Loading...
HomeMy WebLinkAboutMINUTES - 08121997 - D9 D. 9 THE BOARD OR SUPERVISORS OF CONTRA COSTA COUNTY, CALIFORNIA Adopted this Order on August 12, 1997, by the following vote: AYES: Supervisors Uilkema, Gerber, Canciamilla, Rogers NOES: None ABSENT: Supervisor DeSaulnier ABSTAIN: None SUBJECT: Hearing on the Adoption of the 1997-1998 Final County Budget Chair Jim Rogers convened the hearing on the recommendations submitted by Phil Batchelor, County Administrator, on the proposed 1997-1998 County Budget as set forth in the report which is attached and included as a part of this Board Order. Following Mr. Batchelor's presentation on the recommendations, the Chair opened the hearing. The following persons commented on issues pertinent to the Sheriff 's Department, and the need to sustain the Mental Health Budget at the current funding level: Joe Surges, representing the Deputy Sheriffs' Association, P. O. Box 10, Port Costa; Joan Bartulovich, 7102 Donal Avenue, El Cerrito; Mike Cornwall, Mental Health Coalition, 515 Grizzly Peak Boulevard, Berkeley 94708; Wayne Simpson, 897 Dolphin Road, Danville; Jack Feldman, 1 Morello Heights Drive, Martinez; and Selma M. King, 1530 Brooks Street, Walnut Creek. All Persons desiring to speak having been heard, the hearing was closed. Board members discussed the impact of the State Budget on programs operated by the Probation Department. It was suggested that the $100, 000 appropriation for Code Enforcement (Recommendation No. 4) be reduced to $50, 000 with the decision on the expenditure of the remaining $50, 000, either for Code Enforcement of a Summit type program for girls, deferred until December. Concern was expressed on the use of Keller Canyon mitigation monies to fund certain County programs. Board members expressed agreement to amend Recommendation No. 6 to cap the costs associated with staffing the Airport Land Use Commission to $25, 000. Board members then discussed the development of a plan to fund 15 Deputy Sheriff positions that would be financed by reductions in overtime expenditures within the Department (Recommendation No. 12) , and the establishment of reporting schedules to the Finance Committe on the reduction of overtime expenditures and the assurance that an acceptable protocol is in place prior to approving the 15 positions. Budget Board Order August 12 , 1997 Page 2 There being no further discussion, IT IS BY THE BOARD ORDERED that the recommendations of the County Administrator, including the adoption of the Final 1997-98 County Budget, are APPROVED as amended as follows: A. ESTABLISHED a $25, 000 cap for which the Director, Growth Management and Economic Development Agency, is to charge costs associated with staffing the Airport Land use Commission to the Airport Enterprise Fund. (Recommendation No. 6) B. REDUCED the appropriation to $50, 000 for Code Enforcement and DEFERRED to December 2 , 1997, decision on the remaining $50, 000. (Recommendation No. 4) C. INSTRUCTED the Sheriff to report to the Finance Committee, (Recommendation No. 12) : 1. For approval of a method to reduce overtime expenditures prior to approving the 15 deputy sheriff positions; 2. With a three month status report on salary and overtime expenses; and 3 . With a six month status report on the cost differences between overtime expenses and the cost of adding additional deputies. IT IS FURTHER ORDERED that Resolution 97/443 is ADOPTED adding, amending, and canceling positions in various County departments. Itetsbp ONN that this b.but and c�rsa copy of 6oarad� blcen and entered on me minutea 41 on the dab ebown. �T68TED; / PHIL BA ELOti.CMAs of the board a BhhpNvbprs andc""AdmGhlttrator cc: County Administrator Deputy Auditor-Controller Director, GMEDA Sheriff-Coroner Public Works Director Director, Probation Dept. District Attorney Coordinated Trial Courts TO: BOARD OF SUPERVISORS Contra FROM: :�J Phil Batchelor, County Administrator ' Costa _�,�:,._:_._ - � County DATE: 4fr�' -- c August 12, 1997 4 `�°,r SUBJECT: REPORT ON BUDGET COMMITTEE HEARINGS AND APPROVAL OF RECOMMENDED BUDGET FOR 1997-98 SPECIFIC REQUEST(S)OR RECOMMENDATION(S)&BACKGROUND AND JUSTIFICATION RECOMMENDATIONS: 1. RECEIVE the report from the County Administrator on the Recommended 1997-98 County Budget. 2. ACKNOWLEDGE that the 1997-98 County Budget process is multi-phased in order . to address future challenges arising from the yet to be approved State Budget and Trailer Bills, and from Federal and State Welfare and Health Reform legislation and related financial changes. 3. AUTHORIZE $99,000 in appropriations for the Contra Costa Food Bank ($54,300) and the Child Abuse Prevention Council ($44,700) financed through Keller Canyon Surcharge revenues. A. CONSIDER a one-time appropriation of$100,000 for Code Enforcement targeting high priority needs in the County, establishing a revolving abatement fund for financing and using as sources of financing a $50,000 loan from the Building Inspection Department and $50,000 from Keller Canyon Surcharge revenues. Staff to develop methodology to allocate funds subject to approval by the Board of Supervisors. CONTINUED ON ATTACHMENT: YES SIGNATURE: RECOMMENDATION OF COUNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE APPROVE OTHER SIGNATURE(S): ACTION OF BOARD ON APPROVED AS RECOMMENDED OTHER SEE SEPARATE BOARD ORDER l ii VOTE OF SUPERVISORS I BY CERTIFY THAT THIS IS A TRUE UNANIMOUS(ABSENT ) AND CO CT COPY OF AN ACTION TAKEN AYES: NOES: AND ENTERED THE MINUTES OF THE BOARD ABSENT: ABSTAIN: OF SUPERVISORS O HE DATE SHOWN. CC: Auditor-Controller ATTESTED County Administ for Sheriff PHIL BATCHELOR,CLERK HE BOARD OF Corodina Trial Courts SUPERVISORS AND COUNTY AD ISTRATOR Prob on D' rict Attorney M382 /88) BY EPUTY r`✓ Page 2 5. ABOLISH the Ad Hoc Solid Waste Committee. 6. DIRECT the Growth Management and Economic Development Director to charge costs associated with staffing the Airport Land Use Commission to the Airport Enterprise Fund. 7. CONSIDER a grant writing resource pilot project to be located in the County Administrator's Office to pursue revenues for Board-determined priorities, with the County Administrator recommending proposed areas of need for grant writing services. 8. ACKNOWLEDGE that the Social Services Department is addressing part of the immigrant workforce issue in its Plan for Refugee Services, pursuant to a request by the Finance Committee regarding a Human Relations Commission $4,000 request for research and grant writing services on the immigrant workforce, and ACKNOWLEDGE that the Departments contacted indicated that no additional financial support is available for the request. 9. ADOPT budget plan to address financing COLA increases for the Sheriff's Department. 10. ADOPT plan adding 1 Supervising Sheriff's Dispatcher and five Sheriffs Dispatch positions to the Sheriff Department's total authorized strength. 11. ADOPT the following 12 support positions: 2 Sheriffs Aides, 4 Clerks-Experienced Level, 2 Account Clerks-Advanced Level, 1 Network Manager, 1 Systems Software Specialist, and 2 Network Technicians; and ADOPT funding based upon the Sheriffs priority. 12. ADOPT plan adding 15 Deputy Sheriff positions to the Sheriff's Department to be financed by reductions in overtime expenditures within the Department. 13. ACKNOWLEDGE that the Sheriff has been asked to respond to Board referrals related to working with the Courts to establish a protocol that will result in more efficient utilization of Sheriff Department staff testifying at Court hearings, and providing a detailed report identifying increased costs charged to contract cities (Attachment A). 14. ADOPT budget plan which applies unbudgeted 172 monies and fund balance against COLAs in the District Attorney's Office. 15. ADOPT plan for the District Attorney to leverage additional State and Federal funds with a $100,000 forgivable loan to enhance Family Support Services and continue cooperative efforts with the Social Service Department. 16. RECEIVE report from the Presiding Judge of the Superior Court providing information requested by the Board regarding an itemization of administrative costs involved in administering Court services (Attachment B). 17. ACKNOWLEDGE that Trial Court Funding reform legislation is currently the subject of disagreement between the Governor and Legislature and that its ultimate fate is unknown. 18. AUGMENT the Cooperative Extension Department by $10,000 to improve the computer system and allow for Internet access. 19. ACKNOWLEDGE that due to the State's inability to timely adopt a budget, specific recommendations cannot reasonably be formulated for probation services at this time. r/ Page 3 20. ACKNOWLEDGE that the State has saddled counties with the burden of paying newly adopted California Youth Authority sliding scale fees, which will increase costs in FY 1997-98, while it is concurrently considering eliminating $33 million in camp subsidy. 21. DIRECT the County Administrator and County Probation Officer to continue to monitor the State Budget situation and to return to the Board, as appropriate, once more information is known about State funding. 22. In the event that the Juvenile Challenge Grant is not awarded to the Probation Department, DIRECT the County Administrator to work with the County Probation Officer to determine how the $200,000 in budgeted matching funds might best be utilized. 23. DIRECT the County Administrator to continue to work with the County Probation Officer, the Mental Health Director and JSPAC to explore the possibility of expanding capacity at the OAYRF (Boys' Ranch) and developing a residential treatment program for girls at Lion's Gate if the required funds can be identified in light of the latest budget dilemma. 24. Continue to SUPPORT SB 808, the Local Juvenile Facilities Bond Act of 1998, which may provide funds to address concerns about the replacement of Juvenile Hall. 25. RECEIVE public testimony on the Recommended 1997-98 Budget. 26. APPROVE the position and line item changes in Attachments C and D, and ADOPT the Recommended Budget as amended by the Board for fiscal year 1997-98. 