 Good morning. My name is Supervisor Bruce McPherson. I'm going to be calling the May 25th, 2021 Board of Supervisors, Santa Cruz County meeting to order. Please call the roll. Supervisor Koenig. Here. Friend. Here. Coonerty. Here. Caput. Here. McPherson. Here. Thank you Chair. You have a quorum. Thank you. Thank you. We will have a moment of silence and then the Pledge of Allegiance. Okay. We'll start the Pledge of Allegiance. Please join me. I pledge allegiance to the flag of the United States of America and to the Republic for which it stands, one nation under God, indivisible with liberty and justice for all. Okay. We will go to item number three, consideration of late additions to the agenda, additions and divisions to the consent and regular genders. Are there any comments for anybody? Yes. In terms of late additions and corrections, we have a staff request that item number eight on the regular agenda, which is the Syringe Services Program, that it be deleted from this agenda and we will bring it back on the June 8th agenda. On the consent agenda, item number 21, there's a correction. The item should read, adopt resolutions confirming the previously established benefit assessment rates for county service areas, CSA 4, Pahrudun, CSA 48, County Fire. Adopt resolutions setting a public hearing on June 8th, 2021 on the proposed 2021-22 service charge reports for CSAs 4 and 48 and take related actions as recommended by the Director of General Services. That concludes corrections to the agenda. Okay. You know, I don't know where this might be mentioned. I think this is as good as anything, but we had an historic announcement that Supervisor's friend and Cap had participated in and the Pahrudun River led me. This has been a, this is a landmark announcement and I just want to congratulate both of you for your efforts that you have done and Congressman Panetta and everybody else on the staff, Mr. Strudley and others who have done this. This, this has been decades in the making and I don't know if I think this is the right place if we're going to mention it at all, but congratulations. I don't know if either of you would like to say something about it. I think it's worthy of a comment or two. Mr. President. Well, thank you, Mr. Chair. And thank you for those comments. I appreciated that Mr. Plasios also was able to attend the signing of the design agreement yesterday. And to your point, it's true. This was a project that was built in the forties deemed inadequate in the fifties and failed in the fifties, reauthorized in the sixties and has been sitting in a purgatory for the last nearly 70 years. And to many people, it's just felt like we've been pushing a ball up the hill. But now that we've reached that top of that hill, we're now climbing an additional ladder. But I feel like each step is a step of progress for us. We have funding now, we have state, pretty strong state participation. We have obviously a very strong local and regional participation. But this agreement, which commits the federal government into a shared services here on a percentage of over 60, about 65%. We're working with the state on as much of the 35% as possible. It really is a pretty significant, not just a significant milestone, but a lot of effort. We've got a long way to go. It's $400 million project, but now we are within that mix. And for decades, we weren't even considered in that mix. And so we're moving toward a construction phase where before we were always just in an administrative phase with federal government. I appreciate your comments on that. It's a remarkable achievement. There's been more movement on this project in the last three than in the previous 70. And I think that from this point on, at least people will be seeing movement toward construction. Thank you, Mr. Chair. Thank you for all your efforts. Supervisor Caput, do you want to make some brief comments too, please? Well, Zach, pretty much summed it up there. And thanks, Bruce, for recognizing the work everybody's been doing on this. It's protection against a 100-year flood storm that would basically free the people up in the flood plain here in South County. They would not have to pay flood protection, which is costing them about $2,000 every year. If they have a mortgage on their home, they're required to have that flood protection. And it looks like we're going to go to some kind of an election early next year for people in the flood plain. That includes farmers, commercial businesses, and residential property. And our share would be about approximately $40 million out of the $400 million that Zach mentioned. So we have a ways to go, but we're on the right road. Thank you very much. And I know our CAO Palacios in Watsonville City Manager announced the CAO of the county. I don't know, they probably may have said it all, but congratulations to you too, because you've had to live through this too for years. Yeah, I just want to thank our board members, especially Supervisor Friend and Capit for their leadership on this issue, as well as our staff, Mark Strudley and Matt Machado. So it is truly a very, very dangerous situation in Watsonville. Those of us who lived through the 95 floods and then in 97 there were also evacuations and floods on the tributaries. It was a devastating thing to both the Potterville community and the Watsonville community. Sometimes we forget about that, but it is very, very dangerous situation. And we're now on the path to correct it and to potentially save lots of lives and properties. So congratulations to our board and our staff. And I'm very excited having lived through that 95 storm and that devastating flood. I'm so happy that we're on the road to fix it. Thank you. Very good. And I know Congressman Jane Panetta was a huge factor in getting this too, so I just thought it was worthy of special mention. It's been a long haul, but congratulations to everyone. We will move to item number four, an announcement by a board member of items to be removed from the consent or regular agendas. Does anybody have any comments on that? Seeing none, we will move to item number five for public comment. This is the time for any person to address the board once during the public comment to not exceed two minutes. Comments must be directed to items on today's consent or closed agenda session agendas or yet to be heard items on the regular agenda or on a topic not on today's agenda, but within the jurisdiction of the board of supervisors. We'll take comments now for up to 30 minutes and the necessary additional time for we'll have additional time for public comments that will be allowed after the last item on today's board agenda. Do we have any public comments? Yes, Chair, we do have members of the public that would like to address the board. But before we start, I'd like to say, ahora es el tiempo para la junta directiva de recibir comentarios al público. Si gustaría dar su comentario en español, tenemos traductoras disponibles para asistir. Calling user one, your microphone is unmuted. This is Marilyn Garrett recommending the just released book. The truth about COVID-19 exposing the great reset lockdowns, vaccine passports and the new normal. Why we must unite in a global movement for health and freedom. Dr. Joseph Merkola and Ronnie Cummins are co-authored forward by Robert F. Kennedy Jr. Robert F. Kennedy Jr. states the enemy is big tech, big data, big oil, big pharma, the medical cartel, the government totalitarian elements that are trying to oppress us, that are trying to rob us of our liberties, of our democracy, of our freedom of thought, of our freedom of expression, of our freedom of assembly, and all of the freedoms that give dignity to humanity. For example, this cabal used the lockdown to accelerate construction of their 5G network of satellites, antenna, biometric facial recognition, and track and trace infrastructure that they and their government and intelligence agency partners will be used to mine and monetize our data for free, compel obedience to arbitrary dictates, and to suppress dissent. Their government industry collaboration will use this system to manage the rage when Americans finally wake up to the fact that this outlaw gang has stolen our democracy, our civil rights, our country, and way of life. While we huddled in orchestrated fear from a flu-like illness, the lockdown mask mandate needs to be... 8-0-4-5. Your microphone is unmuted. Oh, good morning. So, I know... This is Ellie Black in Santa Cruz, and I have been watching since the rollout of the injections for the COVID-19 reports, and doctors, and websites, and blogs, and numerous groups from all over the world, and watching the reports of adverse reactions, including sudden bloodbots, and death, and otherwise healthy people and young people. And this is not a small number. This is... I have myself read tens of thousands, and that's just scratching the surface. And I've begun to explore further into other countries and figuring out how to translate those blogs and doctors' reports. And this is not even counting the menstrual and reproductive reactions that are apparently being had by many people. Now, obviously, if you have a certain number of reports on the internet, because it is the internet, that you have 100,000 reports, take 50% of those, and those are just straight, take 50% of that, remainder. And those are people who are having a placebo or psychological reaction, or they are misinformed, or something else. Take half of that, and that is potentially something very, very serious. With these kind of numbers, I don't believe that we can risk not questioning what is going on. And I call on the county leaders to put an immediate pause on any type of