Loser forever on censored to current thoughts on the big banks getting involved with BTC recently disaster Disaster Bitcoin must shoot through the roof, but it's not it's not a good thing like Banks are one of the biggest problems we have in our societies and it's you know a step towards central back Central bank digital currencies that they want to roll out, right? So they might you know, there might be a few term, you know a little bit of turbulent period in the works We see we see we see Just make sure you don't have all your eggs in the Bitcoin basket diversify diversify


I explained to the world who she is, my close knit weird art world that our friends become family.  She lifted some weights with me about eight years ago and then now she's off doing artsy things by herself and it's got a power lift. Yeah, my first meet, November 11th. You're actually almost exactly 11 weeks out. Oh Jesus. So what questions do you have for me? Let's cross in your mind. Okay. If I have already signed up for my weight class, if that changes, what happens? At a normal meet, like a local meet like that, normally they're cool and just you're weighing heavier and they'll mark you down fine and dandy. As you start to go up the ladder and you go to a national meet or a more competitive meet, sometimes they'll won't allow you to compete. But for this one, you should be fine. Most smaller meets and when I say smaller meets, 95% of meets are smaller meets. Powerlifting isn't that legitimate yet.  That's like a real meet, US APL Nationals or invite only meets. And then they'll really want you to hit that class because they'll have often a certain amount of number of people in that class. Right. That makes sense. But for your meet, it's probably just by the amount of people in that day, so you should be fine.  Well, yeah. I mean, I'm working my way up to 125. Super heavy. All the steroids and hamburgers. That's another question. Should I be taking other supplements other than protein? No. Okay. Yeah, I wouldn't worry about it. Especially just in general, you know, like you could take general health things if you wanted, multivitamin, fish oil, whatever it is that you think helps you. But the only thing that I would say changes in life or training when going towards a meet is now you have a goal. And so you have a certain amount of weeks to work towards that goal.  And that's the only really thing that changes is the type of programming to prepare you for that day. Otherwise, I literally wouldn't change a thing. If you want to get more serious about it, you can start to take away extracurricular activities like hiking or bike riding and stuff. The closer you get to a meet, just so your body can be more prepared and repaired to portray your strength, whatever you're doing right now, do it. And then the other thing kind of in that world is don't try anything weird or new. And that's supplements or stuff.  You want to do the best you can. So don't all of a sudden start to bike ride 10 miles a week. If you've been doing it, fine. But one, chance of injury goes up because lifting is going to get harder. And then two, you take away the chance of doing your best at the meet. So like squad is out 205 right now. What should I have like a goal in mind? Or like, is it feasible to try and squat twice my body weight 11 weeks out? I think for you, it definitely is. And it'll depend on like training age. And although you've lifted on and off for eight years, it hasn't been consistent eight years. So like your strength still has, you still have a high ceiling. And so for you, I think that's probably a pretty decent goal. And then just know that with the goals of lifting a weight in general. So say you want to squat 240, you squat 205 fairly easy today. With no belt and no knee sleeves and no formal training, 240 and 11 weeks or something, I think is possible. But you have to know that now on meat day, there's different things that happen. There's timing of your warm-ups. Once they call your name, you have two minutes to go on the platform and do your squat. There's commands.  And then you have to come up and hold it until they say rack.  Just because it's a slower process and you're not used to it. Your nerves play a role. And you text me a question. I wish I remember exactly how you phrased it because it was awesome. Something about is if you can evolve into rock, the way Dwayne Johnson, like a Pokemon would evolve on game day. And some people, some people- Like Pikachu, Pikachu, can that happen? You might be able to do that on game day, but I feel like some of that is very, not genetic, but person by person. Where some people do have another gear they can shift into and those nerves will get them stronger. But then some people sadly are the opposite and those nerves really put a break on them.  If you're a gamer, you might be able to show up right now and squat 240 because you're so hyped to perform. Where some people shy away from the limelight and maybe you could squat 205 or 240 any day with me and Connor here, but when it's with a judge and a crowd, then you squat 180. Yeah, so I do think there's some evolving. What is it, candy? For a Pokemon? Yeah, there's candy, right? Yeah, I think you get some candy. It was called something candy. Yeah, it'll boost you up a level.  Like dude, I played Pokemon literally when it came out in 1995. I played one version since, but not that hardcore. But I think you get some kind of candy and it ups you a level. So some people do have that candy and then some people don't. So I wouldn't rely on it, but I do think for you a 230 or 240 squat game day would be good. And then bench you have to pause and so you bench 125 today, touch and go. So you'll want to practice the pause, obviously, but I think if you bench 125 to 135 with the pause is a good goal. And then I didn't see you deadlift heavy, but with your new form, I think you had a good deadlift. Yeah, the form felt way, way better. I think I'm trying to think what else. You have to get a singlet. What's what? Yeah, you gotta wear a onesie. Oh jeez. Where do I get one of those? So there's a lot of websites. I would do Amazon. Okay. You're never gonna look good in it, so. Okay. I know everyone gets like, I don't want to compete because of the singlet.  I think I'm gonna look great in it. Okay, you'll look great in it. I wouldn't. Some people look good in singlet. I'm gonna look cool in a singlet.  Maybe not. I got the Oakland face in the LA booty. You're prepared? Fully prepared for action? I don't feel like it. I feel like you're complete amateur. You'll never, you know, that's like everything though, right? Like the first art class you went to or the first masters class you went to, you were confused and felt like, how am I ever gonna understand any of this? And then you just do it for two or three more years and then you get a hold of it. Same thing with the new job.  So it's kind of just like the same with powerlifting. The more meets you go to as a spectator, coach or a lifter, the more you'll get a handle of the flow. The more you start powerlifting, you know, we're talking years, right? Whatever 10,000 hour rule to become an expert. Just time after time, rep after rep. You'll be a pro. You'll be nervous, even. I'm nervous already. That's good. Means you're alive. It means you care. Most of the time is if you show up and can do your best, it'll obviously put you in the best position to do your best, right? Talking golf is Tiger Woods' word about, I mean, Tiger Woods isn't worried about much because it's ding-a-lings on the internet right now, but besides that, they're not showing up really thinking like I gotta beat him. They just gotta think I gotta get my lowest score I can get and then you end up winning, right? So it's kind of the same with powerlifting. If you lift the most amount of weight that you can on that day and kind of stay in your zone, you get the best chance to win. But we can't get your followers right now.  Pervert?  No one's new too, I'm listening to you. You're about to get a million followers right now. Yeah. It's Costco hot dogs, art and selfies. Some dog pics here and there, maybe some food. Ladies and gentlemen, some quick info that runs through the mind of a newbie power lifter. Little bit of training footage, appreciate you guys. We're gonna go eat. Connor may film that, he may not. This may be a video, it may not.   We'll see you guys later. Bye.