27. AUTHORIZE and REQUEST the Auditor-Controller to record, in the financial accounting system, fiscal year 1996-97 appropriations and revenues adjustments, prior to Board approval, for the various budget units by reallocating and balancing budgeted and actual expenditures and revenues, and to submit such 1996-97 year- end appropriation adjustments for Board approval in September, and to AUTHORIZE the Auditor-Controller to make technical adjustments to the 1997-98 Budget when actual amounts are known, and to DIRECT the County Administrator to return to the Board with recommendations on subsequent State Budget Trailer Bills. BACKGROUND: On July 16 and 17, 1997, the Budget Committee of the Board of Supervisors reviewed the 1997-98 Recommended Budget as prepared by the County Administrator. The Committee requested that the County Administrator report back to the Board on August 12 on a number of issues and proposed adjustments related to the Recommended Budget. The recommendations presented address the issues and adjustments identified by Board on July 16 and July 17, although a number of issues cannot be fully addressed, and must be deferred to future months, because of delays in adopting the State Budget. What follows is a discussion of some of the recommendations. Sheriff-Coroner The Sheriff-Coroner met with the County Administrator and staff to address financing COLAs and other maintenance level increases for the Department. The Sheriff identified a maintenance level funding gap of$5.833 million. Funding the department's maintenance level budget was achieved by reducing workers compensation by $1,285,000, increasing the department's vacancy factor from $1,000,000 to $1,500,000, appropriating FY 1996-97 Page 4 fund balance from Prop 172 funds in the amount of$1,250,000, adding $1,787,000 from anticipated growth in Prop 172 for FY 1997-98, and carrying forward $11,000 in departmental fund balance from various sources. No additional General Funds are required to fully fund the Sheriff-Coroner. Additionally, pursuant to Board direction, the Sheriff-Coroner and County Administrator met and discussed the Sheriffs request for additional positions. As a result of these discussions the following has been agreed to and is recommended to the Board for approval: • It is recommended that one additional Supervising Sheriff's Dispatcher and five additional Sheriffs Dispatcher positions be added to the authorized strength of the Department. The Sheriff believes that by increasing the total number of authorized dispatcher positions it will be possible to significantly increase the effectiveness of the recruitment and training effort. In the Sheriff's view, this should lead to more stable staffing of the Dispatch Center. • Based upon the Sheriffs priority, it is recommended that the following positions also be added: 2 Sheriff's Aides, 4 Clerks-Experienced Level, 2 Account Clerks- Advanced Level, 1 Network Manager, 1 Systems Software Specialist, and 2 Network Technicians. Funding in the amount of$450,000 has been identified in the Sheriff's FY 1996-97 fund balance to fund these positions. • The Sheriff believes that the addition of 15 Deputy Sheriff positions can be funded through savings in overtime. Based upon the Sheriffs commitment, it is recommended that these positions be added to the authorized strength of the Department. The Sheriffs Department has been asked to supply a detailed methodology as to how overtime savings will be utilized to pay for these positions and to indicate how overtime once reduced will continue to be maintained at that reduced level. The Sheriffs Department is currently working on developing a response to this request. It is the County Administrator's recommendation that none of these positions be filled until the methodology has been submitted and approved. It is recognized that the State Budget and relevant Trailer Bills might impact the budget of this Department. The County Administrator, working closely with the Sheriff, will continue to monitor the situation and will report back to the Board as appropriate on any changes required to the Sheriffs budget as a result of changes in the State Budget. District Attorney The District Attorney identified a gap of$896,016 in maintenance level costs (mainly COLA costs) over the Proposed Budget. The line-item changes listed in Attachment D identify financing for these maintenance level costs. In the 1996-97 fiscal year, the District Attorney achieved a fund balance of$418,247. This fund balance includes $349,840 from unspent FY 1995-96 Prop 172 monies along with $68,407 from various other sources. Additionally, $263,317 is available from FY 1996-97 Prop 172 funding and $134,627 from anticipated growth in Prop 172 for FY 1997-98. Of the $896,016 needed to fully fund the District Attorney, only $79,825 is required from the General Fund. Family Support The District Attorney was asked to leverage additional State and Federal funds to enhance Family Support Services. A budget plan has been developed which increases Family Support appropriations by $300,000 -- funded with a combination of Federal Aid Family Support and Federal Aid Support Enforcement Incentive. The District Attorney will attempt to meet this budget with no contribution from the General Fund, however, it is understood D. Page 5 that the District Attorney will be held harmless for up to $100,000 if Federal Aid Support Enforcement Incentive funds are not available to cover these increased appropriations. Courts The future of the trial courts hinges on Trial Court Funding redesign legislation which is currently the subject of negotiation and disagreement between the Governor and the Legislature. This legislation is of importance to counties in that it caps the county cost at the 1994-95 level and requires the County to forward the base year amount to the State for deposit into the State Trial Court Trust Fund. The State Judicial Council then determines the system of distributing the allocation from this Fund to county courts throughout the State for the operation of courts and related court operations. As such, it significantly redefines the relationship between County government and the courts and greatly limits the responsibility and liability of the County in supporting court operations. It is well to note that court operations as legally defined also includes the Court Services Division of the Sheriff's Department as well as some other related functions that have historically been funded out of the County's General Fund. Passage at this time is uncertain. The Recommended Budget is predicated on receiving additional trial court funds from the State. Any changes in the budgets of the trial courts and other aspects of the relationship between courts and the County will be brought back to the Board of Supervisors for whatever additional action is required. Probation On July 16, we presented the Board with a summary of needs in the Probation Department and the potential funding sources which might finance those needs. We had hoped that at this point, the State budget situation would be resolved and we might be able to make some firm recommendations as to the best use of _available probation resources. Unfortunately, the uncertainty surrounding the State Budget precludes the making of specific recommendations. Moreover, if the Probation Department is successful in securing new revenue, its first task may be to backfill $580,000 in state camp subsidy that is now on the chopping block due to Governor Wilson's order to repay $1.3 billion to the Public Employees Retirement System. In lieu of specific recommendations, following is an updated summary of probation needs and possible financing sources, and their status. POTENTIAL FINANCING SOURCES: $$ Juvenile Challenge Grant. The Recommended Budget includes $800,000 of appropriations and revenues for the Juvenile Challenge Grant. The Probation Department is on the top of a waiting list for Round 2 funds should augmentation be forthcoming. Until the Governor's recent order to repay PERS, it appeared that Challenge Grant augmentation would be forthcoming. Due to the Governor's recent budget actions, however, this source of funding is now in jeopardy. However, the Recommended Budget does include $200,000 of matching funds to position the department to accept the grant award. $$ Camp Subsidy. In our report at the Budget Committee Hearings, the source for camp subsidy funds had just been transferred from the TANF block grant to the State General Fund. From a program standpoint this was significant, since a subsidy emanating from the State General Fund would involve fewer spending restrictions and allow the County more flexibility in the use of the funds. However, camp subsidy is now another potential victim of the State's budget slashing. On the chopping block are $580,000 which currently funds the County's Boys' Ranch. Should the camp subsidy be eliminated, the Probation Department would be required to backfill it with other new revenue or make cuts in other programs to sustain the Boys' Ranch. O . q Page 6 $$ TANF Grant Funds (Title IV-A Replacementl. Much of the future for juvenile probation services depends on a $140 million statewide allotment of Temporary Assistance for Needy Families (TANF - welfare block grant) for probation departments. This allotment is based upon the fact that the probation portion of Title IV-A (Emergency Assistance) revenues that were stripped from Probation departments in 1995 contributed to the base of federal funds which will be passed on to states in the form of the welfare block grant. It has been estimated that Contra Costa County's share of the $140 million probation allotment may range from $3 to $4 million in FY 1997-98 and somewhat less in subsequent years. Probation departments are hopeful that these funds will help to restore programs that were eliminated or reduced in 1995. Despite apprehension that the State's lump-sum payback to PERS would derail the welfare block grant package, it appears that the package still has strong bi-partisan support. $$ Violent Offender Incarceration Grant Program for Facilities Construction. The County recently received a request-for-proposal package from the State Board of Corrections to apply for up to $1 million in federal juvenile crime funds. These funds may be used for construction to increase the capacity to securely house violent offenders who are typically housed in juvenile halls or adult jails. The grant requires a 10% hard cash match and has some restrictions on the types of construction expenses for which it may be used. The funds are scheduled for distribution in late January 1998. $$ Local Juvenile Facilities Bond Act of 1998. SB 808, if adopted, would authorize, for purposes of financing the construction of local juvenile justice facilities, the issuance of $350 million in bonds. The bill would provide for submission of the bond act to the voters at the next statewide general election to be held in November 1998. Although these funds will not be available in FY 1997-98, they may be an answer to concerns regarding the Juvenile Hall Replacement Project. $$ Future Corps. Future Corps, currently in the early planning stages, would propose to blend private, County and other public funds to support community-based efforts to encourage collaborative responses to the critical needs of children and families. PROBATION NEEDS: Facilities Upgraded and expanded facilities are dependent on the receipt of governmental and private construction grants and the probation TANF allocation. If these funds are obtained, the following proposals may be possible. ✓ OAYRF (Ranch) Expansion - Construction of a 26 bed dormitory to expand capacity at the Ranch from 74 to 100. Because of the significant number of youth housed in the Juvenile Hall but waiting to go the Ranch, an expansion of the Ranch would result in a direct and immediate reduction in the population at the Hall, which has been over-crowded. Ranch expansion will be feasible if the Probation Department can secure the $1 million Federal Crime Act construction grant funds and the TANF allotment for probation services. One Time Cost: $1.600.000 Annual Operating Cost: $ 910.000 ✓ Girls' Residential Treatment Program - The Board expressed its interest in the development of a residential treatment program for girls. The County Administrator examined this proposal with the Probation and Health Services Department and has concluded that if construction and start-up funds could be identified, such a program is feasible. The program is currently envisioned for 16 beds, 4 of which would be t D. 4 Page 7 "crisis" beds and 12 "transitional". The program would include a mental health day treatment component, similar to that used in the Summit Unit. Feasibility would require that the program be run by the Health Services/Mental Health Division in order to maximize revenues and utilization of bed space. Operations costs would be funded through a combination of mental health reimbursement funds and savings resulting from reduced private out-of-home placement costs in the Probation Department. One Time