UnGovr Transcript
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.0:00 – 0:0512 turns
Good morning everybody. I'd like to call to order the February 6, 2024 meeting of the Santa Barbara County Board of Supervisors. Madam Clerk could we get a roll call please?
Good morning Chair Lavinino my apologies but if you wouldn't mind restating the convening of the meeting we were on mute at the moment
All right, second chance. Second take, hold up. Let me get this right. Cue, go! Good morning, I'd like to call to order the February 6th 2024 meeting of the Santa Barbara County Board of Supervisors. Madam Clerk may I get a roll call please?
Roll call, called by Clerk of the Board
Show transcript
Next item is a business as the approval of minutes from the January 23rd 2024 meeting. Second move by Supervisor Hartman seconded by Nelson all those in favor aye any opposed?
Chair Lavagnino, members of the board just a friendly reminder if the makers of the motion and the second can please use their tablets.
Here we go.
Fabulous, thank you very much.
You gotta train us, this is good. Yes, throw little treats. Okay next up is Madam Clerk are there any announcements or changes to our agenda today?
Chair Lavinino and members of the board, yes I do have a few announcements this morning. We posted an addendum to the agenda to withdraw administrative item number two from the agenda. Administrative item number two is sponsored by Supervisor Williams and as a resolution in support of Amara people of Ethiopia this withdrawal can be added to the balance of the administrative agenda. Additionally we received a correction memo from the Human Resources Department regarding administrative item number 13.
Administrative Item Number 13 is regarding Social Employees International Union Local 620 Equity, the effective date in Recommendation A should be corrected to reflect February 5th 2024 and not February 6th 2024 as previously published this correction can also be added to the balance of the administrative agenda Additionally we received a request from the department to continue departmental item number one to the March 19th 2024 meeting. Departmental item number one is from the Public Works Department, it is a hearing to consider recommendations regarding reports on pavement impact studies related to utility cuts heavy vehicles refused collection trucks mass transit bus fire trucks and construction vehicles and consider options for pavement impact mitigation.
Agenda Discussionitems moved / continued / pulled, click to expand
Again, we received a request from the department to continue this item to the March 19th 2024 meeting and may I suggest to the board that we wait to take this continuance request up until we get to our departmental agenda should any requests to speak on the continuance are received from the public Additionally, we posted an ex-agenda item request on Monday February 5th 2024. This ex-agenda request is from the County Executive Office and it is regarding a ratification of proclamation of local emergency caused by the February 2024 storm.
The emergency proclamation was posted on the administration building bulletin boards by the clerk of the board on Monday, February 5th at 745 AM. And the ex-agenda request was added to today's agenda and distributed to the board and the public on Monday, February 5th at 3 53 PM. On Sunday, February fifth 2024 at seven 45 PM County executive officer Mona Miyasato declared a local emergency for the storm event as the director of emergency services. Staff prepared an item for your consideration which includes a request to ratify the local emergency as well as provide an update on the storm impacts.
Since there is a need to take immediate action and that need for action came to the attention of your board subsequent to the agenda being on February 1st 2024, your board will need to vote to hear this item pursuant to government code section 54954.2. Once the board has determined this item should be included on today's agenda, we can add this item to the balance of the administrative agenda.
And lastly for the Board of Supervisors methods of public participation and provide
public comment on general public comment or an item on the board's agenda please see page two of the agenda individuals that would like to provide verbal public comment may do so via zoom by registering in advance via the link available on page 2 If you have any questions please contact the Clerk of the Board's Office at 805-568-2240. Again that is 805 568 2240. That concludes my announcements today and if we could just return to accepting the ex agenda item onto today's agenda.
Is there a motion?
So moved.
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Second. Okay so let's do this electronically. Let's see. We're waiting for it to pop up. Okay, well let's do it for the public too so all those in favor? Aye. Any opposed? Passes unanimously okay so
the next item of business will be our County Executive Officers report.
Good morning, Chair Lavanino and board members. This morning we are going to give you a quick update on the storm as you know we have been working in the EOC and out in the field on the impacts of the storm really since Thursday and Friday in preparation and today we have Under Sheriff Bonner on Zoom, Chief Hartwig, Chris Nedden and Walter Rubel-Cava from Public Works, Kirk Lougerquist from General Services and Kelly Hubbard from the Office of Emergency Management. And I first want to say thank you to all our staff and all the staff from the cities who helped in this effort. We're a strong county because we have such great collaboration among our staff and with our partners, and so with that is Under Sheriff Bonner will begin the presentation on Zoom.
Good morning Chair Labadino and Supervisors In collaboration with our multidisciplinary partners within the Storm Risk Decision Team, we heeded the warnings from the National Weather Service which called for four to six inches of rain across Santa Barbara County and eight to twelve inches of rain across the mountains above South County. Amounts that were likely to have significant life safety dangers as such we called for evacuation warnings that were subsequently turned into evacuation orders shortly prior to the storm coming ashore.
Sheriff's deputies, search and rescue and Santa Barbara PD officers went door-to-door providing notifications within the areas impacted by the evacuation orders. A total of 506 properties were within the evacuation order areas 428 of which were within the unincorporated areas and 78 were within the city of Santa Barbara The evacuation orders went into effect at 2 p.m. on Saturday, and during the ensuing 36 hours our county experienced widespread moderate issues associated with the rainfall including localized flooding down trees and power lines all of which affected traffic safety and caused power outages however Quite frankly, fortunately we did not experience the loss of life or serious injury specifically associated with the storm.
We were prepared for the worst which fortunately for our communities shifted 100 miles south and spared us from the significant life safety impacts that we saw in Los Angeles and Orange County. The evacuation orders were lifted at noon on Monday, just as soon as our multidisciplinary team and their crews were able to confirm that the evacuated areas were safe to repopulate.
And that is the end of my report and I believe Fire Chief Hartwig will be sharing some additional information with us.
Well, quick comments related to the fire district response and the type three incident management team. We activated the Type 3 Incident Management Team countywide team. It was activated for 48 hours and we also applied with Cal OES for prepositioning funding for resources to be staged throughout the county north central and south. Projecting that with this storm we would be isolated in some manner.
We as Chief Bonner said, I think we skated or under Sheriff Bonner we skated on this and a lot of that is due to the public's heeding of the warning just a couple quick stats for you We had one air rescue right before the storm out on the islands. It was a rescue of a sick hiker with the air support unit, a couple of requests for an airship for traffic collisions that we were unable to fill because of the weather and they were transported by ground. I don't have any information on the outcome of that I'd like to And I think one of the things we don't talk a lot about is live wires down, and a lot of them in this storm because of the winds. And no serious injury or loss of life.
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Good morning, Chris and with public works on the. The public works infrastructure so similar theme for this short version is there's a lot of minor damage and some desalting work to do we don't have major damage or long-term damage at this time that's been reported. Working north to south As was mentioned there's a lot of wind in the north and central County so we had a lot of Pete trees and power lines that were down.
That should all be from a roads perspective all that work should be cleaned up and dealt with by the end of today. Hallama Road is currently closed they're doing some additional cleanup work up there today, but it should be open by the end of the day today Thank you very much. In the South Coast there was some localized flooding as is mentioned we're working on some repairs that see in a Gators Creek to a piece of channel lining that needed repair and we're we're don't desalting atascadero Creek at war drive. So we're communicating with the city of Goleta and UCSB about beach nourishment once I materials dried off out enough to move And then the South Coast basins have various levels of fullness. They they still have a lot of capacity left in them, but we're waiting for the waters to recede to get The current estimated cost for response damage desalting and repairs is about 5 million dollars will be refining that number as we get more assessments of the water levels recede and we get more information about what needs to be done.
But we also really appreciate the proclamation because that allows us to expedite the work that we need to do to get everything back in order. So thank you.
Good morning Kirklard Equest General Services from county facilities perspective we actually fared quite well. We took a lot of lessons learned from the December 21st rain event and our facilities maintenance team was out in full force last week preparing and making sure that drain lines were cleared Drain spouts were away from the buildings and the only major thing we saw over the weekend was the sunken garden at the courthouse. The pump circuit breaker tripped, we were able to get that back online and had some auxiliary pumps so otherwise just a minor flood in here and there but nothing overly damaging thanks
Good morning Chair and Supervisors. Just a couple comments to close this out one I want to recognize State Department of Water Resources flood fight division they really stepped up when I called and asked for resources for the Guadalupe area and we now have a pre-stage container materials should we have any issues with And we're going to be working with the city of Santa Maria and the city of Santa Maria I also want to thank all of our staff and our departments who came out and worked. I know it's hard to bring in staff on weekends and in bad weather, and they were responsive and supportive. We had many agencies who were responsive and supportive. National Weather Service flew someone down to be in our office.
We had Caltrans was there very helpful to have them right there in person. And so it was a great response and well coordinated from all of our partners A couple considerations for our community and those here in the room. We do still have a flood watch in South County until 4 p.m.. Today, and so just be cognizant that we may still have some showers and rain coming through We have a winter weather advisory in our interior mountains as well So just some of our interior areas may have some extreme cold even snow in those upper mountain areas And in Quyama may have some cold Times in the next day or so We are working on initial damage estimates from all of our community and agencies. So we're collecting information on how much damage is not just from our public works in our own facilities but from all of our member, all the agencies in the county.
And then we are asking that our community that if they have damages to report those at ReadySBC there's a link there. We really need to collect that information so that if we can try to appeal for any state or federal assistance for our community members. So far, we have about 35 reports from the community on damages. We know there's a little bit more than that but it's not quite enough at this point to meet the threshold request for any federal assistance for our community members.
We are putting up a recovery information page today. There's I think already some information published, but at ReadySBC there will be recovery information for our community on what resources are available. We'll be reaching out to our nonprofit partners about what might be available for our community members who may need assistance and I think with that that's all I have this morning unless there's questions.
Thank you Kelly. Any questions from board members? Yes, just a question on one of the previous stats. So the storm 13 months ago I seem to remember just between the City of Santa Barbara and the County we had Over 400 calls for service. I don't know if I heard the chief say that we only had 82 in this incident and you do credit a significant part of that as people staying off the roads, etc.?
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How's that? Good. Supervisors. Through the chair, yeah we had in a 124 hour period 82 just for lines down and public assist. We had relatively few rescues and that just means there were a lot fewer people on the road so we do credit that to people who took seriously as Under Sheriff Bonner says. It is a little misleading because you can double that typically county wide so county fire is about half the call volume.
Thanks, that helps me.
Supervisor Nielsen? Yes. Excuse me, thank you Chair Lavinino. My question is for the Sheriff's Department. I've got a lot of feedback from constituents in North County about the closing of schools and what came into that decision-making process and to make their recommendation. I know a lot of our school districts felt between a rock and a hard place on whether they should close once the sheriff made their recommendation and it turned out to be a bright shiny day at those times when It would have been school hours Monday. So I was curious on what went into that and how we might look into that in the future. In the Santa Maria Valley alone, there's over a million instructional minutes lost and hundreds of thousands dollars of lost wages for parents who had to stay home instead of going to work to take care of their kids.
So it does have significant impact so I want to know a little bit more about what went into that decision making process.
Thank you, Supervisor Nelson through the Chair. So that decision was not taken lightly. Ultimately Sheriff Brown had a direct conversation with Superintendent Salcedo discussing what appeared to be coming our way i.e., those higher rain amounts that were quite frankly double what we ultimately ended up with And the significant life safety issues that would occur if people were out on the roadways moving around, if we in fact received what we were supposed to receive. And again, the only thing we need to look toward is what has happened in Los Angeles County and Orange County to understand what we were supposed to receive.
And it was only after that discussion with Sheriff Brown and Superintendent Salcedo that they decided it was prudent To push that information out to the individual superintendents who ultimately had their own decision as to whether or not they were going to take school out of session. And they did the wise thing and essentially took Precautionary measures to ensure our communities were safe and our students were safe. And again, look to Los Angeles County and Orange County to understand what we were supposed to receive. And it truly was the right thing to do.
Supervisor Kaps.
Thank you. Well, what a relief today I was anticipating. I think we all were a much different conversation this Tuesday morning. So thank you to all the first responders that adage an ounce of prevention is worth a pound of cure is true today because, and I know we're not out of the woods and that's the nature of my question that's coming. But I just want to also thank the public for really taking the warning from the National Weather Service so incredibly seriously. I was at the sandbag place for a little while of the county and the line was about 45 minutes long. I talked to a gentleman who had been making the rounds trying to get extra bags from Home Depot because a city site had ran out Home Depot apparently donated and heard another story of other people just bringing them back for their neighbors.
Just really a lot of good, good prevention out there and people really staying off the road it was very evident so that's what we need to do come together and help each other out like that. My question I think is for the Chief because what can we expect now? I know we're not out of the woods and I'm particularly focused on Bluff safety, knowing that I think Shoreline Park which is in the city had some trouble already. What can people especially those of us like myself who are anxious to get back out on the trails go for a walk near the beach what should we be worried about in terms of bluff and potentially trees that still could be a danger?
