Trisha Adcock

This Cultural Competency Plan Update for the County of Santa Clara Behavioral Health Services Department outlines systemwide strategies to deliver equitable, culturally responsive, and linguistically accessible behavioral health care for one of California's most diverse counties. Guided by DHCS Cultural Competence Plan Requirements and CLAS Standards, the plan focuses on committees for cultural competence, assessing service needs, reducing disparities, integrating client/family/community feedback, culturally competent training activities, growing a multicultural workforce, enhancing language capacity, and adapting services. The plan aims to ensure that behavioral health services are accessible, respectful, and effective for all individuals, regardless of language, culture, identity, or lived experience.

This document, an Emergency Operations Plan (EOP) jurisdictional model, provides comprehensive guidance for local entities to prepare for, respond to, and manage various natural and human-caused emergencies. It outlines an all-hazards approach, integrating the Standardized Emergency Management System (SEMS), National Incident Management System (NIMS), and Incident Command System (ICS) to coordinate efforts. Key focus areas include prevention, mitigation, protection, response, and recovery, supported by FEMA's 32 core capabilities. The plan also emphasizes whole community principles, addressing access and functional needs, and cultural competency to ensure equitable and effective emergency management for all community members, aiming to maximize public safety, minimize damage, and ensure continuity of government.

The Annual Town Meeting addressed numerous articles. Key actions included approving the meeting's convening, establishing voting procedures regarding moderator declarations and vote counting, and passing Articles 1 through 6, and Article 17 by consent. These consent actions covered receiving official reports, casting ballots for various Fund Trustees, amending the Personnel By-Law, accepting an additional real estate exemption authority, authorizing revolving fund expenditure limits for FY 2025, establishing an Electric Vehicle Charging Stations Revolving Fund, and accepting specified roads (Lily Lane and an extension to Juniper Road) as public ways. Furthermore, the meeting involved elections to the Finance Committee and affirmation of Moderator's appointments to the Nominating Committee for the Finance Committee. Compensation for elected officers for FY 2025 was fixed. Article 9 detailed Capital Outlay appropriations across various departments (Recreation, Public Works, Water, Fire, School) including funding for resurfacing courts, purchasing equipment, facility renovations, water main replacement, and fire engines, and the Town approved this article despite an unsuccessful amendment attempt regarding Lakeview Street construction. Rescissions and appropriations concerning previous School Department technology, truck/snow removal equipment, and classroom furniture voted in 2023 were also approved. Article 10 addressed the overall Town budget for Fiscal Year 2025 ($108,925,542), which included appropriations for various departments, debt service, insurance, and the approval of the School Department budget of $54,031,855. The Community Preservation Committee recommendations in Article 11 were acted upon, involving appropriations for administrative expenses, debt service, and reservations for Open Space/Recreation, Historic Preservation, and Community Housing, with subsequent amendments regarding funding a feasibility study/schematic design for community garden relocation and Lake Massapoag hazard mitigation. Finally, Article 19 and Article 20 involved significant amendments to the Zoning By-Law, particularly the establishment and implementation of the MBTA Communities Multi-Family and Mixed-Use Overlay District (MCMMOD) replacing the former Mixed-Use Overlay District (MUOD), and modifications to size limits, setback usage, and site plan review procedures within Business District A.

This document outlines Santa Clara County's proactive and multi-directional strategy to address a severe financial challenge, specifically a $1 billion annual budget deficit caused by federal government actions. The plan focuses on implementing significant budget cuts while safeguarding core safety net services, seeking support from the state to mitigate impacts on public health, and advocating for community support through local revenue solutions such as a proposed sales tax increase. It details current cost-reduction efforts and additional necessary steps to ensure essential community services are maintained.

This document outlines the County of Santa Clara's multi-pronged approach to address a projected $1 billion annual funding shortfall due to federal budget cuts. The strategy includes making significant budget reductions while protecting core safety net services, seeking support from the State to mitigate impacts on public healthcare, and pursuing local revenue solutions, such as a sales tax measure. The plan details current and additional steps required, focusing on operational efficiencies, program restructuring, and exploring all possible revenue and cost-saving opportunities to avoid devastating service cuts to critical community services.