Cost: $ 990.000 Annual Operating Cost: $ 850.000 ✓ Juvenile Hall Improvement - Study of and structural retrofit of existing facility to determine how it might be redesigned to allow for better utilization of space. One Time Cost: To Be Determined Operations and Maintenance Meeting the operations and maintenance needs described below is dependent on the receipt of the probation TANF allocation, Round 2 Challenge Grant funds and state camp subsidy. Since state camp subsidy was included in the Recommended Budget, loss of that revenue source will place the department in a negative financial position. The backfilling of camp subsidy would need to occur before other probation needs can be addressed. The ability of the County to fund these and other needs of the Probation Department will not be known until the state budget stalemate is resolved. ✓ Family Preservation Program -A collaborative program among the Health, Social Service and Probation Departments for the intensive home interventions aimed at keeping a minor child in the home and reunifying families. The program was designed to accommodate 60 families from probation caseloads with the Probation Department's financial participation. While the Probation Department has participated in this program for the last two years at no department cost, lack of financial contribution towards the County match to the program this fiscal year will prevent continued participation. Annual Cost: $ 130.000 ✓ Juvenile Hall Medical Services Augmentation - Costs for medical services, currently being provided by the Health Services Department, have exceeded budgeted levels for the last two fiscal years and continue to accelerate. Probation and Health Services Department staffs continue to discuss cost containment and service level options. Annual Cost: $ 158.000 ✓ California Youth Authority (CYA) Fees - CYA sliding scale fees became effective in January 1997. Due to the lag time in receiving accurate monthly bills from the CYA, the annual impact of the new fees cannot be accurately estimated at this time. Based upon Contra Costa County's current commitment level at the CYA of 180, the fees may increase from $54,000 to as much as $1.1 million annually. Legislation (AB 70) is pending that would provide minor relief to counties by phasing in CYA fees over two years through a diminishing waiver of a percentage of the fees during the two-year period. In anticipation of higher fees for placement of youths at the California Youth Authority, the Recommended Budget includes an augmentation of $120,000 over last year's augmentation, raising the total CYA augmentation to $500,000 for fiscal year 1997-98. If this amount proves to be inadequate, further budget adjustments will be required. Annual Cost: To Be Determined ✓ Electronic Monitoring Expansion-Current permanent staff authorization supports the supervision of 20 youth. During fiscal year 1996-97, administrative authorization was granted to expand this program through the use of temporary staff to 40 youths as an emergency response to relieve crowding at the Juvenile Hall. Control of the Juvenile Hall population is now dependent upon the increased capacity of electronic monitoring. Annual Cost: $ 130.000 Page 8 ✓ Community Probation Officers - Expansion of the current pilot program may potentially be funded under Round 2 of the Juvenile Challenge Grant Program. However, absent Challenge Grant funding, expansion of the program, which would place probation officers on selected school campuses as part of a team including law enforcement and school officials, would still be desirable. Annual Cost Above Match: 800,000 ✓ SafeFutures Program Enhancements - Suggested enhancements include full- year funding for the Summit Center (currently funded at 10.5 months start-up level), increasing gang intervention for youth leaving the Ranch, an employment training program to teach youths at the Ranch landscaping skills and techniques, the addition of a liaison position to work with the JSPAC to develop information systems for program reporting and evaluation, sub-contracts through community organizations for youth employment and after school programs. Annual Cost: 250,000 ✓ Outcomes Evaluation - The Probation Department has requested funding to undertake an evaluation of the effectiveness of probation services. This request is based on the desire of the Superior Court to know whether adult supervision is more effective than a banked or computer-assisted caseload. This study could also be expanded to measure the effectiveness of the different types of juvenile supervision being employed such as intensive supervision, home supervision and electronic monitoring. It is intended that the study would track selected cases over a two-year period. (This could be a demonstration of the Oregon Benchmarks Project being implemented by the State of Oregon.) Annual Cost: To Be Determined We are hopeful that many of the identified needs of the Probation Department may be addressed when the question of State funding is answered. The Department has traditionally lacked the resources needed to adequately fund its programs, and continues to refine its needs which also include the strengthening of field services, upgrading automation equipment and expanding the vehicle pool. The possibility of leveraging State and other funds with matching funds provided through Future Corps will be investigated as a way to maximize the revenue potential for the Department. Until such time, and based upon the foregoing, it is recommended that the Proposed Budget be adopted as amended. 1996-97 Budget Closeout and 1997-98 Technical Adjustments The Auditor-Controller's Office establishes a budget closeout schedule each year in order to provide for an orderly accounting of revenues and expenditures. This schedule provides for reports to be furnished to the Grand Jury in late August. During most years, the established closeout schedule conforms to the budget process. However, this year, the State has not adopted a timely budget. Therefore, the Auditor requires authorization, with County Administrator approval, to close out the 1996-97 budget in late August and provide the required reports to the Grand Jury. The Auditor will submit the year-end adjustments to the Board for approval in September. Each year, the Board authorizes the Auditor-Controller to make technical adjustments to the final budget when actual amounts are known. This authorization allows the Auditor- Controller to prepare the final budget scheduleG in accordance with actual revenue receipts, fund balances and expenditures as approved by the Board. Any changes made by the Auditor-Controller will be brought forth to the Board in September for final consideration and adoption. THE BOARD OF SUPERVISORS OF CONTRA COSTA COUNTY, CALIFORNIA Adopted this Resolution on August 12 1997, by the following vote: AYES: Supervisors Uilkema, Gerber, Canciamilla, Rogers NOES: None ABSENT: Supervisor DeSaulnier ABSTAIN: None Resolution No. 97/443 Re: Adding, Amending and) Cancelling Positions ) WHEREAS certain County departments have requested additional personnel or the deletion of obsolete positions commencing with the 1997-98 fiscal year, and WHEREAS these requests have been analyzed and reviewed in conjunction with budget deliberations and provision has been made in the Final Budget for certain personnel additions and cancellations; THE CONTRA COSTA COUNTY BOARD OF SUPERVISORS RESOLVES that the positions listed below are added to County departments or cancelled effective September 1, 1997: Class Number Pos. No. Org. Department Classification Code Added Can/Changed Unit Agriculture Agricultural Biologist II BAVA 0.4 30-00007 3305 Community Services* Child Dev Site Supervisor-Project 99H3 1.0 1802 Child Dev Teacher Assistant-Project 99W7 9.0 1802 General Services Steamfitter GFVA 66-00173 4031 Library Deputy County Librarian 3AFG 1.0 3711 Library Extension Service Mgr 3ASD 85-00391 3711 Probation Deputy Probation Officer III TATA 2.0 3060 Probation Counselor III 7KTB 30-00540 3060 Probation Counselor III 7KTB 30-00398 3060 Sheriff Sergeant 6XTA 1.0 2505 Deputy Sheriff 6XWA 1.0 2534 Deputy Sheriff 6XWA 1.0 2591 Supervising Sheriff's Dispatcher 64HD 1.0 2510 Sheriffs Dispatcher 64WK 5.0 2510 Sheriffs Aide 64VF 2.0 2516 Clerk-Experienced Level JWXC 4.0 2545 Account Clerk-Advanced Level JDTD 1.0 2500 Account Clerk-Advanced Level JDTD 1.0 2520 Network Manager LBHA 1.0 2512 Systems Software Specialist LBWX 1.0 2512 Network Technician LBWA 2.0 2512 Positions listed for the Community Services Department were adopted by the Board on the August 5, 1997 Agenda. The action listed here is technical and lists the same 10 positions added on the August 5 agenda. These are not additional positions. RESOLUTION NO. 97/ 443 Board of Supervisors Resolution No . 97/443 Page 2 Total FTE Positions Added: 34.4 Total FTE Positions Cancelled: 4.0 Net FTE Added: 30.4 BE IT BY THE BOARD FURTHER RESOLVED that the positions designated above are subject to workload and organizational review and approval by the Office of the County Administrator prior to filling, and subject to classification review by the Human Resources Department if deemed necessary. 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: August 12, 1997 PHIL BATCHELOR,Clerk of the Board of Supervisors and County Administrator By Q Deputy cc: County Administrator Human Resources Department Agriculture Community Services Library Probation Sheriff RESOLUTION NO. 97/ 4 4 3 Attachment D D-1 1997-1998 GENERALFUND LINE ITEM CHANGES APPROPRIATIONS / REVENUES Budget Unit Name & Number: Agriculture (0335): Proposed Final Org Object/ Budget Budget No. Account Description Amount Change Amount Notes 3305 1011 Permanent Salaries 630,051 17,000 647,051 1 TOTAL 0335/1000s 1,797,528 17,000 1,814,528 3305 9330 State Aid for Agriculture 976,977 17,000 993,977 Total 0335/9000s: 1,256,000 17,000 1,273,000 GRAND TOTAL (NCC) 0335: 637,555 0 637,555 Explanation: 1). Increase salaries and revenues to offset cost of increasing position #30-00007 from 24/40 to 40/40. CAO Analyst: J 7/30/97 Page 1 of 1 D-9 1997-1998 GENERALFUND LINE ITEM CHANGES APPROPRIATIONS / REVENUES Budget Unit Name & Number: Animal Services (0366) Proposed Final Org Object/ Budget Budget No. Account Description Amount Change Amount Notes 0366 1011 Permanent Salaries 2,165,468 121,691 2,287,159 TOTAL 0366/1000s: 2,165,468 121,691 2,287,159 GRAND TOTAL (NCC) 0366: 712,548 121,691 834,239 1 Explanation: 1.) Add appropriations to fund required expenses per the 1997-98 Recommended Budget. r CAO Analyst: 8/5/97 Pagel . p9 1997-1998 GENERALFUND LINE ITEM CHANGES APPROPRIATIONS / REVENUES Budget Unit Name & Number: Child Development Department (0589) Proposed Final Org Object/ Budget Budget No. Account Description Amount Change Amount Notes 1802 1011 Permanent Salaries 325,416 159,217 484,633 1 TOTAL 0589/1000s 3,511,623 159,217 3,670,840 1802 9435 Miscellaneous State Aid 123,000 159,217 282,217 TOTAL 0589/9000s 5,516,749 159,217 5,675,966 GRAND TOTAL (NCC) 0589: 0 0 0 Explanation: 1). Add appropriations and revenues for addition of 1 Child Development Supervisor-Project and 9 Child Development Teacher Assistants-Project with State Child Development funding. CAO Analyst: Zzz,.2 b_t� 8/5/97 Page 1 of 1 1997-98 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 Notes 0630 1011 Permanent Salaries 89,963 1,064 91,027 1 0630 1042 FICA 6,654 309 6,963 1 0630 1044 Retirement 15,134, 343 15,477 1 0630 1060 Group Insurance 16,263 478 16,741 1 0630 1063 Unemployment Insurance 88 73 161 1 0630 1070 Workers' Compensation 774 118 892 1 