COVID-19 injections for minors. This county is currently giving injections to minors 12 years of age and up. And as these adverse reaction reports are coming in, which can be checked on the VAERS website, that's the Vaccine Adverse Event Reporting System. It's going to be on your shoulder. Carol, your microphone is available. Good morning. I totally agree with what Ellie was just saying, and I'll continue what she was saying. You all need to halt immediately any injections of children ages 12 through 18. This could be potentially extremely hazardous to their health, and I just don't think you all are considering that. And the other thing that's extremely concerning is what's happening in Santa Clara County, the health officer there issued an order that the businesses and governmental entities have to ascertain vaccination status, which we all know it's not a vaccine. It doesn't meet the definition of a vaccine, but that's the word they're using. Of the personnel in that county, that's extremely concerning. And I hope that we do not in our county even consider that because it violates numerous laws already on the books. And I'll go ahead and just give you an example of some of the laws that that violates. Number one, Civil Code 51, which protects free and equal access to all public accommodations. Public accommodations are private businesses engaged in commerce. That means retail stores, banks, restaurants, schools, recreation, transportation. It's all public accommodation, and you cannot discriminate against any member of the public for any reason whatsoever. And this is a longstanding code. It's Civil Code 51. It's called the Unruh Act. It should be very familiar to all of you. Next, California Government Code 37100 prevents the creation, application, or enforcement of any law or policy that violates the California Constitution or the Constitution of the United States. Okay, so the policy that's adopted in Santa Clara County goes directly against both of these well understood documents, the California Constitution and the U.S. Constitution. Additionally, HSC 24171 and 24172 declare that individuals have the right to determine what is done to their own body. Thank you. I just like to mention too that we've added a statement that Spanish translation is available and we have an interpreter on standby. Go ahead. Thank you. Colin 2915, your microphone is available. Thank you. This is Becky Steinbruner. Can you hear me? Yes. Thank you. Good morning supervisors and clerk and board and participants. I support all of the testimonies that have been given to you thus far. And I'm also concerned about any possibility of Santa Cruz County imposing requirements for an injection passport. I would like to bring to your attention the my concerns and many concerns of the public regarding the construction going on at 1500 Capitol Road. This is the midpen housing and D&T and low cost dental dental and medical clinics. This site is contaminated and there is no remediation plan that I have seen thus far. A recent report submitted on the geotracker state website provides the most recent results of the boring and analysis that has gone on there with both soil and groundwater. All groundwater samples taken were contaminated far beyond the safe acceptable level for PCE carcinogen. There are other carcinogens that have been found as a result of the most recent testing. The soils in that area are highly contaminated close to what is now the laundromat but used to be the fairway dry cleaner. I'm concerned that there is no remediation plan for this site. It is abominable to me to expect low cost housing and dental and medical clinics to be subjected to this site that will continually off gas. This very volatile and carcinogenic compound. The workers at the site have no idea what's going on. The foreman told a state regulator yesterday that the contaminant levels are very low. That's not true. They are exponentially high above the MCL for both. So your microphone is available. Can you hear me? Yes. We can hear you. Oh, great. Thank you. Thank you so much. Well, yeah, my name is Sol. I'm going by and actually I'm really going to address it to Manu Koning. Manu, I'm being the resident of Soquel and actually I want to just have this on record. My wife abducted three of my children and they've been in Poland for last year. It's been one year and two days. And I have tried to follow the DA guidance on following on a civil case, filing a LIHEG case. And that was favorable for me in February and the appeal happened in Poland. And, however, they're kind of moving it back to another court. So it's really clear corruption. I'm really, really irated right now because the Santa Cruz Court gave me right children custody. So my wife, she's running and the challenge I have, my wife is well connected here in Santa Cruz and she's part of the Santa Cruz Women Network. So I tried since last Wednesday. So tomorrow will be one week when I try to have a police report on her just to just say that, OK, I have a criminal case here. I haven't still been able to have a police report. Just a report. And I'm really, really, really right now concerned that there is something going on, you know, as a citizen, you know, three children abducted for a year. I haven't been able to see my children. I'm not able to get a police report. And I have brought this to the congressman Emmanuel. So this has been elevated. I'm really, really frustrated. I want to go on record. I cannot obtain even just a simple police report. This is really, really frustrating. I feel like I'm being treated as a second class citizen. I don't know what's going on. So Manu, I need really your help. I'm elevating this to also follow up with Emmanuel and Jimmy, whatever needs to be done just to get a simple report. I'm not able to get that. That's very frustrating. Sylvia A, your microphone is available. Wonderful. Thank you. Good morning, everybody. My name is Celia Austerlich and I am the alternate to the county at large representative on the Community Action Board of Santa Cruz County Board of Directors. And I'm here to celebrate the Community Action Month of May. Community Action Board of Santa Cruz, known as CAB, has been fighting poverty and creating social change in Santa Cruz County for over 56 years now. And CAB Social Services supports over 11,000 people with low incomes each year. CAB's programming has four focus areas of community service, immigration, homelessness prevention and intervention and employment. And we invite you to visit our website, Facebook, Instagram and learn more about how our agency supports our community. And also on CAB's behalf, I want to thank Ryan Connerty for his service on the CAB Board. And I know because I'm his alternate. So I'm trying to thankful. So thank you everybody for your time. And then thank you. That concludes speakers for public comment here. Okay. We will go to item number six for action on the consent items 11 through 36. Any board members have comments on the consent agenda? I'll start with Supervisor Caput and we'll go over reverse order on number, Supervisor number four district. Do you have any comments on the consent agenda? Thank you. No, I don't. Everything's fine. Okay. Supervisor Connerty. No, Mr. Chair. No comments. Wow. Okay. Supervisor Friend. Thank you, Mr. Chair. It is a brief comment on the criminal justice council item in the renewal of the MOU and JPA. I just appreciate the work of Ms. Coburn on this, especially criminal justice council has been doing some pretty important work and to have our county take the lead on the renewal of this and all the agencies expressing that interest just appreciate the work of Ms. Coburn and those that serve on the criminal justice council as well for that. That's the only item. Thank you. Very good. Supervisor Connick. Yes. Thank you, Chair. Just a few items to comment on on item 19 to schedule a public hearing led to the issuance of lease revenue bonds to finance the potential acquisition of real property located at 355 and 500 Westridge Drive. This is just a really exciting project. I'm really happy to see it moving forward. I know we're going to hear more about it. But this is this is an opportunity for the county to acquire the West Marine building in Watsonville, and it could potentially be a place of employment for another 340 county employees could allow us to consolidate leases for the Human Services Department, the Agricultural Commission child support probation, as well as create a public services counter for a lot of different public county services. So just a great project. I'm excited to see move forward and look forward to telling more folks about it. On item 24, I just want to thank you, Chair, as well as Supervisor Coonerty for putting this item on the agenda, writing a letter to the California Board of Forestry and Fire Protection about the states about their proposed state minimum violations for 2021. Some of those proposals were pretty draconian as far as limiting people's ability to rebuild after fire if they live on narrow roads or one way roads in the county. So I know I heard a lot from constituents about that issue and I'm glad to see that we're officially going to be submitting comment to the State Board of Forestry and Fire Protection. Then on item 30, approving the agreement between the County of Santa Cruz and Santa Cruz County Regional Transportation Commission for Offsite Mitigation Planings at Anne Jean Cummings Park. I want to thank the parks director and the RTC for working on this. It's really a very exciting opportunity to take mitigation funds from the creation of the auxiliary lanes for the highway between 41st Avenue and Soquel Drive and make a historically