Okay, so let's try this first problem of the day Are you ready? It says, classify each of the following compounds as a strong acid, weak acid, strong base, or weak base And then it gives us these four compounds H2, S, E, O, 4 So this is selenic acid, it's just this carboxylic acid So it's giving you a bunch of kind of information over here But the real portion of the molecule that you want to focus on is the COOH Because remember, if you recall from our last slide, the COOH, that's the carboxylic acid And I don't want to give it away before we start talking The next one is, well, potassium hydroxide And you know this one already from way back in Jenkins 1 And then we've got this amine It's got the same sort of... So it's got all of this, it's just like the same one here, CH So if you look at both this compound and this compound It's got all of this information here, which is part of the molecule in general But since we're just wondering if it's a weak acid or strong acid or weak base or strong base In these compounds we just want to look at this portion of it Well, anyways, selenic acid, hopefully, if you don't remember the rule The ionizable hydrogens to number of oxygens rule You might remember that selenium is in the same family as sulfur So if you remember sulfuric acid, that's one of our strong acids that we've used even in the lab But if you do want to remember that ionizable proton rule It's if the number of oxygens in the molecule exceeds the number of ionizable protons by 2 or more And in this case we have 2 protons or 2 hydrogen atoms and 4 oxygens So that would be 2, right? So, classified, then I guess this would be a strong acid, right? So strong and acid So this one, what do we say about all carboxylic acids or what? They're acids, definitely But what were the, yeah, they're weak acids, why do we know that? Because the strong acids are the hydrohalic acids, right? And these ones that we were just describing The ones that have the oxygens and hydrogens relative to the number of 2, right? Potassium hydroxide, if you recall, anything with the hydroxide in it That's a strong base, right? So don't get confused by these OHs here in the carboxylic acid This is just a kind of a simplified way of writing this thing It doesn't actually have, this is not a hydroxide ion that is ionizable Like in this molecule here In fact, if you want to think about it, this is not bonded this way It's bonded with this carbon here and that oxygen up there So this carbon is actually bonded to that And that's bonded to that, so it looks something like that So if you see, in fact, what's happening is since this is a weak acid It's that proton there that's ionizing, okay? In this case, to have a strong base, remember We have to have the hydroxide ion itself be ionized, okay? So we say this is a strong base we already know Like we said, we know that from, I don't even remember Somewhere in Jim Kim 1 chapter 6 or something like that But when we ionize this thing, right? You put this in water, you get potassium ions and hydroxide ions Like that, but when you put this into water You don't, you get the carboxylate ions here Plus the proton, okay? So that's a difference that a lot of people kind of get confused on Okay, because they see those OH's there and they think it means the same thing So don't let it confuse you, very easy to get confused Okay, and if you recall amines, remember what we said All amines, those are going to be weak bases, okay? Something with a nitrogen and carbons Um, it's a weak base if you don't recall that amine rule It's a weak base because I'm sure you remember from Vesper theory That that nitrogen is bonded to three different atoms, right? So if it's bonded to three atoms, it's going to have that lone pair there Okay, and if you recall anything with a lone pair Is something that can deprotonate an acid, okay? So since this thing has a lone pair and can deprotonate an acid We call that a base, something that deprotonates an acid But it's not a strong base because we don't see that ionized hydroxide ion, okay? So anyways, it's going to be a weak base All amines are weak bases So, any questions? So I guess, let's just write this So this is an amine And this is a, okay? Any questions? No Okay, cool


Yeah, just want to consume what it is, right?  So I'm like, damn, I gotta come up with something actually Chinti helped me out with the name and his team and we were trying to come up with, you know A name that kind of talked about the product being a puff, but at the same time some of the properties, right? Protein was one of them, you know, peanut was the other one So like the big P that we have in the brand is it represents protein and peanut and the and enough It's like the puff. So it's like peanut peanut. Yeah, I like it And so then at some point were you investing your own money into this at the beginning? Yeah, I did.  I went Okay, and then were you getting into retailers first or did you go on like Amazon like how did you first start getting the product out?


unity to educate the community about county wide services. There were over 400 attendees. We had 100% department participation and our neighbors from the courts also joined in. The energy and spirit to collaborate amongst departments was heartfelt. We also included workshops focusing on resume critique how to get a job with the county and interviewing skills. It was definitely a festive event to be had for all. Attendees were able to enjoy food from food trucks and our chief probation officer played snazzy music throughout the event so we thank him and his friends. Lastly the employment services division continues to focus on their primo project. Our goal is to reduce the time it takes to establish eligibility lists to better serve our customers. Staff are utilizing the lean six sigma principles. They're currently in the defined phase which requires them to examine, analyze and assess the voice of the customer. Through this process we have determined that there are 100 steps to establish a list. At the end of June staff will move into the measure phase whereby they will use data to establish baseline measures and set targets to reduce the time it takes to establish eligibility lists. Targets will be set by December 31st of this year if not sooner. By June 2020 we will report back on progress towards our target goals. Our work on the recruitment process will not end here. The recruitment process involves outlying departments as they are involved in pieces of the recruitment in the beginning and certainly at the end when they are provided a list from which they interview and make selections. Our staff which now includes three green belt certified employees will work with departments to look at their systems and processes also. The concept of continuous process improvement is certainly not a one-time effort and we will continue to build a culture that includes improvements ongoing. Our budget premise is to maintain stability, manage our increasing workload and use internal talent and resources to keep the programs intact. We are proposing status crow staffing at 38 positions, a budget request of approximately $3.5 million for personnel administration and $46 million for the risk management division. Our budget challenge with the personal administration budget was to manage increases associated with salaries and benefits. Although over the prior five years we met our county goal of sero net county cost increase there is a slight increase in the general fund contribution of approximately $15,000 or 1.8% for the next fiscal year. The risk management budget is divided into six units that support essential countywide programs. Funding principles include operational costs, experience, exposure and reserve goals. Staff work closely with the CAO's office to establish departmental charges to fund these programs. We will be reviewing our funding principles this year to ensure that we are conforming to industry best practices. One area that staff is focusing on following in your board's footsteps is to ensure that reserve levels are increasing. I would like to briefly highlight a few of the funds. The liability and property program protects the county from losses or damages to others and county property. Claims history goes up and down and staff works closely with departments throughout the year to mitigate the risk. We will begin the next fiscal year with approximately $5 million in the liability and property reserves which is the move in the right direction based on actuarial goals. The workers compensation fund is utilized to manage costs associated with industrial injuries. The number of ongoing claims is decreasing and we attribute this to preventative measures, training and case closure of some long time claims. This reserve is 42% funded and staff intends to focus on improving the fund balance. Some approaches to building the reserve will include closure of cases within a shorter time frame and exploring strategies to decrease operating costs. The UI funds support costs associated with employee turnover. We have met our goal for these reserves which are based on experience and exposure. As we move into the next fiscal year I would like to highlight a few of the initiatives that are included in the operational plan. We share workspaces. We are looking forward to working with general services and information services to create workspaces in south county that can support and improve work-life balance for commuters. Employees who otherwise drive in each day can reserve a workstation in south county which in some cases may enhance service delivery efficiencies and productivity. The program is dependent on available space and will be tested as a pilot. We will determine capacity and survey departments who may have a need for this type of work and select pilot participants accordingly. An important goal in our strategic plan is to focus on our county workforce. By June 2020 the personnel department will develop an established employee engagement platform. An employee survey is essential to this process and understanding and exploring the needs of our existing workforce. The information obtained will help develop resources to address employee retention, growth and engagement. We look forward to utilizing technology to improve employee access and convenience. To that end we will promote online benefits transactions. An example of this is adding an online adjustment feature to manage deferred compensation contributions and smartphone access to workers compensation claim information. We look forward to your ongoing feedback as to the work that we're doing on the initiatives I've highlighted and others in our operational plan. As you can see we have a busy year ahead of us which also includes negotiations with a number of the bargaining units and as always we look forward to working with our labor partners in finding a balance that supports harmonious labor relations. In conjunction with the CAO's office we recommend that you approve the proposed budget as outlined in the budget documents and with that I will conclude my comments and staff and I are happy to answer any questions that you may have and please note Enrique War a suit in a tie also because we're asking you for money too. Alright, we're increasing our tax base with suit sales. So any questions or comments?  