TOTAL 0630/1000s: 128,876 2,385 131,261 3060 2479 Other Spec Dept Expense 0 10,000 10,000 2 TOTAL 0630/2000s: 13,493 10,000 23,493 GRAND TOTAL(NCC) 0630: 142,369 12,385 154,754 Explanation: 1.) Fund 1997-98 COLA. 2.) Augment budget to fund automation enhancements. CAO Analyst: a6t:�_6e2_ 8/4/97 Page 1 of 1 D " I 1997-1998 GENERALFUND LINE ITEM CHANGES APPROPRIATIONS / REVENUES I Budget Unit Name & Number: District Attorney (0242): Proposed Final Org Object/ Budget Budget No. Account Description Amount Change Amount Notes 2805 1011 Permanent Salaries 1,994,826 896,016 2,890,842 1 TOTAL 0242/1000s 12,703,511 896,016 13,599,527 2805 9446 St Aid- Public Safety 7,462,270 134,627 7,596,897 TOTAL 0242/9000s 9,836,849 134,627 9,971,476 GRAND TOTAL (NCC) 0242: 3,951,203 761,389 4,712,592 Explanation: 1.) Of the $896,016 added to appropriations, $349,840 is covered with 1995-96 unspent Prop 172 funds, $263,317 from 1996-97 Prop 172 fund balance, $134,627 from additional anticipated growth in 1997-98 from Prop 172, $68,407 from 1996-97 general departmental fund balance, and $79,825 from the General Fund. CAO Analyst: 8/5/97 Page 1 of 1 1997-1998 D `� GENERALFUND LINE ITEM CHANGES APPROPRIATIONS / REVENUES Budget Unit Name & Number: Elections (0043): Proposed Final Org Object/ Budget Budget No. Account Description Amount Change Amount Notes 2350 1011 Permanent Salaries 144,087 29,432 173,519 TOTAL 0043/1000s 1,579,593 29,432 1,609,025 2353 2100 Office Supplies 298,300 5,600 303,900 2353 2310 Professional Specialized Svcs 19,000 16,300 35,300 2353 2270 Maintenance 0 8,000 8,000 2353 2473 Specialized Printing 436,000 304,000 740,000 TOTAL 0043/2000s 1,409,750 333,900 1,743,650 2353 4951 Office Equipment & Furniture 30,783 101,000 131,783 TOTAL 0043/4000s: 104,000 101,000 205,000 2353 9635 Elections Services 600,000 200,000 800,000 TOTAL 0043/9000s: 889,377 200,000 1,089,377 GRAND TOTAL (NCC) 0043: 2,018,966 264,332 2,283,298 Explanation: CAO Analyst: rz�L� 8/1/97 Page 1 of 1 1997-1998 GENERAL FUND LINE ITEM CHANGES APPROPRIATIONS / REVENUES Budget Unit Name & Number: Family Support (0245) Proposed Final Org Object/ Budget Budget No. Account Description Amount Change Amount Notes 2892 1013 Temporary Salaries 1,109,165 300,000 1,409,165 1 TOTAL 0245/1000s 9,779,481 300,000 10,079,481 2892 9553 Federal Aid Family Support 8,674,767 200,000 8,874,767 2892 9428 Fed Aid Support Enf Incentive 4,468,820 100,000 4,568,820 2 TOTAL 0245/9000s 13,143,587 300,000 13,443,587 GRAND TOTAL (NCC) 0245: 0 0 0 Explanation: 1). Add appropriations to leverage additional state and federal funds to enhance Family Support Services. 2). Add offsetting revenues, $100,000 for which the District Attorney will be held harmless if Federal Aid Support Enforcement Incentive funds are not available. CAO Analyst: 8/1/97 Page 1 of 1 1997-98 GENERALFUND LINE ITEM CHANGES APPROPRIATIONS/REVENUES Budget Unit Name & Number: Probation (0308) Proposed Final Org Object/ Budget Budget No. Account Description Amount Change Amount Notes 3060 1011 Permanent Salaries 5,802,496 63,500 5,865,996 1 TOTAL 0308/1000s: 17,788,199 63,500 17,851,699 3060 2310 Professional/Specialized Svcs 100,000 21,995 121,995 2 3000 2479 Other Special Dept Expense 600 800,000 800,600 3 TOTAL 0308/2000s: 2,698,200 821,995 3,520,195 3190 3310 Support & Care of Persons 514,000 120,000 634,000 4 TOTAL 0308/3000s: 5,205,133 120,000 5,325,133 3060 9435 Misc. State Aid 172,000 821,995 993,995 5 3060 9551 Fed Aid Crime Control 0 63,500 63,500 6 TOTAL 0308/9500s: 7,371,595 885,495 8,257,090 GRAND TOTAL(NCC) 0308: 17,556,777 120,000 17,676,777 Explanation: 1.) Add two-year funding for OJJDP grant for "Ride Along" program. Program expected to fund 0.5 DPO per year for two years. 2.) Increase funding for consultant portion of SMART grant. 3.) Reinstate Challenge Grant funding for one year. 4.) Augment budget for CYA fees in anticipation of legislated fee increases. 5.) Reinstate Challenge Grant revenue for one year ($800,000); add revenue for the consultant portion of the SMART grant ($21,995). 6.) Add two-year grant revenue for the OJJDP funded "Ride Along" program. CAO Analyst: 8/4/97 Page 1 of 1 1997-1998 D- 1 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 Notes 2534 1011 Permanent Salaries 521,905 63,000 584,905 1 2500 1011 Permanent Salaries 965,132 450,000 1,415,132 2505 1011 Permanent Salaries 5,729,202 2,259,067 7,988,269 2505 1070 Workers Compensation 754,394 -1,285,000 -530,606 TOTAL 0255/1000s 36,939,205 1,487,067 38,426,272 2505 9446 State Aid-Public Safety Svcs 19,822,521 460,135 20,282,656 2534 9732 Contract Law Enforcement Svs 3,400,000 63,000 3,463,000 Total 0255/9000s: 38,781,511 523,135 39,304,646 GRAND TOTAL (NCC) 0255: 4,096,622 963,932 5,060,554 2590 101 • Permanent Salaries -621,459 895,000 273,541 TOTAL 0300/1000s 29,926,702 895,000 30,821,702 2590 9446 State Aid-Public Safety Svcs 15,696,318 178,955 15,875,273 Total 0300/9000s: 18,068,318 178,955 18,247,273 GRAND TOTAL (NCC) 0300: 17,205,639 716,045 17,921,684 0359 101 Permanent Salaries 557,008 30,899 587,907 TOTAL 0359/1000s 784,340 30,899 815,239 GRAND TOTAL (NCC) 0359: 1,159,744 30,899 1,190,643 TOTAL AGENCY (NCC) 25: 22,086,601 1,710,876 23,797,477 Explanation: 1). Increase salaries and revenues to offset cost of new deputy for San Ramon (9 months) 8/5/97 Page 1 of 1 1 1997-98 GENERALFUND LINE ITEM CHANGES APPROPRIATIONS/REVENUES Budget Unit Name & Number: Social Service (0500) Proposed Final Org Object/ Budget Budget No. Account Description Amount Change Amount Notes 5000 2310 Professional/Specialized S% 11,394,525 99,000 11,493,525 1 TOTAL 5000/2000s: 17,517,016 99,000 227,876 5000 9122 Landfill Surcharge 60,000 99,000 159,000 TOTAL 5000/9200s: 60,000 99,000 159,000 GRAND TOTAL(NCC) 0500: 13,795,296 0 13,795,296 Explanation: 1.) Contracts for Contra Costa Food Bank and Child Abuse Prevention Council. CAO Analyst: 8/6/97 Page 1 of 1 Attachment A OFFICE OF COUNTY ADMINISTRATOR CONTRA COSTA COUNTY Administration Building Martinez, California DATE: July 22 , 1997 TO: WARREN RUPF e i f f-goner FROM: GE ER Senior Deputy County Administrator SUBJECT: BOARD OF SUPERVISORS' REFERRALS As part of your budget presentation last week to the Board of Supervisors, you were requested to further explore the following issues : 1 . The Sheriff was requested to work with the Coordinated Trial Courts to establish a procedure that would result in a more efficient and cost effective utilization of Sheriff' s Department personnel testifying at various court hearings . You indicated that you would work with the Courts on this matter. 2 . You were requested to provide a detailed report identifying increased charges in FY 1997/98 over the prior year that would be charged to various contract agencies, including the Cities of Lafayette, Orinda, San Ramon and Danville . We would like to include your report on this matter in our report to the Board for the August 12 public hearing on the FY 1997/98 budget . In order to do that, we would need this report no later than Wednesday, August 6 . If you have any questions, please feel free to call me . GR/j w cc: Tom Young Reed McDonald COORDINATED TRIAL COURTS Attachment E CONTRA COSTA A.F. Bray Courts Building 1020 Ward Street, Martinez, California 94553 DATE: August 6, 1997 TO: BOARD OF SUPERVISORS FROM: ZION. PETER L. SPINETTA, Administrative Presiding Judge SUBJECT: COURT COORDINATION During recent budget discussions, a number of questions were raised concerning court coordination and associated costs. I have taken this opportunity to summarize progress to date and to provide detail on budget history(Attachment A), coordination efforts (Attachment B), unified management structure and related costs (Attachments C and D), and the court technology strategic plan (Attachment E). Contra Costa trial courts are judicially coordinated by agreement, effective April 1996. Coordination programs have been steadily evolving with primary interest in increasing public access to the courts, improving the utilization of judicial resources, and strengthening operational efficiency. A single Administrative Presiding Judge is elected to lead the courts aided by the Executive Committee of countywide judicial representatives and the Executive Officer. The Executive Officer has consolidated the court budget, both county and state, (see Attachment A) and has planned a unified court management structure that has been approved by the court as well as your Board. Implementation of this management structure is now in progress. When complete it will serve as the foundation for accomplishing future coordination objectives. Planning for subsequent phases is already underway to address court personnel systems and automated information systems in particular. However, there are many obstacles yet to overcome. Facilities issues remain a significant impediment to cost effective judicial and administrative coordination solutions, and inadequacies of the county WAN further impede the court's effort to expand court services in each court location. Coordination efforts seek cost effective services that serve the public well. In keeping with this goal, the new management structure is cost neutral, even reducing costs slightly (see Attachment D). However, not all coordination issues can be addressed without cost impact. Information systems, as an example, require substantial funding to achieve coordination goals. The court has intensified efforts to find additional funding that mitigate such cost impacts whenever possible. Coordination plans are evolving daily amidst careful evaluation of alternatives. Some coordination programs offer cost avoidance strategies with longer term benefit. Immediate cost is important in the assessment, but this factor taken alone would surely guarantee failure to achieve coordination goals. Success hinges on implementation of necessary programs, both those that cost money to implement and those that save as a result. In some cases this may mean spending money now to save more money later. The court is committed to finding ways to deliver the benefits of coordination while minimizing fiscal resources. I welcome your comments and questions and look forward to our continued partnership in serving the citizens of Contra Costa County. ATTACHMENT A COUNTY OF CONTRA COSTA STATE CONTROLLER STATE OF CALIFORNIA COUNTY BUDGET FORM COUNTY BUDGET ACT BUDGET UNIT FINANCING USES DETAIL SCHEDULE 9 (1985) BUDGET FOR THE FISCAL YEAR 1997-98 BUDGET UNIT: CONSOLIDATED COURTS CLASSIFICATION: BUDGET UNIT NO.: 0203 FUNCTION: PUBLIC PROTECTION FUND: TRL COURT OPERATIONS FUND ACTIVITY: JUDICIAL FUND NO.: 1118 FINANCING ACTUAL ADJUSTED EST.ACTUALS REQUESTED RECOMMENDED USES/SOURCES 1995-96 1996-97 1996-97 1997-98 1997-98 ------------------ ------------------- ---------------^-- ------------------- ------------------ SALARIES& BENEFITS 19,033,204 20,929,072 19,501,331 24,110,066 20,261,078 SVCS&SUPPLIES 11,527,771 10,051,009 7,945,508 9,631,317 8,205,317 OTHER CHARGES 167,788 78,005 141,005 71,500 71,500 FIXED ASSETS 165,326 183,000216,718 1,637,500 171,500 GROSS COST 30,894,089 31,241,086 27,804,562 35,450,383 28,709,395 TRANSFERS (121,590) (28,000) (190,364) ------------------- ------------------ EXPENDITURES 30,772,499 31,213,086 27,614,198 35,450,383 28,709,395 POSITIONS 388 391 391 391 391 rp ATTACHMENT B ` CONTRA COSTA COUNT 97198 BUDGET HEARINGS 6 Cost Control - Comparison of Prior Year Actuals to 97/98 Fiscal Year Budget Request (Attachment A) ® Management Reorganization - Cost Reduction (Attachment B) As a result of the reorganization two (2) management positions have been eliminated for a cost savings of$76,957. The management structure has been streamlined;the Courts went from nineteen(19) separate job classifications to eight (8) job classifications. (Attachment B) ♦ Coordination Goals * Enhanced service to the public. * Computer Systems Unification- To improve efficiency and meet year 2000 compliance results in high one-time costs, for example: Unification of the Courts' civil systems will provide a more reliable system as well as permit the public to file documents at various court locations in the County,not just Martinez. The total cost of the new system is estimated to be $1,137,228. Funding for the new system has been identified by the courts without a need to request additional resources from the County. A grant request for$100,000 has been made to the State Administrative Office of the Courts. ♦ Cost Avoidance �r Interpreter Coordination- The Court Interpreter Coordinator coordinates the use of foreign language and sign language interpreter for all the courts in the County. Without this program interpreter costs would be significantly higher. These costs continue to increase because of the diversity of the County's population. �t Jury Coordination- All Martinez jury needs are handled by one office. This same office supports all the courts in the County,mailing notices of service and paying all jurors. \ \ ATTACHMENT C D . ? -- , G �e _ � / \_ \ )_ © : �` ' •` § \ | |\ | ) \ \ § ( � ] r \ ! \ f ( ) § / \ - § \ � - - - k - - ! ) ! ( k / k ) k ) ( / k \ / 0 u ƒ � . \ / / \ $ ) i / k < o ! ; CU \ ± 3 � LU \ « 0 , - ! 