large investment over $600,000 in environmental restoration at Anne Jean Cummings Park. So I'm excited to approve the agreement today. I do want to provide some additional direction on this item to make sure that the exact location of those plantings and the nature of the environmental restoration is done with full engagement of the public. And so I would like to ensure that there's a process to determine the final location of the plantings and other mitigation measures and that the process includes public input, additional scientific analysis, and that it's ultimately heard by the parks commission meeting at the next parks commission meeting. Okay. Thank you very much. I have a few comments on item number 21, CSA-48, and also there's CSA-4 power of dunes, but I'd like to underscore the importance of CSA-48 with the county fire increase that was approved by property owners in 2020. This is a critical ongoing investment in fire protection for unincorporated areas. And like Supervisor Koenig on the number 24, the letter to the Board of Forestry, we have to make a strong pitch, and I thank you Supervisor Koenig for joining me in writing this letter to the Board of Forestry. Special thanks to our, our Assistant Planning Director Pyle Levine and David Reed, our analysts, and the Office of Response Recovery and Resilience for their contributions to the overall input to the Board of Forestry. I cannot overstate the importance of maintaining a local decision making about compliance with these proposed regulations. My district in particular has many challenges that made the strict compliance impossible. And Ms. Levine and Mr. Reed were there a couple of weeks ago before the Board of Forestry and turned some heads and said one size doesn't fit all and making these corrections or how we can improve access to the rural areas of the county. So I thank them. We have to have reasonable options for making our rural communities as far safe as possible. So thank you to them. And I want to let the public know that we have been on top of this in Santa Cruz County and presented already to the Board of Forestry. Also on number 35, the update on the storm damage repairs from 2016-17. Five years ago, I just want to take this opportunity again to thank our Public Works Department under Matt Machado for their tremendous work in managing the repairs from the storms five years ago. This has been an extraordinary amount of work to manage and the projects as well as funding getting funding from state and federal agencies. Understandably, these things take several years to get this far and we are grateful for all the work that those in the Public Works Department have done and the leadership we have had with our Public Works Department. And with that, I would entertain a motion to approve the consent agenda with the additional direction mentioned by Supervisor Koenig. Did you have another? Yeah, yeah, I was just going to restate that. So I'll move the consent agenda with additional direction on item 30 to establish a process that determines the final location of the planting areas and other mitigation measures at Energy and Economic Park, including public input and scientific analysis. And to begin that process at the next Parks Commission meeting on June 7th with an agenda item that defines a public input plan for the project. Okay. A second. Please call the roll. Thank you, Chair. During the vote, there is a member of the public that would still like to speak to. Excuse me. Okay. Thank you. Caller 1999, your microphone is available. Caller 1999. Okay, I guess I can be heard. My name is James Ewing Whitman. I appreciate that I'm able to speak. I was cut off earlier and then I thought I was on the queue. And I guess I still am. So I thank you. I'm going to do a stoic quote, be free of passion, but full of love. Mistake does not become, that's the end of the stoic quote, and mistakes does not become an error unless one refuses to correct it. My first comment is that as of yesterday and this morning, I wasn't able to access previous agendas. My understanding is over 1,400 pages were rubber stamped last week. And now I can't access to see how much of that was actually on the consent agenda. I did write something publicly yesterday at 756 AM on May 24th and I republished it this morning on Facebook. My full name is James Ewing Whitman. So that's public information. I don't have time to read it. I really want to thank the first four speakers. They really set some really good information. And so what I wrote is public. I wonder how many people know what the word caustic, caustic, caustic ostracy means. So thank you very much. Okay, I'm not a translator, so we'll move on to a vote. Is there anybody else who wants to comment on the consent agenda that we missed? Okay, please fill the role on the consent agenda. Thank you. As a reminder, Supervisor Koenig, motion to approve. Supervisor Friend Second and there's additional direction on item 30. Supervisor Koenig. Aye. Friend. Aye. Coonerty. Aye. Caput. Good. McPherson. Aye. Thank you. Motion passes unanimously. Okay, we will move to item number seven to consider a report on continuous process improvement initiative known as Primo and direct the County Administrative Office to return no later than November 6th, 2021. With the next update as outlined in the memorandum of the County Administrative Officer. I think Mr. Palacio is my brief comments and then presentation by Lisa Benson, our Deputy CEO. Yes, Chairman McPherson and members of the board. This is one of the initiatives that we have started when I became the County Administrative Officer almost four years ago. And it is really part of our continuing efforts to to implement a common management structure in the county that emphasizes the need to continuously improve our services to the public. And so Assistant CAO Lisa Benson has been leading this effort, and I'll turn it over to her and other County Administrative staff at this point. Thank you very much. Thank you. Thank you, Carlos. Good morning, members of the board as everyone heard my name is Elisa Benson, Assistant CAO and it's been my pleasure and honor to support the roll out of continuous process improvement here in the County of Santa Cruz and our program is nicknamed Primo process improvement onward. And it's kind of interesting to reflect that it was 15 months ago, February 25, 2020, when we brought forward our one year showcase to the board to highlight what we had done in our first year of Primo. We did a we rolled out our highlights and our project teams in our community room downstairs and really had the opportunity to dig into that first year. But today we're going to be talking about how do we revive and bring the Primo program back into the light after a very challenging 15 months. We have about 30 minutes for our conversation today, including both public comment and Q&A from the board. I'm very pleased to share the report today with Rita and Eric who are core team members and have been part of our program from the start. We'll be doing the majority of the presentation and then I won't be able to help myself, I'm sure about piping in along the way. So we're excited to share what we've learned and our plans for moving forward. Take it away, Rita. Good morning chair and members of the board as part of our agenda today, I will be providing some context for you and the public on the continuous process improvement initiative. It also takes some time to review where the process improvement initiative known as Primo got started and where we left off. Finally, I'll be sharing some of our efforts to restart and re-engage with stakeholders. And then after that, Eric Friedrich will be sharing our lessons learned from our re-engagement efforts, along with a framework for reviving Primo. So a little bit on our process improvement initiative. Continuous process improvement is a workplace philosophy that sets improvement as part of everyday work. Processes are improved incrementally over time instead of radically at once. And this is done by engaging employees who work within the processes and empowering them to pursue process innovations. Another approach to this workplace philosophy is through Lean and that's the approach that we've been taking. Lean focuses on identifying and eliminating waste within a process and only preserving process steps that add value to the customer from the customer's perspective. A process can be anything from department submitting a request to personnel for a recruitment to a member of the public coming in to request a permit or to pay a fee. So as such, customers can be an internal department or a member of the public. Lean combines tools and strategies that empower employees to engage in process improvement work and management leadership focuses on supporting these employees as they do the work. Additionally, Lean focuses on data-driven insights to inform new business practices. Lean isn't just tools and strategies. It's also a shift in work culture centered on addressing customer value and recognizing employees as the experts that do that work. And that's what we've been focusing on through Primo as a countywide program. We've been aiming to integrate continuous process improvement and Lean into everyday work within the county. Okay, a little bit on the history in early 2018, the County Administrative Office put together a committee of departmental managers to begin thinking about continuous process improvement and what that means for us within the county. After a lot of foundational work, we began our outward engagement work with the county staff through engagement mixers, different levels of training, a process improvement portal, and we