HomeMy WebLinkAboutMINUTES - 07281994 - 9 To: BOARD OF SUPERVISORS 5..••.. Contra
FROM: Phil Batchelor, County Administrator Costa
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Jul 281994
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SUBJECT: REPORT ON BUDGET COMMITTEE HEARINGS AND ADOPTION
OF THE FINAL BUDGET FOR 1994-95 FISCAL YEAR
SPECIFIC REQUEST(S)OR RECOMMENDATION(S)&BACKGROUND AND JUSTIFICATION
RECOMMENDATIONS:
General Recommendations:
1. RECEIVE the following report from the County Administrator making
recommendations for balancing the County's 1994-95 Budget.
2. RECEIVE any public testimony on the proposed 1994-95 County Budget.
3. DIRECT the County Administrator to prepare the necessary documents to
implement position and classification adjustments as required by department
reduction plans.
4. APPROVE the line item adjustments to the Proposed 1994-95 County Budget
(see Attachment A), which complete the recommended reduction plans, and
thereby comprises the Adopted County Budget for the 1994-95 Fiscal Year.
5. AUTHORIZE the County Administrator and Auditor-Controller to make technical
adjustments to the 1994-95 County Budget when actual fiscal year 1993-94 year-
end figures are known, including changes in reserves, designations, fund balance,
revenues and appropriations and return to the Board of Supervisors, if
appropriate.
CONTINUED ON ATTACHMENT: YESSIGNATURE:
RECOMMENDATION OF COUNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE
-APPROVE OTHER
SIGNATURE(S):
ACTION OF BOARD ON July 1994 APPROVED AS RECOMMENDED OTHER X
The Board APPROVED the above 20 recommendations, as amended, including ADOPTING
Resolution 94/390 implementing Recommendation No. 7.
See attached "Addendum to Budget Order dated July 28, 1994" for amendments
to the recommendations and the vote of the Board members on same.
VOTE OF SUPERVISORS see attached addendum
I HEREBY CERTIFY THAT THIS IS A TRUE
UNANIMOUS(ABSENT ) AND CORRECT COPY OF AN ACTION TAKEN
AYES: NOES: AND ENTERED ON THE MINUTES OF THE BOARD
ABSENT: ABSTAIN: OF SUPERVISORS ON THE DATE SHOWN.
ATTESTED July 28, 1994
Contact: County Administrator PHIL BATCHELOR,CLERK OF THE BOARD OF
cc., Auditor-Controller Cooperative Extension SUPERVISORS AND COUNTY ADMINISTRATOR
Personnel Private Ind. Council
County Counsel GMEDA
District Attorney Social Services BY DEPUTY
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6. RECOGNIZE that $16,800,000 of revenue in the 1994-95 budget is non-recurring
revenue and that this significant amount of financing in the current year will
become part of the 1995-96 local budget problem to the extent that equivalent
financing sources cannot be identified.
7. ADOPT the resolution in Attachment B, as approved by the Auditor-Controller,
releasing Property Tax Loss Reserve Funds pursuant to Revenue and Tax Code
Section 4703.2 to offset the property tax revenue loss as a result of state action.
8. SUPPORT,the plan of the Treasurer-Tax Collector of including an insert in the
1994-95 tax bills which shows the distribution of property tax revenues and the
change in distribution of revenues over the last three years as described in
Attachment C.
9. ACCEPT the report from the Growth Management and Economic Development
Agency on the Water Agency Budget, the Central GMEDA budget, Public Works
grants and projects over the last two years, and the Petroleum Violation Escrow
Account included as Attachments DA D-2, D-3 and D-4.
10. CONSIDER whether or not to reduce the budget for the Board of Supervisors.
If the Board deems it desirable to reduce their budget, consider: a) restoring
$13,544 of targeted cuts to the Cooperative Extension Department, and if
additional monies remain; b) augmenting other identified areas such as the
District Attorney's budget.
11. CONSIDER options for restoration of additional maintenance levej funding as
requested by the District Attorney.
12. DIRECT the County Administrator to work with the Superior and Municipal Courts
and the County Clerk's Office to determine what further budget adjustments may
be required once State Trial Court funding levels are known and report back to
the Board as necessary.
13. DEFER elimination of the General Assistance residential alcohol recovery services
($300,000) pending staff investigation of issues relating to General Assistance
standards of aid, including the possible impact of the case pending before the
Ninth Circuit on AFDC standards of aid.
14. DIRECT the County Administrator, Health Services Director and Private Industry
Council Director to work with the Women's Advisory Committee to determine the
advisability of relocating the committee to the Health Services Department.
15. ACCEPT the information on the number of children receiving child development
services through the Community Services Department.
16. ACKNOWLEDGE that the Health Services Department faces a projected $3 - 8
million revenue shortfall depending on state budget actions and pending health
care reform. DIRECT the County Administrator to work with the Health Services
Director to determine what further budget adjustments may be required and report
back to the Board as necessary.
17. DIRECT the County Administrator to provide a status report to the Board of
Supervisors in September on the following:
• Final analysis of the impact of the state budget and "Trailer Bills" on the
County's Budget.
• Analysis of the impact of any additional final actions taken by the
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• Recommendations for adjustments which are required to close-out the
1993-94 fiscal year and to the Adopted County Budget for 1994-95.
18. RECOGNIZE that the State Budget Act includes a "trigger" which automatically
reduces state appropriations if state revenues are below specified targets and if
the Governor and Legislature are unable to act to balance the budget. The
"trigger" poses a substantial risk to revenues included in the County Budget.
19. REAFFIRM that the Board of Supervisors intends to consider the budget for all
special districts for which the Board of Supervisors is the ex-officio governing
board on Tuesday, August 2, 1994.
20. ADJOURN to the workshop on the County Library on Friday, July 29 at 9:30 AM
at the George Gordon Center, 500 Court Street, Martinez.
BACKGROUND:
Overview
For the fifth straight year, the County is faced with a serious budget problem which
requires difficult decisions by the Board. As of this writing, the total impact of the state's
action on our budget is undetermined. The Recommended Budget deals with
$9,980,000 in revenue losses and cost shifts of which we are absolutely sure. We will
need to return to the Board at a later date with the balance of the state impacts. In
addition, the local problem adds another $14,188,000 for a grand total of at least
$24,168,000.
The $24,168,000 problem is composed of both revenue losses and appropriation
increases. The state component of the problem consists of a $9,300,000 property tax
revenue shift to the schools and a$680,000 revenue reduction to juvenile camps and
ranches. The $14,188,000 local problem consists of the need to augment appropriations
in the Sheriffs Department by $6,300,000, the Municipal Courts by $550,000 and the
District Attorney by $146,000. In addition, uncontrollable costs add $1,650,000 for
appropriation increases to liability insurance, retiree health benefits and the audit and
litigation reserve. Finally, as was reported in May, the fund balance available from last
budget year will drop by $5,542,000.
The recommended solutions to the budget problem were presented in the
Recommended Budget and discussed by the Board on July 20 and 21 during Budget
Committee Hearings. It was recommended that Departments reduce their net county
costs by $7,368,000, of which $5,191,000 are cuts to appropriations and $2,177,000 are
increases to revenues. Further, that the use of $9,300,000 in non-recurring revenue
from the Tax Losses Reserve Fund be used to offset the $9,300,000 in property tax
losses required by the state. Finally, that we apply the $7,500,000 in subsidy granted
by the Retirement Board to further reduce the budget problem.
The description of the budget problem above does not reflect the total budget shortfall
since the Proposed Budget was essentially a "roll over" budget from 1993-94. This
means that budget adjustments were not included for such items as employee merit and
step increases, cost of living increases granted employees, pay equity increases and
associated benefit increases for Social Security, Medicare, retirement plans and worker's
compensation. Moreover, the service and supplies and fixed asset accounts were frozen
at the 1993-94 levels. Finally, Departments were asked to make-up or absorb non-
recurring revenues received in 1993-94.
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A number of state actions have the potential to significantly add to the budget problem
in the future. The Health Department may suffer additional revenue losses of between
$3,000,000 and $8,350,000. Also, the courts may lose approximately $700,000 in Trial
Court Funding. Lastly, the budget trigger, which may be pulled in early 1995, may visit
further harm on the County Budget in the form of increased cost shifts to the County or
revenue losses.
1994-95 BUDGET ADOPTION MECHANICS
The series of recommendations presented in this Board Order provides the Board with
the required and necessary actions to adopt the 1994-95 County Budget.
Recommendations one through seven are routine policy and procedures necessary to
enact the County Budget. Recommendation four would incorporate the changes
included in the Recommended Budget, reviewed by the Board on July 20 and 21, on a
Department and line item basis.
BOARD ISSUES AND REQUESTS FOR INFORMATION
During the Budget Committee Hearings, the Board requested the staff from the County
Administrator's Office and several departments to return to the Board with additional
information. Additionally, the Board decided to further discuss the budget reductions and
options of three Departments. What follows is a response to those instructions.
Treasurer-Tax Collector
The Treasurer-Tax Collector presented a plan to inform the taxpayers of the
distribution of property tax revenue. The Board supported the plan and requested
that a pie chart and other information be slightly modified to help the public
understand which agencies receive the revenues and the changes in revenue
distribution over the last., several years. Attachment C presents the information
as modified.
Growth Management Economic Development Agency
At the Budget Hearings, the Board requested information from GMEDA relative
to the Water Agency Budget, the Central GMEDA budget, Public Works grants
and projects over the last two years, and the Petroleum Violation Escrow Account.
Attachment D-1, D-2, D-3 and D-4 presents detailed information regarding each
of these items.
Board of Supervisor's Budge
Board members have indicated that they would discuss possible reductions to
their budget at the Public Hearings. A 10% budget reduction of net county cost
amounts to $114,600, and could be allocated as shown below.
*Non-District $30,219
Districts $84,381
If desirable to reduce, delegate to the CAO the responsibility for identifying a net county cost
reduction plan for the non-District portion of the Board's budget.
If the Board chooses to reduce their budget, any amount reduced could be
applied toward the $13,544 cut for Cooperative Extension in order to continue a
minimum level of staffing for that Department. If any additional monies remain,
consider funding previous identified areas such as the District Attorney.
Page 5
Finally, the Board raised concerns about tracking and monitoring their budget and
requested that the County Administrator insure monthly distribution of budget
information to each District Office. Arrangements have been made with staff from
the Auditor-Controller and CAO to prepare and distribute these reports on a
monthly basis.
District Attorney
At the Department Budget Hearing on July 21, the Board of Supervisors
requested the County Administrator to outline available options to restore
maintenance level funding to the District Attorney's Office. In order to provide this
level of funding, an increase in the District Attorney's net county cost of$408,078
is needed. This represents a decrease of $63,577 over the $471,655 requested
by the District Attorney. The decrease is attributable to the cost of vacation
payback which, historically, has never been budgeted in operating budgets and
which the department has the discretion to deny.
We are outlining here four possible sources of funding to restore this level of
funding for the District Attorney. All would require decreases in other
departments. The impact of each is also identified.
1. Board of Supervisors--this option involves using whatever is available after
final determination is made as to the Board's level of funding for FY 1994-
95, as described above.
2. Probation Department Adult Supervision--there are currently 16.5 deputy
probation officers assigned to supervision of adult felons. Of approximately
4,000 felony probationers, over half (2,144) are assigned to a so-called
"banked" caseload which receive little or no supervision. For each deputy
probation officer, a position cancelled is approximately a $60,000 savings
in salary and benefits. The impact of further reducing probation officers
assigned to this function would be to increase the number of high-risk
felony offenders that, in fact, would not be receiving any active probation
supervision. .This would include sex offenders and violent offenders.
3. The County has a $1.488 million (0.7%) overmatch in Social Service
Department's $219.2 million budget. The overmatch is in three programs,
two of which directly support children:
a. Adoptions ($277,584 overmatch). This program provides adoption
services to children. The program also helps reduce foster care
costs ($ 185,000 saving in 1992, based on placement of 78 children
and annualized foster care costs of$479,000). Program reductions
could result in processing backlogs and risk non-compliance with
directives of the Juvenile Court. As the Board knows, Adoptions
was the subject of review by the FY 93-94 Grand Jury.
b. Foster Home Licensing ($131.353 overmatch). The Foster Home
Licensing unit processes applications for foster home licenses under
agreement with the state as well as provides supportive services to
licensed foster parents. Program reductions would slow down the
processing of foster home licensing, affecting the County's ability to
place children in foster homes. Diminished support services to
current foster parents could result in loss of their services.
Insufficient numbers of foster parents could result in children being
placed in more costly institutional settings.
Page 6
C. Adult Programs ($277,131 overmatch). Within the Adult Programs,
the overmatch is in Adult Protective Services, Volunteer Services
and In-Home Support Services/Personal Care Services (IHSS/PCS)
Adult Protective Services provides social worker investigations of
reports that a dependent adult is exploited, neglected or physically
abused. Currently, the Department accepts only the most serious
Adult Protective Services cases for investigation. Further reductions
could expose the County to liability for failure to act as provided by
law. Volunteer Services coordinate donations and volunteer
activities that send children to summer camp, provide food, toys and
clothing to low income families, help prevent evictions and provide
supervised visitation and transportation for dependents of the court.
Reductions in this program could jeopardized its viability. In
IHSS/PCS, the overmatch is application of the County's savings on
its share of IHSS provider payments due to shifting cases to PCS,
which are paid by Medi-Cal, The overmatch funds the increased
administrative costs related to PCS. Reduction of this program
would trigger higher costs in categorical aid.
In addition, each of these programs has an imbedded cost for the County's
share of A87 administrative claiming, which increases its overall fiscal
overmatch, though not its programmatic overmatch. The A87 "overmatch"
share is $ 801,973.
4. The County has a $9.6 million (3.2%) overmatch in the Health Services
Department's $303.5 million budget. Excluding detention, the overmatch
is $4.7 million or 1.5% of the overall budget. The remaining overmatch is
in Health ($2.1 million), Mental Health ($2.2 million), Alcohol Abuse
($95,000) and Drug Abuse ($293,000).
For FY 94-95, the Health Services Department faces a projected $3 - $8
million revenue shortfall. Phase I budget adjustments reduce the net
county cost by $1.455 mil'lion. Future budget reduction phases are
pending evaluation of the department situation as affected by state budget
actions and pending health care reform.
On pages 63 to 71 of the Recommended Budget document, reduction
options are presented for future phases of cuts for the Health Services
Department. Utilizing these reduction options at this time would preclude
their availability to offset the Health Department's projected revenue
shortfall in future phases of budget reductions.
Trial Court Funding
At this point, we have not received the final County allocation of State Trial Court
Funds from the State Trial Court Budget Commission. It is anticipated that funds
will be less than currently included in the Proposed Budget. In addition, we still
do not know the final language of the Trial Court Funding Trailer Bill which may
include sections relative to an increase or decrease in funding. Once this
information becomes available, we will discuss the matter with the Superior and
Municipal Courts and the County Clerk and submit to the Board of Supervisors
whatever further budget adjustments are required.
Social Services
In order to meet its budget reduction target, the Social Service Department was
forced to include elimination of residential alcohol recovery services for General
Assistance recipients, despite the positive results of the program in helping
General Assistance recipients overcome alcohol dependency and achieve self
sufficiency.
Page 7
In the program budget, and during the budget hearings, the Department discussed
the desirability of finding alternate funding sources for the General Assistance
residential alcohol recovery services. The Department examined the option of
returning program responsibility to the Health Services Department; however,
Health Services has indicated that their current projected revenue shortfall of
$3 - 8 million precluded that option. The Social Service Department also
discussed the option of offsetting the elimination of General Assistance residential
alcohol recovery services with the proposed changes in the General Assistance
Standards of aid.
Staff is currently investigating issues related to the proposed changes in the
standards of aid, including the Ninth Circuit case on AFDC (Beno et al vs
Shal-ala et al). Consequently, at this time, it would appear prudent to defer
action on the elimination of the residential alcohol recovery services.
Private Industry Council
Currently, the Women's Advisory Committee is budgeted within, and staffed by,
the Private Industry Council (PIC). Placement within PIC was based on the
committee's primary responsibility to explore issues affecting employment of
women. However, since PIC is funded totally by outside revenues, except for
funding for the Women's Advisory Committee, staff support has necessarily been
limited by the allocation of net county cost.
During the budget hearings, it was suggested that the Women's Advisory
Committee might benefit from relocation to a larger department such as the
Health Services Department. Staff has informed the chair of the committee of this
suggestion. Since such a decision should not unilateral, but result from
consensus among the involved parties, it is recommended that the Board of
Supervisors authorize and direct the County Administrator to work with the
Women's Advisory Committee, Private Industry Council and Health Services
Department to discuss the relocation option.
Community Services
During the budget hearings, the Board of Supervisors requested the Community
Services Department to provide information on the number of children receiving
child development services, listed by supervisorial district and funding source.
The Department has provided the following chart:
NUMBER OF CHILDREN RECEIVING CHILD DEVELOPMENT SERVICES
THROUGH THE COMMUNITY SERVICES DEPARTMENT
Program by District I District II District District District V Totals
Funding Source III IV
Child Development 589 0 0 0 0 589
State Preschool 125 50 0 70 130 375
Family Child Care 0 0 0 0 40 40
Head Start 357 149 0 204 412 1,122
TOTALS 1,071 199 0 274 582 2,126
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Health Services Department
Phase I budget adjustments for the Health Services Department reduced the net county
cost by $1.455 million; however, the Health Services Department still faces a projected
$3 - 8 million revenue shortfall due to reductions in the prepaid health plan, state
takeback of SB910 Medi-Cal administrative claims, state takeback of SB855
intergovernmental transfer and shortfalls in the tobacco tax revenues.
The extent and need for future phases of reductions for the Health Services Department
depend upon state budget actions and pending health care reform. The County
Administrator's Office and Health Services are closely monitoring the situation and will
report back to the Board with a status report and action plans as necessary.
FUTURE BUDGET ACTIVITIES
As was presented at the budget hearings, there are seven specific areas in which action
was taken by the state in the 1994-95 State Budget which have or can have a significant
impact on our County Budget. These are:
1) The Trigger
2) The Additional Property Tax Transfer (ERAF)
3) Reductions to Health Care Funding
4) The Proposed Maintenance of Effort for Proposition 172 Funds
5) Elimination of Probation Ranch/Camp Subsidy
6) Reduction of Trial Court Funding
7) Social Services Programs
In view of the uncertainty of most of these items on our budget, it is prudent to report
back to the Board in September for a follow-up discussion on the County Budget. At that
time, we can expect to have a more refined estimate of the impacts on the 1994-95
County Budget.
ADDENDUM TO BUDGET ORDER DATED JULY 28, 1994
The County Administrator reviewed the report and
recommendations before the Board and expressed appreciation to
his budget staff, Tony Enea, Sara Hofman and George Roemer, as
well as analyst Lisa Driscoll, for their efforts in preparing the
budgets for this year.
Tony Enea reviewed the various items in the proposed agenda.
Supervisor Bishop reminded the Board that on June 28, 1994,
the Board made a commitment to considering funding from the
Social Services budget, rather than the Child Care Affordability
Trust Fund, for Family and Community Services, Contra Costa Food
Bank and the Child Abuse Prevention Council of Contra Costa
County.
The Chair declared the public hearing open and the following
persons appeared and gave testimony:
Henry Clarke, Public Employees Union, Local #1, commented
that when the Union worked to get Prop. 172 passed, it was with
the understanding that the Public Defender' s Office would be
included for funding under programs for public safety. Mr.
Clarke also suggested using correctional officers instead of
sworn deputies in the detention facility to cut back on costs in
the Sheriff' s Office, as well as reviewing the viability of the
contract with the State of California to house State prisoners in
the West County Detention Center, and requested that these items
be referred to the Board' s Finance Committee.
Olivia Moritz, Human Relations Commission, requested funding
for a partial staff person for her Commission to augment the
fund-raising efforts of the Commission.
Brenda Blasingame, Human Relations Commission, described the
ambitions of the Commission and the need for help in funding,
approximately $30, 000 to hire a part-time coordinator to staff
the office, members offering to forego the monthly stipend to
help pay for staff.
Raymond Loveday, Mental Health Coalition, suggested one
program for alcohol and drug recovery sponsored by Social
Services Department, with some provisions for a percentage of
return to the program after recovery.
Mike Cornwall, Chairman of the Mental Health Coalition,
introduced the members of the Coalition and asked for continued
support.
Audrey Rice Oliver, Affirmative Action Advisory Council,
3 Windward Hill, Oakland, requested an additional staff person
for Contra Costa County' s Affirmative Action Coordinator as an
assistant, plus a clerk or secretary in the future.
Jacque Salvador, Local #1, stated her unhappiness that
Probation was not receiving money from Prop 172, commenting that
Probation is not funded properly and not viewed as part of the
justice system. She spoke of the needs in Juvenile Hall
Nickie Heun, Ali Burden and Judy Sparks, and Kay Quinn,
Director, all of East County Recovery Program, spoke of the value
of the program.
Jennifer Summerton, Child Abuse Prevention Council,
requested funding for that program.
Supervisor Bishop commented that she felt it appropriate for
the funds for this program to come from the Social Services
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budget, and that the Board had declared its intent to support it.
Larry Sly, Contra Costa Food Bank, commented that this is
not the time to cut the food bank, but that they need as much
support from the County as possible.
Chairman Powers noted that there were many requests to speak
from the Neighborhood House and other recovery centers . He noted
that cuts in the budget for that program are not being
recommended and therefore lobbying the Board for those programs
would not be appropriate.
Clifton Ferrell, Neighborhood House, praised the recovery
program.
Susan Cinelli, Bi-Bett, Alcohol & Drug Programs, thanked the
Board for not cutting funding for their recovery program.
John Wolfe, Contra Costa Taxpayers Association, commented
that he felt the allocations and choices that have been included
in the budget are appropriate given the County' s lack of control
over their own financial destiny caused by action in Sacramento
and the Board' s inability to finalize the budget. He urged the
Board to continue to demand accountability for results .
There being no further speakers, the Chair declared the
hearing closed.
Chair Powers reviewed the requests that came from the public
hearing which were additions to items addressed in the budget,
added staff for Affirmative Action, 20 beds in Juvenile Hall,
elimination of contract to house State prisoners, Child Abuse
Prevention Council at $24, 700 and Food Coalition at $67, 500 .
The County Administrator responded to questions that arose
during testimony.
Board members discussed the various requests for additions
to the budget, the real needs in the County and the lack of
funding.
Supervisor Bishop moved to restore the $94, 000 or $99, 700 to
those community based organizations, the Family and Community
Services, Contra Costa Food Bank and the Child Abuse Prevention
Council of Contra Costa County, that were listed on the June 28th
order, and suggested the money come from the Social Services
budget and that such funding be made from those reductions that
are connected to the General Assistance reductions considered
last week.
Chairman Powers inquired which part of the Social Services
Budget was this to come from, noting that alcohol and recovery
programs were deferred for evaluation.
Supervisor DeSaulnier suggested including these items as
part of the discussion with the General Assistance item coming
back to the Board.
Supervisor Smith observed that it should not necessarily be
exclusively considered within Social Services, but that adding
that as a consideration when discussing those issues is
important .
The County Administrator noted that the next question is the
cost of care of State prisoners in West County. He noted that
the County receives a stipend from the State and that there, are
only 25 State prisoners out of the 424 prisoners housed in West
County and that the State stipend is helping the County to cover
the overhead of its prisoner, and that there is no economic
advantage to getting rid of State prisoners.
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Chairman Powers requested that this matter be monitored
carefully throughout the year, and if it comes to a point where
it is not cost effective, it would be worthile bringing that back
, to the Board.
Supervisor Torlakson moved to refer to the Finance Committee
for evaluation the issue of housing State prisoners in the West
County Detention Facility, plus the issue of suggested potential
savings from using correction officers rather than sworn
deputies . Supervisors DeSaulnier seconded the motion.
Supervisor Powers suggested including evaluation of the
Marsh Creek Detention facility property, noting that it is very
valuable property and there might be a higher use for that land
if another facility could be build on some other County-owned
property such as near the Byron Airport or the like.
The County Administrator cautioned that there are State Bond
funds involved in the Marsh Creek Facility, and the cost of the
property would have to be amortized.
Chairman Powers called for the question on the motion to
refer to the Finance Committee the evaluation of the issues of
housing State prisoners in the West County Detention Facility,
the issue of suggested potential savings from using correction
officers rather than sworn deputies and the issue of evaluation
of the Marsh Creek Detention facility property.
The motion passed unanimously.
Supervisor Bishop moved that the Board undertake to make a
10 per cent reduction for next year in budgeted expenditures or
allocation.
The motion was seconded by Supervisor DeSaulnier.
Supervisor Bishop clarified that the motion was for 10 per
cent for each of the five districts, not just one district.
Supervisor Torlakson suggested it be the total budget of the
Board of Supervisors, net County cost .
Supervisor DeSaulnier agreed, 10 per cent net County costs .
Chairman Powers requested that the motion include all of the
remaining recommendations, 1 through 20, on the County
Administrator' s report, noting that the Board' s budget is
included in Item 10 .
Supervisor Torlakson discussed whether the motion included
issues related to the Water Agency budget and the related work
load and costs to District Offices .
Supervisor Bishop suggested that the Water Agency Budget
would be more appropriately taken up when looking at the Special
District Budgets on Tuesday, August 2, and that she would like to
look at the Board of Supervisor' s budget separately.
Supervisor Smith commented that he was of the opinion that
each District is clearly different and each District' s budget is
different and each District' s rent is different and each has a
different level of caseload; and that he felt that his
responsibility for his budget is towards his constituents, and
that he was willing to sit down with the County Administrator and
come up with a budget cut for his District, but not willing to
make that as a 10 per cent across-the-board cut . He noted that
he would be vigorously opposed to an across-the-board 10 per cent
reduction in expenditures, noting that he had not accepted his
salary for last year and so that reducing his expenditures
another 10 per cent off of that is a considerable reduction that
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he would have difficulty making, and that he would not support a
10 per cent across-the-Board cut, but would favor having each
individual supervisor sit down with the County Administrator and
come up with a cut plan for their particular District ' s budget.
Supervisor Smith moved an alternate motion, suggesting that
the Board direct the County Administrator to come up with $30, 219
non-District cuts and that each Board member sit down with the
County Administrator individually, and in a week' s time, come up
with proposed cuts to their individual budgets and see what that
amount adds up to.
Chairman Powers noted that there was a difference of opinion
because of the workload and previous budget cuts, and suggested
that the only way to do this is to say our "goal" is to cut 10
per cent of the Board' s budget entirely, and to allow the County
Administrator to work that out with individual Board members.
Supervisor Smith agreed to the word "goal. "
Supervisor Torlakson suggested adding to the motion to take
into consideration that Supervisor Smith has already reduced his
budget by not taking his salary.
The Chair asked for clarification of the substitute motion.
Supervisor Smith advised that his substitute motion was to
direct the County Administrator to go ahead with the $30, 219 non-
District cuts, and that each individual Supervisor sit down with
the County Administrator with a goal of somewhere in the 10 per
cent range, board-wide cuts, and that each individual Supervisor
has the discretion to make the cuts as they see fit for their
needs in their District.
Chairman Powers seconded the motion.
Supervisor Bishop advised that she would not support the
substitute motion because she did not find it very clear and it
allows too much discretion at the individual board level, and she
was in favor of 10 per cent reduction in net county costs .
Supervisor DeSaulnier advised that he agreed with Supervisor
Bishop, thinking that the first motion was preferable, and he
felt the Board could all work together.
Supervisor Torlakson advised that he could support the
motion as it achieves the same goal that the original motion set
in force.
The vote on the motion was as follows :
AYES: Supervisors Smith, DeSaulnier, Torlakson and Powers
NOES : Supervisor Bishop
Chairman Powers requested a motion on the remainder of the
recommendations in the County Administrator' s Report .
Supervisor DeSaulnier asked for discussion on item #11, to
consider options for restoration of additional maintenance level
funding as requested by the District Attorney.
Supervisor DeSaulnier moved to put all the savings from the
Board' s budgets towards the District Attorney' s budget, that
would be $114, 600, which would bring the amount asked for to
$283, 478, and that amount be taken from 'Social Services and
Health Services.
Supervisor Powers seconded the motion.
4
Supervisor Torlakson expressed concern that those budgets
are not in firm balance and there are other programs such as
child abuse and food bank and alcohol treatment programs that
need funding, and suggested exploring some of these other areas .
Supervisor Powers suggested that before actually approving
it, the County Administrator report back within a month on how
that can be accomplished, and to have a way to make choices when
it comes back.
Supervisor DeSaulnier modified the motion to say that any
cost savings from the Board' s budgets will go to the District
Attorney, with a report back on where further cuts from Social
Services and Health Services may be applied.
The Chair called for a vote on the motion with the following
results:
AYES : Supervisors Smith, DeSaulnier, Torlakson and Powers
NOES : Supervisor Bishop
Supervisor Torlakson moved that the Board refer to the
Finance Committee the Human Relations Commission' s question of
budget and exploration of possible grant opportunities from
foundations and so forth
The motion was seconded by Supervisor Bishop.
The motion passed unanimously.
Supervisor DeSaulnier moved to refer the Probation
Department issue to the Finance Committee for a long-term (12 to
24 months) review to see whether Probation should be included in
the Prop. 172 funds.
Supervisor Torlakson seconded the motion, and added,
particularly the juvenile hall beds . Supervisor Smith agreed.
The motion passed unanimously.
Supervisor Smith moved that with the modifications already
made, taking into consideration the changes that have been made,
the Board adopt the balance of the recommendations, 1 through 20,
contained in the County Administrator report.
Supervisor DeSaulnier second the motion.
The motion passed unanimously.
5
7 Attachment A
1994 - 1995
GENERAL FUND
LINE ITEM CHANGES
APPROPRIATIONS/REVENUES
Budget Unit Name & Number Assessor - 0016
Proposed Final
Org Object/ Budget Budget
No. Account Description Amount Change Amount
0016 1011 Permanent Salaries 5,201,939 -174,046 5,027,893
1042 FICA 416,798 -12,233 404,565
1044 Retirement Expense 614,972 -19,420 595,552
1060 Employee Group Ins ' 527,141 -18,175 508,966
1070 Workers Comp 112,694 -6,126 106,568
------- ------- -------
------- ------- -------
TOTAL $6,873,544 -$230,000 $6,643,544
0016 9606 Assessor's Fees 68,000 50,000 118,000
9607 Comm for Tax & Assr 315,000 50,000 365,000
------- ------- -------
------- ------- -------
TOTAL $383,000 $100,000 $483,000
Explanation:
Eliminate funding for 4 positions, increase funding by $100,000 from magnetic tape sales
($50,000) and use code charges ($50,000).
1994 - 1995
GENERAL FUND
LINE ITEM CHANGES
APPROPRIATIONS/REVENUES
Budget Unit Name & Number Auditor-Controller - 0010
Proposed Final
Org Object/ Budget Budget
No. Account Description Amount Change Amount
10 1011 Permanent Salaries 3,417,681 -5,285 3,412,396
------- ------ --------
------- ------ --------
TOTAL 1000s $3,417,681 -$5,285 $3,412,396
10 9607 Comm Tax & Assess 776,350 81,000 857,350
10 9610 Accounting & Auditing 3,000 150,000 153,000
------- ------ -------
------- ------ -------
TOTAL 9000s $779,350 $231,000 $1,010,350
Explanation:
Decrease salaries to reflect savings from voluntary time-out. Increase revenues $231,000
from library assmt. collection ($81,000), property tax admin ($85,000), and cost of investment
program charged to fund 8109 ($65,000).
1994 - 1995
GENERAL FUND
LINE ITEM CHANGES
APPROPRIATIONS/REVENUES
Budget Unit Name & Number Building Inspection-Land Dev - 0341
Proposed Final
Org Object/ Budget Budget
No. Account Description Amount Change Amount
3415 1011 Permanent Salaries 559,563 -85,790 473,773
3415 1042 FICA 39,788 -5,028 34,760
3415 1044 Retirement Expense 60,673 -8,986 51,687
3415 1060 Empl Group Insurance 59,585 -5,061 54,524
3415 1070 Workers Compensation 4,099 -94 4,005
3420 1011 Permanent Salaries 1,652,020 21,400 1,673,420
3420 1042 FICA 122,680 -37 122,643
3420 1060 Empl Group Insurance 113,410 34,397 147,807
3420 1063 Unemployment Ins 8,808 -8,808 0
------- ------- -------
------- ------- -------
TOTAL $2,620,626 -$58,007 $2,562,619
3420 9090 Construction Permits 4,296,821 5,524 4,302,345
------- ------- -------
------- ------- -------
TOTAL 9000s $4,296,821 $5,524 $4,302,345
Explanation:
Corrections to salaries which were entered incorrectly during budget development by
department.
1994 - 1995
GENERALFUND
LINE ITEM CHANGES
APPROPRIATIONS/REVENUES
Budget Unit Name & Number Community Development - 0357
Proposed Final
Org Object/ Budget Budget
No. Account Description Amount Change Amount
357 2310 Prof/Specialized Svcs 465,823 277,881 743,704
------- ------- -------
------- ------- -------
TOTAL $465,823 $277,881 $743,704
Explanation:
Decrease services & supplies by $26,644 for 10% budget reduction. Rebudget $154,524.55
of Community mitigation for community org contracts, $50,000 for Wetlands mitigation from
Open Space Mit, and $100,000 from Transp Mit for Byron Airport Study.
1994 - 1995
GENERAL FUND
LINE ITEM CHANGES
APPROPRIATIONS/REVENUES
Budget Unit Name & Number General Sewer Planning - 0472
Proposed Final
Org Object/ Budget Budget
No. Account Description Amount Change Amount
472 2310 Prof/Specialized Svcs 29,250 -2,925 26,325
------ ------ ------
------ ------ ------
TOTAL $29,250 -$2,925 $26,325
Explanation:
Decrease services and supplies to reflect transfer of personnel away from Fish and Wildlife
Comm activities formerly funded by General Fund.
1994 - 1995
GENERALFUND
LINE ITEM CHANGES
APPROPRIATIONS/REVENUES
Budget Unit Name & Number: Cooperative Extension (0630)
Proposed Final
Org Object/ Budget Budget
No. Account Description Amount Change Amount
0630 1011 Permanent Salaries 83,682 -13,544 70,138
Total 83,682 -13,544 70,138
Explanation:
Decrease salaries by $13,544.
1994 - 1995
GENERAL FUND
LINE ITEM CHANGES
APPROPRIATIONS/REVENUES
Budget Unit Name & Number County Administrator - 0003
Proposed Final
Org Object/ Budget Budget
No. Account Description Amount Change Amount
1200 9735 Jail Booking Fees 0 30,330 30,330
1200 9181 Earnings on Investments 0 17,840 17,840
1200 9045 Sales tax 0 12,850 12,850
1200 9591 RDA Prop Tax Pass Thru 0 19,300 19,300
1200 9877 Administrative Services 0 23,200 259,306
1200 5022 Expenditure Transfers 195,284 8,500 203,784
1200 1011 Permanent Salaries 1,238,037 -26,154 1,211,883
1227 2310 Prof/Specialized Svcs 107,000 57,110 164,110
Explanation:
Per Recommended Budget, page 19. Also, rebudget Keller Canyon Mitigation monies from
FY 93-94 for Community Assistance Fee-Code Enforcement ($45,110) and Transportation
Mitigation - Roadside Hazardous Clean-up, a.k.a Stormwater Pollution Control ($12,000).
1994 - 1995
GENERAL FUND
LINE ITEM CHANGES
APPROPRIATIONS/REVENUES
Budget Unit Name & Number Clerk of the Board - 0002
Proposed Final
Org Object/ Budget Budget
No. Account Description Amount Change Amount
0002 1011 Permanent Salaries 268,928 -5,000 263,928
1013 Temporary Salaries 6,000 -5,000 1,000
------ ------ ------
------ ------ ------
TOTAL $274,928 -$10,000 $264,928
Explanation:
The reduction plan as presented in the Recommended Budget on page 21.
1994 - 1995
GENERAL.FUND
LINE ITEM CHANGES
APPROPRIATIONS/REVENUES
Budget Unit Name & Number Management Information - 0025
Proposed Final
Org Object/ Budget Budget
No. Account Description Amount Change Amount
1692 4951 Office Equipment 50,000 -45,000 5,000
1692 2310 Prof & Specialized Svcs 100,000 -5,177 94,823
------ ------ ------
------ ------ ------
TOTAL $150,000 -$50,177 $99,823
Explanation:
As expressed on page 21 of Recommended Budget and rebudget Keller Landfill Community
Assist Mitigation appropriations from FY 93-94 for Family Svc Integration at Bay Point for
equipment purchases.
1994 - 1995
GENERAL FUND
LINE ITEM CHANGES
APPROPRIATIONS/REVENUES
Budget Unit Name & Number Revenue Collection - 0026
Proposed Final
Org Object/ Budget Budget
No. Account Description Amount Change Amount
0026 1011 Permanent Salaries 922,999 -69,077 853,922
1013 Temporary Salaries 30,000 -30,000 0
------- ------- -------
------- ------- -------
TOTAL $952,999 -$99,077 $853,922
0026 9152 Parking Citations 0 216,000 216,000
9895 Misc Current Svcs 517,464 -216,000 301,464
9646 Public Defense Repay 301,806 -49,539 252,267
9877 Administrative Svcs 75,000 -49,538 25,462
------- ------- -------
------- ------- -------
TOTAL $894,270 -$99,077 $795,193
Explanation:
Decrease funding for 3 temporary personnel by $73,480 and cancel clerk position ($28,220).
Adjust tax intercept and muni-court revenues downwards to and other revenues to more
accurately reflect expected revenue receipts.
1994 - 1995
GENERALFUND
LINE ITEM CHANGES
APPROPRIATIONS/REVENUES
Budget Unit Name & Number Personnel Merit Board - 0036
Proposed Final
Org Object/ Budget Budget
No. Account Description Amount Change Amount
36 9895 Misc Current Svcs 0 6,667 6,667
------ ------ ------
------ ------ ------
TOTAL 0 $6,667 $6,667
Explanation:
Increase revenues to reflect charge for State Hearing Officer.
1994 - 1995
GENERAL FUND
LINE ITEM CHANGES
APPROPRIATIONS/REVENUES
Budget Unit Name & Number Training - 0037
Proposed Final
Org Object/ Budget Budget
No. Account Description Amount Change Amount
37 9595 Misc Gov Agencies 32,400 4,367 36,767
------ ------ ------
------ ------ ------
TOTAL $32,400 $4,367 $36,767
Explanation:
Increase revenues to more accurately reflect anticipated revenue receipts.
1994 - 1995
GENERAL FUND
LINE ITEM CHANGES
APPROPRIATIONS/REVENUES
Budget Unit Name & Number Plant Acquisition - 0111
Proposed Final
Org Object/ Budget Budget
No. Account Description Amount Change Amount
4405 4199 Various Alterations 400,000 81,769 318,231
------ ------ ------
------ ------ ------
TOTAL $400,000 -$81,769 $318,231
Explanation:
Budget reduction as presented on page 21 of the Recommended Budget.
1994 - 1995
GENERAL FUND
LINE ITEM CHANGES
APPROPRIATIONS/REVENUES
Budget Unit Name & Number Plant Acquisition - 0111
Proposed Final
Org Object/ Budget Budget
No. Account Description Amount Change Amount
4405 4381 Family Svc Integration 0 6,285 6,285
------ ------ ------
------ ------ ------
TOTAL 0 $6,285 $6,285
Explanation:
Rebudget Keller Community Assistance Mitigation appropriations from FY 93/94 for Family
Svc Integration-Bay Point Ambrose facility set-up.
1994 - 1995
GENERAL FUND
LINE ITEM CHANGES
APPROPRIATIONS/REVENUES
Budget Unit Name & Number Economic Promotion - 0135
Proposed Final
Org Object/ Budget Budget
No. Account Description Amount Change Amount
135 2310 Prof Svcs & Supplies 40,200 22,911 63,111
------ ------ ------
------ ------ ------
TOTAL $40,200 $22,911 $63,111
Explanation:
Board approved increase of Concord Convention & Visitor's Bureau contract at the
recommendation of the Finance Committee.
1994 - 1995
GENERAL FUND
LINE ITEM CHANGES
APPROPRIATIONS/REVENUES
Budget Unit Name & Number Risk Management - 0150
Proposed Final
Org Object/ Budget Budget
No. Account Description Amount Change Amount
1500 2360 Liability Insurance 4,800,000 500,000 5,300,000
Explanation:
Add monies to liability insurance per acturarial.
1994 - 1995
GENERAL FUND
LINE ITEM CHANGES
APPROPRIATIONS/REVENUES
Budget Unit Name & Number Office of Emergency Services - 0362
Proposed Final
Org Object/ Budget Budget
No. Account Description Amount Change Amount
362 1011 Permanent Salaries 228,314 -21,441 206,873
------- ------- -------
------- ------- -------
TOTAL $228,314 -$21,441 $206,873
Explanation:
Decrease salaries by $21,441 (funding for p-t clerk position) to meet 10% budget reduction
plan.
1994 - 1995
GENERAL FUND
LINE ITEM CHANGES
APPROPRIATIONS/REVENUES
Budget Unit Name & Number General County Revenue - 0005
Proposed Final
Org Object/ Budget Budget
No. Account Description Amount Change Amount
0005 9010 Property Tax - Secured 74,266,000 -8,425,000 65,841,000
9020 Prop Tax - Unsecured 4,065,000 -465,000 3,600,000
9011 Prop Tax - Supplemental 1,603,000 -186,000 1,417,000
9385 Home Owners - Property 2,000,000 -224,000 1,776,000
Tax Relief
9178 Prop Tax Loss Reserve 0 9,300,000 9,300,000
9735 Jail Booking Fees 875,000 -30,330 844,670
9181 Earnings on Investments 8,310,000 -791,340 7,518,660
9045 Sales Tax 8,437,000 -12,850 8,424,150
9607 Prop Tax Administration 2,662,000 -230,000 2,432,000
9122 Landfill Franchises 785,000 -373,000 412,000
9041 Tax Loss Reserve 6,021,481 -6,021,481 0
9178 Tax Loss Reserve 0 6,021,481 6,021,481
9040 Penalty & Costs- Del Tax 265,650 -265,650 0
9174 Penalty & Costs-Del Tax 265,650 265,650
-------- -------- --------
-------- -------- --------
TOTAL $109,290,131 -$1,437,520 $107,852,611
Explanation:
Adjustments required by Recommended Budget because of State Property Tax Shift,
transfers to Departments and the reduction in the borrowing program.