So he can't get away with just this one situation of asking for money because I know that. But I would do want to actually compliment you on a few things here. Obviously the branding campaign is great. I've just seen the visuals around here and seen it around the community and I think it does make it an attractive application for us. But in addition the telecommute function for lack of better terms to be able to have a shared workplace. Now while I didn't write a book on it like my colleague I will say that it really is something that we need to move toward that work isn't a place you go but something you do in the sense that for those of us that live in the South County area I mean any sort of small percentage of people moving people off of that commute would have other tangential benefits. I mean we're the second largest employer, we've got the university in us a disproportionate amount of the workforce lives in the Mid to South County if we're going to have all these other initiatives that we talk about from making sure everything's solar and we've got climate change action plans and yet we do nothing for the workforce that's actually doing this commute and contributing to this then we obviously aren't fully practicing what we preach. So I would like to see this move beyond a pilot program forward. I think it's an important thing for us to realize that it's the way things are going to have to be is for the more affordable housing is and how do we respect our employees well not making them have to choose between whether they can make it to their kids baseball game or not because of the way that the commutes are. There's something we can do better in that regard and I think this would be a small but very important step toward it. So I appreciate that you're taking that the suit does look good. Thank you, thank you for the presentation and thank you for the ongoing work. The times in which the board has had to interact with personnel on hiring a new CAO or looking at other pieces you've been very useful and I appreciate the help that you and County Council have given for other recruitments for other local agencies like the Regional Transportation Commission the Metro etc. The objectives and key steps that are in the operational plans are all excellent. I particularly just want to highlight things that you didn't talk about but I think are also very good. One about the gender neutrality in our and all of our documents and recruitments. I think that that is useful and follows along with what the board is trying to do around our code. So I appreciate awareness and taking active steps to make that happen and then you have your key part in helping maintain morale here in the County Family and some of these objectives look very interesting to help do that and I'm wondering if you could talk a little bit about what you see as part of the Community Reads website and what goals you see there the success of that effort. Sure I'd be happy to do that. So the Community Reads website is actually an effort that we have created in collaboration with the CAO's office and we should be launching that fairly soon actually and the idea is that we want to put a website out there where interested employees can look at what we're all reading together and read something together for our professional development and of course it's voluntary they can choose to partake or not but the idea would be that we will also have throughout the County we'll select a book and then we will have some community discussions which will be held at lunchtime or they could be held at evening time and leaders here in the community will be able to say on a link I'll be holding a book read at this place please join if you'd like to discuss and we'll do them at different locations in the campuses we'd like to do one at South County Amaline so different leaders can pick where they'd like to go but we don't want it just here at this building the idea is to be able to get out there and discuss with employees our professional reading ideas thoughts and how we can do things differently and just all kinds of different ideas depending on what book we're reading and the idea is to also connect with other employees across County many of us we work in this building we see each other we don't always get the opportunity to go out to different locations and connect with other employees and so while we're looking to do that as leaders we would like to see our line staff and all connect across the way too and so the website is actually almost ready and we should be launching I would say actually a little earlier than we put in the objective plan for a month and what kind of books would so they would be books on how to lead how to communicate how to interact and what we will be doing is selecting books with the CAO's office and we've actually got a couple in the pipe that we're looking at and so I don't want to give too much away about which one we're picking so I want you to stay surprised all right thank you just a couple comments first of all the branding and the interaction partnering with UCSC to bring some potential students and potential employees down here was great it'd be great if we could the demographic the slide that you had on the age demographic of our workforce it'd be great if we could see that over the last 10 years just to see how what changes have happened second is the workers comp being funded at 42% it also be nice to know how much that number is coming down because there's one way is to increase reserves the other way is to have the workers comp number come down right and then so the trends that we're seeing in that would be helpful and then the last part was as Fred mentioned it's incredibly important that we provide people flexibility on where they work it's also important to provide flexibility on when they work and for the hard to recruit positions the flexibility around time or part time what we can do to be able to attract the people we need in the county understanding that people for a variety of reasons may not want to work here full time but may want to do job shares or other opportunities I think that's going to be the future is figuring out how people can plug in and in targeted ways into our workforce if any other questions or comments I'd entertain them sorry I'll ask if there's any public comment seeing none I'll bring it back to the board I move to recommend an actions for this department so we got a motion by Leopold and a second by Caput all those in favor please say aye opposed that passes unanimously thank you very much thank you uh moving on to item number 11 which is to consider the 2019 proposed budgets for the CAO's office including the clerk of the board has outlined in the reference budget documents and scheduled the continuing agreements list for the final approval on last day budget hearings June 25th 2019 has outlined in a memorandum of the CAO I'm going to sue it again today let's want money good morning everyone members of the board Mr. Chair we have a tag team presentation for you today on the CAO's department budget I will be kicking it off and ending it but then we will be passing the mic across the four of us today you can see I don't have the clicker consistent with the rest of our presentations this week we'll be providing a quick departmental overview some review of our highlights over the 18-19 year we'll then move into our proposed budget spend some time on our county initiatives and key objectives for 19-20 and through and then we'll close with a recommendation for the budget as you are well aware our department consists of both our county administrative office and the clerk of the board these slide here presents our overall legal responsibility and functions but we also as you know manage the considerable number of initiatives around performance management from strategic planning operational planning performance measurement continuous process improvement the cannabis office economic development and homeless services we are a very full office with a lot on our plates I'm going to move into our highlights for the last year I was really excited to see already some of our departments talking about their involvement in Primo in its first year as you know we launched in the fall we had five in playing engagement sessions in December and January and that was actually at the direction of this board in terms of doing increased engagement with our workforce this photo here is a photo from one of the sessions at Emmeline they've been very well attended and some of the feedback we've gotten on the first year is to keep doing them and both of that has been do it within departments to promote attention and sort of synergy within departments around Primo and the principles and tools but also to continue doing that in the final engagement because people like to meet other people from departments and talk about potential improvements we a key part of our Primo program has been demonstration projects when we reported to you in the end of February we had cited 11 central projects we now have a second cohort of Greenbelt training actually being sponsored through the whole person care initiative and we have seven additional projects that are going on so we're up to 18 Primo projects that are underway we continue to work on our real goal of building internal operational capacity and that's through training of our managers our lean practitioners or really the folks who are leading the projects and then departmental liaisons to continue working on general awareness and engagement with that I'm going to pass it to Nicole so Nicole Covern assistant county administrative officer so good morning this board adopted our first strategic plan last June when we were here wrapping up budget hearings and so one of the big tasks this year was to promote the plan both with departments and throughout the community so we deployed posters and outdoor banners at all of the county campuses which are visible here at 701 as well we distributed over 2500 brochures and we have made our trifolds available both in English and Spanish and we'll continue to make all of our materials available as we continue through the six years of the strategic plan this year we've also developed our first two-year budget and accompanying that is our first two-year operational plan so the two-year budget as you know provides greater transparency and shows what were the counties headed over the next two years along with it is our blueprint containing our operational plan objectives of which there will be 178 so that guides our work and we've been working closely with our departments on that as you know this year we started to kind of get a feel for performance measurement by working with three departments specifically probation parks and the human services department on a pilot project we've been working to develop internal and external dashboards by which we can display the outcomes of some of their programs along with that as you heard on the ISD presentation Kevin Bowling is working with us on a Power BI reporting platform we're going to be collaborating closely with ISD as we move forward into the larger performance measurement initiative to display our outcome measures online we've also been collaborating with data share Santa Cruz County and the community assessment project to work on identifying population level indicators that we can use as our community indicators that show what impact we're having within the community we plan to report to this board on the preliminary results of our dashboards this fall and here graphically you can see the look and feel for how we're going to be displaying the progress on our objectives we're going to be highlighting our website next week to you on the 25th when we come with our final operational plan I'll turn it over to Melody Melody Serino deputy county administrative officer last year the county administrative officer launched the three year learn engage apply and perform program to help develop new leaders in the county family the objective of the program is to value and encourage the active participation of employees at all levels in strategic planning performance measurement and process improvement the program is designed to help develop a common language and culture provide analytical and problem solving tools and encourage cross departmental collaboration participants