0 z b / f 3 w § 0 tu V) J U e Q CL § LU 0& IA 2 ■ ` / 0 � P ^ 2 \ ; � \ & 0 z § ( E ) ) 12 § 0 j j j / ( \ � ) 7 ) 3 f } ƒ § � \ \ \ \ ATTACHMENT D /� p ._.. .o o o In o Ln o o — o M v M 00 O (D CA LA M (A O Lo N r I r i y It O r Lo Lo r (D "It O O N M r CO 00 r-- CO O 6 69 64 611> 6- E9 . C14 N (O N 00 r- (D M N 00 } M M (O M r r Lo M O y;, M r N r C (M N o0 C: C It N N N r- 0 C C `Lt Lo (D r r r to O a) 64 69 60 69 69 69 69 N Q m � _ 'I co N co 'd• N co N Lam[) n O O'tt Ln N O M I O 00 m o0 00 tl- O M C cQ P- O It co to Lo N O Q N NN Ng6} 696% NN C i i N M ti r r r ti I M r I M L W N L V .2O O v) U L cc_ I O vJ L N m EEO o aa)iU I C V v L > E cn rn QG X 0 0 N O U_ U_ C W U U O C O 2 Q O '� '� (II a) a) a) (Q z U) (0 Ett O H QUU2mUnUU 0 OOtoLn0000000LOLnLO0MLO0N fl- V V M UA st co 00 n co d Itr- st co O (0 It (O W Ln M (0 ar 0MItLoO0) Lnt— a0torst19tLotl- LorLo00 (D a N t tI'- O M N (D to O) co r 00 (O 00 r O) Ili Ln 00 O (D a) O r O 00 00 M 00 � M N '-tr (D f` f-- CO CO Lo 't O O N O 6% 63 69 69 69 r r r r d3 63 63 r r 69 L(•) r It O Co. 61) 63 6% 6% 6> 63 69 63 63 69 N V O J C. y (D 00 O M (D -t co co 00 v- co M M M co M r- OIO Q %- w O tl- co r r 0 C) (O r N CD O) r st r M r o O C if. CO et co ti d' Cl) Cl) M CO CO (O N (D M M CA O O ++ C d N r ti (O O ti Ln P, Ln CO M M Lo -i r- N m O r w C O N N r r r r r N N N N r r r N M r O 1 N O Q m 696} 696 619t696% 6% tq 6j 6% 69 69 69 63 69 64 U V- N (O N d (D st N N (D N N N N N N CO O I N N r Lo Lo (D r-- N O) f� Lo r � r-- Lo O Ln It Iti CO 0 . N CA Lo CO (O Ln Nr- d' N to, r r- N ti (O r M o0 C: r Lo r CO f- O r r r M s} M N D r O (C O) cc) r- (Df- (O (D Or0Lncc) LorMrM00�MO Q (n 69 (A (f? fiT6969� 6% � � r� 6% 696969r r� 69 �J(A r r r r r r r N N N N r r r N M r OIr Lo r� M ; OCU L L L w L o w L L N CQ O O C C L. pnj 'C O cu N O O m a) y Cn � > — — � U N U cu (Oj Q j V O () a) O O D U 06 j1 C Cl'Fn a: d C U O �C CP CA 0) 0 0 N ` — 0 0 U O U X X o c c cUU � � o � c .� UAQU) ri U W wV cC (v (Q � U) CO Q > c E o0 0 0 C CUm O o ; M 0 o U `L° E o o a N E � cu aCL U o O i o o o a) a) U U 0 ii l °' [i -2 x L U U U U U Cl CL L L iU a ci n n �_ �_ 0 0 L� c) U U U 0 c3jU �i i o �Ib L L a (n Ita N � CL G C ' - � _ - Of to N I O O O O O ZO 7, _ O u ATTACHMENT E D TECI-IN���G�' STUATU Ic ITN Coordinated Trial Courts Contra Costa County September 1, 1916 D- 7 COURT TECHNOLOGY PLANNL G TEMPLATE FOR CONTRA COSTA COUNTY I. General Information COUNTY NAME: Contra Costa COURTS/JUDICIAL DISTRICTS COMPRISED IN COUNTY: Superior (S07100); Municipal: Bay (M07460), Delta(M07465), Mt. Diablo (M07410);Walnut Creek/ Danville (M07480) DATE AND TIME FRAME OF PLAN: Submitted August/September 1996 for FY 1996-1997 through FY 2000-2001 COUNTY-WIDE JUDICIAL IT MISSION STATEMENT: Provide court participants with automated resources by using state-of-the-art technology to enhance the efficiency of the Contra Costa County justice system, as required by Rule 991 of the California Rules of Court. COUNTY DESCRIPTION: Brief narrative describingthe size and complexity of the county, noting any unique demographics or characteristics as appropriate and relevant. The Coordinated Courts of Contra Costa County total 31 judges, five court commissioners, four referees, and two quasi-judicial officers (discovery referee and probate commissioner). The total staffing level of the coordinated courts is 351, serving in fifteen different court locations. The growing county population, currently at 880,000 in an area of 750 square miles. The commitment to court coordination was finalized with the signing of judicial coordination agreements dated February 20 and April 4, 1996. Progress towards court coordination and administrative consolidation are ongoing. The selection process for a Coordinated Court Executive Officer is underway. The consolidation of information technologies will be conducted in two phases. Phase I will take the tactical approach whereby existing systems will be patched together. Currently, in addition to personal computers, there are five different computer platforms, two LANs and two inter-county criminal applications with the total number of data communications equipment exceeding 800 devices. There are nine separate court applications running on the platforms in addition to six county and three state criminal justice applications. Two of the most urgent areas of automation, as affecting court coordination, will be the court decision on how to address the two different civil systems used by the municipal and superior courts and the identification of technical impediments to total integration of the criminal system by the courts. The dedicated staff supporting the courts' information technology systems are comprised of four professionals which will have to be increased. Phase II of the information technologies consolidation will be the creation of one large modular system that will serve the consolidated courts, and include all necessary case type elements (criminal, civil, etc.), accounting functions, and interfaces to outside systems that need to inter-connect with the courts' system. As can be seen from this brief description, the courts' information technology environment is exceedingly complex and will require some major changes in order to fully serve the needs of the consolidated court. The strategies outlined in this plan are contingent upon obtaining the necessary funding to implement them. Version 5 Cor::nz Costa County - Auc-nist '6, 1996 - n �� I COURT TECHNIQ Lo G-Z PLAN w ;:3 'L'L F'ELATE FOR CONTRA COSTA COUNTY II. Strategic Information 'Technology Areas A. IT INFRASTRUCTURE ..G( UNT ' W > fJQRD "IifBI �� ES GOALS: = To provide simplified accessibility of automated court systems. ^ CURRENT SCENARIO: Narrative describing current county-wide IT coordination, highlighting redundancy, gaps, priorities and opportunities for improvement. The county's municipal courts are already consolidated, so any connectivity issues are minimized to either superior, consolidated municipal, or both. Data sharing and inter-connectivity between superior and municipal . court are requirements for case loan sharing and management statistical reporting, and are not currently supported by the current systems. Having a single case numbering system supported by case management software is a high priority. The courts can currently inter-connect with a multitude of state and local agencies, including DMV, DOJ, Sheriff, and District Attorney. In addition, the courts provide cooperative data interchange with many neighboring law and justice agencies through their ACCJIN data network. The county would like to increase both the use of and capacity of AMIN to include additional neighboring agencies and case types (criminal, civil). Superior currently does not inter-connect with any state agencies, but would like to be able to connect with the DMV and DOJ in the future. It has been pointed out that both the DMV and DOJ may need to increase network capacity in order to be able to handle the demand for additional court users. Both municipal and superior court would like inter-connectivity with the AOC for reporting purposes. Additionally, both courts would like to have connectivity standardized for various state-wide systems such as SAWS, SACSS, and CMS/CWS. From an overall network perspective, the current network is providing adequate performance for existing text applications, but the following capacities may need to be added in order to handle planned applications: • Video conferencing/arraignment. Imaging of court documents, prints, and mugshots. Internet Web site for public access to court information. Also driving demand is the phasing out of dumb terminals and obsolete PCs, which are being replaced by current technology. The county e-mail standard is SMTP. Several e-mail packages on different platforms are linked together to provide every county user, including court users with access to e-mail. This access includes exchanging messages and files (ASCII) with other court, county, and Internet users. Version 5 Contra Costa County - August 26, 1996 - p,- - D , q ��I3RT u ECIiN©LOG Y PLANNI!'G Fivw�'L ATE FOR CONTRA COSTA COUt>I'g'Y TECHNOLOGY OPPORTUNITIES AND RELATED STRATEGIES TARGET a. Connectivity with state agencies: L AOC: Electronic submission of statistical data(both directions). Connectivity with 2. DOJ: Same as AOC for statistical data, plus case data(8715) (both directions). _ these state agencies 3. Expand EDI capabilities to cover additional court requirements (both d'Pends on the agencies' ability to directions). accept; therefore no 4. Social Services: (SAWS, SACSS, CMS/CWS) EDI bi-directional capabilities. target dates can be 5. Bureau of Vital Statistics: Electronic transmission of adortion information, realistically set. electronic funds transfer. 6. District Court of Appeals/Supreme Court: Electronic transmission of record on appeal. 7. Other state courts: Exchange information on juvenile, family law cases. 8. Other DA offices: Electronic exchange of information on prior criminal history. 9. Attorney General: Upload information for death penalty cases. b. County-wide cross-agency data exchange: 1. Implement single case numbering for following case types: civil, criminal, FY 97/98' traffic. 2. Implement court accounting system that links to appropriate county agencies. FY 97/98 3. Assess feasibility for automatic case notification to charging agencies (criminal, FY 97/98 juvenile, traffic). 4. Assess feasibility to interconnect with District Attorney for: FY 97/98 • Family Law—exchange information on judgments and orders. • Juvenile—exchange all case history information. • Link up temporary restraining orders, domestic violence filings. 5. Assess feasibility to interconnect with public defender/alternate defender for: FY 97/98 • Juvenile exchange all case-history information. U • Family Law—exchange all case history information. _ 6. Assess feasibility to inter-connect with social services to access juvenile, FY 97/98 adoptions information. 7. Assess feasibility to interconnect with probation: access probation reports, FY 97/98 investigations. 