1994 - 1995
GENERAL FUND
LINE ITEM CHANGES
APPROPRIATIONS/REVENUES
Budget Unit Name & Number County Counsel - 0030
Proposed Final
Org Object/ Budget Budget
No. Account Description Amount Change Amount
0030 1011 Permanent Salaries 2,172,831 -45,212 2,127,619
0030 9607 Prop Tax Admin 0 45,000 45,000
Explanation:
Budget reductions as presented on page 27 of the Recommended Budget.
1994 - 1995
GENERAL FUND
LINE ITEM CHANGES
APPROPRIATIONS/REVENUES
Budget Unit Name & Number General Services - 0063 & 0077
Proposed Final
Org Object/ Budget Budget
No. Account Description Amount Change Amount
4263 4953 Auto & Trucks 630,981 -197,958 433,023
4363 2262 Occupancy Cost 2,664,366 -51,616 2,612,750
------- ------- -------
------- ------- -------
TOTAL $3,295,347 -$249,574 $3,045,773
Explanation:
Budget reductions as presented on page 31 of the Recommended Budget.
1994 - 1995
GENERAL FUND
LINE ITEM CHANGES
APPROPRIATIONS/REVENUES
Budget Unit Name & Number Resource Recovery - 0473
Proposed Final
Org Object/ Budget Budget
No. Account Description Amount Change Amount
4730 2310 Prof/Specialized Svcs 937,000 171,785 1,108,785
------ ------ -------
------ ------ -------
TOTAL $937,000 $171,785 $1,108,785
Explanation:
Rebudget Keller Canyon Mitigation monies unspent in prior year.
Open Space = $116,233 ($90,000)-Ambrose Park, $26,233-EBRPD Trails)
Transportation = $16,520 (Litter Cleanup)
Community Assistance = $39,032 (Property Cleanup)
1994 - 1995
GENERAL FUND
LINE ITEM CHANGES
APPROPRIATIONS/REVENUES
Budget Unit Name & Number Personnel - 0035
Proposed Final
Org Object/ Budget Budget
No. Account Description Amount Change Amount
1351 1011 Salaries & Empl Benefits 688,991 -103,456 585,535
1300 2100 Office Expense 36,000 -1,000 35,000
2315 Data Processing Svc 308,990 -20,000 288,990
1325 2100 Office Expense 5,000 -1,000 4,000
1351 2190 Publications & Legal Notices 5,750 -2,250 3,500
------ ------ ------
------ ------ ------
TOTAL $1,044,731 -$127,706 $917,025
Explanation:
Budget reduction as presented on page 40 of the Recommended Budget.
1994 - 1995
GENERAL FUND
LINE ITEM CHANGES
APPROPRIATIONS/REVENUES
Budget Unit Name & Number Public Works - 0650
Proposed Final
Org Object/ Budget Budget
No. Account Description Amount Change Amount
4515 2250 Mtce & lease Equip 0 2,400 2,400
------ ------ ------
------ ------ ------
TOTAL 2000s 0 $2,400 $2,400
4500 5022 Intrafund transfers -367,170 -23,132 -390,302
4515 5022 Intrafund transfers -383,830 -2,400 -386,230
------ ------ ------
------ ------ ------
TOTAL 5000s -$751,000 -$25,532 -$776,532
Explanation:
Transfer survey, records, and base mapping costs to non-General Fund sources (total
$23,321). Adjustment allows for a copier rental in GMEDA office (org 4515).
1994 - 1995
GENERAL FUND
LINE ITEM CHANGES
APPROPRIATIONS/REVENUES
Budget Unit Name & Number Road Construction-GF - 0661
Proposed Final
Org Object/ Budget Budget
No. Account Description Amount Change Amount
4660 2310 Prof/Specialized Svcs 1,974,900 6,262 1,981,162
------- ------- -------
------- ------- -------
TOTAL $1,974,900 $6,262 $1,981,162
Explanation:
Rebudget unspent Keller Landfill transportation fees from FY 93/94 for traffic warning signs in
host community region ($6,000) and remainder of contract with Keller Canyon Landfill Co. for
improvements to Bailey Road.
1994 - 1995
GENERAL FUND
LINE ITEM CHANGES
APPROPRIATIONS/REVENUES
Budget Unit Name & Number Treasurer-Tax Collector - 0015
Proposed Final
Org Object/ Budget Budget
No. Account Description Amount Change Amount
0015 9040 Penalty & Costs 215,000 -215,000 0
9174 Penalty TY & Costs 0 215,000 215,000
9607 Comm Tax & Assess 812,531 40,000 852,531
9895 Misc Current Svcs 309,071 44,621 353,692
------- ------- -------
------- ------- -------
TOTAL $1,336,602 $84,621 $1,421,223
Explanation:
Transfer revenues from subaccount 9040 to 9174 per State and County Auditor-Controller.
Increase revenues by $84,521 from levy fee charge ($40,000) and banking service changes
($44,621).
1994 - 1995
GENERAL FUND
LINE ITEM CHANGES
APPROPRIATIONS/REVENUES
Budget Unit Name & Number Employee/Retiree Benefits - 0145
Proposed Final
Org Object/ Budget Budget
No. Account Description Amount Change Amount
1696 1061 Retiree Health Insurance 6,819,409 680,591 7,500,000
1696 9967 Contribution other Funds 0 7,500,000 7,500,000
Explanation:
Budget for increased retirement health costs for 1994-95 and budget revenue granted by
Retirement Board, as presented on page 51 of the Recommended Budget.
1994 - 1995
GENERAL FUND
LINE ITEM CHANGES
APPROPRIATIONS/REVENUES
Budget Unit Name & Number Debt Service - 0790
Proposed Final
Org Object/ Budget Budget
No. Account Description Amount Change Amount
0790 3520 Interest - Notes & Warrants 4,776,000 -773,500 4,002,500
------- ------- -------
------- ------- -------
TOTAL $4,776,000 -$773,500 $4,002,500
Explanation:
Amount borrowed reduced from $115,000,000 to $95,000,000, page 53 of Recommended
Budget.
1994 - 1995
GENERAL FUND
LINE ITEM CHANGES
APPROPRIATIONS/REVENUES
Budget Unit Name & Number Community Services - 0588
Proposed Final
Org Object/ Budget Budget
No. Account Description Amount Change Amount
1430 2310 Prof/Specialized Svcs 3,276,364 -8,113 3,268,251
------- ------- -------
------- ------- -------
TOTAL $3,276,364 -$8,113 $3,268,251
Explanation:
This transaction reduces 10% from the general fund allocation of the Head Start Program.
1994 - 1995
GENERAL FUND
LINE ITEM CHANGES
APPROPRIATIONS/REVENUES
Budget Unit Name & Number Health Services Subsidy - 0450
Proposed Final
Org Object/ Budget Budget
No. Account Description Amount Change Amount
0450 1011 Permanent Salaries 13,494,957 -171,990 13,322,967
1013 Temporary Salaries 1,612,056 -96,010 1,516,046
-------- -------- --------
-------- -------- --------
TOTAL $15,107,013 -$268,000 $14,839,013
Explanation:
This transaction reduces 1.1 FTE R.N. registry hours in Occupational Health; 1 FTE Public Health
Aide (interpreter) in Communicable Diseases; 1.0 FTE Home Health Nursing Supervisor in the
Home Health Agency; and 1 FTE Public Health Nurse registry hours in the Home Health Agency.
1994 - 1995
GENERAL FUND
LINE ITEM CHANGES
APPROPRIATIONS/REVENUES
Budget Unit Name & Number Health Services Subsidy - 0460
Proposed Final
Org Object/ Budget Budget
No. Account Description Amount Change Amount
0460 2314 Contracted Temp Help 501,328 -133,000 368,328
------- ------- -------
------- ------- -------
TOTAL $501,328 -$133,000 $368,328
Explanation:
This transaction reduces registry use in Medical Rehabilitation Services.
1994 - 1995
GENERAL FUND
LINE ITEM CHANGES
APPROPRIATIONS/REVENUES
Budget Unit Name & Number Health Services Subsidy - 0465
Proposed Final
Org Object/ Budget Budget
No. Account Description Amount Change Amount
0465 3570 Contribution to Enterprise 31,852,836 -946,000 30,906,836
-------- -------- --------
-------- -------- --------
TOTAL $31,852,836 -$946,000 $30,906,836
Explanation:
This transaction reflects the impact of Phase I Budget Reductions net county cost adjustments
affecting Enterprise Funds I and II.
1994 - 1995
GENERAL FUND
LINE ITEM CHANGES
APPROPRIATIONS/REVENUES
Budget Unit Name & Number Health Services Subsidy - 0467
Proposed Final
Org Object/ Budget Budget
No. Account Description Amount Change Amount
0467 3310 Support & Care of Persons 4,046,016 -108,000 3,938,016
------- ------- -------
------- ------- -------
TOTAL $4,046,016 -$108,000 $3,938,016
Explanation:
This transaction reduces State Hospital contract by one bed.
1994 - 1995
GENERAL FUND
LINE ITEM CHANGES
APPROPRIATIONS/REVENUES
Budget Unit Name & Number Health Services Subsidy - 0540
Proposed Final
Org Object/ Budget Budget
No. Account Description Amount Change Amount
0540 1011 Permanent Salaries 44,618,706 -482,000 44,136,706
-------- ------- --------
-------- ------- --------
TOTAL 1000s $44,618,706 -$482,000 $44,136,706
0540 2826 Med Fees-Physicians 5,941,210 -169,000 5,772,210
-------- ------- --------
-------- ------- --------
TOTAL 2000s $5,941,210 -$169,000 $5,772,210
0540 8381 Hospital Subsidy 22,154,268 -651,000 21,503,268
-------- ------- --------
-------- ------- --------
TOTAL 8000s $22,154,268 -$651,000 $21,503,268
Explanation:
This transaction reduces inpatient nursing staff ratios; modifies outpatient R.N., L.V.N., clerical
mix; reduces private dentist contracts; and adds permanent dental staff.
f
1994 - 1995
GENERAL FUND
LINE ITEM CHANGES
APPROPRIATIONS/REVENUES
Budget Unit Name & Number Health Services Subsidy - 0860
Proposed Final
Org Object/ Budget Budget
No. Account Description Amount Change Amount
0860 2810 Purchasing Svcs-O/P Dntl 534,891 -230,000 304,891
-------- ------- --------
-------- ------- --------
TOTAL 2000s $534,891 -$230,000 $304,891
0860 8330 Other Extrnl Plan Revenues 29,889 65,000 94,889
8382 Health Plan Subsidy 15,405,105 -295,000 15,110,105
-------- ------- --------
-------- ------- --------
TOTAL $15,434,994 -$230,000 $15,204,994
Explanation:
This transaction reduces payments to contractors for outpatient dental services (services are to
be provided by MMH & clinics); increases revenues by providing administration services to the
"Solano Health Plan Partnership".
1994 - 1995
GENERAL FUND
LINE ITEM CHANGES
APPROPRIATIONS/REVENUES
Budget Unit Name & Number Social Service Administration - 0500
Proposed Final
Org Object/ Budget Budget
No. Account Description Amount Change Amount
5000 2310 Prof/Specialized Svcs 7,009,899 -295,560 6,714,339
------- ------- -------
------- ------- -------
TOTAL 2000s $7,009,899 -$295,560 $6,714,339
5000 9243 Adm State F/S 2,549,511 56,551 2,606,062
9249 Adm State Family I/M 7,339,268 56,373 7,395,641
9453 Adm Fed F/S 3,867,795 80,785 3,948,580
9459 Adm Fed Family I/M 9,848,722 80,532 9,929,254
------- ------- -------
------- ------- -------
TOTAL 9000s $23,605,296 $274,241 $23,879,537
Explanation:
This transaction increases revenue by $274,241 in food stamp and AFDC administration; and
eliminates one-time unanticipated expenditures of $295,560 for the Homeless Shelter
program.
1994 - 1995
GENERAL FUND
LINE ITEM CHANGES
APPROPRIATIONS/REVENUES
Budget Unit Name & Number Social Service Categorical Aid - 0515
Proposed Final
Org Object/ Budget Budget
No. Account Description Amount Change Amount
5520 3312 State Aid 1,255,901 -389,234 866,667
3313 County Aid Basic 1,883,851 -583,851 1,300,000
5523 3310 Support & Care 5,865,990 -359,306 5,506,684
5518 3311 Federal Aid 9,724,049 -1,370,045 8,354,004
3312 State Aid 7,450,379 -2,372,588 5,077,791
------- ------- -------
------- ------- -------
TOTAL 3000s $26,180,170 -$5,075,024 $21,105,146
5520 9267 State Aid SED 1,255,901 -389,234 866,667
5518 9262 State Aid 7,450,379 -2,372,588 5,077,791
9472 Federal Aid 9,724,049 -1,370,045 8,354,004
------- ------- -------
------- ------- -------
TOTAL 9000s $18,430,329 -$4,131,867 $14,298,462
Explanation:
This transaction reduces$583,851 of County funds from Seriously Emotionally Disturbed Children
(SED) program, and a decrease of $389,234 in State Aid; reduces $359,306 in In-Home
Supportive Services (IHSS); in addition, appropriations of $3,742,633 and corresponding state
and federal revenues for Foster Care (transferred from Social Service to Probation).
i-,
1994 - 1995
GENERAL FUND
LINE ITEM CHANGES
APPROPRIATIONS/REVENUES
Budget Unit Name & Number: Animal Services (0366)
Proposed Final
Org Object/ Budget Budget
No. Account Description Amount Change Amount
0366 9975 Misc Humane Services 593,750 71,642 665,392
Total 593,750 71,642 665,392
Explanation:
Increase revenues by $71,642 in Miscellaneous Humane Services Revenue.
1994 - 1995
GENERALFUND
LINE ITEM CHANGES
APPROPRIATIONS/REVENUES
Budget Unit Name & Number: Elections (0043)
Proposed Final
Org Object/ Budget Budget
No. Account Description Amount Change Amount
2353 4951 Office Equip & Furniture 0 32,600 32,600
Total 0 32,600 32,600
Explanation:
Re-budget $32,600 for equipment from FY 1993-94.
1994 - 1995
GENERALFUND
LINE ITEM CHANGES
APPROPRIATIONS/REVENUES
Budget Unit Name & Number: Recorder (0355)
Proposed Final
Org Object/ Budget Budget
No. Account Description Amount Change Amount
0355 1011 Permanent Salaries 889,186 62,000 951,186
Total 889,186 62,000 951,186
0355 5022 Intra-Fund Transfer 205,000 -200,000 5,000
Total 205,000 -200,000 5,000
0355 9975 Misc Non-Taxable Rev 0 658,680 658,680
Total 0 658,680 658,680
Explanation:
Increase salaries, decrease intra-fund transfers, increase revenue.
1994 - 1995
GENERAL FUND
LINE ITEM CHANGES
APPROPRIATIONS/REVENUES
Budget Unit Name & Number: District Attorney (0242)
Proposed Final
Org Object/ Budget Budget
No. Account Description Amount Change Amount
2800 1011 Permanent Salary -76,863 146,915 70,052
2805 1011 Permanent Salary 3,522,112 169,484 3,691,596
2805 1042 FICA/Medicare 222,715 10,394 233,109
2805 1044 Retirement Expense 442,167 17,706 459,873
2805 1060 Employee Group Ins 212,933 11,238 224,171
2805 1070 Workers Comp 56,391 1,424 57,815
2805 4951 Office Equipment 46,430 8,420 54,850
Total 4,425,885 365,581 4,791,466
2805 9444 Vehicle Theft - VLF 0 218,666 218,666
Total 0 218,666 218,666
Explanation:
Increase $218,666 in expenditures and revenues for two Deputy District Attorneys
and an additional $146,915 in 1011 for Investigator COLAs.
1994= 1995
GENERAL FUND
LINE ITEM CHANGES
APPROPRIATIONS/REVENUES
Budget Unit Name & Number: DA Family Support (0245)
Proposed Final
Org Object/ Budget Budget
No. Account Description Amount Change Amount
2892 1011 Permanent Salary 5,095,352 78,240 5,173,592
2892 1015 Deferred Comp 5,280 480 5,760
2892 1042 FICA/Medicare 383,108 5,985 389,093
2892 1044 Retirement Expense 565,111 8,286 573,397
2892 1060 Employee Group Ins 608,100 7,607 615,707
2892 1070 Workers Comp 56,421 661 57,082
Total 6,713,372 101,259 6,814,631
2892 9428 State Aid Support 3,132,471 34,428 3,166,899
2892 9553 Fed Aid Family Support 6,080,678 66,831 6,147,509
Total 9,213,149 101,259 9,314,408
Explanation:
Increase $101,259 in expenditures and revenues for one Deputy D.A.
7
1994 - 1995
GENERALFUND
LINE ITEM CHANGES
APPROPRIATIONS/REVENUES
Budget Unit Name & Number: Law and Justice System Development (0235)
Proposed Final
Org Object/ Budget Budget
No. Account Description Amount Change Amount
0235 2315 Data Processing 49,954 -20,566 29,388
Total 49,954 -20,566 29,388
Explanation:
Reduce data processing costs by $20,566.
1994 - 1995
GENERALFUND
LINE ITEM CHANGES
APPROPRIATIONS/REVENUES
Budget Unit Name & Number: Municipal Court (0220)
Proposed Final
Org Object/ Budget Budget
No. Account Description Amount Change Amount
2205 9681 Court Filing Fees 2,608,240 -763,240 1,845,000
Total 2,608,240 -763,240 1,845,000
Explanation:
Reduce revenue by $763,240 to more accurately reflect estimates.
1994 - 1995
GENERALFUND
LINE ITEM CHANGES
APPROPRIATIONS/REVENUES
Budget Unit Name & Number: Probation (0308)
Proposed Final
Org Object/ Budget Budget
No. Account Description Amount Change Amount
3060 9975 Misc Non-Taxable Rev -60,000 -60,000
3060 9444 Vehicle Theft -VLF 0 60,000 60,000
3120 9454 Adm Fed Child Emg Svs 1,772,453 1,000,000 2,772,453
3160 9454 Adm Fed Child Emg Svs 332,200 63,000 395,200
3160 9362 St Aid for Crime Control 543,000 -543,000 0
Total 2,647,653 520,000 3,167,653
Explanation:
Increase revenues by $1,200,000, decrease CAMP revenues by $680,000,
move Vehicle Theft revenue to correct account; remainder of reduction is
covered by FY 1993-94 fund balance.
1994 - 1995
GENERALFUND
LINE ITEM CHANGES
APPROPRIATIONS/REVENUES
Budget Unit Name & Number: Conflict Defense (0248)
Proposed Final
Org Object/ Budget Budget
No. Account Description Amount Change Amount
0248 2313 Outside Attorney Fees 2,066,906 -200,000 1,866,906
Total 2,066,906 -200,000 1,866,906
Explanation:
Reduce outside attorney fees due to savings in ADO.
1994 - 1995
GENERALFUND
LINE ITEM CHANGES
APPROPRIATIONS/REVENUES
Budget Unit Name & Number: Sheriff-Coroner (0255/0300/0359)
Proposed Final
Org Object/ Budget Budget
No. Account Description Amount Change Amount
2500 1011 Permanent Salaries -4,335,478 4,292,164 -43,314
2503 1011 Permanent Salaries 428,305 119,298 547,603
2580 1011 Permanent Salaries 1,599,173 1,781,582 3,380,755
0359 2310 Professional/Spec Svs 116,645 258,254 374,899
Total -2,191,355 6,451,298 4,259,943
2503 9444 Vehicle Theft -VLF 0 119,298 119,298
Total 0 119,298 119,298
2515 1011 Permanent Salaries 674,284 38,303 712,587
2520 1011 Permanent Salaries 84,337 42,310 126,647
2522 1011 Permanent Salaries 130,052 98,724 228,776
2524 1011 Permanent Salaries 49,234 38,303 87,537
Total 937,907 217,640 1,155,547
2515 9444 Vehicle Theft -VLF 0 209,396 209,396
2515 9739 Misc Law Enforcement 253,018 -128,783 124,235
2522 9739 Misc Law Enforcement 0 49,362 49,362
2425 9739 Misc Law Enforcement 0 38,303 38,303
2527 9739 Misc Law Enforcement 0 49,362 49,362
253,018 217,640 470,658
Explanation:
Increase salaries by $6,332,000; budget Vehicle Theft program (no net County cost).
t
ti
1994 - 1995
GENERAL FUND
LINE ITEM CHANGES
APPROPRIATIONS/REVENUES
Budget Unit Name & Number: Justice System Programs (0325)/Sheriff-Coroner (0255)
Proposed Final
Org Object/ Budget Budget
No. Account Description Amount Change Amount
2517 2490 Misc Services & Supplies 0 135000 135,000
3258 3580 Contribution to Other Ag 135,000 -135,000 0
Total 135,000 0 135,000
Explanation:
Transfer County share of CAL-ID to Sheriff/Central ID CAL-ID budget unit,
includes County share of Central/Alameda site costs.
i
1994 - 1995
GENERALFUND
LINE ITEM CHANGES
APPROPRIATIONS/REVENUES ,
Budget Unit Name & Number: Superior Court (0200)
Proposed Final
Org Object/ Budget Budget
No. Account Description Amount Change Amount
0200 2310 Professional/Spec Svs 750,191 372,149 1,122,340
Total 750,191 372,149 1,122,340
0200 9895 Misc Current Services 65,000 200,000 265,000
Total 65,000 200,000 265,000
Explanation:
Increase professional/specialized services by $372,149 and revenues by $200,000.
for a net County cost increase of$172,149.
1994 - 1995
GENERAL FUND
LINE ITEM CHANGES
APPROPRIATIONS/REVENUES
Budget Unit Name & Number Risk Management - 0150
Proposed Final
Org Object/ Budget Budget
No. Account Description Amount Change Amount
1505 1011 Permanent Salaries ,,931,984 5,416 937,400
1015 Deferred Comp 0 4,320 4,320
TOOL 1000s $931,984 $9,736 $941,720
1505 2131 Minor Equipment 5,100 6,800 11,900
\2150 Food ' 496 -200 296
2170 Household Expense 100 50 150
2190 Publications ; 350 100 450
2200 Memberships 1,200 6,300 7,500
2250 Rents/leases-equipment 7,910 240 8,150
2251 Computer Software 2,500 7,500 10,000
2284 Requested Mtce 3,792 500 4,292
2301 Auto/miles-employee 800 200 1,000
2302 Use of County Vehicle 4,500 1,500 6,000
2303 Other Travel-employ 3,000 1,889 4,889
2305 „Freight Drayage Expr 0 40 40
2310 Prof/Specialized Svcs 80,965 23,705 104,670
2360 Insurance \ 169,000 34,000 203,000
2477 i Educ Supplies & Course 5,300 2,700 8,000
2479 / Spec Dept Request 50 -50 0
TOTAL 2000s $285,063 $85,274 $370,337
1505 35051 Retire long term debt 950 640 1,590
3515' Interest on long term debt 100 312 412
TOTAL 3000s $1,050 $952 $2,002
1505 9650 Personnel Services 1,263,855 9,736 1,273,591
9877 Administrative Svcs 417 ,102 86,226 503,328
TOTAL 9000s $1,680,957 $95,962 $1,776,919
1500 2360 4,800,000 500,000 5,300,000
Explanation:
CMake-adjustment.to-budget-to-reflect expected-expenditures;eg
Attachment B
THE BOARD OF SUPERVISORS OF CONTRA COSTA COUNTY, CALIFORNIA
Adopted this Resolution on July 28, 1994 , by the following vote:
AYES: Supervisors Smith, Bishop, DeSaulnier, Torlakson and Powers
NOES: None
ABSENT: None
ABSTAIN: None
RE: Tax Losses Reserve Fund Resolution No. 94/390
WHEREAS, recent legislation allows the Board of Supervisors, on the recommendation
of the County Auditor, to adopt a resolution releasing monies from the Tax Losses
Reserve Fund by electing to be governed under section 4703.2 of the Revenue and
Taxation Code;
AND WHEREAS, the Auditor recommends that the Board of Supervisors elect to be
governed under section 4703.2 of the Revenue and Taxation Code;
NOW THEREFORE BE IT RESOLVED that the Board of Supervisors exercises its option
under the Code to be governed by section 4703.2.
As Re,Qommended y:
Auditor- ontroller
I hereby certify that this is a true and correct copy
of an action taken and entered on the minutes of
the Board of Supervisors on the date shown:
ATTESTED: July 28, 1994
PHIL BATCHELOR, Clerk of the Board of
Supervisors and County Administrator
By: Deputy
Contact:
CC: County Administrator
County Auditor-Controller
County Counsel
RESOLUTION NO. 94/390
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Attachment D-1
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CONTRA COSTA COUNTY
COMMUNITY DEVELOPMENT DEPARTMENT
TO: Val Alexeeff, Director, GMEDA
FROM: Roberta Goulart, ,Water Agency Staff
DATE: July 25, 1994 +-//y
SUBJECT: WATER AGENCY BACKGROUND
The following background as requested by Board members on July 21,
1994 is attached. Board questions focused on the following;
Water Agencies in other Counties
Historic Perspective
Current Water Agency activities
Program Budget
Expenditures (last several years)
Given the short response time you have requested, some areas are by
necessity summarized; if you need additional information, please
let us know and we would be happy to provide it.
WATER AGENCIES IN OTHER COUNTIES/HISTORIC PERSPECTIVE
To date, staff has ascertained that water agencies exist in E1
Dorado, San Luis Obispo, Santa Barbara, and Solano Counties, and
there may be others. Generally, counties have water agencies as
unique circumstance and need permits. Some of these agencies are
actual water purveyors, unlike Contra Costa County. The CCCWA was
created, we believe, to enable a high degree of participation
relative to Delta water supply; quality and quantity. The County
is one of only two (last count) Municipal and Industrial (M&I )
users of Central Valley Project (CVP) federal water supplies.
CONTRA COSTA COUNTY WATER AGENCY (CCCWA)
Established in 1957 through Legislative mandate, the Agency has the
power to "develop, protect, conserve and reclaim water, reduce the
waste of water, control and prevent the intrusion of salinity in
water, replenish underground water supplies and reclaim flood and
storm waters, within the agency. "
The Water Agency is responsible for the research, review,
monitoring, comment, facilitation and perhaps (legal) action in
those circumstances where Federal, State, regional or local plans
and programs threaten water quality and quantity to water users
within this County (primary focus is on State Water Project and
Central Valley Project (Federal) delta-related activities) .
A small increment of property tax to enable the above functions was
provided by the legislature at the time the Water Agency was
established specific to the above functions. The Board of
Supervisors is the ex-officio Board of Directors of the CCCWA.
HISTORIC PERSPECTIVE
Some highlights of the Water Agency's actions are noted below.
A more complete list will be completed as part of the board' s
request for a history of the Water Agency, forthcoming.
1960 : U.S Bureau of Reclamation (USBR) vs. State Water Resources
Control Board (SWRCB) . CCCWA (interested party) sought permit
conditions to provide salinity control in Delta. CCCWA Attorney:
Fred Bold Jr.
1967: CCCWA vs . SWRCB. CCCWA concerned about proposed drainage
facilities in Delta affecting water quality. SWRCB holds second
hearing and modifies previous decision, by extending diversion
seasons for specified applicants. CCCWA Attorney: John Nejedly.
1968: CCCWA vs . SWRCB. Hearing on applications to appropriate from
rivers, sloughs, and the delta in various counties, including CCC.
1969 : Walter Gleason replaces Nejedly as CCCWA Attorney. Gleason
to establish water quality levels for the Delta to be maintained by
CVP and SWP; investigate Peripheral Canal Project proposal;
formulate plans to protect county's water rights, including
protection of Delta water resources.
1971: SWRCB hearing on Auburn Folsom South Applications (USBR) .
CCCWA concerned about flows to be maintained in American River.
1969- 1971: SWRCB hearing on specific USBR applications. CCCWA
questioned board's intensions concerning Delta water quality
standards, vested water rights, impacts of water project diversions
on the Delta, and to what extent the board will decide on issues of
proposed Peripheral Canal . In 1971, SWRCB's decision on this
hearing was to initiate interim water quality standards; not to
adopt so-called 11/19/65 Water Quality Formula; and to not approve
the Peripheral Canal Project.
1971- 1990: Cressey H. Nakagawa, special water counsel to CCCWA.
1976-1977: At SWRCB hearings on water rights and water quality
concerning the Water Quality Control Plan for Delta protection.
1978: CCCWA vs . SWRCB, et al, Superior Court, Contra Costa County.
CCCWA contests validity of water rights decision (D-1485) and the
Water Quality Control Plan for Delta that was adopted 8/78 .
1980 's: Hearings on the Peripheral Canal
1983- 1984 : DWR vs . CCCWA, et al . Regarding D-1485 litigation,
Coordinated Operations Agreement etc.
1987- present: SWRCB hearings on development of draft Water Quality
Control Plan for Salinity/Temperature in Bay-Delta; and
consideration of drought-related water rights actions involving
fishery protection; Interim Water Rights Actions/Requirements; and
of proposed Environmental Protection Agency (EPA) water quality
standards .
WATER AGENCY PROGRAMS (established by Board, to date)
Outlined for FY 1994/95
Staff to Board's Water Committee
Ship Channel Navigation Projects
Baldwin Ship Channel, Phase III deepening
Project involves the deepening of the ship channel from
Richmond to Avon, in shallower areas, to 45 feet.
Corps of Engineers acts as lead agency, with CCC as local
sponsor, responsible for 35% of project costs (project
beneficiaries will pay local sponsor share of the costs) .
The biggest issues are potential salinity increase and
disposal of dredged materials. Disposal alternatives include
deep ocean and upland, including levee rehabilitation and
wetlands creation.
New York Slough/Suisun Channel maintenance
Project involves taking over local sponsorship responsibility
from the Port of Stockton, at industry's request. This is a
ship channel maintenance project (channel already dredged to
a depth of 35 feet) . Project includes the Suisun Bay Channel,
and New York Slough areas in east County. Contracts are
finalized, the County is waiting for a financial
indemnification contract (assuming all costs) from industry.
Wetlands Programs
Enhancement Projects
Recommended by the wetlands (citizens) committee as a more
desirable option than a wetlands regulatory ordinance, this
proposed program includes enhancement activities along the San
Joaquin River; may include a program (if funding becomes
available) for wetlands enhancement to be the final result
after clean-up of toxic hot spots.
Mitigation Bank Program
Perceived as a "win-win program" the wetland mitigation bank
would allow the County (or other agency) to acquire and
create/enhance a wetlands area, and then sell "credits" to
builders who may be impacting wetlands as part of development.
Currently, regulatory agencies, in many circumstances, are
requiring developers to create wetlands, at tremendous cost,
and with a number of other associated problems . These created
areas are almost never successful, resulting in a loss of
wetland areas as a result. In some circumstances (where
required mitigation is consistent with the bank) , developers
could purchase credits in a fully functioning wetland,
allowing a larger more productive area to be preserved, rather
than the less useful, smaller, isolated areas .
Delta Environmental Science Center (DESC)
The coordinating committee, comprised of the County, the East
Bay Regional Park District (EBRPD) , the east County school
districts (K-16 ) , Ironhouse Sanitary District, and The Audubon
Society are planning scope, preliminary study (and funding)
for an Interpretive and educational center on Ironhouse land
in Oakley. Located adjacent to one of the better wetland
areas within the County, the center would provide a variety of
opportunities for all ages .
Watershed Management
Alameda-Contra Costa County Comprehensive Biodiversity Plan
Established via Memorandum of Understanding, the County,
EBMUD, EBRPD, Alameda County, and the State Department of Fish
and Game are involved in the scoping of a two-year, two-county
study. The study of Biodiversity looks at the two-county area
from a ecosystem approach, earlier in the process than the
Endangered Species Act does, allowing for greater flexibility
in planning. The study calls for data input into a GIS system
accessible to the public and agencies. Input of data,
establishment and study of date gap areas, identification of
sensitive areas will allow scientific basis to establish a
more balanced, knowledgeable approach to planning in this
area.
East County Comprehensive Water Master Plan
Due to the sole reliance on groundwater resources in east
county, coupled with the lack of knowledge about those
resources ( firm yield, in some cases even source is unknown)
the rapid urbanization in the area, and the contamination
potential, the Board has requested that a detailed,
comprehensive master plan be prepared. Phase I of this study
has been prepared by Contra Costa Water District, looking at
a general supply and demand issues. The Phase two part of the
study is being considered at this time, by the County, CCWD,
and other water/wastewater districts in east county area at
regular monthly, water-manager meetings. Scope of the study
and funding considerations are currently the main topics .
Regional Reclaimed Water Distribution
The County has had a reasonably long history of actions and
interest in maximizing the use of reclaimed water. Two
ordinances have been adopted by the County, and the County has
been instrumental in the drafting of model ordinances for
regional use (cities and counties) . Currently the impetus is
on facilitating the use and distribution of this water, by
water/waster districts, or the Water Agency itself. The
County is currently working with the other districts on this
issue.
Continued interaction with other agencies remains a focus of the
Water Agency, related to with programs impacting Contra Costa
County (State, Federal, Regional, such as the Delta Protection
Commission, San Francisco Estuary Project, etc. ) , and other
agencies as described above.
WATER AGENCY
PROPOSED SUMMARY FY 1994-95 PROGRAM BUDGET
CONSERVATION PROGRAMS DIVISION
COMMUNITY DEVELOPMENT DEPARTMENT
Item Expenditures Revenues
County Staff - 2310 $118,800 $188,000 Estimated
Agency
Property Tax
County Staff Travel/Conference - $3,000
$500 - 2301; $2,500 - 2303
BoS Travel/Conference - 2303 $15,000
BoS Staff Time - 2310 $5,000
Board Water Projects/Consulting $39,200
Fees - 2310
County Counsel - 2310 $ 7,000
$188,000 $188,000
1. Total Revenue reflects the following:
Water Agency project estimated special district revenue $188,000
Total estimated Water Agency Revenue for FY 94/95 $188,000
NOTE: Budget reflects a conservative projection, the budget has been
optimistically projected as high as $198,100. Should funds be received in
excess of $188,000, they will be utilized for Board authorized water projects.
2. Staff breakdown is as follows:
Salary and Fringes (for 1 permanent full-time planner) $71,800
Department Overhead (Secretary) $12.000
$83,800
1 part-time planner or contract employee $35.000
Total Staff Costs: $118,800
NOTE: Permanent staff and related overhead does not reflect costs as
outlined in the July, 1991 Management Service Institute (MSI)
Cost of Services Study (recognized through County Ordinance
91-40).
3. NOTE: The budget shall reflect a total of $50,000 loaned to the Sheriff-
Coroner in 1991. (Not included in above budget; considered a
receivable for future years.)
RG:rw
RRG2:2FY94-5.smy
7825RPT.XLS
Summary of Expenditures Accounts - Fund 282500
Department 7825 - Contra Costa County Water Agency
Period July 1, 1989 thru June 30, 1994
Source: CCC Finance Report 1139
.........................................................................................
.........................................................................................
.........................................................................................
.........................................................................................
......................................................................................... .
Revenue (Source: Property Taxes and other Taxes) $187,881.21
Expenditure Accounts
2100 Office Expense (postage, printing, overlays) $3,352.90
2150 Food - Meal Reimbursement $33.07
2310 Professional/Specialized Services
Community Development Staff Costs $62,231.98
Contract-Attorney Cressey Nakagawa $14,975.00
Contract Employee - Engineer Paul Kilkenny $5,082.00
_..... . _ ......... ... .... .. _ ........ __ ......
..... .. .. ........ ..__....... ....................... _ _ ......
Expendifiure Account Total 585 6744.9
Page 1
7825RPT.XLS
Revenue (Source: Property Taxes and other Taxes) $203,874.15
Expenditure Accounts
2100 Office Expense (postage, envelopes) $3,731.06
2102 Book Periodicals, Subcriptions (Publication) $159.75
2131 Minor Equip. - ( Table - Comm. Dev. Dept.) $68.66
2200 - Membership (JF Baldwin Ship Channel) $1,350.00
2251 Software Costs (Comm.Dev. Dept.) $342.39
2301 Employee Auto Mileage $253.10
2303 Employee Travel Expense $2,427.18
2310 Professional/Specialized Services
Community Development Staff Costs $84,587.91
Contract-Attorney Cressey Nakagawa $8,416.00
SB 2557 Tax Admin Fee $3,042.39
Contract Employee - Expense Reimbursement $95.00
Contract Employee - Comm. Dev. Dept. $412.50
Comm. Water Policy Consensus $32,000.00
Expenditure Account,Total $136;;885.94
Page 2
7825RPT.XLS
........................................
.......................................
Revenue (Source: Property Taxes and other Taxes) $214,258.24
Expenditure Accounts
2100 Office Expense (postage) $2,502.39
2102 Book Periodicals, Subcriptions $338.52
2131 Minor Equip. - ( Table - Comm. Dev. Dept.) $102.99
2200 - Membership (CA Marine & Navigation Conf.) $2,700.00
2301 Employee Auto Mileage $435.63
2303 Employee Travel Expense $2,446.50
2310 Professional/Specialized Services
Community Development Staff Costs $103,610.18
Comm. Water Policy Consensus $32,000.00
CA Campaign Awareness $250.00
Groundwater/Brentwood $5,000.00
91/92 Prop Tax Admin Fee $3,095.81
Contract- Botanical Research $22,438.80
Supervisor Torlakson - Water Agency $2,040.00
Supervisor McPeak - Water Agency $9,460.00
Contract Employee - Comm.Dev. Dept. $2,434.25
Expenditure Account`Total $188;855 0'7
Page 3
7825RPT.XLS
Revenue (Source: Property Taxes and other Taxes) $208,563.72
Expenditure Accounts
2100 Office Expense (postage) $2,283.50
2131 Minor Equip. - ( Comp Equip - Comm. Dev. Dept.) $1,237.71
2200 - Memberships $2,700.00
2301 Employee Auto Mileage $27.00
2303 Employee Travel Expense $166.50
2310 Professional/Specialized Services
Community Development Staff Costs $94,990.96
County Counsel Legal Services $715.91
Comm. Water Policy Consensus $32,000.00
92/93 Prop Tax Admin Fee $2,896.00
Contract- Botanical Research $29,493.70
Supervisor Torlakson - Water Agency $2,040.00
Supervisor McPeak - Water Agency $9,460.00
Expenditure Account Total $178;011. 8
Page 4
7825RPT.XLS
F3�CAL< DEAR t 993..199 ... .........
Revenue (Source: Property Taxes and other Taxes) $213,384.28
Expenditure Accounts
2100 Office Expense (postage) $1,859.07
2303 Employee Travel Expense $1,992.49
2310 Professional/Specialized Services
Community Development Staff Costs $64,902.18
Comm. Water Policy Consensus $32,000.00
93/94 Prop Tax Admin Fee $2,695.00
Contract- Botanical Research $525.00
Contract-Attorney Cressey Nakagawa $9,000.00
Contract-M. Cheney $10,380.00
CCC vs. EBMUD Copies $1,402.50
Contract Employee - Comm.Dev. Dept. $30,802.50
Expenditure Account l otal $155;558.74
Page 5
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' JUL-25-1994 14=44 FROM C C C PUBLIC WORKS TO GMEDA/PERMITS P.01
J.btk wel Wallogo
Contra Public Works Department 1u>fic WadmDk"tor
Costa 255 Glacier Drive Mgtm r.Kubkvk
County Martinez,Cali(ornia 945,53.4897
FAX. (510)313-2333
Telephone- (510)313-2000 PaLrida Ft McNam"
Deputy-owations
FAX TRANSMMAL y-Tratrmcirtation
(510) 313-2333
S.Gard Hansen
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(510) 313- �-
afaxtrans
Maintenance MAsion:2475 Warerhird Wav - Martinez,Cahfomia 94553-4M - Telmhone:(510)313-7000 - FAX:(510)313-7414
JUL-25-1994 14=44 FROM C C C PUBLIC WORKS TO GMEDA/PERMITS P.02
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Attachment D-2
GMEDA
PROGRAM
BUDGET
GMEDA PROGRAM BUDGET
1. GMEDA - Operations
Description: The Growth Management and Economic Development Agency was
established by the Board of Supervisors to coordinate the functions of building
inspection, community development and public works. The Agency's
.administrative structure includes operations (the four individuals in the unit) and the
three departments.
Agency operations has avoided duplicating existing functions and rather. than
expanding operations' staff, existing staff has been used when needed. Agency
operations has avoided creating an additional layer of government and adding
procedures and instead, has reorganized and refined existing procedures. It is
noted that the procedures are still not fast enough for project proponents and do
not provide enough opportunities for reconsideration for project opponents.
Changes in activities and approaches have occurred without shutting down
procedures or schedules.
Since the inception of the Agency, there have been six divisional shifts to
reorganize activities among departments. The Agency has substantially reduced
dependence on general funds. The Agency .has held hundreds of meetings to
coordinate activities, perspectives and administrative policy.
The Agency has increased its contribution to General fund overhead, Purchasing,
Personnel, Clerk of the Board, Risk Management, and County Counsel. Through
Keller mitigation, assistance has been provided to General Services, the Sheriff,
and Agriculture. Since 1991,the Agency has provided$2,070,654 to General Fund
departments (without including Keller mitigation).
The Agency has both streamlined and adjusted to changing conditions. There are
different ways to view the streamlining of the Agency. The organization chart
summarized the total personnel. Positions have shifted from administration and
overhead to specific programs with independent sources of funds. The total
number has been reduced by forty-four.
The Agency has demonstrated its success from administrative and strategic
standpoints. Administratively, the Agency provides a liaison between the County
Administrator's office and the Board of Supervisors, and the operations of the
three departments. Problems can be responded to in a coordinated fashion and
to the extent that everyone cooperates, conflicting instructions are not given to
staff. In many cases, Agency administration has prevented additional burdens
from being placed on the County Administrator's office and the Board of
Supervisors to coordinate department activities.
Strategically, resources can be channelled into immediate priorities. This is
demonstrated weekly.
FTE: 4
Level of Discretion: Some Discretion
Gross Expenditures: $386,230
Financing: 386,230
Net County Cost: 0
Funding Sources: Building Inspection 33%
Community Development 33%
Public Works 33%
budget.94
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Attachment D-3
USE OF
GRANT FUNDS
in past 2 years
RECEIVED
CONTRA COSTA COUNTY
JUL 2 u 1994
CONTRA COSTA COUNTY
GROWTH MANAGEMENT AND
COMMUNITY DEVELOPMENT DEPARTMENT ECONOMIC DEVELOPMENT AGENCY
DATE: July 25, 1994
TO: Valentin Alexeeff, GMEDA Director
FROM: Steven L. Goetz, Transportation Planning Division
SUBJECT: Grant Funds Awarded to County
Per your request, I am providing this summary of grant funds
awarded to the County during the last two fiscal years for
various planning and transportation projects that are
administered by the Community Development Department.