also engage with your board through several study sessions, updates, and showcases focused on the development of Primo. In March 2019, an in-depth presentation was provided to your board and it focused on the initial rollout of the program. And then shortly after, in February 2020, the Primo core team within the county's CAO's office conducted a project showcase for the board. It was a very successful event. It was an opportunity to engage with the project teams and learn more about the specific demonstration projects and the process improvement efforts that were made up to that point. But unfortunately, shortly after, we were hit with the new priorities. The county refocused on the pandemic, the fires and remote work, and while work on demonstration projects stopped, process improvement did not. We heard from project team members that they went back to some of the tools and strategies that they had previously learned to aid them in navigating this new environment. So after a very intense 2020, the Primo core team began to plan out how to revive Primo. We wanted to do this based on where departments were as far as current priorities, new challenges, and current needs. It was very clear to us that we couldn't just pick up the program where we left off in February 2020 and that wasn't our intent. Our intent was to re-engage with Primo stakeholders to hear from them what of the Primo program pre-pandemic worked for them, what was useful, and what they wanted to see continue post-pandemic. So the Primo core team reached out through various surveys, focus group sessions, project team interviews, and multiple one-on-one discussions that were very informative. So now I will hand it over to Mr. Friedrich to go over the lessons learned and provide you a framework of Primo going forward. Thank you. That was an excellent overview. I just passed in this presentation to talk about what some of the key takeaways were when we did our fact-finding mission over this spring. Both looking at where we were pre-pandemic as well as where we want to move forward sort of post-pandemic. And as Rita mentioned, we spent a lot of time this winter and spring collecting a lot of data from our Primo stakeholders. And we wanted to highlight here were some of our key takeaways from a lot of that data set that we were able to collate together. Now, this list here isn't the end-I'll-be-all of everything that we've heard from our Primo stakeholders, but we think that these are the top scenes that we heard throughout our engagement sessions with our stakeholders. First being around documentation and just really how the lack of standardization or consistency in documenting how improvements were put together really hindered our first generation in the Primo program. So we'll be looking in the future to move forward with a better way of systematically being able to document when improvements are made. The training curriculum was actually really well received. We spent two cohorts of folks going through a full Lean Six Sigma Greenbelt training. And while there were some critiques about how the flexibility of that training and just the sheer amount of material. So the vast majority of our stakeholders felt that our training curriculum was very well received and so we want to build off of that win and that strength looking forward. We heard that more resources really need to be dedicated to a workplace culture, which is sort of Greek for saying we need to support our managers in helping establish a workplace that really cultivates innovation. And lastly, as Rita mentioned, while formal projects we have paused at the start of the pandemic, many of the concepts and tools and techniques that Lean provided our stakeholders were used. We sort of coined the phrase here in the CEO's office that it wasn't Primo through thriving, it was Primo through surviving. We also wanted to take a moment and look back on our demonstration projects. They received a lot of limelight and a lot of resources. And coming out of the 2020 showcase, we really had a set of PCs around how better to manage our demonstration projects and truly show Lean in motion. And what was really interesting is that the past few months as we've been on this backfinding mission, that's really the data has really validated a lot of those, a lot of those PCs and a lot of the observations that we've made coming out of the 2020 showcase. That includes the importance of project scoping. We've had several projects to maybe get off a little bit more than they can chew. And so having providing more guidance around how to better scope a project. Also learning about project success is really the, really the fulcrum for broader engagement into the Primo program. And that we can talk a lot about the theories around Lean and the concepts. But when you see the actual tangible successes and stories of our projects, that's what really drives broader engagement. Organizational readiness is key when it comes to performing projects. Many times when we're in a project and you're turning over rocks and looking at processes that may have been well established for decades, it can lead to a little bit of tension. And so having the ability to set the culture where we can navigate that tension in a productive manner and come up with a better solution is a really key component. And then finally, really supporting our project champions and their involvement in the project, helping them help their projects by knowing how to help navigate obstacles when they get in their way, how to better coach and manage a portfolio of projects is something we're going to be looking forward to in the future. So speaking of the future, we've come up with what we sort of deem a being ecosystem. Now, where this differs from our first generation in Primo is that in our first generation, we had a really wide set of program areas, but weren't necessarily very well vertically integrated. And so we want to take some more time to really establish the integrated and interrelatedness of each of these work areas. Starting with a foundation around engagement and using a library of resources that focus on lean that are broadly accessible. Then we want to pivot back towards a lean practitioner training that is more focused on county workforce and county processes. And that is more than in-house and using a more streamlined and simplified and again accessible set of curriculums. We also know that we need to better support our supervisors, directors and management when it comes to cultivating that innovative environment. And so we're looking to provide more consistent training and resources to our managers. And finally, where the fun begins is run improvement project. And that we wanted to really shift the way that we do our improvement project support model into more of a sprint model based off of other initiatives we've had going on in the day of the office. So I'll go into each one of these quickly one by one. So starting with engagement and resource library. So we have a intranet Primo portal that we've used to post different resources and different engagement events. But it really needs to be built out. It was when we looked at the data, it was deemed one of the least successful aspects of the initial part of the program. And so we wanted to spend some time and really revamp that entire tool to be able to cultivate and collate different research and resources around lean to make more broadly accessible to our entire county workforce. What I really want to highlight for the board is really the second point, which is around the DIY documentation tool. We feel like this is going to be the marquee deliverable over the next six months as we develop a tool that allows us to document those early and quick wins that we can do it yourself. Improvement project. And lastly, you want to continue to use use up these the portal to drive our engagement through newsletter showcases an engagement where the integration comes into effect. Is that if we can put together a comprehensive and in successful and and simple documentation tool, you can then use the project successes from people's everyday work in order to drive the content for engagement and doing showcases. Again, showing that that process improvement works through actual tangible results. The other great thing about putting together a document tool is that we've heard throughout entire engagement of our other stakeholders that process improvement happens all the time in the county. And that's undoubtedly true. We just don't have a really great way of capturing that and celebrating it. And additionally, when we make a change, we're not necessarily doing a great job at documenting that to checking to make sure that the change that we made are positive and are impactful in the processes that are there attempting to attempting to approve. We want to use that as a tool to check to make sure that the work is moving in a positive direction. Building off of that lean for resource library. We once put together a tailored and simplified county work training, a practitioner training around lean. The initial green belt cohort each went through about 64 hours of in class training, and that doesn't include the actual hours it took to work on the project off site away from the training. It was quite onerous. What we want to be able to do is tailor a specific curriculum for our county workforce that achieves a few things. One has a direct and simplified and focused set of tools for evaluating waste in our processes. And secondly is more widely accessible to our county workforce. One thing we want to phenomenon we found when we were doing our fact-finding mission with their seems to be an aspect of Primo has and have