Supervisor through the chair if I could. In fact, the Elwood specifically because of the trees and the bluffs not being inspected very well yet are closed. And so even if they're not closed I would say stay away from the bluffs until they're inspected we are working with some of our county partners to get drones up to make sure we're inspecting the bluffs and then there are arborists out in some of the areas that lost trees and downed trees to check some of those stands that were especially weakened. I would say a combination of both saturation and very high
winds. Thank you for that, is there a time frame when, I know you can't predict exactly but How heavy are the bluffs, how heavy are the trees and how long is there an imminent threat to that?
Yeah I would assume right now there is an imminent threat until it's proven otherwise. So stay away from underneath trees specifically throughout every neighborhood as we drove around we could see trees down some just completely uprooted not branches falling down so I would assume It is unsafe to be walking under trees or around the bluffs until they're inspected and taken care of. And I know Public Works is out with some of the trees in the county areas specifically.
Thank you, and finally I heard in Isla Vista specifically there might be drone monitoring to make sure that those bluffs are stable, is that right?
Yeah we're working with some of our CSD partners and then our other county partners to make And of course the ASU is up doing some reconnaissance as well, but some of the areas along the drones to make sure we get really good information.
Thank you Chief and again thank you to all the first responders and to all the staff who aren't here in this room I appreciate all of the work that went in over the weekend
Supervisor Williams. And that's all the bluffs, right? That's Summerland, Moore Mesa, you know not just Elwood correct and we're talking about trees whether or not they are close to the bluffs because we still have saturation all over the county.
I think the three deaths I read about supervisor through the chair were people who were struck by falling trees. I just want to add to my colleague Supervisor Caps remarks of thanks is the thanks of having
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sort of the courage for preparation and I mean both to staff up, have fiscal courage to ask for help, to spend money that you don't know whether or not you're going to get reimbursed. That's very difficult to do right because you hope that we'll get reimbursal and I just want to appreciate that on all of maybe all four branches of this response.
Excellent, thank you very much for that in-depth report. Appreciate it. Anything else? CEO Miyasato.
That concludes our report, thank you. Okay,
excellent. So the next item of business are the resolutions to be presented. I'll now entertain a motion to approve those resolutions which are administrative items numbers one, three, four and five.
So moved.
Roll-call vote Passed Moved by Joan Hartmann · Seconded by Williams
Show transcript
Chair Lavanino and members of the board, Administrative Item Number One is sponsored by Supervisor Lavanino. It is to adopt a resolution of accommodation honoring Michelle Perez Ibarra of the Probation Department as the February 2024 Employee of the Month in Santa Barbara County. And joining us in person today, we have Michelle Perez Ibarra And Holly Benton.
And I will go ahead and read the resolution into the record, whereas Michelle Perez-Ibarra exemplifies the county's organizational values of accountability, customer focus, equity and inclusion, innovation, trust and ethics. And whereas Michelle Perez- Ibarra models the transformative behaviors of collaborative problem solving alignment with the county's vision risk taking data driven decision making and strategic thinking And whereas Michelle has served the department commendably, is always approachable, undertakes assignments enthusiastically and provides exceptional customer service as a team member on all projects big or small.
She has played an integral role in the remodel projects at the Juvenile Justice Center. She submits facility work orders upon request and provide status updates to the administrative team. She consistently assists her colleagues due to recent staff shortages in the institution She jumped in to support the administrative team on numerous additional duties. Michelle supervises eight AOPs and is always willing to jump in and assist anywhere she is needed, as well as training support staff on the operations of the Juvenile Justice Center's Master Control Room MCR. She places a high value on security at facilities and ensures that training is conducted accurately and is thorough in her inspection.
Instruction, excuse me. She is the juvenile court liaison and is responsible for the retrieval of minute orders for juvenile case proceedings. And whereas Michelle coordinates reporting requirements for the Board of State Community Corrections, BSCC, and assistant preparing of inspections for the Santa Maria Juvenile Justice Center and the Los Prietas Boys Camp. She has a keen eye for detail and asks questions or points out inconsistencies to ensure the department shines in each inspection. She's responsible for the submission of statistical reports for federal and state reporting, submitting facilities work orders and other materials for the administrative team.
And whereas Michelle is strongly committed to her family and spends much of her non-working hours with her two sons Lawson and Travis who is actively serving in the United States Air Force. She is also dedicated to helping family and friends whenever a need arises. In her downtime, Michelle enjoys traveling and organizing social events as a board member of the Mexican Ladies Social Club. Now therefore be it hereby ordered and resolved that this Board of Supervisors recognizes Michelle Perez Ibarra as the Employee of the Month for February 2024 passed and adopted today.
Chair Lavagnino and supervisors it is my pleasure to introduce Michelle Perez-Ubarra to you today. She is as you heard currently assigned to our Juvenile Justice Center and through her daily actions it's clear she's committed to the success and the well being of the community she serves and the team she works with. She's a leader who leads by example encouraging those around her to work as a team and she promotes collaboration beyond each staff's immediate scope of responsibility She's currently part of the planning effort for Cal AIM, a program which will ensure every youth in the Juvenile Justice Center is provided mental health and other services prior to and after their release. She has been proactive in brainstorming ideas for the successful implementation of this initiative and in conducting research and gathering data for her team.
Perhaps most importantly it has been noted that at busy times in the facility you will often find her simultaneously performing multiple duties always with a smile on her face. She finds time to volunteer in her community giving service to the American Cancer Society St. Mary's School and as a Saint Joseph's High School alumni she provides volunteer services to its events.
Her optimism teamwork and proactive approach to every task presented to her exemplify the county's vision for one county one future. Congratulations Michelle.
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Thank you to the board, thank you Chief Benton and thank you to the probation executive team and my fellow co-workers. I am truly honored and I appreciate the recognition. I'm blessed to work with the best and I truly love what I do so thank you. All
right that takes us to administrative item number three.
Chair Lavinino and members of the board, administrative item number three is sponsored by Supervisor Capps. It is to adopt a resolution proclaiming the month of February 2024 as Black History Month in Santa Barbara County. And joining us in person today we have Diane Travis-Teak. If you can please come to the podium and I will go ahead and read the resolution.
Whereas the 2024 Santa Barbara County theme is black history more than a month whereas we honor Carter G Woodson who established Negro History Week in 1926 His intention was to bring to the public's attention two often overlooked important developments by African-Americans that merit emphasis, education and understanding. And whereas the 2024 theme reflects still the need to call attention to these merits but extend beyond just 29 days this year and how peoples that identify in the African diaspora in the United States and in Santa Barbara County celebrate their history and culture year round. And whereas Black History is a thread and connects us all, and locally we are grateful to key figures who helped make our region stronger.
Individuals like Horace McMillan, Anita McKay, Valencia Nelson, Babatunde Foleyemi, William Downie, Grover C. Barnes, and the late Sojourner Kincaid Roll. Contributions help to shape and make communities healthier. And whereas Black History continues in the present as multi-generational efforts have been nurtured from Martin Luther King Jr., Santa Barbara Committee, Endowment for Youth Committee, NAACP, Gateway Educational Services, Santa Barbara Young Black Professionals, Healing Justice Santa Barbara. Juneteenth Santa Barbara and other amazing organizations taking up the mantle to continue the love and support for community year round.
And whereas the national theme in African-Americans and the arts, African Americans' Arts have used art to preserve history and community memory as well as for empowerment. Artistic and cultural movements such as The New Negro, Black Arts, Black Renaissance, Hip Hop and Afro Futurism have been led by people of African descent And set the standard for popular trends around the world. And whereas black history is not just about the struggles black families have been through but rather it is a time of rejoicing celebrating the accomplishments integrity leadership and determination and showing true character we honor history and celebrate the progress that we have made. We are resilient and resolute in creating new opportunities for future generations now therefore be it hereby ordered to resolve that this board of supervisors declares February 2024 as Black History Month and calls on all residents to acknowledge and celebrate with appropriate ceremonies and activities passed and adopted today.
Mr. Chairman, Representative Capps, members of the Board of Supervisors, good morning. African Americans have played a significant role in the history of our nation and California's economic, cultural, spiritual and political development while working tirelessly to promote equality and a greater more responsible understanding of our shared history. Today is very special, as we recognize Carter G. Woodson who established Negro History Week in 1926 and honor the many Santa Barbara Stoll Awards which included Horace McMillan, Anita Mackey, Valencia Nelson, Sojourner Kincaid Rowe and many others for their immeasurable contributions to our community This year's Santa Barbara theme is extraordinary. Black history, more than a month, speaks not just to black family struggles but also to a time of rejoicing, celebrating accomplishments, leadership, integrity, determination and character.
It is our honor to accept this proclamation alongside those Santa Barbara community members making history daily We are resilient, we are resolute and we will continue working hard to ensure new opportunities for our families, our children, our grandchildren, our great-grandchildren and our community. Thank you.
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Supervisor Williams
Thank you I just wanted to thank Diane in particular. I love Black History Month and the opportunity it gives us all to reflect especially coming on the heels of Martin Luther King weekend just a couple weeks ago and where we actually get to really see the hard work that the black community in our community puts towards making our community richer and better. And when you had one phrase in the in the resolution of immeasurable contributions, and I look at Diane and so many others everywhere I go to to nonprofit events, Diana's there through hospice or Pacifica. I mean, I could go on and on. So thank you for your contributions, not just you, but but those that are your allies and here in spirit. Thank you so much.
Well I want to thank Supervisor Capps for authoring this year and to me black history is something so vital to celebrate because it is so important for American history. It is American history because African-Americans built this country both economically And in terms of innovation and in terms of values built this country through their blood, sweat and sometimes too often their tears.
So to me it's something to celebrate and it's really exciting that you highlighted this year the local personalities that we've come to know and love over the years so thank you for being here.
Thank you. Supervisor Hartman?
Well I'm sorry, I didn't realize but well I just wanted to thank Supervisor Capps as well. Although she brought it forward I think it really reflects all of our values and I'm looking forward to all the Black History Month celebrations. I hope there will be a calendar widely distributed because that's always an opportunity for a reminder because we are in the area of LaWanda Lyons Pruitt and she will let you
And she will, yes. And one of the celebrations was actually at a little plaza outside the library that's named after my father so she said this one is at Lavanino Plaza so you have no excuse to not be there. So I will definitely be there. Supervisor Nelson?
Yes, thank you Chair Lavinio. So since I have that calendar from Ms. Lyons-Pruitt it is on Saturday February 17th at 2 p.m. at Lavinino Plaza from two to four and as well as on Sunday at Grossman Gallery in Lompoc and there's also a final wrap up event at Pioneer Park on Saturday the 24th. I believe that's going from noon to five so
it's gonna be a big shindig. Thank you very much let's all get out and celebrate Black History Month. Okay, next is administrative item number four. Madam Clerk?
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Chair Lavagnino and members of the board, administrative item number four is sponsored by Supervisor Hartman. It is to adopt a resolution proclaiming the week of February 4th, 2024 through February 10th, 2024 as Scouts Week in Santa Barbara County and joining us in person today we have Carlos Cortez, the Los Padres Council Scout Executive and CEO. I'll go ahead and read the resolution. Whereas, February 8th 2024 is the 114th birthday of Scouts BSA and February 4 through the 10th is celebrated as Scouts BSA week and whereas locally the Los Padres Council of Scouts BSA has served youth and families in Santa Barbara County for more than 100 years. And whereas the mission of Scouts BSA is to prepare young people to make ethical and moral choices over their lifetimes by instilling in them the values of the Scout Oath and Law, and where a scout law states a scout is trustworthy Loyal, helpful, friendly, courteous, kind, obedient, cheerful, thrifty, brave, clean and reverent.
And whereas Scouts BSA offers scouting experience for the whole family and notably in February 2019 Scouts BSA formally adopted a policy to allow girls to participate in the organization's programs including the ability to earn the rank of Eagle Scout. And whereas Scouts BSA is committed to helping millions of youth and families succeed By providing the support, friendship and mentoring necessary to live happy and fulfilling lives. And whereas Scouts BSA requires an Eagle Scout merit badge titled Citizenship in Society which focuses on the importance of diversity equity inclusion and ethical leadership. And whereas more than 110 million people have learned scouting's lessons of patriotism courage and self-reliance since Scouts BSA founding 114 years ago.
And whereas the Los Padres Council of Scouts BSA is committed to providing exceptional service to all units within Santa Barbara and San Luis Obispo counties. Now, therefore be it hereby ordered and resolved that this Board of Supervisors celebrates the positive impact that Scouts BSA has had on countless youth in Santa Barbara County passed and adopted today.
Thank you Supervisor Hartman for helping us with this and to the board as well for recognizing all the hard work our thousands of scouts do for our community here and have done so since 1919. Projects that include something as large as helping build a church, to something as simple as clearing a pathway or a trail after a large storm in our county. So with that, we are very thankful for all the work that our scouts had put into our community and look forward to seeing the future as we endeavor to serving more youth in the near future. As we rebuild Camp Rancho Alegre and the outdoor school which we look forward to opening here in March. And we will serve, we look forward to serving all of the sixth grade youth in our county for years to come.
And our scouts are very proud to say that they are not only part of the community but they're leaders in the community and look forward to making positive changes and involving themselves in everything positive in our county. Thank you so much for your dedication to them and to us, and we look forward to keep providing service.
Thank you so much. Supervisor Hartman?
I hope we'll all be invited to the reopening. I know that's been a labor of love and an awful lot of work to bring that back after the fire, Whittier Fire.