Fiscal Year 1992/93
1. Measure C-1988 Vanpool Carpool Park & Ride Lots Program
funds. $124 ,775 for the County Vehicle Vanpool Program and
the County Employee Telecommuting Program.
2 . Metropolitan Transportation Commission, Transportation
Development Act Funds for Pedestrian and Bicycle Projects.
$12 , 500 for development of a Countywide Bicycle
Transportation Plan.
3 . State of California, Petroleum Violators Escrow Account,
$150, 000, I-680/80/780 Triangle Study*
Fiscal Year 1993/94
1. Bay Area Air Quality Management District, Assembly Bill 434
Funds, $27, 250 for the County Employee Telecommuting
Program.
2 . California Transportation Commission, Transit Capital
Improvement Program, $150, 000 for the Richmond AMTRAK/BART
Station Improvements. *
3 . State of California, Petroleum Violators Escrow Account,
$200, 000, East Contra Costa Intermodal Transit Access
Program.
* The grants are not administered by the County, but the
County was instrumental in securing these funds for the
projects specified.
SLG:grants.t7
cc: H. Bragdon, CDD
M. Shiu, PWD
JUL-25-1994 16:28 FROM C C C PUBLIC WORKS TO GMEDA/PERMITS P.02
FEDCRIPALS,
Amount of Federal, State and E2ifianalfunds received for the transportation improvement program.
Table shows funds proms meq ire FY 92 and FY 93,actual expenditure may be in other FY's
_
RSTP m regional surface transportation p ram,part of ISTEA programmed by MTC I
CMAQ=Congestion Management and Air Qualty program,part of ISTEA,programmed by AM
HERR=Highway Bridge cement and Rehab,part of ISTEA
HES=Hazard elimination acrd Safety program,pan of 1STL
TSM=Traffic S stern Managment,part of State Prop 111 program also has ISTEA funds in it
8B 300=State Local rtnership program in Prop 1,11
TDA;--Transportation Development Act Art 3 for bike and pedestrians
AB 434=Air Quality Management District funding I
St Mat=State Mallpthl part of SS1435 wh . vlt#as State Match to the rural 8 proa M
!jr0'!!q Description As--Tp CMAQ HERR HES TSM TDAAra 434 St Mat SB 300
X$1'000
Appian Way Tilanolle
Avon Sri Repair $360
Avon Bridge Seismic
Bay Polite Feeder trail $95
B Highway Overlay $436
Camino TaWjara Bridge
Cypressfierwy Is Rd $126
Cypress Bike Ln Ph 2 $114
Cypress Bike Ln Ph 3 $100
Diamond Blvd Extension $4,000
ta2Magee E-8_*path $160
Johnston Rd Rri�qe
Kicker Pass Rd border $150
NerolyRd Curve Realign $100
Olympic Blvd Widening $1,647
Pleasant Hill signal syn $125
San Pablo Dam Rd signal $614 $68
Misc safety pr
SeltevVCypress intersect $76
SR 418yrun Hwy $no
Walnut/Marsh Crk Signal $100
Vasco/Camino Diablo
SB 300 match
$550 $1,420 $13,+478 ,
Total- $7 $614 $2,052 $427 -$126- $459 1
Page I
TOTAL P.02
Attachment D-4
CONTRA COSTA COUNTY
PUBLIC WORKS DEPARTMENT
DATE: July 26, 1994
TO: Val Alexeeff, Director, GMEDA
�FROM: Maurice Shiu, Deputy Public Works Director, Transportation
SUBJECT: PVEA funds
The Petroleum Violation Escrow Account (PVEA) was set up by the Federal Court to distribute
the settlements for the Tideland Oil lawsuits. Funds from the settlements are apportioned to each
state by the Federal Department of Energy (FDOE). In California, the rules are that the Governor
has discretion over 50% of the funds while the Legislature has the discretion over the other 50%.
Projects nominated for funding, besides showing energy savings, have to meet certain
requirements specified in the settlements. Typically, County or city projects will be nominated
by a member of the State Legislature. Once making the list, projects will be included in the State
budget.
To obtain funding after a project is included in the budget, the recipient of the grant will formally
apply for funding through the State Resource Agency to the FDOE. About the projects do not
survive this stage of the process.
The County has received grants from PVEA at the "time of use" program development, replacing
our lighting to more energy conservation bulbs, commuter rail planning, and transit planning.
MMS/drg
a\MMS:pvea.t7
cc: S.Goetz,CDD
RECEIVED
CONTRA COSTA COUM
JUL 2c. 1994
CONTRA COSTA COUNTY GROWTH MANAGEMENT AND
ECONOMIC DEVELOPMENT AGENCY
COMMUNITY DEVELOPMENT DEPARTMENT
DATE: July 25, 1994
TO: Valentin Alexeeff, GMEDA Director
FROM: Steven L. Goetz, Transportation Planning Divi ' -n--
SUBJECT: Petroleum Violators Escrow Account Grants
This memorandum provides the information requested on the
conditions for using the PVEA grants received by the County.
PVEA Grant for the Commuter Rail Proiect
- Authorizing Legislation: Assembly Bill 1145 (Sher) , Chapter
1648, Section 1 (j) . $750,000 to the County of Contra Costa
for a demonstration project associated with the East Bay
Commuter Rail Plan.
- PVE Grant Contract Requirements: The objective of the Contra
Costa County Commuter Rail Program is to demonstrate the
energy saving benefits of providing commuter rail as an
alternative mode of transportation to the congested freeway
corridors, which include 1-80, 580, and 680, and State Routes
24 and 4. Under the County Commuter Rail Program, the County
will implement and demonstrate a unique commuter rail system.
This system will run parallel to the freeway corridors, use
existing and abandoned rail road lines, and operate only
during peak hours. The program will optimize fuel efficiency
and reduce unnecessary traffic delays on the freeway
corridors.
The PVE funds will be used for developing an implementation
plan, which will include a determination of passenger needs
and the optimum location for the system. other funds will be
utilized to implement the commuter rail system. This program
is administered by Caltrans through a Memorandum of
Understanding with the California Energy Commission. An
agreement was executed with the County of Contra Costa to
provide program management. PVE funds cannot be used for
administrative expenses. Any scope of work, request for
proposal, reporting of progress, and reimbursement of invoices
must adhere to this contract. The development of the
implementation plan will be overseen by officials from Contra
Costa County, the Contra Costa Transportation Authority, and
the Metropolitan Transportation Commission.
PVEA Grant for East Contra Costa Intermodal Transit Access Program
- Authorizing Legislation: Senate Bill 314 (Rosenthal) Chapter
1159, Section 6.c. (16) . The sum of two hundred thousand
dollars ($200, 000) to the County of Contra Costa for planning
studies for rail and bus transit access, transit connections,
and transfer points to the east county area.
- PVEA Grant Contract Requirements: Caltrans is reviewing the
County's project proposal to use of the PVE funds. The
project, as proposed by the County, will reduce fuel
consumption through development of a comprehensive intermodal
transit access program for eastern Contra Costa County. The
project will include the following planning and project
development activities: improvement or urban, commuter, and
intercity rail access and interface among rail and bus
services; enhancement of local bus operations to provide
connecting feeder service to future urban and intercity rail
services; coordination of transit connections and timed
transfer points; development of intermodal transit and park
and ride facilities to serve East County residents. PVE funds
will be used to fund these planning and project development
activities.
A contract will be executed between Caltrans and the County to
provide project management. PVE funds will be used for a
maximum of five percent for administrative costs for this
project. Any scope of work, request for proposal, reporting
of progress, and reimbursement of invoices must adhere to this
contract.
SLG:pveainfo.t7
cc: H. Bragdon, CDD
P. Roche, CDD
19.94-95 Recommended Budget
lop ♦ .f
1� e 'm
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Ems• py . T• T / -
•y
17
'G
County of ContYa,: Costa
COUNTY OF CONTRA COSTA
Recommended Budget
1994-1995
'"S EA
•
0
c6yjlZ
Presented to the Board of Supervisors
TOM POWERS
Chairman
Supervisor, District I
JEFF SMITH GA YLE BISHOP
Supervisor, District 2 Supervisor, District 3
MARK DESA ULNIER TOM TORLAKSON
Supervisor, District 4 Supervisor, District 5
By Phil Batchelor
County Administrator
County AdministratorContra Board of Supervisors
Tom Powers
County Administration Building Costa 1st District
651 Pine Street, 11th Floor Jeff Smith
Martinez,California 94553-12290 n t`Y, 2nd District
(510)646-4080
FAX: (510)646-4098 Gayle Bishop
s e t 3rd District
Phil Batchelor
Mark DeSaulnier
County Administrator ' - 4th District
S Tom Torlakson
5th District
rr'9 COUNT
July 18, 1994
The Contra Costa County Board of Supervisors
Room 107 , County Administration Building
Martinez, CA 94553
Dear Board Members:
RE: PROPOSED' ADJUSTMENTS TO THE 1994-95 PROPOSED COUNTY BUDGET
I . INTRODUCTION
Forwarded to the Board of Supervisors with this transmittal letter
are recommended adjustments to the 1994-95 Proposed Budget which
was adopted by the Board on June 14, 1994.
This transmittal letter attempts to set the scene for the adoption
of the 1994-95 County Budget by reminding us all where we left the
budget process last fall; detailing actions that the State
Legislature has taken in adopting the 1994-95 State Budget that
impact our County; and identifying other factors which must be
taken into account in determining the resources available to the
County in this budget year.
In a very real sense, this time next year we may recall today as
the "good old days" . The State has carried over a $2 billion
deficit from the 1993-94 fiscal year. The State has adopted a two-
year State Budget, which borrows billions of dollars to be paid
back between now and June 30, 1996 and which suggests that the
State will be reimbursed by the Federal Government for the costs of
providing services to illegal immigrants in the amount of $763
million in the 1994-95 budget and an additional $2 . 1 billion in the
1995-96 fiscal year, thereby postponing most of the really hard
choices until the 1995-96 budget year. The deficit proposed to be
carried over to the 1995-96 fiscal year is just over $1 billion,
meaning that the State intends to spend nearly $1 billion less than
it takes in this year in order to reduce the deficit from $2
billion.
II . BACKGROUND
Last October, we reminded the Board of Supervisors that the State
had taken a total of $99 .4 million from the citizens of this County
through:
• transfers of the property tax to bail out the State's deficit
over the past two years.
• reductions in and eventually the elimination of the Special
District Augmentation Fund (SDAF) over the past two years.
• reduction in support for the trial courts over the past two
years.
• Loss of revenue from the property tax administration fee for
the 1993-94 fiscal year.
• Reductions in Social Services funding for the past two years .
In response to the overwhelming impact of these reductions on the
County and the programs it administers for the citizens of Contra
Costa County, the Board of Supervisors, beginning with a total
budget problem which equaled $113 .87 million, agreed to take a
number of very difficult steps to insure that the County Budget
remained balanced:
o Eliminated $20.5 million of the problem in Phase I reductions.
o Recognized that the elimination of the fire service from the
SDAF loss was worth $25.0 million to the County.
o Budgeted twelve months worth of sales tax revenue provided by
the State pending the voters action on Proposition 172, for a
projected net gain of $38 . 183 million.
o Recognized the one-time transfer by the State of revenue from
the Transportation Planning and Development Fund for a County
gain of $1. 18 million.
o Eliminated $21 .347 million of the problem in Phase II budget
adjustments .
o Recognized additional revenue of $2 .55 million and made other
adjustments of $1 .635 million.
o Made additional adjustments in revenues and expenditures in
Phase III to eliminate the remaining deficit of $3,475,000.
ii
III . CAUSES OF THE 1994-95 COUNTY BUDGET PROBLEM
As has been the case in prior years, the County's total problem can
be separated into three pieces: those which are generated locally,
those which result from the general state of the California
economy, and those which impact the County because of action taken
by the State.
A. Local Problem:
In terms of local problems, the County, in order to balance the
1993-94 County Budget, made use of a number of non-recurring
sources of revenue which we knew would not be available for the
1994-95 fiscal year. The loss of these revenues has to be taken
into account in determining the amount of revenue which is
available for the 1994-95 fiscal year. In addition, the County
always has certain expenditure increases which are unavoidable and
result from contractual agreements for office space, utilities and
supplies . These increases have to be factored into the budget in
order to have a reasonable picture of the level of expenditures
which are required to maintain the existing level of services into
the future, even if no other changes are made.
B. Impact of the Economy:
California' s economy is undoubtedly improving - compared to 1993 .
However, California still lags the rest of the United States in the
strength of the economy and its impact on jobs and retail sales,
both keys to generating tax revenues in the form of income taxes,
bank and corporation taxes and sales taxes. In June, 1994,
California' s unemployment rate was 8 .3%, substantially improved
from the 9.2% rate in June of 1993, but the same as the May, 1994
rate. However, the national unemployment rate was 6 . 0% in June,
1994 . The Associated Press reported last week that: "California's
jobless rate remained by far the highest among the 11 big
industrial states. New Jersey was the second-highest, at 7 . 1%,
followed by New York, 7 .0%. "
The overall economy also has its impact on the real property
market, in terms of both new construction and resales of existing
properties. As property values fail to increase or actually
decrease, assessed value and property tax revenues are affected.
As recently as five years ago, the assessed value of property in
the County, which determines the amount of property tax revenue all
taxing jurisdictions receive, increased at an annual rate of
11 .92%. In the 1994-95 fiscal year, the increase over the 1993-94
fiscal year has declined to only 3. 1%5 Even the 3 . 1% annual
increase has been further eroded by the transfers to the "no and
low" property tax cities and the transfers to redevelopment
agencies.
iii
C. Impact of State Actions :
There are seven specific areas in which action was taken by the
State in the 1994-95 State Budget which have a significant impact
on Contra Costa County. These are:
( 1) The Trigger
(2) The Additional Property Tax Transfer (ERAF)
(3) Reductions to Health Care Funding
(4) The Proposed Maintenance of Effort for Proposition 172
Funds
(5) Elimination of Probation Ranch/Camp Subsidy
(6) Reduction of Trial Court Funding
(7) Social Services Programs
We would like to describe and comment on each briefly:
( 1) The Trigger - (SB 1230) :
There is a good deal of understandable skepticism in the
financial markets about whether or not California is
serious about balancing its budget or making the
necessary tough decisions to keep the budget balanced.
This is only relevant, when the State needs to borrow
money from those markets . California needed to borrow
some $7 billion to meet its cash flow needs for this
fiscal year and next fiscal year. The banks and rating
agencies, whose opinions influence the rate of interest
that will have to be paid on borrowed funds, were not
impressed with the proposal to balance the State Budget
by anticipating some $3 billion in federal funds for the
cost of providing services to illegal aliens. It was
only in the third week of June, when the banks and rating
agencies told the State to get serious with balancing the
budget if it expected to borrow funds at any kind of a
reasonable interest rate, that the Governor issued a
"June Revision" to the State Budget, which reduced the
anticipated federal funds from $3. 1 billion to $763
million, but which then pushed the balance of the
anticipated revenue into the second year of a two-year
financing scheme. Only after the banks and the rating
agencies warned the State of California of the danger of
further delays was the Legislature inspired to enact a
State Budget, although one which most experts still
recognize only postpones the problem until the 1995-96
fiscal year.
iv
In an effort to bring some fiscal discipline to the
budget process, the banks and rating agencies' insisted on
enactment of a mechanism which would automatically reduce
expenditures if revenue projections are not realized, or
if expenditures exceed projections, and if the
Legislature and Administration are unable to enact
measures which bring the budget back into balance. SB
1230, authored by the Senate Budget and Fiscal Review
Committee, provides this "trigger", a mechanism which
will hang over our heads throughout this fiscal year.
The legislation does the following:
✓ Requires the Legislative Analyst to prepare an
analysis of General Fund revenues and expenditures
for the 1994-95 fiscal year for use by the
Controller.
✓ Requires the Controller, on November 15, 1994, to
provide a detailed report to the Legislature and
the Governor on the estimated cash condition of the
General Fund for the 1994-95 fiscal year and
requires the Legislative Analyst to comment on the
Controller's report within five working days. This
report is to identify the amount of any cash
shortfall for the fiscal year and the projected
amount by which "unused borrowable resources" on
June 30, 1995, will differ from the cash flow
analysis included in the official statement
accompanying the sale of the July 1994 revenue
anticipation warrants. If this amount is more than
$430 million, then the 1995 cash shortfall is the
amount by which this figure exceeds $430 million.
✓ The Governor, by January 10, 1995, is required to
propose legislation providing for sufficient
expenditure reductions and/or revenue increases to
offset the amount of the estimated cash shortfall
as reported by the Controller. This, or equivalent
legislation, is required to be enacted by February
15, 1995 .
✓ If the required legislation is not enacted by
February 15, 1995, then, within five days, the
Director of Finance is directed to reduce all
appropriations for the 1994-95 fiscal year that are
not otherwise protected by the State Constitution,
general obligation debt service, or law of the
United States, by the percentage equal to the ratio
of the 1995 cash shortfall to total remaining
General Fund appropriations for the 1994-95 fiscal
year, after excluding the appropriations that are
not subject to reduction.
v
✓ Similar provisions are provided for the 1995-96
fiscal year.
✓ The State of California pledges in writing that it
will not limit or alter the obligation provided in
the "trigger" legislation until the registered
reimbursement warrants and revenue anticipation
notes, together with interest thereon, are fully
met and discharged.
Clearly, this legislation leaves the County at grave risk
between now and June 30, 1996. If, at any of these
"trigger" points, the Legislature or Governor are unable
to act to balance the State Budget, major revenue sources
from the State to the County could be affected in ways
which are difficult to predict today.
(2) The Additional Property Tax Transfer - (AB 860)
When the property tax transfer language of the past two
years was drafted, a decision was apparently made in
Sacramento to intentionally incorporate the property tax
transfer into the AB-8 property tax distribution process.
In this way, the State was guaranteed that the amount
transferred each year would be increased by the
proportionate amount of the increase in the assessed
value. Doing the transfer as a fixed dollar amount ran
the risk of not including assessed value increases in
future years.
The problem with incorporating the property tax transfer
into the AB-8 process is that there are at least three
different formulas which different counties use to
accomplish the property tax allocation to various taxing
jurisdictions. Part of the problem the State Department
of Finance faced was due to the fact that different
counties are using different - but State-approved -
methods of allocating AB-8 dollars. This means that
these counties may well calculate the amount which is
supposed to go into the Educational Revenue Augmentation
Fund (ERAF) somewhat differently. However, since each
method of calculating the AB-8 allocation is approved, it
is hard to argue that the results in terms of what goes
into the ERAF is in error!
vi
For the 1992-93 fiscal year, County Auditors were faced
with the question of whether to calculate the amount that
should be shifted to ERAF. on a tax rate area or a
jurisdiction basis. Contra Costa County had 3000 tax
rate areas (TRA's) . Revenue & Taxation Code § 97.04
permits the Auditor to implement the transfer on a
jurisdictional basis rather than on a TRA basis.
However, the stipulation on this is that the amounts
calculated on a jurisdictional basis cannot differ
materially from what they would be if they were done on
a TRA basis. In our case, the Auditor concluded that
doing the allocation on a jurisdiction (countywide) basis
would not result in materially different results than
doing it on a TRA basis and so he did it on a
jurisdiction basis .
For the 1993-94 fiscal year, since the transfer was so
much greater and the impact on the County was so much
greater, it seemed apparent to the Auditor that there
would be a material difference between the two
methodologies . As a result, for the 1993-94 fiscal year,
the calculations were done on a TRA basis .
From our point of view this cast the die in terms of what
would happen to the numbers, based on the fact that we
were using the basic AB-8 formula which this County uses,
that we were doing the calculations on a TRA basis and
that, therefore, the ERAF would be treated as all other
taxing jurisdictions in making the calculations. There
is nothing in the law that allows one to conclude that
the ERAF should be treated any differently than any other
taxing jurisdiction, and, in fact, our Auditor notes that
the State Department of Finance acknowledges that we
followed the literal letter of the law.
One other thing to recall is that the law provides that
the State Department of Finance will give us the number
which represents the amount that is to go to ERAF, based
on our proportional share of $1. 998 billion. Our number
was $58.926 million.
One of the AB-8 methodologies, used by Orange and
Riverside Counties, among others, takes the total
redevelopment share off the top of the property tax
before allocations are made to individual taxing
jurisdictions. In our case - also an acceptable way to
allocate the property tax - the gross property tax is
allocated to each taxing jurisdiction and then the
redevelopment amount is removed from each jurisdiction to
give the net figure which actually goes to the taxing
jurisdiction.
vii
Therefore, when Orange County is told to transfer - for
purpose of our example - $58.926 million to ERAF, they
start with the gross amount, remove the redevelopment
portion and then allocate the net balance to each taxing
jurisdiction. Therefore, when they allocate $58. 926
million to ERAF, they are allocating "net" dollars after
the redevelopment amount has been removed - therefore
ERAF gets the full $58 .926 million.
When Contra Costa County is given the identical
instruction, our formula allocates gross dollars to each
taxing jurisdiction in the TRA and then backs out the
redevelopment portion. Therefore, we say that we
allocated $58. 926 million to ERAF, but then removed the
redevelopment portion before ERAF got their net funds.
It is important to emphasize that both formulas are
correct, both are approved by the State and both are
consistent with the law. The problem seems to be that
the State Department of Finance staff who wrote the law
did not fully understand the complexities and nuances of
property tax allocations and thus were unaware of the
various answers counties would give when given the same
set of language to implement. As a result, 12 counties,
including Contra Costa County, used the "gross minus
ERAF" mechanism described above. As a result, less money
was transferred to the ERAF than was anticipated by the
State Department of Finance. AB 860 was then enacted to
retroactively change the ERAF allocation formula. Since
our County did the 1992-93 allocations as the Department
of Finance had expected, we are not liable for any funds
for that fiscal year. However, we are liable to repay
the funds which did not go to the ERAF in the 1993-94
fiscal year. For Contra Costa County, this amounts to
$6 . 2 million for the 1993-94 fiscal year and $6 .2 million
plus increases in the assessed value for every year
thereafter. AB 860 allows counties two years to repay
the 1993-94 amount. Therefore, this County will have
$9 . 3 million less property tax available for the 1994-95
fiscal year ($6 .2 million for the 1994-95 fiscal year and
1/2 of the $6 .2 million for the 1993-94 fiscal year =
$9 . 3 million) and 1995-96 fiscal year ($6 .2 million for
the 1995-96 fiscal year and 1/2 of the $6 .2 million for
the 1993-94 fiscal year = $9. 3 million) than we had
anticipated and $6 .2 million less available for every
year thereafter.
The total amount at risk in our County totals $8.45
million for all taxing jurisdictions . However, $2 .25 of
this amount comes from the cities and other taxing
jurisdictions, leaving the County's share as $6 .2
million.
viii
(3) Reductions to Health Care Funding - (AB 2377 )
The State Budget eliminates $285 million in funding to
counties for the local health care system. This funding
is used to finance a wide variety of health care services
to low income and indigent individuals and families who
otherwise do not have access to health care. Contra
Costa County has received $4 . 8 million from this funding.
In a worst case scenario, the County might lose all or
nearly all of this funding. The exact formula by which
these reductions will be allocated is still being
discussed among counties and may have to go back to the
Legislature when it reconvenes in August.
(4 ) Proposed Maintenance of Effort for Proposition 172 Funds
- (AB 2788)
AB 2788 (W. Brown) proposed to require that, as a
condition of receiving Proposition 172 sales tax revenues
for public safety programs, a county must document that
it is spending on public safety program at the same level
as the 1992-93 fiscal year, possible inflated by a cost-
of-living adjustment (COLA) factor. While Contra Costa
County appears to meet the 1992-93 level of funding test,
inflating this figure by a cost-of-living factor,
depending on how that figure is calculated, could put at
risk the $36 .8 million in Proposition 172 revenue that it
is projected the County will actually receive for the
1993-94 fiscal year. Regardless of the COLA impact,
legislation such as AB 2788 effectively removes the
public service departments from sharing in any future
budget reductions and places off limits a major portion
of what had been the Board's discretionary General Fund
revenue. Passage of this legislation would further limit
the Board's ability to respond to present or future
reductions in revenue or mandated increases in
expenditures. We will not know the final word on what
will happen to this legislation until the Legislature
reconvenes on August 8, 1994 for the final four weeks of
their Session.
(5) Elimination of the Probation Ranch/Camp Subsidy
A subsidy which has been provided by the State to support
Probation Ranches/Camps like Byron Boys ' Ranch was
eliminated in the Budget (SB 2120) , for a State savings
of $32 .6 million. This eliminated a substantial portion
of the funding for the Byron Boys ' Ranch.
ix
(6) Reduction of Trial Court Funding
According to information provided by the California State
Association of Counties, the State Budget reduces funding
for the Trial Courts from $1. 017 billion to $570,592,000,
a reduction of $446,408,000. The previous statement of
intent of the Legislature to fund the Trial Courts at 65%
of their cost has never been achieved. Actual funding is
reduced in the 1994-95 State Budget to 40% of costs
statewide.
(7) Social Service Actions - AB 836 and AB 473
In addition to the above actions, several changes were
made to Social Services Programs, although their fiscal
impact on the County is far less significant than those
actions identified above:
• AFDC grants are reduced by 2 .3%, from $607 to $593
for a family of three.
• The special need benefit provided to pregnant AFDC
recipients is reduced from $70 to $47 per month.
• SSI/SSP grants are reduced by 2 .3% .
• Certain medical services, cash grants and other
services to legal aliens are reduced.
• Requires persons who have been on AFDC for longer
than two years, with specified exceptions, to
participate in a workfare assignment if the county
finds an appropriate assignment.
• Extends through 1994-95 the freeze on group home
program additions and changes which might lead to a
higher rate classification level.
• Provides transitional child care and Medi-Cal
benefits to former AFDC recipients who lose AFDC
eligibility because of marriage.
• Prohibits an increase in AFDC cash grants for any
child born into a family that has received AFDC
continuously for 10 months prior to the birth of
the child (except in specified situations) .
x
IV. EXTENT OF THE PROBLEM AND PROPOSED SOLUTION
A. Summary:
For the fifth straight year, the County is faced with a serious
budget problem which will require difficult decisions by the Board.
As of this writing, the total impact of the State 's action on our
budget is undetermined. This document deals with $9,980,000 in
revenue losses and cost shifts of which we are absolutely sure. We
will have to return to the Board at a later date with the balance
of the State impacts. In addition, the local problem adds another
$14 , 188,000 for a grand total of at least $24, 168,000.
The $24, 168,000 problem is composed of both revenue losses and
appropriation increases . The state component of the problem
consists of a $9,300, 000 property tax revenue shift to the schools
and a $680,000 revenue reduction to juvenile camps and ranches.
The $14, 188,000 local problem consists of the need to augment
appropriations in the Sheriff's Department by $6, 300,000, the
Municipal Courts by $550,000 and the District Attorney by $146,000.
In addition, uncontrollable costs add $1,650,000 for appropriation
increases to liability insurance, retiree health benefits and the
audit and litigation reserve. Finally, as was reported in May, the
fund balance available from last budget year will drop by
$5,542,000.
The recommended solutions to the budget problem also involve
appropriation reductions and revenue increases . It is recommended
that Departments reduce their net county costs by $7,368,000, of
which $5, 191,000 are cuts to appropriations and $2, 177,000 are
increases to revenues . Further, that the use of $9, 300,000 in non-
recurring revenue from the Tax Losses Reserve Fund be used to
offset the $9,300,000 in property tax losses required by the State.
Finally, that we apply the $7,500,000 in subsidy granted by the
Retirement Board to further reduce the budget problem.
We do need to acknowledge most gratefully the actions of the
Retirement Association's governing board in making available to the
County $7 ,500,000 from the Association's earnings which exceeded
their interest assumptions and other mandatory commitments on their
funds .
The description of the budget problem above does not reflect the
total budget shortfall since the Proposed Budget was essentially a
"roll over" budget from 1993-94. This means that budget
adjustments were not included for such items as employee merit and
step increases, cost of living increases granted employees, pay
equity increases and associated benefit increases for Social
Security, Medicare, retirement plans and worker's compensation.
Moreover, the service and supplies and fixed asset accounts were
frozen at the 1993-94 levels. Finally, Departments were asked to
make-up or absorb non-recurring revenues received in 1993-94 .
xi
A number of state actions have the potential to significantly add
to the budget problem in the future. The Health Department may
suffer additional revenue losses of between $3,000,000 and
$8, 350,000. Also, the courts may lose approximately $700,000 in
Trial Court Funding. Lastly, the budget trigger, which may be
pulled in early 1995, may visit further harm on the County Budget
in the form of increased cost shifts to the County or revenue
losses .
B. Format and Structure of the Budget Program:
Last year, the Board requested a more detailed budget document
which organizes the information into programs and services. Also,
the data are arranged to focus on the net county cost for each
program as well as other funding sources. The budget format was
designed to be more "user friendly" in understanding service
delivery systems while providing significantly more useful data
than traditional budget documents.
C. Non-recurring revenue increases not available in 1995-96:
When non-recurring revenues are spent on non-recurring expenditures
the difficulty in balancing the budget each year is lessened.
However, over the last several years, the County has been relying
on greater amounts of non-recurring revenues to finance on-going
operations. Unless the County continues to secure non-recurring
revenue at essentially the same level each year, a very serious
budget crisis will arise.
In fiscal year 1993-1994, apart from non-recurring departmental
revenues, non-recurring revenues for operational costs included an
$8,500,000 subsidy from the Retirement Board and $3,800,000 from
several reserve funds for a total of $12,300,000. This year it is
proposed that the General Fund budget, for operational costs, a
$7 ,500,000 subsidy from the Retirement Board and $9,300,000 from
the Tax Losses Reserve Fund for a total of $16,800,000. These
significant amounts of financing in the current year will become
part of the 1995-96 local budget problem to the extent that
equivalent financing sources cannot be identified.
D. Social Services Department:
For the first time in many years, the Social Service Department
will be able to meet its budget reduction targets without
eliminating positions . Since August 1990, the department has
experienced seven rounds of budget reductions, with a total loss of
252 FTE positions . The department has also dramatically
restructured its workforce. Since 1986, management and
administrative positions have been reduced by 43% and 37%
respectively, while line supervisors and line workers have
increased by 3% and 14%,respectively.
xii
Over the past five years the department has reduced its reliance on
the County General Fund by $6 . 76 million, or 24% . In FY 90-91 the
General Fund contribution was $35.9 million. It is $27 .3 million
in the attached recommended adjusted Proposed FY 94-95 Budget.
These General Fund reductions were achieved despite growing
caseloads in many program areas, including AFDC and Food Stamps .
The department has been very successful in its effort to maximize
external revenues due to the County. For example, 83% of the
foster care cases in Contra Costa County are federally eligible,
among the highest proportion in the State. Similarly, the
department operates an SSI Advocacy Program to qualify eligible
General Assistance recipients for the federal program. Over the
past year, the department has also realized significant General
Fund savings (applied to this budget reduction target) in
qualifying In-Home Supportive Service Program recipients for the
federally financed Personal Care Services Program.
Adjustments to the Proposed FY 94-95 budget are primarily a
combination of revenue increases and expenditure reductions that do
not reduce program service levels. Net County cost reductions
reflect revenue increases of $274,241 in Food Stamp and AFDC
administration due to changes in the state "cost control"
methodology. $583,851 is reduced from the Seriously Emotionally
Disturbed Children's Program. This reduction recognizes caseload
growth stabilization and lower per case costs due to diversion
programs . $359 ,306 of net County cost is reduced from the In-Home
Supportive Services. This is a realization of FY 93-94 savings
from shifting cases to the Personal Care Services Program which are
billed to Medi-Cal. In addition, $295,560 is eliminated from the
Homeless Shelter Program, which maintains the program at FY 93-94
budget levels and is only an elimination of unanticipated one-time
expenses for the North Concord Shelter environmental impact report
and other capital expenses . In addition, the budget reduction plan
reduces $300,000 from Residential Alcohol Recovery Services
targeted at General Assistance recipients. The Department is
examining alternative funding options for this program, including
department efficiency savings and return of funding responsibility
for this program to the Health Services Department (transferred to
Social Services in FY 93-94) .
Overall, the department reduction plan reduces the net County cost
by $1. 8 million.
At first glance it appears that the state budget plan has little
impact on the Social Service Department. A 2 .3% reduction AFDC
grant reduces the net County cost for aid payments by less than
$65,000. The impact of other changes are more difficult to
determine. For example, the state budget prohibits an increase in
AFDC cash grants for a child born into a family who has received
AFDC continuously for ten months prior to the birth of the child,
except in specified situations. At this time workload consequences
of this state regulation change is not known. The County
Administrator's Office and Social Service Department will be
xiii
working together to analyze the impact of the state budget on the
Social Service Department and will return to the Board of
Supervisors for any adjustments that may be necessary.
E. Library:
The proposed budget for the Library is not being recommended for
reduction at this time. Some cities have indicated they wish to
continue to extend the number of hours libraries are open in their
communities and have contributed the funding to do so; other cities
are currently exploring this option. The County Administrator was
directed to initiate the necessary steps to prepare a library
finance ballot measure for the November election. As part of that
direction, a workshop ,will be held during the public hearings on
library financing and operational issues.
F. Probation:
The Probation Department will be able to maintain existing services
without programmatic cuts in the 1994-95 fiscal year. As a result
of the department's aggressive pursuit of several revenue sources
as well as expenditure savings, the department can achieve
significant net County cost reductions without impact to existing
programs or service levels. In addition, no programmatic
reductions will be required to cover the loss of $680,000 in Byron
Boys ' Ranch/CAMP subsidy revenue from the State, due to the
availability of a 1993-94 fiscal year departmental fund balance.
This subsidy loss is another example of the negative impact of the
State Budget upon County operations.
The Governor recently signed into State law the so-called "Three
Strikes" legislation which imposes more severe penalties for
various criminal offenses. "Three Strikes" has the potential for
greatly increasing the workload and cost of County Courts and
related justice agencies, such as Probation. Because of the
severity of penalties, it is expected that it will take even longer
to process a criminal defendant through the court system. This
means that criminal juries will take longer to select, that there
will be more jury trials and that the length of trials will
significantly increase. To handle more criminal trials it may be
necessary for the Superior Court to curtail the processing of civil
cases. At this time it is not possible to predict precisely what
the operational or fiscal impacts might be. Therefore, it cannot
be addressed in this budget document. To some extent any negative
consequences can be mitigated by greater cooperation and
coordination between the courts and related justice agencies.
xiv
G District Attorney and Public Defender:
As discussed above, the Justice System budgets do not include any
impact from the "Three Strikes" legislation. The District
Attorney' s budget does include a share of the $38, 183,000 budgeted
for the one-half cent sales tax, approved by the voters November 2,
1993. The adjusted budget recognizes the law's intent to protect
public safety, particularly the Sheriff' s Department and the
District Attorney' s Office. The District Attorney' s Office was
given credit for its entire 1993-94 fiscal year fund balance to
offset its 10% cut as well as to offset cost of living adjustments
for D.A. Investigators . The amount recommended for the Public
Defender permits a maintenance level of operation, given current
workload.
H. Courts - Municipal and Superior:
Due to uncertainties in State Trial Court Funding, the Courts '
budgets are expected to require adjustment. However, the final
budget for the Courts can be completed only after the level of
state funding for trial courts has been finalized. The reduction
plans presented were prepared by the County Administrator' s Office.
All expenditures and revenues of the Courts will be closely
monitored. Further budget adjustments will be submitted to the
Board as required to maintain budgeted net County cost. The County
Administrator' s Office will continue to work with the Courts as the
revenue estimates and Trial Court Funding allocations become
finalized. The restrictions of limited trial court funding require
an increased level of interdepartmental coordination to achieve
programmatic and budgetary efficiencies . As is the case with the
other justice agencies, no impact from "Three Strikes" has been
included in the adjusted budget.
I . Sheriff:
In addition to lost revenues, public safety agencies were also
affected by the State having over-estimated Proposition 172
revenues by over $1,000,000 in this County alone. This error,
coupled with the tremendous cost of the Deputy Sheriffs'
Association contract, has required the county to increase the
Sheriff-Coroner's budget by $6,332,000, to $70, 127,478. In
addition to the maintenance level budget, the Sheriff-Coroner
requested over $5,000,000 in new money for additional positions and
operational expenses . For the reasons mentioned above, there are
no additional funds to support any of the Sheriff 's new requests;
however, the CAO recommended budget should allow the department to
continue maintenance operations, as long as strict cost saving
measures remain in effect and the Department continues its
aggressive revenue generation activities.
xv
J Health Services Department:
In the past five years the Health Services Department's total
budget has increased by 52%, from $199 million in FY 90-91 to $303
million in the adjusted FY 94-95 Proposed Budget. This budget
increase is a tribute to the department's aggressive efforts to
expand services to the citizens of Contra Costa County through
accessing new federal and state revenues and expanding the Contra
Costa Health Plan. The department provides a broad continuum of
services ranging from geriatric clinics and immunization of
children to full service acute hospital care. The department 's
comprehensive health care delivery system has strengthened its
ability to respond to pending national and federal health care
reform.
The past five years has also seen a growing independence of the
Health Services Department from the County General Fund. The net
County subsidy has been reduced from $37 .61 million in FY 90-91 to
$33.35 million in the recommended adjustments to the FY 94-95
Proposed Budget. Currently the County overmatches its state
required maintenance of effort by $9 .6 million. Excluding
detention, the overmatch is $4 .7 million.
For FY 94-95 the department is currently projecting a total
potential revenue shortfall of between $3 million and $8 million as
noted below:
-- Prepaid Health Plan reduction $0.5-0 .75 million
-- SB 910 Medi-Cal administrative claims
State take back $1 .0-4 .00 million
-- SB 855 intergovernmental transfers
state take back $1.0-3 .00 million
-- Tobacco tax revenue shortfall $0.5-0 .60 million
Total $3.0-8 .35 million
The Health Services Department is not unfamiliar with the challenge
of revenue shortfalls at the beginning of fiscal years. In FY 93-
94 it faced a potential $4 . 6 million shortfall. This was
subsequently handled through a variety of strategies including
accessing new federal revenues for Medi-Cal administrative claiming
under SB 910, successfully claiming for underpayment of past FQHC
(Federally Qualified Health Care) payments and working with the
state and other counties to insure another round of SB 1255
distributions .
xvi
At this time, it is not possible to project the exact impact of
State budget actions or the pending health care reform initiatives
on the Health Services Department' s revenue situation.
Consequently, the Phase I budget adjustment addresses only $1.455
million of the projected potential shortfall. The County
Administrator's Office and Health Services Department will work
closely with federal and state agencies to evaluate the extent of
any additional budget adjustments which may be needed.
Of the $1 .455 million net county cost reduction, about 45%
($669,000) is from lower contract/per diem/registry use,
substantially backfilled by filling presently vacant position and
adding new positions as necessary. About 25% ($350,000) of the
reduction comes from reducing LVN and RN inpatient care hours to
match the new acuity system standards for the hospital . $65,000 of
the net county cost reduction is a revenue increase from providing
administrative services to the Solano Health Plan. Another
$108,000 is saved by reducing the state hospital contract by one
bed. The remaining $268,000 reduction ( 18%) constitutes the 4 . 1
FTE reduction for the department. These include 1. 1 FTE RN in the
Occupational Health Clinic, 1 FTE interpreter in the Communicable
Disease Program, and 1 FTE Supervisor and 1 FTE PHN in the Home
Health Agency. Overall, the adjustments to the FY 94-95 Proposed
Budget rely on restructuring and reconfiguration of services rather
than service reductions .
V. CONCLUSION
This is the fifth year in which we have had to confront massive
State budget deficits, although they have been coming down, from
$14 . 3 billion a few years ago to less than $5 billion this fiscal
year. The County has been balancing its Budget with non-recurring
sources of revenue. The opportunities to locate and take advantage
of these non-recurring sources of revenue are dwindling. While the
economy is improving, it is doing so very slowly. We can only hope
for a major improvement in the economy in the near future to
stabilize the County Budget. The adjusted 1994-95 Proposed County
Budget is structured to preserve the County' s fiscal integrity
while maintaining service levels and minimizing position
reductions .
VI. RECOMMENDATIONS
It is RECOMMENDED that the Board of Supervisors :
1. CONSIDER the County Administrator's recommendations for
balancing the 1994-95 County Budget.
2. RECEIVE Department Head and public testimony on the
adjustments to the Proposed 1994-95 County Budget.
xvii
3 . APPROVE line item budget changes and personnel resolutions,
and thereby adopt the County Budget for 1994-95 on August 2,
1994 .
4 . AUTHORIZE the County Administrator and Auditor-Controller to
make technical adjustments to the 1994-95 County Budget when
actual fiscal year 1993-94 year-end figures are known,
including changes in reserves, designations, fund balance,
revenues and appropriations and return to the Board of
Supervisors, if appropriate.
5. DIRECT the County Administrator to report back to the Board of
Supervisors when the impact of the State Budget and trailer
bills is more precisely known.
Very truly yours,
-t LAT_
Phil Batchelor, County Administrator
xviii
1994-1995 RECOMMENDED BUDGET
TABLE OF CONTENTS
GENERAL GOVERNMENT
Assessor. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1
Auditor-Controller. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4
Board of Supervisors . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7
Building Inspection. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8
Community Development . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 11
Cooperative Extension . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 16
County Administrator (CAO) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 19
Central Support Services . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 21
County Counsel. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 27
General Services . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 31
Library. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 37
Personnel . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 40
PublicWorks . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 45
Treasurer-Tax Collector . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 49
Employee/Retiree Benefits . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 51
Debt Service . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 53
Contingency Reserve. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 54
HEALTH AND WELFARE
Community Services. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 57
Health Services . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 60
Private Industry Council . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 100
Social Service . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 103
Veterans Services . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 120
PUBLIC PROTECTION
Agriculture. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 125
Animal Services. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 127
Clerk-Recorder . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 131
District Attorney. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 134
Law & Justice Systems Development . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 138
Municipal Court . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 140
Probation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .144
Public Defender. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 150
Sheriff. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 152
Superior Court. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 160
General Government
ASSESSOR
1994-95 Net
Proposed County Proposed Adjusted 1994-95
Program Budget Cost Reduction Plan Proposed Budget
Appraisal $4,177,260 $3,895,593 $230,000 $3,947,260
Business 1,204,979 1,133,369 0 1,204,979
Support Services 2,088,630 1,964,505 0 2,088,630
Administrative Services 562,323 562,323 0 562,323
TOTAL $8,033,192 $7,555,790 $230,000 $7,803,192
Expenditure Transfers: $36,427 $36,427
Revenues: $440,975 $100,000 $540,975
Net County Cost: $7,555,790 $330,000 $7,225,790
FTE: 126 4 122
9. Appraisal
Description: To ensure that all secured real and personal property within the County
has been accurately valued and entered on the regular and supplemental assessment
rolls.