attend classes once a month for a year and then through our partnership with the California state association of counties they also receive their senior executive credential and then for the clerk of the board office the office continues to focus on improvements to technology expanding training and providing easier access to information to increase the quality and efficiency of the agenda process Christina Mallory county budget manager so I'm going to give you a quick overview of the county administrative office and clerk of the board budget here you can see a representation of the current year and the next two fiscal years 2019-20 our recommended budget provides for an increase of $335,098 in expenditures in an increase of $25,607 in revenues resulting in an increase from the general fund of $309,481 the majority of that is salaries and benefits for existing staff the 2020-21 projected budget estimates including projected budget assumes a status quo operation and reflects known changes for staffing with a projected increase to the general fund contribution of $332,431 and the majority of that is for the staffing costs so here you go see budget highlights it's essentially status quo operations it supports the 18 funded positions we have one unfunded position in the clerk of the board's office and it supports the continuation of the initiatives including to your budget program budgeting strategic and operational planning performance measurement Primo Santa Cruz our continuous process improvement elite program and the long range facility master plan in addition we have funding that's been provided for the 2020 census outreach and we have some funding expenditures and some funding available from the state included in the budget there we go so during 2019-20 the departments will be updating their 2021 projections based on any additional information and a revised recommended 2021 budget will be presented to your board during next year's budget hearings hopefully a brief or shorter budget hearings depending on the number of changes that we have to present to you and planning is already underway to develop program budgeting by 2021-23 staff will be reviewing the budget structure with the departments in order to make modifications to the existing system to allow for program budgeting in order to increase transparency about the cost of various county programs and services our objectives over the next two years include increasing public communication and engagement last year we provided the public access to an online budget tool at secbudget.com and very pleased to show you today that we've made some improvements to this this year we've expanded the tool to not only include the second year budget but we then expanded it by including the ability to drill down even further so here you'll see the graphical presentation it starts off with the general government categories the various budget categories you can drill down merely by selecting so here's the representation of general government and all the general government departments you can scroll down here you can see them individually you can scroll down even further looking at the assessor recorder and you can see a graphical presentation of the assessor recorder budget and the various divisions and then you can scroll down further within the assessor and see the unique assessor GL key so now we can drill down all the way below beyond the divisions to the general ledger level so this is the assessor and then when you scroll further you can see the budget broken up by characters you'll see salaries and benefits services and supplies and then when you scroll further you can get all the way to the line item detail here so here you can see regular pay differential pay social security and then at the bottom here now that comes up is you'll see a brief overview of the department and then a link directly to the budget document so the public can go out they can drill down they can look at the information they can see a graphical presentation of the information all the way down to the general ledger key level and the line item detail and they can click directly to the budget document for each department and eventually our plan is to incorporate all the initiatives together and an easier to use system but this is what we have for now okay thank you so just go back so as we look to better integrate our initiatives we are researching and reviewing other budget and data software options that create more options for participatory budgeting with the public and easier access and development of the presentation online so here we have our strategic and operational planning initiatives we have presented the proposed 2019 to operational plan it contains 55 strategies and the proposed plan had 172 objectives there are six that we're hoping to present to you as part of the final plan next Tuesdays for a total of 178 based on the feedback we have received from the board and the community developing the operational plan as you know was a process through a steering committee and six subcommittees that worked throughout the year to conduct engagement both internally and in the community we believe the plan reflects our county values and will reflect equity and sustainability as well each every department has every objective excuse me has at least one collaborating department and many have more than one we plan to track and update progress on the plan by annually at our vision Santa Cruz county website which you see there at sccvision.us and this website is actually going to refresh next week when we come to the board with the final plan it's going to show it will be very dynamic you'll be able to drill down into each objective and the strategies and sort it by department and other various ways so that you can see progress on the plan and we plan to present that next week so I just wanted to show a small number of our objectives we are going to have 14 total as a department so here are four for you today one is our capital policy objective which Elisa is going to address a little bit later regarding our facilities master planning and campus master planning work. We also have our process improvement objective which relates to Primo Santa Cruz we're going to be sponsoring some additional staff and projects in continuous process improvement and Elisa will also address this. We have program budgeting which Christina just spoke about which we're going to present a two-year budget with financing at the program level by June of 2021 and then last but not least we've been spending a lot of time on the US census this is a very important project for us over the course of the next year as we move towards census day April 1st of 2020 we have our complete count steering committee and subcommittees which are working on doing census implementation and we have we've been having monthly meetings we're taking the month of July off but we're going to reconvene in August and continue to meet monthly as we meet the state requirements for doing US census outreach. Performance measurement as has been mentioned this morning we started a performance measurement pilot that was conducted this year but we plan to expand to the county wide rollout of the larger performance measurement initiative next year which will be working with more departments coming up with a training plan for staff. There are two main elements to the initiative one is developing our community indicators which will be on a dashboard online on our vision Santa Cruz County site for each of our focus areas and then also we'll have more specific department dashboards that will adopt the results based accountability framework which addresses how much we're doing of something how well we're doing it and what impact is it having so we plan to come back this fall with some more information on our dashboards and our public facing website so we will stay tuned for that. We have a quick preview for Primo year two obviously we're going to continue to build on year one success a lot of that's going to really come back to supporting the 18 projects we have underway as our teams exit from the actual formal training program we want to make sure they have the structure for sort of maintaining their momentum sticking to the principles and tools and really actually expanding from just the project team how is it fitting within the department and the department's culture around continual process of improvement. One of the things we're learning is as these teams start it's creating a lot of very positive engagement and energy and they're looking for some more structure and ways to focus that and sort of maintain it over time. We'll continue with our multi-layer training approach one of the feedbacks we've gotten from folks who are participated in our champions training and so that was really department and division leaderships that had projects nominated for the first year they had a training a full day training in January they kind of got their checklist but they're sort of we were meeting with our teams but we still want to get some support on how do we lead differently in a lean environment so we plan to do some more training around coaching from a lean perspective another area of feedback we've gotten and this really comes from the team's use of a training technique which was just a white belt training an hour video training that they frequently asked their colleagues that were involved in whatever process they were working on to do before they started getting together to do whether it was process mapping you've seen the swim lane maps or some of the other tools and the suggestion has been how do we come up with a strategy to provide this one hour training for as many employees as possible so we really all share the same vocabulary around lean as they are invited to be part of the work so we'll be working on that and then that third element is now that we're going to have I guess between the first group it's about 49 folks who have gone through the green belt training in these two cohorts how do we support them to sort of maintain that investment we've made in them and then they can do that to bear in their either their home department or their supporting other departments moving forward I do want to mention one specific aspect of the whole person care cohort most many of those folks participating are from HSA in behavioral health and specific but they've also invited community partners to be part of that green belt training since that's such a core part of how we provide service for me it was a very it was great to hear that we were going to be sharing sort of our lean journey and bring some of our community partners along with us in a very tangible way another aspect is we will continue that engagement process with employees and do as we've called sort of the road show around projects so staff who may not have been involved in a specific project still get to see how it works and so we'll be we plan to be doing that and lastly we want to spend more focused time on the just do it this is this is that low hanging fruit that people start identifying and really trying to figure out a way to capture that get credit for it so people actually can celebrate what they've been doing and really continue to encourage folks you don't have to go to a green belt training to implement continuous process improvement you can do it in your own work space in your own workplace every day so year two will be just as busy as year one it's great though we have a lot more people who are now familiar with lean to participate in and continuing making it grow the last initiative I'm going to talk really briefly about is the long range facility in camp campus master planning process this board approved going forward with a request for qualifications for a consultant in April for us to support this work we have gone to consultant review and interviews and and we'll be working on selecting and developing a scope of work and bringing a contract back to the board in August this work the scope is really going to focus on long range facility planning and focusing first on freedom campus in here at ocean and then the deal here is we're going to be focusing on where do we go in the future based on operational needs we want to really understand how do we have folks in the right place it does come back to the we work concept it comes back to where where are our customers traveling to and from and how do we inform our future facilities based on current needs it will also set that broader policy about how do we want to organize ourselves at our campuses and then also really look at what opportunities we do we have potentially with surplus property to use other community priorities as articulated in strategic plan and the most clear ones that we've articulated are around housing and then potential other economic development opportunities so we expect to bring you that contract in August and really think that work will start kicking off in the fall of this year so that is our summary of sort of the key objectives for the CAO's office going into the next fiscal year we ask your for your recommended budget as referenced on these pages and we're having to answer any questions this ambitious plan and I think what's most encouraging is you're following through with what you said you were going to do and I just think the team effort about it has been very well received by the employees that I've talked to they're really excited to say this is the real deal they want to know what we're what we think and how we can implement programs in the future so I really appreciate you know just standing up and going out and getting it as you have especially for our CAO Carlos Blasio on down I think this is a tremendous program and I can't believe that we have what now 178 objectives I had 172 for some reasons somehow but I guess a couple more got added I think I added one or asked for one across 22 departments so I think this collaboration in the end is going to energize our employees but better or more important than that it's going to better serve the people of Santa Cruz County so thank you very much Thank you for the presentation from all of you it's clear that we have great leadership coming out of the CAO's office start to the top but you four play a key role in going out there and communicating that vision and working with the individual departments and I just want to acknowledge that great work I think that the pre-mail process the lean initiative those are all great pieces and it sounds as though we're off to a good start and thinking about how we deepen it and make it continue to be successful past the initial burst of activity but to make it an ongoing part of the county culture I did have one question about the operational plan as it relates to the fit pilot it was unclear to me exactly what that what we were trying to accomplish in this and what we might expect because these dates seem slightly different than the dates that we previously talked about I'm going to have to look at the actual objective to make that comparison what I can say is when we came to the board in February the expectation was we would come back in September with initial review of the data of the program so the two year objective aside we do plan to be back in front of this board in the fall to talk about the first six plus months of operations and what the experiences are but let me look at these to reconcile your question a little more specifically I just for everybody else it's on page 116 and it says by June 2020 the county administrative office will coordinate a report on outcomes of the focus intervention team pilot program with the share of coroner and health services so we will do that as well that will then give us a lot more data but our intention is to come back in the fall with preliminary results and then we'll continue to report on the annual and biannual basis. Yeah it's a major investment and I'll make sure we didn't want to go a year and a half before we sat down and figured out what we were doing so thank you. Any other questions let me just say I really appreciate it to the extent that through the Primo process or even the just do it process that the board can recognize people who take that initiative and sort of help raise attention and also appreciation for people grabbing a project and trying to make it happen don't hesitate to let us know because we want to support people who are engaging in this process and thinking about their work differently. Thank you we'll fit you into the road show. Okay perfect and alright so uh Surveyor Caput. All right well first any public comments seeing none I'll bring it back now. Go ahead. There's no public approve. Got a motion by Caput a second by McPherson all those in favor please say aye. Aye passes unanimously now we will recess to reconvene at 7 p.m. tonight for the zone seven board of directors meeting at 7 p.m. and then at 7 30 for continued public hearing on the budget at the Civic Center Plaza 275 Main Street in Watsonville. You have a quorum are there any changes to the agenda today Mr. Strudley? No they're not. Alright now we'll open it up for oral communications this is an opportunity for members of the community to address us on items that are not on the zone 7 agenda but within the purview of zone 7 would anybody like to address us tonight okay. We do. Can I? Yeah please. Director Belicich? Well first of all I'd like to announce that the City of Watsonville has submitted a benefit cost ratio resolution to the National League of Cities and we hope to hear back on June 24th whether that goes through and will be presented at the National Conference in Austin in November. So we followed your lead. I appreciate that Director Belicich. It would be great you know the county and the city if we're together it'll be a perfect thing. Appreciate that. That's one thing. The other thing is that the legislators are I think trying to have a meeting here September 6th I'm not sure if that date has been confirmed but Jimmy Panetta our congressmen and other senators state people they're supposed to come. We believe it's going to be on Friday September 6th so you can put that on your calendar as a tentative date I have to say that the county and the city have done a great job on Bridge Street trying to get rid of all of the weeds that we have there and it was looking really good and it's starting to grow again so I think it's something we may need to address in the near future before the 4th of July would be great. Thank you. Anybody else for all communications on the agenda? Chair if I may provide a comment about that September 6th date that's a legislative conference that's being organized through the Pahar River watershed flood prevention authority and I don't think that date has been confirmed although that's the anticipated date and so there'll be invitations circulating once that date is firmed up through the FPA. Alright so we'll now move on to item 4 which is approval of the Zone 7 Board meeting minutes. Are there any questions on the minutes? Is there anybody from the community that would like to address this on the minutes? We'll move back to the board for action. Is there a motion? We have a motion from Director Leopold, a second from Director Bilisic. All those in favor? Aye. Opposed? That passes unanimously. Move on to item 5 which is just the action on the consent agenda which happens to be? Item 6. There's one item on the consent agenda. Are there any questions or concerns about the consent agenda item 7? Anybody from the community that would like to address us on this consent agenda item? Okay we'll move back to the board Director Bilisic. Make a motion to approve. So we have a motion for approval of the consent agenda from Director Bilisic and a second from Director Leopold. All those in favor? Aye. Opposed? That passes unanimously. We'll move on to the regular agenda. Item 7 is the first item of the regular agenda which is the Board of Directors of Zone 7. A public hearing on Zone 7 assessment rates for the 2019-20 fiscal year to hear objections and protests if any and to consider adoption of a resolution confirming the rate report is outlined in the memo of the district engineer. We have the resolution confirming the assessment rates in this summary of the assessment rates. Good evening Mr. Strudley for this item. Thank you Chair Friend, members of the board. On March 26th, 2019 the board adopted a resolution confirming the previously approved increases in assessment rates for Zone 7 for the 2019-20 fiscal year. There is an attached summary of those rates included with this agenda item. Further, the board set today as a public hearing for the 2019-20 assessment rate report for Zone 7. So in order to complete the 2019-20 assessment rate proceedings, we recommend that the board open public hearing and hear objections and protests if any to the proposed 2019-20 assessment rate report for Zone 7 and close the public hearing. And also adopt a resolution confirming the written report on assessment rates for the 2019-20 fiscal year. Thank you Mr. Strudley. Other questions before we open up the public hearing for May the Directors? Okay, this is a public hearing. We would now like to open the public hearing. Anybody from the community would like to address us on item 7. Seeing none, we'll close the public hearing and bring it back to the board for action. We'll move. We have a motion of the recommended actions from Director Bilicich and a second from Director Leopold. All those in favor? Aye. Opposed? That passes unanimously. Moving on to item 8, which is the Board of Directors of Zone 7 to consider the 2019-2021 proposed budgets for Zone 7 as outlined in the reference budget documents in the memo of the District Engineer. We have the proposed budget. We have the narrative, the attachment B, the semi-annual report from July to December, the proposed budget, the capital improvement detail in the continuing agreement list. Mr. Strudley again. Thank you, Chair Friend, members of the board. The June meeting is our annual budget hearing meeting and the budget for Zone 7 was previously approved by the Watsonville City Council at its June 11th, 2019 meeting. The process is that the budget is then approved by Santa Cruz Board of Supervisors following the Zone 7, your board's approval and that will happen later this week. The budget that we include for your consideration here has recommended capital improvements in the amounts of $2,534,536 in 2019-20 year and we're also presenting information to you in accordance with the new procedures for the county two-year budget cycle. So we're also presenting the 2020-21 information for you, which includes the capital improvement of $2,315,176 These budgets are required to have a zero dollar unappropriated fund balance for each of the two fiscal years. So we include information on the expenditures and fund balances in the attachments. Notably Packet Page 19 has the fund summary with summaries for the capital improvements as well as the information on reserves and fund balance and revenues. The Packet Page 20 is the capital budget or fixed asset detail for your consideration for both fiscal years. Page 21 outlines some budget detail for maintenance operations in the two years proposed budgets and we have budget narratives starting on page 23 for the budget detail for both fiscal years. And with that, it is recommended that the board consider approval of the 2019-21 proposed budgets for zone 7 flood control and water conservation district as outlined in pages 309 and 532 and the ERADA, which is also included as an attachment, and accept and file the semiannual levy inspection report, which is also included as an