not. And so we really want to focus on the accessibility aspect of putting together a training program so that a wide wider swath of our county workforce can participate in a training session. We also heard that when we put on Primo events, they sorted tend to be pop up events and not really regularly scheduled. So we wanted to be more consistent in within the calendar year of putting together a training program that we know that every three months there's a new training opportunity to be involved in Primo. The specific outcomes of this training is really key. What we want to be able to do is still use the learning by doing model in that the training will train towards doing a more complex do-it-yourself project both individually and within a small team. And then the outcome of those of that training and of those DIY projects and then go back into feeding our engagement platform. Now additionally want to be able to show that these that the tools within that tools use in lean work right so by by documenting the project and then by showing that showing that the tools work we can then further engagement, which is to say we want to really teach towards some really basic lean, lean tools around doing gimbal walks or process mapping or around doing a 5 s exercise or around a root cause analysis tools, efficient one diagrams or five wide exercises and being able to teach to those that they can fulfill their projects. But when it comes to managers, we also really need to expose them to the same tools so that everyone is speaking the same language. And within lean, there are specific tools and strategies for managing in lean environment. Things like visual management systems and in project portfolio management that we want to be able to teach to to really support our managers that they cultivate innovations within their perspective workforces. But the last we really want to emphasize here on this page is really emphasis on culture and coaching, and that we really hoping that our management can take the tools that we teach to really help cultivate a environment in which we can question and ask why processes are done a certain way and then coach to be able to think critically and solve particular problems. Okay, now this is where the fun begins. So as the board made recall, we have sponsored dozens of project process improvement projects during our first phase of pre-mail. And what we found as a project core team is that managing reporting and supporting dozens of projects isn't necessarily the best way to go about it. But luckily, we found some other models of supporting projects that have worked really well. And I want to give a sense Stafford of our office a shout out here. He runs our performance measurement and initiatives in our office. And what he's put together are a series of sprints sprint model projects where a defined project has a specific amount of time, 8 to 12 weeks where they sprint through from beginning to end to create a solid deliverable at the end of the project. And we don't want to emulate that. And so we've been analyzing our capacity and we think that we can support a single project each quarter for that to be attended to a week long sprint in which the CEO's office would partner with a perspective project team in order to complete the project in a finite amount of time. We would use the lessons learned from our demonstration projects to know that carefully select and focus resources on specific projects and again be able to bring the full weight of the CEO's office and the res and outside resources to the full project with the project team in order to complete the project. And again the outcome of this is around being able to celebrate the success and the story of that project in a finite amount of time so that each quarter we can bring an update to the board or bring an update on our on our Primo portal to talk about this specific project playing on with that sprint. So this isn't an ambitious work plan. And we are looking to take this one bite at a time. I know myself and Rita we get into debates quite a bit about how best to put this together and, and if it's a little too ambitious or not. But we really want to start, start slowly and build a sustainable model of moving forward. So that's really starts with that foundation of engagement and the resource library that I talked about earlier. That's really the first step, moving forward over here the next six months, getting that DIY project documentation tool dialed in crafting it, piloting it, making sure that it was testing it and being able to roll that out in a manner that is widely accessible to our community staff is really our first our first point. Later in the summer and into the fall will be crafting a curriculum around our practitioner training and doing a initial test run and a piloting of that curriculum with a small with a small training session. And then by then that should get us to about November will report back to the board on the progress of those first two aspects of the initiative. When we get into the winter and the next year, then we'll be dialing in our main management training and support structure, and then lastly being able to kick off our quarterly project sprint. So with that, I'll hand it to you Lisa to bring us home. Thank you Eric thank you Rita really appreciate your focus over the spring on top of all the other stuff you're doing to get this restarted. Let me draw some just high level conclusions I think everyone can look at that first year it was really. It was really around introducing the concepts of continuous process improvement and lean and in prompting folks curiosity around the ideas and then we went in a little big with our approach to the projects that and their broad scopes. But again, the idea there was to really get is broadening engagement and awareness of this new program. As we move into our second real full year of the program we want to start modifying our approaches described by Eric to something that's a more integrated sustainable approach that really supports every day improvement. And that culture of learning and exploration of the work across the workforce. So we want to modify and go a little bit deeper, a little slower, and make sure we make this program something that we can build on over time. We're concluding our staff report and we just as the recommendations are for you to consider this report and then direct us to come back no later than mid November with an update on our implementation activities. We're happy to engage with any of the offices around this next set of implementation and design work and thoughts you may have. And we really are looking to forward to hearing about your comments and questions today. You're micrased me did I make a couple of comments before I think other board members would like to comment as well. Thank you, see Carlos velocities for bringing this program before us and proposing it in the first place so we can improve our services to the public of Santa Cruz County. and especially to Rita Sanchez and Eric Friedrich for leading this charge. And for the many people, employees who participated, they spent hours at this to make service to our county residents more pleasant and understandable and a good process. It's, and one phrase that was used that really rang my bell as a Cal Poly along is that Mr. Friedrich used the phrase learned by doing and that's the motto of Cal Poly San Luis Obispo. So you're on the right track from the beginning, I can tell you that. You know, early on and during the many workshops and discussions that we had on this and continuous improvement within the county departments, we talked about numerous benefits of increasing staff training and fostering innovation and meeting measurable goals. And now we're talking about what we have learned so far and are can be acknowledging that there are many challenges to implement these programs. This report is a refreshing recognition of that work is difficult and it's going to take time, but the rewards for all the county employees for how the community will be served will be well worth the effort in the end. I really again want to thank the CAO and his staff and particularly here, Ms. Benson, Rita Sanchez, Eric Friedrich, Sven as well for the continuous work that you've had to move this process along. We like everything else that we've had in this last year. We really hit a bump on the road with the combination of COVID and fires, but thank you for sticking with it. And we're all going to be very satisfied with the results and the outcome and the way we provide services to the general public in the end. Thank you very much. I don't entertain any comments from board members if they would like. Mr. Chair. Supervisor Coonerty. Great, thank you. So yeah, I just want to appreciate the effort that's got into this. It's a critical piece to empower every county worker to improve services and provide better outcomes for anyone who's interacting with the county or for our workers, right? And the less time spent doing unnecessary or repetitive tasks allows us to do other things that better serve the community. I guess I'd make a couple of comments. One is I think going through a pandemic, economic crisis and fire is possibly the biggest lean project the county's ever run. And there were a lot of lessons learned from that process and that response. And so I think it's sort of framed as we went on this pause while we dealt with these issues. But in fact, right, we were moving quickly. We were breaking through red tape. We were doing things we'd never done before and finding quick solutions and empowering people to stand up warehouses and evacuation centers and allow people, restaurants to have people sit in parking lots, right? This is all continuous process improvement that we need to figure out how to translate into policies regularly both the mindset and potentially the approach and outcomes. And so I wanna encourage that we go back and think about the lessons learned and treat it, never waste a crisis and treat it as a learning opportunity. And the second part is I look forward. I think I would hope for the next report on this to have the employees themselves up presenting what they do. It's hard, I think for people outside the organization to understand the acronyms and the process. I think it's easy when they see an example of how this works and they can start applying it to their own work or to their own processes. So hopefully that'll be built in as we go forward to have some of these processes, actual improvements highlighted at the next reporting period. I'll take it. Anybody else with Supervisor Friend? Yes, thank you, Mr. Chair. And I really appreciate Supervisor Coonerty's comments. I think that they were spot on on the ways the things that we were done last year in ways that we can expand upon them moving forward in a permanence. I did have a question. I think maybe Mr. Friedrich, this was best for you. You'd presented on a section that was in the staff report in regards to the sprints, but in particular on the quarterly. I just wanna make sure that I actually understand what's being presented because I was a little confused reading the agenda item. There's a line in there that says, quote, only one project would be conducted per quarter to focus resources, end quote. So I'm just saying, are we saying that there would be four total projects a year? And that's the max that we'd be doing. I understand that there's other things that go on at the same time. And I recognize the statement that we've been focusing on a lot of things. But I just wanna make sure I get an understanding of what the expectation is. That number, for me, doesn't seem like that many. And so I just wanted to make sure that if that was per individual, is that per project team? Is it for total that the county's gonna be focusing on a year? Just make sure that I get a complete understanding of that. Yeah, Supervisor Friend, I appreciate the question. And that'd be correct. There'd be four total from the core team each year. Now, that is just something because we wanted to start small. As we understand our own capacity to manage these projects, that could increase to two per quarter, three per quarter. But at least for this next year, we wanna at least just kind of focus kind of one at a time and make sure that we're dialing in our project delivery model so that we're not fighting off more than we can chew. If I can add one more element to that. One of our, we still anticipate that our department-based teams will be working on projects. So again, this is around a centralized support model versus stuff that may be going on, I don't wanna say independently, but separately in departments. So again, this was around, how do we help create sort of that base approach? Is it in a training approach that's a little bit more manageable? So it's again, tighter scopes. Having a clear timeline of that 90-day sprint really helps you be clear about the specific things you're gonna address and not take on more than what you can do. One of the challenges you find frequently with these types of projects is people do it once and they don't actually come back to circle back and make it continuous. So we wanna just really sort of boil down what are the mechanics of getting that first generation one project off the ground and making sure they have the framework to then move forward and continuous subsequent iterations of improvement. Okay. And I mean, so I think I have more understanding. I'm still gonna ask a couple of questions. That's where I've been since I mean, so because my concern is, and by the way, let's start with the 10,000 foot view that these concerns are rooted in the fact of how amazing this actually could be. So for potential for both the public and the county as an organization. And this is more about it's not our job to get involved in the process down the weeds. It's not a policy makers. It's not really an appropriate role for us but we should still have an understanding of what it is that's being planned. And for me, I would be concerned that you would have a 90 day sprint. And then as you talk about it being continued for that department at least continuing working on it but it sounds like then it's sort of, it sounds like the doors closed on it. So, and it sounds like then there's just four within that year, which I'd recognize these could be four transformational projects. I mean, it's also the quality of it to be fair. But I think that if you are, if departments are still doing departmental level work and I think that if those four projects have continued improvement then the way that this should get reported out to the community and the board should have that information. I mean, I think that you can have sort of a macro level four projects or one project per quarter. But then in the next quarter, we should learn what got updated in the project that was completed in the last quarter. And we should also be receiving on a smaller basis what's happening at a department level. Otherwise it doesn't seem as transformational as I think the intention is. And so it's more about I guess how it gets explained moving forward. I mean, I'm comfortable and I completely understand Mr. Friedrich what you were saying about a first year analysis. And then I would hope then that there is the same process improvement being applied to the process improvement, which is to say that I would anticipate that in the second year, we'd keep you to that and that you would say whether four is the right number whether we can move to six or eight because otherwise it just, it feels like we're setting up a standard that we know we can make as opposed to one that we're trying to reach as Supervisor Coonerty and I when we push for this some years back why don't we set some of these stretch goals and see where we can go. I'd much rather have us fail at trying to transform the process than just setting things that we know we can do. I think that that's what's going to change it. So I appreciate having a better understanding. I think that we know where we both are on this and I appreciate that Ms. Benson, Mr. Friedrich, thank you. Thank you. Supervisor Caput, do you have a comment? Yeah, but thank you. I want to thank, I hope I got all the names right there now, Rita, Eric, and Lisa and also Carlos Blasio for putting all this together. I know it's been a lot of work. I'm just curious about during this past year how that affected how you were all able to get together and do everything for this report. It would have, this report would have been a lot different if we didn't have the pandemic, we didn't have the fire, we didn't have the economic turmoil that we did have. I'm just curious on how you adapted and did the report. One of you can respond if you want. I'd be happy to respond to that, Supervisor Caput. I absolutely, I mean, the resources of the CAO staff team really had to pivot towards both pandemic and then after the pandemic, CZU response. So we were all sort of focused on the most immediate priorities and tried to stay in touch with our Primo sort of front runners from the first year. And I think actually Ryan, Supervisor Coonerty spoke to it. What I saw when I was in the EOC during CZU fire, there were a lot of folks who are green belts who were also deployed in the fire response who were utilizing concepts around mapping out new processes we had to design on the fly. They were using the concepts and the tools as we sort of solved the problems of the day. So as I reflect on where we were coming out of the showcase in February, which was we had a really solid work plan that we wanted to move forward with the existing green belt projects with new tools that sort of had to be set aside. I do not feel like the last year was a lost year for Primo. It was actually a year where we had to draw on those concepts to just make it through the year. When we restarted in January, like Rita and Eric said, we really wanted to make sure we were rooted in the real experience of our staff. One of the key concepts of Lean is that idea of going to the people who do the work and asking them what their experience is and how it's going. And so that's why we designed the surveys. But we also wanted to have those face to face, virtual face to face conversations. And one thing I'll say about the surveys themselves is we have lots of graphs and charts from those but we also had some open-ended questions and the time people took to reflect on their experience over the last year, the qualitative data we got in those surveys were incredibly informative about how people use the tools but also that they wanted to come back to the program. They wanted to bring this forward and they wanted other employees to understand it because they did feel those tools and concepts were so helpful. Okay, thank you. Thank you, Supervisor Cronig. Yes, thank you, Chair. And thank you to the project team, Ms. Benson, Ms. Sanchez and Mr. Friedrich. It's really exciting that the county is focusing on Lean process improvement. I've worked for four different startups and of course the Lean startup, the book was pretty much our instruction manual on how to run a startup. And of course the mantra in that book is build, measure, learn. I think what I'm seeing today is a lot of great work on the build and learn part. I'd like to see a little bit more on the measure part. And so I think you also mentioned this in that you said process improvement happens all the time in the county and we just don't have a great way to capture that. In my mind, the way that we capture that is with some metrics for each department. So I might start by asking the project team, does each department currently have a course out of metrics or key performance indicators? For example, with personnel, do we know the average time, length of time it takes to hire a new employee? I would say it varies by department on how they're measuring their overall work in terms of Lean process and personnel, yes, they actually, that was a project they did. They wanted to reduce their days to hire. And I think it's not just KPIs. When you're getting in at the process level it's really understanding what is it that you're delivering? What the value proposition is about it? And then evaluating each of those process steps to understand are they actually contributing value along the way? And what's the time factor that's being, I mean, time is one of the biggest things that we need to be measuring. Our challenge right now is, as you mentioned, Supervisor Koenig is having sort of a standard, simplified way for people to go through that. In some of my past experiences and bringing Lean into a government setting, that sort of touch time idea is challenging for people that you're actually looking at how long something sits on your desk, how what's your actual time, your hands are on it and tracking that. So we're gonna try and, and it doesn't have to be perfect. I think that's the other thing. We are not looking for super tight precision that sort of rule of thumb works initially. So we wanna sort of promote. This is not rocket science. We wanna sort of get a good flavor and the idea is getting the right direction. That you're seeing something go in the right direction and the measurement is relative. So we're absolutely on point with what you're describing. We know that sort of that measurement piece is really where we need to focus in the next year. I think the work that's already been going on with results based accountability and the sort of cornerstone of our performance measurement program is helping us as a larger organization get more comfortable with that kind of idea of quantitative measurement. But yeah, it's gonna, we've got to keep it simple and keep it relevant and just get people comfortable. Yeah, I think that you're absolutely hit it on the head. I mean, we shouldn't get so obsessed with the process improvement that we're talking forever about the process improvement rather that we're focused on the outcome, the tangible results for voters in terms of service that the county is providing, right? I mean, and you mentioned time, I think that, again, that's great. I mean, for example, it's been really hard for me to get information on how our planning department is doing and how many days it takes to get a building permit on average or how many rounds of review are required to get a permit. So I think what would be most useful for me in subsequent reports on this would be to see what those key metrics are for each department. And that way we can, that provides a minimum framework for everyone in those departments as well to manage to those, to come up with new projects. That says, hey, I know a way that we can get the time to hire down or I know a way that we can get this, these permits issued faster or et cetera. I think so that just, like you said, that helps keep people focused on what elements of county services really matter. So yeah, I would love to just see what, see those core metrics from each department. I'd love for, I mean, it shouldn't be hard. Like you said, each department sort of tracking them in their own way right now. So I'd love to see just department head say, okay, yep, here are the things that we think are the most important for service in our department. Here's basically where we can get that data relatively easily and consistently. And then to see those numbers at least once a quarter and that way we can also track any Primo projects relative to how they've actually moved those numbers. Good, okay, thank you. Do we have any comments from the public? We do. We do have Spanish translation services available. Caller 2915, your microphone is unmuted. Hello, this is Becky Steinbruner. Can you hear me? Yes. Thank you. Thank you for this presentation. As a member of the public, I feel like I have heard a foreign language. And I realize I do not work in the corporate field, so I'm not privy to a lot of these buzzwords and ways of describing things. And I think you will find that it's true of many of the members of the public and even members of your own staff. So I really like the idea of keeping this simple. What I would like as a member of the public is an example of one of these DIY projects. It seems like it's become very cumbersome to make a change. And I found myself thinking, gee, don't bosses and employees just talk and work it out in staff meetings or something? It seems like now they have to go through a 16-hour primo training to get something done. And I even heard earlier in the presentation it was 64 hours of training. Maybe that was the lean leader training, I don't know. But what I, as a member of the public want to know is what are some of these projects? And how do they come about? And what is the opportunity for the public to give our ideas to? We interface with the government. Local government is a public service agency. So why not involve members of the public that may also have good ideas? I have heard county employees stand up before the Board of Supervisors and declare that the whole primo thing is a complete waste of time. Everybody's on furlough now. They don't have time. So I would like some explanation of what are the projects and how are they really helping the public and the employees? Calling user one, your microphone is available. This is Marilyn Garrett and I also applaud Becky Steinburner's comments and I feel like your feel good words are be lied by reality. I feel like I'm listening to double speak while this last year with unwarranted lockdowns and emergency draconian powers and the CAO laying off county employees with parks, libraries, schools, community buildings and activities closed. There's been a huge reduction in services. This is not improving services to the public of Santa Cruz, what is going on at all. And we are not customers. We are public citizens whose taxes fund the county and your salaries. This last year and I'm quoting Robert F. Kennedy Jr. in the introduction to the truth about COVID-19. The suspension of due process, due notice and comment rulemaking meant that none of the government prelates who ordained the quarantine had to first publicly calculate whether destroying the global economy disrupting food and medical supplies and throwing a billion humans into dire poverty and food insecurity would kill more people than it would save. This sounds like a huge waste of money to me and are there any other speakers to this item? Okay, we'll return it to the board to consider the report and accept the report and direct the county administrative officer to return later than November 16 of this year, 2021 with the progress report on the efforts. Entertain a motion. Chair, I'll move that we consider the report the first recommended action and I'd like to modify the second recommended action to read that the county administrative office return no later than 629. So at our end of June meeting with key performance indicators from each department a method to measure them and then to report those KPIs and projects that affected them for all departments minimum of once a quarter with the first full review at the end of Q3. So at the R928 meeting. Okay. I just want to make sure that's doable. I don't want to say I want to make it easy but we're talking about the end of June mission. Is that a realistic day line? And I appreciate the proposal supervisor Coney but I just want to make sure that's doable. We've got the budget situation coming up and so forth. What do you think? Can we make that date or? I guess I have some comments on that and I'd be curious about Carlos's perspective as well. So are the primo stuff is really focused at a a micro process level as opposed to a departmental macro process level. So what we're starting to talk about is what I would say it's more related to the overall performance measurement initiative where we're sort of going pro book program by program looking utilizing the results based accountability framework. So introducing the concept of KPIs sort of puts a new perspective in between those two. Those two concepts that are already in development and in implementation. So I don't know that given we have the budget in the next month sort of asking departments to develop KPIs unless they already have them existing would be something we could pull off in this frame in this timeframe. But I'm just also speaking from the primo stuff where it's a little bit more micro versus departmental KPIs. So I guess I want to make sure Carlos also has an opportunity to sort of reflect on that. I would want to be able to talk with Sven and the performance measurement team around that that nexus with KPIs and whether we think that's something that that could work. But I'm concerned about the timeframe. I don't know. I to me it seemed like we could move we have the June and then we're pretty much often waiting in July maybe the end of August would be a more reasonable date. If we if we wanted to move it up. I just want to get some timeline perspective of what you think Mr. Blasius. Yes. Supervisor Kone give it be acceptable to report back at the second