Yes, I'll absolutely get an invitation to that. We hope you can make it. It has been a five-year long endeavor that as you know with inflation and everything else turned into $18 million project so we're getting close to finishing that up and we do look forward to now culminating in engaging not only our community with the 6th grade outdoor school program but also opening doors to the general public to use and having access To those that typically don't have access to having access to the environment and nature and being in the outdoors with our various programs that we'll have through there as well.
Thank you for all your leadership on that effort.
Thank you so much. Outstanding, thank you.
Supervisor Williams? You know I just had an anecdote because I take my girls out backpacking and a couple years ago at the fishbowls loop I encountered, I don't think it was from your chapter but scouts out there And there were a lot of young ladies. That's part of why you changed the name nationally and I asked them, so why did you join the scouts? They had very interesting answers. So I just wanted to highlight that because getting out on the trail is great for these young ladies as well.
Outstanding.
Thank you. Thank you for being here today. All right, that takes us to our last resolution which is administrative item number five. Madam Clerk can you please read that into the record please?
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Chair Lavinino and members of the board, Administrative Item Number Five is sponsored by Supervisor Nelson and Supervisor Lavinino. It is to adopt a resolution proclaiming February 2024 as COMM unifies 211 Community Celebration Month in Santa Barbara County And joining us here in person today, we have Joni Kelly and Patricia Kieland. And I'll go ahead and read the resolution.
Whereas the 211 Helpline is an information and referral system connecting people to free or low-cost health and human services and up-to-date incident and emergency related information through call, text, and the web. And whereas the 211 Information and Referral Program was first enacted by the Federal Communication Commission in 2000 And now covers 85% of all households nationwide. Whereas 96% of the population in the state of California has access to 211, and whereas 211 Santa Barbara County was first implemented in 2005 and is a free and confidential service available 24 hours a day, seven days a week, in 150 languages to every resident countywide. And whereas in November 2014 almost 10 years ago, 211 became a program of CommUnify The Santa Barbara County nonprofit, which empowers people and transforms lives through their 16 programs, which serve the community.
And whereas in 2022 2-1-1 had more than 66,123 web visits including 31,892 new users to 211santabarbaracounty.org with over 12,000 of those visits regarding COVID-19 assistance. And whereas in 2022, approximately 3,000 resources were provided to residents throughout the county by a live call specialist. And whereas in 2022, the most urgent resident needs including calls about housing, financial assistance, pandemic information, mental health and food insecurity. And whereas Communifies Energy Services will be hosting the free 2-1-1 Community Day celebration on Saturday, February 10th from 11am to 3pm at the Minami Excuse me, center in Santa Maria with over 50 nonprofit agencies, free health screenings and vaccines. Children's activities, food entertainment and more.
Now therefore be it hereby ordered and resolved that this Santa Barbara County Board of Supervisors do hereby proclaim February 2024 as 211 Community Celebration Month and acknowledges COMM unifies 10 years of serving the residents of Santa Barbara County passed and adopted today.
I am CEO for Communify. Since 2014, Communify has proudly operated the 211 Santa Barbara I want to thank the County Board of Supervisors for investing in and prioritizing this essential service. 211 Santa Barbara plays a crucial role in connecting residents with vital services and resources, particularly during times of crisis. It serves as a lifeline for individuals and families facing various challenges from basic needs like food and shelter to mental health support and disaster assistance.
The Helpline's easy to remember number provides a quick and reliable way for people to access the help they need. In the past year, 211 Santa Barbara has handled over 13,600 calls and texts as well as 250 crisis calls from Santa Barbara residents. In addition there were over 66,000 visits to the website. There are a few reasons why we believe that 2-1-1 Santa Barbara is dispensable to this community.
One, it's centralized access to resources. 2- 1-1 Santa Barbara serves as a centralized point for information making it easier for residents to navigate and access the diverse range of services available in our community. Support for Vulnerable Populations. Many vulnerable populations such as the elderly and economically disadvantaged individuals rely on 211 Helpline to connect them to essential services that help them become more stable and enhance their well-being.
Three, mental health resources. In the wake of the ongoing mental health crisis, 211 Santa Barbara is a reliable resource for individuals seeking emotional support, counseling and information about mental health services available in our community. We are even able to provide warm handoffs to local and national crisis and suicide lifelines. And four, efficient emergency response. During past emergencies such as the Thomas fire and Montecito debris flows 211 Santa Barbara has supported the county OEM office by providing accurate up-to-date information to local residents.
As part of the national 211 network we also have the capability to partner with other 211 systems around the country and an emergency to provide additional support to OEM. As we continue to face various challenges here in our community, 211 Santa Barbara is an investment in the well-being and resilience of our community. We're extremely grateful to the Board of Supervisors for your continued support for this essential service. And we hope you will join us on Saturday February 10th in Santa Maria for our Community Resource Day And for more information, simply call 211. Thank you so
much. Thank you Pat. I know you already did it but I also want to thank my board members and our CEO for committing to fund this necessary link. In past years we used to go out and try to get cities to help with this. I always remember them telling us that well Nobody uses it. Oh really nobody uses it? Well there was 13,000 calls 66,000 web visits 250 of those have you said as you said are in crisis I think the key to this whole thing is when you're in the middle of a crisis you need that number that just pops right to your head so 211 does an outstanding service we appreciate it we see the value in it and I know with my board's help, we will continue to fund this at the level that we need to for our citizens. So thank you very much for being here today.
Okay, that takes us to
the next item of business is remaining administrative agenda. Would any board members like to pull any items from the administrative agenda? Supervisor Caps.
Yeah, I believe we pulled A7.
A7? Thanks. Supervisor Nelson? Yeah we can pull A21 just for a comment. A21. Madam Clerk any items from the public?
Chair Lavagnino and members of the board we have no requests to speak from the public on the administrative agenda.
Okay I'll now entertain a motion to approve the balance of the administrative agenda except for items A7 and A21
0:51 – 0:5522 turns
I move the balance with the change in A-13.
I'm sorry so it will also include the withdrawal of A-2 correction to A- 13 in our X agenda item approval.
I think we already did the X agenda
but you wanted to.
Chair Lavagnino, members of the board we made a motion to add it to the agenda we will need an additional motion to approve staff recommended actions.
With those three
adjustments and I second Supervisor Nelson seconds. We go to our vote screens.
Chair Lavagnino, members of the board. I know we're still getting used to these for the consent agenda it's a unanimous vote so there are no votes screens. All those in favor?
Aye. Any opposed? Alright they are unanimous excellent okay so that's why it's called consent consent all right so that takes us to our first item that's been pulled item A7 madam clerk please read that into the record
Chair Lavagnino, members of the board. Administrative item number seven is from the Behavioral Wellness Department it is to consider recommendations regarding a second amendment to the Crestwood Behavioral Health Inc fiscal years 2020 through 2024 service agreement for Champion Healing Center Mental Health Rehabilitation Center MHRC and there is a fourth this vote required on this item.
Supervisor Nelson? I
pulled this because at first blush it just looked like a budget increase but when we dove, I dove a little bit further. It's actually I believe important information to share and I'm glad that Director Navarro is here but because essentially this is a pilot project that would add four more beds for justice-involved conservatees, which I know we've had such a focus on how many beds we have. Are we getting more beds? And here is a pilot program funded not through our general fund but through the Community Corrections Partnership from the state so dollars not from our budget and I just thought it would be worthy of directing some attention to this development
Thank you so much. Good morning, Chair and Supervisors and County staff. I just really want to thank you for bringing this forward and appreciating this partnership and really thank the Department of Probation and all of our Community Corrections partners who approved this funding for the extra four beds for justice-involved persons and are really demonstrating the county's at large mission and vision The right care at the right time in the right place to increase that capacity countywide and we're very proud of these additional beds and look forward to utilizing them.
ASAP. Thank you so I just pulled to highlight,
thank
you so much. Great thank you very much that takes us to our second polled Supervisor Nowak. Mr. Chair
I just wanted to add that I'm your representative to the CCP and my recollection is that despite this half of the members of the CCP can use these funds for their things this was a unanimous vote at the
All right, excellent. That takes us to A21. Madam Clerk can you please read that into the record?
And Chair Lavagnino and members of the board do we want to take a motion to approve A7 before we move on?
Okay, motion to approve A7. Supervisor Capps?
I motion.
Second.
All those in favor? Aye. Any opposed? Passes unanimously. Madam Clerk can we please read 821 into the record
0:55 – 0:574 turns
Chair Lavinino and members of the Board, Administrative Item Number 21 is from the Treasurer Tax Collector Public Administrator. It is to consider recommendations regarding the Treasurer's Investment Pool Report for the quarter that ended December 31st, 2023 and investment policy statement.
Supervisor Nielsen?
Yes, thank you Chair Lavagnino. I just pull this item just to highlight it because it's pretty remarkable the work that's done in Treasurer Tax Collector's Office to invest the funds that the tax collector has and their stewarding on behalf of the taxpayers of the county is pretty significant. The interest rate environments helped out a little bit but I think it's really important for the public to understand That because of the work of Harry Hagan and Dan Chandler out of the Treasurer Tax Collector's Office, they were able to invest the funds that are sitting there to produce an additional $14 million in 2023. Of those dollars about 40% of that comes back to the county's general fund is my understanding. And that's about 5.6 million dollars of revenue which you know is on par with some of our other revenue sources so it's a pretty significant piece of our discretionary budget Thank you.
counties may not take advantage of, but they've invested staff and time into investing those funds in a prudent and safe way. But still brings back return to taxpayers so that we can return it back to these agencies following up there behind accounting schools is about $1 million back to our special districts as well. So again, just a hearty thank you to the Treasurer Tax Collector's Office for their work.
And with that I'll make a motion to approve that item.
And my, my vote screens out so I screwed it up. So we'll worry about that later but we'll just move by Nelson seconded by Williams all those in favor? Aye. Anybody opposed passes unanimously excellent. So that finishes out our administrative agenda now's the time for members of the public to speak on items that are not on the agenda madam clerk there any requests to speak on general public comment?
0:57 – 1:027 turns
Chair Lavinino and members of the board we do have one request to speak on general public comment today And we are going to remain here in Santa Barbara with James Silva. James?
Morning, morning. When the Gaza death toll was 12,000 caged innocent people mostly women and children and with polls showing the vast majority of your constituents wanted the U.S. to make Israel cease fire you passed a resolution commending Israel's quote efforts for peace unquote Giving Israel your blessings and making you complicit in this genocide, now at 100,000 dead and wounded.
Jews persecuted in Europe could have come to Palestine and lived among the indigenous Muslims, Christians, and Jews peacefully as they had for centuries. Instead they came with a European colonial racist attitude of the time with the mission to take all of the land of Palestine and expel or kill the natives if they wouldn't go. We've seen this in Gaza. In 1895, Austrian-Hungarian lawyer Theodor Herzl, the founder of Zionism wrote, Zionist settlers must quote, spirit the native population across the border. Both the process of expropriation and removal of the poor must be carried out discreetly unquote.
David Ben-Gurion, Israel's first Prime Minister and leader from the 20s until 1965 indiscreetly led what the UN deemed Israeli quote terror squads unquote committing massacres and mass rapes in 500 Palestinian towns and cities. 1937 he said the Arabs will have to go but one needs an opportune moment for making it happen such as a war 1938, quote, let us not ignore the truth among ourselves. We are the aggressors and they defend themselves. The country is theirs because they inhabit it whereas we want to come here and settle down, unquote.
The two-state solution has always been a sham. All Israeli leaders from Ben Gurion to Netanyahu have championed expanding to all Palestine. Matt please? In the first box you see in yellow the 6% of Jewish-owned land, and in the second box you see in yellow what the UN voted to give to Israel. Jews owned 6%, but they got 55%. Palestinians were still the two thirds majority population in the yellow part gifted to Israel in that second box.
But even while the UN was voting on the partition plan, Israeli Terror squads were committing massacres, driving out Palestinians from their area and taking over more territory. So this left Palestinians the green 22% and the Israelis 78%. In 1967 Israel occupied even that 22%, fencing in all Palestinians building settlements terrorizing and treating them quote like dogs unquote according to a speech by Defense Minister Moshe Dayan to the Israeli cabinet.
Settler colonialism is always genocidal and racist. Either you're racist or you're not. The solution is equal rights for all people in Palestine, both Jews and Palestinians. Pass a resolution for that. Thank you.
And that concludes general public comment for today.
Outstanding. That takes us to Departmental item number one. Our
next item of business is continuation request of departmental item number one to the March 19th 2024 agenda this has been previously read into the record by the clerk and is to the board for discussion.
And Chair Lavinino, members of the board I would just like to note for the record we have no requests to speak on the continuation of this item. Okay
Supervisor Hartman oh no I'm sorry you were pushing your button anybody wish to make a motion to move that forward? I'll move that. Second by Supervisor Hartman. All those in favor? Aye. Any opposed? There are none, passes unanimously. Hey Madam Clerk can you please read departmental item number two into the record
1:02 – 1:058 turns
Chair Lavinino and members of the board, departmental item number two is from the County Executive Office. It is a hearing to consider recommendations regarding the annexation of Orkut Gateway Retail Commercial Center Keysight 2, APN 129-280-001 to Orkutt Community Facilities District and this is in the 4th district.
Good morning, Chair Labanino and members of the board. Today we have a relatively short presentation continuing the process to annex a portion of Keysight 2 into the Orkut Community Facilities District. There we go. So here's just a little bit of background on the project Good morning Chair Lavinino, members of the Board.
Written a letter just to explain the time frame of the election. And so I'm happy to answer any questions if you have any about that but I'll go ahead and proceed with the results. So the results for this special election have been tallied and based on every property owner receiving one vote per acre or portion thereof owned within the area to be annexed, the results are as follows. There is one property owner within the area to be annexed owning 5.83 acres And therefore, receiving six votes.
The landowner has cast their ballot and the results are six yes votes authorizing the annexation and levy of special taxes. A statement that documents in my possession here to be signed in your presence and included in the resolution declaring the results in Exhibit A. That concludes mine. Thank you very much
Mr. Daly. Any questions? Supervisor Nelson. Okay Madam Clerk, are there any requests to speak from the public?
Chair Lavinino and members of the board we have no requests to speak from the public on this item. Okay
back to Supervisor Nielsen
I would do make just one comment before I make a motion is that it's kind of an interesting election when it's a condition for them to vote yes for their project to move forward yeah I don't really think they had much of a choice there but They will move forward. It's a condition of their approval of the project and that will hopefully fund additional services in ORCiT as part of the development, as well. And our office is diligently working on making sure that those funds are spent in ORCit for additional programs and facilities. So with that I will make a motion to approve staffs recommendation.
Second.
Roll-call vote Passed Moved by Bob Nelson · Seconded by Joan Hartmann
Show transcript
1:06 – 1:2213 turns
Chair Lavinino and members of the board, departmental item number three is from the Agricultural Commissioner and Weights & Measures Department as well as the County Executive Office. It is a hearing to consider recommendations regarding KPMG's operational performance review of the Santa Barbara Agricultural Commissioner Department.
Thank you, good morning Chair Lavine and board members. As you know we have been working with KPMG since Renew 22 kicked off and it's our way of looking at all our departments to see in which ways we can perform better, have better outcomes more efficiently and effectively so today before you we have three reviews one for the Ag Commissioner Public Works and the Crisis Services these are each agendized separately but I want to give an overall review and if someone could Move the slides.
Thank you. And as you know,
she does it all right moving slides for us.
So as you know what they're the processes that they will do a review and report that's attached And the departments then do a response and implementation plan. Next slide. And so as you know, this is just history. As I said we began with them in Renew 22 and thank you for your board for your continued support. They have they're very data intensive in their reviews so they're able to highlight things that maybe even the departments aren't aware of and so as you see on the screen these are all the reports they've done. We are finishing up with the remaining departments this year.
And again this is not an audit. Next slide please. This is not an audit, but it is a review to highlight best practices, compare ourselves with other jurisdictions, look at efficiencies and savings, and better outcomes for the departments. Next slide. So I'm just going to give a... Where's the Ag Commissioner slide? Is it next? Could you advance the slide, Jacqueline.
There it is. So Ag Commissioner, you'll be hearing today that the department has 37 FTE with almost an $8 million budget and KPMG recommended six improved reports and we will hear from KPMG followed by our ag commissioner. Thank you. One second while we get the correct slides up.
Director Chang is going to have to answer for Public Works.
That could have been a hazing ritual but we decided not to do that.
I
apologize board, in our attempt to actually be efficient we kind of outsmarted ourselves by trying to put the slides in a certain order. Since KPMG is here, we wanted to impress them with our efficiency but it turned out not as efficient as we thought. I'm not taking any notes.
Would you, Jacqueline
would you like us to take our break now?
We can take our break now and then we'll come back. So let's take a 10 minute break and we'll be back kickoff Ag Commissioner. Okay we're reconvening this meeting of the Santa Barbara County Board of Supervisors, CEO Miyasato.
Thank you supervisors and thank you for your grace and as we got as we get the slides up and so the first report that you're going to see is on the Ag Commissioner and I'm going to hand it over to KPMG and you know William Zizek he's a partner for KPMG public sector practice and he can introduce his team.
Thank you CEO Miyasato. Good morning Chair Lavagnino, members of the board again my name is Bill Zizek KPMG engagement leader I've got Olivia Rabbit with me as well as Vivian Damien. Olivia and I will cover the Agricultural Commissioner item before we start I did want to take a moment just to recognize the impact of the recent and ongoing storm events and share our best wishes for the safety and well-being of the Santa Barbara community at large Next slide please.
So the picture on the screen is our engagement timeline. In order to keep up with our methodology we always begin with engaging staff in interviews and focus groups, we analyze available data on departmental operations productivity workload and we utilize benchmarks and leading practices to identify opportunities for improvement. We then provide a midpoint update to office and department leadership as well as the CEO's office on emerging themes to ensure we're aligned and then share working drafts of our preliminary report to be validated and commented upon by department Excellent, please.
So as with all our reviews we'll start with some commendations. Firstly in collaboration with the county's Fire Safety Council the Agricultural Commissioner's Office has implemented the agricultural pass program and it enables agriculturists to obtain access to areas that may be restricted to supporting staff and obtaining both agricultural weights and measures licenses at the inspector and deputy levels.
This enables the department to have a well-trained cross license workforce that provides high degree of resiliency And finally, the department has provided cell phones and tablets to its staff across programs to support electronic inspections in the field. And this technology allows staff to reduce paper processes and enhance their overall efficiency. Next slide please, and I'll turn it to Olivia to cover our key recommendations.
1:22 – 1:3621 turns
Great thank you Bill. So we developed seven recommendations for the department across the five focus areas identified on the screen. There are three main areas of recommendation that we would like to align to department resourcing need For public information, we recommend enhancing the strategy and approach to community engagement and public information to allow for greater alignment with community need.
Lastly, our recommendation surrounding process enablement relates to enhancing front office and operational technology to improve process automation and access to services. Next slide please. Our first recommendation focuses on restructuring the department's cross-licensure rotation program, with the aim of promoting greater specialization among inspectors and reducing the cost of learning related productivity.
As a first step in implementing this recommendation, the department will need to develop an updated model. Commendably KPMG understands that the department has already implemented on this recommendation. Next slide please To improve understanding of the department's customers and to provide goals against which program success can be tracked over time, we recommend revising and documenting the strategy and approach to community engagement. This will support the department in improving community-trusted services, people and communications and reduce the cost of community engagement and public information activities.
In implementing this recommendation, the department should identify and analyze customer needs, desires and aspirations, and develop targeted initiatives to support accurate information highlighting front office and operational technology to improve access to service and enhance the overall customer experience. This may be achieved by enabling online payment, electronic application and permit submittals for certain applications, process tracking and complaint submission.
Potential solutions should be evaluated and prioritized for implementation based on an agreed upon prioritization rubric which may consider need cost implementation timeline and implementation complexity. Next slide please and I will pass it over to Bill for closing.
So to summarize the key takeaways for the Agricultural Commissioner R2-1, realign the department's cross licensure program structure to better align to resourcing needs. Two, we'll hand it back to CEO Miyasato.
Thank you supervisors and if there are no questions right now we can ask the commissioner to go forward as any questions of KPMG? Okay
here we go Chair Lavagnino, members of the board good morning. Well first of all I want to thank DCO's office for their support in this process you know it is something that I started doing when I came here last year but also I want to thank KPMG and equally important you know to the staff of the commissioners office who helped with these recommendations So these were the areas of recommendation. Operational IT, the program restructuring, process efficiency, administrative office professional utilization. We agree with KPMG on this recommendation and the implementation timeframe. It's a spring of this year 2024 through fall of 2024. Moving along to recommendation number two, the program restructuring.
So on this recommendation is to realign the Agriculture Waste and Measures program structure to better align with the department needs. The department agrees with KPMG that the Agricultural Waste and Measuring Inspector's position structure need be realigned, and has completed the realignment in March of 2023 which was last year. Both KPMG and staff feedback.
Realignment was also done based on a staffing analysis looking at historical trends for program time demands and the work requirements in each office to determine FTE's full-time equivalent needs for each program. The realigning also allows staff to become more specialized in a few programs, and gain more expertise. It increases staff confidence in the work they perform, and creates more efficiencies. For example, staff attend fewer meetings nowadays. Less training is also needed, and staff report to only one supervisor. That it is one of the changes from this realignment. And lastly, this realignment also allows enhanced processes in place to track a staff productivity to help ensure A more consistent approach to evaluating a staff performance and proactively identifying and resolving processing deficiencies.
We partially agree on this recommendation, an implementation time frame will be spent of this year 2024. Moving on to AOP Utilization which is the Administrative Office Professionals. The recommendation is to re-evaluate the roles and responsibilities of administrative office professional staff, to consider opportunities to redirect staff time to more substantive activities to increase overall program efficiency and effectiveness.
So the department also agreed as well as through re-evaluating administrative office professional roles Freeing up AOP time to do more substantive duties. In 2023, last year when AOP position was reclassified into a financial office position to provide budgetary support and streamline financial processes. The department has implemented the use of DocuSign to reduce paperwork being shuffled between offices which is something we were doing before and we are currently working to implement an online system which will be ready by April of this year 2024 Once an online payment system is in place, we will be able to utilize computer systems to register something we call a pest control business. And moving on to the community engagement recommendation enhance strategy and approach to community engagement and public information to allow for greater alignment with community needs.
We, the department agrees That is beneficial to enhance communication and community engagement, and has started the process. We implemented online digital marketing tools already to engage industry and the public to better tell our story. We recently reestablished the department's Facebook page and implemented use of constant contact which we integrate with our social media posts. Constant contact allows us to track stakeholder engagement where they are needed And we have recently partnered with a community center in New Quiama to provide permitting and registration access to the community.
The department has also increased outreach with our canine detection dog as the ambassador of preventing pests and diseases coming into the county. We are now doing surveys at the end of our training meetings to industry, as well as the public, to gain feedback from stakeholders on our classes and the topics that they would like to see in the future. And of course, you know we continue to collaborate with indigenous communities to develop training curriculums and ultimately leveraging county resources.
And lastly... And the recommendation is to develop an enhanced quality control framework to allow for enhanced compliance monitoring processes across programs. We agree and implementation timeframe began last year in 2023 and we are expected to complete it this year in 2024. And thank you and I conclude my presentation. Thank you very much
Director Chang. Are there any questions from members of the board? Supervisor Nielsen.
Yes, thank you Chair Lowen. You know I just was curious about the QEAMA hours that you guys are setting up. Are you guys getting a lot of people coming into those? How is that looking like? Is it something that's building? Can you expand on that?
Through the Chair, Supervisor Nielsen. Yes so in the way that it's working we are creating appointments at this time and this was last month and it was to issue permits and so instead of you know farmers and other community members to come to Santa Maria we are going there and we expect to go back again but right now it is all based on appointments just to make it a little bit more efficiency both for staff time and for the residents
Okay, thank you.
Okay very good there any questions from the public? Public comment?
Chair Lavinino and members of the board we have no request to speak from the public on this item. Okay
I just say you know this is one of the departments for Supervisor Nelson and myself that you know we hear about the most it is one of our smaller departments but if you think about the economy in this county Very reliant on the job that your staff does. And the only way it works is that our farmers and ranchers have to have the utmost confidence in your team. There's a lot of dollars and a lot of jobs riding on the efficiency of your team, and we just appreciate I mean the feedback I get is all positive.
They have trust, they have the ability to communicate with you, your responsiveness. It's just a model department and we really appreciate all of the work that your team does. Thank you Chair. Thank you Board. Thank you very much. All right. That closes that one out. Do we receive any phone? I've got to go back to my script here. What page are we on? Receive and file. I'll move that we receive
and file the KPMG's operational and performance review of the Ag Commissioner. Second. All those in
favor?
Chair Lavagnino, members of the board, that is approving staff recommendations A through C.
That's right. All those in favor? Aye. Any opposed? Passes unanimously. Thank you very much. So we already did our break So Madam Clerk, can you please read departmental item number four into the record please?
Chair Lavanino and members of the board. Departmental item number four is from the Public Works Department and the County Executive Office. It is a hearing to consider recommendations regarding KPMG's operational performance review of the Santa Barbara County Department of Public Works.
Supervisors, again you'll be reviewing Public Works. As you know, Public Works has over 298 staff a budget of over 172 million and the department has different divisions, admin and support, transportation, the county survey or water resources which includes flood control and resource recovery and waste management. And I guess Mr. Sneddon will be here representing the department but first KPMG
Thank you CEO Miyasato, again Bill Zizek and Olivia Rabbitt will be presenting on this item from KPMG. Next slide please. So as we did for Agricultural Commissioner we'll start with our commendations. Firstly the Public Works Department has exhibited a strong commitment to innovation in waste reduction by operating a first of its kind facility in California that converts waste into renewable energy resources. In the future the Resource Center is projected to increase the county's recycling rate to over 85%.
The department has also created a proactive tree maintenance program, which has demonstrated reductions in both frequency and accessing information and reducing paper processing. Next slide please. So in our review we identified 14 recommendations that align to the several focus areas that were asked to look at. There are three recommendations that will highlight today for your board's consideration. Firstly, for transportation we've identified an opportunity to enhance data tracking to better inform prioritization of maintenance activities you'll see that we have an exemplary dashboard illustrate this aim in our upcoming slides. For water resources, we recommend enhancing the asset management processes in place to provide a more holistic view of county-owned flood control infrastructure.
And lastly, we recommend enhancing technology enablement to streamline project progress tracking
for maintenance prioritization and provide a more holistic view of critical data points for decision making. The aim being to enable a more data-driven approach to project prioritization that utilizes a range of metrics in evaluating potential projects for completion. Toward this aim, we recommend that the department consider developing a database across divisions as well as an additional set of key data points to track and report on. These data points should be supported by a standardized data collection process, reporting process, and dashboard which you will see we have included an exemplary dashboard in our presentation today to help ensure a holistic view of maintenance need across the county. Next slide please Our next recommendation is to allow for more proactive maintenance of such infrastructure.
In implementing this recommendation, the department should develop a shared asset management database to act as a single source of truth for key data related to location, age, condition and maintenance history, for example, as it relates to flood control infrastructure. Next slide please. Our next or final recommendation focuses on assessing and enhancing technology enablement across the department. The goal being to enhance process automation, reduce paper processes and enhance communication and customer experience.
A first step in implementing this recommendation relates to conducting... And long-term goals for each division supported by a prioritization model funding sources and implementation roadmap Next slide please and I'll hand it over to Bill to close.
So to summarize the key takeaways for Public Works are to first enhance the tracking reporting available data to better inform prioritization of maintenance efforts, second to implement an asset management database for flood control infrastructure to improve risk visibility, and third is to enhance tech enablement to streamline processes and strengthen information sharing. I'd like to close with our thanks to the Public Works Director and his team for their engagement collaboration on the process and CEO Ms. Sato will hand it back to you.
Thank you, Bill and team. Any questions for KPMG?
1:36 – 1:381 turns
I wanted to start today by thanking KPMG, Olivia and her team for really taking the time to dive in very deep with Public Works. There's a lot of different things we do and understanding Public Works specifically about how we operate is really key at getting good recommendations so appreciate the efforts on that and Julie Hagen in our department who spent a lot of time going over these to come up with recommendations. And we're gonna highlight today three recommendations that are gathered around excuse me data and technology because we feel like there's a lot of opportunity there to leverage data that we already have, to improve efficiencies, to improve communication and to improve our data. Public Works IT manager has been working as part of the team, the overall county team that's coming up with a strategic plan for the county for data and technology.
And then we'll be working through this recommendation in our department to make sure that we're doing that in alignment at a department level The implementation time frame is what's underway. We're already working on this with our IT staff in Public Works. The first step is to assess the needs and work within the strategic framework of seeing where we want to go and coming up with a management plan. The next step for implementation, we'll have to look at what type of resources are needed to do those and then prioritize and start implementations that will be after the initial phase.
Next slide please We use the information for a lot of different activities that we're doing and tracking. Right now, that's done through a lot of different solutions so we have different databases and different people that are all spending part of their time spending part of their time trying to input data and keep data fresh, but we really don't have dedicated resources to aggregating all the data and looking at it at a higher level in a holistic level for making data-driven decisions, for improving efficiency in how we collect and maintain and use data, and for communicating with the public with our data. So that would take a focused resource, so we'd be looking to add a staff position specifically focused on these activities and centralize all that infrastructure into a natural environment Flood control is actually the kind of the pilot or the lead on this for our department.
They've set aside two positions to undertake these efforts, they've already filled one of the positions and they're spending the next six to 12 months kinda getting their arms around what solutions we're gonna be using and how best implement those in determining if more resources are needed for that and starting to collect all the data inputted and that will help them more efficiently undertake efforts such as community master plans that are being looked at or capital upgrades that may be needed and things like that.
Next slide. And with that we have the recommendations.
1:38 – 1:5618 turns
Not not a question, but just a comment I just appreciate Mr. Sneddon's reinforcement of that recommendation of the data more data. I know that's a huge undertaking, but I appreciate it can tell your earnestness and seeing the benefit of taking on such a project for the department, so thank you.
Supervisor Hartman?
Yeah um could you elaborate and help me understand more about the flood control aspect and how the improvements we would like to make in terms of transparency might enlighten people in context of the storms we just experienced for example
Sure, Supervisor Hartman through the chair. Yeah that's a really great example so we have all the information on all our facilities and the things that flood control does and doesn't maintain and those can be compartmentalized by particular geographic areas or in operational areas. So again pulling all of that data into a centralized location That allows us to use it so that we're comparing amongst the different areas, but it also allows us to communicate with the public. Here are the flood control facilities in your area. Here's what flood control does and does not do in these particular areas. So it's a communication tool as well as an organizational tool.
And if I understand then, we can't prioritize across different areas as easily now? And so will be able to do that better going forward when you adopt or implement this?
Supervisor Hartman through the chair that's correct. Okay all
right great can I get a motion to move the recommended actions please second and clerk those are I think there's four of them It is
to approve staff recommended actions A through C.
A through c three of them okay a B and C moved seconded all those in favor aye anybody opposed they pass unanimously okay this takes us to Madam Clerk, can you please read departmental item number five into the record?
Chair Lavagnino and members of the board. Departmental item number five is from the Behavioral Wellness Department as well as the County Executive Office. It is a hearing to consider recommendations regarding KPMG's operational performance review of the Santa Barbara County Crisis Services.
Supervisors, so for this one I want to commend Director Navarro because she's the one who asked KPMG specifically to look at the crisis program as a new director to the department. The staff there is 42 FTE in the crisis services with $13.7 million budget And as they'll discuss the crisis services program entails mobile crisis, crisis clinics and co-response. And with that I'll hand it back over to Mr. Zizek.
Thank you CEO Miyasato. So again Bill Zizick and Vivian Damien will be presenting on this item. She leads our work nationally and internationally in the behavioral health and crisis services domains. So without further ado we have the slides. I think we can go to the next slide.
Thank you. We would like to start by commending both Behavioral Health Wellness for their foresight in developing leading practice models of care with regards to crisis clinics that provide rapid access to prescribers and incorporates individuals with lived experience as part of the treatment team. In addition, we would like to also commend both Behavioral Health and Law Enforcement in establishing co-response teams, a model that is deemed best practiced nationally.
Next slide, thank you. We began our review by examining mobile crisis services and looking at... The 50% target focuses on direct contact with consumers or clients. In addition to the Medi-Cal crisis benefits which began in January 2024, further decreased volumes of all will be seen as all emergency department and jail calls will no longer be reimbursed under the new Medi Cal crisis benefits.
As a result of this data analysis and the changes to Medi-Cal Crisis Benefits, we have presented with the following opportunities. In order to be financially viable, to consider developing one crisis team for the county. Establishing roles and responsibilities in order to minimize clinicians' discretion on call disposition. Creating a two person team with the incorporation of peer support staff individuals with no experience to align with Medi-Cal Crisis.
Incorporate crisis staff in emergency department and jails where the majority of the calls are currently coming from. This would be under a different funding versus the funding from the Medi-Cal Crisis Benefits. Next we examine the crisis clinics, which you have three across the county. The crisis clinic operates a multidisciplinary team that ranges from prescribers to peer support staff. Again, a leading practice model. Productivities for these teams ranged from 11% to 33%, with again the department's target at 50%. Based on stakeholder engagement and data analysis, the following opportunities were presented to the department.
Developing targeted marketing and advertising for these services. Shifting the model of care to be more... availability Examining the bottlenecks in the referral process to clients transition to appropriate services for ongoing care. Engaging key stakeholders and programs to plan accordingly for hard-to-engage clients in order to mitigate clients bouncing from emergency departments, crisis justice and homelessness.
And lastly educating staff on expectations and sharing weekly and monthly metrics through a dashboard to establish and monitor overall productivity. Last we examined the co-response teams that are currently established between behavioral wellness and law enforcement. As part of this review, we examined the data through behavioral wellness productivity ranged from 20 to 23 percent with a department to collaboratively determine key performance indicators that are well defined and calculated and agreed upon by both behavioral wellness and law enforcement To develop a shared dashboard that frontline staff, the frontline co-response teams, middle management and senior management examine on a weekly and monthly basis. For middle management from both behavioral wellness and law enforcement to meet on a weekly basis to better understand team's productivity and problem solve in real time while senior management to meet on a monthly basis to examine productivity data and determine effectiveness of opportunities applied by both frontline and middle management.
And lastly, to establish clear expectations with regards to teams being in the field and operating based on hours of operation established.
We would like to express our thanks to the Director of Behavioral Wellness and her leadership team for their engagement, collaboration in these reviews. And we understand the already working-to-implement and turnaround performance in many ways. CEO Miyasato back to you.
Thank you any questions of KPMG at this moment? Okay then Director Navarro Your microphone
I'm not there
we go
So good morning Chair, Supervisors and staff. I want to start off by mirroring the remarks of KPMG and thanking them so much for their collaboration, their expertise. They did a wonderful job of engaging staff across all levels of functioning in the department as well as our stakeholders to really come up with a robust review and evaluation and some really important and detailed considerations for us as we move forward and revamping our crisis. Our three of the key considerations that have been addressed and where we have been since receiving the final report in September, we've already begun to make some changes and want to present those to you here today.
First of all in response to the co-response team's considerations, we have done a monthly high level management meeting of UL and the SPSO which will expand to include also our partners in SVPD and Santa Maria as we move forward in creating not only joint metrics that will target collaboratively with our partners. These will include things such as date and time of call and when they cleared the call and these make ensuring that we have joint metrics ensures that the program moves forward as this work is moving along quickly. We are in the development of a collaborative dashboard and again we are committed to regular meetings. There's some leadership transition happening in B-Well, we have a new crisis manager coming in over those services who will report to Don Winkler starts on the first Monday in March and so once he is here and established we will then set the time and date and begin those regular weekly meetings of the co-response team staff Next up, I want to share about consideration on the mobile crisis benefit and following the presentation of my key considerations.
We'll go into a further detailed presentation to you all of the new expanded mobile crisis benefit plan under the state of California. Our mobile crisis team. We are continuing to assess and station look to station staff in high volume areas not just in the jails but also working collaboratively with our local emergency departments and seeing how we might expedite Transition of folks who are in crisis to behavioral wellness services and ameliorate some of the backup that happens in our emergency departments.
Finally, we are looking at placing overhauling the way in which we respond and I'm happy to announce that even just highlighting going over and reviewing this app some of the data from KPMG We've already seen a doubling of the number of calls that we respond to in a 24 hour period in the month of January So kudos to the staff and thank you again to KPMG In making sure that people have access same day, especially those who are right on the edge of maybe needing a higher acute level of care versus if we get them this crisis service in terms of medication. Meeting with a therapist immediately can keep them home in the community and on the road to recovery sooner so we're shifting the clinic based model however based on the data that you heard to a more field-based model.
So we will be having teams that are not only stationed at the clinic, but staff that will be out in the field and key areas where we know either following up with persons who have access crisis services recently and or those areas in which we know persons to reside and or congregate that have higher needs and challenges We're also looking to the urgent call requires us to set an appointment at an earlier date, but these also might be folks who we can bring into the crisis clinics to bridge care until such time that their appointment is available.
All right, so now that we've discussed the key considerations I do want to share a little bit about the expanded mobile crisis benefit. Actually before I do that what I'd like to say is as you can see by the discussion and the PowerPoint slides from Vivian we had 10 key considerations and recommendations for our crisis services revamp and many of those had multiple sub categories and goals within them. So it's it's a lot that we are taking on here in order to align KPMG to come back and provide us with some assistance in taking the lead on helping us to order our steps, if you will. And put some of the key recommendations and considerations into place over the next three or four months and then be able to set that and establish that for us and provide leadership in the Crisis Services Division with all the necessary performance measures, key indicators and reporting out that they will need to maintain that system effectively ongoing.
So stay tuned for that coming back to the board in the month of March. Finally, I'd like to talk to you about the Expanded Mobile Crisis Benefit. This is a brand new program in the state of California. This actually is a payment reimbursement. It's a higher bundled rate of service provided to behavioral health providers who go out in teams to respond to persons who are in crisis Maybe at a level that requires a 5150 response, but more importantly to persons who are beginning to demonstrate that they are having increasing symptoms and to get to them readily and quickly and try and bring them into the system of care to stabilize and reduce the need for higher levels of care.
The billable services that our co-response clinicians provide under co-response remain the same. It's just that mobile crisis benefit package allows for counties to again bill at a higher rate for this service because it is a bundled service that includes the team approach transportation reimbursement as well as reimbursability. Notice of guidance and the regulation from the Department of Health Care Services came to us in late June of 2023. And we began engaging in the monthly crisis staff meeting as well as leadership meetings, engaging staff in a discussion that this was a new benefit that was coming at the same time it coincided and aligned with bringing on KPMG for our review and analysis and began to talk about this additional service and the change to how we provide care in the community as crisis services.
These services and the mobile crisis benefit of course are rapid. And again, focus on de-escalation and stabilization in hopes of avoiding hospitalization at higher levels of care. Next slide. These interventions is on safety planning and allowing folks to stay in their homes, stay in their communities to have the least disruption to their overall life functioning and get them quickly into ongoing services with behavioral wellness These services are available to Med-Cal beneficiaries 24 hours a day, 7 days a week, 365 days a year.
The mobile crisis team is not for these situations. If there's a weapon on the scene, if a person has already overdosed or is in the process of taking immediate steps to harm themselves or the plan that they have to harm themself is an imminent timeline happening. For instance when someone says I'm going to run out in traffic and All right, just here's some more details outlining the new expanded Medi-Cal crisis benefit. These are the these are the goals, the overarching goals for this expansion in the state of California to reduce use of emergency departments and law enforcement involvement. They're designed to provide relief to beneficiaries experiencing a crisis and really hope to keep people out of those higher levels of care and oftentimes in situations that can over time exacerbate mental health condition versus stabilize.
When persons are hospitalized and or incarcerated due to actions that are prompted by their mental illness, other parts of their life were disrupted. And so this benefit is to respond immediately in hopes of trying to keep people home and in the community so their lives are less destroyed. In December and before that these services are 24 through 65. And again they are community based. They go where the client is.
The team structure is based on the mandated minimum state requirement that two staff respond in a team at all times That at least one staff is trained in the administration of naloxone and that both of the team, a team of two must include or have immediate phone access to a licensed mental health professional to provide that clinical assessment. A certified peer support specialist may be on the team but again this is a peer who has received a state certification.
There's lots of service components to the mobile crisis response it is an assessment its safety planning those persons who the team engages And finally, telehealth may be used for translation to help a person connect with specialist provider and or psychiatry if that is medication support if that is needed on the scene. This next slide just again outlines in detail the service components of the mobile crisis benefit.
Finally, I just wanted to share that a key consideration that flowed through many of the recommendations from KPMG was about community engagement. And so while it's really redesigning our entire crisis branch to be more responsive and better meet the needs of our consumers by engaging them where they are versus being in the office. And so response than we have seen in the past and to bridge care, to make sure that when folks folks make an appointment that they have some access to care and a team following them until such time that they are connected with their long-term ongoing treatment team.
Here is oh sorry this is our access line number it's 24 7 the mobile crisis benefit team actually part of the Implementation of the plan has been a robust engagement of our staff along with dispatch teams throughout San Barbara County. So they are familiar with our program, they have access to our access line at 24-7 services that persons in the county can call either the 24- 7 access line.
These are the final recommendations, but I do want to reiterate one more time before I sign off here that the Mobile Crisis Benefit Plan and expansion of our mobile crisis services teams to other areas in field is in order to ensure that all county residents have a number of options for their crisis needs. Not all crises look the same and they don't all happen at the same level. And it is crucially important that we have a system that responds to all levels of needs at all times. So thank you. It is recommended. And here's my last slide for recommendation to the board. Thank you.
1:56 – 2:0213 turns
Great. Any questions from our Board? Supervisor Williams.
Yeah, I was going to ask a question and then make a request. And maybe you know, I could give the director some moments, you know, to fulfill the request either through public comment or other questions. My question is, you know a basic one with the Medi-Cal reimbursement of a mobile crisis, I would assume the more people you see, the more reimbursement you get?
Is that true like most Medi-Cal? reimbursement?
If the persons are eligible and or have Medi-Cal yes but I do want to reiterate that while this is a Medi-Cal funded program overall and the majority of the crises that we do see in our system are persons who do have Medi Cal. This will be a service available to all county residents as needed, of course.
And then this request is just to maybe you know walk us through what a day for a practitioner would be in mobile crisis now or where we are trying to be introspective and seeing that our service level efficiency is not maybe what would be recommended. And then walk us through today how you envision it for the future?
So I'm going to wait a minute and I'm gonna percolate on that while we okay.
I was gonna say, I thought you were looking at me so you're gonna percolate? We're gonna go to other questions then Supervisor Hartman
I have two questions and maybe this relates to Supervisor Williams, but you said that the use has doubled just in January. So I wonder if you could just describe in more detail some of the things you've already put in place that account for that? And then my second question, I know that we've been exploring the role that the fire department might play either in co-response or mobile crisis. I'm not sure which but I wonder if you could comment on how that fits into this overall strategy?
Okay
so first of all the doubling went from a small number to a less small number and we look forward to it being an even larger number as time goes on. But I think what accounts for the change And I know that Laura Zeitz is here. Oh, hi John Winkler. I looked right past him. John Winkler is also here. He's our branch chief over the crisis services, so you can correct me if I'm wrong but I think part of it is and this is one of the things that we heard and I know that KPMG heard from our stakeholders in their meetings with them that there were times when mobile crisis previously received a call and they would assess over the phone maybe law enforcement would call and they would ask questions and say oh yeah that doesn't sound like a crisis that we would need to 5154 You can just go ahead and handle it, we're not going to respond.
What the Mobile Crisis Benefit Plan mandate requires is that we respond no matter what. And that is best practice crisis services, that we don't ask questions. We're not responding to detain or hold or 5150 or 5585. We are responding to deescalate, to stabilize, to provide support as quickly as possible in the community. And so I think just that simple shift, we're already seeing an increase in the amount of service we provide And then in regard to co-response with fire. So under the Medi-Cal benefit plan, there is a stipulation that a third member of the team may be an emergency medical worker. Is that is that right? OK, yes.
And so there are opportunities and there are some counties that have already started to engage with their fire departments to provide that in certain areas where maybe they're their fire departments receive a lot of calls that actually turn out to be mental health related that are impacting someone's physical health and or They have co-occurring complex medical and mental health needs. So that is still an option, and we have actually been talking to the fire department. You know they're in, they have a lot going on right now too. And so as they are implementing and establishing their new framework for functioning, we are talking alongside them. I know that John Winkler meets regularly with their clinical nursing Head of Nursing to discuss how a pilot and project with us partnering in this co-response for mobile crisis may work.
Supervisor Nielsen? Yes, thank you Chair Lavagnino. I'm just trying to kind of figure out the math on the co-response teams because I see we only have four at this point and I thought we had more at some point so I'm trying to understand how it got back down to four. I know we funded an extra position there I thought the city co-responses were actually additions to our existing structure so I'm trying to figure out how that all fits.
Now correct me if I'm wrong, the co-response that we evaluated in this report were the Sheriff's Co-Response Team and okay so so we actually so you I'm gonna defer to Vivian on the number in the co-response because we actually do have a co-response in Santa Maria In Santa Barbara and again I will defer to John Winkler as to the status of our co-response that is in West
County.
You don't get to hide in the back.
2:02 – 2:1428 turns
Hold on a second. It was already on. No, it's on now right? Okay so we have six teams total and we have four teams with Sheriff's Department. We have one team with Santa Barbara PD and one team with Santa Maria PD. So the four sheriffs there are two in South County and one in North and one in West County. So six teams total. So we're not including the city
teams as part of this study?
Not all of those teams were in existence, I think when KPMG did their review. We just recently added a new team with the Sheriff's Department that was through the CCP funding and I think the Santa Maria PD team probably started potentially after KPMG's review.
I know that has been funded by the city for quite some time but we weren't able to find a clinician are we now? Yes it is fully operational yeah. Thank you.
And I don't know who to ask this question. So, the question I had or the discrepancy I had in the way it worked and the way I thought it worked was that the co-response being together and partnering. And how do we? I didn't hear the answer. Maybe I missed it on how that's gonna work in the future of partnering together same vehicle, same office, same being partner partners Adam 12 style.
I think currently we have, we have teams so for instance the Santa Maria team is stationed at the Santa Maria PD office. We do, we have teams our co-response clinician here in South County those clinicians do ride and are responding alongside their officers. The mobile crisis benefit is separate in that Under the state plan and requirement, law enforcement cannot be a regular member of the team or the benefit package does not apply.
However, of course and always As happens in throughout the state for the entire tenure of my time as a professional and mental health in the state when teams respond on crisis that don't have law enforcement involved. When law enforcement is necessary those teams have immediate access and do call 9 1 1 for support and assistance should that happen in this case Medi-Cal will not not reimburse us because because danger and safety always comes first right so there will be branches within our crisis system. There is the co-response team of an officer or a deputy with a therapist.
And let me just make it clear for me, so in that situation, co-response those people are in the same office traveling together to the site?
Yes they are traveling together to the site I don't always know that they're in the same office. I think here in South County our staff are in our crisis office and the deputies are up the hill.
Why is that? It doesn't seem efficient to me.
I think that is definitely part of our revamp and overhaul that we will continue to evaluate and in fact the teams that were put in later since I began such as Santa Maria they are co-located I'm not sure about the Lompoc just yet.
Okay and then can you explain why on the crisis, why the state law is written that way? What's that trying to protect it seems just common sense that you would have those people traveling together. I don't understand what's that trying to protect against?
Well I think that it's important to know that historically crisis response for mental health has been In the State of California and nationwide in many places, the purview of the Behavioral Health Department. That it is a behavioral health department in teams who respond to folks who are having mental health crisis and when they get on the scene if it is ascertained that there may be some higher level of need or the ability to detain someone for their own safety than law enforcement was called in that way.
Responding in some cases when you could ascertain from a screening tool that this might need a higher level of care, responding separately wasted valuable time for the person in crisis. And so there became this new model of co-response that also became an option within a system of care. Many counties throughout the state of California and I can speak directly to those in Southern California At least Ventura and below, do have teams that have always had multiple options.
They have developed co-response teams in the past few years but also maintain the team only approach for mobile crisis because there are definitely and again as we look at Disparities in inequity and stigma and all those kinds of things. We actually do have folks that call our access line and say, are you going to send the police? And when our access line says yes we send police on all calls they hang up.
And we have no idea where they are. And again, not through any fault of any operation. I mean, I think our co-risk teams are... Yeah, but that's just what happens. So having the range of options is important.
But that seems like two different scenarios to me, like a person that's actually in crisis with their family at their home or something. But how many of our calls percentage wise? In my mind, I keep thinking of homeless individuals, right? That's where I would think a majority of our calls are coming from people saying there's this person Am I mistaken? Is like, I mean like the other day we had somebody out in front of our office.
We don't call, I mean generally I think people call 911 because they don't know where else to call and say this person's in stress or a situation. In that situation does co-response show up or is that then get forwarded to the behavioral wellness department?
Again I think there is a standardized screening tool from the state that evaluates level Urgency need and potential danger. I think anytime you are looking at someone who is behaving erratically that you have concerned about erratic and unpredictable behavior That when you look at that screening tool, that is a higher level of need versus someone who you may see sitting on the corner Weeping uncontrollably for hours, right?
So those two things Both happen in persons that are unhoused And both of them would probably, I think per the screening tool dictated a much different response certainly.
Okay all right lot to chew on there so any other questions Supervisor Caps?
Yeah thank you for asking those questions because and I just appreciate again Director Navarro that you've by all accounts have embraced this kind of scrutiny and trying to figure out the systems and mine just my question is related to the access lines and just the different There's different numbers and different lines and different age groups. And I know there's a recommendation to sync them all together. Can you elaborate more on that than was in the presentation, please?
Well, in our county for many years we've operated with the separate safety. Safety is the name of the program which is a crisis line for youth and adolescents. In review, in KPMG's review looking at fiscal efficiency and response efficiency. There may be some changes that could actually provide better response more effective fiscal responsibility for the county behavioral health department but at this point in time we're going slow on that recommendation. We agree that in bringing everyone under the same team and allowing for all to be, to have specialization across an age range is an important part of an effective overall crisis response team for behavioral health. But we've operated in this separate way for so long that we're going to slow roll that one And see really the number of calls we're receiving for youth and children.
We continue to assess that given, again, the marketing campaigns and the community engagement that are also part of the recommendations that we have. And further down the line we'll evaluate that recommendation further.
Thank you but in addition too there's a different line at night versus during the day so are you also looking?
It's the
same line. It's
only for the youth. For the youth?
No, you explain. I had a hard time
understanding. The access line is a 24-7 number as well as 911 and 988. So those are all, those are 24-7. A different vendor then answers the overnight? Yes during the day it will be B-Well Access Line Team answering the call and overnight we will have a, we're looking to contract with the local vendor in our county that has more aligned knowledge with B-Well in terms of the needs of our community what may be happening in our community right now it is protocol is our overnight answering service And they work in collaboration with our mobile crisis teams that are on call, our leadership that are on call overnight.
It's the same number, though it's just a different group of folks answering the phone
and we have a sense of I know you included some utilization rates. The average call, I think is 71 per day if I'm reading the report correctly I mean, most people call 9-1-1 is that or what would you say? Can you just elaborate on sort of it kind of maybe speaks to Supervisor Williams question of like a day in the life. Like who's answering these calls versus 9- 1-1 and how does that synergy work?
I think the key consideration and recommendation for us to do a marketing campaign in a wider public engagement speaks to the fact that many in our county. Do not have the awareness that in a mental health crisis There is a specific mental health number to call for be well and that majority of people do call 911. And expect that there will be some division of labor if you will on the back end of that call for the right response.
And so I think that as we continue to push forward with our many presentations at meetings different public events and push out the marketing campaign on the Mobile Crisis Benefit Plan. Our hope is that persons will actually reach out sooner than later when people are calling 911, people are in a place where things are more likely imminent and more urgent. We are really encouraging as we present the mobile crisis benefit out to the community for people to really utilize us early on when you have a loved one who's exhibiting some change in their personality, some change in their behavior versus waiting too long down the road. Call us and we will send someone out to you to assess evaluate and help you get connected to care versus waiting till something more dire comes up.
Thank you well said thank you
Supervisor Nielsen?
Yes thank you Chair Labadino. You know it's occurred to me that as we move towards Dispatch system, 9-1-1 with our EMS side of that. That in the future as somebody calls 911 and realizes it's not a law enforcement call goes to our EMS dispatch at that point then they would be able to dispatch mobile crisis there as well kind of how the model potentially could work as
well. To be honest with you I'm going to let Suzanne Grimacy answer that because she has been the person who has been coordinating with all of our dispatch partners around this aspect of the mobile crisis benefit plan, is that?
2:14 – 2:209 turns
Can you repeat the question again now that I know it's targeted at me and I can answer.
You know, we're now going to a dispatch system in the county where we're on the law enforcement side and then it's breaking off to the EMS side. So in the future as we get some of these calls 2911 and once it's determined not to be a safety issue as far as law enforcement is concerned will we expect to see those dispatchers potentially dispatch mobile crisis from our Dispatch Center or is it always gonna have to go through one of these phone lines?
Yeah, no I think you can expect to see that. We're still in the process as you can imagine of talking through and kind of figuring out what the system will look like but
yes.
That's the goal.
And that would be powerful right? To be able to, I know 9-1-1 can kind of be a knee jerk reaction for people but it is 50 years of branding that gets sent into peoples minds I think it's probably really important for the call taker to screen those appropriately is probably a really important part of that process. But once it's parsed off to EMS side, it seems like this would be a great way for it to make that connection. You know, I think one of the struggles is you know where there's all these different systems and they're layered and you know do you call the 1-800 number or 211 or 911?
The five of us up here that we live and breathe this, and we're sometimes confused. I can only imagine what the public feels you know we just had a meeting yesterday afternoon Just re-getting back to Community Services Department about the homeless person that was out in front of Steve and I's office. That we were trying to help get services too, to make sure that what is the right protocol for us on that? Because we need to be reminded and we're part of the decision makers up here. So whatever way we can get that into the right chute and move it as quickly as possible, I think would be better for the overall public.
Thank you.
I just have to say, I think you're layering and as you talk about the many complex systems that have been independently established for so many years. This is although the mobile crisis benefit guidance came out in June and so we had several months to plan and get ready to really coordinate on the dispatch and really get people to understand and speak each other's language and get that running smoothly will take some time but I think we're encouraged that all are really committed to making sure again we get the right treatment at the right your time in the right place for folks.
OK, very good. So I want to go back to you. Did we noodle long enough there?
Yeah, yeah, I think so. I think so. I think again really looking at the mobile crisis that the crisis teams approach and functioning within this county prior to the evaluation by KPMG was really that we are Crisis and crisis means somebody who's at this really high level and maybe needing some. 5150 evaluation and that's our expertise and responding in that. We are now, and so a day may be where you are part of the crisis team, you're fielding calls. You may respond to one or two of those during the day that ends up to be at that really critical level like oh for sure this is going to be a 5150 or for children and youth 5585. So I'm gonna roll and respond.
Gonna call my law enforcement partners make sure they meet me at the scene because Again the way the staffing was set up, we only had one person available to respond to a call at a time. And so now a day in the life is going to be fielding calls and responding much more often as people become aware of this support and help that people can get. People call the access line and are feeling like And the access line is starting to ascertain like, oh this is not a high level. This is somebody who could probably benefit from the crisis team right now. Then we are starting to have calls and the crisis teams together will be getting more calls and being much more active in the field responding, not waiting also increasing their collaboration and communication with the co-response teams.
Because it may be that as we build capacity and as folks start to utilize the mobile crisis for that early on support that we're hoping that they will, there may be times when the teams need to work with co-response for them to respond to another call. If there is a call that we're that we are attending to. So I think that it's going to be busier for and it already is for folks in the mobile crisis benefit plan, busier doing the rewarding work of taking care of the members of our community and keeping them safe and attended to and cared for. But also really building partnerships, it's one of the silver linings that I see in establishing this new service and mandate program is what has allowed us to move along in terms of our collaboration and partnerships with Dispatch, law enforcement, our emergency room.
So all of that is building the community, the collective community mission to serve.
2:20 – 2:2515 turns
Excellent. Supervisor Hartman?
So Medi-Cal will reimburse for those who qualify for that benefit but you will respond to people who don't have Medi-Cal, is that correct? Certainly. And then how do we recover those costs?
Well I think one of the lessons learned that's coming for us and one of the things hoping in our work with KPMG is we will also start to evaluate again understanding we have a regular mobile crisis team of one person still available out there for lower level type of responses. And we have our crisis clinic teams available. So really looking at the calls and who comes in, and is there a way to ascertain if we have two? Who are we going to dispatch? Which team are we going to dispatch? We have multiple teams available.
OK. Any other comments? Supervisor Mills. Yes, thank you Chair Lavagnino. I just wanted to commend Director Navarro for asking for this and I understand where you're going with it and hoping to really bolster up our mobile side and I think that's good. I just want to keep in the back of our minds that crisis suggests urgency and I know that is something that absolutely needs, you know, I actually got a text from a family member out there You know, that they've had some concerns about crisis response on the timeliness of that. And you know obviously sometimes a crisis has to get escalated to 9-1-1 because they're not able to receive services immediately and so I think that's one of the places we need to make sure As we move to that, that we keep that in mind.
And I really applaud the idea of getting people out of the clinics and into the cars and into the street and meeting the issue where it's at. I do want to continue to offer my support for co-response. I don't see these things as Either or, you know I think these are obviously great compliments and I don't want to see the growth of our mobile crisis in any way cannibalize our co-response program. So just want to make sure I said that for record as well so those are my comments thank you.
All right very good I would just say in closing there's no public comment on this we already went through that.
Chair Lavinino members of the board we have no requests to speak from the public on this item.
Well I'd just like to thank Bill from KPMG and the whole team once again, and CEO Mia Sato for putting us into this whole introspective mindset. The only way we're ever going to improve and get better and more efficient is to kind of do the ugly self-analysis so I appreciate too, Director Navarro asking for this is above and beyond but it's something we all need to know more about and the more we talk about in the public I think the more information gets out there and that the better we're going to be helping our community so thank you very much.
All right can I get a motion for the items?
Chair Lavinino and members of the board that would be a motion to approve staff recommended actions A through D.
I move to approve staff recommended actions A through D.
Second. Okay we'll go with Supervisor Caps and Supervisor Hartman, Supervisor Williams you'll be the third so all those in favor move to your vote button and all those in favor aye?
Aye.
Any opposed passes unanimously thank you very much excellent OK, so here's the question. We're kind of on the border of moving forward with six and go to portable reuse or go to let's go for it. All right. We will now go to Madam Clerk. Can you please read in Department allow number 16 of the record?
Chair Lavinino and members of the board, departmental item number six is from the Public Works Department and the Board of Directors Water Agency. Board of Directors Laguna County Sanitation District. It is a hearing to consider recommendations regarding a countywide potable reuse study and Laguna County Sanitation District groundwater recharge evaluation.
All right. Oh you need a clicker? You need the remote? That's always the hardest thing to find. Good morning still, Chair Lavinino on board.
Chris Nen with Public Works, we're here talking about a different kind of water than we talked about this morning. But in September 22 2022 your board asked us to look at who will be presenting on Laguna Sanitation specific work that has been done and with that I'm going to hand it over to Matt Young to get started.
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Thank you, Mr. Chair and members of the board. On September 13th, 2022, the Water Agency Board of Directors directed staff to evaluate opportunities for potable reuse of wastewater in San Barbara County. The water agency subsequently contracted with Corollo Engineers to produce a countywide potable reuse evaluation as a supplement to the 2015 Long-Term Supplemental Water Supply Alternatives Report. From the same date your board acting as Laguna County Sanitation District Board of Directors authorized Laguna to contract with Corollo Engineers for a study of groundwater recharge using wastewater in the Santa Maria Groundwater Basin.
Before we get into the study, I want to take a minute to explain what we mean by potable reuse. There are two types of potable drinking water systems used in the potable drinking water system. Direct Potable Reuse or DPR is where wastewater is treated and delivered directly back through the potable system without going through that intermediate groundwater storage step.
The Countywide Portable Reuse Evaluation is a high-level study that documents and summarizes what each of the wastewater treatment utilities in the county are doing regarding treatment and the end use of that water, to develop recommendations for increased portable reuse implementation. To accomplish this goal, Carollo surveyed all 18 wastewater utilities within the county to document current treatment uses and disposal mechanisms. Four potential projects were identified for the development of planning-level project evaluations based on a combination of utility interest, evaluations of feasibility and benefit. For these four projects, PRO developed and evaluated alternatives where purified water could be best put to use either indirectly or directly, and what infrastructure would be required to implement this?
As you can imagine, when dealing with turning wastewater into drinking water there are significant regulatory hurdles. For each project, regulatory requirements were summarized, process flow diagrams were developed for meeting these requirements and planning level costs were estimated. These figures of the Buell and Sullivan Combined Project show a bit of the work that went into each project. A site-specific design and treatment process was developed based on available land at each facility.
Groundwater evaluations were conducted to identify suitable locations for injection wells with appropriate travel times. Pipeline alignments were also developed for conveying treated water to injection sites, not shown but also evaluated where methods were disposing of concentrated waste brine after advancing from 1,000,000 cubic feet to 220 million. In all cases, DPR is significantly more expensive than IPR to implement.
Combining the two facilities does yield significant cost savings versus constructing them separately. These projects would produce between 350 and 500 acre feet a year in new potable water but the unit cost in dollars per acre feet is quite high compared to other sources. However many of the benefits of reuse go beyond just the new potable water importantly including meeting stringent regulatory requirements for the current discharge of wastewater.
Contrary to these projects, the Summerlin Sanitary District project did not contemplate building a new advanced treatment facility but rather constructing a conveyance system to bring raw wastewater to Carpinteria Sanitary District where an indirect photo reuse facility is already contemplated for construction. Next steps in these projects include a follow-on study for Summerlin Sanitary District. Late in the project Montecito Water District and Sanitary District expressed an interest in looking at having summerlins send their raw wastewater to Montecito rather than Carpinteria.
Summerlin, the two Montecito agencies and County Water Agency will be jointly conducting a supplemental study to evaluate conveyance in Montecito as an alternative to carpentry. For the Solving Bulletin projects, a number of technical legal and regulatory steps are detailed in the report. In particular discharge permitting negotiations with state regulators would likely drive ultimate sizing design and selection of these facilities. With that I will hand it over to Kevin Thompson of Laguna County Sanitation District for discussion of the next project.
And it continues to serve to this day. Today's report, we're focusing on groundwater recharge for defining planning level costs opportunities and also challenges of implementing such a project in the Santa Maria Valley area. Let's focus on the current treatment train at the plant. So the plant currently recycles 100% of its water to sites. The most recent one being put online was Walter Park. All of its flow comes from Orchid, some from Southern Santa Maria area. We're going to focus mainly on a parallel treatment train which was added about 20 years ago One potential project is a fast track project which is focusing on the high salt treatment This project produced roughly half a million gallons per day and it, the pro of this project is able to be implemented most immediately.
It allows for potential expansion to even larger size. It's important to note we're not meeting the upside that Sigma 1 pipeline we referenced earlier. However it does not produce as much product water as Project 2. Project 2 focuses on the entire plant. It adds additional reverse osmosis units and so that's an obvious pro for this is it produces more water Today which is close to the community plan build-out so that's something to note.
So now that we've treated the water, we have to put it somewhere. This talks about purified water injection strategy. We looked at two different options. One is a spread operation and we're using existing infrastructure to get us to the Getty Basin which is owned and operated by the Flood Control District which this just inherently because they're not installing new infrastructure could be a lot of cost savings there However, there's complexity in coordinating with other districts and their seasonal use.
Option two, we're building a new pipeline and injection wells on Laguna County's district-owned property. The pros of this is that we are not limited by seasonal use. We can do this quickly. Some quick facts on this basin. Wells generally pull from the deep aquifer and it flows generally towards the ocean northwest. It's noted that this is an adjudicated basin and the impacts of the adjudication are not unsaid topics to talk about.
We also looked at, just like Matt's report, we looked at travel time for the injected water. Long story short, initial analysis shows that we can be compliant with regulations and we plan to continue to look at this groundwater modeling. Boron is also another constituent of concern. It's a baseline requirement for certain concentrations. This approach is common in IPR projects and so we're confident it can be done and as such we are incorporating a regulatory pathway in the following cost estimates.
These cost estimates are shown. The takeaway point is that for each project, project one and number two they're pretty cost competitive and just to reference they're roughly a quarter of the cost from Matt's presentation looking at this whole thing built in combined plant. It can be credited to we already have equalization basin, we already have member bioreactors and first disposal units online. We're pretty much plug-and-play here at Laguna. We already have a predisposable well and pipeline land and use and storage set up.
This slide looks at the next steps and we're tackling the majority of the items in blue and green here. Thanks to a grant to cover those costs. To get us to the year 3 mark, the major hurdle that we see is to develop a financial modeling governing approach because the sanitation district is currently not set up to be a water purveyor. So we will be coming to talk with the board later today to look at additional actions and opportunities This slide shows recommended actions and for the sake of time we'll move to questions. Thank you.
Questions from the Board? Supervisor Nielsen?
Yes, thank you for this presentation. You'd be surprised that I'm most interested in Laguna County Sanitation District groundwater recharge project specifically. You know, I actually have to give credit to my colleague Supervisor Hartman for really sparking my interest in this. We were at CSAC a year ago and we got a chance to tour the Orange County water districts, their groundwater replenishments system.
For those in the public that don't know, similar technology keeps Orange County alive without these types of technologies You wouldn't be able to maintain the growth that they've had out there. You know, and I, the last point you made there Kevin was about governance and financial model. And that's to me, that's what this is all about at the end of the day we got to figure that out. You know it's not just governance and finance is also legal. It's a basin that is under adjudication Just because we produce that water at, you know, I'm seeing at four to five thousand dollars an acre foot. That doesn't necessarily mean that we get credit for that. That could be used for the public and my colleagues right now To have an acre foot for development in the Santa Maria Valley, there's only one source that you can get water from and that's the city of Santa Maria.
They have excess state water that they sell for development and right now they're selling that for about 65 to $70,000 an acre foot which is a huge impediment to any type of affordable growth in our community and also causes some other political issues that we wrestle with in the county especially in the Santa Maria Valley so I'm really interested in seeing it move forward But there's a lot more work that we need to do.
I don't know how that's working legally because I think we need to kind of answer some of those questions. I hope as we move forward and potentially ask those questions to the court who is the again where some basins have water masters, some basins have SGMA boards you know our basin is under continuing jurisdiction of a court And so, you know I think all these questions end up going to them and asking them these questions on whether these are gonna work. I think other questions that we should ask when we do open up that can would also be you know can we get additional credits for things like recycled projects? You know what on the project that we have in the And Walnut Park where we have that tank, where we have a million gallons of recycled water.
We're offsetting pumping of the basin significantly by doing that and we did that with no additional credit to Laguna Sanitation or the county for that offsetting of the pumping of our groundwater basins. So those are things I would like to see happen. My approach has always been all the above Indirect or reuse, recycled water, conservation. You want to send some more state water down? We'll take a look at that too. Additional groundwater recharge through retaining more water in Twitchell.
You know we have a lot of technologies that are advancing here and so we need to hit all of them. But at the end of the day, these are financial decisions that you know on how we prioritize these endeavors. And one thing that I don't want to do is at the end of the day if we realize that the only way we can move forward with this is just taxing the existing Laguna Sanitation users so that they pay for future growth. That's not there's not gonna be a political stomach for that and So I just want to put that warning out there. Laguna Sanitation has made significant upgrades to comply with state regional water quality goals, and that has led to doubling of rates over the last 10 years there and some significant upgrades It's definitely a jewel of the wastewater treatment plants in the area, but it also has come at a cost to a lot of people, especially those with fixed incomes that are having to cover those costs on their property tax bills.
So there's a lot going on there, but I just want to get all that out there that that's...I'm excited about it. I really am thankful. Thank you Kevin for your presentation here and Marty for your leadership on this and Matt and the whole entire team so looking forward to seeing more with this.
Excellent any other questions from the board? Supervisor Caps.
Thank you, thanks for the presentation I actually appreciate the timing of having this conversation right after we just had incredible rains and more to come because it similarly there's headlines in our local papers thanks to CalMatters that we have globally high Depletion of groundwater in California. So my questions all kind of stem around like what's next? That's where I want to go. I appreciate the study. I'm glad that this board previously asked for these studies, but I noted close to the holidays that the State Water Board actually now has made possible the regulations for potable reuse and so I'm just wondering Where do we go from here with these studies? I know that there's differences with different Agencies and a lot of complications, but just to understand what the next steps are.
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Director Caps or the chair, I'll take the first shot at that and maybe Kevin can add to it. But so for this county wide study you know as you know the county other than Laguna doesn't own this wastewater infrastructure and so for the agencies that we prepared this study for and in collaboration with it's going to be up to them to decide as they evaluate this and other water supply sources and wastewater discharge opportunities and challenges, whether it's worth the significant cost to go through this. Now as they make those decisions I think we as a county agency have an opportunity to support them either financially through some cost sharing or just with expertise but ultimately it's the decision of those particular utilities whether or not it's worth it to their rate payers to implement these solutions.
And what are those, I mean can you elaborate at all maybe just what those conversations have been like with the sharing of these studies? What's the collaboration there?
Sure, so the these studies were done in very close collaboration with these agencies. So initially this survey of the 18 utilities we said first off give us all this information let us evaluate what the opportunities are and then raise your hand who wants who wants the study? Who sees an opportunity for themselves and for their communities to use this technology? And so Bjolten Solvang and Summerlin were the three that really directly wanted it and importantly Thank you.
The sanitary district might have been interested in the study but the water purveyor, drinking water purveyor was not as interested in using it. And so in those cases if there's nobody to use the drinking water that you're producing, it's not viable to go forward. So in these cases the cities of Built and Solvang were very interested and very curious about what these projects might look like in their communities. And so we worked very closely with their utility staff and public works staff Supervisor Hartman.
Yes, I remember the ribbon-cutting where I looked at that million gallon tank and how many millions of gallons are we producing at Laguna Sand?
Director Hartman through the chair. We currently produce 100% of our effluent as recycled water so it's roughly 1.7 million gallons per day that we produce to that site On an annual average, it's roughly 0.3 just based on demand. We also have other users as well.
But I mean, I guess my point is a million gallons and we're almost producing that twice that every day or and so it's a lot of water. And so it's great when it's being recycled and used for irrigation and we don't have to invest so much energy and we get a benefit from it But it's really an invaluable resource and so I'm so glad that you have studied this and looked at it.
I think I missed the point on direct reuse, the state now has regulations that allow for that. And so how does that play into the price?
Director Hartman through the chair. For Laguna's study we only looked at indirect potable reuse and on Matt's study, I don't want to speak for him but it was they also looked at direct potable use which easily doubles the cost because of increased treatment needs.
Direct doubles the
cost? At least yeah I think they've studied in there's class five level cost estimates
Just to add to that, Director Hartman through the chair. For example for the Solvang-Buelton combined facility, the cheapest option with a six month travel time for the groundwater for indirect public reuse was $1.9 million. I'm sorry that's the 1M cost. One second. That seemed way too low. It was for the six-month travel time, it was $10.7 million for capital costs.
The direct potable was roughly $12 million for capital costs so you know a little more than one point ten percent more roughly 1.2 million dollars.
So cities like Buellton and Solvang, I hope they were appreciative of us doing this. And so what does the grant, the Infrastructure Act say or what are grant opportunities available? How favorably do the federal or state government look at small communities trying to do this?
Director Hartman through the chair. I can give an example, so I mentioned that Carpinteria Water District is currently working on a advanced treatment facility called the Carpinteria Advanced Purification Project or CAP. To date they have secured more than $20 million worth of grants including some through the IRWM program that came to your board last year.
But that's a significant amount of funding towards that project, roughly more than half based on the last cost estimate for
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building it. So $40 million is... but for Solvang and Buellton we're talking $120 million?
Significantly higher based on current infrastructure, yes. And I think Kevin might have something to add as well.
Well, I'm just really excited to see this. The cheapest water is collecting stormwater and I know you've done a study on that but I worry that with all the housing and things that we're actually building over stormwater basins, could you tell me where we are and how we can be more effective at protecting and actually using? And what it would take to revamp some of our infrastructure so we're not shunting storm water out to the sea as quickly as possible and figuring out ways to capture it.
When Governor Newsom was here he says we've got to reengineer our whole state plumbing So what do we have to do in the county?
Director Hartman through the chair. So stormwater management is a very multifaceted process, so I'll talk through a few of the steps. The first step is reducing impervious surfaces and so that happens through the planning process. So as projects come in planners both in the Planning Department and in Public Works in Project Clean Water they need to work to make sure that new projects Maintain perviousness of the surface, and that means letting the water infiltrate through the soil. Don't pave over everything. Let the water infiltrate, percolate into the groundwater basins, percolate in the subsurface. It has water quality benefits and also as you said prevents the water slows it down prevents it from flowing out to the ocean right away and into our stormwater system So the first step is good planning, low-impact development making sure the water doesn't run off quickly.
The second is we have existing stormwater infrastructure to in various parts of the county to detain that water again slow it down and percolate it there are basins throughout the North County area in particular they capture that water again slow it down and infiltrate some of In the South County, we have very steep slopes. We have expensive land and limited areas so they're certainly less prevalent than they are in North County but you mentioned our stormwater study it does identify areas with significant opportunity to again detain that water and infiltrate it. And so it's a matter of continuing to work with our partners at water districts and cities to make sure these projects get implemented
If I might add, I mean, I lived in L.A. for a while and they were really aggressive at using parks and athletic fields and really focused on that and it had you know if land is precious then get multiple benefits from the same parcel how would you estimate our statuses in that regard?
Supervisor or Director Hartman through the chair There are some parks, for example near your North County Board of Supervisors hearing room there's soccer fields that get inundated during the wet season. They slow down that water, they percolate it and then during the dry season you have a nice beautiful park and soccer field. The stormwater resources plan that we developed and was approved in 2021 does identify parks also in central part of the county that are owned by public agencies, as well as the South County where there are opportunities. Again I think the issue is that we need to find ways to work with our partners on this and also to identify funding opportunities because if you are Doing these projects simply as, for example ways to increase your water supply on that dollar per acre foot basis they don't pencil out.
So we need to look at multi-benefit opportunities, look at the water quality improvements that come from it, look at ways of increasing open space as well as the water resources benefits in order to get these projects funded.
So I have two more questions. You have a lot of experience with SIGMA, and I'm just wondering how much this is a policy within SIGMA agencies? And then the second is if we were to give you direction on stormwater just because now I'm seeing how the price may be a lot better than recycled water. What kind of direction would we give you to partner better with other agencies
Certainly, so with respect to SGMA I believe that most of the GSA's Groundwater Sustainability Agencies within the county have identified storm water capture as an opportunity and as a management action at various levels of priority. So some areas for example the eastern part of Santa Ynez most of that area is undeveloped right? So there's not a lot of pervious services where We're looking to capture that quick flow runoff after a storm. It'd be more about trying to find ways to find on-farm recharge, to slow down that water and prevent a lot of the soil from eroding.
In the South County GSAs for example Carpentry or Montecito I know Montecito is potentially interested we've had conversations with them at the county water agency where there's overlap between their groundwater sustainability plan and our stormwater resources plan for example Some opportunities at county parks potentially for improving stormwater recharge. So it really depends on the topography and the development status of the area in terms of how well it plays into the Sustainable Groundwater Management Act process.
In terms of direction, I know that your board when I presented my annual water resources report last fall Director Hartman in fact you gave us direction to come back with some information more information on stormwater resources and we are working on that within the Public Works Department and we're hoping to get you something I think this summer on that but we'd be happy to get any further more specific direction if you have any today.
I think we can wait till summer.
Supervisor Williams? Well, I think you know what we're really looking at is communities bet on the future right because recycled water is it is more expensive, it is more energy intensive than say Kachuma water or Twitcher water. But you have to be making the bet that you won't need anything more than Twitchell or Kachuma water to place that bet. It's generally far more cost effective than desalinization, and it's definitely far less energy intensive than desalinization. And so I think it's a responsible Middle bet.
Betting that we're going to need more water, but doing so in the way that's most cost effective, most resource effective in the long run. Even though these numbers are intimidating, you look at the cost per acre feet The full implementation, it is less per acre feet and you know the bet is in the long run we're going to need more access to water not less.
And Chair Lavinino said I could respond with long droughts will have to have this.
Supervisor Wood? Nelson? Yes thank you Chair Lavinino so did I hear right we have a second study come in which How does that inform the Laguna project?
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Director Nelson through the chair, that's correct we currently have a second contract with Carrillo engineers to continue aspects of the planning and demonstration phase which we previously talked about. That report should be finished in August at which time we can come back to the board and discuss that. At that
time
we'll
need some more help
on the
financials and
governance. Exactly, we're hoping to have a couple options now we're looking talking with co-sponsors so we're hoping to be able to talk more at that point.
And as we are looking at costs you know obviously there's rate payers but are there other grants or revenue streams out there for these types of projects? What does that grant environment look like?
Thank you so the major one is is a USPR grant which could be 35% of the project costs and that's part of the study with Carollo is to develop a report that is compliant with the grant application for USPR so we can just submit it and be a lot more likely to obtain that grant.
Okay,
thank you. That's really
helpful. All right I think that closes out all of our conversation. Can I get a motion for items A and B?
So moved.
Roll-call vote Passed Moved by Joan Hartmann · Seconded by Williams
Show transcript
Thank you Mr. Chair, members of the board. In closed session today the board is scheduled to consider one item of anticipated litigation deciding whether to initiate civil litigation in one case and the time estimate is 25-30 minutes I think we could be back at 1245.
Okay well let's take our time a little bit and come back at so 40 minutes would be 1 o'clock yeah let's try for 1 o clock all right thank We're now reconvening the meeting of February 6 2024 County Council. Can you please report out from closed session?
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Thank You, Mr. Chair members of the board the board met in closed session on Anticipated litigation deciding whether to initiate civil litigation and the board took no reportable action Okay,
we are adjourned to Tuesday February 13th 2024 right here in Santa Barbara