FTE: 60
Level of Discretion: None
Gross Expenditures: $4,177,260
Financing: 281,667
Net County Cost: 3,895,593
Funding Sources: Prop Tax Adm Svcs, other 7% $281,667
General Fund 93% 3,895,593
Adjustment: Defund three vacant Assistant Appraisers and one vacant Associate
Appraiser. Positions will remain in Department and workload will be monitored to
determine future needs.
Impact: It will be increasingly difficult to close the regular and supplemental assessment
rolls, thus result in the loss of property tax revenue to the General Fund. Also senior
1
staff will have less time to represent the County during Assessment Appeal decisions.
The department is operating under particularly difficult hardship due to the retirement of
staff with an average of over 30 years of experience.
2. Business
Description: To ensure all business and personal property within the County has been
accurately valued and entered on the regular and supplemental assessment rolls.
FTE: 19
Level of Discretion: None
Gross Expenditures: $1,204,979
Financing: 71,610
Net County Cost: 1,133,369
Funding Sources: Property Tax Admin Svcs 6% $71,610
General Fund 94% 1,133,369
3. Support Services
Description: Enroll all valid exemptions on the annual and supplemental local
assessment rolls, provide data entry and drafting services to the department, amend
policies and procedures where necessary, and provide service to agencies and private
organizations and to the general public.
FTE: 41
Level of Discretion: None
Gross Expenditures: $2,088,630
Financing: 124,125
Net County Cost: 1,964,505
Funding Sources: Drafting Services 2% $36,427
Sale of Maps 2% 50,000
Fees 2% 37,698
General Fund 94% 1,964,505
Adjustment: Increase revenues from sale of magnetic tapes and other Assessor fees.
4. Administrative Services
Description: Establish and administer policies relative to department operations and
provide administrative guidelines for carrying out these policies.
FTE: 6
2
Level of Discretion: Very limited
Gross Expenditures: $562,323
Financing: 0
Not County Cost: 562,323
Funding Sources: General Fund 100% $562,323
County Administrator's Recommendation
It is recommended that the proposed budget be adjusted as presented. Financing for the four
positions may become available through state legislation which would increase property tax
administration revenues. Financing for the positions will be reconsidered after legislation is
passed and County allocations are known.
AUDITOR-CONTROLLER
1994-95 Net
Proposed County Proposed Adjusted 1994-95
Program Budget Cost Reduction Plan Proposed Budget
Support/County $3,944,425 $2,099,945 $5,285 $3,939,140
Operation
Support/All Jurisdictions 1,032,176 186,767 0 1,032,176
Statutory Responsibilities 488,233 16,165 0 488,233
Handled by Auditor
Non-Statutory Responsi- 157,473 59,973 0 157,473
bilities & Information
TOTAL $5,622,307 $2,362,850 $5,285 $5,617,022
Expenditure Transfers: $840,519 $840,519
Revenues: $2,418,938 $231,000 $2,649,938
Net County Cost: $2,362,850 $236,285 $2,126,565
FTE: 77 77
1. Support of County Operations
Description: Financial services provided to all county departments; payroll, accounts
payable and auditing records.
FTE: 53.78
Level of Discretion: Very limited
Gross Expenditures: $3,944,425
Financing: 1,844,480
Net County Cost: 2,099,945
Funding Sources: Expenditure Transfers 6.8% $269,951
State 6.7% 266,973
Fees 33.1% 1,306,556
Other .2% 1,000
General Fund 53.2% 2,099,945
Adjustment: Revenues will be increased by $65,000 from more aggressive investment
of cash balances in certain trust funds under the control of the Auditor-Controller. Also,
$5,285 in salary costs will be reduced through the voluntary time off program.
4
,I
Impact: None.
2. Support of All County Jurisdictions
Description: Services provided by the Property Tax division in allocating
and accounting for property taxes and assessments.
FTE: 11.23
Level of Discretion: Very limited
Gross Expenditures: $1,032,176
Financing: 845,409
Net County Cost: 186,767
Funding Sources: Fees 82% $845,409
General Fund 18% 186,767
Adjustment: Increase revenues by $166,000, which includes $85,000 in property tax
administration fees and $81,000 in anticipated collection fee cost reimbursement for the
proposed Library tax or assessment. If a tax or assessment does not materialize, two
vacant positions will be eliminated.
Impact: No impact if all revenue is realized. If two vacant positions are abolished, the
payroll and cost allocation services will be negatively impacted.
3. County's Statutory Responsibilities Handled by the Auditor
Description: Handle the County's Welfare Accounting Unit, Child Support
Receipts Processing Unit and accounting support for the County's Redevelopment
Agency.
FTE: 9.58
Level of Discretion: Very limited
Gross Expenditures: $488,233
Financing: 472,068
Net County Cost: 16,165
Funding Sources: Expenditure Transfers 97% $472,068
General Fund 3% 16,165
4. Non-Statutory Responsibilities
Description: Provide positive benefits to the County including: production of
Comprehensive Annual Financial Report (CAFR); Tax and Revenue Anticipation Notes
(TRANS) program; and the maintenance of the County's revenue study (formerly MSI).
FTE: 2.41
5
Level of Discretion: Discretionary
Gross Expenditures: $157,473
Financing: 97,500
Net County Cost: 59,973
Funding Sources: Expenditure Transfers 62% $97,500
General Fund 38% 59,973
County Administrator's Recommendation
It is recommended that the proposed budget be adjusted as presented.
6
BOARD OF SUPERVISORS
1994-95 Net
Proposed County Proposed Adjusted 1994-95
Program Budget Cost Reduction Plan Proposed Budget
Legislative & Policy $1,599,035 $1,146,259 0 $1,599,035
Direction
TOTAL $1,599,035 $1,146,259 0 $1,599,035
Expenditure Transfers: $160,628 $160,628
Revenues: $292,148 $292,148
Net County Cost: $1,146,259 $1,146,259
FTE: 22.5 22.5
1. Legislative and Policy Direction
Description: Enforce statutes and enact legislation to serve and protect County
residents, establish general operating policies and plans, adopt annual budgets and levy
taxes, determine land use, and appoint County officials.
FTE:
Level of Discretion: Very limited
Gross Expenditures: $1,599,035
Financing: 452,776
Net County Cost: 1,146,259
Funding Sources: Property Tax Admin Fees 6% $100,000
Landfill Franchise Revenue 10% 164,000
Expenditure Transfers 10% 160,628
Other Fees & Sale of 2% 28,148
Documents
General Fund 72% 1,146,259
County Administrator's Recommendation
Budget adjustment plans are pending.
BUILDING INSPECTION
1994-95 Net
Proposed County Proposed Adjusted 1994-95
Program Budget Cost Reduction Plan Progosed Budget
Inspection Services $2,316,288 0 0 $2,316,288
Grading Services 361,920 0 0 361,920
Property Conservation 363,409 0 0 363,409
Housing Services
Land Information System 183,272 0 0 183,272
Administrative Support 1,831,752 0 0 1,831,752
TOTAL $5,056,641 0 0 $5,056,641
Expenditure Transfers: $152,672 $152,672
Revenues: $4,903,969 $4,903,969
Net County Cost: 0
FTE: 59 59
1. Inspection Services
Description: Review plans, issue building permits and inspect the construction of
buildings to ensure construction of structurally sound buildings.
FTE: 32
Level of Discretion: Very limited
Gross Expenditures: $2,316,288
Financing: 2,316,288
Net County Cost: 0
Funding Sources: Fees 100% $2,316,288
2. Grading Services
Description: Check plans, issue grading permits, perform grading inspections of
minor/major subdivisions and individual's building projects, and investigate grading
complaints to ensure construction occurs on a safe foundation.
FTE: 5
8
Level of Discretion: Very limited
Gross Expenditure: $361,920
Financing: 361,920
Net County Cost: 0
Funding Sources: Fees 100% $361,920
3. Property Conservation Housing Services
Description: Respond to code compliance complaints, perform on-site investigations
of potential violations, abate hazardous structures, and provide financial assistance to
low and moderate income families performing housing rehabilitation in order to ensure
building and zoning code compliance of existing structures, mobile homes and new
construction.
FTE: 5.5
Level of Discretion: Discretionary, but offset with federal revenues.
Gross Expenditures: $363,409
Financing: 363,409
Net County Cost: 0
Funding Sources: Federal 100% $363,409
4. Land Information System
Description: The Land Information System is a computer system based on the County
Assessor's parcel numbers which provides computerized data related to the ownership,
assessment, zoning and development of real property.
FTE: 14
Level of Discretion: Some discretion
Gross Expenditures: $183,272
Financing: 183,272
Not County Cost: 0
Funding Sources: Expenditure Transfers 83% $152,672
Fees 17% 30,600
S. Administrative Support
Description: Provide administrative support, including a computerized land information
system, for the inspection, grading, code compliance, and housing rehabilitation staff.
FTE: 14
9
Level of Discretion: Administrative support primarily assists programs with very limited
discretion.
Gross Expenditures: $1,831,752
Financing: 1,831,752
Net County Cost: 0
Funding Sources: Fees 100% $11-831,752
County Administrator's Recommendations
It is recommended that the proposed budget be adjusted as presented.
10
COMMUNITY DEVELOPMENT
1994-95 Net
Proposed County Proposed Adjusted 1994-95
Program Budget Cost Reduction Plan Proposed Budget
Current Planning $2,572,123 $220,000 $26,644 $2,545,479
Advance Planning 430,106 28,442 0 430,106
Transportation Planning 2,524,171 18,000 0 2,524,171
Conservation 1,630,361 29,250 $2,925 1,627,436
Water 198,100 0 0 198,100
Keller Mitigation Prog 210,000 0 0 210,000
Comm Dev Block Grant 4,924,598 0 0 4,924,598
Redevelopment 668,822 0 0 668,822
Support Services see other programs
TOTAL $13,158,281 $295,692 $29,569 $13,128,712
Expenditure Transfers: $321,000 $321,000
Revenues: $12,541,589 $12,541,589
Net County Cost: $295,692 $29,569 $266,123
FTE: 54 54
1. Current Planning
Description: Regulation of land use and development in accordance with County policy
and applicable laws.
FTE: 13
Level of Discretion: Very limited discretion. Program is required to meet State and
County land use regulations.
Gross Expenditures: $2,572,123
Financing: 2,352,123
Net County Cost: 220,000
Funding Sources: Expenditure Transfers 1% $24,000
Fees 90% 2,328,123
General Fund 9% 220,000
Adjustment: Reduce service and supplies and transfer personnel to non-General Fund
projects.
Impact: The department is recommending reduction of Municipal Advisory Council
services and elimination of the two Regional Planning Commissions, effective October
1, 1994 in accordance with action taken by the Board of Supervisors on July 12, 1994.
2. Advance Planning
Description: Maintenance of a long-range policy planning process to anticipate and
respond to socioeconomic changes, new legal mandates and local priorities.
FTE: 4
Level of Discretion: Very limited
Gross Expenditures: $430,106
Financing: 401,664
Net County Cost: 28,442
Funding Sources: Expenditure Transfers 3% $15,000
Fees 90% 386,664
General Fund 7% 28,442
3. Transportation Planning
Description: Development of an effective transportation network throughout the County
by planning for roads and other types of transportation systems on Countywide corridor,
area and neighborhood levels. Develop County Growth Management Program. Road
development paid for with Navy Fund and Measure "C" money are dedicated to projects
in other departments and/or agencies. Other departments and/or agencies spend Navy
Mitigation Fund and Measure "C" monies budgeted in this program.
FTE: 6
Level of Discretion: Some discretion
Gross Expenditures: $2,524,171
Financing: 2,506,171
Net County Cost: 18,000
Funding Sources: Expenditure Transfers 11% $282,000
Fees 14% 354,371
Trans Authority, other 55% 1,385,300
PH BART Mitigation Fees 19% 484,500
General Fund 1% 18,000
12
4. Conservation
Description: Administration of the Solid Waste Management and Recycling programs
and provision of technical services related to water, sewer, sanitary landfills and other
environmental issues.
FTE: 6
Level of Discretion: Very little discretion
Gross Expenditures: $1,630,361
Financing: 1,604,036
Net County Cost: 26,325
Funding Sources: Fees 96% 1,574,036
Other 2% 30,000
General Fund 2% 26,325
Adjustment: Reduce service and supplies and transfer staff to non-General Fund
programs.
Impact: Eliminate remaining support to Fish and Wildlife Committee.
5. Water
Description: Development of County's water policy and administration of County Water
Agency.
FTE: 1
Level of Discretion: Discretionary
Gross Expenditures: $198,100
Financing: 198,100
Net County Cost: 0
Funding Sources: Other 100% $198,100
6. Keller Mitigation Programs
Description: Administration of Community Assistance Mitigation funds for youth
recreation, family counseling and related projects in Bay Point and other nearby
communities negatively impacted by the Keller Canyon landfill. Administration of Open
Space Mitigation funds for wetlands preservation.
FTE: 0
Level of Discretion: Some discretion, a change would require an amendment to the
Keller Landfill franchise and Land Use Permit.
13
Gross Expenditures: $210,000
Financing: 210,000
Net County Cost: 0
Funding Sources: Community Assistance 76% $160,000
Mitigation Fees
Open Space Mitigation 24% 50,000
Fee
7. Community Development Block Grant
Description: Administration of federal funds for new housing, preservation of existing
housing, economic development, infrastructure improvements, and neighborhood
facilities.
FTE: 5
Level of Discretion: Discretionary
Gross Expenditures: $4,924,598
Financing: 4,924,598
Net County Cost: 0
Funding Sources: Federal 100% $4,924,598
8. Redevelopment
Description: The design and implementation of plans for rehabilitating blighted areas
within the County with the goal of improving the physical, environmental and economic
viability of those areas.
FTE: 6.5
Level of Discretion: Discretionary
Gross Expenditures: $668,822
Financing: 668,822
Net County Cost: 0
Funding Sources: Other 100% $668,822
9. Support Activities
Description: Provide administrative and clerical support to departmental programs.
FTE: 11.5
Level of Discretion: Level determined by level of discretion of program being
supported.
14
Gross Expenditures: Spread among other programs
Financing: it 11 11
Net County Cost:
Funding Sources: Expenditures are treated as overhead and charged to all
programs.
Count' Administrator's Recommendation
It is recommended that the proposed budget be adjusted as presented. The adjustment
incorporates the July 12 Board action which sunsets Regional Planning Commissions in
October, 1994.
15
COOPERATIVE EXTENSION
1994-95 Net
.Proposed County Proposed Adjusted 1994-95
Program Budget Cost Reduction Plan Proposed Budget
Youth Development $37,924 $37,924 $3,792 $34,132
Family Education 37,924 37,924 3,792 34,132
Urban Horticulture 33,860 33,860 3,386 30,474
Agriculture 25,734 23,734 2,574 23,160
--------- --------- ---------- ----------
--------- --------- ---------- ----------
TOTAL $135,442 $135,442 $13,544 $121,898
Expenditure Transfers:
Revenues:
Net County Cost: $135,442 $13,544 $121,898
FTE: 2.9 .5 2.4
1. Youth Development
Description: 4-H program; comprehensive life skills training for pregnant teens, "service
learning", and science education for young teens.
FTE: .8
Level of Discretion: Discretionary
Gross Expenditures: $37,924
Financing: 0
Net County Cost: 37,924
Funding Sources: General Fund 100% $37,924
Adjustment: Decrease secretarial support.
Impact: Academic staff will divert time to administrative tasks to compensate for
reduced clerical support.
2. Family Education
Description: Nutrition, food security and family resource management education aimed
at low-income persons.
FTE: .8
16
Level of Discretion: Discretionary
Gross Expenditures: $37,924
Financing: 0
Net County Cost: 37,924
Funding Sources: General Fund 100% $37,924
Adjustment: Decrease secretarial support.
Impact: Academic staff will divert time to administrative tasks to compensate for
reduced clerical support.
3. Urban Horticulture
Purpose: Master Gardener volunteer program which provides consulting services for
backyard gardeners and environmental centers.
FTE: .75
Level of Discretion: Discretionary
Gross Expenditures: $33,860
Financing: 0
Not County Cost: 33,860
Funding Soucres: General Fund 100% $33,860
Adjustment: Decrease secretarial support.
Impact: Academic staff will divert time to administrative tasks to compensate for
reduced clerical support.
4. Agriculture
Purpose: Farm Advisor serves as primary link between farmers and the research base
of the University; helps to enhance production, protect the environment and promote
wise use of natural resources.
FTE: .55
Level of Discretion: Discretionary
Gross Expenditures: $25,734
Financing: 0
Net County Cost: 25,734
Funding Sources: General Fund 100% $25,734
17
Adjustment: Decrease secretarial support.
Impact: Academic staff will divert time to administrative tasks to compensate for
reduced clerical support.
County Administrator's Recommendation
It is recommended that the proposed budget as adjusted be adopted.
18
COUNTY ADMINISTRATOR
1994-95 Net
Proposed County Proposed Adjusted 1994-95
Program Budget Cost Reduction Plan Proposed Budget
Board Support & $1,960,319 $1,281,929 $1,960,319
General Administration
Cable TV & Community 501,012 0 501,012
TV & Public Information
Affirmative Action Program 124,813 99,813 124,813
TOTAL $2,586,144 $1,381,742 $2,586,144
Expenditure Transfers: $195,284 $20,000 $215,284
Revenues: $1,009,118 $118,174 $1,127,292
Net County Cost: $1,381,742 $138,174 $1,243,568
FTE: 23 23
1. Board Support and General Administration
Description: Provide technical support, coordination and policy support for Board of
Supervisors, prepare and administer county budget, special programs and general
overall management of the County.
FTE: 19
Level of Discretion: Very limited
Gross Expenditures: $1,960,319
Financing: 678,390
Net County Cost: 1,281,929
Funding Sources: Expenditure Transfers 10% $195,284
Charges to Special 17% 333,106
Districts & Capitol projects
Revenues from Property 8% 150,000
Tax Admin & Cable TV
Franchises
General Fund 65% 1,281,929
19
Adjustment: Increase and expand charges to CAO divisions for supervision and
administrative oversight of operations and charge for staff time dedicated to increasing
revenue and maximizing the county share of revenues.
Impact: Board support and general administration will continue at the current level.
2. Cable TV/Community TV and Public Information
Description: Administration of Cable Franchises and Community access (Contra Costa
TV).
FTE: 3
Level of Discretion: Discretionary
Gross Expenditures: $501,012
Financing: 501,012
Net County Cost: 0
Funding Sources: Community Access Trust 100% $501,012
Fund
3. Affirmative Action Programs
Description: Coordination, implementation and evaluation of the various state,
federal and locally approved affirmative action programs.
FTE: 1
Level of Discretion: Very limited
Gross Expenditures: $124,813
Financing: 25,000
Net County Cost: 99,813
Funding Sources: Charges to Special Districts 20% $25,000
General Fund 80% 99,813
County Administrator's Recommendation
It is recommended that the proposed budget be adjusted as presented.
20
CENTRAL SUPPORT SERVICES
1994-95 Net
Proposed County Proposed Adjusted 1994-95
Program Budget Cost Reduction Plan Proposed Budget
Clerk of the Board $ 329,163 $ 248,746 $10,000 $ 319,163
Data Processing 7,577,093 0 0 7,577,093
Emergency Services 364,178 214,408 21,441 342,737
LAFCO 222,038 173,038 0 222,038
Merit Board 72,071 66,671 0 72,071
Management Information 501,771 501,771 50,177 451,594
Plant Acquisition 4,617,650 817,963 81,769 4,535,881
Revenue Collection 1,501,591 0 0 1,501,591
Risk Mgt/Insurance 6,480,957 4,800,000 0 6,480,957
Training 283,400 43,673 0 283,400
--------- --------- ---------- ----------
--------- --------- ---------- ----------
TOTAL $21,949,912 $6,866,270 $163,387 $21,786,525
Expenditure Transfers: $7,364,093 $7,364,093
Revenues: $7,719,549 $25,709 $7,745,258
Net County Cost: $6,866,270 189,123 $6,677,147
FTE: 145 2 143
1. Clerk of the Board of Supervisors
Description: To provide staff support to the Board of Supervisors by
recording and compiling the actions of the Board taken in open session; maintaining the
official records; preparing the weekly agenda and summary; and maintaining a roster of
various boards and Committees.
FTE:
Level of Discretion: Very Limited
Gross Expenditures: $329,163
Financing: 80,417
Net County Cost: 248,746
Funding Sources: Expenditure Transfers 7% $25,000
Planning Fees 9% 28,152
Other Fees 8% 27,265
General Fund 76% 248,746
21
Adjustment: Decrease temporary salaries by $10,000 and increase revenues by
$14,675 for work on property tax administration.
Impact: The loss of temporary help will be offset by increased reliance on office
automation.
2. Data Processing
Description: Provide system analysis and development, implementation and
training, staff support to department's automated systems and other governmental
agencies.
FTE: 80
Level of Discretion: Varies according to program being supported.
Gross Expenditures: $7,577,093
Financing: 7,577,093
Net County Cost: 0
Funding Sources: Other Departments 91% $6,900,093
Fees 9% 677,000
3. Emergency Services
Description: Provide planning, training and support services to help citizens
and agencies contend with a natural or human-caused disaster, including simulation
exercise drills.
FTE: 4.5
Level of Discretion: Not mandated. Board of Supervisors has discretion on the level
of training and support services to help citizens and agencies contend with a natural or
manmade disaster.
Gross Expenditures: $364,178
Financing: 149,770
Not County Cost: 214,408
Funding Sources: FEMA 24% $86,130
State Grant 8% 30,000
Cities 9% 33,640
General Fund 59% 214,408
Adjustment: Reduce salary costs by $21,441 due to a vacant Clerical position.
Impact: The office will continue to depend upon telephone answering service thus
decreasing timely responses to the cities and the public.
22
4. LAFCO
Description: Encourage orderly formation and development of local government
agencies and approve, amend or disapprove applications to create new cities or special
districts, and modify boundaries of existing agencies.
FTE: 2
Level of Discretion: State mandate for counties to have local agency formation
commissions.
Gross Expenditures: $222,038
Financing: 49,000
Net County Cost: 173,038
Funding Sources: Other 22% $49,000
General Fund 78% 173,038
5. Merit Board
Description: To hear and make determinations on appeals of employees and
oversee the merit system to ensure that merit principles are upheld.
FTE: .5
Level of Discretion: No discretion. County ordinance and law approved by voters
mandate the merit system and Merit Board.
Gross Expenditures: $72,071
Financing: 5,400
Net County Cost: 66,671
Funding Sources: Other 7% $5,400
General Fund 93% 66,671
Adjustment: Departments requesting a State Hearing Officer and Special Districts will
be charged a fee.
Impact: The increased revenue should be sufficient to offset the $6,667 General Fund
reduction.
6. Management Information System
Description: To provide funding for the most critical and cost beneficial
automation projects which have no other funding source; and to fund on a no-interest
loan basis programs that improves productivity and save money for County department.
FTE: 0
23
Level of Discretion: Discretionary
Gross Expenditures: $501,771
Financing: 0
Net County Cost: 501,771
Funding Sources: General Fund 100%
Adjustment: Reduce proposed expenditures by $50,177.
Impact: The County's ability to respond to emergency automation needs will be cut in
half. Funding for the Productivity Investment Fund will be retained.
7. Plant Acquisition
Description: Plan, design and construct various repair, improvement and
construction projects for County facilities using in-house staff, consultants and
contractors.
FTE: 0
Level of Discretion: Some, not legally mandated, but necessary from a safety and
practicality standpoint.
Gross Expenditures: $4,617,650
Financing: 3,799,687
Net County Cost: 817,963
Funding Sources: Various 82% $3,799,687
General Fund 18% 817,963
Adjustment: $81,796 in reduced costs.
Impact: Continue to decrease funds designated for improvements, maintenance and
repairs for over 300 buildings used for County activities, which will increase maintenance
and repair costs in the future.
8. Revenue Collection
Description: To provide revenue collection services and operate a centralized
billing program.
FTE: 26
Level of Discretion: Some discretion.
Gross Expenditures: $1,501,591
Financing: 1,501,591
Net County Cost: 0
24
Funding Sources: Expenditure Transfers 25% $380,000
Parking Citation 14% 216,000
Juvenile Care Maintenance 14% 210,000
Public Defender Fees 20% 301,806
Other 10% 142,321
Commission Work 17% 251,464
Adjustment: A reduction of $99,077 in salary costs will be necessary to balance this
budget year. One permanent clerical position and three temporary positions will be
eliminated, because of workload shifts to the municipal court and state legislation
reducing revenues.
Impact: Staff reductions will require a restructuring of workload among remaining staff
and timely responses to inquiries may suffer.
9. Risk Management
Description: To administer insured and self-insured medical, dental and long-term
disability programs, life, unemployment and state disability insurance program, deferred
compensation, direct deposit and VDT eye screening, to manage the County's loss
control program (Automotive, General Liability and Medical Liability), workers'
compensation, employee rehabilitation program; to fund the County general liability self-
insurance program and other losses settlement and judgements which the County must
pay-
FTE: 21
Level of Discretion: Very limited discretion due to contractual obligations based on
agreements with employee organizations and due to public and medical liability required
by law.
Gross Expenditures: $6,480,957
Financing: 1,680,957
Net County Cost: 4,800,000
Funding Sources: General Liability Trust 2% $111,900
Fund
Automobile Liability Trust 3% 168,967
Fund
County Workers Comp. 15% 989,744
Other Workers Comp, 3% 211,554
Special Dist P.D.
Medical Liability 3% 198,792
General Fund 74% 4,800,000
25
10. Training Institute
Description: Employee and organizational development.
FTE: 3
Level of Discretion: Discretionary
Gross Expenditures: $283,400
Financing: 239,727
Not County Cost: 43,673
Funding Sources: Cities, Special Districts, 58% $164,517
Other users - Training Svcs
Other 27% 75,210
General Fund 15% 43,673
Adjustment: Increase level of revenue from training services to outside agencies by
$4,367.
Impact: No change in service level to County.
County Administrator's Recommendation
It is recommended that the proposed budget be adjusted as presented.
26
COUNTY COUNSEL
1994-95 Net
Proposed County Proposed Adjusted 1994-95
Program Budget Cost Reduction Plan Proposed Budget
General Government $ 623,255 $418,255 $45,212 $ 578,043
Social Service/Probate 685,832 313,832 685,832
Courts/Public Protection 235,763 160,763 235,763
Outside Clients/Other 185,083 4,083 185,083
Public Protection/Comm 661,188 5,188 661,188
Health/Sanitation 243,634 0 243,634
Risk Mgt/Tort Unit 290,049 0 290,049
--------- --------- ---------- ----------
--------- --------- ---------- ----------
TOTAL $2,924,804 $902,121 $45,212 $2,879,592
Expenditure Transfers: $1,026,000 $1,026,000
Revenues: $996,683 $45,000 $1,041,683
Net County Cost: $902,121 $90,212 $811,909
FTE: 32 32
1. General Government
Description: To provide legal services necessary for the continued operation of the
County Administrator, Board of Supervisors, Auditor-Controller and other basic County
departments.
FTE: 5.2
Level of Discretion: Very limited and some discretion. General government provides
legal support for some mandated functions, including Merit Board, Retirement System
and Board of Supervisors.
Gross Expenditures: $623,255
Financing: 205,000
Net County Cost: 418,255
Funding Sources: Expenditure Transfers 16.1% $100,000
Charges 16.8% 105,000
General Fund 67.1% 418,255
Adjustment: Revenues will be increased by $45,000 with property tax administration
fees. Contract attorneys will be reduced by $45,212.
27
Impact: The reduction in contract attorney time will mean less legal assistance provided
to general fund county departments concerning personnel matters and the provision of
general legal advice.
2. Social Service - Probate
Description: Legal services for Social Service Department activities (adoptions,
dependent Children, assistance, etc.) and to the District Attorney - Public Administrator.
FTE: 6.5
Level of Discretion: Varies with service. County Counsel has very limited discretion
over dependent children legal services performed for the Social Service department
(Welfare and Institutions § 318.5).
Gross Expenditure: $685,832
Financing: 372,000
Net County Cost: 313,832
Funding Sources: Expenditure Transfers 51.3% $352,000
Public Administrator 2.9% 20,000
Estates
General Fund 45.8% 313,832
3. Courts/Public Protection:
Description: Legal services primarily for the courts and County's justice system.
FTE: 4.5
Level of Discretion: Varies with service. Revenues from Small Claims Advisory
Program is restricted to this program. The courts have the power to employ private
attorneys, even if more expensive.
Gross Expenditures: $235,763
Financing: 75,000
Net County Cost: 160,763
Funding Sources: Expenditure Transfers 29.7% $70,000
Court Fees 2.1% 5,000
General Fund 68.2% 160,763
4. Outside Clients/Other
Description: Legal services provided to public clients and departments including
Community Services, Housing Authority, Community Access Television, Miscellaneous
Districts, Local Agency Formation Commission, Library, Private Industry Council,
Schools, and Water Districts.
28
`1
FTE: 1.9
'I
�I Level of Discretion: Primarily discretionary programs.
y
Gross Expenditures: $185,083
Financing: 181,000
Net County Cost: 4,083
Funding Sources: Expenditure Transfers 15.1% $28,000
Charges to non-County 82.7% 153,000
Agencies
General Fund 2.2% 4,083
5. Public Protection/Community
Description: Legal services for programs designed to protect the general public and
enhance its environment.
FTE: 7.2
Level of Discretion: Primarily discretionary programs.
Gross Expenditure: $661,188
Financing: 656,000
Net County Cost: 5,188
Funding Sources: Expenditure Transfers, 53.2% $352,000
Fire & Misc. Special
District, etc.
Other 46.0% 304,000
General Fund .8% 5,188
6. Health and Sanitation
Description: Legal services provided to the Health Services department and sanitation
districts.
FTE: 2.7
Level of Discretion: Varies with specific service.
Gross Expenditures: $243,634
Financing: 243,634
Net County Cost: 0
Funding Sources: Expenditure Transfers 100% $243,634
29
7. Risk Management/Tort Unit
Description: To provide tort litigation services in-house and supervise outside tort
litigation attorneys in conjunction with Risk Management.
FTE: 4.0
Level of Discretion: Some discretion as to service level.
Gross Expenditures: $290,049
Financing: 290,049
Net County Cost: 0
Funding Sources: Expenditure Transfers 100% $290,049
County Administrator's Recommendation
It is recommended that the proposed budget be adjusted as presented.
30
GENERAL SERVICES
1994-95 Net
Proposed County Proposed Adjusted 1994-95
Program Budget Cost Reduction Plan Proposed Budget
Purchasing $ 425,327 $ 205,868 $ 425,327
Communications 3,635,586 0 0 3,635,586
Fleet Services 6,517,465 374,184 197,958 6,319,507
General Property 14,525,608 12,101,856 35,200 14,490,408
Buildings & Grounds 35,603,415 0 0 35,603,415
Central Service 1,771,205 151,935 0 1,771,205
Administration 1,048,752 0 0 1,048,752
Resource Recovery 937,000 0 0 937,000
TOTAL $64,464,358 $12,833,843 $233,1'58 $64,231,200
Expenditure Transfers: $43,605,583 $16,416 $43,621,999
Revenues: $8,024,932 $8,024,932
Net County Cost: $12,833,843 $249,574 $12,584,269
FTE: 236 236
1. Purchasing
Description: To provide a program of centralized purchasing of goods, equipment and
services for the County and other local agencies, and the sale and/or disposal of surplus
equipment.
FTE: 8
Level of Discretion: Limited Discretion
Gross Expenditures: $425,327
Financing: 219,459
Net County Cost: 205,868
Funding Sources: Fees charged-users of svc 51.6% $219,459
General Fund 48.4% 205,868
31
2. Communication
Description: To plan, operate, maintain, and manage the County's communication
systems including telephone, voice mail, microwave, radio and alarm, and to provide
installation and maintenance of radio systems for police agencies, special districts,
ambulance companies, and cities.
FTE: 17
Level of Discretion: Limited Discretion
Gross Expenditures: $3,635,586
Financing: 3,635,586
Net County Cost: 0
Funding Sources: Fees charged-users of svc 100% $3,635,586
General Fund 0% 0
a. Radio/Microwave/Electronic Equipment Maintenance
Description: Provide radio, alarm and other installation, maintenance and
servicing of communications equipment for County departments, contract
agencies and cities; provide consulting and engineering services for the
microwave system and licensing of radio channels.
FTE: 10
Level of Discretion: Limited Discretion
b. Telephone Services
Description: Provide installation, maintenance, and management of
telecommunication systems, equipment, voice mail, and ancillary equipment.
FTE: 7
Level of Discretion: Limited Discretion
3. Fleet Services
Description: To provide maintenance, repair, acquisition, and management of the
County's fleet of vehicles and equipment.
FTE: 24
Level of Discretion: Limited Discretion
Gross Expenditures: $6,517,465
Financing: 6,143,281
Net County Cost: 374,184
32
Funding Sources: Fees charged-users of svc 94.26% $6,143,281
General Fund 5.74% 374,184
a. Maintenance and Repair
Description: Provide scheduled, routine maintenance and repair services
including emergency repairs.
FTE: 24
Level of Discretion: Discretionary
b. Vehicle Operating Costs
Description: Provide for costs such as gasoline, oil, tires, insurance,
depreciation and lease/purchase.
FTE: 0
Level of Discretion: Limited Discretion
C. Vehicle Replacement
Description: Purchase new vehicles to replace those determined to be unsafe
or uneconomical for continued operation.
FTE: 0
Level of Discretion: Some Discretion
Adjustment: Reduce the number of fleet vehicles to be replaced. The majority
of vehicle replacements are for the Sheriff-Patrol.
Impact: Approximately 16.4% of the County's fleet has over 100,000 miles. This
compares to 10.4% in 1987. Retention of vehicles with greater mileage increases
the frequency of repairs.
4. General Property
Description: To provide for the costs to include: general funded buildings and grounds,
maintenance, debt service, utilities, and rents; vehicles, telephones, and communication
services, revenue leases for various County properties and departments.
FTE: 0
Level of Discretion: Limited Discretion
Gross Expenditures: $14,525,608
Financing: 2,423,752
Net County Cost: 12,101,856
33
Funding Sources: Fees charged-users of svc 16.7% $2,423,752
General Fund 83.3% 12,101,856
a. Maintenance and Operations
Description: Provide for the occupancy costs for general fund departments,
costs for rented and leased property and other properties such as the Veterans'
Memorial Buildings, communication services for the Sheriffs Department, and
general funded departments use and maintenance of vehicles, except for the
Sheriff, telephone services, and revenue leases.
FTE: 0
Level of Discretion: Limited Discretion
6. Building and Grounds
Description: To fund the maintenance of County buildings and facilities including
custodial, grounds, operating engineers and craft personnel, equipment, and supplies;
architectural and property management of County owned and leased property and
facilities; and the traffic signal maintenance program for the County and contract cities;
and the resource recovery program.
FTE: 154
Level of Discretion: Limited Discretion
Gross Expenditures: $35,603,415
Financing: 35,603,415
Net County Cost: 0
Funding Sources: Fees charged-users of svc 100% $35,603,415
General Fund 0% 0
Adjustment: Reduced services to general fund departments. Building Maintenance
staff services will be redirected to non-general fund users.
Impact: Preventative and restorative maintenance work will be further reduced.
a. Building Operations
Description: Provide general maintenance of facilities and equipment and
property management services for County owned and leased facilities, including
architectural services, utilities and insurance; provide grounds maintenance
service and operation of the Resource Recovery Center and work programs.
FTE: 98
Level of Discretion: Limited Discretion
34
b. Custodial Services
Description: Clean buildings, replace lamps, collect recyclable materials and
move furniture.
FTE: 56
Level of Discretion: Limited Discretion
6. Central Service
Description: To provide fast copy, printing, bindery, and duplicating services; U.S. mail
and inter-office delivery; ordering of the office supplies; inserting; and microfilming
services to County departments and other governmental agencies.
FTE: 19
Level of Discretion: Some Discretion
Gross Expenditures: $1,771,205
Financing: 1,619,270
Net County Cost: 151,935
Funding Sources: Fees charged-users of svc 91.42% $1,619,270
General Fund 8.58% 151,935
a. Microfilm/Microfiche
Description: To provide assistance to County departments in the design and
implementation of efficient microfilm systems and produce computer output
microfilm reports.
FTE: 1
Level of Discretion: Discretionary
b. Supply, Distribution, and Mailroom
Description: To provide centralized services meeting the needs of County offices
for inter-office mail delivery, U.S. Mail processing, and office supplies.
FTE: 13
Level of Discretion: Some Discretion
C. Duplicating Services
Description: To provide centralized services meeting the needs of County offices
for printing, duplicating and bindery services.
35
FTE: 5
Level of Discretion: Some Discretion
7. Administration
Description: To provide for the overall management and support of all divisions
including personnel, fiscal, safety, and training.
FTE: 14
Level of Discretion: Limited Discretion
Gross Expenditures: $1,048,752
Financing: 1,048,752
Net County Cost: 0
Funding Sources: Costs are distributed among all of the department
divisions.
8. Resource Recovery
Description: To implement Board policy on reducing waste from sanitary landfills
through resource recovery and to provide work opportunities for General Assistance
Welfare Recipients.
FTE: 0
Level of Discretion: Limited Discretion
Gross Expenditures: $937,000
Financing: 937,000
Net County Cost: 0
Funding Sources: Fees charged-users of svc 100% $937,000
General Fund 0% 0
County Administrator's Recommendation
It is recommended that the proposed budget as adjusted be adopted.
36
LIBRARY
1994-95 Net
Proposed County Proposed Adjusted 1994-95
Program Budget Cost Reduction Plan Proposed Budget
Administration $1,397,200 $1,397,200
Branch & Extension Svs 4,535,500 4,535,500
Central Library 1,624,050 1,624,050
Support Service 861,500 861,500
TOTAL $8,418,250 $8,418,250
Expenditure Transfers:
Revenues: $8,418,250 $8,418,250
Net County Cost: $ 0 $ 0
FTE: 102.8* 102.8
The purpose of the County Library System is to provide comprehensive library services to
County residents except residents in the City of Richmond, which has its own city operated
library. The County library is funded primarily with property tax revenues that are restricted
solely for the support of the library. Accordingly, the library budget is based on the estimated
property tax revenue and certain other miscellaneous revenues such as state and federal
grants, fines and donations.
1. Administration
Description: To plan, organize and direct the operation of the County Library. To
provide leadership and management of the department in budgetary, personnel,
operational and policy matters. To plan for the future of the library with the Library
Commission, representatives of library communities and staff.
FTE: 9.5
Level of Discretion: The County Library is operated under a non-general fund budget
unit using restricted revenues, as such the services are non-discretionary; however, the
specific break-down of services provided by the library are discretionary.
* Please note that the 126 positions listed in the Proposed Budget are total positions and not
full-time equivalents, which are shown here.
37
Gross Expenditures: $1,397,200
Financing: 1,397,200
Net County Cost: 0
Funding Sources: Library Taxes 100% $1,397,200
2. Branch and Extension Services
Description: To provide library services in the various communities of the county and
in the detention facilities. Services provided are tailored for each community, depending
on the service population needs.
FTE: 59.8
Level of Discretion: The County Library is operated under a non-general fund budget
unit using restricted revenues, as such the services are non-discretionary; however, the
specific break-down of services provided by the library are discretionary.
Gross Expenditures: $4,535,500
Financing: 4,535,500
Net County Cost: 0
Funding Sources: Library Taxes 82.8% $3,756,750
Fees 6.7% 302,000
State 2.8% 127,400
Intergovernmental 6.9% 314,750
Other .8% 34,600
3. Central Library
Description: To provide services to the local community of Pleasant Hill, to serve as
a reference center for the general public of Contra Costa County and to serve as a
reference resource for the branch libraries. To administer the library's adult literacy
program (Project Second Chance).
FTE: 21.5
Level of Discretion: The County Library is operated under a non-general fund budget
unit using restricted revenues, as such the services are non-discretionary; however, the
specific break-down of services provided by the library are discretionary.
Gross Expenditures: $1,624,050
Financing: 1,624,050
Net County Cost: 0
Funding Sources: Library Taxes 93.1% $1,512,150
Fees 4.5% 73,000
State 1.9% 30,600
Other .5% 8,300
38
4. Support Service
Description: To provide various support services for the library operation including
selection and acquisition of library materials, automation services, cataloging and data
base maintenance and inter-library loans of library materials which are not owned by the
County Library.
FTE: 12
Level of Discretion: The County Library is operated under a non-general fund budget
unit using restricted revenues, as such the services are non-discretionary; however, the
specific break-down of services provided by the library are discretionary.
Gross Expenditures: $861,500
Financing: 861,500
Net County Cost: 0
Funding Sources: Library Taxes 100% $861,500
County Administrator's Recommendation
It is recommended that the proposed budget be adopted as presented.
39
PERSONNEL
1994-95 Net
Proposed County Proposed Adjusted 1994-95
Program Budget Cost Reduction Plan Proposed Budget
Employee Relations $399,469 $235,584 $22,618 $376,851
Record s/Ap pts/Layoffs 315,871 189,104 18,310 297,561
Recruitment & Selection 565,768 281,786 32,312 533,456
Classification & Comp 484,860 247,122 28,004 456,856
Outreach & Recruitment 121,235 116,426 6,462 114,773
(CDEP)
DP/Copers/Benefits Sys 458,932 201,182 20,000 438,932
Merit Board 5,858 5,858 5,858
General Personnel Dept 227,122 0 227,122
to Revenue Offset Benefit
Programs
Benefit Programs 1,725,006 0 1,725,006
TOTAL $4,304,121 $1,277,062 $127,706 $4,176,415
Expenditure Transfers: $355,525 $355,525
Revenues: $2,671,534 $355,525
Net County Cost: $1,277,062 $127,706 $1,149,356
FTE: 39 3 36
1. Employee Relations:
Description: To negotiate and maintain expanded memoranda of understanding with
eleven employee organizations representing thirty bargaining units.
FTE: 2.5
Level of Discretion: A very limited discretionary program with no precise service levels
or required means of performing tasks.
Gross Expenditures: $399,469
Financing: 163,885
Net County Cost: 235,584
Funding Sources: Expenditure Transfers 4.4% $17,862
Fees 36.0% 143,523
Other .6% 2,500
General Fund 59.0% 235,584
40
Adjustment: The elimination of two clerks and an analyst would result in a $22,618
reduction in this program and reduce staff available to provide assistance to departments
for employee relations.
Impact: This reduction affects the the Department's ability to meet mandated program
responsibilities.
2. Records
Description: Refers eligible applicants from employment lists to Countywide job
vacancies, maintains centralized personnel records for the County, and coordinates
layoffs.
FTE: 5.1
Level of Discretion: A very limited discretionary program with no precise service levels
or required means of performing tasks.
Gross Expenditures: $315,871
Financing: 126,767
Net County Cost: 189,104
Funding Sources: Expenditure Transfers 3.9% $12,540
Fees 36.2% 114,227
General Fund 59.9% 189,104
Adjustment: Position cuts would result in a $18,310 reduction and reduce staff
available to provide assistance to departments for records and layoffs.
Impact: This reduction affects the Department's ability to meet mandated program
responsibilities in a timely manner.
3. Recruitment & Selection
Description: Recruit applicants for County employment, develops job-related selection
devices and established employment lists from which employees are hired.
FTE: 8.9
Level of Discretion: A very limited discretionary program with no precise service levels
or required means of performing tasks.
Gross Expenditures: $565,768
Financing: 283,982
Net County Cost: 281,786
Funding Sources: Expenditure Transfers 7.6% $42,900
Fees 42.6% 241,082
General Fund 49.8% 281,786
41
Adjustment: A $32,312 reduction in staff resources available to provide assistance to
departments for recruitment and selection.
Impact: This reduction affects the Department's ability to meet mandated program
responsibilities in a timely manner, in such areas as outreach recruiting, processing
exams and providing related selection services to County departments.
4. Classification & Compensation
Description: Develops job descriptions, classifies positions into appropriate job
classification and recommends to the Board the allocation of positions by class with
appropriate salaries.
FTE: 7.8
Level of Discretion: A very limited discretionary program with no precise service levels
or required means of performing tasks.
Gross Expenditures: $484,860
Financing: 237,738
Net County*Cost: 247,122
Funding Sources: Expenditure Transfers 6.6% $32,073
Fees 42.4% 205,665
General Fund 51.0% 247,122
Adjustment: A $28,004 reduction in staff resources available to provide assistance to
departments for developing job descriptions and classifying positions.
Impact: This reduction affects the Department's ability to meet compensation and
classification program responsibilities in a timely manner.
. 6. Outreach & Recruitment (CDEP)
Description: Identifies and recruits individuals who either reside in North Richmond or
are referred from community service organizations designated by the Director of
Personnel. Following examination, individuals are placed on an employment list for
appointment to entry-level training positions for one year.
FTE: 1.85
Level of Discretion: A discretionary program
Gross Expenditures: $121,235
Financing: 4,809
Net County Cost: 116,426
Funding Sources: Expenditure Transfers 4% $4,809
General Fund 96% 116,426
42
Adjustment: A $6,462 reduction would reduce staff available to provide assistance in
the identification and recruitment of individuals for entry-level training positions.
Impact: This reduction affects the significant role the County has played in its
Affirmative Action efforts.
6. Data Processing/Copers/Benefits System
Description: Automated systems designed to facilitate more efficient and effective
implementation of the Personnel function.
FTE: .25
Gross Expenditures: $458,932
Financing: 257,750
Net County Cost: 201,182
Funding Sources: Expenditure Transfers 4.0% $18,219
Fees 52.2% 239,531
General Fund 43.8% 201,182
Adjustment: A $20,000 reduction would reduce Data Processing services used by all
programs.
Impact: This reduction could diminish the availability of information necessary for
decision making in negotiations and other program areas.
7. Merit Board
Description: Provide administrative support to the Merit Board. The Merit Board hears
and makes determinations on appeals of employees from orders and actions of
dismissal, suspension or reduction in rank or compensation, and related matters. The
Merit Board's overall purpose is to oversee the merit system to ensure that merit
principles are upheld.
FTE: .1
Level of Discretion: Support to a program which the County has no discretion to cut.
Gross Expenditures: $5,858
Financing: 0
Net County Cost: 5,858
Funding Sources: General Fund 100% $5,858
8. General Personnel Department Charges to Revenue Offset Benefit Programs
Description: Overhead charges to benefit program for services and supplies provided
by the Personnel Department.
43
FTE: 0
Gross Expenditures: $227,122
Financing: 227,122
Net County Cost: 0
Funding Sources: Expenditure Transfers 100% $227,122
9. Benefit Programs
Description: Administer insured and self-insured medical, dental, long-term disability
and other benefit program, employee wellness and health promotion programs.
FTE: 9.5
Level of Discretion: A program with very limited discretion for cutting.
Gross Expenditures: $1,725,006
Financing: 1,725,006
Net County Cost: 0
Funding Sources: Fees 100% $1,725,006
County Administrator's Recommendation
It is recommended that three positions, two clerks and an analyst, be eliminated from this
Department. However, this recommendation will be reviewed upon the selection of a Personnel
Director.
44
PUBLIC WORKS
1994-95 Net
Proposed County Proposed Adjusted 1994-95
Program Budget Cost Reduction Plan Proposed Budget
Road Eng & Constr $19,885,000 0 0 $19,885,000
Road Maintenance 15,520,000 0 0 15,520,000
Engineering Services 3,328,000 231,321 23,132 3,304,868
Drainage 10,606,000 0 0 10,606,000
Airport 5,376,000 0 0 5,376,000
Admin & Real Prop Svcs 3,341,000 0 0 3,341,000
TOTAL $58,056,000 $231,321 $23,132 $58,032,868
Expenditure Transfers: $11,329,600 $11,329,600
Revenues: $46,495,079 $46,495,079
Net County Cost: $231,321 23,132 $208,189
FTE: 258 258
1. Road Engineering - Construction
Description: Develop plans for specific road projects, obtain financing, and construct
new roads or improve existing roads, to facilitate safe, properly regulated traffic and
pedestrian movements. Provide for school crossing guards in the unincorporated area
of the County.
FTE: 45
Level of Discretion: Some Discretion
Gross Expenditures: $19,885,000
Financing: 19,885,000
Net County Cost: 0
Funding Sources: State 11% $2,187,350
Federal 14% 2,783,900
Impact Fees 26% 5,170,100
Other (Trans. Authority) 49% 9,743,650
45
2. Road Maintenance
Description: Maintain the County's road system at a safe and usable condition.
FTE: 89
Gross Expenditures: $15,520,000
Financing: 15,520,000
Net County Cost: 0
Funding Sources: Gas Tax 73% $11,329,600
State 25% 3,880,000
Other 2% 310,400
3. Engineering Services
Description: Provide engineering services and regulation of land development.
Mapping and drafting services provided for the County Base Map that shows roads,
parcels, addresses, etc. of all parcels in the unincorporated area and cities. Additional
activities include the County Surveyor function and records.
FTE: 23
Level of Discretion: Land development activities are required to enforce State and
County land use regulations, thus very limited discretion. Other services have some
discretion in the manner performed and are generally offset with restricted revenues,with
the exception of County Base Maps, Records, and County Surveyor.
Gross Expenditures: $3,328,000
Financing: 3,096,679
Net County Cost: 231,321
Funding Sources: Fees 93% $3,096,679
General Fund 7% 231,321
Adjustment: Decrease staff time and supplies to be spent on the Records, County
Surveyor and Base Mapping programs.
Impact: Staff time spent on County Surveyor activities and public questions related to
general records will be curtailed. Corrections to the computerized Base Mapping system
will proceed at a slower pace resulting in delays to the system's availability as a
Geographic Information System product. Outside agencies have contracted and are
waiting for Geographic Information System services.
4. Drainage
Description: Provides drainage maintenance for County owned drainage facilities in the
unincorporated area and engineering assistance to citizens regarding drainage matters.
46
t
i
i
Coordinates the development and installation of new infrastructure to insure flood control
and drainage protection to the public.
FTE: 46
Level of Discretion: Some Discretion
Gross Expenditures: $10,606,000
Financing: 10,606,000
Net County Cost: 0
Funding Sources: Impact Fee 13% $1,350,280
Flood Control Dsitrict 62% 6,575,720
Fees 25% 2,680,000
5. Airport
Description: Operation and capital development of Buchanan Field and Byron Airports.
FTE: 15
Level of Discretion: Totally discretionary and offset with outside revenues.
Gross Expenditures: $5,376,000
Financing: 5,376,000
Net County Cost: 0
Funding Sources: Fees 9% $483,840
Federal 89% 4,784,640
Other 2% 107,520
6. Administration & Real Property Services
Description: Provide administrative support services to all of the department's operating
divisions and manage special districts excluding Flood Control District. Provision of real
property services to other County departments and other jurisdictions.
FTE: 40
Gross Expenditures: $3,341,000
Financing: 3,341,000
Net County Cost: 0
Funding Sources: State 11% $367,500
Federal 6% 200,550
Fees 73% 2,438,900
Impact Fees 4% 133,600
Other 6% 200,450
47
Adjustment: Administration primarily supports programs with some discretion. Real
Property services supports programs with some discretion except for services to other
jurisdictions which are discretionary and fully offset with outside revenues.
Impact: No net County cost impact.
County Administrator's Recommendation
It is recommended that the proposed budget be adjusted as presented.
48
TREASURER-TAX COLLECTOR
1994-95 Net
Proposed County Proposed Adjusted 1994-95
Program Budget Cost Reduction Plan Proposed Budget
Treasurer $ 537,160 $ 228,089 0 $ 537,160
Tax Collection 1,664,748 530,217 0 1,664,748
Business License 87,906 87,906 0 87,906
TOTAL $2,289,814 $ 846,212 0 $2,289,814
Expenditure Transfers:
Revenues: $1,443,602 $84,621 $1,528,223
Net County Cost: $846,212 $84,621 $761,591
FTE: 30 30
1. Treasurer
Description: The Treasurer administers a comprehensive investment program for the
County and districts to ensure maximum yield for the investment of all funds available
to the office.
FTE: 7
Level of Discretion: No Discretion
Gross Expenditures: $537,160
Financing: 309,071
Net County Cost: 228,089
Funding Sources: Schools/Special Dist Fees 58% $309,071
General Fund 42% 228,089
Adjustment: Increase interest earnings on deposits by $44,621 to reflect a beneficial
change in the manner banking services are charged to the County.
Impact: None
2. Tax Collections
Description: Collect property taxes for all cities, school districts, special districts and
County government.
49
Level of Discretion: No Discretion
Gross Expenditures: $1,664,748
Financing: 1,134,531
Net County Cost: 530,217
Funding Sources: State 17% $242,000
Fees, Special Dist. Schools 51% 892,531
General Fund 32% 530,217
Adjustment: Increase revenues from levy fee charges by $40,000.
Impact: No reduction in tax collection services.
3. Business License
Description: The Business License Ordinance requires the Tax Collector to collect a
business tax fee from any entity engaged in any activity in the unincorporated area.
FTE: 1.5
Level of Discretion: Discretionary
Gross Expenditures: $87,906
Financing: 0
Net County Cost: 87,906
Funding Sources: The revenue offsetting this program is reflected in General County
Revenue.
County Administrator's Recommendation
It is recommended that the proposed budget be adjusted as presented.
so
EMPLOYEEIRETIREE BENEFITS
1994-95 Net
Proposed County Proposed Adjusted 1994-95
Program Budget Cost Reduction Plan Proposed Budget
Employee Benefits $ 250,000 $ 250,000 0 $ 250,000
Retiree Health Benefits 6,819,409 6,819,409 <680,591> 7,500,000
TOTAL $7,069,409 $7,069,409 <$680,591> $7,750,000
Expenditure Transfers: 0
Revenues: 0 $7,500,000 $7,500,000
Net County Cost: $7,069,409 $7,069,409 $6,819,409 $250,000
FTE: 0 0 0 0
1. Employee Benefits
Description: To fund increased costs of retirement, health benefits, vacation time
reimbursement and other employee benefits not budgeted in other places.
FTE: 0
Level of Discretion: No Discretion
Gross Expenditures: $250,000
Financing: 0
Net County Cost: 250,000
Funding Sources: General Fund
2. Retiree Health Benefits
Description: To cover the costs of the health plan program for retirees, a component
of the total employee benefits package established by the Board of Supervisors.
FTE: 0
Level of Discretion: Very Limited Discretion
Gross Expenditures: $6,819,409
Financing: 0
Net County Cost: $6,819,409
51
Funding Sources: General Fund 100% $6,819,409
Adjustment: Increase the Retiree Health benefits by$680,591 to reflect estimated costs
for an additional number of retirees and health premium increases. Budget revenues
granted by the Retirement Board to assist the County to maintain the current level of
benefits to retirees.
County Administrator's Recommendation
It is recommended that the budget reduction plan be approved as described above.
52
DEBT SERVICE
1994-95 Net
Proposed County Proposed Adjusted 1994-95
Program Budget Cost Reduction Plan Proposed Budget
Debt Service $5,011,000 $5,011,000 $773,500 $4,237,500
TOTAL $5,011,000 $5,011,000 $773,500 $4,237,500
Expenditure Transfers:
Revenues:
Net County Cost: $5,011,000 $5,011,000 $773,500 $4,237,500
FTE:
1. Debt Service
Description: The California Government code contains a legal provision which allows
a local agency to issue notes, permitting it to borrow money in order to meet short term
cash flow deficiencies, pending receipt of taxes and revenues. The borrowed funds may
be expended for things such as current expenses, capital expenditures, and debts and
obligations.
FTE: 0
Level of Discretion: No Discretion
Gross Expenditures: $5,011,000
Financing: 0
Net County Cost: 5,011,000
Funding Sources: General Fund
Adjustment: Reduce borrowing costs due to a reduction in the amount of money
borrowed from an estimated $115 million to an actual of $95 million.
Impact: There is no impact on the borrowing program since borrowing costs are now
fixed.
County Administrator's Recommendation
It is recommended that the department reduction plan be approved.
53
CONTINGENCY RESERVE
1994-95 Net
Proposed County Proposed Adjusted 1994-95
Program Budget Cost Reduction Plan Proposed Budget
Contingency Reserve $10,249,144 $10,249,144 0 $10,249,144
TOTAL $10,249,144 $10,249,144 0 $10,249,144
Expenditure Transfers:
Revenues:
Net County Cost: $10,249,144 $10,249,144 $10,249,144
FTE: 0 0 0
1. Contingency Reserve
Description: Provide funding for unforeseen emergencies or unplanned new
expenditures occurring during the fiscal year which have no other funding source.
FTE: 0
Level of Discretion: Discretionary
Gross Expenditures: $10,249,144
Financing: 0
Net County Cost: 10,249,144
Funding Sources: General Fund
County Administrator's Recommendation
It is recommended that the proposed budget be approved as submitted.
I
54
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Health ad Welfare
COMMUNITY SERVICES
1994-95 Net
Proposed County Proposed Adjusted 1994-95
Program Budget Cost Reduction Plan Proposed Budget
Head Start $5,489,101 $81,129 $8,113 $5,480,988
Community Services 658,270 0 658,270
Block Grant
Child Development 3,903,130 0 3,903,130
Weatherization and 655,128 0 655,128
Energy Assistance
Department of Energy 87,303 0 87,303
Pre-School Grants 932,567 0 932,567
Stewart B. McKinney 24,598 0 24,598
TOTAL $11,750,097 $81,129 $8,113 $11,741,984
Expenditure Transfers: $82,119 $82,119
Revenues: $11,586,849 $11,586,849
Net County Cost: $81,129 $8,113 $73,016
FTE: 227 227
1. Head Start
Description: Child development services to 3-4 year old children and their families in
designated low-income areas throughout the County
FTE: 78
Level of Discretion: Very limited
Gross Expenditure: $5,489,101
Financing: 5,407,972
Net County Cost: 81,129
Funding Sources: Federal Head Start 97.0% $ 5,325,853
Interdepartmental
Transfers 1.5% 82,119
County General Fund 1.5% 81,129
Adjustment: Reduces the County's share for the Head Start program by 10%.
57
Impact: No negative impact is anticipated. The reduction will be back filled through
in-kind matching to meet federal requirements.
2. Community Services Block Grant
Description: To assist communities in mobilizing their resources to combat the
causes of poverty and improve self sufficiency.
FTE: 7
Level of Discretion: Some Discretion
Gross Expenditure: $658,270
Financing: 658,270
Net County Cost: 0
Funding Source: 100% Community Service Block Grant (federal)
3. Child Development
Description: Subsidized day care for low income children in the Richmond-San Pablo
area.
FTE: 128
Level of Discretion: Optional
Gross Expenditure: $3,903,130
Financing: 3,903,130
Net County Cost: 0
Funding Source: 100% State Funds
4. Low Income Housing Energy Assistance Program
Description: To provide weatherization and minor home repair services and utility bill
assistance to low income County residents under the State Department of Economic
Opportunity guidelines.
FTE: 8
Level of Discretion: Very limited
Gross Expenditure: $655,128
Financing: 655,128
Net County Cost: 0
Funding Source: 100% State Funds
58
S. Department of Energy Program
Description: To provide weatherization and minor home repair services to eligible low
income County residents under the State Department of Energy guidelines.
FTE: 2
Level of Discretion: Very Limited
Gross Expenditure: $87,303
Financing: 87,303
Net County Cost: 0
Funding Source: 100% State Funds
6. Pre-School Grants
Description: Subsidized day care programs.
FTE: 4
Level of Discretion: Optional
Gross Expenditure: $932,567
Financing: 932,567
Net County Cost: 0
Funding Source: 100% State Funds
7. Stewart B. McKinney Homeless Program
Description: To provide emergency food and shelter to homeless residents.
FTE: 0
Level of Discretion: Very limited
Gross Expenditure: $24,598
Financing: 24,598
Net County Cost: 0
Funding Source: 100% State Funds
County Administrator's Recommendation
It is recommended that the proposed budget be adjusted as presented.
59
HEALTH SERVICES
1994-95 Net
Proposed County Proposed Adjusted 1994-95
Program Budget Cost Reduction Plan Proposed Budget
Hospital & Clinics $141,862,479 $15,049,668 $760,000 $141,102,479
Health Plan 48,105,634 15,405,104 121,000 47,984,634
Mental Health 40,774,486 3,844,127 108,000 40,666,486
Public Health 26,024,252 8,491,263 268,000 25,756,252
Drug Abuse Services 7,215,990 333,962 7,215,990
Alcohol Abuse Services 5,390,670 894,688 5,390,670
Environmental Health 7,167,888 153,207 7,167,888
Detention Inmates 5,486,029 4,949,749 5,486,029
Children Services 4,731,587 1,102,325 133,000 4,598,587
Emergency Services 856,982 0 856,982
Hospital Fixed Assets 17,174,325 1,348,064 17,174,325
CCHP Fixed Assets 50,000 50,000 50,000
TOTAL $304,840,104 $51,622,157 $1,390,000 $303,450,104
Expenditure Transfers: $3,388,875 $3,388,875
Revenues: $249,829,071 65,000 $249,894,072
1
Net County Cost: $51,622,157 $1,455,000 $50,167,157
Vehicle License Fees: 16,813,397 16,813,397 16,813,398
NCC less VLF: $34,808,759 $34,808,759 $33,353,759
FTE: 1916
OVERMATCH SUMMARY
Health $2,057,452
Detention 4,949,749
Mental Health 2,207,569
Alcohol Abuse 94,688
Drug Abuse 293.054
$9,602,512
60
SUMMARY - HEALTH SERVICES
52% Budget Increase in 5 Years
• Total budget has grown from $199.4 million in FY 90-91 to $303.4 million in FY 94-95
adjusted budget.
• Budget increase reflects aggressive pursuit of
► federal and state revenue
► grants
► expansion of Contra Costa Health Plan
► linking fees with services, as appropriate.
• Independence from General Fund growing ($37.6 million in FY90-91; $33.3
million in adjusted FY 94-95 budget)
• County overmatch of required Maintenance Of Effort has been reduced to $9.6
million. Excluding Detention, the overmatch is now $4.7 million.
FY 94-95 Budget Overview
• Projected $3 - 8 million revenue shortfall, based on state budget reductions:
► Prepaid Health Plan reduction $0.5 - 0.75 million
► SB 910 Medi-Cal Admin Claim
State take back $1.0 - 4.00 million
► SB 855 intergovernmental transfer
State take back $1.0 - 3.00 million
► Tobacco Tax revenue shortfalls $0.5 - 0.60 million
TOTAL $3.0 - 8.35 million
• Phase I budget adjustments - $1.455 million reduction; net 22.8 FTE increase.
• Future reduction phases pending evaluation of Department's situation in light of state
budget actions and pending health care reform.
Principles for FY 94-95 Budget Adjustments
• Maximize department flexibility to respond to rapidly changing health care needs and
opportunities.
• Support department's need to compete in the market both as a service provider and
employer.
• Minimize service and employee impacts of necessary budget adjustments.
• Maximize realization of federal, state and other revenues.
61
Phase I Reductions - Summary
Program Adjustment Impact
Hospital and Clinics
Inpatient Nursing Staff Ratios $350,000 Reduces LVN and RN care hours
from 9.2 hours to 8.5 hours per
patient (to match acuity system
standards)
Outpatient RN, LVN, Clerical mix $315,000 Adds 13.8 FTE LVNs and 9.5
clerical positions, offset by per diem
RN reductions.
Private vs In-House Dental Service $95,000 Adds .6 FTE periodontist and .6
FTE registered dental assistant,
offset by private dentist contract
reductions.
Health Plan
In plan Dental Services $121,000 Adds .8 FTE dentist, .8 LVN dental
assistant and .8 clerk, offset
by out-of-plan dentist reductions.
Solano Health Plan Partnership $65,000 Increases revenue by providing
administrative services on contract.
Mental Health
State Hospital $108,000 Reduces contract by 1 bed (may
lengthen inpatient psych. unit stays)
Public Health
Occupational Health Clinic $60,000 Reduces 1.1 FTE RN(decreases
employee physicals and other clinic
services)
Communicable Disease $30,000 Reduces 1 FTE interpreter
(decreases interpreter accessibility)
Home Health Agency (HHA) $178,000 Reduces 1 FTE HHA Supervisor and
1 FTE PHN (nurse/supervisor ratio
set to legal limit and decreases
staffing levels)
Califomia Children's Service
Medical Rehabilitation Services $133,000 Reduces registry use (approx. 66
treatment hours per week)
TOTAL $1,455,000 26.9 FTE Additions
4.1 FTE Reductions
62
REDUCTION OPTIONS FOR FUTURE PHASES
• The County Administrator's Office and Health Services Department will continue to work
with the federal and state governments to maximize revenues. As necessary, future
phases of budget adjustments will be presented to maintain the department's fiscal
integrity.
• Listed below are areas for future budget adjustments and/or alternatives to the Phase I
adjustments.
HOSPITALS AND CLINICS
1. Description: Ten-hour night shifts were developed a considerable time ago as
a recruitment tool for night shift RN's (nursing shortage response).
Currently, there are no recruiting deficits and none anticipated in
the foreseeable future.
Adjustment: Reduce all RN night shifts from 10 hours to 8.5 hours, thereby
saving 1.5 hours per RN position on the night shift schedule.
Impact: No impact on patient care. Proposal predicated on outcome of
meet and confer discussions with CNA on this matter.
Net County
Cost Savings: $422,000
FTE Reduction: N/A
2. Description: Central Supply Manager position currently staffed to manage
Central Supply Services at Merrithew.
Adjustment: Lay off incumbent; eliminate position.
Impact: Oversight of department to be handled by the Operating Room
management staff.
Net County
Cost Savings: $70,000
FTE Reduction: 1.0
3. Description: BIOMED position monitors the medical equipment at the Hospital.
Supplemental coverage is provided under contract.
Adjustment: Eliminate position; contract coverage sufficient to handle existing
workload.
63
REDUCTION OPTIONS FOR FUTURE PHASES - continued
Impact: No negative impact.
Net County
Cost Savings: $47,000
FTE Reduction: 1.0
4. Description: Department-wide administration includes undistributed costs of the
Office of the Director, Health Services Personnel, Payroll, Stores
and the Contracts and Grants units.
Adjustment: Maintain the"Assistant to the Health Services Director" position as
vacant.
Impact: No negative patient impact.
Net County
Cost Savings: $80,000
FTE Reduction: 1.0
5. Description: United Council of Spanish Speaking Organizations provides fixed
route van transportation services between Merrithew Memorial
Hospital in- Martinez and its outlying clinics in Pittsburg and
Richmond.
Adjustment: Eliminate transportation contract with United Council of Spanish
Speaking Organizations.
Impact: This reduction would severely restrict the ability of patients to
secure specialized services at Merrithew Memorial Hospital,which
are not available at its outlying clinics (e.g., C.T. scans, etc.).
Net County
Cost Savings: $120,000
FTE Reduction: N/A
6. Description: 250,000 ambulatory care visits are currently provided through the
Richmond, Pittsburg, Concord, Brentwood and Martinez Clinic
facilities.
Adjustment: Care to the medically indigent and non-sponsored patients will be
reduced by 50% with a corresponding reduction in staff.
Impact: Public Hearing (Beilenson) required; impact to be determined.
64
REDUCTION OPTIONS FOR FUTURE PHASES - continued
Net County
Cost Savings: $1,469,000
FTE Reduction: 25.5
CONTRA COSTA COUNTY HEALTH PLAN
1. Description: Advice nurse staff provide 24-hour advice services via telephone
to all Health Plan enrollees.
Adjustment: Reduce 4.5 FTE Public Health Nurses to 1.5 FTE
Impact: No negative impact to patient services. Level of service would be
maintained through backfilling, if necessary, with per diem RNs.
Net County
Cost Savings: $60,000
FTE Reduction: 3
2. Description: Member services staff respond to enrollee complaints, explain
benefits and resolve difficulties experienced by plan members.
Adjustment: Cancel one Contra Costa Health Plan Member Services
Coordinator position.
Impact: No negative impact to member services; existing workload to be
maintained.
Net County
Cost Savings: $50,000
FTE Reduction: 1.0
MENTAL HEALTH
1. Description: Institutes for Mental Disease(IMDs) provide an alternative to state
hospitals for severely and persistently mentally ill adults whose
level of functioning is such that they cannot be treated in a less
structured setting and who are not, because of the severity of their
illness, appropriate for other secure treatment settings.
Adjustment: Reduce IMD contract by two beds, one of which is augmented to
provide additional services for specific clients.
Impact: May result in longer lengths of stay for some patients on the
inpatient psychiatric units or in the state hospital when an IMD bed
is not available, particularly those who require the augmented
services.
65
REDUCTION OPTIONS FOR FUTURE PHASES - continued
Net County
Cost Savings: $100,000
FTE Reduction: Not applicable
2. Description: Central Services provide staff to the Mental Health Commission
Adjustment: Eliminate contract for staff providing support to the Mental Health
Commission.
Net County
Cost Savings: $18,000
FTE Reduction: .2
3. Description: Adult Services provide dual diagnosis program coordination.
Adjustment: Eliminate dual diagnosis program coordinator position.
Net County
Cost Savings: $67,000
FTE Reduction: 1.0
4. Description: Adult Services contracts for services to develop crisis residential
services for mentally ill clients.
Adjustment: Eliminate contract for these services.
Net County
Cost Savings: $25,000
FTE Reduction: 1.0
5. Description: Inpatient care for severely mentally ill patients on I and J wards at
Merrithew Memorial Hospital.
Adjustment: Eliminate Inpatient Medical Director position.
Net County
Cost Savings: $141,000
FTE Reduction: 1.0
66
REDUCTION OPTIONS FOR FUTURE PHASES - continued
PUBLIC HEALTH
1. Description: Physician staff provide physical exams and evaluations at the
Occupational Health Clinic.
Adjustment: Eliminate .5 FTE Physician
Impact: Decrease physical examinations and evaluations in Employee
Occupational Health Clinic. Decrease clinic hours or cancel clinics
periodically in Family Planning, STD, and Immunization Clinics.
Net County
Cost Savings: $50,000
FTE Reduction: .5
2. Description: The Conservatorship program has responsibility for controlling the
financial affairs and daily support coordination of clients who are
mentally ill, frail elderly or otherwise deemed to be incapable of
caring for themselves.
Adjustment: Staffing levels(to be determined)will be adjusted to accommodate
required savings.
Impact: No negative impact.
Net County
Cost Savings: $100,000
FTE Reduction: 1 - 1.5 est.
3. Description: Public Health Clinical Services provides staffing for all clinical
services in the Public Health Division. Clinics include Child Health
Screening, Family Planning, Teenage Clinics, Tuberculosis,
Sexually Transmitted Diseases.
Adjustment: Eliminate one Public Health Social Worker position from the
Nursing pool.
Impact: Minimal
Net County
Cost Savings: $60,000
FTE Reduction: 1.0
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REDUCTION OPTIONS FOR FUTURE PHASES - continued
4. Description: The Communicable Disease Control program works to prevent and
control the spread of communicable diseases through health
education, epidemiological surveillance and investigation.
Adjustment: Eliminate one Public Health Aide position in the A.I.D.S. Programs.
Impact: Minimal
Net County
Cost Savings: $30,000
FTE Reduction: 1.0
5. Description: The Communicable Disease Control program works to prevent and
control the spread of communicable diseases through health
education, epidemiological surveillance and investigation.
Adjustments: Work force reduction of 7.65 FTE.
Impact: Decreased ability to respond to communicable disease threat.
Net County
Cost Savings: $350,000
FTE Reduction: 7.65
6. Description: Public Health Clinical Services provides staffing for all clinical
services in the Public Health Division. Clinics include Child Health
Screening, Family Planning, Teenage Clinics, Tuberculosis,
Sexually Transmitted Diseases.
Adjustments: Reduction of 10 % of work force.
Impact: Clinic hours to be reduced.
Net County
Cost Savings: $250,000
FTE Reduction 5
ALCOHOL
1. Description: Provision of Alcohol Abuse counseling and treatment services.
Adjustment: Reduce 2 Alcohol Rehabilitation Worker (ARW) positions at AIRS.
Initially one position will be in Central County and one in East
County.
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REDUCTION OPTIONS FOR FUTURE PHASES- continued
Impact: Reduction will result in a decreased ability to provide counseling
and other services to the client population. May result in
increased waiting times to gain entry into the rehabilitation service
programs provided by the department.
Net County
Cost Savings: $72,000
FTE Reduction: 2
2. Description: Provision of Alcohol Abuse counseling and treatment services.
Adjustment: Delete 1 Alcohol Rehabilitation Worker (ARW) Lead position.
Impact: Reduction will result in a decreased ability to provide counseling
and other services to the client population. May result in
increased waiting times to gain entry into the rehabilitation service
programs provided by the department.
Net County
Cost Savings: $45,000
FTE Reduction: 1
3. Description: Provision of Alcohol Abuse counseling and treatment services.
Adjustment: Eliminate 8 Alcohol Rehabilitation Worker (ARW) positions and
fixed costs associated with the AIRS Program.
Impact: This reduction would result in the elimination of all alcohol
outpatient services provided through the AIRS Program. The
service 'reduction level would result in fewer services for many
court-referred and Social Service referred individuals,
Net County
Cost Savings: $350,000
FTE Reduction: 8.0
ENVIRONMENTAL HEALTH
1. Description: The Consumer Protection Program provides essential community
services, including restaurant and retail food inspections, special
event permits, swimming pool inspections and response to
consumer complaints and food bome illness outbreaks.
Adjustment: Reduce the hours available for performing the above
responsibilities.
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REDUCTION OPTIONS FOR FUTURE PHASES- continued
Impact: Some reduction in Consumer Protection services.
Net County
Cost Savings: $63,000
FTE Reduction: 1.0
DETENTION
1. Description: Current 16/40 Dentist position in Medical Services is vacant.
Currently providing 32 hours per week of dental coverage; 32
hours per week of LVN Dental Assistant coverage; 40 hours
clerical coverage for medical records at the Main Detention
Facility.
Adjustment: Eliminate 16-hour Dentist position, reduce dental coverage 8 hours
per week, reduce LVN Dental Assistant 8 hours per week, and
eliminate clerk position 40 hours per week.
Impact: No negative impact relative to the vacant dentist position.
Increased wait for dental appointments with reduced dental
coverage. Reduction in dentist hours reduces need for dental
assistant. Elimination of clerical position produces minimal impact
on service.
Net County
Cost Savings: $86,000
FTE Reduction: 1.8
2. Description: Detention health care is provided to the inmate population at the
Martinez Detention Facility, Marsh Creek, and the West County
Justice Center. Physicians, family nurse practitioners, nursing
personnel (R.N.'s and L.V.N.'s) and various ancillary positions
provide the core staffing.
Adjustment: Reduce the hours of services/staffing from 24 hours at the MDF to
12-16 hours. Eliminate staffing at Marsh Creek and West County.
Impact: Would significantly reduce the level of care to the MDF inmates.
Eliminating the staff at Marsh Creek and West County would
severely restrict the number of inmates that can be transferred to
those facilities.
Net County
Cost Savings: $414,000
FTE Reduction: 8.2
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REDUCTION OPTIONS FOR FUTURE PHASES - continued
3. Description: The Battered Women's Alliance and Rape Crisis Center provide
support services to women. B.W.A. provides emergency shelter
to women and their children who are victims of domestic violence,
sexual assault and other crisis situations; provides counseling,
health and social welfare services. R.C.C.provides sexual assault
counseling, advocacy, therapy and educational services.
Adjustment: Eliminate contracts with Battered Women's Alternative and Rape
Crisis Center.
Impact: Elimination of subsidy to these contractors would at best reduce
the level of service they are able to provide to residents, and at
worst force the contractor to cease service if they are unable to
locate alternative funding sources.
Net County
Cost Savings: $157,000
FTE Reduction: N/A
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1. Hospital and Clinics (Enterprise Fund 1)
Description: To fund the operations of department-wide administration, centralized
departmental support services, and the operations of Merrithew Memorial Hospital and
outpatient clinics.
FTE: 1172.63
Level of Discretion: Very limited
Gross Expenditures: $141,862,479
Financing: 126,812,811
Net County Costs: 15,049,668*
Funding Sources: MediCare 9.1% $12,888,758
Medi-Cal 16.3% 23,091,195
Private Pay/Insurance 1.8% 2,511,749
Other HS Divisions 34.3% 48,652,015
Other 27.9% 39,669,094
County General Fund 10.6% 15,049,668
*Net county cost budgeted in BU#0465,Hospital Subsidy
a. Hospital and Outpatient Clinics
Description:
1. Hospital: Inpatient care is provided at Merrithew Memorial Hospital, a
174-bed general acute care facility. Merrithew provides a full range of
diagnostic and therapeutic services including medical, surgical, intensive
care, emergency, prenatal/obstetrical, rehabilitation and geriatric services.
Ancillary services include pharmacy, laboratory, radiology, occupational
therapy, physical therapy, EEG and EKG. The medical staff is composed
of 44 family practice physicians and 79 specialty physician consultants.
2. Outpatient Clinics: Outpatient medical care is provided in Martinez,
Pittsburg,- Richmond and Concord. Programs include family practice,
urgent care, pre- and post-natal, pediatrics and Well Baby, obstetrics and
gynecology, optometry, dental, orthopedics, plastic surgery, arthritis and
low back, neurology, urology, dermatology, ENT, geriatric and AIDS
services.
FTE: 1126.13
Level of Discretion: Very Limited
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Gross Expenditures: $136,262,479
Financing: 126,212,811
Net County Costs: 10,049,668
Funding Sources: Medi-Cal, Medicare, Private Pay, Insurance, HMO, grants,
County General Fund.
Adjustment: Reduces inpatient nursing staff ratios for a savings of $350,000.
Impact: Reduces LVN and RN care hours from 9.2 to 8.5 hours per patient, to
match acuity system standards.
Adjustment: Reconfigure the mix of LVNs, clericals and per diem RNs for a
savings of $315,000 net county cost.
Impact: Adds 18.3 FTE LVNs and 9.5 FTE clerks, offset by per diem RN
reductions. More efficient use of staff.
Adjustment: Reduce contract dental service and increase in-house staffing for
a savings of $95,000 net county cost.
Impact: Adds .6 FTE periodontist and .6 registered dental assistant, offset by
private dentist contract reductions.
b. Emergency Medical Services
Description: This program provides overall coordination of Contra Costa's
Emergency Medical System. It regulates emergency ambulance services and the
County's trauma system, establishes prehospital treatment protocols and certifies
prehospital personnel, approves and monitors paramedic programs and first-
responder defibrillation programs, provides planning and coordination of medical
disaster response, and reviews interfacility patient transfers.
FTE: 6.0
Level of Discretion: Very Limited
Gross Expenditures: $600,000
Financing: 600,000
Net County Cost: 0
Funding Sources: SB-12 and EMS grants.
C. Non-Distributed Charges from Other County Funds
Description: This segment of EF I includes non-distributed costs for long-term
interest, professional liability, general liability, County Counsel, Auditor-Controller,
Central County Personnel, and General Services overhead charges.
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FTE: 0
Level of Discretion: Optional
Gross Expenditures: $3,500,000
Financing: 0
Net County Cost: 3,500,000
Funding Source: County General Fund
d. Department-Wide Administration
Description: This section includes non-distributed cost of the Office of the
Director, Health Services Personnel, Payroll, Stores and the Contracts and Grants
Unit.
FTE: 40.5
Level of Discretion: Some Discretion
Gross Expenditures: $1,500,000
Financing: 0
Net County Cost: 1,500,000
Funding Source: County General Fund
2. Contra Costa Health Plan (Enterprise Fund II)
Description: The Contra Costa Health Plan is a County-operated prepaid health plan
available to recipients of Medi-Cal and Medicare, to employees of participating private
and governmental employers and to individual members of the general public.
FTE: 40
Level of Discretion: Some Discretion
Gross Expenditures: $48,105,634
Financing: 32,700,530
Net County Costs: 15,405,104
Funding Sources: Medicare 5.3% $ 2,530,703
Medi-Cal 32.3% 15,536,43
Other 22.2% 10,701,84
Realignment 8.2% 3,931,54
County General Fund 32.0% 15,405,10
Adjustment: Increases revenue by $65,000 from the Solano Health Plan.
Impact: Provides contract administrative services for Solano Health Plan.
74
Adjustment: Increase in-plan dental services for a savings of$121,000 net county cost.
Impact: Adds .8 FTE dentist; .8 FTE LVN dental assistant and .8 FTE clerk, offset by
out-of-plan dentist reductions
a. Aid to Families with Dependent Children Members
Description: The Aid to Families with Dependent Children (AFDC) Product Line
serves Contra Costa residents who qualify for Medi-Cal through the Public
Assistance and Medically Needy Only categories of the Aid to Families with
Dependent Children program. Instead of Medi-Cal cards and stickers, the
member receives a CCHP card and CCHP provides and arranges for all his or her
health needs. 90% of all Medi-Cal enrollees are included in this product line.
FTE: Not Applicable
Level of Discretion: Some Discretion
Gross Expenditures: $12,413,084
Financing: 12,934,092
Net County Costs: < 521,008>
Funding Sources: State Medi-Cal Premiums
b. Other Medi-Cal (non-crossover) Members
Description: This product line includes all Contra Costa Medi-Cal eligibles, other
than AFDC, who choose CCHP as their medical provider instead of using the
Medi-Cal fee-for-service provider network. Medi-Cal categories include OAS
(Persons aged 65 and over), Aid to the Totally Disabled, and Aid to the Blind.
The member receives a CCHP card and CCHP provides or arranges for all his or
her health service needs. This segment represents less than 8%of total Medi-Cal
enrollees.
FTE: Not Applicable
Level of Discretion: Some Discretion
Gross Expenditures: $3,096,865
Financing: 2,037,272
Net County Costs: 1,059,593
Funding Sources: State Medi-Cal, County General Fund
C. Medicare and Crossovers
Description: This product line serves Contra Costa senior residents who are
covered under Medicare and who choose CCHP as their medical insurer. In
addition to the basic Medicare coverage under this program, there are various
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Senior Health Plans to reduce the member's medical expenses for those services
not covered by Medicare, particularly prescription drugs. This category also
includes crossovers; i.e., members who are eligible for both Medicare and Medi-
Cal programs.
FTE: Not Applicable
Level of Discretion: Some Discretion
Gross Expenditures: $4,404,704
Financing: 5,063,203
Net County Costs: < 658,500>
Funding Sources: Medicare Cost Reimbursement Reports, Senior Health
Premiums, and an array of Medi-Cal capitation rates for crossovers.
d. Commercial Groups
Description:
1) The "County Employees" plan enrolls employees of Contra Costa County and
their eligible dependents.
2) The "Other Groups" plan consists of various medical programs directed at
small and large businesses on a group basis.
3) The "Individual" plan directs medical coverage availability toward individuals
and families. This coverage provides comprehensive health benefits from physical
check-ups to major health problems. There is an array of benefits, premiums and
co-payments depending on the plan chosen. Premiums are paid by the members
or their employers.
FTE: Not Applicable
Level of Discretion: Some Discretion
Gross Expenditures: $8,139,397
Financing: 8,599,661
Not County Cost: <460,264>
Funding Sources: Premiums
e. Basic Adult Care (BAC) Program
Description: This program is designed to provide needed medical care to the
formerly State-sponsored Medically Indigent Adult residents of Contra Cost
County. It offers limited health benefits compared to other groups. Services ar
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primarily provided at Merrithew Memorial Hospital and County-operated medical
and mental health clinics, although patients are referred to outside providers when
necessary.
FTE: Not Applicable
Level of Discretion: Very Limited
Gross Expenditures: $20,051,584
Financing: 4,066,301
Net County Cost: 15,985,283
Funding Sources: Realignment Sales Tax, County General Fund/Vehicle
License Fees
3. Mental Health
Description: To assist people in dealing with various mental health problems.
FTE: 134.27
Level of Discretion: Varies by program (see below)
Gross Expenditures: $40,774,486
Financing: 36,930,359
Net County Costs: 3,844,127
Funding Sources: Charges to Depts 5.0% $ 2,024,384
Medicare 8.4% 3,437,809
Medi-Cal 16.7% 6,806,205
Private Pay/I nsu ra nce 1.3% 536,794
Mental Health Grants 8.9% 3,626,048
Realignment Funds 49.6% 20,197,333'
Other 0.7% 301,786
County General Fund 9.4% 3,844,127
' Realignment funds are included in the net County costs of the programs below.
a. State Mental Hospital Care
Description: Long-term, psychiatric inpatient care at Napa, Patton and Camarillo
State Hospitals for adults, adolescents and children who require structured
treatment and are too severely mentally disabled to be handled in a less
restrictive setting.
FTE: 0
Level of Discretion: Very Limited
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Gross Expenditures: $4,046,016
Financing: 0
Realignment/County Costs: 4,046,016
Funding Sources: Realignment and County General Fund
Adjustment: Reduce the state hospital contract by one bed for a savings of
$108,000.
Impact: May result in longer lengths of stay in the inpatient psych units when a
state bed is not available.
b. Central Services
Description: Functions include personnel administration, staff development and
.training, procuring services and supplies, physical plant operations, contract
negotiations and administration, program planning, development of policies and
procedures, preparation of grant applications and requests for proposals,
monitoring service delivery and client complaints, utilization review and quality
assurance, computer system management, and interagency coordination.
FTE: 19.1
Level of Discretion: Optional
Gross Expenditures: $2,181,083
Financing: 86,772
Realignment/County Costs: 2,094,311
Funding Sources: Realignment, County General Fund, SAMHSA grant funds
and SB 910 Reimbursement
C. Outpatient Mental Health Crisis/Emergency Service
Description: Outpatient clinic crisis intervention, psychiatric diagnosti
assessment, medication, emergency treatment, screening for hospitalization and
intake, disposition planning, and placement/referral services.
FTE: 1.1
Level of Discretion: Very Limited
Gross Expenditures: $3,428,596
Financing: 1,863,509
Realignment/County Costs: 1,565,087
Funding Sources: Medi-Cal, Medicare, HMO, Private Pay/Insurance
Realignment and County General Fund
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d. Institute for Mental Disease (IMD) Care
Description: Skilled Nursing Facility(SNF) care providing moderate to long-term
psychiatric treatment in a locked ("L" facility) setting for clients who have been
discharged from acute hospital care. Includes, for some clients, augmented
services to teach living skills needed to make the transition from institutional care
to more independent (and less costly) settings.
FTE: 0
Level of Discretion: Very Limited
Community Based Organization Contracts:
1. Crestwood Hospitals $2,130,199
2. Westwood 668,096
Gross Expenditures: $2,810,733
Financing: 446,408
Realignment/County Costs: 2,364,325
Funding Sources: SSI/SSP, Patient Share of Cost, Realignment and County
General Fund
e. Local Hospital Inpatient Services - I and J Wards
Description: Acute inpatient psychiatric care at Merrithew Memorial Hospital,
including geriatric care, involuntary evaluation and short-term treatment for
seriously and persistently mentally ill clients who may be a danger to themselves
or others.
FTE: 0
Level of Discretion: Very Limited
Gross Expenditures: $8,192,738
Financing: 6,342,290
Realignment/County Costs: 1,850,448
Funding Sources: Medi-Cal, Medicare, HMO, Private Pay/insurance,
Realignment and County General Fund
f. Adult Services
Description:
1. Psychiatric Inpatient Care for Jail Inmates: Acute inpatient care in
Alameda County facility for inmates who are too ill to be cared for in Contra
Costa County facilities.
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2. Crisis/Transitional/Supervised Residential Care: Short-term, crisis
residential treatment for clients who can be managed in an unlocked,
therapeutic, group living setting and who need 24-hour supervision and
structural treatment for up to 30 days to recover from an acute psychotic
episode; this service can be used as a short-term hospital diversion program
to reduce the.length of hospital stays. This category also includes 24-hour
supervised residential care and semi-supervised independent living services
to increase each client's ability to learn independent living skills and to
transition ("graduate") from more restrictive levels of residential supervision
to less restrictive (i.e., more independent) living arrangements, including
Board and Care facilities.
3. Outpatient Clinic Treatment and Outreach Services: Scheduled
outpatient clinic services, including psychiatric diagnostic assessment,
medication, short-term individual and group therapy, and collateral support
services for seriously and persistently mentally ill (SPMI) clients and their
families with acute and/or severe mental disorders. Also includes community
outreach services not related to a registered clinic patient.
4. Case Management Services: Case managers provide screening,
assessment, evaluation, advocacy, placement and linkage services. Also
included are system support services that are unrelated to any particular
client.
5. Habilitativelintensive Day Treatment&Socialization/Vocational Services
Programs: Organized therapeutic treatment and activity programs (less
than 8 hours per day) for adults who are recovering from a psychotic
episode and who need training in socialization and independent living skills.
6. Outreach/Advocacy Services: Drop-in Centers assist the homeless
mentally disabled to secure information, counseling, transportation, clothing,
financial benefits and housing; Case Management is also provided at the
centers. The Vocational Outreach/Ad ministration Service develops
vocational contracts and provides administrative services to support pre-
vocational training for mentally disabled adults in West County. The
Consumer Self-Help Network provides development, promotion,and financial
support for former and current users (consumers) of mental health system
services through self-help groups, peer support groups, advocacy, and a
newsletter.
FTE: 54.4
Level of Discretion: Some Discretion
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Community Based Organization and Other Contracts
1. MH Consumer Concerns $ 35,010
2. Residential Care 320,000
3. Phoenix Programs 2,189,849
4. Housing for Indep. People 63,427
5. Many Hands 334,046
6. Rubicon 727,693
7. Alameda County 175,524
Gross Expenditures: $9,657,468
Financing: 4,017,425
Realignment/County Costs: 5,640,043
Funding Sources: Medi-Cal, Medicare, HMO, Private Pay/Insurance,
Realignment and County General Fund
9. Child and Adolescent Services
Description:
1. Local Institutional/Hospital Care: Acute psychiatric inpatient treatment for
children and adolescents is provided in private institutions in order to avoid
placing minors in the same psychiatric wards as adults at Merrithew
Memorial Hospital. In the County's Juvenile Justice Facilities, a multi-
disciplinary team of Mental Health Division staff provides crisis intervention,
assessment, testing consultation and brief treatment.
2. Out-of-Home Residential Care/Treatment Service Programs: Structured
residential therapeutic treatment service programs for seriously emotionally
disturbed (SED) children and adolescents, providing individual, group and
family therapy.
3. Intensive Day Treatment Services: Therapeutic treatment, educational and
activity programs (less than 8 hrs/day) for children/adolescents who have
behavioral/emotional disorders or are seriously emotionally disturbed (SED),
psychosocially delayed or "at high risk."
4. Outpatient Clinic Treatment and Outreach Services: Outpatient clinic,
school-site and in-home services, including psychiatric diagnostic
assessment, medication, therapy, collateral support and crisis intervention
services for seriously emotionally disturbed (SED) children and adolescents
and their families.
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5. Child/Adolescent Case Management Services: Case managers provide
screening, assessment, evaluation, advocacy, placement and . linkage
services to assist children and adolescents in obtaining continuity of care
within the mental health, health care and social service systems. Community
and school-based prevention and advocacy programs provide community
education, resource development, parent training, workshops and
development of ongoing support/advocacy/action groups.
FTE: 47.6
Level of Discretion: Some Discretion
Community Based Organization Contracts
1. CHD (Prevention) $ 39,190
2. La Cheim School 918,000 I
3. Child & Family Therapy 40,373
i
4. Early Childhood 418,936
5. La Cheim Residential 175,200 i
Treatment Centers
6. We Care 363,978
7. Lynn Day/We Care (CCARC) 208,394
B. Victor Treatment Centers 84,104
9. Walnut Creek Hospital 50,000
10. Seneca Center 228,720
11. First Hospital Vallejo 50,000
12. YMCA 115,982
13. Families First 83,489
Gross Expenditures: $6,794,383
Financing: 2,500,179
Realignment/County Costs: 4,294,204
r
Funding Sources: Medi-Cal, HMO, SAMHSA Grant Funds, Private
Pay/Insurance, Realignment and County General Fund
h. Geriatric Services
Description:
1. Community Client Outreach Services: Community-based services for olde
adults, including in-home assessments, crisis intervention, resour
coordination, supportive counseling and therapy, development of suppo
groups for older men, older women, caregivers and family members, an
information, referral, advocacy and placement services.
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2. Skilled Nursing Facility Care: For older adults who require intensive
psychiatric rehabilitation and treatment in a locked facility following acute
psychiatric hospitalization.
FTE: 4.6
Level of Discretion: Some Discretion
Community Based Organization Contract
1) Telecare $188,735 ,
2) Crestwood $109,500
Gross Expenditures: $2,319,563
Financing: 680,323
RealignmentlCounty Costs: 1,639,240
Funding Sources: Medicare, Medi-Cal, Private Pay/insurance, SAMHSA grant
funds, Realignment and County General Fund
i. Special Client Services
Description: For special client populations or target groups of children and adults
with special needs.
I Mentally Disordered Offenders: State funded "Conditional Release"
Program providing mental health services to criminal justice offenders who
are on parole.
2. Services for the Hispanic Community in West County: Community
Outpatient Clinic and Outreach Services primarily for Latino, Hispanic and
other Spanish-speaking adults, children and families.
3. Foreign Language and Hearing Impaired Interpretation: Foreign
language interpreters and sign language interpreters to assist the County
staff in providing crisis intervention, inpatient hospital and outpatient clinic
treatment services.
4. Patients' Rights and Advocacy Services: Patients' rights advocacy and
training services, including the provision of information to voluntary and
involuntary psychiatric patients who have been hospitalized. Includes
representation and advocacy services at hearings for hospitalized adults and
minors.
6. Crisis and Suicide Intervention Services: Crisis and grief counseling
services county-wide, including a 24-hour telephone service and community
education.
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FTE: 7.47
Level of Discretion: Some Discretion
Community Based Organization Contracts
1. Board & Care Homes $ 40,420
2. Life Support (various) 14,225
3. Many Hands 22,701
4. Rubicon 9,597
5. Phoenix Programs 74,216
6. Bi-Belt 72,268
7. MH Consumer Concerns 218,546
8. Center for New Americans 22,502
9. CC Suicide Prevention 76,750
10. Deaf Counseling Advocacy 1,000
11. Desarrollo Family 228,286
12. Asian Community MH 20,366
Gross Expenditures: $1,343,906
Financing: 796,120
Realignment/County Cost: 547,786
Funding Sources: State Conditional Release Program contract, SAMHSA Grant
Funds, Realignment and County General Fund
4. Public Health
Description: To promote, improve and protect the health of the residents of Contra
Costa County through the identification and control of diseases and removal of the
causes of the diseases.
FTE: 349.4
Level of Discretion: varies by program (see below)
Gross Expenditures: $26,024,252'
Financing: 17,532,989
Net County Costs: 8,491,263
Funding Sources: Expenditure Transfers 7.5% $ 1,939,568 2
Federal/State PH Asst 38.8% 10,086,672
Other Public Health Fees 20.6% 5,370,441
Other 0.5% 136,308
County General Fund 32.6% 8,491,263
' Includes$1,939,568 in transferred expenditures not assigned to programs below.
2 Not assigned to programs below.
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a. Communicable Disease Control
Description: This program works to prevent and control the spread of
communicable diseases through health education, epidemiological surveillance
and investigation, laboratory examinations, the isolation of infectious persons
when necessary to protect the public, and referring contacts for prophylactic
treatment. These functions are carried out by the Acute Communicable Disease
(ACD) section and the Public Health Laboratory. Consultation is provided to
physicians on the prevention and control of communicable diseases, and attempts
are made to terminate and prevent further outbreaks, as well as to reduce the
incidence of all communicable disease. The AIDS Program, in response to the
epidemic in Contra Costa County, provides administration and program support
services, prevention and education programs, epidemiology and testing services
and client services for people with AIDS or ARC.
FTE: 67.25
Level of Discretion: Very Limited
i
Net Expenditures: $6,535,122
Financing: 3,888,123
Net County Cost: 2,646,999
Funding Sources: Federal and State Grants, client fees, Medicare, Medi-Cal
and other third-party payors, billings for laboratory services and County General
Fund
Adjustment: Reduce 1 FTE interpreter position for a savings of $30,000 net
county cost.
Impact: Reduces accessibility to interpreters.
b. Public Health Clinical Services
Description: This section provides staffing, administration and management for
all clinical services provided under the Public Health Division. These clinics
include Child Health Screening (CHDP/EPSDT), Family Planning, Teenage
Clinics, Tuberculosis (TB), Sexually Transmitted Diseases (STD), Immunizations,
and Employee Occupational Health.
FTE: 60.25
Level of Discretion: Very Limited
Net Expenditures: $3,623,502
Financing: 1,243,836
Net County Cost: 2,379,666
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I
Funding Sources: State fees, Medi-Cal, charges to employers, private pay,
patient co-pay and County General Fund
Adjustment: Reduce 1.1 RN for a savings of $60,000 net county cost.
Impact: Decrease capacity to perform employee physicals and other clinic
services.
C. Home Health Agency
Description: The Agency provides physician-prescribed services in the home to
essentially home-bound patients. Services are provided to both short term,
acutely ill, and long term, more chronically ill, patients. Services include
restoration, health maintenance and health promotion for individuals accepted for
care who must meet financial and medical eligibility guidelines for the Medicare
and State Medi-Cal insurance programs.
FTE: 44.51
Level of Discretion: Optional
Net Expenditures: $3,118,027
Financing: 2,354,780
Net County Cost: 763,247
Funding Sources: Medicare, Medi-Cal, Contra Costa Health Plan, Kaiser, other
third-party payors and County General Fund
Adjustment: Reduce 1 FTE Agency Supervisor and 1 FTE Public Health Nurse
for a saving of $178,000 net county cost.
Impact: Sets the nurse/supervisor ratio at the legal limit and will require
consolidation of employees into a single location. PHN reduction decreases
service capacity.
d. Conservatorship/Guardianship
Description: The program has responsibility for controlling the financial affairs
and daily support coordination of clients who are mentally ill, frail elderly or
otherwise deemed to be incapable of caring for themselves in these areas. The
Public Conservator is mandated by State Law and the Public Guardian is
responsible to the Board of Supervisors in the performance of these duties. Fees
for some of the services can be charged to estates and individuals or awarded by
the courts to partially offset the costs of providing services. Additionally, the
program collects court-ordered conservatorship-related fees on behalf of other\
county departments.
FTE: 17.01
86
Level of Discretion: Very Limited
Net Expenditures: $1,181,286
Financing: 125,532
Net County Cost: 1,055,754
Funding Sources: Court-ordered Conservatorship fees, Probate Code Bond
fees,Welfare and Institutions Code Section 8009 interest, Forensic Mental Health,
State Hospital Patient Liability, Institute for Mental Disease Liability, Money
Management Project, Court-ordered County Counsel fees, Probation Department
fees (Probate Investigator) and County General Fund.
e. Public Health Grants
I
Description: The programs within this section include Vital Registrations, Senior
i p P 9 9
Nutrition, Tobacco Control, Prevention Program, Violence Prevention, Maternal,
Child & Adolescent Health (MCAH), School Dental Program, Child Health and
Disability Prevention (CHDP), Early & Periodic Screening, Diagnosis, and
Treatment (EPSDT), Black Infant Health, High Risk Infant, and the Women,
Infants and Children (WIC) Supplemental Feeding Program.
FTE: 108.51
Level of Discretion: Very Limited
Net Expenditures: $7,540,679
Financing: 5,988,375
Net County Cost: 1,552,304
Funding Sources: Federal and State grants, Inter-departmental charges to
Social Service Department for Senior Nutrition, burial permit fees, birth and death
certificate fees, miscellaneous state subventions for 314(d), Public Health,
Immigration Reform and Control Act and County General Fund
f. George Miller Centers
Description: The centers provide services to developmentally disabled citizens
of Contra Costa County at sites in West and Central County. Clients range from
infants, in both nursery and in-home settings, to seniors.
FTE: 52.5
Level of Discretion: Optional
Net Expenditures: $2,086,068
Financing: 1,992,775
Net County Cost: 93,293
87
Funding Sources: State Developmental Disabilities (through the Regional Center
of the East Bay), leasing of space, therapy pool usage and County General Fund.
5. Drug Abuse Services
Description: To reduce the incidence and prevalence of drug abuse through prevention,
intervention and treatment/recovery services.
FTE: 43.2
Gross Expenditures: $7,215,990
Financing: 6,882,028
Net County Costs: 333,962
Funding Sources: Medi-Cal 9.3% $ 669,174
Drug Abuse Grants 83.2% 6,000,326
Fines and Fees 1.3% 97,442
Other 1.6% 115,086
County General Fund 4.6% 333,962
a. Drug Abuse Central Service
Description: Management of all drug abuse and combined services, funds and
programs. Oversees county-wide service delivery system, including budgeting,
program planning and evaluation, contract development and processing, and other.
mandated services.
FTE: 6.5
Discretion Level: Optional
Community Based Organization Contract
CAL Research $ 20,750
Gross Expenditures: $762,070
Financing: 694,535
Net County Cost: 67,535
Funding Sources: Federal Block Grants, State Allocation,Vehicle Code and driver
fines, indirect cost for special programs and County General Fund
b. Prevention
Description: Prevention programs provide group support and educational services
to students, teachers, families and the general public.
FTE: 3.5
Bs
i
Discretion Level: Some Discretion
Community Based Organization Contracts
1. Center for Human Development$220,941
2. New Connections 71,363
3. Pittsburg Boys Club 83,918
4. REACH 36,469
5. WCC Youth Services 23,001
6. SRVD 16,396
Gross Expenditures: $784,523
Financing: 780,102
Net County Cost: 4,421
Funding Sources: Federal Block Grants, State Allocation and County General
Fund
c. Non-Residential Programs
Description: Drug recovery services for persons whose use of drugs is compulsive
and out of control, or for persons at risk of addiction. Services include individual
and group counseling and relapse prevention.
FTE: 12
Discretion Level: Some Discretion
Community Based Organization Contracts
1. BAART $ 45,600
2. New Connections 129,360
3. Pittsburg Boys Club 77,577
4. REACH 110,794
5. SRVD 59,559
6. New Perspectives 62,442
Gross Expenditures: $960,533
Financing: 818,373
Net County Cost: 142,160
Funding Sources: Federal Block Grants, Drug Medi-Cal, State Allocation, client
fees and County General Fund.
d. Residential Services Program
Description: 90-day detoxification and recovery services for men, women and
adolescents. Services include individual and group counseling, social and
89
recreational activities, and assistance in obtaining health, social services, vocational
training and other public community services.
FTE: 7.7
Discretion Level: Some Discretion
Community Based Organization Contracts
1. Thunder Road $ 34,062
2. Sunrise House 186,021
3. Bi-Belt 79,488
Gross Expenditures: $608,716
Financing: 569,774
Net County Cost: 38,942
Funding Sources: Federal Block Grants, client fees, State Allocation and County
General Fund
e. Methadone Maintenance Program
Description: Outpatient methadone maintenance of opiate dependent adults,
especially persons at risk of contracting or spreading HIV infection through IV drug
use. Includes services for pregnant addicts.
FTE: 0
Discretion Level: Some Discretion
Community Based Organization Contracts
1. BAART $599,400
2. Cal Detox 39,996
Gross Expenditures: $639,396
Financing: 599,400
Net County Cost: 39,996
Funding Sources: Drug Medi-Cal, State Allocation and County General Fund
f. Special Programs
Description: The Department administers several time-limited federal and state
special initiatives and projects including Options for Recovery, the Office of
Treatment Improvement, CSAP Born Free, CSAP Drug Free Contra Costa, Waiting
Period Reduction, Perinatal Substance Abuse Treatment and BASN project.
FTE: 13.5
90
Discretion Level: 3, Some Discretion
Community Based Organization and Other Contracts
1. Tri-County Women $954,903
2. East Bay Perinatal Council 200,751
3. Sunrise House 31,317
4. Bi-Belt Corp. 166,076
5. CHD 126,723
6. Cal Research 34,921
7. San Ramon Valley Com. 28,888
8. Org. for Youth Services 21,658
9. United Way/Opportunity West 154,704
10. United Way/Delta 2000 113,876
11. Pittsburg Boys' Club 207,490
13. Neighborhood House 293,279
14. Family Stress 22,764
15. CC Child Care Council 17,600
16. East County Detox 110,392
17. Haight Ashbury 30,000
Gross Expenditures: $3,460,752
Financing: 3,419,844
Net County Cost: 40,908
Funding Sources: Federal and State grant funds and County General Fund
6. Alcohol Abuse Services
Description: To provide counseling services for individuals having problems with
alcohol, their families, and for persons convicted of driving under the influence of alcohol.
FTE: 33
Level of Discretion: Some discretion
Gross Expenditures: $5,390,452
Financing: 4,495,764
Net County Costs: 894,688
Funding Sources: Expenditure Transfers 19.8% $1,068,782
Medi-Cal 0.4% 18,606
Alcohol Program Grants 39.3% 2,120,630
Alcohol Fines and Fees 23.7% 1,276,051
Other 0.2% 11,695
County General Fund 16.6% 894,688
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a. Alcohol Central Service
Description: Management of all alcohol funds and programs. Oversees county-
wide service delivery system including budgeting, program planning and evaluation,
contract development and processing, drinking driver program and other mandated
services.
FTE: 2
Level of Discretion: Optional
Gross Expenditures: $291,705
Financing: 234,939
Net County Cost: 56,766
Funding Sources: Federal Block, State Allocation, Vehicle Code, driver fines and
County General Fund
b. Prevention
Description: Prevention programs provide group support and educational services
to students, teachers, families and the general public.
FTE: 3
Level of Discretion: Some Discretion
Community Based Organization Contracts
1. Alcoholism Council $124,422
2. CHD - Prevention 73,715
3. CHD - Neat 171,861
4. East County Detox 62,997
Gross Expenditures: $603,147
Financing: 507,049
Net County Cost: 96,098
Funding Sources: Federal Block, State Allocation,Vehicle Code fines and County
General Fund
c. Non-Residential Programs
Description: Alcohol recovery services for persons whose use of alcohol is
compulsive and out of control, or for persons at risk of addiction. Services include
individual and group counseling and relapse prevention.
FTE: 7
92
Level of Discretion: Some Discretion
Community Based Organization and Other Contracts
1. New Perspectives $62,441
2. Dept. of Rehabilitation 23,434
Gross Expenditures: $513,464
Financing: 488,052
Net County Cost: 25,412
Funding Sources: Federal Block, Drug Medi-Cal, State Allocation, client fees and
County General Fund
d. Residential Services Program
Description: Detoxification and recovery services for men, women and
adolescents. Services include individual and group counseling, social and
recreational activities and assistance in obtaining health, social services, vocational
training and other public community services.
FTE: 0
Level of Discretion: Some Discretion
Community Based Organization Contracts
1. Bi-Beit $1,067,419
2. East County Detox 272,683
3. Neighborhood House 474,300
4. Sunrise House 171,821
5. Tri-County Women 189,549
6. Thunder Road 34,062
Gross Expenditures: $1,909,834
Financing: 1,193,422
Net County Cost: 716,412
Funding Sources: Federal Block, driver fines, client fees, State Allocation and
County General Fund
e. Drinking Driver Program
Description: Individual and group counseling to people convicted of driving under
the influence of alcohol.
FTE: 14.0
93
Level of Discretion: Some discretion
Gross Expenditures: $1,003,520
Financing: 1,003,520
Net County Cost: 0
Funding Sources: Client fees
f. General Assistance Alcohol and Drug Diversion Services (GAADDS) and
Alternative to General Assistance Program (AGAP)
Description: Outpatient crisis counseling, telephone intervention, individual and
group counseling and referral services, recovery home program and social-setting
detoxification services for chemically dependent General Assistance recipients.
FTE: 7.0
Level of Discretion: Optional
Gross Expenditures: $1,118,000*
Financing: 1,118,000
Net County Cost: 0
Funding Sources: Charges to Social Service Department (100% County General
Fund Cost)
*adjusted from proposed budget amount of$1,068,782 (not included in totals)
7. Environmental Health
Description: To minimize or eliminate disease transmission and to preserve the
environmental quality of Contra Costa County, clean-up of toxic waste spills and
identification of the responsible parties.
FTE: 61
Level of Discretion: Very limited
Gross Expenditures: $7,167,888
Financing: 7,014,681
Net County Costs: 153,207
Funding Sources: Expenditure Transfers 0% $797
Inspection Fees and
Other EH Revenues 97.9% 7,013,884
County General Fund 2.1% 153,207
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a. Hazardous Materials Program
Description:
1. Household Hazardous Waste: County-wide collection, recycling and/or
disposition of household hazardous waste. Residents can bring their
household hazardous waste to designated sites on specified weekends at no
cost.
2. Emergency Response Program: This program provides an emergency
response unit under the control of a Hazardous Materials Specialist 24 hours
per day, 7 days per week, for the identification and characterization of
unknown substances and for risk assessment and oversight of spill clean up
(if requested) for all responders (police, CAP or fire departments) in Contra
Costa County.
3. Hazardous Waste Generator Program: Enforcement, education and
consultation to over 1,100 hazardous waste generators for compliance with
federal and state laws and regulations. Surveillance activities to assure a safe
environment for Contra Costa workers and residents.
4. Hazardous Materials AB 2185 Program: Review and dissemination of
hazardous materials management plans from 1,340 businesses. Inspection
of businesses to ensure their compliance with their hazardous materials
management plans and state and federal laws and regulations.
5. Underground Tanks Program: Inspection and permitting of over 1,600
underground tanks in Contra Costa County to protect soil and groundwater
from contamination by hazardous materials.
6. Risk Management and Prevention Program (RMPP): Prevention of
chemical accidents by identifying and correcting potential causes; preparation
for emergency response to chemical accidents including public notification and
protection in the event of an accident.
FTE: 30
Level of Discretion: Very Limited
Gross Expenditures: $4,428,502
Financing: 4,366,983
Net County Cost: 61,519
Funding Sources: Hazardous Waste Generator fees, business fees, permit fees
and County General Fund
95
b. General Programs
Description:
1. Household Solid Waste: Inspection and permitting of all transfer stations
and landfills in the County.
2. Medical Waste Program: Registration and permitting of specified medical
waste generators, treatment facilities, storage and transfer facilities and
haulers.
3. Land Development Programs: Coordination of efforts in the collection,
treatment and disposal of liquid wastes, bacteriological inspection and
monitoring of small public water supplies, inspection and permitting of water
wells.
4. Consumer Protection Programs: Inspection of retail food facilities, schools
and institutions to ensure that food is protected against contamination by
disease and chemical agents, inspection of public swimming pools, beaches,
camps and natural bathing places.
FTE: 31
Level of Discretion: Very Limited
Gross Expenditures: $2,739,386
Financing: 2,647,698
Net County Cost: 91,688
Funding Sources: Inspection fees, annual permittlicense fees and County General
Fund
8. Detention Facility Programs
Description: To provide medical and mental health services to inmates of the County
adult detention facilities.
FTE: 35.5
Level of Discretion: Some discretion
Gross Expenditures: $5,486,029*
Financing: 536,280
Net County Costs: 4,949,749
Includes$80,750 budgeted in Budget Unit#0585,Domestic Violence Victim Assistance,used to partially fund the contract with the
Battered Women's Alternative
96
Funding Sources: Expenditure Transfers 7.0% $ 460,478
Realignment 1.4% 75,802
County General Fund 91.6% $ 4,949,749
a. Detention Facility Medical Services Program
Description: Provides all primary care medical services for inmates in the
County's detention facilities, including diagnostic testing, treatment, nursing care,
obstetrical and dental services. Surgery is provided at Merrithew Memorial
Hospital. Contracts for domestic violence assistance is also included in the
budget unit.
FTE: 28.0
Level of Discretion: Some Discretion
Community Based Organization Contracts
1. Rape Crisis Center $76,807
2. Battered Women's Alternative 165,442
Gross Expenditures: $4,878,915
Financing: 460,478
Net County Cost: 4,418,437
Funding Sources: Interdepartmental Transfers and County General Fund
b. Detention Facility Mental Health Services Program
Description: Provides assistance to the Sheriff's Department in the identification
and management of the mentally ill in the County's main detention facility.
Services include behavior management, crisis counseling, and brief therapy for
the more severely disordered inmates. Program staff are also available to
Sheriffs staff for consultation and training
FTE: 7.5
Level of Discretion: Some Discretion
Gross Expenditures: $607,114
Financing:(Realignment) 75,802
Net County Cost: 531,312
Funding Sources: Realignment and County General Fund
97
9. California Children's Services
Description: To provide medical rehabilitation services to eligible children with serious
illness and/or physical disabilities, when their parents cannot afford the entire cost
of care.
FTE: 46.51
Level of Discretion: Very limited
Gross Expenditures: $4,731,587
Financing: 3,629,262
Net County Costs: 1,102,325
Funding Sources: Realignment 17.3% $819,700
Federal/State CCS
Assistance 58.2% 2,751,157
Other 1.20% 58,405
County General Fund 23.3% 1,102,325
Adjustment: Reduce registry usage by $133,000.
Impact: Reduction of 66 treatment hours per week.
10. Emergency Services
Description: The Emergency Medical Services fund is used to reimburse physicians
and hospitals for a percentage of the losses they incur in providing emergency services.
FTE: 0
Level of Discretion: Very limited
Gross Expenditures: $856,982
Financing: 856,982
Net County Costs: 0
Funding Sources: Assessment on automobile moving violations.
11. Hospital Fixed Assets
Description: This fund is used to account for capital equipment acquisitions, capital
project and capital lease expenses incurred by Enterprise Fund 1.
FTE: 0
Gross Expenditures: $17,174,325
Financing: 15,826,261
Net County Cost: 1,348,064
98
Funding Sources: Bond Proceeds and County General Funds.
12. CCHP Fixed Assets
Description: To fund equipment purchases for the Contra Costa Health Plan.
FTE: 0
Gross Expenditures: $50,000
Financing: 0
Net County Cost: 50,000
Funding Source: County General Fund
County Administrator's Recommendation
It is recommended that the proposed budget be adopted as adjusted.
r
99
i
PRIVATE INDUSTRY COUNCIL
1994-95 Net
Proposed County Proposed Adjusted 1994-95
Program Budget Cost Reduction Plan Proposed Budget
Women's Advisory $5,436 $5,436 $544 $4,892
Committee
Summer Youth 35,695 0 35,695
GAIN 89,911 0 89,911
Small Business 105,000 0 105,000
JTPA Employment 6,562,840 0 6,562,840
Training
TOTAL $6,798,882 $5,436 $544 $6,798,338
Expenditure Transfers: $99,760 $99,760
Revenues: $6,693,686 $6,693,686
Net County Cost: $ 5,436 $544 $4,892
FTE: 12 12
1. Women's Advisory Committee
Description: Explores the employment and economic status of women and facilitates
broadened opportunities.
FTE: N/A
Level of Discretion: Optional
Gross Expenditure: $5,436
Financing: 0
Net County Cost: 5,436
Funding Source: County General Fund
Adjustment: The General Fund allocation for the Women's Advisory Committee's will
be reduced by 10%.
Impact: The Women's Advisory Committee will have fewer resources to support its
1994-95 work plan.
100
2. Summer Youth Jobs Program
Description: Utilizes dedicated donations from the private sector to operate a youth
summer jobs program, in conjunction with the California Employment Development
Department and the local chambers of commerce and cities.
FTE: N/A
Level of Discretion: Very limited
Gross Expenditure: $35,695
Financing: 35,696
Net County Cost: 0
Funding Source: Private Sector Donations
3. JTPA Employment & Training
Description: This program contains six elements:
a. Adult/Out of School Youth Program - assists participants in developing and
obtaining employment through vocational assessment counseling, training, job
search and placement, work experience and on-the-job training.
b. Private Sector Youth Internships - prepares high school youths for entry into the
labor force through "tryout employment" internship positions.
C. Older Worker Program - Supports employment of individuals 55 years and older
through job search and/or on-the-job training.
d. State Education Coordination and Grants Program - coordination of local
educational agencies employment and training activities.
e. Summer Youth Employment and Training Program (SYETP) - provides work
experience, basic education, skills training, labor market information, vocational
assessment, supportive services and job development and placement to
economically disadvantaged youth ages 14-21 during the summer months.
f. Worker's Assistance Center - provides training and employment assistance
services to participants who have been terminated, laid off, or have received
notice of either and are unlikely to return to their previous occupation or industry.
FTE: 11
Level of Discretion: No discretion
101
Gross Expenditure: $6,562,840
Financing: 6,562,840
Net County Cost: 0
Funding Source: DTPA (federal & state 99.85% $6,463,080
funds)
Interdepartmental Transfer .15% 99,760
4. Small Business Development
Description: Provides technical assistance to start-up and existing small businesses,
providing economic development and stimulating entry level job growth and self
employment activities.
FTE: 1
Level of Discretion: Very limited
Gross Expenditure: $105,000
Financing: 105,000
Net County Cost: 0
Funding Source: Community Development Block Grant (federal)
5. GAIN Job Development/Placement
Description: Provides job development and placement to GAIN participants as an
integral part of the Social Services Department Job Club component; six month project.
FTE: 0
Level of Discretion: Optional
Gross Expenditure: $89,911
Financing: 89,911
Net County Cost: 0
Funding Source: Interdepartmental Transfers
County Administrator's Recommendation
It is recommended that the proposed budget be adjusted as presented.
102
SOCIAL SERVICE
1994-95 Net
Proposed County Proposed Adjusted 1994-95
Program Budget Cost Reduction Plan Proposed Budget
Administration $72,705,391 $14,081,358 $595,560 $72,109,831
and Services
Categorical Aids 137,347,989 3,972,170 1,332,391 136,015,598
General Assistance 11,000,000 11,000,000 11,000,000
Indigent Interment 76,050 76,050 76,050
TOTAL $221,129,430 $29,129,578 $1,927,951 $219,201,479
Expenditure Transfers:
Revenues: $191,999,852 <$114,993> $191,884,859
Net County Cost: $29,129,578 $1,812,958 $27,316,620
FTE: 982 982
1. Administration And Services
Description: To administer the public welfare and social service programs under the
jurisdiction of the Board of Supervisors and County Welfare Director.
FTE: 982
Level of Discretion: Varies by program
Gross Expenditure: $72,705,391
Financing: 58,624,033
Net County Cost: 14,081,358
Funding Sources: Federal funds 39.7% $28,893,547
State funds 36.3% 26,421,305
Federal/State A-87 Rev 4.3% 3,156,681
Fees .1% 92,500
Other .1% 60,000
County General Fund 19.4% 14,081,358
Adjustment: Increases revenue by $274,241 in food stamp (See #1-i) and AFDC
administration (See#1-h). Reduces $300,000 from residential alcohol recovery services
(See#1-o)targeted at General Assistance Recipients. Eliminates one-time unanticipated
FY 93-94 expenditures of $295,560 for the Homeless Shelter program (#1-1).
103
Impact: No adverse impacts are anticipated. A change in the state "cost control',
methodology allows for the increased administrative claiming. Funding responsibility for
residential alcohol recovery services will be returned to Health Services (transferred in
FY 93-94). The Homeless Shelter program will be maintained at FY 93-94 budget levels.
The reduction reflects one-time unanticipated expenses for the Concord Shelter
Environmental Impact Report and other capital expenses.
a. Child Welfare Services
Description: This program consists of four sub-programs:
1) Emergency Response - Receive and assess child abuse reports and take
immediate action to protect children.
2) Family Maintenance - Social work services under Juvenile Court
supervision to prevent out-of-home placement.
3) Family Reunification - Social services ordered by Juvenile Court for
children in out-of-home placement with the goal of reunifying the family.
4) Permanent Placement - Social services to children who cannot be
returned home from placement with the goal of adoption or guardianship.
FTE: 211
Level of Discretion: Some'Discretion
Gross Expenditures: $14,505,760
Financing: 12,194,483
Net County Cost: 2,311,278
Funding Sources: Federal, State and County General Funds
b. Family Preservation Program
Description: The Family Preservation Program of Contra Costa County provides
intensive social work services to children and their families when the child is at
risk of out-of-home placement. This program has had an excellent success rate
in preventing children's entry into the labor intensive and expensive out-of-home
placement system. Overall, the program reduces County costs for foster care.
FTE: N/A (Contract Service)
Level of Discretion: Optional
104
Gross Expenditures: $1,000,000*
Financing: 1,000,000*
Not County Cost: 0
*budgeted in categorical aids - AFDC/Foster Care (See #2-b)
Funding Sources: State funds (savings from state share of AFDC/Foster
Care aid payments.
C. Independent Living Skills
Description: This program provides support and practical skill building for
juveniles eligible for federal foster care funds who will soon be too old to
participate in the foster care system. The program is focused on assisting
children to function as adults in the world.
FTE: .8
Level of Discretion: Optional
Gross Expenditures: $163,289
Financing: 158,632
Not County Cost: 4,657
Funding Sources: Federal and County General funds.
d. Foster Home Licensing
Description: This unit processes applications for foster home licenses and
provides support services to licensed foster care parents. The County administers
the licensing of foster homes under a Memorandum of Understanding with the
California Department of Social Services. In addition to the regular licensing
unit, the County has established the "Options for Recovery Heritage Project"
which is 100% grant funded. This program recruits and trains foster parents or
relatives to care for drug and alcohol exposed infants and arranges respite care
for families to encourage placement of foster children in homes which reflect their
racial and cultural heritage.
FTE: 8
Level of Discretion: Optional
Gross Expenditures: $530,154
Financing: 398,801
Net County Cost: 131,353
Funding Sources: Federal, State and County General Funds.
105
e. Adoptions
Description: This program provides adoption services to children who are free
for adoption under the Civil Code and Welfare & Institutions Code and processes
step-parent adoptions on a fee-for-service basis. County adoption agencies
operate under license from the state. Adoption services help reduce foster care
costs.
FTE: 11
Level of Discretion: Optional
Gross Expenditures: $721,133
Financing: 443,549
Not County Cost: 277,584
Funding Sources: Federal, State and County General Funds
f. Adult Programs
Description: This program consists of 6 subprograms:
1) Information and Referral - This is a telephone service maintained during
daytime working hours to direct the inquiring public to appropriate service
agencies in the community.
FTE; .5
Level of Discretion: Some Discretion (service mandated, but service level
not defined)
2) Volunteer Services-Provides supplemental services and financial support
to needy individuals and families known to the Social Service Department.
Funds raised by the program through individual and business donations go
directly to serve the needs of clients.
Level of Discretion: Optional
3) In-Home Supportive Services/Personal Care Services Program -
Administration of the In-home Supportive Services Program (IHSS) and
Personal Care Services Program (PCS) which provides funds to aged,
blind and disabled recipients to hire service providers which will allow them
to safely remain in their own homes and to avoid institutionalization.
Level of Discretion: Some Discretion.
4) Adult Protective Services - Provides social worker response and
investigation to reports that a dependent adult is exploited, neglected or
physically abused.
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Level of Discretion: Some Discretion. ( program mandated by federal and
state law, but service level not defined)
5) Conservatorship Intake - Provision of necessary facts and
recommendations to enable the Probate Court to make proper judgements
for individuals suffering from mental illness and alcoholism. Lanterman-
Petris-Short Conservatorship is mandated by the Welfare and Institutions
Code. Currently, conservatorship intake is handled by the Social Service
Department while ongoing conservatorship services are handled by the
Health Services Department.
Level of Discretion: Very Limited. (The law defines the characteristics
of individuals who require this service and the department has very little
discretion in screening referrals which originate in psychiatric wards of local
hospitals.)
6) Out-of-Home Care for Adults - Provision of a list of licensed out-of-home
care facilities to the public upon request. There are no staff exclusively
dedicated to this program.
Level of Discretion: Mandated.
FTE: 57
Level of Discretion: Varies by sub-program (see above)
Gross Expenditures: $3,645,258
Financing: 2,541,057
Net County Cost: 1,104,201
Funding Sources: Federal, State and County General Funds.
g. Area Agency on Aging
Description: This program consists of 3 subprograms:
1) Title III Grants for State and Community Programs on Aging - Area
Agency on Aging (AAA) planning and advocacy services are provided on
behalf of 120,000 persons age 60 or more in the County. Title III grants
provide supportive social services, congregate meals, home delivered
meals, in-home services and elder abuse prevention services to an annual
total of approximately 14,950 seniors.
Level of Discretion: Some Discretion.
2) Title V Community Service Employment for Older Americans -Twenty-
two part-time job slots provided to low-income persons age 55 or over.
107
Level of Discretion: Some Discretion
3) Health Insurance Counseling and Advocacy Program (HICAP)- Health
insurance counseling and community education services provided to over
5,000 persons.
Level of Discretion: Some Discretion
FTE: 11
Level of Discretion: Varies by sub-program (see above)
Gross Expenditures: $2,934,594
Financing: 2,846,699
Net County Cost: 87,895
Funding Sources: Federal and County General Funds
h. Aid to Families with Dependent Children (AFDC)
Description: Administration of the AFDC program which provides cash
assistance to families with children who are needy because of the absence,
incapacity, unemployment or death of one or both parents.
FTE: 273
Level of Discretion: Some Discretion
Gross Expenditures: $16,738,715
Financing: 14,730,403
Net County Cost: 2,008,312
Funding Sources: Federal, State and County General Funds.
Adjustment: Increases revenue by $193,066
Impact: No adverse impacts are anticipated. A change in the state"cost control"
methodology allows for the increase administrative claiming.
L Food Stamps
Description: This program is designed to raise the level of nutrition among low-
income households by increasing their food purchasing power.
FTE: 100
Level of Discretion: Mandated
108
Gross Expenditures: $7,118,680
Financing: 6,186,081
Net County Cost: 932,599
Funding Sources: Federal and County General Funds
Adjustment: Increases revenue by $81,175
Impact: No adverse impacts are anticipated. A change in the state "cost control'
methodology allows for the increased administrative claiming.
j. Medi-Cal
Description: Eligibility determination for Medi-Cal programs. This is a group of
eight major medical care programs which provide comprehensive medical services
to children and adults in low-income families.
FTE: 139
Level of Discretion: Mandated
Gross Expenditures: $7,873,364
Financing: 7,830,925
Net County Cost: 42,439
Funding Sources: Federal, State and County General Funds
k. State Adult Aid
Description: Verification of eligibility for special circumstances payments in the
SSI/SSP program.
FTE: .8
Level of Discretion: Mandated
Gross Expenditures: $53,701
Financing: 52,653
Net County Cost: 1,048
Funding Source: State and County General Funds
I. Homeless Shelters
Description: The shelter program provides food and shelter for the homeless at
the three County-sponsored shelters (approximately 150 shelter beds).
FTE: 0
109
Level of Discretion: Optional
Gross Expenditures: $883,367
Financing: 0
Net County Cost: 883,367
Funding Sources: County General Funds
Adjustment: Reduce expenditures by $295,560.
Impact: No adverse impacts are anticipated. The Homeless Shelter Program will
be maintained at FY 93-94 levels, since the reductions reflect one-time
unanticipated expenses for the Concord Shelter Environmental Impact Report and
other capital expenses.
M. General Assistance
Description: Eligibility determination for General Assistance, which is a cash
assistance program for persons, primarily single unemployed adults, who are not
currently eligible for a state or federally funded assistance program (i.e., AFDC
or SSI).
FTE: 39
Level of Discretion: Some Discretion
Gross Expenditures: $3,101,929
Financing: 0
Net County Cost: 3,101,929
Funding Sources: County General Funds
n. General Assistance Alcohol and Drug Diversion Services (GAADDS)
Description: GAADDS is a six-month outpatient treatment program designed to
assist chemically dependent General Assistance clients to better understand
chemical dependency and to achieve a clean and sober life style. GA clients
determined to have substance abuse problems are required to participate in the
treatment program as a condition of receiving General Assistance. The program
is operated by the Health Services Department under contract with the Social
Service Department.
FTE: 0
Level of Discretion: Optional
Gross Expenditures: $818,000
Financing: 0
Net County Cost: 818,000
110
Funding Sources: County General Funds
o. Alternative to General Assistance Program (AGAP)
Description: AGAP is a program for indigent County residents (who would
otherwise be eligible to receive General Assistance) to receive recovery
and treatment services in Contra Costa County residential alcohol and drug
programs. These recovery.and treatment services are provided to indigent
County residents to assist them in achieving economic self-sufficiency.
The program is operated by the Health Services Department under contract
with the Social Service Department.
FTE: N/A (Contract Service)
Level of Discretion: Optional
Gross Expenditures: $300,000
Financing: 0
Net County Cost: 300,000
Funding Sources: County General Funds
Adjustment: Reduces funding by $300,000.
Impact: The Department is examining alternative funding options, including
department efficiency savings and return of funding responsibility to the Health
Services Department (transferred FY 93-94)
p. General Assistance Workfare
Description: Workfare assignments are designed to provide employable GA
participants with training in the use of task-related materials, tools and techniques.
Assignments include clerical, child-care aid, warehouse, litter control, auto
detailing, recycling, grounds maintenance and a variety of other types of work.
Workfare assignments are for up to 72 hours per month per client. The General
Services Administration operates this program through an agreement with the
Social Service Department.
FTE: N/A (Contract Service)
Level of Discretion: Optional
Gross Expenditures: $141,000 f
Financing: 0
Net County Cost: 141,000
Funding Sources: County General Funds
q. General Assistance Work Programs
Description: This is a multi-phase service program designed to assist the
employable GA applicant/recipient in preparing for and obtaining unsubsidized
employment through work experience assignments (Workfare) and job search.
Social Workers and Social Service Program Assistants provide case management
services and monitor client participation in Workfare, Job Club and Vocational
Training.
FTE: 12
Level of Discretion: Optional
Gross Expenditures: $986,340
Financing: 0
Net County Cost: 986,340
Funding Sources: County General Funds
r. General Assistance SSI Advocacy and Money Management
Description: SSI Advocacy assists GA clients with a verified disability which has
lasted, or is expected to last, at least 12 months, to apply for Supplemental
Security Income (SSI) benefits and, as required, to appeal denial of benefits.
Money Management provides voluntary money management services to some SSI
recipients who are required to have representative payees under Social Security
Administration regulations and/or to some SSI recipients who acknowledge that
they have money management problems. This helps prevent loss of SSI benefit
eligibility and consequent reversion to General Assistance aid.
FTE: 7
Level of Discretion: Optional
Gross Expenditures: $701,100
Financing: 616,678
Net County Cost: 84,422
Funding Sources: Federal, State and County General Fund.
S. Food Stamp Employment and Training (FSET)
Description: Contra Costa's FSET program is set up in conjunction with the
General Assistance Work Program to meet federal and state regulations that
require each Food Stamp recipient to participate in an employment program,
unless that individual qualifies for an exemption.
FTE: 1
112
Level of Discretion: Mandated
Gross Expenditures: $113,776
Financing: 111,362
Net County Cost: 2,414
Funding Sources: Federal, State and County General Funds
t. Greater Avenues for Independence (GAIN)
Description: GAIN is a statewide comprehensive mandatory program which
enrolls able-bodied AFDC recipients in local education, training and job services
programs which support self sufficiency. The goal of the GAIN program is to
promote independence and strengthen the employability potential of participants.
GAIN components include: orientation and appraisal; self-initiated training
programs; job club/search; pre-employment preparation; on the job training; and
supportive services (child care, transportation and ancillary expenses).
FTE: 50
Level of Discretion: Very Limited
Gross Expenditures: $5,796,298
Financing: 5,260,247
Net County Cost: 536,051
Funding Sources: Federal, State and County General Funds
U. Child Care `
Description: The child care program consists of 3 subprograms:
a) State Department of Education Alternative Payment Child Care - Child
care payments for children in the Child Welfare Services system. Funded by
state Department of Education funds with a required county maintenance of effort.
Level of Discretion: Very Limited
b) Title IV-A Child Care -This is the "working poor" child care program for those
parents who are employed but at risk of going on AFDC without child care help.
Funded by state and federal funds with a required County maintenance of effort.
Level of Discretion: Very Limited
c) Block Grant Child Care - This is the child care program for Teen Parents,
special needs children and former Child Welfare Services clients. Funded by
state and federal funds with a required County maintenance of effort.
Level of Discretion: Very Limited
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FTE: 3
Level of Discretion: Very Limited
Gross Expenditures: $1,506,146
Financing: 1,449,965
Net County Cost: 56,181
Funding Sources: State and County General Funds
V. Refugee Programs
Description: This program consists of 2 subprograms:
1) Refugee Resettlement Program/Social Services - Routine social
services (e.g., CWS or CSBG) provided to refugee clients. Services
provided to refugees are federally funded.
Level of Discretion: Mandated
2) Refugee Employment Social Services-Under contract with the state, the
County contracts to provide employment services as delineated in the
County Plan. Current programs provided are Refugee Education, English-
as-a-Second-Language, and Social Adjustment.
Level of Discretion: Some Discretion
FTE: 5
Level of Discretion: Varies by subprogram (see above)
Gross Expenditures: $319,921
Financing: 319,921
Net County Cost: 0
Funding Sources: Federal funds
W. Refugee Eligibility Programs
Description: Includes eligibility determination and grant
maintenance activities for time eligible refugees and legalized aliens.
FTE: 5.5
Level of Discretion: Mandated
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Gross Expenditures: $368,175
Financing: 368,175
Net County Cost: 0
Funding Sources: Federal Funds
X. Refugee Targeted Assistance
Description: Under contract with the state, the County provides services to
refugees as delineated in the County Plan. Current programs provided are Youth
Employment Program, Home Health Care Training, and Vocational English-as-a-
Second-Language.
FTE: .8
Level of Discretion: Some Discretion
Gross Expenditures: $337,609
Financing: 337,609
Net County Cost: 0
Funding Sources: Federal funds
y. Fraud Investigation
Description: Investigation of cash assistance program recipients and applicants
in order to identify persons fraudulently receiving benefits.
FTE: 24
Level of Discretion: Some discretion
Gross Expenditures: $2,503,583
Financing: 2,284,855
Net County Cost: 218,728
Funding Sources: Federal, State and County General Funds
z. Staff Development
Description: Mandated training and development for workers that administer
state and federal programs.
FTE: 4
Level of Discretion: Very limited
Gross Expenditures: $297,351
Financing: 265,723
Net County Cost: 31,628
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Funding Sources: Federal, State and County General Funds
aa. State Office of Child Abuse Prevention Contracts
Description: Various contracts to provide child abuse prevention services
authorized under AB 1733.
FTE: 0
Level of Discretion: Optional
Gross Expenditures: $228,531
Financing: 212,408
Net County Cost: 16,123
Funding Sources: Federal, State and County General Funds
bb. Adoption Assistance Program
Description: Eligibility determination for cash assistance to adoptive parents who
adopt difficult-to-place children.
FTE: .3
Level of Discretion: Mandated
Gross Expenditures: $17,617
Financing: 13,807
Net County Cost: 3,810
2. Categorical Aids
Description: To provide financial assistance to families, adults, children and refugees
in accordance with welfare program guidelines and regulations.
FTE: N/A
Level of Discretion: Mandated
Gross Expenditure: $137,347,989
Financing: 133,375,819
Net County Cost: 3,972,170
Funding Sources: Federal funds 44.4% $60,971,942
State funds 42.4% 58,246,877
Realignment 10.3% 14,157,000
County General Funds 2.8% 3,972,170
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Adjustment: Reduces $583,851 of County funds from SED (seriously emotionally
disturbed children) program, with a corollary $389,234 decrease in state aid (See#2-c).
Reduces $359,306 in IHSS (In-Home Supportive Services)(See #2-0.
Impact: No adverse impacts are anticipated. The SED reduction recognizes case load
growth stabilization and lower per case costs due to diversion programs. The IHSS
reduction realizes the FY 93-94 savings from shifting cases from IHSS to PCS (Personal
Care Services), which are billed to Medi-Cal.
a. Aid to Families with Dependent/Family Group and Unemployed Parent
Description: Provides cash assistance to families with children who are needy due
to absence, incapacity, unemployment or death of one or both parents.
Level of Discretion: Mandated
Gross Expenditures: $101,436,715
Financing: 98,889,398
Net County Cost: 2,547,317
Funding Sources: Federal, State and County General Funds
b. Aid to Families with Dependent Children/Foster Care (Welfare Only)
Description: Provides cash assistance to provide for the needs of children in
foster care.
Level of Discretion: Mandated
Gross Expenditures: $24,791,119*
Financing: 17,174,428
Net County Cost: 7,616,691
Funding Sources: Federal, State, Realignment and County General Funds
Includes$3,742,633 appropriations and federal revenues to be transferred to Probation. Also,$1,000,000 is used to fund
the Family Preservation Program(See#I-b)
C. Foster Care/Severely Emotionally Disturbed Children (SED)
Description: Provides cash assistance to provide for the needs of children who
are placed into foster care through the Severely Emotionally Disturbed program.
This is a multi-disciplinary program to identify and provide services to children who
are not able to benefit from their education due to their severe emotional
disturbance.
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Level of Discretion: Mandated
Gross Expenditures: $3,139,752
Financing: 1,255,901
Net County Cost: 1,883,851
Funding Sources: State, Realignment and County General Funds
Adjustment: Reduces $583,851 of Net County Cost, with a corollary decrease in
state aid of $389,234.
Impact: No adverse impacts are anticipated. The reduction recognizes caseload
growth stabilization and lower per case costs due to diversion programs.
d. Adoption Assistance Program
Description: Cash assistance to adoptive parents who adopt difficult-to-place
children. Without this assistance, the parents would not be able to afford to adopt
the children and the children would remain in more restrictive, and costly, foster
care settings.
Level of Discretion: Mandated
Gross Expenditures: $1,777,60
Financing: 1,562,288
Net County Cost: 215,321
Funding Sources: Federal, State, Realignment and County General Funds
e. Refugee Assistance
Description: Cash assistance provided by the federal government for refugees.
Level of Discretion: Mandated
Gross Expenditures: $336,804
Financing: 336,804
Net County Cost: 0
Funding Sources: Federal Funds
f. In-Home Supportive Services/Personal Care Services
Description: These programs pay for the cost of the service providers who provide
in-home supportive services that allow eligible aged, blind and disabled recipients
to remain in their own homes safely and avoid institutionalization.
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Level of Discretion: Mandated
Gross Expenditures: $19,198,090'
Financing: 13,332,100
Net County Cost: 5,865,990
Funding Sources: Federal, State, Realignment and County General Funds
'Total program cost. Only the County cost is included in the budget system. State issues payroll
and bills County for County share.
Adjustment: Reduces $359,306 from In Home Supportive Services (IHSS).
Impact: No adverse impacts are anticipated. The reduction realizes the FY 93-94
savings from shifting cases from IHSS to Personal Care Services, which are billed
to Medi-Cal.
3. General Assistance
Description: To provide short-term cash assistance to indigent persons not eligible for
state or federally funded assistance programs.
FTE: N/A
Level of Discretion: Very limited
Gross Expenditure: $11,000,000
Financing: 0
Net County Cost: 11,000,000
Funding Sources: County General Funds
4. Indigent Interment
Description: To pay for burial or cremation costs, cemetery plots or niches for
indigents.
FTE: N/A
Level of Discretion: Very limited
Gross Expenditures: $76,050
Financing: 0
Net County Cost: 76,050
Funding Sources: County General Funds
County Administrator's Recommendation
It is recommended that the proposed budget be adjusted as presented.
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VETERANS SERVICE OFFICE
1994-95 Net
Proposed County Proposed Adjusted 1994-95
Program Budget Cost Reduction Plan Proposed Budget
Veterans Services $262,145 $200,102 $262,145
TOTAL $262,145 $200,102 $262,145
Expenditure Transfers: 0
Revenues: $62,043 $62,043
Net County Cost: $200,102 $200,102
FTE: 5 5
1. Veterans Services
Description: To provide assistance to veterans, their dependents, and survivors
in obtaining veterans' benefits. There are three components to Veterans Services:
a. Application Assistance: Provides information, referral and assistance to
veterans and their families in obtaining compensation, pension, insurance,
education, medical benefits, home loans, vocational rehabilitation and burial
benefits. Services include comprehensive benefit counseling, claim preparation
and submission, claim follow-up initiation and development of appeals and
networking with federal, state and local agencies.
b. Welfare Referral: Review of veteran welfare applicants referred, by Social
Service Department for determination of veterans' benefits eligibility or receipt.
C. Medi-Cal Cost Avoidance: Review of veteran Medi-Cal applicants to determine
those who may be eligible for veterans' benefits, including health care.
FTE: 5
Level of Discretion: Optional
Gross Expenditures: $262,145
Financing: 62,043
Net County Cost: 200,102
120
Funding Source: State Aid 24% $62,043
County General Fund 76% 200,102
Adjustment: None. The County Administrator is exploring the possible merger of
Veteran Services with the Social Service Department as a means of relieving current
staff burdens for personnel, budget, payroll and other administrative activities.
County Administrator's Recommendation
It is recommended that the proposed budget be adopted.
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Public Protection
AGRICULTURE DEPARTMENT
1994-95 Net
Proposed County Proposed Adjusted 1994-95
Program Budget Cost Reduction Plan Proposed Budget
Administration $ 310,778 $ 304,178 $ 310,778
Agricultural Division 1,034,322 78,522 1,034,322
Weights and Measures 395,580 272,580 395,580
TOTAL $ 1,740,680 $ 655,280 $1,740,680
Expenditure Transfers:
Revenues: $1,085,400 $1,085,400
Net County Cost: $ 655,280 $ 655,280
FTE: 24 24
1. Administration
Description: Provide direction, financial control, develop and implement policies and
procedures in support of the operations of the department.
FTE: 4
Level of Discretion: Discretionary
Gross Expenditures: $310,778
Financing: 6,600
Net County Cost: 304,178
Funding Sources: State 2.1% $6,600
General Fund 97.9% 304,178
2. Agricultural Division
Description: Provide commercial plant inspection, regulation of pest control operations,
consumer protection programs involving fruits, nuts, vegetables and eggs. Provide
assistance and information to citizens as necessary.
FTE: 13
125
Level of Discretion: The Agricultural Commission is required to enforce the State Food
and Agricultural Code promoting and protecting the agricultural industry of the State and
protecting public health, safety and welfare; however, the level of required service is not
always defined.
Gross Expenditures: $1,034,322
Financing: 955,800
Net County Cost: 78,522
Funding Sources: State 80.3% $830,800
Fees 6.3% 65,000
Other 5.8% 60,000
General Fund 7.6% 78,522
3. Weights And Measures
Description: Provide assurance of fair business practices by performing routine
inspection' of all weighing and measuring devices used in commercial transactions.
Provide regulatory services to ensure commercial sales are made in compliance with
state laws. Provide protection for the consumer by enforcing laws designed to prevent
deceptive packaging and ensure accurate units of measure.
FTE: 7
Level of Discretion: The department is required by Section 12200 of the Business and
Professional Code to provide weights and measures inspection services. The level of
service is not specified except in the case of device inspection which requires periodic
inspection of all instruments in the County.
Gross Expenditures: $395,580
Financing: 123,000
Net County Cost: 272,580
Funding Sources: State 3.5% $14,000
Fees 26.6% 105,000
Other 1.0% 4,000
General Fund 68.9% 272,580
County Administrator's Recommendation
It is recommended that the proposed budget be adopted.
126
ANIMAL SERVICES
1994-95 Net
Proposed County Proposed Adjusted 1994-95
Program Budget Cost Reduction Plan Proposed Budget
Animal Care and Housing $1,339,353 $ 362,225 $1,339,353
Animal Licensing 233,109 <289,766> 233,109
Field Enforcement 1,594,582 643,956 1,594,582
Spay/Neuter Clinic 299,110 0 299,110
TOTAL $3,466,154 $ 716,415 $3,466,154
Expenditure Transfers:
Revenues: $2,749,739 $ 71,642 $2,821,381
Net County Cost: $ 716,415 $ 71,642 $ 644,773
FTE: 65 65
1 Animal Care and Housing
Description: To provide care to animals in the Martinez and Pinole Centers that are
being held pending location of owners or other disposition:
a. maintain a pound system/quarantine biting animals;
b. conduct low-cost rabies vaccination clinics - at no cost to the County through a
contract with a private veterinarian hospital;
C. operate volunteer lost and found program -where over 70 public spirited citizens
concerned with animal welfare issues volunteer their services to assist with the
lost and found program, animal adoptions and in scheduling appointments at the
spay/neuter clinic;
d. euthanize sick, old and unwanted animals humanely by injection; and
e. operate an education program-which has resulted in a significant reduction in the
number of dog bites,particularly to children (from 1848 dog bites in 1979 to 1133
in 1993. "Safety Around Animals: and humane education programs have been
given to over 100,000 school children, the Post Office, PG&E, the Water District
and numerous service clubs.
FTE: 20
Level of Discretion: Discretion varies by program from discretionary (volunteer
program) to no discretion (rabies quarantine).
127
Gross Expenditures: $1,339,353
Financing: 977,128
Net County Cost: 362,225
Funding Sources: City Contract 37.9% $508,192
Fees/Service 21.2% 283,366
Sales of Licenses 11.6% 154,875
Sale of Animals 2.2% 30,000
Other .1% 695
General Fund 27.0% 362,225
Adjustment: Increase Miscellaneous Humane Services revenue by $35,821.
Impact: No negative impact on programs or services.
2. Animal Licensing
Description: Maintain a licensing program for dogs throughout the County to assist in
identification of lost animals and partially offset the cost of operating the service. The
State Health and Safety Code requires the licensing of dogs in rabies endemic areas.
The State Agriculture Code also requires dog licensing. The Department uses a
computerized system to identify owners who have vaccinated their dogs against rabies
but who have not obtained a license. Follow-up is done by animal Control Officers who
issue court citations to owners in violation.
FTE: 3
Level of Discretion: No Discretion
Gross Expenditures: $233,109
Financing: 522,875
Net County Cost: <289,766>
Funding Sources: Sales of Licenses 224.3% $522,875
3. Field Enforcement
Description: Enforce state laws and County ordinances in the County and cities which
have agreements with the County:
a. investigate animal bites;
128
b. leash law enforcement - the Agriculture Code and County Animal Control
Ordinance requires that dogs be kept on a leash when not on the property of their
owner. Owners in violation are either issued a court citation or the animal is
impounded;
C. animal cruelty investigation - cruelty to animals is a violation of the State Penal
Code. Reports of cruelty are investigated by Animal Control Officers. Officers
testify in court if the investigation substantiates the allegation and criminal charges
are brought;
d. dangerous animal investigation - repeated biting incidents or citizen complaints
relative to aggressive dogs are investigated by Animal Services Lieutenants.
Owners charges with possession of a dangerous animal are allowed to challenge
this assertion at a public hearing conducted by the Department's Administrative
Officer;
e. barking dog complaints - the department investigates complaints of barking dogs
and works with the District Attorney to alleviate these problems;
f. dead animal pick-up - dead animals pose a health risk - the department receives
requests to pick-up dead animals and Animal Control Officers perform this
function as a part of their regular duties;
g. police search warrant assistance - drug dealers often protect their property with
aggressive and potentially dangerous dogs. The department assists various
police agencies by subduing these animals when a warrant is served; and
h. citizen requests for service - animals create many problems for citizens living in
an urban and suburban environment. Calls include: animal rescue, loose exotic
animals (large snakes, alligators, lizards, lions, etc.), wild animal complaints, loose
livestock, etc.
FTE: 38
Level of Discretion: Discretion varies by service from discretionary (dead animal pick-
up) to No discretion (rabies quarantine).
Gross Expenditures: $1,594,582
Financing: 950,626
Net County Cost: 643,956
Funding Sources: City Contract 31.9% $508,191
Sales of Licenses 15.4% 245,500
Fees/Service 12.3% 196,935
General Fund 40.4% 643,956
Adjustment: Increase Miscellaneous Humane Services revenue by $35,821.
Impact: No negative impact on programs or services.
129
4. Spay/Neuter Clinic
Description: Provides low cost spay/neuter services to the public and has in part been
responsible for the decrease in the number of animals euthanized by the County from
over 46,000 in 1971 to less than 12,500 in 1993.
FTE: 4
Level of Discretion: This self supporting program is totally discretionary.
Gross Expenditures: $299,110
Financing: 299,110
Net County Cost: 0
Funding Sources: Surgery Fees 47.0% $140,661
Vaccination 38.0% 113,449
Sale of Licenses 15.0% 45,000
General Fund .0%
County Administrator's Recommendation
It is recommended that the proposed budget be adjusted as presented.
130
COUNTY CLERK
1994-95 Net
Proposed County Proposed Adjusted 1994-95
Program Budget Cost Reduction Plan Proposed Budget
County Clerk $4,745,648 $2,657,920 $4,745,648
Clerk Records Auto 136,000 0 136,000
Recorder 1,669,314 <1,523,185> <$62,000> 1,731,314
Recorder Micro/Moder 4,471,024 0 4,471,024
Election 2,556,884 1,770,884 <32,600> 2,589,484
TOTAL $13,578,870 $2,905,619 <$94,600> $13,673,470
Expenditure Transfers: $259,000 <$200,000> $59,000
Revenues: $10,414,451 $658,680 $11,073,131
Net County Cost: $2,905,419 $364,080 $2,541,339
FTE: 146 146
1. County Clerk
Description: To serve as ex-officio Clerk of the Superior Court; to perform the
mandated function of providing support services to the Superior Court, attorneys, litigants
and the general public involving civil, probate, criminal and juvenile support services; to
provide document processing required by state and federal law.
FTE: 85
Level of Discretion: Very limited
Gross Expenditures: $4,745,648
Financing: 2,087,728
Net County Cost: 2,657,920
Funding Sources: Expenditure Transfers 0.1% $4,000
Fees 43.9% 2,083,728
General Fund 56.0% 2,657,920
Adjustment: Increase revenues within the Recorder to cover the required reduction
for the County Clerk ($219,592).
Impact: No programmatic impact on the Clerk. Revenue generation will be closely
monitored in the Recorder division. A reduction plan will be prepared and submitted
to the Board as required to meet the targeted net County cost.
131
2. Clerk Records Automation
Description: To provide funds to automate the County Clerk's record keeping
system and convert the documents storage system to micrographics.
FTE: 0
Level of Discretion: No discretion (restricted revenue)
Gross Expenditures: $136,000
Financing: 136,000
Net County Cost: 0
Funding Sources: Fees 100.0% $136,000
3. Recorder
Description: To maintain and preserve all official records relating to real property,
subdivision maps, assessment districts, and records of surveys offered for recording; and
maintain records of all births, deaths and marriages occurring within Contra Costa
County.
FTE: 30
Level of Discretion: Very limited
Gross Expenditures: $1,669,314
Financing: 3,192,499
Net County Cost: <1,523,185>
Funding ,Sources: Expenditure Transfers 12.3% $205,000
Fees 179% 2,987,499
Adjustment: Increase appropriations by $62,000, decrease expenditure transfers by
$200,000, increase revenues by $658,680; net County cost decrease of $396,680.
Impact: No programmatic impact if projected revenue generation is achieved. All
revenues will be closely monitored and a departmental reduction plan will be prepared
and submitted to the Board as required.
4. Recorder Micrographics/Modernization
Description: To provide micrographic capability and equipment to place all documents
in the Recorder's office on film, and develop procedures to quickly identify and, locate
needed documents for the public and other County users.
FTE: 11
Level of Discretion: No discretion (restricted revenue)
132
Gross Expenditures: $4,471,024
Financing: 4,471,024
Net County Cost: 0
Funding Sources: Fees 100.0% $4,471,024
5. Elections
Description: To conduct necessary elections in an accurate and timely manner,
maintain a high level of voter registration, verify signatures on initiative, referendum and
recall petitions; to provide data processing support to divisions of the Clerk-Recorder's
offices. The Registration and Administration section maintains voter registration records,
conducts voter registration outreach, verifies and certifies filed initiatives, referendums
and recall petitions. The Election Services section issues, files and certifies nomination
papers, prepares and mails sample ballots, candidate statements, measures, argument
and absentee ballots, and conducts elections.
FTE: 20
Level of Discretion: No discretion
Gross Expenditures: $2,556,884
Financing: 786,000 _
Net County Cost: 1,770,884
Funding Sources: Expenditure Transfers 2.0% $ 50,000
State 3.9% 100,000
Election Services 23.5% 601,000
Miscellaneous Services .9% 25,000
Sale of Documents .4% 10,000
General Fund 69.3% 1,770,884
Adjustment: The Elections function is unable to sustain any further reductions.
Revenues in the Recorder program will be increased to cover the 10% reduction for
Elections ($177,088). Appropriations were increased by $32,600 to cover unavoidable
increased costs of election services.
Impact: No programmatic impact on the Elections division.
County Administrator's Recommendation
Due to uncertainties in State Trial Court Funding, the County Clerk choose not to submit a
reduction plan. Only after the level of state funding for trial courts has been finalized will the
Clerk consider any reduction requests.
The reduction plan presented was prepared by the County Administrator's Office. All
expenditures and revenues of the department will be closely monitored. Further budget
adjustments will be submitted to the Board as required to maintain the budgeted net County
cost.
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DISTRICT ATTORNEY
1994-95 Net
Proposed County Proposed Adjusted 1994-95
Program Budget Cost Reduction Plan Proposed Budget
District Attorney $ 12,342,534 $3,252,208 <$146,915> $12,489,449
D.A. Consumer Protec 0
D.A. Family Support 10,447,755 10,447,755
D.A. Revenue Narcotics 139,066 139,066
D.A. Revenue SEIF 0
Public Administrator 142,853 68,636 142,853
TOTAL $23,072,208 $3,320,844 <$146,915> $23,219,123
Expenditure Transfers: $1,439,676 $1,439,676
Revenues: $18,311,688 $18,311,688
Net County Cost: $3,320,844 <$146,915> $3,467,759
FTE: 306 306
1. District Attorney
Description: To attend the courts and conduct on behalf of the people all prosecutions
for public offenses occurring in Contra Costa County. The Office is broken into two
basic areas - mainline and special prosecution (grant funded):
FTE: 146
a. Mainline Prosecution
FTE: 119
b. Special prosecution includes-Welfare Fraud, Realignment, Career Criminal,Regional
Anti Drug, Major Narcotic Vendor, Auto& Workers Compensation Insurance Fraud,
Narcotic Forfeiture, and Consumer Fraud.
FTE: 27
Leve! of Discretion: Varies by program. Grant programs are discretionary; however
if the program is not performed, no grant revenue is received.
Gross Expenditures: $12,342,534
Financing: 9,090,326
Net County Cost: 3,252,208
134
Funding Sources: Expenditure Transfers 1.7% $ 205,070
Consumer Fraud 9.0% 1,112,165
State Aid Realignment 1.6% 199,697
State Aid Crime Control 4.0% 488,220
Miscellaneous State Aid 2.9% 362,096
Contribution Other Funds .7% 91,150
Sales Tax 53.7% 6,627,928
Other .1% 4,000
General Fund 26.3% 3,252,208
Adjustment: Increase salaries and benefits by $146,915.
Impact: The increase will be used to partially offset cost of living adjustment given to
D.A. Investigators over and above the county-wide COLA. This increase is totally
covered by the department's 1993/94 fund balance.
2. D.A. Consumer Protection
Description: To establish a cy pres restitution fund to receive funding from court ordered
settlements for District Attorney consumer protection projects, when individual restitution
in a particular case cannot be determined or is not feasible.
FTE: 0
Level of Discretion: Non discretionary, restricted revenue
Gross Expenditures: $ 0
Financing: 0
Net County Cost: 0
3. D.A. Family Support
Description: Obligates parents to meet their support responsibilities to their families
based on their ability to pay, allowing the family to live independent of the welfare
system by locating absent parents, adjudicating paternity, establishing and enforcing
support orders; investigates and prosecutes perpetrators of welfare fraud to the extent
of recovering illegally obtained welfare monies.
FTE: 157
Level of Discretion: Non-discretionary, restricted revenue
Gross Expenditures: $10,447,755
Financing: 10,447,755
Net County Cost: 0
Funding Sources: Expenditure Transfers 11.8% $1,234,606
State Aid Support Incentive 30.0% 3,132,471
Federal Aid Family Support 58.2% 6,080,678
Contrib/Other Funds (SEIF) .0% 0
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4. D.A. Revenue Narcotics
Description: Federal and State law require that the District Attorney's Office's portion
of distributed forfeited narcotics assets be used for enhancement of prosecution.
Supplantation of existing County support is prohibited by law.
FTE: 1
Level of Discretion: Non-discretionary, restricted revenue
Gross Expenditures: $139,066
Financing: 139,066
Net County Cost: 0
Funding Sources: Seizures 100% $139,066
5. D.A. Revenue SEIF
Description: State law requires that excess Support Enforcement Incentive Fund
revenue (SEIF) be used for D.A. Family Support purposes only. This fund allows for
support of D.A. Family Support operations that go beyond that division's revenue
generating capability in any one year.
FTE: 0
Level of Discretion: Non-discretionary, restricted revenue
Gross Expenditures: $ 0
Financing: 0
Net County Cost: 0
6. Public Administrator
Description: As ordered by the court where the decedent had no known heirs or will
or had appointed no executor, investigates cases to locate a will, heirs or relatives; if
none, continues to locate and protect assets, arranges for burial, and administers estate
(filing all legal process, selling property, paying debts, preparing and filing tax returns,
etc.).
FTE: 2
Level of Discretion: Very limited discretion
Gross Expenditures: $142,853
Financing: 74,217
Net County Cost: 68,636
Funding Sources: Estate Fees 52.0% $74,217
General Fund 48.0% 68,636
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Count Administrator's Recommendation
It is recommended that the proposed budget be adjusted as presented. The District Attorney's
budget includes a share of the $38,183,000 budgeted for the one-half cent sales tax, approved
by the voters November 2, 1993. The County Administrator's recommendation recognizes the
law's intent to protect public safety, particularly sheriffs and district attorneys. The department
was given credit for its entire FY 1993/94 fund balance to offset its 10% cut as well as to offset
cost of living adjustments for D.A. Investigators.
137
LAW AND JUSTICE SYSTEM DEVELOPMENT
1994-95 Net
Proposed County Proposed Adjusted 1994-95
Program Budget Cost Reduction Plan Proposed Budget
Systems Development $ 322,610 $ 205,664 $20,566 $ 302,044
TOTAL $ 322,610 $ 205,664 $20,566 $ 302,044
Expenditure Transfers: $46,778 $46,778
Revenues: $70,168 $70,168
Net County Cost: $ 205,664 $20,566 $ 185,098
FTE: 2 2
1. Systems Development
Description: To develop and install automated information systems for justice
departments in Contra Costa County.
a. Training and Technical Assistance - Designs information systems for various
elements of the justice system; provides technical assistance and training to user
agencies.
b. Municipal Courts/Superior Courts-Oversees and monitors programming forthe
Municipal Courts on-line criminal case tracking, traffic, and parking systems.
C. Law Enforcement - Provide programming for PINICLETS, alpha file, and
networking with the city police agencies.
d. District Attorney - Oversees and monitors programming for the on-line criminal
calendar and case management systems as well as an interface with the County
Clerk's Juvenile System.,
e. Probation - Oversees and monitors programming for an interface between the
on-line Juvenile Management Information System and the County Clerk's Juvenile
System.
f. Public Defender - Provides programming for the on-line criminal calendar and
case management system as well as an interface with the County Clerk's Juvenile
System.
138
FTE: 2
Level of Discretion: This program is discretionary (However failure to maintain existing
Law and Justice Automated Systems results in greater costs and less efficiency in court
and related justice agency operations.)
Gross Expenditures: $322,610
Financing: 116,946
Net County Cost: 205,664
Funding Sources: Expenditure Transfers 14.5% $46,778
Fees from Participants 21.8% 70,168
General Fund 63.7% 205,664
Adjustment: Reduce programming by $20,566.
Impact: This cut will reduce the unit's ability to respond to departmental requests for
system modifications. It will also reduce the unit's ability to update and maintain existing
automation systems, which will decrease agency effectiveness.
County Administrator's Recommendation
It is recommended that the proposed budget be adjusted as presented.
139
MUNICIPAL COURT
1994-95 Net
Proposed County Proposed Adjusted 1994-95
Program Budget Cost Reduction Plan Proposed Budget
Court Operations $11,789,869 $1,231,842 $11,789,869
Court Probation Officers 239,000 0 239,000
Collections/Compliance 397,401 222,547 397,401
Court Reporter Services 1,142,500 632,600 1,142,500
Interpreter Services 151,900 85,900 151,900
Juror Services 100,000 53,500 100,000
Court Records Automation 170,791 0 170,791
TOTAL $13,991,461 $2,226,389 $13,991,461
Expenditure Transfers:
Revenues: $11,765,072 <$763,240> $11,001,832
Net County Cost: $ 2,226,389 <$763,240> $2,989,629
FTE: 216 216
1. Court Operations
Description: To provide mandated services to the public in felony, misdemeanor and
infraction cases (including local ordinances), moving traffic offenses, and in all civil cases
where the amount claimed is $25,000 or less and small claims cases in amounts of
$5,000 or less.
FTE: 194
Level of Discretion: Very limited discretion
Adjustment: Decrease budgeted revenues by $763,240.
impact: This reduction is required to bring the Court's revenues in line with estimated
actuals. See County Administrator's Recommendation.
140
Gross Expenditures: $11,789,869
Financing: 10,558,027
Net County Cost: 1,231,842
Financing: State 43.8% $5,166,112
Fines/Forfeitures 5.5% 649,425
Fees 40.2% 4,742,490
General Fund 10.5% 1,231,842
2. Court Probation Officer Program
Description: To interview defendants, make sentencing recommendations, monitor
participation in treatment programs, determine restitution amounts and gather collections
information, screen defendants for diversion programs and perform other court-related
duties.
FTE: 0 (4 positions budgeted in the Probation Department budget)
Gross Expenditures: $239,000
Financing: 239,000
Net County Cost: 0
Financing Sources: Fees 100.0% $239,000
3. Collections/Compliance Program
Description: Monitor compliance with all conditions of probation including payment
of fines, fees and restitution, and to pursue collections on civil judgements.
FTE: 7
Level of Discretion: Some discretion
Gross Expenditures: $397,401
Financing: 174,854
Net County Cost: 222,547
Financing Sources: State 44.0% $174,854
General Fund 56.0% 222,547
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4. Court Reporter Services
Description: To provide reporting and transcript services as required by the courts.
FTE: 14
Level of Discretion: Very limited discretion
Gross Expenditures: $1,142,500
Financing: 509,900
Net County Cost: 632,600
Financing Sourcces: State 44.0% $502,700
Fees .6% 7,200
General Fund 55.4% 632,600
5. Interpreter Services
Description: Interpreter services for defendants in criminal trials.
FTE: 1 plus contracted per diem staff.
Level of Discretion: No discretion
Gross Expenditures: $151,900
Financing: 66,000
Net County Cost: 85,900
Financing Sources: State 43.4% $66,000
General Fund 56.6% 85,900
6. Juror Services
Description: Juror per diem and mileage expense for sworn and unsworn jurors.
FTE: 0
Level of Discretion: No discretion
Gross Expenditures: $100,000
Financing: 46,500
Net County Cost: 53,500
Financing Sources: State 44.0% $44,000
Fees 2.5% 2,500
General Fund 53.5% 53,500
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7. Court Records Automation
Description: To provide funds for development or transferal of an information system
to automate the small claims and civil functions of the municipal courts.
FTE: 0
Level of Discretion: No discretion (restricted revenue)
Gross Expenditures: $170,791
Financing: 170,791
Net County Cost: 0
Financing Sources: Fees 26.3% $45,000
Fund Balance 73.7% 125,791
County Administrator's Recommendation
The Municipal Court's proposed budget already includes an expenditure reduction of$241,186.
In addition, the department took a 10% reduction of $222,639. The $763,240 recommended
decrease in revenues for the Municipal Courts is a net figure, which would have been larger
without the 10% cut. The State's theft of parking revenue alone accounted for an $831,000
revenue loss to the Municipal Court; in addition the court lost significant filing fees.
The County Administrator's Office will continue to work with the Courts as the revenue
estimates and Trial Court Funding allocations become finalized.
143
PROBATION
1994-95 Net
Proposed County Proposed Adjusted 1991-95
Program Budget Cost Reduction Plan Proposed Budget
Juvenile Hall $6,645,795 $4,654,572 $6,645,795
Byron Boys' Ranch 1,667,792 370,362 1,667,792
Juvenile Probation Svcs 5,243,083 3,795,046 5,243,683
Placement Board & Care 6,426,833 2,684,200 6,426,833
Adult Probation Svcs 4,085,000' 3,811,000 4,085,000
Special Services 549,030 249,030 549,030
Administration 626,256 626,256 626,256
TOTAL $25,243,789 $16,190,466 $25,243,789
Expenditure Transfers: $4,000 $4,000
Revenues: $9,049,323 $1,619,047 $10,668,370
Net County Cost: $16,190,466 $1,619,047 $14,571,419
FTE: 288.2 288.2
1. Juvenile Hall
Description: Correctional facility providing 160 beds for the mandated detention of
minors before and after Court hearings. Approximately 2,700 juveniles are booked
annually.
FTE: 95.5
Level of Discretion: Very limited
Gross Expenditures: $6,645,795
Financing: 1,991,223
Net County Cost: 4,654,572
Funding Sources: Federal 26.7% $1,772,454
State 3.2% 2151,000
Other .1% 3,769
General Fund 70.0% 4,654,,,572
144
2. Byron Boy's Ranch
Description: Correctional facility providing 74 beds for seriously delinquent boys
committed by the courts. Approximately 375 boys are committed annually for an
average stay of four months.
FTE: 24.8
Level of Discretion: Discretionary
Gross Expenditures: $1,667,792
Financing: 1,297,430
Net County Cost: 370,362
Funding Sources: Federal 19.9% $332,200
State 57.9% 965,060
Other .0% 170
General Fund 22.2% 370,362
Adjustment: Loss of$680,000 in Byron Boys' Ranch revenue due to the State budget
cuts.
Impact: No programmatic reductions are required to cover this loss due to the
availability of FY 1993/94 departmental fund balance. However this State cut of CAMP
revenue could have forced the closure of the Ranch, if the department had not been able
to cover the reduction.
3. Juvenile Probation Services
Description: Investigation and supervision of juveniles referred for delinquency.
Services are provided for both detained and released minors.
FTE: 83
Level of Discretion: Varies by sub-program
Gross Expenditures: $5,243,083
Financing: 1,448,037
Net County Cost: 3,795,046
Funding Sources: Federal 22.9% $1,203,177
Fees 3.9% 202,000
State/Realignment .7% 38,860
Expenditure Transfers .1% 4,000
General Fund 72.4% 3,795,046
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a. Intake/investigation
Description: Initial investigation into alleged offenses, including recommendations
regarding the continuing disposition of the minor offender. The department performs
over 10,000 investigations annually.
FTE: 26.3
Level of Discretion: No discretion
b. Court Probation Officers
Description: Provides information on probation cases to the judge to assist in arriving
at the appropriate disposition.
FTE: 4.5
Level of Discretion: No discretion
c. Supervision
Description: Supervision of a minor placed on probation or made a ward of the Court.
The probation officer has the responsibility to help the minor and his/her family recognize
the problems which contributed to the delinquent behavior and to make the necessary
adjustments to prevent further delinquency. The average annual caseload is 1,700
juveniles.
FTE: 18.0
Level of Discretion: Some discretion
d. Placement/Placement Diversion
Description: Formulation of alternative living plans for approximately 200 youth
annually, who cannot remain at home or attend local schools because of serious
delinquent or behavior problems.
FTE: 19.5
Level of Discretion: Very limited
e. ProbatelCivil
Description: Investigation and review of approximately 1,000 cases annually for the
Probate Division of the Superior Court of the need for conservatorship and guardianship
for elderly and developmentally disabled persons.
FTE: 7.2
Levet of Discretion: Some discretion
146
f. Home Supervision
Description: Intensive surveillance of approximately 300 minors annually who are
ordered on Home Supervision status in lieu of Juvenile Hall detention, which include
daily contacts with a counselor.
FTE: 4.5
Level of Discretion: Some discretion
g. Juvenile Community Services (Weekend Work) Program
Description: Community service work alternative to detention, serving approximately
1,000 youth annually.
FTE: 3.0
Level of Discretion: Discretionary
4. Placement Board and Care
Description: Federal, State, and County funding of the Board and Care costs of minors
placed in out of home private residential care.
FTE: .4
Level of Discretion: Very limited.
Adjustment: Changes in federal regulations extend the eligibility term from six months
to one year for minors placed in out of home private residential care. Anticipated
revenue increase $1,619,047. Of this amount $1,200,000 is anticipated from Title IV A
and Title IV E revenues and $419,047 from emergency assistance savings.
Impact: Increased revenues for provision of same service levels.
Gross Expenditures: $6,426,833
Financing: 3,742,633
Net County Cost: 2,684,200
Funding Sources: Federal 21.3% $1,370,045
State 36.9% 2,372,588
General Fund 41.8% 2,684,200
5. Adult Probation Services
Description: Investigation and supervision of criminal offenders referred by the courts.
Investigation, evaluation and recommendations are also provided for probate matters.
FTE: 69
Level of Discretion: Varies by sub-program
147
Gross Expenditures: $4,085,000
Financing: 274,000
Net County Cost: 3,811,000
Funding Sources: Federal 3.5% $144,000
State 1.5% 60,000
Other 1.7% 70,000
General Fund 93.3% 3,811,000
a. Investigations
Description: Investigation and assessment of approximately 6,000 cases annually for
the Superior Court including recommendations regarding the appropriate disposition of
the case. The resulting written reports are utilized by the court, district attorney, defense
counsel, government institutions, the parole system, treatment programs, hospitals and
clinics.
FTE: 31.4
Level of Discretion: No discretion
b. Court Probation Officers
Description: Provides information on probation cases to the judge to assist in arriving
at the appropriate disposition.
FTE: 6
Level of Discretion: Some discretion
c. Supervision
Description: Supervision of an average of 1,200 convicted or diverted offenders,
serving to implement and monitor the specific and general conditions of probation.
FTE: 19.6
Level of Discretion: Some discretion
d. Special Supervision
Description: Computer-assisted supervision of approximately 2,200 felons on probation
annually; placement and supervision of probationers in residential treatment programs
for substance abuse and mental disorders.
FTE: 8
Level of Discretion: Some discretion
148
e. Drug Grant
Description: Intensive monitoring of drug usage for 200 offenders annually.
FTE: 4.0
Level of Discretion: Discretionary (State-funded)
6. Special Services
Description: Includes VictimNVitness Program, STC Training Program, affirmative
action, volunteer coordination and public information services.
FTE: 7.5
Level of Discretion: Discretionary
Gross Expenditures: $549,030
Financing: 300,000
Net County Cost: 249,030
Funding Sources: State 54.6% $300,000
General Fund 45.4% 249,030
7. Administration
Description: Services include fiscal and personnel management, central records,
automated systems, contract management, employee and facility safety, purchasing and
payroll, facility and office management, and resource development.
FTE: 8
Level of Discretion: Some discretion
Gross Expenditures: $626,256
Financing: 0
Net County Cost: 626,256
Funding Sources: General Fund 100% $626,256
County Administrator's Recommendation
It is recommended that the proposed budget be adjusted as presented. As a result of the
department's aggressive pursuit of several revenue sources as well as expenditure savings, the
department was able to achieve significant net County cost reductions without impact to existing
programs or service levels. No programmatic reductions were required to cover the loss of
$680,000 in Byron Boys' Ranch/CAMP revenue,* due to the availability of FY 1993/94
departmental fund balance. However this State cut of CAMP revenue could have forced the
closure of the Ranch, if the department had not been able to cover the reduction.
149
PUBLIC DEFENDER/CONFLICT DEFENSE
1994-95 Net
Proposed County Proposed Adjusted 1994-95
Program Budget Cost Reduction Plan Proposed Budget
Conflict Defense $2,068,000 $2,068,000 $200,000 $ 1,868,000
Public Defender 8,389,904 8,347,779 8,389,904
TOTAL $10,457,904 $10,415,779 $200,000 $10,257,904
Expenditure Transfers:
Revenues: $42,125 $42,125
Net County Cost: $10,415,779 $200,000 $10,215,779
FTE: 98 98
1. Conflict Defense
Description: Provide legal representation of indigents in conflict cases provided by
appointed private attorneys. In addition, selected cases require the appointed of counsel
directly by the judges which also represent a mandated County cost.
FTE: 0
Level of Discretion: Non-discretionary; however, there is some discretion in the
organizational structure of the service provider.
Gross Expenditures: $2,068,000
Financing: 0
Net County Cost: 2,068,000
Funding Sources: General Fund 100% $2,068,000
Adjustment: Reduce professional/specialized services by $200,000.
Impact: None, expenses have been reduced by operation of the Alternative Defender
Office.
150
2. Public Defender
a. Main Office
Description: Provides counsel, advice, and investigative work as needed in
mandated legal representation of indigent adult defendants in criminal
proceedings; of juveniles in Superior Court upon appointment by the Court or
request of the juvenile; and of persons involved in mental illness proceedings and
probate guardianships.
FTE: 81
Level of Discretion: Non-discretionary; however, there is some discretion in the
organizational structure of the service provider.
b. Alternate Defender Office
Description: Provides counsel, advice, and investigative work as needed in
mandated legal representation of indigent adult defendants in criminal
proceedings; of juveniles in Superior Court upon appointment by the Court or
request of the juvenile; and of persons involved in mental illness proceedings and
probate guardianships.
FTE: 17
Level of Discretion: Non-discretionary; however, there is some discretion in the
organizational structure of the service provider.
Gross Expenditures: $8,389,904
Financing: 42,125
Net County Cost: 8,347,779
Funding Sources: General Fund 99.5% $8,347,779
Fees .5% 42,125
County Administrator's Recommendation
It is recommended that the proposed budget be adjusted as presented.
151
SHERIFF-CORONER
1994-95 Net
Proposed County Proposed Adjusted 1994-95
Program Budget Cost Reduction Plan Proposed Budget
Controlled Sub. Analysis $ 40,000 $ $ $ 40,000
Coroner 988,536 923,536 <258,254> 1,246,790
Detention 26,392,837 9,947,555 <1,781,582> 28,174,419
Field Enforcement 35,896,141 5,529,219 <4,292,164> 40,188,305
Narcotic Forfeiture 477,964 477,964
TOTAL $63,795,478 $16,400,310 <$6,332,000> $70,127,478
Expenditure Transfers: $ 75,745 $ 75,745
Revenues: $47,319,423 $47,319,423
Net County Cost: $16,400,310 <$6,332,000>* $22,732,310
FTE: 821 821
* This extraordinary increase in the Sheriff-Coroner function has resulted from funds that
have been cut from other budget units and is being recommended in this period of
continuing decline of general fund revenues due to the significant wage increase
required by the Deputy Sheriff Association's (DSA) current Memorandum of
Understanding.
1. Controlled Substance Analysis
Description: Provide criminalistics laboratory analysis of controlled substance in a timely
fashion in order to increase the effectiveness of criminal investigation and prosecution.
FTE: 0
Level of Discretion: Non-discretionary, restricted revenue
Gross Expenditures: $40,000
Financing: 40,000
Net County Cost: 0
Funding Sources: General Fines 100% $40,000
2. Coroner
Description: The primary task of this Division is the determination of cause of death,
specifically in the area of homicide, suicide, accidental and unexplained natural deaths.
152
Coroner's deputies are on duty 24 hours a day, 7 days per week, and make removal of
the deceased from place of death to the Central Morgue. A fee was instituted last year
for the removal of deceased persons. This Division has very little flexibility in reducing
personnel expenditures while maintaining an around-the-clock presence. The Coroner
is responsible for the operation of the County Morgue, the functions of which are
mandated by state law.
FTE: 10
Level of Discretion: Very limited discretion
Gross Expenditures: $988,536
Financing: 65,000
Net County Cost: 923,536
Funding Sources: Sale of Reports .8% $ 7,500
Removal Fee 5.8% 57,500
General Fund 93.4% 923,536
Adjustment: Increase to professional/specialized services for newly negotiated
pathologist contract and to salaries and benefits to partially offset cost of living
adjustments.
Impact: No operational impact on the Sheriff-Coroner function.
3. Detention
Description: The Detention Division's primary function is the care and custody of
sentenced and unsentenced inmates who are incarcerated in the Division's three
facilities. This function includes the intake process and transportation to designated
courts and other jurisdictions. The Detention Division is the largest division in the
department and its budget represents almost 50% of the Net County Cost of the Sheriffs
Department. The three holding facilities and alternatives to detention are described as
follows:
FTE: 341
a. Main Detention Facility (MDF) - A maximum security institution, located in
Martinez, that houses many of the County's unsentenced inmates while they are
awaiting trial. It also serves as the booking and intake center for all law
enforcement agencies within the County. It currently holds an average of 579
inmates.
FTE: 179
b. West County Detention Facility (WCDF) - The WCDF is an ultra-modern,
program-oriented facility for medium security prisoners, located in Richmond. It
houses an average of 485 pre-sentenced inmates. Inmates who present
behavioral problems are returned to the MDF in .Martinez.
FTE: 110
153
C. Marsh Creek Detention Facility (MCDF) - Located in Clayton, this facility is
primarily responsible for the care, custody, and control of sentenced male
inmates, but unsentenced inmates may also be held at this facility. There are an
average of 228 inmates housed at this facility.
FTE: 31
d. Alternatives to Correction Bureau - Diverts persons who would be incarcerated
into programs such as Work Alternative Program. Work Alternative is operated
for those inmates sentenced to jail for 30 days or less. Inmates accepted into the
program provide public service labor at no cost to the County, while relieving
housing costs associated with incarceration. Home Detention, and Sheriffs
Parole are also included in this bureau. This program is 100% revenue
supported, and reduces detention costs that otherwise would be incurred.
FTE: 21
Level of Discretion: Very limited discretion
Gross Expenditures: $26,392,837
Financing: 16,445,282
Net County Cost: 9,947,555
Funding Sources: Contract Law Enfor .3% $64,500
Cafeteria Receipts .3% 65,000
Intergovernmental Revenue 53.1% 14,021,389
Sundry Non-taxable Sales 1.1% 300,000
Misc Law Enforcement 4.3% 1,146,000
Care of Prisoners 3.2% 848,393
General Fund 37.7% 9,947,555
Adjustment: Increase salaries and benefits by $1,781,582 to partially offset cost of
living adjustments.
Impact: Department will absorb vacancy factor and loss of revenue from care of
inmates. Continuous exercise of prior cost control measures including control of over-
time should allow the department to achieve a balanced budget.
4. Field Enforcement
Description: Supports the basic law enforcement functions of the Sheriffs department:
patrol, investigations, criminalistics, communications, support services and administrative
control.
FTE: 468
a. Patrol Division - The Patrol Division's primary function is to provide 24 hour per
day law enforcement services to the unincorporated area of the county. In
addition, contract police services are provided to the cities of Danville, San
154
Ramon, Lafayette, and Orinda, and contract services are also provided to special
police districts throughout the county, AC Transit, and the Housing Authority.
These services are paid for by those agencies. Officers on patrol respond to
emergency calls for service through the 911 dispatch function, as well as provide
law enforcement services through self-initiated activity. The Division is divided
into County Patrol (118 FTE) and Cities/Districts/Grants/Contracts (94 FTE).
In the unincorporated area, law enforcement services are coordinated through 4
station houses in the county (Oakley, Martinez, Alamo, and Richmond) which
provide a community based policing model. Each station house is commanded
by a Lieutenant, and the Lieutenants report to the Division Commander(Captain).
In addition to officers patrolling established areas, or "beats", the Division staffs
a special enforcement "J" team (12 officers) which is able to provide a mobile,
flexible response to increasing crime patterns or special enforcement needs
throughout the county.
The Marine Patrol Bureau with two officers, remains responsible for patrol of the
navigable waterways within the county, and enforcement of all applicable laws.
FTE: 226
Level of Discretion: Very Limited Discretion
b. Investigations Division - The responsibility of the Investigation Division is to
conduct follow-up investigation of all reported felony offenses and certain
misdemeanor offenses which occur in the unincorporated area of Contra Costa
County, as well as in the cities and districts that contract for investigative services.
The objectives of such investigations are the identification and prosecution of
criminals responsible and the recovery of stolen property.
The Criminal Investigation Bureau is the largest bureau in the division and is
responsible for the investigation and preparation of evidence for the prosecution
of offenders involved in both felony crimes and cases involving juveniles.
The Juvenile Assault/Sexual Assault Bureau is responsible for follow-up
investigations of child abuse cases and all sexual abuse cases.
The Narcotics Bureau is responsible for follow-up investigations of patrol-initiated
narcotics investigations.The Bureau coordinates a narcotics investigation program
which aids smaller police agencies in their investigations.
FTE: 37
Level of Discretion: Limited Discretion
C. Criminalistics Laboratory-The primary function of the Criminalistics Laboratory
is the objective examination, evaluation, comparison and interpretation of physical
155
evidence related to the investigation of crimes. The Lab provides physical
evidence examination to all government agencies in Contra Costa County.
The General Criminalistics Bureau is responsible for the analysis of diverse types
of physical evidence and for the examination of crime scenes for the collection
and preservation of evidence in criminal cases.
The Drug, Alcohol and Instrumentation Bureau has three major functions. The
first is the analysis of controlled substances seized by police officers. The second
is the analysis of blood, breath, and urine samples for alcohol. The third function
is the analysis of physical evidence using highly sophisticated scientific
equipment.
The Property Bureau consists of two permanent employees but is responsible for
the storage, disposition, and record keeping of all property and evidence turned
over to them.
The Cal I.D. Bureau is a modern, sophisticated computerized system for the
identification of fingerprints. The CAL-11) Automated Fingerprint Identification
System provides a computer-based, rapid search of fingerprints in data bases
throughout California and eight western states for the purpose of criminal
identification. The Automated Latent Print System provides the same search
capabilities for crime scene latent prints.
FTE: 46
Level of Discretion: Limited Discretion
d. Support Services Division - Responds to citizens' requests for police,
ambulance, and other emergency services. Such calls for service are dispatched
to patrol units, ambulance companies, and other services providers. Indexing,
storage, and retrieval of all department records, processing permits required by
County Ordinance or state law, and keeping crime statistics and warrants of arrest
are all included in this Division. This division is broken into four separate
Bureaus:
FTE: 137
1) Civil Bureau - Carries out the legal mandates of the Government Code and
Code of Civil Procedure to serve all process of the courts which are
delivered to the Sheriff. The Sheriff is legally obligated to exercise
reasonable diligence in attempting to effect service of process and may face
severe liability with regard to this function. The clerical staffing level in the
Civil Bureau was reduced by 50% in the FY 1992-93 budget and it has
become extremely difficult for the Sheriff to fulfill even the minimum level of
service required by the law.
FTE: 12
2) Communications Bureau: Represents the basic means for the public to
156
contact and request public safety services. The Dispatch Bureau provides
the essential communications link to the operational units of the department,
including dispatching on numerous radio channels and handling computer
information requests. The personnel also dispatch for other agencies, such
as emergency medical and Animal Control, as well as several police
departments through contracts.
FTE: 51
3) Records Bureau: Responsible for receiving all police reports, filing, and
maintaining statistics regarding crimes for local, state, and federal reports.
Records is also responsible for maintaining booking records, compiling
criminal histories, and issuing permits and licenses in accordance with
County Ordinance. The Division is also responsible for receiving warrants
of arrest from the courts, maintaining files and responding to inquiries from
law enforcement agencies, and updating various automated data bases at
local, state, and federal levels. The warrant function operates 7 days per
week, 24 hours per day.
FTE: 16
4) Court Services Division - Reflects the consolidation of the marshal's office
into the sheriffs department in 1988. Provides bailiffing and court security
services for both the municipal and superior courts. This bureau is
responsible for all security in and around court buildings, and must provide
officers for additional security at all court appearances of high risk inmates.
FTE: 58
Level of Discretion: Very Limited Discretion
e. Administration Division - Leadership and management of the department,
including personnel matters, budgetary control, enforcement of operational
standards, crime prevention services, and the analysis of crime trends. This
Division provides the central administrative support for the entire department. The
Division includes the Sheriff and Assistant Sheriff; the Administrative Captain with
responsibility for Training, Internal Affairs, Central Records, Crime Prevention,
Crime Analysis and Intelligence; as well as Personnel and Budget. Several of
these functional areas are described as follows:
FTE: 22
1) Sheriffs central staff: Includes the Sheriff and Assistant Sheriffs, this staff
is responsible for the day-to-day management of the department with respect
to personnel, budget, payroll, and labor relations.
FTE: 8
2) Professional Standards: This bureau is responsible for coordination of state
mandated police and corrections training, review and revision of the
department manual, concealed weapons licensing, and all training records.
There are also two personnel assigned to conduct internal investigations
157
within the Sheriffs Department. In addition,the department's two information
systems/computer personnel are assigned to this bureau.
FTE: 7
3) Field Operations: This bureau provides crime analysis information to
department units through the automated system, including crime trends and
patterns, suspect and vehicle identifications, and published crime information
bulletins. The bureau is also responsible for the collection and dissemination
of information relative to organized crime, terrorist activity, and unusual
illegal activity, as well as working with the Human Relations Commission on
the review of "hate" crimes in our county.
FTE: 7
Two officers in this bureau are funded to teach D.A.R.E. programs in our
county schools.
Level of Discretion: Discretionary
Gross Expenditures: $35,896,141
Financing: 30,366,922
Net County Cost: 5,529,219
Funding Sources: Expenditure Transfers .2% $ 75,745
Contract Law Enfor 22.7% 8,144,672
Other Charges/Services 6.9% 2,480,082
Intergovernmental Rev 52.9% 18,986,123
Licenses/Permits .9% 309,000
Fines/Forfeitures .7% 250,000
Misc Services .3% 121,300
General Fund 15.4% 5,529,219
Adjustment: Increase salaries and benefits by $4,292,164 to partially offset cost of
living adjustments, temporary salaries and over-time.
Impact: Agency will absorb vacancy factor. Continuous exercise of prior cost control
measures including control of over-time should allow the department to achieve a
balanced budget.
5. Narcotic Forfeiture
Description: Within the Investigation Division, the Asset Forfeiture Bureau provides the
necessary clerical support, and District Attorney/court liaison for tracking the assets of
persons involved in narcotics crimes in addition to ongoing narcotics enforcement efforts,
to maximize forfeited assets to augment traditional law enforcement programs. Under
158
the law, in certain circumstances, these assets can be forfeited to support local law
enforcement efforts.
FTE: 2
Level of Discretion: Non-discretionary, restricted revenue
Gross Expenditures: $477,964
Financing: 477,964
Net County Cost: 0
Funding Sources: Forfeitures 36.8% $175,755
Fund Balance 63.2% 302,209
County Administrator's Recommendation
It is recommended that the proposed budget be adjusted as presented. In addition to lost
revenues, public safety agencies were also affected by the State over-estimating Proposition
172 revenues by over $1,000,000. This error coupled with the tremendous cost of the DSA
contract has required the county to cover a large portion of the Sheriff-Coroner budget.
After adoption of the FY 1993/94 budget, the Department of Corrections reduced the State
parolee detention reimbursement rates from $63.70 in the West County Detention Facility and
$64.52 in the Main Detention Facility to $59.00 per day. The result was a loss of approximately
$550,000 in FY 1993/94, which will continue in FY 1994/95.
In addition to the maintenance level budget, the Sheriff-Coroner requested over $5,000,000 in
new money for additional positions and operational expenses. For the reasons mentioned
above, including the significant wage increase required by the Deputy Sheriffs Association
Memorandum of Understanding, there are not additional funds to support any of the Sheriffs
new requests; however, the CAO recommended budget should allow the department to
continue maintenance operations, as long as strict cost saving measures remain in affect and
aggressive revenue generation continues.
Please note that an additional $6,332,000 was added to this budget at the same time that many
other budgets have been reduced. Also, the department has reorganized and shifted positions
from Detention to Field Enforcement to more actively reflect allocation of current positions, the
total full-time equivalent positions has not changed.
159
SUPERIOR COURT
1994-95 Net
Proposed County Proposed Adjusted 1994-95
Program Budget Cost Reduction Plan Proposed Budget
Superior Court Services 6,329,062 191,339 <$372,149> $6,701,211
Change of Venue 0 0
Criminal Grand Jury 77,211 48,000 77,211
Grand Jury 61,229 61,229 61,229
TOTAL $6,467,502 $300,568 <$372,149> $6,839,651
Expenditure Transfers: $82,211 $82,211
Revenues: $6,084,723 $200,000 $6,284,723
Net County Cost: $300,568 <$172,149> $472,717
FTE: 84 84
I. - Superior Court
Description: Adjudicate all civil, criminal, and juvenile cases under its jurisdiction;
provides jury services to all courts in the County, including the Municipal Courts;
operates an arbitration program and a conciliation court; provides calendar services;
provides secretarial and administrative support to judges, commissioners and referees
of the Superior Court, the Grand Jury, and the Criminal Grand Jury.
FTE: 84
Level of Discretion: Discretion varies by program from discretionary (juvenile referee)
to non-discretionary (criminal).
Adjustment: Increase professional/specialized services by $372,149 and AB 130
revenues by $200,000; net County cost increase of$172,149.
Impact: Increased appropriations will partially offset ever increasing cost of professional
specialized services, on which the department has very little control. These services
include expert witness and investigation fees.
Gross Expenditures: $6,329,062
Financing: 6,137,723
Net County Cost: 191,339
160
Funding Sources: Expenditure Transfers .8% $53,000
State/Trial Court Fnd 94.5% 5,977,623
Fines/Forfeitures .4% 24,000
Charges for Services 1.0% 65,000
Licenses/Permits .2% 14,000
Miscellaneous .1% 4,100
General Fund 3.0% 191,339
2. Change of Venue In County
Description: Provides for Contra Costa County costs incurred because of cases
transferred from another county to this County for trial.
FTE: 0
i Level of Discretion: No discretion
i
Gross Expenditures: $ 0
Financing: 0
Net County Cost: 0
3. Criminal Grand Jury
Description: Examines evidence presented by the District Attorney and returns criminal
indictments directly to the Superior Court.
FTE: .0
Level of Discretion: Discretionary
Gross Expenditures: $77,211
Financing: 29,211
Net County Cost: 48,000
Funding Sources: ' Expenditure Transfers 37.8% $29,211
General Fund 62.2% 48,000
4. Grand Jury
Description: Examines County accounts, reviews management of County departments,
publishes its findings in an annual report. The Grand Jury may order special audits or
investigations.
FTE: 0
Level of Discretion: Some discretion.
Gross Expenditures: $61,229
Financing: 0
Net County Cost: 61,229
161
Funding Sources: General Fund 100.0% 61,229
County Administrator's Recommendation
Due to uncertainties in State Trial Court Funding,the Superior Court indicated it was premature
to submit a reduction plan. The plan as shown has been developed by the County
Administrator's Office. Only after the level of state funding for trial courts has been finalized
will the Courts consider any reduction requests.
At this time the Courts are working together towards coordination/consolidation, improvements
and efficiencies will save County dollars in the long run. The County Administrators Office will
continue to work with the Superior Court towards operational efficiencies.
162
Contra Costa County Board of Supervisors
Budget Hearing Address
by
Audrey Rice Oliver
The Advisory Council has recommended support staff in the Affirmative Action Office for
the past few years. The work load has increased and responsibilities have tripled. We have
been told that it would be difficult, at best, to hire due to the budget and concerns of possible
layoffs. We have met with staff and Board members to plead our case for providing at least
one other full-time position for this office and eventually, to provide a maximum level of
support to address the many issues that exist in County departments and to provide AA
support, especially to procure the products and services involved to build the new Hospital.
I encourage and implore you to return to the commitment made to Contra Costa's minority
communities and to look at the options that confront us. We cannot and must not ignore the
imbalance that exists in our workforce. Creating an environment that is lopsided, with
experience and tenure on one level and a lower echelons of employees (those with youth and
inexperience, and no hope or support) at the other end, is not an acceptable solution: We
must find the middle ground.
The AA Office assists departments to identify candidates and contractors for positions and
business opportunities and, ultimately, reports findings to the Board of Supervisors. It is
essential that the AA Office and the Advisory Council be supported in such a manner as to
seek remedies for solutions while creating better community relations in the County you were
elected to serve. The year 2000 will bring about major changes in the minority population;
the current system does not prepare for a workplace that reflects the community we serve.
It is most important and critical that we provide a level of support for this office that equates
to other, like offices in surrounding counties and to eradicate blatant disparity.
It is during these tough times that we sometimes make decisions that create more problems in
the long run while looking for short term solutions. It is not uncommon to think you could
divide up the responsibilities of the AA office by placing certain oversight responsibilities in
other departments. IT WILL NOT WORK. The Affirmative Action office must stand alone
and have the ear of the highest levels of authority in the County. The County cannot divide
the functions of this office in other departments for self-management. IT HAS BEEN
TRIED AND IT HAS FAILED. HISTORY HAS DEMONSTRATED THAT AA MUST
STAND ALONE.
The AA Liaison requires a fully staffed office if it is to operate in an effective manner. The
Liaison must be experienced in business, in addition to being sensitive to the minority
community. The problems faced by minority firms are, in a large measure, business
problems. When staff is unfamiliar with business practices and procedures, the ability to
assist minority business interests is severely constrained.
Technical assistance offered to M/WBEs can range from skimpy and superficial to
comprehensive. At a minimum, assistance provided should include assistance in the logistics
of doing business for—and with—M/WBEs.
M/WBE certification must fall under the authority of the AA M/WBE Liaison to facilitate
investigation and minimize the number of County agencies requiring separate certification,
and the subsequent duplication of effort made by firms seeking certification. To a small
company,the cost of separate applications can detract from growth, especially if the
certification is not accompanied by an avenue through which business may be won.
M/WBE programs that work are not"paper trails"with failures and no results. They act to
assist M/WBE companies to grow by helping them obtain business, rather than providing an
obstacle to economic success.
Research has shown that an M/WBE Liaison is key to the success of a good program.
Monitoring is crucial to accurately evaluate the performance of an organization in meeting its
commitment for M/WBE participation in contracts. The M/WBE Liaison is best suited for
the task because of program experience, knowledge, and commitment to AA and M/WBE
principles.
Departments like Legal, General Services, Personnel, and, most of all, Construction, have
been found to be most ineffective for running AA and M/WBE programs. AA is a personnel
function as it relates to employment, but M/WBE participation in a construction arena fails to
provide needed oversight. These programs are seen as an unnecessary hindrance and, as a
result, are often ignored.
AA MUST STAND ALONE AND BE SUPPORTED BY THE CONTRA COSTA
COUNTY BOARD OF SUPERVISORS. WE MUST SUPPORT AND STAFF THE
AFFIRMATIVE ACTION OFFICE IN A MANNER WHICH REFLECTS BOARD
COMMITMENT.
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PROOF OF PUBLICATION NOTICEOFAxPAYERs {
STA
(2015.5 C.C.P.) CONT CALFORNIAUNTY, k
STATE OF CALIFORNIA NOTICE IS HEREBY GIV
EN that printed copies of the
County of Contra Costaproposed budgets for County
Special Districts including
I am a citizen of the United States and a resident of the Fire Protection Districts,and
County aforesaid;I am over the age of eighteen years,and County Service Areas for Fis-
not a party to or interested in the above-entitled matter. cal Year 1994-1995 are avail-
able for review at the Office of
I am the Principal Legal Clerk of the Ledger Dispatch and
the of th the Board and -
fice of the County Auditor-
-
Brentwood News. Newspapers of general circulation, Controller, Martinez, Califor-
printed and published at 1650 Cavallo Road in the City of nia.
Antioch, County of Contra Costa, 94509. NOTICE IS HEREBY FUR-
THER GIVEN that the Board
And which newspapers have been adjudged newspapers of Supervisors will meet for
of general circulation b the Superior Court of the Count the purpose t considering
g y p y the above noted proposed
of Contra Costa, State of California, under the date of budgets for Fiscal Year
March 26, 1870. Case Number 746370. 1994-1995 on Tuesday, Au-
gust 2,1994,commencing at
The notice,of which the annexed is a printed copy(set in 2 p.m. in the Board Cham-
type not smaller than nonpareil), has been published in tiers,Room 107,Ainez,Cali
tion Building., Martinez Cali
each regular and entire issue of said newspapers and not fornia. At the hearing any
in any upple en thereof on the following dates,to-wit: taxpayer may appear and be
heard regarding the increase,
X..... ........................................................ decrease,or omission of any
.item in the proposed budgets,
in the ear of 1994. or for the inclusion of addi-
tional items.All proposals for
I certify (or declare) under penalty of perjury that the the increase or the inclusion
foregoing is true and correct. of additional items shall be
g g submitted in venting to the
Clerk of the Board before the
Executed at Antioc iforni close of the public hearing.
7, 199
On this��`U day o .. �t..... 1994. PHIL BATCHELOR,
Clerk ofthe Board of Supervisors and
: .... :...... . 'G.. ......... County Administrator
By:J.O.Maglio, -
Signature Deputy Clerk
Legal LD803046
Ledger Dispatch and Brentwood News Publish:July 20, 1994
P.O. Box 2299
Antioch, CA 94531-2299
(510) 757-2525 FILED
JUL as 194
CLERK BOARD OF SUPERVISORS
CONTRA COSTA
PROOF OF PUBLICATION
(2015.5 C.C.P.)
STATE OF CALIFORNIA
County of Contra Costa
I am a citizen of the United States and a resident of the County aforesaid;
I am over the age of eighteen years,and not a party to or interested in the
above-entitled matter.
I am the Principal Legal Clerk of the West County Times,a newspaper of
general circulation, printed and published at 2640 Shadelands Drive in
the City of Walnut Creek,County of Contra Costa, 94598.
And which newspaper has been adjudged a newspaper of general
circulation by the Superior Court of the County of Contra Costa,State of
California, under the date of August 29, 1978. Case Number 188884.
The notice, of which the annexed is a printed copy (set in type not
smaller than nonpareil), has been published in each regular and entire
issue of said newspaper and not in any supplement thereof on the
following dates,to-wit:
............. ......
P`r
... .................................
...... . .. .. ..
all in the year of 19..1..
I certify(or declare)under penalty of perjury that the foregoing is true and
correct.
Executed at Wal/nut Creek,California.
On this rdD1alay of.` 9.F."
....., ... >.....
gnat ......................
Si
Lesher Communications, Inc.
West County Times
P.O. Box 120
Pinole, CA 94564
(510)262-2740
Proof of Publication of:
(attached is a copy of the legal advertisement that published)
NOTICE TO TAXPAYERS
OF
CONTRA COSTA COUNTY, FILED D
CALIFORNIA FI c
NOTICE IS HEREBY GIVEN
that printed copies of the pro-
posed budgets for County Special JUL 9
Districts including Fire Protection
Districts,and County Service Ar-
eas for Fiscal Year 1994-1995
are available for review at the Of-
fice of the Clerk of the Board and CONA COSTA M.
Office of the County Auditor-
Controller,Martinez,California.
NOTICE IS HEREBY FURTHER
GIVEN that the Board of Supervi-
sors will meet for the purpose of
considering the above noted pro-
posed budgets for Fiscal Year
1994-1995 on Tuesday, August
2, 1994,commencing at 2 p.m.
in the Board Chambers, Room
107, Administration Building,
Martinez,California.At the hear-
ing any taxpayer may appear and
be heard regarding the increase,
decrease,or omission of any item
in the proposed budgets,or for the
inclusion of additional items. All
proposals for the increase or the
inclusion of additional items shall
be submitted in writing to the
Clerk of the Board before the close
of the public hearing.
Dated:July 7,1994
PHIL BATCHELOR,Clerk of the
Board of Supervisors and
County Administrator
By:J.O.Maglio
Deputy Clerk
Legal WCT 6239
Publish July 20,1994
PROOF OF PUBLICATION
(2015.5 C.C.P.)
STATE OF CALIFORNIA
County of Contra Costa
I am a citizen of the United States and a resident of the County aforesaid;
I am over the age of eighteen years,and not a party to or interested in the
above-entitled matter.
I am the Principal Legal Clerk of the Contra Costa Times,a newspaper of
general circulation, printed and published at 2640 Shadelands Drive in
the City of Walnut Creek,County of Contra Costa,94598.
And which newspaper has been adjudged a newspaper of general
circulation by the Superior Court of the County of Contra Costa,State of
California, under the date of October 22, 1934. Case Number 19764.
The notice, of which the annexed is a printed copy (set in,type not
smaller than nonpareil), has been published in each regular and entire
issue of said newspaper and not in any supplement thereof on the
following dates,to-wit:
............... ....................................
all in the year of 19..(.7..
I certify(or declare)under penalty of perjury that the foregoing is true and
correct.
Executed
ratt,Walnut Creek,P'.
California.
On this 01. day o.f .. .., 19y
y..... .. . . ...................................
Signature
Lesher Communications, Inc.
Contra Costa Times
P.O. Box 4147
Walnut Creek,CA 94596
(510)935-2525
Proof of Publication of:
(attached is a copy of the legal advertisement that published)
NOTICE TO TAXPAYERS
OFFILE®
CONTRA COSTA COUNTY,
CALIFORNIA
NOTICE IS HEREBY GIVEN
that printed copies of the pro-
JUL �gg1994posed budgets for County Special
Districts including Fire Protection
Districts,and County Service Ar-
eas for Fiscal Year 1994-1995 CLERK BOARD OF SUPERVISORS .
are available for review at the Of-
fice of the Clerk of the Board and CONTRA COSTA CO.
Office of the County Auditor-Con-
troller,Martinez,California.
NOTICE IS HEREBY FURTHER
GIVEN that the Board of Supervi-
sors will meet for the purpose of
considering the above noted pro-
posed budgets for Fiscal Year
1994-1995 on Tuesday,August
2, 1994,commencing at 2 p.m.
in the Board Chambers, Room
107, Administration Building,
Martinez,California.At the hear-
ing any taxpayer may appear and
be heard regarding the increase,
decrease,or omission of any item
in the proposed budgets,or for the
inclusion of additional items. All
proposals for the increase or the
inclusion of additional items shall
be submitted in writing to the
Clerk of the Board before the close
of the public hearing.
Dated July 7,1994
PHIL BATCHELOR,Clerk of the
Board of Supervisors and
County Administrator
By:J.O.Maglio
Deputy Clerk
Legal CCT 4359
Publish July 20,1994
PROOF OF PUBLICATION NOTICE TO TAXPAYERS OF
COSTA C
(2015.5 C.C.P.) CONTRACALIFORNIA UNTiY,
NOTICE IS HEREBY. GIVEN
STATE OF CALIFORNIA that printed copies of the pro-
County of Contra Costa i posed County Budget(includ-
ing those financed by Enter-
am a citizen of the United States and a resident of the prise Funds) for Fiscal Year
Count aforesaid;I am over the a of eighteen ears,and review
995 are available for
County g g Y review at the Office of the
not a party to or interested in the above-entitled matter. Clerk of the Board and office
of the County Auditor-Con-
am the Principal Legal Clerk of the Ledger Dispatch and troller, Martinez,California.
Brentwood News. Newspapers of general circulation, NOTICE IS HEREBY FUR-
printed and published at 1650 Cavallo Road in the City of of SuEIR ervso that the Board
of Supervisors will meet for
Antioch, County of Contra Costa, 94509. the
purpose of considering
the aforesaid proposed Bud-
And which newspapers have been adjudged newspapers get for Fiscal Year
of general circulation by the Superior Court of the County 1994-1995 on Thursday,Ju-
of Contra Costa, State of California, under the date of ly 28, 1994,commencing at
March 26, 1870. Case Number 746370. 9 a.m. in the Board Cham-
bers,Room 107,Administra-
tion Building, Martinez,Cali-
The notice,of which the annexed is a printed copy(set in fornia. At the nearing any
type not smaller than nonpareil), has been published in taxpayer may appear and be
each regular and entire issue of said newspapers and not heard regarding the increase,
in y uppl ent ther�,,af-on the following dates,to-wit: decrease,or ropsswn of any
item in the propsed budget,
orforthe inclusion of addition
.. . ...5................................................ items.all proposals for the in-
at In the ar Of 1994. crease or the inclusion of ad-
ditional items shall be sub-
mitted in writing to the Clerk
certify (or declare) under penalty of perjury that the of the Board before the close
foregoing is true and correct. of the public hearing.
Should there be any applica-
Executed al.Antioch a form tions or requests for a further
hearing on file,such hearing
On this,4/�.. day of .. 1994. may be continued from dayfo
day until concluded, but not
I to exceed a total of ten days.
Dated:July 7, 1994
„ Phil Batchelor, Clerk of the
. .......
ignature Board of Supervisors and
j County Administrator
Ledger Dispatch and Brentwood News By:J.0.
Maglio
Deputy Clerk
P.O. Box 2299 Legal LD802986 E
Antioch, CA 94531-2299 Publish:July 15, 1994 L
(510) 757-2525 FILED
JUL 2 0 1994 j
CLERK BOARD OF SUPERVISORS
CONTRA COSTA CO.
PROOF OF PUBLICATION
(2015.5 C.C.P.)
STATE OF CALIFORNIA
County of Contra Costa
I am a citizen of the United States and a resident of the County aforesaid;
I am over the age of eighteen years,and not a party to or interested in the
above-entitled matter.
I am the Principal Legal Clerk of the Contra Costa Times,a newspaper of
general circulation, printed and published at 2640 Shadelands Drive in
the City of Walnut Creek,County of Contra Costa,94598.
And which newspaper has been adjudged a newspaper of general
circulation by the Superior Court of the County of Contra Costa,State of
California, under the date of October 22, 1934. Case Number 19764.
The notice, of which the annexed is a printed copy (set in type not
smaller than nonpareil), has been published in each regular and entire
issue of said newspaper and not in any supplement thereof on the
.following dates,to-wit:
...UU..
...................................
all in the year of 19.9
I certify(or declare)under penalty of perjury that the foregoing is true and
correct.
Executed at Walnut Creek,California.
On this� � f , .9.. �( . FILED
. . . .......... .........C... .....
Signature
Lesher Communications, Inc. �,La
Contra Costa Times
P.O. Box 4147
Walnut Creek,CA 94596 CLERK BOARD OF SUPERVOM
(510)935-2525 CONTRA COSTA CO.
Proof of Publication of:
(attached is a copy of the legal advertisement that published)
NOTICE TO TAXPAYERS Dated July 7,1994
OF PHIL BATCHELOR,Clerk of the
CONTRA COSTA COUNTY, Board of Supervisors and
CALIFORNIA County Administrator
NOTICE IS HEREBY GIVEN that By:J.0.Maglio
printed copies of the proposed Deputy Clerk
County Budget(including those fi-Legal CCT 4336
nanced by Enterprise Funds)Fis-Publish July 15,1994
cal Year 1994-1995 are available
for review at the Office of the Clerk
of the Board and Office of the
County Auditor-Controller, Marti-
nez,California.
NOTICE IS HEREBY FURTHER
GIVEN that the Board of Supervi-
sors will meet for the purpose of
considering the aforesaid pro-
posed Budget for Fiscal Year
1994-1995 on Thursday, July
26,1994,commencing at 9 a.m.
in the Board Chambers, Room
107, Administration Building,
Martinez,California.At the hear-
ing any taxpayer may appear and
be heard regarding the increase,
decrease,or omission of any item
in the proposed budget,or for the
inclusion of additional items. All
proposals for the increase or the
inclusion of additional items shall
be submitted in writing to the
Clerk of the Board before the close
of the public hearing.
Should there be any applications
or requests for a further hearing on
file,such hearing may be contin-
ued from day to day until conclud-
ed,but not to exceed a total of ten
days.
PROOF OF PUBLICATION
(2015.5 C.C.P.)
STATE OF CALIFORNIA
County of Contra Costa
I am a citizen of the United States and a resident of the County aforesaid;
I am over the age of eighteen years,and not a party to or interested in the
above-entitled matter.
I am the Principal Legal Clerk of the West County Times,a newspaper of
general circulation, printed and published at 2640 Shadelands Drive in
the City of Walnut Creek, County of Contra Costa, 94598.
And which newspaper has been adjudged a newspaper of general
circulation by the Superior Court of the County of Contra Costa,State of
California, under the date of August 29, 1978. Case Number 188884.
The notice, of which the annexed is a printed copy (set in type not
smaller than nonpareil), has been published in each regular and entire
issue of said newspaper and not in any supplement thereof on the
..... .... .
following dates,to-wit:
.................................... .......................................
.1.x.
all in the year of 19 .
I certify(or declare)under penalty of perjury that the foregoing is true and
correct.
Executed at
Walnut Creek, California.
On this.(.,�fi y f.. 19
......a.ture .. �..... .. ............................
Signature
Lesher Communications, Inc.
West County Times
P.O. Box 120
Pinole, CA 94564
(510)262-2740
Proof of Publication of:
(attached is a copy of the legal advertisement that published)
NOTICE TO TAXPAYERS
OF CONTRA COSTA COUNTY
CALIFORNIA
NOTICE IS HEREBY GIVEN that FILED
printed copies of the proposed
County Budget(including those fi-
nanced by Enterprise Funds)for
Fiscal Year 1994-1995 are avail- p
able for review at the Office of the JUL Z X994
Clerk of the Board and Office of
the County Auditor-Controller,
Martinez,California.
NOTICE IS HEREBY FURTHER CLERK BOARD OF SUPERVISORS
GIVEN that the Board of Supervi- CONTRA COSTA CO.
sors will meet for the purpose of
considering the aforesaid pro-
posed Budget for Fiscal Year
1994-1995 on Thursday, July
28,1994,commencing at 9 a.m.
in the Board Chambers, Room
107, Administration Building,
Martinez,California.At the hear-
ing any taxpayer may appear and
be heard regarding the increase,
decrease,or omission of any item
in the propsed budget,or for the
inclusion of addition items. all
proposals for the increase or the
inclusion of additional items shall
be submitted in writing to the
Clerk of the Board before the close
of the public hearing.
Should there be any applications
or requests fora further hearing on
file,such hearing may be contin-
ued from day to day until conclud-
ed,but not to exceed a total of ten
days.
Dated:July 7,1994
Phil Batchelor,Clerk of the Board
of Supervisors and County Admin-
istrator
/sr By:J.0.Maglio
Deputy Clerk
Legal WCT 6185
Publish:July 15,1994
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NOTICE TO TAXPAYERS
OF
CONTRA COSTA COUNTY, CALIFORNIA
NOTICE IS HEREBY GIVEN that printed copies of the proposed
County Budget (including those financed by Enterprise Funds) for
Fiscal Year 1994-1995 are available for review at the Office of
the Clerk of the Board and Office of the County Auditor-
Controller, Martinez, California.
NOTICE IS HEREBY FURTHER GIVEN that the Board of Supervisors
will meet for the purpose of considering the aforesaid proposed
Budget for ,Fiscal Year 1994-1995 on Thursday, July 28, 1994,
commencing at 9 a.m. in the Board Chambers, Room 107,
Administration Building, Martinez, California. At the hearing
any taxpayer may appear and be heard regarding the increase,
decrease, or omission of any item in the proposed budget, or for
the inclusion of additional items. All proposals for the
increase or the inclusion of additional items shall be submitted
in writing to the Clerk of the Board before the close of the
public hearing.
Should there be any applications or requests for a further
hearing on file, such hearing may be continued from day to day
until concluded, but not to exceed a total of ten days.
Dated: July 7, 1994 PHIL BATCHELOR, Clerk of the
Board of Supervisors and
County Administrator
By: J. O. Maglio
Deputy Clerk
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