meeting in August. That would give us the time to get through the budget and also we need to coordinate the performance measurement initiative as Lisa mentioned with this program. So that's acceptable. I think that would be a better timeline for our departments. I know some departments already have a lot of these but others are relatively new to it. Sure. The second meeting in August would be perfectly acceptable. And again what I was proposing with that first portion there is really just to understand what the KPIs for the departments were and where they expect to be able to get the data and then actually have a report on where all those currently stand at the end of the third quarter. Okay. Any other comments from board members? Just before I second it just as a matter of clarification on the motion Supervisor Koenig there were a couple other elements on part two that I think actually kind of authorizes them to keep moving forward on this that I don't I think we're unintentionally left out of your changes. So I just want to confirm that you are modifying the second recommendation on the date and providing additional direction of what that is so that that language still stays in. If that's correct I'm happy to second the motion. Yes that works. So should I try to rephrase this? Yeah I apologize on just a process. I wanted to ensure that they still had the direction to keep moving forward and also they proposed the modifications of the program today. I'm moving to the quarterly that I think they intend to move forward on and so it's just authorizing that as well. That's definitely acceptable to me. Okay. Does the clerk have the recommended adjustment with the change of date? Is that understood? Yes Chair it is understood that it will be returning the second meeting in August with the KPIs per department in a manner to measure with a minimum of one quarter. I didn't catch the remainder. Right so to return to later than August 24th with key performance indicators from each department and a method to measure them and then to report those KPIs and projects that affect them for all departments a minimum of once a quarter with the first full review at the end of quarter three which would be our 928 meeting and then I guess to incorporate what the existing number two recommended action would be that also at the 928 meeting I would be a progress report on the efforts to resume Primo and redesign program components. Is that correct? Yes I mean Vincent does that work for you or is that did we just make it more confusing? Well I think we're happy to report on our progress you know the end of September it will be what it will be. I will say the adding of KPIs expands the scope of the work between now and then so we will definitely need to work with departments to understand that. Progress reports are progress reports we will bring where we are and and I think you know we're not we've talked about this probably over the last few times with Primo. We can't let it be perfect to be the enemy of the good. Part of it is just getting stuff started and you know they may not be fully conceived ideas at that point but it's a place to start. I would suspect we would still come back in November with another update on where we are but yes this is actually bringing like we've mentioned performance measurement and Primo sort of closer together and so we will make it happen. Thank you I appreciate that can-do attitude and as you said build measure learn the first build might not be perfect but we'll learn and do it again. Okay so we've got an okay with the motion in the second is that alright? Okay we'll call the roll please. Supervisor Koenig? Aye. Friend? Aye. Coonerty? Aye. Caput? Aye. McPherson? Aye. Thank you motion passes unanimously. Okay the item number eight on the regular agenda has been postponed until June 8th meeting which is going to be a full one I think. Then we go to item number nine it's a continued public hearing to consider the certification of the vote results for county service areas CSAs 3 after seascape 13A flat number 18 White House Canyon and number 28 Lamont Terrace and take related actions as outlined in the memorandum of the deputy CEO director of Public Works Madam Machado and we have a list of items about the certification and resolution of the votes. Mr. Machado do you want to make a comment on this? Thank you chair and supervisors just a quick report on this item so the item before you is to consider certification of votes of each of these CSA ballot measures and also to consider adoption of assessments for each of the CSAs just quick report in February of this past year your board approved the engineers reports for each of these CSAs and then in mid April April 13th your board conducted a public hearing which as you said is continued to today and today I would like to report out very briefly the tabulation of the election results so for CSA number 3 which is the uptoss seascape area the proposed assessment did not pass with a about approximately 59% saying no to the assessment for CSA number 13A the proposed assessment did pass with a 75% of the ballot saying yes CSA number 18 passed with a 55% saying yes and then for CSA number 28 it passed with a about a 65% saying yes to the proposed assessment and so with that information we do have three recommended actions the first one is to accept certification of the vote results for CSAs number 3 number 13A number 18 and number 28 secondly to adopt resolutions authorizing and levying an assessment for road maintenance and operations within CSA numbers 13A 18 and 28 for the 21-22 fiscal year and each year following and finally to adopt a resolution confirming previously established benefit assessment for road median maintenance street utility facilities and beach access maintenance patrol and litter control services for the beach area below via Palo Alto and extending south to the resort all within CSA number 3 for the 21-22 fiscal year and each year following and with that I can answer any questions that you may have and then clearly that these just take a majority vote to pass is that correct that is correct these are majority vote of the ballots received that's correct okay any comments from board members see none any comments from the public have one speaker to this item user one your microphone is available things I'm curious what the total number of votes were 55% is close and the other thing is item 8 I know you're continuing it but whenever there's an item on the agenda that's printed you are to legally take comments on it and I didn't hear you do that and so I'm going to ask a question here about the syringe services given that the massive number of injections of COVID shots what is happening to all of these syringes how are they being disposed of because lots of from what I'm reading toxic chemicals in this and huge increase in plastic contamination whatever these so that I'm just requesting that that be included in this program because that seems to me a large larger use of syringes if I'm understanding this correctly then what would be street use that's my input that I'd like included for item 8 when it comes back I think you said June 8 thank you it's June 8 but I'm going to stick with item number 9 and then we'll go back to the discussion on number 8 if we need to discuss that at all do you have the vote count or yet the percentages why don't you just give the vote count on each of those please sure thank you chairman so for CSA number 18 we received 22 votes 12 were yeses 10 were noes that was the nearly 55% yes for CSA number 28 we received 49 total votes 32 were yeses 17 were noes for about a 65% yes for CSA 13a we received 12 ballots 9 were yeses 3 were noes for 75% support yes and then for the CSA number 3 we received 721 votes with 414 no and 307 yes for the failure of that one at about 59% no thank you any other comments from the public there are no other speakers from the public okay entertain a motion or a discussion from the board a further discussion or motion no mr. chair also reminder that these are weighted votes based on a number of factors but so with that said I'll move the recommended actions second motion my friend second by Koenig please call the roll Supervisor Koenig hi friend hi Coonerty hi campus hi McPherson hi thank you motion passes unanimously I think return to get advice from the County Council on item number 8 we have to mention or announce it at least or no supervisor what Ms. Garrett said was inaccurate that item was removed from the agenda and therefore there's no discussion on at all anybody who wanted to speak during public comment could have spoken as to the issue regarding item 8 because it's within the jurisdiction of your board but we don't have a separate item on that today okay very well okay that completes our agenda our consent and regular agendas we will now go into closed session to item number 10 conference with legal counsel on the threat to public service facilities regarding the COVID pandemic I will entertain a motion or is there a reportable action no no reportable actions today okay okay I will entertain a motion to adjourn into closed session so moved Koenig somebody sorry I mean we don't normally do this but I'll second I don't know if we need a motion to go into closed session I think that the item is already yeah I was just going to adjourn okay motion to adjourn okay I'll support the motion to adjourn okay very well please go on the roll I guess we don't raise our Koenig friend community I cap it my person chair McPherson your microphone is muted I as well thank you it is 11 or excuse me 1035 we'll just take a five minute break and return in five minutes to closed session okay