8. Assess feasibility to inter-connect with county counsel for: FY 97/98 • Juvenile, adoptions--exchange case history information and reports. • Conservatorships/guardianships—case histories and reports. 9. Assess feasibility of inter-connecting with health services for: FY 97/98 • Department of Conservatorship—access reports and case history. Version 5 Contra Costa Count} - August 26, 1996 - Pac;, 3 DJ ATE FOR CONTRA COST. COUNTY b 10. Assess feasibility of interconnecting with the registrar of voters for: FY 97/98 © Voter registration and juror source lists. c. Network: Migrate courts into countywide LAN/WAN network architecture (part of FY 4Q 96/97 countywide frame relay/ATM strategy). d. E-mail: SMTP interface is standard. County will maintain centralized directory of e-mail Ongoing addresses. e• Wider bandwidth capacity: Current bandwidth is adequate, but will be increased as new applications demand it. Ongoing :............. GOALS: To provide timely and effective computer support through adequate information technology staffing and training. To increase all court staff's computer skills level to allow them to make more effective use of automated tools. CURRENT SCENARIO: - Narrative describing current training/education and staffing policies,priorities and opportunities for improvement. The ability to educate and train staff is dependent on adequate existing staff and financial resources. Currently there are very limited resources to provide computer training for information technology staff and users. Some training is being conducted by the County Department of Information Technology. Information technology staff obtain training by attending vendor educational programs, private schools, public schools; and conferences. Between municipal and superior court there is a staff of four that supports multiple hardware platforms that consist of a Data General minicomputer, two Novell Netware LANs, a IBM AS400, a IBM Risc 6000, a VN4X200, and a county-wide justice microwave network. They are responsible for over 800 devices, which includes terminals, printers, personal computers, and data communications equipment. In addition, they are responsible for all personal computer software, as well as application system software, operating systems,-and communication software on.all the various platforms. The two municipal court staff are also responsible for facilities management of the municipal court locations. TECHNOLOGY OPPORTUNITIES AND STRATEGIES TARGET a• Acquire additional information technology staff in order to meet the needs of a FY 97/98 consolidated court system and ever increasing demands on information systems. Three additional positions have been requested in the 97/98 budget to provide adequate coverage for all current platforms, networking, and applications support. b• Cross-train information technology staff between the superior and municipal court Significant progress on networking technology, hardware platforms, operating systems, and application by July 1, 1997 systems. c. Evaluate the needs of all staff and the resources required to provide adequate March 1, 1997 computer training. Version 5 Contra Costa County - August 1996 - Pa,.:4 COURT TECHNOLOGY PLANNITNG TEMPLATE FOR CONTRA COSTA COUNTY ... ............... .... ....... ......... wm.. ........................ ......... ..... .. ... ...... ...... GOALS: To protect the electronic data of the court in accordance with federal, state and local rules. CURRENT SCENARIO: Narrative describing current IT policies including priorities and opportunities for improvement. The court is using a county Board of Supervisors Resolution 95/560 entitled"County Computer Use and Data" and the Department of Justice rules as defined by government code for the protection of electronic data and the privacy thereof. TECHNOLOGY OPPORTUNITIES AND STRATEGIES TARGET a. Develop a more inclusive written court policy on the privacy of access to, and September 1,1997 protection of electrdhic*data. B. INFORMATION MANAGEMENT (Note: For many courts the strategies in this section must be broken down at the caselbusinessfunction level; e.g., criminal, traffic, civil, accounting,jury management, etc.) Case Management Systems: Casetype Municipal Superior Arbitration AGS Civil/Small Claims, Unlawful Civil/Small Claims (ISD) Detainer Civil, Probate, Fan-dly AGS Criminal LJIS LTTS BA Bonds Q&A Bond Collections CUBS Jury Unicorn Jury+ Unicorn Jury+ Juvenile AGS Traffic AMORS (LJIS) Mediation—Family court Home-grown PC-based Mediation—ADR Filemaker Pro application GOALS: To provide court management systems for all case types and functions, which are accessible at all court locations throughout the county. Version 5 Contra Costa Col-LnLv - Aum-Lst 26, 1996 - Page 5 D,-! COURT T 2,C*—L;0ii_QGV PILIA G TFNiPL ATE FOR CONTRA COSTA COUNTY CURRENT SCENARIO: i Narrative descrihing current automated court management systems, highlighting redundancy, gaps, priorities and opportunities for improvement. Municipal and superior courts are currently consolidated in two areas: criminal (LJIS) and Jury (fury+). UIS is inadequate in the areas of calendaring and accounting, and will require major enhancement or replacement. The courts are satisfied with Jury+ and don't have any plans to change jury management systems, although enhancements such as IVR will be considered. Superior court uses AGS for all other case management, with the exception of mediation for Family Court Services and alternative dispute resolution. Both mediation systems are home-grown PC-based applications that were developed due to the unique requirements involved that weren't supported by AGS. Neither system is meeting current requirements in'a number of areas, and it would be desirable to have the functional capability in'a single civil system. Municipal utilizes a number of systems for case management, including: ISD Civil/Small Claims (civil/small claims), Q&A Bond (bail bonds), CUBS (collections), and AMORS (traffic). In addition to implementing a single criminal system that can meet functional requirements and consolidate some of the systems, the county would like to implement a single civil system that can meet the needs of both courts. It is foreseen that the first major step is to implement a single calendaring function, followed by a,plan to migrate to a single civil system. ..,TECHNOLOGY OPPORTUNITIES AND STRATEGIES TARGET a. Phase I: 1. Consolidated calendaring capabilities. September 1, 1996 2, Imaging system for probate records. November 30, 1996 3. Cross platform informational interchange capabilities with all court systbms. December 31, 1996 4. Hire consultant to perform juvenile/civil systems evaluations. November 1, 1996 5. Juvenile system evaluation, including needs/requirements analysis, business January 1, 1997 objectives, cost/benefit analysis, etc. 6. Civil system evaluations to consolidate or replace the two current civil systems, March 1, 1997 meet FCS needs, and meet ADRJMediation needs. 7. Evaluation and request funding for next imaging application. March 1, 1997 8. Year 2000 system updates. June 30, 1997 9. Create interim accounting system with bail bonds and trusts included. July 1, 1997 . 10. Evaluate accounting systems for integration in Phase H. December 31, 1997 11. CPO (Court Probation Officer) system in development. June 30, 1998 12. Evaluate criminal system in accordance with the three levels of enhancement July 1, 1998 priorities that have been identified and implement if cost effective (see attachment). Version 5 Contra Costa County - August 26, 1996 - Pagc 6 COURT TECHNOLOGY PLANNING TE-14PI,,ATE FoR CONTRA COSTA COUNTY b. Phase II: I. Based on completion of civil system evaluation - complete selection of single December 31, 1997 civil system. i 2. Based on completion of juvenile system evaluation- complete selection juvenile December 31, 1997 j system. 3. Evaluate and request funding for next imaging application. March 1, 1998 4. Based on completion of accounting system evaluation- complete selection of July 1, 1998 integrated accounting system. 5. Complete CPO. September 30, 1998 6. Complete Implementation of juvenile system. October 30, 1998 - 7. Complete implementation of single civil system(completion date based on December 31, 1998 evaluation selection). . 8. Evaluate and reassess criminal system enhancements based on Phase H priorities January 1, 1999 and Phase I priorities not implemented. 9. Complete implementation of accounting system.- June 1, 1999 r:::f.:W:.r..:f.+::%fr?:f{-ii.?::i.•r... J.�J!C}rii:�:3!t l'ii:; .. r: .. .... � r. .. n .. .. ... .. .. •i � .-':. •. .:�•+i:rfrvrr::r..•.r :.;r!`'/.4i:?!}}}.rj?i?::}:::::v::...:..rf:., ..f.. .!r r`^.i'f?:•}:ri•Yii}Sr.rn.r. .}.ryr:}'•:-ii' r..f...r....rv::fv.». r::•:^}.4: •• -:.::. v .: .... ! -: •:.:. - '. .::. - -... : '}i4:}%+ti!is�.r!:}�j.•?:'1::................ ..v?:f•}:�f.-�:%:%:tv+r::v:::r:.-T.J:+•rr::•:+--.�:.:•;r.:•J.-/.::4i'Fii}:?^:•i:?:�.i'i: .�r.•i>}:-E:Ik.1 `-::':`!'ri:???2!?!.;.};.}!.rr.�}}}}:?i.?-:.::>?::.:..r.... GOALS: To provide statistical information electronically to departments, divisions, and agencies(state and federal) as required. CURRENT SCENARIO: Narrative describing current statistical reporting capabilities, highlighting gdps,priorities and opportunities 'for improvement. All data is currently being generated, but not necessarily in the proper format. In order to meet AOC format requirements, data must be manually entered. The county plans to comply with AOC defined formats for FY 97/98, ideally in electronic format. The courts would also like to have ad hoc reporting and local manageii ent statistical reporting capabilities. TECHNOLOGY OPPORTUNITIES AND STRATEGIES TARGET a• Evaluate and request funding to generate statistical reports in required format. April 1, 1997 b. Provide tiered level informational reporting via a 4GL language for ad hoc June 1, 1999 reporting. To be phased in after court management systems are implemented. U$ C::ACCES .: RX..: _ .:EQ€IR'I'.l3RAA . ......... ................ ..................................................................r...........,::.........:..r.:.....::::.::.:.::.:...................... ............ ...............}............................................................................:.. .....r...r i.....rr?.t.... ?...... .. 4 Note ::::::Th :::..:.:.rs...:.. ..:a...:.... a s: r... read...... .::.v:......:. .............:.................:..........::.... .:....::.........:... ............. ...::...........................::::..:::::. ._::::::::::::.:.. ::.......:.............................:...:.................................................. ...... ...........:..::....::..:..:::..::::.....:.:::.:::::...:::€ .........:.::.... ::..1� ::.:::::.. ori:::•eaf .:::....;...rr < d l-'.;.,,..::::,:.:,:.�:.> de`>. �.,..:.:._> iaevre .arn . r..section .Z ... .......rma ...:. :...:....:: a #cont ..c.......: ......... .:....::..:...:..................................................:.._ ..... .:.:... GOALS: To provide effective and accurate information to the public and liaison agencies in a timely and affordable manner. Version 5 Contra Cosia County - august 1996 - p. 7 J COURT TECHNOLOGY PLANNING TEMPLATE FOR CONTRA COSTA. COUNTY CURRENT SCENARIO: Narrative describing current electronic public access to court data, highlighting gaps, priorities and opportunities for improvement. Municipal court doesn't provide public access to electronic information. Superior courthas dial-in access for civil information available to the members of the bar, other governmental agencies, and data-gathering agencies only. It isn't available to the general public. TECHNOLOGY OPPORTUNITIES AND STRATEGIES TARGET a• Interactive voice response system used for traffic system inquiry. October 31, 1996 b. IVR for municipal civil/small claims. February 1; 1997 c- IVR for jury. July 1, 1997 d• Bring up an Internet Web page containing general court information. November 1, 1996 e. Evaluate and obtain funding for kiosk systems for family, small claims, probate, March 1, 1997 traffic, and general court information. C. ANCILLARY COURT TECHNOLOGY APPLICATIONS ..