attachment to the sport item. Thank you, Mr. Strahle. Any questions from directors on this item? Director Bilsich, please. I notice that we have a contribution to the Army Corps. Is that out of this budget? So we are still including a contribution to the Army Corps under the hope that we will be able to secure some work plan funds from this year's upcoming fiscal, federal fiscal year budget cycle. So the Army Corps has made a capability request and we have injected appropriations language into the House Energy and Water Bill, which is moving through its paces right now. So we hope to secure those work plan funds. Thank you. All right, we'll now open it up for the community. Anybody in the community would like to address this on the budget? All right, well then I'll bring it back to the board for action. Director Bilsich, please. Yes, I'd like to make a motion to approve the budget. We have a motion from Director Bilsich. We have a second from Director Leopold. I assume that's for all the items on the list. Director Bilsich? Yes. All right. All those in favor? Aye. Opposed? That passes unanimously. Move on to item 9, which is the board of directors of zone 7 to consider a status update of Pump Station and the Coastal Resiliency Project for the lower Watsonville Slough is outlined in the memo of the district engineer. Just as a reminder, this was a request of the board previously that we come back with information at this meeting. So we appreciate that you fall through on that Director Strudley. Thank you. So item 9. Thank you, Chair Friend, members of the board, and Director Caput responding to your request from the January 15, 2019 meeting to return to the board to discuss flood risk reduction associated with the Shell Road Pump Station in the lower Watsonville Slough area. After much consideration and background work, along with information that we've obtained on potential costs of a remedy to Shell Road Pump Station and the fact that sea level rises and expected to slow down anytime soon, we would like to pursue a much more comprehensive project through the Pajaro Stormdrain Maintenance District, looking at a combined safety benefit project in the lower Watsonville Slough. The objective here is to reduce flood pressure to reduce or eliminate the need to breach the Pajaro River Lagoon, which is an expensive endeavor and difficult to permit time-consuming issue, and also to remedy the aging Shell Road Pump Station and to analyze what the most salient approach is with that specific facility. The approach that the Pajaro Stormdrain Maintenance District is taking is to engage the Army Corps of Engineers, a completely different set of individuals, may I add, from the Army Corps that deals with flood risk reduction. This is through the Continuing Authorities Program. The funding mechanism is completely different and already authorized, but the idea is to embark on a feasibility and initial 35% design phase project with the Army Corps of Engineers, and it would be cost-shared between the Army Corps and the local sponsors, and the Pajaro Stormdrain Maintenance District has sent now three different grant applications to various state agencies to cover the cost-share component for the local sponsor, the Pajaro Stormdrain Maintenance District. So the objective is to have all costs covered to examine what the most reasonable approach is to deal with sea-level rise and including flood pressure in the lowest portion of the watershed. And so I'm happy to answer any questions, but the recommendation for the Board is to accept and file the status report on the Shell Road Pump Station and the project that we are proposing, which is called the Coastal Resiliency Project for the Lower Watsonville Slew. Thank you, Director Slewley. I'll start with some exciting information actually to be presented. Director Caput, I believe you have some questions. We're talking about the Pajaro Dunes, right? Correct. That is a component of the... Yeah. And really has anything actually been done in the last ten years? I think money was voted for to go towards that project for the pump. And where has that money gone? Right. So last year we proposed an line item in our Zone 7 budget to address capital improvements at Shell Road Pump as had been articulated in the formation documents of Zone 7 as one of the higher priority capital improvements. We put in a line item for $300,000 in that budget. It was approved by our Board last year. We used that money to embark on a feasibility analysis to look at securing hazard mitigation grant funding to support Shell Road Pumps and other facilities. And it didn't pan out. And we also our engineer in Zone 7, Rusty Barker did some analysis on the history of that pump station and the alternative analysis that was done in the past. And it's become clear to us that a much more comprehensive solution is probably warranted. Sure. And the reason it's more comprehensive is we're dealing with salt water coming in and also fresh water flowing out, right? That's where they meet. It's comprehensive because there's a lot of different problems that are associated with flooding down in lower watersheds. So part of the salt water issue with the lagoon affecting farmland, affecting road passage. We also have the emergency breaching program, which is something like we would like to get out of the business of doing if possible. But also the multi-benefit aspects of a project are necessary to leverage state funding and grant funding. And that's the business that the state is in supporting nowadays for these types of projects. And right now, is there a pump that's not working right at the Shell pump station? No, it's working. There have been a couple repair jobs when it's had leaks, but it is functioning, operating as it was designed. Right. Okay. If it were running at necessity and we were able to get work done on it, would that eliminate the necessity of breaching the sand? No, it wouldn't eliminate the need at all. Okay. So what would the benefit be then? The benefit of this project. The benefit of this project would be providing additional space for the water to go in the tidal prism in the slu. So you'd provide more space for it, rather than relying simply on the pump station to evacuate water and the breaching program to eliminate the flooding concern. You'd provide more space for the water. And in doing so, you'd provide opportunities for habitat for recreation, for public access, and also for improvements to the facilities like the breach road crossing over the slu. And do we have a ballpark figure of a total cost if we were able to do everything we wanted to do? We don't have a total cost for implementation of a project. What we have right now is a figure of roughly 1.5 million for feasibility and 35% design plans and specs. And again, the idea is to share those costs evenly split between the Army Corps and grant funding coming from one of the various state agencies for which we've applied for grant funding. Right. I guess one of the complaints we've all most of us have had is when we're dealing with the Army Corps we give them a lot of money and they collect it. They're very good at cashing the checks. They just put it off and they put it off. So we're trying to get grant money to kind of do an end run. So I entered into this approach with some hesitancy and reticence because of our history in dealings with the Army Corps. But what I've come to discover not only is it a completely separate group of individuals under a separate funding mechanism that's already authorized, been authorized by Congress. The projects under the CAP authority are much smaller and they tend to have a much higher success rate. They tend to be executed in relatively quickly. One of their recent projects through the Army Corps district was executed by Sonoma County Water Agency on Dry Creek and it was a pretty large project. It was a $10 or $15 million implementation project but it was implemented in a couple of years. So the expectation is following a roughly two year period to get through initial feasibility and 35% design that we can move relatively quickly in the next two or three years to get through the rest of design and implementation. Thank you, anybody else? Please. Thank you, Mark. Great report. I've been involved through the Pajaro Valley Water Management Agency with related problems down in that reach and as you know the water agency has a project on Harkins SLU which has not been able to take water because that flood, when the King Tides come over and top, they go five miles up the SLU and render the water agency's project where they take water off the SLU completely unusable because of the salinity. The last 20 years down there I've seen those farmlands right close to Pajaro Dunes get inundated with saline water and I know that renders them unusable for several years. So I think the opportunity there to follow some of that land and turn it into wetlands maybe kind of like a soap late thing to attenuate some of the flooding is a fantastic opportunity so I'm really delighted that you all are proceeding with this. I think it will be a win-win for a lot of different purposes. Thank you. Thank you, Director Bannister. Anybody else before you open it up? It's not an action item but for anybody from the community who would like to address us on this item. Please. Thank you, Becky Steinberg. I'm a resident of Aptos but I have had friends over the years that live and work in the Pajaro Dunes area and I applaud your efforts Mr. Strudely to help that area and hope that to strengthen the grant applications that the fire station that is also there would be certainly considered and you could get some letters of support from that agency. They are the first in for many incidents on San Andreas Road in that area and in flooded times that emergency response would be hampered. Thank you very much. Thank you. Anybody else on this non-action item? Okay. Thank you for that work. Is this consideration status item updates? There was no direct action item. Correct. So move on to item 10 which also is a non-action item which is a manager's report for zone 7. So is the board of directors zone 7 to consider a status update on the Pajaro River flood risk reduction project as outlined in memo of the district engineer Mr. Strudely. Thank you Chair Friend. Members of the board, we are still moving vigorously on our Army Corps flood risk reduction project for the Pajaro River. We are, as I've told you several times before at our past meetings that we're kind of on hold with the Army Corps right now awaiting the hopeful work plan funds later this calendar year. At this point in time we are moving through the paces of initial work towards CEQA Environmental Review. I will note that in the board memo here it's noted that the notice of preparation submittal is scheduled for early September. It will likely be later than that due to some recent activity that we've had with our program management consultant since the writing and submission of this board memo. It's become clear to us that we need to do a little bit more thinking and work on some locally led alternatives to the project to help leverage both state and federal investment and we don't want to short circuit our CEQA process by prematurely moving too far along that process without having the right alternatives analysis in place. We won't really sacrifice anything towards the project and in fact it puts us in a much better position to have the right alternatives analysis and make sure that our money is well spent towards CEQA Environmental Review. Our program management consultant is still working diligently with us on governance and finance aspects. We've had now the first two governance and finance committee meetings, the second at which we presented some basic conceptual finance to give the committee a rough idea of the rate assessments that will be considered. We're also moving through the final stages of internal review of our draft JPA agreement and within the next month to month and a half we'll be circulating that to the potential member agencies for their consideration and review. We're continuing to coordinate with the Army Corps of Engineers both on projects or aspects related to the flood risk reduction project as well as some lingering aspects of the PL-8499 repairs that were completed last summer. There is one site remaining on Salcepoides Creek on the opposite side away from the city that still needs to be repaired. That was misidentified in the original report from the Army Corps and they've agreed that they're going to repair it. So we are nudging and poking and prodding them over the last month to go and repair that and finish the slurry seal that they're going to coat the levee trail, levee top road on Salcepoides Creek with to complete that repair. We continue to work with our state partners at Department of Water Resources both on our subventions authorization as well as brainstorming potential ways in which we can leverage state funding for multi-benefit components of the project. We've had some very promising discussions with DWR through Assemblymember Mark Stone's office and we've also had a visit facilitated through the City of Watsonville, thank you City of Watsonville with Assemblymember Rivas out on the levee and I had the chance to speak with him about a week ago for about 15 minutes about the project. So we've had some very positive indications coming from the state about their interest in our project, supporting a more adaptable funding mechanism that leverages both state and federal financing and we're very hopeful of those funding sources and getting a lot more support from the state than we have from the feds. That is all I have to report to you on the progress so far and it's recommended that your board accept and file the status report on the Pajaro River flood risk reduction project, happy to answer any questions. Any questions from directors on this item? Director Caput? Sure, thank you. I know this is very difficult and you keep going forward which is wonderful and I don't know, can you just give a brief overview for about the joint powers group we're trying to you know form and I think there was good news and bad news when we had the meeting of the BCR benefit cost ratios gone down but we do have a plan to actually start working which would be a first for the last 40 years as far as when we're talking about the flood prevention project. So I don't know, just give a brief overview of that. What's exciting to me is that we would actually be moving some dirt, we'd be actually doing something and not just still waiting for the Army Corps to give a go ahead. Sure, I'm happy to read some more detail on this. Yeah, so the benefit cost ratio for the project did slip more since we last spoke. It's now down below unity to 0.96. There's not a lot of satisfying reason why that is but the end game here with the Corps is that 0.96 benefit cost ratio is not all that different from something slightly above unity. Ultimately the game is still the same. We're still at the bottom of the barrel in terms of their ranking system and it means we're going to have some stiff competition and some challenges securing federal investment. That being said, you mentioned some excitement about potentially seeking some support from the state. We still have a lot of hurdles to go through including CEQA as well as financing the project through the governance and finance activities that we're pursuing but there is some promise coming from the state. They're much more willing to support a project like ours with the benefits that we've described. We've actually received the recommendation from DWR to try to secure our subventions funds in the absence of the Army Corps. That along with some other kind of opportunity whether it's directed or competitive funding from the state, potentially open some doors for us to secure funding to pursue components of the project that the Army Corps would be less interested in pursuing and those would be the pieces of the project that have the smaller benefit cost ratios as measured by the federal government. So for example that would be sides like the Monterey County side which the Army Corps does not weigh the agricultural advantages of the protecting that side nor the disadvantaged community structure of the town of Pajaro in very high position in their ranking system but that is, those are the values that the state is very interested in protecting and so there is some opportunity there. The governance and finance committee is working towards developing a joint powers authority and we are working towards forming a joint powers authority as was initially recommended through the 2016 governance and finance committee and that was reiterated again in the restart of the governance and finance committee several months ago that that is the direction that is resist to take in terms of forming a governmental body to oversee the capital improvements and long term O&M of a project that straddles the county boundary and includes jurisdiction, protects jurisdiction in the city of Watsonville. Yeah and I won't belabor this but we're doing it, you're moving forward which is wonderful. There's two huge agencies that are involved always with flooding one of course is the Army Corps, their responsibility should be a preventative work and then you have FEMA which comes in and is reactive and pretty much has to pay the bill after it floods. They don't seem to talk, they don't seem to get along. They're almost working against each other. If I was the head of FEMA I'd be furious with the Army Corps because the government is spending a lot more money trying to fix something after the fact rather than preventative cost. Yeah I agree it's a bit perplexing how they operate independently and sometimes at odds with one another. We share that frustration. The reality is that it's going to be very difficult unless something really amazing comes through from the state to pursue this project independent of the Army Corps authorization that we have there's still some good money to be leveraged from the federal government. It's not to say that we can't do it independently but it's not very likely and we will be having more discussions with FEMA as we move through any kind of construction that would ensue from the project because our objective is to reduce or eliminate a lot of people's flood insurance premiums. Thank you, I'll open it up now for the community. Anybody in the community would like to address us on this item? That was a non-action item so that's the end of the zone seven agenda. Thank you for those that serve on zone seven for coming in. Director Banister, Director Vilsich, appreciate you coming for this. Welcome. Now we'll continue the public hearing on the 2019 to 21 proposed county budgets as outlined in the reference budget documents in the memorandum of the CAO and I'm going to ask as the Board of Supervisors convenes first I want to let anyone know in the audience that we do have translation services available so if you would like translation services please access them right over here. Second is I'm going to ask Mr. Palacios to give the presentation that he gave this morning outlining the overall state of our county budget and the plans for the next two years. We were going to, she went to go get the remote. Can you change the, move the screens or no?  Okay. So I'll go ahead and start then. So today is the first day of county budget hearings. We will be having budget hearings all week Monday through Thursday in the morning tomorrow evening we will be in Santa Cruz at 7 p.m. also and then next Tuesday we will have our final day and approval of the budget and the operations plan and the supplemental continuing agreements enlist on Tuesday at the board meeting in the afternoon at 1.30. If you could go ahead and move it. So I'm going to cover county initiatives and our operational plan. Give a brief overview of our budget both for the budget year with just 2019 and 20 and then the second year of our budget which is 2021 and then I will briefly talk about challenges and opportunities. Go to the next one. So this combines the work plan that we have set out for ourselves in the county. We have last year began a strategic planning process. This is a six year time frame for this document. In that process we developed six focus areas and within each focus area are four overarching goals. So there's a total of 24 goals for the county and we adopted that last year after a great deal of community outreach. This year we are for the first time adopting our operational plan. It's a two year document and our two year budget and that also is the first for the county and so the operational plan and the two year budget are meant to implement the strategic plan. Implement each of those goals that are outlined in the overarching strategic plan. Following this year, next year we will begin program performance measurement and that will be a major new initiative where we will be evaluating our programs and seeing which are most effective. We will be doing a lot of training next year with our staff and also some pilot projects and then we will continue implementing our continuous process improvement or primo effort that began this year with some pilot projects and will continue into the future. So this is how our, there's the focus areas, the six focus areas each of them has four major goals within each focus area and then you can see this planning cycle all revolving around the strategic plan and we've basically finished the first part of that and this year the strategic plan, operational plan two year budget. There will be three operational plans and three two year budgets within this strategic plan cycle and then we are just now beginning performance measurement continuous process improvement. This lays out how the strategic plan relates to the operational plan. The strategic plan tells us who we are, what we stand for and what we want to achieve in terms of our goals and then the operational plan tells very specifically what we will do and how we will do it and how we will fund it. This was the time frame for the strategic plan. Basically we've been at working on it for more, for about a year. Started with the internal steering committee that worked throughout the fall and then in the this year and winter we began the actual outreach to community groups and then by April we had meetings with focus groups, key informants and community outreach and now we are at the point where the board will be adopting it. We had on the operational plan this year we had outreach throughout the county both north, south and mid county focus groups and community meetings. This is an example of how the operational plan ties to the budget. So this happens to be objective 64 which is on page 30 and page 146 of the operational plan. It says by June 2021 health services will increase access to health care by decreasing the wait time for the next available appointment from an average of 1.3 days down to 0 days. And that is the objective and then in the budget if you were to go to page 173 of the budget you would find this item which is funding new staff at Emmeline and Watsonville, list the staff and the cost which will allow us to get our wait times down to 0 basically service on demand for our clinics. The board has been very prudent in managing our finances over the last few years we have tripled the amount of our reserves. We've now reached our 10% goal. We've reduced pension obligations both through the board's own actions and through cooperation with our employee groups. We've been controlled employee growth. We actually are at less employees still to this day than we had before the great recession in 2009 and that despite the fact that we've actually increased the amount of services that we're providing the community and we've also made some big strides in dealing with some of our deferred maintenance issues. We have augmented services this year just to give you some examples the nurse family partnership, Thrive by 3, whole person care and Medi-Cal drug expansion all have worked to improve community health. We've also made major new investments in our homeless services expanding our shelter emergency shelter and other services homeless services especially to our youth. Finally in the area of public safety we've opened new facilities at Roundtree and Blaine Street and the Sobring Center all designed to reduce recidivism and transition offenders back into our community. I'll now give you a very brief view of the budget we'll kind of go through this pretty quickly. So this is the overall budget. It shows the adopted budget in the current year which is 2018-19. It shows the proposed budget which is 2019 and 20. You can see that the general fund has grown by about 18 million dollars and then it shows the second year of the budget and this is the first time that we will be adopting a second year budget although it will be in effect not a legally binding document. In the second year it's really more of a detailed projection and that shows a total of 570 million dollars in the general fund. The total budget of the county has grown to about over 800 million dollars. You can see it kind of varies due to capital and that's the variance that you see there. Our staffing is about 2,400 employees. It's still less than we had before the Great Recession. These are our major revenue sources. You'll see that our property tax is going to grow about 4.5% in the budget year and then in the out year it's about 3.5% so we're seeing some slowing cannabis business tax estimated to grow about 5%. Sales tax 4% in the budget year and in the out year 3.5%. The TOT or hotel tax is projected 5% growth for each of those years so we're seeing some slow down in our major revenues. Our property tax actually is about half of our discretionary revenues and you can see that is slowing in the budget year. This is just another view of the growth in our property tax and sales tax. We can go to the next one. So this is the entire budget. If you look at our entire almost $800 million budget and you can see health and human services are about 40% of our entire budget. You can see that in the entire budget public safety is only about 8% and general revenues for the county only are about 20% total. These are all our revenues and you can see that over 40% of our revenues come from state and federal sources and only 23% come from taxes. This is our funds, all funds again are for 1920 and you can see again the distribution of the expenses and health and human services being the major one. This is our staffing and you can see that almost half of our staff in the county are almost 2,500 staff are in health and human services. You can see public safety is about a quarter. General fund revenues, again you can see that in the general fund which is about $552 million almost more than half of it is health and human services. This is the expenditures in the general fund and in the general fund 60% are for health and human services, 26% public safety. This is our discretionary dollars so this is what we call our general fund contribution or we used to call it the net county cost. It's grown to about $162 million. These are those revenue sources that are discretionary for the board so they would be equivalent to a city's general fund and you can see that it's grown from when I first came here. It was about $125 million, it's now $162 million four years later. You can see that more than half goes to public safety of our discretionary dollars. This is just a summary of our general fund revenues and expenditures by category. I'll now look briefly at the 2021 budget so this is the out here and you can see that once again we are having net fund balance available of about $6.2 million. You can see in the very left hand column 18-19 that's the adopted budget. We had fund balance of about $6.2 million. So that's the amount of money that you have at the end of the year when that's from salary savings and budgetary reversions and you can see in the 19-20 that's the budget years about the same amount. The problem begins in the out year 2021 when we have $6.2 million of fund balance but we also have a shortfall of another $6.4 million. So we would need $12.6 million to balance the budget. We are counting on $6.2 million as our normal fund balance that's available. So we project a shortfall at this point. Absent any changes in 2021 in the out here. For example of our budget deficit in the out here this year 19-20 that's the very item on the left. You can see it's a balanced budget. So this budget year we are balanced but in the out here 2021 we have a deficit of about anywhere from $6 million to $12 million. The $12 million would be as if there was a recession that kind of decreases slightly and by 2024 we're in much better shape but you can see in the next couple years we're going to have a difficult time balancing budget. The general fund reserves have grown steadily. The board has been very committed to fiscal prudence and you can see that we are now over $58 million of reserves and it's 10% of our general fund revenues. So the challenges and opportunities that we face in the coming year let me just go through those real quickly. Behavioral health and substance use disorder we have actually made a great deal of progress. We've invested many new funds coming from the state and federal government but we still have a lot of challenges ahead of us given the opioid crisis and the homeless crisis and so forth. Parks and Recreation we have historically under invested even though some major investments, some of them due to grant funds and some of them due to Measure G, the county's Measure G which allowed us to invest in our parks and about six parks are being partially funded through Measure G. We've made some progress in deferred maintenance but we have a ways to go. This is all our facilities where we just haven't had the money to invest in the past and that's probably one of the areas I most worry about. We have had new resources from SB1 which is the state gas tax, Measure D which is the local half-cent sales tax and we're actually putting some of our own funds into road storm drains and bridges as well but there's still a long way to go in deferred maintenance as well as the storm damaged roads that we had from 2016 and 2017. So as the budget year the good news is that we're a balanced budget we haven't had to make any cutbacks this year so that's the good news but the bad news is that in the out year 2021 we see costs rising faster than revenues we're worried about a potential recession approaching. We're also worried about the housing shortfall throughout the state of California and the impact it has on our community and then we also worry about the winter storm damaged roads shortfall as well because we have not seen the same reimbursements we had hoped for from the federal government there seems to be a lack of funding available for disaster aid and that is having an impact on our county budget. Some of the opportunities are potential new revenue measures our transient occupancy tax is at 11% and there's communities in our county that are at 12% some communities in Santa Clara and Monterey are at 14% so that's something we should take a look at. Also our 9-1-1 fee has outdated in that it is not it hasn't been updated to take account of modern technology and then we should look at CSA 48 and how county fires being funded and see what we can do to make sure it's more sustainable long term. We've done a great job of leveraging public and private grants and partnerships. We have reserves that we can use if we have to. We don't advise it on an ongoing basis but we do have reserves that the board has set aside and then we have a very low debt ratio of only 1% of our general fund expenditures which is very low and so and actually the majority 2 thirds of our debt will be paid off within the next decade 8 to 10 years actually. So we've been very prudent the board has been very prudent in the past and that's put us in a good position to weather whatever storm lies ahead with a potential recession. So that concludes my presentation. We will continue with our work plan. Our operational plan into your budget will be adopted this year we will continue with performance measurement and continuous processing improvement and again we are urging fiscal restraint given the challenges ahead of us. Thank you. Are there any questions from board members? We heard all this presentation this morning. I had a lively discussion. Now it's an opportunity for members of public to speak to us about items that this item if they wish or the budget overall. Thank you. Becky Steinbrenner thank you for that good report. I would appreciate if there were copies of that, hard copies of that available for the audience. It's very good. Thank you. It bothers me. I was able to very quickly today look at some of the staff memos on some of the items that are of particular interest to me. From what I could see public works which you will, budget which you will consider on Wednesday is going to see decrease from what I see a 5.5% decrease in the coming year and then after that a 20.4% decrease. I understood that there's some complexity there because of the funding of the storm repair and all that but I would like a bit of clarification with Measure D and everything that infrastructure continue to be repaired and I understand this one of the challenges. Also in a part of the documents I read today there's still $17 million in the redevelopment successor agency. I'd like to see what's going to happen with that. I would like to know in terms of the health and human services where the $10 million state grant money that we got is going to go. In terms of items that you addressed today that I could not attend the hearing for, I'm a bit confused by the budget contingencies that they will go down 52% this year and down further 28.9% next year and I don't quite understand that it seems to be tied to general revenue but I would like explanation of that as just a citizen to make sense of this very complex budget. At a time when we're looking at $6 to $12 million deficit I question whether it is prudent to continue to increase the CAO budget. I see that's going to get a 7.6% increase this year and I don't think that's right. I see that the Board of Supervisors Office will take a modest 1.2% increase this year but next year when the deficit is predicted to be very high their increase will go up to 4.7% and that doesn't make much sense given what you've just said here. I have big concerns regarding county fire. I have, I would like to know if in your pie charts county fire is included in public safety it should be and if it is it should be funded with this money. I know that you are... Thank you Ms. Steinberg your time's up. Thank you I've made a lot of effort to come here tonight and I appreciate your patience. Thank you and you asked a lot of complex questions. We won't answer them now but if you put them in an email the relevant staff can try to respond. Thank you. So seeing no other speakers I'll bring it back to the board. There's no action. Is there anyone else who any other questions or comments from board members? Okay seeing none we're going to continue our budget hearings to 9am tomorrow morning at the governmental center at 701 Ocean Street and we'll be there both tomorrow during the day and tomorrow night to give people an opportunity to participate in the budget. Thank you.


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