�:: :. .:..::...: GOALS: Enhance judicial functions via software products, networking, expert systems, and automated courtroom technologies which include state of the art audio and video. CURRENT SCENARIO: Narrative describing current IT facilitation of judicial functions highlighting gaps,priorities and 'opportunities for improvement. All of the bench officers of the Coordinated Trial Courts of Contra Costa County currently have personal computers/dumb terminal access. All of the bench officers have access to word processing, e-mail (internal and Internet), online legal research (LawDesk, Sheppards, and Attorney's Briefcase), and CALJIC and BAR jury instructions. Some of the bench officers have access to case database software(Bench Manager or FileMaker Pro), Dissomaster and other family support products,judicial bulletin boards (JIBBS and CJIS), and real-time reporting on the bench. There are varied methods(LAN, WAN, and dial-up)used to access these primarily Windows-based products. Electronic (video/audio) recording of superior court proceedings has proven to be highly beneficial, but there are questions and concerns about whether it can be legally used. The county would like to have some direction from the state on its use so that the facilities can be used and perhaps expanded. TECHNOLOGY OPPORTUNITIES AND STRATEGIES TARGET a. Video arraignment/conferencing via PC networking. December 31, 1998 b. Utilize audio and video recording of court proceedings to the full extent of the law. Ongoing c- Utilize real-time reporting to the extent determined by the bench. Ongoing d. Upgrade bench officers' access method to various existing automated products and Ongoing services, and expand use of technology on the bench. Version 5 Contr Costa County - Am4ust 1-6, 1996 - Pa2c S COURT TECHNOLOGY PLANN NG TE=MPLATE FOR CONTRA COSTA COUNTY {{ GOALS: To improve judicial administration through the use of automated tools both internally to the court and externally in interfacing with the public. CURRENT SCENARIO: Narrative describing current judicial administration capabilities, highlighting gaps,priorities and opportunities for improvement The courts rely heavily on court technology, including: court management systems, personal computers, office automation products, IVR, voicemail, e-mail, EDI, assisted listening devices, real-time reporting, legal research, bar coding, audio and video recording, and dial-up access to court records. The majority of the courts' administrative staff have personal computers with access to court management systems, word processing, spreadsheet program, and e-mail (internal and Internet). In addition, there is some method of access to county budget, personnel, and payroll systems. There is some use of voicemail systems to help direct the flow of incoming phone calls and provide information to the.public. Bar coding-is currently being used injury management. TECHNOLOGY OPPORTUNITIES AND STRATEGIES TARGET a. Expand use of superior court voice processing system. December 31, 1996 b• Expand municipal court interactive voice response system to accept traffic July 1, 1997 payments. Use Internet Web page as a method to allow electronic transmission of information . December 31, 1997 from the public to the court. d• Evaluate and obtain funding to implement a project management and tracking March 1, 1997 system that includes critical path and cost reporting. e• Evaluate feasibility and desirability of implementing remote and electronic filing. To December 1, 1999 be phased in after court management systems are implemented and funding is approved. f. Provide access to other county and state agencies as they become available(such as Ongoing county general services for work orders and requisitions, and to tax intercept). GOALS: Provide technological access to the courts for court participants who are disabled, hearing impaired, or non- English speaking. Version 5 C_---a Costa Counp: - _u�;,ust -25. 1996 - D-9 COURT TECHNOLOGY PLANNING TELVIPLATE FOR CONTRA COSTA COUNTY CURRENT SCENARIO: Narrative describing current accommodations of special needs, priorities and opportunities for improvement. The court provides assistive listening devices for the hearing impaired and interpreter services of non-English speaking and hearing impaired persons. All new/remodel facilities construction meets ADA standards. TECHNOLOGY OPPORTUNITLES AND STRATEGIES TARGET a• Look at new ways for providing access to the judicial system for the disabled and Ongoing impaired using technology (such as Internet, IVR, and Braille reporting) as it becomes available. III. Plan Development and Maintenance The Coordinated Courts of Contra Costa County are currently served by a number of platforms and complex inter-related networking systems. It will be the goal of the Coordinated Courts Executive Committee to insure that all platforms and applications are assessed with the purpose of eliminating any technological impediment to coordination, and implementing a plan that will lead to technological changes which will enhance the efficiency of the court system into the 21 st century. The coordinated courts have a substantial technological support system. At the immediate level,there is an information system committee made up of court management staff that meets regularly. The County Justice Systems Committee meets quarterly. The coordinated courts has a representative on the County Information Technology Strategic Planning Executive Committee. In order to keep the plan current, it will be reviewed and updated on a quarterly basis by the information services committee. The Coordinated Courts has a representative on the County Information Technology Strategic Planning Executive Committee, and County Wide-Area Network Technical Committee. The oversight for strategic planning efforts will be the responsibility of the Coordinated Courts Executive Committee with respect to the criminal and juvenile systems. The Executive Cbmmittee will cooperate with the Countywide Justice Agency Automation Committee. The Executive Committee will be responsible for reviewing budgets, ongoing projects, planned projects and future projects and the promotion of regional court inter-connectivity. The goal of the committee will be to integrate all court systems, ensure that staff are cross- trained, enhance the information technology division of the courts and assess court user needs. Two of the primary responsibilities of the Executive Committee will be to review an analysis and recommendation regarding the two civil systems utilized by the courts and to ensure that ta plan is formulated and implemented to fully integrate the criminal system utilized by the courts. The Executive Committee will further ensure that goals are defined and a plan to meet the goals is prepared (including deadlines). The Executive Committee will support and encourage flexibility in this effort, will see that progress and successes are reported to all court staff, and that the complex information strategic plan will be accomplished in a flexible and optimistic fashion. Version Contra Costa County - August 26, 1996 - Pa�c 10 CGURT TECHNOLOGY PLANNING TEMPLATE FOR CONTRA COSTA COUNTY IV. Signatures and 'Titles of Policy Makers Policy Maker Name/Title Signature John Minney/ Administrative Presiding Judge Coordinated Trial Courts Len LeTellier/Court Executive Officer Superior Court Ken Tone/Court Administrator Municipal Court Steven Steinbrecher/ Chief Information Officer Contra Costa Coun Version 5 Contra Costa Coun'ir - Au4usz '_0. 1990 - !I MUNICIP�T. COURT CRIMINAL ENHA_NCE22NTS Priority One Items: - Probation Sentences: Provide apecial screen(s) that mock the probation order so all conditions of probation can be entered and possibly forwarded to other departments. Print copies of the referral and order at Probation, Collections and Compliance Unit (CCU) and Public Defender offices as necessary. - Diversion: provide special screen that mocks the diversion order. Also deletion/vacate of diversion orders including subsequent orders for when they are entered in error. Allow diversion to be reinstated, modified etc. including changes in the term. - Other Sentencing: Full tracking of original sentence versus sentence modifications, change of edits and required fields for specific sentence conditions, include a field for the amount of restitution, more space in the other sentence field and add social security number input on this screen. - Security: Require password changes every 90 days plus build a security table that shows by clerk which functions within a system the clerk is allowed to update. - Abstracts: Sending of criminal DMV abstracts electronically rather then creating the paper. This is to include the tracking of alcohol related violation reporting. - Tables and Edits: Add edits on input so city names meet DMV reporting requirements. - Bonds: Full bail bond tracking system including table edits for bail bond companies and automatic generation of required notices. - Accounting: Provide automatic breakdown of fines at' sentencing time and distribution of revenue when payments are collected. Include complete teller report processing and transfer of information to a central accounting system that covers all case types plus bails and trusts. - Minute Sheet Reouests: Have ability to request one at a. time from the name inquiry screen and have the appearance automatically created and added to the case. - Appeals: Provide for full appeal tracking including a note with the actions. on inquiry the action (e.g. APPEAL FILED) and the note should both show. Include the generation of a appeal notices and easier navigation within the screen. - Sealing Case Records: Make sealing and unsealing of case records a supervisor function. - Combine Screens: Combine the CT..c?RItiG and COURT DEFY EVT.'TITS 0 /2 496 < D. ^ screens into one screen to make clearing process easier for clerk and thereby insure more accuracy in information that relates to case processing time. - - Pleas: Upon entry of certain reason-on-calendar codes, if a plea was=:not entered automatically take the operator to the plea screen for entry of the information. - Social Security Number: Allow entry on defendant information screen(s) but once entered mask so staff cannot inadvertently give the information out. - Case Update Screen: Allow re-referral to Probation or Public Defender, . include true name update on this screen, move all abstract request fields to another screen and allow for up to three appearances to be entered at one time. - Clerk Codes: capture the clerk.code for every update and display on case inquiry screen. Print clerk code on individually requested minute sheets. Priority Two Itemst -Indexing: Expanding indexing of cases to include indices by agency, police report number/citation number, driver's license number, social security number and violation. - Notes: Add a note screen screen with a limited number of lines. Warrant Bail Calculation: When issuing warrants for failure to comply with a court order where time was granted to complete the order have the system automatically calculate the bail amount and break it down to the appropriate revenue codes. Amended Complaint: When using facial amendments option have system prompt whether this was an amended complaint or notYand if it was add the necessary information to the case so the that case inquiry screen reflects the amended complaint information. Interpreter Request: Provide automated interpreter request processing. - court control Screen: Modify the processing within this screen so less keystrokes are required by changing the cursor placement and amount of data that displays. Minute Sheets: Print probation expiration date on minute sheets. - Case Initiation: On the "exception" and "post disposition" fields default to "No" and let operator change if necessary. - Calendaring: on the screen where last minute addcns are entered allow for more that one page of processing and allow for paging forward or backward within tae calendar. 07/24/96 3 Report Print Screen: Make dieplay of reports awaiting print pore user Friendly by indicating if calendar was requested by session, Indicating NO LINES TO PRINT if report has no information and. displaying the number of pages each report has to print. - Remand Hail: Add a field for in-custody defendants that indicates the amount of bail they can post to get out of custody. Allow update and change of this information during the course of- their in-custody time. - Coneolidated cases: Display main case number on inquiry screen and on the calendar display the cases that were consolidated under the main case _ number. Prioritx Three Items: Documents Filed: Ability for Municipal courts to add documents filed to the case record. This ability exists at Superior court level but not Municipal Court level. - Docket Print: Change the way the docket prints at case initiation time so more options are available in the order in which it prints (e.g. All, by clerk_, etc. ) . - Stays: Add a stay disposition of VOID so stays entered in error can be voided/vacated but still show on the stay calendars for audit purposes. - Destruction List: Provide a destruction list when cases meet destruction time limits. Also purge these cases off the database and put them on microfiche for reference by agencies. - Setting Guide: Ability to request by specific sessions or all at one time. Also make the Volume Indicator report a separate process. - Order to .Show Cause Reason: When an appearance is scheduled for an Order to Show Cause provide 3 lines of typing spacq and print this information on the calendars so courtroom clerks and judges would know why the defendant was ordered to appear. 07/?4/96 4 SUPERIOR COURT 3EQUESTS This is a list of requests for programming changes made by Superior Court staff. These requests were estimated but have not been approved by the Csurt to have programming done. - Subsequent Actions: Change display on this screen so the operator has more information about the current status. Also change some edits. - Facial Amendments: Change display so operator is aware of current status of charges and therefore knows more about what changes need to be made based on the court order. - Case Update: Change display so operator can tell when a warrant held is still in effect or a probation or public defender referral has been done. If active warrant exists make operator answer a question about whether the warrant is to be recalled or not. - Minute Comments: Streamline processing of minute comments so they are easier to enter/change. Also prompt for warrant recall when a comment is being added and there is an outstanding warrant. - Documents Filed: Need more document types and an easier way to change/delete documents filed when errors are discovered. - Sentencing: Add sentence condition of "restitution fine". - Reports: Allow printing of "Face Sheets" from report screen, include prepared for date in display of reports and delete the "officer list" part of the Public Calendar. - Menu: Have menu edit for required updates rather then going into update screen and then finding out about the problem. Also clean up the few error messages that are clearing out the clerk's password. - Case Inquiry: Include the charge code in the disposition section not just the severity and count number. - Booking Name: Include the booking name in the system and print on calendars if defendant is in-custody. - Master Trial Calendar: When case is scheduled for trial put on a special calendar that can be modified and controlled by the District Attorney's. office and forwarded to Court and Jury Commissioner' s Office. - Remand Orders:. Print remand/release order form on defendants that are in-custody along with'the minute sheets for those defendants. - Search List: Modify the report 6o the charges are included and whether probation is court or formal probation. - Microfiche Name Index: Add DOB to the index and tapes sent to vendors. 07/24/96 5 CONTRA COSTA MENTAL HEALTH COALITION Contra Costa County Supervisors- August .11, 1997 The Mental Health Coalition is united as a group in opposing any cuts to direct services. As you all know, our system has been stru&gling for years to meet the needs of at risk county residents of all ages who turn to our system of care for help. Because of cutbacks in the recent past, there are major gaps in the often life- saving continum of services. Housing and more community based services are urgently needed to avoid consumers ending up in overly expensive and sometimes dehumanizing institutional care- or, out on the streets, homeless. We are sorry that once again you, the Board of Supervisors, must be in the position to face the demands made on you by all the county departments you are responsible for during a budget cutback.Ve do not envy you the Sophies'choices you may have to make. In your process of decision making we know you will weigh the human cost df cutting mental health services and try your best to avoid that cost to the most vulnerable among us. Alliance for the Mentally 111 of Contra Costa County, Contra Costa County Contractors and Friends Alliance, Contra Costa County Mental Health Commission, Contra Costa Network of Mental Health Clients, Mental Health Association of Contra Costa County, Public Employees Local #1 P.O. Box 315, Concord, CA 94522 Tel: (510) 825-4700 Fax: (510) 825-2610 r mherpclt.w•kl Health Services Department Mental Health Division Expenditures and Clients Served Consumers Average Exp, Fiscal Year Exenditures �1) )Served 2 Per Consumer -- --- --- — - - --- - - ----- ------------ FY 1991-92 $39,937,000 7,544 $5,294 FY 1992-93 $41,201,000 (3) 8,725 $4,722 FY 1993-94 $39,409,000 (3) 9,233 $4,268 FY 1994-95 $42,636,000 9,790 $4,355 FY 1995-96 $44,999,000 10,139 $4,438 FY 1996-97 $48,795,000 (4) 10,895 $4,479 Footnotes: (1) From County Comprehensive Annual Financial Report (2) Total consumers served is unduplicated count and is based on data collected in the PSP Information system (3) The decrease in total expenditures in FY 93-94 compared with FY 92-93 is due to County decision to decrease State Hospital bed purchase (from 71 beds in FY 92-93 to 39 beds in FY 93-94), and to instead, place these clients in lower cost alternative levels of care. (4) Unaudited Observations : 1 ) County population rose 9 . 2% over this 6-year period, while the number of clients served rose 44 .4%, lowering .the cost average per consumer served by $815, or 15%. ( 2 ) The savings referred in Footnote ( 3) above were not redeployed within the Mental Health Division, but were diverted to other categories in Health Services ( 3 ) The adults and children served in the data above represent the most vulnerable segment of our County' s population. Any cuts to front line services would seriously jeopardize our progress in reducing our dependence upon costly institutional care , including Intensive Case Management programs , that has been so effective in reducing hospitalizations . Wayne Simpson, AMI-CCC Health Services Department Mental Health Division Expenditures and Clients Served in Constant Dollars* Consumers Avg. Expend . Fiscal Year Expenditures Served Per Consumer FY 1991-92 $39,937 , 000 7 , 544 $5 , 294 FY 1992-93 39,498,000 8 ,725 4, 527 fy 1993-94 36,092 , 000 9 , 233 3 ,_909 FY 1994-95 38 ,550,000 9,790 3 ,938 FY 1995-96 39, 434, 000 10, 139 3 , 889 FY 1996-97 41 , 509, 000 10, 895 3 ,810 Observations : *Cpnstant Dollars using the same deflator as the County Administrator Office for the Ad Hoc Budget Committee Meeting of April 16 , 1997 In constant dollars , expenditures have. -risen. by. $1 ,. 572 ,000 or 3 . 9 per cent over this six-year period . The number of clients served has risen by 3 , 351 or 44.4 per cent . It should be noted that the savings in FY 93-94 vs . FY 92-93 did not accrue to the benefit of the Mental Health Division but were diverted to other categories in Health Services . Wayne Simpson, AMI-CCC Request to Speak Form ( THREE (3) MINUTE LIMIT) Complete this form and place It in the box near the speakers' rostrum before addressing the Board Name: c% es phone: -10-7- 08 4& Address:, I am speaking for myself_or organization: D . S, A , wme of or 'Stwo CHECK ONE: _ I wish to speak on Agenda Item #_ Date: Mycomnnertts will be: Seneral_ for against_____. I wish to speak on the K bject of _ I do not wish to speak but leave these comments for the Board to consider: Request to Speak Form, c ( THREE (3) MINUTE LIMIT) Complete this form and place It In the box near the speakers' rostrum before addressing the game: JOAO P ' t o v/� 1hone• 1 1) -1131/ I am speaking for myself. or organizattion: Omm of organtratioN CHECK ONE I wish to speak on Agenda Item My oommertts will be: general dor 1 wish to speak on the abject of 1 do not wish to speak but leave these comments for the 6odrd to consider: Request to Speak Form 105 ( THREE (3) MINUTE LIMIT) Complete this form and place it in the box near the speakers' rostrum before addressing the Board Name: Phone: Mdressi— - ChtY' kj 1 am speaking for myself or organization: 66&- , dame Of or6antutioN CHEOC ONE: I wish to speak on Agenda Item #` Qat mments My cowill be: general +for._, t ^wish to speak on the subject I do not wish to speak but leave time comments for the Board to consider: Request to Speak Form ( THREE (3) MINUTE LIMIT) Complete this form and place It in the box near the speakers' rostrum before addressing the Board Name: W,4 Yltle- Mks owl -Phone:-^-o v/ 6-3 Address:_ `� o /0fee �,9 vt (ec6,- 1 am speaking for myself`or organization: /I /- GCC of orsantuU-- CHEC�C ONE: r�.�^/�A � ��L�t4 '2 v ?jy c� inwm _ I wish to speak an Agenda Item #.. Oate: My comments wilt be: general _,.Jor,+a0nstr,_____• I wish to speak on the steed of 1 do not wish to speak but leave these comments for the Board to consider: Request to Speak Form s ( THREE (3) MINUTE LIMIT) Complete this form and place it In the box near the speakers' rostrum before addressing the Board. Na,,. /-,/, 0, Phone: 1 am speaking for myself or organization: Omm of 0-- d atioN CHECK ONE: I wish to speak on /Agenda Item B______ Oat My ininents will be: general _.fbr_"W c,� . _ 1 wish to speak on the s Af ect 1 do not wish to speak but leave these comments for the Board cwwder-. Request to Speak Form ( THREE (3) MINUTE LIMIT) Complete this form and place it in the box near the speakers' nostrum before addressing the Board. e,: , ,,hone; 1 am speaking for myself_-Zlor organization: One of orpnin is 0 CHECK ONE: 1 wish to speak on Agenda Item #_ Date: My comments will be: general _for��na#_ 1 wish to speak on the abject of U 1 do not wish to speak but leave these comments for the Board to consider: