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HomeMy WebLinkAboutMINUTES - 04162019 -CALENDAR FOR THE BOARD OF SUPERVISORS CONTRA COSTA COUNTY AND FOR SPECIAL DISTRICTS, AGENCIES, AND AUTHORITIES GOVERNED BY THE BOARD BOARD CHAMBERS ROOM 107, ADMINISTRATION BUILDING, 651 PINE STREET MARTINEZ, CALIFORNIA 94553-1229 JOHN GIOIA, CHAIR, 1ST DISTRICT CANDACE ANDERSEN, VICE CHAIR, 2ND DISTRICT DIANE BURGIS, 3RD DISTRICT KAREN MITCHOFF, 4TH DISTRICT FEDERAL D. GLOVER, 5TH DISTRICT DAVID J. TWA, CLERK OF THE BOARD AND COUNTY ADMINISTRATOR, (925) 335-1900 PERSONS WHO WISH TO ADDRESS THE BOARD DURING PUBLIC COMMENT OR WITH RESPECT TO AN ITEM THAT IS ON THE AGENDA, MAY BE LIMITED TO TWO (2) MINUTES. A LUNCH BREAK MAY BE CALLED AT THE DISCRETION OF THE BOARD CHAIR. The Board of Supervisors respects your time, and every attempt is made to accurately estimate when an item may be heard by the Board. All times specified for items on the Board of Supervisors agenda are approximate. Items may be heard later than indicated depending on the business of the day. Your patience is appreciated. ANNOTATED AGENDA & MINUTES April 16, 2019            9:30 A.M. Convene, call to order and opening ceremonies. Inspirational Thought- "A pessimist sees the difficulty in every opportunity; an optimist sees the opportunity in every difficulty." ~Winston Churchill Present: John Gioia, District I Supervisor; Candace Andersen, District II Supervisor; Diane Burgis, District III Supervisor; Karen Mitchoff, District IV Supervisor; Federal D. Glover, District V Supervisor Staff Present:David Twa, County Administrator Sharon Anderson, County Counsel CONSIDER CONSENT ITEMS (Items listed as C.1 through C.71 on the following agenda) – Items are subject to removal from Consent Calendar by request of any Supervisor or on request for discussion by a member of the public. Items removed from the Consent Calendar will be considered with the Discussion Items.   DISCUSSION ITEMS   D. 1 CONSIDER Consent Items previously removed.    Consent items C.4, C.7 and C.17 were removed to allow for discussion and subsequently adopted as presented.   D.2 HEARING to consider adopting Ordinance No. 2019-10 and Resolution No. 2019/123, to adjust transportation mitigation fees for West Contra Costa Transportation Advisory Committee’s (WCCTAC) Subregional Transportation Mitigation Program, and to reestablish the boundaries of the WCCTAC area of benefit, as recommended by the Public Works Director and the Director of the Department of Conservation and Development, West County. (100% West Contra Costa Transportation Advisory Committee Fund) (John Cunningham, Conservation and Development)       AYE: District I Supervisor John Gioia, District II Supervisor Candace Andersen, District III Supervisor Diane Burgis, District IV Supervisor Karen Mitchoff, District V Supervisor Federal D. Glover D.3 HEARING on the Fiscal Year 2019/20 Recommended County and Special District Budgets. (David Twa, County Administrator)       Speakers: Catrina Beverly, SEIU 1021; Ashley Payne, SEIU 1021; Mariana Moore, Budget Justice Coalition; Jane Courant, Contra Costa Racial Justice Coalition; Marc Miyashiro, IFPTE Local 21; Sean Stalbaum, IFPTE Local 21; Kathryn Wilbur, Mental Health Systems; Vicky Dominguez, SEIU 1021; Jan Benlin, Alternative Family Services; Roger W. Danids, Fred Finch Youth Center; Tom Alexander, CEO, Fred Finch Youth Center; Jeff Sloan, Early Childhood Mental Health Program; Kathy Greene, ACCE; Ken Berrick, Seneca; Rita Schank, Ujima; Carly Finkle for Larry Sly, Contra Costa-Solano Food Bank; Lisa Davis, Local 1; Lisa Harlon, AFSCME 2700; Dan Geiger, Alliance Human Services; Melody Howe Weintraub, Multi-Faith Action Coalition; Jessica Donohue, Seneca Family of Agencies; Cathy Green; Gabriel Eritson; Johanna Navarro, Seneca; Liz Blee, Seneca; Melvin Willis; Rosa, ACCE; Patricia; David Sharples; Doug Leich, Multi-Faith Action Coalition;. The following did not wish to speak but left written comments for the Board's consideration: Seneca Family of Agencies: Julia Nierenberg, Lori Slorvivsier, Audra Higbee, Beth Harvey, Cecilia Mendoza, Anna Mitchell, Jennifer Blanza, Melissa Lawton, Sonja Gose, Alicia Hooton, Alexa Boffoli, Jessica Esohman, Amy Kirsztaj, Lavron Crutsinger, Janet Briggs, Share Patterson, Laurie Scarbonnek, Jaazor Shalah, Dallas Fletcher, Rachel Norris, Sarah Accourzo, Kaycee Hasan, Verlesha Smith, Sarah Aldaimalani; Ronnie R. Mabou, Youth Homes Inc.; Candy Espino, Youth Homes Inc.; stephanie Downs, Youth Homes, Inc.; Marilyn Lucey; Shainz Van Pert, Contr Cost CBO's; Jack Avery, United Way Bay Area; Nicole Nelson, Seneca Robyn Ganeies, Seneca; Sarah Vasquez; Hannal Hernandez; Rebecca Fox.     AYE: District I Supervisor John Gioia, District III Supervisor Diane Burgis, District IV Supervisor Karen Mitchoff, District V Supervisor Federal D. Glover Other: District II Supervisor Candace Andersen (ABSENT) D. 4 PUBLIC COMMENT (2 Minutes/Speaker)    There were no requests to speak at public comment.   D. 5 CONSIDER reports of Board members.     There were no items reported today.   ADJOURN   CONSENT ITEMS   Road and Transportation   C. 1 APPROVE and AUTHORIZE the Public Works Director, or designee, to execute a contract with Mark Thomas & Company, Inc., in an amount not to exceed $300,000 for civil design services for the Fred Jackson Way First Mile/Last Mile Connection Project, for the period April 16, 2019 through December 31, 2021, Richmond area. (70% Active Transportation Program, 15% Transportation for Livable Communities, 5% San Francisco Bay Coastal Commission, and 10% North Richmond Area of Benefit funds)         AYE: District I Supervisor John Gioia, District II Supervisor Candace Andersen, District III Supervisor Diane Burgis, District IV Supervisor Karen Mitchoff, District V Supervisor Federal D. Glover C. 2 ADOPT Resolution No. 2019/121 approving a list of projects for FY 2019/20 funded by Senate Bill 1 (SB1): The Road Repair and Accountability Act of 2017 , Road Maintenance and Rehabilitation Account funds and DIRECT staff to submit the list to the California Transportation Commission, as recommended by the Transportation, Water and Infrastructure Committee. (100% SB1 Road Maintenance and Rehabilitation Account)        AYE: District I Supervisor John Gioia, District II Supervisor Candace Andersen, District III Supervisor Diane Burgis, District IV Supervisor Karen Mitchoff, District V Supervisor Federal D. Glover Engineering Services   C. 3 ADOPT Resolution No. 2019/114 accepting completion of the warranty period for road acceptance, and release of cash deposit for faithful performance, for road acceptance RA07-01234 (cross-reference subdivision SD13-09247), for a project developed by Shapell Industries, Inc., a Delaware Corporation, as recommended by the Public Works Director, San Ramon area. (100% Developer Fees)       AYE: District I Supervisor John Gioia, District II Supervisor Candace Andersen, District III Supervisor Diane Burgis, District IV Supervisor Karen Mitchoff, District V Supervisor Federal D. Glover C. 4 ADOPT Resolution No. 2019/118 accepting as complete, the contracted work performed by ENGIE Services U.S. Inc. for the installation of solar arrays on the new parking lot at 1125 Escobar Street, formally 651 Pine Street, Martinez, as recommended by the Public Works Director, Martinez area. (100% General Fund)       AYE: District I Supervisor John Gioia, District II Supervisor Candace Andersen, District III Supervisor Diane Burgis, District IV Supervisor Karen Mitchoff, District V Supervisor Federal D. Glover Special Districts & County Airports   C. 5 APPROVE and AUTHORIZE the Director of Airports, or his designee, to execute a consent to assignment of lease between the County, Michael J. Oakes and VOLY RE LLC, and APPROVE and AUTHORIZE the Director of Airports, or designee, to execute a first amendment to lease between the County and VOLY RE LLC, and APPROVE a 3-year Guaranty by VOLANS-I, Inc. (100% Airport Enterprise Fund)       AYE: District I Supervisor John Gioia, District II Supervisor Candace Andersen, District III Supervisor Diane Burgis, District IV Supervisor Karen Mitchoff, District V Supervisor Federal D. Glover C. 6 Acting as the Board of Directors for the Contra Costa County Fire Protection District, APPROVE and AUTHORIZE the Fire Chief, or designee, to execute a Consulting Services Agreement with RRM Design Group in the amount of $320,000, for the period April 16, 2019 to April 15, 2021, to provide design professional services for the new Fire Station No. 70 project at in San Pablo, and mutually terminate an agreement with Loving Campos Associates, Architects, Inc. for design professional services. (100% Special District Reserves)        AYE: District I Supervisor John Gioia, District II Supervisor Candace Andersen, District III Supervisor Diane Burgis, District IV Supervisor Karen Mitchoff, District V Supervisor Federal D. Glover C. 7 Acting as the Governing Board of the West Contra Costa Healthcare District, ACCEPT the calendar    C. 7 Acting as the Governing Board of the West Contra Costa Healthcare District, ACCEPT the calendar year 2018 Audit Report, ADOPT Resolution No. 2019/127 converting the financial reporting period of the District from a calendar year to a July to June fiscal year basis effective January 1, 2019, AUTHORIZE the Health Services Director, or designee, to sign an amendment with MidAmerica, the third-party administrator for former District employee health and education benefits and AUTHORIZE an expenditure of $30,000 to Standard and Poor’s for a credit assessment to determine the feasability of refunding District bonds. (100% West Contra Costa Healthcare District special funds)       AYE: District I Supervisor John Gioia, District II Supervisor Candace Andersen, District III Supervisor Diane Burgis, District IV Supervisor Karen Mitchoff, District V Supervisor Federal D. Glover Claims, Collections & Litigation   C. 8 DENY claims filed by Gerald J. Basler Jr., John Freeman and The Estate of Desiree R., Mary Ann Gipson, Madeline Henderson, Michael Kitterman, Mark A. Simpson, Kimberly Walter, Anjali Ward and Lilia Cast (2), and Mary Wright. DENY late claim filed by Betty Sakkis.        AYE: District I Supervisor John Gioia, District II Supervisor Candace Andersen, District III Supervisor Diane Burgis, District IV Supervisor Karen Mitchoff, District V Supervisor Federal D. Glover Statutory Actions   C. 9 ACCEPT Board members meeting reports for March 2019.       AYE: District I Supervisor John Gioia, District II Supervisor Candace Andersen, District III Supervisor Diane Burgis, District IV Supervisor Karen Mitchoff, District V Supervisor Federal D. Glover Honors & Proclamations   C. 10 ADOPT Resolution No. 2019/124 proclaiming May 9, 2019, as "Bike to Work Day," as recommended by the Conservation and Development and Public Works Department Directors. (No fiscal impact)       AYE: District I Supervisor John Gioia, District II Supervisor Candace Andersen, District III Supervisor Diane Burgis, District IV Supervisor Karen Mitchoff, District V Supervisor Federal D. Glover C. 11 ADOPT Resolution No. 2019/117 recognizing Fred Weil as the 2019 Moraga Citizen of the Year, as recommended by Supervisor Andersen.       AYE: District I Supervisor John Gioia, District II Supervisor Candace Andersen, District III Supervisor Diane Burgis, District IV Supervisor Karen Mitchoff, District V Supervisor Federal D. Glover C. 12 ADOPT Resolution No. 2018/128 declaring April 16, 2019 Education & Sharing Day in Contra Costa County, as recommended by Supervisor Gioia.        AYE: District I Supervisor John Gioia, District II Supervisor Candace Andersen, District III Supervisor Diane Burgis, District IV Supervisor Karen Mitchoff, District V Supervisor Federal D. Glover C. 13 ADOPT Resolution No. 2019/129 recognizing April 2019 as National Sexual Assault Awareness month, as recommended by Supervisor Mitchoff.        AYE: District I Supervisor John Gioia, District II Supervisor Candace Andersen, District III Supervisor  AYE: District I Supervisor John Gioia, District II Supervisor Candace Andersen, District III Supervisor Diane Burgis, District IV Supervisor Karen Mitchoff, District V Supervisor Federal D. Glover C. 14 ADOPT Resolution No. 2019/145 honoring Bryan Canty as the recipient of the 2019 Red Cross Good Samaritan Award, as recommended by Supervisor Gioia.       AYE: District I Supervisor John Gioia, District II Supervisor Candace Andersen, District III Supervisor Diane Burgis, District IV Supervisor Karen Mitchoff, District V Supervisor Federal D. Glover C. 15 ADOPT Resolution No. 2019/144 honoring Samantha Barhouse as the recipient of the 2019 Red Cross Disaster Service Award, as recommended by Supervisor Gioia.        AYE: District I Supervisor John Gioia, District II Supervisor Candace Andersen, District III Supervisor Diane Burgis, District IV Supervisor Karen Mitchoff, District V Supervisor Federal D. Glover C. 16 ADOPT Resolution No. 2019/143 honoring San Damiano Retreat Center as the recipient of the 2019 Red Cross Community Service Award, as recommended by Supervisor Gioia.        AYE: District I Supervisor John Gioia, District II Supervisor Candace Andersen, District III Supervisor Diane Burgis, District IV Supervisor Karen Mitchoff, District V Supervisor Federal D. Glover Ordinances   C. 17 ADOPT Ordinance No. 2019-11, linking the base salary for members of the Board of Supervisors to the salaries of superior court judges and increasing Board members’ salaries to 60% of judges’ salaries for the period between July 1, 2019 and December 31, 2019; to 63% of judges’ salaries for the period between January 1, 2020 and December 31, 2020, and to 65% of judges’ salaries thereafter; plus, the same periodic increases as are granted by the legislature to the judges. (100% General Fund)        AYE: District I Supervisor John Gioia, District IV Supervisor Karen Mitchoff, District V Supervisor Federal D. Glover NO: District II Supervisor Candace Andersen, District III Supervisor Diane Burgis Appointments & Resignations   C. 18 ACCEPT the resignation of Ylan Hunt, DECLARE vacant the Appointed Seat 7 of the El Sobrante Municipal Advisory Council, and DIRECT the Clerk of the Board to post the vacancy, as recommended by Supervisor Gioia.        AYE: District I Supervisor John Gioia, District II Supervisor Candace Andersen, District III Supervisor Diane Burgis, District IV Supervisor Karen Mitchoff, District V Supervisor Federal D. Glover C. 19 APPROVE the termination of Robert Williams III, DECLARE a vacancy in the Labor Seat #2 on the Workforce Development Board of Contra Costa, and DIRECT the Clerk of the Board to post the vacancy, as recommended by the Employment and Human Services Director.        AYE: District I Supervisor John Gioia, District II Supervisor Candace Andersen, District III Supervisor Diane Burgis, District IV Supervisor Karen Mitchoff, District V Supervisor Federal D. Glover C. 20 APPOINT Candy Duperroir to the Discretionary 1 East County, Jacqueline Smith to the Provider 3 Central/South County, and Amy Wells Public Agency 1 West County on the Local Planning Council for Early Care and Education, as recommended by the County Administrator.        AYE: District I Supervisor John Gioia, District II Supervisor Candace Andersen, District III Supervisor  AYE: District I Supervisor John Gioia, District II Supervisor Candace Andersen, District III Supervisor Diane Burgis, District IV Supervisor Karen Mitchoff, District V Supervisor Federal D. Glover C. 21 APPOINT in lieu of election David MacDonald, Louis A. Kroll, Michael Sloan, and Donald Finley to seats on the Contra Costa County Retirement Board, as on file in the Contra Costa County Elections Division for election to be conducted on June 25, 2019, as recommended by the Clerk Recorder. (No fiscal impact)       AYE: District I Supervisor John Gioia, District II Supervisor Candace Andersen, District III Supervisor Diane Burgis, District IV Supervisor Karen Mitchoff, District V Supervisor Federal D. Glover C. 22 ACCEPT the resignation of Mark Thomson, DECLARE a vacancy in the District V Alternate seat on the Sustainability Commission, and DIRECT the Clerk of the Board to post the vacancy, as recommended by the Conservation and Development Director. (No fiscal impact)       AYE: District I Supervisor John Gioia, District II Supervisor Candace Andersen, District III Supervisor Diane Burgis, District IV Supervisor Karen Mitchoff, District V Supervisor Federal D. Glover C. 23 APPOINT Kim Carone, Andrew Steudle, Carol Stone and Karen Reyna to the Knightsen Town Advisory Council, as recommended by Supervisor Burgis.       AYE: District I Supervisor John Gioia, District II Supervisor Candace Andersen, District III Supervisor Diane Burgis, District IV Supervisor Karen Mitchoff, District V Supervisor Federal D. Glover C. 24 ACCEPT the resignation of Anthony King, DECLARE vacant seat 3 of the East Richmond Heights Municipal Advisory Council, and DIRECT the Clerk of the Board to post the vacancy, as recommended by Supervisor Gioia.       AYE: District I Supervisor John Gioia, District II Supervisor Candace Andersen, District III Supervisor Diane Burgis, District IV Supervisor Karen Mitchoff, District V Supervisor Federal D. Glover C. 25 APPOINT Jonathan Bash, representing the Sierra Club, to the Environmental Organizations #2 seat on the Hazardous Materials Commission, as recommended by the Internal Operations Committee.       AYE: District I Supervisor John Gioia, District II Supervisor Candace Andersen, District III Supervisor Diane Burgis, District IV Supervisor Karen Mitchoff, District V Supervisor Federal D. Glover Appropriation Adjustments   C. 26 Contra Costa County Fire Protection District (7300): Acting as the Governing Board of the Contra Costa County Fire Protection District, APPROVE Appropriation and Revenue Adjustment No. 5071 authorizing new revenue in the amount of $35,000 from the California Department of Fish and Wildlife, Office of Spill Prevention and Response, Oil Spill Response Equipment grant, and appropriating it in the Contra Costa County Fire Protection District for the purchase of oil spill response equipment and training. (100% State)       AYE: District I Supervisor John Gioia, District II Supervisor Candace Andersen, District III Supervisor Diane Burgis, District IV Supervisor Karen Mitchoff, District V Supervisor Federal D. Glover Intergovernmental Relations   C. 27 APPROVE and AUTHORIZE the Chair of the Board of Supervisors and the Chair of the Census    C. 27 APPROVE and AUTHORIZE the Chair of the Board of Supervisors and the Chair of the Census 2020 Complete Count Steering Committee to cosign letters to the Senate Budget Subcommittee requesting additional funding for Region 3 local Complete Count Committees, as recommended by Supervisors Burgis and Gioia.        AYE: District I Supervisor John Gioia, District II Supervisor Candace Andersen, District III Supervisor Diane Burgis, District IV Supervisor Karen Mitchoff, District V Supervisor Federal D. Glover Personnel Actions   C. 28 ADOPT Position Adjustment Resolution No. 22440 to cancel one Senior Management Analyst position (ADTD) (unrepresented) position (No. 12806) in the Office of Justice & Reentry in the County Administrator's Office. (No fiscal impact)       AYE: District I Supervisor John Gioia, District II Supervisor Candace Andersen, District III Supervisor Diane Burgis, District IV Supervisor Karen Mitchoff, District V Supervisor Federal D. Glover C. 29 ADOPT Position Adjustment No. 22441 to add one (1) Health Plan Authorization Representative position (represented) in the Health Services Department effective April 3, 2018. (100% Contra Costa Health Plan Enterprise Fund II)       AYE: District I Supervisor John Gioia, District II Supervisor Candace Andersen, District III Supervisor Diane Burgis, District IV Supervisor Karen Mitchoff, District V Supervisor Federal D. Glover Leases   C. 30 APPROVE and AUTHORIZE the Public Works Director, or designee, to execute lease amendments for six leases between the County and Jupiter Investment, LLC, to extend the term of the leases through March 31, 2020, under which the County is leasing a total of approximately 12,455 square feet of office space for the Health Services Department located at 2523 El Portal Drive, San Pablo, with no changes to the monthly rental rate. (100% Mental Health Realignment Funds)       AYE: District I Supervisor John Gioia, District II Supervisor Candace Andersen, District III Supervisor Diane Burgis, District IV Supervisor Karen Mitchoff, District V Supervisor Federal D. Glover Grants & Contracts   APPROVE and AUTHORIZE execution of agreements between the County and the following agencies for receipt of fund and/or services:   C. 31 APPROVE and AUTHORIZE the Sheriff-Coroner, or designee, to execute contracts with local law enforcement agencies, including mutual indemnification, to reimburse the County for forensic services for the period July 1, 2019 through June 30, 2021. (100% User Agency Fee Revenue)        AYE: District I Supervisor John Gioia, District II Supervisor Candace Andersen, District III Supervisor Diane Burgis, District IV Supervisor Karen Mitchoff, District V Supervisor Federal D. Glover C. 32 APPROVE and AUTHORIZE the Health Services Director, or designee, to submit an application and execute a grant award agreement for second round funding including any extensions or amendments thereof, pursuant to State guidelines, with the California Department of Housing and Community Development in an amount not to exceed $1,200,000 for the California Emergency Solutions and Housing Program. (No County match)         AYE: District I Supervisor John Gioia, District II Supervisor Candace Andersen, District III Supervisor Diane Burgis, District IV Supervisor Karen Mitchoff, District V Supervisor Federal D. Glover C. 33 APPROVE and AUTHORIZE the Public Works Director, or designee, to execute grant application documents to secure Proposition 1 grant funding with the California State Coastal Conservancy, not to exceed $200,000, for the MonTaraBay Green Infrastructure and Drainage Project, San Pablo area. (100% County Service Area M-17 Funds)       AYE: District I Supervisor John Gioia, District II Supervisor Candace Andersen, District III Supervisor Diane Burgis, District IV Supervisor Karen Mitchoff, District V Supervisor Federal D. Glover C. 34 ADOPT Resolution No. 2019/120 approving and authorizing the Sheriff-Coroner or designee, to apply for and accept the California Department of Parks and Recreation, Division of Boating and Waterways Financial Aid Program Agreement in an initial amount of $738,249 for marine patrol and boating regulation enforcement for the period July 1, 2019 through the end of available funding. This board order and resolution supersedes Board Order action on December 11, 2018 (C.30). (No County Match)        AYE: District I Supervisor John Gioia, District II Supervisor Candace Andersen, District III Supervisor Diane Burgis, District IV Supervisor Karen Mitchoff, District V Supervisor Federal D. Glover C. 35 ADOPT Resolution No. 2019/122 authorizing the County Administrator, or designee, to apply for and accept the Edward Byrne Memorial Justice Assistance Grant up to the amount of $1,045,625 annually from the Board of State and Community Corrections to promote innovations in indigent defense within the County for the period October 1, 2019 through the end of the grant period. (100% Federal)       AYE: District I Supervisor John Gioia, District II Supervisor Candace Andersen, District III Supervisor Diane Burgis, District IV Supervisor Karen Mitchoff, District V Supervisor Federal D. Glover APPROVE and AUTHORIZE execution of agreement between the County and the following parties as noted for the purchase of equipment and/or services:   C. 36 APPROVE and AUTHORIZE the Public Works Director, or designee, to execute a contract amendment with The Gordian Group, Inc. (d/b/a The Mellon Group), effective April 16, 2019, to increase the payment limit by $750,000 to a new payment limit of $1,750,000 to continue to provide Job Order Contracting Program development and implementation services for various County projects and to extend the term from July 28, 2020 to December 31, 2021, Countywide. (100% Various Funds)       AYE: District I Supervisor John Gioia, District II Supervisor Candace Andersen, District III Supervisor Diane Burgis, District IV Supervisor Karen Mitchoff, District V Supervisor Federal D. Glover C. 37 APPROVE and AUTHORIZE the Agricultural Commissioner, or designee, to execute an agreement with the United States Department of Agriculture in an amount not to exceed $43,089 to receive wildlife damage management services for the period July 1, 2019 through June 31, 2020. (60% State, 40% County)       AYE: District I Supervisor John Gioia, District II Supervisor Candace Andersen, District III Supervisor Diane Burgis, District IV Supervisor Karen Mitchoff, District V Supervisor Federal D. Glover C. 38 APPROVE and AUTHORIZE the Public Works Director, or designee, to execute a contract with Metropolitan Van and Storage Inc. in an amount not to exceed $7,000,000 to provide moving and storage services, for the period June 1, 2019 thru May 31, 2022, Countywide. (100% General Fund)       AYE: District I Supervisor John Gioia, District II Supervisor Candace Andersen, District III Supervisor Diane Burgis, District IV Supervisor Karen Mitchoff, District V Supervisor Federal D. Glover C. 39 APPROVE and AUTHORIZE the Public Works Director, or designee, to execute a contract amendment with Battalion One Fire Protection, Inc., effective February 12, 2019, to increase the payment limit by $2,000,000 to a new payment limit of $2,800,000, with no change to the original term of October 1, 2017 through September 30, 2020, to provide fire system and fire sprinkler maintenance and certification services, Countywide. (100% General Fund)        AYE: District I Supervisor John Gioia, District II Supervisor Candace Andersen, District III Supervisor Diane Burgis, District IV Supervisor Karen Mitchoff, District V Supervisor Federal D. Glover C. 40 APPROVE and AUTHORIZE the Health Services Director, or designee, to execute a contract with Alert Building Maintenance, Inc., in an amount not to exceed $150,000 to provide window washing and maintenance services at Contra Costa Regional Medical Center and Health Centers for the period July 1, 2019 through June 30, 2021. (100% Hospital Enterprise Fund I)        AYE: District I Supervisor John Gioia, District II Supervisor Candace Andersen, District III Supervisor Diane Burgis, District IV Supervisor Karen Mitchoff, District V Supervisor Federal D. Glover C. 41 APPROVE and AUTHORIZE the Health Services Director, or designee, to execute a contract with BeavEx Incorporated in an amount not to exceed $260,000 to provide courier services for Contra Costa Regional Medical Center and Health Centers for the period December 1, 2018 through November 30, 2019. (100% Hospital Enterprise Fund I)       AYE: District I Supervisor John Gioia, District II Supervisor Candace Andersen, District III Supervisor Diane Burgis, District IV Supervisor Karen Mitchoff, District V Supervisor Federal D. Glover C. 42 APPROVE and AUTHORIZE the Health Services Director, or designee, to execute a contract with Diablo Nephrology Medical Group, Inc. in an amount not to exceed $1,250,000 to provide nephrology services to Contra Costa Health Plan members for the period May 1, 2019 through April 30, 2021. (100% Contra Costa Health Plan Enterprise Fund II)       AYE: District I Supervisor John Gioia, District II Supervisor Candace Andersen, District III Supervisor Diane Burgis, District IV Supervisor Karen Mitchoff, District V Supervisor Federal D. Glover C. 43 APPROVE and AUTHORIZE the Health Services Director, or designee, to execute a contract amendment with Amy Scott, MFT, effective March 1, 2019, to increase the payment limit by $23,000 for a new payment limit of $143,000 to provide additional Medi-Cal specialty mental health services with no change to the term July 1, 2017 through June 30, 2019. (50% Federal Medi-Cal; 50% State Mental Health Realignment)        AYE: District I Supervisor John Gioia, District II Supervisor Candace Andersen, District III Supervisor Diane Burgis, District IV Supervisor Karen Mitchoff, District V Supervisor Federal D. Glover C. 44 APPROVE and AUTHORIZE the Health Services Director, or designee, to execute a contract amendment with Tom Westin, MFT, effective April 1, 2019, to increase the payment limit by $33,000 for a new payment limit of $208,000 to provide additional Medi-Cal specialty mental health services with no change to the term July 1, 2017 through June 30, 2019. (50% Federal Medi-Cal; 50% State Mental Health Realignment)        AYE: District I Supervisor John Gioia, District II Supervisor Candace Andersen, District III Supervisor Diane Burgis, District IV Supervisor Karen Mitchoff, District V Supervisor Federal D. Glover C. 45 APPROVE and AUTHORIZE the Health Services Director, or designee, to execute a contract    C. 45 APPROVE and AUTHORIZE the Health Services Director, or designee, to execute a contract amendment with Barbara Large, LCSW, effective April 1, 2019, to increase the payment limit by $22,000 for a new payment limit of $152,000 to provide additional Medi-Cal specialty mental health services with no change to the term July 1, 2017 through June 30, 2019. (50% Federal Medi-Cal; 50% State Mental Health Realignment)        AYE: District I Supervisor John Gioia, District II Supervisor Candace Andersen, District III Supervisor Diane Burgis, District IV Supervisor Karen Mitchoff, District V Supervisor Federal D. Glover C. 46 APPROVE and AUTHORIZE the Health Services Director, or designee, to execute a contract with David Piccinati, M.D, in an amount not to exceed $150,000 to provide emergency medicine services for Contra Costa Regional Medical Center and Health Centers for the period April 1, 2019 through March 31, 2020. (100% Hospital Enterprise Fund I)        AYE: District I Supervisor John Gioia, District II Supervisor Candace Andersen, District III Supervisor Diane Burgis, District IV Supervisor Karen Mitchoff, District V Supervisor Federal D. Glover C. 47 APPROVE and AUTHORIZE the Health Services Director, or designee, to execute a contract with God’s Grace Caring Home, Inc., in an amount not to exceed $352,000 to provide residential board and care services for Contra Costa Regional Medical Center and Health Center patients in the Patch Program for the period April 1, 2019 through March 31, 2020. (100% County funds)       AYE: District I Supervisor John Gioia, District II Supervisor Candace Andersen, District III Supervisor Diane Burgis, District IV Supervisor Karen Mitchoff, District V Supervisor Federal D. Glover C. 48 APPROVE and AUTHORIZE the Health Services Director, or designee, to execute a contract with Baltic Sea Manor, LLC, in an amount not to exceed $163,320 to provide residential board and care services for Contra Costa Regional Medical Center and Health Center patients in the Patch Program for the period April 1, 2019 through March 31, 2020. (100% County General Fund)       AYE: District I Supervisor John Gioia, District II Supervisor Candace Andersen, District III Supervisor Diane Burgis, District IV Supervisor Karen Mitchoff, District V Supervisor Federal D. Glover C. 49 APPROVE and AUTHORIZE the Health Services Director, or designee, to execute a contract with Acusis, LLC in an amount not to exceed $300,000 to provide medical transcription and dictation services at Contra Costa Regional Medical Center and Health Centers for the period March 1, 2019 through April 30, 2020. (100% Hospital Enterprise Fund I)       AYE: District I Supervisor John Gioia, District II Supervisor Candace Andersen, District III Supervisor Diane Burgis, District IV Supervisor Karen Mitchoff, District V Supervisor Federal D. Glover C. 50 APPROVE and AUTHORIZE the Purchasing Agent to execute, on behalf of the Chief Information Officer, a blanket purchase order with Medtel Services, LLC, in an amount not to exceed $250,000 and an amendment to the Medtel Customer Support Agreement for the renewal of telecommunications software and equipment maintenance, for the period April 20, 2019 through April 19, 2020. (100% User Fees)        AYE: District I Supervisor John Gioia, District II Supervisor Candace Andersen, District III Supervisor Diane Burgis, District IV Supervisor Karen Mitchoff, District V Supervisor Federal D. Glover C. 51 APPROVE and AUTHORIZE the Purchasing Agent to execute, on behalf of the Health Services Director, a purchase order with Elsevier, Inc., in an amount not to exceed $158,592, to renew its subscription to e-learning software for the period December 30, 2018 through December 29, 2019. (100% Hospital Enterprise Fund I)        AYE: District I Supervisor John Gioia, District II Supervisor Candace Andersen, District III Supervisor  AYE: District I Supervisor John Gioia, District II Supervisor Candace Andersen, District III Supervisor Diane Burgis, District IV Supervisor Karen Mitchoff, District V Supervisor Federal D. Glover C. 52 APPROVE and AUTHORIZE the Employment and Human Services Director, or designee, to execute a contract with Seneca Family of Agencies, a non-profit corporation, in an amount not to exceed $415,000 to provide comprehensive visitation services for families referred by Children and Family Services who are entitled to reunification services for the period July 1, 2019 to June 30, 2020. (30% County, 70% State)        AYE: District I Supervisor John Gioia, District II Supervisor Candace Andersen, District III Supervisor Diane Burgis, District IV Supervisor Karen Mitchoff, District V Supervisor Federal D. Glover C. 53 APPROVE and AUTHORIZE the Employment and Human Services Director, or designee, to execute an interagency agreement with Contra Costa County In-Home Supportive Services Public Authority, a public agency, in an amount not to exceed $2,342,711, to provide in-home supportive services, for the period July 1, 2019 through June 30, 2020. (16% County, 30% State, 54% Federal)        AYE: District I Supervisor John Gioia, District II Supervisor Candace Andersen, District III Supervisor Diane Burgis, District IV Supervisor Karen Mitchoff, District V Supervisor Federal D. Glover C. 54 APPROVE and AUTHORIZE the Purchasing Agent to execute, on behalf of the Health Services Director, a purchase order with American Messaging Services, LLC. in an amount not to exceed $265,000 for the rental of at least 900 pagers for use by the medical staff at Contra Costa Regional Medical Center and Health Centers for the period January 7, 2019 through January 6, 2021. (100% Hospital Enterprise Fund I)       AYE: District I Supervisor John Gioia, District II Supervisor Candace Andersen, District III Supervisor Diane Burgis, District IV Supervisor Karen Mitchoff, District V Supervisor Federal D. Glover C. 55 APPROVE and AUTHORIZE the Health Services Director, or designee, to execute a contract with America West Medical Transportation, Inc., in an amount not to exceed $350,000 to provide non-emergency medical transportation services for Contra Costa Health Plan members for the period April 1, 2019 through March 31, 2021. (100% Contra Costa Health Plan Enterprise Fund II)       AYE: District I Supervisor John Gioia, District II Supervisor Candace Andersen, District III Supervisor Diane Burgis, District IV Supervisor Karen Mitchoff, District V Supervisor Federal D. Glover C. 56 APPROVE and AUTHORIZE the Health Services Director, or designee, to execute a contract amendment with R.E.A.C.H. Project, effective April 1, 2019, to increase the payment limit by $39,067 for a new payment limit of $1,287,885, to provide additional drug abuse prevention and treatment services to youth and adults in East Contra Costa County with no change to the term July 1, 2018 through June 30, 2019. (35% Substance Abuse Prevention and Treatment Block Grant; 60% Drug Medi-Cal Realignment; 4% Probation Department; 1% CalWORKS)        AYE: District I Supervisor John Gioia, District II Supervisor Candace Andersen, District III Supervisor Diane Burgis, District IV Supervisor Karen Mitchoff, District V Supervisor Federal D. Glover C. 57 APPROVE and AUTHORIZE the Health Services Director, or designee, to execute a contract with Healthright 360 in an amount not to exceed $248,403 to provide drug abuse prevention and treatment services for Contra Costa County adults for the period April 1, 2019 through June 30, 2019, including a three-month automatic extension through September 30, 2019 in an amount not to exceed $248,403. (55% Drug Medi-Cal, 29% Substance Abuse Prevention and Treatment Block Grant, 16% Assembly Bill 109)       AYE: District I Supervisor John Gioia, District II Supervisor Candace Andersen, District III Supervisor  AYE: District I Supervisor John Gioia, District II Supervisor Candace Andersen, District III Supervisor Diane Burgis, District IV Supervisor Karen Mitchoff, District V Supervisor Federal D. Glover C. 58 APPROVE and AUTHORIZE the Interim Risk Manager to execute a contract with Ah Hing dba Risk Management Outsourcing, LLC, to provide risk management services on behalf of Contra Costa County for the period from July 1, 2019 through June 30, 2020 in an amount not to exceed $118,988. (100% Self-Insurance Internal Service Funds)       AYE: District I Supervisor John Gioia, District II Supervisor Candace Andersen, District III Supervisor Diane Burgis, District IV Supervisor Karen Mitchoff, District V Supervisor Federal D. Glover C. 59 APPROVE and AUTHORIZE the County Administrator, or designee, to execute a contract with the W. Haywood Burns Institute for a payment limit not to exceed $100,000 to provide committee consulting and development services for the County's Racial Justice Oversight Body and the Juvenile Justice Coordinating Council, for the period April 1, 2019 through June 30, 2020. (50% AB109 Public Safety Realignment and 50% General Fund)        AYE: District I Supervisor John Gioia, District II Supervisor Candace Andersen, District III Supervisor Diane Burgis, District IV Supervisor Karen Mitchoff, District V Supervisor Federal D. Glover C. 60 APPROVE and AUTHORIZE the County Administrator, or designee, to execute an agreement terminating a software license and maintenance agreement with Enli Health Intelligence Corp. to create a patient care dashboard, and settling and compromising a disputed claim by payment of $93,023 to Enli Health Intelligence Corp. (100% Contra Costa Health Plan Enterprise Fund II)        AYE: District I Supervisor John Gioia, District II Supervisor Candace Andersen, District III Supervisor Diane Burgis, District IV Supervisor Karen Mitchoff, District V Supervisor Federal D. Glover C. 61 APPROVE clarification of Board Order approved on December 18 2018 (Item C.39), which authorized the County Administrator or designee to execute a contract including modified indemnification with LexisNexis Coplogic Solutions, Inc., in an amount not to exceed $1,416,000 for a countywide warrant management software system, configuration services, data hosting, and maintenance and support, to modify the term expiration from December 10, 2023 to December 31, 2025. (100% Restricted Court Penalty Assessments)       AYE: District I Supervisor John Gioia, District II Supervisor Candace Andersen, District III Supervisor Diane Burgis, District IV Supervisor Karen Mitchoff, District V Supervisor Federal D. Glover Other Actions   C. 62 ADOPT the County's 2019/20 State Controller's Recommended Budget Schedules for Countywide Funds and Special Districts, as recommended by the County Administrator.       AYE: District I Supervisor John Gioia, District II Supervisor Candace Andersen, District III Supervisor Diane Burgis, District IV Supervisor Karen Mitchoff, District V Supervisor Federal D. Glover C. 63 APPROVE and AUTHORIZE the County Librarian to close the Lafayette County Library at 3:00 p.m. instead of 5:00 p.m. on June 1, 2019 to host the annual Night at the Library fundraising event, as requested by the County Librarian and Lafayette Library and Learning Center Foundation. (No fiscal impact)       AYE: District I Supervisor John Gioia, District II Supervisor Candace Andersen, District III Supervisor Diane Burgis, District IV Supervisor Karen Mitchoff, District V Supervisor Federal D. Glover C. 64 ACCEPT the "2018 Arts in Corrections Contra Costa County Jails Demonstration Project Evaluation    C. 64 ACCEPT the "2018 Arts in Corrections Contra Costa County Jails Demonstration Project Evaluation Report" and the "Arts in Corrections County Jail Project Report" from the California Lawyers for the Arts, to acknowledge the feedback provided by inmates and the work and collaboration executed to make the program a success, as recommended by the Arts and Culture Commission of Contra Costa County.        AYE: District I Supervisor John Gioia, District II Supervisor Candace Andersen, District III Supervisor Diane Burgis, District IV Supervisor Karen Mitchoff, District V Supervisor Federal D. Glover C. 65 APPROVE the Biennial Compliance Checklist for the Measure J Growth Management Program, as recommended by the Conservation and Development Director. (100% Measure J)       AYE: District I Supervisor John Gioia, District II Supervisor Candace Andersen, District III Supervisor Diane Burgis, District IV Supervisor Karen Mitchoff, District V Supervisor Federal D. Glover C. 66 Acting as the Governing Board of the Contra Costa County Fire Protection District, APPROVE the Fire Station #6 (Concord) Roof Replacement Project and take related actions under the California Environmental Quality Act. (100% Special District Revenue)       AYE: District I Supervisor John Gioia, District II Supervisor Candace Andersen, District III Supervisor Diane Burgis, District IV Supervisor Karen Mitchoff, District V Supervisor Federal D. Glover C. 67 Acting as the Governing Board of the Contra Costa County Fire Protection District, APPROVE the Fire Station #2 (Pleasant Hill) Roof Replacement Project and take related actions under the California Environmental Quality Act. (100% Special District Revenue)       AYE: District I Supervisor John Gioia, District II Supervisor Candace Andersen, District III Supervisor Diane Burgis, District IV Supervisor Karen Mitchoff, District V Supervisor Federal D. Glover C. 68 APPROVE and AUTHORIZE the County Librarian to close the Walnut Creek County Library at 3:00 p.m. instead of 6:00 p.m. on April 27, 2019 to host an annual fundraising event, as requested by the County Librarian and the Walnut Creek Library Foundation. (No fiscal impact)       AYE: District I Supervisor John Gioia, District II Supervisor Candace Andersen, District III Supervisor Diane Burgis, District IV Supervisor Karen Mitchoff, District V Supervisor Federal D. Glover C. 69 APPROVE recommendations from the Fish & Wildlife Committee for the allocation of 2019 Fish and Wildlife Propagation Fund grant funds for ten projects totaling $67,267, as recommended by the Internal Operations Committee. (100% Fish and Game Fund)       AYE: District I Supervisor John Gioia, District II Supervisor Candace Andersen, District III Supervisor Diane Burgis, District IV Supervisor Karen Mitchoff, District V Supervisor Federal D. Glover C. 70 ACCEPT the 2017-2019 Triennial Review Phase II Report and sunset review recommendations for board advisory bodies, as recommended by the Internal Operations Committee. (No fiscal impact)       AYE: District I Supervisor John Gioia, District II Supervisor Candace Andersen, District III Supervisor Diane Burgis, District IV Supervisor Karen Mitchoff, District V Supervisor Federal D. Glover C. 71 Acting as the Governing Board of Contra Costa County, the Contra Costa County Flood Control and Water Conservation District and the Contra Costa County Water Agency, APPROVE and AUTHORIZE the County Administrator, or designee, to execute a Partial Release of Notice of Compensation Agreement Related to Real Property with the City of El Cerrito related to the disposition of certain properties formerly owned by the El Cerrito Redevelopment Agency, as recommended by the County Administrator. (100% Redevelopment Dissolution proceeds)        AYE: District I Supervisor John Gioia, District II Supervisor Candace Andersen, District III Supervisor  AYE: District I Supervisor John Gioia, District II Supervisor Candace Andersen, District III Supervisor Diane Burgis, District IV Supervisor Karen Mitchoff, District V Supervisor Federal D. Glover   GENERAL INFORMATION The Board meets in all its capacities pursuant to Ordinance Code Section 24-2.402, including as the Housing Authority and the Successor Agency to the Redevelopment Agency. Persons who wish to address the Board should complete the form provided for that purpose and furnish a copy of any written statement to the Clerk. Any disclosable public records related to an open session item on a regular meeting agenda and distributed by the Clerk of the Board to a majority of the members of the Board of Supervisors less than 72 hours prior to that meeting are available for public inspection at 651 Pine Street, First Floor, Room 106, Martinez, CA 94553, during normal business hours. All matters listed under CONSENT ITEMS are considered by the Board to be routine and will be enacted by one motion. There will be no separate discussion of these items unless requested by a member of the Board or a member of the public prior to the time the Board votes on the motion to adopt. Persons who wish to speak on matters set for PUBLIC HEARINGS will be heard when the Chair calls for comments from those persons who are in support thereof or in opposition thereto. After persons have spoken, the hearing is closed and the matter is subject to discussion and action by the Board. Comments on matters listed on the agenda or otherwise within the purview of the Board of Supervisors can be submitted to the office of the Clerk of the Board via mail: Board of Supervisors, 651 Pine Street Room 106, Martinez, CA 94553; by fax: 925-335-1913. The County will provide reasonable accommodations for persons with disabilities planning to attend Board meetings who contact the Clerk of the Board at least 24 hours before the meeting, at (925) 335-1900; TDD (925) 335-1915. An assistive listening device is available from the Clerk, Room 106. Copies of recordings of all or portions of a Board meeting may be purchased from the Clerk of the Board. Please telephone the Office of the Clerk of the Board, (925) 335-1900, to make the necessary arrangements. Forms are available to anyone desiring to submit an inspirational thought nomination for inclusion on the Board Agenda. Forms may be obtained at the Office of the County Administrator or Office of the Clerk of the Board, 651 Pine Street, Martinez, California. Applications for personal subscriptions to the weekly Board Agenda may be obtained by calling the Office of the Clerk of the Board, (925) 335-1900. The weekly agenda may also be viewed on the County’s Internet Web Page: www.co.contra-costa.ca.us STANDING COMMITTEES The Airport Committee (Supervisors Diane Burgis and Karen Mitchoff) meets on the second Wednesday of the month at 11:00 a.m. at Director of Airports Office, 550 Sally Ride Drive, Concord. The Family and Human Services Committee (Supervisors Candace Andersen and John Gioia) meets on the fourth Monday of the month at 10:30 a.m. in Room 101, County Administration Building, 651 Pine Street, Martinez. The Finance Committee (Supervisors Karen Mitchoff and John Gioia) meets on the fourth Monday of the month at 9:00 a.m. in Room 101, County Administration Building, 651 Pine Street, Martinez. The Hiring Outreach Oversight Committee (Supervisors Candace Andersen and Federal D. Glover) meets on the first Monday of every other month at 1:00 p.m. in Room 101, County Administration Building, 651 Pine Street, Martinez. The Internal Operations Committee (Supervisors Diane Burgis and Candace Andersen) meets on the second Monday of the month at 1:00 p.m. in Room 101, County Administration Building, 651 Pine Street, Martinez. The Legislation Committee (Supervisors Karen Mitchoff and Diane Burgis) meets on the second Monday of the month at 10:30 a.m. in Room 101, County Administration Building, 651 Pine Street, Martinez. The Public Protection Committee (Supervisors John Gioia and Federal D. Glover) meets on the first Monday of the month at 10:30 a.m. in Room 101, County Administration Building, 651 Pine Street, Martinez. The Transportation, Water & Infrastructure Committee (Supervisors Karen Mitchoff and Candace Andersen) meets on the second Monday of the month at 9:00 a.m. in Room 101, County Administration Building, 651 Pine Street, Martinez. Airports Committee May 8, 2019 11:00 a.m.See above Family & Human Services Committee Special Meeting April 22, 2019 2:00 p.m.See above Finance Committee April 22, 2019 Canceled Special Meeting June 10, 2019 1:00 p.m.Room 108 Hiring Outreach Oversight Committee June 3, 2019 1:00 p.m.See above Internal Operations Committee May 13, 2019 1:00 p.m.See above Legislation Committee May 13, 2019 10:30 a.m.See above Public Protection Committee May 6, 2019 10:30 a.m.See above Sustainability Committee Special Meeting May 6, 2019 9:00 a.m.See above Transportation, Water & Infrastructure Committee May 13, 2019 9:00 a.m.See above PERSONS WHO WISH TO ADDRESS THE BOARD DURING PUBLIC COMMENT OR WITH RESPECT TO AN ITEM THAT IS ON THE AGENDA, MAY BE LIMITED TO TWO (2) MINUTES A LUNCH BREAK MAY BE CALLED AT THE DISCRETION OF THE BOARD CHAIR AGENDA DEADLINE: Thursday, 12 noon, 12 days before the Tuesday Board meetings. Glossary of Acronyms, Abbreviations, and other Terms (in alphabetical order): Contra Costa County has a policy of making limited use of acronyms, abbreviations, and industry-specific language in its Board of Supervisors meetings and written materials. Following is a list of commonly used language that may appear in oral presentations and written materials associated with Board meetings: AB Assembly Bill ABAG Association of Bay Area Governments ACA Assembly Constitutional Amendment ADA Americans with Disabilities Act of 1990 AFSCME American Federation of State County and Municipal Employees AICP American Institute of Certified Planners AIDS Acquired Immunodeficiency Syndrome ALUC Airport Land Use Commission AOD Alcohol and Other Drugs ARRA American Recovery & Reinvestment Act of 2009 BAAQMD Bay Area Air Quality Management District BART Bay Area Rapid Transit District BayRICS Bay Area Regional Interoperable Communications System BCDC Bay Conservation & Development Commission BGO Better Government Ordinance BOS Board of Supervisors CALTRANS California Department of Transportation CalWIN California Works Information Network CalWORKS California Work Opportunity and Responsibility to Kids CAER Community Awareness Emergency Response CAO County Administrative Officer or Office CCCPFD (ConFire) Contra Costa County Fire Protection District CCHP Contra Costa Health Plan CCTA Contra Costa Transportation Authority CCRMC Contra Costa Regional Medical Center CCWD Contra Costa Water District CDBG Community Development Block Grant CFDA Catalog of Federal Domestic Assistance CEQA California Environmental Quality Act CIO Chief Information Officer COLA Cost of living adjustment ConFire (CCCFPD) Contra Costa County Fire Protection District CPA Certified Public Accountant CPI Consumer Price Index CSA County Service Area CSAC California State Association of Counties CTC California Transportation Commission dba doing business as DSRIP Delivery System Reform Incentive Program EBMUD East Bay Municipal Utility District ECCFPD East Contra Costa Fire Protection District EIR Environmental Impact Report EIS Environmental Impact Statement EMCC Emergency Medical Care Committee EMS Emergency Medical Services EPSDT Early State Periodic Screening, Diagnosis and Treatment Program (Mental Health) et al. et alii (and others) FAA Federal Aviation Administration FEMA Federal Emergency Management Agency F&HS Family and Human Services Committee First 5 First Five Children and Families Commission (Proposition 10) FTE Full Time Equivalent FY Fiscal Year GHAD Geologic Hazard Abatement District GIS Geographic Information System HCD (State Dept of) Housing & Community Development HHS (State Dept of ) Health and Human Services HIPAA Health Insurance Portability and Accountability Act HIV Human Immunodeficiency Syndrome HOV High Occupancy Vehicle HR Human Resources HUD United States Department of Housing and Urban Development IHSS In-Home Supportive Services Inc. Incorporated IOC Internal Operations Committee ISO Industrial Safety Ordinance JPA Joint (exercise of) Powers Authority or Agreement Lamorinda Lafayette-Moraga-Orinda Area LAFCo Local Agency Formation Commission LLC Limited Liability Company LLP Limited Liability Partnership Local 1 Public Employees Union Local 1 LVN Licensed Vocational Nurse MAC Municipal Advisory Council MBE Minority Business Enterprise M.D. Medical Doctor M.F.T. Marriage and Family Therapist MIS Management Information System MOE Maintenance of Effort MOU Memorandum of Understanding MTC Metropolitan Transportation Commission NACo National Association of Counties NEPA National Environmental Policy Act OB-GYN Obstetrics and Gynecology O.D. Doctor of Optometry OES-EOC Office of Emergency Services-Emergency Operations Center OPEB Other Post Employment Benefits OSHA Occupational Safety and Health Administration PARS Public Agencies Retirement Services PEPRA Public Employees Pension Reform Act Psy.D. Doctor of Psychology RDA Redevelopment Agency RFI Request For Information RFP Request For Proposal RFQ Request For Qualifications RN Registered Nurse SB Senate Bill SBE Small Business Enterprise SEIU Service Employees International Union SUASI Super Urban Area Security Initiative SWAT Southwest Area Transportation Committee TRANSPAC Transportation Partnership & Cooperation (Central) TRANSPLAN Transportation Planning Committee (East County) TRE or TTE Trustee TWIC Transportation, Water and Infrastructure Committee UASI Urban Area Security Initiative VA Department of Veterans Affairs vs. versus (against) WAN Wide Area Network WBE Women Business Enterprise WCCTAC West Contra Costa Transportation Advisory Committee RECOMMENDATION(S): OPEN the public hearing to consider adopting Ordinance No. 2019-10, to adjust transportation mitigation fees for West Contra Costa Transportation Advisory Committee’s (WCCTAC) Subregional Transportation Mitigation Program within the WCCTAC area of benefit (WCCTAC AOB); RECEIVE public comments; CONSIDER all objections and protests received by the Clerk of the Board of Supervisors; and CLOSE the public hearing. 1. DETERMINE that the County did not receive protests from owners of more than one half of the area of the property within the proposed boundaries of WCCTAC AOB, and therefore a majority protest does not exist. 2. ADOPT Ordinance No. 2019-10 to adjust the fees within the WCCTAC AOB, and to reestablish the boundaries of the WCCTAC AOB. 3. ADOPT Resolution No. 2019/123, to adopt the Development Program Report (DPR) and Nexus Study attached thereto. 4. 5. APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 04/16/2019 APPROVED AS RECOMMENDED OTHER Clerks Notes: VOTE OF SUPERVISORS AYE:John Gioia, District I Supervisor Candace Andersen, District II Supervisor Diane Burgis, District III Supervisor Karen Mitchoff, District IV Supervisor Federal D. Glover, District V Supervisor Contact: Mary Halle, 925.313.2327 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: April 16, 2019 David J. Twa, County Administrator and Clerk of the Board of Supervisors By: June McHuen, Deputy cc: D.2 To:Board of Supervisors From:Brian M. Balbas, Public Works Director/Chief Engineer Date:April 16, 2019 Contra Costa County Subject:Consider adopting Ordinance No. 2019-10 and Resolution No. 2019/123 RECOMMENDATION(S): (CONT'D) APPROVE, and authorize the Chair, Board of Supervisors to execute on behalf of the County, the Master Cooperative Agreement by and among Contra Costa County and the cities of El Cerrito, Hercules, Pinole, Richmond, and San Pablo, and West Contra Costa Transportation Advisory Committee (WCCTAC). APPROVE the STMP Fee Administrative Guidelines for collection of the fees imposed under Ordinance No. 2019-10 and administration of the STMP. 6. DETERMINE that the adoption of Ordinance No. 2019-10 and Resolution No. 2019/123, and the other actions taken, are exempt from environmental review under the California Environmental Quality Act (CEQA), pursuant to Article 5, Section 15061(b)(3) of the CEQA Guidelines. 7. DIRECT the Conservation and Development Director to file a Notice of Exemption with the County Clerk-Recorder; and DIRECT the Public Works Director to arrange for payment of the $25.00 handling fee to the County Clerk-Recorder for the filing of the Notice of Exemption. 8. DIRECT the Clerk of the Board of Supervisors to record certified copies of Ordinance No. 2019-10 and Resolution No. 2019/123 in the Official Records of the Contra Costa County Clerk-Recorder. 9. DIRECT that, on July 1, 2020, and on each July 1 thereafter that the Ordinance No. 2019-10 remains in effect, the Public Works Director adjust the WCCTAC transportation mitigation fees for the effects of inflation or deflation, in accordance with Section 5(a)(3) of the ordinance. 10. REDESIGNATE Trust Fund No. 8286 as the fund into which all WCCTAC transportation mitigation fee revenue will be deposited, DIRECT all WCCTAC revenue to be deposited into that fund, and DIRECT the County Treasurer-Tax Collector to remit fee revenues to the WCCTAC Treasurer on a quarterly basis. 11. DIRECT that all funds previously deposited in Trust Fund No. 8292 must be transferred to WCCTAC, Trust Fund No 8286. 12. AUTHORIZE the Public Works Department to collect an additional administrative fee equal to two percent (2%) of the applicable WCCTAC STMP Fee. 13. DIRECT the Conservation and Development Director to monitor future amendments to the currently adopted General Plan and their impact on traffic within the WCCTAC boundary and to report those amendments to the Public Works Director as necessary to facilitate updating of the STMP Fee. 14. FISCAL IMPACT: Adoption of Ordinance No. 2019-10 will result in the collection of transportation mitigation fees from new development in amounts calculated to reflect new development’s proportional share of the actual or estimated costs of transportation improvements that are necessary to mitigate transportation impacts within the WCCTAC fee area, as specified in the Development Program Report and the Nexus Study. BACKGROUND: INTRODUCTION: INTRODUCTION: The West Contra Costa Transportation Advisory Committee (WCCTAC) is a joint exercise of powers agency comprised of, but separate from, the following member agencies: Contra Costa County, the cities of El Cerrito, Hercules, Pinole, Richmond, and San Pablo, the Alameda-Contra Costa Transit District, the San Francisco Bay Area Rapid Transit District, and the Western Contra Costa Transit Authority. WCCTAC administers the Subregional Transportation Mitigation Program (STMP), which uses development fees imposed and collected by member agencies to fund regional transportation improvements within WCCTAC’s jurisdictions. WCCTAC’s STMP is consistent with the objectives of the County General Plan, which include connecting new development directly to the provision of community facilities necessary to serve that development. In other words, development cannot be allowed to occur unless a mechanism is in place to provide the funding for the infrastructure necessary to serve that development. Fees imposed on new development under WCCTAC’s STMP is a means of raising revenue to construct regional transportation improvements needed to mitigate the impacts of new developments. Requiring that all new development pay a transportation mitigation fee ensures that new development pays its proportional share of the transportation improvements that need to be constructed to address traffic impacts attributable to that development. HISTORY AND PURPOSE OF WCCTAC AOB: The STMP was first adopted by the WCCTAC in 1997, by way of a Cooperative Agreement and local ordinance. The program consisted of developer fees in the amount of $700 per residential unit, $560 per multi-family residential unit, and $.20 per square foot for commercial/industrial/office space. The fees charged were considerably lower than what would have been allowed by the nexus analysis. The three projects that were partially funded in the 1997 program were: the Highway 4 West divided highway, the El Cerrito BART Parking Structure, and the Richmond Intermodal Station. The STMP was last updated in 2006. Since the last STMP update, the following projects were partially funded: Richmond Intermodal Station, I-80/San Pablo Dam Road, I-80/Central Avenue, SR 4/ Willow Avenue Interchange Improvements, Capitol Corridor Improvements (Hercules Passenger Rail Station), BART Access and/or Parking Improvements (El Cerrito Plaza, El Cerrito Del Norte, and/or Richmond BART Stations), Bay Trail Gap Closure. PROPOSED CHANGES TO THE WCCTAC AOB FEE PROGRAM: In recent years, the development potential and traffic circulation needs have changed within West County. Based upon historic growth from 2010 to 2015 in West Contra Costa, it is anticipated that future growth to 2040 will increase the service population by approximately 19%, resulting in a net increase in dwelling unit equivalents (DUE) of 10,578. These changes have prompted an update to the STMP in the WCCTAC fee area, resulting in an amended project list. A list of projects needed to accommodate future traffic was prepared by the WCCTAC. Twenty projects are proposed to be included on the updated list. In general, because most projects mitigate both existing and future deficiencies, the amount of STMP funding varies from 12% to 19% of the project cost. New Project List1. WCCTAC staff and consultants have identified transportation projects that are needed to serve development within the WCCTAC AOB through March 31, 2040. These projects have been included on a new project list, attached as Exhibit C to the April 2019 Development Program Report (“DPR”). The projects on the new project list are: San Pablo Avenue Complete Streets Project1. Apian Way Complete Street Project2. San Pablo Dam Road Improvements in Downtown El Sobrante3. Bay Trail Gap Closure4. Ohlone Greenway Improvements5. I-580/Harbour Way Interchange Pedestrian & Bicycle Access Improvements6. I-580/Marina Bay Parkway Interchange Pedestrian & Bicycle Access Improvements7. Richmond Ferry to Bridge Bicycle Network Improvements8. I-80 Express Bus Service (capital improvements)9. Hercules Regional Intermodal Transportation Center10. BART extension from Richmond Station11. San Pablo Avenue Transit Corridor Improvements12. 23rd Street Transit Corridor Improvements13. West County BART Station Access, Parking & Capacity Improvements14. Del Norte Area TOD Public Infrastructure Improvements15. San Pablo Avenue Intersection Realignment at 23rd Street and Road 2016. I-80/San Pablo Dam Road Interchange Improvements (Phase 2)17. I-80/Central Avenue Interchange Improvements (Phase 2)18. I-80/Pinole Valley Road Interchange Improvements19. Future Nexus Study Updates.20. As described in the DPR and the 2019 Nexus Study attached thereto (“Nexus Study”), the total estimated cost of the updated list of projects is $855,002,000, of which $161,781,000 is attributable to new development within the WCCTAC boundary. The cost of the projects attributable to new development will be paid with revenue from transportation mitigation fees imposed on new development within the WCCTAC area. The remaining cost of the projects, attributable to existing development, will be paid from other revenue sources, including but not limited to State or Federal Highway Safety Improvement grant funds, Local Measure J funds, gas tax revenue, and various other grant programs that may become available in the future. Revised Fee Rates2. Based on the analysis in the DPR and the Nexus Study, transportation mitigation fees were calculated to charge new development for its proportional share of the cost of the projects on the project list in the DPR. The maximum transportation mitigation fee rates supported by the Nexus Study are set forth in Table 1, below, along with the recommended rates to be adopted by Ordinance 2019-10. The WCCTAC Board, at their September 28, 2018 meeting, approved proposed fee rates at 75% of the maximum allowable rates supported by the Nexus Study. The recommended reduction was determined by the WCCTAC Board which is composed of elected officials from each of the partner agencies. On July 1, 2020, and on each July 1st thereafter, each of the fees in Table 1 will automatically increase or decrease by a percentage equal to the percentage change, if any, in the Engineering News-Record Construction Cost Index for the San Francisco Bay Area for the 12-month period ending February of the current calendar year. Table 1: WCCTAC STMP Fee Rates Land Use Category Maximum Fees Supported by Nexus Study Fees to be Adopted Single-Family $7,252 / du $5,439 / du Multi-Family $3,572 / du $2,679 / du Note: du = dwelling unit; sf = square foot; AMPHT = AM peak hour trip The total fees required to be paid by a new development project applicant will be calculated based on the number of dwelling units (single-family and multi-family residential, and senior housing), square feet (retail/service, office, industrial, storage facility), rooms (hotel), or A.M. peak hour trips (other) attributable to that development multiplied by the applicable fee rate in Table 1. The fee for the expansion of an existing development will be calculated by determining the number of dwelling units, square feet, rooms, or A.M. peak hour trips attributable only to the expansion. The fees to be paid by each new development will be collected at the time a building permit is issued for the development, in accordance with Ordinance Code Chapter 913-4. Fee revenue will be deposited in the fund for the WCCTAC STMP – Fund No. 8286– and used only for the transportation improvements identified in the DPR. Fee revenue will be transferred to WCCTAC on a quarterly basis. The existing WCCTAC fund has been fully expended on projects on the current project list, so there is no carry-over balance. RESOLUTION NO. 2019/123: Pursuant to Government Code sections 66484 subdivision (a)(3), and 66484.7, subdivision (a)(3), a resolution must be adopted by the Board that incorporates a description of the boundaries of the area of benefit, the costs, whether actual or estimated, and the method of fee apportionment established at the hearing. The DPR sets forth the boundaries of the WCCTAC area of benefit, the list of projects and their estimated costs, the method of fee apportionment, and nexus findings. Approval of Resolution No. 2019/123 is required to comply with the above legal requirements by adopting and incorporating the facts and findings contained in the DPR and the Nexus Study attached to the report. ORDINANCE NO. 2019-10: To adjust the WCCTAC fees to generate revenue to fund the transportation improvements described herein, an ordinance must be adopted that includes the “nexus” findings required by Government Code section 66001. The ordinance also must include the specific information required by Government Code sections 66484 and 66484.7. Ordinance No. 2019-10 includes the information and findings required by those statutes. Adoption of Ordinance No. 2019-10 will repeal Ordinance Nos. 2006-61 and 2006-62 and impose new transportation mitigation fees on new development within the unincorporated areas of WCCTAC’s jurisdiction. The ordinance includes provisions for fee reductions for affordable and inclusionary housing, senior housing, accessory dwelling units that are internal conversions and congregate care facilities. Revenue from the fees will fund the transportation projects necessary to serve transportation Retail/Service $8.79 / sf $6.59 / sf Office $11.63 / sf $8.72 / sf Industrial $7.41/ sf $5.56 / sf Senior Housing $1,958/du $1,469/du Hotel $4,641/room $3,481/room Storage Facility $1.02/sf $0.76/sf Other $9,800/AMPHT $7,350/AMPHT demands within WCCTAC’s jurisdiction through March 31, 2040. Staff recommends that the Board adopt Ordinance No. 2019-10. Notice of this hearing was given in accordance with Government Code sections 6061, 65091, 54986, 66484, and Ordinance Code Section 913-6.014. ADMINISTRATIVE FEE: In addition to the transportation mitigation fee imposed on a new development project, the County will assess an administrative fee equal to 2% of that transportation mitigation fee. This additional fee will be used to cover staff time for fee collection, accounting, technical support to the community groups, traffic advisory committees and other administrative tasks. CEQA FINDINGS: These actions are covered by the general rule that the California Environmental Quality Act (CEQA) applies only to activities that have the potential to cause a significant effect on the environment. It can be seen with certainty that there is no possibility that the activity in question may have a significant effect on the environment. The implementation and imposition of fees has no associated environmental impacts. Therefore, this activity is exempt from the requirements of CEQA pursuant to Section 15061(b)(3) of the CEQA Guidelines. The future implementation of the transportation improvement projects to be funded with transportation mitigation fee revenue, however, may have associated project-specific impacts, and such impacts will be evaluated under CEQA as each project is planned and implemented. For the reasons specified above, Public Works Department staff and Department of Conservation and Development staff recommend that the Board take each of the recommended actions listed in this board order, to adjust the transportation mitigation fees that are imposed on new development within the WCCTAC AOB. CONSEQUENCE OF NEGATIVE ACTION: Failure to adopt Ordinance No. 2019-10 to adjust fees in the WCCTAC Area of Benefit, reestablish the boundaries, and update the proposed project list of the STMP will result in new development not paying its proportional share of the transportation improvements needed to serve development in West County through March 31, 2040, and projects needed to satisfy transportation demands within the boundary could not be funded under the existing AOB program. AGENDA ATTACHMENTS Resolution No. 2019/123 Draft WCCTAC Fee Ordinance WCCTAC Development Program Report Master Cooperative Agreement Administrative Guidelines CEQA Exemption MINUTES ATTACHMENTS Signed Ordinance No. 2019-10 Signed Resolution No. 2019/123 THE BOARD OF SUPERVISORS OF CONTRA COSTA COUNTY, CALIFORNIA and for Special Districts, Agencies and Authorities Governed by the Board Adopted this Resolution on 04/16/2019 by the following vote: AYE:5 John Gioia Candace Andersen Diane Burgis Karen Mitchoff Federal D. Glover NO: ABSENT: ABSTAIN: RECUSE: Resolution No. 2019/123 IN THE MATTER OF the adoption of Contra Costa County Ordinance No. 2019-10, adjusting the Subregional Transportation Mitigation Program (STMP) for the West Contra Costa Transportation Advisory Committee (WCCTAC). WHEREAS, the Board of Supervisors conducted a public hearing on April 16, 2019, to consider the adoption of Contra Costa County Ordinance No. 2019-10, to adjust transportation mitigation fees and update the project list for the STMP; and WHEREAS, the Board of Supervisors at said hearing reestablished the boundaries of the WCCTAC, the costs of the proposed improvements, and the method of fee apportionment, as set forth in the April 2019, Development Program Report for the WCCTAC STMP (“Development Program Report”), attached hereto as Exhibit 1; and WHEREAS, Government Code sections 66484 and 66484.7 require a resolution incorporating a description of the area of benefit boundaries, costs, and method of fee apportionment to be recorded by the governing body conducting the hearing; and WHEREAS, the 2019, “Nexus Study, Subregional Transportation Mitigation Program” (“Nexus Study”), which is attached as Appendix B to the Development Program Report, sets forth the nexus findings required by the Mitigation Fee Act (Gov. Code. § 66000 et seq.); NOW THEREFORE, it is resolved that the Board of Supervisors hereby: 1. ADOPTS the Development Program Report attached hereto as Exhibit 1, including the Nexus Study attached as Appendix B to the Development Program Report. 2. INCORPORATES herein by reference the following, which were established at the hearing described above: A. The boundaries of the WCCTAC Area of Benefit, as more particularly described in the legal description attached as Appendix A to the Development Program Report, and as depicted in the map attached as Figure 1 to the Development Program Report. B. The estimated costs of the transportation improvements to be funded with revenue from the WCCTAC STMP fees, as more particularly set forth in Table 1 to the Development Program Report; and C. The method of apportionment of the WCCTAC Area of Benefit fees, as more particularly described in the Development Program Report, and in the Nexus Study attached as Appendix B to the Development Program Report. Contact: Mary Halle, 925.313.2327 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: April 16, 2019 David J. Twa, County Administrator and Clerk of the Board of Supervisors By: June McHuen, Deputy cc: ORDINANCE NO. 2019-10 -1- ORDINANCE NO. 2019-10 (Uncodified) (WCCTAC Area of Benefit Fees) The Board of Supervisors of Contra Costa County ordains as follows: SECTION 1. Summary and Purpose. This ordinance provides for the repeal of Contra Costa County Ordinance Nos. 2006-61 and 2006-62, the reestablishment of the West Contra Costa Transportation Advisory Committee (“WCCTAC”) area of benefit, and the adoption of revised transportation mitigation fees for transportation improvements needed to mitigate transportation impacts of new development in the area of benefit through March 31, 2040. The fees adopted by this ordinance will be imposed within the unincorporated areas of Contra Costa County within the Area of Benefit. This ordinance is enacted as part of WCCTAC’s fee program. WCCTAC is a joint exercise of powers agency separate from its member agencies, which are: Contra Costa County, the cities of El Cerrito, Hercules, Pinole, Richmond, and San Pablo, the Alameda-Contra Costa Transit District, the San Francisco Bay Area Rapid Transit District, and the Western Contra Costa Transit Authority. SECTION 2. Authority. This ordinance is enacted pursuant to Government Code sections 66001, et seq., 66484, and 66484.7, and Division 913 of the Contra Costa County Ordinance Code, and other applicable laws and ordinances. SECTION 3. Recitals and Findings of Fact. (a) Under the Mitigation Fee Act, California Government Code section 66000, et seq., the County is authorized to charge a development-project applicant, as a condition of project approval, a fee that is proportional to the cost of public improvements necessary to serve the development project, or to alleviate impacts caused by the development project. Government Code sections 66484 and 66484.7 specifically authorize the County to impose those fees to defray the actual or estimated costs of new or reconstructed bridges over waterways, railways, freeways, major thoroughfares, and pedestrian, bicycle, transit, and traffic-calming facilities that serve new development within a specific area of benefit. (b) On July 18, 2006, the Board of Supervisors adopted Ordinance No. 2006-20 to reestablish the West Contra Costa Transportation Advisory Committee (“WCCTAC”) area of benefit (“Area of Benefit” or “AOB”), which includes areas of unincorporated Contra Costa County within WCCTAC’s jurisdictional boundaries. Ordinance Nos. 2006-61 and 2006-62 imposed fees on each new development within the Area of Benefit, to fund specified new bridges and thoroughfares, or expansions of existing bridges and thoroughfares, necessary to serve the development project or alleviate traffic impacts or demands caused by the project. Those fees funded many significant projects. Because of changes in development and traffic patterns in the area, WCCTAC reevaluated the ORDINANCE NO. 2019-10 -2- transportation improvements needed to serve new development in the Area of Benefit through March 31, 2040. (c) The County’s April, 2019 Development Program Report (“Report”), including the “2019 Update of the Subregional Transportation Mitigation Program (STMP)” (“Nexus Study”) attached as Appendix B to the Report, have been prepared to determine the amount of the fees necessary to fund new development’s share of the estimated costs of new or reconstructed bridges over waterways, railways, freeways, major thoroughfares, pedestrian, bicycle, transit, and traffic-calming facilities (the “Transportation Improvements”) that are necessary to meet traffic demands generated by new development within the Area of Benefit through March 31, 2040. The Transportation Improvements are more particularly described in the Report, the Nexus Study, and Sections 5.5 (Existing and Future Transportation Needs), 5.6 (Roadway and Transit Network Plans), and 5.8 (Pedestrian Facilities and Bikeways) of Chapter 5 (Transportation and Circulation Element) of the County’s 2005-2020 General Plan. (d) The Report and Nexus Study propose a fair and equitable method for allocating a portion of the costs of the Transportations Improvements to new development within the Area of Benefit. The cost of each of the Transportation Improvements in the Report and Nexus Study is reasonable. The total amount of revenue expected to be generated from fees charged and collected under this ordinance will not exceed the estimated cost of the Transportation Improvements attributable to new development within the Area of Benefit. WCCTAC and its member agencies will rely on sources other than transportation mitigation fee revenue to pay Transportation Improvement costs not allocated to new development. (e) Payment of the fees adopted by this ordinance shall not be required unless the major thoroughfares or planned bridge facilities are in addition to, or a reconstruction of, any existing major thoroughfares or planned bridge facilities serving the Area of Benefit at the time that the boundaries of the Area of Benefit are established by this ordinance. Because all of the Transportation Improvements are in addition to, or a reconstruction or expansion of, existing thoroughfares and bridge facilities, the fees adopted by this ordinance may be imposed on new development projects within the Area of Benefit. (f) Pursuant to Government Code section 66001, the Board of Supervisors further finds: (1) As determined in the Nexus Study, the purpose of the fees adopted and collected pursuant to this ordinance is to fund new development’s share of the estimated costs of the Transportation Improvements identified in the Nexus Study. (2) As determined in the Nexus Study, there is a reasonable relationship between the use of revenue generated by the fees and the type of new development projects on which those fees shall be imposed. (3) As determined in the Nexus Study, there is a reasonable relationship between the need for the Transportation Improvements that shall be funded by fee revenue, ORDINANCE NO. 2019-10 -3- and the types of new development within the Area of Benefit on which those fees shall be imposed. (4) As determined in the Nexus Study, there is a reasonable relationship between the amount of the fee imposed on each type of new development within the Area of Benefit, and the cost of the Transportation Improvements to be funded by fee revenue. (g) The Board of Supervisors further finds as follows: (1) Pursuant to Government Code sections 54986, 65091, 66017, 66018, 66474.2, subdivision (b), 66484, and 66484.7, and Division 913 of the Contra Costa County Ordinance Code, notice of a public hearing on this ordinance was given and published, and the public hearing was held. The Nexus Study and Report were made available to the public at least ten (10) days before the hearing. (2) If, within the time when protests may be filed under the provisions of this ordinance, there is a written protest, filed with the Clerk of the Board of Supervisors, by owners of more than one-half of the area of the property within the Area of Benefit, and sufficient protests are not withdrawn so as to reduce that area to less than one-half of the area of the property within the Area of Benefit, these proceedings shall be abandoned and this ordinance shall not be adopted. However, the Board of Supervisors has considered all written protests, and all written and oral testimony offered at the hearing, and finds that no majority protest exists. (3) At the public hearing on this ordinance, the boundaries of the Area of Benefit, the estimated costs of the Transportation Improvements, and a fair method of allocation of those costs to new development projects within the Area of Benefit were established. SECTION 4. Definitions. For the purpose of this ordinance, the following terms have the following meanings: (a) “Accessory dwelling unit” or “ADU” has the same meaning as “accessory dwelling unit” set forth in Government Code section 65852.2. (b) “AM Peak-hour trip” has the same meaning as that term is used in the Nexus Study. (c) “Development project” or “new development project,” means either of the following located within the Area of Benefit: (1) Any new construction, or any addition, extension, or enlargement of an existing structure or unit, which includes a dwelling unit for residential use or the floor area of commercial, office or industrial use, requiring a building permit from the County; or ORDINANCE NO. 2019-10 -4- (2) Any conversion or change in use of an existing structure requiring a building permit from the County that would result in a change in the land use type. (d) “Internal conversion” has the meaning set forth in County Ordinance Code Section 82- 24.004(d). (e) “Senior housing” means all age-restricted dwelling units regardless of housing type. (f) “Square foot” means a square foot of gross floor area within the interior walls of a building or portions thereof. SECTION 5. Fee Adoption and Collection. Fees that apply to new development within the unincorporated areas of the Area of Benefit are hereby adopted, and shall be charged and collected, as specified in this section. (a) Amount of the Fees. (1) Area of Benefit Fees. The following schedule of fees shall be effective on the effective date of this ordinance: Land Use Type Fee Per Unit Single Family Residential $5,439 per dwelling unit Multi-Family Residential $2,679 per dwelling unit Senior Housing $1,469 per dwelling unit Hotel $3,481 per hotel room Retail/Service $6.59 per square foot Office $8.72 per square foot Industrial $5.56 per square foot Storage Facility $0.76 per square foot Other $7,350 per AM peak hour trip (2) Adjustment of Fees Beginning July 1, 2020. On July 1, 2020, and on each July 1 thereafter, the amounts of the fees set forth in Section 5(a)(1), above, shall increase or decrease by the annual percentage change in the Engineering News Record Construction Cost Index for the San Francisco Bay Area for the twelve- month period ending with the February index of the same calendar year in which the increase or decrease will take effect. (b) Calculation of the Area of Benefit Fee. Unless otherwise specified in this ordinance, each new development project shall pay a fee calculated as described in this Section 5(b). (1) Calculation of Fee for New Development that Expands, Extends, or Replaces an Existing Development. If any new development project will replace an existing development, or if any new development project will expand or extend an existing development by increasing the number of dwelling units, hotel rooms, square feet ORDINANCE NO. 2019-10 -5- of floor area of, or AM peak hour trips attributable to, the existing development, the fee imposed on the new development project shall be calculated as follows. (A) For residential land uses: The applicable transportation mitigation fee in Section 5(a) of this ordinance is multiplied by the difference of: (i) either the number of dwelling units attributable to the new development that replaces an existing development, or the number of dwelling units attributable to the development after the expansion or extension of the existing development; minus (ii) the number of dwelling units attributable to the existing development. That calculation is expressed as follows: [Applicable fee per-dwelling unit] x [(number of dwelling units after replacement or expansion/extension) – (number of dwelling units before replacement or expansion/extension)] (B) For hotel land uses: The applicable transportation mitigation fee in Section 5(a) of this ordinance is multiplied by the difference of: (i) either the number of hotel rooms attributable to the new development that replaces an existing development, or the number of hotel rooms attributable to the development after the expansion or extension of the existing development; minus (ii) the number of hotel rooms attributable to the existing development. That calculation is expressed as follows: [Applicable fee hotel room] x [(number of hotel rooms after replacement or expansion/extension) – (number of hotel rooms before replacement or expansion/extension)] (C) For retail/service, office, industrial, and storage facility land uses: The applicable fee in Section 5(a) of this ordinance is multiplied by the difference of: (i) either the number of square feet of the new development that will replace an existing development, or the number of square feet of the development after expansion or extension of the existing development; minus (ii) the number of square feet of the existing development. That calculation is expressed as follows: [Applicable fee per square foot] x [(number of square feet after replacement or expansion/extension) – (number of square feet before replacement or expansion/extension)] (D) For “other” land uses: The applicable fee in Section 5(a) of this ordinance is multiplied by the difference of: (i) either the number of AM peak hour trips attributable to the new development that will replace an existing development, or the number of AM peak hour trips attributable to the development after expansion or extension of the existing development; minus (ii) the number of AM peak hour trips attributable to the existing development. That calculation is expressed as follows: ORDINANCE NO. 2019-10 -6- [(Applicable fee per AM peak hour trip)] x [(number of AM peak hour trips attributable to the development after replacement or expansion/extension) – (number of AM peak hour trips attributable to the development before replacement or expansion/extension)] The County will determine the number of AM peak hour trips equivalents that will be generated by the new development project based on: information generated by project-specific traffic studies prepared by a professional engineer; the standards set forth in the then-current edition of the Institute of Transportation Engineers Trip Generation Manual (“ITE Manual”); the WCCTAC Administrative Guidelines; and other information provided by the new development project applicant that the County deems relevant. (E) Notwithstanding any other provision of this ordinance, if the result of the calculation required by this Section 5(b)(1) is zero or a negative number, then no fee shall be imposed on the new development project. (2) Calculation of the Area of Benefit Fee for New Development that Does Not Expand, Extend, or Replace an Existing Development. For any new development project that does not expand, extend, or replace an existing development, the fee imposed on the new development project shall be calculated as follows. (A) For residential land uses: The applicable fee in Section 5(a) of this ordinance is multiplied by the number of dwelling units attributable to the new development. That calculation is expressed as follows: (Applicable fee per dwelling unit) x (number of dwelling units) (B) For hotel uses: The applicable fee in Section 5(a) of this ordinance is multiplied by the number of hotel rooms in the new development. That calculation is expressed: (Applicable fee per hotel room) x (number of hotel rooms) (B) For retail/service, office, industrial, and storage facility land uses: The applicable fee in Section 5(a) of this ordinance is multiplied by the number of square feet of the new development. That calculation is expressed as follows: (Applicable fee per square foot) x (number of square feet of floor area) (C) For “other” land uses: The applicable fee in Section 5(a) of this ordinance is multiplied by the number of AM peak hour trips attributable to the new development. That calculation is expressed as follows: ORDINANCE NO. 2019-10 -7- (Applicable fee per AM peak hour trip) x (number of AM peak hour trips attributable to new development) The County will determine the number of AM peak hour trips attributable to the new development project based on: information generated by project-specific traffic studies prepared by a professional engineer; the standards set forth in the then-current edition of the ITE Manual; the WCCTAC Administrative Guidelines; and other information provided by the new development project applicant that the County deems relevant. (c) Applicability and Establishment of Area of Benefit Boundaries. The transportation mitigation fees specified in this ordinance shall apply to all new development within the Area of Benefit, unless otherwise specified in this ordinance. The boundaries of the Area of Benefit are more particularly described in the legal description, and are depicted on the map, attached hereto together as Exhibit A and incorporated herein by reference. The boundaries of the Area of Benefit are hereby readopted and reestablished in accordance with Government Code sections 66484 and 66484.7. (d) Time of Collection. The fee attributable to each new development project shall be paid before the County issues a building permit for the new development project. Payment of the fee shall be a condition of building permit issuance, as specified in Chapter 913-4 of the County Ordinance Code. (e) Exemptions. No new development project is exempt from payment of a fee under this ordinance, unless, as of the date of the notice published pursuant to Government Code Section 66474.2, subdivision (b), either of the following apply: (1) The new development project has perfected an exemption from the fee under the vesting tentative map law; or (2) The new development project has entered into a development agreement with the County that expressly excludes assessment of additional fees on that project. (f) Accessory dwelling units. An accessory dwelling unit that is an internal conversion is exempt from payment of a fee under Section 5 of this ordinance. (g) Fee Reductions and Credits. (1) A project applicant may request a reduction in fees from the County if it is determined that the project will generate a lower number of trips than data provided by the ITE Manual that was used as the basis for the Report. A requested fee reduction must be based on a traffic study that determines that the traffic impacts of the proposed development would generate fees that are less than the fees set forth in Section 5, above. The methodology for conducting the study shall be developed and approved by the County. The County shall determine the ORDINANCE NO. 2019-10 -8- appropriate fee reduction based upon the proportionate reduction in traffic impacts demonstrated in the traffic study. (2) A project applicant may receive a credit against fees for the dedication of land for right-of-way and/or construction of any portion of the Transportation Improvements to be funded with the fees collected pursuant to this ordinance, where the right-of-way or construction is beyond that which would otherwise be required for approval of the proposed development. The calculation of the amount of credit against fees for these dedications or improvements shall be based on a determination by the County that the credits are exclusive of the dedications, setbacks, improvements, and/or traffic mitigation measures that are required by ordinance or local standards. In addition, the credit shall be calculated based upon the actual cost of construction of improvements or, in the case of land dedication, on an independent appraisal approved by the County. All fee credits and reimbursements for dedications in lieu of payment of any transportation mitigation fee, or portion thereof, required to be paid by this ordinance shall be subject to an agreement executed in accordance with the Traffic Fee Credit and Reimbursement Policy, approved by the Board of Supervisors on June 5, 2007, which is made a part hereof and incorporated herein by reference. The County will report the credit to WCCTAC before awarding the credit. (h) Fee Waivers. (1) Upon written request of the project applicant, the Public Works Director may waive the fees collected under this ordinance for dwelling units that the Public Works Director determines, in a written finding, fit into one of the following categories: (1) rental units affordable to households earning less than 80% of the area median income; or (2) ownership units affordable to households earning less than 120% of the area median income. (2) As a condition of such waiver, the project applicant shall enter into a regulatory agreement with the County, guaranteeing the use, occupancy, affordability, and term of affordability of such dwelling units. Rental units for which a waiver is granted under this section shall be restricted to that use for a minimum of 55 years. Ownership units for which a waiver is granted under this section shall be restricted to that use for a minimum of 30 years. (i) Fee Waiver for Inclusionary Housing Units. In lieu of the fee waiver for affordable housing units as set forth in Section 5(g), development projects that are subject to Chapter 822-4 of the County Ordinance Code shall be eligible for a waiver of the fees collected under this ordinance as follows: (1) Fees shall be waived for each rental unit to be developed and rented as an inclusionary unit under the terms and conditions of Section 822-4.410(a) of the County Ordinance Code. ORDINANCE NO. 2019-10 -9- (2) Fees shall be waived for each for-sale unit to be developed and sold as an inclusionary unit under the terms and conditions of Section 822-4.410(b) of the County Ordinance Code. (3) If a fee is paid in lieu of constructing some or all inclusionary units in a development project, pursuant to Section 822-4.404 of the County Ordinance Code, the fees collected under this ordinance shall be waived for the number of inclusionary units for which the in-lieu fee is paid. (j) Senior Housing and Congregate Care. Nothing in this ordinance shall be construed to abridge or modify the Board’s discretion, upon proper application for a senior housing or congregate care facility, to adjust or to waive the fees required to be paid under this ordinance, pursuant to Government Code Section 65915. (k) Deposit of Fee Revenue. Revenue from fees paid pursuant to this ordinance shall be deposited into a WCCTAC-administered fund covering the Transportation Improvements identified in the Report and Nexus Study, and shall be separately accounted for. WCCTAC will not commingle the fees with other funds, except where the funds are temporarily invested pursuant to Government Code section 66006. Fee revenues deposited in the WCCTAC-administered fund may be used by WCCTAC solely for the purposes described in this ordinance. Any interest earned on deposits in the fund also shall be deposited in that fund and used for those purposes. (l) Limitations. No fees collected pursuant to this ordinance may be used to reimburse the construction costs of bridge or thoroughfare facilities serving the Area of Benefit on the effective date of this ordinance. However, fee revenues may be used to reimburse any general fund monies, or other County revenues, advanced to pay for any planned bridge or thoroughfare improvements. SECTION 6. Reporting and Accounting Requirements. (a) Annual Reporting. Within 180 days after the last day of each fiscal year, WCCTAC will make available to the public a report regarding the fund established for receipt of deposits of the fees collected by the County pursuant to this ordinance. The report will be reviewed by the WCCTAC Board of Directors at a regularly scheduled meeting that will be held, and notice of which will be provided, in accordance with Government Code Section 66006. The report will contain the following information for the fiscal year: (1) A brief description of the type of fee in the account or fund. (2) The amount of the fees. (3) The beginning and ending balance of the account or fund. (4) The amount of the fees collected and the interest earned. ORDINANCE NO. 2019-10 -10- (5) An identification of each public improvement on which fees were expended and the amount of the expenditures on each improvement, including the total percentage of the cost of the public improvement that was funded with those fees. (6) An identification of an approximate date by which the construction of the public improvement will commence if the Board determines that sufficient funds have been collected to complete financing on an incomplete public improvement, and the public improvement remains incomplete. (7) A description of each interfund transfer or loan from the account or fund, including the public improvement on which the transferred or loaned fees will be expended, and, in the case of an interfund loan, the date on which the loan will be repaid, and the rate of interest that the account or fund will receive on the loan. (8) The amount of refunds made pursuant to Government Code section 66001, subdivision (e), and any allocations pursuant to Government Code section 66001, subdivision (f). (b) Periodic Review by the Board. In the fifth fiscal year following the first deposit into the fund established for receipt of deposits of the fees collected pursuant to this ordinance, and at least once every five years thereafter, the WCCTAC Board of Directors will make all of the following findings with respect to that portion of the Area of Benefit fund remaining unexpended, whether committed or uncommitted, pursuant to Government Code Section 66001: (1) Identify the purpose to which the fees are to be put. (2) Demonstrate a reasonable relationship between the fees and the purpose for which they are charged. (3) Identify all sources and amounts of funding anticipated to complete financing of incomplete transportation improvements identified in the Report and Nexus Study. (4) Designate the approximate dates on which the funding referred to in Section 6(b)(3), above, is expected to be deposited into the appropriate account or fund. SECTION 7. Repeal of Existing Fees. Except as specified in this Section 7 and Section 9, below, Contra Costa County Ordinance Nos. 2006-61 and 2006-62 are hereby repealed and superseded by this ordinance, as of the effective date of this ordinance. However, this repeal shall not affect any fees that were imposed on any development project pursuant to Ordinance No. 2006-61 or Ordinance No. 2006-62 prior to the effective date of this ordinance, which fees shall be paid and collected under the provisions of the applicable ordinance. SECTION 8. Judicial Review. Any judicial action or proceeding to attack, review, set aside, void, or annul the fees established by this ordinance shall be commenced within one hundred ORDINANCE NO. 2019-10 -11- twenty (120) days after the effective date of this ordinance. Any action to attack any adjustment to the schedule of fees pursuant to Section 5(a)(2) of this ordinance shall be commenced within one hundred twenty (120) days after the effective date of that adjustment. SECTION 9. Severability. Notwithstanding any other provision of this ordinance to the contrary, if a court of competent jurisdiction determines any fee set forth in Section 5 of this ordinance is invalid or unenforceable, the comparable fee adopted by Ordinance No. 2006-61 or 2006-62 shall be deemed not to have been repealed and shall remain in effect and subject to the remaining provisions of this ordinance. Notwithstanding any other provision of this ordinance to the contrary, if a court of competent jurisdiction determines this ordinance is invalid or unenforceable, Ordinance Nos. 2006-61 and 2006-62 shall be deemed not to have been repealed and shall remain in full force and effect. SECTION 10. Effective Date. This ordinance shall become effective 60 days after passage, and, within 15 days of passage, this ordinance shall be published once, with the names of the Supervisors voting for and against it, in the East Bay Times, a newspaper of general circulation published in this County. Pursuant to section 913-6.026 of the Contra Costa County Ordinance Code, the Clerk of the Board shall promptly file a certified copy of this ordinance with the County Recorder. PASSED and ADOPTED on ________________________by the following vote: AYES: NOES: ABSENT: ABSTAIN: _____________________________ Board Chair ATTEST: DAVID J. TWA, Clerk of the Board of Supervisors and County Administrator By _________________________ Deputy Attachments: Exhibit A (Map and Legal Description of Area of Benefit Boundaries) SMS H:\Client Matters\Public Works\AOB Fees\WCCTAC Fees\WCCTAC Fee Ordinance - Final 040819.doc ORDINANCE NO. 2019-10 -12- EXHIBIT A WCCTAC area of benefit boundary as identified in the map above and as described in the following legal description. ORDINANCE NO. 2019-10 -13- Real property in Contra Costa County, California described as follows: Beginning at the most southeasterly corner of the 18.04 acre parcel of land as shown on the Record of Survey map filed December 22, 1931 in Book 2 of Licensed Surveyors Maps (LSM) at page 5; thence from said Point of Beginning along the south line of said parcel south 66°11'00" west 125.14 feet to the northeasterly line of the Southern Pacific Railroad right of way; thence southerly 184.77 feet to the southwesterly line of said Railroad right of way at a 1/2" iron pipe with tag L.S. 3489, being the most easterly corner of the parcel of land as shown on the Record of Survey map filed April 10, 1990 in Book 93 of LSM at page 32; thence south 43°26'43" west 342 feet more or less to the westerly right of way line of Carquinez Scenic Drive (formerly Pomona Avenue); thence along said right of way line in a general southerly direction 884 feet more or less to the westerly boundary of the parcel of land granted to California Pacific Title Company recorded February 17, 1959 in Book 3319 of Official Records at page 439; thence along said boundary in a general southerly and southeasterly direction 1853 feet more or less to the southeasterly corner of Assessor Parcel Number 368-100-002; thence along the south line of said parcel and its westerly prolongation, west 4050 feet more or less to the easterly right of way line of McEwen Road; thence continuing along said prolongation 50 feet more or less to the westerly right of way line of said road; thence continuing along said prolongation 4073 feet more or less to the northwest corner of APN 354-310-019, said point being on the easterly right of way line of Cummings Skyway; thence along said easterly right of way, southerly and southeasterly 3175 feet more or less to the northerly right of way line of State Highway 4; thence in a general southerly direction 1267 feet more or less to the northerly boundary of the parcel of land shown on the Record of Survey map for lot line adjustment 64-88 filed February 15, 1989 in Book 90 of LSM at page 16 (being APN 362-230-015); thence along said northerly line and its northwesterly prolongation north 78°31'05" west 789 feet more or less to the southeasterly right of way line of State Highway 4; thence along said right of way line in a southwesterly direction 5036 feet more or less to the most westerly corner of parcel “B” as shown on the map of Subdivision MS 98-70 filed October 9, 1970 in Book 14 of Parcel Maps (PM) at page 24, said point being on the easterly right of way line of the Atchison Topeka and Santa Fe Railroad right of way; thence southwesterly 127.63 feet to the westerly right of way line of said Railroad; thence along said westerly right of way line in a general southerly direction 5535 feet more or less to a point on the westerly line of Division No. 5 of the Rancho El Pinole filed October 1, 1901 in Book 90 of Deeds at page 417; thence leaving said Railroad right of way and along said westerly line south 45° west 132.00 feet more or less to Station Post “C.I.”; thence continuing along said westerly line south 45° east 2300 feet more or less to Station Post “H”; thence along the westerly boundary of the 137.40 acre and 98.59 acre parcels as shown on the Record of Survey map filed May 29, 1953 in Book 15 of LSM at page 44, south 0°20'20" east 2621.20 feet to the southwest corner of said 98.59 acre parcel; thence along the southerly line of said parcel south 87°50'20" east 2680.05 feet to the southeast corner of said 98.59 acre parcel, said corner also being a point on the north line of the parcel described as Property 2, Parcel 1 in the deed recorded May 11, 2001 as document number 2001-0126342; thence continuing south 87°50'20" east along said ORDINANCE NO. 2019-10 -14- north line 39.15 feet; thence south 89°46'33" east 264.00 feet to the northeast corner of said Parcel 1 (2001-0126342); thence along the west boundary of Part “F”, Rancho El Pinole as shown on the Record of Survey map filed October 20, 1937 in Book 4 of Licensed Surveyors Maps at page 26 south 0°54" west 1837 feet to the southwest corner of said map (4 LSM 26); thence continuing southerly along said west boundary south 0°54" west 1661 feet more or less to corner PR 26, Rancho El Pinole; thence east along said Rancho line 600 feet more or less to the westerly right of way line of Ferndale Road; thence along said right of way line southeasterly 1150 feet more or less to the northeasterly corner of Parcel “A” of Subdivision MS 81-78 filed July 11, 1979 in Book 78 of Parcel Maps at page 45; thence south 75°58'05" west 1071.26 feet; thence south 30°19" west 282.28 feet; thence south 24°21'06" east 1165.5 feet to the southwesterly corner of Parcel B (78 PM 45); thence leaving said Parcel B (78 PM 45) southwesterly along the general southeasterly boundary of Parcel B of Subdivision MS 8-87 filed June 25, 1993 in Book 162 of Parcel Maps at page 25, 6688.01 feet more or less to the most southerly corner of said Parcel B; thence southwesterly 1719.2 feet more or less along the northwesterly boundary of Parcel “A” as shown on Subdivision MS 18-91 filed December 29, 1992 in Book 160 of Parcel Maps at page 33 to the most westerly corner of said parcel A; thence along the boundary of Subdivision MS 244-77 filed September 11, 1979 in Book 80 of Parcel Maps at page 35 south 1°26'29" west 1078.00 feet more or less to the southeast corner of parcel B of said map; thence south 87°18'30" west 2133.27 feet; thence north 89°21'12" west 3928 feet more or less to the northwest corner of Tract No. 27 as shown on the map of the Rancho El Sobrante; thence southerly, southwesterly, southeasterly 10,454 feet more or less along the boundary of Tract No. 27 to the most easterly corner of Tract No. 26 (Rancho El Sobrante); thence southwesterly along the southeasterly line of said Tract No. 26 and its southwesterly prolongation to the northeasterly right of way line of San Pablo Dam Road; thence southeasterly along said right of way line to the southeasterly boundary of Specific Tract D (Rancho El Sobrante); thence south 47°50' west 4528 feet more or less to the southerly corner of said Specific Tract D; thence along the southwest line of Specific Tract D north 42°39' west 2253.9 feet and north 30°00' west 1511.4 feet more or less to the northerly corner of Lot 62 (Rancho El Sobrante); thence south 44°58' west along the northwesterly line of said Lot 62, 3822 feet more or less to the Alameda/Contra Costa County boundary line; thence along said Contra Costa County line in a general westerly, northwesterly, northerly, northeasterly and easterly direction to a point on the County line which intersects the prolongation of the south line of said 18.04 acre parcel (2 LSM 5); thence southwesterly along said prolonged line to the Point of Beginning. For assessment purposes only. This description of land is not a legal property description as defined in the Subdivision Map Act (Government Code Section 66410) and may not be used as the basis for an offer for sale of the land described. wcctac stmp boundary JS:tl last revised: April 8, 2019 ADOPTED BY BOARD OF SUPERVISORS ON DEVELOPMENT PROGRAM REPORT FOR THE 2019 UPDATE OF THE SUBREGIONAL TRANSPORTATION MITIGATION PROGRAM (STMP) FOR THE WEST CONTRA COSTA TRANSPORTATION ADVISORY COMMITTEE (WCCTAC) PREPARED PURSUANT TO SECTION 913 COUNTY ORDINANCE CODE Prepared by: Contra Costa County Public Works and Community Development Departments April 2019 TABLE OF CONTENTS PAGE INTRODUCTION AND PURPOSE ........................................................................................ 1 BACKGROUND .................................................................................................................... 1 AREA OF BENEFIT LOCATION AND BOUNDARY MAP ..................................................... 2 PURPOSE OF THE FEE ....................................................................................................... 4 USE OF THE FEES .............................................................................................................. 4 RELATIONSHIP BETWEEN USE OF FEES AND TYPE OF DEVELOPMENT PROJECT ON WHICH THE FEE IS IMPOSED .................................................................... 4 RELATIONSHIP BETWEEN NEED FOR ROAD IMPROVEMENTS AND TYPE OF DEVELOPMENT PROJECT ON WHICH THE FEE IS IMPOSED ........................................ 5 RELATIONSHIP BETWEEN THE AMOUNT OF THE FEE AND COST OF THE ROAD PROJECTS ATTRIBUTABLE TO THE DEVELOPMENT PROJECTS ON WHICH THE FEE IS IMPOSED ............................................................................................ 5 GENERAL PLAN RELATIONSHIP........................................................................................ 8 DEVELOPMENT POTENTIAL WITHIN THE STMP AREA ................................................... 8 ESTIMATED COST OF ROADWAY NETWORK IMPROVEMENTS .................................... 8 BASIS FOR FEE APPORTIONMENT ................................................................................... 8 RECOMMENDED FEES ....................................................................................................... 9 OTHER FUNDING SOURCES ............................................................................................ 10 REVIEW OF FEES .............................................................................................................. 10 COLLECTION OF FEES ..................................................................................................... 10 IN LIEU DEDICATION ......................................................................................................... 11 LIST OF TABLES TABLE 1 COST SUMMARY OF PROJECTS.................................................................. 7 TABLE 2 FORECASTED GROWTH CONVERTED TO DUE ......................................... 8 TABLE 3 MAXIMUM POTENTIAL FEE BY LAND USE CATEGORY ............................. 9 TABLE 4 RECOMMENDED FEE BY LAND USE CATEGORY .................................... 10 LIST OF APPENDIX APPENDIX A STMP BOUNDARY MAP & LEGAL DESCRIPTION APPENDIX B 2019 STMP UPDATE (NEXUS STUDY) 1 DEVELOPMENT PROGRAM REPORT FOR THE 2019 UPDATE OF THE SUBREGIONAL TRANSPORTATION MITIGATION PROGRAM (STMP) FOR THE WEST CONTRA COSTA TRANSPORTATION ADVISORY COMMITTEE (WCCTAC) INTRODUCTION AND PURPOSE The West Contra Costa Transportation Advisory Committee (WCCTAC) Subregi onal Transportation Mitigation Program (STMP) is a development program designed to collect funds to maintain and improve the capacity and safety of the transportation network in W est Contra Costa County. This fee program applies to all new development within the STMP boundary area. This Development Program Report (DPR) is required by the Board of Supervisors’ Policy on Bridge Crossing and Major Thoroughfare Fees (adopted July 17, 1979), which implements Division 913 of the County Ordinance Code and applies to areas in unincorporated Contra Costa County. This DPR also includes certain information required by Government Code sections 66484 and 66484.7. One of the objectives of the County General Plan is to relate new development directly to the provision of community facilities necessary to serve that development. In other words, development cannot be allowed to occur unless a mechanism is in place to provide the funding for the infrastructure necessary to serve that development. The STMP is a means of providing funds to construct transportation improvements to serve new development. Requiring that all new development pay a mitigation fee will help ensure that they participate in the cost of improving the transportation system. Each new development or expansion of an existing development will generate new additional traffic. Where the existing road system is inadequate to meet future needs based on new development, improvements are required to meet the new demand. The purpose of this program is to determine improvements ultimately required by future development and to require developers to pay a fee to fund these improvements. Because the fee is based on the relative impact on the circulation system and the costs of the necessary improvements to mitigate this impact, the fee amount is roughly proportional to the development impact. BACKGROUND The STMP was first adopted by WCCTAC, the Cities of El Cerrito, Hercules, Pinole, Richmond, and San Pablo, Contra Costa County, and the Contra Costa Transportation Authority (CCTA) in 1997, by way of a Cooperative Agreement and local legislation, including Contra Costa County Ordinance No. 97-22. Under the program, developer fees were imposed in the amount of $700 per residential unit, $560 per multi-family residential unit, and $0.20 per square foot for commercial/industrial/office space. The fees charged were considerably lower than what would have been allowed by the nexus analysis. [California legislation requires, 2 among other things, that fees on new developments be ar a reasonable relationship (nexus) to the cost of the public facilities, or portion of the public facilities, attributable to the developments on which the fee is imposed. California courts have long used the reasonableness standard, or nexus, to evaluate the constitutionality of exactions, including developer fees.] The three projects that were partially funded in the 1997 program were the Highway 4 West divided highway, the El Cerrito BART Parking Structure, and the Richmond Intermodal Station, though fees collected by the County were used solely to fund the Highway 4 West project. The STMP was updated again in 2005. At that time, the fee collection was codified in two separate ordinances: one related to collections for roadway projects under the policy for Bridges and Major Thoroughfares and a second ordinance related to collections for transit and pedestrian projects under the Mitigation Fee Act – Ordinance Nos. 2006-61 and 2006-62. In 2011, the legislature passed Assembly Bill 147 which added Section 66484.7 to the Government Code to officially expand the definition of transportation facilities to include pedestrian, bicycle, transit, and traffic calming facilities. As a result, this 2019 update to the STMP will consider approval of one ordinance that encompasses transportation improvements to serve all users and all authorized modes of travel within the road corridors. If approved, Ordinance 2019- XX will repeal and replace Ordinance Nos. 2006-61 and 206-62. Likewise, Fund 8292 should be closed and any remaining funds merged into Fund 8286 as it is no longer necessary to separate funds collected for non-vehicular modes. The Nexus Study, attached as Appendix “B”, 2019 Nexus Update of the Sub-regional Transportation Mitigation Program (STMP) Impact Fee (hereafter referred to as Nexus Study), prepared December 2018 by Fehr & Peers, Transportation Consultants, is incorporated herein by reference, and provides the technical basis for establishing the required nexus between anticipated future development in west Contra Costa County and the need for certain local and regional transportation facilities. STMP for WCCTAC BOUNDARY MAP The STMP boundary location is generally shown in Figure 1 and is described in Exhibit A. The WCCTAC Area of Benefit which is under Contra Costa County’s jurisdiction includes the unincorporated areas of the County within the STMP boundary. 3 Figure 1. STMP Study Area for WCCTAC 4 COMPLIANCE WITH SECTION 66001 (a) OF THE GOVERNMENT CODE 1) PURPOSE OF THE FEE The purpose of the STMP is to generate monies through the adoption of a traffic mitigation fee to ensure a transportation network consistent with current and future transportation needs. By adoption of this fee program, the proposed circulation system will be able to keep pace with new growth. 2) USE OF THE FEES The fees will be used to generate monies to pay for the transportation improvements described in the Nexus Study, and specifically identified in Table 1. 3) RELATIONSHIP BETWEEN USE OF FEES AND TYPE OF DEVELOPMENT PROJECT ON WHICH THE FEE IS IMPOSED The Projects for which the fees will be used are necessary for the improvement of the safety and capacity of the transportation network serving the STMP area, as determined by future growth allowed for in the General Plan. The transportation network is outlined in the Circulation Element of the General Plan. All new development in the STMP area will contribute additional traffic to the transportation network in the STMP area generally and specifically to the locations of the Projects identified in this DPR for which the proposed fees are being collected. The growth in the unincorporated area of the STMP area will be comprised of a of mix of different types of land uses, which may include single family and multi -family residential, senior housing, hotel, retail, office, industrial, storage facility, church and hospital uses. The amount of new traffic generated will be different for each of these types of development. Therefore, each type of development project will have a different level of impact on the locations of the Projects for which the fees are being collected and the fee must be proportional to that impact. To accomplish this, the fees are based on the number of additional A.M. peak hour trips that each type of development adds to the road network. For example, one new single family dwelling unit will generate .74 additional a.m. peak hour trips on the road network in the STMP area, while one new senior housing unit will generate .20 additional a.m. peak hour trips. Therefore, the impact a senior unit has on the network is equal to 27% (.20/.74) of the impact of a single family dwelling unit. The fee then for a senior unit should be 27% of the fee for a single family unit. The amount and types of development considered for this DPR were projected based on the General Plan. However, the DPR recognizes that there may be other types of development, not specifically listed in the report. These will be treated as Other as shown in Table 4 and the fees will be calculated based on the number of A.M. peak hour trips generated. The traffic generated by each type of development is determined based on a trip generation factor that has been designated for each of the various land uses outlined in this DPR. These factors were determined utilizing the Institute of Transportation Engineers (ITE), Trip Generation Manual and growth projections to 2040 based upon 5 historic growth rates in residential and employment growth land use types. This methodology allocates fees to the types of la nd use proportional to the amount of new traffic generated in the STMP area by that land use. As a result, the proposed fees to be collected for the specified projects are based on these factors and therefore, are directly related to traffic impact of each particular land use category. This methodology ensures that the fees collected from new development in each of the land use categories are used to fund the projects in proportion to the amount of new traffic that is generated based on the type of land use. 4) RELATIONSHIP BETWEEN NEED FOR ROAD IMPROVEMENTS AND TYPE OF DEVELOPMENT PROJECT ON WHICH THE FEE IS IMPOSED As discussed in Section 3, a trip generation rate has been designated for each type of development outlined in the Nexus Study. These factors are industry standards obtained from the Institute of Transportation Engineers, Trip Generation. The proposed fee is based on distributing the cost of the STMP road improvement program to new development in proportion to the number of peak hour trips or dwelling unit equivalents generated by the particular type of new development. All new development that generates new traffic will create an impact to the transportation network. Additional traffic from the new development projects on which the fee will be imposed will contribute to the need for projects. The different categories of land use generate different amounts of peak hour trips and therefore have different levels of impact on these roads and create a different level of need for the improvement projects. The fees are calculated to ensure that each type of land use category pays a fee that is in proportion to the new traffic that is generated by a specific type of development. This increase in growth and subsequently the total number of new trips using the road network within the STMP area, will create an impact on existing road facilities requiring safety and capacity improvements. The Transportation Projects are needed to mitigate the effects of this increase in trips generated by new development projects. A list of projects needed to accommodate future traffic was prepared by the WCCTAC. In general, the amount of STMP funding varies from 12% to 100% of the project cost. It is recognized that existing traffic and growth outside the STMP area also contribute to the need for the transportation improvement projects. The cost of the projects for which these fees are being collected are shown in Table 1. The total cost is estimated at $855 million. The portion of these costs are attributed to new development is roughly 19% of the overall program of projects or approximately $162 million. 5) RELATIONSHIP BETWEEN THE AMOUNT OF THE FEE AND COST OF THE ROAD PROJECTS ATTRIBUTABLE TO THE DEVELOPMENT PROJECTS ON WHICH THE FEE IS IMPOSED This fee program applies to areas in unincorporated Contra Costa County within the STMP area but is part of the larger West Contra Costa Transportation Advisory Committee Subregional Transportation Mitigation Program. The traffic impacts to the locations of the projects from new development in the entire STMP area, including 6 the unincorporated areas, were evaluated in the Nexus Study. Forecasts of future traffic volumes were made to provide the data needed to establish the reasonable relationship between new development’s traffic impacts and the need for and costs of the projects within the STMP area. Using the traffic volume forecasts and the estimated cost of the projects, the portion of the estimated project costs that can reasonably be connected with the need generated by the projec ted new development was calculated. As discussed in Section 4, the project costs to correct existing deficiencies and the project costs associated with the impacts from growth in “flow- through” regional traffic will not be funded by the STMP fee. Therefore , new development in the STMP area will only be assessed fees for the portion of the costs of the projects relative to the traffic impact attributable to the new development. Cost breakdowns and the STMP fee amount and rate related to the Projects are shown in Tables 1 and 4, respectively. 7 Table 1. Project List and associated proportional share cost from STMP ID Project Estimated cost ($1,000’s) % from WCCTAC Estimated STMP ($1,000’s) 1 San Pablo Avenue Complete Streets Project $50,903 19% $9,672 2 Appian Way Complete Street Project $23,310 19% $4,429 3 San Pablo Dam Road Improvements in Downtown El Sobrante $10,422 19% $1,980 4 Bay Trail Gap Closure $12,276 19% $2,333 5 Ohlone Greenway Improvements $3,045 19% $579 6 I-580/Harbour Way Interchange Pedestrian & Bicycle Access Improvements $519 19% $156 7 I-580/Marina Bay Parkway Interchange Pedestrian & Bicycle Access Improvements $1,095 19% $197 8 Richmond Ferry to Bridge Bicycle Network Improvements $8,750 19% $2,450 9 I-80 Express Bus Service(capital improvements) $109,203 19% $20,749 10 Hercules Regional Intermodal Transportation Center $53,550 19% $10,175 11 BART extension from Richmond Station $14,700 19% $2,793 12 San Pablo Avenue Transit Corridor Improvements $192,150 19% $36,509 13 23rd Street Transit Corridor Improvements $121,800 19% $23,142 14 West County BART Station Access, Parking & Capacity Improvements $88,926 19% $16,896 15 Del Norte Area TOD Public Infrastructure Improvements $37,761 19% $7,175 16 San Pablo Avenue Intersection Realignment at 23rd Street and Road 20 $151,120 12% $1,814 17 I-80/San Pablo Dam Road Interchange Improvements (Phase 2) $84,788 19% $16,110 18 I-80/Central Avenue Interchange Improvements (Phase 2) $15,225 17% $2,588 19 I-80/Pinole Valley Road Interchange Improvements $10,959 14% $1,534 20 Future Nexus Study Updates $500 100% $500 Total $855,002 19% $161,781 8 GENERAL PLAN RELATIONSHIP The basis for the STMP is consistent with the features of the County General Plan and its amendments, and subscribes to the policies of the General Plan elements. The general plan policies include but are not limited to improving the County circulation network to meet existing and future travel demands. Establishing and charging new development the STMP fee will assist in funding the necessary transportation infrastructure projects required for future growth that are generally shown in the General Plan. The General Plan and its various elements are available for review at the Community Development Department, County Administration Building, 651 Pine Street, Martinez, during office hours. DEVELOPMENT POTENTIAL WITHIN THE STMP AREA Expected growth in households, employment, and peak hour trips within the STMP boundary area is discussed in the Nexus Study, which was prepared for the WCCTAC and included as Appendix B to this report. Section 4 of Appendix B identifies the growth assumptions which are the basis of the fair share calculation and is summarized in Table 2 below: Table 2. Forecasted Growth in West County, Converted to DUE Year Single Family Multi Family Total Residential Office Retail Industrial Total 2018 65,727 14,042 79,769 24,031 10,269 9,049 43,349 2040 70,412 20,922 91,334 31,676 12,373 9,878 53,927 Net Increase 4,685 6,880 11,565 7,645 2,104 829 10,578 Proportion of Total DUE Growth 21% 31% 52% 35% 9% 4% 48% See Appendix B, Section 4 for background. ESTIMATED COST OF ROADWAY NETWORK IMPROVEMENTS The estimated costs for the projects and the corresponding recommended STMP fee contributions are shown in Table 1. The recommended STMP fee contributions are only a portion of the total project cost. An additional administrative fee equal to 2% of the program revenue will be assessed by the County. This additional fee will be used to cover staff time for fee collection, accounting, and technical support to the community groups and traffic advisory committees. BASIS FOR FEE APPORTIONMENT The basis for the fee apportionment is described in the Nexus Study. This DPR is necessary for collection of fees to comply with Sections 66484 and 66484.7 of the 9 Government Code, Division 913 of the County Ordinance Code, and the Mitigation Fee Act (Gov. Code, § 66000 et seq.). The concept of a Nexus Study associated with mitigation fee program is the methodology to assure an equitable distribution of transportation improvement costs to new development from which future impacts will arise. As traffic impacts are directly related to the total number of trips on the transportation network, we are able to relate development fees to the number of trips associated with a particular category of development. To summarize, the nine land use categories for which a fee will be assessed in the STMP fee area, are: single and multi-family residential, senior housing, hotel, retail/service, office, industrial, storage facility, and “other.” The total estimated STMP share of the vehicle related project costs is based upon the percent increase of vehicle trips at each project location. The total estimated STMP share of the multi modal project cost is based upon the percent increase in service population. Once the total STMP share of the project costs is determined (as identified in Table 1) the cost is apportioned to each land use category based on percentage of growth attributed to that land use category as identified in Table 3. In the residential categories, the cost is equally distributed among all dwelling units. In the non-residential categories, the cost is distributed on the basis of each square foot of gross floor area. For the “other” category, the fee would be based on the number of A.M. peak hour trips generated by the particular type of development. A traffic report prepared by a licensed engineer and reviewed and approved by the Public Works Department, or an analysis completed in accordance with the Institute of Traffic Engineers (ITE) Manual, may be required to analyze the project’s impact during the peak traffic hours. The project would then be charged the “other” rate multiplied by the number of A.M. peal hour trips identified in the traffic report. Table 3. Maximum Potential Fee Calculation by Land Use Category Land Use Category Proportion of Total DUE Growth Capital Cost Allocated to Each Category Total Units Maximum STMP Fees Single Family 21% $33,974,010 4,685 DU $7,252 per DU Multi Family 31% $50,152,110 14,040 DU $3,572 per DU Office 35% $56,623,350 4,869,300 SF $11.63 per SF Retail 9% $14,560,290 1,656,500 SF $8.79 per SF Industrial 4% $6,471,240 873,000 SF $7.41 per SF RECOMMENDED FEES At the September 28, 2018 meeting, the WCCTAC Board recommended that fee levels be set at 75% of the maximum potential fee. Reducing the fee level to 75% of the maximum rate will allow continued economic growth in the area which is important to address the housing shorta ge and continued need for job growth. Table 4 provides the recommended fee rates to be implemented July 2019. Setting the fees at the recommended level is expected to generate an estimated $121.3 million through 2040. 10 Table 4. Recommended Fee Rates by Land Use Category Land Use Category Recommended STMP Fee Rates Single Family $5,439/DU Multi Family $2,679/DU Senior Housing $1,469/DU Hotel $3,481/Room Office $8.72/SF Retail/Service $6.59/SF Industrial $5.56/SF Storage Facility $0.76/SF Other $7,350 per AM peak hour trip OTHER FUNDING SOURCES The projects will be funded and constructed in conjunction with the development of property within the STMP area. The Projects however, are only partially funded by STMP fees. Other funding sources are available to help fund County transportation projects. These other funding sources include but are not limited to Regional Measure J, local Road funds generated through gas tax (Senate Bill 1), and Grant funds through Federal, State, or local programs. The rate of revenue generated in the STMP fee area is dependent on the rate of new development. This affects the timing of the construction of a STMP project as it is dependent on the total amount of fees collected less expenditures. The Projects proposed by the STMP will be reviewed periodically to assess the impacts of changing travel patterns, the rate of development, and the adequacy of the estimated project costs. The periodic review will evaluate project priority and the need to increase fees should project costs increase or exceed the rate of inflation. REVIEW OF FEES Project cost estimates will be reviewed periodically while the STMP is in effect. On July 1, 2020, and on July 1 of each year thereafter, the amount of the fees shall be increased or decreased based on the percentage change in the Engineering News - Record Construction Cost Index for the San Francisco Bay Area for the 12 -month period ending with the February index of the same calendar year. COLLECTION OF FEES Fees shall be collected when the building permit is issued in accordance with Section 913-4.204 of Title 9 (Subdivisions) of the Contra Costa County Ordinance Code. Fees collected will be deposited into interest bearing trust funds established pursuant to Section 913-8.002 of the Contra Costa County Ordinance Code. Fees, including 11 net interest, shall be remitted on a quarterly basis to the City of San Pablo Finance Department, to be used solely for the STMP Projects. IN LIEU DEDICATION A developer may receive credit against fees for the dedication of land for right-of-way and/or construction of any portion of the projects, where such right-of-way or construction is beyond that which would otherwise be required for approval of the proposed development. The calculation of the amount of credit against fees for such dedications or improvements will be based on a determination by the County that such credits are, in fact, exclusive of the dedications, setbacks, improvements, and/or traffic mitigation measures which are required by local ordinance, standards, or other practice. In addition, the credit will be calculated based upon the actual cost of construction of improvements or, in the case of land dedication, on an independent appraisal approved by the County. 12 APPENDIX 13 APPENDIX “A” WCCTAC area of benefit boundary as identified in the map above and as described in the following legal description. 14 EXHIBIT "A" Real property in Contra Costa County, California described as follows: Beginning at the most southeasterly corner of the 18.04 acre parcel of land as shown on the Record of Survey map filed December 22, 1931 in Book 2 of Licensed Surveyors Maps (LSM) at page 5; thence from said Point of Beginning along the south line of said parcel south 6611'00" west 125.14 feet to the northeasterly line of the Southern Pacific Railroad right of way; thence southerly 184.77 feet to the southwesterly line of said Railroad right of way at a 1/2" iron pipe with tag L.S. 3489, being the most easterly corner of the parcel of land as shown on the Record of Survey map filed April 10, 1990 in Book 93 of LSM at page 32; thence south 4326'43" west 342 feet more or less to the westerly right of way line of Carquinez Scenic Drive (formerly Pomona Avenue); thence along said right of way line in a general southerly direction 884 feet more or less to the westerly boundary of the parcel of land granted to California Pacific Title Company recorded February 17, 1959 in Book 3319 of Official Records at page 439; thence along said boundary in a general southerly and southeasterly direction 1853 feet more or less to the southeasterly corner of Assessor Parcel Number 368-100-002; thence along the south line of said parcel and its westerly prolongation, west 4050 feet more or less to the easterly right of way line of McEwen Road; thence continuing along said prolongation 50 feet more or less to the westerly right of way line of said road; thence continuing along said prolongation 4073 feet more or less to the northwest corner of APN 354-310-019, said point being on the easterly right of way line of Cummings Skyway; thence along said easterly right of way, southerly and southeasterly 3175 feet more or less to the northerly right of way line of State Highway 4; thence in a general southerly direction 1267 feet more or less to the northerly boundary of the parcel of land shown on the Record of Survey map for lot line adjustment 64 -88 filed February 15, 1989 in Book 90 of LSM at page 16 (being APN 362 -230-015); thence along said northerly line and its northwesterly prolongation north 78 31'05" west 789 feet more or less to the southeasterly right of way line of State Highway 4; thence along said right of way line in a southwesterly direction 5036 feet more or less to the most westerly corner o f parcel “B” as shown on the map of Subdivision MS 98-70 filed October 9, 1970 in Book 14 of Parcel Maps (PM) at page 24, said point being on the easterly right of way line of the Atchison Topeka and Santa Fe Railroad right of way; thence southwesterly 127 .63 feet to the westerly right of way line of said Railroad; thence along said westerly right of way line in a general southerly direction 5535 feet more or less to a point on the westerly line of Division No. 5 of the Rancho El Pinole filed October 1, 1901 in Book 90 of Deeds at page 417; thence leaving said Railroad right of way and along said westerly line south 45° west 132.00 feet more or less to Station Post “C.I.”; thence continuing along said westerly line south 45 east 2300 feet more or less to Station Post “H”; thence along the westerly boundary of the 137.40 acre and 98.59 acre parcels as shown on the Record of Survey map filed May 29, 1953 in Book 15 of LSM at page 44, south 0 20'20" east 2621.20 feet to the southwest corner of said 98.59 acre p arcel; thence along the southerly line of said parcel south 8750'20" east 2680.05 feet to the southeast corner of said 98.59 acre parcel, said corner also being a point on the north line of the parcel described as Property 2, Parcel 1 in the deed recorded May 11, 2001 as document number 2001 -0126342; thence continuing south 8750'20" east along said north line 39.15 feet; thence south 89 46'33" east 264.00 feet to the northeast corner of said Parcel 1 (2001 -0126342); thence along the 1 west boundary of Part “F”, Rancho El Pinole as shown on the Record of Survey map filed October 20, 1937 in Book 4 of Licensed Surveyors Maps at page 26 south 0 54" west 1837 feet to the southwest corner of said map (4 LSM 26); thence continuing southerly along said west boundary south 054" west 1661 feet more or less to corner PR 26, Rancho El Pinole; thence east along said Rancho line 600 feet more or less to the westerly right of way line of Ferndale Road; thence along said right of way line southeasterly 1150 feet more or less to the northeasterly corner of Parcel “A” of Subdivision MS 81 -78 filed July 11, 1979 in Book 78 of Parcel Maps at page 45; thence south 75 58'05" west 1071.26 feet; thence south 3019" west 282.28 feet; thence south 24 21'06" east 1165.5 feet to the southwesterly corner of Parcel B (78 PM 45); thence leaving said Parcel B (78 PM 45) southwesterly along the general southeasterly boundary of Parcel B of Subdivision MS 8 - 87 filed June 25, 1993 in Book 162 of Parcel Maps at page 25, 6688.01 feet more or le ss to the most southerly corner of said Parcel B; thence southwesterly 1719.2 feet more or less along the northwesterly boundary of Parcel “A” as shown on Subdivision MS 18 -91 filed December 29, 1992 in Book 160 of Parcel Maps at page 33 to the most wester ly corner of said parcel A; thence along the boundary of Subdivision MS 244 -77 filed September 11, 1979 in Book 80 of Parcel Maps at page 35 south 1 26'29" west 1078.00 feet more or less to the southeast corner of parcel B of said map; thence south 87 18'30" west 2133.27 feet; thence north 8921'12" west 3928 feet more or less to the northwest corner of Tract No. 27 as shown on the map of the Rancho El Sobrante; thence southerly, southwesterly, southeasterly 10,454 feet more or less along the boundary of Tract No. 27 to the most easterly corner of Tract No. 26 (Rancho El Sobrante); thence southwesterly along the southeasterly line of said Tract No. 26 and its southwesterly prolongation to the northeasterly right of way line of San Pablo Dam Road; thence sout heasterly along said right of way line to the southeasterly boundary of Specific Tract D (Rancho El Sobrante); thence south 4750' west 4528 feet more or less to the southerly corner of said Specific Tract D; thence along the southwest line of Specific Tract D north 4239' west 2253.9 feet and north 3000' west 1511.4 feet more or less to the northerly corner of Lot 62 (Rancho El Sobrante); thence south 4458' west along the northwesterly line of said Lot 62, 3822 feet more or less to the Alameda/Contra Costa County boundary line; thence along said Contra Costa County line in a general westerly, northwesterly, northerly, northeasterly and easterly direction to a point on the County line which intersects the prolongation of the south line of said 18.04 acre parcel (2 LSM 5); thence southwesterly along said prolonged line to the Point of Beginning. For assessment purposes only. This description of land is not a legal property description as defined in the Subdivision Map Act (Government Code Section 66410) and may not be used as the basis for an offer for sale of the land described. wcctac stmp boundary JS:tl last revised: April 10, 2019 2 APPENDIX “B” Nexus Study Final Report Prepared for:West Contra Costa Transportation Adivsory Committee (WCCTAC) 2019 Nexus Update of the Subregional Transportation Mitigation Program(STMP) Impact Fee 2201 Broadway Suite 602 Oakland, CA 94612 December 2018 Prepared by 2019 Nexus Update of the Subregional Transportation Mitigation Program (STMP) Impact Fee – Final Report Prepared for: West Contra Costa Transportation Advisory Committee (WCCTAC) December 2018 OK17-0177 Table of Contents 1. Introduction ........................................................................................................................................... 1  1.1 Purpose .......................................................................................................................................................... 1  1.2 Study Area ...................................................................................................................................................... 1  1.3 Study Process ................................................................................................................................................. 1  1.4 Report Organization ....................................................................................................................................... 3  2. Fee Program Background ..................................................................................................................... 4  2.1 Overview of the STMP .................................................................................................................................... 4  2.2 Current STMP Fee Levels .............................................................................................................................. 4  2.3 STMP Revenue and Disbursements ............................................................................................................. 6  3. Capital Improvement Projects .............................................................................................................. 8  3.1 Project List Criteria......................................................................................................................................... 8  3.2 Project Research ............................................................................................................................................ 8  3.3 STMP Update Project List ............................................................................................................................ 10  3.4 Cost Estimates ............................................................................................................................................. 11  4. Growth Projections ............................................................................................................................. 15  5. Nexus Analysis ................................................................................................................................... 19  5.1 Existing Deficiencies .................................................................................................................................... 19  5.2 STMP Project Cost Responsibility ............................................................................................................... 20  5.2.1 Transit, Bicycle, and Pedestrian Improvement Projects .................................................................. 22  5.2.2 Interchange and Local Street Projects ............................................................................................. 22  5.2.3 Administrative Projects ..................................................................................................................... 23  5.3 Maximum Fee Calculation ........................................................................................................................... 23  5.3.1 Fee Comparison ................................................................................................................................ 24  5.3.2 Board-Recommended Fee Levels ..................................................................................................... 25  5.3.3 Maximum Potential Fee for Other Land Use Categories ................................................................. 26  5.4 Other Funding Sources ................................................................................................................................ 27  6. Summary of Required Program Elements ......................................................................................... 30  List of Figures Figure 1-1: STMP Update Study Area ........................................................................................................................ 2  Figure 3-1: West County STMP Projects .................................................................................................................. 14  List of Tables Table 2-1: WCCTAC 2005 STMP Fee Schedule Indexed for Inflation ...................................................................... 5  Table 2-2: Subregional Transportation Mitigation Program (STMP) Fees as of July 2018 .................................... 6  Table 2-3: STMP Revenue and Disbursements (as of December 1, 2018) ............................................................ 7  Table 2-4: STMP Disbursements by Project (as of December 1, 2018) ................................................................. 7  Table 3-1: Updated STMP Projects and Estimated Cost ........................................................................................ 11  Table 4-1: West County Annual Growth Rate Comparison ..................................................................................... 15  Table 4-2: Forecasted Housing and Job Growth in West County ........................................................................... 16  Table 4-3: Forecasted Service Population Growth in West County ........................................................................ 16  Table 4-4: DUE Conversion Factors ......................................................................................................................... 17  Table 4-5: Forecasted Growth in West County, Converted to DUE ........................................................................ 17  Table 5-1: Maximum STMP Amount for Each Project ............................................................................................. 21  Table 5-2: STMP Maximum Potential Fee Calculation by Land Use Category ...................................................... 24  Table 5-3: Comparison to Other Sub-Regional Fees............................................................................................... 25  Table 5-4: Board-Recommended STMP Fee Levels by Land Use Category .......................................................... 26  Table 5-5: STMP Fee Levels for Other Land Use Categories .................................................................................. 27  2019 Nexus Update of the Subregional Transportation Mitigation Program Impact Fee – December 2018 1 1. Introduction The West Contra Costa Transportation Advisory Committee (WCCTAC) is a regional planning agency charged with obtaining the funding for regional transportation improvement projects in West Contra Costa County. WCCTAC’s jurisdiction encompasses the western portion of the County, including unincorporated areas as well as the Cities of El Cerrito, Hercules, Pinole, Richmond and San Pablo. WCCTAC first implemented a transportation impact fee via the Subregional Transportation Mitigation Program (STMP) in 1997. Impact fees are established under a state law known as Assembly Bill (AB) 1600, the Mitigation Fee Act. Fees charged pursuant to this legislation are used to build capital facilities needed to offset the impacts generated by new development. The STMP was designed to provide a contribution from new development toward a series of regional transportation improvements. WCCTAC conducted an update of the fee program in 2005 to help fund an expanded list of regional transportation improvements. Working with the member agencies, WCCTAC has successfully utilized fee revenue to fund various transportation projects throughout the region. This report documents a new update of the STMP, undertaken to update the program for current conditions. 1.1 Purpose The purpose of this study is to provide the technical basis for updating the STMP. The focus of the updated program is to support a regional multimodal transportation system in West County that serves the expected future demand. This report documents the analytical approach for establishing the required nexus between anticipated future development in West Contra Costa County and the need for regional transportation improvements. 1.2 Study Area As shown on Figure 1-1, the study area includes the unincorporated portions of western Contra Costa County, as well as the Cities of El Cerrito, Hercules, Pinole, Richmond and San Pablo. 1.3 Study Process This study was developed under the direction of WCCTAC staff. Input was obtained at key points in the study process from the WCCTAC Technical Advisory Committee (TAC) and the WCCTAC Board of Directors (Board). Review was also provided by the WCCTAC Legal Counsel. ¨§ ¨§80 580 B E R K E L E Y E L C E R R I T O H E R C U L E S O R I N D A P I N O L E R I C H M O N D S A N PA B L O San Pablo Da m R d R ich m ond PkwySan Pabl o AveSan Pablo AveAppi an Way23rd StGarrard BlvdC arlso n Blvd C e n t r a l A v e C u m m in gs Skyway State Route 4 17 10 18 6 16 4 13 4 9 19 31 7 2 5 12 14 14 15 14 8 NORTH0 4 Miles STMP Project Types1. San Pablo Ave Complete Streets (various segments)2. Appian Way Complete Streets3. San Pablo Dam Rd Complete Streets4. Bay Trail Gap Closures5. Ohlone Greenway6. I-580/Harbour Way 7. I-580/Marina Bay Parkway8. Ferry to Bridge Bike Connections9. I-80 Express Bus10. Hercules RITC11. BART Extension12. San Pablo Ave BRT13. 23rd Street BRT 14. BART Station Access Improvements15. Del Norte TOD16. San Pablo Ave/ 23rd St Realignment17. I-80/San Pablo Dam Rd18. I-80/Central Ave19. I-80/Pinole Valley Rd Interchange/Intersection BART Stations Trails/Bicycle Facilities Roadway/Freeway West County City Limits West County STMP Projects Figure 3-1 #West County City Limits STMP Update Study Area Figure 1-1 2019 Nexus Update of the Subregional Transportation Mitigation Program Impact Fee – December 2018 3 After the results of the fee study are approved by the Board, the updated fee program will be presented to the Contra Costa County Board of Supervisors and the City Councils of El Cerrito, Hercules, Pinole, Richmond and San Pablo. Each jurisdiction will be asked to adopt an updated ordinance, Master Cooperative Agreement, and hold an appropriate public hearing to implement the updated fee program. 1.4 Report Organization This report contains a total of five chapters including this introductory chapter. • Chapter 2 – Fee Program Background summarizes the status of the current West County STMP. • Chapter 3 – Capital Improvement Projects describes the process for identifying the project list, including cost estimates for each project. • Chapter 4 – Growth Projections summarizes the residential and non-residential growth projections anticipated in the planning horizon (year 2040) of the study. • Chapter 5 – Nexus Analysis describes the methodology and results of the nexus analysis. • Chapter 6 – Summary of Required Program Elements confirms that this report addresses all of the fee program elements as required by Assembly Bill (AB) 1600, the Mitigation Fee Act. 2019 Nexus Update of the Subregional Transportation Mitigation Program Impact Fee – December 2018 4 2. Fee Program Background West Contra Costa County is an area that has experienced population and employment growth within the last decade and where new development is anticipated to continue, causing increased demand on the region’s multimodal transportation system. This chapter describes the current status of the regional fees in West County. The West County STMP was first adopted in 1997, and an updated nexus study was prepared in 2005/06. The prior nexus study is titled 2005 Update of the Subregional Transportation Mitigation Program (2005 Update of the STMP), dated May 5, 2006 and prepared by TJKM Transportation Consultants. 2.1 Overview of the STMP The STMP is an important mechanism for regional collaboration in West County. The program involves all six jurisdictions (Contra Costa County and the five incorporated cities of El Cerrito, Hercules, Pinole, Richmond and San Pablo) and was established to comply with the countywide Measures C and J Growth Management Program requirements for a mitigation program to fund improvements needed to meet the transportation demands resulting from growth. Regional, multi-jurisdictional fee programs are more complicated than local mitigation fee programs administered by a single jurisdiction; however, regional programs offer a forum for cooperation and coordination that allows the agencies involved to make more comprehensive transportation investments than any single jurisdiction could do on its own. It is also worth noting that local transportation mitigation fees are charged by some of the STMP member agencies, for the purposes of implementing transportation projects that improve local streets and other transportation facilities. Such local fee programs are separate from and in addition to the STMP. 2.2 Current STMP Fee Levels The STMP fees from the fee schedule shown in the 2005 Update of the STMP are shown in Table 2-1. The STMP ordinance specifies that an inflation index will be used to adjust the fee levels annually to reflect changes in construction costs. This is a common practice in fee programs, to ensure that the “purchasing power” of the fee revenue keeps up with changes in the cost of building capital projects. The index is also shown in Table 2-1, along with a calculation of what the fees would currently be if they had been indexed for inflation. 2019 Nexus Update of the Subregional Transportation Mitigation Program Impact Fee – December 2018 5 Table 2-1: WCCTAC 2005 STMP Fee Schedule Indexed for Inflation Land Use Unit 2005 STMP Fee Schedule Index (Jun. 2006 - Jun. 2018) FY 2017-18 Fee Schedule If Indexed Single family per dwelling unit $2,595 1.42 $3,697 Multi-family per dwelling unit $1,648 1.42 $2,348 Senior Housing per dwelling unit $701 1.42 $995 Hotel per room $1,964 1.42 $2,789 Retail per sq. ft. $1.82 1.42 $2.59 Office per sq. ft. $3.51 1.42 $5.00 Industrial per sq. ft. $2.45 1.42 $3.49 Storage Facility per sq. ft. $0.53 1.42 $0.75 Church per sq. ft. $1.58 1.42 $2.24 Hospital per sq. ft. $4.21 1.42 $5.98 Note: The index is based on the Engineering-News Record Construction Cost Index for the San Francisco Bay Area, as described in WCCTAC's STMP model ordinance. In reviewing the actual fees being charged by the member agencies, it was found that there had not been consistent indexing over time. See Table 2-2 for the currently adopted (as of July 2018) fee schedules for the five primary land use categories administered by WCCTAC member jurisdictions; the fee schedules for the Senior Housing, Hotel, Storage Facility, and other land use categories are not listed in Table 2-2. One objective of this new STMP update is to establish procedures for annual indexing of the fee, and to ensure that there is consistency in the fees being charged across all member agencies. 2019 Nexus Update of the Subregional Transportation Mitigation Program Impact Fee – December 2018 6 Table 2-2: Subregional Transportation Mitigation Program (STMP) Fees as of July 2018 Jurisdiction Single Family (per dwelling unit) Multi-Family (per dwelling unit) Office (per square foot) Retail (per square foot) Industrial (per square foot) WCCTAC (original 2005) $2,595 $1,648 $3.51 $1.82 $2.45 WCCTAC (if indexed) $3,697 $2,348 $5.00 $2.59 $3.49 County $3,768 $2,392 $5.10 $2.65 $3.56 El Cerrito $2,595 $1,648 $3.51 $1.82 $2.45 Hercules $2,904 $1,844 $3.93 $2.04 $2.74 Pinole $2,595 $1,648 $3.51 $1.82 $2.45 Richmond $2,655 $1,686 $4.00 $2.00 $3.00 San Pablo $2,595 $1,648 $3.51 $1.82 $2.45 Note: Table 2-2 summarizes the current fee schedules for the five primary land use categories only. Fee schedules for the following land use categories are not listed for brevity: Senior Housing, Hotel, Storage Facility, Church, Hospital and Other. 2.3 STMP Revenue and Disbursements As shown in Table 2-3, the STMP generated about $11.6 million in revenue as of December 1, 2018, including $8.7 million between 2005 and 2018. About $5.9 million has been disbursed as of December 1, 2018; total disbursements by project are summarized in Table 2-4. As shown in Table 2-3, an account balance of about $5.7 million remains as of December 1, 2018. A portion of the remaining account balance has been allocated to projects on the current STMP project list; however, not all the allocated amount has been disbursed to the project sponsor agencies to date. WCCTAC also recently released a call for projects and will be coordinating with West County jurisdictions to disburse the remaining balance for transportation capital improvements that fall under the project list identified in the 2005 Update of the STMP. Revenues generated after the upcoming adoption of the STMP update will be disbursed for transportation capital improvements identified in the updated project list described in Chapter 3 below. 2019 Nexus Update of the Subregional Transportation Mitigation Program Impact Fee – December 2018 7 Table 2-3: STMP Revenue and Disbursements (as of December 1, 2018)1 Period Revenue Disbursements Balance2 1998 – 2004 $2,942,031.00 $2,235,826.70 $706,204.30 2005 – 20183 $8,668,484.55 $3,652,097.91 $5,722,590.94 Total to Date $11,610,515.55 $5,887,924.61 $5,722,590.94 Notes: 1. Information presented in Table 2-3 is based on the best information available at this time, however, the records may not be complete. 2. A portion of the remaining account balance has been allocated to projects on the current STMP project list; however, not all the allocated amount has been disbursed to the project sponsor agencies to date. 3. Reporting period as of December 1, 2018. Source: WCCTAC, December 2018. Table 2-4: STMP Disbursements by Project (as of December 1, 2018)1 Project Total Amount Committed Total Amount Disbursed to Date Richmond Intermodal Station $527,000.00 $223,116.36 I-80/San Pablo Dam Road, I-80/Central Avenue, SR 4/ Willow Avenue Interchange Improvements $2,800,435.39 $2,800,435.39 Capitol Corridor Improvements (Hercules Passenger Rail Station) $1,000,000.00 $988,774.00 Ferry Service to San Francisco from Richmond and/or Hercules/Rodeo $300,000.00 $0.00 BART Access and/or Parking Improvements (El Cerrito Plaza, El Cerrito Del Norte, and/or Richmond BART Stations) $1,186,200.00 $813,991.86 Bay Trail Gap Closure $500,000.00 $487,365.06 San Pablo Dam Road Improvements in Downtown El Sobrante $0.00 $0.00 San Pablo Avenue Corridor Improvements $0.00 $0.00 North Richmond Connection Project $0.00 $0.00 Hercules Transit Center $304,963.13 $304,963.13 Del Norte Area TOD Public Infrastructure Improvements $300,000 $0.00 Administrative2 N/A $269,278.81 Total $6,918,598.52 $5,887,924.61 Notes: 1. Information presented in Table 2-4 is based on the best information available at this time, however, the records may not be complete for every project on the list. 2. Includes disbursements for administrative purposes and those that were not otherwise categorized. Source: WCCTAC, December 2018. 2019 Nexus Update of the Subregional Transportation Mitigation Program Impact Fee – December 2018 8 3. Capital Improvement Projects The Mitigation Fee Act indicates that impact fees should be used to fund capital projects, and not for ongoing operating or maintenance costs; for the purposes of this STMP update, emphasis was placed on defining a set of capital projects that achieve the subregional goals of the STMP. 3.1 Project List Criteria There are many transportation needs in West County, and many projects have been considered or are in various phases of planning. To define projects that are consistent with the regional emphasis of the STMP, the following criteria were defined and accepted by the TAC and Board. As a first step, all STMP-eligible projects must meet the following criterion: • Does the project have a reasonable expectation of implementation during the timeframe of the fee program (i.e., year 2040)? Then, a project should meet at least one of the following criteria to be eligible for STMP funding: • Does the project address the impacts of congestion on regional travel? • Is the project located on a Route of Regional Significance? • Does the project improve access to BART stations, transit centers or major transit hubs? • Does the project increase transit ridership? • Does the project improve bicycle or pedestrian access to transit? Although the focus of the STMP project list is to identify improvements that serve regional travel needs by reducing congestion or increasing accessibility along Routes of Regional Significance and major transit facilities, it is important to note that projects that are not directly located on such routes were also considered. Specifically, projects along other roadways that could indirectly improve regional travel or the operations of Routes of Regional Significance may meet one or more of the above criteria, and thus be STMP-eligible. 3.2 Project Research Fehr & Peers, in coordination with WCCTAC staff, developed a preliminary list of projects that meet at least one of the approved criteria. These projects were identified by reviewing a large number of planning and 2019 Nexus Update of the Subregional Transportation Mitigation Program Impact Fee – December 2018 9 environmental review documents addressing West County’s existing and future transportation needs. The following documents were reviewed to develop the preliminary draft project list:  Regional Measure 3 Expenditure Plan (MTC, September 2017)  2016 Express Bus Study Update Final Report (CCTA, June 2017)  2017 Countywide Comprehensive Transportation Plan Public Review Draft (CCTA, May 2017)  West Contra Costa High-Capacity Transit Study (WCCTAC, May 2017)  2015 Update of the Contra Costa Congestion Management Program (CCTA, December 2015)  2014 Comprehensive Transportation Project List (CCTA, March 2015)  West County Action Plan for Routes of Regional Significance (CCTA, January 2014)  BART Sustainable Communities Operations Analysis (BART, June 2013)  West Contra Costa Transit Enhancement and Wayfinding Plan (WCCTAC, October 2011)  2009 Contra Costa Countywide Bicycle and Pedestrian Plan (CCTA, October 2009)  Various planning and environmental documents completed in the past several years and available on agency websites, including the following: o Final Hercules Safeway Project Transportation Impact Assessment (City of Hercules, o Administrative Draft San Pablo City Hall Site Reuse Project Transportation Impact Assessment (City of San Pablo, June 2017) o San Pablo Avenue Complete Streets Study Feasibility Report (Contra Costa County Public Works, April 2017) o Administrative Draft West County Health Center – Transportation Impact Analysis (Contra Costa County, April 2017) o Draft CEQA Initial Study/Mitigated Negative Declaration Goodrick Avenue Bay Trail Gap Closure Project (City of Richmond, January 2017) o CVS/Pharmacy & Wireless Communication Facility Relocation Initial Study (City of Pinole, October 2015) o South Richmond Transportation Connectivity Plan (City of Richmond, July 2015) o Bay Walk Mixed-Use Project Final Initial Study and Mitigated Negative Declaration (City of Richmond, July 2015) o Pinole Gateway Shopping Center Initial Study (City of Pinole, January 2015) o Draft San Pablo Avenue Specific Plan (City of El Cerrito, December 2014) o Final Sycamore Crossing Transportation Assessment (City of Hercules, November 2014) o Final Environmental Impact Report San Pablo Avenue Specific Plan (City of El Cerrito, August 2014) o Richmond Central Project Initial Study Checklist Public Review Draft (City of Richmond, April 2014) 2019 Nexus Update of the Subregional Transportation Mitigation Program Impact Fee – December 2018 10 o Draft Environmental Impact Report Bottoms Property Residential Project (City of Richmond, March 2014) o Final Report for the San Pablo Avenue Complete Streets Study (Cities of Richmond and San Pablo, September 2013) o City of Richmond Bicycle Master Plan (City of Richmond, October 2011) o Ohlone Greenway Master Plan (City of El Cerrito, June 2009) Fehr & Peers reviewed the documents listed above and assembled a comprehensive initial list of capital projects that were either located on a Route of Regional Significance or could indirectly improve operations on such routes. This initial process identified more than 150 projects. Fehr & Peers then removed duplicative projects, consolidated projects that contained similar elements based on project descriptions, and applied the STMP eligibility criteria, resulting in a preliminary draft list of 39 new projects, in addition to the 11 projects on the current STMP list. These potential projects were discussed at several meetings of the WCCTAC TAC and the Board, who made further adjustments and revisions. 3.3 STMP Update Project List The TAC recommended, and Board approved, a final list of capital improvement projects for inclusion in the updated STMP. This list contains a combination of projects currently in the STMP, as well as projects that have been identified through the review of recent planning documents, the application of project eligibility criteria, and feedback from the TAC and Board. Overall, the purpose of the projects remains the same as when the STMP was first adopted. These projects are intended to provide congestion relief and mitigate traffic impacts on regional routes through capacity improvements on those routes, improved transit services for subregional and regional travel, and improved facilities that allow West County residents to more efficiently access regional routes and transit services. Table 3-1 displays the updated STMP list, and the project locations are shown on Figure 3-1. All projects on the list are grouped into the following categories:  Complete streets projects  Other bicycle and pedestrian-focused improvements  Transit and station-related improvements  Local street and intersection improvements  Freeway and interchange improvements A detailed version of the project list is also provided in Appendix A. In addition to the 19 capital improvement projects shown in Figure 3-1, the project list also includes one administrative project that would allow for two comprehensive nexus studies and fee updates over the 22-year planning horizon of the 2019 STMP fee. 2019 Nexus Update of the Subregional Transportation Mitigation Program Impact Fee – December 2018 11 3.4 Cost Estimates For the purposes of the STMP, it is necessary to have an estimate of the cost to implement each of the capital improvement projects on the project list. Cost estimates were developed for the STMP based on information provided in recent planning documents and input from the TAC. The year that cost estimates were developed varied for each project; to account for this, all cost estimates were escalated to 2018 dollars. The estimated cost of each project is shown on Table 3-1. Additional documentation of the cost estimates is provided in Appendix B. Table 3-1: Updated STMP Projects and Estimated Cost ID Project Description Estimated Cost (2018$) Complete Streets Projects 1 San Pablo Avenue Complete Streets Projects a.) Construct bike and pedestrian improvements along San Pablo Avenue from Rodeo to Crockett. $ 8,610,000 b.) Construct bicycle, pedestrian, and transit improvements along San Pablo Avenue between La Puerta Road and Hilltop Drive. $ 3,150,000 c.) Construct bike, pedestrian and transit improvements along San Pablo Avenue from Rivers Street in San Pablo to Lowell Avenue in Richmond. $ 13,755,000 d.) Implement Complete Streets improvements along San Pablo Avenue including directional cycle track or buffered bike lane and other bicycle, pedestrian and transit improvements in El Cerrito. $ 8,190,000 e.) San Pablo Avenue Class I Boardwalk between John Muir Parkway and Sycamore Avenue. $ 398,000 f.) Complete bicycle/pedestrian connection on San Pablo Avenue over Santa Fe Railroad tracks. $ 16,800,000 2 Appian Way Complete Streets Project Provide continuous sidewalks, bike lanes, and improved bus stops along Appian Way from San Pablo Dam Road in unincorporated El Sobrante to about 900 lineal feet north of the city limit within the City of Pinole. $ 23,310,000 3 San Pablo Dam Road Improvements in Downtown El Sobrante Provide complete street improvements on San Pablo Dam Road between El Portal Drive and Castro Ranch Road. $ 10,422,000 Other Bicycle and Pedestrian-Focused Improvements 4 Bay Trail Gap Closure Improve transit access by closing three key Bay Trail gaps: along Goodrick Avenue in Richmond, between Bayfront Park and Pinole Creek in Pinole, and between Atlas Road and Cypress Avenue in unincorporated Contra Costa County. $ 12,276,000 2019 Nexus Update of the Subregional Transportation Mitigation Program Impact Fee – December 2018 12 Table 3-1: Updated STMP Projects and Estimated Cost ID Project Description Estimated Cost (2018$) 5 Ohlone Greenway Improvements Implement crossing, wayfinding, signing, lighting, safety, access and security, and landscaping improvements along Ohlone Greenway. $ 3,045,000 6 I-580/Harbour Way Interchange Pedestrian & Bicycle Access Improvements Improve pedestrian and bicycle crossings at the I- 580/Harbour Way interchange ramps. $ 519,000 7 I-580/Marina Bay Parkway Interchange Pedestrian & Bicycle Access Improvements Improve pedestrian and bicycle crossings at the I-580/Marina Bay Parkway interchange ramps. $ 1,095,000 8 Richmond “Ferry to Bridge” Bicycle Network Improvements (connecting Ferry Terminal with Richmond- San Rafael Bridge Bay Trail) a.) Bicycle Boulevard in Point Richmond area: from the new trail at Tewksbury & Castro to existing Bay Trail at S. Garrard & Richmond Ave. $ 1,150,000 b.) Class 1 trail in Point Richmond to Richmond Greenway, including S. Garrard Blvd and W. Ohio Ave. $ 2,950,000 c.) Two-way cycle-track and road diet on W. Cutting Blvd, Cutting Blvd, and Hoffman Blvd. $ 3,550,000 d.) Two-way cycle-track on Harbour Way South: Hoffman Blvd to Ferry Terminal. $ 1,100,000 Transit and Station-Related Improvements 9 I-80 Express Bus Capital improvements associated with implementing Express Bus Service on I-80 from Hercules south to Berkeley, Emeryville, Oakland, and expansion to San Francisco, with intermediate stops at the Richmond Parkway Transit Center, a potential I-80/Macdonald Avenue Express Bus/BRT transit center, and other intermediate stops. $ 109,203,000 10 Hercules Regional Intermodal Transportation Center Complete construction of the new train stop for Capitol Corridor service, including parking, station platform, signage and plazas, rail improvements, bicycle and pedestrian access improvements (e.g. Bay Trail connections), etc. Future capital improvements could include preparation for ferry service. $ 53,550,000 11 BART Extension from Richmond Station BART extension from the Richmond BART Station to Contra Costa College. Only the planning, conceptual engineering and program level environmental clearance phases of the project are included. $ 14,700,000 12 San Pablo Avenue Transit Corridor Improvements Bus Rapid Transit (BRT) on San Pablo Avenue approximating the existing 72R Rapid Bus route from downtown Oakland to the Richmond Parkway Transit Center and extending Rapid Bus from the Richmond Parkway Transit Center to the Hercules Transit Center. $ 192,150,000 2019 Nexus Update of the Subregional Transportation Mitigation Program Impact Fee – December 2018 13 Table 3-1: Updated STMP Projects and Estimated Cost ID Project Description Estimated Cost (2018$) 13 23rd Street Transit Corridor Improvements 23rd Street BRT from Richmond Ferry Terminal and UC Berkeley Richmond Field Station to Richmond BART/Capitol Corridor station, then continuing to Contra Costa College. $ 121,800,000 14 West County BART Station Access, Parking & Capacity Improvements a.) El Cerrito Plaza Station Modernization and Capacity Enhancements. $ 49,442,000 b.) El Cerrito Plaza BART Pedestrian & Bike Safety and Access Improvements. $ 1,260,000 c.) Richmond BART Pedestrian & Bike Safety and Access Improvements. $ 3,465,000 d.) Richmond Crossover Project. $ 34,759,000 15 Del Norte Area TOD Public Infrastructure Improvements Planning, engineering, environmental studies, and construction of the public transportation-related improvements related to Transit Oriented Development (TOD) in the area around the El Cerrito Del Norte BART station. $ 37,761,000 Local Street and Intersection Improvements 16 San Pablo Avenue Intersection Realignment at 23rd Street and Road 20 Realignment of skewed 5-legged intersection as part of a bridge removal project that will enhance pedestrian, bicycle and future BRT access. $ 15,120,000 Freeway and Interchange Improvements 17 I-80/San Pablo Dam Road Interchange Improvements (Phase 2) Reconstruct the existing I-80/San Pablo Dam Road interchange (including modifications to the El Portal Drive and McBryde Avenue ramps) and provide improved pedestrian and bicycle facilities. $ 84,788,000 18 I-80/Central Avenue Interchange Improvements (Phase 2) Improve traffic operations and multimodal access at the I- 80/Central Avenue interchange and along Central Avenue between Rydin Road and San Pablo Avenue. The project will be completed in two phases. $ 15,225,000 19 I-80/Pinole Valley Road Interchange Improvements Improve merge onto the I-80 mainline from the EB Pinole Valley Road on-ramp to address vehicles accelerating uphill after stopping at ramp meter, in addition to ramp-terminal intersection improvements. $ 10,959,000 Administrative Projects 20 Future Nexus Study Updates Two comprehensive nexus studies and fee updates, over the 22-year planning horizon of the 2019 STMP Fee. $500,000 Total Estimated Cost $ 855,002,000 Notes: See Appendix A for detailed project descriptions. ¨§ ¨§80 580 B E R K E L E Y E L C E R R I T O H E R C U L E S O R I N D A P I N O L E R I C H M O N D S A N PA B L O San Pablo Da m R d R ich m ond PkwySan Pabl o AveSan Pablo AveAppi an Way23rd StGarrard BlvdC arlso n Blvd C e n t r a l A v e C u m m in gs Skyway State Route 4 17 10 18 6 16 4 13 4 9 19 31 7 2 5 12 14 14 15 14 8 NORTH0 4 Miles STMP Project Types1. San Pablo Ave Complete Streets (various segments)2. Appian Way Complete Streets3. San Pablo Dam Rd Complete Streets4. Bay Trail Gap Closures5. Ohlone Greenway6. I-580/Harbour Way 7. I-580/Marina Bay Parkway8. Ferry to Bridge Bike Connections9. I-80 Express Bus10. Hercules RITC11. BART Extension12. San Pablo Ave BRT13. 23rd Street BRT 14. BART Station Access Improvements15. Del Norte TOD16. San Pablo Ave/ 23rd St Realignment17. I-80/San Pablo Dam Rd18. I-80/Central Ave19. I-80/Pinole Valley Rd Interchange/Intersection BART Stations Trails/Bicycle Facilities Roadway/Freeway West County City Limits West County STMP Projects Figure 3-1 # 2019 Nexus Update of the Subregional Transportation Mitigation Program Impact Fee – December 2018 15 4. Growth Projections An important step in quantifying the nexus relationship is to determine the amount of new development anticipated in the planning horizon (year 2040) of the study. Fehr & Peers reviewed the historical and projected housing and job growth in West County provided by the Association of Bay Area Governments (ABAG) and summarized in Table 4-1. Based on the information presented in Table 4-1, the TAC recommended, and the Board approved, a 0.9 percent annual housing growth rate and 1.2 percent annual job growth rate for use in the nexus study update. These projections were incorporated into the year 2040 land use file of the Contra Costa Transportation Authority (CCTA) travel demand model in the appropriate Transportation Analysis Zones (TAZs) for the West County region. Table 4-2 shows the amount of new development anticipated based on applying those growth rates; the number of dwelling units in West County would increase by 18,725 units (17 percent of total 2040 amount), and the number of jobs would increase by 18,794 jobs (21 percent of total 2040 amount). As shown in Table 4-3, total “service population” in West County, which is the sum of population plus jobs, is expected to increase by 82,037 (19 percent of total 2040 amount). Table 4-1: West County Annual Growth Rate Comparison Year Range Annual Housing Growth Rate Annual Job Growth Rate 2000 – 2005 (Historical) 0.9% 0.7% 2005 – 2010 (Historical) -0.1% -2.1% 2010 – 2015 (Historical) 0.9% 1.7% 2015 – 2040 (Forecast, based on ABAG Projections 2013) 1.2% 1.2% 2015 – 2040 (Forecast, based on ABAG Projections 2017) 1.0% 1.4% Source: Fehr & Peers, 2018. 2019 Nexus Update of the Subregional Transportation Mitigation Program Impact Fee – December 2018 16 Table 4-2: Forecasted Housing and Job Growth in West County Year Residential (Dwelling Units) Non-Residential (Jobs) Single- Family Multi- Family Total Office Retail Industrial Total 2018 65,727 28,657 94,384 45,920 16,172 9,525 71,617 2040 70,412 42,697 113,109 60,528 19,485 10,398 90,411 Net Increase 4,685 14,040 18,725 14,608 3,313 873 18,794 Net Increase as % of Total 2040 Amount 7% 33% 17% 24% 17% 8% 21% Source: Fehr & Peers, 2018. Table 4-3: Forecasted Service Population Growth in West County Year Total Population Total Jobs Service Population (Population + Jobs) 2018 267,305 71,617 338,922 2040 330,548 90,411 420,959 Net Increase 63,243 18,794 82,037 Net Increase as % of Total 2040 Amount 19% 21% 19% Source: Fehr & Peers, 2018. The CCTA travel demand model land use forecasts for West County, which are based on data from ABAG, represent residential uses in terms of dwelling units and non-residential uses in terms of numbers of employees. However, because fees are typically assessed on the basis of building area, for the purpose of establishing fee rates, the forecasts of total employees have been converted to square feet of non- residential development by applying the following typical factors:  Office: 3 employees per 1,000 square feet  Retail: 2 employees per 1,000 square feet  Industrial: 1 employee per 1,000 square feet All uses were then converted to dwelling unit equivalents (DUEs), to account for the fact that different development types generate traffic with different characteristics, and to use a common unit of measurement. This conversion was accomplished by applying use-specific AM peak hour vehicle trip generation rates from the Institute of Transportation Engineers (ITE) Trip Generation, 10 th Edition. Table 4-4 2019 Nexus Update of the Subregional Transportation Mitigation Program Impact Fee – December 2018 17 contains the conversion factors used to calculate DUEs in this study. The results of the DUE conversion are presented in Table 4-5. Table 4-4: DUE Conversion Factors Land Use Category Unit1 AM Peak Hour Vehicle Trip Rate2 DUE per Unit3 Single-Family DU 0.74 1.00 Multi-Family DU 0.36 0.49 Office 1,000 sq. ft. 1.16 1.57 Retail 1,000 sq. ft. 0.94 1.27 Industrial 1,000 sq. ft. 0.7 0.95 Notes: 1. DU = dwelling unit; sq. ft. = square feet. 2. AM peak hour trip rates are based on the following ITE codes: single-family= land use code 210, multi-family = land use code 221, office = land use code 710, retail = land use code 820, industrial = and use code 110. 3. DUE per Unit was calculated by normalizing the AM Peak Hour Trip Rate for each category such that the single-family residential category was assigned a DUE of 1.00. This is accomplished by dividing the AM Peak Hour Trip Rate for each category by 0.74, which is the AM Peak Hour Trip Rate of the single-family residential category. Example calculation: DUE per Multi-Family Unit = 0.36 / 0.74 = 0.49. 4. Land uses that have unique characteristics that do not fall under any of the five general categories listed in the table were evaluated separately and assessed a fee per AM peak hour vehicle trip, as described further under Section 5.3.3. Source: Fehr & Peers, 2018. Table 4-5: Forecasted Growth in West County, Converted to DUE Year Residential (DUEs)1 Non-Residential (DUEs) Single- Family Multi- Family Total Office2 Retail3 Industrial4 Total 2018 65,727 14,042 79,769 24,031 10,269 9,049 43,349 2040 70,412 20,922 91,334 31,676 12,373 9,878 53,927 Net Increase 4,685 (+7%) 6,880 (+49%) 11,565 (+14%) 7,645 (+32%) 2,104 (+20%) 829 (+9%) 10,578 (+24%) Proportion of Total DUE Growth5 21% 31% 52% 35% 9% 4% 48% Notes: 1. Residential DUE conversion = Number of Dwelling Units * DUE per Unit. 2. Office DUE conversion = (Jobs/3 employees per 1,000 sq ft) * DUE per Unit. 3. Retail DUE conversion = (Jobs/2 employees per 1,000 sq ft) * DUE per Unit. 4. Industrial DUE conversion = (Jobs/1 employee per 1,000 sq ft) * DUE per Unit. 5. Total DUE Growth = 11,565 Net Increase in Residential DUEs + 10,578 Net Increase in Non-Residential DUEs = 22,143. Example calculation: Single-Family DUE Proportion of Total DUE Growth = 4,685/22,143 = 21%. Source: Fehr & Peers, 2018. 2019 Nexus Update of the Subregional Transportation Mitigation Program Impact Fee – December 2018 18 Following the same approach used in the 2005 STMP nexus study, the DUE conversion factors have been based on AM peak hour trip generation rates. The 2005 nexus study explained that the purpose of using AM peak hour rates was so as to “not overburden the application of the traffic fees on retail development.” Using the AM peak hour rates will allow the resulting fee calculations to be more directly compared to the current STMP fees. For the purposes of the STMP, which focuses on the impacts of new development, the most important piece of information is the estimated growth in DUEs between existing and future conditions. The total number of DUEs shown in Table 4-5 was used to calculate the maximum potential fee levels for each land use type. 2019 Nexus Update of the Subregional Transportation Mitigation Program Impact Fee – December 2018 19 5. Nexus Analysis This chapter presents the nexus analysis conducted for the new STMP update. 5.1 Existing Deficiencies An important part of a nexus analysis is to establish whether the transportation facilities that will be addressed by projects in the fee program are currently operationally deficient. Existing deficiencies should be accounted for in the fee calculations to ensure new development pays its fair share and is not being charged to correct an existing problem. Fehr & Peers conducted an evaluation of existing transportation conditions based on a review of recent studies that contain information pertaining to the current operations along Routes of Regional Significance, existing transit services, and existing pedestrian and bicycle infrastructure. Based on the documents reviewed for this study and the performance standards applied in those documents, existing deficiencies were identified at the following locations, which are all intersections located along Routes of Regional Significance within the City of Richmond:  Castro Street/Hensley Street  Richmond Parkway/Pittsburg Avenue  Richmond Parkway/Parr Boulevard  Central Avenue/Jacuzzi Street/San Joaquin Street/Westbound I-80 Ramps The only capital improvement project included in the project list described in Table 3-1 that addresses an intersection listed above is the I-80/Central Avenue Interchange Improvement Project (ID #18). While the intersections listed above were the only locations specifically identified in the documents reviewed as failing to meet defined performance standards, it is well understood that many of the major transportation facilities in West County routinely operate at over-capacity conditions. For example, substantial congestion commonly occurs on I-80 and on the major routes that feed into or are parallel to the freeway. Parking lots at the three West County BART stations routinely fill around 7:30 AM, indicating that there is more demand for access to those stations than can currently be accommodated. In light of these conditions, the STMP calculations presented here have been conducted by calculating the growth in West County development as a percentage of the total future population and jobs. This is a conservative approach since only a relatively modest portion of each project’s cost is included in the STMP, reflecting the projected traffic and service population growth in West County. 2019 Nexus Update of the Subregional Transportation Mitigation Program Impact Fee – December 2018 20 5.2 STMP Project Cost Responsibility The estimation of the percentage of project responsibility that can be attributed to West County (and therefore the percentage of project cost to be included in the STMP) is shown in Table 5-1, and the following describes how those percentages were calculated. The STMP is being updated to include a range of capital improvement projects that are intended to relieve congestion, improve transit services for subregional and regional travel, and allow West County residents to more efficiently access regional routes and transit services. The concept of this nexus study is to determine the proportion of the cost of each project that is reasonably attributable to new development within West County, and therefore could be included in the STMP fee. The primary analytical tool available to estimate the proportion of usage on each facility coming from new growth in West County is the CCTA regional travel demand model. The model is commonly used to evaluate projects that involve major changes to roadway facilities, such as adding lanes to a street or reconfiguring an interchange. The model is not designed or calibrated to capture smaller-scale changes, such as adding a bicycle lane, building sidewalks or crosswalks, or reconfiguring access to a transit station. Therefore, for the purposes of this STMP analysis, the model was used to estimate West County usage percentages for projects that involve freeway, interchange, or local street improvements, and an alternate method was used for projects that involve complete streets, bicycle/pedestrian, and transit-related improvements. The percentages described below were applied to the cost of each STMP project, and the resulting amount represents the portion of the cost of each project that will be included when calculating the STMP fee. As shown in Table 5-1, using these calculations the STMP program could capture about $162 million, which is approximately 19 percent of the overall total project cost of $855 million; other funding sources would be needed to cover the remainder of the costs, to account for the travel demand generated by existing West County residents as well as existing and future travelers who pass through West County on their way to other destinations. 2019 Nexus Update of the Subregional Transportation Mitigation Program Impact Fee – December 2018 21 Table 5-1: Maximum STMP Amount for Each Project ID Project Estimated Cost (2018$) % from West County STMP Amount Complete Streets Projects 1 San Pablo Avenue Complete Streets Projects $ 50,903,000 19% $ 9,672,000 2 Appian Way Complete Streets Project $ 23,310,000 19% $ 4,429,000 3 San Pablo Dam Road Improvements in Downtown El Sobrante $ 10,422,000 19% $ 1,980,000 Other Bicycle and Pedestrian-Focused Improvements 4 Bay Trail Gap Closure $ 12,276,000 19% $ 2,333,000 5 Ohlone Greenway Improvements $ 3,045,000 19% $ 579,000 6 I-580/Harbour Way Interchange Pedestrian & Bicycle Access Improvements $ 519,000 19% $ 156,000 7 I-580/Marina Bay Parkway Interchange Pedestrian & Bicycle Access Improvements $ 1,095,000 19% $ 197,000 8 Richmond Ferry to Bridge Bicycle Network Improvements $ 8,750,000 19% $ 2,450,000 Transit and Station-Related Improvements 9 I-80 Express Bus Service $ 109,203,000 19% $ 20,749,000 10 Hercules Regional Intermodal Transportation Center $ 53,550,000 19% $ 10,175,000 11 BART Extension from Richmond Station $ 14,700,000 19% $ 2,793,000 12 San Pablo Avenue Transit Corridor Improvements $ 192,150,000 19% $ 36,509,000 13 23rd Street Transit Corridor Improvements $ 121,800,000 19% $ 23,142,000 14 West County BART Station Access, Parking & Capacity Improvements $ 88,926,000 19% $ 16,896,000 15 Del Norte Area TOD Public Infrastructure Improvements $ 37,761,000 19% $ 7,175,000 Local Street and Intersection Improvements 16 San Pablo Avenue Intersection Realignment at 23rd Street and Road 20 $ 15,120,000 12% $ 1,814,000 Freeway and Interchange Improvements 17 I-80/San Pablo Dam Road Interchange Improvements (Phase 2) $ 84,788,000 19% $ 16,110,000 18 I-80/Central Avenue Interchange Improvements (Phase 2) $ 15,225,000 17% $ 2,588,000 19 I-80/Pinole Valley Road Interchange Improvements $ 10,959,000 14% $ 1,534,000 Administrative Projects 20 Future Nexus Study Updates $500,000 100% $500,000 Totals $ 855,002,000 19% $ 161,781,000 Source: Fehr & Peers, 2018. 2019 Nexus Update of the Subregional Transportation Mitigation Program Impact Fee – December 2018 22 5.2.1 Transit, Bicycle, and Pedestrian Improvement Projects For projects involving complete streets, transit, bicycle, and pedestrian improvements (project numbers 1 through 15), the percentage of project costs to be included in the STMP is set at the proportion of the total future service population (defined as population plus employment) in the year 2040 that is expected to be added by new development between 2018 and 2040. The service population calculations are provided below based on the service population summary shown in Table 4-2.  2018 existing service population in West County = 338,922  2040 projected service population in West County = 420,959  Net increase in service population in West County = 420,959 – 338,922 = 82,037  Proportion of West County growth in 2040 service population = 82,037 / 420,959 = 19% According to this calculation, 19 percent of the total future service population in West County would come from new residential and commercial development in West County. The calculation above accounts for existing and future West County residents that work within and outside of West County, in addition to people that live outside of West County but work in West County. Therefore, the percentage of transit, bicycle, and pedestrian improvements costs that are included in the STMP have been set at 19 percent. 5.2.2 Interchange and Local Street Projects For projects involving changes to local streets and interchanges (project numbers 16 through 19), the land use projections for the year 2040 were incorporated in the CCTA travel demand model and the model was applied to generate estimates of travel patterns and volumes in the future. A common modeling technique called a select zone analysis was applied to identify the amount of total future traffic volume on each roadway link that is generated by land uses in the West County region. The model produces peak hour results for the PM time period; on each model link that represents the location of a STMP project, the PM peak hour growth in traffic volume attributable to new development in the West County region was compared to the overall future PM peak hour traffic volume, thereby calculating the share of the total future usage of that link attributed to growth in West County. This proportion ranges between 12 and 19 percent for the interchange and local street projects analyzed in this manner. Although the AM peak hour trip generation rates were used to identify the DUE growth anticipated in West County by land use category, the PM peak hour traffic volume growth from the CCTA travel demand model was used to identify the share of the total future usage of interchange and local street projects associated with future development. It should be noted that the usage percentage for the I-80/San Pablo Dam Road Interchange Improvements Project (project number 17) was adjusted because the CCTA model results did not reflect growth in traffic 2019 Nexus Update of the Subregional Transportation Mitigation Program Impact Fee – December 2018 23 volumes at that interchange. Instead, the usage percentage was set to 19 percent to reflect the proportion of new service population in the West County region. 5.2.3 Administrative Projects The administrative project included in the STMP is to fund future nexus study updates; therefore, 100 percent of the costs are attributed to the STMP update. 5.3 Maximum Fee Calculation A fee calculation was completed based on the figures described above. Starting from the approximately $162 million of project costs eligible to be included in the STMP, the costs were then proportioned to each land use category based on the number of DUEs estimated for that category. The total project capital costs associated with each land use category were then divided by the number of DUEs to establish the maximum potential fee level. Table 5-2 shows the results of these calculations. It is important to note that the fee calculation shown in Table 5-2 is intended to represent the maximum potential fee that is justified through this nexus analysis and that could be charged to each land use type to support the list of STMP projects. Setting new fee levels is a policy decision of the WCCTAC Board. If an action were taken to set fees lower than shown here, the STMP program would generate less revenue than estimated here and would take longer to generate the estimated funding for projects on the list. STMP fees are charged to new development of all types located in the geographic area covered by the STMP. Further details about the application of the STMP to specific types of land uses are contained in the WCCTAC STMP Administrative Guidelines developed as part of this update. 2019 Nexus Update of the Subregional Transportation Mitigation Program Impact Fee – December 2018 24 Table 5-2: STMP Maximum Potential Fee Calculation by Land Use Category5 Land Use Category Proportion of Total DUE Growth1 Capital Cost Allocated to Each Category2 Total Units3 Maximum STMP Fees4 Single-Family Residential 21% $33,974,010 4,685 DU $7,252 per DU Multi-Family Residential 31% $50,152,110 14,040 DU $3,572 per DU Office 35% $56,623,350 4,869,300 sq. ft. $11.63 per sq. ft. Retail 9% $14,560,290 1,656,500 sq. ft. $8.79 per sq. ft. Industrial 4% $6,471,240 873,000 sq. ft. $7.41 per sq. ft. Notes: 1. Proportion based on total DUE growth from 2018 – 2040, as summarized in Table 4-5. 2. Capital Cost Allocated to Each Category = $161,781,000 * (Proportion of Total DUE Growth). 3. DU = dwelling unit; sq. ft. = square foot. Total units based on growth from 2018 – 2040, as summarized in Table 4-2. 4. Maximum Potential fee calculation for each land use category. Maximum Potential STMP Fee = (Proportion of Total Capital Cost) / (Total Units). 5. For any land use that has unique characteristics that are not captured under any of the general categories in the STMP ordinance, the fee will be calculated based on the number of AM peak hour trips for that specific land use. The maximum potential fee calculation is $9,800 per AM peak hour trip; the calculation is described in more detail under Section 5.3.3. The STMP Administrative Guidelines provide further guidance for estimating the required fee for “other” category projects. Source: Fehr & Peers, 2018. 5.3.1 Fee Comparison The maximum potential STMP fee (presented in Table 5-2) was compared to the current STMP fees and to other sub-regional fee programs in Contra Costa, as summarized in Table 5-3. As shown in Table 5-3, the new maximum potential fees calculated are higher than the current non-indexed and indexed STMP fees in all land use categories. For residential uses, the new maximum STMP fee is somewhat higher than the residential fee charged in the Tri-Valley area, and lower than the residential fees in East County and Lamorinda. For non-residential uses, the new maximum STMP fee is higher than the comparable fees in East County and Tri-Valley, and roughly similar to the non-residential fees in Lamorinda. 2019 Nexus Update of the Subregional Transportation Mitigation Program Impact Fee – December 2018 25 Table 5-3: Comparison to Other Sub-Regional Fees Jurisdiction Single-Family (per unit) Multi-Family (per unit) Office (per sq. ft.) Retail (per sq. ft.) Industrial (per sq. ft.) West County Area WCCTAC Maximum Potential Fee $7,252 $3,572 $11.63 $8.79 $7.41 WCCTAC (original 2005)1 $2,595 $1,648 $3.51 $1.82 $2.45 WCCTAC (if indexed)2 $3,697 $2,348 $5.00 $2.59 $3.49 Other Sub-Regional Fees in Contra Costa East County $18,186 $11,164 $1.56 $1.80 $1.56 Lamorinda $7,269 $5,088 $7.78 $7.78 $7.78 Tri-Valley $4,369 $3,010 $7.43 $3.48 $4.32 Notes: 1. Reflects the 2005 STMP Fee Schedule. 2. Reflects the 2005 STMP Fee Schedule if it had been consistently indexed to year 2018. The index is based on the Engineering-News Record Construction Cost Index for the San Francisco Bay Area. Source: Fehr & Peers, 2018. 5.3.2 Board-Recommended Fee Levels At the September 28, 2018 meeting, the WCCTAC Board recommended that fee levels be set at 75 percent of the maximum potential fee calculations; the Board-recommended fee levels for the five major land use categories are presented in Table 5-4. Setting the fees at these levels is expected to generate an estimated $121.3 million through year 2040. 2019 Nexus Update of the Subregional Transportation Mitigation Program Impact Fee – December 2018 26 Table 5-4: Board-Recommended STMP Fee Levels by Land Use Category Jurisdiction Single-Family (per unit) Multi-Family (per unit) Office (per sq. ft.) Retail (per sq. ft.) Industrial (per sq. ft.) WCCTAC (original 2005)1 $2,595 $1,648 $3.51 $1.82 $2.45 WCCTAC (if indexed)2 $3,697 $2,348 $5.00 $2.59 $3.49 WCCTAC Maximum Potential Fee $7,252 $3,572 $11.63 $8.79 $7.41 Board Recommendation (75% of WCCTAC Maximum Potential Fee)3 $5,439 $2,679 $8.72 $6.59 $5.56 Notes: 1. Reflects the 2005 STMP Fee Schedule. 2. Reflects the 2005 STMP Fee Schedule if it had been consistently indexed to year 2018. The index is based on the Engineering-News Record Construction Cost Index for the San Francisco Bay Area. 3. The WCCTAC Board recommended during the September 28, 2018 meeting that fee levels be set at 75 percent of the maximum potential fee calculations. Source: Fehr & Peers, 2018. 5.3.3 Maximum Potential Fee for Other Land Use Categories As with the previously adopted STMP ordinance, the updated STMP Model Ordinance also specifies fees for the following land use categories: senior housing, hotel, storage facility, and other. The maximum potential fees for the senior housing, hotel and storage facility categories were calculated by applying the DUE factor for each category to the maximum potential fee per single family dwelling unit. Any land use that has unique characteristics that are not captured under any of the land use categories in the ordinance would fall under the “other” category, in which the fee is calculated based on the number of AM peak hour trips. The maximum potential fee per AM peak hour trip was calculated by dividing the maximum potential fee per single family dwelling unit by the AM peak hour trip generation rate (0.74) per single family dwelling unit; the calculation is shown below.  Maximum potential fee per single family dwelling unit = $7,252  AM peak hour trip generation rate per single family dwelling unit = 0.74  Maximum potential fee per AM peak hour trip = $7,252 / 0.74 = $9,800 2019 Nexus Update of the Subregional Transportation Mitigation Program Impact Fee – December 2018 27 The STMP Administrative Guidelines provide further guidance for estimating the required fee for “other” category projects. The maximum potential fee and Board-recommended fees (75 percent of the maximum potential fee) for these land uses are summarized in Table 5-5. Table 5-5: STMP Fee Levels for Other Land Use Categories Land Use Unit AM Trip Generation Rate1 DUE WCCTAC Maximum Potential Fee2 Board Recommendation (75% of WCCTAC Maximum Potential Fee)2 Single-Family Dwelling Unit 0.74 1.00 $7,252 $5,439 Senior Housing Dwelling Unit 0.20 0.27 $1,958 $1,469 Hotel Room 0.47 0.64 $4,641 $3,481 Storage Facility Sq. ft. 0.0001 0.00014 $1.02 $0.76 Other3 AM Peak Hour Trip N/A N/A $9,800 $7,350 Notes: 1. AM peak hour trip rates are based on the following ITE codes found in the ITE Trip Generation Manual (10th Edition): single-family= land use code 210, senior housing = land use code 252, hotel = land use code 310, storage facility = land use code 151. 2. Fee estimate for senior housing, hotel, and storage facility land uses calculated by applying the DUE to the single-family family fee per dwelling unit. 3. The STMP Administrative Guidelines provide further guidance for estimating the required fee for “other” category projects. Sources: ITE Trip Generation Manual (10th Edition); Fehr & Peers, 2018. 5.4 Other Funding Sources As with the 2005 update of the STMP, the fee revenue from the 2019 STMP update will not pay the total cost of all transportation infrastructure improvements described in Table 3-1. Other funding will need to be obtained, some of which has already been identified. The following projects on the updated STMP list have identified other funding sources: • Hercules Regional Intermodal Transportation Center (Project ID #9) has identified $1 million in funding. • Del Norte Area TOD Public Infrastructure Improvements (Project ID #15) has identified $7.1 million in funding. • San Pablo Avenue Intersection Realignment at 23rd Street and Road 20 (Project ID #16) has identified $9.5 million in funding. 2019 Nexus Update of the Subregional Transportation Mitigation Program Impact Fee – December 2018 28 • I-80/Central Avenue Phase Interchange Improvements (Project ID #18) has identified $13.9 million in funding. Although additional funding sources have not yet been identified for the remaining projects, the following describes a range of other funding sources that are potentially available to fund the remaining capital costs. Measure J - Approved by Contra Costa County voters in 2004, it imposed a continuation of a half-cent on the dollar sales tax for 25 more years beyond the original 1988 transportation sales tax measure (Measure C) that expired in 2009. As with Measure C, the tax revenues will be used to fund a voter-approved Expenditure Plan of transportation programs and projects. Measure J will provide approximately $2.5 billion for countywide and local transportation projects and programs through the year 2034. Regional Measure 3 - Approved by Bay Area voters in June 2018, Regional Measure 3 will raise tolls on the Bay Area region’s state-owned toll bridges by $1 beginning January 1, 2019. Tolls will rise by another $1 in January 2022 with another $1 increase in January 2025. Toll revenues will be used to finance a $4.5 billion set of highway and transit improvements along the toll bridge corridors and their approach routes. The Regional Measure 3 Expenditure Plan currently contains $25 million for I-80 corridor transit improvements in Contra Costa, $100 million for AC Transit rapid bus corridor improvements, $90 million for Capital Corridor improvements, and $150 million for San Francisco Bay Trail and Safe Routes to Transit improvements, One Bay Area Grants (OBAG) – Established in 2012, OBAG taps federal funds to maintain Metropolitan Transportation Commission’s (MTC) commitment to regional transportation priorities while also advancing the Bay Area’s land-use and housing goals. OBAG targets project investments in Priority Development Areas (PDAs), where cities and counties can use OBAG funds to invest in streetscape enhancements, bicycle and pedestrian improvements, Safe Routes to School projects, and transportation planning efforts. MTC adopted the funding and policy framework for the second round of the OBAG program in November 2015. The second round of OBAG funding is projected to generate about $916 million to fund projects from 2017- 18 through 2021-22. The OBAG 2 program is divided into a Regional Program, managed by MTC, and County Program, managed by the nine Bay Area Congestion Management Agencies (CMAs). Senate Bill 1 (SB 1) – Signed into law by Governor Jerry Brown in April 2017, SB 1 is expected to raise $52.4 billion for transportation investments over the next decade. Revenues to pay for SB 1 programs will come from new transportation-related fees and adjustments to state taxes on diesel fuel and gasoline. By 2018- 19, MTC estimates SB 1 will generate more than $365 million per year for transportation in the nine-county Bay Area. Most of that funding will be directed to maintenance and repairs of roadways and public transit systems. Funding will also be available for mobility improvements and expanding bicycle and pedestrian access. 2019 Nexus Update of the Subregional Transportation Mitigation Program Impact Fee – December 2018 29 State Transportation Improvement Program (STIP) Funds – Generated by gas tax revenues, these funds are allocated by the State of California to Contra Costa County every two years for programming transportation improvement projects. According to the 2018 Report of STIP Balances County and Interregional Shares (California Transportation Commission, August 2018), about $87.3 million in STIP funds are currently allocated to transportation projects in Contra Costa County. 2019 Nexus Update of the Subregional Transportation Mitigation Program Impact Fee – December 2018 30 6. Summary of Required Program Elements This report has provided a detailed discussion of the elements of the updated West County Subregional Transportation Mitigation Program and explained the analytical techniques used to develop this nexus study. The report addresses all of the fee program elements required by AB 1600, as summarized below. 1. Identifying the purpose of the fee The STMP has been in place for more than 20 years. The purpose of the STMP is to support regional multimodal transportation system improvements needed to mitigate the transportation-related impacts of new development in western Contra Costa County. 2. Identifying how the fee will be used and the facilities to be funded through the fee The fee will be used to help fund capital improvement projects that will accommodate future transportation needs in western Contra Costa. Table 3-1 identifies the projects to be funded through the fee. 3. Determining a reasonable relationship between the fee’s use and the type of development on which the fee is imposed As described in Chapter 4, different types of development generate traffic with different characteristics. The calculations presented in Table 4-5 account for these different characteristics by applying dwelling unit equivalent factors to each type of development. These considerations account for the differential impacts on the transportation system generated by different development types. 4. Determining a reasonable relationship between the need for the public facility and the type of development on which the fee is imposed The need for the improvements listed in Table 3-1 has been esta blished through the prior and current STMP nexus studies. The STMP calculations presented in this report have been conducted by calculating the growth in West County development as a percentage of the total future population and jobs. This is a conservative approach since only a relatively modest portion of each project’s cost is included in the STMP, reflecting the projected traffic and service population growth in western Contra Costa County. 5. Determining a reasonable relationship between the amount of the fee and the cost of the public facility (or portion of facility) attributable to new development 2019 Nexus Update of the Subregional Transportation Mitigation Program Impact Fee – December 2018 31 Chapter 5 of this report describes the calculations applied to determine the cost of the improvements listed in Table 3-1 that is attributable to new development. Thus, a reasonable effort has been made to quantitatively establish the relationship between the fees charged in the STMP and the costs of transportation infrastructure improvements attributable to new development within western Contra Costa. Appendix A – 2019 Update of the STMP Project List ID Project Project Description Document ReferenceTotal Project Cost Estimate Other Identified FundingEligible STMP Funding Allocation1Sponsor(s)Complete Streets Projectsa.) Construct bike and pedestrian improvements along San Pablo Avenue from Rodeo to Crockett by reducing roadway from 4 lanes to 3 lanes plus Class I path. Countywide Transportation Plan (2017),  West County Transit Enhancement and Wayfinding Plan (2011) $8,610,000 $1,636,000 Countyb.) Construct bicycle and pedestrian improvements along San Pablo Avenue between La Puerta Road and Hilltop Drive. Including new sidewalk installation on San Pablo Avenue between Lancaster Drive and Robert Miller Drive on the east side, and on Robert Miller between San Pablo Avenue and Hilltop Drive, to improve pedestrian access to the Contra Costa College Transit Hub and the Hilltop Mall Area.West County Transit Enhancement and Wayfinding Plan $3,150,000 $599,000 Richmond1San Pablo Avenue Complete Streets Projects2c.) Construct bike, pedestrian and transit improvements along San Pablo Avenue from Rivers Street in San Pablo to Lowell Avenue in Richmond.Countywide Transportation Plan, San Pablo Bicycle and Pedestrian Master Plan (2017) $13,755,000  $2,613,000 San Pablod.) Implement Complete Streets improvements along San Pablo Avenue including directional cycle track or buffered bike lane and other bicycle, pedestrian and transit improvements in El Cerrito.Countywide Transportation Plan, El Cerrito San Pablo Avenue Specific Plan (2014) $8,190,000  $1,556,000 El Cerritoe.) San Pablo Avenue Class I Boardwalk between John Muir Parkway and Sycamore Avenue. Project is necesssary to provide pedestrian and transit access to a recently approved shopping center on San Pablo Avenue, across the street from the planned boardwalk.West County Transit Enhancement and Wayfinding Plan $398,000  $76,000 Herculesf.) Complete bicycle/pedestrian connection on San Pablo Avenue over Santa Fe Railroad tracks by upgrading the existing bridge or constructing new dedicated bicycle/pedestrian bridge. Countywide Transportation Plan $16,800,000  $3,192,000 Pinole2Appian Way Complete Streets Project2Provide continuous sidewalks and bike lanes throughout the corridor. The project will also consider future/existing bus stop locations, on‐street parking and sidewalk treatments, such as bulb outs and median refuge islands, while also improving access consistent with ADA. Project limits are along Appian Way from San Pablo Dam Road  in unincorporated El Sobrante to about 900 lineal feet north of the city limit within the City of Pinole.Countywide Transportation Plan $23,310,000 $4,429,000 County, Pinole3San Pablo Dam Road Improvements in Downtown El Sobrante2Provide complete street improvements on San Pablo Dam Road between El Portal Drive and Castro Ranch Road. Improvements may include multimodal infrastructure on San Pablo Dam Road as well as completion of Pitt Way which will provide a circulation loop in the center of town that will provide enhanced access to community space and commercial areas in downtown El Sobrante.2005 Update of the Subregional Transportation Mitigation Program (STMP) $10,422,000  $1,980,000 CountyComplete Streets Project Category ‐ Total Cost Estimate$84,635,000  $0  $16,081,000 Other Bicycle and Pedestrian‐Focused Improvements4Bay Trail Gap ClosureClose Bay Trail gaps in West Contra Costa County along the following segments:1.) 0.3‐mile segment along Goodrick Avenue in Richmond. 2.) 1.5‐mile segment between Atlas Road and Cypress Avenue in unincorporated Contra Costa County.3.) 0.1‐mile segment between Bayfront Park and Pinole Creek in Pinole.Projects listed above are key gap closures that can improve access to transit facilities near the Bay Trail. Countywide Transportation Plan $12,276,000  $2,333,000 County, Pinole, Richmond 5Ohlone Greenway Improvements Implement crossing, wayfinding, signing, lighting, safety, access and security, and landscaping improvements along Ohlone Greenway.Countywide Transportation Plan, Ohlone Greenway Master Plan (2009) $3,045,000 $579,000 El Cerrito6I‐580/Harbour Way Interchange Pedestrian & Bicycle Access ImprovementsImprove pedestrian and bicycle crossings at the I‐580/Harbour Way interchange ramps, to improve pedestrian and bicycle connecƟons between waterfront (including future Ferry terminal) and central Richmond. West County Transit Enhancement and Wayfinding Plan, South Richmond Transportation Connectivity Plan (2015) $519,000 $156,000 Richmond7I‐580/Marina Bay ParkwayInterchange Pedestrian & Bicycle Access ImprovementsImprove pedestrian and bicycle crossings at the I‐580/Marina Bay Parkway interchange ramps. The following improvements may be considered:‐Stripe and sign bike lanes along Marina Parkway, connect bike lanes to the Officer Moody Class I path at Meeker Avenue/Marina Bay Parkway intersection.‐Consider narrowing or removing travel lanes on South 23rd Street to provide a bicycle and pedestrian connection to downtown Richmond.‐Stripe crosswalks at freeway ramps for pedestrian and bicycle travel across ramps.‐Square the freeway off‐ramps to slow speeds and improve sightlines between drivers and bicyclists/pedestrians. West County Transit Enhancement and Wayfinding Plan, City of Richmond Bicycle Master Plan (2011) $1,095,000 $197,000 RichmondWEST COUNTY STMP PROJECTSOctober 3, 2018 ID Project Project Description Document ReferenceTotal Project Cost Estimate Other Identified FundingEligible STMP Funding Allocation1Sponsor(s)WEST COUNTY STMP PROJECTSa.) Point Richmond area: from the new trail at Tewksbury & Castro to existing bay trail at S Garrard & Richmond Ave. This segment could vary from short‐term bicycle boulevard‐style improvements through the neighborhood to a long‐term goal of a Class I path through railroad and Caltrans ROW along Railroad Ave and Tewksbury Ave. (Approximately 2,300 ft)N/A (Project Identified by City of Richmond Staff) $1,150,000  $322,000 Richmondb.) Point Richmond to Richmond Greenway: including S Garrard Blvd and W Ohio Ave. Because acquisitions or easements on railroad property have failed, there is a proposal to build a Class I trail along the north side of W Ohio between Garrard and 2nd St. The curb and gutter on this side of the road would need to be rebuilt. A similar trail or 2‐way cycle track could be extended along S Garrard to existing facilities at W Cutting. (W Ohio Ave segment: 3,100 ft, S Garrard Blvd: 2,800 ft)N/A (Project Identified by City of Richmond Staff) $2,950,000  $826,000 Richmond8Richmond Ferry to Bridge Bicycle Network Improvementsc.) W Cutting Blvd, Cutting Blvd, and Hoffman Blvd. A two‐way cycle track is proposed by reducing the number of vehicle travel lanes. Local businesses have requested the City add parking on the north side of West Cutting Blvd, and this will be studied in conjunction with the proposed bicycle facilities. This is also one of our focus areas for stormwater pollution mitigation, so a bioswale buffer between the cycle track and roadway would be ideal. Bicycle and pedestrian improvements adjacent to freeway access points are also necessary at Hoffman & Cutting and Hoffman & Harbour Way South. (W Cutting and Cutting Blvd segment: 5,500 ft, Hoffman Blvd: 1,600 ft)N/A (Project Identified by City of Richmond Staff) $3,550,000  $994,000 Richmondd.) Harbour Way South: Hoffman to Ferry Terminal. Private developments are in the process of planning and building portions of a two‐way cycle track along the frontage of their properties between Hoffman and the Cannery property, and this project would connect and extend those improvements. (2,200 ft total)N/A (Project Identified by City of Richmond Staff) $1,100,000  $308,000 RichmondOther Bicycle and Pedestrian‐Focused Project Category ‐ Total Cost Estimate$25,685,000  $0  $5,715,000 Transit and Station‐Related Improvements9I‐80 Express Bus (Short & Mid‐Term Improvements)Capital improvements associated with implementing Express Bus Service on I‐80 from Hercules Transit Center south to Berkeley, Emeryville, Oakland, and expansion to San Francisco, with intermediate stops at the Richmond Parkway Transit Center and a potential I‐80/Macdonald Avenue Express Bus/BRT transit center. Expansion of park‐and‐ride lots and freeway ramp improvements could occur in the medium to long‐term. A series of Richmond Parkway Transit Center Improvements may also include:‐Improve pedestrian and bicycle crossings at the I‐80/Blume Drive and I‐80/Fitzgerald Drive intersections‐New sidewalks and bicycle lanes providing access to the transit center.West County High‐Capacity Transit Study (2017), 2016 Express Bus Study Update Final Report (2017) $109,203,000 $20,749,000 WCCTAC10Hercules Regional Intermodal Transportation CenterCurrent phase of Hercules RITC is to complete construction of the new train stop for Capitol Corridor service, including parking, station platform, signage and plazas, rail improvements, bicycle and pedestrian access improvements (e.g. Bay Trail connections), etc. Capital improvements along the corridor in West Contra Costa, including track improvements, drainage, fencing, safety improvements, etc. Future capital improvements could include preparation for ferry service.West County High‐Capacity Transit Study, Countywide Transportation Plan, 2005 Update of the STMP $53,550,000 $1,000,000 $10,175,000 Hercules11BART Extension (Planning & Conceptual Engineering Phases) from Richmond Station3BART extension from the Richmond BART Station. Only the planning, conceptual engineering and program level environmental clearance phases of the project are included for Segment 1 from Richmond to Contra Costa College/City of San Pablo. West County High‐Capacity Transit Study  $14,700,000 $2,793,000 WCCTAC12San Pablo Avenue Transit Corridor ImprovementsBRT on San Pablo Avenue approximating the existing 72R Rapid Bus route from downtown Oakland to the Richmond Parkway Transit Center and extending Rapid Bus from the Richmond Parkway Transit Center to the Hercules Transit Center. In the short‐term, Rapid Bus Improvements could be extended to Richmond Parkway with service to Contra Costa College and Hilltop Mall and transit priority treatments introduced along the corridor. Extending Rapid Bus treatments north to the Hercules Transit Center and introducing bus‐only lanes on San Pablo Avenue from El Cerrito del Norte north to 23rd Street could occur in the medium‐term. West County High‐Capacity Transit Study $192,150,000 $36,509,000 WCCTACOctober 3, 2018 ID Project Project Description Document ReferenceTotal Project Cost Estimate Other Identified FundingEligible STMP Funding Allocation1Sponsor(s)WEST COUNTY STMP PROJECTS1323rd Street Transit Corridor Improvements23rd Street BRT from Richmond Ferry Terminal and UC Berkeley Richmond Field Station to Richmond BART/Capitol Corridor station, then continuing to Contra Costa College, with possible extension along San Pablo Avenue to Hilltop Mall and Hercules. Improvements to pedestrian facilities that enhance access to BRT stations are also assumed as part of this project.  West County High‐Capacity Transit Study  $121,800,000 $23,142,000 WCCTACa.) El Cerrito Plaza Station Modernization and Capacity Enhancements:Improve access, expand capacity, enhance placemaking, and address state‐of‐good repair issues at the 45‐year old El Cerrito Plaza BART station. Include an improved kiss n’ ride area, landscaping, new stairs and elevators to the platform, new station restrooms, and improved bus intermodal area with raised crosswalks.El Cerrito Plaza and Del Norte Stations ‐ Modernization Concept Plan (2013) $49,442,000  $9,395,000 BART14West County BART Station Access, Parking & Capacity Improvementsb.) El Cerrito Plaza BART Pedestrian & Bike Safety and Access Improvements:Enhancements on streets between BART Station and Carlson Blvd, including improved pedestrian lighting, widened sidewalks, improved crosswalks, signal timing adjustments, wayfinding and signage, and upgraded bicycle facilities.BART Walk and Bicycle Gap Study (2017) $1,260,000  $239,000 BART, El Cerritoc.) Richmond BART Pedestrian & Bike Safety and Access Improvements:Enhancements on streets surrounding BART Station to improve station access and safety, including pedestrian lighting, widened sidewalks, improved crosswalks, signal timing adjustments, wayfinding and signage, and upgraded bicycle facilities. BART Walk and Bicycle Gap Study $3,465,000  $658,000 BART, Richmondd.) Richmond Crossover Project:Additional Crossover to allow quicker turnbacks, to utilize fleet more effectively, reduce conflicts in yard, and allow increased service frequency.BART Sustainable Communities Operations Analysis (2013) $34,759,000  $6,604,000 BART15Del Norte Area TOD Public Infrastructure ImprovementsPlanning, engineering, environmental studies, and construction of the public transportation‐related improvements related to Transit Oriented Development (TOD) in the area around the El Cerrito Del Norte BART station. Funding will provide improvements including, but not limited to: new parking facilities; bicycle, pedestrian, and bus transit access improvements; signage; lighting; improvements to station access or station waiting areas; ADA improvements; improvements to adjacent streets, street crossings, or signals; and/or Ohlone Greenway improvements. 2005 Update of the STMP $37,761,000  $7,100,000  $7,175,000El CerritoTransit and Station‐Related Project Category ‐ Total Cost Estimate$618,090,000  $8,100,000  $117,439,000 Local Street and Intersection Improvements16San Pablo Avenue Intersection Realignment at 23rd Street and Road 20Realignment of skewed 5‐legged intersection as part of a bridge removal project that will enhance pedestrian, bicycle and future BRT access.  The project will also include street re‐configuration, re‐striping and possibly signal modification at this intersection. Countywide Transportation Plan $15,120,000 $9,500,000 $1,814,000 San PabloLocal Street and Intersection Project Category ‐ Total Cost Estimate$15,120,000  $9,500,000  $1,814,000 October 3, 2018 ID Project Project Description Document ReferenceTotal Project Cost Estimate Other Identified FundingEligible STMP Funding Allocation1Sponsor(s)WEST COUNTY STMP PROJECTSFreeway and Interchange Improvements17I‐80/San Pablo Dam Road Interchange Improvements (Phase 2)Reconstruct the existing I‐80/San Pablo Dam Road interchange (including modifications to the El Portal Drive and McBryde Avenue ramps) and provide improved pedestrian and bicycle facilities.The project will be completed in two phases. The first phase (under construction) will relocate the El Portal Drive on‐ramp to WB I‐80 to the north, extend the auxiliary lane along WB I‐80 between San Pablo Dam Road off‐ramp and El Portal Drive on‐ramp, and reconstruct the Riverside Avenue pedestrian overcrossing. The second phase includes the construction of a new connector road on the west side of I‐80 to connect SPDR to McBryde Avenue with a new bridge over Wildcat Creek, reconstructing the on‐ and off‐ramps to SPDR, replacing the existing SPDR overcrossing with a 6‐lane structure, and realigning Amador Street. Phase 2 is included in this STMP update.Countywide Transportation Plan, 2005 Update of the STMP $84,788,000  $9,200,000  $16,110,000.00  San Pablo, CCTA18I‐80/Central Avenue Interchange Improvements (Phase 2)Improve traffic operations and multimodal access at the I‐80/Central Avenue interchange and along Central Avenue between Rydin Road and San Pablo Avenue. The project will be completed in two phases.The first phase will redirect left turns from WB Central Avenue onto WB I‐80 to the adjacent I‐580 EB on‐ramp at Rydin Road during weekend peak hours; and will install traffic signals at the I‐580 ramps. Construction of first phase will be completed in 2018. The second phase will increase the spacing between the signalized intersections east of I‐80 by connecting Pierce Street and San Mateo Street, converting Pierce Street access at Central Avenue to “right‐in, right‐out,” and relocating the traffic signal at Pierce Street/Central Avenue to the San Mateo Street/Central Avenue intersection. The second phase is included in this STMP update.Countywide Transportation Plan, 2005 Update of the STMP $15,225,000 $13,873,000 $2,588,000El Cerrito, Richmond, CCTA19I‐80/Pinole Valley Road Interchange ImprovementsThe project may include the following improvements:‐Improve merge onto the I‐80 mainline from the EB Pinole Valley Road on‐ramp to address vehicles accelerating uphill after stopping at ramp meter. ‐Widen Pinole Valley Road ramp‐terminal intersections at I‐80 to provide a dedicated right turn lane to the EB and WB I‐80 on‐ramps.‐Pinole Valley Road/I‐80 intersection crossing enhancements.Countywide Transportation Plan,  West County Transit Enhancement and Wayfinding Plan  $10,959,000 $1,534,000 Pinole, CCTAFreeway and Interchange Project Category ‐ Total Cost Estimate$110,972,000  $23,073,000  $20,232,000 20Future Nexus Study Updates Two comprehensive nexus studies and fee updates, over the 22‐year planning horizon of the 2019 STMP Fee.$500,000 $500,000 WCCTACTotal Project List Cost Estimate$855,002,000  $40,673,000  $161,781,000 Notes:1. Column summarizes the portion of the capital costs that would be allocated to the STMP.2. Complete Streets projects typically involve improvements to transit, pedestrian and bicycling infrastructure with the goal of increased usage of those modes, thus reducing vehicle volumes on Routes of Regional Significance.3. Timing of BART extension implementation may extend beyond 2040; however, the STMP could fund early planning and design tasks.Administrative ProjectsOctober 3, 2018 Appendix B – 2019 Update of the STMP Project List Cost Estimate Summary STMP Projects and Estimated Costs ID Project Description Reported Cost Year of cost estimate Escalation Factor1 Estimated Cost, 2018$ Complete Streets Projects 1 San Pablo Avenue Complete Streets Projects a.) Construct bike and pedestrian improvements along San Pablo Avenue from Rodeo to Crockett. $8,200,000 2017 1.05 $8,610,000 b.) Construct bicycle and pedestrian improvements along San Pablo Avenue between La Puerta Road and Hilltop Drive. $3,000,000 2017 1.05 $3,150,000 c.) Construct bike, pedestrian and transit improvements along San Pablo Avenue from Rivers Street in San Pablo to Lowell Avenue in Richmond. $13,100,000 2017 1.05 $13,755,000 d.) Implement Complete Streets improvements along San Pablo Avenue including directional cycle track or buffered bike lane and other bicycle, pedestrian and transit improvements in El Cerrito. $7,800,000 2017 1.05 $8,190,000 e.) San Pablo Avenue Class I Boardwalk between John Muir Parkway and Sycamore Avenue. $296,400 2011 1.34 $398,000 f.) Complete bicycle/pedestrian connection on San Pablo Avenue over Santa Fe Railroad tracks. $16,000,000 2017 1.05 $16,800,000 2 Appian Way Complete Streets Project Provide continuous sidewalks, bike lanes, and improved bus stops along Appian Way from San Pablo Dam Road in unincorporated El Sobrante to about 900 lineal feet north of the city limit within the City of Pinole. $22,200,000 2017 1.05 $23,310,000 3 San Pablo Dam Road Improvements in Downtown El Sobrante Provide complete street improvements on San Pablo Dam Road between El Portal Drive and Castro Ranch Road. $6,900,000 2005 1.51 $10,422,000 Other Bicycle and Pedestrian-Focused Improvements   4 Bay Trail Gap Closure Improve transit access by closing three key Bay Trail gaps: along Goodrick Avenue in Richmond, between Bayfront Park and Pinole Creek in Pinole, and between Atlas Road and Cypress Avenue in unincorporated Contra Costa County. $11,135,000 2016 1.10 $12,276,000 5 Ohlone Greenway Improvements Implement crossing, wayfinding, signing, lighting, safety, access and security, and landscaping improvements along Ohlone Greenway. $2,900,000 2017 1.05 $3,045,000 6 I-580/Harbour Way Interchange Pedestrian & Bicycle Access Improvements Improve pedestrian and bicycle crossings at the I- 580/Harbour Way interchange ramps. $386,500 2011 1.34 $519,000 7 I-580/Marina Bay Parkway Improve pedestrian and bicycle crossings at the I- 580/Marina Bay Parkway interchance ramps $815,300 2011 1.34 $1,095,000 8 Richmond Ferry to Bridge Bicycle Network Improvements a.) Point Richmond area: from the new trail at Tewksbury & Castro to existing Bay Trail at S. Garrard & Richmond Ave. $1,150,000 2018 1.00 $1,150,000 b.) Point Richmond to Richmond Greenway: including S. Garrard Blvd and W. Ohio Ave. $2,950,000 2018 1.00 $2,950,000 c.) W. Cutting Blvd, Cutting Blvd, and Hoffman Blvd. $3,550,000 2018 1.00 $3,550,000 d.) Harbour Way South: Hoffman Blvd to Ferry Terminal. $1,100,000 2018 1.00 $1,100,000 Transit and Station-Related Improvements   9 I-80 Express Bus Capital improvements associated with implementing Express Bus Service on I-80 from Hercules south to Berkeley, Emeryville, Oakland, and expansion to San Francisco, with intermediate stops at the Richmond Parkway Transit Center and a potential I-80/Macdonald Avenue Express Bus/BRT transit center. $104,003,000 2017 1.05 $109,203,000 10 Hercules Regional Intermodal Transportation Center Current phase of Hercules RITC is to complete construction of the new train stop for Capitol Corridor service, including parking, station platform, signage and plazas, rail improvements, bicycle and pedestrian access improvements (e.g. Bay Trail connections), etc. Future capital improvements could include preparation for ferry service. $51,000,000 2017 1.05 $53,550,000 11 BART Extension BART extension from the Richmond BART Station. Only the planning, conceptual engineering and program level environmental clearance phases of the project are included. $14,000,000 2017 1.05 $14,700,000 12 San Pablo Avenue Transit Corridor Improvements Bus Rapid Transit (BRT) on San Pablo Avenue approximating the existing 72R Rapid Bus route from downtown Oakland to the Richmond Parkway Transit Center and extending Rapid Bus from the Richmond Parkway Transit Center to the Hercules Transit Center. $183,000,000 2017 1.05 $192,150,000 13 23rd Street Transit Corridor Improvements 23rd Street BRT from Richmond Ferry Terminal and UC Berkeley Richmond Field Station to Richmond BART/Capitol Corridor station, then continuing to Contra Costa College. $116,000,000 2017 1.05 $121,800,000 14 West County BART Station Access, Parking & Capacity Improvements a.) El Cerrito Plaza Station Modernization and Capacity Enhancements. $42,710,000 2015 1.16 $49,442,000 b.) El Cerrito Plaza BART Pedestrian & Bike Safety and Access Improvements. $1,200,000 2017 1.05 $1,260,000 c.) Richmond BART Pedestrian & Bike Safety and Access Improvements. $3,300,000 2017 1.05 $3,465,000 d.) Richmond Crossover Project. $27,000,000 2012 1.29 $34,759,000 15 Del Norte Area TOD Public Infrastructure Improvements Planning, engineering, environmental studies, and construction of the public transportation-related improvements related to Transit Oriented Development (TOD) in the area around the El Cerrito Del Norte BART station. $25,000,000 2005 1.51 $37,761,000 Local Street and Intersection Improvements   16 San Pablo Avenue Intersection Realignment at 23rd Street and Road 20 Realignment of skewed 5- legged intersection as part of a bridge removal project that will enhance pedestrian, bicycle and future BRT access. $14,400,000 2017 1.05 $15,120,000 Freeway and Interchange Improvements   17 I-80/San Pablo Dam Road Interchange Improvements (Phase 2) Reconstruct the existing I- 80/San Pablo Dam Road interchange (including modifications to the El Portal Drive and McBryde Avenue ramps) and provide improved pedestrian and bicycle facilities. $80,750,000 2017 1.05 $84,788,000 18 I-80/Central Avenue Interchange Improvements (Phase 2) Improve traffic operations at the I-80/Central Avenue interchange and along Central Avenue between Rydin Road and San Pablo Avenue. The project will be completed in two phases. $14,500,000 2017 1.05 $15,225,000 19 I-80/Pinole Valley Road Interchange Improvements Improve merge onto the I-80 mainline from the EB Pinole Valley Road on-ramp to address vehicles accelerating uphill after stopping at ramp meter, in addition to ramp- terminal intersection improvements. $10,437,000 2017 1.05 $10,959,000 Administrative Projects 20 Future Nexus Study Updates Two comprehensive nexus studies and fee updates, over the 22-year planning horizon of the 2019 STMP Fee. $500,000 2018 1.00 $500,00 Total Estimated Cost $789,283,200 $855,002,000   Notes: 1 Most projects have cost estimates prepared in 2011 or more recently. For those projects, the escalation factor was calculated based on the Annual Infrastructure Construction Cost Inflation Estimates (AICCIE) reported by OneSanfrancisco (onesanfrancisco.org). Two projects (projects 3 and 15) have cost estimates dating to 2005; for those projects, an index of 1.37 as specified by WCCTAC’s STMP model ordinance was used to escalate the costs to 2016 dollars, and then the inflation rates for years 2016 and 2017 (reported by onesanfrancisco.org) were used to escalate the cost to 2018 dollars. Page 1 of 18 MASTER COOPERATIVE AGREEMENT BY AND AMONG THE CITIES OF EL CERRITO, HERCULES, PINOLE, RICHMOND, AND SAN PABLO, THE COUNTY OF CONTRA COSTA AND THE WEST CONTRA COSTA TRANSPORTATION ADVISORY COMMITTEE FOR THE 2019 SUBREGIONAL TRANSPORTATION MITIGATION FEE PROGRAM This AGREEMENT is made and entered into as of this ________ day of ____________, 2019, by and between the cities of El Cerrito, Hercules, Pinole, Richmond, San Pablo, and the County of Contra Costa, collectively referred to herein as AGENCIES; and individually as an AGENCY, and the West Contra Costa Transportation Advisory Committee, a Joint Exercise of Powers Agency organized pursuant to a Joint Exercise of Powers Agreement among the cities of El Cerrito, Hercules, Pinole, Richmond, and San Pablo, the County of Contra Costa, and the transit agencies AC Transit, Bay Area Rapid Transit District, and Western Contra Costa Transit Authority, hereinafter referred to as WCCTAC. The AGENCIES, and WCCTAC shall sometimes be referred to collectively herein as the “Parties” and individually as a “Party”. RECITALS WHEREAS, AGENCIES, and WCCTAC, pursuant to the Contra Costa Transportation Improvement and Growth Management Expenditure Plan and Ordinance (referred to herein as “Measure C”) adopted and approved by the voters in 1988, and pursuant to the extension of the transportation sales tax (referred to herein as “Measure J”) adopted and approved by the voters in November 2004, hereby desire to enter into a Cooperative Agreement for transportation improvements in West Contra Costa County to be funded in whole or in part by developer fees collected under the West County Subregional Transportation Mitigation Program (“STMP”). The 2019 program (the “2019 STMP”) is intended to update the STMP adopted in 2006 (the “2006 STMP”). The transition from the 2006 STMP to the 2019 STMP is outlined herein. This Agreement shall terminate and replace the prior Master Cooperative Agreement Between Contra Costa Transportation Authority, the Cities of El Cerrito, Hercules, Pinole, Richmond, and San Pablo, the County of Contra Costa and the West Contra Costa Transportation Advisory Committee, dated June 13, 2006; and WHEREAS, the WCCTAC Joint Exercise of Powers Agreement describes the objective of protecting and advancing the interests of West Contra Costa County communities with regard to transportation issues and the utilization of Measure C and Measure J funds, and explicitly designates WCCTAC to oversee the STMP; and WHEREAS, each AGENCY by local ordinance or resolution, enacted the 2006 STMP, which levies a fee on new development to mitigate the impacts of new trips generated by that development in conformity with the Mitigation Fee Act (Gov. Code §§ 66000 et seq., referred to herein as the “Act”); and WHEREAS, fees from the 2006 STMP partially funded eleven regional transportation projects which are listed in the Fee Program Background section of the adopted 2019 Nexus Update of the Subregional Transportation Mitigation Program (STMP) Impact Fee report; and Page 2 of 18 WHEREAS, fees from the 2019 STMP are proposed to partially fund twenty (20) regional transportation projects, as more particularly described herein (collectively referred to herein as the “Projects” and individually as a “Project”); and WHEREAS, the conclusions of the nexus study, in conformity with Government Code section 66000 et seq. can be found in the 2019 Nexus Update of the STMP Impact Fee report which is attached hereto as Exhibit A and incorporated herein by reference; and WHEREAS, this Agreement outlines the roles and responsibilities of the Parties relative to the administrative, fiscal, and project management of the 2019 STMP projects; and WHEREAS, WCCTAC is the primary responsible entity for the program, and will coordinate and administer the STMP expenditures, the priority for fee disbursements, and provide general management of the STMP consistent with its mission; and WHEREAS, WCCTAC has evaluated the components of the 2019 STMP and finds that the establishment, imposition, collection, transfer and use of development fees for the purposes and Projects described herein are necessary to mitigate traffic impacts caused by new development and authorized by all applicable legal authorities; NOW, THEREFORE, in consideration of the foregoing, the Parties hereby agree as follows: A. PURPOSE The purpose of this Agreement is to formalize the institutional arrangements for the collection, oversight, and expenditure of the 2019 STMP fees and the close out of the 2006 STMP program. B. LIST OF PROJECTS Fees from the 2019 STMP are proposed to partially fund the Projects identified in this Paragraph B, as more particularly described in the 2019 Nexus Update of the Subregional Transportation Mitigation Program (STMP) Impact Fee report. Each Project shall have one or more designated project sponsors (each a “Project Sponsor”). A Project Sponsor may be an AGENCY, WCCTAC or another governmental agency. WCCTAC will enter into a funding agreement with each Project Sponsor as part of funding of each Project, and such funding agreement shall set forth the duties and responsibilities of the Project Sponsor. The Project Sponsor(s) for each Project are listed in parenthesis below after the description of each Project. 1. San Pablo Avenue Complete Streets Projects – Transit, bicycle, and pedestrian improvements along several segments of San Pablo Avenue. (WCCTAC Cities/Contra Costa County); 2. Appian Way Complete Streets Project – Pedestrian, bicycle, and transit access improvements along Appian Way in El Sobrante and in City of Pinole. (Contra Costa County; City of Pinole); Page 3 of 18 3. San Pablo Dam Road Improvements – Multimodal access improvements along San Pablo Dam Road through downtown El Sobrante. (Contra Costa County); 4. Bay Trail Gap Closure – Improve transit access by closing three key Bay Trail gaps: along Goodrick Avenue in Richmond, between Bayfront Park and Pinole Creek in Pinole, and between Atlas Road and Cypress Avenue in unincorporated Contra Costa County. (East Bay Regional Park District, Contra Costa County, Cities of Richmond and Pinole); 5. Ohlone Greenway Improvements – Crossing, wayfinding, signing, lighting, safety, access and landscaping improvements along Ohlone Greenway. (City of El Cerrito); 6. I-580/Harbor Way Interchange Improvements – Improve pedestrian and bicycle access across interchange, to serve movements between waterfront/ferry terminal and central Richmond. (City of Richmond); 7. I-580/Marina Bay Parkway Interchange Improvements – Improve pedestrian and bicycle access across interchange, to serve movements between waterfront and downtown Richmond. (City of Richmond); 8. Richmond Ferry to Bridge Bicycle Improvements – Improve bicycle access between Richmond Ferry Terminal and Bay Trail near Richmond-San Rafael Bridge. (City of Richmond); 9. I-80 Express Bus – Capital improvements associated with implementing I-80 Express Bus service between Hercules and Oakland/Emeryville/Berkeley/San Francisco, with possible intermediate stops. (WCCTAC, WestCAT and AC Transit); 10. Hercules Regional Intermodal Transportation Center – Complete construction of new Capitol Corridor train stop, with associated track improvements, parking and access facilities. (City of Hercules); 11. BART Extension from Richmond Station (Planning and Conceptual Engineering Phases) – Planning, conceptual engineering and/or program level environmental clearance phases of potential BART extension to Contra Costa College/City of San Pablo. (WCCTAC, City of San Pablo, BART); 12. San Pablo Avenue Transit Corridor Improvements – Extension and improvement of bus rapid transit (BRT) and/or rapid bus service along San Pablo Avenue through West County, with stops including Richmond Parkway Transit Center and Hercules Transit Center. (WCCTAC Cities/Contra Costa County); Page 4 of 18 13. 23rd Street Transit Corridor Improvements – Provision of bus rapid transit (BRT) and/or rapid bus service along 23rd Street from Richmond Ferry Terminal/UC Berkeley Richmond Field Station to Richmond BART, to Contra Costa College, and potentially to Hilltop Mall. (Cities of Richmond and San Pablo); 14. West County BART Station Access and Parking Improvements – Station modernization and capacity enhancements, parking, and access improvements at El Cerrito Plaza, El Cerrito del Norte, and Richmond BART stations, and Richmond Crossover Project to allow increased frequency along Richmond line. (BART, WCCTAC); 15. Del Norte Area TOD Public Infrastructure Improvements – Parking facilities, bicycle, pedestrian, and/or bus transit access improvements, signage, lighting, improvements to station access or station waiting areas, ADA improvements, improvements to adjacent streets, street crossings, or signals, and/or Ohlone Greenway improvements. (BART, Cities of El Cerrito and Richmond); 16. San Pablo Avenue Intersection Realignment – Intersection reconfiguration, potential signal modifications to accommodate pedestrian, bicycle, and bus rapid transit (BRT) access at intersection of San Pablo Avenue, 23rd Street, and Road 20. (City of San Pablo); 17. I-80/San Pablo Dam Road Interchange Improvements, Phase 2 – Interchange reconstruction, new bridge over Wildcat Creek, and improved bicycle and pedestrian facilities. (CCTA); 18. I-80/Central Avenue Interchange Improvements, Phase 2 – Increase intersection spacing to increase vehicle capacity, connect Pierce Street and San Mateo Street, convert Pierce Street access at Central Avenue to right- in/right-out and improve multimodal access. (CCTA); 19. I-80/Pinole Valley Road Interchange Improvements – Improve merge from eastbound on-ramp to I-80, widen ramp terminal intersections, and make pedestrian crossing improvements. (CCTA, City of Pinole); and 20. Future Nexus Study Updates – Two comprehensive nexus studies and fee updates over the 22-year planning horizon of the 2019 STMP Fee. (WCCTAC). C. CLOSE-OUT OF FEE COLLECTION AND EXPENDITURE FROM THE 2006 STMP Fees will no longer be collected for the eleven projects from the 2006 STMP as of the Effective Date. All fees collected and unspent for these projects as of the Effective Date shall be used for Projects that are the same as or substantially similar to a project from the 2006 STMP, in order to further the purposes for which the 2006 STMP was adopted. Page 5 of 18 Any fees collected and unspent from the 2006 STMP that are not able to be used in this manner, shall be refunded or used in accordance with Government Code section 66001(e)&(f). D. FEES 1. Imposition of the Fees. In order to fund the 2019 STMP, AGENCIES shall consider the adoption, by ordinance or resolution, the following developer fees, to be payable at the time of issuance of building permits: LAND USE FEE Single-Family Residential $5,439/DU* Multi-Family Residential $2,679/DU Senior Housing $1,469/DU Hotel $3,481/Room Retail/Service $6.59/SF** Office $8.72/SF Industrial $5.56/SF Storage Facility $0.76/SF Other $7,350 per AM peak hour trip *DU = Dwelling Unit **SF = Square Foot AGENCY is responsible for determining the appropriate land use category and fee amount to apply to specific development projects being considered by their jurisdiction. AGENCY will refer to the STMP Administrative Guidelines for guidance on how to apply these land use categories to development projects. 2. Administrative Fee. In addition to the STMP fee imposed by section D.1 above, each AGENCY may impose an administrative fee payable to the AGENCY at the time of issuance of a building permit. The administrative fee shall be no greater than the cost incurred by the AGENCY to adopt the ordinance or resolution establishing the 2019 STMP and to collect, report, and transmit appropriate reports and funds to WCCTAC. Any administrative fee applied by AGENCY shall be kept separate from the STMP funds. 3. Tribal Gaming Facility Developments. The Parties agree that a tribal gaming facility’s subregional traffic impacts should be mitigated and that WCCTAC shall be included in any evaluation and determination of such impacts and their mitigation. Monies to pay for mitigation of such subregional impacts may be governed by a tribal-state compact or a tribal- local agency agreement. The collection of any such monies shall be subject to Page 6 of 18 applicable state and federal law, including but not limited to the Indian Gaming and Regulatory Act, 25 U.S.C. §§ 2701-2721. 4. Transfer of the Fees. No more than thirty (30) days following the close of each calendar quarter ending after the Effective Date, all STMP fee revenue collected by an AGENCY, and any interest accrued on such revenue, not including any AGENCY administrative fee pursuant to Section D.2, will be transferred by the AGENCY to WCCTAC with a brief Quarterly Report that identifies each development project subject to STMP, and the revenue collected for the development during the reporting period. WCCTAC shall deposit the funds into a separate interest-bearing capital facilities account for the STMP revenues to be used solely for the purposes described herein, and in the fee resolutions or ordinances adopted by the AGENCIES pursuant to this Agreement. The revenues, including any accrued interest from the account, will be disbursed and expended only for the twenty projects identified in Section B above. 5. Reports. Pursuant to Government Code section 66006(b)(1), within 150 days after the end of each fiscal year, WCCTAC, in cooperation with the Project Sponsors, shall make available to the public and to AGENCIES a status report on the progress attained and costs incurred to date on each Project in the 2019 STMP, including but not limited to: i. A brief description of the type of fee in the account or fund. ii. The amount of the fee. iii. The beginning and ending balance of the account or fund. iv. The amount of the fees collected and the interest earned. v. An identification of each public improvement on which fees were expended and the amount of the expenditures on each improvement, including the total percentage of the cost of the public improvement that was funded with fees. vi. An identification of an approximate date by which the construction of the public improvement will commence if the local agency determines that sufficient funds have been collected to complete financing on an incomplete public improvement, as identified in paragraph (2) of subdivision (a) of Section 66001 of the Government Code, and the public improvement remains incomplete. vii. A description of each interfund transfer or loan made from the account or fund, including the public improvement on which the transferred or loaned Page 7 of 18 fees will be expended, and, in the case of an interfund loan, the date on which the loan will be repaid, and the rate of interest that the account or fund will receive on the loan. viii. The amount of refunds made pursuant to subdivision (e) of Section 66001 and any allocations pursuant to subdivision (f) of Section 66001. 6. Report Reviews. Pursuant to Government Code section 66006(b)(2), the WCCTAC Board shall review the information contained in the report referenced in Section D.5 of this Agreement at the next regularly-scheduled public meeting not less than fifteen (15) days after this information is made available to the public. Thereafter, such report and any comments or amendments made by the WCCTAC Board, shall be forward to the AGENCIES. 7. Periodic Findings. After the fifth fiscal year following the first deposit of 2019 STMP revenues and every five (5) years thereafter, WCCTAC shall make all findings required by Government Code section 66001(d). Such findings shall be made in connection with the release of public information required by Government Code section 66006(b) and Section D.6 of this Agreement. 8. Annual Fee Adjustments. A provision shall be included in the fee resolutions or ordinances adopted by AGENCIES pursuant to this Agreement, requiring automatic annual fee increases or decreases, effective July 1 of each year after 2019, based on the annual percentage change in the Engineering News-Record Construction Cost Index for the San Francisco Bay Area for the 12-month period ending with the February index of the same calendar year. WCCTAC will calculate the annual percentage increase in the STMP fee and notify all AGENCIES of this change. Each AGENCY shall be responsible for implementing this annual change in the STMP Fee. 9. Exemptions and Waivers. No exemptions for any development subject to the 2019 STMP Fee shall be allowed without pre-approval of WCCTAC except as described in the STMP Administrative Guidelines. Developments may be exempted from the 2019 STMP and the development fees pursuant thereto to the extent allowed by law, and any such exemption shall be reported to WCCTAC. 10. Credits and Reimbursements. An applicant may receive credit against fees for the dedication of land for right- of-way and/or construction of improvements for specific 2019 STMP projects, Page 8 of 18 where such right-of-way or construction is beyond that which would otherwise be required for approval of the proposed development. The calculation of the amount of credit against fees for 2019 STMP dedications or improvements shall be based upon a determination by AGENCY that such credits are, in fact, exclusive of the dedications, setbacks, improvements, and/or traffic mitigation measures which are required by local ordinance, standards, or other practice. In addition, the credit shall be calculated based upon the actual cost of construction of improvements or, in the case of land dedication, on an independent appraisal approved by the AGENCY. AGENCY must report any credit to WCCTAC prior to awarding the credit. An applicant may receive reimbursement from STMP fees paid by other development projects to the extent that the amount of the credit is greater than the STMP fee obligation of the development project. The award of any reimbursement by AGENCY must be preapproved by the WCCTAC Board; in making that decision, the Board will take into consideration criteria and metrics related to funding availability and project prioritization that they use in making other STMP funding decisions. 11. Appeals. Should an applicant or AGENCY seek an appeal of the fee due, the appeal shall be made in writing to WCCTAC with supporting documentation. The WCCTAC Board shall consider the appeal at a regularly scheduled meeting, and shall make a decision on the appeal. The decision of the WCCTAC Board is final. 12. Verification. In addition to the quarterly reporting form submitted by the local jurisdictions, WCCTAC in conjunction with the AGENCIES may undertake steps to verify AGENCIES compliance with the 2019 STMP Program. This may include periodic reports to the WCCTAC Board and City/County Managers about compliance with reporting requirements, and/or requesting information on building permits issued to compare with the information contained in the quarterly reporting form. 13. STMP Administrative Guidelines WCCTAC has adopted administrative guidelines to assist WCCTAC and Agency staff with implementation of the STMP Fee, and provide additional detail not included in this Agreement. The STMP Administrative Guidelines are attached hereto as Exhibit B, and incorporated herein. The Parties understand and agree that the STMP Administrative Guidelines may be changed from time to time in the sole discretion of the WCCTAC Executive Director, as long as such changes do not conflict with this Agreement or applicable law. Prior to adopting any changes to the STMP Administrative Guidelines, the Executive Director shall submit the proposed changes to the WCCTAC Technical Advisory Committee for Page 9 of 18 review. Upon a change in the STMP Administrative Guidelines, WCCTAC will provide copies of the revised STMP Administrative Guidelines to all Agencies. E. FUNDING AND ELIGIBLE COSTS 1. Use of Fees. Fee revenues shall be available for Project costs through completion of construction. Costs include, but are not limited to, environmental clearance, conceptual planning and engineering, traffic studies, design, right-of-way acquisition, utility relocation, and costs of construction. Funding amounts are in 2018 dollars and actual funding commitments will depend upon the 2019 STMP fee revenues collected by the AGENCIES. Eligible Project costs will be determined by WCCTAC consistent with applicable law, in WCCTAC’s sole discretion. Project costs will be reimbursed pursuant to procedures determined by WCCTAC. 2. STMP Projects and Nexus Amounts. The table below shows the maximum potential nexus amount for each project, as determined in the 2019 Nexus Update of the STMP Impact Fee report. The fees shown in Section D.1. of this Agreement are lower than the maximum potential STMP fees determined in the 2019 Nexus Update; therefore, the actual amount of future STMP funding that may be awarded to each project is likely to be less than the maximum potential amount. ID Project Name Maximum Potential STMP Amount Possible STMP Amount Based on Fees in Section D.1. 1 San Pablo Avenue Complete Streets Projects $9,672,000 $7,254,000 2 Appian Way Complete Streets Project $4,429,000 $3,322,000 3 San Pablo Dam Road Improvements in El Sobrante $1,980,000 $1,485,000 4 Bay Trail Gap Closure $2,333,000 $1,750,000 5 Ohlone Greenway Improvements $579,000 $434,000 6 I-580/Harbour Way Interchange Pedestrian & Bicycle Access Improvements $156,000 $117,000 7 I-580/Marina Bay Parkway Interchange Pedestrian & Bicycle Access Improvements $197,000 $148,000 8 Richmond Ferry to Bridge Bicycle Network Improvements $2,450,000 $1,837,000 9 I-80 Express Bus Service $20,749,000 $15,562,000 Page 10 of 18 ID Project Name Maximum Potential STMP Amount Possible STMP Amount Based on Fees in Section D.1. 10 Hercules Regional Intermodal Transportation Center $10,175,000 $7,631,000 11 BART Extension from Richmond Station $2,793,000 $2,095,000 12 San Pablo Avenue Transit Corridor Improvements $36,509,000 $27,382,000 13 23rd Street Transit Corridor Improvements $23,142,000 $17,356,000 14 West County BART Station Access, Parking & Capacity Improvements $16,896,000 $12,672,000 15 Del Norte Area TOD Public Infrastructure Improvements $7,175,000 $5,381,000 16 San Pablo Avenue Intersection Realignment at 23rd Street and Road 20 $1,814,000 $1,360,000 17 I-80/San Pablo Dam Road Interchange Improvements (Phase 2) $16,110,000 $12,082,000 18 I-80/Central Avenue Interchange Improvements (Phase 2) $2,588,000 $1,941,000 19 I-80/Pinole Valley Road Interchange Improvements $1,534,000 $1,150,000 20 Future Nexus Study Updates $500,000 $375,000 Totals $161,781,000 $121,334,000 Note: The fees shown in Section D.1. have been set at 75% of the maximum potential STMP fee determined in the 2019 Nexus Update report. Therefore, the values shown in this table as the Possible STMP Amount Based on Fees in Section D.1. are 75% of the Maximum Potential STMP Amount. F. PROJECT IMPLEMENTATION WCCTAC and AGENCIES will work to promote steady progress on all Projects, to the extent that funding and Project readiness permit. G. ADMINISTRATIVE OVERSIGHT AND COST RECOVERY 1. The following parties shall be entitled to recover the following costs and expenses: i. WCCTAC. WCCTAC is entitled to recovery of reasonable administrative costs and expenses actually incurred, not to exceed 4% of the STMP fees collected under this Agreement to provide the 2019 STMP services relating to or incurred in the performance of the following duties: coordination, administration and oversight of Project expenditures; determination of the priority of fee disbursements; provision of general management of the Projects; provision of financial and accounting Page 11 of 18 services, including but not limited to serving as the repository of the STMP fee revenues and other funds collected under this Agreement and preparation of quarterly reports with the amount of fee revenues collected and the distribution of fees to the Projects. ii. AGENCIES. In addition to the STMP fee imposed by section D.1 above, each AGENCY may impose an administrative fee payable to the AGENCY at the time of issuance of a building permit as set forth in Section D.2. The administrative fee shall be no greater than the cost incurred by the AGENCY to adopt the ordinance or resolution establishing the 2019 STMP and cost to collect, report, and transmit appropriate reports and funds to WCCTAC. H. TERM The term of this Agreement shall commence on July 1, 2019, (the “Effective Date”) and shall terminate on December 31, 2040, unless terminated earlier in accordance with the terms of this Agreement. I. TERMINATION This Agreement will remain in effect until the termination date stated in Section H. above, unless terminated earlier by written agreement of the Parties. However, in no event shall the Parties to this Agreement terminate this Agreement if such a termination would conflict with, cause a default under or otherwise violate the terms or conditions of any revenue bonds. J. INDEMNIFICATION 1. WCCTAC shall defend, indemnify, save and hold harmless the Cities of El Cerrito, Hercules, Pinole, Richmond and San Pablo; and the County of Contra Costa and their officers, agents and employees from any and all claims, costs and liability arising out of or in connection with an act or failure to act under this Agreement, or breach of any term of this Agreement, by WCCTAC, except to the extent such claims, costs or liability arise from the negligence of El Cerrito, Hercules, Pinole, Richmond, San Pablo, Contra Costa County or their officers, agents or employees. 2. El Cerrito shall defend, indemnify, save and hold harmless WCCTAC; the cities of Hercules, Pinole, Richmond and San Pablo; and the County of Contra Costa; and their officers, agents and employees from any and all claims, costs and liability arising out of or in connection with any act or failure to act under this Agreement, or breach of any term of this Agreement, by El Cerrito, except to the extent such claims, costs or liability arise from the negligence of WCCTAC, Hercules, Pinole, Richmond, San Pablo, Contra Costa County or their officers, agents or employees. Page 12 of 18 3. Hercules shall defend, indemnify, save and hold harmless WCCTAC; the cities of El Cerrito, Pinole, Richmond and San Pablo; and the County of Contra Costa and their officers, agents and employees from any and all claims, costs and liability arising out of or in connection with any act or failure to act under this Agreement, or breach of any term of this Agreement, by Hercules, except to the extent such claims, costs or liability arise from the negligence of WCCTAC, El Cerrito, Pinole, Richmond, San Pablo, Contra Costa County or their officers, agents or employees. 4. Pinole shall defend, indemnify, save and hold harmless WCCTAC; the cities of El Cerrito, Hercules, Richmond and San Pablo; and the County of Contra Costa and their officers, agents and employees from any and all claims, costs and liability arising out of or in connection with any act or failure to act under this Agreement, or breach of any term of this Agreement, by Pinole, except to the extent such claims, costs or liability arise from the negligence of WCCTAC, El Cerrito, Hercules, Richmond, San Pablo, Contra Costa County or their officers, agents or employees. 5. Richmond shall defend, indemnify, save and hold harmless WCCTAC; the cities of El Cerrito, Hercules, Pinole and San Pablo; and the County of Contra Costa and their officers, agents and employees from any and all claims, costs and liability arising out of or in connection with any act or failure to act under this Agreement, or breach of any term of this Agreement, by Richmond, except to the extent such claims, costs or liability arise from the negligence of WCCTAC, El Cerrito, Hercules, Pinole, San Pablo, Contra Costa County or their officers, agents or employees. 6. San Pablo shall defend, indemnify, save and hold harmless WCCTAC; the cities of El Cerrito, Hercules, Pinole and Richmond; and the County of Contra Costa and their officers, agents and employees from any and all claims, costs and liability arising out of or in connection with any act or failure to act under this Agreement, or breach of any term of this Agreement, by San Pablo, except to the extent such claims, costs or liability arise from the negligence of WCCTAC, El Cerrito, Hercules, Pinole, Richmond, Contra Costa County or their officers, agents or employees. 7. Contra Costa County shall defend, indemnify, save and hold harmless WCCTAC; the cities of El Cerrito, Hercules, Pinole, Richmond, and San Pablo and their officers, agents or employees from any and all claims costs and liability arising out of or in connection with any act or failure to act under this Agreement, or breach of any term of this Agreement, by Contra Costa County, except to the extent such claims, costs or liability arise from the negligence of WCCTAC, El Cerrito, Hercules, Pinole, Richmond, San Pablo, or their officers, agents or employees. Page 13 of 18 K. PRIMACY OF THE DOCUMENTS If a dispute arises, the terms of this Agreement shall take precedence over the WCCTAC Joint Exercise of Powers Agreement (“JEPA”) and /or the model Ordinance Establishing the 2019 West Contra Costa Subregional Transportation Mitigation Program (“Ordinance”). L. ALTERNATIVE DISPUTE RESOLUTION 1. In General. This Paragraph L. establishes the exclusive process by which disputes between or among the Parties to this Agreement concerning or relating to this Agreement shall be resolved. The dispute resolution process established herein shall apply to disputes related to the interpretation or enforcement of, or compliance with, the terms and provisions of this Agreement. Disputes that are not alleged to relate to the interpretation of, or compliance with, this Agreement are not subject to this dispute resolution process. 2. Informal Conferral. If a dispute arises as described above in Paragraph L.1., the parties to the dispute (the “Disputing Parties”) will first attempt to resolve it through informal discussions, which may include designated representatives of the staff of WCCTAC and AGENCIES, at their discretion. Disputing Parties will advise the other Parties of the existence of a dispute and coordinate the date, time and location of informal conferral. If that Informal Conferral is not successful, then the Executive Director, City Managers and County Administrator shall meet to attempt a resolution. 3. Mediation. In the event a dispute cannot be resolved through informal conferral within twenty-one (21) calendar days, the aggrieved Disputing Party, acting through its governing body, shall give written notice to all other Parties to this Agreement, setting forth the nature of and basis for the dispute and facts demonstrating that such Disputing Party is materially and adversely affected thereby. The Disputing Parties, acting through their designated representatives, including counsel, shall endeavor to settle the dispute by mediation. The Disputing Parties shall select a neutral third party with expertise in land use matters to mediate the dispute. The other Parties may, but are not required to, participate in the mediation. 4. Judicial Review. The dispute resolution process described above shall be undertaken in good faith and exhausted prior to resorting to judicial review; provided, however, that by agreeing to this dispute resolution process, no Party hereby loses or waives its right to sue under any applicable statute of limitations or loses or waives its right to assert the operation of any applicable statute of limitations as an affirmative defense. In the event that an applicable statute of limitations would run during the pendency of the dispute resolution process described above, the Disputing Parties shall agree in writing to toll such statute of limitations for such period as may reasonably be necessary to complete the dispute resolution process. Page 14 of 18 5. Conduct of Judicial Review. Should any Party to this Agreement ultimately seek judicial review of a dispute concerning or relating to the implementation, interpretation or enforcement of, or compliance with, the terms and provisions of this Agreement, all Parties will submit to the jurisdiction of a court of competent jurisdiction; provided, however, that the Parties shall cooperate in seeking the appointment of a neutral Judge as defined in California Code of Civil Procedure section 394 to sit in Contra Costa County Superior Court, to preside over any such dispute. 6. Equitable Relief. Because the amount of damages in the event of a breach of this Agreement may be difficult or impossible to determine, the obligations of the Parties to this Agreement shall be enforceable by specific performance or other equitable relief, in addition to any other available remedy. M. NOTICES Any notices which may be required under this Agreement shall be in writing, shall be effective upon receipt, and shall be given by personal service, by certified or registered mail, or by U.S. mail, to the City Clerks of the cities of El Cerrito, Hercules, Pinole, Richmond, and San Pablo; and to the Board Clerk for the County of Contra Costa, and to the individuals and addresses set forth below, or to such other addresses which may be specified in writing to the Parties. To WCCTAC: 6333 Potrero Ave., Suite 100 El Cerrito, CA 94530 Attn: Executive Director To City of El Cerrito: 10890 San Pablo Avenue El Cerrito, CA 94530 Attn: City Clerk To City of Hercules: 111 Civic Drive Hercules, CA 94574 Attn: City Clerk To City of Pinole: 2131 Pear Street Pinole, CA 94564 Attn: City Clerk To City of Richmond: 1401 Marina Way South Richmond, CA 94804 Attn: City Clerk To City of San Pablo: 13831 San Pablo Avenue San Pablo, CA 94806 Attn: City Clerk To County of Contra Costa: 651 Pine Street, 1st Floor Martinez, CA 94553 Attn: Clerk of the Board of Supervisors Page 15 of 18 N. ADDITIONAL ACTS AND DOCUMENTS Each Party agrees to do all such things and take all such actions, and to make, execute and deliver such other documents and instruments, as shall be reasonably requested to carry out the provisions, intent, and purpose of the Agreement. O. INTEGRATION Except with respect to matters provided for in the JEPA and/or the Ordinance and subject to the primacy of this Agreement as provided in Paragraph K hereto, this Agreement represents the entire Agreement of the parties with respect to the subject matter hereof. No representation, warranties, inducements, or oral agreements have been made by any of the parties except as expressly set forth herein, or in other contemporaneous written agreements. P. AMENDMENT This Agreement may not be changed, modified, or rescinded except in a written instrument signed by all of the Parties. Any attempt at oral modification of this Agreement shall be void and of no effect. Q. INDEPENDENT AGENCIES The Parties are and at all times shall be considered entirely independent parties. The Parties will each act in an independent capacity and not as officers, employees or agents of the other. No Party shall have the right to control the other, except as expressly referenced in this Agreement. Nothing in this Agreement establishes, constitutes or shall be construed to establish or constitute a partnership, agency or employment relationship between the Parties. R. ASSIGNMENT The Agreement, and the rights, duties, and obligations of a Party hereunder, may not be assigned, transferred, hypothecated, or pledged by any Party without the express written consent of the other parties. S. BINDING ON SUCCESSORS, ETC. The Agreement shall be binding upon the successor(s), assignee(s), or transferee(s) of the AGENCIES, or WCCTAC as the case may be. This provision shall not be construed as an authorization to assign, transfer, hypothecate, or pledge this Agreement other than as provided above. T. SEVERABILITY Should any part of this Agreement be determined to be unenforceable, invalid, or beyond the authority of any Party to enter into or carry out, such determination shall not affect the validity of the remainder of this Agreement which shall continue in full force and Page 16 of 18 effect; provided that, the remainder of this Agreement can, absent the excised portion, be reasonably interpreted to give effect to the intentions of the parties. U. HEADINGS; RECITALS The headings of sections, paragraphs and subparagraphs of this Agreement are included for convenience only and shall not be deemed to constitute part of this Agreement or to affect its construction. The recitals are intended to be, and shall be deemed to constitute, part of this Agreement. V. COUNTERPARTS This Agreement may be executed in multiple counterparts, each of which shall be an original and all of which together shall constitute one agreement. IN WITNESS WHEREOF, the parties have caused this Agreement to be duly executed and attested by their respective officers, duly authorized so to act, as of the date set forth in the first paragraph of this Agreement. City of Pinole ___________________________________ Mayor / City Manager City of San Pablo ___________________________________ Mayor / City Manager ATTEST: ________________________________ Pinole City Clerk ATTEST: ________________________________ San Pablo City Clerk APPROVED AS TO FORM: ________________________________ Pinole City Attorney APPROVED AS TO FORM: ______________________________ San Pablo City Attorney Page 17 of 18 County of Contra Costa _________________________________ Chair, Board of Supervisors / County Administrator West Contra Costa Transportation Advisory Committee ___________________________________ Chair ATTEST: David Twa, Clerk of the Board of Supervisors and County Administrator ________________________________ Deputy ATTEST: ______________________________ Board Clerk APPROVED AS TO FORM: Sharon Anderson ___________________________________ County Counsel APPROVED AS TO FORM: ______________________________ WCCTAC Legal Counsel City of Hercules ___________________________________ Mayor / City Manager City of El Cerrito ___________________________________ Mayor / City Manager ATTEST: ________________________________ Hercules City Clerk ATTEST: ______________________________ El Cerrito City Clerk APPROVED AS TO FORM: ________________________________ Hercules City Attorney APPROVED AS TO FORM: ____________________________ El Cerrito City Attorney Page 18 of 18 City of Richmond ___________________________________ Mayor / City Manager ATTEST: ________________________________ Richmond City Clerk APPROVED AS TO FORM: ______________________________ Richmond City Attorney 3134047.1 Exhibit A: 2019 Nexus Update of the Subregional Transportation Mitigation Program (STMP) Impact Fee (December 2018), accepted by WCCTAC Board on December 14, 2018. Exhibit B: 2019 STMP Fee Administrative Guidelines February 14, 2019 W EST C ONTRA C OSTA T RANSPORTATION A DVISORY C OMMITTEE S UBREGIONAL T RANSPORTATION M ITIGATION P ROGRAM (STMP) F EE A DMINISTRATIVE G UIDELINES A PPROVED BY WCCTAC E XECUTIVE D IRECTOR _________, 2019 R EVIEWED BY WCCTAC TAC 2/14/2019 West Contra Costa Transportation Advisory Committee STMP Fee Administrative Guidelines i TABLE OF CONTENTS A. Introduction ...................................................................................................................1 B. Development projects ....................................................................................................1 1. New Construction ......................................................................................................1 2. Intensification of Use .................................................................................................1 C. Land Use Categories .....................................................................................................1 1. Residential Land Uses................................................................................................2 2. Non-residential Land Uses .........................................................................................2 3. Other Land Uses ........................................................................................................2 D. Fee Calculation ..............................................................................................................3 1. New Construction ......................................................................................................3 2. Intensification of Use .................................................................................................3 3. Other Land Use Category ..........................................................................................3 E. Credits and Reimbursements .......................................................................................4 F. Appeals For Fee Exemptions and Waivers .................................................................4 G. ANNUAL Fee Adjustment ...........................................................................................5 H. Conceptual Process for STMP FUnding .....................................................................5 Appendix A. A.M. Peak hour trip generation rates ..................................................6 Appendix B: STMP Fee Submittal Form ...................................................................7 West Contra Costa Transportation Advisory Committee STMP Fee Administrative Guidelines 1 A. INTRODUCTION The purpose of these Administrative Guidelines is to assist WCCTAC and Agency staff with implementation of the STMP Fee. These Guidelines provide additional detail not included in the Master Cooperative Agreement (“Coop Agreement”), and the Coop Agreement is an integral part of these Guidelines. “Agency” or “Agencies” is used in these Guidelines as the term is used in the Master Cooperative Agreement to indicate the cities and the County that are members of WCCTAC and responsible for collecting the STMP Fee and for sponsoring certain capital projects funded by the STMP Fee. The term Agencies excludes AC Transit and the Bay Area Rapid Transit District that are also members of WCCTAC because these agencies have no role in collecting the STMP Fee. Future modifications to these Guidelines will be reviewed by the WCCTAC Technical Advisory Committee (TAC) before approval by the WCCTAC Executive Director. B. DEVELOPMENT PROJECTS Agencies shall apply the STMP Fee to building permits associated with all Development Projects as defined in this section, unless exempt under Section D.9 of the Coop Agreement. 1. New Construction Includes construction of new building space for either residential or non-residential use(s), including the addition of building space to existing developed property. 2. Intensification of Use Includes the intensification of use of all or part of an existing building, whether vacant or not. An intensification of use occurs when a Development Project would pay a higher fee under the proposed use compared to the existing permitted use based on the current STMP Fee schedule. Accessory dwelling units added within the existing habitable living area footprint are not considered an intensification of use and no STMP Fee would be applied. In the case of the re-use of a vacant building, the building’s current use shall be the use when the building was occupied if the vacancy had occurred within three years prior to the date of the building permit application. If the vacancy had occurred greater than three years prior to the date of the building permit application, then the STMP Fee shall be applied as if the project was New Construction. The building permit applicant bears the burden of demonstrating that the building was in use within this time period through submittal of documents acceptable to the Agency such as executed lease agreements or lease payment records. C. LAND USE CATEGORIES The Agency, as part of their typical process of reviewing a proposed Development Project, shall determine the land use categories that are applicable and shall calculate the STMP fee. This applies to both private and public Development Projects. The following sections offer guidance to the Agency as they make those determinations. West Contra Costa Transportation Advisory Committee STMP Fee Administrative Guidelines 2 1. Residential Land Uses i. Single Family Residential: Dwelling units that are one single family detached unit on a parcel, and excluding Senior Housing. ii. Multi-Family Residential: Dwelling units that are apartments, condominiums, townhomes, multiplexes, mobile homes in mobile home parks, or detached accessory units or conversion of attached non-habitable space, except Senior Housing. Accessory dwelling units within the footprint of an existing dwelling unit’s habitable space are not required to pay the STMP Fee. iii. Senior Housing: All senior age-restricted dwelling units regardless of type of housing. 2. Non-residential Land Uses i. Hotel: Temporary lodging establishments including hotels, motels, resorts and bed and breakfast establishments. ii. Office: Office facilities where the primary use is not direct service to customers, including branch and head offices, multi-tenant buildings, and business parks. iii. Retail/Service: Neighborhood, community, and thoroughfare commercial districts, including retail and personal service businesses, restaurants, and medical offices. iv. Industrial: Light and heavy industrial uses, including manufacturing, processing, fabrication, and distribution. v. Storage Facility: Facilities used for the purposes of renting or leasing individual storage space. 3. Other Land Uses i. Other: The Other land use category is intended for Development Projects with land uses that do not fit within the standard residential or non- residential categories defined above where number of dwelling units or building square footage are the usual measures of trip generation. It is anticipated that most Development Projects will fit within the standard STMP categories, but it is understood that some Projects will contain land uses with trip generation characteristics that are not adequately captured by the standard STMP categories. Examples of such land uses could include gas stations, drive-through facilities, private schools, and theaters or other entertainment venues, among others. The Agency will determine whether a particular Development Project involves land uses that should be treated within the Other category; conferral with WCCTAC staff is highly West Contra Costa Transportation Advisory Committee STMP Fee Administrative Guidelines 3 recommended if there are questions or discussion items. Application of the Other category will require the estimation of the number of AM peak hour trips that will be generated by the proposed land use. D. FEE CALCULATION 1. New Construction STMP Fee = STMP Fee per Dwelling Unit or per Square Foot Based on Applicable Land Use Category X New Dwelling Units or New Square Feet For Development Projects with multiple land use categories, the STMP Fee equals the sum of STMP Fees applied to each land use category. 2. Intensification of Use First calculate the STMP Fee for the proposed new use, using the formula provided in the section above on New Construction. Then calculate what the STMP Fee would be for the existing permitted use (that is, the existing square footage multiplied by the STMP Fee per square foot for the existing permitted land use category). Subtract the existing permitted use fee from the proposed new use fee. If the difference is greater than zero, that difference represents the STMP Fee due as a result of the intensification of use. If the difference is less than zero, then no STMP Fee is due, nor will there be any STMP Fee refund or credit. 3. Other Land Use Category STMP Fee = STMP Fee per AM Peak Hour Trip X Number of New AM Peak Hour Trips Estimated for Proposed Use As described above, the Agency will determine the applicability of the Other category, as part of its typical process of evaluating the transportation and other impacts of a proposed Development Project. Transportation impact analysis requires the processes and methods outlined in the Technical Procedures adopted by the Contra Costa Transportation Authority. Part of a transportation impact analysis involves estimating the trip generation of the proposed Development Project. This typically involves reference to the most current edition of Trip Generation published by the Institute of Transportation Engineers (ITE), but may also involve conducting trip generation surveys at other sites that share the Development Project’s characteristics, as further described in the ITE manual and in the Technical Procedures. For reference purposes, see the West Contra Costa Transportation Advisory Committee STMP Fee Administrative Guidelines 4 Appendix for the trip generation rates used in the STMP nexus study for each land use category. E. CREDITS AND REIMBURSEMENTS Refer to the approved Master Cooperative Agreement, Section D. Fees, paragraph 10. Credits and Reimbursements. F. APPEALS FOR FEE EXEMPTIONS AND WAIVERS No exemption or waiver of the STMP Fee for a development project is allowed except as permitted by this section. 1. If the Agency exempts or waives all other local impact fees, then the STMP fee may also be exempted or waived; the Agency must report this action to WCCTAC. 2. Otherwise, to be granted a STMP fee exemption or waiver, the Agency or the development project applicant must: • Pay the STMP Fee pursuant to these Administrative Guidelines under protest pending the resolution of the appeal. • Appeal the STMP Fee no later than the date of application for the building permit for the Development Project. • Bear the burden of establishing satisfactory factual proof of the basis for the appeal based on the opinion of a registered traffic engineer. • Submit all information in support of the appeal necessary for WCCTAC’s consideration of the appeal. The Agency or applicant may submit any documentation it thinks WCCTAC should consider as part of the appeal. Additional issues raised once the appeal is submitted will not be considered by WCCTAC. WCCTAC may require, at the expense of the Project Applicant, review of the submitted materials by a third party with appropriate technical knowledge. • Pay the cost of processing the appeal, as determined by WCCTAC. • The appeal will be considered by the WCCTAC Board within 180 days. The appellant may, at the sole discretion of WCCTAC, have the opportunity to present oral testimony, in addition to the written documents submitted in support of the appeal. • This STMP fee exemption or waiver must receive approval from the WCCTAC Board. West Contra Costa Transportation Advisory Committee STMP Fee Administrative Guidelines 5 G. ANNUAL FEE ADJUSTMENT WCCTAC will provide Agencies with a revised STMP Fee schedule, based on the annual fee adjustment provided for in Section D.8 of the Coop Agreement, in a timely manner each year so that Agencies can begin collecting the updated fees by July 1. H. CONCEPTUAL PROCESS FOR STMP FUNDING WCCTAC is responsible for implementing the STMP. Periodically, WCCTAC will issue a call for projects to invite Agencies to submit requests for funding for STMP-eligible projects. Under normal circumstances, a call for projects will occur every 1-3 years, at WCCTAC’s discretion and depending on fund availability. Evaluation of the projects submitted will be undertaken by WCCTAC staff at the direction of the WCCTAC Board, with input from the WCCTAC TAC. The Board will make the final decisions about which projects will receive STMP funds and in what amounts. Factors to be considered in evaluating projects may include (but not be limited to) characteristics such as project readiness, ability to use funds quickly, amount of funds requested compared to amount available, reasonable distribution of funds across all project categories, and reasonable distribution of funds across all Agencies. West Contra Costa Transportation Advisory Committee STMP Fee Administrative Guidelines 6 APPENDIX A. A.M. PEAK HOUR TRIP GENERATION RATES A.M. Peak Hour Trip Generation Rates for STMP Land Use Categories Land Use Category ITE Land Use Code Unit A.M. Peak Hour Vehicle Trip Generation Rate Single-Family Residential 210 Dwelling Unit 0.74 Multi-Family Residential 221 Dwelling Unit 0.36 Senior Housing 252 Dwelling Unit 0.20 Hotel 310 Room 0.47 Retail/Service 820 1,000 Square Feet 0.94 Office 710 1,000 Square Feet 1.16 Industrial 110 1,000 Square Feet 0.70 Storage Facility 151 1,000 Square Feet 0.10 Source: Institute of Transportation Engineer, Trip Generation (10th Edition). Note that no trip adjustments have been applied to these trip generation rates; adjustments might be appropriate depending on the characteristics of the Development Project being evaluated. West Contra Costa Transportation Advisory Committee STMP Fee Administrative Guidelines 7 APPENDIX B: STMP FEE SUBMITTAL FORM 3136145.1 Check Appropriate Box:Fiscal Year: _________ Reporting Period:FY Q1 FY Q2 FY Q3 FY Q4 All sections of the report must be completed.July-Sept Oct-Dec Jan-Mar Apr-June Attach check, payable to WCCTAC, to this report.Fee Submittal Due Date:31-Oct 30-Jan 30-Apr 31-Jul Submit check and completed transmittal report to: WCCTAC Jurisdiction's Name: 6333 Potrero Ave., Suite 100 El Cerrito, CA 94530 Contact Name: Contact Email: No development to report this period. OR Notes: Insert below the # of Units or # of Sq. Ft. to calculate the amnt. of fee collected. List each project or project component separately. Add rows as needed. 5,439$ -$ 2,679$ -$ 1,469$ -$ 3,481$ -$ 6.59$ -$ Office 8.72$ -$ 5.56$ -$ 0.76$ -$ 7,350$ -$ TOTAL FEES COLLECTED:-$ This should be the amount of your check to WCCTAC. During the reporting period, has your agency granted: Yes No STMP Fee Credits to any development? Yes No STMP Fee Waivers/Exemptions to any development? If yes to either of the above, please respond to the questions on the next page. If STMP Credits were granted, for each development complete the questions below: 1.What is the name and address of the development project receiving the credit? 2.What was the dollar value of the credit? 3.Which of the 20 STMP Projects was the credit used for? 4.What elements of the STMP project were completed with the credited funds? If Waivers/Exemptions of STMP Fees were granted, for each development, complete the questions below: 1.Were all other local fees waived/exempted for the development project? Yes No 2.Briefly explain why the development project's STMP fee was waived/exempted? Revised 1/15/2019 West County Subregional Transportation Mitigation Program (STMP) Developer Fees JURISDICTION'S QUARTERLY TRANSMITTAL REPORT FORM STMP Fee per Square ft. Total # Units or Sq. Ft. STMP Fee per Unit Other (per AM pk hr trip) Retail / Service Industrial Storage Facility Single Family Multi Family Senior Housing Hotel (per room) Type of Fee Jurisdictions are required to submit this completed form to WCCTAC no later than 30 days following the close of each calendar quarter; whether or not there are fees to submit, continuing through the life of the Master Cooperative Agreement. STMP $ CollectedProject Address Development Name Respond to Credit and Waiver/Exemption Questions here: RECOMMENDATION(S): OPEN and CONDUCT a public hearing to receive input on the FY 2019-20 Recommended Budget; 1. ACKNOWLEDGE that significant economic issues will continue to challenge the Board of Supervisors in its effort to finance services and programs which Contra Costa County residents need, or expect will be provided to them; 2. ACKNOWLEDGE that wage and benefit increases when coupled with the lack of increased funding from the State and Federal Governments will challenge the County’s ability to deliver essential services to our residents; 3. DIRECT the County Administrator to continue to meet with the County’s union representatives and employees to explain the size, scope and anticipated length of the County’s fiscal challenges and to gain their input/suggestions; 4. DIRECT the County Administrator to continue to make this information readily available to the residents of the County; 5. APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 04/16/2019 APPROVED AS RECOMMENDED OTHER Clerks Notes: VOTE OF SUPERVISORS AYE:John Gioia, District I Supervisor Diane Burgis, District III Supervisor Karen Mitchoff, District IV Supervisor Federal D. Glover, District V Supervisor ABSENT:Candace Andersen, District II Supervisor Contact: Lisa Driscoll, County Finance Director, 335-1023 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: April 16, 2019 David J. Twa, County Administrator and Clerk of the Board of Supervisors By: June McHuen, Deputy cc: All Departments (via County Administration) D.3 To:Board of Supervisors From:David Twa, County Administrator Date:April 16, 2019 Contra Costa County Subject:Recommended County and Special District Budgets FY 2019/20 RECOMMENDATION(S): (CONT'D) ACKNOWLEDGE that the Recommended Budget does not include any funding changes that may occur in the State of California’s 2019-20 fiscal year budget or in the manner in which the Medi-Cal Waiver is implemented and these two events may have an unknown impact on the drawdown of federal funds for services and facilities; 6. RE-AFFIRM the Board of Supervisors’ policy prohibiting the use of County General Purpose Revenue to back-fill State revenue cuts; 7. ACKNOWLEDGE that retirement expenses are expected to decrease in the short run, but are likely to increase in future years should market returns not meet or exceed the Assumed Rate of Return; 8. ACKNOWLEDGE that the Recommended Budget balances annual estimated expenditures with estimated revenues in FY 2019-20, and is both technically and structurally balanced; 9. ACKNOWLEDGE that the Recommended Budget includes a specific appropriation for contingency, and that the Board also maintains its ability to manage General Fund contingencies during the fiscal year by use of reserve funds set aside for that purpose; 10. ACKNOWLEDGE that any restoration of any recommended program reductions will require an equivalent reduction in funds from other County priorities in order to adhere to our balanced budget policy; 11. ACKNOWLEDGE that maintaining core services, maintaining an improved credit rating, minimizing debt, and maintenance of the County's physical assets remain a priority of the Board of Supervisors over the long term; 12. DIRECT the County Administrator to prepare for Board adoption on May 7, 2019, the FY 2019-20 County and Special District Budgets, as modified, to incorporate any changes directed by the Board during these public hearings; and 13. DIRECT the County Administrator to prepare for consideration by the Board of Supervisors on May 7, 2019, position additions and eliminations necessary to carry out Board action on the Recommended Budget. 14. FISCAL IMPACT: See attached FY 2019/20 Recommended Budget document, which includes the Budget Message and Overview. The document can also be found at this link: http://www.cccounty.us/770/Budget-Documents BACKGROUND: Explanation of the reasons behind the County Administrator’s recommendations is presented in the attached FY 2019/20 Recommended Budget. Material from departments invited to make a presentation is also attached: Health Services, Employment and Human Services, Sheriff-Coroner, District Attorney, Public Defender, Probation, and Public Works. MEET AND CONFER/LAY-OFF RESOLUTIONS For the last several years at this point in the budget cycle, County Departments, in cooperation with Labor Relations, have begun the meet and confer process with employee representatives regarding the Labor Relations, have begun the meet and confer process with employee representatives regarding the impact of program reductions on the terms and conditions of employment for affected employees. Pending Final Budget adoption on May 7, Position Addition and Elimination lists may be presented to the Board for adoption on that day. CONSEQUENCE OF NEGATIVE ACTION: Adoption of the County budget may be delayed. CLERK'S ADDENDUM Speakers: Catrina Beverly, SEIU 1021; Ashley Payne, SEIU 1021; Mariana Moore, Budget Justice Coalition; Jane Courant, Contra Costa Racial Justice Coalition; Marc Miyashiro, IFPTE Local 21; Sean Stalbaum, IFPTE Local 21; Kathryn Wilbur, Mental Health Systems; Vicky Dominguez, SEIU 1021; Jan Benlin, Alternative Family Services; Roger W. Danids, Fred Finch Youth Center; Tom Alexander, CEO, Fred Finch Youth Center; Jeff Sloan, Early Childhood Mental Health Program; Kathy Greene, ACCE; Ken Berrick, Seneca; Rita Schank, Ujima; Carly Finkle for Larry Sly, Contra Costa-Solano Food Bank; Lisa Davis, Local 1; Lisa Harlon, AFSCME 2700; Dan Geiger, Alliance Human Services; Melody Howe Weintraub, Multi-Faith Action Coalition; Jessica Donohue, Seneca Family of Agencies; Cathy Green; Gabriel Eritson; Johanna Navarro, Seneca; Liz Blee, Seneca; Melvin Willis; Rosa, ACCE; Patricia; David Sharples; Doug Leich, Multi-Faith Action Coalition;. The following did not wish to speak but left written comments for the Board's consideration: Seneca Family of Agencies: Julia Nierenberg, Lori Slorvivsier, Audra Higbee, Beth Harvey, Cecilia Mendoza, Anna Mitchell, Jennifer Blanza, Melissa Lawton, Sonja Gose, Alicia Hooton, Alexa Boffoli, Jessica Esohman, Amy Kirsztaj, Lavron Crutsinger, Janet Briggs, Share Patterson, Laurie Scarbonnek, Jaazor Shalah, Dallas Fletcher, Rachel Norris, Sarah Accourzo, Kaycee Hasan, Verlesha Smith, Sarah Aldaimalani; Ronnie R. Mabou, Youth Homes Inc.; Candy Espino, Youth Homes Inc.; stephanie Downs, Youth Homes, Inc.; Marilyn Lucey; Shainz Van Pert, Contr Cost CBO's; Jack Avery, United Way Bay Area; Nicole Nelson, Seneca Robyn Ganeies, Seneca; Sarah Vasquez; Hannal Hernandez; Rebecca Fox. AGENDA ATTACHMENTS FY 2019-20 Recommended Budget FY 2019-20 Recommended Budget PowerPoint Health Services PowerPoint Employment & Human Svcs PowerPoint Sheriff PowerPoint District Attorney PowerPoint Public Defender PowerPoint Probation PowerPoint Public Works PowerPoint MINUTES ATTACHMENTS Revised Sheriff Budget Presentation FY19-20 Correspondence Received County of Contra Costa California Recommended Budget Fiscal Year 2019 – 2020 COUNTY OF CONTRA COSTA RECOMMENDED BUDGET 2019-2020 Presented to the Board of Supervisors JOHN M. GIOIA Chair Supervisor, District I CANDACE ANDERSEN DIANE BURGIS Supervisor, District II Supervisor, District III KAREN MITCHOFF FEDERAL D. GLOVER Supervisor, District IV Supervisor, District V By David Twa County Administrator Fiscal Years BeginningJuly 1, 2011July 1, 2012July 1, 2013July 1, 2014July 1, 2015July 1, 2016July 1, 2017July 1, 2018 TABLE OF CONTENTS Page County of Contra Costa FY 2019-2020 Recommended Budget i BUDGET MESSAGE ..................................................................................................................... 1 OVERVIEW County Profile ......................................................................................................................... 5 Long-Term Financial Planning and Policies .......................................................................... 10 Budget Process ..................................................................................................................... 22 Budgetary Basis for Accounting ............................................................................................ 24 FY 2019-20 Key Budget Issues ............................................................................................. 25 Historical Perspective ............................................................................................................ 31 County Organizational Chart ................................................................................................ 38 Standing Committees of the Board of Supervisors and Affiliated Organizations ................... 39 Board of Supervisors Advisory Bodies ................................................................................... 40 Organization of the Recommended Budget Book ...................................................................... 41 DEPARTMENTAL BUDGET SUMMARIES BY FUNCTIONAL GROUP General Government: Functional Group Summary .............................................................. 45 Agriculture/Weights and Measures ................................................................................ 47 Assessor ......................................................................................................................... 55 Auditor–Controller .......................................................................................................... 59 Board of Supervisors ...................................................................................................... 65 Capital Improvements .................................................................................................... 69 Central Support Services ............................................................................................... 71 Clerk-Recorder-Elections ............................................................................................... 75 Conservation and Development ..................................................................................... 87 Contingency Reserve ................................................................................................... 111 County Administrator .................................................................................................... 113 County Counsel ............................................................................................................ 119 Crockett/Rodeo Revenues ........................................................................................... 123 Debt Service ............................................................................................................... 125 Department of Information Technology ........................................................................ 129 Employee/Retiree Benefits ........................................................................................... 139 General Purpose Revenue ............................................................................................ 141 Human Resources ....................................................................................................... 143 Library .......................................................................................................................... 149 Public Works ............................................................................................................... 161 Treasurer–Tax Collector .............................................................................................. 193 Health and Human Services: Functional Group Summary ................................................ 197 Child Support Services ................................................................................................. 199 Employment and Human Services ............................................................................... 205 Health Services ............................................................................................................ 253 Veterans Service .......................................................................................................... 363 Law and Justice: Functional Group Summary .................................................................. 367 Animal Services ........................................................................................................... 369 Conflict Defense ........................................................................................................... 375 TABLE OF CONTENTS Page ii County of Contra Costa FY 2019-2020 Recommended Budget Law and Justice: Functional Group Summary (continued) District Attorney ............................................................................................................ 377 Justice Systems Development/Planning ...................................................................... 393 Probation ...................................................................................................................... 403 Public Defender ............................................................................................................ 419 Public Safety Realignment ........................................................................................... 427 Sheriff-Coroner ............................................................................................................. 429 Superior Court Related Functions ................................................................................ 451 FIRE DISTRICTS Contra Costa County Fire Protection District ...................................................................... 461 Crockett-Carquinez Fire Protection District… ...................................................................... 471 COUNTY SUMMARY INFORMATION All County Funds - Recommended Sources Pie Chart ....................................................... 473 All County Funds - Recommended Requirements Pie Chart .............................................. 475 All County Funds - Total Requirements Summary By Fund ................................................ 476 All County Funds - Summary .............................................................................................. 479 All County and Districts Major Funds .................................................................................. 480 Major Fund: General Fund - Summaries By Functional Group ........................................... 484 General Fund Summary of Expenditures and Revenues with Compensation Information .. 488 General Purpose Revenue Distribution ............................................................................... 489 Appropriations by Department .............................................................................................. 492 Appropriations by State Function Code ............................................................................... 493 Position Summary ............................................................................................................... 494 Employee Retirement Rate Information ............................................................................... 496 Discussion of Major Revenue Sources ............................................................................... 497 Revenues By Type .............................................................................................................. 506 Expenditures By Type ......................................................................................................... 514 Changes in Projected Fund Balance ................................................................................... 524 Capital Improvement Plan ................................................................................................... 527 Current Debt Position .......................................................................................................... 533 Performance Measurement Program .................................................................................. 538 APPENDIX Countywide Program Modification List. ................................................................................ 539 Mandatory/Discretionary List by Department ....................................................................... 545 Mandatory/Discretionary List by Service and Level ............................................................. 579 County Fund Definitions ...................................................................................................... 619 Budgetary Fund Structure ................................................................................................... 621 Table of Funds – Financial Fund Order ............................................................................... 623 Fund-Department Relationship ........................................................................................... 633 Glossary of Acronyms & Terms ............................................................................................ 637 Subject Index ....................................................................................................................... 653 March 29, 2019 Board of Supervisors Contra Costa County Martinez, CA 94553 Dear Board Members: After several years of relative stability, we now enter a period of needing to adjust our County Budgets to meet challenges due to the uncertainty of countywide revenue streams (especially in the Health Services and the Employment and Human Services departments), compounded by sharply rising wage and benefit costs. Although relatively stable over the last ten years, General Purpose Revenue subsidies to the County hospital have again begun to have an impact on countywide provision of services. We can expect reduced funding available for programs in the foreseeable future, and this will necessitate cuts throughout the County’s program areas. In spite of this, our goal is to continue to be fiscally conservative and avoid future fiscal ups and downs. The Board, Department Heads, and the entire County workforce will continue to work together to retain the balance in this budget that includes recommendations for appropriation of $3.698 billion ($1.705 billion General Fund) for FY 2019-20 and beyond. In addition to a structurally balanced budget for the eighth consecutive year, there were a number of key accomplishments this past year to be justifiably proud of: Developed a comprehensive zoning ordinance that will permit and regulate commercial cannabis businesses. The related cannabis tax (Measure R) approved in November 2018 will enable orderly, well-regulated sale, cultivation and manufacture of cannabis products from businesses located in the unincorporated area beginning in 2019. Launched an online document center to allow public access to over 128,300 records of the Board of Supervisors, including meeting agendas, minutes, ordinances and resolutions dating back to 1852; and implemented a new reporting process for advisory body seats across 78 active boards, resulting in a nearly 17% reduction in vacant seats as compared to last year. Established 40 Prescription Drug Drop Kiosks in pharmacies so that residents can drop off their unused, expired or unneeded prescription medicines. County Administrator County Administration Building 651 Pine Street, 10th Floor Martinez, California 94553-1229 (925) 335-1080 David J. Twa County Administrator Board of Supervisors John M. Gioia 1 st District Candace Andersen 2 nd District Diane Burgis 3 rd District Karen Mitchoff 4 th District Federal D. Glover 5 th District Contra CostaCounty 2 County of Contra Costa FY 2019-20 Recommended Budget Introduced a Food Inspector app to keep residents aware of the health violations and quality of local eateries, providing full information on every restaurant in the area. Leveraged technology to streamline hiring processes and improve user experience by implementing paperless requisition and hiring, and launching online un-proctored testing, online reference checking, online I-9 completion and verification, online scheduling for candidate fingerprinting, and expanding online benefits enrollment to all active employees. Launched Video Story Time through the Library’s YouTube channel. Each playlist includes songs, rhymes, finger plays and stories. This gives everyone the opportunity to enjoy story time at any time. Implemented the Senior Veterans Benefits Program. Intended to target our senior and elderly Veteran population, working with long-term care facilities to ensure that Veterans and surviving spouses can access free VA benefits claims assistance (often times Veterans are illegally charged for this service by businesses in the community). Facilitated development of hundreds of units of affordable housing, including 42 units at the Heritage Point project in North Richmond, which broke ground in 2018. Partnered with Mental Health to provide Functional Family Therapy, Health Housing and Homeless programs to enhance services for adults and transitional age youth, and with the County Office of Education to insure a smooth community transition for youth reintegrating to the community from a commitment program. Additionally, partnered with community-based organizations such as Bay Area Community Resources and RYSE to provide enhanced reentry services to youth. Awarded two major federal grants totaling over $1.1 million to the Alliance to End Abuse in partnership with the District Attorney’s Office to address human trafficking in Contra Costa County. Implemented the use of text messaging in the Employment and Human Services’ Community Services Bureau to communicate with Head Start program parents and caregivers about their engagement with the program and the status of their children during the day. Received the Government Finance Officers’ Association Certificate of Achievement for Excellence in Financial Reporting and the Distinguished Budget Presentation awards. The County’s long-term, strategic goal continues to be the provision of public services that improve the quality of life of our residents and the economic viability of our businesses. This goal provides the context for decisions regarding this Recommended Budget. The FY 2019-20 Recommended Budget continues to provide for essential community services to our residents and minimizes adverse impacts to the community. However, as per the norm, once the State Budget is adopted, we likely will need to consider budget adjustments and will provide the Board with options at that time. . County of Contra Costa FY 2019-20 Recommended Budget 3 The County Board, Department Heads, and Employees all worked together to address the budget issues facing the County. I particularly want to thank Department Heads and all of our employees for their dedication, as well as their valuable and thoughtful input throughout the process. Our goal has been to ensure a fair and transparent budget process and to produce a user-friendly budget document. A great deal of effort has been put into developing and producing this budget. The Recommended Budget represents a work plan to achieve our mission, priorities and goals in the coming year. Beginning on Page 25 is a discussion of a number of Key Budget Issues affecting the County. Below are the key issues facing the County that have particularly informed or impacted the development of our budget for FY 2019-20. Labor The County bargained in 2018 with the majority of its labor partners to extend contracts that would provide for increased wages, and provided for significant increases to the employee health benefit subsidies. The increased benefits were necessitated by the difficulty in hiring, compounded by low unemployment rates throughout the Bay Area. The County will continue to promote a long-term rebalancing plan to reduce our expenditures and restructure our service delivery to provide the most effective services within annual available resources. Currently, the following key labor contracts are in active negotiations: 1. In-Home Supportive Services workers (IHSS) 2. Physicians and Dentists Organization, representing employees in Health and Human Services mainly at the Contra Costa Regional Medical Center and Clinics 3. Deputy Sheriffs Association - Rank and File, Management, and Probation units, representing employees in the Sheriff’s Department, and the Probation Department, and 4. District Attorney Investigators Association, representing employees in the District Attorneys Department. With the exception of IHSS and the Physicians group whose contracts have expired, these contracts do not expire until July 1, 2019. The County will be challenged to meet all of the likely requests for increased wages and benefits from these groups. Successful contract negotiation is key to maintaining fiscal stability. The majority of the County’s remaining labor contracts extend through June 30, 2022. Capital Improvements The County Board of Supervisors is on track with the replacement of the County’s Emergency Operations Center and the County Administration Buildings. These two projects are expected to be completed by the middle of 2020. The financing for these facilities requires debt service, which was budgeted beginning in fiscal year 2017-18, of $8.0 million per year for the fifteen-year life of the bonds. In addition, the Board discussed policies for the next five-year plan to help reduce the County’s backlog of deferred maintenance by setting priorities for reducing the County inventory of owned facilities. The Chief Assistant County Administrator will continue to Overview  County of Contra Costa FY 2019-2020 Recommended Budget 5 COUNTY PROFILE Contra Costa County was incorporated in 1850 as one of the original 27 counties of California. A five-member Board of Supervisors, each elected to four-year terms, serves as the legislative body of the County, which has a general law form of government. Also elected are the County Assessor, Auditor-Controller (the ‘County Auditor-Controller’), Clerk-Recorder, District Attorney, Sheriff-Coroner and Treasurer-Tax Collector (the ‘County Treasurer’). The County Administrator, David Twa, is appointed by the Board and is responsible for running the day-to-day business of the County. The County Administrator is also responsible for presenting the Board with a Recommended Budget for consideration of adoption as the Final (Adopted) Budget, which will serve as the foundation of the County’s financial planning and control. Contra Costa County Elected Offices Expiration of Name Office Current Term John M. Gioia Supervisor, District I January 2, 2023 Candace Andersen Supervisor, District II January 4, 2021 Diane Burgis Supervisor, District III January 4, 2021 Karen Mitchoff Supervisor, District IV January 2, 2023 Federal D. Glover Supervisor, District V January 4, 2021 Gus S. Kramer Assessor January 2, 2023 Robert R. Campbell Auditor-Controller January 2, 2023 Joseph E. Canciamilla Clerk-Recorder January 2, 2023 Diana Becton District Attorney January 2, 2023 David O. Livingston Sheriff-Coroner January 2, 2023 Russell V. Watts Treasurer-Tax Collector January 2, 2023 Overview 6 County of Contra Costa FY 2019-2020 Recommended Budget  Contra Costa is one of nine counties in the San Francisco-Oakland Bay Area and the ninth most populous county in California with an estimated population of 1,149,363 as of January 1, 2018. The County covers about 733 square miles and extends from the northeastern shore of the San Francisco Bay easterly about 50 miles to San Joaquin County. The County is bordered on the south and west by Alameda County and on the north by the Suisun and San Pablo Bays. The western and northern shorelines are highly industrialized, while the interior sections are suburban/residential, commercial and light industrial. The County contains 19 cities, including Richmond in the west; Antioch in the northeast; and Concord in the center. Population growth in the County during the past several years has been strongest in unincorporated areas as well as in the cities of Antioch, Brentwood, Hercules, Oakley, Pittsburg and San Ramon. Five-Year Population Distribution (1) (as of January 1 of each year) 2014 (2) 2015 (2) 2016 (2) 2017 (2) 2018 Antioch 110,028 111,973 113,495 112,280 113,061 Brentwood 55,353 57,072 59,058 61,383 63,042 Clayton 11,096 11,159 11,262 11,342 11,431 Concord 126,851 128,063 128,280 128,282 129,159 Danville 42,145 42,491 43,287 44,048 44,396 El Cerrito 23,980 24,132 24,490 24,674 24,939 Hercules 24,430 24,578 24,909 26,185 26,317 Lafayette 24,321 24,732 25,041 25,416 25,655 Martinez 36,497 36,931 37,224 37,831 38,097 Moraga 16,337 16,434 16,581 16,866 16,991 Oakley 38,864 39,609 40,327 41,116 41,742 Orinda 18,083 18,578 18,838 19,012 19,199 Pinole 18,560 18,660 18,827 19,101 19,236 Pittsburg 66,053 67,119 68,133 71,342 72,647 Pleasant Hill 33,708 33,918 34,232 34,944 35,068 Richmond 108,447 109,568 110,886 110,114 110,967 San Pablo 30,196 30,498 30,972 31,383 31,593 San Ramon 76,472 77,470 78,729 81,354 82,643 Walnut Creek 67,954 68,652 70,340 70,558 70,667 Subtotal 929,375 941,637 954,911 967,231 976,850 Unincorporated 167,797 169,506 171,913 172,082 172,513 Total 1,097,172 1,111,143 1,126,824 1,139,313 1,149,363 (1) Columns may not total due to independent rounding (2) Revised Source: California Department of Finance Overview County of Contra Costa FY 2019-2020 Recommended Budget 7 Population Demographics Gender Race and Hispanic Origin* Male 48.90% One Race 92.60% Female 51.10% White 57.10% Black or African American 8.20% American Indian and Alaska Native 0.50% Age Asian 17.00% Under 5 years 5.70% Native Hawaiian and Other Pacific Islander 0.50% 5 - 19 years 19.30% Some other race 9.30% 20 - 64 years 59.60% 65+ years 15.30% Two or More Races 7.40% *Hispanics may be of any race and are included in applicable race categories (25.7%) Source: US Census Bureau, 2016 American Community Survey 1-Year Estimates, Contra Costa County Educational attainment of a bachelor’s degree or higher, according to the U.S. Census Bureau, 2013-2017 American Community Survey 5-Year Estimates, was 40.7% of the County population up from 37.6% in 2009. The County’s employment economy is very diverse: major industries include health care, petroleum refining, telecommunications, financial and retail services, steel manufacturing, prefabricated metals, chemicals, electronic equipment, paper products and food processing. Most of the County’s heavy manufacturing is located along the County’s northern boundary fronting the Suisun Bay and San Pablo Bay leading to San Francisco Bay and the Pacific Ocean. The table below highlights the principal, non-government, industry employers in the County. Employment by Industry Annual Averages - Ranked for 2017 2013 2014 2015 2016 2017 Wage & Salary Employment Educational & Health Services 59,500 61,500 64,100 67,400 69,200 18.7% Trade, Transportation & Utilities 58,700 60,400 62,500 64,800 65,300 17.6% Professional & Business Services 52,100 53,200 50,900 52,000 54,400 14.7% Government 48,200 49,200 49,300 49,900 50,400 13.6% Goods Producing 37,100 37,100 37,800 39,700 41,100 11.1% Leisure & Hospitality 35,400 36,300 38,300 40,100 40,800 11.0% Financial Activities 25,300 25,000 26,300 26,900 27,300 7.4% Other Services 12,100 12,500 12,700 12,900 13,000 3.5% Information 8,600 8,300 8,300 8,000 8,000 2.2% Farm 800 800 700 800 800 0.2% Source: State of California, Employment Development Department, Labor Market Information Division, March 2018 Benchmark Overview 8 County of Contra Costa FY 2019-2020 Recommended Budget  Principal Employers: Current and Ten Years Ago (Excluding Government Employers) 2018(1) 2008(2) Employer Estimated Employees Estimated Employees Rank Chevron Corporation 10,000+ 4,700 1 Bay Alarm Co. 1,000 - 4,999 Bio-Rad Laboratories, Inc. 1,000 - 4,999 1,700 4 Chevron Global Downstream LLC 1,000 - 4,999 Chevron Richmond Refinery 1,000 - 4,999 Chevron Technology Ventures 1,000 - 4,999 Job Connections 1,000 - 4,999 John Muir Hospital Concord 1,000 - 4,999 John Muir Hospital Walnut Creek 1,000 - 4,999 John Muir Medical Center 1,900 3 John Muir Medical Center-Concord 1,000 - 4,999 1,500 5 Kaiser Permanente 900 9 Kaiser Permanente Antioch 1,000 - 4,999 Kaiser Permanente Walnut Creek 1,000 - 4,999 Kaiser Foundation Hospital 2,300 2 La Raza Market 1,000 - 4,999 Martinez Medical Offices 1,000 - 4,999 St. Mary's College of California 1,000 - 4,999 USS-POSCO Industries 1,000 - 4,999 975 8 Broadspectrum Americas 500 - 999 Robert Half International 500 - 999 Santa Fe Pacific Pipe Lines 500 - 999 Shell Oil Products 500 - 999 Sutter Delta Medical Center 500 - 999 850 10 Doctors Medical Center 1,000 6-7 Liberty Mutual Insurance Co. 1,000 6-7 (1) Source: State of California Employment Development Department, extracted from the America's Labor Market Information System (ALMIS) Employer Database, 2019 1st Edition. (2) Source: Rich’s everyday Sales Prospecting Directory (2008) – Contra Costa County Between 2013 and 2017 the County’s jobless rate decreased from 7.50% to 3.80%, below the statewide averages of 8.90% and 4.80%, respectively (not seasonally adjusted). As reflected on the following table, the County has achieved a lower unemployment rate than that of the State in each of the prior five calendar years for which official information is published. Employment and Unemployment of Labor Force by Annual Average 2013* 2014* 2015* 2016* 2017 County Civilian Labor Force 538,000 540,900 547,500 557,000 563,900 Employment 497,700 507,500 520,000 532,200 542,500 Unemployment 40,300 33,400 27,500 24,800 21,400 Unemployment Rate County 7.50% 6.20% 5.00% 4.50% 3.80% State of California 8.90% 7.50% 6.20% 5.50% 4.80% * Revised Source: State of California, Employment Development Department, Local Area Unemployment Statistics Overview County of Contra Costa FY 2019-2020 Recommended Budget 9 Contra Costa County traditionally has higher per capita income levels than those of the State. The following information is the latest available total personal income and per capita personal income for the County and the State for calendar years 2013 through 2017. Personal Income Calendar Years 2013 through 2017 2013 2014 2015 2016 2017† Personal Income (thousands of dollars) County 67,290,115 71,164,468 77,914,957 82,204,425 87,810,279 California 1,885,672,400 2,021,640,000 2,173,299,700 2,259,413,900 2,364,129,400 Per Capita Income (dollars) County 61,435 64,056 69,195 72,195 76,527 California 49,173 52,237 55,679 57,497 59,796 † Most recent year for which annual data is available Source: United States Department of Commerce, Bureau of Economic Analysis A primary source of revenue for the County is generated from property taxes. The following table contains information on the current top ten principal property taxpayers in the County compared to ten years ago. Principal Property Taxpayers - Ranked by Assessed Value(1) Current Year and Ten Years Ago (in Thousands) (unaudited) FY Ended June 30, 2018 FY Ended June 30, 2008 Taxpayer Taxable Assessed Value Secured and Unitary Rank % of Taxable Assessed Value Taxable Assessed Value Secured and Unitary Rank % of Taxable Assessed Value Chevron USA $3,405,224 1 1.79% $6,843,072 1 4.49% Equilon Enterprises LLC 1,597,288 2 0.84 4,002,788 2 2.63 Tesoro Refining Marketing 1,145,265 3 0.60 2,092,737 3 1.37 Phillips 66 Company 1,008,681 4 0.53 SDC 7 838,352 5 0.44 First Walnut Creek Mutual 697,960 6 0.37 BRE Properties, Inc. 597,825 7 0.31 Sierra Pacific Properties, Inc. 543,445 8 0.29 NRG Delta LLC 542,275 9 0.29 Shadelands Park LLC 394,262 10 0.21 Tosco Corporation 1,648,867 4 1.08 Pacific Gas & Electric 1,113,308 5 0.73 Sunset Land Company 727,775 6 0.48 Seeno Construction Co. 558,770 7 0.37 AT&T/Pacific Bell 538,855 8 0.35 Mirant Delta/Delta Energy Ctr 523,866 9 0.34 USS Posco Industries 488,414 10 0.32 Total $10,770,577 5.67% $18,538,452 12.16% (1) Beginning in FY 2003-2004, a refined methodology was used to determine the principal taxpayers. The assessed value of the property of all of a listed taxpayer's component entities are included. Also, ranking is based on assessed valuation which may be different from taxes paid due to special purpose levies paid by some taxpayers. Source: Office of the Treasurer-Tax Collector, Contra Costa County, California Overview 10 County of Contra Costa FY 2019-2020 Recommended Budget  LONG-TERM FINANCIAL PLANNING & POLICIES Contra Costa County has adopted the following Mission, Vision and Values to assist in its decision-making process to provide a full array of services to its residents: Mission Contra Costa County is dedicated to providing public services which improve the quality of life of our residents and the economic vitality of our businesses Vision Contra Costa County is recognized as a world-class service organization where innovation and partnerships merge to enable our residents to enjoy a safe, healthy and prosperous life Values Contra Costa County serves people, businesses and communities. Our organization and each one of our employees value: Clients and Communities Partnerships Quality Service Accountability Fiscal prudence Organizational excellence The County is committed to prudent fiscal management and engages in targeted long-term financial planning when possible and appropriate. Some examples of the County’s current long- term financial planning include: Reduce the County’s Other Post-Employment Benefits (OPEB) Long-term Liability. In 2007 the Board of Supervisors set the following specific goals to address the OPEB liability: o to fully comply with GASB Statement 45, which has been superseded by GASB Statement 75; o to adopt and follow an OPEB financing plan, which balances the County’s requirement to provide public services with its desire to provide competitive health care benefits to our employees; o to minimize collateral detrimental impact to the provision of services to indigents, including indigent health care in the County; and o to pursue and support Federal and State Legislation. The OPEB financing plan includes an annual allocation of resources for pre- funding the OPEB liability currently budgeted at $20 million. The County has included this allocation in each adopted annual budget since FY 2008-09. Health plan changes, caps on County contributions and labor concessions, in addition to annual pre-funding contributions, have assisted in reducing the County’s Unfunded Actuarial Accrued Liability (UAAL) since 2006 from $2.57 billion to $662.5 million. The County implemented GASB 75 for the FY 2016-17 Comprehensive Annual Financial Report (CAFR) and subsequently completed a new OPEB actuarial valuation as of January 1, 2018 using the updated Overview County of Contra Costa FY 2019-2020 Recommended Budget 11 accounting standards included in GASB 75. The actuarial valuation, rolled forward to June 30, 2018, indicated that the County had prefunded 28.9% of its OPEB liability, with total OPEB trust assets of $269.6 million. The next OPEB actuarial valuation is scheduled to be performed as of January 1, 2020. In 2007, the Board of Supervisors also established a Real Asset Management Program (RAMP). The objective of RAMP is to maximize the value of unused and vacant County-owned office space by avoiding and terminating leases. With the adoption of the FY 2012-13 Recommended Budget, the Board established a dedicated funding stream for the County’s Capital Improvement Plan. Capital Improvement Plan information is on Pages 69-70 and 527-532. In 2012, the State of California enacted the Public Employees’ Pension Reform Act of 2013 (PEPRA). PEPRA established new pension tiers of 2.5% at 67 for County General employees and 2.7% at 57 for Safety employees. PEPRA did not define the pension cost of living adjustment (COLA). By default, the pension COLA for the majority of new County employees in the PEPRA tier was 3%. Negotiations to achieve a 2% pension COLA for this tier have been successfully completed for all of the County’s 18 labor groups. These new tiers are expected to achieve savings over time. (see Pension Benefits on Page 29). To further assist with long-term financial planning, the Board of Supervisors has adopted a comprehensive set of financial management policies to provide for: (1) the adoption and maintenance of an annual balanced budget; (2) the annual adoption of a policy for the prudent investment of County funds; (3) establishment and maintenance of a General Fund reserve; (4) establishment of parameters for issuing and managing debt; and (5) establishment of a Workers' Compensation confidence level. Each of the financial management policies is included or summarized below and available by contacting the County Administrator's Office at (925) 335-1023 and on the County's website under Financial Information at: http://ca-contracostacounty.civicplus.com/2142/Financial-Policies. Budget Policy Recognizing that the establishment and maintenance of a budget policy is a key element in enhancing the management of the County’s finances and management of the County’s credit quality, the Board of Supervisors established a County Budget Policy in November of 2006, revised in December 2013 and reviewed in November 2016, which states: 1. Contra Costa County shall annually adopt a budget that balances on-going expenditures with on-going revenue. 2. Contra Costa County shall adopt a budget each year early enough (and no later than May 31) to allow all impacts on programs and/or revenues to be in effect by July 1. 3. Contra Costa County shall prepare multi-year (3-5 year) financial projections as part of the annual budget planning process. 4. Contra Costa County shall at a minimum prepare formal mid-year budget reports to the Board of Supervisors detailing actual expenditures and projections through the remainder of the fiscal year. This report will include through December 31 of each year: a.actual net County cost by department by fund b.actual and budgeted expenditure by major object by department c. actual and budgeted revenue by major object by department d. If a particular cost center is projected to be over-budget, a report clearly indicating planned corrective action will be presented to the Board of Supervisors within 30 days of the mid-year report. If necessary, this report will include appropriation and revenue adjustments. Overview 12 County of Contra Costa FY 2019-2020 Recommended Budget  5. The County will not directly allocate a specific General Purpose Revenue source to specific programs/communities. The policy would not apply to mitigation revenue that is derived from a project and intended to offset the environmental impacts from the project on the “host” community. 6. Short-term funding sources shall be used for short-term requirements, one-time uses, or contingencies. 7. Revenue windfalls not included in the budget plan will not be expended during the year unless such spending is required in order to receive the funding. 8. Fee-for-service and federal/state revenue offsets will be sought at every opportunity. 9. As part of the annual budget process, each department shall analyze its fee structure in order to maintain maximum offset for services. 10. The Board of Supervisors shall make reserve funding available for venture capital to be used to increase efficiencies and economies in departments that do not have resources available within their normal operating budgets for such expense. Requests for these funds will be included as part of the annual budget process. 11. The year-end practice of “use it or lose it” shall be changed to “save it and keep it”. The County Administrator’s Office will continue to refine the concept of fund balance sharing as an incentive to departments to maximize resources. Some portion of fund balance credit may be used by operating departments for one-time expenditure. These one- time expenditures shall be used to maximize economy/service delivery/efficiencies/ employee satisfaction. Unless specific arrangements are made with the County Administrator’s Office, fund balance credit will be spent/encumbered within the following fiscal year. 12. The annual budget process will include funding decisions for maintaining the County’s facility assets, allowing the Board of Supervisors to weigh competing funding decisions using credible information. 13.The annual budget process will include a strategic planning and financing process for facilities renewal and new construction projects (short and long term capital budgets) and establishment of a comprehensive management program for the County’s general government real estate assets relative to acquisition, use, disposition, and maintenance. This capital improvement plan should be updated every five years and will integrate operating cost of new facilities and capital life-cycle costs. 14. Each fall, Contra Costa County shall prepare and make a formal budget report to the Board’s Finance Committee detailing earned revenues and expenditures for all mitigation and community benefit fees, trust and special revenue funds, and special Board appropriations during the prior fiscal year. The report shall identify amounts that were diverted from General-Purpose revenue in order to satisfy a special Board appropriation or other special revenue program. The Finance Committee shall review prior-year expenditures for consistency with the approved purpose of the fees, funds or special Board appropriations, and will forward recommendations for the subsequent budget year to the Board of Supervisors for consideration in the annual budget process. 15. Adopt the following definitions to be used in County policies with regard to special revenues: a. Mitigation fee: A monetary exaction other than a tax or special assessment, whether established for a broad class of projects by legislation of general applicability, such as Area of Benefit mitigation fees (County Ordinance Code §913-2.404)1, Drainage fees, and Park Dedication fees, or imposed on a specific project on an ad hoc basis, that is charged by a local agency to the applicant in connection with approval of a development project for the purpose of mitigating the 1 Area of Benefit mitigation fees are to be used specifically to improve the capacity and safety of the arterial road network within a defined boundary area as development occurs in order to mitigate traffic impacts generated by new development projects. Overview County of Contra Costa FY 2019-2020 Recommended Budget 13 impacts of the project on the affected community. Such fees are not intended to be a general-purpose revenue measure for the host community. b. Trust Fund: Funds held in trust for any beneficiary or for any purpose, in a separate fund and not commingled with any public funds, earning interest, and to be paid to the beneficiary of such trust upon the termination thereof, including moneys held as trustee, agent or bailee by the state, any county, city or town, or other political subdivision of the state, or any commission, committee, board or office thereof or any court of the state, when deposited in any qualified public depositary. Trust funds are limited to the following purposes as defined by Governmental Accounting, Auditing, and Financial Reporting: Pension, Investment, Private-Purpose and OPEB Irrevocable funds. c. Special Revenue Fund: Funds used to account for the proceeds of specific revenue sources (other than special assessments, expendable trusts, or major capital projects) that are legally restricted to expenditure for specified purposes. Examples of special revenue funds are those established for the purpose of financing schools, parks, or libraries. d. Community Benefit Fee: Voluntary payment(s) made by a developer or project sponsor that benefit a defined community, either through capital or community program improvements. These funds, typically, have been intended for uses that will benefit the quality of life for the communities in which a project is approved. In the past, these funds have been identified for such uses as economic development, health care, education, infrastructure, transportation, etc. e. Special Board Appropriation: A designation by the Board of Supervisors dedicating a portion of one or more General-Purpose Revenue sources to a specific program or activity, and/or to benefit a specific geographic area. f. Special Revenues: Collectively, all of the preceding revenues. 16. Authorization for Mitigation and Community Benefit Fees and Their Allocation: a. Affirm that revenues from existing fees are to be administered by the Supervisor serving in the district for which the fee was created, unless specified otherwise when the fee was established or as an action of the Board of Supervisors, and may require Board of Supervisors approval prior to expenditure. b. Affirm that revenues from existing fees are to be used with the support and authorization (to be signified by sponsorship or co-sponsorship of a Board Order/Proposal) of the current Supervisor serving in the district where the fee originated, unless specified otherwise when the fee was created or as an action of the Board of Supervisors. c. Affirm that when fees are created in the future, the authorizing Board Order or Resolution must specify: the type of fee (mitigation or community benefit) in what geographic area the funds are to be used, e.g., countywide or limited to one or more supervisorial districts or areas within a supervisorial district; the specific purpose of the fee; the recommended process for allocating the funds; and the department that will be responsible for administration of the funds; measurable performance outcomes that demonstrate how the fee revenue has mitigated the project impacts and otherwise benefited the affected community. d.Affirm that no new fees are to be negotiated or created without input or consultation with the current Supervisor serving in the district where the land development project is located. Overview 14 County of Contra Costa FY 2019-2020 Recommended Budget  e. Affirm that fees developed for Countywide use will be administered by the full Board of Supervisors, with the goal of spending the money equally among supervisorial districts, unless specified otherwise when the fee is established. These fees will be assigned to and administered by a particular County department. 17.Pursue opportunities to secure new mitigation and community benefit fees, where appropriate. Venture Capital Resources Item 10. of the Budget Policy discussed earlier created a resource to improve departmental operations. Beginning in FY 2012-13 approximately $1 million in reserve funding was available for technology projects to be used to increase efficiencies and economies in departments that did not have resources available within their normal operating budgets for such expense. In the first year of the program, approximately $600,000 was allocated for projects that ranged from electronic appointment scheduling software to procurement system hardware and licenses. Since that time, an additional $7 million was allocated for a wide variety of projects including programming tools to develop workflow processes to automate repetitive tasks, replacement of an electronic deposit permit system, and high resolution monitors, software, and cameras for crime scene analysis. The Venture Capital program is very popular with departments and has met the County’s goal of allowing funding for many technological improvements that have saved significant staff time, thus allowing for more hands to be available for customer service and better overall service to the County as a whole. In FY 2019-20, departments requested over $5.48 million and the County Administrator is recommending $2.49 million for projects that include: Customer service enhancements in the Employment and Human Services and Conservation and Development departments, waiting area guest/employee Wi-Fi in 48 additional locations throughout County facilities, and network redundancy and IT security enhancements; and Technology improvements/upgrades in ten departments. Investment Policy California Government Code statutes and the County Investment Policy govern the County's investment pool activity. Those statutes and the Investment Policy authorize the County Treasurer to invest in securities issued by the U.S. Treasury, federal agency or U.S. government-sponsored enterprise obligations, supranational obligations, certain corporate bonds and notes, bankers' acceptances, certificates of deposit, commercial paper, repurchase agreements, the State of California Local Agency Investment Fund (LAIF) and authorized Joint Powers Authority. The Board of Supervisors (Board) approved its first Investment Policy in 1994 and the most recent update to the Investment Policy was on June 26, 2018. The complete Investment Policy, consisting of 38 pages, and which may be accessed at http://ca- contracostacounty.civicplus.com/560/Treasurer-Information , is summarized below: The County Investment Policy is reviewed and approved annually by the Treasury Oversight Committee and the Board of Supervisors; all amendments to the Investment Policy must be approved by the Board. The Board has established a seven-member Treasury Oversight Committee (seven statutory members and three alternates) pursuant to State Law. The Treasury Oversight Committee is responsible for conducting a quarterly review of the County investment portfolio, which is presented to the Board of Supervisors, and annually updating the Investment Policy. Members of the Treasury Oversight Committee are: the County Superintendent of Schools or his/her designee; a representative and one alternate selected by a majority of the Overview County of Contra Costa FY 2019-2020 Recommended Budget 15 presiding officers of the governing bodies of the school districts and community college districts in the County; a representative and one alternate selected by a majority of the presiding officers of the legislative bodies of the special districts in the County that are required or authorized to deposit funds in the County Treasury; a representative and one alternate appointed by the Board of Supervisors; and three members of the public nominated by the County Treasurer-Tax Collector. The Contra Costa County Investment Pool rating was affirmed by Standard & Poor's (S & P) on September 28, 2018. The Investment Pool was assigned a fund credit quality rating of "AAAf" and a fund volatility rating of "S1+." The "AAAf" rating is S & P's highest fund credit quality rating with the "S1+" volatility rating reflecting low sensitivity to changing market conditions. The Investment Pool has maintained its AAAf and S1+ ratings since first rated in November 2007. General Fund Reserve Policy Acknowledging the importance of building reserves during periods of financial strength so that such reserves can be drawn upon during economic downturns, the Board of Supervisors established a General Fund Reserve Policy in December 2005, that was revised in June 2011 to comply with implementation of GASB 54, which states: 1. Contra Costa County will strive to achieve a minimum unassigned General Fund balance of 5% of budgeted General Fund revenues and a minimum total General Fund balance of 10% of budgeted General Fund revenues; 2. Until such time as the County has an unreserved General Fund balance equal to at least 5% of budgeted General Fund revenues, no less than $2 million of year-end fund balance in any fiscal year shall be added to the appropriation for Contingency Reserve; 3. In the event the County realizes reserves above the minimum levels defined by this policy, the first use shall be to annually deposit the funds into an account designated for capital projects and other one-time uses, up to an amount equal to 1% of General Fund revenues per year; 4. Reserves may be drawn below the minimum level in order to address an unforeseen emergency, to fund a non-recurring expense, or to fund a one-time capital cost; but only following the adoption, by at least a four-fifths vote, of a resolution of the Board of Supervisors specifying the circumstances that justify the invasion of the minimum reserve level; and 5. Should reserves fall below the established minimum levels, a request to utilize reserve funds must be accompanied by recommendations for restoring, within three years, minimum reserve levels (fiscal stabilization plan). The County's audited financial report for fiscal year 2017-18 confirms compliance with the Reserves Policy. Debt Management Policy In December 2006, the Board of Supervisors established a Debt Management Policy, which was last updated February 26, 2019 (Resolution No. 2019/37), to fully incorporate amendments to the Securities and Exchange Commission (SEC) Rule 15c2-12 and modernize document retention procedures to allow for electronic document retention of debt issuance and management records. I. PURPOSE: The County recognizes the foundation of any well-managed debt program is a comprehensive debt policy. A debt policy sets forth the parameters for issuing debt and managing outstanding debt and provides guidance to decision makers regarding the timing and purposes for which debt may be issued, types and amounts of permissible debt, method of sale that may be used and structural features that may be incorporated. The debt policy should recognize a binding commitment to full and timely repayment of all debt as an intrinsic requirement for entry into the capital markets. Adherence to a debt policy helps to ensure that a government maintains a sound debt position and that credit quality is protected. Advantages of a debt policy are as follows: Overview 16 County of Contra Costa FY 2019-2020 Recommended Budget  • enhances the quality of decisions by imposing order and discipline, and promoting consistency and continuity in decision making, • provides rationality in the decision-making process, • identifies objectives for staff to implement, • demonstrates a commitment to long-term financial planning objectives, and • is regarded positively by the rating agencies in reviewing credit quality. II. DEBT AFFORDABILITY ADVISORY COMMITTEE A. Purpose. By adoption of this Debt Policy, the Debt Affordability Advisory Committee is established. Its purpose is to annually review and evaluate existing and proposed new County debt and other findings and/or issues the committee considers appropriate. It is the task of this committee to assess the County’s ability to generate and repay debt. The committee will issue an annual report to the County Administrator defining debt capacity of the County. This review will be an important element of the budget process and will include recommendations made by the committee regarding how much new debt can be authorized by the County without overburdening itself with debt service payments. B. Members. The committee shall be composed of the Auditor-Controller, Treasurer-Tax Collector, Director/Conservation and Development Department, and County Finance Director. C. Debt Affordability Measures. The committee shall examine specific statistical measures to determine debt capacity and relative debt position and compare these ratios to other counties, rating agency standards and Contra Costa County’s historical ratios to determine debt affordability. From Moody’s Investors Service, the committee will evaluate the County against the following debt ratios from the most recent available national medians for counties in the “Aa” rating tier with populations of at least 1 million: 1. Direct net debt as a percentage of Assessed Valuation; 2. Overall net debt as a percentage of Assessed Valuation; 3. Assessed Valuation per-capita; 4. Available general fund balance as a percentage of revenues; and 5. General fund balance as a percentage of revenues. From Standard and Poor’s, the committee will evaluate the County against the following debt ratios from the most recent available national medians for counties in the “AAA” rating tier: 1. Assessed valuation per-capita; 2. Direct debt as percentage of governmental funds revenue; 3. Total government available cash as a percentage of debt service; 4. Total government available cash as a percentage of expenditures; and 5. Total debt service as a percentage of general fund expenditures. The Advisory Committee also evaluates the County against a group of cohort counties, namely, other large, urban counties in California. The Advisory Committee utilizes each respective cohort county’s most recently available CAFR to measure the County’s comparative performance on the various debt measures calculated by Moody’s and S&P as noted above, and also against the additional ratios below: 1. Direct debt per capita; and 2.Debt payments as a percentage of general fund revenues. III.COMPREHENSIVE CAPITAL PLANNING A. Planning. The County Administrator’s Office shall prepare a multi-year capital program for consideration and adoption by the Board of Supervisors as part of the County’s budget process. Annually, the capital budget shall identify revenue sources and expenditures for the coming current year and the next succeeding three fiscal years. The plan shall be updated annually. Overview County of Contra Costa FY 2019-2020 Recommended Budget 17 B. Funding of the Capital Improvement Program. Whenever possible, the County will first attempt to fund capital projects with grants or state/federal funding, as part of its broader capital improvement plan. When such funds are insufficient, the County will use dedicated revenues to fund projects. If these are not available, the County will use excess surplus from the reserve and debt financing, general revenues. The County shall be guided by three principles in selecting a funding source for capital improvements: equity, effectiveness and efficiency. 1. Equity: Whenever appropriate, the beneficiaries of a project or service will pay for it. For example, if a project is a general function of government that benefits the entire community, such as an Office of Emergency Services, the project will be paid for with general purpose revenues or financed with debt. If, however, the project benefits specific users, such as a building permit facility, the revenues will be derived through user fees or charges, and assessments. 2. Effectiveness: In selecting a source or sources for financing projects, the County will select one or more that effectively funds the total cost of the project. For example, funding a capital project, or the debt service on a project, with a user fee that does not provide sufficient funds to pay for the project is not an effective means of funding the project. 3. Efficiency: If grants or current revenues are not available to fund a project, the County will generally select a financing technique that provides for the lowest total cost consistent with acceptable risk factors and principals of equity and effectiveness. These methods currently consist of County issued debt, special funding programs funded by state or federal agencies, or special pool financing. Examples include funding pools like the Association of Bay Area Governments Participation Certificates. C. Maintenance, Replacement and Renewal/FLIP. The County intends to set aside sufficient current revenues to finance ongoing maintenance needs and to provide periodic replacement and renewal consistent with its philosophy of keeping its capital facilities and infrastructure systems in good repair and to maximize a capital asset’s useful life. D. Debt Authorization. No County debt issued for the purpose of funding capital projects may be authorized by the Board of Supervisors unless an appropriation has been included in the capital budget (Some forms of debt such as Private Activity Bonds for housing, Mello-Roos for infrastructure, and redevelopment bonds for infrastructure/facilities may not be appropriate for inclusion in the County capital improvement program. The policies for such forms of debt are included as Appendixes 4, 5, and 6). IV. PLANNING AND STRUCTURE OF COUNTY INDEBTEDNESS A. Overview. The County shall plan long- and short-term debt issuance to finance its capital program based on its cash flow needs, sources of revenue, capital construction periods, available financing instruments and market conditions. The County Finance Director shall oversee and coordinate the timing, issuance process and marketing of the County’s borrowing and capital funding activities required in support of the capital improvement plan. The County shall finance its capital needs on a regular basis dictated by its capital spending pattern. Over the long-term this policy should result in a consistently low average interest rate. When market conditions in any one-year result in higher than average interest rates, the County shall seek refinancing opportunities in subsequent years to bring such interest rates closer to the average. The Debt Affordability Advisory Committee shall use the Government Financial Officers Association checklist set forth in Appendix 1 hereto in planning and structuring any debt issuances. B. Financing Team. The County employs outside financial specialists to assist it in developing a debt issuance strategy, preparing bond documents and marketing bonds to investors. The key team members in the County’s financing transactions include its financial advisor and outside bond and disclosure counsel, the underwriter and County representatives (the County Auditor-Controller, Treasurer-Tax Collector, and the County Finance Director, among others). Other outside firms, such as those providing paying agent/registrar, trustee, Overview 18 County of Contra Costa FY 2019-2020 Recommended Budget  credit enhancement, verification, escrow, auditing, or printing services, are retained as required. The County will issue Requests for Qualifications (RFQs) for financial advisor, bond and Tax counsel, disclosure counsel and underwriters every three years. The financing team shall meet at least semi-annually to review the overall financing strategy of the County and make recommendations to the County Administrator. C. Term of Debt Repayment. Borrowings by the County shall mature over a term that does not exceed the economic life of the improvements that they finance and usually no longer than 20 years, unless special structuring elements require a specific maximum term to maturity, as is the case with pension obligation bonds. The County shall finance improvements with a probable useful life less than five years using pay-go funding for such needs. Bonds sold for the purchase of equipment with a probable useful life exceeding five years are repaid over a term that does not exceed such useful life. D. Legal Borrowing Limitations/Bonds and other indebtedness. California Government Code Section 29909 limits General Obligation Bond indebtedness to five percent of the total assessed valuation of all taxable real and personal property within the County, excluding Public Financing Authority lease revenue bonds, Public Facility Corporation certificates of participation, Private Activity Bond, Mello-Roos special tax, and Assessment District Debt for which no legal limitations are currently in effect. E. Debt Features 1. Original issue discount or premium. The County’s bonds may be sold at a discount or premium, in order to achieve effective marketing, achieve interest cost savings or meet other financing objectives. The maximum permitted discount is stated in the Notice of Sale accompanying the County’s preliminary official statement on the Bond Purchase Agreement, as applicable. 2. Debt service structure/Level Debt Service. The County shall primarily finance its long- lived municipal improvements over a 20-year term or less, on a level debt service basis. This policy minimizes long-run impact on a funding department’s budget. The County will seek to continue this practice, unless general fund revenues are projected to be insufficient to provide adequately for this debt service structure. 3. Call provisions. The County shall seek to minimize the protection from optional redemption given to bondholders, consistent with its desire to obtain the lowest possible interest rates on its bonds. The County’s tax-exempt bonds are generally subject to optional redemption. The County seeks early calls at low or no premiums because such features will allow it to refinance debt more easily for debt service savings when interest rates drop. The County and its financial advisor shall evaluate optional redemption provisions for each issue to assure that the County does not pay unacceptably higher interest rates to obtain such advantageous calls. The County shall not sell derivative call options. 4. Interest rates. The County shall first consider the use of fixed-rate debt to finance its capital needs, except for short-term needs (such as short-lived assets) that will be repaid or refinanced in the near term; and may consider variable rate debt under favorable conditions. F. Other Obligations Classified as Debt/Other Post-Employment Benefits (OPEB)/Vested Vacation Benefits. OPEBs and vacation benefits are earned by County employees based on time in service. The County records these vacation benefits as earned in accordance with generally accepted accounting principles as established by the Governmental Accounting Board (GASB). The liability for the benefit is recorded on the Fund level financial statements. The expense is recorded during the conversion to the Government Wide financial statements in accordance with GASB standards. For Enterprise funds the expense and liability are accrued in the respective funds. In this initial policy, the amount of OPEB and vacation benefits will not be in measures used to evaluate the County’s debt affordability. However, the County’s net OPEB obligation is posted to the County’s balance sheet. Overview County of Contra Costa FY 2019-2020 Recommended Budget 19 V. METHOD OF SALE. The County will select a method of sale that is the most appropriate in light of financial, market, transaction-specific and County-related conditions, and explain the rationale for its decision. A. Competitive Sales. Debt obligations are generally issued through a competitive sale. The County and its financial advisor will set the terms of the sale to encourage as many bidders as possible. By maximizing bidding, the County seeks to obtain the lowest possible interest rates on its bonds. Some of the conditions that generally favor a competitive sale include: 1. the market is familiar with the County; 2. the County is a stable and regular borrower in the public market; 3.there is an active secondary market with a broad investor base for the County’s bonds; 4. the issue has a non-enhanced credit rating of A or above or can obtain credit enhancement prior to the competitive sale; 5. the debt structure is backed by the County’s full faith and credit or a strong, known or historically performing revenue stream; 6. the issue is neither too large to be easily absorbed by the market nor too small to attract investors without a concerted sale effort; 7.the issue does not include complex or innovative features or require explanation as to the bonds’ security; 8.the issue can be sold and closed on a schedule that does not need to be accelerated or shortened for market or policy reasons; and 9. interest rates are stable, market demand is strong, and the market is able to absorb a reasonable amount of buying or selling at reasonable price changes. B. Negotiated Sales. When certain conditions favorable for a competitive sale do not exist and when a negotiated sale will provide significant benefits to the County that would not be achieved through a competitive sale, the County may elect to sell its debt obligations through a private placement or negotiated sale, upon approval by the County Board of Supervisors. Such determination shall be made on an issue-by-issue basis, for a series of issues, or for part or all of a specific financing program. The following practices are recommended to be observed in the event of a negotiated sale: 1.ensure fairness by using a competitive underwriter selection process through a request for proposals distributed to the established underwriter pool so that multiple proposals are considered; 2. remain actively involved in each step of the negotiation and sale processes to uphold the public trust; 3. ensure that either an employee of the County, or an outside professional other than the issue underwriter, who is familiar with and abreast of the condition of the municipal market, is available to assist in structuring the issue, pricing, and monitoring sales activities; 4. require that the financial advisor used for a particular bond issue not act as underwriter of the same bond issue; 5. require that financial professionals disclose the name or names of any person or firm, including attorneys, lobbyists and public relations professionals compensated in connection with a specific bond issue; 6. request all financial professionals submitting joint proposals or intending to enter into joint accounts or any fee-splitting arrangements in connection with a bond issue to fully disclose to the County any plan or arrangements to share tasks, responsibilities and fees earned, and disclose the financial professionals with whom the sharing is proposed, the method used to calculate the fees to be earned, and any changes thereto; and 7. review the “Agreement among Underwriters” and insure that it is filed with the County and that it governs all transactions during the underwriting period. VI. REFINANCING OF OUTSTANDING DEBT. The County may undertake refinancings of outstanding debt under the following circumstances: Overview 20 County of Contra Costa FY 2019-2020 Recommended Budget  A. Debt Service Savings. The County may refinance outstanding long-term debt when such refinancing allows the County to realize significant debt service savings (2% minimum by maturity and a minimum 4% savings overall) without lengthening the term of refinanced debt and without increasing debt service in any subsequent fiscal year. The County may also consider debt refinancing when a primary objective would be the elimination of restrictive covenants that limit County operations. B. Defeasance. The County may refinance outstanding debt, either by advance refunding to the first call or by defeasance to maturity, when the public policy benefits of replacing such debt outweigh the costs associated with new issuance as well as any increase in annual debt service. VII.CREDIT RATINGS A. Rating Agency Relationships. The County Finance Director, or designee, is responsible for maintaining relationships with the rating agencies that assign ratings to the County’s various debt obligations. This effort includes providing periodic updates on the County’s general financial condition along with coordinating meetings and presentations in conjunction with a new debt issuance. B. Quality of Ratings. The County shall request ratings prior to the sale of securities from at least two major rating agencies for public issuances of municipal bonds. Currently, there are three major rating agencies providing ratings to municipal issuers, including Moody’s Investors Service (“Moody’s), Standard & Poor’s Global Ratings (S&P) and Fitch Ratings. The County is currently rated by Moody’s and S&P. The County shall provide a written and/or oral presentation to the rating agencies to help each credit analyst make an informed evaluation of the County’s financial condition and to present details of the proposed issuance. The County shall make every reasonable effort to maintain its implied general obligation bond credit ratings. The County may, on a case by case basis, decide to obtain one or no ratings prior to a bond issuance if, after consulting with its financial advisor, bond counsel and disclosure counsel, it is determined that this is in the best interest of the County. VIII. MANAGEMENT PRACTICES. The County has instituted sound management practices and will continue to follow practices that will reflect positively on it in the rating process. Among these are the County development of and adherence to long-term financial and capital improvement plans, management of expense growth in line with revenues and maintenance of an adequate level of operating reserves. A. Formal Fiscal Policies. The County shall continue to establish, refine, and follow formal fiscal policies such as: Investment Policy, General Fund Reserve Policy, Budget Policy, and this Debt Management Policy. B. Rebate Reporting and Continuing Covenant Compliance. The County Finance Director, or designee, is responsible for maintaining a system of record keeping and reporting to meet the arbitrage rebate compliance requirements of the federal tax code and/or contracting for such service. This effort includes tracking investment earnings on debt proceeds, calculating rebate payments in compliance with tax law, and remitting any rebatable earnings to the federal government in a timely manner in order to preserve the tax- exempt status of the County’s outstanding debt issues. Additionally, general financial reporting and certification requirements embodied in bond covenants are monitored to ensure that all covenants are complied with. C. Reporting Practices. The County will comply with the standards and best practices of the Government Finance Officers Association for financial reporting and budget presentation and the disclosure requirements of federal regulatory agencies including the Securities and Exchange Commission and Internal Revenue Service; state agencies charged with the regulation of municipal securities, including the State Treasurer’s Office; and self-regulatory organizations such as the Municipal Standards Rulemaking Board. D. Post-Issuance Tax Compliance Procedures for Tax-Exempt and Tax-Advantaged Bonds. To assure it manages its debt obligations in accordance with all federal tax Overview County of Contra Costa FY 2019-2020 Recommended Budget 21 requirements, the County will comply with the Post-Issuance Tax Compliance Procedures for Tax-Exempt and Tax-Advantaged Bonds, as set forth in the policy appendix. E. Continuing Disclosure Procedures. To assure it manages its debt obligations in accordance with the terms of Continuing Disclosure Agreements included in individual bond issuances and federal and state regulations, the County has adopted policies and procedures set forth in the policy appendix. Workers' Compensation Confidence Level Policy In September of 2007 the Board of Supervisors established a Workers' Compensation funding policy that targeted a minimum confidence level of 80% ('confidence level' is a measure of the probability that the Workers' Compensation Internal Services Fund will have enough money to cover all benefits and claims that have been incurred). The 80% confidence level objective was exceeded in fiscal year 2017- 18 and was 95% as of June 30, 2018. Presently, the County pays approximately $26.4 million annually to the Workers' Compensation Internal Services Fund, down from a high of $37.0 million in FY 2006-07. The decrease can be attributed to changes in State law, changes in employee contracts, most particularly to the County’s return-to-work program, and adherence to the funding policy. The annual payments, along with a slow growth in loss experience and relatively flat payments, has resulted in a high confidence level of the Workers' Compensation Internal Service Fund. The County Administrator will continue to recommend reduced transfers to the fund, which will eventually result in reaching the targeted confidence level and freeing up these funds for other purposes. Employee Compensation. Employee compensation is governed by a variety of ordinances, policies and Memoranda of Understanding. Each of these documents are available for review at https://ca‐contracostacounty2.civicplus.com/1340/Labor‐Relations Overview 22 County of Contra Costa FY 2019-2020 Recommended Budget  BUDGET PROCESS The County budget process is a continuous cycle of developing, monitoring and planning, with specific steps each year to achieve adoption of the Final Budget. The County's fiscal year spans from July 1 to June 30; however, the budget development process begins as early as December with the Board of Supervisors setting a Preliminary Budget Schedule for preparation of the ensuing budget. The County Administrator presents the Board, Department Heads and the public with an analysis of key issues and budget projections in January; followed by budget instructions, which include direction for departments to work with their respective advisory committees and community-based organizations; departmental budget submissions; meetings with Departments in February and March; and presentation of the State Controller’s Office required Recommended Budget Schedules for Board consideration in April. Absent the adoption of the County’s Recommended Budget by June 30, the State Controller’s Office Recommended Budget Schedules are passed into the new fiscal year as the spending authority until a Final Budget is adopted. Unlike the State Controller’s Office Recommended and Final Budget schedules, which are solely publications of financial State Schedules required by State Statutes collectively referred to as the County Budget Act, the County Recommended Budget includes detailed information and narrative regarding the County, including its current and projected financial situation; the programs/services and administrative/program goals of individual Departments; and the County Administrator's budgetary recommendations for the upcoming budget year. After public hearings and budget deliberations, the Board adopts the Recommended Budget no later May 31 (pursuant to the Budget Policy). After the State budget is passed (legally due by June 15) and County fiscal year-end closing activities are completed in August, a Final Budget is Budget Monitoring & Planning (continuous cycle) JANUARY Budget Year Key Issues & Projections at Board of Supervisors' Retreat FEBRUARY Baseline Budgets due from Departments FEBRUARY Current Budget Mid-Year Financial Status FEBRUARY Budget Year Baseline Budget Report FEBRUARY/MARCH Budget Narratives & Administrative/Program Goals due from Departments EARLY APRIL Recommended Budget to Board and Public MID APRIL Budget Hearings JULY FIscal Year Begins SEPTEMBER Budget Adjustments & Adoption of Final Budget Opportunity for public comment/input Overview County of Contra Costa FY 2019-2020 Recommended Budget 23 prepared for Board consideration. (Pursuant to the County Budget Act, the deadline for adopting a Final Budget is October 2 each year. This allows incorporation of any needed adjustments resulting from the State budget.) FY 2019-2020 Budget Development Calendar 2019 Dates Key Budget Meetings/Activities/Deliverables September 11, 2018 and March 12 Department Head meeting discussing FY 2019-20 budget preparation January 2 Budget preparation instructions to Departments January 3 Personnel Cost Forecasting staff training January 2 – 11 Departmental fiscal staff review Personnel Cost Forecasts January 11 Personnel position count, salary & benefits cost projections due from Departments January 15 Board of Supervisors set Budget Schedule (Board Chambers*) January 16 – February 8 Department staff discuss budgets with respective advisory committees and solicit written suggestions (as necessary/appropriate) Department fiscal staff meet with CAO analysts (as necessary/appropriate) January 16 – 17 Budget system training sessions for Departmental fiscal staff January 29 Board of Supervisor's retreat (District I*): The Economic Outlook: Focus on the Contra Costa Economy; Budget & Key Issues for 2019-20 and Beyond (including Mid-Year Current Budget Status; and Capital Projects) February 8 Baseline Budgets due from Departments February 22 Venture Capital Project Requests (optional) due from Departments February 22 Program/Recommended Budget Narrative and Administrative and Program Goals due from Departments March 1 County Performance Reports due from Departments April 5 Formal Public Notice of Hearing Recommended Budget to Board of Supervisors and posted on County website April 16 State Controller’s Office Recommended Budget Adopted by Board of Supervisors (Board Chambers*) April 16 Budget Hearings on County Recommended Budget (Board Chambers*) May 2 Budget Adoption Board Order to Board of Supervisors May 7 Budget Adoption Board Order presentation (Board Chambers*) August Fiscal year-end closing activities, including final adjustments to fund balance September Final Budget presentation based upon fiscal year-end closing activities, including final adjustments to fund balance, and passage of State budget (Board Chambers*)1 * All activities noted as (Board Chambers*) are open to the public and opportunities for public comment. 1 If significant changes to programs or revenues are required based upon the State budget and/or closing activities, Budget Hearings may be scheduled prior to the Board adopting the Final Budget. Overview 24 County of Contra Costa FY 2019-2020 Recommended Budget  The County Administrator monitors actual expenditures and revenue receipts each month and mid-year adjustments may be made so that the County's Budget remains in balance throughout the fiscal year. On an annual basis, the County Administrator’s staff prepares and presents a report to the Board of Supervisors that details the activity within each budget category and provides summary information on the status of the County’s Budget. The County Administrator also recommends any actions that are necessary to ensure a healthy budget status at the end of the fiscal year. Supplemental appropriations, which are normally financed by unanticipated revenues during the year, and any amendments or transfers of appropriations between summary accounts or departments, require approval by the Board of Supervisors. Pursuant to a Board of Supervisor’s Resolution, the County Administrator is authorized to approve transfers of appropriations among summary accounts within a department as deemed necessary and appropriate. Accordingly, the legal level of budgetary control by the Board of Supervisors is at the department level. BUDGETARY BASIS FOR ACCOUNTING The term “basis of accounting” refers to the timing of recognition of assets, liabilities, revenues and expenditures. The basis of accounting used for financial reporting in accordance with generally accepting accounting principles (GAAP) is not necessarily the same as used in preparing the budget (“basis of budgeting”). Some of the differences include: Under GAAP, revenues are recognized as soon as they are both “measurable” and “available”, however revenue recognition under the basis of budgeting may be deferred until the amounts are received in cash. Encumbrances are treated as expenditures in the budget but not under GAAP. Budgeted revenues and expenditures may include items classified as “other financing sources” and “other financing uses” under GAAP. The receipt of long-term debt proceeds, capital outlays and debt service payments on principal are reported in the budget, but under GAAP for proprietary funds, these are not reported under operations and instead are recorded as allocations for depreciation and amortization expense. Under the GAAP basis of accounting, changes in the fair value of investments are treated as adjustments to revenue, which is not the case under the budgetary basis of accounting. The County uses an encumbrance system as an extension of normal budgetary accounting for the general, special revenue, and certain debt service and capital project funds to assist in controlling expenditures. Under this system, purchase orders, contracts, and commitments for the expenditure of monies are recorded in order to reserve that portion of applicable appropriations. Encumbrances outstanding at year-end are recorded as obligated fund balance since they do not constitute expenditures or liabilities, and are re-established, along with their encumbered appropriations as part of the following year’s budget. Any appropriations remaining in the departments at the end of the fiscal year automatically lapse and are transferred to fund balance. The year-end fund balance, along with projected revenues, becomes available for appropriation the following year. The Final Budget adopted by the Board of Supervisors for the General Fund includes budgeted expenditures and reimbursements for amounts disbursed to or received from other County funds. Revenues received from other County funds for reimbursement of services are generally budgeted in Interfund Revenues, such as facilities maintenance. Transfers to and from other Overview County of Contra Costa FY 2019-2020 Recommended Budget 25 County funds to provide reimbursements of costs are generally budgeted in Charges for Services, Miscellaneous Revenue and Expenditure Transfers. The budget for governmental funds, such as the General Fund, may include a sub-object level known as ‘intrafund transfers’ in the charges to appropriations. This sub-object level is an accounting mechanism used by the County to show reimbursements between operations within the same fund. An example of an intrafund transfer would be a General Fund department, such as the Sheriff’s Office, reimbursing another General Fund department, such as the Facilities Maintenance Section of Public Works – this would represent a transfer between General Fund budget units for services performed. Budgets are adopted on the modified accrual basis. Accounting policies used in preparation of the County’s audited financial statements conform to generally accepted accounting principles applicable to counties. The County’s governmental funds use the modified accrual basis of accounting. This system recognizes revenues when they become available and measurable. Expenditures, with the exception of unmatured interest on general long term debt, are recognized when the fund liability is incurred. Proprietary funds use the accrual basis of accounting, whereby revenues are recognized when they are earned and become measurable, while expenses are recognized when they are incurred. FY 2019-20 KEY BUDGET ISSUES The Recommended Budget represents a work plan to achieve our mission and priorities in the coming year. Below are a number of key issues that have informed or impacted the development of our budget for next year. Property Tax Recovery/Revenue: The Contra Costa County economy is heavily dependent on the national and state economies. The outlook for the U.S. economy has not changed much from the last year, despite the fact that we are approaching the longest economic expansion in the nation’s history. Growth has progressed at a steady pace since the 2015 commodity bust and mild economic slowdown that occurred that year. Our economist (from Beacon, Inc.) tells us that outside of the rapidly growing Federal budget deficit, the U.S. economy looks to be well–balanced in terms of its growth structure, with solid fundamentals including private–sector debt levels, consumer savings rates, rising wages, the overall pace of homebuilding and business investment. The U.S. housing market slowed in late 2018 as the 30–year mortgage rate closed in on 5%, rates have since receded. The U.S. housing market is not overpriced, and there has not been risky lending. The pace of building has been reasonable, so there is no excess supply and the market is responding to changes in interest. The slowing pace of sales is part of that process, forecasts remains cautiously positive, and that outlook is expected to stay in place though 2020. Our economist is forecasting the expansion to continue, albeit at a slower pace than last year. Barring some unexpected external impact, we do not expect any major change in economic growth leading up to the 2020 election. Throughout 2018 the California economy prospered despite a tight labor market and concerns about housing. California’s steady economic performance was fueled by expansion of the State’s industries, increases in incomes, and the Federal tax cuts enacted early in the year. Growth or lack of growth in the housing market significantly impacts the County budget as 84.8% of General Purpose revenues and 23.5% of total General Fund revenues come from property taxes. As a result, the previous slowdown in the housing market continues to have a greater impact on our County than on most other Bay Area Counties. Year-over-year for the three-year period between FY 2009-10 and 2011-12 total actual assessed value declined by 9.5%. For FY 2015-16, the County’s total assessed valuation Overview 26 County of Contra Costa FY 2019-2020 Recommended Budget  base was $181.1 billion and the growth rate of total assessed valuation in the County was 7.3%, the fourth fiscal year increase since FY 2008-09. The local portion of total assessed valuation can grow up to the maximum annual rate of 2% allowed under Proposition 13 for existing property plus additional growth from new construction and the sale and exchange of property. The annual growth rate in assessed valuation averaged 5.4% over the last 20 years and a year-over-year growth of 6.2% over the past 5 years. Assessed valuation fell by a cumulative 9.46% from its peak in FY 2008-09 to its trough in FY 2011-12 as a result of the impacts of foreclosures and the recession on the County’s economy. This reflected the slow economic recovery in Contra Costa County; however, as stated above, property tax revenues are looking up. Home prices and sales indicate strong demand on the residential side of the market, and the latest trends in construction-permitting activity point towards new structures coming on line to support ad valorem growth in the coming fiscal year. Moreover, inflation is picking up slightly in the state, which will help put upward pressure on assessed valuation growth for properties not changing ownership. The FY 2018-19 total assessed value growth was 6.34%. The FY 2018-19 assessment roll is the highest to date in Contra Costa County’s history and the first time the assessment roll has topped the $200 billion mark. The current forecast is projected upon continued property tax recovery. The County is projecting growth of 5% for FY 2019-20 and beyond. Employee Benefits and Retiree Health Care/Other Post-Employment Benefits (OPEB): Another key issue is the continued financial pressure related to the cost of benefits, including health care, for employees and retirees. Over the last few years, the County reached agreement with the majority of our employee groups to reduce the County’s cost for current employees and to eliminate retiree health care subsidies for employees hired after specified dates. This action substantially reduced our long-term liability relating to the provision of retiree health care. This action, in combination with pre-funding, significantly reduced growth in the County’s OPEB liability. The FY 2019-20 budget continues the $20 million annual set- aside, which began in FY 2008-09, to reduce our unfunded liability for retiree health care. While we would prefer a greater level of pre-funding, the absence of any new resources makes this impossible without further service cuts. Nevertheless, $20 million in annual contributions will continue to have a positive impact on the County’s OPEB liability. The County has significantly reduced its OPEB liability. As of June 30, 2018, the County’s fiduciary net position as a percentage of total other post-employment benefit liability was 28.9%. The total liability for benefits was $932.2 million, and the actuarial value of assets was $269.7 million, resulting in a net OPEB liability of $662.5 million (the liability was $2.6 billion in 2006). The County’s OPEB liability and annual required contribution will continue to decline over time. None of these reductions could have been achieved without the support and cooperation of our employees. On February 24, 2012, the Retiree Support Group of Contra Costa County (“RSG”) filed a lawsuit in federal court challenging the County’s ability to make changes to health care for retirees. Following mediation, RSG and the County reached a settlement of the case. On March 15, 2016, the Board of Supervisors adopted Resolution No. 2016/124, approving the proposed settlement agreement. On November 1, 2016, the court gave final approval to the class action settlement, and the lawsuit was dismissed with prejudice. The settlement was fully implemented for the 2017 plan year, creating a $676,000 increase in the Annual Required Contribution and an $8,593,000 increase in the total Actuarial Accrued Liability. The settlement class is entirely made up of retirees, there is no Normal Cost. Continued negotiations towards Countywide health care cost containment strategies and the redirection of designated future resources remain key to resolving the OPEB challenge for the County. The challenge of offering health care options to our employees that are affordable and competitive remains an important focus in negotiations. The Board of Supervisors and our employees continue to make significant progress towards a solution for one of the biggest Overview County of Contra Costa FY 2019-2020 Recommended Budget 27 fiscal challenges the County has faced to date. The next valuation is due as of January 1, 2020 and is scheduled for release summer 2020. Long-Term Rebalancing: One of the most important challenges faced over the last few years was to rebalance and restructure the County's budget. A long-term solution including a targeted negotiation strategy was developed and implemented. The County Administrator’s Office continues to work with the Board and Departments to review historical trends, identify service priorities, and develop strategies to address any budget imbalance that exists between annual expenditure needs and annual revenues. The goal is to continue to provide the most effective and efficient community services within available resources, while building reserves to preserve programs during times of economic downturn. State Budget: The Governor’s Proposed Budget for FY 2019-20 includes several items that impact counties, including proposed changes to the IHSS MOE, continuing to address the issue of homelessness, and setting new regional housing goals. The State Budget has a surplus going into FY 2019-20 of $24.1 billion and the Governor has proposed spending 86% of those funds on several one-time items, including $4.8 billion to address pensions & OPEB benefit liabilities, a $4.8 billion contribution to reserves and $4 billion to eliminate debts and long-term deferrals. Although the Governor has proposed certain uses of the one-time surplus funding, the Legislature may have other items of interest that could be negotiated in the coming months. The Governor’s proposed changes to the IHSS MOE would increase State support to IHSS programs in 2019-20 and beyond. If adopted by the Legislature, the Governor’s proposal would result in a significantly increased State General Fund commitment to IHSS. This includes language that lowers the MOE base, reduces the inflation factor from seven percent to four percent beginning in 2020-21, stops the redirection of health and mental health growth funding, and partially funds IHSS administration with State General Fund. Together, these revisions provide some relief to counties as it relates to the State MOE, but still leaves the County facing significant costs as we negotiate wage increases to the IHSS providers for 2019-20 and beyond. Finally, the Governor’s proposals would result in significant cost increases to the County in 2022 when the Governor’s proposals would change the formula to require the County to pick up 65% of the non-Federal share of the costs instead of the County’s current share of 35% of the non-Federal share. Funding for siting of emergency shelters, navigation centers and supportive housing is proposed to be increased by a one-time allocation of $500 million. This includes $200 million for local Continuums of Care, $200 million for grants to local jurisdictions for housing and shelter development and $100 million directed specifically toward the largest cities throughout the State. In addition, the Governor’s proposal expedites “No Place Like Home” funding, approved by voters in November 2018, to provide permanent housing for individuals with severe mental illness; however, it is not clear how those funds would be expedited at this time. Finally, the Governor’s Proposed Budget relies on a continued positive economic outlook. The State’s primary source of revenue is the personal income tax, which is a very volatile funding stream. In years of declining State revenues from the personal income tax receipts or otherwise, funding to counties throughout the State is also impacted. Although the economic outlook for FY 2019-20 remains positive, we will continue to monitor the State’s revenues throughout the year. Capital Improvement Plan: The County continues to manage its inventory of facilities to provide high quality and accessible services to our residents. This budget continues the $16.5 million funding allocated to lowering the level of deferred maintenance and making improvements to extend the useful life of County facilities and promote the health and safety of employees and the public who utilize our facilities. The County is moving forward with two Overview 28 County of Contra Costa FY 2019-2020 Recommended Budget  major capital projects to construct a new administration building and a new emergency operations center and administration building for the Sheriff. The County is also working with an expert on automating our Facility Condition Assessment process and integrating those reports with our database of facilities. This will improve our budgeting of needed and deferred maintenance in order to help develop a more accurate five-year capital improvement plan. For detailed information on the County’s capital program and progress, see the Capital Improvements Departmental Budget Summary, Page 69, and the Capital Improvement Plan, Page 527. Bonded Debt Limitation and Assessed Valuation Growth: The statutory debt limitation for counties is 5% of assessed valuation (Government Code Section 29909), but it is actually 1.25% of assessed valuation pursuant to the California Constitution which requires taxable property to be assessed at full cash value rather than ¼ of that value. The California Constitution limit applies to all County-controlled agencies, including the County General and Enterprise Funds, Successor Redevelopment Agencies, Housing Authority and Special Districts. For technical auditing purposes, only pension obligation bonds and tax allocation bonds are counted as “general obligation bonded debt” even though neither form of debt requires voter approval; lease revenue bonded debt and assessment district debt are not required to be included. As of June 30, 2018 the County’s outstanding bonded debt was $155.9 million leaving a statutory margin of $9.7 billion and a Constitutional margin of $2.30 billion. (See Current Debt Position, Page 533 for details.) State Realignment: In October 2011, the Governor began implementing massive changes to the relationship between State funding and management of County operated programs. The realignment of public safety programs has transferred to counties the fiscal and programmatic responsibility for many criminal justice and health and human service programs previously administered by the State. Public Safety Realignment transferred oversight of certain nonviolent, non-serious and non-sex crimes felony offenders from the State to counties as a means of reducing overcrowding that has long plagued the State prison system. Subsequently, in November 2012 voters approved Proposition 30, which, among other things, secured a constitutional guarantee that local community corrections funding would continue to counties. Although the funding has been guaranteed it is important to understand that (1) funding comes from a portion of the Vehicle License Fee (VLF) and sales tax, both of which are subject to the ups and downs of the economy, and (2) that the funding guarantee does not extend to local jurisdictions. Since 2011, Contra Costa County has built a comprehensive program infrastructure to provide services to offenders who became the responsibility of the County following Realignment. Over the past several years, and again in the FY 2019-20 Recommended Budget, the prudent use of these funds by the Board of Supervisors and the Community Corrections Partnership (CCP) allows us to provide critical services to returning citizens within our community. Continued restraint will be necessary in future years to maintain critical programs that have been implemented over the last eight years. The Public Protection Committee met on January 28, 2019 and again on February 4, 2019 to review funding recommendations from the CCP for FY 2019-20. The Public Protection Committee ultimately approved a $29.8 million budget package to continue and expand funding critical program infrastructure put in place following 2011 Realignment. The FY 2019- 20 budget provides an increase in appropriations of $1.9 million, or 6.8% across all initiatives funded with the community corrections allocation of AB 109 dollars. Highlights of the FY 2019- 20 budget include: (1) a $419,000, or 8.3%, increase to the Community Advisory Board (CAB) allocation specifically for increased housing access and employment assistance programs supporting returning citizens, (2) $150,000 to establish a new Neighborhood Court program within the District Attorney’s office and (3) adds a new Social Services Program Assistant Overview County of Contra Costa FY 2019-2020 Recommended Budget 29 position in the Employment and Human Services department to connect individuals with important social service programs once released from custody. In addition, the FY 2019-20 CCP budget includes the final $500,000 AB 109 reserve allocation for the Stand Together CoCo immigration rapid response program, approved as a three-year pilot project, and continues funding to local police departments for Mental Health Evaluation Teams (MHET) to assist with diverting those suffering from mental illness from the local criminal justice system. Funding allocations approved by the Public Protection Committee have been integrated into departmental budgets reflected in the FY 2019-20 Recommended Budget. Pension Benefits: A major issue for Fiscal Year 2019-20 continues to be the impact of the Net Pension Liability (NPL) on the employees’ and employers’ contribution rates. Per GASB Statement 67, the NPL replaced the Actuarial Accrued Unfunded Liability (UAAL). As of December 31, 2000, the Contra Costa County Employees Retirement Association (CCCERA) reported a UAAL of $288 million and a funded ratio of 89.1%. The average employer rate has decreased due to an investment return on actuarial value (after smoothing) greater than the 7.00% assumed rate, actual contributions greater than expected, a mortality gain on retirees and beneficiaries, amortizing the prior year’s UAAL over a greater than expected projected total payroll and a retirement gain on activities. All of these helped to offset higher than expected individual salary increases and higher than expected COLA increases for retirees and beneficiaries. As of December 31, 2017, the NPL decreased to $811.4 million from $1.4 billion and the funded ratio increased to 88.5%. At the end of 2017, the County’s portion of the UAAL was $689.4 million (the Contra Costa County Fire Protection District’s portion of UAAL was $131.7 million). Those figures do not include $221.1 million in outstanding pension obligation bonds as of June 30, 2018 ($155.8 million in County bonds and $65.2 million in CCC Fire Protection District bonds). Although a significant pension obligation bond was paid off in FY 2013-14, the projected relief was eliminated by the pension board’s reduction of the assumed investment rate from 7.75% to 7.25% and a further reduction to 7.00% in April of 2016 (see the Retirement/Pension Costs – Future Year Projection/Budgets section, below, for more information on pension). The County continues to benefit from new lower-cost PEPRA pension plans and has negotiated a 2% cost of living adjustment to the PEPRA plans with all of its bargaining units. Retirement/Pension Costs - Future Year Projections/Budgets: The costs of pension benefits remain a fiscal challenge in Contra Costa. In the 2009 Budget Message, a graph was included that projected the impact of the 2008 Contra Costa County Employees’ Retirement Association (CCCERA) market losses (26.5%) in combination with an unachieved earnings assumption (then 7.80%) which resulted in a negative impact of over 34%. Even using a five-year smoothing model, County costs were expected to begin to rise in FY 2010- 11 and virtually double by FY 2015-16. Since that time, market experience has fluctuated greatly and the assumed investment rate has been reduced three times. The chart below summarizes the net impact of market experience and the assumed investment rate since the 2008 market crash: Calendar Year Gross Market Value Investment Returns Assumed Investment Rate Net Impact 2008 (26.50%) 7.80% (34.30%) 2009 21.90% 7.80% 14.10% 2010 14.00% 7.75% 6.25% 2011 2.70% 7.75% (5.05%) 2012 14.10% 7.75% 6.35% 2013 16.50% 7.25% 9.25% Overview 30 County of Contra Costa FY 2019-2020 Recommended Budget  Calendar Year Gross Market Value Investment Returns Assumed Investment Rate Net Impact 2014 8.40% 7.25% 1.15% 2015 2.4% 7.25% (4.85%) 2016 7.40% 7.00% 0.40% 2017 14.20% 7.00% 7.20% 2018 (2.7%) 7.00% (9.7%) In a letter dated March 7, 2019, CCCERA’s actuary issued a report which projected employer contribution rate changes based on an estimated negative 2.7% net market value investment return for 2018 and other changes in economic assumptions. The projection is derived from the December 31, 2017 actuarial valuation results, which are the most current available. A new five-year projection will be available in the fall using December 31, 2018 valuation figures. The projections do not reflect any changes in the employer contribution rates that could result from future changes in the demographics of active members or decreases in the employer contribution rates that might result from new hires going into the PEPRA tiers. These modeled projections are intended to serve as illustrations of future financial outcomes that are based on the information available to us at this time. Emerging results may differ significantly if the actual experience proves to be different from these assumptions. The four most significant variables are demographic experience, local and regional economy, stock market performance, and the regulatory environment. As can be seen in the chart below, the cumulative impact of smoothing gains and losses for the aggregate plan is projected to be a decrease of 2.8% (as of December 31, 2022). These projected rate changes are implemented 18 months after the actuarial date. Therefore, the projected increase of 0.40% in the chart below for 2018 will be implemented on July 1, 2020. Note that because the actuary estimated the allocation of the rate changes across the cost groups, the actual rate changes by group will differ from those shown in the exhibit, even if the plan-wide rate changes are close to those shown below. For instance, the cost of a General Tier III employee is projected to increase by 0.30% for 2018 (rate decrease date of July 1, 2020), a County Safety employee by 0.74%, and a Contra Costa County Fire District Safety employee by 1.04%. The total impact to the County, all things considered, is expected to be very close to these figures. Rate Change Component Valuation Date (12/31) 2018 2019 2020 2021 2022 Deferred (Gains)/Losses 0.72% 1.41% 0.88% 0.59% 1.06% Loss of Investment Income on (Gain)/Loss of Investment Income on Difference Between AVA and MVA (0.12%) 0.31% 0.21% 0.14% 0.10% 18 Month Rate Delay (0.20%) (0.05%) 0.14% 0.16% 0.12% Drop Off of UAAL Layers 0 0 0 0 (8.27%) Incremental Rate Change 0.40% 1.67% 1.23% 0.89% (6.99%) Cumulative Rate Change 0.40% 2.07% 3.30% 4.19% (2.80%) Overview County of Contra Costa FY 2019-2020 Recommended Budget 31 The following chart, which County Administration staff and the Auditor prepared together, uses all of the latest information available for a new five-year projection of total County pension costs, including Fire. The cumulative effect of the market rate improvements is dramatic. Presented in the chart are four years of actual data, a projection of the current year (straight-lining seven months of actual data), the Recommended Budget for FY 2019-20, and a projection based on the Recommended Budget of FY 2019-20 and beyond (no increases in FTE or wages for FY 2020-21 and beyond). A significant drop in projected expenses in FY 2014-15 was due to the retirement of one of the County’s pension obligation bonds that was netted against increases in FY 2014-15. Note that the Board changed its OPEB funding policy and redirected all the savings achieved ($33 million annually) towards funding the additional retirement expense due primarily from the reduction in the assumed rate. The five-year projection uses the 7.00% assumed investment rate of return, all pension obligations bonds and 2018 market impacts. A significant note is that the chart includes three years after the final year of debt service for the County and Fire pension obligations bonds, which pay-off in FY 2021-22 and FY 2022-23 respectively. Note that some of the pension obligation bond debt is Court costs and offset by Court payments. The effect of the Fire District bonds pay- off is shown in FY 2021-22 because the final payment will be transferred to the debt service fund in FY 2021-22. HISTORICAL PERSPECTIVE General Fund Between FY 2005-06 and FY 2007-08, total expenditures for the General Fund grew by an average of 3.4%. Expenditures then declined by 2.6% in FY 2008-09 and another 6.1% in FY 2009-10. Although they were budgeted to grow by approximately 4.3% in FY 2010-11, actual growth was within 2% and was funded with one-time resources. The one-time resources were not available in FY 2011-12 and expenditures dropped by 2.6% to below FY 2009-10 expenditures. Growth has been significant since FY 2011-12. The current year budget shown in the graph below displays more growth in expenditures than expenditure projections indicate. This is due to the number of vacant positions and reserve funding. The FY 2018-19 appropriations include $30.0 million in fund balance budgeted for construction capital projects. The Recommended Budget is projecting relatively flat growth for FY 2019-20. $308 $282 $281 $306 $320 $368 $372 $374 $319 $322 $299 $220 $240 $260 $280 $300 $320 $340 $360 $380 $400 FY 14-15 Actual FY 15-16 Actual FY 16-17 Actual FY 17-18 Actual FY 18-19 Proj. FY 19-20 Recom'd FY 20-21 Proj. FY 21-22 Proj. FY 22-23 Proj. FY 23-24 Proj. FY 24-25 Proj. Actual and Projected Retirement Expenses (in millions) Overview 32 County of Contra Costa FY 2019-2020 Recommended Budget  10 Year Actual Expenditure History (in millions) As depicted in the following chart, total revenues began a two-year decline in FY 2008-09 and were relatively flat until FY 2012-13 when they began to steadily increase. Revenue is expected to be flat in the Recommended Budget. It should be noted that the $477.77 million budgeted general purpose revenue in FY 2018-19 includes $30,148,442 in fund balance for construction projects described in the Summary - Capital Improvement Plan. These Other Local Revenue monies were appropriated from reserves mid-year FY 2018-19 and are not an on-going source of revenue. If the fund balance were not included in that figure, the FY 2018-19 budgeted amount would be $447,622,000 and the total general fund revenue figure would be $1,615.1 million. These revenues are projected based on historical trends, which have been impacted by property tax and general economic recovery. 10 Year Revenue Generation (in millions) $1,255 $1,179 $1,203 $1,172 $1,193 $1,248 $1,307 $1,335 $1,403 $1,480 $1,691 $1,705 $1,100 $1,200 $1,300 $1,400 $1,500 $1,600 $1,700 $1,800 2008-09 Actual 2009-10 Actual 2010-11 Actual 2011-12 Actual 2012-13 Actual 2013-14 Actual 2014-15 Actual 2015-16 Actual 2016-17 Actual 2017-18 Actual 2018-19 Budgeted 2019-20 Recom'd $0 $200 $400 $600 $800 $1,000 $1,200 $1,400 $1,600 $1,800 2008-09 Actual 2009-10 Actual 2010-11 Actual 2011-12 Actual 2012-13 Actual 2013-14 Actual 2014-15 Actual 2015-16 Actual 2016-17 Actual 2017-18 Actual 2018-19 Budget 2019-20 Recom'd General Purpose Revenue Other Local Revenue Federal Assistance State Assistance Overview County of Contra Costa FY 2019-2020 Recommended Budget 33 The County struggled with maintaining a structurally balanced budget in the past; however, all Recommended Budgets since FY 2009-10 have been structurally balanced. The 2018-19 Budget figures reflect capital carryover funding and fund balance use. State impacts on FY 2019-20 are currently unknown. Appropriations for Contingency have been budgeted to address mid-year unanticipated issues. Change in General Fund Actual Status (in millions) Prior to the housing market collapse, the County had reversed the declining reserves trend experienced in the previous decade and achieved a balanced General Fund budget in fiscal year 2006-07. However, as is their purpose, reserves were spent in FY 2007-08 and FY 2008-09 to alleviate two fiscally difficult years. In FY 2009-10 and FY 2010-11, due to Federal Stimulus funding and negotiated compensation concessions, the budgets were balanced. Since FY 2012- 13 budgets did not anticipate reserve spending for on-going program expenses and in fact projected a $2.5 to $3 million repayment of reserves from reallocation of property tax revenues with the West Contra Costa Healthcare District (Doctor’s Hospital). The reallocation of $2.5 million is included in the FY 2019-20 Recommended Budget as a revenue. Fiscal year-end 2010-11 marked a change in the calculation of the County’s General Fund Reserve to comply with terminology revisions required by the Governmental Accounting Standards Board (GASB) Statement No. 54-Fund Balance Reporting and Governmental Fund Type Definitions. GASB issued Statement No. 54 in an effort to improve consistency in reporting fund balance components, enhance fund balance presentation, and improve the usefulness of fund balance information reported annually. The Statement required a revision to the County’s 2005 Reserve Policy – unreserved was changed to unassigned. The impact was that $32.5 million of previously categorized unreserved balance is now considered either assigned or committed. In the following chart, the ten-year history of unreserved balance has been over-laid with year-end 2009-10 figures calculated using both definitions and the following years calculated pursuant to the revised policy. There was no change in the total fund balance. The County is exceeding the minimum 5% target (Unassigned Fund Balance was 16.6% of total General Fund Revenues on June 30, 2018). Although the graph below depicts no budgeted growth in reserves, it should be noted that actuals will likely be higher than shown due to a high number of vacant positions. The budget for contingency ($10 million), reallocation of property tax revenue ($2.5 million), and capital projects ($30.4 million) is included in the chart. Fund balance is shown as a percentage of total General $1,150 $1,250 $1,350 $1,450 $1,550 $1,650 $1,750 2008-09 Actuals 2009-10 Actuals 2010-11 Actuals 2011-12 Actuals 2012-13 Actuals 2013-14 Actuals 2014-15 Actuals 2015-16 Actuals 2016-17 Actuals 2017-18 Actuals 2018-19 Budgeted 2019-20 Recom'd Total Expenditures Gross Revenue Overview 34 County of Contra Costa FY 2019-2020 Recommended Budget  Fund revenues, which are projected to increase in the current and budget year. Although it is anticipated that unassigned fund balance will increase as an absolute dollar amount in the future, growth in the ratio to revenues is not expected as revenue will grow as well. Unreserved/Unassigned Fund Balance (as of June 30) General Fund Revenue and Appropriations The County Summary Information available beginning on page 473 depicts history and recommendations for all revenue sources and uses for all County funds. The recommended General Fund budget of $1.705 billion is supported by local, federal, and State resources. A large portion of the revenue, $680.9 million, or 39.9%, is dependent upon State and federal allocations (very close to the 40.7% of last year). General Purpose revenue available from sources such as property tax and interest income is $492.5 million, all but $1.7 million (State revenue) is categorized as Other Local revenue. The remaining ‘Other Local Revenue’ is generated primarily by fees, fines, and licenses. In the two fiscal years prior to 2007-08, the assessed valuations of the County’s tax rolls had increased by double digits due to the strong housing market. The economic downturn slowed growth in assessed valuation and had reduced most revenue sources. This trend has turned around and the County is experiencing consistent, revenue growth. Total Revenues: $1.705 Billion 8.6%8.6% 5.9%6.4%7.2% 9.4% 11.0% 13.2% 16.5% 17.9% 16.6%16.6%16.6% 5.0% 7.0% 9.0% 11.0% 13.0% 15.0% 17.0% 19.0% 2008-09 Actual 2009-10 Actual 2010-11 Actual 2011-12 Actual 2012-13 Actual 2013-14 Actual 2014-15 Actual 2015-16 Actual 2016-17 Actual 2017-18 Actual 2018-19 Budget 2019-20 Recom'd General Purpose, $492,550,000 , 29% Other Local Revenue, $531,634,970 , 31% Federal, $296,008,106 , 17% State Assistance, $384,904,901 , 23% Overview County of Contra Costa FY 2019-2020 Recommended Budget 35 These revenue sources are used to fund programs throughout the County. All categories below are self-explanatory, except ‘Other Charges’, which includes contributions to other funds such as the Enterprise Funds and interest expense on bonds and other debt. The pie chart is used to show the size of the expenditures in relation to each other (ideally, pie charts are not used with negative numbers). The following chart breaks out recommended expenditures between the major expense areas. Total Expenditures: $1.705 Billion Our General Fund resources fund three functional areas: General Government, Health and Human Services, and Law and Justice. The following chart shows the distribution of resources in these three areas in the FY 2019-20 Recommended Budget. Distribution of resources has tracked very closely to these ratios for many years. Distribution of Expenditures: $1.705 Billion Salaries and Benefits, 938,010,273, 55% Expenditure Transfers, -133,402,522, -8% Fixed Assets, 23,301,699, 1% Services and Supplies, 590,966,630, 35% Other Charges, 276,221,897, 16% Provisions for Contingencies, 10,000,000, <1% Health & Human Services, 967,526,894, 57% General Government, 300,364,820, 17% Law & Justice, 437,206,263, 26% Overview 36 County of Contra Costa FY 2019-2020 Recommended Budget  Other County Funds The County Summary Information beginning on page 473 depicts history and recommendations for all revenue sources and uses for all County funds. Of the $3.69 billion represented, $1.705 billion is within the General Fund, $1.95 billion is from other funds, and $36.4 is from fund balance. There are seven County Enterprise funds, which makeup $1.397 billion of the $1.95 billion in non- general funds. Enterprise Funds The County operates seven Enterprise Funds (listed below). These funds were established for operations that are financed and operated in a manner similar to private business enterprise (e.g. water, gas and electric utilities, parking garages; or transit systems). The Departmental Summary Information depicting history and recommendations for all revenue sources and uses for these funds is available on the page numbers indicated. 1) Hospital Enterprise, Page 260 2) HMO Enterprise, Page 266 3) HMO Enterprise-Community Plan, Page 269 4) Major Risk Medical Insurance (no appropriations in FY 2019-20), Page 271 5) Airport Enterprise, Page 182 6) Sheriff Law Enforcement Training Center, Page 448 7) Childcare Enterprise, Page 246 The total Recommended Budget for Enterprise Funds is $1.397 billion. Enterprise Fund Appropriations: $1.397 Billion Airport Enterprise Fund, 10,420,215, 1%HMO Enterprise -Comm Plan Fund, 75,249,836, 5% Childcare Enterprise Fund, 74,000, <1% HMO Enterprise Fund, 639,284,840, 46%Hospital Enterprise Fund, 670,038,932, 48% Sheriff Law Enf Training Fund, 2,506,379, <1 Overview County of Contra Costa FY 2019-2020 Recommended Budget 37 The largest of the Enterprise funds are the HMO Enterprise and Hospital Enterprise Funds. The HMO fund is used to account for all the premiums and expenditures related to Medi-Cal enrollees. The fund includes the Contra Costa Health Plan and Medi-Cal products. The Contra Costa Health Plan is a County-operated, prepaid health plan. The Hospital Enterprise fund includes the operations of the Contra Costa Regional Medical Center and emergency care services, ambulatory care centers, physician services, emergency medical services, department-wide administration, and fixed assets. The following chart is of Hospital Enterprise Fund revenue. Hospital Enterprise Fund Total Revenues: $670.0 Million The majority of the expense in the Hospital Enterprise Fund, 65%, is for salary and benefit costs to operate the hospitals and clinics. Total Expenditures: $670.0 Million Medicare Patient Services, $43,212,568 , 6% Medi-Cal Patient Services, $299,209,084 , 45%Health Plan Patient Services, $114,617,883 , 17% Private Pay Patient Services, $11,346,312 , 2% Interdepartmental Patient Services, $3,809,780 , 1% Other Hospital Revenues, $81,004,424 , 12% Charges to General Fnd Units, $29,833,610 , 5% External Health Plan Revenue, $29,727,197 , 4% Enterprise Fund Subsidy, $56,358,712 , 8%Schools Fund Revenue, $919,362 , <1% Salaries and Benefits, $435,843,653 , 65% Other Charges, $13,021,063 , 2% Services and Supplies, $210,662,286 , 31% Fixed Assets, $10,511,930 , 2% Overview 38 County of Contra Costa FY 2019-2020 Recommended Budget  ORGANIZATIONAL CHART OF CONTRA COSTA COUNTY = Elected Officials (shown in functional area) = (Total FTE) per Recommended Budget Citizens of Contra Costa County Board of Supervisors (32) County Administrator(35) General Government Agriculture (44) Assessor (122) Auditor-Controller (60) County Clerk- Recorder/Elections (83) Conservation & Development (177) County Counsel (52) Human Resources (50) Library (201) Public Works (546) Treasurer/Tax Collector (30) Health & Human Services Child Support Services (153) Employment & Human Services (1,903) - Administrative Services (206) - Children & Family Services (400.5) - Aging & Adult Services (171) - Workforce Services (798) - Workforce Development Board (11) - Community Services (207) - Child Development Fund (106) - Zero Tolerance for Domestic/SB 968 Admin (4) Health Services (3,921) - CCRMC & Ambulatory Care Centers (2,351.3) - Contra Costa Health Plan (180) - Programs (1,380.7) - Public Administrator (5.0) - Ambulance Servica Area-Measure H (9)-SD Veterans Service (10) Law & Justice Animal Services (77) Conflict Defense (0) District Attorney (223) Justice Systems Development/Planning (5) Probation (346) Public Defender (138) Sheriff-Coroner (1,059) Superior Court Related Functions (0) -Clerk of the Board -Department of Information Technology/Telecommunications -Risk Management Total for all divisions:(128) Overview County of Contra Costa FY 2019-2020 Recommended Budget 39 Standing Committees of the Board of Supervisors With Currently-Designated Supervisors Affiliated Organizations (1)Authority/Agency Board is the Board of Supervisors Airport Committee Supervisors: Diane Burgis Karen Mitchoff Family & Human Services Committee Supervisors: Candace Andersen John Gioia Finance Committee Supervisors: Karen Mitchoff John Gioia Hiring Outreach Oversight Committee Supervisors: Federal D. Glover Candace Andersen  Internal Operations Committee Supervisors: Diane Burgis Candace Andersen Legislation Committee Supervisors: Diane Burgis Karen Mitchoff Public Protection Committee Supervisors: John Gioia Federal D. Glover Transportation, Water & Infrastructure Committee Supervisors: Karen Mitchoff Candace Andersen Sustainability Committee Supervisors: John Gioia Federal D. Glover Assessment Appeals Board CCC Employees'  Retirement Association Fire Protection District Housing Authority(1)Local Agency on Formation  Commission Public Financing Authority(1) Successor Agency to the  Redevelopment Agency(1) First 5 Contra Costa Children  & Families Commission In‐Home Supportive  Services Public Authority(1) Overview 40 County of Contra Costa FY 2019-2020 Recommended Budget  Board of Supervisors Advisory Bodies* *The State Legislature adopted the Maddy Local Appointments Act of 1975 in order to provide citizens equal access to current information concerning all local regulating and advisory Boards, Commissions, and Committees. It also provides citizens with the equal opportunity to be informed of vacancies, which shall occur, so that they may pursue the opportunity to participate and contribute to the operations of local government by serving on such Boards, Commissions, and Committees. Information on each of these bodies may be found at https://ca-contracostacounty2.civicplus.com/6408/Boards-and-Commissions-Database. **Municipal Advisory Councils advise the Board of Supervisors on matters that relate to their respective unincorporated areas. Further discussion and appropriation information may be found in the Board of Supervisors’ Departmental Budget Summary on Page 65. ***The Board of Supervisors makes public member appointments to a number of independent decision-making bodies as well as bodies that are advisory to other independent decision-making bodies. Advisory Council on  Aging Affordable Housing  Finance Committee*** Agricultural Advisory  Task Force Airport Land Use  Commission*** Alamo‐Lafayette  Cemetery District  Trustees*** Alamo Municipal  Advisory Council** Alamo Police Services  Advisory Committee  (CSA P‐2B) Alcohol and Other  Drugs Advisory Board Arts & Culture  Commission Aviation Advisory  Committee Bay Point Municipal  Advisory Council** Bethel Island Municipal  Advisory Council** Byron‐Brentwood‐ Knightsen Union  Cemetery District*** Byron Municipal  Advisory Council** Census 2020 Complete  Count Steering  Committee Commission for  Women Contra Costa Centre  Municipal Advisory  Council** Contra Costa  Community  Corrrections  Partnership Contra Costa Council  on Homelessness CCC Fire Protection  District Advisory Fire  Commission CCC Transportation  Authority Citizens  Advisory  Committee*** Contra Costa  Transportation  Authority ‐ Bicycle and  Pedestrian Adv.  Committee*** County Connection  Citizens Advisory  Committee*** County Service Area M‐ 16 (Clyde) Citizens  Advisory Committee County Service Area P‐ 2A (Blackhawk) Citizens  Advisory Committee County Service Area P‐ 5 (Roundhill) Citizens  Advisory Committee County Service Area P‐ 6 (Discovery Bay)  Citizen Advisory  Committee County Service Area R‐ 10 (Rodeo) Citizens  Advisory Committee Countywide Bicycle  Advisory Committee Countywide  Redevelopment  Successor Agency  Oversight Board Crockett‐Carquinez Fire  Protection District Fire  Advisory Commission Developmental  Disabilities Council Diablo Municipal  Advisory Council** East Bay Regional Park  District's Park Advisory  Committee*** East Richmond Heights  Municipal Advisory  Council** Economic Opportunity  Council El Sobrante Municipal  Advisory Council** Emergency Medical  Care Committee Equal Employment  Opportunity Advisory  Council Family & Children's  Trust Committee Fish & Wildlife  Committee Hazardous Materials  Commission Historical Landmarks  Advisory Committee Integrated Pest  Management Advisory  Committee Iron Horse Corridor  Management Program  Advisory Committee Keller Canyon  Mitigation Fund  Review Committee Kensington Municipal  Advisory Council** Knightsen Town  Advisory Council** Library Commission Local Enforcement  Agency Independent  Hearing Panel Local Planning and  Advisory Council for  Early Care and  Education (LPC) Managed Care  Commission Mental Health  Commission Merit Board*** Mosquito & Vector  Control District Board  of Trustees*** North Richmond  Municipal Advisory  Council** North Richmond Waste  and Recovery  Mitigation Fee  Committee*** Pacheco Municipal  Advisory Council**Planning Commission Public Law Library  Board of Trustees*** Racial Justice Oversight  Body Resource Conservation  District*** Rodeo Municipal  Advisory Council** Sustainability  Commission Treasury Oversight  Committee Tri‐Delta Transit  Authority Board of  Directors*** Western CC Transit  Authority (JPA) Board  of Directors*** Workforce  Development  Board*** Overview County of Contra Costa FY 2019-2020 Recommended Budget 41 ORGANIZATION OF THE RECOMMENDED BUDGET BOOK This Fiscal Year 2019-20 Recommended Budget book is designed to be both informative and easy-to-use and is divided into the sections described below: BUDGET MESSAGE The opening pages of the FY 2019-20 Recommended Budget book is the official transmittal document for the Recommended Budget to the Board of Supervisors and citizens of Contra Costa County from the County Administrator, David Twa. OVERVIEW Information contained in this section includes a general profile of Contra Costa County, (size, population, employment and income, etc.); long-term financial planning and policies adopted to manage County operations; the process used for developing and adopting the Recommended Budget, key budget issues, historical perspective and the County’s organizational chart. DEPARTMENTAL BUDGET SUMMARIES BY FUNCTIONAL GROUP In this section, County Departments are divided into three Functional Groups: General Government, Health and Human Services and Law and Justice. The General Government Functional Group includes those Departments or Funds that provide general governmental services to residents and/or support services to other County Departments and/or are not included in the other two Functional Groups. The Health and Human Services Functional Group includes those Departments that provide health and family, individual and child supportive services. The Law and Justice Functional Group includes those departments that provide public protection and/or provide services to the criminal justice system. Each Departmental Summary provides a variety of information about each Department including: expenditure and revenue information; narrative explanation of Department's programs and its administrative and program goals; number of allocated positions; a summary of County Administrator's recommendations; and summary of recommended service modifications by program, if applicable. (See Navigation Information for Department Budget Summary below for further information.) The Departmental Summaries include financial information for All County Funds; unless otherwise noted, the summaries do not include financial information of component units. Component units are legally separate organizations for which the elected officials of a primary government are financing accountable. Component units are blended (i.e. treated as if they are funds of the County) or discretely presented (i.e. reported in a separate column in the County’s financial statements.) Blended component units include the Successor Agency to the County Redevelopment Agency, the County Public Financing Authority, the In-Home Supportive Services Public Authority, Special Districts and Service Areas whose Board is the County Board of Supervisors. The only blended component units reported on in the Recommended Budget document are the Contra Costa County Fire Protection District, the Crockett-Carquinez Fire Protection District and the In-Home Supportive Services Public Authority. ROUNDING All figures are shown in whole numbers; therefore, due to independent rounding, figures shown may not sum to subtotals and totals. Overview 42 County of Contra Costa FY 2019-2020 Recommended Budget  FIRE DISTRICTS Similar to the Departmental Budget Summaries, this section includes a variety of information about each of the two Fire Districts governed by the Board of Supervisors, including: expenditure and revenue information; narrative explanation of Department's programs and its administrative and program goals; number of allocated positions; summary of County Administrator's recommendations; and summary of recommended service reductions by program, if applicable. COUNTY SUMMARY INFORMATION This section presents numerical data in a variety of forms on revenues, expenditures and fund balances for the all funds and the major funds. APPENDIX A variety of supplemental information is located in this section to assist in understanding the Recommended Budget, including: detailed compilation, by Department, of all Program Reductions for the current budget and detailed listings of Mandatory/Discretionary programs by Department and by Service and Level; definition of Funds used for budgeting; and a glossary of terms. NAVIGATION INFORMATION FOR DEPARTMENTAL BUDGET SUMMARIES The following is an abstract of the information provided within each Departmental Budget Summary, and a number indicating where it can be found on the sample summary which follows. This area lists the department name, functional group in which the department is assigned, and the department head’s name. This area summarizes the budget by fund and major account, shows the number of full- time budgeted positions, the change from the current year’s budget at the recommended level, and a comparison of key financial indicators. Requirements, as well as the means of financing them, are shown in this section. Expenditure Transfers and Total Expenditures are shown as net figures. In the header row of each major function box, the term General Fund is used if the function is entirely funded by the General Fund. The term General Fund Only is used if the function is funded by more than one fund (the box, however, will depict only the General Fund portion). This area provides summary compensation information. This area summarizes the program descriptions, providing a narrative explanation of the department’s programs. This area provides details of service requirements and financing sources. Gross expenditures are displayed. The Funding Sources lists both revenues and transfers. This area summarizes the County Administrator’s recommended funding level, the reasons for the recommendation and the expected impact on services if the recommended level is approved. This area summarizes FY 2019-20 Administrative and Program Goals. This area summarizes recommended service additions and/or reductions by program. 3 4 5 6 7 8 1 2 Overview County of Contra Costa FY 2019-2020 Recommended Budget 43 Agriculture General Government Department Description The preceding table is a summary of expenditures, revenues and net County costs for five budget units administered by the Agriculture/Weights and Measures Department. Included is data for the following cost centers: 3300 – Agriculture/Weights & Measures Admin 3305 – Agriculture Division 3311 – Agriculture Division (Pest Management) 3315 – Weights and Measures 3320 – Cooperative Extension Major Department Responsibilities The Agriculture/Weights and Measures Department promotes and protects the County’s agricultural interests while protecting the public health and environment; protects the public interest in the commercial exchange of goods where value is determined by weights and measures; educates the public and targeted clientele, including other County departments, in commercial agriculture, urban agriculture/horticulture, youth development, nutrition, and natural resources; and directs service programs including 4-H Youth Development, Master Gardeners, and two federally-funded nutrition education programs. Administration Description: Provides direction and financial control, and develops and implements policies and procedures in support of the operations of the Department. The Agriculture Commissioner/Director of Weights and Measure (Commissioner) was permanently filled mid fiscal year 2018-19. Savings from no longer contracting for this role offsets the cost of adding the position. General Fund 2017-18 Actuals 2018-19 Budget 2019-20 Baseline 2019-20 Recommended Change Expenditures Salaries and Benefits 4,243,623 4,350,051 5,198,702 5,097,973 (100,729) Services and Supplies 1,202,565 1,314,610 1,381,598 1,381,598 0 Other Charges 100,346 0 0 0 0 Fixed Assets 451,255 575,227 477,429 477,429 0 Expenditure Transfers 5,997,790 6,239,887 7,057,729 6,957,000 (100,729) Expense Total 4,243,623 4,350,051 5,198,702 5,097,973 (100,729) Revenue Other Local Revenue 1,020,958 1,084,459 1,182,728 1,182,828 100 State Assistance 2,469,202 2,624,429 3,447,589 3,274,172 (173,417) Total Revenue 3,490,161 3,708,887 4,630,317 4,457,000 (173,317) Net County Cost (NCC) 2,507,629 2,531,000 2,427,412 2,500,000 72,588 Allocated Positions (FTE) 44.2 44.6 44.6 43.6 (1.0) FINANCIAL INDICATORS Salaries as % of Total Exp 71% 70% 74% 73% % Change in Total Exp 4% 13% (1%) % Change in Total Rev 6% 25% (4%) % Change in NCC 1% (4%) 3% Compensation Information Permanent Salaries 2,642,862 2,753,126 3,440,706 3,374,556 (66,150) Permanent Overtime 7,315 0 0 0 0 Deferred Comp 31,440 32,880 38,049 36,798 (1,251) FICA/Medicare 198,731 243,976 264,197 259,116 (5,081) Ret Exp-Pre 97 Retirees 7,098 9,350 9,350 9,350 0 Retirement Expense 688,713 704,494 738,328 719,000 (19,328) Employee Group Insurance 251,046 276,383 325,035 317,657 (7,378) Retiree Health Insurance 204,151 204,931 209,832 209,832 0 OPEB Pre-Pay 104,588 104,588 91,662 91,662 0 Unemployment Insurance 5,912 1,420 1,659 1,626 (33) Workers Comp Insurance 101,767 18,903 79,884 78,376 (1,508) 3 1 2 4 Overview 44 County of Contra Costa FY 2019-2020 Recommended Budget  Sample Division Description: Provides enforcement of pesticide use and worker safety regulations; enforcement of quarantine regulations; regulatory oversight of Certified Farmer’s Market and organic program; and performs pest detection, pest management, and pest eradication activities. Provides quality assurance programs involving fruits, nuts, vegetables, eggs, nursery stock, and seeds; and assists the public with pest identification and control techniques using environmentally safe integrated pest management practices. State funding for the Department’s use of Canines trained in sniffing out pests and smuggled plant material, will decrease. As a result, the Department will cancel one vacant Biologist position from this program. The position was operated out of the Weights and Measures Department, but tied to this Agriculture program. Sample Division Summary Service: Mandatory Level of Service: Discretionary Expenditures: $3,013,935 Financing: 2,791,631 Net County Cost: 222,304 Funding Sources: State 86.5% $2,606,759 Fees 5.2% 156,051 Interfund Revenue 0.7% 24,822 Forf/Penalties 0.1% 4,000 General Fund 7.4% 222,304 FTE: 28.6 CAO’s Recommendation of Standard Agreements and other revenue distributions from the California Department of Food & Agriculture (CDFA) and the Department of Pesticide Regulation (DPR) as well as pass –through money from the United States Department of Agriculture (USDA). Funding for the upcoming fiscal year is anticipated to be more stable than in previous years. The Department will maintain a full-time Commissioner, instead of a half-time contractor for the position. Last fiscal year, in order to prevent layoffs, the Department of Agriculture held 9 positions vacant and unfunded, including 3 senior positions. One of these vacancies is now funded and filled by the Commissioner. The 1.0 FTE reduction from FY 2019/20 baseline is a result of State funding cuts to the Department’s current Canine Program. The cut position will be held as vacant and unfunded, until increased funding becomes available. Due to increases in salaries and benefits, the Department will continue holding 9 vacancies. Performance Measurement The Department inspects nurseries, farms, and other areas to monitor for the Light Brown Apple Moth to ensure it does not spread out of Contra Costa County, while keeping the lines of commerce open for our local businesses. Administrative and Program Goals  Improve the effectiveness and efficiency of the Department by adopting new technologies that are available to assist and improve the quality of our work. FY 2019-20 Program Modification List Order Reference to Mand/Disc List Programs/ Budget Units Services FTE Net County Cost Impact Impact 1 3 Weights and Measures Canine inspection program (1.0) (100,729) Eliminate one position in canine inspection, which will reduce inspections. 2 2 Agriculture Canine inspection program 0 (173,417) Decrease revenue due to contract reductions for one canine handler. 3 2 Agriculture Apple Maggot program 0 $100 Increase revenue for Apple Maggot Trapping contract. Total (1.0) (72,588) 8 6 7 5 General Government General GovernmentCounty of Contra Costa Functional Group Summary General Government County of Contra Costa FY 2019-2020 Recommended Budget 45 Table Description This table presents information in aggregate format summarizing specifically General Fund expenditures, revenues, and Net County Cost for the General Government Functional Group. Included is data for the following departments: Agriculture/Weights and Measures, Assessor, Auditor-Controller, Board of Supervisors, Capital Improvements, Central Support Services, Clerk-Recorder-Elections, Conservation and Development, Contingency Reserve, County Administrator, County Counsel, Crockett/Rodeo Revenues, Debt Service, Department of Information Technology, Employee/Retiree Benefits, General Purpose Revenue, Human Resources, Public Works, and Treasurer-Tax Collector. (Some departments may have non-General Fund activity as well.) The Recommended Net County Cost figure includes $492.5 million in General Purpose Revenue. General Fund 2017-18 Actuals 2018-19 Budget 2019-20 Baseline 2019-20 Recommended Change Expense Salaries And Benefits 129,997,101 155,554,254 164,191,893 163,167,612 (1,024,281) Services And Supplies 165,287,746 201,974,878 181,495,706 181,437,128 (58,578) Other Charges 47,967,437 51,025,540 48,987,717 48,987,717 0 Fixed Assets 38,690,326 52,773,059 18,763,423 18,763,423 0 Provisions For Contingencies (0) 8,000,000 10,000,000 10,000,000 0 Expenditure Transfers (109,128,798) (109,916,286) (121,912,875) (121,991,060) (78,185) Expense Total 272,813,811 359,411,445 301,525,864 300,364,820 (1,161,044) Revenue Other Local Revenue 624,164,722 636,294,388 655,798,660 656,183,862 385,202 Federal Assistance 9,143,239 14,573,978 13,717,786 13,717,786 0 State Assistance 4,982,258 4,508,621 5,329,589 5,156,172 (173,417) Revenue Total 638,290,219 655,376,987 674,846,035 675,057,820 211,785 Net County Cost (NCC): (365,476,407) (295,965,542) (373,320,171) (374,693,000) (1,372,829) Allocated Positions (FTE) 1,111.5 1,134.7 1,133.7 1,134.2 0.5 Financial Indicators Salaries as % of Total Exp 48% 43% 54% 54% % Change in Total Exp 32% (16%) (0%) % Change in Total Rev 3% 3% 0% % Change in NCC (19%) 26% 0% Compensation Information Permanent Salaries 73,979,312 90,691,788 95,506,457 94,458,405 (1,048,053) Temporary Salaries 1,649,266 2,019,118 2,140,940 2,140,940 0 Permanent Overtime 1,820,533 1,454,523 1,826,074 1,826,074 0 Deferred Comp 946,795 1,252,497 1,501,929 1,504,278 2,349 Comp & SDI Recoveries (155,990) (285,230) (183,041) (183,041) 0 FICA/Medicare 5,597,558 6,833,408 7,207,486 7,207,567 81 Ret Exp-Pre 97 Retirees 239,883 302,240 302,959 302,959 0 Retirement Expense 22,746,308 28,394,871 28,924,451 28,926,878 2,427 Excess Retirement 32,062 0 3,800 3,800 0 Employee Group Insurance 10,222,493 13,619,521 15,629,584 15,641,452 11,868 Retiree Health Insurance 6,327,991 6,456,074 6,290,271 6,290,271 0 OPEB Pre-Pay 3,804,256 3,806,517 2,689,803 2,689,803 0 Unemployment Insurance 168,938 45,481 48,535 48,549 14 Workers Comp Insurance 2,617,695 963,445 2,302,643 2,309,676 7,033 Functional Group Summary General Government 46 County of Contra Costa FY 2019-2020 Recommended Budget General Government, $294,493,029 , 18% Law & Justice, $431,146,766 , 27% Health & Human Services, $885,606,368 , 55% FY 2019-20 Recommended General Fund Expenditures General Government, $300,364,820 , 17% Law & Justice, $437,206,263 , 26% Health & Human Services, $967,526,894 , 57% FY 2018-19 Recommended General Fund Expenditures Agriculture/Weights and Measures Matthew Slattengren, Agriculture Commissioner General Government County of Contra Costa FY 2019-2020 Recommended Budget 47 General Fund 2017-18 Actuals 2018-19 Budget 2019-20 Baseline 2019-20 Recommended Change Expense Salaries And Benefits 4,243,623 4,350,051 5,198,702 5,097,973 (100,729) Services And Supplies 1,202,565 1,314,610 1,381,598 1,381,598 0 Fixed Assets 100,346 0 0 0 0 Expenditure Transfers 451,255 575,227 477,429 477,429 0 Expense Total 5,997,790 6,239,887 7,057,729 6,957,000 (100,729) Revenue Other Local Revenue 1,020,958 1,084,459 1,182,728 1,182,828 100 State Assistance 2,469,202 2,624,429 3,447,589 3,274,172 (173,417) Revenue Total 3,490,161 3,708,887 4,630,317 4,457,000 (173,317) Net County Cost (NCC): 2,507,629 2,531,000 2,427,412 2,500,000 72,588 Allocated Positions (FTE) 44.2 44.6 44.6 43.6 -1.0 Financial Indicators Salaries as % of Total Exp 71% 70% 74% 73% % Change in Total Exp 4% 13% (1%) % Change in Total Rev 6% 25% (4%) % Change in NCC 1% (4%) 3% Compensation Information Permanent Salaries 2,642,862 2,753,126 3,440,706 3,374,556 (66,150) Permanent Overtime 7,315 0 0 0 0 Deferred Comp 31,440 32,880 38,049 36,798 (1,251) FICA/Medicare 198,731 243,976 264,197 259,116 (5,081) Ret Exp-Pre 97 Retirees 7,098 9,350 9,350 9,350 0 Retirement Expense 688,713 704,494 738,328 719,000 (19,328) Employee Group Insurance 251,046 276,383 325,035 317,657 (7,378) Retiree Health Insurance 204,151 204,931 209,832 209,832 0 OPEB Pre-Pay 104,588 104,588 91,662 91,662 0 Unemployment Insurance 5,912 1,420 1,659 1,626 (33) Workers Comp Insurance 101,767 18,903 79,884 78,376 (1,508) Department Description The preceding table is a summary of expenditures, revenues and net County costs for five budget units administered by the Agriculture/Weights and Measures Department. Included are data for the following cost centers: 3300 – Agriculture/Weights & Measures Admin 3305/3311 – Agriculture & Pest Management 3315 – Weights & Measures 3320 – Cooperative Extension Agriculture/Weights and Measures General Government 48 County of Contra Costa FY 2019-2020 Recommended Budget Major Department Responsibilities The Agriculture/Weights and Measures Department promotes and protects the County’s agricultural interests while protecting the public health and environment; protects the public interest in the commercial exchange of goods where value is determined by weights and measures; educates the public and targeted clientele, including other County departments, in commercial agriculture, urban agriculture/horticulture, youth development, nutrition, and natural resources; and directs service programs including 4-H Youth Development, Master Gardeners, and two federally-funded nutrition education programs. Administration Description: Provides direction and financial control, and develops and implements policies and procedures in support of the operations of the Department. The Agriculture Commissioner/Director of Weights and Measure (Commissioner) was permanently filled mid fiscal year 2018-19. Savings from no longer contracting for this role offsets the cost of adding the position. Administration Summary Service: Mandatory Level of Service: Discretionary Expenditures: $2,018,902 Financing: 0 Net County Cost: 2,018,902 Funding Sources: General Fund 100.0% $2,018,902 FTE: 4.0 Agricultural Division Description: Provides enforcement of pesticide use and worker safety regulations; enforcement of quarantine regulations; regulatory oversight of Certified Farmer’s Market and organic program; and performs pest detection, pest management, and pest eradication activities. Provides quality assurance programs involving fruits, nuts, vegetables, eggs, nursery stock, and seeds; and assists the public with pest identification and control techniques using environmentally safe, integrated pest management practices. State funding for the Department’s use of canines trained in sniffing out pests and smuggled plant material, will decrease. As a result, the Department will cancel one vacant Biologist position from this program. The position was operated out of the Weights and Measures Department, but tied to this Agriculture program. Due to increased state pest detection contract funding in fiscal year 2018-19 and 2019-20, the Department had increased seasonal Pest Detection personnel time from 0.7 full-time equivalent (FTE) to 0.82 FTE, and added one 0.82 FTE Specialist. This added staff time enables the Department to complete all deliverables of the increased contract. State funding through unrefunded gas tax and the high risk exclusion contract increased fiscal year 2018-19 and will continue to increase in 2019-20. This continued additional revenue has helped cover increased personnel and building costs. Agricultural Division Summary Service: Mandatory Level of Service: Discretionary Expenditures: $3,669,453 Financing: 3,459,278 Net County Cost: 210,175 Funding Sources: State 88.6% $3,250,036 Fees 3.4% 125,242 Interfund Revenue 1.5% 55,000 Other 0.7% 25,000 Forfeitures/Penalties 0.1% 4,000 General Fund 5.7% 210,175 FTE: 31.6 Agriculture/Weights and Measures General Government County of Contra Costa FY 2019-2020 Recommended Budget 49 Weights and Measures Description: Provides assurance of fair business practices by performing routine inspection of all weighing and measuring devices used in commercial transactions. Provides regulatory services to ensure commercial sales are made in compliance with state laws. This unit enforces laws designed to prevent deceptive packaging and ensuring accurate units of measure and accurate charging on electronic transactions. There will be increased work in Weights and Measures as new technology is developed and needs to be tested for accuracy. Some examples are transportation network systems, hydrogen dispensers, and electric charging stations. All of these new technologies will come with increased workload and increased costs. The Department is always exploring new technologies to increase efficiencies and potentially bring in new future revenue. Weights and Measures Summary Service: Mandatory Level of Service: Discretionary Expenditures: $1,066,357 Financing: 997,722 Net County Cost: 68,635 Funding Sources: Fees 88.0% $938,586 Forf/Penalties 3.3% 35,000 State 2.3% 24,136 General Fund 6.4% 68,635 FTE: 7.0 Cooperative Extension Description: Cooperative Extension is a public outreach arm of the University of California (UC) that extends research-based information and resources to professionals working in agricultural and natural resource industries as well as to county residents via a wide variety of extension methods. For every $1 Contra Costa County contributes, it sees a match of $14 through UC funding, extramural grants/gifts and volunteer hours. The program works with County farmers to assure a sustainable food system that is safe, productive, environmentally friendly and economically viable; educates landscape managers, pest control operators, and other urban pest management professionals about the principals of integrated pest management (IPM), reducing negative impacts to the environment and community; works with 4-H volunteers and youth development professionals to create opportunities where youth and their families build citizenship, leadership, and life skill competencies necessary for successful adolescent and adult life; and provides research and education on critical nutrition issues including food security, childhood obesity and chronic disease prevention. Cooperative Extension Summary Service: Discretionary Level of Service: Discretionary Expenditures: $202,288 Financing: 0 Net County Cost: 202,288 Funding Sources: General Fund 100.0% $202,288 FTE: 1.0 CAO’s Recommendation The Department of Agriculture/Weights and Measures has a number of Standard Agreements and other revenue distributions from the California Department of Food & Agriculture (CDFA) and the Department of Pesticide Regulation (DPR) as well as pass – through money from the United States Department of Agriculture (USDA). Funding for the upcoming fiscal year is anticipated to be more stable than in previous years. The Department will maintain a full-time Commissioner, instead of a half-time contractor for the position. Last fiscal year, in order to prevent layoffs, the Department of Agriculture Agriculture/Weights and Measures General Government 50 County of Contra Costa FY 2019-2020 Recommended Budget held nine positions vacant and unfunded, including three senior positions. One of these vacancies is now funded and filled by the Commissioner. The other eight positions held vacant and unfunded last year will be deleted, since additional funding has not become available. The 1.0 FTE reduction in FY 2019-20 is a result of State funding cuts to the Department’s current Canine Program. The Department moved into new offices. Occupancy costs will continue to be high until the old office facilities are occupied and paid for by new tenants, resulting in $100,000 of rent savings. The Department converted to a new phone system, which doubled communications costs. The FY 2019-20 Recommended Budget for the Department of Agriculture is balanced while maintaining current service levels, with the exception of the Canine Program staff reduction. California Food and Agricultural Code (FAC) Section 224 (g) states that counties must maintain a certain level of County General Fund support of Agriculture Department. Any additional cuts would place unclaimed gas tax revenue in jeopardy. Performance Measurement The Department inspects nurseries, farms, and other areas to monitor for the Light Brown Apple Moth to ensure it does not spread out of Contra Costa County, while keeping the lines of commerce open for our local businesses. Although Contra Costa County is generally infested with the plant pathogen responsible for Sudden Oak Death (Phytopthora ramorum), Contra Costa’s program, after intensive sampling, found all shipping nurseries in compliance and completely free of this pathogen. The pest free certification allows these nurseries to ship to un-infested areas within California and other States and Countries. The Department works to ensure that the Pest Detection program is in line with the State’s protocols and is ready for new technology by bringing in the state to conduct training with staff, checking the work of staff to ensure they are keeping their work up to the standards set by the state, and getting all data into the statewide electronic database. The Department places and services 10 different types of exotic insect traps with a total of 5,733 individual traps. Staff in Alameda County detected 1 Peach Fruit Fly in a trap on the border of Contra Costa County during 2018. Additional traps were placed to monitor for the pest. CDFA conducted treatments and no finds have been made after treatments begun. The Glassy-Winged Sharpshooter / Pierce’s Disease Control Program continues to be very successful in Contra Costa County, greatly benefiting the agriculture and horticultural communities. One Sharpshooter was found at a nursery in 2018. Though there was some reduction in this state contract, increased efficiencies in our program have resulted in retaining program efficacy. The Department continues to work closely with the Integrated Pest Management Coordinator to improve the Department and County’s pest management programs. There were more reductions in the number of sites treated for pest management than in previous years. The Depatment surveyed and/or treated 44 historically invasive noxious weed infested sites for the three target species of the program. For the fourth year in a row, the Department received a CDFA contract to conduct a trapping program for Asian Citrus Psyllid (ACP). This relatively new pest of citrus already infests much of Southern California. This insect pest has been detected in Contra Costa County in two locations. CDFA conducted treatments and increased trapping with no new finds. Our pesticide use enforcement program involves inspections of operations by growers, pest control operators, agencies and others that use and store pesticides. The program involved 526 inspections and Agriculture/Weights and Measures General Government County of Contra Costa FY 2019-2020 Recommended Budget 51 69 investigations of alleged misuse or exposure. Education is a basic component of our enforcement program. The Department reached 219 individuals through 12 training sessions, some of which were given in Spanish. The Weights and Measures Division conducted 65 investigations last year and filed four administrative actions to correct the problems found. These actions serve to protect consumers and businesses in the county. The Department currently has two Weights and Measures staff members in the areas of Heavy Capacity and Industrial Scales Inspection and has others who are being trained to assist in these programs. All Weights and Measures staff attends training for different aspects of Weights and Measures programs, including hearing and investigations, to keep them up with the ever changing industry. Staff performed 455 point-of-sale (Price Verification) inspections in 2018. There were 82 violation notices and five administrative actions were issued involving $7,350 in proposed fines. The Canine Program continues to be a success. One canine team continues to work regionally in 12 Greater Bay Area counties at FedEx and UPS. The Canine Program continues to work in two U.S. Post Office facilities and will be working at more facilities in the future. In parcel facilities throughout the state, the canine teams have successfully intercepted packages that could have severe economic impact to California’s agriculture and environment. The University of California Cooperative Extension (UCCE) is in the process of hiring a new Farm Advisor, as the previous incumbent is now retired/Emeritus. The Department expects the new Farm Advisor will provide technical growing assistance to farmers in the form of farm visits, office visits, e-mails, and telephone calls, orgnaized or co-organized meetings and delivered presentations, grower newsletters and other authored or co-authored grower- oriented publications. UCCE’s Agricultural Resources website shares sound, science- based information relevant to all aspects of crops production in Contra Costa County. The University of California (UC) Master Gardener Program of Contra Costa County has 259 active Master Gardener volunteers who contributed 23,663 hours (valued by the Independent Sector at $679,374), educating 12,885 local County residents on a wide range of topics which promote healthy and sustainable homes and communities: proper plant problem diagnosis; safe pest management techniques that minimize pesticide use; water conservation and drought tolerant landscaping; composting and green waste reduction; and home food production which promotes food security and healthy eating. The UC Master Gardener Program of Contra Costa County continues to increase its volunteer base and educational outreach efforts especially in West and East County through our demonstration gardens, public talks and community workshops. The UCCE 4-H Youth Development Program trained and managed 219 volunteers, who each donated an average of 75 hours to 4-H (CA4-H,2019), contributing an estimated 16,425 hours which is valued at $477,803 (CA Volunteer-Time Valued at $29.09/hr.), engaging 632 youth to deliver the yearlong 4-H program. Collaborated with the Nutrition Unit to conduct Project 4-H2O, a youth led participatory action research activity, engaging all 550 youth at John Swett High School and convincing the school district to install water stations ultimately addressing childhood obesity. Youth participating in 4-H are 1.6 times more likely to report better grades (B or better),1.8 times more likely to go to college and 3 times more likely to contribute to their communities. 4-H girls are 2 times more likely to have plans to pursue science careers. In the recent past, UCCE Agriculture Program spearheaded an aggressive program which successfully eradicated Agriculture/Weights and Measures General Government 52 County of Contra Costa FY 2019-2020 Recommended Budget Cherry Buckskin Disease from the County and received an IPM Achievement Award from the CA Department of Pesticide Regulation in recognition of this significant accomplishment. Previously, UCCE developed a comprehensive grower education program for controlling another new cherry pest, the Spotted Wing Drosophila, preventing millions of dollars in loss to the $2.6 million cherry industry. The Department looks forward to the hiring of a new UCCE Farm Advisor, pending completion of the already-begun Farm Advisor-candidate selection process. The UCCE Expanded Food and Nutrition Education Program educators provided 3,221 low-income students, an average of six hours of nutrition education, and 83% showed improvement in their diet quality. In addition, 307 low-income parents learned how to eat healthy on a limited budget. Evaluations showed that 90% of parents improved their nutrition habits and 75% improved their food budgeting practices. The UC CalFresh Nutrition Education Program Coordinator engaged high school teens in a Youth-led Participatory Research Project to investigate access to drinking water at school. The teen leaders presented their findings to the school board and successfully advocated for hydration stations on each floor of the school. The Nutrition, Family, and Consumer Sciences Advisor contributed to other extension and research projects to address child obesity, chronic disease, and food insecurity to improve the health status of Contra Costa residents. The UCCE Urban IPM Program, led by the UCCE Advisor, trained over 2,000 clients: including structural pest control operators, professional landscape managers, pest control advisers, urban agriculture practitioners, municipal staff, UC Master Gardeners and the general public. Clients were trained in IPM strategies and tactics, invasive pest species awareness and preparation, and urban surface water concerns related to pest management. The UCCE Urban Forestry Program organized a meeting in Contra Costa County focused on landscape tree maintenance during drought and participated in four other professional conferences. Education was delivered to 323 professionals on managing drought stress in trees, evaluating tree water-use and providing appropriate drought-conscious irrigation to preserve mature trees. The UCCE Urban Agriculture Program educates on urban soil quality, food safety and food system policies, and conducted five workshops for 150 County residents. Administrative and Program Goals Improve the effectiveness and efficiency of the Department by adopting new technologies that are available to assist and improve the quality of our work. Enforce regulations preventing the movement of the Asian Citrus Psyllid and Sudden Oak Death to new locations in the county and state. Find efficiencies and new sources of funding for our noxious weed management program. Work with California Department of Food and Agriculture and other County agriculture departments to help improve the compliance at farmers markets to support local farmers and direct marketing to the public. Inform and help train growers and pest control professionals on the changes in laws and regulations that will affect how they conduct their businesses within the county. Ensure staff is trained on changing weights and measures devices and inspection procedures. Continue emphasis on gaining compliance with price verification within the county. Improve farming efficiencies by educating farmers on how to reduce costs and improve operations. Agriculture/Weights and Measures General Government County of Contra Costa FY 2019-2020 Recommended Budget 53 Help residents sustain landscaping during drought while minimizing landscape water use. Improve efficacy and ensure sustainability of pest management services provided in the County, while minimizing negative impacts to local communities and the environment. Eliminate fines that municipalities, including the County, pay due to home garden pesticide run-off. Increase the number of youth prepared to enter careers in science by gaining leadership skills. Improve the dietary habits, nutritional understanding and food security of low- income residents. Educate residents on how to optimally manage limited financial resources to eat more healthily. Provide Urban Agriculture educational and technical advice to urban food growers, and other County residents through urban agriculture educational presentations, workshops, tours, radio commentaries and client inquiries. FY 2019-20 Program Modification List Order Reference to Mand/Disc List Program Name Services FTE Net County Cost Impact Impact 1 3 Weights and Measures Canine inspection program (1.0) (100,729) Eliminate one position in canine inspection, which will reduce inspections. 2 2 Agriculture Canine inspection program 0.0 (173,417) Decrease revenue due to contract reductions for one Canine handler. 3 2 Agriculture Apple Maggot program 0.0 100 Increase revenue for Apple Maggot Trapping contract. Total (1.0) 72,588 Agriculture/Weights and Measures General Government 54 County of Contra Costa FY 2019-2020 Recommended Budget Assessor Gus Kramer, Assessor General Government County of Contra Costa FY 2019-2020 Recommended Budget 55 General Fund 2017-18 Actuals 2018-19 Budget 2019-20 Baseline 2019-20 Recommended Change Expense Salaries And Benefits 13,332,020 15,344,524 16,128,301 15,387,565 (740,736) Services And Supplies 2,684,752 2,501,322 2,739,832 2,739,832 0 Other Charges 1,747 4,900 4,900 4,900 0 Fixed Assets 0 10,000 10,000 10,000 0 Expenditure Transfers (318,738) (248,651) (249,788) (249,788) 0 Expense Total 15,699,781 17,612,095 18,633,245 17,892,509 (740,736) Revenue Other Local Revenue 1,120,728 1,462,095 1,642,509 1,642,509 0 Revenue Total 1,120,728 1,462,095 1,642,509 1,642,509 0 Net County Cost (NCC): 14,579,053 16,150,000 16,990,736 16,250,000 (740,736) Allocated Positions (FTE) 122.0 122.0 122.0 122.0 0.0 Financial Indicators Salaries as % of Total Exp 85% 87% 87% 86% % Change in Total Exp 12% 6% (4%) % Change in Total Rev 30% 12% 0% % Change in NCC 11% 5% (4%) Compensation Information Permanent Salaries 7,518,319 8,460,038 8,883,040 8,142,304 (740,736) Temporary Salaries 269,456 142,259 267,259 267,259 0 Permanent Overtime 1,341 15,000 15,000 15,000 0 Deferred Comp 78,921 118,200 178,740 178,740 0 Comp & SDI Recoveries (757) (9,120) (9,120) (9,120) 0 FICA/Medicare 563,109 711,436 746,892 746,892 0 Ret Exp-Pre 97 Retirees 25,280 41,027 41,027 41,027 0 Retirement Expense 2,446,609 2,985,806 3,062,792 3,062,792 0 Employee Group Insurance 1,007,394 1,351,508 1,640,919 1,640,919 0 Retiree Health Insurance 860,792 872,110 799,608 799,608 0 OPEB Pre-Pay 436,063 436,063 362,655 362,655 0 Unemployment Insurance 16,819 4,746 4,982 4,982 0 Workers Comp Insurance 108,676 215,451 134,508 134,508 0 Department Description This table represents information in aggregate format summarizing expenditures, revenues and net County costs for four budget units. Included is data for the following budgets: Appraisal, Business, Support Services, and Administrative Services. Assessor General Government 56 County of Contra Costa FY 2019-2020 Recommended Budget Major Department Responsibilities The Assessor’s Office is responsible for discovering and assessing all property within the County; producing and delivering an assessment roll by July 1 of each year; valuing all real property; auditing all entities doing business in the County and valuing all taxable personal property; establishing and maintaining a set of 11,000 maps for assessment purposes, delineating every parcel of land in the County; and providing public information to assist taxpayers with questions about property ownership and assessment. Appraisal Description: Ensure that all secured real and personal property within the county has been accurately valued and entered on the regular and supplemental assessment rolls. Appraisal Summary Service: Mandatory Level of Service: Discretionary Expenditures: $6,984,784 Financing: 728,534 Net County Cost: 6,256,250 Funding Sources: Transfers 1.4% $96,168 Fees 5.0% 351,316 Prop. Tax Admin. 4.0% 281,050 General Fund 89.6% 6,256,250 FTE: 47.0 Business Description: Ensure that all business personal property within the county has been accurately reported and valued and entered on the regular and supplemental assessment rolls. Business Summary Service: Mandatory Level of Service: Discretionary Expenditures: $1,777,945 Financing: 185,445 Net County Cost: 1,592,500 Funding Sources: Transfers 1.4% $24,479 Fees 5.0% 89,426 Prop. Tax Admin. 4.0% 71,540 General Fund 89.6% 1,592,500 FTE: 12.0 Support Services Description: Enroll all valid exemptions on the annual and supplemental local assessment rolls; provide data entry and drafting services to the department; review policies and procedures, and make changes where necessary; and provide service to agencies, private organizations and to the public. Support Services Summary Service: Mandatory Level of Service: Discretionary Expenditures: $8,345,457 Financing: 870,457 Net County Cost: 7,475,000 Funding Sources: Transfers 1.4% $114,902 Fees 5.0% 419,755 Prop. Tax Admin. 4.0% 335,800 General Fund 89.6% 7,475,000 FTE: 56.0 Assessor General Government County of Contra Costa FY 2019-2020 Recommended Budget 57 Administrative Services Description: Establish and administer policies relative to department operations and provide administrative guidelines for carrying out these policies. Administrative Summary Service: Mandatory Level of Service: Discretionary Expenditures: $1,034,111 Financing: 107,861 Net County Cost: 926,250 Funding Sources: Transfers 1.4% $14,238 Fees 5.0% 52,013 Prop. Tax Admin. 4.0% 41,610 General Fund 89.6% 926,250 FTE: 7.0 Property Tax Administration Program (Fund 115100) Description: Provides funding from the State- County Property Tax Administration Program to be used to improve operations and enhance computer applications and systems. Property Tax Administration Program Service: Mandatory Level of Service: Discretionary Expenditures: $3,019,512 Financing: 0 Net Fund Cost: 3,019,512 Funding Sources: Fund Balance 100.0% $3,019,512 Fund: 115100 CAO’s Recommendation Baseline Budget The baseline net County cost reflects a net $840,736 increase from FY 2018-19. A one-time rebudget of restricted fund balance totaling $150,000 was eliminated from the baseline. Salary and benefit costs increased by $1,683,979, reflecting a 4% cost of living increase as of July 1, 2019 as well an increased County share of employee benefit costs. Operational costs, including interdepartmental charges, software costs and temporary salaries increased by $512,373. Revenue increased by $180,414 for additional transfers from the Property Tax Administration Program to offset software and IT costs. The baseline budget includes the previously established vacancy factor of $1,025,202. Recommended Budget The Recommended Budget was reduced by $740,736 to reflect an increased vacancy factor and bring the total factor to $1.76 million in FY 2019-20. As of January, 2019, the department had 25 vacant positions totaling $2.67 million at FY 2019-20 costs. The department has 122 authorized positions, and a historic vacancy rate in excess of 20%. The increased vacancy factor may restrict the hiring of approximately 16 of the 25 long-time vacant positions. The Assessor’s Office continues to experience a high level of turnover from resignations and retirements. Difficulties in hiring and maintaining adequate staffing makes it extremely difficult for the Department to close the regular and supplemental assessment rolls in a timely manner, and makes it difficult to meet the statutory program obligations of the office. The County Administrator’s Office will closely monitor the department’s budget and adjust the vacancy factor if necessary. Performance Measurement Completed the implementation of the iNovah cashiering system. This new automated system replaced a manual hand-written Assessor General Government 58 County of Contra Costa FY 2019-2020 Recommended Budget process; provides for check scanning and receipt printing; further automates the depositing process; and provides improved tracking and reporting of cash received in the Assessor’s Office. Revised the Assessor Parcel Map Update procedures to: provide for the electronic distribution and tracking of map page updates to subscriber agencies; and improve the Assessor Parcel Map contract and billing process. Reformatted street addresses in the County’s Land Information System (LIS) database to match the United States Postal Service format. Now, the Assessor’s Office can use commercial software programs to electronically validate and maintain addresses in the LIS database. Completed the re-mapping of two complete Assessor parcel map books consisting of 200 map pages and over 8,000 parcels. Developed new correspondence to assist the public in better understanding reassessment exclusions for Parent-Child Transfers (Proposition 58) and other change in ownership exclusions. Promoted the usage of the Electronic Standard Data Record system to enable taxpayers to file business property statements (form 571L) electronically. Approximately 77% of all businesses are now filing property statements electronically, which saves clerical and appraisal staff time in processing business property statements and assessing unsecured property for tax assessment purposes Administrative and Program Goals Evaluate and improve the process for handling building permits between the Residential Division and the Data Entry Division clerical staff. Document and train staff on new procedures. Review, evaluate and update Local Exemption procedures and databases to improve efficiencies within the unit. Evaluate and streamline business process workflows using the new Parcel Fabric software to provide monthly data set updates to agencies, with the goal of significantly reducing processing time. Redesign and streamline the various Parent/Child Exclusion (Proposition 58) tracking and reporting databases to better monitor assigned work and improve productivity within the Standard’s Division of the Assessor’s Office. Automate the processing of supplemental property assessments resulting from the sale or transfer of property. FY 2019-20 Program Modification List Order Reference to Mand/Disc List Program Name Services FTE Net County Cost Impact Impact 1 1-4 Appraisal, Business and Support Services Salaries and Benefits 0 (740,736) Increased Vacancy Factor - will require the department to manage the filling of staff vacancies. Total Vacancy Factor is $1.76 million. Total 0.0 (740,736) Auditor-Controller Robert R. Campbell, Auditor-Controller General Government County of Contra Costa FY 2019-2020 Recommended Budget 59 General Fund 2017-18 Actuals 2018-19 Budget 2019-20 Baseline 2019-20 Recommended Change Expense Salaries And Benefits 6,821,532 8,425,553 8,398,970 8,107,121 (291,849) Services And Supplies 2,097,533 2,310,230 2,390,923 2,390,923 0 Expenditure Transfers (471,785) (432,750) (432,750) (432,750) 0 Expense Total 8,447,280 10,303,033 10,357,143 10,065,294 (291,849) Revenue Other Local Revenue 6,002,282 6,145,033 6,565,294 6,565,294 0 Revenue Total 6,002,282 6,145,033 6,565,294 6,565,294 0 Net County Cost (NCC): 2,444,998 4,158,000 3,791,849 3,500,000 (291,849) Allocated Positions (FTE) 60.0 60.0 60.0 60.0 0.0 Financial Indicators Salaries as % of Total Exp 81% 82% 81% 81% % Change in Total Exp 22% 1% (3%) % Change in Total Rev 2% 7% 0% % Change in NCC 70% (9%) (8%) Compensation Information Permanent Salaries 3,978,811 5,053,076 5,090,133 4,798,285 (291,849) Temporary Salaries 12,490 62,500 62,500 62,500 0 Permanent Overtime 84,795 0 0 0 0 Deferred Comp 69,680 72,600 99,240 99,240 0 Comp & SDI Recoveries (478) (5,000) (5,000) (5,000) 0 FICA/Medicare 289,045 375,315 383,230 383,230 0 Ret Exp-Pre 97 Retirees 13,001 19,616 19,616 19,616 0 Retirement Expense 1,265,966 1,566,691 1,526,569 1,526,569 0 Excess Retirement 8,257 0 0 0 0 Employee Group Insurance 575,671 752,047 802,864 802,864 0 Retiree Health Insurance 251,972 254,579 276,664 276,664 0 OPEB Pre-Pay 232,184 232,184 112,724 112,724 0 Unemployment Insurance 8,676 2,483 2,579 2,579 0 Workers Comp Insurance 31,461 39,461 27,850 27,850 0 Department Description This table represents information in aggregate format summarizing expenditures, revenues, and net county costs for program areas within the Office of the Auditor-Controller. Included is data for the following program area budgets: Property Tax, Payroll, General Accounting & Accounts Payable, Internal Audit, Special Accounting, Administration & Systems Development, and Automated Systems Development. Auditor-Controller General Government 60 County of Contra Costa FY 2019-2020 Recommended Budget Major Department Responsibilities The Auditor-Controller is the Chief Accounting Officer for the County. The mandate is to ensure the required Auditor-Controller functions specified in the California Constitution, under various California codes, and by the Board of Supervisors are performed. The duties are performed under the legal authority primarily set forth in the Government Code beginning with Sections 26880 and 26900. The Office of the Auditor-Controller’s primary mission is to ensure the fiscal integrity of the County’s financial records and to provide service, assistance and information to the public, Board of Supervisors, County Administrator’s Office, County departments and employees, special districts, and some regional non-county agencies. Property Tax Description: To build the countywide tax roll and allocate and account for property tax apportionments and assessments for all jurisdictions in the County. Property Tax Summary Level of Discretion: Mandatory Level of Service: Discretionary Expenditures: $1,692,069 Financing: 1,652,619 Net County Cost: 39,450 Funding Sources: Fees 97.7% $1,652,619 General Fund 2.3% 39,450 FTE: 9.0 Payroll Description: To process payroll for all County departments, most fire districts, some special districts, and some non-county regional agencies. Payroll Summary Level of Discretion: Mandatory Level of Service: Discretionary Expenditures: $2,213,051 Financing: 1,577,063 Net County Cost: 635,988 Funding Sources: Fees 54.9% $1,215,072 Transfers 16.4% 361,991 General Fund 28.7 % 635,988 FTE: 13.0 General Accounting & Accounts Payable Description: To manage the countywide Financial System and process various types of fiscal information for County departments, special districts, and other non-county agencies. To maintain the general ledger. To enforce accounting policies, procedures, and processes. To ensure financial reporting in accordance with County policies and state and federal guidelines. To reconcile fixed asset activity to County inventory. To process demands, purchase orders, and contracts. Auditor-Controller General Government County of Contra Costa FY 2019-2020 Recommended Budget 61 General Accounting & Accounts Payable Summary Level of Discretion: Mandatory Level of Service: Discretionary Expenditures: $2,283,043 Financing: 3,257,239 Net County Cost: (974,196) Funding Sources: Fees 140.6% $3,208,518 Transfers 2.1% 48,721 General Fund (42.7)% (974,196) FTE: 17.0 Internal Audit Description: To develop and execute audit programs for the examination, verification, and analysis of financial records, procedures, and internal controls of the County departments. To produce the Comprehensive Annual Financial Report. Internal Audit Summary Level of Discretion: Mandatory Level of Service: Discretionary Expenditures: $910,430 Financing: 21,792 Net County Cost: 888,638 Funding Sources: Fees 0.6% $5,006 Transfers 1.8% 16,786 General Fund 97.6% 888,638 FTE: 7.0 Special Accounting Description: To assist in preparing the budget documents for the County and special districts, including monitoring expenditures for budget compliance. To prepare the countywide Cost Allocation Plan. To prepare various fiscal reports. To assist in the issuance and administration of County and school bonds. Special Accounting Summary Level of Discretion: Mandatory Level of Service: Discretionary Expenditures: $327,993 Financing: 229,331 Net County Cost: 98,662 Funding Sources: Fees 68.3% $224,079 Transfers 1.6% 5,252 General Fund 30.1% 98,662 FTE: 3.0 Administration & Systems Description: To provide general management of the financial information and accounts of all departments, districts, and other agencies governed by the Board of Supervisors. To provide employee development, personnel, payroll, and fiscal administration. To provide systems development and support. To provide secretarial support. Administration & Systems Summary Level of Discretion: Mandatory Level of Service: Discretionary Expenditures: $3,071,458 Financing: 260,000 Net County Cost: 2,811,458 Funding Sources: Fees 8.5% $260,000 General Fund 91.5% 2,811,458 FTE: 11.0 Auditor-Controller General Government 62 County of Contra Costa FY 2019-2020 Recommended Budget Automated Systems Development (Non-General Fund) The following budget units are included: Automated Systems Development Revenue, Automated Systems Development Description: To accumulate interest earnings from the Teeter Plan borrowing program and other funding sources to finance maintenance and enhancement for countywide financial systems. (Non-General Fund) Automated Systems Development Level of Discretion: Discretionary Level of Service: Discretionary Expenditures: $200,000 Financing: 52,000 Net Fund Cost: 148,000 Funding Sources: Interest Earnings 26.0% $52,000 Fund Balance 74.0% 148,000 FTE: 0 CAO’s Recommendation Baseline Budget The baseline net County cost represents a $366,151 net decrease from the FY 2018-19 Adjusted Budget. Salary and benefit costs increased by $70,792 and includes a 4% negotiated cost of living increase as well as the elimination of one Assistant County Auditor-Controller position. Estimated costs for retiree health insurance and other post employment benefits decreased by a net of $97,375. Services and Supplies increased by $80,693 primarily due to increased costs of support from Information Technology. Revenues are anticipated to increase by $420,261. The increase is mainly due to additional charges for service through the A-87 cost plan. Recommended Budget The Recommended Budget was reduced by a further $291,849. The department will achieve this reduction by holding an equivalent of 1.5 positions vacant throughout fiscal year 2019-20. The recommended net County cost of $3,500,000 will provide funding necessary to maintain basic services in fiscal year 2019-20. Performance Measurement Worked with the Department of Information Technology staff to upgrade the KRONOS Timekeeping System. Assisted DOIT with the completion of Phase I of Kronos Timekeeping System upgrade and new rapid data entry product – Cleverant. Continuing to work with DOIT and Departments to resolve Go Live issues. Continue the process of documenting business procedures and of improving efficiencies throughout the Office. Worked with DOIT on the implementation of a new mainframe. The implementation has resulted in faster processing times. Rolled out new Laserfiche and Weblink servers and upgraded the imaging software. This has resulted in faster response times for users and better quality images for departments. Start the process of implementing a new countywide Finance System. Continue to work with DOIT and County Administrator’s Office in regards to implementation of new Finance System. Auditor-Controller General Government County of Contra Costa FY 2019-2020 Recommended Budget 63 Administrative and Program Goals Work with the Department of Information Technology staff regarding next phase(s) of the Kronos Timekeeping 8.1 implementation. Continue the process of implementing a new countywide Finance System. Continue the process of documenting business procedures and of improving efficiencies throughout the Office. Provide training to County departments for payroll reporting and processes. Continue to automate processes to help streamline processes in our General Accounting Division. FY 2019-20 Program Modification List Order Reference to Mand/Disc List Program Name Services FTE Net County Cost Impact Impact 1 1-6 All divisions Salaries and Benefits 0.0 (291,849) Establish Vacancy Factor – will require the department to manage the filling of staff vacancies. Total 0.0 (291,849) Auditor-Controller General Government 64 County of Contra Costa FY 2019-2020 Recommended Budget Board of Supervisors General Government County of Contra Costa FY 2019-2020 Recommended Budget 65 General Fund 2017-18 Actuals 2018-19 Budget 2019-20 Baseline 2019-20 Recommended Change Expense Salaries And Benefits 4,300,228 4,792,733 4,893,789 4,849,535 (44,254) Services And Supplies 1,960,715 4,526,257 2,790,069 2,790,069 0 Other Charges 291 411,817 200 200 0 Expenditure Transfers 724,233 1,261,100 (54,225) (54,225) 0 Expense Total 6,985,467 10,991,907 7,629,833 7,585,579 (44,254) Revenue Other Local Revenue 562,601 527,538 525,579 525,579 0 Revenue Total 562,601 527,538 525,579 525,579 0 Net County Cost (NCC): 6,422,866 10,464,369 7,104,254 7,060,000 (44,254) Allocated Positions (FTE) 31.5 32.3 32.3 31.8 (0.5) Financial Indicators Salaries as % of Total Exp 62% 44% 64% 64% % Change in Total Exp 57% (31%) (1%) % Change in Total Rev (6%) (0%) 0% % Change in NCC 63% (32%) (1%) Compensation Information Permanent Salaries 2,615,498 2,867,236 2,967,366 2,948,129 (19,237) Temporary Salaries 22,518 86,000 85,000 85,000 0 Deferred Comp 112,815 119,400 126,900 125,100 (1,800) FICA/Medicare 202,575 221,731 231,607 230,403 (1,204) Ret Exp-Pre 97 Retirees 8,387 12,867 12,867 12,867 0 Retirement Expense 816,812 897,096 897,544 891,524 (6,020) Employee Group Insurance 336,528 448,931 482,426 466,571 (15,855) Retiree Health Insurance 61,813 60,162 53,502 53,502 0 OPEB Pre-Pay 58,213 58,213 21,464 21,464 0 Unemployment Insurance 4,536 1,449 1,507 1,497 (10) Workers Comp Insurance 60,533 19,648 13,604 13,476 (128) Department Description The preceding table represents information in aggregate format summarizing expenditures, revenues, and net County costs related to functions of the Board of Supervisors. Included is recommended budget information for the following: Board Administration, District I Operations, District II Operations, District III Operations, District IV Operations, District V Operations, thirteen Municipal Advisory Councils, Unfunded Mandates and Resdistricting. Major Department Responsibilities As defined by general law, the duties of the Board of Supervisors include: appointing most County department heads, except elected officials, and providing for the appointment of all other County employees; providing for the compensation of all County officials and employees; creating offices, boards and commissions as needed, appointing members and fixing the terms of office; awarding all contracts for Public Works and all other contracts exceeding $100,000; adopting an Board of Supervisors General Government 66 County of Contra Costa FY 2019-2020 Recommended Budget annual budget; sponsoring an annual audit of all County accounts, books, and records; supervising the operations of departments and exercising executive and administrative authority through the County Administrator; serving as the appellate body for Planning and Zoning issues; and serving as the County Board of Equalization (the Board has created an Assessment Appeals Board to perform this function). Legislative and Policy Direction Description: Enforce statutes and enact legislation to serve and protect County residents, establish general operating policies and plans, adopt annual budgets and levy taxes, determine land use, and appoint County officials. This section includes administrative, staffing and operational expenses for the Board of Supervisors District Offices. Salary and benefit costs for each district office include 5.0 full-time equivalent staff positions and 1.0 board member position, with the exceptions of the District III Office, which has 5.75 full-time equivalent positions and the District V Office, which has 6.0 full-time equivalent staff positions. Legislative and Policy Direction Summary Service: Mandatory Level of Service: Discretionary Expenditures: $7,345,804 Financing: 384,804 Net County Cost: 6,961,000 Funding Sources: Intergovernmental 3.2% $240,000 Property Tax Admin 1.5% 108,579 Transfers 0.5% 34,225 Miscellaneous 0.1% 2,000 General Fund 94.7% 6,961,000 FTE: 31.75 Municipal Advisory Councils Description: Advise the Board on matters that relate to their respective unincorporated areas, as designated by the Board, concerning services, which are or may be provided to the area by the County or other local government agencies, including but not limited to advice on matters of public health, safety, welfare, public works, and planning. The Recommended Budget includes appropriations for the thirteen Municipal Advisory Councils (MAC) in the amount of $3,000 each for FY 2019-20. MACs may seek and apply for funding from non-County sources to supplement their budgets. Each District Office administers MAC budgets within their district boundaries. Municipal Advisory Councils Summary Service: Discretionary Level of Service: Discretionary Expenditures: $39,000 Financing: 0 Net County Cost: 39,000 Funding Sources: General Fund 100.0% $39,000 Merit Board Description: To hear and make determinations on appeals of employees and oversee the merit system to ensure that merit principles are upheld. Merit Board Summary Service: Mandatory Level of Service: Discretionary Expenditures: $60,000 Financing: 0 Net County Cost: 60,000 Funding Sources: General Fund 100.0% $60,000 Board of Supervisors General Government County of Contra Costa FY 2019-2020 Recommended Budget 67 Board Mitigation Programs Description: Provide funding from solid waste transfer facility host community mitigation fees from the West Contra Costa Sanitary Landfill Inc. for the benefit of the incorporated and unincorporated North Richmond area. Funding is currently used to support a resident deputy sheriff in North Richmond. Board Mitigation Summary Service: Discretionary Level of Service: Discretionary Expenditures: $175,000 Financing: 175,000 Net County Cost: 0 Funding Sources: Transfer Station Mitg 100.0% $175,000 Board Mitigation Program (Non-General Fund) Description: Provide funding for programs through the North Richmond Waste & Recovery Mitigation Program, which has been established to mitigate the impacts of illegally dumped waste and associated impacts in North Richmond and adjacent areas. North Richmond Waste & Recovery Mitigation Fund Service: Discretionary Level of Service: Discretionary Expenditures: $755,250 Financing: 755,250 Net County Cost: 0 Funding Sources: No. Richmond Waste & Recovery Mitigation 100.0% $755,250 CAO’s Recommendation The FY 2019-20 Recommended Budget funds the administrative requirements of the Board of Supervisors’ operations, including District offices and Municipal Advisory Councils (MACs). Each of the Board’s thirteen MACs are proposed to receive an allocation of $3,000 for operating expenses, which is consistent with prior budget years. The Recommended Budget also includes expenditure appropriations for County memberships in the California State Association of Counties (CSAC), Association of Bay Area Governments (ABAG), Urban County Caucus (UCC) and National Association of Counties (NACo). In addition, administrative expenses related to electronic support of the County’s Ordinance Code and the Countywide Single Audit are included in the Recommended Budget. The County Administrator is recommending a decrease to net County cost in the amount of $44,254, which reflects the cancellation of one, part time (20/40) Clerk-Experienced Level position assigned to the Merit Board. The Merit Board receives clerical support from an Executive Secretary position within the Human Resources department. The Human Resources department is then reimbursed by the Merit Board for a portion of the costs incurred by the Executive Secretary position. Continuing to fund the part-time Clerk-Experienced Level position would result in a duplication of budgeted expenditures. The Clerk-Experienced Level position is currently vacant and has not been filled for several years. After accounting for the proposed reduction of the clerical position described above, salary and benefit costs are increased by $56,802 over FY 2018-19. This increase is composed of three primary factors: scheduled cost-of-living increases, increased costs of employee group insurance and a slight reduction to the departmental share of OPEB pre-funding costs. Board of Supervisors General Government 68 County of Contra Costa FY 2019-2020 Recommended Budget As has been budgeted in prior years, an expenditure transfer of CC Futures monies will offset costs of $67,500 in the District IV Office. These funds are from deposits of Transient Occupancy Tax received from the Renaissance Club Sport and Embassy Suites properties that were directed to CC Futures pursuant to Board policy. In addition, projected salary and benefit costs assume that the District V Office will continue to receive $100,000 of Keller Canyon Mitigation Funding to support staffing needs and offset the additional 1.0 FTE budgeted for their office. FY 2019/20 Program Modification List Order Reference to Mand/Disc List Program Name Services FTE Net County Cost Impact Impact 1 1 Merit Board Salary & Benefits (0.5) (44,254) Abolish one vacant part-time (20/40) Clerk Experienced Level position. Total (0.5) (44,254) Capital Improvements General Government County of Contra Costa FY 2019-2020 Recommended Budget 69 General Fund 2017-18 Actuals 2018-19 Budget 2019-20 Baseline 2019-20 Recommended Change Expense Services And Supplies 629,986 2,195,000 1,500,000 1,500,000 0 Fixed Assets 33,949,718 51,614,000 17,550,000 17,550,000 0 Expenditure Transfers (2,665,817) (2,550,000) (2,550,000) (2,550,000) 0 Expense Total 31,913,886 51,259,000 16,500,000 16,500,000 0 Revenue Other Local Revenue 11,602,930 694,000 0 0 0 Revenue Total 11,602,930 694,000 0 0 0 Net County Cost (NCC): 20,310,956 50,565,000 16,500,000 16,500,000 0 Financial Indicators Salaries as % of Total Exp % Change in Total Exp 61% (68%) 0% % Change in Total Rev (94%) (100%) 0% % Change in NCC 149% (67%) 0% Department Description The preceding table represents information in aggregate format summarizing expenditures, revenues, and net County costs for the following three budget units within the County general fund: 0080 – Minor non-Capital Improvement 0085 – Facilities Lifecycle Investment Program 0111 – Capital Projects-Plant Acquisition Minor non-Capital Improvement Description: Conduct various minor repairs and improvements to County facilities using in- house staff, consultants, and contractors. Minor non-Capital Improvement Summary Service: Discretionary Level of Service: Discretionary Expenditures: $1,500,000 Financing: 0 Net County Cost: 1,500,000 Funding Sources: General Fund 100.0% $1,500,000 Capital Improvements General Government 70 County of Contra Costa FY 2019-2020 Recommended Budget Facilities Lifecycle Improvement Description: To address deferred facilities maintenance and capital renewal in accordance with the County’s comprehensive management program for real estate assets relative to acquisition, use, disposition, and maintenance. Facilities Lifecycle Improvement Summary Service: Discretionary Level of Service: Discretionary Expenditures: $12,550,000 Financing: 2,550,000 Net County Cost: 10,000,000 Funding Sources: Interdept Charges 20.3% $2,550,000 General Fund 79.7% $10,000,000 Capital Projects - Plant Acquisition Description: Plan, design and construct various repair, improvement, and construction projects for County facilities using in-house staff, consultants, and contractors. Capital Projects - Plant Acquisition Summary Service: Discretionary Level of Service: Discretionary Expenditures: $5,000,000 Financing: 0 Net County Cost: 5,000,000 Funding Sources: General Fund 100.0% $5,000,000 CAO’s Recommendation The fiscal year 2019-20 baseline net County cost decreased by $34,065,000 from the 2018- 19 budget due to the elimination of restricted prior year fund balance that had been carried over at year-end for various capital projects as well as the elimination of funds encumbered for projects in the current year. Fund balance will be determined for various projects at fiscal year- end, not as part of the annual budget process. The budget for Minor Capital Improvements totals $1,500,000, which is available on an emergency basis for minor improvements when there is no other funding available. The budget for the Facilities Lifecycle Improvement Program includes transfers and revenue totaling $2,550,000 on a building cost- per-foot basis for future projects along with $10,000,000 from the General Fund. The budget for Plant Acquisition reflects funding in the amount of $5,000,000, intended as an on- going resource for construction and repair of County facilities. The monies can be used for capital projects and/or debt service for a future infrastructure borrowing program. The recommended net County cost of $16,500,000 will provide the funding necessary to maintain capital improvement efforts in fiscal year 2019-20. For more detailed information on current County capital projects, please see Page 527. Central Support Services General Government County of Contra Costa FY 2019-2020 Recommended Budget 71 General Fund 2017-18 Actuals 2018-19 Budget 2019-20 Baseline 2019-20 Recommended Change Expense Salaries And Benefits 4,351,363 5,570,857 5,906,321 5,906,321 0 Services And Supplies 2,821,444 3,840,719 2,884,980 2,884,980 0 Other Charges 5,151,748 5,694,230 5,213,230 5,213,230 0 Fixed Assets 16,476 20,000 20,000 20,000 0 Expenditure Transfers 43,918 59,703 (273,136) (273,136) 0 Expense Total 12,384,949 15,185,509 13,751,395 13,751,395 0 Revenue Other Local Revenue 4,920,832 6,200,267 6,729,395 6,729,395 0 State Assistance 43,083 34,192 32,000 32,000 0 Revenue Total 4,963,915 6,234,459 6,761,395 6,761,395 0 Net County Cost (NCC): 7,421,034 8,951,050 6,990,000 6,990,000 0 Allocated Positions (FTE) 43.0 44.0 44.0 44.0 0.0 Financial Indicators Salaries as % of Total Exp 35% 37% 43% 43% % Change in Total Exp 23% (9%) 0% % Change in Total Rev 26% 8% 0% % Change in NCC 21% (22%) 0% Compensation Information Permanent Salaries 2,548,239 3,307,963 3,543,239 3,543,239 0 Temporary Salaries 73,440 62,714 70,000 70,000 0 Deferred Comp 36,839 60,060 56,460 56,460 0 Comp & SDI Recoveries (4,658) 0 0 0 0 FICA/Medicare 194,237 251,411 270,278 270,278 0 Ret Exp-Pre 97 Retirees 8,385 10,557 10,557 10,557 0 Retirement Expense 811,612 1,027,714 1,068,966 1,068,966 0 Employee Group Insurance 315,217 476,182 528,780 528,780 0 Retiree Health Insurance 244,223 251,071 233,653 233,653 0 OPEB Pre-Pay 99,361 99,361 106,533 106,533 0 Unemployment Insurance 5,851 1,654 1,780 1,780 0 Workers Comp Insurance 18,617 22,171 16,075 16,075 0 Central Support Services General Government 72 County of Contra Costa FY 2019-2020 Recommended Budget Department Description The preceding table represents information in aggregate format summarizing expenditures, revenues, and net County costs for six budget units, including for the following: 0002 – Clerk of the Board 0356 – Local Agency Formation Commission (LAFCO) 0025 – Management Information Systems 0150 – Insurance/Risk Management 0135 – Economic Promotion Clerk of the Board of Supervisors Description: To provide staff support to the Board of Supervisors by recording and compiling the actions of the Board taken in open session; maintaining the official records; preparing the weekly agenda and summary; and maintaining a roster of various Boards and Committees. Adjustment: The baseline budget increased by a net of $85,000. Salary and benefit costs increased by $48,974 and reflect a 4% cost of living increase as of July, 2019. Services and supplies, including information technology and public works charges, increased by $78,740. Temporary staff costs were reduced by $42,714 based on anticipated needs for the upcoming fiscal year. Impact: The recommended net County cost of $1,143,000 will provide a minimum level of general fund resources needed to maintain mandated services in fiscal year 2019-20. Clerk of the Board Summary Service: Mandatory Level of Service: Discretionary Expenditures: $1,236,575 Financing: 93,575 Net County Cost: 1,143,000 Funding Sources: Intergovernmental 2.2% $27,000 Property Tax Adm 1.8% 22,000 Assmnt Appeals 3.6% 44,575 General Fund 92.4% 1,143,000 FTE: 7.0 Local Agency Formation Commission Description: Encourage orderly formation and development of local government agencies and approve, amend, or disapprove applications to create new cities or special districts, and modify boundaries of existing agencies. Adjustment: Appropriations increased by $9,000 to reflect the anticipated County’s share of LAFCO activity for fiscal year 2019-20. These activities include: Municipal Service Reviews; Sphere of Influence applications; and Annexation applications. Impact: The general fund contributes an amount equal to one-third of the total estimated operating costs for LAFCO (less fee revenues) for FY 2019-20. The Cortese-Knox-Hertzberg LAFCO Reorganization Act of 2000 requires that LAFCO’s operating costs be shared equally among the cities, County and special districts. The LAFCO operating budget is not reflected in a County fund, instead it is treated as an outside agency with only the County’s one-third contribution in the County General Fund. Central Support Services General Government County of Contra Costa FY 2019-2020 Recommended Budget 73 LAFCO Summary Service: Mandatory Level of Service: Mandatory Expenditures: $270,000 Financing: 0 Net County Cost: 270,000 Funding Sources: General Fund 100.0% $270,000 Management Information System Description: Provides funding for the most critical and cost beneficial automation projects which have no other funding source, including the Geographic Information System Program (GIS) and the Countywide Budget System. Adjustment: The baseline net County cost decreased by a net of $1,915,050 from fiscal year 2018-19 due to the elimination of prior year fund balance from the Venture Capital, Geographic Information Systems (GIS) and Agenda Automation projects. Impact: The recommended net County cost of $612,000 will provide needed resources to fund various technology projects Countywide. Management Information System Summary Service: Discretionary Level of Service: Discretionary Expenditures: $1,234,635 Financing: 622,635 Net County Cost: 612,000 Funding Sources: Charges 50.4% $622,635 General Fund 49.6% 612,000 Risk Management Description: To provide for the administration of workers’ compensation claims, liability and medical malpractice claims, insurance and self- insurance programs, and loss prevention services; to fund the County general liability program. Adjustment: Salaries and benefits increased by $279,204 and included a 4% cost of living increase as of July, 2019. Operating costs, including interdepartmental charges, increased by further $69,289. These costs were offset by an increase in revenue of $348,493. The baseline net County cost reflected no change. Impact: The recommended net County cost of $4,500,000 reflects the General Fund subsidy of the County Self-Insurance Funds for fiscal year 2019-20. All operating costs are reimbursed by revenue transfers from the County Self- Insurance Internal Service Funds. Risk Management Summary Service: Mandatory Level of Service: Discretionary Expenditures: $10,795,185 Financing: 6,295,185 Net County Cost: 4,500,000 Funding Sources: Liability & Benefit Fees 58.3% $6,295,185 General Fund 41.7% 4,500,000 FTE: 37.0 Economic Promotion Description: To promote the arts throughout the County via support of the Arts Commission and to support the Northeast Antioch Joint Powers Agreement (JPA). Adjustment: The baseline net County cost decreased by $140,000 from the current year, reflecting the elimination of one-time appropriations that had been appropriated for the Northeast Antioch JPA. Central Support Services General Government 74 County of Contra Costa FY 2019-2020 Recommended Budget Impact: The recommended net County cost of $465,000 will fund the Arts Commission and also meet the County’s obligations under the Reorganization and Tax Revenue Allocation Agreement and JPA with the City of Antioch to implement the annexation of areas located near Northeast Antioch. Economic Promotion Summary Service: Discretionary Level of Service: Discretionary Expenditures: $515,000 Financing: 50,000 Net County Cost: 465,000 Funding Sources: Grants 9.7% $50,000 General Fund 90.3% 465,000 CAO’s Recommendation The Recommended Budget for Central Support Services reflects a net County cost of $6,990,000. This amount will fund the aforementioned departments, enabling them to provide services into fiscal year 2019-20. Joseph E. Canciamilla Clerk-Recorder-Elections Clerk-Recorder and Registrar of Voters General Government County of Contra Costa FY 2019-2020 Recommended Budget 75 Clerk-Recorder-Elections Budget Summary General Fund 2017-18 Actuals 2018-19 Budget 2019-20 Baseline 2019-20 Recommended Change Expense Salaries And Benefits 6,905,470 8,305,115 8,365,180 8,365,180 0 Services And Supplies 5,941,722 7,208,703 7,357,493 7,357,493 0 Other Charges 0 1,200 1,200 1,200 0 Fixed Assets 3,006,008 675,000 625,000 625,000 0 Expenditure Transfers 9,426 2,099 2,395 2,395 0 Expense Total 15,862,627 16,192,117 16,351,268 16,351,268 0 Revenue Other Local Revenue 7,371,746 10,481,162 9,483,268 9,483,268 0 Revenue Total 7,371,746 10,481,162 9,483,268 9,483,268 0 Net County Cost (NCC): 8,490,880 5,710,955 6,868,000 6,868,000 0 Allocated Positions (FTE) 71.5 71.5 71.5 71.5 0.0 Financial Indicators Salaries as % of Total Exp 44% 51% 51% 51% % Change in Total Exp 2% 1% 0% % Change in Total Rev 42% (10%) 0% % Change in NCC (33%) 20% 0% Compensation Information Permanent Salaries 3,929,772 4,712,495 4,678,284 4,678,284 0 Temporary Salaries 314,697 423,741 407,892 407,892 0 Permanent Overtime 27,097 46,000 46,000 46,000 0 Deferred Comp 59,475 82,080 89,280 89,280 0 Comp & SDI Recoveries (1,264) (23,500) (23,500) (23,500) 0 FICA/Medicare 308,879 352,015 372,670 372,670 0 Ret Exp-Pre 97 Retirees 12,525 13,486 13,486 13,486 0 Retirement Expense 1,213,201 1,440,987 1,475,268 1,475,268 0 Employee Group Insurance 608,612 826,365 887,241 887,241 0 Retiree Health Insurance 250,078 238,622 268,467 268,467 0 OPEB Pre-Pay 130,068 130,068 110,666 110,666 0 Unemployment Insurance 9,077 2,359 2,495 2,495 0 Workers Comp Insurance 43,253 60,397 36,930 36,930 0 Clerk-Recorder-Elections General Government 76 County of Contra Costa FY 2019-2020 Recommended Budget Department Description The preceding table represents information in an aggregate format, summarizing expenditures and revenues for the following General Fund Budget units administered by the Clerk- Recorder-Elections Department: 0043 – Elections 2350 Clerk-Recorder Administration 2351 Elections Capital Replacement 2353 Election Services 2354 HAVA (Help America Vote Act) /Proposition 41 0355 – Recorder Note that the Clerk-Recorder-Elections Department also includes a special fund and budget unit, Recorder Modernization (budget unit 0353), that accounts for several statutorily restricted revenues, and is illustrated in a separate table on the following pages. Major Department Responsibilities The primary responsibilities of the Clerk- Recorder-Elections Department are to: Conduct elections in a fair, accurate, and timely manner; Conduct outreach to maximize voter registration and ensure that all eligible citizens of Contra Costa County are able to exercise their right to vote, according to federal and state requirements; Receive, process, verify state and local initiative, referendum, and recall petitions; Accurately maintain, protect and preserve all official records and indices relating to real property and vital records in Contra Costa County. Provide capability, equipment, staff and facilities to digitize documents and preserve them in perpetuity; and Explore innovative ways to provide public access to documents, while preserving the confidential and/or restricted components of such documents. Clerk-Recorder-Elections General Government County of Contra Costa FY 2019-2020 Recommended Budget 77 Elections General Fund 2017-18 Actuals 2018-19 Budget 2019-20 Baseline 2019-20 Recommended Change Expense Salaries And Benefits 3,932,218 4,284,875 4,485,476 4,485,476 0 Services And Supplies 5,508,414 6,227,343 6,718,900 6,718,900 0 Fixed Assets 3,006,008 675,000 625,000 625,000 0 Expenditure Transfers 10,095 10,596 10,892 10,892 0 Expense Total 12,456,735 11,197,814 11,840,268 11,840,268 0 Revenue Other Local Revenue 2,249,082 4,413,961 3,483,268 3,483,268 0 Revenue Total 2,249,082 4,413,961 3,483,268 3,483,268 0 Net County Cost (NCC): 10,207,653 6,783,853 8,357,000 8,357,000 0 Allocated Positions (FTE) 32.5 32.5 32.5 32.5 0.0 Financial Indicators Salaries as % of Total Exp 32% 38% 38% 38% % Change in Total Exp (10%) 6% 0% % Change in Total Rev 96% (21%) 0% % Change in NCC (34%) 23% 0% Compensation Information Permanent Salaries 2,246,600 2,392,778 2,590,802 2,590,802 0 Temporary Salaries 185,513 300,000 300,000 300,000 0 Permanent Overtime 26,973 42,000 42,000 42,000 0 Deferred Comp 38,045 44,580 40,980 40,980 0 Comp & SDI Recoveries 0 (15,000) (15,000) (15,000) 0 FICA/Medicare 176,026 175,658 187,633 187,633 0 Ret Exp-Pre 97 Retirees 7,149 5,782 5,782 5,782 0 Retirement Expense 691,739 740,462 754,265 754,265 0 Employee Group Insurance 325,648 374,389 378,500 378,500 0 Retiree Health Insurance 125,077 112,827 126,068 126,068 0 OPEB Pre-Pay 79,496 79,496 54,240 54,240 0 Unemployment Insurance 5,041 1,199 1,279 1,279 0 Workers Comp Insurance 24,911 30,704 18,926 18,926 0 Description: The primary responsibilities of the Elections Division are to: Conduct federal, state, county, local and district elections in an accurate and timely manner, according to state and federal law; Maximize opportunities for voter registration; Maintain voter registration records and accurate voter rolls through timely and continual voter file maintenance; Clerk-Recorder-Elections General Government 78 County of Contra Costa FY 2019-2020 Recommended Budget Conduct voter outreach with civic organizations, political groups, schools, with a focus on under-represented groups; Process and verify initiative, referendum, and recall petitions; Issue and process vote-by-mail and provisional ballots, including signature verification; Prepare and mail sample ballot material for each election; Recruit and train poll workers to staff polling places; Locate and inspect polling places, mitigate issues to meet Americans with Disabilities Act requirements; and Maintain precinct and district file databases. Elections Summary Service: Mandatory Level of Service: Mandatory Expenditures: $11,840,268 Financing: 3,483,268 Net County Cost: 8,357,000 Funding Sources: General Fund 70.6% $8,357,000 Candidate Fees 0.8% 100,000 Election Svc 6.6% 783,268 Misc. Svc 0.3% 30,000 Document Sales 0.2% 20,000 Interfund Rev 21.5% 2,550,000 FTE: 32.5 Clerk-Recorder-Elections General Government County of Contra Costa FY 2019-2020 Recommended Budget 79 Clerk-Recorder General Fund 2017-18 Actuals 2018-19 Budget 2019-20 Baseline 2019-20 Recommended Change Expense Salaries And Benefits 2,973,252 4,020,240 3,879,704 3,879,704 0 Services And Supplies 433,308 981,360 638,593 638,593 0 Other Charges 0 1,200 1,200 1,200 0 Expenditure Transfers (669) (8,497) (8,497) (8,497) 0 Expense Total 3,405,891 4,994,303 4,511,000 4,511,000 0 Revenue Other Local Revenue 5,122,664 6,067,201 6,000,000 6,000,000 0 Revenue Total 5,122,664 6,067,201 6,000,000 6,000,000 0 Net County Cost (NCC): (1,716,773) (1,072,898) (1,489,000) (1,489,000) 0 Allocated Positions (FTE) 39.0 39.0 39.0 39.0 0.0 Financial Indicators Salaries as % of Total Exp 87% 80% 86% 86% % Change in Total Exp 47% (10%) 0% % Change in Total Rev 18% (1%) 0% % Change in NCC (38%) 39% (0%) Compensation Information Permanent Salaries 1,683,171 2,319,716 2,087,482 2,087,482 0 Temporary Salaries 129,185 123,741 107,892 107,892 0 Permanent Overtime 124 4,000 4,000 4,000 0 Deferred Comp 21,430 37,500 48,300 48,300 0 Comp & SDI Recoveries (1,264) (8,500) (8,500) (8,500) 0 FICA/Medicare 132,853 176,358 185,037 185,037 0 Ret Exp-Pre 97 Retirees 5,376 7,704 7,704 7,704 0 Retirement Expense 521,462 700,525 721,003 721,003 0 Employee Group Insurance 282,964 451,976 508,741 508,741 0 Retiree Health Insurance 125,002 125,795 142,399 142,399 0 OPEB Pre-Pay 50,572 50,572 56,426 56,426 0 Unemployment Insurance 4,036 1,160 1,216 1,216 0 Workers Comp Insurance 18,342 29,692 18,004 18,004 0 Clerk-Recorder-Elections General Government 80 County of Contra Costa FY 2019-2020 Recommended Budget Description: The primary responsibilities of the Clerk-Recorder Division are to: Examine, record, file, image, index, archive, maintain, and preserve all official records; including vital records and those relating to real property, subdivision maps, assessment districts, and records of surveys; Provide the public with constructive notice of private acts; Issue marriage licenses, conduct civil marriage ceremonies, register notary public commissions/oaths, accept Fictitious Business Name filings, and register Process Servers, Legal Document Assistants, Unlawful Detainer Assistants, and other responsibilities as designated by code; and Produce, preserve, and maintain indices of all records held by the County Clerk- Recorder. Clerk-Recorder Summary Service: Mandatory Level of Service: Mandatory Expenditures: $4,519,497 Financing: 6,008,497 Net County Cost: (1,489,000) Funding Sources: Fees 132.8% $6,000,000 Expenditure Trans 0.2% 8,497 General Fund (32.9%) (1,489,000) FTE: 39.0 Clerk-Recorder-Elections General Government County of Contra Costa FY 2019-2020 Recommended Budget 81 Recorder Micrographics, Modernization, Vital Records Improvement Program (VRIP), Social Security Truncation Program (Redaction), Electronic Recording Delivery System (ERDS) Recorder Modernization Fund 2017-18 Actuals 2018-19 Budget 2019-20 Baseline 2019-20 Recommended Change Expense Salaries And Benefits 754,026 1,173,078 1,329,893 1,329,893 0 Services And Supplies 441,879 9,283,324 8,811,913 8,811,913 0 Other Charges 284,567 477,328 472,194 472,194 0 Fixed Assets 0 250,000 250,000 250,000 0 Expenditure Transfers 38 0 0 0 0 Expense Total 1,480,510 11,183,729 10,864,000 10,864,000 0 Revenue Other Local Revenue 1,771,478 1,755,000 1,530,000 1,530,000 0 Revenue Total 1,771,478 1,755,000 1,530,000 1,530,000 0 Net Fund Cost (NFC): (290,968) 9,428,729 9,334,000 9,334,000 0 Allocated Positions (FTE) 11.0 11.0 11.0 11.0 0.0 Financial Indicators Salaries as % of Total Exp 51% 10% 12% 12% % Change in Total Exp 655% (3%) 0% % Change in Total Rev (1%) (13%) 0% % Change in NFC (3,340%) (1%) 0% Compensation Information Permanent Salaries 445,560 646,134 706,162 706,162 0 Temporary Salaries 0 77,000 77,000 77,000 0 Permanent Overtime 140 1,000 37,000 37,000 0 Deferred Comp 5,534 11,820 17,220 17,220 0 FICA/Medicare 33,530 49,429 49,810 49,810 0 Ret Exp-Pre 97 Retirees 1,521 2,000 2,000 2,000 0 Retirement Expense 143,037 201,489 203,236 203,236 0 Employee Group Insurance 69,804 113,949 172,384 172,384 0 Retiree Health Insurance 34,969 47,225 47,225 47,225 0 OPEB Pre-Pay 14,438 14,438 12,711 12,711 0 Unemployment Insurance 993 323 326 326 0 Workers Comp Insurance 4,498 8,271 4,818 4,818 0 Clerk-Recorder-Elections General Government 82 County of Contra Costa FY 2019-2020 Recommended Budget Description: The primary responsibilities of the Clerk-Recorder dedicated funds are to: Provide support, improvement, and operation of a modernized recording system; including infrastructure, technology, equipment, and staff to efficiently process, organize, maintain, preserve, and have official documents and records in the Clerk- Recorder Division readily available to the public; Improve vital records and recordkeeping; Redact a portion of Social Security numbers from public documents; and Establish and maintain an electronic recording program. Recorder Modernization, includes several restricted funds. 0353 - Recorder Modernization 2450 – Micrographics 2451 – Recorder Modernization 2452 – Vital Records Improvement Program 2453 – Recorder Redaction Program 2454 – Recorder Electronic Recording Program The department appropriates fund balance each year, resulting in budgeted expenditures that appear higher than actual annual expenditures. Fund balance is restricted to future Recorder modernization projects. Recorder Micrographics/Modernization/VRIP/ Redaction/Electronic Recording Summary Service: Discretionary Level of Service: Mandatory Expenditures: $10,864,000 Financing: 1,530,000 Net Fund Cost: 9,334,000 Funding Sources: Fees 14.1% $1,530,000 Fund Balance 85.9% 9,334,000 FTE: 11.0 Fund 110000 CAO’s Recommendation The Clerk-Recorder-Elections Department provides a variety of services to the constituents of Contra Costa County, including issuing marriage licenses, performing civil marriage ceremonies, processing Fictitious Business Name filings, qualifying and registering notaries, process servers, and miscellaneous statutory oaths and other filings, recording real property and vital documents, conducting voter education and engagement outreach, registering and maintaining the database of voters/voting history and conducting elections. To provide these services, the Department relies on a staff of 82.5 full time equivalent positions supplemented by seasonal temporary employees, volunteers and poll workers. The services are funded through a combination of County general funds, charges for services, and special-purpose revenues. On March 3, 2020, the department will conduct the Presidential Preference Primary Election, which will include U.S. President, U.S. Congress, State Senate and Assembly, Superior Court Judges, and three members of the Board of Supervisors. In the four-year election cycle, the Presidential Primary Election is among the most costly elections for the County to conduct because, historically, less than 20% of the total cost of this election is recouped through election Clerk-Recorder-Elections General Government County of Contra Costa FY 2019-2020 Recommended Budget 83 fees. Consequently, the Baseline net County cost is increased from the FY 2018/19 budgeted level by a net of $1,157,045 primarily as a result of a new State mandate requiring the County to pay for return postage on every mailed ballot and a federal mandate adding Chinese language requirements to election materials and ballots. These new mandates drastically increased costs with no provision for reimbursement. Jurisdictions that consolidate their elections with countywide elections pay their proportional share of the cost of their elections. The County must cover the remaining cost of County, state, and federal elections (the majority of the cost) for which the department receives no reimbursement revenue. Overall, Baseline expenses are increased by $159,151 due to increased employee benefits and specialized elections printing costs. Baseline revenues are decreased from prior year estimates by $997,894 in anticipation of the reduced cost recovery for the March 2020 Presidential Primary Election, and continued low recovery of recording revenue. The department continues to collect and accumulate the Elections Capital Replacement surcharge. These funds are designated for major capital expenditures such as the new voting system, purchased in February 2018. This long-term capital financing strategy has helped to minimize the impact of large capital expenditures on the General Fund and on cities and districts that use elections services. The Elections Division carries forward and re- budgets the balance of these funds each year. The department strives to identify new revenue sources and minimize election and department costs wherever possible. Performance Measurements The leadership team reviewed policies and procedures to implement efficiencies, and explored opportunities to improve services to the public. The Clerk-Recorder Division extended County Clerk service by three additional hours, until 7:30 p.m. every Thursday during the months of July and August 2018. The division served 201 customers, a 13% increase over 2017, and completed 227 transactions during this time. This was a 24% increase in the number transactions over the summer of 2016. The Elections Division successfully prepared for and conducted the November 2018 Gubernatorial General Election. The Clerk-Recorder Division continued its popular quarterly “Destination Wedding” Program by conducting ceremonies at the Historic John Muir House in Martinez on Valentine’s Day, the Mount Diablo Summit in May, and the Rosie the Riveter Waterfront in September. On September 25, 2018, the Elections Division participated in National Voter Registration Day for the fourth consecutive year by providing registration kits to area high schools and community groups. Contra Costa high schools used the kits to register and pre-register 679 students. Staff reviewed all 268 polling place locations and created plans to mitigate potential accessibility issues. In August 2018, the Elections Division received a prestigious national award from the Election Center for its new Accessible Polling Place Locations and Equipment (APPLE) class. Leading up to the November 2018 General Election, over 800 poll workers attended an interactive training class to better understand accessibility issues and provide quality service to all voters. The Elections drop boxes continue to be popular. All City Clerk offices in the county and several County Libraries hosted a ballot drop box. Voters dropped off 88,134 ballots at these 28 locations for the November 2018 Election. This was a 255% increase over June 2018. Clerk-Recorder-Elections General Government 84 County of Contra Costa FY 2019-2020 Recommended Budget The Department purchased a new voting system in February 2018 and fully implemented the system in time for the June Primary Election. Efficiencies and process improvements allowed for certification of the election results 10 days early. The Ambrose Community Center has been a staple polling place for many years, and was recently declared by the Department of Justice to be inaccessible and, therefore, unavailable for use. The Elections Division collaborated with the Ambrose Recreation and Park District to make physical improvements to the Ambrose Community Center to make it fully accessible. The project was funded in part by a grant from the Keller Canyon Mitigation Fund. The Elections Division met regularly with its Planning for Elections and Engagement Panel to partner with community civic engagement groups to begin a dialogue about the democratic process. This forum allows attendees to offer feedback and suggestions about upcoming policies and programs. Questions are answered and accurate information is provided to the public. The Elections Division launched a new website in February 2018. The site is much more user-friendly; information has been expanded and is easier to find. The updated website now includes voter information in Spanish as well as Chinese. The Clerk-Recorder Division institutionalized its cross-training program to increase personnel skills and enhance efficiencies. Staff embraced the program from its inception and continue to be enthusiastic. The Department is working to bring the same cross-training components to the Elections Division. The department has begun to share staff across Division lines during peak periods. ●The Clerk-Recorder Division continues to collaborate with the District Attorney and Assessor in the Real Estate Fraud Notification Program to decrease real estate fraud. Since its implementation in 2012, the DA has prosecuted 32 fraud cases. The Clerk-Recorder Division continually pursues opportunities to offer its services to the public, outside the office. 2018 marked the second year the Division participated in Operation Documentation and recorded Veterans’ DD-214 honorable discharge documents. The Records within Reach Program, launched in 2018, partners with events throughout the county to issue certified vital records at different locations. The Department continues to work at the state and federal levels on legislation and policies to benefit California and Contra Costa County, including potential reimbursement for state election costs. The Department actively participates in statewide, national, and international associations, including the California Association of Clerks and Election Officials (CACEO), the County Recorder’s Association of California (CRAC), the national Elections Center, and the International Association of Government Officials (IGO). The Department has 1,335 Facebook followers on its Engage Contra Costa Facebook page, 728 followers on its Contra Costa Elections Facebook page, and 237 followers on its Contra Costa County Clerk- Recorder Facebook page. The Elections Division Twitter account has 856 followers, while the Engage Contra Costa Twitter account has 239 followers. All of the Clerk Recorder-Elections social media platforms have gained followers in the past year. For the November 2018 Election, the Department had 7,978 views on YouTube for its 39 candidate and issue forum videos. Administrative and Program Goals Continue to implement policies and procedures to enhance customer service and offer additional opportunities to serve the public. Clerk-Recorder-Elections General Government County of Contra Costa FY 2019-2020 Recommended Budget 85 Prepare for and conduct the March 2020 Presidential Preference Primary Election. Continue to develop and implement the Voter Education and Engagement Outreach Program, with a focus on underrepresented populations. Decrease the number of, and opportunities to, fraudulently record documents by collaborating with the District Attorney and the Assessor on the Real Estate Fraud Notification Program in the Clerk-Recorder Division. Provide training opportunities for department personnel to acquire advanced skills and technical proficiency to enhance customer service, increase contributions to the department, and adequately prepare personnel to bid for higher positions. Continue to collect and accumulate the Elections Capital Replacement surcharge for future replacement of the voting system and equipment. Actively participate in the County Clerk, Recorder, and Elections associations at the regional, state and federal levels to advance proposals that benefit California and Contra Costa County. Continue to pursue reimbursement for mandated election services. State suspension of mandate reimbursements for services provided has placed a burden on the Elections Division. Continue to seek new sources of revenue and areas of potential savings in the operations of both divisions. Improve and broaden the Department’s electronic and social media presence, to reach Contra Costa citizens with easy to use, accessible information on the Department’s website and via social media venues such as Facebook, Twitter, etc. The focus will be on providing ongoing information throughout the year, not just during peak election time. Continue with the search for a warehouse and records archive facility. The current location is not adequate for the Department’s historic archived records and new voting system equipment. It is not able to be temperature or climate controlled, which is damaging the County’s historic records. Complete the inventory and analysis of the Department’s historic records, many of which the County Clerk-Recorder is responsible to preserve in perpetuity. Develop a records management and archive program as well as a long-range plan over the next several years to prioritize, restore and preserve the County’s historical records. The Department is exploring options of working with other departments to coordinate a large-scale archive project that could reduce storage costs and help to offset warehouse and records storage charges. Clerk-Recorder-Elections General Government 86 County of Contra Costa FY 2019-2020 Recommended Budget Conservation and Development John Kopchik, Director General Government County of Contra Costa FY 2019–2020 Recommended Budget 87 Land Development Fund Summary Conservation & Development Fund 2017-18 Actuals 2018-19 Budget 2019-20 Baseline 2019-20 Recommended Change Expense Salaries And Benefits 19,666,551 23,794,075 25,105,406 25,105,406 0 Services And Supplies 6,164,815 9,949,321 11,869,310 11,869,310 0 Other Charges 2,344,607 3,100,236 2,370,184 2,370,184 0 Fixed Assets 191,669 1,550,000 650,000 650,000 0 Expenditure Transfers (4,168,561) (5,033,419) (5,752,900) (5,752,900) 0 Expense Total 24,199,082 33,360,213 34,242,000 34,242,000 0 Revenue Other Local Revenue 32,552,362 32,360,213 34,242,000 34,242,000 0 Revenue Total 32,552,362 32,360,213 34,242,000 34,242,000 0 Net Fund Cost (NFC): (8,353,280) 1,000,000 0 0 0 Allocated Positions (FTE) 171.0 174.0 174.0 174.0 0.0 Financial Indicators Salaries as % of Total Exp 81% 71% 73% 73% % Change in Total Exp 38% 3% 0% % Change in Total Rev (1%) 6% 0% % Change in NCC (112%) (100%) 0% Compensation Information Permanent Salaries 11,700,827 14,398,726 15,270,203 15,270,203 0 Temporary Salaries 138,864 0 0 0 0 Permanent Overtime 11,218 0 0 0 0 Deferred Comp 130,757 187,200 203,880 203,880 0 Comp & SDI Recoveries (57,778) 0 0 0 0 FICA/Medicare 868,851 1,088,053 1,159,690 1,159,690 0 Ret Exp-Pre 97 Retirees 38,800 45,066 45,066 45,066 0 Retirement Expense 3,761,862 4,498,851 4,621,639 4,621,639 0 Excess Retirement 5,680 0 0 0 0 Employee Group Insurance 1,605,759 2,115,387 2,455,966 2,455,966 0 Retiree Health Insurance 769,053 786,619 792,463 792,463 0 OPEB Pre-Pay 376,120 376,120 337,108 337,108 0 Unemployment Insurance 26,276 7,199 7,671 7,671 0 Workers Comp Insurance 290,261 290,854 211,720 211,720 0 Conservation and Development General Government 88 Contra Costa County FY 2019-2020 Recommended Budget Department Description The preceding table represents information in aggregate format summarizing expenditures, revenues, and net fund costs for the operating budget of the Department of Conservation and Development (DCD), which includes three major components of the Land Development Fund (112000) 0280 – Land Development Operations 0285 – Energy Upgrade California 0286 – Measure WW Grant Projects Immediately below is a description of the programs included in Land Development Operations. Tables on the following pages present budget information for DCD’s two other budget units: General Fund Grant Programs and Other Special Revenue Programs. Major Department Responsibilities The department’s mission is to serve the public through the formulation and implementation of the County General Plan for land use, the administration of the Building Code and coordination of planning, building, special housing, economic development, infrastructure, solid waste and habitat conservation programs. The Department will continue to provide support to the Contra Costa Redevelopment Successor Agency as it continues to implement the Dissolution Act, which eliminated redevelopment agencies in California. Land Development Fund Most expenditures related to DCD’s operations are budgeted in the Land Development Fund. This fund also receives specific revenues generated through departmental activities, including fees for residential and industrial building and construction inspection services; building permit and application fees, solid waste franchise fees, etc. 0280 – Land Development Operations includes: 2600 – Administration 2605 – Current Planning 2610 – Advance Planning 2615 – Water Planning & Habitat Conservancy 2620 – Conservation & Solid Waste 2631 – Transportation Planning 2636 – Community Development Block Grant/Housing and Economic Development 2650 – Business & Information Services 2660 – Building Inspection Services 2670 – Code Enforcement 2675 – Weatherization 2680 – Permit Center 2685 – Clean Water 2690 – Residential Rental Inspection Program 2695 – Vehicle Abatement Program 2700 – Service Contracts/Satellite Locations 2725 – Multi-Year Special Projects 0285 – Energy Upgrade CA 0286 – Measure WW Grant Conservation and Development General Government Contra Costa County FY 2019-2020 Recommended Budget 89 Administration Description: Provide policy and procedure guidance to all divisions and manage all department operations. The budget includes debt service, occupancy costs and department- wide retiree benefit costs. Administration Summary Service: Mandatory Level of Service: Discretionary Expenditures: $1,571,377 Financing: 1,571,377 Net Fund Cost: $0 Funding Sources: Expenditure Transfers 86.3% $1,356,365 Misc. Revenue 13.7% 215,012 FTE: 2.0 Current Planning Description: Facilitate the regulation of land use and development to preserve and enhance community identity in keeping with the County General Plan and other adopted goals and policies. Administer performance standards for establishments that sell alcohol, and review sites that are the focus of local nuisance complaints. Manage the monitoring programs for projects under construction and development. Current Planning Summary Service: Mandatory Level of Service: Discretionary Expenditures: $6,712,746 Financing: 6,712,746 Net Fund Cost:0 Funding Sources: Planning Services 100.0% $6,712,746 FTE: 26.0 Advance Planning Description: Develop and maintain long-range policy planning process through the County General Plan to anticipate and respond to changes in legal mandates and local priorities. Advance Planning Summary Service: Mandatory Level of Service: Discretionary Expenditures: $219,948 Financing: 219,948 Net Fund Cost:$0 Funding Sources: Licenses/Permits 100.0% $219,948 FTE: 1.0 Conservation and Development General Government 90 Contra Costa County FY 2019-2020 Recommended Budget Water Planning/Habitat Conservancy Description: Develop County’s water policy and administer the County Water Agency, which includes administration of the Coastal Impact Assistance Program and the East Contra Costa County Habitat Conservancy. The Water Agency is a County special district whose operating budget is included within the budget for County special districts. Water Planning/Habitat Conservancy Summary Service: Discretionary Level of Service: Discretionary Expenditures: $1,042,195 Financing: 1,042,195 Net Fund Cost:0 Funding Sources: Charges for Services 76.4% $796,373 Misc. Revenue 23.6% 245,822 FTE: 5.0 Conservation & Solid Waste Description: Administer curbside collection franchises and implement waste reduction and recycling programs in unincorporated areas of the County. Manage rate reviews for curbside collection in the unincorporated areas of the County and develop the curbside collection rate review methodology and related manuals. Conservation & Solid Waste Summary Service: Mandatory Level of Service: Discretionary Expenditures: $1,466,800 Financing: 1,466,800 Net Fund Cost: 0 Funding Sources: Expenditure Transfers 0.8% $11,919 Licenses/Permits 68.2% $1,000,000 Charges for Services 21.8% 320,000 Misc. Revenue 9.2% 134,881 FTE: 6.0 Transportation Planning Description: Develop an effective transportation network throughout the County by planning for roads and other types of transportation systems on countywide corridors and within local and neighborhood areas. Administer programs related to growth management, congestion management, and trip reduction. Transportation Planning Summary Service: Mandatory Level of Service: Discretionary Expenditures: $1,617,590 Financing: 1,617,590 Net Fund Cost: 0 Funding Sources: Charges for Services 60.0% $970,000 Misc. Revenue 40.0% 647,590 FTE: 5.0 Conservation and Development General Government Contra Costa County FY 2019-2020 Recommended Budget 91 Community Development Block Grant (CDBG) Description: Administer the County’s Community Development Block Grant that promotes safe and affordable housing, a suitable living environment and expanded economic opportunities, principally for persons of very low- and low-income. Community Development Block Grant Summary Service: Discretionary Level of Service: Discretionary Expenditures: $2,610,670 Financing: 2,610,670 Net Fund Cost: 0 Funding Sources: Misc. Revenue 91.4% $2,385,670 Charges for Services 8.6% 225,000 FTE: 12.0 Business and Information Services Description: Manage the department’s cost recovery efforts to ensure program revenues cover operating costs, and other fiscal and budget services. Provide purchasing, contract administration, and human resources/labor relations services for the department. Provide Geographic Information System support and development, including mapping services. Manage countywide demographic and census data. Manage land use application and permit tracking, electronic data and department Information Technology services. Provide administrative policy and procedure guidance for the department. Respond to requests for public documents and demographic data. Business and Information Services Summary Service: Discretionary Level of Service: Discretionary Expenditures: $5,574,311 Financing: 5,574,311 Net Fund Cost: 0 Funding Sources: Expenditure Transfers 94.0% $5,239,111 Charges for Services 0.8% 45,000 Misc. Revenue 5.2% 290,200 FTE: 28.0 Building Inspection Services Description: Review plans, issue building permits, and inspect the construction of buildings to ensure construction of structurally sound buildings. Building Inspection Services Service: Mandatory Level of Service: Mandatory Expenditures: $9,095,453 Financing: 9,095,453 Net Fund Cost: 0 Funding Sources: Expenditure Transfers 26.8% $2,437,599 Licenses/Permits 68.5% 6,228,036 Misc. Revenue 4.7% 429,818 FTE: 29.0 Conservation and Development General Government 92 Contra Costa County FY 2019-2020 Recommended Budget Code Enforcement Description: Respond to building and zoning complaints, perform on-site investigations of potential violations, abate hazardous structures, and inspect private property. Code Enforcement Summary Service: Mandatory Level of Service: Discretionary Expenditures: $1, 537,131 Financing: 1,537,131 Net Fund Cost: 0 Funding Sources: Expenditure Transfers 6.2% $96,039 Licenses/Permits 67.5% 1,037,092 Charges for Services 26.3% 404,000 FTE: 10.0 Weatherization Description: Provide free home weatherization services to low-income homeowners or tenants of single-family homes, apartments and mobile homes. Weatherization Summary Service: Discretionary Level of Service: Discretionary Expenditures: $1,170,977 Financing: 1,170,977 Net Fund Cost: 0 Funding Sources: Misc. Revenue 100.0% $1,170,977 FTE: 12.0 Application and Permit Center Description: Manage, review and process permits for land development /construction applications. Provide plan check and engineering services. Application and Permit Center Summary Service: Mandatory Level of Service: Discretionary Expenditures: $4,776,365 Financing: 4,776,365 Net Fund Cost: 0 Funding Sources: Expenditure Transfers 47.6% $2,273,365 Licenses/Permits 52.4% 2,503,000 FTE: 33.0 Clean Water Description: Provide plan review and inspection services for development projects requiring compliance with clean water regulations. Clean Water Summary Service: Discretionary Level of Service Discretionary Expenditures: $15,000 Financing: 15,000 Net Fund Cost: 0 Funding Sources: Licenses/Permits 100.0% $15,000 Conservation and Development General Government Contra Costa County FY 2019-2020 Recommended Budget 93 Residential Rental Inspection Program Description: Provide inspection services for all rental units in the unincorporated portions of the county. Residential Rental Inspection Program Summary Service: Discretionary Level of Service: Discretionary Expenditures: $11,455 Financing: 11,455 Net Fund Cost: 0 Funding Sources: Expenditure Transfers 100.0% $11,455 Vehicle Abatement Program Description: Provide inspection services and arrange for removal of abandoned vehicles that pose a hazard or public nuisance. Vehicle Abatement Program Summary Service: Discretionary Level of Service: Discretionary Expenditures: $140,000 Financing: 140,000 Net Fund Cost:0 Funding Sources: State DMV Fees 100.0% $140,000 Service Contracts/Satellite Locations Description: Provide inspection services to various contract cities and remote locations within the unincorporated county. Service Contract/Satellite Locations Program Summary Service: Discretionary Level of Service: Discretionary Expenditures: $5,523,500 Financing: 5,523,500 Net Fund Cost: 0 Funding Sources: Expenditure Transfers 99.2% $5,480,000 Misc. Revenue 0.8% 43,500 FTE: 4.0 Multi-Year Special Projects Description: At the request of the California Public Utilities Commission, provide plan check and inspection services to Marsh Creek Generating Station. Multi-Year Special Projects Service: Discretionary Level of Service: Discretionary Expenditures: $60,000 Financing: 60,000 Net Fund Cost:0 Funding Sources: State Dept of Motor Vehicle Fees 100.0% $60,000 Conservation and Development General Government 94 Contra Costa County FY 2019-2020 Recommended Budget Energy Upgrade CA Description: Provide residential retrofit programs to eligible local governments for cost- effective energy efficiency projects with funding from the Bay Area Regional Network State Energy Program Grant, with the Association of Bay Area Governments as the fiscal agent. Energy Upgrade CA Summary Service: Discretionary Level of Service: Mandatory Expenditures: $250,069 Financing: 250,069 Net Fund Cost: 0 Funding Sources: Charges for Services 100.0% $250,069 FTE: 1.0 Measure WW Grant Project (East Bay Regional Park District Regional Open Space, Wildlife, Shoreline and Parks Bond Extension) Description: Provide for funding allocation, through general obligation bonds, for local parks as approved by voters of Alameda and Contra Costa Counties. Measure WW Service: Discretionary Level of Service: Mandatory Expenditures: $2,272,266 Financing: 2,272,266 Net Fund Cost: 0 Funding Sources: Intergov. Rev 100.0% $2,272,266 Conservation and Development General Government County of Contra Costa FY 2019-2020 Recommended Budget 95 General Fund Summary – Federal and Other Specific Grant Programs General Fund 2017-18 Actuals 2018-19 Budget 2019-20 Baseline 2019-20 Recommended Change Expense Salaries And Benefits 319,628 306,433 535,443 535,443 0 Services And Supplies 6,972,305 15,235,615 13,310,529 13,310,529 0 Other Charges 207,009 186,100 312,000 312,000 0 Expenditure Transfers 1,379,038 1,573,900 1,929,000 1,929,000 0 Expense Total 8,877,980 17,302,048 16,086,972 16,086,972 0 Revenue Other Local Revenue 1,801,355 1,703,075 2,447,186 2,447,186 0 Federal Assistance 7,345,596 12,964,228 12,854,786 12,854,786 0 Revenue Total 9,146,951 14,667,303 15,301,972 15,301,972 0 Net County Cost (NCC): (268,971) 2,634,745 785,000 785,000 0 Allocated Positions (FTE) 2.0 3.0 3.0 3.0 0.0 Financial Indicators Salaries as % of Total Exp 4% 2% 3% 3% % Change in Total Exp 95% (7%) 0% % Change in Total Rev 60% 4% 0% % Change in NCC (1,080%) (70%) 0% Compensation Information Permanent Salaries 213,816 207,148 358,964 358,964 0 Deferred Comp 3,480 2,820 5,640 5,640 0 FICA/Medicare 15,993 15,847 27,450 27,450 0 Ret Exp-Pre 97 Retirees 677 0 0 0 0 Retirement Expense 66,057 63,563 101,188 101,188 0 Employee Group Insurance 13,889 12,768 37,049 37,049 0 Unemployment Insurance 478 104 180 180 0 Workers Comp Insurance 5,238 4,184 4,971 4,971 0 General Fund Grant Programs The preceding table presents information in aggregate format summarizing costs for a variety of grant programs that DCD administers through the County General Fund. DCD’s General Fund budget includes the following budget units: Conservation and Development General Government 96 County of Contra Costa FY 2019–2020 Recommended Budget Non-Federal Grant Programs: 0580 – Keller Canyon Mitigation 0591 – Housing Rehabilitation Federal Grant Programs: 0590 – HOPWA Grant 0592 – HUD Block Grant 0593 – HUD Emergency Shelter Grant 0594 – HUD HOME Block Grant CDBG-R Community Development Block Grant EECBG Energy Efficiency & Conservation Block Grant HOME Home Investment Partnership HOPWA Housing Opportunities for People with AIDS HPRP Homelessness Prevention and Rapid Re-Housing HUD U.S. Dept. of Housing & Urban Development Funding for the Housing Rehabilitation Program comes from dedicated grant funding for new housing, preservation of existing housing, economic development, infrastructure improvements, and neighborhood facilities and programs. The remaining DCD programs budgeted in the General Fund are community benefit programs funded by land use agreements, and grant programs that rely extensively on federal sources of revenue. The level of federal funding for these programs is based on a federal allocation formula. 1. Keller Canyon Mitigation Fee Description: Provide funding for community benefit programs within the East County community. Keller Canyon Mitigation Fee Summary Service: Discretionary Level of Service: Discretionary Expenditures: $1,848,000 Financing: 1,848,000 Net County Cost: 0 Funding Sources: Charges for Svcs 100.0% $1,848,000 2. Housing Rehabilitation, Economic Development & Sustainability Description: Provide financial assistance to low- and moderate-income families who are performing housing rehabilitation in order to ensure building code compliance of existing structures. In FY 2016-17, DCD received a General Fund subsidy to develop organizational capacity in Sustainability Programs, including establishing and filling the function of a County sustainability coordinator. The subsidy will continue in FY 2019-20, with an additional subsidy to expand economic development activities in the County. Housing Rehabilitation, Economic Development & Sustainability Summary Service: Discretionary Level of Service: Discretionary Expenditures: $1,384,186 Financing: 599,186 Net County Cost: 785,000 Funding Sources: Charges for Svcs 43.3% $599,186 General Fund 56.7% 785,000 FTE: 3.0 3. HOPWA Grant Description: Provide housing opportunities for people with HIV/AIDS. HOPWA Grant Summary Service: Discretionary Level of Service: Discretionary Expenditures: $862,410 Financing: 862,410 Net County Cost: 0 Funding Sources: Federal 100.0% $862,410 Conservation and Development General Government County of Contra Costa FY 2019-2020 Recommended Budget 97 4. HUD Block Grant Description: Provide annual direct grants that can be used to revitalize neighborhoods, expand affordable housing and economic opportunities, and/or improve community facilities and services, principally to benefit low- and moderate-income persons. HUD Block Grant Summary Service: Discretionary Level of Service: Mandatory Expenditures: $6,694,413 Financing: 6,694,413 Net County Cost: 0 Funding Sources: Federal 100.0% $6,694,413 5. HUD Emergency Shelter Grant Description: Provide homeless persons with basic shelter and essential supportive services. HUD Emergency Shelter Grant Summary Service: Discretionary Level of Service: Discretionary Expenditures: $620,050 Financing: 620,050 Net County Cost: 0 Funding Sources: Federal 100.0% $620,050 6. HUD HOME Block Grant Description: Provide grants for acquisition, rehabilitation or new construction of housing for rent or ownership, tenant-based rental assistance, and assistance to homebuyers. Funds may also be used for other necessary and reasonable costs related to the development of non-luxury housing, such as site acquisition, site improvements, demolition, and relocation. HUD Home Block Grant Summary Service: Discretionary Level of Service: Discretionary Expenditures: $4,677,913 Financing: 4,677,913 Net County Cost: 0 Funding Sources: Federal 100.0% $4,677,913 Other Special Revenue Programs The budget units included are: AVA Service Authority (Trust 814000) 0351 – Used Oil Recycling Grant 0367 – Fish and Game Protection 0370 – Livable Communities 0380 – HUD Neighborhood Stabilization Program 0479 – Housing Successor Agency 0561 – HOME Investment Partnership Act 0595 – Private Activity Bond 0596 – Affordable Housing 0597 – HUD Neighborhood Preservation Summary 0663 – Transportation Improvement- Measure J AVA Abandoned Vehicle Abatement CDBG Community Development Block Grant EECBG Energy Efficiency & Conservation Block Grant HOME Home Investment Partnerships HOPWA Housing Opportunities for People with AIDS HPRP Homelessness Prevention and Rapid Re- Housing HUD U.S. Dept. of Housing & Urban Development 1. Abandoned Vehicle Abatement Service Authority (AVA) Conservation and Development General Government 98 County of Contra Costa FY 2019–2020 Recommended Budget Description: Provide for the collection and disbursement of State funds to the cities and County for reimbursement of costs related to the abatement of abandoned vehicles in Contra Costa County. Funds are provided by a State Department of Motor Vehicle fee of $1 per vehicle registered in Contra Costa County. The AVA Special Revenue Fund was reclassified by the Auditor’s Office to a Trust Fund. As such, funds are no longer appropriated in the County Budget. 2. Used Oil Recycling Grant Description: Provide assistance to local government to establish or enhance permanent, sustainable used oil recycling programs through funding provided by the Department of Resources Recycling and Recovery (CalRecycle) Used Oil Recycling Block Grants. Used Oil Recycling Grant Summary Service: Discretionary Level of Service: Mandatory Expenditures: $93,279 Financing: 93,279 Net Fund Cost: 0 Funding Sources: Intergovernmental Rev 100.0% $93,279 Fund 111900 3. Fish and Game Protection Description: Provide programs promoting the propagation and conservation of fish and game in the County with funding from fines levied for violation of the California Fish and Game Code. Fish and Game Protection Summary Service: Mandatory Level of Service: Discretionary Expenditures: $141,670 Financing: 141,670 Net Fund Cost: 0 Funding Sources: Fines 100.0% $141,670 Fund 110200 4. Livable Communities Description: Aid in the implementation of the Smart Growth Action Plan as directed by the Board of Supervisors through funding from Developer Fees in the Camino Tassajara Combined General Plan Area. Livable Communities Summary Service: Discretionary Level of Service: Discretionary Expenditures: $1,905,098 Financing: 500,000 Net Fund Cost: 1,405,098 Funding Sources: Developer Fees 26.2% $500,000 Livable Com Fund 73.8% 1,405,098 Fund 133700 Conservation and Development General Government County of Contra Costa FY 2019-2020 Recommended Budget 99 5. HUD Neighborhood Stabilization Program Description: Provide assistance to the County to acquire and redevelop foreclosed properties that might otherwise become sources of abandonment and blight within the community. HUD Neighborhood Stabilization Program Summary Service: Discretionary Level of Service: Discretionary Expenditures: $760,000 Financing: 760,000 Net Fund Cost: 0 Funding Sources: Federal 100.0% $760,000 Fund 111800 6. Housing Successor Agency Description: Provide funding for all Successor Agency-related obligations and oversee activities related to the dissolution of the former Redevelopment Agency pursuant to the terms of the Dissolution Act. Housing Successor Agency Service: Discretionary Level of Service: Mandatory Expenditures: $11,255,150 Financing: 11,255,150 Net Fund Cost: 0 Funding Sources: Other Revenue 100.0% $11,255,150 Fund 115900 7. HOME Investment Partnership Act Description: Provide funding from HOME Program loan repayments for the development and rehabilitation of affordable housing. HOME Investment Partnership Act Service: Discretionary Level of Service: Mandatory Expenditures: $500,000 Financing: 500,000 Net Fund Cost: 0 Funding Sources: Other Revenue 100.0% $500,000 Fund 116100 8. Private Activity Bond Description: Provide funding for program staff costs and to finance property acquisition related to affordable housing and economic development projects with bond revenue received from single and multiple-family housing program. Private Activity Bond Summary Service: Discretionary Level of Service: Mandatory Expenditures: $1, 240,620 Financing: 1, 240,620 Net Fund Cost: 0 Funding Sources: Other Revenue 100.0% $1,240,620 Fund 111100 Conservation and Development General Government 100 County of Contra Costa FY 2019–2020 Recommended Budget 9. Affordable Housing Description: Provide financial assistance for additional affordable housing and economic development through reimbursement to the affordable housing program of mortgage payments on loans made from federal affordable housing program funds. Affordable Housing Summary Service: Discretionary Level of Service: Mandatory Expenditures: $397,000 Financing: 397,000 Net Fund Cost: 0 Funding Sources: Use of Money 100.0% $397,000 Fund 111300 10. HUD Neighborhood Preservation Description: Provide funding for the Building Inspection Division’s Housing Rehabilitation and Neighborhood Preservation Program loans and program administration with grants from HUD’s Community Development Block Grant program. HUD Neighborhood Preservation Summary Service: Discretionary Level of Service: Mandatory Expenditures: $804,700 Financing: 804,700 Net Fund Cost: 0 Funding Sources: Federal 100.0% $804,700 Fund 134900 11. Transportation Improvement-Measure J Description: Provide funding for specific transportation projects with Measure J monies, which are allocated based upon a 7-year Capital Improvement Program approved by the Board of Supervisors and other agencies. Transportation Improvement-Measure J Summary Service: Discretionary Level of Service: Discretionary Expenditures: $3,698,500 Financing: 3,698,500 Net Fund Cost: 0 Funding Sources: Measure J 100.0% $3,698,500 Fund 110900 Conservation and Development General Government County of Contra Costa FY 2019-2020 Recommended Budget 101 CAO’s Recommendation The Department of Conservation and Development manages programs to connect resources and services to local residents through the formulation and implementation of the County General Plan for land use, the administration of the Building Code and coordination of planning, building, special housing, economic development, infrastructure, solid waste and habitat conservation programs. Land Development Fund DCD’s operations are funded primarily through the Land Development Fund (programs funded in the General Fund are discussed separately below.) DCD’s Baseline and Recommended Budget of $34,242,000 reflects an increase in expenditures of $881,787 over the current year budget. Salaries and benefits total $25,105,406, an increase of $1,311,331 over the current year. The increase can be primarily attributed to an increase in employee group insurance costs, negotiated salary increases taking effect at the beginning of the fiscal year, and the addition of three positions. The department added an Information Systems Programmer/Analyst II, three Planner I positions and reassigned the Economic Development Manager to the General Fund budget in FY 2018-19, for a new full-time equivalent total of 174 positions in the Land Development programs. The Baseline/ Recommended amount for Service and Supplies increased from the current year by $1,919,989, mainly attributed to the transfer of costs for the Measure WW grant from Other Charges, to include additional anticipated growth in professional/specialized services, IT-related expenses, and administrative service costs. Other Charges decreased by $730,052 primarily for transfer of costs for the Measure WW grant to Services and Supplies, and Fixed Assets are decreased by $900,000 primarily because of the completion of the remodel of the 40 Muir Rd. facility. Expenditure Transfers increased by $719,481 primarily for anticipated transportation, CDBG, and new construction reimbursements. Revenues for land development increased by $1,881,787 as a result of a variety of land use projects, and an anticipated increase in permitting activities for FY 2019-20. General Fund Programs DCD administers numerous programs that are budgeted in the General Fund, including Keller Canyon Landfill Mitigation and Housing Rehabilitation, which are local discretionary programs, and a variety of federal grant programs. DCD’s Baseline and Recommended General Fund budgets are $16,086,972, including an increase in Salaries and Benefits of $229,010 due to the reassignment of the Economic Development Manager to the General Fund, for a total of three full-time equivalent positions in the General Fund Programs. All other expenditures are decreased by $1,444,086 from the current year budget, primarily due to a decrease in non-County professional/specialized services. Revenue projections increased by $634,669 due to an expected increase from Keller Canyon franchise revenues. The General Fund subsidy to the Department of $785,000 comprises $285,000 for the County Sustainability Program and $500,000 for economic development activities. Other Special Revenue Programs DCD administers several special revenue funds, one of which is the Abandoned Vehicle Abatement Service Authority. DCD is responsible for the collection and disbursement of State funds to the cities and County for reimbursement of costs related to the abatement of abandoned vehicles. Another special revenue fund is the Housing Successor trust fund. This fund provides funding for all housing- related obligations and functions of the former Redevelopment Agency, now the Housing Successor Agency. Performance Measurements The following is a progress report of the goals identified in FY 2018-19: Complete the implementation of an upgrade to the Department’s permit tracking software, Accela Automation. Conservation and Development General Government 102 County of Contra Costa FY 2019–2020 Recommended Budget DCD initiated the project to update the Department’s permit tracking software. The project will be completed during FY 2019-20. Work with the Public Works Department to increase integration of computer software systems to enhance information and access to the public and expand online services. DCD and PWD are actively working to upgrade and improve integration of the software systems used by the two departments to assist the public with land development projects. This will be an ongoing effort in FY 2019-20. Continue to seek opportunities to enhance the County’s energy and sustainability programs and to implement the goals of the County’s Climate Action Plan. DCD successfully applied for and obtained multiple grants to fund initiatives in this area, including grants to study the potential for expanding electric vehicle charging stations and renewable energy generation within the County. The Department continued to implement numerous energy efficiency programs and staff the Board’s Ad Hoc Committee on Sustainability and County Sustainability Commission. Review and revise the County’s Planned Unit District (P-1) ordinance to eliminate the minimum acreage requirement for proposed P-1 development. DCD will continue to work on this goal in FY 2019-20. Review and implement new changes to the Surface Mining and Reclamation Act of 1975. DCD will continue to work on this goal in FY 2019-20. Revise the County’s Tree Preservation and Protection Ordinance to streamline the ordinance. DCD will continue to work on this goal in FY 2019-20. Continue work on the small farm animal ordinance and bring it to the Board for adoption in 2018. On May 1, 2018, the Board of Supervisors adopted the Small Farm Animal Ordinance. The Current Planning Division will evaluate and prepare a short-term rental ordinance. Currently, staff is seeking community input and we expect the ordinance to go to the Board for final adoption in late 2018. The Board of Supervisors gave final direction to DCD staff on September 25, 2018 regarding the short-term rental provisions to be included in the ordinance. Continue to work with other County departments and the Community to prepare a permanent land use regulation addressing cultivation, distribution, delivery and manufacturing of cannabis and cannabis products within unincorporated Contra Costa County. The Board of Supervisors adopted the land use regulations addressing cultivation, distribution, delivery and manufacturing of cannabis and cannabis products within unincorporated Contra Costa County on June 26, 2018. Continue efforts to expedite review of land development and planning applications. DCD filled vacant positions and incorporated this goal into our approach to multiple process. There is more work to be done and DCD will continue to work on this goal in FY 2019-20. In cooperation with the Contra Costa Transportation Authority, assist with securing grants and conducting a Countywide Accessible Transit Study. Conservation and Development General Government County of Contra Costa FY 2019-2020 Recommended Budget 103 The County submitted a grant application in February 2018 under the Caltrans Sustainable Transportation program on behalf of the Contra Costa Transportation Authority (CCTA). Conditional grant award was provided to CCTA in May 2018, and a grant agreement effective October 1, 2018. County and CCTA staff are in the process of initiating the planning process which is anticipated to complete in 2020. Develop new funding streams to fund the operations of the improvement of accessible transportation services. A bill proposal establishing a new funding stream for accessible transportation services (fund source: Greenhouse Gas Reduction Fund) was submitted to the State Legislative Counsel’s office in December 2018. We anticipate a draft, unbacked bill to be available for review early in 2019 (February/March). Staff and our legislative advocate continue to work on identifying legislator to carry the bill in addition to developing other funding options. Assist the Sheriff’s Office of Emergency Services in developing a transit transportation response protocol for the Disability/Access and Functional Needs population. DCD Transportation staff attends the Sheriff’s Disabilities/Access and Function Needs Steering Committee meeting and advises on policies and protocols to improve the transportation response to this population. DCD will continue to work on this goal for FY 2019-20. Collaborate with the Public Works Department to finalize the County’s Vision Zero and Complete Streets implementation strategy. DCD is in the process of developing a Vision Zero Plan to address severe and fatal collisions on County-owned roadways and will identify key collision trends in the County, priority corridors in which severe and fatal collisions occur, and an implementation strategy to address the collision trends. It is anticipated that this plan will be complete in June 2019. DCD and Public Works staff are collaborating on several efforts related to Complete Streets implementation including developing a checklist used to evaluate land development projects for compliance with complete streets policies; pursuing grant funds to develop a Short-term Active Transportation Infrastructure Plan intended to inventory the County’s roadways and identify opportunities to quickly re-stripe or repave streets to build new or enhanced bikeways and sidewalks. DCD and Public Works staff meet quarterly with the East Bay Bicycle Coalition to discuss these projects. Update the Airport Land Use Compatibility Plan. The Airport Land Use Compatibility Plan will likely be considered by the Airport Land Use Commission in August or September 2019. Initiate active transportation corridor studies for the Iron Horse and Marsh Creek corridors. The Iron Horse Corridor Active Transportation Study was initiated in June 2018 and scheduled to end December 2019. The Marsh Creek Corridor Multi-Use Feasibility Study was initiated in January 2019 and scheduled to end July 2019. Finalize and adopt I-680/Treat Blvd. Bicycle and Pedestrian Improvement Study and seek implementation funds (grants). The planning study was completed in April 2018. Implementation funds have not yet been identified. However, the project will be automatically considered for regional Active Transportation Program funds (award announcements spring 2019). DCD staff will continue to pursue implementation grant funds. Conservation and Development General Government 104 County of Contra Costa FY 2019–2020 Recommended Budget Assist in development of Contra Costa Transportation Authority (CCTA) Electric Vehicle (EV) readiness plan; continue to seek funding for County EV Infrastructure at County facilities. DCD staff has assisted CCTA to obtain grant funding to develop an EV readiness plan and has coordinated with Public Works to seek grant funds for installation of EV charging stations at County facilities. Submit grant application and otherwise seek funding for short-line railroad feasibility study in the Northern Waterfront area. Assist with conducting the feasibility study. The United States Economic Development Administration awarded the County a Planning and Local Technical Assistance Program grant to conduct the Northern Waterfront Short-Line Railroad Feasibility Study. A Request for Proposals has been issued, staff anticipates the Study will be complete in late 2019, early 2020. Complete and submit Complete Measure J Growth Management Program Compliance Checklist to secure Measure J return-to-source funds. The Growth Management Compliance checklist is complete and undergoing final review. Staff anticipates bringing the checklist to the Board of Supervisors in April 2019. Work with the County Auditor-Controller to combine the Oversight Boards in 17 jurisdictions in the County into a single countywide Successor Agency Oversight Board, effective July 1, 2018, as required by the Redevelopment Dissolution Act, Section 34179(11)(j) of the Government Code. The Countywide Oversight Board was assembled on July 1, 2018 and is being staffed by DCD. The new Oversight Board met in September 2018 and January 2019. Continue to position housing assets, formerly owned by the Redevelopment Agency, for development of residential and/or mixed-use development. The County conveyed the Heritage Point Housing site in North Richmond and construction began on 43 multiple-family residential units. Designate developers for sites and work toward a Disposition and Development Agreement with the designated developer for the Bay Point Orbisonia Heights project. Following the conclusion of the Exclusive Negotiation Agreement period, DCD is preparing a Disposition and Development Agreement with the designated developer, Pacific Communities. Continue to update the 2020-2040 General Plan. In September 2018 the Department contracted with PlaceWorks to assist with the General Plan update. Work has begun on the first tasks, including meeting with each County Supervisor to discuss the ways the update may affect their district, assembling the Technical Advisory Working Group composed of staff from various County departments, and developing the public outreach plan and dedicated website. Continue to participate with the Delta counties to prevent damage to the County’s water quality, ecosystem and economy from State plans to build new Delta water conveyance systems for Southern California and the Central Valley. The primary focus of the Delta counties has been to protect the Delta from a water conveyance infrastructure project (WaterFix) that proposes to build two 35-mile tunnels under the Delta. This project would negatively impact the Delta’s ecosystem, water quality and significantly change the Delta landscape. Contra Costa County is an Conservation and Development General Government County of Contra Costa FY 2019-2020 Recommended Budget 105 appellant in the State Water Board hearing related to the tunnels. CCC is also participating in several lawsuits that oppose the tunnels and we continue to advocate in Sacramento and Washington DC about better alternatives to the tunnels. Manage the Contra Costa County Groundwater Sustainability Agency (CCC GSA) and continue to participate in the development of the Groundwater Sustainability Plan for the portion of the Tracy sub-basin within the County, as described in the Board adopted Memorandum of Understanding. The County is the land use authority for all unincorporated lands in this basin. Contra Costa County GSA has participated in monthly meetings with the East Contra Costa County GSAs that include the Cities of Antioch and Brentwood, Byron Bethany Irrigation District, Diablo Water District, Discovery Bay Community Services District, East Contra Costa Irrigation District and the County. All seven GSAs have signed a memorandum of understanding agreeing to prepare a single Groundwater Sustainability Plan (GSP) for the groundwater basin within the County. The GSAs have also received approval from the State to divide management responsibility along the Contra Costa County and San Joaquin County border. This means the CCC GSAs will manage the groundwater basin in Contra Costa County and San Joaquin County GSAs will manage the groundwater basin in San Joaquin County. The CCC GSAs applied for and received grant funding from the State to help offset the costs of preparing a GSP. The CCC GSAs share responsibility for preparing and implementing the GSP, which must be submitted to DWR by January 31, 2022. Continue to pursue County safe school goals by engaging the State on the reform of school siting and school speed zone policies and consider the need for a local ordinance. In process. The County submitted detailed comments on the State’s long-delayed, Title 5 (school siting) update process in 2018. There has been no progress addressing school speed zone policies. Continue to lead implementation of the East Contra Costa County Habitat Conservation Plan/Natural Community Conservation Plan (ECCC HCP/NCCP) and in the process, conserve and acquire 1,000 acres of land; design one or more large wetland restoration projects; construct one large restoration project and one small restoration project; streamline permitting for public infrastructure and other projects; and collaborate with California State Water Resources Control Board to develop a streamlined permitting process similar to the approach offered by the HCP/NCCP. The ECCC HCP/NCCP continues to be implemented. In 2018, the Conservancy with its partners conserved approximately 300 acres of land, constructed one large restoration project, and completed a range of land management actions (restoration, range improvements, security, etc.). The HCP/NCCP provided streamlined permitting for 29 projects that including economic development, housing and infrastructure projects. Conversation continued with other resources agencies to expand the streamlined permitting offered by the Conservancy. Coordinate with other County Department and City staff to prepare for the 2020 US Census, including geographic updates and community outreach strategy. The Board of Supervisors has approved a resolution to commit to work on Census 2020 Outreach and receive $362,605 in State funding to support the Complete Count effort. The Board of Supervisors established the Complete Count Steering Committee to guide the Census 2020 Outreach effort. DCD staff completed two geographic updates, the Local Update of Census Address (LUCA) and the Bock Boundary Suggestion Project (BBSP). The LUCA process added an estimated 5,000 new Conservation and Development General Government 106 County of Contra Costa FY 2019–2020 Recommended Budget addresses to the Master Address File. DCD worked with the Department of Information Technology to update the existing County address file to ensure the County Address file was correct. The BBSP resulted in hundreds of thousands of edits to census geography. Continue to support development and expansion of unincorporated area parks through Park Impact, Park Dedication and Measure WW funding. Collected $1.7 million in Park Impact/Park Dedication fees and continued to implement park projects. Continued to implement Measure WW funding, including approval of all proposed park expenditures. East Bay Regional Park District extended the project completion deadline until December 31, 2021. Continue to improve outreach to low- income communities with information on how to apply for and receive assistance through Weatherization and Neighborhood Preservation programs to improve the comfort, safety and habitability of their homes. DCD continues to implement and market these programs. Continue to provide homebuyer assistance by providing Mortgage Credit Certificates, which give homebuyers personal income tax reductions. DCD continues to provide Mortgage Credit Certificates. Continue to assist in the production and preservation of affordable housing by providing conduit issuer services for multi-family tax-exempt bonds, and low interest deferred development loans. DCD continues to provide conduit issuer services. Continue to support local non-profit service agencies by providing grants through the Community Development Block Grant, Keller Canyon Mitigation Fund, and North Richmond Mitigation Fund. This goal has been successful and is ongoing. DCD expects to continue working on this goal in FY 2019-20. Administrative and Program Goals DCD has identified the following administrative and program goals for FY 2019-20: Complete the implementation of an upgrade to the Department’s permit tracking software, Accela Automation to improve functionality and enhance services for the public. Prepare an ordinance for Board of Supervisors consideration to adopt the 2019 California Building Code, with local amendments. Continue to implement the goals of the County’s Climate Action Plan and begin a multi-year process of updating the Climate Action Plan to address energy and sustainability goals beyond 2020. Seek and expand the use of renewable energy within the County and partner with the Contra Costa Transportation Authority and other agencies to increase the network of electric vehicle charging stations within the County. Partner with the County Library and Health Services Departments to educate the public and promote the benefits of home energy efficiency. Review and revise the County’s Planned Unit District (P-1) ordinance to eliminate the minimum acreage requirement for proposed P-1 development. Review and implement new changes to the Surface Mining and Reclamation Act of 1975. Conservation and Development General Government County of Contra Costa FY 2019-2020 Recommended Budget 107 Prepare proposed revisions to the County’s Tree Preservation and Protection Ordinance to make it a more effective, efficient tool for regulating impacts to significant resources. Prepare the Short Term Rental Ordinance based on input received from the County Board of Supervisors. Continue efforts to expedite review of land development and planning applications. Implement the Board’s direction on Renewable Energy by developing a proposed Zoning Text Amendment and Zoning Overlay District for Renewable Energy. Review and update the County’s Sign Ordinance including the offsite Advertising Sign Ordinance. Comprehensively review and propose updates and reforms of the current Zoning Ordinance, including identifying changes requiring immediate attention. Continue Envision Contra Costa 2040, the comprehensive update to the County’s General Plan. Launch the County’s new land use permitting program for commercial cannabis. Manage the Contra Costa County Groundwater Sustainability Agency and continue to participate in the development of the Groundwater Sustainability Plan for the portion of the Tracy sub-basin within the County, as described in the Board adopted Memorandum of Understanding. The County is the land use authority for all unincorporated lands in this basin. Initiate update of the Board adopted Delta Water Platform. Continue to support the study of deepening the San Francisco to Stockton ship channel. Continue to pursue County safe school goals by engaging the State on the reform of school siting and school speed zone policies and consider the need for a local ordinance. Continue to lead implementation of the East Contra Costa County Habitat Conservation Plan/Natural Community Conservation Plan (HCP/NCCP) and staff the East Contra Costa County Habitat Conservancy as it seeks to conserve and acquire 1,000 acres of land; design and/or construct one or more wetland restoration projects; streamline permitting for public infrastructure and other projects; and collaborate with California State Water Resources Control Board to develop a streamlined permitting process similar to the approach offered by the HCP/NCCP. In cooperation with the Contra Costa Transportation Authority, develop the Countywide Accessible Transportation Strategic Plan. Continue to pursue the development of new funding streams to support the operations and improvement of accessible transportation services. Assist the Sheriff’s Office of Emergency Services and Bay Area Urban Areas Security Initiative in developing a transit / transportation response protocol for the Disability/Access and Functional Needs population. Collaborate with the Public Works Department to finalize the County’s Vision Zero and Complete Streets implementation strategy and begin applying the policies and strategies. Update the Airport Land Use Compatibility Plan. Continue to develop active transportation corridor studies for the Iron Horse and Marsh Creek corridors. Conservation and Development General Government 108 County of Contra Costa FY 2019–2020 Recommended Budget Seek implementation funds (grants) for I- 680/Treat Blvd. Bicycle and Pedestrian Improvement Study. In cooperation with the Public Works Department, propose regulations for shared mobility devices (e.g. docked and dockless bikeshare, scooters) in unincorporated Contra Costa County. Assist in development of Contra Costa Transportation Authority Electric Vehicle (EV) readiness plan; continue to seek funding for County EV Infrastructure at County facilities. Conduct the short-line railroad feasibility study in the Northern Waterfront area. Complete and submit complete Measure J Growth Management Program Compliance Checklist to secure Measure J return-to- source funds. Coordinate with the County Auditor- Controller to staff the Countywide Oversight Board for 17 Successor Agency jurisdictions in the County, as required by the Redevelopment Dissolution Act, Section 34179(11)(j) of the Government Code. Continue to position housing assets, formerly owned by the Redevelopment Agency, for development of residential and/or mixed-use development. Finalize and implement Disposition and Development Agreements with developers for the Bay Point Orbisonia Heights project, the Rodeo Town Center Project, and the Contra Costa Centre Block D project. Continue to participate with the Delta counties to prevent damage to the County’s water quality, ecosystem and economy from State plans to build new Delta water conveyance systems for Southern California and the Central Valley. Coordinate with other County Departments and City staff to prepare for the 2020 US Census, including geographic updates and community outreach strategy. Continue to support development and expansion of unincorporated area parks through Park Impact, Park Dedication, Measure WW funding, and additional grant funding. Continue to improve outreach to low-income communities with information on how to apply for and receive assistance through Weatherization and Neighborhood Preservation programs to improve the comfort, safety and habitability of their homes. Continue to provide first-time homebuyer assistance by providing Mortgage Credit Certificates, which give homebuyers personal income tax reductions. Continue to assist in the production and preservation of affordable housing by administering federal and state financing programs including multi-family housing revenue tax-exempt bonds, HOME Investment Partnerships Act, Community Development Block Grant, Housing Opportunities for Persons with AIDS, No Place Like Home, etc. Continue to support local non-profit service agencies by providing grants through the Community Development Block Grant, Keller Canyon Mitigation Fund, and North Richmond Mitigation Fund. Continue to develop the County’s new economic development program to promote economic growth and jobs and transition the County-led Northern Waterfront Economic Development Initiative from planning to the implementation phase. Continue to implement programs and services to reduce solid waste disposal and promote reuse and recycling as required by the Integrated Waste Management Act (AB 939), including dedicating resources to assist with enhancing the recycling of materials generated at county facilities, and Conservation and Development General Government County of Contra Costa FY 2019-2020 Recommended Budget 109 enforcing mandatory commercial recycling and organics requirements. Assist the Contra Costa County Fish and Wildlife committee with making and implementing recommendations to the Board on grants from the Fish and Wildlife Propagation Fund to support local natural resources. Continue to staff various boards and appointed committees, including but not limited to the Board’s Transportation, Water and Infrastructure committee, the Board’s Sustainability Committee, the Board’s Ad- Hoc Committee on the Northern Waterfront, the Planning Commission, Affordable Housing, Finance Committee, Abandoned Vehicle Abatement Service Authority, Fish and Wildlife Committee, Airport Land Use Commission, TRANSPLAN, and the Historic Landmarks Advisory Committee. Conservation and Development General Government 110 County of Contra Costa FY 2019–2020 Recommended Budget Contingency Reserve General Government County of Contra Costa FY 2019-2020 Recommended Budget 111 General Fund 2017-18 Actuals 2018-19 Budget 2019-20 Baseline 2019-20 Recommended Change Expense Provisions For Contingencies 0 8,000,000 10,000,000 10,000,000 0 Expense Total 0 8,000,000 10,000,000 10,000,000 0 Net County Cost (NCC): 0 8,000,000 10,000,000 10,000,000 0 Financial Indicators % Change in Total Exp 0% 25% 0% % Change in NCC 0% 25% 0% Contingency Reserve Description: To provide funding for unforeseen emergencies or unanticipated new expenditures occurring during the fiscal year, which have no other funding sources. Contingency Reserve Summary Service: Discretionary Level of Discretion: Discretionary Expenditures: $10,000,000 Financing: 0 Net County Cost:0 Funding Sources: Reserves 100.0% $10,000,000 CAO’s Recommendation The $10 million contingency reserve was eliminated in FY 2006-07 after remaining basically unchanged for 16 years. The County Administrator’s Office recommended that the practice of appropriating $10 million for contingency be discontinued and that the funds be designated for Contingency on the General Ledger. The recommendation was implemented to offset a portion of the County’s $45 million budget reduction in that year. The anticipated impact of that recommendation was that appropriations would no longer be inflated and annually generated scarce resources would not be required to balance them. The County Administrator reinstated the contingency reserve in FY 2012-13. General Fund contingencies include funding necessary to provide continued County operations despite economic uncertainties. As a general rule a contingency fund should be maintained at a level sufficient to finance all issues/items which may occur during the fiscal year, but were unforeseen during the budget process. Failure to appropriate a reasonable level of funding for contingencies is not prudent and could likely result in a “midyear budget crisis”. The County Administrator recommends that reserves in the amount of $10 million be appropriated for FY 2019-20. The appropriation will allow funding for: 1) any unforeseen emergency that the Board may need to fund during the fiscal year; 2) appropriations without a dedicated earmark to help to rebuild and grow the County’s fund balance; and 3) appropriations for technology projects to increase efficiencies and economies. Contingency Reserve General Government 112 County of Contra Costa FY 2019-2020 Recommended Budget County Administrator David Twa, County Administrator General Government County of Contra Costa FY 2019-2020 Recommended Budget 113 General Fund 2017-18 Actuals 2018-19 Budget 2019-20 Baseline 2019-20 Recommended Change Expense Salaries And Benefits 5,400,074 6,484,893 6,767,063 6,880,163 113,100 Services And Supplies 9,023,627 15,631,965 10,484,008 10,484,008 0 Other Charges 0 268,000 1,253,310 1,253,310 0 Fixed Assets 105,777 46,000 46,000 46,000 0 Expenditure Transfers (289,691) 2,719 (73,662) (73,662) 0 Expense Total 14,239,787 22,433,577 18,476,719 18,589,819 113,100 Revenue Other Local Revenue 8,236,149 9,911,589 10,856,719 10,969,819 113,100 Federal Assistance 545,176 0 0 0 0 State Assistance 200,000 200,000 200,000 200,000 0 Revenue Total 8,981,325 10,111,589 11,056,719 11,169,819 113,100 Net County Cost (NCC): 5,258,462 12,321,988 7,420,000 7,420,000 0 Allocated Positions (FTE) 34.0 35.0 34.0 35.0 1.0 Financial Indicators Salaries as % of Total Exp 38% 29% 37% 37% % Change in Total Exp 58% (18%) 1% % Change in Total Rev 13% 9% 1% % Change in NCC 134% (40%) 0% Compensation Information Permanent Salaries 3,416,848 4,082,646 4,321,997 4,391,997 70,000 Temporary Salaries 0 21,000 29,000 29,000 0 Deferred Comp 46,436 45,057 64,800 66,600 1,800 FICA/Medicare 226,716 273,591 288,797 293,197 4,400 Ret Exp-Pre 97 Retirees 11,417 7,500 7,500 7,500 0 Retirement Expense 1,077,479 1,327,543 1,314,680 1,335,291 20,611 Employee Group Insurance 334,635 439,223 509,847 525,788 15,941 Retiree Health Insurance 149,170 154,308 146,057 146,057 0 OPEB Pre-Pay 103,872 103,872 62,840 62,840 0 Unemployment Insurance 7,652 2,008 2,140 2,175 35 Workers Comp Insurance 25,848 28,145 19,403 19,716 313 Board Support & General Administration Description: Acts as the principal staff advisor to the Board of Supervisors and administers County operations. The duties of the County Administrator and staff include furnishing reports to the Board, providing information and advice, implementing policy directives and orders County Administrator General Government 114 County of Contra Costa FY 2019-2020 Recommended Budget adopted by the Board, coordinating the work performed by County departments and County special districts, and with the assistance of the County Auditor-Controller, preparing and monitoring the annual County budget. Board Support & General Administration Service: Mandatory Level of Service: Discretionary Expenditures: $5,550,348 Financing: 278,189 Net County Cost: 5,272,159 Funding Sources: Charges - 1.1% $59,131 Divisions & Depts Property Tax Adm 3.9% 219,058 General Fund 95.0% 5,272,159 FTE: 15.3 AB 109 – Program/Administration Description: In 2011, Assembly Bill 109 transferred responsibility for supervising individuals convicted of specific low-level felony offenses from the California Department of Corrections and Rehabilitation to counties. This Act tasked local government at the county level with developing a new approach to reducing recidivism among this population. The County Administrator’s Office, through the Office of Reentry and Justice (ORJ), established in January 2017, provides program evaluation, system planning and administrative support including staff to facilitate the Countywide program. ORJ oversees the AB 109-funded Community Programs (which provide housing, job training, mentoring, civil legal services and family reunification services for returning residents and launched the Reentry Success Center and the Reentry Network of Services), the development of a countywide Ceasefire Program, and the facilitation of the Racial Justice Oversight Body. Appropriations shown here include only those allocated to the ORJ and Community Programs provided throughout the County through various contracts; additional allocations are distributed among other County Departments, including: District Attorney, Health Services, Probation, Public Defender, and Sheriff. AB 109 Program/Administration Service: Mandatory Level of Service: Discretionary Expenditures: $9,167,012 Financing: 8,217,012 Net County Cost: 950,000 Funding Sources: State Realignment (AB-109) 89.6% $8,217,012 General Fund 10.4% 950,000 FTE: 3.8 Labor Relations Description: Administers the County’s labor management relations programs including managing the collective bargaining process, grievance investigation, providing training and counseling to managers and employees, as well as problem resolution. Labor Relations Summary Service: Mandatory Level of Service: Discretionary Expenditures: $2,169,778 Financing: 1,249,572 Net County Cost: 920,206 Funding Sources: Charges - 57.6% $1,249,572 Divisions & Depts General Fund 42.4% 920,206 FTE: 6.0 County Administrator General Government County of Contra Costa FY 2019-2020 Recommended Budget 115 CCTV & Public Information Description: Administers cable franchises and community access television (CCTV). Supported primarily by cable TV franchise fees and Public, Education and Government (PEG) Fees. CCTV & Public Information Summary Service: Mandatory Level of Service: Discretionary Expenditures: $1,488,708 Financing: 1,488,708 Net County Cost:0 Funding Sources: CATV Franchise 66.3% $987,514 PEG Fees 24.0% 357,653 Charges for Svc 9.7% 143,541 FTE: 8.0 Equal Employment Opportunity Description: Works to ensure that County employees, applicants, and vendors are provided a professional environment that is free from discrimination and/or harassment. Equal Employment Opportunity Office Summary Service: Mandatory Level of Service: Discretionary Expenditures: $287,635 Financing: 10,000 Net County Cost: 277,635 Funding Sources: Transfers 3.5% $10,000 General Fund 96.5% 277,635 FTE: 2.0 CAO’s Recommendation Baseline Budget The fiscal year 2019-20 baseline net County cost decreased by $4,901,988 from fiscal year 2018-19. The reduction primarily reflects the elimination of restricted prior year fund balance of $4,542,599 primarily from CATV franchise fees and AB-109 restricted revenue. Baseline costs for salaries and benefits increased by $282,170 and includes a 4% cost of living increase as of July 1, 2019. Services and supplies, specifically non-county professional services, decreased by $873,191. Contributions to other agencies increased by $1,253,310. The decrease to outside professional services costs as well as the increase in contributions to other agencies reflect adjustments adopted by the Public Protection Committee for the AB109 Community Programs fiscal year 2019-20 budget. Cost offsets from expenditure transfers increased by $76,381 and revenue increased by $945,297. The adjustment in revenue primarily reflects an increased share of A-87 cost plan revenue and increased revenue from the AB 109 – Office of Reentry and Justice, Recommended Budget The Recommended Budget includes funding for one Community & Media Relations Specialist in the CCTV division. The position will be 100% funded by fees for services. The recommended net County cost of $7,420,000 will provide the funding necessary to maintain baseline services in fiscal year 2019- 20. County Administrator General Government 116 County of Contra Costa FY 2019-2020 Recommended Budget Performance Measurements County Administrator accomplishments during fiscal year 2018-19 include: The County Budget has been structurally balanced for eight years in a row. The County received the Government Finance Officers Association Distinguished Budget Presentation Award for each of those eight years. Initiated an Opt-in agreement with the State of California – California Complete Count- Census 2020 Office that resulted in an award of $362,605 to conduct outreach and facilitate a complete and accurate count of all Contra Costa County residents during the 2020 Census. After months of negotiations, we have entered into new Contracts with most of our bargaining groups resulting in substantially improved Health Insurance Benefits, and increased wages. Continued process on constructing two significant capital projects, a new 72,000 square foot administration building to replace the existing 651 Pine Street facility and a new 38,0000 square foot EOC and administration building for the Sheriff. In 2020/21 the new administration building and the new EOC will come on line and will reduce the current $272 million deferred maintenance backlog by over $30 million. In addition to these two major projects, the County is continuing to design and plan for the West County Re-Entry, Treatment and Replacement Housing Project (WRTH). This project will partially replace space in the older Martinez Detention Facility and will add 96 beds to treat detainees with mental health issues in a more appropriate setting Continued strong financial controls including management of the County’s OPEB liability (unfunded Liability reduced from $2.6 B in 2008 to current $764 M). Facilitated one of the first TRUTH Act community forums in the State. Discontinued housing ICE detainees at county adult detention facilities. Administrative and Program Goals Increase effectiveness of organizational sector budget oversight and promote service delivery improvements and interdepartmental coordination: Annual budget and program goal development/reviews and recommendations Quarterly financial reviews Monthly service delivery monitoring As-needed support and consultation Conduct departmental site visits Develop and implement a strategic outreach plan to engage hard-to-county populations to facilitate a complete and accurate county of all Contra Costa County residents during the 2020 Census. Provide Board of Supervisors with high quality support: Staff Ad Hoc and standing Board of Supervisor Committees Manage Board of Supervisors agenda development process, including automation of agenda process Provide research, information and recommendations on issues as requested by Board members Keep all Board members uniformly informed of new policies/practices Manage Advisory Committee tasks, in compliance with Maddy Act requirements and Board of Supervisors’ policies. Provide county-wide record keeping and document management through Clerk of the Board’s Office. County Administrator General Government County of Contra Costa FY 2019-2020 Recommended Budget 117 Provide leadership for Contra Costa County to succeed on the primary focus areas of: Fiscal Health, Service Delivery Efficiency/ Effectiveness, Public Education, Teamwork/ Organizational Development: Continue to work with the Board of Supervisors, unions, and Departments to address Pension Liability. Regularly promote and set expectations for focus area accomplishment Evaluate Countywide progress Share information on progress with County staff and general public Continue to refine and implement the County’s other Post Employment Benefit Strategic Plan. Continue to protect and advance the County’s interests through the federal and state legislative program. Develop and provide county-wide public information through use of all forms of media, including print, CCTV and WEB content. Develop and implement a strategic outreach plan to engage hard-to-count populations to facilitate a complete and accurate count of all Contra Costa County residents during the 2020 Census. FY 2019-20 Program Modification List Order Reference to Mand/Disc List Program Name Services FTE Net County Cost Impact Impact 1 3 CCTV Salaries and Benefits 1.0 113,100 Add 1 Community & Media Relations Specialist. 2 3 CCTV Revenue 0.0 113,100 Increase Charges for Service revenue. Total 1.0 0 County Administrator General Government 118 County of Contra Costa FY 2019-2020 Recommended Budget County Counsel Sharon L. Anderson, County Counsel General Government County of Contra Costa FY 2019-2020 Recommended Budget 119 General Fund 2017-18 Actuals 2018-19 Budget 2019-20 Baseline 2019-20 Recommended Change Expense Salaries And Benefits 10,115,749 10,991,116 11,445,245 11,445,245 0 Services And Supplies 674,599 1,344,973 1,309,554 1,309,554 0 Fixed Assets 0 57,109 42,423 42,423 0 Expenditure Transfers (4,759,373) (4,672,473) (5,419,372) (5,419,372) 0 Expense Total 6,030,975 7,720,726 7,377,850 7,377,850 0 Revenue Other Local Revenue 5,261,914 4,720,726 5,377,850 5,377,850 0 Revenue Total 5,261,914 4,720,726 5,377,850 5,377,850 0 Net County Cost (NCC): 769,061 3,000,000 2,000,000 2,000,000 0 Allocated Positions (FTE) 50.0 52.0 52.0 52.0 0.0 Financial Indicators Salaries as % of Total Exp 168% 142% 155% 155% % Change in Total Exp 28% (4%) 0% % Change in Total Rev (10%) 14% 0% % Change in NCC 290% (33%) 0% Compensation Information Permanent Salaries 6,479,601 7,006,391 7,446,931 7,446,931 0 Temporary Salaries 56,667 215,795 165,484 165,484 0 Permanent Overtime 66 0 0 0 0 Deferred Comp 50,600 52,980 65,820 65,820 0 FICA/Medicare 422,555 439,642 462,805 462,805 0 Ret Exp-Pre 97 Retirees 21,603 24,616 24,616 24,616 0 Retirement Expense 2,086,580 2,260,531 2,288,747 2,288,747 0 Employee Group Insurance 606,583 664,835 714,692 714,692 0 Retiree Health Insurance 164,500 188,958 162,252 162,252 0 OPEB Pre-Pay 76,360 76,360 70,031 70,031 0 Unemployment Insurance 14,528 3,506 3,718 3,718 0 Workers Comp Insurance 136,106 57,502 40,149 40,149 0 County Counsel General Government 120 County of Contra Costa FY 2019-2020 Recommended Budget Department Description Legal advisor for County officers, departments, boards and commissions, school and other districts in the County. County Counsel’s duties include litigating civil cases and providing a wide range of legal services to the Board of Supervisors, County departments, special districts, and Board-governed authorities and agencies. General Law Description: Provides legal services necessary for the continued operation of the County departments and special districts. Additionally, provides legal services to outside clients and some independent special districts upon request. General Law Summary Service: Mandatory Level of Service: Discretionary Expenditures: $7,252,970 Financing: 5,252,970 Net County Cost: 2,000,000 Funding Sources: Charges for Svc 68.3% $4,952,970 Property Tax Admin 4.1% 300,000 General Fund 27.6% 2,000,000 FTE: 25.0 Child Protective Services and Probate Description: Provides mandatory legal services for Employment & Human Services Department activities (adoptions, dependent children, etc.) and Health Services Department activities (conservatorships, Laura’s Law, etc.) Child Protective Services-Probate Summary Service: Mandatory Level of Service: Mandatory Expenditures: $3,344,402 Financing: 3,344,402 Net County Cost:0 Funding Sources: Charges for Svc 100% $3,344,402 FTE: 17.0 Risk Management /Civil Litigation Description: Defends the County in tort, employment and civil rights actions in State and Federal court and monitors outside tort and civil rights litigation counsel. Risk Management /Civil Litigation Unit Summary Service: Mandatory Level of Service: Discretionary Expenditures: $2,199,850 Financing: 2,199,850 Net County Cost:0 Funding Sources: Liability Insurance Internal Service Fund 100% $2,199,850 FTE: 10.0 County Counsel General Government County of Contra Costa FY 2019-2020 Recommended Budget 121 CAO’s Recommendation The baseline net County cost decreased by $1,000,000 from fiscal year 2018-19. Salary and benefit costs increased by $454,127, reflecting a 4% cost of living increase as of July 1, 2019 as well as an increased County share of the costs for benefits. Interdepartmental charges for building occupancy, information technology and telecommunications increased by a net of $16,253. Contract legal services and fixed assets decreased by $66,358. Revenue offsets and expenditure transfers to increased by $1,404,022 to reflect the estimated charges for service in fiscal year 2019-20. The recommended net County cost of $2,000,000 will provide the funding necessary to maintain services in fiscal year 2019-20. Performance Measurement Continuing Project to Address Records Management and Retention The County Counsel’s Office currently relies on three separate case/file management systems as well as volumes of paper files as part of its operations. An ongoing departmental project we are undertaking in conjunction with the Department of Information and Technology is to modernize the office’s records management systems. These upgrades to the closed case retention and case management procedures are intended to streamline operations, decrease the amount of paper-based records the office handles, and reduce storage costs. Continuing Efforts to Address Recruitment and Retention Between 2016 and 2018 the County Counsel’s Office lost over 20% of its attorney staff; one person to retirement and six to other employment opportunities. Forty-three percent of our attorneys have been with this Office for five years or less. Given Bay Area housing costs and a highly competitive job market for public and private civil law specialists, attracting and retaining qualified and dedicated, civil law attorneys is our highest priority. We anticipate that the Board’s recent action in approving cost of living increases for attorneys, along with a small increase to the law school loan reimbursement program, will help us keep and develop a new generation of civil law attorneys to help meet the legal demands of the County and our other public clients. Administrative and Program Goals Records Management and Retention We will continue to work with DoIT to identify and implement a digital archiving system that will allow us to digitize files that must be retained, as well as a new case management system. Our goal is to have these systems in place before we move into the new building. Spacing and Staffing Needs The County Counsel’s Office’s occupies three floors of the existing County Administration Building. There is no room for further expansion in our current facility. As we await the construction of the new County Administration Building, we are contemplating how to strategically use the new space with existing and new staff to efficiently address the legal needs of the County and its other public clients. Resource Allocation A continuing challenge for the County Counsel's Office is to provide an outstanding level of service to all of our clients including the departments and programs whose legal expenses are supported by the general fund. This year’s budget reflects a $1 million reduction in this department’s net County cost allocation. Meeting our ethical obligation to continue to provide superior advice and assistance to these clients will be a significant challenge in the coming year. County Counsel General Government 122 County of Contra Costa FY 2019-2020 Recommended Budget Crockett/Rodeo Revenues General Government County of Contra Costa FY 2019-2020 Recommended Budget 123 General Fund 2017-18 Actuals 2018-19 Budget 2019-20 Baseline 2019-20 Recommended Change Expense Services And Supplies 168,199 576,000 276,000 276,000 0 Other Charges 222,961 284,000 284,000 284,000 0 Expense Total 391,160 860,000 560,000 560,000 0 Net County Cost (NCC): 391,160 860,000 560,000 560,000 0 Financial Indicators Salaries as % of Total Exp % Change in Total Exp 120% (35%) 0% % Change in Total Rev 0% 0% 0% % Change in NCC 120% (35%) 0% Crockett/Rodeo Revenues Description: To budget appropriations attributable to the property tax increment from the co-generation facility in Crockett and the Ultra Low Sulfur Diesel Fuel Project at the Philips 66 Rodeo facility (previously the Reformulated Gasoline Project), for both capital and program uses. The Crockett Cogeneration allocation is split with 43% transferred to the Crockett Community Foundation to be spent on various community benefit programs and 57% transferred to the Sheriff’s Office for police services in the Community of Crockett (based on December 12, 1995 action by the County Board of Supervisors). The Philips 66 – Ultra Low Sulfur Diesel Fuel Project allocation (based on the April 19, 2005 action by the County Board of Supervisors) stipulates that approximately $60,000 be allocated annually for projects in the Rodeo, Crockett, and Tormey communities. Crockett/Rodeo Revenues Service: Discretionary Level of Service: Discretionary Expenditures: $560,000 Financing: 0 Net County Cost: 560,000 Funding Sources: General Fund 100.0% $560,000 CAO’s Recommendation The Baseline budget decreased by $300,000 from FY 2018-19, reflecting the elimination of prior year fund balance. Any unspent appropriations at year-end are carried over to the following year. The estimated budget is based on prior year trends of assessed valuations. The actual return-to-source shares are determined each year upon notification received from the County Assessor’s Office. Crockett/Rodeo Revenues General Government 124 County of Contra Costa FY 2019-2020 Recommended Budget Debt Service General Government County of Contra Costa FY 2019-2020 Recommended Budget 125 General Fund 2017-18 Actuals 2018-19 Budget 2019-20 Baseline 2019-20 Recommended Change Expense Services And Supplies 2,365 0 0 0 0 Expense Total 2,365 0 0 0 0 Revenue Other Local Revenue 3,291,730 2,500,000 2,500,000 2,500,000 0 State Assistance 31,849 0 0 0 0 Revenue Total 3,323,578 2,500,000 2,500,000 2,500,000 0 Net County Cost (NCC): (3,321,213) (2,500,000) (2,500,000) (2,500,000) 0 Financial Indicators Salaries as % of Total Exp % Change in Total Exp (100%) 0% 0% % Change in Total Rev (25%) 0% 0% % Change in NCC (25%) 0% 0% Debt Service/General Fund County/State West Contra Costa Healthcare District (WCCHCD) Description: To account for the West Contra Costa Healthcare District’s reallocation of property tax revenue through an exchange agreement. This exchange agreement is not an on-going source of revenue and replaces reserves transferred to the District as bridge funding prior to the medical center closing in 2015. County/State WCCHCD IGT Summary Service: Discretionary Level of Service: Mandatory Expenditures: $ 0 Financing: 2,500,000 Net County Cost: (2,500,000) Funding Sources: Property Taxes 100.0% $2,500,000 Notes and Warrants Interest Description: The California Government Code contains a legal provision, which allows a local agency to issue notes, permitting it to borrow money in order to meet short-term cash flow deficiencies, pending receipt of taxes and revenues. The borrowed funds may be expended for things such as current expenses, capital expenditures, and debts and obligations. This is a General Fund unit. Notes and Warrants Interest Service: Discretionary Level of Service: Mandatory Expenditures: $0 Financing: 0 Net County Cost: 0 Funding Sources:N/A Debt Service General Government 126 County of Contra Costa FY 2019-2020 Recommended Budget Debt Service/Special Revenue Retirement UAAL Bond Fund Description: To accumulate and payout the principal and interest costs for the Pension Obligation bond for employee retirement liabilities, covering the general County group of funds including the General, Library and Land Development Funds. The bond obligation rate is adjusted each year to take into account the prior year’s variances in operational costs and recovery. Retirement UAAL Bond Summary Service: Discretionary Level of Service: Mandatory Expenditures: $43,600,399 Financing: 43,600,399 Net Fund Cost:0 Funding Sources: Use of Money 0.6% $270,000 Transfers 99.4% 43,330,399 Notes and Warrants Interest Description: To budget for the interest and administrative costs associated with Teeter Plan borrowing program and other funding sources in the Automated Systems Development Fund. Notes and Warrants Interest Summary Service: Discretionary Level of Service: Mandatory Expenditures: $0 Financing: 0 Net Fund Cost:0 Funding Sources: N/A Retirement Litigation Settlement Debt Service Description: To provide funding for the Retirement Litigation Settlement Debt Services repayment schedule that resulted from a court case requiring the County to pay $28.1 million over a period of approximately 20 years. The period ends in February 2024. Retirement Litigation Settlement Expense Summary Service: Discretionary Level of Service: Mandatory Expenditures: $2,759,911 Financing: 2,759,911 Net Fund Cost:0 Funding Sources: Transfers 100.0% $2,759,911 CAO’s Recommendation The FY 2015-16 budget did not include ad valorem property tax revenues to the County from the West Contra Costa Healthcare District due to the timing of a transfer agreement for a three-year funding bridge to Doctors Medical Center (DMC). The West Contra Costa Healthcare District Tax Allocation Waiver temporarily suspended the exchange agreement’s allocation of ad valorem property tax exchange agreement revenues to the County in FY 2014-15; however, the strategy was ultimately unsuccessful and DMC closed in 2015. Although unbudgeted, the County received $2.7 million in FY 2015-16 per the terms of a revised exchange agreement. Pursuant to County policy, the funds were transferred to the general fund reserve at year- end. The County received $3.3 million ad valorem property tax in FY 2017-18 and is expected to receive approximately $2.5 to $3.5 million in FY 2018-19 from this source and each year thereafter until the agreement is fulfilled in approximately FY 2023-24. Prior to FY 2019-20, each year’s property tax exchange appeared as a negative net County cost in our General Fund schedules. Debt Service General Government County of Contra Costa FY 2019-2020 Recommended Budget 127 Transfers for the Retirement UAAL Bond and Retirement Litigation Settlement Debt service expenses are budgeted in each department as a compensation expense. Expenditures in this fund were $68.4 million in FY 2013-14 and dropped to $35.4 million in FY 2014-15 as a result of paying off the 2002 pension obligation bonds. UAAL Bond fund expenses have grown according to the debt services schedule since FY 2014-15. The total payment will increase by approximately 4.2% each year until the bonds are fully paid in 2022. The FY 2021-22 principal and interest payment will be $47.4 million. We do not anticipate issuing Tax Revenue Anticipation Notes (TRANs) in FY 2019-20. For detailed information of the County’s overall current debt position, please see page 533. Debt Service General Government 128 County of Contra Costa FY 2019-2020 Recommended Budget Department of Information Technology Marc Shorr, Chief Information Officer General Government County of Contra Costa FY 2019-2020 Recommended Budget 129 Department of Information Technology Summary General Fund 2017-18 Actuals 2018-19 Budget 2019-20 Baseline 2019-20 Recommended Change Expense Salaries And Benefits 10,882,617 13,120,118 13,854,665 13,854,665 0 Services And Supplies 12,090,676 14,254,193 13,348,119 13,348,119 0 Other Charges 1,382,911 1,992,793 1,882,658 1,882,658 0 Fixed Assets 446,759 160,950 0 0 0 Expenditure Transfers (17,414,445) (19,439,374) (20,578,713) (20,578,713) 0 Expense Total 7,388,518 10,088,680 8,506,729 8,506,729 0 Revenue Other Local Revenue 7,549,067 9,626,680 8,411,729 8,411,729 0 Revenue Total 7,549,067 9,626,680 8,411,729 8,411,729 0 Net County Cost (NCC): (160,549) 462,000 95,000 95,000 0 Allocated Positions (FTE) 82.0 84.0 84.0 84.0 0.0 Financial Indicators Salaries as % of Total Exp 147% 130% 163% 163% % Change in Total Exp 37% (16%) 0% % Change in Total Rev 28% (13%) 0% % Change in NCC (388%) (79%) 0% Compensation Information Permanent Salaries 6,213,812 7,734,841 8,297,847 8,297,847 0 Temporary Salaries 222,500 70,000 70,005 70,005 0 Permanent Overtime 162,957 112,000 122,999 122,999 0 Deferred Comp 77,665 110,820 114,420 114,420 0 FICA/Medicare 483,512 584,334 626,670 626,670 0 Ret Exp-Pre 97 Retirees 19,703 20,949 22,068 22,068 0 Retirement Expense 1,907,098 2,412,512 2,503,463 2,503,463 0 Excess Retirement 20,038 0 0 0 0 Employee Group Insurance 845,154 1,121,416 1,246,788 1,246,788 0 Retiree Health Insurance 539,375 561,883 561,883 561,883 0 OPEB Pre-Pay 313,440 313,440 226,274 226,274 0 Unemployment Insurance 14,721 3,867 4,166 4,166 0 Workers Comp Insurance 62,643 74,056 58,083 58,083 0 Department of Information Technology General Government 130 County of Contra Costa FY 2019-2020 Recommended Budget Department Description This table represents information in aggregate format summarizing expenditures, revenues, and net County costs for two budget units administered by the Department of Information Technology. Included are data for the following budget units: 0147 – Information Technology 0060 – Telecommunications Department of Information Technology General Government County of Contra Costa FY 2019-2020 Recommended Budget 131 Information Technology Budget General Fund 2017-18 Actuals 2018-19 Budget 2019-20 Baseline 2019-20 Recommended Change Expense Salaries And Benefits 8,366,624 9,921,868 10,616,357 10,616,357 0 Services And Supplies 4,704,874 6,816,613 6,396,132 6,396,132 0 Other Charges 1,039,898 1,323,414 1,033,178 1,033,178 0 Fixed Assets 195,247 160,950 0 0 0 Expenditure Transfers (11,038,054) (12,991,145) (13,856,092) (13,856,092) 0 Expense Total 3,268,590 5,231,700 4,189,575 4,189,575 0 Revenue Other Local Revenue 3,351,590 5,014,700 4,189,575 4,189,575 0 Revenue Total 3,351,590 5,014,700 4,189,575 4,189,575 0 Net County Cost (NCC): (83,000) 217,000 0 0 0 Allocated Positions (FTE) 60.3 62.3 63.0 63.0 0.0 Financial Indicators Salaries as % of Total Exp 256% 190% 253% 253% % Change in Total Exp 60% (20%) 0% % Change in Total Rev 50% (16%) 0% % Change in NCC (361%) (100%) 0% Compensation Information Permanent Salaries 4,769,698 5,881,031 6,413,752 6,413,752 0 Temporary Salaries 222,500 70,000 70,005 70,005 0 Permanent Overtime 59,463 0 5,999 5,999 0 Deferred Comp 64,795 88,980 97,200 97,200 0 FICA/Medicare 368,268 442,518 481,919 481,919 0 Ret Exp-Pre 97 Retirees 15,520 15,869 16,988 16,988 0 Retirement Expense 1,473,516 1,821,024 1,916,895 1,916,895 0 Excess Retirement 20,038 0 0 0 0 Employee Group Insurance 608,346 826,164 919,699 919,699 0 Retiree Health Insurance 444,872 455,387 455,387 455,387 0 OPEB Pre-Pay 257,248 257,248 186,355 186,355 0 Unemployment Insurance 11,288 2,941 3,220 3,220 0 Workers Comp Insurance 51,072 60,706 48,938 48,938 0 Department of Information Technology General Government 132 County of Contra Costa FY 2019-2020 Recommended Budget Information Technology The Department of Information Technology (DoIT), is a comprehensive technology organization committed to employing innovative technology solutions. DoIT prides itself in providing excellent customer service. The department supports internal and external customers with business and technology solutions that support public services. DoIT supports the County through its organizational divisions of Administration, Operations, Customer Service Center, Systems & Programming, Desktop and Network Services, and these countywide supported programs: Information Security Public Safety Radio System Countywide Microwave System, Telecommunications Wide Area Network Information Technology Summary Service: Mandatory Level of Service: Discretionary Expenditures: $18,045,667 Financing: 18,045,667 Net County Cost: 0 Funding Sources: User Fees 100.0% $18,045,667 FTE: 63.0 Major Department Responsibilities The Department of Information Technology provides a full portfolio of technology and business intelligence services. This includes supporting the countywide public safety radio – East Bay Regional Communication System (EBRCS) and telephone systems. DoIT manages the central enterprise computing system consisting of on premise servers, storage, and virtual technologies. This encompasses the Wide Area Network spanning 525 devices that connect 62 physical County locations. DoIT also supports numerous Local Area Networks and communication systems, and provides business and technical consulting services to all its customers. Administration Description: Provides leadership, accounting and administrative services to support DoIT in achieving efficiencies and transparency in daily operations. Provides customer service in all areas of DoIT. Administration Summary Level of Discretion: Discretionary Level of Service: Discretionary Expenditures: $833,699 Financing: 833,699 Net County Cost:0 Funding Sources: Charges for Svcs 100.0% $833,699 FTE: 12.0 Information Security Description: Provides vigilant oversight of information networks and computer systems to maintain awareness and adaptability in an ever- changing environment of security threats from hackers and malware. Provides leadership and expertise in building a robust and sustainable defensive posture that adapts to the complex information security threat landscape, concentrating efforts in the following areas: Security awareness for County employees Cyber intelligence Vulnerability management for County systems Advanced endpoint protection Account management Configuration management Data access management Department of Information Technology General Government County of Contra Costa FY 2019-2020 Recommended Budget 133 Information Security Summary Level of Discretion: Discretionary Level of Service: Discretionary Expenditures: $804,208 Financing: 804,208 Net County Cost:0 Funding Sources: Charges for Svcs 40.4% $325,042 Transfers 59.6% 479,166 FTE: 1.0 Network Services Description: Provides advanced network technologies to design, implement, and support the County’s wide array of systems, applications, storage and email services. Delivers service over leading-edge transport technology, allowing the County to share data, collaborate, and host applications both internal and external to the County. Supports an environment with services located on premise and systems that have been migrated to the private, government, County-supported cloud service. Network Services Summary Level of Discretion: Discretionary Level of Service: Discretionary Expenditures: $2,133,192 Financing: 2,133,192 Net County Cost:0 Funding Sources: Charges for Svcs 2.9% $ 62,272 Transfers 97.1% 2,070,520 FTE: 9.0 Operations Description: Responsible for the County's Central Data Center that houses the IBM mainframe, AS/400s, and IBM UNIX servers and customer-owned servers. Performs database administration duties in support of Oracle, Informix, and IDMS data management systems. Manages the Department's off-site disaster recovery resources. Operations Summary Level of Discretion: Discretionary Level of Service: Discretionary Expenditures: $3,503,913 Financing: 3,503,913 Net County Cost:0 Funding Sources: Charges for Svcs 33.3% $1,167,275 Transfers 66.7% 2,336,638 FTE: 8.2 Department of Information Technology General Government 134 County of Contra Costa FY 2019-2020 Recommended Budget Geographic Information System (GIS) Description: Creates and maintains maps and geographic information for Contra Costa County, and provides high-level project management to County GIS endeavors. Manages the enterprise GIS data repository and facilitates the sharing and integration of geographically referenced information among multiple agencies and users. GIS Support Summary Level of Discretion: Discretionary Level of Service: Discretionary Expenditures: $930,281 Financing: 880,281 Net County Cost: 50,000 Funding Sources: Charges for Svcs 30.2% 281,086 Transfers 64.4% 599,195 General Fund 5.4% 50,000 FTE: 5.1 Systems and Programming Description: Maintains a wide variety of enterprise and departmental applications, in addition to providing business requirements, system analysis, custom development and project management services for many departments. Systems and Programming Summary Level of Discretion: Discretionary Level of Service: Discretionary Expenditures: $5,541,181 Financing: 5,591,181 Net County Cost: (50,000) Funding Sources: Charges for Svcs 15.6% $ 864,525 Transfers 85.3% 4,726,656 General Fund (0.9%) (50,000) FTE: 22.6 Wide Area Network (WAN) Description: Insures reliable, secure, and fast support and maintenance of the County's WAN infrastructure. Wide Area Network Summary Level of Discretion: Discretionary Level of Service: Discretionary Expenditures: $4,299,194 Financing: 4,299,194 Net County Cost:0 Funding Sources: Charges for Svcs 34.6% $1,488,975 Transfers 65.4% 2,810,219 FTE: 5.0 Department of Information Technology General Government County of Contra Costa FY 2019-2020 Recommended Budget 135 Telecommunications Budget General Fund 2017-18 Actuals 2018-19 Budget 2019-20 Baseline 2019-20 Recommended Change Expense Salaries And Benefits 2,515,993 3,198,250 3,238,308 3,238,308 0 Services And Supplies 7,385,802 7,437,580 6,951,987 6,951,987 0 Other Charges 343,013 669,379 849,480 849,480 0 Fixed Assets 251,511 0 0 0 0 Expenditure Transfers (6,376,391) (6,448,229) (6,722,621) (6,722,621) 0 Expense Total 4,119,928 4,856,980 4,317,154 4,317,154 0 Revenue Other Local Revenue 4,197,477 4,611,980 4,222,154 4,222,154 0 Revenue Total 4,197,477 4,611,980 4,222,154 4,222,154 0 Net County Cost (NCC): (77,549) 245,000 95,000 95,000 0 Allocated Positions (FTE) 21.8 21.8 21.0 21.0 0.0 Financial Indicators Salaries as % of Total Exp 61% 66% 75% 75% % Change in Total Exp 18% (11%) 0% % Change in Total Rev 10% (8%) 0% % Change in NCC (416%) (61%) 0% Compensation Information Permanent Salaries 1,444,114 1,853,809 1,884,094 1,884,094 0 Permanent Overtime 103,494 112,000 117,000 117,000 0 Deferred Comp 12,870 21,840 17,220 17,220 0 FICA/Medicare 115,244 141,816 144,751 144,751 0 Ret Exp-Pre 97 Retirees 4,183 5,080 5,080 5,080 0 Retirement Expense 433,582 591,487 586,568 586,568 0 Employee Group Insurance 236,808 295,251 327,089 327,089 0 Retiree Health Insurance 94,503 106,496 106,496 106,496 0 OPEB Pre-Pay 56,192 56,192 39,919 39,919 0 Unemployment Insurance 3,433 927 946 946 0 Workers Comp Insurance 11,571 13,351 9,144 9,144 0 Department of Information Technology General Government 136 County of Contra Costa FY 2019-2020 Recommended Budget Telecommunications Description: Operates, maintains and manages the County’s communications systems including telephone, voice mail, microwave and the two-county East Bay Regional Communications (public safety radio) P25 System. Provides installation and maintenance of radio systems for police agencies, special districts, medical facilities and cities. Administers the County’s information security systems. Telecommunications Summary Service: Mandatory Level of Service: Discretionary Expenditures: $11,039,775 Financing: 10,944,775 Net County Cost: 95,000 Funding Sources: Charges for Svcs 60.9% $6,722,621 Transfers 38.2% 4,222,154 General Fund 0.9% 95,000 FTE: 21.0 CAO’s Recommendation The FY 2019-20 Recommended Budget for the Department of Information Technology is equivalent to the Baseline Budget and reflects no increase in net County cost because all operating cost increases are charged out to service recipients. Wide Area Network (WAN) rates are increased by 2.4% and telephone line/port billing rates are decreased by 6.5% from the current year rates to offset the recommended level of expenditure. Baseline expenditures are decreased by $442,612 from the FY 2018-19 Budget, reflecting the following adjustments:  Decreases totaling $1,126,415 to building occupancy, equipment and maintenance costs;  Increases totaling $734,550 to salaries and benefits, reflecting negotiated wage adjustments and the annualized cost of two GIS Technician positions that were added in 2018;  Increase of $383,845 to Communica- tions toward the Countywide conversion of the PBX to a VOIP (Voice Over Internet Protocol) telephone system, which will provide the County with a fully redundant network and advanced 9-1-1 system. This phased conversion is expected to be completed in FY 2020- 21;  Decreases totaling $367,000, reflecting the removal of one-time venture capital funding;  Increases totaling $170,280 to training and professional memberships;  Decrease of $126,600 to debt service for lease-purchased assets; and  Miscellaneous adjustments resulting in a net decrease of $111,272. Revenue is decreased by $75,612 from the FY 2018-19 budgeted level. A General Fund allocation of $95,000 is recommended to offset unreimbursed costs related to the implementation of the East Bay Regional Communications System. Performance Measurement  Developed Countywide IT systems to improve staff and operational efficiencies.  Improved the County’s computer Wide Area Network speed and reliability by upgrading the remote office connections to AT&T ASE (switched Ethernet) fiber optic service.  Maintained or improved performance in the following business processes measures: Department of Information Technology General Government County of Contra Costa FY 2019-2020 Recommended Budget 137 o Percentage of time the County’s radio communication system is available The County’s P25 radio communication system was available 99.9% of the time. The County Microwave system was also available 99.9% of the time. o Percentage of time the County’s Wide Area Network (WAN) is available The County’s WAN was available 99.8% of the time. The 0.2% unavailable period was due to the March 2018 UPS fire and routine scheduled maintenance. o Percentage of time the County’s voice mail communication system is available The County’s voice mail system was available 99.9% of time. A project continues to migrate all voice mail subscribers to the AT&T EMS (enterprise management system) voice mail or ATT Unified Communications. Administrative and Program Goals  Develop a Countywide IT strategic and tactical plan providing a road map for IT services in the County that aligns with the County’s Mission, Vision and Values Statement.  Improve performance in the following business measures: o Percentage of time the County’s radio communication system is available and the service outage repair times by adding fail-over redundancy. o Percentage of time the County’s WAN is available for systems such as email, internal websites, and payroll systems. o Percentage of time the County’s voice mail system is available by leveraging “cloud-based” solutions and implementing redundant core service facilities. o Reduce the requirement and cost for cabling for high-speed service for mobile devices by designing and incorporating wireless networks for additional specific County locations. o Increase disaster recovery process by implementing a Countywide alternative provider for high-speed internet access connection. Department of Information Technology General Government 138 County of Contra Costa FY 2019-2020 Recommended Budget Employee/Retiree Benefits General Government County of Contra Costa FY 2019-2020 Recommended Budget 139 General Fund 2017-18 Actuals 2018-19 Budget 2019-20 Baseline 2019-20 Recommended Change Expense Salaries And Benefits 475,988 962,164 620,874 620,874 0 Services And Supplies 4,757,605 21,756,788 4,929,126 4,929,126 0 Expenditure Transfers (59,654) (50,000) (50,000) (50,000) 0 Expense Total 5,173,939 22,668,952 5,500,000 5,500,000 0 Revenue Other Local Revenue 1,653,886 0 0 0 0 Revenue Total 1,653,886 0 0 0 0 Net County Cost (NCC): 3,520,053 22,668,952 5,500,000 5,500,000 0 Financial Indicators Salaries as % of Total Exp 9% 4% 11% 11% % Change in Total Exp 338% (76%) 0% % Change in Total Rev (100%) 0% 0% % Change in NCC 544% (76%) 0% Compensation Information Retirement Expense (486,703) 0 0 0 0 Retiree Health Insurance 463,203 462,676 428,618 428,618 0 OPEB Pre-Pay 499,488 499,488 192,256 192,256 0 Program Description The preceding table represents a summary of expenditures, revenues and net County costs for Employee and Retiree Benefits. The Department represents a centralized budget unit established to capture the costs of maintaining the County payroll and benefits system and retiree health costs for certain court retirees and retirees from County departments which no longer exist. Employee Benefits Description: To fund the costs associated with maintaining the County payroll and benefits system. Employee Benefits Summary Service: Mandatory Level of Service: Discretionary Expenditures: $4,879,126 Financing: 0 Net County Cost: 4,879,126 Funding Sources: General Fund 100.0% $4,879,126 Employee/Retiree Benefits General Government 140 County of Contra Costa FY 2019-2020 Recommended Budget Retiree Health Benefits Description: To fund the costs of the health plan program for retirees from the Courts and retirees from County departments which no longer exist, a component of the total employee benefits package established by the Board of Supervisors. Retiree Health Benefits Summary Service: Mandatory Level of Service: Discretionary Expenditures: $670,874 Financing: 50,000 Net County Cost: 620,874 Funding Sources: General Fund 92.5% $620,874 Interdept Charges 7.5% 50,000 CAO’s Recommendation The FY 2019-20 Baseline budget shows a reduction of $17.1 million from FY 2018-19. The reduction reflects the elimination of prior year fund balance that is rebudgeted each year during close-out. The majority of the fund balance is generated from Medicare Part D Reimbursements for the costs of retiree health benefits. Annual experience is reflected in the 2017-18 Actuals column ($5.2 million), which is more in-line with FY 2019-20 projected use ($5.5 million). The FY 2019-20 Recommended net County cost of $5,500,000 reflects sufficient appropriations to maintain the County payroll and benefits system as well as funding for retiree health benefits for Court employees and other retirees that cannot be attributed to specific departments, and therefore cannot be charged to County departments. General Purpose Revenue General Government County of Contra Costa FY 2019-2020 Recommended Budget 141 General Fund 2017-18 Actuals 2018-19 Budget 2019-20 Baseline 2019-20 Recommended Change Revenue Other Local Revenue 464,213,656 476,120,442 490,900,000 490,900,000 0 Federal Assistance 7,337 0 0 0 0 State Assistance 2,238,124 1,650,000 1,650,000 1,650,000 0 Revenue Total 466,459,117 477,770,442 492,550,000 492,550,000 0 Net County Cost (NCC): (466,459,117) (477,770,442) (492,550,000) (492,550,000) 0 Financial Indicators % Change in Total Rev 2% 3% 0% % Change in NCC 2% 3% 0% General County Revenues Description: To receive revenues which are not attributable to a specific County service and which are available for County General Fund expenditures. Types of revenues included are property taxes, sales taxes, interest earnings and franchises. Revenues from this budget unit offset the net County costs of General Fund departments. General County Revenues Summary Service: Mandatory Level of Discretion: Discretionary Expenditures: $ 0 Financing: 492,550,000 Net County Cost: (492,550,000) Funding Sources: Property Taxes 84.8% $400,500,000 Other Taxes 6.1% 26,500,000 License Franchise 1.7% 8,900,000 Fines Penalties 2.3% 20,200,000 Use of Money 1.2% 20,000,000 Intergovernmental 1.8% 8,150,000 Charges for Service 2.0% 8,000,000 Miscellaneous Rev 0.1% 300,000 CAO’s Recommendation The Recommended Budget for General Fund departments relies on increases in General Purpose Revenue to offset increases in the cost of doing business. The most significant increases in general purpose revenues from year-to-year are due to increased assessed valuation on current secured property tax. During the economic downturn, growth in assessed valuation, interest rates, and Supplemental Property Tax revenues was almost non-existent; since then assessed values have grown steadily. The State Board of Equalization has announced an inflation factor of two percent (1.02) for FY 2019-20 and the County Administrator’s Office is projecting that assessed value growth will be at least 5% (The inflation factor increase in base year value is limited to 2% by California Constitution, Article XIII A, section 2(b)). The 5% figure compares to current year growth of 6.34%, FY 2017-18 growth of 5.78%, FY 2016-17 growth of 6.01%, FY 2015-16 growth of 7.53%, FY 2014-15 growth of 9.09%, FY 2013-14 growth of 3.45%, and FY 2012-13 growth of 0.86%. It should be noted that the $477,770,442 budgeted general purpose revenue in FY 2018- 19 includes $30,148,442 in fund balance for construction of the Administration and Office of Emergency Services projects described in the Capital Improvement Plan on page 527. These Other Local Revenue monies were appropriated General Purpose Revenue General Government 142 County of Contra Costa FY 2019-2020 Recommended Budget from reserves during the current fiscal year and are not an on-going source of revenue. If the fund balance were not included in that figure, the FY 2018-19 budgeted amount would be $447,622,000. Additionally, the FY 2017-18 budget includes $20,000,000 in Other Local Revenue from the Tax Losses Reserve Fund. The FY 2018-19 Budgeted General Purpose Revenues included $10 million in transfers from the Tax Losses Reserve Fund for deferred facility maintenance projects. Although this $10 million is not a permanent source of funding, it is recommended that $20 million be budgeted again for FY 2019- 20. Human Resources Dianne Dinsmore, Director General Government County of Contra Costa FY 2019-2020 Recommended Budget 143 General Fund 2017-18 Actuals 2018-19 Budget 2019-20 Baseline 2019-20 Recommended Change Expense Salaries And Benefits 5,696,734 6,846,851 7,047,271 6,737,271 (310,000) Services And Supplies 3,907,667 6,405,452 5,543,028 5,484,450 (58,578) Expenditure Transfers (657,614) (688,517) (688,517) (688,517) 0 Expense Total 8,946,787 12,563,786 11,901,782 11,533,204 (368,578) Revenue Other Local Revenue 7,172,253 8,865,646 8,333,204 8,333,204 0 Revenue Total 7,172,253 8,865,646 8,333,204 8,333,204 0 Net County Cost (NCC): 1,774,535 3,698,140 3,568,578 3,200,000 (368,578) Allocated Positions (FTE) 52.0 52.0 52.0 50.0 (2.0) Financial Indicators Salaries as % of Total Exp 64% 54% 59% 58% % Change in Total Exp 40% (5%) (3%) % Change in Total Rev 24% (6%) 0% % Change in NCC 108% (4%) (10%) Compensation Information Permanent Salaries 3,436,956 4,178,800 4,369,027 4,161,157 (207,870) Temporary Salaries 687 12,800 12,800 12,800 0 Permanent Overtime 1,083 4,500 4,500 4,500 0 Deferred Comp 67,629 79,020 88,020 86,220 (1,800) Comp & SDI Recoveries (67) 0 0 0 0 FICA/Medicare 255,654 313,992 331,751 317,739 (14,012) Ret Exp-Pre 97 Retirees 11,012 13,321 13,321 13,321 0 Retirement Expense 1,072,562 1,282,920 1,292,474 1,235,640 (56,834) Employee Group Insurance 442,737 576,671 635,345 606,854 (28,491) Retiree Health Insurance 198,256 199,872 182,184 182,184 0 OPEB Pre-Pay 103,468 103,468 87,495 87,495 0 Unemployment Insurance 7,738 2,089 2,168 2,086 (82) Workers Comp Insurance 99,019 79,397 28,186 27,275 (911) Human Resources General Government 144 County of Contra Costa FY 2019-2020 Recommended Budget Department Description The preceding table represents information in aggregate summarizing expenditures and revenue for the following two budget units administered by Human Resources: 0035 – Human Resources 0038 – Child Care Administration Develops, administers and maintains merit and exempt employment systems, which include salary administration, pay equity, benefit and insurance programs, recruitment, test and referral procedures, job classification, employee and organizational development, and employee assistance. Administration Summary Service: Mandatory Level of Service: Discretionary Expenditures: $1,725,330 Financing: 2,139,234 Net County Cost: (413,904) Funding Sources: Charges 97.4% $1,680,133 Transfers 26.5% 457,101 Miscellaneous 0.1% 2,000 General Fund (24.0%) (413,904) FTE: 5.0 Employee Benefits Description: Formulates and implements policies for the administration of benefit programs and services that assist the County in maintaining a competitive compensation package and that contribute to the health and well-being of County employees and retirees. Specific programs include State Disability Insurance; Deferred Compensation; Health Plan Administration; Health Care Spending Account; Supplemental Life Insurance; Unemployment Insurance; Long-Term Disability Insurance; Delta Dental; Dependent Care Assistance Program; CVC Eye Screening Program; Catastrophic Leave; and the Employee Assistance Program. The programs represent a mix of insured and self-insured programs. Employee Benefits Summary Service: Mandatory Level of Service: Discretionary Expenditures: $6,635,901 Financing: 6,635,901 Net County Cost: 0 Funding Sources: Charges 100.0% $6,635,901 FTE: 21.0 Personnel Services Description: Develops and administers programs and policies to help ensure that the County recruits and selects a highly skilled and diversified workforce that is properly classified and is fairly and equitably compensated. Activities include affirmative action outreach, approval of all personnel actions, management of the lay-off processes and outplacement activities, as well as the maintenance of all personnel history files and records. Human Resources General Government County of Contra Costa FY 2019-2020 Recommended Budget 145 Personnel Services Summary Service: Mandatory Level of Service: Discretionary Expenditures: $3,813,904 Financing: 200,000 Net County Cost: 3,613,904 Funding Sources: Transfers 5.2% $200,000 General Fund 94.8% 3,613,904 FTE: 24.0 Child Care Description: Provides for the funding and development of child care programs for County employees. Funded by forfeited Dependent Care Assistance Program (DCAP) monies received from employees. Child Care Service: Discretionary Level of Service: Mandatory Expenditures: $46,586 Financing: 46,586 Net County Cost: 0 Funding Sources: Forfeitures 100.0% $46,586 CAO’s Recommendation Baseline Budget The fiscal year 2019-20 Baseline net County cost decreased by a net of $129,562 from fiscal year 2018-19. One-time appropriations of $387,140 which had been rebudgeted from fiscal year 2018-19 as restricted money were eliminated from the Baseline. Salaries and benefits increased by $200,420, reflecting both a 4% negotiated cost of living increase as well as increases to the County’s share of employee health costs. Services and supplies decreased by $475,283 due mainly to reductions in non-County professional, specialized services. Revenue decreased by $532,442 due to a decrease anticipated from the A87 cost allocation plan as well as decreases anticipated from the Employee Benefits division. Recommended Budget In order to meet target reductions for fiscal year 2019-20, the County Administrator is recommending a further reduction of $368,578. The Department will achieve this reduction by eliminating two positions, downgrading one position and reducing operating expenses. The recommended net County cost of $3,200,000 will provide the funding necessary to provide basic services in fiscal year 2019-20. Performance Measurement Conducted Executive recruitments for the following key positions: Agricultural Commissioner/Weights and Measures Sealer Assistant Fire Chief/Fire Marshall Chief Executive Officer, Contra Costa Regional Medical Center Assistant Chief Information Officer Other high-level recruitments included: Chief Financial Officer – Employment and Human Services Department Chief of Plant Operations, Health Services Department Chief Assistant Director of Child Support Services Human Resources General Government 146 County of Contra Costa FY 2019-2020 Recommended Budget  Administered 19 large-volume recruitments: Job Title Applications Received Deputy Sheriff-Recruit 1823 Juvenile Institution Officer I 1349 Firefighter Recruit 1085 Sheriff's Dispatcher I 766 Social Worker II 760 Clerk - Experienced Level 532 Information Systems Assistant II 491 Clerk -Beginning Level – Project 477 Social Worker 449 Social Worker III 397 Executive Secretary- Exempt 392 Library Assistant-Journey Level 326 Fingerprint Technician I 318 Deputy Sheriff (Lateral) 242 Deputy Probation Officer I 219 Firefighter Paramedic – Recruit 212 Storekeeper 212 Pharmacist I 210 Account Clerk-Experienced Level 200  Processed 210 Personnel Adjustment Resolutions (P300’s) Technology Implemented online requisition and hiring in the County’s applicant tracking system, Neogov. Implemented use of eSkill, an online un- proctored testing platform. It gives job candidates a more flexible testing experience and reduces the amount of time required of HR staff as well as County job experts, supervisors and managers in administering assessments. Implemented AppointmentsPlus to allow candidates to self-schedule for fingerprinting and completion of Part II of the I-9 Employment Eligibility Verification. Expanded online open enrollment to CalPERS medical plans. Benefits and Leave Administration Conducted RFP for Deferred Compensation recordkeeper services, including recordkeeping/ administration, communication/education, onsite education, participant investment advisory, investment management and custodial trustee services Created Fact Sheets for Family Medical Leave Act/California Family Rights Act, State Disability Insurance/Paid Family Leave, Pregnancy Disability Leave/Baby Bonding and created and/or revised all leave of absence forms to ensure compliance with state and federal requirements. Expanded training program for managers, supervisors and departmental personnel staff on Leave of Absences policies and procedures to all departments; established quarterly training for Health Services Department; provided training for the Spring and Fall sessions of Risk Management-provided Supervisor and Manager training program; and provided three training sessions open to all departments. Increased percentage of employees participating in 457 from 53% in calendar year 2016 to 63% in calendar year 2017 to 65% in calendar year 2018 Recruitment and Classification/Compensation Introduced competency-based recruitment as part of modernization and streamlining of recruitment and assessment process efforts. Competency modeling goes beyond evaluating candidates and employees “on paper” and aims to measure the capabilities and potential of individuals. Established partnership with Biddle Consulting Group to develop computer-based testing for positions that historically experience high turnover. Development of a Social Worker examination is underway. Other Developed County-wide training program, Building a High-Trust Workplace, and delivered training to pilot group of 69 management employees from the following departments: Health Services, Employment and Human Services, Animal Services, Department of Child Support Services, District Attorney’s Office, Library Services, Probation, Risk Management, Treasurer-Tax Collector’s Office, as well as all Human Resources Department staff. The goal of this program is to create and maintain an Human Resources General Government County of Contra Costa FY 2019-2020 Recommended Budget 147 environment where employees fully engage and contribute in service to the residents. The training is a practical, hands-on program with real world scenarios on communication skills related to “tough” conversations. The focus is on building confidence in addressing high conflict issues in the workplace, communicating “new norms” and clarifying approaches for new rules of workplace engagement. Established contracts with three firms for investigative services to perform impartial fact- finding services on demand when County receives complaints of workplace misconduct by employees. Having external investigators available greatly enhances the County's ability to respond and investigate in an expeditious and impartial manner. Continued to meet with the departmental representatives of the Great Minds Think Together (GMT2) group to improve communication, provide valuable updates, receive feedback and solicit suggestions with the goal of consistent practices and policies across all departments. Graduated the third CSAC Institute Academy for over 40 key County workforce executives focusing on topics such as Leadership and Change, Communication, Conflict Management, etc. Graduation ceremony held in the Board of Supervisors Chambers in December, 2018. Administrative and Program Goals Technology Implement the NeoGov Onboarding Module to enhance candidate experience and streamline the hiring process by enabling employees to complete their onboarding documents electronically before their first day of work; partner with departments to create departmental onboarding portals to welcome new employees and enhance the onboarding experience. Implement Smart ERP, an add-on solution designed to address common PeopleSoft application functionality deficiencies. Smart ERP is like a virtual sheet of glass that gets bolted onto the existing PeopleSoft system, combining PeopleSoft data and necessary additional information into a single user interface. Convert paper files to digital filing system in preparation for move to new administrative building. Expand online, unproctored testing to reduce staff time associated with testing and provide a more flexible candidate experience. Benefits Transition deferred compensation plan to vendor selected to provide Deferred Compensation Recordkeeper services following RFP. Promote and educate employees about the Deferred Compensation 457 Plan to increase the number of employees that are participating as well as amount of income being deferred to improve retirement readiness. Update the Deferred Compensation Committee bylaws, including review of investment strategy. Finalize Leave Guide update and provide training to managers, supervisors and departmental human resources staff on leave management requirements, processes and procedures. Monitor government actions related to the Affordable Care Act and take action as needed. Expand online open enrollment to retirees. Recruitment and Classification/Compensation Initiate integration of the competency framework into the entire employee lifecycle, beginning from recruitment, through assessment and selection, and, once an employee has been hired, into training/development and performance management. Complete, roll out and evaluate computer-based Social Worker examination. Develop computer- based examination for Juvenile Institutions Officer. Develop training for Hiring Managers throughout the County so they can serve as a liaison to their candidates through the pre-employment process. Human Resources General Government 148 County of Contra Costa FY 2019-2020 Recommended Budget Develop resources for applicants and candidates to help improve the candidate experience and create a more person-centered hiring process. Other Update the Personnel Management Regulations and Salary Regulations to align with modern human resources best practices. Conduct process mapping to identify and eliminate redundancies in standard processes. Roll out Building a High-Trust Workplace training Countywide. Continue to deepen working relationships with departmental personnel staff of operating departments by soliciting input and engaging in collaborative discussions in order to improve efficiencies and consistency across all departments. Develop data analytics capability and meaningful metrics to support strategic decision- making and improved service. FY 2019-20 Program Modification List Order Reference to Mand/Disc List Program Name Services FTE Net County Cost Impact Impact 1 1 Administration Salaries and Benefits 0.0 (30,000) Eliminate 1 HR Projects Manager position and add 1 Administrative Services Officer position. 2 3 Personnel Services Salaries and Benefits (2.0) (280,000) Eliminate 1 HR Supervisor and 1 Clerk-Senior Level position. 3 3 Personnel Services Services and Supplies 0.0 (58,578) Reduce miscellaneous operating costs. Total (2.0) (68,578) Library Melinda Cervantes, County Librarian General Government County of Contra Costa FY 2019-2020 Recommended Budget 149 Library Budget Summary County Library Fund 2017-18 Actuals 2018-19 Budget 2019-20 Baseline 2019-20 Recommended Change Expense Salaries And Benefits 20,062,218 24,628,412 25,476,509 25,476,509 0 Services And Supplies 5,905,409 11,082,720 6,384,829 6,384,829 0 Other Charges 2,877,900 5,943,220 2,647,997 2,647,997 0 Fixed Assets 316,276 480,040 300,000 300,000 0 Expenditure Transfers 45,443 47,443 46,665 46,665 0 Expense Total 29,207,247 42,181,835 34,856,000 34,856,000 0 Revenue Other Local Revenue 32,475,612 32,729,684 34,782,000 34,782,000 0 Federal Assistance 192 0 0 0 0 State Assistance 320,521 76,000 74,000 74,000 0 Revenue Total 32,796,325 32,805,684 34,856,000 34,856,000 0 Net Fund Cost (NFC): (3,589,078) 9,376,151 0 0 0 Allocated Positions (FTE) 197.8 200.7 200.7 200.7 0.0 Financial Indicators Salaries as % of Total Exp 69% 58% 73% 73% % Change in Total Exp 44% (17%) 0% % Change in Total Rev 0% 6% 0% % Change in NFC (361%) (100%) 0% Compensation Information Permanent Salaries 11,315,502 14,197,089 14,771,539 14,771,539 0 Temporary Salaries 1,168,909 1,646,291 1,716,863 1,716,863 0 Permanent Overtime 130,696 52,300 52,300 52,300 0 Deferred Comp 111,630 166,476 197,820 197,820 0 Comp & SDI Recoveries (2,851) 0 0 0 0 FICA/Medicare 932,433 1,189,909 1,235,276 1,235,276 0 Ret Exp-Pre 97 Retirees 32,874 36,063 36,063 36,063 0 Retirement Expense 3,196,158 3,843,695 3,759,240 3,759,240 0 Employee Group Insurance 1,532,237 1,885,050 2,397,095 2,397,095 0 Retiree Health Insurance 790,185 793,649 764,592 764,592 0 OPEB Pre-Pay 461,930 461,930 337,936 337,936 0 Unemployment Insurance 28,009 6,158 6,368 6,368 0 Workers Comp Insurance 364,506 349,801 201,417 201,417 0 Library General Government 150 County of Contra Costa FY 2019-2020 Recommended Budget Department Description The preceding table represents information in aggregate summarizing expenditures and revenue for the following four budget units administered by the Library: 0620 – Admin and Support Services 0621 – Library Community Services 0008 – Revenue - County Library Taxes 0113 – Plant Acquisition – Library Fund Major Department Responsibilities The Contra Costa County Library brings people and ideas together. The Library’s primary goal is to provide access to high quality services for children, teens, and adults, and to provide collections that meet the variety of educational, recreational, and cultural information needs of the community. Countywide Library Services Summary Service: Discretionary Level of Service: Discretionary Expenditures: $34,856,000 Financing: 34,856,000 Net Fund Cost: 0 Funding Sources: Property Taxes 88.5% $30,829,000 Intergovernmental 10.4% 3,631,298 State 0.6% 224,330 Fees 0.2% 74,000 Other 0.3% 97,372 FTE: 200.7 Library General Government County of Contra Costa FY 2019-2020 Recommended Budget 151 Library Administration and Support Services Budget County Library Fund 2017-18 Actuals 2018-19 Budget 2019-20 Baseline 2019-20 Recommended Change Expense Salaries And Benefits 7,279,885 9,108,413 9,340,507 9,340,507 0 Services And Supplies 4,459,785 7,010,214 3,497,116 3,497,116 0 Other Charges 1,530,786 1,721,149 1,400,610 1,400,610 0 Fixed Assets 148,582 380,040 300,000 300,000 0 Expenditure Transfers 45,443 47,443 46,665 46,665 0 Expense Total 13,464,481 18,267,259 14,584,898 14,584,898 0 Revenue Other Local Revenue 559,377 587,335 265,898 265,898 0 State Assistance 125,466 76,000 74,000 74,000 0 Revenue Total 684,843 663,335 339,898 339,898 0 Net Fund Cost (NFC): 12,779,638 17,603,924 14,245,000 14,245,000 0 Allocated Positions (FTE) 60.4 60.8 60.8 60.8 0.0 Financial Indicators Salaries as % of Total Exp 54% 50% 64% 64% % Change in Total Exp 36% (20%) 0% % Change in Total Rev (3%) (49%) 0% % Change in NFC 38% (19%) 0% Compensation Information Permanent Salaries 3,819,838 5,141,861 5,480,092 5,480,092 0 Temporary Salaries 66,712 112,531 151,680 151,680 0 Permanent Overtime 26,335 14,200 14,200 14,200 0 Deferred Comp 35,759 52,800 52,560 52,560 0 Comp & SDI Recoveries (2,851) 0 0 0 0 FICA/Medicare 286,581 362,274 383,744 383,744 0 Ret Exp-Pre 97 Retirees 12,085 12,181 12,181 12,181 0 Retirement Expense 1,174,010 1,402,417 1,391,966 1,391,966 0 Employee Group Insurance 487,527 629,689 677,419 677,419 0 Retiree Health Insurance 790,185 793,649 764,592 764,592 0 OPEB Pre-Pay 461,930 461,930 337,936 337,936 0 Unemployment Insurance 8,692 2,161 2,293 2,293 0 Workers Comp Insurance 113,082 122,720 71,845 71,845 0 Library General Government 152 County of Contra Costa FY 2019-2020 Recommended Budget Library-Admin & Support Services Summary Service: Discretionary Level of Services: Discretionary Expenditures: $14,584,898 Financing: 339,898 Net Fund Cost: 14,245,000 Funding Sources: Property Taxes 97.6% $14,245,000 Intergovernmental 0.7% 100,450 State 0.5% 74,000 Fees 0.6% 82,800 Other 0.6% 82,648 FTE: 60.8 1.Library Administration Description: Includes Library Administration, Shipping, and Volunteer Program coordination. Library Administration plans, organizes and directs the operation of the County Library; provides leadership and management in budgetary, personnel, operational, and policy matters; plans for the future of the library with the Library Commission, City Councils, representatives of library communities, and staff; has responsibility for planning administration with communities for new buildings and facilities. Shipping receives all resources, furniture, and equipment delivered to the library and provides daily delivery of library resources to all library facilities. Volunteer services provide coordination for recruitment, training, and retention to meet community interest in public service. Library Administration Service: Discretionary Level of Services: Discretionary Expenditures: $7,469,704 Financing: 63,648 Net Fund Cost: 7,406,056 Funding Sources: Property Taxes 99.1% $7,406,056 Other 0.9% 63,648 FTE: 23.6 2.Support Services Description: Includes Automation, Virtual Library Services, Circulation Services, Technical Services and Collection Management. Automation provides planning and operations for the Integrated Library System, all information technology, hardware, software, and desktop support, new technologies, Internet services and the Wide Area Network linking all local library locations. The Virtual Library is responsible for the library’s web presence and Intranet; creates and maintains online services through the library website, and centralized reference services, including toll-free telephone and online reference service, Live Chat (live interactive chat reference help with librarians for government information), government documents, and periodicals; develops and implements new technologies in support of library strategic goals and initiatives. Circulation Services provides management support for the lending of library materials, patron accounts, and inter-library loan of library materials. Technical Services provides for catalog and database maintenance, and processing of materials. Collection Management provides for selection, acquisition, and fund accounting of library materials. Library General Government County of Contra Costa FY 2019-2020 Recommended Budget 153 Support Services Service: Discretionary Level of Services: Discretionary Expenditures: $5,207,507 Financing: 28,050 Net Fund Cost: 5,179,457 Funding Sources: Property Taxes 99.4% $5,179,457 Intergovernmental 0.5% 26,250 Fees 0.1% 1,800 FTE: 25.2 3.Countywide Services Description: Includes Public Services Administration, Centralized County Library Services, Literacy Services, the Wilruss Children’s Library Fund, and services to children and teens currently in the custody of County Probation Department Juvenile Facilities. These services either provide direct customer services countywide or provide support to the community libraries, including program support in adult, young adult, and youth areas. Public Services Administration provides overall leadership, management, and support for the community library operations. Centralized County Library Services are those services that directly serve library customers countywide or that support community library services and operations. Literacy Services administers the library’s literacy program Project Second Chance. The Wilruss Children’s Library Trust Fund provides for the design and maintenance of programs that promote literacy and a lifelong love of books and reading in socially and economically disadvantaged areas of Contra Costa County. Library services are provided at the Betty Fransden Library at Juvenile Hall and the Lesher Library at Orin Allen Youth Rehabilitation Facility to provide access to reading materials and computers for the young people housed there. Countywide Services Service: Discretionary Level of Services: Discretionary Expenditures: $1,907,688 Financing: 248,200 Net Fund Cost: 1,659,488 Funding Sources: Property Taxes 87.0% $1,659,488 Intergovernmental 3.9% 74,200 State 3.9% 74,000 Fees 4.2% 81,000 Other 1.0% 19,000 FTE: 12.0 Library General Government 154 County of Contra Costa FY 2019-2020 Recommended Budget Library-Community Services County Library Fund 2017-18 Actuals 2018-19 Budget 2019-20 Baseline 2019-20 Recommended Change Expense Salaries And Benefits 12,782,333 15,519,999 16,136,002 16,136,002 0 Services And Supplies 1,445,624 4,072,506 2,887,713 2,887,713 0 Other Charges 1,347,115 4,222,071 1,247,387 1,247,387 0 Fixed Assets 0 100,000 0 0 0 Expense Total 15,575,071 23,914,576 20,271,102 20,271,102 0 Revenue Other Local Revenue 3,409,071 3,200,435 3,687,102 3,687,102 0 Revenue Total 3,409,071 3,200,435 3,687,102 3,687,102 0 Net Fund Cost (NFC): 12,166,000 20,714,141 16,584,000 16,584,000 0 Allocated Positions (FTE) 137.4 139.9 139.9 139.9 0.0 Financial Indicators Salaries as % of Total Exp 82% 65% 80% 80% % Change in Total Exp 54% (15%) 0% % Change in Total Rev (6%) 15% 0% % Change in NFC 70% (20%) 0% Compensation Information Permanent Salaries 7,495,664 9,055,228 9,291,447 9,291,447 0 Temporary Salaries 1,102,196 1,533,760 1,565,183 1,565,183 0 Permanent Overtime 104,361 38,100 38,100 38,100 0 Deferred Comp 75,871 113,676 145,260 145,260 0 FICA/Medicare 645,852 827,635 851,533 851,533 0 Ret Exp-Pre 97 Retirees 20,790 23,882 23,882 23,882 0 Retirement Expense 2,022,148 2,441,278 2,367,274 2,367,274 0 Employee Group Insurance 1,044,711 1,255,361 1,719,676 1,719,676 0 Unemployment Insurance 19,317 3,998 4,075 4,075 0 Workers Comp Insurance 251,423 227,082 129,572 129,572 0 Library General Government County of Contra Costa FY 2019-2020 Recommended Budget 155 Description: Includes the provision of community library services through 26 County Library facilities in five regions. These community library services include public services, materials collections, and programs that are tailored specifically for each community. Library-Community Services Summary Service: Discretionary Level of Services: Discretionary Expenditures: $20,271,102 Financing: 3,687,102 Net Fund Cost: 16,584,000 Funding Sources: Property Taxes 81.8% $16,584,000 Intergovernmental 17.4% 3,530,848 Fees 0.7% 141,530 Other 0.1% 14,724 FTE: 139.9 Library General Government 156 County of Contra Costa FY 2019-2020 Recommended Budget Revenue – County Library Taxes County Library Fund 2017-18 Actuals 2018-19 Budget 2019-20 Baseline 2019-20 Recommended Change Revenue Other Local Revenue 28,507,164 28,941,914 30,829,000 30,829,000 0 Federal Assistance 192 0 0 0 0 State Assistance 195,055 0 0 0 0 Revenue Total 28,702,411 28,941,914 30,829,000 30,829,000 0 Net Fund Cost (NFC): (28,702,411) (28,941,914) (30,829,000) (30,829,000) 0 Financial Indicators Salaries as % of Total Exp % Change in Total Exp % Change in Total Rev 1% 7% 0% % Change in NFC 1% 7% 0% Description: The Library Fund receives an apportionment, in accordance with State law, of approximately 1.5% of the countywide 1% property tax revenue. Revenue – County Library Taxes Service: Mandatory Level of Service: Mandatory Expenditures: $ 0 Financing: 30,829,000 Net Fund Cost: (30,829,000) Funding Sources: Property Taxes 100.0% $30,829,000 Library General Government County of Contra Costa FY 2019-2020 Recommended Budget 157 Other Funds Casey Library Gift Description: The Casey Library Gift Trust was established from proceeds from the estate of Nellie Casey. Funds are restricted for use in the Ygnacio Valley Library, also known as the Thurman G. Casey Memorial Library. Casey Library Gift Service: Discretionary Level of Service: Discretionary Expenditures: $500 Financing: 500 Net Fund Cost: 0 Funding Sources: Other 100.0% $500 Fund 120700 CAO’s Recommendation The Contra Costa County Library serves communities through 26 libraries located across the County. The County provides a base service level of 35 hours per week at most branches. Cities have the option of funding additional operating hours over the base level provided by the County. Library services include rich collections to meet reading and research needs, knowledgeable and welcoming staff, vibrant programs such as children’s storytimes, wireless access to high-speed internet for personal computing devices, public computers with a variety of personal computing programs, and quiet study space or meeting rooms. Baseline costs for salaries and benefits are increased over the current year budget by $848,097 due to cost of living increases, retirement costs, and an increase to staffing. In FY 2018-19, full-time equivalent (FTE) staffing was increased by 2.9 for a total of 200.7 FTEs to stabilize library staffing and improve customer service, with no change to the maximum hours of library operation. Baseline services and supplies are reduced by $4,697,891 due to the elimination of appropriations for one-time purchases in FY 2018-19 of equipment, computers and materials, and costs associated with the opening of the Brentwood Library. Baseline costs for other charges are reduced by $3,295,223 due to the elimination of one-time charges for building maintenance and the relocation of Library Administration, and costs associated with the El Sobrante Library fire. Fixed Assets decreased by $180,040 to account for shipping trucks that were purchased in current year. The Library relies primarily on property tax revenue to fund services. The Baseline Budget assumes an increase of 5% in property tax revenue, which, along with city contributions and grant funding, will enable the Library to absorb increases to salaries and benefits costs and maintain a structurally balanced budget. The FY 2019-20 budget is recommended at the Baseline level, which will permit the Library to continue current operations, and innovate new programs to promote public service. Library General Government 158 County of Contra Costa FY 2019-2020 Recommended Budget Performance Measurement Library Visits: Library visits have decreased an average of 4.8% annually, from 4,068,722 visits in FY 2012-13 to 3,085,509 visits in FY 2017-18. Items Circulated The number of items circulated has decreased an average of 6.0% annually, from 7,222,059 in FY 2012-13 to 5,495,379 in FY 2017-18. Annual Hours Open: The Library’s annual open hours have increased from 53,895 in FY 2012-13 to 55,614 in FY 2017-18. Facility Improvements: o The groundbreaking ceremony for a new Brentwood Library was in October 2016, with the grand opening date taking place September 29, 2018; o The El Sobrante Library was damaged by a fire February 2018 resulting in an unanticipated remodel of the facility. The department has taken the opportunity to rethink the interiors of the building, dedicating a new teen space, enlarging the children’s area, adding more natural light and orienting the meeting room to the exterior landscaping; construction is expected to be completed in late spring 2019, with reopening to the public in early summer 2019; o The County, in partnership with the city of Pleasant Hill, continues to plan and design the new Pleasant Hill Library, which is projected to open in spring 2021; o The City of Concord has completed upgrades to the public and staff restrooms and will replace the sliding glass doors at the entrance to the Concord Library in spring 2019; o The City of El Cerrito has elected to open the El Cerrito Library 15 additional hours per week for a total of 50 hours including Sundays. A celebration of the new hours was held in September 2018. The City of Pinole has agreed to contribute to the maintenance costs for the Pinole Library in exchange for 35 hours of library service. The department is actively meeting with the cities of Walnut Creek and Antioch about the possible conveyance of the Ygnacio and Antioch Libraries. A new agreement with the City of San Pablo was fully executed. Terms of a draft agreement with the City of Brentwood are under discussion. A draft agreement for the City of Orinda and revised agreements with the cities of San Pablo and San Ramon are in process. A new agreement for County-owned library facilities located in the cities of Antioch, Pinole and Walnut Creek will be drafted in spring 2019. The City of El Cerrito has a new city manager, and early discussions of the ongoing need to replace the current library facility have begun; meanwhile, the El Cerrito Library Foundation has expressed interest in funding minor interior improvements. The Library identified overdue fines on materials as the single highest barrier to the use of libraries and library services. Effective January 2019, the Board of Supervisors authorized the elimination of library fines and the waiver of uncollectible debt dating back to 1995 for all library patron accounts. The Library has begun executing the system-wide marketing and communication plan. The Reader’s Initiative was launched in January 2019 with a year-long reading challenge. An ongoing campaign to reach active and inactive library cardholders to welcome them back to the library was also launched in January 2019. The 2018 Summer Reading Program featured a wide variety of programs, information and entertainment for all ages and offered, for the first time, a way for all ages to participate entirely online to earn badges and complete online challenges. In response to library user needs, the Library continues to update its online and downloadable resources. The department purchased a new subscription to Kanopy for online streaming of films, and added the NY Times online through a State Library-funded program. Library General Government County of Contra Costa FY 2019-2020 Recommended Budget 159 The department has contracted with a consultant to assess the user experience at six libraries throughout the county and make recommendations for improvements to interior spaces. In FY 2019-20, the Library will develop a facility assessment and space planning document for all Contra Costa County Libraries in alignment with the goals set in the Library Strategic Plan. The 2018 Lunch at the Library program was very successful. The library served 6,218 lunches and snacks to children during the summer at nine library locations. Administrative and Program Goals Continue to implement the Library’s Strategic Plan. Continue to coordinate with cities regarding the approval of Library Lease Agreements in order to transfer ownership and fiscal responsibility for facilities to the cities, contributing to the County’s goal of fiscal health. Finalize and plan the implementation of a facility assessment document and a technology assessment document for all Contra Costa County Libraries in alignment with the goal set in the Strategic Plan. Continue to work with the City of Pleasant Hill to plan, design and construct a new library facility. Complete the design and implementation of the new integrated library website and public-facing catalog. Continue to review library staffing to maximize services during open hours for the public. Analysis of measureable and quantifiable data are used to justify hours of operation, staffing levels and security enhancements. Continue the popular Lunch at the Library Program, providing lunch and snacks to children during the summer. In collaboration with State and local school districts, this community asset allows children to have food security during non- school sessions while also incorporating library programming and reading activities. Library General Government 160 County of Contra Costa FY 2019-2020 Recommended Budget Public Works Brian Balbas, Director General Government County of Contra Costa FY 2019-2020 Recommended Budget 161 Public Works General Fund Summary General Fund 2017-18 Actuals 2018-19 Budget 2019-20 Baseline 2019-20 Recommended Change Expense Salaries And Benefits 53,560,577 66,095,374 70,997,783 71,347,970 350,187 Services And Supplies 105,862,596 98,601,810 107,450,992 107,450,992 0 Other Charges 40,993,906 42,176,000 40,029,719 40,029,719 0 Fixed Assets 961,111 190,000 470,000 470,000 0 Expenditure Transfers (85,354,289) (85,671,655) (94,224,920) (94,303,105) (78,185) Expense Total 116,023,900 121,391,529 124,723,574 124,995,576 272,002 Revenue Other Local Revenue 89,122,226 93,142,812 97,614,574 97,886,576 272,002 Federal Assistance 285,362 459,000 109,000 109,000 0 Revenue Total 89,407,589 93,601,812 97,723,574 97,995,576 272,002 Net County Cost (NCC): 26,616,311 27,789,717 27,000,000 27,000,000 0 Allocated Positions (FTE) 489.8 504.8 504.8 507.8 3.0 Financial Indicators Salaries as % of Total Exp 46% 54% 57% 57% % Change in Total Exp 5% 3% 0% % Change in Total Rev 5% 4% 0% % Change in NCC 4% (3%) 0% Compensation Information Permanent Salaries 28,950,802 38,110,366 39,767,189 39,974,978 207,789 Temporary Salaries 676,812 912,808 971,000 971,000 0 Permanent Overtime 1,534,589 1,276,023 1,635,575 1,635,575 0 Deferred Comp 264,085 439,740 524,040 529,440 5,400 Comp & SDI Recoveries (126,296) (247,610) (145,421) (145,421) 0 FICA/Medicare 2,291,671 2,887,544 3,028,396 3,044,374 15,978 Ret Exp-Pre 97 Retirees 94,063 121,951 121,551 121,551 0 Retirement Expense 9,129,372 11,713,913 11,934,810 11,998,808 63,998 Excess Retirement 3,767 0 3,800 3,800 0 Employee Group Insurance 4,592,310 6,334,616 7,471,450 7,519,101 47,651 Retiree Health Insurance 2,708,740 2,766,696 2,745,019 2,745,019 0 OPEB Pre-Pay 1,503,422 1,505,682 1,146,057 1,146,057 0 Unemployment Insurance 68,875 18,684 19,981 20,085 104 Workers Comp Insurance 1,868,365 254,961 1,774,336 1,783,603 9,267 Public Works General Government 162 County of Contra Costa FY 2019-2020 Recommended Budget General Fund Description The table on the previous page represents information in aggregate summarizing expenditures, revenues, and net County cost for 10 General Fund budget units administered by the Public Works Department. Included are data for the following budget units: 0650 – Public Works 0330 – Co. Drainage Maintenance 0079 – Facilities Maintenance 0063 – Fleet Services 0077 – General County Building Occupancy 0078 – GSD – Outside Agencies Services 0473 – Keller Surcharge/Mitigation Program 0148 – Print & Mail Services 0020 – Purchasing 0661 – Road Construction The tables that follow will present budget information for the General Fund, Road Fund, Airport Enterprise Fund, and various Special Revenue funds including Area of Benefit and Road Development Fees. The budgets for Special Districts managed by Public Works and the Flood Control District are in a separate document. Major Department Responsibilities The mission of the Public Works Department is to plan, design, construct and maintain safe, effective, and efficient transportation systems, drainage systems and recreational facilities in the County as well as provide high quality, responsive and cost effective services pertaining to facilities, fleet services, print and mail, and purchasing to County departments, other agencies, and the public. Public Works General Government County of Contra Costa FY 2019-2020 Recommended Budget 163 Public Works General Fund 2017-18 Actuals 2018-19 Budget 2019-20 Baseline 2019-20 Recommended Change Expense Salaries And Benefits 30,198,940 38,474,468 40,326,014 40,598,016 272,002 Services And Supplies 11,801,134 9,994,099 11,931,267 11,931,267 0 Other Charges 820 9,450 2,500 2,500 0 Fixed Assets 85,662 80,000 75,000 75,000 0 Expenditure Transfers (6,650,316) (7,389,417) (9,446,494) (9,446,494) 0 Expense Total 35,436,241 41,168,600 42,888,287 43,160,289 272,002 Revenue Other Local Revenue 34,270,009 39,596,202 41,713,287 41,985,289 272,002 Federal Assistance (475) 0 0 0 0 Revenue Total 34,269,534 39,596,202 41,713,287 41,985,289 272,002 Net County Cost (NCC): 1,166,707 1,572,398 1,175,000 1,175,000 0 Allocated Positions (FTE) 270.8 276.8 276.8 278.8 2.0 Financial Indicators Salaries as % of Total Exp 85% 93% 94% 94% % Change in Total Exp 16% 4% 1% % Change in Total Rev 16% 5% 1% % Change in NCC 35% (25%) 0% Compensation Information Permanent Salaries 17,014,982 22,784,057 23,439,005 23,604,465 165,460 Temporary Salaries 115,656 322,500 221,000 221,000 0 Permanent Overtime 138,369 148,000 152,500 152,500 0 Deferred Comp 163,841 268,620 323,340 326,940 3,600 Comp & SDI Recoveries (101,583) (175,000) (106,200) (106,200) 0 FICA/Medicare 1,259,822 1,715,080 1,771,982 1,784,705 12,723 Ret Exp-Pre 97 Retirees 56,736 85,000 84,600 84,600 0 Retirement Expense 5,492,531 7,096,779 7,142,094 7,193,055 50,961 Excess Retirement 3,767 0 3,800 3,800 0 Employee Group Insurance 2,496,623 3,569,814 4,065,704 4,097,500 31,796 Retiree Health Insurance 1,487,558 1,514,807 1,543,807 1,543,807 0 OPEB Pre-Pay 979,351 981,611 628,050 628,050 0 Unemployment Insurance 38,139 11,014 11,763 11,846 83 Workers Comp Insurance 1,053,148 152,185 1,044,569 1,051,948 7,379 Public Works General Government 164 County of Contra Costa FY 2019-2020 Recommended Budget Description: Public Works (budget unit 0650) is the main operating department for the Public Works Agency. It contains the operating costs, including salaries and benefits, for the divisions of Administration, Real Property, Engineering, Transportation, Permits, Mapping, Flood Control, Maintenance, and Construction. Costs are recovered through charge-outs to operating divisions. The general fund support is specific to the Land Surveyor function ($100,000), Special Districts Administration ($200,000), local matching funds for Special Districts grants ($300,000) and County Roads Maintenance of Effort ($575,000). Public Works Summary Service: Mandatory Level of Service: Discretionary Expenditures: $52,606,783 Financing: 51,431,783 Net County Cost: 1,175,000 Funding Sources: Reimb Gov/Gov 77.7% 40,876,189 Transfers 18.0% 9,446,494 Charges for Svc 1.7% 898,000 Miscellaneous 0.4% 211,100 General Fund 2.2% 1,175,000 FTE: 278.8 Public Works General Government County of Contra Costa FY 2019-2020 Recommended Budget 165 County Drainage Maintenance General Fund 2017-18 Actuals 2018-19 Budget 2019-20 Baseline 2019-20 Recommended Change Expense Services And Supplies 547,345 686,468 709,968 709,968 0 Other Charges 32 32 32 32 0 Expenditure Transfers 17,744 33,500 20,000 20,000 0 Expense Total 565,121 720,000 730,000 730,000 0 Revenue Other Local Revenue 45,418 20,000 30,000 30,000 0 Revenue Total 45,418 20,000 30,000 30,000 0 Net County Cost (NCC): 519,703 700,000 700,000 700,000 0 Financial Indicators Salaries as % of Total Exp % Change in Total Exp 27% 1% 0% % Change in Total Rev (56%) 50% 0% % Change in NCC 35% 0% 0% Description: County Drainage Maintenance (budget unit 0330) provides drainage maintenance for County owned drainage facilities in the unincorporated areas. County Drainage Maintenance Summary Service: Mandatory Level of Service: Discretionary Expenditures: $730,000 Financing: 30,000 Net County Cost: 700,000 Funding Sources: Reimbursement Gov/Gov 4.1% $30,000 General Fund 95.9% 700,000 Public Works General Government 166 County of Contra Costa FY 2019-2020 Recommended Budget Facilities Maintenance General Fund 2017-18 Actuals 2018-19 Budget 2019-20 Baseline 2019-20 Recommended Change Expense Salaries And Benefits 20,600,421 24,659,082 27,545,460 27,545,460 0 Services And Supplies 63,731,322 56,860,767 64,244,103 64,244,103 0 Other Charges 40,992,054 40,626,518 39,187,187 39,187,187 0 Fixed Assets 523,220 110,000 345,000 345,000 0 Expenditure Transfers (74,887,071) (74,538,875) (80,708,555) (80,708,555) 0 Expense Total 50,959,947 47,717,492 50,613,195 50,613,195 0 Revenue Other Local Revenue 50,888,747 47,707,493 50,613,195 50,613,195 0 Revenue Total 50,888,747 47,707,493 50,613,195 50,613,195 0 Net County Cost (NCC): 71,200 9,999 0 0 0 Allocated Positions (FTE) 192.0 200.0 200.0 200.0 0.0 Financial Indicators Salaries as % of Total Exp 40% 52% 54% 54% % Change in Total Exp (6%) 6% 0% % Change in Total Rev (6%) 6% 0% % Change in NCC (86%) (100%) 0% Compensation Information Permanent Salaries 10,418,933 13,655,351 14,585,460 14,585,460 0 Temporary Salaries 524,078 498,724 695,000 695,000 0 Permanent Overtime 1,389,604 1,125,173 1,479,225 1,479,225 0 Deferred Comp 74,644 140,580 169,380 169,380 0 Comp & SDI Recoveries (24,713) (72,610) (39,221) (39,221) 0 FICA/Medicare 915,469 1,044,666 1,122,218 1,122,218 0 Ret Exp-Pre 97 Retirees 32,443 33,178 33,178 33,178 0 Retirement Expense 3,160,646 4,105,540 4,280,779 4,280,779 0 Employee Group Insurance 1,792,337 2,433,512 2,997,645 2,997,645 0 Retiree Health Insurance 1,108,355 1,138,915 1,090,652 1,090,652 0 OPEB Pre-Pay 457,635 457,635 471,922 471,922 0 Unemployment Insurance 27,241 6,835 7,341 7,341 0 Workers Comp Insurance 723,749 91,583 651,881 651,881 0 Public Works General Government County of Contra Costa FY 2019-2020 Recommended Budget 167 Description: Facilities Maintenance (budget unit 0079) provides capital project management, real estate services, and maintenance and repairs for County owned and leased buildings (including 24-hour services at Contra Costa Regional Medical Center and Sheriff Detention facilities). Services include custodial, stationary engineers, skilled crafts, project and property management, and related equipment and supplies, including traffic signal maintenance for the County, 10 contract cities and the California Department of Transportation Facilities Maintenance Summary Service: Discretionary Level of Service: Discretionary Expenditures: $131,321,750 Financing: 131,321,750 Net County Cost: 0 Funding Sources: Fees 38.5% $50,613,195 Transfers 61.5% 80,708,555 FTE: 200.0 Public Works General Government 168 County of Contra Costa FY 2019-2020 Recommended Budget Fleet Services General Fund 2017-18 Actuals 2018-19 Budget 2019-20 Baseline 2019-20 Recommended Change Expense Other Charges 0 540,000 540,000 540,000 0 Expense Total 0 540,000 540,000 540,000 0 Revenue Other Local Revenue 528,266 540,000 540,000 540,000 0 Revenue Total 528,266 540,000 540,000 540,000 0 Net County Cost (NCC): (528,266) 0 0 0 0 Financial Indicators Salaries as % of Total Exp % Change in Total Exp 100% 0% 0% % Change in Total Rev 2% 0% 0% % Change in NCC (100%) 0% 0% Description: Fleet Services (budget unit 0063) contains the General Fund depreciation expenses for Fleet operations. All salary and benefit costs, vehicle replacement, maintenance and repair costs are budgeted in the Fleet Services-Internal Service Fund, budget unit 0064 (Fund 150100). Fleet Services Summary Service: Discretionary Level of Service: Discretionary Expenditures: $540,000 Financing: 540,000 Net County Cost:0 Funding Sources: Fees Transfers 100.0% $540,000 Public Works General Government County of Contra Costa FY 2019-2020 Recommended Budget 169 General County Building Occupancy General Fund 2017-18 Actuals 2018-19 Budget 2019-20 Baseline 2019-20 Recommended Change Expense Services And Supplies 24,748,596 23,822,619 23,851,843 23,851,843 0 Fixed Assets 352,228 0 0 0 0 Expenditure Transfers 187,305 657,639 451,180 451,180 0 Expense Total 25,288,129 24,480,258 24,303,023 24,303,023 0 Revenue Other Local Revenue 448,819 156,200 152,023 152,023 0 Revenue Total 448,819 156,200 152,023 152,023 0 Net County Cost (NCC): 24,839,309 24,324,058 24,151,000 24,151,000 0 Financial Indicators Salaries as % of Total Exp % Change in Total Exp (3%) (1%) 0% % Change in Total Rev (65%) (3%) 0% % Change in NCC (2%) (1%) 0% Description: General County Building Maintenance (budget unit 0077) funds general funded buildings maintenance, utilities, insurance and debt services for County properties and departments. General County Building Occupancy Summary Service: Discretionary Level of Service: Discretionary Expenditures: $24,303,023 Financing: 152,023 Net County Cost: 24,151,000 Funding Sources: Fees 0.6% $152,023 General Fund 99.4% 24,151,000 Public Works General Government 170 County of Contra Costa FY 2019-2020 Recommended Budget Outside Agency Services General Fund 2017-18 Actuals 2018-19 Budget 2019-20 Baseline 2019-20 Recommended Change Expense Services And Supplies 552,338 569,469 609,597 609,597 0 Expenditure Transfers 168,460 164,512 172,860 172,860 0 Expense Total 720,798 733,981 782,457 782,457 0 Revenue Other Local Revenue 730,947 722,264 782,457 782,457 0 Revenue Total 730,947 722,264 782,457 782,457 0 Net County Cost (NCC): (10,149) 11,717 0 0 0 Financial Indicators Salaries as % of Total Exp % Change in Total Exp 2% 7% 0% % Change in Total Rev (1%) 8% 0% % Change in NCC (215%) (100%) 0% Description: Outside Agency Services (budget unit 0078) reflects costs to provide services to outside agencies (including Superior Court) plus offsetting revenue. These costs include occupancy costs, print and mail services, and fleet services. Outside Agency Services Service: Discretionary Level of Service: Discretionary Expenditures: $782,457 Financing: 782,457 Net County Cost: 0 Funding Sources: Fees 100.0% $782,457 Public Works General Government County of Contra Costa FY 2019-2020 Recommended Budget 171 Keller Surcharge/Mitigation Program General Fund 2017-18 Actuals 2018-19 Budget 2019-20 Baseline 2019-20 Recommended Change Expense Services And Supplies 378,767 397,546 413,000 413,000 0 Expenditure Transfers (25,000) (25,000) (50,000) (50,000) 0 Expense Total 353,767 372,546 363,000 363,000 0 Revenue Other Local Revenue 61,221 80,000 70,000 70,000 0 Revenue Total 61,221 80,000 70,000 70,000 0 Net County Cost (NCC): 292,546 292,546 293,000 293,000 0 Financial Indicators Salaries as % of Total Exp % Change in Total Exp 5% (3%) 0% % Change in Total Rev 31% (13%) 0% % Change in NCC 0% 0% 0% Description: The Keller Surcharge/Mitigation Program (budget unit 0473) was established to implement Board of Supervisors policy on reducing solid waste from sanitary landfills through resource recovery, materials management and recycling services. Keller Surcharge/Mitigation Program Summary Service: Mandatory Level of Service: Discretionary Expenditures: $413,000 Financing: 120,000 Net County Cost: 293,000 Funding Sources: Fees Charged 17.0% $70,000 Transfers 12.1% 50,000 General Fund 70.9% 293,000 Public Works General Government 172 County of Contra Costa FY 2019-2020 Recommended Budget Print and Mail Services General Fund 2017-18 Actuals 2018-19 Budget 2019-20 Baseline 2019-20 Recommended Change Expense Salaries And Benefits 1,984,411 2,064,374 2,175,932 2,254,117 78,185 Services And Supplies 2,906,357 3,432,810 3,251,668 3,251,668 0 Fixed Assets 0 0 50,000 50,000 0 Expenditure Transfers (4,127,293) (4,386,434) (4,565,850) (4,644,035) (78,185) Expense Total 763,476 1,110,750 911,750 911,750 0 Revenue Other Local Revenue 965,181 912,750 911,750 911,750 0 Revenue Total 965,181 912,750 911,750 911,750 0 Net County Cost (NCC): (201,706) 198,000 (0) (0) 0 Allocated Positions (FTE) 21.0 21.0 21.0 22.0 1.0 Financial Indicators Salaries as % of Total Exp 260% 186% 239% 247% % Change in Total Exp 45% (18%) 0% % Change in Total Rev (5%) (0%) 0% % Change in NCC (198%) (100%) 0% Compensation Information Permanent Salaries 1,065,386 1,132,167 1,187,433 1,229,762 42,329 Temporary Salaries 37,079 91,584 55,000 55,000 0 Permanent Overtime 6,616 2,850 3,850 3,850 0 Deferred Comp 19,110 19,260 19,260 21,060 1,800 FICA/Medicare 82,856 86,611 91,489 94,744 3,255 Ret Exp-Pre 97 Retirees 3,415 3,773 3,773 3,773 0 Retirement Expense 333,211 345,708 347,629 360,666 13,037 Employee Group Insurance 225,773 229,674 284,973 300,828 15,855 Retiree Health Insurance 93,851 94,974 91,060 91,060 0 OPEB Pre-Pay 49,621 49,621 37,768 37,768 0 Unemployment Insurance 2,484 566 598 619 21 Workers Comp Insurance 65,011 7,586 53,099 54,987 1,888 Description: Print and Mail Services (budget unit 0148) provides copy, printing, graphic design, bindery and duplicating services, U.S. Mail processing and interoffice mail delivery, and supplies, business forms, and documents to County departments and other governmental agencies. Public Works General Government County of Contra Costa FY 2019-2020 Recommended Budget 173 Print & Mail Services Summary Service: Discretionary Level of Service: Discretionary Expenditures: $5,555,785 Financing: 5,555,785 Net County Cost: 0 Funding Sources: Fees Charged 16.4% $911,750 Transfers 83.6% 4,644,035 FTE: 22.0 Public Works General Government 174 County of Contra Costa FY 2019-2020 Recommended Budget Purchasing General Fund 2017-18 Actuals 2018-19 Budget 2019-20 Baseline 2019-20 Recommended Change Expense Salaries And Benefits 776,805 897,451 950,377 950,377 0 Services And Supplies 200,083 336,032 312,546 312,546 0 Expenditure Transfers (186,363) (187,580) (198,061) (198,061) 0 Expense Total 790,525 1,045,903 1,064,862 1,064,862 0 Revenue Other Local Revenue 323,559 364,903 383,862 383,862 0 Revenue Total 323,559 364,903 383,862 383,862 0 Net County Cost (NCC): 466,967 681,000 681,000 681,000 0 Allocated Positions (FTE) 6.0 7.0 7.0 7.0 0.0 Financial Indicators Salaries as % of Total Exp 98% 86% 89% 89% % Change in Total Exp 32% 2% 0% % Change in Total Rev 13% 5% 0% % Change in NCC 46% 0% 0% Compensation Information Permanent Salaries 451,501 538,791 555,291 555,291 0 Deferred Comp 6,490 11,280 12,060 12,060 0 FICA/Medicare 33,524 41,188 42,707 42,707 0 Ret Exp-Pre 97 Retirees 1,469 0 0 0 0 Retirement Expense 142,984 165,886 164,308 164,308 0 Employee Group Insurance 77,577 101,615 123,127 123,127 0 Retiree Health Insurance 18,976 18,000 19,500 19,500 0 OPEB Pre-Pay 16,815 16,815 8,317 8,317 0 Unemployment Insurance 1,010 269 279 279 0 Workers Comp Insurance 26,458 3,607 24,787 24,787 0 Public Works General Government County of Contra Costa FY 2019-2020 Recommended Budget 175 Description: Purchasing (budget unit 0020) provides a program of centralized purchasing of goods, equipment and services for the County and other local agencies. Purchasing & Materials Mgmt Summary Service: Mandatory Level of Service: Discretionary Expenditures: $1,262,923 Financing: 581,923 Net County Cost: 681,000 Funding Sources: Fees Charged 24.1% $303,862 Rebates 6.3% 80,000 Transfers 15.7% 198,061 General Fund 53.9% 681,000 FTE: 7.0 Public Works General Government 176 County of Contra Costa FY 2019-2020 Recommended Budget Road Construction General Fund 2017-18 Actuals 2018-19 Budget 2019-20 Baseline 2019-20 Recommended Change Expense Services And Supplies 996,654 2,502,000 2,127,000 2,127,000 0 Other Charges 1,000 1,000,000 300,000 300,000 0 Expenditure Transfers 148,243 0 100,000 100,000 0 Expense Total 1,145,898 3,502,000 2,527,000 2,527,000 0 Revenue Other Local Revenue 860,060 3,043,000 2,418,000 2,418,000 0 Federal Assistance 285,837 459,000 109,000 109,000 0 Revenue Total 1,145,898 3,502,000 2,527,000 2,527,000 0 Net County Cost (NCC): 0 0 0 0 0 Financial Indicators Salaries as % of Total Exp % Change in Total Exp 206% (28%) 0% % Change in Total Rev 206% (28%) 0% % Change in NCC (100%) 0% 0% Description: Road Construction (budget unit 0661) includes road construction projects funded by other governmental agencies including Contra Costa Transportation Authority for Highway 4 and the State Route 4 Bypass Authority. Road Construction Summary Service: Mandatory Level of Service: Discretionary Expenditures: $2,527,000 Financing: 2,527,000 Net County Cost: 0 Funding Sources: Federal 4.3% $109,000 Local Revenue 95.7% 2,418,000 Public Works General Government County of Contra Costa FY 2019-2020 Recommended Budget 177 Fleet Services Internal Service Fund Summary Fleet Internal Service Fund 2017-18 Actuals 2018-19 Budget 2019-20 Baseline 2019-20 Recommended Change Expense Salaries And Benefits 2,226,419 2,595,927 2,796,385 2,796,385 0 Services And Supplies 8,557,620 7,463,989 7,960,058 7,960,058 0 Other Charges 3,716,009 3,546,206 3,307,081 3,307,081 0 Fixed Assets 0 3,743,668 3,750,000 3,750,000 0 Expenditure Transfers (1,391,813) (1,443,878) (1,353,155) (1,353,155) 0 Expense Total 13,108,235 15,905,912 16,460,369 16,460,369 0 Revenue Other Local Revenue 13,786,066 15,905,912 16,460,369 16,460,369 0 Revenue Total 13,786,066 15,905,912 16,460,369 16,460,369 0 Net Fund Cost (NFC): (677,831) 0 0 0 0 Allocated Positions (FTE) 21.0 21.0 21.0 21.0 0.0 Financial Indicators Salaries as % of Total Exp 17% 16% 17% 17% % Change in Total Exp 21% 3% 0% % Change in Total Rev 15% 3% 0% % Change in NCC (100%) (115%) 0% Compensation Information Permanent Salaries 1,168,847 1,475,158 1,550,602 1,550,602 0 Temporary Salaries 5,932 10,000 10,000 10,000 0 Permanent Overtime 103,005 60,000 100,000 100,000 0 Deferred Comp 21,611 28,020 28,020 28,020 0 Comp & SDI Recoveries (93) 0 0 0 0 Vacation/Sick Leave Accrual 6,419 0 0 0 0 FICA/Medicare 97,423 112,850 119,239 119,239 0 Ret Exp-Pre 97 Retirees 3,531 4,525 4,525 4,525 0 Retirement Expense 345,942 439,297 439,257 439,257 0 Employee Group Insurance 218,472 281,650 331,889 331,889 0 Retiree Health Insurance 101,312 97,535 100,000 100,000 0 OPEB Pre-Pay 76,272 76,272 42,868 42,868 0 Unemployment Insurance 2,868 738 779 779 0 Workers Comp Insurance 74,878 9,884 69,205 69,205 0 Public Works General Government 178 County of Contra Costa FY 2019-2020 Recommended Budget Description: Fleet Services (budget unit 0064) provides maintenance, repair, acquisition, and management of the County’s fleet of vehicles and equipment. Fleet Services ISF Summary Service: Discretionary Level of Service: Discretionary Expenditures: $17,813,524 Financing: 17,813,524 Net Fund Cost:0 Funding Sources: Fees Charged 92.4% $16,460,369 Transfers 7.6% 1,353,155 FTE: 21.0 Public Works General Government County of Contra Costa FY 2019-2020 Recommended Budget 179 Road Fund Summary Road Fund 2017-18 Actuals 2018-19 Budget 2019-20 Baseline 2019-20 Recommended Change Expense Services And Supplies 26,546,822 25,972,678 42,500,800 42,500,800 0 Other Charges 2,513,956 2,810,241 2,788,500 2,788,500 0 Fixed Assets 310,773 1,000,000 845,000 845,000 0 Expenditure Transfers 20,955,490 21,039,029 27,275,277 27,275,277 0 Expense Total 50,327,040 50,821,948 73,409,577 73,409,577 0 Revenue Other Local Revenue 14,873,263 13,021,702 16,619,443 16,619,443 0 Federal Assistance 5,635,029 7,248,258 17,420,134 17,420,134 0 State Assistance 24,426,913 35,527,959 39,370,014 39,370,014 0 Revenue Total 44,935,205 55,797,919 73,409,591 73,409,591 0 Net Fund Cost (NFC): 5,391,836 (4,975,971) (14) (14) 0 Financial Indicators Salaries as % of Total Exp % Change in Total Exp 1% 44% 0% % Change in Total Rev 24% 32% 0% % Change in NCC (192%) (100%) 0% Road Fund Description This table represents information in aggregate format summarizing expenditures, revenues, and Net Fund Cost for five Road Fund budget units (fund 110800) administered by the Public Works Department. The following budget units are included: 0006 – General Road Fund Revenue 0662 – Road Construction 0672 – Road Maintenance 0674 – Miscellaneous Property 0676 – General Road Plan/Admin. Road Fund – Construction & General Road Planning/Administration Description: Develop plans for specific road projects, obtain financing and construct new roads or improve existing roads to facilitate safe, properly regulated traffic and pedestrian movements. This fund includes administration costs for various projects. Road Fund - Construction Summary Service: Mandatory Level of Service: Discretionary Expenditures: $48,278,250 Financing: 33,003,250 Net Fund Cost: 15,275,000 Funding Sources: Federal Funding 35.7% $17,219,134 Misc Govt 9.8% 4,737,923 Misc. Road Svcs 22.8% 11,017,332 Charges for Svc & Miscellaneous 0.1% 28,861 Net Fund Cost 31.6% 15,275,000 Public Works General Government 180 County of Contra Costa FY 2019-2020 Recommended Budget Miscellaneous Property & Maintenance Description: Provide road maintenance for public roads, bridges, and road drainage facilities in the unincorporated County area. Preserve and maintain existing travel ways. Typical maintenance work includes sealing pavement, re-grading shoulders and traffic striping and signing. Road Fund - Maintenance Summary Service: Mandatory Level of Service: Discretionary Expenditures: $25,131,327 Financing: 1,031,327 Net Fund Cost: 24,100,000 Funding Sources: Charges for Svc 0.1% $15,000 Intergovernmental 0.8% 201,000 Miscellaneous 3.2% 815,327 Net Fund Cost 95.9% 24,100,000 Road Fund Revenue Description: Receives Highway Users Tax funding from State and other revenues to support road construction and maintenance. Road Fund Revenue Summary Service: Mandatory Level of Service: Discretionary Expenditures: $0 Financing: 39,375,014 Net Fund Cost: (39,375,014) Funding Sources: Interest Earnings 0.0% $5,000 Hwy Taxes 42.8% 16,833,343 Other State Rev. 57.2% 22,536,671 Public Works General Government County of Contra Costa FY 2019-2020 Recommended Budget 181 Public Works Land Development Land Development Fund 2017-18 Actuals 2018-19 Budget 2019-20 Baseline 2019-20 Recommended Change Expense Services And Supplies 185,657 301,100 201,100 201,100 0 Other Charges 78,720 35,000 60,000 60,000 0 Expenditure Transfers 2,983,782 2,820,001 3,000,000 3,000,000 0 Expense Total 3,248,159 3,156,101 3,261,100 3,261,100 0 Revenue Other Local Revenue 3,260,410 3,136,100 3,261,100 3,261,100 0 Revenue Total 3,260,410 3,136,100 3,261,100 3,261,100 0 Net Fund Cost (NFC): (12,251) 20,001 0 0 0 Financial Indicators Salaries as % of Total Exp % Change in Total Exp (3%) 3% 0% % Change in Total Rev (4%) 4% 0% % Change in NCC (263%) (100%) 0% Description: This budget unit (budget unit 0651) provides engineering services and regulation of land development. Fees are received for encroachment permits, plan review and application review. Public Works Land Development Summary Service: Mandatory Level of Service: Discretionary Expenditures: $3,261,100 Financing: 3,261,100 Net Fund Cost: 0 Funding Sources: Development Fees 100.0% $3,261,100 Public Works General Government 182 County of Contra Costa FY 2019-2020 Recommended Budget Airport Enterprise Fund Summary Airport Enterprise Fund 2017-18 Actuals 2018-19 Budget 2019-20 Baseline 2019-20 Recommended Change Expense Salaries And Benefits 2,264,162 2,648,477 2,894,682 2,894,682 0 Services And Supplies 1,479,152 1,595,137 1,882,470 1,882,470 0 Other Charges 1,401,775 463,968 911,047 911,047 0 Fixed Assets (0) 2,015,500 4,498,816 4,498,816 0 Expenditure Transfers 195,476 179,700 233,200 233,200 0 Expense Total 5,340,566 6,902,782 10,420,215 10,420,215 0 Revenue Other Local Revenue 5,104,738 5,270,153 5,534,399 5,534,399 0 Federal Assistance 411,277 509,375 3,718,125 3,718,125 0 State Assistance 17,790 12,734 92,954 92,954 0 Revenue Total 5,533,805 5,792,262 9,345,478 9,345,478 0 Net Fund Cost (NFC): (193,239) 1,110,520 1,074,737 1,074,737 0 Allocated Positions (FTE) 17.0 17.0 17.0 17.0 0.0 Financial Indicators Salaries as % of Total Exp 42% 38% 28% 28% % Change in Total Exp 29% 51% 0% % Change in Total Rev 5% 61% 0% % Change in NCC (675%) (3%) 0% Compensation Information Permanent Salaries 1,084,681 1,350,038 1,450,946 1,450,946 0 Temporary Salaries 13,151 0 0 0 0 Permanent Overtime 93,268 48,000 48,000 48,000 0 Deferred Comp 14,130 18,480 20,280 20,280 0 Vacation/Sick Leave Accrual 28,714 25,000 25,000 25,000 0 FICA/Medicare 47,644 100,992 109,305 109,305 0 Ret Exp-Pre 97 Retirees 6,219 6,225 6,225 6,225 0 Retirement Expense 604,878 723,319 740,500 740,500 0 Employee Group Insurance 158,428 224,152 249,938 249,938 0 Retiree Health Insurance 124,231 129,051 125,165 125,165 0 OPEB Pre-Pay 13,500 13,500 53,851 53,851 0 Unemployment Insurance 2,657 675 729 729 0 Workers Comp Insurance 72,661 9,045 64,743 64,743 0 Public Works General Government County of Contra Costa FY 2019-2020 Recommended Budget 183 Description: The fund is responsible for the operation and capital development of Buchanan and Byron Airports. The previous table represents data for the following budget units: 0841 – Airport Operations 0843 – Airport Fixed Assets 0844 – Mariposa Project Community Benefit Airports Summary Service: Discretionary Level of Service: Mandatory Expenditures: $10,420,215 Financing: 9,345,478 Net Fund Cost: 1,074,737 Funding Sources: Interest Earnings 0.3% $29,500 Aviation Ops. 89.4% 9,315,978 Fund Balance 10.3% 1,074,737 FTE: 17.0 Public Works General Government 184 County of Contra Costa FY 2019-2020 Recommended Budget Other Special Revenue Fund Summary Description: This program area includes four special revenue funds. Expenditures are offset by fees, rents collected, franchise fees and funds from the sale of property. Funding is generally restricted to use based on agreements. The budget units included are: 0120 – Plant Acquisition/Sans Crainte Drainage 0161 – Survey Monument Preservation 0660 – Bailey Rd Maintenance Surcharge 0664 – Walden Green Maintenance 0699 – Tosco/Solano Transportation Mitigation Other Special Revenue Fund Summary Service: Discretionary Level of Service: Mandatory Expenditures: $3,861,287 Financing: 616,466 Net Fund Cost: 3,244,821 Funding Sources: Licenses, Permits, Franchises 10.4% $403,000 Earnings on Invest. 3.3% 126,466 Charges for Svc 2.3% 87,000 Fund Balance 84.0% 3,244,821 Development Funds Description: This program area includes four special revenue funds that receive fees from permits and developers for construction and Conditions of Approval (COA). The funds are used in development and improvement projects within their same geographical area from which they were collected. The budget units included are: 0350 – CDD/PWD Joint Review Fee 0648 – Drainage Deficiency 0649 – Public Works/Land Development 0682 – Road Improvement Fee Development Funds Summary Service: Discretionary Level of Service: Mandatory Expenditures: $9,810,018 Financing: 7,193,000 Net Fund Cost: 2,617,018 Funding Sources: Licenses, Permits, Franchises 0.2% $21,000 State Aid 1.0% 100,000 Earnings on Invest. 6.5% 637,000 Charges for Svc 30.6% 3,000,000 Misc Revenue 35.0% 3,435,000 Fund Balance 26.7% 2,617,018 Southern Pacific Railway (SPRW) Description: The Iron Horse Corridor, formerly known as the Southern Pacific right of way is 18.5 miles long, traversing north-south in Central Contra Costa County. The northern terminus is Mayette Avenue in Concord and the southern terminus is the Alameda County line in San Ramon. The corridor varies in width from 30 to 100 feet and currently has a 10-foot wide, paved multi-use trail managed by the East Bay Regional Park District. Funds come from the sale of easements and license agreements and are used for maintenance of the corridor (i.e. mowing, tree trimming, and drainage). Public Works General Government County of Contra Costa FY 2019-2020 Recommended Budget 185 SPRW Summary Service: Discretionary Level of Service: Mandatory Expenditures: $5,354,498 Financing: 798,622 Net Fund Cost: 4,555,876 Funding Sources: Investment earnings & real estate rental 14.7% $788,622 Misc Revenue 0.2% 10,000 Fund Balance 85.1% 4,555,876 Navy Transportation Mitigation Description: This program was established for the proceeds from the Navy for the sale of a portion of Port Chicago Highway. Money is expended per the Expenditure Plan adopted by the Board of Supervisors in June, 2008. Navy Transportation Mitigation Service: Discretionary Level of Service: Mandatory Expenditures: $5,302,260 Financing: 150,000 Net Fund Cost: 5,152,260 Funding Sources: Earnings on Invest. 2.8% $150,000 Fund Balance 97.2% 5,152,260 Area of Benefit Fees/Road Development Fees Description: This program area includes 16 special revenue funds that were established to assess fees on development so that future road projects would be funded in the geographical Area of Benefit. AOB/Development Fee Summary Service: Discretionary Level of Service: Mandatory Expenditures: $1,917,338 Financing: 2,159,750 Net Fund Cost: (242,412) Funding Sources: Earnings on Invest 21.6% $414,750 Developer Fees 91.0% 1,745,000 Fund Balance (12.6%) (242,412) CAO’s Recommendation General Fund Baseline Budget The fiscal year 2019-20 baseline budget decreased by a general fund net of approximately $790,000. A total $607,000 of one-time money was eliminated from the baseline budget from the following current year projects: $200,000 for 4th quarter billings from the Joint Occupancy Agreement for County managed Court facilities; $198,000 for repairs at the Print and Mail division (2366-B Stanwell Circle, Concord); $197,000 for the County Capital Improvement Plan; and $12,000 for restricted funds unspent in prior year. A further $210,000 of prior year venture capital funding was eliminated as it was for one-time use in the current fiscal year for upgrades to the Joint Billing System with the Department of Conservation and Development as well the purchase of a construction plan plotter/scanner for the capital projects division. Personnel costs increased overall by $4.9 million due to a 4% cost of living increase as well as increases to the County’s share of health and dental insurance and an increased rate for workers compensation insurance in fiscal year 2019-20. Public Works General Government 186 County of Contra Costa FY 2019-2020 Recommended Budget Operating costs (including services and supplies, debt service, depreciation and fixed assets) increased by approximately $7.8 million to reflect anticipated costs for utilities and building maintenance. Revenue and expenditure transfers increased by $12.7 million primarily from charges for services and charges to other special revenue funds.  Recommended Budget The fiscal year 2019-20 recommended budget increased by $272,002 for both expenditures and revenues. The increase reflects the addition of 3 positions recommended to address staffing needs in the coming year. The Department is requesting 1 Administrative Analyst and 1 Senior Land Surveyor for the Engineering Services division. This will improve the efficiency of processing land development permits and increased demand for land surveying services. The Print and Mail division is requesting the addition of a Driver Clerk to deliver printed jobs for various County Departments as well as County mail delivery. The additional recommended positions are to be funded by a combination of Developer Fees and customer charges. The County Administrator recommends the additional positions to meet the anticipated volume of public works projects due to needs of County departments. Fleet Internal Service Fund The baseline budget for Fleet Services (Internal Service Fund) increased by $554,457, reflecting increased costs for salaries and benefits, estimated vehicle purchases and repairs in fiscal year 2019-20. Departments with vehicles assigned to the Fleet Internal Service fund are charged a monthly base fee, a per-mile fee and actual fuel costs. The monthly base fee represents the costs of insurance, management, depreciation, and vehicle replacement. The mileage charge consist of maintenance and repair costs (parts and labor). Road Fund The baseline expenditures for the Road Fund increased by $22,587,629 and revenue increased by $17,611,672 (a net increase of $4,975,957) due to Road Maintenance and Rehabilitation (RMRA) funding from SB 1 revenue and unanticipated FEMA storm charges. The additional revenues from SB1 will be used to address years of unfunded road maintenance, rehabilitation, and critical safety projects as well as to invest in “Complete Streets” projects uniquely tailored to the need, preferences and functions of the people of Contra Costa County. Funds will be used for general road maintenance, road capital improvement, traffic program, road engineering, and road information and services. Land Development Fund The Land Development Fund, which supports engineering functions, increased revenues and expenditures by $125,000 and $104,999, respectively, (a net decrease of $20,001) to reflect anticipated revenues generated from land development permits. Airport Enterprise Fund The Airport Enterprise fund, which supports airport operations and capital development at the Buchanan and Byron Airports increased expenditures by $3,517,433 and revenue by $3,553,216 for a net decrease of $35,783. The budget reflects increased salaries and benefits, including a 4% cost of living increase, as well increase in appropriations for planned capital improvement projects. Revenue increased from aviation operations (rent and concessions) as well as fund balance carried over from prior years. Public Works continues to respond to the growing challenges by proactively identifying areas in its operations that can be modified, streamlined, and/or restructured for better service and cost efficiency, as well as maintaining operations within their baseline budget. Public Works General Government County of Contra Costa FY 2019-2020 Recommended Budget 187 Performance Measurements  Transportation Program: In 2018 Public Works identified several opportunities for transportation grants and were successful in generating approximately $2.5 million in additional funding. Efforts resulted in receiving almost $43 for every $1 of staff time. This exceeded our strategic goal of receiving a minimum of $4 for every $1 in staff time to prepare the applications.  Continued participation in the National Flood Insurance Program Community Rating System (CRS), achieved a CRS rating of Class 5 that became effective May 1, 2018. This rating increased discounts on flood insurance premiums for our community’s property owners in Special Flood Hazard Areas to 25% from 20%.  Completed or awarded for construction approximately 21 county capital building projects in 2018. These projects included deferred maintenance projects such as roofing, paving, utility line/infrastructure upgrade, landscaping, fire life & safety, ADA upgrade, mechanical upgrade, tenant Improvement and demolition projects and other projects such as the Health Clinic.  List of some of the significant projects completed or awarded by the Capital Projects Division in 2018:  Demolition of Building F & G at Marsh Creek Detention Facility, 1200 Marsh Creek Road, Clayton  Remodeling of the Visitation Center, 5555 Giant Highway, Richmond  Expansion of Emergency Department into Diagnostic Imaging, 2500 Alhambra Avenue, Martinez  Roof Top Equipment, Accessibility Upgrades project, 2530 Arnold Drive, Martinez  Old Surplus Yard Parking Rehabilitation, 220 Glacier Drive, Martinez  Recycling Building Demolition, 220 Glacier Drive, Martinez  CMS Regulatory Compliance Work, CCRMC, Martinez  Morrow House Renovation Project, 1236 Escobar, Martinez  Award and construction start of Fire Station 16, Lafayette  ABCD Program Clinic at 3024 Willow Pass Road, Concord  Completion of tenant improvements at 40 Muir 2nd Floor, Martinez  2400 Bisso Lane – Suite D remodel for HSD, Concord  2380 Bisso Lane Build out and tenant improvements for Department of Agriculture & UC Extension, Concord  1000 Ward Martinez Detention Facility Parking Lot, Martinez  1126 Escobar Parking Lot and Solar installation for County Administration, Martinez  Elevator Modernization at 2530 Arnold Drive, Martinez  Relocation of EMS Operations to 777 Arnold Drive, Martinez  Remodeling of 1st, 3rd & 4th floors at 900 Ward St, Martinez • Continued significant progress at the New County Administration Building and Emergency Operations Center/Public Safety Building with initial groundbreaking, preliminary site work, and construction of foundations. • Capital Projects Management currently has a total of 80 funded projects valued at approximately $257 million.  Beta version of the Asset Management dashboard has been completed. We are testing the dashboard to review data and fine tune functionality. Strategic planning and facility management/maintenance plan will continue throughout the year. Work on this asset data has improved County facility operation and maintenance by helping to identify underutilized facilities, as well as facilities most in need of deferred maintenance attention.  Design/Construction Division completed 12 public infrastructure projects on roads throughout the County totaling over $12 million improving our public roadway system. Public Works General Government 188 County of Contra Costa FY 2019-2020 Recommended Budget  Airport Safety: General aviation users have quality airport facilities and services to safely operate their aircraft. The goal is to prevent airport safety deviations, which indicate a situation that is considered unusual from normal operations that could pose a safety threat. In 2018, there was one safety deviation that was not aviation or pilot related. This is up from zero the previous year. This low number of incidents can be attributed to the new security fencing, security signage, and video surveillance system installed in 2018. Staff will continue to evaluate and implement additional security features and protocols as appropriate.  Fleet Services: Continued to purchase and put into service electric, compressed natural gas and hybrid vehicles in our effort to “green” our fleet and reduce greenhouse gas emissions. We will be looking for opportunities to expand use of web based pool vehicle check out and reservation system in an effort to better utilize vehicles at county departments. • Recognized by the American Public Works Association, Northern California Chapter with a Project of the Year Award for the Alhambra Bridge Washout Repair Project. • The International Right of Way Association recognized our Department with an Employer of the Year Award. • Print and Mail Services was recognized with a national gold award for printing. • Print and Mail Services completed negotiating new leases for equipment in both Concord and Martinez. This new equipment brings with it lower lease costs as well as lower operating cost, this will allow us to reduce our customers printing cost by approximately 10%. • The Public Works Department pool car fleet for use by our staff is almost 70% alternative fuel vehicles with hybrids and EV’s being used by our employees to conduct business on behalf of our Department. Administrative and Program Goals Recruitment/Retention and Succession Planning With the improved economy, increased requests from county departments for work and additional gas taxes (SB1), we are seeing more competition in attracting and retaining qualified staff in many classifications throughout the Department. We are looking at ways to better recruit, retain, and prepare staff to meet the Department’s goals and deliver our mission. We continue to review Department initiatives to include and improve work/life balance, employee morale and “fun in the workplace.” Staff workload has increased and we look for ways to improve the intangible benefits we can provide to increase retention for our staff. We have started to develop a training program that looks at Department needs and employees’ needs for professional development. We have also anticipated a large number of senior level staff retirements starting this year and continuing over the next five years or so. Succession planning is a priority to ensure we have staff ready to move into leadership positions. There are multiple challenges related to succession planning. We have taken steps to identify critical service areas and staff in an effort to highlight those areas of concern, prioritize a plan to be responsive to it, strategize on how to respond and implement efforts to minimize negative impacts that may result from these experienced well-trained staff leaving our Department. Communication We will continue looking at better ways to communicate with staff, customers and the public in our work and during the service delivery process by challenging ourselves, using technology available and promoting open honest communications as cited in our Department Values. Communication in the Department is sometimes difficult with our large staff, multiple job sites and field personnel. We are looking at how we can ensure that all Public Works employees are informed of Department priorities, goals, issues and events. We have embarked on a series of efforts to improve our Department communication engaging staff in a variety of ways and our goal is to continue these efforts and improve on the efforts underway, while developing other strategies to improve overall communication. Given the breadth of our customer base, clear communication with our customers can also be challenging. By providing avenues to communicate with staff, customers, elected officials and the public and using various communication conduits such as social media, staff meetings, public meetings, written Public Works General Government County of Contra Costa FY 2019-2020 Recommended Budget 189 communication and technology our Department is committed to clear open communication. We will continue to pursue best management practices in communicating with all of our partners and customers. Cost Recovery There are several programs that are funded with restricted funds or through fees for services that need review. For example, road encroachment permits are not 100% cost recovery and the Road Fund has to provide revenue to the program. Public Works and the Department of Conservation and Development contracted with a company to evaluate and update our fee schedule. As part of this effort, we are also looking at ways to improve fee collection and upgrade our joint billing system used by Public Works and Conservation and Development. We anticipate in 2019 presenting a revised fee schedule to the Board of Supervisors and also anticipate upgrading our joint billing system and use of other software programs as part of our land development function within Public Works. Many of our Special Districts are underfunded for the level of service desired by the communities. We continue to work with our constituents and Board members to explain our funding constraints and define fiscally responsible levels of service that are acceptable to all. Project Delivery Efficiency To improve service delivery to our customers, we have identified project delivery efficiency as an internal process that needs review. Efficient use of public funds to deliver projects is critical to delivering our capital project program. The more efficient we are with our limited revenues, the more projects we can deliver that will benefit the public. We are mapping out the existing process and looking for opportunities to reduce cost by examining each step in the process and determining if it is a value-adding step to the process. To assist in the decision making, we will be evaluating the current metrics and developing new metrics to help us understand if we are succeeding in our efficiency improvement efforts for the project delivery process. Countywide Real Estate Asset Management Plan The County’s building portfolio is substantial with hundreds of County owned and leased buildings. Over the last several years, our Department has made considerable improvements in regards to overall asset management of these facilities. However, additional work is necessary to have all of the tools required to make strategic long term decisions for our facilities in the most efficient, sustainable and reliable manner. Public Works will work with the County Administrator’s Office on a Capital Improvement Program and fully implement our asset management dashboard, which is currently being tested, to help guide the County in managing all County building assets. Stormwater/Flood Control Funding Developing stormwater funding and flood control funding continues to be a priority for the County. Since the 1978, the funding mechanisms for drainage have been frozen in place. Since this time, a funding shortfall has been occurring between what the budget should be to cover maintenance and capital investment and our current revenue stream. Our staff has been working at a state level (with California State Association of Counties) to resolve this funding inequity, while working locally with our Board of Supervisors and the Bay Area Flood Protection Agencies. Our Flood Control District is continuing with the Facility Condition Assessment of our drainage facilities. This assessment is approximately 75% complete. Once completed, this will allow us to better understand long-term maintenance needs for these facilities and better understand when facilities will need to be replaced. Almost 40% of our facilities are older than their 50-year design life. Creating a Better Built Environment With the public wanting a more diverse transportation network, the need to implement Climate Action Plan goals with County buildings and facilities, and permit regulations from the Regional Water Quality Board, we need to review our services and funding sources to better serve the public’s and regulatory expectations. We will work with County partners, including the Department of Conservation and Development and County Administrators Office to implement the Climate Action Plan (CAP) adopted by the Board of Supervisors in 2016. The Municipal Regional Permit is requiring the county to develop and adopt a Green Infrastructure Plan. This plan will look at our infrastructure standards to determine how we can make infrastructure in Contra Costa more “green” and sustainable, including installation of solar panels and additional electric vehicle chargers at County Facilities to support great efforts of replacing internal Public Works General Government 190 County of Contra Costa FY 2019-2020 Recommended Budget combustion engine vehicles with zero emission electric vehicles in the County fleet. We will continue to look for opportunity areas to implement these green projects in our roadways, public properties, and parking lots. Transportation and Building Infrastructure Funding Contra Costa County Public Works is responsible for our County’s road network of about 660 miles and our job continues to be difficult with the limited funding resources. The passage of Senate Bill 1 (SB1) and the subsequent defeat of Proposition 6 (a measure to repeal SB1) have provided a much needed funding source to help all jurisdictions receive funding to maintain a safe, efficient transportation network that serves all modes of transportation such as vehicles, bicycles, pedestrians and transit. The incremental increase in funding provided by SB1 allowed the County to begin work on our maintenance backlog of surface treatment for our roads as well as Capital Projects that were delayed due to a lack of funding. The storm damage repairs from 2017 included SB1 funding as well. On the County building side, the County has allocated $10 million a year for facility deferred maintenance work over the last 4 years. While this allocation is a good step in addressing the overall poor condition of the County building portfolio, it is not sufficient to address the $300 million deferred maintenance needs of the buildings. Our Department will be working with the County Administrators Office to focus on an asset management and capital improvement program. Sufficient funding to operate and maintain our County buildings continues to be a challenge. Traffic Safety The Department continues to look at ways of reducing collisions on unincorporated County roads, with particular emphasis on collisions involving fatalities and major injury. After experiencing a period of steady declines in collisions during the early part of the decade, with less people driving due to the effects of the economic recession, those trends have unfortunately reversed. As the economy has improved and the resulting increase of people on the roads, we have seen an increase in vehicle fatalities and major collisions. In an effort to reverse these trends, the Department has embarked on the development of a Vision Zero Plan for Contra Costa County. Vision Zero involves analyzing data to focus attention and resources to areas with the greatest need, in an effort to move the County towards zero fatalities and major injuries. Vision Zero cannot be at its most effective without a collaborative effort between various agencies and community groups; therefore, Public Works seeks to bring our partners in Traffic Enforcement, Health Services, regional agencies, planning, and interested community groups together to adopt the Vision Zero philosophy. Vision Zero Contra Costa County, along with Board- adopted Complete Streets implementation into Public Works projects, are efforts to move us towards avoidance or at least reduction of the severity of collisions that do occur on our roadway network. Accreditation Program As part of our continuous assessment and improvement process, the Public Works Department participates in an accreditation evaluation every four years through the American Public Works Association (APWA). APWA developed this program to accredit public works departments. The purpose of accreditation is to promote excellence in public works operations and management. Accreditation is recognition that a department's policies, procedures and practices have been evaluated against nationally recognized management practices, and meet or exceed the established standard. The Public Works Department is scheduled for our next Re-Accreditation evaluation in 2020. Public Works General Government County of Contra Costa FY 2019-2020 Recommended Budget 191 FY 2019-20 Program Modification List Order Reference to Mand/Disc List Program Name Services FTE Net County Cost Impact Impact 1 1 Public Works Salaries and Benefits 2.0 272,002 Add 1 Administrative Analyst and 1 Senior Land Surveyor. 2 1 Public Works Revenue 0.0 272,002 Increase Developer Fees revenue. 3 8 Print & Mail Salaries and Benefits 1.0 78,185 Add 1 Driver Clerk to handle increased requests from County Departments. 4 8 Print & Mail Charge-outs 0.0 78,185 Increase Customer Charges revenue. Total 3.0 0 Public Works General Government 192 County of Contra Costa FY 2019-2020 Recommended Budget Russell V. Watts, Treasurer Treasurer – Tax Collector General Government County of Contra Costa FY 2019-2020 Recommended Budget 193 General Fund 2017-18 Actuals 2018-19 Budget 2019-20 Baseline 2019-20 Recommended Change Expense Salaries And Benefits 3,591,498 3,958,471 4,032,286 4,032,286 0 Services And Supplies 1,748,099 1,636,799 1,639,348 1,639,348 0 Other Charges 6,864 6,500 6,500 6,500 0 Fixed Assets 104,131 0 0 0 0 Expenditure Transfers (2,007) 2,595 491 491 0 Expense Total 5,448,586 5,604,365 5,678,625 5,678,625 0 Revenue Other Local Revenue 3,260,407 3,108,865 3,228,625 3,228,625 0 Revenue Total 3,260,407 3,108,865 3,228,625 3,228,625 0 Net County Cost (NCC): 2,188,179 2,495,500 2,450,000 2,450,000 0 Allocated Positions (FTE) 29.5 29.5 29.5 29.5 0 Financial Indicators Salaries as % of Total Exp 66% 71% 71% 71% % Change in Total Exp 3% 1% 0% % Change in Total Rev (5%) 4% 0% % Change in NCC 14% (2%) 0% Compensation Information Permanent Salaries 2,033,978 2,217,663 2,341,734 2,341,734 0 Temporary Salaries 0 9,501 0 0 0 Permanent Overtime 1,290 1,000 2,000 2,000 0 Deferred Comp 47,729 36,840 50,520 50,520 0 Comp & SDI Recoveries (22,471) 0 0 0 0 FICA/Medicare 144,880 162,574 172,742 172,742 0 Ret Exp-Pre 97 Retirees 6,732 7,000 7,000 7,000 0 Retirement Expense 650,948 711,101 719,620 719,620 0 Employee Group Insurance 292,720 338,576 347,148 347,148 0 Retiree Health Insurance 231,719 240,206 222,532 222,532 0 OPEB Pre-Pay 143,729 143,729 99,146 99,146 0 Unemployment Insurance 4,074 1,112 1,180 1,180 0 Workers Comp Insurance 56,170 89,169 68,663 68,663 0 Department Description This table represents information in aggregate format summarizing expenditures, revenues, and net County costs for three divisions: Treasurer, Tax Collection and Business Licenses. Treasurer – Tax Collector General Government 194 County of Contra Costa FY 2019-2020 Recommended Budget Major Department Responsibilities The Treasurer-Tax Collector’s Office is responsible for providing financial services to County departments, Schools and Special Districts; to safe keep all funds entrusted to the Office and make available such funds when needed; to earn a fair return on funds not immediately needed by the participants in the County’s investment pool; to efficiently and accurately collect taxes and other debts owed to the County, Schools and Special Districts; and to apply all applicable laws equitably and consistently to all taxpayers. Treasurer Description: Provides for the safekeeping of funds for the County, 18 School Districts, a Community College District, a Board of Education, and 21 Voluntary Special Districts. Administers a comprehensive investment program for the County and districts to ensure the safety of principle, meet liquidity needs, and maximize yield on investments. Manages the County’s cash flow and short-term borrowings and is an active participant in all long and short- term borrowings for County agencies, School Districts and the Community College District. As of January 31, 2019, the Treasury managed over $3.8 billion in its investment pool. Treasurer Summary Service: Mandatory Level of Service: Discretionary Expenditures: $1,429,878 Financing: 276,700 Net County Cost: 1,153,178 Funding Sources: Investment Fees 19.4% $276,700 General Fund 80.6% 1,153,178 FTE: 8.6 Tax Collection Description: Mandated by state law to collect all property taxes and special levies for cities, school districts, special districts, and County government. Tax Collection Summary Service: Mandatory Level of Service: Mandatory Expenditures: $4,066,463 Financing: 2,828,300 Net County Cost: 1,238,163 Funding Sources: Property Svc Cost 12.7% $514,800 Tax Admin. Fees 42.1% 1,710,000 Other Admin Fees 5.9% 240,500 State 8.9% 363,000 General Fund 30.4% 1,238,163 FTE: 19.5 Business License Description: The Business License Ordinance requires the Tax Collector to levy and collect a business license tax from entities engaged in any business activity in an unincorporated area. Business License Summary Service: Mandatory Level of Service: Discretionary Expenditures: $182,284 Financing: 123,625 Net County Cost: 58,659 Funding Sources: Administrative Fees 64.2% $117,000 License Fees 3.6% 6,625 General Fund 32.2% 58,659 FTE: 1.4 Treasurer – Tax Collector General Government County of Contra Costa FY 2019-2020 Recommended Budget 195 CAO’s Recommendation Baseline Budget The baseline net County cost decreased by $45,500 from the FY 2018-19 Adjusted Budget. Total salary and benefits costs increased by a net of $73,815 over the current year. Permanent salaries and benefits increased by $144,573 due to increases in negotiated Cost- of-Living-Adjustments and healthcare. Estimates for retiree healthcare and other post- employment benefits decreased by a total of $62,257 based on the department’s share of the overall County retiree health care costs. Temporary salaries and permanent overtime decreased by a further $8,501. Services and supplies increased overall by a net of $2,549. The decrease reflects the elimination of one-time appropriations totaling $92,500 rebudgeted from prior year as well as increases of $95,049 mainly due to interdepartmental charges for data processing services. Expenditure transfers decreased by $2,104 reflecting a reduction in Fleet Services charges. Revenues increased by $119,760 mainly due to anticipated assessments for secured property tax due to the Property Assessed Clean Energy program (PACE) and the passing of Measure AA. Measure AA created a new property tax in the nine Bay Area counties to restore tidal marshes and help secure flood protection. Recommended Budget The recommended net County cost of $2,450,000 will provide the funding necessary to maintain mandated services in FY 2019-20. Performance Measurement The Treasurer-Tax Collector’s Office issued 372,292 Secured and 42,093 Unsecured tax bills through February 13, 2019. Collections through February 13, 2019 were 59.72% of secured taxes and 97.46% of unsecured taxes, which is 6.48% less and 0.12% greater than the same timeframe last year respectively. The collaboration with the California Franchise Tax Board’s Personal Income Tax Intercept program resulted in $108,325.15 of delinquent unsecured tax revenues that otherwise may have been uncollectible. The department completed $53.5 billion in banking transactions, processed $7.9 billion deposits and funded $7.6 billion warrants during the FY 2017-2018. Despite another volatile year for the financial markets, the Treasurer received affirmation for its rating of AAAf/S1+ which is assigned for the highest level of credit quality and lowest level of volatility of securities in the Treasurer’s Investment Pool. Although Contra Costa County exceeds the State average proportion of property taxes paid, defaulted property taxes still tend to run about 1% of the secured tax roll. There has been a significant decrease in defaulted taxes since FY 2011-2012. The Treasurer-Tax Collector has increased the public’s awareness of their defaulted taxes through proactive measures in the early years of default. Nonetheless, many properties do reach the statutory timeframe for default and become eligible for sale of the property at public auction. Prior to FY 2013- 2014, the Tax Collector held public auctions in person which would result in the sale of only a few parcels at best. In July 2013, the Tax Collector contracted with an online auction company and has since held 10 online auctions resulting in 181 parcels sold, generating over $5.3 million in revenues that otherwise may have been uncollected. The Treasurer-Tax Collector’s efforts to promote paperless billing and online payment processing continues to exceed the prior years’ adoption levels. With minimal advertising, there were 149,942 electronic transactions resulting in more than $517 million in property tax payments for FY 2017-2018. Through February 7, 2019 there were 97,420 transactions for over $336 million which is a 9.9% decrease in transactions and nearly $37 million in property tax revenues from the same period ending February 7, 2018. This decline from the FY 2017-2018 is due to the influx of payments of the 2nd installments received in late December 2017 due to changes in the income taxes laws in 2018. The Electronic Billing service subscriptions increased by 1,436 resulting in an incremental savings of about Treasurer – Tax Collector General Government 196 County of Contra Costa FY 2019-2020 Recommended Budget $3,700 from not having to generate and mail paper tax bills. The Electronic Reminder service sends an email reminder two weeks before each delinquent date on secured bills and serves over 21,000 subscribers or nearly 6% of all secured tax bills, which helped to contribute to more timely payments of property taxes. 2018-2019 Accomplished Goals The entire Office staff participated in the online Smart Customer Service series in TargetSolutions. Highlights of each of the five courses were reviewed in the monthly staff meeting. All management staff also completed CPR training or were certified in the CPR/First Aid/AED training program. For the online Account Lookup/Pay Taxes program, new website servers were installed and the coding rewritten to increase the response time. Certain operations and related services were reviewed for cost savings and recovery opportunities. In particular, the effects of the Register Your Mobilehome, a fee and tax abatement program operated by the California Department of Housing and Community Development, were studied. It was determined a Tax Clearance Certificate fee should be implemented to recover the additional demand on staff. Subject to approval by the Board of Supervisors, the new fee will go into effect Fiscal Year 2019-20. In anticipation of an existing contract expiring for the current treasury management system, several other systems were reviewed for potential enhancement to operations. The level of service and costs varied significantly. It was decided additional study needed to be done before making a final decision, which is expected to be in the first part of Fiscal Year 2019-20. 2019-2020 Administrative and Program Goals Carry out the mission of the Treasurer-Tax Collector, which is to administer all of its duties and responsibilities in a professional, efficient and cost-effective way that instills sound management practices and serves the best interests of the public. Explore ways to better inform the public on and promote greater use of online services, particularly account lookup and online payment. Explore cost saving and cost recovery opportunities in treasury operations through analysis of investment fees and the delivery of service. Review mission critical services and software, and explore/determine need for enhancement and/or replacement. Health & Human Services Health & Human ServicesCounty of Contra Costa Functional Group Summary Health and Human Services County of Contra Costa FY 2019-2020 Recommended Budget 197 Table Description This table presents information in aggregated format summarizing General Fund expenditures, revenues, and net County costs for the Health and Human Services Functional Group. Included are data for the following departments: Child Support Services, Employment and Human Services, Health Services Department, and Veterans Services. These data do not include expenditures, revenues, or FTEs for the Contra Costa Regional Medical Center and Clinics Enterprise Fund (EF1), the Contra Costa Health Plan Enterprise Funds (EF2/EF3) nor any other fund other than the General Fund. General Fund 2017-18 Actuals 2018-19 Budget 2019-20 Baseline 2019-20 Recommended Change Expense Salaries And Benefits 346,215,732 394,041,261 415,763,341 415,870,307 106,966 Services And Supplies 304,156,668 333,951,576 359,389,141 359,426,579 37,438 Other Charges 161,107,630 171,050,986 205,478,852 205,478,852 0 Fixed Assets 695,402 1,080,096 1,293,300 1,293,300 0 Expenditure Transfers (11,909,768) (13,334,540) (14,542,144) (14,542,144) 0 Expense Total 800,265,664 886,789,380 967,382,490 967,526,894 144,404 Revenue Other Local Revenue 197,369,337 235,475,540 252,802,873 252,947,277 144,404 Federal Assistance 237,743,241 261,735,480 278,485,529 278,485,529 0 State Assistance 250,739,018 265,706,832 275,024,088 275,024,088 0 Revenue Total 685,851,595 762,917,852 806,312,490 806,456,894 144,404 Net County Cost (NCC): 114,414,069 123,871,528 161,070,000 161,070,000 0 Allocated Positions (FTE) 3,243.6 3,248.7 3,187.7 3,188.7 1.0 Financial Indicators Salaries as % of Total Exp 43% 44% 43% 43% % Change in Total Exp 11% 9% 0% % Change in Total Rev 11% 6% 0% % Change in NCC 8% 30% (0%) Compensation Information Permanent Salaries 198,720,553 228,869,483 244,174,373 244,233,649 59,276 Temporary Salaries 7,632,211 2,626,271 3,014,435 3,014,435 0 Permanent Overtime 2,294,084 1,639,112 2,079,313 2,079,313 0 Deferred Comp 2,136,553 2,858,552 3,110,119 3,112,262 2,143 Hrly Physician Salaries 179,030 158,954 86,174 86,174 0 Perm Physicians Salaries 2,541,944 4,581,940 4,644,956 4,644,956 0 Perm Phys Addnl Duty Pay 19,178 16,934 40,490 40,490 0 Comp & SDI Recoveries (813,431) (1,020,021) (1,009,144) (1,009,144) 0 FICA/Medicare 15,327,443 17,951,319 18,777,990 18,782,567 4,577 Ret Exp-Pre 97 Retirees 667,968 743,252 770,691 770,691 0 Retirement Expense 64,311,215 73,847,838 75,818,701 75,837,105 18,404 Employee Group Insurance 29,341,118 36,375,629 42,649,160 42,669,853 20,693 Retiree Health Insurance 10,757,852 10,860,743 10,971,144 10,971,144 0 OPEB Pre-Pay 5,041,375 5,080,903 4,718,374 4,718,374 0 Unemployment Insurance 467,068 140,904 125,554 125,584 30 Workers Comp Insurance 7,753,948 9,431,353 5,912,916 5,914,759 1,843 Labor Received/Provided (162,378) (121,905) (121,905) (121,905) 0 Functional Group Summary Health and Human Services 198 County of Contra Costa FY 2019-2020 Recommended Budget FY 2019-20 Recommended General Fund Expenditures General Government, $300,364,820 , 17% Law & Justice, $437,206,263 , 26% Health & Human Services, $967,526,894 , 57% FY 2018-19 Recommended General Fund Expenditures General Government, $294,493,029 , 18% Law & Justice, $431,146,766 , 27% Health & Human Services, $885,606,368 , 55% Child Support Services Melinda Self, Director Health and Human Services County of Contra Costa FY 2019-2020 Recommended Budget 199 Department of Child Support Services Fund 2017-18 Actuals 2018-19 Budget 2019-20 Baseline 2019-20 Recommended Change Expense Salaries And Benefits 16,123,738 16,568,447 17,759,605 18,707,089 947,484 Services And Supplies 1,114,816 707,767 705,147 705,147 0 Other Charges 827,194 796,074 679,907 679,907 0 Fixed Assets 41,900 0 0 0 0 Expenditure Transfers 381,408 249,348 290,857 290,857 0 Expense Total 18,489,056 18,321,636 19,435,516 20,383,000 947,484 Revenue Other Local Revenue 26,853 0 0 0 0 Federal Assistance 18,435,776 18,769,093 18,931,232 20,383,000 1,451,768 Revenue Total 18,462,629 18,769,093 18,931,232 20,383,000 1,451,768 Net Fund Cost (NFC): 26,426 (447,457) 504,284 0 (504,284) Allocated Positions (FTE) 171.0 144.0 144.0 153.0 9.0 Financial Indicators Salaries as % of Total Exp 87% 90% 91% 92% % Change in Total Exp (1%) 6% 5% % Change in Total Rev 2% 1% 8% % Change in NFC (1,793%) (213%) (100%) Compensation Information Permanent Salaries 8,910,376 9,488,157 10,491,263 11,070,965 579,702 Temporary Salaries 39,157 48,529 48,529 48,529 0 Permanent Overtime 63,300 14,864 4,864 4,864 0 Deferred Comp 85,208 124,759 133,020 142,020 9,000 Comp & SDI Recoveries (30,224) 0 0 0 0 FICA/Medicare 649,847 730,971 781,598 819,080 37,482 Ret Exp-Pre 97 Retirees 30,028 55,818 55,818 55,818 0 Retirement Expense 2,903,478 3,163,274 3,219,602 3,396,516 176,914 Employee Group Insurance 1,275,748 1,547,519 1,725,523 1,844,921 119,398 Retiree Health Insurance 680,312 679,170 684,449 684,449 0 OPEB Pre-Pay 1,290,097 230,097 294,325 294,325 0 Unemployment Insurance 19,943 6,082 5,273 5,523 250 Workers Comp Insurance 206,469 479,207 315,341 340,079 24,738 Department Description As the Contra Costa County agency responsible for establishing, collecting, and distributing child and medical support for minors, the Department of Child Support Services (DCSS) is an important part of California's effort to nurture and protect children and to help them and their families achieve self-sufficiency. Child Support Services Health and Human Services 200 County of Contra Costa FY 2019-2020 Recommended Budget Major Department Responsibilities The Child Support Enforcement Program is authorized under Title IV-D of the Social Security Act, to provide services assisting parents to meet their mutual obligation to support their children. No-cost services to Contra Costa County residents with physical custody of a minor child include: Locating non-custodial parents; Establishing court orders for establishing paternity, and child and medical support; Enforcing court orders for child, family, and medical support; Collecting and distributing support payments; Maintaining accounts of payments paid and payments due; and Modifying court orders when appropriate. Operations are administered in compliance with State Department of Child Support Services regulations. With the anticipated increase in revenues, the Department plans to add a fourth enforcement team of 9.0 FTE to increase collections. Child Support Services Summary Service: Mandatory Level of Service: Mandatory Expenditures: $20,383,000 Financing: $20,383,000 Net Fund Cost: 0 Funding Sources: Federal 100.0% $20,383,000 FTE: 153.0 CAO Recommendation The fiscal year 2019-20 Baseline Budget expenditures reflect an increase of $1,113,880 compared to fiscal year 2018-19 budget. This is primarily due to negotiated salary and benefit cost increases. Increases in Federal revenue and changes to the State Department of Child Support Services’ allocation methodology to counties will result in an approximate revenue increase of $1.4 million to Contra Costa County in fiscal year 2019-20. This increase in revenue and reductions made by the Department to miscellaneous expenditures, will offset the increased salary and benefit cost, as well as, fund an additional 9.0 FTEs. If the anticipated revenue increase is not realized, the County Administrator’s Office will work closely with the Department to eliminate five vacant positions. The FY 2019-20 Recommended Budget for the Department of Child Support Services maintains current service levels, with an expansion of Enforcement Program services. Performance Measures Federal Performance Measure: The effectiveness of the Department of Child Support Services (DCSS) is evaluated by measures in five critical areas: 1. Child Support Orders Status of FY 2018 Goals: Achieved 95.4% of cases with a child support order. With a focus on establishing child support orders that are fair, accurate, and consistent with a parent’s ability to pay, the overall percentage of cases with support orders remained consistent and above the statewide average. Note: Data reflected in the following tables are aligned with the Federal fiscal year (FFY). Child Support Services Health and Human Services County of Contra Costa FY 2019-2020 Recommended Budget 201 2.Current Child Support Collections Status of FY 2018 Goals: Achieved 72.5% of cases with current support collected, an increase of 0.7% over last year. 3. Arrears Collections Status of FY 2018 Goals: Achieved 70.6% of cases with arrearage collections. DCSS is focused on engaging parents with delinquent accounts to make child support payments. The statewide average of cases paying on arrears is 66.8%. DCSS has consistently maintained participation above the statewide average. 4. Operational Cost Effectiveness Status of FY 2018 Goals: Achieved $3.79 in cost effectiveness, a decrease of $0.03 compared to last year. The cost effectiveness of a program may be measured by how much money is collected for each dollar spent on Child Support operations. In Federal fiscal year 2018, the California State average was $2.52 collected for each dollar expended. Contra Costa DCSS is 50.3% more effective than the State average, collecting $3.79 for each dollar spent on operations. 80.0% 85.0% 90.0% 95.0% 100.0% Contra Costa Statewide Cases With  Support  Orders 55.0% 60.0% 65.0% 70.0% 75.0% 80.0% FFY 2014 FFY 2015 FFY 2016 FFY 2017 FFY 2018 Contra Costa Statewide Collections  on Current  Support 62.0% 64.0% 66.0% 68.0% 70.0% 72.0% FFY 2014 FFY 2015 FFY 2016 FFY 2017 FFY 2018 Contra Costa Statewide Cases with  Arrears Collections $1.50 $2.00 $2.50 $3.00 $3.50 $4.00 $4.50 FFY 2014 FFY 2015 FFY 2016 FFY 2017 FFY 2018 Contra Costa Statewide Cost  Effectiveness Child Support Services Health and Human Services 202 County of Contra Costa FY 2019-2020 Recommended Budget 5. Status of FY 2018 Goals: Achieved 102.0% in statewide Paternity Establishment Percentage (PEP). Paternity is the establishment of fatherhood for a child, either by court determination, administrative process or voluntary acknowledgement. Statewide PEP is calculated as the total number of children born out of wedlock for which paternity was acknowledged or established in the current federal fiscal year, compared to the total number of children in the state born out of wedlock during the preceding calendar year, expressed as a percentage. Administrative and Program Goals Achieve Federal Performance Measure levels established by the State Department of Child Support Services by: o Establishing paternity; o Increasing the number of cases with established child support orders; o Increasing collections on current child support; o Increasing collections on cases with arrears; and o Improving cost effectiveness. Achieve Local Level Performance Goals for Federal fiscal year 2019 by: o Maintaining distributed collections of at least $3.75 in cost effectiveness; o Increasing the percentage of current support collected to 73%; o Increasing the percentage of cases with arrearages collection to 71%; o Maintaining the percentage of cases with child support orders at 95%; and o Maintain statewide PEP at 100% or above. 96.0% 98.0% 100.0% 102.0% 104.0% 106.0% Contra Costa Statewide Paternity Declaration Child Support Services Health and Human Services County of Contra Costa FY 2019-2020 Recommended Budget 203 FY 2019-20 Program Modification List Order Reference to Mand/Disc List Program Name Services FTE Net Fund Impact Impact 1 1 Child Support Services Revenue 0.0 1,451,768 Increase State revenue due to a new allocation formula to be implemented by the State. 2 1 Child Support Services Salaries and Benefits 1.0 148,161 Add one Child Support Supervisor ($148,161) to oversee the proposed Enforcement Team, funded by additional State revenues anticipated in FY 2019/20. 3 1 Child Support Services Salaries and Benefits 8.0 799,323 Add two Child Support Specialist I, five Child Support Specialist II, and one Child Support Specialist III positions ($799,323), to support the proposed Enforcement Team, funded by additional State revenues anticipated in FY 2019/20. Total 9.0 (504,284) Child Support Services Health and Human Services 204 County of Contra Costa FY 2019-2020 Recommended Budget Employment and Human Services Kathy Gallagher, Director Health and Human Services County of Contra Costa FY 2019-2020 Recommended Budget 205 Employment and Human Services General Fund Summary General Fund 2017-18 Actuals 2018-19 Budget 2019-20 Baseline 2019-20 Recommended Change Expense Salaries And Benefits 189,625,714 206,437,731 213,643,530 213,750,496 106,966 Services And Supplies 100,230,461 116,251,178 120,152,400 120,189,838 37,438 Other Charges 130,143,265 141,818,569 139,557,763 139,557,763 0 Fixed Assets 242,202 188,652 500,000 500,000 0 Expenditure Transfers 6,809,864 3,772,640 7,390,903 7,390,903 0 Expense Total 427,051,507 468,468,770 481,244,596 481,389,000 144,404 Revenue Other Local Revenue 80,734,482 102,103,387 108,854,836 108,999,240 144,404 Federal Assistance 150,571,380 159,420,087 168,508,215 168,508,215 0 State Assistance 174,821,479 179,745,296 176,968,545 176,968,545 0 Revenue Total 406,127,341 441,268,770 454,331,596 454,476,000 144,404 Net County Cost (NCC): 20,924,165 27,200,000 26,913,000 26,913,000 0 Allocated Positions (FTE) 1888.0 1853.5 1792.5 1793.5 1.0 Financial Indicators Salaries as % of Total Exp 44% 44% 44% 44% % Change in Total Exp 10% 3% 0% % Change in Total Rev 9% 3% 0% % Change in NCC 30% (1%) 0% Compensation Information Permanent Salaries 107,871,992 120,631,143 126,035,185 126,094,461 59,276 Temporary Salaries 4,943,738 845,131 867,523 867,523 0 Permanent Overtime 960,536 817,798 820,566 820,566 0 Deferred Comp 1,303,866 1,582,770 1,729,082 1,731,225 2,143 Comp & SDI Recoveries (682,277) (822,956) (825,826) (825,826) 0 FICA/Medicare 8,344,863 9,230,391 9,694,542 9,699,119 4,577 Ret Exp-Pre 97 Retirees 353,596 417,298 415,371 415,371 0 Retirement Expense 34,288,813 37,725,920 38,122,706 38,141,110 18,404 Employee Group Insurance 16,491,018 19,453,308 22,923,368 22,944,061 20,693 Retiree Health Insurance 6,805,925 6,797,437 6,839,584 6,839,584 0 OPEB Pre-Pay 3,559,057 3,559,051 3,054,690 3,054,690 0 Unemployment Insurance 250,572 60,316 63,368 63,398 30 Workers Comp Insurance 5,177,692 6,140,124 3,903,373 3,905,216 1,843 Labor Received/Provided (43,676) 0 0 0 0 Employment and Human Services Health and Human Services 206 County of Contra Costa FY 2019-2020 Recommended Budget Table Description The preceding table represents all Employment and Human Services Department (EHSD) General Fund expenditures, revenues, and net County costs. The programs included are listed below: 0501 – Administration 0502 – Children and Family Services 0503 – Aging and Adult Services 0504 – Workforce Services 0506 – Covered California Call Center 0507 – Ann Adler Children and Family Trust 0583 – Workforce Development Board 0588 – Community Services 0581 – Contra Costa Alliance to End Abuse (formerly Zero Tolerance for Domestic Violence) Major Department Responsibilities The Employment and Human Services Department, in partnership with the community, provides services that support and protect families, individuals, and children in need, and promotes personal responsibility, independence, and self-sufficiency. Employment and Human Services is the second largest Department in Contra Costa County. It brings together under a single administrative umbrella: Aging and Adult Services, Children and Family Services, Community Services, Workforce Services, Workforce Development Board, and Contra Costa Alliance to End Abuse. The Department provides more than 60 programs, which serve over 200,000 citizens in need of basic protection or support services each year. The majority of the services the Department provides are to children and families; the elderly; persons with certain disabilities; those who are eligible for financial, medical, or food assistance; and to persons who are attempting to enter or move up in the workforce. The Department offers programs at over 39 locations throughout the County. Approximately 95% of the Department’s program funding comes from Federal, State and State-funded local revenue sources. The remaining 5% is the net County cost funded with County general fund. The majority of the 5% County general fund is required as matching funds per Federal and State laws for many of the Department’s programs. The Department is continually seeking new ways to improve the coordination of its client services and to maximize non-County fund sources. Employment and Human Services Health and Human Services County of Contra Costa FY 2019-2020 Recommended Budget 207 Administrative Services General Fund 2017-18 Actuals 2018-19 Budget 2019-20 Baseline 2019-20 Recommended Change Expense Salaries And Benefits 32,761,066 34,116,976 35,262,992 35,262,992 0 Services And Supplies 18,107,684 20,343,306 20,624,831 20,624,831 0 Other Charges 309,573 483,355 940,697 940,697 0 Fixed Assets 86,881 55,019 0 0 0 Expenditure Transfers (45,653,754) (48,467,451) (51,115,520) (51,115,520) 0 Expense Total 5,611,451 6,531,205 5,713,000 5,713,000 0 Revenue Other Local Revenue 188,313 0 0 0 0 Federal Assistance 15,986 0 0 0 0 State Assistance 5,272,495 6,049,215 5,499,000 5,499,000 0 Revenue Total 5,476,794 6,049,215 5,499,000 5,499,000 0 Net County Cost (NCC): 134,657 481,990 214,000 214,000 0 Allocated Positions (FTE) 210.0 204.0 206.0 206.0 0.0 Financial Indicators Salaries as % of Total Exp 584% 522% 617% 617% % Change in Total Exp 16% (13%) 0% % Change in Total Rev 10% (9%) 0% % Change in NCC 258% (56%) 0% Compensation Information Permanent Salaries 15,846,122 17,296,508 18,200,502 18,200,502 0 Temporary Salaries 953,149 0 0 0 0 Permanent Overtime 50,803 42,171 45,041 45,041 0 Deferred Comp 179,403 215,400 218,521 218,521 0 Comp & SDI Recoveries (12,704) (42,171) (45,041) (45,041) 0 FICA/Medicare 1,223,717 1,285,285 1,359,614 1,359,614 0 Ret Exp-Pre 97 Retirees 54,506 73,888 73,886 73,886 0 Retirement Expense 5,274,317 5,674,297 5,748,176 5,748,176 0 Employee Group Insurance 2,112,250 2,404,971 2,887,846 2,887,846 0 Retiree Health Insurance 6,241,846 6,277,587 6,202,137 6,202,137 0 Unemployment Insurance 37,605 8,648 9,142 9,142 0 Workers Comp Insurance 776,907 880,392 563,168 563,168 0 Labor Received/Provided 23,146 0 0 0 0 Employment and Human Services Health and Human Services 208 County of Contra Costa FY 2019-2020 Recommended Budget Description: EHSD’s Administrative Services Bureau provides support services to all Departmental programs. Costs include contracts, purchasing, personnel, budgets, claims, policy and planning, appeals, quality control, welfare fraud prevention, appeals, fiscal compliance, facilities, information technology, CalWIN program administration, fixed assets, vehicles, safety and disaster preparedness and readiness, and building occupancy. The FY 2019-20 Recommended Budget includes an overall decrease in expenditures of $818,205 compared to FY 2018-19. Baseline included a reduction of three positions to reduce amount of vacant and unfunded positions. No adjustment from Baseline to Recommended Budget for FY 2019-20 is required. Administrative Services Summary Service: Discretionary Level of Service: Discretionary Gross Expenditures: $56,970,306 Financing: 56,756,306 Net County Cost: 214,000 Funding Sources: Transfers 90.0% $51,257,306 State 9.7% 5,499,000 General Fund 0.3% 214,000 FTE: 206.0 Employment and Human Services Health and Human Services County of Contra Costa FY 2019-2020 Recommended Budget 209 Children and Family Services Bureau General Fund 2017-18 Actuals 2018-19 Budget 2019-20 Baseline 2019-20 Recommended Change Expense Salaries And Benefits 39,974,343 49,715,855 51,089,622 51,089,622 0 Services And Supplies 21,001,753 26,881,742 25,116,170 25,116,170 0 Other Charges 51,071,214 52,115,644 55,377,567 55,377,567 0 Expenditure Transfers 1,352,126 6,210,146 10,710,641 10,710,641 0 Expense Total 113,399,436 134,923,387 142,294,000 142,294,000 0 Revenue Other Local Revenue 45,578,851 63,252,688 70,907,936 70,907,936 0 Federal Assistance 38,451,855 40,661,574 39,856,090 39,856,090 0 State Assistance 28,867,879 27,112,076 25,105,974 25,105,974 0 Revenue Total 112,898,585 131,026,338 135,870,000 135,870,000 0 Net County Cost (NCC): 500,851 3,897,049 6,424,000 6,424,000 0 Allocated Positions (FTE) 365.5 404.5 400.5 400.5 0.0 Financial Indicators Salaries as % of Total Exp 35% 37% 36% 36% % Change in Total Exp 19% 5% 0% % Change in Total Rev 16% 4% 0% % Change in NCC 678% 65% 0% Compensation Information Permanent Salaries 24,179,734 30,465,015 31,596,022 31,596,022 0 Temporary Salaries 536,822 0 0 0 0 Permanent Overtime 278,092 207,016 206,914 206,914 0 Deferred Comp 247,648 384,600 411,960 411,960 0 Comp & SDI Recoveries (134,992) (206,914) (206,914) (206,914) 0 FICA/Medicare 1,840,696 2,329,531 2,427,084 2,427,084 0 Ret Exp-Pre 97 Retirees 76,710 4,493 4,493 4,493 0 Retirement Expense 7,456,961 9,319,334 9,402,389 9,402,389 0 Employee Group Insurance 3,349,980 4,573,853 5,332,671 5,332,671 0 OPEB Pre-Pay 946,860 1,073,027 920,966 920,966 0 Unemployment Insurance 55,294 15,232 15,879 15,879 0 Workers Comp Insurance 1,157,185 1,550,669 978,158 978,158 0 Labor Received/Provided (16,647) 0 0 0 0 Employment and Human Services Health and Human Services 210 County of Contra Costa FY 2019-2020 Recommended Budget Description: The primary responsibility of Children and Family Services is to promote the safely, permanency and well-being of children residing in Contra Costa County. Children and Family Services receives and investigates reports of possible child abuse and neglect; provides services to families to support the protection and care of their children; arranges for children to live with kin, foster families or Short Term Residential Therapeutic Program facilities when they are not safe at home; arranges for reunification and adoption; promotes permanent family connections for children leaving foster care; and provides financial and housing support for youth between the ages of 18 and 21 who have transitioned out of foster care. To meet these goals, the Children and Family Services Bureau is also responsible for the recruitment and approval of Resource Family Homes and financial support, including eligibility to Medi-Cal for the care of children in out-of- home placements. The Continuum of Care Reform (CCR) initiative, launched January 1, 2017 advocates that children should live in committed nurturing family homes surrounded by services that promotes family engagement and permanency. Programs and services funded by CCR include a streamlined Resource Family Home Approval process and Children and Family Team Meetings. The budget for Children and Family Services includes administrative costs for Child Welfare Services, Adoption/Foster Care Services, Continuum of Care Reform and Foster Care and Adoptions Eligibility programs. The budget also includes the payment program costs for Foster Care and Adoptions Eligibility, and Child Abuse Prevention contracts. The FY 2019-20 Recommended Budget includes an overall increase of $7,370,613 compared to FY 2018-19. Baseline included a reduction of four positions to reduce the number of vacant and unfunded positions. No adjustment from Baseline to Recommended Budget for FY 2019-20 is required. 1. Child Welfare Services Description: The administrative budget for Child Welfare Services includes the core services components of Child Welfare. These programs, described below, include Emergency Response, Family Maintenance, Permanency Planning, and Extended Foster Care Support. Service delivery for these programs includes 24/7 response and coverage. Activities include addressing reports of abuse and neglect; development and oversight of service plans for parents seeking reunification and/or continued care of their children; case management for families as issues impeding safety and well- being of children are being resolved; monthly visits that assure ongoing safety and well-being of children; enhanced family engagement that provides collaboration and support and oversight for parents in meeting case plan objectives; and initial and ongoing reports to the Juvenile Court regarding parent’s and children’s progress. Under the umbrella of funding for Child Welfare Services and in collaboration with other partners in Child Welfare Services, various strategies and models support the family and/or Resource Home in resolving issues of concern and in nurturing children. These include: Assessing and addressing children’s health needs including behavioral and mental health; supporting families seeking reunification; securing services for kin who are resource families when children have been removed from their primary home; and, intervention and services for children who are victims of commercial sexual exploitation. In FY 2017-18, there were approximately 2,219 children who, along with their families, received intervention services from Children and Family Services under one or more service components. Statistics on the number of children served in individual service components are provided below. a. Emergency Response - Emergency Response (ER) provides 24-hour, 365 days per year response to allegations of child abuse and neglect. Social Workers assess and determine the level of response. Assessments of potential safety risk to children are investigated and interventions Employment and Human Services Health and Human Services County of Contra Costa FY 2019-2020 Recommended Budget 211 are initiated as deemed necessary. In FY 2017-18, there were approximately 26,665 calls to the Child Abuse Hotline resulting in approximately 8,010 referrals of suspected abuse, 668 requiring Immediate Response. Approximately half of those required further investigation to assure the safety of children resulting in approximately 307 new cases opened, an average of 26 new cases (children) per month. b. Family Maintenance - Family Maintenance (FM) services are provided to maintain children in their homes while risk of abuse and neglect are addressed and issues that brought the family to the attention of Child Welfare services are addressed. In FY 2017-18, there were approximately 425 children who received FM services with their families for periods up to one year. The average monthly count of children served in FM was 209. c. Family Reunification - When a child is removed from a parent's care due to abuse or neglect, Family Reunification (FR) services are provided to remedy the conditions that led to the removal. The family is engaged and a reunification plan is developed to resolve those issues. In FY 2017-18, there were approximately 733 children who received FR services for up to one year. The average monthly count of children served in the Family Reunification programs was 421. d. Permanency Planning - When reunification is not feasible, Permanency Planning (PP) services assist children in establishing a permanent family with a relative caregiver; an adoptive family or guardian and provides ongoing services until permanency is achieved. In FY 2017-18, approximately 849 children in out-of-home care received ongoing PP services. The average monthly count of children served was 582. The Juvenile Court continues court oversight of these cases. e. Extended Foster Care (Supported Transition) – Foster youth ages 18-21 years old can choose to be served through extended foster care. These young adults, referred to as Non-Minor Dependents (NMDs), are provided transition planning support, case management and foster care. The number of youth served in FY 2017-18 was 194. The average monthly count of youth served was 148. f. Continuum of Care Reform -Continuum of Care Reform (CCR) includes various components of the State Initiative including Resource Home Approval and Children and Family Team Meetings. All types of family homes for out of home placements of children who are not able to remain in family of origin homes require approval, including relative and non-relative placements. Resource Family Home Approval is a primary component of Continuum of Care Reform that streamlines the approval process. In FY 2017-18, approximately 744 children per month resided in various types of family homes that required approval, review and ongoing support. An average of 37 new placements is approved each month. CCR builds family engagement through regularly scheduled Child and Family Team Meetings. These meetings address strengths and challenges of children and families and provide a forum for collaborating with the family for service needs assessment and case planning. Child Welfare Services Summary Service: Mandatory Level of Service: Mandatory Gross Expenditures: $97,092,426 Financing: 95,837,097 Net County Cost: 1,255,329 Funding Sources: Local 45.9% $44,529,220 Transfers 24.9% 24,159,619 Federal 17.4% 16,905,144 State 10.5% 10,243,114 General Fund 1.3% 1,255,329 FTE: 346.4 Employment and Human Services Health and Human Services 212 County of Contra Costa FY 2019-2020 Recommended Budget Adoption/Foster Care Administration Description: These budget categories provide costs for administration of recruitment, retention and support for stable, safe homes for children who are no longer residing in their family homes. 2. Adoption Services Description: The County’s adoption agency exclusively provides services for abused and neglected children when the child is unable to return to the care of their parent. The agency looks to find families that can best meet the specific needs of these children. The agency also provides post adoption support services to the families and children. In FY 2017-18, approximately 120 children had adoptions finalized. Adoption Administration Summary Service: Discretionary Level of Service: Mandatory Gross Expenditures: $3,437,221 Financing: 3,426,899 Net County Cost: 10,322 Funding Sources: Local 59.7% $2,052,349 Federal 40.0% 1,374,550 General Fund 0.3% 10,322 FTE: 18.8 3. Foster Care/Adoption Assistance Eligibility Description: This program provides administrative costs for eligibility determination for cash assistance for the care of children placed in foster, relative, guardianship or adoptive homes and institutions. This funding also supports ongoing maintenance and eligibility determination for monthly payments. Programs supported are described below in the Adoption/Foster Care payment portion of this report. In FY 2017-18, approximately 2,460 Foster Care and Adoptions payment cases received ongoing financial support each month for care of children placed in their homes. Foster Care/Adoption Assistance Eligibility Summary Service: Mandatory Level of Service: Mandatory Gross Expenditures: $6,022,451 Financing: 5,420,851 Net County Cost: 601,600 Funding Sources: Local 45.2% $2,720,724 Federal 36.6% 2,205,581 Transfers 8.2% 494,546 General Fund 10.0% 601,600 FTE: 25.1 Employment and Human Services Health and Human Services County of Contra Costa FY 2019-2020 Recommended Budget 213 4. Foster Family Recruitment, Training and Licensing Description: This program processes applications for foster home licenses and provides support services to licensed foster parents including transition to Resource Family Approval. The Substance Abuse (SA)/Human Immunodeficiency Virus (HIV) Infant Program recruits and trains foster parents or relatives to care for substance and alcohol exposed infants. The AB 2129 Foster Parent Training and Recruitment program also supports recruitment and training of Resource Families. In addition, the programs arrange respite care for families to encourage placement of foster children in homes reflecting their racial and cultural heritage. Foster Family Recruitment, Training and Licensing Service: Discretionary Level of Service: Mandatory Gross Expenditures: $1,201,059 Financing: 974,762 Net County Cost: 226,297 Funding Sources: Local 58.5% $702,410 State 2.8% 33,620 Federal 19.9% 238,732 General Fund 18.8% 226,297 FTE: 0.9 Adoption/Foster Care Payments The following payment programs provide financial support to homes and facilities for children’s shelter, care and well-being when children cannot remain in their family homes. Count of cases for all programs average 2,952 per month. 5. Adoption Assistance Program Description: The Adoption Assistance Program (AAP) provides payments to families in the adoption process or who have adoptive children into their care. In FY 2017-18, there were approximately 1,650 families per month that received Aid to Adoptions payments. Adoption Assistance Program Summary Service: Mandatory Level of Service: Mandatory Gross Expenditures: $20,875,827 Financing: 20,132,541 Net County Cost: 743,286 Funding Sources: Local 44.9% $9,381,629 State 11.4% 2,383,924 Federal 40.1% 8,366,988 General Fund 3.6% 743,286 6. Foster Care and Other Out of Home Care Payments Description: This funding stream provides monthly financial compensation to Resource Family Homes and other placement facilities for children in their care. a. County Board and Care – County Board and Care (CBC) provides for children not eligible for Federal or State foster care. In FY 2017-18, the funding supported an average of 20 children per month. In FY 2019-20 under Continuum of Care Reform, the increase in cost is due to an additional projected average of 20 youth in Group Home placements that will no longer be eligible for Federal or State foster care. b. Kin Guardianship Assistance Payment Program – Kinship Guardianship Assistance Payment (Kin-GAP) program provides payments to relative caregivers who have established a guardianship through the Juvenile Dependency Court. In 2015, the definition of “relative” was Employment and Human Services Health and Human Services 214 County of Contra Costa FY 2019-2020 Recommended Budget expanded to include certain eligible non- related extended family. In addition, the Kinship/Foster Care Emergency Fund removes barriers that may impede successful placements in foster family homes or with caregivers who are relatives. The Kin-GAP program enhances family preservation and stability by recognizing many foster children are in long- term, stable placements with relatives. In FY 2017-18, approximately 322 families per month received funding for related children in their care through the Kin-GAP program. c. Foster Care Payments – A Federal, State, and County funded program that provides payment for the care of foster children who are legal dependents of the County. These payments are for children residing in all levels of foster care including residential treatment, relative or non-relative foster care or Foster Family Agency homes. In FY 2017-18, approximately 806 children per month received foster care funding and approximately 100 children per month were approved for emergency foster care funding for new foster care placements. d. Approved Relative Caregiver Funding Option – The Approved Relative Caregiver (ARC) Funding Option supplements CalWORKs payments so that funding is equal to the basic foster care rate to an approved relative caregiver with whom a non-federally eligible child is placed. In FY 2017-18, an average of 51 children per month received ARC funding. e. Emergency Assistance – The Emergency Assistance (EA) program provides short term (12 months) of Federally funded foster care aid to children entering foster care who do not quality for other Federally funded foster care programs. If foster care is needed at the end of 12 months, it is funded by foster care. A monthly average of 100 children received EA in FY 2017-18.     Foster Care and Other Out of Home Care Payments Summary Service: Mandatory Level of Service: Mandatory Gross Expenditures: $35,282,480 Financing: 32,111,273 Net County Cost: 3,171,207 Funding Sources: Local 26.4% $9,307,321 State 35.3% 12,445,316 Federal 27.9% 9,837,768 Transfers 1.5% 520,868 General Fund 9.0% 3,171,207 Additional Child Welfare and Supportive Services These funds specifically support Child Abuse prevention and early intervention, as well as support for youth transitioning out of foster care. 7. Child Abuse Prevention, Intervention, and Treatment Description: Some funds are specifically designated for child abuse prevention. Decisions regarding use of these funds are made in collaboration with the State Office of Child Abuse Prevention (OCAP). Services are generally provided through contracts with Community Based Organizations. The array of services, funded under Child Abuse Prevention and Family Preservation programs, include services such as parenting classes, substance abuse treatment programs, addressing domestic violence issues and providing after school programs for children and youth. State and Federal funds provide allocations for prevention, early intervention, intervention and/or treatment of child abuse and neglect. Priorities, coordination and maintenance of contracts with Community Based Organizations are managed by the Family and Children’s Trust Committee (FACT). Employment and Human Services Health and Human Services County of Contra Costa FY 2019-2020 Recommended Budget 215 Child Abuse Prevention, Intervention and Treatment Summary Service: Discretionary Level of Service: Mandatory Gross Expenditures: $306,830 Financing: 276,147 Net County Cost: 30,683 Funding Sources: Local 90.0% $276,147 General Fund 10.0% 30,683 8. Family Preservation Program Promoting Safe and Stable Families Description: Promoting Safe and Stable Families (PSSF) supports coordinated child and family services to prevent the unnecessary separation of children from their families, to improve the quality of care and services to children and their families and ensure permanency for children. The Promoting Safe and Stable Families program was established under the Federal Omnibus Budget Act of 1993 (now the Adoption and Safe Families Act). PSSF expenditures must be balanced between these four components: family preservation, community-based family support, time-limited family reunification, and adoption promotion and support. Family Preservation Program Promoting Safe and Stable Families Summary Service: Discretionary Level of Service: Mandatory Gross Expenditures: $1,884,254 Financing: 1,498,978 Net County Cost: 385,276 Funding Sources: Local 47.7% $898,978 Federal 31.8% 600,000 General Fund 20.5% 385,276 9. Independent Living Skills Program Description: Independent Living Skills Program (ILSP) provides individual and group support services, for foster youth eligible for Federal foster care funds when transitioning out of the foster care system. This program assists participants to function as self-sufficient adults. ILSP conducts outreach and offers services to over 431 youth between the ages of 16 and 18, and 436 non-minor dependents between the ages of 18 and 21. Independent Living Skills Program Summary Service: Mandatory Level of Service: Discretionary Gross Expenditures: $1,366,485 Financing: 1,366,485 Net County Cost: 0 Funding Sources: Local 76.0% $1,039,158 Federal 24.0% 327,327 FTE: 9.3 Employment and Human Services Health and Human Services 216 County of Contra Costa FY 2019-2020 Recommended Budget Aging and Adult Services Bureau General Fund 2017-18 Actuals 2018-19 Budget 2019-20 Baseline 2019-20 Recommended Change Expense Salaries And Benefits 16,165,428 21,975,751 22,351,048 22,351,048 0 Services And Supplies 19,645,083 22,981,346 26,003,620 26,003,620 0 Other Charges 25,007,954 31,987,450 28,557,436 28,557,436 0 Expenditure Transfers 2,152,482 (3,236,196) (3,400,104) (3,400,104) 0 Expense Total 62,970,946 73,708,351 73,512,000 73,512,000 0 Revenue Other Local Revenue 4,105,278 5,772,555 5,562,381 5,562,381 0 Federal Assistance 9,807,469 12,005,315 13,335,646 13,335,646 0 State Assistance 32,985,098 39,520,312 42,097,973 42,097,973 0 Revenue Total 46,897,845 57,298,182 60,996,000 60,996,000 0 Net County Cost (NCC): 16,073,101 16,410,169 12,516,000 12,516,000 0 Allocated Positions (FTE) 154.5 179.0 171.0 171.0 0.0 Financial Indicators Salaries as % of Total Exp 26% 30% 30% 30% % Change in Total Exp 17% 0% 0% % Change in Total Rev 22% 6% 0% % Change in NCC 2% (24%) 0% Compensation Information Permanent Salaries 9,209,112 12,785,791 13,171,940 13,171,940 0 Temporary Salaries 243,981 0 22,125 22,125 0 Permanent Overtime 93,729 25,833 25,833 25,833 0 Deferred Comp 88,307 165,000 159,480 159,480 0 Comp & SDI Recoveries (49,108) (25,833) (25,833) (25,833) 0 FICA/Medicare 700,812 976,733 1,011,405 1,011,405 0 Ret Exp-Pre 97 Retirees 30,213 206,616 204,691 204,691 0 Retirement Expense 2,933,765 3,958,600 4,003,983 4,003,983 0 Employee Group Insurance 1,357,661 2,026,257 2,333,389 2,333,389 0 OPEB Pre-Pay 1,013,436 1,199,565 1,029,572 1,029,572 0 Unemployment Insurance 21,100 6,393 6,620 6,620 0 Workers Comp Insurance 441,867 650,797 407,843 407,843 0 Labor Received/Provided 80,553 0 0 0 0 Employment and Human Services Health and Human Services County of Contra Costa FY 2019-2020 Recommended Budget 217 Description: The Aging and Adult Services Bureau (AAS) provides protective and supportive services to disabled adults and seniors, including: In-Home Supportive Services (IHSS); Adult Protective Services; Area Agency on Aging services; General Assistance; Senior Community Services Employment Program, and other supportive services. The FY 2019-20 Recommended Budget includes an overall decrease of $196,351 compared to FY 2018-19. No adjustment from Baseline to Recommended Budget for FY 2019-20 is required. 1. Adult Protective Services Description: Adult Protective Services (APS) receives, screens and investigates reports of physical, emotional or sexual abuse, financial or material exploitation, neglect, isolation or abandonment of individuals 65+, and dependent adults age 18 or over who are unable to protect their own interests, have been harmed, or are threatened with harm. APS includes County Services Block Grant (CSBG) funding that supports the Supplemental Security Income (SSI) Advocacy. APS includes grants from the Office of Emergency Services that fund the provision of services in preventing elder financial abuse, implementation of an elder death protocol review, and supports a multidisciplinary team. In FY 2017-18, APS received over 4,200 reports, a 18.7% increase from the previous year. a. Supplemental Security Income Advocacy Description: The SSI Advocacy program assists disabled individuals to apply for Supplemental Security Income/State Supplemental Program (SSI/SSP) public assistance benefits from the Social Security Administration. This program serves CalWORKs, GA, and Cash Assistance Payments for Immigrant (CAPI) recipients who have been identified as possessing permanent, long-term mental, physical and/or learning disabilities rendering them inappropriate for long-term, gainful employment. In FY 2017-18, there were 246 SSI applications and an average monthly caseload of 213 individuals. b. Cal-OES Grant Description: California Office of Emergency Services provided two grants to improve elder abuse prevention and intervention services within our Adult Protective Services Program. Partner agencies have networked to provide community based case management and participate in the newly formed Multidisciplinary Team Meetings, Financial Abuse Strike Team and the Elder Death Review. The two grants are funded for a total three-and-a-half years each. c. Whole Person Care  Description: Whole Person Care (WPC) is a statewide waiver pilot program for vulnerable Medi-Cal recipients to improve health outcomes and reduce utilization of high-cost services. Contra Costa County Health Services is one of 19 counties participating in the program. The WPC, called CommunityConnect in Contra Costa County, strives to provide client-centered social services coordination and benefit counseling/assistance to high-risk Medi-Cal patients. EHSD entered into an Interagency Agreement with Health Services in 2017 to co-locate 17 EHSD staff within the pilot to provide coordinated health care from a social services perspective. In 2019, the Department is amending this agreement to include 21 positions. Positions include one Division Manager, one Social Work Supervisor II, 16 Social Workers, and three Social Service Program Assistants. d. Home Safe Program Description: EHSD’s AAS Bureau, in partnership with Contra Costa Health Services, Health, Housing and Homelessness Division (H3), has been successfully awarded an allocation of $740,079 from the California Department of Social Services for the Adult Protective Services (APS) Home Safe Program. EHSD will ensure older adults that are homeless or at-risk of Employment and Human Services Health and Human Services 218 County of Contra Costa FY 2019-2020 Recommended Budget homelessness, are provided timely services including housing navigation, case management, and financial assistance to return to permanent housing as quickly as possible. Funds will be used to support one APS Senior Staff Assistant, contracted housing case management, and housing subsidies for up to 50 APS clients who are homeless or at risk of homelessness. The APS Home Safe Program will leverage existing resources within EHSD and H3’s Coordinated Entry System (CES) to provide short-term, time-limited housing supports to vulnerable older adults, and referrals to CES for homeless clients with longer term housing needs. Adult Protective Services Summary Service: Mandatory Level of Service: Discretionary/Mandatory Gross Expenditures: $20,304,645 Financing: 19,091,717 Net County Cost: 1,212,928 Funding Sources: Transfers 54.2% $11,000,150 Local 25.1% 5,101,110 State 13.3% 2,691,894 Federal 1.5% 298,563 General Fund 5.9% 1,212,928 FTE: 79.7 2. Area Agency on Aging Description: The Area Agency on Aging (AAA) supports senior independence and access to community-based services through service contracts and direct staff involvement. Planning and advocacy services are provided for County residents age 60 and over. a. Health Insurance Counseling and Advocacy Program – Health Insurance Counseling and Advocacy Program (HICAP) provides Medicare related health insurance counseling and community education services to seniors and adults with disabilities through a corps of trained volunteers. In FY 2017-18, approximately 6,421 people were reached through counseling, outreach, and other informational sessions. b. Information and Assistance – Information and Assistance (I&A) is a helpline for seniors aged 60 and older, adults with disabilities, and caregivers. Knowledgeable social workers provide information, referrals to appropriate services and support in problem solving. In December 2017, the Call Center expanded to include taking initial reports for APS and initial intake for IHSS. For FY 2017-2018, the Center responded to over 13,000 calls. The top 5 needs of callers were homecare/IHSS (41%), housing (13%), abuse/neglect/crime (11%), insurance (9%) and legal (3%). c. Older Americans Act Grants for Community Programs on Aging – Older Americans Act and Older Californians Act provides grants for Community Programs on Aging. These grants provide information and assistance, supportive social services, congregate meals, home delivered meals, family caregiver support, and elder abuse prevention services to seniors. The Supplemental Nutrition Assistance Program (SNAP)-Education grant was awarded with the goal of improving the likelihood that persons eligible for SNAP will make healthy choices within a limited budget and choose active lifestyles consistent with the current Dietary Guidelines for Americans and MyPlate. AAA has 18 grants for services ranging from senior nutrition (Meals on Wheels), friendly visiting, caregiving, adult day health care and transportation. AAA also works with approximately 2,200 volunteers to provide support to seniors. Employment and Human Services Health and Human Services County of Contra Costa FY 2019-2020 Recommended Budget 219 d. Tax Aid Program Materials – AAA provides space and materials for the American Association of Retired Persons (AARP) Tax Aid program. This partnership provides free assistance to low and moderate income households to file tax returns and claim eligible deductions. FY 2017-18, over 200 volunteers prepared 5,871 free tax returns for seniors in Contra Costa County. Area Agency on Aging Summary Service: Discretionary/Mandatory Level of Service: Discretionary/Mandatory Gross Expenditures: $5,971,508 Financing: 5,757,650 Net County Cost: 213,858 Funding Sources: Federal 73.6% $4,394,401 State 15.4% 920,366 Local 7.4% 442,883 General Fund 3.6% 213,858 FTE: 11.9 3. General Assistance Eligibility Description: Determines the General Assistance (GA) eligibility for primarily single, unemployed adults who are not eligible for Federal or State-funded cash assistance programs (e.g. CalWORKs). The program is designed to meet the minimum needs of County residents who are unemployed or disabled. General Assistance Eligibility Summary Service: Mandatory Level of Service: Mandatory Gross Expenditures: $3,966,126 Financing: 442,694 Net County Cost: 3,523,432 Funding Sources: Transfers 6.5% $256,354 State 4.7% 186,340 General Fund 88.8% 3,523,432 FTE: 17.0 4. General Assistance Cash Assistance Description:  The GA program provides cash assistance to primarily single, unemployed adults who are not eligible for Federal or State- funded cash assistance programs (e.g. CalWORKs). The program is designed to meet the minimum needs of County residents who are unemployed or disabled. In FY 2017-18 the program determined GA benefits for approximately 8,410 individuals, also reviewing and granting eligibility for the CalFresh and Medi-Cal program for GA clients. As of August, 2018 there were 670 individuals receiving GA benefits. General Assistance is at 99% compliance rate for determining applications within 30 days. General Assistance Cash Assistance Summary Service: Mandatory Level of Service: Discretionary Gross Expenditures: $2,781,389 Financing: 0 Net County Cost: 2,781,389 Funding Sources: General Fund 100.0% $2,781,389 Employment and Human Services Health and Human Services 220 County of Contra Costa FY 2019-2020 Recommended Budget 5. Indigent Interment Description: The County Interment program authorizes payment for the interment of deceased County residents who do not have resources, or whose next of kin are unable to assume this responsibility. For the FY 2017-18, there were 66 requested interments of indigent individuals, of which 23 were approved, 11 were referred to either the Veterans Service Office or the Public Administrator’s Office, and 32 denied. The majority of the denials were due to the next of kin being over minimum income level. Indigent Interment Summary Service: Mandatory Level of Service: Mandatory Gross Expenditures: $106,922 Financing: 18,388 Net County Cost: 88,534 Funding Sources: Local 17.2% $18,388 General Fund 82.8% 88,534 6. In-Home Supportive Services Description: Provides administration of the IHSS program and determines eligibility for services. Assesses the need for in-home services and processes payments to those who provide services to over 9,757 aged, blind and disabled recipients, allowing them to safely remain in their own homes and avoid institutionalization. In-Home Supportive Services Administration Summary Service: Mandatory Level of Service: Discretionary Gross Expenditures: $10,627,321 Financing: 7,386,102 Net County Cost: 3,241,219 Funding Sources: State 69.5% $7,386,102 General Fund 30.5% 3,241,219 FTE: 61.4 7. In-Home Supportive Services Payments Description: Funds County share of wages, health and retirement benefits for providers of IHSS. In-Home Supportive Services Payments Summary Service: Mandatory Level of Service: Mandatory Gross Expenditures: $41,701,766 Financing: 40,341,009 Net County Cost: 1,360,757 Funding Sources: State 74.1% $30,913,271 Federal 20.5% 8,570,232 Transfers 2.1% 857,506 General Fund 3.3% 1,360,757 8. Senior Community Services Employment Program Description: Senior Community Services Employment Program (SCSEP) provides employment services to 48 low income individuals age 55 and older including employment training in Host Agencies (non- profit and government agencies), career counseling and skills assessments as well as Employment and Human Services Health and Human Services County of Contra Costa FY 2019-2020 Recommended Budget 221 unsubsidized job placement. Participants have barriers to employment such as disability, homeless or at risk, low literary, limited English, frail and 75 or older. This program is a four-year Department of Labor program funded by Title V of the Federal Older American Act through National Asian Pacific Center on Aging and the General Fund. Senior Community Services Employment Program Summary Service: Discretionary Level of Service: Mandatory Gross Expenditures: $166,333 Financing: 72,450 Net County Cost: 93,883 Funding Sources: Federal 43.6% $72,450 General Fund 56.4% 93,883 FTE: 1.0 Employment and Human Services Health and Human Services 222 County of Contra Costa FY 2019-2020 Recommended Budget Workforce Services Bureau General Fund 2017-18 Actuals 2018-19 Budget 2019-20 Baseline 2019-20 Recommended Change Expense Salaries And Benefits 84,066,755 79,457,934 83,342,441 83,449,407 106,966 Services And Supplies 23,209,580 25,086,977 26,808,863 26,846,301 37,438 Other Charges 53,189,148 56,535,924 53,964,576 53,964,576 0 Expenditure Transfers 39,307,368 39,766,668 40,183,716 40,183,716 0 Expense Total 199,772,851 200,847,503 204,299,596 204,444,000 144,404 Revenue Other Local Revenue 18,989,426 21,080,305 18,973,987 19,118,391 144,404 Federal Assistance 71,536,601 68,586,981 75,356,310 75,356,310 0 State Assistance 107,014,590 106,846,698 104,048,299 104,048,299 0 Revenue Total 197,540,617 196,513,984 198,378,596 198,523,000 144,404 Net County Cost (NCC): 2,232,234 4,333,519 5,921,000 5,921,000 0 Allocated Positions (FTE) 959.0 839.0 797.0 798.0 1.0 Financial Indicators Salaries as % of Total Exp 42% 40% 41% 41% % Change in Total Exp 1% 2% 0% % Change in Total Rev (1%) 1% 0% % Change in NCC 94% 37% 0% Compensation Information Permanent Salaries 49,557,458 48,023,841 50,708,856 50,768,132 59,276 Temporary Salaries 2,082,611 656,520 656,787 656,787 0 Permanent Overtime 522,350 517,685 517,685 517,685 0 Deferred Comp 697,699 634,680 744,120 746,263 2,143 Comp & SDI Recoveries (473,814) (517,685) (517,685) (517,685) 0 FICA/Medicare 3,825,932 3,718,105 3,946,352 3,950,929 4,577 Ret Exp-Pre 97 Retirees 161,961 91,442 91,442 91,442 0 Retirement Expense 15,777,688 15,044,789 15,229,880 15,248,284 18,404 Employee Group Insurance 8,046,547 7,804,722 9,496,953 9,517,646 20,693 OPEB Pre-Pay 1,327,705 1,015,409 871,513 871,513 0 Unemployment Insurance 113,945 24,013 25,503 25,533 30 Workers Comp Insurance 2,388,639 2,444,413 1,571,035 1,572,878 1,843 Labor Received/Provided 38,034 0 0 0 0 Employment and Human Services Health and Human Services County of Contra Costa FY 2019-2020 Recommended Budget 223 Description: The Workforce Services Bureau (WFS) provides financial support and services to low-income individuals, including supportive services, necessary for heads of families and single adults to obtain and retain employment. The FY 2019-20 Recommended Budget reflects an increase of $3,596,497 compared to FY 2018-19, largely due to increased salaries and benefits costs. Baseline included a reduction of 44.4 positions to reduce the Department’s amount of vacant and unfunded positions. The change from the FY 2019-20 Baseline Budget to the Recommended Budget includes the addition of AB109 Grant funding and the addition of 1.0 FTE for the program. The FY 2019-20 Recommended Budget includes an operational vacancy factor of 2.9%, which equates to 56 positions. 1. CalWORKs Programs Description: The California Work Opportunity and Responsibility to Kids (CalWORKs) Program implements the Federal Temporary Assistance to Needy Families (TANF) program. a. CalWORKs Eligibility Services - Provides eligibility determination for CalWORKs cash aid, supportive services, and includes ongoing case management. In FY 2017-18 there were 9,316 applications received, a 1% decrease from the prior year. There was a decrease in caseload during this same period. This program component also includes funding for staff development and welfare fraud investigation. CalWORKs Eligibility Services Service: Mandatory Level of Service: Mandatory Gross Expenditures: $44,024,150 Financing: 43,869,645 Net County Cost: 154,505 Funding Sources: Transfers 48.2% $21,200,159 Federal 43.1% 18,954,030 State 8.4% 3,715,456 General Fund 0.3% 154,505 FTE: 183.8 b. CalWORKs Employment Services - Provides case management of CalWORKs recipients who have a Welfare-to-Work (WTW) requirement. WTW activities are intended to help participants obtain and retain employment, and include supportive services such as housing, transportation, childcare, and referrals for substance abuse, mental health and domestic abuse. Subsidized employment and special support programs are also included. In FY 2017-18 there were 2,825 registered WTW recipients. Approximately 1,778 of those individuals entered employment, 942 exited CalWORKs due to employment and 688 exempt individuals volunteered into receiving WTW services. Employment and Human Services Health and Human Services 224 County of Contra Costa FY 2019-2020 Recommended Budget CalWORKs Employment Services Service: Mandatory Level of Service: Discretionary Gross Expenditures: $31,301,665 Financing: 31,301,665 Net County Cost: 0 Funding Sources: Transfers 48.2% $15,073,776 Federal 43.3% $13,568,190 State 8.5% 2,659,699 FTE: 61.1 c. CalWORKs Cal-Learn - Provides eligibility determination and related service costs of providing intensive case management, supportive services and fiscal *incentives/disincentives to eligible teen recipients who are pregnant or parenting and participating in the Cal-Learn Program. CalWORKs Cal-Learn Service: Mandatory Level of Service: Discretionary Gross Expenditures: $214,418 Financing: 214,418 Net County Cost: 0 Funding Sources: Transfers 48.2% $103,256 Federal 43.3% 92,943 State 8.5% 18,219 FTE: 0.6 d. CalWORKs Childcare – Provides eligibility determination for subsidized childcare. This program is responsible for State-required reporting and documentation, and making payments to childcare providers. The California Department of Social Services provides Stage One childcare funding for CalWORKs recipients. Stage One supports childcare services to CalWORKs participants who receive aid, stabilizing their current situation with work and/or educational activities. In FY 2017-2018, there were 698 childcare subsidy cases. Once CalWORKs recipients have stabilized, they are referred to the Community Services Bureau for Stage Two childcare services. Stage Two childcare is funded through the California Department of Education. CalWORKs Childcare Service: Mandatory Level of Service: Mandatory Gross Expenditures: $15,393,037 Financing: 15,393,037 Net County Cost: 0 Funding Sources: Transfers 48.2% $7,412,743 Federal 43.3% 6,672,349 State 8.5% 1,307,945 FTE: 24.4 e. CalWORKs Mental Health/Substance Abuse - Provides CalWORKs case management and treatment services to CalWORKs recipients for mental health and substance abuse. CalWORKs Mental Health/Substance Abuse Service: Mandatory Level of Service: Discretionary Gross Expenditures: $2,160,977 Financing: 2,160,977 Net County Cost: 0 Funding Sources: State 100.0% $2,160,977 Employment and Human Services Health and Human Services County of Contra Costa FY 2019-2020 Recommended Budget 225 f. CalWORKs SB 1569 – Provides case management to CalWORKs recipients who are victims of trafficking or crime. CalWORKs SB 1569 Service: Mandatory Level of Service: Mandatory Gross Expenditures: $127,464 Financing: 127,464 Net County Cost: 0 Funding Sources: Transfers 48.2% $61,382 Federal 43.3% 55,251 State 8.5% 10,831 FTE: 0.4 g. CalWORKs Family Stabilization – Provides comprehensive evaluations and wraparound services to Welfare-to-Work families who are experiencing identified situations and/or crises. In FY 2017-18, there were 43 Family Stabilization cases. CalWORKs Family Stabilization Service: Mandatory Level of Service: Mandatory Gross Expenditures: $985,183 Financing: 985,183 Net County Cost: 0 Funding Sources: Transfers 48.2% $474,429 Federal 43.3% 427,043 State 8.5% 83,711 FTE: 3.0 h. Expanded Subsidized Employment – The Expanded Subsidized Employment program (Expanded CCWORKS) provides work opportunities in the public, private and nonprofit sectors, and the wage is subsidized for six (6) months. The program focuses on serving participants who have limited English proficiency, veterans, those challenged by domestic violence, disabled individuals, pregnant and parenting teens, individuals with a criminal or arrest record/history, and participants completing the family stabilization component of the Welfare-to-Work program. In FY 2017-18 157 individuals were placed in subsidized employment positions. CalWORKs Expanded Subsidized Employment Service: Mandatory Level of Service: Discretionary Gross Expenditures: $3,472,368 Financing: 3,472,368 Net County Cost: 0 Funding Sources: Federal 98.3% $3,414,480 State 1.7% 57,888 FTE: 14.7 i. CalWORKs Housing Support - The CalWORKs Housing Support (HousingWORKs) program provides eligible homeless CalWORKs families assistance in locating a residence and provides a rent subsidy for up to six months. The Employment and Human Services Department, in partnership with the Contra Costa County Health Services Behavioral Health Division Office of Homeless Programs (CCHP), oversees the HousingWORKS Program. In FY 2017-18 82 participants received Housing Support assistance. Employment and Human Services Health and Human Services 226 County of Contra Costa FY 2019-2020 Recommended Budget CalWORKs Housing Support Summary Service: Discretionary Level of Service: Discretionary Gross Expenditures: $2,415,719 Financing: 2,415,719 Net County Cost: 0 Funding Sources: Federal 83.6% $2,019,790 State 16.4% 395,929 2. CalWORKs Cash Assistance Description: Cash assistance to eligible families based on income levels. As of January 1, 2013, a 24-month Welfare-to-Work clock was implemented requiring participants to meet specific work participation requirements in order to continue eligibility for the remaining 24-month period. The average monthly caseload for FY 2017-18 was 8,585, a 2% decrease in the from the previous year. CalWORKs Cash Assistance Summary Service: Mandatory Level of Service: Mandatory Gross Expenditures: $47,412,843 Financing: 46,547,370 Net County Cost: 865,473 Funding Sources: Local 40.0% $18,952,287 State 37.6% 17,818,879 Federal 20.6% 9,776,204 General Fund 1.8% 865,473 3. CalFresh Eligibility Description: Provides application processing and eligibility determination for both cash and non-cash assisted families. During FY 2017-18 34,814 CalFresh applications were received. There are approximately 72,632 individuals enrolled in the program, about a 15% increase from the previous fiscal year. Eligibility determination for the Work Incentive Nutritional Supplement (WINS) program is also provided. CalFresh Eligibility Summary Service: Mandatory Level of Service: Mandatory Gross Expenditures: $39,235,607 Financing: 34,394,675 Net County Cost: 4,840,932 Funding Sources: Federal 51.7% $20,294,614 State 36.0% 14,100,061 General Fund 12.3% 4,840,932 FTE: 195.4 4. Standard Utility Assistance Subsidy (SUAS) and Work Incentive Nutritional Supplement (WINS) Cash Assistance Description: CalFresh benefits are issued directly by the State of California through a third- party vendor and not included in the EHSD budget. However, cash assistance for the SUAS and WINS programs are paid directly from the Department budget. SUAS provides an annual $20.01 utility assistance benefit to eligible CalFresh households. In FY 2017-18, there was a total of 11,468 cases. WINS provides $10 per month additional food supplement for eligible CalFresh and California Food Assistance Program households. In FY 2017-18, there was an average of 2,715 cases. Employment and Human Services Health and Human Services County of Contra Costa FY 2019-2020 Recommended Budget 227 SAUS and WINS Supplement Cash Assistance Summary Service: Mandatory Level of Service: Mandatory Gross Expenditures: $446,468 Financing: 446,468 Net County Cost: 0 Funding Sources: State 100% $446,468 5. Medi-Cal Eligibility Description: Provides application processing, eligibility determination and ongoing case management for more than 50 Medi-Cal programs and the implementation Affordable Care Act programs. These major Medi-Cal programs provide comprehensive medical services to children and adults in low-income families. In FY 2017-18 there were approximately 45,344 Medi-Cal applications received, a 3% decrease from the previous year. Throughout the fiscal year, there were an average of 128,124 Medi-Cal cases per month. Medi-Cal Eligibility Summary Service: Mandatory Level of Service: Mandatory Gross Expenditures: $61,234,559 Financing: 61,234,559 Net County Cost: 0 Funding Sources: State 100.0% $61,234,559 FTE: 313.4 6. Refugee Programs Eligibility Description: Provides eligibility determination and grant maintenance activities for the Refugee Cash Assistance (RCA) and the Cash Assistance Program for Immigrants (CAPI). CAPI is a State funded program that provides cash assistance for aged, blind and disabled legal immigrants who do not qualify for Federal Supplemental Security Income/State Supplemental Program (SSI/SSP) because of welfare reform changes. FY 2017-18, General Assistance staff took in 326 CAPI applications. Refugee Programs Eligibility Summary Service: Mandatory Level of Service: Mandatory Gross Expenditures: $29,642 Financing: 29,642 Net County Cost: 0 Funding Sources: State 100.0% $29,642 FTE: 0.2 7. Refugee Programs Cash Assistance Description: Provides payments for the Refugee Cash Assistance (RCA). In FY 2017- 18, there were 31 cases. Refugee Programs Cash Assistance Summary Service: Mandatory Level of Service: Mandatory Gross Expenditures: $89,451 Financing: 89,451 Net County Cost: 0 Funding Sources: Federal 91.0% $81,416 State 9.0% 8,035 Employment and Human Services Health and Human Services 228 County of Contra Costa FY 2019-2020 Recommended Budget 8. Service Integration Team / SparkPoint Description: a. Service Integration Teams (SIT): Workforce Services partners with the Family Justice Center (FJC) to co-locate Social Service Program Assistants (SSPAs) at FJC locations in Richmond and Concord. These SSPAs continue to provide intensive case management to serve as a path forward in providing holistic wraparound services to eligible families, averaging seven families assisted annually, using an assessment tool to determine the client’s employment needs and any barriers. Via continual collaboration with the nonprofit Diablo Women’s League, SIT also helped provide 120 families with additional food supplies throughout the year. For economic-related programs, the North Richmond Service Integration Team provided fax, typing and other business related services on site to 375 individuals. The SIT SSPAs continue to complete the entire County’s CalFresh certifications for cases transitioning off CalWORKs due to obtaining employment. SIT continues to be the beacon for assisting Welfare-to-Work participants through the CCWORKS program. Last year, six CCWORKS participants earned subsidized wages to terminate their CalWORKs grant. Approximately 50% of the participants took their training from their SIT employment and went on to secure unsubsidized employment. b. SparkPoint: SparkPoint Contra Costa is a program that provides a partnership of public and private community based organizations to provide integrated services through a continuum of care, including public benefits, SparkPoint financial services, workforce development, and resource giveaways (e.g. turkeys, bikes, toys, clothing). In the past year, 64% of SparkPoint clients were using public benefits (Medi-Cal, SSI/SSDI, WIC, CalWORKs, etc.). Approximately 1,100 clients were served by SparkPoint in the past year. SparkPoint services move people toward self-sufficiency goals measured by four components: income of $63,027 for a family of four with two school-aged children, no revolving debt, a credit score of 700 or above, and/or three months of liquid savings. In the past year, 40% of SparkPoint clients achieved at least one of the four components of financial stability. Also, SparkPoint clients looking for employment were placed in jobs earning an average of $16.45 per hour, which is well above minimum wage. c. AB109 Reentry: New AB109 grant funding was awarded to the Department to fund one full-time Social Services Program Assistant position to serve individuals re-entering the community from incarceration, ensuring their timely access to needed public benefits, and coordinating with community agencies. Service Integration Team / SparkPoint Summary Service: Discretionary Level of Service: Discretionary Gross Expenditures: $323,760 Financing: 263,670 Net County Cost: 60,090 Funding Sources: Local 51.3% $166,104 Transfers 30.1% 97,566 General Fund 18.6% 60,090 FTE: 1.0 Employment and Human Services Health and Human Services County of Contra Costa FY 2019-2020 Recommended Budget 229 Covered California Call Center General Fund 2017-18 Actuals 2018-19 Budget 2019-20 Baseline 2019-20 Recommended Change Expense Salaries And Benefits 0 0 0 0 0 Services And Supplies 0 0 0 0 0 Other Charges 0 0 0 0 0 Expenditure Transfers 0 0 0 0 0 Expense Total 0 0 0 0 0 Revenue State Assistance 368,703 0 0 0 0 Revenue Total 368,703 0 0 0 0 Net County Cost (NCC): (368,703) 0 0 0 0 Allocated Positions (FTE) 0.0 0.0 0.0 0.0 0.0 Financial Indicators Salaries as % of Total Exp % Change in Total Exp 0% 0% 0% % Change in Total Rev (100%) 0% 0% % Change in NCC (100%) 0% 0% Description: In 2013, Contra Costa County Employment and Human Services Department entered into a contractual agreement with the State of California to run the only county-operated statewide Call Center which provides healthcare enrollment services under the Affordable Care Act to California residents. The Contra Costa County Covered California Call Center (also known as 7Cs) launched the third open enrollment services on October 1, 2015. From October 1, 2015 through February 2016, the 7Cs handled approximately 142,140 calls based on data provided by Covered California. Contra Costa County’s contract with Covered California to run this call center ended on December 31, 2016. No calls were taken after November 30, 2016. 276,581 calls were handled from January 1, 2016 through November 30, 2016 based on data provided by Covered California. Covered California Call Center Service: Mandatory Level of Service: Mandatory Gross Expenditures: $0 Financing: 0 Net County Cost: 0 Funding Sources: Federal 100.0% $0 Employment and Human Services Health and Human Services 230 County of Contra Costa FY 2019-2020 Recommended Budget Ann Adler Children and Family Trust General Fund 2017-18 Actuals 2018-19 Budget 2019-20 Baseline 2019-20 Recommended Change Expense Services And Supplies 83,403 80,000 80,000 80,000 0 Expense Total 83,403 80,000 80,000 80,000 0 Revenue Other Local Revenue 83,403 80,000 80,000 80,000 0 Revenue Total 83,403 80,000 80,000 80,000 0 Net County Cost (NCC): 0 0 0 0 0 Financial Indicators Salaries as % of Total Exp % Change in Total Exp (4%) 0% 0% % Change in Total Rev (4%) 0% 0% % Change in NCC 0% 0% 0% Description: In 1991, the Board of Supervisors created the Ann Adler Children and Family program with oversight from the Family and Children's Trust Committee. Donations received from individuals, public, private and other agencies are allocated through contracts to support programs for the care of abused, neglected and at-risk children. The FY 2019-20 Budget maintains the current level of services. No adjustment from Baseline to Recommended Budget for FY 2019-20 is required. Ann Adler Children and Family Trust Service: Discretionary Level of Service: Discretionary Gross Expenditures: $80,000 Financing: 80,000 Net County Cost: 0 Funding Sources: Local 100.0% $80,000 Employment and Human Services Health and Human Services County of Contra Costa FY 2019-2020 Recommended Budget 231 Workforce Development Board General Fund 2017-18 Actuals 2018-19 Budget 2019-20 Baseline 2019-20 Recommended Change Expense Salaries And Benefits 1,142,246 1,592,884 1,695,756 1,695,756 0 Services And Supplies 3,009,724 4,025,921 4,342,193 4,342,193 0 Other Charges 528,738 657,697 648,516 648,516 0 Expenditure Transfers 2,143,295 (5,536) (1,465) (1,465) 0 Expense Total 6,824,003 6,270,966 6,685,000 6,685,000 0 Revenue Other Local Revenue 399,726 573,640 490,463 490,463 0 Federal Assistance 4,014,852 5,697,326 6,194,537 6,194,537 0 State Assistance 139,086 0 0 0 0 Revenue Total 4,553,664 6,270,966 6,685,000 6,685,000 0 Net County Cost (NCC): 2,270,339 0 0 0 0 Allocated Positions (FTE) 9.0 11.0 11.0 11.0 0.0 Financial Indicators Salaries as % of Total Exp 17% 25% 25% 25% % Change in Total Exp (8%) 7% 0% % Change in Total Rev 38% 7% 0% % Change in NCC (100%) (79%) 0% Compensation Information Permanent Salaries 747,815 989,928 1,072,301 1,072,301 0 Temporary Salaries 104,082 0 0 0 0 Deferred Comp 17,976 23,340 23,340 23,340 0 FICA/Medicare 64,946 75,730 82,356 82,356 0 Ret Exp-Pre 97 Retirees 2,444 6,028 6,028 6,028 0 Retirement Expense 235,291 305,377 323,671 323,671 0 Employee Group Insurance 60,629 113,199 129,988 129,988 0 OPEB Pre-Pay 28,406 28,400 24,375 24,375 0 Unemployment Insurance 1,862 495 538 538 0 Workers Comp Insurance 33,490 50,387 33,158 33,158 0 Labor Received/Provided (154,693) 0 0 0 0 Employment and Human Services Health and Human Services 232 County of Contra Costa FY 2019-2020 Recommended Budget Description: The Workforce Development Board (WDB) is a 25-member, business-led body whose members are appointed by the Contra Costa County Board of Supervisors to shape and strengthen local and regional workforce development efforts. The WDB brings together leaders from business, economic development, education, labor, community- based organizations, and public agencies to align a variety of resources and organizations to enhance the competitiveness of the local workforce and support economic vitality in our region. The WDB promotes a workforce development system that meets the needs of businesses, job seekers, and workers, to support a strong and vibrant economy in Contra Costa County. The FY 2019-20 Recommended Budget compared to FY 2018-19 is increased by $414,034. No adjustment from Baseline to Recommended Budget for FY 2019-20 is required. 1. Workforce Innovation & Opportunity Act Description: The Workforce Innovation and Opportunity Act (WIOA) of 2014 supersedes the Workforce Investment Act of 1998 and amends the Adult Education and Family Literacy Act, the Wagner-Peyser Act, and the Rehabilitation Act of 1973. WIOA is designed to help job seekers access employment, education, training, and support services to succeed in the labor market and to match employers with the skilled workers they need to compete in the global economy. WIOA brings together, in strategic coordination, the core skill development programs receiving Federal investment:  Employment and training services for adults, dislocated workers, and youth and Wagner-Peyser employment services administered by the Department of Labor through formula grants to states; and  Adult Education and Literacy programs and Vocational Rehabilitation State grant programs that assist individuals with disabilities in obtaining employment administered by the Department of Education. WIOA’s three hallmarks of excellence:  The needs of businesses and workers drive workforce solutions and local boards are accountable to communities in which they are located.  American Job Centers provide excellent customer service to jobseekers and employers and focus on continuous improvement.  The workforce system supports strong regional economies and plays an active role in community and workforce development. Programs overseen by the WDB serve more than 12,000 individuals and 1,000 businesses annually. The WDB administers the service delivery of the following: a. Adult Program - Through the local network of EASTBAY Works America Job Center of California (AJCC) and partner access sites, this program provided basic and individualized career services to over 12,000 people in FY 2017-18. Basic career services are universally accessible and must be made available to all individuals seeking employment and training services in at least one comprehensive AJCC per local area. Basic Career Services include: initial skill assessment, labor exchange services, provision of information on programs and program referrals, and eligibility determination. Individualized Career Services include specialized assessments, developing an individual employment plan, career counselling, job search and placement assistance, and may include Training Services and Supportive Services. Training Services may include: career technical education, on-the-job training, and other training programs that combine work- based learning with related instructional activities and services. Supportive Services Employment and Human Services Health and Human Services County of Contra Costa FY 2019-2020 Recommended Budget 233 may include: child care assistance, transportation assistance, educational books/supplies, work related needs, cost of industry recognized certifications, etc. b. Dislocated Worker Program - Provides the same services as the Adult Program except only serves recently unemployed participants identified as eligible “dislocated workers”, as defined in Federal and State regulations. In FY 2017-18, 138 individuals were served through the program. Rapid Response funding augments this program by providing outplacement services to individuals being displaced from employment due to a layoff or business closure. c. Youth Program - Provides services for low- income youth and young adults between the ages of 14-24 years old (in-school and out- of-school) beginning with career exploration and guidance, continued support for educational attainment, opportunities for skills training in in-demand industries and occupations, and culminating with a good job along a career pathway or enrollment in post-secondary education. In FY 2017-2018, 256 youth participated. Services include paid and unpaid work experience, occupational skills training, tutoring, study skills training, alternative secondary school services, mentoring and comprehensive guidance, career training, and counseling. WIOA requires a minimum of 75% of State and Local youth funding be used for out-of- school youth and 20% must be used for work based learning opportunities. d. Grant-Funded Programs – The WDB administers grant-funded programs of varying duration and scope. Grant funds are often WIOA funds obtained through competitive processes, but may include other Federal, State, local, and private sources as well. The WDB was also awarded WIOA discretionary funding for being a high performing board in the amount of $59,839. The WDB continues to receive approximately $208,000 of AB109 funding annually to support capacity building and businesses engagement, focusing on supporting the needs of the reentry population. Additionally, AB2060 funding of $341,300 has been granted to the WDB, further supporting reentry efforts. On behalf of a regional proposal, the WBD has received $250,000 for the Disabilities Employment Accelerator grant which provides work experience for people with disabilities. The WDB also received SlingShot/Accelerator funding in the amount of $134,000 to support regional partnerships in identified priority sectors, which will sunset in December of 2019. Contra Costa is the lead local workforce board in receiving funding ($286,000) to support the development of the East Bay Regional Planning Unit under the California Workforce Development Board and was awarded an additional $750,000 for the regional implementation for the period of January 2018 through June of 2019. Workforce Innovation & Opportunity Act Summary Service: Mandatory Level of Service: Discretionary Gross Expenditures: $7,054,346 Financing: 7,054,346 Net County Cost: 0 Funding Sources: Federal 82.2% $5,798,170 Transfers 11.7% 827,889 Local 6.1% 428,287 FTE: 10.0 2. Small Business Development Center Description: Partially funded by the Small Business Administration (SBA), the Contra Costa Small Business Development Center (SBDC) is hosted by the WDB and delivers individualized advising and training in collaboration with community partners to business owners, self-employed, and emerging entrepreneurs seeking assistance in starting, growing or managing their operations. All services are no cost and offered throughout the Employment and Human Services Health and Human Services 234 County of Contra Costa FY 2019-2020 Recommended Budget County. In FY 2017-18, the SBDC delivered 168 trainings to 730 participants, creating 33 new business and 198 new job opportunities. Through the efforts of the SBDC, businesses were able to increase their sales by $13.17 million and increased their debt/equity in small businesses by $7.39 million. Types of assistance may include:  Financing/small business loans  Government contracting  Corporate procurement  Action, business and strategic planning  Financial projections, analysis and cash flow management  Sales, marketing and promotion Small Business Development Center Summary Service: Discretionary Level of Service: Mandatory Gross Expenditures: $458,543 Financing: 458,543 Net County Cost: 0 Funding Sources: Federal 86.4% $396,367 Local 13.6% 62,176 FTE: 1.0 Employment and Human Services Health and Human Services County of Contra Costa FY 2019-2020 Recommended Budget 235 Community Services Bureau General Fund 2017-18 Actuals 2018-19 Budget 2019-20 Baseline 2019-20 Recommended Change Expense Salaries And Benefits 15,515,876 19,578,330 19,901,671 19,901,671 0 Services And Supplies 12,801,557 14,217,443 15,016,616 15,016,616 0 Other Charges 36,638 38,499 68,971 68,971 0 Fixed Assets 155,321 133,633 500,000 500,000 0 Expenditure Transfers 7,251,602 9,145,218 10,740,742 10,740,742 0 Expense Total 35,760,994 43,113,123 46,228,000 46,228,000 0 Revenue Other Local Revenue 11,389,486 11,344,199 12,840,069 12,840,069 0 Federal Assistance 25,784,849 31,318,141 33,011,632 33,011,632 0 State Assistance 173,629 216,995 217,299 217,299 0 Revenue Total 37,347,963 42,879,335 46,069,000 46,069,000 0 Net County Cost (NCC): (1,586,969) 233,788 159,000 159,000 0 Allocated Positions (FTE) 190.0 216.0 207.0 207.0 0.0 Financial Indicators Salaries as % of Total Exp 43% 45% 43% 43% % Change in Total Exp 21% 7% 0% % Change in Total Rev 15% 7% 0% % Change in NCC (115%) (32%) 0% Compensation Information Permanent Salaries 8,331,751 11,070,060 11,285,563 11,285,563 0 Temporary Salaries 1,023,094 188,611 188,611 188,611 0 Permanent Overtime 15,563 25,093 25,093 25,093 0 Deferred Comp 72,833 159,750 171,661 171,661 0 Comp & SDI Recoveries (11,660) (30,353) (30,353) (30,353) 0 FICA/Medicare 688,760 845,007 867,731 867,731 0 Ret Exp-Pre 97 Retirees 27,762 34,831 34,831 34,831 0 Retirement Expense 2,610,791 3,423,522 3,414,606 3,414,606 0 Employee Group Insurance 1,563,951 2,530,307 2,742,519 2,742,519 0 Retiree Health Insurance 564,079 519,850 637,447 637,447 0 OPEB Pre-Pay 242,650 242,650 208,264 208,264 0 Unemployment Insurance 20,766 5,535 5,686 5,686 0 Workers Comp Insurance 379,604 563,466 350,012 350,012 0 Labor Received/Provided (14,069) 0 0 0 0 Employment and Human Services Health and Human Services 236 County of Contra Costa FY 2019-2020 Recommended Budget Description: Community Services Bureau (CSB) has provided services to Contra Costa County residents since 1965. As the Community Action designee for Contra Costa County, CSB offers comprehensive Head Start and State funded childcare programs for families and children ages 0-5; energy assistance and weatherization and CalWORKs childcare vouchers for Welfare-to-Work recipients. CSB has partnerships with dozens of non-profit community organizations that provide an array of family services. CSB utilizes a comprehensive approach to childcare, providing high quality educational care to children and their families, with individualized support for their physical, nutritional, and mental health, disabilities needs and school readiness. The FY 2019-20 Baseline Budget reflects a net increase in operating expenses of $3,114,877 from the FY 2018-19 Budget. Baseline included a reduction of 12 positions to reduce the Department’s amount of vacant and unfunded positions. Baseline revenues are projected to increase by $3,189,665 from the current year’s funding level. No adjustment from Baseline to Recommended Budget for FY 2019-20 is required. Early Care and Education Programs 1. Head Start Description: Head Start provides part-day and full-day educational and comprehensive services to 1,351 income-eligible children three to five years old and their families. Approximately $3.77 million in Head Start revenue is transferred to the Child Development Fund to support staff costs for services provided to 580 children in full-day childcare. Head Start revenue also funds enhancement services to three partnering childcare agencies and home visitation services to 12 children and their families. Head Start Summary Service: Discretionary Level of Service: Mandatory Gross Expenditures: $18,985,519 Financing: 18,985,519 Net County Cost: 0 Funding Sources: Federal 98.9% $18,768,524 State 1.1% 216,995 FTE: 70.0 2. Comprehensive Funding Model (formerly known as Child Start) Description: The Comprehensive Funding Model combines Head Start, Early Head Start and Child Development Funds to provide year- round childcare (10.5 hours per day) for about 809 children of low-income working parents. This program also funds family development services including employment assistance, health access, food referrals and housing support. Services are available at 13 centers with 56 classrooms in or close to neighborhoods where the children live. Comprehensive Funding Model Summary Service: Discretionary Level of Service: Mandatory Gross Expenditures: $11,640,774 Financing: 11,640,774 Net County Cost: 0 Funding Sources: Local 75.2% $8,748,264 Transfers 24.8% 2,892,510 FTE: 67.0 Employment and Human Services Health and Human Services County of Contra Costa FY 2019-2020 Recommended Budget 237 3. Early Head Start Description: Early Head Start provides infant, toddler and family comprehensive services to 573 eligible children and their families. Approximately $2.93 million in Early Head Start revenue is transferred to the Child Development Fund to support staff costs for services provided to 229 children in full-day childcare. Services are provided at sites located in Richmond, Bay Point, Rodeo, San Pablo, Oakley, Concord, and Brentwood, as well as through partner agencies in Richmond, Concord, El Cerrito, Martinez, Pittsburg, Antioch and multiple community partnerships with Contra Costa Child Care Council (via 13 Family Child Care Homes), Crossroads, Martinez ECC, First Baptist Church, KinderCare, Tiny Toes, YMCA, and Baby Yale Academy. Early Head Start Summary Service: Discretionary Level of Service: Mandatory Gross Expenditures: $10,871,284 Financing: 10,871,284 Net County Cost: 0 Funding Sources: Federal 99.8% $10,870,480 Local 0.1% 500 State 0.1% 304 FTE: 31.0 4. Child Nutrition Description: Child Nutrition prepares and delivers approximately 466,925 meals (breakfast, snacks, and lunch) to more than 1,000 children enrolled in Head Start and Child Development childcare centers throughout the County. Childhood Nutrition Summary Service: Discretionary Level of Service: Mandatory Gross Expenditures: $1,510,886 Financing: 1,510,886 Net County Cost: 0 Funding Sources: Local 82.0% $1,238,947 Transfers 18.0% 271,939 FTE: 12.0 Anti-Poverty Programs 5. Community Action Programs Description: Community Action Programs (CAP) provide assistance to low-income families and individuals to remove obstacles and solve problems that block the achievement of self- sufficiency. Utilizing Federal Community Services Block Grants (CSBG) and other local funds, the program supports activities that can achieve measurable outcomes in educational capability, literacy skills, housing attainment, income enhancement, disaster preparedness, and nutritional needs. The program is also used to support the developmental needs of at-risk youth in low-income communities. The CAP’s advisory body, the Economic Opportunity Council (EOC), has declared the following priority areas for ameliorating poverty in Contra Costa County: Housing/Shelter, Food/Nutrition, Employment/Job Training, and Comprehensive Health Services. Community Services Bureau operates an in-house job- training program funded by CSBG and subcontracts with 10 community-based agencies to support work in these priority areas. Employment and Human Services Health and Human Services 238 County of Contra Costa FY 2019-2020 Recommended Budget Community Action Programs Summary Service: Discretionary Level of Service: Mandatory Gross Expenditures: $4,679,140 Financing: 4,520,140 Net County Cost: 159,000 Funding Sources: Local 61.0% $2,852,358 Federal 19.9% 930,211 Transfers 15.7% 737,571 General Fund 3.4% 159,000 FTE: 23.0 6. Housing & Energy Description: The Housing & Energy program combines funding from the U.S. Department of Energy and the U.S. Health and Human Services Department to provide utility bill payment assistance, energy education and weatherization services to approximately 4,610 low-income residents of the County. The average grant for energy assistance in Contra Costa County is $337 per household, per year.   Housing & Energy Summary Service: Discretionary Level of Service: Mandatory Gross Expenditures: $2,442,685 Financing: 2,442,685 Net County Cost: 0 Funding Sources: Federal 99.9% $2,442,417 Transfers 0.1% 268 FTE: 4.0 Employment and Human Services Health and Human Services County of Contra Costa FY 2019-2020 Recommended Budget 239 Contra Costa Alliance to End Abuse (formerly the Zero Tolerance for Domestic Violence) General Fund 2017-18 Actuals 2018-19 Budget 2019-20 Baseline 2019-20 Recommended Change Expense Services And Supplies 2,371,678 2,634,443 2,160,107 2,160,107 0 Expenditure Transfers 256,745 359,791 272,893 272,893 0 Expense Total 2,628,423 2,994,234 2,433,000 2,433,000 0 Revenue Federal Assistance 959,768 1,150,750 754,000 754,000 0 Revenue Total 959,768 1,150,750 754,000 754,000 0 Net County Cost (NCC): 1,668,655 1,843,484 1,679,000 1,679,000 0 Financial Indicators Salaries as % of Total Exp 0% 0% 0% 0% % Change in Total Exp 14% (19%) 0% % Change in Total Rev 20% (34%) 0% % Change in NCC 10% (9%) 0% Description: The Contra Costa Alliance to End Abuse, founded by the Board of Supervisors in 2001, works to reduce interpersonal violence (domestic violence, sexual assault, elder abuse, child abuse, and human trafficking) by linking the County and the community, aligning policies, practices and protocols, and fostering the development and implementation of collaborative, coordinated, and integrated intervention and prevention services. The initiative supports three of Contra Costa’s community outcomes: “Children and Youth are Healthy and Preparing for Productive Adulthood”, “Families that are Safe, Stable and Nurturing” and “Communities that are Safe and Provide a High Quality of Life”. The 2017-18 fiscal year actuals included one- time expenditures for contract consultants to identify and establish new program models. The FY 2018-19 budget included inflated appropriations for contracts in error. The FY 2019-20 Recommended Budget includes no reductions to programs or services. Contra Costa Alliance to End Abuse Summary Service: Discretionary Level of Service: Discretionary Gross Expenditures: $2,433,000 Financing: 754,000 Net County Cost: 1,679,000 Funding Sources: Federal 31.0% $754,000 General Fund 69.0% 1,679,000 Employment and Human Services Health and Human Services 240 County of Contra Costa FY 2019-2020 Recommended Budget County Children's Trust County Children’s Fund 2017-18 Actuals 2018-19 Budget 2019-20 Baseline 2019-20 Recommended Change Expense Services And Supplies 241,730 185,000 185,000 185,000 0 Other Charges 0 222,122 0 0 0 Expense Total 241,730 407,122 185,000 185,000 0 Revenue Other Local Revenue 203,115 185,000 185,000 185,000 0 Revenue Total 203,115 185,000 185,000 185,000 0 Net Fund Cost (NFC): 38,615 222,122 0 0 0 Financial Indicators Salaries as % of Total Exp % Change in Total Exp 68% (55%) 0% % Change in Total Rev (9%) 0% 0% % Change in NFC 475% (100%) 0% Description: In 1982, AB 2994 allowed counties to establish funding through birth certificate fees. The Family and Children's Trust Committee makes recommendations regarding funding for various contracts to provide child abuse prevention services. Fees are deposited in a special fund separate from the General Fund. The FY 2019-20 Baseline Budget maintains the current level of services. No adjustment from Baseline to Recommended Budget for FY 2019-20 is required. County Children’s Trust - Fund 132800 Service: Discretionary Level of Service: Discretionary Gross Expenditures: $185,000 Financing: 185,000 Net Fund Cost: 0 Funding Sources: Local 100.0% $185,000 Employment and Human Services Health and Human Services County of Contra Costa FY 2019-2020 Recommended Budget 241 In-Home Supportive Services Public Authority IHSS Public Authority Fund 2017-18 Actuals 2018-19 Budget 2019-20 Baseline 2019-20 Recommended Change Expense Salaries And Benefits 1,403,744 1,589,282 1,653,622 1,653,622 0 Services And Supplies 171,726 155,609 170,751 170,751 0 Other Charges 480,376 520,813 518,627 518,627 0 Expenditure Transfers 10 99,884 0 0 0 Expense Total 2,055,856 2,365,588 2,343,000 2,343,000 0 Revenue Other Local Revenue 415,625 460,328 434,326 434,326 0 Federal Assistance 1,007,646 1,181,228 1,221,661 1,221,661 0 State Assistance 632,584 624,148 687,013 687,013 0 Revenue Total 2,055,856 2,265,704 2,343,000 2,343,000 0 Net Fund Cost (NFC): 0 99,884 0 0 0 Financial Indicators Salaries as % of Total Exp 68% 67% 71% 0% % Change in Total Exp 15% (1%) 0% % Change in Total Rev 10% 3% 0% % Change in NFC 100% (100%) 0% Compensation Information Permanent Salaries 860,036 956,035 997,172 997,172 0 Deferred Comp 16,495 15,900 19,674 19,674 0 FICA/Medicare 63,753 65,486 71,721 71,721 0 Retirement Expense 315,127 323,558 355,379 355,379 0 Employee Group Insurance 145,884 225,855 192,946 192,946 0 Retiree Health Insurance 520 520 16,254 16,254 0 Unemployment Insurance 1,929 1,928 476 476 0 Description: The In-Home Supportive Services (IHSS) Public Authority is associated with the Aging and Adult Services Bureau and provides registry and referral services, screens registry applicants, assists IHSS recipients with hiring IHSS providers, enrolls all new IHSS providers and delivers provider orientations. The Public Authority also serves as the employer of record (for purposes of collective bargaining) for IHSS providers, provides staff support to the IHSS Advisory Committee and performs other Board- approved functions related to the delivery of In- Home Supportive Services. In FY 2017-18, the Public Authority received 300 provider applications and added 121 new providers to the registry. Employment and Human Services Health and Human Services 242 County of Contra Costa FY 2019-2020 Recommended Budget The FY 2019-20 Recommended Budget reflects an overall expenditure decrease of $22,588 compared to FY 2018-19. There is no change from the Baseline Budget to the Recommended Budget for FY 2019-20. IHSS Public Authority Summary - Fund 115500 Service: Mandatory Level of Service: Discretionary Gross Expenditures: $2,343,000 Financing: 2,343,000 Net Fund Cost: 0 Funding Sources: Federal 52.2% $1,221,661 State 29.3% 687,013 Local 18.5% 434,326 * The Public Authority has 16.0 FTE’s that are not employees of the County. Employment and Human Services Health and Human Services County of Contra Costa FY 2019-2020 Recommended Budget 243 Child Development Fund Child Development Fund 2017-18 Actuals 2018-19 Budget 2019-20 Baseline 2019-20 Recommended Change Expense Salaries And Benefits 8,575,795 8,647,792 8,323,885 8,323,885 0 Services And Supplies 3,761,165 3,995,441 5,039,519 5,039,519 0 Other Charges 6,917,049 5,797,904 7,975,332 7,975,332 0 Fixed Assets 0 200,000 300,000 300,000 0 Expenditure Transfers 9,283,991 10,952,164 10,261,264 10,261,264 0 Expense Total 28,538,001 29,593,301 31,900,000 31,900,000 0 Revenue Other Local Revenue 7,000,982 8,140,538 7,421,247 7,421,247 0 State Assistance 21,556,644 21,153,897 24,478,753 24,478,753 0 Revenue Total 28,557,626 29,294,435 31,900,000 31,900,000 0 Net Fund Cost (NFC): (19,625) 298,866 0 0 0 Allocated Positions (FTE) 117.0 114.0 106.0 106.0 0.0 Financial Indicators Salaries as % of Total Exp 30% 29% 26% 26% % Change in Total Exp 4% 8% 0% % Change in Total Rev 3% 9% 0% % Change in NFC (1,623%) (100%) (0%) Compensation Information Permanent Salaries 4,071,928 4,688,432 4,583,106 4,583,106 0 Temporary Salaries 1,161,846 287,960 287,960 287,960 0 Permanent Overtime 18,271 2,110 2,110 2,110 0 Deferred Comp 19,700 45,240 45,240 45,240 0 Comp & SDI Recoveries (927) (29,329) (29,329) (29,329) 0 FICA/Medicare 378,986 358,665 353,793 353,793 0 Ret Exp-Pre 97 Retirees 12,546 23,096 23,096 23,096 0 Retirement Expense 1,293,607 1,461,932 1,389,475 1,389,475 0 Employee Group Insurance 1,038,614 1,207,728 1,247,160 1,247,160 0 Retiree Health Insurance 314,766 360,974 276,657 276,657 0 Unemployment Insurance 11,515 2,343 2,317 2,317 0 Workers Comp Insurance 211,267 238,641 142,300 142,300 0 Labor Received/Provided 43,676 0 0 0 0 Employment and Human Services Health and Human Services 244 County of Contra Costa FY 2019-2020 Recommended Budget Description: The Child Development Fund provides funding for the California State Preschool Program and General Child Care & Development Program (CCTR) that serves about 1,285 children of low- and middle-income families in 12 centers with 48 classrooms and eight partner agencies throughout the County. In addition, the Child Development Fund provides funding to CalWORKs Stage 2 and the California Alternative Payment Program (CAPP), which serve 621 children of families transitioning from TANF to work. Participation in CalWORKs Stage 2 and CAPP enables parents to remain stable in their new job environment. FY 2019-20 Child Development Fund Baseline Budget reflects an increase in operating expenses of $2,306,699 from FY 2018-19 Budget. Baseline included a reduction of three positions to reduce the Department’s amount of vacant and unfunded positions. Baseline revenues are projected to increase by $2,605,565 from FY 2018-19 Budget, due to State increases in CalWORKs Stage 2 and the California Alternative Payment Program. No adjustment from Baseline to Recommended Budget for FY 2019-20 is required. Child Development Fund Summary - Fund 111600 Service: Discretionary Level of Service: Mandatory Expenditures: $31,900,000 Financing: 31,900,000 Net Fund Cost: 0 Funding Sources: Local 23.3% $7,421,247 State 76.7% 24,478,753 FTE: 106.0 Employment and Human Services Health and Human Services County of Contra Costa FY 2019-2020 Recommended Budget 245 Childcare Enterprise Fund Childcare Enterprise Fund 2017-18 Actuals 2018-19 Budget 2019-20 Baseline 2019-20 Recommended Change Expense Services And Supplies 0 1,000 911 911 0 Other Charges 0 1,000 1,000 1,000 0 Expenditure Transfers 0 72,089 72,089 72,089 0 Expense Total 0 74,089 74,000 74,000 0 Revenue Other Local Revenue 0 74,089 74,000 74,000 0 Revenue Total 0 74,089 74,000 74,000 0 Net Fund Cost (NFC): 0 0 0 0 0 Financial Indicators Salaries as % of Total Exp % Change in Total Exp 100% 0% 0% % Change in Total Rev 100% 0% 0% % Change in NFC 0% 0% 0% Description: The Childcare Enterprise program was approved by the Board of Supervisors on September 18, 2007. This tuition-based program offers child day care at below market rates to families who cannot otherwise afford the cost of childcare in order to stay in the workforce and remain self-sufficient. Childcare Enterprise Fund services are integrated in classrooms at several of the centers throughout the County. The number of tuition-based slots in each classroom depends upon the number of lower-income families that demonstrate the need for affordable childcare in each of those areas. These tuition- based slots are commingled with Head Start and State Child Development slots. The FY 2019-20 Baseline Budget maintains the current level of services. No adjustment from Baseline to Recommended Budget for FY 2019-20 is required. Childcare Enterprise - Fund 142500 Service: Discretionary Level of Service: Mandatory Expenditures: $74,000 Financing: 74,000 Net Fund Cost: 0 Funding Sources: Local 100.0% $74,000 Employment and Human Services Health and Human Services 246 County of Contra Costa FY 2019-2020 Recommended Budget Contra Costa Alliance to End Abuse - Special Revenue Fund Domestic Violence Victim Assist Fund 2017-18 Actuals 2018-19 Budget 2019-20 Baseline 2019-20 Recommended Change Expense Services And Supplies 149,682 198,372 290,000 290,000 0 Expense Total 149,682 198,372 290,000 290,000 0 Revenue Other Local Revenue 146,073 152,664 290,000 290,000 0 Revenue Total 146,073 152,664 290,000 290,000 0 Net Fund Cost (NFC): 3,609 45,708 0 0 0 Financial Indicators Salaries as % of Total Exp % Change in Total Exp 33% 46% 0% % Change in Total Rev 5% 90% 0% % Change in NFC 1,166% (100%) 0% Description: Provides funding for emergency shelter, counseling, health and social welfare services to victims of domestic violence as mandated by Welfare and Institutions Code §18290-18308. Twenty-three dollars of each marriage license fee has been dedicated to fund these services. Additional funds are also provided through court fines under Penal Code §1203.097. Monies are used to pay for a portion of the STAND! for Families Free of Violence program. The FY 2019-20 Baseline Budget includes a revenue increase of $137,336 from the FY 2018- 19 Budget. The increase in revenue is largely due to a Blue Shield of California Foundation grant, which supports a collaborative approach to addressing domestic violence and abuse. No adjustment from Baseline to Recommended Budget for FY 2019-20 is required. Contra Costa Alliance to End Abuse – Special Revenue Fund Summary - Fund 112500 Service: Mandatory Level of Service: Mandatory Gross Expenditures: $290,000 Financing: 290,000 Net Fund Cost: 0 Funding Sources: Local 100.0% $290,000 Employment and Human Services Health and Human Services County of Contra Costa FY 2019-2020 Recommended Budget 247 Contra Costa Alliance to End Abuse SB 968 Administration Zero Tolerance- Domestic Violence Fund 2017-18 Actuals 2018-19 Budget 2019-20 Baseline 2019-20 Recommended Change Expense Salaries And Benefits 481,130 497,117 476,356 476,356 0 Services And Supplies 73,526 461,049 135,998 135,998 0 Other Charges 41,493 16,561 35,646 35,646 0 Expenditure Transfers 2,483 0 0 0 0 Expense Total 598,633 974,727 648,000 648,000 0 Revenue Other Local Revenue 659,001 634,447 648,000 648,000 0 Revenue Total 659,001 634,447 648,000 648,000 0 Net Fund Cost (NFC): (60,368) 340,280 0 0 0 Allocated Positions (FTE) 4.0 4.0 4.0 4.0 0.0 Financial Indicators Salaries as % of Total Exp 80% 51% 74% 74% % Change in Total Exp 63% (34%) 0% % Change in Total Rev (4%) 2% 0% % Change in NFC (664%) (100%) 0% Compensation Information Permanent Salaries 301,586 323,040 314,843 314,843 0 Temporary Salaries 20,093 0 0 0 0 Deferred Comp 5,640 5,640 7,440 7,440 0 FICA/Medicare 24,194 24,713 24,216 24,216 0 Ret Exp-Pre 97 Retirees 911 601 601 601 0 Retirement Expense 89,370 96,092 86,499 86,499 0 Employee Group Insurance 25,219 30,428 32,850 32,850 0 Unemployment Insurance 721 162 158 158 0 Workers Comp Insurance 13,395 16,443 9,750 9,750 0 Description: Provides oversight and coordination of interpersonal violence response system. This budget unit is supported by recording fees authorized by State law (SB 968). The FY 2019-20 Baseline Budget includes an expenditure decrease and an increase in revenue. No adjustment from Baseline to Recommended Budget for FY 2019-20 is required. Contra Costa Alliance to End Abuse - SB 968 Administration Summary – Fund 112700 Service: Mandatory Level of Service: Discretionary Gross Expenditures: $648,000 Financing: 648,000 Net Fund Cost: 0 Funding Sources: Local 100.0% $648,000 FTE: 4.0 Employment and Human Services Health and Human Services 248 County of Contra Costa FY 2019-2020 Recommended Budget CAO’s Recommendation During FY 2019-20 the Department expects increases in Local, State and Federal funding. However, countywide, salaries and benefit costs will substantially increase due to negotiated increases to wages, and health insurance subsidies. Overall, the FY 2019-20 Recommended Budget includes increased appropriations in excess of $14.7 million, and increased revenues of $14.7 million. The increased appropriations are net of the Department’s vacancy factor. A vacancy factor accounts for cost savings related to funded personnel vacancies occurring within the Department during the fiscal year. In large departments, a vacancy factor is used to reduce inflation of the budget caused by these vacancies. EHSD’s FY 2019-20 Recommended Budget includes a decrease to the existing vacancy factor of $10.9 million. In FY 2018-19, the vacancy factor was approximately 118 FTE, which included 78 caseworkers and 40 eligibility workers that the Department did not expect to be able to fill/retain during the fiscal year. As of January, 2019, the Department had 242 vacant positions at a FY 2019-20 cost of $23.5 million. The vacancy factor for FY 2019-20 is $6.07 million, which amounts to approximately 56 positions. EHSD revenues involve a complex relationship between the direct expenses to provide services, the overhead expenses to support direct service providers, and the funding agencies’ determination of eligible services. The Department projects anticipated revenue from the various funding streams based on a projection of the costs of services provided to eligible clients. The FY 2019-20 revenue projects a $6.3 million increase from local sources; a $9.1 million increase from federally sourced revenue, and a $610,970 increase from State revenues. The FY 2018-19 Budget, includes rollovers totaling $1,296,860 for Venture Capital Funds and non-general fund previous year balance. Due to a stronger economy and improved employment levels in Contra Costa County, the Workforce Services Bureau caseload is expected to continue decreasing, as well as the corresponding State and Local revenue for the provision of those services. The recommended budget includes the addition of 1.0 FTE in the Workforce Services Bureau tied to new AB109 funding, for casework assistance for individuals re-entering the community from incarceration. The demand for services provided by the Children and Family Services Bureau continues to grow. In order to meet the community’s needs, the FTE count has remained largely the same at 400.5 employees. Revenue is budgeted to increase by $7.3 million from last fiscal year. Recruiting and retaining Social Workers has been an obstacle for the Department. Since the State reimburses the Department for services provided, these vacancies have a negative impact on State funding. As the community ages, the demand for services provided by Aging and Adult Services continues to grow. The revenue structure of the In-Home Supportive Services program continues to evolve. Increases in negotiated provider wages and Maintenance of Effort increases for IHSS are expected to take effect in FY 2019-20. The State revenue allocated for IHSS increased by approximately $3 million, partially shifting the effects of mandated increases away from general purpose revenue. The Community Services Bureau Early Head Start Program received $3.1 million in additional Federal and Local revenue for FY 2019-20 for additional childcare slots and enhanced services. The recommended budget maintains staffing levels and contracts. The Department’s Child Development Fund projects $2.6 million in additional State revenue due to increases in caseload. As per the norm, EHSD does not yet have a finalized State funding allocation for FY 2019-20. The Department has included estimated revenue based on the Governor’s FY 2019-20 Proposed Budget and historical allocation information. The general purpose fund allocation allows EHSD to maximize Federal and State revenue. Once the final State allocations are known and should any changes be necessary, EHSD will return to the Board of Supervisors in the fall with a balancing plan. Employment and Human Services Health and Human Services County of Contra Costa FY 2019-2020 Recommended Budget 249 Performance Measures In FY 2017-18, the Employment and Human Services Department (EHSD) embarked on four “strategic priorities” that encompass shared goals across all departmental bureaus. Each priority is described below: 1. Efficiencies – EHSD aims to embrace and maximize up-to-date and innovative technology, permitting both customers and staff to utilize technology in conducting business with the Department. Improving efficiencies involves developing a variety of portals for customer and public access, and building systems and data sources that improve processes. EHSD will continue to implement its technology strategic plan, to improve business processes for both customers and employees. In 2018, EHSD was able to develop and implement a text message outreach program to encourage customers to establish MyBenefitsCalWIN (MyBCW) accounts. The effort has resulted in approximately 65,000 MyBCW accounts by the end of the year. The increased number of accounts has led to a rise document uploads to the MyBCW portal, with the number more than doubling over the past two years. We also continue to work with our non-profit partners to implement our PC Donation Program, which provides personal computers to customers through distribution fairs. EHSD continues to track and analyze our customer’s technology needs. The Department was able to develop a questionnaire focused on the customer experience in navigating EHSD processes and their use of technology. Over 700 responses from Job Club/Job Search participants were gathered electronically and tabulated. The survey results led to better location targeting for its PC Donation Program. This survey also led to piloting of a videoconferencing program, which allowed customers to video conference from one of EHSD’s buildings to their worker in a different EHSD location. EHSD plans to expand our use of the questionnaire to other customer populations. 2. Staff Retention – EHSD cultivates an agency culture that promotes retention and growth of current employees. As a department, EHSD continues to take steps to improve employee retention in all bureaus and all classifications, particularly those with the highest turnover rate. In 2018, EHSD furthered retention efforts in spite of budgeting challenges. New recruitment materials, including a video specific to Social Worker recruitment, was launched in late 2018. We were also able to review an exit interview product from a potential contractor. The Department also explored the feasibility of implementing additional education financial assistance, as well as signing bonuses for new employees in the Social Worker classification. 3. Customer Service and Customer Experience Initiative – EHSD cultivates an agency culture that emphasizes exemplary customer service, both internally and externally, and improves the customer experience. More than 200,000 Contra Costa residents interface with EHSD each year and our goal is for each of them to have a positive experience with our staff and services. Over the past year, EHSD continued multiple efforts to cultivate an agency culture that emphasizes exemplary customer service. The Customer Service Champions program, a monthly article published in EHSD’s Headlines, builds engagement by honoring employees who demonstrate exemplary customer service. Last year also marked the completion of a Customer Service training video in partnership with Feel Good Video. This has been rolled out with a training implementation plan such that all new and existing employees can view it. EHSD continues to enhance and deliver its Employment and Human Services Health and Human Services 250 County of Contra Costa FY 2019-2020 Recommended Budget Customer Service 101, 2.0, and 3.0 trainings, with over 500 staff trained over the year. The Department will also continue to develop and increase trainings that promote internal customer service: Next Level Leadership, Sensitivity in the Workplace, and Cultural Diversity. EHSD continues to focus on improving data collection and customer service measures. In 2018, the Department developed, implemented, and managed a customer opinion card campaign. Part of the campaign was the development of refined electronic and paper survey cards which incorporate County Welfare Directors Association of California (CWDA) indicators of exceptional customer service. The Department also catalogued all customer feedback methods and published customer opinion reports based on the data gathered. 4. 4 Our Families – EHSD aims to develop a holistic approach to helping families thrive by incorporating coordinated and integrated services for our most vulnerable, isolated and/or disadvantaged customers. EHSD aims to empower families and individuals to create their own paths to healthy interdependence. In 2018, EHSD launched the 4 Our Families initiative. 4 Our Families partners with community agencies to serve clients’ holistic needs. Using a “whole person” approach, the program’s Navigators create a warm, welcoming environment designed to identify and overcome obstacles to success, provide coaching to enable participants to be their own advocates going forward, and streamline access to resources. In spite of challenges with integrating staff, the 4 Our Families model demonstrated exceptional client satisfaction. The program has also secured housing for clients and connected them to stable work opportunities. Community partners are enthusiastic about this partnership, and the Navigator program has helped EHSD build relationships with new agencies to holistically serve client needs. Administrative and Program Goals For 2019, EHSD has identified three strategic priorities that encompass shared goals across our bureaus. Each priority is described below: 1. Efficiencies – EHSD will continue to embrace and maximize up-to-date and innovative technology, permitting both customers and staff to utilize technology in conducting business with the department. For 2019, EHSD plans to continue to implementing a technology strategic plan, and improving business processes for both customers and employees. The Department plans to continue using technology to understand the needs of its customers. Plans are in place to develop a “next generation” survey tool to gather information to better understand the technology needs of EHSD’s customer. The Department will also explore processes for obtaining information directly from customers of all bureaus. EHSD plans to continue exploring new and existing technology that potentially enhance the customer’s experience and support staff’s ability to provide services to customers. The Department is looking to expand use of MyBCW, text messages, chat, video conferencing, electronic signatures and other technology to allow customers to interact without the need to come into an office. 2. Service Integration – EHSD will continue to develop a holistic approach to helping families thrive by incorporating coordinated and integrated services for the most vulnerable, isolated and/or disadvantaged customers. EHSD continues to focus on the concept of holistic, wraparound, and whole person Employment and Human Services Health and Human Services County of Contra Costa FY 2019-2020 Recommended Budget 251 services. The department plans to continue 4 Our Families into the upcoming year. For 2019, the Department plans to continue collecting customer outcomes to evaluate impacts on a variety of issues, including needs not typically served by EHSD. 3. Quality Improvement – EHSD will develop a disciplined approach to improving operational systems rapidly to better serve customers EHSD will explore piloting an “improvement planning” method for the coming year. The rationale for this is to improve how the Department does its work in preparation for big changes that could impact the Department in immediate and future years. Improvement planning is a disciplined approach to improve operational systems rapidly through data driven approaches, staff engagement at all levels, recognizing that every person in the organization has a necessary role and contribution to make, using customer perspective as a starting point for improvement, assisting in managing change, and maximizing available resources. EHSD plans to form a vetting team to examine the feasibility of implementing “improvement planning.” FY 2019-20 Program Modification List Order Reference to Mand/Disc List Program Name Services FTE Net County Cost Impact Impact 1 39 Workforce Services Bureau Re-entry (from incarceration) population public benefits assistance 1.0 106,966 Add one Social Services Program Assistant to serve as systems expert on ensuring timely access and receipt of public benefits for the re-entry population. This additional position is supported with AB109 funding. 2 39 Workforce Services Bureau Re-entry population public benefits assistance 0.0 37,438 Increase appropriations for operating costs related to adding one position supporting the re-entry population (i.e. travel, communications, maintenance, etc.). Additional operating costs supported with AB109 funding. 3 39 Workforce Services Bureau AB109 Revenue 0.0 144,404 Increase revenue to fund one position and operating costs dedicated to assisting the re- entry population in receiving needed public benefits. Total 1.0 0 Employment and Human Services Health and Human Services 252 County of Contra Costa FY 2019-2020 Recommended Budget Health Services Anna Roth, Director Health and Human Services County of Contra Costa FY 2019-2020 Recommended Budget 253 General Fund Summary General Fund 2017-18 Actuals 2018-19 Budget 2019-20 Baseline 2019-20 Recommended Change Expense Salaries And Benefits 155,560,665 186,473,704 200,925,063 200,925,063 0 Services And Supplies 206,060,850 220,045,476 241,087,448 241,087,448 0 Other Charges 30,964,365 29,232,417 65,921,089 65,921,089 0 Fixed Assets 453,200 891,444 793,300 793,300 0 Expenditure Transfers (18,468,914) (16,756,241) (21,669,006) (21,669,006) 0 Expense Total 374,570,166 419,886,801 487,057,894 487,057,894 0 Revenue Other Local Revenue 116,531,729 133,267,153 143,823,037 143,823,037 0 Federal Assistance 88,131,630 103,466,143 110,731,314 110,731,314 0 State Assistance 75,720,006 85,773,493 97,867,543 97,867,543 0 Revenue Total 280,383,365 322,506,789 352,421,894 352,421,894 0 Net County Cost (NCC): 94,186,801 97,380,012 134,636,000 134,636,000 0 Allocated Positions (FTE) 1,346.1 1,385.7 1,385.7 1,385.7 0.0 Financial Indicators Salaries as % of Total Exp 42% 44% 41% 41% % Change in Total Exp 12% 16% 0% % Change in Total Rev 15% 9% 0% % Change in NCC 3% 38% 0% Compensation Information Permanent Salaries 90,209,524 107,573,100 117,408,934 117,408,934 0 Temporary Salaries 2,684,670 1,724,640 2,100,413 2,100,413 0 Permanent Overtime 1,333,548 821,314 1,258,748 1,258,748 0 Deferred Comp 818,736 1,262,192 1,366,432 1,366,432 0 Hrly Physician Salaries 179,030 158,954 86,174 86,174 0 Perm Physicians Salaries 2,541,944 4,581,940 4,644,956 4,644,956 0 Perm Phys Addnl Duty Pay 19,178 16,934 40,490 40,490 0 Comp & SDI Recoveries (131,154) (197,065) (183,318) (183,318) 0 FICA/Medicare 6,933,389 8,670,038 9,027,722 9,027,722 0 Ret Exp-Pre 97 Retirees 312,319 323,587 352,953 352,953 0 Retirement Expense 29,822,597 35,915,862 37,479,530 37,479,530 0 Employee Group Insurance 12,774,376 16,830,450 19,645,083 19,645,083 0 Retiree Health Insurance 3,921,670 4,032,502 4,101,140 4,101,140 0 OPEB Pre-Pay 1,474,600 1,514,134 1,650,596 1,650,596 0 Unemployment Insurance 215,048 80,255 61,580 61,580 0 Workers Comp Insurance 2,569,892 3,286,771 2,005,535 2,005,535 0 Labor Received/Provided (118,701) (121,905) (121,905) (121,905) 0 Health Services Health and Human Services 254 County of Contra Costa FY 2019-2020 Recommended Budget Table Description The table above provides information in aggregate format summarizing expenditures and revenues in the General Fund budget units administered by the Health Services Department. This table includes the General Fund subsidy provided to the Contra Costa Regional Medical Center and Health Centers and the Contra Costa Health Plan, but does not include the expenditures or other revenue for these functions. This information can be found in the individual tables for the enterprise funds, including the sections for the Contra Costa Regional Medical Center and Health Centers, the Contra Costa Health Plan, and the Contra Costa Community Health Plan. Included in the table above are data for the following budget units: 0301  Detention Facilities Programs 0450  Public Health 0451  Conservatorship/Guardianship 0452  Environmental Health 0454  Public Administrator 0460  California Children’s Services 0463  Health, Housing and Homeless 0465  Enterprise Fund Subsidy 0466  Alcohol and Other Drugs Program 0467  Mental Health The tables following this section summarize the expenditures and revenue in aggregate for the bulk of the services provided by the department, including enterprise funds. Please refer to those tables for aggregate information. Health Services Health and Human Services County of Contra Costa FY 2019-2020 Recommended Budget 255 2019-20 Baseline Budget to 2019-20 Recommended 2019-20 Baseline Service Level 2019-20 Recommended Service Level Budget Unit Description Expenditure Authority Less Revenue Collections Required General Fund Contribution Expenditure Authority Less Revenue Collections Required General Fund Contribution GF Change – FY 18/19 Adopted to Rec’d (1) (2) (3) (4) (5) (6) (Col 6 minus Col 3) Enterprise Funds: Hospital & Clinics EF-1 $670,038,932 $613,680,220 $56,358,712 $670,038,932 $613,680,220 $56,358,712 $0 Medi-Cal Plan EF-2 639,284,840 639,284,840 0 639,284,840 639,284,840 0 0 Commercial Plan EF-3 75,249,836 71,263,548 3,986,288 75,249,836 71,263,548 3,986,288 0 Major Risk Ins. Program 0 0 0 0 0 0 0 Sub-Total $1,384,573,608 $1,324,228,608 $60,345,000 $1,384,573,608 $1,324,228,608 $60,345,000 $0 Enterprise Funds(A) General Fund Units: Behavioral Health: Mental Health $236,155,049 $218,850,049 $17,305,000 $236,155,049 $218,850,049 $17,305,000 $0 Alcohol & Other Drugs 29,391,851 27,456,851 1,935,000 29,391,851 27,456,851 1,935,000 0 Homeless Programs 16,071,090 13,387,090 2,684,000 16,071,090 13,387,090 2,684,000 0 Public Health 77,712,970 56,572,970 21,140,000 77,712,970 56,572,970 21,140,000 0 Environmental Health 23,622,276 23,954,276 (332,000) 23,622,276 23,954,276 (332,000) 0 Detention 26,920,681 1,795,681 25,125,000 26,920,681 1,795,681 25,125,000 0 Conservatorship 4,256,012 604,012 3,652,000 4,256,012 604,012 3,652,000 0 California Children’s Services 11,805,300 9,367,300 2,438,000 11,805,300 9,367,300 2,438,000 0 Public Administrator 777,665 433,665 344,000 777,665 433,665 344,000 0 Sub-Total $426,712,894 $352,421,894 $74,291,000 $426,712,894 $352,421,894 $74,291,000 $0 General Fund Total General & $1,811,286,502 $1,676,650,502 $134,636,000 $1,811,286,502 $1,676,650,502 $134,636,000 $0 Enterprise Funds Other Special Revenue Fund Units: Expenditures Revenue Net Fund Cost Expenditures Revenue Net Fund Cost Change Emergency Medical Services $1,543,305 $1,543,305 $0 $1,543,305 $1,543,305 $0 $0 Ambulance Service Area 5,534,167 5,534,167 0 5,534,167 5,534,167 0 0 West Contra Costa Healthcare District 9,841,388 9,841,388 0 9,841,388 9,841,388 0 0 Total Special $16,918,860 $16,918,860 $0 $16,918,860 $16,918,860 $0 $0 Funds: Grand Total $1,828,205,362 $1,693,569,362 $134,636,000 $1,828,205,362 $1,693,569,362 $134,636,000 $0 All Funds: A. General Fund contribution to the Enterprise funds is provided through Hospital Subsidy unit 0465. Health Services Health and Human Services 256 County of Contra Costa FY 2019-2020 Recommended Budget A. General Fund subsidy contribution to the Enterprise funds is provided through Hospital Subsidy unit 0465. 2018-19 Adopted Budget to 2019-20 Recommended 2018-19 Adopted Budget 2019-20 Recommended Service Level Budget Unit Description Expenditure Authority Less Revenue Collections Required General Fund Contribution Expenditure Authority Less Revenue Collections Required General Fund Contribution GF Change – FY 18/19 Adopted to Rec’d (1) (2) (3) (4) (5) (6) (Col 6 minus Col 3) Enterprise Funds: Hospital & Clinics EF-1 $626,057,584 $606,387,087 $19,670,497 $670,038,932 $613,680,220 $56,358,712 $36,688,215 Medi-Cal Plan EF-2 708,503,066 708,503,066 0 639,284,840 639,284,840 0 0 Commercial Plan EF-3 74,972,774 70,986,486 3,986,288 75,249,836 71,263,548 3,986,288 0 Major Risk Ins. Program 0 0 0 0 0 0 0 Sub-Total $1,409,533,424 $1,385,876,639 $23,656,785 $1,384,573,608 $1,324,228,608 $60,345,000 $36,688,215 Enterprise Funds(A) General Fund Units: Behavioral Health: Mental Health $225,913,169 $208,608,312 $17,304,857 $236,155,049 $218,850,049 $17,305,000 $143 Alcohol & Other Drugs 24,579,648 22,644,341 1,935,307 29,391,851 27,456,851 1,935,000 (307) Homeless Programs 8,380,456 5,690,897 2,689,559 16,071,090 13,387,090 2,684,000 (5,559) Public Health 72,901,458 51,720,607 21,180,851 77,712,970 56,572,970 21,140,000 (40,851) Environmental Health 22,143,837 22,468,762 (324,925) 23,622,276 23,954,276 (332,000) (7,075) Detention 25,600,010 1,558,301 24,041,709 26,920,681 1,795,681 25,125,000 1,083,291 Conservatorship 4,064,733 877,001 3,187,732 4,256,012 604,012 3,652,000 464,268 California Children’s Services 11,082,920 8,644,664 2,438,256 11,805,300 9,367,300 2,438,000 (256) Public Administrator 688,773 293,904 394,869 777,665 433,665 344,000 (50,869) Sub-Total $395,355,004 $322,506,789 $72,848,215 $426,712,894 $352,421,894 $74,291,000 $1,442,785 General Fund Total General & $1,804,888,428 $1,708,383,428 $96,505,000 $1,811,286,502 $1,676,650,502 $134,636,000 $38,131,000 Enterprise Funds Other Special Revenue Fund Units: Expenditures Revenue Net Fund Cost Expenditures Revenue Net Fund Cost Change Emergency Medical Services $1,571,549 $1,571,549 $0 $1,543,305 $1,543,305 $0 $0 Ambulance Service Area 5,199,913 5,199,913 0 5,534,167 5,534,167 0 0 West Contra Costa Healthcare District 0 0 0 9,841,388 9,841,388 0 0 Total Special $6,771,462 $6,771462 $0 $16,918,860 $16,918,860 $0 $0 Funds: Grand Total $1,811,659,890 $1,715,154,890 $96,505,000 $1,828,205,362 $1,693,569,362 $134,636,000 $38,131,000 All Funds: Health Services Health and Human Services County of Contra Costa FY 2019-2020 Recommended Budget 257 Detailed Budget Table Description The tables above provide information by budget unit summarizing expenditures, revenues, and net County costs for each of the budget units administered by the Health Services Department and compares the 2019-20 Baseline Budget service level to the recommended service level and the 2018-19 Adopted Budget service level with the 2019-20 recommended service level. Included are data for the following budget units: 0301  Detention Facilities Programs 0450  Public Health 0451  Conservatorship/Guardianship 0452  Environmental Health 0454  Public Administrator 0460  California Children’s Services 0463  Health, Housing and Homeless 0466  Alcohol and Other Drugs Program 0467  Mental Health 0475  Mental Health Services Act 0540  Hospital and Clinics 0853  Hospital Fixed Assets 0860  Contra Costa Health Plan 0861 – Contra Costa Community Health Plan 0862  Major Risk Insurance Program 0863  Health Plan Fixed Assets 0471 – Emergency Medical Services 7405 – Ambulance Service Area Zone A (Measure H) 7406 – Ambulance Service Area Zone B (Measure H) 7135 – West Contra Costa Healthcare District Major Department Responsibilities Contra Costa County is one of the few counties in the nation to offer the full spectrum of health- related services under one organizational structure. Doing business as Contra Costa Health Services (CCHS), it represents the largest department of this County government, employing approximately 4,400 individuals and 3,910 FTE’s (Full-Time Equivalents). Approximately 7.4% of the CCHS budget is from General purpose revenue. The balance is supported by federal and state funding programs, such as Medicare and Medi-Cal, as well as program grants and fees. The mission of Contra Costa Health Services is to care for and improve the health of all people in the County, with special attention to those who are most vulnerable to health problems. For low-income and uninsured residents of Contra Costa, CCHS is the safety net, providing medical services not available to them elsewhere. CCHS has a long history of working in partnership with a broad range of stakeholders, including private hospitals, private physicians, community clinics, community-based organizations, schools, advisory boards and the media. Through the use of technology, including its extensive website and social media, CCHS is able to reach County residents with critical health care information on a daily basis. CCHS is an integrated system of health care services, comprised of several divisions that work in concert to cover health at every level: the individual, the family, and the community. The Contra Costa Regional Medical Center and Health Centers are the training ground for our family practice residency program. The Contra Costa Regional Medical Center (CCRMC) is a 167-bed general acute care hospital that provides a full range of services that include emergency care, psychiatric care, newborn labor and delivery, medicine, and surgery. Eleven ambulatory care health centers throughout Contra Costa provide comprehensive, personalized, patient-centered health care with a full range of specialty services. The Contra Costa Health Plan (CCHP) was the first federally qualified, state-licensed, county- sponsored Health Maintenance Organization (HMO) in the United States, and the first county- sponsored health plan in California to offer Medi- Cal Managed Care coverage. CCHP was also the first county-run HMO to serve Medicare beneficiaries. It subsequently expanded its programs to include County employees, Health Services Health and Human Services 258 County of Contra Costa FY 2019-2020 Recommended Budget businesses, individuals, and families, although CCHP exited the individual and family markets at the beginning of 2015. Currently CCHP has programs for Medi-Cal recipients, employees of participating employers, and In Home Support Services providers. With the implementation of the Affordable Care Act (ACA) in January 2014, Medi-Cal coverage was expanded to cover individuals with incomes below 138% of the Federal Poverty Level. The ACA ensures all Medi-Cal health plans offer a comprehensive package of items and services, known as essential health benefits. Coverage includes a core set of services including doctor visits, hospital care, pregnancy-related services, skilled nursing facility care (SNF), home health and hospice care, as well as low-to-moderate mental health care, autism care, and some substance use disorder care. As one of the State’s Medi-Cal managed care health plans, CCHP has added 86,000 Medi-Cal members since the implementation of the ACA, and now provides comprehensive, quality health coverage to approximately 187,000 people in Contra Costa County. To meet this additional demand for services, CCHP has expanded its provider network by credentialing and contracting with needed specialty providers in the community. CCHP also provides 24/7 advice nurse services for patients, as well as case management and care coordination for high-risk patients. Behavioral Health combines what was formerly the Mental Health and Alcohol and Other Drugs programs into a single system of care that supports independence, hope, and healthy lives by making services more accessible. This integration is an opportunity to respond to our culturally diverse residents who have complex behavioral needs through a systems approach that emphasizes “any door is the right door”. By partnering with consumers, families, and community-based agencies, Behavioral Health staff is able to provide enhanced coordination and collaboration when caring for the whole individual; an approach that recognizes the increasing challenges in serving complex populations with multiple disorders. For budgetary purposes the Mental Health and Alcohol and Other Drugs programs will be reported separately. The Health, Housing and Homeless Services Division integrates housing and homeless services across our health system; coordinates health and homeless services across County government and in the community; and works with key partners such as the Employment and Human Services Department, the Housing Authority, school districts, housing providers, law enforcement and cities to develop innovative strategies to address the community’s health and social needs. This new division was established in 2016 to meet the requirements of the Medi-Cal 2020 Waiver, which recognizes the nexus between improving population health and providing safe housing. Medi-Cal 2020 has new requirements for meeting the needs of our highest risk patients, many of whom are homeless. We have learned that we will never be able to end homelessness without addressing the upstream social determinants of health. Access to basic needs such as nutritious food, housing, and safe places to exercise and play have been found to impact the health of those whom we serve. The Medi-Cal 2020 Waiver requires that health systems like ours address these social needs, and funding is linked to our ability to do this successfully. Contra Costa Public Health promotes and protects the health and well-being of the individual, family, and community in Contra Costa County, with special attention to communities and populations that are most at risk for poor health outcomes and those most affected by environmental inequities. Health is defined as the state of complete physical, mental, and social well-being and not merely the absence of disease or infirmity. As part of the integrated health system, Public Health uses a broad spectrum of strategies and offers an array of programs that focus on public health issues such as communicable disease and sexually transmitted disease; immunization; nutrition; and family, maternal, infant, and child health, including children’s oral health. Services include public health nursing and the public Health Services Health and Human Services County of Contra Costa FY 2019-2020 Recommended Budget 259 health laboratory, along with wellness, prevention, and education activities aimed at negative health conditions such as obesity, smoking, and lead poisoning. The Public Health Division is also responsible for the CCHS health emergency preparedness programs, data collection, and program evaluation. The Environmental Health Division is a regulatory agency that provides oversight for businesses and property owners to protect and promote the health of the people of Contra Costa County. Environmental Health uses up- to-date standards, state laws, and ordinances to regulate programs for safe food, safe water for drinking and recreation, and the sanitary management of wastes. The Hazardous Materials Division serves area residents by monitoring local industry and responding to emergencies to protect the public from exposure to hazardous materials. Hazardous Materials strives to maintain a clean, healthy, and safe environment by promoting pollution prevention, increasing process safety knowledge and environmental awareness, responding to incidents, and implementing consistent regulatory compliance and enforcement programs. The Emergency Medical Services (EMS) Division serves over 1.1 million residents throughout Contra Costa regulating the County EMS System. The EMS System is a public private partnership that acts to deliver 9-1-1 services to communities under Local EMS Agency policies and procedures that strive to provide a uniform level of response and prompt medical transportation to emergency departments and specialty centers for definitive care. The division acts as the designated governmental Local EMS Authority (LEMSA) responsible for providing regulatory and medical oversight of medical dispatch, prehospital patient care delivered in the field by fire and law first responders, and ambulance personnel. The division is also charged with conducting emergency and non-emergency ambulance permitting and emergency ambulance contract compliance. The EMS Agency sets standards to assure that prehospital personnel involved in an emergency response are properly trained and equipped so that medical care in the field is provided in a timely, efficient and professional manner. In its capacity as the LEMSA one of the division’s most important roles is to establish and coordinate EMS Systems of Care known to improve patient care outcomes and save lives. Contra Costa County EMS systems of care include trauma, stroke, high-risk heart attack (STEMI), cardiac arrest and Emergency Medical Services for Children (EMSC). In disaster the LEMSA acts as the coordinating entity for the countywide medical health system and works with hospitals, long term care facilities, ambulatory care settings and residential care settings to prepare and respond to mass casualty and disaster events that require emergency medical response. This includes coordinating and deploying ambulance strike teams, medical reserve corps and disaster health volunteers to support patient movement, and evacuation and sheltering operations. Health Services Health and Human Services 260 County of Contra Costa FY 2019-2020 Recommended Budget Contra Costa Regional Medical Center & Ambulatory Care Centers Hospital Enterprise Fund (Enterprise Fund I) 2017-18 Actuals 2018-19 Budget 2019-20 Baseline 2019-20 Recommended Change Expense Salaries And Benefits 397,249,997 407,755,625 435,843,653 435,843,653 0 Services And Supplies 211,918,138 201,674,797 210,662,286 210,662,286 0 Other Charges 1,146,880 12,631,095 13,021,063 13,021,063 0 Fixed Assets 0 3,996,067 10,511,930 10,511,930 0 Expense Total 610,315,015 626,057,584 670,038,932 670,038,932 0 Revenue General Fund Subsidy 22,088,071 19,670,497 56,358,712 56,358,712 0 Federal Assistance 44,511,789 42,376,870 57,907,765 57,907,765 0 State Assistance 339,852,882 291,012,576 373,310,889 373,310,889 0 Other Local Revenue 211,227,404 272,997,641 182,461,566 182,461,566 0 Revenue Total 617,680,146 626,057,584 670,038,932 670,038,932 0 Net Fund Cost (NFC): (7,365,131)* 0 0 0 0 Allocated Positions (FTE) 2,284.8 2,351.3 2,351.3 2,351.3 0.0 Financial Indicators Salaries as % of Total Exp 65% 65% 65% 65% % Change in Total Exp 3% 7% 0% % Change in Total Rev 1% 7% 0% % Change in NFC (100%) (100%) 0% Compensation Information Permanent Salaries 175,377,286 180,283,310 191,515,905 191,515,905 0 Temporary Salaries 24,664,104 25,071,930 28,554,370 28,554,370 0 Permanent Overtime 9,452,591 9,114,744 10,244,607 10,244,607 0 Deferred Comp 966,304 908,454 1,183,717 1,183,717 0 Hrly Physician Salaries 2,384,190 2,425,822 1,691,019 1,691,019 0 Perm Physicians Salaries 45,630,350 47,288,662 48,052,173 48,052,173 0 Perm Phys Addnl Duty Pay 3,086,268 3,084,332 3,356,375 3,356,375 0 Comp & SDI Recoveries (480,037) (562,172) (562,172) (562,172) 0 Vacation/Sick Leave Accrual 1,684,150 0 0 0 0 FICA/Medicare 17,651,497 18,044,556 19,518,526 19,518,526 0 Ret Exp-Pre 97 Retirees 693,470 690,996 660,576 660,576 0 Retirement Expense 66,977,022 72,363,415 73,245,897 73,245,897 0 Excess Retirement 125,549 315,332 315,332 315,332 0 Employee Group Insurance 30,687,528 31,112,513 41,832,406 41,832,406 0 Retiree Health Insurance 7,920,042 8,040,133 8,040,133 8,040,133 0 OPEB Pre-Pay 2,954,198 2,954,198 3,413,314 3,413,314 0 Unemployment Insurance 574,567 129,395 142,517 142,517 0 Workers Comp Insurance 6,900,918 6,490,005 4,638,958 4,638,958 0 * Capital assets expenditures are fully funded budgetarily in the year of acquisition; for Enterprise Fund financial reporting depreciation rather than acquisition cost is recognized as a current year expense. Health Services Health and Human Services County of Contra Costa FY 2019-2020 Recommended Budget 261 Description: Includes the operations of the Contra Costa Regional Medical Center (CCRMC), ambulatory care centers, physician services, emergency medical services, charges from other County departments, department- wide administration, and fixed assets. Workload Indicator: The recommended FY 2019-20 budget is based on an average daily inpatient census of 128 patients, and 496,986 annual outpatient visits. Impact: The recommended budget maintains the current level of services. Significant items in the budget include: (a) on-going funding for the Medi-Cal Waiver of $83 million (b) $27 million in AB 85 Realignment redirection funding (c) $30 million in non-recurring revenue and (d) $40 million for the Enhanced Payment/Quality Improvement program; note: this is a replacement program for the ACA cost reimbursement settlement process and is an estimate pending State approval. 1. Contra Costa Regional Medical Center Description: A general acute care teaching facility, the 167-licensed bed Contra Costa Regional Medical Center (CCRMC) provides a full range of diagnostic and therapeutic services including medical/surgical, intensive care, emergency, prenatal/obstetrical, and psychiatric services. Ancillary services include pharmacy, rehabilitation, medical social work, laboratory, diagnostic imaging, cardiopulmonary therapy and ambulatory care surgery service. The licensed basic emergency room provides medical and psychiatric evaluation and treatment of urgent cases. CCRMC provides care to individuals with a variety of insurance coverage including Medicare, Medi-Cal and private insurance. The cost of care provided to these individuals is partially offset by the fees collected. CCRMC provides services to individuals who cannot pay because the County has a general duty to provide care for indigents. That duty is specified by the State of California in the Welfare and Institutions Code section 17000. The County Board of Supervisors is authorized to adopt standards of aid and care for the indigent and has done so. The County provides indigent health care through various programs based on the Federal Poverty Level (FPL) guidelines. Under the Basic Health Care Program (BHC) individuals with income less than 300 percent of the FPL who are not eligible for insurance through the Covered California Program, are eligible for medical services at Contra Costa Regional Medical Center (including referred care to non-County facilities as medically required). There is no age restriction for the BHC Program. Adults must be US citizens and residents of Contra Costa County. Children under the age of 19 are eligible regardless of immigration status. In November 2010, the federal Centers for Medicare and Medicaid Services (CMS) approved California’s Section 1115 “California Bridge to Health Reform” Waiver. A key component of the State’s section 1115 Waiver was the Low Income Health Program (LIHP) that expanded coverage for individuals between 19 and 64 years of age, who were US Citizens or legal permanent residents. LIHP consisted of two programs, the Medical Coverage Expansion Program (MCE) and the Health Care Coverage Initiative Program (HCCI). The LIHP program, which ended December 31, 2013, was designed to bridge the care of these individuals from an episodic care approach to comprehensive healthcare coverage. On January 1, 2014, with the implementation of the Federal Patient Protection and Affordable Care Act (ACA), California expanded Medi-Cal eligibility to include adults with incomes up to 138 percent of the federal poverty level. This was known as the optional expansion. For three years the federal government paid 100 percent of the costs of health care services provided to the newly eligible population. Actively enrolled LIHP/MCE individuals were automatically transitioned to Medi-Cal. LIHP/HCCI members became eligible for coverage through the State's health care exchange. California's 2010 Medi-Cal Section 1115 Waiver "Bridge to Reform" expired in 2015. It was Health Services Health and Human Services 262 County of Contra Costa FY 2019-2020 Recommended Budget replaced with a new waiver program known as the Medi-Cal 2020 Waiver. The Medi-Cal 2020 Waiver is composed of three major parts: (1) The Public Hospital Redesign and Incentives in Medi-Cal (PRIME) builds on the success of the Delivery System Reform Incentive Payment (DSRIP) program under the previous Waiver, which helped improve care and safety in the hospital and health centers and made great strides toward improving access to care using a variety of innovative tools. With PRIME, the Hospital and Health Centers will maintain previous funding levels for showing improvements in ambulatory care, targeting high-risk populations and using resources more efficiently. PRIME requires us to meet certain benchmarks or risk substantial loss of funding that cannot be recovered. Annual funding: $30 million (2) The “Global Payment Program” retools the way the Hospital and Health Centers are compensated for treating the uninsured. The program provides financial incentives for cost-effective primary and specialty care by shifting the focus away from hospital- based inpatient care toward primary and preventive care. It includes changes in reimbursement structures that are based on health outcomes and not on process or solely on the number of visits. Annual funding: $48 million (3) The third component of Medi-Cal 2020 is what’s known as “Whole Person Care”, offered to selected counties as a pilot to better coordinate physical and behavioral health care, and provide social services and other supports to help meet needs such as housing or food in a patient-centered manner. Annual funding: $20 million ($5 million CCRMC; $15 million Public Health) The Medi-Cal Waiver ($98 million) will expire during the 2020-21 fiscal year. State, Federal and County planning for a successor program is underway and will likely continue through the 2019-20 fiscal year. As of this writing a replacement program has not been identified. Hospital and Emergency Care Services Summary Service: Mandatory Level of Service: Mandatory Expenditures: $311,621,581 Financing: 297,996,740 Net Fund Cost: 13,624,841 Funding Sources: State 60.6% $188,757,270 Local 27.7% 86,254,097 Federal 7.4% 22,985,373 General Fund 4.4% 13,624,841 FTE: 1,027.1 2. Ambulatory Care Centers Description: Eleven ambulatory care centers in East, West and Central Contra Costa County provide family practice oriented primary care, geriatrics, dental, rehabilitation, prenatal, pediatric and adult medical services, as well as medical and surgical specialty clinical services. Specialty clinics include: podiatry, infectious disease, eye, dermatology, orthopedics, urology, ENT, gynecology, general surgery, plastic surgery, nephrology, neurology, rheumatology, and other services. All age groups are served. The ambulatory care centers serve as an integrated care delivery system with the hospital, behavioral health clinics, detention health centers, and all of the other ambulatory clinics. The delivery system is served by an electronic medical record that allows for communication between all sites and providers. Health Services Health and Human Services County of Contra Costa FY 2019-2020 Recommended Budget 263 Ambulatory Care Centers Summary Service: Mandatory Level of Service: Mandatory Expenditures: $156,237,994 Financing: 149,406,896 Net Fund Cost: 6,831,098 Funding Sources: State 76.2% $119,126,199 Federal 16.8% 26,219,394 Local 2.6% 4,061,303 General Fund 4.4% 6,831,098 FTE: 731.0 3. Physician Services Description: The interdisciplinary medical staff at Contra Costa Regional Medical Center and Health Centers includes family medicine physicians, as well as family nurse practitioners, pediatricians, internists, dentists, psychiatrists, psychologists and specialty physicians. The active staff numbers nearly 400 providers. The Family Practice Residency Program provides clinical experience for 42 residents who rotate through all inpatient acute services, the emergency department and ambulatory care centers. CCRMC continues to recognize the need for operational management of physician clinical practices. In response to this we are in the process of creating operational service line leadership. We continue to expand and improve efforts to redesign our services in response to the expanded patient base that resulted from the ACA. We have expanded patient access (additional provider hours and additional providers) in primary care, specialty care and short notice capacity. We have integrated over 30 psychologists into the care of patients in our system and created processes for universal screening and treatment for substance abuse (SBIRT) and depression (PHQ9) including creating medication-assisted programs for patients with opioid addiction. Additionally, we are improving coordination and information sharing through the Electronic Medical Record (EMR) with other institutions and providers both within and outside of our County to improve access to more medical and support services. Physician Services Summary Service: Mandatory Level of Service: Mandatory Expenditures: $117,989,906 Financing: 112,831,105 Net Fund Cost: 5,158,801 Funding Sources: State 51.1% $60,260,618 Local 37.2% 43,867,489 Federal 7.4% 8,702,998 General Fund 4.4% 5,158,801 FTE: 274.4 4. Emergency Medical Services Description: This program provides comprehensive coordination of Contra Costa's Emergency Medical System. It regulates emergency ambulance services and the County's trauma, EMS for Children (EMSC), STEMI (high-risk heart attack) and stroke systems, establishes pre-hospital treatment protocols and certifies pre-hospital personnel, approves and provides medical control and oversight for medical dispatch, paramedic programs and first-responder defibrillation programs, plans and coordinates medical disaster response, and reviews inter-facility patient transfers. Health Services Health and Human Services 264 County of Contra Costa FY 2019-2020 Recommended Budget The division is responsible for certification and accreditation of Emergency Medical Technicians (EMT), Paramedics, Mobile Intensive Care Nurses and Critical Care Paramedics. The division has the responsibility to investigate violations of certification including the authority to deny, suspend or revoke EMT certification when prehospital personnel commit statutory violations. The division is also responsible for the authorization and oversight of Air Medical Providers, Continuing Education and EMT and Paramedic training programs in the county. In disaster the EMS Agency acts as the coordinating entity for the countywide medical health system and works with hospitals, long term care facilities, ambulatory care settings and residential care settings to prepare and respond to mass casualty and disaster events that require emergency medical response. This includes coordinating medical mutual aid, deploying ambulance strike teams, medical reserve corps and disaster health volunteers to support patient movement, and evacuation and sheltering operations. Emergency Medical Services Summary Service: Mandatory Level of Service: Mandatory Expenditures: $2,693,939 Financing: 2,693,939 Net Fund Cost: 0 Funding Sources: Local 100.0% $2,693,939 FTE: 6.0 5. Support Services a. Administrative Services Description: This section includes costs of the Office of the Director, Health Services Personnel, Payroll, General Accounting, Information Technology, Purchasing, and Contracts and Grants. Administrative Services Summary Service: Discretionary Level of Service: Discretionary Expenditures: $27,218,547 Financing: 27,218,547 Net Fund Cost: 0 Funding Sources: Local 100.0% $27,218,547 FTE: 312.8 b. Charges from Other County Departments Description: This section includes non- distributed costs charged to the Health Services Department by other County departments for various services. Charges From Other County Departments Service: Mandatory Level of Service: Discretionary Expenditures: $30,743,972 Financing: 0 Net Fund Cost: 30,743,972 Funding Sources: General Fund 100.0% $30,743,972 Health Services Health and Human Services County of Contra Costa FY 2019-2020 Recommended Budget 265 Charges from other County departments include: Auditor $1,108,228 Purchasing $245,910 County Counsel $1,300,000 Human Resources $2,159,560 Telecommunication $5,348,247 Courier Service (PW-GSD) $21,842 Sheriff’s Office $4,721,012 DoIT $1,195,247 PW-Occupancy-owned $7,970,618 PW-Occupancy-rented $1,145,341 Medical Liab Ins $3,750,000 Public Liab Ins $1,389,215 PW-Fleet Services $388,752 Total $30,743,972 6. Hospital Capital Cost Description: Hospital Capital Costs include leases and bond debt repayment, capital projects, and equipment acquisition. During the first half of FY 2019-20, we expect to complete the CCRMC Medical Air Upgrade Project and the Hospital Humidification Project. During the second half of FY 2019-20, we expect to complete the Pittsburg Health Center Elevator Modernization Project, the Redundant Isolation Room Fan Project, and the CCRMC Surgical Light Replacement Project. Capital project expenditures are expected to be $3.5 million for these five capital projects. Construction is ongoing for the West County Behavioral Health Clinic (WCBHC). This will be an 18,000 square foot, two-story, Behavioral Health Clinic adjacent to the existing West County Health Center. Expected completion date is late FY 2019-20. Capital equipment expenditures for FY 2019-20 are projected to be $5.4 million for purchases of medical equipment. This figure includes funding for the expansion of telemetry beds from eight to 30 which is expected to be completed by the first half of FY 2019-20. Note: Assets are capitalized and depreciation is adjusted at year-end. Hospital Capital Cost Service: Discretionary Level of Service: Discretionary Expenditures: $23,532,993 Financing: 23,532,993 Net Fund Cost: 0 Funding Sources: Local 78.0% $18,366,191 State 22.0% 5,166,802 Health Services Health and Human Services 266 County of Contra Costa FY 2019-2020 Recommended Budget Contra Costa Health Plan CCHP Medi-Cal (Enterprise Fund II)A 2017-18 Actuals 2018-19 Budget 2019-20 Baseline 2019-20 Recommended Change Expense Salaries And Benefits 25,749,557 26,796,529 27,952,892 27,952,892 0 Services And Supplies 641,656,389 597,091,462 611,331,948 611,331,948 0 Other Charges 168,520,995 84,615,075 0 0 0 Expense Total 835,926,941 708,503,066 639,284,840 639,284,840 0 Revenue Other Local Revenue 856,040,008 708,503,066 639,284,840 639,284,840 0 Revenue Total 856,040,008 708,503,066 639,284,840 639,284,840 0 Net Fund Cost (NFC): (20,113,067) 0 0 0 0 Allocated Positions (FTE)B 194.0 180.0 180.0 180.0 0.0 Financial Indicators Salaries as % of Total Exp 3% 4% 4% 4% % Change in Total Exp (15%) (10%) 0% % Change in Total Rev (17%) (10%) 0% % Change in NFC (100%) (100%) 0% Compensation Information Permanent Salaries 13,530,901 14,423,874 15,228,722 15,228,722 0 Temporary Salaries 2,282,135 2,048,696 2,541,264 2,541,264 0 Permanent Overtime 810,465 821,786 702,576 702,576 0 Deferred Comp 130,143 134,964 155,250 155,250 0 Hrly Physician Salaries 5,438 0 0 0 0 Perm Physicians Salaries 275,938 385,542 0 0 0 Perm Phys Addnl Duty Pay 4,192 4,284 0 0 0 Comp & SDI Recoveries (2,913) 0 (2,045) (2,045) 0 Vacation/Sick Leave Accrual 150,129 0 0 0 0 FICA/Medicare 1,223,347 1,363,165 1,425,028 1,425,028 0 Ret Exp-Pre 97 Retirees 42,894 42,576 40,884 40,884 0 Retirement Expense 4,191,960 4,550,393 4,530,255 4,530,255 0 Employee Group Insurance 2,065,201 1,989,957 2,529,073 2,529,073 0 Retiree Health Insurance 406,239 419,916 374,088 374,088 0 OPEB Pre-Pay 147,959 147,959 164,653 164,653 0 Unemployment Insurance 37,455 38,856 9,213 9,213 0 Workers Comp Insurance 448,075 424,561 253,930 253,930 0 A. This table reflects figures for the Contra Costa Health Plan Medi-Cal product line only. B. Number of Full Time Equivalent positions (FTE) shown serves Enterprise II and III of the Contra Costa Health Plan. Health Services Health and Human Services County of Contra Costa FY 2019-2020 Recommended Budget 267 Description: The Contra Costa Health Plan (CCHP) is a County-operated prepaid health plan. Enterprise Fund II is used to account for the premiums and expenditures related to Medi- Cal enrollees. Enterprise Fund III is used to account for the premiums and expenditures related to employees of participating employers and In-Home Supportive Services providers. The Health Plan also acts as the Third Party Administrator for the Contra Costa CARES program. Medi-Cal: Includes Aid to Families with Dependent Children members, Low Income Child Program, Medi-Cal Expansion (MCE) that transferred into Medi-Cal on January 1, 2014 from the Low Income Health Program, Seniors and Persons with Disabilities and Other Medi- Cal (non-crossover) members. Our Medi-Cal members are served by three contracting networks of providers: 1) Contra Costa Regional Medical Center (CCRMC) and Health Centers, 2) CCHP’s Community Provider Network (CPN), and 3) Kaiser. Workload Indicator: The recommended FY 2019-2020 budget is based on an average monthly enrollment of 178,000 Medi-Cal enrollees. The FY 2019-20 Medi-Cal enrollment budget decreased 2.1% compared to the FY 2018-19 Medi-Cal enrollment budget. Impact: The recommended budget maintains the current level of services. 1. AFDC/CalWORKS and Other Medi-Cal (excludes Seniors and Persons with Disabilities) Description: The Aid to Families with Dependent Children (AFDC) product line serves Contra Costa residents who qualify for Medi-Cal through the Public Assistance and Medically Needy Only categories of the Aid to Families with Dependent Children Program (subsequently replaced with the CalWORKs program). Instead of Medi-Cal cards and stickers, the Medi-Cal Managed Care member receives a CCHP member identification card and CCHP provides or arranges for all his or her covered health needs with the exception of some benefits that remain carved out of Medi-Cal Managed Care and become the responsibility of Fee for Service Medi-Cal. The Other Medi-Cal (non-crossover) members include all Contra Costa Medi-Cal eligible individuals other than AFDC/CalWORKs. There are new or expanded benefits and services added to Medi-Cal Managed Care Plans in 2019 and 2020. The recommended FY 2019-20 budget is based on an average monthly enrollment of 153,000 AFDC/CalWORKS and Other Medi-Cal enrollees, excluding SPD’s. Medi-Cal Members Summary (Excluding SPD) Service: Mandatory per DHCS and DMHC Standards Level of Service: Mandatory Expenditures: $434,221,008 Financing: 434,221,008 Net Fund Cost: 0 Funding Sources: Local (Premiums) 100.0% $434,221,008 FTE: 180.0 2. Seniors and Persons with Disabilities (SPD’s) Description: Medi-Cal SPD categories include Old Age Security (OAS; persons aged 65 and older), Aid to the Totally Disabled, and Aid to the Blind. The member receives a CCHP identification card and CCHP provides or arranges for all his or her covered health needs. Welfare and Institutions Code - WIC § 14182(b)- (c), requires CCHP to develop a process to identify the relative health risk of each SPD member. CCHP must use this process to develop individualized care management plans for their SPD members who have been determined to be at higher risk of requiring Health Services Health and Human Services 268 County of Contra Costa FY 2019-2020 Recommended Budget complex health care services. CCHP must use the Health Risk Assessment tool to comprehensively assess each newly enrolled SPD member’s current health risk. The Health Plan is also required to make three follow-up attempts to secure this information within 45 days of enrollment. In addition to the initial Health Risk Assessment for new SPD members, annual reassessments must be completed for all SPD members. The recommended FY 2019-20 budget is based on an average monthly enrollment of 25,000 SPD enrollees. Medi-Cal SPD Members Summary Service: Discretionary Level of Service: Mandatory Expenditures: $200,656,726 Financing: 200,656,726 Net Fund Cost: 0 Funding Sources: Local (Premiums) 100.0% $200,656,726 3. Charges from Other County Departments Description: This section includes non- distributed costs charged to the Health Plan by other County departments for various services. Charges From Other County Departments Service: Discretionary Level of Service: Discretionary Expenditures: $4,407,106 Financing: 4,407,106 Net Fund Cost: 0 Funding Sources: Local (Premiums) 100.0% $4,407,106 Charges from other County departments include: Public Works $724,972 Auditor-Controller $3,175,774 Information Technology $506,360 Total $4,407,106 Health Services Health and Human Services Health Services Department FY 2019-2020 Recommended Budget 269 Contra Costa Community Health Plan (Enterprise Fund III) CCHP Community Plan (Enterprise Fund III) 2017-18 Actuals 2018-19 Budget 2019-20 Baseline 2019-20 Recommended Change Expense Services And Supplies 72,224,173 73,162,447 75,228,553 75,228,553 0 Other Charges 1,707,403 1,810,327 21,283 21,283 0 Expense Total 73,931,576 74,972,774 75,249,836 75,249,836 0 Revenue General Fund Subsidy 3,986,288 3,986,288 3,986,288 3,986,288 0 Other Local Revenue 72,242,726 70,986,486 71,263,548 71,263,548 0 Revenue Total 76,229,014 74,972,774 75,249,836 75,249,836 0 Net Fund Cost (NFC): (2,297,437) 0 0 0 0 Financial Indicators Salaries as % of Total Exp % Change in Total Exp 1% 0% 0% % Change in Total Rev (2%) 0% 0% % Change in NFC (100%) 0% 0% Description: The Contra Costa Community Health Plan is a County-operated prepaid health plan available to In-Home Support Services providers and employees of participating employers. This budget unit also reflects the costs for the Basic Health Care program which consists mainly of undocumented children who reside in the County and receive care from Contra Costa Health Services. Children in this program as well as others in the County with income under 200% of FPL were transitioned into regular Medi-Cal starting September 2016. Beginning December 2015 CCHP established a pilot program, Contra Costa CARES, for the purpose of providing primary healthcare services to adults not covered by the Affordable Care Act (ACA). Beginning July 1, 2016 a Managed Care Organization provider tax is being assessed on many of our CCHP commercial products. This was a new tax for our commercial business. In FY 2016/2017 the tax was $7.50 per member per month, in FY 2017/2018 the tax was $8.00 per member per month. In FY 2018/2019 the tax was $8.50 per member per month. The MCO provider tax ends June 30, 2019. Beginning January 1, 2019, CCHP Medicare Senior Health plans were discontinued. Workload Indicator: The recommended FY 2019-2020 budget is based on an average monthly enrollment of 8,600 enrollees. Impact: The recommended budget maintains the current level of services. 1. Commercial Coverage Description: Provides coordinated comprehensive health benefits from physical check-ups to treatment of major health problems. There is an array of benefits, premiums and co-payments depending on the Health Services Health and Human Services 270 County of Contra Costa FY 2019-2020 Recommended Budget plan chosen. Premiums are paid by the members or their employers. The County Employee Plans serve full time, part time and temporary employees and retirees of Contra Costa County, and some plans cover their eligible dependents in the Contra Costa Health Plan. In addition, coverage is available to the state sponsored In-Home Supportive Services (IHSS) providers in Contra Costa County. IHSS providers who join CCHP receive coordinated comprehensive health care services ranging from physical check-ups to treatment of major health problems. Monthly premium costs are shared by the County and the IHSS providers. Commercial Members Summary Service: Discretionary Level of Service: Mandatory Expenditures: $57,605,749 Financing: 57,605,749 Net Fund Cost: 0 Funding Sources: Local (Premiums) 100.0% $57,605,749 In-Home Supportive Services and Contra Costa CARES Service: Discretionary Level of Service: Mandatory Expenditures: $17,644,087 Financing: 17,644,087 Net Fund Cost: 0 Funding Sources: Local (Premiums) 77.4% $13,657,799 General Fund 22.6% 3,986,288 (Subsidy) 2. Basic Health Care (BHC) Description: This program is designed to provide needed medical care to the formerly state-sponsored medically indigent children and at-risk adult residents of Contra Costa County with incomes less than or equal to 300% of the federal poverty level. It offers limited health benefits compared to other groups. Services are primarily provided at the Contra Costa Regional Medical Center (CCRMC) and Health Centers. 3. Contra Costa CARES Description: Beginning December 2015 CCHP established a pilot program, Contra Costa CARES, for the purpose of providing primary care services to adults not covered by the ACA. CCHP coordinates the program for primary care services via three providers: La Clínica de la Raza, Lifelong, and Brighter Beginnings. The providers receive a capitated payment on a per member per month basis. Contra Costa CARES was initially approved and funded with a $500,000 contribution from the Board of Supervisors which was matched with an additional $500,000 from Kaiser, John Muir, and the Sutter hospitals. The pilot program was structured and sized to run for approximately 12 months (dependent on enrollment ramp up) or until the funding was fully utilized. The results of the pilot indicated a positive trend with increased primary care visits to a medical home; medication compliance for chronic care conditions such as diabetes; preventive care such as mammograms; and a decrease in avoidable ER visits. Accordingly, the program has been continued for the past three years through a combination of funding from the County and matching funds from the private hospitals. The FY 2019-20 budget anticipates a case load of 3,000 members per month. Funding for the program will continue as a matching partnership between the County and the private hospitals. Included in the budget: County General purpose revenue contribution of $250,000, CCHP revenue contribution of $500,000 and $750,000 in private hospital matching donations; total annual program funding $1,500,000. Health Services Health and Human Services County of Contra Costa FY 2019-2020 Recommended Budget 271 Major Risk Medical Insurance Program (Enterprise Fund IV) AIM / MRMIP (Enterprise Fund IV) 2017-18 Actuals 2018-19 Budget 2019-20 Baseline 2019-20 Recommended Change Expense Services And Supplies 46,043 0 0 0 0 Expense Total 46,043 0 0 0 0 Revenue Other Local Revenue 695 0 0 0 0 Revenue Total 695 0 0 0 0 Net Fund Cost (NFC): 45,347 0 0 0 0 Financial Indicators Salaries as % of Total Exp % Change in Total Exp (100%) 0% 0% % Change in Total Rev (100%) 0% 0% % Change in NFC (100%) 0% 0% Description: This product served Contra Costa residents who qualified for the Access for Infants and Mothers (AIM) program and the Major Risk Medical Insurance Program (MRMIP). Contra Costa Health Plan was a contracted health plan carrier for these programs, which were administered by the State’s Managed Risk Medical Insurance Board (MRMIB). Both programs were impacted by the Affordable Care Act. CCHP’s participation in the MRMIP was terminated on December 31, 2014. CCHP’s participation in the AIM program ended June 30, 2015. The FY 2017-18 actuals represent a payback to the state reconcile the Major Risk Medical Insurance Program. Beginning with FY 2018-19, CCHP will no longer budget for these programs. Major Risk Medical Insurance Program Service: Discretionary Level of Service: Mandatory Expenditures: $0 Financing: 0 Net Fund Cost: 0 Funding Sources: Local (Premiums) 0.0% $0 Health Services Health and Human Services 272 County of Contra Costa FY 2019-2020 Recommended Budget Behavioral Health Division - Mental Health General Fund 2017-18 Actuals 2018-19 Budget 2019-20 Baseline 2019-20 Recommended Change Expense Salaries And Benefits 54,357,391 68,366,075 74,453,349 74,453,349 0 Services And Supplies 146,896,229 154,729,918 160,526,730 160,526,730 0 Other Charges 4,887,685 5,571,645 5,572,102 5,572,102 0 Fixed Assets 0 5,144 0 0 0 Expenditure Transfers (3,900,297) (2,759,613) (4,397,132) (4,397,132) 0 Expense Total 202,241,008 225,913,169 236,155,049 236,155,049 0 Revenue Other Local Revenue 82,866,793 96,901,492 105,599,037 105,599,037 0 Federal Assistance 68,429,147 78,554,691 77,533,919 77,533,919 0 State Assistance 34,409,586 33,152,129 35,717,093 35,717,093 0 Revenue Total 185,705,525 208,608,312 218,850,049 218,850,049 0 Net County Cost (NCC): 16,535,482 17,304,857 17,305,000 17,305,000 0 Allocated Positions (FTE) 517.9 544.1 544.1 544.1 0.0 Financial Indicators Salaries as % of Total Exp 27% 30% 32% 32% % Change in Total Exp 12% 5% 0% % Change in Total Rev 12% 5% 0% % Change in NCC 5% 0% 0% Compensation Information Permanent Salaries 31,393,918 38,326,297 42,448,781 42,448,781 0 Temporary Salaries 1,075,120 711,012 970,692 970,692 0 Permanent Overtime 196,209 186,000 215,208 215,208 0 Deferred Comp 306,053 490,728 544,902 544,902 0 Hrly Physician Salaries 70,010 72,780 0 0 0 Perm Physicians Salaries 1,285,541 3,037,037 2,857,858 2,857,858 0 Perm Phys Addnl Duty Pay 8,985 8,136 5,889 5,889 0 Comp & SDI Recoveries (60,070) (114,768) (114,768) (114,768) 0 FICA/Medicare 2,510,745 3,277,809 3,584,287 3,584,287 0 Ret Exp-Pre 97 Retirees 105,053 118,716 135,366 135,366 0 Retirement Expense 10,226,804 13,106,562 13,517,538 13,517,538 0 Employee Group Insurance 4,603,981 6,208,192 7,559,568 7,559,568 0 Retiree Health Insurance 1,365,757 1,422,152 1,503,667 1,503,667 0 OPEB Pre-Pay 410,737 410,736 563,321 563,321 0 Unemployment Insurance 75,419 21,471 23,458 23,458 0 Workers Comp Insurance 901,831 1,205,120 759,487 759,487 0 Labor Received/Provided (118,701) (121,905) (121,905) (121,905) 0 Health Services Health and Human Services County of Contra Costa FY 2019-2020 Recommended Budget 273 Description: To serve serious and persistent mentally disabled adults and seriously emotionally disabled children and youth. Workload Indicator: The recommended FY 2019-20 budget is based on 447,666 visits; an inpatient psychiatric average daily census of 17.15 patients; 206 inpatient clinic visits; 17,192 days in Institute for Mental Disease (IMD); 77,880 days in Board and Cares; and 216 days in State hospitals. Impact: The recommended budget maintains the current level of services. The budget includes: Planning and start-up funds for Oak Grove have been set aside to renovate two County owned buildings and to certify this facility as a sixteen (16) bed Short Term Residential Therapeutic Program (STRTP). Program details are included under the Mental Health Services Act (MHSA). A three percent (3%) cost of living adjustment for the Mental Health Community Based Organization (CBO) Adult, Children, and MHSA contract providers. The Office of Inspector General (OIG) conducted a random sample chart audit of 2013-2014 claims throughout California counties which resulted in a disallowance and repayment of $180 million. The Contra Costa County share is $7 million which will be repaid over four years from the County General Fund reserve. $1.875 million is included for FY 2019-20. 1. Child and Adolescent Services Description: Provides services to children under age 18, and up to age 21 for emotionally disturbed individuals. a.Local Institutional/Hospital Care: Acute psychiatric inpatient treatment for children and adolescents is provided in private hospitals in order to avoid placing minors in the same psychiatric unit as adults at the Contra Costa Regional Medical Center. Case management services are provided by the Children’s Intensive Treatment Services Case Management Team. b. Intensive Day Treatment Services: Therapeutic treatment and activity programs (less than 8 hours per day) for children and adolescents who have behavioral and/or emotional disorders or who are seriously emotionally disturbed (SED), psychosocially delayed or "at high risk." All of these services are attached to residential treatment. c. Out-of-Home Residential Care/Treatment Service Programs: Mental Health works in collaboration with Probation and social services to support these placements and their mental health component. Structured Short-Term Residential Treatment Program services (STRTP) for SED children and adolescents provide mental health services, crisis intervention, case management, and psychiatric services. d. Outpatient Clinic Treatment and Outreach Services: Outpatient clinic, school- site and in-home services; including psychiatric diagnostic assessment, medication, therapy, wraparound, collateral support, Family Partnership, and crisis intervention services for SED children and adolescents and their families. In 2019, Mental Health is planning to reconstitute its Mentorship Program to help youth struggling with severe emotional disturbance improve family, school, and social functioning. e. Child/Adolescent Case Management Services: Case managers provide screening, assessment, evaluation, advocacy, placement and linkage services to assist children and adolescents in obtaining continuity of care within the mental health, Juvenile Probation Health Care, and social services systems. Community and school-based prevention and advocacy programs provide community education, resource development, parent training, workshops, and development of ongoing support/advocacy/action groups. Services are provided to enhance the child’s or adolescent’s ability to benefit from their education, stay out of trouble, and remain at home. Health Services Health and Human Services 274 County of Contra Costa FY 2019-2020 Recommended Budget f. Early and Periodic Screening Diagnosis and Treatment (EPSDT) Program: Provides comprehensive mental health services to Medi- Cal eligible severely emotionally disturbed persons under age 21 and their families. Services include assessment; individual, group and family therapy; crisis intervention; medication; day treatment; and other services as needed. g. Therapeutic Behavior Services (TBS): Provides one-on-one behaviorally focused shadowing of children and adolescents on a short-term basis to prevent high-level residential care or hospitalization, and to ameliorate targeted behaviors preventing success. h. Mobile Response Team: The Mobile Crisis Response Team, comprised of a team of Masters-level therapists, provides short-term triage and emergency services to SED children and adolescents and their families in order to prevent acute psychiatric crises and subsequent hospitalization. The Behavioral Health Division expanded this program in 2018. With added hours of operation and additional staff, the team is better able to respond to the entire County population. The new hours of operation for in- field services are from 7 a.m. to 11 p.m. on weekdays, and from 11 a.m. to 9 p.m. on weekends. i. Mental Health Services for Children 0-5 Years of Age: Several contract agencies provide a wide array of outpatient and in-home services to SED children, children in foster care, or children at risk of significant developmental delays and out-of-home placement. j. School-Based Partnerships for Educationally Related Mental Health Services (ERMHS). Mental Health Services are provided as part of a child’s or adolescent’s Individualized Education Plan (IEP) to fulfill a mandate under federal law to provide a free and appropriate public education to students with special needs in the least restrictive educational environment. Since the transition from AB3632 to Education Related Mental Health Services (ERMHS) in 2011, Mental Health has partnered with several County school districts in an effort to identify students who may need services at an earlier stage or additional support to maintain their existing educational placement. Services include: individual, group, or family psychotherapy; collateral support; and case management. In Contra Costa County there are approximately 166,000 public school students. Over 33,000 of these students, or approximately 20%, are enrolled in Special Education. Prior to FY 2010/2011, funding for these mandated services had been federal IDEA funds, State Mandated Claims (SB 90), Medi-Cal and State General Funds. This mandate was suspended in the Budget Act of 2010-2011, and the responsibility to fund these services was transferred from County Mental Health to the local school districts and Special Education Local Plan Areas (SELPAs). An MOU was developed and signed by County Mental Health and the SELPAs, with supporting contracts going before the Board of Supervisors for approval. This budget assumes that the responsibility for continued ERMHS Non-Medi-Cal funding will remain with the local school districts and SELPAs. In 2018, Mental Health expanded its school-based programming by contracting with a provider to serve students in the Antioch Unified School District and expanded programming in the West Contra Costa Unified School District. School-based programming also remains in the Pittsburg and Martinez Unified School Districts. k. Olivera: A first step alternative to, as well as a step down from, residential placements that provide a non-public school with Intensive Day Treatment and wrap-around services. The program includes five classrooms – three for the Mt. Diablo Unified School District and two for other SELPAs within Contra Costa. l. Pathways to Wellbeing (Katie A. Programming): Children’s Mental Health, in partnership with Child and Family Services of the Employment and Human Services Department (EHSD), is in its sixth year of development of a new legally mandated service delivery system to serve Katie A. youth in the foster care system. These youngsters meet specific criteria to be included in the Katie A. subclass and receive augmented services as defined in the legal settlement. These new services are identified as Intensive Care Coordination (ICC) and In-Home Behavioral Health Services Health and Human Services County of Contra Costa FY 2019-2020 Recommended Budget 275 Services (IHBS). All youngsters in the subclass will receive ICC services, and the need for IHBS will be determined by the Child and Family Teams. m.Probation Mental Health/Formerly Mentally Ill Offender Crime Reduction Grant (MIOCR): With the help of the three-year MIOCR grant (2015-2018), Mental Health was able to contract with Community Options for Families and Youth (COFY) to provide Functional Family Therapy aimed at reducing recidivism for youth struggling with mental illness and delinquent behavior. With the expiration of the MIOCR grant at the end of fiscal year 2017-18, Mental Health established a Memorandum of Understanding (MOU) with the Probation department to secure ongoing funding to support the program for the coming years. Behavioral Health continues to provide technical assistance and oversight related to the clinical services provided. n. Continuum of Care Reform (CCR): The Continuum of Care Reform (CCR) is the legislative and policy framework for implementing the understanding that youth who are forced to live apart from their families are best served in nurturing family homes. To achieve that end, CCR requires close interagency collaboration between Child Welfare, Probation, and Behavioral Health. CCR effectively eliminates the Rate Classification Level (RCL) system for group homes and implements the Short-Term Residential Treatment Program (STRTP) model based on the idea that congregate care should be a short-term treatment intervention, not a permanent solution. CCR also introduces a new service category, Therapeutic Foster Care (TFC), for foster home-based intensive treatment. In Contra Costa County, Children and Family Services (CFS) and Mental Health have worked very closely in rolling out CCR. It was widely understood that Mental Health would have to expand services for foster youth to support home-based treatment. In 2018, we pursued phase two of CCR expansion by increasing staffing for Wraparound, Family Partner program, and Utilization Review. Mental Health and EHSD also renewed their Interagency Agreement whereby $2,000,000 in realignment funds are reallocated from EHSD to Mental Health to support three contracts for a range of outpatient services to support a step down in placement levels and sustain home- based care. In 2019, Mental Health plans to finalize CCR expansion with phase 3 by adding three positions to the Regional Clinics, which have seen an increase in volume and acuity. Between all three phases of CCR Expansion, Mental Health will have created 27 positions. Mental Health also plans to contract with placement agencies, which successfully transitioned their group homes to STRTPs and to contract with a provider to offer Therapeutic Foster Care. o. Presumptive Transfer: The State passed AB 1299, enacting an initiative to attempt to correct the issue of foster children who were placed out of their county of jurisdiction and were not receiving behavioral health services in a timely manner. AB 1299 allows the county of jurisdiction to transfer the responsibility for the provision of specialty mental health services to the county of residence. Policy and procedures are in development both at the state and local level. With respect to resolving financial demands between counties as a result of Presumptive Transfer, Contra Costa decided to participate in the Joint Power Authority facilitated by the California Mental Health Services Authority (CalMHSA). p. Evidenced Based Practices: Children’s Mental Health has instituted system wide trainings and support for several evidence- based practices (EBPs), including Trauma- Focused Cognitive Behavioral Therapy, Cognitive Behavioral Therapy for Depression, Dialectical Behavioral Therapy, Family Based Treatment for Eating Disorder (FBT) and Wraparound Services. EBPs are being supported by placing EBP team leaders in each of the regional clinics with centralized training and ongoing supervision groups. Additionally, these teams are part of a Bay Area collaborative to promote trauma-focused care regionally. q. First Hope: The First Hope program provides services aimed at early intervention in psychosis. It has two components: The Clinical High Risk (CHR) and the First Episode Program Health Services Health and Human Services 276 County of Contra Costa FY 2019-2020 Recommended Budget (FEP). First Hope staff performs an extensive initial assessment to determine whether a young person is at risk of developing a psychosis (Clinical High Risk program) or whether the person already had a first break (First Episode Program). The aim of the CHR program is to prevent a psychotic disorder, and the aim of the First Episode Program is to mitigate the impact of the first episode of psychosis, restore functioning and prevent further progress of psychosis. While the CHR program has been active since 2014, the First Episode Program will provide services starting early 2019. Hiring for the First Episode program has largely been completed. In October 2018, First Hope moved to a new location to accommodate for its new program component. r. CANS Implementation. Following a state mandate, Contra Costa Mental Health implemented the Child/Adolescent Needs and Strengths (CANS) assessment. Regulations require monthly reporting to the State. Mental Health is contracting with vendors regarding data gathering and reporting systems and ongoing technical assistance regarding CANS implementation. Child & Adolescent Services Summary Service: Mandatory Level of Service: Discretionary Expenditures: $67,054,620 Financing: 66,832,926 Net County Cost: 221,694 Funding Sources: Federal 49.5% $33,173,458 Local 46.8% 31,401,612 Transfer 3.4% 2,257,856 General Fund 0.3% 221,694 FTE: 109.2 Note: Excludes Support Services costs included under the Administrative component of the budget. 2. Adult Services Description: Provides services to consumers over 18 years old. a. Crisis/Transitional/Supervised Residential Care: Short-term crisis residential treatment for clients who can be managed in an unlocked, therapeutic group living setting and who need 24-hour supervision and structural treatment for up to 30 days to recover from an acute psychotic episode. This service can be used as a short-term hospital diversion program to reduce the length of hospital stays. This service also includes 24-hour supervised residential care and semi-supervised independent living services to increase each client's ability to learn independent living skills and to transition ("graduate") from more restrictive levels of residential supervision to less restrictive (i.e., more independent) living arrangements, including board and care facilities. b. Outpatient Clinic Treatment and Outreach Services: Provides scheduled outpatient clinic services, including psychiatric diagnostic assessment, medication, short-term individual and group therapy, rehabilitation, and collateral support services for seriously and persistently mentally ill (SPMI) clients and their families with acute and/or severe mental disorders. Also includes community outreach services not related to a registered clinic client. c. Case Management Services: Case managers provide screening, assessment, evaluation, advocacy, placement and linkage services in a community support model. Case management is also provided through supportive housing services, as well as the clinics in West, East and Central County. County clinics include peer providers on case management teams. d. Mental Health Homeless Outreach/ Advocacy Services: The homeless shelter in Antioch assists the homeless mentally ill to secure counseling, transportation, clothing, vocational training, financial/benefit counseling, and housing. Case management can be arranged through this program, if determined necessary. Health Services Health and Human Services County of Contra Costa FY 2019-2020 Recommended Budget 277 e. Vocational Services: The Mental Health Division contracts with the California Department of Rehabilitation under a cooperative agreement with the State Department of Health Care Services to provide comprehensive vocational preparation and job placement assistance. Services include job search preparation, job referral, job coaching, benefits management, and employer relations. This is one of the only mental health collaborations providing services to individuals with co-occurring disorders in the state. f. Consumer-Run Community Centers: Centers in Pittsburg, Concord and San Pablo provide empowering self-help services based on the Recovery Vision, a concept that individuals can recover from severe mental disorders with peer support. The centers, which are consumer operated, provide one-to-one peer support, social and recreational activities, stress management, money management, and training and education in the Recovery Vision. g. Substance Abuse and Mental Health for CalWORKs (SAMHWORKs): Mental health and substance use disorder specialty services provided for CalWORKs participants who are referred by the Employment and Human Services Department to reduce barriers to employment. Services include outpatient services for mental health and substance use disorders plus supportive services for participants and their immediate family members. h. The Behavioral Health Access Line: A call center serving as the entry point for mental health and substance use services across the County. The Access Line, staffed with licensed mental health clinicians and Alcohol and Drug counselors, operates 24 hours a day, seven days a week. The Access Line provides phone screenings, risk assessments, referrals, and resources to consumers seeking mental health or substance use services. i. Forensics Mental Health Services: This unit is comprised of three areas of service delivery through 1) Adult Felony Probation involvement (AB 109 and General Supervision), 2) Court Ordered services, and 3) co-responding with local law enforcement agencies (Mental Health Evaluation Team and Mobile Crisis Response Team). Forensics clinicians are co- located at the Probation Department and Law Enforcement agencies for field-based outreach, mental health screening and linkage to the adult mental health system of care. The court- involved services include restoration for Incompetent to Stand Trial (IST) misdemeanor cases and the implementation of Assisted Outpatient Treatment (AOT), also known as Laura's Law. Forensics clinicians receive referrals to AOT from qualified requestors, complete an investigation to determine eligibility for AOT, make appropriate referrals to AOT services for those who meet criteria and refer to other services for those who do not meet criteria. AOT has just completed its third year of implementation. This unit implemented two new programs in July 2018: 1) The management and supervision of CoCo LEAD Plus, an innovative program funded by Proposition 47 intended to break the cycle of criminalization and repeated incarceration for people with co-occurring disorders in Antioch. Behavioral Health partners with the Antioch Police Department, the County Probation Department, the Health, Housing, and Homeless Services Division, and community based organizations. 2) The Mobile Crisis Response Team provides 24/7 crisis intervention response to consumers experiencing mental health crisis. Mobile crisis teams are interdisciplinary and consist of a mental health clinician, a community support worker, and a family nurse practitioner who will provide assessment, brief crisis response, short-term triage, and emergency services to prevent acute psychiatric crises and subsequent hospitalization. The team coordinates crisis response and 5150s with law enforcement and emergency services. The goal is to decrease 5150s, reduce psychiatric emergency services (PES) visits, and refer consumers to appropriate services in their communities. Additionally, planning is underway (via implementation of AB 1810 funding) to provide pre-trial diversion services across a continuum Health Services Health and Human Services 278 County of Contra Costa FY 2019-2020 Recommended Budget of care setting for individuals who have significant mental health challenges who are justice involved and are found or at-risk to be found Incompetent to Stand Trial (IST) on felony charges. j. Rapid Access: Provide drop-in services at the mental health clinics to clients who have recently been admitted to and subsequently discharged from Psychiatric Inpatient Hospital Services, the CCRMC Crisis Stabilization Unit, or Detention. Provides needs assessments, short-term case management/therapy, referrals and linkage to appropriate services including medication assessments, individual therapy, group therapy, case management, Alcohol and Other Drugs (AOD) services, homeless services and financial counseling. k. Older Adult Program: Provides mental health services to Contra Costa's seniors, 60 years of age or older, including preventive care, linkage and outreach to under-served and/or at- risk communities. The Senior Peer Counseling Program reaches out to isolated and mildly depressed older adults (age 55-plus) in their home environments and refers them to appropriate community resources, as well as provides lay counseling in a culturally competent manner. The IMPACT Program uses an evidence-based practice that provides problem- solving short-term therapy for depression (moderate to severe) treatment to individuals aged 55 plus in a primary care setting. The Intensive Care Management Program provides mental health services to severely mentally ill older adults aged 60 plus in their home, the community, and within a clinical setting. There are three multi-disciplinary teams, one for each region of the County. Services include screening and assessment, medication management, and case management services including advocacy, placement, linkage and referral. l. Transition Team: Provides short-term intensive case management services and linkage to ongoing services for severely and persistently mentally ill adults ages 18-59 who are in need of mental health services. Transition Team referrals come primarily from inpatient psychiatric hospitals, Psychiatric Emergency Services, homeless services, and occasionally from law enforcement. The consumers range from individuals who are experiencing their first psychiatric symptoms to those who have had long-term psychiatric disabilities, but have been unable or unwilling to accept mental health treatment on their own. The Transition Team provides these consumers with the additional support and guidance to successfully access these services and to stay in treatment. Once consumers are stable enough, the Transition Team refers them to one of our outpatient mental health clinics for ongoing treatment and support. m. Evidence Based Practice (EBPs): The adult system of care has instituted trainings in several evidence-based practices (EBPs) across all three regions of the Division including Cognitive Behavioral Social Skills Training (CBSST), and Cognitive Behavioral Treatment for Psychosis (CBTp), Cognitive Behavioral Therapy for Depression (CBT for Depression), Dialectical Behavioral Therapy (DBT), and Wellness Recovery Action Plan (WRAP). To support successful implementation of EBPs, EBP Team Leaders have been identified in each of the three adult regional clinics as well as in the Older Adult and Forensics programs. Team Leaders provide ongoing consultation and support to staff using EBPs, as well as monitor the use of outcome measures identified to collect data and outcomes of the clients receiving EBP services. Outcome measures being implemented are: the Patient Health Questionnaire (PHQ9), the Generalized Anxiety Disorder (GAD7), the Independent Living Skills Survey (ILSS), and the Recovery Assessment Scale (RAS). Planning has begun to implement the Adult Needs and Strengths Assessment (ANSA) across the Adult System of Care. Also, plans are underway to have staff trained in “Multifamily Groups in the Treatment of Severe Psychiatric Disorders”. Each regional clinic will have a treatment team consisting of a Family Support Worker and a Mental Health Clinical Specialist who will provide Multifamily Groups for the families of clients receiving services in those clinics. Additionally, we are also in preliminary stages of investigating the development and implementation of the EBP Assertive Community Treatment (ACT) in our adult regional clinics to support level of care Health Services Health and Human Services County of Contra Costa FY 2019-2020 Recommended Budget 279 needs and coordinating treatment of co- occurring disorders. n. Augmented Board and Cares for Older Adult Mental Health Consumers: The Behavioral Health Division’s Adult System of Care expanded its bed capacity for older adult Behavioral Health consumers requiring supports for activities of daily living and medical care as well as supports for their mental health needs. Increasing our bed capacity has greatly reduced wait lists for our older adult clients needing specialized care services. Case management services are provided by Older Adult Mental Health. o. Trauma Informed Systems of Care: Behavioral Health's strategic plan identifies trauma informed care as a priority. Behavioral Health (BH) strives to deliver trauma informed care through the adoption of a strengths based framework for service provision, grounded in an understanding of and responsiveness to the impact of trauma on consumer behavioral health and recovery. BH Adult System of Care convenes a monthly "Trauma Informed Collaborative" to coordinate with system partners - Public Health, Employment and Human Services, primary care, and homeless services - on trauma-informed trainings and activities in their respective domains. BH began division-wide training for all staff in 2018 on Trauma 101, the basics of stress and trauma and its impact on health and well-being. BH will continue to provide Trauma 101 trainings to BH staff to complete the goal of having all BH staff trained by the end of 2019. Adult Services Summary Service: Mandatory Level of Service: Discretionary Expenditures: $66,535,488 Financing: 62,665,781 Net County Cost: 3,869,707 Funding Sources: State 49.1% $32,665,876 Federal 31.3% 20,827,191 Local 11.0% 7,342,689 Transfer 2.8% 1,830,025 General Fund 5.8% 3,869,707 FTE: 162.4 Note: Excludes Support Services costs included under the Administrative component of the budget. 3. Support Services Description: Functions include personnel administration, staff development training, procuring services and supplies, physical plant operations, contract negotiations and administration, program planning, development of policies and procedures, preparation of grant applications and requests for proposals, monitoring service delivery and client complaints, utilization review and utilization management, quality assurance and quality management, quality improvement, computer system management, and interagency coordination. ccLink Optimization Efforts: The Behavioral Health Division has been using ccLink (Electronic Health Record) for clinical documentation for over 1 year, and as a result, is more effectively coordinating care with providers across all of Health Services. Since the implementation of ccLink in September 2017, clients have benefited from enhanced clinical decision support, standardization and improved quality of documentation, as well as better information sharing, care coordination, and access and capacity management. These systems will also support enhanced population Health Services Health and Human Services 280 County of Contra Costa FY 2019-2020 Recommended Budget management and outcomes-oriented program evaluation for the benefit of our clients. In 2019-20, we will continue engaging our Behavioral Health governance committees, including the selection of new and/or recommitment of existing Super Users and Champions. These governance committees will engage in ongoing decision making, process improvement, project prioritization, and change management. This newly established governance structure will receive ongoing feedback, support, and guidance from the IT Steering Committee, an executive body for any and all major decision making. We will roll out additional MyChart patient portal tools for behavioral health patients as well as a behavioral health After Visit Summary (AVS), a written print out given to patients with specific instructions such as what to do when someone feels suicidal and who to call. We plan to implement electronic medication consents. We will also begin the implementation of a provider portal for Community Based Organizations. We will upgrade our electronic health record to Epic's 2019 version. Support Services Summary Service: Discretionary Level of Service: Discretionary Expenditures: $14,816,058 Financing: 4,512,681 Net County Cost: 10,303,377 Funding Sources: State 20.6% $3,051,217 Federal 6.4% 941,999 Transfer 3.5% 519,465 General Fund 69.5% 10,303,377 FTE: 83.8 4. Local Hospital Inpatient Psychiatric Services Description: Provides acute inpatient psychiatric care at Contra Costa Regional Medical Center, involuntary evaluation and crisis stabilization for seriously and persistently mentally ill clients who may be a danger to themselves or others. Local Hospital Inpatient Psychiatric Services Summary Service: Mandatory Level of Service: Mandatory Expenditures: $11,835,330 Financing: 10,893,010 Net County Cost: 942,320 Funding Sources: Federal 81.5% $9,645,682 Local 9.2% 1,089,233 Transfer 1.3% 158,095 General Fund 8.0% 942,320 5. Outpatient Mental Health Crisis Service Description: The outpatient clinic provides crisis intervention and stabilization, psychiatric diagnostic assessment, medication, emergency treatment, screening for hospitalization and intake, disposition planning, and placement/ referral services. Services are provided at the CCRMC Crisis Stabilization Unit. Outpatient Mental Health Crisis Service Summary Service: Mandatory Level of Service: Mandatory Expenditures: $16,038,957 Financing: 15,072,200 Net County Cost: 966,757 Funding Sources: Federal 61.3% $9,825,870 Local 32.7% 5,246,330 General Fund 6.0% 966,757 Health Services Health and Human Services County of Contra Costa FY 2019-2020 Recommended Budget 281 6. Medi-Cal Psychiatric Inpatient/Outpatient Specialty Services (Managed Care) Description: The Behavioral Health Division operates the County Mental Health Plan, a Managed Care Organization (MCO). The Behavioral Health Division provides Medi-Cal Psychiatric Inpatient and Outpatient Specialty Services through a network of providers. The Behavioral Health Division maintains a network of inpatient psychiatric care providers within Contra Costa County and throughout the Bay Area in order to meet the needs of our patients. The Behavioral Health Division also maintains a network of over 240 contracted outpatient providers who provide services to Medi-Cal beneficiaries. These outpatient services include individual therapy, group therapy, and medication management services for both children and adults who require specialty Mental Health Services. Medi-Cal Managed Care Services Summary Service: Mandatory Level of Service: Mandatory Expenditures: $9,888,688 Financing: 8,887,543 Net County Cost: 1,001,145 Funding Sources: Local 58.3% $5,767,824 Federal 31.5% 3,119,719 General Fund 10.2% 1,001,145 FTE: 23.0 7. Mental Health Services Act (MHSA)/ Proposition 63 Description: Expands mental health care programs for children, transition age youth, adults and older adults. Services are client and family driven and include culturally and linguistically appropriate approaches to address the needs of underserved populations. They must include prevention and early intervention, as well as innovative approaches to increasing access, improving outcomes and promoting integrated service delivery. Revenues from the MHSA Fund (page 282) are transferred into the Mental Health Services Behavioral Health general fund budget. The projected FY 2019-20 MHSA expenditures are described below. Program Type $ in Millions Community Support System $37.69 Prevention and Early Intervention 9.19 Work Force Education & Training 2.67 Capital Facilities 3.00 Innovation 2.20 Total MHSA Allocation $54.75 The FY 2019-20 is the third plan in the MHSA Three Year Program and Expenditure Plan for Fiscal Years 2017-20, and includes implementation on the following new program: Oak Grove. Planning and start-up funds have been set aside to renovate two county owned buildings and to certify this facility as a 16-bed Short Term Residential Therapeutic Program (STRTP) to address residential treatment requirements for transition age youth ages 15-26 who have been determined to need high acuity mental health treatment services in an unlocked environment. Residential and supportive services will be co-located to provide voluntary community level treatment with safe and stable housing for the most vulnerable and at-risk youth who are experiencing serious mental health issues. Mental Health Services Act Service: Mandatory Level of Service: Discretionary Expenditures: $54,751,349 Financing: 54,751,349 Net County Cost: 0 Funding Sources: Local 100.0% $54,751,349 (Transfers from the MHSA Fund) FTE: 165.7 Health Services Health and Human Services 282 County of Contra Costa FY 2019-2020 Recommended Budget Mental Health Services Act (MHSA)/Proposition 63 Mental Health Services Act Fund (PROP 63) 2017-18 Actuals 2018-19 Budget 2019-20 Baseline 2019-20 Recommended Change Expense Expenditure Transfers 40,473,083 50,513,394 54,751,349 54,751,349 0 Expense Total 40,473,083 50,513,394 54,751,349 54,751,349 0 Revenue Other Local Revenue 1,123,555 417,389 1,706,462 1,706,462 0 State Assistance 46,082,522 50,096,005 53,044,887 53,044,887 0 Revenue Total 47,206,077 50,513,394 54,751,349 54,751,349 0 Net Fund Cost (NFC): (6,732,994) 0 0 0 0 Financial Indicators Salaries as % of Total Exp % Change in Total Exp 25% 8% 0% % Change in Total Rev 7% 8% 0% % Change in NFC (100%) 0% 0% Description: Approved by California voters in November 2004, Proposition 63 imposes a 1% tax on incomes in excess of $1 million and directs those collections to the provision of expanding mental health care programs for children, transition age youth, adults, and older adults. The MHSA added Section 5891 to the Welfare & Institutions Code, which reads in part, “The funding established pursuant to this Act shall be utilized to expand mental health services. These funds shall not be used to supplant existing state or county funds utilized to provide mental health services”. Funds are transferred to specific Health Services Mental Health programs and fund 165.7 FTEs. The first yearly MHSA Program and Expenditure Plan for Community Services and Supports was approved by the Board of Supervisors and submitted to the State Department of Mental Health on December 22, 2005. The Prevention and Early Intervention component was added in 2009, and the remaining components of Innovation, Workforce Education and Training, and Capital Facilities/Information Technology were added in FY 2010-11. Each subsequent year an annual update was approved, which included program refinements, program changes when indicated, and the development of new programs identified by a local stakeholder-driven community program planning process. Contra Costa’s first integrated Three Year Program and Expenditure Plan was submitted and approved for fiscal years 2014-17. For the MHSA Three Year Program and Expenditure Plan Update for FY 2019-20 (Three Year Plan Update), the statutorily required Community Program Planning process will conclude with a 30-day public comment period and public hearing in May 2019. Responses to substantive stakeholder input, received during the public comment period, will be incorporated in the final Three Year Plan Update that will be submitted for the Board of Supervisors consideration on or after May 2019. Revenues to the MHSA Trust Fund tend to change from year to year due to the dynamic nature of the revenue source. Any expenditures Health Services Health and Human Services County of Contra Costa FY 2019-2020 Recommended Budget 283 in excess of annual MHSA revenues can be funded from the Trust Fund carryover surplus. However, to date the FY2017-20 MHSA Program and Expenditure Plan total average expenditures have not exceeded the average of annual revenues. Mental Health Services Act Service: Mandatory Level of Service: Discretionary Expenditures: $54,751,349 Financing: 54,751,349 Net County Cost: 0 Funding Sources: State 96.9% $53,044,887 Local 3.1% 1,706,462 Health Services Health and Human Services 284 County of Contra Costa FY 2019-2020 Recommended Budget Behavioral Health – Alcohol and Other Drugs General Fund 2017-18 Actuals 2018-19 Budget 2019-20 Baseline 2019-20 Recommended Change Expense Salaries And Benefits 4,304,153 5,947,419 6,404,179 6,404,179 0 Services And Supplies 14,384,048 20,671,478 24,882,963 24,882,963 0 Fixed Assets 5,904 13,500 13,500 13,500 0 Expenditure Transfers (1,816,066) (2,052,749) (1,908,791) (1,908,791) 0 Expense Total 16,878,039 24,579,648 29,391,851 29,391,851 0 Revenue Other Local Revenue 4,343,362 4,949,192 5,258,647 5,258,647 0 Federal Assistance 4,062,493 8,579,134 8,735,865 8,735,865 0 State Assistance 7,009,982 9,116,015 13,462,339 13,462,339 0 Revenue Total 15,415,837 22,644,341 27,456,851 27,456,851 0 Net County Cost (NCC): 1,462,202 1,935,307 1,935,000 1,935,000 0 Allocated Positions (FTE) 53.0 54.0 54.0 54.0 0.0 Financial Indicators Salaries as % of Total Exp 26% 24% 22% 22% % Change in Total Exp 46% 20% 0% % Change in Total Rev 47% 21% 0% % Change in NCC 32% (0%) 0% Compensation Information Permanent Salaries 2,422,877 3,506,162 3,808,337 3,808,337 0 Temporary Salaries 54,628 0 0 0 0 Permanent Overtime 86,955 (0) (0) (0) 0 Deferred Comp 36,979 58,620 73,020 73,020 0 Comp & SDI Recoveries (22,575) 0 0 0 0 FICA/Medicare 190,764 266,369 291,090 291,090 0 Ret Exp-Pre 97 Retirees 7,007 2,173 2,173 2,173 0 Retirement Expense 694,961 1,011,058 1,065,887 1,065,887 0 Employee Group Insurance 385,932 584,943 736,979 736,979 0 Retiree Health Insurance 270,721 274,956 266,219 266,219 0 OPEB Pre-Pay 102,277 141,811 96,117 96,117 0 Unemployment Insurance 5,669 1,753 1,915 1,915 0 Workers Comp Insurance 67,958 99,575 62,441 62,441 0 Health Services Health and Human Services County of Contra Costa FY 2019-2020 Recommended Budget 285 Description: To reduce the incidence and prevalence of Substance Use Disorders (SUD) through prevention, diversion, treatment and recovery services. The Alcohol and Other Drugs service delivery model is based on a network of community based organizations and one County operated program which provide SUD prevention, diversion and treatment services throughout Contra Costa. On June 30, 2017, Alcohol and Other Drugs Services (AODS) received a contract from the Federal Centers for Medicare and Medicaid Services (CMS) for the implementation of the Drug Medi-Cal Organized Delivery System (DMC-ODS) Waiver Plan to provide a continuum of care for SUD treatment services to Medi-Cal beneficiaries modeled after the American Society of Addiction Medicine (ASAM) Criteria. At the beginning of FY 2017-18, Contra Costa County became the 5th county in the State that opted into the Waiver. To participate in the DMC-ODS Waiver the County was required to submit a program implementation and a fiscal plan that were subsequently approved by the State Department of Health Care Services (DHCS) and CMS on November 2016. The DMC-ODS Waiver operates as a Prepaid Inpatient Hospital Plan (PIHP) requiring counties to provide greater administrative oversight, and implement utilization controls to improve care and maximize efficiency. The DMC-ODS Waiver gave counties a unique opportunity to expand service capacity and the type and quality of available benefits for Medi- Cal eligible beneficiaries who meet medical necessity for SUD and who reside in the County. In Contra Costa, the DMC-ODS Waiver has been in operation for approximately 18 months, AODS is responsible for the implementation and management of the Organized Delivery System which constitutes a comprehensive approach for providing SUD prevention, diversion, outpatient, intensive outpatient, residential treatment, case management, recovery support services as well as withdrawal management, and Medication Assisted Treatment (MAT) which includes Narcotic Treatment Programs (NTP). A vital function of the DMC-ODS is to provide timely and adequate access to the network of SUD services throughout Contra Costa. Workload Indicator: The recommended FY 2019-2020 budget is based on an average caseload of 4,171 unduplicated clients served in treatment and 4,900 prevention participants. Impact: As projected in FY 2018-19, or year two of the DMC Waiver, there has been a slight increase in our budget since its implementation in FY 2017-18. While the recommended budget maintains the current funding level relative to year two, we anticipate a slight expansion of services during FY 2019-20 exclusively on not available and required DMC services consisting of ASAM Levels 3.1, 3.2, 3.3, 3.5 and 3.7 where the use of State General Funds can be used as a match to Medi-Cal dollars. To that end, based on the assumption that the number of Medi-Cal beneficiaries will increase, a gradual and slight increase in staffing levels is expected to occur, proportionate to such expansion in FY 2019-20. A key feature of Contra Costa’s DMC Waiver is the expansion of services within existing Behavioral Health Division structures to further its integration and leverage resources. At the end of August 2018, Contra Costa had its first External Quality Review Organization (EQRO). Data provided by the team of EQRO reviewers indicated that “Contra Costa’s overall penetration rate for treating Medi-Cal beneficiaries with SUD was 0.59 percent, more than double the statewide average of 0.25 percent.” Although AODS has improved timely access and treatment availability, we have yet to meet prior projections of the number of Medi-Cal beneficiaries who need SUD services. The larger referral source to SUD treatment remains the criminal justice system, which excludes other non-traditional partners such as: hospitals, emergency rooms, clinics, etc. Conceivable, once the health care system starts referrals, we should be able to near early projections made of Medi-Cal beneficiaries who need SUD treatment. 1. Prevention Services Description: Prevention programs provide alcohol and other drugs education, alcohol and drug-free activities, community-based initiatives, problem identification, and referrals for youth and adults. In partnership with community based providers, programs engage youth and Health Services Health and Human Services 286 County of Contra Costa FY 2019-2020 Recommended Budget community residents to reduce alcohol, marijuana and other drug availability and accessibility. Utilizing the public health approach to prevention, coalitions focus activities on changing the local conditions and social norms that contribute to AOD use, including unused and non-prescribed medications. Prevention services are directed at individuals who have not been determined to require treatment of substance use disorders and incorporate Evidence Based Practices (EBP) across service delivery. In order to support and ensure model integrity, AODS administration is able to access free technical assistance through the DHCS Substance Use Disorders Prevention branch. Ongoing training and monitoring ensure that programs maintain fidelity. DHCS requires counties to develop a Prevention Strategic Plan for the implementation of SUD prevention services by engaging community residents throughout Contra Costa in a Stakeholder Community Needs Assessment. The County’s Five-Year AOD Prevention Strategic Plan expired on June 30, 2018. Accordingly, prevention staff started the Strategic Prevention Framework (SPF) process in October 2017 as planned and the new County Prevention Strategic Plan was approved by DHCS at the end of June 2018. This new Prevention Strategic Plan will cover the period of 2018-2023 and includes an evaluation plan. Parents, youth, educators, police officers, medical staff, counselors and residents were some of the stakeholders who contributed input to the preparation of the new plan. In addition to underage drinking, the new Prevention Strategic Plan addresses challenges related to the legalization of marijuana as well as the impact of the opioid epidemic in Contra Costa. Prevention Services Summary Service: Discretionary Level of Service: Discretionary Expenditures: $1,560,098 Financing: 1,560,098 Net County Cost: 0 Funding Sources: State 100.0% $1,560,098 FTE: 4.2 2. Access to Information, Screening and Referral to SUD Treatment Description: Effective July 1, 2017 following the implementation of the DMC-ODS Waiver, the Behavioral Health Access Line became the single point of entry to access SUD services. Substance Abuse counselors co-located at the Behavioral Health Access Line provide information, ASAM screening and referral to individuals in need of prevention, treatment and recovery services. Prior to admission into any SUD program, beneficiaries receive a face to face ASAM placement assessment to determine medical necessity and to ensure placement at the most appropriate level of care. To effectively engage hard to reach populations, counselors in the field conduct ASAM screenings in the courts, homeless shelters, jails, and West County Reentry Center. Similar to the Behavioral Health Access Line staff, screeners in the field are able to directly schedule intake appointments with treatment providers via warm transfers. Health Services Health and Human Services County of Contra Costa FY 2019-2020 Recommended Budget 287 Information, Screening and Referral into SUD Services Summary Service: Discretionary Level of Service: Discretionary Expenditures: $738,116 Financing: 369,058 Net County Cost: 369,058 Funding Sources: State 50.0% $369,058 General Fund 50.0% 369,058 FTE: 6.5 3. DMC Waiver and Non-DMC Waiver Services Description: The DMC Waiver and Non-DMC Waiver Treatment services are comprised of 4 major service levels as follows:  Narcotic Treatment Program (NTP)  Outpatient and Intensive Outpatient Treatment Services (IOT)  Residential Services and Withdrawal Management Services  Case Management, Recovery Support, and Recovery Residences These services are described separately in boxes below. Narcotic Treatment Program Description: Contracted Narcotic Treatment Programs (NTP) or Medication Assisted Treatment (MAT) include outpatient methadone maintenance and Buprenorphine for the treatment of opioid disorders for adults and youth, including pregnant women and persons at risk of HIV infection through injection drug use. In FY18-19 Naloxone was added to the contract for the prevention of opioid overdoses. The DMC-ODS plan also serves Contra Costa residents who receive MAT services in other counties. This budget reflects services contracted with out of county providers. Narcotic Treatment Program Summary Service: Discretionary Level of Service: Discretionary Expenditures: $6,840,661 Financing: 6,840,661 Net County Cost: 0 Funding Sources: Federal 50.0% $3,420,330 Local 50.0% 3,420,331 Outpatient and Intensive Outpatient Treatment Description: Provides Outpatient Drug Free (ODF) or ASAM Level 1 and Intensive Outpatient Treatment (IOT) or ASAM Level 2 services for adults, youth/adolescents, pregnant women and family members with SUD. Structured programming services consisting primarily of ASAM placement assessment, individual and group counseling and education, case management, and recovery support services. Programs operate on a six-month treatment model and implement evidence based practices including: Matrix, Motivational Interviewing, Cognitive Behavioral Therapy, and Trauma Informed curriculum. The services provided through ODF and IOT are the same, with the key difference consisting of the number of hours a beneficiary must attend treatment. With the exception of counselors co-located in the Mental Health Clinics, at the present time, all Outpatient service modalities are provided by community based organizations through a contract with AODS. Health Services Health and Human Services 288 County of Contra Costa FY 2019-2020 Recommended Budget Outpatient and Intensive Outpatient Program Summary Service: Discretionary Level of Service: Discretionary Expenditures: $3,818,486 Financing: 3,255,379 Net County Cost: 563,107 Funding Sources: Federal 46.0% $1,757,668 State 26.8% 1,021,653 Local 12.5% 476,058 General Fund 14.7% 563,107 FTE: 4.0 Residential Treatment and Withdrawal Management Services Description: Residential Treatment or ASAM Level 3.1 are a non-institutional, 24-hour non- medical, short-term (up to 90-days with two non- continuous 90 days admissions within 365 calendar days), provides support for youth, men, women, women with their children (perinatal), and ASAM Level 3.2 detoxification for adults. Beneficiaries receive ASAM placement assessment and structured, individual and group counseling, and education, case management and linkages to recovery support services. Withdrawal Management (WM 3.2) means social model, non-medical detoxification services that includes a set of interventions aimed at managing acute intoxication and withdrawal. As with other covered benefits under the Waiver, placement in residential treatment is based on medical necessity. Behavioral Health’s AODS contracts for L3.1 and L3.2 services for men and women, and directly operates Discovery House, a 40-bed residential facility for men. In FY18-19, we slightly increased L3.2 by contracting with Helen Vine, a social model withdrawal management service program located in Marin County. Residential Treatment and Withdrawal Management Summary Service: Discretionary Level of Service: Discretionary Expenditures: $9,424,271 Financing: 8,491,191 Net County Cost: 933,080 Funding Sources: State 50.2% $4,729,602 Federal 31.5% 2,972,491 Local 8.4% 789,098 General Fund 9.9% 933,080 FTE: 16.0 Case Management, Recovery Support, and Recovery Residences AODS contracts for case management and recovery support services for DMC beneficiaries. Case management includes a comprehensive assessment to identify needs and supports clients during transitions to higher or lower level of substance use care. Case management involves coordination, communication, referrals, and related activities needed by the beneficiary in order to succeed in the recovery process. Recovery support services assist beneficiaries upon completion of treatment with recovery monitoring, education and skill building to prevent relapse. Recovery support services are important in the recovery and wellness process as they emphasize the beneficiary’s central role in managing their health, promote the use of effective self-management support strategies, and provide internal and community resources to support ongoing self-management. Formerly called Sober Living Environments (SLE), Recovery Residences allow beneficiaries to transfer from a residential treatment facility to a safe clean and sober living situation as they step down and continue outpatient treatment. Recovery Residences are not covered by DMC; however, counties operating a DMC-ODS plan are allowed to use discretionary funding sources to ensure that Medi-Cal eligible individuals can receive these benefits. Two years ago, in Health Services Health and Human Services County of Contra Costa FY 2019-2020 Recommended Budget 289 anticipation for the implementation of the DMC Waiver, AODS in partnership with the community, developed guidelines for the operation of Recovery Residences and towards the end of 2018, established and maintained two separate small contracts with Support4Recovery and Oxford Houses for the preliminary implementation of Recovery Residence services. Case Management, Recovery Support and Recovery Residences Summary Service: Discretionary Level of Service: Discretionary Expenditures: $1,218,042 Financing: 1,148,287 Net County Cost: 69,755 Funding Sources: State 76.4% $930,623 Federal 13.0% 158,692 Local 4.8% 58,972 General Fund 5.8% 69,755 4. Special Services – Non-DMC Waiver Description: Alcohol and Other Drugs Services administers several time-limited federal and state special initiatives and demonstration programs. Towards the end of 2016, DHCS ended a special contract provision that redirected discretionary funds to provide HIV testing and education to SUD beneficiaries. Since then, AODS collaborates with the County’s HIV/AIDS program to maintain services through existing available resources. Some of the programs include: a) Adolescent Treatment: Through limited discretionary funding, DHCS supports the development of culturally competent SUD treatment for young people. As a result of the DMC-ODS Waiver, we plan to increase the number of Adolescent Outpatient treatment services in the County. b) SAMHWorks (CalWorks): The program is a partnership between the Health Services Department and the Employment and Human Services Department (EHSD) to provide an array of behavioral health services to CalWorks eligible participants with SUD to reduce barriers to employment. The clients are referred by EHSD. c) Criminal Justice (AB 109) & County Diversion Programs (Driving Under the Influence (DUI) and Penal Code 1000): With AB 109 designed to largely reduce prison overcrowding, California transferred the responsibility for custody and supervision of certain convicted individuals with lower level offenses to counties. Most recently, the County’s Community Corrections Partnership (CCP) voted unanimously to allow AODS to use AB109 funds to support Medi-Cal required non- federal match and other benefits not covered by Medi-Cal. Accordingly, the new FY 2019-20 contracts will include funding structures representing the CCP decision across SUD treatment programs thereby widening AB 109 admissions across the DMC-ODS. Although DUI programming is self-paid through client fees, AODS is responsible for monitoring service delivery and performing ongoing audits to ensure adherence to DHCS regulations of all Diversion Programs which include Driving Under the Influence (DUI) and PC1000. AODS offers intakes in all County courts and referrals to all DUI programs. Health Services Health and Human Services 290 County of Contra Costa FY 2019-2020 Recommended Budget Special Programs (Non-DMC Waiver) Summary Service: Discretionary Level of Service: Discretionary Expenditures: $3,986,001 Financing: 3,986,001 Net County Cost: 0 Funding Sources: Transfer 48.6% $1,936,829 State 47.8% 1,904,041 Local 3.6% 145,131 FTE: 11.9 5. Program and System Support Description: The AODS Administration has a state-mandated responsibility to provide oversight and management of all SUD Waiver treatment and recovery services and Non- Waiver SUD services including primary prevention. Functions include bi-annual on-site program monitoring, personnel administration, program planning and development, contract development and budget negotiation, development of policies and procedures, grant preparation, evaluation, interdivisional and system of care coordination. Drug Medi-Cal operations require a higher level of accountability and oversight regulated by managed care standards. Service expansion for SUD covered benefits for counties that opted into the Waiver, is supported by federal and state funding requiring a 50% non-federal match. Revenues to support the program comprise of Realignment and Substance Abuse Block Grant (SABG) funds. As a new program, the Waiver is contingent on evaluation and External Quality Review Organization (EQRO) and Network Adequacy Certification requirements to demonstrate the effectiveness and efficiency of this historical paradigm change. The Program Support category includes a conservative approach to the expansion of highly specialized functions within specific Behavioral Health Division structures to maximize resources and prevent duplication. For example: addition of staff to Utilization Review and Utilization Management (UM/UR); Quality Improvement/Quality Assurance (QI/QA), planning and evaluation, data management and information systems, etc. Program and System Support Summary Service: Discretionary Level of Service: Discretionary Expenditures: $3,743,005 Financing: 3,743,005 Net County Cost: 0 Funding Sources: State 78.7% $2,947,264 Federal 11.4% 426,683 Local 9.9% 369,058 FTE: 11.4 Health Services Health and Human Services County of Contra Costa FY 2019-2020 Recommended Budget 291 Health, Housing, and Homeless Services General Fund 2017-18 Actuals 2018-19 Budget 2019-20 Baseline 2019-20 Recommended Change Expense Salaries And Benefits 1,161,754 1,461,869 1,821,751 1,821,751 0 Services And Supplies 13,388,349 13,642,372 22,390,121 22,390,121 0 Fixed Assets 0 64,800 64,800 64,800 0 Expenditure Transfers (7,068,343) (6,788,585) (8,205,582) (8,205,582) 0 Expense Total 7,481,760 8,380,456 16,071,090 16,071,090 0 Revenue Other Local Revenue 503,517 598,662 598,662 598,662 0 Federal Assistance 2,775,076 4,292,235 11,888,428 11,888,428 0 State Assistance 1,002,160 800,000 900,000 900,000 0 Revenue Total 4,280,752 5,690,897 13,387,090 13,387,090 0 Net County Cost (NCC): 3,201,008 2,689,559 2,684,000 2,684,000 0 Allocated Positions (FTE) 11.0 13.0 13.0 13.0 0.0 Financial Indicators Salaries as % of Total Exp 16% 17% 11% 11% % Change in Total Exp 12% 92% 0% % Change in Total Rev 33% 135% 0% % Change in NCC (16%) (0%) 0% Compensation Information Permanent Salaries 735,838 927,869 1,137,013 1,137,013 0 Deferred Comp 12,118 15,660 23,100 23,100 0 FICA/Medicare 55,424 70,982 87,389 87,389 0 Ret Exp-Pre 97 Retirees 2,329 0 2,498 2,498 0 Retirement Expense 227,769 281,590 344,098 344,098 0 Employee Group Insurance 98,333 135,950 201,009 201,009 0 Retiree Health Insurance 5,218 0 5,211 5,211 0 OPEB Pre-Pay 3,365 3,003 2,242 2,242 0 Unemployment Insurance 1,671 464 571 571 0 Workers Comp Insurance 19,688 26,351 18,620 18,620 0 Health Services Health and Human Services 292 County of Contra Costa FY 2019-2020 Recommended Budget Description: Contra Costa’s Health, Housing and Homeless Services (H3) commits to making homelessness short-lived and non-recurring by ensuring an integrated system of health, support services, and housing for persons experiencing homelessness in our community. H3 has created a continuum of care, in partnership with community-based organizations, which includes information and referral, multi-service centers that provide case management and support services, outreach to encampments, emergency shelter, transitional housing, and permanent supportive housing for adults, youth, and families. H3 also provides guidance and staff to the Contra Costa Council on Homelessness, the federally mandated governing body for all HUD- Homelessness Assistance funded services in Contra Costa County. Workload Indicator: The requested FY 2019- 20 budget is based on the provision of 85,279 annual shelter bed-days. Impact: The recommended budget maintains the current level of services. 1. Administration Description: Administration includes staffing, occupancy costs, costs incurred for the homeless advisory board activities, and costs associated with grant writing and consultation. a. Contra Costa Council on Homelessness: The Council is staffed by H3 and is appointed by the Contra Costa County Board of Supervisors to assist and provide guidance in the development and implementation of long range planning and policy formulation of homeless issues in Contra Costa County. Administration Summary Service: Discretionary Level of Service: Discretionary Expenditures: $2,903,766 Financing: 1,695,201 Net County Cost: 1,208,565 Funding Sources: State 31.0% $900,000 Federal 21.5% 623,525 Transfer 5.5% 160,876 Local 0.4% 10,800 General Fund 41.6% 1,208,565 FTE: 10.0 2. Coordinated Entry System (CES) Description: The Coordinated Entry System (CES) streamlines access to housing and services while addressing barriers, and getting the right resources to the right people at the right time. Coordinated entry focuses on three points of entry that are aimed to quickly identify, assess, and prioritize homeless individuals, youth, and families for appropriate housing and services. a. Homeless Services Information Line: In partnership with the Contra Costa Crisis Center, the 211 information line serves as one of the three entry points in the CES and connects homeless individuals to services throughout the coordinated entry system. Services include prevention/diversion screening and triage, referrals to CARE Centers, and linkages to the CORE outreach teams. Beginning in 2019, the 211 information line will centralize access and referral for shelter beds available through the County. Health Services Health and Human Services County of Contra Costa FY 2019-2020 Recommended Budget 293 b. Coordinated Assessment Resource (CARE) Centers: CARE Centers also serve as one of three entry points in the Coordinated Entry System. At the CARE Centers, clients can access an array of services, including showers, food, case management, housing assessment, housing navigation services, substance use disorder services and benefits assistance. CARE Centers are operated by local non-profit agencies, in partnership with the County, and are located in West, and Central, and soon in East County. c. Coordinated Outreach Referral and Engagement (CORE) Teams: CORE Teams serve as entry points into the coordinated entry system for unsheltered homeless persons. CORE outreach teams engage and offer services to homeless individuals living outside and help facilitate connection to health and social services to stabilize their mental and physical health as well as provide direct shelter placement and linkages to CARE Centers. Coordinated Entry System Summary Service: Discretionary Level of Service: Discretionary Expenditures: $2,942,192 Financing: 2,942,192 Net County Cost: 0 Funding Sources: Federal 78.8% $2,318,994 Transfer 21.2% 623,198 3. Interim Housing and Support Services Description: Interim Housing and Support Services offers short-term shelter and support services, including referral for AOD detox and mental health treatment services, and stabilization in preparation for permanent housing. a. Adult Interim Housing Program: Consists of 24-hour shelter facilities in Richmond and Concord that focus on housing search assistance with case management and other wrap-around services including meals, laundry facilities, mail, and telephone services. The program has the combined capacity to serve 166 men and women, including specialized services for veterans. b. Philip Dorn Respite Center: A twenty-six (26) bed shelter for homeless adults who are leaving the hospital and would otherwise be appropriate for discharge to their home and have health care needs that cannot be met in the emergency shelter environment. This is a collaborative project with Health Care for the Homeless and local hospitals. Interim Housing and Support Services Summary Service: Discretionary Level of Service: Discretionary Expenditures: $3,871,774 Financing: 2,685,491 Net County Cost: 1,186,283 Funding Sources: Transfer 58.5% $2,266,723 Federal 10.2% 393,768 Local/Other 0.7% 25,000 General Fund 30.6% 1,186,283 4. Supportive Housing Programs Description: Provides a variety of permanent housing options for homeless adults, families, and transition age youth with disabilities. All housing options come with supportive services aimed at assisting the resident in maintaining their housing. a. Rental Assistance Program (formerly Shelter Plus Care): Provides housing subsidies to homeless persons with disabilities and provides support services. A collaborative effort with the Housing Authority of Contra Costa County, this program has the capacity to serve over 500 households. Health Services Health and Human Services 294 County of Contra Costa FY 2019-2020 Recommended Budget b. Destination Home: Provides 12 units of permanent supportive housing for chronically homeless, disabled individuals. Participants of the project receive a safe, permanent place to live as well as wrap-around services to help stabilize their lives. Case management assistance with enrolling in mainstream benefits and services, and access to peer support groups are all part of a larger continuum of services that allow individuals to work through many of the issues that led to their homelessness while simultaneously moving toward a more sustainable future. c. Permanent Connections: Provides subsidized permanent housing linked to services for homeless youth with chronic mental illness, HIV/AIDS, or developmental or physical disabilities. Youth ages 18-24 receive wrap- around support services that assist them to not only maintain, but also thrive in their housing. Supportive Housing Program Summary Service: Discretionary Level of Service: Discretionary Expenditures: $5,851,212 Financing: 5,729,252 Net County Cost: 121,960 Funding Sources: Transfer 80.5% $4,710,709 Federal 8.8% 517,774 Local 8.6% 500,769 General Fund 2.1% 121,960 5. Contra Costa Youth Continuum of Services (CCYCS) for Runaway and Homeless Youth Description: Contra Costa’s Youth Continuum of Services provides shelter, transitional and permanent housing, and services to youth ages 18-24. a. Calli House: A fifteen bed emergency shelter and service program located in Richmond that serves transition-age youth 18-24. Youth-specific case management, vocational and educational services, health care, and substance abuse support services are provided at the center during the day. b. Appian House - Transitional Housing for Youth: Provides longer-term housing and services for 18-24-year-old homeless and/or emancipating foster care youth. This 6-bed program provides transition-age youth with support, guidance, and skill development over an 18 to 21-month period that will lead youth to viable employment and permanent housing options. c. Pomona Apartments Independent Living Program: Provides longer-term housing and services for 18-24-year-old youth experiencing homelessness and/or emancipating foster care. This program provides transition-age youth with the support, guidance, and skill development over a two-year period that will support them in their wellness and recovery and lead them to permanent housing. Contra Costa Youth Continuum of Services Summary Service: Discretionary Level of Service: Discretionary Expenditures: $783,487 Financing: 618,132 Net County Cost: 165,355 Funding Sources: Transfer 71.0% $556,132 Federal 7.9% 62,000 General Fund 21.1% 165,355 FTE: 1.0 6. Homeless Management Information System Description: The Homeless Management Information System (HMIS) is a federally required, shared homeless service and housing database system administered by the County Homeless Program, with support from Contra Health Services Health and Human Services County of Contra Costa FY 2019-2020 Recommended Budget 295 Costa Health Services Information Technology, and utilized by community-based homeless service providers, Public Health, and Behavioral Health programs. HMIS enables service providers to collect and share uniform client information. Homeless Management Information System Service: Discretionary Level of Service: Discretionary Expenditures: $839,526 Financing: 837,689 Net County Cost: 1,837 Funding Sources: Federal 92.4% $775,596 Local 7.4% 62,093 General Fund 0.2% 1,837 FTE: 1.0 7. Homeless Emergency Aid Program (HEAP). Description: The HEAP Program, a one-time Block grant funding, addresses the immediate emergency needs of homeless individuals and individuals at imminent risk of homelessness in the service areas around the County, which include but are not limited to the following: services, rental assistance or subsidies, capital improvements and homeless youth activities. Homeless Emergency Aid Program (HEAP) Service: Discretionary Level of Service: Discretionary Expenditures: $7,196,771 Financing: 7,196,771 Net County Cost: 0 Funding Sources: Federal 100.0% $7,196,771 FTE: 1.0 Health Services Health and Human Services 296 County of Contra Costa FY 2019-2020 Recommended Budget Public Health General Fund 2017-18 Actuals 2018-19 Budget 2019-20 Baseline 2019-20 Recommended Change Expense Salaries And Benefits 49,929,885 61,319,054 64,489,831 64,489,831 0 Services And Supplies 15,462,290 13,987,623 16,727,032 16,727,032 0 Fixed Assets 373,962 548,000 505,000 505,000 0 Expenditure Transfers (3,038,127) (2,953,219) (4,008,893) (4,008,893) 0 Expense Total 62,728,010 72,901,458 77,712,970 77,712,970 0 Revenue Other Local Revenue 6,849,462 6,556,059 6,384,203 6,384,203 0 Federal Assistance 12,150,243 11,690,083 12,065,286 12,065,286 0 State Assistance 23,327,754 33,474,465 38,123,481 38,123,481 0 Revenue Total 42,327,459 51,720,607 56,572,970 56,572,970 0 Net County Cost (NCC): 20,400,552 21,180,851 21,140,000 21,140,000 0 Allocated Positions (FTE) 474.4 479.1 479.1 479.1 0.0 Financial Indicators Salaries as % of Total Exp 80% 84% 83% 83% % Change in Total Exp 16% 7% 0% % Change in Total Rev 22% 9% 0% % Change in NCC 4% (0%) 0% Compensation Information Permanent Salaries 29,638,460 35,934,051 38,685,904 38,685,904 0 Temporary Salaries 605,334 808,668 457,034 457,034 0 Permanent Overtime 69,323 84,485 49,826 49,826 0 Deferred Comp 306,889 501,349 494,016 494,016 0 Perm Physicians Salaries 472,529 692,607 933,034 933,034 0 Perm Phys Addnl Duty Pay 6,580 6,950 32,753 32,753 0 Comp & SDI Recoveries (44,952) (60,546) (60,546) (60,546) 0 FICA/Medicare 2,284,025 2,895,704 2,935,084 2,935,084 0 Ret Exp-Pre 97 Retirees 101,769 99,096 104,095 104,095 0 Retirement Expense 9,354,700 11,133,720 11,660,664 11,660,664 0 Employee Group Insurance 4,385,029 6,204,445 6,686,339 6,686,339 0 Retiree Health Insurance 1,235,086 1,270,092 1,309,728 1,309,728 0 OPEB Pre-Pay 630,564 630,564 537,475 537,475 0 Unemployment Insurance 68,420 20,030 19,782 19,782 0 Workers Comp Insurance 816,130 1,097,839 644,642 644,642 0 Health Services Health and Human Services County of Contra Costa FY 2019-2020 Recommended Budget 297 Description: To promote, improve and protect the health of the residents of Contra Costa County with special attention to those who are most vulnerable to health problems and their consequences. Workload Indicator: The recommended budget for the upcoming fiscal year is based on: reducing the rate of illegal tobacco sales to minors; over 27,000 clinic visits; 22,000 in- person visits by case managers for high-risk Medi-Cal patients; approximately 18,600 public health nursing visits to newborn babies and mothers, children and adults; outreach and education to over 13,000 residents and 600 community groups and businesses; over 582,000 meals served or delivered to seniors; approximately 7,600 childhood and adult immunizations and 800 flu vaccines to the community; 6,500 oral health assessments, and 1,200 sealants and fluoride varnish applications for children; 15,000 food vouchers monthly to low-income women and children; management and control of 60 newly diagnosed active cases of tuberculosis in the community and 316 contacts in the community; more than 5,400 reports of communicable disease received from health care providers and labs, including 53 outbreaks; 234 rabies tests; receiving 200 animal bite reports; over 170,000 environmental and clinical tests performed; 1,536 case management appointments and home visits with high-risk pregnant women and babies, and 910 referrals and resources were provided to high- risk pregnant women and babies; support services for over 750 low-income HIV positive individuals; the provision of health screenings and follow-up care for over 200 refugees, asylees or victims of trafficking; and translation and interpreting services to all of CCHS, including over 108,000 medical interpretation encounters per year. Impact: The recommended budget maintains the current level of services. 1. Public Health Support Services Description: The Public Health Administration unit includes the Director of Administrative and Support Services, the Budget Manager, and several support staff. Specific functions are divided into budgeting, billing, accounting, purchasing, and contract management as well as support for personnel and facilities issues. In addition, the Division administers several other important support functions including: a. Developmental Disabilities Council of Contra Costa County: The official planning, coordinating and advisory body to the Contra Costa County Board of Supervisors for individuals with developmental disabilities and their families. The 21-member Council works to develop and improve needed community services, while providing information about resources and taking a leadership role in planning, training and advocacy. In addition, the Council has been very active in responding to the increasing prevalence of autism and the importance of early detection/intervention, and developing strategies to increase access to health care for individuals with development disabilities. There are over 500 individuals, agencies, and organizations that make up the organizational membership of the Council. Represents a population of over 5,000 disabled individuals and their families from different economic, ethnic, cultural and linguistic backgrounds in Contra Costa County. The Council has served the citizens of the County for over 40 years and is staffed part-time. b. Vital Registrations: The Office of the Local Registrar (OLR) of Vital Registrations is a state-mandated function of local health departments. In 2018 the OLR was responsible for certifying and registering approximately 10,077 births, including 73 out of hospital births, 6,904 deaths and 39 fetal deaths occurring in the County; issuing 8,476 permits for the disposition of human remains; and providing 50,508 certified copies of birth and death certificates. The OLR also manages an automated electronic birth registration network system with Health Services Health and Human Services 298 County of Contra Costa FY 2019-2020 Recommended Budget terminals located in every birthing hospital in the County. Data obtained and compiled electronically from recent birth and death registrations is provided to department biostatisticians for epidemiological research, which is used by various County and community agencies for service planning. In addition, the office assisted with 30 Declaration of Paternity forms, and issued 265 Medical Marijuana ID cards. (Note the statistics for birth, death and fetal are for those records registered as of December 2018, which is not the grand total for 2018 as some events have not occurred yet.). c. Epidemiology, Planning and Evaluation (EPE): Provides health assessment, data analysis and evaluation support to Public Health, the Contra Costa Health Plan, the Office of the Director, and other projects of Contra Costa Health Services to guide and improve services throughout the system. The EPE Unit:  Identifies and statistically analyzes useable versions of standardized databases, including birth, death, hospitalizations, and demographic data;  Summarizes this data in presentations, reports, tables, graphs and maps;  Provides guidance on the accurate interpretation of data and how findings can be used to improve services;  Designs and implements evaluation activities for individual programs and initiatives to meet grant requirements, monitor success and suggest areas of improvement;  Works with the managers to collect and analyze information for their use in the development of federal, state, and foundation grant applications,  Guides the public health accreditation process and develops community health assessments and other plans to support continuous quality improvement; and  Responds to multiple data and mapping requests each year from the community and from colleagues throughout the County. For the Communicable Diseases, STD, and HIV Programs, the EPE Unit:  Supports surveillance activities, including: active surveillance for HIV programs, partner notification for HIV, data entry, and TB surveillance.  Conducts regular and special analysis to calculate prevalence, rates, and demographic and geographic factors associated with disease.  Identifies at-risk populations to guide preventative interventions.  Supports clinical services including TB patient monitoring, HIV testing and linkage to care.  Supports emergency preparedness by producing maps of County services and resources and by participating in drills and trainings. For the Family, Maternal & Child Health Programs, the EPE Unit provides:  Regular analysis of birth and death data, including: teen birth rates, reasons for infant mortality, prenatal care, demographic and geographic factors.  Data analysis and support for 5-year planning and health assessments.  Data identification and analysis of the Children’s Oral Health Project strategic planning.  General program planning and evaluation support, such as designing and developing databases for data storage and analysis. For the Community Wellness & Prevention Programs, specifically the Tobacco Prevention programs, the EPE Unit:  Creates evaluation plans, tools and trains staff on evaluation activities.  Designs and implements qualitative evaluation tools such as focus groups and interviews.  Develops surveys and other tools to assess awareness and attitudes and document policy change.  Presents findings to partners and community members and makes suggestions for program improvement. Health Services Health and Human Services County of Contra Costa FY 2019-2020 Recommended Budget 299 In support of achieving greater health equity in Contra Costa County and addressing emerging health issues, the EPE Unit:  Analyzes death data, including: leading causes of death, life expectancy, mortality rates, and demographic and geographic factors;  Analyzes demographic factors in the County at sub geographies and trend analysis (primarily from American Community Survey, US Census, and ESR modeled data);  Develops maps to illustrate the distribution of resources and burden of health conditions throughout the County;  Works with Contra Costa Health Services partners to create an Opioid Prevention Blueprint, evaluate existing programs aimed at opioid use reduction, and develop a better understanding of individuals at risk for opioid overdose;  Identifies vulnerable populations in the County using local demographic and environmental data;  Analyzes diverse data sets including Census, California Department of Education, Uniformed Crime Statistics, the Statewide Integrated Traffic Records System (SWITRS), and OSHPD data to identify needs and support health programs; and  Supports Quality Improvement work in clinical settings for Public Health Clinic Services, Contra Costa EMS, Contra Costa Health Plan and the Contra Costa Regional Medical Center. To reach the goal of National Public Health Accreditation, the EPE Unit:  Leads the planning effort including developing a project plan, timeliness, and steps;  Develops foundational documents, such as Continuous Quality Improvement Plan, a Workforce Development Plan, a Community Health Assessment, a Community Health Improvement Plan, and a Strategic Plan;  Works collaboratively with Contra Costa Health Services to support comparable efforts and ensure compatibility with quality improvement efforts underway throughout the department; and  Ensures a local collaborative process with regular involvement of and input from the community and community partners. d. The Reducing Health Disparities Unit: Works in partnership with internal and external stakeholders to eliminate health disparities and build health equity for populations which have traditionally faced systemic barriers to achieving optimal health. Our programs include:  The African American Health Conductor and Promotoras Navigation Program: In fiscal year 2017-18 staff assisted over 1,032 households with Medi-Cal enrollment and assisted over 2,409 households with linkage to community resources and hands on application assistance to other health and social benefit programs.  The Reentry Health Program: Provides assistance to the formerly incarcerated through three main program components which include: medical treatment through the Transition Medical Clinic (based at both the West County and Pittsburg Health Centers), the Re-Entry Making Every Day Yours (REMEDY) support groups (at the West County Detention Facility, Behavioral Health Court, the Reentry Success Center in West County, and both the West County and Pittsburg Health Centers), and health navigation, resource linkage and health and social benefit application assistance. In FY 2017-18, 1,062 West and East County formerly incarcerated persons were provided health navigation support. The Transition Medical Clinics (West County and Pittsburg) provided 283 persons with medical treatment. Two hundred eighty five (285) persons attended the West County REMEDY, and 171 persons attended the East County REMEDY; 122 persons attended Behavioral Health Court REMEDY; and Health Services Health and Human Services 300 County of Contra Costa FY 2019-2020 Recommended Budget 112 persons attended West County Detention REMEDY support group sessions.  The Oncology Navigation Program: Provides health navigation, resource linkage, health and social benefit application assistance, emotional and medical visit support to cancer patients. In FY 2017-18, 376 persons benefitted from these services.  The Ambulatory Care Group Medical Visit Program: Provides culturally relevant and appropriate diabetes, prenatal and pediatric obesity medical group visits. In 2017-18, the African American Health Conductors, Promotoras and Navigators co- facilitated medical group visit series serving approximately 516 CCRMC health center patients. On average, the Diabetes Management patients who attended three or more sessions were successful in lowering their HBA1c levels by 0.6 A1C point. Of the We Can patients who attended three or more sessions, 56% either lowered or maintained their BMI percentile numbers.  Program Enhancement: In 2017-18 the Navigation program was expanded by training all East County Promotoras, African American Conductors and Reentry Staff on the Health Leads REACH social need resource linkage software tool. In addition, the Oncology Health Navigators were trained on Health Leads REACH. The tool enables the user to screen clients for social needs, to track all actions taken on behalf of the patient, to utilize the tool resource database to link patients to appropriate resources and to track linkage success. A total of 1,421 patients were assisted with the Health Leads REACH tool with a 90% linkage success rate. e. Violence Prevention Re-entry Efforts Program: Staff work with CCHS divisions to monitor and respond to community violence and create a seamless pathway for individuals released from prison to a medical home. CCHS Reducing Health Disparities staff and Behavioral Health staff continue to work with the City of Richmond, County Emergency Medical Services, John Muir Hospital, Supervisors Gioia and Glover’s Offices, and several key Community Based Organization (CBO) initiatives to make CCHS resources and expertise available to support these community-led efforts. In addition, the Public Health Division has partnered with the Employment and Human Services Department and numerous other partners to create a Blueprint to End Interpersonal Violence. The Blueprint embraces a systems approach to violence prevention. f. Linguistic Access Services Program: Provides medical interpretation and translation services to patients and clients of Contra Costa Health Services. The program includes the Refugee Health program and the Medical Interpreters who staff the Health Care Interpreter Network (HCIN). Both state and federal law mandate these language services. The program currently has 24 qualified medical interpreters who speak more than 13 different languages and assist with interpretation for the more than 18,000 encounters that are initiated at CCRMC and Health Centers every month. This program also assists with interpretation for the CCHP’s Advice Nurse Program, network providers and the nation-wide Health Care Interpreter Network as well. g. Refugee Health Program: Serves people coming into the County from other countries who are refugees, asylees, and victims of trafficking. Refugee Health Program staff members are specifically trained to provide assistance to refugees and asylees in obtaining the required health care screening and follow up care at our hospital and health centers. The program works closely with Jewish Family and Children Services, the International Rescue Committee, and Catholic Charities in coordinating health, housing and social services for newly arriving residents. More than 300 refugees Health Services Health and Human Services County of Contra Costa FY 2019-2020 Recommended Budget 301 who settle in Contra Costa each year qualify for this program. h. Health Care Interpreter Network (HCIN): Provides language assistance throughout Health Services for patients who prefer a language other than English or who are deaf or hearing impaired. This service incorporates network partners from throughout the state and nationally to ensure that meaningful communication between the patient and the health care provider is available at all times. Qualified medical interpreters provide interpretation through a telephone and video network directly into the provider examination room or wherever patients access our health system. Public Health Support Services Service: Discretionary Level of Service: Discretionary Expenditures: $8,682,366 Financing: 1,652,105 Net County Cost: 7,030,261 Funding Sources: Local 8.9% $769,000 State 5.7% 497,000 Transfer 4.4% 386,105 General Fund 81.0% 7,030,261 FTE: 40.4 2. Senior Nutrition Program Description: Provides hot nutritious daily meals to the elderly population in the County. Meals are provided in both the congregate (Senior Center) and home delivery (Meals on Wheels) models utilizing over 1,000 volunteers annually to deliver services. The program currently serves approximately 150,000 meals in a congregate setting and over 420,000 meals delivered to homebound elders annually. The primary funding source for the program comes from Federal Title IIIC-1 and Title IIIC-2 of the Older Americans Act. Private sector fundraising is a significant funding source for the Title IIIC-2 Home Delivered (Meals on Wheels) Program and participant contributions are the third largest funding source. In addition to elderly participants, approximately 2,500 meals are delivered to homebound AIDS/HIV clients annually through separate funding. The program also supplies over 15,000 meals annually to one adult day care provider. Senior Nutrition Program Service: Discretionary Level of Service: Discretionary Expenditures: $4,922,205 Financing: 4,570,739 Net County Cost: 351,466 Funding Sources: Transfer 56.8% $2,795,335 Local 36.1% 1,775,404 General Fund 7.1% 351,466 FTE: 5.3 3. Communicable Disease Prevention and Control/Health Emergency Response Unit Description: Works to prevent and control the spread of communicable diseases through health education, vaccination, epidemiological surveillance and investigation, case management and laboratory testing. These programs also respond to media inquiries around communicable disease issues. Isolation and quarantine of persons with communicable disease, when necessary to protect the public, and assurance that persons in contact with a communicable disease receive prophylactic treatment are integral components of these programs. This unit responds to the public on issues of rabies control, working closely with the County Animal Services Department, and also investigates food-borne illnesses, collaborating with the Environmental Health Division. Consultation is provided to physicians, hospital infection control practitioners, residential facilities, workplaces, schools, childcare centers, shelters and other community partners on the Health Services Health and Human Services 302 County of Contra Costa FY 2019-2020 Recommended Budget prevention and control of communicable diseases. Emphasis is placed on early identification and investigation of a communicable disease outbreak or trend, the prevention of transmission, identification of the source, and elimination of that source of disease to reduce the incidence of all communicable disease. a. Disease Investigation and Control Unit: Responds to lab and provider reports of 84 reportable diseases by investigating the reports, confirming the information, educating the person, providing prophylactic treatment so that the disease does not spread, and providing consultation to medical facilities and providers. As of December 1, 2018, the Disease Investigation and Control Unit received over 5,000 reports of communicable diseases. Staff also investigated 53 outbreaks, which occurred in a variety of settings including health care facilities, adult residential communities, public pools, restaurants, and schools. A total of 5 contact investigations for airline exposures to communicable disease (measles, meningococcal disease, and pertussis) were conducted. Local contact investigations included an extensive investigation of measles involving a local hospital. Staff also handled 286 reports of animal bites, some of which needed investigation to ascertain rabies risk. Fifty- four rabies vaccination exemption requests were reviewed and replied to. Finally, staff responded to 33 reports of first responder occupational exposure to communicable diseases, providing consultation, and recommendations for appropriate post- exposure prophylaxis. b. Health Emergency Response Unit: Develops plans and procedures to respond to the health impacts of naturally occurring disasters such as earthquakes, communicable disease outbreaks such as Pandemic Flu, and bioterrorism caused by human action. Public information, risk communication, and internal and external communication with employees, the community, and the media are integrated into all aspects of response. This unit works closely with all areas of the Communicable Disease Control Program, the Public Health Lab, Environmental Health, Emergency Medical Services, the Office of Emergency Services, and the Hazardous Materials Program, as well as many other County departments and community partners. In addition, this unit provides staff support to the Department’s Emergency Management Team, coordinates the annual revision of the Department’s Emergency Operations Plan, and represents CCHS in regional health emergency response planning activities. c. Immunization Program: Provides immunization clinics for children and adults, consultation to health care providers, and technical assistance to schools, day care centers, and preschool programs to ensure compliance with California immunization laws. For example, recent legislation removed the personal belief exemption for students entering childcare, kindergarten, and seventh grade in public and private schools. Only medical exemptions from a physician are permitted. Additionally, the Immunization Program provides ongoing education and training for parents, providers, and the community about new vaccines and the importance of immunizations. Staff also encourages providers to participate in the California Immunization Registry (CAIR), a community- wide database of immunization records, and provides training and technical support to users of the registry. This program also conducts disease investigation into the occurrence of vaccine-preventable diseases (VPD), and conducts the perinatal hepatitis B program to prevent the development of chronic hepatitis B in infants. In 2018 (as of December 6, 2018), a total of 7,627 immunizations were given at Public Health clinics, including 859 flu vaccines and 1,084 Tdap (whooping cough booster) vaccines. d. Tuberculosis (TB) Control Program: Provides Public Health Nurse (PHN) case management for people with active TB, their contacts, and others with TB infection but at high-risk for progression to TB disease. As of December 5, 2018, Contra Costa identified 60 newly diagnosed TB cases, and Health Services Health and Human Services County of Contra Costa FY 2019-2020 Recommended Budget 303 provided case management services to 94 people with active TB over the year. The PHNs provide home visits to monitor the health status of the patient and to assure proper and complete compliance with the medical regimen. Disease investigators work in concert with PHNs to assure compliance and deliver the TB medication to the patient on a daily or twice weekly basis, and made approximately 1,893 home medication visits. Public Health Nurse Case Managers made approximately 771 home visits to address both clinical and psychosocial client needs. In addition, contacts of an active case are interviewed, examined and placed on preventive therapy as necessary. Sometimes this is at large worksites, necessitating large clinics. As of December 5, 2018, 316 contacts were identified and investigated. Contra Costa continues to have TB cases, which requires careful monitoring and response to reported cases and prevention of further disease through contact investigation and treatment. TB patients frequently have chronic conditions such as diabetes, HIV, kidney failure requiring dialysis, or organ transplantation which complicates TB care. e. Public Health Laboratory: Provides testing in the areas of bacteriology, parasitology, mycobacteriology, mycology, immunology and virology throughout the hospital, clinics and public health to support the health care system. Microbiological examinations of food and water are also provided in support of the Environmental Health and Communicable Disease programs. The lab also tests potential agents of bioterrorism such as white powders in coordination with the Hazardous Materials Program. The lab is both state and federally certified and is required to do certain testing as a reference laboratory in support of public health, such as testing for salmonella, TB, botulism, and is heavily involved in communicable disease outbreaks including the Norovirus. The lab takes part in the State’s Respiratory Lab Network, and partners with the state’s California Emerging Infection Program (CEIP) program for surveillance of the influenza virus by testing samples from clinics and hospitals in Contra Costa County. The Public Health Lab is one of the national labs participating in the FoodNet Retail Meats study. As of December 10, 2018, the Public Health Lab performed 171,609 clinical and environmental tests. Of those, 234 were rabies tests associated with bats or animal bites. Communicable Disease Control Summary Service: Mandatory/Discretionary Level of Service: Discretionary Expenditures: $9,542,312 Financing: 5,621,008 Net County Cost: 3,921,304 Funding Sources: Local 31.2% $2,976,000 State 23.0% 2,198,417 Federal 4.0% 381,091 Transfer 0.7% 65,500 General Fund 41.1% 3,921,304 FTE: 47.7 4. HIV/AIDS and STD Program Description: The HIV/AIDS and Sexually Transmitted Disease (STD) Programs work to reduce the transmission of HIV and STDs by identifying cases and their sexual contacts, providing access to care, conducting monitoring and surveillance activities, and ensuring treatment of reported cases. Mobile HIV rapid testing is offered at fixed sites throughout the community, and technical assistance is provided to clinicians on methods to increase opt-out testing, a process to improve the number of individuals aware of their HIV status. The HIV Program also improves health outcomes for HIV positive individuals in Contra Costa through the provision of individual and community education and prevention services, home and clinic-based case management, clinic navigation support, and agency capacity building. Medical social workers assigned to the Positive Health Clinics provide medication Health Services Health and Human Services 304 County of Contra Costa FY 2019-2020 Recommended Budget adherence support, assist with appointments and financial coverage issues, offer referrals to community services, and certify eligibility for enrollment in the State AIDS Drug Assistance Program. Community planning services open to all interested parties provide an opportunity for consumers, providers, and others to offer recommendations for service delivery system improvements. A quality management program reviews clinical records for consistency with national guidelines, and a continuous quality improvement program conducts regular analysis of key clinical and service indicators to discuss on monthly calls with County HIV clinicians. a. Sexually Transmitted Disease Program works to reduce Sexually Transmitted Diseases (STDs) by identifying new cases of STDs and their sexual contacts and ensuring appropriate treatment of reported cases. In addition to supporting bi-weekly STD clinic operations, this program provides health education and risk reduction services as well as STD testing services in various venues throughout the County. The rate of chlamydia increased from 422.2/100,000 residents in 2015 to 462.5/100,000 in 2016 and 503.9 in 2017. The rate of gonorrhea increased from 118.0/100,000 in 2015 to 139.8/100,000 in 2016 and 155.1 in 2017. These diseases can cause serious health problems in young men and women, as well as in the newborn of an infected and untreated mother. In addition to chlamydia and gonorrhea, the STD program also conducts case investigations and follows people with syphilis to ensure timely and appropriate treatment and partner services. The rate of early syphilis increased from 13.2/100,000 in 2016 to 17 in 2017. This represents a near doubling in early syphilis case rates since 2013. The rate of congenital syphilis cases increased from 8.1 in 2016 to 15.5 in 2017. As a point of reference, Contra Costa had zero cases in 2013-2015. Although Contra Costa has lower than the statewide female and congenital syphilis rates, female cases remain a priority for follow-up and investigation since syphilis during pregnancy can lead to congenital syphilis among newborns if not properly treated. In addition to providing partner notification and follow- up, the STD team works closely with the HIV surveillance and prevention team to conduct targeted education and risk reduction calls to individuals at high-risk for HIV, including linking them to PrEP, a daily pill that helps HIV negative people remain negative. b. HIV/AIDS Program reduces the transmission of HIV and improves health outcomes for HIV positive individuals in Contra Costa through the provision of individual and community education and prevention services, home and clinic-based case management, clinic navigation services, and clinical quality assurance activities and agency capacity building. Targeted rapid HIV test services support healthier behaviors by encouraging people of all ages and orientations to know their HIV status. HIV and Hepatitis C testing services are confidential and quick (results in about 20 minutes). Anonymous HIV testing is also offered every first Tuesday of the month at Todos Santos Park in Concord. The program also provides confidential and quick HIV and Hepatitis C testing in non- traditional sites such as soup kitchens, shelters, substance abuse agencies and parks, and reaches over 1,000 people per year who are not routinely seen in traditional medical venues. Partner services are available to assist with anonymous notification of partners of individuals who have tested positive for HIV or other STDs and to encourage follow-up testing and linkage to care and treatment. The program also offers help with Pre-Exposure Prophylaxis navigation services and will be rolling out a PrEP assistance program in 2019. In calendar year 2018, the HIV/AIDS and STD program served nearly 700 people with HIV or AIDS. Approximately 89 percent of those served were at or below 300% of the federal poverty level. Eighty-three individuals were newly enrolled in the program during the year, twenty-eight of whom were newly diagnosed with HIV. Services are provided throughout the County and reach over 170 women each year. Services include nurse and Health Services Health and Human Services County of Contra Costa FY 2019-2020 Recommended Budget 305 community-based case management and clinic-based social work, benefits counseling and support for accessing health care coverage, outreach to individuals newly infected with HIV and those lost to care, medication adherence counseling and education, and enrollment in the AIDS Drug Assistance Program. Referrals are provided for food, medical nutrition therapy, transportation assistance, substance use and mental health counseling, home care services, oral healthcare, housing assistance and other emergency assistance. These services allow people to remain in their homes longer, reduce the utilization of emergency medical care, and decrease hospitalizations, thereby reducing health care costs by improving health status. The clinical quality management program monitors approximately 250 individuals at risk for poor health outcomes and provides support to clinicians and patients through case conferencing and outreach support services. Local planning efforts through the HIV/AIDS Consortium and other venues help identify highest risk populations for prevention and resources for services for people with HIV and AIDS. These efforts have expanded the community’s ability and competency to serve people with HIV or at-risk for HIV. In 2017, the program assisted in the formation of a robust client support group in West County, and is in the process of forming a peer support and mentorship program. Community and provider trainings include: an annual HIV and AIDS update for clinicians, cultural competency skills training, Partner Counseling and Referral Services, initiation of Rapid Anti-retroviral Therapy as a means to reduce community viral load, Hepatitis C among people with HIV, and other risk reduction seminars. The program collaborates with the Homeless System of Care, Community Connect, Alcohol and Other Drugs Services, and Public Health Clinic Services, as well as provides support to various Health Department programs to strengthen divisions serving similar populations. HIV/AIDS and STD Program Summary Service: Mandatory/Discretionary Level of Service: Discretionary Expenditures: $4,652,850 Financing: 3,775,461 Net County Cost: 877,389 Funding Sources: Federal 56.4% $2,624,961 State 20.4% 950,500 Transfer 3.2% 150,000 Local 1.1% 50,000 General Fund 18.9% 877,389 FTE: 31.2 5. Family, Maternal and Child Health Programs Description: The Family, Maternal and Child Health (FMCH) Programs work in partnership and collaboratively with community members, County programs, and community organizations to provide support, resources, and services to eliminate health inequities and improve the quality of life for all children, youth, and families in Contra Costa County. Program staff focus their efforts on home visiting and case management with low-income, at-risk pregnant and parenting women, outreach and education for a range of County services; implementing community-based and community-driven projects; providing training and technical assistance to individuals, health care providers, and community groups on maternal and child health data, practice and policy issues; interfacing with other counties, local and national Maternal and Child Health programs, and policy makers; and data collection and analysis. The following programs are part of the extensive network of safety-net services offered by the FMCH programs: a. Black Infant Health Program (BIH): Aims to improve African American infant and maternal health and decrease Black-White health disparities in perinatal outcomes. BIH Health Services Health and Human Services 306 County of Contra Costa FY 2019-2020 Recommended Budget provides group-based interventions designed to encourage empowerment and social support in the context of a life course perspective. Social service case management links clients with needed community and health-related services. BIH recognizes that women’s health and health- related behaviors are shaped by medical and non-medical factors. The goal of the program is to address social determinants of health by providing services and information in a culturally relevant manner that respects client’s beliefs and cultural values; while promoting overall health and wellness. Services are provided in West and East County and reach 96 women each year. b. Community Oral Health Program: Funded by State Proposition 56 in 2017, the Local Health Jurisdiction was awarded five years of funding to conduct needs assessments and to develop a strategic plan to improve oral health in the communities of Contra Costa. The first three years will focus on pregnant women, children, and youth. In future years, we will expand to address the needs of seniors and other vulnerable adults. This year’s efforts included the convening of advisory committees comprised of internal health system partners and community partners who work with children and/or adolescents and represent various disciplines, including community oral health care providers, and schools. The Children’s Oral Health Program (COHP), which has been in Contra Costa County for more than 30 years, is now a key component of the Community Oral Health Program. The Children’s Oral Health Program will continue to offer an array of oral health services including assessments, oral health education, fluoride varnish and dental sealants to over 12,000 children (ages 3-19 years) each year throughout the County. Services are provided at elementary schools, community centers, and homeless shelters. The program aims to educate pregnant and parenting women on oral health by collaborating with perinatal providers and home visitors. c. Comprehensive Perinatal Services Program (CPSP): Recruits and approves medical providers to participate in this prenatal care services program. CPSP performs quality assurance reviews, offers technical assistance, and provides education to providers to assist them in providing quality prenatal care services to low-income, at-risk pregnant women in the County. CPSP works closely with the managed care plans to assure a consistent standard of care among services delivered to low-income women. d. Fetal Infant Mortality Review (FIMR) Program: Links women and their families to bereavement support and inter-conception care services, including linkages to other social and health services. An interdisciplinary Case Review Team reviews fetal and infant deaths to identify contributing factors and make recommendations to address these factors. e. Nurse-Family Partnership (NFP) Program: Evidence-based home visiting program in which ongoing services are provided by a team of Public Health Nurses to low-income first time mothers during pregnancy through two years post-partum. Contra Costa is one of 17 counties receiving federal funding from the Maternal, Infant, and Early Childhood Home Visiting (MIECHV) Program, and is part of the California Home Visiting Program. The NFP Program has several goals, including achieving better pregnancy outcomes, improving the child’s health and development, and helping the families become economically self-sufficient by working with parents to develop a vision for their future, plan subsequent pregnancies, continue their education, and find employment. Federal funding is expected through June 2019. f. Guiding Healthy Families incorporates the practice-based evidence of more than 25 years of work of the Prenatal Care Guidance Program and the Lift Every Voice Program with that of the evidence-based model of Healthy Families America into one program. Guiding Healthy Families offers voluntary Health Services Health and Human Services County of Contra Costa FY 2019-2020 Recommended Budget 307 short-term and long-term case management services for pregnant women and their families who reside in Contra Costa, who are low-income, Medi-Cal eligible and who are or have been incarcerated at the West County Detention Facility. Services are provided by Community Health Worker Specialists and Medical Social Workers. g. Sudden Infant Death Syndrome (SIDS) Program: State-mandated program that provides grief support services to families and caregivers who have had an infant die of SIDS. Services include crisis intervention, bereavement support, and education aimed toward alleviating the tragedy caused by SIDS. The SIDS program also conducts outreach and education to expand awareness about SIDS and promote risk reduction measures. h. Women, Infants, and Children (WIC) Special Supplemental Food Program: Federally funded health and nutrition program for women who are pregnant, breastfeeding, or just had a baby, and children under 5 years old (including foster children) and infants in families with low to medium income (working families may qualify). The County’s WIC Program currently serves more than 15,000 participants every month providing special checks to buy healthy foods from WIC- authorized vendors. WIC provides nutrition education and health information, breastfeeding support, and referrals to other community services to help families eat well and be healthy. The specific foods and nutrition provided to enrolled women and children result in longer pregnancies, fewer low birth weight babies, fewer fetal and infant deaths, and improved nutrition. This translates into enormous savings in healthcare dollars. The WIC Program has earned the reputation of being one of the most successful federally funded nutrition programs in the United States. i. Newly Funded Maternal, Child and Adolescent Health Programs Two programs are being established in 2019 with new state funding: 1) CalWORKs Home Visiting Initiative is a collaborative agreement between EHSD Workforce Services, Community Services Bureau, First 5 Contra Costa, and CCHS FMCH, which will allow expansion of the Nurse-Family Partnership program for an additional 50 women who are eligible for CalWORKs. Funding is for 18 months – January 2019 through June 2020. 2) The Perinatal Health Equity Initiative, which aims to improve birth outcomes in African American communities, was established with the passage of California State Legislature’s AB 1810, Contra Costa FMCH has been funded to accomplish a scope of work which includes conducting an environmental scan, engaging community partners in a planning process to determine needs and gain a deeper understanding of the African American community and its infant mortality rate in Contra Costa County, and developing and implementing a public health awareness campaign to raise awareness about pre- term birth and infant mortality. Funding is for December 2018 – September 2019. Family, Maternal & Child Health Summary Service: Mandatory/Discretionary Level of Service: Discretionary Expenditures: $11,025,272 Financing: 9,206,119 Net County Cost: 1,819,153 Funding Sources: Federal 72.4% $7,979,895 State 7.3% 805,000 Transfer 3.8% 421,224 General Fund 16.5% 1,819,153 FTE: 85.3 Health Services Health and Human Services 308 County of Contra Costa FY 2019-2020 Recommended Budget 6. Public Health Clinic Services (PHCS) Description: Provides staffing, administration and management for all services provided under the Public Health Division. Programs include Public Health Clinics, Public Health Nursing - Home Visiting, Whole Person Care (Community Connect), and Child Health and Disability Prevention (CHDP) Program. a. Public Health Clinics: Provides clinical and non-clinical support services to vulnerable and low-income populations in the County. Some clinical services are provided in licensed CCHS Health Centers and are jointly operated with the Ambulatory Care Division; some services are provided on 10 licensed mobile medical units; and some services are provided in the field or in homeless shelters. Services include medical, dental, behavioral health and other enabling and supporting services. Below is a list of clinics:  Women’s Health clinics – over 9,500 appointments available/year  Pediatrics clinics – over 14,000 appointments available/year  Immunizations and TB clinics – over 5,200 appointments available/year  School-based clinics at 43 schools – over 16,300 medical appointments and 2,150 dental appointments available/year  Employee Occupational Health Program – approximately 4,100 appointments available/year  Sexually Transmitted Diseases Clinics – approximated 800 appointments available/year  Health Care for the Homeless/Respite Clinic – over 10,000 appointments annually  Choosing Change Clinics – over 5,000 appointments annually  Total clinic visits approximately 67,050. b. Public Health Nursing Program: Provides services to populations of all ages in all areas of Contra Costa County. Public Health nurses visit clients in their homes and in their community. They provide direct nursing care, health education, comprehensive case management and supportive services to pregnant women, new moms and babies, children, and adults. Working with all entities in Contra Costa Health Services and with partners in the community, Public Health Nurses address the changing needs of the client on an ongoing basis, referring and linking individuals to the widest array of options for meeting the needs of the client to promote health, prevent disease disability and premature death, and to assure clients gain access to needed medical, social, educational and other services. Over 19,000 home visits are made to clients annually. c. Child Health and Disability Prevention (CHDP) Program: Provides the oversight and coordination of services for Medi-Cal eligible children 0-21 years of age, including foster children, to receive complete health assessments for the early detection and prevention of disease and disabilities. CHDP conducts provider recruitment, development, and quality assurance; outreach and education on how to acquire health coverage and how to access needed health services; and health education to schools, community residents, foster care facilities, other County programs serving children, and community-based organizations. d. Whole Person Care Pilot Program: Community Connect targets Medi-Cal patients who are high-risk, high-utilizers of medical services and/or services across multiple delivery systems. The program delivers comprehensive case management, resource linkage and navigation, education and transportation vouchers to address the social determinants of health that are leading to poor health outcomes. Services provided cannot be duplicative of services currently provided by the Medi-Cal program. The program will provide around 50,000 telephone encounters and 18,000 in-person visits to almost 20,000 unique patients in FY 2019-20. e. Active & Healthy Families Active & Healthy Families (AHF) is a group medical appointment program for overweight and obese youth and their parents. Five to Health Services Health and Human Services County of Contra Costa FY 2019-2020 Recommended Budget 309 seven series of the program are offered year-round in the school-based clinics. The AHF program consists of eight 2-hour appointments offered every other week followed by six individual monthly appointments with the AHF team. The program is delivered by a Provider Triad (Physician/Nurse Practitioner, Registered Dietitian/Nutritionist, and Community Health Worker). Public Health Clinic Services Summary Service: Discretionary Level of Service: Discretionary Expenditures: $39,329,074 Financing: 32,384,377 Net County Cost: 6,944,697 Funding Sources: State 80.6% $31,735,005 Local 0.9% 349,143 Transfer 0.8% 300,229 General Fund 17.7% 6,944,697 FTE: 242.0 7. The Community Wellness and Prevention Program Description: The primary goals of the Community Wellness and Prevention Program (CWPP) are to examine and address the social determinants of health through policy, systems and environmental changes, to support factors that promote community health, and to reduce risk factors that contribute to chronic diseases and injuries, the leading causes of death and disability in the United States. CWPP works in collaboration with cities, other County agencies and a diverse array of community and health system partners and stakeholders. CWPP uses a spectrum of prevention strategies from education to organizational policy and system change to accomplish its goals. a. Tobacco Prevention Program (TPP): Works with community partners to reduce health disparities and increase health equity through tobacco prevention policy adoption and implementation. Specific issues of focus include reducing youth access to tobacco, tobacco influences in the community, and exposure to secondhand smoke among residents, workers and visitors. TPP provides technical assistance to Contra Costa cities and increases the capacity of community organizations, with particular emphasis on youth-serving agencies, to adopt and implement tobacco prevention policies. The model policies aim to transform community norms and facilitate behavior change to reduce tobacco use and exposure to tobacco influences. This work has led to the adoption of laws that protect residents from tobacco influences in the retail environment and secondhand smoke exposure outside and within multi-unit housing. Policy efforts have led to a decrease in the County smoking rate by more than 31% since 1990. b. Nutrition & Physical Activity Promotion Program: Partners with federal, state, and community partners to promote healthy eating, physical activity, and food security, with an emphasis and focus on communities with the greatest health disparities. The prevention portfolios (Live, Learn, Shop, Eat, Work) enables the program to partner and subcontract with local community based organizations to promote synergistic interventions through a variety of settings such as schools, youth-serving organizations, seniors, retailers, and food distribution pantry outlets. The program also collaborates with community organizations to provide nutrition education in a variety of settings such as schools, faith-based organizations, community events, farm stand/farmers markets, and other food retail outlets. Program subcontractors and staff provide nutrition education to approximately 15,000 adults and children every year. Health Services Health and Human Services 310 County of Contra Costa FY 2019-2020 Recommended Budget The program supports policy systems and environmental (PSE) changes that reduces the overconsumption of unhealthy foods and beverages; increases access to and/or the appeal of healthy dietary choices where the SNAP-Ed eligible population and their families live, learn, eat, work, play or shop; increases opportunities for physical activity and enhances the built environment. Examples of PSEs include improving school lunchroom environments through the placement of healthy foods at the point of sale, the implementation of hydration stations in schools, and increasing opportunities for active play at early childhood development centers by providing playground stencils for partner sites. The program provides approximately $290,000 in subcontracts to local school districts and community organizations to provide nutrition and physical activity education; assess opportunities for and implement organizational changes to improve the nutrition and physical activity environment and to develop leadership skills among youth to promote community conditions that support access to healthy food and physical activity. The program chairs and staffs the Families Coalition for Activity and Nutrition (Families CAN), provides leadership to the Healthy and Active Before 5 Initiative, Afterschool 4 All Collaborative, Food is Medicine, African American Health Conductors, College Pantry Collaborative, UCSF Championship Provider Fellowship, and serves on the Leadership Council of the Bay Area Nutrition and Physical Activity Coalition. c. Lead Poisoning Prevention Program (LPPP): Provides tiered intervention services to children with elevated blood lead levels and their families, as well as outreach and education to County residents, community-based organizations, agencies, and health care providers. Through its services, the number of children with elevated blood lead levels in the County has been steadily decreasing. The LPPP serves hundreds of children yearly, with approximately 200 children on its service list at any one time. LPPP services include: providing culturally and linguistically appropriate education to parents/caretakers about household and occupational sources of lead and making the home lead-safe; making referrals to connect the child and family to needed health services; providing public health nurse case management and home environmental investigation services, as indicated; educating and collaborating with health care providers; and providing lead education to County residents, individually and through collaboration with agencies and organizations. d. Injury Prevention and Physical Activity Promotional Projects (IPPP): Works with other County departments, cities, community groups and schools to reduce injuries and promote opportunities for everyday physical activity. The project focuses on educating children and adults about traffic, pedestrian and bicycle safety, and promoting best practices to create communities that are safer for walking and bicycling. Annual educational activities include: providing traffic and neighborhood safety presentations to over 2,000 youth and their parents, distributing bicycle helmets that are available to low-income children annually, and conducting over 100 elementary walking school buses and bike rodeos in neighborhoods. IPPP is currently implementing a Safe Routes to School program in collaboration with school districts and the Public Works Department in communities throughout Contra Costa. e. The Healthy Communities Program: Works with a variety of partners including elected officials, County staff, city staff, community organizations, schools and residents. The program collaborates with these partners to improve health and quality of life for residents by reducing traffic injuries, improving access to nutritious foods, and improving park conditions. In the last five years, the program has helped cities bring in over $1 million in transportation planning grants and over $30 million in infrastructure grants to build bicycle lanes, fill sidewalk gaps, and improve pedestrian crossings. The program has also worked with cities and community groups to fund Health Services Health and Human Services County of Contra Costa FY 2019-2020 Recommended Budget 311 over $1 million in park improvements. The program also provides assistance in promoting physical activity and access to healthy food. Program staff participates in the Planning and Integration Team for Community Health (PITCH), an interdepartmental collaboration between the Public Works Department, the Department of Conservation and Development, and the Health Services Department. Program staff also provides support to the Healthy and Livable Pittsburg Collaborative. f. Public Health Solutions Project: Offers training and experiential learning opportunities to introduce the concept of health equity and the field of public health to students at high schools in West Contra Costa, with a special emphasis on underrepresented minority students. The program also provides youth with internships in public health and community health settings. Annual project activities include: facilitating the Public Health Solutions curriculum, with at least 200 West Contra Costa Unified School District high school juniors across four high school health academies, to increase their knowledge of public health concepts and non-traditional health careers; and coordinating summer internships for a minimum of 35 select students to gain valuable work experience in public and community health settings. Community Wellness & Prevention Program Summary Service: Discretionary Level of Service: Discretionary Expenditures: $3,677,284 Financing: 3,481,554 Net County Cost: 195,730 Funding Sources: State 52.7% $1,937,559 Federal 29.4% 1,079,339 Local 12.6% 464,656 General Fund 5.3% 195,730 FTE: 27.2 Health Services Health and Human Services 312 County of Contra Costa FY 2019-2020 Recommended Budget Environmental Health General Fund 2017-18 Actuals 2018-19 Budget 2019-20 Baseline 2019-20 Recommended Change Expense Salaries And Benefits 16,091,417 17,942,853 19,328,764 19,328,764 0 Services And Supplies 3,160,015 4,646,705 3,940,230 3,940,230 0 Other Charges 547 1,500 1,500 1,500 0 Fixed Assets 12,039 210,000 160,000 160,000 0 Expenditure Transfers (9,746) 217,791 191,782 191,782 0 Expense Total 19,254,271 23,018,849 23,622,276 23,622,276 0 Revenue Other Local Revenue 19,418,637 22,291,877 23,777,776 23,777,776 0 State Assistance 159,976 176,885 176,500 176,500 0 Revenue Total 19,578,612 22,468,762 23,954,276 23,954,276 0 Net County Cost (NCC): (324,341) 550,087 (332,000) (332,000) 0 Allocated Positions (FTE) 98.0 100.0 100.0 100.0 0.0 Financial Indicators Salaries as % of Total Exp 84% 78% 82% 82% % Change in Total Exp 20% 3% 0% % Change in Total Rev 15% 7% 0% % Change in NCC (270%) (160%) (0%) Compensation Information Permanent Salaries 9,364,844 10,311,510 11,253,930 11,253,930 0 Temporary Salaries 38,435 75,000 110,888 110,888 0 Permanent Overtime 237,268 225,001 266,788 266,788 0 Deferred Comp 71,843 86,820 97,620 97,620 0 Comp & SDI Recoveries 0 (13,747) 0 0 0 FICA/Medicare 531,712 606,312 644,576 644,576 0 Ret Exp-Pre 97 Retirees 40,843 47,317 47,317 47,317 0 Retirement Expense 3,943,204 4,610,658 4,748,738 4,748,738 0 Employee Group Insurance 1,060,616 1,155,947 1,404,991 1,404,991 0 Retiree Health Insurance 425,534 431,130 385,986 385,986 0 OPEB Pre-Pay 100,235 100,235 178,166 178,166 0 Unemployment Insurance 21,407 5,306 5,648 5,648 0 Workers Comp Insurance 255,475 301,365 184,117 184,117 0 A. As a result of a settlement with Chevron, the County was granted $500,000 to be used in the Underground Storage Tank Program. These funds are kept in a separate account in the General Fund for future use. In addition, $34,092 is set aside in General Fund each year to be used for the purchase of a new vehicle by the Richmond Fire Department. This fund now totals $409,104. Health Services Health and Human Services County of Contra Costa FY 2019-2020 Recommended Budget 313 Description: Includes programs to minimize or eliminate disease transmission in a variety of consumer protection areas, to preserve the environmental quality of Contra Costa County, to preserve the health and safety of Contra Costa County residents, and to clean up toxic waste spills and identify responsible parties. Workload Indicators: The recommended FY 2019-20 budget is based on a monthly average of 346 hazardous material inspections and 1,294 consumer protection inspections. Impact: The recommended budget maintains the current level of services. 1.Hazardous Materials Program Description: a.Emergency Response Program: Provides an emergency response unit under the control of a Hazardous Materials Specialist 24 hours per day, seven days per week, for the identification and characterization of unknown substances and for risk as- sessment and oversight of hazardous mate- rials spills and releases, mitigating releases and spills, and disposing of small quantities of hazardous wastes. b.Hazardous Waste Generator Program: Provides enforcement, education and con- sultation to over 2,461 hazardous waste generators for compliance with federal and state laws and regulations. Inspection ac- tivities assure a safe environment for Contra Costa workers and residents. c.Hazardous Materials AB 2185 Program: Performs review and dissemination of haz- ardous materials management plans and hazardous materials inventories for approximately 2,745 businesses, and inspection of businesses to ensure their compliance with their hazardous materials management plans and state and federal laws and regulations. The hazardous materials business plan information is made available to all of the fire departments and districts in Contra Costa County via the County’s GIS maps. d.Underground Tanks Program: Performs inspection and permitting of approximately 1,006 underground tanks at 378 tank facilities in Contra Costa County to protect soil and groundwater from contamination by hazardous materials. e.Above Ground Storage Tanks Program: Ensures that facilities that have above ground storage of petroleum products follow their spill prevention containment and countermeasures plan by inspecting approximately 337 facilities that have this storage. This program protects the waters of the state. f.Accidental Release Prevention (ARP): Implements the California Accidental Release Prevention Program and the County’s and Richmond’s Industrial Safety Ordinances that requires regulated facilities to develop and implement a prevention program. Requires businesses to have an emergency response plan to respond to an incident and notify emergency responders and the public on protective actions to take. g.Green Business Program: Recognizes businesses that have good compliance and environmental practices by designating the business as a Green Business. The Green Business Program works with businesses in pollution prevention. h.Clean Water Program: Implements Public Works’ clean water program for industrial sites in the unincorporated parts of the County. Selected sites are inspected to determine that these sites have good programs to ensure storm water runoff from the site is free of oil and other hazardous materials. Health Services Health and Human Services 314 County of Contra Costa FY 2019-2020 Recommended Budget Hazardous Materials Program Summary Service: Mandatory Level of Service: Mandatory Expenditures: $11,566,110 Financing: 11,732,110 Net County Cost: (166,000) Funding Sources: Local Fees 101.4% $11,732,110 FTE: 39.0 2.Environmental Health Description: a.Food Programs: Performs permitting and inspection of retail food facilities including restaurants, bars, retail food markets, mobile food vehicles and temporary food facilities; inspection of institutional and school food service facilities; permits (includes an annual inspection) and registers cottage food businesses; and conducts investigations of food-borne illness outbreaks. Reviews and approves plans for compliance with local, state, and federal requirements, for retail food facilities. b.Recreational Health Programs: Performs permitting and inspection of public pools, spas and recreational beaches; posts State mercury advisories for fish and annual spring domoic acid mussel warnings at beaches and other bay access points; permitting and inspecting of organized camps; conducts investigations of waterborne disease outbreaks; and leads efforts in the County to understand and protect the public from hazards of blue green algae. Reviews and approves plans for compliance with local, state, and federal requirements, for public and spa facilities. c.Solid Waste Program: Performs permitting and inspection of landfills, composting facilities and transfer stations; inspections of closed or abandoned landfills; notification review and inspection of smaller facilities such as those for compost and construction waste; code enforcement for abatement of exterior garbage, refuse and cast-off materials; and disposal of waste tires. d.Medical Waste Program: Performs registration, inspection and permitting of specified medical waste generators, treatment facilities, and storage and transfer facilities and haulers. e.Land Use Programs: Performs permitting and inspection of individual on-site wastewater treatment systems; permitting and inspection of water wells, soil borings and monitoring wells; and evaluation of properties for compliance with environmental health criteria. f.Body Art Program: Performs registration of body artists, permitting including plan check and inspection of tattoo, body piercing and other body art establishments, and inspecting and permitting of temporary body art events. g. Small Water System Program: Performs plan review, inspecting and permitting of County, state and federally defined small water systems. Environmental Health Summary Service: Mandatory Level of Service: Mandatory Expenditures: $11,896,166 Financing: 12,062,166 Net County Cost: (166,000) Funding Sources: Local Fees 99.9% $11,885,666 State 1.5% 176,500 FTE: 61.0 Health Services Health and Human Services County of Contra Costa FY 2019-2020 Recommended Budget 315 3. Fixed Assets Description: To provide for acquisition of capital equipment for needed capital improvement projects. Fixed Assets Summary Service: Discretionary Level of Service: Discretionary Expenditures: $160,000 Financing: 160,000 Net County Cost: 0 Funding Sources: Local Fees 100.0% $160,000 Health Services Health and Human Services 316 County of Contra Costa FY 2019-2020 Recommended Budget Detention Facility Programs General Fund 2017-18 Actuals 2018-19 Budget 2019-20 Baseline 2019-20 Recommended Change Expense Salaries And Benefits 17,268,075 18,268,148 20,202,627 20,202,627 0 Services And Supplies 10,462,793 9,722,833 10,031,776 10,031,776 0 Other Charges 1,775 1,887 1,887 1,887 0 Fixed Assets 0 50,000 50,000 50,000 0 Expenditure Transfers (2,445,190) (2,442,858) (3,365,609) (3,365,609) 0 Expense Total 25,287,454 25,600,010 26,920,681 26,920,681 0 Revenue Other Local Revenue 1,098,660 1,142,731 1,222,295 1,222,295 0 Federal Assistance 714,671 350,000 507,816 507,816 0 State Assistance 77,375 65,570 65,570 65,570 0 Revenue Total 1,890,706 1,558,301 1,795,681 1,795,681 0 Net County Cost (NCC): 23,396,748 24,041,709 25,125,000 25,125,000 0 Allocated Positions (FTE) 98.9 100.8 100.8 100.8 0.0 Financial Indicators Salaries as % of Total Exp 68% 71% 75% 75% % Change in Total Exp 1% 5% 0% % Change in Total Rev (18%) 15% 0% % Change in NCC 3% 5% 0% Compensation Information Permanent Salaries 9,353,021 10,888,153 11,661,053 11,661,053 0 Temporary Salaries 794,041 0 345,498 345,498 0 Permanent Overtime 734,530 319,526 721,526 721,526 0 Deferred Comp 26,420 43,020 59,640 59,640 0 Hrly Physician Salaries 83,833 86,174 86,174 86,174 0 Perm Physicians Salaries 595,326 587,012 588,774 588,774 0 Perm Phys Addnl Duty Pay 3,612 1,848 1,848 1,848 0 Comp & SDI Recoveries (980) 0 0 0 0 FICA/Medicare 794,955 955,451 827,840 827,840 0 Ret Exp-Pre 97 Retirees 31,352 31,668 36,411 36,411 0 Retirement Expense 2,998,687 3,308,849 3,510,244 3,510,244 0 Employee Group Insurance 1,239,466 1,415,806 1,761,694 1,761,694 0 Retiree Health Insurance 246,990 235,572 288,006 288,006 0 OPEB Pre-Pay 34,880 34,880 117,930 117,930 0 Unemployment Insurance 25,501 26,763 5,833 5,833 0 Workers Comp Insurance 306,441 333,425 190,155 190,155 0 A. Does not include temporary or registry employees. Health Services Health and Human Services County of Contra Costa FY 2019-2020 Recommended Budget 317 Description: Provides health services, including medical and behavioral health, to patient-inmates of the County adult and juvenile detention facilities. Workload Indicators: The recommended FY 2019-20 budget is based on an average detention facilities census of approximately 1,500/day. Impact: The recommended budget maintains the current level of services. 1. Detention Facility Mental Health Services Description: Provides assistance to the Sheriff's Department in the identification and management of patient-inmates needing mental health services located in the County's main detention facility in Martinez and the West County Detention Facility. Services include screening and assessment at intake of all patients, and medication management, behavior management, crisis counseling, group education, and brief therapy for appropriate patient-inmates. Program staff is available to Sheriff's staff for consultation and training. Detention Facility Mental Health Services Summary Service: Mandatory Level of Service: Discretionary Expenditures: $3,783,000 Financing: 65,570 Net County Cost: 3,717,430 Funding Sources: State 1.7% $65,570 General Fund 98.3% 3,717,430 FTE: 18.6 2. Detention Facility Medical Services Description: Provides all primary care medical services for patient-inmates in the County's detention facilities, including diagnostic testing, treatment, nursing care, pharmacy, obstetrical, dental and other services. When more complicated medical services are required, they are provided at the Contra Costa Regional Medical Center and Health Centers. Due to the overcrowding in state prisons, AB 109 funding was made available to counties to offset medical services provided to detained AB 109 inmates housed in the Contra Costa County Adult Detention Facilities. Detention Facility Medical Services Summary Service: Mandatory Level of Service: Discretionary Expenditures: $23,137,681 Financing: 1,730,111 Net County Cost: 21,407,570 Funding Sources: Local 5.3% $1,222,295 Federal 2.2% 507,816 General Fund 92.5% 21,407,570 FTE: 71.0 3. Juvenile Hall Medical Services Description: Provides primary care medical services to inmates at the Juvenile Hall, including diagnostic testing, treatment, pharmacy, nursing care and physician care. Juvenile Hall Medical Services Summary Service: Mandatory Level of Service: Discretionary Expenditures: $2,497,310 Financing: 2,497,310 Net County Cost: 0 Funding Sources: Transfer (Probation) 100.0% $2,497,310 FTE: 11.2 Health Services Health and Human Services 318 County of Contra Costa FY 2019-2020 Recommended Budget 4. Juvenile Justice Facilities (Youth Institutional Mental Health Services) Description: Provides funding for crisis intervention, medication evaluation and critical consultation by Mental Health Department staff to inmates held at the Orin Allen Youth Rehabilitation Facility and Juvenile Hall. Juvenile Justice Facilities Summary Service: Discretionary Level of Service: Discretionary Expenditures: $877,114 Financing: 877,114 Net County Cost: 0 Funding Sources: Transfer (Probation) 100.0% $877,114 Health Services Health and Human Services County of Contra Costa FY 2019-2020 Recommended Budget 319 Conservatorship/Guardianship General Fund 2017-18 Actuals 2018-19 Budget 2019-20 Baseline 2019-20 Recommended Change Expense Salaries And Benefits 2,785,721 2,911,832 3,195,534 3,195,534 0 Services And Supplies 948,778 1,129,908 1,035,259 1,035,259 0 Expenditure Transfers (191,145) 22,993 25,219 25,219 0 Expense Total 3,543,354 4,064,733 4,256,012 4,256,012 0 Revenue Other Local Revenue 102,429 127,636 97,302 97,302 0 State Assistance 353,005 749,365 506,710 506,710 0 Revenue Total 455,435 877,001 604,012 604,012 0 Net County Cost (NCC): 3,087,919 3,187,732 3,652,000 3,652,000 0 Allocated Positions (FTE) 23.0 24.0 24.0 24.0 0.0 Financial Indicators Salaries as % of Total Exp 79% 72% 75% 75% % Change in Total Exp 15% 5% 0% % Change in Total Rev 93% (31%) 0% % Change in NCC 3% 15% 0% Compensation Information Permanent Salaries 1,596,242 1,708,282 1,930,977 1,930,977 0 Temporary Salaries 55,191 0 0 0 0 Permanent Overtime 8,309 0 0 0 0 Deferred Comp 19,069 25,440 25,440 25,440 0 FICA/Medicare 125,701 130,684 148,405 148,405 0 Ret Exp-Pre 97 Retirees 5,130 5,112 5,562 5,562 0 Retirement Expense 495,732 508,509 573,751 573,751 0 Employee Group Insurance 255,149 310,668 323,009 323,009 0 Retiree Health Insurance 119,929 116,196 104,472 104,472 0 OPEB Pre-Pay 57,572 57,572 51,328 51,328 0 Unemployment Insurance 3,712 854 970 970 0 Workers Comp Insurance 43,983 48,515 31,621 31,621 0 Description: This program has responsibility for managing the financial affairs and daily support coordination of clients who are mentally ill, frail, elderly or otherwise deemed to be incapable of caring for themselves in these areas. It also acts as rep-payee for conserved clients whose cases are managed by the MH system. The Public Conservator is mandated by state law and the Health Services Health and Human Services 320 County of Contra Costa FY 2019-2020 Recommended Budget Public Guardian is responsible to the Board of Supervisors in the performance of these duties. Additionally, the program collects court-ordered conservatorship-related fees on behalf of other County departments. The Conservator’s Office operates under the Behavioral Health Division, and has three distinct core functions: Probate Conservatorship: Generally initiated when a patient has no one else who is qualified and willing to act on his/her behalf to make medical/treatment decisions. Probate Conservators assist to ensure the patient’s basic needs are met. These include: physical health, food, clothing, and shelter/housing. If a patient has an estate, the Probate Conservator helps to manage his/her financial resources and resist fraud or undue influence. LPS Conservatorship: Specifically designed for a mentally ill patient who is deemed gravely disabled as a result of his/her mental illness. The LPS Conservatorship process starts while a patient is in an inpatient psychiatric unit and the patient’s psychiatric treatment is required beyond the short term acute setting. Generally the attending psychiatrist at an acute in-patient unit files a temporary conservatorship (T-Con) before the expiration of a 5250. The Conservator’s Office assigns a staff to process a T-Con investigation which includes gathering the patient’s history/medical records, as well as a face-to-face interview. The assigned deputy conservator makes a final recommendation to the court after reviewing all records and completing his/her interview with the patient and family if there is identified family involvement. Payee Services: As a Public Guardian entity recognized by the Social Security Administration, the Conservator’s Office offers payee services to their conserved patients. The following are required duties:  Determine the patient’s needs and use his/her financial resources to meet those needs.  Save any money left over in an interest bearing account.  Report any changes or events which could affect the patient’s eligibility for benefit.  Keep all records of payments received and how a patient’s funds were spent.  Help the patient get medical/psychiatric treatment when needed.  Assist a patient to access social services programs specific to the patient’s needs. Workload Indicators: The recommended FY 2019-20 budget is based on an average caseload of 980 clients per month. Impact: The recommended budget maintains the current level of services. Conservatorship/Guardianship Summary Service: Mandatory Level of Service: Mandatory Expenditures: $4,256,012 Financing: 604,012 Net County Cost: 3,652,000 Funding Sources: State 11.9% $506,710 Local 2.3% 97,302 General Fund 85.8% 3,652,000 FTE: 24.0 Health Services Health and Human Services County of Contra Costa FY 2019-2020 Recommended Budget 321 California Children's Services General Fund 2017-18 Actuals 2018-19 Budget 2019-20 Baseline 2019-20 Recommended Change Expense Salaries And Benefits 8,922,928 9,637,467 10,364,524 10,364,524 0 Services And Supplies 1,089,689 1,444,853 1,440,176 1,440,176 0 Other Charges 0 600 600 600 0 Fixed Assets 61,295 0 0 0 0 Expense Total 10,073,913 11,082,920 11,805,300 11,805,300 0 Revenue Other Local Revenue 470,008 405,600 451,450 451,450 0 State Assistance 9,380,170 8,239,064 8,915,850 8,915,850 0 Revenue Total 9,850,178 8,644,664 9,367,300 9,367,300 0 Net County Cost (NCC): 223,734 2,438,256 2,438,000 2,438,000 (0) Allocated Positions (FTE) 64.9 65.7 65.7 65.7 0.0 Financial Indicators Salaries as % of Total Exp 89% 87% 88% 88% % Change in Total Exp 10% 7% 0% % Change in Total Rev (12%) 8% 0% % Change in NCC 990% (0%) 0% Compensation Information Permanent Salaries 5,251,412 5,604,372 6,098,144 6,098,144 0 Temporary Salaries 49,586 129,960 216,300 216,300 0 Permanent Overtime 598 5,400 5,400 5,400 0 Deferred Comp 35,295 34,800 42,900 42,900 0 Hrly Physician Salaries 25,187 0 0 0 0 Perm Physicians Salaries 188,547 265,284 265,290 265,290 0 Comp & SDI Recoveries (2,577) (8,004) (8,004) (8,004) 0 FICA/Medicare 408,848 440,194 479,482 479,482 0 Ret Exp-Pre 97 Retirees 17,932 18,504 18,517 18,517 0 Retirement Expense 1,749,723 1,841,063 1,937,732 1,937,732 0 Employee Group Insurance 681,986 751,376 883,990 883,990 0 Retiree Health Insurance 235,250 264,000 220,488 220,488 0 OPEB Pre-Pay 122,880 122,880 96,834 96,834 0 Unemployment Insurance 12,214 2,904 3,207 3,207 0 Workers Comp Insurance 146,047 164,733 104,244 104,244 0 Health Services Health and Human Services 322 County of Contra Costa FY 2019-2020 Recommended Budget Description: The California Children’s Services (CCS) Program arranges, directs, authorizes and pays for medical care, equipment and rehabilitation for children and young adults under 21 years of age with CCS eligible conditions whose families are unable to pay for all or part of their care. CCS currently provides case management and occupational and physical therapy for 4,255 Contra Costa children and youth with serious health care conditions. Thirteen percent of these clients are covered by “Straight CCS”, 14% by Medi-Cal Targeted Low Income Children’s Program (TLICP), and 73% by Medi-Cal Title XIX. Case management staff helps assure clients receive the appropriate pediatric specialty care. In collaboration with community physicians, Medical Therapy Program staff provides direct rehabilitation services at five public school sites in Contra Costa County. Workload Indicators: The recommended budget for FY 2019-20 is based on a monthly average of 4,255 active cases, 857 of whom are in the Medical Therapy Unit, and 127 new referrals each month. Impact: The recommended budget maintains the current level of services. CCS Program Services Summary Service: Mandatory Level of Service: Mandatory Expenditures: $11,805,300 Financing: 9,367,300 Net County Cost: 2,438,000 Funding Sources: State 75.5% $8,915,850 Local 3.8% 451,450 General Fund 20.7% 2,438,000 FTE: 65.7 Health Services Health and Human Services County of Contra Costa FY 2019-2020 Recommended Budget 323 Public Administrator General Fund 2017-18 Actuals 2018-19 Budget 2019-20 Baseline 2019-20 Recommended Change Expense Salaries And Benefits 739,341 618,987 664,504 664,504 0 Services And Supplies 268,659 69,786 113,161 113,161 0 Expense Total 1,007,999 688,773 777,665 777,665 0 Revenue Other Local Revenue 878,862 293,904 433,665 433,665 0 Revenue Total 878,862 293,904 433,665 433,665 0 Net County Cost (NCC): 129,137 394,869 344,000 344,000 0 Allocated Positions (FTE) 5.0 5.0 5.0 5.0 0.0 Financial Indicators Salaries as % of Total Exp 73% 90% 85% 85% % Change in Total Exp (32%) 13% 0% % Change in Total Rev (67%) 48% 0% % Change in NCC 206% (13%) 0% Compensation Information Permanent Salaries 452,913 366,404 384,795 384,795 0 Temporary Salaries 12,334 0 0 0 0 Permanent Overtime 356 902 0 0 0 Deferred Comp 4,070 5,755 5,794 5,794 0 FICA/Medicare 31,215 26,531 29,569 29,569 0 Ret Exp-Pre 97 Retirees 904 1,001 1,014 1,014 0 Retirement Expense 131,019 113,854 120,878 120,878 0 Employee Group Insurance 63,883 63,123 87,504 87,504 0 Retiree Health Insurance 17,184 18,404 17,363 17,363 0 OPEB Pre-Pay 12,090 12,453 7,183 7,183 0 Unemployment Insurance 1,034 711 196 196 0 Workers Comp Insurance 12,339 9,848 10,208 10,208 0 Description: Within the Health Services Department, the Public Administrator program sits in the Health, Housing and Homeless Services Division and has duties distinct from the Public Guardian/Conservator program that sits within the Behavioral Health Services Division. The Public Administrator investigates and may administer the estates of persons who are residents of Contra Costa County at the time of death and who die without a qualified person willing or able to administer their estate. Health Services Health and Human Services 324 County of Contra Costa FY 2019-2020 Recommended Budget Duties of the Public Administrator may include any or all of the following:  Search for next-of-kin and locate all persons entitled to inherit from the estate;  Make final arrangements for the deceased;  Conduct thorough investigations to discover all of the decedent’s assets and debts;  Protect the decedent's property from waste, loss, or theft;  When appropriate, petition the court for appointment as administrator of the estate and follow through with all of the duties of probate as set forth in the California Probate Code; and  Pay estate creditors and expenses of administration and distribute the balance of the estate to the persons legally entitled to inherit. The Public Administrator receives revenue from fees paid by the estates it manages. The amount of these fees is established by the California Probate Code and is based on the value of each estate, (Prob. Code § 7666 and § 10800). In addition to statutory fees, the Court, upon request, may award the Public Administrator extraordinary fees for such extra work as selling real property and petitioning for determination of heirship (Prob. Code § 10801). Workload Indicator: The recommended budget for FY 2019-20 is based on an average active caseload of 110 cases. Impact: The recommended budget maintains the current level of services and anticipates that the Public Administrator’s office will generate about $433,665 in estate fee revenue during FY 2019-20. Public Administrator Summary Service: Mandatory Level of Service: Discretionary Expenditures: $777,665 Financing: 433,665 Net County Cost: 344,000 Funding Sources: Estate Fees 55.8% $433,665 General Fund 44.2% 344,000 FTE: 5.0 Health Services Health and Human Services County of Contra Costa FY 2019-2020 Recommended Budget 325 Emergency Medical Services (SB12) Emergency Medical Services Fund 2017-18 Actuals 2018-19 Budget 2019-20 Baseline 2019-20 Recommended Change Expense Services And Supplies 1,861,310 1,571,549 1,543,305 1,543,305 0 Other Charges 0 586,554 0 0 0 Expense Total 1,861,310 2,158,103 1,543,305 1,543,305 0 Revenue Other Local Revenue 1,646,679 1,571,549 1,543,305 1,543,305 0 Revenue Total 1,646,679 1,571,549 1,543,305 1,543,305 0 Net Fund Cost (NFC): 214,631 586,554 0 0 0 Financial Indicators Salaries as % of Total Exp % Change in Total Exp 16% (28%) 0% % Change in Total Rev (5%) (2%) 0% % Change in NFC 173% (100%) 0% Description: The Emergency Medical Services fund also known as SB 12 or “Maddy Emergency Medical Services Fund” is used to reimburse physicians and hospitals for a percentage of the losses they incur in providing uncompensated emergency services. The fund is financed from court imposed motor vehicle fines assessed for moving violations. Impact: The recommended budget maintains the current level of services. 1. Administration Description: Reimbursement for County incurred cost related to Emergency Medical Services program collections and disbursements. Administration Summary Service: Discretionary Level of Service: Discretionary Expenditures: $146,718 Financing: 146,718 Net Fund Cost: 0 Funding Sources: Court Fines 100.0% $146,718 Health Services Health and Human Services 326 County of Contra Costa FY 2019-2020 Recommended Budget 2. Emergency Medical Services Description: Reimbursement for the County operated Emergency Medical Services Program. Emergency Medical Services Summary Service: Discretionary Level of Service: Mandatory Expenditures: $224,521 Financing: 224,521 Net Fund Cost: 0 Funding Sources: Court Fines 100.0% $224,521 3. Physicians Description: Payments to physicians for emergency services provided to indigents. Physicians Summary Service: Discretionary Level of Service: Mandatory Expenditures: $776,767 Financing: 776,767 Net Fund Cost: 0 Funding Sources: Court Fines 100.0% $776,767 4. Hospitals Description: Payments to hospitals for emergency room care provided to indigents. Hospitals Summary Service: Discretionary Level of Service: Mandatory Expenditures: $330,178 Financing: 330,178 Net Fund Cost: 0 Funding Sources: Court Fines 100.0% $330,178 5. Pediatric Trauma Centers (Richie’s Fund) Description: Reimbursement to physicians and hospitals for uncompensated services provided at pediatric trauma centers. Pediatric Trauma Centers Summary Service: Discretionary Level of Service: Mandatory Expenditures: $65,121 Financing: 65,121 Net Fund Cost: 0 Funding Sources: Court Fines 100.0% $65,121 Health Services Health and Human Services County of Contra Costa FY 2019-2020 Recommended Budget 327 Ambulance Service Area- Measure H (Administered by the Health Services Department and included here for informational purposes. The cost center is part of the Special District Budget.) Ambulance Service Area EMA (Zones A and B) 2017-18 Actuals 2017-18 Budget 2018-19 Baseline 2018-19 Recommended Change Expense Salaries And Benefits 1,390,750 1,678,659 1,827,592 1,827,592 0 Services And Supplies 1,209,539 6,086,016 1,601,852 1,601,852 0 Other Charges 2,073,471 2,107,033 2,104,723 2,104,723 0 Expense Total 4,673,760 9,871,708 5,534,167 5,534,167 0 Revenue Other Local Revenue 4,862,108 5,199,913 5,534,167 5,534,167 0 Revenue Total 4,862,108 5,199,913 5,534,167 5,534,167 0 Net Fund Cost (NFC): (188,348) 4,671,795 0 0 0 Allocated Positions (FTE) 9.0 9.0 9.0 9.0 0.0 Financial Indicators Salaries as % of Total Exp 30% 17% 33% 33% % Change in Total Exp 111% (44%) 0% % Change in Total Rev 7% 6% 0% % Change in NFC (2,580%) (100%) 0% Compensation Information Permanent Salaries 927,648 860,821 1,248,708 1,248,708 0 Temporary Salaries 9,562 0 0 0 0 Deferred Comp 11,218 17,213 13,183 13,183 0 FICA/Medicare 70,140 120,902 68,957 68,957 0 Ret Exp-Pre 97 Retirees 2,611 4,777 1,196 1,196 0 Retirement Expense 252,919 454,590 365,746 365,746 0 Employee Group Insurance 89,728 158,741 98,366 98,366 0 Unemployment Insurance 2,087 3,612 2,029 2,029 0 Workers Comp Insurance 24,836 58,002 29,408 29,408 0 Description: This funding supports equipment, training, communications and technologies that save lives and reduces complications associated with medical emergencies in compliance under Title 22 for medical and quality oversight of high performance Emergency Medical Services (EMS) Systems. This includes funding for emergency medical dispatch, public safety and fire first responder and paramedic service, prehospital equipment and technology; EMS disaster and mass casualty communications; pre-hospital electronic records; and Public Access Defibrillation. Health Services Health and Human Services 328 County of Contra Costa FY 2019-2020 Recommended Budget The Health Services EMS Division acts to assure compliance with all California State EMS Authority statutory mandates including but not limited to pre-hospital continuing education, EMT certification and paramedic accreditation, pre-hospital training and the administrative and levy collection costs associated with Measure H parcel levies collected with property taxes. Impact: The recommended budget reflects costs of maintaining EMS System services at a level to comply with Federal and California State EMS Authority regulatory requirements. 1. Zone A Description: Includes support for enhancements in first responder service, equipment and technology; EMS and disaster communications; community CPR and Public Access Defibrillation; specified positions in the Health Services EMS Division to provide program coordination, training, and medical oversight; cardiac arrest, STEMI, stroke, EMS for Children, and Trauma Programs; and administrative and levy collection costs. The geographic area encompasses the territory of the San Ramon Valley Fire Protection District (San Ramon, Danville, and surrounding unincorporated areas). Zone A Summary Service: Discretionary Level of Service: Mandatory Expenditures: $234,227 Financing: 234,227 Net Fund Cost: 0 Funding Sources: Measure H 100.0% $234,227 2. Zone B Description: Includes support for enhancements in first responder and paramedic service, equipment and technology; EMS and disaster communications; community CPR and Public Access Defibrillation; specified positions in the Health Services EMS Division to provide program coordination, training, and medical oversight; cardiac arrest, STEMI, stroke, EMS for Children, and Trauma Programs; and administrative and levy collection costs. Funded by Measure H parcel levies collected with the property taxes. The geographic area encompasses all of the remaining incorporated and unincorporated territory of the County not included in Zone A. Zone B Summary Service: Discretionary Level of Service: Mandatory Expenditures: $5,299,940 Financing: 5,299,940 Net Fund Cost: 0 Funding Sources: Measure H 100.0% $5,299,940 FTE: 9.0 Health Services Health and Human Services County of Contra Costa FY 2019-2020 Recommended Budget 329 West Contra Costa Healthcare District (Administered by the Health Services Department and included here for informational purposes. The cost center is part of the Special District Budget.) These funds are not included in the Overview, Summary, and Mandatory / Discretionary data. West Contra Costa Healthcare District 2017-18 Actuals 2018-19 Budget 2019-20 Baseline 2019-20 Recommended Change Expense Services And Supplies 0 0 1,665,040 1,665,040 0 Other Charges 0 0 8,176,348 8,176,348 0 Expense Total 0 0 9,841,388 9,841,388 0 Revenue Other Local Revenue 0 0 9,841,388 9,841,388 0 Revenue Total 0 0 9,841,388 9,841,388 0 Net Fund Cost (NFC): 0 0 0 0 0 Financial Indicators Salaries as % of Total Exp % Change in Total Exp 0% 0% % Change in Total Rev 0% 0% % Change in NFC 0% 0% Description: The West Contra Costa Healthcare District struggled financially for decades, experiencing increasing costs, declining reimbursements, and growing service demand from uninsured and underinsured populations. After emerging from bankruptcy in 2006, the District fell deeper into debt. In 2015, the District closed its hospital, Doctors Medical Center. In October 2016, the District again filed for Chapter 9 bankruptcy. The Bankruptcy court approved the District’s Plan of Adjustment on January 2, 2018, allowing the District to repay certain creditors over a series of years. To minimize the District’s operating cost under the bankruptcy plan, the District needed to transition to an appointed board of directors. California Senate Bill 522 dissolved the District’s existing board and the County Board of Supervisors became the District’s governing board effective January 1, 2019. The fiscal year 2019-20 budget includes $900,000 in funding for West County community based healthcare programs. West Contra Costa Healthcare District Service: Discretionary Level of Service: Discretionary Expenditures: $9,841,388 Financing: 9,841,388 Net Fund Cost: 0 Funding Sources: Local 100% $9,841,388 Health Services Health and Human Services 330 County of Contra Costa FY 2019-2020 Recommended Budget CAO’s Recommendation The 2019-20 recommended budget funds the Health Department’s General Fund programs at the baseline level and includes a net County cost of $134,636,000. The recommended budget includes a total General Fund allocation increase of approximately $37 million, as compared to last year’s recommended budget. The County cost includes General Fund subsidies, totaling $60,345,000, to Contra Costa Regional Medical Center and Ambulatory Centers and Contra Costa Community Health Plan Fund III. The General Fund subsidy to the later enterprise fund is budgeted at $3,736,288 for IHSS providers’ medical and $250,000 for the County’s contribution to Contra Costa CARES and these amounts are the same as prior years.   Expenditures department-wide increased by $46 million, compared to the FY 2018-19 adjusted budget, of which $14 million is primarily due to negotiated salary and benefit cost increases. The recommended budget includes a 3% cost of doing business adjustment for the Mental Health Community Based Organization contractors providing adult, child and Mental Health Services Act services. The FY 2019-20 budget assumes a department- wide net revenue change of $9 million compared to FY 2018-19 adjusted. Hospital and clinics’ revenues are expected to increase by $43 million and general fund programs by $30 million. The recommendation includes $98 million in revenues for the Medi-Cal 2020 Waiver and the Department expects to meet the healthcare and community health obligations of this comprehensive waiver program. A reduction to Contra Costa Health Plan’s Enterprise Fund II revenues is anticipated and Medi-Cal enrollment is budgeted with a 2.1% decrease. While the recommended budget maintains the Department’s General Fund programs at the current level of service for FY 2019/20, it will be impossible to maintain or increase this level of subsidy to the Health Department for FY 2020- 21 or beyond. Without increased revenues some programs will have to be reduced or eliminated. 2018-19 Performance Measurement The following outcomes represent a mid-year report of the progress made toward reaching the goals identified in the 2018-19 budget. Hospital and Ambulatory Care Centers Goal: Development and tracking of quality and safety measures as outlined in PRIME, regulatory measures and accreditation requirements. Outcome: Over 200 quality and safety measures are tracked and reported annually to ensure best practices and quality benchmarks are met. The hospital continues to be fully accredited under the Joint Commission Hospital Accreditation program and was relicensed by CDPH as a general acute care facility. CCRMC’s laboratory was fully accredited by Joint Commission as well. Goal: Meet or exceed California Federal Medicaid requirements for PRIME which will improve the health of the population, the patient experience and customer satisfaction, and reduce per capita costs. Outcome: Successful in meeting all pay for performance metrics for PRIME in FY 2017-18, except one. Over performance on other metrics will allow recouping lost funds for the measure. Steps have been taken to ensure we meet all metrics for FY 2018-19. DHCS recognized our PRIME work for FY 2017-18 for meeting the most targets, closing the most gaps and for the integration of our primary care and behavioral health electronic health records. Goal: Initiation of specialty care redesign to improve access for patients and meet benchmark and outcome metrics consistent with PRIME Medicaid waiver. Outcome: eConsult, the online triage and consultation tool, was implemented for every specialty. Primary care providers receive specialist advice electronically in lieu of a face- to-face visit. Optimal workflows on the tools were created and progress has been made on specialty referral reviews. As of the end of Health Services Health and Human Services County of Contra Costa FY 2019-2020 Recommended Budget 331 2018, provider reviewers have acted on 77% of specialty referrals within five days of receipt. Goal: Integration of Behavioral Health and Primary Care. This will improve physical and behavioral health outcomes, care delivery efficiency, and patient experience by establishing or expanding fully integrated care, culturally and linguistically appropriate teams – with expertise in primary care, substance use disorder conditions and mental health conditions. Outcome: Contra Costa’s Wellbeing Screen was successfully pushed to all 11 health centers. This allows reliable screening and diagnosis of individuals for mental health conditions and substance abuse and connects them to appropriate services. Data gleaned from the Wellbeing Screen has assisted with facilitating best practices conversations, patient follow-up care and referrals, and resource allocation of staff across the health centers. The integration of our electronic health record with our Behavioral Health division will continue to improve care coordination for behavioral health patients. Goal: Redesign of Ambulatory Care. Primary Care patients will experience timely access to high quality, efficient, and equitable primary care, designed to work collaboratively with patients and other care providers in achieving and maintaining optimal patient health, and avoiding unplanned interventions. Outcome: We continue to improve the design of our Patient-Centered Health Home model. Health Focused Clinics (HFCs), designed to address uncontrolled hypertension and diabetes, were launched. Culturally concordant staff conducted outreach to patients assigned to HFCs to ensure the most vulnerable access services regularly. Gender clinics access has increased to better serve that population. After successful implementation of sexual orientation and gender identity (SOGI) questionnaires in both English and Spanish, 51,000 questionnaires were collected, a 99.8% collection rate. Goal: Focus on care transitions, integration of post-acute care. To ensure the coordination and continuity of health care as high-risk patients, with chronic health conditions, behavioral health conditions and/or housing instability, move from the hospital to the ambulatory care setting. Outcome: To better address post-discharge coordination of care, automated post-discharge phone calls were launched. Responses are directed immediately to appropriate nurse or pharmacy staff for follow-up. Efforts to ensure patients fully understand their discharge instructions include bedside physician discharge instruction review and patient/nurse teach-back on medication instructions. State Bill 1152 requirements regarding discharge plans for our homeless patients have been addressed to ensure clothing, housing, transportation, medication and other patient needs are met before discharge. Goal: Complex care management for high-risk medical populations. To implement, and/or improve upon, a complex care management model for targeted high-risk patient populations, that facilitates the appropriate coordinated delivery of health care services, and is better able to meet the patient’s needs and preferences and improves patients’ health outcomes. Outcome: Collaboration between the Whole Person Care (WPC) project team in Public Health, part of the Medi-Cal 1115 waiver, and the PRIME team resulted in greater care coordination for both populations. Approximately 37% of PRIME complex care patients are eligible for both programs and roughly 25% have been enrolled in this program. We leveraged our electronic health record (EHR) system for shared documentation between the PRIME 2.3 and WPC teams to improve care coordination. The result is reduced ambulatory sensitive admissions, or admissions that could have been avoided by providing care in an outpatient setting. Health Services Health and Human Services 332 County of Contra Costa FY 2019-2020 Recommended Budget Contra Costa Health Plan Goal: The Contra Costa Health Plan (CCHP) Pharmacy Unit will collaborate with the medical director to meet with major clinical partners in the Community Provider Network (CPN) and Contra Costa Regional Medical Center (CCRMC) providers, community-based network providers, local and regional pain specialists, regional safe prescribing coalitions, public health, and others to expand upon the established opiate program. Expansion of the opiate program will include convening a focused pharmacy and therapeutics committee meeting dedicated to discussing pain management objectives and establishing utilization controls regarding quantity limits for initial fills of immediate release opiates, establishing a methodology to spot members above an established morphine milligram equivalent (MME) dose, and placing limits on opiate/benzodiazepine co-prescribing. Outcome: The Pharmacy Unit excelled in this goal by hosting several opiate conferences throughout the County. As planned, key elements of the CCHP opiate program were actively implemented during FY 2018-19. To date, CCHP has implemented 3 out of the 4 elements, including the inception of a benzo/opiate provider notification program, implementation of a 120 mg MME limitation for all opiate prescriptions, and complete removal of Soma from the CCHP formulary. The 4th and final element of the CCHP opiate program will be implemented on 04/01/2019 and will be a 7- day limit on all new prescriptions for immediate release opiates for opiate naïve members. Preliminary data shows positive results thus far: since the inception of the CCHP opiate program (March 2018) benzo/opiate co-prescribing has decreased more than 20% for CCHP members, and more than 40% of all CCHP members taking opiate doses over 120 mg MME are actively tapering. This goal will be modified and continued for FY 2019-20. Goal: CCHP’s Authorization Unit will continue to reduce referral turnaround time for the Community Network Providers (CPN) to less than five days. Outcome: The Authorization Unit this year had high staff turnover rates and a major change in leadership. We started a process to automate this function to meet the time line. The team will continue to work and use automation to meet this goal. Goal: CCHP’s low to moderate mental health benefit will include additional mentoring and assisting the Behavioral Health Division to meet the Department of Health Care Services (DHCS) delegation requirements. Outcome: CCHP’s leadership team continued to meet with the Behavioral Health staff via bi- monthly and quarterly meetings. We will continue to work collaboratively interdepartmentally. Goal: Develop and implement an educational program for the case managers to increase and enhance their knowledge and documentation skills to meet new National Committee for Quality Assurance (NCQA) best practice guidelines and develop and implement a standardized revised orientation process for new hires during the fiscal year. Outcome: All the policies within the Care Management Department were revised to include the training procedures. A new onboarding process was revised to meet the NCQA guidelines. Goal: Home and community-based services will implement and operate the new Palliative Care Benefit with contracted palliative care providers and the Contra Costa Regional Health Center outpatient palliative care clinic. Outcome: The new Palliative Care Benefit was rolled out to our members and we designed a provider network to service those members with chronic health conditions. We met this goal by 100% with both the network in place and communicating to our providers for referrals. Goal: Case Management will operationalize the new expanded Health Information and Risk Assessment process for all Medi-Cal enrollees. Outcome: We revised the new Health Risk Assessment and included the Long-Term Services questions along with adding questions to address the Social Determinants of Health. Health Services Health and Human Services County of Contra Costa FY 2019-2020 Recommended Budget 333 Our management of the program exceeded our goals because we added an interactive voice recognition program called Eliza. In 2018 we increased our outreach efforts by over 500%. Goal: CCHP is building a new Population Health Management program, according to National Committee for Quality Assurance standards to provide better health for the members and lower costs for the Health Plan. This will be accomplished by analyzing our membership and determining interventions to provide in four areas: Keeping members healthy. Addressing members with emerging risk in order to lessen future disease burden. Improving member safety, including during transitions of care. Managing multiple chronic illnesses. Interventions with clinical leaders in the Contra Costa Regional Medical Center and Community Provider Network should begin no later than July 1, 2018. The program will be evaluated by measures of clinical outcomes, cost/utilization, and member experience, and will be refined annually. Outcome: Program launched in 2018 in the four areas specified by NCQA. Interventions/programs to address each area are listed below: Keeping members healthy: o Happy Birthday Prevention Letter - Adults o Happy Birthday Prevention Letter - Adolescents Addressing members with emerging risk in order to lessen future disease burden: o Asthma Medication Management with PerformRx o Pediatric Asthma Home Visiting Pilot- West County o Uncontrolled and Out of Care Diabetes Program Improving member safety, including during transitions of care: o Co-prescribing Opiate and Benzodiazepine Pharmacy Management o Chronic Pain Pharmacy Monitoring Program Managing multiple chronic illnesses: o CCHP Case Management o Community Connect Case Management Goal: CCHP Quality Unit will improve the rate of hypertension control in African American members with a performance improvement project following the Department of Health Care Services (DHCS) mandated methodology and in collaboration with the Contra Costa Regional Medical Center and Public Health. Outcome: Project delayed due to lack of staff to conduct intervention. Project is set to begin in January 2019 now that we have hired an intern to call our targeted members with hypertension. Goal: CCHP Quality Unit will increase the rate of nephropathy screening or treatment for diabetics with a performance improvement project following the Department of Health Care Services (DHCS) mandated methodology. Outcome: Project delayed as the first intervention we pursued as a partnership with BioIQ was abandoned. After many months of negotiating and project planning to offer home screening for nephropathy, the contract negotiation stalled. New intervention is planned which requires a new report from Business Intelligence. Once the new report is completed the project will launch, likely in February 2019. Goal: Implement a daily audit workflow that measures the productivity of each claims examiner based on an average of 85,000 claims monthly. Outcome: The auditing process was revised. We added a .5% to each of the claims examiner’s workload, and developed training based on any trends identified. We added an Auditor from the Analysis & Reporting Unit to assist the Claims Supervisor with this task. Health Services Health and Human Services 334 County of Contra Costa FY 2019-2020 Recommended Budget Goal: Develop production standards and measures to prepare for timeliness and accuracy standards for claims examiners. Outcome: This goal was exceeded. For several months we had a 100% timeliness for claims before they reached day 61 that would have started interest payments. The staff was recognized for this outstanding accomplishment. Goal: Engage in provider joint operations meetings to provide feedback on top claim errors to ensure clean claim rates are high, and education on how to submit claims that must have prior authorization or are in need of a medical review. Outcome: CCHP’s Claims & Utilization Management teams, under the leadership of the COO, performed trainings with the high volume providers: Apria, AMR, Sutter and John Muir. We will continue to track high providers with claims denials and provide training. Goal: Implement a CCHP oversight process for provider appeals and payment disputes to ensure we meet the required 15-day response time period. On a quarterly basis, measure our results in meeting the 15-day time period. Outcome: We changed our Claims Payment Dispute letter that outlines the work flow process for appeals. Additionally, we moved the oversight process to the COO to send letters emphasizing our policies and procedures. We did notice a downward trend in the Sutter appeals now that they understand the policies. Goal: Decrease the provider appeals and payment disputes by 3%. Design and share quarterly metrics with providers that have high appeals or payment dispute inquiries. Target these providers for education. Outcome: Our training with Sutter and Apria I teams helped us to successfully meet this goal and train them on our policies for submitting appeals and payment disputes within the timeframes according to our policies and procedures. Goal: Ensure that provider appeals are captured in the utilization management workflow and provider payment disputes are captured in the claims management workflows. Outcome: Joint trainings were performed with both the claims examiners and Hospice and Palliative Accrual for Recertification (HPAR) teams to show the end to end workflow process where the two departments interface on the appeals and payment disputes process. Goal: Implement a technological solution for reducing the volume of rejected encounters due to incorrect/missing National Provider Identifier (NPI) numbers to ensure that claims are paid timely to meet 95% criteria or higher. Outcome: We explored the possibility of adding another vendor to purchase software to perform this action. However, within IT a similar process exists. We want to continue to explore this change after the Epic system upgrade in 2019. Goal: Develop medical information reports for network providers that identify members that have not received annual appointments to ensure preventive care measures are taken by a visit to their physician. Post quarterly reports to give primary care providers feedback on their members who have not received annual health care. Outcome: We provided these reports to the larger CPN Federally Qualified Health Centers (FQHCs) for LifeLong and La Clínica. We want to continue this goal and discuss these reports at the quarterly meetings with the CPN providers. This will work with the goal in 2019 to help keep members out of the emergency room and obtain care from their primary care providers. Goal: Regarding the screening and enrollment of network providers, the Department of Managed Health Care’s (DHCS) All Plan Letter (APL) 17-019 mandates that Managed Care Plans (MCPs) “CCHP” network providers must enroll in the Medi-Cal program either via DHCS or via CCHP’s internal process that meets APL 17-019 requirements. CCHP has approximately 1,380 providers that need to be screened and enrolled via DHCS or CCHP. CCHP will notify these providers in Health Services Health and Human Services County of Contra Costa FY 2019-2020 Recommended Budget 335 January of their options and send applications to those who choose to enroll through CCHP. Follow-up will occur to make sure each current and future provider enrolls via DHCS or CCHP. Outcome: CCHP is 100%, CCRMC is 100%, and Contra Costa Mental Health (CCMH) is 94%. We will continue in 2019 to bring CCMH to 100%. Mental Health Goal: The use of Evidence Based Practices (EBPs) in the Adult System of Care. Behavioral Health plans to continue implementation of EBPs, Cognitive Behavioral Social Skills Training (CBSST) and Cognitive Behavioral Therapy for Psychosis (CBTp). A monthly EBP/Outcomes workgroup meets to monitor system wide implementation and the use of outcome measures to support implementation. Monthly consultation for providers with the trainers will continue. Behavioral Health plans to have “refresher” trainings in CBSST and CBTp as well as trainings for new staff. EBP team leaders will be identified in Adult programs. The goal here is to develop “train the trainer” capacity and maintain a community of practice that supports professional growth and development and provides quality on-going training in best practices. Outcome: Goals partially met. EBP Team Leaders have been identified in adult regional clinics, Older Adult services, and Forensics services. EBP Team Leaders provide on-going consultation and support to staff using EBPs as well as monitor the use of outcome measures. EBP Team Leaders have not developed “train the trainer” capacity but are working on building a community of practice supporting professional growth and development. Goal: Implement system-wide outcome measures, the Patient Health Questionnaire (PHQ9) and Generalized Anxiety Disorder (GAD7). A current pilot at East County Adult and Discovery House will provide valuable learning as to viability of these instruments and subsequent implementation system-wide throughout the adult system of care. The goal will be to implement by the end of 2018 throughout the entire adult system. Also, we will be implementing two specific outcome measures as part of our EBP implementation: the Independent Living Skills Survey-ILSS for consumers participating in CBSST groups and the Recovery Assessment Scale-RAS for consumers receiving CBTp. Outcome: Goals met. Outcome measures are being implemented system wide. These include: PHQ9, GAD7, ILSS, and the RAS. Goal: Expand services for Behavioral Health consumers with criminal justice involvement. The Forensic Mental Health Services will be implementing two new programs in 2018: the Mobile Crisis Intervention Team and CoCo Lead Plus, Proposition 47. The goal will be to develop and implement these programs to provide deeply needed services to BH consumers. Outcome: Goals met. Both CoCo LEAD Plus and the Mobile Crisis Response Team went live in July 2018. Goal: Implement Suicide Prevention Treatment County-wide in all three regional adult clinics to decrease the use of crisis services, decrease suicide attempts and decrease suicide. Outcome: Goal met. A clinician has been identified to provide short term therapeutic support to clients in the Adult regional clinics who are struggling with suicidal depression. Goal: Coordinating levels of care. An integrated behavioral health system supports consumers to navigate through higher and lower levels of care as their needs change over time. Mental health and substance use disorder staff are working to increase coordination of care in the adult system, in particular, coordinating levels of care. The Adult system will continue to convene “coordinating levels of care” – CLOC - workgroup to map service levels and identify step down options for clients with improved outcomes. Outcome: Goal partially met. The CLOC workgroup met regularly this year to map, investigate, and identify step down options for Health Services Health and Human Services 336 County of Contra Costa FY 2019-2020 Recommended Budget clients in our housing continuum as well as step down options for clients receiving services in our Adult regional clinics who may be ready to step down out of Behavioral Health to primary care. Goal: Coordination of care between 4C in- patient and system of care. BH continues to improve coordination of care for consumers discharging from CCRMC’s 4C/inpatient unit and linking them as smoothly as possible with vital services in the community. BH hosts a weekly multi-disciplinary Bed Review committee which reviews consumers who have been hospitalized to develop discharge plans to community resources. BH also meets for “mini Bed Review” later that same week on the 4C-inpatient unit to help support discharge plans for clients admitted after the large Bed Review meeting. The goal is to improve and support linkage to vital services in the community. Outcome: Goal fully met. Goal: Coordination of Care between Adult System of Care and long term residential care facilities. When long term psychiatric care is needed, our consumers have access to these vital services. When treatment is successfully completed and consumers are ready to return to the community, careful planning and coordination is needed to assure as smooth a transition to services in the community. This includes the appropriate residential level of care, as well as mental health services, and vocational supports. Outcome: Goal fully met. Goal: The Transition Team provides short-term intensive case management services to individuals needing extra support and linkages to multiple services. The goal with the Transition Team is to continue to coordinate and provide innovative care for these consumers as they make contact with many service entry points. Outcome: Goal fully met. Goal: Increase bed capacity for older adult mental health consumers. The Adult system of care has experienced a marked increase in Older Adult MH consumers needing augmented housing that also provides special supports for activities of daily living (ADLs) and medical care. We would like to increase our bed capacity for these Older Adult consumers. This will decrease long wait lists for much needed services and assure that our consumers are getting linked to appropriate levels of care. Outcome: Goal fully met. Goal: Trauma informed system of care training. Conduct division-wide trainings in "Trauma 101: the basics of trauma and stress, and their impact on health and wellbeing". Trauma impacts all of us. Research reveals a correlation between trauma and increased health risks. It is a growing public health concern. Increased awareness of the processes of trauma and how we can manage stress in the workforce will hopefully increase overall work satisfaction and, thus, increase overall service delivery to consumers. A trauma informed system is a compassionate system that is responsive to all its members and supports mental health and wellbeing. Outcome: Goal partially met. Training BH staff in Trauma 101 began. Approximately 50% of BH staff remain to be trained. Goal: Implement the Innovative Project, Cognitive Behavioral Social Skills Training (CBSST). This project will establish a clinical team to deliver CBSST to mental health consumers residing in augmented board and care facilities. Outcome: Goal partially met. A CBSST team was hired. Team remains to be trained in CBSST. CBSST training in January 2019 will support this project. Goal: Implement the Innovative Project, Center for Recovery and Empowerment (CORE). This project will establish a community based program of intensive clinical intervention for youth experiencing both mental health issues and substance use disorders. Outcome: In FY 2018-19 the CORE Project was initiated, with its clinic site established in Richmond, the multi-disciplinary team hired and trained, and clients being served. Health Services Health and Human Services County of Contra Costa FY 2019-2020 Recommended Budget 337 Goal: Implement a County-operated Loan Repayment Program that will address identified workforce staffing shortages in psychiatry. Outcome: In FY 2018-19 the Loan Repayment Program was launched, with 11 total contracts initiated and four agreements completed with subsequent payments to student loan lenders. Goal: Implement a Volunteer Family Support Network Program that will provide support to family members and loved ones of consumers of Contra Costa Behavioral Health Services (CCBHS). Outcome: Through a competitive bid process NAMI-Contra Costa contracted with CCBHS to establish a Family Support Volunteer Network. In FY 2018-19 all staff were hired and trained, and two classes completed that have trained 44 volunteers to provide support to family members of persons experiencing mental health issues. Goal: Improve timely access to care to network providers for outpatient mental health services, and reduce barriers to accessing care (continue to monitor/strive for low abandoned calls rates on Access Line, continue outreach follow up calls to ensure connection to provider, address barriers with providers. Outcome: Outcome Data for 07/01/18- 01/04/19: Average number of business days from request of service to appointment offered: 10 days (state requirement -- 10 days). We currently do not have data on the percentage of patients who meet the 10 days requirement, but it is low, despite the average being 10 days. Percentage of patients with a referral following receipt of a verbal referral (those who received an appointment): 58% Percentage of patients who showed up to their appointment/claim received from provider: around 51% (data is 52% for July and decreases each month closer to current due to claim delays). Patient reported barriers to accessing care: #1 reason -- left message with provider but never heard back. #2 reason -- had not followed up with referrals yet. For comparison: 07/01/17-06/30/18: Average number of business days from request of service to appointment offered: 8 days Percentage of patients with a referral following receipt of a verbal referral (those who received an appointment): 63% Percentage of patients who showed up to their appointment/claim received from provider: 52% Conclusion: The goal remains relevant, as timely access to services/barriers to accessing care continues to be a challenge due to capacity limitations on the network. We hope that by increasing the provider rates in 2019-20, we will increase capacity, thereby increasing the percentage of patients who receive timely access to care. Goal: Improve timely access to care for Substance Use Services (increase SUD calls handled on Access Line). Outcome: Based on data collected through Tapestry in 2018-19 and reports provided by the External Quality Review Organization (EQRO), the Access Line will establish timeliness benchmark measures in 2019-20 for improved access. Alcohol and Other Drugs (AOD) Goal: Complete the County’s SUD Prevention Strategic Plan for the period 2018-2023 by May 2018. Outcome: This goal was accomplished. The new County Prevention Strategic Plan was approved by the Department of Health Care Services (DHCS) in June 2018. The new Strategic Plan which includes a highly robust needs assessment and logic models will cover the FY2018-2023 period. During the next five years, AOD prevention programs will address the following three goals: 1) Reduce Underage Drinking, 2) Reduce Youth Marijuana Use and 3) Reduce Prescription Drug Abuse and Misuse. Goal: In partnership with other Divisions, develop a response to the opioid epidemic in Contra Costa County. Health Services Health and Human Services 338 County of Contra Costa FY 2019-2020 Recommended Budget Outcome: This goal has been partially met and will continue until such point that opioid related issues/risks are completely eliminated in our County. In 2018, we officially included the reduction of prescription drug abuse and misuse in our Prevention Strategic Plan. In FY18-19, we supported the MEDS coalition “A Dose of Awareness” event, participated in various health fairs and developed educational material aimed at raising awareness about the Opioid Epidemic. In March, we joined prevention Stakeholders to proclaim March as Prescription Drug Awareness Prevention Month. Later in the year, in partnership with CCTV, we supported the AOD Advisory Board in the development of a television program which presents the different aspects of the Opioid Epidemic in Contra Costa including available resources. With technical support from our Communications DoIT Department, AODS prevention staff developed an Interactive Opioid Story Map currently posted in our homepage that highlights all the efforts and resources that are available in Contra Costa to address the opioid epidemic. Finally, the development of an integrated Health Services Department response to the Opioid Epidemic blue print is close to completion. AODS also applied for one-time only funding from DHCS for the expansion of Medication Assisted Treatment (MAT) in the jails. The grant has allowed staff to become part of a State collaborative, certify nurses in the jail in addiction medicine, and train staff regarding substance use disorders. Through this small grant, Contra Costa has obtained additional Naloxone spray which has been distributed in the community. Towards the end of the year, an additional Suboxone training targeted psychiatrists in the mental health clinics to help them become MAT providers. A subsequent training for psychiatrists focused on the use and distribution of naloxone. Goal: Continue efforts to support successful implementation of the Organized Delivery System (ODS) Drug Medi-Cal (DMC) Waiver. Outcome: Partially met. FY18-19 was the second year of the Waiver, this goal will continue through the end of the 2020 Waiver. A successful implementation in Contra Costa, could potentially guarantee its renewal. In 2018, we issued a request for proposal to increase services for medically managed/monitored residential services. In March, Contra Costa completed the first Network Adequacy Certification Tool (NACT) of the DMC-ODS plan with a minor deficiency. Last August, AODS had it first External Quality Review Organization (EQRO). Overall, we received excellent feedback regarding the DMC-ODS plan. Nonetheless, the EQRO final report outlines 3 specific recommendations, one of which we have started to address. Through the additional one-time Substance Abuse Block Grant (SABG) received last April, AODS invested in training resources, technology support, and added funding to all AODS providers contracts to include a COLA increase. Additionally with assistance from our DoIT department a Bed App was created to streamline the reporting process of bed capacity in the system thereby eliminating several steps and efficiently managing SUD treatment capacity. In terms of new services, we added Withdrawal Management services through Helen Vine located in Marin County, and successfully advocated for restoring much needed services in West County through the Richmond Planning Commission. In 2017, the Behavioral Health Access Line integrated mental health and substance use disorders. Data reported by the substance abuse counselors at the Behavioral Health Access Line indicate that in FY17-18 there were 22,146 incoming calls for SUD services or 1,845 calls per month. Conversely, from July through December 2018 there were 11,977 incoming calls or 2,395 incoming calls per month reflecting a significant increase as well as an increase in the number of abandoned calls. AOD is still deficient at meeting after hours, weekends and holidays requirements. In July, we successfully increased the residential rates for DMC-ODS providers. DHCS retroactively approved our proposal and the new rates include a 3% COLA for 3 years. Goal: Increase SUD system capacity for services to youth and Spanish speaking clients. Health Services Health and Human Services County of Contra Costa FY 2019-2020 Recommended Budget 339 Outcome: This goal has partially been met. AODS has started a contract with a provider to begin services for youth at Helms Middle School and DeAnza High School in addition to a location in El Cerrito- all in West County. We have approached the Latino Commission to provide residential ASAM Level 3.1 to Spanish speaking women. The Latino Commission is located in San Mateo County, but the contract would include transportation. Outpatient services for Spanish speaking clients are still precarious and we are yet to locate services for youth in Central County. In 2018 we established a contract with Sunny Hills in San Anselmo (Marin County) to provide L3.1. 3.5 residential services for youth. Goal: Implement Electronic Health Records (EHR) in AODS in compliance with the requirements of 42 CFR Part 2. Outcome: This goal has not been met and will be carried forward to next year. Funding resources to resolve technical challenges related to the segmentation of 42CFR Part 2 (protected information in CClink) are yet to be identified. The lack of electronic health records within AOD was the second deficiency identified by EQRO. Goal: Promote the Operation Standards for Recovery Residences also known as Sober Living. Outcome: We ended 2018 with the addition of Recovery Residences via a contract with Support4Recovery. A second contract with Oxford Houses was executed in January 2019. It is expected that clients start stepping down from residential treatment to intensive outpatient and basic outpatient services into recovery residences and continue treatment while living in a drug and alcohol free environment. Recovery Residences help recovering individuals maintain the gains made in treatment and sustain their recovery journey moving into remission. The funding for recovery residences is possible through the ability of counties to free SABG dollars previously dedicated for treatment which is now paid by Medi-Cal. Clients in Outpatient treatment participated. Goal: Develop and submit a grant proposal for the implementation of a Driving Under the Influence (DUI) Court with support from the superior court. Outcome: This goal was not met. While AODS developed the grant proposal, the Superior Court decided to postpone submission and/or implementation. Contra Costa is one of the very few counties that does not have a drug court but AODS is committed to the implementation of best practices that offer opportunities for SUD treatment in lieu of incarceration or punishment. Health Housing and Homeless Programs Housing and Services Goal: Secure a suitable site to build 50 units of micro-housing and services for single adults experiencing homelessness and utilizing multiple programs at high rates within our healthcare system. Outcome: The Health Housing and Homeless Program (H3) has identified a suitable site for construction of the 50-unit building. Federal funding has been secured to ensure the ongoing operations and supportive services necessary for the project. Goal: Increase outreach and engagement efforts through the expansion of Coordinated Outreach Referral and Engagement (CORE) outreach teams. Outcome: In FY 2018-19, CORE Outreach grew to 9 teams, which includes new partnerships with Bay Area Rapid Transit (BART), and the cities of Richmond and San Pablo. Goal: Add a Coordinated Assessment Resource (CARE) center in East Contra Costa County to increase homeless services in that area. Outcome: H3 continues to work with the City of Antioch to identify land or vacant buildings that may be appropriate for CARE Center services. Health Services Health and Human Services 340 County of Contra Costa FY 2019-2020 Recommended Budget Goal: Launch a marketing and fundraising campaign targeting individual and corporate donations to create a flexible pool of funding (Housing Security Fund) that can support persons experiencing homelessness regain housing throughout Contra Costa County. Outcome: Fundraising efforts have yielded some success as the Housing Security Funds has received investments from the County Probation Department, multiple cities, as well as a State grant that will contribute to the flexible housing pool. Data/Evaluation Goal: Conduct a comprehensive, first-year evaluation of the Coordinated Entry system. Outcome: H3 completed and published the first-year evaluation of the Coordinated Entry System. Goal: Develop Coordinated Entry system-wide metrics. Outcome: Beginning February 2019, H3, in collaboration with community service providers will engage in a community process to develop standardized metrics across the coordinated entry system to measure impact of programs and services. Policy/Planning/Systems Development Goal: Conduct a homeless Point in Time count (homeless census) to enumerate the number of men, women, and children living outside in encampment or in shelters and other temporary housing. Outcome: H3 conducted a county-wide Point- in-Time (PIT) Count of homeless individuals, January 26, 2019 and will conduct its next count on January 29, 2020. And, for the first time, a youth count was conducted in August 2018 to document the number of youth experiencing housing insecurity in the community. Goal: By 2019 implement Phase III of the Coordinated Entry system that includes system- wide coordinated assessment and assignment of emergency shelter and transitional housing for individuals experiencing homelessness. Outcome: Beginning May 2019, H3 and community-based homeless service providers will engage in a community process to design and implement a centralized shelter placement process. Goal: Continue long-range planning efforts for the development of permanent supportive housing units located on the former Concord Naval Weapons Station (CNWS) base. Outcome: H3 continues to participate and advocate for permanent supportive housing as part of the long-range planning efforts for the CNWS. Two meetings have been held in FY 2018-2019 regarding the development of housing for persons experiencing homelessness on the former base. Public Health Epidemiology Planning and Evaluation Unit Goal: Work collaboratively with each of the three non-profit hospital systems to complete a comprehensive community health assessment by the early spring of 2019. Outcome: In 2019, an outline and timeline for achieving National Public Health Accreditation was developed. Collaborations with the three non-profit hospitals: Kaiser Permanente, John Muir, and Sutter Health is on schedule. The Public Health Division, under the leadership of Family, Maternal & Child Health, hosted a dozen community input sessions to help develop the Needs Assessment. Goal: In partnership with all Divisions of the Health Services Department, the Alameda- Contra Costa Medical Society and local advocacy groups, deliver a Blueprint for addressing the Opioid Epidemic in Contra Costa County. Outcome: The Blueprint for addressing the opioid epidemic is under development and should be completed by the late spring of 2019. Health Services Health and Human Services County of Contra Costa FY 2019-2020 Recommended Budget 341 Communicable Disease Program Goal: Create and disseminate a periodic communicable disease newsletter to community partners. Topics may include local disease data, emerging issues, changes in disease reporting, etc. Outcome: The Communicable Disease (CD) programs have created and disseminated a newsletter to health care partners in the community. Topics include: coccidioidomycosis, enteric illnesses, illness associated with shellfish consumption, travel screening, influenza, West Nile Virus and vaccines. Two issues have been created and are available via email and on cchealth.org. Community partners can also subscribe to the electronic email version via cchealth.org and submit future issue topics via our CD Programs email. Community Wellness and Prevention Program (CWPP) Goal: Tobacco Prevention Project: Provide technical assistance to at least three cities within Contra Costa County to develop and implement community policies aimed at reducing youth tobacco influences and decreasing youth smoking. Outcome: Provided technical assistance to six Contra Costa cities (Richmond, San Pablo, Concord, Oakley, San Ramon, Hercules) to develop and/or implement policies to reduce youth exposure to tobacco influences and secondhand smoke and decrease youth smoking initiation. Goal: Nutrition and Physical Activity Promotion: Work collaboratively with community and local government agencies to improve the nutrition and physical activity environment for SNAP-Ed eligible populations by developing and implementing policy, systems, and environmental changes that make the healthy choice the easy choice. Outcome: The Nutrition & Physical Activity Promotion Program conducted four county-wide “Walk with a Doc” events. “Walk with a Doc” is a project that encourages healthcare providers to identify internal medical screening systems changes to better assess and refer patients to nutrition and physical activity resources within the community. “Walk with a Doc” efforts are a collaboration between CWPP, East Bay Regional Parks, Food is Medicine Collaborative, Healthy Parks Healthy People Partnership and the Health Services Department Champion Providers mentioned above. Goal: Public Health Solutions (PHS) Project: Work collaboratively within the Department, and with students, teachers, and community-based agencies to develop a health career pathway program based on national best practice models. Outcome: Public Health Solutions has continued to collaborate with the Health Services Department, local school districts and community-based organizations to develop a health career pathway program that has resulted in the hiring of the PHS program alumni in one local city government and the CCHS Health, Housing and Homeless Program. Family Maternal & Child Health Program (FMCH) Goal: Work collaboratively with CCHS Facilities Services and the City of San Pablo on the development of a new WIC facility. Outcome: Project completed and the grand opening was on 11/20/18. San Pablo WIC is open and functioning at full capacity. Clinic Services Goal: (1) Maintain enrollment in the Community Connect program at 14,400 Medi-Cal beneficiaries; and (2) expand mobile dental services in Central and East County as new dental vans are equipped and staffed. Outcome: (1) The enrollment goal was met and the dental vans are up and running. AIDS Goal: HIV/STD: Develop and implement a peer-based mentorship and resource navigation Health Services Health and Human Services 342 County of Contra Costa FY 2019-2020 Recommended Budget program for our HIV+ medical case management clients by August 2018. Outcome: The goal was not met due to hiring and other challenges associated with bringing on a Community Health Worker II to implement this program. California Children’s Services Goal: Work collaboratively with Contra Costa Health Plan as youth transition (age) out of CCS and over to commercial health insurance coverage. Outcome: California Children’s Services engaged CCHP Case Management Unit as well as Utilization Review Unit to improve continuity of care for young adults aging out of CCS. Public Administrator Goal: Close 90% of cases within one year after the date of issuance of letters. Outcome: This goal is in progress. We continue to proceed expeditiously with the settlement and distribution of estates within the guidelines set by the Probate Code. To date for FY18/19, we have opened twenty-five cases and closed seven of these cases. For FY 2018-19, we expect to close 90% of cases within one year after the date of taking control of the estate. Goal: In an effort to reduce inappropriate or incomplete referrals, provide at least 3 trainings at hospitals, nursing homes and/or mortuaries educating individuals on when the Public Administrator should be notified and how to submit a complete referral. Outcome: To date, we have provided trainings for 2 local mortuaries and have plans to conduct additional trainings at 2 local hospitals. It is anticipated that this goal will be met by the end of the fiscal year. Goal: Research options and recommend a comprehensive, web-based case management system that will allow the Office of the Public Administrator to manage cases more efficiently. Outcome: This goal is in progress. We have researched options and are participating in a state-wide forum to collaborate with other public administrator offices regarding a web-based case management system in March 2019. It is anticipated that we will have a recommendation by the end of the fiscal year. Goal: Redesign the Public Administrator’s website to provide increased functionality. Outcome: This goal was accomplished. The Public Administrator’s website was redesigned and now includes more details about the services provided by the Public Administrator, answers to frequently asked questions and the option to submit a referral online. Goal: Increase the amount of the Public Administrator’s revolving fund so that the office is able to meet necessary expenses and fees prior to collecting money in an estate. Outcome: This goal is in progress. The revised revolving fund operating procedures are being reviewed. We anticipate that the procedures will be approved and implemented by the end of the fiscal year. Environmental Health Goal: Protect the waterways and groundwater of the County while incorporating new technology and new state requirements. Share draft of On-site Wastewater Treatment System (OWTS) ordinance and regulations with the public, take to the Board of Supervisors for approval and submit to the Regional Water Quality Control Boards. Incorporate new OWTS ordinance and regulations into current work practice including training staff. Outcome: With County Counsel assistance, the OWTS ordinance and regulations were approved by the Board of Supervisors on September 11, 2018 and became effective October 11, 2018. Updated website with new ordinance, regulations and related material. Health Services Health and Human Services County of Contra Costa FY 2019-2020 Recommended Budget 343 Invited cities to adopt or refer to the new county ordinance and regulations. In calendar year 2018, processed, reviewed and inspected the construction of 41 drinking water wells, 19 irrigation wells, 24 piezometers with casings, 13 cathodic protection, three dewatering, and 116 monitoring wells. In calendar year 2018, processed, reviewed and inspected the destruction of soil borings, soil vapor probes, cone penetration test (cpt) and inclinometer boreholes at 649 parcels, and 327 well destructions. In 2018, processed, reviewed and inspected the construction of soil vapor probes, piezometers without casings, inclinometer and cone penetrating test (cpt) boreholes at 39 parcels. In calendar year 2018, approved the plans and oversaw the construction of two conventional OWTS, 13 alternative OWTS, eight alternative system replacement OWTS, 15 septic tank replacements, and 40 septic tank abandonments. Inspected and permitted 63 sewage pumper trucks that work for 12 permitted sewage pumper companies. Investigated 20 sewage leaks from lateral sewer lines and six OWTS reported leaks. Conducted routine inspections of 117 food facilities, seven landscaping and gardening businesses, nine upholstery and carpet businesses, three dog kennels and one horse stable in the unincorporated areas of the County, looking for adequacy of stormwater runoff control Followed up on 68 complaints of stormwater runoff in the unincorporated areas of the County. Goal: Ensure that solid waste is properly treated and disposed. Obtain Board of Supervisor approval for a revised illegal hauler ordinance which is needed to reduce illegal dumping. Implement a permitting program for closed and abandoned landfills, recycling centers, and facilities operating under Enforcement Notification procedures as defined by the state oversight agency. Adjust tonnage fee and permit fees to cover costs of the program. Outcome: Investigated 21 illegal transfer stations. Conducted monthly inspections at the permitted solid waste facilities in the LEA purview: two active landfills, five transfer stations, and one compost facility. In 2018, investigated 138 complaints associated with one of the landfills and 26 complaints associated with the compost facility. Conducted quarterly inspections at the five closed landfills and eight active Enforcement Agency Notification sites in the LEA jurisdiction. Conducted annual inspections at four closed solid waste sites. In 2018, investigated 76 garbage complaints, 94 no garbage service complaints, 64 illegal dumping complaints, and nine animal waste complaints. Conducted 492 routine inspections and 50 re-inspections of waste tire generators. Approved an amendment to the Report of Composting Site Information for our largest permitted composting facility in the County. Reviewed and rejected Acme Landfill’s application for amendment of their Report of Disposal Site Information as incomplete and incorrect. Conducted a 5-year permit review for El Cerrito Recycling. Reviewed application for a registration tier site submitted by Georgia Pacific Gypsum LLC. The LEA ultimately determined that the site should be classified as a Construction, Demolition, & Inert Debris Recycling Center. Reviewed amendments to the Report of Facility Information for the Contra Costa Transfer Processing Station and the permit for the Central Processing Facility. Health Services Health and Human Services 344 County of Contra Costa FY 2019-2020 Recommended Budget Conducted 69 annual inspections of large quantity medical generators. Conducted 311 inspections at small quantity medical waste generators. Goal: Food Program - Improve food safety. Provide consistent and user-friendly information about retail food establishment inspection results. Efficiently process, with primary concern for public safety, new plans for food facilities. Field standardized new food team staff and non-food team staff to incorporate federal food program standardization. Inspect all food facilities one to three times per year based on risk. Obtain Board of Supervisor approval to begin a placard program at all food facilities that reflects a risk-based inspection score. Outcome: Recognized the first round of facilities who received all Green placards for inspections conducted in 2017 and 2018. Provided each facility a special decal for posting, posted the awardees on the website and released a media advisory announcing the awardees. Conducted 5,389 unannounced, routine inspections, 543 re-inspections, 681 re- placard inspections, and 677 complaint inspections of retail fixed food facilities in 2018. Conducted 41 routine food facility inspections at skilled nursing facilities, 20 inspections of hospital kitchens, cafeterias and food stations, and one inspection at a 3- day adult health center kitchen in 2018. Conducted 36 routine inspections at mobile food commissaries. Conducted 339 permitting inspections and 104 routine inspections of mobile food facilities and investigated complaints of 30 unpermitted food vendors in 2018. Conducted 80 inspections of food stands and farmers markets in 2018. Reviewed and approved the plans and inspected the construction of 132 new fixed food facilities and 64 food facility remodel/equipment changes in 2018. Permitted and inspected 17 cottage food operations Class B and registered 52 cottage food operations Class A in 2018. Conducted follow-up action to 47 state notifications of voluntary food recalls affecting 531 food facilities in the County in 2018. Reviewed and approved organizer applications for 398 special events with 2,132 temporary food facilities in 2018. Inspectors conducted inspections at 305 of these special events. Permitted 125 vending machines owned and operated by seven vending companies. (Applies only to those vending machines that sell food that is considered potentially hazardous because if not kept cold or hot it is a good host for the growth of pathogens). Conducted 62 Food Safety Refresher Trainings for food employees of facilities that get two consecutive yellow placards. Training is conducted weekly and additional classes are added as needed. Training is taught in English, Spanish, Chinese, and Vietnamese. And simultaneous interpretation in Thai and Korean was provided when needed. French, Farsi, Japanese, Mongolian, Portuguese, and Tagalog learners are provided the translated PowerPoint presentation and may attend any of the other language classes. Most training sessions were taught to the maximum number of 30 trainees, meaning approximately 1,500 food employees received the training. Conducted 32 compliance conferences. Compliance conferences are being conducted with Consumer Protection managers and operators of food facilities that receive a third consecutive yellow placard during a routine inspection. The outcome of the compliance is a signed agreement outlining measurable steps that Health Services Health and Human Services County of Contra Costa FY 2019-2020 Recommended Budget 345 the food facility operator needs to implement aimed at improved food handling practices. Conducted 17 Administrative Hearings. Administrative Hearings are required when a facility gets four consecutive yellow placards during a routine inspection, may occur as part of a food borne disease outbreak investigation, excessive number of closures, or for some other egregious food safety issue. Hearings can result in suspension or revocation of a permit. Conducted twelve food borne illness outbreak investigations (when a food borne illness from the same facility is reported from two separate households or one case of botulism, Vibrio, or E coli O157). Developed Food Donation web pages within the health services website. Goal: Improve Environmental Health (EH) enforcement outcomes and promote EH services via an effective and comprehensive outreach effort. Carry out all annual activities as defined in the EH Outreach Plan, carry out all one-time activities as defined in the calendar year outreach plan, develop and implement a tracking system of the outreach efforts, review content on website annually to ensure the most up-to-date material and valid links are available. Outcome: Wrote and sent the annual letter to city managers and mayors that focused on the new laws that go into effect in 2019 related to food, the placement of 37 kiosks under the Safe Drug Takeback ordinance, and announcing the Excellence in Food Safety awards that will be announced in early 2019. Pool and spa inspection results and inspection reports are available on the recreational health website. Participated in career fairs at two state universities. Taught food safety to temporary food vendors that sell at the Richmond Flea Market. Taught classes about environmental health and food safety in culinary art classes at two high schools. Provided food safety training at the adult schools in Richmond, Concord, Martinez and Pittsburg. Goal: Collaboration - Improve programs locally via active participation and leadership of environmental health collaborations in venues including the California Conference of Directors of Environmental Health (CCCDEH) regional and policy committees and associated technical advisory committees, roundtables, and workshops bringing local jurisdictions together to create cross collaboration. Outcome: All the managers except one are members of the CCCDEH and participate on policy committees. The Director of EH is currently serving as the president of CCDEH. A manager currently serves on the California Retail Food Safety Coalition. One of our veteran staff is serving on the Bay Area Food Technical Advisory Committee. The manager who started a greater Bay Area roundtable for plan review continues to co-lead this very active group. The Solid Waste Team continues to participate in the CalRecycle Roundtables. A manager and staff participate on the Body Art Technical Advisory Committee. Goal: Increase health and safety for users of pools, including spray grounds and water features. Efficiently process, with primary concern for public safety, new plans for public pools. Train staff on and incorporate new pool operation state regulations contained within Titles 22 and 24. Input routine inspection results into revised report on tablet either in the field or in the office. Health Services Health and Human Services 346 County of Contra Costa FY 2019-2020 Recommended Budget Outcome: Conducted 1,245 routine inspections of seasonal pools/spas, 369 routine inspections of year-round pools/spas, 170 re-inspections, 36 inspections related to complaints, and 199 re-openings of pools/spas closed for major violations in 2018. Reviewed and approved the plans and inspected the construction of thirteen new public pools/spas and 74 pool/spa remodels or equipment changes in 2018. Conducted one Administrative Hearing. Administrative Hearings may occur as part of a recreational health disease outbreak investigation, due to an excessive number of closures, or for some other egregious recreational health safety issue. Hearings can result in suspension or revocation of a permit. Conducted the yearly inspection of two public beaches located in the county: Lake Anza and Contra Loma Regional Park. Conducted one round of sampling of Discovery Bay water in June, and at the Pittsburg Yacht Harbor and Willow Lake in Discovery Bay in July. Issued health warnings for recreational and direct contact with water in Discovery Bay, Willow Lake, and the Pittsburg Yacht Harbor based on the results showing levels of cyanotoxin above state issued health guideline values. Posted no entry notices for humans or pets at Discovery Bay and conducted extensive outreach about the public health concerns. Provided warning signs to the City of Pittsburg. Also responded to 3 complaints of blue green algae in Discovery Bay water in 2018. Pool and spa inspection results and inspection reports are now available on the recreational health website. Closure information is also available at the website. Started a renewed look at identifying and correcting pool enclosures that have direct access from private patios, making sure there is a proper pool enclosure around the entire perimeter. Improved the integration of VGB Law (for entrapment hazards) compliance and equipment documentation with the Plan Review Section. New or remodeled pools will not be given final construction approval until the VGB certification paperwork is submitted. Staff participated in a committee reviewing chlorine release incidents and developing a means to prevent these. Staff responded to a cryptosporidium outbreak associated with a local spray-park and a chlorine gas release at a local swim club. Goal: Increase knowledge of small water system owners/operators about critical issues of regulatory oversight, and increase the number of small water system owners who can provide system information directly to the state through a web interface. Outcome: Conducted 10-year reviews of fourteen systems. Amended permits for 14 small water systems in FY 2017-18. Issued enforcement actions to 19 small water systems which had nitrate exceedance(s) or lead/copper rule violation(s). Conducted 30 sanitary surveys of small water systems in FY 2017-18. Goal: Increase safety for customers of tattoo and body artists. Inspect fixed facilities at a minimum once a year, and if necessary, inspect any temporary events with tattoo and body artists. Actively pursue and bring into compliance any illegally operating body art facilities and artists. Outcome: Twenty-two body art facilities were inspected, and 244 body artist registrations were active in 2018. Processed 13 new body art facility applications in 2018. Health Services Health and Human Services County of Contra Costa FY 2019-2020 Recommended Budget 347 Goal: Increase efficiency of office processes. Continue process of scanning historic documents to move from paper to paperless, move from paper inspection and desktop to tablet based field operations, incorporate web- based payment for services, conduct efficiency studies of work practices especially related to customer service and EH interface with the Finance Division. Outcome: Tablets are used for routine inspection for storm water at food facilities, pool cleaning businesses, upholstery and carpet cleaning businesses, and horse boarding facilities in the unincorporated areas of the County and for all permitted medical waste facilities. Tablets were already used for fixed food facilities, pools and spas, waste tire, and complaint investigations. Electronically generated inspection reports are emailed to the facility owner and auto- archived in the division’s data management software. Hourly billing is automatically invoiced using the program management software. Bar codes are now printed on permits and invoices allowing for automated batch screening. Service request approach now used for plan review of new and remodel body art facilities and blood borne pathogen training approval. Service request approach now used for review of land use and planning documents received from city and county community development departments. Permits to operate are generated by front desk staff at time of payment. Goal: Optimize the organizational structure of the division. Complete several personnel actions and job classification expansions so as to meet the current and future program management, field and office staffing, and supervision needs. Outcome: Department revisions to job classification proposals are under review. Goal: Be prepared to provide excellent EH emergency response, provide two trainings for on-call response, evaluate responsiveness of on-call inspectors, actively participate in County and departmental emergency preparedness teams and training, and actively participate in at least one disaster drill. Outcome: Conducted monthly communication testing and training for EH staff. Implemented new EBRCS radio system. Participated in two statewide exercises: Yellow Command and the annual State Med Health Exercise. The Division’s Branch Operations Center was activated three times. Staff were actively deployed to in-county disasters by conducting five shelter inspections associated with three incidents: Bay Point evacuation; Marsh Fire evacuation; and shelter set in San Pablo for the North Bay Fire evacuees. Actively participated in the Department’s Emergency Management Team annual training and the planning group for that training. Actively participated in the Department’s monthly EMT Work Group meetings. Actively participated in the EOC’s planning for the Yellow Command exercise. Two Division managers are part of the Emergency Operations Center Medical Health Branch. Director serves as one of three Operations Chiefs for the Departments Operation Center. Staff participated in the Department and County operations centers as part of the Health Services Health and Human Services 348 County of Contra Costa FY 2019-2020 Recommended Budget response to the Sonoma, Napa and Lake County fires. Out-of-county deployment: Three EH staff volunteered to spend three weeks assisting with the debris removal and recovery efforts by Sonoma County. One staff member completed the Emergency Management Specialist certification program done by the California Specialized Training Institute. Staff updated the Division’s All-Hazards Plan, which is part of the Department’s EOP. Staff attended the quarterly East County Disaster Committee meetings. Goal: Oversee the implementation of the Safe Drug Disposal Takeback Ordinance, including beginning an inspection program. Outcome: Thirty-seven kiosks are now in place around the County where unwanted drugs can be deposited. The locations are in CVS stores and Kaiser pharmacies. Goal: A health ordinance for cannabis retail and edible manufacturing is enacted, and implementation begins. Outcome: Health ordinance passed on July 24, 2018. The first health permits will be issued in mid-2019. Additional outcomes in other program areas: Inspect and approve for business 15 massage parlors in the cities of San Ramon and Walnut Creek. Inspected and submitted required reports to the state at four Superior Court holding cells, four County detention facilities, and eight city jails. Inspected one organized camp. Reviewed and commented on 238 land use documents from the 19 cities and unincorporated area planning departments. Hazardous Materials Goal: As of January 1, 2018, the Hazardous Materials Specialists are conducting all of their field inspections electronically by using tablets and statewide checklists for each of the programs. The goal is for all of the Specialists to use the tablets to assist them in their inspections. Outcome: All specialists are using EnvisionConnect Remote in performing their inspections. Goal: New CalARP Program regulations for refineries became effective on October 1, 2017. These regulations are modeled after the County’s Industrial Safety Ordinance. The goal is to determine the differences, develop guidance and implement the new audit questions for these new regulations. Outcome: The CalARP Program staff is working with other State CUPAs, Cal/OSHA, and the refinery representatives in developing guidance. It is projected the guidance will be complete by December 31, 2019. The CalARP Program staff meets with Cal/OSHA, other CUPAs, and the petroleum refineries to resolve any issues in implementing the new requirements. The CalARP Program staff has developed new audit and inspection questions that are being implemented in the audit/inspection process for Program 4 facilities. Goal: Perform 10 unannounced inspections during FY 2018-19. Outcome: On schedule for the completion of this goal in the current year. Goal: Aboveground Petroleum Storage Act Program: New requirements for tanks in underground areas are now effective. The goal is to implement these changes into the inspections. Health Services Health and Human Services County of Contra Costa FY 2019-2020 Recommended Budget 349 Outcome: New requirements for the APSA program became effective on January 1, 2019. APSA team is working with other CUPAs in developing a checklist that will include these changes, which will be adopted by Contra Costa County. This should be complete by October 1, 2019. Goal: Update the Inspection and Enforcement Plan for all the programs. This is now being done with the assistance of County Counsel. The product will be a model for all Certified Unified Program Agencies in the state. Outcome: Drafts of the plan have been completed and the goal is still on schedule for completion this fiscal year. Goal: This year the Hazardous Materials Programs are being evaluated by CalEPA and the other Boards, Departments and Offices that have oversight of the programs. The goal is to have no deficiencies, and for this evaluation to have less than ten deficiencies. Outcome: There were only three deficiencies during this evaluation and one of these deficiencies was addressed during the evaluation. There is a plan to address the other two, which will be completed by February 2020. All facilities have been assigned to inspectors equitably and to meet our own inspection frequencies. Goal: Incident Response Program: To have a well-trained staff to respond to incidents safely and timely. To work with other Hazardous Materials Response Teams. Outcome: The team has developed an agreement with CCCFPD on responding to hazardous material incidents within their jurisdictions. The team is meeting with other HazMat response teams to ensure all teams are on the same page. Detention Facilities Programs Goal: Redesign Detention Health Services to provide community-level standard of care for patients based on changes developed and tested in rapid improvement events. Outcome: We have completed rapid improvement recommendations including reduction in patient backlogs, repair/replacement of broken/outdated equipment, continuing education/training of staff, and addition of specialty care resources. Goal: Optimize ccLink functionality for detention environment. Outcome: We have developed detention care plan templates which is now in production, optimized the intake workflow, added the Columbia screening which is a validated tool for mental health screening and have created mental health care plans. Goal: Develop and implement expanded quality and safety program tailored for Detention Health. Outcome: We installed HCIN interpreter phones and are in the process of developing the CCHP advice nurse protocols which will enhance the Triage process. Goal: Develop ongoing mechanism for patient/family feedback about care experience. Outcome: So far this was done with working with diabetic patients and patients with chronic conditions through anecdotal stories from patients. We are in the process of developing surveys for patients and families about their care experience. Conservatorship Goal: The Public Guardian shall initiate an investigation within two business days of receiving a Probate referral. Outcome: This goal was not met. Goal: The Public Guardian will try to visit conserved individuals monthly, consistent with the Judicial Counsel best practices recommendation. Health Services Health and Human Services 350 County of Contra Costa FY 2019-2020 Recommended Budget Outcome: This goal was met approximately 80% of the time. Goal: Public Guardian staff shall maintain requisite training certification. Outcome: This goal was fully met. EMS Goal: Develop and implement EMS operational, clinical performance and utilization data reporting systems supporting stakeholder improvement initiatives. Outcome: Implemented comprehensive data analytic systems to support auto-reporting for ambulance response time compliance, EMS system utilization, and Ambulance Patient Offload Times (APOT). Goal: Continue to monitor East County and West County emergency ambulance service delivery areas for disparities associated with fire station closures (East County) and hospital closures (West County). Outcome: Ambulance response times and service delivery improved in both East County with an average response time of 4:38 minutes (2017) and West County with an average response time of 4:31 minutes (2017) under Alliance model with 48% improvement in uniform ambulance response. Goal: Re-establish Contra Costa Critical Care Paramedic (CCTP) intra-facility transport (IFT) program. The Contra Costa County CCTP program sunset several years ago with limited oversight transferred to Alameda County EMS. This program will be re-established within Contra Costa to assure no conflicts arise associated with Alliance ALS IFT service line exclusivity rights. Outcome: With establishment of new Alliance ALS IFT program re-evaluating medical transportation necessity of CCTP program. Goal: Increase medical health partner emergency preparedness capability. The EMS Agency continues to be responsible for coordinating the medical health operating area resources in the event any emergency impacts the EMS or the medical health care system. Outcome: Responded to 2018 North Bay and Carr Wildfires deploying ambulance strike teams and providing Medical Reserve Corps Volunteers to support evacuation shelter operations. Goal: Implement a new program of paramedic intra-facility transport. This new service line for paramedic intra-facility transport was delayed by a year due to the demands and changes associated with the Alliance contract. The new program is currently being developed and we hope to facilitate the development of the new intra-facility ambulance. Outcome: Alliance Advanced Life Support Inter-Facility Transport Program approved and launched March 6, 2018. Goal: Expand first medical response skills with law and fire-EMS partners. The EMS Agency has partnered with local law enforcement to update their AED programs and support programs that support control of bleeding. We are also collaborating with both law and fire- EMS providers to support SWAT medics programs that are in the early stages of development. This is an ongoing initiative. Outcome: Established first public safety first aid program in San Ramon. Established Narcan and Epinephrine administration programs for law enforcement and fire first responder agencies. Training programs approved and implemented. Goal: Update the County EMS multi-casualty incident (MCI) plan. The EMS Agency has been working with EMS System stakeholders, fire, dispatch, hospitals, senior nursing facilities and non-emergency ambulance providers evaluating current capabilities prior to a formal update of the MCI plan. The MCI plan is a living document and has been initially updated to reflect current processes and procedures as part of our Emergency Preparedness Program. This is an ongoing initiative to enhance emergency response and preparedness in the EMS System between stakeholders. Health Services Health and Human Services County of Contra Costa FY 2019-2020 Recommended Budget 351 Outcome: MCI plan updated with extensive stakeholder engagement as of July 27, 2018 with implementation date of 8/1/2018. Notable changes as described in memo posted at https://cchealth.org/ems/pdf/Memo-MCI-Plan- Release-18-MEMO-004.pdf Goal: Update the County EMS for Children Program. The California EMS Authority is finalizing the regulations for EMS for Children Systems of Care. The EMS Agency elected to delay the update of the County EMS for Children Program until those regulations were officially approved. The plan is to update the County EMS for Children program in compliance with the new state regulations when finalized. Outcome: Update of EMS for Children regulations approved in December 2018 and anticipated to be implemented in 2019. Pediatric readiness re-assessment of all hospital emergency departments completed and gap analysis in progress. Goal: Complete and conduct the RFP process for the San Ramon Valley exclusive emergency ambulance operating area. Outcome: San Ramon Valley Fire Protection District (SRVFPD) emergency ambulance agreement was renewed for one year at the request of the provider to allow full exploration of their claims to 224 rights. County entered a non- exclusive Emergency Ambulance Operating Area agreement as of November 1, 2018 thru October 31, 2019 with no changes in terms to provide the County EMS Agency the ability to work with the California State EMS Authority to determine if the Fire District claims had merit. 2019-20 Administrative and Program Goals Hospital and Ambulatory Care Centers Goal: Development and tracking of quality and safety measures as outlined in PRIME, regulatory measures and accreditation requirements. Goal: Meet or exceed California Federal Medicaid requirements for PRIME which will improve the health of the population, the patient experience and customer satisfaction, and reduce per capita costs. Goal: Meet or exceed California Federal Medicaid Managed Care requirements for QIP, which supplements other Medi-Cal funding, to improve the health of the population, the patient experience and customer satisfaction, and reduce per capita costs. Goal: Initiation of specialty care redesign to improve access for patients and meet benchmark and outcome metrics consistent with PRIME Medicaid waiver. Goal: Integration of Behavioral Health and Primary Care. This will improve physical and behavioral health outcomes, care delivery efficiency, and patient experience by establishing or expanding fully integrated care, culturally and linguistically appropriate teams – with expertise in primary care, substance use disorder conditions and mental health conditions. Goal: Redesign of ambulatory care. Primary Care patients will experience timely access to high quality, efficient, and equitable primary care, designed to work collaboratively with patients and other care providers in achieving and maintaining optimal patient health, and avoiding unplanned interventions. Goal: Focus on care transitions, integration of post-acute care. To ensure the coordination and continuity of health care as high-risk patients, with chronic health conditions, behavioral health conditions and/or housing instability, move from the hospital to the ambulatory care setting. Goal: Complex care management for high-risk medical populations. To implement, and/or improve upon, a complex care management model for targeted high-risk patient populations, that facilitates the appropriate coordinated delivery of health care services, and is better able to meet the patient’s needs and preferences and improves patients’ health outcomes. Health Services Health and Human Services 352 County of Contra Costa FY 2019-2020 Recommended Budget Goal: Hospital telemetry expansion. Increasing the capacity of telemetry beds will provide an additional 22 beds for a total of 30 beds on the Medical unit. This is expected to ensure timely access to monitor beds and provide efficient patient care by decreasing the wait time and decreasing the number of boarder hours in the Emergency Department. Contra Costa Health Plan Contra Costa Health Plan (CCHP) is focusing on Administration, Program, and Operations Goals including automation and leveraging existing technology to decrease manual processes, addressing regulatory deficiencies, cost saving initiatives, and enhancing our infrastructure/operations. Administration Goal: CCHP will create a Fraud Waste and Abuse (FWA) Compliance Program. All Medi- Cal Managed Care Plans (MCPs) are required to have an FWA Program. The purpose of the program is to monitor fraudulent billing practices, identifying waste when providers abuse billing for services and abuse when laws are broken. In our last audit with the California Department of Health Care Services (DHCS), it was noted that CCHP is out of compliance with the contract by not having a viable FWA program. This program will fulfill DHCS contract requirements and can be used as a cost savings initiative for upcoding or fraudulent billing practices. Assistant Medical Director Goal: Hire an Assistant Medical Director to support the success of the 2019 clinical operations. Goal: Enhance clinical oversight for over 88 Clinicians throughout the plan. Goal: Provide leadership within one or more of the Health Services functional areas including, but not limited to: Utilization Management, Quality Improvement, Population Health, Pharmacy, and Care Management. In addition, provide clinical leadership regarding provider relations, member relations, and regulatory compliance. Goal: Medical Director is implementing a new regulatory program with DHCS’ All Plan Letter (APL) 18-018 that requires MCPs to establish a pre-screening Diabetes Prevention Program. The requirements of APL 18-018 Page 3: (1) the member achieves and/or maintains minimum weight loss of five percent from the first core session; and (2) the member meets the attendance. Goal: Delegation Oversight is an important goal for CCHP based on regulatory requirements in our contract with DHCS. The plan has been cited to improve this oversight function. Our current Memoranda of Understanding (MOUs) with Kaiser, Mental Health & Contra Costa Regional Medical Center (CCRMC) need to be redesigned to a stronger model. Our goal is to have regular Joint Operations Meetings and written Corrective Action Plans (CAPs) with the MOUs and include metrics to improve performance. Appeals and Grievance Disputes Goal: Improved turnaround time for member grievances and better provider responses. Improve the rate of overturned decisions and Independent Medical Reviews (IMR) that go to DHCS. Goal: Centralize the appeals, grievances and payment dispute functions. Currently there is major fragmentation of these duties and they are greatly siloed. Align the operations and ensure the right staff from Claims, Utilization Management and Quality are overseeing this function. Clinically this staff will report both to the Chief Operating Officer and Chief Medical Officer. Quality Goal: Quality staff will be the internal consultant for the Rapid Process Improvement Initiatives for Utilization Management and Analysis & Reporting Health Services Health and Human Services County of Contra Costa FY 2019-2020 Recommended Budget 353 Goal: As a cost savings initiative, the Quality Department, working with Administration, will reduce the cost of the face-to-face interpreter services under the Language Line. Our three main objectives are to steer more calls to the telephone language line, implement the usage of video conferencing for the top providers with the highest volume, and use the face-to-face interpreter services based on medical need. Begin annual Healthcare Effectiveness Data and Information Set (HEDIS) data collection. Prepare for National Center of Quality Assurance (NCQA) renewal Accreditation survey. Prepare DHCS and Department of Managed Health Care (DMHC) audits. Develop Quality Program annual plans and goals; evaluate prior year’s performance. Complete and submit DMHC Timely Access Reports. Project Management Goal: Create a Project Management (PM) function to improve the infrastructure and build new programs as the Medi-Cal benefit changes or expands. An opportunity to streamline processes, reduce redundancy and ensure that all regulatory policies are implemented timely. Align the operations where the PM staff and mirror the operations of other successful Health Maintenance Organizations. Goal: Operating a Project Management Office will solidify CCHP’s operations and ensure we have metrics and a process upon which decisions are made whether programmatic, budgetary or workflow. We will be using the principles of “Lean, Sigma 6 and Agile” to rapidly improve processes (e.g. Rapid Process Improvement (RPI). Training Goal: Design a training program for CCHP members to include job proficiencies. There is a training deficiency for professional development across the CCHP enterprise. Currently there is no cohesive training program for the clinical staff and a lack of monitoring of required regulatory training and Health Services Department (HSD) training requirements. Goal: Develop a professionally trained staff who are knowledgeable of new clinical information and a structure that creates a culture of highly skilled and trained staff that can move CCHP to a new level of efficiency. Quality Unit Goal: CCHP Quality Unit will improve the rate of hypertension control in African American members with a performance improvement project following the DHCS mandated methodology and in collaboration with the Contra Costa Regional Medical Center and Public Health. Goal: CCHP Quality Unit will increase the rate of nephropathy screening or treatment for diabetics with a performance improvement project following the DHCS mandated methodology. Claims Goal: Automate spreadsheets for Transportation Invoices into CMS 1500 for accurate Encounter Data reporting. Goal: Post provider’s refunds inside of ccLink for reporting to DHCS and workflow efficiency. Goal: Implement a technological solution for reducing the volume of rejected encounters due to incorrect/missing National Provider Identifier (NPI) numbers to ensure that claims are paid timely to meet 95% criteria or higher. Goal: Continue to develop medical information reports for network providers that identify members that have not received annual appointments to ensure preventive care measures are taken by a visit to their physician. Goal: Discuss the aforementioned reports in quarterly meetings with the CPN providers. Health Services Health and Human Services 354 County of Contra Costa FY 2019-2020 Recommended Budget Analysis and Reporting Goal: Cost Savings Initiative: Reduce the dollars spent on sending out paper Readmittance Account Information. Goal: Cost Savings: In-source the All Patients Refined Diagnosis Related Groups (APR/DRG) from DocuStream. Care Management Goal: Automate the Non-Medical Transportation process and duplicate the Prior Authorization workflow for an intensive, tedious process to using the ccLink platform. Goal: Implement e-Fax for Skilled Nursing authorizations and re-evaluate the role of licensed nursing staff performing other support duties. Member Services Goal: Improve the workflow to reduce current member hold time from 7 minutes to 5 minutes by educating staff on Medi-Cal Benefits and inserting the Benefit Matrix into the Customer Relationship Management (CRM) Program. Goal: Reduce Member Appeals (for Gastric- Bypasses) by 20%, educating providers on clinical criteria and member education. Goal: Transform the paper Member Service Directory Handbook to download on a CD or post on member portal. Member Maintenance Unit Goal: Streamline – Reduce the amount of time Member Maintenance Unit (MMU) (and Authorization Unit) spend on the Newborn Face Sheet process – Authorization unit receives a fax (from outside hospitals) of newborn birth to a CCHP mother, copies and brings to MMU to process eligibility. Goal: Streamline – Implement Robocalls for CC Cares Program to reach out to all recipients who will be terming in 30 days to renew through their clinics. They currently receive a letter at 60 days. This will save staff time on phones and research/documentation time to enroll/term recipient. Pharmacy Goal: Seamlessly transition pharmacy claims processing services from DST to Abarca with minimal member impact. New claims processor will dramatically improve the clinical and operational potential of the CCHP pharmacy unit by upgrading the available reporting tools and the client-facing claims and Prior Authorization (PA) processing interface. Goal: Implement the 4th (and final) element of the CCHP opiate program, which will limit immediate-release opiates to a 7-day supply for all opiate naïve members. This element of the CCHP opiate program will potentially curb the number of members who are newly addicted to opiates, and thereby improve overall safety for CCHP members. Provider Relations Goal: Review and update desk level procedures (DLPs), putting them online to streamline communications. Goal: Cross-train staff in Enrollment, Credentialing and Contract Management areas. This will streamline workflows, increase productivity and efficiency and eliminate redundant processes. Utilization Management Goal: Expand the No Authorization List from 6,000 to approximately 12,000. The current state causes unnecessary Prior Authorization on services sometimes that cost only six dollars and the staff time spent with the Hospice and Palliative Accrual for Recertification (HPARs), Nurses and MD could be over $1,000 hourly for a six dollar procedure. CCHP’s No Authorization List is extremely conservative. Our goal to align with the other MCPs in California will save dollars, time and improve provider satisfaction. Our goal is for services under three hundred dollars to not require authorization. Health Services Health and Human Services County of Contra Costa FY 2019-2020 Recommended Budget 355 Goal: Prior Authorization – change the consultation formula and follow-up visits. Currently we allow one consultation and two follow-up visits. Changing the formula to one consult and six follow-up visits within one year will ease the administrative burden both for providers and Utilization Management (UM) team. This will increase access to care for members needing specialty services. Goal: Prior Authorization – we want to leverage technology to streamline an arduous workflow that has an impact on cost, provider abrasion and staff time. An Interactive Voice Recognition (IVR) Program can answer provider calls versus using staff to function as a provider call center answering basic question where their time needs to be spent researching and preparing Prior Authorization. Currently staff on average spend 30 hours answering basic questions. Programming an IVR to answer these questions allows staff to meet the regulatory requirement of Prior Authorization completed between 5 to 14 days. In addition, due to so much time on the phone answering basic questions, staff get behind meeting the 5-14 day turnaround for Prior Authorization which leads to massive overtime. Goal: CCHP’s Authorization Unit will continue to reduce referral turnaround time for the Community Network Providers (CPN) to less than fourteen days. Advice Nurses Goal: Review operational procedures and processes in preparation for the Utilization Review Accreditation Commission (URAC) accreditation. Continue to recruit top nurses to meet staff requirements for being a critical gateway communications channel for the County. Strategies include examining an alternative operating model and exploring telecommunication options to determine the advantages and oversight requirements for productivity. Behavioral Health Goal: CCHP’s low to moderate mental health benefit will include additional mentoring and assisting the behavioral health program to meet the Department of Health Care Services (DHCS) delegation requirements. Mental Health Goal: Improve timely access to care to network providers for outpatient mental health services, and reduce barriers to accessing care by continuing to monitor/strive for low abandoned call rates on Access Line, continuing outreach follow up calls to ensure connection to provider, and addressing barriers with providers. Goal: Participate in a County inter-departmental effort to submit applications to compete for statewide No Place Like Home funding to establish additional permanent supportive housing units for persons experiencing serious mental illness who are homeless or at risk for chronic homelessness, and unable to maintain themselves in the community. Goal: Develop a prototype data management information system that establishes interrelated domains and performance indicators that will assist in better informed decision-making, such as staffing and resource allocation, and oversight of the Behavioral Health Division. Goal: Conduct MHSA sponsored community forums throughout the county that focus upon key populations considered underserved, such as transition age youth and persons newly immigrated to their communities, develop priority mental health needs, and capture suggested strategies to meet those needs Goal: CANS: Identify and develop data management system to support gathering and analysis of data from county-wide administration of CANS assessments to support outcome tracking, program planning, and planning of levels of care. Goal: Contract monitoring: Evaluate current of contract monitoring, identify improvement needs, and develop comprehensive and standardized system of contract monitoring for Children’s Mental Health contracts. Goal: Continuum of Care (CCR) Implementation: Establish mental health Health Services Health and Human Services 356 County of Contra Costa FY 2019-2020 Recommended Budget contracts to provide mandated and needed services to foster youth, specifically contracts with Short Term Residential Therapeutic Programs (STRTP) and Therapeutic Foster Care (TFC). Provide assistance and guidance to CCR contract agencies in developing outpatient programming that meets the needs of Contra Costa foster youth. Goal: Improve data gathering in Children’s Evidence Based Practices (EBPs) to better track outcomes and evaluate efficacy of EBPs. Goal: System of Care: Implement AB 2083 foster youth trauma-informed system of care. Continue to develop and strengthen interdepartmental collaboration with Child Welfare, Probation, and the County Office of Education to provide a comprehensive system of care approach to serve children and youth impacted by trauma. Goal: Continue the implementation of Evidence Based Practices (EBPs) in the Adult System of Care, including CBSST, CBTp, CBT for Depression, and DBT; and initiate Multi-Family Groups, a new EBP. EBP Team Leaders will support staff in the use of EBPs, monitor monthly consultation with EBPs trainers, and supervise the use of outcome measures, the Independent Living Skills Survey (ILSS) and the Recovery Assessment Scale (RAS) and data collection. Goal: Implement the system wide use of outcome measures: 1) The Patient Health Questionnaire (PHQ9) and Generalized Anxiety Disorder (GAD7). A pilot completed at East County Adult in 2018 provided valuable learning that will inform the implementation of these measures in the Adult system of care at large. Planning is underway to initiate a system wide implementation. 2)Develop plans to implement the Adult Needs and Strengths Assessment (ANSA) to implement as a system wide outcome measures tool. Goal: Coordinating levels of care. An integrated behavioral health system supports consumers to navigate through higher and lower levels of care as their needs change over time. The Adult system will continue to convene “coordinating levels of care” (CLOC), a workgroup to identify and coordinate step down options for clients with improved outcomes including step down through our housing continuum as well as through treatment services. Goal: The Adult system will continue to improve coordination of care in three areas to support linkage to vital services in the community: 1) Clients discharging from CCRMC 4C/inpatient setting to community. Behavioral Health hosts a weekly multi- disciplinary “Bed Committee” to develop discharge plans to appropriate community resources for clients who have been hospitalized. A second “mini” Bed Committee meets later that same week to help support discharge plans for clients admitted after the large Bed Committee meeting. 2) Clients requiring long term psychiatric care have access to facilities providing this level of care. When treatment is successfully completed and clients are ready to return to the community, careful planning and coordination is needed to assure a smooth transition to the community. Adult system of care is updating its Institute for Mental Disease (IMD) policy and procedure and developing protocols to facilitate efficient step-down to the community upon completion of a program. 3)The Transition Team provides essential short-term intensive case management services to individuals needing extra support and linkages to multiple services. The goal for the Transition Team is to continue to coordinate and provide innovative care for clients making contact with many service entry points. Goal: Mobile Crisis Response Team will continue to provide crisis response to clients and families experiencing mental health crises. The goal: reduce 5150s and Psychiatric Emergency Health Services Health and Human Services County of Contra Costa FY 2019-2020 Recommended Budget 357 Services visits, and support and link clients to services and resources in their communities. Alcohol and Other Drugs (AOD) Goal: Continue efforts intended to address the Opioid Epidemic through prevention strategies. Goal: Dedicate resources to the reduction of underage marijuana use, availability and access. Goal: Participate in the Cannabis Decoded Campaign. Goal: Expand SUD treatment including Medication Assisted Therapy (MAT) in the jails. Train staff on addiction medicine. Goal: Meet Network Adequacy (NACT) Requirements to achieve DMC-ODS plan certification. Goal: Support the increased volume of calls at the Access Line and assess staffing of counselor positions. Goal: Meet after hours, weekend and holiday requirements through Optum contract at the Behavioral Health Access Line for SUD calls. Goal: Operationalize case management services to ensure mobility of SUD clients across levels of care. Asses staffing need for substance abuse counselors. Goal: Complete Medi-Cal certification of 2 remaining Mental Health clinics in East County. Goal: Finalize contract with the Latino Commission. Goal: Establish adolescent treatment in Central County. Goal: Develop plan for implementation of Electronic Health Records in AOD services. Goal: Improve collaboration with SUD providers. Goal: Revise outpatient rates for Drug Medi-Cal services through the State Department of Health Care Services. Goal: Develop a system to monitor client success of recovery residences and operations. Goal: Increase referrals from PES to SUD treatment. Co-locate 1FTE substance abuse counselor at PES. Goal: Implement pilot to reduce deficiency of interim services for perinatal and parenting women, reallocate 1FTE substance abuse counselor. Goal: Implement pilot of parent support. Health Housing and Homeless Programs Housing and Services Goal: Site a Coordinated Assessment Resource (CARE) center in East Contra Costa County to increase homeless services in that geographic area. Goal: Develop emergency housing and service activities identified and funded by one-time funding authorized by the State legislation SB840, SB850, and SB2. Goal: Develop Rapid Resolution services that redirect persons experiencing a housing crisis to other housing that may fit their needs thereby avoiding entry into the homeless system of care. Goal: Implement a system-wide inventory and assignment of available shelter for individuals and families experiencing homelessness. Data/Evaluation Goal: Develop and publish data dashboards on homelessness in Contra Costa using integrated data from the Homeless Management Information System (HMIS). Health Services Health and Human Services 358 County of Contra Costa FY 2019-2020 Recommended Budget Goal: Develop and deploy a Point in Time Count mobile application to allow for survey data to be more efficiently collected and entered into the Homeless Management Information System. Goal: Research, select, and implement a street outreach dispatch and GIS mapping software application for the CORE outreach program. Policy/Planning/Systems Development Goal: Develop homeless multi-disciplinary teams and implement cross-sector case conferencing to ensure continuity of care that leads to proper assessment, placement in housing and delivery of the appropriate level of support services. Goal: Conduct an annual homeless Point in Time count (homeless census) to enumerate the number of men, women, and children living outside in encampments, shelters and other temporary housing and institutions. Public Health Family, Maternal & Child Health Programs Goal: Implement newly funded programs; Expand Nurse-Family Partnership home visiting services through CalWorks Home Visiting Initiative. Goal: Establish Perinatal Health Equity Initiative in Contra Costa in collaboration with California Department of Public Health Maternal, Child and Adolescent Health (MCAH) Branch. Clinic Services Goal: Maintain enrollment in the Community Connect program at 14,400 Medi-Cal beneficiaries. Goal: Expand mobile dental services in Central and East County as new dental vans are equipped and staffed. California Children’s Services Goal: Develop and implement monthly opportunities for clients/families to meet face-to- face with staff for a “Welcome to CCS” new client orientation and/or “Transition 101” presentation for young adults aging out of CCS. Public Administrator Goal: In an effort to reduce inappropriate or incomplete referrals, provide at least 3 trainings at hospitals, nursing homes and/or mortuaries educating individuals on when the Public Administrator should be notified and how to submit a complete referral. Goal: Implement a web-based case management system that will allow the Office of the Public Administrator to manage cases more efficiently. Goal: Actively participate in events that foster communication between and collaboration with other California public administrator offices. Environmental Health Goal: Protect the waterways and groundwater of the County while incorporating new technology and new state requirements. Submit a revised Local Agency Management Plan to the Regional Water Quality Control Boards. Take to the Board of Supervisors for their approval, a revision to the regulations and if feasible the ordinance that allows for as yet to be discovered alternative technology for onsite waste water treatment systems. Goal: Ensure that solid and medical waste is properly treated and disposed. Ensure that recycling activities are conducted in a safe and legal manner. Implement a permitting program for closed and abandoned landfills, recycling centers, and facilities operating under Enforcement Notification procedures as defined by the state oversight agency. Continue to help facilitate the clean-up and removal of illegally dumped waste tires countywide. Continue to actively participate in the County’s Illegal Health Services Health and Human Services County of Contra Costa FY 2019-2020 Recommended Budget 359 Dumping Task Force. Amend the County Ordinance Code to increase the penalty for non- franchise solid waste haulers operating without a permit. Oversee the sharing with the community of the consultant’s recommendations for next steps investigating the low-level radioactive material that might be deposited in the Keller Canyon Landfill. And facilitate next steps based on the Board of Supervisors’ decision regarding the recommendations. Permit at least one non- franchise solid waste hauler. Goal: Improve food safety. Provide consistent and user-friendly information about retail food establishment inspection results. Efficiently process, with primary concern for public safety, new plans for food facilities. Field standardized new food team staff and non-food team staff to have consistency across districts. Inspect all food facilities one to three times per year based on risk. Initiate placarding of food trucks that have some preparation. Working with other divisions and the solid waste program, play a coordinating role in expanding the opportunities for food donation in the County. Promote food donation to the permitted food facilities. Goal: Outreach - Improve Environmental Health enforcement outcomes and promote EH services via an effective and comprehensive outreach effort. Carry out all annual activities as defined in the EH Outreach Plan, carry out all one-time activities as defined in the calendar year outreach plan, track outreach efforts using program management software, review content on website annually to ensure the most up to date material and valid links are available. Goal: Collaboration - Improve programs locally via active participation and leadership of environmental health collaborations in venues including the California Conference of Directors of Environmental Health regional and policy committees and associated technical advisory committees, roundtables, and workshops bringing local jurisdictions together to create cross collaboration. Goal: Ensure health and safety for users of recreational bodies of water such as public beaches, pools, spray grounds and water features. Efficiently process, with primary concern for public safety, new plans for public pools. Monitor and inform communities of harmful algal blooms. Post public health advisories including domoic acid in shellfish and mercury in delta fish. Goal: Increase knowledge of small water system owners/operators about critical issues of regulatory oversight, and availability of technical and monetary assistance from the state. Increase the number of small water system owners who can provide system information directly to the state through a web interface. Goal: Ensure safety for customers of tattoo and body artists. Inspect fixed facilities at a minimum once a year, and if necessary, inspect any temporary events with tattoo and body artists. Actively pursue and bring into compliance any illegally operating body art facilities and artists. Review blood borne pathogen training applications in a timely fashion. Efficiently process, with primary concern for public safety, new and remodel plans for body art facilities. Goal: Increase efficiency of office processes. Continue process of scanning historic documents in land use, and begin solid waste and small water system files. Take stock of remaining processes that involve paper and create and implement paperless mechanisms. Incorporate tablet inspections for body art. Conduct efficiency studies of work practices especially related to customer service and EH interface with the Finance Division. Goal: Optimize the organizational structure of the division. Complete several personnel actions and job classification expansions to meet the current and future program management, field and office staffing, and supervision needs. Goal: Be prepared to provide excellent EH emergency response, provide two trainings for emergency and on-call response, evaluate responsiveness of on-call inspectors, actively participate in County and departmental emergency preparedness teams and training, and actively participate in at least one disaster drill. Continue work on updating the Division’s Emergency Response Binder. Relocate the Branch Operations Center to the first floor of 2120 Diamond Blvd., Concord. Health Services Health and Human Services 360 County of Contra Costa FY 2019-2020 Recommended Budget Goal: Monitor the kiosks, receive and review the annual reporting, and report to the Board the success of the Safe Drug Disposal Takeback Ordinance. Goal: Implement the health ordinance for cannabis. Permit and inspect retail dispensaries and edible manufacturing. Process permit applications for other allowed cannabis activities. Hazardous Materials Goal: Perform 139 Aboveground Petroleum Storage Act Program inspections. Goal: Incident Response Program: Respond to all incidents within one hour and ensure that all incidents are mitigated safely and effectively without injuries. Goal: Perform 1,300 Hazardous Materials Business Plan Program inspections. Goal: Perform 900 Hazardous Waste Generator Program inspections. Goal: Complete 11 California Accidental Release Prevention Program audits. Goal: Perform 378 Underground Storage Program Inspections. Goal: Incident Response Program: To have a well-trained staff to respond to incidents safely and timely. To work with other Hazardous Materials Response Teams. The team will participate in Urban Shield if this exercise occurs in 2019-20. Ongoing review of incidents to develop the safest way to respond to incidents. Participate in Continuing Challenge. Detention Facilities Programs Goal: Continue to redesign and align Detention Health Services to provide community-level standard of care for patients based on changes developed and tested in Detention. Goal: Optimize ccLink functionality for the detention environment. Improve network/wi-fi access to allow for barcode with rover devices for medication management in Detention. Goal: To be able to provide workstation on wheels or portable laptops to the Detention staff with wi-fi access to be able to review a patient’s record in real time in order to provide timely access to care. This will be especially useful in a CODE situation or during triage/sick call visits. Goal: Develop and implement an infection control program and an expanded quality and safety program tailored for Detention Health and a robust policy and procedure management. Goal: Develop ongoing mechanism for patient/family feedback about care experience. Goal: Coordination of care with the transition care clinics for reentry of patients to the community. Detention Mental Health will work with Behavioral Health for access to schedule appointments for patients returning to the community. Goal: Continue to work towards full implementation of Court Ordered Medications in Detention. Goal: Currently piloting Choosing Change Behaviorist to support Medication Assisted Therapy (MAT) for opiate withdrawal in Detention. Goal is to have all providers certified to be able to prescribe for MAT and to increase training for Detention nursing/mental health staff for the success of this program. Goal: Continue to increase awareness of the Adverse Event Reporting System to ensure a culture of patient safety and also for Speak up for Safety. Health Services Health and Human Services County of Contra Costa FY 2019-2020 Recommended Budget 361 Conservatorship Goal: The Public Guardian shall initiate an investigation within two business days of receiving a Probate referral. Goal: The Public Guardian will try to visit conserved individuals monthly, consistent with the Judicial Counsel best practices recommendation. Goal: Public Guardian staff shall maintain requisite training certification. EMS Goal: Evaluate Fire District 224 claims and conduct RFP process for the San Ramon Valley exclusive emergency ambulance operating area as needed. Goal: Implement new regulations for EMS for Children Systems of Care, STEMI and Stroke. Goal: Continue to implement stakeholder information systems to promote EMS operational, clinical performance and utilization data reporting to support EMS System improvement initiatives in partnership with stakeholders. Goal: Recommend five-year extension and approval of Alliance ambulance service agreement. Goal: Develop and implement Professional Standards Operating Procedures in partnership with County Counsel. Goal: Streamline and refine technology platform to support efficient certification and accreditation of EMT’s and Paramedics. Goal: Establish on-line EMT orientation training program to support on-boarding of new EMTs and paramedics in the county. Goal: Approve and accredit the Contra Costa Community College Paramedic program. Goal: Present and implement a new county ambulance ordinance. Goal: Partner with Contra Costa Health Services Divisions on data initiatives to improve access to care for the homeless and those experiencing substance abuse. Goal: Support and sustain medical reserve corps operations. Goal: Continue to partner with national quality data systems for cardiac arrest, heart attack, and stroke. Goal: Support and work with stakeholders to improve funding for emergency medical services and disaster response and operations. Health Services Health and Human Services 362 County of Contra Costa FY 2019-2020 Recommended Budget Veterans Service Nathan Johnson, Director Health and Human Services County of Contra Costa FY 2019-2020 Recommended Budget 363 General Fund 2017-18 Actuals 2018-19 Budget 2019-20 Baseline 2019-20 Recommended Change Expense Salaries And Benefits 1,029,353 1,129,826 1,194,748 1,194,748 0 Services And Supplies 237,035 289,365 309,400 309,400 0 Expenditure Transfers 6,027 8,852 8,852 8,852 0 Expense Total 1,272,415 1,428,043 1,513,000 1,513,000 0 Revenue Other Local Revenue 103,125 105,000 125,000 125,000 0 State Assistance 197,532 188,043 188,000 188,000 0 Revenue Total 300,657 293,043 313,000 313,000 0 Net County Cost (NCC): 971,758 1,135,000 1,200,000 1,200,000 0 Allocated Positions (FTE) 9.5 9.5 9.5 9.5 0.0 Financial Indicators Salaries as % of Total Exp 81% 79% 79% 79% % Change in Total Exp 12% 6% 0% % Change in Total Rev (3%) 7% 0% % Change in NCC 17% 6% 0% Compensation Information Permanent Salaries 639,037 665,240 730,254 730,254 0 Temporary Salaries 3,804 56,500 46,500 46,500 0 Deferred Comp 13,950 13,590 14,605 14,605 0 FICA/Medicare 49,192 50,891 55,726 55,726 0 Ret Exp-Pre 97 Retirees 2,053 2,367 2,367 2,367 0 Retirement Expense 199,805 206,056 216,466 216,466 0 Employee Group Insurance 75,725 91,871 80,709 80,709 0 Retiree Health Insurance 30,258 30,804 30,420 30,420 0 OPEB Pre-Pay 7,718 7,718 13,088 13,088 0 Unemployment Insurance 1,449 333 606 606 0 Workers Comp Insurance 6,364 4,457 4,007 4,007 0 Department Description The Veterans Service Department provides assistance to those who served in the Armed Forces of America, their dependents and survivors in obtaining Veterans benefits and services from the U.S. Department of Veterans Affairs (VA), Department of Defense (DOD), California Department of Veterans Affairs (CDVA), as well as other state and local programs for Veterans and their families. Veterans Service Health and Human Services 364 County of Contra Costa FY 2019-2020 Recommended Budget Major Department Responsibilities There are three components to Veterans Service. 1. Program Assistance: Provide information, referral and assistance to Veterans and their families in obtaining disability compensation and pension benefits, medical benefits, education and vocational rehabilitation benefits, home loans, life insurance and burial benefits, and California Department of Motor Vehicles Veterans designations. Services include comprehensive benefit counseling, claim preparation, case management, advocacy, initiation and development of appeals, and networking with federal, state and local agencies. Outreach includes a monthly live television program on Contra Costa Television (CCTV), annual standdowns, and ongoing participation at Veterans Service Organization monthly meetings. 2. Welfare Referral: Review Veteran welfare applications referred by the Employment and Human Services Department for evaluation of receipt and assistance in applying for Veterans benefits. 3. Medi-Cal Cost Avoidance: Review Veteran Medi-Cal applications to determine those who may be eligible for Veterans benefits, including health care. Veterans Service Summary Service: Discretionary Level of Service: Discretionary Expenditures: $1,394,640 Financing: 313,000 Net County Cost: 1,081,640 Funding Sources: State 13.5% $188,000 Misc. Current Svc 9.0% 125,000 General Fund 77.5% 1,081,640 FTE: 9.5 Veterans Memorial Buildings (Building Lifecycle Expenses) Description: To provide and maintain County owned Veteran memorial hall buildings in Martinez, Richmond, El Cerrito, Concord, Antioch, Brentwood, Pittsburg, and Lafayette. The Veterans Service Department does not operate these memorial hall buildings; however, general funds are allocated within the Department’s budget. These funds are transferred to the Facilities Lifecycle Improvement Program, which includes a Countywide strategic plan to address deferred facilities maintenance and capital renewal projects. Veterans Memorial Building Lifecycle Costs Service: Discretionary Level of Service: Discretionary Expenditures: $118,360 Financing: 0 Net County Cost: 118,360 Funding Sources: General Fund 100.0% $118,360 CAO’s Recommendation The Department’s Baseline Budget fully funds on-going services for FY 2019-20. Total expenditures have increased by approximately $85,000 and are primarily due to negotiated salary and benefit cost increases. Revenues are anticipated to increase by $20,000 and will support the continued production of “Veterans’ Voices”, a televised outreach program for Veterans. The additional funding comes from grant funds made available by Proposition 63 (Mental Health Services Act). The County Administrator is recommending no reduction to the Veterans Service Department Baseline Budget, which will allow the department to maintain services in FY 2019-20. Veterans Service Health and Human Services County of Contra Costa FY 2019-2020 Recommended Budget 365 Performance Measurements During fiscal year 2017-18, the Veterans Service Department processed $7,634,781 in retroactive and lump sum monetary benefits for Veterans. New recurrent benefits totaled $1,017,571. These figures show an increase in new recurrent benefits as compared to fiscal year 2016-17. Utilization of VA’s DD360 and SEP processing systems has decreased processing time and increased monetary benefit numbers. College Tuition Fee Waivers remain a static benefit that is afforded to dependents of Veterans with a service connected disability rating. In fiscal year 2017-18 the office processed 570 tuition fee waivers. These applications represented $2,687,652 in additional benefits to Veteran dependents. Staff conducted 8,872 interviews, 68 field visits and participated in 31 outreach events, which resulted in 2,738 claims being filed. Interviews conducted represent a 13.5% increase over last year’s reported data. The department continues to maintain a two day per week presence in San Pablo and Brentwood. A half-day presence per week in the Tri-Valley area continues to successfully aid a strong senior Veteran population. Department staff continue to attend 10 Veterans Treatment Courts per year and provide information and referral sources for Veterans who are participating in the treatment court. As a result of AB935 (Driver’s Licenses: Veteran Designation), Veterans Service staff completed 1201 DMV Veterans Status Verification Forms in the FY 2017-18. These verifications resulted in an additional 371 claims being filed and 106 awards for VA benefits. With the implementation of the digital-to-digital (DD360) process, we have realized a cost reduction of approximately $35,500 in services and supplies for fiscal year 2017-18. Claims are being received by the VA the same day compared to an average of five days in prior fiscal years. For the 6th year, Veterans Service Department received a perfect score from the California Department of Veterans Affairs audit thereby preserving subvention funding. Administrative and Program Goals Increase delivery of our service to a growing number of Veterans and an increasing level of complexity regarding physical and mental disabilities, including: 1.Support the aging Veteran population, which deals with profound geriatric issues such as dementia, Alzheimer’s and post stroke recovery, chronic diseases affecting the Vietnam Veteran population, as well as the need for skilled nursing and long term care. 2. Continue to improve upon our participation and support of the Veterans Treatment Court and Mentor programs. The goal of these programs is to enable Veterans to receive proper treatment to include behavioral health rather than incarceration. The mentor program helps Veterans re- integrate into society through non-clinical peer-to-peer interaction. 3.Implement guidelines established in fiscal year 2017-18 for outreach and field interviews to seniors, housebound Veterans and those Veterans who are participating in VA rehabilitation programs and community living centers 4. Continue to support ongoing clients with recurring needs that include, updating disability evaluations, filing of new disability and death claims based upon presumptive disabilities, and service related deaths respectively. 5. Continue to refine our strategic plan and Veteran Service Representative, Executive Secretary and clerical work manuals to ensure that our office staff has the most current resources available to them. The manuals include guidelines for system usage, claims tracking, monitoring outreach and report utilization. 6. Improve upon clear and concise procedures as they relate to the digital device-to-device claim submittal, case management, and awards receiving system through California Department of Veterans Affairs and the federal government’s web-based system VetPro. Veterans Service Health and Human Services 366 County of Contra Costa FY 2019-2020 Recommended Budget Law & Justice Law & JusticeCounty of Contra Costa Functional Group Summary Law and Justice County of Contra Costa FY 2019-2020 Recommended Budget 367 Table Description This table presents information in aggregate format summarizing General Fund expenditures, revenues, and net County costs for the Law and Justice Functional Group. Included is data for the following departments: Animal Services, Conflict Defense, District Attorney, Justice Systems Development/ Planning, Probation, Public Defender, Public Safety Realignment, Sheriff-Coroner, and Superior Court Related Functions. General Fund 2017-18 Actuals 2018-19 Budget 2019-20 Baseline 2019-20 Recommended Change Expense Salaries And Benefits 330,002,532 349,785,083 362,238,463 358,972,354 (3,266,109) Services And Supplies 51,798,427 63,499,168 50,023,130 50,102,923 79,793 Other Charges 20,762,666 25,348,486 21,755,328 21,755,328 0 Fixed Assets 1,696,618 3,415,226 3,244,976 3,244,976 0 Expenditure Transfers 2,594,304 2,641,854 3,130,682 3,130,682 0 Expense Total 406,854,548 444,689,817 440,392,579 437,206,263 (3,186,316) Revenue Other Local Revenue 104,424,311 115,609,273 112,826,449 113,403,830 577,381 Federal Assistance 9,648,265 8,689,026 3,804,791 3,804,791 0 State Assistance 101,233,941 102,698,467 106,374,642 106,374,642 0 Revenue Total 215,306,517 226,996,766 223,005,882 223,583,263 577,381 Net County Cost (NCC): 191,548,030 217,693,051 217,386,697 213,623,000 (3,763,697) Allocated Positions (FTE) 1,819.8 1,843.6 1,843.6 1,823.6 (20.0) Financial Indicators Salaries as % of Total Exp 81% 79% 82% 82% % Change in Total Exp 9% (1%) (1%) % Change in Total Rev 5% (2%) 0% % Change in NCC 14% (0%) (2%) Compensation Information Permanent Salaries 154,710,298 171,956,366 184,083,428 182,627,121 (1,456,307) Temporary Salaries 6,843,737 4,717,515 3,946,886 3,946,886 0 Permanent Overtime 19,825,013 12,536,608 11,416,523 11,416,523 0 Deferred Comp 661,445 924,677 1,069,636 1,014,616 (55,020) Comp & SDI Recoveries (890,939) (515,549) (515,549) (515,549) 0 FICA/Medicare 6,744,235 6,661,087 7,104,290 7,074,895 (29,395) Ret Exp-Pre 97 Retirees 972,703 1,032,197 1,034,793 1,034,793 0 Retirement Expense 94,209,566 103,675,941 104,575,382 103,411,731 (1,163,651) Excess Retirement 155,013 170,705 170,705 170,705 0 Employee Group Insurance 20,437,822 23,584,779 25,063,165 24,598,967 (464,198) Retiree Health Insurance 13,121,830 13,392,375 13,231,802 13,231,802 0 OPEB Pre-Pay 4,920,566 4,920,566 5,726,937 5,726,937 0 Unemployment Insurance 397,881 113,513 76,471 78,000 1,529 Workers Comp Insurance 7,774,661 6,492,397 5,132,089 5,033,022 (99,067) Labor Received/Provided 118,701 121,905 121,905 121,905 0 Functional Group Summary Law and Justice 368 County of Contra Costa FY 2019-2020 Recommended Budget FY 2019-20 Recommended General Fund Expenditures General Government, $300,364,820 , 17% Law & Justice, $437,206,263 , 26% Health & Human Services, $967,526,894 , 57% FY 2018-19 Recommended General Fund Expenditures General Government, $294,493,029 , 18% Law & Justice, $431,146,766 , 27% Health & Human Services, $885,606,368 , 55% Animal Services Beth Ward, Director Law and Justice County of Contra Costa FY 2019-2020 Recommended Budget 369 General Fund 2017-18 Actuals 2018-19 Budget 2019-20 Baseline 2019-20 Recommended Change Expense Salaries And Benefits 7,856,106 9,069,843 8,872,479 8,872,479 0 Services And Supplies 3,800,716 3,272,718 2,973,760 2,973,760 0 Other Charges 9,626 12,000 57,979 57,979 0 Expenditure Transfers 469,494 574,046 435,782 435,782 0 Expense Total 12,135,942 12,928,607 12,340,000 12,340,000 0 Revenue Other Local Revenue 7,344,785 7,720,607 7,840,000 7,840,000 0 Revenue Total 7,344,785 7,720,607 7,840,000 7,840,000 0 Net County Cost (NCC): 4,791,157 5,208,000 4,500,000 4,500,000 0 Allocated Positions (FTE) 89.0 77.0 77.0 77.0 0.0 Financial Indicators Salaries as % of Total Exp 65% 70% 72% 72% % Change in Total Exp 7% (5%) 0% % Change in Total Rev 5% 2% 0% % Change in NCC 9% (14%) 0% Compensation Information Permanent Salaries 4,183,713 4,782,791 4,987,121 4,987,121 0 Temporary Salaries 269,253 71,272 99,689 99,689 0 Permanent Overtime 111,844 50,000 70,000 70,000 0 Deferred Comp 37,895 56,280 58,980 58,980 0 Comp & SDI Recoveries (37,604) (4,549) (4,549) (4,549) 0 FICA/Medicare 335,293 365,092 382,549 382,549 0 Ret Exp-Pre 97 Retirees 12,747 17,733 17,733 17,733 0 Retirement Expense 1,236,457 1,442,289 1,446,377 1,446,377 0 Employee Group Insurance 659,434 945,542 893,877 893,877 0 Retiree Health Insurance 394,318 415,966 415,966 415,966 0 OPEB Pre-Pay 203,727 203,727 171,984 171,984 0 Unemployment Insurance 10,112 2,402 2,517 2,517 0 Workers Comp Insurance 438,916 721,298 330,236 330,236 0 Department Description The preceding table presents information in aggregate format summarizing expenditures, revenues, and net County costs for four General Fund budget units administered by the Animal Services Department. Included are data for the following cost centers: 3333 – Animal Services Field Services 3334 – Animal Services Center Operations 3338 – Animal Services Administration 3344 – Animal Services Community Services Animal Services Law and Justice 370 County of Contra Costa FY 2019-2020 Recommended Budget In FY 2018-19, the Animal Services Department restructured both its cost center structure and department divisions to better access and manage expenditures, revenues and net County cost. Major Department Responsibilities The Contra Costa County Animal Services Department is committed to protecting the health, safety and well-being of all people and animals in our community through enforcement of state and local laws, providing compassionate care for every animal regardless of its temperament or condition, and reducing the number of animals that enter the County’s shelters. The department will prioritize lifesaving as its guiding principal. It will shelter homeless, abandoned and lost animals, work to keep and place animals in safe, caring homes, and provide education and services to enhance the lives of people, their animal companions, and to strengthen the human-animal bond. Field Services Description: Enforce state laws and County ordinances in the unincorporated area of the County and the cities that have agreements with the County to address emergency service calls through the 911-dispatch function, as well as provide non-emergency service calls, and provide daily animal services to 18 contract cities, including unincorporated areas of the County, as listed: Assist police or fire and public citizen emergencies to handle animal-related concerns. Assist on search warrants to subdue animals safely. Enforce and educate the public on state laws and County ordinances regarding animal welfare. Investigate allegations of inhumane treatment towards animals. These investigations may result in criminal charges, but often, result in owner education and veterinary care. Investigate animal bites and state mandated quarantine of the biting animal. Investigate potentially dangerous or dangerous animal incidents. Rescue trapped or injured animals. Impound strays from the field. These include sick and injured animals that require emergency care. Respond to calls to contain loose livestock and transport them to a safe enclosure. Remove dead animals. This is a non- mandated service and one of the most widely asked for among the jurisdictions. Dead animals (domestic and wild) are picked up from public roadways and private property. Field Services Service: Mandatory Level of Service: Discretionary Expenditure: $4,464,574 Financing: 2,957,500 Net County Cost: 1,507,074 Funding Sources: City Contract 61.7% $2,757,500 Other Revenue 4.5% 200,000 General Fund 33.8% 1,507,074 FTE: 26.0 Center Operations Description: Provide compassionate, temporary husbandry and veterinary care to homeless, abandoned, and lost animals during their stay at the Martinez and Pinole shelters. Strive to enhance the lives of these pets while they await placement into caring homes. Animal Services Law and Justice County of Contra Costa FY 2019-2020 Recommended Budget 371 1. Shelter Services Description: Provide appropriate, compassionate care for the community’s animals by meeting the standards outlined in the American Society for the Prevention and Cruelty of Animals’ (ASPCA) Five Freedoms for the duration of their stay. Sanitize and disinfect, as appropriate, for a shelter environment to control disease and provide a healthy living environment. Provide enrichment, as appropriate, based on each species’ needs. Conduct intake processing for the health and safety of the animal and the rest of the shelter population. Maintain a rabies control program. Humanely euthanize animals by injection. Provide owner requested euthanasia, as appropriate or alternative resources. Provide transportation or transfer of animals from one facility to another. 2. Medical Services Description: Provide medical, surgical, emergency, and post-surgical care to animals during their stay, within the reasonable bounds of financial and resource limitations of a municipal, open admission shelter. Facilitate inter/intrastate transfers for placement. Offer low-cost vaccination clinics, including at cost rabies vaccines. Provide emergency/urgent care to stray, abandoned, or lost animals from the community. Provide foster services as appropriate until the resident animal can be re-homed. Provide post adoption medical consultation, upon request. 3. Spay/Neuter Clinic Description: Provide targeted low-cost pet spay/neuter services to Contra Costa County residents, as well as fulfill the mandate to have all adopted animals spayed and neutered prior to adoption. Center Operations Service: Mandatory Level of Service: Mandatory Expenditures: $4,006,478 Financing: 1,984,500 Net County Cost: 2,021,978 Funding Sources: City Contract 42.6% $1,709,500 Misc Humane Svcs 5.0% 200,000 Spay Clinic Fees 1.9% 75,000 General Fund 50.5% 2,021,978 FTE: 28.0 Administration Services Description: Provide the support required for the ongoing operations of the department. This includes human resource functions, fiscal management, data management, contract management, and general business operations including providing customer services for members of the public. 1. Personnel Description: Manage and maintain personnel files and compliance with County policies to ensure the department utilizes best practices for equal opportunity employment and other personnel actions. 2. Finance Description: Provide general management of the department’s financial information and accounts by creating and maintaining internal controls. 3. Customer Services Description: Manage and maintain licensing program for dogs. Licensing is a registration process to assist in the identification of lost animals and is a locally mandated program to support the registration of rabies vaccinations and rabies control throughout the County. The Animal Services Law and Justice 372 County of Contra Costa FY 2019-2020 Recommended Budget department uses a computerized system to identify owners who have vaccinated their dogs and cats against rabies but who have not obtained a license. To streamline the process, the department recently began utilizing a scanning software to upload rabies certificates from veterinary offices. This area also provides customer service to members of the public through the department’s phone system, online or in-person at each of the Animal Service shelters. Administration Services Service: Mandatory Level of Service: Discretionary Expenditures: $3,326,568 Financing: 2,648,000 Net County Cost: 678,568 Funding Sources: City Contract 31.5% $1,048,000 License/Permits 48.1% 1,600,000 General Fund 20.4% 678,568 FTE: 20.0 Community Services Description: Provide public information, media relations, and community education. The team also provides department, specific program, individual animal marketing support, and manages the admissions and adoptions program. The Community Services Division is also responsible for recruiting, training and managing the department’s volunteers through its volunteer program. 1. Volunteer Program Description: Provide volunteer recruitment, animal/owner reunification, and animal enrichment, along with supporting other department divisions with volunteer services, as requested. 2. Admissions and Adoptions Description: Manage the department’s adoption and transfer programs to ensure positive outcomes for the animals in its care. The Admissions and Adoptions Division also oversees the department’s Pet Retention Program, which is focused on keeping pets in their loving homes. 3. Community Education Description: Provide public information and humane education on animal welfare and services. The Community Education Division develops educational content, leads public presentations, and oversees the dissemination of departmental information. 4. Marketing Description: Markets and promotes the department’s services. The Marketing Division also manages the department’s online and external presence through written materials. Community Services Service: Mandatory Level of Service: Discretionary Expenditures: $542,380 Financing: 250,000 Net County Cost: 292,380 Funding Sources: Charges for Svcs 41.5% 225,000 Miscellaneous 4.6% 25,000 General Fund 53.9% $292,380 FTE: 3.0 Miscellaneous Program (Non-General Fund) Animal Benefit Fund Description: In 1988, the Animal Services Department created the Animal Benefit Fund. The purpose of the Animal Benefit Fund was originally to allow the department to receive donations from individuals, animal welfare organizations and businesses, to support animal health and welfare projects that are not funded by departmental or general County revenue. Animal Services Law and Justice County of Contra Costa FY 2019-2020 Recommended Budget 373 Since the creation of the Animal Benefit Fund, monetary contributions and donations for services and supplies for animal welfare have provided for unfunded needs of the impounded animals. These donations have come in the form of grants and donors, along with over-the- counter donations. Animal Benefit Fund Summary Service: Discretionary Level of Service: Discretionary Expenditures: $455,000 Financing: 100,000 Net Fund Cost: 355,000 Funding Sources: Non-restricted Donations 21.9% $100,000 Fund Balance 78.1% 355,000 CAO’s Recommendation The Recommended Budget funds Baseline expenditures for FY 2019-20. Additionally, an appropriation of $455,000 from the Animal Benefit Fund will continue to support animal welfare programs, including a dog walking program. Historically, the department has absorbed projected increases to operating expenses by relying on significant increases to the allocation of general purpose revenue, slight increases from contract city and other revenue, salary savings from holding positions vacant, and support from the Animal Benefit Fund and the department’s community partners. Over the last five years, the Animal Services Department’s allocation of general purpose revenue grew by over 45%. This growth has been supplemented by allocations of one-time appropriations. However, these increases cannot be maintained. The department anticipates an additional $310,393 in city contract revenue in FY 2019-20. City contract revenues are determined on a per capita basis. A slight increase in the County’s population, as determined by the California State Department of Finance, in concert with a fee increase of $0.17 per capita will provide an increase in city contract revenue. This alone will not be sufficient to offset the department’s operating expenses. Prior to the current budget year, instead of eliminating unfunded positions in the budget, the department projected unrealistic revenues to balance. Therefore, for several years salaries and benefits, staffing levels, and revenues were overstated. The department carried at least 11 vacant positions from year to year since 2013. This practice led to an inaccurate view of the department’s service delivery costs and as a result, has negatively impacted its ability to sustain current operations while the County’s population and service demands continue to grow. As part of the development of the recommendation for the FY 2018-19 budget, staff performed a detailed review of the department’s prior year budgets and rebuilt the operating budget to a level that supports mandated service requirements. The FY 2019- 20 recommendations continue this practice. The department’s priority is to continue to readjust its business model to ensure it maintains required service delivery levels while supporting its mission of protecting the health, safety and well-being of all people and animals in the community. Performance Measurement Goal: Enhance department’s employee training by utilizing the County’s Target Solutions (TS) training system. The TS training system provides federal and state mandated training requirements and can also be utilized to increase both department staff knowledge and skills around animal welfare best practices and professional development opportunities for staff. Measurement: The Department strengthened its Safety and Training program in 2018 by assigning a dedicated position to establish and manage the Department’s Illness, Injury and Prevention Plan, along with its Emergency Action Plan. The first step in establishing the Safety and Training program was for the department to expand its use of the County’s Animal Services Law and Justice 374 County of Contra Costa FY 2019-2020 Recommended Budget Target Solution (TS) training system. TS hosts all department trainings and is also utilized as an onboarding tool for new employee orientations and also provides continuous education for all department staff and volunteers. Goal: Improve Field Service targeted response times and call dispositions. The department will review and update its Field Services call prioritization process. Measurement: The department’s Call Prioritization Plan has developed a strong performance matrix model to measure prioritization of calls for service. The Prioritization Plan rates calls based on immediate response calls and non-urgent follow up calls. Goal: Network with community partners to provide options for low-cost animal welfare services for County residents. The County lacks spay and neuter service options, in addition to low-cost veterinarian and other animal care services for County residents. The department will prioritize its efforts in collaborating with veterinarians, behaviorists, feral cat colonies and others to identify low-cost options. Measurement: The department has continued to collaborate with local community organizations like the Tony La Russa Animal Rescue Foundation, Fix Our Ferals and Paw Fund, along with many other animal welfare organizations to promote and provide low-cost spay/neuter and veterinary services to County residents. The Department will continue to support these partnerships and expand on effort to increase access to low-cost medical services with local veterinarians. Goal: Promote animal adoptions and transfers to increase live releases. The department plans to continue to promote pet adoption events through social media and other marketing platforms. These marketing efforts will assist the department to promote transfers to local rescues to save animals who need additional support and services. Measurement: The department effectively increased its live release rate from 87.8% in 2017 to 88.2% in 2018. The increase in live release rate is supported by the department’s adoption and transfer programs, which account for 62% of all live outcomes. Administrative and Program Goals Goal: Improve department customer services by measuring public interactions through an online satisfaction survey. Goal: Provide targeted programs to Contra Costa communities where over populations of pit bulls and Chihuahua mixes exist. Goal: Establish guidelines (pet evaluation matrix) for tracking animals from intake to outcome. Goal: Improve efficiencies in dispatching officers. Goal: Increase Communication and Humane Education efforts to the Contra Costa public by providing translated education material to County residents on department pet owner and animal welfare information. Conflict Defense Law and Justice County of Contra Costa FY 2019-20 Recommended Budget 375 Conflict Defense General Fund 2017-18 Actuals 2018-19 Budget 2019-20 Baseline 2019-20 Recommended Change Expense Salaries And Benefits 0 1,271 0 0 0 Services And Supplies 4,756,291 5,005,729 6,000,000 6,000,000 0 Expense Total 4,756,291 5,007,000 6,000,000 6,000,000 0 Net County Cost (NCC): 4,756,291 5,007,000 6,000,000 6,000,000 0 Financial Indicators Salaries as % of Total Exp 0% 0% 0% 0% % Change in Total Exp 5% 20% 0% % Change in Total Rev % Change in NCC 5% 20% 0% Compensation Information Temporary Salaries 0 1,271 0 0 0 Description: Provides Court-ordered legal representation of accused indigents where the Public Defender or Alternate Defender has a legal conflict of interest or is otherwise unavailable or is relieved for other reasons. Reasons the Public or Alternate Defender may be relieved include: motions of defendants for reasons other than “Conflict of Interest” (e.g., Marsden); representation of a witness; acting as a standby, advisory or co-counsel in a criminal case. Conflict Defense Summary Service: Mandatory Level of Service: Discretionary Expenditures: $6,000,000 Financing: 0 Net County Cost: 6,000,000 Funding Sources: General Fund 100.0% $6,000,000 CAO’s Recommendation The County currently, and has for many years, contracted with the Contra Costa County Bar Association to provide conflict legal defense services through a network of independent attorneys to defendants who are unable to be represented by the County Public Defender. Costs have been trending upward due to an increase in the number of cases that the Public Defender has been referring to the Bar Association. In FY 2018-19, that upward trend has slowed following the Public Defender’s decision to no longer refer certain felony case clients to the Bar Association for representation. The Recommended Budget provides sufficient appropriations for the continuation of conflict legal defense services in FY 2019-20. The level of service for this program is mandated pursuant to constitutional requirements. Should the recommended expenditure appropriations prove insufficient to fund the requisite level of defense services, it will be necessary to shift resources to this budget center from other programs or County reserve. Conflict Defense Law and Justice 376 County of Contra Costa FY 2019-20 Recommended Budget District Attorney Diana Becton, District Attorney Law and Justice County of Contra Costa FY 2019-2020 Recommended Budget 377 District Attorney Summary General Fund 2017-18 Actuals 2018-19 Budget 2019-20 Baseline 2019-20 Recommended Change Expense Salaries And Benefits 38,483,994 40,293,459 43,078,250 42,465,507 (612,743) Services And Supplies 3,990,697 4,543,085 4,125,249 4,185,249 60,000 Other Charges 45,335 35,270 43,485 43,485 0 Fixed Assets 0 79,000 60,000 60,000 0 Expenditure Transfers (823,247) (1,004,523) (761,241) (761,241) 0 Expense Total 41,696,779 43,946,291 46,545,743 45,993,000 (552,743) Revenue Other Local Revenue 4,810,791 5,636,309 5,190,866 5,365,806 174,940 Federal Assistance 395,050 178,974 378,974 378,974 0 State Assistance 17,774,428 17,462,008 18,502,220 18,502,220 0 Revenue Total 22,980,269 23,277,291 24,072,060 24,247,000 174,940 Net County Cost (NCC): 18,716,510 20,669,000 22,473,683 21,746,000 (727,683) Allocated Positions (FTE) 205.5 221.5 221.5 222.5 1.0 Financial Indicators Salaries as % of Total Exp 92% 92% 93% 92% % Change in Total Exp 5% 6% (1%) % Change in Total Rev 1% 3% 1% % Change in NCC 10% 9% (3%) Compensation Information Permanent Salaries 21,832,355 24,387,502 26,239,096 25,915,524 (323,572) Temporary Salaries 2,218,502 488,136 488,136 488,136 0 Permanent Overtime 499,364 272,870 272,870 272,870 0 Deferred Comp 192,004 209,261 253,020 243,000 (10,020) Comp & SDI Recoveries (8,269) 0 0 0 0 FICA/Medicare 1,481,820 1,461,979 1,574,266 1,545,471 (28,795) Ret Exp-Pre 97 Retirees 85,061 82,415 82,415 82,415 0 Retirement Expense 8,234,447 9,059,023 9,523,089 9,383,392 (139,697) Excess Retirement 10,375 0 0 0 0 Employee Group Insurance 2,209,788 2,646,074 2,941,199 2,836,145 (105,054) Retiree Health Insurance 988,617 1,000,803 952,951 952,951 0 OPEB Pre-Pay 379,186 379,186 416,408 416,408 0 Unemployment Insurance 53,981 40,077 13,285 13,064 (221) Workers Comp Insurance 306,764 266,133 321,516 316,132 (5,384) District Attorney Law and Justice 378 County of Contra Costa FY 2019-2020 Recommended Budget Office Description The preceding table represents information in aggregate format summarizing expenditures, revenues, and net County costs for two budget units administered by the District Attorney. Included are data for the following budget units: 0242 – District Attorney 0245 – Public Assistance Fraud Major Office Responsibilities The mission of the Contra Costa District Attorney’s Office is to seek justice and to enhance public safety for all county residents through the fair, ethical, aggressive, and efficient prosecution of those who violate the law and by working to prevent crime. District Attorney Law and Justice County of Contra Costa FY 2019-2020 Recommended Budget 379 District Attorney Budget General Fund 2017-18 Actuals 2018-19 Budget 2019-20 Baseline 2019-20 Recommended Change Expense Salaries And Benefits 38,165,862 39,873,032 42,611,464 42,111,404 (500,060) Services And Supplies 3,976,526 4,534,375 4,117,822 4,177,822 60,000 Other Charges 45,335 35,270 43,485 43,485 0 Fixed Assets 0 79,000 60,000 60,000 0 Expenditure Transfers (490,945) (709,604) (432,711) (432,711) 0 Expense Total 41,696,779 43,812,073 46,400,060 45,960,000 (440,060) Revenue Other Local Revenue 4,810,791 5,636,309 5,190,866 5,365,806 174,940 Federal Assistance 395,050 178,974 378,974 378,974 0 State Assistance 17,774,428 17,462,008 18,502,220 18,502,220 0 Revenue Total 22,980,269 23,277,291 24,072,060 24,247,000 174,940 Net County Cost (NCC): 18,716,510 20,534,782 22,328,000 21,713,000 (615,000) Allocated Positions (FTE) 204 220 220 221.5 1.5 Financial Indicators Salaries as % of Total Exp 92% 91% 92% 92% % Change in Total Exp 5% 6% (1%) % Change in Total Rev 1% 3% 1% % Change in NCC 10% 9% (3%) Compensation Information Permanent Salaries 21,702,852 24,156,919 25,980,589 25,724,470 (256,119) Temporary Salaries 2,157,776 488,136 488,136 488,136 0 Permanent Overtime 499,143 272,870 272,870 272,870 0 Deferred Comp 191,188 207,341 250,200 241,980 (8,220) Comp & SDI Recoveries (8,269) 0 0 0 0 FICA/Medicare 1,468,946 1,446,619 1,557,818 1,534,216 (23,602) Ret Exp-Pre 97 Retirees 84,605 79,855 79,855 79,855 0 Retirement Expense 8,190,668 8,985,382 9,440,934 9,322,021 (118,913) Excess Retirement 10,375 0 0 0 0 Employee Group Insurance 2,185,527 2,606,317 2,892,344 2,803,888 (88,456) Retiree Health Insurance 959,770 964,116 916,337 916,337 0 OPEB Pre-Pay 365,340 361,873 400,840 400,840 0 Unemployment Insurance 53,559 39,962 13,156 12,969 (187) Workers Comp Insurance 304,382 263,642 318,385 313,822 (4,563) District Attorney Law and Justice 380 County of Contra Costa FY 2019-2020 Recommended Budget 1. Mainline Prosecution Description: Attends the courts and conducts, on behalf of the people, all prosecutions for public offenses occurring in Contra Costa County. Mainline Prosecution includes homicide, gang crimes, sexual assault, juvenile, general felony, misdemeanor and investigative units. Mainline Prosecution Summary Service: Mandatory Level of Service: Discretionary Expenditures: $28,292,413 Financing: 16,849,355 Net County Cost: 11,443,058 FTE: 139.0 2. Special Prosecution Description: Addresses specific areas of criminal activity. Funding for many of the units comes from state or federal grants and special revenue funds. The units within Special Prosecution are: a.Auto Insurance Fraud – Works with public and private sector agencies to investigate and prosecute individuals who fraudulently enhance or file fictitious auto insurance claims in the County. b. Consumer Protection Unit – Investigates and prosecutes unfair and unlawful business practices in violation of Business and Professions Code Sections 17200 and 17500. The Consumer Protection Unit receives and reviews consumer complaints from the general public and other governmental agencies and seeks to redress violations of consumer protection laws. c. Environmental Crimes – Prosecutes violations of state environmental laws including regulations pertaining to hazardous waste and materials, water and air pollution, and provisions of the Fish and Game Code. d. Real Estate Fraud – Investigates and prosecutes common real estate fraud crimes such as forging deeds or loan documents, instances of foreclosure fraud, filing false real property documents and committing securities fraud violations. e. Workers’ Compensation Fraud – Investigates and prosecutes individuals who submit false claims for workers’ compensation insurance as well as employers who submit false documentation for workers’ compensation insurance. f. Family Violence Unit – Incorporates several distinct vertical prosecution units: Sexual Assault, which prosecutes all felony sexual assaults against adults and children and all child abuse cases, Elder Abuse, which prosecutes both financial and physical elder abuse cases and Domestic Violence. g. Vertical Prosecution Units – For Vertical Prosecution cases, a prosecutor is assigned to the case from the initial point of referral to the completion of the prosecution. This method results in continuity and improved prosecution success. The following specialized vertical prosecution areas are currently part of the operations of the office: Homicide, Gangs, Human Trafficking, Family Violence Unit and Special Operations Units as mentioned previously. Special Prosecution Summary Service: Mandatory Level of Service: Discretionary Expenditures: $4,274,437 Financing: 3,778,947 Net County Cost: 495,490 FTE: 19.0 District Attorney Law and Justice County of Contra Costa FY 2019-2020 Recommended Budget 381 3. Investigations Description: Investigates all types of crime under the District Attorney's jurisdiction, locates and interviews suspects and witnesses, assists in grand jury investigations, writes search warrant affidavits, serves search warrants, conducts searches for fugitives, conducts surveillance, makes arrests and appears and testifies as witnesses in criminal and civil cases. Investigations Summary Service: Mandatory Level of Service: Discretionary Expenditures: $5,431,442 Financing: 434,275 Net County Cost: 4,997,167 FTE: 22.0 4. Victim/Witness Advocacy Description: The Victim/Witness Assistance Program provides constitutionally and statutorily mandated services to empower victims of crime through advocacy and support. Advocates give a voice to victims in the criminal justice system at all stages of the court proceedings. They provide crisis intervention, orientation to the criminal justice system and pursue restitution on behalf of victims and the Victims Compensation Fund. Victim/Witness Advocacy Summary Service: Mandatory Level of Service: Discretionary Expenditures: $1,680,821 Financing: 1,694,806 Net County Cost: (13,985) FTE: 16.0 5. Administration Description: Responsible for operations, fiscal, personnel, procurement, facilities management, and resource development related to the department. Administration Summary Service: Mandatory Level of Service: Discretionary Expenditures: $4,809,470 Financing: 18,200 Net County Cost: 4,791,270 FTE: 12.0 6. AB 109 Program Description: Public Safety Realignment Act transfers responsibility for supervising specific low-level inmates and parolees from the California Department of Corrections and Rehabilitation (CDCR) to counties, including parole revocation proceedings. Funding provides a Realignment Coordinator, victim advocates and support staff who work collaboratively with other criminal justice partners to prevent crime and support victims in its aftermath. AB 109 Program Summary Service: Mandatory Level of Service: Discretionary Expenditures: $2,247,004 Financing: 2,247,004 Net County Cost: 0 FTE: 13.5 District Attorney Law and Justice 382 County of Contra Costa FY 2019-2020 Recommended Budget District Attorney Summary Service: Mandatory Level of Service: Discretionary Expenditures: $46,392,711 Financing: 24,679,711 Net County Cost: 21,713,000 Funding Sources: Sales Tax 32.1% $14,885,414 Intergov Rev 11.5% 5,323,606 Misc State Aid 7.3% 3,408,806 Transfers 0.9% 432,711 Fed Aid Crime Ctrl 0.8% 378,974 State Aid Realignmt 0.4% 208,000 Miscellaneous Rev 0.1% 42,200 General Fund 46.8% 21,713,000 FTE: 221.5 District Attorney Law and Justice County of Contra Costa FY 2019-2020 Recommended Budget 383 Public Assistance Fraud Budget General Fund 2017-18 Actuals 2018-19 Budget 2019-20 Baseline 2019-20 Recommended Change Expense Salaries And Benefits 318,132 420,427 466,786 354,103 (112,683) Services And Supplies 14,171 8,710 7,427 7,427 0 Expenditure Transfers (332,303) (294,919) (328,530) (328,530) 0 Expense Total (0) 134,218 145,683 33,000 (112,683) Net County Cost (NCC): 0 134,218 145,683 33,000 (112,683) Allocated Positions (FTE) 1.5 1.5 1.5 1.0 (0.5) Financial Indicators Salaries as % of Total Exp 0% 313% 320% 1,073% % Change in Total Exp 0% 9% (77%) % Change in Total Rev % Change in NCC 0% 9% (77%) Compensation Information Permanent Salaries 129,503 230,583 258,507 191,054 (67,453) Temporary Salaries 60,726 0 0 0 0 Permanent Overtime 221 0 0 0 0 Deferred Comp 816 1,920 2,820 1,020 (1,800) FICA/Medicare 12,874 15,361 16,448 11,255 (5,193) Ret Exp-Pre 97 Retirees 456 2,560 2,560 2,560 0 Retirement Expense 43,779 73,641 82,155 61,371 (20,784) Employee Group Insurance 24,261 39,757 48,855 32,257 (16,598) Retiree Health Insurance 28,847 36,687 36,614 36,614 0 OPEB Pre-Pay 13,846 17,313 15,568 15,568 0 Unemployment Insurance 422 115 129 95 (34) Workers Comp Insurance 2,382 2,490 3,130 2,309 (821) District Attorney Law and Justice 384 County of Contra Costa FY 2019-2020 Recommended Budget Public Assistance Fraud Description: Works with personnel from various social service agencies to detect, investigate and successfully prosecute individuals who attempt to defraud various public assistance programs. Public Assistance Fraud Summary Service: Mandatory Level of Service: Discretionary Expenditures: $361,530 Financing: 328,530 Net County Cost: 33,000 Funding Sources: Transfers 90.9% $328,530 General Fund 9.1% 33,000 FTE: 1.0 District Attorney Law and Justice County of Contra Costa FY 2019-2020 Recommended Budget 385 Miscellaneous Programs (Non-General Fund) 1. Consumer Protection Description: Receives Cy pres restitution funds from court-ordered settlements for District Attorney Consumer Protection projects, when individual restitution in a particular case cannot be determined or is not feasible. Consumer Protection Summary Service: Discretionary Level of Service: Discretionary Expenditures: $1,025,278 Financing: 500,000 Net Fund Cost: 525,278 Funding Sources: Fines/Forfeitures 48.8% $500,000 Fund Balance 51.2% 525,278 2. Narcotics Forfeiture Description: State law requires that the District Attorney Office’s use the portion of distributed forfeited narcotics assets for enhancement of prosecution. Narcotics Forfeiture Summary Service: Discretionary Level of Service: Discretionary Expenditures: $55,000 Financing: 122,000 Net Fund Cost: (67,000) Funding Sources: Seizures 100.0% 122,000 3. Environmental/OSHA Description: Funds the investigation and prosecution of environmental/occupational health and safety violations. In addition, this fund supports staff professional development on subjects of environmental law. Environmental/OSHA Summary Service: Discretionary Level of Service: Discretionary Expenditures: $426,898 Financing: 426,898 Net Fund Cost: 0 Funding Sources: General Fines 100.0% $426,898 4. DA Federal Forfeiture – Dept of Justice Description: Federal law requires that the District Attorney Office’s use the portion of distributed forfeited narcotics assets for enhancement of prosecution. Federal Forfeiture-Dept of Justice Summary Service: Discretionary Level of Service: Discretionary Expenditures: $16,800 Financing: 16,800 Net Fund Cost: 0 Funding Sources: General Fines 100.0% 16,800 District Attorney Law and Justice 386 County of Contra Costa FY 2019-2020 Recommended Budget 5. Real Estate Fraud Prosecution Description: Pursuant to State law, pays for District Attorney cost of deterring, investigating, and prosecuting real estate fraud crimes, using fees from recording real estate instruments. Real Estate Fraud Prosecution Summary Service: Discretionary Level of Service: Discretionary Expenditures: $464,280 Financing: 464,280 Net Fund Cost: 0 Funding Sources: Recording Fees 100.0% $464,280 6. Supplemental Law Enforcement Services Fund (SLESF) – Criminal Prosecution Description: As provided by AB 3229 (Chapter 134, Statues of 1996), the State supplements otherwise available funding for local public safety services (“COPS”). These funds are used locally to enhance prosecution of domestic violence cases. Under AB 109 Public Safety Realignment, SLESF allocations are now subsumed under the County’s Local Revenue Fund for Public Safety Realignment. SLESF – Criminal Prosecution Summary Service: Mandatory Level of Service: Mandatory Expenditures: $503,000 Financing: 503,000 Net Fund Cost: 0 Funding Sources: Public Safety Realign 100.0% $503,000 6. Local Revenue Fund (AB 109) for District Attorney Description: Special fund to provide legal representation at parole revocation hearings for State parolees transferring to county jurisdiction under public safety realignment (AB 109). This information is provided for illustrative purposes only and is part of the Public Safety Realignment budget shown on Page 427. Public Safety Realignment Local Revenue Fund (AB 109) District Attorney Summary Service: Mandatory Level of Service: Mandatory Expenditures: $360,945 Financing: 360,945 Net Fund Cost: 0 Funding Sources: Public Safety Realign 100.0% $360,945 CAO’s Recommendation The District Attorney’s Office FY 2019-20 Recommended Budget increases expenditure appropriations by $2,046,709, or 4.7% and increases estimated revenue by $969,709, or 4.2%, resulting in an increase in net County cost of $1,077,000, or 5.2% over the FY 2018/19 Budget. The increases to expenditure appropriations are due to projected salary and benefit increases for existing employees and the net addition of one FTE position. A listing of position changes is included in the Program Modification List at the end of this section. The increases in estimated revenue are concentrated in two primary areas; a $655,798 increase to estimated Proposition 172 sales tax revenue and $142,212 in increased Public Safety Realignment revenue related to AB 109 and Post-Release Community Supervision (PRCS) operations. District Attorney Law and Justice County of Contra Costa FY 2019-2020 Recommended Budget 387 The recommended budget includes additional revenue authorized by the Community Corrections Partnership for a part-time clerical position and $150,000 for the Neighborhood Courts program to cover operating costs and one Neighborhood Court Program Director position. The Recommended Budget includes a vacancy factor of $615,000. A vacancy factor accounts for cost savings related to funded personnel vacancies occurring within the department during the fiscal year. In addition, the department will eliminate a half-time (0.5) vacant position identified in the “Program Modification List”. Note: The County Administrator has developed recommendations based on service level impacts communicated by the District Attorney’s Office. It is acknowledged that the District Attorney is an elected official and has ultimate discretion on how to best deploy resources within her Office using appropriations allocated by the Board of Supervisors. Performance Measurement With 1.15 million residents and 25 law enforcement agencies within the 19 cities of Contra Costa County, the District Attorney’s Office reviews every police report submitted in its jurisdiction. In 2018, the Office prosecuted over 1,800 felony cases and 5,200 misdemeanor cases, including 149 felony and 180 misdemeanor jury trials. The District Attorney’s Office also investigates and prosecutes public corruption as well as enforces environmental and consumer protection laws, both civilly and criminally. Administrative and Program Goals 1. Innovations and Alternatives to Prosecution (A) Conviction Integrity The District Attorney’s Office will establish the first ever Conviction Integrity Unit (“CIU”) in Contra Costa County. The unit will investigate wrongful conviction claims of actual innocence based on new evidence. While claims of actual innocence will be the main priority for the unit, it will also review cases where there is evidence of a significant integrity issue. The CIU will also assist in reviewing and developing practices and policies related to training, case assessment, investigations and disclosure obligations with the goal of preventing wrongful convictions in the first place. After a thorough review of each case, where appropriate, the CIU will make recommendations to the Contra Costa County District Attorney outlining the appropriate remedy. (B) Neighborhood Community Courts In an effort to offer smart and safe alternatives for low level non-violent misdemeanors, the District Attorney’s Office will begin a Neighborhood Courts Program. In lieu of filing criminal charges, this community based pre- charging diversion program will use a restorative justice lens to resolve low-level misdemeanors and quality of life crimes. Modeled after a similar District Attorney lead program, adjudicators – comprised primarily of residents who live and work in the community where the incident occurred – hear the case and create plans that enable the participant to address harms caused to the community and parties affected by the incident. This program has the potential to reduce the number of cases making their way through the criminal justice system, saving both time and money for the courts and impacted county agencies. By keeping low-level non- violent offenders out of the criminal justice system, and keeping convictions off their record, this program will aid in preventing obstacles to obtaining employment, education, housing, and meaningful participation in the community. (C) Mental Health In the fall of 2018, new legislation, Penal Code Section 1001.36, created Mental Health Diversion, a discretionary pre-trial diversion procedure. Recognizing that those with mental illness need treatment to reduce the cycle of recidivism and incarceration and its impact on the criminal justice system, the workload has increased as the courts thoroughly evaluate, District Attorney Law and Justice 388 County of Contra Costa FY 2019-2020 Recommended Budget structure treatment and ultimately divert defendants into this program. While the procedure is still in development, defendants in criminal cases have already begun to apply for this new program. The Mental Health Diversion, even without an officially created program in Contra Costa County stands at 35 cases and continues to grow. (D) Human Trafficking The Human Trafficking unit’s mission is to develop an effective and comprehensive approach to every type of human trafficking. The unit works to support victims and hold offenders accountable, using education, community involvement, and legal tools. The Office has sponsored a Human-Trafficking Awareness campaign in 2014 through January 2019. This included addressing the Board of Supervisors on the issue and conducting training for law enforcement. The Office placed public notices throughout the County and collaborated with the City of Antioch and its business community for the 4th annual Day of Action. 2. Crime Prevention Programs Crime Prevention Programs The District Attorney's Office continues to implement new crime prevention initiatives. The most significant of these is an emphasis on focused deterrence. This approach to crime prevention requires identifying the relatively few criminals who are responsible for the majority of crimes in a community. We focus resources on them to try to stop the criminal behavior. This may entail prosecution, or offering services, or a combination of both. The goal is to focus on the real problem people, not attacking the perceived problem with an inaccurate, and counter- productive “broad brush” approach. The following programs are part of the District Attorney’s focused deterrence efforts (A) Contra Costa County Violence Reduction Summit On January 8, 2019, District Attorney Diana Becton hosted the Contra Costa County Violence Reduction Summit for members of the Contra Costa County Police Chiefs Association, the Command Operations Group and for managers and supervisors of all police agency investigative units within the County. The goals of the Summit were to discuss the development of a countywide approach to combat violent crime, to explore violence trends, the benefits of a regional approach and new legislation. (B) Ceasefire Richmond The District Attorney’s Office continues to be very involved with the anti-gang initiative known as “Ceasefire” in the city of Richmond in an attempt to stem gang violence at its source, before it erupts into shootings and before the taking of innocent lives. The Office holds “call- ins” where gang members are called into meetings and told of an impending crackdown if the violence continues. Ceasefire is a partnership between law enforcement, community members, clergy, and service providers. The District Attorney’s Office continues to work closely with the West County community to keep this momentum going in a positive direction. From a high of 47 murders in 2009, the number of homicides in the city of Richmond dropped to 18 in 2018. This is one of the lowest homicide rates in three decades and is a remarkable improvement for that community. In addition, the total number of reported shootings within the City of Richmond has decreased dramatically. East County Based on the success of the Ceasefire initiative in the City of Richmond, The District Attorney’s Office is involved in the development and planning of “Ceasefire” in the city of Pittsburg and Antioch. The goal is to duplicate the results seen in the City of Richmond to stem gun violence in East County. (C) Safe Streets Task Force In collaboration with the FBI, the Office has formulated a countywide task force to fight violent crime on a countywide basis. The task force includes several FBI agents, investigators from the District Attorney’s Office, and officers District Attorney Law and Justice County of Contra Costa FY 2019-2020 Recommended Budget 389 from the Pittsburg, Antioch, and Richmond Police Departments, and the Sheriff’s Office. This task force will operate throughout the county in innovative ways to reduce violent crime. (D) Anti-Truancy Initiative Since January 2011, the District Attorney’s Office has focused on preventing crime by trying to help kids stay in school. This program focuses on increasing school attendance by sending letters to truant students, and their parents, and meeting with those individuals. A 0.5 FTE Deputy District Attorney is responsible for working with schools in the county to teach classes on bullying, gun violence, drug abuse, and gang intervention. Over the last several years, the Deputy District Attorney has taught this curriculum to over 1,000 middle school students in East County and is expanding the program to West County. Additionally, the Deputy District Attorney is an active participant on Student Attendance Review Board (SARB) panels in several districts including San Ramon, Acalanes, Pittsburg, Mount Diablo and the newly formed County "SARB" panel, which serves the charter schools. The Office also collaborates with community- based organizations such as the Jr. Achievement Group (the largest national organization dedicated to helping students plan for academic and economic success), the Youth Intervention Network in Antioch, and Kops for Kids, to serve Contra Costa County's youth. In a coordinated effort with Jr. Achievement, over 20 prosecutors from the District Attorney’s Office have participated in Law Enforcement Career Days at Pinole Valley and Deer Valley High Schools, and several middle schools in Antioch. In 2015, the Office launched the first Parent Truancy Calendar, in partnership with the Superior Court and school districts, to combat chronic absenteeism among elementary and middle school students. The new court proceedings place great emphasis on the parents’ legal obligation to ensure that their young children attend school on a daily basis. After reviewing the information from the school attendance review board in cases of elementary and middle school chronically absent students (students who have been absent from school for 10% or more of the school days in one school year) the District Attorney charges parents with an infraction. The court places parents on a twelve-month grant of probation, during which they may be required to attend parenting classes, family counseling and/or other wrap around service programs. This holistic approach educates parents about the importance of school attendance for their children’s future and addresses the barriers that have led to their children’s chronic absenteeism. The collaborative court monitors parents’ progress. If, after twelve months, the children are attending school, the charges are dismissed. This collaboration between the schools and the courts allows families to benefit from resources available through both systems. (E) Realignment (AB 109) In October 2011, the Legislature drastically changed the sentencing and punishment structure in California. Most individuals convicted of felonies are in county jail, instead of state prison. This caused a significant impact on county public safety services, including the Probation Department, the Sheriff’s Office and the District Attorney’s Office. The Office continues to work closely with our Community Corrections Partnership to meet these challenges, entailing a great deal of time and effort in discussions and meetings. Significant resources have been required to address these changes, including more victim witness personnel to work with victims and to determine restitution; more prosecutors to handle parole revocations; additional prosecutions because of these individuals now serving less custody time; and training of prosecutors regarding sentencing alternatives. (F) Proposition 47 The recently enacted Proposition 47 changed all drug possession cases from felonies to misdemeanors. Inmates became eligible for resentencing, which requires a thorough review of criminal history and risk assessment, to assess dangerousness to the public. District Attorney Law and Justice 390 County of Contra Costa FY 2019-2020 Recommended Budget (G) Bail Reform In January 2018, the Humphrey decision ordered judges in the state to stop relying on the conventional bail schedule for criminal offenses, especially in cases where a defendant does not pose a substantial safety risk. The ruling also compels judges to consider bail alternatives like electronic monitoring with ankle bracelets. Humphrey requires an inquiry about ability to pay, and consideration of nonmonetary alternatives to money bail. The District Attorney’s office anticipates a significant increase in workload in order to prepare for and attend hearings, as well as an increase in victim witness support services associated with the hearings. (H) Proposition 64 In November 2016, the voters passed Proposition 64, the Medicinal and Adult-Use Cannabis Regulation and Safety Act. The Act legalizes use of cannabis, and includes the ability for individuals to have prior marijuana convictions dismissed and the records sealed. There will be a significant increase in workload as the District Attorney’s Office establishes a protocol with the court and the defense bar for review, filing and granting of petitions. 3. Administrative Goals (A) Case Management System The Office is utilizing a relatively new case management system. As with any case management system, there continue to be challenges associated with implementation. Office staff has needed to learn how to operate under the new system, which has taken a great deal of time and effort. Additionally, there is a great deal more data entry/scanning work, with the end goal of working more efficiently and electronically. (B) Staffing The District Attorney will continue to need adequate staffing to maintain the ability to prosecute the full spectrum of criminal offenses and work on crime prevention initiatives. Over 92% of the Office budget is allocated to salaries and benefits, therefore, reductions to the budget result in reductions to services and programs. (C) Training The District Attorney’s Office engaged in an office wide “strategic planning conversation.” We learned that there is a significant need for increased training for all employees (clerical, attorney, victim witness, and management). We are establishing a training oversight committee that will coordinate a comprehensive training program for the entire office. District Attorney Law and Justice County of Contra Costa FY 2019-2020 Recommended Budget 391 FY 2019-20 Program Modification List Order Reference to Mand/Disc List Program Name Service FTE Net County Cost Impact Impact 1 1 Mainline Prosecution Establish Vacancy Factor 0.0 (615,000) Establish Vacancy Factor - equivalent to 4 clerical positions and one Deputy District Attorney. 2 5 Public Assistance Fraud Decrease staff (0.5) (112,683) Eliminate a vacant part-time Deputy District Attorney position. 3 7 AB 109 Increase Staff and program costs 1.5 174,940 Add a Neighborhood Court director and a part-time clerical position funded by AB 109. 4 7 AB 109 Revenue 0 174,940 Add AB 109 funding for Neighborhood Court director and a part-time clerical position. Total 1.0 (727,683) District Attorney Law and Justice 392 County of Contra Costa FY 2019-2020 Recommended Budget Justice Systems Development/Planning Law and Justice County of Contra Costa FY 2019-2020 Recommended Budget 393 Summary Law and Justice Budgets General Fund 2017-18 Actuals 2018-19 Budget 2019-20 Baseline 2019-20 Recommended Change Expense Salaries And Benefits 499,433 783,494 819,707 819,707 0 Services And Supplies 1,927,147 13,719,334 2,366,219 2,366,219 0 Fixed Assets 16,138 0 0 0 0 Expenditure Transfers (237,858) (43,227) (232,069) (232,069) 0 Expense Total 2,204,860 14,459,601 2,953,857 2,953,857 0 Revenue Other Local Revenue 140,324 351,493 163,857 163,857 0 State Assistance 1,065,735 1,000,000 1,000,000 1,000,000 0 Revenue Total 1,206,059 1,351,493 1,163,857 1,163,857 0 Net County Cost (NCC): 998,801 13,108,108 1,790,000 1,790,000 0 Allocated Positions (FTE) 5.0 5.0 5.0 5.0 0.0 Financial Indicators Salaries as % of Total Exp 23% 5% 28% 28% % Change in Total Exp 556% (80%) 0% % Change in Total Rev 12% (14%) 0% % Change in NCC 1,212% (86%) 0% Compensation Information Permanent Salaries 308,659 482,951 520,377 520,377 0 Deferred Comp 3,205 6,420 7,440 7,440 0 FICA/Medicare 21,991 36,246 38,932 38,932 0 Ret Exp-Pre 97 Retirees 987 973 973 973 0 Retirement Expense 95,556 147,477 160,784 160,784 0 Employee Group Insurance 48,846 88,502 74,237 74,237 0 Retiree Health Insurance 10,034 10,173 10,034 10,034 0 OPEB Pre-Pay 7,275 7,275 4,317 4,317 0 Unemployment Insurance 688 241 261 261 0 Workers Comp Insurance 2,192 3,236 2,351 2,351 0 Department Description The preceding table represents information in aggregate format summarizing expenditures, revenues, and net County costs for two budget units administered by the County Administrator’s Office: 0235 – Law and Justice System Development 0265 – Vehicle Theft Justice Systems Development/Planning Law and Justice 394 County of Contra Costa FY 2019-2020 Recommended Budget Major Department Responsibilities The mission of Justice System Programs/Planning is to provide administration and coordination of data systems that affect and support the entire County justice system. Besides Law and Justice Systems Development and Planning, the County Administrator’s Office oversees several special funds, which are summarized on the following pages: Automated Identification (ID) and Warrant; Courthouse Construction; Criminal Justice Facilities’ DNA Fingerprint Identification; Supplemental Law Enforcement Services (SLESF) funds; Local Revenue Fund- Supplemental Law Enforcement Services (SLESA): and the Local Revenue Fund- Community Corrections Program. Justice Systems Development/Planning Law and Justice County of Contra Costa FY 2019-2020 Recommended Budget 395 Law and Justice Systems Development General Fund 2017-18 Actuals 2018-19 Budget 2019-20 Baseline 2019-20 Recommended Change Expense Salaries And Benefits 499,433 783,494 819,707 819,707 0 Services And Supplies 1,028,406 11,420,226 1,366,219 1,366,219 0 Fixed Assets 16,138 0 0 0 0 Expenditure Transfers (237,858) (43,227) (232,069) (232,069) 0 Expense Total 1,306,119 12,160,493 1,953,857 1,953,857 0 Revenue Other Local Revenue 140,324 351,493 163,857 163,857 0 Revenue Total 140,324 351,493 163,857 163,857 0 Net County Cost (NCC): 1,165,796 11,809,000 1,790,000 1,790,000 0 Allocated Positions (FTE) 5.0 5.0 5.0 5.0 0.0 Financial Indicators Salaries as % of Total Exp 38% 6% 42% 42% % Change in Total Exp 831% (84%) 0% % Change in Total Rev 150% (53%) 0% % Change in NCC 913% (85%) 0% Compensation Information Permanent Salaries 308,659 482,951 520,377 520,377 0 Deferred Comp 3,205 6,420 7,440 7,440 0 FICA/Medicare 21,991 36,246 38,932 38,932 0 Ret Exp-Pre 97 Retirees 987 973 973 973 0 Retirement Expense 95,556 147,477 160,784 160,784 0 Employee Group Insurance 48,846 88,502 74,237 74,237 0 Retiree Health Insurance 10,034 10,173 10,034 10,034 0 OPEB Pre-Pay 7,275 7,275 4,317 4,317 0 Unemployment Insurance 688 241 261 261 0 Workers Comp Insurance 2,192 3,236 2,351 2,351 0 Description: Develops, coordinates, and installs automated information systems for justice departments including project management, training and technical assistance. Plans and manages the implementation of the case management information system for the District Attorney, Public Defender and Probation departments. Coordinates regularly with the Superior Court and local law enforcement agencies on system upgrades, testing, and troubleshooting. Plans, maintains and coordinates countywide justice systems and interfaces – currently, the All County Criminal Justice Information Network (ACCJIN), the Justice Systems Development/Planning Law and Justice 396 County of Contra Costa FY 2019-2020 Recommended Budget Justice Automated Warrant System (JAWS), the Law & Justice Information System (LJIS), and the District Attorney case management system (Prosecutor by Karpel). Law & Justice Systems Development Summary Service: Discretionary Level of Service: Discretionary Expenditures: $ 2,185,926 Financing: 395,926 Net County Cost: 1,790,000 Funding Sources: Charges for Serv 7.5% 163,857 Misc Revenue 10.6% 232,069 General Fund 81.9% 1,790,000 FTE: 5.0 Justice Systems Development/Planning Law and Justice County of Contra Costa FY 2019-2020 Recommended Budget 397 Vehicle Theft Program General Fund 2017-18 Actuals 2018-19 Budget 2019-20 Baseline 2019-20 Recommended Change Expense Services And Supplies 898,741 2,299,108 1,000,000 1,000,000 0 Expense Total 898,741 2,299,108 1,000,000 1,000,000 0 Revenue State Assistance 1,065,735 1,000,000 1,000,000 1,000,000 0 Revenue Total 1,065,735 1,000,000 1,000,000 1,000,000 0 Net County Cost (NCC): (166,995) 1,299,108 0 0 0 Financial Indicators Salaries as % of Total Exp % Change in Total Exp 156% (57%) 0% % Change in Total Rev (6%) 0% 0% % Change in NCC (878%) (100%) 0% Description: Special budget unit created pursuant to California Vehicle Code section 9250.14; provides local funding for programs relating to vehicle theft crimes. Vehicle Theft Program Summary Service: Discretionary Level of Service: Mandatory Expenditures: $ 1,000,000 Financing: 1,000,000 Net County Cost: 0 Funding Sources: Vehicle License Fees 100.0% $ 1,000,000 Justice Systems Development/Planning Law and Justice 398 County of Contra Costa FY 2019-2020 Recommended Budget Miscellaneous Programs (Non-General Fund) 1. Automated ID & Warrant Description: Special fund to finance a countywide warrant system and to replace and enhance the automated fingerprint identification (CAL-ID) equipment. Also provides funding for the Automated Regional Information Exchange System (ARIES), which is managed by the Office of the Sheriff. Automated ID & Warrant Summary Service: Discretionary Level of Service: Mandatory Expenditures: $3,828,179 Financing: 1,166,179 Net Fund Cost: 2,662,000 Funding Sources: Fines & Forfeits 8.6% $ 328,534 Participant Fees 21.9% 837,645 Fund Balance 69.5% 2,662,000 Fund 114000 2. DNA Identification Fund Description: As provided by Government Code section 76104.6, adds $1 penalty for every ten dollars upon every fine, penalty, or forfeiture imposed and collected by the courts for criminal offenses, including Vehicle Code violations, except parking offenses. These funds are deposited into a separate DNA Identification Fund in the County Treasury. After required transfers to the State, remaining funds may be used to reimburse the Sheriff or other law enforcement agencies to collect DNA specimens, samples, and print impressions. DNA Identification Fund Summary Service: Discretionary Level of Service: Mandatory Expenditures: $270,000 Financing: 270,000 Net Fund Cost: 0 Funding Sources: Penalty Assessments 100.0% $270,000 Fund 115600 3. Local Community Corrections (AB 109) Public Safety Realignment Description: Within the County’s Local Revenue Fund pursuant to AB 109 and AB 118, this account provides the State funding allocation for Community Corrections Grant. The local Community Corrections Partnership, as defined by statute, develops plans for utilization of these funds solely to enhance the capacity of County probation, mental health, Sheriff and other County departments to provide appropriate rehabilitative, housing and supervision services to adult criminal offenders who have been realigned from State to County jurisdiction. The plans are deemed approved by the Board of Supervisors unless rejected by a super-majority vote of the Board. Local Community Corrections (AB 109) Service: Mandatory Level of Service: Discretionary Expenditures: $29,599,550 Financing: 28,420,464 Net Fund Cost: 1,179,086 Funding Sources: Public Safety Realign 96.0% $28,420,464 Fund Balance 4.0% 1,179,086 Fund 115300 (2982) Justice Systems Development/Planning Law and Justice County of Contra Costa FY 2019-2020 Recommended Budget 399 4. SLESF - Front Line Law Enforcement- City Description: Within the County’s Local Revenue Fund pursuant to AB 109 and AB 118, this account provides the pass-through of State Supplemental Law Enforcement funding to Contra Costa cities. SLESF - Front Line Law Enforcement-City Service: Discretionary Level of Service: Mandatory Expenditures: $3,598,995 Financing: 3,598,995 Net Fund Cost:0 Funding Sources: Misc Revenue 100.0% $ 3,598,995 Fund 114300 5. Supplemental Law Enforcement Services Account (SLESA) - (AB 109) Public Safety Realignment Description: Within the County’s Local Revenue Fund pursuant to AB 109 and AB 118, this account provides the State Supplemental Law Enforcement funding for the Sheriff and Contra Costa cities. Supplemental Law Enforcement Services (AB 109) Service: Mandatory Level of Service: Discretionary Expenditures: $9,898,739 Financing: 9,898,739 Net Fund Cost: 0 Funding Sources: Public Safety Realign 100.0% $9,898,739 Fund 115300 (2981) 6. Obscene Matter-Minors Description: As provided by Section 311.12 of the Penal Code, fines collected from persons convicted of certain offenses relating to obscene matter involving minors, in which the violation is committed on or via a government-owned computer or via a government-owned computer network, are to be allocated for sexual assault investigator training, high technology crime task forces, public agencies and nonprofit corporations that provide shelter, counseling, or other direct services for victims of human trafficking and for multidisciplinary teams involved in the prosecution of child abuse cases. Obscene Matter-Minors Service: Mandatory Level of Service: Discretionary Expenditures: $5,400 Financing: 400 Net Fund Cost: 5,000 Funding Sources: Fines & Forfeitures 7.4% $ 400 Fund Balance 92.6% 5,000 Fund 115400 Justice Systems Development/Planning Law and Justice 400 County of Contra Costa FY 2019-2020 Recommended Budget CAO’s Recommendation The County Administrator’s Office (CAO) is in the process of replacing the integrated legacy mainframe justice system that serves the Justice Partners (District Attorney, Public Defender, and Probation) and the Superior Court. The Superior Court is likewise in the early stages of a project to replace the County’s legacy mainframe court management and calendaring system, beginning with its traffic case management system. In addition to the project to replace the County’s justice case management systems, the CAO has made it a top priority to replace the County’s nearly obsolete warrant management system, a system upon which the Sheriff, the Superior Court and all local law enforcement agencies rely on a daily basis. Migrating mainframe systems to modern case management systems are complex projects that involve coordination among not only the County's justice partners but also with multiple vendors, the Superior Court, the California Department of Justice, Office of the Sheriff, and the 20+ local law enforcement agencies that file cases with the District Attorney's office and rely on the County's automated warrant system and justice data network. Each project is multifaceted, labor-intensive, and spans many months and, sometimes, years. As the duration of these projects lengthens, the continued availability of key department subject matter experts diminishes, as only so much of their time can be devoted to automation projects and they, at some point, will get diverted onto primary mission duties. Likewise, if an automation project is allowed to languish, the County also risks losing vendor support, as vendors are generally paid only as progress is made. For these reasons, staff strive to accomplish automation projects as rapidly as possible and avoid delays and loss of momentum. To implement and support these projects, the County Administrator’s Office draws from several resources: Law & Justice Information Systems (LJIS) Division of the County Administrator’s Office. Department of Information Technology (DoIT) Contract project management consultants System Vendors Subject matter experts from the operating departments DoIT provides programming and other technical support to the CAO LJIS Division and the Superior Court on the County’s legacy mainframe justice system and with the export of legacy data destined for the new systems. Due to the complexities of managing multiple projects, and due to the age and condition of the County’s legacy system data, it was imperative that the individual systems configuration and roll- out be executed in planned and coordinated phases that make the most efficient use of the County’s limited staff resources and also ensure that the systems will perform and exchange data as necessary. The absolute necessity for high- level planning and coordination of these systems is why the LJIS Unit exists, and under the auspices of the County Administrator’s Office, in lieu of having the Justice Partners implement their own systems independently. The LJIS Manager, under the direction of the County Administrator and working with the Justice Partners, determines the priorities and sequencing of the projects. Baseline Budget expenditures are reduced from the current year budget by $11,316,902 due primarily to the removal of prior-year fund balance in the amount of $10,019,000 from Law & Justice Systems Development and $1,299,108 from the Vehicle Theft program. All year-end balances for the law and justice networks and projects are carried forward to the new budget year to finance the continuing development and maintenance of these coordinated multi- department and regional systems. The balance of the reduction results from a combination of adjustments: Salaries and benefits increases of $36,200; Justice Systems Development/Planning Law and Justice County of Contra Costa FY 2019-2020 Recommended Budget 401 Miscellaneous other adjustments that resulted in a net expense decrease of $37,406. The Recommended Budget is equivalent to the Baseline Budget. Performance Measurement Administrative Completed move to new office facility. Hired and trained two Programmer/Quality Assurance analysts. Warrant Management System Completed contract negotiations and executed contract. Established business resumption plan for legacy warrant management system. Designed a web-based portal to restore capability of law enforcement agencies to access the Law and Justice Information System following a loss in functionality in the legacy warrant system. District Attorney Case Management System Analyzed, researched, and resolved production issues; maintained system tables; supported interfaces; defined, designed, and tested bug fixes, enhancements, and reports for justice partners. Tested and upgraded District Attorney case management system to version 6.2. Maintain and modernize other justice data systems Law and Justice Information System (LJIS) Mainframe - Analyzed, researched, and resolved production issues; maintained system tables; supported interfaces; defined, designed, and tested bug fixes, enhancements, and reports for justice partners. Legacy warrant management system - Analyzed, researched, and resolved production issues; maintained system tables; supported interfaces; defined, designed, and tested bug fixes, enhancements, and reports for law enforcement partners, designed work- around for failed gateway to the ACCJIN. Disposition Reporting - Analyzed and produced juvenile disposition reports. Administrative and Program Goals Recruit, hire and train one additional Programmer/Quality Assurance analyst. Maintain business partner satisfaction through system support, consulting, and recommendations. Foster justice partner collaboration through technology. Maintain a safe work environment. Warrant Management System Enhance daily activity reports (ARIES) for law enforcement agencies. Implement phase 1: core functionality design, development, data conversion, testing, training, and roll out. Implement phase 2: advisements, jail management system interface, and miscellaneous features. Begin phase 3: geocoding agency beats. District Attorney and Probation Department Case Management Systems Solicits bids and select replacement Probation case management system. Maintain and modernize other justice data systems Define, design, select, and begin implementation of an application monitoring system. Formalize data-sharing agreements and start requirements analysis for the justice system message broker. Justice Systems Development/Planning Law and Justice 402 County of Contra Costa FY 2019-2020 Recommended Budget Probation Todd Billeci, County Probation Officer Law and Justice County of Contra Costa FY 2019-2020 Recommended Budget 403 Probation Department Summary General Fund 2017-18 Actuals 2018-19 Budget 2019-20 Baseline 2019-20 Recommended Change Expense Salaries And Benefits 55,572,629 62,054,616 63,714,020 60,693,224 (3,020,796) Services And Supplies 8,922,575 9,617,128 8,868,647 8,853,429 (15,218) Other Charges 4,826,308 8,534,805 4,984,805 4,984,805 0 Expenditure Transfers (292,274) (218,123) (92,765) (92,765) 0 Expense Total 69,029,238 79,988,426 77,474,707 74,438,693 (3,036,014) Revenue Other Local Revenue 15,771,467 18,664,437 15,599,669 15,599,669 0 Federal Assistance 1,639,751 1,432,762 1,900,000 1,900,000 0 State Assistance 11,211,898 13,200,216 12,939,024 12,939,024 0 Revenue Total 28,623,116 33,297,415 30,438,693 30,438,693 0 Net County Cost (NCC): 40,406,122 46,691,011 47,036,014 44,000,000 (3,036,014) Allocated Positions (FTE) 366.5 367.5 367.5 345.5 (22.0) Financial Indicators Salaries as % of Total Exp 81% 78% 82% 82% % Change in Total Exp 16% (3%) (4%) % Change in Total Rev 16% (9%) 0% % Change in NCC 16% 1% (6%) Compensation Information Permanent Salaries 24,056,094 28,786,969 29,943,652 28,443,487 (1,500,165) Temporary Salaries 1,297,568 1,315,000 1,315,000 1,315,000 0 Permanent Overtime 2,823,593 811,000 811,000 811,000 0 Deferred Comp 173,303 257,580 289,036 244,036 (45,000) Comp & SDI Recoveries (295,686) (47,000) (47,000) (47,000) 0 FICA/Medicare 672,118 656,648 673,423 672,823 (600) Ret Exp-Pre 97 Retirees 189,632 180,717 183,313 183,313 0 Retirement Expense 18,321,183 21,873,499 21,225,574 20,201,620 (1,023,954) Excess Retirement 74,871 147,028 147,028 147,028 0 Employee Group Insurance 3,438,095 4,599,510 4,892,480 4,533,336 (359,144) Retiree Health Insurance 2,442,723 2,463,091 2,532,323 2,532,323 0 OPEB Pre-Pay 1,294,036 1,294,036 1,071,272 1,071,272 0 Unemployment Insurance 61,430 13,763 7,274 9,024 1,750 Workers Comp Insurance 1,616,189 311,799 1,314,327 1,220,644 (93,683) Labor Received/Provided (592,520) (609,023) (644,682) (644,682) 0 Probation Law and Justice 404 County of Contra Costa FY 2019-2020 Recommended Budget Department Description The table on the preceding page represents information in aggregate format summarizing expenditures, revenues, and net County costs for three budget units administered by the Probation Department. Included are data for the following budget units. 0308 – Probation Programs 0309 – Probation Facilities 0310 – Care of Court Wards Major Department Responsibilities The mission of the Probation Department is to serve and support, in collaboration with the justice partners, our communities, courts and crime victims. The Department is committed to the preservation of public safety by providing evidence-based prevention, investigation and supervision services, as well as a safe environment for staff and those placed in its custodial care. The Probation Department operates to ensure that offenders are held accountable for criminal law violations by completing their court-ordered sentences. Probation is the lynchpin that ensures compliance as well as the opportunity of services that include but are not limited to mental health services, cognitive behavioral treatment, substance abuse treatment, community services, victim restitution, home supervision, intensive supervision, and detention and/or treatment at a County juvenile institution or in a group home placement. The County Probation Officer is the statutorily designated Chair of the Community Corrections Partnership (CCP). The CCP is the advisory board involved in the planning, implementation and oversight of the County Plan for the realignment of State prisoners to County jurisdiction under Public Safety Realignment (AB 109). Probation Law and Justice County of Contra Costa FY 2019-20 Recommended Budget 405 Probation Programs Budget General Fund 2017-18 Actuals 2018-19 Budget 2019-20 Baseline 2019-20 Recommended Change Expense Salaries And Benefits 27,771,163 32,506,992 33,243,690 32,000,709 (1,242,981) Services And Supplies 2,836,641 3,985,066 3,222,014 3,222,014 0 Other Charges 18,851 (40,195) (40,195) (40,195) 0 Expenditure Transfers (540,583) (365,125) (225,092) (225,092) 0 Expense Total 30,086,072 36,086,737 36,200,417 34,957,436 (1,242,981) Revenue Other Local Revenue 9,365,497 11,341,228 9,877,039 9,877,039 0 Federal Assistance 1,064,056 432,762 1,200,000 1,200,000 0 State Assistance 891,439 1,252,398 765,397 765,397 0 Revenue Total 11,320,992 13,026,388 11,842,436 11,842,436 0 Net County Cost (NCC): 18,765,080 23,060,349 24,357,981 23,115,000 (1,242,981) Allocated Positions (FTE) 182.0 183.0 183.0 177.0 (6.0) Financial Indicators Salaries as % of Total Exp 92% 90% 92% 92% % Change in Total Exp 20% 0% (3%) % Change in Total Rev 15% (9%) 0% % Change in NCC 23% 6% (5%) Compensation Information Permanent Salaries 12,197,378 15,066,527 15,672,640 15,028,035 (644,605) Temporary Salaries 167,726 0 0 0 0 Permanent Overtime 221,281 75,000 75,000 75,000 0 Deferred Comp 70,628 116,520 133,656 117,456 (16,200) Comp & SDI Recoveries (26,211) 0 0 0 0 FICA/Medicare 317,452 379,975 379,085 378,485 (600) Ret Exp-Pre 97 Retirees 95,720 92,717 95,313 95,313 0 Retirement Expense 9,204,962 11,327,876 10,978,891 10,551,594 (427,297) Excess Retirement 28,477 0 0 0 0 Employee Group Insurance 1,718,029 2,249,868 2,379,687 2,266,342 (113,345) Retiree Health Insurance 2,442,723 2,463,091 2,532,323 2,532,323 0 OPEB Pre-Pay 1,294,036 1,294,036 1,071,272 1,071,272 0 Unemployment Insurance 27,745 7,520 7,121 8,871 1,750 Workers Comp Insurance 722,437 164,790 685,289 642,605 (42,684) Labor Received/Provided (711,222) (730,928) (766,587) (766,587) 0 Probation Law and Justice 406 County of Contra Costa FY 2019-2020 Recommended Budget Probation Programs 1. Adult Field Services Description: Investigates and supervises criminal offenders referred by the Courts. a. Investigations – Prepares more than 3,000 felony investigative reports annually for the Superior Court. These include pre-plea reports for plea and bail considerations, change of plea reports, restitution reports, prohibited person’s relinquishment reports and assessment and recommendation reports for sentencing. FTE: 11.0 b. Superior Court Probation Officers – Provides information on probation cases to the judges and represents the Probation Department in the Superior Court to assist in arriving at the appropriate disposition. Positions are funded through Court Revenues. FTE: 4.0 c. Active Felony Supervision – Probation staff supervise a daily average of 3,200 felons convicted of violent and serious crimes, and monitors the specific and general conditions of probation, ordered by the court as well as provides the opportunity for services directly related to the clients identified needs. FTE: 20.0 d. Sex Offender - Probation staff supervise registered sex offenders that have been placed on formal probation. The primary focus of sex offender supervision is to enhance community safety, protect victims and prevent further sexual offending behavior by the offender. FTE: 2.0 e. Public Safety Realignment (AB 109) - The Community Corrections Partnership (chaired by the County Probation Officer) completed the county-wide plan and budget that was approved by the Board of Supervisors. The elements of the plan include the Post Release Community Supervision clients who are released from prison and under the supervision of the Probation Department. Those sentenced to local commitments for crimes that would have previously resulted in prison sentences are also released from jail and placed on probation supervision. Those clients released from prison and jail after completing a term for violating their parole are also placed on probation supervision. The need to coordinate and ensure services are available has been developed and continues to be refined. The goal is to ensure the client has the best possible chance to avoid further negative contact with the justice system. This could not occur without proper staffing and effective interventions developed in the community with enhanced partnerships. The State’s AB109 Public Safety Realignment funds this program. FTE: 17.0 f. Pretrial – The Pretrial Program utilizes an evidence based risk assessment tool on an average of 900 pretrial defendants to inform release decisions for adult defendants and provides for presentence monitoring in the community. The Pretrial unit works collaboratively with the Office of Reentry & Justice, the Public Defender, the District Attorney, and the Sheriff’s Office to provide information for Own Recognizance Pretrial release for defendants at arraignment. If released, the Pretrial program also provides community supervision for approximately 300 pretrial defendants per year. The Pretrial Program is funded through AB109, Public Safety Realignment. FTE: 5.0 g. Vehicle Theft – Vehicle theft is a collaborative program including the California Highway Patrol, Sheriff, District Attorney, and Probation Departments that enhances the capacity of local police and prosecutors to deter, investigate and prosecute vehicle theft crimes. A Deputy Probation Officer assigned to the program provides close supervision to a caseload of offenders convicted of auto theft. This program is funded by State vehicle license fees. FTE: 1.0 Probation Law and Justice County of Contra Costa FY 2019-20 Recommended Budget 407 h. Domestic Violence – Provides intensive supervision of offenders who have been convicted of domestic violence and court- ordered to complete a mandated 52-week batterer’s treatment program. The DPOs also work with the victims of domestic violence and facilitate the collection of restitution and restraining orders when necessary. They also assist the court by reporting progress and making recommendations for violations of terms and conditions. DPOs participate in and supervise offenders for the Mandatory Domestic Violence Court (MDVC) program. Additionally, Batterer’s Intervention Programs are certified and monitored by one unit DPO with specialized training. FTE: 8.0 i. DUI Enhanced Supervision Program – DUI supervision is a collaboration with the California Office of Traffic Safety that provides for intensified supervision of felony drunk drivers. The Deputy Probation Officers also work collaboratively with Mothers Against Drunk Driving (MADD). FTE: 2.0 j. Banked Caseload – The Deputy Probation Officer provides, as needed, supervision and monitoring of probation violations. The daily average population of this caseload is approximately 600 felons. FTE: 1.0 2. Juvenile Field Services Description: Probation staff provide juvenile delinquency investigations and reports to the Juvenile Court on approximately 2,000 matters annually. Deputy Probation Officers supervise a daily average of 700 juveniles on probation, providing informal supervision when appropriate, individualized controls, counseling, supervision, placement, and referral services to youth and their parents. Services are provided for detained youth and their families as they prepare to transition back into the community. Services are also provided to youth in the community, and in out-of-home residential treatment programs. a. Intake – Probation staff conducts initial investigation into alleged offenses, processes petitions (charges) for court consideration as well as provide recommendation for the court to consider detention or release from custody. FTE: 5.0 b. Investigation – Probation staff conduct investigations that include the nature of the offense, family and school background and other related issues for the court consideration during the dispositional process. The Department performs over 2,000 intake and court investigations annually. FTE: 10.0 c. Court Probation Officers – Deputy Probation Officers represent Probation in court hearings and provide appropriately related information on probation cases to the judges to assist in arriving at the appropriate disposition. FTE: 5.0 d.Supervision – Probation staff supervise youths placed on probation or made wards of the court. The probation officer has the responsibility to protect the community and to help youths and their families to recognize the problems that contributed to the delinquent behavior and to make the necessary adjustments to prevent further delinquency. FTE: 7.0 e. Placement – Probation staff formulate alternative living plans for approximately 220+ youth who cannot remain at home or attend local schools because of serious delinquency or behavioral problems. Staff provide case management to aid in daily living and treatment for youth above the age of 18 who have been deemed Non-minor Dependents as a result of AB-12. Probation staff also actively participate in and plan for changes to the Continuum of Care Reform in collaboration with the Employment and Human Services Department. FTE: 10.0 Probation Law and Justice 408 County of Contra Costa FY 2019-2020 Recommended Budget f. School Probation Officers – Probation staff provide case management services for juveniles referred by school districts as well as those on active probation. This program is partially funded through the Juvenile Justice Crime Prevention Act (JJCPA), and increases the presence of probation officers on school campuses throughout the County. FTE: 11.0 g. Community Probation – Deputy probation officers join with various police jurisdictions to provide intensive supervision to high-risk youth and provide referral opportunities for the youth and their family. Funding for three Deputy Probation Officers is provided by the JJCPA. FTE: 7.0 h. Youthful Offender Treatment Program (YOTP)/Girls in Motion (GIM) – DPOs provide in-custody transition services and out-of-custody monitoring for those youth in the treatment programs. Intense supervision and service opportunities are provided to ensure compliance and provide for meaningful interventions in the community. DPOs work collaboratively with the Reentry Services programs provided by the Contra Costa Office of Education, Bay Area Community Resources, and RYSE Youth Center. FTE: 5.0 YOTP; 1.0 GIM 3. Other Services a.Training – Probation staff ensure state mandated Standards and Training for Corrections (STC) training requirements. Staff also establish and coordinate approved training for Probation staff. FTE: 3.0 b.Field Support Services – Probation staff provide clerical support to the Probation Department. FTE: 24.0 4. Administration Description: Provides fiscal management, central records, automated systems, contract management, employee and facility safety, purchasing and payroll, data collection and quality assurance, facility and office management, and resource development services. Staff also serves on many local and state-wide agencies/boards to not only represent Contra Costa County but learn the best practices that could be considered for local implementation. FTE: 18.0 Probation Programs Summary Service: Mandatory Level of Service: Discretionary Expenditures: $35,182,528 Financing: 12,067,528 Net County Cost: 23,115,000 Funding Sources: State 18.3% $6,439,659 AB109 Realignment 11.0% 3,872,096 Title IV-E 2.4% 850,000 Federal 1.9% 678,181 Transfers 0.6% 225,092 Charges for Service 0.0% 2,500 General Fund 65.7% 23,115,000 FTE: 177.0 Probation Law and Justice County of Contra Costa FY 2019-20 Recommended Budget 409 Juvenile Facilities Budget General Fund 2017-18 Actuals 2018-19 Budget 2019-20 Baseline 2019-20 Recommended Change Expense Salaries And Benefits 27,801,466 29,547,625 30,470,330 28,692,515 (1,777,815) Services And Supplies 3,632,057 2,740,370 2,465,633 2,450,415 (15,218) Other Charges 10,200 0 0 0 0 Expenditure Transfers 248,310 147,002 132,327 132,327 0 Expense Total 31,692,032 32,434,997 33,068,290 31,275,257 (1,793,033) Revenue Other Local Revenue 4,916,531 5,023,209 4,122,630 4,122,630 0 State Assistance 9,939,825 11,542,818 11,767,627 11,767,627 0 Revenue Total 14,856,356 16,566,027 15,890,257 15,890,257 0 Net County Cost (NCC): 16,835,676 15,868,970 17,178,033 15,385,000 (1,793,033) Allocated Positions (FTE) 184.5 184.5 184.5 168.5 (16.0) Financial Indicators Salaries as % of Total Exp 88% 91% 92% 92% % Change in Total Exp 2% 2% (5%) % Change in Total Rev 12% (4%) 0% % Change in NCC (6%) 8% (10%) Compensation Information Permanent Salaries 11,858,715 13,720,442 14,271,012 13,415,452 (855,560) Temporary Salaries 1,129,842 1,315,000 1,315,000 1,315,000 0 Permanent Overtime 2,602,311 736,000 736,000 736,000 0 Deferred Comp 102,675 141,060 155,380 126,580 (28,800) Comp & SDI Recoveries (269,475) (47,000) (47,000) (47,000) 0 FICA/Medicare 354,666 276,673 294,337 294,337 0 Ret Exp-Pre 97 Retirees 93,912 88,000 88,000 88,000 0 Retirement Expense 9,116,222 10,545,623 10,246,683 9,650,026 (596,657) Excess Retirement 46,394 147,028 147,028 147,028 0 Employee Group Insurance 1,720,067 2,349,642 2,512,793 2,266,994 (245,799) Unemployment Insurance 33,686 6,243 153 153 0 Workers Comp Insurance 893,752 147,008 629,038 578,039 (50,999) Labor Received/Provided 118,701 121,905 121,905 121,905 0 Probation Law and Justice 410 County of Contra Costa FY 2019-2020 Recommended Budget Juvenile Facilities Programs 1. Probation Facilities Description: Probation Facilities offer a continuum of court-ordered custodial care and treatment services for juveniles ordered into custody by the court. a. Juvenile Hall – The John A. Davis Juvenile Hall is a maximum security facility designed for the mandated detention of youths before and after court hearings. Approximately 1,000 juveniles are booked annually. The Juvenile Hall contains two treatment units. FTE: 125.5 1. Girls in Motion (GIM) – GIM is a gender-specific, countywide effort for girls that provides local programming services in a safe and controlled environment. Both cognitive and trauma-based treatment enrich the secure program. Referrals to local resources and collaborative supervision methodology are utilized upon transition from custody. 2. Youthful Offender Treatment Program (YOTP) – Specific commitment treatment program for male youthful offenders utilizing cognitive/evidence- based practices. The program encompasses a specialized living unit for participants who are in custody and provide appropriate referrals to community-based services and intensive supervision for participants who are returning to the community. b. Orin Allen Youth Rehabilitation Facility (OAYRF) (Byron Boys’ Ranch) – The OAYRF facility provides 100 beds for seriously delinquent boys committed by the courts. Approximately 120 youth are admitted annually for an average stay of six months. FTE: 38.0 c. Home Supervision (HS) – The HS program is an alternative to detention for youth who could otherwise be in custody pre or post disposition. Probation staff use electronic monitoring/GPS as a tool to provide intensive supervision to youth released to the community. FTE: 1.0 d. School Lunch Program – The National School Lunch Program (NSLP) is a federally assisted meal program. It provides nutritionally balanced, low-cost or free lunches to children each school day. The program was established under the National School Lunch Act, signed by President Harry Truman in 1946. FTE: 4.0 Juvenile Facilities Summary Service: Mandatory Level of Service: Mandatory Expenditures: $31,275,257 Financing: 15,890,257 Net County Cost: 15,385,000 Funding Sources: Federal 0.7% $232,331 State 50.1% 15,656,426 Misc Revenue 0.0% 1,500 General Fund 49.2% 15,385,000 FTE: 168.5 Probation Law and Justice County of Contra Costa FY 2019-20 Recommended Budget 411 Care of Court Wards Budget General Fund 2017-18 Actuals 2018-19 Budget 2019-20 Baseline 2019-20 Recommended Change Expense Services And Supplies 2,453,877 2,891,692 3,181,000 3,181,000 0 Other Charges 4,797,257 8,575,000 5,025,000 5,025,000 0 Expense Total 7,251,134 11,466,692 8,206,000 8,206,000 0 Revenue Other Local Revenue 1,489,439 2,300,000 1,600,000 1,600,000 0 Federal Assistance 575,695 1,000,000 700,000 700,000 0 State Assistance 380,634 405,000 406,000 406,000 0 Revenue Total 2,445,768 3,705,000 2,706,000 2,706,000 0 Net County Cost (NCC): 4,805,366 7,761,692 5,500,000 5,500,000 0 Financial Indicators Salaries as % of Total Exp % Change in Total Exp 58% (28%) 0% % Change in Total Rev 51% (27%) 0% % Change in NCC 62% (29%) 0% Description: Probation provides court-ordered custodial care outside of County facilities and medical care for juvenile residents within County facilities. a. Out-of-Home Placement – Probation manages federal, State and County funding for the board and care costs of minors placed in private residential care (STRTPs) by the Juvenile Court. b. Division of Juvenile Justice (DJJ) Fees – Probation pays fees to the DJJ for the incarceration cost of juveniles placed under the care and control of the state. c.Medical Services in Juvenile Facilities – Probation pays fees to the Health Services Department for rendering medical service to the residents of Juvenile Hall and the Orin Allen Youth Rehabilitation Facility. Care of Court Wards Summary Service: Mandatory Level of Service: Mandatory Expenditures: $8,206,000 Financing: 2,706,000 Net County Cost: 5,500,000 Funding Sources: Reimbursements 19.5% $1,600,000 Federal 8.5% 700,000 State 5.0% 406,000 General Fund 67.0% 5,500,000 Probation Law and Justice 412 County of Contra Costa FY 2019-2020 Recommended Budget Miscellaneous Programs (Non-General Fund) 1. Juvenile Justice Crime Prevention Act (JJCPA) - SLESF – Probation Description: This Special Revenue Fund provides State resources from the Juvenile Justice Crime Prevention Act of 2000 (JJCPA) to support juvenile prevention initiatives. The State funds are used to support positions in the School and Community Probation Programs. Deputy Probation Officers are stationed at high schools throughout the county, as well as various police departments. In addition to juvenile prevention and diversion activities, Probation personnel provide investigation and supervision services to juvenile offenders and other at-risk youth as well as provide referral services that directly relate to the needs identified in the risk needs assessment completed. SLESF – Probation Summary Service: Discretionary Level of Service: Discretionary (Limited to Juvenile Prevention Services) Expenditures: $4,880,523 Financing: 4,880,523 Net Fund Cost: 0 Funding Sources: State 100.0% $4,880,523 2. Probation Ward Welfare Fund Description: Pursuant to Welfare and Institutions Code 873, provides for the commission from detention pay telephones. These revenues are used to fund essential clothing and transportation for emancipating youth and educational opportunities for detained youth. Probation Ward Welfare Service: Discretionary Level of Service: Discretionary Expenditures: $136,337 Financing: 67,000 Net Fund Cost: 69,337 Funding Sources: Misc Revenue 49.1% $67,000 Fund Balance 50.9% 69,337 3. Community Corrections Performance Incentives Fund (CCPIF) Description: SB 678, known as the California Community Corrections Act of 2009, established the Community Corrections Performance Incentives Fund (CCPIF). The State transfers a portion of the cost savings realized by the California Department of Corrections and Rehabilitation (CDCR) from reduced referrals of certain probationers to State Prison. CCPIF revenue is to be used for evidence-based probation supervision activities with the ultimate goal of reducing recidivism among adult probationers between the ages of 18 and 25. CCPIF Summary Service: Discretionary Level of Service: Discretionary Expenditures: $3,741,263 Financing: 4,573,373 Net Fund Cost: (832,110) Funding Sources: State 100.0% $4,573,373 Probation Law and Justice County of Contra Costa FY 2019-20 Recommended Budget 413 CAO’s Recommendation The Probation Department’s FY 2019-20 Recommended Budget decreases expenditure appropriations by $5,549,733 or 6.9%. Additionally, the Department is anticipating decreases to estimated revenue by $2,858,722 or 8.6%, resulting in a decrease in net County cost of $2,691,011 or 5.8%. The Department is anticipating a decrease in adult fines and fees due to pending State legislation which will eliminate those fees. The Community Corrections Partnership has recommended funding increases for the AB109 programs operated by the Probation Department at the FY 2018-19 staffing levels. The Recommended Budget includes a vacancy factor of $1,466,389. A vacancy factor accounts for cost savings related to funded personnel vacancies occurring within the department during the fiscal year. In addition, the department will eliminate 22 vacant positions identified in the “Program Modification List”. Elimination of these vacant positions will not have an impact on department operations. Performance Measurement 1. Complete the Implementation of a Case Management System (CMS) Probation continues to maintain the goal of obtaining a case management system. In collaboration with the County Department of Information Technology, efforts are being made to prepare a Request for Proposals and begin the process of finding an appropriate vendor. 2. Continue to Develop State-Recognized Evidence-Based Programming (EBP) in Facilities and Field Probation The Department has continued to keep this Performance Measurement in the forefront of its mission. The Department continues to work closely with the University of Cincinnati Corrections Institute (UCCI) to implement Core Correctional Practices (CCP) in the Juvenile Hall. The Orin Allen Youth Rehabilitation Facility has implemented CCP and a new Behavior Management System (BMS). The Field Services division has undergone an extensive and thorough evaluation of adherence to EBP and a five-year strategic plan for implementation is currently being developed with the guidance and coaching of UCCI. The Department continues to strive to provide quality assurance for current and future EBP practices. A pilot program of Core Correctional Practices is underway and the Department will begin using a data system to score the Risk Assessment tools. 3. Improve Collaborative Efforts Among Departments to Improve Service Delivery to Clients The rapid implementation of AB 109 and creation of the mandatory Community Corrections Partnership defined partnerships and facilitated healthy communication to provide supportive services to adults re-entering the community from prison as well as providing improved services to the probation population now serving time in jail. The Department continues to work on enhancing collaborative opportunities with local law enforcement as well as local community-based organizations. Partnerships are further fostered through collaborative grants and other funding projects. The Probation Department is expanding the successful efforts of the AB 109 collaboration to the Adult General Supervision and Specialized services population. 4. Continued Operation of a Peer Support Program The Contra Costa County Probation Department continues to offer a Peer Support Program to employees. Peer Support Programs are designed to assist employees involved in or affected by a critical or traumatic incident. Critical incidents can occur on duty and off duty, as well as in the field, in the offices, or in our facilities. Peer Support Teams (PST) have become a standard of care in the law enforcement work place. The Peer Support Program is not an element of the Employee Assistance Program (EAP), nor is it a substitute for professional help. The purpose of the Peer Support Program is to aid an employee during Probation Law and Justice 414 County of Contra Costa FY 2019-2020 Recommended Budget times of both professional and personal crises through the use of specially-trained volunteers from within the Department. Through a contract with Psychological Services Group, the PST members continue to receive ongoing training and support in their role as Peer Supporters. Staff demonstrating service needs beyond the training and scope of the PST can be referred to Psychological Services Group to receive individual counseling and/or group counseling services as needed. The Department can call upon Psychological Services Group for guidance and support during critical incidents. 5. Enhanced Services The Probation Department has provided enhanced services to the Superior Court by collaborating in and assigning Deputy Probation Officer staff to the Mandatory Domestic Violence Court and the newly created Veterans’ Court. Staff in both courts provide specialized supervision and service referrals to both populations who have specific individualized needs. 6. Texting Communications The Probation Department has partnered with Code for America to offer text communications between Adult Deputy Probation Officers and offenders. The pilot that is currently underway has proven to be effective in enhancing communication and reducing failures to report. 7. Housing The Probation Department is working collaboratively with Heath, Housing and Homeless (H3) to provide a flexible housing fund to probationers 18 years of age and up. A contract is also in place to house a youth returning to the community from the Department of Juvenile Justice. Probation Law and Justice County of Contra Costa FY 2019-20 Recommended Budget 415 Administrative and Program Goals 1. Implement Continuum of Care Reform (CCR) Implementation efforts for CCR will occur in stages that began in January 2017 and will continue through 2021 in Child Welfare Services, and in succeeding years in Probation foster care. CCR will necessitate significant and ongoing training for Placement Unit staff on utilizing the new processes and service requirements. CCR further necessitates increased coordination and cooperation between Probation, EHSD/CFS, and other county Departments including Public Health and Children’s Mental Health. Short-Term Residential Treatment Programs (STRTPs) will replace traditional group care. STRTPs provide highly intensive 24-hour supervision and treatment for youth, and will be designed to quickly transition youth back to their own or another permanent family. Facilities seeking licensure as an STRTP will need to meet higher standards of care, be accredited, and be able to deliver or arrange for a set of core services including the mental health services the youth needs. The Resource Family Approval (RFA) process will improve selection, training and support of families (including relative and non-relative resource families) seeking to care for a youth in foster care, whether on an emergency, temporary or permanent basis. Children and Family Teams (CFTs) is defined as groups of individuals who are convened by the placing agency and who are engaged through a variety of team-based processes to identify the strengths and needs of the youth and his or her family, and to help achieve positive outcomes for safety, permanency, and well-being. CFT meetings are mandated to convene on a regular and re-occurring basis to ensure their perspectives are incorporated throughout the duration of the case and is primary vehicle for collaboration on the assessment, case planning, and placement decisions. 2.Complete the Implementation of a Computerized Case Management System 3.Analyze All Programs for Enhancement Opportunities Presented by New Technology In FY 2019-20, the Probation Department plans to hire an Administrative Services Assistant II. The primary role of this new position is to assist in the collection of data with the goal of ensuring Probation programs are effective. The new position will also work collaboratively with the Office and Reentry and Justice. 4. Continue to Develop Best Practices As a standardized case management system comes on line, the Probation Department will use it to measure and validate programming. 5. Continue to Enhance the Department Juvenile Justice Crime Prevention Act and Youthful Offender Block Grant Consolidated Annual Plan Probation Law and Justice 416 County of Contra Costa FY 2019-2020 Recommended Budget FY 2019/20 Program Modification List Order Reference to Mand/Disc List Program Name Services FTE Net County Cost Impact Impact 1 13 Juvenile Investigation/ Supervision/ Special Services Increase Vacancy Factor 0.0 (69,480) Increase Vacancy Factor - this will have a minimal impact on department operations. 2 4 Juvenile Hall Increase Vacancy Factor 0.0 (162,832) Increase Vacancy Factor - this will have a minimal impact on department operations. 3 8 Adult Investigation & Supervision Decrease staff (2.0) (297,623) Eliminate two Deputy Probation Officer positions. This will have a minimal impact on department operations. 4 13 Juvenile Investigation/ Supervision/ Special Services Decrease staff (4.0) (756,528) Eliminate four Deputy Probation Officer positions. This will result in higher caseload numbers. 5 14 Field Support Services Decrease staff (1.0) (119,350) Eliminate one clerical position. This will have a minimal impact on department operations. 6 4 Juvenile Hall Decrease staff (9.0) (942,539) Eliminate nine Juvenile Institution Officer positions. The population at the Juvenile Hall is historically low and we expect this will have a minimal impact on department operations. If the population increases, staffing will be reevaluated. Probation Law and Justice County of Contra Costa FY 2019-20 Recommended Budget 417 Order Reference to Mand/Disc List Program Name Services FTE Net County Cost Impact Impact 7 5 Orin Allen Youth Rehabilitation Facility Decrease staff (6.0) (672,444) Eliminate five Juvenile Institution Officer positions and one Deputy Probation Officer position. The population at the Ranch is historically low and we expect this will have a minimal impact on department operations. If the population increases, staffing will be reevaluated. 8 4 Juvenile Hall Decrease operating expenses 0.0 (15,218) Reduce funding for operating expenses will require additional operational efficiencies but we expect this will have minimal impact on department operations. Total (22.0) (3,036,014) Probation Law and Justice 418 County of Contra Costa FY 2019-2020 Recommended Budget Public Defender Robin Lipetzky, Public Defender Law and Justice County of Contra Costa FY 2019-2020 Recommended Budget 419 Public Defender Summary General Fund 2017-18 Actuals 2018-19 Budget 2019-20 Baseline 2019-20 Recommended Change Expense Salaries And Benefits 23,005,180 25,098,188 27,138,222 27,505,652 367,430 Services And Supplies 3,281,164 3,249,890 3,592,613 3,627,624 35,011 Other Charges 15 0 0 0 0 Expenditure Transfers (178,722) (435,854) (17,159) (17,159) 0 Expense Total 26,107,637 27,912,224 30,713,676 31,116,117 402,441 Revenue Other Local Revenue 2,954,294 3,498,343 4,098,664 4,501,105 402,441 Federal Assistance 164,934 180,412 20,878 20,878 0 State Assistance 67,591 52,979 52,134 52,134 0 Revenue Total 3,186,818 3,731,734 4,171,676 4,574,117 402,441 Net County Cost (NCC): 22,920,819 24,180,490 26,542,000 26,542,000 0 Allocated Positions (FTE) 115.3 137.1 137.1 138.1 1.0 Financial Indicators Salaries as % of Total Exp 88% 90% 88% 88% % Change in Total Exp 7% 10% 1% % Change in Total Rev 17% 12% 10% % Change in NCC 5% 10% 0% Compensation Information Permanent Salaries 13,903,505 15,279,978 17,313,287 17,680,717 367,430 Temporary Salaries 1,235,962 1,126,775 329,000 329,000 0 Permanent Overtime 2,528 0 0 0 0 Deferred Comp 128,140 132,096 167,221 167,221 0 Comp & SDI Recoveries (30,918) 0 0 0 0 FICA/Medicare 1,028,879 1,018,275 1,168,957 1,168,957 0 Ret Exp-Pre 97 Retirees 45,946 52,543 52,543 52,543 0 Retirement Expense 4,422,298 4,825,578 5,308,628 5,308,628 0 Excess Retirement 30,584 23,677 23,677 23,677 0 Employee Group Insurance 1,309,243 1,741,575 1,779,996 1,779,996 0 Retiree Health Insurance 546,182 550,416 573,748 573,748 0 OPEB Pre-Pay 217,825 217,825 234,551 234,551 0 Unemployment Insurance 33,600 21,994 8,803 8,803 0 Workers Comp Insurance 131,407 107,454 177,812 177,812 0 Public Defender Law and Justice 420 County of Contra Costa FY 2019-2020 Recommended Budget Department Description 1. Administration Description: Provides management, administrative support, and oversight of all Departmental functions. FTE: 9.0 Administration Summary Service: Mandatory Level of Service: Discretionary Expenditures: $4,387,955 Financing: 0 Net Fund Cost: 4,387,955 FTE: 9.0 2. Investigations Description: Conducts defense investigations of adult criminal and juvenile cases as needed to ensure effective representation of all clients. FTE: 13.0 Investigations Summary Service: Mandatory Level of Service: Discretionary Expenditures: $1,906,911 Financing: 0 Net Fund Cost: 1,906,911 FTE: 13.0 3. Criminal Defense Description: Provides mandated legal representation, advice and investigative services to indigent adults and juveniles charged with criminal offenses. FTE: 77.6 Criminal Defense Summary Service: Mandatory Level of Service: Discretionary Expenditures: $16,996,218 Financing: 999,574 Net Fund Cost: 15,996,644 FTE: 77.6 4. Alternate Defender Office Description: Provides mandated legal representation, advice and investigative services to indigent adults and juveniles charged with criminal offenses in cases in which the main office has declared a conflict of interest. FTE: 16.0 Alternate Defender Summary Service: Mandatory Level of Service: Discretionary Expenditures: $4,250,489 Financing: 0 Net Fund Cost: 4,250,489 FTE: 16.0 5. Public Safety Realignment (AB 109) Programs Description: The Office of the Public Defender has several positions and programs that are specifically funded through AB 109 Public Safety Realignment monies. FTE: 22.5 a. Clean Slate program – Provides consultation and files petitions for expungement on behalf of persons seeking to clear their criminal records. Public Defender Law and Justice County of Contra Costa FY 2019-2020 Recommended Budget 421 b. AB 109 Social Worker – Social worker dedicated to preparing social histories and needs assessments on behalf of the low- level felony population. c. Pretrial Services Program – Two legal assistants dedicated to a collaborative County program designed to more appropriately assess, supervise and manage the pretrial jail population. d. ACER program (Arraignment Court Early Representation) – Provides representation for all in-custody clients at the first court appearance. e. Reentry Resource Coordinator – Coordinates and collaborates with county departments regarding reentry programs and resources; works directly with the community and organizations providing services to the reentry population to ensure continuity of services for clients f.Proposition 47 Assistance—Prepares and files petitions for persons eligible for relief under Proposition 47 g.Failure to Appear (FTA) Reduction Program—A program, in partnership with Law Enforcement, to reduce the number of arraignment court failures-to-appear. h. Stand Together Contra Costa – A rapid response and community education pilot project to support safety and justice for immigrant families in Contra Costa County. AB 109 Program Summary Service: Mandatory Level of Service: Discretionary Expenditures: $3,720,105 Financing: 3,720,105 Net Fund Cost: 0 FTE: 22.5 Public Defender Summary Service: Mandatory Level of Service: Discretionary Expenditures: $31,133,276 Financing: 4,591,276 Net County Cost: 26,542,000 Funding Sources: Public Safety Realignmt 11.9% $3,720,105 Grants & Donations 2.5% 781,000 Intergov Revenue 0.2% 73,012 Transfers 0.1% 17,159 General Fund 85.3% 26,542,000 FTE: 138.1 Public Defender Law and Justice 422 County of Contra Costa FY 2019-2020 Recommended Budget Miscellaneous Programs (Non-General Fund) Public Safety Realignment Local Revenue Fund-Public Defender Description: Special fund to provide legal representation at parole revocation hearings for State parolees transferring to County jurisdiction under Public Safety Realignment (AB 109). This information is provided for illustrative purposes only and is part of the Public Safety Realignment budget shown on Page 427. Public Safety Realignment Local Revenue Fund (AB 109) Public Defender Summary Service: Mandatory Level of Service: Discretionary Expenditures: $360,945 Financing: 360,945 Net Fund Cost: 0 Funding Sources: Intergov Revenue 100.0% $360,945 CAO’s Recommendation The Public Defender’s FY 2019-20 Recommended Budget increases expenditure appropriations by $3,203,893 or 11.5%, and increases estimated revenue by $842,383 or 22.6%, resulting in an increase in net County cost of $2,361,510 or 9.8% over the FY 2018-19 Budget. The increase in expenditure appropriations are due to projected salary and benefit increases for existing positions and the net increase of one (1.0) position. A listing of position changes is outlined in the Program Modification List at the end of this section. The increases in estimated revenue is primarily due to a $591,662 increase in Public Safety Realignment revenue related to AB 109 and Post-Release Community Supervision (PRCS) operations. The Recommended Budget includes additional public safety realignment revenue authorized by the Community Corrections Partnership (CCP) for existing positions and operating costs for existing programs. The CCP also recommended funding an additional Deputy Public Defender and Legal Assistant for the Failure to Appear (FTA) Reduction program which were previously funded through a grant program. Additionally, the Public Protection Committee has recommended funding two (2.0) full-time Social Workers to assist individuals with pretrial release and reentry support needs. The cost for the additional positions and operating expenses total $402,441 and is entirely offset by public safety realignment revenue and, therefore, have zero net county cost associated with them. The budget is balanced with no vacancy factor. Performance Measurements Launched Stand Together Contra Costa On March 1, 2019, Stand Together Contra Costa will celebrate our one-year launch anniversary. During this fiscal year, we have continued our partnerships with Catholic Charities of the East Bay, Monument Impact, Jewish Family and Community Services, Faith in Action – East Bay, Bay Area Community Resources (formerly “OCO”), and the International Institute of the Bay Area. Our rapid response hotline, community education, and due process services have all been in continuous operation since launch. We are on pace to meet or exceed our project deliverables during FY 2019-20. We have hosted 64 events throughout Contra Costa County during this fiscal year, spread throughout our three community hubs (East County, Central County, and West County). Events include workshops, presentations, and trainings, and usually include free legal consultations. In addition to the 64 events that we have hosted, we have presented or tabled at 55 additional events put on by schools or other partnering organizations throughout the county. Our legal services staff have completed 594 legal consultations and are on pace to significantly Public Defender Law and Justice County of Contra Costa FY 2019-2020 Recommended Budget 423 exceed our deliverables target. In addition to these consultations, our legal team has provided direct representation to immigrants in 62 cases so far during this fiscal year. Our website can be found at www.standtogethercontracosta.org. In addition to being on pace to exceed our project deliverables this year, STCC was able to work closely with county and local CBOs to address several challenges. For example, STCC played an instrumental role in the transition process resulting from the termination of the ICE contract at West County Detention Facility. Once the ending of the ICE contract was announced, the Sheriff’s Office and the Office of the Public Defender coordinated closely to facilitate increased access to legal due process screenings for detainees and their families before they were transferred to other facilities throughout the country. In addition, the responsiveness and trust that the county has built with immigrant families by virtue of Stand Together Contra Costa was leveraged when the county was faced with the proposed changes to the federal “public charge” definition. STCC was able to quickly partner with Contra Costa Health Services, EHSD, and the Community Clinic Consortium to engage in a rapidly mobilized public education campaign targeted toward immigrant families in Contra Costa. Finally, in the coming months we anticipate that we will begin to add census education as an integral part of our events and workshops. Begin Youthful Offender Parole Hearings (YOPH); investigate and collect mitigation evidence for upcoming hearings Due to recent changes in the law, the Public Defender’s Office now provides specialized representation to individuals serving prison terms who are eligible for early parole under Youth Offender Parole (YOP) statutes. The YOP team currently consists of a senior full-time attorney and mitigation investigator, with assistance when available from legal assistants and seasonal in- house social work interns. These cases are highly complex and often require the use of outside forensic experts as part of the defense team. As the clients are housed in facilities throughout the state, communicating with the clients is a time-intensive endeavor. The team’s work involves visiting the clients, collecting records, speaking to family and other contacts, developing mitigation, preparing reports for the court and the Department of Corrections, and litigating the cases in court. During the 2018-19 fiscal year, the team contacted all 385 inmates committed from Contra Costa County eligible for YOP and is currently representing 223 of those inmates. Manage new, expanded bail hearings required by the Humphrey decision In 2018, the First District Court of Appeal issued a decision in the case of In re Humphrey. The ruling fundamentally altered the way courts approach bail determinations in criminal cases. Based on the due process and equal protection clauses of the state and federal constitutions, the Humphrey case ruled that judges must make an individualized determination of a defendant’s ability to pay cash bail rather than rely on bail schedules and inquire into whether “less restrictive alternatives to detention” could adequately protect the public. The Humphrey Court recognized that the right to pre-trial release on affordable bail rose to the level of a “fundamental constitutional right.” To uphold and protect the constitutional rights of our clients, the Humphrey decision required the Department to conduct new and expanded bail hearings for clients who are detained in custody on a pre-trial basis. Accordingly, the Department has staffed two full-time attorneys in a newly created bail unit. The bail unit also draws on the resources of the Department’s legal assistants and social worker to assist in effectively representing clients. Over the course of 2018, the bail unit filed motions contesting the pre-trial detention of over 575 clients. The unit conducted bail hearings for over 450 of those clients. For cases that proceeded to hearing, the bail unit’s success rate exceeded 55%. In other words, more than half of the clients on whose behalf we litigated bail issues were able to secure pre-trial release or were able to take advantage of early, beneficial resolutions to their cases. Public Defender Law and Justice 424 County of Contra Costa FY 2019-2020 Recommended Budget While the legal landscape surrounding bail is ever-changing (the California Supreme Court is in the process of reviewing the scope of the Humphrey decision and SB 10 is in the process of being implemented), there is no question that courts will need to continue to make detention and bail decisions on an individualized basis. This, in turn, requires the Department to effectively represent clients in bail hearings and provide adequate staffing and resources to our bail unit. Oversee the design and launch of the juvenile office at the Walnut Creek courthouse This project is taking longer than originally anticipated. While much progress has been made on design and plans for building out the space, we now expect to launch our new juvenile office in the coming fiscal year. Administrative and Program Goals Provide Leadership in designing and implementing Mental Health Diversion under AB 1810 Launch the new Public Defender Holistic Juvenile Defense Office in Walnut Creek Address the new pretrial detention hearing process and requirements under California Supreme Court’s Humphrey Decision Address the new obligations to provide representation for former clients eligible for resentencing under SB 1437 (revision of the felony murder rule) Participate in the design and implementation of a Capstone Project to reduce racial and ethnic disparities in juvenile justice Public Defender Law and Justice County of Contra Costa FY 2019-2020 Recommended Budget 425 FY 2019-20 Program Modification List Order Reference to Mand/Disc List Program Name Services FTE Net County Cost Impact Impact 1 3 Criminal Defense Salaries and Benefits (1.0) (137,266) Eliminate a half-time Deputy Public Defender and a half-time Legal Assistant due to reduced grant funding. 2 3 Criminal Defense Grant Revenue 0 (137,266) Reduce MERP grant funding. 3 3 Criminal Defense Salaries and Benefits (2.0) (175,434) Eliminate one Deputy Public Defender and one Legal Assistant for the Failure to Appear (FTA) Program due to reduced DOJ grant funding. This will have no impact on the department as these positions will be funded by AB 109. 4 3 Criminal Defense Grant Revenue 0 (175,434) Lost DOJ grant funding. This will have no impact on the department as these positions will be funded by AB 109. 5 4 AB 109 Public Safety Realignment Salaries and Benefits 2.0 175,434 Fund one Deputy Public Defender and one Legal Assistant for the Failure to Appear (FTA) Program lost from DOJ grant (AB 109 funding). 6 4 AB 109 Public Safety Realignment Salaries and Benefits and operating costs 2.0 227,007 Add two Social Worker positions to provide client support as recommended by the Public Protection Committee (AB 109). 7 4 AB 109 Public Safety Realignment AB 109 Revenue 0.0 402,441 Increase in operating expense fully offset by additional AB 109 funding recommended by the Community Corrections Partnership and the Public Protection Committee. Total 1.0 0 Public Defender Law and Justice 426 County of Contra Costa FY 2019-2020 Recommended Budget Public Safety Realignment Law and Justice County of Contra Costa FY 2019-2020 Recommended Budget 427 Public Safety Realignment Summary 2011 Local Revenue Fund 2017-18 Actuals 2018-19 Budget 2019-20 Baseline 2019-20 Recommended Change Expense Expenditure Transfers 163,857,264 176,285,496 184,644,028 184,644,028 0 Expense Total 163,857,264 176,285,496 184,644,028 184,644,028 0 Revenue Other Local Revenue 385,803 1,500,000 0 0 0 State Assistance 164,615,065 173,095,145 183,464,942 183,464,942 0 Revenue Total 165,000,868 174,595,145 183,464,942 183,464,942 0 Net County Cost (NCC): (1,143,603) 1,690,351 1,179,086 1,179,086 0 Financial Indicators Salaries as % of Total Exp % Change in Total Exp 8% 5% 0% % Change in Total Rev 6% 5% 0% % Change in NCC (248%) (30%) 0% Program Description As part of the FY 2011–12 State Budget, the Legislature enacted a major shift of state program responsibilities and revenues to local governments. “2011 Realignment” funds various criminal justice, mental health, and social services programs annually through the 2011 Local Revenue Fund established in each County pursuant to statute. The 2011 Local Revenue Fund is composed of two departments: 0295 – Law Enforcement Services 0296 – Support Services Law Enforcement Services Description: This department includes dedicated funding streams for critical public safety activities, including: Trial Court Security, to fund costs of the Sheriff providing security to the local Superior Court. Law Enforcement Services, for front line law enforcement activities. Community Corrections, for allocation proposed by the Community Corrections Partnership and authorized by the Board of Supervisors. District Attorney/Public Defender, to fund the costs of Post Release Community Supervision prosecution and defense. Juvenile Justice, to fund the Youthful Offender Block Grant (YOBG) and Juvenile Re-entry programs. Public Safety Realignment Law and Justice 428 County of Contra Costa FY 2019-2020 Recommended Budget Law Enforcement Services Summary Service: Mandatory Level of Service: Discretionary Expenditures: $61,827,242 Financing: 60,648,156 Net Fund Cost: 1,179,086 Funding Sources: State Aid Realignment 98.1% $60,648,156 Fund Balance 1.9% 1,179,086 Support Services Description: This department includes dedicated funding streams for critical health and social service programs, including: Protective Services: Adoptions Adult Protective Services Child Abuse Prevention, Intervention and Treatment Child Welfare services Foster Care Behavioral Health: Early and Periodic Screening, Diagnostic and Treatment (EPSDT) Drug Court Drug Medi-Cal Medi-Cal Managed Care Non-drug Medi-Cal services Perinatal Drug Services Support Services Summary Service: Mandatory Level of Service: Discretionary Expenditures: $122,816,786 Financing: 122,816,786 Net Fund Cost:0 Funding Sources: State Aid Realignment 100.0% $122,816,786 CAO’s Recommendation The FY 2019-20 Recommended Budget projects a countywide allocation of $183,464,942 from the State based on the Governor’s January Proposed Budget. This figure is based on allocation factors used by various State agencies for the funding streams identified above. In addition, the Recommended Budget includes $1,179,086 in one-time fund balance appropriated for various services. The Recommended Budget represents a $8,869,797 or 5.1%, increase from the FY 2018- 19 Budget. The Governor’s projections will likely change in the State’s May Revised Budget. The County Administrator will continue to monitor impacts to the County from such changes during the State budget process. The 2011 Local Revenue Fund is a fund within the County Treasury mandated by statute to facilitate the transfer of sales tax and vehicle license fee revenue from the State to the County in public safety and health and human services departments as authorized by the 2011 Realignment legislation. The vast majority of revenue received in this fund is also budgeted in multiple County departments as a revenue reimbursement. For this reason, it may seem as though these funds are “double-counted”; however, this is not the case. These revenue reimbursements serve as a pass-through to support the operating budgets of those departments performing mandated functions required by 2011 Realignment. Sheriff-Coroner David O. Livingston, Sheriff-Coroner Law and Justice County of Contra Costa FY 2019-2020 Recommended Budget 429 Sheriff-Coroner Summary General Fund 2017-18 Actuals 2018-19 Budget 2019-20 Baseline 2019-20 Recommended Change Expense Salaries And Benefits 203,649,788 211,605,283 217,689,248 217,689,248 0 Services And Supplies 23,502,434 22,191,088 20,956,793 20,956,793 0 Other Charges 431,075 1,220,469 1,218,059 1,218,059 0 Fixed Assets 1,680,480 3,336,226 3,184,976 3,184,976 0 Expenditure Transfers 3,656,910 3,749,535 3,798,134 3,798,134 0 Expense Total 232,920,688 242,102,602 246,847,210 246,847,210 0 Revenue Other Local Revenue 67,206,731 73,795,018 73,818,007 73,818,007 0 Federal Assistance 7,448,530 6,896,878 1,504,939 1,504,939 0 State Assistance 70,969,034 70,806,264 73,799,264 73,799,264 0 Revenue Total 145,624,294 151,498,160 149,122,210 149,122,210 0 Net County Cost (NCC): 87,296,394 90,604,442 97,725,000 97,725,000 0 Allocated Positions (FTE) 1038.5 1035.5 1035.5 1035.5 0.0 Financial Indicators Salaries as % of Total Exp 87% 87% 88% 88% % Change in Total Exp 4% 2% 0% % Change in Total Rev 4% (2%) 0% % Change in NCC 4% 8% 0% Compensation Information Permanent Salaries 90,425,972 98,236,175 105,079,897 105,079,897 0 Temporary Salaries 1,616,308 1,567,061 1,567,061 1,567,061 0 Permanent Overtime 16,387,685 11,402,738 10,262,653 10,262,653 0 Deferred Comp 126,899 263,040 293,940 293,940 0 Comp & SDI Recoveries (518,463) (464,000) (464,000) (464,000) 0 FICA/Medicare 3,188,365 3,122,846 3,256,163 3,256,163 0 Ret Exp-Pre 97 Retirees 638,331 697,816 697,816 697,816 0 Retirement Expense 61,899,625 66,328,074 66,910,930 66,910,930 0 Excess Retirement 39,183 0 0 0 0 Employee Group Insurance 12,772,416 13,563,577 14,481,375 14,481,375 0 Retiree Health Insurance 8,739,956 8,951,926 8,746,780 8,746,780 0 OPEB Pre-Pay 2,818,517 2,818,517 3,828,405 3,828,405 0 Unemployment Insurance 237,616 35,035 43,881 43,881 0 Workers Comp Insurance 5,277,379 5,082,477 2,984,347 2,984,347 0 Sheriff-Coroner Law and Justice 430 County of Contra Costa FY 2019-2020 Recommended Budget Department Description The preceding table represents information in aggregate format summarizing expenditures, revenues, and net County costs for five budget units administered by the Sheriff-Coroner. Included are data for the following budget units: 0255 – Field Enforcement 0277 – Sheriff Contract Services 0300 – Custody Services Bureau (Detention) 0359 – Coroner 0362 – Office of Emergency Services Major Department Responsibilities The mission of the Sheriff is to provide the most efficient and effective law enforcement services possible. The department shall provide administrative, investigative, technical, forensic, coroner, emergency, detention, and court security services. Sheriff-Coroner Law and Justice County of Contra Costa FY 2019-2020 Recommended Budget 431 Field Enforcement Budget General Fund 2017-18 Actuals 2018-19 Budget 2019-20 Baseline 2019-20 Recommended Change Expense Salaries And Benefits 107,210,443 108,855,055 112,560,454 112,560,454 0 Services And Supplies 11,691,755 11,235,878 10,939,209 10,939,209 0 Other Charges 408,472 955,017 952,607 952,607 0 Fixed Assets 1,222,573 1,969,852 1,924,602 1,924,602 0 Expenditure Transfers 3,619,400 3,251,583 3,411,055 3,411,055 0 Expense Total 124,152,643 126,267,385 129,787,927 129,787,927 0 Revenue Other Local Revenue 37,429,117 39,332,802 40,327,819 40,327,819 0 Federal Assistance 849,451 2,329,598 1,370,939 1,370,939 0 State Assistance 39,775,664 39,537,169 41,162,169 41,162,169 0 Revenue Total 78,054,232 81,199,569 82,860,927 82,860,927 0 Net County Cost (NCC): 46,098,410 45,067,817 46,927,000 46,927,000 0 Allocated Positions (FTE) 503.5 502.5 502.5 502.5 0.0 Financial Indicators Salaries as % of Total Exp 86% 86% 87% 87% % Change in Total Exp 2% 3% 0% % Change in Total Rev 4% 2% 0% % Change in NCC (2%) 4% 0% Compensation Information Permanent Salaries 46,854,310 48,938,192 51,991,031 51,991,031 0 Temporary Salaries 1,048,836 1,045,187 1,045,187 1,045,187 0 Permanent Overtime 6,479,506 4,902,714 4,862,629 4,862,629 0 Deferred Comp 88,637 154,980 182,340 182,340 0 Comp & SDI Recoveries (149,869) (457,000) (457,000) (457,000) 0 FICA/Medicare 1,833,961 1,802,579 1,899,860 1,899,860 0 Ret Exp-Pre 97 Retirees 316,752 376,090 376,090 376,090 0 Retirement Expense 30,164,499 31,364,177 31,620,009 31,620,009 0 Excess Retirement 39,183 0 0 0 0 Employee Group Insurance 6,309,861 6,504,010 7,048,741 7,048,741 0 Retiree Health Insurance 8,739,956 8,951,926 8,746,780 8,746,780 0 OPEB Pre-Pay 2,818,517 2,818,517 3,828,405 3,828,405 0 Unemployment Insurance 119,262 13,158 17,078 17,078 0 Workers Comp Insurance 2,547,032 2,440,524 1,399,305 1,399,305 0 Sheriff-Coroner Law and Justice 432 County of Contra Costa FY 2019-2020 Recommended Budget Description: Supports the basic law enforcement functions of the Sheriff's Office: patrol, investigations, criminalistics, communications, support services and administrative control. 1. Administrative Services Bureau Description: Provides leadership and management of the department, including general administration, personnel matters, budgetary control, enforcement of operational standards, training and internal affairs. FTE: 57.0 Administrative Services Bureau Summary Service: Discretionary Level of Service: Discretionary Expenditures: $27,810,326 Financing: 1,697,980 Net County Cost: 26,112,346 FTE: 57.0 2. Field Operations Bureau a. Patrol Services Division - Provides 24-hour per day law enforcement services to the unincorporated area of the county and contract agencies. Officers on patrol respond to emergency calls for service through the 911-dispatch function, as well as provide law enforcement services through self-initiated activity. The Patrol Services Division includes estimated revenue of $39,608,930 related to Proposition 172 sales tax revenue for use in the Field Operations Bureau. FTE: 225.0 (1) In the unincorporated area, law enforcement services are coordinated through four station houses (Bay Station, Delta Station, Valley Station, and Muir Station) that provide a community-based policing model. Each station house is commanded by a Lieutenant, who reports to the Division Commander (Captain). In addition to officers patrolling established areas, or "beats", the division staffs a special enforcement "J" team, which is able to provide a mobile, flexible response to increasing crime patterns or other special enforcement needs throughout the county. (2) Contract Police services provides 24- hour per day law enforcement services to the contract agencies including the cities of Danville, Lafayette, and Orinda; and other entities such as AC Transit. Officers on patrol respond to emergency calls for service through the 911-dispatch function, as well as provide law enforcement services through self-initiated activity. (3) The Marine Patrol division remains responsible for patrol of the navigable waterways within the County and enforcement of all applicable laws. (4) The Sheriff’s Helicopter Program serves as a force multiplier, assisting law enforcement teams on the ground with investigations and search & rescue operations. Patrol Services Division Service: Mandatory Level of Service: Discretionary Expenditures: $54,499,549 Financing: 68,697,976 Net County Cost: (14,198,427) FTE: 225.0 b. Investigation Division – Conducts follow-up investigation of all reported serious crimes that occur in the unincorporated area of Contra Costa County, as well as in the cities and districts that contract for investigative services. The objectives of such investigations are the identification and prosecution of persons responsible for and the recovery of stolen property. FTE: 55.0 Sheriff-Coroner Law and Justice County of Contra Costa FY 2019-2020 Recommended Budget 433 (1) General Criminal Investigations is the largest unit in the division and is responsible for the investigation and preparation of evidence for the prosecution of offenders involved in both felony crimes and cases involving juveniles. The Juvenile Assault/Sexual Assault Unit is responsible for follow-up investigations of child abuse cases and all sexual abuse cases. (2) The DA Investigations Unit provides investigator positions to the District Attorney’s Office under contract. (3) Civil Unit: Carries out the legal mandates of the Government Code and Code of Civil Procedure to serve all process of the courts that are delivered to the Sheriff. The Sheriff is legally obligated to exercise reasonable diligence in attempting to effect service of process and may face severe liability with regard to this function. Investigation Division Service: Mandatory Level of Service: Discretionary Expenditures: $13,552,791 Financing: 1,523,610 Net County Cost: 12,029,181 FTE: 55.0 3. Support Services Bureau a. Forensic Services Division – Provides the objective examination, evaluation, and comparison and interpretation of physical evidence related to the investigation of crimes. The Criminalistics Laboratory provides physical evidence examination to all government agencies in the County. These functions are offset by fees paid either contractually or on a fee-for-service basis. FTE: 64.5 (1) The General Criminalistics Unit is responsible for the analysis of diverse types of physical evidence and for the examination of crime scenes for the collection and reservation of evidence in criminal cases. (2) The Controlled Substance Analysis/Drug, Alcohol and Toxicology Unit has three major functions: the analysis of controlled substances seized by law enforcement officers; the analysis of blood, breath, and urine samples for the presence of alcohol and other controlled substances; and the analysis of physical evidence using highly sophisticated scientific equipment. (3) The CAL-ID Unit operates a computerized system for the identification of fingerprints. The Automated Latent Print System provides the same search capabilities for crime scene latent prints for the purpose of criminal identification. CAL-ID is a joint cities/County program in which the cities pay their share of expenses. (4) The Property Unit is responsible for the storage, disposition, and record keeping of all property and evidence related to pending cases. Forensic Services Division Service: Mandatory Level of Service: Discretionary Expenditures: $15,655,861 Financing: 7,457,125 Net County Cost: 8,198,736 FTE: 64.5 b. Technical Services Division – Responds to citizens' requests for police, ambulance, and other emergency services (such calls for service are dispatched to patrol units, ambulance companies, and other service providers); indexes, stores, and retrieves all department records; processes arrest warrants and permits required by County Ordinance or state law; maintains crime statistics; and oversees the Automated Regional Information Exchange System (ARIES). Sheriff-Coroner Law and Justice 434 County of Contra Costa FY 2019-2020 Recommended Budget FTE: 101.0 In addition to providing technical support to the Sheriff’s Office for all automated systems, this division provides services through the following units: (1) Communications Unit: Represents the basic means for the public to contact and request public safety services. The Dispatch unit provides the essential communications link to the operational units of the department. The personnel also dispatch for other agencies, such as Emergency Medical Services and Animal Control, as well as several police departments through contractual agreements. (2) Records Unit: Receives and files all police reports, and maintains statistics regarding crimes for local, state, and federal reports; maintains booking records, compiles criminal histories, and issues permits and licenses in accordance with County Ordinance; processes warrants of arrest from the court, maintains, files, responds to inquiries from law enforcement agencies, and updates various automated databases at local, state, and federal levels. Technical Services Division Service: Mandatory Level of Service: Discretionary Expenditures: $19,369,636 Financing: 4,584,472 Net County Cost: 14,785,164 FTE: 101.0 Field Enforcement Summary Service: Mandatory Level of Service: Discretionary Expenditures: $130,888,163 Financing: 83,961,163 Net County Cost: 46,927,000 Funding Sources: Sales Tax 30.3% $39,608,930 Charges for Serv 21.0% 27,432,985 Reimbursements 9.2% 12,018,693 State Aid 1.2% 1,553,239 Federal Aid 1.0% 1,370,939 Transfers 0.8% 1,100,236 Misc. Revenue 0.5% 694,641 Fines/Forfeitures 0.1% 150,000 Licenses & Permits 0.0% 31,500 General Fund 35.9% 46,927,000 FTE: 502.5 Sheriff-Coroner Law and Justice County of Contra Costa FY 2019-2020 Recommended Budget 435 Sheriff Contract Services Budget General Fund 2017-18 Actuals 2018-19 Budget 2019-20 Baseline 2019-20 Recommended Change Expense Salaries And Benefits 18,875,883 20,653,914 21,852,226 21,852,226 0 Services And Supplies 161,107 189,845 189,812 189,812 0 Other Charges 829 0 0 0 0 Fixed Assets 0 9,162 9,162 9,162 0 Expenditure Transfers (795,196) (521,952) (613,829) (613,829) 0 Expense Total 18,242,624 20,330,969 21,437,371 21,437,371 0 Revenue Other Local Revenue 19,309,376 20,330,969 21,437,371 21,437,371 0 Revenue Total 19,309,376 20,330,969 21,437,371 21,437,371 0 Net County Cost (NCC): (1,066,752) 0 0 0 0 Allocated Positions (FTE) 119.0 120.0 120.0 120.0 0.0 Financial Indicators Salaries as % of Total Exp 103% 102% 102% 102% % Change in Total Exp 11% 5% 0% % Change in Total Rev 5% 5% 0% % Change in NCC (100%) (100%) 0% Compensation Information Permanent Salaries 8,971,365 10,060,632 11,102,034 11,102,034 0 Temporary Salaries 406,719 230,000 230,000 230,000 0 Permanent Overtime 1,050,570 828,527 828,527 828,527 0 Deferred Comp 1,365 24,900 37,020 37,020 0 Comp & SDI Recoveries (50,596) (7,000) (7,000) (7,000) 0 FICA/Medicare 283,635 255,005 289,391 289,391 0 Ret Exp-Pre 97 Retirees 65,148 56,500 56,500 56,500 0 Retirement Expense 6,252,241 7,158,281 7,307,057 7,307,057 0 Employee Group Insurance 1,345,178 1,494,914 1,671,547 1,671,547 0 Unemployment Insurance 23,111 5,074 5,619 5,619 0 Workers Comp Insurance 527,146 547,080 331,531 331,531 0 Sheriff-Coroner Law and Justice 436 County of Contra Costa FY 2019-2020 Recommended Budget Description: Provides police protection services to the Superior Court in courthouses located across the County as well as certain County departments, including the Employment and Human Services and the Health Services departments. 1. Court Security Services Description: Provides bailiff and court security services for the Superior Court. This division is responsible for all security in and around court buildings, and must provide officers for additional security at all court appearances of high-risk cases. This division's budget is significantly offset by Court revenue for services provided to the Court under AB 109 Public Safety Realignment and pursuant to the Trial Court Funding Act. All costs eligible under Rule 10.810 of the California Rules of Court are reimbursed by the State. FTE: 86.0 Court Security Services Service: Mandatory Level of Service: Discretionary Expenditures: $16,716,359 Financing: 16,716,359 Net County Cost: 0 FTE: 86.0 2. Facility Security Contracts Description: Contract facility security services for the Health Services Department and the Employment and Human Services Department. FTE: 34.0 Facility Security Contracts Service: Mandatory Level of Service: Discretionary Expenditures: $5,422,571 Financing: 5,422,571 Net County Cost: 0 FTE: 34.0 Sheriff Contract Services Summary Service: Mandatory Level of Service: Discretionary Expenditures: $22,138,930 Financing: 22,138,930 Net County Cost: 0 Funding Sources: Reimbursements 75.5% $16,716,359 Charges for Serv 21.3% 4,721,012 Transfers 3.2% 701,559 FTE: 120.0 Sheriff-Coroner Law and Justice County of Contra Costa FY 2019-2020 Recommended Budget 437 Custody Services Bureau Budget General Fund 2017-18 Actuals 2018-19 Budget 2019-20 Baseline 2019-20 Recommended Change Expense Salaries And Benefits 71,241,797 75,995,848 77,089,955 77,089,955 0 Services And Supplies 8,714,496 7,669,240 6,797,796 6,797,796 0 Other Charges 19,704 166,415 166,415 166,415 0 Fixed Assets 52,494 517,047 411,047 411,047 0 Expenditure Transfers 469,826 625,712 654,851 654,851 0 Expense Total 80,498,318 84,974,262 85,120,064 85,120,064 0 Revenue Other Local Revenue 8,739,101 12,289,982 10,261,474 10,261,474 0 Federal Assistance 6,422,866 4,517,280 84,000 84,000 0 State Assistance 29,720,331 29,969,590 31,337,590 31,337,590 0 Revenue Total 44,882,298 46,776,852 41,683,064 41,683,064 0 Net County Cost (NCC): 35,616,020 38,197,410 43,437,000 43,437,000 0 Allocated Positions (FTE) 391.0 388.0 388.0 388.0 0.0 Financial Indicators Salaries as % of Total Exp 89% 89% 91% 91% % Change in Total Exp 6% 0% 0% % Change in Total Rev 4% (11%) 0% % Change in NCC 7% 14% 0% Compensation Information Permanent Salaries 31,901,799 36,367,183 38,997,233 38,997,233 0 Temporary Salaries 124,049 236,500 236,500 236,500 0 Permanent Overtime 8,201,727 5,193,373 4,093,373 4,093,373 0 Deferred Comp 27,282 70,980 62,100 62,100 0 Comp & SDI Recoveries (317,651) 0 0 0 0 FICA/Medicare 978,532 976,434 974,287 974,287 0 Ret Exp-Pre 97 Retirees 235,334 238,150 238,150 238,150 0 Retirement Expense 23,226,538 25,748,328 25,941,584 25,941,584 0 Employee Group Insurance 4,731,490 5,194,566 5,354,356 5,354,356 0 Unemployment Insurance 87,727 15,362 19,678 19,678 0 Workers Comp Insurance 2,044,971 1,954,973 1,172,694 1,172,694 0 Sheriff-Coroner Law and Justice 438 County of Contra Costa FY 2019-2020 Recommended Budget Description: Provides for the care and custody of sentenced and unsentenced inmates who are incarcerated in the County's three adult detention facilities or who are deemed eligible for an alternative to custody. This function includes the intake process and transportation to designated courts and other jurisdictions. The three detention facilities, alternatives to detention, AB 09 Public Safety Realignment programming and court services divisions are described as follows: 1. Martinez Detention Facility (MDF) Description: Maximum-security institution, located in Martinez housing many of the County's unsentenced inmates awaiting trial. It also serves as the booking and intake center for all law enforcement agencies within the county. FTE: 143.0 Martinez Detention Facility Summary Service: Mandatory Level of Service: Mandatory Expenditures: $30,291,984 Financing: 148,004 Net County Cost: 30,143,980 FTE: 143.0 2. West County Detention Facility (WCDF) Description: WCDF is a program-oriented facility located in Richmond housing medium- security prisoners. Inmates who present behavioral problems are returned to the MDF in Martinez. FTE: 131.0 West County Detention Facility Summary Service: Mandatory Level of Service: Mandatory Expenditures: $26,524,788 Financing: 61,272 Net County Cost: 26,463,516 FTE: 131.0 3. Marsh Creek Detention Facility (MCDF) Description: Located in Clayton, this facility is primarily responsible for the care, custody, and control of sentenced, minimum-security male inmates; however, unsentenced inmates may also be held at this facility. FTE: 21.0 Marsh Creek Detention Facility Summary Service: Discretionary Level of Service: Discretionary Expenditures: $5,488,110 Financing: 1,500 Net County Cost: 5,486,610 FTE: 21.0 4. Custody Alternative Facility (CAF) Description: The CAF program diverts persons who would be incarcerated into non-residential programs such as the Work Alternative Program. Work Alternative is operated for those inmates sentenced to jail for 30 days or less. Inmates accepted into the program provide public service labor at no cost to the County, while relieving housing costs associated with incarceration. Home Detention and County Parole are also included in this division. The cost of this division is partially offset by user fees; cost savings is also realized through a decrease in the detention population. FTE: 23.0 Sheriff-Coroner Law and Justice County of Contra Costa FY 2019-2020 Recommended Budget 439 Custody Alternative Facility Summary Service: Mandatory Level of Service: Discretionary Expenditures: $4,542,219 Financing: 450,000 Net County Cost: 4,092,219 FTE: 23.0 5. Custody Services Administration Description: Provides inmate classification and other detention management services. The Custody Services Administration budget includes estimated revenue of $31,053,975 related to Proposition 172 sales tax revenue for use in the Custody Services Bureau, including all adult detention facilities. FTE: 15.0 Custody Services Administration Summary Service: Mandatory Level of Service: Discretionary Expenditures: $3,498,579 Financing: 32,171,416 Net County Cost: (28,672,837) FTE: 15.0 6. Public Safety Realignment (AB 109 Program) Description: Programming primarily at the West County Detention and Marsh Creek Detention Facilities including supervision and operating costs related to non-serious, non-violent, non- sexual offenders in county custody pursuant to AB 109. FTE: 31.0 AB 109 Program Summary Service: Mandatory Level of Service: Discretionary Expenditures: $8,945,148 Financing: 8,945,148 Net County Cost:0 FTE: 31.0 7. Detention Transportation Description: Provides inmate transportation between detention facilities and the Courts. FTE: 24.0 Detention Transportation Summary Service: Mandatory Level of Service: Discretionary Expenditures: $5,927,013 Financing: 3,500 Net County Cost: 5,923,513 FTE: 24.0 Custody Services Bureau Summary Service: Mandatory Level of Service: Mandatory Expenditures: $85,217,840 Financing: 41,780,840 Net County Cost: 43,437,000 Funding Sources: Sales Tax 36.4% $31,053,975 Reimbursements 11.1% 9,448,474 Charges for Serv 0.9% 807,000 State Aid 0.3% 283,615 Transfers 0.1% 97,776 Federal Revenue 0.1% 84,000 Misc. Revenue 0.0% 6,000 General Fund 51.0% 43,437,000 FTE: 388.0 Sheriff-Coroner Law and Justice 440 County of Contra Costa FY 2019-2020 Recommended Budget Coroner Budget General Fund 2017-18 Actuals 2018-19 Budget 2019-20 Baseline 2019-20 Recommended Change Expense Salaries And Benefits 2,329,189 2,250,189 2,340,613 2,340,613 0 Services And Supplies 1,050,435 995,476 992,527 992,527 0 Other Charges 183 0 0 0 0 Expenditure Transfers 49,609 52,832 52,860 52,860 0 Expense Total 3,429,417 3,298,496 3,386,000 3,386,000 0 Revenue Other Local Revenue 200,344 185,000 185,000 185,000 0 Revenue Total 200,344 185,000 185,000 185,000 0 Net County Cost (NCC): 3,229,073 3,113,496 3,201,000 3,201,000 0 Allocated Positions (FTE) 9.0 9.0 9.0 9.0 0.0 Financial Indicators Salaries as % of Total Exp 68% 68% 69% 69% % Change in Total Exp (4%) 3% 0% % Change in Total Rev (8%) 0% 0% % Change in NCC (4%) 3% 0% Compensation Information Permanent Salaries 1,009,761 1,035,578 1,113,197 1,113,197 0 Temporary Salaries 4,536 27,374 27,374 27,374 0 Permanent Overtime 176,463 94,500 94,500 94,500 0 Deferred Comp 440 480 0 0 0 Comp & SDI Recoveries (347) 0 0 0 0 FICA/Medicare 20,613 18,751 20,106 20,106 0 Ret Exp-Pre 97 Retirees 9,621 6,200 6,200 6,200 0 Retirement Expense 900,864 853,767 884,387 884,387 0 Employee Group Insurance 144,503 157,630 161,252 161,252 0 Unemployment Insurance 2,634 521 561 561 0 Workers Comp Insurance 60,101 55,389 33,036 33,036 0 Sheriff-Coroner Law and Justice County of Contra Costa FY 2019-2020 Recommended Budget 441 Description: Determines the cause of death, specifically in the area of homicide, suicide, accidental and unexplained natural deaths. Coroner's deputies are on duty 24 hours a day, 7 days a week, and remove the deceased from place of death. A fee is in effect for the removal of deceased persons. This division has very little flexibility in reducing personnel expenditures and maintaining an around-the-clock presence. The Coroner is responsible for the operation of the County Morgue, the functions of which are mandated by state law. FTE: 9.0 Coroner Summary Service: Mandatory Level of Service: Discretionary Expenditures: $3,386,000 Financing: 185,000 Net County Cost: 3,201,000 Funding Sources: Removal Fee/Reports 4.6% $155,000 Misc. Revenue 0.9% 30,000 General Fund 94.5% 3,201,000 FTE: 9.0 Sheriff-Coroner Law and Justice 442 County of Contra Costa FY 2019-2020 Recommended Budget Office of Emergency Services Budget General Fund 2017-18 Actuals 2018-19 Budget 2019-20 Baseline 2019-20 Recommended Change Expense Salaries And Benefits 3,992,476 3,850,278 3,846,000 3,846,000 0 Services And Supplies 1,884,641 2,100,648 2,037,449 2,037,449 0 Other Charges 1,886 99,037 99,037 99,037 0 Fixed Assets 405,413 840,165 840,165 840,165 0 Expenditure Transfers 313,270 341,360 293,197 293,197 0 Expense Total 6,597,686 7,231,489 7,115,848 7,115,848 0 Revenue Other Local Revenue 1,528,793 1,656,265 1,606,343 1,606,343 0 Federal Assistance 176,212 50,000 50,000 50,000 0 State Assistance 1,473,038 1,299,505 1,299,505 1,299,505 0 Revenue Total 3,178,044 3,005,770 2,955,848 2,955,848 0 Net County Cost (NCC): 3,419,642 4,225,719 4,160,000 4,160,000 0 Allocated Positions (FTE) 16.0 16.0 16.0 16.0 0.0 Financial Indicators Salaries as % of Total Exp 61% 53% 54% 54% % Change in Total Exp 10% (2%) 0% % Change in Total Rev (5%) (2%) 0% % Change in NCC 24% (2%) 0% Compensation Information Permanent Salaries 1,688,737 1,834,589 1,876,401 1,876,401 0 Temporary Salaries 32,168 28,000 28,000 28,000 0 Permanent Overtime 479,418 383,624 383,624 383,624 0 Deferred Comp 9,175 11,700 12,480 12,480 0 FICA/Medicare 71,623 70,078 72,520 72,520 0 Ret Exp-Pre 97 Retirees 11,476 20,876 20,876 20,876 0 Retirement Expense 1,355,484 1,203,522 1,157,894 1,157,894 0 Employee Group Insurance 241,384 212,458 245,480 245,480 0 Unemployment Insurance 4,882 920 944 944 0 Workers Comp Insurance 98,130 84,511 47,782 47,782 0 Description: Provides planning, training, and support services to help citizens and agencies prepare for and manage disaster, including simulation exercise drills. This Division also manages the Sheriff’s Homeland Security Unit, which has responsibility for crime prevention, crime analysis, intelligence, and management of the Countywide Community Warning System. FTE: 16.0 Sheriff-Coroner Law and Justice County of Contra Costa FY 2019-2020 Recommended Budget 443 1. Emergency Services Support Description: Provides management oversight 24-hours a day for response to critical incidents, major crimes, or other significant events and provides direction at the command level. Operates the Volunteer Services Unit and Search and Rescue (SAR) response teams. FTE: 3.0 Emergency Services Support Summary Service: Discretionary Level of Service: Discretionary Expenditures: $1,269,706 Financing: 32,500 Net County Cost: 1,237,206 FTE: 3.0 2. Emergency Services Description: Provides emergency preparedness planning and coordination along with vulnerability assessment; manages the homeland security grant funds for the operational area; gathers and disseminates crime analysis and intelligence data. FTE: 10.0 Emergency Services Summary Service: Discretionary Level of Service: Discretionary Expenditures: $2,778,535 Financing: 215,000 Net County Cost: 2,563,535 FTE: 10.0 3. Community Warning System Description: Manages the countywide all hazard Community Warning System. The CWS is funded entirely from private industry funds and/or fines. FTE: 3.0 Community Warning System Summary Service: Discretionary Level of Service: Discretionary Expenditures: $1,338,843 Financing: 1,338,843 Net County Cost:0 FTE: 3.0 4. Homeland Security Grants Description: Homeland Security grant management and centralization. Homeland Security Grants Summary Service: Discretionary Level of Service: Discretionary Expenditures: $1,349,505 Financing: 1,349,505 Net County Cost:0 Sheriff-Coroner Law and Justice 444 County of Contra Costa FY 2019-2020 Recommended Budget 5. Special Weapons and Tactics (SWAT) Team Description: The Special Weapons and Tactics team is used in situations involving hostage taking, armed barricaded subjects, snipers, or other situations that present a high degree of danger to life or property. Special Weapons and Tactics (SWAT) Team Summary Service: Discretionary Level of Service: Discretionary Expenditures: $379,259 Financing: 20,000 Net County Cost: 359,259 Office of Emergency Services Summary Service: Discretionary Level of Service: Discretionary Expenditures: $7,115,848 Financing: 2,955,848 Net County Cost: 4,160,000 Funding Sources: Intergovernmental 22.0% $1,565,505 Charges for Serv 19.1% 1,358,843 Misc. Revenue 0.4% 31,500 General Fund 58.5% 4,160,000 FTE: 16.0 Sheriff-Coroner Law and Justice County of Contra Costa FY 2019-2020 Recommended Budget 445 Miscellaneous Programs (Non-General Fund) 1. Central Identification Bureau Description: Provides for operation of the statewide Automated Fingerprint Identification System (AFIS) for all law enforcement agencies in the County. Monies budgeted in this fund will be spent pursuant to direction of the Random Access Network Board. Central Identification Bureau Summary Service: Discretionary Level of Service: Mandatory Expenditures: $2,437,000 Financing: 2,437,000 Net Fund Cost: 0 Funding Sources: Intergovernmental 90.3% $2,200,000 Misc. Revenue 8.2% 201,000 Use of Money 1.5% 36,000 2. Controlled Substance Analysis Description: Provides criminalistics laboratory analysis of controlled substances in a timely fashion and in order to increase the effectiveness of criminal investigation and prosecution. Controlled Substance Analysis Summary Service: Discretionary Level of Service: Mandatory Expenditures: $22,000 Financing: 22,000 Net Fund Cost:0 Funding Sources: General Fines 95.5% $21,000 Use of Money 4.5% 1,000 3. Countywide Gang & Drug Trust Description: Provides for expenditures and revenues for preventing, enforcing and prosecuting illegal gang and/or drug activity. Expenditures must be approved by a panel consisting of the Sheriff, District Attorney, Chief Probation Officer, and a representative from the County Police Chiefs’ Association. Countywide Gang & Drug Trust Summary Service: Discretionary Level of Service: Discretionary Expenditures: $77,000 Financing: 77,000 Net Fund Cost: 0 Funding Sources: Intergovernmental 93.5% $72,000 Use of Money 6.5% 5,000 4. County Law Enforcement Capital Projects Description: Provides for the replacement and enhancement of a countywide law enforcement communication and helicopter major parts replacement. County Law Enforcement Capital Projects Summary Service: Discretionary Level of Service: Discretionary Expenditures: $173,000 Financing: 173,000 Net Fund Cost:0 Funding Sources: Transfers 92.5% $160,000 Use of Money 7.9% 12,000 Charges for Serv 0.6% 1,000 Sheriff-Coroner Law and Justice 446 County of Contra Costa FY 2019-2020 Recommended Budget 5.Narcotic Forfeiture Description: Provides support for tracking the assets of persons involved in narcotics crimes and for ongoing narcotics enforcement efforts; maximizes forfeited assets and augments traditional law enforcement programs. The budget is divided into federal, state and local, and Department of the Treasury forfeited assets. Narcotic Forfeiture Summary Service: Discretionary Level of Service: Mandatory Expenditures: $100,000 Financing: 108,000 Net Fund Cost:0 Funding Sources: Seizures 94.4% $102,000 Use of Money 5.6% 6,000 6. Prisoners Welfare Fund Description: Pursuant to Penal Code Section 4025, provides for the revenues associated with the detention commissary and commission from detention pay telephones. These revenues are used to fund educational opportunities for inmates. FTE: 6.0 Prisoners Welfare Fund Summary Service: Discretionary Level of Service: Discretionary Expenditures: $1,428,000 Financing: 1,341,000 Net Fund Cost: 87,000 Funding Sources: Miscellaneous 91.5% $1,306,000 Charges for Svc 2.4% 34,000 Use of Money 0.1% 1,000 Fund Balance 6.1% 87,000 FTE: 6.0 7. Supplemental Law Enforcement Services Funds (SLESF) – Front Line Enforcement and Jail Operations Description: As provided by AB 3229 (Chapter 134, Statutes of 1996), the State supplements otherwise available funding for local public safety services (COPS). These funds are used for jail operations and enhancement of Patrol Division services including the Air Support Unit. SLESF is now subsumed under the County’s Local Revenue Fund pursuant to AB 109 Public Safety Realignment. SLESF-Front Line Enforcement and Jail Operations Summary Service: Discretionary Level of Service: Mandatory Expenditures: $917,000 Financing: 917,000 Net Fund Cost: 0 Funding Sources: Public Safety Realignment 100.0% $917,000 Sheriff-Coroner Law and Justice County of Contra Costa FY 2019-2020 Recommended Budget 447 8. Traffic Safety Description: Provides for the cost of official traffic control devices, the maintenance thereof; equipment and supplies for traffic law enforcement and traffic accident prevention; the maintenance, improvement or construction of public streets, bridges and culverts; and in some cases, school crossing guards within a Board- governed police services area. Traffic Safety Summary Service: Mandatory Level of Service: Mandatory Expenditures: $15,000 Financing: 15,000 Net Fund Cost: 0 Funding Sources: Fines 74.0% $11,095 Charges for Svc 20.2% 3,025 Use of Money 5.9% 880 9. Trial Court Security Description: Provides AB 109 Public Safety Realignment (State) funding for bailiff and court security services for the Superior Court. Trial Court Security Summary Service: Mandatory Level of Service: Discretionary Expenditures: $16,046,724 Financing: 16,046,724 Net Fund Cost: 0 Funding Sources: Public Safety Realignment 100.0% $16,046,724 Sheriff-Coroner Law and Justice 448 County of Contra Costa FY 2019-2020 Recommended Budget Law Enforcement Training Center Enterprise Fund 2017-18 Actuals 2018-19 Budget 2019-20 Baseline 2019-20 Recommended Change Expense Salaries And Benefits 1,641,818 1,919,440 1,973,307 1,973,307 0 Services And Supplies 174,868 296,180 297,874 297,874 0 Other Charges 228,575 197,779 167,503 167,503 0 Expenditure Transfers 150,638 52,698 67,695 67,695 0 Expense Total 2,195,900 2,466,098 2,506,379 2,506,379 0 Revenue Other Local Revenue 1,912,092 2,286,098 2,326,379 2,326,379 0 State Assistance 277,207 180,000 180,000 180,000 0 Revenue Total 2,189,299 2,466,098 2,506,379 2,506,379 0 Net County Cost (NCC): 6,601 0 0 0 0 Allocated Positions (FTE) 17 17 17 17 0 Financial Indicators Salaries as % of Total Exp 75% 78% 79% 79% % Change in Total Exp 12% 2% 0% % Change in Total Rev 13% 2% 0% % Change in NCC (100%) 0% 0% Compensation Information Permanent Salaries 722,836 910,859 959,921 959,921 0 Temporary Salaries 203,921 300,000 240,000 240,000 0 Permanent Overtime 270,640 220,000 280,000 280,000 0 Deferred Comp 0 1,800 1,800 1,800 0 Comp & SDI Recoveries (640) 0 0 0 0 Vacation/Sick Leave Accrual 2,144 0 0 0 0 FICA/Medicare 72,846 70,594 74,814 74,814 0 Ret Exp-Pre 97 Retirees 1,908 2,638 2,638 2,638 0 Retirement Expense 212,415 255,856 257,962 257,962 0 Employee Group Insurance 102,459 120,504 134,070 134,070 0 Unemployment Insurance 2,656 461 489 489 0 Workers Comp Insurance 50,633 36,727 21,613 21,613 0 Law Enforcement Training Center Description: Established as a cost-neutral enterprise fund, the Sheriff’s Office, with the Contra Costa College District at Los Medanos Community College, provides specialized training to law enforcement personnel. FTE: 17.0 LETC Enterprise Fund Service: Discretionary Level of Service: Discretionary Expenditures: $2,506,379 Financing: 2,506,379 Net Fund Cost: 0 Funding Sources: Misc. Revenue 55.5% $1,391,981 Charges for Srvc 37.3% 934,398 Intergovernmental 7.2% 180,000 FTE: 17.0 Sheriff-Coroner Law and Justice County of Contra Costa FY 2019-2020 Recommended Budget 449 CAO’s Recommendation The Recommended Budget includes an increase in expenditure appropriations by $4.7 million, or 2.0%, and decreases estimated revenue by $2.3 million, or 1.6%, resulting in an increase in net county cost of $7.1 million, or 7.9%, over the FY 2018-19 Budget. The Recommended Budget includes an existing vacancy factor of $5,656,326. A vacancy factor accounts for cost savings related to funded personnel vacancies occurring within the department during the fiscal year. The vacancy factor remains unchanged from the FY 2018-19 Budget and is included in County Patrol, which is consistent with FY 2018-19 Budget. The County Administrator acknowledges that the Sheriff’s Office has been asked to manage this vacancy factor and the Sheriff can choose where best to allocate expenditure savings throughout his department (not just in County Patrol). For this reason, it is important to note that for budget tracking purposes, the reduction has been placed in County Patrol, but will likely be redirected throughout the department at the Sheriff’s discretion. The Recommended Budget also includes a decrease of $4.4 million in Federal revenue due to the cancelation of a contract to hold Immigration and Customs Enforcement (ICE) detainees at the West County Detention Facility. The estimated revenue also includes an estimated increase to Proposition 172 sales tax revenue of $3.1 million, from $67.5 million to $70.6 million. Proposition 172 revenue funds core patrol and custody services within the Sheriff’s Office budget. Note: The County Administrator has developed recommendations based on service level impacts communicated by the Office of the Sheriff-Coroner. It is acknowledged that the Sheriff-Coroner is an elected official and has ultimate discretion on how to best deploy resources within his department using appropriations allocated by the Board of Supervisors. Performance Measurement The Sheriff’s Office is committed to providing the highest quality police services throughout the unincorporated communities of the County. The Office remains committed to our mission to recruit, hire and train the most qualified staff in response to the ever-present vacancy rate created by the shortage of experienced police officers in the job market. The Sheriff has implemented two important progressive training initiatives that will continue into this fiscal year, Implicit Bias Training and Crisis Intervention De-escalation. Implicit Bias training will be given to all Sheriff Office personnel, both sworn and civilian professional staff. This training was first rolled out to executive managers last fiscal year – including the Sheriff and Executive Staff. The Office will also continue with its certified Crisis Intervention and De-escalation Training with the goal to train all Sheriff personnel. The Emergency Services Division (ESD) will participate in multiple training exercises this fiscal year to enhance our capabilities in response to natural and man-made disasters. ESD will host the several Incident Command System operations trainings and participate in three all hazards Emergency Operations Center tabletop exercises and one Emergency Operations Center functional activation exercise in 2019. The Community Warning System will continue to expand outreach efforts to all community members through increased targeted multi-media and collaboration with local partners with the goal of increasing community engagement and understanding of the system. The Emergency Services Support Unit will strive to provide equipment and personnel support for law enforcement and search and rescue mutual aid requests throughout Contra Costa County and the State of California. The Office continues to seek out opportunities to collaborate with other agencies and community partners to align forces to better meet the needs of the community we serve. Currently patrol staffing levels are not at the level needed to facilitate new programs. However, the Office remains committed to taking an active role in these partnerships as staffing levels improve. Sheriff-Coroner Law and Justice 450 County of Contra Costa FY 2019-2020 Recommended Budget Administrative and Programs Goals The Office of the Sheriff is committed to the following goals for FY 2019-20: Continue to manage the County’s new Office of Emergency Services (OES) and Sheriff’s Administration building project to ensure the County is adequately prepared to respond to major unplanned disasters affecting the citizens of Contra Costa County and surrounding areas. Become an active partner in the County’s Mental Health Evaluation Team (MHET) to reduce violent law enforcement encounters with the mentally ill by working together with County Behavioral Health specialists to increase mental health services and thereby decrease the incarceration rate of the mentally ill. Provide unincorporated Contra Costa County with the highest level of law enforcement services possible while remaining within budgetary constraints. Superior Court Related Functions Law and Justice County of Contra Costa FY 2019-2020 Recommended Budget 451 Summary Superior Court Related Functions General Fund 2017-18 Actuals 2018-19 Budget 2019-20 Baseline 2019-20 Recommended Change Expense Salaries And Benefits 935,402 878,928 926,537 926,537 0 Services And Supplies 1,617,403 1,900,196 1,139,849 1,139,849 0 Other Charges 15,450,306 15,545,942 15,451,000 15,451,000 0 Expenditure Transfers 0 20,000 0 0 0 Expense Total 18,003,111 18,345,066 17,517,386 17,517,386 0 Revenue Other Local Revenue 6,195,920 5,943,066 6,115,386 6,115,386 0 State Assistance 145,255 177,000 82,000 82,000 0 Revenue Total 6,341,175 6,120,066 6,197,386 6,197,386 0 Net County Cost (NCC): 11,661,936 12,225,000 11,320,000 11,320,000 0 Financial Indicators Salaries as % of Total Exp 5% 5% 5% 5% % Change in Total Exp 2% (5%) 0% % Change in Total Rev (3%) 1% 0% % Change in NCC 5% (7%) 0% Compensation Information Temporary Salaries 206,143 148,000 148,000 148,000 0 FICA/Medicare 15,770 0 10,000 10,000 0 Unemployment Insurance 454 0 450 450 0 Workers Comp Insurance 1,814 0 1,500 1,500 0 Labor Received/Provided 711,222 730,928 766,587 766,587 0 Department Description The preceding table represents information in aggregate format summarizing expenditures, revenues, and net County costs for three budget units administered by the County Administrator’s Office. Included are data for the following budget units: 0202 – Trial Court Programs 0238 – Civil Grand Jury 0239 – Criminal Grand Jury Major Department Responsibilities The mission of Superior Court-related functions is to provide for all court services not eligible for state funding under the California Rule of Court 810, and includes the County’s subsidy to the State in the case of Trial Court Programs; to examine management, operations and procedures of the County, cities and other local public agencies in the case of the Civil Grand Jury; to examine evidence presented by the District Attorney in the case of the Criminal Superior Court Related Functions Law and Justice 452 County of Contra Costa FY 2019-2020 Recommended Budget Grand Jury; and to provide funding for local dispute resolution as an alternative to formal court proceedings in the case of the Dispute Resolution Program; and to provide debt service payments for the Family Law Center on behalf of the Superior Court. Superior Court Related Functions Law and Justice County of Contra Costa FY 2019-2020 Recommended Budget 453 Trial Court Programs General Fund 2017-18 Actuals 2018-19 Budget 2019-20 Baseline 2019-20 Recommended Change Expense Salaries And Benefits 935,402 878,928 926,537 926,537 0 Services And Supplies 1,434,002 1,674,696 933,849 933,849 0 Other Charges 15,450,306 15,545,942 15,451,000 15,451,000 0 Expenditure Transfers 0 20,000 0 0 0 Expense Total 17,819,710 18,119,566 17,311,386 17,311,386 0 Revenue Other Local Revenue 6,195,920 5,943,066 6,115,386 6,115,386 0 State Assistance 145,255 177,000 82,000 82,000 0 Revenue Total 6,341,175 6,120,066 6,197,386 6,197,386 0 Net County Cost (NCC): 11,478,535 11,999,500 11,114,000 11,114,000 0 Financial Indicators Salaries as % of Total Exp 5% 5% 5% 5% % Change in Total Exp 2% (4%) 0% % Change in Total Rev (3%) 1% 0% % Change in NCC 5% (7%) 0% Compensation Information Temporary Salaries 206,143 148,000 148,000 148,000 0 FICA/Medicare 15,770 0 10,000 10,000 0 Unemployment Insurance 454 0 450 450 0 Workers Comp Insurance 1,814 0 1,500 1,500 0 Labor Received/Provided 711,222 730,928 766,587 766,587 0 Description: Provides for the General Fund subsidy for Court operations to the State of California, and all court services not eligible for State funding under California Rule of Court 810 including capital case costs, certain homicide case costs, and collections of court-ordered fees and fines. Superior Court Related Functions Law and Justice 454 County of Contra Costa FY 2019-2020 Recommended Budget Trial Court Programs Summary Service: Mandatory Level of Service: Mandatory Expenditures: $17,311,386 Financing: 6,197,386 Net County Cost: 11,114,000 Funding Sources: Charges for Serv 21.6% $ 3,745,444 Fine/Forfs/Penalties 13.5% 2,345,692 Intergov Revenue 0.5% 82,000 Lics/Perm/Franchises 0.1% 24,250 General Fund 64.2% 11,114,000 Superior Court Related Functions Law and Justice County of Contra Costa FY 2019-2020 Recommended Budget 455 Civil Grand Jury General Fund 2017-18 Actuals 2018-19 Budget 2019-20 Baseline 2019-20 Recommended Change Expense Services And Supplies 139,869 155,500 156,000 156,000 0 Expense Total 139,869 155,500 156,000 156,000 0 Net County Cost (NCC): 139,869 155,500 156,000 156,000 0 Financial Indicators Salaries as % of Total Exp % Change in Total Exp 11% 0% 0% % Change in Total Rev % Change in NCC 11% 0% 0% Description: Examine accounts of County, cities and other local public agencies, review management of County departments, and publish its findings and recommendations in an annual report. The Grand Jury may order special audits or investigations. Civil Grand Jury Summary Service: Mandatory Level of Service: Discretionary Expenditures: $155,500 Financing: 0 Net County Cost: 155,500 Funding Sources: General Fund 100.0% $155,500 Superior Court Related Functions Law and Justice 456 County of Contra Costa FY 2019-2020 Recommended Budget Criminal Grand Jury General Fund 2017-18 Actuals 2018-19 Budget 2019-20 Baseline 2019-20 Recommended Change Expense Services And Supplies 43,532 70,000 50,000 50,000 0 Expense Total 43,532 70,000 50,000 50,000 0 Net County Cost (NCC): 43,532 70,000 50,000 50,000 0 Financial Indicators Salaries as % of Total Exp % Change in Total Exp 61%(29%) 0% % Change in Total Rev 0%0% 0% % Change in NCC 61%(29%) 0% Description: Examines evidence presented by the District Attorney and returns criminal indictments directly to the Superior Court. Criminal Grand Jury Summary Service: Mandatory Level of Service: Discretionary Expenditures: $50,000 Financing:0 Net County Cost: 50,000 Funding Sources: General Fund 100.0% $50,000 Superior Court Related Functions Law and Justice County of Contra Costa FY 2019-2020 Recommended Budget 457 Miscellaneous Programs (Non-General Fund) 1. Dispute Resolution Program Description: Provides for the establishment and funding, at County option, of local dispute resolution services including small claims, guardianship, and unlawful detainer/civil harassment mediation, as an alternative to formal court proceedings. This program is funded from an $8 portion of court civil filing fees. Services are provided by professional contractors. Dispute Resolution Program Summary Service: Mandatory Level of Service: Discretionary Expenditures: $180,000 Financing: 180,000 Net Fund Cost: 0 Funding Sources: Court Filing Fees 98.6% $177,500 Investment Earnings 1.4% 2,500 Fund 112600 2. Criminal Justice Facility Construction Description: Fund established pursuant to Government Code 76100 to assist the county in the construction, reconstruction, expansion, improvement, operation, or maintenance of county criminal justice and court facilities and for improvement of criminal justice automated information systems. The fund accumulates deposits of surcharges on every fine, penalty, or forfeiture imposed and collected by the courts for criminal offenses. The Criminal Justice Facility Construction Fund is used to pay the debt on the District Attorney Office facility in Martinez and for maintenance of criminal justice facilities. Criminal Justice Facility Construction Service: Discretionary Level of Service: Mandatory Expenditures: $ 950,365 Financing: 950,365 Net Fund Cost: 0 Funding Sources: Fines & Forfeit 99.4% $944,965 Investment Earnings 0.6% 5,400 Fund 110600 3. Courthouse Construction Description: Fund established pursuant to Government Code 76100 to assist the County in the acquisition, rehabilitation, construction, and financing of courtrooms, a courtroom building or buildings that contain facilities necessary or incidental to the operation of the justice system, or court facilities. The fund accumulates deposits of surcharges on every fine, penalty, or forfeiture imposed and collected by the courts for criminal offenses. Pursuant to the Trial Court Facilities Act of 2002, counties are required to transfer any fund balances to the State unless there remains bonded indebtedness for local court facilities. The County’s Courthouse Construction Fund is used to pay the debt on the Family Law Center facility in Martinez and for the County’s share of emergency maintenance costs for shared courthouse facilities. Superior Court Related Functions Law and Justice 458 County of Contra Costa FY 2019-2020 Recommended Budget Courthouse Construction Service: Discretionary Level of Service: Mandatory Expenditures: $ 806,550 Financing:806,550 Net Fund Cost: 0 Funding Sources: Fines & Forfeit 98.0% $790,210 Investment Earnings 2.0% 16,340 Fund 110700 4. Family Law Center - Debt Service Description: Provided for the Superior Court’s share of the annual debt service payment obligations for the Family Law Center. These funds were transferred to the County pursuant to a settlement agreement between the County and the Contra Costa County Superior Court dated December 1, 2009. Family Law Center – Debt Service Service: Discretionary Level of Service: Mandatory Expenditures: $2,129,142 Financing: Net Fund Cost: 2,129,142 Funding Sources: Fund Balance 100.0% $2,129,142 Fund 135400 CAO’s Recommendation The Trial Court Funding Act of 1997 consolidated all court funding at the State level, capped counties’ financial responsibility at the 1994 level, required the State to fund all future growth in the cost of court operations, and raised a number of civil court fees to generate more revenue for the trial courts. Under the Act, counties remain fiscally responsible for an annual maintenance of effort payment to the State, annual payments for shared facilities, criminal defense and prosecution costs, the criminal and civil grand juries, judicial benefits for current judges who were serving as judicial officers in 1997, and the collection of court-ordered fines and fees. The budget for Superior Court Related Functions accounts for these fiscal responsibilities. Baseline revenues are increased slightly (1%) based on current year projections but it should be noted that fines and forfeitures revenue has shown a steady decline since FY 2010-11. Indeed, revenues have declined by nearly a third in just the last five years. The Court, which operates the court-ordered debt collection program, has attributed the decline to a combination of new legislation and policies affecting the assessment of fines and penalties. The State-mandated amnesty and driver’s license hold release programs were active from October 2015 through April 3, 2017. The driver’s license holds were released upon payment of a fraction of the balance owed. Many of the individuals enrolled in the amnesty and/or driver license hold release programs defaulted on their payment plans after their first or second installment, leaving the Court’s collection agency without any real tools to collect further payments. Effective June 27, 2017, Assembly Bill (AB) 103 repealed the Court’s authority to report Failure to Appear (FTP) violations to the Department of Motor Vehicles (DMV) pursuant to California Vehicle Code (CVC) sections 40509 and 40509.5. The new law also repealed DMV’s authority to suspend a person’s driving privilege based upon notice of an FTP violation pursuant to CVC section 13365. Though the bill was effective in June 2017, the Presiding Judge of Contra Costa implemented the changes in May 2016 in anticipation of this legislative change and due to potential exposure to litigation. AB 103 removed the incentive for defendants to pay their traffic dockets in full, as their license status is now unaffected by their unpaid tickets. Similarly, the amnesty and driver’s license hold release programs released holds on licenses with remittance of first payment, and without the balances being paid in full. Without holds on Superior Court Related Functions Law and Justice County of Contra Costa FY 2019-2020 Recommended Budget 459 their driver’s licenses or negative reporting to the credit bureaus (which were stopped around 2015 by then Attorney-General Kamala Harris), there is little left to incentivize paying in full. As part of the County’s AB 109 anti-recidivism efforts, the Contra Costa County Public Defender has also launched a program to send text messages to their clients to remind them of court dates. This has also served to decrease fines for failure to appear for court hearings. Lastly, the California Rules of Court were updated in 2017 to require trial courts to determine a defendant’s ability to pay, if requested by the defendant (CRC 4.335). The County and Court worked together to implement this new policy, but it has led to the further reduction of balances of fines and fees, and collections. Defendants are now able to request ability-to-pay hearings any time they experience a change in financial circumstance. The Baseline expenditures are decreased from the current year budget by a net amount of $827,680, reflecting: a decrease of $30,000 in the transfer to the State of 50% of the estimated excess fines and forfeitures revenue above the statutory base, as required by the Trial Court Funding Act. a decrease of $450,000 in the provision for court-appointed counsel in homicide cases. a decrease of $300,000 in the provision for outside attorney and witness fees for capital cases. a decrease in the cost of revenue collection of $65,000. an increase of $47,600 in compensation costs for four deputy probation officers assigned to the Superior Court under the 1992 Court Probation Officer Program, and clerks assigned to capital cases. a decrease of $20,000 in the provision for the criminal grand jury. miscellaneous other adjustments comprising a net decrease of $10,280. The Recommended Budget is equivalent to the Baseline budget, and includes General Fund appropriations in the amount of $15.2 million for transfer to the State to subsidize the cost of the local Superior Court, and $2 million for other court functions for which the County is financially responsible under the Trial Court Funding and Public Safety Realignment (AB 109)* Acts. Superior Court Related Functions also include four non-General Fund programs that provide for local dispute resolution services and funding for debt service payments on the District Attorney Office facility and the Peter L. Spinetta Family Law Center in Martinez. Note that Superior Court programs are mandated and should the recommended budget prove to be insufficient, mid-year augmentations will be required from the County’s reserves or through mid-year reductions in other County programs. *Note that the Sheriff’s Department earns revenue in consideration for providing bailiff and security services to the Court. These costs and revenues are reported in the County Local Revenue Fund and the Sheriff’s Department budget. Performance Measurement The County and the Superior Court worked cooperatively to formalize policies related to access and use of confidential criminal justice information and collaborated on programs to improve criminal justice program policies and procedures, such as mental health pre-trial diversion. Administrative and Program Goals In fiscal year 2019-2020, the County Administrator will continue to work with the Superior Court to: Implement, in a coordinated fashion, the County’s new criminal justice case management systems and automated warrant system to maintain a seamless interface between County and Court systems; Maximize revenue recovery and minimize the cost of revenue collection; and Identify additional opportunities to collaborate to improve criminal justice program policies and procedures. Superior Court Related Functions Law and Justice 460 County of Contra Costa FY 2019-2020 Recommended Budget Fire Districts Fire DistrictsCounty of Contra Costa Lewis T. Broschard III, Fire Chief Contra Costa County FPD Special District County of Contra Costa FY 2019-2020 Recommended Budget 461 Contra Costa County Fire Protection District – Fire Protection Summary CCCFPD Operating Fund 2017-18 Actuals 2018-19 Budget 2019-20 Baseline 2019-20 Recommended Change Expense Salaries And Benefits 93,282,111 101,962,809 109,541,171 110,925,446 1,384,275 Services And Supplies 9,651,877 9,594,860 10,918,708 10,921,324 2,616 Other Charges 5,828,642 6,083,935 5,886,712 5,886,712 0 Fixed Assets 939,428 1,990,341 1,327,600 1,327,600 0 Expenditure Transfers 17,383,517 18,128,118 18,909,766 18,909,766 0 Expense Total 127,085,576 137,760,063 146,583,957 147,970,848 1,386,891 Revenue Other Local Revenue 133,267,061 135,499,722 144,924,210 145,836,738 912,528 Federal Assistance 110,070 408,341 1,244,110 1,244,110 0 State Assistance 851,664 890,000 890,000 890,000 0 Revenue Total 134,228,795 136,798,063 147,058,320 147,970,848 912,528 Net Fund Cost (NFC): (7,143,219) 962,000 (474,363) 0 474,363 Allocated Positions (FTE) 360.6 397.6 397.6 404.6 7.0 Financial Indicators Salaries as % of Total Exp 73% 74% 75% 75% % Change in Total Exp 8% 6% 1% % Change in Total Rev 2% 8% 1% % Change in NFC (113%) (149%) (100%) Compensation Information Permanent Salaries 37,539,490 44,255,551 47,814,300 48,547,925 733,625 Temporary Salaries 429,886 300,000 300,000 300,000 0 Permanent Overtime 12,066,655 10,856,620 12,626,700 12,638,020 11,320 Deferred Comp 34,606 65,460 65,460 70,860 5,400 Comp & SDI Recoveries (553,444) 0 0 0 0 FICA/Medicare 752,071 844,083 913,886 924,688 10,802 Retirement Expense 25,561,030 27,979,168 29,948,430 30,390,413 441,983 Excess Retirement 89,969 90,000 140,000 140,000 0 Employee Group Insurance 5,496,963 5,936,341 6,713,653 6,838,926 125,273 Retiree Health Insurance 5,134,168 5,252,000 5,170,250 5,170,250 0 OPEB Pre-Pay 1,959,289 1,959,289 2,208,123 2,208,123 0 Unemployment Insurance (22) 0 0 0 0 Workers Comp Insurance 4,771,450 4,424,296 3,640,369 3,696,241 55,872 Contra Costa County FPD Special District 462 County of Contra Costa FY 2019-20 Recommended Budget Department Description The preceding table represents information, in aggregate, summarizing expenditures and revenue for the fire suppression/emergency medical response crews, fire prevention bureau, communications center, apparatus shop, training section, emergency medical services office, and administration functions section. Major Department Responsibilities The Contra Costa County Fire Protection District (CCCFPD) is responsible for providing fire suppression responses to both structure and wildland fires; emergency medical services including paramedic responses, rescue responses, hazardous materials responses; plan review, code enforcement, fire/arson investigation, weed abatement, public education, permits issuance required by Fire Code; and ensuring water supply needed for fire flow, compliance-based inspections, and training. CCCFPD Operating Fund Summary Service: Mandatory Level of Service: Discretionary Expenditures: $147,970,848 Financing: 147,970,848 Net Fund Cost: 0 Funding Sources: Property Taxes 88.0% $130,204,300 Charges for Svcs 7.3% 10,766,348 Intergovernmental 3.5% 5,133,810 Misc. Revenue 1.3% 1,866,390 FTE: 404.6 Contra Costa County FPD Special District County of Contra Costa FY 2019-2020 Recommended Budget 463 Contra Costa County Fire Protection District – EMS Transport Summary CCCFPD EMS TRANSPORT FUND 2017-18 Actuals 2018-19 Budget 2019-20 Baseline 2019-20 Recommended Change Expense Salaries And Benefits 1,193,506 2,450,572 2,614,921 3,103,352 488,431 Services And Supplies 37,716,018 58,361,769 40,820,219 40,820,219 0 Other Charges 789,364 887 201,039 201,039 0 Fixed Assets 211,169 420,000 1,300,000 1,300,000 0 Expenditure Transfers 4,468,223 2,756,600 1,716,390 1,716,390 0 Expense Total 44,378,280 63,989,828 46,652,569 47,141,000 488,431 Revenue Other Local Revenue 49,946,668 47,500,000 52,200,000 52,200,000 0 State Assistance 760,838 0 0 0 0 Revenue Total 50,707,506 47,500,000 52,200,000 52,200,000 0 Net Fund Cost (NFC): (6,329,226) 16,489,828 (5,547,431) (5,059,000) 488,431 Allocated Positions (FTE) 7.0 11.0 11.0 12.0 1.0 Financial Indicators Salaries as % of Total Exp 3% 4% 6% 7% % Change in Total Exp 44% (27%) 1% % Change in Total Rev (6%) 10% 0% % Change in NFC (361%) (134%) (9%) Compensation Information Permanent Salaries 655,077 1,400,367 1,429,563 1,772,657 343,094 Permanent Overtime 108,329 85,000 210,000 210,000 0 Deferred Comp 0 3,840 3,600 5,400 1,800 FICA/Medicare 10,930 20,615 32,582 37,557 4,975 Ret Exp-Pre 97 Retirees 3,136 0 0 0 0 Retirement Expense 250,591 632,315 669,154 764,329 95,175 Employee Group Insurance 90,833 169,269 163,977 181,632 17,655 Unemployment Insurance 1,689 0 0 0 0 Workers Comp Insurance 72,922 139,165 106,045 131,777 25,732 Description: The EMS Transport Fund was created in 2015 following the award of a contract to the District by the County EMS Agency to provide emergency medical services throughout the County. The Fund allows the District to track reimbursement revenue from governmental, commercial and private payers for EMS services rendered along with expenditures associated with the provision of those services. Contra Costa County FPD Special District 464 County of Contra Costa FY 2019-20 Recommended Budget CCCFPD EMS Transport Fund Service: Discretionary Level of Service: Discretionary Expenditures: $47,141,000 Financing: 52,200,000 Net Fund Cost: (5,059,000) Funding Sources: Cost Recovery 100.0% $47,141,000 FTE: 12.0 Contra Costa County FPD Special District County of Contra Costa FY 2019-2020 Recommended Budget 465 Non-Operating Funds Non-operating fund budget units include developer fee accounts that are restricted to capital needs necessitated by growth, Pension Obligation Bond (POB) Debt Service and Stabilization fund budget units that were created pursuant to the issuance of pension obligation bonds in July 2005, and the EMS Transport Fund (reported on the previous page) created in 2015 to track expenditures and reimbursement revenue associated with the provision of ambulance service. CCFPD Capital Outlay Fund The Capital Outlay Fund includes funds collected during the building permit process and is intended to ameliorate the impact of new construction service demands on District capital needs. This fund is primarily intended for major capital outlay projects such as new fire stations. CCCFPD Capital Outlay Fund Service: Discretionary Level of Service: Discretionary Expenditures: $54,502 Financing: 20,000 Net Fund Cost: 34,502 Funding Sources: Fund Balance 63.3% $34,502 Developer Fees 36.7% 20,000 Pittsburg Special Fund The Pittsburg Special Fund is comprised of fees collected in the Pittsburg area and by agreement with the City of Pittsburg for capital purchases. Pittsburg Special Fund Service: Discretionary Level of Service: Discretionary Expenditures: $167,706 Financing: 100 Net Fund Cost: 167,606 Funding Sources: Fund Balance 99.9% $167,606 Use of Money 0.1% 100 CCCFPD New Development Fee Fund The CCCFPD New Development Fee Fund, established in August 2006, replaces both the CCCFPD and Riverview Fire Developer Fee Funds. This fund includes monies collected during the building permit process in all of the unincorporated areas of the District and is intended to mitigate the impact of new construction service demands on District capital needs. CCCFPD New Development Fee Fund Service: Discretionary Level of Service: Discretionary Expenditures: $662,806 Financing: 70,000 Net Fund Cost: 592,806 Funding Sources: Fund Balance 89.4% $592,806 Developer Fees 10.6% 70,000 CCCFPD POB Debt Service Fund The Pension Obligation Bond Debt Service Fund was created due to the issuance of Pension Obligation Bonds in July 2005 to refinance the District’s Unfunded Actuarial Accrued Liability (UAAL) as of December 2004 with the Contra Costa County Employees’ Retirement Association. The refinancing resulted in savings Contra Costa County FPD Special District 466 County of Contra Costa FY 2019-20 Recommended Budget in excess of $50 million over 18 years as the POB interest rate paid to the bondholders was significantly lower than the interest rate charged by the Retirement Association. This fund is created to pay the bondholders via the trustee. CCCFPD POB Debt Service Fund Service: Discretionary Level of Service: Discretionary Expenditures: $15,206,431 Financing: 1,030,724 Net Fund Cost: 14,175,707 Funding Sources: Fund Balance 93.2% $14,175,707 Reimbursements 6.8% 1,030,724 CCCFPD Stabilization Fund The Pension Obligation Stabilization Fund was created pursuant to the issuance of Pension Obligation Bonds in July 2005. The savings realized from the lower interest rates are set- aside in the Stabilization Fund to extinguish new Retirement System Unfunded Actuarial Accrued Liabilities (UAAL); replenish reserves; and, upon a unanimous vote of the full Board, for any other lawful purpose of the District. CCCFPD Stabilization Fund Service: Discretionary Level of Service: Discretionary Expenditures: $19,575,740 Financing: 2,608,318 Net Fund Cost: 16,967,422 Funding Sources: Fund Balance 86.7% $16,967,422 Transfers 13.3% 2,603,318 Use of Money 0.0% 5,000 CAO’s Recommendation The FY 2019-20 Recommended Budget provides for the funding of 26 fire stations, 28 fully functional engine/truck companies, one limited functionality squad, 404.6 FTEs in the District’s General Operating Fund, and 12 FTEs in the District’s EMS Transport Fund. The budget includes funding for negotiated wage adjustments, benefit cost increases, reopening and restaffing newly constructed Fire Station 16 in the City of Lafayette, adding a fourth firefighter to certain truck companies (partially offset by federal grant funding), continuing to staff a 24/7 hazardous materials team, building and grounds maintenance and repair projects, routine capital and non-capital equipment replacement, and increased POB debt service payments. The District is primarily funded by property tax revenues. In FY 2018-19, the District experienced a 6.6% growth in secured property assessed valuation and a 6.4% growth in total assessed valuation. This represents the sixth consecutive year of growth in assessed valuation after several years of declines. The District received additional property tax distributions during the course of the fiscal year due to the dissolution of redevelopment agencies. Additionally, the City of Pittsburg resumed making RDA Successor Agency pass- through payments and repaid arrearages from the suspension of prior year payments. The FY 2019-20 Recommended Budget anticipates a 5% growth in secured property assessed valuation and revenue from the continued unwinding of the redevelopment areas. The budget also anticipates the continuation of relatively new revenue sources, such as the fire-based emergency medical services (EMS) first responder fee, sales tax for enhanced EMS services in the City of San Pablo, and cost recovery for certain negligent incidents. These increases in revenue are allowing the District to continue to restaff/reopen some of the operational resources that were taken out of service during the Great Recession. Contra Costa County FPD Special District County of Contra Costa FY 2019-2020 Recommended Budget 467 In FY 2019-20, the employer Safety Tier A base rate decreases slightly from 73.66% to 72.89%. Offsetting that decrease is the elimination of the employee subvention of the employer cost towards retirement. Additionally, while the employer base contribution rates for both Safety Tier A and General Tier 1 decrease in FY 2019-20, the actual employer contribution increases by about $1.3 million due primarily to the increase in retirement compensable pay. The FY 2019-20 Recommended Budget is balanced and requires no use of fund balance. The District continues to meet its Board adopted policy to maintain a minimum reserve of 10% of general operating fund budgeted expenditures. On January 1, 2016, the District became the County’s exclusive operator of emergency ambulance service (not including the areas covered by the Moraga-Orinda Fire Protection District and the San Ramon Valley Fire Protection District). Thus far, the cost of providing the new service has been fully offset by the collection of ambulance service fees. Performance Measurement During FY 2018-19, the District: Responded to 78,862 incidents in calendar year (CY) 2018. This represents a 7% increase in call volume compared to CY 2017. Conducted 19,515 life safety inspections and plan reviews of new and existing buildings and fire/life safety systems for compliance with state and local fire and building codes during CY 2018. This represents a 53% increase compared to CY 2017. Continued to reposition and add internal resources to effectively manage, both operationally and financially, the emergency ambulance program. Completed construction of new Fire Station 16 in the City of Lafayette. Reopened and staffed Fire Station 16. Initiated construction work on a new Fire Station 70 in the City of San Pablo. Completed the site layout for a new Fire Station 9 at the Buchanan Field Airport. Completed the site layout for a new Fire Station 86 on Goble Drive in Bay Point. Updated the fee schedule for dispatcher service subscribers. Updated the Fire Prevention Bureau fee schedule. Updated the emergency ambulance service fee schedule. Continued to train and deploy fire personnel as first responders at the specialist level to hazardous materials incidents. Continued periodic replacement of capital equipment, such as heavy fire apparatus and support equipment. Continued much needed facility and grounds maintenance projects, such as painting, roofing, and asphalt repair. Hired and conducted Firefighter Recruit Academies 52 and 53. Continued to develop our relationship with AMR in an effort to maximize our operational efficiency and deliver exemplary services to the citizens of Contra Costa County. Filed the cost reports for FY 2017-18 Ground Emergency Medical Transportation (GEMT) reimbursement for emergency ambulance service provided to Medi-Cal Fee-For-Service recipients. Contra Costa County FPD Special District 468 County of Contra Costa FY 2019-20 Recommended Budget Received several grant awards, including a three-year staffing grant to add a fourth firefighter to certain truck companies. Administrative and Program Goals During FY 2019-20, the District will: Continue to reposition and add internal resources to effectively manage, both operationally and financially, the emergency ambulance program. Begin staffing a 24/7 air ambulance through a public-private partnership agreement. Complete the construction of a new Fire Station 70 in the City of San Pablo. Secure long-term funding for additional fire station construction projects. Initiate construction work on a new Fire Station 9 in Pacheco and a new Fire Station 86 in Bay Point. Update fire-based EMS first responder fee schedule. Continue periodic replacement of capital equipment, such as heavy fire apparatus and support equipment. Continue much needed facility and grounds maintenance projects, such as painting, roofing, and asphalt repair. Pursue new funding mechanisms such as development impact fees and creation of Community Facilities Districts in areas of new development. Hire and conduct Firefighter Recruit Academy 54. Continue to develop our relationship with AMR in an effort to maximize our operational efficiency and continue delivering exemplary services to the citizens of Contra Costa County. Pursue federal supplemental reimbursement for ambulance services provided to individuals with government payer plans. Continue to pursue grant funding opportunities as they become available Contra Costa County FPD Special District County of Contra Costa FY 2019-2020 Recommended Budget 469 FY 2019-20 Program Modification List Order Reference to Mand/Disc List Program Name Service FTE Net Fund Cost Impact Impact 1 N/A Operations Fire Prevention 4.0 474,363 Adds one (1) Firefighter-Recruit position, one (1) Fire Education Coordinator, and two (2) Building Plan Checker I positions. 2 N/A Operations EMS 3.0 912,528 Adds three (3) Fire Captain positions fully offset by charges for services. 3 N/A Operations EMS – Revenue 0.0 912,528 Increased charges for services. Total General Operating Fund 7.0 474,363 4 N/A EMS Transport Fund Administration 1.0 488,431 Adds one (1) Medical Director- Exempt position. Total EMS Transport Fund 1.0 488,431 Contra Costa County FPD Special District 470 County of Contra Costa FY 2019-20 Recommended Budget Crockett-Carquinez FPD Dean Colombo, Fire Chief Special District County of Contra Costa FY 2019-2020 Recommended Budget 471 Crockett-Carquinez Fire Protection District Summary Crockett-Carquinez FPD Operating Fund 2017-18 Actuals 2018-19 Budget 2019-20 Baseline 2019-20 Recommended Change Expense Salaries And Benefits 217,031 255,701 255,637 255,637 0 Services And Supplies 270,942 665,811 233,939 233,939 0 Other Charges 134,140 122,536 122,424 122,424 0 Fixed Assets 333,518 0 0 0 0 Expense Total 955,631 1,044,048 612,000 612,000 0 Revenue Other Local Revenue 647,647 608,676 608,500 608,500 0 Federal Assistance 14,608 0 0 0 0 State Assistance 62,291 3,500 3,500 3,500 0 Revenue Total 724,546 612,176 612,000 612,000 0 Net Fund Cost (NFC): 231,084 431,872 0 0 0 Financial Indicators Salaries as % of Total Exp 23% 24% 42% 42% % Change in Total Exp 9% (41%) 0% % Change in Total Rev (16%) (0%) 0% % Change in NFC 87% (100%) 0% Compensation Information Permanent Salaries 33,403 38,000 0 0 0 Temporary Salaries 157,304 193,451 255,637 255,637 0 Deferred Comp 20 0 0 0 0 FICA/Medicare 20,599 18,500 0 0 0 Retirement Expense 215 350 0 0 0 Employee Group Insurance 3,282 3,300 0 0 0 Unemployment Insurance 439 700 0 0 0 Workers Comp Insurance 1,768 1,400 0 0 0 Department Description The preceding table represents information in aggregate summarizing expenditures and revenue for the fire suppression, emergency medical response, training, and administration functions. Major Department Responsibilities The Crockett-Carquinez Fire Protection District is a Paid-on-Call district responsible for providing fire suppression, emergency, and non- emergency services to the community including incidents requiring medical assistance, rescue, hazard management, weed abatement, and public education. Crockett-Carquinez FPD Special District 472 County of Contra Costa FY 2019-2020 Recommended Budget Crockett-Carquinez FPD Summary Service: Discretionary Level of Service: Discretionary Expenditures: $612,000 Financing: 612,000 Net Fund Cost:0 Funding Sources: Property Taxes 89.8% $549,660 Other Revenues 7.8% 47,415 Charges for Svcs 2.4% 14,925 CAO’s Recommendation The FY 2019-20 Recommended Budget reflects a decrease of $432,048 in expenditures, which is primarily composed of fund balance appropriated in FY 2018-19. The Recommended Budget does not include the use of fund balance to balance the budget. Performance Measurement Crockett-Carquinez FPD has continued to recruit Paid-on-Call firefighters during FY 2018-19. This year, the District is holding an academy for the first time which will include a physical agility test, formal interviews, DOJ background, and a medical clearance. We have expanded our reach beyond the confines of our district to expand the availability of crews for day crew and out of county coverage The District received a $10,000 donation from Phillips 66 to replace four (4) Thermal Imaging Cameras and partially pay for a Forcible Entry Prop in FY 2018-2019. The District provided mutual aid services to fight wildfires throughout the State, including Butte, Tehama, Solano counties in FY 2018- 19. The District also provided a greater degree of mutual aid to neighboring districts especially Contra Costa County Fire Protection District. The District transitioned its command staff with the retirement of the Chief and the Deputy Chief. This included the creation of three cadres with specific missions (facilities, mobile equipment, and training). With these inner departmental teams, the District hopes to improve performance and efficiency. Administrative and Program Goals Continue recruiting Paid-on-Call personnel. Continue pursuing donations and grants to help supplement funding for apparatus and equipment needs. Place an order for a new aerial fire apparatus on a 5-10 year payment plan. The District will be seeking grants and assistance from local industry and the Bay Area Air Quality Management District. Replace the roof on the garage behind Station 78. Remove and replace Asbestos floor in Station 78. The District will apply for a grant through the Crockett-Community Foundation to help with the Asbestos/Floor project. Summary Information Summary InformationCounty of Contra Costa County Summary Information County of Contra Costa FY 2019-2020 Recommended Budget 473 ALL COUNTY FUNDS FY 2019-2020 Recommended Sources Source of Funds Recommended FY 2019-20 Percent of Total Hospital/Health Plan Revenue $1,324,228,608 35.80% Intergovernmental Revenue 975,271,918 26.37% Miscellaneous Revenue 470,103,283 12.71% Taxes Current Property 433,410,610 11.72% Charges for Services 281,096,568 7.60% Enterprise Fund Subsidy 60,345,000 1.63% Fund Balance (net) 36,421,629 0.98% Use of Money and Property 31,493,392 0.85% Licenses, Permits and Franchises 30,821,132 0.83% Fines, Forfeitures and Penalties 28,879,978 0.78% Taxes Other Than Current Property 26,424,882 0.71% TOTAL RECOMMENDED SOURCES $3,698,497,000 100.00% Hospital/Health Plan Revenue 35.80% Intergovernmental Revenue 26.37%Miscellaneous Revenue 12.71% Taxes Current Property 11.72% Charges for Services 7.60% Enterprise Fund Subsidy 1.63% Fund Balance (net) 0.98% Use of Money and Property 0.85% Licenses, Permits and Franchises 0.83%Fines, Forfeitures and Penalties 0.78% Taxes Other Than Current Property 0.71% County Summary Information 474 County of Contra Costa FY 2019-2020 Recommended Budget ALL COUNTY FUNDS FY 2018-2019 Recommended Sources Source of Funds Recommended FY 2018-19 Percent of Total Hospital/Health Plan Revenue $1,385,526,639 38.74% Intergovernmental Revenue 916,564,998 25.63% Miscellaneous Revenue 441,848,560 12.35% Taxes Current Property 410,973,351 11.49% Charges for Services 278,723,272 7.79% Fund Balance (net) 30,909,778 0.86% Licenses, Permits and Franchises 28,412,712 0.79% Taxes Other Than Current Property 27,404,882 0.77% Enterprise Fund Subsidy 23,656,785 0.66% Fines, Forfeitures and Penalties 18,664,074 0.52% Use of Money and Property 14,183,582 0.40% TOTAL RECOMMENDED SOURCES $3,576,868,633 100.00% Hospital/Health Plan Revenue 38.74% Intergovernmental Revenue 25.63% Miscellaneous Revenue 12.35% Taxes Current Property 11.49% Charges for Services 7.79% Fund Balance 0.86% Licenses, Permits and Franchises 0.79% Taxes Other Than Current Property 0.77% Enterprise Fund Subsidy 0.66%Fines, Forfeitures and Penalties 0.52%Use of Money and Property 0.40% County Summary Information County of Contra Costa FY 2019-2020 Recommended Budget 475 ALL COUNTY FUNDS FY 2019-2020 Recommended Requirements Use of Funds 2015-16 Actuals 2016-17 Actuals 2017-18 Actuals 2018-19 Budget Recommended FY 2019-20 Percent of Total Health and Human Services $2,174,954,651 $2,390,101,826 $2,520,789,772 $2,515,718,242 $2,586,096,942 69.92% General Government 394,386,687 418,537,995 463,470,888 619,694,558 584,339,306 15.80% Law and Justice 440,829,538 465,874,059 484,479,138 554,042,315 528,060,752 14.28% Total Requirements $3,010,170,876 $3,274,513,881 $3,468,739,798 $3,689,455,115 $3,698,497,000 100.00% ALL COUNTY FUNDS All County Funds include the County’s Enterprise Funds (i.e. Airport, Sheriff Law Enforcement Training Center Fund, Child Care Enterprise Fund, Hospital, Health Plan Funds, and Major Risk Medical Insurance Fund). Please refer to the Table of Funds for more detailed fund descriptions. Internal Service fund balances are not included in All County Funds; however, County impacts are reflected in the individual Departmental Budget Summaries. These funds include the Fleet Services Fund and the County’s Self-Insurance Funds. The Fleet Services Fund is used to account for the rental of motor vehicles and other related costs to other departments. The County’s Self-Insurance Funds are used to account for administrative costs and payments of claims under various insurance programs. Revenues are primarily premiums paid by other operating funds (reflected in departmental expense) and interest on investments. The insurance programs include Employee Dental, Long-Term Disability, Workers’ Compensation, Automotive Liability, Public (General) Liability, State Unemployment, Medical Liability, and Special District Property. Health & Human Services 69.92% General Government 15.80% Law & Justice 14.28% County Summary Information 476 County of Contra Costa FY 2019-2020 Recommended Budget ALL COUNTY FUNDS Total Requirements Summary by Fund 2016-17 Actuals 2017-18 Actuals 2018-19 Budget 2019-20 Recommended 2019-20 Change General Government 246,397,459 272,813,811 359,411,445 300,364,820 (59,046,625) Health & Human Services 767,144,057 800,265,664 886,789,380 967,526,894 80,737,514 Law & Justice 389,049,143 406,854,548 444,689,817 437,206,263 (7,483,554) Subtotal General Fund 1,402,590,660 1,479,934,023 1,690,890,642 1,705,097,977 14,207,335 County Law Enfrcmt-Cap Proj Fund 312 405 3,478,707 173,000 (3,305,707) Recorder Modernization Fund 1,792,465 1,480,510 11,183,729 10,864,000 (319,729) Court/Clerk Automation Fund 0 0 78 0 (78) Fish and Game Fund 64,871 68,611 466,673 141,670 (325,003) Land Development Fund 3,048,171 3,248,159 3,156,101 3,261,100 104,999 Criminalistics Lab Fund 4 6 189,523 22,000 (167,523) Survey Monument Preservation Fund 65,814 78,489 741,875 754,679 12,805 Crim Justice Facility Construct Fund 601,972 665,371 1,796,661 950,365 (846,296) Courthouse Construct Fund 364,230 242,856 1,979,990 806,550 (1,173,440) Road Fund 43,204,893 50,327,040 50,821,948 73,409,577 22,587,629 Transportation Improvement Fund 2,696,744 2,314,056 3,701,865 3,698,500 (3,365) Drainage Area 9 Fund 848 1,323 272,014 9,000 (263,014) Private Activity Bond Fund 578,648 665,833 1,225,000 1,240,620 15,620 Affordable Housing Spec Rev Fund 4 154 325,000 397,000 72,000 Navy Trans Mitigation Fund 83,095 116,217 5,639,419 5,302,260 (337,159) Tosco/Solano Trns Mitig Fund 229 424 166,636 7,000 (159,636) Child Development Fund 25,637,309 28,538,001 29,593,301 31,900,000 2,306,699 HUD NSP Fund 550,000 0 1,092,191 760,000 (332,191) Used Oil Recycling Grant Fund 26,835 46,833 367,952 93,280 (274,672) Conservation & Development Fund 24,001,510 24,199,082 33,360,213 34,242,000 881,787 CDD/PWD Joint Review Fee Fund 367,932 425,363 1,217,450 701,000 (516,450) Drainage Deficiency Fund 112 140 2,403,849 2,563,018 159,169 Public Works Fund 1,600,551 1,080,502 2,568,848 1,001,000 (1,567,848) DA Consumer Protection Fund 1,480,280 1,107,527 3,895,315 1,025,278 (2,870,037) Domestic Violence Victim Asst Fund 129,300 149,682 198,372 290,000 91,628 Dispute Resolution Program Fund 246,921 185,605 180,000 180,000 0 Zero Tolerance- Domestic Violence Fund 524,910 598,633 974,727 648,000 (326,727) DA Revenue Narcotics Fund 47,546 47,037 686,980 55,000 (631,980) DA Environment/OSHA Fund 1,057,216 464,799 1,486,533 426,898 (1,059,635) DA Forfeiture-Fed-DOJ Fund 25,457 170,125 61,844 16,800 (45,044) Walden Green Maintenance Fund 60,261 47,928 240,128 228,994 (11,134) R/Estate Fraud Prosecution Fund 1,091,574 433,016 560,000 464,280 (95,720) CCC Dept Child Support Svcs Fund 18,495,951 18,489,056 18,321,636 20,383,000 2,061,364 County Summary Information County of Contra Costa FY 2019-2020 Recommended Budget 477 ALL COUNTY FUNDS Total Requirements Summary by Fund 2016-17 Actuals 2017-18 Actuals 2018-19 Budget 2019-20 Recommended 2019-20 Change Emergency Med Services Fund 1,486,246 1,861,310 2,158,103 1,543,305 (614,798) AB75 Tobacco Tax Fund 0 0 -6 0 6 Traffic Safety Fund 9,005 7 381,980 15,000 (366,980) Public Protection-Spec Rev Fund 920,006 1,007,120 3,783,094 3,828,179 45,085 Sheriff Nar Forfeit-ST/Local Fund 94,831 386 315,706 100,000 (215,706) Sheriff Forfeit-Fed-DoJ Fund 4 139,507 374,645 6,000 (368,645) Sup Law Enforcement Services Fund 8,049,738 7,322,089 11,702,137 9,899,518 (1,802,619) Sheriff Forfeit-Fed Treasury Fund 4 7 226,089 2,000 (224,089) PROP 63 MH Services Fund 38,221,901 40,473,083 50,513,394 54,751,349 4,237,955 Prisoners Welfare Fund 1,442,651 1,136,104 3,924,451 1,428,000 (2,496,451) Probation Officers Special Fund 128,873 117,072 185,433 136,337 (49,096) Automated Sys Development Fund 200,000 200,000 200,000 200,000 0 Property Tax Admin Fund 0 0 3,019,512 3,019,512 0 County Local Rev Fund 155,785,496 163,857,264 176,285,496 184,644,028 8,358,532 Obscene Matter-Minors Fund 0 0 5,781 5,400 (381) IHSS Public Authority Fund 2,328,236 2,055,856 2,365,588 2,343,000 (22,588) DNA Identification Fund 300,000 235,130 508,258 270,000 (238,258) Comm Corr Performance Inctv Fund 3,452,823 2,902,548 6,254,969 3,741,263 (2,513,706) NO Rich Wst&Rcvy Mitigation Fee Fund 463,167 343,866 1,531,112 755,250 (775,862) L/M HSG Asset Fd-LMI Fund 376,120 808,593 11,255,150 11,255,150 0 Bailey Rd Mntc Surcharge Fund 187,357 100,150 2,662,416 2,861,614 199,198 Home Investment Prtnrshp Act Fund 2,562 -2,562 1,079,545 500,000 (579,545) CASP Cert & training Fund 0 0 12,092 17,092 5,000 County Library Fund 28,193,295 29,207,247 42,181,835 34,856,000 (7,325,835) Casey Library Gift Fund 845 50 256,131 500 (255,631) Hercules/Rodeo Crock A of B 0 47,555 8,708 5,000 (3,708) West County Area of Benefit 34,176 18,125 5,000 41,000 36,000 North Richmond AOB 86,742 254,826 105,500 100,600 (4,900) Martinez Area of Benefit 231,216 13,119 117,500 81,000 (36,500) Briones Area of Benefit 24 187 76,100 125,638 49,538 Central Co Area/Benefit -3,725 26,178 280,000 11,000 (269,000) So Walnut Creek Area of Benefit 1,020 236,561 30,100 10,100 (20,000) Alamo Area of Benefit 25,296 25,929 251,000 10,200 (240,800) South Co Area of Benefit 607,112 192,270 280,000 200,700 (79,300) East County Area of Benefit 815,433 334,934 1,000,200 1,000,400 200 Bethel Island Area of Benefit 22,531 13,341 10,000 10,100 100 County Childrens Fund 159,328 241,730 407,122 185,000 (222,122) County Summary Information 478 County of Contra Costa FY 2019-2020 Recommended Budget ALL COUNTY FUNDS Total Requirements Summary by Fund 2016-17 Actuals 2017-18 Actuals 2018-19 Budget 2019-20 Recommended 2019-20 Change Animal Benefit Fund 176,259 188,481 935,148 455,000 (480,148) CO-Wide Gang and Drug Fund 382,904 179,689 903,401 77,000 (826,401) Livable Communities Fund 49,427 506,818 892,135 1,905,098 1,012,963 ARRA HUD Building Insp NPP Fund 759,165 637,247 1,061,391 804,700 (256,691) Retirement UAAL Bond Fund 38,484,360 40,114,901 37,305,314 43,600,399 6,295,085 Ret Litigation Stlmnt Debt Svc Fund 2,759,911 2,759,911 2,759,911 2,759,911 0 Family Law Ctr-Debt Svc Fund 0 0 2,129,142 2,129,142 (0) Central Identify Bureau Fund 3,431,573 3,672,037 2,746,392 2,437,000 (309,392) SPRW Fund 691,235 240,240 4,293,633 5,354,498 1,060,865 RD Development Discovery Bay Fund 61,219 2,876,707 701,000 200,300 (500,700) Road Improvement Fee Fund 1,898,339 8,187,238 3,600,000 5,545,000 1,945,000 Rd Development Rich/El Sobrrante 38,995 86,885 81,000 10,100 (70,900) Road Development Bay Point 444,756 100,721 155,000 100,800 (54,200) Rd Development Pacheco Area 12,861 28,261 10,000 10,400 400 Airport Enterprise Fund 5,046,434 5,340,566 6,902,782 10,420,215 3,517,433 Sheriff Law Enforcement Training Fund 1,314,742 2,195,900 2,466,098 2,506,379 40,281 Childcare Enterprise Fund 0 0 74,089 74,000 (89) Hospital Enterprise Fund 570,286,840 610,315,015 626,057,584 670,038,932 43,981,348 HMO Enterprise Fund 787,303,322 835,926,941 708,503,066 639,284,840 (69,218,226) HMO Enterprise -Comm Plan Fund 75,459,132 73,931,576 74,972,774 75,249,836 277,062 Major Risk Med Insurance Fund 0 46,043 0 0 0 Fleet Internal Service Fund 11,853,469 13,108,235 15,905,912 16,460,369 554,457 Subtotal Non-General Fund 1,871,923,220 1,988,805,774 1,998,564,473 1,993,399,023 (5,165,450) Total Requirements - All County Funds 3,274,513,881 3,468,739,798 3,689,455,115 3,698,497,000 9,041,885 County Summary Information County of Contra Costa FY 2019-2020 Recommended Budget 479 ALL COUNTY FUNDS Summary 2016-17 Actuals 2017-18 Actuals 2018-19 Budget 2019-20 Recommended 2019-20 Change SOURCES Taxes Current Property 382,178,273 403,508,923 410,973,351 433,410,610 22,437,259 Taxes Other Than Cur Prop 29,353,178 28,126,947 27,404,882 26,424,882 (980,000) License/Permit/Franchises 30,516,189 33,179,210 28,412,712 30,821,132 2,408,420 Fines/Forfeits/Penalties 33,208,340 30,708,775 18,664,074 28,879,978 10,215,904 Use Of Money & Property 18,245,584 23,923,625 14,183,582 31,493,392 17,309,810 Intergovernmental Revenue 836,366,684 851,064,794 915,417,998 975,271,918 59,853,921 Charges For Services 243,117,354 257,294,041 278,849,272 281,096,568 2,247,295 Miscellaneous Revenue 367,985,406 398,241,508 444,966,228 470,103,283 25,137,055 Hospital/Hlth Plan Enterprise Funds 1,432,207,130 1,523,875,505 1,385,876,639 1,324,228,608 (61,648,031) Enterprise Fund Subsidy 27,436,066 26,074,359 23,656,785 60,345,000 36,688,215 Total Revenue 3,400,614,204 3,575,997,688 3,548,405,523 3,662,075,371 113,669,848 Fund Balance (net) (126,100,324) (107,257,891) 141,049,592 36,421,629 (31,823,442) TOTAL SOURCES 3,274,513,881 3,468,739,798 3,689,455,115 3,698,497,000 81,846,406 REQUIREMENTS Salaries And Benefits 1,216,797,475 1,303,157,328 1,418,988,674 1,491,374,605 72,385,931 Services And Supplies 1,426,230,946 1,506,559,826 1,584,323,438 1,607,574,893 23,251,455 Other Charges 441,527,564 470,524,429 422,608,281 367,058,891 (55,549,390) Fixed Assets 29,535,790 42,071,332 70,528,656 44,432,445 (26,096,211) Expenditure Transfers 160,422,105 146,426,883 185,006,066 178,056,166 (6,949,900) Provisions For Contingencies 0 0 8,000,000 10,000,000 2,000,000 TOTAL REQUIREMENTS 3,274,513,881 3,468,739,798 3,689,455,115 3,698,497,000 9,041,885 Allocated Positions (FTE) 9,490 9,387 9,467 9,388 (79) County Summary Information 480 County of Contra Costa FY 2019-2020 Recommended Budget ALL COUNTY AND DISTRICTS MAJOR FUNDS Major Fund: CONTRA COSTA FIRE Summary 2016-17 Actuals 2017-18 Actuals 2018-19 Budget 2019-20 Recommended 2019-20 Change SOURCES Taxes Current Property 110,596,574 116,983,072 121,019,400 130,204,300 9,184,900 Taxes Other Than Cur Prop -313,116 -389,177 0 0 0 License/Permit/Franchises 0 0 0 0 0 Fines/Forfeits/Penalties 0 2,495 0 0 0 Use Of Money & Property 1,508 2,116 200 5,100 4,900 Intergovernmental Revenue 10,324,763 4,866,659 3,955,841 5,133,810 1,177,969 Charges For Services 55,372,588 59,126,311 56,538,722 63,056,348 6,517,626 Miscellaneous Revenue 18,155,677 22,044,459 21,022,218 5,500,432 (15,521,786) Total Revenue 194,137,994 202,635,934 202,536,381 203,899,990 1,363,609 Fund Balance (22,764,108) (15,791,222) 46,690,105 26,879,043 (19,811,062) TOTAL SOURCES 171,373,886 186,844,712 249,226,486 230,779,033 (18,447,453) REQUIREMENTS Salaries And Benefits 88,010,281 94,475,617 118,779,100 133,604,438 14,825,338 Services And Supplies 44,918,244 47,367,895 68,205,533 51,806,831 (16,398,702) Other Charges 17,868,566 20,436,263 37,365,375 21,295,302 (16,070,073) Fixed Assets 2,581,626 2,713,197 3,991,760 3,446,306 (545,454) Expenditure Transfers 17,995,168 21,851,740 20,884,718 20,626,156 (258,562) Provisions For Contingencies 0 0 0 0 0 TOTAL REQUIREMENTS 171,373,886 186,844,712 249,226,486 230,779,033 (18,447,453) Allocated Positions (FTE) 353 368 409 417 8 County Summary Information County of Contra Costa FY 2019-2020 Recommended Budget 481 ALL COUNTY AND DISTRICTS MAJOR FUNDS Major Fund: HMO ENTERPRISE FUND Summary 2016-17 Actuals 2017-18 Actuals 2018-19 Budget 2019-20 Recommended 2019-20 Change SOURCES External Health Plan Revenue 792,172,322 856,040,008 708,503,066 639,284,840 (69,218,226) Total Revenue 792,172,322 856,040,008 708,503,066 639,284,840 (69,218,226) Fund Balance (4,869,000) (20,113,067) 0 0 0 TOTAL SOURCES 787,303,322 835,926,941 708,503,066 639,284,840 (69,218,226) REQUIREMENTS Salaries and Benefits 23,088,600 25,749,557 26,796,529 27,952,892 1,156,363 Services and Supplies 614,999,843 641,656,389 597,091,462 611,331,948 14,240,486 Other Charges 149,214,879 168,520,995 84,615,075 0 (84,615,075) TOTAL REQUIREMENTS 787,303,322 835,926,941 708,503,066 639,284,840 (69,218,226) Allocated Positions (FTE) 194 194 180 180 0 County Summary Information 482 County of Contra Costa FY 2019-2020 Recommended Budget ALL COUNTY AND DISTRICT MAJOR FUNDS Major Fund: HOSPITAL ENTERPRISE FUND Summary 2016-17 Actuals 2017-18 Actuals 2018-19 Budget 2019-20 Recommended 2019-20 Change SOURCES Medicare Patient Services 41,861,975 44,511,789 42,376,870 43,212,568 835,698 Medi-Cal Patient Services 238,186,661 320,172,013 280,312,003 299,209,084 18,897,081 Health Plan Patient Services 164,810,672 100,810,806 148,480,213 114,617,883 (33,862,330) Private Pay Patient Services 9,920,628 10,279,766 10,308,146 11,346,312 1,038,166 Interdept Patient Services 6,189,168 4,034,614 4,773,496 3,809,780 (963,716) Other Hospital Revenues 67,722,717 76,032,558 83,680,253 81,004,424 (2,675,829) Charges To Gen Fund Units 27,957,707 30,911,347 28,997,279 29,833,610 836,331 External Health Plan Revenue 8,794,285 7,919,820 6,557,557 29,727,197 23,169,640 Enterprise Fund Subsidy 23,699,778 22,088,071 19,670,497 56,358,712 36,688,215 Schools Funds Revenue 901,270 919,362 901,270 919,362 18,092 Total Revenue 590,044,860 617,680,147 626,057,584 670,038,932 43,981,348 Fund Balance (19,758,021) (7,365,131) 0 0 0 TOTAL SOURCES 570,286,840 610,315,015 626,057,584 670,038,932 43,981,348 REQUIREMENTS Salaries And Benefits 362,115,802 397,249,997 407,755,625 435,843,653 28,088,028 Services And Supplies 207,892,467 211,918,138 201,674,797 210,662,286 8,987,489 Other Charges 278,570 1,146,880 12,631,095 13,021,063 389,968 Fixed Assets (0) 0 3,996,067 10,511,930 6,515,863 TOTAL REQUIREMENTS 570,286,840 610,315,015 626,057,584 670,038,932 43,981,348 Allocated Positions (FTE) 2,475 2,285 2,351 2,351 0 County Summary Information County of Contra Costa FY 2019-2020 Recommended Budget 483 ALL COUNTY AND DISTRICT MAJOR FUNDS ALL NON-MAJOR FUNDS Summary 2016-17 Actuals 2017-18 Actuals 2018-19 Budget 2019-20 Recommended 2019-20 Change SOURCES Other Hospital Revenues 1,916,816 2,259,476 1,916,804 1,703,881 (212,923) External Health Plan Revenue 71,728,633 69,983,250 69,069,682 69,559,667 489,985 Enterprise Fund Subsidy 3,736,288 3,986,288 3,986,288 3,986,288 0 Major Risk Med Ins Revenue 44,276 695 0 0 0 Taxes Current Property 26,445,675 27,908,156 28,673,351 30,410,610 1,737,259 Taxes Other Than Cur Prop (71,541) (89,005) (75,118) (75,118) 0 License/Permit/Franchises 17,737,015 20,708,995 17,894,124 18,983,168 1,089,044 Fines/Forfeits/Penalties 5,400,889 5,749,867 4,824,364 4,996,968 172,604 Use Of Money & Property 8,242,545 8,340,282 7,105,032 9,966,151 2,861,119 Intergovernmental Revenue 294,149,555 298,025,431 330,606,523 365,340,967 34,734,444 Charges For Services 18,811,914 22,279,719 21,274,911 21,448,418 173,507 Miscellaneous Revenue 91,980,910 103,676,049 113,425,749 121,332,622 7,906,873 Total Revenue 540,122,975 562,829,202 598,701,710 647,653,622 48,951,912 Fund Balance (net) (25,789,916) (20,265,384) 65,302,112 36,421,629 (28,880,483) TOTAL SOURCES 514,333,059 542,563,818 664,003,823 684,075,251 20,071,428 REQUIREMENTS Salaries And Benefits 69,111,744 73,942,408 85,055,922 89,567,787 4,511,865 Services And Supplies 121,484,069 131,742,457 186,131,556 194,614,029 8,482,473 Other Charges 67,513,617 71,018,820 77,937,099 77,815,931 (121,168) Fixed Assets 1,534,278 988,987 9,264,208 10,618,816 1,354,608 Expenditure Transfers 254,689,352 264,871,146 305,615,037 311,458,688 5,843,651 TOTAL REQUIREMENTS 514,333,059 542,563,818 664,003,823 684,075,251 20,071,428 Allocated Positions (FTE) 709 733 709 710 1 County Summary Information 484 County of Contra Costa FY 2019-2020 Recommended Budget ALL COUNTY AND DISTRICTS MAJOR FUNDS Major Fund: GENERAL FUND - All Functional Groups Summary 2016-17 Actuals 2017-18 Actuals 2018-19 Budget 2019-20 Recommended 2019-20 Change SOURCES Taxes Current Property 355,732,598 375,600,768 382,300,000 403,000,000 20,700,000 Taxes Other Than Cur Prop 29,424,719 28,215,952 27,480,000 26,500,000 (980,000) License/Permit/Franchises 12,779,175 12,470,215 10,518,588 11,837,964 1,319,376 Fines/Forfeits/Penalties 27,807,452 24,958,909 13,839,710 23,883,010 10,043,300 Use Of Money & Property 10,003,039 15,583,343 7,078,550 21,527,241 14,448,691 Intergovernmental Revenue 542,217,129 553,039,363 584,811,474 609,930,951 25,119,477 Charges For Services 224,305,439 235,014,322 257,574,361 259,648,150 2,073,788 Miscellaneous Revenue 276,004,496 294,565,459 331,540,479 348,770,661 17,230,182 Total Revenue 1,478,274,047 1,539,448,331 1,615,143,163 1,705,097,977 89,954,814 Net Fund Cost (75,683,387) (59,514,308) 75,747,479 0 (75,747,479) TOTAL SOURCES 1,402,590,660 1,479,934,023 1,690,890,642 1,705,097,977 14,207,335 REQUIREMENTS Salaries And Benefits 762,481,329 806,215,365 899,380,597 938,010,273 38,629,676 Services And Supplies 481,854,567 521,242,842 599,425,622 590,966,630 (8,458,992) Other Charges 224,520,499 229,837,734 247,425,012 276,221,897 28,796,885 Fixed Assets 28,001,512 41,082,346 57,268,381 23,301,699 (33,966,682) Expenditure Transfers (94,267,247) (118,444,263) (120,608,971) (133,402,522) (12,793,551) Provisions For Contingencies 0 0 8,000,000 10,000,000 2,000,000 TOTAL REQUIREMENTS 1,402,590,660 1,479,934,023 1,690,860,642 1,705,097,977 14,207,335 Allocated Positions (FTE) 6,112 6,175 6,227 6,146 (80) County Summary Information County of Contra Costa FY 2019-2020 Recommended Budget 485 ALL COUNTY AND DISTRICTS MAJOR FUNDS Major Fund: GENERAL FUND - General Government Functional Group Summary 2016-17 Actuals 2017-18 Actuals 2018-19 Budget 2019-20 Recommended 2019-20 Change SOURCES Taxes Current Property 355,732,598 375,600,768 382,300,000 403,000,000 20,700,000 Taxes Other Than Cur Prop 29,424,719 28,215,952 27,480,000 26,500,000 (980,000) License/Permit/Franchises 10,859,842 10,600,698 8,705,952 10,008,214 1,302,262 Fines/Forfeits/Penalties 23,907,324 21,314,841 10,619,000 20,704,999 10,086,000 Use Of Money & Property 9,539,281 15,097,053 6,627,799 21,092,917 14,465,118 Intergovernmental Revenue 28,613,576 22,297,650 28,346,874 27,783,233 (563,641) Charges For Services 95,556,667 95,607,271 98,732,230 100,783,705 2,051,475 Miscellaneous Revenue 54,751,995 69,555,987 62,416,691 65,184,752 2,768,061 Total Revenue 608,386,004 638,290,219 625,228,545 675,057,820 49,829,275 Net Fund Cost 361,988,544 365,476,407 265,817,100 374,693,000 108,875,900 TOTAL SOURCES 246,397,459 272,813,811 359,411,445 300,364,820 (59,046,625) REQUIREMENTS Salaries And Benefits 125,636,626 129,997,101 155,554,254 163,167,612 7,613,358 Services And Supplies 146,801,663 165,287,746 201,974,878 181,437,128 (20,537,750) Other Charges 41,468,782 47,967,437 51,025,540 48,987,717 (2,037,823) Fixed Assets 20,152,537 38,690,326 52,773,059 18,763,423 (34,009,636) Expenditure Transfers (87,662,148) (109,128,798) (109,916,286) (121,991,060) (12,074,774) Provisions For Contingencies 0 0 8,000,000 10,000,000 2,000,000 TOTAL REQUIREMENTS 246,397,459 272,813,811 359,411,445 300,364,820 (59,046,625) Allocated Positions (FTE) 1,080 1,112 1,135 1,134 0 County Summary Information 486 County of Contra Costa FY 2019-2020 Recommended Budget ALL COUNTY AND DISTRICTS MAJOR FUNDS Major Fund: GENERAL FUND - Health and Human Services Functional Group Summary 2016-17 Actuals 2017-18 Actuals 2018-19 Budget 2019-20 Recommended 2019-20 Change SOURCES License/Permit/Franchises 191,575 178,872 155,746 174,000 18,254 Fines/Forfeits/Penalties 910,135 973,209 753,078 659,118 (93,960) Use Of Money & Property 463,758 486,291 450,751 434,324 (16,427) Intergovernmental Revenue 407,067,419 419,124,339 444,302,347 471,193,525 26,891,178 Charges For Services 85,850,548 97,948,637 113,666,353 114,261,304 594,951 Miscellaneous Revenue 156,812,366 167,140,247 203,589,577 219,734,623 16,145,046 Total Revenue 651,295,800 685,851,595 762,917,852 806,456,894 43,539,042 Net Fund Cost 115,848,257 114,414,069 123,871,528 161,070,000 115,848,257 TOTAL SOURCES 767,144,057 800,265,664 886,789,380 967,526,894 80,737,514 REQUIREMENTS Salaries And Benefits 327,128,704 346,215,732 394,041,261 415,870,307 21,829,046 Services And Supplies 284,763,189 304,156,668 333,951,576 359,426,579 25,475,003 Other Charges 160,640,108 161,107,630 171,050,986 205,478,852 34,427,866 Fixed Assets 1,940,884 695,402 1,080,096 1,293,300 213,204 Expenditure Transfers (7,328,827) (11,909,768) (13,334,540) (14,542,144) (1,207,605) TOTAL REQUIREMENTS 767,144,057 800,265,664 886,789,380 967,526,894 80,737,514 Allocated Positions (FTE) 3,231 3,244 3,249 3,189 (60) County Summary Information County of Contra Costa FY 2019-2020 Recommended Budget 487 ALL COUNTY AND DISTRICTS MAJOR FUNDS Major Fund: GENERAL FUND - Law and Justice Functional Group Summary 2016-17 Actuals 2017-18 Actuals 2018-19 Budget 2019-20 Recommended 2019-20 Change SOURCES License/Permit/Franchises 1,727,758 1,690,645 1,656,890 1,655,750 (1,140) Fines/Forfeits/Penalties 2,989,992 2,670,859 2,467,632 2,518,892 51,260 Intergovernmental Revenue 0 0 0 0 0 Charges For Services 106,536,135 111,617,375 112,162,254 110,954,194 (1,208,060) Miscellaneous Revenue 42,898,224 41,458,413 45,175,779 44,603,141 (572,638) Total Revenue 218,592,243 215,306,517 226,996,766 223,583,263 (3,413,503) Net Fund Cost 170,456,900 191,548,030 217,693,051 213,623,000 (4,070,051) TOTAL SOURCES 389,049,143 406,854,548 444,689,817 437,206,263 (7,483,554) REQUIREMENTS Salaries And Benefits 309,716,000 330,002,532 349,785,083 358,972,354 9,187,271 Services And Supplies 50,289,715 51,798,427 63,499,168 50,102,923 (13,396,245) Other Charges 22,411,609 20,762,666 25,348,486 21,755,328 (3,593,158) Fixed Assets 5,908,091 1,696,618 3,415,226 3,244,976 (170,250) Expenditure Transfers 723,728 2,594,304 2,641,854 3,130,682 488,828 TOTAL REQUIREMENTS 389,049,143 406,854,548 444,689,817 437,206,263 (7,483,554) Allocated Positions (FTE) 1,800 1,820 1,844 1,824 (20) County Summary Information 488 County of Contra Costa FY 2019-2020 Recommended Budget GENERAL FUND Summary of Expenditures and Revenues with Compensation Information General Fund 2017-18 Actuals 2018-19 Budget 2019-20 Baseline 2019-20 Recommended Change Expense Salaries And Benefits 806,215,365 899,380,597 942,193,697 938,010,273 (4,183,424) Services And Supplies 521,242,842 599,425,622 590,907,977 590,966,630 58,653 Other Charges 229,837,734 247,425,012 276,221,897 276,221,897 0 Fixed Assets 41,082,346 57,268,381 23,301,699 23,301,699 0 Provisions For Contingencies (0) 8,000,000 10,000,000 10,000,000 0 Expenditure Transfers (118,444,263) (120,608,971) (133,324,337) (133,402,522) (78,185) Expense Total 1,479,934,023 1,690,890,642 1,709,300,933 1,705,097,977 (4,202,956) Revenue Other Local Revenue 925,958,369 987,379,201 1,021,427,983 1,022,534,970 1,106,987 Federal Assistance 256,534,745 284,998,484 296,008,106 296,008,106 0 State Assistance 356,955,217 372,913,919 386,728,318 386,554,901 (173,417) Revenue Total 1,539,448,331 1,645,291,605 1,704,164,407 1,705,097,977 933,570 Net County Cost (NCC): (59,514,308) 45,599,037 5,136,526 0 (5,136,526) Allocated Positions (FTE) 6,174.9 6,227.0 6,165.0 6,146.5 (18.5) Financial Indicators Salaries as % of Total Expense 54% 53% 55% 55% % Change in Total Expense 14% 1% (0%) % Change in Total Rev 7% 4% 0% % Change in NCC (177%) (89%) (100%) Compensation Information Permanent Salaries 427,410,163 491,517,637 523,764,259 521,319,175 (2,445,084) Temporary Salaries 16,125,214 9,362,904 9,102,261 9,102,261 0 Permanent Overtime 23,939,631 15,630,243 15,321,910 15,321,910 0 Deferred Comp 3,744,793 5,035,726 5,681,684 5,631,156 (50,528) Hourly Physician Salaries 179,030 158,954 86,174 86,174 0 Perm Physicians Salaries 2,541,944 4,581,940 4,644,956 4,644,956 0 Perm Physicians Addnl Duty Pay 19,178 16,934 40,490 40,490 0 Comp & SDI Recoveries (1,860,361) (1,820,800) (1,707,734) (1,707,734) 0 FICA/Medicare 27,669,237 31,445,815 33,089,765 33,065,028 (24,737) Ret Exp-Pre 97 Retirees 1,880,555 2,077,689 2,108,443 2,108,443 0 Retirement Expense 181,267,089 205,918,650 209,318,534 208,175,714 (1,142,820) Excess Retirement 187,075 170,705 174,505 174,505 0 Employee Group Insurance 60,001,433 73,579,930 83,341,909 82,910,272 (431,637) Retiree Health Insurance 30,207,673 30,709,192 30,493,217 30,493,217 0 OPEB Pre-Pay 13,766,197 13,807,986 13,135,114 13,135,114 0 Unemployment Insurance 1,033,887 299,898 250,560 252,133 1,573 Workers Comp Insurance 18,146,304 16,887,195 13,347,648 13,257,457 (90,191) Labor Received/Provided (43,676) 0 0 0 0 County Summary Information County of Contra Costa FY 2019-2020 Recommended Budget 489 GENERAL PURPOSE REVENUE DISTRIBUTION General Purpose Revenue is derived from sources not specific to any program or service delivery, available from sources such as property tax and interest income, and may be used for any purpose that is a legal expenditure of County funds. The estimated General Purpose Revenue for FY 2019-20 is $492,550,000 or 29% of the County’s total General Fund estimated revenue. The following table compares the recommendation for distribution of General Purpose and Debt Service Revenue among Departments to the previous year’s recommendation. The FY 2018-19 Recommended Budget did not distribute the $2.5 million in Debt Service revenue, it was programmed for reserves. Changes in Overall Share of General Purpose Revenue 2018-19 Recommended Share of Total 2019-20 Recommended Share of Total Agriculture-Weights/Measures 2,531,000 0.6% 2,500,000 0.5% Animal Services 4,699,000 1.0% 4,500,000 0.9% Assessor 16,000,000 3.6% 16,250,000 3.3% Auditor-Controller 4,158,000 0.9% 3,500,000 0.7% Board Of Supervisors 7,270,000 1.6% 7,060,000 1.4% Capital Improvements 16,500,000 3.7% 16,500,000 3.3% Central Support Services: 6,891,000 1.5% 6,990,000 1.4% Clerk-Recorder Elections 5,000,000 1.1% 6,868,000 1.4% Conflict Defense Services 5,007,000 1.1% 6,000,000 1.2% Conservation & Development 785,000 0.2% 785,000 0.2% Contingency Reserve 10,000,000 2.2% 10,000,000 2.0% County Administrator 7,060,000 1.6% 7,420,000 1.5% County Counsel 3,000,000 0.7% 2,000,000 0.4% Crockett-Rodeo Revenues 560,000 0.1% 560,000 0.1% Debt Service (2,500,000) (0.6%) (2,500,000) (0.5%) Department Of Information Technology: 95,000 <0.1% 95,000 0.0% District Attorney 20,550,000 4.6% 21,746,000 4.4% Employee/Retiree Benefits 5,500,000 1.2% 5,500,000 1.1% Employment and Human Services 26,910,000 6.0% 26,913,000 5.5% Health Services 96,505,000 21.6% 134,636,000 27.3% Human Resources 3,511,000 0.8% 3,200,000 0.6% Justice System Development/Planning 1,790,000 0.4% 1,790,000 0.4% Probation 46,300,000 10.3% 44,000,000 8.9% Public Defender 23,932,000 5.3% 26,542,000 5.4% Public Works 26,973,000 6.0% 27,000,000 5.5% Sheriff-Coroner 90,350,000 20.2% 97,725,000 19.8% Superior Court Related Functions 12,225,000 2.7% 11,320,000 2.3% Treasurer-Tax Collector 2,403,000 0.5% 2,450,000 0.5% Veterans Service 1,117,000 0.2% 1,200,000 0.2% General Purpose Revenue 447,622,000 100.0% 492,550,000 100.0% County Summary Information 490 County of Contra Costa FY 2019-2020 Recommended Budget GENERAL PURPOSE REVENUE DISTRIBUTION (continued) The following table compares the Recommended Budget’s share of General Purpose and Debt Service Revenue between Agencies to the Baseline Budget. The Baseline Budget identifies the funding gap, if any, by projecting the level of appropriations and resources that would be required to provide in the budget year the same level of service provided in the prior year. Growth in General Purpose Revenue and other revenue was not sufficient to fund all Baseline requests, including a net of $5.1 million in the FY 2019-20 Baseline Budget. Detailed recommendations are identified within each departmental write-up and summarized in the Countywide Program Modification List found in the Appendix on page 539. Comparison of Share between Baseline Request and Recommended Budget 2019-20 Baseline Share of Total 2019-20 Recommended Share of Total Agriculture-Weights/Measures 2,427,412 0.5% 2,500,000 0.5% Animal Services 4,500,000 0.9% 4,500,000 0.9% Assessor 16,990,736 3.4% 16,250,000 3.3% Auditor-Controller 3,791,849 0.8% 3,500,000 0.7% Board Of Supervisors 7,104,254 1.4% 7,060,000 1.4% Capital Improvements 16,500,000 3.3% 16,500,000 3.3% Central Support Services 6,990,000 1.4% 6,990,000 1.4% Clerk-Recorder Elections 6,868,000 1.4% 6,868,000 1.4% Conflict Defense Services 6,000,000 1.2% 6,000,000 1.2% Conservation & Development 785,000 0.2% 785,000 0.2% Contingency Reserve 10,000,000 2.0% 10,000,000 2.0% County Administrator 7,420,000 1.5% 7,420,000 1.5% County Counsel 2,000,000 0.4% 2,000,000 0.4% Crockett-Rodeo Revenues 560,000 0.1% 560,000 0.1% Debt Service (2,500,000) (0.5%) (2,500,000) (0.5%) Department Of Information Technology 95,000 <0.1% 95,000 <0.1% District Attorney 22,473,683 4.5% 21,746,000 4.4% Employee/Retiree Benefits 5,500,000 1.1% 5,500,000 1.1% Employment and Human Services 26,913,000 5.4% 26,913,000 5.5% Health Services 134,636,000 27.1% 134,636,000 27.3% Human Resources 3,568,578 0.7% 3,200,000 0.6% Justice System Development/Planning 1,790,000 0.4% 1,790,000 0.4% Probation 47,036,014 9.5% 44,000,000 8.9% Public Defender 26,542,000 5.3% 26,542,000 5.4% Public Works 27,000,000 5.4% 27,000,000 5.5% Sheriff-Coroner 97,725,000 19.6% 97,725,000 19.8% Superior Court Related Functions 11,320,000 2.3% 11,320,000 2.3% Treasurer-Tax Collector 2,450,000 0.5% 2,450,000 0.5% Veterans Service 1,200,000 0.2% 1,200,000 0.2% 497,686,526 1 100.0% 492,550,000 100.0% 1 The difference between the total Baseline Request and total General Purpose Revenue is the funding augmentation/program reductions described in the individual Department narratives beginning on page 47. County Summary Information County of Contra Costa FY 2019-2020 Recommended Budget 491 GENERAL PURPOSE REVENUE DISTRIBUTION (Continued) As shown below, the majority of General Purpose and Debt Service Revenue is allocated to a handful of County Departments/Program areas; in fact, 83.5% of our General Purpose and Debt Service Revenue is spent in just nine departments. The table below also shows the ranking of Department/Program share (including Appropriations for Contingencies) of General Purpose Revenue. Ranking of Department Share of General Purpose Revenue 2018-19 Baseline Share of Total 2018-19 Recommended Share of Total Health Services 134,636,000 27.1% 134,636,000 27.3% Sheriff-Coroner 97,725,000 19.6% 97,725,000 19.8% Probation 47,036,014 9.5% 44,000,000 8.9% Public Works 27,000,000 5.4% 27,000,000 5.5% Employment and Human Services 26,913,000 5.4% 26,913,000 5.5% 83.5% Public Defender 26,542,000 5.3% 26,542,000 5.4% District Attorney 22,473,683 4.5% 21,746,000 4.4% Capital Improvements 16,500,000 3.3% 16,500,000 3.3% Assessor 16,990,736 3.4% 16,250,000 3.3% Superior Court Related Functions 11,320,000 2.3% 11,320,000 2.3% Contingency Reserve 10,000,000 2.0% 10,000,000 2.0% County Administrator 7,420,000 1.5% 7,420,000 1.5% Board Of Supervisors 7,104,254 1.4% 7,060,000 1.4% Central Support Services: 6,990,000 1.4% 6,990,000 1.4% Clerk-Recorder Elections 6,868,000 1.4% 6,868,000 1.4% Conflict Defense Services 6,000,000 1.2% 6,000,000 1.2% Employee/Retiree Benefits 5,500,000 1.1% 5,500,000 1.1% Animal Services 4,500,000 0.9% 4,500,000 0.9% 17.0% Auditor-Controller 3,791,849 0.8% 3,500,000 0.7% Human Resources 3,568,578 0.7% 3,200,000 0.6% Agriculture-Weights/Measures 2,427,412 0.5% 2,500,000 0.5% Treasurer-Tax Collector 2,450,000 0.5% 2,450,000 0.5% County Counsel 2,000,000 0.4% 2,000,000 0.4% Justice System Development/Planning 1,790,000 0.4% 1,790,000 0.4% Veterans Service 1,200,000 0.2% 1,200,000 0.2% Conservation & Development 785,000 0.2% 785,000 0.2% Crockett-Rodeo Revenues 560,000 0.1% 560,000 0.1% Department Of Information Technology 95,000 <.1% 95,000 <.1% Debt Service (2,500,000) (0.5%) (2,500,000) (0.5%) 497,686,526 1 100.0% 492,550,000 100.0% 1 The difference between the total Baseline Request and total General Purpose Revenue is the funding augmentation described in the individual Department narratives beginning on page 47. County Summary Information 492 County of Contra Costa FY 2019-2020 Recommended Budget APPROPRIATIONS BY DEPARTMENT All Funds The following table shows total appropriations by Department regardless of the funding source. Please note that several Departments – such as the Library and Child Support Services – do not appear in the preceding charts because they do not receive any General Purpose Revenue. 2019-20 2019-20 Baseline Recommended Difference County Departments Agriculture-Weights/Measures 7,057,729 6,957,000 (100,729) Animal Services 12,795,000 12,795,000 0 Assessor 21,652,757 20,912,021 (740,736) Auditor-Controller 10,557,143 10,265,294 (291,849) Board Of Supervisors 8,280,829 8,280,829 0 Capital Improvements 18,256,915 18,256,915 0 Central Support Services: 13,855,649 13,811,395 (44,254) Child Support Services 19,435,516 20,383,000 947,484 Clerk-Recorder Elections 27,215,268 27,215,268 0 Conservation & Development 71,142,082 71,142,082 0 Contingency Reserve 10,000,000 10,000,000 0 County Administrator 18,476,719 18,589,819 113,100 County Counsel 7,377,850 7,377,850 0 Conflict Defense Services 6,000,000 6,000,000 0 Crockett-Rodeo Revenues 560,000 560,000 0 Debt Service 48,489,452 48,489,452 0 Department Of Information Technology 8,506,729 8,506,729 0 District Attorney 49,036,999 48,484,256 (552,743) Employee/Retiree Benefits 5,500,000 5,500,000 0 Employment and Human Services 516,684,596 516,829,000 144,404 Health Services 1,927,926,156 1,927,926,156 0 Human Resources 11,901,782 11,533,204 (368,578) Justice System Development/Planning 10,836,431 10,836,431 0 Library 34,856,500 34,856,500 0 Probation 86,232,830 83,196,816 (3,036,014) Public Defender 30,713,676 31,116,117 402,441 Public Safety Realignment 184,644,028 184,644,028 0 Public Works 254,520,236 254,792,238 272,002 Sheriff-Coroner 254,530,589 254,530,589 0 Superior Court Related Functions 17,517,386 17,517,386 0 Treasurer-Tax Collector 5,678,625 5,678,625 0 Veterans Service 1,513,000 1,513,000 0 Total County 3,701,752,472 3,698,497,000 (3,255,472) Special Districts CCC Fire Protection District 182,251,142 183,638,033 1,386,891 CCCFPD EMS Transport Fund 46,652,569 47,141,000 488,431 Crockett/Carquinez Fire 612,000 612,000 0 Special Districts (Other Than Fire) 205,705,516 205,705,516 0 Appropriations Grand Total 4,136,973,699 4,135,593,550 (1,380,150) County Summary Information County of Contra Costa FY 2019-2020 Recommended Budget 493 APPROPRIATIONS BY STATE FUNCTION CODE Many Departments provide more than one area of service. The charts below categorize total County Appropriations by State Function Code. ALL FUNDS: $3.69 Billion GENERAL FUND: $1.70 Billion General, $238,303,284 , 7% Public Protection, $633,866,658 , 17% Health & Sanitation, $1,901,368,475 , 52% Public Assistance, $670,355,228 , 18% Education, $34,856,500 , 1% Public Ways & Facilities, $161,257,403 , 4% Debt Service, $48,489,452 , 1% Appropriations for Contingencies, $10,000,000 , <1% General, $215,174,559 , 13% Public Protection, $476,594,944 , 28%Health & Sanitation, $460,500,213 , 27% Public Assistance, $497,140,972 , 29% Public Ways & Facilities, $45,687,289 , 3% Appropriations for Contingencies, $10,000,000 , <1% County Summary Information 494 County of Contra Costa FY 2019-2020 Recommended Budget POSITION SUMMARY All County Funds The table below provides FTE positions for all funds for two prior years (2016-17 and 2017-18 Actuals), current year (2018-19 Budget), Projected Year (2019-20 Baseline), and for the 2019-20 Recommended Budget. Current year figures reflect total estimated net position counts for all Departments, as of the beginning of budget production. Please note that these numbers represent rounded/funded FTEs. Agriculture-Weights/Measures had a decrease of 1 FTE, Board of Supervisors/Merit Board had a decrease of 0.5 FTE, Child Support an increase of 9 FTE, County Administrator a decrease of 1 FTE, District Attorney has an increase of 1 FTE, Employment and Human Services has a net increase of 1 FTE (after elimination of 67 vacant/unfunded positions), Human Resources a decrease of 2 FTE, Probation a decrease of 22 FTE, Public Defender an increase of 1 FTE, Public Works an increase of 3 FTE, Contra Costa County Fire Protection District an increase of 7 FTE, and CCC Fire Protection District EMS Transport increase of 1 FTE. 2016-17 Actuals 2017-18 Actuals 2018-19 Budget 2019-20 Baseline 2019-20 Recommended Net Change County Departments Agriculture-Weights/Measures 40.6 44.2 44.6 44.6 43.6 (1.0) Animal Services 84.0 89.0 77.0 77.0 77.0 0.0 Assessor 122.0 122.0 122.0 122.0 122.0 0.0 Auditor-Controller 57.0 60.0 60.0 60.0 60.0 0.0 Board Of Supervisors 31.5 31.5 32.3 32.3 31.8 0.5 Central Support Services 43.0 43.0 44.0 44.0 44.0 0.0 Child Support Services 171.0 171.0 144.0 144.0 153.0 9.0 Clerk-Recorder Elections 82.5 82.5 82.5 82.5 82.5 0.0 Conservation & Development 170.0 173.0 177.0 177.0 177.0 0.0 County Administrator 33.5 34.0 35.0 34.0 35.0 1.0 County Counsel 50.0 50.0 52.0 52.0 52.0 0.0 Dept of Information Technology 79.0 82.0 84.0 84.0 84.0 0.0 District Attorney 205.5 205.5 221.5 221.5 222.5 1.0 Employ’t and Human Services 2,234.0 2,009.0 1,971.5 1,902.5 1,903.5 1.0 Health Services 3,778.1 3,825.0 3,917.0 3,917.1 3,917.1 0.0 Human Resources 48.0 52.0 52.0 52.0 50.0 (2.0) Justice System Dev/Planning 3.0 5.0 5.0 5.0 5.0 0.0 Library 194.4 197.8 200.7 200.7 200.7 0.0 Probation 356.5 366.5 367.5 367.5 345.5 (22.0) Public Defender 109.3 115.3 137.1 137.1 138.1 1.0 Public Works 507.8 527.8 542.8 542.8 545.8 3.0 Sheriff-Coroner 1,050.1 1,061.5 1,058.5 1,058.5 1,058.5 0.0 Treasurer-Tax Collector 29.5 29.5 29.5 29.5 29.5 0.0 Veterans Service 9.5 9.5 9.5 9.5 9.5 0.0 Total County FTE 9,489.7 9,386.6 9,467.0 9,397.0 9,387.5 (9.5) Special Districts CCC Fire District-Consolidated 352.6 360.6 397.6 397.6 404.6 7.0 CCCFPD Ems Transport Fund 0.0 7.0 11.0 11.0 12.0 1.0 Special Districts (Not Fire) 16.0 17.0 17.0 17.0 17.0 0.0 All Funds FTE 9,858.3 9,771.2 9,892.6 9,822.6 9,821.1 (1.5) County Summary Information County of Contra Costa FY 2019-2020 Recommended Budget 495 POSITION SUMMARY General Fund The table below provides FTE positions for the General Fund for two prior years (2016-17 and 2017-18 Actuals), current year (2018-19 Budget), Projected Year (2019-20 Baseline), 2019-20 Recommended Budget, and net change from Baseline to Recommended. These figures are independently rounded by Department. 2016-17 Actuals 2017-18 Actuals 2018-19 Budget 2019-20 Baseline 2019-20 Recommended Net Change General Fund Departments Agriculture-Weights/Measures 40.6 44.2 44.6 44.6 43.6 (1.0) Animal Services 84.0 89.0 77.0 77.0 77.0 0.0 Assessor 122.0 122.0 122.0 122.0 122.0 0.0 Auditor-Controller 57.0 60.0 60.0 60.0 60.0 0.0 Board Of Supervisors 31.5 31.5 32.3 32.3 31.8 (0.5) Central Support Services 43.0 43.0 44.0 44.0 44.0 0.0 Clerk-Recorder Elections 71.5 71.5 71.5 71.5 71.5 0.0 Conservation & Development 2.0 2.0 3.0 3.0 3.0 0.0 County Administrator 33.5 34.0 35.0 34.0 35.0 1.0 County Counsel 50.0 50.0 52.0 52.0 52.0 0.0 Dept Of Information Tech 79.0 82.0 84.0 84.0 84.0 0.0 District Attorney 205.5 205.5 221.5 221.5 222.5 1.0 Employment and Human Svc 2,112.0 1,888.0 1,853.5 1,792.5 1,793.5 1.0 Health Services 1,109.3 1,346.1 1,385.7 1,385.7 1,385.7 0.0 Human Resources 48.0 52.0 52.0 52.0 50.0 (2.0) Justice System Dev/Planning 3.0 5.0 5.0 5.0 5.0 0.0 Probation 356.5 366.5 367.5 367.5 345.5 (22.0) Public Defender 109.3 115.3 137.1 137.1 138.1 1.0 Public Works 472.8 489.8 504.8 504.8 507.8 3.0 Sheriff-Coroner 1,042.1 1,038.5 1,035.5 1,035.5 1,035.5 0.0 Treasurer-Tax Collector 29.5 29.5 29.5 29.5 29.5 0.0 Veterans Service 9.5 9.5 9.5 9.5 9.5 0.0 Total General Fund FTEs 6,111.5 6,174.9 6,227.0 6,165.0 6,146.5 (18.5) County Summary Information 496 County of Contra Costa FY 2019-2020 Recommended Budget EMPLOYEE RETIREMENT RATE INFORMATION The County continues to carry a number of vacant positions due, in part, to unprecedented numbers of retirements during calendar year 2011 and 2012, which was exacerbated by the Great Recession. The chart below provides the last ten years of retirement history by year and for the month of March. Historically March retirements are the highest because retirees must be retired by April 1 in order to receive a cost-of-living adjustment from the Contra Costa County Employees’ Retirement Association. Retirements 2009-2018  0 100 200 300 400 500 600 700 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 221 179 413 308 141 208 174 156 145 181 66 105 208 81 58 91 40 64 83 89 Balance of Year Month of March County Summary Information County of Contra Costa FY 2019-2020 Recommended Budget 497 DISCUSSION OF MAJOR REVENUE SOURCES All County Funds Intergovernmental Revenue: $975.2 Million/26.6% of Total Sources This major revenue source includes allocations from other government entities, primarily Federal and State, a large portion of which is various State Realignment revenue streams and Public Safety Services (commonly referred to as Prop 172) revenue. The State has achieved significant policy improvements several times over the past 20 years by reviewing state and local government programs and realigning responsibilities to a level of government more likely to achieve good outcomes. During years of fiscal difficulty, realignment proposals by the legislature or administration often included additional revenues earmarked for the transferred programs, such as health, mental health and various social service programs. State Aid Realignment-Sales Tax ($235.2 million): Contra Costa’s total Realignment-Sales Tax revenue is budgeted at $235.2 million, 75.3% of which is comprised of 2011 Realignment Fund revenues. The 2011 realignment plan shifted the responsibility and funding for a series of major programs from the state to local level. In total, the realignment plan provides $8.1 billion to local governments to fund various criminal justice, mental health and social services programs in the current year and $8.4 billion is estimated in the FY 2019-20. In FY 2019-20, Contra Costa County’s share of community corrections base allocation will be increased; however, while our “Base” is increasing in FY 2019-20 over FY 2018-19, the percentage share that our County receives of the statewide allocation remains fixed. Realignment revenue is dependent on a statewide pool of funds, which is derived from Vehicle License Fees and a portion of the State sales tax. It is projected to increase in FY 2019-20, based on current estimates in the Governor’s January Proposed Budget. $700,000 $750,000 $800,000 $850,000 $900,000 $950,000 $1,000,000 2014-15 Actual 2015-16 Actual 2016-17 Actual 2017-18 Actual 2018-19 Budget 2019-20 Recommended $784,318 $780,170 $836,367 $851,065 $915,418 $975,272 Intergovernmental Revenue (in thousands of dollars) County Summary Information 498 County of Contra Costa FY 2019-2020 Recommended Budget DISCUSSION OF MAJOR REVENUE SOURCES All County Funds Intergovernmental Revenue (continued) Federal Aid ($237.2 million): The County is projecting to receive federal aid for a variety of programs in FY 2019-20. The largest source provides support for CalWorks and CalFresh in the Employment and Human Services Department ($87.1 million), which is distributed based in part on caseload, program allocation and time studies. Some of the other programs are: adoptions ($8.3 million), child boarding homes ($10.5 million), community services administration ($33.0 million), other Federal aid ($11.0 million), employment and training ($7.5 million), family maintenance ($9.7 million), miscellaneous federal health projects ($15.6 million), highway construction monies ($17.3 million), and HUD Block Grants ($14.0 million). State Aid Public Safety Services ($85.5 million): The half-cent public safety tax was approved by the voters in 1993 to permanently extend a temporary state tax that had been enacted to offset the state's fiscal crisis. The state controller forwards the revenue to each county on the basis of that county's share of statewide taxable sales. The county auditor then distributes to its local agencies via a formula based on the amount of property tax lost to previous state expropriations by ERAF (Educational Revenue Augmentation Funding). Revenues can only be used for specified public safety purposes. In Contra Costa they are allocated to the departments of the Sheriff and District Attorney. The County’s sales tax consultants project that these revenues will increase in FY 2019-20 due to an increase in Proposition 172 statewide sales tax receipts. The increase over the current year budgeted figures is $3.7 million. State Aid Realignment-Mental Health ($27.6 million): The 2011 realignment plan shifted the responsibility and funding for a series of major programs from the state to local level. In total, the realignment plan provides $8.1 billion to local governments to fund various criminal justice, mental health and social services programs in the current year and $8.4 billion is estimated in the FY 2019-20. Contra Costa’s total Realignment – Mental Health is budgeted at $27.6 million for FY 2019-20. All of these monies are budgeted within Health Services and are used to provide mental health services to both children and adults, including probationers. This funding is generated through sales tax, including the AB109 sales tax allocation, and is projected by the Health Services Department based on prior year receipts and anticipated sales tax growth. There is no growth expected in FY 2019-20. Title IV-D Revenues ($20.3 million): Child Support Services is projecting to receive just over $20 million in Federal Family Support funds in FY 2019-20. This is a Federal funding source and is projected by the Child Support Services Department based upon performance and current year expenses, due mainly to flat expenditures; projected revenue growth is flat as well. County Summary Information County of Contra Costa FY 2019-2020 Recommended Budget 499 DISCUSSION OF MAJOR REVENUE SOURCES All County Funds Hospital/Health Plan Revenue: $1.324 Billion/36.16% of Total Sources Operation of the Contra Costa Regional Medical Center (CCRMC) is financially administered primarily with Hospital/Health Plan revenues. This major revenue source includes revenue from charges for patient services (including Medicare, Medi-Cal and Health plan reimbursements). PHP/Medi-Cal Premiums ($639.2 million): The budgeted revenue anticipates enrollment of the State of California Medi-Cal recipients into the County Managed Care two plan model. The member month and market share projections are developed based upon statewide data and modified based upon historical trends. The anticipated monthly capitated payment amount is based on State contracted rates. The projected member months multiplied by the State contract rate produce the budgeted revenue. Medi-Cal Reimbursement ($299.2 million): Fee for Service Medi-Cal inpatient hospital services are reimbursed on a per day basis (adjusted at year end per the terms of the State Medi-Cal waiver). The days have been projected based on historical patterns and adjusted for known service staffing levels. The per day rate is then multiplied by the number of projected patient days to arrive at the budget. Medi-Cal outpatient services are reimbursed on a Federally Qualified Health Center all-inclusive rate per visit inclusive of the physician component. The visits are projected based on historical patterns and then adjusted for new medical service additions and deletions. The resultant visit volume is then multiplied by the estimated revenue per visit to arrive at the budgeted amount. $1,000,000 $1,150,000 $1,300,000 $1,450,000 $1,600,000 2014-15 Actual 2015-16 Actual 2016-17 Actual 2017-18 Actual 2018-19 Budget 2019-20 Recommended $1,210,287 $1,262,863 $1,432,207 $1,523,876 $1,385,877 $1,324,229 Hospital/Health Plan Enterprise Fund Revenue (in thousands of dollars) County Summary Information 500 County of Contra Costa FY 2019-2020 Recommended Budget DISCUSSION OF MAJOR REVENUE SOURCES All County Funds Hospital/Health Plan Revenue (continued) Health Plan Reimbursement ($114.6 million): The revenue is for Inpatient and Outpatient managed care services reimbursed on a capitated basis. The revenue forecast is based on anticipated enrollment consistent with State wide trends coupled with utilization rates per thousand (for both days and visits). The member projection and volume estimates are then combined with the anticipated payment rate to arrive at the budget amount. Miscellaneous Hospital Revenue ($82.7 million): The County Hospital and Clinics are expected to receive in excess of $82.7 million in miscellaneous revenues in FY 2019-20. This revenue source varies drastically from year to year. In FY 2015-16 actual revenues from these sources were $53.6 million and in FY 2017-18 they were $78.2 million. The largest source of these revenues is from Public Hospital Redesign and Incentive in Medi-Cal (PRIME). The revenues are projected from a variety of sources within the Health Services Finance unit. Contra Costa Health Plan Premiums ($67.2 million): The budgeted revenue anticipates enrollment of the Commercial members into the County managed care plan. The member months are based upon historical trends and adjusted for product additions or deletions. The resultant number of months is multiplied by the average prior period rate per month to produce the budgeted revenue. Medicare Reimbursement ($43.2 million): Medicare Inpatient services (Regular Health) are paid on a per discharge basis. A DRG (Diagnostic Related Group) code is assigned to each inpatient stay and the corresponding weight is multiplied by the federal rate (published in the federal register) adjusted by locality. The DRG is intended to identify the ‘products’ the hospital provides to a patient. Outlier payments are made for costs that exceed the threshold as established in the federal register. The budgeted revenue anticipates inpatient discharges with a DRG case mix consistent with prior periods trended forward based upon the last six months of actual data. Medicare Outpatient services are paid by APC (Ambulatory Payment Classification) codes. Each code is assigned a value by CMS (Centers for Medicare and Medicaid Services) and these codes are adjusted by locality. The APC codes are determined by the CPT (Current Procedural Terminology) code billed for the facility portion of the medical services and procedures rendered to the patient. The budgeted revenue anticipates a patient volume and APC mix consistent with the prior period activity. County Summary Information County of Contra Costa FY 2019-2020 Recommended Budget 501 DISCUSSION OF MAJOR REVENUE SOURCES All County Funds Enterprise Fund Subsidy: $60.3 Million/1.6% of Total Sources Operation of the Contra Costa Regional Medical Center (CCRMC) is financially administered primarily with Hospital/Health Plan revenues. This major revenue source includes revenue from charges for patient services (including Medicare, Medi-Cal and Health Plan reimbursements). The County General Fund is also used as a source of Enterprise Fund subsidy. Dramatic changes occurred with the Hospital/Health Plan based on full implementation of the Affordable Care Act (ACA). These changes had a significant impact on County operations and how these functions are financed. Hospital Subsidy ($56.3 million): Historically, the County General Fund has provided a general fund subsidy to the Hospital and Clinics (Enterprise Fund I). These revenues are allocated from projected property tax revenues and are set as a fixed dollar amount. The allocation had been reduced significantly over the last five years primarily related to the implementation of the ACA. Beginning in early fiscal year 2018-19 the ACA membership and related revenue peaked and began to decline. The ACA impact coupled with new labor agreement costs created a need for additional subsidy. To adjust to the new volume and cost forecasts, and to avoid program reductions, the General Fund subsidy to the programs has been increased to $60.3 million. A strategic plan is under development to address the growth slowdown. The subsidy reduction in FY 2014-15 was temporary and due to the recognition of start-up revenues related to the ACA. Health Plan Subsidy ($3.9 million): Historically, the County General Fund has provided a general fund subsidy to the County health plan (Enterprise Fund III) for the In-Home Supportive Services population. These revenues are allocated from projected property tax revenues and are set as a fixed dollar amount. The subsidy has remained constant over the past five years. $0 $10,000 $20,000 $30,000 $40,000 $50,000 $60,000 2014-15 Actual 2015-16 Actual 2016-17 Actual 2017-18 Actual 2018-19 Budget 2019-20 Recommended $23,513 $27,308 $27,436 $26,074 $23,657 $60,345 Hospital Enterprise Fund Subsidy Revenue (in thousands of dollars) County Summary Information 502 County of Contra Costa FY 2019-2020 Recommended Budget DISCUSSION OF MAJOR REVENUE SOURCES All County Funds Taxes: $459.8 Million/12.56% of Total Sources Contra Costa’s largest General Fund revenue source is from Taxes. This major revenue source includes primarily Property Taxes, including Property Tax In-Lieu of Vehicle License Fees, that are levied on taxable real and personal property which is situated in the County as of the preceding January 1. Another major tax source is Sales and Use Tax. Property Taxes-Current Secured ($279.8 million): Property Taxes, which are regulated by the State and locally administered and distributed by the County, are based on one percent of taxable property value. Property taxes can increase, or decrease, annually based upon the California Consumer Price Index (CCPI), but are limited to a two percent increase per year unless the property is sold or new construction occurs, in which case the property value for taxation purposes is adjusted by the County Assessor. Property values may also be temporarily reduced due to declines in the market value of the property below the current assessed value, as was the case during the recession. Contra Costa relies on a consulting firm to project Property Tax growth. The County Administrator’s Office analyzed this information and is recommending budgeting 5.0% growth over current year projections from this revenue source. $325,000 $350,000 $375,000 $400,000 $425,000 $450,000 $475,000 2014-15 Actual 2015-16 Actual 2016-17 Actual 2016-17 Actual 2018-19 Budget 2019-20 Recommended $359,425 $388,756 $411,531 $431,636 $438,378 $459,835 Taxes (in thousands of dollars) County Summary Information County of Contra Costa FY 2019-2020 Recommended Budget 503 DISCUSSION OF MAJOR REVENUE SOURCES All County Funds Taxes Revenue (continued) Property Tax In-Lieu of Vehicle License Fees ($133.5 million): A portion of Property Tax revenue is Property Tax In-Lieu of Vehicle License Fees (VLF). The VLF is a tax on the ownership of a registered vehicle in place of taxing vehicles as personal property. By law, all revenues from the VLF fund city and County services, but the State legislature controls the tax rate and the allocation among local governments. In 2004, the legislature permanently reduced the VLF tax rate and eliminated state general fund backfill to cities and counties. Instead, cities and counties now receive additional transfers of property tax revenues in lieu of VLF. The County Administrator’s Office is projecting 5.0% growth in VLF for FY 2019-20 based on property tax projections. Sales and Use Tax/In-Lieu Sales and Use Tax ($14.0 million): Sales tax is the responsibility of the seller, and the local portion is generally allocated to the jurisdiction where the seller’s sales office, order desk or cash register is located. Use tax is levied upon the purchaser; and normally applies either when title to the merchandise has passed at a point outside of California, or when the item(s) sold are affixed to real property as part of a construction contract. Because these transactions are not tied to a permanent, in-state place of business the use tax is normally distributed via the county allocation pools and shared among all jurisdictions in that county. In- Lieu Sales and Use Tax are those taxes transferred to a county or a city from a Sales and Use Tax Compensation Fund or an Educational Revenue Augmentation Fund. These revenues replaced the 0.25% of the Bradley-Burns sales and use tax that were previously credited to the general funds of all cities and counties but are now being used for debt service payment of State Economic recovery bonds. This funding mechanism became known as the “Triple Flip”. The Governor’s FY 2014-15 state budget included a supplemental payment of $1.6 billion to allow the 2004 Economic Recovery Bonds to be paid off earlier than originally planned. Based on our review of historical annual Triple Flip reconciliations, all past takeaways have been properly trued up and no additional amounts are due to local/county agencies. Starting with monthly advances in March 2016 (representing sales activity starting January 1, 2016) and thereafter, Bradley-Burns allocations reverted to the original 1% amount. Due to the increase in monthly cash flow, many agencies experienced a one-time bump in recorded accrued revenues for the 2015-16 fiscal year when compared to the 2014-15 fiscal year. Contra Costa relies on a consulting firm to project Sales and Use Tax. The FY 2019-20 Recommended Budget includes a slight decline in net sales taxes. County Summary Information 504 County of Contra Costa FY 2019-2020 Recommended Budget DISCUSSION OF MAJOR REVENUE SOURCES All County Funds Other Major Revenues: $842.3 Million/23.00% of Total Sources Other Major revenues and financing sources include License/Permits/Franchises, Fines/Forfeits/Penalties, Use of Money and Property, Charges for Services, and Miscellaneous Revenue. License/Permits/Franchises ($30.8 million): The majority of the County’s revenues in this category come from construction permits ($15.4 million), franchise fees ($8.5 million), landfill surcharges ($2.4 million), and animal licenses ($1.6 million). All of these revenue projections are based upon very recent trend analysis as historic figures tend to project higher than can reasonably be anticipated. Fines/Forfeits/Penalties ($28.8 million): The majority of the County’s fines are from general fines ($3.6 million), miscellaneous penalties ($2.4 million), and vehicle code fines ($1.0 million). Projections for these revenues are based upon recent experience and cases recently settled or in-the-pipeline. An additional source of general purpose revenue is generated from a transfer from the Tax Losses Reserve Fund ($20 million). Allocations from the Tax Losses Reserve fund to the General fund are based upon total funds available over the statutory minimum and level transfer sustainability. $300,000 $400,000 $500,000 $600,000 $700,000 $800,000 $900,000 2014-15 Actual 2015-16 Actual 2016-17 Actual 2017-18 Actual 2018-19 Budget 2019-20 Recommended $647,382 $654,219 $693,073 $743,347 $785,076 $842,394 Other Major Revenues (in thousands of dollars) County Summary Information County of Contra Costa FY 2019-2020 Recommended Budget 505 DISCUSSION OF MAJOR REVENUE SOURCES All County Funds Other Major Revenues (continued) Use of Money and Property ($31.4 million): These revenues are generated from monies earned on cash deposits, bond proceeds and other investments. They include amortization of premiums and discounts on debt securities and interest income on leases. Investment earnings on bank deposits and other forms of investment include interest, dividends and change in the fair value of investments. The largest revenues in this category are $23.9 million from earnings on investments, $4.4 million from aviation operations/rent and concessions from the Buchanan Airport, and $1.5 million from rent on real estate and office space. Earnings from use of money and property have grown significantly, due to increased investments and higher interest rates. Charges for Services ($281.0 million): Eleven of the 84 revenue sources in this category account for over 75% of the revenue. The largest is Medi-Cal for mental health services ($81.4 million), which is projected based upon trend as well as State contract. Contract law enforcement services accounts for $25.3 million and are based upon current contracts to cover projected actual expenditures. Building maintenance services costs account for $42.0 million, $5.5 for city contracts for animal services, and $12.0 million for reciprocal transactions between governmental funds (contracts and interfund loans). For the most part, these revenues are projected based upon existing contracts. The County also expects to receive $16.8 million from health inspection fees, $8.4 million in recording fees, $8.0 million in assessment collections, $7.4 million from planning and engineering services, $5.6 for communication services, and $5.4 million for miscellaneous current services in FY 2019-20. These revenue projections are based upon recent County trends. Miscellaneous Revenue ($470. million): Over $376.8 million in miscellaneous revenues are government to government reimbursements for recovery of shared and/or actual costs of raw materials and/or raw labor. Included in this category, and the most common in Contra Costa County, are non-arms-length transactions such as the Public Works Department charging the Road or Flood Control Funds. Other large sources of miscellaneous revenues are government to government transfers ($12.2 million). These are one-way transactions where assets are transferred from one fund to another fund without anything in return (e.g. Subsidy). These miscellaneous revenues are projected to increase in FY 2019-20 and are based upon planned future projects. The second largest miscellaneous revenues at $48.1 million are contributions from other funds. Of this amount, $43.6 million is budgeted for the principal and interest costs for the Pension Obligation Bonds for employee retirement liabilities ($43.6 million) and to fund the Retirement Litigation debt services repayment ($2.7 million). Projected funds are calculated per the established debt schedules and allocated across projected employee payroll based upon recent experience (see Debt Service, page 125). Note that the FY 2017-18 Actuals includes $22.5 million in general fund balance allocated for the West County Reentry Treatment and Housing facility grant match and $3.1 million in AB109 related capital projects (see Public Safety Realignment, page 427). County Summary Information 506 County of Contra Costa FY 2019-2020 Recommended Budget REVENUES BY TYPE All County Funds 2016-17 Actuals 2017-18 Actuals 2018-19 Budget 2019-20 Recommended 2019-20 Change Medicare Contr Allowance (134,258,742) (138,515,228) 0 0 0 Medicare RHS/IP 176,120,717 183,027,017 42,376,870 43,212,568 835,698 Medicare Patient Services 41,861,975 44,511,789 42,376,870 43,212,568 835,698 Medi-Cal Contr Allowance 92,470,316 176,683,722 0 0 0 Medi-Cal RHS/IP 145,716,345 143,488,291 280,312,003 299,209,084 18,897,081 Medi-Cal Patient Services 238,186,661 320,172,013 280,312,003 299,209,084 18,897,081 Health Plan Contr Allowance (248,053,250) (299,708,804) 0 0 0 Health Plan RHS/IP 412,863,922 400,519,610 148,480,213 114,617,883 (33,862,330) Health Plan Patient Services 164,810,672 100,810,806 148,480,213 114,617,883 (33,862,330) Bad Debt Allowance (34,145,214) (40,471,670) 0 0 0 Commercial RHS/IP 35,090,068 37,366,064 10,308,146 11,346,312 1,038,166 Individual RHS/IP 8,975,775 13,385,372 0 0 0 Private Pay Patient Services 9,920,628 10,279,766 10,308,146 11,346,312 1,038,166 Interdepartmental Contr Allowance (1,302,041) (1,943,408) 0 0 0 Interdepartmental RHS/IP 7,491,209 5,978,022 4,773,496 3,809,780 (963,716) Interdepartmental Patient Svcs 6,189,168 4,034,614 4,773,496 3,809,780 (963,716) Other Contr Allowance (1,033,311) (675,187) 0 0 0 Other RHS/IP 1,033,311 675,187 0 0 0 Other Patient Services (0) 0 0 0 0 Cafeteria Receipts 114,284 287,071 129,958 439,938 309,980 Education & Training Charges 21,043 15,786 15,768 10,994 (4,774) Gain on Dsp Sl-Fixed Assets 2,200 3,000 0 0 0 Grants & Donations 11,383,793 12,097,017 11,397,703 16,267,006 4,869,303 Interfund Trans-PFA/Hospital 11,407,292 8,818 0 0 0 Medical Records Charges 193,297 184,114 177,439 185,140 7,701 Miscellaneous Hospital Revenue 37,188,837 49,135,602 66,566,023 58,745,935 (7,820,088) Occupancy & Rental Charges 62,084 96,897 80,666 80,709 43 Other External Hospital Rev 2,086,484 2,367,376 2,086,484 1,811,781 (274,703) SB 1732-MCAL CRRP Reimbursement 7,180,219 14,096,353 5,143,016 5,166,802 23,786 Other Hospital Revenues 69,639,533 78,292,034 85,597,057 82,708,305 (2,888,752) Charges to A/DA/Mental Health 25,584,481 28,816,136 27,113,469 27,874,287 760,818 Charges to Environmental Health 675,772 675,772 675,772 675,772 0 Charges to Public Health 527,000 200,000 0 0 0 Charges to Other County Depts 1,170,454 1,219,439 1,208,038 1,283,551 75,513 Charges To Gen Fund Units 27,957,707 30,911,347 28,997,279 29,833,610 836,331 CC Health Plan Premiums 62,497,379 59,462,718 61,539,424 67,230,236 5,690,812 Interest Earnings 3,501,726 4,404,457 2,164,550 1,819,153 (345,397) County Summary Information County of Contra Costa FY 2019-2020 Recommended Budget 507 REVENUES BY TYPE All County Funds 2016-17 Actuals 2017-18 Actuals 2018-19 Budget 2019-20 Recommended 2019-20 Change Medi-Care Fed Premiums 2,971,198 3,048,501 2,732,592 0 (2,732,592) Other External Plan Rev 4,127,229 5,402,879 3,633,116 1,510,278 (2,122,838) PHP/Medi-Cal Premiums 792,172,322 856,040,008 708,503,066 639,284,840 (69,218,226) Realignment VLF Revenue 7,123,013 5,584,516 4,063,128 28,727,197 24,664,069 St Aid Realignment-Health-Ent 302,373 0 1,494,429 0 (1,494,429) External Health Plan Revenue 872,695,240 933,943,078 784,130,305 738,571,704 (45,558,601) Health Plan Subsidy 3,736,288 3,986,288 3,986,288 3,986,288 0 Hospital Subsidy 23,699,778 22,088,071 19,670,497 56,358,712 36,688,215 Enterprise Fund Subsidy 27,436,066 26,074,359 23,656,785 60,345,000 36,688,215 Interest Income 287 695 0 0 0 Supplemental State Payments 43,989 0 Major Risk Med Ins Revenue 44,276 695 0 0 0 Bond Interest 24,324 40,963 24,324 40,963 16,639 Rentals and Leases 876,946 878,399 876,946 878,399 1,453 Schools Funds Revenue 901,270 919,362 901,270 919,362 18,092 Equip Replacement Release 0 0 148,442 0 (148,442) Fund Balance Available 0 0 31,675,000 0 (31,675,000) Fund Balance 0 0 31,823,442 0 (31,823,442) Prop Taxes-Current Secured 242,924,300 257,518,324 259,443,795 279,820,607 20,376,812 Prop Taxes-Current Unsecurred 7,669,460 7,786,167 7,210,926 7,509,924 298,998 Prop Tax-In Lieu of VLF 116,815,583 123,383,456 129,550,000 133,500,000 3,950,000 Prop Tax-Supplemental 6,574,627 5,960,673 6,232,890 4,032,890 (2,200,000) Prop Tax-Unitary 8,194,303 8,860,304 8,535,740 8,547,189 11,449 Taxes Current Property 382,178,273 403,508,923 410,973,351 433,410,610 22,437,259 Aircraft Tax 436,466 565,208 380,000 400,000 20,000 Prop Taxes-Prior-Secured (593,711) (557,244) (661,923) (661,923) 0 Prop Taxes-Prior-Unsecured 248,746 (14,695) 25,949 25,949 0 Prop Tax-Prior Supplemental (375,309) (323,901) (439,144) (439,144) 0 Real Property Transfer Tax 10,117,454 10,860,298 10,000,000 10,000,000 0 Sales and Use Tax 16,146,859 14,267,394 15,000,000 14,000,000 (1,000,000) Transient Occupancy Tax 3,372,674 3,329,887 3,100,000 3,100,000 0 Taxes Other Than Cur Prop 29,353,178 28,126,947 27,404,882 26,424,882 (980,000) Animal Licenses 1,665,135 1,610,809 1,600,000 1,600,000 0 Business Licenses 755,868 767,091 545,715 663,192 117,477 Construction Permits 13,914,710 16,624,713 14,613,931 15,495,128 881,197 Franchise 1,972,418 2,123,114 1,000,000 2,000,000 1,000,000 Franchises 5,303,187 4,785,780 4,993,000 4,563,100 (429,900) Franchises - Cable TV 2,465,008 2,436,110 2,245,737 2,287,514 41,777 County Summary Information 508 County of Contra Costa FY 2019-2020 Recommended Budget REVENUES BY TYPE All County Funds 2016-17 Actuals 2017-18 Actuals 2018-19 Budget 2019-20 Recommended 2019-20 Change Franchises - Landfill Surcharge 2,497,166 2,509,331 1,800,000 2,400,000 600,000 Other Licenses & Permits 492,125 392,380 543,988 371,250 (172,738) Road Privileges & Permits 566,612 953,261 590,000 950,000 360,000 Specific Plan Fees 453,180 452,507 210,341 210,948 607 Zoning Permits 430,780 524,115 270,000 280,000 10,000 License/Permit/Franchises 30,516,189 33,179,210 28,412,712 30,821,132 2,408,420 Consumer Fraud Damages 227,050 61,197 510,000 510,000 0 Crime Prevention Fines 20 5,181 400 400 0 Drinking Driver-AB 2086 48,807 43,669 35,463 35,463 0 Failure to Appear Fines 363 875 240 150 (90) Failure to File Penalty 40,648 15,107 0 0 0 Fish and Game Fines 92,966 14,187 158,400 141,670 (16,730) General Fines 4,321,495 3,689,197 3,575,945 3,670,482 94,537 Misc Forfeits & Penalties 2,631,697 3,694,965 2,434,289 2,454,214 19,926 Parking Fines 535,230 588,570 288,000 340,116 52,116 Penalty & Costs - Delinquent Tax 1,871,833 1,250,651 585,000 666,000 81,000 Restricted Litter Fines 474 530 0 0 0 St Penalty Fd POC VC 40611 35,114 38,579 34,700 38,500 3,800 Tax Losses Reserve Refund 22,000,000 20,000,000 10,000,000 20,000,000 10,000,000 Unrestricted Litter Fines 3,239 3,864 400 500 100 Vehicle Code Fines 1,373,812 1,283,424 1,028,487 1,014,482 (14,005) Vehicle Code Priors 25,593 18,780 12,750 8,000 (4,750) Fines/Forfeits/Penalties 33,208,340 30,708,775 18,664,074 28,879,978 10,215,904 Aircraft Storage Fees 73,433 76,235 81,106 58,833 (22,273) Aviation Ops-Rent & Cncessn 4,135,567 4,350,362 4,223,297 4,400,381 177,084 Earnings on Investment 10,320,160 17,626,935 7,104,478 23,949,707 16,845,229 Gain on Sale of Investments 1,651,524 2,799 0 0 0 Interest on Bond Deposits 8,582 49,359 50,000 50,000 0 Interest on Loans & Receivables 20,707 21,460 159,000 144,000 (15,000) Other Rents 998,007 995,083 1,544,381 1,568,200 23,819 Rent of Office Space 444,864 494,228 449,570 453,964 4,394 Rent on Real Estate 592,739 307,165 571,750 868,307 296,557 Use Of Money & Property 18,245,584 23,923,625 14,183,582 31,493,392 17,309,810 Admin Federal - Other 86,947,757 84,087,433 81,014,734 88,000,024 6,985,290 Admin Fed Other CWS 0 39,829 0 0 0 Admin-State Health Miscellaneous 14,861,805 28,942,343 39,517,612 43,537,001 4,019,389 Admin State Medical Health Care 60,118,118 57,550,537 59,631,001 61,234,560 1,603,559 Admin State - Other 38,281,178 33,675,871 36,129,530 29,677,471 (6,452,059) County Summary Information County of Contra Costa FY 2019-2020 Recommended Budget 509 REVENUES BY TYPE All County Funds 2016-17 Actuals 2017-18 Actuals 2018-19 Budget 2019-20 Recommended 2019-20 Change Admin State Other SSvcs-OCSS 0 0 500,000 0 (500,000) Admin State Out of Home Care 5,952,668 5,158,430 7,219,976 8,082,150 862,174 CCS Medical Cases Management 3,710,340 4,082,511 3,882,542 4,165,804 283,262 Fed Aid Adoptions 6,943,511 7,336,083 7,682,913 8,366,988 684,075 Fed Aid Airport Construction 1,468,745 411,277 509,375 3,718,125 3,208,750 Fed Aid Child Boarding Home 11,414,622 11,122,832 11,600,923 10,537,768 (1,063,155) Fed Aid Comm Services Admin 24,326,088 25,784,849 31,318,141 33,011,632 1,693,491 Fed Aid Crime Control 3,381,121 3,371,484 4,137,496 2,939,791 (1,197,705) Fed Aid Disaster-Rd Damage 0 114,431 546,000 201,000 (345,000) Fed Aid Employ & Training 7,765,501 4,950,269 6,811,349 7,594,954 783,605 Fed Aid Family Inc Mtce 9,750,609 9,671,393 10,034,998 9,776,204 (258,794) Fed Aid Family Support 18,509,187 18,435,776 18,769,093 20,383,000 1,613,907 Fed Aid HUD Block Grant 8,830,082 8,084,749 13,887,818 14,006,076 118,258 Fed Aid Hwy Construction 12,207,309 5,806,435 7,161,258 17,328,134 10,166,876 Fed Aid NIMH Grant 2,270,739 2,306,216 2,306,216 2,306,235 19 Fed Aid Refugees 113,150 95,123 114,987 81,416 (33,571) Federal in Lieu Taxes 6,061 6,176 0 0 0 Fed Health Admin (MCH&3140) 2,680,857 2,952,114 3,059,428 3,440,796 381,368 Fed Immunization Assist 536,539 217,538 318,664 331,091 12,427 Fed Nutrition Elderly 4,290,709 2,797,514 3,337,936 4,394,401 1,056,465 Fed W.I.C. Program 4,214,683 4,458,184 4,750,000 4,539,099 (210,901) Highway Users Tax Admin 20,004 20,004 20,004 20,004 0 Highway Users Tax Select 871,844 857,468 885,238 947,053 61,815 H/O Prop Tax Relief 1,982,296 1,964,299 1,650,000 1,650,000 0 Highway Users Tax Strm Drnge 52,875 52,875 52,875 52,875 0 Highway Users Tax Unrestricted 10,678,463 10,258,831 8,913,202 10,685,677 1,772,475 Highway User Tax 5/9APPT2105 4,920,213 4,972,510 5,257,649 5,127,734 (129,915) Miscellaneous State Aid 49,871,494 51,913,975 57,160,330 61,113,023 3,952,693 Misc Fed Health Projects 7,271,294 7,297,483 7,854,226 15,642,728 7,788,502 Misc Government Agencies 8,870,486 9,351,000 18,663,963 16,927,965 (1,735,998) Misc State Aid for Health 1,353,573 1,502,139 2,306,551 2,622,559 316,008 Other Federal Aid 15,072,734 14,643,954 15,430,847 11,036,866 (4,393,981) Other in Lieu Taxes 11,072 10,948 0 0 0 Other State in Lieu Tax 69,521 82,754 70,000 70,000 0 RDA Nonprop-Tax Pass Through 12,097,636 7,801,970 6,693,681 6,993,508 299,827 Reallocation/PY Adj Admn Fed 343,082 (978,405) 0 0 0 Reallocation/PY Adj Admn State 1,520,548 (141,880) 0 12,190 12,190 St Aid-Public Safety Services 77,499,977 81,282,182 81,779,546 85,548,319 3,768,773 County Summary Information   510 County of Contra Costa FY 2019-2020 Recommended Budget REVENUES BY TYPE All County Funds 2016-17 Actuals 2017-18 Actuals 2018-19 Budget 2019-20 Recommended 2019-20 Change St Aid Traffic Congestion Mgmt 2,249,924 8,182,471 20,328,991 22,466,671 2,137,680 State Adoption Assistance 155,072 0 0 0 0 State Aid Area Agency on Aging (166,989) 573,955 442,603 589,049 146,446 State Aid Child Day Care 6,128,618 7,977,815 6,523,596 9,159,208 2,635,612 State Aid Children Brding Home 713,557 796,627 213,757 1,010,693 796,936 State Aid Drug AB Short-Doyle 30,126 567,284 2,386,413 3,869,813 1,483,400 State Aid Family Inc Mtce 2,456,026 1,031,141 2,503,072 1,016,679 (1,486,393) State Aid Food/Milk Subvention 1,050,877 1,076,795 1,176,495 1,101,715 (74,780) State Aid for Agriculture 2,807,773 2,466,142 2,606,759 3,250,036 643,277 State Aid for Aviation 100,622 17,790 12,734 92,954 80,220 State Aid for Civil Defense 2,059,535 1,731,008 1,549,505 1,549,505 0 State Aid for Crime Control 18,260,157 15,745,788 16,955,325 17,351,453 396,128 State Aid for Crippled Child 2,327,645 3,320,452 2,226,607 2,814,516 587,909 State Aid for Disaster-Other 1,077,172 1,065,521 1,000,000 1,000,000 0 State Aid Library -CLSA 125,266 125,466 76,000 74,000 (2,000) State Aid Mandated Expenditures 93,257 16,495 0 0 0 State Aid M/H Short-Doyle (30,414) 3,786,449 647,467 3,051,216 2,403,749 State Aid MH - SSI/SSP 386,073 410,603 386,074 386,074 0 State Aid Peace Off Training 548,586 477,612 557,454 555,331 (2,123) State Aid Realignment-M/H 27,944,297 27,694,956 27,694,953 27,694,953 0 State Aid Realignment-Sales Tax 206,839,321 217,534,855 227,966,706 235,242,719 7,276,013 State Aid Realignment-VLF 12,223,491 14,751,260 7,919,198 13,613,737 5,694,539 State Aid Realignment-VLF-MH 3,702,705 2,383,754 2,383,750 2,383,754 4 State Aid Refugees 3,711 9,388 0 0 0 State Aid SEOO Programs 11,108,673 12,774,368 13,849,071 14,575,276 726,205 State Aid Transportation Project 0 100,000 0 100,000 100,000 State Aid Veterans Affairs 225,041 197,532 188,043 188,000 (43) State Auto Welfare System 5,297,951 5,272,495 6,049,215 5,499,000 (550,215) State C.H.D.P. Program 1,401,046 1,274,404 1,427,846 1,318,697 (109,149) State Child Abuse Prevention 39,415 0 42,000 39,829 (2,171) St Motor Vehicle In Lieu Tax 420,086 500,642 0 0 0 Substance Abuse Grants 4,622,176 5,784,487 6,324,262 8,172,820 1,848,558 Vehicle Theft - VLF 1,077,398 1,065,735 1,000,000 1,000,000 0 Intergovernmental Revenue 836,366,684 851,064,794 915,417,998 975,271,918 59,853,921 Administrative Services 1,210,737 1,192,351 915,658 966,191 50,533 Agricultural Services 86,077 215,919 124,050 125,242 1,192 ARRA/Charges for Services 231,243 95,620 128,593 210,069 81,476 Auditing & Accounting Fees 3,341,093 3,649,020 3,970,013 4,241,533 271,520 County Summary Information County of Contra Costa FY 2019-2020 Recommended Budget 511 REVENUES BY TYPE All County Funds 2016-17 Actuals 2017-18 Actuals 2018-19 Budget 2019-20 Recommended 2019-20 Change Autopsies & Medical Reports 15,518 36,624 20,100 20,150 50 Building Maintenance Services 38,213,957 41,566,689 39,468,342 42,054,489 2,586,147 Blood Withdrawal Fees 131,985 136,060 220,000 220,000 0 Cafeteria Receipts 125,106 124,764 108,500 108,000 (500) Candidates Filing Fees 84,728 143,939 100,000 100,000 0 Care of Prisoners 311,395 0 250,000 250,000 0 Charges/Cost of Probation 527,994 488,374 175,000 0 (175,000) Civil Processing Fee 444,481 150,555 125,334 99,652 (25,682) Civil Process Service 262,849 267,655 808,153 808,153 0 Client Fees 46,791 3,219 (0) (0) 0 Comm For Tax & Assess Coll 7,420,594 8,165,161 7,749,039 8,014,856 265,817 Communication Services 5,997,663 5,303,658 6,528,265 5,611,510 (916,755) Contract Humane Services-City 4,928,185 4,985,694 5,204,607 5,515,000 310,393 Contract Law Enforcement Svcs 23,152,519 22,842,994 24,995,575 25,386,692 391,117 Court Administration Cost 562,264 525,817 405,362 396,362 (9,000) Court Filing Fees 188,466 188,955 182,100 177,500 (4,600) Data Processing Services 2,591,112 2,518,317 3,202,319 2,815,340 (386,979) DoIT Data Process Supply 3,134 1,478 887 1,037 150 DoIT Data Process Services 648,908 796,926 1,499,888 1,272,654 (227,234) DoIT Mntn Radio Equipment 31,599 19,543 82,737 81,573 (1,164) DoIT Other Telcom Charges 230,103 35,880 117,456 110,043 (7,413) DoIT Phone Exchange 269,484 322,169 175,581 167,299 (8,282) Drinking Driver Program Fees 152,164 105,332 150,000 105,333 (44,667) Driver Education Fees 2,291,657 2,188,832 2,291,512 2,339,012 47,500 Election Service-Other 5,204,932 2,070,241 3,648,092 783,268 (2,864,824) Equipment Use Charges 497,529 586,428 638,013 645,457 7,444 ERDS fee 286,101 240,787 235,000 220,000 (15,000) Estate Fees 303,816 981,291 421,540 530,967 109,427 Fees Assessor 130,819 121,442 216,995 217,409 414 Fingerprint & Crime Report 17,439 18,210 40,000 40,000 0 Gen Svc-Building Lifecycle 83,496 214,229 79,285 200,000 120,715 Gen Svc-Building Occupy Costs 4,173,749 4,743,894 4,122,637 4,164,631 41,994 Gen Svc-Other G S Charges 1,464,196 1,611,242 1,338,510 1,241,051 (97,459) Gen Svc-Requested Maintenance 2,124,401 2,274,329 2,222,671 2,452,619 229,948 Gen Svc-Use of Co Equipment 874 416 0 0 0 Health Inspection Fees 14,153,958 14,355,378 16,388,682 16,847,626 458,944 Info Security Charges 59,788 69,985 0 0 0 Interfund Rev - Ent/Enterprise 17,340 14,500 0 0 0 County Summary Information 512 County of Contra Costa FY 2019-2020 Recommended Budget REVENUES BY TYPE All County Funds 2016-17 Actuals 2017-18 Actuals 2018-19 Budget 2019-20 Recommended 2019-20 Change Interfund Rev - Gov/Enterprise 889,323 797,019 739,335 808,948 69,613 Interfund Rev - Gov/Government 7,982,946 8,640,946 8,952,643 12,064,994 3,112,351 Jail Booking Fees 2,870,225 1,385,324 2,369,000 1,507,000 (862,000) Laboratory Services 2,803,442 2,801,051 2,800,000 2,800,000 0 Library Services 578,254 508,107 501,873 224,330 (277,543) Marriage Ceremony Fees 132,600 121,560 113,000 115,000 2,000 M/H Services-Medi-Cal 56,667,874 68,897,938 80,665,711 81,456,258 790,547 M/H Services-Medicare 2,966,709 1,168,291 3,470,325 1,687,140 (1,783,185) M/H Services-Other HMO Pat 64,646 31,380 42,564 15,720 (26,844) M/H Services-Payment Pay/Insur 2,639,944 3,194,192 3,366,764 3,029,889 (336,875) Microfilm & Reproduction Services 656,863 726,569 666,000 665,000 (1,000) Misc Current Services 4,861,849 4,563,857 4,757,228 5,440,385 683,157 Misc Health Fees 3,557,754 3,978,725 4,385,000 5,386,993 1,001,993 Misc Humane Services 504,745 479,218 666,000 500,000 (166,000) Misc Law Enforcement Services 3,857,821 3,678,252 4,094,535 3,224,930 (869,605) Misc Legal Services 1,603,771 1,985,590 1,512,385 1,783,000 270,615 Misc Road Services 298,037 730,173 269,750 220,000 (49,750) Misc Sanitation Service 1,750,746 1,664,304 1,700,000 1,949,250 249,250 Nuisance Abate 26,174 102,286 250,000 250,000 0 Nutrition Services 244,205 306,428 386,544 442,883 56,339 Patient Fees 62,387 69,849 55,500 86,300 30,800 Patient Fees-Immunization 41,806 71,559 45,000 71,500 26,500 Patient Fees-T.B. Testing 74,252 59,113 45,000 45,000 0 Personnel Services 1,981,387 2,542,191 2,386,356 2,714,976 328,620 Planning & Engineer Services 5,383,853 6,460,615 7,595,336 7,483,299 (112,037) Processing/Inspection Fee 1,162,278 1,120,091 1,972,300 1,500,000 (472,300) Prop Characteristic Info 100 0 0 0 0 Public Defense Repayments 0 28,499 0 94,000 94,000 Purchasing Fees 188,256 182,970 206,103 245,894 39,791 Recorders Modernizing Fee 1,423,689 1,169,999 1,210,000 1,000,000 (210,000) Recording Fees 8,767,613 7,720,594 8,623,139 8,411,275 (211,864) Redacting Fees 293,284 247,726 240,000 240,000 0 Refunds Indigent Burials 18,388 18,750 18,388 18,388 0 Returned Check Charges 60,171 51,659 45,000 45,000 0 Road Development Fees 2,348,659 4,517,189 2,439,400 3,245,000 805,600 Spay Clinic Fees 177,695 214,740 225,000 200,000 (25,000) Supplemental Roll Charges 3,337,388 2,908,149 2,963,000 2,863,000 (100,000) Survey Monument Fees 78,554 78,670 80,000 80,000 0 County Summary Information County of Contra Costa FY 2019-2020 Recommended Budget 513 REVENUES BY TYPE All County Funds 2016-17 Actuals 2017-18 Actuals 2018-19 Budget 2019-20 Recommended 2019-20 Change Third Party Services Fee 2,050 2,250 2,200 2,100 (100) Training Services 737,369 694,307 638,398 638,398 0 Charges For Services 243,117,354 257,294,041 278,849,272 281,096,568 2,247,295 Contribution From Other Funds 37,949,141 44,038,031 47,113,547 48,122,310 1,008,763 Indemnifying Proceeds 1,125,459 771,326 360,260 360,260 0 Misc Grants & Donations 244,973 248,182 786,220 983,967 197,747 Misc Non-Taxable Revenue 15,086,023 19,289,032 25,365,532 26,740,648 1,375,116 Reimbursements-Gov/Enterprise 263,642 252,786 403,978 389,478 (14,500) Reimbursements-Gov/Government 301,667,929 312,751,368 354,644,795 376,857,434 22,212,639 Restricted Donations 1,166,724 932,097 661,047 621,269 (39,778) Sale of Animals 20,253 21,434 25,000 25,000 0 Sale of Equipment 623,082 527,126 420,000 430,000 10,000 Sale of Maps & Documents 46,839 33,657 59,045 42,764 (16,281) Sale of Real Estate 0 278,500 1,000,000 1,500,000 500,000 Sale of Rodent Poison 26,198 24,957 24,822 25,000 178 Seizures 221,224 235,786 253,500 254,000 500 Sundry Non-Taxable Sales 107,213 136 80,000 70,000 (10,000) Sundry Taxable Sale 28,986 20,298 26,400 26,400 0 Transfers-Gov/Enterprise 4,607 985,971 1,430,524 1,377,805 (52,719) Transfers-Gov/Government 9,405,149 17,830,307 12,311,558 12,276,948 (34,610) Unrestricted Donations (2,036) 514 0 0 0 Miscellaneous Revenue 367,985,406 398,241,508 444,966,228 470,103,283 25,137,055 GROSS REVENUE 3,400,614,204 3,575,997,688 3,580,228,965 3,662,075,371 81,846,406 County Summary Information 514 County of Contra Costa FY 2019-2020 Recommended Budget EXPENDITURES BY TYPE All County Funds Account Name 2016-17 Actuals 2017-18 Actuals 2018-19 Budget 2019-20 Recommended 2019-20 Change Permanent Salaries 610,920,559 657,304,357 735,223,989 780,205,852 44,981,864 Temporary Salaries 46,195,937 45,877,689 38,903,810 42,629,139 3,725,329 Permanent Overtime 29,905,948 34,901,266 25,966,047 26,794,367 828,320 Deferred Comp 4,463,617 5,260,235 6,694,699 7,665,577 970,878 Hourly Physician Salaries 2,350,565 2,568,658 2,584,776 1,777,193 (807,583) Perm Physicians Salaries 47,894,376 48,448,232 52,256,144 52,697,129 440,985 Perm Phys Addnl Duty Pay 2,874,268 3,109,638 3,105,550 3,396,865 291,315 Comp & SDI Recoveries (2,950,087) (2,435,824) (2,412,301) (2,301,280) 111,021 Vacation/Sick Leave Accrual 2,210,168 1,871,557 25,000 25,000 0 FICA/Medicare 46,459,252 49,747,954 54,722,977 58,061,449 3,338,472 Ret Exp-Pre 97 Retirees 2,749,876 2,746,649 2,987,293 2,985,935 (1,358) Retirement Expense 243,621,672 265,439,841 297,983,420 301,350,836 3,367,416 Excess Retirement 295,844 318,304 486,037 489,837 3,800 Employee Group Insurance 93,047,706 99,002,851 114,525,623 136,435,280 21,909,657 Retiree Health Insurance 41,037,736 41,349,302 42,063,984 41,714,243 (349,741) OPEB Pre-Pay 18,535,711 19,100,711 18,082,499 17,791,880 (290,619) Unemployment Insurance 1,966,532 1,744,524 516,503 428,935 (87,569) Workers Comp Insurance 25,217,796 26,801,382 25,272,624 19,226,367 (6,046,256) Salaries And Benefits 1,216,797,475 1,303,157,328 1,418,988,674 1,491,374,605 72,385,931 Office Expense 6,119,099 6,066,934 6,393,921 6,768,871 374,950 Books-Periodicals-Subscriptions 595,816 583,831 644,359 625,705 (18,654) Postage 2,309,922 2,132,408 2,430,653 2,844,273 413,620 Communications 9,316,181 12,006,713 11,848,750 11,500,862 (347,888) Telephone Exchange Service 2,499,386 2,470,235 3,056,952 2,862,614 (194,338) Utilities 12,705,894 13,192,043 12,756,311 13,440,485 684,174 Small Tools and Instruments 301,280 226,167 316,878 394,387 77,509 Minor Furniture/Equipment 3,649,831 3,826,323 2,273,253 2,808,184 534,931 Minor Computer Equipment 4,802,933 2,996,224 4,349,609 3,797,554 (552,055) Medical & Lab Supplies 2,966,026 2,858,142 2,804,090 2,638,964 (165,126) Pharmaceutical Supplies 1,500,085 1,908,856 1,807,792 2,705,451 897,659 Food 4,034,565 4,088,400 4,076,093 3,643,407 (432,686) Clothing & Personal Supplies 1,525,153 1,656,771 1,573,697 1,503,178 (70,519) Household Expense 4,622,510 5,115,153 4,285,692 4,103,423 (182,269) Agricultural Expense 49,063 6,506 5,617 30,475 24,858 Publications & Legal Notices 311,301 338,925 329,542 355,211 25,669 Memberships 1,437,851 1,525,908 1,617,824 1,761,628 143,804 Rents and Leases-Equipment 2,630,854 2,509,756 3,018,341 2,747,039 (271,302) County Summary Information County of Contra Costa FY 2019-2020 Recommended Budget 515 EXPENDITURES BY TYPE All County Funds Account Name 2016-17 Actuals 2017-18 Actuals 2018-19 Budget 2019-20 Recommended 2019-20 Change Computer Software Cost 8,523,826 8,790,696 10,075,201 11,027,607 952,406 Rents & Leases - Property 12,510,528 13,733,394 15,226,053 15,662,402 436,349 Building Occupancy Costs 49,592,859 59,711,765 62,308,215 62,023,463 (284,752) Building Lifecycle Costs 1,414,563 4,876,918 3,023,821 4,890,836 1,867,015 Maintenance - Equipment 4,054,401 3,502,314 4,513,869 3,741,266 (772,603) Vehicle Repairs 4,602,425 5,241,386 4,507,551 4,512,551 5,000 Vehicle Fuel/Oil 2,541,158 2,885,885 2,598,180 3,025,977 427,797 Mntn Radio-Electronic Equipment 531,574 510,241 442,461 434,998 (7,463) Maintenance of Buildings 11,297,524 13,310,363 12,313,383 13,204,600 891,217 Grounds Maintenance 1,131,785 2,242,661 1,250,286 1,447,952 197,666 Requested Maintenance 7,560,808 10,507,121 7,701,102 8,693,495 992,393 Runway & Taxiway Maintenance 128,323 103,644 76,000 106,000 30,000 Non-Cap Imps - Maintenance 12,081 16,711 10,681 15,285 4,604 Non-Cap Imps-Renovation/Alts 193,710 411 500,000 300,000 (200,000) Non-Cap Imps-Betterments (28,815) 100,174 0 0 0 Transportation and Travel 627,857 806,787 791,839 796,336 4,497 Auto Mileage Employees 1,599,782 1,765,548 1,851,969 1,973,578 121,609 Use of Co Vehicle/Equipment 1,857,334 1,611,215 2,043,680 1,958,799 (84,881) Other Travel Employees 1,859,063 1,821,301 2,002,672 2,078,822 76,150 Judicial Auto Allowance 584 1,106 150 150 0 Freight Drayage Express 1,989,358 3,127,075 2,075,803 2,654,519 578,716 Non County Prof/Specialized Services 119,879,176 121,246,398 168,803,723 167,976,504 (827,219) Third Party Collection Services 3,132 0 0 0 0 Outside Attorney Fees 6,230,136 5,786,326 6,577,884 7,045,358 467,474 Contracted Temporary Help 2,419,152 2,078,949 1,854,408 1,449,720 (404,688) Data Processing Services 9,600,964 10,069,306 11,501,786 12,640,654 1,138,867 Data Processing Supplies 54,168 45,298 29,518 81,930 52,412 Court Reporter Transcript 171,525 174,254 161,760 158,550 (3,210) Public Works Contracts 8,397,984 20,029,052 18,656,034 29,062,260 10,406,226 Outside Medical Services 100,342,200 103,921,718 111,536,246 127,157,302 15,621,056 County Hospital Services 31,773,651 32,850,750 31,886,965 31,684,068 (202,897) Electronic Database Services 397,429 469,528 463,662 570,426 106,764 Microfilm Services-Gen 44,147 56,186 79,382 79,382 0 Information Security Charges 326,017 376,324 603,732 554,448 (49,284) Administrative Service 10,775,314 10,539,009 12,335,403 13,572,617 1,237,214 Other Gen Services Charges 2,686,723 3,261,463 1,179,590 1,467,361 287,771 GSD Courier Svc 377,711 397,413 482,287 449,063 (33,224) Other Telecom Charges 3,407,151 3,502,591 2,315,785 3,084,497 768,712 County Summary Information   516 County of Contra Costa FY 2019-2020 Recommended Budget EXPENDITURES BY TYPE All County Funds Account Name 2016-17 Actuals 2017-18 Actuals 2018-19 Budget 2019-20 Recommended 2019-20 Change Other Interdepartmental Charges 37,724,101 46,149,299 53,583,757 58,388,846 4,805,089 Juror Fees 71,412 50,545 48,000 48,000 0 Witness Fees & Expenses 577,585 715,775 868,505 551,192 (317,313) Insurance 2,286,470 2,342,272 3,019,092 3,348,061 328,969 Adult Materials - Library 1,965,817 1,793,438 2,149,115 1,136,472 (1,012,643) Audio-Visual Supplies 304 148 0 1,000 1,000 Youth Materials - Library 874,961 1,369,971 556,771 1,704,708 1,147,937 Election Officers 429,234 237,855 400,000 400,000 0 Training & Registrations 991,428 988,736 1,261,374 1,237,057 (24,317) Road/Construction Materials 996,965 1,014,633 1,054,009 962,100 (91,909) Criminal Investigation 530,768 331,053 436,987 454,601 17,614 Specialized Printing 2,746,644 2,235,866 2,290,527 3,095,874 805,347 Fire Fighting Supplies 1,602 6,417 10,075 9,075 (1,000) Recreation 45,863 57,509 39,742 81,726 41,984 Ed Supplies and Courses 913,591 731,254 879,870 1,246,178 366,308 Fees - Non Agriculture Animal 155,344 149,381 157,500 127,100 (30,400) Other Special Departmental Expense 8,647,892 8,725,264 78,379,772 36,620,589 (41,759,183) Loss on Dsp Sl-Fixed Assets 119,762 636,771 0 0 0 Misc Services & Supplies 279,047 196,945 1,887,728 803,903 (1,083,825) Cash Shortage Reimbursement 913 1,374 1,454 1,700 246 Contract Expense-Kaiser 74,285,975 90,391,757 89,013,509 92,637,379 3,623,870 Registry 10,612,935 7,874,123 8,032,616 9,138,220 1,105,604 Public Health-Medical Services 26,117 59,115 26,117 59,115 32,998 Other Specialty Care 1,964,021 1,986,062 1,921,419 2,145,438 224,019 OP Visits-Specialist Physician 11,567,689 15,320,593 11,578,795 16,217,309 4,638,514 Laundry Contract 836,276 861,537 850,652 861,537 10,885 Computer Software Cost 7,981,962 9,396,684 11,391,827 12,937,115 1,545,288 Outpatient Mental Health 2,276,521 2,512,299 2,306,679 2,962,477 655,798 Other ER Charges (Lab~ Xray) 11,418,716 12,049,688 11,414,130 13,131,044 1,716,914 ER Physician Fees 12,726,321 10,927,579 12,502,996 10,805,909 (1,697,087) ER Facility Fees 4,061,188 3,791,096 3,895,878 4,067,452 171,574 IP Mental Health 15,732 7,951 13,225 7,101 (6,124) IP Radiology (Profee) 1,401,535 1,455,152 1,405,960 1,515,820 109,860 IP Surgery 38,320,113 38,828,532 39,208,032 39,833,559 625,527 IP Physician Visits 5,462,473 6,332,966 5,556,691 6,702,382 1,145,691 IP Fac Chrges (Incl OBDAY) 113,312,728 125,944,136 111,750,922 123,976,072 12,225,150 Obstetrics (Profee) 933,151 782,837 878,059 791,041 (87,018) Inpatient Lab (Profee) 910,871 904,393 879,572 1,007,227 127,655 Med Fees-House Med Staff 0 (0) 0 0 0 County Summary Information County of Contra Costa FY 2019-2020 Recommended Budget 517 EXPENDITURES BY TYPE All County Funds Account Name 2016-17 Actuals 2017-18 Actuals 2018-19 Budget 2019-20 Recommended 2019-20 Change Med Fees-Therapist & Other 11,565,978 8,683,591 9,267,336 8,701,258 (566,078) Consulting & Management Fees 13,528,764 17,926,060 13,370,283 15,674,849 2,304,566 Other Non-Medical Fees 46,464 109,846 112,045 119,363 7,318 Med Fees-Physician-Clinic Svc 27,510,132 18,564,447 27,259,824 31,473,211 4,213,387 IBNR Expense Accrual (19,704,502) 25,016,822 0 3,986,288 3,986,288 OP Lab/Pathology 13,684,381 14,212,114 13,517,981 15,279,339 1,761,358 Medi-CAL Expense Reimb Receipt (356) 0 (356) 0 356 IP Anes (Profee) 2,862,647 2,987,934 2,787,431 3,112,439 325,008 Prosthesis 2,732,043 1,813,726 2,732,042 2,165,868 (566,174) Sutures & Surgical Needles 178,461 151,173 178,461 168,648 (9,813) Surgical Packs & Sheets 0 0 1,000 1,000 0 Surgical Supplies - General 1,709,956 1,907,896 1,709,956 2,118,403 408,447 Anesthetic Materials 11,496 17,322 10,000 16,755 6,755 Oxygen and Other Med Gas 109,565 141,170 118,085 119,329 1,244 IV Solutions 4,706,906 4,991,184 4,648,534 5,079,450 430,916 Pharmaceuticals 79,990,130 81,238,161 80,803,276 82,862,199 2,058,923 Radioactive Materials 11,893,008 9,335,273 9,390,904 8,567,706 (823,198) Radiology Films 8,181,483 7,809,398 8,054,288 8,097,737 43,449 Other Med Care Mtl & Support 32,243,727 34,552,267 31,897,513 36,752,100 4,854,587 Other IP Anc Services 7,759,995 7,335,785 7,593,365 7,521,997 (71,368) Food-Other 1,651,077 2,044,224 1,726,160 1,956,494 230,334 Linen and Bedding 13,017 47,138 32,327 47,819 15,492 Cleaning Supplies 573,964 525,232 573,963 560,661 (13,302) Office & Admin Supplies 3,201,362 3,112,781 3,315,281 3,111,424 (203,857) Employee Wearing Apparel 895,994 944,805 895,993 933,852 37,859 Instruments & Minor Med Equip 1,274,612 995,982 1,274,613 1,368,961 94,348 Other Minor Equipment 5,158,240 5,174,160 6,682,922 5,112,013 (1,570,909) Other Non-Med Supplies 1,235,286 1,542,254 1,327,709 2,096,845 769,136 Other Purchase Service-Auditor 3,397,400 3,708,024 4,023,028 4,337,824 314,796 Other Purchase Service-Co Counsel 1,100,000 1,183,883 1,100,000 1,300,000 200,000 Other Purchase Service-Personnel 1,427,406 1,920,972 2,084,631 2,329,806 245,175 Ambulance/Medical Transportation 3,879,989 4,540,475 3,178,964 4,119,762 940,798 Other 25,679,863 28,171,135 26,114,289 29,010,751 2,896,462 OP Surgery-Facility 2,633,755 2,671,321 2,557,464 3,150,279 592,815 OP Surgery-Professional 13,892,238 15,256,319 14,040,795 15,842,933 1,802,138 CPSP (Perinatal) 717,717 697,017 676,424 758,722 82,298 CHDP 1,709,041 1,869,094 1,854,326 2,178,034 323,708 Microfilm Services 0 4,500 1,000 1,911 911 County Summary Information 518 County of Contra Costa FY 2019-2020 Recommended Budget EXPENDITURES BY TYPE All County Funds Account Name 2016-17 Actuals 2017-18 Actuals 2018-19 Budget 2019-20 Recommended 2019-20 Change Medical-Purchased Service 236,375,931 185,322,018 185,491,105 153,122,073 (32,369,032) Repairs & Maintenance-Equipment 3,666,798 4,540,018 3,756,776 4,555,573 798,797 Management Services 337,289 717,723 680,598 720,010 39,412 Collection Agencies (1,609,273) (955,861) (447,659) (893,695) (446,036) Other Purchased Services 25,878,990 27,607,447 25,825,834 26,780,763 954,929 Transportation Services 621,171 728,544 328,930 806,513 477,583 Data Processing - County 908,243 1,044,177 1,195,723 1,221,732 26,009 Requested Maintenance-Gen Services 3,964,165 3,950,316 4,215,249 4,048,054 (167,195) Sub-Acute Facility (SNC) 10,591,037 12,128,005 10,299,634 12,924,715 2,625,081 Depreciation & Amort - Bldg & Improve 6,287,570 6,757,622 0 0 0 Depreciation & Amort - Lshd Improve 4,162 0 0 0 0 Depreciation & Amort - Equipment 3,788,882 3,760,477 111,166 109,578 (1,588) Building Occupancy Cost - Co 8,232,346 10,559,405 9,451,136 11,226,208 1,775,072 Rental/Lease Costs - Equipment 2,164,707 2,097,081 2,565,844 2,344,061 (221,783) Building Occupancy - Non Co 3,078,644 4,038,417 3,875,440 5,252,831 1,377,391 Utilities - Electric & Gas 1,911,562 1,834,907 2,254,406 2,045,752 (208,654) Utilities - Water 156,223 182,461 197,235 214,125 16,890 Insurance - Professional Liability 2,300,000 3,300,000 3,300,000 3,750,000 450,000 Insurance - Other 1,455,479 1,351,453 1,680,044 1,389,215 (290,829) Licenses 330,620 233,311 455,390 558,971 103,581 Interest Expense 6,661,276 5,483,699 6,448,154 5,252,494 (1,195,660) Telephone/Telegraph 5,546,195 5,386,786 5,535,439 5,847,561 312,122 Dues and Subscriptions 2,459,686 2,221,683 2,742,778 2,424,091 (318,687) Outside Training Supplies 484,563 536,820 627,839 713,075 85,236 Travel - Employee Mileage 559,049 656,958 544,708 717,251 172,543 Other Expenses 635,126 674,835 2,222,720 1,992,584 (230,136) Travel - CAD Approved 353,462 357,717 465,332 555,407 90,075 Travel - County Equipment 205,506 271,896 198,742 391,678 192,936 Building Lifecycle Costs-Co 0 0 6,705 6,705 0 Dental Services 175,722 213,110 193,481 219,211 25,730 Building Lifecycle Costs-Non-County 0 1,210 0 0 0 Intra-Departmental Trans/Other 0 91,860 0 0 0 Freight Expense Inv Items 72,901 71,609 72,902 108,003 35,101 Loss on Dsp Sl-Fixed Assets 94,119 49,051 94,119 5,460 (88,659) Interfund Trans-PFA/Hospital 3,348,473 0 0 0 0 Services And Supplies 1,426,230,946 1,506,559,826 1,584,323,438 1,607,574,893 23,251,455 Support & Care of Persons 6,109,934 5,720,089 6,388,761 6,496,003 107,242 Federal Aid 27,836,099 28,445,150 29,228,064 28,662,376 (565,688)  County Summary Information      County of Contra Costa FY 2019-2020 Recommended Budget 519 EXPENDITURES BY TYPE All County Funds Account Name 2016-17 Actuals 2017-18 Actuals 2018-19 Budget 2019-20 Recommended 2019-20 Change State Aid 2011 Realign 37,481,106 36,377,391 20,835,279 20,346,708 (488,571) County Aid Basic 42,772,032 43,511,916 51,840,910 49,109,419 (2,731,491) State Aid 13,556,196 11,976,868 34,255,344 33,648,769 (606,575) Service Connected Aid 2,050,788 2,447,529 2,959,828 2,906,438 (53,390) Ed & Training Aid Recipients 0 41,000 0 0 0 Child Day Care Aid 8,709,938 10,900,587 8,825,821 11,908,733 3,082,912 Composite Aid (439) 4,584 0 0 0 AB85 State Map Aid 5,815,320 6,732,453 5,815,320 3,774,622 (2,040,698) Principal Payment on Bonds 26,935,000 29,950,000 33,295,000 36,895,000 3,600,000 Retire Oth Long Term Debt/Lease Pur 25,816,693 34,177,335 46,716,032 46,660,084 (55,948) Interest on Bonds 11,549,360 10,164,901 4,008,814 6,705,399 2,696,585 Interest on Other Long Term Debt 12,602,889 12,135,737 11,461,580 10,178,367 (1,283,213) Interest on Notes & Warrants 264 433 400 16,200 15,800 Taxes & Assessments 175,118 195,908 286,182 289,682 3,500 Rights of Way & Easements 600,789 336,074 1,201,000 751,000 (450,000) Judgements & Damages 121,621 85,266 0 38,331 38,331 Depreciation 3,690,637 3,770,448 4,063,691 3,896,941 (166,749) Contribution to Other Funds 241,244 251,737 611,000 270,000 (341,000) Contribution to Enterprise Funds 27,436,066 26,074,359 23,656,785 60,345,000 36,688,215 Contribution to Other Agencies 170,538,264 189,280,408 107,532,692 21,443,531 (86,089,161) Interfund Exp - Gov/Government 9,347,938 9,968,359 17,242,843 14,685,170 (2,557,672) Interfund Exp - Gov/Enterprise 889,323 797,173 774,948 1,216,151 441,203 Interfund Exp - Enterprise/Enterprise 17,340 14,500 25,910 25,910 0 DoIT Phone Exchange 200,318 256,890 390,187 219,420 (170,767) DoIT Data Processing Services 490,434 625,178 644,871 747,826 102,955 DoIT Data Processing Supply 489 400 72 0 (72) DoIT Mntn Radio Equipment 880 0 500 500 0 DoIT Other Telecom Charges 221,199 33,832 46,772 32,699 (14,073) Gen Svc-Building Occupancy Costs 4,095,226 4,368,812 5,693,013 3,820,541 (1,872,472) Gen Svc-Requested Maintenance 1,216,178 1,341,613 4,117,525 1,330,828 (2,786,697) Gen Svc-Use of Co Equipment 874 416 1,184 1,184 0 Gen Svc-Other G S Charges 888,646 285,012 374,901 361,074 (13,827) Gen Svc-Building Lifecycle 82,168 209,520 244,458 198,242 (46,216) DoIT Info Security Charge 37,635 42,551 68,595 76,742 8,147 Other Charges 441,527,564 470,524,429 422,608,281 367,058,891 (55,549,390) WCDF Infrared System IPID 852,101 7,833 0 0 0 273-Upgrade HVAC to DDC 770,344 8,364 0 0 0 County Summary Information 520 County of Contra Costa FY 2019-2020 Recommended Budget EXPENDITURES BY TYPE All County Funds Account Name 2016-17 Actuals 2017-18 Actuals 2018-19 Budget 2019-20 Recommended 2019-20 Change 564-Renovate Suite 400 1,253,628 46,475 0 0 0 277-DoIT ReCable Facility 162 0 0 0 0 003-Old Jail Demolition 15,964 11,339 0 0 0 102-Sale PH Library Property 0 771,955 0 0 0 275-10 Douglas Roof Repair (20,671) 0 0 0 0 564-Summit Center Roof Repair (120,608) 83,107 0 0 0 227-Repair Parking Lot 12,074 0 0 0 0 010-FLIP ADA & Life Safety 40,799 35,025 0 0 0 173-FLIP RF EQ& ADA& Safety 255,015 37,484 0 0 0 272-FLIP RF EQ& ADA& Safety 76,176 2,457,375 0 0 0 564-FLIP RF EQ& ADA& Safety 1,448,516 309,845 0 0 0 365-FLIP Replace Rood 120,490 0 0 0 0 010-Repair Sewer System 810,901 37,138 0 0 0 676 Reno Add Office Space 406,968 808,780 0 0 0 015 FLIP Repair Roof 128,936 0 0 0 0 048 FLIP Repair Rppf 97,238 0 0 0 0 129 FLIP Repair Roof 365,793 0 0 0 0 130 FLIP Repair Roof 235,017 0 0 0 0 000-Repair Driveway & Parking 738,882 105 0 0 0 273-Reno 2nd Floor Restrooms 17,282 0 0 0 0 000-Replace Mods With New 116,943 351,650 0 0 0 Boys Ranch Expansion 35,128 428,778 0 0 0 Lions Gate Remodel 34,573 11,180 0 0 0 10 Douglas Drive D A Project 72,603 659,402 0 0 0 MDF Cent Control Sys Replacement 96,505 104,053 0 0 0 Bay Pt Slide Structure Acquisition 1,478,240 9,786,503 30,000,000 0 (30,000,000) Acquisition 920 Mellus/1114 Court 137,171 0 0 0 0 Acquisition 1034 Oak Grove Rd 198,659 0 0 0 0 273-Rennovate 1st Restroom 130,390 0 0 0 0 015-2nd Floor Vanilla Shell 2,567 1,706,264 0 0 0 182-FLIP Repair Roof 0 2,177,843 0 0 0 632-FLIP ADA Roof Equip 1,514 46,500 0 0 0 044-FLIP Rooftop Equip 1,526 41,318 0 0 0 390-FLIP ADA Safety Roof 1,367,487 2,240,467 0 0 0 646-FLIP Rooftop Equip 0 9,969 0 0 0 273-Replace Roof Parapet 82,451 174,367 0 0 0 561-Reno 1420 Willow Pass 415 14,824 0 0 0 755-MV MHPUR to Suite D1 4,433 594,502 0 0 0 755-MV HMLS Admn to Suite D 4,136 541,301 0 0 0 County Summary Information County of Contra Costa FY 2019-2020 Recommended Budget 521 EXPENDITURES BY TYPE All County Funds Account Name 2016-17 Actuals 2017-18 Actuals 2018-19 Budget 2019-20 Recommended 2019-20 Change 273-Replace 3 Chillers 23,042 561,636 0 0 0 010-Reno M Module 1,175 7,428 0 0 0 244-Roof Repair 388,881 0 0 0 0 390-WCDF Jail Expansion 1,239 1,062,207 0 0 0 Remodel 651 Pine 7th/11th 1,760 160 0 0 0 004 Ext Renovation 625 Court 3,299,378 225,114 0 0 0 010-1000 Ward-Replacement Boiler 910,981 0 0 0 0 614-1275A Hall Ave T/I 0 27,098 0 0 0 Cap Facilities Masterplan 58,779 40,006 80,000 0 (80,000) Various Alterations 331,668 22,529 0 0 0 275-FLIP HVAC & Generator 0 160,701 0 0 0 010-FLIP Repair Roof 0 2,324,134 0 0 0 029-FLIP Repair Roof 0 481,110 0 0 0 129-FLIP Chiller Replace 0 300 0 0 0 130-FLIP Rooftop Equip 0 7,314 0 0 0 274-FLIP Repair Roof 0 401,712 0 0 0 634-FLIP Repair Roof 0 519,150 0 0 0 390-FLIP Replace Refrigerator 0 877,615 0 0 0 676-FLIP Repair Roof 0 48,082 0 0 0 010-MDF Intk Control Redesign 0 34 0 0 0 004-FLIP HVAC Repair 0 91,649 0 0 0 754-TI AG UCCE 2380 Bisso 0 1,501,949 0 0 0 140-Replace Roof 0 277,879 0 0 0 Remodel Courthouse Mtz (F/DA-C) 0 683,096 0 0 0 458-Replace Roof Library 0 167,694 0 0 0 010-Intake Visit Rooms 0 442 0 0 0 000-Prkg Lot Solar Panels 0 376,732 1,800,000 0 (1,800,000) 044-Console Remodel Juvenile Hall 0 37,523 0 0 0 041-HSD Mobile Clinic Lot 0 182,076 0 0 0 041-Sheriff Parking Lot 0 90,338 0 0 0 041-Building Improvements 0 26,653 0 0 0 041-Yard Paving 0 18,062 0 0 0 Human Resources Remodel 1,440 0 0 0 0 004-625 Court-DoIT Rewire 90 695 0 0 0 Various Roof 0 352,228 0 0 0 Various Improvements 54,464 219,863 0 0 0 R-Rep Solar Proj-7 Sites 29,734 28,271 0 0 0 390 WCDF Upgrade Electronic Sys 4,330,228 90,119 0 0 0 County Summary Information 522 County of Contra Costa FY 2019-2020 Recommended Budget EXPENDITURES BY TYPE All County Funds Account Name 2016-17 Actuals 2017-18 Actuals 2018-19 Budget 2019-20 Recommended 2019-20 Change 390-WCDF-Romodel Visit Center 291,769 11,958 0 0 0 FLIP-270-3811 Bissel-FS01 0 70 0 0 0 FLIP-158-2099 Arnold-FS02 10,257 0 0 0 0 FLIP-115-2290 WPass-FS03 0 70 0 0 0 FLIP-390-5555 Giant-IS05 246,641 0 0 0 0 182FS01-12000 Marsh Creek 342,957 100 0 0 0 DP Building Cntr 30 Douglas 0 6,492 0 0 0 40 Muir-Building Remodel/Occupancy 174 60,551 1,000,000 0 (1,000,000) 230 Hookston-Landscaping 371,524 21,683 25,000 25,000 0 564 Move Records to Summit 360 0 0 0 0 Sheriff's Facilities Imps 1,080,956 68,102 588,000 0 (588,000) Clerk/Recorder/Elections New Facility 0 14,378 0 0 0 Undesignated Cap Projects 0 0 17,550,000 17,550,000 0 564-2530 Arnold-Remodel #300 700 0 0 0 0 555-2500 Alhambra-Cnvrt Ed Rooms 2,149,147 1,475,092 0 0 0 564-Remodel Suite #350 HSD 4,603 0 0 0 0 201 Replace Kit Drainage 107,540 27,459 0 0 0 555-Redesign Pharmacy 152,620 710,926 646,067 0 (646,067) LMCH Ambulatory Care Clinic 66,555 4,648 0 0 0 Hospital-I and J Ward A/C 2,435,160 134,449 0 0 0 Fees Study - Remodel HS Clinic 418,965 0 0 0 0 Pathology Lab Remodel 465,534 0 0 0 0 RHC - Carpet 823,138 319,901 0 3,000,000 3,000,000 3505 Lonetree Steet 1 Imps 168,987 163,853 0 617,160 617,160 201-Joint Communication Repairs 217,273 0 0 0 0 663-Remdl Add Clinic Space 204,329 0 0 0 0 550-TI Move Him & Parking 179,250 246,522 0 0 0 756-TI HSD 2380 Bisso B 0 96,153 0 14,000 14,000 Sidewalk Repairs-Hospital-Mtz 0 377,411 0 589 589 756-Construct Data Center 0 0 0 16,000 16,000 BFA AIP24 ARFF Building Design 0 0 0 187,500 187,500 BFA AIP25 14L/32R Reconstruction 0 0 0 3,726,316 3,726,316 BFA Master Plan Study Prj#13 0 0 562,500 550,000 (12,500) Miscellaneous Equipment 670,883 549,167 1,432,577 1,432,577 0 Office Equip & Furniture 3,972,559 5,303,079 3,035,395 3,145,652 110,257 Institutional Equip & Furniture 151,399 104,924 260,955 109,705 (151,250) Autos and Trucks 1,502,276 1,499,619 5,546,420 5,817,752 271,332 Medical & Lab Equipment 3,629,389 1,075,269 3,880,830 6,958,282 3,077,452 Radio & Communication Equip 594,410 827,396 704,912 704,912 0 County Summary Information County of Contra Costa FY 2019-2020 Recommended Budget 523 EXPENDITURES BY TYPE All County Funds Account Name 2016-17 Actuals 2017-18 Actuals 2018-19 Budget 2019-20 Recommended 2019-20 Change Tools & Sundry Equipment 144,714 106,169 292,000 277,000 (15,000) Heavy Construction Equipment 20,064 0 0 0 0 Capitalized Software 282,321 287,132 343,000 300,000 (43,000) Fixed Asset Adjustment Year-End (11,873,272) (5,836,581) 0 0 0 Fixed Assets 29,535,790 42,071,332 67,747,656 44,432,445 (23,315,211) Reimbursements-Gov/Government 277,144,158 280,524,656 334,489,841 333,748,981 (740,860) Reimbursements-Gov/Enterprise 263,642 252,786 312,487 355,042 42,555 Reimbursements-Ent/Enterprise 0 0 2,000 2,000 0 Intrafund-Trans-Gov/Government 11,593,411 17,791,617 8,213,013 16,067,962 7,854,949 Transfers-Gov/Enterprise 4,607 985,971 1,609,330 1,377,805 (231,525) Intrafund-Trans-Salaries (269,490) (34,532) (2,554,958) (5,964,489) (3,409,531) Intrafund-Trans-Services (127,259,050) (151,619,644) (155,822,606) (166,190,289) (10,367,683) Intrafund-Trans-Fixed Assets (1,055,174) (1,473,972) (1,243,041) (1,340,845) (97,804) Expenditure Transfers 160,422,105 146,426,883 185,006,066 178,056,166 (6,949,900) Appropriation For Contingencies 0 0 8,000,000 10,000,000 2,000,000 Provisions For Contingencies 0 0 8,000,000 10,000,000 2,000,000 TOTAL EXPENDITURES 3,274,513,881 3,468,739,798 3,686,674,115 3,698,497,000 11,822,885 County Summary Information 524 County of Contra Costa FY 2019-2020 Recommended Budget CHANGES IN PROJECTED FUND BALANCE Major Governmental Funds (in thousands) Fund balance represents unconstrained resources or other liquid/cash convertible assets in excess of fund liabilities. For budgetary purposes, this represents the sum of over-realized or unanticipated revenues and unspent appropriations or reserves at the end of each fiscal year. The County Administrator’s Office reviews variances in projected fund balances each year over or under 10%. Presented in the table above are the County’s Major Governmental Funds individually (General Fund and CCC Fire Protection District Special Revenue Fund), all other Non-Major Funds in the aggregate, and the total Governmental Fund balance. The County’s General Fund had a FY 2018-19 beginning fund balance of $495.2 million, which represented 12.5% growth over the previous year. Note that there was a reassignment at the conclusion of the 2017-18 fiscal year that impacted the Assigned and Unassigned categories. Revenues rebounded strongly recently especially due to property taxes and taxes in lieu of sales and use tax. Intergovernmental revenue increased due to increases in state aid for mandated expenses, realignment taxes, and public safety services. Charges for services increased as well, due to an increase in candidate filing fees, building maintenance fees, fees, Mental Health Medi- Cal claims, and contracted law enforcement services. During this same time, expenditures increased as well, but not as much as revenues, due in part to a high number of vacant positions that continued to produce significant expenditure savings. Fund balance is expected to remain Ending Ending Ending Ending Projected Fund Balance Fund Balance Fund Balance Fund Balance % Fund Balance % June 30, 2015 June 30, 2016 June 30, 2017 June 30, 2018 Change June 30, 2019 Change GENERAL FUND (Major Fund) Nonspendable 10,764 9,807 7,501 8,997 19.9% 8,997 0.0% Restricted 9,013 9,869 8,233 30,035 264.8% 30,035 0.0% Committed 1,508 1,440 1,440 1,398 -2.9% 1,398 0.0% Assigned 94,169 116,089 123,302 199,972 62.2% 169,972 -15.0% Unassigned 179,883 232,953 299,837 254,848 -15.0%267,348 4.9% Total 295,337 370,158 440,313 495,250 12.5%477,750 -3.5% CCC Fire Protection District Special Revenue Nonspendable 1,863 1,920 843 1,582 87.7% 1,582 0.0% Restricted 661 5,285 6,592 14,270 116.5% 14,270 0.0% Committed - - - - - Assigned 31,923 31,725 53,348 59,757 12.0% 59,757 0.0% Unassigned - - - - - Total 34,447 38,930 60,783 75,609 24.4%75,609 0.0% All Other Non-Major Governmental Funds in the Aggregate Nonspendable 3,085 3,823 4,111 4,549 10.7% 4,549 0.0% Restricted 395,188 389,353 502,496 480,607 -4.4% 480,607 0.0% Committed 342 341 342 342 0.0%342 0.0% Assigned 33,340 40,026 56,144 90,591 61.4% 90,591 0.0% Unassigned - - (5,788) (4,521) -21.9%(4,521) 0.0% Total 431,955 433,543 557,305 571,568 2.6%571,568 0.0% Total Governmental Funds Nonspendable 15,712 15,550 12,455 15,128 21.5% 15,128 0.0% Restricted 404,862 404,507 517,321 524,912 1.5% 524,912 0.0% Committed 1,850 1,781 1,782 1,740 -2.4% 1,740 0.0% Assigned 159,432 187,840 232,794 350,320 50.5% 320,320 -8.6% Unassigned 179,883 232,953 294,049 250,327 -14.9%262,827 5.0% Total 761,739 842,631 1,058,401 1,142,427 7.9%1,124,927 -1.5% County Summary Information County of Contra Costa FY 2019-2020 Recommended Budget 525 CHANGES IN PROJECTED FUND BALANCE (continued) relatively flat in FY 2018-19 as labor negotiations produced higher than anticipated salaries and benefits, which in turn will allow the County to attract and retain a larger skilled labor force. The projected decrease in Assigned balance of 15.0% is due to a $30 million transfer out for capital projects, the increase in Unassigned balance is for the $2.5 million from the West Contra Costa Healthcare District’s reallocation of property tax revenue through an exchange agreement and $10 million in budgeted contingency reserves. It is anticipated that FY 2019-20 will have no growth in reserves. The CCC Fire Protection District’s Special Revenue Fund provides fire and emergency medical services to nine cities and certain unincorporated areas in the County. The District’s fund balance increased by $14.8 million during FY 2017-18 and had a FY 2018-19 beginning fund balance of $75.6 million, which represented 24.4% growth over the previous year. An increase in tax revenues from continued slight improvement in the housing market allowed a rise in assessed valuations of real property resulting in an increase in property tax. Fund balance is expected to grow slightly in FY 2019-20 for the same reasons. It should be noted that our computation of restricted/committed /assigned for special revenue funds is revenue based. The level of constraint for the use of the revenue determines into which category of fund balance the revenue is categorized. Since the District does not have a formal spending plan, the expenditures are allocated in the following order: restricted, committed, assigned, unassigned. The composition of funds included in the Non-Major Governmental Funds changed in the recent past due to the reclassification of the Health and Sanitation Special Revenue Fund from major to non-major. Of the $571.5 million in Non-Major fund balance, $463.1 is in Special Revenue Funds, $105.9 million in Debt Service Funds, $747,000 in Capital Project Funds, and $1.8 million in the Permanent Fund. Growth was 2.6% compared to 28.5% in FY 2016-17 (due to significant growth in debt service funds). Components of Fund Balance Non-spendable (inherently non-spendable) - Portion of net resources that cannot be spent because of their form - Portion of net resources that cannot be spent because they must be maintained intact Restricted (externally enforceable limitations on use) - Limitations imposed by creditors, grantors, contributors, or laws and regulations of other - Limitations imposed by law through constitutional provisions or enabling legislations Committed (self-imposed limitations set in place prior to the end of the period) - Limitations imposed at highest level of decision making that requires formal action at the same level Assigned (limitation resulting from intended use) - Intended use established by highest level of decision making - Intended use established by body designated for that purpose Unassigned (residual net resources) - Total fund balance in excess of non-spendable, restricted, committed, and assigned fund balance - Excess of non-spendable, restricted, and committed fund balance over total fund balance County Summary Information 526 County of Contra Costa FY 2019-2020 Recommended Budget CHANGES IN NET POSITION Proprietary Funds (in thousands) Propriety Funds: For reporting purposes propriety funds utilize “net position” instead of fund balance. Net position is broken down into the following categories: Net Investment in Capital Assets; Restricted; and Unrestricted. Currently, there is no restricted net position in the proprietary funds. Major Propriety Funds: The County’s major proprietary funds are the County Hospital and HMO Enterprise Funds. Non-Major Propriety Funds: The County’s non-major propriety funds are the Airport; Sheriff Law Enforcement Training Center; Child Care Enterprise; HMO Commercial Plan; and Major Risk Medical Insurance Enterprise Funds. Internal Service Funds: The County’s Internal Service Funds are Fleet Services; Employee Dental Insurance; Long-Term Disability Insurance; Workers’ Compensation Insurance County General: Workers’ Compensation Insurance Fire Protection; Automotive Liability Insurance; Public Liability Insurance; State Unemployment Insurance; Medical Liability Insurance; and Special District Property Insurance. Ending Ending Ending Projected Position Position Position % Position % June 30, 2016 June 30, 2017 June 30, 2018 Change June 30, 2019 Change County Hospital Net Investment in Capital Assets 42,044 58,557 63,379 98.2% 63,379 0.0% Unrestricted (159,806) (168,713) (131,903)-28.0% (131,903)0.0% Total (117,762) (110,156) (68,524) -54.7%(68,524) 0.0% HMO Medi-Cal Net Investment in Capital Assets - - - 0.0% Unrestricted 42,301 45,132 69,236 170.4% 69,236 0.0% Total 42,301 45,132 69,236 170.4%69,236 0.0% Nonmajor Net Investment in Capital Assets 18,451 19,296 18,516 11.6% 18,516 0.0% Unrestricted 5,715 8,809 12,058 9.3% 12,058 0.0% Total 24,166 28,105 30,574 10.7%30,574 0.0% Total Net Investment in Capital Assets 60,495 77,853 81,892 68.6% 81,892 0.0% Unrestricted (111,790) (114,772) (50,609) -65.5% (50,609) 0.0% Total (51,295) (36,919) 31,283 -131.9%31,283 0.0% Internal Service Net Investment in Capital Assets 8,273 8,681 7,814 -0.6% 7,814 0.0% Unrestricted (11,619) (1,433) 5,123 -132.8% 5,123 0.0% Total (3,346) 7,248 12,937 -267.1%12,937 0.0% Grand Total (54,641) (29,671) 44,220 -141.8%44,220 0.0% County Summary Information County of Contra Costa FY 2019-2020 Recommended Budget 527 CAPITAL IMPROVEMENT PLAN The County policy for capital asset accounting and budgeting conforms to State definitions and regulations as set forth in the manual of Accounting Procedures for Counties and reflects current values. The policy establishes the basis for financial classification. Capital assets are assets of significant value having a utility that extends beyond the current year. An improvement is replacement of a component part of a capital asset by an improved or superior part, an addition of new parts, or an alteration or a structural change to a capital asset that results in a functional improvement over its original state that materially adds to the value of the asset or appreciably extends its life. Land improvements enhance the value of land itself (such as grading or ditching for drainage). Ground improvements add other items to the basic land. Examples of grounds improvements are lawns, trees and shrubs, sprinkler systems, and paving. The following capital assets are to be capitalized and individually budgeted and controlled: Land. All land acquisitions and land improvements, without regard to cost. Structures and Improvements. Permanent structures costing $100,000 or more; additions, structural betterments and ground improvements that cost $100,000 or more. Equipment. Equipment includes movable personal property with a unit cost of $5,000 or more, including sales tax, and delivery and installation charges; additions to capitalized equipment costing $5,000 or more per item. Infrastructure. Infrastructure assets are long-lived assets that normally are stationary in nature and can be preserved for a significantly greater number of years than other capital assets; infrastructure assets include roads, bridges, tunnels, drainage systems, water and sewer systems, dams, and lighting systems. Intangibles. Intangible assets lack physical substance, have a non-financial nature, and have a useful life that extends beyond a single reporting period; examples of intangible assets include: easements, water rights, timber rights, patents, trademarks, and computer software, including internally generated software. Capitalization thresholds for intangible assets are as follows: $100,000 for all intangible assets acquired after June 30, 2009 – excluding internally developed or modified software and other internally developed intangibles. $1,000,000 for all internally developed intangible assets acquired after June 30, 2009. $1,000,000 for retroactive reported intangible assets. Per Budget Policy, the FY 2019-20 budget process again includes strategic planning and financing elements for facilities renewal and new construction projects (short and long term capital budgets) and a comprehensive management program for the County’s general government real estate relative to acquisition, use, disposition and maintenance. This element includes funding decisions for maintaining the County’s facility assets, allowing the Board of Supervisors to weigh competing funding decisions using credible information. County Summary Information 528 County of Contra Costa FY 2019-2020 Recommended Budget CAPITAL IMPROVEMENT PLAN The Capital Improvement budget narrative can be found beginning on Page 69 in the Departmental Budget Summary section of this document. It includes a recommended budget for Minor Capital Improvements of $1.5 million, which is available for minor improvements and deferred maintenance when there is no other funding available; $12.55 million for Facilities Lifecycle Improvements, which reflects the amount allocated to deferred facilities maintenance ($2.55 million) and capital renewal from the County’s Tax Losses Reserve ($10.0 million); and also includes funding for the Plant Acquisition cost center, an allocation of general purpose revenue in the amount of $5 million, intended as an on-going resource for construction and repair of County facilities. The monies are intended for capital projects and/or debt service on the borrowing for the new Administration Building and new Emergency Operations Center (EOC)/Public Safety building program. The County is currently in contract for the development of a comprehensive Capital Improvement Plan (CIP). As work is performed on the CIP and the multi-year capital plan is established, the County will develop a more sophisticated/improved method to implement and monitor the capital budget. The focus will be: •Capital Planning Policies •Master Plans and Capital Improvement Planning •Multi-Year Capital Planning •Capital Asset Management •Communicating Capital Improvement Strategies •Capital Project Monitoring and Reporting •Presenting the Capital Budget in the Operating Budget Document In FY 2019-20, the County will substantially complete construction of two significant capital projects, a new 72,000 square foot administration building to replace the existing 651 Pine Street facility and a new 38,0000 square foot emergency operation center and administration building for the Sheriff. Figure 1 New EOC and Sheriff's Admin Building County Summary Information County of Contra Costa FY 2019-2020 Recommended Budget 529 CAPITAL IMPROVEMENT PLAN On January 29, 2019, the County Board of Supervisors received a capital improvement plan update along with a report on the progress of construction of the County’s emergency operation center and the County administration building. Figure 2 County Administration Building At the March 20, 2018, meeting the Board awarded a design/build contract to begin construction of the two buildings. Construction is on schedule to be substantially completed in April of 2020. Active construction began in FY 2018-19 and will continue through most of FY 2019-20. The funding for these facilities is identified in the General County Building Occupancy write up on page 169. Figure 3 New EOC and Sheriff’s Administration County Summary Information 530 County of Contra Costa FY 2019-2020 Recommended Budget CAPITAL IMPROVEMENT PLAN In addition to these two major projects, the County will continue the design and planning for another capital project the West County Re-Entry, Treatment and Replacement Housing Project (WRTH). This project will partially replace space in the older Martinez Detention Facility while increasing the capacity to treat detainees with mental health issues in a more appropriate setting. No expansion of the total number of detainee beds is planned. This will reduce the number of detainees at the Martinez facility allowing that facility to prolong its useful life. The total project is budgeted at $95 million dollars made up of a grant from the State of California for $70 million and a $25 million match from the County (appropriated in FY 2017-18). Design approval from the State and solicitation and selection of a contractor will be the main project activities during FY 2019-20. The County’s investment in capital assets for its governmental and business-type activities as of June 30, 2018, was $1,082,885,000 (net of accumulated depreciation). The investment in capital assets includes land, buildings and systems, improvements, machinery and equipment, software, park facilities, roads, highways, drainage systems, and bridges. The County’s total investment in net capital assets for fiscal year 2018-2019 increased by 2.8% (a 4.0% increase for governmental activities and a 3.0% decrease for business-type activities). During FY 2017-18, the County’s capital acquisitions exceeded retirement of capital assets and depreciation expense. The major activity of capital assets for governmental activities was: Equipment $11.294 million, Building and improvements $13.512 million, and Construction in progress $50.701 million. It should be noted that the County currently has over $200 million in deferred maintenance projects. The projects are addressed on the basis of need. As buildings are repaired, replaced or sold, significant maintenance is eliminated. Replacement of the administration building at 651 Pine Street, for instance, will eliminate almost $25 million in deferred maintenance. The following table identifies planned significant non-recurring General Fund capital expenditures for FY 2019- 20. The difference between the total of $9.73 million listed below and the $12.55 million budgeted under Facilities Lifecycle Improvement (Page 70) is for contingency/unanticipated projects. Department Address Description of Work Grand Total Animal Services 4800 Imhoff, Martinez Interior and Exterior Painting $600,000 Animal Services 4800 Imhoff, Martinez Flooring $400,000 Animal Services 4800 Imhoff, Martinez Parking Lot and Dog Run $1,000,000 Animal Services 910 San Pablo Ave, Pinole Bathroom Remodel $293,000 Animal Services 910 San Pablo Ave, Pinole ADA Counter in Lobby $285,000 General Fund Facilities Various Parking Lot Assessments $150,000 Sheriff (Detention Facility) 1000 Ward, Martinez Flooring $2,500,000 Sheriff (Detention Facility) 1000 Ward, Martinez Plumbing $3,500,000 Various Departments 10 Douglas, Martinez Parking Lot Repairs/Resurfacing $500,000 Various Departments 50 Douglas, Martinez Parking Lot Repairs/Resurfacing $500,000 Grand Total $9,728,000 County Summary Information County of Contra Costa FY 2019-2020 Recommended Budget 531 CAPITAL IMPROVEMENT PLAN The Public Works Department has been developing a reliable, comprehensive facility asset management database and strategic plan for managing the County facility inventory over the last two years. These efforts have provided reliable data that we are using to recommend strategies for the operation, maintenance and administration of County facilities. The following summary of the strategy and objectives includes the current status and goals of this on-going effort: 1. Strategy. Support the County’s Real Estate Asset Management Plan and develop a Strategic Facilities Asset Management Plan. Integrate divisions involved in Asset Management (Real Estate, Capital Projects, Facilities Services and Finance). While refinement and additions continue to take place to the asset data, Public Works has used the updated, standardized data to assist in making modifications, updates and recommendations for capital project work on County facilities. 2. Reporting. Improved and refined quarterly reporting of capital projects to the Finance Committee to include data on the status of Facility Lifecycle Investment Program (FLIP) projects and potential underutilized (surplus) property. Data is now readily available that previously required considerable research. Cross functional teams have been established to ensure this information is kept current, reliable and manageable for use by all staff involved in facility asset management. The accuracy and details of this data is critical in making decisions and in developing strategic plans for facility infrastructure. These improvements allow decision makers to see a more complete picture on data related to County facilities. 3. Objectives. Four primary business objectives for asset information management were identified and the first two have been achieved (converting paper based information into digital format and standardizing data for consistency). The focus is now on establishing asset management metrics (objective #3), and developing an interface for use by staff so the data can be used to make recommendations and set strategic planning efforts (objective #4). In 2007 the County completed an assessment of County owned buildings to determine the general condition of the buildings. This assessment served as the basis for the Facility Lifecycle Improvement Program. Deferred maintenance and capital renewal needs were analyzed and a proposed project list was developed. Given significant funding constraints as a result of the economic downturn, no deferred maintenance was funded until FY 2012-13. An updated assessment of buildings was completed in 2015. The County anticipates there will be continued progress in FY 2019-20 on the implementation of the Facilities Asset Management Plan. The County is developing software to bring fiscal, personnel and facilities information together in a graphical interface to help improve decision making on budgeting and targeting appropriate maintenance strategies for improving the County’s assets. County Summary Information 532 County of Contra Costa FY 2019-2020 Recommended Budget County Summary Information County of Contra Costa FY 2019-2020 Recommended Budget 533 CURRENT DEBT POSITION The most recent Debt Report was issued by the Debt Affordability Advisory Committee on March 1, 2019. Information on the current Debt Position of the County follows: Outstanding Debt. As of June 30, 2018, the County had a total of $447.584 million of outstanding Pension Obligation Bonds (POBs) and Lease Revenue Bonds (LRBs)/Lease Revenue Obligations (together the LRBs). As of June 30 for each year the total amount of County outstanding POBs and LRBs was $506.98 million (2017); $456.8 million (2016); $489.4 million (2015); $532.7 million (2014); $606.1 million (2013); $634.3 million (2012); $717.9 million (2011); and $729.6 million (2010). The County’s entire debt portfolio is comprised of fixed-rate debt issues. The County Debt Management Policy permits variable rate financial products such as variable rate demand obligations (VRDOs) only under special circumstances and does not presently permit derivatives such as swaps at any time. Even prior to the implementation of its formal Debt Management Policy, the County took a conservative approach to its debt portfolio and had issued only fixed rate debt. This continued approach shields the County from the various risks associated with derivative instruments ensuring a level of certainty in long term financial and capital project planning. It should be noted that POBs are taxable securities whereas the majority of the County’s Lease Revenue Bonds are tax-exempt securities. The exceptions are the 2010 Series A-2 and A-3 bonds, which were issued as Build America Bonds (BABs) and Recovery Zone Economic Development Bonds (RZEDBs), and are taxable, but receive a federal subsidy to offset a portion of the taxable interest on the bonds. Thus, the True Interest Costs (TIC) for the taxable POBs and LRBs are generally higher than those for tax-exempt LRBs. A detailed, audited list of outstanding lease revenue and pension obligation bonds as of June 30, 2018 is shown below. County of Contra Costa (County Only) Outstanding Lease Revenue and Pension Obligation Bonds and True Interest Cost (as of June 30, 2018) ($ in thousands) Bond Issues Date of Issue Final Maturity Date Principal Amount Issued Outstanding Principal True Interest Cost (%) Lease Revenue Bond and Obligation Issues (LRBs and LROs): 2010 Series A-1 (Capital Project I – Tax Exempt) 11/16/10 06/01/20 6,790 2,120 4.15%1 2010 Series A-2 (Capital Project I – Taxable BABs) 11/16/10 06/01/30 13,130 13,130 4.15%1 2010 Series A-3 (Capital Project I – Taxable RZBs) 11/16/10 06/01/40 20,700 20,700 4.15%1 2010 Series B (Refunding) 11/16/10 06/01/25 17,435 9,975 3.84% 2012 Lease Revenue Obligations 11/11/12 06/01/27 13,102 8,975 2.68% 2015 Series A (Refunding and Capital Projects) 08/25/15 06/01/35 19,055 16,945 3.18% 2015 Series B (Refunding and Capital Projects) 08/25/15 06/01/28 52,060 43,300 2.40% 2017 Series A (Refunding and Capital Projects) 03/03/17 06/01/27 99,810 81,890 2.33% 2017 Series B (Capital Projects) 05/26/17 06/01/32 100,285 94,675 2.39% Total LRBs and LROs $342,367 $291,704 Pension Obligation Bond Issues (POBs): Series 2003 A (Taxable) 05/01/03 06/01/22 322,710 155,880 5.36% Total POBs $322,710 $155,880 Grand Total $665,077 $447,584 1.The yield shown is the blended TIC for all three indicated series, net of the receipt of federal subsidies of interest cost. County Summary Information 534 County of Contra Costa FY 2019-2020 Recommended Budget CURRENT DEBT POSITION Bonded Debt Limitation and Assessed Valuation Growth. The statutory debt limitation for counties is 5% of assessed valuation (pursuant to Government Code Section 29909), but it is actually 1.25% of assessed valuation pursuant to the California Constitution, which requires taxable property to be assessed at full cash value rather than ¼ of that value prior to the implementation of Proposition 13. For FY 2017-18, the County’s total assessed valuation base was $202.4 billion and the growth rate of total assessed valuation in the County was 5.6%, the sixth fiscal year increase since FY 2008-09. The local portion of total assessed valuation can grow up to the maximum annual rate of 2% allowed under Proposition 13 for existing property plus additional growth from new construction and the sale and exchange of property. The annual growth rate in assessed valuation averaged 9.2% over the last 25 years and averaged 7.0% over the past 5 years. Assessed valuation fell by a cumulative 9.3% from its peak in FY 2008-09 to its trough in FY 2011- 12 as a result of the impacts from the Great Recession on the County’s economy. Assessed valuation has stabilized and continues to grow. Subsequent to the reporting period of June 30, 2018, total assessed valuation grew by 6.1% for FY 2018-19. The net assessed value of taxable property was $196.39 billion ($202.4 billion gross), resulting in a statutory bonded debt limitation of $9.8 billion (calculated by taking 5% of the assessed value of taxable property) and a California Constitution limit of $2.45 billion. This limit applies to all County-controlled agencies, including the County General and Enterprise Funds, Successor Agency, Housing Authority and Special Districts. For technical auditing purposes, only Pension Obligation Bonds and Tax Allocation Bonds (TABs) are counted as “general obligation bonded debt” even though neither form of debt requires voter approval; lease revenue bonded debt and assessment district debt are not required to be included. As of June 30, 2018, the County’s outstanding bonded debt was $155.9 million leaving a statutory margin of $9.7 billion and a Constitutional margin of $2.30 billion. Subsequent to this reporting period, taxable property grew to $214.9 billion for the current fiscal year, resulting in an increased bonded debt limit. Debt Service Requirement. The County has debt service requirements for outstanding lease revenue and pension obligation bonds that must be provisioned in each fiscal year budget. The following obligations are current as of June 30, 2018. Note that these are County obligations and do not include Special Districts or Successor Agency obligations (also excluded are capital leases). Debt Service Requirements for Outstanding Lease Revenue and Pension Obligation Bonds (As of June 30, 2018) Fiscal Year Ending 6/30 Total Lease Debt Service (1) Total POB Debt Service Total Debt Service 2019 39,008,141 41,821,636 80,829,777 2020 37,582,605 43,600,400 81,183,005 2021 37,577,704 45,452,243 83,029,947 2022 35,067,292 47,382,398 82,449,690 2023 35,045,074 35,045,074 2024 25,031,119 25,031,119 2025 22,824,201 22,824,201 2026 20,446,724 20,446,724 County Summary Information County of Contra Costa FY 2019-2020 Recommended Budget 535 CURRENT DEBT POSITION Fiscal Year Ending 6/30 Total Lease Debt Service (1) Total POB Debt Service Total Debt Service 2027 19,244,912 19,244,912 2028 12,863,233 12,863,233 2029 11,551,472 11,551,472 2030 11,553,281 11,553,281 2031 11,558,786 11,558,786 2032 11,555,508 11,555,508 2033-2040 22,927,947 22,927,947 TOTAL $ 353,837,998 $178,256,677 $ 532,094,674 (1) Excludes capital leases; includes federal subsidy receipts for certain lease revenue bonds (Build America Bonds and Recovery Zone Bonds). Refundings. The County Finance Director monitors market conditions for refunding opportunities that, pursuant to the Debt Management Policy, will produce at least 2% net present value savings for each maturity of bonds refunded and a minimum of 4% overall present value savings. The table below sets forth the amount of savings achieved on refundings undertaken since 2002. A total of $23.3 million of net present value savings were achieved over the remaining terms of bonds refunded since 2002. The majority of those savings came from the refunding of $173 million in lease revenue bonds as part of the plan of finance for the County’s 2015 Series B and 2017 Series A issuances, which resulted in combined net present value savings of $13.7 million. To the extent that Federal and/or State programs offset debt service cost for projects funded with LRBs, the County must share the refunding savings attributable to such projects with the Federal and/or State program. It should be noted that the Tax Cuts and Jobs Act of 2017, which became law in December 2017, has eliminated the ability to advance refund bonds on a tax-exempt basis. The County’s impact from this change is minimal since the vast majority of its debt portfolio had been refunded at historically low interest rates prior to passage of the Act. Lease Revenue Bond Refunding Savings Since 2002 (as of June 30, 2018) Refunding Lease Revenue Bond Issue Amount Refunded ($ millions) Term of the Refunding Bonds Savings ($ millions) Average Annual Savings 2002 Series B $ 25.870 18 years $ 0.85 $ 49,906 2007 Series A (advance refunding) 61.220 21 years 3.83 182,380 2007 Series A (current refunding) 26.815 14 years 0.90 64,286 2007 Series B 112.845 15 years 2.93 195,333 2010 Series B (current refunding) 17.400 15 years 1.10 73,330 2015 Series B (advance & current) 55.995 13 years 4.58 416,893 2017 Series A 117.030 10 years 9.10 1,105,113 Total $417.175 $23.29 $2,087,241 County Summary Information 536 County of Contra Costa FY 2019-2020 Recommended Budget CURRENT DEBT POSITION Pension Obligation Bonds. In addition to the traditional refundings described above, the County issued POBs in 1994, 2001 and 2003 to refinance its then-unfunded actuarial accrued liability (UAAL) with the Contra Costa County Employees’ Retirement Association (CCCERA). When issuing POBs, the County’s objective is to pay a lower interest cost on the POBs than the actuarial interest cost (i.e. the assumed investment rate) charged by CCCERA, thereby producing savings for the County. Unlike traditional refundings where the prior debt service is fixed, the debt service on a UAAL is not necessarily fixed over the term of its amortization; rather, CCCERA’s investment performance and/or a number of actuarial assumptions could change from year to year, which would result in the UAAL changing as well. For purposes of determining debt service “savings” from issuance of POBs, it is typically assumed that the respective UAAL will not change over the term of the bonds so that the debt service savings are calculated as the difference between the amortization of the respective UAAL at the time of issuance of POBs and the debt service on said POBs. For example, in the 2003 POBs, total savings were estimated to be $113.8 million ($73 million on a present value basis) over 19 years for average annual savings of about $6.0 million. The estimated savings reflected the lower interest cost on the bonds (5.36%) versus the 8.35% actuarial interest rate charged by CCCERA at the time, but also assumed CCCERA would earn 8.35% each year over the term of the bonds. The assumed actuarial interest rate has since been lowered (several times) to 7.00% meaning that long-term savings from POBs are also reduced. CCCERA’s net return on market value of assets for the last five calendar years is summarized below: Year Ending December 31 Net Return on Market Value of Assets 2014 7.7% 2015 2.1% 2016 6.9% 2017 13.9% 2018 -2.7% Unless CCCERA’s future performance produces investment returns above the assumed actuarial rate in some years to offset negative or low investment returns in other years, the actual savings from POBs may be zero or negative. To the extent that Federal and/or State programs offset debt service costs for any UAAL, the County shares the savings from the reduced debt service attributable to funding the UAAL with POBs with such Federal and/or State program through reduced pension cost claims. Long Term Credit Rating. Long- term credit ratings provided by a rating agency are an independent assessment of the relative credit risk associated with purchasing and holding a particular bond through its scheduled term of repayment. Long-term credit ratings serve as unbiased opinions of a borrower's financial strength and ability to repay its debt on a timely basis. Long-term credit ratings are one of the most important indicators of creditworthiness readily available to the investment community and have a direct impact on the borrowing rates paid by the County. County Summary Information County of Contra Costa FY 2019-2020 Recommended Budget 537 CURRENT DEBT POSITION In December 2005, Moody’s downgraded the County’s ratings for each type of bond issue by one notch and assigned a Negative outlook to the rating. Prior to that, Standard & Poor’s (S&P) assigned a Negative outlook to the County in November 2005, but did not downgrade the ratings. These rating actions were largely attributable to a four-year trend of reduced fund balances in the General Fund. As of June 30, 2007, both Moody’s and S&P had removed their respective Negative outlooks on the County’s ratings. Citing the County’s improved financial flexibility and reserves, each of the two agencies assigned an outlook of “Stable” to the County’s ratings. In FY 2017-18, S&P upgraded the credit rating on the County’s Pension Obligation Bonds to “AAA” from “AA+”. A table showing the history of the County’s credit ratings is listed below: History of Underlying Long-Term Ratings Since 1995 All Rating Outlooks are "Stable" Unless Otherwise Noted in Footnotes 4 and 5 Implied General Obligation Bond/Issuer Rating Pension Obligation Bond Lease Revenue Bond/Certificates of Participation Notes FY Ending June 30 Moody's S&P Moody's S&P Moody's S&P 1 1995 Aa2 AA A1 AA- A1 A+ 2 1996 Aa2 AA Aa3 AA- A1 A+ 3 2001 Aa2 AA Aa3 AA- A1 AA- 4 2006 Aa3 AA A1 AA- A2 AA- 5 2007 Aa3 AA A1 AA- A2 AA- 6 2010 Aa2 AA Aa3 AA- A1 AA- 7 2013 Aa2 AA A1 AA- A1 AA- 8 2014 Aa2 AAA A1 AA+ A1 AA+ 9 2017 Aa2 AAA A1 AA+ Aa39 AA+ 10 2018 Aa2 AAA A1 AAA Aa3 AA+ 1. Municipal bond insurance policies were purchased to allow the ratings to be increased to Aaa (Moody's) and AAA (S&P) on all or portions of all Lease Revenue Bond/COPs issues since FY 1987-88 and on all or portions of all Pension Obligation Bonds since FY 2000-01. 2.Beginning in 1996, Moody's began to rate pension obligation bonds one notch (rather than the previous two notches) lower than the issuer’s general obligation bond rating. In addition, Moody's replaced their two-notch per tier system (e.g. Aa1, Aa2) with a three notch per tier system (e.g. Aa1, Aa2, Aa3). 3.Beginning in 2001, S&P began to rate lease obligations one notch (rather than the previous two notches) lower than the issuer’s general obligation bond rating. 4.S&P assigned an outlook of "Negative" to the County in November 2005. On December 1, 2005, Moody's downgraded the County one notch and changed the outlook to "Negative". 5. Moody's assigned an outlook of "Stable" to the County in November 2006. In February 2007, S&P changed the outlook to “Stable”. 6. The changes in Moody's ratings reflect the recalibration of ratings completed by Moody's in April 2010. 7.February 20, 2013 Moody’s downgraded the County’s Pension Obligation Bonds to A1 with a “Stable” outlook. 8. December 19, 2013, S&P upgraded the County’s ratings for each type of debt. 9. October 6, 2016, Moody’s upgraded the County’s LRB rating to Aa3. 10. February 23, 2018, Standard & Poor’s Global upgraded the County’s Pension Obligation Bonds from AA+ to AAA. County Summary Information 538 County of Contra Costa FY 2019-2020 Recommended Budget PERFORMANCE MEASUREMENT PROGRAM As part of its long-term planning strategy, Contra Costa County began including its performance measurement program in the annual budget process in FY 2011-12. As a component of the annual budget preparation, each department updates its Performance Report that includes the following sections: Department Mission, Mandate or Goal Major Program Descriptions Accomplishments Challenges Performance Indicators Performance report information is included in departmental summaries in the Recommended Budget. Additionally, all department Performance Reports are posted on the County’s website. To further develop its performance measurement program, Contra Costa County became involved with the Bay Area Regional Benchmarking Project (Project BARB). Project participants included nine San Francisco Bay Area counties: Alameda, Contra Costa, Marin, Napa, San Francisco, San Mateo, Santa Clara, Solano and Sonoma. The intent of Project BARB was to provide regional data than can be used by participating jurisdictions to learn from each other, evaluate performance, improve management practices and inform goal-setting. For several years, Contra Costa County staff actively participated in Project BARB work until the Project ceased operating. We continue to research and evaluate performance measures/management programs, including best practices offered by the Government Finance Officer Association, to more fully integrate our Performance Measurement Program into the budget process. Appendix AppendixCounty of Contra Costa Countywide Program Modification List County of Contra Costa FY 2019-2020 Recommended Budget 539 Order Reference to Mand/Disc List Program Name Services FTE Net County Cost Impact Impact Agriculture 1 3 Weights and Measures Canine inspection program (1.0) (100,729) Eliminate one position in canine inspection, which will reduce inspections. 2 2 Agriculture Canine inspection program 0.0 (173,417) Decrease revenue due to contract reductions for one Canine handler. 3 2 Agriculture Apple Maggot program 0.0 100 Increase revenue for Apple Maggot Trapping contract. Total (1.0) 72,588 Assessor 1 1-4 All divisions Salaries and Benefits 0 (740,736) Increase Vacancy Factor - may require the department to manage the filling of staff vacancies. Total Vacancy Factor is $1.76 million. Total 0.0 (740,736) Auditor-Controller 1 1-6 All divisions Salaries and Benefits 0 (291,849) Establish Vacancy Factor - will require the department to manage the filling of staff vacancies. Total 0.0 (291,849) Board of Supervisors 1 4 Merit Board Salaries and Benefits (1.0) (44,254) Abolish one vacant part- time (20/40) Clerk Experienced Level position. Total (1.0) (44,254) Child Support Services 1 1 Child Support Services State Revenue 0.0 1,451,768 Increase revenue due to a new allocation formula to be implemented by the State. 2 1 Child Support Services Proposed new Enforcement Team Supervisor 1.0 148,161 Add one Child Support Supervisor to oversee the proposed Enforcement Team, funded by additional State revenues anticipated in FY 2019/20. Countywide Program Modification List 540 County of Contra Costa FY 2019-2020 Recommended Budget Order Reference to Mand/Disc List Program Name Services FTE Net County Cost Impact Impact 3 1 Child Support Services Proposed new Enforcement Team 8.0 799,323 Add two Child Support Specialist I, five Child Support Specialist II, and one Child Support Specialist III positions, to support the proposed Enforcement Team, funded by additional State revenues anticipated in FY 2019/20. Total 9.0 (504,284) Child Support Fud County Administrator 1 3 CCTV Salaries and Benefits 1.0 113,100 Add 1 Community & Media Relations Specialist. 2 3 CCTV Revenue 0.0 113,100 Increase Charges for Service revenue. Total 1.0 0 District Attorney 1 1 Mainline Prosecution Establish Vacancy Factor 0.0 (615,000) Establish Vacancy Factor - equivalent to 4 clerical positions and one Deputy District Attorney. 2 7 Public Assistance Fraud Decrease staff (0.5) (112,683) Eliminate vacant part-time Deputy District Attorney position. 3 6 AB 109 Increase Staff and program costs 1.5 174,940 Add a Neighborhood Court director and a part-time clerical position funded by AB 109. 4 6 AB 109 Revenue 0.0 174,940 Add AB 109 funding for Neighborhood Court director and a part-time clerical position. Total 1.0 (727,683) Countywide Program Modification List County of Contra Costa FY 2019-2020 Recommended Budget 541 Order Reference to Mand/Disc List Program Name Services FTE Net County Cost Impact Impact Employment and Human Services 1 39 Workforce Services Bureau Re-entry (from incarceration) population public benefits assistance 1.0 106,966 Add one Social Services Program Assistant to serve as systems expert on ensuring timely access and receipt of public benefits for the re-entry population. This additional position is supported with AB109 funding. 2 39 Workforce Services Bureau Re-entry population public benefits assistance 0.0 37,438 Increase appropriations for operating costs related to adding one position supporting the re-entry population (i.e. travel, communications, maintenance, etc.). Additional operating costs supported with AB109 funding. 3 39 Workforce Services Bureau AB109 Revenue 0.0 144,404 Increase revenue to fund one position and operating costs dedicated to assisting the re-entry population in receiving needed public benefits. 1.0 0 Human Resources 1 1 Administration Salaries and Benefits 0.0 (30,000) Eliminate 1 HR Projects Manager and add 1 Administrative Services Officer position. 2 3 Personnel Services Salaries and Benefits (2.0) (280,000) Eliminate 1 HR Supervisor and 1 Clerk-Senior Level position. 3 3 Personnel Services Services and Supplies 0.0 (58,578) Reduce miscellaneous operating costs. Total (2.0) (368,578) Probation Department 1 13 Juvenile Investigation/ Supervision/ Special Services Increase Vacancy Factor 0.0 (69,480) Increase Vacancy Factor - will have a minimal impact on department operations. 2 4 Juvenile Hall Increase Vacancy Factor 0.0 (162,832) Increase Vacancy Factor - will have a minimal impact on department operations. Countywide Program Modification List 542 County of Contra Costa FY 2019-2020 Recommended Budget Order Reference to Mand/Disc List Program Name Services FTE Net County Cost Impact Impact 3 8 Adult Investigation & Supervision Decrease staff (2.0) (297,623) Eliminate two Deputy Probation Officer positions. This will have a minimal impact on department operations. 4 13 Juvenile Investigation/ Supervision/ Special Services Decrease staff (4.0) (756,528) Eliminate four Deputy Probation Officer positions. This will result in higher caseload numbers. 5 14 Field Support Services Decrease staff (1.0) (119,350) Eliminate one clerical position. This will have a minimal impact on department operations. 6 4 Juvenile Hall Decrease staff (9.0) (942,539) Eliminate nine Juvenile Institution Officer positions. The population at the Juvenile Hall is historically low and we expect this will have a minimal impact on department operations. If the population increases, staffing will be reevaluated. 7 5 Orin Allen Youth Rehabilitation Facility Decrease staff (6.0) (672,444) Eliminate five Juvenile Institution Officer positions and one Deputy Probation Officer position. The population at the Ranch is historically low and we expect this will have a minimal impact on department operations. If the population increases, staffing will be reevaluated. 8 4 Juvenile Hall Decrease operating expenses 0.0 (15,218) Reduce funding for operating expenses will require additional operational efficiencies but we expect this will have minimal impact on department operations. Total (22.0) (3,036,014) Public Defender 1 3 Criminal Defense Salaries and Benefits (1.0) (137,266) Eliminate a half-time Deputy Public Defender and a half- time Legal Assistant due to reduced grant funding. 2 3 Criminal Defense Grant Revenue 0.0 (137,266) Reduce MERP grant funding. Countywide Program Modification List County of Contra Costa FY 2019-2020 Recommended Budget 543 Order Reference to Mand/Disc List Program Name Services FTE Net County Cost Impact Impact 3 3 Criminal Defense Salaries and Benefits (2.0) (175,434) Eliminate one Deputy Public Defender and one Legal Assistant for the Failure to Appear (FTA) Program due to reduced DOJ grant funding. This will have no impact on the department as these positions will be funded by AB 109. 4 3 Criminal Defense Grant Revenue 0.0 (175,434) Lost DOJ grant funding. This will have no impact on the department as these positions will be funded by AB 109. 5 4 AB 109 Public Safety Realignment Salaries and Benefits 2.0 175,434 Fund one Deputy Public Defender and one Legal Assistant for the Failure to Appear (FTA) Program lost from DOJ grant (AB 109 funding). 6 4 AB 109 Public Safety Realignment Salaries and Benefits and operating costs 2.0 227,007 Add two Social Worker positions to provide client support as recommended by the Public Protection Committee (AB 109). 7 4 AB 109 Public Safety Realignment AB 109 Funding 0.0 402,441 Increase in operating expense fully offset by additional AB 109 funding recommended by the Community Corrections Partnership and the Public Protection Committee. Total 1.0 0 Public Works 1 1 Public Works Salaries and Benefits 2.0 272,002 Add 1 Administrative Analyst and 1 Senior Land Surveyor 2 1 Public Works Revenue 0.0 272,002 Increased Developer Fees revenue. 3 8 Print & Mail Salaries and Benefits 1.0 78,185 Add 1 Driver Clerk to handle increased requests from County Departments. 4 8 Print & Mail Charge-outs 0.0 78,185 Increase Customer Charges revenue. Total 3.0 0 Countywide Program Modification List 544 County of Contra Costa FY 2019-2020 Recommended Budget Order Reference to Mand/Disc List Program Name Services FTE Net County Cost Impact Impact NON-COUNTY GENERAL FUND PROGRAM MODIFICATIONS Contra Costa County Fire Protection District 1 N/A Operations Fire Prevention 4.0 474,363 Add one (1) Firefighter- Recruit position, one (1) Fire Education Coordinator, and two (2) Building Plan Checker I positions. 2 N/A Operations EMS 3.0 912,528 Add three (3) Fire Captain positions fully offset by charges for services. 3 N/A Operations EMS - Revenues 0.0 912,528 Increase charges for services. Total General Operating Fund 7.0 474,363 4 N/A EMS Transport Fund Administration 1.0 488,431 Add one (1) Medical Director-Exempt position. Total EMS Transport Fund 1.0 488,431 Mandatory/Discretionary Program Listing – By Department County of Contra Costa FY 2019-2020 Recommended Budget 545 Program Service Level Expenditures Funding Source General Fund NCC FTE Support Explanation Agriculture/Weights and Measures 1 Administration M D 2,018,902 0 2,018,902 4.0 No Provides direction and financial control, develop and implement policies and procedures in support of the operations of the department. 2 Agricultural Division M D 3,669,453 3,459,278 210,175 31.6 No Provides enforcement of pesticide use and worker safety regulations; enforcement of quarantine regulations; Certified Farmer’s Market and organic program regulatory over-sight; and performs pest detection, pest management, and pest eradication activities. Provides quality assurance programs involving fruits, nuts, vegetables, eggs, nursery stock, and seed; and assists the public with pest identification and control techniques using environmentally safe integrated pest management practices. 3 Weights and Measures M D 1,066,357 997,722 68,635 7.0 No Provide assurance of fair business practices by performing inspection of all point-of-sale systems (scanners) used in commercial transactions. Provide regulatory services to ensure commercial sales are made in compliance with State laws. Provide protection for consumers by enforcing State laws designed to prevent deceptive packaging and ensure accurate units of measure. Inspect Weighmasters for compliance with State law. Administer exams to for licensing of device service agents. 4 Cooperative Extension D D 202,288 0 202,288 1.0 No Program works with County farmers to assure a sustainable safe, productive, environmentally friendly and economically viable food system; provides educational programs for youth-serving professionals in topics such as positive youth development, civic engagement, and adolescent development; administers the 4-H Youth Development Program, which focuses on science, life skill acquisition and citizenship; and provides research and education on critical nutrition issues including childhood obesity and anemia, especially for low-income families with young children. Animal Services 1 Field Services M D 4,464,574 2,957,500 1,507,074 26.0 No Enforces state laws and County ordinances in the unincorporated area of the County and the cities that have agreements with the County. 2 Center Operations M M 4,006,478 1,984,500 2,021,978 28.0 No Provide temporary husbandry and veterinary care to animals impounded at the County's shelters. 3 Administration Services M D 3,326,568 2,648,000 678,568 20.0 No Provides operational support for the department and includes human resource functions, fiscal management, data management, contract management, and general business operations. Mandatory/Discretionary Program Listing – By Department 546 County of Contra Costa FY 2019-2020 Recommended Budget Program Service Level Expenditures Funding Source General Fund NCC FTE Support Explanation 4 Community Services M D 542,380 250,000 292,380 3.0 No Provides public information, media relations, community education, and managing all aspect of the department's volunteer program. 5 Animal Benefit Fund D D 455,000 455,000 0 0.0 No Provides monetary support for animal health and welfare projects that are not funded by departmental or general County revenue. Assessor 1 Appraisal M D 6,984,784 728,534 6,256,250 47.0 No Secured property appraisal mandated by R&T Code Sections 50-93, 101-2125. 2 Business M D 1,777,945 185,445 1,592,500 12.0 No Unsecured property appraisal mandated by R&T Code Sections 2901-2928.1. 3 Support Services M D 8,345,457 870,457 7,475,000 56.0 Yes Provides clerical support for appraisal and business divisions; exemption processing; drafting and GIS mapping; public service; and information systems support. The GIS function is a countywide system that the office provides support for. R&T Code 75.20. 4 Administrative Services M D 1,034,111 107,861 926,250 7.0 No Functions of Assessor are mandated. Duties of Assessor's Office, however, may be consolidated with Treasurer, or Recorder, or Clerk and Recorder. Special Funds 5 Property Tax Administration Program M D 3,019,512 3,019,512 0 0.0 No Provides funding from the State-County Property Tax Administration Program to be used to improve operations and enhance computer applications and systems. Auditor-Controller 1 Property Tax M D 1,692,069 1,652,619 39,450 9.0 Yes Builds the countywide tax roll and allocates and accounts for property tax apportionment and assessments. Assists in preparing the budget documents for the County and special districts, including monitoring expenditures for budget compliance. Assists in administering the bond programs that greatly enhance the County's financial status. The Division is responsible for a variety of governmental fiscal reports. 2 Payroll M D 2,213,051 1,577,063 635,988 13.0 Yes Processes timely and accurate payroll for all County departments, most fire districts, some special districts, and some non-county regional agencies. Processes demands, purchase orders, and contracts. Mandatory/Discretionary Program Listing – By Department County of Contra Costa FY 2019-2020 Recommended Budget 547 Program Service Level Expenditures Funding Source General Fund NCC FTE Support Explanation 3 General Accounting/Ac counts Payable M D 2,283,043 3,257,239 (974,196) 17.0 Yes Manages the countywide Financial System and processes various types of fiscal information for County departments, special districts, and other non-county agencies. Maintains the general ledger. Enforces accounting policies, procedures, and processes and ensures financial reporting in accordance with County policies and state, and federal guidelines. Reconciles fixed asset activity to County inventory. 4 Internal Audit M D 910,430 21,792 888,638 7.0 No Develops and executes audit programs for the examination, verification, and analysis of financial records, procedures, and internal controls of the County departments. Produces the Comprehensive Annual Financial Report. 5 Special Accounting M D 327,993 229,331 98,662 3.0 Yes Assist in preparing the budget documents for the county and special districts, including monitoring expenditures for budget compliance. Prepares the countywide Cost Allocation plan. Prepares the State Controller and other governmental fiscal reports. 6 Administration / Systems M D 3,071,458 260,000 2,811,458 11.0 Yes Provides general management of financial information and accounts of all departments, districts, and other agencies governed by the Board of Supervisors. Provides employee development, personnel, payroll, and fiscal administration. Provides systems development and support. Special Funds 7 Automated Systems Development D D 200,000 200,000 0 0.0 No Non General-Fund. Accumulates interest earnings from the Teeter Plan borrowing program and other funding sources to finance maintenance and enhancement for countywide financial systems. Board of Supervisors 1 Legislation & Policy Direction M D 7,345,804 384,804 6,961,000 31.8 No Enforces statutes and enacts legislation, establishes general operating policies and plans, adopts annual budgets and levies taxes, determines land use, and appoints County officials. 2 Municipal Advisory Councils D D 39,000 0 39,000 0.0 No Advises the Board of Supervisors on matters that relate to their respective unincorporated areas, as designated by the Board, concerning services which are or may be provided to the area by the County or other local government agencies, including but not limited to, advising on matters of public health, safety, welfare, public works, and planning. 3 Board Mitigation Programs D D 175,000 175,000 0 0.0 No Provides funding for mitigation programs out of the North Richmond Waste and Recovery Fee and the Solid Waste Transfer Facility Host Community Mitigation Fee. 4 Merit Board M D 60,000 0 60,000 0.0 Yes Hears and makes determinations on appeals of employees and oversees merit system to ensure that merit principles are upheld. Mandatory/Discretionary Program Listing – By Department 548 County of Contra Costa FY 2019-2020 Recommended Budget Program Service Level Expenditures Funding Source General Fund NCC FTE Support Explanation Special Funds 5 North Richmond Waste & Recovery Mitigation Fund D D 755,250 755,250 0 0.0 No Defrays annual costs associated with collection and disposal of illegally dumped waste and associated impacts in North Richmond and adjacent areas. Capital Improvements 1 Minor non- Capital Improvements D D 1,500,000 0 1,500,000 0.0 Yes Minor repairs and improvements to County facilities using in-house staff, consultants, and contractors. 2 Facilities Lifecycle Improvement Summary D D 12,550,000 2,550,000 10,000,000 0.0 Yes Addresses deferred facilities maintenance and capital renewal in accordance with the Real Estate Asset Management program (RAMP). 3 Plant Acquisition D D 5,000,000 0 5,000,000 0.0 Yes Majority of projects appropriated by mid-year adjustments. Used to plan, design and construct various repair, improvement and construction projects for County facilities using in-house staff, consultants and contractors. Central Support 1 Clerk of the Board M D 1,236,575 93,575 1,143,000 7.0 Yes Provides staff support to the Board of Supervisors by recording and compiling the actions of the Board taken in open session; maintaining the official records; preparing the weekly agenda and summary; and maintaining a roster of various Boards and Commit 2 Economic Development/ Arts Commission D D 515,000 50,000 465,000 0.0 No To promote the arts throughout the County via support of the Arts Commission and to support the Northeast Antioch Joint powers Agreement (JPA). 3 LAFCO M M 270,000 0 270,000 0.0 No Encourages orderly formation and development of local government agencies and approves, amends, or disapproves applications to create new cities or special districts, and modifies boundaries of existing agencies. 4 Management Information System D D 1,234,635 622,635 612,000 0.0 Yes Provides funding for the most critical and cost beneficial automation projects which have no other funding source, including the Geographic Information System Program (GIS) and the Countywide Budget System. 5 Risk Management M D 10,795,185 6,295,185 4,500,000 37.0 Yes Risk Management program is responsible for the administration of workers' compensation claims, liability and medical malpractice claims, insurance and self-insurance programs, and loss prevention services. Net cost represents GF premiums paid to Insurance Trust Funds. Mandatory/Discretionary Program Listing – By Department County of Contra Costa FY 2019-2020 Recommended Budget 549 Program Service Level Expenditures Funding Source General Fund NCC FTE Support Explanation Child Support Services 1 Child Support Enforcement Program M M 20,383,000 20,383,000 0 153.0 No Mandated services assisting parents to meet their mutual obligation to support their children. Operations of this Department are currently controlled by the regulations of the State Department of Child Support Services. Clerk – Recorder - Elections 1 Elections M M 11,840,268 3,483,268 8,357,000 32.5 No Conducts Federal, State, local and district elections in an accurate and timely manner and according to State and Federal law. 2 Recorder M M 4,511,000 6,000,000 (1,489,000) 39.0 No Maintains and preserves all official records relating to real property, subdivision maps, assessment districts, and records of surveys offered for recording; records of all births, deaths and marriages occurring within Contra Costa County. Produces and maintains indices of all records held by the County Clerk-Recorder. Special Funds 3 Recorder Micro/ Mod/ VRIP/ Redaction/ ERDS (Dedicated funds) D M 10,864,000 10,864,000 0 11.0 No Provides support, improvement and full operation of a modernized recording system including infrastructure, technology, equipment and staff to efficiently process, organize, and maintain official documents and records in the Clerk-Recorder Division for easy location and retrieval by public and other County users. Maintains and improves vital records, redacts Social Security Numbers from public documents and sets up and maintains an electronic recording program. Conflict Defense 1 Conflict Defense M D 6,000,000 0 6,000,000 0.0 No Mandated legal representation provided to indigents by appointed private attorneys on criminal cases in which the Public Defender has a conflict of interest in representation. Conservation and Development 1 Administration M D 1,571,377 1,571,377 0 2.0 No The legislative body shall by ordinance assign the functions of the planning agency to a planning department, one or more planning commissions, administrative bodies or hearing officers, the legislative body itself, or any combination thereof, as it deems appropriate and necessary. Mandatory/Discretionary Program Listing – By Department 550 County of Contra Costa FY 2019-2020 Recommended Budget Program Service Level Expenditures Funding Source General Fund NCC FTE Support Explanation 2 Current Planning M D 6,712,746 6,712,746 0 26.0 No Facilitate the regulation of the land use and development to preserve and enhance community identity in keeping with the County General Plan and other adopted goals and policies. At least 5 public hearings on land use applications must be supported for 2 Regional Planning Commissions, the County Planning Commission and the Zoning Administrator. 3 Advance Planning M D 219,948 219,948 0 1.0 No Develop and maintain long-range policy planning processes through the County General Plan to anticipate and respond to changes in new legal mandates and local priorities. 4 Water Planning/ Habitat Conservancy D D 1,042,195 1,042,195 0 5.0 No Develop County's water policy and administration of the County Water Agency, which includes administration of the Coastal Impact Assistance Program, the Open Space Funding Measure and the East Contra Costa Habitat Conservation Plan Association. The Water Agency is a County special district whose operating budget is included with the County Special District budgets. 5 Conservation/ Solid Waste M D 1,466,800 1,466,800 0 6.0 No Administer the Solid Waste Management and Waste Recycling programs and provide technical services related to sanitary landfills, and other environmental issues. Participation in 2 solid waste partnerships and other solid waste, recycling programs must be supported. 6 Transportation Planning M D 1,617,590 1,617,590 0 5.0 No Develop an effective transportation network throughout the county by planning for roads and other types of transportation systems on countywide corridors and with local and neighborhood areas. Administer programs related to Growth Management, Congestion Management and trip reduction. Provide staff support for other County efforts requiring transportation planning resources. Staff support or participation in over 10 committees including the Board's Transportation, Infrastructure and Water Committee is required. 7 Federal Programs, CDBG, Successor Agency D D 2,610,670 2,610,670 0 12.0 No Responsible for administration of Community Development Block Grant and various housing programs that promote safe and affordable housing, a suitable living environment and expanded economic opportunities, principally for persons of very low- and low-income. Successor Agency oversees dissolution of the former Redevelopment Agency and staffs Oversight Board. 8 Business and Information Services D D 5,574,311 5,574,311 0 28.0 No Manage the department’s cost recovery efforts to ensure program revenues cover operating costs and other fiscal and budget services. Provide purchasing and personnel services. Provide Geographic Information System support and development, including mapping services. Manage countywide demographic and Census data. Manage land use application and permit tracking electronic data and department computer services. Provide administrative policy and procedure guidance for the department. Respond to data requests for demographic information and public records act. Mandatory/Discretionary Program Listing – By Department County of Contra Costa FY 2019-2020 Recommended Budget 551 Program Service Level Expenditures Funding Source General Fund NCC FTE Support Explanation 9 Building Inspection Services M M 9,095,453 9,095,453 0 29.0 No Review plans, issue building permits, and inspect the construction of buildings. 10 Code Enforcement M D 1,537,131 1,537,131 0 10.0 No Respond to building and zoning complaints, perform on-site investigations, abate hazards, and perform inspections. 11 Weatherizatio n D D 1,170,977 1,170,977 0 12.0 No Free home weatherization services to low income residents. 12 Application & Permit Center Engineering Services M D 4,776,365 4,776,365 0 33.0 No Manage and help process applications and permits. 13 Clean Water M D 15,000 15,000 0 0.0 No Inspection services for development projects requiring compliance with Clean Water regulations. 14 Residential Rental Inspection D D 11,455 11,455 0 0.0 No Inspection services for all rental units in unincorporated portions of the County 15 Vehicle Abatement Program D D 140,000 140,000 0 0.0 No Inspection services to remove abandoned vehicles that possess a hazard or public nuisance. 16 Service Contracts/ Satellite Locations D D 5,523,500 5,523,500 0 4.0 No Inspection services to various contract cities and remote locations within the unincorporated county. 17 Multi-Year Special Projects D D 60,000 60,000 0 0.0 No Provide plan check and inspection services to Marsh Creek Generating Station. 18 Energy Upgrade CA D D 250,069 250,069 0 1.0 No This is the new BayRen grant State Energy Program Grant, with the Association of Bay Area Governments as the fiscal agent which provides residential retrofit programs to eligible local governments for cost-effective energy efficiency projects. 19 Measure WW Grant Project D M 2,272,266 2,272,266 0 0.0 No Funding through general obligation bonds, for local parks as approved by voters of Alameda and Contra Costa. 20 Keller Canyon Mitigation Fee D D 1,848,000 1,848,000 0 0.0 No Funding for mitigation programs within East County community. 21 Housing Rehabilitation, Economic Development & Sustainability Program D D 1,384,186 599,186 785,000 3.0 No Financial assistance to low and moderate-income families performing housing rehabilitation. Develop organizational capacity in Sustainability Programs to include expanding economic development in the County. Mandatory/Discretionary Program Listing – By Department 552 County of Contra Costa FY 2019-2020 Recommended Budget Program Service Level Expenditures Funding Source General Fund NCC FTE Support Explanation 22 HOPWA Grant D D 862,410 862,410 0 0.0 No Provide housing opportunities for people with HIV/AIDS. 23 HUD Block Grant D M 6,694,413 6,694,413 0 0.0 No CDBG provides annual direct grants that can be used to revitalize neighborhoods, expand affordable housing and economic opportunities, and/or improve community facilities and services, principally to benefit low- and moderate-income persons. 24 HUD Emergency Shelter D D 620,050 620,050 0 0.0 No Emergency Shelter Grant program provides homeless persons with basic shelter and essential supportive services. 25 HUD Home Block Grants D D 4,677,913 4,677,913 0 0.0 No Grants for the acquisition, rehabilitation or new construction of housing for rent or ownership, tenant-based rental assistance, and assistance to homebuyers. Funds may also be used for the development of non-luxury housing, such as site acquisition, site improvements, demolition and relocation. 26 Used Oil Recycling Grant D M 93,279 93,279 0 0.0 No Used Oil Block Grant funds to help establish or enhance permanent, sustainable used oil recycling programs. 27 Fish and Game Protection M D 141,670 141,670 0 0.0 No Provide programs from fines levied for violation of the California Fish and Game Code. Funds are restricted to the propagation and conservation of fish and game in the County. 28 Livable Communities D D 1,905,098 1,905,098 0 0.0 No Collection of Developer Fees in the Camino Tassajara Combined General Plan Area, to aid in the implementation of the Smart Growth Action Plan. 29 HUD Neighborhood Stabilization D D 760,000 760,000 0 0.0 No Provide assistance to the County to acquire and redevelop foreclosed properties that might otherwise become sources of abandonment and blight within the community. 30 Housing Successor Agency D M 11,255,150 11,255,150 0 0.0 No Provide funding for all Successor Agency-related obligations and activities pursuant to the terms of the Dissolution Act. 31 HOME Investment Partnership Act D M 500,000 500,000 0 0.0 No Provide funding from HOME Program loan repayments for the development and rehabilitation of affordable housing. 32 Private Activity Bond D M 1,240,620 1,240,620 0 0.0 No Bond revenue received from single and multiple family housing programs that is used primarily to fund program staff costs and finance property acquisition related to affordable housing and economic development projects. Mandatory/Discretionary Program Listing – By Department County of Contra Costa FY 2019-2020 Recommended Budget 553 Program Service Level Expenditures Funding Source General Fund NCC FTE Support Explanation 33 Affordable Housing D M 397,000 397,000 0 0.0 No Mortgage payments on loans made from federal affordable housing program. Funds are reimbursed to the affordable housing program and used to provide financial assistance for additional affordable housing and economic development. These projects include the North Richmond Senior Housing Project and commercial center and land acquisition in the Pleasant Hill BART Redevelopment Area. 34 HUD Neighborhood Preservation D M 804,700 804,700 0 0.0 No Grants from HUD's Community Development Block Grant program, expended for the purpose of funding the Housing Rehabilitation and Neighborhood Preservation Program loans and program administration. 35 Transportation Improvement - Measure J D D 3,698,500 3,698,500 0 0.0 No Measure J monies are allocated based upon a 7- year Capital Improvement Program approved by the Board of Supervisors and other agencies for specific transportation projects. Contingency Reserve 1 Contingency Reserve D D 10,000,000 0 10,000,000 0.0 Yes Provide funding for unforeseen emergencies or unanticipated new expenditures occurring during the fiscal year, which have no other funding source. County Administrator 1 Equal Employment Opportunity D D 287,635 10,000 277,635 2.0 No Works to ensure that County employees, applicants, and vendors are provided a professional environment that is free from discrimination and/or harassment 2 Board Support & Gen Administration M D 5,550,348 278,189 5,272,159 15.3 Yes Coordinates and provides policy support for the Board of Supervisors; administers County budget; administers special programs; provides administrative support and oversight to departments in carrying out their missions by providing policy guidance, inform 3 CCTV & Public Info D D 1,488,708 1,488,708 0 8.0 No Administers cable franchises and community access (CCTV). Supported by cable TV franchise fees. 4 AB109 D D 9,167,012 8,217,012 950,000 3.8 No Administers the AB 109 State Realignment allocation from the State to provide for the reentry and reintegration of the formerly incarcerated, including administrative oversight and data evaluation. Mandatory/Discretionary Program Listing – By Department 554 County of Contra Costa FY 2019-2020 Recommended Budget Program Service Level Expenditures Funding Source General Fund NCC FTE Support Explanation 5 Labor Relations M D 2,169,778 1,249,572 920,206 6.0 Yes Administers County's labor management relations programs including the collective bargaining process, grievance investigation, training and counseling. County Counsel 1 General Law M D 7,252,970 5,252,970 2,000,000 25.0 Yes Provides legal services necessary for the continued operation of the County departments and special districts. Provides legal services to outside clients and independent special districts upon request. 2 Child Protective Services- Probate M M 3,344,402 3,344,402 0 17.0 No Provides mandatory legal services for Employment and Human Services Department activities (adoptions, dependent children, etc.) and Health Services Department activities (conservatorships, etc.) 3 Risk Mgt/ Civil Litigation Unit M D 2,199,850 2,199,850 0 10.0 Yes Defends the County in tort, employment and civil rights actions in State and Federal court and monitors outside litigation counsel. Services are reimbursed by General Liability Trust Fund. Crockett/Rodeo Revenues 1 Crockett/ Rodeo D D 560,000 0 560,000 0.0 No Appropriations attributable to the property tax increment from the co-generation facility in Crockett and the Ultra Low Sulfur Diesel Fuel Project at the Philips 66 Rodeo facility for both capital and program uses. Debt Service 1 Debt Service D M 0 0 0 0.0 Yes Allows County to issue notes, permitting it to borrow money in order to meet short term cash flow deficiencies, pending receipt of taxes and revenues. 2 County/State West Contra Costa Healthcare District (WCCHCD) D M 0 2,500,000 (2,500,000) 0.0 Yes To account for the West Contra Costa Healthcare District's allocation of property tax revenue. 3 Retirement/ UAAL Bond Fund D M 43,600,399 43,600,399 0 0.0 Yes To accumulate and payout the principal and interest costs for the Pension Obligation bond for employee retirement liabilities, covering the general County group of funds including the General, Library and Land Development Funds. The bond obligation rate is adjusted each year to take into account the prior year’s variances in operational costs and recovery. 4 Notes and Warrants Interest D M 0 0 0 0.0 Yes To budget for the interest and administrative costs associated with Teeter Plan borrowing program and other funding sources. Mandatory/Discretionary Program Listing – By Department County of Contra Costa FY 2019-2020 Recommended Budget 555 Program Service Level Expenditures Funding Source General Fund NCC FTE Support Explanation 5 Retirement Litigation Settlement Debt Service D M 2,759,911 2,759,911 0 0.0 Yes To provide funding for the Retirement Litigation debt services repayment schedule, which resulted from a court case requiring the County to pay $28.1 million over a period of approximately 20 years (ending February 2024). Department of Information Technology 1 Administration D D 833,699 833,699 0 12.0 Yes Provides leadership, accounting and administrative services to support DoIT in achieving efficiencies and transparency in daily operations. Provides customer service in all areas of DoIT. 2 Information Security D D 804,208 804,208 0 1.0 Yes Provides vigilant oversight of information networks and computer systems to maintain awareness and adaptability in an ever-changing environment of security threats from hackers and malware. Provides leadership and expertise in building a robust and sustainable defensive posture that adapts to the complex information security threat landscape. 3 Network Services D D 2,133,192 2,133,192 0 9.0 Yes Provides advanced network technologies to design, implement, and support the County’s wide array of systems, applications, storage and email services. Delivers service over leading-edge transport technology, allowing the County to share data, collaborate, and host applications both internal and external to the County. Supports an environment with services located on premise and systems that have been migrated to the private, government, County-supported cloud service. 4 Operations D D 3,503,913 3,503,913 0 8.2 Yes Responsible for County's Central Data Center that houses the IBM mainframe, AS/400's, RS/6000's, Sun and IBM UNIX servers and customer owned servers. Performs database administration duties in support of Oracle, Informix, and IDMS data management systems. Manages County's off-site disaster recovery resources. 5 GIS Support D D 930,281 880,281 50,000 5.1 Yes Creates and maintains maps and geographic information for Contra Costa County, and provides high-level project management to County GIS endeavors. Manages the enterprise GIS data repository and facilitates the sharing and integration of geographically referenced information among multiple agencies and users. 6 Systems and Programming D D 5,541,181 5,591,181 (50,000) 22.6 Yes Maintains a wide variety of enterprise and departmental applications, in addition to providing business requirements, system analysis, custom development and project management services for many departments. Mandatory/Discretionary Program Listing – By Department 556 County of Contra Costa FY 2019-2020 Recommended Budget Program Service Level Expenditures Funding Source General Fund NCC FTE Support Explanation 7 Telecommunic ations D D 11,039,775 10,944,775 95,000 21.0 Yes Operates, maintains and manages the County’s communications systems including telephone, voice mail, microwave and the two-county East Bay Regional Communications (public safety radio) P25 System. Provides installation and maintenance of radio systems for police agencies, special districts, medical facilities and cities. Administers the County’s information security systems. 8 Wide-Area- Network Services D D 4,299,194 4,299,194 0 5.0 Yes Insures reliable, secure, and fast support and maintenance of the County's WAN infrastructure. District Attorney 1 Mainline Prosecution M D 28,292,413 16,849,355 11,443,058 139.0 No Attends the courts and conducts on behalf of the people all prosecutions for public offenses occurring in Contra Costa County, including homicide, gang crimes, sexual assault, juvenile, general felony, and misdemeanor crimes 2 Special Prosecution M D 4,274,437 3,778,947 495,490 19.0 No Attends the courts and conducts on behalf of the people all special prosecutions, including auto, real estate, and worker's compensation fraud; environmental crimes, high-tech crimes, and family violence crimes 3 Investigation M D 5,431,442 434,275 4,997,167 22.0 No Investigates all types of crime under the District Attorney's jurisdiction, locates and interviews suspects and witnesses, assists in grand jury investigations, writes search warrant affidavits, serves search warrants, conducts searches for fugitives, conducts surveillance, makes arrests and appears and testifies as witnesses in criminal and civil cases. 4 Victim/Witness Advocacy M D 1,680,821 1,694,806 (13,985) 16.0 No Victim liaison providing assistance in obtaining protective orders and restitution, advice to the Bench on bail levels, and victim advocacy 5 Administration M D 4,809,470 18,200 4,791,270 12.0 No Operations, fiscal, personnel, procurement, and facilities management, and resource development 6 AB 109 M D 2,247,004 2,247,004 0 13.5 No Public Safety Realignment Act which transfers responsibility for supervising specific low-level inmates and parolees from CDCR to counties, including parole revocation proceedings. 7 Public Assistance Fraud M D 361,530 328,530 33,000 1.0 No Works with personnel from various social service agencies to detect, investigate and successfully prosecute individuals who attempt to defraud various public assistance programs. Special Funds Mandatory/Discretionary Program Listing – By Department County of Contra Costa FY 2019-2020 Recommended Budget 557 Program Service Level Expenditures Funding Source General Fund NCC FTE Support Explanation 8 Consumer Protection D D 1,025,278 1,025,278 0 0.0 No Receives Cy pres restitution funds from court- ordered settlements for District Attorney consumer protection projects, when individual restitution in a particular case cannot be determined or is not feasible. 9 Narcotics Forfeiture D D 55,000 55,000 0 0.0 No State law requires that the District Attorney Office’s portion of distributed forfeited narcotics assets be used for enhancement of prosecution. 10 Environmental /OSHA D D 426,898 426,898 0 0.0 No Funds the investigation and prosecution of environmental/occupational health and safety violations. In addition, this fund supports staff professional development on subjects of environmental law. 11 DA Federal Forfeiture- DOJ D D 16,800 16,800 0 0.0 No Federal law requires that the District Attorney Office’s portion of distributed forfeited narcotics assets be used for enhancement of prosecution. 12 Real Estate Fraud Prosecution D D 464,280 464,280 0 0.0 No Pursuant to State law, pays for District Attorney cost of deterring, investigating, and prosecuting real estate fraud crimes, using fees from recording real estate instruments. 13 Supplemental Law Enforcement Services Fund - DA M M 503,000 503,000 0 0.0 No As provided by AB 3229 (Chapter 134, Statues of 1996), the State supplements otherwise available funding for local public safety services (“COPS”). These funds are used locally to enhance prosecution of domestic violence cases. Under AB 109 Public Safety Realignment, SLESF allocations are now subsumed under the County’s Local Revenue Fund for Public Safety Realignment. 14 AB109-District Attorney M M 360,945 360,945 0 0.0 No Special fund to provide legal representation at parole revocation hearings for State parolees transferring to county jurisdiction under public safety realignment (AB 109). Employee/Retiree Benefits 1 Employee Benefits M D 4,879,126 0 4,879,126 0.0 Yes Funds PeopleSoft Project (Payroll). 2 Retiree Health Benefits M D 670,874 50,000 620,874 0.0 Yes Retiree health costs for Court employees not paid for by the State as well as for former employees retired from defunct departments. Employment and Human Services Administration 1 Administrative Services D D 56,970,306 56,756,306 214,000 206.0 No Provides administrative support to all areas of the Department Aging and Adult Services Bureau Mandatory/Discretionary Program Listing – By Department 558 County of Contra Costa FY 2019-2020 Recommended Budget Program Service Level Expenditures Funding Source General Fund NCC FTE Support Explanation 2 Adult Protective Services M M/ D 20,304,645 19,091,717 1,212,928 79.7 No Provides social worker response to investigate reports that older or dependent adults are exploited, neglected or physically abused. Includes allocated clerical and administrative staff. 3 Area Agency on Aging D/M D/ M 5,971,508 5,757,650 213,858 11.9 No Provides supportive social services, congregate meals, home delivered meals, in-home services and elder abuse prevention to over 19,500 seniors annually. 4 General Assistance Eligibility M M 3,966,126 442,694 3,523,432 17.0 No Provides eligibility determination for General Assistance (GA). GA is cash assistance for indigent adults not currently eligible for state or federally funded assistance programs. Included are other services required to maintain eligibility (or full cash assistance) such as mental health, substance abuse treatment and shelter beds. 5 General Assistance Cash Assistance M D 2,781,389 0 2,781,389 0.0 No Provides cash assistance to adults not eligible for state or federal assistance. 6 Indigent Interment M M 106,922 18,388 88,534 0.0 No Provides cremation and burial, in cemetery lots or niches, of indigent decedents. 7 In-Home Supportive Services Administration M D 10,627,321 7,386,102 3,241,219 61.4 No Funds for administration to determine eligibility for recipients who are unable to care for themselves at home. 8 In-Home Supportive Services Payments M M 41,701,766 40,341,009 1,360,757 0.0 No Provides funds for wages, health and retirement benefits for individuals who provide in-home supportive services to eligible individuals who are unable to care for themselves. 9 Senior Community Services Employment Program D M 166,333 72,450 93,883 1.0 No Provides Seniors with low employment prospects subsidized employment with Community Service Agencies, non-profits or Government Agencies. Enrollment priority for those Most in Need: Veterans, 65 or older, the disabled, seniors with limited English proficiency or low literacy skills and those at risk of homelessness. Children and Family Services Bureau 10 Child Welfare Services M M 97,092,426 95,837,097 1,255,329 346.4 No Provides 24-hour response to allegations of child abuse; services to maintain children in their own homes; services to remedy conditions which caused the Juvenile Court to order a child removed from home due to abuse or neglect; and planning services to assist children in establishing permanency through adoption, legal guardianship, or a permanent living arrangement. 11 Adoption Services D M 3,437,221 3,426,899 10,322 18.8 No Provides adoption services to children who are free for adoption under the Civil Code and Welfare & Institutions Code. It also provides services, on a fee basis, for stepparent adoptions. Mandatory/Discretionary Program Listing – By Department County of Contra Costa FY 2019-2020 Recommended Budget 559 Program Service Level Expenditures Funding Source General Fund NCC FTE Support Explanation 12 Foster Care/Adoption Assistance Eligibility M M 6,022,451 5,420,851 601,600 25.1 No Provides eligibility determination for cash assistance for care of children placed in out of home care. 13 Foster Family Recruitment, Training and Licensing D M 1,201,059 974,762 226,297 0.9 No Processes applications and provides support services to approved Resource Family Homes. 14 Adoption Assistance Program M M 20,875,827 20,132,541 743,286 0.0 No Provides payments to families in the adoption process or who have adopted children . 15 Foster Care and Other Out of Home Care Payments M M 35,282,480 32,111,273 3,171,207 0.0 No Federal, state and county funded program that provides payment for care of foster children in the custody of the county. 16 Child Abuse Prevention, Intervention and Treatment D M 306,830 276,147 30,683 0.0 No Provides child abuse prevention services authorized by AB 1733; supports the Zero Tolerance for Domestic Violence implementation plan. 17 Family Preservation Program Promoting Safe and Stable Families D M 1,884,254 1,498,978 385,276 0.0 No Provides intensive social work services to children and families when the child is at risk of out-of-home placement. 18 Independent Living Skills Program M D 1,366,485 1,366,485 0 9.3 No Provides individual and group support services, including practical skill building for current and former foster youth that are eligible for federal foster care funds when transitioning out of the foster care system. 19 County Children's Trust Fund D D 185,000 185,000 0 0.0 No Provides child abuse prevention services. 20 IHSS Public Authority M D 2,343,000 2,343,000 0 0.0 No Provides registry and referral services, screens registry applicants, assists IHSS recipients with hiring IHSS providers. The program also trains providers and recipients and serves as employer of record for providers. NCC for this special fund is provided through In Home Supportive Services. 21 Ann Adler Children and Family Trust D D 80,000 80,000 0 0.0 No Provides support programs for care of abused, neglected and at risk children. Workforce Services Bureau 22 CalWORKs Eligibility Services M M 44,024,150 43,869,645 154,505 183.8 No Provides eligibility determination for CalWORKs cash aid, supportive services, and includes ongoing case management. Eligibility is limited to a maximum of 48 months. 23 CalWORKs Employment Services M D 31,301,665 31,301,665 0 61.1 No Provides case management of CalWORKs recipients who have a Welfare-to-Work (WtW) requirement and includes supportive services including special employment and training services/programs. Eligibility is limited to 48 months with the last 24 months being contingent on specific work-related activity engagement. Mandatory/Discretionary Program Listing – By Department 560 County of Contra Costa FY 2019-2020 Recommended Budget Program Service Level Expenditures Funding Source General Fund NCC FTE Support Explanation 24 CalWORKs Cal-Learn M D 214,418 214,418 0 0.6 No Provides eligibility determination and related service costs of providing intensive case management, supportive services and fiscal incentives/disincentives to eligible teen recipients who are pregnant or parenting and participating in the Cal-Learn Program. 25 CalWORKs Childcare Program - Stage One M M 15,393,037 15,393,037 0 24.4 No Eligibility and ongoing case management under Stage One subsidized child care. 26 CalWORKS Mental Health/Substa nce Abuse M D 2,160,977 2,160,977 0 0.0 No Provides CalWORKs case management and treatment services for mental health and substance abuse. 27 CalWORKs SB 1569 M M 127,464 127,464 0 0.4 No Provides case management of CalWORKs recipients who are victims of trafficking or crime. 28 CalWORKs Family Stabilization M M 985,183 985,183 0 3.0 No Provides comprehensive evaluations and wraparound services to Welfare-to-Work families who are experiencing identified situations and/or crises. 29 CalWORKs Expanded Subsidized Employment M D 3,472,368 3,472,368 0 14.7 No Provides funds for wage, non-wage and operational costs for six-month job placements for Welfare-to- Work clients. 30 CalWORKs Housing Support D D 2,415,719 2,415,719 0 0.0 No Provides funds for support services and administrative activities for homeless CalWORKs families. 31 CalWORKs Cash Assistance M M 47,412,843 46,547,370 865,473 0.0 No Provides cash assistance to eligible families based on income levels. Eligibility limited to a maximum of 24 months. 32 CalFresh Eligibility M M 39,096,095 34,255,163 4,840,932 195.0 No Provides eligibility determination and ongoing case management for CalFresh benefits for eligible low- income individuals and families. 33 CalFresh Eligibility - Work Incentive Nutritional Supplement Eligibility M M 139,512 139,512 0 0.4 No Provides eligibility determination for eligible CalFresh and California Food Assistance Program households. 34 Work Incentive Nutritional Supplement Program Cash Assistance M M 304,521 304,521 0 0.0 No Provides a $10 per month additional food supplement for eligible CalFresh and California Food Assistance Program households. 35 Standard Utility Assistance Subsidy Program Cash Assistance M M 141,947 141,947 0 0.0 No Provides an annual $20.01 utility assistance benefit to eligible CalFresh households. Mandatory/Discretionary Program Listing – By Department County of Contra Costa FY 2019-2020 Recommended Budget 561 Program Service Level Expenditures Funding Source General Fund NCC FTE Support Explanation 36 Medi-Cal Eligibility M M 61,234,559 61,234,559 0 313.4 No Provides eligibility determination for Medi-Cal programs including determinations for the new MAGI Medi-Cal Program implemented as an expansion of the Medi-Cal Program mandated by Health Care Reform. 37 Refugee Programs Eligibility M M 29,642 29,642 0 0.2 No Provides eligibility determination and grant maintenance activities for the Refugee Cash Assistance (RCA) and Cash Assistance Program for Immigrants (CAPI) programs. 38 Refugee Programs Cash Assistance M M 89,451 89,451 0 0.0 No Provides funds for cash assistance payments for immigrants. 39 Service Integration Team / Sparkpoint D D 323,760 263,670 60,090 1.0 No Provides integrated delivery of human services provided by various county departments. 40 Covered California Call Center (Under Contract) M M 0 0 0 0.0 No Formerly the only county-operated statewide Call Center which provides healthcare enrollment services under the Affordable Care Act to California residents. The program ended on December 31, 2016. Workforce Development Board 41 Workforce Innovation & Opportunity Act (WIOA) M D 7,054,346 7,054,346 0 10.0 No Provides employment services (such as job search and placement assistance, and initial assessment of skills), career counseling, access to job training, adult education and literacy, and employment services to individuals seeking to find new or better employment opportunities. 42 Small Business Development Center D M 458,543 458,543 0 1.0 No Provides training, counseling, and technical assistance to small businesses and startups to support economic development and stimulate job growth in Contra Costa County and the region. Community Services Bureau 43 Head Start D M 18,985,519 18,985,519 0 70.0 No Federally-funded childcare services that provide part-day and full-day educational and comprehensive services for children ages 3-5, serving 1,351 income eligible and disabled children and families. 44 Comprehensive Funding Model D M 11,640,774 11,640,774 0 67.0 No Combines Head Start, Early Head Start, and Child Development funds to provide full-day, full-year childcare for 809 children of low-income working parents. 45 Early Head Start D M 10,871,284 10,871,284 0 31.0 No Federally-funded childcare program for infants and toddlers ages 0-3, serving 229 income eligible and disabled infants and toddlers and their families. 46 Child Nutrition D M 1,510,886 1,510,886 0 12.0 No Nutritional counseling for families and meal services for low-income and disabled children serving approximately 1,000 children and families and delivers approximately 466,925 meals. Mandatory/Discretionary Program Listing – By Department 562 County of Contra Costa FY 2019-2020 Recommended Budget Program Service Level Expenditures Funding Source General Fund NCC FTE Support Explanation 47 Community Action Programs D M 4,679,140 4,520,140 159,000 23.0 No Community Action programs help low-income families achieve self-sufficiency and support activities that can achieve measurable outcomes in improving educational capability, literacy skills, housing attainment, income enhancement, and disaster preparedness. 48 Housing & Energy D M 2,442,685 2,442,685 0 4.0 No Federally-funded program that provides utility bill payment assistance, energy education, and weatherization services to approximately 4,610 low- income residents of the County. 49 Child Development Fund D M 31,900,000 31,900,000 0 106.0 No State-funded Preschool and General Childcare program serving 1,285 children in 12 centers with 48 classrooms and eight partner agencies throughout the County. Include childcare services to families who receive Child Protective Services, children at risk of abuse and neglect, children with special needs, low-income families, and current and former CalWORKs participants. 50 Childcare Enterprise Fund D M 74,000 74,000 0 0.0 No Childcare enterprise provides childcare at below market rates to families who do not qualify for subsidized Head Start or Child Development programs due to higher family income. Contra Costa Alliance to End Abuse 51 Contra Costa Alliance to End Abuse D D 2,433,000 754,000 1,679,000 0.0 No Coordinated Services designed to reduce domestic and family violence and elder abuse. 52 Contra Costa Alliance to End Abuse - Special Revenue Fund M M 290,000 290,000 0 0.0 No Provides oversight and coordination of domestic violence programs. Supported by recording fees authorized by State law (SB 968). 53 Contra Costa Alliance to End Abuse - SB 968 Administration M D 648,000 648,000 0 4.0 No Provides funding for emergency shelter, counseling, health and social welfare services to victims of domestic violence. Supported by marriage license fees as authorized in SB 91, the Domestic Violence Center Act and codified under Welfare & Institutions Code 18290-18307. General Purpose Revenue 1 General County Revenues M D 0 492,550,00 0 (492,550,000) 0.0 No Receives revenues which are not attributable to a specific County services and which are available for County General Fund expenditures. Health Services Hospital & Ambulatory Care Centers 1 Hospital and Emergency Care M M 311,621,58 1 297,996,74 0 13,624,841 1,027.1 No Provides for operation of the 167 beds at Contra Costa Regional Medical Center and the medical and psychiatric emergency rooms. 2 Ambulatory Care Centers M M 156,237,99 4 149,406,89 6 6,831,098 731.0 No Provides for operation of the 11 medical ambulatory care centers located throughout the County. Mandatory/Discretionary Program Listing – By Department County of Contra Costa FY 2019-2020 Recommended Budget 563 Program Service Level Expenditures Funding Source General Fund NCC FTE Support Explanation 3 Physician Services M M 117,989,90 6 112,831,10 5 5,158,801 274.4 No Provides for operation of medical staff at the Contra Costa Regional Medical Center, the 11 ambulatory care clinics, and the Family Practice Residency Program. 4 Emergency Medical Services M M 2,693,939 2,693,939 0 6.0 Yes Provides overall coordination of the emergency ambulance services throughout the County, and coordination of medical disaster response efforts. 5 Administrative Services D D 27,218,547 27,218,547 0 312.8 Yes Provides centralized Department-wide administrative support to all Health Services divisions, e.g. IT, Payroll, Personnel. 6 Charges from Other County Depts M D 30,743,972 0 30,743,972 0.0 Yes Provides centralized charges to Health Services Department from other County departments, e.g. GSD. 7 Hospital Capital Project D D 23,532,993 23,532,993 0 0.0 No Debt services principal payments, and acquisition of new and replacement capital equipment. Contra Costa Health Plan - Enterprise Fund II 8 Medi-Cal Members M M 434,221,00 8 434,221,00 8 0 180.0 No Serves County residents enrolled in Contra Costa Health Plan who qualify for Medi-Cal and are not seniors or persons with a disability. 9 Medi-Cal Seniors and Persons with Disabilities Members D M 200,656,72 6 200,656,72 6 0 0.0 No Serves County residents enrolled in Contra Costa Health Plan who are seniors or persons with a disability who qualify for Medi-Cal. 10 Charges from Other County Depts D D 4,407,106 4,407,106 0 0.0 No Provides centralized charges to Health Services Department from other County departments, e.g. GSD. Contra Costa Community Health Plan - Enterprise Fund III 11 Commercial Groups, including Basic Health Care (Excludes IHSS) D M 57,605,749 57,605,749 0 0.0 No Serves County residents enrolled in Contra Costa Health Plan (CCHP) whose premiums are paid by themselves or by their employers. Includes those who qualify for Medicare coverage. Basic Health Care serves medically indigent County residents where household income is less than or equal to 300% of the federal poverty level, whose medical care is managed by CCHP. Includes Health Care for Indigent eligibles and primary care services to adults not covered by the Affordable Care Act. 12 In-Home Supportive Services- Contra Costa CARES D M 17,644,087 13,657,799 3,986,288 0.0 No Serves state sponsored In-Home Supportive Services (IHSS) providers in Contra Costa County. IHSS providers who join CCHP receive coordinated comprehensive health care services ranging from physical check-ups to treatment of major health problems. Monthly premium costs are shared by the County and the IHSS providers. Behavioral Health Division - Mental Health 13 Child & Adolescent Services M D 67,054,620 66,832,926 221,694 109.2 No Provides comprehensive mental health services to seriously emotionally disabled youth (up to age 21) and children (under age 18) and their families, including hospitalization, intensive day treatment, outpatient, outreach, case management and wraparound services. Mandatory/Discretionary Program Listing – By Department 564 County of Contra Costa FY 2019-2020 Recommended Budget Program Service Level Expenditures Funding Source General Fund NCC FTE Support Explanation 14 Adult Services M D 66,535,488 62,665,781 3,869,707 162.4 No Provides comprehensive mental health services to seriously and persistently mentally disabled adults including hospitalization, residential care, intensive day treatment, outpatient, outreach and case management. 15 Support Services D D 14,816,058 4,512,681 10,303,377 83.8 No Provides personnel administration, contract negotiation, program planning and development, monitoring service delivery and quality assurance, and interagency coordination. 16 Local Hosp Inpatient Psychiatric M M 11,835,330 10,893,010 942,320 0.0 No Provides acute inpatient psychiatric care at Contra Costa Regional Medical Center, involuntary evaluation and short-term treatment for seriously and persistently mentally ill clients who may be a danger to themselves or others. 17 Outpatient Mental Health Crisis M M 16,038,957 15,072,200 966,757 0.0 No Provides crisis intervention and stabilization, psychiatric diagnostic assessment, medication, emergency treatment, screening for hospitalization and intake, disposition planning and placement/referral services. 18 Medi-Cal Managed Care M M 9,888,688 8,887,543 1,001,145 23.0 No Provides community-based acute psychiatric inpatient hospital services and outpatient specialty mental health services for Medi-Cal eligible adults and children. 19 Mental Health Services Act & Prop 63 Fund M D 54,751,349 54,751,349 0 165.7 No Expands mental health care programs for children, transition age youth, adults and older adults. Funds are transferred from Proposition 63 Fund to support these FTE and above programs. Behavioral Health Division - Alcohol and Other Drugs 20 Prevention Services D D 1,560,098 1,560,098 0 4.2 No Provides alcohol and other drugs education, drug- free activities, community-based initiatives, problem identification and referral for youth and adults. 21 Information, Screening and Referral into SUD D D 738,116 369,058 369,058 6.5 No Provides information, American Society of Addiction Medicine (ASAM) screening and referral to individuals in need of prevention, treatment and recovery services. 22 Narcotic Treatment Program D D 6,840,661 6,840,661 0 0.0 No Provides outpatient methadone maintenance for opiate dependent adults, especially those persons at risk of HIV infection through injection drug use. 23 Outpatient and Intensive Outpatient Program D D 3,818,486 3,255,379 563,107 4.0 No Provides outpatient substance abuse recovery services for adults, youth/adolescents and family members who have substance use disorders. 24 Residential Treatment and Withdrawl Management Summary D D 9,424,271 8,491,191 933,080 16.0 No Provides recovery services for men, women, women and their children (perinatal), and adolescents, and detoxification for adults. 25 Case Management, Recovery Support and Recovery Residences Summary D D 1,218,042 1,148,287 69,755 0.0 No Case management and recovery support services for DMC beneficiaries Mandatory/Discretionary Program Listing – By Department County of Contra Costa FY 2019-2020 Recommended Budget 565 Program Service Level Expenditures Funding Source General Fund NCC FTE Support Explanation 26 Special Programs (Non-DMC Waiver) D D 3,986,001 3,986,001 0 11.9 No Time-limited federal and state special initiatives and demonstration programs. 27 Program and System Support Summary D D 3,743,005 3,743,005 0 11.4 No Oversight and management of all SUD Waiver treatment and recovery services and Non-Waiver SUD services including primary prevention. Behavioral Health Division - Health, Housing and Homeless Services 28 Administration D D 2,903,766 1,695,201 1,208,565 10.0 Yes Includes staffing, occupancy costs, costs incurred for the homeless advisory board activities, and costs associated with grant writing and consultation. 29 Coordinated Entry System D D 2,942,192 2,942,192 0 0.0 No Streamlines access to housing and other homeless services through prevention/diversion screening and triage; referral to CARE centers where clients can access shelter, food, case management, housing assessment and navigation, substance use disorders and benefit assistance; and coordinate outreach referral and engagement to facilitate shelter, health and social services. 30 Interim Housing and Support Services D D 3,871,774 2,685,491 1,186,283 0.0 No Offers short-term shelter and support services that allow for stabilization, referral and preparation for permanent housing and/or mental health and treatment services. 31 Supportive Housing Program D D 5,851,212 5,729,252 121,960 0.0 No Provides a variety of permanent housing options for homeless adults, families, and transition age youth with disabilities. All housing options come with supportive services aimed at assisting the resident in maintaining their housing. 32 Contra Costa Youth Continuum of Services D D 783,487 618,132 165,355 1.0 No Provides outreach, shelter, transitional, and permanent housing and services to youth ages 18- 24. 33 Homeless Management Information System D D 839,526 837,689 1,837 1.0 No A shared homeless service and housing database system administered by the County Homeless Program and includes community based homeless service providers. System enables the collection and sharing of uniform client data information. 34 Homeless Emergency Aid Program - HEAP D D 7,196,771 7,196,771 0 1.0 No The HEAP Program is a one-time Block grant funding that addresses the immediate emergency needs of homeless individuals. Public Health 35 Public Health Support Services D D 8,682,366 1,652,105 7,030,261 40.4 Yes Provides program oversight, including management and administrative support staff. 36 Senior Nutrition Program D D 4,922,205 4,570,739 351,466 5.3 No Provides over 550,000 meals per year to the elderly population in the County through a congregate (Senior Center) or home delivery (Meals on Wheels) model. In addition to elderly clients, approximately 2,700 meals are delivered to homebound AIDS/HIV clients. Mandatory/Discretionary Program Listing – By Department 566 County of Contra Costa FY 2019-2020 Recommended Budget Program Service Level Expenditures Funding Source General Fund NCC FTE Support Explanation 37 Communicabl e Disease Control M/D D 9,542,312 5,621,008 3,921,304 47.7 No Identification, investigation and treatment of persons who have communicable disease or who have been exposed or are at risk for a communicable disease. 38 HIV/AIDS and STD Program M/D D 4,652,850 3,775,461 877,389 31.2 No Provides access to care, monitoring and surveillance, community education and prevention services. 39 Family, Maternal & Child Health M/D D 11,025,272 9,206,119 1,819,153 85.3 No Promotes health and welfare of families and children. 40 Public Health Clinical Services D D 39,329,074 32,384,377 6,944,697 242.0 No Provides full scope pediatric clinics, women's health and family planning, sexually transmitted disease clinics, immunization clinics, the employee occupational health program, and school-based clinics. In addition, provides public health nursing visits to new babies and mothers, and health care for the homeless. 41 Community Wellness & Prevention Program D D 3,677,284 3,481,554 195,730 27.2 No Provides for prevention of chronic disease and injuries. Environmental Health 42 Hazardous Materials Program M M 11,566,110 11,732,110 (166,000) 39.0 No Provides emergency response, hazardous waste, hazardous material, underground tank and accidental release programs. 43 Environmental Health M M 11,896,166 12,062,166 (166,000) 61.0 No Provides retail food programs, consumer protection programs, solid waste program, medical waste program and land use programs. 44 Fixed Assets D D 160,000 160,000 0 0.0 No Provides for acquisition of capital equipment and for needed capital improvement projects. Detention Facility Program 45 Detention Facility MH Services M D 3,783,000 65,570 3,717,430 18.6 No Provides assistance to Sheriff's Department in identification and management of mentally ill in the main County detention facility. 46 Detention Facility Med Services M D 23,137,681 1,730,111 21,407,570 71.0 No Provides primary care medical services for inmates in County detention facilities. 47 Juvenile Hall Medical Services M D 2,497,310 2,497,310 0 11.2 No Provides primary care medical services to inmates at Juvenile Hall. Expenditures are transferred to the Probation Department. 48 Juvenile Justice Facilities D D 877,114 877,114 0 0.0 No Provides crisis intervention, medication evaluation and consultation. Conservatorship/Guardianship 49 Conservatorship /Guardianship M M 4,256,012 604,012 3,652,000 24.0 No Controls the financial affairs and daily support coordination of clients who are mentally ill, frail elderly or otherwise deemed to be incapable of caring for themselves in these areas. California Children's Services Program Mandatory/Discretionary Program Listing – By Department County of Contra Costa FY 2019-2020 Recommended Budget 567 Program Service Level Expenditures Funding Source General Fund NCC FTE Support Explanation 50 California Children's Services Program M M 11,805,300 9,367,300 2,438,000 65.7 No Provides medical care, equipment and rehabilitation for youth under 21 years of age with CCS eligible conditions whose families are unable to pay for all or part of their care. Public Administrator 51 Public Administrator M D 777,665 433,665 344,000 5.0 No Investigates and administers the estates of persons who are County residents at the time of death and have no will or appropriate person willing or able to administer their estate. Emergency Medical Services SB-12 52 Administration D D 146,718 146,718 0 0.0 No Reimbursement for County incurred costs related to Emergency Medical Services program collections and disbursements. 53 Emergency Medical Services D M 224,521 224,521 0 0.0 No Reimbursement for County operated Emergency Medical Services program. 54 Physicians D M 776,767 776,767 0 0.0 No Payments to physicians for emergency services to indigents. 55 Hospitals D M 330,178 330,178 0 0.0 No Payments to hospitals for emergency room care provided to indigents. 56 Pediatric Trauma Centers D M 65,121 65,121 0 0.0 No Reimbursement to physicians and hospitals for uncompensated services provided at pediatric trauma centers. Ambulance Services Areas (Measure H) 57 Zone A D M 234,227 234,227 0 0.0 No Funds EMS first responder medical and communication equipment, supplies, and training of medical dispatchers. 58 Zone B D M 5,299,940 5,299,940 0 9.0 No Provides funds for pre-hospital care coordinators, EMS data analyst, EMS first responder equipment, communications equipment, hazardous materials charges and ambulance services. Human Resources 1 Administration M D 1,725,330 2,139,234 (413,904) 5.0 Yes Develops, administers and maintains merit and exempt employment systems. 2 Employee Benefits Administration M D 6,635,901 6,635,901 0 21.0 Yes Formulates & implements policies for administration of benefit programs and services that assist the County in maintaining a competitive compensation package and that contribute to the well-being of employees and retirees. 3 Personnel Services M D 3,813,904 200,000 3,613,904 24.0 Yes Develops and administers programs and policies to help ensure that the County recruits and selects a highly skilled and diversified workforce that is properly classified and compensated. Maintains all personnel history files and records. Mandatory/Discretionary Program Listing – By Department 568 County of Contra Costa FY 2019-2020 Recommended Budget Program Service Level Expenditures Funding Source General Fund NCC FTE Support Explanation 4 Employee Child Care D M 46,586 46,586 0 0.0 No Board mandate & must follow IRS regs. Provides for the funding and development of child care programs for employees. Funded by benefit admin fee and forfeited Dependent Care Assistance Program monies. Justice System Development/Planning 1 Law and Justice System Development D D 2,185,926 395,926 1,790,000 5.0 Yes Plans, develops, implements and maintains automated information systems for justice departments. 2 Vehicle Theft Program D M 1,000,000 1,000,000 0 0.0 No Provides local funding for programs relating to vehicle theft crimes. Special Funds 3 Automated ID & Warrant D M 3,828,179 3,828,179 0 0.0 No Special fund to finance a Countywide warrant system and to replace and enhance the automated fingerprint identification equipment. 4 DNA Identification D M 270,000 270,000 0 0.0 No Provides for the collection of DNA specimens, samples and print impressions. 5 Local Community Corrections M D 29,599,550 29,599,550 0 0.0 No Within the County’s Local Revenue Fund pursuant to AB 109 and AB 118, this account provides the State funding allocation for Community Corrections Grant. 6 SLESF - Front Line Law Enforcement- City M M 3,598,995 3,598,995 0 0.0 No Provides for the pass-through of State Supplemental Law Enforcement funding to Contra Costa cities. 7 SLESA - AB109 M M 9,898,739 9,898,739 0 0.0 No Within the County's Local Revenue Fund pursuant to AB 109 and AB 118, this account provides the State Supplemental Law Enforcement funding for the Sheriff and Contra Costa cities. 8 Obscene Matter-Minors M D 5,400 5,400 0 0.0 No Provides supplemental funding for sexual assault investigator training, high technology crime task forces, public agencies and nonprofit corporations that provide shelter, counseling, or other direct services for victims of human trafficking and for multidisciplinary teams involved in the prosecution of child abuse cases. Library 1 Administration D D 7,469,704 63,648 7,406,056 23.6 No Provides administrative, shipping, and volunteer services management while organizing and directing the operation of the County Library. 2 Countywide Services D D 1,907,688 248,200 1,659,488 12.0 No Directly provides library service to patrons countywide and supports community library services and operations, including telephone reference service, periodicals, and program support in adult, young adult, and youth services. Mandatory/Discretionary Program Listing – By Department County of Contra Costa FY 2019-2020 Recommended Budget 569 Program Service Level Expenditures Funding Source General Fund NCC FTE Support Explanation 3 Lib- Community Services D D 20,271,102 3,687,102 16,584,000 139.9 No Includes the provision of community library services through 26 County Library facilities. These services include materials collections, public services, and programs that are tailored for each community. 4 Support Services D D 5,207,507 28,050 5,179,457 25.2 No Support Services includes automation, Virtual Library, circulation, technical services, and collection management. 5 County Library Taxes M M 0 30,829,000 (30,829,000) 0.0 No County Library Tax Revenues. 6 Casey Library Gift D D 500 500 0 0.0 No Established from proceeds from the estate of Nellie Casey. Funds are restricted for use in the Ygnacio Valley Library. Probation Care of Court Wards 1 Out-of-Home Placement M M 4,100,480 2,310,000 1,790,480 0.0 No Court-ordered board and care costs for minors placed outside of County facilities by the Juvenile Court. 2 California Dept. of Juv. Justice Fees M M 925,000 0 925,000 0.0 No Fees paid to the California Division of Juvenile Justice for incarceration costs of juveniles. 3 Medical Services in Juvenile Facilities M M 3,180,520 396,000 2,784,520 0.0 No Fees paid to Health Services for medical care of juvenile residents in County facilities. Juvenile Facilities 4 Juvenile Hall M M 22,805,964 4,472,128 18,333,836 125.5 No Maximum security facility designed for the mandated detention of minors before and after Court hearings. Approximately 1,000 juveniles are booked annually. (W&I 850) 5 Orin Allen Youth Rehabilitation D M 7,517,853 10,780,724 (3,262,871) 38.0 No Correctional facility providing 100 beds for seriously delinquent boys committed by the courts. Approximately 225 juveniles are committed annually for an average stay of six months. (W&I 880) 6 Home Supervision M M 341,440 403,574 (62,134) 1.0 No Provides electronic monitoring / GPS support to juvenile probation deputies and intensive supervision to minors released to the community prior to sentencing. 7 School Lunch Program D D 610,000 233,831 376,169 4.0 No Federally assisted meal program. Provides nutritionally balanced, low-cost or free lunches to children each school day. Probation Programs 8 Adult Investigations & Supervision M D 11,918,268 8,225,359 3,692,909 60.0 No Over 3,500 felony investigative reports are prepared annually for the Coordinated Trial Courts. These include pre-plea reports for plea and bail considerations and assessment and recommendation reports for sentencing. (PC 1191). Includes AB109, SB678 and Smart Probation funded positions. Mandatory/Discretionary Program Listing – By Department 570 County of Contra Costa FY 2019-2020 Recommended Budget Program Service Level Expenditures Funding Source General Fund NCC FTE Support Explanation 9 School Probation Officers D M 1,455,335 1,455,335 0 11.0 No Case management services for juveniles referred by school districts as well as those on active probation. 10 Vehicle Theft (Adult) D M 193,178 193,178 0 1.0 No Cooperative program among the California Highway Patrol, Sheriff, District Attorney and Probation depts. Provides close supervision to a caseload of auto thieves placed on felony probation. This program is partially funded by the State via vehicle license fees. 11 Domestic Violence D M 1,310,821 453,495 857,326 8.0 No Intensive supervision of felony/misdemeanor cases that may involve court-ordered participation in a 52- week batterer's program. All batterer's programs are mandated to be certified by the Probation Department. (PC 1203.097) 12 Office of Traffic Safety DUI Program D M 374,722 328,181 46,541 2.0 No California Office of Traffic Safety provides grant funding for intensified supervision of felony drunk drivers. The grant does not cover indirect costs. 13 Juvenile Investigation/ Supervision/ Special Services M D 6,430,876 885,000 5,545,876 37.0 No Further investigation into alleged offenses, including recommendations regarding the continuing disposition of the minor offender. The department performs over 3,500 intake and court investigations annually. 14 Field Services Support D D 2,279,857 0 2,279,857 24.0 No Provides support services to Deputy Probation Office staff in adult and juvenile programs. 15 Community Probation D M 944,313 548,790 395,523 7.0 No Partners deputy probation officers with eight police jurisdictions to provide intensive supervision to high- risk youth. 16 Youthful Offender Treatment Program / Girls in Motion D M 925,441 257,055 668,386 6.0 No Aftercare supervision for institution commitment treatment program for youthful offenders. 17 Training M D 133,380 115,216 18,164 3.0 Yes State required and approved training for Probation staff. (PC 6035) 18 Administration / Personnel / Info Tech M D 9,635,418 25,000 9,610,418 18.0 Yes Services include fiscal and personnel management, central records, automated systems, contract management, employee and facility safety, purchasing and payroll, facility and office management, and resource development. Special Funds 19 Supplemental Law Enforcement Services Fund D D 4,880,523 4,880,523 0 0.0 No Provides state resources from the Juvenile Justice Crime Prevention Act of 2000 to support juvenile prevention initiatives. 20 Probation Ward Welfare D D 136,337 136,337 0 0.0 No Provides for the revenues associated with the detention commissary and commission from detention pay telephones. Revenues used to fund essential clothing and transportation for emancipating youth and educational opportunities for detained youth. Mandatory/Discretionary Program Listing – By Department County of Contra Costa FY 2019-2020 Recommended Budget 571 Program Service Level Expenditures Funding Source General Fund NCC FTE Support Explanation 21 Community Corrections Performance Incentives D D 3,741,263 3,741,263 0 0.0 No Provides revenue realized by the California Department of Corrections and Rehabilitation to be used for evidence-based probation supervision activities. Public Defender 1 Administration M D 4,387,955 0 4,387,955 9.0 No Provides management, administrative support, and oversight of all Departmental functions. 2 Investigations M D 1,906,911 0 1,906,911 13.0 No Conducts defense investigations of adult criminal and juvenile cases as needed to ensure effective representation of all clients. 3 Criminal Defense M M 16,996,218 999,574 15,996,644 77.6 No Provides effective assistance of counsel for all qualifying adults and juveniles charged with criminal offenses. 4 AB 109 M D 3,720,105 3,720,105 0 22.5 No Provides support and services to reduce recidivism for low level felony offenders; furthers the goals of AB109. 5 Alternate Defender Office M D 4,250,490 0 4,250,490 16.0 No Provides effective assistance of counsel for qualifying adults and juvenile clients for whom the main office has declared a conflict of interest. Special Fund 6 AB109-Public Defender M D 360,945 360,945 0 0.0 No Special fund to provide legal representation at parole revocation hearings for State parolees transferring to county jurisdiction under public safety realignment (AB 109). Public Safety Realignment 1 Law Enforcement Services M D 61,827,242 61,827,242 0 0.0 No This department includes dedicated funding streams for critical public safety activities, including: trial court security, front line law enforcement, community corrections for allocation proposed by the Community Corrections Partnership, costs of Post Release Community Supervision prosecution and defense, the Youthful Offender Block Grant and juvenile re-entry programming. 2 Support Services M D 122,816,78 6 122,816,78 6 0 0.0 No This department includes dedicated funding streams for critical health and social service programs, including: adoptions, adult protective services, child abuse prevention, intervention & treatment, child welfare services, foster care, EPSDT activities, drug courts, various Medi-Cal services and perinatal drug services. Public Works 1 Public Works Services /Administratio n M D 52,606,783 51,431,783 1,175,000 278.8 No Administrative support to the department to ensure completion of projects. This support includes personnel, clerical, finance/budget and surveyor functions. The budget for all Public Works personnel are in this program. Mandatory/Discretionary Program Listing – By Department 572 County of Contra Costa FY 2019-2020 Recommended Budget Program Service Level Expenditures Funding Source General Fund NCC FTE Support Explanation 2 County Drainage Maintenance M D 730,000 30,000 700,000 0.0 No Drainage maintenance for County owned drainage facilities. 3 Facilities Maintenance D D 131,321,75 0 131,321,75 0 0 200.0 Yes General maintenance and repairs of County buildings & facilities. 4 Fleet Services D D 540,000 540,000 0 0.0 Yes Maintenance, repair, and vehicle acquisition for County departments & fire district. 5 General County Building Occupancy D D 24,303,023 152,023 24,151,000 0.0 Yes General funded building and grounds maintenance. This program area includes fixed costs for expenses related to utilities, taxes, debt service, building insurance, custodial contracts, common area maintenance, rents, and elevator maintenance. 6 Outside Agency Services D D 782,457 782,457 0 0.0 Yes Outside Agency services. This program area includes occupancy costs, print & mail services, and fleet services. 7 Keller Surcharge/ Mitigation M D 413,000 120,000 293,000 0.0 Yes Recycling services for County departments. 8 Print and Mail Services D D 5,555,785 5,555,785 0 22.0 Yes Copy, printing, and mail services for County departments. 9 Purchasing M D 1,262,923 581,923 681,000 7.0 Yes Purchasing services for all County departments. 10 Road Construction (Non-County Funded) M D 2,527,000 2,527,000 0 0.0 No Non-county road construction projects funded by other governmental agencies. Special Funds 11 Fleet Services ISF D D 17,813,524 17,813,524 0 21.0 Yes Internal Services Fund for Fleet 12 Rd Fund- Construction & Road Planning/ Admin/ Revenues M D 48,278,250 48,278,250 0 0.0 No Road construction projects for county roads. Includes administration and planning costs. 13 Rd Fund Maintenance & Misc. Property M D 25,131,327 25,131,327 0 0.0 No Maintenance for county streets and roads. 14 PW Land Development M D 3,261,100 3,261,100 0 0.0 No Engineering services and regulation of land development. 15 Airport Enterprise Fund D M 10,420,215 10,420,215 0 17.0 No Operation and capital development of airports. 16 Other Special Rev. Funds D M 3,861,287 3,861,287 0 0.0 No Use based on special revenue agreements. 17 Development Funds D M 9,810,018 9,810,018 0 0.0 No Revenue from permits & developers for construction and Conditions of Approval. Mandatory/Discretionary Program Listing – By Department County of Contra Costa FY 2019-2020 Recommended Budget 573 Program Service Level Expenditures Funding Source General Fund NCC FTE Support Explanation 18 Southern Pacific Railway D M 5,354,498 5,354,498 0 0.0 No Sale of easements & license agreements used for maintenance of Iron Horse Corridor. 19 Navy Transportation Mitigation D M 5,302,260 5,302,260 0 0.0 No Proceeds from the Navy for the sale of a portion of Port Chicago Hwy. 20 Area of Benefit Fees D M 1,917,338 1,917,338 0 0.0 No Fees on development for future road projects. Sheriff-Coroner Administrative Services Bureau 1 Central Administration D D 21,413,262 1,371,480 20,041,782 34.0 No Comprised of the Sheriff's executive, fiscal, and personnel units which provide centralized administrative oversight of the Office of the Sheriff. 2 Sheriff's Recruiting M D 2,318,878 8,000 2,310,878 11.0 No Responsible for employment services including recruiting, background investigations, and hiring, examining the status of operations and procedures within the office as a whole, changes to the Policies and Procedure Manual, providing background information. 3 Resources/ Plans/ Standards D D 4,078,186 318,500 3,759,686 12.0 No Inspection and Control is instrumental in organizational development by surveying current law enforcement management theory and practice to compare department procedures and systems against those in other jurisdictions. Professional Standards is responsible for formulating policies and procedures, Internal Affairs and risk management litigation. Field Operations Bureau 4 Cities/Districts Contracts D M 18,387,820 18,387,400 420 72.0 No Contract city law enforcement services provided in the cities of Danville, Lafayette, and Orinda; and to AC transit and Diablo. 5 Marine Patrol D D 4,424,525 1,210,239 3,214,286 12.0 No Responsible for patrol of the navigable waterways within the County and enforcement of all applicable laws. 6 Sheriff's Helicopter Program D D 596,575 596,575 0 0.0 No Provides air support throughout the County and through contract with the City of Vallejo. 7 Unincorporate d Patrol M D 31,090,629 48,503,762 (17,413,133) 141.0 No Provides patrol services throughout the unincorporated area of the County using a community based policing model. 8 Special Investigations D M 2,000 230,000 (228,000) 0.0 No Provides Investigation services to the District Attorney's Office. 9 Investigations M D 10,089,871 365,805 9,724,066 40.0 No This division conducts narcotics enforcement and follow-up investigation of all reported serious crimes that occur in the unincorporated area of Contra Costa County, as well as in the cities and districts that contract for investigative services. Mandatory/Discretionary Program Listing – By Department 574 County of Contra Costa FY 2019-2020 Recommended Budget Program Service Level Expenditures Funding Source General Fund NCC FTE Support Explanation 10 Civil M M 2,953,115 420,000 2,533,115 15.0 No Serves protective orders when protected person has fee waiver, performs postings, evictions, levies, civil processes. Civil unit also completes the extradition function for this agency and numerous other agencies on a contract basis. 11 AB 1109 Vehicle Program M M 99,652 99,652 0 0.0 No Restricted funding for vehicle usage by the Civil unit. 12 AB 709 Automated Program M M 408,153 408,153 0 0.0 No Restricted funding for automation services by the Civil unit. Support Services Bureau 13 Criminalistics M M 11,338,584 3,309,939 8,028,645 42.0 No Conducts firearms, forensic biology and trace evidence examinations. Conducts DNA profiling on evidence materials; submits DNA profiles to the Calif. Department of Justice database of unsolved crimes. Responds to crime scenes to document and collect evidence. Also includes federal grants for Criminalistics supplies and equipment. 14 Property and Evidence Services M M 734,751 94,000 640,751 4.0 No Provides storage, security and disposition of items of evidence, seized contraband, safekeeping weapons and found property for the Sheriff's Office, its 5 contract cities, West Narcotics Enforcement Team and the Superior Court. 15 CAL-ID D D 3,578,686 3,578,686 0 18.5 No Operates a computerized system for the identification of fingerprints. 16 Vehicle Anti- Theft Program D D 3,840 474,500 (470,660) 0.0 No Investigates and gathers evidence on stolen vehicles throughout Contra Costa County. 17 Communicatio ns/ Dispatch M M 8,667,975 3,487,968 5,180,007 58.0 No Provides a basic emergency telephone answering system as provided in articles 53100-53120 of the Calif. Govt Code. Shall provide public safety answering point system for telecommunications from the public for reporting, police, fire, ambulance, and medical related incidents. 18 Automated Regional Information Exchange Systems (ARIES) D D 816,304 816,304 0 2.0 No The ARIES database has been established to collect data from several California jurisdictions to share information to support increased monitoring and enforcement of the law. 19 Information Services D D 7,158,196 69,200 7,088,996 18.0 No Provides communication and programming for networks, jail management, communication system and ARIES. 20 Records M M 2,509,187 211,000 2,298,187 23.0 No Provides for the release, inspection and production of law enforcement records, and fingerprint identification. 21 Technical Services Administration D D 217,974 0 217,974 0.0 No Provides administrative oversight for the Technical Services Division and administration of federal grants. Contract Services Budget Mandatory/Discretionary Program Listing – By Department County of Contra Costa FY 2019-2020 Recommended Budget 575 Program Service Level Expenditures Funding Source General Fund NCC FTE Support Explanation 22 Court Security M D 16,716,359 16,716,359 0 86.0 No Provides bailiff and court security services for the Superior Court. This division is responsible for all security in and around court buildings, and must provide officers for additional security at all court appearances of high-risk cases. 23 Facility Security Contracts M D 5,422,571 5,422,571 0 34.0 No Contract facility security services for the Health Services Department and the Employment and Human Services Department. Custody Services Bureau 24 Martinez Detention Facility M M 30,291,984 148,004 30,143,980 143.0 No Maximum-security institution, located in Martinez that houses many of the County's unsentenced inmates while they are awaiting trial. It also serves as the booking and intake center for all law enforcement agencies within the County. 25 West County Detention Facility M M 26,524,788 61,272 26,463,516 131.0 No WCDF is a program-oriented facility for medium security prisoners, located in Richmond. Inmates who present behavioral problems are returned to the MDF in Martinez. 26 Marsh Creek Detention Facility D D 5,488,110 1,500 5,486,610 21.0 No Located in Clayton, this facility is primarily responsible for the care, custody, and control of sentenced minimum-security male inmates, but unsentenced inmates may also be held at this facility. 27 Custody Alternative/ County Parole Program M D 4,542,219 450,000 4,092,219 23.0 No Diverts persons who would be incarcerated into programs such as Work Alternative Program. Work Alternative is operated for those inmates sentenced to jail for 30 days or less. Inmates accepted into the program provide public service labor. 28 Custody Services Admin M D 3,498,579 32,171,416 (28,672,837) 15.0 No Provides inmate classification, training, and other detention management services. 29 AB109 Program M M 8,945,148 8,945,148 0 31.0 No Programming primarily at the West County Detention and Marsh Creek Detention Facilities including supervision and operating costs related to non-serious, non-violent, non-sexual offenders in county custody pursuant to AB109 Public Safety Realignment. 30 Detention Transportation M D 5,927,013 3,500 5,923,513 24.0 No Provides inmate transportation between detention facilities and the Courts. Coroner 31 Coroner M D 3,386,000 185,000 3,201,000 9.0 No Determine the cause of death, specifically in the area of homicide, suicide, accidental and unexplained natural deaths. Coroner's deputies are on duty 24 hours a day, 7 days per week, and remove the deceased from place of death. Office of Emergency Services 32 Emergency Services Support D D 1,269,706 32,500 1,237,206 3.0 No Provides management oversight 24-hours a day for response to critical incidents, major crimes, or other significant events and provides direction at the command level. Operates the Volunteer Services Unit and Search and Rescue (SAR) response teams. Mandatory/Discretionary Program Listing – By Department 576 County of Contra Costa FY 2019-2020 Recommended Budget Program Service Level Expenditures Funding Source General Fund NCC FTE Support Explanation 33 Emergency Services D D 2,778,535 215,000 2,563,535 10.0 No Provides emergency preparedness planning and coordination along with vulnerability assessment; manages the homeland security grant funds for the operational area; gathers and disseminates crime analysis and intelligence data. 34 Community Warning System D D 1,338,843 1,338,843 0 3.0 No Manages the countywide all hazard Community Warning System. The CWS is funded entirely from private industry funds and/or fines. 35 Homeland Security Grants D D 1,349,505 1,349,505 0 0.0 No Homeland Security grant management and centralization. 36 Special Weapons and Tactics (SWAT) Team D D 379,259 20,000 359,259 0.0 No The Special Weapons and Tactics team is used in situations involving hostage taking, armed barricaded subjects, snipers, or other situations that present a high degree of danger to life or property. Special Funds 37 Central ID Bureau D M 2,437,000 2,437,000 0 0.0 No Provides for operation of the Alameda-Contra Costa fingerprint database (which is a component of the state-wide database) Automated Fingerprint Identification System (AFIS) and Livescans in place in county law enforcement agencies. 38 Controlled Substance Analysis D M 22,000 22,000 0 0.0 No Provides criminalistics laboratory analysis of controlled substances, in order to increase the effectiveness of criminal investigation and prosecution. 39 Countywide Gang and Drug Trust D D 77,000 77,000 0 0.0 No Provides expenditures and revenues for preventing, enforcing and prosecuting illegal gang and/or drug activity. Expenditures must be approved by a panel consisting of the Sheriff, District Attorney, Chief Probation Officer, and a representative from the County Police Chiefs’ Association. 40 County Law Enforcement Capital Projects D D 173,000 173,000 0 0.0 No Supports replacement and enhancement of a Countywide law enforcement message switching computer; accumulates funds to partially finance Sheriff's communication equipment replacement; and accumulates funds to finance major equipment replacement for the Helicopter Program. 41 Narcotic Forfeiture D M 100,000 100,000 0 0.0 No Within the Investigation Division, Asset Forfeiture provides the necessary support for tracking the assets of persons involved in narcotics crimes in addition to ongoing narcotics enforcement efforts, to maximize forfeited assets, and to augment traditional investigations. 42 Prisoners Welfare Summary D M 1,428,000 1,428,000 0 6.0 No Provides for the revenues associated primarily with detention commissary and commission from detention pay telephones. Funds are restricted to funding educational opportunities for inmates and enhancing inmate welfare. Mandatory/Discretionary Program Listing – By Department County of Contra Costa FY 2019-2020 Recommended Budget 577 Program Service Level Expenditures Funding Source General Fund NCC FTE Support Explanation 43 Supplemental Law Enforcement Services Funds D M 917,000 917,000 0 0.0 No Pursuant to Government Code 30061-30063, the State supplements otherwise available funding for local public safety services. These funds are used for jail operations and enhancement of Patrol Division services. 44 Traffic Safety M M 15,000 15,000 0 0.0 No Provides for the cost of official traffic control devices, the maintenance thereof, equipment and supplies for traffic law enforcement and traffic accident prevention, the maintenance, improvement or construction of public streets, bridges and culverts. 45 Trial Court Security M D 16,046,724 16,046,724 0 0.0 No Provides AB 109 Public Safety Realignment (State) funding for bailiff and court security services for the Superior Court. 46 Law Enforcement Training Center D D 2,506,379 2,506,379 0 17.0 No Established as an enterprise fund, this Division of the Sheriff with the Contra Costa College District at Los Medanos Community College provides specialized training to law enforcement personnel. Superior Court Programs 1 Civil Grand Jury M D 156,000 0 156,000 0.0 No An investigative body that examines County accounts, and inquiries into any alleged misconduct in office or public officials. It may also inquire into all public offenses committed within the county, conduct confidential investigations, and bring indictments when deemed appropriate. 2 Criminal Grand Jury M D 50,000 0 50,000 0.0 No Examines evidence presented by the District Attorney and return criminal indictments directly to the Superior Court. 3 Trial Court Programs M M 17,311,386 6,197,386 11,114,000 0.0 No Provides for all court services not eligible under California Rule of Court 810 (e.g., capital case costs) and fund the General Fund subsidy for Court operations to the State of California. Special Funds 4 Dispute Resolution M D 180,000 180,000 0 0.0 No Provides for local dispute resolution services including small claims, guardianship, and unlawful detainer/civil harassment mediation, as an alternative to formal court proceedings. 5 Courthouse Construction D M 806,550 806,550 0 0.0 Yes Special fund created for penalty assessments levied on court fines for the purpose of courthouse construction and maintenance. 6 Criminal Justice Facility Construction D M 950,365 950,365 0 0.0 Yes Special fund created for penalty assessments levied on court fines for the purpose of criminal justice facility construction, systems development and operations. Mandatory/Discretionary Program Listing – By Department 578 County of Contra Costa FY 2019-2020 Recommended Budget Program Service Level Expenditures Funding Source General Fund NCC FTE Support Explanation 7 Family Law Center - Debt Service D M 2,129,142 2,129,142 0 0.0 Yes Provides for the Superior Court's share of the annual debt service payment obligations for the Family Law Center. Treasurer-Tax Collector 1 Treasurer M D 1,429,878 276,700 1,153,178 8.6 No Provides for the safekeeping of funds for the County, 18 School Districts, a Community College District, a Board of Education, and 21 Voluntary Special Districts. Administers a comprehensive investment program for the County and districts to ensure maximum yield on investments. 2 Tax Collection M M 4,066,463 2,828,300 1,238,163 19.5 No Collects property taxes and special levies for all cities, school districts, special districts and County government. 3 Business License M D 182,284 123,625 58,659 1.4 No Chapter 64-14.202 Purpose and authority: The purpose of this chapter is to effectuate Revenue and Taxation Code Section 7284 (CH 466, Stats. 1990; Cal. Const. Art. IV, § 8(c)(2)) in order to levy a business license tax in the unincorporated area of the county. (Ord. 91-35 § 1). State law permits the levy of such tax. Veterans Service 1 Veterans Service D D 1,394,640 313,000 1,081,640 9.5 No Provides assistance to veterans, their dependents and survivors in obtaining veteran's benefits. 2 Veterans Memorial Building Lifecycle Costs D D 118,360 0 118,360 0.0 No Provides funds to support the County's Facilities Lifecycle Improvement Program that addresses deferred facilities maintenance and capital renewal projects, for County owned veteran memorial hall buildings in Martinez, Richmond, El Cerrito, Concord, Antioch, Brentwood, Pittsburg, and Lafayette. Service Key: M = Mandated by law (must be legal mandate NOT a Board mandate) D = Discretionary Level Key: M = Mandated by law D = Discretionary Note: Funding Sources listed for Special Funds may include fund balance from previous years, and may be higher than the requirement in the Expenditure column. Mandatory/Discretionary Program Listing – By Service and Level County of Contra Costa FY 2019-2020 Recommended Budget 579 Program Service Service Level Expenditures Funding  Source  General      Fund NCC FTE Support Explanation  1 HSD - Contra Costa Health Plan - Enterprise Fund II Medi-Cal Members M M 434,221,008 434,221,008 0 180.0 No Serves County residents enrolled in Contra Costa Health Plan who qualify for Medi-Cal and are not seniors or persons with a disability. 2 HSD - Hospital & Ambulatory Care Centers Hospital and Emergency Care M M 311,621,581 297,996,740 13,624,841 1,027.1 No Provides for operation of the 167 beds at Contra Costa Regional Medical Center and the medical and psychiatric emergency rooms. 3 HSD - Hospital & Ambulatory Care Centers Ambulatory Care Centers M M 156,237,994 149,406,896 6,831,098 731.0 No Provides for operation of the 11 medical ambulatory care centers located throughout the County. 4 HSD - Hospital & Ambulatory Care Centers Physician Services M M 117,989,906 112,831,105 5,158,801 274.4 No Provides for operation of medical staff at the Contra Costa Regional Medical Center, the 11 ambulatory care clinics, and the Family Practice Residency Program. 5 EHSD - Children and Family Services Bureau Child Welfare Services M M 97,092,426 95,837,097 1,255,329 346.4 No Provides 24-hour response to allegations of child abuse; services to maintain children in their own homes; services to remedy conditions which caused the Juvenile Court to order a child removed from home due to abuse or neglect; and planning services to assist children in establishing permanency through adoption, legal guardianship, or a permanent living arrangement. 6 EHSD - Workforce Services Bureau Medi-Cal Eligibility M M 61,234,559 61,234,559 0 313.4 No Provides eligibility determination for Medi-Cal programs including determinations for the new MAGI Medi-Cal Program implemented as an expansion of the Medi-Cal Program mandated by Health Care Reform. 7 EHSD - Workforce Services Bureau CalWORKs Cash Assistance M M 47,412,843 46,547,370 865,473 0 No Provides cash assistance to eligible families based on income levels. Eligibility limited to a maximum of 24 months. 8 EHSD - Workforce Services Bureau CalWORKs Eligibility Services M M 44,024,150 43,869,645 154,505 183.8 No Provides eligibility determination for CalWORKs cash aid, supportive services, and includes ongoing case management. Eligibility is limited to a maximum of 48 months. 9 EHSD - Aging and Adult Services Bureau In-Home Supportive Services Payments M M 41,701,766 40,341,009 1,360,757 0 No Provides funds for wages, health and retirement benefits for individuals who provide in-home supportive services to eligible individuals who are unable to care for themselves. 10 EHSD - Workforce Services Bureau CalFresh Eligibility M M 39,096,095 34,255,163 4,840,932 195.0 No Provides eligibility determination and ongoing case management for CalFresh benefits for eligible low- income individuals and families. Mandatory/Discretionary Program Listing – By Service and Level 580 County of Contra Costa FY 2019-2020 Recommended Budget Program Service Service Level Expenditures Funding  Source  General      Fund NCC FTE Support Explanation  11 EHSD - Children and Family Services Bureau Foster Care and Other Out of Home Care Payments M M 35,282,480 32,111,273 3,171,207 0 No Federal, state and county funded program that provides payment for care of foster children in the custody of the county. 12 Sheriff - Custody Services Bureau Martinez Detention Facility M M 30,291,984 148,004 30,143,980 143.0 No Maximum-security institution, located in Martinez that houses many of the County's unsentenced inmates while they are awaiting trial. It also serves as the booking and intake center for all law enforcement agencies within the County. 13 Sheriff - Custody Services Bureau West County Detention Facility M M 26,524,788 61,272 26,463,516 131.0 No WCDF is a program-oriented facility for medium security prisoners, located in Richmond. Inmates who present behavioral problems are returned to the MDF in Martinez. 14 Probation - Juvenile Facilities Juvenile Hall M M 22,805,964 4,472,128 18,333,836 125.5 No Maximum security facility designed for the mandated detention of minors before and after Court hearings. Approximately 1,000 juveniles are booked annually. (W&I 850) 15 EHSD - Children and Family Services Bureau Adoption Assistance Program M M 20,875,827 20,132,541 743,286 0 No Provides payments to families in the adoption process or who have adopted children. 16 Child Support Services Child Support Enforcement Program M M 20,383,000 20,383,000 0 153.0 No Mandated services assisting parents to meet their mutual obligation to support their children. Operations of this Department are currently controlled by the regulations of the State Department of Child Support Services. 17 Superior Court Programs Trial Court Programs M M 17,311,386 6,197,386 11,114,000 0 No Provides for all court services not eligible under California Rule of Court 810 (e.g., capital case costs) and fund the General Fund subsidy for Court operations to the State of California. 18 Public Defender Criminal Defense M M 16,996,218 999,574 15,996,644 77.6 No Provides effective assistance of counsel for all qualifying adults and juveniles charged with criminal offenses. 19 HSD - Behavioral Health Division - Mental Health Outpatient Mental Health Crisis M M 16,038,957 15,072,200 966,757 0 No Provides crisis intervention and stabilization, psychiatric diagnostic assessment, medication, emergency treatment, screening for hospitalization and intake, disposition planning and placement/referral services. 20 EHSD - Workforce Services Bureau CalWORKs Childcare Program - Stage One M M 15,393,037 15,393,037 0 24.4 No Eligibility and ongoing case management under Stage One subsidized child care. Mandatory/Discretionary Program Listing – By Service and Level County of Contra Costa FY 2019-2020 Recommended Budget 581 Program Service Service Level Expenditures Funding  Source  General      Fund NCC FTE Support Explanation  21 HSD - Environmental Health Environmental Health M M 11,896,166 12,062,166 -166,000 61.0 No Provides retail food programs, consumer protection programs, solid waste program, medical waste program and land use programs. 22 Clerk – Recorder - Elections Elections M M 11,840,268 3,483,268 8,357,000 32.5 No Conducts Federal, State, local and district elections in an accurate and timely manner and according to State and Federal law. 23 HSD - Behavioral Health Division - Mental Health Local Hosp Inpatient Psychiatric M M 11,835,330 10,893,010 942,320 0 No Provides acute inpatient psychiatric care at CC Regional Medical Center, involuntary evaluation and short-term treatment for seriously and persistently mentally ill clients who may be a danger to themselves or others. 24 HSD - California Children's Services Program California Children's Services Program M M 11,805,300 9,367,300 2,438,000 65.7 No Provides medical care, equipment and rehabilitation for youth under 21 years of age with CCS eligible conditions whose families are unable to pay for all or part of their care. 25 HSD - Environmental Health Hazardous Materials Program M M 11,566,110 11,732,110 (166,000) 39.0 No Provides emergency response, hazardous waste, hazardous material, underground tank and accidental release programs. 26 Sheriff - Support Services Bureau Criminalistics M M 11,338,584 3,309,939 8,028,645 42.0 No Conducts firearms, forensic biology and trace evidence examinations. Conducts DNA profiling on evidence materials; submits DNA profiles to the Calif. Department of Justice database of unsolved crimes. Responds to crime scenes to document and collect evidence. Also includes federal grants for Criminalistics supplies and equipment. 27 Justice System Development/Pla nning - Special Funds SLESA - AB109 M M 9,898,739 9,898,739 0 0 No Within the County's Local Revenue Fund pursuant to AB 109 and AB 118, this account provides the State Supplemental Law Enforcement funding for the Sheriff and Contra Costa cities. 28 HSD - Behavioral Health Division - Mental Health Medi-Cal Managed Care M M 9,888,688 8,887,543 1,001,145 23.0 No Provides community-based acute psychiatric inpatient hospital services and outpatient specialty mental health services for Medi- Cal eligible adults and children. 29 Conservation and Development Building Inspection Services M M 9,095,453 9,095,453 0 29.0 No Review plans, issue building permits, and inspect the construction of buildings. 30 Sheriff - Custody Services Bureau AB109 Program M M 8,945,148 8,945,148 0 31.0 No Programming primarily at the West County Detention and Marsh Creek Detention Facilities including supervision and operating costs related to non- serious, non-violent, non-sexual offenders in county custody pursuant to AB109 Public Safety Realignment. Mandatory/Discretionary Program Listing – By Service and Level 582 County of Contra Costa FY 2019-2020 Recommended Budget   Program Service Service Level Expenditures Funding  Source  General        Fund NCC FTE Support Explanation  31 Sheriff - Support Services Bureau Communications/ Dispatch M M 8,667,975 3,487,968 5,180,007 58.0 No Provides a basic emergency telephone answering system as provided in articles 53100-53120 of the Calif. Govt Code. Shall provide public safety answering point system for telecom- munications from the public for reporting, police, fire, ambulance, and medical related incidents. 32 EHSD - Children and Family Services Bureau Foster Care/Adoption Assistance Eligibility M M 6,022,451 5,420,851 601,600 25.1 No Provides eligibility determination for cash assistance for care of children placed in out of home care. 33 Clerk – Recorder - Elections Recorder M M 4,511,000 6,000,000 (1,489,000) 39.0 No Maintains and preserves all official records relating to real property, subdivision maps, assessment districts, and records of surveys offered for recording; records of all births, deaths and marriages occurring within Contra Costa County. Produces and maintains indices of all records held by the County Clerk-Recorder. 34 HSD - Conservatorship/ Guardianship Conservatorship /Guardianship M M 4,256,012 604,012 3,652,000 24.0 No Controls the financial affairs and daily support coordination of clients who are mentally ill, frail elderly or otherwise deemed to be incapable of caring for themselves in these areas. 35 Probation - Care of Court Wards Out-of-Home Placement M M 4,100,480 2,310,000 1,790,480 0 No Court-ordered board and care costs for minors placed outside of County facilities by the Juvenile Court. 36 Treasurer-Tax Collector Tax Collection M M 4,066,463 2,828,300 1,238,163 19.5 No Collects property taxes and special levies for all cities, school districts, special districts and County government. 37 Animal Services Center Operations M M 4,006,478 1,984,500 2,021,978 28.0 No Provide temporary husbandry and veterinary care to animals impounded at the County's shelters. 38 EHSD - Aging and Adult Services Bureau General Assistance Eligibility M M 3,966,126 442,694 3,523,432 17.0 No Provides eligibility determination for General Assistance (GA). GA is cash assistance for indigent adults not currently eligible for state or federally funded assistance programs. Included are other services required to maintain eligibility (or full cash assistance) such as mental health, substance abuse treatment and shelter beds. 39 Justice System Development/Pla nning - Special Funds SLESF - Front Line Law Enforcement-City M M 3,598,995 3,598,995 0 0 No Provides for the pass-through of State Supplemental Law Enforcement funding to Contra Costa cities. Mandatory/Discretionary Program Listing – By Service and Level County of Contra Costa FY 2019-2020 Recommended Budget 583 Program Service Service Level Expenditures Funding  Source  General      Fund NCC FTE Support Explanation  40 County Counsel Child Protective Services- Probate M M 3,344,402 3,344,402 0 17.0 No Provides mandatory legal services for Employment and Human Services Department activities (adoptions, dependent children, etc.) and Health Services Department activities (conservatorships, etc.) 41 Probation - Care of Court Wards Medical Services in Juvenile Facilities M M 3,180,520 396,000 2,784,520 0 No Fees paid to Health Services for medical care of juvenile residents in County facilities. 42 Sheriff - Field Operations Bureau Civil M M 2,953,115 420,000 2,533,115 15.0 No Serves protective orders when protected person has fee waiver, performs postings, evictions, levies, civil processes. Civil unit also completes the extradition function for this agency and numerous other agencies on a contract basis. 43 HSD - Hospital & Ambulatory Care Centers Emergency Medical Services M M 2,693,939 2,693,939 0 6.0 Yes Provides overall coordination of the emergency ambulance services throughout the County, and coordination of medical disaster response efforts. 44 Sheriff - Support Services Bureau Records M M 2,509,187 211,000 2,298,187 23.0 No Provides for the release, inspection and production of law enforcement records, and fingerprint identification. 45 EHSD - Workforce Services Bureau CalWORKs Family Stabilization M M 985,183 985,183 0 3.0 No Provides comprehensive evaluations and wraparound services to Welfare-to-Work families who are experiencing identified situations and/or crises. 46 Probation - Care of Court Wards California Dept. of Juv. Justice Fees M M 925,000 0 925,000 0 No Fees paid to the California Division of Juvenile Justice for incarceration costs of juveniles. 47 Sheriff - Support Services Bureau Property and Evidence Services M M 734,751 94,000 640,751 4.0 No Provides storage, security and disposition of items of evidence, seized contraband, safekeeping weapons and found property for the Sheriff's Office, its 5 contract cities, West Narcotics Enforcement Team and the Superior Court. 48 District Attorney - Special Funds Supplemental Law Enforcement Services Fund - DA M M 503,000 503,000 0 0 No As provided by AB 3229 (Chapter 134, Statues of 1996), the State supplements otherwise available funding for local public safety services (“COPS”). These funds are used locally to enhance prosecution of domestic violence cases. Under AB 109 Public Safety Realignment, SLESF allocations are now subsumed under the County’s Local Revenue Fund for Public Safety Realignment. Mandatory/Discretionary Program Listing – By Service and Level 584 County of Contra Costa FY 2019-2020 Recommended Budget   Program Service Service Level Expenditures Funding  Source  General        Fund NCC FTE Support Explanation  49 Sheriff - Field Operations Bureau AB 709 Automated Program M M 408,153 408,153 0 0 No Restricted funding for automation services by the Civil unit. 50 District Attorney - Special Funds AB109-District Attorney M M 360,945 360,945 0 0 No Special fund to provide legal representation at parole revocation hearings for State parolees transferring to county jurisdiction under public safety realignment (AB 109). 51 Probation - Juvenile Facilities Home Supervision M M 341,440 403,574 (62,134) 1.0 No Provides electronic monitoring / GPS support to juvenile probation deputies and intensive supervision to minors released to the community prior to sentencing. 52 EHSD - Workforce Services Bureau Work Incentive Nutritional Supplement Program Cash Assistance M M 304,521 304,521 0 0 No Provides a $10 per month additional food supplement for eligible CalFresh and California Food Assistance Program households. 53 EHSD - Contra Costa Alliance to End Abuse Contra Costa Alliance to End Abuse - Special Revenue Fund M M 290,000 290,000 0 0 No Provides oversight and coordination of domestic violence programs. Supported by recording fees authorized by State law (SB 968). 54 Central Support LAFCO M M 270,000 0 270,000 0 No Encourages orderly formation and development of local government agencies and approves, amends, or disapproves applications to create new cities or special districts, and modifies boundaries of existing agencies. 55 EHSD - Workforce Services Bureau Standard Utility Assistance Subsidy Program Cash Assistance M M 141,947 141,947 0 0 No Provides an annual $20.01 utility assistance benefit to eligible CalFresh households. 56 EHSD - Workforce Services Bureau CalFresh Eligibility - Work Incentive Nutritional Supplement Eligibility M M 139,512 139,512 0 0.4 No Provides eligibility determination for eligible CalFresh and California Food Assistance Program households. 57 EHSD - Workforce Services Bureau CalWORKs SB 1569 M M 127,464 127,464 0 0.4 No Provides case management of CalWORKs recipients who are victims of trafficking or crime. 58 EHSD - Aging and Adult Services Bureau Indigent Interment M M 106,922 18,388 88,534 0 No Provides cremation and burial, in cemetery lots or niches, of indigent decedents. 59 Sheriff - Field Operations Bureau AB 1109 Vehicle Program M M 99,652 99,652 0 0 No Restricted funding for vehicle usage by the Civil unit. 60 EHSD - Workforce Services Bureau Refugee Programs Cash Assistance M M 89,451 89,451 0 0 No Provides funds for cash assistance payments for immigrants. 61 EHSD - Workforce Services Bureau Refugee Programs Eligibility M M 29,642 29,642 0 0.2 No Provides eligibility determination and grant maintenance for the Refugee Cash Assistance (RCA) and Cash Assistance Program for Immigrants (CAPI) programs. Mandatory/Discretionary Program Listing – By Service and Level County of Contra Costa FY 2019-2020 Recommended Budget 585   Program Service Service Level Expenditures Funding  Source  General        Fund NCC FTE Support Explanation  62 Sheriff - Special Funds Traffic Safety M M 15,000 15,000 0 0 No Provides for the cost of official traffic control devices, the maintenance thereof, equipment and supplies for traffic law enforcement and traffic accident prevention, the maintenance, improvement or construction of public streets, bridges and culverts. 63 EHSD - Workforce Services Bureau Covered California Call Center (Under Contract) M M 0 0 0 0 No Formerly the only county-operated statewide Call Center which provides healthcare enrollment services under the Affordable Care Act to California residents. The program ended on December 31, 2016. 64 Library County Library Taxes M M 0 30,829,000 (30,829,000) 0 No County Library Tax Revenues. 65 EHSD - Aging and Adult Services Bureau Adult Protective Services M M/ D 20,304,645 19,091,717 1,212,928 79.7 No Provides social worker response to investigate reports that older or dependent adults are exploited, neglected or physically abused. Includes allocated clerical and administrative staff. 66 Public Safety Realignment Support Services M D 122,816,786 122,816,786 0 0 No This department includes dedicated funding streams for critical health and social service programs, including: adoptions, adult protective services, child abuse prevention, intervention & treatment, child welfare services, foster care, EPSDT activities, drug courts, various Medi-Cal services and perinatal drug services. 67 HSD - Behavioral Health Division - Mental Health Child & Adolescent Services M D 67,054,620 66,832,926 221,694 109.2 No Provides comprehensive mental health services to seriously emotionally disabled youth (up to age 21) and children (under age 18) and their families, including hospitalization, intensive day treatment, outpatient, outreach, case management and wraparound services. 68 HSD - Behavioral Health Division - Mental Health Adult Services M D 66,535,488 62,665,781 3,869,707 162.4 No Provides comprehensive mental health services to seriously and persistently mentally disabled adults including hospitalization, residential care, intensive day treatment, outpatient, outreach and case management. 69 Public Safety Realignment Law Enforcement Services M D 61,827,242 61,827,242 0 0 No This department includes dedicated funding streams for critical public safety activities, including: trial court security, front line law enforcement, community corrections for allocation proposed by the Community Corrections Partnership, costs of Post Mandatory/Discretionary Program Listing – By Service and Level 586 County of Contra Costa FY 2019-2020 Recommended Budget Program Service Service Level Expenditures Funding  Source  General      Fund NCC FTE Support Explanation  Release Community Supervision prosecution and defense, the Youthful Offender Block Grant and juvenile re-entry programming. 70 HSD - Behavioral Health Division - Mental Health Mental Health Services Act – Proposition 63 M D 54,751,349 54,751,349 0 165.7 No Expands mental health care programs for children, transition age youth, adults and older adults. (Proposition 63) 71 Public Works Public Works Services /Administration M D 52,606,783 51,431,783 1,175,000 278.8 No Administrative support to the department to ensure completion of projects. This support includes personnel, clerical, finance/budget and surveyor functions. The budget for all Public Works personnel are in this program. 72 Public Works - Special Funds Rd Fund- Construction & Road Planning/ Admin/ M D 48,278,250 48,278,250 0 0 No Road construction projects for county roads. Includes administration and planning costs. 73 EHSD - Workforce Services Bureau CalWORKs Employment Services M D 31,301,665 31,301,665 0 61.1 No Provides case management of CalWORKs recipients who have a Welfare-to-Work (WtW) requirement and includes supportive services including special employment and training services/programs. Eligibility is limited to 48 months with the last 24 months being contingent on specific work-related activity engagement. 74 Sheriff - Field Operations Bureau Unincorporated Patrol M D 31,090,629 48,503,762 (17,413,133) 141.0 No Provides patrol services throughout the unincorporated area of the County using a community based policing model. 75 HSD - Hospital & Ambulatory Care Centers Charges from Other County Depts M D 30,743,972 0 30,743,972 0 Yes Provides centralized charges to Health Services Department from other County departments, e.g. GSD. 76 Justice System Development/Pla nning - Special Funds Local Community Corrections M D 29,599,550 29,599,550 0 0 No Within the County’s Local Revenue Fund pursuant to AB 109 and AB 118, this account provides the State funding allocation for Community Corrections Grant. 77 District Attorney Mainline Prosecution M D 28,292,413 16,849,355 11,443,058 139.0 No Attends the courts and conducts on behalf of the people all prosecutions for public offenses occurring in Contra Costa County, including homicide, gang crimes, sexual assault, juvenile, general felony, and misdemeanor crimes. 78 Public Works - Special Funds Rd Fund Maintenance & Misc. Property M D 25,131,327 25,131,327 0 0 No Maintenance for county streets and roads. 79 HSD - Detention Facility Program Detention Facility Med Services M D 23,137,681 1,730,111 21,407,570 71.0 No Provides primary care medical services for inmates in County detention facilities. Mandatory/Discretionary Program Listing – By Service and Level County of Contra Costa FY 2019-2020 Recommended Budget 587   Program Service Service Level Expenditures Funding  Source  General        Fund NCC FTE Support Explanation  80 Sheriff - Contract Services Budget Court Security M D 16,716,359 16,716,359 0 86.0 No Provides bailiff and court security services for the Superior Court. This division is responsible for all security in and around court buildings, and must provide officers for additional security at all court appearances of high-risk cases. 81 Sheriff - Special Funds Trial Court Security M D 16,046,724 16,046,724 0 0 No Provides AB 109 Public Safety Realignment (State) funding for bailiff and court security services for the Superior Court. 82 Probation - Probation Programs Adult Investigations & Supervision M D 11,918,268 8,225,359 3,692,909 60.0 No Over 3,500 felony investigative reports are prepared annually for the Coordinated Trial Courts. These include pre-plea reports for plea and bail considerations and assessment and recommendation reports for sentencing. (PC 1191). Includes AB109, SB678 and Smart Probation funded positions. 83 Central Support Risk Management M D 10,795,185 6,295,185 4,500,000 37.0 Yes Risk Management program is responsible for the administration of workers' compensation claims, liability and medical malpractice claims, insurance and self- insurance programs, and loss prevention services. Net cost represents GF premiums paid to Insurance Trust Funds. 84 EHSD - Aging and Adult Services Bureau In-Home Supportive Services Administration M D 10,627,321 7,386,102 3,241,219 61.4 No Funds for administration to determine eligibility for recipients who are unable to care for themselves at home. 85 Sheriff - Field Operations Bureau Investigations M D 10,089,871 365,805 9,724,066 40.0 No This division conducts narcotics enforcement and follow-up investigation of all reported serious crimes that occur in the unincorporated area of Contra Costa County, as well as in the cities and districts that contract for investigative services. 86 Probation - Probation Programs Administration/ Personnel / Info Tech M D 9,635,418 25,000 9,610,418 18.0 Yes Services include fiscal and personnel management, central records, automated systems, contract management, employee and facility safety, purchasing and payroll, facility and office management, and resource development. 87 Assessor Support Services M D 8,345,457 870,457 7,475,000 56.0 Yes Provides clerical support for appraisal and business divisions; exemption processing; drafting and GIS mapping; public service; and information systems support. The GIS function is a countywide system that the office provides support for. R&T Code 75.20. Mandatory/Discretionary Program Listing – By Service and Level 588 County of Contra Costa FY 2019-2020 Recommended Budget   Program Service Service Level Expenditures Funding  Source  General        Fund NCC FTE Support Explanation  88 Board of Supervisors Legislation & Policy Direction M D 7,345,804 384,804 6,961,000 31.8 No Enforces statutes and enacts legislation, establishes general operating policies and plans, adopts annual budgets and levies taxes, determines land use, and appoints County officials. 89 County Counsel General Law M D 7,252,970 5,252,970 2,000,000 25.0 Yes Provides legal services necessary for the continued operation of the County departments and special districts. Provides legal services to outside clients and independent special districts upon request. 90 EHSD - Workforce Development Board Workforce Innovation & Opportunity Act (WIOA) M D 7,054,346 7,054,346 0 10.0 No Provides employment services (such as job search and placement assistance, and initial assessment of skills), career counseling, access to job training, adult education and literacy, and employment services to individuals seeking to find new or better employment opportunities. 91 Assessor Appraisal M D 6,984,784 728,534 6,256,250 47.0 No Secured property appraisal mandated by R&T Code Sections 50-93, 101-2125. 92 Conservation and Development Current Planning M D 6,712,746 6,712,746 0 26.0 No Facilitate the regulation of the land use and development to preserve and enhance community identity in keeping with the County General Plan and other adopted goals and policies. At least 5 public hearings on land use applications must be supported for 2 Regional Planning Commissions, the County Planning Commission and the Zoning Administrator. 93 Human Resources Employee Benefits Administration M D 6,635,901 6,635,901 0 21.0 Yes Formulates & implements policies for administration of benefit programs and services that assist the County in maintaining a competitive compensation package and that contribute to the well-being of employees and retirees. 94 Probation - Probation Programs Juvenile Investigation/ Supervision/ Special Services M D 6,430,876 885,000 5,545,876 37.0 No Further investigation into alleged offenses, including recommendations regarding the continuing disposition of the minor offender. The department performs over 3,500 intake and court investigations annually. 95 Conflict Defense Conflict Defense M D 6,000,000 0 6,000,000 0 No Mandated legal representation provided to indigents by appointed private attorneys on criminal cases in which the Public Defender has a conflict of interest in representation. Mandatory/Discretionary Program Listing – By Service and Level County of Contra Costa FY 2019-2020 Recommended Budget 589 Program Service Service Level Expenditures Funding  Source  General      Fund NCC FTE Support Explanation  96 Sheriff - Custody Services Bureau Detention Transportation M D 5,927,013 3,500 5,923,513 24.0 No Provides inmate transportation between detention facilities and the Courts. 97 County Administrator Board Support & Gen Administration M D 5,550,348 278,189 5,272,159 15.3 Yes Coordinates and provides policy support for the Board of Supervisors; administers County budget; administers special programs; provides administrative support and oversight to departments in carrying out their missions by providing policy guidance, inform 98 District Attorney Investigation M D 5,431,442 434,275 4,997,167 22.0 No Investigates all types of crime under the District Attorney's jurisdiction, locates and interviews suspects and witnesses, assists in grand jury investigations, writes search warrant affidavits, serves search warrants, conducts searches for fugitives, conducts surveillance, makes arrests and appears and testifies as witnesses in criminal and civil cases. 99 Sheriff - Contract Services Budget Facility Security Contracts M D 5,422,571 5,422,571 0 34.0 No Contract facility security services for the Health Services Department and the Employment and Human Services Department. 100 Employee/Retiree Benefits Employee Benefits M D 4,879,126 0 4,879,126 0 Yes Funds PeopleSoft Project (Payroll). 101 District Attorney Administration M D 4,809,470 18,200 4,791,270 12.0 No Operations, fiscal, personnel, procurement, and facilities management, and resource development 102 Conservation and Development Application & Permit Center Engineering Services M D 4,776,365 4,776,365 0 33.0 No Manage and help process applications and permits. 103 Sheriff - Custody Services Bureau Custody Alternative/ County Parole Program M D 4,542,219 450,000 4,092,219 23.0 No Diverts persons who would be incarcerated into programs such as Work Alternative Program. Work Alternative is operated for those inmates sentenced to jail for 30 days or less. Inmates accepted into the program provide public service labor. 104 Animal Services Field Services M D 4,464,574 2,957,500 1,507,074 26.0 No Enforces state laws and County ordinances in the unincorporated area of the County and the cities that have agreements with the County. 105 Public Defender Administration M D 4,387,955 0 4,387,955 9.0 No Provides management, administrative support, and oversight of all Departmental functions. Mandatory/Discretionary Program Listing – By Service and Level 590 County of Contra Costa FY 2019-2020 Recommended Budget   Program Service Service Level Expenditures Funding  Source  General        Fund NCC FTE Support Explanation  106 District Attorney Special Prosecution M D 4,274,437 3,778,947 495,490 19.0 No Attends the courts and conducts on behalf of the people all special prosecutions, including auto, real estate, and worker's compensation fraud; environmental crimes, high- tech crimes, and family violence crimes 107 Public Defender Alternate Defender Office M D 4,250,490 0 4,250,490 16.0 No Provides effective assistance of counsel for qualifying adults and juvenile clients for whom the main office has declared a conflict of interest. 108 Human Resources Personnel Services M D 3,813,904 200,000 3,613,904 24.0 Yes Develops and administers programs and policies to help ensure that the County recruits and selects a highly skilled and diversified workforce that is properly classified and compensated. Maintains all personnel history files and records. 109 HSD - Detention Facility Program Detention Facility MH Services M D 3,783,000 65,570 3,717,430 18.6 No Provides assistance to Sheriff's Department in identification and management of mentally ill in the main County detention facility. 110 Public Defender AB 109 M D 3,720,105 3,720,105 0 22.5 No Provides support and services to reduce recidivism for low level felony offenders; furthers the goals of AB109. 111 Agriculture/Weigh ts and Measures Agricultural Division M D 3,669,453 3,459,278 210,175 31.6 No Provides enforcement of pesticide use and worker safety regulations; enforcement of quarantine regulations; Certified Farmer’s Market and organic program regulatory over-sight; and performs pest detection, pest management, and pest eradication activities. Provides quality assurance programs involving fruits, nuts, vegetables, eggs, nursery stock, and seed; and assists the public with pest identification and control techniques using environmentally safe integrated pest management practices. 112 Sheriff - Custody Services Bureau Custody Services Admin M D 3,498,579 32,171,416 -28,672,837 15.0 No Provides inmate classification, training, and other detention management services. 113 EHSD - Workforce Services Bureau CalWORKs Expanded Subsidized Employment M D 3,472,368 3,472,368 0 14.7 No Provides funds for wage, non- wage and operational costs for six- month job placements for Welfare- to-Work clients. Mandatory/Discretionary Program Listing – By Service and Level County of Contra Costa FY 2019-2020 Recommended Budget 591 Program Service Service Level Expenditures Funding  Source  General      Fund NCC FTE Support Explanation  114 Sheriff - Coroner Coroner M D 3,386,000 185,000 3,201,000 9.0 No Determine the cause of death, specifically in the area of homicide, suicide, accidental and unexplained natural deaths. Coroner's deputies are on duty 24 hours a day, 7 days per week, and remove the deceased from place of death. 115 Animal Services Administration Services M D 3,326,568 2,648,000 678,568 20.0 No Provides operational support for the department and includes human resource functions, fiscal management, data management, contract management, and general business operations. 116 Public Works - Special Funds PW Land Development M D 3,261,100 3,261,100 0 0 No Engineering services and regulation of land development. 117 Auditor- Controller Administration/ Systems M D 3,071,458 260,000 2,811,458 11.0 Yes Provides general management of financial information and accounts of all departments, districts, and other agencies governed by the Board of Supervisors. Provides employee development, personnel, payroll, and fiscal administration. Provides systems development and support. 118 Assessor - Special Funds Property Tax Administration Program M D 3,019,512 3,019,512 0 0 No Provides funding from the State- County Property Tax Administration Program to be used to improve operations and enhance computer applications and systems. 119 EHSD - Aging and Adult Services Bureau General Assistance Cash Assistance M D 2,781,389 0 2,781,389 0 No Provides cash assistance to adults not eligible for state or federal assistance. 120 Public Works Road Construction (Non-County Funded) M D 2,527,000 2,527,000 0 0 No Non-county road construction projects funded by other governmental agencies. 121 HSD - Detention Facility Program Juvenile Hall Medical Services M D 2,497,310 2,497,310 0 11.2 No Provides primary care medical services to inmates at Juvenile Hall. Expenditures are transferred to the Probation Department. 122 EHSD - Children and Family Services Bureau IHSS Public Authority M D 2,343,000 2,343,000 0 0 No Provides registry and referral services, screens registry applicants, assists IHSS recipients with hiring IHSS providers. The program also trains providers and recipients and serves as employer of record for providers. NCC for this special fund is provided through In Home Supportive Services. Mandatory/Discretionary Program Listing – By Service and Level 592 County of Contra Costa FY 2019-2020 Recommended Budget   Program Service Service Level Expenditures Funding  Source  General        Fund NCC FTE Support Explanation  123 Sheriff - Administrative Services Bureau Sheriff's Recruiting M D 2,318,878 8,000 2,310,878 11.0 No Responsible for employment services including recruiting, background investigations, and hiring, examining the status of operations and procedures within the office as a whole, changes to the Policies and Procedure Manual, providing background information. 124 Auditor- Controller General Accounting/Acco unts Payable M D 2,283,043 3,257,239 (974,196) 17.0 Yes Manages the countywide Financial System and processes various types of fiscal information for County departments, special districts, and other non-county agencies. Maintains the general ledger. Enforces accounting policies, procedures, and processes and ensures financial reporting in accordance with County policies and state, and federal guidelines. Reconciles fixed asset activity to County inventory. 125 District Attorney AB 109 M D 2,247,004 2,247,004 0 13.5 No Public Safety Realignment Act which transfers responsibility for supervising specific low-level inmates and parolees from CDCR to counties, including parole revocation proceedings. 126 Auditor- Controller Payroll M D 2,213,051 1,577,063 635,988 13.0 Yes Processes timely and accurate payroll for all County departments, most fire districts, some special districts, and some non-county regional agencies. Processes demands, purchase orders, and contracts. 127 County Counsel Risk Mgt/ Civil Litigation Unit M D 2,199,850 2,199,850 0 10.0 Yes Defends the County in tort, employment and civil rights actions in State and Federal court and monitors outside litigation counsel. Services are reimbursed by General Liability Trust Fund. 128 County Administrator Labor Relations M D 2,169,778 1,249,572 920,206 6.0 Yes Administers County's labor management relations programs including the collective bargaining process, grievance investigation, training and counseling. 129 EHSD - Workforce Services Bureau CalWORKS Mental Health/Substance Abuse M D 2,160,977 2,160,977 0 0 No Provides CalWORKs case management and treatment services for mental health and substance abuse. 130 Agriculture/Weigh ts and Measures Administration M D 2,018,902 0 2,018,902 4.0 No Provides direction and financial control, develop and implement policies and procedures in support of the operations of the department. Mandatory/Discretionary Program Listing – By Service and Level County of Contra Costa FY 2019-2020 Recommended Budget 593   Program Service Service Level Expenditures Funding  Source  General        Fund NCC FTE Support Explanation  131 Public Defender Investigations M D 1,906,911 0 1,906,911 13.0 No Conducts defense investigations of adult criminal and juvenile cases as needed to ensure effective representation of all clients. 132 Assessor Business M D 1,777,945 185,445 1,592,500 12.0 No Unsecured property appraisal mandated by R&T Code Sections 2901-2928.1. 133 Human Resources Administration M D 1,725,330 2,139,234 -413,904 5.0 Yes Develops, administers and maintains merit and exempt employment systems. 134 Auditor- Controller Property Tax M D 1,692,069 1,652,619 39,450 9.0 Yes Builds the countywide tax roll and allocates and accounts for property tax apportionment and assessments. Assists in preparing the budget documents for the County and special districts, including monitoring expenditures for budget compliance. Assists in administering the bond programs that greatly enhance the County's financial status. The Division is responsible for a variety of governmental fiscal reports. 135 District Attorney Victim/Witness Advocacy M D 1,680,821 1,694,806 (13,985) 16.0 No Victim liaison providing assistance in obtaining protective orders and restitution, advice to the Bench on bail levels, and victim advocacy 136 Conservation and Development Transportation Planning M D 1,617,590 1,617,590 0 5.0 No Develop an effective transportation network throughout the county by planning for roads and other types of transportation systems on countywide corridors and with local and neighborhood areas. Administer programs related to Growth Management, Congestion Management and trip reduction. Provide staff support for other County efforts requiring transportation planning resources. Staff support or participation in over 10 committees including the Board's Transportation, Infrastructure and Water Committee is required. 137 Conservation and Development Administration M D 1,571,377 1,571,377 0 2.0 No The legislative body shall by ordinance assign the functions of the planning agency to a planning department, one or more planning commissions, administrative bodies or hearing officers, the legislative body itself, or any combination thereof, as it deems appropriate and necessary. Mandatory/Discretionary Program Listing – By Service and Level 594 County of Contra Costa FY 2019-2020 Recommended Budget   Program Service Service Level Expenditures Funding  Source  General        Fund NCC FTE Support Explanation  138 Conservation and Development Code Enforcement M D 1,537,131 1,537,131 0 10.0 No Respond to building and zoning complaints, perform on-site investigations, abate hazards, and perform inspections. 139 Conservation and Development Conservation/ Solid Waste M D 1,466,800 1,466,800 0 6.0 No Administer the Solid Waste Management and Waste Recycling programs and provide technical services related to sanitary landfills, and other environmental issues. Participation in 2 solid waste partnerships and other solid waste, recycling programs must be supported. 140 Treasurer-Tax Collector Treasurer M D 1,429,878 276,700 1,153,178 8.6 No Provides for the safekeeping of funds for the County, 18 School Districts, a Community College District, a Board of Education, and 21 Voluntary Special Districts. Administers a comprehensive investment program for the County and districts to ensure maximum yield on investments. 141 EHSD - Children and Family Services Bureau Independent Living Skills Program M D 1,366,485 1,366,485 0 9.3 No Provides individual and group support services, including practical skill building for current and former foster youth that are eligible for federal foster care funds when transitioning out of the foster care system. 142 Public Works Purchasing M D 1,262,923 581,923 681,000 7.0 Yes Purchasing services for all County departments. 143 Central Support Clerk of the Board M D 1,236,575 93,575 1,143,000 7.0 Yes Provides staff support to the Board of Supervisors by recording and compiling the actions of the Board taken in open session; maintaining the official records; preparing the weekly agenda and summary; and maintaining a roster of various Boards and Commit 144 Agriculture/Weigh ts and Measures Weights and Measures M D 1,066,357 997,722 68,635 7.0 No Provide assurance of fair business practices by performing inspection of all point-of-sale systems (scanners) used in commercial transactions. Provide regulatory services to ensure commercial sales are made in compliance with State laws. Provide protection for consumers by enforcing State laws designed to prevent deceptive packaging and ensure accurate units of measure. Inspect Weighmasters for compliance with State law. Administer exams to for licensing of device service agents. Mandatory/Discretionary Program Listing – By Service and Level County of Contra Costa FY 2019-2020 Recommended Budget 595 Program Service Service Level Expenditures Funding  Source  General      Fund NCC FTE Support Explanation  145 Assessor Administrative Services M D 1,034,111 107,861 926,250 7.0 No Functions of Assessor are mandated. Duties of Assessor's Office, however, may be consolidated with Treasurer, or Recorder, or Clerk and Recorder. 146 Auditor- Controller Internal Audit M D 910,430 21,792 888,638 7.0 No Develops and executes audit programs for the examination, verification, and analysis of financial records, procedures, and internal controls of the County departments. Produces the Comprehensive Annual Financial Report. 147 HSD - Public Administrator Public Administrator M D 777,665 433,665 344,000 5.0 No Investigates and administers the estates of persons who are County residents at the time of death and have no will or appropriate person willing or able to administer their estate. 148 Public Works County Drainage Maintenance M D 730,000 30,000 700,000 0 No Drainage maintenance for County owned drainage facilities. 149 Employee/Retiree Benefits Retiree Health Benefits M D 670,874 50,000 620,874 0 Yes Retiree health costs for Court employees not paid for by the State as well as for former employees retired from defunct departments. 150 EHSD - Contra Costa Alliance to End Abuse Contra Costa Alliance to End Abuse - SB 968 Administration M D 648,000 648,000 0 4.0 No Provides funding for emergency shelter, counseling, health and social welfare services to victims of domestic violence. Supported by marriage license fees as authorized in SB 91, the Domestic Violence Center Act and codified under Welfare & Institutions Code 18290-18307. 151 Animal Services Community Services M D 542,380 250,000 292,380 3.0 No Provides public information, media relations, community education, and managing all aspect of the department's volunteer program. 152 Public Works Keller Surcharge/ Mitigation M D 413,000 120,000 293,000 0 Yes Recycling services for County departments. 153 District Attorney Public Assistance Fraud M D 361,530 328,530 33,000 1.0 No Works with personnel from various social service agencies to detect, investigate and successfully prosecute individuals who attempt to defraud various public assistance programs. 154 Public Defender - Special Funds AB109-Public Defender M D 360,945 360,945 0 0 No Special fund to provide legal representation at parole revocation hearings for State parolees transferring to county jurisdiction under public safety realignment (AB 109). Mandatory/Discretionary Program Listing – By Service and Level 596 County of Contra Costa FY 2019-2020 Recommended Budget   Program Service Service Level Expenditures Funding  Source  General        Fund NCC FTE Support Explanation  155 Auditor- Controller Special Accounting M D 327,993 229,331 98,662 3.0 Yes Assist in preparing the budget documents for the county and special districts, including monitoring expenditures for budget compliance. Prepares the countywide Cost Allocation plan. Prepares the State Controller and other governmental fiscal reports. 156 Conservation and Development Advance Planning M D 219,948 219,948 0 1.0 No Develop and maintain long-range policy planning processes through the County General Plan to anticipate and respond to changes in new legal mandates and local priorities. 157 EHSD - Workforce Services Bureau CalWORKs Cal- Learn M D 214,418 214,418 0 0.6 No Provides eligibility determination and related service costs of providing intensive case management, supportive services and fiscal incentives/disincentives to eligible teen recipients who are pregnant or parenting and participating in the Cal-Learn Program. 158 Treasurer-Tax Collector Business License M D 182,284 123,625 58,659 1.4 No Chapter 64-14.202 Purpose and authority: The purpose of this chapter is to effectuate Revenue and Taxation Code Section 7284 (CH 466, Stats. 1990; Cal. Const. Art. IV, § 8(c)(2)) in order to levy a business license tax in the unincorporated area of the county. (Ord. 91-35 § 1). State law permits the levy of such tax. 159 Superior Court Programs - Special Funds Dispute Resolution M D 180,000 180,000 0 0 No Provides for local dispute resolution services including small claims, guardianship, and unlawful detainer/civil harassment mediation, as an alternative to formal court proceedings. 160 Superior Court Programs Civil Grand Jury M D 156,000 0 156,000 0 No An investigative body that examines County accounts, and inquiries into any alleged misconduct in office or public officials. It may also inquire into all public offenses committed within the county, conduct confidential investigations, and bring indictments when deemed appropriate. 161 Conservation and Development Fish and Game Protection M D 141,670 141,670 0 0 No Provide programs from fines levied for violation of the California Fish and Game Code. Funds are restricted to the propagation and conservation of fish and game in the County. 162 Probation - Probation Programs Training M D 133,380 115,216 18,164 3.0 Yes State required and approved training for Probation staff. (PC 6035) Mandatory/Discretionary Program Listing – By Service and Level County of Contra Costa FY 2019-2020 Recommended Budget 597   Program Service Service Level Expenditures Funding  Source  General        Fund NCC FTE Support Explanation  163 Board of Supervisors Merit Board M D 60,000 0 60,000 0 Yes Hears and makes determinations on appeals of employees and oversees merit system to ensure that merit principles are upheld. 164 Superior Court Programs Criminal Grand Jury M D 50,000 0 50,000 0 No Examines evidence presented by the District Attorney and return criminal indictments directly to the Superior Court. 165 Conservation and Development Clean Water M D 15,000 15,000 0 0 No Inspection services for development projects requiring compliance with Clean Water regulations. 166 Justice System Development/Pla nning - Special Funds Obscene Matter- Minors M D 5,400 5,400 0 0 No Provides supplemental funding for sexual assault investigator training, high technology crime task forces, public agencies and nonprofit corporations that provide shelter, counseling, or other direct services for victims of human trafficking and for multidisciplinary teams involved in the prosecution of child abuse cases. 167 General Purpose Revenue General County Revenues M D 0 492,550,000 (492,550,000) 0 No Receives revenues which are not attributable to a specific County services and which are available for County General Fund expenditures. 168 HSD - Public Health Family, Maternal & Child Health M/D D 11,025,272 9,206,119 1,819,153 85.3 No Promotes health and welfare of families and children. 169 HSD - Public Health Communicable Disease Control M/D D 9,542,312 5,621,008 3,921,304 47.7 No Identification, investigation and treatment of persons who have communicable disease or who have been exposed or are at risk for a communicable disease. 170 HSD - Public Health HIV/AIDS and STD Program M/D D 4,652,850 3,775,461 877,389 31.2 No Provides access to care, monitoring and surveillance, community education and prevention services. 171 EHSD - Aging and Adult Services Bureau Area Agency on Aging D/M D/ M 5,971,508 5,757,650 213,858 11.9 No Provides supportive social services, congregate meals, home delivered meals, in-home services and elder abuse prevention to over 19,500 seniors annually. 172 HSD - Contra Costa Health Plan - Enterprise Fund II Medi-Cal Seniors and Persons with Disabilities Members D M 200,656,726 200,656,726 0 0 No Serves County residents enrolled in Contra Costa Health Plan who are seniors or persons with a disability who qualify for Medi-Cal. 173 HSD - Contra Costa Community Health Plan - Enterprise Fund III Commercial Groups, including Basic Health Care (Excludes IHSS) D M 57,605,749 57,605,749 0 0 No Serves County residents enrolled in CC Health Plan (CCHP) whose premiums are paid by themselves or by their employers. Includes those who qualify for Medicare coverage. Basic Health Care serves medically indigent County residents where household income is less than or equal to 300% of Mandatory/Discretionary Program Listing – By Service and Level 598 County of Contra Costa FY 2019-2020 Recommended Budget   Program Service Service Level Expenditures Funding  Source  General        Fund NCC FTE Support Explanation  the federal poverty level, whose medical care is managed by CCHP. Includes Health Care for Indigent eligibles and primary care services to adults not covered by the Affordable Care Act. 174 Debt Service Retirement/ UAAL Bond Fund D M 43,600,399 43,600,399 0 0 Yes To accumulate and payout the principal and interest costs for the Pension Obligation bond for employee retirement liabilities, covering the general County group of funds including the General, Library and Land Development Funds. The bond obligation rate is adjusted each year to take into account the prior year’s variances in operational costs and recovery. 175 EHSD - Community Services Bureau Child Development Fund D M 31,900,000 31,900,000 0 106.0 No State-funded Preschool and General Childcare program serving 1,285 children in 12 centers with 48 classrooms and eight partner agencies throughout the County. Include childcare services to families who receive Child Protective Services, children at risk of abuse and neglect, children with special needs, low- income families, and current and former CalWORKs participants. 176 EHSD - Community Services Bureau Head Start D M 18,985,519 18,985,519 0 70.0 No Federally-funded childcare services that provide part-day and full-day educational and comprehensive services for children ages 3-5, serving 1,351 income eligible and disabled children and families. 177 Sheriff - Field Operations Bureau Cities/Districts Contracts D M 18,387,820 18,387,400 420 72.0 No Contract city law enforcement services provided in the cities of Danville, Lafayette, and Orinda; and to AC transit and Diablo. 178 HSD - Contra Costa Community Health Plan - Enterprise Fund III In-Home Supportive Services and CC CARES D M 17,644,087 13,657,799 3,986,288 0 No Serves state sponsored In-Home Supportive Services (IHSS) providers in Contra Costa County. IHSS providers who join CCHP receive coordinated comprehensive health care services ranging from physical check-ups to treatment of major health problems. Monthly premium costs are shared by the County and the IHSS providers. 179 EHSD - Community Services Bureau Comprehensive Funding Model D M 11,640,774 11,640,774 0 67.0 No Combines Head Start, Early Head Start, and Child Development funds to provide full-day, full-year childcare for 809 children of low- income working parents. Mandatory/Discretionary Program Listing – By Service and Level County of Contra Costa FY 2019-2020 Recommended Budget 599   Program Service Service Level Expenditures Funding  Source  General        Fund NCC FTE Support Explanation  180 Conservation and Development Housing Successor Agency D M 11,255,150 11,255,150 0 0 No Provide funding for all Successor Agency-related obligations and activities pursuant to the terms of the Dissolution Act. 181 EHSD - Community Services Bureau Early Head Start D M 10,871,284 10,871,284 0 31.0 No Federally-funded childcare program for infants and toddlers ages 0-3, serving 229 income eligible and disabled infants and toddlers and their families. 182 Clerk – Recorder - Elections - Special Funds Recorder Micro/ Mod/ VRIP/ Redaction/ ERDS (Dedicated funds) D M 10,864,000 10,864,000 0 11.0 No Provides support, improvement and full operation of a modernized recording system including infrastructure, technology, equipment and staff to efficiently process, organize, and maintain official documents and records in the Clerk-Recorder Division for easy location and retrieval by public and other County users. Maintains and improves vital records, redacts Social Security Numbers from public documents and sets up and maintains an electronic recording program. 183 Public Works - Special Funds Airport Enterprise Fund D M 10,420,215 10,420,215 0 17.0 No Operation and capital development of airports. 184 Public Works - Special Funds Development Funds D M 9,810,018 9,810,018 0 0 No Revenue from permits & developers for construction and Conditions of Approval. 185 Probation - Juvenile Facilities Orin Allen Youth Rehabilitation D M 7,517,853 10,780,724 (3,262,871) 38.0 No Correctional facility providing 100 beds for seriously delinquent boys committed by the courts. Approximately 225 juveniles are committed annually for an average stay of six months. (W&I 880) 186 Conservation and Development HUD Block Grant D M 6,694,413 6,694,413 0 0 No CDBG provides annual direct grants that can be used to revitalize neighborhoods, expand affordable housing and economic opportunities, and/or improve community facilities and services, principally to benefit low- and moderate-income persons. 187 Public Works - Special Funds Southern Pacific Railway D M 5,354,498 5,354,498 0 0 No Sale of easements & license agreements used for maintenance of Iron Horse Corridor. 188 Public Works - Special Funds Navy Transportation Mitigation D M 5,302,260 5,302,260 0 0 No Proceeds from the Navy for the sale of a portion of Port Chicago Hwy. 189 HSD - Ambulance Services Areas (Measure H) Zone B D M 5,299,940 5,299,940 0 9.0 No Provides funds for pre-hospital care coordinators, EMS data analyst, EMS first responder equipment, communications equipment, hazardous materials charges and ambulance services. Mandatory/Discretionary Program Listing – By Service and Level 600 County of Contra Costa FY 2019-2020 Recommended Budget Program Service Service Level Expenditures Funding  Source  General      Fund NCC FTE Support Explanation  190 EHSD - Community Services Bureau Community Action Programs D M 4,679,140 4,520,140 159,000 23.0 No Community Action programs help low-income families achieve self- sufficiency and support activities that can achieve measurable outcomes in improving educational capability, literacy skills, housing attainment, income enhancement, and disaster preparedness. 191 Public Works - Special Funds Other Special Rev. Funds D M 3,861,287 3,861,287 0 0 No Use based on special revenue agreements. 192 Justice System Development/Pla nning - Special Funds Automated ID & Warrant D M 3,828,179 3,828,179 0 0 No Special fund to finance a Countywide warrant system and to replace and enhance the automated fingerprint identification equipment. 193 EHSD - Children and Family Services Bureau Adoption Services D M 3,437,221 3,426,899 10,322 18.8 No Provides adoption services to children who are free for adoption under the Civil Code and Welfare & Institutions Code. It also provides services, on a fee basis, for stepparent adoptions. 194 Debt Service Retirement Litigation Settlement Debt Service D M 2,759,911 2,759,911 0 0 Yes To provide funding for the Retirement Litigation debt services repayment schedule, which resulted from a court case requiring the County to pay $28.1 million over a period of approximately 20 years (ending February 2024). 195 EHSD - Community Services Bureau Housing & Energy D M 2,442,685 2,442,685 0 4.0 No Federally-funded program that provides utility bill payment assistance, energy education, and weatherization services to approximately 4,610 low-income residents of the County. 196 Sheriff - Special Funds Central ID Bureau D M 2,437,000 2,437,000 0 0 No Provides for operation of the Alameda-Contra Costa fingerprint database (which is a component of the state-wide database) Automated Fingerprint Identification System (AFIS) and Livescans in place in county law enforcement agencies. 197 Conservation and Development Measure WW Grant Project D M 2,272,266 2,272,266 0 0 No Funding through general obligation bonds, for local parks as approved by voters of Alameda and Contra Costa. 198 Superior Court Programs - Special Funds Family Law Center - Debt Service D M 2,129,142 2,129,142 0 0 Yes Provides for the Superior Court's share of the annual debt service payment obligations for the Family Law Center. 199 Public Works - Special Funds Area of Benefit Fees D M 1,917,338 1,917,338 0 0 No Fees on development for future road projects. Mandatory/Discretionary Program Listing – By Service and Level County of Contra Costa FY 2019-2020 Recommended Budget 601   Program Service Service Level Expenditures Funding  Source  General        Fund NCC FTE Support Explanation  200 EHSD - Children and Family Services Bureau Family Preservation Program Promoting Safe and Stable Families D M 1,884,254 1,498,978 385,276 0 No Provides intensive social work services to children and families when the child is at risk of out-of- home placement. 201 EHSD - Community Services Bureau Child Nutrition D M 1,510,886 1,510,886 0 12.0 No Nutritional counseling for families and meal services for low-income and disabled children serving approximately 1,000 children and families and delivers approximately 466,925 meals. 202 Probation - Probation Programs School Probation Officers D M 1,455,335 1,455,335 0 11.0 No Case management services for juveniles referred by school districts as well as those on active probation. 203 Sheriff - Special Funds Prisoners Welfare Summary D M 1,428,000 1,428,000 0 6.0 No Provides for the revenues associated primarily with detention commissary and commission from detention pay telephones. Funds are restricted to funding educational opportunities for inmates and enhancing inmate welfare. 204 Probation - Probation Programs Domestic Violence D M 1,310,821 453,495 857,326 8.0 No Intensive supervision of felony/misdemeanor cases that may involve court-ordered participation in a 52- week batterer's program. All batterer's programs are mandated to be certified by the Probation Department. (PC 1203.097) 205 Conservation and Development Private Activity Bond D M 1,240,620 1,240,620 0 0 No Bond revenue received from single and multiple family housing programs that is used primarily to fund program staff costs and finance property acquisition related to affordable housing and economic development projects. 206 EHSD - Children and Family Services Bureau Foster Family Recruitment, Training and Licensing D M 1,201,059 974,762 226,297 0.9 No Processes applications and provides support services to approved Resource Family Homes. 207 Justice System Development/Pla nning Vehicle Theft Program D M 1,000,000 1,000,000 0 0 No Provides local funding for programs relating to vehicle theft crimes. 208 Superior Court Programs - Special Funds Criminal Justice Facility Construction D M 950,365 950,365 0 0 Yes Special fund created for penalty assessments levied on court fines for the purpose of criminal justice facility construction, systems development and operations. 209 Probation - Probation Programs Community Probation D M 944,313 548,790 395,523 7.0 No Partners deputy probation officers with eight police jurisdictions to provide intensive supervision to high-risk youth. Mandatory/Discretionary Program Listing – By Service and Level 602 County of Contra Costa FY 2019-2020 Recommended Budget   Program Service Service Level Expenditures Funding  Source  General        Fund NCC FTE Support Explanation  210 Probation - Probation Programs Youthful Offender Treatment Program / Girls in Motion D M 925,441 257,055 668,386 6.0 No Aftercare supervision for institution commitment treatment program for youthful offenders. 211 Sheriff - Special Funds Supplemental Law Enforcement Services Funds D M 917,000 917,000 0 0 No Pursuant to Government Code 30061-30063, the State supplements otherwise available funding for local public safety services. These funds are used for jail operations and enhancement of Patrol Division services. 212 Superior Court Programs - Special Funds Courthouse Construction D M 806,550 806,550 0 0 Yes Special fund created for penalty assessments levied on court fines for the purpose of courthouse construction and maintenance. 213 Conservation and Development HUD Neighborhood Preservation D M 804,700 804,700 0 0 No Grants from HUD's Community Development Block Grant program, expended for the purpose of funding the Housing Rehabilitation and Neighborhood Preservation Program loans and program administration. 214 HSD - Emergency Medical Services SB-12 Physicians D M 776,767 776,767 0 0 No Payments to physicians for emergency services to indigents. 215 Conservation and Development HOME Investment Partnership Act D M 500,000 500,000 0 0 No Provide funding from HOME Program loan repayments for the development and rehabilitation of affordable housing. 216 EHSD - Workforce Development Board Small Business Development Center D M 458,543 458,543 0 1.0 No Provides training, counseling, and technical assistance to small businesses and startups to support economic development and stimulate job growth in Contra Costa County and the region. 217 Conservation and Development Affordable Housing D M 397,000 397,000 0 0 No Mortgage payments on loans made from federal affordable housing program. Funds are reimbursed to the affordable housing program and used to provide financial assistance for additional affordable housing and economic development. These projects include the North Richmond Senior Housing Project and commercial center and land acquisition in the Pleasant Hill BART Redevelopment Area. 218 Probation - Probation Programs Office of Traffic Safety DUI Program D M 374,722 328,181 46,541 2.0 No California Office of Traffic Safety provides grant funding for intensified supervision of felony drunk drivers. The grant does not cover indirect costs. Mandatory/Discretionary Program Listing – By Service and Level County of Contra Costa FY 2019-2020 Recommended Budget 603 Program Service Service Level Expenditures Funding  Source  General      Fund NCC FTE Support Explanation  219 HSD - Emergency Medical Services SB-12 Hospitals D M 330,178 330,178 0 0 No Payments to hospitals for emergency room care provided to indigents. 220 EHSD - Children and Family Services Bureau Child Abuse Prevention, Intervention and Treatment D M 306,830 276,147 30,683 0 No Provides child abuse prevention services authorized by AB 1733; supports the Zero Tolerance for Domestic Violence implementation plan. 221 Justice System Development/Pla nning - Special Funds DNA Identification D M 270,000 270,000 0 0 No Provides for the collection of DNA specimens, samples and print impressions. 222 HSD - Ambulance Services Areas (Measure H) Zone A D M 234,227 234,227 0 0 No Funds EMS first responder medical and communication equipment, supplies, and training of medical dispatchers. 223 HSD - Emergency Medical Services SB-12 Emergency Medical Services D M 224,521 224,521 0 0 No Reimbursement for County operated Emergency Medical Services program. 224 Probation - Probation Programs Vehicle Theft (Adult) D M 193,178 193,178 0 1.0 No Cooperative program among the California Highway Patrol, Sheriff, District Attorney and Probation depts. Provides close supervision to a caseload of auto thieves placed on felony probation. This program is partially funded by the State via vehicle license fees. 225 EHSD - Aging and Adult Services Bureau Senior Community Services Employment Program D M 166,333 72,450 93,883 1.0 No Provides Seniors with low employment prospects subsidized employment with Community Service Agencies, non-profits or Government Agencies. Enrollment priority for those Most in Need: Veterans, 65 or older, the disabled, seniors with limited English proficiency or low literacy skills and those at risk of homelessness. 226 Sheriff - Special Funds Narcotic Forfeiture D M 100,000 100,000 0 0 No Within the Investigation Division, Asset Forfeiture provides the necessary support for tracking the assets of persons involved in narcotics crimes in addition to ongoing narcotics enforcement efforts, to maximize forfeited assets, and to augment traditional investigations. 227 Conservation and Development Used Oil Recycling Grant D M 93,279 93,279 0 0 No Used Oil Block Grant funds to help establish or enhance permanent, sustainable used oil recycling programs. Mandatory/Discretionary Program Listing – By Service and Level 604 County of Contra Costa FY 2019-2020 Recommended Budget   Program Service Service Level Expenditures Funding  Source  General        Fund NCC FTE Support Explanation  228 EHSD - Community Services Bureau Childcare Enterprise Fund D M 74,000 74,000 0 0 No Childcare enterprise provides childcare at below market rates to families who do not qualify for subsidized Head Start or Child Development programs due to higher family income. 229 HSD - Emergency Medical Services SB-12 Pediatric Trauma Centers D M 65,121 65,121 0 0 No Reimbursement to physicians and hospitals for uncompensated services provided at pediatric trauma centers. 230 Human Resources Employee Child Care D M 46,586 46,586 0 0 No Board mandate & must follow IRS regs. Provides for the funding and development of child care programs for employees. Funded by benefit admin fee and forfeited Dependent Care Assistance Program monies. 231 Sheriff - Special Funds Controlled Substance Analysis D M 22,000 22,000 0 0 No Provides criminalistics laboratory analysis of controlled substances, in order to increase the effectiveness of criminal investigation and prosecution. 232 Sheriff - Field Operations Bureau Special Investigations D M 2,000 230,000 (228,000) 0 No Provides Investigation services to the District Attorney's Office. 233 Debt Service County/State West Contra Costa Healthcare District (WCCHCD) D M 0 2,500,000 (2,500,000) 0 Yes To account for the West Contra Costa Healthcare District's allocation of property tax revenue. 234 Public Works Facilities Maintenance D D 131,321,750 131,321,750 0 200.0 Yes General maintenance and repairs of County buildings & facilities. 235 EHSD - Adminstrative Services Administrative Services D D 56,970,306 56,756,306 214,000 206.0 No Provides administrative support to all areas of the Department 236 HSD - Public Health Public Health Clinical Services D D 39,329,074 32,384,377 6,944,697 242.0 No Provides full scope pediatric clinics, women's health and family planning, sexually transmitted disease clinics, immunization clinics, the employee occupational health program, and school-based clinics. In addition, provides public health nursing visits to new babies and mothers, and health care for the homeless. 237 HSD - Hospital & Ambulatory Care Centers Administrative Services D D 27,218,547 27,218,547 0 312.8 Yes Provides centralized Department- wide administrative support to all Health Services divisions, e.g. IT, Payroll, Personnel. 238 Public Works General County Building Occupancy D D 24,303,023 152,023 24,151,000 0 Yes General funded building and grounds maintenance. This program area includes fixed costs for expenses related to utilities, taxes, debt service, building insurance, custodial contracts, common area maintenance, rents, and elevator maintenance. Mandatory/Discretionary Program Listing – By Service and Level County of Contra Costa FY 2019-2020 Recommended Budget 605 Program Service Service Level Expenditures Funding  Source  General      Fund NCC FTE Support Explanation  239 HSD - Hospital & Ambulatory Care Centers Hospital Capital Project D D 23,532,993 23,532,993 0 0 No Debt services principal payments, and acquisition of new and replacement capital equipment. 240 Sheriff - Administrative Services Bureau Central Administration D D 21,413,262 1,371,480 20,041,782 34.0 No Comprised of the Sheriff's executive, fiscal, and personnel units which provide centralized administrative oversight of the Office of the Sheriff. 241 Library Lib-Community Services D D 20,271,102 3,687,102 16,584,000 139.9 No Includes the provision of community library services through 26 County Library facilities. These services include materials collections, public services, and programs that are tailored for each community. 242 Public Works - Special Funds Fleet Services ISF D D 17,813,524 17,813,524 0 21.0 Yes Internal Services Fund for Fleet 243 HSD - Behavioral Health Division - Mental Health Support Services D D 14,816,058 4,512,681 10,303,377 83.8 No Provides personnel administration, contract negotiation, program planning and development, monitoring service delivery and quality assurance, and interagency coordination. 244 Capital Improvements Facilities Lifecycle Improvement Summary D D 12,550,000 2,550,000 10,000,000 0 Yes Addresses deferred facilities maintenance and capital renewal in accordance with the Real Estate Asset Management program (RAMP). 245 Department of Information Technology Telecommunicati ons D D 11,039,775 10,944,775 95,000 21.0 Yes Operates, maintains and manages the County’s communications systems including telephone, voice mail, microwave and the two- county East Bay Regional Communications (public safety radio) P25 System. Provides installation and maintenance of radio systems for police agencies, special districts, medical facilities and cities. Administers the County’s information security systems. 246 Contingency Reserve Contingency Reserve D D 10,000,000 0 10,000,000 0 Yes Provides funding for unforeseen emergencies or unanticipated new expenditures occurring during the fiscal year, which have no other funding source. 247 HSD - Behavioral Health Division - Alcohol and Other Drugs Residential Treatment and Withdrawl Management Summary D D 9,424,271 8,491,191 933,080 16.0 No Provides recovery services for men, women, women and their children (perinatal), and adolescents, and detoxification for adults. 248 County Administrator AB109 D D 9,167,012 8,217,012 950,000 3.8 No Administers the AB 109 State Realignment allocation from the State to provide for the reentry and reintegration of the formerly incarcerated, including administrative oversight and data evaluation. Mandatory/Discretionary Program Listing – By Service and Level 606 County of Contra Costa FY 2019-2020 Recommended Budget Program Service Service Level Expenditures Funding  Source  General      Fund NCC FTE Support Explanation  249 HSD - Public Health Public Health Support Services D D 8,682,366 1,652,105 7,030,261 40.4 Yes Provides program oversight, including management and administrative support staff. 250 Library Administration D D 7,469,704 63,648 7,406,056 23.6 No Provides administrative, shipping, and volunteer services management while organizing and directing the operation of the County Library. 251 HSD - Behavioral Health Division - Health, Housing and Homeless Services Homeless Emergency Aid Program - HEAP D D 7,196,771 7,196,771 0 1.0 No The HEAP Program is a one-time Block grant funding that addresses the immediate emergency needs of homeless individuals. 252 Sheriff - Support Services Bureau Information Services D D 7,158,196 69,200 7,088,996 18.0 No Provides communication and programming for networks, jail management, communication system and ARIES. 253 HSD - Behavioral Health Division - Alcohol and Other Drugs Narcotic Treatment Program D D 6,840,661 6,840,661 0 0 No Provides outpatient methadone maintenance for opiate dependent adults, especially those persons at risk of HIV infection through injection drug use. 254 HSD - Behavioral Health Division - Health, Housing and Homeless Services Supportive Housing Program D D 5,851,212 5,729,252 121,960 0 No Provides a variety of permanent housing options for homeless adults, families, and transition age youth with disabilities. All housing options come with supportive services aimed at assisting the resident in maintaining their housing. 255 Conservation and Development Business and Information Services D D 5,574,311 5,574,311 0 28.0 No Manage the department’s cost recovery efforts to ensure program revenues cover operating costs and other fiscal and budget services. Provide purchasing and personnel services. Provide Geographic Information System support and development, including mapping services. Manage countywide demographic and Census data. Manage land use application and permit tracking electronic data and department computer services. Provide administrative policy and procedure guidance for the department. Respond to data requests for demographic information and public records act. 256 Public Works Print and Mail Services D D 5,555,785 5,555,785 0 22.0 Yes Copy, printing, and mail services for County departments. Mandatory/Discretionary Program Listing – By Service and Level County of Contra Costa FY 2019-2020 Recommended Budget 607 Program Service Service Level Expenditures Funding  Source  General      Fund NCC FTE Support Explanation  257 Department of Information Technology Systems and Programming D D 5,541,181 5,591,181 (50,000) 22.6 Yes Maintains a wide variety of enterprise and departmental applications, in addition to providing business requirements, system analysis, custom development and project management services for many departments. 258 Conservation and Development Service Contracts/ Satellite Locations D D 5,523,500 5,523,500 0 4.0 No Inspection services to various contract cities and remote locations within the unincorporated county. 259 Sheriff - Custody Services Bureau Marsh Creek Detention Facility D D 5,488,110 1,500 5,486,610 21.0 No Located in Clayton, this facility is primarily responsible for the care, custody, and control of sentenced minimum-security male inmates, but unsentenced inmates may also be held at this facility. 260 Library Support Services D D 5,207,507 28,050 5,179,457 25.2 No Support Services includes automation, Virtual Library, circulation, technical services, and collection management. 261 Capital Improvements Plant Acquisition D D 5,000,000 0 5,000,000 0 Yes Majority of projects appropriated by mid-year adjustments. Used to plan, design and construct various repair, improvement and construction projects for County facilities using in-house staff, consultants and contractors. 262 HSD - Public Health Senior Nutrition Program D D 4,922,205 4,570,739 351,466 5.3 No Provides over 550,000 meals per year to the elderly population in the County through a congregate (Senior Center) or home delivery (Meals on Wheels) model. In addition to elderly clients, approximately 2,700 meals are delivered to homebound AIDS/HIV clients. 263 Probation - Special Funds Supplemental Law Enforcement Services Fund D D 4,880,523 4,880,523 0 0 No Provides state resources from the Juvenile Justice Crime Prevention Act of 2000 to support juvenile prevention initiatives. 264 Conservation and Development HUD Home Block Grants D D 4,677,913 4,677,913 0 0 No Grants for the acquisition, rehabilitation or new construction of housing for rent or ownership, tenant-based rental assistance, and assistance to homebuyers. Funds may also be used for the development of non-luxury housing, such as site acquisition, site improvements, demolition and relocation. 265 Sheriff - Field Operations Bureau Marine Patrol D D 4,424,525 1,210,239 3,214,286 12.0 No Responsible for patrol of the navigable waterways within the County and enforcement of all applicable laws. Mandatory/Discretionary Program Listing – By Service and Level 608 County of Contra Costa FY 2019-2020 Recommended Budget Program Service Service Level Expenditures Funding  Source  General      Fund NCC FTE Support Explanation  266 HSD - Contra Costa Health Plan - Enterprise Fund II Charges from Other County Depts D D 4,407,106 4,407,106 0 0 No Provides centralized charges to Health Services Department from other County departments, e.g. GSD. 267 Department of Information Technology Wide-Area- Network Services D D 4,299,194 4,299,194 0 5.0 Yes Insures reliable, secure, and fast support and maintenance of the County's WAN infrastructure. 268 Sheriff - Administrative Services Bureau Resources/ Plans/ Standards D D 4,078,186 318,500 3,759,686 12.0 No Inspection and Control is instrumental in organizational development by surveying current law enforcement management theory and practice to compare department procedures and systems against those in other jurisdictions. Professional Standards is responsible for formulating policies and procedures, Internal Affairs and risk management litigation. 269 HSD - Behavioral Health Division - Alcohol and Other Drugs Special Programs (Non-DMC Waiver) D D 3,986,001 3,986,001 0 11.9 No Time-limited federal and state special initiatives and demonstration programs. 270 HSD - Behavioral Health Division - Health, Housing and Homeless Services Interim Housing and Support Services D D 3,871,774 2,685,491 1,186,283 0 No Offers short-term shelter and support services that allow for stabilization, referral and preparation for permanent housing and/or mental health and treatment services. 271 HSD - Behavioral Health Division - Alcohol and Other Drugs Outpatient and Intensive Outpatient Program D D 3,818,486 3,255,379 563,107 4.0 No Provides outpatient substance abuse recovery services for adults, youth/adolescents and family members who have substance use disorders. 272 HSD - Behavioral Health Division - Alcohol and Other Drugs Program and System Support Summary D D 3,743,005 3,743,005 0 11.4 No Oversight and management of all SUD Waiver treatment and recovery services and Non-Waiver SUD services including primary prevention. 273 Probation - Special Funds Community Corrections Performance Incentives D D 3,741,263 3,741,263 0 0 No Provides revenue realized by the California Department of Corrections and Rehabilitation to be used for evidence-based probation supervision activities. 274 Conservation and Development Transportation Improvement - Measure J D D 3,698,500 3,698,500 0 0 No Measure J monies are allocated based upon a 7-year Capital Improvement Program approved by the Board of Supervisors and other agencies for specific transportation projects. Mandatory/Discretionary Program Listing – By Service and Level County of Contra Costa FY 2019-2020 Recommended Budget 609 Program Service Service Level Expenditures Funding  Source  General      Fund NCC FTE Support Explanation  275 HSD - Public Health Community Wellness & Prevention Program D D 3,677,284 3,481,554 195,730 27.2 No Provides for prevention of chronic disease and injuries. 276 Sheriff - Support Services Bureau CAL-ID D D 3,578,686 3,578,686 0 18.5 No Operates a computerized system for the identification of fingerprints. 277 Department of Information Technology Operations D D 3,503,913 3,503,913 0 8.2 Yes Responsible for County's Central Data Center that houses the IBM mainframe, AS/400's, RS/6000's, Sun and IBM UNIX servers and customer owned servers. Performs database administration duties in support of Oracle, Informix, and IDMS data management systems. Manages County's off-site disaster recovery resources. 278 HSD - Behavioral Health Division - Health, Housing and Homeless Services Coordinated Entry System D D 2,942,192 2,942,192 0 0 No Streamlines access to housing and other homeless services through prevention/diversion screening and triage; referral to CARE centers where clients can access shelter, food, case management, housing assessment and navigation, substance use disorders and benefit assistance; and coordinate outreach referral and engagement to facilitate shelter, health and social services. 279 HSD - Behavioral Health Division - Health, Housing and Homeless Services Administration D D 2,903,766 1,695,201 1,208,565 10.0 Yes Includes staffing, occupancy costs, costs incurred for the homeless advisory board activities, and costs associated with grant writing and consultation. 280 Sheriff - Office of Emergency Services Emergency Services D D 2,778,535 215,000 2,563,535 10.0 No Provides emergency preparedness planning and coordination along with vulnerability assessment; manages the homeland security grant funds for the operational area; gathers and disseminates crime analysis and intelligence data. 281 Conservation and Development Federal Programs, CDBG, Successor Agency D D 2,610,670 2,610,670 0 12.0 No Responsible for administration of Community Development Block Grant and various housing programs that promote safe and affordable housing, a suitable living environment and expanded economic opportunities, principally for persons of very low- and low- income. Successor Agency oversees dissolution of the former Redevelopment Agency and staffs Oversight Board. Mandatory/Discretionary Program Listing – By Service and Level 610 County of Contra Costa FY 2019-2020 Recommended Budget Program Service Service Level Expenditures Funding  Source  General      Fund NCC FTE Support Explanation  282 Sheriff - Special Funds Law Enforcement Training Center D D 2,506,379 2,506,379 0 17.0 No Established as an enterprise fund, this Division of the Sheriff with the Contra Costa College District at Los Medanos Community College provides specialized training to law enforcement personnel. 283 EHSD - Contra Costa Alliance to End Abuse Contra Costa Alliance to End Abuse D D 2,433,000 754,000 1,679,000 0 No Coordinated Services designed to reduce domestic and family violence and elder abuse. 284 EHSD - Workforce Services Bureau CalWORKs Housing Support D D 2,415,719 2,415,719 0 0 No Provides funds for support services and administrative activities for homeless CalWORKs families. 285 Probation - Probation Programs Field Services Support D D 2,279,857 0 2,279,857 24.0 No Provides support services to Deputy Probation Office staff in adult and juvenile programs. 286 Justice System Development/Pla nning Law and Justice System Development D D 2,185,926 395,926 1,790,000 5.0 Yes Plans, develops, implements and maintains automated information systems for justice departments. 287 Department of Information Technology Network Services D D 2,133,192 2,133,192 0 9.0 Yes Provides advanced network technologies to design, implement, and support the County’s wide array of systems, applications, storage and email services. Delivers service over leading-edge transport technology, allowing the County to share data, collaborate, and host applications both internal and external to the County. Supports an environment with services located on premise and systems that have been migrated to the private, government, County-supported cloud service. 288 Library Countywide Services D D 1,907,688 248,200 1,659,488 12.0 No Directly provides library service to patrons countywide and supports community library services and operations, including telephone reference service, periodicals, and program support in adult, young adult, and youth services. 289 Conservation and Development Livable Communities D D 1,905,098 1,905,098 0 0 No Collection of Developer Fees in the Camino Tassajara Combined General Plan Area, to aid in the implementation of the Smart Growth Action Plan. 290 Conservation and Development Keller Canyon Mitigation Fee D D 1,848,000 1,848,000 0 0 No Funding for mitigation programs within East County community. 291 HSD - Behavioral Health Division - Alcohol and Other Drugs Prevention Services D D 1,560,098 1,560,098 0 4.2 No Provides alcohol and other drugs education, drug-free activities, community-based initiatives, problem identification and referral for youth and adults. Mandatory/Discretionary Program Listing – By Service and Level County of Contra Costa FY 2019-2020 Recommended Budget 611 Program Service Service Level Expenditures Funding  Source  General      Fund NCC FTE Support Explanation  292 Capital Improvements Minor non-Capital Improvements D D 1,500,000 0 1,500,000 0 Yes Minor repairs and improvements to County facilities using in-house staff, consultants, and contractors. 293 County Administrator CCTV & Public Info D D 1,488,708 1,488,708 0 8.0 No Administers cable franchises and community access (CCTV). Supported by cable TV franchise fees. 294 Veterans Service Veterans Service D D 1,394,640 313,000 1,081,640 9.5 No Provides assistance to veterans, their dependents and survivors in obtaining veteran's benefits. 295 Conservation and Development Housing Rehabilitation, Economic Development & Sustainability Program D D 1,384,186 599,186 785,000 3.0 No Financial assistance to low and moderate-income families performing housing rehabilitation. Develop organizational capacity in Sustainability Programs to include expanding economic development in the County. 296 Sheriff - Office of Emergency Services Homeland Security Grants D D 1,349,505 1,349,505 0 0 No Homeland Security grant management and centralization. 297 Sheriff - Office of Emergency Services Community Warning System D D 1,338,843 1,338,843 0 3.0 No Manages the countywide all hazard Community Warning System. The CWS is funded entirely from private industry funds and/or fines. 298 Sheriff - Office of Emergency Services Emergency Services Support D D 1,269,706 32,500 1,237,206 3.0 No Provides management oversight 24-hours a day for response to critical incidents, major crimes, or other significant events and provides direction at the command level. Operates the Volunteer Services Unit and Search and Rescue (SAR) response teams. 299 Central Support Management Information System D D 1,234,635 622,635 612,000 0 Yes Provides funding for the most critical and cost beneficial automation projects which have no other funding source, including the Geographic Information System Program (GIS) and the Countywide Budget System. 300 HSD - Behavioral Health Division - Alcohol and Other Drugs Case Management, Recovery Support and Recovery Residences Summary D D 1,218,042 1,148,287 69755 0 No Case management and recovery support services for DMC beneficiaries 301 Conservation and Development Weatherization D D 1,170,977 1,170,977 0 12.0 No Free home weatherization services to low income residents. Mandatory/Discretionary Program Listing – By Service and Level 612 County of Contra Costa FY 2019-2020 Recommended Budget Program Service Service Level Expenditures Funding  Source  General      Fund NCC FTE Support Explanation  302 Conservation and Development Water Planning/ Habitat Conservancy D D 1,042,195 1,042,195 0 5.0 No Develop County's water policy and administration of the County Water Agency, which includes administration of the Coastal Impact Assistance Program, the Open Space Funding Measure and the East Contra Costa Habitat Conservation Plan Association. The Water Agency is a County special district whose operating budget is included with the County Special District budgets. 303 District Attorney - Special Funds Consumer Protection D D 1,025,278 1,025,278 0 0 No Receives Cy pres restitution funds from court-ordered settlements for District Attorney consumer protection projects, when individual restitution in a particular case cannot be determined or is not feasible. 304 Department of Information Technology GIS Support D D 930,281 880,281 50,000 5.1 Yes Creates and maintains maps and geographic information for Contra Costa County, and provides high- level project management to County GIS endeavors. Manages the enterprise GIS data repository and facilitates the sharing and integration of geographically referenced information among multiple agencies and users. 305 HSD - Detention Facility Program Juvenile Justice Facilities D D 877,114 877,114 0 0 No Provides crisis intervention, medication evaluation and consultation. 306 Conservation and Development HOPWA Grant D D 862,410 862,410 0 0 No Provide housing opportunities for people with HIV/AIDS. 307 HSD - Behavioral Health Division - Health, Housing and Homeless Services Homeless Management Information System D D 839,526 837,689 1,837 1.0 No A shared homeless service and housing database system administered by the County Homeless Program and includes community based homeless service providers. System enables the collection and sharing of uniform client data information. 308 Department of Information Technology Administration D D 833,699 833,699 0 12.0 Yes Provides leadership, accounting and administrative services to support DoIT in achieving efficiencies and transparency in daily operations. Provides customer service in all areas of DoIT. 309 Sheriff - Support Services Bureau Automated Regional Information Exchange Systems (ARIES) D D 816,304 816,304 0 2.0 No The ARIES database has been established to collect data from several California jurisdictions to share information to support increased monitoring and enforcement of the law. Mandatory/Discretionary Program Listing – By Service and Level County of Contra Costa FY 2019-2020 Recommended Budget 613 Program Service Service Level Expenditures Funding  Source  General      Fund NCC FTE Support Explanation  310 Department of Information Technology Information Security D D 804,208 804,208 0 1.0 Yes Provides vigilant oversight of information networks and computer systems to maintain awareness and adaptability in an ever-changing environment of security threats from hackers and malware. Provides leadership and expertise in building a robust and sustainable defensive posture that adapts to the complex information security threat landscape. 311 HSD - Behavioral Health Division - Health, Housing and Homeless Services Contra Costa Youth Continuum of Services D D 783,487 618,132 165,355 1.0 No Provides outreach, shelter, transitional, and permanent housing and services to youth ages 18-24. 312 Public Works Outside Agency Services D D 782,457 782,457 0 0 Yes Outside Agency services. This program area includes occupancy costs, print & mail services, and fleet services. 313 Conservation and Development HUD Neighborhood Stabilization D D 760,000 760,000 0 0 No Provide assistance to the County to acquire and redevelop foreclosed properties that might otherwise become sources of abandonment and blight within the community. 314 Board of Supervisors - Special Funds North Richmond Waste & Recovery Mitigation Fund D D 755,250 755,250 0 0 No Defrays annual costs associated with collection and disposal of illegally dumped waste and associated impacts in North Richmond and adjacent areas. 315 HSD - Behavioral Health Division - Alcohol and Other Drugs Information, Screening and Referral into SUD D D 738,116 369,058 369,058 6.5 No Provides information, American Society of Addiction Medicine (ASAM) screening and referral to individuals in need of prevention, treatment and recovery services. 316 Conservation and Development HUD Emergency Shelter D D 620,050 620,050 0 0 No Emergency Shelter Grant program provides homeless persons with basic shelter and essential supportive services. 317 Probation - Juvenile Facilities School Lunch Program D D 610,000 233,831 376,169 4.0 No Federally assisted meal program. Provides nutritionally balanced, low-cost or free lunches to children each school day. 318 Sheriff - Field Operations Bureau Sheriff's Helicopter Program D D 596,575 596,575 0 0 No Provides air support throughout the County and through contract with the City of Vallejo. 319 Crockett/Rodeo Revenues Crockett/ Rodeo D D 560,000 0 560,000 0 No Appropriations attributable to the property tax increment from the co-generation facility in Crockett and the Ultra Low Sulfur Diesel Fuel Project at the Philips 66 Rodeo facility for both capital and program uses. 320 Public Works Fleet Services D D 540,000 540,000 0 0 Yes Maintenance, repair, and vehicle acquisition for County departments & fire district. Mandatory/Discretionary Program Listing – By Service and Level 614 County of Contra Costa FY 2019-2020 Recommended Budget Program Service Service Level Expenditures Funding  Source  General      Fund NCC FTE Support Explanation  321 Central Support Economic Development/ Arts Commission D D 515,000 50,000 465,000 0 No To promote the arts throughout the County via support of the Arts Commission and to support the Northeast Antioch Joint powers Agreement (JPA). 322 District Attorney - Special Funds Real Estate Fraud Prosecution D D 464,280 464,280 0 0 No Pursuant to State law, pays for District Attorney cost of deterring, investigating, and prosecuting real estate fraud crimes, using fees from recording real estate instruments. 323 Animal Services - Special Funds Animal Benefit Fund D D 455,000 455,000 0 0 No Provides monetary support for animal health and welfare projects that are not funded by departmental or general County revenue. 324 District Attorney - Special Funds Environmental/O SHA D D 426,898 426,898 0 0 No Funds the investigation and prosecution of environmental/occupational health and safety violations. In addition, this fund supports staff professional development on subjects of environmental law. 325 Sheriff - Office of Emergency Services Special Weapons and Tactics (SWAT) Team D D 379,259 20,000 359,259 0 No The Special Weapons and Tactics team is used in situations involving hostage taking, armed barricaded subjects, snipers, or other situations that present a high degree of danger to life or property. 326 EHSD - Workforce Services Bureau Service Integration Team / Sparkpoint D D 323,760 263,670 60,090 1.0 No Provides integrated delivery of human services provided by various county departments. 327 County Administrator Equal Employment Opportunity D D 287,635 10,000 277,635 2.0 No Works to ensure that County employees, applicants, and vendors are provided a professional environment that is free from discrimination and/or harassment 328 Conservation and Development Energy Upgrade CA D D 250,069 250,069 0 1.0 No This is the new BayRen grant State Energy Program Grant, with the Association of Bay Area Governments as the fiscal agent which provides residential retrofit programs to eligible local governments for cost-effective energy efficiency projects. 329 Sheriff - Support Services Bureau Technical Services Administration D D 217,974 0 217,974 0 No Provides administrative oversight for the Technical Services Division and administration of federal grants. Mandatory/Discretionary Program Listing – By Service and Level County of Contra Costa FY 2019-2020 Recommended Budget 615 Program Service Service Level Expenditures Funding  Source  General      Fund NCC FTE Support Explanation  330 Agriculture/Weigh ts and Measures Cooperative Extension D D 202,288 0 202,288 1.0 No Program works with County farmers to assure a sustainable safe, productive, environmentally friendly and economically viable food system; provides educational programs for youth-serving professionals in topics such as positive youth development, civic engagement, and adolescent development; administers the 4-H Youth Development Program, which focuses on science, life skill acquisition and citizenship; and provides research and education on critical nutrition issues including childhood obesity and anemia, especially for low-income families with young children. 331 Auditor- Controller - Special Funds Automated Systems Development D D 200,000 200,000 0 0 No Non General-Fund. Accumulates interest earnings from the Teeter Plan borrowing program and other funding sources to finance maintenance and enhancement for countywide financial systems. 332 EHSD - Children and Family Services Bureau County Children's Trust Fund D D 185,000 185,000 0 0 No Provides child abuse prevention services. 333 Board of Supervisors Board Mitigation Programs D D 175,000 175,000 0 0 No Provides funding for mitigation programs out of the North Richmond Waste and Recovery Fee and the Solid Waste Transfer Facility Host Community Mitigation Fee. 334 Sheriff - Special Funds County Law Enforcement Capital Projects D D 173,000 173,000 0 0 No Supports replacement and enhancement of a Countywide law enforcement message switching computer; accumulates funds to partially finance Sheriff's communication equipment replacement; and accumulates funds to finance major equipment replacement for the Helicopter Program. 335 HSD - Environmental Health Fixed Assets D D 160,000 160,000 0 0 No Provides for acquisition of capital equipment and for needed capital improvement projects. 336 HSD - Emergency Medical Services SB-12 Administration D D 146,718 146,718 0 0 No Reimbursement for County incurred costs related to Emergency Medical Services program collections and disbursements. 337 Conservation and Development Vehicle Abatement Program D D 140,000 140,000 0 0 No Inspection services to remove abandoned vehicles that possess a hazard or public nuisance. Mandatory/Discretionary Program Listing – By Service and Level 616 County of Contra Costa FY 2019-2020 Recommended Budget Program Service Service Level Expenditures Funding  Source  General      Fund NCC FTE Support Explanation  338 Probation - Special Funds Probation Ward Welfare D D 136,337 136,337 0 0 No Provides for the revenues associated with the detention commissary and commission from detention pay telephones. Revenues used to fund essential clothing and transportation for emancipating youth and educational opportunities for detained youth. 339 Veterans Service Veterans Memorial Building Lifecycle Costs D D 118,360 0 118,360 0 No Provides funds to support the County's Facilities Lifecycle Improvement Program that addresses deferred facilities maintenance and capital renewal projects, for County owned veteran memorial hall buildings in Martinez, Richmond, El Cerrito, Concord, Antioch, Brentwood, Pittsburg, and Lafayette. 340 EHSD - Children and Family Services Bureau Ann Adler Children and Family Trust D D 80,000 80,000 0 0 No Provides support programs for care of abused, neglected and at risk children. 341 Sheriff - Special Funds Countywide Gang and Drug Trust D D 77,000 77,000 0 0 No Provides expenditures and revenues for preventing, enforcing and prosecuting illegal gang and/or drug activity. Expenditures must be approved by a panel consisting of the Sheriff, District Attorney, Chief Probation Officer, and a representative from the County Police Chiefs’ Association. 342 Conservation and Development Multi-Year Special Projects D D 60,000 60,000 0 0 No Provide plan check and inspection services to Marsh Creek Generating Station. 343 District Attorney - Special Funds Narcotics Forfeiture D D 55,000 55,000 0 0 No State law requires that the District Attorney Office’s portion of distributed forfeited narcotics assets be used for enhancement of prosecution. 344 Board of Supervisors Municipal Advisory Councils D D 39,000 0 39,000 0 No Advises the Board of Supervisors on matters that relate to their respective unincorporated areas, as designated by the Board, concerning services which are or may be provided to the area by the County or other local government agencies, including but not limited to, advising on matters of public health, safety, welfare, public works, and planning. 345 District Attorney - Special Funds DA Federal Forfeiture-DOJ D D 16,800 16,800 0 0.0 No Federal law requires that the District Attorney Office’s portion of distributed forfeited narcotics assets be used for enhancement of prosecution. Mandatory/Discretionary Program Listing – By Service and Level County of Contra Costa FY 2019-2020 Recommended Budget 617 Program Service Service Level Expenditures Funding  Source  General      Fund NCC FTE Support Explanation  346 Conservation and Development Residential Rental Inspection D D 11,455 11,455 0 0.0 No Inspection services for all rental units in unincorporated portions of the County 347 Sheriff - Support Services Bureau Vehicle Anti-Theft Program D D 3,840 474,500 -470,660 0.0 No Investigates and gathers evidence on stolen vehicles throughout Contra Costa County. 348 Library Casey Library Gift D D 500 500 0 0.0 No Established from proceeds from the estate of Nellie Casey. Funds are restricted for use in the Ygnacio Valley Library. Service Key:  M = Mandated by law (must be legal mandate NOT a Board mandate) D = Discretionary  Level Key:  M = Mandated by law  D = Discretionary  Note: Funding Sources listed for Special Funds may include fund balance from previous years, and may be higher than the requirement in the Expenditure column. Mandatory/Discretionary Program Listing – By Service and Level 618 County of Contra Costa FY 2019-2020 Recommended Budget County Fund Definitions County of Contra Costa FY 2019-2020 Recommended Budget 619 Fund: a fiscal and accounting entity with a self-balancing set of accounts recording cash and other financial resources, together with all related liabilities and residual equities or balances, and changes therein, which are segregated for the purpose of carrying on specific activities or attaining certain objectives in accordance with special regulations, restrictions, or limitations. Governmental Funds are generally used to account for tax supported activities; it accounts for the majority of funds; except for those categorized as proprietary or fiduciary funds. Types of Governmental funds include: General Fund is used to account for the general operations of government and any activity not accounted for in another fund. Special Revenue Funds are used to account for resources legally designated for specific purposes and separately reported. Debt Service Funds are used to account for resources dedicated to pay principal and interest on general obligation debt. Capital Project Funds are used to account for resources dedicated to acquiring or constructing major capital facilities. Permanent Funds are used to account for resources legally restricted so only earnings (and not principal) may be used to support governmental programs. Proprietary Funds are used by governmental activities that operate in a manner similar to that of private sector businesses in that they charge fees for services. Proprietary Funds rely on the full accrual basis of accounting where revenues are recognized when earned and expenditures are recorded when incurred. Types of Proprietary funds include: Enterprise and Internal Service Funds Enterprise Funds are used to account for operations that are financed and operated in a manner similar to private business enterprises (e.g. water, gas and electric utilities; airports; parking garages; or transit systems). The governmental body intends that the costs of providing goods and services to the general public on a continuing basis be financed or recovered primarily through user charges. Internal Service Funds are proprietary funds used to account for the financing of goods or services provided by one department to other departments of the County or other governmental units, on a cost reimbursement basis. County Fund Definitions 620 County of Contra Costa FY 2019-2020 Recommended Budget Fiduciary-Type Funds are funds used to account for assets held by the County in a trust of agency capacity for others. These funds include Pension (and Other Employee Benefit) Trust Funds, Investment Trust Funds, Private-Purpose Trust Funds and Agency Funds (used to account for resources held by the County in a purely custodial capacity). These resources cannot be used by the County to support its own programs and, therefore, are not reflected in the budget. Component Units are legally separate organizations for which the Board of Supervisors is financially accountable. These include: the Successor Agency to the Contra Costa County Redevelopment Agency; the Contra Costa County Public Financing Authority; the In-Home Supportive Services Public Authority; Special Districts and Service Areas; First 5 Contra Costa Children and Families Commission, and the Housing Authority of Contra Costa County. Major Funds are funds whose revenues, expenditures, assets or liabilities are at least 10 percent of the totals for all governmental or enterprise funds and at least 5 percent of the combined amount for all governmental and enterprise funds. The Major Funds for Contra Costa County include Contra Costa County Fire Protection District; the Contra Costa Health Plan Enterprise Fund; the Contra Costa Regional Medical Center and Clinics Enterprise Fund; and the County General Fund. Budgetary Fund Structure County of Contra Costa FY 2019-2020 Recommended Budget 621  Contra Costa County (all funds) County Funds Governmental Funds General Fund Special Revenue Funds Capital Project Funds Permanent Funds Debt Service Funds Proprietary Funds Enterprise Funds Internal Service Funds Special Districts (dependent) Governmental Funds Special Revenue Funds Debt Service Funds Budgetary Fund Structure 622 County of Contra Costa FY 2019-2020 Recommended Budget Table of Funds – Financial Fund Order FUND CATEGORY Fund Type Fund Number Fund Title Fund Description County of Contra Costa FY 2019-2020 Recommended Budget 623 COUNTY - Governmental General 100300 GENERAL To account for resources traditionally associated with governments, which are not required legally to be accounted for in another fund. The General Fund is the primary operating fund of the County. Special Revenue 105600 COUNTY LAW ENFORCEMENT CAPITAL PROJECT To account for expenditures and revenues for the replacement and enhancement of a Countywide law enforcement message switching computer and Sheriff's communications equipment replacement. Capital Project 105800 JUVENILE HALL - CAPITAL PROJECT To account for expenditures and revenues for planning the replacement of the County Juvenile Hall. Capital Project 105900 ELLINWOOD CAPITAL PROJECT To account for expenditures and revenues for the Ellinwood - EHS capital project. Special Revenue 110000 RECORDER MODERNIZATION To account for the process converting records and modernizing computerized systems in the County Recorder's Office. Special Revenue 110100 COURT / CLERK AUTOMATION To account for the cost of automating the Court's recordkeeping system. Special Revenue 110200 FISH AND GAME To account for expenditures and fines levied for violation of the California Fish and Game Code. Fund is restricted to the propagation and conservation of fish and game in the County, and education and youth activates related to fish and game. Special Revenue 110300 LAND DEVELOPMENT FUND To account for funding related to land development and to regulate subdivision and public improvement development in compliance with Subdivision Map Act and other state and local laws. Special Revenue 110400 CRIMINALISTICS LABORATORY To account for revenue generated from fines levied for various controlled substance violations to be used for laboratory analysis. Special Revenue 110500 SURVEY MONUMENT PRESERVATION To account for funding used to retrace major historical land division lines upon which later surveys are based. Special Revenue 110600 CRIMINAL JUSTICE FACILITY CONSTRUCTION To account for the expenditures and revenues for projects funded with penalty assessments levied on court fines for criminal justice facility construction, systems development and operations. Special Revenue 110700 COURTHOUSE CONSTRUCTION To account for the expenditures and revenues from penalty assessments levied on court fines for the purpose of courthouse construction. Special Revenue 110800 ROAD To account for funding for road construction and improvement projects to provide the public with a safe, cost effective, and environmentally acceptable road system. Funding from state highway taxes and other revenues. Special Revenue 110900 TRANSPORTATION IMPROVEMENT To account for the development, implementation and maintenance of a County Growth Management Program. Capital Project 111000 SANS CRAINTE DRAINAGE To fund design and construction of drainage improvements for the Sans Crainte Drainage area. Table of Funds – Financial Fund Order FUND CATEGORY Fund Type Fund Number Fund Title Fund Description     624 County of Contra Costa FY 2019-2020 Recommended Budget COUNTY - Governmental Special Revenue 111100 PRIVATE ACTIVITY BOND To account for County Private Activity Bond fees received from single and multiple-family housing programs that are used to fund program costs and finance property acquisition related to affordable housing and economic development projects. Special Revenue 111300 AFFORDABLE HOUSING SPECIAL REVENUE To account for funding received from the federal affordable housing program used to provide financial assistance for affordable housing projects and economic development. Special Revenue 111400 NAVY TRANSPORTATION MITIGATION To account for the implementation of various transportation improvement projects near the Concord Naval Weapons Station. Special Revenue 111500 TOSCO/SOLANO TRANSPORTATION MITIGATION To account for financing from TOSCO used to implement various transportation improvement projects near Solano Avenue. Special Revenue 111600 CHILD DEVELOPMENT FUND To account for the funding from the State to provide low-income residents by providing childcare and related services. Special Revenue 111800 HUD NEIGHBORHOOD STABILIZATION PROGRAM To account for funding for the HUD Neighborhood Stabilization Program grants. Special Revenue 111900 USED OIL RECYCLING GRANT To account for the revenues and expenditures related to the "Used Oil Recycling Block Grant" awarded by the State of California Environmental Protection Agency. Special Revenue 112000 CONSERVATION AND DEVELOPMENT To account for the funding for community development and building inspection functions in the County. Special Revenue 112100 CONSERVATION & DEVELOPMENT / PUBLIC WORKS JOINT REVIEW FEE To account for developer fees used to finance joint application review services for all land development functions throughout unincorporated portions of the County between the Conservation & Development and Public Works Departments. Special Revenue 112200 DRAINAGE DEFICIENCY To account for project specific developer fees generally levied through conditions of approval where no formed drainage area exists to finance drainage improvements in the unincorporated County area-enacted pursuant to the Contra Costa County Flood Control and Water Conservation District Act. Special Revenue 112300 PUBLIC WORKS To account for developer fees to finance plan review and inspection services of all Land Development functions throughout the unincorporated portions of the County. Special Revenue 112400 DISTRICT ATTORNEY CONSUMER PROTECTION To account for funding from court ordered settlements for District Attorney consumer protection projects when individual restitution cannot be determined or is not feasible. Table of Funds – Financial Fund Order FUND CATEGORY Fund Type Fund Number Fund Title Fund Description County of Contra Costa FY 2019-2020 Recommended Budget 625  COUNTY - Governmental Special Revenue 112500 DOMESTIC VIOLENCE VICTIM ASSISTANCE To account for the funding for emergency shelter, counseling, health and social welfare services to victims of domestic violence as mandated by the Welfare and Institutions Code §18290-18308. Fees generated through marriage licenses and court fines (Penal Code §1203.097). Special Revenue 112600 DISPUTE RESOLUTION PROGRAM To account for the costs of supporting dispute resolution services, funded by revenue generated from court filing fees. Special Revenue 112700 ZERO TOLERANCE-DOMESTIC VIOLENCE To account for the funding for oversight and coordination of domestic violence programs. Supported by recording fees authorized by State law (SB 968). Special Revenue 112900 DISTRICT ATTORNEY - REVENUE NARCOTICS To account for a portion of the distributed forfeited narcotics assets that are used for enhancement of prosecution. Special Revenue 113000 DISTRICT ATTORNEY ENVIRONMENTAL- OSHA To account for the costs associated with environmental and occupational safety and health investigations, prosecutions, and employee training pursuant to Court Order. Special Revenue 113100 DISTRICT ATTORNEY FORFEITURE-FEDERAL- DEPARTMENT OF JUSTICE To comply with the non-supplantation requirement of the H&S Code §11488 delineating the use of federal forfeited narcotics assets from the Department of Justice. Special Revenue 113200 PLEASANT HILL BART GREENSPACE MAINTENANCE To account for development of a greenspace respite on the Iron Horse Corridor between Coggins to Treat Blvd, including the south portion of former Del Hombre Lane. Special Revenue 113300 REAL ESTATE FRAUD PROSECUTION To account for the costs of deterring, investigating and prosecuting real estate fraud crimes, funded by fees from recording real estate instruments. Special Revenue 113400 CCC DEPARTMENT OF CHILD SUPPORT SERVICES To account for the costs of locating absent parents, adjudicating paternity and establishing and enforcing support orders in accordance with regulations of the State Department of Child Support Services. Special Revenue 113500 EMERGENCY MEDICAL SERVICES FUND To account for the reimbursement to physicians and hospitals for a percentage of the losses they incur in providing uncompensated emergency services. Special Revenue 113600 PROP 36 - SUBSTANCE ABUSE CRIME PREVENTION ACT To account for the receipt and disbursement of State revenues under Proposition 36, the Substance Abuse and Crime Prevention Act of 2000. Special Revenue 113700 AB75 SPECIAL REVENUE FUND To account for the receipt and disbursement of Cigarette and Tobacco Product Surtax fund allocations and Emergency Medical Services Appropriations fund allocations received in odd numbered years. Table of Funds – Financial Fund Order FUND CATEGORY Fund Type Fund Number Fund Title Fund Description     626 County of Contra Costa FY 2019-2020 Recommended Budget COUNTY - Governmental Special Revenue 113900 TRAFFIC SAFETY FUND To account for the cost of official traffic control devices, the maintenance of equipment and supplies for traffic law enforcement and traffic accident prevention, the maintenance, improvement or construction of public streets, bridges and culverts, and in some cases, school crossing guards with a Board-governed policy services area. Special Revenue 114000 PUBLIC PROTECTION - SPECIAL REVENUE FUND To account for the funding of a Countywide warrant system for replacement and enhancement of automated fingerprint identification (CAL-ID) equipment. Special Revenue 114100 SHERIFF NARCOTIC FORFEITURE - STATE/LOCAL To account for seized money related to criminal activity, held until distribution is authorized by Court Order. Funds to be used for law enforcement efforts of prevention, enforcement and prosecution of illegal drug activity. Special Revenue 114200 SHERIFF FORFEITURE- FEDERAL- DEPARTMENT OF JUSTICE To account for the non-supplantation requirement of the H&S Code (§11488) delineating the use of federal forfeited narcotics assets from the Department of Justice within Sheriff's departments. Special Revenue 114300 SUPPLEMENTAL LAW ENFORCEMENT SERVICES To account for the provisions of Assembly Bill 3229 where the state supplements otherwise available funding for local public safety services (Citizen Option for Public Safety "COPS"). Special Revenue 114500 SHERIFF FORFEITURE- FEDERAL TREASURY To account for the non-supplantation requirement of the H&S Code (§11488) delineating the use of federal forfeited narcotics assets from the Department of the Treasury within Sheriff's departments. Special Revenue 114600 PROPOSITION 36 MENTAL HEALTHSERVICES ACT To account for monies generated from the Proposition 63 Mental Health Services Act to be used for community planning, community services and supports, capital information and technology, education and training, prevention and early intervention, and innovation. Special Revenue 114700 PRISONERS WELFARE FUND To account for commissions from inmate telephone calls and commissary purchases that are used for service contracts that benefit inmates (penal code §4025, 4026). Special Revenue 114800 COMMUNITY COLLEGE CHILD DEVELOPMENT FUND To account for monies for childcare services to children of low- and middle-income families administered by the Contra Costa Community College. Special Revenue 114900 PROBATION OFFICERS SPECIAL FUND Revolving fund used to account for General Fund monies used for postage, petty cash. Special Revenue 115000 AUTOMATED SYSTEMS DEVELOPMENT To account for the interest and administrative costs associated with the Teeter Plan borrowing program and other funding sources to finance maintenance and enhancements for countywide financial systems. Table of Funds – Financial Fund Order FUND CATEGORY Fund Type Fund Number Fund Title Fund Description County of Contra Costa FY 2019-2020 Recommended Budget 627  COUNTY - Governmental Special Revenue 115100 PROPERTY TAX ADMINISTRATIVE PROGRAM To account for financing from AB 719 used to fund operation improvements in the Assessor's Office. Special Revenue 115400 OBSCENE MATTERS-MINORS To account for the deposit of fines collected on violations of offenses relating to obscene matter involving minors, in which the violation is committed on or via government property or equipment (C.A. Penal Code §311.12). Special Revenue 115500 IN-HOME SUPPORTIVE SERVICES PUBLIC AUTHORITY A public authority established to account for the funding for services to both providers and recipients of in-home care delivered through the In-Home Supportive Services program. Special Revenue 115600 DNA IDENTIFICATION FUND To account for $1 of every $10 fine, penalty, forfeiture imposed and collected by the courts for criminal offenses to be used to collect DNA specimens, samples and print impressions (Government Code §76104.6). Special Revenue 115900 L/M HSG ASSET FD-LMIHAF To account for winding down of the County's former redevelopment activities in accordance with Assembly Bill 1484 and as codified in the State of California's Health and Safety Code. Special Revenue 116000 BAILEY ROAD MAINTENANCE Used for surcharge to be imposed at Keller Canyon Landfill for the maintenance of Bailey Road between Highway 4 interchange and the landfill entrance pursuant to Land Use Permit Conditions of Approval. Special Revenue 116100 HOME INVESTMENT PARTNERSHIP ACT Interest bearing account for any HOME funds paid to the County from program recipients as required by HOME program. HOME Investment Partnership ACT (HOME) funds are granted to Contra Costa County by the US Department of Housing and Urban Development (HUD). Use of HOME funds is regulated through the Code of Federal Regulations 24 CFR Part 92 (the HOME Rule). Special Revenue 116200 CASP CERT & TRAINING FUND To account for moneys used for increased certified access specialist (CASP) training and certification within that local jurisdiction and to facilitate compliance with construction-related accessibility requirements (AB1379 - Jan 2018) Special Revenue 120600 COUNTY LIBRARY To account for the funding of operations for the County library. Permanent 120700 CASEY LIBRARY GIFT To account for monies bequeathed by the Casey family to the library that is restricted to Ygancio Valley library branch expenditures. Table of Funds – Financial Fund Order FUND CATEGORY Fund Type Fund Number Fund Title Fund Description 628 County of Contra Costa FY 2019-2020 Recommended Budget COUNTY - Governmental Special Revenue 123100 HERCULES/RODEO/CROCKETT AREA OF BENEFIT To account for developer fees to finance improvements of bridges and major thoroughfares in the Hercules/Rodeo Crockett County area (Government Code 66484, Div 913, Title 9 of Contra Costa County Ordinance). Special Revenue 123200 WEST COUNTY AREA OF BENEFIT To account for developer fees to finance improvements of bridges and major thoroughfares in the West County area (Government Code 66484, Div 913, Title 9 of Contra Costa County Ordinance). Special Revenue 123400 NORTH RICHMOND AREA OF BENEFIT To account for developer fees to finance improvements of bridges and major thoroughfares in the North Richmond County area (Government Code 66484, Div 913, Title 9 of Contra Costa County Ordinance). Special Revenue 124000 MARTINEZ AREA OF BENEFIT To account for developer fees to finance improvements of bridges and major thoroughfares in the Martinez unincorporated County area (Government Code 66484, Div 913, Title 9 of Contra Costa County Ordinance). Special Revenue 124100 BRIONES AREA OF BENEFIT To account for developer fees to finance improvements of bridges and major thoroughfares in the Briones County area (Government Code 66484, Div. 913, Title 9 of Contra Costa County Ordinance). Special Revenue 124200 CENTRAL COUNTY AREA OF BENEFIT To account for developer fees to finance improvements of bridges and major thoroughfares in the Central County area (Government Code 66484, Div 913, Title 9 of Contra Costa County Ordinance). Special Revenue 124300 SOUTH WALNUT CREEK AREA OF BENEFIT To account for developer fees to finance improvements of bridges and major thoroughfares in the South Walnut Creek County area (Government Code 66484, Div 913, Title 9 of Contra Costa County Ordinance). Special Revenue 126000 ALAMO AREA OF BENEFIT To account for developer fees to finance improvements of bridges and major thoroughfares in the Alamo County area (Government Code 66484, Div 913, Title 9 of Contra Costa County Ordinance). Special Revenue 127000 SOUTH COUNTY AREA OF BENEFIT To account for developer fees to finance improvements of bridges and major thoroughfares in the South County area (Government Code 66484, Div 913, Title 9 of Contra Costa County Ordinance). Special Revenue 128000 PITTSBURG/ANTIOCH AREA OF BENEFIT To account for developer fees to finance improvements of bridges and major thoroughfares in the Pittsburg/Antioch County area (Government Code 66484, Div 913, Title 9 of Contra Costa County Ordinance). Table of Funds – Financial Fund Order FUND CATEGORY Fund Type Fund Number Fund Title Fund Description County of Contra Costa FY 2019-2020 Recommended Budget 629  COUNTY - Governmental Special Revenue 128100 MARSH CREEK AREA OF BENEFIT To account for developer fees to finance improvements of bridges and major thoroughfares in the Marsh Creek County area (Government Code 66484, Div 913, Title 9 of Contra Costa County Ordinance). Special Revenue 128200 EAST COUNTY AREA OF BENEFIT To account for developer fees to finance improvements of bridges and major thoroughfares in the East County area (Government Code 66484, Div 913, Title 9 of Contra Costa County Ordinance). Special Revenue 129000 BETHEL ISLAND AREA OF BENEFIT To account for developer fees to finance improvements of bridges and major thoroughfares in the Bethel Island County area (Government Code 66484, Div 913, Title 9 of Contra Costa County Ordinance). Special Revenue 132800 COUNTY CHILDRENS To account for monies supporting prevention/ intervention services to abused and neglected children/children at risk. Funding generated through birth certificate fees (AB2994). Special Revenue 133200 ANIMAL BENEFIT To account for donations limited to items that directly benefit animals. Special Revenue 133400 COUNTYWIDE GANG AND DRUG To account for seized money related to criminal activity, held until distributed as authorized by Court Order. Funds must be used for law enforcement efforts aimed at prevention, enforcement, and prosecution of illegal drug and/or gang activity. Special Revenue 133700 LIVABLE COMMUNITIES FUND To account for the collection of developer fees in the Camino Tassajara Combined General Plan Area to aid in the implementation of the Smart Growth Action Plan. Special Revenue 134000 ABANDONED VEHICLE ABATEMENT SERVICE AUTHORITY To account for $1/vehicle registration to use for abandoned vehicle abatement activities (County 20%/Cities 80%) (CVC 9250.7) (County Resolution 91/628). Special Revenue 134700 COMMUNITY DEVELOPMENT BLOCK GRANT SMALL BUSINESS & MICROENT LOAN To account for loans to small businesses within the urban county, limited to a maximum of $15,000 for businesses with five or fewer employees (revolving loan program). Special Revenue 134800 COMMUNITY DEVELOPMENT BLOCK GRANT 1ST-TIME HOMEBUYER LOAN To account for assistance provided to first- time homeowners through a revolving loan process. Special Revenue 134900 HUD BUILDING INSPECTION NEIGHBORHOOD PRESERVATION PROGRAM To account for funding from HUD's Community Development Block Grant program, expended to fund the Housing Rehabilitation and Neighborhood Preservation program rehabilitation loans and program administration. Debt Service 135000 RETIREMENT UAAL BOND FUND To accumulate and payout the principle and interest costs for Pension Obligation bonds for employee retirement liabilities. Table of Funds – Financial Fund Order FUND CATEGORY Fund Type Fund Number Fund Title Fund Description     630 County of Contra Costa FY 2019-2020 Recommended Budget COUNTY - Governmental Debt Service 135200 RETIREMENT LITIGATION SETTLEMENT DEBT SERVICE To account for funding for the Retirement Litigation debt services repayment schedule, which resulted from a court case requiring the County to pay $28.1 million over a period of approximately 20 years. Special Revenue 136000 CENTRAL IDENTIFICATION BUREAU To account for funds received from cities and other participants in the Automated Fingerprint Identification System (B.O. 12/7/93). Special Revenue 138800 SOUTHERN PACIFIC RIGHT-OF- WAY FUND (Southern Pacific Right of Way fund) To Account for the planning of possible future uses, maintenance, and administration of the former Southern Pacific Railroad right of way. (Res 91-813) Special Revenue 138900 EAST/CENTRAL TRAVEL CORRIDOR To account for developer fees used to finance improvements of bridges and major thoroughfares in the East/Central Travel Corridor area, mitigating adverse traffic and infrastructure impacts (GC 66484, Div 913; CCC Ord Title 9). Special Revenue 139000 ROAD DEVELOPMENT DISCOVERY BAY To account for developer fees used to finance improvements of bridges and major thoroughfares in the Discovery Bay area, mitigating adverse traffic and infrastructure impacts (GC 66484, Div 913; CCC Ord Title 9). Special Revenue 139200 ROAD IMPROVEMENT FEE To account for developer fees levied through conditions of approval to finance road improvements in the unincorporated County area in order to mitigate adverse traffic and infrastructure impacts. Special Revenue 139400 ROAD DEVELOPMENT RICHMOND/ EL SOBRANTE To account for developer fees used to finance improvements of bridges and major thoroughfares in the Richmond/El Sobrante area, mitigating adverse traffic and infrastructure impacts (GC 66484, Div 913; CCC Ord Title 9). Special Revenue 139900 ROAD DEVELOPMENT PACHECO AREA To account for developer fees used to finance improvements of bridges and major thoroughfares in the Pacheco area, mitigating adverse traffic and infrastructure impacts (GC 66484, Div 913; CCC Ord Title 9). COUNTY - Proprietary Enterprise 140100 AIRPORT ENTERPRISE To account for the operation and capital development of Buchanan and Byron Airports. Enterprise 142000 SHERIFF LAW ENFORCEMENT TRAINING CENTER To account for expenditures and revenues relating to specialized training for law enforcement personnel, offered in conjunction with the Contra Costa College District at Los Medanos Community College. Table of Funds – Financial Fund Order FUND CATEGORY Fund Type Fund Number Fund Title Fund Description County of Contra Costa FY 2019-2020 Recommended Budget 631  COUNTY - Proprietary Enterprise 142500 CHILDCARE ENTERPRISE To account for the operations of a fee-for- services program to meet the needs of families who do not qualify for Head Start or Child Development programs due to income restrictions. Enterprise 145000 HOSPITAL ENTERPRISE To account for the operations of the Contra Costa Regional Medical Center (CCRMC). Enterprise 146000 HMO ENTERPRISE To account for the County-operated prepaid health plan available to Medi-Cal and Medicare recipients, employees of participating private and governmental employers and individual members of the general public. Enterprise 146100 HMO ENTERPRISE-COMMUNITY PLAN To account for the costs of the Basic Health Care and the Health Care Initiative individuals that have their care case managed by the Community Plan. Enterprise 146200 MAJOR RISK MEDICAL INSURANCE ENTERPRISE To account for health care provided to County residents who qualify for the Access for Infants and Mothers (AIM) program and the Major Risk Medical Insurance Program (MRMIP) which are administered by the State's Managed Risk Medical Insurance Board. Internal Service 150100 FLEET INTERNAL SERVICE FUND To account for funding and facilitate regular scheduled replacement of County vehicles. SPECIAL DISTRICT - Governmental Various Various FIRE PROTECTION DISTRICTS To account for fire protection services in the County. Services include fire suppression responses, emergency medical services, rescue responses, hazardous condition responses, plan review, code enforcement, fire/arson investigation, weed abatement, public education, and permits issuance required by Fire Code. Primarily funded by property taxes. Various Various FLOOD CONTROL DISTRICTS To account for activities related to regional drainage facility planning, collection and analysis of rainfall data, and project. Funded by drainage fees, property tax assessments and interest earnings. Various Various STORM DRAINAGE DISTRICTS To account for accumulated monies for payment of storm drainage bonds. Financed provided by specific property tax levies. Table of Funds – Financial Fund Order FUND CATEGORY Fund Type Fund Number Fund Title Fund Description 632 County of Contra Costa FY 2019-2020 Recommended Budget SPECIAL DISTRICT - Governmental Various Various STORMWATER UTILITY DISTRICTS To account for activities related to: new development and construction controls; public education and industrial outreach; municipal maintenance; inspection activities; and illicit discharge control activities in order to comply with the National Pollutant Discharge Elimination System permit (Clean Water Act). Activities are funded by Stormwater Utility parcel assessments. Various Various SERVICE AREA - POLICE To account for police protection services in specific areas in the county. Revenues received from property taxes and user charges. Various Various SERVICE AREA - DRAINAGE To account for the correction of drainage problems and provision of drainage services in unincorporated Walnut Creek. Funding provided by drainage fees, permits and interest earnings. Various Various MISCELLANEOUS DISTRICTS To account primarily for development of the County's water policy and oversight ship channel navigation projects. Funding provided by property tax assessments and some interagency agreements. Additionally, there are funds to support a park and ride program in Discovery Bay which is funded by property tax assessments and interest earnings. Various Various SERVICE AREA - ROAD MAINTENANCE To account for the maintenance of Dutch Slough Road, Jersey Island Road to Bethel Island Road in Bethel Island. Funding provided by property tax assessments. Various Various SERVICE AREA - RECREATION To account for recreation facility maintenance by special districts to specific areas in the county. Revenues received from property taxes assessments, facility rental fees and interest earnings. Various Various EMERGENCY MEDICAL SERVICES To provide support for expanded first responder and paramedic service; EMS communications; Public Access Defibrillation; Hazardous Materials Program charges and administrative and levy collection costs. Funded by Measure H parcel levies collected with property taxes. Also accounts for the West Contra Costa Health Care District. Various Various SANITATION DISTRICTS To account for sewage collection, treatment, and disposal for the unincorporated areas of the County. Funded by user fees. Various Various SERVICE AREA - LIBRARY To account for library services in El Sobrante, Pinole, Moraga, Walnut Creek/Concord (Ygnacio). Funding provided by property tax assessments. Various Various SERVICE AREA - LIGHTING To account for ongoing operation, maintenance, and servicing of street lighting in the public right-of-way through the unincorporated areas of the County. Funded by property tax assessments. Fund – Department Relationship County of Contra Costa FY 2019-2020 Recommended Budget 633 Fund Department 100300 - General Fund Agriculture Animal Services Assessor Auditor-Controller Board of Supervisors Capital Improvements Central Support Services Clerk-Recorder/Elections Conflict Defense Conservation & Development Contingency Reserve County Administrator County Counsel Crocket/Rodeo Revenues Debt Service Dept. of Information Technology District Attorney Employee/Retiree Benefits Employment & Human Services General Purpose Revenues Health Services Human Resources Justice System Develop/Planning Probation Public Defender Public Works Sheriff-Coroner Superior Court Related Functions Treasurer-Tax Collector Veterans Service 105600 - County Law Enfrcmt-Cap Proj Fund Sheriff-Coroner 105700 - Justice Facility Construction Fund Capital Improvements 105800 - Juvenile Hall - Capital Project Fund Capital Improvements 105900 - Ellinwood Cap Proj Fund Capital Improvements 110000 - Recorder Modernization Fund Clerk-Recorder Elections 110100 - Court/Clerk Automation Fund Superior Court Related Functions 110200 - Fish and Game Fund Conservation & Development 110300 - Land Development Fund Public Works 110400 - Criminalistics Lab Fund Sheriff-Coroner 110500 - Survey Monument Preservation Fund Public Works 110600 - Crim Justice Facility Construct Fund Capital Improvements 110700 - Courthouse Construct Fund Capital Improvements 110800 - Road Fund Public Works 110900 - Transportation Improvement Fund Conservation & Development Fund – Department Relationship 634 County of Contra Costa FY 2019-2020 Recommended Budget  Fund Department 111000 - Drainage Area 9 Fund Public Works 111100 - Private Activity Bond Fund Conservation & Development 111200 - PH-BART Transit Planning Fund Conservation & Development 111300 - Affordable Housing Spec Rev Fund Conservation & Development 111400 - Navy Trans Mitigation Fund Public Works 111500 - Tosco/Solano Trns Mitig Fund Public Works 111600 - Child Development Fund Employment & Human Services 111800 - HUD NSP Fund Conservation & Development 111900 - Used Oil Recycling Grant Fund Conservation & Development 112000 - Conservation & Development Fund Conservation & Development 112100 - CDD/PWD Joint Review Fee Fund Public Works 112200 - Drainage Deficiency Fund Public Works 112300 - Public Works Fund Public Works 112400 - DA Consumer Protection Fund District Attorney 112500 - Domestic Violence Victim Asst Fund Employment & Human Services 112600 - Dispute Resolution Program Fund Justice System Develop/Planning 112700 - Zero Tolerance- Domestic Violence Employment & Human Services 112900 - DA Revenue Narcotics Fund District Attorney 113000 - DA Environment/OSHA Fund District Attorney 113100 - DA Forfeiture-Fed-DOJ Fund District Attorney 113200 - Walden Green Maintenance Fund Conservation & Development 113300 - R/Estate Fraud Prosecution Fund District Attorney 113400 - CCC Dept Child Support Svcs Fund Child Support Services 113500 - Emergency Med Svcs Fund Health Services 113600 - PROP 36-Sub Abuse Cp Fund Health Services 113700 - AB75 Tobacco Tax Fund Health Services 113900 - Traffic Safety Fund Sheriff-Coroner 114000 - Public Protection-Spec Rev Fund Justice System Develop/Planning 114100 - Sheriff Nar Forfeit-ST/Local Fund Sheriff-Coroner 114200 - Sheriff Forfeit-Fed-DoJ Fund Sheriff-Coroner 114300 - Sup Law Enforcement Svcs Fund District Attorney Justice System Develop/Planning Probation Sheriff-Coroner 114500 - Sheriff Forfeit-Fed Treasury Fund Sheriff-Coroner 114600 - PROP 63 MH Svcs Fund Health Services 114700 - Prisoners Welfare Fund Sheriff-Coroner 114900 - Probation Officers Special Fund Probation 115000 - Automated Sys Development Fund Auditor-Controller General County Services Fund – Department Relationship County of Contra Costa FY 2019-2020 Recommended Budget 635 Fund Department 115100 - Property Tax Admin Fund Assessor 115300 - Cnty Local Rev Fund District Attorney Employment & Human Services Health Services Justice System Develop/Planning Probation Public Defender Public Safety Realignment Sheriff-Coroner 115400 - Obscene Matter-Minors Fund Justice System Develop/Planning 115500 - IHSS Public Authority Fund Employment & Human Services 115600 - DNA Identification Fund Justice System Develop/Planning 115700 - Comm Corr Performance Inctv Fund Probation 115800 - NO Rich Wst&Rcvy Mitigation Fee Fund Board Of Supervisors 115900 - L/M HSG Asset Fd-LMI Fund Conservation & Development 116000 - Bailey Rd Mntc Surcharge Fund Public Works 116100 - Home Invstmt Prtnrshp Act Fund Conservation & Development 116200 - CASP Cert & Training Fund Conservation & Development 120600 - County Library Fund Library 120700 - Casey Library Gift Fund Library 123100 - Hercul/Rodeo Crock Area of Benefit Public Works 123200 - West County Area Of Benefit Public Works 123400 - North Richmond Area of Benefit Public Works 124000 - Martinez Area Of Benefit Public Works 124100 - Briones Area Of Benefit Public Works 124200 - Central Co Area/Benefit Public Works 124300 - So Wal Crk Area Of Benefit Public Works 126000 - Alamo Area Of Benefit Public Works 127000 - South Co Area Of Benefit Public Works 128000 - Pitts/Antioch Area/Benefit Public Works 128100 - Marsh Crk Area Of Benefit Public Works 128200 - East County Area Of Benefit Public Works 129000 - Bethel Isl Area Of Benefit Public Works 132800 - County Children’s Fund Employment & Human Services 133200 - Animal Benefit Fund Animal Services 133400 - CO-Wide Gang and Drug Fund Sheriff-Coroner 133700 - Livable Communities Fund Conservation & Development 134900 - ARRA HUD Bldg Insp NPP Fund Conservation & Development 135000 - Retirement UAAL Bond Fund General County Services 135200 - Ret Litgtn Stlmnt Dbt Svc Fund General County Services Fund – Department Relationship 636 County of Contra Costa FY 2019-2020 Recommended Budget  Fund Department 135400 - Family Law Ctr-Debt Svc Fund General County Services 136000 - Central Identify Bureau Fund Sheriff-Coroner 138800 - SPRW Fund Public Works 139000 - RD Dvlpmnt Discovery Bay Fund Public Works 139200 - Road Imprvmnt Fee Fund Public Works 139400 - Rd Devlpmnt Rich/El Sobrt Public Works 139500 - Road Development Bay Point Public Works 139900 - Rd Devlpmnt Pacheco Area Public Works 140100 - Airport Enterprise Fund Public Works 142000 - Sheriff Law Enf Training Fund Sheriff-Coroner 142500 - Childcare Enterprise Fund Employment & Human Services 145000 - Hospital Enterprise Fund Health Services 146000 - HMO Enterprise Fund Health Services 146100 - HMO Enterprise -Comm Plan Fund Health Services 146200 - Major Risk Med Insurance Fund Health Services 150100 - Fleet Internal Service Fund Public Works Glossary of Acronyms & Terms County of Contra Costa FY 2019-2020 Recommended Budget 637 AAS – Adult and Aging Services. Within the Employment and Human Services Department assists older adults and people with disabilities to maximize self- sufficiency, safety and independence. AB – Assembly Bill ACA – Affordable Care Act. The short name for the Patient Protection and Affordable Care Act, a federal overhaul of the U.S. healthcare system. ACR – Ambulatory Care Redesign Accrual – an accounting adjustment that recognizes revenues and expenses in the period earned or spent, regardless of the timing of related cash flows. ACER – Arraignment Court Early Representation Actuarial Accrued Liability (AAL) – as assessed by an actuary, relating to benefits, represents the present value of fully projected benefits attributable to service credit that has been earned (or accrued) as of the valuation date. The portion attributed to future employee service is excluded. For retirees, this is equal to the present value of benefits. For active employees, this is equal to the present value of benefits prorated by service to date over service at the expected retirement age.  Ad Valorem Tax (AV) – An ad valorem tax is a tax based on the assessed value of real estate or personal property. Ad valorem taxes can be property tax or even duty on imported items. Property ad valorem taxes are the major source of revenue for state and municipal governments. Adjusted Budget – the spending authority for a fiscal year, adjusted pursuant to State statute and/or County policy, to reflect actual expenditures and/or revenue realized to ensure the budget remains in balance. ADL – Activities for Daily Living AED – Automated External Defibrillator AFDC – Aid to Families with Dependent Children Agreed-upon Temporary Absences (ATA) – temporary absence program bargained with the majority of the County’s employee groups. The program runs from July 1, 2009 through June 30, 2011 and reduces the hours worked and compensation received by 48 hours in each of the two fiscal years. AIM – Access for Infants and Mothers AIR – Assumed Investment Rate Glossary of Acronyms & Terms 638 County of Contra Costa FY 2019-2020 Recommended Budget  ALS – Alliance Advance Life Support ANC – Absolute Neutrophil Counts Annual Required Contribution (ARC)  – an employer’s periodic required contribution, which is the sum of two parts: (1) Normal Cost, which is the cost for the benefit attributable to the current period of services, and (2) an amortization payment, which is a catch-up payment for past services costs. AOD – Alcohol and Other Drugs APC – Ambulatory Payment Classification AOT – Assisted Outpatient Treatment APL – All Plan Letter Appropriation – a legal authorization granted by the Board of Supervisors to make expenditures and to incur obligations for specific purposes. Appropriation authority is granted at the object level: Salaries & Benefits; Services & Supplies; Other Charges; Fixed Assets; Other Financing Uses; and Intrafund Transfers. APR – All Patient Refined ARC – Annual Required Contribution. The ARC is the employer's periodic required contribution to a defined benefit OPEB plan to keep the plan fully funded. ARP – Accidental Release Prevention ARRA – American Recovery and Reinvestment Act of 2009. Federal stimulus funds available to State and local governments to modernize our nation's infrastructure, enhance energy independence, expand educational opportunities, preserve and improve affordable health care, provide tax relief, and protect those in greatest need. ASAM – American Society of Addiction Medicine Authorized Positions – the number of permanent full-time or permanent part-time positions authorized by the Board of Supervisors; the maximum number of permanent positions which may be filled at any one time. AVA – Actuarial Value of Assets Balanced Budget – a budget where Total Sources, including Fund Balances, equal Total Requirements, including Reserves and Contingencies, for each appropriated fund. A balanced annual budget is required by the California Government Code. Glossary of Acronyms & Terms County of Contra Costa FY 2019-2020 Recommended Budget 639 BARB – Bay Area Regional Benchmarking project Baseline Budget – a step in the annual budget development process. The Baseline Budget identifies the projected funding gap by determining the level of resources required to provide in the budget year the same level of service provided in the prior year, adjusting for anticipated salary and benefit increases and one-time costs. Basis of Accounting – a term used to refer to when revenues, expenditures, expenses, and transfers-and the related assets and liabilities-are recognized in the accounts and reported in the financial statements. BH – Behavioral Health BHC – Basic Health Care BIH – Black Infant Health Program BOS – Board of Supervisors Budget – a plan of financial operation embodying an estimate of expenditures for a given period and the proposed means of financing them; a financial plan for a single fiscal year. CAIR – California Immunization Registry CARE – Coordinated Assessment Resource CAOAC – California Administrative Officers Association of California CAFR – Comprehensive Annual Financial Report (CAFR) is a set of government financial statements comprising the financial report of a state, municipal or other governmental entity that complies with the accounting requirements promulgated by the Governmental Accounting Standards Board (GASB). CalSTRS – California State Teachers’ Retirement System Capital Assets – long-lived tangible and intangible assets obtained or controlled as a result of past transactions, events or circumstances. Capital assets include buildings, equipment, improvements other than buildings, infrastructure, and land. Capital Expenditures – incurred for the improvement to or acquisition of land, facilities and infrastructure. Capital Project – a major one-time outlay of funds for land and/or building acquisition or construction, structural improvements or non-structural renovations to County facilities. Large-scale projects may extend over more than one fiscal year. Glossary of Acronyms & Terms 640 County of Contra Costa FY 2019-2020 Recommended Budget  Capital Project Fund – a Governmental Fund used to account for resources dedicated to acquiring or constructing major capital facilities. CBO – Community Based Organization CBSST – Cognitive Behavioral Social Skills Training CBTP – Cognitive Behavioral Therapy for Psychosis CCCDEH – Contra Costa County Department of Environmental Health CCCERA – Contra Costa County Employees' Retirement Association CCCFPD – Contra Costa County Fire Protection District CCHP – Contra Costa Health Plan CCHS – Contra Costa Health Services CCP – Community Corrections Partnership CCPI – California Consumer Price Index CCPIF – Community Corrections Performance Incentive Funds CCR – Continuum of Care Reform CCTP – Contra Costa Critical Care Paramedic CCRMC – Contra Costa Regional Medical Center CCS – California Children’s Services CCYCS – Contra Costa Youth Continuum of Services CDVA – California Department of Veterans Affairs CEIP – California Emerging Infection Program CFS – Children and Family Services Charges for Services – revenues received as a result of fees charged for certain services provided to residents or other public agencies. These revenues are generally exempt from sales tax. CHDP – Child Health and Disability Prevention Glossary of Acronyms & Terms County of Contra Costa FY 2019-2020 Recommended Budget 641 CHR – Clinical High Risk CLOC – Coordinating Levels of Care CMS – Centers for Medicare and Medicaid Services COFY – Community Options for Families and Youth Component Unit – legally separate organizations for which the elected officials of the primary government are financially accountable. Contingency Reserve (same as Reserves) – appropriations set aside to meet unforeseen economic and/or operational circumstances. Level/amount governed by General Fund Reserve Policy. COLA – Cost of Living Adjustment CORE – Coordinated Outreach Referral and Engagement CPN – Community Provider Network CPOC – Chief Probation Officer's Association of California CPSP – Comprehensive Perinatal Services Program CPT – Current Procedural Terminology Credit Rating – score determined by a credit rating agency that indicates the agency's opinion of the likelihood that a borrower such as the County will be able to repay its debt. Rating agencies include Standards & Poor's, Fitch, and Moody's. CSAC – California State Association of Counties CW&PP – Community Wellness and Prevention Program Debt Service Fund – a Governmental Fund used to account for accumulation of resources dedicated to pay principal and interest on general obligation debt. DOJ – U.S. Department of Justice DHCS – U.S. Department of Health Care Services Discretionary Services – services not required by local, State or Federal mandates; services that are mandated but without specified service levels; and services that are provided at levels higher than mandated or in excess of maintenance-of-effort (MOE) requirements. Glossary of Acronyms & Terms 642 County of Contra Costa FY 2019-2020 Recommended Budget  DMC-ODS – Drug Medi-Cal Organized Delivery System DOD – U.S. Department of Defense DOF – Department of Finance DRG – Diagnostic Related Group DSRIP – Delivery System Reform Incentive Pool DUI – Driving Under the Influence EBP – Evidence-Based Programming EHR – Electronic Health Records EHSD – Employment and Human Services Department EMR – Electronic Medical Record EMS – Emergency Medical Services Encumbrance – an obligation in the form of a purchase order, contract, or other commitment related to unperformed contracts for goods or services. Enterprise Fund – a fund established to account for operations that are financed and operated in a manner similar to private business enterprises (e.g. water, gas and electric utilities; airports; parking garages; or transit systems). The governmental body intends that the costs of providing goods and services to the general public on a continuing basis be financed or recovered primarily through user charges. EPE – Epidemiology, Planning and Evaluation EPIC – Electronic Health Record System EPSDT – Early and Periodic Screening Diagnosis and Treatment ERAF – Educational Revenue Augmentation Funding ERMHS – Educationally Related Mental Health Services Expenditure – decreases in net financial resources; includes current operating expenses requiring the present or future use of net current assets, debt service and capital outlays, and intergovernmental grants, entitlements and shared revenues. FICA – Federal Insurance Contributions Act tax Glossary of Acronyms & Terms County of Contra Costa FY 2019-2020 Recommended Budget 643 Fiduciary Funds – used to account for resources held by the government in a trustee or agency capacity for others and therefore cannot be used to support the government’s own programs. FIMR – Fetal Infant Mortality Review Final Budget (Adopted Budget) – adopted by the Board of Supervisors, normally after prior year closing activities are complete and the State budget has passed, as the legal spending authority for a fiscal year; and (b) a publication of financial schedules required by a variety of State statutes (commonly referred to as the County Budget Act) Fines, Forfeitures & Penalties – a Revenue class that includes vehicle code fines, other court fines, forfeitures and penalties, and penalties and costs on delinquent taxes. Fixed Assets – A major object for budgeting purposes. Previously used for tangible items of long-term character such as land, buildings, furniture, and other equipment with a unit cost in excess of $5,000. With implementation of GASB Statement No. 34, the term fixed asset became capital asset. FLIP – Facilities Life-Cycle Investment Program FMAP – Federal Matching Percentage FMCH – Family, Maternal and Child Health FPL – Federal Poverty Level FTA – Failure to Appear Reduction Program FTE – Full Time Equivalent Fund – a fiscal and accounting entity with a self-balancing set of accounts in which cash and other financial resources, together with all related liabilities and residual equities or balances, and changes therein, which are segregated for the purpose of carrying on specific activities or attain certain objectives in accordance with special regulations, restrictions or limitations. Fund Balance – the difference between fund assets and fund liabilities remaining at year- end. For budgetary purposes, this represents the sum of over-realized or unanticipated revenues and unspent appropriations or reserves at the end of each fiscal year. FY – Fiscal Year, a 12-month accounting period to which the operating budget applies. In Contra Costa County, the fiscal year is July 1 through June 30. Glossary of Acronyms & Terms 644 County of Contra Costa FY 2019-2020 Recommended Budget  GAAP – Generally Accepted Accounting Principles, a common set of accounting principles, standards and procedures that companies use to compile their financial statements. GAD7 – Generalized Anxiety Disorder GASB – Governmental Accounting Standards Board General Fund – a Governmental Fund used to account for the general operations of government and any activity not accounted for in another fund. General Obligation Bond – a municipal bond backed by the credit and “taxing power” of the issuing jurisdiction rather than the revenue from a given project. General Purpose Revenues – derived from sources not specific to any program or service delivery. General Purpose Revenues may be used for any purpose that is a legal expenditure of County funds. GFOA – Government Finance Officers Association, founded in 1906, represents public finance officials throughout the United States and Canada. The GFOA’s mission is to enhance and promote the professional management of governmental financial resources by identifying, developing, and advancing fiscal strategies, policies, and practices for the public benefit. GIM – Girls in Motion Governmental Fund – are generally used to account for tax supported activities; it accounts for the majority of funds; except for those categorized as proprietary or fiduciary funds. Grant – a sum of money given by an organization, especially a government, for a particular purpose. H3 – Health, Housing and Homeless HCCI – Health Care Coverage Initiative HCIN – Health Care Interpreter Network HFA – Healthy Families America HIF/MET – Health Information Form and other health information forms HMIS – Homeless Management Information System HMO – Health Maintenance Organization Glossary of Acronyms & Terms County of Contra Costa FY 2019-2020 Recommended Budget 645 HRA – Health Risk Assessment ICMA – International City/County Management Association ICC – Intensive Care Coordination IEP – Individualized Education Plan IFT – Intra-facility Transport IHBS – In-Home Behavioral Services IHSS – In-Home Supportive Services ILSS – Independent Living Skills Survey IMD – Institute for Mental Disease Intergovernmental Revenue – a Revenue class that includes revenue from other governmental jurisdictions in the form of grants, entitlements, shared revenues or payments in lieu of taxes. Internal Service Fund – a proprietary fund used to account for the financing of goods or services provided by one department to other departments of the County or other governmental units, on a cost reimbursement basis. Intrafund Transfers – accounting mechanism to show expenditure transfers or reimbursements between operations within the same fund. IOT – Intensive Outpatient Treatment IPPP – Injury Prevention and Physical Activity Promotional Projects IST – Incompetent to Stand Trial JJCPA – Juvenile Justice Crime Prevention Act LAIF – Local Agency Investment Fund LAO – Legislative Analyst's Office Liability – a claim against the assets, of legal obligations of a person or organization, arising out of past or current transactions or actions, which require a mandatory transfer of assets, or provision of services, at specified dates or in determinable future. Glossary of Acronyms & Terms 646 County of Contra Costa FY 2019-2020 Recommended Budget  Licenses, Permits and Franchises – a Revenue class that includes animal licenses, business licenses, permits and franchises. LEV – Lift Every Voice LIHP – Low Income Health Plan LPPP – Lead Poisoning Prevention Program LRB – Lease Revenue Bonds LRO – Lease Revenue Obligations Major Fund – funds whose revenues, expenditures/expenses, assets, or liabilities are at least 10 percent of corresponding totals for all governmental or enterprise funds and at least 5 percent of the aggregate amount for all governmental and enterprise funds. Mandate – is a requirement from the State or federal government that the County perform a task, perform a task in a particular way, or perform a task to meet a particular standard. MAT – Medication Assisted Treatment MCAH – Maternal, Child and Adolescent Health MCE – Medical Coverage Expansion MCO – Managed Care Organization MCP – Managed Care Plan MEDS – Medication Education and Disposal Safety MERP – Misdemeanor Early Representation Program MHET – Mental Health Evaluation Team MHOAC – Medical Health Operating Area Coordinator MHSA – Mental Health Services Act MIECHV – Maternal, Infant and Early Childhood Home Visiting MIOCR – Mentally Ill Offender Crime Reduction Glossary of Acronyms & Terms County of Contra Costa FY 2019-2020 Recommended Budget 647 Mission Statement – a formal summary of the aims and values of a company, organization, or individual. MME – Morphine Milligram Equivalent Modified Accrual Basis of Accounting – (a) recognizes revenues in the accounting period in which they become available and measureable; and (b) recognizes expenditures in the accounting period in which the fund liability is incurred, if measureable, except for unmatured interest on general long-term debt and certain similar accrued obligations, which should be recognized when due. MOE – Maintenance of Effort MRMIB – Managed Risk Medical Insurance Board MRMIP – Major Risk Medical Insurance Program MTU – Medical Therapy Unit MVA – Market Value of Assets NCC – Net County Cost. The difference between budgeted appropriations and departmental revenues for General Fund budgets and is financed by General Purpose Revenues. NCQA – National Committee for Quality Assurance NFP – Nurse-Family Partnership Normal Cost – The Normal Cost is that portion of the County provided benefit attributable to employee service in the current year. Employees are assumed to have an equal portion of the present value of benefits attributed to each year of service from date of hire to expected retirement age. NPI – National Provider Identifier NSLP – National School Lunch Program NTP – Narcotic Treatment Programs NuPACT – Nutrition & Physical Activity Promotion Program OAYRF – Orin Allen Youth Rehabilitation Facility Glossary of Acronyms & Terms 648 County of Contra Costa FY 2019-2020 Recommended Budget  Object Level (of Appropriations/Expenditures) – major classification category of proposed or actual expenditures as defined by State regulations. Object Levels include: Salaries & Benefits; Services & Supplies; Other Charges; Fixed Assets; Intrafund Transfers; and Other Financing Uses. Appropriations are legally adopted at the Object Level within the County budget. ODF – Outpatient Drug Free OLR – Office of the Local Registrar OSHPD – Office of Statewide Health Planning and Development Other Charges – an Object Level of appropriations for payment to an agency, institution or person outside the County government and includes principal and interest payments for debt service. Other Financing Sources – a category of revenues which include long-term debt proceeds, proceeds from the sale of general fixed assets and operating transfers in. Other Financing Uses – an Object Level of appropriations which reflects transfers from one Fund to another for purposes such as capital projects and debt service. Other Post-Employment Benefits (OPEB) – benefits that an employee will begin to receive upon retirement, such as health insurance; does not include pension benefits paid to the employee. OWTS – On-site Wastewater Treatment System PA – Prior Authorization PCG – Prenatal Care Guidance PCHH – Patient Centered Health Home PCP – Primary Care Provider PDAM – Prescription Drug Abuse & Misuse Performance Measures – ongoing monitoring and reporting of program accomplishments, particularly progress towards pre-established goals. Permanent Fund – a Governmental Fund used to account for resources legally restricted so only earnings (and not principal) may be used to support governmental programs. PES – Psychiatric Emergency Services Glossary of Acronyms & Terms County of Contra Costa FY 2019-2020 Recommended Budget 649 PHCS – Public Health Clinic Services PHN – Public Health Nurse PHQ9 – Patient Health Questionnaire measuring severity of depression PITCH – Planning and Integration Team for Community Health POBs – Pension Obligation Bonds PPC - Public Protection Committee PPS – Prospective Payment System PRCS – Post Release Community Supervision PRIME – Public Hospital Redesign and Incentives in Medi-Cal Proprietary Funds – used by governmental activities that operate in a manner similar to that of private sector businesses in that they charge fees for services. Proprietary Funds rely on the full accrual basis of accounting where revenues are recognized when earned and expenditures are recorded when incurred. RCL – Rate Classification Level Real Estate and Asset Management Program (RAMP) – a working policy and management guide for managing the life cycle of County real estate assets including the acquisition, leasing, design, construction, maintenance, renewal, and disposition of real property used to support County operations. Recommended Budget – a financial plan for a single fiscal year presented to the Board of Supervisors by the County Administrator, in accordance with policies established by the Board, after consultation and input from County Departments and incorporating expected expenses (requirements) and projected revenues (sources). The Recommended Budget includes not only financial data, but also detailed information and narrative regarding the County, including its current and projected financial status; the programs/services and administrative/program goals of individual Departments; and the County Administrator's budgetary recommendations for the budget year. REMS – Risk Evaluation and Mitigation Strategy Revenue – source of income to an operation from any funding source other than Fund Balance. Revenue Class – similar to Object Level for appropriations/expenditures, the descriptive classes for budgetary classification of Revenue. Major classes include: Taxes; Glossary of Acronyms & Terms 650 County of Contra Costa FY 2019-2020 Recommended Budget  Licenses, Permits and Franchises; Fines, Forfeitures and Penalties; Use of Money and Property; Intergovernmental Revenues; Charges for Services; Interfund Revenues; Miscellaneous Revenue; Other Financing Sources. RFI – Request for Information RFP – Request for Proposal S&P – Standard & Poor's Salaries & Benefits – an Object Level of appropriations for all expenditures for employee-related costs. SAMHSA – Substance Abuse and Mental Health Services Administration SAPT-BG – Substance Abuse Prevention and Treatment Block Grant SBIRT – Screening, Brief Intervention, and Referral to Treatment SB1 – Senate Bill 1, also known as the Road Repair and Accountability Act of 2017. SDI – State Disability Insurance SED – Seriously Emotionally Disturbed SELPA – Special Education Local Plan Area Services & Supplies – an Object Level of appropriations for expenditures related to the purchase of goods and services. SIDS – Sudden Infant Death Syndrome SNF – Skilled Nursing Facility SPD – Seniors and Persons with Disabilities Special District – an independent unit of local government generally organized and funded through assessments to the beneficiaries of the district to perform specific function(s) for a specific area. Examples include street lighting and fire services. Special Revenue Fund – a Governmental Fund used to account for resources legally designated for specific purposes and separately reported. SPF – Strategic Prevention Framework SPMI – Seriously and Persistently Mentally Ill Glossary of Acronyms & Terms County of Contra Costa FY 2019-2020 Recommended Budget 651 STD – Sexually Transmitted Disease STEMI – High-risk heart attack STRTP – Short-Term Residential Treatment Program SUD – Substance Use Disorders Sustainability – a simple principle: Everything that we need for our survival and well- being depends, either directly or indirectly, on our natural environment. To pursue sustainability is to create and maintain the conditions under which humans and nature can exist in productive harmony to support present and future generations. SWITRS – Statewide Integrated Traffic Records System TBS – Therapeutic Behavioral Services T-Con – Temporary Conservatorship TLICP – Medi-Cal's Targeted Low Income Children's Program Total Sources – all revenues and fund balance utilized to finance expenditure needs (requirements). TPP – Tobacco Prevention Program Unassigned Fund Balance – the residual classification for the government’s general fund, including all spendable amounts not contained in the other classifications. Unfunded Accrued Actuarial Liability (UAAL) – as relating to pension costs/benefits, the present value of benefits earned to date that are not covered by plan assets Unincorporated – a region of land that is not governed by its own local municipal corporation, but rather is administered as part of larger administrative divisions, such as a township, parish, borough, county, city, canton, state, province, or country. Use of Money and Property – a Revenue class that contains funds received from interest, rent payments or proceeds from the sale of property. Vision Statement – an aspirational description of what an organization would like to achieve or accomplish in the mid-term or long-term future and is intended to serve as a guide for choosing current and future courses of action. VLF – Vehicle License Fees WCDF – West County Detention Facility Glossary of Acronyms & Terms 652 County of Contra Costa FY 2019-2020 Recommended Budget  WFS – Workforce Services VA – U.S. Department of Veterans Affairs VPD – Vaccine Preventable Disease WIC – Women, Infants, and Children YOFTP – Youthful Offender Treatment Program YOPH – Youthful Offender Parole Hearings Subject Index Page County of Contra Costa FY 2019-2020 Recommended Budget 653 Agriculture 47 All County and Districts Major Funds 480 All County Funds - Recommended Requirements Pie Chart 475 All County Funds - Recommended Sources Pie Chart 473 All County Funds - Summary 479 All County Funds - Total Requirements Summary By Fund 476 Animal Services 369 Appropriations by Department 492 Appropriations by State Function Code 493 Assessor 55 Auditor–Controller 59 Board of Supervisors 65 Board of Supervisors Advisory Bodies 40 Board of Supervisors Affiliated Organizations 39 Bonded Debt Limitation 28 Budget Message 1 Budget Process 22 Budgetary Basis for Accounting 24 Budgetary Fund Structure 621 Capital Improvement Plan 527 Capital Improvements 69 Central Support Services 71 Child Support Services 199 Clerk-Recorder-Elections 75 Conflict Defense 375 Conservation and Development 87 Contingency Reserve 111 Contra Costa County Fire Protection District 461 County Administrator 113 County Counsel 119 County Fund Definitions 619 County Organizational Chart 38 County Profile 5 Countywide Program Modification List 539 Crockett/Rodeo Revenues 123 Crockett-Carquinez Fire Protection District 471 Current Debt Position 533 Debt Service 125 Department of Information Technology 129 Discussion of Major Revenue Sources 497 District Attorney 377 Employee Benefits and Retiree Healthcare/Other Post-Employment Benefits (OPEB) 26 Subject Index Page 654 County of Contra Costa FY 2019-2020 Recommended Budget Employee Retirement Rate Information 496 Employee/Retiree Benefits 139 Employment and Human Services 205 Enterprise Funds Summary 36 Expenditures By Type 514 Fund Balance – Major Governmental Funds 524 Fund-Department Relationship 633 FY 2019-20 Key Budget Issues 25 General Fund – Historical Perspective 31 General Fund Summary of Expenditures and Revenues with Compensation Information 488 General Government: Functional Group Summary 45 General Purpose Revenue 141 General Purpose Revenue Distribution 489 Glossary of Acronyms & Terms 637 Health and Human Services: Functional Group Summary 197 Health Services 253 Historical Perspective 31 Human Resources 143 Justice Systems Development/Planning 393 Law and Justice: Functional Group Summary 367 Library 149 Long-Term Financial Planning and Policies 10 Long-Term Rebalancing 27 Major Fund: General Fund - Summaries By Functional Group 484 Major Revenue - Enterprise Fund Subsidy 501 Major Revenue - Hospital/Health Plan 499 Major Revenue - Intergovernmental 497 Major Revenue - Other 504 Major Revenue - Taxes 502 Mandatory/Discretionary List by Department 545 Mandatory/Discretionary List by Service and Level 579 Organization of the Recommended Budget Book 41 Overview 5 Pension Benefits 29 Pension Obligation Bonds 536 Performance Measurement Program 538 Position Summary – All County Funds 494 Position Summary – General Fund 495 Probation 403 Property Tax Recovery/Revenue 25 Proprietary Funds 526 Public Defender 419 Subject Index Page County of Contra Costa FY 2019-2020 Recommended Budget 655 Public Safety Realignment 427 Public Works 161 Retirement/Pension Costs 29 Revenues By Type 506 Sheriff-Coroner 429 Standing Committees of the Board of Supervisors 39 State Budget 27 State Realignment 28 Subject Index 653 Superior Court Related Functions 451 Table of Funds – Financial Fund Order 623 Treasurer–Tax Collector 193 Veterans Service 363 Notes 656 County of Contra Costa FY 2019-2020 Recommended Budget 1 Fiscal Year 2019-20 Recommended Budget Budget Hearing Agenda 1.County Administrator Presentation 2.Department Head Presentations –Health Services Director, Anna Roth –Employment and Human Services Director, Kathy Gallagher –Sheriff, David Livingston –District Attorney, Diana Becton –Public Defender, Robin Lipetzky –Probation Officer, Todd Billeci –Public Works Director, Brian Balbas 3.Open Public Hearing -Public Comment 4.Board Discussion/Action 2 2018/2019 Achievements •Budget structurally balanced for 8th year in a row, built on assumption of 5% increase in assessed valuations, actual AV was 6.34% •Maintained our AAA bond rating from Standard & Poor’s, Contra Costa County “fundamentally sound, and had a stable outlook for the future” •Developed a comprehensive zoning ordinance that will permit and regulate commercial cannabis businesses. The related cannabis tax (Measure R) approved in November 2018 will enable orderly, well- regulated sale, cultivation and manufacture of cannabis products from businesses located in the unincorporated area beginning in 2019 3 2018/2019 Achievements •Launched an online document center to allow public access to over 128,300 records of the Board of Supervisors, including meeting agendas, minutes, ordinances and resolutions dating back to 1852; and implemented a new reporting process for advisory body seats across 78 active boards, resulting in a nearly 17% reduction in vacant seats as compared to last year. •Established 40 Prescription Drug Drop Kiosks in pharmacies so that residents can drop off their unused, expired or unneeded prescription medicines. •Implemented the Senior Veterans Benefits Program. Intended to target our senior and elderly Veteran population, working with long-term care facilities to ensure that Veterans and surviving spouses can access free VA benefits claims assistance (often times Veterans are illegally charged for this service by businesses in the community). 4 2018/2019 Achievements •Facilitated development of hundreds of units of affordable housing, including 42 units at the Heritage Point project in North Richmond, which broke ground in 2018. •Awarded two major federal grants totaling over $1.1 million to the Alliance to End Abuse in partnership with the District Attorney’s Office to address human trafficking in Contra Costa County. •Received the Government Finance Officers’ Association Certificate of Achievement for Excellence in Financial Reporting and the Distinguished Budget Presentation awards. 5 State of the Economy 6 Unemployment 10 Year Comparison 5.4% 8.6% 11.3%11.1% 9.7% 8.6% 6.9% 5.7% 4.6% 4.3% 3.9% 7.5% 10.6%10.5% 9.3% 8.0% 6.5% 5.2% 4.5% 3.9% 3.1%3.0% 0.0% 2.0% 4.0% 6.0% 8.0% 10.0% 12.0% 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 January December Contra Costa County 7 •Property taxes declined by over 11% between 2009 and 2012. There were significant increases between 2014 and 2016. Now returning to a more normal increase of around 5% going into the next few years. •Actual Contra Costa County experience: •2009/10 (7.19% decline) •2010/11 (3.38% decline) •2011/12 (0.49% decline) •2012/13 0.86% increase •2013/14 3.45% increase •2014/15 9.09% increase •2015/16 7.53% increase •2016/17 6.01% increase •2017/18 5.78% increase •2018/19 6.34% increase •2019/20 5.00% increase projected Departmental Budgeted Cost of Doing Business Increases for Contractors •EHSD –3.3% across the board for Mental Health CBO contracts, 3.3% average for Children and Family Services and Workforce Services bureau contracts, and 1.2% average increase for CBO contracts in Aging and Adult Services. Additionally, the department anticipates a number of other contractors will be submitting increase requests. Each contract is evaluated independently. Appropriation adjustments may be made when allocations are confirmed in Sept/Oct to accommodate increased requests, should external funding permit. •Health Services –3% across the Board for all Mental Health community based organization contracts 8 Contra Costa County Spending on Services Related to Homeless/Mental Health/Housing Contra Costa County will spend over $2.58 Billion on Health and Human Services in FY 2019/20 (an increase of $70 million over FY 2018-19). That number includes over $161 million from the General Fund (an increase of $36 million). It also includes over $348 million for services related to homeless; mental health; and housing (an increase of over $22.6 million). 9 Service Expenditures Federal/ State/ Grants General Fund FTE Homeless $63,048,130 $54,511,833 $8,536,297 255.0 Mental Health $255,086,605 $226,888,743 $28,197,862 603.7 Homeless/Mental Health $3,871,774 $2,685,491 $1,186,283 1.0 Housing $26,293,737 $25,349,737 $944,000 42.0 Benefits 10 Pension Cost Management •Following carefully •Monitoring changes by State and CCCERA Board –New PEPRA Tiers as of 1/1/2013 –No extension of amortization –No change in 5-year smoothing –No change in pooling –Assumed rate of return change (7.00%) •Updates: –Negotiated 2% PEPRA COLAs with all bargaining groups –FY 2019-20 Recommended Budget - $368 M –FY 2020-21 onward based on Segal data –Chart now includes the years after debt service for the County and Fire pension obligation bonds are paid off (June 2022) 11 Actual and Projected* Retirement Expense The chart includes four years of actual data, straight-line projection of current year (based on seven months of actual data), Recommended Budget for FY 2019-20, and projection of future years based upon actuarial data provided by CCCERA’s actuary (letter dated March 7, 2019). Assumes we meet the Assumed Rate of Return each year. $308 $282 $281 $306 $320 $368 $372 $374 $319 $322 $299 $220 $240 $260 $280 $300 $320 $340 $360 $380 $400 FY 14-15 Actual FY 15-16 Actual FY 16-17 Actual FY 17-18 Actual FY 18-19 Proj. FY 19-20 Recom'd FY 20-21 Proj. FY 21-22 Proj. FY 22-23 Proj. FY 23-24 Proj. FY 24-25 Proj. Actual and Projected Retirement Expenses (in millions) OPEB Liability Significantly Reduced due to Board Actions and Collective Bargaining •The OPEB financing plan includes a $20 million annual allocation of resources for pre- funding the OPEB liability. •The County has included this allocation in each adopted annual budget since FY 2008-2009. •Health plan changes, caps on County contributions and labor concessions, in addition to annual pre-funding contributions, have assisted in reducing the County’s Unfunded Actuarial Accrued Liability (UAAL) since 2006: from $2.57 billion to $662.5 million, and •With a Market Value in the trust as of December 31, 2018 in excess of $269.6 million, the County has pre-funded approximately 28.9% of its OPEB obligation. •The Board’s actions have made it possible for the County to continue to provide much needed services, including health services, to County residents including the indigent. 12 General Fund Reserves 13 General Fund Reserve Assumptions •June 30, 2018: –Total general fund revenues were $1,531,232,000 and total fund balance including reserves were $495,250,000. –Total fund balance is 32.3% of total revenue –Of the $495.25 million in reserves •$254.8 million was unassigned •$240.4 million was assigned, committed, restricted or nonspendable –Minimum fund balances of 5% and 10% would be $76.5 million and $153.1 million respectively. There was $342.1 million available over the 10% reserve minimum. •June 30, 2019: –As of March, 2019, the Board of Supervisors has approved the transfer of $30.3 million from reserves to fund the new Administration and Emergency Services facility projects, and for equipment replacement. No other transfers are anticipated for this fiscal year. •June 30, 2020: –No fund balance use is included in the Recommended Budget for FY 2019-20; however, Health and Public Safety may require use of fund balance to provide mental health services to detainees. 14 Importance of Reserves for Cash Flow 15 •Although revenues are volatile, expenses (majority for salaries) are quite smooth. •General Fund Reserve of $495.2 Million, ($254.8 Million Unassigned) has eliminated General Fund negative cash flow during the year. •The General Fund cash balance no longer begins the year with a negative cash balance. The large disbursements for advances, pension pre-pay costs, and accrued expenses are now covered with reserves. •Historically, cash flow were not positive until the second installment of property tax receipts are received in late spring. Community Corrections Partnership •The CCP and Public Protection Committee passed a FY 19/20 Budget Recommendation of $29.9 million in March 2019, an increase of 7.1% over the current year. –Includes continuation of the Office of Reentry and Justice (Year 4) –Uses $500,000 in fund balance for Year 3 of the Stand Together CoCo, the immigration rapid response program (3-year pilot) •FY 19/20 CCP budget continues to rely on approximately $3.3 million in fund balance (expenses exceed base revenue) •Assuming just a 2% increase each year to expenditures over the next 5 years, the County would be required to draw $10.9 million from CCP fund balance to fund AB 109 programs over that period •Assuming a FY 18/19 estimated ending fund balance of $21.4 million, fund balance would be reduced to $10.5 million at the close of FY 23/24 •At $10.5 million, fund balance would be at 33% of FY 23/24 projected expenditures. CCP approved fund balance policy is 50% of expenditures (Approx. 6 months of operations) 16 Community Corrections Partnership 17 0 5,000,000 10,000,000 15,000,000 20,000,000 25,000,000 2018-19 2019-20 2020-21 2021-22 2022-23 2023-24 Contra Costa County CCP Projected Fund Balance vs. 50% Fund Balance Goal, FY 2018-24 Ending Fund Balance (2% Ann. Exp. Inc.)50% Fund Balance Goal Debt Position/Ratings 18 19 County of Contra Costa (County Only) Outstanding Lease Revenue and Pension Obligation Bonds and True Interest Cost (as of June 30, 2018) ($ in thousands) Bond Issues Date of Issue Final Maturity Date Principal Amount Issued Outstanding Principal True Interest Cost (%) Lease Revenue Bond and Obligation Issues (LRBs and LROs): 2010 Series A-1 (Capital Project I – Tax Exempt) 11/16/10 06/01/20 6,790 2,120 4.15%1 2010 Series A-2 (Capital Project I – Taxable BABs) 11/16/10 06/01/30 13,130 13,130 4.15%1 2010 Series A-3 (Capital Project I – Taxable RZBs) 11/16/10 06/01/40 20,700 20,700 4.15%1 2010 Series B (Refunding) 11/16/10 06/01/25 17,435 9,975 3.84% 2012 Lease Revenue Obligations 11/11/12 06/01/27 13,102 8,975 2.68% 2015 Series A (Refunding and Capital Projects) 08/25/15 06/01/35 19,055 16,945 3.18% 2015 Series B (Refunding and Capital Projects) 08/25/15 06/01/28 52,060 43,300 2.40% 2017 Series A (Refunding and Capital Projects) 03/03/17 06/01/27 99,810 81,890 2.33% 2017 Series B (Capital Projects) 05/26/17 06/01/32 100,285 94,675 2.39% Total LRBs and LROs $342,367 $291,704 Pension Obligation Bond Issues (POBs): Series 2003 A (Taxable) 05/01/03 06/01/22 322,710 155,880 5.36% Total POBs $322,710 $155,880 Grand Total $665,077 $447,584 1. The yield shown is the blended TIC for all three indicated series, net of the receipt of federal subsidies of interest cost. History of Underlying Long-Term Ratings Since 1995 All Ratings are “Stable” Unless Otherwise Noted in Footnotes 4 and 5 20 1. Municipal bond insurance policies were purchased to allow the ratings to be increased to Aaa (Moody's) and AAA (S&P) on all or portions of all Lease Revenue Bond/COPs issues since FY 1987-88 and on all or portions of all Pension Obligation Bonds since FY 2000-01. 2. Beginning in 1996, Moody's began to rate pension obligation bonds one notch (rather than the previous two notches) lower than the issuer’s general obligation bond rating. In addition, Moody's replaced their two-notch per tier system (e.g. Aa1, Aa2) with a three notch per tier system (e.g. Aa1, Aa2,Aa3). 3. Beginning in 2001, S&P began to rate lease obligations one notch (rather than the previous two notches) lower than the issuer’s general obligation bond rating. 4. S&P assigned an outlook of "Negative" to the County in November 2005. On December 1, 2005, Moody's downgraded the County one notch and changed the outlook to "Negative". 5. Moody's assigned an outlook of "Stable" to the County in November 2006. In February 2007, S&P changed the outlook to “Stable”. 6. The changes in Moody's ratings reflect the recalibration of ratings completed by Moody's in April 2010. 7. February 20, 2013 Moody’s downgraded the County’s Pension Obligation Bonds to A1 with a “Stable” outlook. 8. December 19, 2013, S&P upgraded the County’s ratings for each type of debt. 9. October 6, 2016, Moody’s upgraded the County’s LRB rating to Aa3. 10. February 23, 2018, Standard & Poor’s Global upgraded the County’s Pension Obligation Bonds from AA+ to AAA. History of Underlying Long-Term Ratings Since 1995 All Rating Outlooks are "Stable" Unless Otherwise Noted in Footnotes 4 and 5 Implied General Obligation Bond/Issuer Rating Pension Obligation Bond Lease Revenue Bond/Certificates of Participation Notes FY Ending June 30 Moody's S&P Moody's S&P Moody's S&P 1 1995 Aa2 AA A1 AA- A1 A+ 2 1996 Aa2 AA Aa3 AA- A1 A+ 3 2001 Aa2 AA Aa3 AA- A1 AA- 4 2006 Aa3 AA A1 AA- A2 AA- 5 2007 Aa3 AA A1 AA- A2 AA- 6 2010 Aa2 AA Aa3 AA- A1 AA- 7 2013 Aa2 AA A1 AA- A1 AA- 8 2014 Aa2 AAA A1 AA+ A1 AA+ 9 2017 Aa2 AAA A1 AA+ Aa39 AA+ 10 2018 Aa2 AAA A1 AAA Aa3 AA+ Capital/Facility Maintenance Needs 21 Capital Improvement Plan •The FY 2019/20 Recommend Budget includes: –Strategic planning and financing elements for facilities renewal and new construction projects; and –Comprehensive management program for general government real estate relative to acquisition, use, disposition and maintenance –These elements include funding decisions for maintaining the County’s facility assets, allowing the Board of Supervisors to make funding decisions using credible information. •In FY 2018-19 the County began construction of two significant capital projects: –Administration Building: a new 72,000 sq. ft. administration building to replace the existing 651 Pine Street facility; and –Emergency Operations Center: a new 38,0000 sq. ft. EOC and administration building for the Sheriff’s Office. 22 Capital Improvement Plan •Additional Capital Projects: –Expansion of the West County Health Center. The County plans to complete construction of a new 21,000 sq. ft. expansion to the West County Health Center in January 2020. The project incudes spaces for Adult and Children’s Behavioral Health. –West County Re-Entry, Treatment and Replacement Housing Project (WRTH). The County will continue the design and planning of WRTH to create more appropriate housing and treatment facilities for inmates with behavioral health needs and a partial replacement general population beds at the Martinez Detention Facility. The project also includes construction of an onsite Reentry Services Complex and Medical and Psychiatric Services Clinic. 23 Capital Maintenance Costs •On March 31, 2015 the Board of Supervisors received an updated comprehensive building condition assessment which identified a total of $272.2 million in deferred facilities maintenance needs and capital renewal requirements •The 2007 report had identified $270.2 Million •$5 Million was budgeted in FY 2012/13, •$10 Million in each year of FY 2013/14 through FY 2018/19; •Recommended Budget for FY 2019/20 includes: –$10 million for major capital improvements (one-time monies) –$5 million for plant acquisition, construction and repair –$1.5 million for minor improvements and deferred maintenance when no other funds are available –$2,550,000 to continue to fund facility lifecycle on a by-building cost-per-square foot basis 24 25 Labor Retirements 26 The County continues to carry a number of vacant positions due, in part, to unprecedented numbers of retirements during calendar year 2011 and 2012. The chart below provides the last ten years of retirement history by year and for the month of March. Historically March retirements are the highest because retirees must be retired by April 1 in order to receive a cost-of-living adjustment from the Contra Costa County Employees’ Retirement Association. With the exception of 2011, March of 2019 with over 126 retirees is the highest in the last 10 years. 0 100 200 300 400 500 600 700 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 221 179 413 308 141 208 174 156 145 181 66 105 208 81 58 91 40 64 83 89 Balance of Year Month of March Net Decrease of 1.5 FTEs Recommended •Agriculture-Weights/Measures had a decrease of 1 FTE, •Board of Supervisors/Merit Board had a decrease of 0.5 FTE, •Child Support an increase of 9 FTE, •County Administrator an increase of 1 FTE, •District Attorney has an increase of 1 FTE, •Employment and Human Services has a net increase of 1 FTE (after elimination of 67 vacant/unfunded positions), •Human Resources a decrease of 2 FTE, •Probation a decrease of 22 FTE, •Public Defender an increase of 1 FTE, •Public Works an increase of 3 FTE, •Contra Costa County Fire Protection District an increase of 7 FTE, and CCC Fire Protection District EMS Transport increase of 1 FTE. 27 Recommended Budget FTEs Net Add/Delete History 2010-11 2011-12 2012-13 2013-14 2014-15 2015-16 2016-17 2017-18 2018-19 2019-20 County -111 -138 -12 2 4 28 36 58 -2 -9.5 CCC Fire -8 0 0 -18 0 7 14 5 14 8 All County -119 -138 -12 -16 4 35 50 63 12 -1.5 Labor Contracts 28 Total Number Contract of Permanent Employees Expiration Date Open or Opening in Fiscal Year 2019/20 Deputy Sheriff’s Association, Mgmt Unit and Rank and File Unit 832 6/30/2019 Deputy Sheriff’s Association, Probation Peace Officers Association 230 6/30/2019 District Attorney Investigator’s Association 18 6/30/2019 Physicians and Dentists of Contra Costa 276 12/31/2017 IHSS SEIU - 2015 6/30/2018 Open or Opening in Fiscal Year 2019/20 1,356 14% Settled AFSCME Local 2700, United Clerical, Technical and Specialized Employees 1,574 6/30/2022 AFSCME Local 512, Professional and Technical Employees 223 6/30/2022 California Nurses Association 1,078 9/30/2021 CCC Defenders Association 76 6/30/2022 CCC Deputy District Attorneys’ Association 85 6/30/2022 IAFF Local 1230 323 6/30/2020 Professional & Technical Engineers – Local 21, AFL-CIO 1,107 6/30/2022 Public Employees Union, Local One & FACS Site Supervisor Unit 546 6/30/2022 SEIU Local 1021, Rank and File and Service Line Supervisors Units 838 6/30/2022 Teamsters, Local 856 1,781 6/30/2022 United Chief Officers' Association 12 6/30/2020 Western Council of Engineers 23 6/30/2022 Management Classified & Exempt & Management Project 456 n/a Total 8,122 86% Budget and Financial Performance 29 Total General Fund Revenue $1.705 Billion 30 General Purpose, $492,550,000 , 29% Other Local Revenue, $531,634,970 , 31% Federal, $296,008,106 , 17% State Assistance, $384,904,901 , 23% Total General Fund Expenditures $1.705 Billion 31 Salaries and Benefits, 938,010,273, 55% Expenditure Transfers, -133,402,522, -8% Fixed Assets, 23,301,699, 1% Services and Supplies, 590,966,630, 35% Other Charges, 276,221,897, 16% Provisions for Contingencies, 10,000,000, <1% Distribution of General Fund Expenditures 32 Health & Human Services, 967,526,894, 57% General Government, 300,364,820, 17% Law & Justice, 437,206,263, 26% Health & Human Services programs continue to grow both as a percentage and dollar amount. FY 2018-19 figures were: 55% for Health & Human Services ($885.6 million), 27% for Law & Justice ($431.1 million); and 18% for General Government ($294.5 million). Ranking of Department Share of General Purpose Revenue 33 Reasons for Optimism Positive Economic Outlook •State revenues up State Budget reasonably stable •Affordable Care Act intact for now •AV revenue up 6.34% for FY 2018/19 •Projecting 5.0% growth in AV revenue in 2019/20 Positive County Results •Budget structurally balanced for ninth year in a row •OPEB managed •Have begun pre-funding infrastructure needs •Standard & Poor’s Rating Increase to AAA in 2013 (reaffirmed 2015) •S&P increased the rating on the County’s Pension Obligation Bonds to AAA (from AA+) in February 2018 •Final Pension Obligation Bond Matures 6/1/2022 ($47,382,000) 34 Reasons for Concern/Potential Costs •Cumulative effect of wage increases coupled with significant increases to benefits will exceed projected revenues and will stress future year budgets •Finance & Tax Systems Replacement -$18-20 M (each) •Additional funding requests from Departments and the public in the next few years are likely to be more than can be provided from current and projected revenue sources •In-Home Supportive Services -Maintenance of Effort scheduled to increase by $6 M in FY 2021-22 35 Issues for Further Consideration HEALTH DEPARTMENT •Contra Costa Cares provides primary care services to adults not covered by the Affordable Care Act (ACA) •The Department’s Budget includes $750,000 for Contra Costa Cares that will be matched by area hospitals or Community Organizations 36 Hospital and Health Plan Subsidy 37 $- $10 $20 $30 $40 $50 $60 $70 2008-09 ACTUALS 2009-10 ACTUALS 2010-11 ACTUALS 2011-12 ACTUALS 2012-13 ACTUALS 2013-14 ACTUALS 2014-15 ACTUALS 2015-16 ACTUALS 2016-17 ACTUALS 2017-18 ACTUALS 2018-19 BUDGET 2019-20 RECOMMENDED $58 $42 $38 $40 $30 $27 $20 $23 $24 $22 $20 $56 $4 $5 $4 $4 $4 $4 $4 $4 $4 $4 $4 $4 MILLIONSHospital Subsidy Health Plan Subsidy Reasons for Concern/Potential Costs Health Department: •The proposed repeal of ACA could impact up to 72,000 people currently enrolled in our Medi-Cal expansion resulting in the loss of up to $90 million annually •This is in addition to the additional $36.7 million in general purpose revenue being diverted from other county departments in the FY2019/20 Recommended Budget (total of $60.3 million) •The financial structure of the County Hospital is unsustainable without new revenue or significant contributions from the General Fund for the foreseeable future •Without alternative funding sources or service delivery models, maintaining services in the County Hospital will force us to identify service level reductions in other County departments to maintain a structurally balanced budget 38 Contra Costa County Fire Protection 39 CCC Fire Protection District •FY 2019-20 Recommended Budget Summary –Balanced assuming 5% increase in property tax revenue –Continues funding goal of 50% reserve for Alliance program with $2.0 million reserve contribution –Increases staffing in the Fire Suppression and EMS Transport operations •Net increase of 7 FTEs to ConFire, including three (3) Fire Captains to staff a new air ambulance program, one (1) Fire Investigator for arson investigations, one (1) Fire Education Coordinator for public education, and two (2) Building Plan Checkers for plan review •Net Increase of 1 FTEs to EMS Transport Fund, including one (1) Medical Director to provide medical oversight 40 CCC Fire Protection District •For fire, property taxes declined by over 13% between 2009 and 2013. These taxes then significantly increased between 2014 and 2016. Now returning to a more normal increase of around 5% going into the next few years . •Actual District experience: •2009-10 (7.8%) •2010-11 (2.4%) •2011-12 (1.9%) •2012-13 (1.2%) •2013-14 5.9% •2014-15 9.3% •2015-16 6.9% •2016-17 6.3% •2017-18 5.5% •2018-19 6.4% •2019-20 5.0% Increase projected 41 CCC Fire Protection District •Reasons for optimism –Settled with Local 1230 and UCOA through June 2020 –Employer share of pension costs stable –Pension Obligation Bonds paid off 2022/23 –Station 16 (Lafayette) on schedule to open May 2019 and Station 70 (San Pablo) construction contract was awarded in March 2019 •Reasons for concern –Property tax revenue increases anticipated to slow –Cost of labor contracts •$11.4 million in 19/20 (total three year cost of $23.3 million) –Continued financial strains and unknowns on •Capital and non-capital equipment replacement (e.g., heavy fire apparatus). •Debt service payments increasing approx. $700k/year through 2022 •Future staffing of Station 70 (San Pablo) once constructed •Future construction projects for Stations 86 (Bay Point) and 9 (Pacheco) •Capital Construction Fund –Establishment of a capital construction fund for current (Station 70) and future major construction projects (Stations 9 and 86) which will be initially funded with $10 million from District general fund reserves.42 CCC Fire EMS Transport Fund •Reasons for optimism –“Alliance” Ambulance program stable –Operating revenues exceeding projections –Fund Balance Accruing –Goal to remain at 50% of annual cost of ambulance services •Reasons for concern –Future of Healthcare funding continues to be uncertain –Federal Administration’s efforts to defund & destabilize the Affordable Care Act (ACA) –Ground Emergency Medical Transportation (GEMT) allocation not certain, 2nd payment estimated at $600,000 is expected to be received by June 2019 •EMS Transportation Reserve –Continue practice of budgeting annual reserve contributions of $2 Million per year to fund the 50% goal (approximately $21 Million) –This recognizes that the District has ongoing receivable of approximately $10 million at any given time 43 Recommendations 44 Recommended Budget Actions 1.OPEN and CONDUCT a public hearing to receive input on the FY 2019-20 Recommended Budget; 2.ACKNOWLEDGE that significant economic issues will continue to challenge the Board of Supervisors in its effort to finance services and programs which Contra Costa County residents need, or expect will be provided to them; 3.ACKNOWLEDGE that wage and benefit increases when coupled with the lack of increased funding from the State and Federal Governments will challenge the County’s ability to deliver essential services to our residents; 4.DIRECT the County Administrator to continue to meet with the County’s union representatives and employees to explain the size, scope and anticipated length of the County’s fiscal challenges and to gain their input/suggestions; 5.DIRECT the County Administrator to continue to make this information readily available to the residents of the County; 6.ACKNOWLEDGE that the Recommended Budget does not include any funding changes that may occur in the State of California’s 2019-20 fiscal year budget or in the manner in which the Medi- Cal Waiver is implemented and these two events may have an unknown impact on the drawdown of federal funds for services and facilities; 7.RE-AFFIRM the Board of Supervisors’ policy prohibiting the use of County General Purpose Revenue to back-fill State revenue cuts; 45 Recommended Budget Actions 8.ACKNOWLEDGE that retirement expenses are expected to decrease in the short run, but are likely to increase in future years should market returns not meet or exceed the Assumed Rate of Return; 9.ACKNOWLEDGE that the Recommended Budget balances annual estimated expenditures with estimated revenues in FY 2019-20, and is both technically and structurally balanced; 10.ACKNOWLEDGE that the Recommended Budget includes a specific appropriation for contingency, and that the Board also maintains its ability to manage General Fund contingencies during the fiscal year by use of reserve funds set aside for that purpose; 11.ACKNOWLEDGE that any restoration of any recommended program reductions will require an equivalent reduction in funds from other County priorities in order to adhere to our balanced budget policy; 12.ACKNOWLEDGE that maintaining core services, maintaining an improved credit rating, minimizing debt, and maintenance of the County's physical assets remain a priority of the Board of Supervisors over the long term; 13.DIRECT the County Administrator to prepare for Board adoption on May 7, 2019, the FY 2019-20 County and Special District Budgets, as modified, to incorporate any changes directed by the Board during these public hearings; and 14.DIRECT the County Administrator to prepare for consideration by the Board of Supervisors on May 7, 2019, position additions and eliminations necessary to carry out Board action on the Recommended Budget. 46 Budget Hearing Agenda 1.County Administrator Presentation 2.Department Head Presentations –Health Services Director, Anna Roth –Employment and Human Services Director, Kathy Gallagher –Sheriff, David Livingston –District Attorney, Diana Becton –Public Defender, Robin Lipetzky –Probation Officer, Todd Billeci –Public Works Director, Brian Balbas 3.Open Public Hearing -Public Comment 4.Board Discussion/Action 47 48 “If we had bacon, we could have bacon and eggs, if we had eggs Author unknown 49 Contra Costa Health Services 2019/2020 Budget Anna M. Roth, Director Board of Supervisors Budget Hearing April 16, 2019 1 Health shapes everything 2 Regional Medical Center, Health Centers & Detention Health Contra Costa Health Plan Behavioral Health Health, Housing & Homeless Public Health Emergency Medical Services Hazardous Materials & Environmental Health 3 Our mission is to care for and improve the health of all people in Contra Costa County with special attention to those who are most vulnerable to health problems. OVER 2 MILLION CONNECTIONS 4,400 EMPLOYEES 4 PREVENTION & PROTECTION HEALTH COVERAGE DIRECT HEALTH SERVICES 5 CCHS Making a Difference in 2018 INSURE 1 OUT OF 3 CHILDREN IN CONTRA COSTA COUNTY SERVED OVER 18,000 AT RISK/HOUSING INSECURE & OVER 5,000 HOMELESS INDIVIDUALS SERVED OVER HALF MILLION MEALS TO NEARLY 7,000 SENIORS INTRODUCED PALLIATIVE CARE BENEFIT 6 CONTRA COSTA’S INDUSTRIAL SAFETY ORDINANCE CELEBRATED ITS 20TH YEAR HOSPITAL AND CLINICS MET ALL PAY FOR PERFORMANCE MEASURES EXPANDED OPIATE ADDICTION TREATMENT DELIVERED 15% OF ALL BABIES IN OUR COUNTY AT CCRMC 7 HAZ MAT TEAM RESPONDED TO NEARLY 70 INCIDENTS ALL WITHIN ONE HOUR AWARDED $8 MILLION STATE GRANT TO ADDRESS HOMELESS CRISIS CCHP INCREASED MEMBER HEALTH ASSESSMENTS FROM 3,600 TO 7,700 USING NEW TECHNOLOGY CONDUCTED OVER 6,000 INSPECTIONS OF RESTAURANTS AND FOOD ESTABLISHMENTS 8 OVER 40 PRESCRIPTION DRUG DROP-OFF KIOSKS THROUGHOUT THE COUNTY FAMILY MEDICINE RESIDENCY RECOGNIZED AS ONE OF TOP TEN IN THE NATION OPENED NEW WOMEN, INFANTS & CHILDREN (WIC) CENTER IN SAN PABLO IMPLEMENTED ELECTRONIC HEALTH RECORD IN BEHAVIORAL HEALTH 9 WORKED WITH OVER 12,000 PEOPLE TO ADDRESS THEIR SOCIAL NEEDS PROVIDED MEDICAL SERVICES TO OVER 800 FOSTER CARE CHILDREN PROVIDED PATIENT SAFETY AND MEDICAL OVERSIGHT FOR OVER 100,000 EMS 911 RESPONSES DELIVERED CARE TO 7,000 STUDENTS AT 43 SCHOOLS THROUGH MOBILE HEALTH CLINICS 10 •West County Behavioral Health Expansion •Oak Grove Youth Residential •Homeless Service Expansion •Green and Healthy Homes •Children’s Well-Being Index •Strategic Planning •Participate in county’s 20-year General Plan A Look Ahead 11 •Needs of people •Deliver quality service •Focus on most vulnerable •Maintain existing services •Provide 3% COLA for Behavioral Health Community-Based Organizations 2019/2020 Budget Priorities 12 2019/2020 Health Services Recommended Budget $1.81 billion Expense $1.68 billion Revenue $135 million County General Purpose Revenue 13 2019/2020 Budget For every General Fund dollar, CCHS DRAWS DOWN AN ADDITIONAL $13 in external funding $1.68 Billion $135 Million 7.4% General Fund Contribution 92.6% Revenue 14 Contra Costa Health Services 2019/2020 Recommended Expenditures TOTAL BUDGET $1.81 Billion 15 Key Considerations •2019/20 budget balanced •$36.7 million increase in general fund subsidy for CCRMC •$30 million non-recurring funds related to ACA 16 Key Considerations Ten year federal/state healthcare transformation has now peaked •Healthcare coverage initiative FY 2008/09 –2010/11 •Bridge to reform FY 2010/11 –2014/15 •Federal electronic record mandate -EPIC FY 2011/12 •ACA implementation FY 2013/2014 •2020 Medi-Cal Waiver FY 2015/16 –2019/20 •Future waiver funding unknown 17 Hospital/Clinics and Health Plan Adopted FY 08-09 vs. FY 19-20 Recommended Budget Hospital/Clinics FY 2008-09 Adopted Budget FY 2019-20 Recommended Budget % Expenditures $342,287,571 $670,038,932 96% Revenue $281,215,847 $613,680,220 118% Net County Cost $61,071,724 $56,358,712 -8% Health Plan FY 2008-09 Adopted Budget FY 2019-20 Recommended Budget % Expenditures $190,486,053 $714,534,676 275% Revenue $185,014,163 $710,548,388 284% Net County Cost $5,471,890 $3,986,288 -27% 18 •Cost Increases Workforce costs increasing Increased costs from other county departments Associated costs increasing (pharmacy, lab, surgical supplies, etc.) •Slow to No Growth CCHP membership in decline CCRMC inpatient acute care volume flat Clinic volume flat Clinic productivity flat CCRMC Challenges 19 •Revenues Flat to Declining CCHP ACA per member payments ACA federal financial participation rate PRIME waiver revenue decline GPP and WPC revenue maximized FQHC reimbursement only up 1.5% •Waiver Succession Medi-Cal Waiver expires 2020/21 •Federal/State Uncertainty CCRMC Challenges 20 2019/20 Expectations •Adjust to new environment of low to no growth •Assess CCRMC needed changes •Plan for possible decline in waiver revenue •Develop/implement revenue enhancement & cost containment plan to address, at a minimum, the $30 million of non-recurring revenue in the 2019/20 budget 21 Health shapes everything 22 Health shapes everything … and everything shapes health Anna M. Roth, Director Photos: Flickr: Creative Commons –Contra Costa Videos: cchealth.org/video 23 EHSD Proposed Budget FY 2019-2020 PRESENTED BY KATHY GALLAGHER DIRECTOR, EMPLOYMENT AND HUMAN SERVICES DEPARTMENT BOARD OF SUPERVISORS BUDGET HEARING 04/16/2019 “Our vision is that Contra Costa County will continue to be a thriving community where all individuals and families can be healthy, safe, secure and self-sufficient.” •$516 million budget •Approximately 2,000 employees annually •We touch the lives of one out of four Contra Costa County residents •Enabling self-sufficiency •Keeping people healthy •Supporting food security •Keeping children safe •Preparing children for life •Protecting older adults •Helping the elderly stay in their homes Our Core Values include promoting excellence and practicing ethical behavior in everything we do, communicating openly, and delivering an exceptional customer experience. 1 “We partner with the community to deliver quality services to ensure access to resources that support, protect, and empower individuals and families to achieve self-sufficiency.” Workforce Services Workforce Development Children and Family Services Community Services Aging and Adult Services 2 3 *EHSD budget does not include CalFresh benefits issued and the Federal and State portion of IHSS caregiver payments. CalFresh 29% CalWORKs 14% Foster Care 7% Adoptions 6% IHSS 44% Program Annual Assistance CalFresh*$ 100,242,211 CalWORKs $ 46,878,138 Foster Care $ 24,780,897 Adoptions $ 20,875,826 IHSS*$ 149,823,546 Total Local Economic Impact $ 342,600,618 Benefits to Contra Costa County Residents: Cash-Based Programs Fiscal Year 2019/2020 Budget 4 Key Factors Driving 2019/2020 Budget Considerations •Looming cost increases •Employee wage and benefit increases •IHSS provider wage negotiation •In-Home Supportive Services (IHSS) growth and growing backlog •16% increase in number of individuals receiving IHSS (since 2015) •4,000 overdue reassessments as of October 2018 (and growing) •State Admin allocation is inadequate to address staffing need •New mandates and associated costs •CalFresh Expansion to vulnerable and disabled (SSI) population •Work requirements for Able-Bodied Adults without Dependents (ABAWDs) in CalFresh •Continuum of Care Reform (Child Welfare) •Other potential cost drivers •Allocations for funding CalWORKS and CalFresh administration are declining quicker than the decline in caseloads •Uncertainty of General Assistance litigation impacts 5 6 Proposed Budget FY 2019-2020 Proposed Budget Salaries & Benefits 217,171,922$ 224,204,359$ 7,032,437$ Services & Supplies 121,376,644 126,012,017 4,635,373 Other Charges 148,376,969 148,088,368 (288,601) Fixed Assets 973,276 800,000 (173,276) Expenditure Transfers 14,896,777 17,724,256 2,827,479 Total Expenditures 502,795,588$ 516,829,000$ 14,033,412$ Total Revenues 473,875,109 489,916,000 16,040,891 Sub-Total Net County Cost 28,920,479$ 26,913,000$ (2,007,479)$ Less: GF -PY Rollover Encumbrances (713,619)0 713,619 GF -PY Venture Capital Rollover (290,000)0 290,000 Non-GF -PY Fund Balance Rollovers (1,006,860)0 1,006,860 Net County Cost 26,910,000$ 26,913,000$ $ 3,000 Description FY 2018-19 Adjusted Budget FY 2019-20 Recommended Budget Increase (Decrease) FY 2019/20 Budget Expenditures 516,829,000 Revenues 489,916,000 Net County Cost 26,913,000 FY 2019/20 Budget Allocated Positions (FTEs)1,903.5 43.3% 24.1% 29.5% FY 19/20 Budgeted Expenditures Salaries and Benefits Services and Supplies Other - Includes Assistance Payments 33% 39% 23% 5% FY 19/20 Budgeted Revenues Federal Funds State Funds Local Revenue (Sales Tax & VLF)Net County Cost - County General Funds 7 Proposed Budget Category Budget % Aging & Adult Services Bureau 73,512,000 14% Children & Family Services Bureau 142,294,000 28% Workforce Services Bureau 204,444,000 40% Workforce Development Board 6,685,000 1% Community Services Bureau 78,202,000 15% EHSD Extraneous/Other 11,692,000 2% Total 516,829,000 100% 14% 28% 40% 1% 15% 2%Aging & Adult Services Bureau Children & Family Services Bureau Workforce Services Bureau Workforce Development Board Community Services Bureau EHSD Extraneous/Other 8 Proposed Budget •FY 2019-20 recommended FTEs:1,903.5 •Deleted positions*:67 •Unfunded positions (WFS):56 •Cut back on IT projects and Strategic Initiatives •Reduced contract costs * Not included in FY2019-20 recommended FTEs 9 Balancing the Budget Ongoing Challenges and Trends 10 11 Foster Care MOE/Adoptions/CFS $6.4 Million Adult Protective Services $1.5 Million IHSS MOE $4.7 Million CalWORKS MOE/CalFresh $5.9 Million Alliance to End Abuse $1.7 Million GA (100% County Funds) $6.3 Million Admin/Comm. Action Program $0.4 Million Total $26.9 Million Does not include any discretionary funding Challenge: Lost Purchasing Power County Funds can be used as a required match to draw down federal and state funds for program delivery 12 •General Fund allocation would be $37.4m if FY 2004-2005 level is maintained based on CPI inflation •$26.9m in FY 2019-2020 = $20.8m in inflation- adjusted FY 2004-2005 dollars Challenge: Lost Purchasing Power We have lost leveraging capacity to obtain Federal and State funds due to inflation •In-Home Supportive Services (IHSS) allows seniors and disabled individuals to stay in their homes as an alternative to long-term institutional care •Who are In-Home Supportive Services clients? •Disabled, blind, and aged individuals •Severely impaired recipients are growing rapidly •Vulnerable elderly and disabled residents are at risk of further decline and costly health issues without timely support •Challenges •3-month backlog for new applications •Under State corrective action for non-compliance for reassessments •Significant growth expected based on aging population 13 Challenge: Meeting the Needs of Our Most Vulnerable Residents In-Home Supportive Services IHSS is the Fastest Growing Program 14 IHSS is a challenge because of our limited ability to contain growth and costs Caregiver wage negotiations are coming up in the next few months Challenge: Meeting the Needs of Our Most Vulnerable Residents IHSS is EHSD’s fastest-growing program FY 14-15 FY 15-16 FY 16-17 FY 17-18 FY 18-19 Monthly Authorized Cases 8,449 8,723 9,014 9,458 10,245 Annual Paid Hours 8,154,365 9,406,736 9,956,595 10,887,181 11,907,924 Monthly Active Caregivers 6,578 7,209 7,563 7,896 9,047 7,500,000 8,000,000 8,500,000 9,000,000 9,500,000 10,000,000 10,500,000 11,000,000 11,500,000 12,000,000 12,500,000 8,000 8,500 9,000 9,500 10,000 10,500 IHSS Historical Caseload & Hours Paid Monthly Authorized Cases Annual Paid Hours Monthly Active Caregivers •Who are ABAWD clients? •Individuals with significant employment barriers such as low education and health issues •Beginning September 1, ABAWDs will be subject to work requirements •Challenges •Expect ~4,000 individuals to be affected, requiring extra attention and case management from staff •Proposed federal rule change: Due to elimination of qualified exemptions from work requirements, a large number of people would lose benefits 15 Challenge: Meeting the Needs of Our Most Vulnerable Residents Able-Bodied Adults Without Dependents (ABAWDs) 16 Administrative funding for these programs is being reduced, leading to a reduction in 225 FTE’s over this period FY 2016-17 Fed/State/Co Funding FY 2017-18 Fed/State/Co Funding FY 2018-19 Fed/State/Co Funding (Est.) CalFresh $41,470,891 $36,079,674 $35,691,420 CalWorks $60,027,278 $56,518,300 $54,731,125 Total $101,498,169 $92,597,974 $90,422,545 $84,000,000 $86,000,000 $88,000,000 $90,000,000 $92,000,000 $94,000,000 $96,000,000 $98,000,000 $100,000,000 Challenge: Meeting the Needs of Our Most Vulnerable Residents Declining CalFresh and CalWORKS Administrative Funding Allocations •Beginning June 1, 2019, for the first time in 41 years, Supplemental Security Income/State Supplementary Payment (SSI/SSP) recipients will become eligible to receive CalFresh benefits in addition to their $10 SSP allotment •Who are SSI/SSP clients? •Aged, blind and disabled individuals with little to no income or assets; maximum grant is only $931.72 for an individual •An estimated 10,000 individuals are newly eligible (75% of which are expected to apply) •A significant number (6,400) are also IHSS recipients •Challenges •State allocations are inadequate to process anticipated application volume 17 Challenge: Meeting the Needs of Our Most Vulnerable Residents CalFresh Expansion •To meet the expected influx of applications for expanding CalFresh to this vulnerable population, the CAO is providing up to $300k in one- time funds which will be matched by Federal funds •State CalFresh allocation is expected in September 2019 •Planning underway to coordinate and specialize CalFresh, General Assistance, MediCal and IHSS services to the SSI population. 18 Solution: One-Time Allocation to Address Initial Demand for Services •State Budget developments and May Revise •New State initiatives regarding Master Plan on Aging, Medi-Cal Expansion for Young Adults and child care •Federal proposals to include / revise work requirements in SNAP (CalFresh) and Medicaid (Medi-Cal) and proposed changes to Public Charge •Other changes in the Human Services landscape: •Integration of service delivery, including reducing use of County buildings •Expanded integration in partnerships: Health Services and CBOs Commitments & Opportunities: •Supporting the launch and convening of the Children’s Leadership Council •The merging of 3 separate welfare automation systems into a single statewide system (CalSAWS), leading to improved services to customers 19 Trends: What We’re Watching Thank You 20 Honor Courage Commitment Leadership Teamwork Contra Costa County Office of the Sheriff 1 Largest law enforcement agency in Contra Costa County Serves a population of 163,172 in the unincorporated areas 505 square miles of land and 82 square miles of water way 2 Authorized Staffing FY 19-20 Sworn 685.5 Professional 350 3 Office of the Sheriff 2019-2020 Recommended Budget Revenue $246,847,210 4 5 2017-18 2018-19 2019-20 2019-20 General Fund Budget Budget Baseline Recommended Change EXPENDITURES Salaries and Benefits 208,327,330 211,605,283 217,689,248 217,689,248 0 Services and Supplies 21,962,957 22,191,088 20,956,793 20,956,793 0 Other Charges 711,219 1,220,469 1,218,059 1,218,059 0 Fixed Assets 3,201,175 3,336,226 3,184,976 3,184,976 0 Expenditure Transfers 1,884,634 3,749,535 3,798,134 3,798,134 0 TOTAL EXPENDITURES 236,087,314 242,102,602 246,847,210 246,847,210 0 REVENUE Other Local Revenue 71,704,357 73,795,018 73,818,007 73,818,007 0 Federal Assistance 8,037,472 6,896,878 1,504,939 1,504,939 0 State Assistance 68,870,486 70,806,264 73,799,264 73,799,264 0 GROSS REVENUE 148,612,315 151,498,160 149,122,210 149,122,210 0 NET COUNTY COST (NCC)87,475,000 90,604,442 97,725,000 97,725,000 0 Allocated Positions (FTE)1,038.5 1,035 1,035 1,035 0 The Details Maintain a $5.65M dollar vacancy factor. Increase in Expenditure Appropriations $4.7M Decrease in Federal Revenue $4.4M Projected Increase in Proposition 172 Revenue $3.1M 6 What Requests are not included in the Proposed 2019-20 Budget 3 Deputy Sheriff FTEs -$788,091, PEPRA Tier E Safety, to be Assigned to MHET in unincorporated areas of East, Central and West Contra Costa County Reduce Vacancy Factor by $2.6M to $3M; a level that is in alignment with normal attrition. 7 Honor Courage Commitment Leadership Teamwork Contra Costa County Office of the Sheriff 8 Honor Courage Commitment Leadership Teamwork Contra Costa County Office of the Sheriff 1 Largest law enforcement agency in Contra Costa County Serves a population of 163,172 in the unincorporated areas 505 square miles of land and 82 square miles of water way 2 Authorized Staffing FY 19-20 Sworn 685 Professional 350 3 Total Authorized Staff: 1035 Office of the Sheriff 2019-2020 Recommended Budget Revenue $246,847,210 4 5 2017-18 2018-19 2019-20 2019-20 General Fund Budget Budget Baseline Recommended EXPENDITURES Salaries and Benefits 208,327,330 211,605,283 217,689,248 217,689,248 Services and Supplies 21,962,957 22,191,088 20,956,793 20,956,793 Other Charges 711,219 1,220,469 1,218,059 1,218,059 Fixed Assets 3,201,175 3,336,226 3,184,976 3,184,976 Expenditure Transfers 1,884,634 3,749,535 3,798,134 3,798,134 TOTAL EXPENDITURES 236,087,314 242,102,602 246,847,210 246,847,210 REVENUE Other Local Revenue 71,704,357 73,795,018 73,818,007 73,818,007 Federal Assistance 8,037,472 6,896,878 1,504,939 1,504,939 State Assistance 68,870,486 70,806,264 73,799,264 73,799,264 GROSS REVENUE 148,612,315 151,498,160 149,122,210 149,122,210 NET COUNTY COST (NCC)87,475,000 90,604,442 97,725,000 97,725,000 Allocated Positions (FTE)1,038.5 1,035 1,035 1,035 The Details Maintain a $5.65M dollar vacancy factor Increase in Expenditure Appropriations $4.7M Decrease in Federal Revenue $4.4M Projected Increase in Proposition 172 Revenue $3.1M 6 Requests are not included in Proposed 2019-20 Budget 3 Deputy Sheriff Positions -$788,000 (PEPRA Tier E Safety) Assigned to Mental Health Evaluation Team (MHET) in unincorporated areas of East, Central and West Contra Costa County Reduce Vacancy Factor by $2.6M to $3M Would have been at a level that is in alignment with normal attrition. (Target now set at $5.6M –Likely to impact Field Operations) 7 8 Budget Background: Operational Statistics Custody Services Total Bookings 2018 :25,294 Average Daily Population: 1,865.00 , 494 Custody Alternative Support Services Coroners Cases 6,141 Crime Lab Cases Completed 7,975 Evidence Items Examined 30,107 9 Budget Background: Operational Statistics Communications Total Calls Handled:507,783 911 Emergency Calls:99,072 Field Operations Calls for Service 185,375 Total Investigative Cases Opened 5,819 Contra Costa County Office of the Sheriff Thank You 10 Contra Costa County District Attorney Diana Becton Budget Presentation April 16, 2019 1 CONTRA COSTA COUNTY DISTRICT ATTORNEY’S OFFICE Budget Department Programs 2 COLLABORATION 3 CURRENT FISCAL YEAR BUDGET $23.3 $20.7 FY 2018-19 Budget Revenues NCC $44M 4 NEXT FISCAL YEAR BUDGET $23.3 $20.7 FY 2018-19 Budget Revenues NCC $44M $24.25 $21.75 FY 2019-20 Budget Revenues NCC $46M (+$2M)(+$1M) (+$1M) 5 STAFFING MODIFICATIONS Service Description FTE Value Vacancy Factor 1 DDA + 4 Clerical 0 -$615,000 Decrease Staff 1 PT DDA -0.5 -$112,683 Neighborhood Court 1 Director +1 PT Clerical 1.5 $174,940 Total 1.0 -$552,743 6 ALLOCATED POSITIONS Description FTE Attorney 102 Investigative 33 Victim/Witness 17 Administration and Support 70.5 Total 222.5 7 PERSONNEL 92% 8% FY 2019-20 Budget Salaries/Benefits Services/Supplies $46M 8 COMMAND STAFF Diana Becton District Attorney Venus Johnson Assistant District Attorney Dan Cabral Assistant District Attorney Paul Mulligan Chief of Inspectors Jason Chan Chief of Admin. Services Vacant Chief of Staff 9 DISTRICT ATTORNEY’S OFFICE Mission To seek justice and enhance public safety for all our residents. By fairly, ethically, aggressively and efficiently prosecuting those who violate the law, and by working to prevent crime. Seek Justice. Serve Justice. Do Justice. 10 CENTRAL EASTERN AREA OPERATIONS - MARTINEZ Activities Misdemeanor Cases Delta Mount Diablo Walnut Creek 11 WESTERN OPERATIONS - RICHMOND Activities Felony and Misdemeanor Cases West Contra Costa County 12 SUPERIOR COURT OPERATIONS - MARTINEZ Activities Main Office Administration All Felony Matters 13 DIVISIONS AND UNITS Function Superior Court Operations Special Operations Community Violence Reduction Homicide Family Violence Juvenile Victim/Witness Bureau of Investigations 14 2018 PERFORMANCE Statistics 1.15 Million residents 25 law enforcement agencies within 19 cities Prosecuted over 1,800 felony cases 149 felony jury trials Prosecuted over 5,200 misdemeanor cases 180 misdemeanor jury trials 15 2019-20 INNOVATIONS AND ALTERNATIVES Programs Conviction Integrity Unit Restorative Justice Diversion Cold Case Neighborhood Community Courts Mental Health Diversion Human Trafficking 16 2019-20 INNOVATIONS AND ALTERNATIVES Programs Ceasefire –East County Community Academy Georgetown University Juvenile Justice Reform Code 4 America –Prop 64 Vera Policies 17 Contra Costa County District Attorney Diana Becton Budget Presentation April 16, 2019 18 BUDGET PRESENTATION CONTRA COSTA COUNTY BOARD OF SUPERVISORS APRIL 26, 2019 ROBIN LIPETZKY PUBLIC DEFENDER 1 WHAT WE DO •ADULT FELONY CASES •ADULT MISDEMEANOR CASES •DEATH PENALTY CASES (5 active cases) •JUVENILE CASES •SUPERVISION VIOLATIONS •MENTAL HEALTH and CIVIL COMMITMENTS •CLEAN SLATE •SPECIALTY COURTS •IMMIGRATION CONSULTATION & Stand Together CC 2 DEPARTMENT ACCOMPLISHMENTS BY THE NUMBERS: NEW CASES OPENED IN 2018 MISDEMEANORS 6980 2074 Overloaded (30%) FELONIES 3747 18 Overloaded (.005%) JUVENILE 528 VIOLATIONS 4787 LPS 318 CLEAN SLATE 2320 3 DEPARTMENT ACCOMPLISHMENTS MET NEW STATUTORY OBLIGATIONS •YOUTHFUL OFFENDER PAROLE HEARINGS •223 Clients to date •BAIL HEARINGS –THE HUMPHREY CASE •450 bail hearings; 55% success rate •MENTAL HEALTH DIVERSION •FELONY MURDER RULE RESENTENCINGS 4 DEPARTMENT ACCOMPLISHMENTS •One year anniversary of Stand Together Contra Costa •Hosted 64 events; Participated in 55 additional events •600 legal consultations •Representation for 62 immigrant clients •Continued and Expanded Early Representation Program •Final year of DOJ Smart Defense Grant •Program of the Year Award –California Public Defenders Assn. 5 ONGOING COLLABORATION TO IMPROVE SYSTEM-WIDE OUTCOMES •Racial Justice Oversight Body •Participation in Georgetown Juvenile RED Program •Working to implement Mental Health Diversion in CCC •Application for Byrne JAG funding for Holistic Defense •Working with District Attorney to address misdemeanor challenges •Partnering with Probation to fund Juvenile Ed. Advocate 6 NEW POSITIONS RECOMMENDED FOR FY 2018-2019 AB109 FUNDED POSITIONS CONTINUE FUNDING FOR EARLY REPRESENTATION SERVICES IN WEST COUNTY LEGAL ASSISTANT and ATTORNEY 2 SOCIAL WORKERS REENTRY PLANNING PRETRIAL RELEASE PLANNING 7 CHALLENGES AHEAD •MISDEMEANOR CASELOADS •MENTAL HEALTH DIVERSION •FELONY MURDER RESENTENCING PETITIONS •UNKNOWN LANDSCAPE FOR BAIL PROCEEDINGS •DEATH PENALTY LITIGATION 8 THE END 9 1 Probation Total Budget $70,282,721 $74,069,759 $77,292,021 $79,597,415 $74,438,693 $64,000,000 $66,000,000 $68,000,000 $70,000,000 $72,000,000 $74,000,000 $76,000,000 $78,000,000 $80,000,000 $82,000,000 15-16 16-17 17-18 18-19 19-20 Total Budget 2 Budget Reductions •Maintain a vacancy factor of $1.47 million. •Eliminate Positions 14 Juvenile Institution Officers 7 Deputy Probation Officers 1 Clerk Specialist position 3 Staffing Levels 347 351 367 368 346 100 150 200 250 300 350 400 15-16 16-17 17-18 18-19 19-20 AUTHORIZED POSITIONS FTE 4 Department’s Reliance on County General Fund For FY 19/20, 59.11% of Probation’s budget will be from County General Fund. 59.05% 57.38% 59.90% 58.17% 59.11% 56.00%56.50%57.00%57.50%58.00%58.50%59.00%59.50%60.00%60.50% 15-16 16-17 17-18 18-19 19-20 Percent of Budget from General Fund 5 Declining Youth Population 1210 1295 1082 774 650 2014 2015 2016 2017 2018 POPULATION OF YOUTH ON PROBATION Youth on Probation 6 Declining Youth Population 151 146 119 106 103 2014 2015 2016 2017 2018 JUVENILE HALL POPULATIONJH Population 7 On the Horizon New Case Management System. Evidence Based Practices (EBP) in the Field. Juvenile Justice Coordinating Council (JJCC). 8 Challenges Case Management System Maintaining current vacancy factor/Staffing Ratios Staff Retention 9 Mission Statement An unwavering commitment to justice, even in the face of adversity, an ethical application of the law, and a proven approach to rehabilitation. Vision Statement A talented Probation team working collaboratively to create opportunities for those we serve to experience a positive outcome that strengthens the individual and makes the community safe. 10 Budget Presentation April 16, 2019 1 Public Works Mission: Public Works employees deliver cost effective,safe, reliable and sustainable projects,programs and quality services with a focus on our communities and provide support services that are competitive, attentive,responsive,efficient and safe to enable County Departments to provide high quality services to the public. 2 3 Public Works, $43,160,289 Co-Wide Drainage Mtce, $730,000 General Building Occupancy & Keller Mitigation, $24,666,023 Fleet Internal Service Fund, $16,460,369 Road Construction, $2,527,000 Road Fund, $73,409,577 Land Development, $3,261,100 Airports, $10,420,215 Facility, Fleet, Purchasing, and Other Services, $53,129,807 Other Funds, $27,027,858 Public Works FY 19-20 Requested Budget, $254,792,238 General Fund $27 million 4 Highlights for PW Budget •Three additional positions funded primarily by special revenues or charge outs •Senate Bill 1 revenue increased, the County will receive approximately $17.3 million more in funding •Exceeded our goal of $4/1 for grant funding by receiving $43/1 for Transportation Program in 2018 – We will continue our aggressive efforts in this area •$10 million allocation to building deferred maintenance costs is important to continue work •New Administration Building and EOC Building 5 Focus Areas for 2019/20 •Recruitment/Retention, Succession Planning, Communication and Training •Administration building and EOC/Sheriff Admin building •Facility Asset Management and services •Capital Improvement Planning •Cost recovery and project delivery efficiency •Stormwater/Flood Control Funding •Implementation of SB1revenue 6 Challenges for 2019/20 •Staffing and retention •County facilities operation and maintenance •Sustainable funding for several areas o Flood Control and Clean Water o Facilities and County Services o Green infrastructure •Proactive and sustainable maintenance of hospitals and detention facilities •Improve internal operations for service delivery 7 8 RECOMMENDATION(S): APPROVE and AUTHORIZE the Public Works Director, or designee, to execute a contract with Mark Thomas & Company, Inc. (Mark Thomas), in an amount not to exceed $300,000 for civil design services for Fred Jackson Way First Mile/Last Mile Connection Project, for the period April 16, 2019 through December 31, 2021, Richmond area. County Project No.: 0662-6R4153, Federal Project No.: ATPL 5928 (151) (District I) FISCAL IMPACT: This project, including this Consulting Services Agreement, will be funded by 70% Active Transportation Program, 15% Transportation for Livable Communities, 5% San Francisco Bay Coastal Commission, and 10% North Richmond Area of Benefit funds. BACKGROUND: The project consists of street improvements and streetscape enhancements in two sections of Fred Jackson Way. In the southern segment, this includes widening sidewalk into the existing roadway, bulb outs, street trees and possible Green Infrastructure Facilities. Additional work within the paved roadway will include potential resurfacing and restriping to include buffered bike lanes. In the northern segment, the project will construct a five-foot-wide pedestrian path, and include pavement widening, restriping, and new buffered bike lanes. Mark Thomas APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 04/16/2019 APPROVED AS RECOMMENDED OTHER Clerks Notes: VOTE OF SUPERVISORS AYE:John Gioia, District I Supervisor Candace Andersen, District II Supervisor Diane Burgis, District III Supervisor Karen Mitchoff, District IV Supervisor Federal D. Glover, District V Supervisor Contact: Kevin Emigh, 925-313-2233 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: April 16, 2019 David J. Twa, County Administrator and Clerk of the Board of Supervisors By: Stacey M. Boyd, Deputy cc: C. 1 To:Board of Supervisors From:Brian M. Balbas, Public Works Director/Chief Engineer Date:April 16, 2019 Contra Costa County Subject:Consulting Services Agreement with Mark Thomas & Company, Inc., Richmond area. BACKGROUND: (CONT'D) was selected to provide civil design services for the project after completing a request for proposal solicitation and technical proposal process. Public Works has successfully negotiated with Mark Thomas to provide the civil design services. CONSEQUENCE OF NEGATIVE ACTION: Without Board of Supervisors’ approval, this Consulting Services Agreement will not be in effect. A delay in the design and subsequent construction of the Fred Jackson Way First Mile/Last Mile Connection Project will occur, ultimately delaying the completion of the project. Project delay may also result in substantial additional project costs and jeopardize the funding. RECOMMENDATION(S): ADOPT Resolution No. 2019/121 approving a list of projects for FY 2019/2020 funded by Senate Bill 1 (SB1): The Road Repair and Accountability Act of 2017 , Road Maintenance and Rehabilitation Account funds, and DIRECT staff to submit the list to the California Transportation Commission, as recommended by the Transportation, Water and Infrastructure Committee (TWIC). FISCAL IMPACT: 100% Road Funds from Road Maintenance and Rehabilitation Account (RMRA) program under Senate Bill 1 (SB1) in the approximate amount of $14.2 million. BACKGROUND: California cities and counties are seeing a significant influx of new revenue to invest in the local street and road system from Senate Bill 1 (SB1) (Beall and Frazier), a landmark transportation funding package that was signed by Governor Brown on April 28, 2017. This measure was in response to California’s significant funding shortfall to maintain the state’s multimodal transportation network. SB1 increased several taxes and fees to raise over $5 billion annually in new transportation revenues. SB1 also includes inflationary adjustments in the revenue to local agencies so that the purchasing power of the funds does not decrease as it has in the past. SB1 prioritizes funding towards maintenance and rehabilitation and safety improvements on state highways, local streets and roads, and bridges and to improve the state’s trade corridors, transit, and active transportation facilities. APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 04/16/2019 APPROVED AS RECOMMENDED OTHER Clerks Notes: VOTE OF SUPERVISORS AYE:John Gioia, District I Supervisor Candace Andersen, District II Supervisor Diane Burgis, District III Supervisor Karen Mitchoff, District IV Supervisor Federal D. Glover, District V Supervisor Contact: Nancy Wein, 925-313-2275 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: April 16, 2019 David J. Twa, County Administrator and Clerk of the Board of Supervisors By: Stacey M. Boyd, Deputy cc: C. 2 To:Board of Supervisors From:Brian M. Balbas, Public Works Director/Chief Engineer Date:April 16, 2019 Contra Costa County Subject:Fiscal Year 2019/2020 Road Maintenance and Rehabilitation Account Project List for Unincorporated Contra Costa County trade corridors, transit, and active transportation facilities. SB1 Funds were available to cities and counties starting in FY 2017/2018 and are comprised of two parts—an increase in the original gas tax revenue that local agencies have been receiving for years and Road Maintenance and Rehabilitation Account (RMRA) program funds. The California State Association of Counties (CSAC) has provided an estimate of the total revenues the County can expect from this transportation bill, including the total estimated revenue for RMRA program funds. CSAC estimates the County will receive about $39.3 million in total transportation funding in FY 2019/2020 with the help of SB1, which is almost double what the County received just a few years ago. Approximately $14.2 million of that amount is from the RMRA program. This amount will continue to grow in future years with the built-in inflationary index. SB1 emphasizes the importance of accountability and transparency in the delivery of California’s transportation programs. Therefore, in order to be eligible for RMRA funding, state statute requires cities and counties to provide basic RMRA project reporting to the California Transportation Commission (CTC). Prior to receiving an apportionment of RMRA funds from the State Controller in a fiscal year, a city or county must submit to the CTC a list of projects proposed to be funded with these funds. All projects proposed to receive funding must be reviewed and approved by the applicable city council or county board of supervisors at a regular public meeting. The list of projects must include a description and location of each proposed project, a proposed schedule The list of projects must include a description and location of each proposed project, a proposed schedule for the project’s completion, and the estimated useful life of the improvement. The project list does not limit the flexibility of an eligible city or county to fund projects in accordance with local needs and priorities so long as the projects are consistent with RMRA priorities as outlined in the applicable code sections. Some example projects and uses for RMRA funding include, but are not limited to the following: BACKGROUND: (CONT'D) Road Maintenance and Rehabilitation Safety Projects Railroad Grade Separations Complete Streets Components (including active transportation purposes, pedestrian and bicycle safety projects, transit facilities, and drainage and stormwater capture projects in conjunction with any other allowable project) Traffic Control Devices Streets and Highways Code Section 2030(b)(2) states that funds made available by the program may also be used to satisfy a match requirement in order to obtain state or federal funds for projects authorized by this subdivision. Staff has developed a recommended list of projects for the TWIC and the Board of Supervisors to consider for submitting to the Commission. The TWIC reviewed the project list for FY 2019/2020 on April 8, 2019. The following criteria will be used by staff when developing the current and future project lists for RMRA funds: Eligibility criteria for RMRA funds Emergency storm damage projects that exceeded existing road fund revenue capacity Maintenance and rehabilitation priorities Roadway safety Expiring grants where local funds are necessary to complete the funding package Geographic equity Projects where expenditures had already occurred for design of the project and had been shelved due to declining gas tax revenues Multi-modal benefits in accordance with the Board of Supervisor’s Complete Streets policy Positive impact to Road Program performance metrics Clearing the queue of delayed projects that were a result of declining gas tax revenues Meeting customer expectations With the passage of SB1, the County will now receive about $39.3 million in total transportation funding in FY 2019/2020, with approximately $14.2 million of that amount from the RMRA program. The County currently uses the majority of the Gas Tax funds towards public roadway maintenance and repair for approximately 660 miles of the roadway network in the unincorporated areas of Contra Costa County to ensure safe and convenient public travel in a variety of modes: driving, walking and bicycling. These funds are also used to improve traffic safety throughout the County by using it as the local match to leverage funds from state and federal grant programs. The majority of the RMRA funds are designated for maintenance activities but the range of proposed projects in future years is expected to broaden as the amount of RMRA funds increases. It should be noted that project list below is a small subset of projects in the overall road program and only focuses on how the RMRA funds will be expended as required by the Commission. PROPOSED PROJECTS (Total RMRA = $14.2 million) Proposed Project No. 1: Road Drainage Maintenance (RMRA = $1.15 million)- Countywide Ditch Cleaning – This routine maintenance item is to perform drainage ditch cleaning to remove debris and vegetation which may obstruct the passage of stormwater and cause local flooding. (RMRA = $300,000) County Project No.: 0672-6U2303 Clean Catch Basin – This routine maintenance item is to perform cleaning of sediment and prevent obstructions of catch basins (drainage inlets) and related pipe systems. The county has over twenty thousand catch basins throughout the unincorporated portions of the County. (RMRA = $550,000) County Project No.: 0672-6U2308 Inspect Catch Basin – This routine maintenance item is to perform inspections of catch basins and associated systems. This includes a visual inspection of the drainage inlet and any clean water inserts. Follow-up video inspections may be required for deeper inlets and/or suspected structural issue concerning the inlets. (RMRA = $300,000) County Project No.: 0672-6U2316 Proposed Project No.2: Traffic Safety Devices Maintenance (RMRA = $700,000) - Countywide Traffic Signing – This routine maintenance item is to perform sign repair, replacement, and installation along the unincorporated County roadways. (RMRA = $350,000) County Project No.: 0672-6U2504 Traffic Striping – This routine maintenance item is to perform new painting, routine painting and replacement of pavement striping along the unincorporated County roadways to enhance public safety. (RMRA = $350,000) County Project No.: 0672-6U2505 Proposed Project No. 3: Pavement Repairs and Preparation (RMRA = $4.5 million)- Countywide Pothole Patching – This routine maintenance item is to perform spot pavement repairs of potholes along the unincorporated County roadways to eliminate surface hazards. (RMRA = $500,000) County Project No.: 0672-6U2101 Pavement Fabric Patching – This routine maintenance item is to perform pavement fabric patching along the unincorporated County roadways to correct minor pavement defects and prevent further cracking. An area of existing damaged asphalt will be removed and excavated to allow a fabric patch to be placed. The roadway base will be compacted and leveled to support the new fabric layer and asphalt layer. (RMRA = $500,000) County Project No.: 0672-6U2102 Pavement Failure Repair - Backhoe – This routine maintenance item is to conduct pavement failure repair along the unincorporated County roadways. This task requires the removal of a larger area of cracked or damaged pavement with a backhoe. The roadway base will be compacted and overlaid with new asphalt. (RMRA = $600,000) County Project No.: 0672-6U2103 Pull Box Paving – This is a roadway paving operation to place asphalt on localized roadway depressions to provide a smooth riding surface for the motorized public along the unincorporated County roadways. (RMRA = $625,000) County Project No.: 0672-6U2104 Hand Patching – This is similar to pothole patching to conduct spot pavement repairs along unincorporated County roadway, but on a smaller scale. (RMRA = $600,000) County Project No.: 0672-6U2105 Crack Sealing – This pavement preservation task is to seal cracks in the roadway. Cracks are typically filled in to seal the roadway structural section from water penetration. The goal is to prolong the service life of the pavement and/or prepare the roadway surface for an overlay. (RMRA = $700,000) County Project No.: 0672-6U2106 Leveling – This task is associated with leveling of large settlements, depressions, surface irregularities and recent large pavement repairs. This is to provide a smooth riding surface for the motorized public along unincorporated County roadways. (RMRA = $475,000) County Project No.: 0672-6U2107 Pavement Failure Repair – Grinder – This task is to remove badly cracked or broken pavement. The roadway is then replaced with new asphalt and roadway base rock. This task supports pavement preservation operations and also extends the service life of the roadway pavement. (RMRA = $500,000) County Project No.: 0672-6U2123 Proposed Project No. 4: County-Wide Surface Treatments (RMRA = $4.5 million) Countywide: Single Chip Seal Project (2019) – This project will apply a single chip seal to various roads as a pavement preservation project in the unincorporated Contra Costa County. Work will also include surface preparation and pavement striping and markings. (RMRA = $700,000) County Project No. 0672-6U2181 Double Chip Seal Project (2019) – This project will apply a double chip seal to various roads as a pavement preservation project in the unincorporated Contra Costa County. Work will also include surface preparation and pavement striping and markings. (RMRA = $800,000) County Project No. 0672-6U2182 Microsurface Project (2019) – This project will apply a microsurface seal to Pleasant Hill Road and Taylor Boulevard in the unincorporated area of Martinez and Lafayette. Work will also include surface preparation and pavement striping and markings. (RMRA = $500,000) County Project No. 0672-6U2183 Asphalt Rubber Cape Seal Project (2019) - The project will apply an asphalt rubber chip seal covered with a type II slurry seal to various roadways in the Bay View (19 streets), Montalvin (18 streets), Unincorporated Lafayette and Martinez (67 streets), Work will also include surface preparation and pavement striping and markings. (RMRA = $2,500,000) County Project No. 0672-6U2184 Proposed Project No. 5: Kirker Pass Road Northbound Truck Lanes ($3.35 million) The project generally consists of roadway widening for a truck lane and paved shoulder, construction of six retaining walls and two bioretention areas, drainage improvements, relocation of existing roadside features, and signing and striping, and pavement rehabilitation on both the north and southbound lanes. Pavement rehabilitation will involve a 2-inch grind and overlay of rubberized hot mix asphalt open grade on existing and new roadway pavement. South Hess Road requires a significant conform of about 250 feet due to changes in grade. County Project No. 0662-6R4052 With the annual reporting requirement, the Department will begin strategizing how the County can allocate the new funding to achieve the Road Program’s mission and improve the program’s key performance metrics for safety, efficiency, reliability and accessibility. CONSEQUENCE OF NEGATIVE ACTION: If a project list is not approved by the Board of Supervisors and submitted to the CTC by the May 1, 2019 deadline, the County will not be eligible to receive its portion of RMRA funds and the projects listed above will not be constructed. AGENDA ATTACHMENTS Resolution 2019/121 MINUTES ATTACHMENTS Signed: Resolution No. 2019/121 THE BOARD OF SUPERVISORS OF CONTRA COSTA COUNTY, CALIFORNIA and for Special Districts, Agencies and Authorities Governed by the Board Adopted this Resolution on 04/16/2019 by the following vote: AYE:5 John Gioia Candace Andersen Diane Burgis Karen Mitchoff Federal D. Glover NO: ABSENT: ABSTAIN: RECUSE: Resolution No. 2019/121 IN THE MATTER OF ADOPTING A List of Projects for Fiscal Year 2019/2020 funded by Senate Bill 1 (SB 1): The Road Repair and Accountability Act of 2017 WHEREAS, SB 1, the Road Repair and Accountability Act of 2017 (Chapter 5, Statutes of 2017) was passed by the Legislature and Signed into law by the Governor in April 2017 in order to address the significant multi-modal transportation funding shortfalls statewide; and WHEREAS, SB 1 includes accountability and transparency provisions that will ensure the residents of our County are aware of the projects proposed for funding in our community and which projects have been completed each fiscal year; and WHEREAS, the County must adopt by resolution a list of all projects proposed to receive funding from the Road Maintenance and Rehabilitation Account (RMRA), created by SB 1, which must include a description and the location of each proposed project, a proposed schedule for the project’s completion, and the estimated useful life of the improvement; and WHEREAS, the County, will receive an estimated $14.2 million in RMRA funding in Fiscal Year 2019/2020 from SB 1; and WHEREAS, this is the third fiscal year in which the County is receiving SB 1 funding and will enable the County to continue essential road maintenance and rehabilitation projects, safety improvements, repairing and replacing aging bridges, and increasing access and mobility options for the traveling public that would not have otherwise been possible without SB 1; and WHEREAS, County has undergone a public process to ensure public input into our community’s transportation priorities/the project list; and WHEREAS, the County used a Pavement Management System to develop the SB 1 project list to ensure revenues are being used on the most high-priority and cost-effective projects that also meet the communities priorities for transportation investment; and WHEREAS, the funding from SB 1 will help the County maintain and rehabilitate its roadways at a significant higher level, add active transportation infrastructure throughout the County this fiscal year and hundreds of similar projects into the future; and WHEREAS, the SB 1 project list and overall investment in our local streets and roads infrastructure with a focus on basic maintenance and safety, investing in complete streets infrastructure, and using cutting-edge technology, materials and practices, will have significant positive co-benefits statewide. NOW, THEREFORE IT IS HEREBY RESOLVED, ORDERED AND FOUND by the Contra Costa County Board of Supervisors, State of California, as follows: 1. The foregoing recitals are true and correct. 2. The following list of proposed projects will be funded in-part or solely with Fiscal Year 2019/2020 Road Maintenance and Rehabilitation Account revenues: PROPOSED PROJECTS (Total RMRA = $14.2 million) Proposed Project 1: Road Drainage Maintenance (RMRA = $1.15 million)-Countywide Description: Ditch Cleaning – This routine maintenance item is to perform drainage ditch cleaning to remove debris and vegetation which may obstruct the passage of stormwater and cause local flooding. (RMRA = $300,000) County Project No.: 0672-6U2303 Clean Catch Basin – This routine maintenance item is to perform cleaning of sediment and prevent obstructions of catch basins (drainage inlets) and related pipe systems. The county maintains thousands of catch basins throughout the unincorporated portions of the County, Inspect Catch Basin – This routine maintenance item is to perform inspections of catch basins and associated systems. This includes a visual inspection of the drainage inlet and any clean water inserts. Follow-up video inspections may be required for deeper inlets and/or suspected structural issue concerning the inlets. (RMRA = $300,000) County Project No.: 0672-6U2316 RMRA Priority: Road Maintenance and Rehabilitation Proposed Schedule for Completion: Anticipated construction year – 2019 Estimated Useful Life: 15 - 40 years (ditch – dirt roadway to concrete V-ditch) 40 years (concrete structures) Proposed Project 2: Traffic Safety Devices Maintenance (RMRA = $700,000) -Countywide Description: Traffic Signing – This routine maintenance item is to perform sign repair, replacement, and installation along the unincorporated County roadways. (RMRA = $350,000) County Project No.: 0672-6U2504 Traffic Striping – This routine maintenance item is to perform new painting, routine painting and replacement of pavement striping along the unincorporated County roadways to enhance public safety. (RMRA = $350,000) County Project No.: 0672-6U2505 RMRA Priority: Road Maintenance and Rehabilitation Location: Countywide Proposed Schedule for Completion: Anticipated construction year – 2019 Estimated Useful Life: 10 years (roadway signage) 5 - 7 years (roadway striping - thermoplastic) Proposed Project 3: Pavement Repairs and Preparation (RMRA = $4.5 million)-Countywide Description: Pot Hole Patching – This routine maintenance item is to perform spot pavement repairs of pot holes along the unincorporated County roadways to eliminate surface hazards. (RMRA = $500,000) County Project No.: 0672-6U2101 Pavement Fabric Patching – This routine maintenance item is to perform pavement fabric patching along the unincorporated County roadways to correct minor pavement defects and prevent further cracking. An area of existing damaged asphalt will be removed and excavated to allow a fabric patch to be placed. The roadway base will be compacted and leveled to support the new fabric layer and asphalt layer. (RMRA = $500,000) County Project No.: 0672-6U2102 Pavement Failure Repair - Backhoe – This routine maintenance item is to conduct pavement failure repair along the unincorporated County roadways. This task requires the removal of a larger area of cracked or damaged pavement with a backhoe. The roadway base will be compacted and overlaid with new asphalt. (RMRA = $600,000) County Project No.: 0672-6U2103 Pull Box Paving – This is a roadway paving operation to place asphalt on localized roadway depressions to provide a smooth riding surface for the motorized public along the unincorporated County roadways. (RMRA = $625,000) County Project No.: 0672-6U2104 Hand Patching – This is similar to pot hole patching to conduct spot pavement repairs along unincorporated County roadway, but on a smaller scale. (RMRA=$600,000) County Project No.: 0672-6U2105 Crack Sealing – This pavement preservation task is to seal cracks in the roadway. Cracks are typically filled in to seal the roadway structural section from water penetration. The goal is to prolong the service live of the pavement and/or prepare the roadway surface for an overlay. (RMRA = $700,000) County Project No.: 0672-6U2106 Leveling – This task is associated with leveling of large settlements, depressions, surface irregularities and recent large pavement repairs. This is to provide a smooth riding surface for the motorized public along unincorporated County roadways. (RMRA = $475,000) County Project No.: 0672-6U2107 Pavement Failure Repair – Grinder – This task is to remove badly cracked or broken pavement. The roadway is then replaced with new asphalt and roadway base rock. This task supports pavement preservation operations and also extends the service life of the roadway pavement. (RMRA = $500,000) County Project No.: 0672-6U2123 RMRA Priority: Road Maintenance and Rehabilitation Location: Countywide Proposed Schedule for Completion: Anticipated construction year – 2019 Estimated Useful Life: 7 years (pavement surface treatment) Proposed Project 4: Surface Treatments (RMRA = $4.5 million) - Countywide Description: Single Chip Seal Project (2019) – This project will apply a single chip seal to various roads as a pavement preservation project in the unincorporated Contra Costa County. Work will also include surface preparation and pavement striping and markings. (RMRA = $700,000) County Project No. 0672-6U2181 Double Chip Seal Project (2019) – This project will apply a double chip seal to various roads as a pavement preservation project in the unincorporated Contra Costa County. Work will also include surface preparation and pavement striping and markings. (RMRA = $800,000) County Project No. 0672-6U2182 Microsurface Project (2019) – This project will apply a microsurface seal to Pleasant Hill Road and Taylor Boulevard in the unincorporated area of Martinez and Lafayette area. Work will also include surface preparation and pavement striping and markings. (RMRA = $500,000) County Project No. 0672-6U2183 Asphalt Rubber Cape Seal Project (2019) - The project will apply an asphalt rubber chip seal covered with a type II slurry seal to various roadways in the Bay View (19 streets), Montalvin (18 streets), Unincorporated Lafayette and Martinez (67 streets), Work will also include surface preparation and pavement striping and markings. (RMRA = $2,500,000) County Project No. 0672-6U2184 RMRA Priority: Road Maintenance and Rehabilitation Location: Countywide Proposed Schedule for Completion: Construction year – 2019 Estimated Useful Life: 7 years (pavement surface treatment) Proposed Project No. 5: Kirker Pass Road Northbound Truck Lanes ($3.35M) Description: The project generally consists of roadway widening for a truck lane and paved shoulder, construction of six retaining walls and two bioretention areas, drainage improvements, relocation of existing roadside features, and signing and striping, and pavement rehabilitation on both the north and southbound lanes. Pavement rehabilitation will involve a 0.10’ grind and overlay of rubberized hot mix asphalt open grade on existing and new roadway pavement. South Hess Road requires a significant conform of about 250 feet due to changes in grade. Project length is about 2 miles. County Project No. 0662-6R4052 RMRA Priority: Safety Projects Location: Kirker Pass Road – from Clearbrook Drive to approximately 140 feet east of the driveway to 6141 Kirker Pass Road Proposed Schedule for Completion: Construction year – 2019 and 2020 Estimated Useful Life: 50 years (concrete) 7 years (pavement surface treatment) 15-20 years (new roadway) Contact: Nancy Wein, 925-313-2275 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: April 16, 2019 David J. Twa, County Administrator and Clerk of the Board of Supervisors By: Stacey M. Boyd, Deputy cc: RECOMMENDATION(S): ADOPT Resolution No. 2019/114 accepting completion of the warranty period for road acceptance, and release of cash deposit for faithful performance, for road acceptance RA07-01234 (cross-reference subdivision SD13-09247), for a project developed by Shapell Industries, Inc., a Delaware Corporation, as recommended by the Public Works Director, San Ramon (Dougherty Valley) area. (District II) FISCAL IMPACT: 100% Developer Fees. BACKGROUND: The public road improvements have met the guaranteed performance standards for the warranty period following completion and acceptance of the improvements. CONSEQUENCE OF NEGATIVE ACTION: The developer will not receive a refund of the cash deposit, the Subdivision Agreement and surety bond will not be exonerated, and the billing account will not be liquidated and closed. APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 04/16/2019 APPROVED AS RECOMMENDED OTHER Clerks Notes: VOTE OF SUPERVISORS AYE:John Gioia, District I Supervisor Candace Andersen, District II Supervisor Diane Burgis, District III Supervisor Karen Mitchoff, District IV Supervisor Federal D. Glover, District V Supervisor Contact: Randolf Sanders (925)313-2111 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: April 16, 2019 David J. Twa, County Administrator and Clerk of the Board of Supervisors By: Stacey M. Boyd, Deputy cc: Jocelyn LaRocque- Engineering Services, Randolf Sanders- Engineering Services, Trixie Gothro - Design & Construction, Alex Lopez - Engineering Services, Chris Hallford -Mapping , Ruben Hernandez - DCD, Chris Low - City of San Ramon, Shapell Industries, Inc., a Delaware Corp., North American Specialty Insurance Company C. 3 To:Board of Supervisors From:Brian M. Balbas, Public Works Director/Chief Engineer Date:April 16, 2019 Contra Costa County Subject:Accepting completion of warranty period for the agreement for road acceptance RA07-01234, San Ramon (Doughert Valley) area. AGENDA ATTACHMENTS Resolution No. 2019/114 MINUTES ATTACHMENTS Signed: Resolution No. 2019/114 THE BOARD OF SUPERVISORS OF CONTRA COSTA COUNTY, CALIFORNIA and for Special Districts, Agencies and Authorities Governed by the Board Adopted this Resolution on 04/16/2019 by the following vote: AYE:5 John Gioia Candace Andersen Diane Burgis Karen Mitchoff Federal D. Glover NO: ABSENT: ABSTAIN: RECUSE: Resolution No. 2019/114 IN THE MATTER OF: Accepting completion of warranty period for road acceptance, and release of cash deposit for faithful performance, for road acceptance RA07-01234 (cross-reference subdivision SD13-09247), for a project developed by Shapell Industries, Inc., a Delaware Corporation, as recommended by the Public Works Director, San Ramon area. (District II) WHEREAS, on March 27, 2018, this Board resolved that the improvements in road acceptance RA07-01234 were completed as provided in the Road Improvement Agreement with Shapell Industries, Inc., a Delaware Corporation and now on the recommendation of the Public Works Director; The Board hereby FINDS that the improvements have satisfactorily met the guaranteed performance standards for the period following completion and acceptance. NOW, THEREFORE, BE IT RESOLVED that the Public Works Director is AUTHORIZED to: REFUND the $1,507,300.00 cash deposit (Auditor's Deposit Permit No. 720350, dated September 22, 2016) plus interest to Shapell Industries, Inc., a Delaware Corporation in accordance with Government Code Section 53079, if appropriate, Ordinance Code Section 94-4.406, and the subdivision agreement. 1. BE IT FURTHER RESOLVED that upon completion of the warranty and maintenance period, the San Ramon City Council shall accept the civil improvements for maintenance in accordance with Dougherty Valley Memorandum of Understanding. BE IT FURTHER RESOLVED that the warranty period has been completed and the Road Improvement Agreement and surety bond, Bond No. 2202339 dated August 29, 2016, issued by North American Specialty Insurance Company, are EXONERATED. Contact: Randolf Sanders (925)313-2111 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: April 16, 2019 David J. Twa, County Administrator and Clerk of the Board of Supervisors By: Stacey M. Boyd, Deputy cc: Jocelyn LaRocque- Engineering Services, Randolf Sanders- Engineering Services, Trixie Gothro - Design & Construction, Alex Lopez - Engineering Services, Chris Hallford -Mapping , Ruben Hernandez - DCD, Chris Low - City of San Ramon, Shapell Industries, Inc., a Delaware Corp., North American Specialty Insurance Company RECOMMENDATION(S): ADOPT Resolution No. 2019/118 accepting as complete, the contracted work performed by ENGIE Services U.S. Inc., for the installation of solar arrays on the new parking lot at 1125 Escobar Street, formerly 651 Pine Street, Martinez, as recommended by the Public Works Director, Martinez area. Project No.250-1820 FISCAL IMPACT: 100% General Fund BACKGROUND: As part of the new administration building project the County rebuilt the parking lot at 1126 Escobar Street behind the existing County Administration building at 651 Pine Street. This new, expanded, parking lot provides off street parking for the employees of the new administration building. The parking lot lends itself to a large solar collector array that would be able to provide power to the new administration building. The most efficient time to install such an array was at the same time the new parking lot is constructed. Procuring this solar array results in overall energy savings both immediately by offsetting utility costs at 651 Pine Street and in the future for the new administration APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 04/16/2019 APPROVED AS RECOMMENDED OTHER Clerks Notes: VOTE OF SUPERVISORS AYE:John Gioia, District I Supervisor Candace Andersen, District II Supervisor Diane Burgis, District III Supervisor Karen Mitchoff, District IV Supervisor Federal D. Glover, District V Supervisor Contact: Ramesh Kanzaria 925-957-2480 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: April 16, 2019 David J. Twa, County Administrator and Clerk of the Board of Supervisors By: Stacey M. Boyd, Deputy cc: C. 4 To:Board of Supervisors From:Brian M. Balbas, Public Works Director/Chief Engineer Date:April 16, 2019 Contra Costa County Subject:Adopt Resolution of Acceptance and Notice of Completion for installation of solar arrays on the new parking lot at 651 Pine St. Martinez (WH223B) BACKGROUND: (CONT'D) building when constructed, but will also save time, money and inconvenience by installing the system while the new parking lot was under construction. The current estimate for electrical use of the new administration building is approximately $130,000 per year. This system generates enough power to offset that electrical cost giving an approximate payback time of 15 years. The solar panels have a 25 year manufacturer warranty, and with proper maintenance and cleaning, can be expected to last longer than the warranty period. The contract with ENGlE Services U.S. Inc. was for the installation of a 448Kw photovoltaic solar array over the parking lot located at 1126 Escobar Street in Martinez . The contract was not a power purchase agreement, and did not contain an energy savings guarantee or solar PV system performance guarantee. CONSEQUENCE OF NEGATIVE ACTION: Accepting a Contract as complete is standard procedure and allows for proper closeout of the Contract. If the above Contract is not accepted as complete, the period for filing stop payment notices and bond claims may be extended and the County will incur expenses for additional contract administration. AGENDA ATTACHMENTS Resolution No. 2019/118 Notice of Completion MINUTES ATTACHMENTS Signed: Resolution No. 2019/118 Recorded at the request of:Ramesh Kanzaria 925-957-2480 Return To:Ramesh Kanzaria 925-957-2480 THE BOARD OF SUPERVISORS OF CONTRA COSTA COUNTY, CALIFORNIA and for Special Districts, Agencies and Authorities Governed by the Board Adopted this Resolution on 04/16/2019 by the following vote: AYE:John Gioia, District I SupervisorCandace Andersen, District II SupervisorDiane Burgis, District III SupervisorKaren Mitchoff, District IV SupervisorFederal D. Glover, District V Supervisor NO: ABSENT: ABSTAIN: RECUSE: Resolution No. 2019/118 IN THE MATTER OF, Accepting and Giving Notice of Completion of Contract with ENGIE Services U.S. Inc., for the Installation of solar arrays on the new parking lot at 1126 Escobar Street, formerly 651 Pine Street, Martinez (WH223B) WHEREAS, On the 2nd day of April 2018, the County (Owner) Contracted with ENGIE Services U.S. Inc. for the installation of the solar arrays on the new parking lot at 1126 Escobar Street, Martinez. WHEREAS, the Director of Public Works reports that said work has been inspected and complies with the approval plans and specifications, and recommends its acceptance as of April 16, 2019. NOW, THEREFORE, BE IT RESOLVED, 1. The contract work for the above project is accepted as recommended above, and 2. Within fifteen (15 days) after adoption of this Resolution, the Clerk of the Board shall file with the County Recorder a certified copy of this Resolution of Acceptance and the attached Notice of Completion. Contact: Ramesh Kanzaria 925-957-2480 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: April 16, 2019 David J. Twa, County Administrator and Clerk of the Board of Supervisors By: Stacey M. Boyd, Deputy cc: RECOMMENDATION(S): APPROVE and AUTHORIZE the Director of Airports, or his designee, to execute on behalf of the County, a Consent to Assignment of Lease (Consent) between the County and the current tenant, Michael J. Oakes, and the new tenant, VOLY RE LLC, to assign Mr. Oakes' lease of County-owned property located at at 1500 Sally Ride Drive, Concord to VOLY RE LCC, subject to the satisfaction of all conditions precedent set forth in the Consent and provided that the form of the Consent is approved by County Counsel. A. APPROVE and AUTHORIZE the Director of Airports, or his designee, to accept on behalf of the County, a guaranty of lease from VOLTANS-I, INC., to guaranty the payments due under the lease, and the faithful and prompt performance of each and every term, condition and covenant under the lease through June 30, 2023. B. APPROVE and AUTHORIZE the Director of Airports, or his designee, to execute on behalf of the County an amendment to the Lease to make its terms consistent with the new business operations. C. APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 04/16/2019 APPROVED AS RECOMMENDED OTHER Clerks Notes: VOTE OF SUPERVISORS AYE:John Gioia, District I Supervisor Candace Andersen, District II Supervisor Diane Burgis, District III Supervisor Karen Mitchoff, District IV Supervisor Federal D. Glover, District V Supervisor Contact: Beth Lee, (925) 681-4200 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: April 16, 2019 David J. Twa, County Administrator and Clerk of the Board of Supervisors By: Stacey M. Boyd, Deputy cc: C. 5 To:Board of Supervisors From:Keith Freitas, Airports Director Date:April 16, 2019 Contra Costa County Subject:APPROVAL of Consent to Assignment of Lease between the County, Michael J. Oakes and VOLY RE LLC, APPROVAL of a First Amendment to Lease between the Co FISCAL IMPACT: There is no negative impact on the General Fund. The Airport Enterprise Fund will continue to receive lease and other revenues provided for in the Lease. The County General Fund will continue to receive property, sales and possessory interest tax revenues from the Lease. BACKGROUND: The County entered into a ground lease with Michael J. Oakes on June 21, 2016, for property at Buchanan Field Airport located at 1500 Sally Ride Drive, Concord. Michael J. Oakes now desires to assign all of his interest in the lease to VOLY RE LLC, which action requires the written consent of the County. Staff recommends (1) consent to assignment, (2) acceptance of a guaranty of payments under the lease through June 30, 2023, by VOLANS-I, Inc., and (3) execution of an amendment to the lease to permit the auxiliary aviation uses that will occur as a result of the assignment. CONSEQUENCE OF NEGATIVE ACTION: Michael J. Oakes will not be able to assign his interest in the lease. RECOMMENDATION(S): Acting as the Board of Directors for the Contra Costa County Fire Protection District, APPROVE and AUTHORIZE the Fire Chief, or designee, to (1) execute a Consulting Services Agreement with RRM Design Group (RRM) in the amount of $320,000, for the period April 16, 2019 to April 15, 2021, to provide design professional services for the new Fire Station No. 70 project at 1800 23rd Street in San Pablo, and (2) mutually terminate the agreement with Loving Campos Associates, Architects, Inc. for design professional services effective May 3, 2019. FISCAL IMPACT: The Fire Station 70 construction project was originally funded out of the CCCFPD Capital Outlay Fund. That fund has been substantially exhausted, largely by the Fire Station 16 construction project. The Fire Station 70 construction project has been temporarily moved the District's General Fund. The District's FY 2019-20 Recommended Budget includes a request to establish a capital construction fund and transfer $10 million in Fire District General Fund reserves to that fund. The $10 million in reserves, along with funding from the City of San Pablo, will fund the Fire Station 70 construction project to completion, and the District will still meet and exceed its 10% General Fund reserve requirement. APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 04/16/2019 APPROVED AS RECOMMENDED OTHER Clerks Notes: VOTE OF SUPERVISORS AYE:John Gioia, District I Supervisor Candace Andersen, District II Supervisor Diane Burgis, District III Supervisor Karen Mitchoff, District IV Supervisor Federal D. Glover, District V Supervisor Contact: Aaron McAlister, Assistant Fire Chief 925-941-3300 x1103 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: April 16, 2019 David J. Twa, County Administrator and Clerk of the Board of Supervisors By: Stacey M. Boyd, Deputy cc: C. 6 To:Contra Costa County Fire Protection District Board of Directors From:Lewis T. Broschard, III, Chief, Contra Costa Fire Protection District Date:April 16, 2019 Contra Costa County Subject:Fire Station 70 (San Pablo) - Architectural Construction Administration Services BACKGROUND: In late 2015 the Contra Costa County Fire Protection District (District) initiated the process for the design of a replacement facility for Fire Station 70 (FS 70) to be located at1800 23rd Street San Pablo. On November 8, 2016, the District entered into a Consulting Services Agreement (CSA) with Loving Campos Associates, Architects, Inc. (LCA) to provide architectural services. The majority tasks under their agreement are complete, including programming, conceptual design, construction documents, and permitting. On November 13, 2018, this Board approved the design and bid documents for the construction of the project. On January 17, 2019, bids were received. Alten Construction, Inc. was determined to be the lowest responsive and responsible bid and was awarded the construction contract on March 12, 2019. Due to a potential conflict of interest between LCA and Alten Construction, the County and LCA have agreed to mutually terminate LCA’s contract to avoid the potential conflict. The remaining design services required to support the project consist of construction administration tasks that include, but are not limited to, reviewing and responding to contractor submittals and requests for additional information, reviewing and responding to requests by the County or contractor for changes in the work, observing and advising the County construction administrator regarding construction progress, and conformance to the contract documents. On behalf of the District, the Public Works Department requested Statements of Qualifications ("SOQs") for architectural services for District fire station design projects, including Fire Station 70. The Public Works Department received 18 SOQ's from interested firms and five firms were shortlisted. A selection committee comprised of County and District staff conducted interviews and ranked the short-listed firms. RRM was one of the top ranking firms and is currently providing architectural services for Fire Stations 9 and 86. It is recommended that RRM be awarded the agreement to provide the remaining design services for this project. This Consulting Services Agreement (CSA) is administered by the Public Works Department on behalf of the District. Under the RRM CSA, the District will be obligated to indemnify RRM for third party claims that LCA was negligent in performing design services for the project, and for any claims of copyright regarding the project design. LCA’s design indemnity obligation to the County under its CSA continues notwithstanding the termination of the LCA CSA. CONSEQUENCE OF NEGATIVE ACTION: If the RRM CSA is not approved, the project will not be supported by a design professional. That creates financial and scheduling risks for the District. A design professional manages the project, including responding to requests for information, submittals, design changes, and change orders. RECOMMENDATION(S): Acting as the Governing Board of the West Contra Costa Healthcare District Board of Directors: 1. ACCEPT the calendar year 2018 Audit Report prepared by JWT & Associates, LLP. 2. ADOPT Resolution No. 2019/127 converting the financial reporting time frame of the District from a calendar year basis to a July to June fiscal year basis effective January 1, 2019. 3. AUTHORIZE the Health Services Director or designee to sign an amendment with MidAmerica, the third-party administrator for the California Nurses Association (CNA) health and education benefits, allowing CNA to give direction to MidAmerica with respect to future administration of the plan. 4. AUTHORIZE an expenditure amount of $30,000 to secure a Standard and Poor’s credit assessment of the District for the purpose of an advance refunding evaluation of the District’s 2011 Certificates of Participation. FISCAL IMPACT: Authorizes a $30,000 expenditure for a credit assessment. 100% West Contra Costa Healthcare District funds APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 04/16/2019 APPROVED AS RECOMMENDED OTHER Clerks Notes: VOTE OF SUPERVISORS AYE:John Gioia, District I Supervisor Candace Andersen, District II Supervisor Diane Burgis, District III Supervisor Karen Mitchoff, District IV Supervisor Federal D. Glover, District V Supervisor Contact: Anna Roth, (925) 335-5100 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: April 16, 2019 David J. Twa, County Administrator and Clerk of the Board of Supervisors By: Stacey M. Boyd, Deputy cc: Hon. Robert R. Campbell, Auditor-Controller, Anna Roth, Health Services Director, Patrick Godley, COO/CFO Health Services Department C. 7 To:West Contra Costa Healthcare District From:Anna Roth, Health Services Director Date:April 16, 2019 Contra Costa County Subject:WEST CONTRA COSTA HEALTHCARE DISTRICT – BUSINESS FUNCTIONS BACKGROUND: West Contra Costa Healthcare District History The West Contra Costa Healthcare District (the “District”) struggled financially for decades, experiencing increasing costs, declining reimbursements, and growing service demand from uninsured and underinsured populations. After emerging from bankruptcy in 2006, the District fell deeper into debt. In 2015, it closed its hospital, Doctors Medical Center, which was a full-service acute care facility with 124 general acute care beds. On October 20, 2016, the District again filed for bankruptcy under chapter 9 of the Bankruptcy Code. Through the bankruptcy, the District sought the bankruptcy court’s approval of a plan that allowed the District to modify its debts and on-going costs, emerge from bankruptcy, and begin the process of repaying creditors. The bankruptcy court approved the District’s Plan of Adjustment on January 2, 2018, allowing the District to repay certain creditors over a series of years. Senate Bill 522 (Glazer) Senate Bill 522 was introduced by Senator Steve Glazer and proposed the dissolution of the existing elected board of directors of the District, effective January 1, 2019, and required that the Board of Supervisors of the County, at its election, either serve as the District’s governing board or appoint a governing board for the District, as specified. Governor Brown signed the bill into law on July 18, 2018. Board of Supervisors as Governing Board On September 11, 2018, the Board of Supervisors determined that it would serve as the governing board of the District effective January 1, 2019. Government Code section 54954(a) requires local agencies (including special districts) to provide for the time and place for holding regular meetings. On January 15, 2019, the Board established the District's regular meeting schedule consistent with that of the Board of Supervisors' meeting schedule. In addition, the Board appointed the Executive Director, Secretary and Treasurer of the District. Specifically, the resolution appoints the County Administrator as Executive Director, the Chief Assistant Clerk of the Board as Secretary and the Auditor-Controller as Treasurer of the District. Today's Actions Accept the 2018 audit report prepared by JWT & Associates, LLP. No adverse findings are identified in the attached report. No further action is needed. 1. Modify the financial reporting period. The District financial reporting currently operates on a January to December time period. Converting the District to a July to June fiscal year basis will align the financial reporting and budgeting time period with the County structure. No further action is needed. 2. Authorize signature for plan amendment. Mid-America is the third-party administrator for the CNA health and educational benefits. Per the bankruptcy settlement the District is responsible for making payments to Mid-America who then in turn distributes funds to the CNA members.The amendment will allow CNA to go directly to Mid-America, instead of the District, for any questions or issues regarding the payment of funds to individual CNA members. 3. Authorize $30,000 for a credit assessment. The District has $40 million in outstanding 2011 Certificates of Participation (COP). Given today’s low interest rate environment it may be financially advisable to proceed with an advance 4. refunding of the debt. Preliminary numbers indicate a potential savings of $4 million over the life of the COP. The first step in this process is securing a Standard and Poor’s credit assessment of the District. If the assessment is favorable we will return to the Board with a full report and recommended actions. CONSEQUENCE OF NEGATIVE ACTION: The business functions of the District will be adversely impacted. AGENDA ATTACHMENTS Resolution 2019/127 DRAFT WCCHD Audited Financial Statements, period ending December 31, 2018 MINUTES ATTACHMENTS Signed: Resolution No. 2019/127 THE BOARD OF SUPERVISORS OF CONTRA COSTA COUNTY, CALIFORNIA and for Special Districts, Agencies and Authorities Governed by the Board Adopted this Resolution on 04/16/2019 by the following vote: AYE:5 John Gioia Candace Andersen Diane Burgis Karen Mitchoff Federal D. Glover NO: ABSENT: ABSTAIN: RECUSE: Resolution No. 2019/127 CHANGING THE ANNUAL FINANCIAL REPORTING PERIOD OF THE WEST CONTRA COSTA HEALTHCARE DISTRICT FROM A CALENDAR YEAR TO A JULY-JUNE FISCAL YEAR BASIS WHEREAS, the West Contra Costa Healthcare District (the "District") struggled financially for decades, experiencing increasing costs, declining reimbursements, and growing service demand from uninsured and underinsured populations; WHEREAS, the District emerged from bankruptcy in 2006, but soon fell deeper into debt and ultimately closed its hospital, Doctors Medical Center, in 2015; WHEREAS, on October 20, 2016 the District again filed for bankruptcy under chapter 9 of the Bankruptcy Code, which ultimately resulted in the federal bankruptcy court approving the District’s Plan of Adjustment on January 2, 2018, allowing the District to repay certain creditors over a series of years; WHEREAS, Senate Bill 522 was introduced by Senator Steve Glazer and proposed the dissolution of the existing elected board of directors of the District, effective January 1, 2019, and required that the Board of Supervisors of the County, at its election, either serve as the District’s governing board or appoint a governing board for the District, as specified. Governor Brown signed the bill into law on July 18, 2018; WHEREAS, on September 11, 2018, the Contra Costa County Board of Supervisors voted unanimously to become the Board of Directors of the District; and, WHEREAS, the Board of Directors of the District is responsible for the oversight of the finances of the District and allocation of funds for the benefit of the community. NOW, THEREFORE, BE IT RESOLVED by the Board of Directors of the West Contra Costa Healthcare District that: 1. Effective January 1, 2019, the annual financial reporting period of the District is hereby changed from a calendar year to a July through June fiscal year. 2. It is acknowledged that the transition year for this change will be Fiscal Year 2018/19 resulting in a six-month reporting period (January 1, 2019 through June 30, 2019) with Fiscal Year 2019/20 commencing on July 1, 2019 as the first full, twelve-month fiscal year. Contact: Anna Roth, (925) 335-5100 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: April 16, 2019 David J. Twa, County Administrator and Clerk of the Board of Supervisors By: Stacey M. Boyd, Deputy cc: Hon. Robert R. Campbell, Auditor-Controller, Anna Roth, Health Services Director, Patrick Godley, COO/CFO Health Services Department Audited Financial Statements WEST CONTRA COSTA HEALTHCARE DISTRICT December 31, 2018 JWT & Associates, LLP Advisory Assurance Tax DRAFT West Contra Costa Healthcare District Audited Financial Statements December 31, 2018 Independent Accountant’s Report ............................................................................................................................ 1 Management’s Discussion and Analysis ........................................................................................................... 3 Statements of Net Position ....................................................................................................................................... 6 Statements of Revenues, Expenses and Changes in Net Position............................................................................7 Statements of Cash Flows .......................................................................................................................................... 8 Notes to Financial Statements ...................................................................................................................................10 DRAFT JWT & Associates, LLP Advisory Assurance Tax 1111 East Herndon, Suite 211, Fresno, California 93720 Voice: (559) 431-7708 Fax:(559) 431-7685 Report of Independent Auditors The Contra Costa Board of Supervisors West Contra Costa Healthcare District Martinez, California Report on the Financial Statements We have audited the accompanying financial statements of West Contra Costa Healthcare District (the District) as of December 31, 2018 and 2017, which comprise the statement of net position as of December 31, 2018 and 2017, and the related statements of revenues, expenses and changes in net position, and cash flow for the years then ended, and the related notes to the financial statements. Management’s Responsibility for the Financial Statements Management is responsible for the preparation and fair presentation of these financial statements in accordance with the accounting principles generally accepted in the United States of America; this includes the design, implementation and maintenance of internal control relevant to the preparation and fair presentation of consolidated financial statements that are free from material misstatement, whether due to fraud or error. Auditor’s Responsibility Our responsibility is to express an opinion on these financial statements based on our audits. We conducted our audits in accordance with auditing standards generally accepted in the United States of America and the standards applicable to financial audits contained in Government Auditing Standards, issued by the Comptroller General of the United States. Those standards require that we plan and perform the audit to obtain reasonable assurance about whether the financial statements are free of material misstatement. An audit involves performing procedures to obtain audit evidence about the amounts and disclosures in the financial statements. The procedures selected depend on the auditor’s judgment, including the assessment of the risks of material misstatement of the financial statements, whether due to fraud or error. In making those risk assessments, the auditor considers internal control relevant to the entity’s preparation and fair presentation of the financial statements in order to design audit procedures that are appropriate in the circumstances, but not for the purpose of expressing an opinion on the effectiveness of the entity’s internal control. Accordingly, we express no such opinion. An audit also includes evaluating the appropriateness of accounting policies used and the reasonableness of significant accounting estimates made by management, as well as evaluating the overall presentation of the financial statements. We believe that the audit evidence we have obtained is sufficient and appropriate to provide a basis for our audit opinion. 1DRAFT Opinion In our opinion, the financial statements referred to above present fairly, in all material respects, the financial position of the District at December 31, 2018 and 2017, and the results of its operations and its cash flows for the year then ended, in conformity with accounting principles generally accepted in the United States of America. Other Matters The District ceased operations of the hospital during the year ended December 31, 2015 and filed bankruptcy in October 2017. The District had incurred significant losses from operations and currently has a net deficit of ($67,754,000) at December 31, 2018. The District has begun implementation of the bankruptcy plan, disposed of assets, and is beginning the process of evaluating what future healthcare services the District may provide. Management’s plans regarding these matters are also described in Management’s Discussion and Analysis. The financial statements include adjustments that resulted from the closure of the hospital, liquidation of capital and other assets and other transactions or situations that impacted the valuation of assets and liabilities. Required Supplementary Information Management’s discussion and analysis is not a required part of the financial statements but is supplementary information required by accounting principles generally accepted in the United States of America. We have applied limited procedures, which consisted principally of inquiries of management regarding the methods of measurement and presentation of the supplementary information. However, we did not audit the information and express no opinion on it. JWT & Associates, LLP Fresno, California February XX, 2019 2DRAFT West Contra Costa Healthcare District Management’s Discussion and Analysis December 31, 2018 Introduction This discussion and analysis has been prepared by the management of West Contra Costa County Healthcare District (the District or WCCHD) in order to provide an overview of the District’s financial and operating performance for the year ended December 31, 2018, in accordance with the Governmental Accounting Standards Board Statement No. 34, Basic Financials Statements; Management’s Discussion and Analysis for State and Local Governments. Read in conjunction with the District’s audited financial statements and accompanied notes to the financial statements. It is intended to help the reader better understand the District’s financial performance and position. It should be noted that the audited financial statements prepared by JWT & Associates, LLP, include an unmodified opinion regarding the financial statements. This discussion and analysis of the District’s financial performance provides an overview of the District’s financial activities for the years ended December 31, 2018 and 2017. Please read it in conjunction with the District’s financial statements. The District, which was formed in 1948, operated Doctors Medical Center in San Pablo, California for over 60 years. Since the mid-1990’s, the medical center faced ongoing financial challenges. Ultimately, the District closed Doctors Medical Center in April 2015 due to insufficient funding for the population it serviced and due to its continuing losses. The District continues to function. After the closure of the hospital in 2015, the remaining staff conducted the following key activities to wind down the non-clinical operations of the District. • Conducted a complete inventory of the contents of the hospital. • Obtained bids for equipment and sold equipment to the highest bidder. • Discarded any unwanted items (trash) that were of little to no value. • Shredded any unnecessary documents. • Assigned remaining accounts receivable to an outside vendor for continued collection efforts on patient accounts. • Arranged for medical records, storage, retention, retrieval and disposal. • Removed information technology, ensuring that all data was appropriately removed before sale of hardware. • Shut down unneeded building functions and plant operations. • Sold the hospital building in April 2018. 3DRAFT West Contra Costa Healthcare District Management’s Discussion and Analysis December 31, 2017 Bankruptcy The District did not have sufficient cash or other assets to support the ongoing operations of the District or to pay the post closure liabilities until the sale of the hospital building. On October 20, 2017, the District filed Chapter 9 bankruptcy. The purpose of the bankruptcy is to obtain relief from creditor collection actions and allow the District time and access to the funds necessary to affect a “plan of adjustment.” On December 21, 2018, the Bankruptcy court confirmed the Second Amended Plan of Adjustment which provides for the following: • 2004 and 2011 COP’s (Certificates of Participation) shall be paid in full, with interest, under the plan through the ongoing collection of parcel tax revenues. The 2004 COP’s were refinanced in April 2018 to reduce the interest rate on these COP’s. • The District will pay $218,000 to Contra Costa County in settlement of an unsecured claim against the District. Additionally, The County retains its rights under the Tax Sharing Agreement and all advances made to the District under this agreement will be reimbursed to the County under the terms of the agreement. • The West Contra Costa Healthcare District Successor Pension Plan received $2 million dollars in 2018. Additional contributions will be paid to the Successor Pension Plan over the next 10 years and all participants are expected to receive their full benefit. • The California Nurses Association (CNA) will be paid $2,500,000 over the course of nine years without interest for an obligation incurred pursuant to the Memorandum of Understanding between the District and CNA dated June 14, 2011. • General unsecured creditors will be paid $2.7 million over three years as a pro rata share of their claim. • The Employment Development Department claim of $1.3 million will be paid over a two-year period without penalties and interest. • Local 39 Pension claim will be paid in full over 10 years in annual installments and the Local 39 health claim will be paid at a 50% discount over 9 years. • The sale of the hospital building for $13 million closed in April 2018. The plan of adjustment allowed for payments of selling costs, plus costs to certain cellular parties in exchange for release of their interest or lien on the hospital building. • The funds from the sale of the building and ongoing property tax collections will fund the plan of adjustment and the ongoing operations of the District. After the District has satisfied its obligations under the terms of the plan of adjustment, the District intends on resuming providing healthcare services to the residents of the District and County. At this time the nature, timing and cost of such healthcare services has not been determined. 4DRAFT West Contra Costa Healthcare District Management’s Discussion and Analysis December 31, 2017 Future of the District Contra Costa Local Agency Formation Commission (LAFCO) conducted a study, with the full cooperation of the District, to review the status of the District and to provide options for the future of the district. After consideration of these options, on February 16, 2018, Senator Glazer introduced Senate Bill Number 522 which provides that: It is the intent of the Legislature in enacting this act to replace the district’s elected governing body with a district board appointed by the Board of Supervisors of the County of Contra Costa. This change in governance is intended to reduce administrative costs, increase operational efficiencies, and maximize the use of health care funding through collaboration with the county, which is the only other public agency provider of medical services in the region. The bill was signed into law on July 18, 2018, by Governor Jerry Brown. On September 11, 2018, the Contra Costa County Board of Supervisors appointed itself, under Health & Safety Code Section 32100.8, as the District’s Board of Directors effective January 1, 2019. The Board of Supervisors also noted the closure of the District' s hospital eliminated an important community resource. Relatively lower income levels in West County reduce healthcare options and increase certain health risks. The groups most likely affected by the closure are the elderly, children, diabetics and individuals with respiratory diseases and special needs. Although the District no longer owns a hospital, such healthcare districts, may provide a variety of services, including 1) health facilities, diagnostic and testing centers, and free clinics; 2) outpatient programs, services and facilities; 3) retirement program services and facilities; 4) chemical dependency services and facilities; 5) other healthcare programs, services and facilities; 6) health education programs; 7) wellness and prevention programs; 8) support to other healthcare service providers, groups and organizations; 9) ambulance or ambulance services; and 10) participation in or management of health insurance programs. Under the court- approved bankruptcy plan, on average approximately $1 million per year will be available to be allocated to the needs of the District. However, this figure is expected to fluctuate with revenues gradually expected to increase over time. Since the amount of available funds is relatively small compared to the cost of addressing the healthcare needs within the District, a healthcare needs assessment of the District should be conducted to assist the new governing board of the District to prioritize the allocation of its resources. The Health Services Department of Contra Costa County has been directed to commission the needs assessment and report its findings no later than August 1, 2019. 5DRAFT West Contra Costa Healthcare District Notes to Financial Statements December 31, 2018 NOTE 1 - ORGANIZATION AND ACCOUNTING POLICIES Reporting Entity- West Contra Costa Healthcare District (the "District") is a public agency organized under Local Hospital District Law as set forth in the Health and Safety Code of the State of California. The District is a political subdivision of the State of California and is not subject to federal or state income taxes. The District was formed in 1948 for the purpose of building and operating a hospital to benefit the residents of West Contra Costa County. The District was governed by a Board of Directors elected from within the Healthcare District to specified terms of office until December 31, 2018. The District operated a full-service acute care facility and provided services to both inpatients and outpatients, who primarily resided in the local geographic area. The District ceased all operations of the hospital in April 2015 and subsequently filed bankruptcy in October 2017. On September 11, 2018, the Contra Costa County Board of Supervisors appointed itself, under Health & Safety Code Section 32100.8, as the District’s Board of Directors effective January 1, 2019. Basis of preparation - The District is a governmental health care district and, accordingly, follows governmental accounting standards. The accrual basis of accounting is used in accordance with provisions for proprietary fund types. Pursuant to Governmental Accounting Standards Board ("GASB") Statement No. 62, Codification of Accounting and Financial Reporting Guidance Contained in Pre-November 30, 1989 FASB and AICPA Pronouncements, the District's proprietary fund accounting and financial reporting practices are based on all applicable GASB pronouncements as well as codified pronouncements issued on or before November 30, 1989. The District applies the provisions of GASB 34, Basic Financial Statements - and Management’s Discussion and Analysis - for State and Local Governments (Statement 34), as amended by GASB 37, Basic Financial Statements - and Management’s Discussion and Analysis - for State and Local Governments: Omnibus, and Statement 38, Certain Financial Statement Note Disclosures. Statement 34 established financial reporting standards for all state and local governments and related entities. Statement 34 primarily relates to presentation and disclosure requirements. The impact of this change was related to the format of the financial statements; the inclusion of management’s discussion and analysis; and the preparation of the statement of cash flows on the direct method. Use of estimates - The preparation of the financial statements in conformity with accounting principles generally accepted in the United States of America requires management to make estimates and assumptions that affect the reported amounts of assets and liabilities and disclosure of contingent assets and liabilities at the date of the financial statements. Estimates also affect the reported amounts of revenues and expenses during the reporting period. Actual results could differ from those estimates. Cash and cash equivalents - The District considers cash and cash equivalents to include certain investments in highly liquid debt instruments, when present, with an original maturity of three months or less or subject to withdrawal upon request. 6DRAFT 2018 2017 Assets Current assets Cash and cash equivalents 6,860,000$ 202,000$ Assets limited as to use 4,131,000 4,840,000 Assets held for sale - 13,000,000 Estimated third-party payors settlements 267,000 32,000 Prepaid expenses - 175,000 Total current assets 11,258,000 18,249,000 Assets limited as to use, net of current portion 1,483,000 - Other assets 969,000 864,000 Total assets 13,710,000 19,113,000 Deferred outflows of resources 57,000 338,000 13,767,000$ 19,451,000$ Liabilities and net position Current liabilities Current maturities of debt borrowings 1,258,000$ 1,090,000$ Accounts payable and accrued expenses 1,443,000 1,891,000 Pension liability, current portion 1,000,000 2,263,000 Other liabilities, current portion 5,046,000 7,768,000 Total current liabilities 8,747,000 13,012,000 Debt borrowings, net of current maturities 52,178,000 54,900,000 Net long-term pension liability 7,327,000 10,158,000 Other liabilities, net of current 13,134,000 20,740,000 Total liabilities 81,386,000 98,810,000 Deferred inflows of resources 135,000 186,000 Net position Unrestricted (67,754,000) (79,545,000) Total net position (67,754,000) (79,545,000) Total liabilities and net position $ 13,767,000 $ 19,451,000 See accompanying notes to the financial statements West Contra Costa Healthcare District Statements of Net Position December 31, 2018 and 2017 7DRAFT 2018 2017 Operating revenues Operating revenue $ 1,621,000 $ 349,000 Total operating revenue 1,621,000 349,000 Operating expenses Salaries, wages and benefits 69,000 75,000 Professional fees 1,170,000 2,834,000 Purchased services 458,000 458,000 Depreciation and amortization 105,000 63,000 Rents and leases 4,000 252,000 Other operating expenses 236,000 677,000 Total operating expenses 2,042,000 4,359,000 Operating loss (421,000) (4,010,000) Nonoperating revenues (expenses) District tax revenue 9,897,000 9,568,000 Interest expense (3,049,000) (3,263,000) Other non-operating revenues (expenses), net 5,364,000 311,000 Total nonoperating revenues (expenses) 12,212,000 6,616,000 Change in net position 11,791,000 2,606,000 Net position at beginning of the year (79,545,000) (82,151,000) Net position at end of the year $ (67,754,000) $ (79,545,000) See accompanying notes to the financial statements West Contra Costa Healthcare District Statements of Revenues, Expenses and Changes in Net Position Year Ended December 31, 2018 and 2017 8DRAFT 2018 2017 Cash flows from operating activities Cash received from patients and third-parties for patients (235,000)$ -$ Cash received from operations, other than patient services 1,621,000 349,000 Cash payments to suppliers and contractors (2,141,000) (4,354,000) Cash payments to employees and benefits programs (4,163,000) (455,000) Net cash used in operating activities (4,918,000) (4,460,000) Cash flows from noncapital financing activities Net change in other liability (10,328,000) (2,987,000) Proceeds from debt borrowings 15,015,000 - Principal payments on debt borrowings (1,199,000) (80,000) Interest payments on debt borrowings (2,747,000) (2,377,000) Change in other assets (210,000) (25,000) Other non-operating income (expense)3,373,000 - Parcel tax revenues levied for debt service 5,573,000 5,581,000 Ad valorem tax revenues to support operations 4,324,000 3,987,000 Net cash provided by noncapital financing activities 13,801,000$ 4,099,000$ Cash flows from capital and related financing activities Principal payments on debt borrowings (16,370,000) (965,000) Interest payments on debt borrowings (302,000) (886,000) Net cash used in capital and related financing activities (16,672,000) (1,851,000) Cash flows from investing activities Net investment gain 127,000 311,000 Net change in assets whose use is limited (774,000) 1,847,000 Net change in assets held for sale 13,000,000 - Net change in deferred inflows and outflows of resources 230,000 87,000 Net gain from pension plan 1,864,000 - Net cash provided by (used in) investing activities 14,447,000 2,245,000 Net increase (decrease) in cash and cash equivalents 6,658,000 33,000 Cash and cash equivalents, beginning of year 202,000 169,000 Cash and cash equivalents, end of year 6,860,000$ 202,000$ See accompanying notes to the financial statements West Contra Costa Healthcare District Statements of Cash Flows Year Ended December 31, 2018 and 2017 9DRAFT 2018 2017 Reconciliation of operating loss to net cash provided by operating activities Loss from operations (421,000)$ (4,010,000)$ Adjustments to reconcile loss from operations to net cash provided by operating activities Depreciation and amortization 105,000 63,000 Changes in operating assets and liabilities: Prepaid expenses 175,000 29,000 Accounts payable (448,000) (162,000) Due to third-party payors (235,000) - Pension liability (4,094,000) (380,000) Net cash used in operating activities (4,918,000)$ (4,460,000)$ Non cash disclosures Non cash payments on county loan 3,324,000$ 2,987,000$ See accompanying notes to the financial statements West Contra Costa Healthcare District Statements of Cash Flows (continued) Year Ended December 31, 2018 and 2017 10DRAFT West Contra Costa Healthcare District Notes to Financial Statements December 31, 2018 NOTE 1 - ORGANIZATION AND ACCOUNTING POLICIES Other assets - Other assets include debt issuance costs and net premium/discounts related to certain debt. Debt issuance costs and net premium/discounts incurred in connection with the issuance of tax-exempt bonds have been deferred and/or recorded and are being amortized over the term of the bonds using a straight- line method. Amortization expense recognized for the years ended December 31, 2018 and 2017, was $105,000 and $63,000, respectively. Deferred Outflows and Inflows of Resources - Deferred outflows and inflows of resources are comprised of deferred valuation activities related to the District’s Successor Retirement Plan (the Plan). Amortization of these amounts follow direction by GASB and as determined by the Plan’s actuaries and is included in net pension gain(expense). The net expense recognized for the years ended December 31, 2018 and 2017, was $74,000 and $87,000, respectively. Risk management - The District is exposed to various risks of loss from torts; theft of, damage to, and destruction of assets; business interruption; errors and omissions; employee injuries and illnesses; natural disasters; and medical malpractice. Commercial insurance coverage is purchased for claims arising from such matters. Settled claims have not exceeded this commercial coverage in any of the three preceding years. Risk retention plans - The District maintains professional liability insurance on a claims-made basis, with liability limits of $2,000,000 per claim, and which is subject to a $500 deductible. Additionally, the District was self-insured for workers' compensation claims, with a self-insured retention of $500,000 per occurrence, and had excess insurance coverage for the portion of each occurrence in excess of $1,000,000. All prior workers’ compensation claims are being settled as part of the bankruptcy. The District now maintains a workers’ compensation insurance policy for the few remaining employees which provides coverage on a claims made basis with a liability limit of $1,000,000. In the case of employee health coverage, the District is self-insured for those claims. Management estimates of uninsured losses for prior professional liability, workers' compensation and employee health coverage have been accrued as liabilities in the accompanying financial statements and are being settled as part of the bankruptcy. Net position - Net position of the District are classified in three components: • Net position invested in capital assets, net of related debt consist of capital assets net of accumulated depreciation and reduced by any outstanding borrowings used to finance the purchase or construction of those assets. • Restricted expendable net position are noncapital net assets that must be used for a particular purpose, as specified by creditors, grantors, or contributors external to the District, including amounts deposited with trustees as required by revenue bond indentures, discussed in Note 7. • Unrestricted net position are remaining net assets that do not meet the definition of invested in capital assets net of related debt or restricted expendable net assets. 11DRAFT West Contra Costa Healthcare District Notes to Financial Statements December 31, 2018 NOTE 1 - ORGANIZATION AND ACCOUNTING POLICIES Operating revenues and expenses - The District's statements of revenues, expenses and changes in net position distinguishes between operating and non-operating revenues and expenses. The District no longer operates a hospital and now all operating revenue and expenses are related to the ongoing operations of the District which include administrative related, debt service related and other regulatorily required services. Non- operating revenues and expenses were those transactions not considered directly linked to providing health care services in prior years and currently those not associated with ongoing operations.. Pensions - For purposes of measuring the net pension liability and pension expense, information about the fiduciary net position and additions to and deductions from fiduciary net position are determined on the same basis as reported by the Plan. For this purpose, benefit payments (including refunds of employee contributions) are recognized when due as payable in accordance with benefit terms. Plan investments are reported at fair value. Income taxes - The District operates under the purview of the Internal Revenue Code, Section 115, and corresponding California Revenue and Taxation Code provisions. As such, it is not subject to state or federal taxes on income. Subsequent events – Subsequent events have been evaluated through the date the financial statements were available to be issued. Property taxes - The authority received approximately 58.6% in 2018 and 93.5% in 2017 of its financial support from property taxes. Property taxes are levied by the County on the District's behalf on January 1st and are intended to finance the District's activities of the same calendar year. Amounts levied are based on assessed property values as of the preceding July 1. Property taxes are considered delinquent on the day following each payment due date. Property taxes are recorded as non-operating revenue by the District when they are earned. Reclassifications - Certain amounts in the 2017 financial statements have been reclassified to conform to the 2018 presentation. 12DRAFT West Contra Costa Healthcare District Notes to Financial Statements December 31, 2018 NOTE 2 - CASH AND CASH EQUIVALENTS & ASSETS LIMITED AS TO USE As of December 31, 2018, and 2017, the District had deposits invested in various financial institutions in the form of cash and cash equivalents including amounts classified as assets limited as to use amounting to $12,474,000 and $5,042,000, respectively. These funds were held in deposits, which are collateralized in accordance with the California Government Code ("CGC"), except for $250,000 per account that is federally insured. Under the provisions of the CGC, California banks and savings and loan associations are required to secure the District's deposits by pledging government securities as collateral. The market value of pledged securities must equal at least 110% of the District's deposits. California law also allows financial institutes to secure District deposits by pledging first trust deed mortgage notes having a value of 150% of the District's total deposits. The pledged securities are held by the pledging financial institution's trust department in the name of the District. The composition of assets limited as to use at December 31, 2018 and 2017, is set forth in the following table. Investments are stated at fair value. 2018 2017 Held by Trustee Money Market Accounts 5,614,000$ 4,840,000$ Total 5,614,000$ 4,840,000$ 13DRAFT West Contra Costa Healthcare District Notes to Financial Statements December 31, 2018 NOTE 3 - NET PATIENT SERVICE REVENUE AND REIMBURSEMENT PROGRAMS The District rendered services to patients under contractual arrangements with the Medicare and Medi-Cal programs, health maintenance organizations ("HMOs") and preferred provider organizations ("PPOs") when the hospital was in operation. The District had agreements with third-party payors that provided for payments to the District at amounts different from its established rates. Payment arrangements included prospectively determined rates per discharge, reimbursed costs, discounted charges, fee schedules, prepaid payments per member, and per diem payments or a combination of these methods. Net patient service revenue was reported at the estimated net realizable amounts from patients, third-party payors, and others for services rendered, including estimated settlements under reimbursement agreements with third-party payors. Inpatient acute care services rendered to Medicare program beneficiaries were paid at prospectively determined rates per discharge. These rates varied according to a patient classification system based on clinical, diagnostic, and other factors. Inpatient non-acute services were paid at prospectively determined rates per discharge. Payments for outpatient services were based on a stipulated amount per diagnosis. The District was reimbursed for cost reimbursable items at a tentative rate, with final settlements determined after submission of annual cost reports by the District and audits thereof by the Medicare fiscal intermediary. The District's cost reports have been audited by the Medicare fiscal intermediary through 2015, the year the Hospital ceased operations. The District has estimated that as of December 31, 2018, they have no additional receivable or payable settlements with Medicare. The District rendered services to Medi-Cal program beneficiaries at contracted rates. These rates varied according to a patient classification system based on clinical, diagnostic, and other factors. The District was reimbursed for cost reimbursable items at a tentative rate, with final settlements determined after submission of annual cost reports by the District and audits thereof by Medi-Cal. The District's cost reports have been audited by Medi-Cal through 2015. The District has estimated that as of December 31, 2018, they are due $267,000 from Medi-Cal for settlements through December 2015. 14DRAFT West Contra Costa Healthcare District Notes to Financial Statements December 31, 2018 NOTE 4 - DEBT BORROWINGS A schedule of changes in the District's debt borrowings for the years ended December 31, 2018 and 2017 is as follows: 12/31/17 Additions Re ductions 12/31/18 Bonds payable Certificates of Participation - Series 2004 16,370,000$ -$ (16,370,000)$ -$ Certificates of Participation - Series 2011 39,620,000 - (85,000) 39,535,000 Certificates of Participation - Series 2018 - 15,015,000 (1,114,000) 13,901,000 55,990,000$ 15,015,000$ (17,569,000)$ 53,436,000$ 12/31/16 Additions Reductions 12/31/17 Bonds payable Certificates of Participation - Series 2004 17,335,000$ -$ (965,000)$ 16,370,000$ Certificates of Participation - Series 2011 39,700,000 - (80,000) 39,620,000 57,035,000$ -$ (1,045,000)$ 55,990,000$ The terms and due dates of the District's debt borrowings at December 31, 2018, are as follows: • The Series 2004 Certificates of Participation dated July 2004 were defeased in April 2018 with issuance of the Series 2018 Certificates of Participation dated April 2018. See below. • Series 2011 Certificates of Participation dated December 2011, original amount of $40,000,000, plus unamortized bond discount of $728,000, principal payable in annual installments ranging from $85,000 in 2018 to $4,100,000 in 2042, interest ranging from 3% to 6.25%, payable semiannually and collateralized by a pledge of the District's parcel tax revenues. With the closure of the hospital, liquidation of capital and other assets and significant losses experienced by the District, they were not in compliance with the financial covenants and financial reporting requirements as specified in the Indenture Trust Agreement. With the sale of the Hospital building and the refinancing of the Series 2004 Certificates of Participation the District is now in compliance with all requirements specified in the Indenture Trust Agreement and stipulated by the bond trustees and the bankruptcy court. • Series 2018 Certificates of Participation dated April 2018, original amount of 15,015,000, principal payable in annual installments ranging from $1,114,000 in 2018 to $1,629,000 in 2028, interest at 3.625%, payable semiannually and collateralized by a pledge of the District's parcel tax revenues. The District is in compliance with the financial covenants and financial reporting requirements as specified in the Indenture Trust Agreement. 15DRAFT West Contra Costa Healthcare District Notes to Financial Statements December 31, 2018 NOTE 5 - DEBT BORROWINGS (continued) Aggregate principal maturities on debt borrowings, based on scheduled maturities are as follows: Year Ending December 31 Principal Interest 2019 1,258,000 2,873,000 2020 1,306,000 2,828,000 2021 1,358,000 2,777,000 2022 1,404,000 2,727,000 2023 1,457,000 2,675,000 Thereafter 46,653,000 33,064,000 53,436,000$ 46,944,000$ Debt Borrowings NOTE 6 - OTHER LONG-TERM LIABILITIES The District entered into a tax exchange agreement with the County of Contra Costa (the "County") in April 2011, receiving an initial cash advance of $10 million and subsequent additional advances for a total maximum outstanding balance of $25,296,000, which was reached during the year ended December 31, 2014. The County Auditor allocates and transfers to the County, pursuant to this agreement, all but $1,000,000 of the general ad valorem property tax revenues that otherwise would be collected and allocated to the District. The $1,000,000 is transferred to the District for ongoing operating costs and expenses. This agreement commenced in July 1, 2011 and continued from year to year thereafter with allocations and transfers being made pursuant to the agreement. Pursuant to the tax exchange agreement, the District agreed to pay back an amount greater than what was advanced to them by the County. The District had been recognizing this additional amount pro-rata on a yearly basis based on the estimated years to pay off the advances. With the closure of the hospital and the subsequent bankruptcy the District decided to book the entire amount due to the county during the year ended December 31, 2016. The outstanding balance due to the County at December 31, 2018 and 2017 was $13,139,000 and $16,462,000, respectively. The current and long term outstanding advance balance is included in other liabilities in the statement of net position. 16DRAFT West Contra Costa Healthcare District Notes to Financial Statements December 31, 2018 NOTE 7 - RETIREMENT PLANS The District offered a defined contribution savings plan intended to qualify under section 457(b) of the Internal Revenue Code ("IRC"). The plan was designed to provide participants with a means to defer a portion of their compensation for retirement and to provide benefits in the event of death, disability, or financial hardship. The plan covered former employees of the District who met certain eligibility requirements. The District was the administrator of the plan and had delegated certain responsibilities for the operation and administration of the plan to an outside third-party trustee. Under the plan, employer contributions are discretionary. The District has not contributed to the plan since 2007. The District also offered two Employer Contributory Tax Deferred Plans intended to qualify under section 403(b) and 401(a) of the IRC. The plans were designed to provide participants with a means to defer a portion of their compensation for retirement and to provide benefits in the event of death, disability, or financial hardship. The plans covered employees of the District who met certain eligibility requirements. Under the plans, the District had the ability to make discretionary matching contributions of up to 5.0% of the participant's annual compensation to the plan. The District made no contributions to the plans in 2018 and 2017, respectively. The District also provides a non-contributory single employer defined benefit pension plan. The plan covers all eligible employees of the previous Brookside Hospital. Brookside Hospital was the previous name of Doctors Medical Center. The plan provides retirement and death benefits to plan members and beneficiaries based on each employee's years of service and annual compensation. No new employees have been enrolled in the plan since 1996. There are 218 ex-District employees participating in the plan. The Governmental Accounting Standards Board (GASB) Statement No. 68, Accounting and Financial Reporting for Pensions, became effective for fiscal years beginning after December 15, 2015. The statement established accounting and financial reporting standards for the recognition and disclosure requirements for employers with a liability to a defined benefit pension plan, as in the case of the District’s Successor retirement Plan (the Plan). GASB 68 requires that the District’s liability to the Plan be measured as the portion of the present value of projected benefit payments to be provided through the Plan to current active and inactive employees that is attributed to the employee’s past periods of service, less the amount of the Plan’s net position. The statement also requires employers to present information about the changes in the net pension liability and the related ratios, including the Plan’s net position as a percentage of total pension liability, and the net pension liability as a percentage of covered-employee payroll. Under GASB 68, the District is required to recognize a liability of the net position of the Plan, and to recognize pension expense and report deferred outflows and inflows, when present. The District is also required to present a 10-year schedule containing the net pension liability and certain related ratios, and information about statutorily or contractually required contributions and related ratios. However, until a full 10-year trend is compiled, the District will present information for only those years for which information is available. 17DRAFT West Contra Costa Healthcare District Notes to Financial Statements December 31, 2018 NOTE 7- RETIREMENT PLANS (continued) The net effect in implementing GASB 68 for the District was the recognition of additional pension expense for the year ended December 31, 2017, in the amount of $980,000 and a prior period adjustment in the amount of $9,024,000 to pension liability and beginning net position. For the years ended December 31, 2018 and 2017, the District recognized a pension related gain under the Plan of $1,864,000 and $293,000, respectively. At December 31, 2018, the District reported deferred outflows and inflows of resources related to the Plan from the following sources: 2018 Deferred outflows of resources Investment gains and losses $ 135,000 135,000 Deferred inflows of resources Investment gains and losses $ (57,000) (57,000) Net deferred outflows and inflows of resources $ 78,000 Amounts reported as deferred outflows of resources and deferred inflows of resources to pensions (net) will be recognized as pension gain(expense) as follows: Year ended December 30, 2019 $ 89,000 2020 46,000 2021 (38,000) 2022 (19,000) 78,000$ 18DRAFT West Contra Costa Healthcare District Notes to Financial Statements December 31, 2018 NOTE 7 - RETIREMENT PLANS (continued) The following is the aggregate pension expense for the years ended December 31, 2018 and 2017: 2018 2017 Interest cost 457,000$ 465,000$ Expected return on assets (128,000) (174,000) Amortization of liability gains and losses 733,000 - Amortization of assumption changes (3,066,000) (661,000) Amortization of investment gains and losses 89,000 48,000 Administrative expenses paid from trust (9,000) 29,000 (1,924,000)$ (293,000)$ The net pension liability at December 31, 2018 and 2017 is as follows: 2018 2017 Interest on total pension liability 456,000$ 465,000$ Liability (gain) loss 733,000 52,000 Assumption change (3,066,000) (661,000) Benefits paid (853,000) (818,000) Net change in total pension liability (2,730,000) (962,000) Total pension liability at beginning of the year 14,937,000 15,899,000 Total pension liability at the end of the year 12,207,000$ 14,937,000$ 19DRAFT West Contra Costa Healthcare District Notes to Financial Statements December 31, 2018 NOTE 7 - RETIREMENT PLANS (continued) The fiduciary net position at December 31, 2018 and 2017 is as follows: 2018 2017 Investment income (loss)226,000$ 265,000$ Employer contributions 1,000,000 - Benefits paid (853,000) (818,000) Administrative expenses (9,000) (29,000) Net change in total pension liability 364,000 (582,000) Total fiduciary net position at beginning of the year 2,516,000 3,098,000 Total fiduciary net position at the end of the year 2,880,000$ 2,516,000$ District's net pension liability (total liability less net position)9,327,000$ 12,421,000$ Plan fiduciary net position as a % of the total liability 24%17% Actuarially determined contributions 858,000$ 2,263,000$ Actual contributions (1,000,000) - Contribution (excess) deficiency (142,000)$ 2,263,000$ The following table summarizes the actuarial assumptions used to determine net pension liability and plan fiduciary net position as of December 31, 2018: Actuarial valuation date June 30, 2018 Methods and assumptions Actuarial cost method Unit credit (all benefits are fully accrued) Amortization method Straight line Asset valuation Market value of assets Investment rate of return 5.50% Inflation rate 2.00% Projected salary increases N/A Mortality table SOA RP-2014 Total Dataset Mortality projected with Scale MP-2017 20DRAFT West Contra Costa Healthcare District Notes to Financial Statements December 31, 2018 NOTE 7 - RETIREMENT PLANS (continued) Other disclosures about the non-contributory single employer defined benefit pension plan are as follows: Description of the Plan: Effective March 2, 2000, the District began a single-employer defined benefit plan. This plan became effective on that date with a plan year end of June 30. This plan guarantees participants with a specific lifetime benefit funded 100% by the District. Benefits provided: Benefitted full and part-time employees were eligible per plan specifications. The retirement formula is based on a percentage of the employee’s compensation in each calendar year. Credit for past service is given to benefitted full and part-time employees up through 2000, at the same retirement formula of the employee’s compensation in each consecutive calendar year in which the employee completed 1,000 hours of service. Employees covered by benefit terms: As of December 31, 2018, there are 218 active participants in the plan, 104 deferred vested participants and 114 retired participants. There are no participating employees. Contributions: The recommended contribution for the 2018 plan year is $858,000 (assuming contributions will be deposited throughout the plan year). Discount rate: The discount rate used to measure the total pension liability was 5.50%. In the previous valuation, the discount rate used to measure the total pension liability was also 5.50%. The projection of cash flows used to determine the discount rate assumed that member contributions will be made at the current contribution rate and that contributions from employers will be made at contractually required rates, actuarially determined. Based on these assumptions, the pension plan’s net position was projected to be available to make all projected future benefit payments of current plan members. Therefore, the long-term expected rate of return on pension plan investments was applied to all periods of projected benefit payments to determine the total pension liability. The long-term expected rate of return was determined net of pension plan investment expense but without reduction for pension plan administrative expense. Sensitivity of the net pension liability to changes in the discount rate: It is estimated that a 1% increase in the discount rate from 5.50% would decrease the net pension liability by approximately $931,000 and a 1% decrease in the discount rate from 5.50% would increase the net pension liability by approximately $1,092,000. 21DRAFT West Contra Costa Healthcare District Notes to Financial Statements December 31, 2018 NOTE 8 - COMMITMENTS AND CONTINGENCIES Litigation - The District may from time-to-time be involved in litigation and regulatory investigations, which arise in the normal course of doing business. After consultation with legal counsel, management estimates that matters existing as of December 31, 2018, will be resolved without material adverse effect on the District's future financial position, results from operations or cash flows. 22DRAFT RECOMMENDATION(S): DENY claims filed by Gerald J. Basler Jr., John Freeman and The Estate of Desiree R., Mary Ann Gipson, Madeline Henderson, Michael Kitterman, Mark A. Simpson, Kimberly Walter, Anjali Ward and Lilia Cast (2), and Mary Wright. DENY late claim filed by Betty Sakkis. FISCAL IMPACT: No fiscal impact. BACKGROUND: Gerald J. Basler Jr.: Property claim for damage to vehicle due to roadway hazard in the amount of $179.42 John Freeman & the Estate of Desiree R.: Personal injury claim for negligent death of child in foster care in undisclosed amount. Mary Ann Gipson: Personal injury claim for a trip and fall in an amount over $25,000. Madeline Henderson: Personal injury claim for a trip and fall in the amount of $5,000. Michael Kitterman: Personal injury claim for alleged dental negligence in the amount of $72,500. Mark A. Simpson: Property claim for damage to vehicle due to roadway hazard in undisclosed amount. APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 04/16/2019 APPROVED AS RECOMMENDED OTHER Clerks Notes: VOTE OF SUPERVISORS AYE:John Gioia, District I Supervisor Candace Andersen, District II Supervisor Diane Burgis, District III Supervisor Karen Mitchoff, District IV Supervisor Federal D. Glover, District V Supervisor Contact: Scott Selby 925.335.1400 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: April 16, 2019 David J. Twa, County Administrator and Clerk of the Board of Supervisors By: Stacey M. Boyd, Deputy cc: C. 8 To:Board of Supervisors From:David Twa, County Administrator Date:April 16, 2019 Contra Costa County Subject:Claims BACKGROUND: (CONT'D) Kimberly Walter: Personal injury claim for a trip and fall in an amount to be determined. Anjali Ward & Lila Cast: Personal injury claim for injuries arising out of a juvenile dependency action in the amount of $1,000,000. Mary Wright: Personal injury claim for wrongful death of Julian Clark in the amount of $100,000,000. Betty Sakkis: Request that the Board of Supervisors accept a late claim regarding claimant’s daughter’s conservatorship. RECOMMENDATION(S): ACCEPT Board members meeting reports for March 2019. FISCAL IMPACT: No fiscal impact. BACKGROUND: Government Code section 53232.3(d) requires that members of legislative bodies report on meetings attended for which there has been expense reimbursement (mileage, meals, lodging ex cetera). The attached reports were submitted by the Board of Supervisors members in satisfaction of this requirement. District V has nothing to report. CONSEQUENCE OF NEGATIVE ACTION: The Board of Supervisors will not be in compliance with Government Code 53232.3(d). APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 04/16/2019 APPROVED AS RECOMMENDED OTHER Clerks Notes: VOTE OF SUPERVISORS AYE:John Gioia, District I Supervisor Candace Andersen, District II Supervisor Diane Burgis, District III Supervisor Karen Mitchoff, District IV Supervisor Federal D. Glover, District V Supervisor Contact: Joellen Bergamini 925.335.1906 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: April 16, 2019 David J. Twa, County Administrator and Clerk of the Board of Supervisors By: June McHuen, Deputy cc: C. 9 To:Board of Supervisors From:David Twa, County Administrator Date:April 16, 2019 Contra Costa County Subject:ACCEPT Board members meeting reports for March 2019 ATTACHMENTS District IV March 2019 Report District II March 2019 Report District I March 2019 Report District III March 2019 Report Supervisor Karen Mitchoff March 2019 DATE MEETING NAME LOCATION PURPOSE 03/01/19 NACo Legislative Conference Washington DCAttend Legislative Conference 03/06/19 BAAQMD Board Meeting San Francisco Decisions on agenda items 03/06/19 CCTA Planning Committee Walnut Creek Decisions on agenda items 03/08/19 ABAG Administrative Committee San Francisco Decisions on agenda items 03/12/19 Board of Supervisors Meeting Martinez Decisions on agenda items 03/16/19 Blue Star Moms Memorial Dedication Pleasant Hill Community Outreach 03/18/19 BAAQMD Stationary Source Meeting San Francisco Decisions on agenda items 03/19/19 Board of Supervisors Meeting Martinez Decisions on agenda items 03/20/19 CCTA Authority Board Meeting Walnut Creek Decisions on agenda items 03/21/19 ABAG Legislation/Finance/Executive Board San Francisco Decisions on agenda items 03/22/19 DCC Supervisor In-Person Meeting Fairfield Water Advocacy 03/26/19 Board of Supervisors Meeting Martinez Decisions on agenda items 03/27/19 BAAQMD Legislation Committee San Francisco Decisions on agenda items 03/28/19 BAAQMD Mobile Source Committee San Francisco Decisions on agenda items Supervisor Candace Andersen – Monthly Meeting Report March 2019 Date Meeting Location 3/3-5 CALAPRS Conference Monterey 3/6 Orinda Rotary Orinda 3/6 Street Smarts event Danville 3/7 CCCTA Lafayette 3/7 Mayors Conf San Ramon 3/8 Redefining Mobility San Ramon 3/10 Wm Penn Mott Awards Orinda 3/11 Internal Ops Martinez 3/12 Board of Supervisors Martinez 3/13 CCCERA Concord 3/14 Housing Advisory Meeting Danville 3/14 East Bay EDA Oakland 3/18 Alamo Liaison Meeting Danville 3/18 Census Committee Martinez 3/18 SRV Museum Event Danville 3/19 Board of Supervisors Martinez 3/19 TRAFFIX Danville 3/19 Saranap Outreach meeting Walnut Creek 3/20 Orinda State of the City Orinda 3/20 Soroptimist Int’l San Ramon 3/21 CCCTA Concord 3/21 ABAG San Francisco 3/22 Lafayette Sunrise Rotary Lafayette 3/22 Meals on Wheels Lafayette 3/22 Lafayette Citizen of Year Lafayette 3/22 Fire Chief Retirement Pleasant Hill 3/25 SRVEF Student Recognition Danville 3/25 Directing Change Moraga 3/26 Board of Supervisors Martinez 3/27 CCCERA Concord 3/28 Danville State of Town Danville 3/28 CCCSWA Walnut Creek 3/28 EBEDA Oakland Supervisor John Gioia March – 2019 Monthly Meeting Statement Government Code section 53232.3(d) requires that members of legislative bodies report on meetings attended for which there has been expense reimbursement (mileage, meals, lodging, etc.). 1. Meeting Date: March 2 to March 5, 2019 Meeting: NACO Legislative Conference Location: Washington DC Supervisor Gioia sought reimbursement from the County only for meeting s that he attended in his capacity as a County Supervisor during the month of March, 2019 located outside Contra Costa County. Date Meeting Name Location 18-Mar Phone Meeting with County Administrator, David Twa Brentwood 20-Mar Phone Meeting with County Administrator, David Twa and Sheriff-Coroner David Livingston Brentwood 21-Mar Meeting with Head Start Executive Director, Camilla Rand Brentwood 21-Mar Phone Meeting with Save Mt. Diablo Brentwood 22-Mar Phone Meeting with Delta Counties Coalition Brentwood 25-Mar Contra Costa Health Plan Joint Conference Committee Meeting Martinez 25-Mar Northern Waterfront Economic Development Initiative Meeting Antioch 27-Mar Tri Delta Transit Meeting Antioch 28-Mar Meeting with County Water Agency, Ryan Hernandez Brentwood 28-Mar Phone Meeting with Richmond Community Foundation, Mariana Moore Brentwood 28-Mar Interview with Contra Costa Today Brentwood 29-Mar Making Cal Fresh Work Event Pleasant Hill 30-Mar Contra Costa County Farm Bureau 102nd Annual Event Antioch Supervisor Diane Burgis - March 2019 AB1234 Report (Government Code Section 53232.3(d) requires that members legislative bodies report on meetings attended for which there has been expense reimbursement (mileage, meals, lodging, etc). * Reimbursement may come from an agency other than Contra Costa County Purpose Business Meeting Business Meeting Business Meeting Business Meeting Business Meeting Business Meeting Business Meeting Business Meeting Business Meeting Business Meeting Business Meeting Community Outreach Community Outreach Supervisor Diane Burgis - March 2019 AB1234 Report (Government Code Section 53232.3(d) requires that members legislative bodies report on meetings attended for which there has been expense reimbursement (mileage, meals, lodging, etc). * Reimbursement may come from an agency other than Contra Costa County RECOMMENDATION(S): 1. ADOPT Resolution No. 2019/124 proclaiming May 9, 2019, as "Bike to Work Day" in Contra Costa County. 2. AUTHORIZE the County Administrator to sign a memorandum requesting County Department Heads to participate in outreach efforts to their employees for Bike to Work Day. FISCAL IMPACT: No fiscal impact. The Metropolitan Transportation Commission and 511.org provide outreach materials, distributed through existing County procedures. BACKGROUND: The goal of Bike to Work Day is to encourage County commuters to try bicycling to work on this day by offering a variety of incentives, such as a raffle for prizes and energizer stations with refreshments and educational materials for bicycle commuters throughout the County. The hope is that once individuals try bicycling to work, they will continue to commute by bicycle one or more days a week. Bicycling provides excellent exercise and is a non-polluting and energy-efficient form of transportation. APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 04/16/2019 APPROVED AS RECOMMENDED OTHER Clerks Notes: VOTE OF SUPERVISORS AYE:John Gioia, District I Supervisor Candace Andersen, District II Supervisor Diane Burgis, District III Supervisor Karen Mitchoff, District IV Supervisor Federal D. Glover, District V Supervisor Contact: Robert Sarmiento (925) 674-7822 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: April 16, 2019 David J. Twa, County Administrator and Clerk of the Board of Supervisors By: Stephanie Mello, Deputy cc: C. 10 To:Board of Supervisors From:John Kopchik, Director, Conservation & Development Department Date:April 16, 2019 Contra Costa County Subject:Bike to Work Day 2019 BACKGROUND: (CONT'D) National Bike Month and California Bike Commute Week are both in May. All nine Bay Area counties are participating in Bike to Work Day on May 9 at some level. The Metropolitan Transportation Commission, with the help of financial donations from event sponsors and volunteers, primarily funds Bike to Work Day in the San Francisco Bay Area. Cyclists can stop for refreshments and promotional materials at over 200 energizer stations throughout the Bay Area, over 50 of which will be located in Contra Costa County. 511 Contra Costa coordinates volunteers to work at energizer stations in Contra Costa County. Attached is a draft transmittal memo (Exhibit A) from the County Administrator to County Department Heads requesting that each department encourage their employees to participate in Bike to Work Day. Additional information on the event, including the location of energizer stations within the County and throughout the Bay Area, is available at this website: https://bayareabiketowork.com. With the Board's approval, posters and other outreach materials will be distributed to County departments for their use in outreach to County employees. CONSEQUENCE OF NEGATIVE ACTION: The County will not encourage its employees to participate in Bike to Work Day. AGENDA ATTACHMENTS Resolution 2019/124 Exhibit A - Bike to Work Day Memo MINUTES ATTACHMENTS Signed Resolution No. 2019/124 THE BOARD OF SUPERVISORS OF CONTRA COSTA COUNTY, CALIFORNIA and for Special Districts, Agencies and Authorities Governed by the Board Adopted this Resolution on 04/16/2019 by the following vote: AYE:5 John Gioia Candace Andersen Diane Burgis Karen Mitchoff Federal D. Glover NO: ABSENT: ABSTAIN: RECUSE: Resolution No. 2019/124 IN THE MATTER OF PROCLAIMING MAY 9, 2019 AS "BIKE TO WORK DAY" WHEREAS, breathing clean air is vital to healthy lungs and life; and WHEREAS, the County of Contra Costa encourages its employees and citizens to bicycle in order to improve air quality and promote the health benefits of bicycling; and WHEREAS, the County of Contra Costa acknowledges that bicycling to work is a viable commute mode to improve the "livability" of communities by reducing traffic noise and congestion; and WHEREAS, Bike to Work Days have proven effective in converting drivers into bicyclists and educating citizens about the public health benefits of bicycling to work regularly; and WHEREAS, National Bike Month and California Bike Commute Week are in May; and WHEREAS, all nine Bay Area counties are participating in Bike to Work Day on May 9, 2019. NOW, THEREFORE BE IT RESOLVED that the Contra Costa County Board of Supervisors hereby proclaims May 9, 2019 as "Bike to Work Day" in Contra Costa County. Contact: Robert Sarmiento (925) 674-7822 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: April 16, 2019 David J. Twa, County Administrator and Clerk of the Board of Supervisors By: Stephanie Mello, Deputy cc: C.10 County of Contra Costa Office of the County Administrator MEMORANDUM DATE: May 1, 2019 TO: All Departments FROM: David Twa, County Administrator SUBJECT: BIKE TO WORK DAY May 9, 2019 is Bike to Work Day, and County Departments are encouraged to participate in outreach efforts to promote the event. National Bike Month and California Bike Commute Week are both in May. All nine Bay Area counties are participating in Bike to Work Day on May 9 at some level. The goal of Bike to Work Day is to encourage County commuters to try bicycling to work on this day by offering a variety of incentives, such as a raffle for prizes and bicycle energizer stations with refreshments and educational materials for Bike to Work Day participants throughout the County. More information on the event and locations of energizer stations throughout the County can be found at this website: https://bayareabiketowork.com. County Departments are being asked to encourage their staff to ride a bike to work on Bike to Work Day. A competition has been created to see which department will have the highest number of participants in Bike to Work Day.1 Individual participants can record their 2019 Bike to Work Day participation in a survey (https://forms.gle/ZB9v6vWwxpnmJkbc7).2 Staff from the Department of Conservation and Development (DCD) will tally the number of participants by department and determine which department had greatest participation rate in Bike to Work Day. Staff from the DCD3 have volunteered to tune‐up bikes in the Martinez area (within two miles of the DCD offices at 30 Muir Road and before or after work hours) from now until May 9 to help you get ready for Bike to Work Day. Services include help fixing a flat, adjusting brakes and gears, and chain maintenance. If you would like promotional materials (i.e. posters) to display, please contact Robert Sarmiento, Department of Conservation and Development, at 925-674-7822 or robert.sarmiento@dcd.cccounty.us. 1 Each department’s Bike to Work Day participants will be weighted based on the total number of employees in that department. 2 DCD staff will accept bike rides to work on any work day on the week of May 6-10. 3 Contact Joe Lawlor, Current Planning- joseph.lawlor@dcd.cccounty.us or (925) 674-7802 APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 04/16/2019 APPROVED AS RECOMMENDED OTHER Clerks Notes: VOTE OF SUPERVISORS AYE:John Gioia, District I Supervisor Candace Andersen, District II Supervisor Diane Burgis, District III Supervisor Karen Mitchoff, District IV Supervisor Federal D. Glover, District V Supervisor Contact: 9259578860 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: April 16, 2019 David J. Twa, County Administrator and Clerk of the Board of Supervisors By: Stephanie Mello, Deputy cc: C. 11 To:Board of Supervisors From:Candace Andersen, District II Supervisor Date:April 16, 2019 Contra Costa County Subject:Resolution recognizing Fred Weil as the 2019 Moraga Citizen of the Year AGENDA ATTACHMENTS Resolution 2019/117 MINUTES ATTACHMENTS Signed Resolution No. 2019/117 In the matter of:Resolution No. 2019/117 recognizing Fred Weil as the 2019 Moraga Citizen of the Year. Fred Weil’s long and exceptional public service in elected office on the boards of local education and public safety districts spans a total of 34 years, including eight years on the Moraga Elementary School Board, thirteen years on the Acalanes High School Board, and thirteen years on the Moraga-Orinda Fire District Board; and Whereas, Fred’s many contributions to the community of Moraga extended well beyond his public agency board service, he provided his legal skills “pro bono” to the benefit of two of Moraga’s important institutions, the Moraga Educational Foundation for which he served as a Founding Director, and the Moraga Citizens Network, an outstanding institution that has brought the community together, for which he helped gain tax exemptions status; and Whereas, Fred’s public service career began in Moraga in 1973 as Director of the Campolindo Homeowners Association, he has also been the LYMA Girl’s Softball Chair, a Soda Aquatic Center Director, and a Director of the Acalanes Education Fund; and Whereas, In 2003, the Moraga Orinda Fire District appointed Fred as a Board member, he added significant value to the Board’s deliberations and effectiveness, always well prepared, he listened to all points of view in order to achieve a solution that was acceptable to all parties; and Whereas, Fred Weil treats everyone with great respect, he is hard-working, dedicated, has strong family values and is deeply committed to everything he does. that the Board of Supervisors of Contra Costa County does hereby honor Fred Weil for his long-standing dedication to the town of Moraga. ___________________ JOHN GIOIA Chair, District I Supervisor ______________________________________ CANDACE ANDERSEN DIANE BURGIS District II Supervisor District III Supervisor ______________________________________ KAREN MITCHOFF FEDERAL D. GLOVER District IV Supervisor District V Supervisor I hereby certify that this is a true and correct copy of an 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: April 16, 2019 David J. Twa, By: ____________________________________, Deputy C.11 APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 04/16/2019 APPROVED AS RECOMMENDED OTHER Clerks Notes: VOTE OF SUPERVISORS AYE:John Gioia, District I Supervisor Candace Andersen, District II Supervisor Diane Burgis, District III Supervisor Karen Mitchoff, District IV Supervisor Federal D. Glover, District V Supervisor Contact: Kate Rauch 510-231-8691 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: April 16, 2019 David J. Twa, County Administrator and Clerk of the Board of Supervisors By: Stephanie Mello, Deputy cc: C. 12 To:Board of Supervisors From:John Gioia, District I Supervisor Date:April 16, 2019 Contra Costa County Subject:Declaring April 16, 2019 Education & Sharing Day in Contra Costa County AGENDA ATTACHMENTS Resolution 2019/128 MINUTES ATTACHMENTS Signed Resolution No. 2019/128 In the matter of:Resolution No. 2019/128 Declaring April 16, 2019 Education & Sharing Day in Contra Costa County Whereas, Excellence in education is vital to the success of our Country, and in Contra Costa County we seek to instill in each child and young person a good education and educational opportunities; and Whereas, By preparing our students for the responsibilities and opportunities of the future, good education develops the whole child or whole person, through lessons on language, arts, math, science, technology, health and ethics; and Whereas, The Rabbi Menachem Schneerson, a Russian-born American orthodox Jew who died in 1994 and was considered one of the most influential Jewish leaders of the 20th century, dedicated his life to the betterment of mankind and improving education; and Whereas, Rabbi Schneerson taught that education shouldn't be limited to the acquisition of personal knowledge and preparation for a career, but also for improving society as a whole or the betterment of society, and therefore encompass building character, with emphasis on the development of moral and ethical values, which are a bedrock of society; and Whereas, The United States Congress in 1978 established Education & Sharing Day as an annual commemoration of the values, beliefs and achievements of Rabbi Menachem Schneerson; and Whereas, In 1994, Rabbi Schneerson was posthumously awarded the Congressional Gold Medal for his "outstanding and lasting contributions toward improvements in world education, morality, and acts of charity;" and That the Board of Supervisors of Contra Contra County do hereby declare April 16, 2019 as Education & Sharing Day in Contra Costa County in honor of the educational mission of Rabbi Menachem Schneerson, and call on educators, volunteers and citizens to reach out to young people to support their educational growth, development and potential. ___________________ JOHN GIOIA Chair, District I Supervisor ______________________________________ CANDACE ANDERSEN DIANE BURGIS District II Supervisor District III Supervisor ______________________________________ KAREN MITCHOFF FEDERAL D. GLOVER District IV Supervisor District V Supervisor I hereby certify that this is a true and correct copy of an 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: April 16, 2019 David J. Twa, By: ____________________________________, Deputy C.12 APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 04/16/2019 APPROVED AS RECOMMENDED OTHER Clerks Notes: VOTE OF SUPERVISORS AYE:John Gioia, District I Supervisor Candace Andersen, District II Supervisor Diane Burgis, District III Supervisor Karen Mitchoff, District IV Supervisor Federal D. Glover, District V Supervisor Contact: Chris Wikler, 9255217100 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: April 16, 2019 David J. Twa, County Administrator and Clerk of the Board of Supervisors By: Stephanie Mello, Deputy cc: C. 13 To:Board of Supervisors From:Karen Mitchoff, District IV Supervisor Date:April 16, 2019 Contra Costa County Subject:Resolution Recognizing April 2019 as National Sexual Assault Awareness Month AGENDA ATTACHMENTS Resolution 2019/129 MINUTES ATTACHMENTS Signed Resolution No. 2019/129 In the matter of:Resolution No. 2019/129 Recognizing April, 2019 as National Sexual Assault Awareness Month WHEREAS, In California there were 14,724 forcible rapes in 2017 and 274 forcible rapes reported in Contra Costa County in the same year; with an increasing number affecting adolescents, and    WHEREAS, sexual assault affects every person of Contra Costa County as a victim/survivor or as a family member, significant other, neighbor or co-worker of a victim/survivor; and     WHEREAS, many citizens of Contra Costa County are working to provide quality services and assistance to sexual assault survivors; and dedicated volunteers help staff 24-hour crisis hotlines, respond to emergency calls and offer support, comfort and advocacy during forensic exams, criminal proceedings, and throughout the healing process; and     WHEREAS, staff and volunteers of Community Violence Solutions and its Rape Crisis Center, Children’s Interview Center, Prevention Department, HOPE Therapy Services and Anti-Trafficking Project programs in Contra Costa County are promoting education by offering training to schools, churches, and civic organizations, as well as medical, mental health, law enforcement, education, and criminal justice personnel regarding sexual assault issues; and     WHEREAS, it is vitally important that continued educational efforts to provide information about prevention and services for sexual assault be supported and enhanced; and     WHEREAS, it is critical to intensify public awareness of sexual assault, to educate people about the need for citizen involvement in efforts to reduce sexual violence, to increase support for agencies providing sexual assault services, and to increase awareness of the healing power of creative expression; and     WHEREAS, Community Violence Solutions requests public support and assistance as it continues to work toward a society where all women, children, and men can live in peace, free from violence and exploitation; NOW THEREFORE BE IT RESOLVED, That the Board of Supervisors of Contra Costa County, join anti-sexual violence advocates and support service programs in the belief that all community members must be part of the solution to end sexual violence. Along with the United States Government and State of California, The Contra Costa County Board of Supervisors does hereby proclaim April as “Sexual Assault Awareness Month!”  ___________________ JOHN GIOIA Chair, District I Supervisor   ______________________________________ CANDACE ANDERSEN DIANE BURGIS District II Supervisor District III Supervisor   ______________________________________ KAREN MITCHOFF FEDERAL D. GLOVER District IV Supervisor District V Supervisor   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:    April  16, 2019    David J. Twa,    By: ____________________________________, Deputy C.13 APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 04/16/2019 APPROVED AS RECOMMENDED OTHER Clerks Notes: VOTE OF SUPERVISORS AYE:John Gioia, District I Supervisor Candace Andersen, District II Supervisor Diane Burgis, District III Supervisor Karen Mitchoff, District IV Supervisor Federal D. Glover, District V Supervisor Contact: James Lyons, 510-231-8692 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: April 16, 2019 David J. Twa, County Administrator and Clerk of the Board of Supervisors By: Stephanie Mello, Deputy cc: C. 14 To:Board of Supervisors From:John Gioia, District I Supervisor Date:April 16, 2019 Contra Costa County Subject:Honoring Bryan Canty as the recipient of the 2019 Red Cross Good Samaritan Award AGENDA ATTACHMENTS Resolution 2019/145 MINUTES ATTACHMENTS Signed Resolution No. 2019/145 In the matter of:Resolution No. 2019/145 Honoring Bryan Canty, recipient of the 2019 Red Cross Good Samaritan Award WHERAS; Bryan Canty is a student studying emergency medicine at Dozier-Libbey Medical High School in Antioch, California; and WHEREAS; Bryan's medical training was put to the test when he found an unresponsive student in his school's gymnasium; and WHEREAS; Bryan stabilized the student, waited for first responders to arrive and provided the first responder team with a thorough report; and WHEREAS; Bryan currently holds the title of Certified First Responder and aspires to continue his medical training after graduation from high school We, the Contra Costa County Board of Supervisors, commend Bryan Canty for his skills and heroism ___________________ JOHN GIOIA Chair, District I Supervisor ______________________________________ CANDACE ANDERSEN DIANE BURGIS District II Supervisor District III Supervisor ______________________________________ KAREN MITCHOFF FEDERAL D. GLOVER District IV Supervisor District V Supervisor 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: April 16, 2019 David J. Twa, By: ____________________________________, Deputy C.14 APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 04/16/2019 APPROVED AS RECOMMENDED OTHER Clerks Notes: VOTE OF SUPERVISORS AYE:John Gioia, District I Supervisor Candace Andersen, District II Supervisor Diane Burgis, District III Supervisor Karen Mitchoff, District IV Supervisor Federal D. Glover, District V Supervisor Contact: James Lyons, 510-231-8692 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: April 16, 2019 David J. Twa, County Administrator and Clerk of the Board of Supervisors By: Stephanie Mello, Deputy cc: C. 15 To:Board of Supervisors From:John Gioia, District I Supervisor Date:April 16, 2019 Contra Costa County Subject:Honoring Samantha Barhouse as the recipient of the 2019 Red Cross Disaster Service Award AGENDA ATTACHMENTS Resolution 2019/144 MINUTES ATTACHMENTS Signed Resolution No. 2019/144 In the matter of:Resolution No. 2019/144 Honoring Samantha Barhouse, recipient of the 2019 Red Cross Disaster Service Award WHEREAS; Samantha Barnhouse was leaving her apartment in Antioch when she saw smoke coming from an apartment across the driveway; and WHEREAS; Samantha was told by a neighbor that a resident of the burning apartment was paralyzed and could not get out of the apartment without assistance; and WHEREAS; Ms. Barnhouse ran into the burning apartment past the flames in the kitchen and headed towards the bedrooms in the back of the apartment; and WHEREAS; Samantha found 77 year old Lobis Burton, a disabled senior, sitting in an office chair, covered him with a robe and pulled him to safety, with her eyes closed because of the thick smoke. We, the Contra Costa County Board of Supervisors, acknowledge and commend Samantha Barnhouse for her bravery and heroism ___________________ JOHN GIOIA Chair, District I Supervisor ______________________________________ CANDACE ANDERSEN DIANE BURGIS District II Supervisor District III Supervisor ______________________________________ KAREN MITCHOFF FEDERAL D. GLOVER District IV Supervisor District V Supervisor 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: April 16, 2019 David J. Twa, By: ____________________________________, Deputy C.15 APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 04/16/2019 APPROVED AS RECOMMENDED OTHER Clerks Notes: VOTE OF SUPERVISORS AYE:John Gioia, District I Supervisor Candace Andersen, District II Supervisor Diane Burgis, District III Supervisor Karen Mitchoff, District IV Supervisor Federal D. Glover, District V Supervisor Contact: James Lyons, 510-231-8692 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: April 16, 2019 David J. Twa, County Administrator and Clerk of the Board of Supervisors By: Stephanie Mello, Deputy cc: C. 16 To:Board of Supervisors From:John Gioia, District I Supervisor Date:April 16, 2019 Contra Costa County Subject:Honoring San Damiano Retreat Center as the recipient of the 2019 Red Cross Community Service Award AGENDA ATTACHMENTS Resolution 2019/143 MINUTES ATTACHMENTS Signed Resolution No. 2019/143 In the matter of:Resolution No. 2019/143 Honoring Danville's San Damiano Retreat Center, recipient of the 2019 Red Cross Community Service Award WHEREAS; the 2018 Camp Fire was the deadliest and most devastating wildfire in California history; and WHEREAS; the tragic fire which occurred shortly before the holiday season was a cruel reality for the affected residents; and WHEREAS; the San Damiano Retreat Center is usually closed during the week of Christmas; and WHEREAS; the Friars who run the 78-bed center decided to open it to Camp Fire victims and 40 families accepted their offer; and WHEREAS; many of the staff of the center are volunteers, like Cher Orio ,who along with her husband stayed at the center over the holidays to help Camp Fire evacuees. We, the Contra Costa County Board of Supervisors, acknowledge and commend the San Damiano Retreat Center for their volunteerism and generosity in opening their doors to those in need ___________________ JOHN GIOIA Chair, District I Supervisor ______________________________________ CANDACE ANDERSEN DIANE BURGIS District II Supervisor District III Supervisor ______________________________________ KAREN MITCHOFF FEDERAL D. GLOVER District IV Supervisor District V Supervisor 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: April 16, 2019 David J. Twa, By: ____________________________________, Deputy C.16 RECOMMENDATION(S): ADOPT Ordinance No. 2019-11, linking the base salary for members of the Board of Supervisors to the salaries of superior court judges and increasing Board members’ salaries to 60% of judges’ salaries for the period between July 1, 2019 and December 31, 2019; to 63% of judges’ salaries for the period between January 1, 2020 and December 31, 2020, and to 65% of judges’ salaries thereafter; plus, the same periodic increases as are granted by the legislature to the judges. FISCAL IMPACT: 100% County General Fund. The fiscal year 2019-20 recommended increase to base salary would result in a total increased payroll cost of approximately $75,020 of which $16,476 is the County contribution to retirement cost. BACKGROUND: A five member Ad Hoc APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 04/16/2019 APPROVED AS RECOMMENDED OTHER Clerks Notes: VOTE OF SUPERVISORS AYE:John Gioia, District I Supervisor Karen Mitchoff, District IV Supervisor Federal D. Glover, District V Supervisor NO:Candace Andersen, District II Supervisor Diane Burgis, District III Supervisor Contact: David Twa, (925) 335-1080 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: April 16, 2019 David J. Twa, County Administrator and Clerk of the Board of Supervisors By: Stephanie Mello, Deputy cc: C. 17 To:Board of Supervisors From:David Twa, County Administrator Date:April 16, 2019 Contra Costa County Subject:Adopt Ordinance to Adjust Board of Supervisors Compensation BACKGROUND: (CONT'D) Committee on Board of Supervisors’ Compensation had a series of meetings over a two-month period and came to a unanimous set of recommendations which were presented to the Board on March 26, 2019, by Tom Hansen, Chair of the Committee: RECOMMENDATIONS: 1) The salary of Board of Supervisors’ members should be adjusted to the average of the 9 Bay Area Counties and tied to the Superior Court Judges to be consistent with 7 of the 9 Bay Area Counties methodology for any future adjustments. 2) Adjust the Board of Supervisors’ base salary, starting with July 1, 2019, to tie future salary adjustments to 60% of the Superior Court Judges’ salaries. 3) Adjust the Board of Supervisors’ base salary, starting with January 1, 2020, to tie future salary adjustments to 63% of the Superior Court Judges’ salaries. 4) Adjust the Board of Supervisors’ base salary, starting with January 1, 2021 and future years, to tie future salary adjustments to 65% of the Superior Court Judges’ salaries. The Board of Supervisors accepted the report of the Ad Hoc Committee and directed the County Administrator and County Counsel to prepare an ordinance reflecting the committee’s recommendations for introduction on April 9, 2019, and adoption on April 16, 2019. In addition to the fixed increases described above, the ordinance provides for ongoing increases to Board members’ salaries, at the same time and in the same percentage, as are granted by the legislature to judges of the Contra Costa County Superior Court, so that the salaries of Board members consistently track the authorized percentage of judges’ salaries. For purposes of transparency, the ordinance requires that for all adjustments other than those scheduled to occur on July 1, 2019, January 1, 2020 and January 1, 2021, a “notice of adjustment in compensation paid to members of the Board of Supervisors” will be placed on the agenda of a regular meeting of the Board of Supervisors at least ten days prior to the date adjustments are implemented. CONSEQUENCE OF NEGATIVE ACTION: Should the Board of Supervisors elect not to adopt the ordinance, the status quo would be maintained. AGENDA ATTACHMENTS Ordinance 2019-11 MINUTES ATTACHMENTS Signed Ordinance No. 2019-11 RECOMMENDATION(S): Accept the resignation of Ylan Hunt from Appointed Seat 7 of the El Sobrante Municipal Advisory Council. Please declare Appointed Seat 7 seat vacant. FISCAL IMPACT: None BACKGROUND: Ms. Hunt has been serving successfully and now wishes to resign her seat to focus on other priorities. APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 04/16/2019 APPROVED AS RECOMMENDED OTHER Clerks Notes: VOTE OF SUPERVISORS AYE:John Gioia, District I Supervisor Candace Andersen, District II Supervisor Diane Burgis, District III Supervisor Karen Mitchoff, District IV Supervisor Federal D. Glover, District V Supervisor Contact: James Lyons, 510-231-8692 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: April 16, 2019 David J. Twa, County Administrator and Clerk of the Board of Supervisors By: Stacey M. Boyd, Deputy cc: C. 18 To:Board of Supervisors From:John Gioia, District I Supervisor Date:April 16, 2019 Contra Costa County Subject:Accept the resignation of Ylan Hunt from Appointed Seat 7 of the El Sobrante Municipal Advisory Council AGENDA ATTACHMENTS MINUTES ATTACHMENTS Vacancy Notice RECOMMENDATION(S): APPROVE the termination of Robert Williams III, DECLARE a vacancy in Labor Seat #2 on the Workforce Development Board of Contra Costa, and DIRECT the Clerk of the Board to post the vacancy, as recommended by the Employment and Human Services Director. FISCAL IMPACT: There is no fiscal impact. BACKGROUND: Robert Williams III was appointed March 29, 2016 with an expiration date of June 30, 2020. However, following that appointment, he has been unable to attend Workforce Development Board of Contra Costa (WDB) regularly scheduled meetings. The Workforce Development Board approved this termination at its February 5, 2019 meeting. Pursuant to the Workforce Development Board bylaws, Article X B., this board order would terminate the appointment to the Labor Seat #2 and have the vacancy declared by the Clerk of the Board. WDB is a business-led body with the mission to shape and strengthen local and regional workforce development efforts. WDB brings together leaders from business, economic development, APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 04/16/2019 APPROVED AS RECOMMENDED OTHER Clerks Notes: VOTE OF SUPERVISORS AYE:John Gioia, District I Supervisor Candace Andersen, District II Supervisor Diane Burgis, District III Supervisor Karen Mitchoff, District IV Supervisor Federal D. Glover, District V Supervisor Contact: Elaine Burres, 608-4960 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: April 16, 2019 David J. Twa, County Administrator and Clerk of the Board of Supervisors By: Stacey M. Boyd, Deputy cc: C. 19 To:Board of Supervisors From:Kathy Gallagher, Employment & Human Services Director Date:April 16, 2019 Contra Costa County Subject:Workforce Development Board of Contra Costa Termination BACKGROUND: (CONT'D) education, labor, community based organizations, and public agencies to align a variety of resources and organizations to enhance the competitiveness of the local workforce and support economic vitality in Contra Costa County. CONSEQUENCE OF NEGATIVE ACTION: The Workforce Development Board of Contra Costa may not be able to carry out routine business. AGENDA ATTACHMENTS MINUTES ATTACHMENTS Vacancy Notice RECOMMENDATION(S): APPOINT the following individuals to the Contra Costa Local Planning and Advisory Council for Early Care and Education, as recommended by the Local Planning Council: Candy Duperroir to the Discretionary 1 East County seat and Amy Wells to the Public Agency 1 West County seat to complete the unexpired terms ending on April 30, 2021, and Jacqueline Smith to the Provider 3 Central/South County to complete the unexpired term ending on April 30, 2019 and to a new term ending on April 30, 2022. FISCAL IMPACT: No fiscal impact. BACKGROUND: The Contra Costa County Local Planning Council for Child Care and Development (LPC) was established in April 1998. Required by AB 1542, which was passed in 1993, 30 members of the LPC were appointed by the County Board of Supervisors and the County Superintendent of Schools. Childcare consumers and providers, public agency representatives, and community representatives each comprise 20% of the LPC. The remaining 20% are discretionary appointees. Membership is for a three-year term. On January 7, 2003, membership was decreased from 30 to 25 members, due to the difficulty in filling all of the seats. On September 19, 2012, membership was further decreased from 25 to 20, due to continued difficulty to fill APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 04/16/2019 APPROVED AS RECOMMENDED OTHER Clerks Notes: VOTE OF SUPERVISORS AYE:John Gioia, District I Supervisor Candace Andersen, District II Supervisor Diane Burgis, District III Supervisor Karen Mitchoff, District IV Supervisor Federal D. Glover, District V Supervisor Contact: Julie DiMaggio Enea (925) 335-1077 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: April 16, 2019 David J. Twa, County Administrator and Clerk of the Board of Supervisors By: Stacey M. Boyd, Deputy cc: LPC, CAO-H&HS, CAO-Muni Svcs C. 20 To:Board of Supervisors From:David Twa, County Administrator Date:April 16, 2019 Contra Costa County Subject:RECOMMENDATIONS FOR APPOINTMENT TO THE LOCAL PLANNING COUNCIL FOR EARLY CARE AND EDUCATION BACKGROUND: (CONT'D) vacant seats. Official reduction of appointed seats provides flexibility to ensure quorum is met in order to conduct Council business. Current membership consists of the following: Four consumer representatives - a parent or person who receives or has received child care services in the past 36 months; Four child care providers - a person who provides child care services or represents persons who provide child care services; Four public agency representatives - a person who represents a city, county, city and county, or local education agency; Four community representatives - a person who represents an agency or business that provides private funding for child care services or who advocates for child care services through participation in civic or community based organizations; Four discretionary appointees - a person appointed from any of the above four categories or outside of those categories at the discretion of the appointing agencies. Appointments to the LPC are subject to the approval of the Board of Supervisors and County Superintendent of Schools, Lynn Mackey. The Board of Supervisors designated the Family and Human Services (FHS) Committee to review and recommend appointments on its behalf. Since the FHS Committee did not meet in March 2019, recommendations for appointment in this instance are being made directly to the Board of Supervisors in order to expedite the filling of vacancies and promote achievement of a meeting quorum in April. ATTACHMENTS Letter of Recommendation from Superintendent of Schools Candidate Application_CDuperroir_LPC Candidate Application_JSmith_LPC Candidate Application_AWells_LPC RECOMMENDATION(S): APPOINT and DECLARE ELECTED Members of the Contra Costa County Retirement Board for the June 25, 2019 Election, in lieu of election for offices and terms below: Three-year terms beginning July 1, 2019 and ending June 30, 2022: General Member #2- David MacDonald, Vallejo, CA Retired Member #8- Louis A. Kroll, Vacaville, CA Alternate Retired Member #8- Michael Sloan, Brentwood, CA Unexpired term beginning July 1, 2019 and ending June 30, 2020: Alternate Safety Member #7- Donald Finley, Saint Helena, CA FISCAL IMPACT: None APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 04/16/2019 APPROVED AS RECOMMENDED OTHER Clerks Notes: VOTE OF SUPERVISORS AYE:John Gioia, District I Supervisor Candace Andersen, District II Supervisor Diane Burgis, District III Supervisor Karen Mitchoff, District IV Supervisor Federal D. Glover, District V Supervisor Contact: Rosa Mena, 925.335.7806 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: April 16, 2019 David J. Twa, County Administrator and Clerk of the Board of Supervisors By: Stacey M. Boyd, Deputy cc: C. 21 To:Board of Supervisors From:Joseph E. Canciamilla, Clerk-Recorder Date:April 16, 2019 Contra Costa County Subject:APPOINT and DECLARE ELECTED Members of the Contra Costa County Retirement Board for the June 25, 2019 Election BACKGROUND: Only one candidate filed for each of the offices of the Contra Costa County Retirement Board. Election Code 10515 provides that candidates who filed for an office for which the number of candidates equaled or did not exceed the number required to be elected, be "Appointed-in-Lieu of Election" by the Board of Supervisors as if they were elected. CONSEQUENCE OF NEGATIVE ACTION: These candidates will not be sworn in as provided by law. RECOMMENDATION(S): ACCEPT the resignation of Mark Thomson from the District V Alternate seat on the Sustainability Commission, DECLARE a vacancy in the District V Alternate seat on the Sustainability Commission, and DIRECT the Clerk of the Board to post the vacancy. FISCAL IMPACT: None. BACKGROUND: On March 14, 2017, the Board of Supervisors appointed Mark Thomson to the District V Alternate seat on the County's Sustainability Commission. On March 18, 2019, Mr. Thomson notified the County Sustainability Coordinator that he is no longer able to serve on the Sustainability Commission. Consistent with the Sustainability Commission Bylaws, the Sustainability Coordinator shared this information with the Clerk of the Board and the Chair of the Sustainability Commission. The term of the District V Alternate member expires on March 31, 2021. Consistent with the Sustainability Commission Bylaws, "A vacancy during the term of any member will be filled by the Board of Supervisors for the remainder of the then-current term." APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 04/16/2019 APPROVED AS RECOMMENDED OTHER Clerks Notes: VOTE OF SUPERVISORS AYE:John Gioia, District I Supervisor Candace Andersen, District II Supervisor Diane Burgis, District III Supervisor Karen Mitchoff, District IV Supervisor Federal D. Glover, District V Supervisor Contact: Jody London, 925-674-7871 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: April 16, 2019 David J. Twa, County Administrator and Clerk of the Board of Supervisors By: Stacey M. Boyd, Deputy cc: C. 22 To:Board of Supervisors From:John Kopchik, Director, Conservation & Development Department Date:April 16, 2019 Contra Costa County Subject:DIRECT the Clerk of the Board to post a vacancy in the District V Alternate Seat on the Sustainability Commission CONSEQUENCE OF NEGATIVE ACTION: Failure to fill the vacancy limits the ability of the Sustainability Coordinator to fulfill its purpose. AGENDA ATTACHMENTS MINUTES ATTACHMENTS Vacancy Notice APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 04/16/2019 APPROVED AS RECOMMENDED OTHER Clerks Notes: VOTE OF SUPERVISORS AYE:John Gioia, District I Supervisor Candace Andersen, District II Supervisor Diane Burgis, District III Supervisor Karen Mitchoff, District IV Supervisor Federal D. Glover, District V Supervisor Contact: Lea Castleberry 925-252-4500 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: April 16, 2019 David J. Twa, County Administrator and Clerk of the Board of Supervisors By: Stacey M. Boyd, Deputy cc: C. 23 To:Board of Supervisors From:Diane Burgis, District III Supervisor Date:April 16, 2019 Contra Costa County Subject:APPOINTMENTS TO THE KNIGHTSEN TOWN ADVISORY COUNCIL RECOMMENDATION(S): (CONT'D) APPOINT the following individuals to the Knightsen Town Advisory Council to a term expiring December 31, 2020, as recommended by Supervisor Diane Burgis. Appointee 1 Kim Carone Knightsen, CA 94548 Appointee 2 Andrew Steudle Knightsen, CA 94548 Appointee 3 Carol Stone Knightsen, CA 94548 Appointee 4 Karen Reyna Knightsen, CA 94548 Appointee 5 VACANT SEAT FISCAL IMPACT: None. BACKGROUND: The District 3 office advertised for the vacant seats on the Knightsen Town Advisory Council. Applications were accepted and the recommendation to appoint the above individuals was then determined. RECOMMENDATION(S): Accept the resignation of Anthony King from seat 3 of the East Richmond Heights Municipal Advisory Council. Declare seat 3 vacant. FISCAL IMPACT: None BACKGROUND: Mr. King has been committed to serving on the East Richmond Heights Municipal Advisory Council and is now resigning for personal reasons. APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 04/16/2019 APPROVED AS RECOMMENDED OTHER Clerks Notes: VOTE OF SUPERVISORS AYE:John Gioia, District I Supervisor Candace Andersen, District II Supervisor Diane Burgis, District III Supervisor Karen Mitchoff, District IV Supervisor Federal D. Glover, District V Supervisor Contact: James Lyons, 510-231-8692 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: April 16, 2019 David J. Twa, County Administrator and Clerk of the Board of Supervisors By: Stacey M. Boyd, Deputy cc: C. 24 To:Board of Supervisors From:John Gioia, District I Supervisor Date:April 16, 2019 Contra Costa County Subject:Accept the resignation of Anthony King from seat 3 of the East Richmond Heights Municipal Advisory Council AGENDA ATTACHMENTS MINUTES ATTACHMENTS Vacancy Notice RECOMMENDATION(S): APPOINT Jonathan Bash, representing the Sierra Club, to the Environmental Organizations #2 seat on the Hazardous Materials Commission to complete the unexpired term ending on December 31, 2019 and to a new term that will expire on December 31, 2023. FISCAL IMPACT: No fiscal impact. BACKGROUND: In 2013, IOC reviewed Board Resolution Nos. 2011/497 and 2011/498, which stipulate that applicants for At Large/Non Agency-Specific seats on specified bodies are to be interviewed by a Board Committee. The Internal Operations Committee (IOC) made a determination that it would delegate the screening and nomination of Hazardous Materials Commission candidates to the Commission, for review by the IOC. The Hazardous Materials Commission was established in 1986 to advise the Board, County Staff and the mayor's council members, and staffs of the cities within the County, on issues related to the development, approval and administration of the County Hazardous Waste Management Plan. Specifically, the Board charged the Commission with drafting a Hazardous Materials Storage and Transportation Plan APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 04/16/2019 APPROVED AS RECOMMENDED OTHER Clerks Notes: VOTE OF SUPERVISORS AYE:John Gioia, District I Supervisor Candace Andersen, District II Supervisor Diane Burgis, District III Supervisor Karen Mitchoff, District IV Supervisor Federal D. Glover, District V Supervisor Contact: Julie DiMaggio Enea (925) 335-1077 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: April 16, 2019 David J. Twa, County Administrator and Clerk of the Board of Supervisors By: Stacey M. Boyd, Deputy cc: Hazardous Materials Ombudsman, IOC Staff C. 25 To:Board of Supervisors From:INTERNAL OPERATIONS COMMITTEE Date:April 16, 2019 Contra Costa County Subject:RECOMMENDATION FOR APPOINTMENT TO THE HAZARDOUS MATERIALS COMMISSION BACKGROUND: (CONT'D) and Ordinance, coordinating the implementation of the Hazardous Materials Release Response Plan and inventory program, and analyzing and developing recommendations regarding hazards materials issues with consideration to broad public input, and reporting back to the Board on Board referrals. The Environmental Organizations #2 seat was declared vacant by the Board of Supervisors on June 13, 2018 due to resignation, and was posted by the Clerk of the Board. The bylaws of the Commission provide that Environmental Organizations #2 seat be nominated by an environmental organization, but that no particular environmental organization will have an exclusive right to nominate an individual to this seat and, therefore, which environmental organization is represented on the Hazardous Materials Commission rests with the Internal Operation Committee and ultimately the Board of Supervisors. The Hazardous Materials Commission advertised for this open seat and received one application. On February 28, 2019, the Commission voted unanimously to recommend that Jonathan Bash be appointed to this seat. His application and letter of recommendation from the Sierra Club are attached. The Internal Operations Committee reviewed and approved this recommendation at its regular meeting on April 8, 2019. Since the current seat term will expire on December 31, 2019, the Committee is recommending that Mr. Bash be appointed to complete the current term and also to a new four-year term that will expire on December 31, 2023. ATTACHMENTS Candidate Application_Jonathan Bash_HazMat Comm Ltr of Recommendation_Sierra Club Submit Date: Jan 26, 2019 Seat Name (if applicable) First Name Middle Initial Last Name Email Address Home Address Suite or Apt City State Postal Code Primary Phone Employer Job Title Occupation Contra Costa County Boards & Commissions Application Form Profile Which Boards would you like to apply for? Hazardous Materials Commission: Submitted Sustainability Commission: Submitted Describe why you are interested in serving on this advisory board/commission (please limit your response to one paragraph). As an Executive Board Member of Sierra Club Mt. Diablo and a Political Committee Member of Sierra Club San Francisco Bay, I hope to further serve my community by stepping up as a proactive conduit between the region's environmental movement and Contra Costa County. I believe I'll be able to contribute greatly to the mission of one or both commission(s), having spent most of my government, community and public relations career advocating for health and environmental issues. I also bring previous commission experience as Chair of the City of Martinez Civil Service Commission. If appointed, I hope to represent the Sierra Club's -- and its partners' -- perspectives, and act as a voice for a younger generation tasked with fighting climate change and protecting our community from unacceptable levels of pollution. This application is used for all boards and commissions Do you, or a business in which you have a financial interest, have a contract with Contra Costa Co.? Yes No Is a member of your family (or step-family) employed by Contra Costa Co.? Yes No HazMat: Enviro Org; Sustain: Community OR Env. Justice Jonathan T Bash Martinez CA 94553 Rubicon Programs, Inc.Communications Manager Nonprofit Public Relations Jonathan T Bash Page 1 of 6 If "Other" was Selected Give Highest Grade or Educational Level Achieved Name of College Attended Course of Study / Major Units Completed Degree Type Date Degree Awarded Name of College Attended Course of Study / Major Units Completed Education History Select the highest level of education you have received: Other College/ University A Type of Units Completed Quarter Degree Awarded? Yes No College/ University B Type of Units Completed None Selected Degree Awarded? Yes No Bachelor's Degree UCLA Political Science/Public Affairs 253 Bachelor's Degree 6/14/2013 Jonathan T Bash Page 2 of 6 Degree Type Date Degree Awarded Name of College Attended Course of Study / Major Units Completed Degree Type Date Degree Awarded Course Studied Hours Completed College/ University C Type of Units Completed None Selected Degree Awarded? Yes No Other schools / training completed: Certificate Awarded? Yes No Work History Please provide information on your last three positions, including your current one if you are working. 1st (Most Recent) Jonathan T Bash Page 3 of 6 Dates (Month, Day, Year) From - To Hours per Week Worked? Position Title Dates (Month, Day, Year) From - To Hours per Week Worked? Position Title Dates (Month, Day, Year) From - To Volunteer Work? Yes No Employer's Name and Address Rubicon Programs, Inc. 2500 Bissell Ave. Richmond, CA 94804 Duties Performed - Chief storyteller and media advocate for a large community-based organization that fights poverty in Contra Costa and Alameda County - Develops Rubicon’s strategic communications strategy and editorial calendar, leads media and community relations, and oversees contractors - Manages Rubicon’s brand, website, blog, social media and digital advertising, and writes, designs and edits print, video & audio content 2nd Volunteer Work? Yes No Employer's Name and Address Contra Costa County, Office of Supervisor Diane Burgis 651 Pine St. Martinez, CA 94553 Duties Performed - Coordinated communications, managed office operations, served as the member’s policy adviser, and represented the Supervisor at community stakeholder meetings 3rd 6/19/2017 - Present 40 Communications Manager 1/3/2017 - 4/28/2017 40 Chief of Staff 9/16/2013 - 12/31/2016 Jonathan T Bash Page 4 of 6 Hours per Week Worked? Position Title Upload a Resume If "Other" was selected please explain Volunteer Work? Yes No Employer's Name and Address Brown-Miller Communications, Inc. 1114 Jones St. Martinez, CA 94553 Duties Performed -Led the agency’s public health research and policy advocacy accounts, including Center for Ecoliteracy, Public Health Advocates, the Health Officers Association of California, and California Food Policy Advocates -Planned campaigns, developed budgets and managed projects -Provided communications counsel to clients, researchers and partners -Authored op-eds, press releases, letters-to-the-editor, fact sheets, direct mail pieces and additional action-driven collateral - Conducted, co-authored and/or commissioned focus groups, surveys, academic studies, key informant interviews and literature reviews - Developed strategic plans, brand guides, trainings and presentations -Produced social media plans, digital content and advertising creative, and crafted frames, messages, talking points and communications guidelines - Successfully pitched local, state, and national print, digital, and broadcast media, and placed op-eds in high-profile outlets Final Questions How did you learn about this vacancy? Other Do you have a Familial or Financial Relationship with a member of the Board of Supervisors? Yes No If Yes, please identify the nature of the relationship: I have previously consulted with Supervisor Burgis and Supervisor Gioia. I am no longer under contract with either. Do you have any financial relationships with the County such as grants, contracts, or other economic relations? Yes No 40 Account Executive Jonathan_Bash_Resume_Contra_Costa.pdf Ombudsman via Rebecca Barrett, Contra Costa Community College Trustee Jonathan T Bash Page 5 of 6 If Yes, please identify the nature of the relationship: My employer, Rubicon Programs, Inc., has contracts with the County, providing workforce development and reentry services. Please Agree with the Following Statement I understand that this form is a public document and is subject to the California Public Records Act. I Agree Jonathan T Bash Page 6 of 6 WORK EXPERIENCE Account Executive Brown·Miller Communications • Led the agency’s public health research and policy advocacy accounts: • Planned campaigns, developed budgets and managed projects • Provided communications counsel to clients, researchers and partners • Authored op-eds, press releases, letters-to-the-editor, fact sheets, direct mail pieces and additional action-driven collateral • Conducted, co-authored and/or commissioned focus groups, surveys, academic studies, key informant interviews and literature reviews • Developed strategic plans, brand guides, trainings and presentations • Produced social media plans, digital content and advertising creative, and crafted frames, messages, talking points and communications guidelines • Successfully pitched local, state, and national print, digital, and broadcast media, and placed op-eds in high-profile outlets Communications Assistant UCLA Center for Health Policy Research • Published e-newsletter, reaching 11,000 academics, lawmakers & press • Produced press releases, blogs, case studies, flyers and collateral • Curated the Center’s website, press list and legislative staff database • Assisted with policy advocacy efforts and the writing of research 2013 - 2016 | Martinez, CA Jonathan Taylor Bash 2011 - 2013 | Los Angeles, CA EDUCATION AWARDS TECHNICAL SKILLS Winner of the Public Relations Society of America’s highest honor - the Silver Anvil - for the nonprofit public service campaign “Serving Up the Bitter Truth About Sugary Drinks.” Bachelor of ArtsUniversity of California, Los Angeles • Major: Political Science • Minors: Public Affairs, Labor Studies • College Honors & Political Science Departmental Honors (with Thesis) • Rep. Sherman Political Science Scholar • Dean’s List (6x) COMMUNITY INVOLVEMENT Chair, Civil Service Commission City of Martinez • Health Officers Association of CA• Public Health Advocates (CCPHA)• Center for Ecoliteracy • Contra Costa County Library• CA Food Policy Advocates• HEAL Cities Campaign Communications Consultant Jonathan Bash Public Affairs • Developed communications strategies for a variety of clients, including a ballot measure, a Central Labor Council, and candidates for Supervisor, City Council, School Board & College Board • Created direct mail pieces, digital and print advertisements, press releases & letters-to-the-editor, and outsourced field operations 2016 - Present | Martinez, CA Executive Committee Member Sierra Club Mt. Diablo Communications Manager Rubicon Programs • Chief storyteller and media advocate for a large community-based organization that fights poverty in Contra Costa and Alameda County • Develops Rubicon’s strategic communications strategy and editorial calendar, leads media and community relations, and oversees contractors • Manages Rubicon’s brand, website, blog, social media and digital advertising, and writes, designs and edits print, video & audio content 2017 - Present | Richmond, CA Political Committee Member Sierra Club San Francisco Bay Chief of Staff Contra Costa County Board of Supervisors • Coordinated communications, served as the member’s policy advisor, and represented the Supervisor at community stakeholder meetings 2017 | Brentwood, CA Serving Alameda, Contra Costa, Marin and San Francisco counties 3/7/2019 To The Contra Costa County Hazardous Materials Commission: The Sierra Club Bay Chapter and the Chapter's Mt. Diablo Group nominate Jonathan Bash to represent the Sierra Club in the Environmental Seat. Jonathan is an active member of the Sierra Club and currently serves on the Mt. Diablo Group's Executive Committee, and as a member of the Chapter's Political Committee. We would like him to be a voice on the Commission to help represent our priorities and to inform us of the Commission's activities. Thank you, Minda Berbeco Chapter Director San Francisco Bay Chapter, Sierra Club Jim Blickenstaff Chair, Sierra Club Mt. Diablo Group 2530 San Pablo Ave., Suite I , Berkeley, CA 94702 Tel. (510) 848-0800 Email: info@sfbaysc.org RECOMMENDATION(S): Acting as the Governing Board of the Contra Costa County Fire Protection District, APPROVE Appropriation and Revenue Adjustment No. 5071 authorizing new revenue in the amount of $35,000 from the California Department of Fish and Wildlife, Office of Spill Prevention and Response, Oil Spill Response Equipment grant, and appropriating it in the Contra Costa County Fire Protection District (7300) for the purchase of oil spill response equipment and training. FISCAL IMPACT: 100% State. No local agency matching funds required. BACKGROUND: The Contra Costa County Fire Protection District received approval to accept funding from the California Department of Fish and Wildlife at the February 12, 2019, meeting of the Contra Costa County Fire Protection District Board of Directors. This revenue and appropriation adjustment authorizes new revenue from the grant and appropriates it for the purchase of oil spill response equipment and training. CONSEQUENCE OF NEGATIVE ACTION: The District will not be able to use the State funding for the purchase of oil spill response equipment and training. APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 04/16/2019 APPROVED AS RECOMMENDED OTHER Clerks Notes: VOTE OF SUPERVISORS AYE:John Gioia, District I Supervisor Candace Andersen, District II Supervisor Diane Burgis, District III Supervisor Karen Mitchoff, District IV Supervisor Federal D. Glover, District V Supervisor Contact: Elizabeth Patterson, Fiscal Officer 925-941-3300 x 1302 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: April 16, 2019 David J. Twa, County Administrator and Clerk of the Board of Supervisors By: Stacey M. Boyd, Deputy cc: C. 26 To:Contra Costa County Fire Protection District Board of Directors From:Lewis T. Broschard III, Chief, Contra Costa Fire Protection District Date:April 16, 2019 Contra Costa County Subject:Appropriation and Revenue Adjustment - Oil Spill Response Equipment & Training AGENDA ATTACHMENTS Appropriation and Revenue Adjustment No. 5071 MINUTES ATTACHMENTS Signed: Appropriation & Revenue Adjustment No. 5071 RECOMMENDATION(S): APPROVE and AUTHORIZE the Chair of the Board of Supervisors and the Chair of the Census 2020 Complete Count Steering Committee to cosign the attached letters to the Senate Budget Subcommittee requesting a $5 million increase in the State Budget allocation for Region 3 local Complete Count Committees. FISCAL IMPACT: There is no fiscal impact related to sending the letter. Should the Legislature authorize additional funding to Region 3 counties, Contra Costa County could expect to receive a portion of the increase, which would depend on a formula that would determine sharing ratios. If allocated as proposed on a per capita basis, Contra Costa County, representing about 16% of Region 3, might expect about an $800,000 share of the requested amount. BACKGROUND: The decennial census is the once-a-decade population and housing count of all 50 states, the District of Columbia, Puerto Rico, and the Island Areas. The results of the census determine the number of seats for each state in the U.S. House of Representatives and are used to draw congressional and state legislative districts. Redistricting counts are sent to the states by March 31, 2021. Federal agencies use the results to distribute more than $675 billion in federal funds each year. Communities rely on census statistics to plan APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 04/16/2019 APPROVED AS RECOMMENDED OTHER Clerks Notes: VOTE OF SUPERVISORS AYE:John Gioia, District I Supervisor Candace Andersen, District II Supervisor Diane Burgis, District III Supervisor Karen Mitchoff, District IV Supervisor Federal D. Glover, District V Supervisor Contact: Mark Goodwin (925) 252-4500 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: April 16, 2019 David J. Twa, County Administrator and Clerk of the Board of Supervisors By: Stacey M. Boyd, Deputy cc: C. 27 To:Board of Supervisors From:Supervisor Diane Burgis & Supervisor John Gioia Date:April 16, 2019 Contra Costa County Subject:REQUEST TO STATE FOR INCREASED FUNDING FOR CENSUS 2020 RELATED ACTIVITIES BACKGROUND: (CONT'D) for a variety of resident needs including new roads, schools, and emergency services. Businesses use census data to determine where to open places to shop. Counties get one chance every ten years to ensure that every person and household is counted. The 2020 Census presents a combination of new opportunities and challenges. Computerization of the census survey will make participation easy and convenient for those with access to computer tools and skills, yet there still remains a large number of people who will not be able to avail themselves of that option and will need to complete the survey on paper or over the phone. There are also a number of populations that are hard to count and have, in past censuses, been undercounted due to language barriers, fear and uncertainty about how the information would be used, and difficulty in reaching them about the importance of the census. The 2018/19 State Budget allocated $90.3 million for Census 2020 outreach, of which $26.6 million was designated for counties. Region 3, which comprises Alameda, Contra Costa, Marin, San Francisco, San Mateo, Santa Clara, and Solano counties, received only $3.2 million of the counties' allocation. Contra Costa County was allocated only $362,605 for all local census activities, and the State's administrative and operational requirements of counties to access these funds are substantial. Region 3 has several unique challenges in ensuring a complete and accurate census count. Due to the high cost of living in the Bay Area, Region 3 has a high number of residents in transitional housing, such as short term renting and multigenerational housing, along with a portion of the population who are homeless. Region 3 also has a high number of immigrant, non-English speaking, and other hard to count populations. Contra Costa County will have particular challenges with hard to count groups: • 24.7% are foreign born [1] • 34.8% speak a language other than English at home 1 • 5.7% are under 5 years old 1 • 7.5% have a disability 1 • 14.8% are at or below the poverty rate [2] As Local Complete Count Committees across the region are gearing up for Census 2020 and developing their strategic outreach plans, it has become evident that the amounts allocated for Region 3 counties will not be adequate to meet the State requirements for outreach, especially to hard to count populations. Census outreach involves a high level of networking, communication and coordination, as well as targeted messaging in many languages and across varied platforms. The State and United Way of the Bay Area (the Region 3 Administrative Community-Based Organization) have begun to outline the supportive services they will provide, but many outreach gaps remain and more funds will be necessary to implement the robust outreach effort expected by the State. [1] US Census Bureau Population Estimates 2018 (https://www.census.gov/quickfacts/contracostacountycalifornia) [2] California Poverty Method (CPM) 2014-2016 (http://www.ppic.org/publication/poverty-in-california/) ATTACHMENTS Letter to Chairperson Maria Elena Durazo Letter to Chairperson Jim Cooper April 16, 2019 The Honorable Maria Elena Durazo Chair, Senate Budget Subcommittee #4 State Capitol, Room 5019 Sacramento, CA 95814 RE: 2019-2020 State Budget – Funding for Census 2020 Related Activities – Support with increased funding Dear Chairperson Durazo: On behalf of County of Contra Costa, I write to express our support for the Governor’s budget proposal of $54 million for FY 2019-2020 for Census 2020 statewide efforts as well as a $5 million increase in funding to support the Region 31 local Complete Count Committees. The Governor’s current proposal includes $50 million in General Funds to support Census 2020 outreach efforts statewide and $4 million for the California Housing and Population Sample Enumerat ion. Although we support this proposal, it lacks additional funding for local, targeted Census 2020 efforts. As mandated by the Constitution, Census is a decennial project. Each Census determines ten years of federal program funding allocations as well as apportionment for Congressional representation. This means that we get one chance every ten years to ensure every person is counted. Former Governor Brown’s FY 2018-2019 budget included $90.3 million in General Funds for Census 2020 outreach; $26.6 million was specified for counties. We are grateful for the State General Fund support for our Census 2020 efforts thus far, but the funding formula that focused on the hard-to-count populations left Northern California at a financial disadvantage compare d to Southern California. The seven counties in Region 3 received a total of $3,190,327. Additional funding is necessary in order to reach every person in our Region. __________________________________________ 1For California Complete Count, Region 3 is inclusive of Alameda, Contra Costa, Marin, San Francisco, San Mateo, Santa Clara, and Solano Counties. The Board of Supervisors County Administration Building 651 Pine Street, Room 107 Martinez, California 94553-1293 David J. Twa Clerk of the Board And County Administrator (925) 335-1900 John M. Gioia, 1st District Candace Andersen , 2nd District Diane Burgis, 3rd District Karen Mitchoff, 4th District Federal D. Glover , 5th District Contra Costa County Region 3 faces many obstacles in g etting an accurate Census count:  Digital Divide – Census 2020 will be the first attempt at collecting Census que stionnaires online. Not every person has access to a reliable and secure source of internet.  Multigenerational Households and the Unstably Housed – Due to the exorbitantly high cost of living in the Bay Area, households have an increased number of individ uals living there. There is a fear that these families will be evicted or shunned due to the number of inhabitants. There are many individuals couch-surfing and staying in their cars because they are unable to make ends meet.  Fear and Uncertainty – Like many communities throughout California, there is a cloud of fear associated with Census. There is uncertainty with privacy and security of information with the online Census questionnaire. There is also widespread fear about the sharing of information, especially with regard to immigration status. During World War II, the federal government used the Census information to locate Japanese and Japanese Americans for internment; therefore, there is a fear that Census data will be used to locate certain populations within our community. In the LGBTQ+ community, there is concern about the Bureau unilaterally changing one’s gender to “match” their legal name. The County of Contra Costa respectfully requests an additional $5 million to be allocated among the Region 3 counties on a per-capita basis using 2017 American Community Survey population data. This additional funding will assist the counties in addressing the above -stated challenges as well as develop and disseminate targeted Census messages that reflect the unique needs of their communities to ensure that all residents are counted. The County of Contra Costa respectfully requests your Budget Subcommittee approve the Governor’s proposed funding for Census 2020 and to provide additional funding to support local Complete Count Committee efforts in Region 3. Sincerely, ______________________________________ Supervisor John Gioia, Chair Board of Supervisors ______________________________________ Supervisor Diane Burgis , Chair, Contra Costa County 2020 Census Complete Count Steering Committee April 16, 2019 The Honorable Jim Cooper Chair, Assembly Budget Subcommittee #4 State Capitol, Room 6026 Sacramento, CA 95814 RE: 2019-2020 State Budget – Funding for Census 2020 Related Activities – Support with increased funding Dear Chairperson Cooper: On behalf of County of Contra Costa, I write to express our support for the Governor’s budget proposal of $54 million for FY 2019-2020 for Census 2020 statewide efforts as well as a $5 million increase in funding to support the Region 31 local Complete Count Committees. The Governor’s current proposal includes $50 million in General Funds to support Census 2020 outreach efforts statewide and $4 million for the California Housing and Population Sample Enumeration. Although we support this proposal, it lacks additional funding for local, targeted Census 2020 efforts. As mandated by the Constitution, Census is a decennial project. Each Census determines ten years of federal program funding allocations as well as apportionment for Congressional representation. This means that we get one chance every ten years to ensure every person is counted. Former Governor Brown’s FY 2018-2019 budget included $90.3 million in General Funds for Census 2020 outreach; $26.6 million was specified for counties. We are grateful for the State General Fund support for our Census 2020 efforts thus far, but the funding formula that focused on the hard-to-count populations left Northern California at a financial disadvantage compared to Southern California. The seven counties in Region 3 received a total of $3,190,327. Additional funding is necessary in order to reach every person in our Region. __________________________________________ 1For California Complete Count, Region 3 is i nclusive of Alameda, Contra Costa, Marin, San Francisco, San Mateo, Santa Clara, and Solano Counties. The Board of Supervisors County Administration Building 651 Pine Street, Room 107 Martinez, California 94553-1293 David J. Twa Clerk of the Board And County Administrator (925) 335-1900 John M. Gioia, 1st District Candace Andersen , 2nd District Diane Burgis, 3rd District Karen Mitchoff, 4th District Federal D. Glover , 5th District Contra Costa County Region 3 faces many obstacles in g etting an accurate Census count:  Digital Divide – Census 2020 will be the first attempt at collecting Census questionn aires online. Not every person has access to a reliable and secure source of internet.  Multigenerational Households and the Unstably Housed – Due to the exorbitantly high cost of living in the Bay Area, households have an increased number of individuals l iving there. There is a fear that these families will be evicted or shunned due to the number of inhabitants. There are many individuals couch-surfing and staying in their cars because they are unable to make ends meet.  Fear and Uncertainty – Like many communities throughout California, there is a cloud of fear associated with Census. There is uncertainty with privacy and security of information with the online Census questionnaire. There is also widespread fear about the sharing of information, especia lly with regard to immigration status. During World War II, the federal government used the Census information to locate Japanese and Japanese Americans for internment; therefore, there is a fear that Census data will be used to locate certain populations within our community. In the LGBTQ+ community, there is concern about the Bureau unilaterally changing one’s gender to “match” their legal name. The County of Contra Costa respectfully requests an additional $5 million to be allocated among the Region 3 counties on a per-capita basis using 2017 American Community Survey population data. This additional funding will assist the counties in addressing the above -stated challenges as well as develop and disseminate targeted Census messages that reflect the un ique needs of their communities to ensure that all residents are counted. The County of Contra Costa respectfully requests your Budget Subcommittee approve the Governor’s proposed funding for Census 2020 and to provide additional funding to support local Complete Count Committee efforts in Region 3. Sincerely, ______________________________________ Supervisor John Gioia, Chair Board of Supervisors ______________________________________ Supervisor Diane Burgis , Chair, Contra Costa County 2020 Census Complete Count Steering Committee RECOMMENDATION(S): ADOPT Position Adjustment Resolution No. 22440 to cancel one (1) Sr Management Analyst position (ADTD) (unrepresented) position (No. 12806) in the Office of Justice & Reentry in the County Administrator's Office. FISCAL IMPACT: No fiscal impact. The position is vacant due to retirement, not currently funded and no funds are appropriated for it in fiscal year 2019-20. BACKGROUND: A long-term employee is retired in March, 2019. There are no plans to fill this position and it is not budgeted for the remainder of the fiscal year nor for fiscal year 2019-20. CONSEQUENCE OF NEGATIVE ACTION: If this action is not approved, the position will remain on the books but will remain unfunded. APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 04/16/2019 APPROVED AS RECOMMENDED OTHER Clerks Notes: VOTE OF SUPERVISORS AYE:John Gioia, District I Supervisor Candace Andersen, District II Supervisor Diane Burgis, District III Supervisor Karen Mitchoff, District IV Supervisor Federal D. Glover, District V Supervisor Contact: Laura Strobel (925) 335-1091 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: April 16, 2019 David J. Twa, County Administrator and Clerk of the Board of Supervisors By: June McHuen, Deputy cc: C. 28 To:Board of Supervisors From:David Twa, County Administrator Date:April 16, 2019 Contra Costa County Subject:Cancel position in the County Administrator's Office - Office of Justice & Reentry AGENDA ATTACHMENTS P300 22440 MINUTES ATTACHMENTS Signed P300 22440 POSITION ADJUSTMENT REQUEST NO. 22440 DATE 4/4/2019 Department No./ Department County Administrator Budget Unit No. 0003 Org No. 1216 Agency No. 03 Action Requested: ADOPT Position Adjustment Resolution No. 22440 to cancel one (1) Sr Management Analyst position (ADTD) (unrepresented) position (No. 12806) in the Office of Justice & Reentry in the County Administrator's Office. Proposed Effective Date: 4/17/2019 Classification Questionnaire attached: Yes No / Cost is within Department’s budget: Yes No Total One-Time Costs (non-salary) associated with request: Estimated total cost adjustment (salary / benefits / one time): Total annual cost $0.00 Net County Cost $0.00 Total this FY $0.00 N.C.C. this FY $0.00 SOURCE OF FUNDING TO OFFSET ADJUSTMENT no fiscal impact Department must initiate necessary adjustment and submit to CAO. Use additional sheet for further explanations or comments. L.Strobel ______________________________________ (for) Department Head REVIEWED BY CAO AND RELEASED TO HUMAN RESOURCES DEPARTMENT ___________________________________ ________________ Deputy County Administrator Date HUMAN RESOURCES DEPARTMENT RECOMMENDATIONS DATE Am end Resolution 71/17 establishing positions and resolutions allocating classes to the Basic / Exempt salary schedule. Effective: Day following Board Action. (Date) ___________________________________ ________________ (for) Director of Human Resources Date COUNTY ADMINISTRATOR RECOMMENDATION: DATE Approve Recommendation of Director of Human Res ources Disapprove Recommendation of Director of Human Resources Other: ____________________________________________ ___________________________________ (for) County Administrator BOARD OF SUPERVISORS ACTION: David J. Twa, Clerk of the Board of Supervisors Adjustment is APPROVED DISAPPROVED and County Administrator DATE BY APPROVAL OF THIS ADJUSTMENT CONSTITUTES A PERSONNEL / SALARY RESOLUTION AMENDMENT POSITION ADJUSTMENT ACTION TO BE COMPLETED BY HUMAN RESOURCES DEPARTMENT FOLLOWING BOARD ACTION Adjust class(es) / position(s) as follows: P300 (M347) Rev 3/15/01 REQUEST FOR PROJECT POSITIONS Department Date 4/4/2019 No. xxxxxx 1. Project Positions Requested: 2. Explain Specific Duties of Position(s) 3. Name / Purpose of Project and Funding Source (do not use acronyms i.e. SB40 Project or SDSS Funds) 4. Duration of the Project: Start Date End Date Is funding for a specified period of time (i.e. 2 years) or on a year-to-year basis? Please explain. 5. Project Annual Cost a. Salary & Benefit s Costs : b. Support Cost s : (services, supplies, equipment, etc.) c . Less revenue or expenditure: d. Net cost to General or other fund: 6. Briefly explain the consequences of not filling the project position(s) in terms of: a. potential future costs d. political implications b. legal implications e. organizational implications c . financial implications 7. Briefly describe the alternative approaches to delivering the services which you have considered. Indicate why these alternatives were not chosen. 8. Departments requesting new project positions must submit an updated cost benefit analysis of each project position at the halfway point of the project duration. This report is to be submitted to the Human Resources Department, which will forward the report to the Board of Supervisors. Indicate the date that your cost / benefit analysis will be submitted 9. How will the project position(s) be filled? a. Competitive examination(s ) b. Existing employment list(s) Which one(s)? c. Direct appointment of: 1. Merit System employee who will be placed on leave from current job 2. Non-County employee Provide a justification if filling position(s) by C1 or C2 USE ADDITIONAL PAPER IF NECESSARY RECOMMENDATION(S): ADOPT Position Adjustment No. 22441 to add one (1) Health Plan Authorization Representative (VRTA) position (represented) in salary plan and grade 3RX-1119 ($3,709.27 - $4,736.89) in the Health Services Department effective April 3, 2018. FISCAL IMPACT: The estimated cost for this action is $66,827, which is fully offset by Contra Costa Health Plan (CCHP) member premium fees. (100% Contra Costa Health Plan Enterprise Fund II) BACKGROUND: This is an administrative action required in order to accommodate a settlement agreement. The Health Services Department requires the addition of one Health Plan Authorization Representative effective April 3, 2018. The requested Health Plan Authorization Representative position will be vacated effective May 2, 2019. The Department will return to the Board at a later date to cancel the requested position when all settlement agreement terms are met. APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 04/16/2019 APPROVED AS RECOMMENDED OTHER Clerks Notes: VOTE OF SUPERVISORS AYE:John Gioia, District I Supervisor Candace Andersen, District II Supervisor Diane Burgis, District III Supervisor Karen Mitchoff, District IV Supervisor Federal D. Glover, District V Supervisor Contact: Jo-Anne Linares, (925) 957-5400 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: April 16, 2019 David J. Twa, County Administrator and Clerk of the Board of Supervisors By: June McHuen, Deputy cc: C. 29 To:Board of Supervisors From:Anna Roth, Health Services Date:April 16, 2019 Contra Costa County Subject:Add One Health Plan Authorization Representative in Health Services to Execute a Settlement Agreement CONSEQUENCE OF NEGATIVE ACTION: If this action is not approved, the County will not fulfill the obligation of the settlement agreement. AGENDA ATTACHMENTS P300 No. 22441 HSD MINUTES ATTACHMENTS Signed P300 22441 37591POSITION ADJUSTMENT REQUEST NO. 22441 DATE 4/10/2019 Department No./ Department Health Services Budget Unit No. 0860 Org No. 6109 Agency No. A18 Action Requested: Add one (1) Health Plan Authorization Representative (VRTA) position in salary plan and grade 3RX 1119 ($3,709.27 - 4,736.89) in the Health Services Department effe ctive April 3, 2018. Proposed Effective Date: 4/3/2018_ Classification Questionnaire attached: Yes No / Cost is within Department’s budget: Yes No Total One-Time Costs (non-salary) associated with request: $0.00 Estimated total cost adjustment (salary / benefits / one time): Total annual cost $66,827.00 Net County Cost $0 Total this FY $66,827.00 N.C.C. this FY $0 SOURCE OF FUNDING TO OFFSET ADJUSTMENT 100% CCHP member premiums (CCHP Enterprise Fund II) Department must initiate necessary adjustment and submit to CAO. Use additional sheet for further explanations or comments. Jo-Anne Linares ______________________________________ (for) Department Head REVIEWED BY CAO AND RELEASED TO HUMAN RESOURCES DEPARTMENT Enid Mendoza 4/10/2019 ___________________________________ ________________ Deputy County Administrator Date HUMAN RESOURCES DEPARTMENT RECOMMENDATIONS DATE 4/11/2019 ADD one (1) Health Plan Authorization Representative (VRTA) position in salary plan and grade 3RX 1119 ($3,709.27 - 4,736.89) in the Health Services Department effective April 3, 2018 . Amend Resolution 71/17 establishing positions and resolutions allocating classes to the Basic / Exempt salary schedule. Effective: Day following Board Action. 4/3/2018 (Date) Eva V. Barrios 4/11/2019 ___________________________________ ________________ (for) Director of Human Resources Date COUNTY ADMINISTRATOR RECOMMENDATION: DATE 4/10/2019 Approve Recommendation of Director of Human Resources Disapprove Recommendation of Director of Human Resources Enid Mendoza Other: ___________________________________ (for) County Administrator BOARD OF SUPERVISORS ACTION: David J. Twa, Clerk of the Board of Supervisors Adjustment is APPROVED DISAPPROVED and County Administrator DATE BY APPROVAL OF THIS ADJUSTMENT CONSTITUTES A PERSONNEL / SALARY RESOLUTION AMENDMENT POSITION ADJUSTMENT ACTION TO BE COMPLETED BY HUMAN RESOURCES DEPARTMENT FOLLOWING BOARD ACTION Adjust class(es) / position(s) as follows: P300 (M347) Rev 3/15/01 REQUEST FOR PROJECT POSITIONS Department Date No. xxxxxx 1. Project Positions Requested: 2. Explain Specific Duties of Position(s) 3. Name / Purpose of Project and Funding Source (do not use acronyms i.e. SB40 Project or SDSS Funds) 4. Duration of the Project: Start Date End Date Is funding for a specified period of time (i.e. 2 years) or on a year -to-year basis? Please explain. 5. Project Annual Cost a. Salary & Benefit s Costs : b. Support Cost s : (services, supplies, equipment, etc.) c . Less revenue or expenditure: d. Net cost to General or other fund: 6. Briefly explain the consequences of not filling the project position(s) in terms of: a. potential future costs d. political implications b. legal implications e. organizational implications c . financial implications 7. Briefly describe the alternative approaches to delivering the services which you have considered. Indicate why these alternatives were not chosen. 8. Departments requesting new project positions must submit an updated cost benefit analysis of each project position at the halfway point of the project duration. This report is to be submitted to the Human Resource s Department, which will forward the report to the Board of Supervisors. Indicate the date that your cost / benefit analysis will be submitted 9. How will the project position(s) be filled? a. Competitive examination(s) b. Existing employment list(s) Which one(s)? c. Direct appointment of: 1. Merit System employee who will be placed on leave from current job 2. Non-County employee Provide a justification if filling position(s) by C1 or C2 USE ADDITIONAL PAPER IF NECESSARY RECOMMENDATION(S): APPROVE and AUTHORIZE the Public Works Director, or designee, to execute six lease amendments between the County, as lessee, and Jupiter Investment, LLC, as lessor, to extend the leases of Suites 101, 102, 103, 104, 202 and Suite 206, under which the County is leasing a total of approximately 12,455 square feet of office space in the building located at 2523 El Portal Drive, San Pablo, with no change to the monthly rental rate. FISCAL IMPACT: 100% Mental Health Realignment Funds. BACKGROUND: On April 17, 2018, the Board of Supervisors approved the expansion and construction of the West County Health Center project for a building of approximately 20,700 square feet located at 13585 San Pablo Avenue, San Pablo which is expected to be available for occupancy in March, 2020. The activities of the Health Services Department that are currently carried out in Suite 101, Suite 102, Suite 103, Suite 104, Suite 202 and Suite 206 of the building located at 2523 El Portal Drive, San Pablo, will all be relocated to the new building when it becomes available. The County is leasing the suites under APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 04/16/2019 APPROVED AS RECOMMENDED OTHER Clerks Notes: VOTE OF SUPERVISORS AYE:John Gioia, District I Supervisor Candace Andersen, District II Supervisor Diane Burgis, District III Supervisor Karen Mitchoff, District IV Supervisor Federal D. Glover, District V Supervisor Contact: Julin Perez, 925. 957-2460 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: April 16, 2019 David J. Twa, County Administrator and Clerk of the Board of Supervisors By: Laura Cassell, Deputy cc: C. 30 To:Board of Supervisors From:Brian M. Balbas, Public Works Director/Chief Engineer Date:April 16, 2019 Contra Costa County Subject:APPROVE Lease Amendments with Jupiter Investment, LLC for office space in San Pablo for use by the Health Services Department-Mental Health Services. BACKGROUND: (CONT'D) six separate leases. Each lease is being amended to extend its term through March 31, 2020 to enable the County to continue to occupy the existing sites until the new building is available. CONSEQUENCE OF NEGATIVE ACTION: If the lease extensions are not approved, the Health Services Department may experience interruptions in its ability to provide mental health services to the West County community until the new building is available for occupancy. ATTACHMENTS Lease Amendment, Suite 101 Lease Amendment, Suite 103 Lease Amendment, Suite 104 Lease Amendment, Suite 202 Lease Amendment, Suite 206 Lease Amendment, Suite 102 FIRST AMENDMENT TO LEASE Health Services Department 2523 El Portal Drive, Suite 101, San Pablo, CA 94806 This first amendment is dated April 16, 2019, and is between JUPITER INVESTMENT, LLC, a California limited liability company (“Lessor”) and the COUNTY OF CONTRA COSTA, a political subdivision of the State of California (the “County”). Recitals A. Lessor and the County are parties to a lease dated December 1, 2015, under which the County is leasing Suite 101 in the building located at 2523 El Portal Drive, San Pablo, California (the “Lease”). B. The parties desire to extend the term of the Lease and update the rent payable under the Lease. The parties therefore agree as follows: Agreement 1. Section 2. Term is deleted in its entirety and replaced with the following: 2. Term. The “Term” of this lease is 52 months, commencing on December 1, 2015 (the “Commencement Date”) and ending March 31, 2020. 2. Section 3. Rent is deleted in its entirety and replaced with the following: 3. Rent. County shall pay rent (“Rent”) to Lessor monthly in advance beginning on the Commencement Date. Rent is payable on the tenth day of each month in the amounts set forth below: Period Monthly Rent December 1, 2015 – November 30, 2016 $3,060 December 1, 2016 – November 30, 2017 $3,152 December 1, 2017 – November 30, 2018 $3,247 December 1, 2018 – November 30, 2019 $3,344 December 1, 2019 – March 31, 2020 $3,444 Rent for any fractional month will be prorated and computed on a daily basis with each day’s rent equal to one-thirtieth (1/30) of the monthly Rent. 3. All other terms of the Lease remain unchanged. The parties are executing this first amendment as of the date set forth in the introductory paragraph. COUNTY OF CONTRA COSTA, JUPITER INVESTMENT, LLC a political subdivision of the State of a California limited liability company California By: _______________________ By: _______________________ Brian M. Balbas Marshall Jainchill Director of Public Works Marshall & Co. Property Management, Inc. Broker and Managing Agent for Owner RECOMMENDED FOR APPROVAL: By: _______________________ Karen A. Laws Principal Real Property Agent By: _______________________ Julin Perez Senior Real Property Agent APPROVED AS TO FORM SHARON L. ANDERSON, COUNTY COUNSEL By: _______________________ Kathleen M. Andrus Deputy County Counsel T00690 \\PW-DATA\grpdata\realprop\Julin\New Leases 2019\San Pablo\2523 El Portal Dr. Ste 101_ First Amend V2.doc FIRST AMENDMENT TO LEASE Health Services Department 2523 El Portal Drive, Suite 103, San Pablo, CA 94806 This first amendment is dated April 16, 2019, and is between JUPITER INVESTMENT, LLC, a California limited liability company (“Lessor”) and the COUNTY OF CONTRA COSTA, a political subdivision of the State of California (the “County”). Recitals A. Lessor and the County are parties to a lease dated September 30, 2016, under which the County is leasing Suite 103 in the building located at 2523 El Portal Drive, San Pablo, California (the “Lease”). B. The parties desire to extend the term of the Lease and update the rent payable under the Lease. The parties therefore agree as follows: Agreement 1. Section 2. Term is deleted in its entirety and replaced with the following: 2. Term. The “Term” of this lease is 42 months, commencing on October 1, 2016 (the “Commencement Date”) and ending March 30, 2020. 2. Section 3. Rent is deleted in its entirety and replaced with the following: 3. Rent. County shall pay rent (“Rent”) to Lessor monthly in advance beginning on the Commencement Date. Rent is payable on the tenth day of each month in the amounts set forth below: Period Monthly Rent October 1, 2016 – September 30, 2017 $3,400 October 1, 2017 – September 30, 2018 $3,500 October 1, 2018 – September 30, 2019 $3,600 October 1, 2019 – March 31, 2020 $3,700 Rent for any fractional month will be prorated and computed on a daily basis with each day’s rent equal to one-thirtieth (1/30) of the monthly Rent. 3. All other terms of the Lease remain unchanged. The parties are executing this first amendment as of the date set forth in the introductory paragraph. COUNTY OF CONTRA COSTA, JUPITER INVESTMENT, LLC a political subdivision of the State of a California limited liability company California By: _______________________ By: _______________________ Brian M. Balbas Marshall Jainchill Director of Public Works Marshall & Co. Property Management, Inc. Broker and Managing Agent for Owner RECOMMENDED FOR APPROVAL: By: _______________________ Karen A. Laws Principal Real Property Agent By: _______________________ Julin Perez Senior Real Property Agent APPROVED AS TO FORM SHARON L. ANDERSON, COUNTY COUNSEL By: _______________________ Kathleen M. Andrus Deputy County Counsel T00597 \\PW-DATA\grpdata\realprop\Julin\New Leases 2019\San Pablo\2523 El Portal Dr. Ste 103_ First Amend V2.doc FIRST AMENDMENT TO LEASE Health Services Department 2523 El Portal Drive, Suite 104, San Pablo, CA 94806 This first amendment is dated April 16, 2019, and is between JUPITER INVESTMENT, LLC, a California limited liability company (“Lessor”) and the COUNTY OF CONTRA COSTA, a political subdivision of the State of California (the “County”). Recitals A. Lessor and the County are parties to a lease dated December 1, 2016, under which the County is leasing Suite 104 in the building located at 2523 El Portal Drive, San Pablo, California (the “Lease”). B. The parties desire to extend the term of the Lease and update the rent payable under the Lease. The parties therefore agree as follows: Agreement 1. Section 2. Term is deleted in its entirety and replaced with the following: 2. Term. The “Term” of this lease is 52 months, commencing on December 1, 2015 (the “Commencement Date”) and ending March 31, 2020. 2. Section 3. Rent is deleted in its entirety and replaced with the following: 3. Rent. County shall pay rent (“Rent”) to Lessor monthly in advance beginning on the Commencement Date. Rent is payable on the tenth day of each month in the amounts set forth below: Period Monthly Rent December 1, 2015 – November 30, 2016 $3,060 December 1, 2016 – November 30, 2017 $3,152 December 1, 2017 – November 30, 2018 $3,247 December 1, 2018 – November 30, 2019 $3,344 December 1, 2019 – March 31, 2020 $3,444 Rent for any fractional month will be prorated and computed on a daily basis with each day’s rent equal to one-thirtieth (1/30) of the monthly Rent. 3. All other terms of the Lease remain unchanged. The parties are executing this first amendment as of the date set forth in the introductory paragraph. COUNTY OF CONTRA COSTA, JUPITER INVESTMENT, LLC a political subdivision of the State of a California limited liability company California By: _______________________ By: _______________________ Brian M. Balbas Marshall Jainchill Director of Public Works Marshall & Co. Property Management, Inc. Broker and Managing Agent for Owner RECOMMENDED FOR APPROVAL: By: _______________________ Karen A. Laws Principal Real Property Agent By: _______________________ Julin Perez Senior Real Property Agent APPROVED AS TO FORM SHARON L. ANDERSON, COUNTY COUNSEL By: _______________________ Kathleen M. Andrus Deputy County Counsel T00688 \\PW-DATA\grpdata\realprop\Julin\New Leases 2019\San Pablo\2523 El Portal Dr. Ste 104_ First Amend V2.doc FIRST AMENDMENT TO LEASE Health Services Department 2523 El Portal Drive, Suite 202, San Pablo, CA 94806 This first amendment is dated April 16, 2019, and is between JUPITER INVESTMENT, LLC, a California limited liability company (“Lessor”) and the COUNTY OF CONTRA COSTA, a political subdivision of the State of California (the “County”). Recitals A. Lessor and the County are parties to a lease dated February 4, 2014, under which the County is leasing Suite 202 in the building located at 2523 El Portal Drive, San Pablo, California (the “Lease”). B. The parties desire to extend the term of the Lease and update the rent payable under the Lease. The parties therefore agree as follows: Agreement 1. Section 2. Term is deleted in its entirety and replaced with the following: 2. Term. The “Term” of this lease is 74 months, commencing on February 1, 2014 (the “Commencement Date”) and ending March 31, 2020. 2. Section 3. Rent is deleted in its entirety and replaced with the following: 3. Rent. County shall pay rent (“Rent”) to Lessor monthly in advance beginning on the Commencement Date. Rent is payable on the tenth day of each month in the amounts set forth below: Period Monthly Rent February 1, 2014 – January 31, 2015 $4,190 February 1, 2015 – January 31, 2016 $4,295 February 1, 2016 – January 31, 2017 $4,400 February 1, 2017 – January 31, 2018 $4,500 February 1, 2018 – January 31, 2019 $4,625 February 1, 2019 – March 31, 2020 $4,740 Rent for any fractional month will be prorated and computed on a daily basis with each day’s rent equal to one-thirtieth (1/30) of the monthly Rent. 3. All other terms of the Lease remain unchanged. The parties are executing this first amendment as of the date set forth in the introductory paragraph. COUNTY OF CONTRA COSTA, JUPITER INVESTMENT, LLC a political subdivision of the State of a California limited liability company California By: _______________________ By: _______________________ Brian M. Balbas Marshall Jainchill Director of Public Works Marshall & Co. Property Management, Inc. Broker and Managing Agent for Owner RECOMMENDED FOR APPROVAL: By: _______________________ Karen A. Laws Principal Real Property Agent By: _______________________ Julin Perez Senior Real Property Agent APPROVED AS TO FORM SHARON L. ANDERSON, COUNTY COUNSEL By: _______________________ Kathleen M. Andrus Deputy County Counsel T00735 \\PW-DATA\grpdata\realprop\Julin\New Leases 2019\San Pablo\2523 El Portal Dr. Ste 202_ First Amend V2.doc FIRST AMENDMENT TO LEASE Health Services Department 2523 El Portal Drive, Suite 206, San Pablo, CA 94806 This first amendment is dated April 16, 2019, and is between JUPITER INVESTMENT, LLC, a California limited liability company (“Lessor”) and the COUNTY OF CONTRA COSTA, a political subdivision of the State of California (the “County”). Recitals A. Lessor and the County are parties to a lease dated February 15, 2015, under which the County is leasing Suite 206 in the building located at 2523 El Portal Drive, San Pablo, California (the “Lease”). B. The parties desire to extend the term of the Lease and update the rent payable under the Lease. The parties therefore agree as follows: Agreement 1. Section 2. Term is deleted in its entirety and replaced with the following: 2. Term. The “Term” of this lease is 61 months, commencing on March 1, 2015 (the “Commencement Date”) and ending March 31, 2020. 2. Section 3. Rent is deleted in its entirety and replaced with the following: 3. Rent. County shall pay rent (“Rent”) to Lessor monthly in advance beginning on the Commencement Date. Rent is payable on the tenth day of each month in the amounts set forth below: Period Monthly Rent March 1, 2015 – February 28, 2016 $3,100 March1, 2016 – February 28, 2017 $3,200 March 1, 2017 – February 28, 2018 $3,296 March 1, 2018 – February 28, 2019 $3,395 March 1, 2019 – March 31, 2020 $3,497 Rent for any fractional month will be prorated and computed on a daily basis with each day’s rent equal to one-thirtieth (1/30) of the monthly Rent. 3. All other terms of the Lease remain unchanged. The parties are executing this first amendment as of the date set forth in the introductory paragraph. COUNTY OF CONTRA COSTA, JUPITER INVESTMENT, LLC a political subdivision of the State of a California limited liability company California By: _______________________ By: _______________________ Brian M. Balbas Marshall Jainchill Director of Public Works Marshall & Co. Property Management, Inc. Broker and Managing Agent for Owner RECOMMENDED FOR APPROVAL: By: _______________________ Karen A. Laws Principal Real Property Agent By: _______________________ Julin Perez Senior Real Property Agent APPROVED AS TO FORM SHARON L. ANDERSON, COUNTY COUNSEL By: _______________________ Kathleen M. Andrus Deputy County Counsel T00557 \\PW-DATA\grpdata\realprop\Julin\New Leases 2019\San Pablo\2523 El Portal Dr. Ste 206_ First Amend final.doc FIRST AMENDMENT TO LEASE Health Services Department 2523 El Portal Drive, Suite 102, San Pablo, CA 94806 This first amendment is dated April 16, 2019, and is between JUPITER INVESTMENT, LLC, a California limited liability company (“Lessor”) and the COUNTY OF CONTRA COSTA, a political subdivision of the State of California (the “County”). Recitals A. Lessor and the County are parties to a lease dated April 29, 2016, under which the County is leasing Suite 102 in the building located at 2523 El Portal Drive, San Pablo, California (the “Lease”). B. The parties desire to extend the term of the Lease and update the rent payable under the Lease. The parties therefore agree as follows: Agreement 1. Section 2. Term is deleted in its entirety and replaced with the following: 2. Term. The “Term” of this lease is 47 months, commencing on May 1, 2016 (the “Commencement Date”) and ending March 31, 2020. 2. Section 3. Rent is deleted in its entirety and replaced with the following: 3. Rent. County shall pay rent (“Rent”) to Lessor monthly in advance beginning on the Commencement Date. Rent is payable on the tenth day of each month in the amounts set forth below: Period Monthly Rent May 1, 2016 – April 30, 2017 $3,611 May 1, 2017 – April 30, 2018 $4,237 May 1, 2018 – April 30, 2019 $3,823 May 1, 2019 – March 31, 2020 $3,929 Rent for any fractional month will be prorated and computed on a daily basis with each day’s rent equal to one-thirtieth (1/30) of the monthly Rent. 3. All other terms of the Lease remain unchanged. The parties are executing this first amendment as of the date set forth in the introductory paragraph. COUNTY OF CONTRA COSTA, JUPITER INVESTMENT, LLC a political subdivision of the State of a California limited liability company California By: _______________________ By: _______________________ Brian M. Balbas Marshall Jainchill Director of Public Works Marshall & Co. Property Management, Inc. Broker and Managing Agent for Owner RECOMMENDED FOR APPROVAL: By: _______________________ Karen A. Laws Principal Real Property Agent By: _______________________ Julin Perez Senior Real Property Agent APPROVED AS TO FORM SHARON L. ANDERSON, COUNTY COUNSEL By: _______________________ Kathleen M. Andrus Deputy County Counsel T00321 \\PW-DATA\grpdata\realprop\Julin\New Leases 2019\San Pablo\2523 El Portal Dr. Ste 102_ First Amend V2.doc RECOMMENDATION(S): APPROVE and AUTHORIZE the Sheriff-Coroner, or designee, to execute contracts with agencies listed below, including mutual indemnification, to reimburse the County for forensic services for the period July 1, 2019 through June 30, 2021: City of Antioch, Bay Area Rapid Transit District, City of Brentwood, Contra Costa Community College District, City of Clayton, City of Concord, Town of Danville, East Bay Regional Park District, City of El Cerrito, City of Hercules, Kensington Community Services District, City of Lafayette, City of Martinez, Town of Moraga, City of Oakley, City of Orinda, City of Pinole, City of Pittsburg, City of Pleasant Hill, City of Richmond, City of San Pablo, City of San Ramon and the City of Walnut Creek. FISCAL IMPACT: The contracts will allow for full cost recovery of providing forensic services to user agencies beginning in fiscal year 2019/20. BACKGROUND: The Office of the Sheriff’s Forensic Laboratory will continue to provide forensic services for evidence retrieved at crime scenes, a crime scene expert to provide technical advice for processing complex evidence issues, and witness and expert testimony for services rendered for contracting agencies. APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 04/16/2019 APPROVED AS RECOMMENDED OTHER Clerks Notes: VOTE OF SUPERVISORS AYE:John Gioia, District I Supervisor Candace Andersen, District II Supervisor Diane Burgis, District III Supervisor Karen Mitchoff, District IV Supervisor Federal D. Glover, District V Supervisor Contact: Sandra Brown, 335-1553 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: April 16, 2019 David J. Twa, County Administrator and Clerk of the Board of Supervisors By: Laura Cassell, Deputy cc: C. 31 To:Board of Supervisors From:David O. Livingston, Sheriff-Coroner Date:April 16, 2019 Contra Costa County Subject:Contracts to Provide Forensic Services to Local Law Enforcement Agencies CONSEQUENCE OF NEGATIVE ACTION: The Office of the Sheriff would not be able to contract with other agencies. RECOMMENDATION(S): APPROVE and AUTHORIZE the Health Services Director, or designee, to submit an application and execute a grant award agreement, including any extensions or amendments thereof, pursuant to State guidelines, with the California Department of Housing and Community Development in an amount not to exceed $1,200,000 for the California Emergency Solutions and Housing (CESH) Program. FISCAL IMPACT: This is Contra Costa County’s second round allocating $1,200,000 for CESH funds for a grand total of $2,055,496. There is no matching contribution requirement for activities funded with CESH Program funds. BACKGROUND: The California Department of Housing and Community Development (HCD) announced the availability of approximately $53 million in CESH Program funding through a Notice of Funding Availability (NOFA). CESH Program funding provides grants to administrative entities to assist persons who are experiencing or are at risk of homelessness pursuant to authorizing legislation SB 850 (Stats. 2018, ch. 48, § 4). The California APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 04/16/2019 APPROVED AS RECOMMENDED OTHER Clerks Notes: VOTE OF SUPERVISORS AYE:John Gioia, District I Supervisor Candace Andersen, District II Supervisor Diane Burgis, District III Supervisor Karen Mitchoff, District IV Supervisor Federal D. Glover, District V Supervisor Contact: Lavonna Martin, 925-608-6701 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: April 16, 2019 David J. Twa, County Administrator and Clerk of the Board of Supervisors By: Laura Cassell, Deputy cc: L Walker, M Wilhelm C. 32 To:Board of Supervisors From:Anna Roth, Health Services Director Date:April 16, 2019 Contra Costa County Subject:Approve resolution to submit an application to the California Department of Housing and Community Development BACKGROUND: (CONT'D) Department of Housing and Community Development (HCD) administer the CESH Program with funding received from the Building Homes and Jobs Act Trust Fund (SB 2, Chapter 364, Statutes of 2017). CESH funds may be used for five primary activities: housing relocation and stabilization services (including rental assistance), operating subsidies for permanent housing, flexible housing subsidy funds, operating support for emergency housing interventions, and systems support for homelessness services and housing delivery systems. In addition, some administrative entities may use CESH funds to develop or update a Coordinated Entry System (CES), Homeless Management Information System (HMIS), or Homelessness Plan. CONSEQUENCE OF NEGATIVE ACTION: Contra Costa County will not receive an amount up to $1,200,000 in allocation from the State of California to provide emergency housing and/or services to person who are homeless or at risk of becoming homeless. ATTACHMENTS Resolution Resolution No. 2019/xxx AUTHORIZING RESOLUTION A necessary quorum and majority of the Board of Supervisors of Contra Costa County hereby consent to, adopt and ratify the following resolutions: A. WHEREAS the State of California (the “State”), Department of Housing and Community Development (“Department”) issued a Notice of Funding Availability (“NOFA”) dated 03/21/2019 under the California Emergency Solutions and Housing (CESH) Program (Program, or CESH Program); and B. WHEREAS Contra Costa County Health Services Department (“Applicant”) is an Administrative Entity designated by the Continuum of Care to administer California Emergency Solutions and Housing Program funds ; and C. WHEREAS the Department may approve funding allocations for the CESH Program, subject to the terms and conditions of the NOFA, Program requirements, and the Standard Agreement and other contracts between the Department and CESH grant recipients; NOW, THEREFORE , BE IT RESOLVED THAT: 1. If Applicant receives a grant of CESH funds from the Department pursuant to the above referenced CESH NOFA, it represents and certifies that it will use all such funds in a manner consistent and in compliance with all applicable state and federal statutes, rules, regulations, and laws, including without limitation all rules and laws regarding the CESH Program, as well as any and all contracts Applicant may have with the Department. 2. Applicant is hereby authorized and directed to receive a CESH grant, in an amount not to exceed $1,200,000 in accordance with all applicable rules and laws. 3. Applicant hereby agrees to use the CESH funds for eligible activities as approved by the Department and in accordance with all Program requirements, and other rules and laws, as well as in a manner consistent and in compliance with the Standard Agreement and other contracts between the Applicant and the Department. 4. The Health Services Director, or designee in the event that sufficient evidence of designation is provided to the Department, is authorized to execute the Standard Agreement and any subsequent amendments or modifications thereto, as well as any other documents which are related to the Program or the CESH grant awarded to Applicant, as the Department may deem appropriate. RECOMMENDATION(S): APPROVE and AUTHORIZE the Public Works Director, or designee, to execute grant application documents to secure Proposition 1 grant funding with the California State Coastal Conservancy, not to exceed $200,000, for the MonTaraBay Green Infrastructure and Drainage Project. (District I) FISCAL IMPACT: County Service Area (CSA) M-17, MonTaraBay will match $10,000 and the Contra Costa County Flood Control and Water Conservation District will match $15,000 for the project. The grant application funding request will not exceed $200,000. BACKGROUND: The California Coastal Conservancy is soliciting Proposition 1 grant proposals for multi-benefit ecosystem and watershed protection and restoration projects, including urban APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 04/16/2019 APPROVED AS RECOMMENDED OTHER Clerks Notes: VOTE OF SUPERVISORS AYE:John Gioia, District I Supervisor Candace Andersen, District II Supervisor Diane Burgis, District III Supervisor Karen Mitchoff, District IV Supervisor Federal D. Glover, District V Supervisor Contact: Carl Roner (925)313-2213 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: April 16, 2019 David J. Twa, County Administrator and Clerk of the Board of Supervisors By: Laura Cassell, Deputy cc: Sonia Bustamonte- BOS, Steve Kowalewski- Public Works Chief, Rochelle Johnson - Special Districts, Carl Roner- Special Districts C. 33 To:Board of Supervisors From:Brian M. Balbas, Public Works Director/Chief Engineer Date:April 16, 2019 Contra Costa County Subject:Approve a grant application to secure Proposition 1 grant with the California State Coastal Conservancy. BACKGROUND: (CONT'D) greening. Public Works proposes to submit a grant application to fund the design phase of a green infrastructure project which will provide drainage to the MonTaraBay facility parking lot. The parking lot, which is 1.82 acres in size, is completely paved and does not have any drainage infrastructure. During much of the winter months, it is flooded by rainfall, restricting parking and access to the community center. The adjacent ballfield does not dry out until late summer. These flooding events limit public access to the facility during the winter months and interfere with food distribution events that are held in the MonTaraBay parking lot on a monthly basis. The lack of site drainage makes maintenance of the overall facility more difficult and costly. The proposed project will also improve the appearance of the site and reduce traffic speeds in the parking lot. Portions of the adjacent Montalvin Manor area are considered a disadvantaged community and the grant application will receive a higher score due to this fact. The grant will pay for the engineering and landscape design for the bioswales or other green infrastructure and the drainage pipeline. Public Works will need to obtain additional funding from outside sources, such as grants, at a later date to permit and construct the project. CONSEQUENCE OF NEGATIVE ACTION: If not approved, Public Works will be unable to pursue design funding for the project and ultimately will be unable to implement the MonTaraBay Green Infrastructure and Drainage Project. The resulting winter flooding of the MonTaraBay parking lot will continue to limit public access to the facility. RECOMMENDATION(S): ADOPT Resolution No. 2019/120 approving and authorizing the Sheriff-Coroner or designee, to apply for and accept the California Department of Parks and Recreation, Division of Boating and Waterways Financial Aid Program Agreement in an initial amount of $738,249 for marine patrol and boating regulation enforcement for the period July 1, 2019 through the end of available funding. This board order and resolution supersedes Board Order action on December 11, 2018 (C.30) FISCAL IMPACT: Initial Revenue of $738,249, 100% State funds. The Office of the Sheriff receives annual funding from the California Department of Parks and Recreation, Division of Boating and Waterways that is incorporated in the baseline budget. No County match. BACKGROUND: California Department of Parks and Recreation, Division of Boating and Waterways (DBW) provides funding to maintain the service level of the Office of the Sheriff's Marine Patrol Unit on the Delta Waterways. Marine patrol operations cost roughly $2.4 million per year of which DBW has awarded $638,249 for each of the past seven years. Beginning July 1, 2016, DBW funded APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 04/16/2019 APPROVED AS RECOMMENDED OTHER Clerks Notes: VOTE OF SUPERVISORS AYE:John Gioia, District I Supervisor Candace Andersen, District II Supervisor Diane Burgis, District III Supervisor Karen Mitchoff, District IV Supervisor Federal D. Glover, District V Supervisor Contact: Mary Jane Robb, (925) 335-1557 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: April 16, 2019 David J. Twa, County Administrator and Clerk of the Board of Supervisors By: Laura Cassell, Deputy cc: C. 34 To:Board of Supervisors From:David O. Livingston, Sheriff-Coroner Date:April 16, 2019 Contra Costa County Subject:California Department of Parks and Recreation, Division of Boating and Waterways Financial Aid Program Agreement BACKGROUND: (CONT'D) an additional $100,000 for a total initial amount of $738,249. DBW funding provides the ability for more vigilant enforcement of boating regulations. This board order and resolution supersedes Board Order action on December 11, 2018 (C. 30) to include in Resolution No. 2019/120 additional requirements imposed by the County pursuant to Harbors and Navigation Code § 663.7(e) . CONSEQUENCE OF NEGATIVE ACTION: Failure to secure State funding will result in a further reduction in Marine Patrol Services. CHILDREN'S IMPACT STATEMENT: AGENDA ATTACHMENTS Resolution 2019/120 MINUTES ATTACHMENTS Res 2019_120 signed THE BOARD OF SUPERVISORS OF CONTRA COSTA COUNTY, CALIFORNIA and for Special Districts, Agencies and Authorities Governed by the Board Adopted this Resolution on 04/16/2019 by the following vote: AYE:5 John Gioia Candace Andersen Diane Burgis Karen Mitchoff Federal D. Glover NO: ABSENT: ABSTAIN: RECUSE: Resolution No. 2019/120 IN THE MATTER OF: Applying for and Accepting the FY 2019/2020 California Department of Parks and Recreation, Division of Boating and Waterways Financial Aid Program Agreement. WHEREAS, the County of Contra Costa is seeking funds available through the California Department of Parks and Recreation, Division of Boating and Waterways Financial Aid Program Agreement. Contra Costa County Office of the Sheriff shall not allocate funds to any county or a public agency within a county unless the department receives a resolution adopted annually by the board of supervisors authorizing the county to participate in the program and certifying that the county will expend for boating safety programs during that year not less than an amount equal to 100 percent of the amount received by the county from personal property taxes on vessels. The money allocated to a county pursuant to Harbors and Navigation Code section 663.7 subdivision (a) shall be used only for boating safety and enforcement programs, as specified in subdivision (a), that are conducted in that county. NOW, THEREFORE, BE IT RESOLVED that the Board of Supervisor's: Authorizes the Sheriff-Coroner, Undersheriff or the Sheriff's Chief of Management Services, to execute for and on behalf of the County of Contra Costa, a public entity established under the laws of the State of California, any action necessary for the purpose of obtaining financial assistance provided by California Department of Parks and Recreation, Division of Boating and Waterways Financial Aid Program Agreement. Contact: Mary Jane Robb, (925) 335-1557 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: April 16, 2019 David J. Twa, County Administrator and Clerk of the Board of Supervisors By: Laura Cassell, Deputy cc: RECOMMENDATION(S): Adopt Resolution No. 2019/122 authorizing the County Administrator, or designee, to apply for and accept the Edward Byrne Memorial Justice Assistance Grant up to the amount of $1,045,625 annually from the Board of State and Community Corrections to promote innovations in indigent defense within the County for the period October 1, 2019 through the end of the grant period. FISCAL IMPACT: 100% Federal revenue, no county match. Up to $1,045,625 annually for three years from California’s JAG Allocation. BACKGROUND: The JAG Program (34 U.S.C. §10151-10158) is a key provider of federal criminal justice funding to state and local jurisdictions. The JAG Program provides critical funding necessary to support state and local initiatives including: technical assistance, strategic planning, research and evaluation (including forensics), data collection, training, personnel, equipment, forensic laboratories, supplies, contractual support, and criminal justice information systems. The Federal JAG Program supports eight Program Purpose Areas (PPAs) designated by federal statute. APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 04/16/2019 APPROVED AS RECOMMENDED OTHER Clerks Notes: VOTE OF SUPERVISORS AYE:John Gioia, District I Supervisor Candace Andersen, District II Supervisor Diane Burgis, District III Supervisor Karen Mitchoff, District IV Supervisor Federal D. Glover, District V Supervisor Contact: Paul Reyes, 925-335-1096 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: April 16, 2019 David J. Twa, County Administrator and Clerk of the Board of Supervisors By: Laura Cassell, Deputy cc: Lara DeLaney, Robin Lipetzky C. 35 To:Board of Supervisors From:David Twa, County Administrator Date:April 16, 2019 Contra Costa County Subject:Edward Byrne Memorial Justice Assistance Grant 2018 BACKGROUND: (CONT'D) These include: (1) law enforcement programs; (2) prosecution and court programs, including indigent defense; (3) prevention and education programs; (4) corrections and community corrections programs; (5) drug treatment and enforcement programs; (6) planning, evaluation and technology improvement programs; (7) crime victim and witness programs (other than compensation); and (8) mental health programs and related law enforcement and corrections programs, including behavioral programs and crisis intervention team. Historically, funding for the JAG Program in California had been allocated directly to counties through a non-competitive process. The majority of funds were passed through to local law enforcement agencies to fund multi-jurisdictional task forces related to narcotics suppression. In 2012, California state law transferred the administration of the JAG Program from the California Emergency Management Agency (now the California Office of Emergency Services) to the Board of State and Community Corrections (BSCC). With this transfer, BSCC became the State Administering Agency responsible for oversight of Byrne JAG funding in California. In 2015, California used JAG funding for 32 local JAG projects throughout the state. These competitively awarded projects reflected the approved state strategy and three (3) priority program purpose areas (PPAs) of (1) Prevention and Education Programs; (2) Law Enforcement Programs; and (3) Prosecution, Courts, Defense, and Indigent Defense. Contra Costa County was one of the successful applicants award JAG funding to support the Youth Justice Initiative, a public and private initiative devoted to helping kids who are involved or at the highest risk of being involved with the juvenile justice system.. Today's action authorizes the County Administrator, or designee, to apply for and accept the Edward Byrne Memorial Justice Assistance Grant administered by BSCC. The County's grant application development process has been led by the County Public Defender and is aimed at promoting innovations in indigent defense. CONSEQUENCE OF NEGATIVE ACTION: Contra Costa County will not apply for this grant funding opportunity. AGENDA ATTACHMENTS Resolution 2019/122 MINUTES ATTACHMENTS Res 2019_122 signed THE BOARD OF SUPERVISORS OF CONTRA COSTA COUNTY, CALIFORNIA and for Special Districts, Agencies and Authorities Governed by the Board Adopted this Resolution on 04/16/2019 by the following vote: AYE:5 John Gioia Candace Andersen Diane Burgis Karen Mitchoff Federal D. Glover NO: ABSENT: ABSTAIN: RECUSE: Resolution No. 2019/122 The Edward Byrne Memorial Justice Assistance Grant (JAG) Program for 2018. WHEREAS the Contra Costa County, hereafter referred to as County, desires to participate in the Edward Byrne Memorial Justice Assistance Grant (JAG) Program administered by the Board of State and Community Corrections, hereafter referred to as BSCC. NOW, THEREFORE, BE IT RESOLVED that the County Administrator, or designee, is authorized on behalf of the Board of Supervisors to submit the grant proposal for this funding and sign the Grant Agreement with the BSCC, including any amendments thereof; and BE IT FURTHER RESOLVED that grant funds received hereunder shall not be used to supplant expenditures controlled by this body; and BE IT FURTHER RESOLVED that the County agrees to abide by the terms and conditions of the Grant Agreement as set forth by the BSCC. Contact: Paul Reyes, 925-335-1096 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: April 16, 2019 David J. Twa, County Administrator and Clerk of the Board of Supervisors By: Laura Cassell, Deputy cc: Lara DeLaney, Robin Lipetzky RECOMMENDATION(S): APPROVE and AUTHORIZE the Public Works Director, or designee, to execute a contract amendment with The Gordian Group, Inc. d/b/a The Mellon Group, effective April 16, 2019, to increase the payment limit by $750,000 to a new payment limit of $1,750,000 to continue to provide Job Order Contracting Program development and implementation services for various County projects and to extend the term from July 28, 2020 to December 31, 2021, Countywide. (WW0948) FISCAL IMPACT: 100% Various Capital Project funds. Gordian charges a 5% License and Job Order Development Fee if and when a job order is issued to a job order contractor, based on the value of the work and when there is an approved project and funding. BACKGROUND: In order to be efficient in delivering projects, the County has needed to employ a variety of project delivery methods. One such method is Public Contract Code Section 20128.5, which authorizes counties to award one or more individual annual contracts for repair, remodeling, or other repetitive work to be done according to unit prices. Once an annual contract is awarded, APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 04/16/2019 APPROVED AS RECOMMENDED OTHER Clerks Notes: VOTE OF SUPERVISORS AYE:John Gioia, District I Supervisor Candace Andersen, District II Supervisor Diane Burgis, District III Supervisor Karen Mitchoff, District IV Supervisor Federal D. Glover, District V Supervisor Contact: Ramesh Kanzaria 925-957-2480 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: April 16, 2019 David J. Twa, County Administrator and Clerk of the Board of Supervisors By: Laura Cassell, Deputy cc: C. 36 To:Board of Supervisors From:Brian M. Balbas, Public Works Director/Chief Engineer Date:April 16, 2019 Contra Costa County Subject:APPROVE and AUTHORIZE Amendment No. 2 to Consulting Services Agreement with The Gordian Group, Inc. (WW0948) BACKGROUND: (CONT'D) individual projects are then done through written job orders performed by the job order contractor at the unit prices bid for the annual contract. Such Job Order Contracting (JOC) is a project delivery tool that has been proven to reduce costs, save time, and increase productivity. Job order contracts are typically used for well-defined, recurring or repetitive work where quick execution is essential. It is an appropriate delivery method for any type of repetitive work, especially small renovation jobs. It allows for a longer relationship with the selected contractor as various job orders issued under the contract are performed during the contract term. Because the contractor has been selected and the unit price is fixed (by the project task catalog and the contractor’s adjustment factor), a job order contract allows contractor input prior to design, which can expedite the work. Gordian's services include the development and maintenance of a job order contract catalog, also known as a unit price book that contains individual construction tasks for all aspects for general conditions, maintenance, repair and construction of facilities, driveway/parking lots, and other construction-related components used by the County. Gordian also provides training and support to Contra Costa County personnel and contractors for the implementation and success of the JOC program. The JOC Program has a valuable construction project delivery tool for the term of the JOC contracts. Under the JOC program, the Public Works Department has currently assigned 120 projects; 54 projects completed, 43 projects which are in construction, 6 projects under development, 2 projects have stopped and 15 potential projects under review. As we near the expiration date and reach maximum contract amounts for the existing job order contracts, other projects are still eligible to be accomplished under the JOC program. There is a great need to continue utilizing the JOC program. CONSEQUENCE OF NEGATIVE ACTION: If Amendment No. 2 is not approved, the County will not have the resources to support the JOC program nor will it have the resource to complete deferred maintenance projects as described in the FLIP report and other County construction projects involving repair, remodeling, and other repetitive work. RECOMMENDATION(S): APPROVE and AUTHORIZE the Agricultural Commissioner, or designee, to execute Agreement 19-73-06-0251-RA with the United States Department of Agriculture (USDA) for an amount not to exceed $43,089 to receive wildlife damage management services for the period July 1, 2019 through June 31, 2020. FISCAL IMPACT: This agreement is funded with State Unclaimed Gas Tax revenue (60%) and County General Fund (40%). BACKGROUND: The USDA Animal and Plant Health Inspection Services (APHIS) is a Federal agency with a broad mission, which includes carrying out wildlife damage management activities. The USDA APHIS Wildlife Services (WS) maintains an effective Integrated Wildlife Damage Management (IWDM) program to resolve conflicts with wildlife throughout the County. APHIS-WS' overall goal is to maintain a biologically sound IWDM program to assist property owners, businesses, private citizens, and governmental agencies in resolving wildlife damage problems and conduct activities in accordance with applicable Federal, State and local laws and regulations. APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 04/16/2019 APPROVED AS RECOMMENDED OTHER Clerks Notes: VOTE OF SUPERVISORS AYE:John Gioia, District I Supervisor Candace Andersen, District II Supervisor Diane Burgis, District III Supervisor Karen Mitchoff, District IV Supervisor Federal D. Glover, District V Supervisor Contact: 608-6600 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: April 16, 2019 David J. Twa, County Administrator and Clerk of the Board of Supervisors By: Laura Cassell, Deputy cc: C. 37 To:Board of Supervisors From:Matt Slattengren Date:April 16, 2019 Contra Costa County Subject:APHIS - Wildlife Services 19-73-06-0251-RA BACKGROUND: (CONT'D) Under this agreement, assistance the USDA will provide the County may include (1) technical assistance through demonstration and instruction of wildlife damage prevention and/or control techniques; (2) predator identification and removal when livestock, crop or natural resource damage is verified; (3) nuisance wildlife technical assistance including removal, if necessary, when property damage is identified; and, (4) removal of wildlife displaying aggressive behavior or causing actual injury to County residents. CONSEQUENCE OF NEGATIVE ACTION: A negative action will restrict the Department in providing wildlife damage management and taking corrective actions on existing wildlife damage problems for the residents of the County. RECOMMENDATION(S): APPROVE and AUTHORIZE the Public Works Director, or designee, to execute a contract with Metropolitan Van and Storage Inc. in an amount not to exceed $7,000,000 to provide moving and storage services, for the period June 1, 2019 thru May 31, 2022, Countywide. FISCAL IMPACT: This cost is to be funded through Facilities maintenance budgets. (100% General Fund) BACKGROUND: Public Works utilizes contractors for moving and storage services including office landscape partitional furniture (OLP) repair, replacement, and adjustment. In the previous three years (2016-2018) over $6.6M was spent responding to department generated work requests requiring office moves, reconfigurations, and storage/retrieval APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 04/16/2019 APPROVED AS RECOMMENDED OTHER Clerks Notes: VOTE OF SUPERVISORS AYE:John Gioia, District I Supervisor Candace Andersen, District II Supervisor Diane Burgis, District III Supervisor Karen Mitchoff, District IV Supervisor Federal D. Glover, District V Supervisor Contact: TED LAVELLE 925-313-7077 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: April 16, 2019 David J. Twa, County Administrator and Clerk of the Board of Supervisors By: Laura Cassell, Deputy cc: C. 38 To:Board of Supervisors From:Brian M. Balbas, Public Works Director/Chief Engineer Date:April 16, 2019 Contra Costa County Subject:Approve a Contract with Metropolitan Van and Storage Inc. BACKGROUND: (CONT'D) of county assets or materials. As bid on Bidsync # 1812-315, Metropolitan Van and Storage Inc. was the lowest responsible and responsive vendor and has been awarded this commodity. Government Code Section 25358 authorizes the County to contract for maintenance and upkeep of County facilities. Facilities is requesting a three year contract. CONSEQUENCE OF NEGATIVE ACTION: If this contract is not approved, moving, storage and office furniture adjustment, repair and installation will not be performed. RECOMMENDATION(S): APPROVE and AUTHORIZE the Public Works Director, or designee, to execute a contract amendment with Battalion One Fire Protection, Inc., effective February 12, 2019, to increase the payment limit by $2,000,000 to a new payment limit of $2,800,000, with no change to the original term of October 1, 2017 through September 30, 2020, to provide fire system and fire sprinkler maintenance and certification services, Countywide. FISCAL IMPACT: This cost is to be funded through Facilities Services maintenance budget. (100% General Fund) BACKGROUND: Public Works Facilities Services is responsible for maintaining and certifying fire sprinkler systems at all County facilities. Facilities staff is not certified to maintain or replace sprinkler systems of conduct five (5) year fire sprinkler certifications. As these certifications are required, we historically sublet them to outside vendors. There are also several large APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 04/16/2019 APPROVED AS RECOMMENDED OTHER Clerks Notes: VOTE OF SUPERVISORS AYE:John Gioia, District I Supervisor Candace Andersen, District II Supervisor Diane Burgis, District III Supervisor Karen Mitchoff, District IV Supervisor Federal D. Glover, District V Supervisor Contact: TED LAVELLE 925-313-7077 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: April 16, 2019 David J. Twa, County Administrator and Clerk of the Board of Supervisors By: Laura Cassell, Deputy cc: C. 39 To:Board of Supervisors From:Brian M. Balbas, Public Works Director/Chief Engineer Date:April 16, 2019 Contra Costa County Subject:APPROVE a contract amendment with Battalion One Fire Protection, Inc. BACKGROUND: (CONT'D) scale fire system and sprinkler upgrade and repair projects that Facilities expects to complete this year. As bid on Bidsync # 1609-198, Battalion One Fire Protection, Inc. was one of several vendors to bid this work. Facilities has awarded this commodity to Battalion One. Facilities has exhausted the funds allowed by the original payment limit and is requesting the dollar amount be amended. CONSEQUENCE OF NEGATIVE ACTION: If this contract amendment is not approved, fire sprinkler maintenance and certification services with Battalion Fire Protections Systems, Inc. will be discontinued. RECOMMENDATION(S): APPROVE and AUTHORIZE the Health Services Director, or designee, to execute on behalf of the County Contract #26-242-4 with Alert Building Maintenance, Inc., a corporation, in an amount not to exceed $150,000, to provide window washing and maintenance services at Contra Costa Regional Medical Center (CCRMC) and Contra Costa Health Centers, for the period July 1, 2019 through June 30, 2021. FISCAL IMPACT: This Contract is funded 100% Hospital Enterprise I Fund. (No rate increase) BACKGROUND: In August 2017, the County Administrator approved and the Purchasing Services Manager executed Contract #26-242-2 (as amended by Contract Amendment Agreement #26-242-3) with Alert Building Maintenance, Inc., for the period from July 1, 2017 through June 30, 2019, for the provision of window washing and maintenance services at CCRMC and Contra Costa Health Centers. Approval of Contract #26-242-4 will allow Contractor to continue to provide window washing and maintenance services through June 30, 2021. APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 04/16/2019 APPROVED AS RECOMMENDED OTHER Clerks Notes: VOTE OF SUPERVISORS AYE:John Gioia, District I Supervisor Candace Andersen, District II Supervisor Diane Burgis, District III Supervisor Karen Mitchoff, District IV Supervisor Federal D. Glover, District V Supervisor Contact: Jaspreet Benepal, 925-370-5101 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: April 16, 2019 David J. Twa, County Administrator and Clerk of the Board of Supervisors By: Laura Cassell, Deputy cc: A. Floyd , M Wilhelm C. 40 To:Board of Supervisors From:Anna Roth, Health Services Director Date:April 16, 2019 Contra Costa County Subject:Contract #26-242-4 with Alert Building Maintenance, Inc. CONSEQUENCE OF NEGATIVE ACTION: If this contract is not approved, CCRMC and Contra Costa Health Centers will not receive window washing and maintenance services from this Contractor. RECOMMENDATION(S): APPROVE and AUTHORIZE the Health Services Director, or designee, to execute on behalf of the County Contract #76-573-2 with BeavEx Incorporated, a corporation, in an amount not to exceed $260,000, to provide courier services for Contra Costa Regional Medical Center (CCRMC) and Contra Costa Health Centers, for the period from December 1, 2018 through November 30, 2019. FISCAL IMPACT: This Contract is funded 100% by Hospital Enterprise Fund I. (No rate increase) BACKGROUND: On December 19, 2017, the Board of Supervisors approved Contract #76-573-1, with BeavEx Incorporated, to provide courier services for CCRMC and Health Centers, for the period from December 1, 2017 through November 30, 2018. Approval of Contract #76-573-2 will allow Contractor to continue providing courier services through November 30, 2019. APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 04/16/2019 APPROVED AS RECOMMENDED OTHER Clerks Notes: VOTE OF SUPERVISORS AYE:John Gioia, District I Supervisor Candace Andersen, District II Supervisor Diane Burgis, District III Supervisor Karen Mitchoff, District IV Supervisor Federal D. Glover, District V Supervisor Contact: Jaspreet Benepal, 925-370-5741 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: April 16, 2019 David J. Twa, County Administrator and Clerk of the Board of Supervisors By: Laura Cassell, Deputy cc: E Suisala , M Wilhelm C. 41 To:Board of Supervisors From:Anna Roth, Health Services Director Date:April 16, 2019 Contra Costa County Subject:Contract #76-573-2 with BeavEx Incorporated CONSEQUENCE OF NEGATIVE ACTION: If this contract is not approved, CCRMC and Health Centers would not receive necessary courier services and would have to solicit and engage an alternative vendor. ATTACHMENTS RECOMMENDATION(S): APPROVE and AUTHORIZE the Health Services Director, or designee, to execute on behalf of the County Contract #27-288-9 with Diablo Nephrology Medical Group, Inc., a corporation, in an amount not to exceed $1,250,000, to provide nephrology services to Contra Costa Health Plan (CCHP) members for the period from May 1, 2019 through April 30, 2021. FISCAL IMPACT: This Contract is funded 100% by CCHP Enterprise Fund II. (Rate increase) BACKGROUND: On April 25, 2017, the Board of Supervisors approved Contract #27-288-8 with Diablo Nephrology Medical Group, Inc., to provide nephrology services for CCHP members for the period May 1, 2017 through April 30, 2019. Approval of Contract #27-288-9 will allow Contractor to continue to provide nephrology services for CCHP members through April 30, 2021. CONSEQUENCE OF NEGATIVE ACTION: If this contract is not approved, certain specialized health care services for CCHP members under the terms of their Individual and Group Health Plan membership contracts with the County will not be provided. APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 04/16/2019 APPROVED AS RECOMMENDED OTHER Clerks Notes: VOTE OF SUPERVISORS AYE:John Gioia, District I Supervisor Candace Andersen, District II Supervisor Diane Burgis, District III Supervisor Karen Mitchoff, District IV Supervisor Federal D. Glover, District V Supervisor Contact: Sharron Mackey, 925-313-6104 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: April 16, 2019 David J. Twa, County Administrator and Clerk of the Board of Supervisors By: Laura Cassell, Deputy cc: K Cyr, M Wilhelm C. 42 To:Board of Supervisors From:Anna Roth, Health Services Director Date:April 16, 2019 Contra Costa County Subject:Contract #27-288-9 with Diablo Nephrology Medical Group, Inc. RECOMMENDATION(S): APPROVE and AUTHORIZE the Health Services Director, or designee, to execute on behalf of the County Contract Amendment Agreement #74-225-62(12) with Amy Scott, MFT, an Individual, effective March 1, 2019, to amend Contract #74-225-62(11), to increase the payment limit by $23,000, from $120,000 to a new payment limit of $143,000, with no change in the term of July 1, 2017 through June 30, 2019. FISCAL IMPACT: This amendment is funded by 50% Federal Medi-Cal and 50% State Mental Health Realignment. (No rate increase) BACKGROUND: On June 6, 2017, the Board of Supervisors approved Contract #74-225-62(11) with Amy Scott, MFT, for the provision of Medi-Cal specialty mental health services in East Contra Costa County, for the period from July 1, 2017 through June 30, 2019. Approval of Contract Amendment Agreement #74-225-62(12) will allow the Contractor to provide additional Medi-Cal specialty mental health services through June 30, 2019. APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 04/16/2019 APPROVED AS RECOMMENDED OTHER Clerks Notes: VOTE OF SUPERVISORS AYE:John Gioia, District I Supervisor Candace Andersen, District II Supervisor Diane Burgis, District III Supervisor Karen Mitchoff, District IV Supervisor Federal D. Glover, District V Supervisor Contact: Matthew White, M.D., 925-957-5201 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: April 16, 2019 David J. Twa, County Administrator and Clerk of the Board of Supervisors By: Laura Cassell, Deputy cc: N Garcia, M Wilhelm C. 43 To:Board of Supervisors From:Anna Roth, Health Services Director Date:April 16, 2019 Contra Costa County Subject:Amendment #74-225-62(12) with Amy Scott, MFT CONSEQUENCE OF NEGATIVE ACTION: If this amendment is not approved, the Contractor will not be able to provide specialty mental health services in East Contra Costa County. RECOMMENDATION(S): APPROVE and AUTHORIZE the Health Services Director, or designee, to execute on behalf of the County Contract Amendment Agreement #74-271-85(6) with Tom Westin, MFT, an Individual, effective April 1, 2019, to amend Contract #74-271-85(5), to increase the payment limit by $33,000, from $175,000 to a new payment limit of $208,000, with no change in the term of July 1, 2017 through June 30, 2019. FISCAL IMPACT: This amendment is funded by 50% Federal Medi-Cal and 50% State Mental Health Realignment. (No rate increase) BACKGROUND: On June 6, 2017, the Board of Supervisors approved Contract #74-271-85(5) with Tom Westin, MFT, for the provision of Medi-Cal specialty mental health services, for the period from July 1, 2017 through June 30, 2019. Approval of Contract Amendment Agreement #74-271-85(6) will allow the Contractor to provide additional Medi-Cal specialty mental health services through June 30, 2019. APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 04/16/2019 APPROVED AS RECOMMENDED OTHER Clerks Notes: VOTE OF SUPERVISORS AYE:John Gioia, District I Supervisor Candace Andersen, District II Supervisor Diane Burgis, District III Supervisor Karen Mitchoff, District IV Supervisor Federal D. Glover, District V Supervisor Contact: Matthew White, M.D., 925-957-5201 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: April 16, 2019 David J. Twa, County Administrator and Clerk of the Board of Supervisors By: Laura Cassell, Deputy cc: N Garcia, M Wilhelm C. 44 To:Board of Supervisors From:Anna Roth, Health Services Director Date:April 16, 2019 Contra Costa County Subject:Amendment #74-271-85(6) with Tom Westin, MFT CONSEQUENCE OF NEGATIVE ACTION: If this amendment is not approved, the Contractor will not be able to provide Medi-Cal specialty mental health services. RECOMMENDATION(S): APPROVE and AUTHORIZE the Health Services Director, or designee, to execute on behalf of the County Contract Amendment Agreement #74-341-17(8) with Barbara Large, LCSW, an Individual, effective April 1, 2019, to amend Contract #74-341-17(7), to increase the payment limit by $22,000, from $130,000 to a new payment limit of $152,000, with no change in the term of July 1, 2017 through June 30, 2019. FISCAL IMPACT: This amendment is funded by 50% Federal Medi-Cal and 50% State Mental Health Realignment. (No rate increase) BACKGROUND: On June 6, 2017, the Board of Supervisors approved Contract #74-341-17(7) with Barbara Large, LCSW, for the provision of Medi-Cal specialty mental health services to beneficiaries in West Contra Costa County, for the period from July 1, 2017 through June 30, 2019. Approval of Contract Amendment Agreement #74-341-17(8) will allow the Contractor to provide additional Medi-Cal specialty mental health services through June 30, 2019. APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 04/16/2019 APPROVED AS RECOMMENDED OTHER Clerks Notes: VOTE OF SUPERVISORS AYE:John Gioia, District I Supervisor Candace Andersen, District II Supervisor Diane Burgis, District III Supervisor Karen Mitchoff, District IV Supervisor Federal D. Glover, District V Supervisor Contact: Matthew White, M.D.,925-957-5201 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: April 16, 2019 David J. Twa, County Administrator and Clerk of the Board of Supervisors By: Laura Cassell, Deputy cc: N Garcia, M Wilhelm C. 45 To:Board of Supervisors From:Anna Roth, Health Services Director Date:April 16, 2019 Contra Costa County Subject:Amendment #74-341-17(8) with Barbara Large, LCSW CONSEQUENCE OF NEGATIVE ACTION: If this amendment is not approved, the Contractor will not be able to provide Medi-Cal specialty mental health services. RECOMMENDATION(S): APPROVE and AUTHORIZE the Health Services Director, or designee, to execute on behalf of the County Contract #76-642 with David Piccinati, M.D, an individual, in an amount not to exceed $150,000, to provide emergency medicine services for Contra Costa Regional Medical Center (CCRMC) and Health Centers for the period from April 1, 2019 through March 31, 2020. FISCAL IMPACT: This Contract is funded 100% Hospital Enterprise I. (No rate increase) BACKGROUND: Under Contract #76-642, Contractor will provide emergency medicine and emergency department Epic Informatics work services at CCRMC and Health Centers for the period April 1, 2019 through March 31, 2020. CONSEQUENCE OF NEGATIVE ACTION: If this contract is not approved, patients requiring emergency medicine care at CCRMC and Health Centers will not have access to Contractor’s services. APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 04/16/2019 APPROVED AS RECOMMENDED OTHER Clerks Notes: VOTE OF SUPERVISORS AYE:John Gioia, District I Supervisor Candace Andersen, District II Supervisor Diane Burgis, District III Supervisor Karen Mitchoff, District IV Supervisor Federal D. Glover, District V Supervisor Contact: Samir Shah, M.D. (925) 370-5525 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: April 16, 2019 David J. Twa, County Administrator and Clerk of the Board of Supervisors By: Laura Cassell, Deputy cc: A Floyd , M Wilhelm C. 46 To:Board of Supervisors From:Anna Roth, Health Services Director Date:April 16, 2019 Contra Costa County Subject:Contract #76-642 with David Piccinati, M.D. RECOMMENDATION(S): APPROVE and AUTHORIZE the Health Services Director, or designee, to execute on behalf of the County Contract #26-742-9 with God’s Grace Caring Home, Inc., a corporation, in an amount not to exceed $352,000, to provide residential board and care services for Contra Costa Regional Medical Center (CCRMC) and Contra Costa Health Center patients in the Patch Program, for the period from April 1, 2019 through March 31, 2020. FISCAL IMPACT: This Contract is funded 100% by County Patch Program Funds. (No increase) BACKGROUND: The County’s Patch Program provides residential board and care for post medical, surgical and/or custodial care patients who have been discharged from CCRMC and would otherwise not have appropriate follow up care. On February 6, 2018 the Board of Supervisors approved Contract #26-742-8 with God’s Grace Caring Home, Inc. to provide residential board and care services for CCRMC and Contra Costa Health Center patients in the Patch Program, for the period April 1, 2018 through March 31, 2019. Approval of Contract #26-742-9 will allow the Contractor to continue to provide residential board and care services through March 31, 2020. APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 04/16/2019 APPROVED AS RECOMMENDED OTHER Clerks Notes: VOTE OF SUPERVISORS AYE:John Gioia, District I Supervisor Candace Andersen, District II Supervisor Diane Burgis, District III Supervisor Karen Mitchoff, District IV Supervisor Federal D. Glover, District V Supervisor Contact: Samir Shah, M.D., 925-370-5525 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: April 16, 2019 David J. Twa, County Administrator and Clerk of the Board of Supervisors By: Laura Cassell, Deputy cc: A Floyd , M Wilhelm C. 47 To:Board of Supervisors From:Anna Roth, Health Services Director Date:April 16, 2019 Contra Costa County Subject:Contract #26-742-9 with God’s Grace Caring Home, Inc. CONSEQUENCE OF NEGATIVE ACTION: If this contract is not approved, post-surgery patients will not have access to Contractor’s services. RECOMMENDATION(S): APPROVE and AUTHORIZE the Health Services Director, or designee, to execute on behalf of the County Contract #76-537-5 with Baltic Sea Manor, LLC, a limited liability company, in an amount not to exceed $163,320, to provide residential board and care services for Contra Costa Regional Medical Center (CCRMC) and Contra Costa Health Center patients in the Patch Program, for the period April 1, 2019 through March 31, 2020. FISCAL IMPACT: This Contract is funded 100% by County Patch Program Funds. (No rate increase) BACKGROUND: The County’s Patch Program provides residential board and care for post medical, surgical and/or custodial care patients who have been discharged from CCRMC and would otherwise not have appropriate follow up care. On February 6, 2018, the Board of Supervisors approved Contract #76-537-4 with Vivian Price, to provide residential board and care services for CCRMC and Contra Costa Health Center patients in the Patch Program for the period April 1, 2018 through March 31, 2019. Approval of Contract APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 04/16/2019 APPROVED AS RECOMMENDED OTHER Clerks Notes: VOTE OF SUPERVISORS AYE:John Gioia, District I Supervisor Candace Andersen, District II Supervisor Diane Burgis, District III Supervisor Karen Mitchoff, District IV Supervisor Federal D. Glover, District V Supervisor Contact: Samir Shah (925) 370-5525 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: April 16, 2019 David J. Twa, County Administrator and Clerk of the Board of Supervisors By: Laura Cassell, Deputy cc: A Floyd , M Wilhelm C. 48 To:Board of Supervisors From:Anna Roth, Health Services Director Date:April 16, 2019 Contra Costa County Subject:Contract #76-537-5 with Baltic Sea Manor, LLC BACKGROUND: (CONT'D) #76-537-5 will allow the Contactor to continue to provide residential board and care services for CCRMC and Contra Costa Health Center patients in the Patch Program through March 31, 2020. CONSEQUENCE OF NEGATIVE ACTION: If this contract is not approved, these post-surgery patients would not have access to Contractor’s services RECOMMENDATION(S): APPROVE and AUTHORIZE the Health Services Director, or designee, to execute on behalf of the County Contract #26-528-15 with Acusis, LLC, a limited liability company, in an amount not to exceed $300,000, to provide medical transcription and dictation services at Contra Costa Regional Medical Center (CCRMC) and Contra Costa Health Centers, for the period from March 1, 2019 through April 30, 2020. FISCAL IMPACT: This Contract is funded by 100% Hospital Enterprise Fund I. (No rate increase) BACKGROUND: Acusis, LLC provides round-the-clock, state-of-the-art, customized transcription for all types of medical reports, office and clinic notes, referral letters, and emergency documentation. The Contractor ensures that experienced transcriptionists are always available, providing between two to four hour turnaround for STAT reports and overnight service for less critical reports. Acusis, LLC tailors its output to meet client needs and guarantees on-time delivery for all reports. On February 6, 2018, the APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 04/16/2019 APPROVED AS RECOMMENDED OTHER Clerks Notes: VOTE OF SUPERVISORS AYE:John Gioia, District I Supervisor Candace Andersen, District II Supervisor Diane Burgis, District III Supervisor Karen Mitchoff, District IV Supervisor Federal D. Glover, District V Supervisor Contact: Jaspreet Benepal, (925) 370-5100 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: April 16, 2019 David J. Twa, County Administrator and Clerk of the Board of Supervisors By: Laura Cassell, Deputy cc: A Floyd , M Wilhelm C. 49 To:Board of Supervisors From:Anna Roth, Health Services Director Date:April 16, 2019 Contra Costa County Subject:Contract #26-528-15 with Acusis, LLC BACKGROUND: (CONT'D) Board of Supervisors approved Contract #26-528-12 (as amended by Contract Amendment Agreement #26-528-13) with Acusis, LLC for the provision of medical transcription and dictation services for patients at CCRMC and Contra Costa Health Centers, for the period from March 1, 2018 through February 28, 2019. Approval of Contract #26-528-15 will allow the Contractor to continue to provide transcription and dictation services, through April 30, 2020. CONSEQUENCE OF NEGATIVE ACTION: If this contract is not approved, Contractor will not provide STAT and overnight medical transcription services. RECOMMENDATION(S): APPROVE and AUTHORIZE the Purchasing Agent to execute, on behalf of the Chief Information Officer, (1) a blanket purchase order with MedTel Services, LLC, in an amount not to exceed 250,000 and (2) an amendment to the Medtel Customer Support Agreement for the renewal of telecommunications software and equipment maintenance, for the period April 20, 2019 through April 19, 2020. FISCAL IMPACT: $250,000 (100% User Fees); $164,743 of the cost is included in Department of Information Technology's (DoIT) Fiscal Year 2019/20 budget and reimbursed by user departments via DoIT's billing process. The remaining $85,257 would be billed out to user departments via DoIT's billing process, on an as-needed basis. BACKGROUND: The DoIT initiates the renewal of the OMNIWorks, Netpath, IRISnGEN, and Private Branch Exchange (PBX) maintenance each year. This equipment and software maintenance is essential for the ongoing operation of several of the County's telephone systems including those used by Child Protective Services, Elections, and the Tax Collector's Office. APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 04/16/2019 APPROVED AS RECOMMENDED OTHER Clerks Notes: VOTE OF SUPERVISORS AYE:John Gioia, District I Supervisor Candace Andersen, District II Supervisor Diane Burgis, District III Supervisor Karen Mitchoff, District IV Supervisor Federal D. Glover, District V Supervisor Contact: Wayne Tilley (925) 957-7701 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: April 16, 2019 David J. Twa, County Administrator and Clerk of the Board of Supervisors By: Laura Cassell, Deputy cc: C. 50 To:Board of Supervisors From:Marc Shorr, Chief Information Officer Date:April 16, 2019 Contra Costa County Subject:Medtel Equipment and Software Maintenance Renewal BACKGROUND: (CONT'D) These products are all manufactured and sole-sourced directly from MedTel Services, LLC, and the ongoing maintenance is required to maintain compliance and support. This renewal is Amendment number twelve to Customer Support Agreement dated April 20, 2007. In accordance with Administrative Bulletin No 611.0, County Departments are required to obtain Board approval for costs $100,000. The County Administrator’s Office has reviewed this request and recommends approval. CONSEQUENCE OF NEGATIVE ACTION: This support is a critical component to maintaining several of the County's telephone systems. Without it, DoIT may be unable to resolve issues that arise during the normal course of County business. RECOMMENDATION(S): APPROVE and AUTHORIZE the Purchasing Agent to execute, on behalf of the Health Services Director, a purchase order with Elsevier, Inc., a corporation, in an amount not to exceed $158,592, to renew its subscription to e-learning software for the period December 30, 2018 through December 29, 2019. FISCAL IMPACT: This purchase order is funded 100% by Hospital Enterprise Fund I revenues. BACKGROUND: Elsevier, Inc. provides a single, streamlined skill assessment and e-learning package for individual staff orientation and annual competency recertification assessment at Contra Costa Health Services (CCHS). CCHS is currently using the solutions courses on The Joint Commission, OSHA Compliance, Title 22, and Infection Control Standards to record, track, and report mandatory clinical education and clinical competency requirements of staff in a single system. This e-learning system also replaced the paper-based Safety and Infection Control Review (SICR) annual training requirement for CCRMC and Contra Costa Health Center staff. APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 04/16/2019 APPROVED AS RECOMMENDED OTHER Clerks Notes: VOTE OF SUPERVISORS AYE:John Gioia, District I Supervisor Candace Andersen, District II Supervisor Diane Burgis, District III Supervisor Karen Mitchoff, District IV Supervisor Federal D. Glover, District V Supervisor Contact: Patrick Wilson, 925-335-8700 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: April 16, 2019 David J. Twa, County Administrator and Clerk of the Board of Supervisors By: Laura Cassell, Deputy cc: L Walker, M Wilhelm C. 51 To:Board of Supervisors From:Anna Roth, Health Services Director Date:April 16, 2019 Contra Costa County Subject:Master Service Agreement #23-584-2 with Elsevier, Inc. BACKGROUND: (CONT'D) The Elsevier Master Agreement (“Master Agreement”) was authorized by the Board on December 15, 2015 via agenda item C.57 with an effective date of October 1, 2015, and remains in effect until terminated. The Master Agreement includes the terms under which Elsevier will provide services to the County, which are particularly described in schedules issued under the Master Agreement. The purpose of this purchase order is to renew the subscription to the e-learning software for an annual term. CONSEQUENCE OF NEGATIVE ACTION: CCHS education and training requirements, and operations will be severely impacted if this product is discontinued. The online e-learning clinical programs will need to be re-written and transferred to a paper system that will need to be printed and distributed manually to all staff for completion. Additional staff will be necessary to carry out the duties of printing and distributing training materials, as well as the scoring and record keeping functions associated with monitoring the education and training completed by the employees. Staff will need to attend in-person classes instead of e-learning, which will increase travel and training expenses of the organization. Due to the logistical complexities of a paper-based training system, there will be more resources needed to operationalize it from an administration perspective which may create delays in training delivery and completion. ATTACHMENTS RECOMMENDATION(S): Approve and Authorize the Employment and Human Services Director, or designee, to execute a contract with Seneca Family of Agencies, a non-profit corporation, in an amount not to exceed $415,000 to provide comprehensive visitation services for families referred by Children and Family Services (CFS) who are entitled to reunification services for the period July 1, 2019 to June 30, 2020. FISCAL IMPACT: This contract will increase expenditures by $415,000.00 funded with 30% County General Fund revenue, 70% State Realignment, Protective Services revenues. BACKGROUND: This contract is a result of a competitive bid and awarded to Seneca Family of Agencies (Seneca). The East Bay Visitation Program (EBVP) will allow CFS to follow visitation orders and mandates, utilize visitation as an opportunity to build parental capacity and strengthen family relationships, and increase successful reunification and permanency outcomes for youth in foster care. Seneca will maintain a primary East Bay Visitation Center in Antioch with four satellite visitation centers in Concord, San Leandro, El Sobrante, and Fairfield to promote maximum geographic accessibility for children and families referred by Contra Costa County. APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 04/16/2019 APPROVED AS RECOMMENDED OTHER Clerks Notes: VOTE OF SUPERVISORS AYE:John Gioia, District I Supervisor Candace Andersen, District II Supervisor Diane Burgis, District III Supervisor Karen Mitchoff, District IV Supervisor Federal D. Glover, District V Supervisor Contact: Gina Chenoweth 8-4931 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: April 16, 2019 David J. Twa, County Administrator and Clerk of the Board of Supervisors By: Laura Cassell, Deputy cc: C. 52 To:Board of Supervisors From:Kathy Gallagher, Employment & Human Services Director Date:April 16, 2019 Contra Costa County Subject:Contract with Seneca Family of Agencies for Visitation Service to Family Entitled to Reunification Services BACKGROUND: (CONT'D) Seneca’s provision of visitation centers in the East Bay is rooted in over eight years of experience providing visitation services to San Francisco County youth and families, and their commitment to partner with child welfare departments to eliminate all barriers to family reunification and each child’s right to grow up in a stable, loving, and supporting home. The EBVP is a collaborative model between Seneca, the City and County of San Francisco, and Contra Costa County. As much as possible, services will align between the two counties. While separate agreements exist between Seneca and each county, program and policy decisions will be developed jointly. CONSEQUENCE OF NEGATIVE ACTION: Without EBVP services and geographically accessible sites, foster youth would be at risk for experiencing disruptions to receiving high-quality, regular visitation with family. CHILDREN'S IMPACT STATEMENT: This contract supports all five of the community outcomes established in the Children's Report Card: 1) "Children Ready for and Succeeding in School"; 2) "Children and Youth Healthy and Preparing for Productive Adulthood"; 3) "Families that are Economically Self Sufficient"; 4) "Families that are Safe, Stable and Nurturing"; and 5) "Communities that are Safe and Provide a High Quality of Life for Children and Families" by promoting sustainable and successful family reunification to build and support strong family relationships. RECOMMENDATION(S): APPROVE and AUTHORIZE the Employment and Human Services Director, or designee, to execute an interagency agreement with Contra Costa County In-Home Supportive Services Public Authority, a public agency, in an amount not to exceed $2,342,711, to provide in-home supportive services, for the period July 1, 2019 through June 30, 2020. FISCAL IMPACT: This will increase department expenditures by $2,342,711 to be funded with 16% County, 30% State, and 54% Federal (CFDA #93.778) revenues. BACKGROUND: The County Board of Supervisors enacted Ordinance Number 98-14 March 1998 establishing the Contra Costa County In-Home Supportive Services (IHSS) Public Authority (PA) as an independent public agency pursuant to California Welfare and Institutions Code section 12301.6. While the PA is an independent public agency providing service to the County, it also receives services from County departments. This dual relationship requires an agreement that establishes the respective obligations and responsibilities of the County and the PA. APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 04/16/2019 APPROVED AS RECOMMENDED OTHER Clerks Notes: VOTE OF SUPERVISORS AYE:John Gioia, District I Supervisor Candace Andersen, District II Supervisor Diane Burgis, District III Supervisor Karen Mitchoff, District IV Supervisor Federal D. Glover, District V Supervisor Contact: Gina Chenoweth 8-4961 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: April 16, 2019 David J. Twa, County Administrator and Clerk of the Board of Supervisors By: Laura Cassell, Deputy cc: C. 53 To:Board of Supervisors From:Kathy Gallagher, Employment & Human Services Director Date:April 16, 2019 Contra Costa County Subject:Contract with Contra Costa County In-Home Supportive Services Public Authority for In-Home Supportive Services BACKGROUND: (CONT'D) This board order will authorize the execution of the FY2019-2020 interagency agreement and will ensure the continuation of IHSS program services. CONSEQUENCE OF NEGATIVE ACTION: IHSS to County IHSS recipients may not be delivered. RECOMMENDATION(S): APPROVE and AUTHORIZE the Purchasing Agent to execute, on behalf of the Health Services Director, a Purchase Order with American Messaging Services, LLC., a limited liability company, in an amount not to exceed $265,000 for the rental of at least 900 pagers for use by the medical staff at the Contra Costa Regional Medical Center (CCRMC) and Contra Costa Health Centers, for the period from January 7, 2019 through January 6, 2021. FISCAL IMPACT: 100% funding is included in the Hospital Enterprise Fund I budget. BACKGROUND: American Messaging Services, LLC provides pagers used by the medical staff at CCRMC and the Health Centers. Cell phones do not get service in certain areas of the hospital, so pagers are essential to being able to quickly locate medical staff during emergencies. Contractor also handles the paging services for every County agency, thus enabling the County to standardize communication needs in the event of a disaster. APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 04/16/2019 APPROVED AS RECOMMENDED OTHER Clerks Notes: VOTE OF SUPERVISORS AYE:John Gioia, District I Supervisor Candace Andersen, District II Supervisor Diane Burgis, District III Supervisor Karen Mitchoff, District IV Supervisor Federal D. Glover, District V Supervisor Contact: Margaret Harris, 925-370-5421 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: April 16, 2019 David J. Twa, County Administrator and Clerk of the Board of Supervisors By: Laura Cassell, Deputy cc: L Walker, M Wilhelm, M Harris C. 54 To:Board of Supervisors From:Anna Roth, Health Services Director Date:April 16, 2019 Contra Costa County Subject:Purchase Order with American Messaging Services, LLC. CONSEQUENCE OF NEGATIVE ACTION: If this Purchase Order is not approved the Health Services Department will not have pagers, which could result in patient care issues or difficulty communicating with other County departments in the event of a disaster. RECOMMENDATION(S): APPROVE and AUTHORIZE the Health Service Director, or designee, to execute on behalf of the County Contract #77-214 with America West Medical Transportation, Inc., a corporation, in an amount not to exceed $350,000, to provide non-emergency medical transportation services for Contra Costa Health Plan (CCHP) members, for the period from April 1, 2019 through March 31, 2021. FISCAL IMPACT: This Contract funded 100% by Contra Costa Health Plan Enterprise Fund II. BACKGROUND: Under Contract #77-214, the Contractor will provide non-emergency medical transportation services for CCHP members for the period April 1, 2019 through March 31, 2021. APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 04/16/2019 APPROVED AS RECOMMENDED OTHER Clerks Notes: VOTE OF SUPERVISORS AYE:John Gioia, District I Supervisor Candace Andersen, District II Supervisor Diane Burgis, District III Supervisor Karen Mitchoff, District IV Supervisor Federal D. Glover, District V Supervisor Contact: Sharron Mackey, 925-313-6104 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: April 16, 2019 David J. Twa, County Administrator and Clerk of the Board of Supervisors By: Laura Cassell, Deputy cc: K Cyr, M Wilhelm C. 55 To:Board of Supervisors From:Anna Roth, Health Services Director Date:April 16, 2019 Contra Costa County Subject:Contract #77-214 with America West Medical Transportation, Inc. CONSEQUENCE OF NEGATIVE ACTION: If this contract is not approved, certain services for CCHP members under the terms of their Individual and Group Health Plan membership contracts with the County will not be provided. RECOMMENDATION(S): APPROVE and AUTHORIZE the Health Services Director, or designee, to execute on behalf of the County Contract Amendment Agreement #24-243-65 with R.E.A.C.H. Project, a non-profit corporation, effective April 1, 2019, to amend Contract #24-243-63 (as amended by #24-243-64) to increase the payment limit by $39,067, from $1,248,818 to a new payment limit of $1,287,885, to provide additional drug abuse prevention and treatment services to youth and adults in East County, with no change in the original term of July 1, 2018 through June 30, 2019. FISCAL IMPACT: This Contract is funded by 35% Substance Abuse Prevention and Treatment (SAPT) Block Grant; by 60% Drug Medi-Cal Realignment; by 4% Probation Department; by 1% CalWORKS (No rate increase) BACKGROUND: On July 24, 2018, the Board of Supervisors approved Contract #24-243-63 (as amended by #24-243-64) with R.E.A.C.H. Project, to provide drug abuse prevention and treatment services at Contractor’s facilities throughout East County, for the period from July 1, 2018 through June 30, 2019. Approval of Contract Amendment Agreement #24-243-65 will allow the Contractor to continue to provide additional drug abuse prevention and treatment services, through June 30, 2019. APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 04/16/2019 APPROVED AS RECOMMENDED OTHER Clerks Notes: VOTE OF SUPERVISORS AYE:John Gioia, District I Supervisor Candace Andersen, District II Supervisor Diane Burgis, District III Supervisor Karen Mitchoff, District IV Supervisor Federal D. Glover, District V Supervisor Contact: Matthew White, M.D., 925-370-5891 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: April 16, 2019 David J. Twa, County Administrator and Clerk of the Board of Supervisors By: Laura Cassell, Deputy cc: E Suisala , M Wilhelm C. 56 To:Board of Supervisors From:Anna Roth, Health Services Director Date:April 16, 2019 Contra Costa County Subject:Amendment #24-243-65 with R.E.A.C.H. Project CONSEQUENCE OF NEGATIVE ACTION: If this amendment is not approved, funding that was mistakenly included in this contract will not be transferred to the appropriate contract to provide necessary services. CHILDREN'S IMPACT STATEMENT: This prevention and treatment program supports the following Board of Supervisors’ community outcomes: “Children Ready For and Succeeding in School”; “Families that are Safe, Stable, and Nurturing”; and “Communities that are Safe and Provide a High Quality of Life for Children and Families”. Expected program outcomes include addicted youth being provided an opportunity to prevent or recover from the effects of alcohol or other drug use, become self-sufficient, and return to their families as productive individuals. RECOMMENDATION(S): APPROVE and AUTHORIZE the Health Services Director, or designee, to execute on behalf of the County Contract #74-596 with Healthright 360, a non-profit corporation, in an amount not to exceed $248,403 to provide drug abuse prevention and treatment services to adults, for the period from April 1, 2019 through June 30, 2019, which includes a three-month automatic extension through September 30, 2019, in an amount not to exceed $248,403. FISCAL IMPACT: This Contract is funded by 55% Drug Medi-Cal, 29% Substance Abuse Prevention and Treatment Block Grant, 16% Assembly Bill 109. BACKGROUND: This Contract meets the social needs of County’s population by providing specialized substance abuse treatment and prevention programs to help clients to achieve and maintain sobriety and to experience the associated benefits of self-sufficiency, family reunification, cessation of criminal activity and productive engagement in the community. Under Contract #74-596, the Contractor will provide drug abuse prevention and treatment services, which are not available within Contra Costa County limits, APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 04/16/2019 APPROVED AS RECOMMENDED OTHER Clerks Notes: VOTE OF SUPERVISORS AYE:John Gioia, District I Supervisor Candace Andersen, District II Supervisor Diane Burgis, District III Supervisor Karen Mitchoff, District IV Supervisor Federal D. Glover, District V Supervisor Contact: Matthew White, M.D., 925-957-5201 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: April 16, 2019 David J. Twa, County Administrator and Clerk of the Board of Supervisors By: Laura Cassell, Deputy cc: E Suisala , M Wilhelm C. 57 To:Board of Supervisors From:Anna Roth, Health Services Director Date:April 16, 2019 Contra Costa County Subject:Contract #74-596 with Healthright 360 BACKGROUND: (CONT'D) for Contra Costa County adults at Contractor’s facility in San Francisco County through June 30, 2019, which includes a three-month automatic extension through September 30, 2019. CONSEQUENCE OF NEGATIVE ACTION: If this contract is not approved, County’s Clients will not receive substance abuse treatment from Contractor, resulting in an overall reduction of services to a community at risk for incarceration. RECOMMENDATION(S): APPROVE and AUTHORIZE the Interim Risk Manager to execute a contract with Ah Hing dba Risk Management Outsourcing, LLC, to provide risk management services on behalf of Contra Costa County for the period from July 1, 2019 through June 30, 2020 in an amount not to exceed $118,988. FISCAL IMPACT: Costs for risk management related services are charged out to operating departments through the Internal Service Funds. BACKGROUND: Risk Management Outsourcing, LLP, has the experience and expertise needed to: 1) develop self-insured workers' compensation and liability premium charges for Departments based on payroll and losses; 2) obtain and organize data for actuarial reviews of the County's self-insurance programs; 3) develop insurance requirements, indemnification and other provisions to protect the County in contracts with Departments; 4) work with Departments and public contracting parties to develop reasonable alternatives to standard form contract insurance requirements; 6) obtain and organize underwriting information required by the County's excess property, general liability, medical malpractice, bonding, aircraft, and workers' compensation insurance carrier; 7) prepare forms for filing of risk management information required by state and federal regulatory agencies. APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 04/16/2019 APPROVED AS RECOMMENDED OTHER Clerks Notes: VOTE OF SUPERVISORS AYE:John Gioia, District I Supervisor Candace Andersen, District II Supervisor Diane Burgis, District III Supervisor Karen Mitchoff, District IV Supervisor Federal D. Glover, District V Supervisor Contact: Denise Rojas (925) 335-1400 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: April 16, 2019 David J. Twa, County Administrator and Clerk of the Board of Supervisors By: Laura Cassell, Deputy cc: C. 58 To:Board of Supervisors From:Denise Rojas, Interim Risk Manager Date:April 16, 2019 Contra Costa County Subject:Contract with Ah Hing dba Risk Management Outsourcing, LLC CONSEQUENCE OF NEGATIVE ACTION: County will not be able to ensure compliance with risk management and safety information required by state and federal regulatory agencies. RECOMMENDATION(S): APPROVE and AUTHORIZE the County Administrator, or designee, to execute a contract with the W. Haywood Burns Institute for a payment limit not to exceed $100,000 to provide committee consulting and development services for the County's Racial Justice Oversight Body and the Juvenile Justice Coordinating Council, for the period April 1, 2019 through June 30, 2020, subject to County Counsel review and approval. FISCAL IMPACT: The contract will be paid by equal contributions from the AB 109 Public Safety Realignment Revenue and the Probation Department budget (General Fund) BACKGROUND: In collaboration with the Probation Department, the Office of Reentry & Justice (ORJ) on February 28, 2019 solicited qualified contractors through a Request for Qualifications (RFQ) to provide "Committee Consulting Services to the Contra Costa Racial Justice Oversight Body and the Juvenile Justice Coordinating Council" for the period April 1, 2019 through June 30, 2019. Subsequent to the adoption by the Board of Supervisors on July 24, 2018 of the "Racial Justice Task Force--Final Report and Recommendations," (as amended), the Public Protection Committee (PPC) of the Board of Supervisors directed staff to development a recruitment process to seat an 18-member Racial Justice Oversight Body (RJOB). On November 13, 2018 the PPC approved the nominations for APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 04/16/2019 APPROVED AS RECOMMENDED OTHER Clerks Notes: VOTE OF SUPERVISORS AYE:John Gioia, District I Supervisor Candace Andersen, District II Supervisor Diane Burgis, District III Supervisor Karen Mitchoff, District IV Supervisor Federal D. Glover, District V Supervisor Contact: L. DeLaney, 925-335-1097 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: April 16, 2019 David J. Twa, County Administrator and Clerk of the Board of Supervisors By: Laura Cassell, Deputy cc: C. 59 To:Board of Supervisors From:David Twa, County Administrator Date:April 16, 2019 Contra Costa County Subject:Contract with W. Haywood Burns Institute appointments to the RJOB. On December 4, 2018, the Board approved the appointments. The Office of Reentry and Justice, a pilot project of the County Administrator’s Office, provided staff support to the Racial Justice Task Force, whose work was facilitated by contractor Resource Development Associates (RDA). Staff of the ORJ will support the Committee Consultant in the performance of their duties related to a contract for these services. With regard to the Juvenile Justice Coordinating Council (JJCC), in 2018 the PPC determined the JJCC was charged with duties similar to those of the Delinquency Prevention Commission (DPC), both multiagency advisory bodies. The DPC was responsible for coordinating county-based juvenile delinquency prevention initiatives and ensuring that outcomes and funding for delinquency prevention initiatives aligned with the County’s juvenile justice efforts. The PPC recommended the dissolution of the DPC and that the JJCC assume the duties of coordinating juvenile delinquency prevention initiatives through the annual multi-agency juvenile justice planning process. In addition, the PPC recommended that the JJCC’s membership be increased to nineteen (19) members by adding one (1) representative from the County Public Health Department, three (3) additional at-large community representatives, and two (2) at-large youth representatives. On December 4, 2018, the Board introduced Ordinance No. 2018-30 amending the County Ordinance Code Chapter 26-6 to dissolve the DPC and adopted Resolution No. 2018/597 increasing the size of the JJCC to 19 members and designating the JJCC as the body to coordinate county-wide juvenile delinquency prevention activities. The Committee Consultant will be responsible for providing the following: BACKGROUND: (CONT'D) Development of Committee bylaws to support meaningful participation by all Committee members and efficient and effective decision making by the Committee; Development and implementation of Committee structure including subcommittees and/or workgroups (as needed ); Development and implementation of a two-year work plan for the RJOB; Development and distribution of all meeting agendas and agenda packets (for Committees and any subcommittees/workgroups), including agenda item preparation with item background, status, fiscal impact (if any), and recommendation; Development of accurate and complete Records of Action, documenting Committee actions; Facilitation of RJOB meetings (and any subcommittee/workgroup meetings), including setting meeting dates and providing notifications; Engagement and support of stakeholders in the implementation of Racial Justice recommendations; Preparation/facilitation of status reports and status calls with ORJ and Probation; Development, production, and presentation of a public report regarding the implementation of recommendations related to reducing racial disparities in the criminal justice system and the impacts of implemented reforms; Subject-matter research and advice related to racial and criminal justice reform implementation and evaluation strategies in other counties. There were five organizations who responded to the RFQ: Jeweld Legacy Group1. National Institute for Criminal Justice Reform (NICJR)2. Resource Development Associates (RDA)3. Tetra Tech DPK, in association with the National Council on Crime and Delinquency (NCCD) 4. The W. Haywood Burns Institute5. The Review Panel that scored the responses and conducted interviews of the finalist was composed of (in alphabetic order): Diana Becton, District Attorney Donté Blue, Deputy Director of Office of Reentry & Justice Harlan Grossman, retired Judge, member of the Racial Justice Task Force Robin Lipetzky, Public Defender Michael Newton, Probation Director of Field Services Paul Reyes, Senior Deputy County Administrator Upon the conclusion of the response evaluation process, the Review Panel recommended that a contract in the amount of $100,000 be awarded to the W. Haywood Burns Institute. The W. Haywood Burns Institute (BI) has been working to reduce racial and ethnic disparities in the justice system for 18 years. BI is a national non-profit organization that has worked successfully with local jurisdictions across the country to reduce racial and ethnic disparities by leading community and system stakeholders through a data-driven process aimed at creating community-based alternatives to system involvement. RECOMMENDATION(S): APPROVE and AUTHORIZE the County Administrator, or designee, to execute an agreement terminating a software license and maintenance agreement with Enli Health Intelligence Corp. and settling and compromising a disputed claim by payment of $93,023 to Enli Health Intelligence Corp.. FISCAL IMPACT: The settlement amount of $93,023 will be paid 100% through Hospital Enterprise Fund I from Community Connect Project funding. BACKGROUND: In April 2015, the County entered into a Software License and Support Agreement with Enli Health Intelligence Corporation. The software was to be used by the Health Services Department to integrate with electronic health records and create a patient care dashboard. The software has not worked as intended. The agreement is a five-year agreement that does not expire until March 2020. The parties wish to terminate the agreement now and settle a disputed claim by payment of $93,023 to Enli. CONSEQUENCE OF NEGATIVE ACTION: The agreement would not be terminated. APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 04/16/2019 APPROVED AS RECOMMENDED OTHER Clerks Notes: VOTE OF SUPERVISORS AYE:John Gioia, District I Supervisor Candace Andersen, District II Supervisor Diane Burgis, District III Supervisor Karen Mitchoff, District IV Supervisor Federal D. Glover, District V Supervisor Contact: Enid Mendoza, 925.335.1039 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: April 16, 2019 David J. Twa, County Administrator and Clerk of the Board of Supervisors By: Laura Cassell, Deputy cc: C. 60 To:Board of Supervisors From:Anna Roth, Health Services Director Date:April 16, 2019 Contra Costa County Subject:Terminate Software License and Maintenance Agreement with Enli Health Intelligence Corp. RECOMMENDATION(S): APPROVE clarification of Board Order approved on December 18 2018 (Item C.39), which authorized the County Administrator or designee to execute a Software and Services Agreement including modified indemnification with LexisNexis Coplogic Solutions, Inc., in an amount not to exceed $1,416,000 for a countywide warrant management software system, configuration services, data hosting, and maintenance and support, to modify the term expiration from December 10, 2023 to December 31, 2025. FISCAL IMPACT: The contract cost comprises software licensing and configuration in the amount of $495,000, system enhancements in the amount of $236,500, and five years of vendor-supplied hosting and maintenance in the amount of $684,500 or $136,900 per year. In addition to the contract cost, the project will also incur internal County costs for mainframe interface programming and wide area network services provided by the Department of Information Technology. The cost of the contract will be funded through penalty assessments on failure to appear/failure to pay on Vehicle Code violations. The penalty assessment raises about $200,000 per year and was meant to be supplemented, if necessary, by city and county contributions in order to operate a countywide coordinated warrant system. The penalty assessment is restricted to the development and maintenance of warrant APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 04/16/2019 APPROVED AS RECOMMENDED OTHER Clerks Notes: VOTE OF SUPERVISORS AYE:John Gioia, District I Supervisor Candace Andersen, District II Supervisor Diane Burgis, District III Supervisor Karen Mitchoff, District IV Supervisor Federal D. Glover, District V Supervisor Contact: Julie DiMaggio Enea 925.335.1077 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: April 16, 2019 David J. Twa, County Administrator and Clerk of the Board of Supervisors By: Laura Cassell, Deputy cc: C. 61 To:Board of Supervisors From:David Twa, County Administrator Date:April 16, 2019 Contra Costa County Subject:CONTRACT WITH LEXISNEXIS FOR AN AUTOMATED COUNTYWIDE WARRANT SYSTEM FISCAL IMPACT: (CONT'D) information systems and was prompted by a statewide recognition of the outstanding warrant problem and the need for warrant reform. The system manages court-ordered warrants, and failure to appear warrants, and provides the ability to print warrant reports and abstracts (permission to arrest). The funds are budgeted in Department 0260. Based on historical receipts, the penalty assessments should be sufficient to cover the system cost over course of the project. Any shortages would need to be recovered through contributions by the County and local law enforcement agencies that rely on the system. BACKGROUND: The County currently has two systems that support the automated warrant system. The first system is the test and development system, which was the prior production hardware put into service in 2004. IBM AS400 hardware and software support for this system ended in 2014. The second system is the production IBM AS400 server (put into service in 2009) that operates on an IBM operating system, which was supported by IBM until September 30, 2017 but is now considered obsolete and is no longer supported. IBM advised us that, due to the age of the hardware and obsolete version of the software, an attempt to simply update the system in its current environment will not be successful. Due to compatibility issues, we are unable to migrate the warrant system application, which is written in COLBOL and Pascal, to the current release hardware and software operating system because the Pascal program compiler was discontinued in 1991. The Pascal program represents only 5 percent of the entire warrant system application but is an essential component for the communications portion of the application. We have made several unsuccessful attempts over the last ten years to rewrite the communications code into a supported programming language. To serve the needs of local law enforcement agencies, the warrant management system must be highly-available, web-based, multi-user, and in a California Justice Information Services hosted environment. The proposed warrant management system must provide the ability to restrict editing of warrant data by agency. More than 25 local law enforcement and justice agencies rely daily on the availability and performance of the warrant management system. The County Administrator's Office solicited proposals for a replacement system and, in June 2017, received one qualifying and responsive bid from LexisNexis Coplogic Solutions, Inc.. LexisNexis has nearly 10 years of experience with warrant management systems. In 2008, they developed a statewide electronic warrants solution (eWarrants) for the Kentucky Office of Homeland Security that has nearly eliminated all paper warrants in the Commonwealth of Kentucky. eWarrants automates the process of requesting, authorizing, and serving warrants and protective orders. It can also be used for subpoenas, summons, eviction notices, and any other servable document authorized by the courts and subsequently served by law enforcement. Since inception, more than 1.7 million electronic records have been processed through eWarrants. This is significant, as when the first counties entered the eWarrants pilot program, the state had an estimated 300,000 outstanding paper warrants, which were housed in decentralized physical locations. In 2016, eWarrants processed 317,619 warrants. The service rate in Kentucky for all newly created records is 87%. Arrest warrants average roughly 90% and indictments are approximately 95%. The Law & Justice Systems Unit of the County Administrator's Office will administer the warrant management system on behalf of all local law enforcement agencies and coordinate the system interfaces with the Superior Court in consultation with the Department of Information Technology. Due to the complexities concerning security requirements of criminal justice data what will be hosted by the contractor, contract negotiations were protracted and necessitate a need to extend the contract termination date by 24 months. LexisNexis has agreed to indemnify the County up to $1.5 million for liability resulting from the negligence or willful misconduct of its officers, employees, agents, contractors, and will additionally maintain $10 million of cyber insurance per claim and in aggregate for losses relating to data loss or breach. CONSEQUENCE OF NEGATIVE ACTION: Disapproval of the recommendation will continue the status quo mainframe warrant management system, which is 30 years old, at a high risk of failure due to system obsolescence and lack of technical know-how to support the system, and is no longer supported by IBM. System failure would have serious consequences for the Superior Court, the Sheriff, and other local law enforcement agencies that are required to exercise and maintain evidence of due diligence in serving court warrants. RECOMMENDATION(S): ADOPT the County's 2019-2020 State Controller's Office Recommended Budget Schedules for Countywide Funds and Special Districts. FISCAL IMPACT: These schedules meet the requirements of State law. Specific program recommendations will be presented to the Board during Budget Hearings on April 16, 2019 with final adoption scheduled for May 7, 2019. BACKGROUND: State law requires that local government adopt a 2019-2020 Recommended Budget for Countywide funds and Special Districts prior to June 30, 2019 in order to spend monies for the coming fiscal year. State law also requires that the Recommended Budget be adopted prior to holding Budget Hearings. Attached for your consideration are the Recommended Budget schedules as required by state law and regulation, which will serve as a placeholder until the Board approves a Final budget. These schedules are in a state required “line item” format as opposed to the program budget format used by the Board during budget hearings. The schedules incorporate the same total net County cost level as will be presented in the County Administrator’s Recommended Budget. APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 04/16/2019 APPROVED AS RECOMMENDED OTHER Clerks Notes: VOTE OF SUPERVISORS AYE:John Gioia, District I Supervisor Candace Andersen, District II Supervisor Diane Burgis, District III Supervisor Karen Mitchoff, District IV Supervisor Federal D. Glover, District V Supervisor Contact: Lisa Driscoll, County Finance Director, 335-1023 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: April 16, 2019 David J. Twa, County Administrator and Clerk of the Board of Supervisors By: Stephanie Mello, Deputy cc: Robert Campbell, Auditor-Controller C. 62 To:Board of Supervisors From:David Twa, County Administrator Date:April 16, 2019 Contra Costa County Subject:ADOPT the County and Special District FY 2019-20 State Controller's Office Recommended Budget Schedules BACKGROUND: (CONT'D) > During the public hearing on the Budget, the Board may make additional adjustments to the schedules presented herein. This recommended action will ensure that your Board will meet the requirements of State law and will in no way constrain your discretion with respect to the FY 2019-20 budget. CONSEQUENCE OF NEGATIVE ACTION: Absent a Board-approved budget, County expenditures are not authorized in the coming fiscal year. ATTACHMENTS FY 2019-20 Recommended State Schedules State Controller SchedulesSchedule 1County Budget ActJanuary 2010 Edition, revision #1Fund NameFund Balance Available June 30, 2019Decreases to Obligated Fund BalancesAdditional Financing SourcesTotal Financing Sources Financing UsesIncreases to Obligated Fund BalancesTotal Financing Uses1 2345678 General Fund$0$0 $1,705,097,977 $1,705,097,977 $1,705,097,977$0 $1,705,097,977 Capital Project Funds009,0009,0009,00009,000 Debt Service Funds2,129,1420 46,360,310 48,489,452 48,489,4520 48,489,452 Special Revenue Funds33,217,7500 497,648,250 530,866,000 530,866,0000 530,866,000Total Governmental Funds $35,346,892$0 $2,249,115,537 $2,284,462,429 $2,284,462,429$0 $2,284,462,429 Enterprise Funds$1,074,737$0 $1,396,499,465 $1,397,574,202 $1,397,574,202$0 $1,397,574,202 Internal Service Funds00 16,460,369 16,460,369 16,460,3690 16,460,369 Special Districts142,528,6460 294,567,903 437,096,549 437,096,5490 437,096,549Total Other Funds $143,603,383$0 $1,707,527,737 $1,851,131,120 $1,851,131,120$0 $1,851,131,120Total All Funds $178,950,275$0 $3,956,643,274 $4,135,593,549 $4,135,593,549$0 $4,135,593,549Other FundsContra Costa CountyAll Funds SummaryFiscal Year 2019-2020Total Financing SourcesTotal Financing UsesGovernmental Funds1 of 541 State Controller SchedulesSchedule 2County Budget ActJanuary 2010 Edition, revision #1Fund NameFund Balance Available June 30, 2019Decreases to Obligated Fund BalancesAdditional Financing SourcesTotal Financing Sources Financing UsesIncreases to Obligated Fund BalancesTotal Financing Uses1234 5 678 General Fund$0$0 $1,705,097,977 $1,705,097,977 $1,705,097,977$0 $1,705,097,977Total General Fund$0$0 $1,705,097,977 $1,705,097,977 $1,705,097,977$0 $1,705,097,977 County Law Enfrcmt-Cap Proj Fund$0$0 $173,000 $173,000 $173,000$0 $173,000 Recorder Modernization Fund9,334,0000 1,530,000 10,864,000 10,864,0000 10,864,000 Court/Clerk Automation Fund0000000 Fish and Game Fund00 141,670 141,670 141,6700 141,670 Land Development Fund00 3,261,100 3,261,100 3,261,1000 3,261,100 Criminalistics Lab Fund0022,00022,00022,000022,000 Survey Monument Preservation Fund655,679099,000 754,679 754,6790 754,679 Crim Justice Facility Construct Fund00 950,365 950,365 950,3650 950,365 Courthouse Construct Fund00 806,550 806,550 806,5500 806,550 Road Fund(14)0 73,409,591 73,409,577 73,409,577 0 73,409,577 Transportation Improvement Fund00 3,698,500 3,698,500 3,698,5000 3,698,500 Private Activity Bond Fund00 1,240,620 1,240,620 1,240,6200 1,240,620 Affordable Housing Spec Rev Fund00 397,000 397,000 397,0000 397,000 Navy Trans Mitigation Fund5,152,2600 150,000 5,302,260 5,302,2600 5,302,260 Tosco/Solano Trns Mitig Fund(93,000)0 100,000 7,000 7,000 0 7,000 Child Development Fund(0)0 31,900,000 31,900,000 31,900,000 0 31,900,000 HUD NSP Fund00 760,000 760,000 760,0000 760,000 Used Oil Recycling Grant Fund0093,28093,28093,280093,280 Conservation & Development Fund00 34,242,000 34,242,000 34,242,0000 34,242,000 CDD/PWD Joint Review Fee Fund186,0000 515,000 701,000 701,0000 701,000 Drainage Deficiency Fund2,470,018093,000 2,563,018 2,563,0180 2,563,018Special Revenue FundGeneral FundContra Costa CountyGovernmental Funds SummaryFiscal Year 2019-2020Total Financing SourcesTotal Financing Uses2 of 541 State Controller SchedulesSchedule 2County Budget ActJanuary 2010 Edition, revision #1Fund NameFund Balance Available June 30, 2019Decreases to Obligated Fund BalancesAdditional Financing SourcesTotal Financing Sources Financing UsesIncreases to Obligated Fund BalancesTotal Financing Uses1234 5 678 Public Works Fund($39,000)$0 $1,040,000 $1,001,000 $1,001,000$0 $1,001,000 DA Consumer Protection Fund525,2780 500,000 1,025,278 1,025,2780 1,025,278 Domestic Violence Victim Asst Fund00 290,000 290,000 290,0000 290,000 Dispute Resolution Program Fund00 180,000 180,000 180,0000 180,000 Zero Tolerance- Domestic Violence Fund00 648,000 648,000 648,0000 648,000 DA Revenue Narcotics Fund(67,000)0 122,000 55,000 55,000 0 55,000 DA Environment/OSHA Fund00 426,898 426,898 426,8980 426,898 DA Forfeiture-Fed-DOJ Fund0016,80016,80016,800016,800 Walden Green Maintenance Fund220,52808,466 228,994 228,9940 228,994 R/Estate Fraud Prosecution Fund00 464,280 464,280 464,2800 464,280 CCC Dept Child Support Svcs Fund00 20,383,000 20,383,000 20,383,0000 20,383,000 Emergency Med Svcs Fund00 1,543,305 1,543,305 1,543,3050 1,543,305 AB75 Tobacco Tax Fund0000000 Traffic Safety Fund0015,00015,00015,000015,000 Public Protection-Spec Rev Fund2,662,0000 1,166,179 3,828,179 3,828,1790 3,828,179 Sheriff Nar Forfeit-ST/Local Fund00 100,000 100,000 100,0000 100,000 Sheriff Forfeit-Fed-DoJ Fund006,0006,0006,00006,000 Sup Law Enforcement Svcs Fund00 9,899,518 9,899,518 9,899,5180 9,899,518 Sheriff Forfeit-Fed Treasury Fund002,0002,0002,00002,000 PROP 63 MH Svcs Fund00 54,751,349 54,751,349 54,751,3490 54,751,349 Prisoners Welfare Fund87,0000 1,341,000 1,428,000 1,428,0000 1,428,000 Probation Officers Special Fund69,337067,000 136,337 136,3370 136,337 Automated Sys Development Fund148,000052,000 200,000 200,0000 200,000 Property Tax Admin Fund3,019,51200 3,019,512 3,019,5120 3,019,512 Cnty Local Rev Fund1,179,0860 183,464,942 184,644,028 184,644,0280 184,644,028Special Revenue Fund (continued) Contra Costa CountyGovernmental Funds SummaryFiscal Year 2019-2020Total Financing SourcesTotal Financing Uses3 of 541 State Controller SchedulesSchedule 2County Budget ActJanuary 2010 Edition, revision #1Fund NameFund Balance Available June 30, 2019Decreases to Obligated Fund BalancesAdditional Financing SourcesTotal Financing Sources Financing UsesIncreases to Obligated Fund BalancesTotal Financing Uses1234 5 678 Obscene Matter-Minors Fund$5,000$0$400$5,400$5,400$0$5,400 IHSS Public Authority Fund00 2,343,000 2,343,000 2,343,0000 2,343,000 DNA Identification Fund00 270,000 270,000 270,0000 270,000 Comm Corr Performance Inctv Fund(832,110)0 4,573,373 3,741,263 3,741,263 0 3,741,263 NO Rich Wst&Rcvy Mitigation Fee Fund00 755,250 755,250 755,2500 755,250 L/M HSG Asset Fd-LMI Fund00 11,255,150 11,255,150 11,255,1500 11,255,150 Bailey Rd Mntc Surcharge Fund2,461,6140 400,000 2,861,614 2,861,6140 2,861,614 Home Invstmt Prtnrshp Act Fund00 500,000 500,000 500,0000 500,000 CASP Cert & training Fund0017,09217,09217,092017,092 County Library Fund(0)0 34,856,000 34,856,000 34,856,000 0 34,856,000 Casey Library Gift Fund005005005000500 Hercul/Rodeo Crock A of B005,0005,0005,00005,000 West County Area of Benefit(9,150)0 50,150 41,000 41,000 0 41,000 North Richmond AOB10,600090,000 100,600 100,6000 100,600 Martinez Area of Benefit(99,000)0 180,000 81,000 81,000 0 81,000 Briones Area of Benefit108,638017,000 125,638 125,6380 125,638 Central Co Area/Benefit(214,000)0 225,000 11,000 11,000 0 11,000 So Wal Crk Area of Benefit(40,000)0 50,100 10,100 10,100 0 10,100 Alamo Area of Benefit(259,800)0 270,000 10,200 10,200 0 10,200 South Co Area of Benefit(74,300)0 275,000 200,700 200,700 0 200,700 East County Area of Benefit300,4000 700,000 1,000,400 1,000,4000 1,000,400 Bethel Isl Area of Benefit4,60005,50010,10010,100010,100 County Childrens Fund00 185,000 185,000 185,0000 185,000 Animal Benefit Fund355,0000 100,000 455,000 455,0000 455,000 CO-Wide Gang and Drug Fund0077,00077,00077,000077,000Special Revenue Fund (continued) Contra Costa CountyGovernmental Funds SummaryFiscal Year 2019-2020Total Financing SourcesTotal Financing Uses4 of 541 State Controller SchedulesSchedule 2County Budget ActJanuary 2010 Edition, revision #1Fund NameFund Balance Available June 30, 2019Decreases to Obligated Fund BalancesAdditional Financing SourcesTotal Financing Sources Financing UsesIncreases to Obligated Fund BalancesTotal Financing Uses1234 5 678 Livable Communities Fund$1,405,098$0 $500,000 $1,905,098 $1,905,098$0 $1,905,098 ARRA HUD Bldg Insp NPP Fund00 804,700 804,700 804,7000 804,700 Central Identify Bureau Fund00 2,437,000 2,437,000 2,437,0000 2,437,000 SPRW Fund4,555,8760 798,622 5,354,498 5,354,4980 5,354,498 RD Dvlpmnt Discovery Bay Fund90,3000 110,000 200,300 200,3000 200,300 Road Imprvmnt Fee Fund00 5,545,000 5,545,000 5,545,0000 5,545,000 Rd Devlpmnt Rich/El Sobrt(31,900)0 42,000 10,100 10,100 0 10,100 Road Development Bay Point(19,200)0 120,000 100,800 100,800 0 100,800 Rd Devlpmnt Pacheco Area(9,600)0 20,000 10,400 10,400 0 10,400Total Special Revenue Fund $33,217,750 $0 $497,648,250 $530,866,000 $530,866,000$0 $530,866,000 Retirement UAAL Bond Fund$0$0 $43,600,399 $43,600,399 $43,600,399$0 $43,600,399 Ret Litgtn Stlmnt Dbt Svc Fund00 2,759,911 2,759,911 2,759,9110 2,759,911 Family Law Ctr-Debt Svc Fund2,129,14200 2,129,142 2,129,1420 2,129,142Total Debt Service Fund $2,129,142$0 $46,360,310 $48,489,452 $48,489,452$0 $48,489,452 Drainage Area 9 Fund$0$0$9,000$9,000$9,000$0$9,000Total Capital Projects Fund$0$0$9,000$9,000$9,000$0$9,000Total Governmental Funds $35,346,892$0 $2,249,115,537 $2,284,462,429 $2,284,462,429$0 $2,284,462,429Special Revenue Fund (continued) Debt Service FundCapital Projects FundContra Costa CountyGovernmental Funds SummaryFiscal Year 2019-2020Total Financing SourcesTotal Financing Uses5 of 541 Contra Costa CountySchedule 5County Budget ActSummary of Additional Financing Sources by Source and FundJanuary 2010 Edition, revision #1Governmental FundsFiscal Year 2019-20202017-2018 Actuals 2018-2019 Adjusted 2019-2020 Requested2019-2020 Recommended2345Fund Balance$0$31,648,442$0$0Taxes Current Property$403,508,923$410,973,351$433,410,610$433,410,610Taxes Other Than Cur Prop28,126,94727,404,88226,424,88226,424,882Total Taxes$431,635,870$438,378,233$459,835,492$459,835,492License/Permit/Franchises$33,179,210$28,412,712$30,821,132$30,821,132Fines/Forfeits/Penalties30,708,77518,664,07428,879,97828,879,978Use Of Money & Property19,402,5729,849,67926,984,67826,984,678Intergovernmental Revenue850,358,520914,715,889970,002,488971,280,839Charges For Services256,032,633277,696,874279,904,070279,944,170Miscellaneous Revenue383,221,074427,091,277450,302,361451,369,248$2,004,538,654 $2,146,457,180 $2,246,730,199 $2,249,115,537Total Summarization by SourceState Controller SchedulesDescription1Summarization by SourceTaxes6 of 541 Contra Costa CountySchedule 5County Budget ActSummary of Additional Financing Sources by Source and FundJanuary 2010 Edition, revision #1Governmental FundsFiscal Year 2019-20202017-2018 Actuals 2018-2019 Adjusted 2019-2020 Requested2019-2020 Recommended2345General Fund$1,539,448,331 $1,645,291,605 $1,704,164,407 $1,705,097,977County Law Enfrcmt-Cap Proj Fund148,108172,500173,000173,000CASP Cert & training Fund17,092017,09217,092Recorder Modernization Fund1,771,4781,755,0001,530,0001,530,000Fish and Game Fund14,187158,400141,670141,670Land Development Fund3,260,4103,136,1003,261,1003,261,100Criminalistics Lab Fund16,21322,25022,00022,000Survey Monument Preservation Fund85,01786,00099,00099,000Crim Justice Facility Construct Fund1,022,023870,000950,365950,365Courthouse Construct Fund861,088753,000806,550806,550Road Fund44,935,20555,797,91973,409,59173,409,591Transportation Improvement Fund2,314,0563,698,5003,698,5003,698,500Drainage Area 9 Fund5,1427,0009,0009,000Private Activity Bond Fund1,001,8181,225,0001,240,6201,240,620Affordable Housing Spec Rev Fund427,426325,000397,000397,000Navy Trans Mitigation Fund110,120120,000150,000150,000Tosco/Solano Trns Mitig Fund107,06060,000100,000100,000Child Development Fund28,557,62629,294,43531,900,00031,900,000HUD NSP Fund63,7501,011,000760,000760,000Used Oil Recycling Grant Fund264,784150,00093,28093,280Conservation & Development Fund32,552,36232,360,21334,242,00034,242,000CDD/PWD Joint Review Fee Fund454,520520,000515,000515,000Drainage Deficiency Fund53,29980,00093,00093,000Public Works Fund728,6101,502,3001,040,0001,040,000DA Consumer Protection Fund1,382,758500,000500,000500,000Domestic Violence Victim Asst Fund146,073152,664290,000290,000State Controller SchedulesDescription1Summarization by Fund7 of 541 Contra Costa CountySchedule 5County Budget ActSummary of Additional Financing Sources by Source and FundJanuary 2010 Edition, revision #1Governmental FundsFiscal Year 2019-20202017-2018 Actuals 2018-2019 Adjusted 2019-2020 Requested2019-2020 Recommended2345Dispute Resolution Program Fund$189,512$180,000$180,000$180,000Zero Tolerance- Domestic Violence Fund659,001634,447648,000648,000DA Revenue Narcotics Fund152,048122,000122,000122,000DA Environment/OSHA Fund200,500313,012426,898426,898DA Forfeiture-Fed-DOJ Fund25,01916,80016,80016,800Walden Green Maintenance Fund3,9072,0008,4668,466R/Estate Fraud Prosecution Fund432,424560,000464,280464,280CCC Dept Child Support Svcs Fund18,462,62918,769,09318,931,23220,383,000Emergency Med Svcs Fund1,646,6791,571,5491,543,3051,543,305AB75 Tobacco Tax Fund(57)000Traffic Safety Fund14,93415,45515,00015,000Public Protection-Spec Rev Fund1,011,6931,177,2501,166,1791,166,179Sheriff Nar Forfeit-ST/Local Fund59,622100,000100,000100,000Sheriff Forfeit-Fed-DoJ Fund7,0575,5006,0006,000Sup Law Enforcement Svcs Fund8,728,7989,528,6289,899,5189,899,518Sheriff Forfeit-Fed Treasury Fund9471,7502,0002,000PROP 63 MH Svcs Fund47,206,07750,513,39454,751,34954,751,349Prisoners Welfare Fund1,971,5261,341,0001,341,0001,341,000Probation Officers Special Fund74,39473,57867,00067,000Automated Sys Development Fund51,97025,00052,00052,000Property Tax Admin Fund44,647000Cnty Local Rev Fund165,000,868174,595,145183,464,942183,464,942Obscene Matter-Minors Fund5,181400400400IHSS Public Authority Fund2,055,8562,265,7042,343,0002,343,000DNA Identification Fund235,130270,000270,000270,000Comm Corr Performance Inctv Fund4,573,3734,584,1444,573,3734,573,373State Controller SchedulesDescription1Summarization by Fund (continued) 8 of 541 Contra Costa CountySchedule 5County Budget ActSummary of Additional Financing Sources by Source and FundJanuary 2010 Edition, revision #1Governmental FundsFiscal Year 2019-20202017-2018 Actuals 2018-2019 Adjusted 2019-2020 Requested2019-2020 Recommended2345NO Rich Wst&Rcvy Mitigation Fee Fund$727,069$600,000$755,250$755,250L/M HSG Asset Fd-LMI Fund226,86411,255,15011,255,15011,255,150Bailey Rd Mntc Surcharge Fund346,641400,000400,000400,000Home Invstmt Prtnrshp Act Fund684,106300,000500,000500,000County Library Fund32,796,32532,805,68434,856,00034,856,000Casey Library Gift Fund2,395500500500Hercul/Rodeo Crock A of B4,9445,0005,0005,000West County Area of Benefit44,4175,00050,15050,150North Richmond AOB1,323,63220,00090,00090,000Martinez Area of Benefit91,57170,000180,000180,000Briones Area of Benefit9,0786,00017,00017,000Central Co Area/Benefit206,422280,000225,000225,000So Wal Crk Area of Benefit44,74530,10050,10050,100Alamo Area of Benefit145,378251,000270,000270,000South Co Area of Benefit207,009280,000275,000275,000East County Area of Benefit1,192,582630,000700,000700,000Bethel Isl Area of Benefit27110,0005,5005,500County Childrens Fund203,115185,000185,000185,000Animal Benefit Fund124,932180,000100,000100,000CO-Wide Gang and Drug Fund105,51576,30077,00077,000Livable Communities Fund434,590506,000500,000500,000ARRA HUD Bldg Insp NPP Fund562,512805,700804,700804,700Retirement UAAL Bond Fund41,384,61841,823,13643,600,39943,600,399Ret Litgtn Stlmnt Dbt Svc Fund2,759,9112,759,9112,759,9112,759,911Central Identify Bureau Fund2,284,9482,437,0002,437,0002,437,000SPRW Fund284,416473,964798,622798,622Summarization by Fund (continued) State Controller SchedulesDescription19 of 541 Contra Costa CountySchedule 5County Budget ActSummary of Additional Financing Sources by Source and FundJanuary 2010 Edition, revision #1Governmental FundsFiscal Year 2019-20202017-2018 Actuals 2018-2019 Adjusted 2019-2020 Requested2019-2020 Recommended2345RD Dvlpmnt Discovery Bay Fund$240,644$701,000$110,000$110,000Road Imprvmnt Fee Fund5,390,0343,600,0005,545,0005,545,000Rd Devlpmnt Rich/El Sobrt74,09481,00042,00042,000Road Development Bay Point65,240155,000120,000120,000Rd Devlpmnt Pacheco Area8,34410,00020,00020,000$2,004,538,654 $2,146,457,180 $2,246,730,199 $2,249,115,537State Controller SchedulesDescription1Summarization by Fund (continued) Total Summarization by Fund10 of 541 Contra Costa CountySchedule 6County Budget ActDetail of Additional Financing Sources by Fund and AccountJanuary 2010 Edition, revision #1Governmental FundsFiscal Year 2019-2020Fund NameFinancing Source Category Financing Source Account 2017-2018 Actuals2018-2019 Adjusted2019-2020 Requested2019-2020 Recommended12 3 4567Fund Balance Available$0 $30,000,000$0$0Equip Replacement Release0148,44200$0 $30,148,442$0$0Prop Taxes-Curr Secured$231,486,089 $232,800,000 $251,500,000 $251,500,000Prop Tax-Supplemental5,368,5175,500,0003,300,0003,300,000Prop Tax-Unitary8,350,0758,000,0008,000,0008,000,000Prop Tax-In Lieu of VLF123,383,456 129,550,000 133,500,000 133,500,000Prop Taxes-Curr Unsecurred7,012,6316,450,0006,700,0006,700,000$375,600,768 $382,300,000 $403,000,000 $403,000,000Prop Taxes-Prior-Secured($501,881)($600,000)($600,000)($600,000)Prop Tax-Prior Supplemntl(291,721)(400,000)(400,000)(400,000)Prop Taxes-Prior-Unsecured(13,232)000Sales and Use Tax14,267,39415,000,00014,000,00014,000,000Aircraft Tax565,208380,000400,000400,000Transient Occupancy Tax3,329,8873,100,0003,100,0003,100,000Real Property Transfer Tax10,860,29810,000,00010,000,00010,000,000$28,215,952 $27,480,000 $26,500,000 $26,500,000Animal Licenses$1,610,809$1,600,000$1,600,000$1,600,000Business Licenses747,918542,715643,100643,100Construction Permits956000State Controller SchedulesGeneral Fund 100300 - General FundFund Balance Total Fund BalanceTaxes Current Property Total Taxes Current PropertyTaxes Other Than Cur Prop Total Taxes Other Than Cur PropLicense/Permit/Franchises11 of 541 Contra Costa CountySchedule 6County Budget ActDetail of Additional Financing Sources by Fund and AccountJanuary 2010 Edition, revision #1Governmental FundsFiscal Year 2019-2020Fund NameFinancing Source Category Financing Source Account 2017-2018 Actuals2018-2019 Adjusted2019-2020 Requested2019-2020 Recommended12 3 4567Franchises$3,169,000$3,543,000$3,103,100$3,103,100Franchises - Cable TV2,436,1102,245,7372,287,5142,287,514Franchises - Landfill Srchg2,162,6901,400,0002,000,0002,000,000Franchise2,123,1141,000,0002,000,0002,000,000Other Licenses & Permits219,618187,136204,250204,250$12,470,215 $10,518,588 $11,837,964 $11,837,964Vehicle Code Fines$1,272,239$1,016,887$1,003,387$1,003,387Parking Fines235,428000Vehicle Code Priors18,78012,7508,0008,000Drinking Driver-AB 208643,66935,46335,46335,463General Fines328,119467,993533,693533,693Restricted Litter Fines530000Unrestricted Litter Fines3,864400500500Failure to Appear Fines875240150150Consumer Fraud Damages61,19710,00010,00010,000St Pnlty Fd POC VC 4061138,57934,70038,50038,500Penalty & Costs - Dlnqt Tax1,246,108585,000666,000666,000Misc Forfeits & Penalties1,694,4151,676,2771,587,3161,587,316Tax Losses Reserve Refund20,000,00010,000,00020,000,00020,000,000Failure to File Penalty15,107000 100300 - General Fund (continued) License/Permit/Franchises (continued) Total License/Permit/FranchisesFines/Forfeits/PenaltiesState Controller SchedulesGeneral Fund (continued) 12 of 541 Contra Costa CountySchedule 6County Budget ActDetail of Additional Financing Sources by Fund and AccountJanuary 2010 Edition, revision #1Governmental FundsFiscal Year 2019-2020Fund NameFinancing Source Category Financing Source Account 2017-2018 Actuals2018-2019 Adjusted2019-2020 Requested2019-2020 Recommended12 3 4567$24,958,909 $13,839,710 $23,883,010 $23,883,010Earnings on Investment $14,099,191 $5,560,000 $20,000,000 $20,000,000Rent on Real Estate 118,588 133,786 109,685 109,685Rent of Office Space 471,513 427,610 432,004 432,004Other Rents 894,051 957,154 985,552 985,552$15,583,343 $7,078,550 $21,527,241 $21,527,241St Motor Veh In Lieu Tax $500,642 $0 $0 $0Admin State Mcal Health Care 57,550,537 59,631,001 61,234,560 61,234,560Realloc/PY Adj Admn State(141,880)0 12,190 12,190Admin State Out of Home Care 4,525,846 6,595,828 7,395,137 7,395,137Admin State Other Soc Svcs-OCSS 0 500,000 0 0State Child Abuse Prevention 0 42,000 39,829 39,829Admin State - Other 33,675,871 36,129,530 29,677,471 29,677,471State Aid Realignment-VLF 8,537,728 7,919,198 7,207,138 7,207,138State Aid Family Inc Mtce 1,031,141 2,503,072 1,016,679 1,016,679State Aid Children Brding Home 796,627 213,757 1,010,693 1,010,693State Aid Realignment-Sales Tax 59,133,322 54,871,561 58,184,376 58,184,376State Adoption Assistance 0 0 0 0State Aid Refugees 9,388 0 0 0State Auto Welfare System 5,272,495 6,049,215 5,499,000 5,499,000Admin-State Health Misc 28,942,343 39,517,612 43,537,001 43,537,001State Controller SchedulesGeneral Fund (continued) 100300 - General Fund (continued) Total Fines/Forfeits/PenaltiesUse Of Money & Property Total Use Of Money & PropertyIntergovernmental Revenue State Assistance13 of 541 Contra Costa CountySchedule 6County Budget ActDetail of Additional Financing Sources by Fund and AccountJanuary 2010 Edition, revision #1Governmental FundsFiscal Year 2019-2020Fund NameFinancing Source Category Financing Source Account 2017-2018 Actuals2018-2019 Adjusted2019-2020 Requested2019-2020 Recommended12 3 4567State C.H.D.P. Program$1,274,404$1,427,846$1,318,697$1,318,697State Aid for Crippled Child3,320,4522,226,6072,814,5162,814,516CCS Medical Cases Mgmt4,082,5113,882,5424,165,8044,165,804State Aid M/H Short-Doyle3,786,449647,4673,051,2163,051,216State Aid MH - SSI/SSP410,603386,074386,074386,074State Aid Drg AB Short-Doyle567,2842,386,4133,869,8133,869,813State Aid Realignment-M/H27,694,95627,694,95327,694,95327,694,953State Aid Realignment-VLF-MH2,383,7542,383,7502,383,7542,383,754Substance Abuse Grants5,784,4876,324,2628,172,8208,172,820Misc State Aid for Health1,502,1392,306,5512,622,5592,622,559State Aid for Agriculture2,466,1422,606,7593,423,4533,250,036State Aid for Civil Defense1,731,0081,549,5051,549,5051,549,505State Aid for Crime Control11,172,41512,371,18112,778,08012,778,080State Aid Veterans Affairs197,532188,043188,000188,000H/O Prop Tax Relief1,769,2531,650,0001,650,0001,650,000State Aid Area Agency on Aging573,955442,603589,049589,049State Aid Peace Off Training477,612557,454555,331555,331State Aid Mandated Expenditures16,495000State Aid Food/Milk Subvent343,420480,995449,630449,630Miscellaneous State Aid5,218,3696,648,5957,702,6727,702,672Vehicle Theft - VLF1,065,7351,000,0001,000,0001,000,000St Aid-Public Safety Svcs81,282,18281,779,54685,548,31985,548,319State Controller SchedulesGeneral Fund (continued) 100300 - General Fund (continued) Intergovernmental Revenue (continued) State Assistance (continued) 14 of 541 Contra Costa CountySchedule 6County Budget ActDetail of Additional Financing Sources by Fund and AccountJanuary 2010 Edition, revision #1Governmental FundsFiscal Year 2019-2020Fund NameFinancing Source Category Financing Source Account 2017-2018 Actuals2018-2019 Adjusted2019-2020 Requested2019-2020 Recommended12 3 4567$356,955,217 $372,913,919 $386,728,318 $386,554,901Admin Fed Other CWS $39,829 $0 $0 $0Admin Federal - Other 84,087,433 81,014,734 88,000,024 88,000,024Realloc/PY Adj Admn Fed(978,405)000Fed Aid Family Inc Mtce 9,671,393 10,034,998 9,776,204 9,776,204Fed Aid Child Brding Home 11,122,832 11,600,923 10,537,768 10,537,768Fed Aid Refugees95,123114,98781,41681,416Fed Aid Adoptions7,336,0837,682,9138,366,9888,366,988Fed Hlth Admin (MCH&3140)2,952,1143,059,4283,440,7963,440,796Fed Immunization Assist217,538318,664331,091331,091Fed Nutrition Elderly2,797,5143,337,9364,394,4014,394,401Fed W.I.C. Program4,458,1844,750,0004,539,0994,539,099Misc Fed Health Projects7,297,4837,854,22615,642,72815,642,728Fed Aid Hwy Construction285,837459,000109,000109,000Federal in Lieu Taxes6,176000Fed Aid Crime Control3,348,9894,122,4962,924,7912,924,791Fed Aid Comm Svcs Admin25,784,84931,318,14133,011,63233,011,632Fed Aid Employ & Training4,950,2696,811,3497,594,9547,594,954Fed Aid NIMH Grant2,306,2162,306,2162,306,2352,306,235Fed Aid Hud Block Grant7,052,94311,826,81811,992,37611,992,376Other Federal Aid13,636,11614,249,6199,815,2059,815,205$186,468,516 $200,862,448 $212,864,708 $212,864,708State Controller SchedulesGeneral Fund (continued) 100300 - General Fund (continued) Intergovernmental Revenue (continued) Total State Assistance Federal AssistanceTotal Federal Assistance15 of 541 Contra Costa CountySchedule 6County Budget ActDetail of Additional Financing Sources by Fund and AccountJanuary 2010 Edition, revision #1Governmental FundsFiscal Year 2019-2020Fund NameFinancing Source Category Financing Source Account 2017-2018 Actuals2018-2019 Adjusted2019-2020 Requested2019-2020 Recommended12 3 4567Other in Lieu Taxes$9,762$0$0$0RDA Nonprop-Tax Pass Through7,115,1436,350,0006,500,0006,500,000Misc Government Agencies2,490,7254,685,1074,011,3424,011,342$9,615,631 $11,035,107 $10,511,342 $10,511,342$553,039,363 $584,811,474 $610,104,368 $609,930,951M/H Svcs-Medicare$1,168,291$3,470,325$1,687,140$1,687,140M/H Svcs-Medi-Cal68,897,93880,665,71181,456,25881,456,258Fees Assessor121,412216,995217,409217,409Comm For Tax & Assess Coll8,159,2077,749,0398,014,8568,014,856Supplemental Roll Charges2,908,1492,963,0002,863,0002,863,000Auditing & Accounting Fees3,649,0203,970,0134,241,5334,241,533Communication Services5,303,6586,528,2655,611,5105,611,510Candidates Filing Fees143,939100,000100,000100,000Election Service-Other2,070,2413,648,092783,268783,268Public Defense Repayments28,499094,00094,000Misc Legal Services1,985,5901,512,3851,783,0001,783,000Personnel Services2,060,8622,186,3562,344,9762,344,976Planning & Engineer Services7,95210,00015,00015,000Purchasing Fees182,970206,103245,894245,894Civil Process Service267,655808,153808,153808,153Civil Processing Fee150,555125,33499,65299,652State Controller SchedulesGeneral Fund (continued) 100300 - General Fund (continued) Intergovernmental Revenue (continued) Other Local RevenueTotal Other Local Revenue Total Intergovernmental RevenueCharges For Services16 of 541 Contra Costa CountySchedule 6County Budget ActDetail of Additional Financing Sources by Fund and AccountJanuary 2010 Edition, revision #1Governmental FundsFiscal Year 2019-2020Fund NameFinancing Source Category Financing Source Account 2017-2018 Actuals2018-2019 Adjusted2019-2020 Requested2019-2020 Recommended12 3 4567Court Filing Fees$2,620$4,600$0$0Driver Education Fees2,186,0292,288,4872,335,9872,335,987Returned Check Charges50,78445,00045,00045,000Court Administration Cost525,817405,362396,362396,362Estate Fees981,291421,540530,967530,967Agricultural Services215,919124,050125,142125,242Spay Clinic Fees214,740225,000200,000200,000Contract Humane Services-City4,985,6945,204,6075,515,0005,515,000Misc Humane Services479,218666,000500,000500,000Fingerprint & Crim Report18,21040,00040,00040,000Contract Law Enforcement Svcs22,842,99424,995,07525,385,69225,385,692Blood Withdrawal Fees136,060220,000220,000220,000Jail Booking Fees1,385,3242,369,0001,507,0001,507,000Charges/Cost of Probation488,374175,00000Misc Law Enforcement Svcs3,124,9223,362,5002,492,5002,492,500Recording Fees6,608,2067,445,6497,316,4957,316,495Misc Road Services111,646250,000200,000200,000Health Inspection Fees14,355,37816,388,68216,847,62616,847,626Patient Fees69,84955,50086,30086,300Drinking Driver Program Fees105,332150,000105,333105,333Client Fees3,219(0)(0)(0)Patient Fees-Immunization71,55945,00071,50071,500Patient Fees-T.B. Testing59,11345,00045,00045,000State Controller SchedulesGeneral Fund (continued) 100300 - General Fund (continued) Charges For Services (continued) 17 of 541 Contra Costa CountySchedule 6County Budget ActDetail of Additional Financing Sources by Fund and AccountJanuary 2010 Edition, revision #1Governmental FundsFiscal Year 2019-2020Fund NameFinancing Source Category Financing Source Account 2017-2018 Actuals2018-2019 Adjusted2019-2020 Requested2019-2020 Recommended12 3 4567Misc Health Fees$3,978,725$4,385,000$5,386,993$5,386,993Laboratory Services2,801,0512,800,0002,800,0002,800,000Nutrition Services306,428386,544442,883442,883M/H Svcs-Pvt Pay/Insur3,194,1923,366,7643,029,8893,029,889M/H Svcs-Other HMO Pat31,38042,56415,72015,720Crippled Childrens Svcs0000Misc Sanitation Service948,9511,100,0001,200,0001,200,000Care of Prisoners0250,000250,000250,000Interfund Rev - Gov/Gov7,615,2007,861,00511,100,93311,100,933Interfund Rev - Gov/Ent401,012409,335478,948478,948DoIT Phone Exchange322,169175,581167,299167,299DoIT Data Proc Svcs796,9261,499,8881,272,6541,272,654DoIT Data Proc Supply1,4788871,0371,037DoIT Mntn Radio Equipment19,54382,73781,57381,573DoIT Other Telcom Charges35,880117,456110,043110,043Gen Svc-Bldg Ocpncy Costs4,742,3644,122,6374,164,6314,164,631Gen Svc-Requested Mntce2,274,3292,222,6712,452,6192,452,619Gen Svc-Use of Co Equipment416000Gen Svc-Other G S Charges1,611,2421,338,5101,241,0511,241,051Gen Svc-Bldg Lifecycle214,22979,285200,000200,000Info Security Chg69,985000Refunds Indigent Burials18,75018,38818,38818,388Cafeteria Receipts124,764108,500108,000108,000State Controller SchedulesGeneral Fund (continued) 100300 - General Fund (continued) Charges For Services (continued) 18 of 541 Contra Costa CountySchedule 6County Budget ActDetail of Additional Financing Sources by Fund and AccountJanuary 2010 Edition, revision #1Governmental FundsFiscal Year 2019-2020Fund NameFinancing Source Category Financing Source Account 2017-2018 Actuals2018-2019 Adjusted2019-2020 Requested2019-2020 Recommended12 3 4567Autopsies & Medical Reports$36,624$20,100$20,150$20,150Data Processing Services2,518,3173,202,3192,815,3402,815,340Training Services18,3854,0004,0004,000Administrative Services121,52389,800107,050107,050Bldg Mtce Services41,566,68939,468,34242,054,48942,054,489Microfilm & Reproduction Services726,569666,000665,000665,000Marriage Ceremony Fees121,560113,000115,000115,000Equipment Use Charges391,283314,798322,242322,242Third Party Svcs Fee2,2502,2002,1002,100Misc Current Services3,873,8764,240,2284,648,4654,688,465$235,014,322 $257,574,361 $259,608,050 $259,648,150Sale of Real Estate$85,000$0$0$0Sale of Equipment231,979150,000160,000160,000Sale of Maps & Documents17,06642,50030,00030,000Sale of Rodent Poison24,95724,82225,00025,000Sale of Animals21,43425,00025,00025,000Sundry Taxable Sale2,542000Sundry Non-Taxable Sales61,73080,00070,00070,000Reimbursements-Gov/Gov274,628,246 316,480,421 332,214,710 333,208,497Reimbursements-Gov/Ent111,920234,589220,089220,089Transfers-Gov/Gov3,521,082886,441242,441242,441Transfers-Gov/Ent117,289000State Controller SchedulesGeneral Fund (continued) 100300 - General Fund (continued) Charges For Services (continued) Total Charges For ServicesMiscellaneous Revenue19 of 541 Contra Costa CountySchedule 6County Budget ActDetail of Additional Financing Sources by Fund and AccountJanuary 2010 Edition, revision #1Governmental FundsFiscal Year 2019-2020Fund NameFinancing Source Category Financing Source Account 2017-2018 Actuals2018-2019 Adjusted2019-2020 Requested2019-2020 Recommended12 3 4567Restricted Donations$178,844$467,871$508,093$508,093Misc Grants & Donations248,182786,220843,967843,967Seizures32,17942,00042,00042,000Indemnifying Proceeds67,96610,00010,00010,000Mello-Roos/Spec Dist Only0000Misc Non-Taxable Revenue15,215,04212,310,61513,312,47413,385,574$294,565,459 $331,540,479 $347,703,774 $348,770,661$1,539,448,331 $1,645,291,605 $1,704,164,407 $1,705,097,977$1,539,448,331 $1,645,291,605 $1,704,164,407 $1,705,097,977 100300 - General Fund (continued) Miscellaneous Revenue (continued) Total Miscellaneous Revenue Total 100300 - General FundTotal General FundState Controller SchedulesGeneral Fund (continued) 20 of 541 Contra Costa CountySchedule 6County Budget ActDetail of Additional Financing Sources by Fund and AccountJanuary 2010 Edition, revision #1Governmental FundsFiscal Year 2019-2020Fund NameFinancing Source Category Financing Source Account 2017-2018 Actuals2018-2019 Adjusted2019-2020 Requested2019-2020 Recommended12 3 4567Fund Balance Available$0$0$0$0$0$0$0$0Other Licenses & Permits$2,891$4,000$3,000$3,000$2,891$4,000$3,000$3,000Earnings on Investment$2,251$3,000$6,000$6,000$2,251$3,000$6,000$6,000$5,142$7,000$9,000$9,000$5,142$7,000$9,000$9,000State Controller SchedulesUse Of Money & Property Total Use Of Money & Property Total 111000 - Drainage Area 9 FundTotal Capital Project FundsCapital Project Funds 111000 - Drainage Area 9 FundFund Balance Total Fund BalanceLicense/Permit/Franchises Total License/Permit/Franchises21 of 541 Contra Costa CountySchedule 6County Budget ActDetail of Additional Financing Sources by Fund and AccountJanuary 2010 Edition, revision #1Governmental FundsFiscal Year 2019-2020Fund NameFinancing Source Category Financing Source Account 2017-2018 Actuals2018-2019 Adjusted2019-2020 Requested2019-2020 Recommended12 3 4567Earnings on Investment$271,303$1,500$270,000$270,000$271,303$1,500$270,000$270,000Contrib From Other Funds$41,113,316 $41,821,636 $43,330,399 $43,330,399$41,113,316 $41,821,636 $43,330,399 $43,330,399$41,384,618 $41,823,136 $43,600,399 $43,600,399Contrib From Other Funds$2,759,911$2,759,911$2,759,911$2,759,911$2,759,911$2,759,911$2,759,911$2,759,911$2,759,911$2,759,911$2,759,911$2,759,911$44,144,530 $44,583,047 $46,360,310 $46,360,310State Controller SchedulesDebt Service Funds 135200 - Ret Litgtn Stlmnt Dbt Svc FundMiscellaneous Revenue Total Miscellaneous Revenue Total 135200 - Ret Litgtn Stlmnt Dbt Svc FundTotal Debt Service Funds 135000 - Retirement UAAL Bond FundUse Of Money & Property Total Use Of Money & PropertyMiscellaneous Revenue Total Miscellaneous Revenue Total 135000 - Retirement UAAL Bond Fund22 of 541 Contra Costa CountySchedule 6County Budget ActDetail of Additional Financing Sources by Fund and AccountJanuary 2010 Edition, revision #1Governmental FundsFiscal Year 2019-2020Fund NameFinancing Source Category Financing Source Account 2017-2018 Actuals2018-2019 Adjusted2019-2020 Requested2019-2020 Recommended12 3 4567Earnings on Investment$28,901$12,000$12,000$12,000$28,901$12,000$12,000$12,000Contract Law Enforcement Svcs$0$500$1,000$1,000$0$500$1,000$1,000Transfers-Gov/Gov$119,207$160,000$160,000$160,000Indemnifying Proceeds0000$119,207$160,000$160,000$160,000$148,108$172,500$173,000$173,000Business Licenses$17,092$0$17,092$17,092$17,092$0$17,092$17,092$17,092$0$17,092$17,092Recording Fees$103,843$70,000$70,000$70,000Recorders Modernizing Fee1,169,9991,210,0001,000,0001,000,000Redacting Fees247,726240,000240,000240,000ERDS fee240,787235,000220,000220,000State Controller SchedulesMiscellaneous Revenue Total Miscellaneous Revenue Total 105600 - County Law Enfrcmt-Cap Proj Fund 116200 - CASP Cert & training FundLicense/Permit/Franchises Total License/Permit/FranchisesSpecial Revenue Funds 105600 - County Law Enfrcmt-Cap Proj FundUse Of Money & Property Total Use Of Money & PropertyCharges For Services Total Charges For Services Total 116200 - CASP Cert & training Fund 110000 - Recorder Modernization FundCharges For Services23 of 541 Contra Costa CountySchedule 6County Budget ActDetail of Additional Financing Sources by Fund and AccountJanuary 2010 Edition, revision #1Governmental FundsFiscal Year 2019-2020Fund NameFinancing Source Category Financing Source Account 2017-2018 Actuals2018-2019 Adjusted2019-2020 Requested2019-2020 Recommended12 3 4567Interfund Rev - Gov/Gov$1,330$0$0$0Gen Svc-Bldg Ocpncy Costs38000$1,763,723$1,755,000$1,530,000$1,530,000Transfers-Gov/Gov$7,754$0$0$0$7,754$0$0$0$1,771,478$1,755,000$1,530,000$1,530,000Fish and Game Fines$14,187$158,400$141,670$141,670$14,187$158,400$141,670$141,670$14,187$158,400$141,670$141,670Road Privlges & Permits$953,261$590,000$950,000$950,000$953,261$590,000$950,000$950,000Earnings on Investment($3,882)$0$1,000$1,000($3,882)$0$1,000$1,000Charges For Services (continued) Total Charges For ServicesMiscellaneous Revenue Total Miscellaneous Revenue Total 110000 - Recorder Modernization Fund 110200 - Fish and Game FundState Controller SchedulesSpecial Revenue Funds (continued) 110000 - Recorder Modernization Fund (continued) Use Of Money & Property Total Use Of Money & PropertyFines/Forfeits/Penalties Total Fines/Forfeits/Penalties Total 110200 - Fish and Game Fund 110300 - Land Development FundLicense/Permit/Franchises Total License/Permit/Franchises24 of 541 Contra Costa CountySchedule 6County Budget ActDetail of Additional Financing Sources by Fund and AccountJanuary 2010 Edition, revision #1Governmental FundsFiscal Year 2019-2020Fund NameFinancing Source Category Financing Source Account 2017-2018 Actuals2018-2019 Adjusted2019-2020 Requested2019-2020 Recommended12 3 4567Planning & Engineer Services$916,807$900,000$900,000$900,000Interfund Rev - Gov/Gov0000Misc Current Services0000$916,807$900,000$900,000$900,000Reimbursements-Gov/Gov$1,389,818$1,636,100$1,400,100$1,400,100Transfers-Gov/Gov0000Misc Non-Taxable Revenue4,40810,00010,00010,000$1,394,226$1,646,100$1,410,100$1,410,100$3,260,410$3,136,100$3,261,100$3,261,100General Fines$15,314$21,500$21,000$21,000$15,314$21,500$21,000$21,000Earnings on Investment$899$750$1,000$1,000$899$750$1,000$1,000$16,213$22,250$22,000$22,000State Controller SchedulesSpecial Revenue Funds (continued) 110300 - Land Development Fund (continued) Charges For Services Total Fines/Forfeits/PenaltiesUse Of Money & Property Total Use Of Money & Property Total 110400 - Criminalistics Lab Fund Total Charges For ServicesMiscellaneous Revenue Total Miscellaneous Revenue Total 110300 - Land Development Fund 110400 - Criminalistics Lab FundFines/Forfeits/Penalties25 of 541 Contra Costa CountySchedule 6County Budget ActDetail of Additional Financing Sources by Fund and AccountJanuary 2010 Edition, revision #1Governmental FundsFiscal Year 2019-2020Fund NameFinancing Source Category Financing Source Account 2017-2018 Actuals2018-2019 Adjusted2019-2020 Requested2019-2020 Recommended12 3 4567Earnings on Investment$6,347$6,000$19,000$19,000$6,347$6,000$19,000$19,000Survey Monument Fees$78,670$80,000$80,000$80,000$78,670$80,000$80,000$80,000$85,017$86,000$99,000$99,000Parking Fines$176,571$144,000$170,058$170,058General Fines835,993720,000774,907774,907$1,012,564$864,000$944,965$944,965Earnings on Investment$9,459$6,000$5,400$5,400$9,459$6,000$5,400$5,400$1,022,023$870,000$950,365$950,365Parking Fines$176,571$144,000$170,058$170,058General Fines672,323600,000620,152620,152State Controller SchedulesSpecial Revenue Funds (continued) 110600 - Crim Justice Facility Construct FundFines/Forfeits/Penalties Total Fines/Forfeits/PenaltiesUse Of Money & Property Total Use Of Money & Property Total 110600 - Crim Justice Facility Construct Fund 110500 - Survey Monument Preservation FundUse Of Money & Property Total Use Of Money & PropertyCharges For Services Total Charges For Services Total 110500 - Survey Monument Preservation Fund 110700 - Courthouse Construct FundFines/Forfeits/Penalties26 of 541 Contra Costa CountySchedule 6County Budget ActDetail of Additional Financing Sources by Fund and AccountJanuary 2010 Edition, revision #1Governmental FundsFiscal Year 2019-2020Fund NameFinancing Source Category Financing Source Account 2017-2018 Actuals2018-2019 Adjusted2019-2020 Requested2019-2020 Recommended12 3 4567$848,894$744,000$790,210$790,210Earnings on Investment$12,194$9,000$16,340$16,340$12,194$9,000$16,340$16,340$861,088$753,000$806,550$806,550Earnings on Investment($20,543)$29,000$6,000$6,000Rent on Real Estate27,70032,00030,00030,000Rent of Office Space1,000000$8,157$61,000$36,000$36,000Highway Users Tax Admin$20,004$20,004$20,004$20,004Hway Users Tax Strm Drnge52,87552,87552,87552,875Hway Users Tax Unrestricted10,258,8318,913,20210,685,67710,685,677Highway Users Tax Select857,468885,238947,053947,053Hway User Tax 5/9APPT21054,972,5105,257,6495,127,7345,127,734Other State in Lieu Tax82,75470,00070,00070,000St Aid Trfc Cngstn Mgmt8,182,47120,328,99122,466,67122,466,671$24,426,913 $35,527,959 $39,370,014 $39,370,014Use Of Money & Property Total Use Of Money & Property Total 110700 - Courthouse Construct Fund 110800 - Road FundUse Of Money & Property Total Use Of Money & PropertyState Controller SchedulesSpecial Revenue Funds (continued) 110700 - Courthouse Construct Fund (continued) Total Fines/Forfeits/PenaltiesIntergovernmental Revenue State AssistanceTotal State Assistance27 of 541 Contra Costa CountySchedule 6County Budget ActDetail of Additional Financing Sources by Fund and AccountJanuary 2010 Edition, revision #1Governmental FundsFiscal Year 2019-2020Fund NameFinancing Source Category Financing Source Account 2017-2018 Actuals2018-2019 Adjusted2019-2020 Requested2019-2020 Recommended12 3 4567Fed Aid Hwy Construction$5,520,598$6,702,258 $17,219,134 $17,219,134Fed Aid Disaster-Rd Damage114,431546,000201,000201,000$5,635,029$7,248,258 $17,420,134 $17,420,134Misc Government Agencies$1,488,124$6,446,000$4,737,923$4,737,923$1,488,124$6,446,000$4,737,923$4,737,923$31,550,066 $49,222,217 $61,528,071 $61,528,071Misc Road Services$618,527$19,750$20,000$20,000Interfund Rev - Gov/Gov74,600140,43812,86112,861Misc Current Services166,750265,00000$859,877$425,188$32,861$32,861Sale of Equipment$21,855$0$0$0Reimbursements-Gov/Gov11,980,6626,089,51411,812,65911,812,659Transfers-Gov/Gov475,000000Misc Non-Taxable Revenue39,587000$12,517,105$6,089,514 $11,812,659 $11,812,659$44,935,205 $55,797,919 $73,409,591 $73,409,591Intergovernmental Revenue (continued) Federal AssistanceTotal Federal Assistance Other Local RevenueTotal Other Local Revenue Total Intergovernmental RevenueState Controller SchedulesSpecial Revenue Funds (continued) 110800 - Road Fund (continued) Charges For Services Total Charges For ServicesMiscellaneous Revenue Total Miscellaneous Revenue Total 110800 - Road Fund28 of 541 Contra Costa CountySchedule 6County Budget ActDetail of Additional Financing Sources by Fund and AccountJanuary 2010 Edition, revision #1Governmental FundsFiscal Year 2019-2020Fund NameFinancing Source Category Financing Source Account 2017-2018 Actuals2018-2019 Adjusted2019-2020 Requested2019-2020 Recommended12 3 4567Earnings on Investment$62,358$25,000$50,000$50,000$62,358$25,000$50,000$50,000Misc Government Agencies$2,251,698$3,673,500$3,648,500$3,648,500$2,251,698$3,673,500$3,648,500$3,648,500$2,251,698$3,673,500$3,648,500$3,648,500$2,314,056$3,698,500$3,698,500$3,698,500Earnings on Investment$5,411$0$0$0Gain on Sale of Investments2,799000$8,210$0$0$0Planning & Engineer Services$969,009$1,200,000$1,215,700$1,215,700Misc Current Services22,10020,00019,92019,920$991,109$1,220,000$1,235,620$1,235,620Reimbursements-Gov/Gov$0$0$0$0Misc Non-Taxable Revenue2,5005,0005,0005,000Special Revenue Funds (continued) 110900 - Transportation Improvement FundUse Of Money & Property Total Use Of Money & PropertyIntergovernmental Revenue Other Local RevenueState Controller SchedulesCharges For Services Total Charges For ServicesMiscellaneous RevenueTotal Other Local Revenue Total Intergovernmental Revenue Total 110900 - Transportation Improvement Fund 111100 - Private Activity Bond FundUse Of Money & Property Total Use Of Money & Property29 of 541 Contra Costa CountySchedule 6County Budget ActDetail of Additional Financing Sources by Fund and AccountJanuary 2010 Edition, revision #1Governmental FundsFiscal Year 2019-2020Fund NameFinancing Source Category Financing Source Account 2017-2018 Actuals2018-2019 Adjusted2019-2020 Requested2019-2020 Recommended12 3 4567$2,500$5,000$5,000$5,000$1,001,818$1,225,000$1,240,620$1,240,620Earnings on Investment$146,575$50,000$122,000$122,000$146,575$50,000$122,000$122,000Planning & Engineer Services$280,851$275,000$275,000$275,000$280,851$275,000$275,000$275,000Misc Non-Taxable Revenue$0$0$0$0$0$0$0$0$427,426$325,000$397,000$397,000Earnings on Investment$110,120$120,000$150,000$150,000$110,120$120,000$150,000$150,000$110,120$120,000$150,000$150,000Earnings on Investment$107,060$60,000$100,000$100,000State Controller SchedulesSpecial Revenue Funds (continued) Total Miscellaneous RevenueMiscellaneous Revenue Total Miscellaneous Revenue Total 111300 - Affordable Housing Spec Rev Fund 111400 - Navy Trans Mitigation FundUse Of Money & Property Total Use Of Money & Property Total 111100 - Private Activity Bond Fund 111300 - Affordable Housing Spec Rev FundUse Of Money & Property Total Use Of Money & PropertyCharges For Services Total Charges For Services Total 111400 - Navy Trans Mitigation Fund 111500 - Tosco/Solano Trns Mitig FundUse Of Money & Property30 of 541 Contra Costa CountySchedule 6County Budget ActDetail of Additional Financing Sources by Fund and AccountJanuary 2010 Edition, revision #1Governmental FundsFiscal Year 2019-2020Fund NameFinancing Source Category Financing Source Account 2017-2018 Actuals2018-2019 Adjusted2019-2020 Requested2019-2020 Recommended12 3 4567$107,060$60,000$100,000$100,000$107,060$60,000$100,000$100,000Earnings on Investment $25,803 $0 $0 $0$25,803 $0 $0 $0State Aid Child Day Care $7,977,815 $6,523,596 $9,159,208 $9,159,208State Aid Food/Milk Subvent733,376695,500652,085652,085State Aid SEOO Programs12,774,36813,849,07114,575,27614,575,276Miscellaneous State Aid71,08585,73092,18492,184$21,556,644 $21,153,897 $24,478,753 $24,478,753$21,556,644 $21,153,897 $24,478,753 $24,478,753Reimbursements-Gov/Gov$6,704,400$7,968,038$7,248,747$7,248,747Misc Non-Taxable Revenue270,779172,500172,500172,500$6,975,180$8,140,538$7,421,247$7,421,247$28,557,626 $29,294,435 $31,900,000 $31,900,000Fed Aid Hud Block Grant$63,750$1,011,000$760,000$760,000 Total 111500 - Tosco/Solano Trns Mitig Fund 111600 - Child Development FundUse Of Money & Property Total Use Of Money & PropertyIntergovernmental Revenue State AssistanceState Controller SchedulesSpecial Revenue Funds (continued) Total Use Of Money & PropertyIntergovernmental Revenue Federal AssistanceTotal State Assistance Total Intergovernmental RevenueMiscellaneous Revenue Total Miscellaneous Revenue Total 111600 - Child Development Fund 111800 - HUD NSP Fund31 of 541 Contra Costa CountySchedule 6County Budget ActDetail of Additional Financing Sources by Fund and AccountJanuary 2010 Edition, revision #1Governmental FundsFiscal Year 2019-2020Fund NameFinancing Source Category Financing Source Account 2017-2018 Actuals2018-2019 Adjusted2019-2020 Requested2019-2020 Recommended12 3 4567$63,750$1,011,000$760,000$760,000$63,750$1,011,000$760,000$760,000$63,750$1,011,000$760,000$760,000Miscellaneous State Aid$264,784$150,000$93,280$93,280$264,784$150,000$93,280$93,280$264,784$150,000$93,280$93,280$264,784$150,000$93,280$93,280Business Licenses$2,081$3,000$3,000$3,000Construction Permits16,623,75714,613,93115,495,12815,495,128Specific Plan Fees452,507210,341210,948210,948Zoning Permits524,115270,000280,000280,000Franchises1,611,7791,450,0001,450,0001,450,000Other Licenses & Permits32,77835,00035,00035,000$19,247,018 $16,582,272 $17,474,076 $17,474,076Penalty & Costs - Dlnqt Tax$4,544$0$0$0State Controller SchedulesSpecial Revenue Funds (continued) Total Federal Assistance Total Intergovernmental Revenue Total 111900 - Used Oil Recycling Grant Fund 112000 - Conservation & Development FundLicense/Permit/Franchises Total License/Permit/FranchisesFines/Forfeits/Penalties Total 111800 - HUD NSP Fund 111900 - Used Oil Recycling Grant FundIntergovernmental Revenue State AssistanceTotal State Assistance Total Intergovernmental Revenue32 of 541 Contra Costa CountySchedule 6County Budget ActDetail of Additional Financing Sources by Fund and AccountJanuary 2010 Edition, revision #1Governmental FundsFiscal Year 2019-2020Fund NameFinancing Source Category Financing Source Account 2017-2018 Actuals2018-2019 Adjusted2019-2020 Requested2019-2020 Recommended12 3 4567$4,544$0$0$0Earnings on Investment$342,197$100,000$100,000$100,000$342,197$100,000$100,000$100,000Misc Government Agencies$0$0$0$0$0$0$0$0$0$0$0$0Fees Assessor$30$0$0$0Comm For Tax & Assess Coll5,954000ARRA/Charges for Svcs95,620128,593210,069210,069Personnel Services481,329200,000370,000370,000Planning & Engineer Services3,965,7444,754,3364,677,5994,677,599Returned Check Charges875000Recording Fees125500500500Interfund Rev - Gov/Gov774,279875,000875,000875,000Interfund Rev - Gov/Ent21,70530,00030,00030,000Administrative Services1,070,828825,858859,141859,141Nuisance Abate102,286250,000250,000250,000Misc Current Services196,667220,000220,000220,000State Controller Schedules Other Local RevenueTotal Other Local Revenue Total Intergovernmental RevenueCharges For ServicesSpecial Revenue Funds (continued) 112000 - Conservation & Development Fund (continued) Total Fines/Forfeits/PenaltiesUse Of Money & Property Total Use Of Money & PropertyIntergovernmental Revenue33 of 541 Contra Costa CountySchedule 6County Budget ActDetail of Additional Financing Sources by Fund and AccountJanuary 2010 Edition, revision #1Governmental FundsFiscal Year 2019-2020Fund NameFinancing Source Category Financing Source Account 2017-2018 Actuals2018-2019 Adjusted2019-2020 Requested2019-2020 Recommended12 3 4567$6,715,443$7,284,287$7,492,309$7,492,309Sale of Equipment$12,090$20,000$20,000$20,000Sale of Maps & Documents226000Sundry Taxable Sale02,0002,0002,000Sundry Non-Taxable Sales(61,603)000Reimbursements-Gov/Gov3,955,6294,508,4155,291,4875,291,487Reimbursements-Gov/Ent13,429000Transfers-Gov/Gov1,265,375498,489547,989547,989Indemnifying Proceeds0000Misc Non-Taxable Revenue1,058,0143,364,7503,314,1393,314,139$6,243,160$8,393,654$9,175,615$9,175,615$32,552,362 $32,360,213 $34,242,000 $34,242,000Earnings on Investment$10,760$20,000$15,000$15,000$10,760$20,000$15,000$15,000Processing/Inspection Fee$443,761$500,000$500,000$500,000$443,761$500,000$500,000$500,000$454,520$520,000$515,000$515,000State Controller SchedulesSpecial Revenue Funds (continued) Use Of Money & Property Total Use Of Money & PropertyCharges For Services Total Charges For Services Total 112100 - CDD/PWD Joint Review Fee Fund 112000 - Conservation & Development Fund (continued) Total Charges For ServicesMiscellaneous Revenue Total Miscellaneous Revenue Total 112000 - Conservation & Development Fund 112100 - CDD/PWD Joint Review Fee Fund34 of 541 Contra Costa CountySchedule 6County Budget ActDetail of Additional Financing Sources by Fund and AccountJanuary 2010 Edition, revision #1Governmental FundsFiscal Year 2019-2020Fund NameFinancing Source Category Financing Source Account 2017-2018 Actuals2018-2019 Adjusted2019-2020 Requested2019-2020 Recommended12 3 4567Other Licenses & Permits$23,288$50,000$1,000$1,000$23,288$50,000$1,000$1,000Earnings on Investment$30,011$30,000$92,000$92,000$30,011$30,000$92,000$92,000$53,299$80,000$93,000$93,000Earnings on Investment$20,330$30,000$30,000$30,000$20,330$30,000$30,000$30,000Processing/Inspection Fee$676,330$1,472,300$1,000,000$1,000,000Road Development Fees20,400000$696,730$1,472,300$1,000,000$1,000,000Reimbursements-Gov/Gov$11,550$0$10,000$10,000$11,550$0$10,000$10,000$728,610$1,502,300$1,040,000$1,040,000State Controller Schedules Total 112200 - Drainage Deficiency Fund 112300 - Public Works FundUse Of Money & Property Total Use Of Money & PropertyCharges For Services Total Charges For ServicesSpecial Revenue Funds (continued) 112200 - Drainage Deficiency FundLicense/Permit/Franchises Total License/Permit/FranchisesUse Of Money & Property Total Use Of Money & PropertyMiscellaneous Revenue Total Miscellaneous Revenue Total 112300 - Public Works Fund35 of 541 Contra Costa CountySchedule 6County Budget ActDetail of Additional Financing Sources by Fund and AccountJanuary 2010 Edition, revision #1Governmental FundsFiscal Year 2019-2020Fund NameFinancing Source Category Financing Source Account 2017-2018 Actuals2018-2019 Adjusted2019-2020 Requested2019-2020 Recommended12 3 4567Consumer Fraud Damages$0$500,000$500,000$500,000Misc Forfeits & Penalties1,382,758000$1,382,758$500,000$500,000$500,000$1,382,758$500,000$500,000$500,000Other Licenses & Permits$113,804$117,852$118,000$118,000$113,804$117,852$118,000$118,000General Fines$32,269$34,812$32,000$32,000$32,269$34,812$32,000$32,000Misc Grants & Donations$0$0$140,000$140,000$0$0$140,000$140,000$146,073$152,664$290,000$290,000Earnings on Investment$3,177$2,500$2,500$2,500$3,177$2,500$2,500$2,500Fines/Forfeits/Penalties Total Fines/Forfeits/Penalties Total 112400 - DA Consumer Protection Fund 112500 - Domestic Violence Victim Asst FundLicense/Permit/Franchises Total License/Permit/FranchisesState Controller SchedulesSpecial Revenue Funds (continued) 112400 - DA Consumer Protection FundUse Of Money & Property Total Use Of Money & PropertyFines/Forfeits/Penalties Total Fines/Forfeits/PenaltiesMiscellaneous Revenue Total Miscellaneous Revenue Total 112500 - Domestic Violence Victim Asst Fund 112600 - Dispute Resolution Program Fund36 of 541 Contra Costa CountySchedule 6County Budget ActDetail of Additional Financing Sources by Fund and AccountJanuary 2010 Edition, revision #1Governmental FundsFiscal Year 2019-2020Fund NameFinancing Source Category Financing Source Account 2017-2018 Actuals2018-2019 Adjusted2019-2020 Requested2019-2020 Recommended12 3 4567Court Filing Fees$186,335$177,500$177,500$177,500$186,335$177,500$177,500$177,500$189,512$180,000$180,000$180,000Earnings on Investment$3,801$3,350$4,000$4,000$3,801$3,350$4,000$4,000Fed Aid Crime Control$0$0$0$0$0$0$0$0$0$0$0$0Recording Fees$369,658$361,990$375,000$375,000Interfund Rev - Gov/Gov484000$370,142$361,990$375,000$375,000Reimbursements-Gov/Gov$284,544$269,107$269,000$269,000Unrestricted Donations514000State Controller SchedulesSpecial Revenue Funds (continued) 112600 - Dispute Resolution Program Fund (continued) Charges For Services Federal AssistanceTotal Federal Assistance Total Intergovernmental RevenueCharges For Services Total Charges For ServicesMiscellaneous Revenue Total Charges For Services Total 112600 - Dispute Resolution Program Fund 112700 - Zero Tolerance- Domestic Violence FundUse Of Money & Property Total Use Of Money & PropertyIntergovernmental Revenue37 of 541 Contra Costa CountySchedule 6County Budget ActDetail of Additional Financing Sources by Fund and AccountJanuary 2010 Edition, revision #1Governmental FundsFiscal Year 2019-2020Fund NameFinancing Source Category Financing Source Account 2017-2018 Actuals2018-2019 Adjusted2019-2020 Requested2019-2020 Recommended12 3 4567$285,058$269,107$269,000$269,000$659,001$634,447$648,000$648,000Misc Current Services$9,115$12,000$12,000$12,000$9,115$12,000$12,000$12,000Seizures$142,933$110,000$110,000$110,000$142,933$110,000$110,000$110,000$152,048$122,000$122,000$122,000Misc Forfeits & Penalties$200,500$313,012$426,898$426,898$200,500$313,012$426,898$426,898$200,500$313,012$426,898$426,898Earnings on Investment$2,525$1,800$1,800$1,800$2,525$1,800$1,800$1,800Fed Aid Crime Control$22,494$15,000$15,000$15,000 Total Charges For ServicesMiscellaneous Revenue Total Miscellaneous Revenue Total 112900 - DA Revenue Narcotics Fund 113000 - DA Environment/OSHA FundFines/Forfeits/PenaltiesState Controller SchedulesSpecial Revenue Funds (continued) Total Miscellaneous Revenue Total 112700 - Zero Tolerance- Domestic Violence Fund 112900 - DA Revenue Narcotics FundCharges For Services Federal Assistance Total Fines/Forfeits/Penalties Total 113000 - DA Environment/OSHA Fund 113100 - DA Forfeiture-Fed-DOJ FundUse Of Money & Property Total Use Of Money & PropertyIntergovernmental Revenue38 of 541 Contra Costa CountySchedule 6County Budget ActDetail of Additional Financing Sources by Fund and AccountJanuary 2010 Edition, revision #1Governmental FundsFiscal Year 2019-2020Fund NameFinancing Source Category Financing Source Account 2017-2018 Actuals2018-2019 Adjusted2019-2020 Requested2019-2020 Recommended12 3 4567$22,494$15,000$15,000$15,000$22,494$15,000$15,000$15,000$25,019$16,800$16,800$16,800Fund Balance Available$0$0$0$0$0$0$0$0Earnings on Investment$3,907$2,000$1,466$1,466$3,907$2,000$1,466$1,466Transfers-Gov/Gov$0$0$7,000$7,000Misc Non-Taxable Revenue0000$0$0$7,000$7,000$3,907$2,000$8,466$8,466Recording Fees$432,381$560,000$464,280$464,280Interfund Rev - Gov/Gov43000$432,424$560,000$464,280$464,280$432,424$560,000$464,280$464,280State Controller SchedulesSpecial Revenue Funds (continued) Total Federal Assistance Total Intergovernmental Revenue Total 113100 - DA Forfeiture-Fed-DOJ Fund Total Miscellaneous Revenue Total 113200 - Walden Green Maintenance Fund 113300 - R/Estate Fraud Prosecution FundCharges For Services Total Charges For Services Total 113300 - R/Estate Fraud Prosecution Fund 113200 - Walden Green Maintenance FundFund Balance Total Fund BalanceUse Of Money & Property Total Use Of Money & PropertyMiscellaneous Revenue39 of 541 Contra Costa CountySchedule 6County Budget ActDetail of Additional Financing Sources by Fund and AccountJanuary 2010 Edition, revision #1Governmental FundsFiscal Year 2019-2020Fund NameFinancing Source Category Financing Source Account 2017-2018 Actuals2018-2019 Adjusted2019-2020 Requested2019-2020 Recommended12 3 4567Earnings on Investment($18,227)$0$0$0($18,227)$0$0$0Fed Aid Family Support$18,435,776 $18,769,093 $18,931,232 $20,383,000$18,435,776 $18,769,093 $18,931,232 $20,383,000$18,435,776 $18,769,093 $18,931,232 $20,383,000Sale of Equipment$350$0$0$0Transfers-Gov/Gov45,569000Misc Non-Taxable Revenue(839)000$45,080$0$0$0$18,462,629 $18,769,093 $18,931,232 $20,383,000General Fines$1,633,819$1,566,640$1,530,196$1,530,196$1,633,819$1,566,640$1,530,196$1,530,196Earnings on Investment$12,860$4,909$13,109$13,109 Federal AssistanceTotal Federal Assistance Total Intergovernmental RevenueMiscellaneous Revenue Total Miscellaneous Revenue Total 113400 - CCC Dept Child Support Svcs FundState Controller SchedulesSpecial Revenue Funds (continued) 113400 - CCC Dept Child Support Svcs FundUse Of Money & Property Total Use Of Money & PropertyIntergovernmental Revenue 113500 - Emergency Med Svcs FundFines/Forfeits/Penalties Total Fines/Forfeits/PenaltiesUse Of Money & Property40 of 541 Contra Costa CountySchedule 6County Budget ActDetail of Additional Financing Sources by Fund and AccountJanuary 2010 Edition, revision #1Governmental FundsFiscal Year 2019-2020Fund NameFinancing Source Category Financing Source Account 2017-2018 Actuals2018-2019 Adjusted2019-2020 Requested2019-2020 Recommended12 3 4567$12,860$4,909$13,109$13,109$1,646,679$1,571,549$1,543,305$1,543,305Earnings on Investment($57)$0$0$0($57)$0$0$0($57)$0$0$0Vehicle Code Fines$11,185$11,600$11,095$11,095$11,185$11,600$11,095$11,095Earnings on Investment$947$830$880$880$947$830$880$880Driver Education Fees$2,803$3,025$3,025$3,025$2,803$3,025$3,025$3,025$14,934$15,455$15,000$15,000General Fines$170,986$165,000$158,534$158,534Misc Forfeits & Penalties182,162175,000170,000170,000 Total Use Of Money & Property Total 113500 - Emergency Med Svcs Fund 113700 - AB75 Tobacco Tax FundUse Of Money & Property Total Use Of Money & Property Total 113700 - AB75 Tobacco Tax FundState Controller SchedulesSpecial Revenue Funds (continued) Total Charges For Services Total 113900 - Traffic Safety Fund 114000 - Public Protection-Spec Rev FundFines/Forfeits/Penalties 113900 - Traffic Safety FundFines/Forfeits/Penalties Total Fines/Forfeits/PenaltiesUse Of Money & Property Total Use Of Money & PropertyCharges For Services41 of 541 Contra Costa CountySchedule 6County Budget ActDetail of Additional Financing Sources by Fund and AccountJanuary 2010 Edition, revision #1Governmental FundsFiscal Year 2019-2020Fund NameFinancing Source Category Financing Source Account 2017-2018 Actuals2018-2019 Adjusted2019-2020 Requested2019-2020 Recommended12 3 4567$353,148$340,000$328,534$328,534Misc Law Enforcement Svcs$553,330$732,035$732,430$732,430Interfund Rev - Gov/Gov105,215000Equipment Use Charges0105,215105,215105,215$658,545$837,250$837,645$837,645Misc Non-Taxable Revenue$0$0$0$0$0$0$0$0$1,011,693$1,177,250$1,166,179$1,166,179Seizures$59,622$100,000$100,000$100,000$59,622$100,000$100,000$100,000$59,622$100,000$100,000$100,000Earnings on Investment$6,006$5,000$5,000$5,000$6,006$5,000$5,000$5,000Seizures$1,051$500$1,000$1,000State Controller SchedulesSpecial Revenue Funds (continued) Total 114000 - Public Protection-Spec Rev Fund 114100 - Sheriff Nar Forfeit-ST/Local FundMiscellaneous Revenue Total Miscellaneous Revenue Total 114100 - Sheriff Nar Forfeit-ST/Local Fund 114200 - Sheriff Forfeit-Fed-DoJ Fund 114000 - Public Protection-Spec Rev Fund (continued) Total Fines/Forfeits/PenaltiesCharges For Services Total Charges For ServicesMiscellaneous Revenue Total Miscellaneous RevenueUse Of Money & Property Total Use Of Money & PropertyMiscellaneous Revenue42 of 541 Contra Costa CountySchedule 6County Budget ActDetail of Additional Financing Sources by Fund and AccountJanuary 2010 Edition, revision #1Governmental FundsFiscal Year 2019-2020Fund NameFinancing Source Category Financing Source Account 2017-2018 Actuals2018-2019 Adjusted2019-2020 Requested2019-2020 Recommended12 3 4567$1,051$500$1,000$1,000$7,057$5,500$6,000$6,000General Fines$373$0$0$0$373$0$0$0Transfers-Gov/Gov$8,728,425$9,528,628$9,899,518$9,899,518$8,728,425$9,528,628$9,899,518$9,899,518$8,728,798$9,528,628$9,899,518$9,899,518Earnings on Investment$947$750$1,000$1,000$947$750$1,000$1,000Seizures$0$1,000$1,000$1,000$0$1,000$1,000$1,000$947$1,750$2,000$2,000Earnings on Investment$1,123,555$417,389$1,706,462$1,706,462 Total 114200 - Sheriff Forfeit-Fed-DoJ Fund 114300 - Sup Law Enforcement Svcs FundFines/Forfeits/Penalties Total Fines/Forfeits/PenaltiesMiscellaneous Revenue Total Miscellaneous RevenueState Controller SchedulesSpecial Revenue Funds (continued) Total Miscellaneous Revenue Total 114500 - Sheriff Forfeit-Fed Treasury Fund 114600 - PROP 63 MH Svcs FundUse Of Money & Property Total 114300 - Sup Law Enforcement Svcs Fund 114500 - Sheriff Forfeit-Fed Treasury FundUse Of Money & Property Total Use Of Money & PropertyMiscellaneous Revenue Total Miscellaneous Revenue43 of 541 Contra Costa CountySchedule 6County Budget ActDetail of Additional Financing Sources by Fund and AccountJanuary 2010 Edition, revision #1Governmental FundsFiscal Year 2019-2020Fund NameFinancing Source Category Financing Source Account 2017-2018 Actuals2018-2019 Adjusted2019-2020 Requested2019-2020 Recommended12 3 4567$1,123,555$417,389$1,706,462$1,706,462Miscellaneous State Aid$46,082,522 $50,096,005 $53,044,887 $53,044,887$46,082,522 $50,096,005 $53,044,887 $53,044,887$46,082,522 $50,096,005 $53,044,887 $53,044,887$47,206,077 $50,513,394 $54,751,349 $54,751,349Earnings on Investment$20,159$1,000$1,000$1,000$20,159$1,000$1,000$1,000Misc Law Enforcement Svcs$0$0$0$0Interfund Rev - Gov/Gov26,17634,00034,00034,000Interfund Rev - Gov/Ent92000$26,267$34,000$34,000$34,000Sundry Taxable Sale$17,756$24,400$24,400$24,400Sundry Non-Taxable Sales9000Misc Non-Taxable Revenue1,907,3341,281,6001,281,6001,281,600State Controller SchedulesSpecial Revenue Funds (continued) 114600 - PROP 63 MH Svcs Fund (continued) 114700 - Prisoners Welfare FundUse Of Money & Property Total Use Of Money & PropertyCharges For Services Total Charges For ServicesMiscellaneous Revenue Total Use Of Money & PropertyIntergovernmental Revenue State AssistanceTotal State Assistance Total Intergovernmental Revenue Total 114600 - PROP 63 MH Svcs Fund44 of 541 Contra Costa CountySchedule 6County Budget ActDetail of Additional Financing Sources by Fund and AccountJanuary 2010 Edition, revision #1Governmental FundsFiscal Year 2019-2020Fund NameFinancing Source Category Financing Source Account 2017-2018 Actuals2018-2019 Adjusted2019-2020 Requested2019-2020 Recommended12 3 4567$1,925,099$1,306,000$1,306,000$1,306,000$1,971,526$1,341,000$1,341,000$1,341,000Fund Balance Available$0$0$0$0$0$0$0$0Restricted Donations$0$0$0$0Misc Non-Taxable Revenue74,39473,57867,00067,000$74,394$73,578$67,000$67,000$74,394$73,578$67,000$67,000Earnings on Investment$51,970$25,000$52,000$52,000$51,970$25,000$52,000$52,000$51,970$25,000$52,000$52,000Earnings on Investment$44,647$0$0$0 Total Fund BalanceMiscellaneous Revenue Total Miscellaneous Revenue Total 114900 - Probation Officers Special Fund 115000 - Automated Sys Development FundUse Of Money & PropertyState Controller SchedulesSpecial Revenue Funds (continued) Total Miscellaneous Revenue Total 114700 - Prisoners Welfare Fund 114900 - Probation Officers Special FundFund Balance Total Use Of Money & Property Total 115000 - Automated Sys Development Fund 115100 - Property Tax Admin FundUse Of Money & Property45 of 541 Contra Costa CountySchedule 6County Budget ActDetail of Additional Financing Sources by Fund and AccountJanuary 2010 Edition, revision #1Governmental FundsFiscal Year 2019-2020Fund NameFinancing Source Category Financing Source Account 2017-2018 Actuals2018-2019 Adjusted2019-2020 Requested2019-2020 Recommended12 3 4567$44,647$0$0$0$44,647$0$0$0Fund Balance Available$0$1,500,000$0$0$0$1,500,000$0$0State Aid Realignment-VLF$6,213,531$0$6,406,599$6,406,599State Aid Realignment-Sales Tax158,401,533 173,095,145 177,058,343 177,058,343$164,615,065 $173,095,145 $183,464,942 $183,464,942$164,615,065 $173,095,145 $183,464,942 $183,464,942Transfers-Gov/Gov$385,803$0$0$0$385,803$0$0$0$165,000,868 $174,595,145 $183,464,942 $183,464,942Crime Prevention Fines$5,181$400$400$400$5,181$400$400$400$5,181$400$400$400 Total Use Of Money & Property Total 115100 - Property Tax Admin Fund 115300 - Cnty Local Rev FundFund Balance Total Fund BalanceIntergovernmental RevenueState Controller SchedulesSpecial Revenue Funds (continued) 115400 - Obscene Matter-Minors FundFines/Forfeits/Penalties Total Fines/Forfeits/Penalties Total 115400 - Obscene Matter-Minors Fund State AssistanceTotal State Assistance Total Intergovernmental RevenueMiscellaneous Revenue Total Miscellaneous Revenue Total 115300 - Cnty Local Rev Fund46 of 541 Contra Costa CountySchedule 6County Budget ActDetail of Additional Financing Sources by Fund and AccountJanuary 2010 Edition, revision #1Governmental FundsFiscal Year 2019-2020Fund NameFinancing Source Category Financing Source Account 2017-2018 Actuals2018-2019 Adjusted2019-2020 Requested2019-2020 Recommended12 3 4567Admin State Out of Home Care$632,584$624,148$687,013$687,013$632,584$624,148$687,013$687,013Other Federal Aid$1,007,646$1,181,228$1,221,661$1,221,661$1,007,646$1,181,228$1,221,661$1,221,661$1,640,231$1,805,376$1,908,674$1,908,674Gen Svc-Bldg Ocpncy Costs$10$0$0$0$10$0$0$0Reimbursements-Gov/Gov$415,616$460,328$434,326$434,326Misc Non-Taxable Revenue0000$415,616$460,328$434,326$434,326$2,055,856$2,265,704$2,343,000$2,343,000Misc Forfeits & Penalties$235,130$270,000$270,000$270,000$235,130$270,000$270,000$270,000$235,130$270,000$270,000$270,000State Controller SchedulesSpecial Revenue Funds (continued) Total Intergovernmental RevenueCharges For Services Total Charges For ServicesMiscellaneous Revenue Total Miscellaneous Revenue Total 115500 - IHSS Public Authority Fund 115500 - IHSS Public Authority FundIntergovernmental Revenue State AssistanceTotal State Assistance Federal AssistanceTotal Federal Assistance 115600 - DNA Identification FundFines/Forfeits/Penalties Total Fines/Forfeits/Penalties Total 115600 - DNA Identification Fund47 of 541 Contra Costa CountySchedule 6County Budget ActDetail of Additional Financing Sources by Fund and AccountJanuary 2010 Edition, revision #1Governmental FundsFiscal Year 2019-2020Fund NameFinancing Source Category Financing Source Account 2017-2018 Actuals2018-2019 Adjusted2019-2020 Requested2019-2020 Recommended12 3 4567State Aid for Crime Control$4,573,373$4,584,144$4,573,373$4,573,373$4,573,373$4,584,144$4,573,373$4,573,373$4,573,373$4,584,144$4,573,373$4,573,373$4,573,373$4,584,144$4,573,373$4,573,373Earnings on Investment$10,970$0$6,000$6,000$10,970$0$6,000$6,000Misc Sanitation Service$715,352$600,000$749,250$749,250$715,352$600,000$749,250$749,250Transfers-Gov/Gov$746$0$0$0$746$0$0$0$727,069$600,000$755,250$755,250Earnings on Investment$1,978$1,000$1,000$1,000Int on Loans & Receivables9,360100,000100,000100,000Interest on Bond Deposits49,35950,00050,00050,000 115700 - Comm Corr Performance Inctv FundIntergovernmental Revenue State AssistanceTotal State Assistance Total Intergovernmental Revenue Total 115700 - Comm Corr Performance Inctv FundState Controller SchedulesSpecial Revenue Funds (continued) Total Miscellaneous Revenue Total 115800 - NO Rich Wst&Rcvy Mitigation Fee Fund 115900 - L/M HSG Asset Fd-LMI FundUse Of Money & Property 115800 - NO Rich Wst&Rcvy Mitigation Fee FundUse Of Money & Property Total Use Of Money & PropertyCharges For Services Total Charges For ServicesMiscellaneous Revenue48 of 541 Contra Costa CountySchedule 6County Budget ActDetail of Additional Financing Sources by Fund and AccountJanuary 2010 Edition, revision #1Governmental FundsFiscal Year 2019-2020Fund NameFinancing Source Category Financing Source Account 2017-2018 Actuals2018-2019 Adjusted2019-2020 Requested2019-2020 Recommended12 3 4567Rent on Real Estate$1,500$0$0$0Other Rents500500,000500,000500,000$62,697$651,000$651,000$651,000Sale of Real Estate$0$1,000,000$1,000,000$1,000,000Reimbursements-Gov/Gov50,055200,000200,000200,000Contrib From Other Funds02,000,0002,000,0002,000,000Misc Non-Taxable Revenue114,1127,404,1507,404,1507,404,150$164,167 $10,604,150 $10,604,150 $10,604,150$226,864 $11,255,150 $11,255,150 $11,255,150Franchises - Landfill Srchg$346,641$400,000$400,000$400,000$346,641$400,000$400,000$400,000$346,641$400,000$400,000$400,000Earnings on Investment$6,281$0$8,000$8,000$6,281$0$8,000$8,000State Controller SchedulesSpecial Revenue Funds (continued) 116000 - Bailey Rd Mntc Surcharge FundLicense/Permit/Franchises Total License/Permit/Franchises Total 116000 - Bailey Rd Mntc Surcharge Fund 116100 - Home Invstmt Prtnrshp Act FundUse Of Money & Property 115900 - L/M HSG Asset Fd-LMI Fund (continued) Use Of Money & Property (continued) Total Use Of Money & PropertyMiscellaneous Revenue Total Miscellaneous Revenue Total 115900 - L/M HSG Asset Fd-LMI Fund Total Use Of Money & Property49 of 541 Contra Costa CountySchedule 6County Budget ActDetail of Additional Financing Sources by Fund and AccountJanuary 2010 Edition, revision #1Governmental FundsFiscal Year 2019-2020Fund NameFinancing Source Category Financing Source Account 2017-2018 Actuals2018-2019 Adjusted2019-2020 Requested2019-2020 Recommended12 3 4567Fed Aid Hud Block Grant$421,600$300,000$492,000$492,000$421,600$300,000$492,000$492,000$421,600$300,000$492,000$492,000Planning & Engineer Services$252$0$0$0$252$0$0$0Transfers-Gov/Gov$258,536$0$0$0Misc Non-Taxable Revenue(2,562)000$255,974$0$0$0$684,106$300,000$500,000$500,000Prop Taxes-Curr Secured$26,032,235 $26,643,795 $28,320,607 $28,320,607Prop Tax-Supplemental592,156732,890732,890732,890Prop Tax-Unitary510,228535,740547,189547,189Prop Taxes-Curr Unsecurred773,536760,926809,924809,924$27,908,156 $28,673,351 $30,410,610 $30,410,610Prop Taxes-Prior-Secured($55,363)($61,923)($61,923)($61,923)Prop Tax-Prior Supplemntl(32,180)(39,144)(39,144)(39,144)Total Federal Assistance Total Intergovernmental RevenueCharges For Services Total Charges For ServicesMiscellaneous Revenue Total Miscellaneous RevenueState Controller SchedulesSpecial Revenue Funds (continued) 116100 - Home Invstmt Prtnrshp Act Fund (continued) Intergovernmental Revenue Federal Assistance Total 116100 - Home Invstmt Prtnrshp Act Fund 120600 - County Library FundTaxes Current Property Total Taxes Current PropertyTaxes Other Than Cur Prop50 of 541 Contra Costa CountySchedule 6County Budget ActDetail of Additional Financing Sources by Fund and AccountJanuary 2010 Edition, revision #1Governmental FundsFiscal Year 2019-2020Fund NameFinancing Source Category Financing Source Account 2017-2018 Actuals2018-2019 Adjusted2019-2020 Requested2019-2020 Recommended12 3 4567Prop Taxes-Prior-Unsecured($1,463)$25,949$25,949$25,949($89,005)($75,118)($75,118)($75,118)Rent of Office Space$1,715$1,960$1,960$1,960Other Rents100,53287,22782,64882,648$102,247$89,187$84,608$84,608H/O Prop Tax Relief$195,046$0$0$0State Aid Library -CLSA125,46676,00074,00074,000Miscellaneous State Aid9000$320,521$76,000$74,000$74,000Other Federal Aid$192$0$0$0$192$0$0$0Other in Lieu Taxes$1,186$0$0$0RDA Nonprop-Tax Pass Through686,827343,681493,508493,508Misc Government Agencies2,031,1952,587,3563,258,2003,258,200$2,719,208$2,931,037$3,751,708$3,751,708$3,039,921$3,007,037$3,825,708$3,825,708Special Revenue Funds (continued) 120600 - County Library Fund (continued) Taxes Other Than Cur Prop (continued) Total Taxes Other Than Cur PropUse Of Money & Property Total Use Of Money & PropertyState Controller SchedulesTotal Other Local Revenue Total Intergovernmental RevenueIntergovernmental Revenue State AssistanceTotal State Assistance Federal AssistanceTotal Federal Assistance Other Local Revenue51 of 541 Contra Costa CountySchedule 6County Budget ActDetail of Additional Financing Sources by Fund and AccountJanuary 2010 Edition, revision #1Governmental FundsFiscal Year 2019-2020Fund NameFinancing Source Category Financing Source Account 2017-2018 Actuals2018-2019 Adjusted2019-2020 Requested2019-2020 Recommended12 3 4567Library Services$508,107$501,873$224,330$224,330Interfund Rev - Gov/Gov43,00842,20042,20042,200$551,114$544,073$266,530$266,530Sale of Equipment$9,533$0$0$0Sale of Maps & Documents16,36516,54512,76412,764Reimbursements-Gov/Gov0280,609298,898298,898Transfers-Gov/Gov2,574238,00000Restricted Donations648,019000Contrib From Other Funds57,60232,00032,00032,000Indemnifying Proceeds502,574000Misc Non-Taxable Revenue47,225000$1,283,892$567,154$343,662$343,662$32,796,325 $32,805,684 $34,856,000 $34,856,000Earnings on Investment$2,395$500$500$500$2,395$500$500$500$2,395$500$500$500State Controller SchedulesSpecial Revenue Funds (continued) 120600 - County Library Fund (continued) Charges For Services Total Use Of Money & Property Total 120700 - Casey Library Gift Fund Total Charges For ServicesMiscellaneous Revenue Total Miscellaneous Revenue Total 120600 - County Library Fund 120700 - Casey Library Gift FundUse Of Money & Property52 of 541 Contra Costa CountySchedule 6County Budget ActDetail of Additional Financing Sources by Fund and AccountJanuary 2010 Edition, revision #1Governmental FundsFiscal Year 2019-2020Fund NameFinancing Source Category Financing Source Account 2017-2018 Actuals2018-2019 Adjusted2019-2020 Requested2019-2020 Recommended12 3 4567Road Development Fees$4,944$5,000$5,000$5,000$4,944$5,000$5,000$5,000$4,944$5,000$5,000$5,000Earnings on Investment$47$100$150$150$47$100$150$150Road Development Fees$44,370$4,900$50,000$50,000$44,370$4,900$50,000$50,000$44,417$5,000$50,150$50,150Earnings on Investment$26,060$10,000$30,000$30,000$26,060$10,000$30,000$30,000Road Development Fees$1,297,572$10,000$60,000$60,000$1,297,572$10,000$60,000$60,000$1,323,632$20,000$90,000$90,000State Controller SchedulesSpecial Revenue Funds (continued) 123100 - Hercul/Rodeo Crock A of BCharges For Services Total Charges For Services Total 123200 - West County Area of Benefit 123400 - North Richmond AOBUse Of Money & Property Total Use Of Money & PropertyCharges For Services Total Charges For Services Total 123100 - Hercul/Rodeo Crock A of B 123200 - West County Area of BenefitUse Of Money & Property Total Use Of Money & PropertyCharges For Services Total Charges For Services Total 123400 - North Richmond AOB53 of 541 Contra Costa CountySchedule 6County Budget ActDetail of Additional Financing Sources by Fund and AccountJanuary 2010 Edition, revision #1Governmental FundsFiscal Year 2019-2020Fund NameFinancing Source Category Financing Source Account 2017-2018 Actuals2018-2019 Adjusted2019-2020 Requested2019-2020 Recommended12 3 4567Earnings on Investment$42,715$30,000$60,000$60,000$42,715$30,000$60,000$60,000Road Development Fees$36,897$40,000$120,000$120,000$36,897$40,000$120,000$120,000Transfers-Gov/Gov$11,959$0$0$0$11,959$0$0$0$91,571$70,000$180,000$180,000Earnings on Investment$9,078$1,000$12,000$12,000$9,078$1,000$12,000$12,000Road Development Fees$0$5,000$5,000$5,000$0$5,000$5,000$5,000$9,078$6,000$17,000$17,000Earnings on Investment$59,615$30,000$75,000$75,000 Total Use Of Money & PropertyCharges For Services Total Charges For ServicesMiscellaneous Revenue Total Miscellaneous Revenue Total 124000 - Martinez Area of BenefitState Controller SchedulesSpecial Revenue Funds (continued) 124000 - Martinez Area of BenefitUse Of Money & Property 124200 - Central Co Area/BenefitUse Of Money & Property 124100 - Briones Area of BenefitUse Of Money & Property Total Use Of Money & PropertyCharges For Services Total Charges For Services Total 124100 - Briones Area of Benefit54 of 541 Contra Costa CountySchedule 6County Budget ActDetail of Additional Financing Sources by Fund and AccountJanuary 2010 Edition, revision #1Governmental FundsFiscal Year 2019-2020Fund NameFinancing Source Category Financing Source Account 2017-2018 Actuals2018-2019 Adjusted2019-2020 Requested2019-2020 Recommended12 3 4567$59,615$30,000$75,000$75,000Road Development Fees$146,807$150,000$150,000$150,000$146,807$150,000$150,000$150,000Reimbursements-Gov/Gov$0$100,000$0$0$0$100,000$0$0$206,422$280,000$225,000$225,000Earnings on Investment$19$100$100$100$19$100$100$100Road Development Fees$44,726$30,000$50,000$50,000$44,726$30,000$50,000$50,000$44,745$30,100$50,100$50,100Earnings on Investment$11,306$1,000$20,000$20,000$11,306$1,000$20,000$20,000State Controller SchedulesSpecial Revenue Funds (continued) 124200 - Central Co Area/Benefit (continued) Total Use Of Money & PropertyUse Of Money & Property Total Use Of Money & PropertyCharges For Services Total Charges For Services Total 124300 - So Wal Crk Area of Benefit 126000 - Alamo Area of BenefitCharges For Services Total Charges For ServicesMiscellaneous Revenue Total Miscellaneous Revenue Total 124200 - Central Co Area/Benefit 124300 - So Wal Crk Area of BenefitUse Of Money & Property Total Use Of Money & Property55 of 541 Contra Costa CountySchedule 6County Budget ActDetail of Additional Financing Sources by Fund and AccountJanuary 2010 Edition, revision #1Governmental FundsFiscal Year 2019-2020Fund NameFinancing Source Category Financing Source Account 2017-2018 Actuals2018-2019 Adjusted2019-2020 Requested2019-2020 Recommended12 3 4567Road Development Fees$134,072$250,000$250,000$250,000$134,072$250,000$250,000$250,000$145,378$251,000$270,000$270,000Earnings on Investment$54,253$30,000$75,000$75,000$54,253$30,000$75,000$75,000Road Development Fees$152,756$250,000$200,000$200,000$152,756$250,000$200,000$200,000$207,009$280,000$275,000$275,000Earnings on Investment$60,596$30,000$100,000$100,000$60,596$30,000$100,000$100,000Road Development Fees$1,131,986$600,000$600,000$600,000$1,131,986$600,000$600,000$600,000$1,192,582$630,000$700,000$700,000 Total Charges For Services Total 126000 - Alamo Area of Benefit 127000 - South Co Area of BenefitUse Of Money & Property Total Use Of Money & PropertyCharges For ServicesState Controller SchedulesSpecial Revenue Funds (continued) 126000 - Alamo Area of Benefit (continued) Charges For Services Total Charges For Services Total 128200 - East County Area of Benefit Total Charges For Services Total 127000 - South Co Area of Benefit 128200 - East County Area of BenefitUse Of Money & Property Total Use Of Money & PropertyCharges For Services56 of 541 Contra Costa CountySchedule 6County Budget ActDetail of Additional Financing Sources by Fund and AccountJanuary 2010 Edition, revision #1Governmental FundsFiscal Year 2019-2020Fund NameFinancing Source Category Financing Source Account 2017-2018 Actuals2018-2019 Adjusted2019-2020 Requested2019-2020 Recommended12 3 4567Earnings on Investment$271$500$500$500$271$500$500$500Road Development Fees$0$9,500$5,000$5,000$0$9,500$5,000$5,000$271$10,000$5,500$5,500Recording Fees$206,382$185,000$185,000$185,000Interfund Rev - Gov/Gov611000$206,993$185,000$185,000$185,000Restricted Donations$2,000$0$0$0Misc Non-Taxable Revenue(5,878)000($3,878)$0$0$0$203,115$185,000$185,000$185,000Earnings on Investment$12,361$0$0$0State Controller SchedulesSpecial Revenue Funds (continued) 129000 - Bethel Isl Area of BenefitUse Of Money & Property Total Charges For ServicesMiscellaneous Revenue Total Miscellaneous Revenue Total 132800 - County Childrens Fund 133200 - Animal Benefit FundUse Of Money & Property Total Use Of Money & PropertyCharges For Services Total Charges For Services Total 129000 - Bethel Isl Area of Benefit 132800 - County Childrens FundCharges For Services57 of 541 Contra Costa CountySchedule 6County Budget ActDetail of Additional Financing Sources by Fund and AccountJanuary 2010 Edition, revision #1Governmental FundsFiscal Year 2019-2020Fund NameFinancing Source Category Financing Source Account 2017-2018 Actuals2018-2019 Adjusted2019-2020 Requested2019-2020 Recommended12 3 4567$12,361$0$0$0Transfers-Gov/Gov$0$0$0$0Restricted Donations112,321180,000100,000100,000Misc Non-Taxable Revenue250000$112,571$180,000$100,000$100,000$124,932$180,000$100,000$100,000Earnings on Investment$8,545$4,300$5,000$5,000$8,545$4,300$5,000$5,000Misc Government Agencies$96,970$72,000$72,000$72,000$96,970$72,000$72,000$72,000$96,970$72,000$72,000$72,000$105,515$76,300$77,000$77,000Earnings on Investment$114,590$50,000$100,000$100,000 Total 133200 - Animal Benefit Fund 133400 - CO-Wide Gang and Drug FundUse Of Money & Property Total Use Of Money & PropertyIntergovernmental Revenue Other Local RevenueState Controller SchedulesSpecial Revenue Funds (continued) 133200 - Animal Benefit Fund (continued) Total Use Of Money & PropertyMiscellaneous Revenue Total Miscellaneous RevenueTotal Other Local Revenue Total Intergovernmental Revenue Total 133400 - CO-Wide Gang and Drug Fund 133700 - Livable Communities FundUse Of Money & Property58 of 541 Contra Costa CountySchedule 6County Budget ActDetail of Additional Financing Sources by Fund and AccountJanuary 2010 Edition, revision #1Governmental FundsFiscal Year 2019-2020Fund NameFinancing Source Category Financing Source Account 2017-2018 Actuals2018-2019 Adjusted2019-2020 Requested2019-2020 Recommended12 3 4567$114,590$50,000$100,000$100,000Planning & Engineer Services $320,000 $456,000 $400,000 $400,000$320,000 $456,000 $400,000 $400,000$434,590 $506,000 $500,000 $500,000Earnings on Investment $7,339 $700 $3,000 $3,000Int on Loans & Receivables 8,717 55,000 40,000 40,000$16,056 $55,700 $43,000 $43,000Fed Aid Hud Block Grant $546,456 $750,000 $761,700 $761,700$546,456 $750,000 $761,700 $761,700$546,456 $750,000 $761,700 $761,700$562,512 $805,700 $804,700 $804,700Earnings on Investment $49,823 $36,000 $36,000 $36,000$49,823 $36,000 $36,000 $36,000Special Revenue Funds (continued) 133700 - Livable Communities Fund (continued) Total Use Of Money & PropertyCharges For Services Total Charges For Services Total 133700 - Livable Communities FundState Controller Schedules Total Intergovernmental Revenue Total 134900 - ARRA HUD Bldg Insp NPP Fund 136000 - Central Identify Bureau FundUse Of Money & Property Total Use Of Money & Property 134900 - ARRA HUD Bldg Insp NPP FundUse Of Money & Property Total Use Of Money & PropertyIntergovernmental Revenue Federal AssistanceTotal Federal Assistance59 of 541 Contra Costa CountySchedule 6County Budget ActDetail of Additional Financing Sources by Fund and AccountJanuary 2010 Edition, revision #1Governmental FundsFiscal Year 2019-2020Fund NameFinancing Source Category Financing Source Account 2017-2018 Actuals2018-2019 Adjusted2019-2020 Requested2019-2020 Recommended12 3 4567State Aid for Disaster-Other$1,065,521$1,000,000$1,000,000$1,000,000$1,065,521$1,000,000$1,000,000$1,000,000Misc Government Agencies$992,287$1,200,000$1,200,000$1,200,000$992,287$1,200,000$1,200,000$1,200,000$2,057,808$2,200,000$2,200,000$2,200,000Reimbursements-Gov/Gov$177,317$201,000$201,000$201,000$177,317$201,000$201,000$201,000$2,284,948$2,437,000$2,437,000$2,437,000Earnings on Investment$25,254$35,000$65,000$65,000Rent on Real Estate156,876405,964723,622723,622$182,130$440,964$788,622$788,622Misc Current Services$0$0$0$0$0$0$0$0Reimbursements-Gov/Gov$102,286$33,000$10,000$10,000Misc Non-Taxable Revenue0000State Controller SchedulesTotal Other Local Revenue Total Intergovernmental RevenueMiscellaneous Revenue Total Miscellaneous Revenue Total 136000 - Central Identify Bureau Fund 138800 - SPRW FundSpecial Revenue Funds (continued) 136000 - Central Identify Bureau Fund (continued) Intergovernmental Revenue State AssistanceTotal State Assistance Other Local RevenueUse Of Money & Property Total Use Of Money & PropertyCharges For Services Total Charges For ServicesMiscellaneous Revenue60 of 541 Contra Costa CountySchedule 6County Budget ActDetail of Additional Financing Sources by Fund and AccountJanuary 2010 Edition, revision #1Governmental FundsFiscal Year 2019-2020Fund NameFinancing Source Category Financing Source Account 2017-2018 Actuals2018-2019 Adjusted2019-2020 Requested2019-2020 Recommended12 3 4567$102,286$33,000$10,000$10,000$284,416$473,964$798,622$798,622Earnings on Investment$13,886$1,000$10,000$10,000$13,886$1,000$10,000$10,000Road Development Fees$3,188$700,000$100,000$100,000$3,188$700,000$100,000$100,000Transfers-Gov/Gov$223,571$0$0$0$223,571$0$0$0$240,644$701,000$110,000$110,000Franchises$5,000$0$10,000$10,000Other Licenses & Permits0150,00010,00010,000$5,000$150,000$20,000$20,000Earnings on Investment$493,229$300,000$500,000$500,000Rent on Real Estate2,50005,0005,000Special Revenue Funds (continued) Total Miscellaneous Revenue Total 138800 - SPRW Fund 139000 - RD Dvlpmnt Discovery Bay FundUse Of Money & Property Total Use Of Money & PropertyState Controller SchedulesLicense/Permit/Franchises Total License/Permit/FranchisesUse Of Money & PropertyCharges For Services Total Charges For ServicesMiscellaneous Revenue Total Miscellaneous Revenue Total 139000 - RD Dvlpmnt Discovery Bay Fund 139200 - Road Imprvmnt Fee Fund61 of 541 Contra Costa CountySchedule 6County Budget ActDetail of Additional Financing Sources by Fund and AccountJanuary 2010 Edition, revision #1Governmental FundsFiscal Year 2019-2020Fund NameFinancing Source Category Financing Source Account 2017-2018 Actuals2018-2019 Adjusted2019-2020 Requested2019-2020 Recommended12 3 4567$495,729$300,000$505,000$505,000State Aid Transportation Proj$100,000$0$100,000$100,000$100,000$0$100,000$100,000Misc Government Agencies$0$0$0$0$0$0$0$0$100,000$0$100,000$100,000Road Development Fees$1,374,086$150,000$1,500,000$1,500,000Misc Road Services0000Misc Current Services295,2000500,000500,000$1,669,286$150,000$2,000,000$2,000,000Sale of Real Estate$193,500$0$500,000$500,000Reimbursements-Gov/Gov160,5821,500,0001,000,0001,000,000Transfers-Gov/Gov2,765,9381,000,0001,420,0001,420,000Contrib From Other Funds0500,00000$3,120,020$3,000,000$2,920,000$2,920,000$5,390,034$3,600,000$5,545,000$5,545,000State Controller SchedulesSpecial Revenue Funds (continued) 139200 - Road Imprvmnt Fee Fund (continued) Total Intergovernmental RevenueCharges For Services Total Charges For ServicesMiscellaneous Revenue Total Miscellaneous Revenue Total 139200 - Road Imprvmnt Fee Fund Total Use Of Money & PropertyIntergovernmental Revenue State AssistanceTotal State Assistance Other Local RevenueTotal Other Local Revenue62 of 541 Contra Costa CountySchedule 6County Budget ActDetail of Additional Financing Sources by Fund and AccountJanuary 2010 Edition, revision #1Governmental FundsFiscal Year 2019-2020Fund NameFinancing Source Category Financing Source Account 2017-2018 Actuals2018-2019 Adjusted2019-2020 Requested2019-2020 Recommended12 3 4567Earnings on Investment$937$1,000$2,000$2,000$937$1,000$2,000$2,000Road Development Fees$73,157$80,000$40,000$40,000$73,157$80,000$40,000$40,000$74,094$81,000$42,000$42,000Earnings on Investment$13,011$5,000$20,000$20,000$13,011$5,000$20,000$20,000Road Development Fees$52,229$150,000$100,000$100,000$52,229$150,000$100,000$100,000$65,240$155,000$120,000$120,000Earnings on Investment$8,344$5,000$10,000$10,000$8,344$5,000$10,000$10,000Road Development Fees$0$5,000$10,000$10,000 Total Charges For Services Total 139400 - Rd Devlpmnt Rich/El Sobrt 139500 - Road Development Bay PointUse Of Money & Property Total Use Of Money & PropertyCharges For ServicesState Controller SchedulesSpecial Revenue Funds (continued) 139400 - Rd Devlpmnt Rich/El SobrtUse Of Money & Property Total Use Of Money & PropertyCharges For Services Total Charges For Services Total 139500 - Road Development Bay Point 139900 - Rd Devlpmnt Pacheco AreaUse Of Money & Property Total Use Of Money & PropertyCharges For Services63 of 541 Contra Costa CountySchedule 6County Budget ActDetail of Additional Financing Sources by Fund and AccountJanuary 2010 Edition, revision #1Governmental FundsFiscal Year 2019-2020Fund NameFinancing Source Category Financing Source Account 2017-2018 Actuals2018-2019 Adjusted2019-2020 Requested2019-2020 Recommended12 3 4567$0$5,000$10,000$10,000$8,344$10,000$20,000$20,000$420,940,651 $456,575,528 $496,196,482 $497,648,250$2,004,538,654 $2,146,457,180 $2,246,730,199 $2,249,115,537State Controller SchedulesSpecial Revenue Funds (continued) Total Charges For Services Total 139900 - Rd Devlpmnt Pacheco AreaTotal Special Revenue FundsTotal All Funds 64 of 541 Contra Costa CountySchedule 7County Budget ActSummary of Financing Uses by Function and FundJanuary 2010 Edition, revision #1Governmental FundsFiscal Year 2019-20202017-2018 Actuals 2018-2019 Adjusted 2019-2020 Requested2019-2020 Recommended2345General$217,093,608$288,997,063$223,175,232$221,842,915Public Protection562,098,870647,957,940633,699,840631,360,279Health And Sanitation391,970,872447,330,828516,794,867516,794,867Public Assistance578,297,925650,618,092670,136,824670,281,228Education29,039,60242,437,96634,856,50034,856,500Public Ways & Facilities106,499,831127,036,554150,565,186150,837,188Debt Service42,874,81242,194,36748,489,45248,489,452$1,927,875,521 $2,246,572,810 $2,277,717,901 $2,274,462,429General Fund$0$8,000,000$10,000,000$10,000,000$0$8,000,000$10,000,000$10,000,000$1,927,875,521 $2,254,572,810 $2,287,717,901 $2,284,462,429Appropriations for ContingenciesState Controller SchedulesDescription1Summarization by FunctionTotal Summarization by FunctionTotal Appropriations for ContingenciesSubtotal Financing Uses65 of 541 Contra Costa CountySchedule 7County Budget ActSummary of Financing Uses by Function and FundJanuary 2010 Edition, revision #1Governmental FundsFiscal Year 2019-20202017-2018 Actuals 2018-2019 Adjusted 2019-2020 Requested2019-2020 Recommended2345General Fund$1,479,934,023 $1,690,890,642 $1,709,300,933 $1,705,097,977County Law Enfrcmt-Cap Proj Fund4053,478,707173,000173,000Recorder Modernization Fund1,480,51011,183,72910,864,00010,864,000Court/Clerk Automation Fund07800Fish and Game Fund68,611466,673141,670141,670Land Development Fund3,248,1593,156,1013,261,1003,261,100Criminalistics Lab Fund6189,52322,00022,000Survey Monument Preservation Fund78,489741,875754,679754,679Crim Justice Facility Construct Fund665,3711,796,661950,365950,365Courthouse Construct Fund242,8561,979,990806,550806,550Road Fund50,327,04050,821,94873,409,57773,409,577Transportation Improvement Fund2,314,0563,701,8653,698,5003,698,500Drainage Area 9 Fund1,323272,0149,0009,000Private Activity Bond Fund665,8331,225,0001,240,6201,240,620Affordable Housing Spec Rev Fund154325,000397,000397,000Navy Trans Mitigation Fund116,2175,639,4195,302,2605,302,260Tosco/Solano Trns Mitig Fund424166,6367,0007,000Child Development Fund28,538,00129,593,30131,900,00031,900,000HUD NSP Fund01,092,191760,000760,000Used Oil Recycling Grant Fund46,833367,95293,28093,280Conservation & Development Fund24,199,08233,360,21334,242,00034,242,000CDD/PWD Joint Review Fee Fund425,3631,217,450701,000701,000Drainage Deficiency Fund1402,403,8492,563,0182,563,018Public Works Fund1,080,5022,568,8481,001,0001,001,000DA Consumer Protection Fund1,107,5273,895,3151,025,2781,025,278Domestic Violence Victim Asst Fund149,682198,372290,000290,000State Controller SchedulesDescription1Summarization by Fund66 of 541 Contra Costa CountySchedule 7County Budget ActSummary of Financing Uses by Function and FundJanuary 2010 Edition, revision #1Governmental FundsFiscal Year 2019-20202017-2018 Actuals 2018-2019 Adjusted 2019-2020 Requested2019-2020 Recommended2345Dispute Resolution Program Fund$185,605$180,000$180,000$180,000Zero Tolerance- Domestic Violence Fund598,633974,727648,000648,000DA Revenue Narcotics Fund47,037686,98055,00055,000DA Environment/OSHA Fund464,7991,486,533426,898426,898DA Forfeiture-Fed-DOJ Fund170,12561,84416,80016,800Walden Green Maintenance Fund47,928240,128228,994228,994R/Estate Fraud Prosecution Fund433,016560,000464,280464,280CCC Dept Child Support Svcs Fund18,489,05618,321,63619,435,51620,383,000Emergency Med Svcs Fund1,861,3102,158,1031,543,3051,543,305AB75 Tobacco Tax Fund0(6)00Traffic Safety Fund7381,98015,00015,000Public Protection-Spec Rev Fund1,007,1203,783,0943,828,1793,828,179Sheriff Nar Forfeit-ST/Local Fund386315,706100,000100,000Sheriff Forfeit-Fed-DoJ Fund139,507374,6456,0006,000Sup Law Enforcement Svcs Fund7,322,08911,702,1379,899,5189,899,518Sheriff Forfeit-Fed Treasury Fund7226,0892,0002,000PROP 63 MH Svcs Fund40,473,08350,513,39454,751,34954,751,349Prisoners Welfare Fund1,136,1043,924,4511,428,0001,428,000Probation Officers Special Fund117,072185,433136,337136,337Automated Sys Development Fund200,000200,000200,000200,000Property Tax Admin Fund03,019,5123,019,5123,019,512Cnty Local Rev Fund163,857,264176,285,496184,644,028184,644,028Obscene Matter-Minors Fund05,7815,4005,400IHSS Public Authority Fund2,055,8562,365,5882,343,0002,343,000DNA Identification Fund235,130508,258270,000270,000Comm Corr Performance Inctv Fund2,902,5486,254,9693,741,2633,741,263State Controller SchedulesDescription1Summarization by Fund (continued) 67 of 541 Contra Costa CountySchedule 7County Budget ActSummary of Financing Uses by Function and FundJanuary 2010 Edition, revision #1Governmental FundsFiscal Year 2019-20202017-2018 Actuals 2018-2019 Adjusted 2019-2020 Requested2019-2020 Recommended2345NO Rich Wst&Rcvy Mitigation Fee Fund$343,866$1,531,112$755,250$755,250L/M HSG Asset Fd-LMI Fund808,59311,255,15011,255,15011,255,150Bailey Rd Mntc Surcharge Fund100,1502,662,4162,861,6142,861,614Home Invstmt Prtnrshp Act Fund(2,562)1,079,545500,000500,000CASP Cert & training Fund012,09217,09217,092County Library Fund29,207,24742,181,83534,856,00034,856,000Casey Library Gift Fund50256,131500500Hercul/Rodeo Crock A of B47,5558,7085,0005,000West County Area of Benefit18,1255,00041,00041,000North Richmond AOB254,826105,500100,600100,600Martinez Area of Benefit13,119117,50081,00081,000Briones Area of Benefit18776,100125,638125,638Central Co Area/Benefit26,178280,00011,00011,000So Wal Crk Area of Benefit236,56130,10010,10010,100Alamo Area of Benefit25,929251,00010,20010,200South Co Area of Benefit192,270280,000200,700200,700East County Area of Benefit334,9341,000,2001,000,4001,000,400Bethel Isl Area of Benefit13,34110,00010,10010,100County Childrens Fund241,730407,122185,000185,000Animal Benefit Fund188,481935,148455,000455,000CO-Wide Gang and Drug Fund179,689903,40177,00077,000Livable Communities Fund506,818892,1351,905,0981,905,098ARRA HUD Bldg Insp NPP Fund637,2471,061,391804,700804,700Retirement UAAL Bond Fund40,114,90137,305,31443,600,39943,600,399Ret Litgtn Stlmnt Dbt Svc Fund2,759,9112,759,9112,759,9112,759,911Family Law Ctr-Debt Svc Fund02,129,1422,129,1422,129,142DescriptionState Controller Schedules1Summarization by Fund (continued) 68 of 541 Contra Costa CountySchedule 7County Budget ActSummary of Financing Uses by Function and FundJanuary 2010 Edition, revision #1Governmental FundsFiscal Year 2019-20202017-2018 Actuals 2018-2019 Adjusted 2019-2020 Requested2019-2020 Recommended2345Central Identify Bureau Fund$3,672,037$2,746,392$2,437,000$2,437,000SPRW Fund240,2404,293,6335,354,4985,354,498RD Dvlpmnt Discovery Bay Fund2,876,707701,000200,300200,300Road Imprvmnt Fee Fund8,187,2383,600,0005,545,0005,545,000Rd Devlpmnt Rich/El Sobrt86,88581,00010,10010,100Road Development Bay Point100,721155,000100,800100,800Rd Devlpmnt Pacheco Area28,26110,00010,40010,400$1,927,875,521 $2,254,572,810 $2,287,717,901 $2,284,462,429Total Financing UsesState Controller SchedulesDescription1Summarization by Fund (continued) 69 of 541 Contra Costa CountySchedule 8County Budget ActDetail of Financing Uses by Function, Activity and Budget UnitJanuary 2010 Edition, revision #1 Governmental FundsFiscal Year 2019-20202017-2018 Actuals 2018-2019 Adjusted 2019-2020 Requested2019-2020 Recommended23450001 - DEPARTMENT OF SUPERVISORS$6,712,000$8,857,525$7,350,579$7,350,5790002 - CLERK OF THE BOARD995,4901,151,5751,236,5751,236,5750003 - COUNTY ADMINISTRATOR14,239,78722,433,57718,476,71918,589,819$21,947,277$32,442,677$27,063,873$27,176,9730010 - AUDITOR - CONTROLLER$8,447,280$10,303,033$10,357,143$10,065,2940011 - AUTOMATED SYSTEMS DVLPMNT200,000200,000200,000200,0000015 - TREASURER-TAX COLLECTOR5,448,5865,604,3655,678,6255,678,6250016 - ASSESSOR15,699,78117,612,09518,633,24517,892,5090017 - PROPERTY TAX ADMIN03,019,5123,019,5123,019,5120019 - ASSMT LITIGATION SVCS369,6120000020 - PURCHASING790,5251,045,9031,064,8621,064,8620025 - MANAGEMENT INFO SYSTEMS972,1162,677,050934,635934,635$31,927,900$40,461,958$39,888,022$38,855,4370030 - COUNTY COUNSEL$6,030,975$7,720,726$7,377,850$7,377,850$6,030,975$7,720,726$7,377,850$7,377,8500035 - HUMAN RESOURCES$8,981,319$12,320,476$11,886,612$11,518,0340036 - PERSONNEL MERIT BOARD45,86290,959104,25460,000 FinanceTotal Finance CounselTotal Counsel PersonnelState Controller SchedulesFunction, Activity, and Budget Unit1General Legislative & AdministrativeTotal Legislative & Administrative70 of 541 Contra Costa CountySchedule 8County Budget ActDetail of Financing Uses by Function, Activity and Budget UnitJanuary 2010 Edition, revision #1 Governmental FundsFiscal Year 2019-20202017-2018 Actuals 2018-2019 Adjusted 2019-2020 Requested2019-2020 Recommended23450038 - CHILD CARE($34,532)$243,310$15,170$15,170$8,992,650$12,654,745$12,006,036$11,593,2040043 - ELECTIONS$12,456,735$11,197,814$11,840,268$11,840,268$12,456,735$11,197,814$11,840,268$11,840,2680060 - TELECOMMUNICATIONS$4,119,928$4,856,980$4,317,154$4,317,154$4,119,928$4,856,980$4,317,154$4,317,1540063 - FLEET SERVICES$0$540,000$540,000$540,0000077 - GEN CO BLG OCCUPANCY COST25,288,12924,480,25824,303,02324,303,0230078 - GSD OUTSIDE AGENCY SVC720,798733,981782,457782,4570079 - BUILDING MAINTENANCE50,959,94747,717,49250,613,19550,613,1950080 - MINOR CAP IMPROVEMENTS422,3432,195,0001,500,0001,500,0000085 - FACILITY LIFECYCLE IMPROV10,206,67710,000,00010,000,00010,000,000$87,597,894$85,666,731$87,738,675$87,738,6750111 - PLANT ACQUIS-GENERAL FUND$21,284,866$39,064,000$5,000,000$5,000,0000113 - PLANT ACQUIS-LIBRARY FUND167,694000Total Elections CommunicationsTotal Communications Property ManagementTotal Property Management Plant AcquisitionFunction, Activity, and Budget Unit1General (continued) Personnel (continued) Total Personnel ElectionsState Controller Schedules71 of 541 Contra Costa CountySchedule 8County Budget ActDetail of Financing Uses by Function, Activity and Budget UnitJanuary 2010 Edition, revision #1 Governmental FundsFiscal Year 2019-20202017-2018 Actuals 2018-2019 Adjusted 2019-2020 Requested2019-2020 Recommended23450119 - CRIM JUST FACILITY CNSTRN$665,371$1,796,661$950,365$950,3650120 - PLANT ACQ - DA 91,323272,0149,0009,0000122 - COURTHOUSE CONSTRUCTION242,8561,979,990806,550806,5500126 - CO LAW ENF COMPTR CAP-PRJ405372,88812,00012,0000129 - CO LAW ENF COMM CAP-PROJ01,254,0961,0001,0000131 - CO LAW ENF HLCPTR CAP PRJ01,851,723160,000160,000$22,362,515$46,591,371$6,938,915$6,938,9150135 - ECONOMIC PROMOTION$967,083$649,192$515,000$515,000$967,083$649,192$515,000$515,0000004 - CROCKETT-RODEO REVENUES$391,160$860,000$560,000$560,0000007 - BOARD MITIGATION PROGRAMS227,6042,043,423175,000175,0000018 - COUNTY-STATE-WCCHCD IGT2,3650000145 - EMPLOYEE/RETIREE BENEFITS5,173,93922,668,9525,500,0005,500,0000147 - INFORMATION TECHNOLOGY3,268,5905,231,7004,189,5754,189,5750148 - PRINT & MAIL SERVICES763,4761,110,750911,750911,7500150 - INSURANCE AND RISK MGMT9,198,52310,446,69210,795,18510,795,1850161 - SURVEY MONUMENT PRESERVTN78,489741,875754,679754,6790478 - NO RICH WST&RCVY MTGN FEE343,8661,531,112755,250755,2500580 - KELLER CNYN MTIGATN FUND1,242,6402,120,3661,848,0001,848,000$20,690,651$46,754,869$25,489,439$25,489,439$217,093,608$288,997,063$223,175,232$221,842,915 PromotionTotal Promotion Other GeneralTotal Other GeneralTotal GeneralState Controller SchedulesFunction, Activity, and Budget Unit1General (continued) Plant Acquisition (continued) Total Plant Acquisition72 of 541 Contra Costa CountySchedule 8County Budget ActDetail of Financing Uses by Function, Activity and Budget UnitJanuary 2010 Edition, revision #1 Governmental FundsFiscal Year 2019-20202017-2018 Actuals 2018-2019 Adjusted 2019-2020 Requested2019-2020 Recommended23450202 - TRIAL COURT PROGRAMS$17,819,710$18,119,566$17,311,386$17,311,3860233 - R/ESTATE FRAUD PROSECUTE433,016560,000464,280464,2800234 - DA FORFEITURE-FED-DOJ170,12561,84416,80016,8000235 - LAW & JUSTICE SYSTEMS DEV1,306,11912,160,4931,953,8571,953,8570236 - COURT RECORDS AUTOMATION078000238 - CIVIL GRAND JURY139,869155,500156,000156,0000239 - CRIMINAL GRAND JURY43,53270,00050,00050,0000241 - SLESF-CRIM PROSECUTION444,071484,834503,000503,0000242 - DISTRICT ATTORNEY41,696,77943,812,07346,400,06045,960,0000243 - PUBLIC DEFENDER26,107,63727,912,22430,713,67631,116,1170244 - D A REVENUE NARCOTICS47,037686,98055,00055,0000245 - D A WELFARE FRAUD0134,218145,68333,0000246 - DISPUTE RESOLUTION PROGRAM185,605180,000180,000180,0000247 - DA CONSUMER PROTECTION1,107,5273,895,3151,025,2781,025,2780248 - CONFLICT DEFENSE SERVICES4,756,2915,007,0006,000,0006,000,0000251 - DA ENVIRON/OSHA464,7991,486,533426,898426,8980254 - OBSCENE MATTER-MINORS05,7815,4005,400$94,722,118$114,732,439$105,407,318$105,257,0160252 - SHER FORFEIT-FED-DOJ$139,507$374,645$6,000$6,0000253 - SHER NARC FRFEIT-ST/LOCAL386315,706100,000100,0000255 - SHERIFF124,152,643126,267,385129,787,927129,787,927Function, Activity, and Budget Unit1Public Protection JudicialTotal Judicial Police ProtectionState Controller Schedules73 of 541 Contra Costa CountySchedule 8County Budget ActDetail of Financing Uses by Function, Activity and Budget UnitJanuary 2010 Edition, revision #1 Governmental FundsFiscal Year 2019-20202017-2018 Actuals 2018-2019 Adjusted 2019-2020 Requested2019-2020 Recommended23450256 - CRIMINALISTIC LAB FUND$6$189,523$22,000$22,0000260 - AUTOMATED ID & WARRANT1,007,1203,783,0943,828,1793,828,1790263 - SLESF-FRONT LINE ENF-CO308,481402,686414,000414,0000264 - SLESF-FRONT LINE ENF-CITY3,240,3313,466,1933,598,9953,598,9950265 - VEHICLE THEFT PROGRAM898,7412,299,1081,000,0001,000,0000268 - SHER FORFEIT-FED TREASURY7226,0892,0002,0000270 - CENTRAL IDENTIFY BUREAU2,319,7131,746,3921,437,0001,437,0000271 - CO-WIDE GANG AND DRUG179,689903,40177,00077,0000274 - AB 8791,352,3231,000,0001,000,0001,000,0000275 - DNA IDENTIFICATION FUND235,130508,258270,000270,0000277 - SHERIFF CONTRACT SVCS18,242,62420,330,96921,437,37121,437,371$152,076,701$161,813,450$162,980,472$162,980,4720262 - SLESF-JAIL CONSTR & OPS$444,071$484,607$503,000$503,0000273 - PRISONERS WELFARE1,136,1043,924,4511,428,0001,428,0000300 - CUSTODY SERVICES BUREAU80,498,31884,974,26285,120,06485,120,0640301 - HLTH SVCS-DETENTION INMATES25,287,45425,600,01026,920,68126,920,6810308 - PROBATION PROGRAMS30,086,07236,086,73736,200,41734,957,4360309 - PROBATION FACILITIES31,692,03232,434,99733,068,29031,275,2570310 - PROB CARE OF COURT WARDS7,251,13411,466,6928,206,0008,206,0000311 - SLESF-PROBATION2,885,1346,863,8184,880,5234,880,5230313 - PROBATION OFFICERS SPECIAL FUND117,072185,433136,337136,337 Detention & CorrectionState Controller SchedulesFunction, Activity, and Budget Unit1Public Protection (continued) Police Protection (continued) Total Police Protection74 of 541 Contra Costa CountySchedule 8County Budget ActDetail of Financing Uses by Function, Activity and Budget UnitJanuary 2010 Edition, revision #1 Governmental FundsFiscal Year 2019-20202017-2018 Actuals 2018-2019 Adjusted 2019-2020 Requested2019-2020 Recommended23450477 - CCPIF$2,902,548$6,254,969$3,741,263$3,741,263$182,299,940$208,275,975$200,204,575$197,168,5610330 - CO DRAINAGE MAINTENANCE$565,121$720,000$730,000$730,000$565,121$720,000$730,000$730,0000335 - AGRICULTURE-WEIGHTS/MEAS$5,997,790$6,239,887$7,057,729$6,957,000$5,997,790$6,239,887$7,057,729$6,957,0000114 - PLANT ACQ CONSERV & DEV$60,551$1,000,000$0$00249 - CCC DEPT CHILD SPPRT SVCS18,489,05618,321,63619,435,51620,383,0000280 - CONSERVATION & DEVELOPMENT23,995,75929,803,74131,719,66531,719,6650282 - SB1186 CERT ACCESS PRGM012,09217,09217,0920285 - ENERGY UPGRADE CA32,378173,593250,069250,0690286 - MSR WW GRANT110,3942,382,8792,272,2662,272,2660295 - LAW ENFORCEMENT SVCS ACCT55,211,76960,323,28661,827,24261,827,2420350 - CDD/PWD JOINT REVIEW FEE425,3631,217,450701,000701,0000351 - USED OIL RECYCLING GRANT46,833367,95293,28093,2800353 - RECORDER MICRO/MOD1,480,51011,183,72910,864,00010,864,0000355 - RECORDER3,405,8914,994,3034,511,0004,511,000Total Detention & Correction Flood Control & Soil CnsvTotal Flood Control & Soil Cnsv Protective InspectionTotal Protective Inspection Other ProtectionState Controller SchedulesFunction, Activity, and Budget Unit1Public Protection (continued) Detention & Correction (continued) 75 of 541 Contra Costa CountySchedule 8County Budget ActDetail of Financing Uses by Function, Activity and Budget UnitJanuary 2010 Edition, revision #1 Governmental FundsFiscal Year 2019-20202017-2018 Actuals 2018-2019 Adjusted 2019-2020 Requested2019-2020 Recommended23450356 - LOCAL AGENCY FORMATION$251,737$261,000$270,000$270,0000359 - CORONER3,429,4173,298,4963,386,0003,386,0000362 - EMERGENCY SERVICES6,597,6867,231,4897,115,8487,115,8480366 - ANIMAL SERVICES12,135,94212,928,60712,340,00012,340,0000367 - GAME PROTECTION68,611466,673141,670141,6700368 - TRAFFIC SAFETY7381,98015,00015,0000369 - ANIMAL BENEFIT ADMIN0425,148000370 - LIVABLE COMMUNITIES506,818892,1351,905,0981,905,0980375 - ANIMAL BENEFIT188,481510,000455,000455,000$126,437,201$156,176,188$157,319,746$158,267,230$562,098,870$647,957,940$633,699,840$631,360,279Total Public ProtectionState Controller SchedulesFunction, Activity, and Budget Unit1Public Protection (continued) Other Protection (continued) Total Other Protection76 of 541 Contra Costa CountySchedule 8County Budget ActDetail of Financing Uses by Function, Activity and Budget UnitJanuary 2010 Edition, revision #1 Governmental FundsFiscal Year 2019-20202017-2018 Actuals 2018-2019 Adjusted 2019-2020 Requested2019-2020 Recommended23450450 - HEALTH SVCS-PUBLIC HEALTH$62,728,010$72,901,458$77,712,970$77,712,9700451 - CONSERVATOR/GUARDIANSHIP3,543,3544,064,7334,256,0124,256,0120452 - HEALTH SVCS-ENVIRON HLTH19,254,27123,018,84923,622,27623,622,2760454 - PUBLIC ADMINISTRATOR 1,007,999 688,773 777,665 777,6650463 - HEALTH, HOUSING & HOMELESS 7,481,760 8,380,456 16,071,090 16,071,090$94,015,394 $109,054,268 $122,440,013 $122,440,0130460 - HLTH SVC-CALIF CHILD SVCS $10,073,913 $11,082,920 $11,805,300$11,805,300$10,073,913$11,082,920$11,805,300$11,805,3000465 - HLTH SVS-HOSPITAL SUBSIDY$26,074,359$23,656,785$60,345,000$60,345,0000466 - ALCOHOL & OTHER DRUGS SVC16,878,03924,579,64829,391,85129,391,8510467 - HLTH SERVICES-MNTL HLTH202,241,008225,913,169236,155,049236,155,0490468 - HLTH SVCS-CHIP AB75 TOBACCO0(6)000469 - HLTH-CHIP/AB75 TOBACCO00000471 - EMERGENCY MEDICAL SVCS1,861,3102,158,1031,543,3051,543,3050475 - PROP 63 MH SVCS ACCT40,473,08350,513,39454,751,34954,751,349$287,527,798$326,821,093$382,186,554$382,186,5540473 - KELLER SRCHRGE/MITGN PROG$353,767$372,546$363,000$363,000$353,767$372,546$363,000$363,000$391,970,872$447,330,828$516,794,867$516,794,867Total SanitationTotal Health And SanitationTotal Health California Children SvcsTotal California Children Svcs Hospital CareTotal Hospital Care SanitationState Controller SchedulesFunction, Activity, and Budget Unit1Health And Sanitation Health77 of 541 Contra Costa CountySchedule 8County Budget ActDetail of Financing Uses by Function, Activity and Budget UnitJanuary 2010 Edition, revision #1 Governmental FundsFiscal Year 2019-20202017-2018 Actuals 2018-2019 Adjusted 2019-2020 Requested2019-2020 Recommended23450501 - EHSD ADMINISTRATIVE SVCS$5,611,451$6,531,205$5,713,000$5,713,000$5,611,451$6,531,205$5,713,000$5,713,0000296 - SUPPORT SERVICES$108,645,496$115,962,210$122,816,786$122,816,7860502 - EHSD CHILDREN & FAMILY SVCS113,399,436134,923,387142,294,000142,294,0000503 - EHSD AGING & ADULT SVCS62,970,94673,708,35173,512,00073,512,0000504 - EHSD WORKFORCE SVCS199,772,851200,847,503204,299,596204,444,0000505 - COUNTY CHILDRENS241,730407,122185,000185,0000507 - EHS - ANN ADLER CHILD & FMLY83,40380,00080,00080,0000508 - IHSS PUBLIC AUTHORITY2,055,8562,365,5882,343,0002,343,000$487,169,718$528,294,162$545,530,382$545,674,7860579 - VETERANS SERVICE OFFICE$1,272,415$1,428,043$1,513,000$1,513,000$1,272,415$1,428,043$1,513,000$1,513,0000380 - HUD NSP$0$1,092,191$760,000$760,0000479 - L/M HSG ASSET FD-LMIHAF808,59311,255,15011,255,15011,255,1500506 - CAL HLTH BNFT MARKETPLACE00000535 - EHS SERVICE INTEGRATION00000561 - HOME INVSTMT PRTNRSHP ACT(2,562)1,079,545500,000500,000 Other Assistance Assistance AdministrationTotal Assistance Administration Aid ProgramsTotal Aid Programs Veterans ServicesTotal Veterans ServicesState Controller SchedulesFunction, Activity, and Budget Unit1Public Assistance78 of 541 Contra Costa CountySchedule 8County Budget ActDetail of Financing Uses by Function, Activity and Budget UnitJanuary 2010 Edition, revision #1 Governmental FundsFiscal Year 2019-20202017-2018 Actuals 2018-2019 Adjusted 2019-2020 Requested2019-2020 Recommended23450581 - ZERO TLRNCE DOM VIOL INIT$2,628,423$2,994,234$2,433,000$2,433,0000583 - EHSD WFRC INVESTMENT BRD6,824,0036,270,9666,685,0006,685,0000585 - DOM VIOLENCE VICTIM ASIST149,682198,372290,000290,0000586 - ZERO TOLRNCE-DOM VIOLENCE598,633974,727648,000648,0000587 - COMMUNITY SERVICES00000588 - COMMUNITY SERVICES35,760,99443,113,12346,228,00046,228,0000589 - CHILD DEV-DEPT28,538,00129,593,30131,900,00031,900,0000590 - HOPWA GRANT236,8751,391,218862,410862,4100591 - NPP241,4771,946,7461,384,1861,384,1860592 - HUD BLOCK GRANT5,957,8696,122,0516,694,4136,694,4130593 - HUD EMERGENCY SOLUTIONS GRT581,957636,050620,050620,0500594 - HUD HOME BLOCK GRANT617,1625,085,6174,677,9134,677,9130595 - PRIVATE ACTIVITY BOND665,8331,225,0001,240,6201,240,6200596 - AFFORDABLE HOUSING154325,000397,000397,0000597 - ARRA HUD BLDG INSP NPP637,2471,061,391804,700804,700$84,244,341$114,364,681$117,380,442$117,380,442$578,297,925$650,618,092$670,136,824$670,281,228Total Other AssistanceTotal Public AssistanceState Controller SchedulesFunction, Activity, and Budget Unit1Public Assistance (continued) Other Assistance (continued) 79 of 541 Contra Costa CountySchedule 8County Budget ActDetail of Financing Uses by Function, Activity and Budget UnitJanuary 2010 Edition, revision #1 Governmental FundsFiscal Year 2019-20202017-2018 Actuals 2018-2019 Adjusted 2019-2020 Requested2019-2020 Recommended23450620 - LIBRARY-ADMIN & SUPPORT SVCS$13,464,481$18,267,259$14,584,898$14,584,8980621 - LIBRARY-COMMUNITY SERVICES15,575,07123,914,57620,271,10220,271,1020622 - CASEY LIBRARY GIFT50256,131500500$29,039,602$42,437,966$34,856,500$34,856,500$29,039,602$42,437,966$34,856,500$34,856,500 Library ServicesTotal Library ServicesTotal EducationState Controller SchedulesFunction, Activity, and Budget Unit1Education80 of 541 Contra Costa CountySchedule 8County Budget ActDetail of Financing Uses by Function, Activity and Budget UnitJanuary 2010 Edition, revision #1 Governmental FundsFiscal Year 2019-20202017-2018 Actuals 2018-2019 Adjusted 2019-2020 Requested2019-2020 Recommended23450648 - DRAINAGE DEFICIENCY$140$2,403,849$2,563,018$2,563,018$140$2,403,849$2,563,018$2,563,0180631 - HERCUL/RODEO/CROCK A OF B$47,555$8,708$5,000$5,0000632 - WEST COUNTY AREA OF BENEF18,1255,00041,00041,0000634 - NORTH RICHMOND AOB254,826105,500100,600100,6000635 - MARTINEZ AREA OF BENEFIT13,119117,50081,00081,0000636 - BRIONES AREA OF BENEFIT18776,100125,638125,6380637 - CENTRAL CO AREA/BENEFIT26,178280,00011,00011,0000638 - SO WAL CRK AREA OF BENEFT236,56130,10010,10010,1000641 - ALAMO AREA OF BENEFIT25,929251,00010,20010,2000642 - SOUTH CO AREA OF BENEFIT192,270280,000200,700200,7000645 - EAST COUNTY AREA OF BENEF334,9341,000,2001,000,4001,000,4000649 - PUBLIC WORKS1,080,5022,568,8481,001,0001,001,0000650 - PUBLIC WORKS35,436,24141,168,60042,888,28743,160,2890651 - PUB WKS-LAND DEVELOPMENT3,248,1593,156,1013,261,1003,261,1000653 - BETHEL ISLAND AREA OF BENEFT13,34110,00010,10010,1000660 - BAILEY RD MNTC SURCHARGE100,1502,662,4162,861,6142,861,6140661 - ROAD CONSTRUCTION1,145,8983,502,0002,527,0002,527,0000662 - ROAD CONSTRUCTION-RD FUND20,187,71318,279,37341,025,25041,025,2500663 - TRANSPRTATN IMPV MEASURE C2,314,0563,701,8653,698,5003,698,5000664 - WALDEN GREEN MAINTENANCE47,928240,128228,994228,994Public Ways & Facilities Flood Control & Soil CnsvTotal Flood Control & Soil Cnsv Public WaysState Controller SchedulesFunction, Activity, and Budget Unit181 of 541 Contra Costa CountySchedule 8County Budget ActDetail of Financing Uses by Function, Activity and Budget UnitJanuary 2010 Edition, revision #1 Governmental FundsFiscal Year 2019-20202017-2018 Actuals 2018-2019 Adjusted 2019-2020 Requested2019-2020 Recommended23450672 - ROAD MAINTENANCE-RD FUND$24,421,058$25,272,000$25,116,327$25,116,3270674 - MISCEL PROPERTY-ROAD FUND5,05117,00015,00015,0000676 - GEN ROAD PLAN/ADM-RD FUND5,713,2187,253,5757,253,0007,253,0000678 - SPRW FUND240,2404,293,6335,354,4985,354,4980680 - RD DVLPMNT DISCOVERY BAY2,876,707701,000200,300200,3000682 - ROAD IMPRVMNT FEE8,187,2383,600,0005,545,0005,545,0000684 - RD DEVLPMNT RICH/EL SOBRT86,88581,00010,10010,1000685 - RD DEVLPMT BAY POINT AREA100,721155,000100,800100,8000687 - RD DEVLPMNT PACHECO AREA28,26110,00010,40010,400$106,383,049$118,826,649$142,692,908$142,964,9100697 - NAVY TRANS MITIGATION$116,217$5,639,419$5,302,260$5,302,2600699 - TOSCO/SOLANO TRANS MTGTN424166,6367,0007,000$116,641$5,806,055$5,309,260$5,309,260$106,499,831$127,036,554$150,565,186$150,837,188Total Public Ways & Facilities1Public Ways & Facilities (continued) Public Ways (continued) Total Public Ways Transportation SystemsTotal Transportation SystemsState Controller SchedulesFunction, Activity, and Budget Unit82 of 541 Contra Costa CountySchedule 8County Budget ActDetail of Financing Uses by Function, Activity and Budget UnitJanuary 2010 Edition, revision #1 Governmental FundsFiscal Year 2019-20202017-2018 Actuals 2018-2019 Adjusted 2019-2020 Requested2019-2020 Recommended23450791 - RETIREMENT UAAL BOND FUND$40,114,901$37,305,314$43,600,399$43,600,3990793 - RET LITGTN STLMNT DBT SVC2,759,9112,759,9112,759,9112,759,9110794 - FAMILY LAW CTR-DEBT SVC02,129,1422,129,1422,129,142$42,874,812$42,194,367$48,489,452$48,489,452$42,874,812$42,194,367$48,489,452$48,489,452$1,927,875,521 $2,246,572,810 $2,277,717,901 $2,274,462,429Total Retirement-Long Term DebtTotal Debt ServiceGrand Total Financing Uses by FunctionState Controller SchedulesFunction, Activity, and Budget Unit1Debt Service Retirement-Long Term Debt83 of 541 Schedule 9County Budget Act Financing Sources and Uses by Budget Unit by ObjectJanuary 2010 Edition, revision #1Group:Function:Budget Unit:Activity:2017-2018 Actuals 2018-2019 Adjusted 2019-2020 Requested2019-2020 Recommended2345Charges For Services$364,635$343,579$348,579$348,579Miscellaneous Revenue2,0003,0002,0002,000$366,635$346,579$350,579$350,579Salaries And Benefits$4,252,674$4,748,546$4,840,235$4,840,235Services And Supplies1,717,4172,435,4122,544,3692,544,369Other Charges291411,817200200Expenditure Transfers741,6181,261,750(34,225)(34,225)$6,712,000$8,857,525$7,350,579$7,350,579$6,345,365$8,510,946$7,000,000$7,000,000100300 - General FundGeneral0001 - DEPARTMENT OF SUPERVISORSLegislative & AdministrativeDetail by Revenue Category and Expenditure ObjectState Controller Schedules Contra Costa CountyGovernmental FundsFiscal Year 2019-20201Total RevenueTotal Expenditures/AppropriationsNet Cost84 of 541 Schedule 9County Budget Act Financing Sources and Uses by Budget Unit by ObjectJanuary 2010 Edition, revision #1Group:Function:Budget Unit:Activity:2017-2018 Actuals 2018-2019 Adjusted 2019-2020 Requested2019-2020 Recommended2345Charges For Services$195,606$150,000$175,000$175,000$195,606$150,000$175,000$175,000Salaries And Benefits$41,975$0$0$0Services And Supplies185,6292,043,423175,000175,000$227,604$2,043,423$175,000$175,000$31,998$1,893,423$0$0Detail by Revenue Category and Expenditure Object1Total RevenueTotal Expenditures/AppropriationsNet CostGovernmental FundsFiscal Year 2019-2020100300 - General Fund General0007 - BOARD MITIGATION PROGRAMS Other GeneralState Controller Schedules Contra Costa County85 of 541 Schedule 9County Budget Act Financing Sources and Uses by Budget Unit by ObjectJanuary 2010 Edition, revision #1Group:Function:Budget Unit:Activity:2017-2018 Actuals 2018-2019 Adjusted 2019-2020 Requested2019-2020 Recommended2345Charges For Services$0$30,959$0$0Miscellaneous Revenue360000$360$30,959$0$0Salaries And Benefits$5,578$44,187$53,554$9,300Services And Supplies57,66947,42170,70070,700Expenditure Transfers(17,385)(650)(20,000)(20,000)$45,862$90,959$104,254$60,000$45,502$60,000$104,254$60,0001Total RevenueState Controller SchedulesContra Costa CountyGovernmental FundsFiscal Year 2019-2020100300 - General Fund GeneralTotal Expenditures/AppropriationsNet Cost0036 - PERSONNEL MERIT BOARDPersonnelDetail by Revenue Category and Expenditure Object86 of 541 Schedule 9County Budget Act Financing Sources and Uses by Budget Unit by ObjectJanuary 2010 Edition, revision #1Group:Function:Budget Unit:Activity:2017-2018 Actuals 2018-2019 Adjusted 2019-2020 Requested2019-2020 Recommended2345Charges For Services$150,000$150,000$322,635$322,635$150,000$150,000$322,635$322,635Services And Supplies$951,347$2,296,050$1,234,635$1,234,635Other Charges0350,00000Fixed Assets0000Expenditure Transfers20,76931,000(300,000)(300,000)$972,116$2,677,050$934,635$934,635$822,116$2,527,050$612,000$612,0001Total RevenueTotal Expenditures/AppropriationsNet Cost100300 - General FundGeneral0025 - MANAGEMENT INFO SYSTEMSFinanceDetail by Revenue Category and Expenditure ObjectState Controller SchedulesContra Costa CountyGovernmental FundsFiscal Year 2019-202087 of 541 Schedule 9County Budget Act Financing Sources and Uses by Budget Unit by ObjectJanuary 2010 Edition, revision #1Group:Function:Budget Unit:Activity:2017-2018 Actuals 2018-2019 Adjusted 2019-2020 Requested2019-2020 Recommended2345Intergovernmental Revenue$43,083$34,192$32,000$32,000Miscellaneous Revenue010,00018,00018,000$43,083$44,192$50,000$50,000Services And Supplies$567,083$69,192$75,000$75,000Other Charges400,000580,000440,000440,000$967,083$649,192$515,000$515,000$924,000$605,000$465,000$465,000Detail by Revenue Category and Expenditure Object1Total RevenueTotal Expenditures/AppropriationsNet CostGovernmental FundsFiscal Year 2019-2020100300 - General Fund General0135 - ECONOMIC PROMOTION PromotionState Controller Schedules Contra Costa County88 of 541 Schedule 9County Budget Act Financing Sources and Uses by Budget Unit by ObjectJanuary 2010 Edition, revision #1Group:Function:Budget Unit:Activity:2017-2018 Actuals 2018-2019 Adjusted 2019-2020 Requested2019-2020 Recommended2345Charges For Services$33,346$0$0$0Miscellaneous Revenue1,620,540000$1,653,886$0$0$0Salaries And Benefits$475,988$962,164$620,874$620,874Services And Supplies4,757,60521,756,7884,929,1264,929,126Expenditure Transfers(59,654)(50,000)(50,000)(50,000)$5,173,939$22,668,952$5,500,000$5,500,000$3,520,053$22,668,952$5,500,000$5,500,000Total Expenditures/AppropriationsNet Cost0145 - EMPLOYEE/RETIREE BENEFITSOther GeneralDetail by Revenue Category and Expenditure Object1Total RevenueState Controller SchedulesContra Costa CountyGovernmental FundsFiscal Year 2019-2020100300 - General Fund General89 of 541 Schedule 9County Budget Act Financing Sources and Uses by Budget Unit by ObjectJanuary 2010 Edition, revision #1Group:Function:Budget Unit:Activity:2017-2018 Actuals 2018-2019 Adjusted 2019-2020 Requested2019-2020 Recommended2345Miscellaneous Revenue$4,682,470$5,946,692$6,295,185$6,295,185$4,682,470$5,946,692$6,295,185$6,295,185Salaries And Benefits$3,608,089$4,643,552$4,972,756$4,972,756Services And Supplies1,050,2111,251,2071,272,3351,272,335Other Charges4,500,0004,503,2304,503,2304,503,230Fixed Assets16,47620,00020,00020,000Expenditure Transfers23,74628,70326,86426,864$9,198,523$10,446,692$10,795,185$10,795,185$4,516,053$4,500,000$4,500,000$4,500,0001Total RevenueTotal Expenditures/AppropriationsNet Cost100300 - General FundGeneral0150 - INSURANCE AND RISK MGMTOther GeneralDetail by Revenue Category and Expenditure ObjectState Controller SchedulesContra Costa CountyGovernmental FundsFiscal Year 2019-202090 of 541 Schedule 9County Budget Act Financing Sources and Uses by Budget Unit by ObjectJanuary 2010 Edition, revision #1Group:Function:Budget Unit:Activity:2017-2018 Actuals 2018-2019 Adjusted 2019-2020 Requested2019-2020 Recommended2345Intergovernmental Revenue$24,282$41,275$41,275$41,275Charges For Services64,06852,30052,30052,300Miscellaneous Revenue12000$88,362$93,575$93,575$93,575Salaries And Benefits$743,274$927,305$933,565$933,565Services And Supplies252,802224,270303,010303,010Other Charges11000Expenditure Transfers(597)000$995,490$1,151,575$1,236,575$1,236,575$907,128$1,058,000$1,143,000$1,143,000Detail by Revenue Category and Expenditure Object1Total RevenueTotal Expenditures/AppropriationsNet CostGovernmental FundsFiscal Year 2019-2020100300 - General Fund General0002 - CLERK OF THE BOARD Legislative & AdministrativeState Controller Schedules Contra Costa County91 of 541 Schedule 9County Budget Act Financing Sources and Uses by Budget Unit by ObjectJanuary 2010 Edition, revision #1Group:Function:Budget Unit:Activity:2017-2018 Actuals 2018-2019 Adjusted 2019-2020 Requested2019-2020 Recommended2345License/Permit/Franchises$974,444$1,045,737$987,514$987,514Intergovernmental Revenue745,176200,000200,000200,000Charges For Services833,7601,090,3131,567,6401,607,640Miscellaneous Revenue6,427,9457,775,5398,301,5658,374,665$8,981,325$10,111,589$11,056,719$11,169,819Salaries And Benefits$5,400,074$6,484,893$6,767,063$6,880,163Services And Supplies9,023,62715,631,96510,484,00810,484,008Other Charges0268,0001,253,3101,253,310Fixed Assets105,77746,00046,00046,000Expenditure Transfers(289,691)2,719(73,662)(73,662)$14,239,787$22,433,577$18,476,719$18,589,819$5,258,462$12,321,988$7,420,000$7,420,000Total Expenditures/AppropriationsNet Cost0003 - COUNTY ADMINISTRATORLegislative & AdministrativeDetail by Revenue Category and Expenditure Object1Total RevenueState Controller SchedulesContra Costa CountyGovernmental FundsFiscal Year 2019-2020100300 - General Fund General92 of 541 Schedule 9County Budget Act Financing Sources and Uses by Budget Unit by ObjectJanuary 2010 Edition, revision #1Group:Function:Budget Unit:Activity:2017-2018 Actuals 2018-2019 Adjusted 2019-2020 Requested2019-2020 Recommended2345Services And Supplies$168,199$576,000$276,000$276,000Other Charges222,961284,000284,000284,000$391,160$860,000$560,000$560,000$391,160$860,000$560,000$560,0001Total Expenditures/AppropriationsNet Cost100300 - General FundGeneral0004 - CROCKETT-RODEO REVENUESOther GeneralDetail by Revenue Category and Expenditure ObjectState Controller SchedulesContra Costa CountyGovernmental FundsFiscal Year 2019-202093 of 541 Schedule 9County Budget Act Financing Sources and Uses by Budget Unit by ObjectJanuary 2010 Edition, revision #1Group:Function:Budget Unit:Activity:2017-2018 Actuals 2018-2019 Adjusted 2019-2020 Requested2019-2020 Recommended2345Taxes Current Property$3,335,461$2,500,000$2,500,000$2,500,000Taxes Other Than Cur Prop(14,598)000Intergovernmental Revenue31,849000Charges For Services(29,133)000$3,323,578$2,500,000$2,500,000$2,500,000Services And Supplies$2,365$0$0$0$2,365$0$0$0($3,321,213)($2,500,000)($2,500,000)($2,500,000)Detail by Revenue Category and Expenditure Object1Total RevenueTotal Expenditures/AppropriationsNet CostFiscal Year 2019-2020100300 - General Fund General0018 - COUNTY-STATE-WCCHCD IGT Other GeneralState Controller Schedules Contra Costa CountyGovernmental Funds94 of 541 Schedule 9County Budget Act Financing Sources and Uses by Budget Unit by ObjectJanuary 2010 Edition, revision #1Group:Function:Budget Unit:Activity:2017-2018 Actuals 2018-2019 Adjusted 2019-2020 Requested2019-2020 Recommended2345Charges For Services$3,351,590$5,014,700$4,189,575$4,189,575$3,351,590$5,014,700$4,189,575$4,189,575Salaries And Benefits$8,366,624$9,921,868$10,616,357$10,616,357Services And Supplies4,704,8746,816,6136,396,1326,396,132Other Charges1,039,8981,323,4141,033,1781,033,178Fixed Assets195,247160,95000Expenditure Transfers(11,038,054)(12,991,145)(13,856,092)(13,856,092)$3,268,590$5,231,700$4,189,575$4,189,575($83,000)$217,000($0)$0Detail by Revenue Category and Expenditure Object1Total RevenueTotal Expenditures/AppropriationsNet CostContra Costa CountyGovernmental FundsFiscal Year 2019-2020100300 - General Fund General0147 - INFORMATION TECHNOLOGY Other GeneralState Controller Schedules95 of 541 Schedule 9County Budget Act Financing Sources and Uses by Budget Unit by ObjectJanuary 2010 Edition, revision #1Group:Function:Budget Unit:Activity:2017-2018 Actuals 2018-2019 Adjusted 2019-2020 Requested2019-2020 Recommended2345Use Of Money & Property$885,484$953,153$978,951$978,951Charges For Services3,311,9933,658,8273,243,2033,243,203$4,197,477$4,611,980$4,222,154$4,222,154Salaries And Benefits$2,515,993$3,198,250$3,238,308$3,238,308Services And Supplies7,385,8027,437,5806,951,9876,951,987Other Charges343,013669,379849,480849,480Fixed Assets251,511000Expenditure Transfers(6,376,391)(6,448,229)(6,722,621)(6,722,621)$4,119,928$4,856,980$4,317,154$4,317,154($77,549)$245,000$95,000$95,000Total Expenditures/AppropriationsNet Cost0060 - TELECOMMUNICATIONSCommunicationsDetail by Revenue Category and Expenditure Object1Total RevenueState Controller SchedulesContra Costa CountyGovernmental FundsFiscal Year 2019-2020100300 - General Fund General96 of 541 Schedule 9County Budget Act Financing Sources and Uses by Budget Unit by ObjectJanuary 2010 Edition, revision #1Group:Function:Budget Unit:Activity:2017-2018 Actuals 2018-2019 Adjusted 2019-2020 Requested2019-2020 Recommended2345Charges For Services$140,324$154,046$163,857$163,857Miscellaneous Revenue0197,44700$140,324$351,493$163,857$163,857Salaries And Benefits$499,433$783,494$819,707$819,707Services And Supplies1,028,40611,420,2261,366,2191,366,219Fixed Assets16,138000Expenditure Transfers(237,858)(43,227)(232,069)(232,069)$1,306,119$12,160,493$1,953,857$1,953,857$1,165,796$11,809,000$1,790,000$1,790,0001Total RevenueTotal Expenditures/AppropriationsNet Cost100300 - General FundPublic Protection0235 - LAW & JUSTICE SYSTEMS DEVJudicialDetail by Revenue Category and Expenditure ObjectState Controller SchedulesContra Costa CountyGovernmental FundsFiscal Year 2019-202097 of 541 Schedule 9County Budget Act Financing Sources and Uses by Budget Unit by ObjectJanuary 2010 Edition, revision #1Group:Function:Budget Unit:Activity:2017-2018 Actuals 2018-2019 Adjusted 2019-2020 Requested2019-2020 Recommended2345Other Charges$251,737$261,000$270,000$270,000$251,737$261,000$270,000$270,000$251,737$261,000$270,000$270,000Detail by Revenue Category and Expenditure Object1Total Expenditures/AppropriationsNet CostGovernmental FundsFiscal Year 2019-2020100300 - General Fund Public Protection0356 - LOCAL AGENCY FORMATION Other ProtectionState Controller Schedules Contra Costa County98 of 541 Schedule 9County Budget Act Financing Sources and Uses by Budget Unit by ObjectJanuary 2010 Edition, revision #1Group:Function:Budget Unit:Activity:2017-2018 Actuals 2018-2019 Adjusted 2019-2020 Requested2019-2020 Recommended2345Fund Balance$0$30,148,442$0$0Taxes Current Property372,265,307379,800,000400,500,000400,500,000Taxes Other Than Cur Prop28,230,55127,480,00026,500,00026,500,000License/Permit/Franchises9,504,9407,500,0008,900,0008,900,000Fines/Forfeits/Penalties20,806,39710,100,00020,200,00020,200,000Use Of Money & Property14,103,1735,560,00020,000,00020,000,000Intergovernmental Revenue9,370,3668,000,0008,150,0008,150,000Charges For Services8,080,5609,032,0008,000,0008,000,000Miscellaneous Revenue4,097,823150,000300,000300,000$466,459,117$477,770,442$492,550,000$492,550,000($466,459,117) ($477,770,442) ($492,550,000) ($492,550,000)Detail by Revenue Category and Expenditure Object1Total RevenueNet CostGovernmental FundsFiscal Year 2019-2020100300 - General Fund General County Revenue0005 - REVENUE - GENERAL COUNTY General County RevenueState Controller Schedules Contra Costa County99 of 541 Schedule 9County Budget Act Financing Sources and Uses by Budget Unit by ObjectJanuary 2010 Edition, revision #1Group:Function:Budget Unit:Activity:2017-2018 Actuals 2018-2019 Adjusted 2019-2020 Requested2019-2020 Recommended2345Charges For Services$1,950,852$1,835,044$1,680,133$1,680,133Miscellaneous Revenue5,195,3697,015,4326,637,9016,637,901$7,146,221$8,850,476$8,318,034$8,318,034Salaries And Benefits$5,696,734$6,846,851$7,047,271$6,737,271Services And Supplies3,907,6676,130,7265,496,4425,437,864Fixed Assets0000Expenditure Transfers(623,082)(657,101)(657,101)(657,101)$8,981,319$12,320,476$11,886,612$11,518,034$1,835,098$3,470,000$3,568,578$3,200,000Detail by Revenue Category and Expenditure Object1Total RevenueTotal Expenditures/AppropriationsNet CostGovernmental FundsFiscal Year 2019-2020100300 - General Fund General0035 - HUMAN RESOURCES PersonnelState Controller Schedules Contra Costa County100 of 541 Schedule 9County Budget Act Financing Sources and Uses by Budget Unit by ObjectJanuary 2010 Edition, revision #1Group:Function:Budget Unit:Activity:2017-2018 Actuals 2018-2019 Adjusted 2019-2020 Requested2019-2020 Recommended2345Charges For Services$26,031$15,170$15,170$15,170$26,031$15,170$15,170$15,170Services And Supplies$0$274,726$46,586$46,586Expenditure Transfers(34,532)(31,416)(31,416)(31,416)($34,532)$243,310$15,170$15,170($60,563)$228,140$0$0Total Expenditures/AppropriationsNet Cost0038 - CHILD CAREPersonnelDetail by Revenue Category and Expenditure Object1Total RevenueState Controller SchedulesContra Costa CountyGovernmental FundsFiscal Year 2019-2020100300 - General Fund General101 of 541 Schedule 9County Budget Act Financing Sources and Uses by Budget Unit by ObjectJanuary 2010 Edition, revision #1Group:Function:Budget Unit:Activity:2017-2018 Actuals 2018-2019 Adjusted 2019-2020 Requested2019-2020 Recommended2345Charges For Services$5,774,250$5,945,033$6,365,294$6,365,294Miscellaneous Revenue228,032200,000200,000200,000$6,002,282$6,145,033$6,565,294$6,565,294Salaries And Benefits$6,821,532$8,425,553$8,398,970$8,107,121Services And Supplies2,097,5332,310,2302,390,9232,390,923Expenditure Transfers(471,785)(432,750)(432,750)(432,750)$8,447,280$10,303,033$10,357,143$10,065,294$2,444,998$4,158,000$3,791,849$3,500,0001Total RevenueTotal Expenditures/AppropriationsNet Cost100300 - General FundGeneral0010 - AUDITOR - CONTROLLERFinanceDetail by Revenue Category and Expenditure ObjectState Controller SchedulesContra Costa CountyGovernmental FundsFiscal Year 2019-2020102 of 541 Schedule 9County Budget Act Financing Sources and Uses by Budget Unit by ObjectJanuary 2010 Edition, revision #1Group:Function:Budget Unit:Activity:2017-2018 Actuals 2018-2019 Adjusted 2019-2020 Requested2019-2020 Recommended2345Miscellaneous Revenue$85,000$0$0$0$85,000$0$0$0Services And Supplies$422,343$2,195,000$1,500,000$1,500,000$422,343$2,195,000$1,500,000$1,500,000$337,343$2,195,000$1,500,000$1,500,000Detail by Revenue Category and Expenditure Object1Total RevenueTotal Expenditures/AppropriationsNet CostGovernmental FundsFiscal Year 2019-2020100300 - General Fund General0080 - MINOR CAP IMPROVEMENTS Property ManagementState Controller Schedules Contra Costa County103 of 541 Schedule 9County Budget Act Financing Sources and Uses by Budget Unit by ObjectJanuary 2010 Edition, revision #1Group:Function:Budget Unit:Activity:2017-2018 Actuals 2018-2019 Adjusted 2019-2020 Requested2019-2020 Recommended2345Charges For Services$0$0$0$0$0$0$0$0Services And Supplies$207,643$0$0$0Fixed Assets12,662,53512,550,00012,550,00012,550,000Expenditure Transfers(2,663,500)(2,550,000)(2,550,000)(2,550,000)$10,206,677$10,000,000$10,000,000$10,000,000$10,206,677$10,000,000$10,000,000$10,000,000Total Expenditures/AppropriationsNet Cost0085 - FACILITY LIFECYCLE IMPROVProperty ManagementDetail by Revenue Category and Expenditure Object1Total RevenueState Controller SchedulesContra Costa CountyGovernmental FundsFiscal Year 2019-2020100300 - General Fund General104 of 541 Schedule 9County Budget Act Financing Sources and Uses by Budget Unit by ObjectJanuary 2010 Edition, revision #1Group:Function:Budget Unit:Activity:2017-2018 Actuals 2018-2019 Adjusted 2019-2020 Requested2019-2020 Recommended2345Miscellaneous Revenue$11,517,930$694,000$0$0$11,517,930$694,000$0$0Services And Supplies$0$0$0$0Fixed Assets21,287,18339,064,0005,000,0005,000,000Expenditure Transfers(2,317)000$21,284,866$39,064,000$5,000,000$5,000,000$9,766,935$38,370,000$5,000,000$5,000,0001Total RevenueTotal Expenditures/AppropriationsNet Cost100300 - General FundGeneral0111 - PLANT ACQUIS-GENERAL FUNDPlant AcquisitionDetail by Revenue Category and Expenditure ObjectState Controller SchedulesContra Costa CountyGovernmental FundsFiscal Year 2019-2020105 of 541 Schedule 9County Budget Act Financing Sources and Uses by Budget Unit by ObjectJanuary 2010 Edition, revision #1Group:Function:Budget Unit:Activity:2017-2018 Actuals 2018-2019 Adjusted 2019-2020 Requested2019-2020 Recommended2345License/Permit/Franchises$117,658$117,215$117,600$117,600Fines/Forfeits/Penalties460,073485,000466,000466,000Charges For Services2,629,8172,447,1002,590,0502,590,050Miscellaneous Revenue52,85859,55054,97554,975$3,260,407$3,108,865$3,228,625$3,228,625Salaries And Benefits$3,591,498$3,958,471$4,032,286$4,032,286Services And Supplies1,748,0991,636,7991,639,3481,639,348Other Charges6,8646,5006,5006,500Fixed Assets104,131000Expenditure Transfers(2,007)2,595491491$5,448,586$5,604,365$5,678,625$5,678,625$2,188,179$2,495,500$2,450,000$2,450,000Detail by Revenue Category and Expenditure Object1Total RevenueTotal Expenditures/AppropriationsNet CostGovernmental FundsFiscal Year 2019-2020100300 - General Fund General0015 - TREASURER-TAX COLLECTOR FinanceState Controller Schedules Contra Costa County106 of 541 Schedule 9County Budget Act Financing Sources and Uses by Budget Unit by ObjectJanuary 2010 Edition, revision #1Group:Function:Budget Unit:Activity:2017-2018 Actuals 2018-2019 Adjusted 2019-2020 Requested2019-2020 Recommended2345Charges For Services$1,096,384$1,133,095$1,133,509$1,133,509Miscellaneous Revenue24,344329,000509,000509,000$1,120,728$1,462,095$1,642,509$1,642,509Salaries And Benefits$13,332,020$15,344,524$16,128,301$15,387,565Services And Supplies2,684,7522,501,3222,739,8322,739,832Other Charges1,7474,9004,9004,900Fixed Assets010,00010,00010,000Expenditure Transfers(318,738)(248,651)(249,788)(249,788)$15,699,781$17,612,095$18,633,245$17,892,509$14,579,053$16,150,000$16,990,736$16,250,000Total Expenditures/AppropriationsNet Cost0016 - ASSESSORFinanceDetail by Revenue Category and Expenditure Object1Total RevenueState Controller SchedulesContra Costa CountyGovernmental FundsFiscal Year 2019-2020100300 - General Fund General107 of 541 Schedule 9County Budget Act Financing Sources and Uses by Budget Unit by ObjectJanuary 2010 Edition, revision #1Group:Function:Budget Unit:Activity:2017-2018 Actuals 2018-2019 Adjusted 2019-2020 Requested2019-2020 Recommended2345Services And Supplies$369,612$0$0$0$369,612$0$0$0$369,612$0$0$01Total Expenditures/AppropriationsNet Cost100300 - General FundGeneral0019 - ASSMT LITIGATION SVCSFinanceDetail by Revenue Category and Expenditure ObjectState Controller SchedulesContra Costa CountyGovernmental FundsFiscal Year 2019-2020108 of 541 Schedule 9County Budget Act Financing Sources and Uses by Budget Unit by ObjectJanuary 2010 Edition, revision #1Group:Function:Budget Unit:Activity:2017-2018 Actuals 2018-2019 Adjusted 2019-2020 Requested2019-2020 Recommended2345Charges For Services$5,259,220$4,720,726$5,377,850$5,377,850Miscellaneous Revenue2,693000$5,261,914$4,720,726$5,377,850$5,377,850Salaries And Benefits$10,115,749$10,991,116$11,445,245$11,445,245Services And Supplies674,5991,344,9731,309,5541,309,554Fixed Assets057,10942,42342,423Expenditure Transfers(4,759,373)(4,672,473)(5,419,372)(5,419,372)$6,030,975$7,720,726$7,377,850$7,377,850$769,061$3,000,000$2,000,000$2,000,000Detail by Revenue Category and Expenditure Object1Total RevenueTotal Expenditures/AppropriationsNet CostFiscal Year 2019-2020100300 - General Fund General0030 - COUNTY COUNSEL CounselState Controller Schedules Contra Costa CountyGovernmental Funds109 of 541 Schedule 9County Budget Act Financing Sources and Uses by Budget Unit by ObjectJanuary 2010 Edition, revision #1Group:Function:Budget Unit:Activity:2017-2018 Actuals 2018-2019 Adjusted 2019-2020 Requested2019-2020 Recommended2345Intergovernmental Revenue$77,375$65,570$65,570$65,570Charges For Services714,671350,000507,816507,816Miscellaneous Revenue1,098,6601,142,7311,222,2951,222,295$1,890,706$1,558,301$1,795,681$1,795,681Salaries And Benefits$17,268,075$18,268,148$20,202,627$20,202,627Services And Supplies10,462,7939,722,83310,031,77610,031,776Other Charges1,7751,8871,8871,887Fixed Assets050,00050,00050,000Expenditure Transfers(2,445,190)(2,442,858)(3,365,609)(3,365,609)$25,287,454$25,600,010$26,920,681$26,920,681$23,396,748$24,041,709$25,125,000$25,125,000Detail by Revenue Category and Expenditure Object1Total RevenueTotal Expenditures/AppropriationsNet CostContra Costa CountyGovernmental FundsFiscal Year 2019-2020100300 - General Fund Public Protection0301 - HLTH SVCS-DETENTION INMATES Detention & CorrectionState Controller Schedules110 of 541 Schedule 9County Budget Act Financing Sources and Uses by Budget Unit by ObjectJanuary 2010 Edition, revision #1Group:Function:Budget Unit:Activity:2017-2018 Actuals 2018-2019 Adjusted 2019-2020 Requested2019-2020 Recommended2345License/Permit/Franchises$47,018$44,746$44,000$44,000Fines/Forfeits/Penalties7,71810,00010,00010,000Intergovernmental Revenue35,766,20445,659,85050,515,30450,515,304Charges For Services4,189,6714,089,0004,132,5004,132,500Miscellaneous Revenue2,316,8481,917,0111,871,1661,871,166$42,327,459$51,720,607$56,572,970$56,572,970Salaries And Benefits$49,929,885$61,319,054$64,489,831$64,489,831Services And Supplies15,462,29013,987,62316,727,03216,727,032Other Charges0000Fixed Assets373,962548,000505,000505,000Expenditure Transfers(3,038,127)(2,953,219)(4,008,893)(4,008,893)Provisions For Contingencies0000$62,728,010$72,901,458$77,712,970$77,712,970$20,400,552$21,180,851$21,140,000$21,140,000Total Expenditures/AppropriationsNet Cost0450 - HEALTH SVCS-PUBLIC HEALTHHealthDetail by Revenue Category and Expenditure Object1Total RevenueState Controller SchedulesContra Costa CountyGovernmental FundsFiscal Year 2019-2020100300 - General Fund Health And Sanitation111 of 541 Schedule 9County Budget Act Financing Sources and Uses by Budget Unit by ObjectJanuary 2010 Edition, revision #1Group:Function:Budget Unit:Activity:2017-2018 Actuals 2018-2019 Adjusted 2019-2020 Requested2019-2020 Recommended2345Intergovernmental Revenue$353,005$749,365$506,710$506,710Charges For Services102,429127,63697,30297,302Miscellaneous Revenue0000$455,435$877,001$604,012$604,012Salaries And Benefits$2,785,721$2,911,832$3,195,534$3,195,534Services And Supplies948,7781,129,9081,035,2591,035,259Expenditure Transfers(191,145)22,99325,21925,219$3,543,354$4,064,733$4,256,012$4,256,012$3,087,919$3,187,732$3,652,000$3,652,0001Total RevenueTotal Expenditures/AppropriationsNet Cost100300 - General FundHealth And Sanitation0451 - CONSERVATOR/GUARDIANSHIPHealthDetail by Revenue Category and Expenditure ObjectState Controller SchedulesContra Costa CountyGovernmental FundsFiscal Year 2019-2020112 of 541 Schedule 9County Budget Act Financing Sources and Uses by Budget Unit by ObjectJanuary 2010 Edition, revision #1Group:Function:Budget Unit:Activity:2017-2018 Actuals 2018-2019 Adjusted 2019-2020 Requested2019-2020 Recommended2345License/Permit/Franchises$131,855$111,000$130,000$130,000Fines/Forfeits/Penalties635,965475,960382,000382,000Intergovernmental Revenue159,976176,885176,500176,500Charges For Services18,336,78320,569,91722,310,77622,310,776Miscellaneous Revenue314,0341,135,000955,000955,000$19,578,612$22,468,762$23,954,276$23,954,276Salaries And Benefits$16,091,417$17,942,853$19,328,764$19,328,764Services And Supplies3,160,0154,646,7053,940,2303,940,230Other Charges5471,5001,5001,500Fixed Assets12,039210,000160,000160,000Expenditure Transfers(9,746)217,791191,782191,782$19,254,271$23,018,849$23,622,276$23,622,276($324,341)$550,087($332,000)($332,000)Detail by Revenue Category and Expenditure Object1Total RevenueTotal Expenditures/AppropriationsNet CostGovernmental FundsFiscal Year 2019-2020100300 - General Fund Health And Sanitation0452 - HEALTH SVCS-ENVIRON HLTH HealthState Controller Schedules Contra Costa County113 of 541 Schedule 9County Budget Act Financing Sources and Uses by Budget Unit by ObjectJanuary 2010 Edition, revision #1Group:Function:Budget Unit:Activity:2017-2018 Actuals 2018-2019 Adjusted 2019-2020 Requested2019-2020 Recommended2345Charges For Services$878,862$293,904$433,665$433,665$878,862$293,904$433,665$433,665Salaries And Benefits$739,341$618,987$664,504$664,504Services And Supplies268,65969,786113,161113,161$1,007,999$688,773$777,665$777,665$129,137$394,869$344,000$344,000Total Expenditures/AppropriationsNet Cost0454 - PUBLIC ADMINISTRATORHealthDetail by Revenue Category and Expenditure Object1Total RevenueState Controller SchedulesContra Costa CountyGovernmental FundsFiscal Year 2019-2020100300 - General Fund Health And Sanitation114 of 541 Schedule 9County Budget Act Financing Sources and Uses by Budget Unit by ObjectJanuary 2010 Edition, revision #1Group:Function:Budget Unit:Activity:2017-2018 Actuals 2018-2019 Adjusted 2019-2020 Requested2019-2020 Recommended2345Intergovernmental Revenue$9,380,170$8,239,064$8,915,850$8,915,850Charges For Services453,953405,600451,450451,450Miscellaneous Revenue16,055000$9,850,178$8,644,664$9,367,300$9,367,300Salaries And Benefits$8,922,928$9,637,467$10,364,524$10,364,524Services And Supplies1,089,6891,444,8531,440,1761,440,176Other Charges0600600600Fixed Assets61,295000$10,073,913$11,082,920$11,805,300$11,805,300$223,734$2,438,256$2,438,000$2,438,0001Total RevenueTotal Expenditures/AppropriationsNet Cost100300 - General FundHealth And Sanitation0460 - HLTH SVC-CALIF CHILD SVCSCalifornia Children SvcsDetail by Revenue Category and Expenditure ObjectState Controller Schedules Contra Costa CountyGovernmental FundsFiscal Year 2019-2020115 of 541 Schedule 9County Budget Act Financing Sources and Uses by Budget Unit by ObjectJanuary 2010 Edition, revision #1Group:Function:Budget Unit:Activity:2017-2018 Actuals 2018-2019 Adjusted 2019-2020 Requested2019-2020 Recommended2345Use Of Money & Property$23,760$10,800$10,800$10,800Intergovernmental Revenue4,197,3375,593,00413,289,19713,289,197Miscellaneous Revenue59,65587,09387,09387,093$4,280,752$5,690,897$13,387,090$13,387,090Salaries And Benefits$1,161,754$1,461,869$1,821,751$1,821,751Services And Supplies13,388,34913,642,37222,390,12122,390,121Fixed Assets064,80064,80064,800Expenditure Transfers(7,068,343)(6,788,585)(8,205,582)(8,205,582)$7,481,760$8,380,456$16,071,090$16,071,090$3,201,008$2,689,559$2,684,000$2,684,000Detail by Revenue Category and Expenditure Object1Total RevenueTotal Expenditures/AppropriationsNet CostGovernmental FundsFiscal Year 2019-2020100300 - General Fund Health And Sanitation0463 - HEALTH, HOUSING & HOMELESS HealthState Controller Schedules Contra Costa County116 of 541 Schedule 9County Budget Act Financing Sources and Uses by Budget Unit by ObjectJanuary 2010 Edition, revision #1Group:Function:Budget Unit:Activity:2017-2018 Actuals 2018-2019 Adjusted 2019-2020 Requested2019-2020 Recommended2345Other Charges$26,074,359$23,656,785$60,345,000$60,345,000$26,074,359$23,656,785$60,345,000$60,345,000$26,074,359$23,656,785$60,345,000$60,345,000Net Cost0465 - HLTH SVS-HOSPITAL SUBSIDYHospital CareDetail by Revenue Category and Expenditure Object1Total Expenditures/AppropriationsState Controller SchedulesContra Costa CountyGovernmental FundsFiscal Year 2019-2020100300 - General Fund Health And Sanitation117 of 541 Schedule 9County Budget Act Financing Sources and Uses by Budget Unit by ObjectJanuary 2010 Edition, revision #1Group:Function:Budget Unit:Activity:2017-2018 Actuals 2018-2019 Adjusted 2019-2020 Requested2019-2020 Recommended2345Fines/Forfeits/Penalties$329,526$267,118$267,118$267,118Use Of Money & Property190,695182,918189,308189,308Intergovernmental Revenue7,009,9829,116,01513,462,33913,462,339Charges For Services4,171,0448,729,1348,841,1988,841,198Miscellaneous Revenue3,714,5904,349,1564,696,8884,696,888$15,415,837$22,644,341$27,456,851$27,456,851Salaries And Benefits$4,304,153$5,947,419$6,404,179$6,404,179Services And Supplies14,384,04820,671,47824,882,96324,882,963Fixed Assets5,90413,50013,50013,500Expenditure Transfers(1,816,066)(2,052,749)(1,908,791)(1,908,791)$16,878,039$24,579,648$29,391,851$29,391,851$1,462,202$1,935,307$1,935,000$1,935,000Total RevenueTotal Expenditures/AppropriationsNet CostHealth And Sanitation0466 - ALCOHOL & OTHER DRUGS SVC Hospital CareDetail by Revenue Category and Expenditure Object1State Controller Schedules Contra Costa CountyGovernmental FundsFiscal Year 2019-2020100300 - General Fund118 of 541 Schedule 9County Budget Act Financing Sources and Uses by Budget Unit by ObjectJanuary 2010 Edition, revision #1Group:Function:Budget Unit:Activity:2017-2018 Actuals 2018-2019 Adjusted 2019-2020 Requested2019-2020 Recommended2345Use Of Money & Property$24,720$15,900$15,900$15,900Intergovernmental Revenue37,549,66836,499,91839,351,29539,351,295Charges For Services68,514,63778,616,23076,945,32676,945,326Miscellaneous Revenue79,616,50093,476,264102,537,528102,537,528$185,705,525$208,608,312$218,850,049$218,850,049Salaries And Benefits$54,357,391$68,366,075$74,453,349$74,453,349Services And Supplies146,896,229154,729,918160,526,730160,526,730Other Charges4,887,6855,571,6455,572,1025,572,102Fixed Assets05,14400Expenditure Transfers(3,900,297)(2,759,613)(4,397,132)(4,397,132)$202,241,008$225,913,169$236,155,049$236,155,049$16,535,482$17,304,857$17,305,000$17,305,000Detail by Revenue Category and Expenditure Object1Total RevenueTotal Expenditures/AppropriationsNet CostFiscal Year 2019-2020100300 - General Fund Health And Sanitation0467 - HLTH SERVICES-MNTL HLTH Hospital CareState Controller Schedules Contra Costa CountyGovernmental Funds119 of 541 Schedule 9County Budget Act Financing Sources and Uses by Budget Unit by ObjectJanuary 2010 Edition, revision #1Group:Function:Budget Unit:Activity:2017-2018 Actuals 2018-2019 Adjusted 2019-2020 Requested2019-2020 Recommended2345Intergovernmental Revenue$959,768$1,150,750$754,000$754,000$959,768$1,150,750$754,000$754,000Services And Supplies$2,371,678$2,634,443$2,160,107$2,160,107Expenditure Transfers256,745359,791272,893272,893$2,628,423$2,994,234$2,433,000$2,433,000$1,668,655$1,843,484$1,679,000$1,679,000Detail by Revenue Category and Expenditure Object1Total RevenueTotal Expenditures/AppropriationsNet CostContra Costa CountyGovernmental FundsFiscal Year 2019-2020100300 - General Fund Public Assistance0581 - ZERO TLRNCE DOM VIOL INIT Other AssistanceState Controller Schedules120 of 541 Schedule 9County Budget Act Financing Sources and Uses by Budget Unit by ObjectJanuary 2010 Edition, revision #1Group:Function:Budget Unit:Activity:2017-2018 Actuals 2018-2019 Adjusted 2019-2020 Requested2019-2020 Recommended2345Intergovernmental Revenue$5,288,481$6,049,215$5,499,000$5,499,000Charges For Services186,409000Miscellaneous Revenue1,904000$5,476,794$6,049,215$5,499,000$5,499,000Salaries And Benefits$32,761,066$34,116,976$35,262,992$35,262,992Services And Supplies18,107,68420,343,30620,624,83120,624,831Other Charges309,573483,355940,697940,697Fixed Assets86,88155,01900Expenditure Transfers(45,653,754)(48,467,451)(51,115,520)(51,115,520)$5,611,451$6,531,205$5,713,000$5,713,000$134,657$481,990$214,000$214,000Total Expenditures/AppropriationsNet Cost0501 - EHSD ADMINISTRATIVE SVCSAssistance AdministrationDetail by Revenue Category and Expenditure Object1Total RevenueState Controller SchedulesContra Costa CountyGovernmental FundsFiscal Year 2019-2020100300 - General Fund Public Assistance121 of 541 Schedule 9County Budget Act Financing Sources and Uses by Budget Unit by ObjectJanuary 2010 Edition, revision #1Group:Function:Budget Unit:Activity:2017-2018 Actuals 2018-2019 Adjusted 2019-2020 Requested2019-2020 Recommended2345Use Of Money & Property$28,800$22,817$0$0Intergovernmental Revenue67,319,73467,773,65064,962,06464,962,064Miscellaneous Revenue45,550,05163,229,87170,907,93670,907,936$112,898,585$131,026,338$135,870,000$135,870,000Salaries And Benefits$39,974,343$49,715,855$51,089,622$51,089,622Services And Supplies21,001,75326,881,74225,116,17025,116,170Other Charges51,071,21452,115,64455,377,56755,377,567Expenditure Transfers1,352,1266,210,14610,710,64110,710,641$113,399,436$134,923,387$142,294,000$142,294,000$500,851$3,897,049$6,424,000$6,424,0001Total RevenueTotal Expenditures/AppropriationsNet Cost100300 - General FundPublic Assistance0502 - EHSD CHILDREN & FAMILY SVCSAid ProgramsDetail by Revenue Category and Expenditure ObjectState Controller SchedulesContra Costa CountyGovernmental FundsFiscal Year 2019-2020122 of 541 Schedule 9County Budget Act Financing Sources and Uses by Budget Unit by ObjectJanuary 2010 Edition, revision #1Group:Function:Budget Unit:Activity:2017-2018 Actuals 2018-2019 Adjusted 2019-2020 Requested2019-2020 Recommended2345Intergovernmental Revenue$42,792,567$51,525,627$55,433,619$55,433,619Charges For Services325,178404,932461,271461,271Miscellaneous Revenue3,780,1005,367,6235,101,1105,101,110$46,897,845$57,298,182$60,996,000$60,996,000Salaries And Benefits$16,165,428$21,975,751$22,351,048$22,351,048Services And Supplies19,645,08322,981,34626,003,62026,003,620Other Charges25,007,95431,987,45028,557,43628,557,436Expenditure Transfers2,152,482(3,236,196)(3,400,104)(3,400,104)$62,970,946$73,708,351$73,512,000$73,512,000$16,073,101$16,410,169$12,516,000$12,516,000Detail by Revenue Category and Expenditure Object1Total RevenueTotal Expenditures/AppropriationsNet CostGovernmental FundsFiscal Year 2019-2020100300 - General Fund Public Assistance0503 - EHSD AGING & ADULT SVCS Aid ProgramsState Controller Schedules Contra Costa County123 of 541 Schedule 9County Budget Act Financing Sources and Uses by Budget Unit by ObjectJanuary 2010 Edition, revision #1Group:Function:Budget Unit:Activity:2017-2018 Actuals 2018-2019 Adjusted 2019-2020 Requested2019-2020 Recommended2345Use Of Money & Property$157,320$0$0$0Intergovernmental Revenue178,551,191175,433,679179,404,609179,404,609Miscellaneous Revenue18,832,10621,080,30518,973,98719,118,391$197,540,617$196,513,984$198,378,596$198,523,000Salaries And Benefits$84,066,755$79,457,934$83,342,441$83,449,407Services And Supplies23,209,58025,086,97726,808,86326,846,301Other Charges53,189,14856,535,92453,964,57653,964,576Expenditure Transfers39,307,36839,766,66840,183,71640,183,716$199,772,851$200,847,503$204,299,596$204,444,000$2,232,234$4,333,519$5,921,000$5,921,000Total Expenditures/AppropriationsNet Cost0504 - EHSD WORKFORCE SVCSAid ProgramsDetail by Revenue Category and Expenditure Object1Total RevenueState Controller SchedulesContra Costa CountyGovernmental FundsFiscal Year 2019-2020100300 - General Fund Public Assistance124 of 541 Schedule 9County Budget Act Financing Sources and Uses by Budget Unit by ObjectJanuary 2010 Edition, revision #1Group:Function:Budget Unit:Activity:2017-2018 Actuals 2018-2019 Adjusted 2019-2020 Requested2019-2020 Recommended2345Intergovernmental Revenue$368,703$0$0$0$368,703$0$0$0Salaries And Benefits$0$0$0$0Services And Supplies0000Other Charges0000$0$0$0$0($368,703)$0$0$01Total RevenueTotal Expenditures/AppropriationsNet Cost100300 - General FundPublic Assistance0506 - CAL HLTH BNFT MARKETPLACEOther AssistanceDetail by Revenue Category and Expenditure ObjectState Controller SchedulesContra Costa CountyGovernmental FundsFiscal Year 2019-2020125 of 541 Schedule 9County Budget Act Financing Sources and Uses by Budget Unit by ObjectJanuary 2010 Edition, revision #1Group:Function:Budget Unit:Activity:2017-2018 Actuals 2018-2019 Adjusted 2019-2020 Requested2019-2020 Recommended2345Charges For Services$0$5,000$5,000$5,000Miscellaneous Revenue83,40375,00075,00075,000$83,403$80,000$80,000$80,000Services And Supplies$83,403$80,000$80,000$80,000$83,403$80,000$80,000$80,000$0$0$0$0Detail by Revenue Category and Expenditure Object1Total RevenueTotal Expenditures/AppropriationsNet CostGovernmental FundsFiscal Year 2019-2020100300 - General Fund Public Assistance0507 - EHS - ANN ADLER CHILD & FMLY Aid ProgramsState Controller Schedules Contra Costa County126 of 541 Schedule 9County Budget Act Financing Sources and Uses by Budget Unit by ObjectJanuary 2010 Edition, revision #1Group:Function:Budget Unit:Activity:2017-2018 Actuals 2018-2019 Adjusted 2019-2020 Requested2019-2020 Recommended2345Services And Supplies$0$0$0$0Expenditure Transfers0000$0 $0 $0 $0$0 $0 $0 $0Net Cost0535 - EHS SERVICE INTEGRATIONOther AssistanceDetail by Revenue Category and Expenditure Object1Total Expenditures/AppropriationsState Controller SchedulesContra Costa CountyGovernmental FundsFiscal Year 2019-2020100300 - General Fund Public Assistance127 of 541 Schedule 9County Budget Act Financing Sources and Uses by Budget Unit by ObjectJanuary 2010 Edition, revision #1Group:Function:Budget Unit:Activity:2017-2018 Actuals 2018-2019 Adjusted 2019-2020 Requested2019-2020 Recommended2345Use Of Money & Property$0$157,320$157,320$157,320Intergovernmental Revenue4,153,9385,697,3266,194,5376,194,537Miscellaneous Revenue399,726416,320333,143333,143$4,553,664$6,270,966$6,685,000$6,685,000Salaries And Benefits$1,142,246$1,592,884$1,695,756$1,695,756Services And Supplies3,009,7244,025,9214,342,1934,342,193Other Charges528,738657,697648,516648,516Expenditure Transfers2,143,295(5,536)(1,465)(1,465)$6,824,003$6,270,966$6,685,000$6,685,000$2,270,339$0$0$0Total RevenueTotal Expenditures/AppropriationsNet CostPublic Assistance0583 - EHSD WFRC INVESTMENT BRD Other AssistanceDetail by Revenue Category and Expenditure Object1State Controller Schedules Contra Costa CountyGovernmental FundsFiscal Year 2019-2020100300 - General Fund128 of 541 Schedule 9County Budget Act Financing Sources and Uses by Budget Unit by ObjectJanuary 2010 Edition, revision #1Group:Function:Budget Unit:Activity:2017-2018 Actuals 2018-2019 Adjusted 2019-2020 Requested2019-2020 Recommended2345Services And Supplies$0$0$0$0$0 $0 $0 $0$0 $0 $0 $0Detail by Revenue Category and Expenditure Object1Total Expenditures/AppropriationsNet CostFiscal Year 2019-2020100300 - General Fund Public Assistance0587 - COMMUNITY SERVICES Other AssistanceState Controller Schedules Contra Costa CountyGovernmental Funds129 of 541 Schedule 9County Budget Act Financing Sources and Uses by Budget Unit by ObjectJanuary 2010 Edition, revision #1Group:Function:Budget Unit:Activity:2017-2018 Actuals 2018-2019 Adjusted 2019-2020 Requested2019-2020 Recommended2345Use Of Money & Property$60,996$60,996$60,996$60,996Intergovernmental Revenue25,958,47731,535,13633,228,93133,228,931Miscellaneous Revenue11,328,49011,283,20312,779,07312,779,073$37,347,963$42,879,335$46,069,000$46,069,000Salaries And Benefits$15,515,876$19,578,330$19,901,671$19,901,671Services And Supplies12,801,55714,217,44315,016,61615,016,616Other Charges36,63838,49968,97168,971Fixed Assets155,321133,633500,000500,000Expenditure Transfers7,251,6029,145,21810,740,74210,740,742Provisions For Contingencies0000$35,760,994$43,113,123$46,228,000$46,228,000($1,586,969)$233,788$159,000$159,000Detail by Revenue Category and Expenditure Object1Total RevenueTotal Expenditures/AppropriationsNet CostGovernmental FundsFiscal Year 2019-2020100300 - General Fund Public Assistance0588 - COMMUNITY SERVICES Other AssistanceState Controller Schedules Contra Costa County130 of 541 Schedule 9County Budget Act Financing Sources and Uses by Budget Unit by ObjectJanuary 2010 Edition, revision #1Group:Function:Budget Unit:Activity:2017-2018 Actuals 2018-2019 Adjusted 2019-2020 Requested2019-2020 Recommended2345License/Permit/Franchises$24,740$25,390$24,250$24,250Fines/Forfeits/Penalties2,337,2012,294,4322,345,6922,345,692Intergovernmental Revenue145,255177,00082,00082,000Charges For Services3,833,9793,623,2443,745,4443,745,444$6,341,175$6,120,066$6,197,386$6,197,386Salaries And Benefits$935,402$878,928$926,537$926,537Services And Supplies1,434,0021,674,696933,849933,849Other Charges15,450,30615,545,94215,451,00015,451,000Expenditure Transfers020,00000$17,819,710$18,119,566$17,311,386$17,311,386$11,478,535$11,999,500$11,114,000$11,114,000Total Expenditures/AppropriationsNet Cost0202 - TRIAL COURT PROGRAMSJudicialDetail by Revenue Category and Expenditure Object1Total RevenueState Controller SchedulesContra Costa CountyGovernmental FundsFiscal Year 2019-2020100300 - General Fund Public Protection131 of 541 Schedule 9County Budget Act Financing Sources and Uses by Budget Unit by ObjectJanuary 2010 Edition, revision #1Group:Function:Budget Unit:Activity:2017-2018 Actuals 2018-2019 Adjusted 2019-2020 Requested2019-2020 Recommended2345Services And Supplies$139,869$155,500$156,000$156,000$139,869$155,500$156,000$156,000$139,869$155,500$156,000$156,0001Total Expenditures/AppropriationsNet Cost100300 - General FundPublic Protection0238 - CIVIL GRAND JURYJudicialDetail by Revenue Category and Expenditure ObjectState Controller SchedulesContra Costa CountyGovernmental FundsFiscal Year 2019-2020132 of 541 Schedule 9County Budget Act Financing Sources and Uses by Budget Unit by ObjectJanuary 2010 Edition, revision #1Group:Function:Budget Unit:Activity:2017-2018 Actuals 2018-2019 Adjusted 2019-2020 Requested2019-2020 Recommended2345Services And Supplies$43,532$70,000$50,000$50,000$43,532$70,000$50,000$50,000$43,532$70,000$50,000$50,000Detail by Revenue Category and Expenditure Object1Total Expenditures/AppropriationsNet CostFiscal Year 2019-2020100300 - General Fund Public Protection0239 - CRIMINAL GRAND JURY JudicialState Controller Schedules Contra Costa CountyGovernmental Funds133 of 541 Schedule 9County Budget Act Financing Sources and Uses by Budget Unit by ObjectJanuary 2010 Edition, revision #1Group:Function:Budget Unit:Activity:2017-2018 Actuals 2018-2019 Adjusted 2019-2020 Requested2019-2020 Recommended2345Salaries And Benefits$0$1,271$0$0Services And Supplies4,756,2915,005,7296,000,0006,000,000$4,756,291$5,007,000$6,000,000$6,000,000$4,756,291$5,007,000$6,000,000$6,000,000Detail by Revenue Category and Expenditure Object1Total Expenditures/AppropriationsNet CostGovernmental FundsFiscal Year 2019-2020100300 - General Fund Public Protection0248 - CONFLICT DEFENSE SERVICES JudicialState Controller Schedules Contra Costa County134 of 541 Schedule 9County Budget Act Financing Sources and Uses by Budget Unit by ObjectJanuary 2010 Edition, revision #1Group:Function:Budget Unit:Activity:2017-2018 Actuals 2018-2019 Adjusted 2019-2020 Requested2019-2020 Recommended2345Intergovernmental Revenue$1,065,735$1,000,000$1,000,000$1,000,000$1,065,735$1,000,000$1,000,000$1,000,000Services And Supplies$898,741$2,299,108$1,000,000$1,000,000$898,741$2,299,108$1,000,000$1,000,000($166,995)$1,299,108$0$0Detail by Revenue Category and Expenditure Object1Total RevenueTotal Expenditures/AppropriationsNet CostGovernmental FundsFiscal Year 2019-2020100300 - General Fund Public Protection0265 - VEHICLE THEFT PROGRAM Police ProtectionState Controller Schedules Contra Costa County135 of 541 Schedule 9County Budget Act Financing Sources and Uses by Budget Unit by ObjectJanuary 2010 Edition, revision #1Group:Function:Budget Unit:Activity:2017-2018 Actuals 2018-2019 Adjusted 2019-2020 Requested2019-2020 Recommended2345Charges For Services$2,238,020$4,393,961$3,463,268$3,463,268Miscellaneous Revenue11,06320,00020,00020,000$2,249,082$4,413,961$3,483,268$3,483,268Salaries And Benefits$3,932,218$4,284,875$4,485,476$4,485,476Services And Supplies5,508,4146,227,3436,718,9006,718,900Fixed Assets3,006,008675,000625,000625,000Expenditure Transfers10,09510,59610,89210,892$12,456,735$11,197,814$11,840,268$11,840,268$10,207,653$6,783,853$8,357,000$8,357,000Total Expenditures/AppropriationsNet Cost0043 - ELECTIONSElectionsDetail by Revenue Category and Expenditure Object1Total RevenueState Controller SchedulesContra Costa CountyGovernmental FundsFiscal Year 2019-2020100300 - General Fund General136 of 541 Schedule 9County Budget Act Financing Sources and Uses by Budget Unit by ObjectJanuary 2010 Edition, revision #1Group:Function:Budget Unit:Activity:2017-2018 Actuals 2018-2019 Adjusted 2019-2020 Requested2019-2020 Recommended2345Charges For Services$5,122,313$6,067,201$6,000,000$6,000,000Miscellaneous Revenue351000$5,122,664$6,067,201$6,000,000$6,000,000Salaries And Benefits$2,973,252$4,020,240$3,879,704$3,879,704Services And Supplies433,308981,360638,593638,593Other Charges01,2001,2001,200Fixed Assets0000Expenditure Transfers(669)(8,497)(8,497)(8,497)$3,405,891$4,994,303$4,511,000$4,511,000($1,716,773)($1,072,898)($1,489,000)($1,489,000)1Total RevenueTotal Expenditures/AppropriationsNet Cost100300 - General FundPublic Protection0355 - RECORDEROther ProtectionDetail by Revenue Category and Expenditure ObjectState Controller SchedulesContra Costa CountyGovernmental FundsFiscal Year 2019-2020137 of 541 Schedule 9County Budget Act Financing Sources and Uses by Budget Unit by ObjectJanuary 2010 Edition, revision #1Group:Function:Budget Unit:Activity:2017-2018 Actuals 2018-2019 Adjusted 2019-2020 Requested2019-2020 Recommended2345License/Permit/Franchises$48,725$31,500$31,500$31,500Fines/Forfeits/Penalties234,721150,000150,000150,000Intergovernmental Revenue40,828,31542,047,56742,713,90842,713,908Charges For Services24,292,97526,954,86627,432,98527,432,985Miscellaneous Revenue12,649,49612,015,63612,532,53412,532,534$78,054,232$81,199,569$82,860,927$82,860,927Salaries And Benefits$107,210,443$108,855,055$112,560,454$112,560,454Services And Supplies11,691,75511,235,87810,939,20910,939,209Other Charges408,472955,017952,607952,607Fixed Assets1,222,5731,969,8521,924,6021,924,602Expenditure Transfers3,619,4003,251,5833,411,0553,411,055$124,152,643$126,267,385$129,787,927$129,787,927$46,098,410$45,067,817$46,927,000$46,927,000Detail by Revenue Category and Expenditure Object1Total RevenueTotal Expenditures/AppropriationsNet CostGovernmental FundsFiscal Year 2019-2020100300 - General Fund Public Protection0255 - SHERIFFPolice ProtectionState Controller Schedules Contra Costa County138 of 541 Schedule 9County Budget Act Financing Sources and Uses by Budget Unit by ObjectJanuary 2010 Edition, revision #1Group:Function:Budget Unit:Activity:2017-2018 Actuals 2018-2019 Adjusted 2019-2020 Requested2019-2020 Recommended2345Fines/Forfeits/Penalties$2,305$0$0$0Intergovernmental Revenue0000Charges For Services4,239,7164,834,1964,721,0124,721,012Miscellaneous Revenue15,067,35515,496,77316,716,35916,716,359$19,309,376$20,330,969$21,437,371$21,437,371Salaries And Benefits$18,875,883$20,653,914$21,852,226$21,852,226Services And Supplies161,107189,845189,812189,812Other Charges829000Fixed Assets09,1629,1629,162Expenditure Transfers(795,196)(521,952)(613,829)(613,829)$18,242,624$20,330,969$21,437,371$21,437,371($1,066,752)$0$0$0Total Expenditures/AppropriationsNet Cost0277 - SHERIFF CONTRACT SVCSPolice ProtectionDetail by Revenue Category and Expenditure Object1Total RevenueState Controller SchedulesContra Costa CountyGovernmental FundsFiscal Year 2019-2020100300 - General Fund Public Protection139 of 541 Schedule 9County Budget Act Financing Sources and Uses by Budget Unit by ObjectJanuary 2010 Edition, revision #1Group:Function:Budget Unit:Activity:2017-2018 Actuals 2018-2019 Adjusted 2019-2020 Requested2019-2020 Recommended2345License/Permit/Franchises$6,371$0$0$0Intergovernmental Revenue36,143,19734,486,87031,421,59031,421,590Charges For Services1,142,2111,657,000807,000807,000Miscellaneous Revenue7,590,51910,632,9829,454,4749,454,474$44,882,298$46,776,852$41,683,064$41,683,064Salaries And Benefits$71,241,797$75,995,848$77,089,955$77,089,955Services And Supplies8,714,4967,669,2406,797,7966,797,796Other Charges19,704166,415166,415166,415Fixed Assets52,494517,047411,047411,047Expenditure Transfers469,826625,712654,851654,851$80,498,318$84,974,262$85,120,064$85,120,064$35,616,020$38,197,410$43,437,000$43,437,0001Total RevenueTotal Expenditures/AppropriationsNet Cost100300 - General FundPublic Protection0300 - CUSTODY SERVICES BUREAUDetention & CorrectionDetail by Revenue Category and Expenditure ObjectState Controller SchedulesContra Costa CountyGovernmental FundsFiscal Year 2019-2020140 of 541 Schedule 9County Budget Act Financing Sources and Uses by Budget Unit by ObjectJanuary 2010 Edition, revision #1Group:Function:Budget Unit:Activity:2017-2018 Actuals 2018-2019 Adjusted 2019-2020 Requested2019-2020 Recommended2345Charges For Services$170,581$155,000$155,000$155,000Miscellaneous Revenue29,76330,00030,00030,000$200,344$185,000$185,000$185,000Salaries And Benefits$2,329,189$2,250,189$2,340,613$2,340,613Services And Supplies1,050,435995,476992,527992,527Other Charges183000Expenditure Transfers49,60952,83252,86052,860$3,429,417$3,298,496$3,386,000$3,386,000$3,229,073$3,113,496$3,201,000$3,201,000Detail by Revenue Category and Expenditure Object1Total RevenueTotal Expenditures/AppropriationsNet CostGovernmental FundsFiscal Year 2019-2020100300 - General Fund Public Protection0359 - CORONEROther ProtectionState Controller Schedules Contra Costa County141 of 541 Schedule 9County Budget Act Financing Sources and Uses by Budget Unit by ObjectJanuary 2010 Edition, revision #1Group:Function:Budget Unit:Activity:2017-2018 Actuals 2018-2019 Adjusted 2019-2020 Requested2019-2020 Recommended2345Intergovernmental Revenue$1,870,921$1,565,505$1,565,505$1,565,505Charges For Services1,276,7321,408,7651,358,8431,358,843Miscellaneous Revenue30,39131,50031,50031,500$3,178,044$3,005,770$2,955,848$2,955,848Salaries And Benefits$3,992,476$3,850,278$3,846,000$3,846,000Services And Supplies1,884,6412,100,6482,037,4492,037,449Other Charges1,88699,03799,03799,037Fixed Assets405,413840,165840,165840,165Expenditure Transfers313,270341,360293,197293,197$6,597,686$7,231,489$7,115,848$7,115,848$3,419,642$4,225,719$4,160,000$4,160,000Total Expenditures/AppropriationsNet Cost0362 - EMERGENCY SERVICESOther ProtectionDetail by Revenue Category and Expenditure Object1Total RevenueState Controller SchedulesContra Costa CountyGovernmental FundsFiscal Year 2019-2020100300 - General Fund Public Protection142 of 541 Schedule 9County Budget Act Financing Sources and Uses by Budget Unit by ObjectJanuary 2010 Edition, revision #1Group:Function:Budget Unit:Activity:2017-2018 Actuals 2018-2019 Adjusted 2019-2020 Requested2019-2020 Recommended2345Intergovernmental Revenue$1,955,495$1,685,160$1,965,397$1,965,397Charges For Services680,571291,0552,5002,500Miscellaneous Revenue8,684,92611,050,1739,874,5399,874,539$11,320,992$13,026,388$11,842,436$11,842,436Salaries And Benefits$27,771,163$32,506,992$33,243,690$32,000,709Services And Supplies2,836,6413,985,0663,222,0143,222,014Other Charges18,851(40,195)(40,195)(40,195)Fixed Assets0000Expenditure Transfers(540,583)(365,125)(225,092)(225,092)$30,086,072$36,086,737$36,200,417$34,957,436$18,765,080$23,060,349$24,357,981$23,115,0001Total RevenueTotal Expenditures/AppropriationsNet Cost100300 - General FundPublic Protection0308 - PROBATION PROGRAMSDetention & CorrectionDetail by Revenue Category and Expenditure ObjectState Controller SchedulesContra Costa CountyGovernmental FundsFiscal Year 2019-2020143 of 541 Schedule 9County Budget Act Financing Sources and Uses by Budget Unit by ObjectJanuary 2010 Edition, revision #1Group:Function:Budget Unit:Activity:2017-2018 Actuals 2018-2019 Adjusted 2019-2020 Requested2019-2020 Recommended2345Intergovernmental Revenue$9,939,825$11,542,818$11,767,627$11,767,627Charges For Services1,6732,0001,5001,500Miscellaneous Revenue4,914,8575,021,2094,121,1304,121,130$14,856,356$16,566,027$15,890,257$15,890,257Salaries And Benefits$27,801,466$29,547,625$30,470,330$28,692,515Services And Supplies3,632,0572,740,3702,465,6332,450,415Other Charges10,200000Expenditure Transfers248,310147,002132,327132,327$31,692,032$32,434,997$33,068,290$31,275,257$16,835,676$15,868,970$17,178,033$15,385,000Detail by Revenue Category and Expenditure Object1Total RevenueTotal Expenditures/AppropriationsNet CostGovernmental FundsFiscal Year 2019-2020100300 - General Fund Public Protection0309 - PROBATION FACILITIES Detention & CorrectionState Controller Schedules Contra Costa County144 of 541 Schedule 9County Budget Act Financing Sources and Uses by Budget Unit by ObjectJanuary 2010 Edition, revision #1Group:Function:Budget Unit:Activity:2017-2018 Actuals 2018-2019 Adjusted 2019-2020 Requested2019-2020 Recommended2345Intergovernmental Revenue$956,329$1,405,000$1,106,000$1,106,000Miscellaneous Revenue1,489,4392,300,0001,600,0001,600,000$2,445,768$3,705,000$2,706,000$2,706,000Services And Supplies$2,453,877$2,891,692$3,181,000$3,181,000Other Charges4,797,2578,575,0005,025,0005,025,000$7,251,134$11,466,692$8,206,000$8,206,000$4,805,366$7,761,692$5,500,000$5,500,000Total Expenditures/AppropriationsNet Cost0310 - PROB CARE OF COURT WARDSDetention & CorrectionDetail by Revenue Category and Expenditure Object1Total RevenueState Controller SchedulesContra Costa CountyGovernmental FundsFiscal Year 2019-2020100300 - General Fund Public Protection145 of 541 Schedule 9County Budget Act Financing Sources and Uses by Budget Unit by ObjectJanuary 2010 Edition, revision #1Group:Function:Budget Unit:Activity:2017-2018 Actuals 2018-2019 Adjusted 2019-2020 Requested2019-2020 Recommended2345Fines/Forfeits/Penalties$48,371$34,000$38,999$38,999Intergovernmental Revenue2,469,2022,624,4293,447,5893,274,172Charges For Services945,7471,025,6371,118,7291,118,829Miscellaneous Revenue26,84024,82225,00025,000$3,490,161$3,708,887$4,630,317$4,457,000Salaries And Benefits$4,243,623$4,350,051$5,198,702$5,097,973Services And Supplies1,202,5651,314,6101,381,5981,381,598Other Charges0000Fixed Assets100,346000Expenditure Transfers451,255575,227477,429477,429$5,997,790$6,239,887$7,057,729$6,957,000$2,507,629$2,531,000$2,427,412$2,500,0001Total RevenueTotal Expenditures/AppropriationsNet Cost100300 - General FundPublic Protection0335 - AGRICULTURE-WEIGHTS/MEASProtective InspectionDetail by Revenue Category and Expenditure ObjectState Controller Schedules Contra Costa CountyGovernmental FundsFiscal Year 2019-2020146 of 541 Schedule 9County Budget Act Financing Sources and Uses by Budget Unit by ObjectJanuary 2010 Edition, revision #1Group:Function:Budget Unit:Activity:2017-2018 Actuals 2018-2019 Adjusted 2019-2020 Requested2019-2020 Recommended2345License/Permit/Franchises$1,610,809$1,600,000$1,600,000$1,600,000Charges For Services5,679,6526,095,6076,215,0006,215,000Miscellaneous Revenue54,32525,00025,00025,000$7,344,785$7,720,607$7,840,000$7,840,000Salaries And Benefits$7,856,106$9,069,843$8,872,479$8,872,479Services And Supplies3,800,7163,272,7182,973,7602,973,760Other Charges9,62612,00057,97957,979Fixed Assets0000Expenditure Transfers469,494574,046435,782435,782$12,135,942$12,928,607$12,340,000$12,340,000$4,791,157$5,208,000$4,500,000$4,500,000Detail by Revenue Category and Expenditure Object1Total RevenueTotal Expenditures/AppropriationsNet CostGovernmental FundsFiscal Year 2019-2020100300 - General Fund Public Protection0366 - ANIMAL SERVICES Other ProtectionState Controller Schedules Contra Costa County147 of 541 Schedule 9County Budget Act Financing Sources and Uses by Budget Unit by ObjectJanuary 2010 Edition, revision #1Group:Function:Budget Unit:Activity:2017-2018 Actuals 2018-2019 Adjusted 2019-2020 Requested2019-2020 Recommended2345Charges For Services$1,424,676$1,439,000$1,848,000$1,848,000$1,424,676$1,439,000$1,848,000$1,848,000Services And Supplies$1,004,750$1,873,166$1,368,000$1,368,000Other Charges177,075175,100300,000300,000Expenditure Transfers60,81572,100180,000180,000$1,242,640$2,120,366$1,848,000$1,848,000($182,036)$681,366$0$0Total Expenditures/AppropriationsNet Cost0580 - KELLER CNYN MTIGATN FUNDOther GeneralDetail by Revenue Category and Expenditure Object1Total RevenueState Controller SchedulesContra Costa CountyGovernmental FundsFiscal Year 2019-2020100300 - General Fund General148 of 541 Schedule 9County Budget Act Financing Sources and Uses by Budget Unit by ObjectJanuary 2010 Edition, revision #1Group:Function:Budget Unit:Activity:2017-2018 Actuals 2018-2019 Adjusted 2019-2020 Requested2019-2020 Recommended2345License/Permit/Franchises$956$0$0$0Charges For Services0247,175599,186599,186Miscellaneous Revenue369,457000$370,414$247,175$599,186$599,186Salaries And Benefits$319,628$306,433$535,443$535,443Services And Supplies195,2531,440,313598,743598,743Expenditure Transfers(273,404)200,000250,000250,000$241,477$1,946,746$1,384,186$1,384,186($128,937)$1,699,571$785,000$785,0001Total RevenueTotal Expenditures/AppropriationsNet Cost100300 - General FundPublic Assistance0591 - NPPOther AssistanceDetail by Revenue Category and Expenditure ObjectState Controller SchedulesContra Costa CountyGovernmental FundsFiscal Year 2019-2020149 of 541 Schedule 9County Budget Act Financing Sources and Uses by Budget Unit by ObjectJanuary 2010 Edition, revision #1Group:Function:Budget Unit:Activity:2017-2018 Actuals 2018-2019 Adjusted 2019-2020 Requested2019-2020 Recommended2345Intergovernmental Revenue$192,324$1,137,410$862,410$862,410$192,324$1,137,410$862,410$862,410Services And Supplies$193,993$1,341,218$807,410$807,410Expenditure Transfers42,88350,00055,00055,000$236,875$1,391,218$862,410$862,410$44,552$253,808$0$0Detail by Revenue Category and Expenditure Object1Total RevenueTotal Expenditures/AppropriationsNet CostGovernmental FundsFiscal Year 2019-2020100300 - General Fund Public Assistance0590 - HOPWA GRANT Other AssistanceState Controller Schedules Contra Costa County150 of 541 Schedule 9County Budget Act Financing Sources and Uses by Budget Unit by ObjectJanuary 2010 Edition, revision #1Group:Function:Budget Unit:Activity:2017-2018 Actuals 2018-2019 Adjusted 2019-2020 Requested2019-2020 Recommended2345Intergovernmental Revenue$5,957,869$6,122,051$6,694,413$6,694,413$5,957,869$6,122,051$6,694,413$6,694,413Services And Supplies$4,960,558$5,209,051$5,680,413$5,680,413Other Charges25,81010,00010,00010,000Expenditure Transfers971,501903,0001,004,0001,004,000$5,957,869$6,122,051$6,694,413$6,694,413$0$0$0$0Total Expenditures/AppropriationsNet Cost0592 - HUD BLOCK GRANTOther AssistanceDetail by Revenue Category and Expenditure Object1Total RevenueState Controller SchedulesContra Costa CountyGovernmental FundsFiscal Year 2019-2020100300 - General Fund Public Assistance151 of 541 Schedule 9County Budget Act Financing Sources and Uses by Budget Unit by ObjectJanuary 2010 Edition, revision #1Group:Function:Budget Unit:Activity:2017-2018 Actuals 2018-2019 Adjusted 2019-2020 Requested2019-2020 Recommended2345Intergovernmental Revenue$584,507$636,050$620,050$620,050$584,507$636,050$620,050$620,050Services And Supplies$539,549$596,050$580,050$580,050Expenditure Transfers42,40840,00040,00040,000$581,957$636,050$620,050$620,050($2,550)$0$0$01Total RevenueTotal Expenditures/AppropriationsNet Cost100300 - General FundPublic Assistance0593 - HUD EMERGENCY SOLUTIONS GRTOther AssistanceDetail by Revenue Category and Expenditure ObjectState Controller SchedulesContra Costa CountyGovernmental FundsFiscal Year 2019-2020152 of 541 Schedule 9County Budget Act Financing Sources and Uses by Budget Unit by ObjectJanuary 2010 Edition, revision #1Group:Function:Budget Unit:Activity:2017-2018 Actuals 2018-2019 Adjusted 2019-2020 Requested2019-2020 Recommended2345Intergovernmental Revenue$610,896$5,068,717$4,677,913$4,677,913Charges For Services6,266000Miscellaneous Revenue016,90000$617,162$5,085,617$4,677,913$4,677,913Services And Supplies$78,203$4,775,817$4,275,913$4,275,913Other Charges4,1241,0002,0002,000Expenditure Transfers534,835308,800400,000400,000$617,162$5,085,617$4,677,913$4,677,913$0$0$0$0Detail by Revenue Category and Expenditure Object1Total RevenueTotal Expenditures/AppropriationsNet CostGovernmental FundsFiscal Year 2019-2020100300 - General Fund Public Assistance0594 - HUD HOME BLOCK GRANT Other AssistanceState Controller Schedules Contra Costa County153 of 541 Schedule 9County Budget Act Financing Sources and Uses by Budget Unit by ObjectJanuary 2010 Edition, revision #1Group:Function:Budget Unit:Activity:2017-2018 Actuals 2018-2019 Adjusted 2019-2020 Requested2019-2020 Recommended2345Fines/Forfeits/Penalties$96,632$23,200$23,200$23,200Intergovernmental Revenue18,479,77818,018,94319,259,15519,259,155Miscellaneous Revenue4,403,8605,235,1484,789,7054,964,645$22,980,269$23,277,291$24,072,060$24,247,000Salaries And Benefits$38,165,862$39,873,032$42,611,464$42,111,404Services And Supplies3,976,5264,534,3754,117,8224,177,822Other Charges45,33535,27043,48543,485Fixed Assets079,00060,00060,000Expenditure Transfers(490,945)(709,604)(432,711)(432,711)$41,696,779$43,812,073$46,400,060$45,960,000$18,716,510$20,534,782$22,328,000$21,713,000Total Expenditures/AppropriationsNet Cost0242 - DISTRICT ATTORNEYJudicialDetail by Revenue Category and Expenditure Object1Total RevenueState Controller SchedulesContra Costa CountyGovernmental FundsFiscal Year 2019-2020100300 - General Fund Public Protection154 of 541 Schedule 9County Budget Act Financing Sources and Uses by Budget Unit by ObjectJanuary 2010 Edition, revision #1Group:Function:Budget Unit:Activity:2017-2018 Actuals 2018-2019 Adjusted 2019-2020 Requested2019-2020 Recommended2345Salaries And Benefits$318,132$420,427$466,786$354,103Services And Supplies14,1718,7107,4277,427Expenditure Transfers(332,303)(294,919)(328,530)(328,530)$0$134,218$145,683$33,000$0$134,218$145,683$33,0001Total Expenditures/AppropriationsNet Cost100300 - General FundPublic Protection0245 - D A WELFARE FRAUDJudicialDetail by Revenue Category and Expenditure ObjectState Controller SchedulesContra Costa CountyGovernmental FundsFiscal Year 2019-2020155 of 541 Schedule 9County Budget Act Financing Sources and Uses by Budget Unit by ObjectJanuary 2010 Edition, revision #1Group:Function:Budget Unit:Activity:2017-2018 Actuals 2018-2019 Adjusted 2019-2020 Requested2019-2020 Recommended2345Intergovernmental Revenue$232,524$233,391$73,012$73,012Miscellaneous Revenue2,954,2943,498,3434,098,6644,501,105$3,186,818$3,731,734$4,171,676$4,574,117Salaries And Benefits$23,005,180$25,098,188$27,138,222$27,505,652Services And Supplies3,281,1643,249,8903,592,6133,627,624Other Charges15000Fixed Assets0000Expenditure Transfers(178,722)(435,854)(17,159)(17,159)$26,107,637$27,912,224$30,713,676$31,116,117$22,920,819$24,180,490$26,542,000$26,542,000Detail by Revenue Category and Expenditure Object1Total RevenueTotal Expenditures/AppropriationsNet CostFiscal Year 2019-2020100300 - General Fund Public Protection0243 - PUBLIC DEFENDER JudicialState Controller Schedules Contra Costa CountyGovernmental Funds156 of 541 Schedule 9County Budget Act Financing Sources and Uses by Budget Unit by ObjectJanuary 2010 Edition, revision #1Group:Function:Budget Unit:Activity:2017-2018 Actuals 2018-2019 Adjusted 2019-2020 Requested2019-2020 Recommended2345Charges For Services$241,801$264,430$303,862$303,862Miscellaneous Revenue81,758100,47380,00080,000$323,559$364,903$383,862$383,862Salaries And Benefits$776,805$897,451$950,377$950,377Services And Supplies200,083336,032312,546312,546Expenditure Transfers(186,363)(187,580)(198,061)(198,061)$790,525$1,045,903$1,064,862$1,064,862$466,967$681,000$681,000$681,000Detail by Revenue Category and Expenditure Object1Total RevenueTotal Expenditures/AppropriationsNet CostContra Costa CountyGovernmental FundsFiscal Year 2019-2020100300 - General Fund General0020 - PURCHASINGFinanceState Controller Schedules157 of 541 Schedule 9County Budget Act Financing Sources and Uses by Budget Unit by ObjectJanuary 2010 Edition, revision #1Group:Function:Budget Unit:Activity:2017-2018 Actuals 2018-2019 Adjusted 2019-2020 Requested2019-2020 Recommended2345Miscellaneous Revenue$528,266$540,000$540,000$540,000$528,266$540,000$540,000$540,000Other Charges$0$540,000$540,000$540,000$0$540,000$540,000$540,000($528,266)$0$0$0Total Expenditures/AppropriationsNet Cost0063 - FLEET SERVICESProperty ManagementDetail by Revenue Category and Expenditure Object1Total RevenueState Controller SchedulesContra Costa CountyGovernmental FundsFiscal Year 2019-2020100300 - General Fund General158 of 541 Schedule 9County Budget Act Financing Sources and Uses by Budget Unit by ObjectJanuary 2010 Edition, revision #1Group:Function:Budget Unit:Activity:2017-2018 Actuals 2018-2019 Adjusted 2019-2020 Requested2019-2020 Recommended2345Use Of Money & Property$102,395$104,646$103,966$103,966Charges For Services49,52149,04848,05748,057Miscellaneous Revenue296,9032,50600$448,819$156,200$152,023$152,023Services And Supplies$24,748,596$23,822,619$23,851,843$23,851,843Other Charges0000Fixed Assets352,228000Expenditure Transfers187,305657,639451,180451,180$25,288,129$24,480,258$24,303,023$24,303,023$24,839,309$24,324,058$24,151,000$24,151,0001Total RevenueTotal Expenditures/AppropriationsNet Cost100300 - General FundGeneral0077 - GEN CO BLG OCCUPANCY COSTProperty ManagementDetail by Revenue Category and Expenditure ObjectState Controller Schedules Contra Costa CountyGovernmental FundsFiscal Year 2019-2020159 of 541 Schedule 9County Budget Act Financing Sources and Uses by Budget Unit by ObjectJanuary 2010 Edition, revision #1Group:Function:Budget Unit:Activity:2017-2018 Actuals 2018-2019 Adjusted 2019-2020 Requested2019-2020 Recommended2345Charges For Services$266,980$169,512$172,950$172,950Miscellaneous Revenue463,966552,752609,507609,507$730,947$722,264$782,457$782,457Services And Supplies$552,338$569,469$609,597$609,597Expenditure Transfers168,460164,512172,860172,860$720,798$733,981$782,457$782,457($10,149)$11,717$0$0Detail by Revenue Category and Expenditure Object1Total RevenueTotal Expenditures/AppropriationsNet CostGovernmental FundsFiscal Year 2019-2020100300 - General Fund General0078 - GSD OUTSIDE AGENCY SVC Property ManagementState Controller Schedules Contra Costa County160 of 541 Schedule 9County Budget Act Financing Sources and Uses by Budget Unit by ObjectJanuary 2010 Edition, revision #1Group:Function:Budget Unit:Activity:2017-2018 Actuals 2018-2019 Adjusted 2019-2020 Requested2019-2020 Recommended2345Charges For Services$50,376,370$47,212,670$50,055,865$50,055,865Miscellaneous Revenue512,377494,823557,330557,330$50,888,747$47,707,493$50,613,195$50,613,195Salaries And Benefits$20,600,421$24,659,082$27,545,460$27,545,460Services And Supplies63,731,32256,860,76764,244,10364,244,103Other Charges40,992,05440,626,51839,187,18739,187,187Fixed Assets523,220110,000345,000345,000Expenditure Transfers(74,887,071)(74,538,875)(80,708,555)(80,708,555)Provisions For Contingencies0000$50,959,947$47,717,492$50,613,195$50,613,195$71,200$9,999$0$0Total Expenditures/AppropriationsNet Cost0079 - BUILDING MAINTENANCEProperty ManagementDetail by Revenue Category and Expenditure Object1Total RevenueState Controller SchedulesContra Costa CountyGovernmental FundsFiscal Year 2019-2020100300 - General Fund General161 of 541 Schedule 9County Budget Act Financing Sources and Uses by Budget Unit by ObjectJanuary 2010 Edition, revision #1Group:Function:Budget Unit:Activity:2017-2018 Actuals 2018-2019 Adjusted 2019-2020 Requested2019-2020 Recommended2345Charges For Services$964,159$912,750$911,750$911,750Miscellaneous Revenue1,023000$965,181$912,750$911,750$911,750Salaries And Benefits$1,984,411$2,064,374$2,175,932$2,254,117Services And Supplies2,906,3573,432,8103,251,6683,251,668Fixed Assets0050,00050,000Expenditure Transfers(4,127,293)(4,386,434)(4,565,850)(4,644,035)$763,476$1,110,750$911,750$911,750($201,706)$198,000($0)$01Total RevenueTotal Expenditures/AppropriationsNet Cost100300 - General FundGeneral0148 - PRINT & MAIL SERVICESOther GeneralDetail by Revenue Category and Expenditure ObjectState Controller SchedulesContra Costa CountyGovernmental FundsFiscal Year 2019-2020162 of 541 Schedule 9County Budget Act Financing Sources and Uses by Budget Unit by ObjectJanuary 2010 Edition, revision #1Group:Function:Budget Unit:Activity:2017-2018 Actuals 2018-2019 Adjusted 2019-2020 Requested2019-2020 Recommended2345Charges For Services$45,418$20,000$30,000$30,000$45,418$20,000$30,000$30,000Services And Supplies$547,345$686,468$709,968$709,968Other Charges32323232Expenditure Transfers17,74433,50020,00020,000$565,121$720,000$730,000$730,000$519,703$700,000$700,000$700,000Detail by Revenue Category and Expenditure Object1Total RevenueTotal Expenditures/AppropriationsNet CostGovernmental FundsFiscal Year 2019-2020100300 - General Fund Public Protection0330 - CO DRAINAGE MAINTENANCE Flood Control & Soil CnsvState Controller Schedules Contra Costa County163 of 541 Schedule 9County Budget Act Financing Sources and Uses by Budget Unit by ObjectJanuary 2010 Edition, revision #1Group:Function:Budget Unit:Activity:2017-2018 Actuals 2018-2019 Adjusted 2019-2020 Requested2019-2020 Recommended2345Miscellaneous Revenue$61,221$80,000$70,000$70,000$61,221$80,000$70,000$70,000Services And Supplies$378,767$397,546$413,000$413,000Expenditure Transfers(25,000)(25,000)(50,000)(50,000)$353,767$372,546$363,000$363,000$292,546$292,546$293,000$293,000Total Expenditures/AppropriationsNet Cost0473 - KELLER SRCHRGE/MITGN PROGSanitationDetail by Revenue Category and Expenditure Object1Total RevenueState Controller SchedulesContra Costa CountyGovernmental FundsFiscal Year 2019-2020100300 - General Fund Health And Sanitation164 of 541 Schedule 9County Budget Act Financing Sources and Uses by Budget Unit by ObjectJanuary 2010 Edition, revision #1Group:Function:Budget Unit:Activity:2017-2018 Actuals 2018-2019 Adjusted 2019-2020 Requested2019-2020 Recommended2345License/Permit/Franchises$2,698$43,000$3,100$3,100Use Of Money & Property6,00010,00010,00010,000Intergovernmental Revenue275,354243,000198,000198,000Charges For Services721,3741,059,000898,000898,000Miscellaneous Revenue33,264,10738,241,20240,604,18740,876,189$34,269,534$39,596,202$41,713,287$41,985,289Salaries And Benefits$30,198,940$38,474,468$40,326,014$40,598,016Services And Supplies11,801,1349,994,09911,931,26711,931,267Other Charges8209,4502,5002,500Fixed Assets85,66280,00075,00075,000Expenditure Transfers(6,650,316)(7,389,417)(9,446,494)(9,446,494)$35,436,241$41,168,600$42,888,287$43,160,289$1,166,707$1,572,398$1,175,000$1,175,0001Total RevenueTotal Expenditures/AppropriationsNet Cost100300 - General FundPublic Ways & Facilities0650 - PUBLIC WORKSPublic WaysDetail by Revenue Category and Expenditure ObjectState Controller SchedulesContra Costa CountyGovernmental FundsFiscal Year 2019-2020165 of 541 Schedule 9County Budget Act Financing Sources and Uses by Budget Unit by ObjectJanuary 2010 Edition, revision #1Group:Function:Budget Unit:Activity:2017-2018 Actuals 2018-2019 Adjusted 2019-2020 Requested2019-2020 Recommended2345Intergovernmental Revenue$1,032,974$3,089,000$2,279,000$2,279,000Charges For Services111,646253,000233,000233,000Miscellaneous Revenue1,278160,00015,00015,000$1,145,898$3,502,000$2,527,000$2,527,000Services And Supplies$996,654$2,502,000$2,127,000$2,127,000Other Charges1,0001,000,000300,000300,000Expenditure Transfers148,2430100,000100,000$1,145,898$3,502,000$2,527,000$2,527,000$0$0$0$0Detail by Revenue Category and Expenditure Object1Total RevenueTotal Expenditures/AppropriationsNet CostGovernmental FundsFiscal Year 2019-2020100300 - General Fund Public Ways & Facilities0661 - ROAD CONSTRUCTION Public WaysState Controller Schedules Contra Costa County166 of 541 Schedule 9County Budget Act Financing Sources and Uses by Budget Unit by ObjectJanuary 2010 Edition, revision #1Group:Function:Budget Unit:Activity:2017-2018 Actuals 2018-2019 Adjusted 2019-2020 Requested2019-2020 Recommended2345Intergovernmental Revenue$197,532$188,043$188,000$188,000Charges For Services75,00075,00075,00075,000Miscellaneous Revenue28,12530,00050,00050,000$300,657$293,043$313,000$313,000Salaries And Benefits$1,029,353$1,129,826$1,194,748$1,194,748Services And Supplies237,035289,365309,400309,400Expenditure Transfers6,0278,8528,8528,852$1,272,415$1,428,043$1,513,000$1,513,000$971,758$1,135,000$1,200,000$1,200,000Total Expenditures/AppropriationsNet Cost0579 - VETERANS SERVICE OFFICEVeterans ServicesDetail by Revenue Category and Expenditure Object1Total RevenueState Controller SchedulesContra Costa CountyGovernmental FundsFiscal Year 2019-2020100300 - General Fund Public Assistance167 of 541 Schedule 9County Budget Act Financing Sources and Uses by Budget Unit by ObjectJanuary 2010 Edition, revision #1Group:Function:Budget Unit:Activity:2017-2018 Actuals 2018-2019 Adjusted 2019-2020 Requested2019-2020 Recommended2345Fund Balance$0$0$0$0$0$0$0$0Provisions For Contingencies$0$8,000,000$10,000,000$10,000,000$0$8,000,000$10,000,000$10,000,000$0$8,000,000$10,000,000$10,000,0001Total RevenueTotal Expenditures/AppropriationsNet Cost100300 - General FundApprop For Contingencies0990 - CONTINGNCY APPROP-GENERALApprop For ContingenciesDetail by Revenue Category and Expenditure ObjectState Controller SchedulesContra Costa CountyGovernmental FundsFiscal Year 2019-2020168 of 541 Schedule 9County Budget Act Financing Sources and Uses by Budget Unit by ObjectJanuary 2010 Edition, revision #1Group:Function:Budget Unit:Activity:2017-2018 Actuals 2018-2019 Adjusted 2019-2020 Requested2019-2020 Recommended2345Use Of Money & Property$28,901$12,000$12,000$12,000$28,901$12,000$12,000$12,000Other Charges$405$1,000$1,000$1,000Expenditure Transfers0371,88811,00011,000$405$372,888$12,000$12,000($28,496)$360,888$0$0Detail by Revenue Category and Expenditure Object1Total RevenueTotal Expenditures/AppropriationsNet CostGovernmental FundsFiscal Year 2019-2020105600 - County Law Enfrcmt-Cap Proj Fund General0126 - CO LAW ENF COMPTR CAP-PRJ Plant AcquisitionState Controller Schedules Contra Costa County169 of 541 Schedule 9County Budget Act Financing Sources and Uses by Budget Unit by ObjectJanuary 2010 Edition, revision #1Group:Function:Budget Unit:Activity:2017-2018 Actuals 2018-2019 Adjusted 2019-2020 Requested2019-2020 Recommended2345Charges For Services$0$500$1,000$1,000$0$500$1,000$1,000Services And Supplies$0$0$0$0Other Charges05001,0001,000Expenditure Transfers01,253,59600$0$1,254,096$1,000$1,000$0$1,253,596$0$0Total Expenditures/AppropriationsNet Cost0129 - CO LAW ENF COMM CAP-PROJPlant AcquisitionDetail by Revenue Category and Expenditure Object1Total RevenueState Controller SchedulesContra Costa CountyGovernmental FundsFiscal Year 2019-2020105600 - County Law Enfrcmt-Cap Proj Fund General170 of 541 Schedule 9County Budget Act Financing Sources and Uses by Budget Unit by ObjectJanuary 2010 Edition, revision #1Group:Function:Budget Unit:Activity:2017-2018 Actuals 2018-2019 Adjusted 2019-2020 Requested2019-2020 Recommended2345Miscellaneous Revenue$119,207$160,000$160,000$160,000$119,207$160,000$160,000$160,000Services And Supplies$0$160,000$160,000$160,000Expenditure Transfers01,691,72300$0$1,851,723$160,000$160,000($119,207)$1,691,723$0$01Total RevenueTotal Expenditures/AppropriationsNet Cost105600 - County Law Enfrcmt-Cap Proj FundGeneral0131 - CO LAW ENF HLCPTR CAP PRJPlant AcquisitionDetail by Revenue Category and Expenditure ObjectState Controller SchedulesContra Costa CountyGovernmental FundsFiscal Year 2019-2020171 of 541 Schedule 9County Budget Act Financing Sources and Uses by Budget Unit by ObjectJanuary 2010 Edition, revision #1Group:Function:Budget Unit:Activity:2017-2018 Actuals 2018-2019 Adjusted 2019-2020 Requested2019-2020 Recommended2345Charges For Services$1,763,723$1,755,000$1,530,000$1,530,000Miscellaneous Revenue7,754000$1,771,478$1,755,000$1,530,000$1,530,000Salaries And Benefits$754,026$1,173,078$1,329,893$1,329,893Services And Supplies441,8799,283,3248,811,9138,811,913Other Charges284,567477,328472,194472,194Fixed Assets0250,000250,000250,000Expenditure Transfers38000$1,480,510$11,183,729$10,864,000$10,864,000($290,968)$9,428,729$9,334,000$9,334,000Detail by Revenue Category and Expenditure Object1Total RevenueTotal Expenditures/AppropriationsNet CostGovernmental FundsFiscal Year 2019-2020110000 - Recorder Modernization Fund Public Protection0353 - RECORDER MICRO/MOD Other ProtectionState Controller Schedules Contra Costa County172 of 541 Schedule 9County Budget Act Financing Sources and Uses by Budget Unit by ObjectJanuary 2010 Edition, revision #1Group:Function:Budget Unit:Activity:2017-2018 Actuals 2018-2019 Adjusted 2019-2020 Requested2019-2020 Recommended2345Services And Supplies$0$78$0$0$0$78$0$0$0$78$0$0Net Cost0236 - COURT RECORDS AUTOMATIONJudicialDetail by Revenue Category and Expenditure Object1Total Expenditures/AppropriationsState Controller SchedulesContra Costa CountyGovernmental FundsFiscal Year 2019-2020110100 - Court/Clerk Automation Fund Public Protection173 of 541 Schedule 9County Budget Act Financing Sources and Uses by Budget Unit by ObjectJanuary 2010 Edition, revision #1Group:Function:Budget Unit:Activity:2017-2018 Actuals 2018-2019 Adjusted 2019-2020 Requested2019-2020 Recommended2345Fines/Forfeits/Penalties$14,187$158,400$141,670$141,670$14,187$158,400$141,670$141,670Services And Supplies$64,833$459,673$134,800$134,800Other Charges7771,000870870Expenditure Transfers3,0006,0006,0006,000$68,611$466,673$141,670$141,670$54,423$308,273$0$0Total RevenueTotal Expenditures/AppropriationsNet CostPublic Protection0367 - GAME PROTECTION Other ProtectionDetail by Revenue Category and Expenditure Object1State Controller Schedules Contra Costa CountyGovernmental FundsFiscal Year 2019-2020110200 - Fish and Game Fund174 of 541 Schedule 9County Budget Act Financing Sources and Uses by Budget Unit by ObjectJanuary 2010 Edition, revision #1Group:Function:Budget Unit:Activity:2017-2018 Actuals 2018-2019 Adjusted 2019-2020 Requested2019-2020 Recommended2345License/Permit/Franchises$953,261$590,000$950,000$950,000Use Of Money & Property(3,882)01,0001,000Charges For Services916,807900,000900,000900,000Miscellaneous Revenue1,394,2261,646,1001,410,1001,410,100$3,260,410$3,136,100$3,261,100$3,261,100Services And Supplies$185,657$301,100$201,100$201,100Other Charges78,72035,00060,00060,000Expenditure Transfers2,983,7822,820,0013,000,0003,000,000$3,248,159$3,156,101$3,261,100$3,261,100($12,251)$20,001$0$0Detail by Revenue Category and Expenditure Object1Total RevenueTotal Expenditures/AppropriationsNet CostFiscal Year 2019-2020110300 - Land Development Fund Public Ways & Facilities0651 - PUB WKS-LAND DEVELOPMENT Public WaysState Controller Schedules Contra Costa CountyGovernmental Funds175 of 541 Schedule 9County Budget Act Financing Sources and Uses by Budget Unit by ObjectJanuary 2010 Edition, revision #1Group:Function:Budget Unit:Activity:2017-2018 Actuals 2018-2019 Adjusted 2019-2020 Requested2019-2020 Recommended2345Fines/Forfeits/Penalties$15,314$21,500$21,000$21,000Use Of Money & Property8997501,0001,000$16,213$22,250$22,000$22,000Services And Supplies$0$189,423$21,900$21,900Other Charges6100100100$6$189,523$22,000$22,000($16,207)$167,273$0$0Detail by Revenue Category and Expenditure Object1Total RevenueTotal Expenditures/AppropriationsNet CostContra Costa CountyGovernmental FundsFiscal Year 2019-2020110400 - Criminalistics Lab Fund Public Protection0256 - CRIMINALISTIC LAB FUND Police ProtectionState Controller Schedules176 of 541 Schedule 9County Budget Act Financing Sources and Uses by Budget Unit by ObjectJanuary 2010 Edition, revision #1Group:Function:Budget Unit:Activity:2017-2018 Actuals 2018-2019 Adjusted 2019-2020 Requested2019-2020 Recommended2345Use Of Money & Property$6,347$6,000$19,000$19,000Charges For Services78,67080,00080,00080,000$85,017$86,000$99,000$99,000Services And Supplies$0$571,359$504,449$504,449Other Charges104225230230Expenditure Transfers78,385170,291250,000250,000$78,489$741,875$754,679$754,679($6,527)$655,875$655,679$655,679Total Expenditures/AppropriationsNet Cost0161 - SURVEY MONUMENT PRESERVTNOther GeneralDetail by Revenue Category and Expenditure Object1Total RevenueState Controller SchedulesContra Costa CountyGovernmental FundsFiscal Year 2019-2020110500 - Survey Monument Preservation Fund General177 of 541 Schedule 9County Budget Act Financing Sources and Uses by Budget Unit by ObjectJanuary 2010 Edition, revision #1Group:Function:Budget Unit:Activity:2017-2018 Actuals 2018-2019 Adjusted 2019-2020 Requested2019-2020 Recommended2345Fines/Forfeits/Penalties$1,012,564$864,000$944,965$944,965Use Of Money & Property9,4596,0005,4005,400$1,022,023$870,000$950,365$950,365Other Charges$665,371$870,000$950,365$950,365Expenditure Transfers0926,66100$665,371$1,796,661$950,365$950,365($356,652)$926,661$0$01Total RevenueTotal Expenditures/AppropriationsNet Cost110600 - Crim Justice Facility Construct FundGeneral0119 - CRIM JUST FACILITY CNSTRNPlant AcquisitionDetail by Revenue Category and Expenditure ObjectState Controller Schedules Contra Costa CountyGovernmental FundsFiscal Year 2019-2020178 of 541 Schedule 9County Budget Act Financing Sources and Uses by Budget Unit by ObjectJanuary 2010 Edition, revision #1Group:Function:Budget Unit:Activity:2017-2018 Actuals 2018-2019 Adjusted 2019-2020 Requested2019-2020 Recommended2345Fines/Forfeits/Penalties$848,894$744,000$790,210$790,210Use Of Money & Property12,1949,00016,34016,340$861,088$753,000$806,550$806,550Other Charges$242,856$1,979,990$806,550$806,550$242,856$1,979,990$806,550$806,550($618,232)$1,226,990$0$0Detail by Revenue Category and Expenditure Object1Total RevenueTotal Expenditures/AppropriationsNet CostGovernmental FundsFiscal Year 2019-2020110700 - Courthouse Construct Fund General0122 - COURTHOUSE CONSTRUCTION Plant AcquisitionState Controller Schedules Contra Costa County179 of 541 Schedule 9County Budget Act Financing Sources and Uses by Budget Unit by ObjectJanuary 2010 Edition, revision #1Group:Function:Budget Unit:Activity:2017-2018 Actuals 2018-2019 Adjusted 2019-2020 Requested2019-2020 Recommended2345Use Of Money & Property($22,081)$25,000$5,000$5,000Intergovernmental Revenue24,426,91335,527,95939,370,01439,370,014$24,404,832$35,552,959$39,375,014$39,375,014($24,404,832)($35,552,959)($39,375,014)($39,375,014)Net Cost0006 - GENERAL ROAD FUND REVENUEPublic WaysDetail by Revenue Category and Expenditure Object1Total RevenueState Controller SchedulesContra Costa CountyGovernmental FundsFiscal Year 2019-2020110800 - Road FundPublic Ways & Facilities180 of 541 Schedule 9County Budget Act Financing Sources and Uses by Budget Unit by ObjectJanuary 2010 Edition, revision #1Group:Function:Budget Unit:Activity:2017-2018 Actuals 2018-2019 Adjusted 2019-2020 Requested2019-2020 Recommended2345Use Of Money & Property$20,038$19,000$16,000$16,000Intergovernmental Revenue6,935,58212,666,50720,813,33920,813,339Charges For Services509,058265,00000Miscellaneous Revenue8,780,6225,194,04010,240,91110,240,911$16,245,300$18,144,547$31,070,250$31,070,250Services And Supplies$14,785,055$16,119,603$30,148,500$30,148,500Other Charges335,607635,741651,000651,000Expenditure Transfers5,067,0521,524,02910,225,75010,225,750$20,187,713$18,279,373$41,025,250$41,025,250$3,942,413$134,826$9,955,000$9,955,000Total RevenueTotal Expenditures/AppropriationsNet CostPublic Ways & Facilities0662 - ROAD CONSTRUCTION-RD FUND Public WaysDetail by Revenue Category and Expenditure Object1State Controller Schedules Contra Costa CountyGovernmental FundsFiscal Year 2019-2020110800 - Road Fund181 of 541 Schedule 9County Budget Act Financing Sources and Uses by Budget Unit by ObjectJanuary 2010 Edition, revision #1Group:Function:Budget Unit:Activity:2017-2018 Actuals 2018-2019 Adjusted 2019-2020 Requested2019-2020 Recommended2345Intergovernmental Revenue$114,431$546,000$201,000$201,000Charges For Services184,29620,00000Miscellaneous Revenue2,616,804500,000815,327815,327$2,915,531$1,066,000$1,016,327$1,016,327Services And Supplies$11,533,236$8,621,500$11,134,300$11,134,300Other Charges700,7311,150,5001,100,5001,100,500Fixed Assets310,7731,000,000845,000845,000Expenditure Transfers11,876,31814,500,00012,036,52712,036,527$24,421,058$25,272,000$25,116,327$25,116,327$21,505,527$24,206,000$24,100,000$24,100,000Detail by Revenue Category and Expenditure Object1Total RevenueTotal Expenditures/AppropriationsNet CostFiscal Year 2019-2020110800 - Road FundPublic Ways & Facilities0672 - ROAD MAINTENANCE-RD FUND Public WaysState Controller Schedules Contra Costa CountyGovernmental Funds182 of 541 Schedule 9County Budget Act Financing Sources and Uses by Budget Unit by ObjectJanuary 2010 Edition, revision #1Group:Function:Budget Unit:Activity:2017-2018 Actuals 2018-2019 Adjusted 2019-2020 Requested2019-2020 Recommended2345Use Of Money & Property$10,200$17,000$15,000$15,000$10,200$17,000$15,000$15,000Other Charges$1,067$2,000$2,000$2,000Expenditure Transfers3,98415,00013,00013,000$5,051$17,000$15,000$15,000($5,149)$0$0$0Detail by Revenue Category and Expenditure Object1Total RevenueTotal Expenditures/AppropriationsNet CostContra Costa CountyGovernmental FundsFiscal Year 2019-2020110800 - Road FundPublic Ways & Facilities0674 - MISCEL PROPERTY-ROAD FUND Public WaysState Controller Schedules183 of 541 Schedule 9County Budget Act Financing Sources and Uses by Budget Unit by ObjectJanuary 2010 Edition, revision #1Group:Function:Budget Unit:Activity:2017-2018 Actuals 2018-2019 Adjusted 2019-2020 Requested2019-2020 Recommended2345Use Of Money & Property$0$0$0$0Intergovernmental Revenue73,140481,7511,143,7181,143,718Charges For Services166,523140,18832,86132,861Miscellaneous Revenue1,119,678395,474756,421756,421$1,359,341$1,017,413$1,933,000$1,933,000Services And Supplies$228,531$1,231,575$1,218,000$1,218,000Other Charges1,476,5501,022,0001,035,0001,035,000Expenditure Transfers4,008,1365,000,0005,000,0005,000,000$5,713,218$7,253,575$7,253,000$7,253,000$4,353,876$6,236,162$5,320,000$5,320,000Total Expenditures/AppropriationsNet Cost0676 - GEN ROAD PLAN/ADM-RD FUNDPublic WaysDetail by Revenue Category and Expenditure Object1Total RevenueState Controller SchedulesContra Costa CountyGovernmental FundsFiscal Year 2019-2020110800 - Road FundPublic Ways & Facilities184 of 541 Schedule 9County Budget Act Financing Sources and Uses by Budget Unit by ObjectJanuary 2010 Edition, revision #1Group:Function:Budget Unit:Activity:2017-2018 Actuals 2018-2019 Adjusted 2019-2020 Requested2019-2020 Recommended2345Use Of Money & Property$62,358$25,000$50,000$50,000Intergovernmental Revenue2,251,6983,673,5003,648,5003,648,500$2,314,056$3,698,500$3,698,500$3,698,500Services And Supplies$41,692$48,500$48,500$48,500Other Charges03,36500Expenditure Transfers2,272,3643,650,0003,650,0003,650,000$2,314,056$3,701,865$3,698,500$3,698,500$0$3,365$0$01Total RevenueTotal Expenditures/AppropriationsNet Cost110900 - Transportation Improvement FundPublic Ways & Facilities0663 - TRANSPRTATN IMPV MEASURE CPublic WaysDetail by Revenue Category and Expenditure ObjectState Controller SchedulesContra Costa CountyGovernmental FundsFiscal Year 2019-2020185 of 541 Schedule 9County Budget Act Financing Sources and Uses by Budget Unit by ObjectJanuary 2010 Edition, revision #1Group:Function:Budget Unit:Activity:2017-2018 Actuals 2018-2019 Adjusted 2019-2020 Requested2019-2020 Recommended2345Fund Balance$0$0$0$0License/Permit/Franchises2,8914,0003,0003,000Use Of Money & Property2,2513,0006,0006,000$5,142$7,000$9,000$9,000Services And Supplies$0$270,175$7,500$7,500Other Charges48100100100Expenditure Transfers1,2751,7391,4001,400$1,323$272,014$9,000$9,000($3,818)$265,014$0$0Detail by Revenue Category and Expenditure Object1Total RevenueTotal Expenditures/AppropriationsNet CostGovernmental FundsFiscal Year 2019-2020111000 - Drainage Area 9 Fund General0120 - PLANT ACQ - DA 9 Plant AcquisitionState Controller Schedules Contra Costa County186 of 541 Schedule 9County Budget Act Financing Sources and Uses by Budget Unit by ObjectJanuary 2010 Edition, revision #1Group:Function:Budget Unit:Activity:2017-2018 Actuals 2018-2019 Adjusted 2019-2020 Requested2019-2020 Recommended2345Use Of Money & Property$8,210$0$0$0Charges For Services991,1091,220,0001,235,6201,235,620Miscellaneous Revenue2,5005,0005,0005,000$1,001,818$1,225,000$1,240,620$1,240,620Services And Supplies$101,231$351,274$265,500$265,500Other Charges23,99123,72625,12025,120Expenditure Transfers540,611850,000950,000950,000$665,833$1,225,000$1,240,620$1,240,620($335,986)$0$0$0Total Expenditures/AppropriationsNet Cost0595 - PRIVATE ACTIVITY BONDOther AssistanceDetail by Revenue Category and Expenditure Object1Total RevenueState Controller SchedulesContra Costa CountyGovernmental FundsFiscal Year 2019-2020111100 - Private Activity Bond Fund Public Assistance187 of 541 Schedule 9County Budget Act Financing Sources and Uses by Budget Unit by ObjectJanuary 2010 Edition, revision #1Group:Function:Budget Unit:Activity:2017-2018 Actuals 2018-2019 Adjusted 2019-2020 Requested2019-2020 Recommended2345Use Of Money & Property$146,575$50,000$122,000$122,000Charges For Services280,851275,000275,000275,000Miscellaneous Revenue0000$427,426$325,000$397,000$397,000Services And Supplies$150$0$0$0Other Charges4000Expenditure Transfers0325,000397,000397,000$154$325,000$397,000$397,000($427,272)$0$0$01Total RevenueTotal Expenditures/AppropriationsNet Cost111300 - Affordable Housing Spec Rev FundPublic Assistance0596 - AFFORDABLE HOUSINGOther AssistanceDetail by Revenue Category and Expenditure ObjectState Controller SchedulesContra Costa CountyGovernmental FundsFiscal Year 2019-2020188 of 541 Schedule 9County Budget Act Financing Sources and Uses by Budget Unit by ObjectJanuary 2010 Edition, revision #1Group:Function:Budget Unit:Activity:2017-2018 Actuals 2018-2019 Adjusted 2019-2020 Requested2019-2020 Recommended2345Use Of Money & Property$110,120$120,000$150,000$150,000$110,120$120,000$150,000$150,000Services And Supplies$65,001$5,361,034$4,962,260$4,962,260Other Charges41075,00050,00050,000Expenditure Transfers50,807203,385290,000290,000$116,217$5,639,419$5,302,260$5,302,260$6,097$5,519,419$5,152,260$5,152,260Detail by Revenue Category and Expenditure Object1Total RevenueTotal Expenditures/AppropriationsNet CostGovernmental FundsFiscal Year 2019-2020111400 - Navy Trans Mitigation Fund Public Ways & Facilities0697 - NAVY TRANS MITIGATION Transportation SystemsState Controller Schedules Contra Costa County189 of 541 Schedule 9County Budget Act Financing Sources and Uses by Budget Unit by ObjectJanuary 2010 Edition, revision #1Group:Function:Budget Unit:Activity:2017-2018 Actuals 2018-2019 Adjusted 2019-2020 Requested2019-2020 Recommended2345Use Of Money & Property$107,060$60,000$100,000$100,000$107,060$60,000$100,000$100,000Services And Supplies$0$1,000$1,000$1,000Other Charges4241,0001,0001,000Expenditure Transfers0164,6365,0005,000$424$166,636$7,000$7,000($106,636)$106,636($93,000)($93,000)Total Expenditures/AppropriationsNet Cost0699 - TOSCO/SOLANO TRANS MTGTNTransportation SystemsDetail by Revenue Category and Expenditure Object1Total RevenueState Controller SchedulesContra Costa CountyGovernmental FundsFiscal Year 2019-2020111500 - Tosco/Solano Trns Mitig Fund Public Ways & Facilities190 of 541 Schedule 9County Budget Act Financing Sources and Uses by Budget Unit by ObjectJanuary 2010 Edition, revision #1Group:Function:Budget Unit:Activity:2017-2018 Actuals 2018-2019 Adjusted 2019-2020 Requested2019-2020 Recommended2345Use Of Money & Property$25,803$0$0$0Intergovernmental Revenue21,556,64421,153,89724,478,75324,478,753Miscellaneous Revenue6,975,1808,140,5387,421,2477,421,247$28,557,626$29,294,435$31,900,000$31,900,000Salaries And Benefits$8,575,795$8,647,792$8,323,885$8,323,885Services And Supplies3,761,1653,995,4415,039,5195,039,519Other Charges6,917,0495,797,9047,975,3327,975,332Fixed Assets0200,000300,000300,000Expenditure Transfers9,283,99110,952,16410,261,26410,261,264$28,538,001$29,593,301$31,900,000$31,900,000($19,625)$298,866($0)$01Total RevenueTotal Expenditures/AppropriationsNet Cost111600 - Child Development FundPublic Assistance0589 - CHILD DEV-DEPTOther AssistanceDetail by Revenue Category and Expenditure ObjectState Controller SchedulesContra Costa CountyGovernmental FundsFiscal Year 2019-2020191 of 541 Schedule 9County Budget Act Financing Sources and Uses by Budget Unit by ObjectJanuary 2010 Edition, revision #1Group:Function:Budget Unit:Activity:2017-2018 Actuals 2018-2019 Adjusted 2019-2020 Requested2019-2020 Recommended2345Intergovernmental Revenue$63,750$1,011,000$760,000$760,000$63,750$1,011,000$760,000$760,000Services And Supplies$0$1,082,191$750,000$750,000Other Charges010,00010,00010,000Expenditure Transfers0000$0$1,092,191$760,000$760,000($63,750)$81,191$0$0Detail by Revenue Category and Expenditure Object1Total RevenueTotal Expenditures/AppropriationsNet CostGovernmental FundsFiscal Year 2019-2020111800 - HUD NSP Fund Public Assistance0380 - HUD NSPOther AssistanceState Controller Schedules Contra Costa County192 of 541 Schedule 9County Budget Act Financing Sources and Uses by Budget Unit by ObjectJanuary 2010 Edition, revision #1Group:Function:Budget Unit:Activity:2017-2018 Actuals 2018-2019 Adjusted 2019-2020 Requested2019-2020 Recommended2345Intergovernmental Revenue$264,784$150,000$93,280$93,280$264,784$150,000$93,280$93,280Services And Supplies$25,157$71,000$73,279$73,279Other Charges0217,95100Expenditure Transfers21,67579,00020,00120,001$46,833$367,952$93,280$93,280($217,951)$217,951$0$0Total Expenditures/AppropriationsNet Cost0351 - USED OIL RECYCLING GRANTOther ProtectionDetail by Revenue Category and Expenditure Object1Total RevenueState Controller SchedulesContra Costa CountyGovernmental FundsFiscal Year 2019-2020111900 - Used Oil Recycling Grant Fund Public Protection193 of 541 Schedule 9County Budget Act Financing Sources and Uses by Budget Unit by ObjectJanuary 2010 Edition, revision #1Group:Function:Budget Unit:Activity:2017-2018 Actuals 2018-2019 Adjusted 2019-2020 Requested2019-2020 Recommended2345License/Permit/Franchises$19,247,018$16,582,272$17,474,076$17,474,076Fines/Forfeits/Penalties4,544000Use Of Money & Property342,197100,000100,000100,000Charges For Services6,579,8237,110,6947,242,2407,242,240Miscellaneous Revenue5,627,7516,010,7756,903,3496,903,349$31,801,333$29,803,741$31,719,665$31,719,665Salaries And Benefits$19,666,551$23,794,075$24,950,720$24,950,720Services And Supplies6,132,4929,280,21310,188,18110,188,181Other Charges2,336,3442,064,2062,353,1842,353,184Fixed Assets131,118550,000650,000650,000Expenditure Transfers(4,270,747)(5,884,753)(6,422,420)(6,422,420)$23,995,759$29,803,741$31,719,665$31,719,665($7,805,574)$0$0$01Total RevenueTotal Expenditures/AppropriationsNet Cost112000 - Conservation & Development FundPublic Protection0280 - CONSERVATION & DEVELOPMENT Other ProtectionDetail by Revenue Category and Expenditure ObjectState Controller Schedules Contra Costa CountyGovernmental FundsFiscal Year 2019-2020194 of 541 Schedule 9County Budget Act Financing Sources and Uses by Budget Unit by ObjectJanuary 2010 Edition, revision #1Group:Function:Budget Unit:Activity:2017-2018 Actuals 2018-2019 Adjusted 2019-2020 Requested2019-2020 Recommended2345Charges For Services$135,620$173,593$250,069$250,069$135,620$173,593$250,069$250,069Salaries And Benefits$0$0$154,686$154,686Services And Supplies24,116158,59378,38378,383Other Charges8,26315,00017,00017,000Expenditure Transfers0000$32,378$173,593$250,069$250,069($103,242)$0$0$0Detail by Revenue Category and Expenditure Object1Total RevenueTotal Expenditures/AppropriationsNet CostGovernmental FundsFiscal Year 2019-2020112000 - Conservation & Development Fund Public Protection0285 - ENERGY UPGRADE CA Other ProtectionState Controller Schedules Contra Costa County195 of 541 Schedule 9County Budget Act Financing Sources and Uses by Budget Unit by ObjectJanuary 2010 Edition, revision #1Group:Function:Budget Unit:Activity:2017-2018 Actuals 2018-2019 Adjusted 2019-2020 Requested2019-2020 Recommended2345Intergovernmental Revenue$0$0$0$0Miscellaneous Revenue615,4092,382,8792,272,2662,272,266$615,409$2,382,879$2,272,266$2,272,266Services And Supplies$8,208$510,515$1,602,746$1,602,746Other Charges01,021,03000Expenditure Transfers102,186851,334669,520669,520$110,394$2,382,879$2,272,266$2,272,266($505,015)$0$0$0Total Expenditures/AppropriationsNet Cost0286 - MSR WW GRANTOther ProtectionDetail by Revenue Category and Expenditure Object1Total RevenueState Controller SchedulesContra Costa CountyGovernmental FundsFiscal Year 2019-2020112000 - Conservation & Development Fund Public Protection196 of 541 Schedule 9County Budget Act Financing Sources and Uses by Budget Unit by ObjectJanuary 2010 Edition, revision #1Group:Function:Budget Unit:Activity:2017-2018 Actuals 2018-2019 Adjusted 2019-2020 Requested2019-2020 Recommended2345Fixed Assets$60,551$1,000,000$0$0$60,551$1,000,000$0$0$60,551$1,000,000$0$01Total Expenditures/AppropriationsNet Cost112000 - Conservation & Development FundPublic Protection0114 - PLANT ACQ CONSERV & DEV Other ProtectionDetail by Revenue Category and Expenditure ObjectState Controller Schedules Contra Costa CountyGovernmental FundsFiscal Year 2019-2020197 of 541 Schedule 9County Budget Act Financing Sources and Uses by Budget Unit by ObjectJanuary 2010 Edition, revision #1Group:Function:Budget Unit:Activity:2017-2018 Actuals 2018-2019 Adjusted 2019-2020 Requested2019-2020 Recommended2345Use Of Money & Property$10,760$20,000$15,000$15,000Charges For Services443,761500,000500,000500,000$454,520$520,000$515,000$515,000Other Charges$189$1,000$1,000$1,000Expenditure Transfers425,1741,216,450700,000700,000$425,363$1,217,450$701,000$701,000($29,157)$697,450$186,000$186,000Detail by Revenue Category and Expenditure Object1Total RevenueTotal Expenditures/AppropriationsNet CostFiscal Year 2019-2020112100 - CDD/PWD Joint Review Fee Fund Public Protection0350 - CDD/PWD JOINT REVIEW FEE Other ProtectionState Controller Schedules Contra Costa CountyGovernmental Funds198 of 541 Schedule 9County Budget Act Financing Sources and Uses by Budget Unit by ObjectJanuary 2010 Edition, revision #1Group:Function:Budget Unit:Activity:2017-2018 Actuals 2018-2019 Adjusted 2019-2020 Requested2019-2020 Recommended2345License/Permit/Franchises$23,288$50,000$1,000$1,000Use Of Money & Property30,01130,00092,00092,000$53,299$80,000$93,000$93,000Services And Supplies$0$2,403,849$2,562,868$2,562,868Other Charges1400150150$140$2,403,849$2,563,018$2,563,018($53,159)$2,323,849$2,470,018$2,470,018Detail by Revenue Category and Expenditure Object1Total RevenueTotal Expenditures/AppropriationsNet CostContra Costa CountyGovernmental FundsFiscal Year 2019-2020112200 - Drainage Deficiency Fund Public Ways & Facilities0648 - DRAINAGE DEFICIENCY Flood Control & Soil CnsvState Controller Schedules199 of 541 Schedule 9County Budget Act Financing Sources and Uses by Budget Unit by ObjectJanuary 2010 Edition, revision #1Group:Function:Budget Unit:Activity:2017-2018 Actuals 2018-2019 Adjusted 2019-2020 Requested2019-2020 Recommended2345Use Of Money & Property$20,330$30,000$30,000$30,000Charges For Services696,7301,472,3001,000,0001,000,000Miscellaneous Revenue11,550010,00010,000$728,610$1,502,300$1,040,000$1,040,000Other Charges$215$2,300$1,000$1,000Expenditure Transfers1,080,2872,566,5481,000,0001,000,000$1,080,502$2,568,848$1,001,000$1,001,000$351,891$1,066,548($39,000)($39,000)Total Expenditures/AppropriationsNet Cost0649 - PUBLIC WORKSPublic WaysDetail by Revenue Category and Expenditure Object1Total RevenueState Controller SchedulesContra Costa CountyGovernmental FundsFiscal Year 2019-2020112300 - Public Works Fund Public Ways & Facilities200 of 541 Schedule 9County Budget Act Financing Sources and Uses by Budget Unit by ObjectJanuary 2010 Edition, revision #1Group:Function:Budget Unit:Activity:2017-2018 Actuals 2018-2019 Adjusted 2019-2020 Requested2019-2020 Recommended2345Fines/Forfeits/Penalties$1,382,758$500,000$500,000$500,000$1,382,758$500,000$500,000$500,000Salaries And Benefits$0($0)$0$0Services And Supplies5,2123,158,17900Other Charges97000Expenditure Transfers1,102,219737,1371,025,2781,025,278$1,107,527$3,895,315$1,025,278$1,025,278($275,231)$3,395,315$525,278$525,2781Total RevenueTotal Expenditures/AppropriationsNet Cost112400 - DA Consumer Protection FundPublic Protection0247 - DA CONSUMER PROTECTIONJudicialDetail by Revenue Category and Expenditure ObjectState Controller SchedulesContra Costa CountyGovernmental FundsFiscal Year 2019-2020201 of 541 Schedule 9County Budget Act Financing Sources and Uses by Budget Unit by ObjectJanuary 2010 Edition, revision #1Group:Function:Budget Unit:Activity:2017-2018 Actuals 2018-2019 Adjusted 2019-2020 Requested2019-2020 Recommended2345License/Permit/Franchises$113,804$117,852$118,000$118,000Fines/Forfeits/Penalties32,26934,81232,00032,000Miscellaneous Revenue00140,000140,000$146,073$152,664$290,000$290,000Services And Supplies$149,682$198,372$290,000$290,000$149,682$198,372$290,000$290,000$3,609$45,708$0$0Detail by Revenue Category and Expenditure Object1Total RevenueTotal Expenditures/AppropriationsNet CostGovernmental FundsFiscal Year 2019-2020112500 - Domestic Violence Victim Asst Fund Public Assistance0585 - DOM VIOLENCE VICTIM ASIST Other AssistanceState Controller Schedules Contra Costa County202 of 541 Schedule 9County Budget Act Financing Sources and Uses by Budget Unit by ObjectJanuary 2010 Edition, revision #1Group:Function:Budget Unit:Activity:2017-2018 Actuals 2018-2019 Adjusted 2019-2020 Requested2019-2020 Recommended2345Use Of Money & Property$3,177$2,500$2,500$2,500Charges For Services186,335177,500177,500177,500$189,512$180,000$180,000$180,000Services And Supplies$178,438$169,000$169,000$169,000Other Charges7,16711,00011,00011,000$185,605$180,000$180,000$180,000($3,907)$0$0$0Total Expenditures/AppropriationsNet Cost0246 - DISPUTE RESOLUTION PROGRAMJudicialDetail by Revenue Category and Expenditure Object1Total RevenueState Controller SchedulesContra Costa CountyGovernmental FundsFiscal Year 2019-2020112600 - Dispute Resolution Program Fund Public Protection203 of 541 Schedule 9County Budget Act Financing Sources and Uses by Budget Unit by ObjectJanuary 2010 Edition, revision #1Group:Function:Budget Unit:Activity:2017-2018 Actuals 2018-2019 Adjusted 2019-2020 Requested2019-2020 Recommended2345Use Of Money & Property$3,801$3,350$4,000$4,000Intergovernmental Revenue0000Charges For Services370,142361,990375,000375,000Miscellaneous Revenue285,058269,107269,000269,000$659,001$634,447$648,000$648,000Salaries And Benefits$481,130$497,117$476,356$476,356Services And Supplies73,526461,049135,998135,998Other Charges41,49316,56135,64635,646Expenditure Transfers2,483000$598,633$974,727$648,000$648,000($60,368)$340,280$0$01Total RevenueTotal Expenditures/AppropriationsNet Cost112700 - Zero Tolerance- Domestic Violence FundPublic Assistance0586 - ZERO TOLRNCE-DOM VIOLENCEOther AssistanceDetail by Revenue Category and Expenditure ObjectState Controller SchedulesContra Costa CountyGovernmental FundsFiscal Year 2019-2020204 of 541 Schedule 9County Budget Act Financing Sources and Uses by Budget Unit by ObjectJanuary 2010 Edition, revision #1Group:Function:Budget Unit:Activity:2017-2018 Actuals 2018-2019 Adjusted 2019-2020 Requested2019-2020 Recommended2345Charges For Services$9,115$12,000$12,000$12,000Miscellaneous Revenue142,933110,000110,000110,000$152,048$122,000$122,000$122,000Services And Supplies$47,037$686,980$55,000$55,000Other Charges0000$47,037$686,980$55,000$55,000($105,011)$564,980($67,000)($67,000)Detail by Revenue Category and Expenditure Object1Total RevenueTotal Expenditures/AppropriationsNet CostGovernmental FundsFiscal Year 2019-2020112900 - DA Revenue Narcotics Fund Public Protection0244 - D A REVENUE NARCOTICS JudicialState Controller Schedules Contra Costa County205 of 541 Schedule 9County Budget Act Financing Sources and Uses by Budget Unit by ObjectJanuary 2010 Edition, revision #1Group:Function:Budget Unit:Activity:2017-2018 Actuals 2018-2019 Adjusted 2019-2020 Requested2019-2020 Recommended2345Fines/Forfeits/Penalties$200,500$313,012$426,898$426,898$200,500$313,012$426,898$426,898Salaries And Benefits$0$0$0$0Services And Supplies1,1291,053,46600Other Charges126000Expenditure Transfers463,543433,067426,898426,898$464,799$1,486,533$426,898$426,898$264,299$1,173,521$0$0Total Expenditures/AppropriationsNet Cost0251 - DA ENVIRON/OSHAJudicialDetail by Revenue Category and Expenditure Object1Total RevenueState Controller SchedulesContra Costa CountyGovernmental FundsFiscal Year 2019-2020113000 - DA Environment/OSHA Fund Public Protection206 of 541 Schedule 9County Budget Act Financing Sources and Uses by Budget Unit by ObjectJanuary 2010 Edition, revision #1Group:Function:Budget Unit:Activity:2017-2018 Actuals 2018-2019 Adjusted 2019-2020 Requested2019-2020 Recommended2345Use Of Money & Property$2,525$1,800$1,800$1,800Intergovernmental Revenue22,49415,00015,00015,000$25,019$16,800$16,800$16,800Services And Supplies$63,440$61,844$16,800$16,800Fixed Assets106,686000$170,125$61,844$16,800$16,800$145,106$45,044$0$01Total RevenueTotal Expenditures/AppropriationsNet Cost113100 - DA Forfeiture-Fed-DOJ FundPublic Protection0234 - DA FORFEITURE-FED-DOJJudicialDetail by Revenue Category and Expenditure ObjectState Controller SchedulesContra Costa CountyGovernmental FundsFiscal Year 2019-2020207 of 541 Schedule 9County Budget Act Financing Sources and Uses by Budget Unit by ObjectJanuary 2010 Edition, revision #1Group:Function:Budget Unit:Activity:2017-2018 Actuals 2018-2019 Adjusted 2019-2020 Requested2019-2020 Recommended2345Fund Balance$0$0$0$0Use Of Money & Property3,9072,0001,4661,466Miscellaneous Revenue007,0007,000$3,907$2,000$8,466$8,466Services And Supplies$0$0$216,494$216,494Other Charges0010,00010,000Expenditure Transfers47,928240,1282,5002,500$47,928$240,128$228,994$228,994$44,021$238,128$220,528$220,528Detail by Revenue Category and Expenditure Object1Total RevenueTotal Expenditures/AppropriationsNet CostGovernmental FundsFiscal Year 2019-2020113200 - Walden Green Maintenance Fund Public Ways & Facilities0664 - WALDEN GREEN MAINTENANCE Public WaysState Controller Schedules Contra Costa County208 of 541 Schedule 9County Budget Act Financing Sources and Uses by Budget Unit by ObjectJanuary 2010 Edition, revision #1Group:Function:Budget Unit:Activity:2017-2018 Actuals 2018-2019 Adjusted 2019-2020 Requested2019-2020 Recommended2345Charges For Services$432,424$560,000$464,280$464,280$432,424$560,000$464,280$464,280Expenditure Transfers$433,016$560,000$464,280$464,280$433,016$560,000$464,280$464,280$592$0$0$0Total Expenditures/AppropriationsNet Cost0233 - R/ESTATE FRAUD PROSECUTEJudicialDetail by Revenue Category and Expenditure Object1Total RevenueState Controller SchedulesContra Costa CountyGovernmental FundsFiscal Year 2019-2020113300 - R/Estate Fraud Prosecution Fund Public Protection209 of 541 Schedule 9County Budget Act Financing Sources and Uses by Budget Unit by ObjectJanuary 2010 Edition, revision #1Group:Function:Budget Unit:Activity:2017-2018 Actuals 2018-2019 Adjusted 2019-2020 Requested2019-2020 Recommended2345Use Of Money & Property($18,227)$0$0$0Intergovernmental Revenue18,435,77618,769,09318,931,23220,383,000Miscellaneous Revenue45,080000$18,462,629$18,769,093$18,931,232$20,383,000Salaries And Benefits$16,123,738$16,568,447$17,759,605$18,707,089Services And Supplies1,114,816707,767705,147705,147Other Charges827,194796,074679,907679,907Fixed Assets41,900000Expenditure Transfers381,408249,348290,857290,857$18,489,056$18,321,636$19,435,516$20,383,000$26,426($447,457)$504,284$01Total RevenueTotal Expenditures/AppropriationsNet Cost113400 - CCC Dept Child Support Svcs FundPublic Protection0249 - CCC DEPT CHILD SPPRT SVCSOther ProtectionDetail by Revenue Category and Expenditure ObjectState Controller SchedulesContra Costa CountyGovernmental FundsFiscal Year 2019-2020210 of 541 Schedule 9County Budget Act Financing Sources and Uses by Budget Unit by ObjectJanuary 2010 Edition, revision #1Group:Function:Budget Unit:Activity:2017-2018 Actuals 2018-2019 Adjusted 2019-2020 Requested2019-2020 Recommended2345Fines/Forfeits/Penalties$1,633,819$1,566,640$1,530,196$1,530,196Use Of Money & Property12,8604,90913,10913,109$1,646,679$1,571,549$1,543,305$1,543,305Services And Supplies$1,861,310$1,571,549$1,543,305$1,543,305Other Charges0586,55400$1,861,310$2,158,103$1,543,305$1,543,305$214,631$586,554$0$0Detail by Revenue Category and Expenditure Object1Total RevenueTotal Expenditures/AppropriationsNet CostGovernmental FundsFiscal Year 2019-2020113500 - Emergency Med Svcs Fund Health And Sanitation0471 - EMERGENCY MEDICAL SVCS Hospital CareState Controller Schedules Contra Costa County211 of 541 Schedule 9County Budget Act Financing Sources and Uses by Budget Unit by ObjectJanuary 2010 Edition, revision #1Group:Function:Budget Unit:Activity:2017-2018 Actuals 2018-2019 Adjusted 2019-2020 Requested2019-2020 Recommended2345Services And Supplies$0($6)$0$0$0($6)$0$0$0($6)$0$0Net Cost0468 - HLTH SVCS-CHIP AB75 TOBACCOHospital CareDetail by Revenue Category and Expenditure Object1Total Expenditures/AppropriationsState Controller SchedulesContra Costa CountyGovernmental FundsFiscal Year 2019-2020113700 - AB75 Tobacco Tax Fund Health And Sanitation212 of 541 Schedule 9County Budget Act Financing Sources and Uses by Budget Unit by ObjectJanuary 2010 Edition, revision #1Group:Function:Budget Unit:Activity:2017-2018 Actuals 2018-2019 Adjusted 2019-2020 Requested2019-2020 Recommended2345Use Of Money & Property($57)$0$0$0($57)$0$0$0Services And Supplies$0$0$0$0$0$0$0$0$57$0$0$0Total RevenueTotal Expenditures/AppropriationsNet CostHealth And Sanitation0469 - HLTH-CHIP/AB75 TOBACCO Hospital CareDetail by Revenue Category and Expenditure Object1State Controller Schedules Contra Costa CountyGovernmental FundsFiscal Year 2019-2020113700 - AB75 Tobacco Tax Fund213 of 541 Schedule 9County Budget Act Financing Sources and Uses by Budget Unit by ObjectJanuary 2010 Edition, revision #1Group:Function:Budget Unit:Activity:2017-2018 Actuals 2018-2019 Adjusted 2019-2020 Requested2019-2020 Recommended2345Fines/Forfeits/Penalties$11,185$11,600$11,095$11,095Use Of Money & Property947830880880Charges For Services2,8033,0253,0253,025$14,934$15,455$15,000$15,000Services And Supplies$0$367,249$724$724Other Charges7505050Expenditure Transfers014,68114,22614,226$7$381,980$15,000$15,000($14,927)$366,525$0$0Detail by Revenue Category and Expenditure Object1Total RevenueTotal Expenditures/AppropriationsNet CostFiscal Year 2019-2020113900 - Traffic Safety Fund Public Protection0368 - TRAFFIC SAFETY Other ProtectionState Controller Schedules Contra Costa CountyGovernmental Funds214 of 541 Schedule 9County Budget Act Financing Sources and Uses by Budget Unit by ObjectJanuary 2010 Edition, revision #1Group:Function:Budget Unit:Activity:2017-2018 Actuals 2018-2019 Adjusted 2019-2020 Requested2019-2020 Recommended2345Fines/Forfeits/Penalties$353,148$340,000$328,534$328,534Charges For Services658,545837,250837,645837,645Miscellaneous Revenue0000$1,011,693$1,177,250$1,166,179$1,166,179Services And Supplies$21,357$2,588,464$2,616,538$2,616,538Other Charges203,662294,630311,641311,641Fixed Assets0000Expenditure Transfers782,100900,000900,000900,000$1,007,120$3,783,094$3,828,179$3,828,179($4,573)$2,605,844$2,662,000$2,662,000Detail by Revenue Category and Expenditure Object1Total RevenueTotal Expenditures/AppropriationsNet CostContra Costa CountyGovernmental FundsFiscal Year 2019-2020114000 - Public Protection-Spec Rev Fund Public Protection0260 - AUTOMATED ID & WARRANT Police ProtectionState Controller Schedules215 of 541 Schedule 9County Budget Act Financing Sources and Uses by Budget Unit by ObjectJanuary 2010 Edition, revision #1Group:Function:Budget Unit:Activity:2017-2018 Actuals 2018-2019 Adjusted 2019-2020 Requested2019-2020 Recommended2345Miscellaneous Revenue$59,622$100,000$100,000$100,000$59,622$100,000$100,000$100,000Services And Supplies$47$4,580$4,580$4,580Other Charges339420420420Expenditure Transfers0310,70695,00095,000$386$315,706$100,000$100,000($59,236)$215,706$0$0Total Expenditures/AppropriationsNet Cost0253 - SHER NARC FRFEIT-ST/LOCALPolice ProtectionDetail by Revenue Category and Expenditure Object1Total RevenueState Controller SchedulesContra Costa CountyGovernmental FundsFiscal Year 2019-2020114100 - Sheriff Nar Forfeit-ST/Local Fund Public Protection216 of 541 Schedule 9County Budget Act Financing Sources and Uses by Budget Unit by ObjectJanuary 2010 Edition, revision #1Group:Function:Budget Unit:Activity:2017-2018 Actuals 2018-2019 Adjusted 2019-2020 Requested2019-2020 Recommended2345Use Of Money & Property$6,006$5,000$5,000$5,000Miscellaneous Revenue1,0515001,0001,000$7,057$5,500$6,000$6,000Services And Supplies$0$5,490$5,990$5,990Other Charges7101010Expenditure Transfers139,500369,14500$139,507$374,645$6,000$6,000$132,450$369,145$0$01Total RevenueTotal Expenditures/AppropriationsNet Cost114200 - Sheriff Forfeit-Fed-DoJ FundPublic Protection0252 - SHER FORFEIT-FED-DOJPolice ProtectionDetail by Revenue Category and Expenditure ObjectState Controller SchedulesContra Costa CountyGovernmental FundsFiscal Year 2019-2020217 of 541 Schedule 9County Budget Act Financing Sources and Uses by Budget Unit by ObjectJanuary 2010 Edition, revision #1Group:Function:Budget Unit:Activity:2017-2018 Actuals 2018-2019 Adjusted 2019-2020 Requested2019-2020 Recommended2345Miscellaneous Revenue$3,240,331$3,466,193$3,598,995$3,598,995$3,240,331$3,466,193$3,598,995$3,598,995Other Charges$3,240,331$3,466,193$3,598,995$3,598,995$3,240,331$3,466,193$3,598,995$3,598,995$0$0$0$0Detail by Revenue Category and Expenditure Object1Total RevenueTotal Expenditures/AppropriationsNet CostGovernmental FundsFiscal Year 2019-2020114300 - Sup Law Enforcement Svcs Fund Public Protection0264 - SLESF-FRONT LINE ENF-CITY Police ProtectionState Controller Schedules Contra Costa County218 of 541 Schedule 9County Budget Act Financing Sources and Uses by Budget Unit by ObjectJanuary 2010 Edition, revision #1Group:Function:Budget Unit:Activity:2017-2018 Actuals 2018-2019 Adjusted 2019-2020 Requested2019-2020 Recommended2345Miscellaneous Revenue$442,481$483,326$503,000$503,000$442,481$483,326$503,000$503,000Other Charges$1,590$1,600$1,600$1,600Expenditure Transfers442,481483,007501,400501,400$444,071$484,607$503,000$503,000$1,590$1,281$0$0Total Expenditures/AppropriationsNet Cost0262 - SLESF-JAIL CONSTR & OPSDetention & CorrectionDetail by Revenue Category and Expenditure Object1Total RevenueState Controller SchedulesContra Costa CountyGovernmental FundsFiscal Year 2019-2020114300 - Sup Law Enforcement Svcs Fund Public Protection219 of 541 Schedule 9County Budget Act Financing Sources and Uses by Budget Unit by ObjectJanuary 2010 Edition, revision #1Group:Function:Budget Unit:Activity:2017-2018 Actuals 2018-2019 Adjusted 2019-2020 Requested2019-2020 Recommended2345Miscellaneous Revenue$307,197$403,300$414,000$414,000$307,197$403,300$414,000$414,000Other Charges$1,018$1,200$1,200$1,200Expenditure Transfers307,463401,486412,800412,800$308,481$402,686$414,000$414,000$1,283($614)$0$01Total RevenueTotal Expenditures/AppropriationsNet Cost114300 - Sup Law Enforcement Svcs FundPublic Protection0263 - SLESF-FRONT LINE ENF-CO Police ProtectionDetail by Revenue Category and Expenditure ObjectState Controller Schedules Contra Costa CountyGovernmental FundsFiscal Year 2019-2020220 of 541 Schedule 9County Budget Act Financing Sources and Uses by Budget Unit by ObjectJanuary 2010 Edition, revision #1Group:Function:Budget Unit:Activity:2017-2018 Actuals 2018-2019 Adjusted 2019-2020 Requested2019-2020 Recommended2345Miscellaneous Revenue$4,295,934$4,692,483$4,880,523$4,880,523$4,295,934$4,692,483$4,880,523$4,880,523Expenditure Transfers$2,885,134$6,863,818$4,880,523$4,880,523$2,885,134$6,863,818$4,880,523$4,880,523($1,410,800)$2,171,335$0$0Detail by Revenue Category and Expenditure Object1Total RevenueTotal Expenditures/AppropriationsNet CostGovernmental FundsFiscal Year 2019-2020114300 - Sup Law Enforcement Svcs Fund Public Protection0311 - SLESF-PROBATION Detention & CorrectionState Controller Schedules Contra Costa County221 of 541 Schedule 9County Budget Act Financing Sources and Uses by Budget Unit by ObjectJanuary 2010 Edition, revision #1Group:Function:Budget Unit:Activity:2017-2018 Actuals 2018-2019 Adjusted 2019-2020 Requested2019-2020 Recommended2345Fines/Forfeits/Penalties$373$0$0$0Miscellaneous Revenue442,481483,326503,000503,000$442,854$483,326$503,000$503,000Other Charges$1,590$1,600$1,600$1,600Expenditure Transfers442,481483,234501,400501,400$444,071$484,834$503,000$503,000$1,217$1,508$0$0Total Expenditures/AppropriationsNet Cost0241 - SLESF-CRIM PROSECUTIONJudicialDetail by Revenue Category and Expenditure Object1Total RevenueState Controller SchedulesContra Costa CountyGovernmental FundsFiscal Year 2019-2020114300 - Sup Law Enforcement Svcs Fund Public Protection222 of 541 Schedule 9County Budget Act Financing Sources and Uses by Budget Unit by ObjectJanuary 2010 Edition, revision #1Group:Function:Budget Unit:Activity:2017-2018 Actuals 2018-2019 Adjusted 2019-2020 Requested2019-2020 Recommended2345Use Of Money & Property$947$750$1,000$1,000Miscellaneous Revenue01,0001,0001,000$947$1,750$2,000$2,000Other Charges$7$100$100$100Expenditure Transfers0225,9891,9001,900$7$226,089$2,000$2,000($940)$224,339$0$01Total RevenueTotal Expenditures/AppropriationsNet Cost114500 - Sheriff Forfeit-Fed Treasury FundPublic Protection0268 - SHER FORFEIT-FED TREASURYPolice ProtectionDetail by Revenue Category and Expenditure ObjectState Controller SchedulesContra Costa CountyGovernmental FundsFiscal Year 2019-2020223 of 541 Schedule 9County Budget Act Financing Sources and Uses by Budget Unit by ObjectJanuary 2010 Edition, revision #1Group:Function:Budget Unit:Activity:2017-2018 Actuals 2018-2019 Adjusted 2019-2020 Requested2019-2020 Recommended2345Use Of Money & Property$1,123,555$417,389$1,706,462$1,706,462Intergovernmental Revenue46,082,52250,096,00553,044,88753,044,887$47,206,077$50,513,394$54,751,349$54,751,349Expenditure Transfers$40,473,083$50,513,394$54,751,349$54,751,349$40,473,083$50,513,394$54,751,349$54,751,349($6,732,994)$0$0$0Detail by Revenue Category and Expenditure Object1Total RevenueTotal Expenditures/AppropriationsNet CostGovernmental FundsFiscal Year 2019-2020114600 - PROP 63 MH Svcs Fund Health And Sanitation0475 - PROP 63 MH SVCS ACCT Hospital CareState Controller Schedules Contra Costa County224 of 541 Schedule 9County Budget Act Financing Sources and Uses by Budget Unit by ObjectJanuary 2010 Edition, revision #1Group:Function:Budget Unit:Activity:2017-2018 Actuals 2018-2019 Adjusted 2019-2020 Requested2019-2020 Recommended2345Use Of Money & Property$20,159$1,000$1,000$1,000Charges For Services26,26734,00034,00034,000Miscellaneous Revenue1,925,0991,306,0001,306,0001,306,000$1,971,526$1,341,000$1,341,000$1,341,000Salaries And Benefits$742,808$993,876$830,653$830,653Services And Supplies377,3592,927,582588,367588,367Other Charges15,9372,9928,9808,980Fixed Assets0000$1,136,104$3,924,451$1,428,000$1,428,000($835,422)$2,583,451$87,000$87,000Total Expenditures/AppropriationsNet Cost0273 - PRISONERS WELFAREDetention & CorrectionDetail by Revenue Category and Expenditure Object1Total RevenueState Controller SchedulesContra Costa CountyGovernmental FundsFiscal Year 2019-2020114700 - Prisoners Welfare Fund Public Protection225 of 541 Schedule 9County Budget Act Financing Sources and Uses by Budget Unit by ObjectJanuary 2010 Edition, revision #1Group:Function:Budget Unit:Activity:2017-2018 Actuals 2018-2019 Adjusted 2019-2020 Requested2019-2020 Recommended2345Fund Balance$0$0$0$0Miscellaneous Revenue74,39473,57867,00067,000$74,394$73,578$67,000$67,000Services And Supplies$86,739$153,433$106,003$106,003Other Charges30,33332,00030,33430,334$117,072$185,433$136,337$136,337$42,678$111,855$69,337$69,3371Total RevenueTotal Expenditures/AppropriationsNet Cost114900 - Probation Officers Special FundPublic Protection0313 - PROBATION OFFICERS SPECIAL FUNDDetention & CorrectionDetail by Revenue Category and Expenditure ObjectState Controller Schedules Contra Costa CountyGovernmental FundsFiscal Year 2019-2020226 of 541 Schedule 9County Budget Act Financing Sources and Uses by Budget Unit by ObjectJanuary 2010 Edition, revision #1Group:Function:Budget Unit:Activity:2017-2018 Actuals 2018-2019 Adjusted 2019-2020 Requested2019-2020 Recommended2345Use Of Money & Property$51,970$25,000$52,000$52,000$51,970$25,000$52,000$52,000($51,970)($25,000)($52,000)($52,000)Detail by Revenue Category and Expenditure Object1Total RevenueNet CostGovernmental FundsFiscal Year 2019-2020115000 - Automated Sys Development Fund General County Revenue0009 - REVENUE-AUTOMATED SYS DEV General County RevenueState Controller Schedules Contra Costa County227 of 541 Schedule 9County Budget Act Financing Sources and Uses by Budget Unit by ObjectJanuary 2010 Edition, revision #1Group:Function:Budget Unit:Activity:2017-2018 Actuals 2018-2019 Adjusted 2019-2020 Requested2019-2020 Recommended2345Expenditure Transfers$200,000$200,000$200,000$200,000$200,000$200,000$200,000$200,000$200,000$200,000$200,000$200,000Detail by Revenue Category and Expenditure Object1Total Expenditures/AppropriationsNet CostGovernmental FundsFiscal Year 2019-2020115000 - Automated Sys Development Fund General0011 - AUTOMATED SYSTEMS DVLPMNT FinanceState Controller Schedules Contra Costa County228 of 541 Schedule 9County Budget Act Financing Sources and Uses by Budget Unit by ObjectJanuary 2010 Edition, revision #1Group:Function:Budget Unit:Activity:2017-2018 Actuals 2018-2019 Adjusted 2019-2020 Requested2019-2020 Recommended2345Use Of Money & Property$44,647$0$0$0$44,647$0$0$0Expenditure Transfers$0$3,019,512$3,019,512$3,019,512$0$3,019,512$3,019,512$3,019,512($44,647)$3,019,512$3,019,512$3,019,512Detail by Revenue Category and Expenditure Object1Total RevenueTotal Expenditures/AppropriationsNet CostGovernmental FundsFiscal Year 2019-2020115100 - Property Tax Admin Fund General0017 - PROPERTY TAX ADMIN FinanceState Controller Schedules Contra Costa County229 of 541 Schedule 9County Budget Act Financing Sources and Uses by Budget Unit by ObjectJanuary 2010 Edition, revision #1Group:Function:Budget Unit:Activity:2017-2018 Actuals 2018-2019 Adjusted 2019-2020 Requested2019-2020 Recommended2345Fund Balance$0$1,500,000$0$0Intergovernmental Revenue53,241,34357,132,93560,648,15660,648,156$53,241,343$58,632,935$60,648,156$60,648,156Expenditure Transfers$55,211,769$60,323,286$61,827,242$61,827,242$55,211,769$60,323,286$61,827,242$61,827,242$1,970,426$1,690,351$1,179,086$1,179,086Total Expenditures/AppropriationsNet Cost0295 - LAW ENFORCEMENT SVCS ACCTOther ProtectionDetail by Revenue Category and Expenditure Object1Total RevenueState Controller SchedulesContra Costa CountyGovernmental FundsFiscal Year 2019-2020115300 - Cnty Local Rev Fund Public Protection230 of 541 Schedule 9County Budget Act Financing Sources and Uses by Budget Unit by ObjectJanuary 2010 Edition, revision #1Group:Function:Budget Unit:Activity:2017-2018 Actuals 2018-2019 Adjusted 2019-2020 Requested2019-2020 Recommended2345Intergovernmental Revenue$111,373,722$115,962,210$122,816,786$122,816,786Miscellaneous Revenue385,803000$111,759,525$115,962,210$122,816,786$122,816,786Expenditure Transfers$108,645,496$115,962,210$122,816,786$122,816,786$108,645,496$115,962,210$122,816,786$122,816,786($3,114,029)$0$0$01Total RevenueTotal Expenditures/AppropriationsNet Cost115300 - Cnty Local Rev FundPublic Assistance0296 - SUPPORT SERVICESAid ProgramsDetail by Revenue Category and Expenditure ObjectState Controller SchedulesContra Costa CountyGovernmental FundsFiscal Year 2019-2020231 of 541 Schedule 9County Budget Act Financing Sources and Uses by Budget Unit by ObjectJanuary 2010 Edition, revision #1Group:Function:Budget Unit:Activity:2017-2018 Actuals 2018-2019 Adjusted 2019-2020 Requested2019-2020 Recommended2345Fines/Forfeits/Penalties$5,181$400$400$400$5,181$400$400$400Expenditure Transfers$0$5,781$5,400$5,400$0$5,781$5,400$5,400($5,181)$5,381$5,000$5,000Detail by Revenue Category and Expenditure Object1Total RevenueTotal Expenditures/AppropriationsNet CostGovernmental FundsFiscal Year 2019-2020115400 - Obscene Matter-Minors Fund Public Protection0254 - OBSCENE MATTER-MINORS JudicialState Controller Schedules Contra Costa County232 of 541 Schedule 9County Budget Act Financing Sources and Uses by Budget Unit by ObjectJanuary 2010 Edition, revision #1Group:Function:Budget Unit:Activity:2017-2018 Actuals 2018-2019 Adjusted 2019-2020 Requested2019-2020 Recommended2345Intergovernmental Revenue$1,640,231$1,805,376$1,908,674$1,908,674Charges For Services10000Miscellaneous Revenue415,616460,328434,326434,326$2,055,856$2,265,704$2,343,000$2,343,000Salaries And Benefits$1,403,744$1,589,282$1,653,622$1,653,622Services And Supplies171,726155,609170,751170,751Other Charges480,376520,813518,627518,627Expenditure Transfers1099,88400$2,055,856$2,365,588$2,343,000$2,343,000($0)$99,884$0$0Total Expenditures/AppropriationsNet Cost0508 - IHSS PUBLIC AUTHORITYAid ProgramsDetail by Revenue Category and Expenditure Object1Total RevenueState Controller SchedulesContra Costa CountyGovernmental FundsFiscal Year 2019-2020115500 - IHSS Public Authority Fund Public Assistance233 of 541 Schedule 9County Budget Act Financing Sources and Uses by Budget Unit by ObjectJanuary 2010 Edition, revision #1Group:Function:Budget Unit:Activity:2017-2018 Actuals 2018-2019 Adjusted 2019-2020 Requested2019-2020 Recommended2345Fines/Forfeits/Penalties$235,130$270,000$270,000$270,000$235,130$270,000$270,000$270,000Expenditure Transfers$235,130$508,258$270,000$270,000$235,130$508,258$270,000$270,000($0)$238,258$0$01Total RevenueTotal Expenditures/AppropriationsNet Cost115600 - DNA Identification FundPublic Protection0275 - DNA IDENTIFICATION FUNDPolice ProtectionDetail by Revenue Category and Expenditure ObjectState Controller SchedulesContra Costa CountyGovernmental FundsFiscal Year 2019-2020234 of 541 Schedule 9County Budget Act Financing Sources and Uses by Budget Unit by ObjectJanuary 2010 Edition, revision #1Group:Function:Budget Unit:Activity:2017-2018 Actuals 2018-2019 Adjusted 2019-2020 Requested2019-2020 Recommended2345Intergovernmental Revenue$4,573,373$4,584,144$4,573,373$4,573,373$4,573,373$4,584,144$4,573,373$4,573,373Expenditure Transfers$2,902,548$6,254,969$3,741,263$3,741,263$2,902,548$6,254,969$3,741,263$3,741,263($1,670,825)$1,670,825($832,110)($832,110)Detail by Revenue Category and Expenditure Object1Total RevenueTotal Expenditures/AppropriationsNet CostGovernmental FundsFiscal Year 2019-2020115700 - Comm Corr Performance Inctv Fund Public Protection0477 - CCPIFDetention & CorrectionState Controller Schedules Contra Costa County235 of 541 Schedule 9County Budget Act Financing Sources and Uses by Budget Unit by ObjectJanuary 2010 Edition, revision #1Group:Function:Budget Unit:Activity:2017-2018 Actuals 2018-2019 Adjusted 2019-2020 Requested2019-2020 Recommended2345Use Of Money & Property$10,970$0$6,000$6,000Charges For Services715,352600,000749,250749,250Miscellaneous Revenue746000$727,069$600,000$755,250$755,250Services And Supplies$112,166$0$511,075$511,075Other Charges42,674044,17544,175Expenditure Transfers189,0251,531,112200,000200,000$343,866$1,531,112$755,250$755,250($383,203)$931,112$0$0Total Expenditures/AppropriationsNet Cost0478 - NO RICH WST&RCVY MTGN FEEOther GeneralDetail by Revenue Category and Expenditure Object1Total RevenueState Controller SchedulesContra Costa CountyGovernmental FundsFiscal Year 2019-2020115800 - NO Rich Wst&Rcvy Mitigation Fee Fund General236 of 541 Schedule 9County Budget Act Financing Sources and Uses by Budget Unit by ObjectJanuary 2010 Edition, revision #1Group:Function:Budget Unit:Activity:2017-2018 Actuals 2018-2019 Adjusted 2019-2020 Requested2019-2020 Recommended2345Use Of Money & Property$62,697$651,000$651,000$651,000Miscellaneous Revenue164,16710,604,15010,604,15010,604,150$226,864$11,255,150$11,255,150$11,255,150Services And Supplies$684,717$5,155,150$5,155,150$5,155,150Other Charges72,2663,100,0003,100,0003,100,000Expenditure Transfers51,6113,000,0003,000,0003,000,000$808,593$11,255,150$11,255,150$11,255,150$581,729$0$0$01Total RevenueTotal Expenditures/AppropriationsNet Cost115900 - L/M HSG Asset Fd-LMI FundPublic Assistance0479 - L/M HSG ASSET FD-LMIHAFOther AssistanceDetail by Revenue Category and Expenditure ObjectState Controller SchedulesContra Costa CountyGovernmental FundsFiscal Year 2019-2020237 of 541 Schedule 9County Budget Act Financing Sources and Uses by Budget Unit by ObjectJanuary 2010 Edition, revision #1Group:Function:Budget Unit:Activity:2017-2018 Actuals 2018-2019 Adjusted 2019-2020 Requested2019-2020 Recommended2345License/Permit/Franchises$346,641$400,000$400,000$400,000$346,641$400,000$400,000$400,000Services And Supplies$0$2,310,392$2,657,614$2,657,614Other Charges98,871252,024154,000154,000Expenditure Transfers1,278100,00050,00050,000$100,150$2,662,416$2,861,614$2,861,614($246,492)$2,262,416$2,461,614$2,461,614Detail by Revenue Category and Expenditure Object1Total RevenueTotal Expenditures/AppropriationsNet CostGovernmental FundsFiscal Year 2019-2020116000 - Bailey Rd Mntc Surcharge Fund Public Ways & Facilities0660 - BAILEY RD MNTC SURCHARGE Public WaysState Controller Schedules Contra Costa County238 of 541 Schedule 9County Budget Act Financing Sources and Uses by Budget Unit by ObjectJanuary 2010 Edition, revision #1Group:Function:Budget Unit:Activity:2017-2018 Actuals 2018-2019 Adjusted 2019-2020 Requested2019-2020 Recommended2345Use Of Money & Property$6,281$0$8,000$8,000Intergovernmental Revenue421,600300,000492,000492,000Charges For Services252000Miscellaneous Revenue255,974000$684,106$300,000$500,000$500,000Services And Supplies($2,562)$1,079,545$0$0Expenditure Transfers00500,000500,000($2,562)$1,079,545$500,000$500,000($686,669)$779,545$0$0Total Expenditures/AppropriationsNet Cost0561 - HOME INVSTMT PRTNRSHP ACTOther AssistanceDetail by Revenue Category and Expenditure Object1Total RevenueState Controller SchedulesContra Costa CountyGovernmental FundsFiscal Year 2019-2020116100 - Home Invstmt Prtnrshp Act Fund Public Assistance239 of 541 Schedule 9County Budget Act Financing Sources and Uses by Budget Unit by ObjectJanuary 2010 Edition, revision #1Group:Function:Budget Unit:Activity:2017-2018 Actuals 2018-2019 Adjusted 2019-2020 Requested2019-2020 Recommended2345License/Permit/Franchises$17,092$0$17,092$17,092$17,092$0$17,092$17,092Services And Supplies$0$12,092$17,092$17,092$0$12,092$17,092$17,092($17,092)$12,092$0$0Total Expenditures/AppropriationsNet Cost0282 - SB1186 CERT ACCESS PRGMOther ProtectionDetail by Revenue Category and Expenditure Object1Total RevenueState Controller SchedulesContra Costa CountyGovernmental FundsFiscal Year 2019-2020116200 - CASP Cert & training fund Public Protection240 of 541 Schedule 9County Budget Act Financing Sources and Uses by Budget Unit by ObjectJanuary 2010 Edition, revision #1Group:Function:Budget Unit:Activity:2017-2018 Actuals 2018-2019 Adjusted 2019-2020 Requested2019-2020 Recommended2345Taxes Current Property$27,908,156$28,673,351$30,410,610$30,410,610Taxes Other Than Cur Prop(89,005)(75,118)(75,118)(75,118)Intergovernmental Revenue883,260343,681493,508493,508$28,702,411$28,941,914$30,829,000$30,829,000($28,702,411)($28,941,914)($30,829,000)($30,829,000)1Total RevenueNet Cost120600 - County Library FundEducation0008 - REVENUE CO LIBRARY TAXESLibrary ServicesDetail by Revenue Category and Expenditure ObjectState Controller SchedulesContra Costa CountyGovernmental FundsFiscal Year 2019-2020241 of 541 Schedule 9County Budget Act Financing Sources and Uses by Budget Unit by ObjectJanuary 2010 Edition, revision #1Group:Function:Budget Unit:Activity:2017-2018 Actuals 2018-2019 Adjusted 2019-2020 Requested2019-2020 Recommended2345Fixed Assets$167,694$0$0$0$167,694$0$0$0$167,694$0$0$0Detail by Revenue Category and Expenditure Object1Total Expenditures/AppropriationsNet CostFiscal Year 2019-2020120600 - County Library Fund General0113 - PLANT ACQUIS-LIBRARY FUND Plant AcquisitionState Controller Schedules Contra Costa CountyGovernmental Funds242 of 541 Schedule 9County Budget Act Financing Sources and Uses by Budget Unit by ObjectJanuary 2010 Edition, revision #1Group:Function:Budget Unit:Activity:2017-2018 Actuals 2018-2019 Adjusted 2019-2020 Requested2019-2020 Recommended2345Use Of Money & Property$100,532$87,227$82,648$82,648Intergovernmental Revenue145,46699,000100,250100,250Charges For Services217,011207,108125,000125,000Miscellaneous Revenue221,834270,00032,00032,000$684,843$663,335$339,898$339,898Salaries And Benefits$7,279,885$9,108,413$9,340,507$9,340,507Services And Supplies4,459,7857,010,2143,497,1163,497,116Other Charges1,530,7861,721,1491,400,6101,400,610Fixed Assets148,582380,040300,000300,000Expenditure Transfers45,44347,44346,66546,665$13,464,481$18,267,259$14,584,898$14,584,898$12,779,638$17,603,924$14,245,000$14,245,000Detail by Revenue Category and Expenditure Object1Total RevenueTotal Expenditures/AppropriationsNet CostGovernmental FundsFiscal Year 2019-2020120600 - County Library Fund Education0620 - LIBRARY-ADMIN & SUPPORT SVCS Library ServicesState Controller Schedules Contra Costa County243 of 541 Schedule 9County Budget Act Financing Sources and Uses by Budget Unit by ObjectJanuary 2010 Edition, revision #1Group:Function:Budget Unit:Activity:2017-2018 Actuals 2018-2019 Adjusted 2019-2020 Requested2019-2020 Recommended2345Use Of Money & Property$1,715$1,960$1,960$1,960Intergovernmental Revenue2,011,1952,564,3563,231,9503,231,950Charges For Services334,103336,965141,530141,530Miscellaneous Revenue1,062,058297,154311,662311,662$3,409,071$3,200,435$3,687,102$3,687,102Salaries And Benefits$12,782,333$15,519,999$16,136,002$16,136,002Services And Supplies1,445,6244,072,5062,887,7132,887,713Other Charges1,347,1154,222,0711,247,3871,247,387Fixed Assets0100,00000$15,575,071$23,914,576$20,271,102$20,271,102$12,166,000$20,714,141$16,584,000$16,584,000Total Expenditures/AppropriationsNet Cost0621 - LIBRARY-COMMUNITY SERVICESLibrary ServicesDetail by Revenue Category and Expenditure Object1Total RevenueState Controller SchedulesContra Costa CountyGovernmental FundsFiscal Year 2019-2020120600 - County Library Fund Education244 of 541 Schedule 9County Budget Act Financing Sources and Uses by Budget Unit by ObjectJanuary 2010 Edition, revision #1Group:Function:Budget Unit:Activity:2017-2018 Actuals 2018-2019 Adjusted 2019-2020 Requested2019-2020 Recommended2345Use Of Money & Property$2,395$500$500$500$2,395$500$500$500Other Charges$50$256,131$500$500$50$256,131$500$500($2,345)$255,631$0$01Total RevenueTotal Expenditures/AppropriationsNet Cost120700 - Casey Library Gift FundEducation0622 - CASEY LIBRARY GIFT Library ServicesDetail by Revenue Category and Expenditure ObjectState Controller Schedules Contra Costa CountyGovernmental FundsFiscal Year 2019-2020245 of 541 Schedule 9County Budget Act Financing Sources and Uses by Budget Unit by ObjectJanuary 2010 Edition, revision #1Group:Function:Budget Unit:Activity:2017-2018 Actuals 2018-2019 Adjusted 2019-2020 Requested2019-2020 Recommended2345Charges For Services$4,944$5,000$5,000$5,000$4,944$5,000$5,000$5,000Other Charges$0$3,708$1,000$1,000Expenditure Transfers47,5555,0004,0004,000$47,555$8,708$5,000$5,000$42,611$3,708$0$0Detail by Revenue Category and Expenditure Object1Total RevenueTotal Expenditures/AppropriationsNet CostGovernmental FundsFiscal Year 2019-2020123100 - Hercul/Rodeo Crock A of B Public Ways & Facilities0631 - HERCUL/RODEO/CROCK A OF B Public WaysState Controller Schedules Contra Costa County246 of 541 Schedule 9County Budget Act Financing Sources and Uses by Budget Unit by ObjectJanuary 2010 Edition, revision #1Group:Function:Budget Unit:Activity:2017-2018 Actuals 2018-2019 Adjusted 2019-2020 Requested2019-2020 Recommended2345Use Of Money & Property$47$100$150$150Charges For Services44,3704,90050,00050,000$44,417$5,000$50,150$50,150Other Charges$4$0$1,000$1,000Expenditure Transfers18,1215,00040,00040,000$18,125$5,000$41,000$41,000($26,292)$0($9,150)($9,150)Total Expenditures/AppropriationsNet Cost0632 - WEST COUNTY AREA OF BENEFPublic WaysDetail by Revenue Category and Expenditure Object1Total RevenueState Controller SchedulesContra Costa CountyGovernmental FundsFiscal Year 2019-2020123200 - West County Area of Benefit Public Ways & Facilities247 of 541 Schedule 9County Budget Act Financing Sources and Uses by Budget Unit by ObjectJanuary 2010 Edition, revision #1Group:Function:Budget Unit:Activity:2017-2018 Actuals 2018-2019 Adjusted 2019-2020 Requested2019-2020 Recommended2345Use Of Money & Property$26,060$10,000$30,000$30,000Charges For Services1,297,57210,00060,00060,000$1,323,632$20,000$90,000$90,000Other Charges$237$500$600$600Expenditure Transfers254,589105,000100,000100,000$254,826$105,500$100,600$100,600($1,068,806)$85,500$10,600$10,6001Total RevenueTotal Expenditures/AppropriationsNet Cost123400 - North Richmond AOBPublic Ways & Facilities0634 - NORTH RICHMOND AOBPublic WaysDetail by Revenue Category and Expenditure ObjectState Controller SchedulesContra Costa CountyGovernmental FundsFiscal Year 2019-2020248 of 541 Schedule 9County Budget Act Financing Sources and Uses by Budget Unit by ObjectJanuary 2010 Edition, revision #1Group:Function:Budget Unit:Activity:2017-2018 Actuals 2018-2019 Adjusted 2019-2020 Requested2019-2020 Recommended2345Use Of Money & Property$42,715$30,000$60,000$60,000Charges For Services36,89740,000120,000120,000Miscellaneous Revenue11,959000$91,571$70,000$180,000$180,000Other Charges$454$500$1,000$1,000Expenditure Transfers12,665117,00080,00080,000$13,119$117,500$81,000$81,000($78,452)$47,500($99,000)($99,000)Detail by Revenue Category and Expenditure Object1Total RevenueTotal Expenditures/AppropriationsNet CostGovernmental FundsFiscal Year 2019-2020124000 - Martinez Area of Benefit Public Ways & Facilities0635 - MARTINEZ AREA OF BENEFIT Public WaysState Controller Schedules Contra Costa County249 of 541 Schedule 9County Budget Act Financing Sources and Uses by Budget Unit by ObjectJanuary 2010 Edition, revision #1Group:Function:Budget Unit:Activity:2017-2018 Actuals 2018-2019 Adjusted 2019-2020 Requested2019-2020 Recommended2345Use Of Money & Property$9,078$1,000$12,000$12,000Charges For Services05,0005,0005,000$9,078$6,000$17,000$17,000Other Charges$187$100$200$200Expenditure Transfers076,000125,438125,438$187$76,100$125,638$125,638($8,891)$70,100$108,638$108,638Total Expenditures/AppropriationsNet Cost0636 - BRIONES AREA OF BENEFITPublic WaysDetail by Revenue Category and Expenditure Object1Total RevenueState Controller SchedulesContra Costa CountyGovernmental FundsFiscal Year 2019-2020124100 - Briones Area of Benefit Public Ways & Facilities250 of 541 Schedule 9County Budget Act Financing Sources and Uses by Budget Unit by ObjectJanuary 2010 Edition, revision #1Group:Function:Budget Unit:Activity:2017-2018 Actuals 2018-2019 Adjusted 2019-2020 Requested2019-2020 Recommended2345Use Of Money & Property$59,615$30,000$75,000$75,000Charges For Services146,807150,000150,000150,000Miscellaneous Revenue0100,00000$206,422$280,000$225,000$225,000Other Charges$309$1,000$1,000$1,000Expenditure Transfers25,869279,00010,00010,000$26,178$280,000$11,000$11,000($180,244)($0)($214,000)($214,000)1Total RevenueTotal Expenditures/AppropriationsNet Cost124200 - Central Co Area/BenefitPublic Ways & Facilities0637 - CENTRAL CO AREA/BENEFITPublic WaysDetail by Revenue Category and Expenditure ObjectState Controller SchedulesContra Costa CountyGovernmental FundsFiscal Year 2019-2020251 of 541 Schedule 9County Budget Act Financing Sources and Uses by Budget Unit by ObjectJanuary 2010 Edition, revision #1Group:Function:Budget Unit:Activity:2017-2018 Actuals 2018-2019 Adjusted 2019-2020 Requested2019-2020 Recommended2345Use Of Money & Property$19$100$100$100Charges For Services44,72630,00050,00050,000$44,745$30,100$50,100$50,100Other Charges$4$100$100$100Expenditure Transfers236,55730,00010,00010,000$236,561$30,100$10,100$10,100$191,816$0($40,000)($40,000)Detail by Revenue Category and Expenditure Object1Total RevenueTotal Expenditures/AppropriationsNet CostGovernmental FundsFiscal Year 2019-2020124300 - So Wal Crk Area of Benefit Public Ways & Facilities0638 - SO WAL CRK AREA OF BENEFT Public WaysState Controller Schedules Contra Costa County252 of 541 Schedule 9County Budget Act Financing Sources and Uses by Budget Unit by ObjectJanuary 2010 Edition, revision #1Group:Function:Budget Unit:Activity:2017-2018 Actuals 2018-2019 Adjusted 2019-2020 Requested2019-2020 Recommended2345Use Of Money & Property$11,306$1,000$20,000$20,000Charges For Services134,072250,000250,000250,000$145,378$251,000$270,000$270,000Other Charges$190$200$200$200Expenditure Transfers25,739250,80010,00010,000$25,929$251,000$10,200$10,200($119,449)($0)($259,800)($259,800)Total Expenditures/AppropriationsNet Cost0641 - ALAMO AREA OF BENEFITPublic WaysDetail by Revenue Category and Expenditure Object1Total RevenueState Controller SchedulesContra Costa CountyGovernmental FundsFiscal Year 2019-2020126000 - Alamo Area of Benefit Public Ways & Facilities253 of 541 Schedule 9County Budget Act Financing Sources and Uses by Budget Unit by ObjectJanuary 2010 Edition, revision #1Group:Function:Budget Unit:Activity:2017-2018 Actuals 2018-2019 Adjusted 2019-2020 Requested2019-2020 Recommended2345Use Of Money & Property$54,253$30,000$75,000$75,000Charges For Services152,756250,000200,000200,000$207,009$280,000$275,000$275,000Other Charges$476$500$700$700Expenditure Transfers191,794279,500200,000200,000$192,270$280,000$200,700$200,700($14,738)$0($74,300)($74,300)1Total RevenueTotal Expenditures/AppropriationsNet Cost127000 - South Co Area of BenefitPublic Ways & Facilities0642 - SOUTH CO AREA OF BENEFITPublic WaysDetail by Revenue Category and Expenditure ObjectState Controller SchedulesContra Costa CountyGovernmental FundsFiscal Year 2019-2020254 of 541 Schedule 9County Budget Act Financing Sources and Uses by Budget Unit by ObjectJanuary 2010 Edition, revision #1Group:Function:Budget Unit:Activity:2017-2018 Actuals 2018-2019 Adjusted 2019-2020 Requested2019-2020 Recommended2345Use Of Money & Property$60,596$30,000$100,000$100,000Charges For Services1,131,986600,000600,000600,000$1,192,582$630,000$700,000$700,000Other Charges$311$200$400$400Expenditure Transfers334,6231,000,0001,000,0001,000,000$334,934$1,000,200$1,000,400$1,000,400($857,648)$370,200$300,400$300,400Detail by Revenue Category and Expenditure Object1Total RevenueTotal Expenditures/AppropriationsNet CostGovernmental FundsFiscal Year 2019-2020128200 - East County Area of Benefit Public Ways & Facilities0645 - EAST COUNTY AREA OF BENEF Public WaysState Controller Schedules Contra Costa County255 of 541 Schedule 9County Budget Act Financing Sources and Uses by Budget Unit by ObjectJanuary 2010 Edition, revision #1Group:Function:Budget Unit:Activity:2017-2018 Actuals 2018-2019 Adjusted 2019-2020 Requested2019-2020 Recommended2345Use Of Money & Property$271$500$500$500Charges For Services09,5005,0005,000$271$10,000$5,500$5,500Other Charges$1$0$100$100Expenditure Transfers13,34010,00010,00010,000$13,341$10,000$10,100$10,100$13,070$0$4,600$4,600Total Expenditures/AppropriationsNet Cost0653 - BETHEL ISLAND AREA OF BENEFTPublic WaysDetail by Revenue Category and Expenditure Object1Total RevenueState Controller SchedulesContra Costa CountyGovernmental FundsFiscal Year 2019-2020129000 - Bethel Isl Area of Benefit Public Ways & Facilities256 of 541 Schedule 9County Budget Act Financing Sources and Uses by Budget Unit by ObjectJanuary 2010 Edition, revision #1Group:Function:Budget Unit:Activity:2017-2018 Actuals 2018-2019 Adjusted 2019-2020 Requested2019-2020 Recommended2345Charges For Services$206,993$185,000$185,000$185,000Miscellaneous Revenue(3,878)000$203,115$185,000$185,000$185,000Services And Supplies$241,730$185,000$185,000$185,000Other Charges0222,12200$241,730$407,122$185,000$185,000$38,615$222,122$0$01Total RevenueTotal Expenditures/AppropriationsNet Cost132800 - County Childrens FundPublic Assistance0505 - COUNTY CHILDRENSAid ProgramsDetail by Revenue Category and Expenditure ObjectState Controller SchedulesContra Costa CountyGovernmental FundsFiscal Year 2019-2020257 of 541 Schedule 9County Budget Act Financing Sources and Uses by Budget Unit by ObjectJanuary 2010 Edition, revision #1Group:Function:Budget Unit:Activity:2017-2018 Actuals 2018-2019 Adjusted 2019-2020 Requested2019-2020 Recommended2345Use Of Money & Property$12,361$0$0$0Miscellaneous Revenue112,321180,000100,000100,000$124,682$180,000$100,000$100,000Services And Supplies$0$0$0$0Expenditure Transfers0425,14800$0$425,148$0$0($124,682)$245,148($100,000)($100,000)Detail by Revenue Category and Expenditure Object1Total RevenueTotal Expenditures/AppropriationsNet CostGovernmental FundsFiscal Year 2019-2020133200 - Animal Benefit Fund Public Protection0369 - ANIMAL BENEFIT ADMIN Other ProtectionState Controller Schedules Contra Costa County258 of 541 Schedule 9County Budget Act Financing Sources and Uses by Budget Unit by ObjectJanuary 2010 Edition, revision #1Group:Function:Budget Unit:Activity:2017-2018 Actuals 2018-2019 Adjusted 2019-2020 Requested2019-2020 Recommended2345Miscellaneous Revenue$250$0$0$0$250$0$0$0Services And Supplies$188,481$510,000$455,000$455,000$188,481$510,000$455,000$455,000$188,231$510,000$455,000$455,000Total Expenditures/AppropriationsNet Cost0375 - ANIMAL BENEFITOther ProtectionDetail by Revenue Category and Expenditure Object1Total RevenueState Controller SchedulesContra Costa CountyGovernmental FundsFiscal Year 2019-2020133200 - Animal Benefit Fund Public Protection259 of 541 Schedule 9County Budget Act Financing Sources and Uses by Budget Unit by ObjectJanuary 2010 Edition, revision #1Group:Function:Budget Unit:Activity:2017-2018 Actuals 2018-2019 Adjusted 2019-2020 Requested2019-2020 Recommended2345Use Of Money & Property$8,545$4,300$5,000$5,000Intergovernmental Revenue96,97072,00072,00072,000$105,515$76,300$77,000$77,000Services And Supplies$0$827,101$0$0Other Charges3463001,0001,000Expenditure Transfers179,34376,00076,00076,000$179,689$903,401$77,000$77,000$74,174$827,101$0$01Total RevenueTotal Expenditures/AppropriationsNet Cost133400 - CO-Wide Gang and Drug FundPublic Protection0271 - CO-WIDE GANG AND DRUG Police ProtectionDetail by Revenue Category and Expenditure ObjectState Controller Schedules Contra Costa CountyGovernmental FundsFiscal Year 2019-2020260 of 541 Schedule 9County Budget Act Financing Sources and Uses by Budget Unit by ObjectJanuary 2010 Edition, revision #1Group:Function:Budget Unit:Activity:2017-2018 Actuals 2018-2019 Adjusted 2019-2020 Requested2019-2020 Recommended2345Use Of Money & Property$114,590$50,000$100,000$100,000Charges For Services320,000456,000400,000400,000$434,590$506,000$500,000$500,000Services And Supplies$226,818$300,000$1,455,098$1,455,098Other Charges0592,135250,000250,000Expenditure Transfers280,0000200,000200,000$506,818$892,135$1,905,098$1,905,098$72,228$386,135$1,405,098$1,405,098Detail by Revenue Category and Expenditure Object1Total RevenueTotal Expenditures/AppropriationsNet CostGovernmental FundsFiscal Year 2019-2020133700 - Livable Communities Fund Public Protection0370 - LIVABLE COMMUNITIES Other ProtectionState Controller Schedules Contra Costa County261 of 541 Schedule 9County Budget Act Financing Sources and Uses by Budget Unit by ObjectJanuary 2010 Edition, revision #1Group:Function:Budget Unit:Activity:2017-2018 Actuals 2018-2019 Adjusted 2019-2020 Requested2019-2020 Recommended2345Use Of Money & Property$16,056$55,700$43,000$43,000Intergovernmental Revenue546,456750,000761,700761,700$562,512$805,700$804,700$804,700Services And Supplies$293,761$704,700$704,700$704,700Other Charges0256,69100Expenditure Transfers343,486100,000100,000100,000$637,247$1,061,391$804,700$804,700$74,736$255,691$0$0Total Expenditures/AppropriationsNet Cost0597 - ARRA HUD BLDG INSP NPPOther AssistanceDetail by Revenue Category and Expenditure Object1Total RevenueState Controller SchedulesContra Costa CountyGovernmental FundsFiscal Year 2019-2020134900 - ARRA HUD Bldg Insp NPP Fund Public Assistance262 of 541 Schedule 9County Budget Act Financing Sources and Uses by Budget Unit by ObjectJanuary 2010 Edition, revision #1Group:Function:Budget Unit:Activity:2017-2018 Actuals 2018-2019 Adjusted 2019-2020 Requested2019-2020 Recommended2345Use Of Money & Property$271,303$1,500$270,000$270,000Miscellaneous Revenue41,113,31641,821,63643,330,39943,330,399$41,384,618$41,823,136$43,600,399$43,600,399Services And Supplies$0$1,500$0$0Other Charges40,114,90137,303,81443,600,39943,600,399$40,114,901$37,305,314$43,600,399$43,600,399($1,269,717)($4,517,822)$0$01Total RevenueTotal Expenditures/AppropriationsNet Cost135000 - Retirement UAAL Bond FundDebt Service0791 - RETIREMENT UAAL BOND FUNDRetirement-Long Term DebtDetail by Revenue Category and Expenditure ObjectState Controller SchedulesContra Costa CountyGovernmental FundsFiscal Year 2019-2020263 of 541 Schedule 9County Budget Act Financing Sources and Uses by Budget Unit by ObjectJanuary 2010 Edition, revision #1Group:Function:Budget Unit:Activity:2017-2018 Actuals 2018-2019 Adjusted 2019-2020 Requested2019-2020 Recommended2345Miscellaneous Revenue$2,759,911$2,759,911$2,759,911$2,759,911$2,759,911$2,759,911$2,759,911$2,759,911Other Charges$2,759,911$2,759,911$2,759,911$2,759,911$2,759,911$2,759,911$2,759,911$2,759,911$0$0$0$0Detail by Revenue Category and Expenditure Object1Total RevenueTotal Expenditures/AppropriationsNet CostGovernmental FundsFiscal Year 2019-2020135200 - Ret Litgtn Stlmnt Dbt Svc Fund Debt Service0793 - RET LITGTN STLMNT DBT SVC Retirement-Long Term DebtState Controller Schedules Contra Costa County264 of 541 Schedule 9County Budget Act Financing Sources and Uses by Budget Unit by ObjectJanuary 2010 Edition, revision #1Group:Function:Budget Unit:Activity:2017-2018 Actuals 2018-2019 Adjusted 2019-2020 Requested2019-2020 Recommended2345Services And Supplies$0$2,129,142$2,129,142$2,129,142$0 $2,129,142 $2,129,142 $2,129,142$0 $2,129,142 $2,129,142 $2,129,142Net Cost0794 - FAMILY LAW CTR-DEBT SVCRetirement-Long Term DebtDetail by Revenue Category and Expenditure Object1Total Expenditures/AppropriationsState Controller SchedulesContra Costa CountyGovernmental FundsFiscal Year 2019-2020135400 - Family Law Ctr-Debt Svc Fund Debt Service265 of 541 Schedule 9County Budget Act Financing Sources and Uses by Budget Unit by ObjectJanuary 2010 Edition, revision #1Group:Function:Budget Unit:Activity:2017-2018 Actuals 2018-2019 Adjusted 2019-2020 Requested2019-2020 Recommended2345Use Of Money & Property$49,823$36,000$36,000$36,000Intergovernmental Revenue992,2871,200,0001,200,0001,200,000Miscellaneous Revenue177,317201,000201,000201,000$1,219,427$1,437,000$1,437,000$1,437,000Services And Supplies$41,853$50,000$50,000$50,000Other Charges408400400400Expenditure Transfers2,277,4521,695,9921,386,6001,386,600$2,319,713$1,746,392$1,437,000$1,437,000$1,100,287$309,392$0$0Total RevenueTotal Expenditures/AppropriationsNet CostPublic Protection0270 - CENTRAL IDENTIFY BUREAU Police ProtectionDetail by Revenue Category and Expenditure Object1State Controller Schedules Contra Costa CountyGovernmental FundsFiscal Year 2019-2020136000 - Central Identify Bureau Fund266 of 541 Schedule 9County Budget Act Financing Sources and Uses by Budget Unit by ObjectJanuary 2010 Edition, revision #1Group:Function:Budget Unit:Activity:2017-2018 Actuals 2018-2019 Adjusted 2019-2020 Requested2019-2020 Recommended2345Use Of Money & Property$0$0$0$0Intergovernmental Revenue1,065,5211,000,0001,000,0001,000,000$1,065,521$1,000,000$1,000,000$1,000,000Expenditure Transfers$1,352,323$1,000,000$1,000,000$1,000,000$1,352,323$1,000,000$1,000,000$1,000,000$286,802$0$0$0Detail by Revenue Category and Expenditure Object1Total RevenueTotal Expenditures/AppropriationsNet CostFiscal Year 2019-2020136000 - Central Identify Bureau Fund Public Protection0274 - AB 879Police ProtectionState Controller Schedules Contra Costa CountyGovernmental Funds267 of 541 Schedule 9County Budget Act Financing Sources and Uses by Budget Unit by ObjectJanuary 2010 Edition, revision #1Group:Function:Budget Unit:Activity:2017-2018 Actuals 2018-2019 Adjusted 2019-2020 Requested2019-2020 Recommended2345Use Of Money & Property$182,130$440,964$788,622$788,622Charges For Services0000Miscellaneous Revenue102,28633,00010,00010,000$284,416$473,964$798,622$798,622Services And Supplies$18,006$3,923,433$4,985,068$4,985,068Other Charges68,57082,70086,93086,930Fixed Assets21,68325,00025,00025,000Expenditure Transfers131,981262,500257,500257,500$240,240$4,293,633$5,354,498$5,354,498($44,176)$3,819,669$4,555,876$4,555,876Detail by Revenue Category and Expenditure Object1Total RevenueTotal Expenditures/AppropriationsNet CostContra Costa CountyGovernmental FundsFiscal Year 2019-2020138800 - SPRW FundPublic Ways & Facilities0678 - SPRW FUNDPublic WaysState Controller Schedules268 of 541 Schedule 9County Budget Act Financing Sources and Uses by Budget Unit by ObjectJanuary 2010 Edition, revision #1Group:Function:Budget Unit:Activity:2017-2018 Actuals 2018-2019 Adjusted 2019-2020 Requested2019-2020 Recommended2345Use Of Money & Property$13,886$1,000$10,000$10,000Charges For Services3,188700,000100,000100,000Miscellaneous Revenue223,571000$240,644$701,000$110,000$110,000Other Charges$110$300$300$300Expenditure Transfers2,876,597700,700200,000200,000$2,876,707$701,000$200,300$200,300$2,636,063$0$90,300$90,300Total Expenditures/AppropriationsNet Cost0680 - RD DVLPMNT DISCOVERY BAYPublic WaysDetail by Revenue Category and Expenditure Object1Total RevenueState Controller SchedulesContra Costa CountyGovernmental FundsFiscal Year 2019-2020139000 - RD Dvlpmnt Discovery Bay Fund Public Ways & Facilities269 of 541 Schedule 9County Budget Act Financing Sources and Uses by Budget Unit by ObjectJanuary 2010 Edition, revision #1Group:Function:Budget Unit:Activity:2017-2018 Actuals 2018-2019 Adjusted 2019-2020 Requested2019-2020 Recommended2345License/Permit/Franchises$5,000$150,000$20,000$20,000Use Of Money & Property495,729300,000505,000505,000Intergovernmental Revenue100,0000100,000100,000Charges For Services1,669,286150,0002,000,0002,000,000Miscellaneous Revenue3,120,0203,000,0002,920,0002,920,000$5,390,034$3,600,000$5,545,000$5,545,000Services And Supplies$0$600,000$15,000$15,000Other Charges1,377030,00030,000Expenditure Transfers8,185,8613,000,0005,500,0005,500,000$8,187,238$3,600,000$5,545,000$5,545,000$2,797,204$0$0$01Total RevenueTotal Expenditures/AppropriationsNet Cost139200 - Road Imprvmnt Fee FundPublic Ways & Facilities0682 - ROAD IMPRVMNT FEEPublic WaysDetail by Revenue Category and Expenditure ObjectState Controller SchedulesContra Costa CountyGovernmental FundsFiscal Year 2019-2020270 of 541 Schedule 9County Budget Act Financing Sources and Uses by Budget Unit by ObjectJanuary 2010 Edition, revision #1Group:Function:Budget Unit:Activity:2017-2018 Actuals 2018-2019 Adjusted 2019-2020 Requested2019-2020 Recommended2345Use Of Money & Property$937$1,000$2,000$2,000Charges For Services73,15780,00040,00040,000$74,094$81,000$42,000$42,000Other Charges$7$300$100$100Expenditure Transfers86,87880,70010,00010,000$86,885$81,000$10,100$10,100$12,791$0($31,900)($31,900)Detail by Revenue Category and Expenditure Object1Total RevenueTotal Expenditures/AppropriationsNet CostGovernmental FundsFiscal Year 2019-2020139400 - Rd Devlpmnt Rich/El Sobrt Public Ways & Facilities0684 - RD DEVLPMNT RICH/EL SOBRT Public WaysState Controller Schedules Contra Costa County271 of 541 Schedule 9County Budget Act Financing Sources and Uses by Budget Unit by ObjectJanuary 2010 Edition, revision #1Group:Function:Budget Unit:Activity:2017-2018 Actuals 2018-2019 Adjusted 2019-2020 Requested2019-2020 Recommended2345Use Of Money & Property$13,011$5,000$20,000$20,000Charges For Services52,229150,000100,000100,000$65,240$155,000$120,000$120,000Other Charges$195$800$800$800Expenditure Transfers100,526154,200100,000100,000$100,721$155,000$100,800$100,800$35,481$0($19,200)($19,200)Total Expenditures/AppropriationsNet Cost0685 - RD DEVLPMT BAY POINT AREAPublic WaysDetail by Revenue Category and Expenditure Object1Total RevenueState Controller SchedulesContra Costa CountyGovernmental FundsFiscal Year 2019-2020139500 - Road Development Bay Point Public Ways & Facilities272 of 541 Schedule 9County Budget Act Financing Sources and Uses by Budget Unit by ObjectJanuary 2010 Edition, revision #1Group:Function:Budget Unit:Activity:2017-2018 Actuals 2018-2019 Adjusted 2019-2020 Requested2019-2020 Recommended2345Use Of Money & Property$8,344$5,000$10,000$10,000Charges For Services05,00010,00010,000$8,344$10,000$20,000$20,000Other Charges$182$400$400$400Expenditure Transfers28,0799,60010,00010,000$28,261$10,000$10,400$10,400$19,916$0($9,600)($9,600)1Total RevenueTotal Expenditures/AppropriationsNet Cost139900 - Rd Devlpmnt Pacheco AreaPublic Ways & Facilities0687 - RD DEVLPMNT PACHECO AREAPublic WaysDetail by Revenue Category and Expenditure ObjectState Controller SchedulesContra Costa CountyGovernmental FundsFiscal Year 2019-2020273 of 541 Schedule 10Fund Title: Fleet ISFService Activity: Property ManagementFund Number: 150100Operating Detail 2017-2018 2018-2019 2019-2020 2019-2020ActualsAdjustedRequestedRecommended12345Operating Revenues Charges for Service196,628 218,000 218,000 218,000 Miscellaneous Revenue13,321,967 15,437,912 15,992,369 15,992,369 Total Operating Revenues13,518,595 15,655,912 16,210,369 16,210,369 Operating Expenses Salaries and Employee Benefits2,226,419 2,595,927 2,796,385 2,796,385 Services and Supplies8,467,532 7,463,989 7,960,058 7,960,058 Other Charges1,130,698 1,046,206 952,148 952,148 Depreciation2,585,310 2,500,000 2,354,933 2,354,933 Expenditure Transfers(1,391,813) (1,443,878) (1,353,155) (1,353,155) Total Operating Expenses13,018,146 12,162,244 12,710,369 12,710,369 Operating Income (Loss)500,449 3,493,668 3,500,000 3,500,000 Non Operating Revenues (Expenses) Gain or Loss on Sale of Capital Assets(90,088) - - - Miscellaneous Revenue268,062 250,000 250,000 250,000 Other Charges- - - - Total Non-Operating Revenue (Expenses)177,974 250,000 250,000 250,000 Income before Capital Contributions and Transfers 678,423 3,743,668 3,750,000 3,750,000 Capital Contributions - Grant, extraordinary items, etc Transfers In (Out) Change in Net Assets678,423 3,743,668 3,750,000 3,750,000 Net Assets - Beginning Balance13,280,812 13,959,235 17,702,903 17,702,903 Net Assets - Ending Balance13,959,23517,702,903 21,452,903 21,452,903 State Controller Schedules Contra Costa County County Budget Act Operation of Internal Service FundJanuary 2010 Edition, revision #1 Fiscal Year 2019-2020274 of 541 Schedule 11Fund Title: Airport EnterpriseService Activity: Transportation TerminalsFund Number: 140100Operating Detail 2017-2018 2018-2019 2019-2020 2019-2020ActualsAdjustedRequestedRecommended12345Operating Revenues Use of Money & Property4,446,597 4,324,403 4,479,214 4,479,214 Charges for Service148 - - - Miscellaneous Revenue560,283 668,250 1,025,685 1,025,685 Total Operating Revenues5,007,028 4,992,653 5,504,899 5,504,899 Operating Expenses Salaries and Employee Benefits2,264,162 2,648,477 2,894,682 2,894,682 Services and Supplies1,479,152 1,595,137 1,882,470 1,882,470 Other Charges305,551 445,268 887,959 887,959 Depreciation1,089,031 10,000 14,388 14,388 Expenditure Transfers195,476 179,700 233,200 233,200 Total Operating Expenses5,333,372 4,878,582 5,912,699 5,912,699 Operating Income (Loss)(326,344) 114,071 (407,800) (407,800) Non Operating Revenues (Expenses) Interest/Investment Income and/or Gain74,457 9,500 29,500 29,500 Intergovernmental Revenue429,067 522,109 3,811,079 3,811,079 Miscellaneous Revenue23,253 93,000 - - Other Charges(7,194) (8,700) (8,700) (8,700) Total Non-Operating Revenue (Expenses)519,583 615,909 3,831,879 3,831,879 Income before Capital Contributions and Transfers193,239 729,980 3,424,079 3,424,079 Capital Contributions - Grant, extraordinary items, etcState Controller Schedules Contra Costa CountyCounty Budget Act Operation of Enterprise FundJanuary 2010 Edition, revision #1 Fiscal Year 2019-2020275 of 541 Schedule 11Fund Title: Sheriff Law Enf Trng CntrService Activity: Police ProtectionFund Number: 142000Operating Detail 2017-2018 2018-2019 2019-2020 2019-2020ActualsAdjustedRequestedRecommended12345Operating Revenues Intergovernmental Revenue277,207 180,000 180,000 180,000 Charges for Service1,050,132 934,398 934,398 934,398 Miscellaneous Revenue(9,088) 13,176 13,176 13,176 Total Operating Revenues1,318,251 1,127,574 1,127,574 1,127,574 Operating Expenses Salaries and Employee Benefits1,641,818 1,919,440 1,973,307 1,973,307 Services and Supplies174,868 296,181 297,875 297,875 Other Charges132,468 153,191 151,655 151,655 Depreciation96,108 44,588 15,848 15,848 Expenditure Transfers150,638 52,698 67,695 67,695 Total Operating Expenses2,195,900 2,466,098 2,506,380 2,506,380 Operating Income (Loss)(877,649) (1,338,524) (1,378,806) (1,378,806) Non Operating Revenues (Expenses) Miscellaneous Revenue2,366 1,000 1,000 1,000 Total Non-Operating Revenue (Expenses)2,366 1,000 1,000 1,000 Income before Capital Contributions and Transfers(875,283) (1,337,524) (1,377,806) (1,377,806) Capital Contributions - Grant, extraordinary items, etc Transfers In (Out)868,682 1,337,524 1,377,806 1,377,806 Change in Net Assets(6,601) - - - Net Assets - Beginning Balance778,617 772,016 772,016 772,016 Net Assets - Ending Balance772,016 772,016 772,015 772,015 State Controller Schedules Contra Costa CountyCounty Budget Act Operation of Enterprise FundJanuary 2010 Edition, revision #1 Fiscal Year 2019-2020276 of 541 Schedule 11Fund Title: Childcare EnterpriseService Activity: Other AssistanceFund Number: 142500Operating Detail 2017-2018 2018-2019 2019-2020 2019-2020ActualsAdjusted Requested Recommended12345Operating Revenues Miscellaneous Revenue - 74,089 74,000 74,000 Total Operating Revenues - 74,089 74,000 74,000 Operating Expenses Services and Supplies - 1,000 911 911 Other Charges - 1,000 1,000 1,000 Expenditure Transfers - 72,089 72,089 72,089 Total Operating Expenses - 74,089 74,000 74,000 Operating Income (Loss) - - - - Non Operating Revenues (Expenses) Interest/Investment Income and/or Gain Interest/Investment (Expense) and/or (Loss) Total Non-Operating Revenue (Expenses) - - - - Income before Capital Contributions and Transfers - - - - Capital Contributions - Grant, extraordinary items, etc Transfers In (Out) Change in Net Assets - - - - Net Assets - Beginning Balance 15,590 15,590 15,590 15,590 Net Assets - Ending Balance 15,590 15,590 15,590 15,590 State Controller Schedules Contra Costa CountyCounty Budget Act Operation of Enterprise FundJanuary 2010 Edition, revision #1 Fiscal Year 2019-2020277 of 541 Schedule 11Fund Title: Hospital EnterpriseService Activity: Hospital CareFund Number: 145000Operating Detail 2017-2018 2018-2019 2019-2020 2019-2020ActualsAdjustedRequestedRecommended12345Operating Revenues Medicare Patient Services44,511,789 42,376,870 43,212,568 43,212,568 Medical Patient Services320,172,013 280,312,003 299,209,084 299,209,084 Health Plan Patient Services100,810,806 148,480,213 114,617,883 114,617,883 Private Pay Patient Services10,279,766 10,308,146 11,346,312 11,346,312 Interdepartment Patient Services4,034,614 4,773,496 3,809,780 3,809,780 Other Hospital Revenues76,029,558 83,680,253 81,004,424 81,004,424 Charges to Gen Fund Units30,911,347 28,997,279 29,833,610 29,833,610 External Health Plan Revenues5,584,516 5,557,557 28,727,197 28,727,197 School Funds Revenue919,362 901,270 919,362 919,362 Total Operating Revenues593,253,771 605,387,087 612,680,220 612,680,220 Operating Expenses Salaries and Employee Benefits397,249,997 407,755,625 435,843,653 435,843,653 Services and Supplies196,374,251 195,621,087 205,383,248 205,383,248 Depreciation10,518,099 111,166 109,578 109,578 Total Operating Expenses604,142,347 603,487,878 641,336,479 641,336,479 Operating Income (Loss)(10,888,576) 1,899,209 (28,656,259) (28,656,259) Non Operating Revenues (Expenses) Interest/Investment Income and/or Gain2,335,304 1,000,000 1,000,000 1,000,000 Interest/Investment (Expense) and/or (Loss)(5,028,436) (5,942,544) (5,169,460) (5,169,460) Gain or Loss on Sale of Capital Assets3,000 - - - Other Charges(1,146,880) (12,631,095) (13,021,063) (13,021,063) Total Non-Operating Revenue (Expenses)(3,837,012) (17,573,639) (17,190,523) (17,190,523) Income before Capital Contributions and Transfers(14,725,588) (15,674,430) (45,846,782) (45,846,782) Capital Contributions - Grant, extraordinary items, etc Transfers In (Out) Subsidy22,088,071 19,670,497 56,358,712 56,358,712 State Controller Schedules County of Contra Costa County Budget Act Operation of Enterprise FundJanuary 2010 Edition, revision #1 Fiscal Year 2019-2020278 of 541 Schedule 11Fund Title: HMO EnterpriseService Activity: Hospital CareFund Number: 146000Operating Detail 2017-2018 2018-2019 2019-2020 2019-2020ActualsAdjustedRequestedRecommended12345Operating Revenues External Health Plan Revenues856,040,008 708,503,066 639,284,840 639,284,840 Total Operating Revenues856,040,008 708,503,066 639,284,840 639,284,840 Operating Expenses Salaries and Employee Benefits25,749,557 26,796,529 27,952,892 27,952,892 Services and Supplies641,656,389 597,091,462 611,331,948 611,331,948 Other Charges37,500 - - - Total Operating Expenses667,443,446 623,887,991 639,284,840 639,284,840 Operating Income (Loss)188,596,562 84,615,075 - - Non Operating Revenues (Expenses) Other Charges(168,483,495) (84,615,075) - - State Controller Schedules Contra Costa CountyCounty Budget Act Operation of Enterprise FundJanuary 2010 Edition, revision #1 Fiscal Year 2019-2020279 of 541 Schedule 11Fund Title: HMO Enterprise - CommService Activity: Hospital CareFund Number: 146100Operating Detail 2017-2018 2018-2019 2019-2020 2019-2020ActualsAdjustedRequestedRecommended12345Operating Revenues Other Hospital Revenues2,259,476 1,916,804 1,703,881 1,703,881 External Health Plan Revenues67,914,097 67,905,132 68,740,514 68,740,514 Total Operating Revenues70,173,573 69,821,936 70,444,395 70,444,395 Operating Expenses Services and Supplies72,146,376 73,101,496 75,150,754 75,150,754 Total Operating Expenses72,146,376 73,101,496 75,150,754 75,150,754 Operating Income (Loss)(1,972,803) (3,279,560) (4,706,359) (4,706,359) Non Operating Revenues (Expenses) Interest/Investment Income and/or Gain2,069,153 1,164,550819,153 819,153 Interest/Investment (Expense) and/or (Loss)(77,798) (60,951) (77,799) (77,799) Other Charges(1,707,403) (1,810,327) (21,283) (21,283) Total Non-Operating Revenue (Expenses)283,952 (706,728) 720,071 720,071 State Controller Schedules Contra Costa CountyCounty Budget Act Operation of Enterprise FundJanuary 2010 Edition, revision #1 Fiscal Year 2019-2020280 of 541 Schedule 11Fund Title: Major Risk Med Ins EntService Activity: Hospital CareFund Number: 146200Operating Detail 2017-2018 2018-2019 2019-2020 2019-2020ActualsAdjustedRequestedRecommended12345Operating Revenues Major Risk Med Ins Revenue- - - - Total Operating Revenues- - - - Operating Expenses Services and Supplies46,042 - - - Total Operating Expenses46,042 - - - Operating Income (Loss)(46,042) - - - Non Operating Revenues (Expenses) Interest/Investment Income and/or Gain695 - - - Interest/Investment (Expense) and/or (Loss)- - - - Total Non-Operating Revenue (Expenses)695 - - - Income before Capital Contributions and Transfers(45,347) - - - Capital Contributions - Grant, extraordinary items, etc Transfers In (Out) Subsidy- - - - Change in Net Assets(45,347) - - - Net Assets - Beginning Balance45,554 207 207 207 Net Assets - Ending Balance207 207 207 207 State Controller Schedules Contra Costa CountyCounty Budget Act Operation of Enterprise FundJanuary 2010 Edition, revision #1 Fiscal Year 2019-2020281 of 541 State Controller SchedulesSchedule 12County Budget ActJanuary 2010 Edition, revision #1District/Agency NameFund Balance Available June 30, 2019Decreases to Obligated Fund BalancesAdditional Financing SourcesTotal Financing SourcesFinancing UsesIncrease to Obligated Fund BalancesTotal Financing Uses12345678 CCC FIRE PROTECT-CONSOLID$0$0 $147,970,848 $147,970,848 $147,970,848$0 $147,970,848 CCCFPD POB DEBT SVC FUND14,175,7070 1,030,724 15,206,431 15,206,4310 15,206,431 CCCFPD POB STABILZTN FUND16,967,4220 2,608,318 19,575,740 19,575,7400 19,575,740 CROCKETT CAR FIRE PROTECTION00 612,000 612,000 612,0000 612,000 CCCFPD CAP OUTLAY-CONSOLID34,5020 20,000 54,502 54,5020 54,502 CONTRA CSTA FRE DEVLP FEE0000000 RIVRVW FIRE DEVLP FEE0000000 CCCFPD FIRE PREV FEES -CONS0000000 CCCFPD NEW DEVLPMT FEE FD592,8060 70,000 662,806 662,8060 662,806 CCCFPD PITTSBURG SPECIAL FUND167,6060100 167,706 167,7060 167,706 CCCFPD EMS TRANSPORT FUND(5,059,000)0 52,200,000 47,141,000 47,141,000 0 47,141,000Total Fire Protection $26,879,043 $0 $204,511,990 $231,391,033 $231,391,033$0 $231,391,033 FLOOD CTL & WTR CONS DIST$10,525,908$0 $5,201,150 $15,727,058 $15,727,058$0 $15,727,058 FCZ 3B- WALNUT CREEK33,264,4420 7,961,750 41,226,192 41,226,1920 41,226,192 FCZ 1 - MARSH CRK4,470,2850 2,357,100 6,827,385 6,827,3850 6,827,385 FCZ 2 - KELLOG CREEK5640 14,000 14,564 14,5640 14,564 FCZ 6A - SAN PABLO CREEK17,9040 86,600 104,504 104,5040 104,504 FCZ 7 - WILDCAT CREEK210,5300 133,160 343,690 343,6900 343,690 FCZ 8 - RODEO CREEK43,9830 22,077 66,060 66,0600 66,060 FCZ 8A - LWR RODEO CREEK239,0990 32,702 271,801 271,8010 271,801 FCZ 9 - PINOLE CREEK27,13400 27,134 27,1340 27,134 DRAINAGE AREA 37A8,42801008,5288,52808,528 DRAINAGE AREA 33A205,34805,600 210,948 210,9480 210,948Flood ControlFire ProtectionContra Costa CountySpecial Districts and Other Agencies Summary - Non EnterpriseFiscal Year 2019-2020Total Financing SourcesTotal Financing Uses282 of 541 State Controller SchedulesSchedule 12County Budget ActJanuary 2010 Edition, revision #1District/Agency NameFund Balance Available June 30, 2019Decreases to Obligated Fund BalancesAdditional Financing SourcesTotal Financing SourcesFinancing UsesIncrease to Obligated Fund BalancesTotal Financing Uses12345678 DRN AREA BNFT ASSESS 75A$495,554$0 $140,000 $635,554 $635,554$0 $635,554 DRAINAGE AREA 12896,02701,000 97,027 97,0270 97,027 DRAINAGE AREA 5772,12401,000 73,124 73,1240 73,124 DRAINAGE AREA 6786,69203,000 89,692 89,6920 89,692 DRAINAGE AREA 19A143,3710 200,000 343,371 343,3710 343,371 DRAINAGE AREA 33B7,14805007,6487,64807,648 DRAINAGE AREA 76316,0190 12,000 328,019 328,0190 328,019 DRAINAGE AREA 62157,86205,000 162,862 162,8620 162,862 DRAINAGE AREA 7235,48002,000 37,480 37,4800 37,480 DRAINAGE AREA 7816,40703,000 19,407 19,4070 19,407 DRAINAGE AREA 30B482,2020 18,000 500,202 500,2020 500,202 DRAINAGE AREA 44B381,2500 12,000 393,250 393,2500 393,250 DRAINAGE AREA 29E32,31802,500 34,818 34,8180 34,818 DRAINAGE AREA 52B94,85302,000 96,853 96,8530 96,853 DRAINAGE AREA 29025,44302,300 27,743 27,7430 27,743 DRAINAGE AREA 30079,46605,481 84,947 84,9470 84,947 DRAINAGE AREA 134,712,0230 549,015 5,261,038 5,261,0380 5,261,038 DRAINAGE AREA 52A477,5710 20,500 498,071 498,0710 498,071 DRAINAGE AREA 105,046,8680 608,475 5,655,343 5,655,3430 5,655,343 DRAINAGE AREA 29C280,58808,000 288,588 288,5880 288,588 DRAINAGE AREA 29D288,23302,000 290,233 290,2330 290,233 DRAINAGE AREA 30A61,20105,000 66,201 66,2010 66,201 DRAINAGE AREA 30C2,299,7740 81,000 2,380,774 2,380,7740 2,380,774 DRAINAGE AREA 15A141,70901,000 142,709 142,7090 142,709 DRN AREA BNFT ASSESS 910257,3900 40,500 297,890 297,8900 297,890Flood Control (continued) Contra Costa CountySpecial Districts and Other Agencies Summary - Non EnterpriseFiscal Year 2019-2020Total Financing SourcesTotal Financing Uses283 of 541 State Controller SchedulesSchedule 12County Budget ActJanuary 2010 Edition, revision #1District/Agency NameFund Balance Available June 30, 2019Decreases to Obligated Fund BalancesAdditional Financing SourcesTotal Financing SourcesFinancing UsesIncrease to Obligated Fund BalancesTotal Financing Uses12345678 DRAINAGE AREA 33C$2,188$0 $1,000 $3,188 $3,188$0 $3,188 DRAINAGE AREA 1302,768,9340 335,000 3,103,934 3,103,9340 3,103,934 DRAINAGE AREA 12722,5400 20,731 43,271 43,2710 43,271 DRAINAGE AREA 40A359,8470500 360,347 360,3470 360,347 DRAINAGE AREA 568,219,2270 301,000 8,520,227 8,520,2270 8,520,227 DRAINAGE AREA 73224,78609,000 233,786 233,7860 233,786 DRAINAGE AREA 29G37,6310100 37,731 37,7310 37,731 DRAINAGE AREA 29H402,74905,000 407,749 407,7490 407,749 DRAINAGE AREA 29J1,8510301,8811,88101,881 DRAINAGE AREA 52C1,984,0120 260,000 2,244,012 2,244,0120 2,244,012 DRAINAGE AREA 48C644,3680 23,100 667,468 667,4680 667,468 DRAINAGE AREA 48D5,48401,0006,4846,48406,484 DRAINAGE AREA 48B989,8520 32,000 1,021,852 1,021,8520 1,021,852 DRN AREA BNFT ASSESS 67A480,0160 83,000 563,016 563,0160 563,016 DRN AREA BNFT ASSESS 76A455,8380 160,000 615,838 615,8380 615,838 DRN AREA BNFT ASSESS 520143,4050 47,000 190,405 190,4050 190,405 DRAINAGE AREA 461,306,4140 57,000 1,363,414 1,363,4140 1,363,414 DRAINAGE AREA 551,515,1590 25,000 1,540,159 1,540,1590 1,540,159 DRN AREA BNFT ASSESS 10101,471,4600 137,000 1,608,460 1,608,4600 1,608,460 DRAINAGE AREA 101A941,8190 35,100 976,919 976,9190 976,919 DRN AREA BNF ASSESS 1010A366,0700 100,000 466,070 466,0700 466,070 DRAINAGE AREA 161,507,7210 147,553 1,655,274 1,655,2740 1,655,274 DRAINAGE AREA 52D13,3010100 13,401 13,4010 13,401 DRAINAGE AREA 8735,96801,000 36,968 36,9680 36,968 DRAINAGE AREA 8822,31803,000 25,318 25,3180 25,318Flood Control (continued) Contra Costa CountySpecial Districts and Other Agencies Summary - Non EnterpriseFiscal Year 2019-2020Total Financing SourcesTotal Financing Uses284 of 541 State Controller SchedulesSchedule 12County Budget ActJanuary 2010 Edition, revision #1District/Agency NameFund Balance Available June 30, 2019Decreases to Obligated Fund BalancesAdditional Financing SourcesTotal Financing SourcesFinancing UsesIncrease to Obligated Fund BalancesTotal Financing Uses12345678 DRAINAGE AREA 89$98,432$0 $2,000 $100,432 $100,432$0 $100,432 DRAINAGE AREA 22191,3280100 191,428 191,4280 191,428 DRAINAGE AREA 1096,48702,0008,4878,48708,487 FLOOD CNTRL DRAINAGE AREA 47165,6980 11,000 176,698 176,6980 176,698Total Flood Control $89,486,101$0 $19,338,824 $108,824,925 $108,824,925$0 $108,824,925 STORM DRAINAGE ZONE 19$1,859$0$0 $1,859 $1,859$0 $1,859Total Storm Drainage Districts $1,859$0$0 $1,859 $1,859$0 $1,859 CCC CFD 2007-1 STORMWATER$15,175$0 $40,000 $55,175 $55,175$0 $55,175 STORMWATER UTIL A-1 ANT144,3270 1,240,000 1,384,327 1,384,3270 1,384,327 STORMWATER UTIL A-2 CLAYTON6,3230 126,500 132,823 132,8230 132,823 STORMWATER UTIL A-3 CONCORD42,9530 2,070,000 2,112,953 2,112,9530 2,112,953 STORMWATER UTIL A-4 DANVILLE16,5470 562,000 578,547 578,5470 578,547 STORMWATER UTIL A-7 LAFAYETTE10,1880 461,000 471,188 471,1880 471,188 STORMWATER UTIL A-8 MARTINEZ13,8950 654,000 667,895 667,8950 667,895 STORMWATER UTIL A-9 MORAGA9,5870 292,000 301,587 301,5870 301,587 STORMWATER UTIL A-10 ORINDA10,6780 380,000 390,678 390,6780 390,678 STORMWATER UTIL A-11 PINOLE7,8330 320,000 327,833 327,8330 327,833 STORMWATER UTIL A-12 PITTSBURG27,0770 1,129,000 1,156,077 1,156,0770 1,156,077 STORMWATER UTIL A-13 PLEASANT HILL10,3580 493,000 503,358 503,3580 503,358 STORMWATER UTIL A-14 SAN PABLO10,7240 426,000 436,724 436,7240 436,724 STORMWATER UTIL A-15 SAN RAMON26,9100 1,165,000 1,191,910 1,191,9100 1,191,910Flood Control (continued) Storm Drainage DistrictsStormwater Utility DistrictsContra Costa CountySpecial Districts and Other Agencies Summary - Non EnterpriseFiscal Year 2019-2020Total Financing SourcesTotal Financing Uses285 of 541 State Controller SchedulesSchedule 12County Budget ActJanuary 2010 Edition, revision #1District/Agency NameFund Balance Available June 30, 2019Decreases to Obligated Fund BalancesAdditional Financing SourcesTotal Financing SourcesFinancing UsesIncrease to Obligated Fund BalancesTotal Financing Uses12345678 STORMWATER UTIL A-16 WALNUT CREEK$27,548$0 $1,198,000 $1,225,548 $1,225,548$0 $1,225,548 STORMWATER UTIL A-17 COUNTY1,697,8050 3,975,000 5,672,805 5,672,8050 5,672,805 STORMWATER UTIL A-18 OAKLY11,9580 530,000 541,958 541,9580 541,958 STORMWTR UTIL ADMIN3,099,3930 3,273,567 6,372,960 6,372,9600 6,372,960 STORMWTR UTIL A-19 RICH11,1880 285,000 296,188 296,1880 296,188 STORMWATER UTIL A-6 HERCULES9,5420 330,000 339,542 339,5420 339,542 STORMWATER UTIL A-5 EL CERRITO8,2330 408,000 416,233 416,2330 416,233 STORMWTR UTIL A-20 BRNT91,2120 135,000 226,212 226,2120 226,212Total Stormwater Utility Districts $5,309,454$0 $19,493,067 $24,802,521 $24,802,521$0 $24,802,521 SVC AREA P6 ZONE 0502$0$0 $130,801 $130,801 $130,801$0 $130,801 SVC AREA P6 ZONE 15080000000 SVC AREA P6 ZONE 1614002,0652,0652,06502,065 SVC AREA P6 ZONE 1804001,4751,4751,47501,475 SVC AREA P6 ZONE 220100 36,794 36,794 36,7940 36,794 SVC AREA P6 ZONE 050100 82,622 82,622 82,6220 82,622 SVC AREA P6 ZONE 1613001,4961,4961,49601,496 SVC AREA P6 ZONE 2200003,8883,8883,88803,888 SVC AREA P6 ZONE 2502002,3602,3602,36002,360 SVC AREA P6 ZONE 280100 17,200 17,200 17,2000 17,200 SVC AREA P6 ZONE 1609003,7193,7193,71903,719 SVC AREA P6 ZONE 1610003,1663,1663,16603,166 SVC AREA P6 ZONE 161100 17,253 17,253 17,2530 17,253 SVC AREA P6 ZONE 1612001,5831,5831,58301,583Contra Costa CountySpecial Districts and Other Agencies Summary - Non EnterpriseFiscal Year 2019-2020Total Financing SourcesTotal Financing UsesStormwater Utility Districts (continued) Service Area-Police286 of 541 State Controller SchedulesSchedule 12County Budget ActJanuary 2010 Edition, revision #1District/Agency NameFund Balance Available June 30, 2019Decreases to Obligated Fund BalancesAdditional Financing SourcesTotal Financing SourcesFinancing UsesIncrease to Obligated Fund BalancesTotal Financing Uses12345678 SVC AREA P6 ZONE 2501$0$0 $18,361 $18,361 $18,361$0 $18,361 SVC AREA P6 ZONE 2800001,5831,5831,58301,583 SVC AREA P6 ZONE 1514007797797790779 SVC AREA P6 ZONE 1101001,7411,7411,74101,741 SVC AREA P-6 ZONE 1803004,9284,9284,92804,928 SVC AREA P6 ZONE 170000 136,823 136,823 136,8230 136,823 SVC AREA P6 ZONE 2000006576576570657 SVC AREA P6 ZONE 2903001,8401,8401,84001,840 SVC AREA P6 ZONE 1505001,6421,6421,64201,642 SVC AREA P6 ZONE 1506003,1213,1213,12103,121 SVC AREA P6 ZONE 1001008,9358,9358,93508,935 SVC AREA P6 CNTRL ADMIN BASE00 2,150,000 2,150,000 2,150,0000 2,150,000 SVC AREA P6 ZONE 1607001,6421,6421,64201,642 SVC AREA P6 ZONE 1504002,4642,4642,46402,464 SVC AREA P6 ZONE 2702003283283280328 SVC AREA P6 ZONE 1606006876876870687 SVC AREA P6 ZONE 1605006,1856,1856,18506,185 SVC AREA P6 ZONE 1503006876876870687 SVC AREA P6 ZONE 0400007097097090709 SVC AREA P6 ZONE 0702003,3673,3673,36703,367 SVC AREA P6 ZONE 1502007097097090709 SVC AREA P6 ZONE 310000 29,405 29,405 29,4050 29,405 SVC AREA P6 ZONE 2500007097097090709 SVC AREA P6 ZONE 0701007097097090709 SVC AREA P6 ZONE 020200 17,276 17,276 17,2760 17,276Fiscal Year 2019-2020Total Financing SourcesTotal Financing UsesService Area-Police (continued) Special Districts and Other Agencies Summary - Non EnterpriseContra Costa County287 of 541 State Controller SchedulesSchedule 12County Budget ActJanuary 2010 Edition, revision #1District/Agency NameFund Balance Available June 30, 2019Decreases to Obligated Fund BalancesAdditional Financing SourcesTotal Financing SourcesFinancing UsesIncrease to Obligated Fund BalancesTotal Financing Uses12345678 SVC AREA P6 ZONE 1501$0$0 $2,573 $2,573 $2,573$0 $2,573 SVC AREA P6 ZONE 1604007357357350735 SVC AREA P6 ZONE 1801007357357350735 SVC AREA P6 ZONE 2901007097097090709 SVC AREA P6 ZONE 1603006,6166,6166,61606,616 SVC AREA P6 ZONE 1200001,4171,4171,41701,417 POLICE SVC-CROCKETT COGEN00 297,288 297,288 297,2880 297,288 SERVICE AREA PL2 DANVILLE004984984980498 SERVICE AREA P-2 ZONE A318,7120 878,878 1,197,590 1,197,5900 1,197,590 SVC AREA P6 ZONE 2902002,2122,2122,21202,212 SVC AREA PL5 ROUND HILL88,7640 524,353 613,117 613,1170 613,117 SERVICE AREA PL600 5,609,700 5,609,700 5,609,7000 5,609,700 SERVICE AREA P-2 ZONE B73,4190 280,100 353,519 353,5190 353,519 SVC AREA P6 ZONE 020600 14,003 14,003 14,0030 14,003 SVC AREA P6 ZONE 0207002,0932,0932,09302,093 SERVICE AREA P6 ZONE 020000 16,013 16,013 16,0130 16,013 SVC AREA P6 ZONE 0209006,0206,0206,02006,020 SERVICE AREA P6 ZONE 211002,1732,1732,17302,173 SVC AREA P6 ZONE 100500 42,875 42,875 42,8750 42,875 SVC AREA P6 ZONE 020100 113,135 113,135 113,1350 113,135 SVC AREA P6 ZONE 2700007647647640764 SVC AREA P6 ZONE 0700007477477470747 SVC AREA P6 ZONE 1100004,8534,8534,85304,853 SVC AREA P6 ZONE 1600007647647640764 SVC AREA P6 ZONE 2601007487487480748Contra Costa CountySpecial Districts and Other Agencies Summary - Non EnterpriseFiscal Year 2019-2020Total Financing SourcesTotal Financing UsesService Area-Police (continued) 288 of 541 State Controller SchedulesSchedule 12County Budget ActJanuary 2010 Edition, revision #1District/Agency NameFund Balance Available June 30, 2019Decreases to Obligated Fund BalancesAdditional Financing SourcesTotal Financing SourcesFinancing UsesIncrease to Obligated Fund BalancesTotal Financing Uses12345678 SVC AREA P6 ZONE 0500$0$0 $138,336 $138,336 $138,336$0 $138,336 SVC AREA P6 ZONE 100000 26,947 26,947 26,9470 26,947 SVC AREA P6 ZONE 2900005,6015,6015,60105,601 SVC AREA P6 ZONE 1006002,8792,8792,87902,879 SVC AREA P6 ZONE 1601007477477470747 SVC AREA P6 ZONE 2300007487487480748 SVC AREA P6 ZONE 160200 20,767 20,767 20,7670 20,767 SVC AREA P6 ZONE 180000 14,375 14,375 14,3750 14,375 SVC AREA P6 ZONE 2600001,1211,1211,12101,121 SVC AREA P6 ZONE 2701001,8381,8381,83801,838 SVC AREA P6 ZONE 1500003733733730373 SVC AREA P6 ZONE 300000 31,060 31,060 31,0600 31,060 SVC AREA P6 ZONE 1512003,9263,9263,92603,926 SVC AREA P6 ZONE 16080000000 SVC AREA P6 ZONE 161600 12,825 12,825 12,8250 12,825 SVC AREA P6 ZONE 18020000000 SVC AREA P-6 ZONE 050300 322,280 322,280 322,2800 322,280 SVC AREA P-6 ZONE 3103006,3116,3116,31106,311 SVC AREA P6 ZONE 0900001,7381,7381,73801,738 SVC AREA P6 ZONE 1509002,8952,8952,89502,895 SVC AREA P6 ZONE 3101003,1853,1853,18503,185 SVC AREA P6 ZONE 1615002,3162,3162,31602,316 SVC AREA P6 ZONE 1511001,4481,4481,44801,448 SVC AREA P6 ZONE 1510005,2115,2115,21105,211 SVC AREA P6 ZONE 020300 20,510 20,510 20,5100 20,510Fiscal Year 2019-2020Total Financing SourcesTotal Financing UsesService Area-Police (continued) Special Districts and Other Agencies Summary - Non EnterpriseContra Costa County289 of 541 State Controller SchedulesSchedule 12County Budget ActJanuary 2010 Edition, revision #1District/Agency NameFund Balance Available June 30, 2019Decreases to Obligated Fund BalancesAdditional Financing SourcesTotal Financing SourcesFinancing UsesIncrease to Obligated Fund BalancesTotal Financing Uses12345678 SVC AREA P6 ZONE 1002$0$0 $9,179 $9,179 $9,179$0 $9,179 SVC AREA P6 ZONE 2602001,0031,0031,00301,003 SVC AREA P6 ZONE 0204002,5822,5822,58202,582 SVC AREA P6 ZONE 1003003,0723,0723,07203,072 SVC AREA P6 ZONE 1201001,9561,9561,95601,956 SVC AREA P6 ZONE 220300 220,257 220,257 220,2570 220,257 SVC AREA P6 ZONE 300100 47,069 47,069 47,0690 47,069 SVC AREA P6 ZONE 050400 55,448 55,448 55,4480 55,448 SVC AREA P6 ZONE 3102008698698690869 SVC AREA P6 ZONE 3104004,8884,8884,88804,888 SVC AREA P6 ZONE 220200 105,310 105,310 105,3100 105,310 SVC AREA P6 ZONE 0205005425425420542 SVC AREA P6 ZONE 030100 127,821 127,821 127,8210 127,821 SVC AREA P6 ZONE 1004004,4474,4474,44704,447 SVC AREA P6 ZONE 2603002,0292,0292,02902,029 SVC AREA P6 ZONE 2703006,8226,8226,82206,822 SVC AREA P6 ZONE 3002002,6172,6172,61702,617 SVC AREA P6 ZONE 3105002622622620262 SVC AREA P6 ZONE 3106002622622620262 SVC AREA P6 ZONE 3107003923923920392 SVC AREA P6 ZONE 0210003,0143,0143,01403,014 SVC AREA P6 ZONE 1513004,0194,0194,01904,019 SVC AREA P6 ZONE 2604001,2571,2571,25701,257 SVC AREA P6 ZONE 260500 26,536 26,536 26,5360 26,536 SVC AREA P6 ZONE 3003002,1952,1952,19502,195Contra Costa CountySpecial Districts and Other Agencies Summary - Non EnterpriseFiscal Year 2019-2020Total Financing SourcesTotal Financing UsesService Area-Police (continued) 290 of 541 State Controller SchedulesSchedule 12County Budget ActJanuary 2010 Edition, revision #1District/Agency NameFund Balance Available June 30, 2019Decreases to Obligated Fund BalancesAdditional Financing SourcesTotal Financing SourcesFinancing UsesIncrease to Obligated Fund BalancesTotal Financing Uses12345678 SVC AREA P6 ZONE 3108$0$0$628$628$628$0$628 SVC AREA P6 ZONE 3109007267267260726 SVC AREA P6 ZONE 3110003143143140314 SVC AREA P6 ZONE 3112005,4005,4005,40005,400Total Service Area-Police $480,895$0 $11,778,064 $12,258,959 $12,258,959$0 $12,258,959 SERVICE AREA D-2 W C$378,447$0 $22,000 $400,447 $400,447$0 $400,447Total Service Area-Drainage $378,447$0 $22,000 $400,447 $400,447$0 $400,447 Disc Bay West Parking$24,463$0$240 $24,703 $24,703$0 $24,703 C C C WATER AGENCY00 710,000 710,000 710,0000 710,000Total Miscellaneous Districts $24,463$0 $710,240 $734,703 $734,703$0 $734,703 SERVICE AREA EM-1 ZONE A$0$0 $234,227 $234,227 $234,227$0 $234,227 WCC HLTHCARE DIST00 9,841,388 9,841,388 9,841,3880 9,841,388 SERVICE AREA EM-1 ZONE B456,7780 4,843,162 5,299,940 5,299,9400 5,299,940Total Emergency Medical Services $456,778$0 $14,918,777 $15,375,555 $15,375,555$0 $15,375,555 SANITATION DIST 6 MTZ AREA$0$0$0$0$0$0$0Total Sanitation Districts$0$0$0$0$0$0$0Fiscal Year 2019-2020Total Financing SourcesTotal Financing UsesService Area-Police (continued) Service Area-DrainageMiscellaneous DistrictsEmergency Medical ServicesSanitation DistrictsSpecial Districts and Other Agencies Summary - Non EnterpriseContra Costa County291 of 541 State Controller SchedulesSchedule 12County Budget ActJanuary 2010 Edition, revision #1District/Agency NameFund Balance Available June 30, 2019Decreases to Obligated Fund BalancesAdditional Financing SourcesTotal Financing SourcesFinancing UsesIncrease to Obligated Fund BalancesTotal Financing Uses12345678 SVC AREA LIB-2 EL SOBRANTE$0$0 $126,517 $126,517 $126,517$0 $126,517 SVC AREA LIBRARY-10 PINOLE001,3051,3051,30501,305 SVC AREA LIBRARY-12 MORAGA00 11,569 11,569 11,5690 11,569 SVC AREA LIBRARY-13 YGNACIO00 159,507 159,507 159,5070 159,507Total Service Area-Library$0$0 $298,898 $298,898 $298,898$0 $298,898 SERVICE AREA L-100$5,866,714$0 $1,780,518 $7,647,232 $7,647,232$0 $7,647,232 CCC CFD 2010-1 ST LIGHTNG76,5700 23,000 99,570 99,5700 99,570Total Service Area-Lighting $5,943,284$0 $1,803,518 $7,746,802 $7,746,802$0 $7,746,802 SERVICE AREA M-1$3,095$0 $57,000 $60,095 $60,095$0 $60,095 CSA M-28764,8080 108,000 872,808 872,8080 872,808 CSA M-295,504,2620 16,686,600 22,190,862 22,190,8620 22,190,862 CSA M-31 PH BART52,1390 319,000 371,139 371,1390 371,139 CSA T-1 DANVILLE2,694,5590 597,000 3,291,559 3,291,5590 3,291,559 NO RCHMD MTCE CFD 2006-1167,2100 48,900 216,110 216,1100 216,110 BART TRNSIT VLG CFD2008-1274,6560 50,807 325,463 325,4630 325,463 SERVICE AREA M-16 CLYDE AREA70,2850 29,110 99,395 99,3950 99,395 SERVICE AREA M-17 MONTALVIN245,1110 205,120 450,231 450,2310 450,231 SERVICE AREA M-20 RODEO29,6980 12,543 42,241 42,2410 42,241 SERVICE AREA M-23 BLACKHAWK142,0350 2,228,100 2,370,135 2,370,1350 2,370,135 SERVICE AREA M-30 DANVILLE34,5450 52,500 87,045 87,0450 87,045Total Service Area-Miscellaneous $9,982,403$0 $20,394,680 $30,377,083 $30,377,083$0 $30,377,083Service Area-LibraryService Area-LightingService Area-MiscellaneousTotal Financing SourcesTotal Financing UsesContra Costa CountySpecial Districts and Other Agencies Summary - Non EnterpriseFiscal Year 2019-2020292 of 541 State Controller SchedulesSchedule 12County Budget ActJanuary 2010 Edition, revision #1District/Agency NameFund Balance Available June 30, 2019Decreases to Obligated Fund BalancesAdditional Financing SourcesTotal Financing SourcesFinancing UsesIncrease to Obligated Fund BalancesTotal Financing Uses12345678 SERVICE AREA RD-4 BETHEL ISLE$117,890$0 $7,845 $125,735 $125,735$0 $125,735Total Service Area-Road Maintenance $117,890$0 $7,845 $125,735 $125,735$0 $125,735 SERVICE AREA R-4 MORAGA$0$0 $32,300 $32,300 $32,300$0 $32,300 SERVICE AREA R-9 EL SOBRANTE56,85000 56,850 56,8500 56,850 SERVICE AREA R-7 ZONE A3,365,1040 1,222,000 4,587,104 4,587,1040 4,587,104 SERVICE AREA R-10 RODEO46,0750 35,700 81,775 81,7750 81,775Total Service Area-Recreation $3,468,029$0 $1,290,000 $4,758,029 $4,758,029$0 $4,758,029Total Special Districts and Other Agencies $142,528,646$0 $294,567,903 $437,096,549 $437,096,549$0 $437,096,549Total Financing SourcesTotal Financing UsesService Area-Road MaintenanceService Area-RecreationContra Costa CountySpecial Districts and Other Agencies Summary - Non EnterpriseFiscal Year 2019-2020293 of 541 Contra Costa CountySchedule 15County Budget ActSpecial Districts and Other Agencies - Non EnterpriseJanuary 2010 Edition, revision #1Financing Sources and Uses by Budget Unit by ObjectFiscal Year 2019-20202017-2018 Actual 2018-2019 Adjusted 2019-2020 Requested2019-2020 Recommended2345Taxes Current Property$116,983,072$121,019,400$130,204,300$130,204,300Taxes Other Than Cur Prop(389,177)000Fines/Forfeits/Penalties2,495000Intergovernmental Revenue4,105,8213,955,8415,133,8105,133,810Charges For Services8,896,4588,928,7229,853,82010,766,348Miscellaneous Revenue4,630,1262,894,1001,866,3901,866,390$134,228,795$136,798,063$147,058,320$147,970,848Salaries And Benefits$93,282,111$101,962,809$109,541,171$110,925,446Services And Supplies9,651,8779,594,86010,918,70810,921,324Other Charges5,828,6426,083,9355,886,7125,886,712 Fixed Assets$939,428$1,990,341$1,327,600$1,327,600Total Capital Assets$939,428$1,990,341$1,327,600$1,327,600 Expenditure Transfers$17,383,517$18,128,118$18,909,766$18,909,766Total Other Financing Uses$17,383,517$18,128,118$18,909,766$18,909,766$127,085,576$137,760,063$146,583,957$147,970,848($7,143,219)$962,000($474,363)$0Other Financing Uses Total Expenditures/AppropriationsNet CostState Controller SchedulesCCC FIRE PROTECT-CONSOLID (202000)Detail by Revenue Category and Expenditure Object1 Total RevenueCapital Assets294 of 541 Contra Costa CountySchedule 15County Budget ActSpecial Districts and Other Agencies - Non EnterpriseJanuary 2010 Edition, revision #1Financing Sources and Uses by Budget Unit by ObjectFiscal Year 2019-20202017-2018 Actual 2018-2019 Adjusted 2019-2020 Requested2019-2020 Recommended2345Use Of Money & Property$222$0$0$0Miscellaneous Revenue14,782,31115,526,4151,030,7241,030,724$14,782,533$15,526,415$1,030,724$1,030,724Other Charges$13,815,959$28,673,740$15,206,431$15,206,431$13,815,959$28,673,740$15,206,431$15,206,431($966,574)$13,147,325$14,175,707$14,175,707State Controller SchedulesCCCFPD POB DEBT SVC FUND (202200)Detail by Revenue Category and Expenditure Object1 Total Revenue Total Expenditures/AppropriationsNet Cost295 of 541 Contra Costa CountySchedule 15County Budget ActSpecial Districts and Other Agencies - Non EnterpriseJanuary 2010 Edition, revision #1Financing Sources and Uses by Budget Unit by ObjectFiscal Year 2019-20202017-2018 Actual 2018-2019 Adjusted 2019-2020 Requested2019-2020 Recommended2345Use Of Money & Property$0$0$5,000$5,000Miscellaneous Revenue2,600,6302,601,7032,603,3182,603,318$2,600,630$2,601,703$2,608,318$2,608,318Salaries And Benefits$0$14,365,719$19,575,640$19,575,640Other Charges02,601,703100100 Expenditure Transfers$0$0$0$0Total Other Financing Uses$0$0$0$0$0$16,967,422$19,575,740$19,575,740($2,600,630)$14,365,719$16,967,422$16,967,422Detail by Revenue Category and Expenditure Object1 Total RevenueOther Financing Uses Total Expenditures/AppropriationsNet CostState Controller SchedulesCCCFPD POB STABILZTN FUND (202400)296 of 541 Contra Costa CountySchedule 15County Budget ActSpecial Districts and Other Agencies - Non EnterpriseJanuary 2010 Edition, revision #1Financing Sources and Uses by Budget Unit by ObjectFiscal Year 2019-20202017-2018 Actual 2018-2019 Adjusted 2019-2020 Requested2019-2020 Recommended2345Taxes Current Property$533,622$548,536$548,360$548,360Taxes Other Than Cur Prop(1,589)(2,200)(2,200)(2,200)Intergovernmental Revenue76,9203,5003,5003,500Charges For Services14,56214,92514,92514,925Miscellaneous Revenue101,03147,41547,41547,415$724,546$612,176$612,000$612,000Salaries And Benefits$217,031$255,701$255,637$255,637Services And Supplies270,942665,811233,939233,939Other Charges134,140122,536122,424122,424 Fixed Assets$333,518$0$0$0Total Capital Assets$333,518$0$0$0$955,631$1,044,048$612,000$612,000$231,084$431,872$0$0State Controller SchedulesCROCKETT CAR FIRE PROTECTION (202800)Detail by Revenue Category and Expenditure Object1 Total RevenueCapital Assets Total Expenditures/AppropriationsNet Cost297 of 541 Contra Costa CountySchedule 15County Budget ActSpecial Districts and Other Agencies - Non EnterpriseJanuary 2010 Edition, revision #1Financing Sources and Uses by Budget Unit by ObjectFiscal Year 2019-20202017-2018 Actual 2018-2019 Adjusted 2019-2020 Requested2019-2020 Recommended2345Use Of Money & Property$947$100$0$0Charges For Services29,77240,00020,00020,000Miscellaneous Revenue25,000000$55,719$40,100$20,000$20,000Services And Supplies$0$0$2,492$2,492Other Charges4465,0001010 Fixed Assets$1,562,599$1,034,472$52,000$52,000Total Capital Assets$1,562,599$1,034,472$52,000$52,000$1,563,045$1,039,472$54,502$54,502$1,507,326$999,372$34,502$34,502 Total RevenueCapital Assets Total Expenditures/AppropriationsNet CostState Controller SchedulesCCCFPD CAP OUTLAY-CONSOLID (203100)Detail by Revenue Category and Expenditure Object1298 of 541 Contra Costa CountySchedule 15County Budget ActSpecial Districts and Other Agencies - Non EnterpriseJanuary 2010 Edition, revision #1Financing Sources and Uses by Budget Unit by ObjectFiscal Year 2019-20202017-2018 Actual 2018-2019 Adjusted 2019-2020 Requested2019-2020 Recommended2345Services And Supplies$0$894$0$0Other Charges0000$0$894$0$0$0$894$0$0Detail by Revenue Category and Expenditure Object1 Total Expenditures/AppropriationsNet CostState Controller SchedulesCONTRA CSTA FRE DEVLP FEE (203300)299 of 541 Contra Costa CountySchedule 15County Budget ActSpecial Districts and Other Agencies - Non EnterpriseJanuary 2010 Edition, revision #1Financing Sources and Uses by Budget Unit by ObjectFiscal Year 2019-20202017-2018 Actual 2018-2019 Adjusted 2019-2020 Requested2019-2020 Recommended2345Other Charges$0$0$0$0 Fixed Assets$0$26,256$0$0Total Capital Assets$0$26,256$0$0$0$26,256$0$0$0$26,256$0$0State Controller SchedulesRIVRVW FIRE DEVLP FEE (203400)Detail by Revenue Category and Expenditure Object1Capital Assets Total Expenditures/AppropriationsNet Cost300 of 541 Contra Costa CountySchedule 15County Budget ActSpecial Districts and Other Agencies - Non EnterpriseJanuary 2010 Edition, revision #1Financing Sources and Uses by Budget Unit by ObjectFiscal Year 2019-20202017-2018 Actual 2018-2019 Adjusted 2019-2020 Requested2019-2020 Recommended2345Services And Supplies$0$214$0$0$0$214$0$0$0$214$0$0CCCFPD FIRE PREV FEES -CONS (203500)Detail by Revenue Category and Expenditure Object1 Total Expenditures/AppropriationsNet CostState Controller Schedules301 of 541 Contra Costa CountySchedule 15County Budget ActSpecial Districts and Other Agencies - Non EnterpriseJanuary 2010 Edition, revision #1Financing Sources and Uses by Budget Unit by ObjectFiscal Year 2019-20202017-2018 Actual 2018-2019 Adjusted 2019-2020 Requested2019-2020 Recommended2345Use Of Money & Property$0$0$0$0Charges For Services259,80470,00070,00070,000$259,804$70,000$70,000$70,000Services And Supplies$0$247,796$62,796$62,796Other Charges0101010 Fixed Assets$0$290,000$600,000$600,000Total Capital Assets$0$290,000$600,000$600,000$0$537,806$662,806$662,806($259,804)$467,806$592,806$592,806CCCFPD NEW DEVLPMT FEE FD (203600)Detail by Revenue Category and Expenditure Object1 Total RevenueCapital Assets Total Expenditures/AppropriationsState Controller SchedulesNet Cost302 of 541 Contra Costa CountySchedule 15County Budget ActSpecial Districts and Other Agencies - Non EnterpriseJanuary 2010 Edition, revision #1Financing Sources and Uses by Budget Unit by ObjectFiscal Year 2019-20202017-2018 Actual 2018-2019 Adjusted 2019-2020 Requested2019-2020 Recommended2345Use Of Money & Property$947$100$100$100$947$100$100$100Services And Supplies$0$0$0$0Other Charges1,8521001,0001,000 Fixed Assets$0$230,691$166,706$166,706Total Capital Assets$0$230,691$166,706$166,706$1,852$230,791$167,706$167,706$905$230,691$167,606$167,606Capital Assets Total Expenditures/AppropriationsNet CostState Controller SchedulesCCCFPD PITTSBURG SPECIAL FUND (203800)Detail by Revenue Category and Expenditure Object1 Total Revenue303 of 541 Contra Costa CountySchedule 15County Budget ActSpecial Districts and Other Agencies - Non EnterpriseJanuary 2010 Edition, revision #1Financing Sources and Uses by Budget Unit by ObjectFiscal Year 2019-20202017-2018 Actual 2018-2019 Adjusted 2019-2020 Requested2019-2020 Recommended2345Intergovernmental Revenue$760,838$0$0$0Charges For Services49,940,27747,500,00052,200,00052,200,000Miscellaneous Revenue6,392000$50,707,506$47,500,000$52,200,000$52,200,000Salaries And Benefits$1,193,506$2,450,572$2,614,921$3,103,352Services And Supplies37,716,01858,361,76940,820,21940,820,219Other Charges789,364887201,039201,039 Fixed Assets$211,169$420,000$1,300,000$1,300,000Total Capital Assets$211,169$420,000$1,300,000$1,300,000 Expenditure Transfers$4,468,223$2,756,600$1,716,390$1,716,390Total Other Financing Uses$4,468,223$2,756,600$1,716,390$1,716,390$44,378,280$63,989,828$46,652,569$47,141,000($6,329,226)$16,489,828($5,547,431)($5,059,000)1 Total RevenueCapital AssetsOther Financing Uses Total Expenditures/AppropriationsNet CostState Controller SchedulesCCCFPD EMS TRANSPORT FUND (204000)Detail by Revenue Category and Expenditure Object304 of 541 Contra Costa CountySchedule 15County Budget ActSpecial Districts and Other Agencies - Non EnterpriseJanuary 2010 Edition, revision #1Financing Sources and Uses by Budget Unit by ObjectFiscal Year 2019-20202017-2018 Actual 2018-2019 Adjusted 2019-2020 Requested2019-2020 Recommended2345Taxes Current Property$0$0$1,000,000$1,000,000Charges For Services005,800,0005,800,000Miscellaneous Revenue003,041,3883,041,388$0$0$9,841,388$9,841,388Services And Supplies$0$0$1,665,040$1,665,040Other Charges008,176,3488,176,348$0$0$9,841,388$9,841,388$0$0$0$0Net CostState Controller SchedulesWCC HLTHCARE DIST (213500)Detail by Revenue Category and Expenditure Object1 Total Revenue Total Expenditures/Appropriations305 of 541 Contra Costa CountySchedule 15County Budget ActSpecial Districts and Other Agencies - Non EnterpriseJanuary 2010 Edition, revision #1Financing Sources and Uses by Budget Unit by ObjectFiscal Year 2019-20202017-2018 Actual 2018-2019 Adjusted 2019-2020 Requested2019-2020 Recommended2345Services And Supplies$0$0$0$0$0 $0 $0 $0$0 $0 $0 $0Net CostState Controller SchedulesSANITATION DIST 6 MTZ AREA (236500)Detail by Revenue Category and Expenditure Object1 Total Expenditures/Appropriations306 of 541 Contra Costa CountySchedule 15County Budget ActSpecial Districts and Other Agencies - Non EnterpriseJanuary 2010 Edition, revision #1Financing Sources and Uses by Budget Unit by ObjectFiscal Year 2019-20202017-2018 Actual 2018-2019 Adjusted 2019-2020 Requested2019-2020 Recommended2345Taxes Current Property$1,013,223$1,116,000$1,015,000$1,015,000Taxes Other Than Cur Prop(3,192)(5,000)(5,000)(5,000)Use Of Money & Property31,13250,000150,000150,000Intergovernmental Revenue7,2147,0857,1307,130Charges For Services628,066615,388613,388613,388Miscellaneous Revenue33,223000$1,709,667$1,783,473$1,780,518$1,780,518Services And Supplies$944,475$6,828,367$7,071,932$7,071,932Other Charges288,101255,300225,300225,300 Expenditure Transfers$330,715$345,000$350,000$350,000Total Other Financing Uses$330,715$345,000$350,000$350,000$1,563,291$7,428,667$7,647,232$7,647,232($146,375)$5,645,194$5,866,714$5,866,714State Controller SchedulesSERVICE AREA L-100 (240100)Detail by Revenue Category and Expenditure Object1 Total RevenueOther Financing Uses Total Expenditures/AppropriationsNet Cost307 of 541 Contra Costa CountySchedule 15County Budget ActSpecial Districts and Other Agencies - Non EnterpriseJanuary 2010 Edition, revision #1Financing Sources and Uses by Budget Unit by ObjectFiscal Year 2019-20202017-2018 Actual 2018-2019 Adjusted 2019-2020 Requested2019-2020 Recommended2345Taxes Other Than Cur Prop$232,863$232,863$234,227$234,227$232,863$232,863$234,227$234,227Salaries And Benefits$0$78,904$59,079$59,079Services And Supplies33,000271,261130,702130,702Other Charges43,36846,68444,44644,446$76,368$396,849$234,227$234,227($156,495)$163,986$0$01 Total Revenue Total Expenditures/AppropriationsNet CostState Controller SchedulesSERVICE AREA EM-1 ZONE A (240500)Detail by Revenue Category and Expenditure Object308 of 541 Contra Costa CountySchedule 15County Budget ActSpecial Districts and Other Agencies - Non EnterpriseJanuary 2010 Edition, revision #1Financing Sources and Uses by Budget Unit by ObjectFiscal Year 2019-20202017-2018 Actual 2018-2019 Adjusted 2019-2020 Requested2019-2020 Recommended2345Taxes Other Than Cur Prop$4,629,245$4,629,315$4,693,162$4,693,162Charges For Services 0 70,000 150,000 150,000Miscellaneous Revenue 0 230,000 0 0$4,629,245$4,929,315$4,843,162$4,843,162Salaries And Benefits $1,390,750 $1,599,755 $1,768,513 $1,768,513Services And Supplies 1,176,539 5,814,755 1,471,150 1,471,150Other Charges 2,030,103 2,060,349 2,060,277 2,060,277$4,597,393$9,474,859$5,299,940$5,299,940($31,853)$4,545,544$456,778$456,778Detail by Revenue Category and Expenditure Object1 Total Revenue Total Expenditures/AppropriationsNet CostState Controller SchedulesSERVICE AREA EM-1 ZONE B (240600)309 of 541 Contra Costa CountySchedule 15County Budget ActSpecial Districts and Other Agencies - Non EnterpriseJanuary 2010 Edition, revision #1Financing Sources and Uses by Budget Unit by ObjectFiscal Year 2019-20202017-2018 Actual 2018-2019 Adjusted 2019-2020 Requested2019-2020 Recommended2345Taxes Current Property$55,571$28,100$57,100$57,100Taxes Other Than Cur Prop(81)(100)(100)(100)Intergovernmental Revenue37015000$55,860$28,150$57,000$57,000Services And Supplies$0$4,990$1,595$1,595Other Charges56,74627,30058,50058,500$56,746$32,290$60,095$60,095$886$4,140$3,095$3,095State Controller SchedulesSERVICE AREA M-1 (247000)Detail by Revenue Category and Expenditure Object1 Total Revenue Total Expenditures/AppropriationsNet Cost310 of 541 Contra Costa CountySchedule 15County Budget ActSpecial Districts and Other Agencies - Non EnterpriseJanuary 2010 Edition, revision #1Financing Sources and Uses by Budget Unit by ObjectFiscal Year 2019-20202017-2018 Actual 2018-2019 Adjusted 2019-2020 Requested2019-2020 Recommended2345Charges For Services$100,447$100,748$108,000$108,000Miscellaneous Revenue0000$100,447$100,748$108,000$108,000Services And Supplies$39,760$855,232$837,313$837,313Other Charges2,4855,4955,4955,495 Expenditure Transfers$31,833$25,000$30,000$30,000Total Other Financing Uses$31,833$25,000$30,000$30,000$74,078$885,727$872,808$872,808($26,369)$784,979$764,808$764,808 Total Expenditures/AppropriationsNet CostState Controller SchedulesCSA M-28 (247300)Detail by Revenue Category and Expenditure Object1 Total RevenueOther Financing Uses311 of 541 Contra Costa CountySchedule 15County Budget ActSpecial Districts and Other Agencies - Non EnterpriseJanuary 2010 Edition, revision #1Financing Sources and Uses by Budget Unit by ObjectFiscal Year 2019-20202017-2018 Actual 2018-2019 Adjusted 2019-2020 Requested2019-2020 Recommended2345Taxes Current Property$3,231,036$2,800,000$2,900,000$2,900,000Taxes Other Than Cur Prop(9,641)(10,000)(10,000)(10,000)Use Of Money & Property9477501,6001,600Intergovernmental Revenue21,57620,12520,00020,000Charges For Services13,161,08312,983,00013,775,00013,775,000$16,405,000$15,793,875$16,686,600$16,686,600Services And Supplies$17,026,649$21,620,621$22,171,857$22,171,857Other Charges7,8919,0049,0059,005 Expenditure Transfers$2,730$5,000$10,000$10,000Total Other Financing Uses$2,730$5,000$10,000$10,000$17,037,270$21,634,625$22,190,862$22,190,862$632,270$5,840,750$5,504,262$5,504,262State Controller SchedulesCSA M-29 (247500)Detail by Revenue Category and Expenditure Object1 Total RevenueOther Financing Uses Total Expenditures/AppropriationsNet Cost312 of 541 Contra Costa CountySchedule 15County Budget ActSpecial Districts and Other Agencies - Non EnterpriseJanuary 2010 Edition, revision #1Financing Sources and Uses by Budget Unit by ObjectFiscal Year 2019-20202017-2018 Actual 2018-2019 Adjusted 2019-2020 Requested2019-2020 Recommended2345Charges For Services$299,082$309,000$319,000$319,000$299,082$309,000$319,000$319,000Services And Supplies$276,707$360,857$368,589$368,589Other Charges264550550550 Expenditure Transfers$1,780$3,000$2,000$2,000Total Other Financing Uses$1,780$3,000$2,000$2,000$278,750$364,407$371,139$371,139($20,332)$55,407$52,139$52,139Detail by Revenue Category and Expenditure Object1 Total RevenueOther Financing Uses Total Expenditures/AppropriationsNet CostState Controller SchedulesCSA M-31 PH BART (247600)313 of 541 Contra Costa CountySchedule 15County Budget ActSpecial Districts and Other Agencies - Non EnterpriseJanuary 2010 Edition, revision #1Financing Sources and Uses by Budget Unit by ObjectFiscal Year 2019-20202017-2018 Actual 2018-2019 Adjusted 2019-2020 Requested2019-2020 Recommended2345Use Of Money & Property$7,964$20,000$27,000$27,000Charges For Services513,902529,319570,000570,000$521,866$549,319$597,000$597,000Services And Supplies$468,334$3,035,827$3,264,359$3,264,359Other Charges4,0057,1207,2007,200 Expenditure Transfers$18,315$20,000$20,000$20,000Total Other Financing Uses$18,315$20,000$20,000$20,000$490,654$3,062,947$3,291,559$3,291,559($31,213)$2,513,628$2,694,559$2,694,559State Controller SchedulesCSA T-1 DANVILLE (248000)Detail by Revenue Category and Expenditure Object1 Total RevenueOther Financing Uses Total Expenditures/AppropriationsNet Cost314 of 541 Contra Costa CountySchedule 15County Budget ActSpecial Districts and Other Agencies - Non EnterpriseJanuary 2010 Edition, revision #1Financing Sources and Uses by Budget Unit by ObjectFiscal Year 2019-20202017-2018 Actual 2018-2019 Adjusted 2019-2020 Requested2019-2020 Recommended2345Miscellaneous Revenue$27,565$30,000$40,000$40,000$27,565$30,000$40,000$40,000Services And Supplies$5,200$47,847$40,925$40,925Other Charges305325650650 Expenditure Transfers$10,683$8,000$13,600$13,600Total Other Financing Uses$10,683$8,000$13,600$13,600$16,188$56,172$55,175$55,175($11,377)$26,172$15,175$15,175 Total RevenueOther Financing Uses Total Expenditures/AppropriationsNet CostState Controller SchedulesCCC CFD 2007-1 STORMWATER (248400)Detail by Revenue Category and Expenditure Object1315 of 541 Contra Costa CountySchedule 15County Budget ActSpecial Districts and Other Agencies - Non EnterpriseJanuary 2010 Edition, revision #1Financing Sources and Uses by Budget Unit by ObjectFiscal Year 2019-20202017-2018 Actual 2018-2019 Adjusted 2019-2020 Requested2019-2020 Recommended2345Miscellaneous Revenue$38,482$38,000$48,900$48,900$38,482$38,000$48,900$48,900Services And Supplies$3,833$146,472$185,700$185,700Other Charges10,29825,41025,41025,410 Expenditure Transfers$925$5,030$5,000$5,000Total Other Financing Uses$925$5,030$5,000$5,000$15,056$176,912$216,110$216,110($23,426)$138,912$167,210$167,210Detail by Revenue Category and Expenditure Object1 Total RevenueOther Financing Uses Total Expenditures/AppropriationsNet CostState Controller SchedulesNO RCHMD MTCE CFD 2006-1 (248500)316 of 541 Contra Costa CountySchedule 15County Budget ActSpecial Districts and Other Agencies - Non EnterpriseJanuary 2010 Edition, revision #1Financing Sources and Uses by Budget Unit by ObjectFiscal Year 2019-20202017-2018 Actual 2018-2019 Adjusted 2019-2020 Requested2019-2020 Recommended2345Charges For Services($253)($253)($253)($253)Miscellaneous Revenue50,00450,00551,06051,060$49,752$49,752$50,807$50,807Services And Supplies$34,268$273,751$297,263$297,263Other Charges3,0176,2006,2006,200 Expenditure Transfers$4,993$17,000$22,000$22,000Total Other Financing Uses$4,993$17,000$22,000$22,000$42,277$296,951$325,463$325,463($7,475)$247,199$274,656$274,656 Total Expenditures/AppropriationsNet CostState Controller SchedulesBART TRNSIT VLG CFD2008-1 (248600)Detail by Revenue Category and Expenditure Object1 Total RevenueOther Financing Uses317 of 541 Contra Costa CountySchedule 15County Budget ActSpecial Districts and Other Agencies - Non EnterpriseJanuary 2010 Edition, revision #1Financing Sources and Uses by Budget Unit by ObjectFiscal Year 2019-20202017-2018 Actual 2018-2019 Adjusted 2019-2020 Requested2019-2020 Recommended2345Charges For Services$1,116$0$0$0Miscellaneous Revenue17,06117,50123,00023,000$18,178$17,501$23,000$23,000Services And Supplies$2,276$66,835$95,370$95,370Other Charges3403,2002,7002,700 Expenditure Transfers$271$7,770$1,500$1,500Total Other Financing Uses$271$7,770$1,500$1,500$2,886$77,805$99,570$99,570($15,292)$60,304$76,570$76,570 Total RevenueOther Financing Uses Total Expenditures/AppropriationsNet CostState Controller SchedulesCCC CFD 2010-1 ST LIGHTNG (248700)Detail by Revenue Category and Expenditure Object1318 of 541 Contra Costa CountySchedule 15County Budget ActSpecial Districts and Other Agencies - Non EnterpriseJanuary 2010 Edition, revision #1Financing Sources and Uses by Budget Unit by ObjectFiscal Year 2019-20202017-2018 Actual 2018-2019 Adjusted 2019-2020 Requested2019-2020 Recommended2345Taxes Current Property$28,468$27,000$29,000$29,000Taxes Other Than Cur Prop(87)(80)(90)(90)Intergovernmental Revenue190200200200$28,570$27,120$29,110$29,110Services And Supplies$0$60,799$81,045$81,045Other Charges7,0367,32510,35010,350 Expenditure Transfers$1,832$12,545$8,000$8,000Total Other Financing Uses$1,832$12,545$8,000$8,000$8,868$80,669$99,395$99,395($19,702)$53,549$70,285$70,285State Controller SchedulesSERVICE AREA M-16 CLYDE AREA (248800)Detail by Revenue Category and Expenditure Object1 Total RevenueOther Financing Uses Total Expenditures/AppropriationsNet Cost319 of 541 Contra Costa CountySchedule 15County Budget ActSpecial Districts and Other Agencies - Non EnterpriseJanuary 2010 Edition, revision #1Financing Sources and Uses by Budget Unit by ObjectFiscal Year 2019-20202017-2018 Actual 2018-2019 Adjusted 2019-2020 Requested2019-2020 Recommended2345Taxes Current Property$195,277$172,000$193,000$193,000Taxes Other Than Cur Prop(593)(600)(200)(200)Use Of Money & Property7,03310,00010,00010,000Intergovernmental Revenue277,2861,3131,3201,320Miscellaneous Revenue1,8561,0001,0001,000$480,860$183,713$205,120$205,120Services And Supplies$99,172$318,770$304,311$304,311Other Charges65,39245,15064,92064,920 Fixed Assets$292,828$47,494$0$0Total Capital Assets$292,828$47,494$0$0 Expenditure Transfers$79,990$63,500$81,000$81,000Total Other Financing Uses$79,990$63,500$81,000$81,000$537,381$474,914$450,231$450,231$56,521$291,201$245,111$245,111Other Financing Uses Total Expenditures/AppropriationsNet CostState Controller SchedulesSERVICE AREA M-17 MONTALVIN (248900)Detail by Revenue Category and Expenditure Object1 Total RevenueCapital Assets320 of 541 Contra Costa CountySchedule 15County Budget ActSpecial Districts and Other Agencies - Non EnterpriseJanuary 2010 Edition, revision #1Financing Sources and Uses by Budget Unit by ObjectFiscal Year 2019-20202017-2018 Actual 2018-2019 Adjusted 2019-2020 Requested2019-2020 Recommended2345Taxes Current Property$11,970$11,000$12,500$12,500Taxes Other Than Cur Prop(36)(30)(37)(37)Intergovernmental Revenue80808080$12,014$11,050$12,543$12,543Services And Supplies$15,912$32,251$29,036$29,036Other Charges4535,4758,2058,205 Expenditure Transfers$271$1,000$5,000$5,000Total Other Financing Uses$271$1,000$5,000$5,000$16,635$38,726$42,241$42,241$4,622$27,676$29,698$29,698State Controller SchedulesSERVICE AREA M-20 RODEO (249200)Detail by Revenue Category and Expenditure Object1 Total RevenueOther Financing Uses Total Expenditures/AppropriationsNet Cost321 of 541 Contra Costa CountySchedule 15County Budget ActSpecial Districts and Other Agencies - Non EnterpriseJanuary 2010 Edition, revision #1Financing Sources and Uses by Budget Unit by ObjectFiscal Year 2019-20202017-2018 Actual 2018-2019 Adjusted 2019-2020 Requested2019-2020 Recommended2345Taxes Current Property$7,066$6,800$7,100$7,100Taxes Other Than Cur Prop(20)(100)(100)(100)Use Of Money & Property473400800800Intergovernmental Revenue44454545$7,564$7,145$7,845$7,845Services And Supplies$0$109,129$115,661$115,661Other Charges60747474 Expenditure Transfers$586$10,000$10,000$10,000Total Other Financing Uses$586$10,000$10,000$10,000$646$119,203$125,735$125,735($6,918)$112,058$117,890$117,890Net CostSERVICE AREA RD-4 BETHEL ISLE (249400)Detail by Revenue Category and Expenditure Object1 Total RevenueOther Financing Uses Total Expenditures/AppropriationsState Controller Schedules322 of 541 Contra Costa CountySchedule 15County Budget ActSpecial Districts and Other Agencies - Non EnterpriseJanuary 2010 Edition, revision #1Financing Sources and Uses by Budget Unit by ObjectFiscal Year 2019-20202017-2018 Actual 2018-2019 Adjusted 2019-2020 Requested2019-2020 Recommended2345Taxes Current Property$2,234,923$2,135,000$2,223,000$2,223,000Taxes Other Than Cur Prop(6,868)(10,000)(9,000)(9,000)Intergovernmental Revenue14,91115,10014,10014,100$2,242,967$2,140,100$2,228,100$2,228,100Services And Supplies$0$426,056$20,000$20,000Other Charges2,370,9491,778,4382,253,2352,253,235 Expenditure Transfers$32,481$86,900$96,900$96,900Total Other Financing Uses$32,481$86,900$96,900$96,900$2,403,430$2,291,394$2,370,135$2,370,135$160,462$151,294$142,035$142,035State Controller SchedulesSERVICE AREA M-23 BLACKHAWK (249600)Detail by Revenue Category and Expenditure Object1 Total RevenueOther Financing Uses Total Expenditures/AppropriationsNet Cost323 of 541 Contra Costa CountySchedule 15County Budget ActSpecial Districts and Other Agencies - Non EnterpriseJanuary 2010 Edition, revision #1Financing Sources and Uses by Budget Unit by ObjectFiscal Year 2019-20202017-2018 Actual 2018-2019 Adjusted 2019-2020 Requested2019-2020 Recommended2345Charges For Services$47,255$47,056$52,500$52,500$47,255$47,056$52,500$52,500Services And Supplies$32,649$62,591$84,345$84,345Other Charges672700700700 Expenditure Transfers$2,452$3,000$2,000$2,000Total Other Financing Uses$2,452$3,000$2,000$2,000$35,773$66,291$87,045$87,045($11,482)$19,235$34,545$34,5451 Total RevenueOther Financing Uses Total Expenditures/AppropriationsNet CostState Controller SchedulesSERVICE AREA M-30 DANVILLE (249900)Detail by Revenue Category and Expenditure Object324 of 541 Contra Costa CountySchedule 15County Budget ActSpecial Districts and Other Agencies - Non EnterpriseJanuary 2010 Edition, revision #1Financing Sources and Uses by Budget Unit by ObjectFiscal Year 2019-20202017-2018 Actual 2018-2019 Adjusted 2019-2020 Requested2019-2020 Recommended2345Charges For Services$1,174,167$1,174,000$1,240,000$1,240,000$1,174,167$1,174,000$1,240,000$1,240,000Services And Supplies$952,598$973,127$1,036,327$1,036,327Other Charges282,097313,000348,000348,000$1,234,695$1,286,127$1,384,327$1,384,327$60,528$112,127$144,327$144,327STORMWATER UTIL A-1 ANT (250100)Detail by Revenue Category and Expenditure Object1 Total Revenue Total Expenditures/AppropriationsNet CostState Controller Schedules325 of 541 Contra Costa CountySchedule 15County Budget ActSpecial Districts and Other Agencies - Non EnterpriseJanuary 2010 Edition, revision #1Financing Sources and Uses by Budget Unit by ObjectFiscal Year 2019-20202017-2018 Actual 2018-2019 Adjusted 2019-2020 Requested2019-2020 Recommended2345Charges For Services$126,279$126,000$126,500$126,500$126,279$126,000$126,500$126,500Services And Supplies$106,047$97,273$94,023$94,023Other Charges29,22237,80038,80038,800$135,268$135,073$132,823$132,823$8,990$9,073$6,323$6,323Net CostState Controller SchedulesSTORMWATER UTIL A-2 CLAYTON (250200)Detail by Revenue Category and Expenditure Object1 Total Revenue Total Expenditures/Appropriations326 of 541 Contra Costa CountySchedule 15County Budget ActSpecial Districts and Other Agencies - Non EnterpriseJanuary 2010 Edition, revision #1Financing Sources and Uses by Budget Unit by ObjectFiscal Year 2019-20202017-2018 Actual 2018-2019 Adjusted 2019-2020 Requested2019-2020 Recommended2345Charges For Services$2,048,675$2,050,000$2,070,000$2,070,000$2,048,675$2,050,000$2,070,000$2,070,000Services And Supplies$1,893,959$1,733,453$1,695,953$1,695,953Other Charges324,645382,000417,000417,000$2,218,603$2,115,453$2,112,953$2,112,953$169,928$65,453$42,953$42,953 Total Expenditures/AppropriationsNet CostState Controller SchedulesSTORMWATER UTIL A-3 CONCORD (250300)Detail by Revenue Category and Expenditure Object1 Total Revenue327 of 541 Contra Costa CountySchedule 15County Budget ActSpecial Districts and Other Agencies - Non EnterpriseJanuary 2010 Edition, revision #1Financing Sources and Uses by Budget Unit by ObjectFiscal Year 2019-20202017-2018 Actual 2018-2019 Adjusted 2019-2020 Requested2019-2020 Recommended2345Charges For Services$565,373$565,000$562,000$562,000$565,373$565,000$562,000$562,000Services And Supplies$505,082$453,447$444,547$444,547Other Charges110,997133,600134,000134,000$616,079$587,047$578,547$578,547$50,706$22,047$16,547$16,547State Controller SchedulesSTORMWATER UTIL A-4 DANVILLE (250400)Detail by Revenue Category and Expenditure Object1 Total Revenue Total Expenditures/AppropriationsNet Cost328 of 541 Contra Costa CountySchedule 15County Budget ActSpecial Districts and Other Agencies - Non EnterpriseJanuary 2010 Edition, revision #1Financing Sources and Uses by Budget Unit by ObjectFiscal Year 2019-20202017-2018 Actual 2018-2019 Adjusted 2019-2020 Requested2019-2020 Recommended2345Taxes Current Property$3,485,453$3,796,000$3,870,000$3,870,000Taxes Other Than Cur Prop(11,158)(8,000)(13,000)(13,000)Use Of Money & Property0000Intergovernmental Revenue119,044106,700105,150105,150Charges For Services1,750000Miscellaneous Revenue512,641600,0001,239,0001,239,000$4,107,729$4,494,700$5,201,150$5,201,150Services And Supplies$349,025$7,798,558$12,428,958$12,428,958Other Charges71,24999,000150,000150,000 Fixed Assets$0$250,000$400,000$400,000Total Capital Assets$0$250,000$400,000$400,000 Expenditure Transfers$2,345,059$2,770,850$2,748,100$2,748,100Total Other Financing Uses$2,345,059$2,770,850$2,748,100$2,748,100$2,765,333$10,918,408$15,727,058$15,727,058($1,342,397)$6,423,708$10,525,908$10,525,9081 Total RevenueCapital AssetsOther Financing Uses Total Expenditures/AppropriationsNet CostState Controller SchedulesFLOOD CTL & WTR CONS DIST (250500)Detail by Revenue Category and Expenditure Object329 of 541 Contra Costa CountySchedule 15County Budget ActSpecial Districts and Other Agencies - Non EnterpriseJanuary 2010 Edition, revision #1Financing Sources and Uses by Budget Unit by ObjectFiscal Year 2019-20202017-2018 Actual 2018-2019 Adjusted 2019-2020 Requested2019-2020 Recommended2345Charges For Services$459,948$460,000$461,000$461,000Miscellaneous Revenue0000$459,948$460,000$461,000$461,000Services And Supplies$444,369$399,288$386,588$386,588Other Charges63,94082,40084,60084,600$508,309$481,688$471,188$471,188$48,362$21,688$10,188$10,188State Controller SchedulesSTORMWATER UTIL A-7 LAFAYETTE (250700)Detail by Revenue Category and Expenditure Object1 Total Revenue Total Expenditures/AppropriationsNet Cost330 of 541 Contra Costa CountySchedule 15County Budget ActSpecial Districts and Other Agencies - Non EnterpriseJanuary 2010 Edition, revision #1Financing Sources and Uses by Budget Unit by ObjectFiscal Year 2019-20202017-2018 Actual 2018-2019 Adjusted 2019-2020 Requested2019-2020 Recommended2345Charges For Services$626,800$626,000$654,000$654,000$626,800$626,000$654,000$654,000Services And Supplies$571,790$537,395$545,895$545,895Other Charges95,159112,000122,000122,000$666,949$649,395$667,895$667,895$40,149$23,395$13,895$13,895 Total Expenditures/AppropriationsNet CostState Controller SchedulesSTORMWATER UTIL A-8 MARTINEZ (250800)Detail by Revenue Category and Expenditure Object1 Total Revenue331 of 541 Contra Costa CountySchedule 15County Budget ActSpecial Districts and Other Agencies - Non EnterpriseJanuary 2010 Edition, revision #1Financing Sources and Uses by Budget Unit by ObjectFiscal Year 2019-20202017-2018 Actual 2018-2019 Adjusted 2019-2020 Requested2019-2020 Recommended2345Charges For Services$290,748$287,000$292,000$292,000$290,748$287,000$292,000$292,000Services And Supplies$273,291$253,587$246,787$246,787Other Charges42,45151,00054,80054,800$315,742$304,587$301,587$301,587$24,994$17,587$9,587$9,587 Total Revenue Total Expenditures/AppropriationsNet CostState Controller SchedulesSTORMWATER UTIL A-9 MORAGA (250900)Detail by Revenue Category and Expenditure Object1332 of 541 Contra Costa CountySchedule 15County Budget ActSpecial Districts and Other Agencies - Non EnterpriseJanuary 2010 Edition, revision #1Financing Sources and Uses by Budget Unit by ObjectFiscal Year 2019-20202017-2018 Actual 2018-2019 Adjusted 2019-2020 Requested2019-2020 Recommended2345Charges For Services$382,310$381,000$380,000$380,000$382,310$381,000$380,000$380,000Services And Supplies$371,955$341,678$324,378$324,378Other Charges48,76761,20066,30066,300$420,723$402,878$390,678$390,678$38,413$21,878$10,678$10,678State Controller SchedulesSTORMWATER UTIL A-10 ORINDA (251000)Detail by Revenue Category and Expenditure Object1 Total Revenue Total Expenditures/AppropriationsNet Cost333 of 541 Contra Costa CountySchedule 15County Budget ActSpecial Districts and Other Agencies - Non EnterpriseJanuary 2010 Edition, revision #1Financing Sources and Uses by Budget Unit by ObjectFiscal Year 2019-20202017-2018 Actual 2018-2019 Adjusted 2019-2020 Requested2019-2020 Recommended2345Charges For Services$316,475$316,000$320,000$320,000$316,475$316,000$320,000$320,000Services And Supplies$295,916$279,733$257,133$257,133Other Charges29,78160,70070,70070,700$325,697$340,433$327,833$327,833$9,222$24,433$7,833$7,833Detail by Revenue Category and Expenditure Object1 Total Revenue Total Expenditures/AppropriationsNet CostState Controller SchedulesSTORMWATER UTIL A-11 PINOLE (251100)334 of 541 Contra Costa CountySchedule 15County Budget ActSpecial Districts and Other Agencies - Non EnterpriseJanuary 2010 Edition, revision #1Financing Sources and Uses by Budget Unit by ObjectFiscal Year 2019-20202017-2018 Actual 2018-2019 Adjusted 2019-2020 Requested2019-2020 Recommended2345Charges For Services$1,117,359$1,061,000$1,129,000$1,129,000$1,117,359$1,061,000$1,129,000$1,129,000Services And Supplies$996,714$952,377$929,977$929,977Other Charges168,600196,000226,100226,100$1,165,314$1,148,377$1,156,077$1,156,077$47,955$87,377$27,077$27,077STORMWATER UTIL A-12 PITTSBURG (251200)Detail by Revenue Category and Expenditure Object1 Total Revenue Total Expenditures/AppropriationsNet CostState Controller Schedules335 of 541 Contra Costa CountySchedule 15County Budget ActSpecial Districts and Other Agencies - Non EnterpriseJanuary 2010 Edition, revision #1Financing Sources and Uses by Budget Unit by ObjectFiscal Year 2019-20202017-2018 Actual 2018-2019 Adjusted 2019-2020 Requested2019-2020 Recommended2345Charges For Services$491,804$492,000$493,000$493,000$491,804$492,000$493,000$493,000Services And Supplies$450,984$400,858$393,258$393,258Other Charges87,183109,950110,100110,100$538,167$510,808$503,358$503,358$46,363$18,808$10,358$10,358Net CostState Controller SchedulesSTORMWATER UTIL A-13 PLEASANT HILL (251300)Detail by Revenue Category and Expenditure Object1 Total Revenue Total Expenditures/Appropriations336 of 541 Contra Costa CountySchedule 15County Budget ActSpecial Districts and Other Agencies - Non EnterpriseJanuary 2010 Edition, revision #1Financing Sources and Uses by Budget Unit by ObjectFiscal Year 2019-20202017-2018 Actual 2018-2019 Adjusted 2019-2020 Requested2019-2020 Recommended2345Charges For Services$421,374$421,000$426,000$426,000$421,374$421,000$426,000$426,000Services And Supplies$392,577$360,224$334,724$334,724Other Charges75,08995,850102,000102,000$467,666$456,074$436,724$436,724$46,293$35,074$10,724$10,724 Total Expenditures/AppropriationsNet CostState Controller SchedulesSTORMWATER UTIL A-14 SAN PABLO (251400)Detail by Revenue Category and Expenditure Object1 Total Revenue337 of 541 Contra Costa CountySchedule 15County Budget ActSpecial Districts and Other Agencies - Non EnterpriseJanuary 2010 Edition, revision #1Financing Sources and Uses by Budget Unit by ObjectFiscal Year 2019-20202017-2018 Actual 2018-2019 Adjusted 2019-2020 Requested2019-2020 Recommended2345Charges For Services$1,200,486$1,190,000$1,165,000$1,165,000$1,200,486$1,190,000$1,165,000$1,165,000Services And Supplies$1,161,483$1,002,410$914,910$914,910Other Charges197,883221,500277,000277,000$1,359,367$1,223,910$1,191,910$1,191,910$158,881$33,910$26,910$26,910State Controller SchedulesSTORMWATER UTIL A-15 SAN RAMON (251500)Detail by Revenue Category and Expenditure Object1 Total Revenue Total Expenditures/AppropriationsNet Cost338 of 541 Contra Costa CountySchedule 15County Budget ActSpecial Districts and Other Agencies - Non EnterpriseJanuary 2010 Edition, revision #1Financing Sources and Uses by Budget Unit by ObjectFiscal Year 2019-20202017-2018 Actual 2018-2019 Adjusted 2019-2020 Requested2019-2020 Recommended2345Charges For Services$1,190,448$1,188,000$1,198,000$1,198,000$1,190,448$1,188,000$1,198,000$1,198,000Services And Supplies$1,108,938$1,012,048$1,013,548$1,013,548Other Charges179,817196,500212,000212,000$1,288,755$1,208,548$1,225,548$1,225,548$98,306$20,548$27,548$27,5481 Total Revenue Total Expenditures/AppropriationsNet CostState Controller SchedulesSTORMWATER UTIL A-16 WALNUT CREEK (251600)Detail by Revenue Category and Expenditure Object339 of 541 Contra Costa CountySchedule 15County Budget ActSpecial Districts and Other Agencies - Non EnterpriseJanuary 2010 Edition, revision #1Financing Sources and Uses by Budget Unit by ObjectFiscal Year 2019-20202017-2018 Actual 2018-2019 Adjusted 2019-2020 Requested2019-2020 Recommended2345Use Of Money & Property$0$0$0$0Charges For Services3,875,1174,100,0003,975,0003,975,000Miscellaneous Revenue159,84625,00000$4,034,963$4,125,000$3,975,000$3,975,000Services And Supplies$1,435,566$2,783,705$2,994,305$2,994,305Other Charges695,879331,500127,000127,000 Expenditure Transfers$1,599,275$1,853,600$2,551,500$2,551,500Total Other Financing Uses$1,599,275$1,853,600$2,551,500$2,551,500$3,730,721$4,968,805$5,672,805$5,672,805($304,242)$843,805$1,697,805$1,697,805Detail by Revenue Category and Expenditure Object1 Total RevenueOther Financing Uses Total Expenditures/AppropriationsNet CostState Controller SchedulesSTORMWATER UTIL A-17 COUNTY (251700)340 of 541 Contra Costa CountySchedule 15County Budget ActSpecial Districts and Other Agencies - Non EnterpriseJanuary 2010 Edition, revision #1Financing Sources and Uses by Budget Unit by ObjectFiscal Year 2019-20202017-2018 Actual 2018-2019 Adjusted 2019-2020 Requested2019-2020 Recommended2345Charges For Services$504,750$500,000$530,000$530,000$504,750$500,000$530,000$530,000Services And Supplies$468,189$401,358$410,958$410,958Other Charges100,744120,100131,000131,000$568,933$521,458$541,958$541,958$64,183$21,458$11,958$11,958Net CostState Controller SchedulesSTORMWATER UTIL A-18 OAKLY (251800)Detail by Revenue Category and Expenditure Object1 Total Revenue Total Expenditures/Appropriations341 of 541 Contra Costa CountySchedule 15County Budget ActSpecial Districts and Other Agencies - Non EnterpriseJanuary 2010 Edition, revision #1Financing Sources and Uses by Budget Unit by ObjectFiscal Year 2019-20202017-2018 Actual 2018-2019 Adjusted 2019-2020 Requested2019-2020 Recommended2345Use Of Money & Property$15,028$14,000$0$0Intergovernmental Revenue73,94874,00074,00074,000Charges For Services2,436,3152,987,0003,199,5673,199,567Miscellaneous Revenue217,390000$2,742,680$3,075,000$3,273,567$3,273,567Services And Supplies$2,409,351$4,887,150$5,028,610$5,028,610Other Charges13,77323,850168,850168,850 Expenditure Transfers$979,977$1,103,500$1,175,500$1,175,500Total Other Financing Uses$979,977$1,103,500$1,175,500$1,175,500$3,403,102$6,014,500$6,372,960$6,372,960$660,422$2,939,500$3,099,393$3,099,393Other Financing Uses Total Expenditures/AppropriationsNet CostState Controller SchedulesSTORMWTR UTIL ADMIN (251900)Detail by Revenue Category and Expenditure Object1 Total Revenue342 of 541 Contra Costa CountySchedule 15County Budget ActSpecial Districts and Other Agencies - Non EnterpriseJanuary 2010 Edition, revision #1Financing Sources and Uses by Budget Unit by ObjectFiscal Year 2019-20202017-2018 Actual 2018-2019 Adjusted 2019-2020 Requested2019-2020 Recommended2345Taxes Current Property$5,740,046$6,235,000$6,186,000$6,186,000Taxes Other Than Cur Prop(17,905)(13,000)(16,500)(16,500)License/Permit/Franchises150000Use Of Money & Property243,667305,000920,000920,000Intergovernmental Revenue47,70945,25047,25047,250Miscellaneous Revenue179,22025,000825,000825,000$6,192,887$6,597,250$7,961,750$7,961,750Services And Supplies$861,922$31,196,981$38,201,192$38,201,192Other Charges66,7759,87625,00025,000 Expenditure Transfers$2,364,650$3,026,924$3,000,000$3,000,000Total Other Financing Uses$2,364,650$3,026,924$3,000,000$3,000,000$3,293,347$34,233,781$41,226,192$41,226,192($2,899,540)$27,636,531$33,264,442$33,264,442State Controller SchedulesFCZ 3B- WALNUT CREEK (252000)Detail by Revenue Category and Expenditure Object1 Total RevenueOther Financing Uses Total Expenditures/AppropriationsNet Cost343 of 541 Contra Costa CountySchedule 15County Budget ActSpecial Districts and Other Agencies - Non EnterpriseJanuary 2010 Edition, revision #1Financing Sources and Uses by Budget Unit by ObjectFiscal Year 2019-20202017-2018 Actual 2018-2019 Adjusted 2019-2020 Requested2019-2020 Recommended2345Taxes Current Property$2,095,110$2,250,000$2,330,000$2,330,000Taxes Other Than Cur Prop(6,358)(3,800)(5,000)(5,000)Use Of Money & Property60,6501,00015,00015,000Intergovernmental Revenue14,59316,10017,10017,100Charges For Services0000$2,163,995$2,263,300$2,357,100$2,357,100Services And Supplies$178,060$4,613,785$5,571,885$5,571,885Other Charges64,66622,50027,50027,500 Expenditure Transfers$646,296$1,129,000$1,228,000$1,228,000Total Other Financing Uses$646,296$1,129,000$1,228,000$1,228,000$889,022$5,765,285$6,827,385$6,827,385($1,274,973)$3,501,985$4,470,285$4,470,285Net CostFCZ 1 - MARSH CRK (252100)Detail by Revenue Category and Expenditure Object1 Total RevenueOther Financing Uses Total Expenditures/AppropriationsState Controller Schedules344 of 541 Contra Costa CountySchedule 15County Budget ActSpecial Districts and Other Agencies - Non EnterpriseJanuary 2010 Edition, revision #1Financing Sources and Uses by Budget Unit by ObjectFiscal Year 2019-20202017-2018 Actual 2018-2019 Adjusted 2019-2020 Requested2019-2020 Recommended2345Miscellaneous Revenue$5,108$14,000$14,000$14,000$5,108$14,000$14,000$14,000Services And Supplies$0$564$564$564Other Charges2,118000 Expenditure Transfers$2,991$14,000$14,000$14,000Total Other Financing Uses$2,991$14,000$14,000$14,000$5,108$14,564$14,564$14,564$0$564$564$564State Controller SchedulesFCZ 2 - KELLOG CREEK (252200)Detail by Revenue Category and Expenditure Object1 Total RevenueOther Financing Uses Total Expenditures/AppropriationsNet Cost345 of 541 Contra Costa CountySchedule 15County Budget ActSpecial Districts and Other Agencies - Non EnterpriseJanuary 2010 Edition, revision #1Financing Sources and Uses by Budget Unit by ObjectFiscal Year 2019-20202017-2018 Actual 2018-2019 Adjusted 2019-2020 Requested2019-2020 Recommended2345Intergovernmental Revenue$257,877$285,000$285,000$285,000$257,877$285,000$285,000$285,000Services And Supplies$9,014$57,865$26,188$26,188Other Charges242,891311,568270,000270,000$251,905$369,433$296,188$296,188($5,972)$84,433$11,188$11,1881 Total Revenue Total Expenditures/AppropriationsNet CostState Controller SchedulesSTORMWTR UTIL A-19 RICH (252300)Detail by Revenue Category and Expenditure Object346 of 541 Contra Costa CountySchedule 15County Budget ActSpecial Districts and Other Agencies - Non EnterpriseJanuary 2010 Edition, revision #1Financing Sources and Uses by Budget Unit by ObjectFiscal Year 2019-20202017-2018 Actual 2018-2019 Adjusted 2019-2020 Requested2019-2020 Recommended2345Charges For Services$329,300$330,000$330,000$330,000$329,300$330,000$330,000$330,000Services And Supplies$286,627$274,442$254,042$254,042Other Charges63,55382,50085,50085,500$350,180$356,942$339,542$339,542$20,879$26,942$9,542$9,542Detail by Revenue Category and Expenditure Object1 Total Revenue Total Expenditures/AppropriationsNet CostState Controller SchedulesSTORMWATER UTIL A-6 HERCULES (252400)347 of 541 Contra Costa CountySchedule 15County Budget ActSpecial Districts and Other Agencies - Non EnterpriseJanuary 2010 Edition, revision #1Financing Sources and Uses by Budget Unit by ObjectFiscal Year 2019-20202017-2018 Actual 2018-2019 Adjusted 2019-2020 Requested2019-2020 Recommended2345Charges For Services$401,458$400,000$408,000$408,000$401,458$400,000$408,000$408,000Services And Supplies$368,882$332,233$323,633$323,633Other Charges62,81877,50092,60092,600$431,700$409,733$416,233$416,233$30,241$9,733$8,233$8,233State Controller SchedulesSTORMWATER UTIL A-5 EL CERRITO (252500)Detail by Revenue Category and Expenditure Object1 Total Revenue Total Expenditures/AppropriationsNet Cost348 of 541 Contra Costa CountySchedule 15County Budget ActSpecial Districts and Other Agencies - Non EnterpriseJanuary 2010 Edition, revision #1Financing Sources and Uses by Budget Unit by ObjectFiscal Year 2019-20202017-2018 Actual 2018-2019 Adjusted 2019-2020 Requested2019-2020 Recommended2345Miscellaneous Revenue$95,993$86,600$86,600$86,600$95,993$86,600$86,600$86,600Services And Supplies$5,855$17,904$17,904$17,904Other Charges0000 Expenditure Transfers$90,138$86,600$86,600$86,600Total Other Financing Uses$90,138$86,600$86,600$86,600$95,993$104,504$104,504$104,504$0$17,904$17,904$17,904 Total Expenditures/AppropriationsNet CostState Controller SchedulesFCZ 6A - SAN PABLO CREEK (252600)Detail by Revenue Category and Expenditure Object1 Total RevenueOther Financing Uses349 of 541 Contra Costa CountySchedule 15County Budget ActSpecial Districts and Other Agencies - Non EnterpriseJanuary 2010 Edition, revision #1Financing Sources and Uses by Budget Unit by ObjectFiscal Year 2019-20202017-2018 Actual 2018-2019 Adjusted 2019-2020 Requested2019-2020 Recommended2345Taxes Current Property$103,770$99,800$128,700$128,700Taxes Other Than Cur Prop(414)(250)(300)(300)Use Of Money & Property0000Intergovernmental Revenue1,276,14413,6104,7604,760Miscellaneous Revenue106,372000$1,485,873$113,160$133,160$133,160Services And Supplies$2,015,380$256,930$76,090$76,090Other Charges8,6461,0002,0002,000 Expenditure Transfers$328,194$127,600$265,600$265,600Total Other Financing Uses$328,194$127,600$265,600$265,600$2,352,220$385,530$343,690$343,690$866,347$272,370$210,530$210,530State Controller SchedulesFCZ 7 - WILDCAT CREEK (252700)Detail by Revenue Category and Expenditure Object1 Total RevenueOther Financing Uses Total Expenditures/AppropriationsNet Cost350 of 541 Contra Costa CountySchedule 15County Budget ActSpecial Districts and Other Agencies - Non EnterpriseJanuary 2010 Edition, revision #1Financing Sources and Uses by Budget Unit by ObjectFiscal Year 2019-20202017-2018 Actual 2018-2019 Adjusted 2019-2020 Requested2019-2020 Recommended2345Taxes Current Property$23,762$22,350$21,950$21,950Taxes Other Than Cur Prop(84)(55)(75)(75)Intergovernmental Revenue186202202202$23,863$22,497$22,077$22,077Services And Supplies$0$43,962$40,060$40,060Other Charges15236,40025,25025,250 Expenditure Transfers$0$1,000$750$750Total Other Financing Uses$0$1,000$750$750$152$81,362$66,060$66,060($23,711)$58,865$43,983$43,983Detail by Revenue Category and Expenditure Object1 Total RevenueOther Financing Uses Total Expenditures/AppropriationsNet CostState Controller SchedulesFCZ 8 - RODEO CREEK (253000)351 of 541 Contra Costa CountySchedule 15County Budget ActSpecial Districts and Other Agencies - Non EnterpriseJanuary 2010 Edition, revision #1Financing Sources and Uses by Budget Unit by ObjectFiscal Year 2019-20202017-2018 Actual 2018-2019 Adjusted 2019-2020 Requested2019-2020 Recommended2345Taxes Current Property$32,186$31,375$32,525$32,525Taxes Other Than Cur Prop(118)(115)(75)(75)Use Of Money & Property0000Intergovernmental Revenue261252252252$32,329$31,512$32,702$32,702Services And Supplies$20,045$240,641$169,601$169,601Other Charges198000 Expenditure Transfers$71,914$102,200$102,200$102,200Total Other Financing Uses$71,914$102,200$102,200$102,200$92,157$342,841$271,801$271,801$59,828$311,329$239,099$239,099State Controller SchedulesFCZ 8A - LWR RODEO CREEK (253100)Detail by Revenue Category and Expenditure Object1 Total RevenueOther Financing Uses Total Expenditures/AppropriationsNet Cost352 of 541 Contra Costa CountySchedule 15County Budget ActSpecial Districts and Other Agencies - Non EnterpriseJanuary 2010 Edition, revision #1Financing Sources and Uses by Budget Unit by ObjectFiscal Year 2019-20202017-2018 Actual 2018-2019 Adjusted 2019-2020 Requested2019-2020 Recommended2345Services And Supplies$440$14,534$5,534$5,534 Expenditure Transfers $27,558 $21,600 $21,600 $21,600Total Other Financing Uses $27,558 $21,600 $21,600 $21,600$27,998 $36,134 $27,134 $27,134$27,998 $36,134 $27,134 $27,134Other Financing Uses Total Expenditures/AppropriationsNet CostState Controller SchedulesFCZ 9 - PINOLE CREEK (253200)Detail by Revenue Category and Expenditure Object1353 of 541 Contra Costa CountySchedule 15County Budget ActSpecial Districts and Other Agencies - Non EnterpriseJanuary 2010 Edition, revision #1Financing Sources and Uses by Budget Unit by ObjectFiscal Year 2019-20202017-2018 Actual 2018-2019 Adjusted 2019-2020 Requested2019-2020 Recommended2345Use Of Money & Property$0$0$0$0Intergovernmental Revenue130,266130,000135,000135,000$130,266$130,000$135,000$135,000Services And Supplies$0$48,686$91,212$91,212Other Charges86,791171,526135,000135,000$86,791$220,212$226,212$226,212($43,475)$90,212$91,212$91,2121 Total Revenue Total Expenditures/AppropriationsNet CostState Controller SchedulesSTORMWTR UTIL A-20 BRNT (253300)Detail by Revenue Category and Expenditure Object354 of 541 Contra Costa CountySchedule 15County Budget ActSpecial Districts and Other Agencies - Non EnterpriseJanuary 2010 Edition, revision #1Financing Sources and Uses by Budget Unit by ObjectFiscal Year 2019-20202017-2018 Actual 2018-2019 Adjusted 2019-2020 Requested2019-2020 Recommended2345License/Permit/Franchises$0$0$100$100$0$0$100$100Services And Supplies$0$6,788$7,528$7,528 Expenditure Transfers$1,275$1,000$1,000$1,000Total Other Financing Uses$1,275$1,000$1,000$1,000$1,275$7,788$8,528$8,528$1,275$7,788$8,428$8,428State Controller SchedulesDRAINAGE AREA 37A (253400)Detail by Revenue Category and Expenditure Object1 Total RevenueOther Financing Uses Total Expenditures/AppropriationsNet Cost355 of 541 Contra Costa CountySchedule 15County Budget ActSpecial Districts and Other Agencies - Non EnterpriseJanuary 2010 Edition, revision #1Financing Sources and Uses by Budget Unit by ObjectFiscal Year 2019-20202017-2018 Actual 2018-2019 Adjusted 2019-2020 Requested2019-2020 Recommended2345License/Permit/Franchises$0$0$100$100Use Of Money & Property1,4961,5005,5005,500Miscellaneous Revenue5,000000$6,496$1,500$5,600$5,600Services And Supplies$0$201,465$208,448$208,448Other Charges45000 Expenditure Transfers$3,303$6,500$2,500$2,500Total Other Financing Uses$3,303$6,500$2,500$2,500$3,348$207,965$210,948$210,948($3,148)$206,465$205,348$205,348 Total Expenditures/AppropriationsNet CostState Controller SchedulesDRAINAGE AREA 33A (253500)Detail by Revenue Category and Expenditure Object1 Total RevenueOther Financing Uses356 of 541 Contra Costa CountySchedule 15County Budget ActSpecial Districts and Other Agencies - Non EnterpriseJanuary 2010 Edition, revision #1Financing Sources and Uses by Budget Unit by ObjectFiscal Year 2019-20202017-2018 Actual 2018-2019 Adjusted 2019-2020 Requested2019-2020 Recommended2345Use Of Money & Property$0$0$0$0Miscellaneous Revenue140,006150,000140,000140,000$140,006$150,000$140,000$140,000Services And Supplies$0$512,442$492,254$492,254Other Charges2,3432,5005,5005,500 Expenditure Transfers$43,009$91,400$137,800$137,800Total Other Financing Uses$43,009$91,400$137,800$137,800$45,352$606,342$635,554$635,554($94,654)$456,342$495,554$495,554State Controller SchedulesDRN AREA BNFT ASSESS 75A (253600)Detail by Revenue Category and Expenditure Object1 Total RevenueOther Financing Uses Total Expenditures/AppropriationsNet Cost357 of 541 Contra Costa CountySchedule 15County Budget ActSpecial Districts and Other Agencies - Non EnterpriseJanuary 2010 Edition, revision #1Financing Sources and Uses by Budget Unit by ObjectFiscal Year 2019-20202017-2018 Actual 2018-2019 Adjusted 2019-2020 Requested2019-2020 Recommended2345License/Permit/Franchises$20,253$5,000$1,000$1,000Use Of Money & Property0000$20,253$5,000$1,000$1,000Services And Supplies$205$96,027$70,177$70,177 Expenditure Transfers$23,395$25,450$26,850$26,850Total Other Financing Uses$23,395$25,450$26,850$26,850$23,601$121,477$97,027$97,027$3,348$116,477$96,027$96,027Detail by Revenue Category and Expenditure Object1 Total RevenueOther Financing Uses Total Expenditures/AppropriationsNet CostState Controller SchedulesDRAINAGE AREA 128 (253700)358 of 541 Contra Costa CountySchedule 15County Budget ActSpecial Districts and Other Agencies - Non EnterpriseJanuary 2010 Edition, revision #1Financing Sources and Uses by Budget Unit by ObjectFiscal Year 2019-20202017-2018 Actual 2018-2019 Adjusted 2019-2020 Requested2019-2020 Recommended2345License/Permit/Franchises$559$7,000$1,000$1,000Use Of Money & Property1,468000Miscellaneous Revenue68,530000$70,557$7,000$1,000$1,000Services And Supplies$0$72,124$68,124$68,124 Expenditure Transfers$7,546$5,000$5,000$5,000Total Other Financing Uses$7,546$5,000$5,000$5,000$7,546$77,124$73,124$73,124($63,012)$70,124$72,124$72,124State Controller SchedulesDRAINAGE AREA 57 (253800)Detail by Revenue Category and Expenditure Object1 Total RevenueOther Financing Uses Total Expenditures/AppropriationsNet Cost359 of 541 Contra Costa CountySchedule 15County Budget ActSpecial Districts and Other Agencies - Non EnterpriseJanuary 2010 Edition, revision #1Financing Sources and Uses by Budget Unit by ObjectFiscal Year 2019-20202017-2018 Actual 2018-2019 Adjusted 2019-2020 Requested2019-2020 Recommended2345License/Permit/Franchises$3,577$20,000$3,000$3,000Use Of Money & Property0000$3,577$20,000$3,000$3,000Services And Supplies$0$86,692$87,192$87,192Other Charges0100,00000 Expenditure Transfers$2,296$2,500$2,500$2,500Total Other Financing Uses$2,296$2,500$2,500$2,500$2,296$189,192$89,692$89,692($1,280)$169,192$86,692$86,692 Total RevenueOther Financing Uses Total Expenditures/AppropriationsNet CostState Controller SchedulesDRAINAGE AREA 67 (253900)Detail by Revenue Category and Expenditure Object1360 of 541 Contra Costa CountySchedule 15County Budget ActSpecial Districts and Other Agencies - Non EnterpriseJanuary 2010 Edition, revision #1Financing Sources and Uses by Budget Unit by ObjectFiscal Year 2019-20202017-2018 Actual 2018-2019 Adjusted 2019-2020 Requested2019-2020 Recommended2345License/Permit/Franchises$96,312$20,000$200,000$200,000Use Of Money & Property0000$96,312$20,000$200,000$200,000Services And Supplies$0$143,371$340,871$340,871 Expenditure Transfers$1,449$2,500$2,500$2,500Total Other Financing Uses$1,449$2,500$2,500$2,500$1,449$145,871$343,371$343,371($94,863)$125,871$143,371$143,371Detail by Revenue Category and Expenditure Object1 Total RevenueOther Financing Uses Total Expenditures/AppropriationsNet CostState Controller SchedulesDRAINAGE AREA 19A (254000)361 of 541 Contra Costa CountySchedule 15County Budget ActSpecial Districts and Other Agencies - Non EnterpriseJanuary 2010 Edition, revision #1Financing Sources and Uses by Budget Unit by ObjectFiscal Year 2019-20202017-2018 Actual 2018-2019 Adjusted 2019-2020 Requested2019-2020 Recommended2345License/Permit/Franchises$0$6,000$500$500$0$6,000$500$500Services And Supplies$0$7,148$5,148$5,148 Expenditure Transfers$2,073$2,500$2,500$2,500Total Other Financing Uses$2,073$2,500$2,500$2,500$2,073$9,648$7,648$7,648$2,073$3,648$7,148$7,148 Total Expenditures/AppropriationsNet CostState Controller SchedulesDRAINAGE AREA 33B (254100)Detail by Revenue Category and Expenditure Object1 Total RevenueOther Financing Uses362 of 541 Contra Costa CountySchedule 15County Budget ActSpecial Districts and Other Agencies - Non EnterpriseJanuary 2010 Edition, revision #1Financing Sources and Uses by Budget Unit by ObjectFiscal Year 2019-20202017-2018 Actual 2018-2019 Adjusted 2019-2020 Requested2019-2020 Recommended2345License/Permit/Franchises$25,568$10,000$2,000$2,000Use Of Money & Property2,2453,00010,00010,000$27,813$13,000$12,000$12,000Services And Supplies$0$316,019$326,519$326,519Other Charges480100100 Expenditure Transfers$4,041$1,500$1,400$1,400Total Other Financing Uses$4,041$1,500$1,400$1,400$4,089$317,519$328,019$328,019($23,724)$304,519$316,019$316,019 Total RevenueOther Financing Uses Total Expenditures/AppropriationsNet CostState Controller SchedulesDRAINAGE AREA 76 (254200)Detail by Revenue Category and Expenditure Object1363 of 541 Contra Costa CountySchedule 15County Budget ActSpecial Districts and Other Agencies - Non EnterpriseJanuary 2010 Edition, revision #1Financing Sources and Uses by Budget Unit by ObjectFiscal Year 2019-20202017-2018 Actual 2018-2019 Adjusted 2019-2020 Requested2019-2020 Recommended2345License/Permit/Franchises$35,774$10,000$5,000$5,000Use Of Money & Property0000$35,774$10,000$5,000$5,000Services And Supplies$0$146,737$161,862$161,862 Expenditure Transfers$4,863$3,000$1,000$1,000Total Other Financing Uses$4,863$3,000$1,000$1,000$4,863$149,737$162,862$162,862($30,911)$139,737$157,862$157,862State Controller SchedulesDRAINAGE AREA 62 (254300)Detail by Revenue Category and Expenditure Object1 Total RevenueOther Financing Uses Total Expenditures/AppropriationsNet Cost364 of 541 Contra Costa CountySchedule 15County Budget ActSpecial Districts and Other Agencies - Non EnterpriseJanuary 2010 Edition, revision #1Financing Sources and Uses by Budget Unit by ObjectFiscal Year 2019-20202017-2018 Actual 2018-2019 Adjusted 2019-2020 Requested2019-2020 Recommended2345License/Permit/Franchises$2,072$2,000$2,000$2,000$2,072$2,000$2,000$2,000Services And Supplies$0$27,730$36,480$36,480 Expenditure Transfers$1,375$1,000$1,000$1,000Total Other Financing Uses$1,375$1,000$1,000$1,000$1,375$28,730$37,480$37,480($697)$26,730$35,480$35,480 Total Expenditures/AppropriationsNet CostState Controller SchedulesDRAINAGE AREA 72 (254400)Detail by Revenue Category and Expenditure Object1 Total RevenueOther Financing Uses365 of 541 Contra Costa CountySchedule 15County Budget ActSpecial Districts and Other Agencies - Non EnterpriseJanuary 2010 Edition, revision #1Financing Sources and Uses by Budget Unit by ObjectFiscal Year 2019-20202017-2018 Actual 2018-2019 Adjusted 2019-2020 Requested2019-2020 Recommended2345License/Permit/Franchises$2,902$1,000$3,000$3,000$2,902$1,000$3,000$3,000Services And Supplies$0$12,418$18,407$18,407 Expenditure Transfers$1,275$2,608$1,000$1,000Total Other Financing Uses$1,275$2,608$1,000$1,000$1,275$15,026$19,407$19,407($1,626)$14,026$16,407$16,407State Controller SchedulesDRAINAGE AREA 78 (254500)Detail by Revenue Category and Expenditure Object1 Total RevenueOther Financing Uses Total Expenditures/AppropriationsNet Cost366 of 541 Contra Costa CountySchedule 15County Budget ActSpecial Districts and Other Agencies - Non EnterpriseJanuary 2010 Edition, revision #1Financing Sources and Uses by Budget Unit by ObjectFiscal Year 2019-20202017-2018 Actual 2018-2019 Adjusted 2019-2020 Requested2019-2020 Recommended2345License/Permit/Franchises$8,201$50,000$3,000$3,000Use Of Money & Property2,9934,50015,00015,000$11,194$54,500$18,000$18,000Services And Supplies$0$482,202$482,202$482,202Other Charges500100100 Expenditure Transfers$8,798$7,000$17,900$17,900Total Other Financing Uses$8,798$7,000$17,900$17,900$8,848$489,202$500,202$500,202($2,346)$434,702$482,202$482,202Detail by Revenue Category and Expenditure Object1 Total RevenueOther Financing Uses Total Expenditures/AppropriationsNet CostState Controller SchedulesDRAINAGE AREA 30B (254600)367 of 541 Contra Costa CountySchedule 15County Budget ActSpecial Districts and Other Agencies - Non EnterpriseJanuary 2010 Edition, revision #1Financing Sources and Uses by Budget Unit by ObjectFiscal Year 2019-20202017-2018 Actual 2018-2019 Adjusted 2019-2020 Requested2019-2020 Recommended2345License/Permit/Franchises$10,638$10,000$1,000$1,000Use Of Money & Property2,2453,00011,00011,000$12,883$13,000$12,000$12,000Services And Supplies$0$362,034$390,750$390,750Other Charges480100100 Expenditure Transfers$6,206$3,500$2,400$2,400Total Other Financing Uses$6,206$3,500$2,400$2,400$6,254$365,534$393,250$393,250($6,629)$352,534$381,250$381,250State Controller SchedulesDRAINAGE AREA 44B (254700)Detail by Revenue Category and Expenditure Object1 Total RevenueOther Financing Uses Total Expenditures/AppropriationsNet Cost368 of 541 Contra Costa CountySchedule 15County Budget ActSpecial Districts and Other Agencies - Non EnterpriseJanuary 2010 Edition, revision #1Financing Sources and Uses by Budget Unit by ObjectFiscal Year 2019-20202017-2018 Actual 2018-2019 Adjusted 2019-2020 Requested2019-2020 Recommended2345License/Permit/Franchises$0$15,000$2,500$2,500Use Of Money & Property0000$0$15,000$2,500$2,500Services And Supplies$0$32,318$27,318$27,318 Expenditure Transfers$8,372$5,500$7,500$7,500Total Other Financing Uses$8,372$5,500$7,500$7,500$8,372$37,818$34,818$34,818$8,372$22,818$32,318$32,318 Total RevenueOther Financing Uses Total Expenditures/AppropriationsNet CostState Controller SchedulesDRAINAGE AREA 29E (254800)Detail by Revenue Category and Expenditure Object1369 of 541 Contra Costa CountySchedule 15County Budget ActSpecial Districts and Other Agencies - Non EnterpriseJanuary 2010 Edition, revision #1Financing Sources and Uses by Budget Unit by ObjectFiscal Year 2019-20202017-2018 Actual 2018-2019 Adjusted 2019-2020 Requested2019-2020 Recommended2345License/Permit/Franchises$0$6,000$2,000$2,000$0$6,000$2,000$2,000Services And Supplies$0$33,353$94,353$94,353Other Charges0000 Expenditure Transfers$1,973$2,500$2,500$2,500Total Other Financing Uses$1,973$2,500$2,500$2,500$1,973$35,853$96,853$96,853$1,973$29,853$94,853$94,853Detail by Revenue Category and Expenditure Object1 Total RevenueOther Financing Uses Total Expenditures/AppropriationsNet CostState Controller SchedulesDRAINAGE AREA 52B (254900)370 of 541 Contra Costa CountySchedule 15County Budget ActSpecial Districts and Other Agencies - Non EnterpriseJanuary 2010 Edition, revision #1Financing Sources and Uses by Budget Unit by ObjectFiscal Year 2019-20202017-2018 Actual 2018-2019 Adjusted 2019-2020 Requested2019-2020 Recommended2345Taxes Current Property$2,045$2,185$2,290$2,290Taxes Other Than Cur Prop(6)(3)(5)(5)Intergovernmental Revenue14161515$2,052$2,198$2,300$2,300Services And Supplies$0$25,443$27,693$27,693Other Charges1605050$16$25,443$27,743$27,743($2,036)$23,245$25,443$25,443Net CostState Controller SchedulesDRAINAGE AREA 290 (255000)Detail by Revenue Category and Expenditure Object1 Total Revenue Total Expenditures/Appropriations371 of 541 Contra Costa CountySchedule 15County Budget ActSpecial Districts and Other Agencies - Non EnterpriseJanuary 2010 Edition, revision #1Financing Sources and Uses by Budget Unit by ObjectFiscal Year 2019-20202017-2018 Actual 2018-2019 Adjusted 2019-2020 Requested2019-2020 Recommended2345Taxes Current Property$4,764$5,460$5,460$5,460Taxes Other Than Cur Prop(15)(10)(10)(10)Use Of Money & Property0000Intergovernmental Revenue31313131$4,781$5,481$5,481$5,481Services And Supplies$0$79,466$84,847$84,847Other Charges380100100$38$79,466$84,947$84,947($4,743)$73,985$79,466$79,466 Total Expenditures/AppropriationsNet CostState Controller SchedulesDRAINAGE AREA 300 (255100)Detail by Revenue Category and Expenditure Object1 Total Revenue372 of 541 Contra Costa CountySchedule 15County Budget ActSpecial Districts and Other Agencies - Non EnterpriseJanuary 2010 Edition, revision #1Financing Sources and Uses by Budget Unit by ObjectFiscal Year 2019-20202017-2018 Actual 2018-2019 Adjusted 2019-2020 Requested2019-2020 Recommended2345Taxes Current Property$343,268$374,500$381,000$381,000Taxes Other Than Cur Prop(1,035)(925)(850)(850)License/Permit/Franchises13,6985,0001,5001,500Use Of Money & Property44,89354,000165,000165,000Intergovernmental Revenue2,2922,1152,3652,365$403,116$434,690$549,015$549,015Services And Supplies$0$4,626,008$5,077,038$5,077,038Other Charges2,91403,0003,000 Expenditure Transfers$17,954$189,000$181,000$181,000Total Other Financing Uses$17,954$189,000$181,000$181,000$20,868$4,815,008$5,261,038$5,261,038($382,248)$4,380,318$4,712,023$4,712,023State Controller SchedulesDRAINAGE AREA 13 (255200)Detail by Revenue Category and Expenditure Object1 Total RevenueOther Financing Uses Total Expenditures/AppropriationsNet Cost373 of 541 Contra Costa CountySchedule 15County Budget ActSpecial Districts and Other Agencies - Non EnterpriseJanuary 2010 Edition, revision #1Financing Sources and Uses by Budget Unit by ObjectFiscal Year 2019-20202017-2018 Actual 2018-2019 Adjusted 2019-2020 Requested2019-2020 Recommended2345License/Permit/Franchises$2,855$10,000$500$500Use Of Money & Property4,4896,00020,00020,000$7,344$16,000$20,500$20,500Services And Supplies$0$475,502$495,571$495,571Other Charges550100100 Expenditure Transfers$2,654$2,500$2,400$2,400Total Other Financing Uses$2,654$2,500$2,400$2,400$2,709$478,002$498,071$498,071($4,635)$462,002$477,571$477,571Detail by Revenue Category and Expenditure Object1 Total RevenueOther Financing Uses Total Expenditures/AppropriationsNet CostState Controller SchedulesDRAINAGE AREA 52A (255300)374 of 541 Contra Costa CountySchedule 15County Budget ActSpecial Districts and Other Agencies - Non EnterpriseJanuary 2010 Edition, revision #1Financing Sources and Uses by Budget Unit by ObjectFiscal Year 2019-20202017-2018 Actual 2018-2019 Adjusted 2019-2020 Requested2019-2020 Recommended2345Taxes Current Property$382,715$381,100$405,600$405,600Taxes Other Than Cur Prop(1,284)(1,900)(1,500)(1,500)License/Permit/Franchises00500500Use Of Money & Property44,89357,000185,000185,000Intergovernmental Revenue17,73418,71518,87518,875$444,058$454,915$608,475$608,475Services And Supplies$0$4,881,186$5,646,343$5,646,343Other Charges3,09103,0003,000 Expenditure Transfers$3,927$8,000$6,000$6,000Total Other Financing Uses$3,927$8,000$6,000$6,000$7,018$4,889,186$5,655,343$5,655,343($437,040)$4,434,271$5,046,868$5,046,868State Controller SchedulesDRAINAGE AREA 10 (255400)Detail by Revenue Category and Expenditure Object1 Total RevenueOther Financing Uses Total Expenditures/AppropriationsNet Cost375 of 541 Contra Costa CountySchedule 15County Budget ActSpecial Districts and Other Agencies - Non EnterpriseJanuary 2010 Edition, revision #1Financing Sources and Uses by Budget Unit by ObjectFiscal Year 2019-20202017-2018 Actual 2018-2019 Adjusted 2019-2020 Requested2019-2020 Recommended2345License/Permit/Franchises$889$6,000$1,000$1,000Use Of Money & Property2,2452,2507,0007,000$3,134$8,250$8,000$8,000Services And Supplies$0$203,588$284,088$284,088Other Charges480100100 Expenditure Transfers$5,073$4,500$4,400$4,400Total Other Financing Uses$5,073$4,500$4,400$4,400$5,121$208,088$288,588$288,588$1,987$199,838$280,588$280,588 Total RevenueOther Financing Uses Total Expenditures/AppropriationsNet CostState Controller SchedulesDRAINAGE AREA 29C (255500)Detail by Revenue Category and Expenditure Object1376 of 541 Contra Costa CountySchedule 15County Budget ActSpecial Districts and Other Agencies - Non EnterpriseJanuary 2010 Edition, revision #1Financing Sources and Uses by Budget Unit by ObjectFiscal Year 2019-20202017-2018 Actual 2018-2019 Adjusted 2019-2020 Requested2019-2020 Recommended2345License/Permit/Franchises$1,452$15,000$2,000$2,000Use Of Money & Property2,2453,00000$3,696$18,000$2,000$2,000Services And Supplies$0$288,233$235,233$235,233Other Charges4839,00050,10050,100 Expenditure Transfers$5,971$4,000$4,900$4,900Total Other Financing Uses$5,971$4,000$4,900$4,900$6,019$331,233$290,233$290,233$2,323$313,233$288,233$288,233Detail by Revenue Category and Expenditure Object1 Total RevenueOther Financing Uses Total Expenditures/AppropriationsNet CostState Controller SchedulesDRAINAGE AREA 29D (255600)377 of 541 Contra Costa CountySchedule 15County Budget ActSpecial Districts and Other Agencies - Non EnterpriseJanuary 2010 Edition, revision #1Financing Sources and Uses by Budget Unit by ObjectFiscal Year 2019-20202017-2018 Actual 2018-2019 Adjusted 2019-2020 Requested2019-2020 Recommended2345License/Permit/Franchises$9,908$5,000$5,000$5,000$9,908$5,000$5,000$5,000Services And Supplies$0$64,817$54,701$54,701Other Charges0262,38400 Expenditure Transfers$14,430$10,500$11,500$11,500Total Other Financing Uses$14,430$10,500$11,500$11,500$14,430$337,701$66,201$66,201$4,521$332,701$61,201$61,201 Total Expenditures/AppropriationsNet CostState Controller SchedulesDRAINAGE AREA 30A (255700)Detail by Revenue Category and Expenditure Object1 Total RevenueOther Financing Uses378 of 541 Contra Costa CountySchedule 15County Budget ActSpecial Districts and Other Agencies - Non EnterpriseJanuary 2010 Edition, revision #1Financing Sources and Uses by Budget Unit by ObjectFiscal Year 2019-20202017-2018 Actual 2018-2019 Adjusted 2019-2020 Requested2019-2020 Recommended2345License/Permit/Franchises$4,864$200,000$1,000$1,000Use Of Money & Property14,96422,50080,00080,000$19,828$222,500$81,000$81,000Services And Supplies$0$2,299,774$2,355,274$2,355,274Other Charges900100100 Expenditure Transfers$6,311$12,500$25,400$25,400Total Other Financing Uses$6,311$12,500$25,400$25,400$6,401$2,312,274$2,380,774$2,380,774($13,427)$2,089,774$2,299,774$2,299,774 Total RevenueOther Financing Uses Total Expenditures/AppropriationsNet CostState Controller SchedulesDRAINAGE AREA 30C (255800)Detail by Revenue Category and Expenditure Object1379 of 541 Contra Costa CountySchedule 15County Budget ActSpecial Districts and Other Agencies - Non EnterpriseJanuary 2010 Edition, revision #1Financing Sources and Uses by Budget Unit by ObjectFiscal Year 2019-20202017-2018 Actual 2018-2019 Adjusted 2019-2020 Requested2019-2020 Recommended2345License/Permit/Franchises$1,078$500$1,000$1,000Use Of Money & Property0000$1,078$500$1,000$1,000Services And Supplies$0$141,037$140,209$140,209Other Charges0000 Expenditure Transfers$1,574$2,500$2,500$2,500Total Other Financing Uses$1,574$2,500$2,500$2,500$1,574$143,537$142,709$142,709$497$143,037$141,709$141,709State Controller SchedulesDRAINAGE AREA 15A (255900)Detail by Revenue Category and Expenditure Object1 Total RevenueOther Financing Uses Total Expenditures/AppropriationsNet Cost380 of 541 Contra Costa CountySchedule 15County Budget ActSpecial Districts and Other Agencies - Non EnterpriseJanuary 2010 Edition, revision #1Financing Sources and Uses by Budget Unit by ObjectFiscal Year 2019-20202017-2018 Actual 2018-2019 Adjusted 2019-2020 Requested2019-2020 Recommended2345Use Of Money & Property$1,496$1,500$5,500$5,500Miscellaneous Revenue35,00150,00035,00035,000$36,497$51,500$40,500$40,500Services And Supplies$15,570$223,394$243,390$243,390Other Charges2,0854352,1352,135 Expenditure Transfers$5,369$83,061$52,365$52,365Total Other Financing Uses$5,369$83,061$52,365$52,365$23,024$306,890$297,890$297,890($13,473)$255,390$257,390$257,390 Total Expenditures/AppropriationsNet CostState Controller SchedulesDRN AREA BNFT ASSESS 910 (256000)Detail by Revenue Category and Expenditure Object1 Total RevenueOther Financing Uses381 of 541 Contra Costa CountySchedule 15County Budget ActSpecial Districts and Other Agencies - Non EnterpriseJanuary 2010 Edition, revision #1Financing Sources and Uses by Budget Unit by ObjectFiscal Year 2019-20202017-2018 Actual 2018-2019 Adjusted 2019-2020 Requested2019-2020 Recommended2345License/Permit/Franchises$0$0$1,000$1,000$0$0$1,000$1,000Services And Supplies$0$474$1,688$1,688 Expenditure Transfers$0$0$1,500$1,500Total Other Financing Uses$0$0$1,500$1,500$0$474$3,188$3,188$0$474$2,188$2,188State Controller SchedulesDRAINAGE AREA 33C (256100)Detail by Revenue Category and Expenditure Object1 Total RevenueOther Financing Uses Total Expenditures/AppropriationsNet Cost382 of 541 Contra Costa CountySchedule 15County Budget ActSpecial Districts and Other Agencies - Non EnterpriseJanuary 2010 Edition, revision #1Financing Sources and Uses by Budget Unit by ObjectFiscal Year 2019-20202017-2018 Actual 2018-2019 Adjusted 2019-2020 Requested2019-2020 Recommended2345License/Permit/Franchises$812,605$1,000,000$300,000$300,000Use Of Money & Property7,48212,00035,00035,000$820,088$1,012,000$335,000$335,000Services And Supplies$148,791$3,230,508$2,446,434$2,446,434Other Charges650500500 Expenditure Transfers$247,095$138,426$657,000$657,000Total Other Financing Uses$247,095$138,426$657,000$657,000$395,951$3,368,934$3,103,934$3,103,934($424,137)$2,356,934$2,768,934$2,768,934Detail by Revenue Category and Expenditure Object1 Total RevenueOther Financing Uses Total Expenditures/AppropriationsNet CostState Controller SchedulesDRAINAGE AREA 130 (256200)383 of 541 Contra Costa CountySchedule 15County Budget ActSpecial Districts and Other Agencies - Non EnterpriseJanuary 2010 Edition, revision #1Financing Sources and Uses by Budget Unit by ObjectFiscal Year 2019-20202017-2018 Actual 2018-2019 Adjusted 2019-2020 Requested2019-2020 Recommended2345Taxes Current Property$19,087$19,025$20,025$20,025Taxes Other Than Cur Prop(73)(65)(70)(70)Intergovernmental Revenue710701776776Miscellaneous Revenue28,501000$48,225$19,661$20,731$20,731Services And Supplies$181$13,817$22,421$22,421Other Charges1090125125 Expenditure Transfers$28,867$25,484$20,725$20,725Total Other Financing Uses$28,867$25,484$20,725$20,725$29,157$39,301$43,271$43,271($19,069)$19,640$22,540$22,540State Controller SchedulesDRAINAGE AREA 127 (256300)Detail by Revenue Category and Expenditure Object1 Total RevenueOther Financing Uses Total Expenditures/AppropriationsNet Cost384 of 541 Contra Costa CountySchedule 15County Budget ActSpecial Districts and Other Agencies - Non EnterpriseJanuary 2010 Edition, revision #1Financing Sources and Uses by Budget Unit by ObjectFiscal Year 2019-20202017-2018 Actual 2018-2019 Adjusted 2019-2020 Requested2019-2020 Recommended2345License/Permit/Franchises$122$1,000$500$500Use Of Money & Property0000$122$1,000$500$500Services And Supplies$0$359,905$358,847$358,847 Expenditure Transfers$1,275$942$1,500$1,500Total Other Financing Uses$1,275$942$1,500$1,500$1,275$360,847$360,347$360,347$1,154$359,847$359,847$359,847 Total RevenueOther Financing Uses Total Expenditures/AppropriationsNet CostState Controller SchedulesDRAINAGE AREA 40A (256500)Detail by Revenue Category and Expenditure Object1385 of 541 Contra Costa CountySchedule 15County Budget ActSpecial Districts and Other Agencies - Non EnterpriseJanuary 2010 Edition, revision #1Financing Sources and Uses by Budget Unit by ObjectFiscal Year 2019-20202017-2018 Actual 2018-2019 Adjusted 2019-2020 Requested2019-2020 Recommended2345License/Permit/Franchises$368$20,000$1,000$1,000Use Of Money & Property89,787105,000300,000300,000$90,155$125,000$301,000$301,000Services And Supplies$77,425$7,376,905$7,942,227$7,942,227Other Charges79001,0001,000 Expenditure Transfers$286,778$317,000$577,000$577,000Total Other Financing Uses$286,778$317,000$577,000$577,000$364,994$7,693,905$8,520,227$8,520,227$274,839$7,568,905$8,219,227$8,219,227Detail by Revenue Category and Expenditure Object1 Total RevenueOther Financing Uses Total Expenditures/AppropriationsNet CostState Controller SchedulesDRAINAGE AREA 56 (256600)386 of 541 Contra Costa CountySchedule 15County Budget ActSpecial Districts and Other Agencies - Non EnterpriseJanuary 2010 Edition, revision #1Financing Sources and Uses by Budget Unit by ObjectFiscal Year 2019-20202017-2018 Actual 2018-2019 Adjusted 2019-2020 Requested2019-2020 Recommended2345License/Permit/Franchises$1,021$1,000$1,000$1,000Use Of Money & Property1,4962,2508,0008,000$2,518$3,250$9,000$9,000Services And Supplies$0$219,206$232,286$232,286Other Charges450100100 Expenditure Transfers$4,713$1,500$1,400$1,400Total Other Financing Uses$4,713$1,500$1,400$1,400$4,758$220,706$233,786$233,786$2,240$217,456$224,786$224,786 Total Expenditures/AppropriationsNet CostState Controller SchedulesDRAINAGE AREA 73 (256700)Detail by Revenue Category and Expenditure Object1 Total RevenueOther Financing Uses387 of 541 Contra Costa CountySchedule 15County Budget ActSpecial Districts and Other Agencies - Non EnterpriseJanuary 2010 Edition, revision #1Financing Sources and Uses by Budget Unit by ObjectFiscal Year 2019-20202017-2018 Actual 2018-2019 Adjusted 2019-2020 Requested2019-2020 Recommended2345License/Permit/Franchises$0$1,000$100$100Use Of Money & Property0000$0$1,000$100$100Services And Supplies$0$37,631$28,731$28,731 Expenditure Transfers$8,622$9,000$9,000$9,000Total Other Financing Uses$8,622$9,000$9,000$9,000$8,622$46,631$37,731$37,731$8,622$45,631$37,631$37,631 Total RevenueOther Financing Uses Total Expenditures/AppropriationsNet CostState Controller SchedulesDRAINAGE AREA 29G (256800)Detail by Revenue Category and Expenditure Object1388 of 541 Contra Costa CountySchedule 15County Budget ActSpecial Districts and Other Agencies - Non EnterpriseJanuary 2010 Edition, revision #1Financing Sources and Uses by Budget Unit by ObjectFiscal Year 2019-20202017-2018 Actual 2018-2019 Adjusted 2019-2020 Requested2019-2020 Recommended2345License/Permit/Franchises$310,485$50,000$5,000$5,000Use Of Money & Property0000$310,485$50,000$5,000$5,000Services And Supplies$0$402,749$233,249$233,249Other Charges070,000170,000170,000 Expenditure Transfers$16,763$12,500$4,500$4,500Total Other Financing Uses$16,763$12,500$4,500$4,500$16,763$485,249$407,749$407,749($293,722)$435,249$402,749$402,749State Controller SchedulesDRAINAGE AREA 29H (256900)Detail by Revenue Category and Expenditure Object1 Total RevenueOther Financing Uses Total Expenditures/AppropriationsNet Cost389 of 541 Contra Costa CountySchedule 15County Budget ActSpecial Districts and Other Agencies - Non EnterpriseJanuary 2010 Edition, revision #1Financing Sources and Uses by Budget Unit by ObjectFiscal Year 2019-20202017-2018 Actual 2018-2019 Adjusted 2019-2020 Requested2019-2020 Recommended2345License/Permit/Franchises$0$5,500$30$30$0$5,500$30$30Services And Supplies $0 $1,851 $1,881 $1,881 Expenditure Transfers $0 $4,500 $0 $0Total Other Financing Uses $0 $4,500 $0 $0$0 $6,351 $1,881 $1,881$0 $851 $1,851 $1,851 Total Expenditures/AppropriationsNet CostState Controller SchedulesDRAINAGE AREA 29J (257000)Detail by Revenue Category and Expenditure Object1 Total RevenueOther Financing Uses390 of 541 Contra Costa CountySchedule 15County Budget ActSpecial Districts and Other Agencies - Non EnterpriseJanuary 2010 Edition, revision #1Financing Sources and Uses by Budget Unit by ObjectFiscal Year 2019-20202017-2018 Actual 2018-2019 Adjusted 2019-2020 Requested2019-2020 Recommended2345License/Permit/Franchises$904,616$100,000$200,000$200,000Use Of Money & Property7,4827,50060,00060,000$912,098$107,500$260,000$260,000Services And Supplies$333,876$1,591,512$2,205,012$2,205,012Other Charges6350100100 Expenditure Transfers$93,543$124,000$38,900$38,900Total Other Financing Uses$93,543$124,000$38,900$38,900$428,053$1,715,512$2,244,012$2,244,012($484,044)$1,608,012$1,984,012$1,984,012State Controller SchedulesDRAINAGE AREA 52C (257100)Detail by Revenue Category and Expenditure Object1 Total RevenueOther Financing Uses Total Expenditures/AppropriationsNet Cost391 of 541 Contra Costa CountySchedule 15County Budget ActSpecial Districts and Other Agencies - Non EnterpriseJanuary 2010 Edition, revision #1Financing Sources and Uses by Budget Unit by ObjectFiscal Year 2019-20202017-2018 Actual 2018-2019 Adjusted 2019-2020 Requested2019-2020 Recommended2345License/Permit/Franchises$185$4,000$100$100Use Of Money & Property5,2386,00023,00023,000$5,422$10,000$23,100$23,100Services And Supplies$0$632,838$663,968$663,968Other Charges580100100 Expenditure Transfers$2,989$3,500$3,400$3,400Total Other Financing Uses$2,989$3,500$3,400$3,400$3,047$636,338$667,468$667,468($2,376)$626,338$644,368$644,368Detail by Revenue Category and Expenditure Object1 Total RevenueOther Financing Uses Total Expenditures/AppropriationsNet CostState Controller SchedulesDRAINAGE AREA 48C (257200)392 of 541 Contra Costa CountySchedule 15County Budget ActSpecial Districts and Other Agencies - Non EnterpriseJanuary 2010 Edition, revision #1Financing Sources and Uses by Budget Unit by ObjectFiscal Year 2019-20202017-2018 Actual 2018-2019 Adjusted 2019-2020 Requested2019-2020 Recommended2345License/Permit/Franchises$1,030$4,000$1,000$1,000Use Of Money & Property0000$1,030$4,000$1,000$1,000Services And Supplies$0$5,484$2,984$2,984 Expenditure Transfers$0$3,500$3,500$3,500Total Other Financing Uses$0$3,500$3,500$3,500$0$8,984$6,484$6,484($1,030)$4,984$5,484$5,484State Controller SchedulesDRAINAGE AREA 48D (257300)Detail by Revenue Category and Expenditure Object1 Total RevenueOther Financing Uses Total Expenditures/AppropriationsNet Cost393 of 541 Contra Costa CountySchedule 15County Budget ActSpecial Districts and Other Agencies - Non EnterpriseJanuary 2010 Edition, revision #1Financing Sources and Uses by Budget Unit by ObjectFiscal Year 2019-20202017-2018 Actual 2018-2019 Adjusted 2019-2020 Requested2019-2020 Recommended2345License/Permit/Franchises$538$200,000$5,000$5,000Use Of Money & Property5,9867,50027,00027,000$6,524$207,500$32,000$32,000Services And Supplies$0$989,852$1,015,352$1,015,352Other Charges600100100 Expenditure Transfers$6,649$8,500$6,400$6,400Total Other Financing Uses$6,649$8,500$6,400$6,400$6,709$998,352$1,021,852$1,021,852$186$790,852$989,852$989,852 Total RevenueOther Financing Uses Total Expenditures/AppropriationsNet CostState Controller SchedulesDRAINAGE AREA 48B (257400)Detail by Revenue Category and Expenditure Object1394 of 541 Contra Costa CountySchedule 15County Budget ActSpecial Districts and Other Agencies - Non EnterpriseJanuary 2010 Edition, revision #1Financing Sources and Uses by Budget Unit by ObjectFiscal Year 2019-20202017-2018 Actual 2018-2019 Adjusted 2019-2020 Requested2019-2020 Recommended2345Use Of Money & Property$1,496$2,250$13,000$13,000Miscellaneous Revenue99,997100,00070,00070,000$101,493$102,250$83,000$83,000Services And Supplies$502$480,516$496,416$496,416Other Charges1,1671,5001,6001,600 Expenditure Transfers$3,406$57,200$65,000$65,000Total Other Financing Uses$3,406$57,200$65,000$65,000$5,075$539,216$563,016$563,016($96,418)$436,966$480,016$480,016Detail by Revenue Category and Expenditure Object1 Total RevenueOther Financing Uses Total Expenditures/AppropriationsNet CostState Controller SchedulesDRN AREA BNFT ASSESS 67A (257500)395 of 541 Contra Costa CountySchedule 15County Budget ActSpecial Districts and Other Agencies - Non EnterpriseJanuary 2010 Edition, revision #1Financing Sources and Uses by Budget Unit by ObjectFiscal Year 2019-20202017-2018 Actual 2018-2019 Adjusted 2019-2020 Requested2019-2020 Recommended2345Use Of Money & Property$1,496$1,500$10,000$10,000Miscellaneous Revenue140,000150,000150,000150,000$141,497$151,500$160,000$160,000Services And Supplies$36,319$455,838$558,138$558,138Other Charges2,126500600600 Expenditure Transfers$14,097$49,800$57,100$57,100Total Other Financing Uses$14,097$49,800$57,100$57,100$52,543$506,138$615,838$615,838($88,954)$354,638$455,838$455,838 Total Expenditures/AppropriationsNet CostState Controller SchedulesDRN AREA BNFT ASSESS 76A (257600)Detail by Revenue Category and Expenditure Object1 Total RevenueOther Financing Uses396 of 541 Contra Costa CountySchedule 15County Budget ActSpecial Districts and Other Agencies - Non EnterpriseJanuary 2010 Edition, revision #1Financing Sources and Uses by Budget Unit by ObjectFiscal Year 2019-20202017-2018 Actual 2018-2019 Adjusted 2019-2020 Requested2019-2020 Recommended2345Use Of Money & Property$0$0$0$0Miscellaneous Revenue46,99850,00047,00047,000$46,998$50,000$47,000$47,000Services And Supplies$0$143,405$92,905$92,905Other Charges618620620620 Expenditure Transfers$30,005$40,080$96,880$96,880Total Other Financing Uses$30,005$40,080$96,880$96,880$30,623$184,105$190,405$190,405($16,375)$134,105$143,405$143,405 Total RevenueOther Financing Uses Total Expenditures/AppropriationsNet CostState Controller SchedulesDRN AREA BNFT ASSESS 520 (257700)Detail by Revenue Category and Expenditure Object1397 of 541 Contra Costa CountySchedule 15County Budget ActSpecial Districts and Other Agencies - Non EnterpriseJanuary 2010 Edition, revision #1Financing Sources and Uses by Budget Unit by ObjectFiscal Year 2019-20202017-2018 Actual 2018-2019 Adjusted 2019-2020 Requested2019-2020 Recommended2345License/Permit/Franchises$77,634$40,000$9,000$9,000Use Of Money & Property15,00615,00048,00048,000$92,640$55,000$57,000$57,000Services And Supplies$0$1,259,506$1,340,414$1,340,414Other Charges9046,176150150 Expenditure Transfers$18,750$31,000$22,850$22,850Total Other Financing Uses$18,750$31,000$22,850$22,850$18,840$1,336,682$1,363,414$1,363,414($73,800)$1,281,682$1,306,414$1,306,414State Controller SchedulesDRAINAGE AREA 46 (257800)Detail by Revenue Category and Expenditure Object1 Total RevenueOther Financing Uses Total Expenditures/AppropriationsNet Cost398 of 541 Contra Costa CountySchedule 15County Budget ActSpecial Districts and Other Agencies - Non EnterpriseJanuary 2010 Edition, revision #1Financing Sources and Uses by Budget Unit by ObjectFiscal Year 2019-20202017-2018 Actual 2018-2019 Adjusted 2019-2020 Requested2019-2020 Recommended2345License/Permit/Franchises$0$5,000$1,000$1,000Use Of Money & Property12,2144,50024,00024,000Miscellaneous Revenue45,240000$57,454$9,500$25,000$25,000Services And Supplies$307,893$766,701$1,431,159$1,431,159Other Charges13,87814,00014,00014,000 Expenditure Transfers$81,522$169,000$95,000$95,000Total Other Financing Uses$81,522$169,000$95,000$95,000$403,294$949,701$1,540,159$1,540,159$345,840$940,201$1,515,159$1,515,159 Total Expenditures/AppropriationsNet CostState Controller SchedulesDRAINAGE AREA 55 (257900)Detail by Revenue Category and Expenditure Object1 Total RevenueOther Financing Uses399 of 541 Contra Costa CountySchedule 15County Budget ActSpecial Districts and Other Agencies - Non EnterpriseJanuary 2010 Edition, revision #1Financing Sources and Uses by Budget Unit by ObjectFiscal Year 2019-20202017-2018 Actual 2018-2019 Adjusted 2019-2020 Requested2019-2020 Recommended2345Use Of Money & Property$7,503$9,000$37,000$37,000Miscellaneous Revenue300,003300,000100,000100,000$307,505$309,000$137,000$137,000Services And Supplies$1,719$1,471,460$1,416,460$1,416,460Other Charges2,4052,3402,3402,340 Expenditure Transfers$28,633$182,660$189,660$189,660Total Other Financing Uses$28,633$182,660$189,660$189,660$32,756$1,656,460$1,608,460$1,608,460($274,749)$1,347,460$1,471,460$1,471,460State Controller SchedulesDRN AREA BNFT ASSESS 1010 (258000)Detail by Revenue Category and Expenditure Object1 Total RevenueOther Financing Uses Total Expenditures/AppropriationsNet Cost400 of 541 Contra Costa CountySchedule 15County Budget ActSpecial Districts and Other Agencies - Non EnterpriseJanuary 2010 Edition, revision #1Financing Sources and Uses by Budget Unit by ObjectFiscal Year 2019-20202017-2018 Actual 2018-2019 Adjusted 2019-2020 Requested2019-2020 Recommended2345License/Permit/Franchises$0$0$100$100Use Of Money & Property8,25312,00035,00035,000$8,253$12,000$35,100$35,100Services And Supplies$0$915,260$974,419$974,419Other Charges680100100 Expenditure Transfers$1,399$1,500$2,400$2,400Total Other Financing Uses$1,399$1,500$2,400$2,400$1,467$916,760$976,919$976,919($6,786)$904,760$941,819$941,819Detail by Revenue Category and Expenditure Object1 Total RevenueOther Financing Uses Total Expenditures/AppropriationsNet CostState Controller SchedulesDRAINAGE AREA 101A (258100)401 of 541 Contra Costa CountySchedule 15County Budget ActSpecial Districts and Other Agencies - Non EnterpriseJanuary 2010 Edition, revision #1Financing Sources and Uses by Budget Unit by ObjectFiscal Year 2019-20202017-2018 Actual 2018-2019 Adjusted 2019-2020 Requested2019-2020 Recommended2345Use Of Money & Property$1,501$1,500$10,000$10,000Miscellaneous Revenue90,000100,00090,00090,000$91,500$101,500$100,000$100,000Services And Supplies$25,012$381,070$408,070$408,070Other Charges2,623425525525 Expenditure Transfers$19,655$70,575$57,475$57,475Total Other Financing Uses$19,655$70,575$57,475$57,475$47,289$452,070$466,070$466,070($44,211)$350,570$366,070$366,070State Controller SchedulesDRN AREA BNF ASSESS 1010A (258200)Detail by Revenue Category and Expenditure Object1 Total RevenueOther Financing Uses Total Expenditures/AppropriationsNet Cost402 of 541 Contra Costa CountySchedule 15County Budget ActSpecial Districts and Other Agencies - Non EnterpriseJanuary 2010 Edition, revision #1Financing Sources and Uses by Budget Unit by ObjectFiscal Year 2019-20202017-2018 Actual 2018-2019 Adjusted 2019-2020 Requested2019-2020 Recommended2345Taxes Current Property$83,288$87,000$94,200$94,200Taxes Other Than Cur Prop(252)(215)(200)(200)License/Permit/Franchises8,7033,0003,0003,000Use Of Money & Property11,25415,00050,00050,000Intergovernmental Revenue556555553553$103,549$105,340$147,553$147,553Services And Supplies$0$1,392,035$1,652,774$1,652,774Other Charges7390750750 Expenditure Transfers$3,664$3,500$1,750$1,750Total Other Financing Uses$3,664$3,500$1,750$1,750$4,403$1,395,535$1,655,274$1,655,274($99,146)$1,290,195$1,507,721$1,507,721 Total RevenueOther Financing Uses Total Expenditures/AppropriationsNet CostState Controller SchedulesDRAINAGE AREA 16 (258300)Detail by Revenue Category and Expenditure Object1403 of 541 Contra Costa CountySchedule 15County Budget ActSpecial Districts and Other Agencies - Non EnterpriseJanuary 2010 Edition, revision #1Financing Sources and Uses by Budget Unit by ObjectFiscal Year 2019-20202017-2018 Actual 2018-2019 Adjusted 2019-2020 Requested2019-2020 Recommended2345License/Permit/Franchises$0$0$100$100$0$0$100$100Services And Supplies$0$13,301$10,901$10,901 Expenditure Transfers$2,870$1,500$2,500$2,500Total Other Financing Uses$2,870$1,500$2,500$2,500$2,870$14,801$13,401$13,401$2,870$14,801$13,301$13,301Detail by Revenue Category and Expenditure Object1 Total RevenueOther Financing Uses Total Expenditures/AppropriationsNet CostState Controller SchedulesDRAINAGE AREA 52D (258400)404 of 541 Contra Costa CountySchedule 15County Budget ActSpecial Districts and Other Agencies - Non EnterpriseJanuary 2010 Edition, revision #1Financing Sources and Uses by Budget Unit by ObjectFiscal Year 2019-20202017-2018 Actual 2018-2019 Adjusted 2019-2020 Requested2019-2020 Recommended2345License/Permit/Franchises$2,867$2,000$1,000$1,000$2,867$2,000$1,000$1,000Services And Supplies$0$35,968$35,468$35,468 Expenditure Transfers$2,754$1,500$1,500$1,500Total Other Financing Uses$2,754$1,500$1,500$1,500$2,754$37,468$36,968$36,968($112)$35,468$35,968$35,968 Total Expenditures/AppropriationsNet CostState Controller SchedulesDRAINAGE AREA 87 (258500)Detail by Revenue Category and Expenditure Object1 Total RevenueOther Financing Uses405 of 541 Contra Costa CountySchedule 15County Budget ActSpecial Districts and Other Agencies - Non EnterpriseJanuary 2010 Edition, revision #1Financing Sources and Uses by Budget Unit by ObjectFiscal Year 2019-20202017-2018 Actual 2018-2019 Adjusted 2019-2020 Requested2019-2020 Recommended2345License/Permit/Franchises$912$500$3,000$3,000$912$500$3,000$3,000Services And Supplies$0$17,818$24,318$24,318 Expenditure Transfers$2,970$2,000$1,000$1,000Total Other Financing Uses$2,970$2,000$1,000$1,000$2,970$19,818$25,318$25,318$2,058$19,318$22,318$22,318 Total RevenueOther Financing Uses Total Expenditures/AppropriationsNet CostState Controller SchedulesDRAINAGE AREA 88 (258600)Detail by Revenue Category and Expenditure Object1406 of 541 Contra Costa CountySchedule 15County Budget ActSpecial Districts and Other Agencies - Non EnterpriseJanuary 2010 Edition, revision #1Financing Sources and Uses by Budget Unit by ObjectFiscal Year 2019-20202017-2018 Actual 2018-2019 Adjusted 2019-2020 Requested2019-2020 Recommended2345License/Permit/Franchises$81,762$3,000$2,000$2,000$81,762$3,000$2,000$2,000Services And Supplies$0$98,432$99,432$99,432 Expenditure Transfers$2,571$2,000$1,000$1,000Total Other Financing Uses$2,571$2,000$1,000$1,000$2,571$100,432$100,432$100,432($79,191)$97,432$98,432$98,432State Controller SchedulesDRAINAGE AREA 89 (258700)Detail by Revenue Category and Expenditure Object1 Total RevenueOther Financing Uses Total Expenditures/AppropriationsNet Cost407 of 541 Contra Costa CountySchedule 15County Budget ActSpecial Districts and Other Agencies - Non EnterpriseJanuary 2010 Edition, revision #1Financing Sources and Uses by Budget Unit by ObjectFiscal Year 2019-20202017-2018 Actual 2018-2019 Adjusted 2019-2020 Requested2019-2020 Recommended2345License/Permit/Franchises$32$0$100$100Use Of Money & Property0000$32$0$100$100Services And Supplies$0$111,228$189,928$189,928 Expenditure Transfers$1,275$1,500$1,500$1,500Total Other Financing Uses$1,275$1,500$1,500$1,500$1,275$112,728$191,428$191,428$1,243$112,728$191,328$191,328 Total Expenditures/AppropriationsNet CostState Controller SchedulesDRAINAGE AREA 22 (258800)Detail by Revenue Category and Expenditure Object1 Total RevenueOther Financing Uses408 of 541 Contra Costa CountySchedule 15County Budget ActSpecial Districts and Other Agencies - Non EnterpriseJanuary 2010 Edition, revision #1Financing Sources and Uses by Budget Unit by ObjectFiscal Year 2019-20202017-2018 Actual 2018-2019 Adjusted 2019-2020 Requested2019-2020 Recommended2345Services And Supplies$0$0$0$0$0 $0 $0 $0$0 $0 $0 $0State Controller SchedulesDRAINAGE AREA 104 (258900)Detail by Revenue Category and Expenditure Object1 Total Expenditures/AppropriationsNet Cost409 of 541 Contra Costa CountySchedule 15County Budget ActSpecial Districts and Other Agencies - Non EnterpriseJanuary 2010 Edition, revision #1Financing Sources and Uses by Budget Unit by ObjectFiscal Year 2019-20202017-2018 Actual 2018-2019 Adjusted 2019-2020 Requested2019-2020 Recommended2345Services And Supplies$0$1,859$1,859$1,859$0$1,859$1,859$1,859$0$1,859$1,859$1,859 Total Expenditures/AppropriationsNet CostState Controller SchedulesSTORM DRAINAGE ZONE 19 (259400)Detail by Revenue Category and Expenditure Object1410 of 541 Contra Costa CountySchedule 15County Budget ActSpecial Districts and Other Agencies - Non EnterpriseJanuary 2010 Edition, revision #1Financing Sources and Uses by Budget Unit by ObjectFiscal Year 2019-20202017-2018 Actual 2018-2019 Adjusted 2019-2020 Requested2019-2020 Recommended2345License/Permit/Franchises$1,831$3,000$2,000$2,000$1,831$3,000$2,000$2,000Services And Supplies$0$6,487$6,987$6,987 Expenditure Transfers$1,275$1,500$1,500$1,500Total Other Financing Uses$1,275$1,500$1,500$1,500$1,275$7,987$8,487$8,487($555)$4,987$6,487$6,487 Total RevenueOther Financing Uses Total Expenditures/AppropriationsNet CostState Controller SchedulesDRAINAGE AREA 109 (259500)Detail by Revenue Category and Expenditure Object1411 of 541 Contra Costa CountySchedule 15County Budget ActSpecial Districts and Other Agencies - Non EnterpriseJanuary 2010 Edition, revision #1Financing Sources and Uses by Budget Unit by ObjectFiscal Year 2019-20202017-2018 Actual 2018-2019 Adjusted 2019-2020 Requested2019-2020 Recommended2345License/Permit/Franchises$8,755$4,000$5,000$5,000Use Of Money & Property1,5011,5006,0006,000$10,256$5,500$11,000$11,000Services And Supplies$0$159,140$175,198$175,198Other Charges450100100 Expenditure Transfers$2,671$1,500$1,400$1,400Total Other Financing Uses$2,671$1,500$1,400$1,400$2,716$160,640$176,698$176,698($7,540)$155,140$165,698$165,698State Controller SchedulesFLOOD CNTRL DRAINAGE AREA 47 (259700)Detail by Revenue Category and Expenditure Object1 Total RevenueOther Financing Uses Total Expenditures/AppropriationsNet Cost412 of 541 Contra Costa CountySchedule 15County Budget ActSpecial Districts and Other Agencies - Non EnterpriseJanuary 2010 Edition, revision #1Financing Sources and Uses by Budget Unit by ObjectFiscal Year 2019-20202017-2018 Actual 2018-2019 Adjusted 2019-2020 Requested2019-2020 Recommended2345License/Permit/Franchises$14,751$10,000$8,000$8,000Use Of Money & Property3,7513,75014,00014,000$18,502$13,750$22,000$22,000Services And Supplies$0$371,038$398,947$398,947Other Charges530100100 Expenditure Transfers$1,275$1,500$1,400$1,400Total Other Financing Uses$1,275$1,500$1,400$1,400$1,328$372,538$400,447$400,447($17,174)$358,788$378,447$378,447 Total Expenditures/AppropriationsNet CostState Controller SchedulesSERVICE AREA D-2 W C (260200)Detail by Revenue Category and Expenditure Object1 Total RevenueOther Financing Uses413 of 541 Contra Costa CountySchedule 15County Budget ActSpecial Districts and Other Agencies - Non EnterpriseJanuary 2010 Edition, revision #1Financing Sources and Uses by Budget Unit by ObjectFiscal Year 2019-20202017-2018 Actual 2018-2019 Adjusted 2019-2020 Requested2019-2020 Recommended2345Taxes Other Than Cur Prop$132,862$121,637$130,801$130,801$132,862$121,637$130,801$130,801Other Charges$640$4,049$4,049$4,049 Expenditure Transfers$141,154$120,588$126,752$126,752Total Other Financing Uses$141,154$120,588$126,752$126,752$141,794$124,637$130,801$130,801$8,932$3,000$0$0State Controller SchedulesSVC AREA P6 ZONE 0502 (260300)Detail by Revenue Category and Expenditure Object1 Total RevenueOther Financing Uses Total Expenditures/AppropriationsNet Cost414 of 541 Contra Costa CountySchedule 15County Budget ActSpecial Districts and Other Agencies - Non EnterpriseJanuary 2010 Edition, revision #1Financing Sources and Uses by Budget Unit by ObjectFiscal Year 2019-20202017-2018 Actual 2018-2019 Adjusted 2019-2020 Requested2019-2020 Recommended2345Taxes Other Than Cur Prop$0$0$0$0$0$0$0$0Other Charges$0$4,397$0$0 Expenditure Transfers$0$0$0$0Total Other Financing Uses$0$0$0$0$0$4,397$0$0$0$4,397$0$0Detail by Revenue Category and Expenditure Object1 Total RevenueOther Financing Uses Total Expenditures/AppropriationsNet CostState Controller SchedulesSVC AREA P6 ZONE 1508 (260500)415 of 541 Contra Costa CountySchedule 15County Budget ActSpecial Districts and Other Agencies - Non EnterpriseJanuary 2010 Edition, revision #1Financing Sources and Uses by Budget Unit by ObjectFiscal Year 2019-20202017-2018 Actual 2018-2019 Adjusted 2019-2020 Requested2019-2020 Recommended2345Taxes Other Than Cur Prop$2,004$1,990$2,065$2,065$2,004$1,990$2,065$2,065Other Charges$256$1,711$1,086$1,086 Expenditure Transfers$1,748$979$979$979Total Other Financing Uses$1,748$979$979$979$2,004$2,690$2,065$2,065($0)$700$0$0State Controller SchedulesSVC AREA P6 ZONE 1614 (260600)Detail by Revenue Category and Expenditure Object1 Total RevenueOther Financing Uses Total Expenditures/AppropriationsNet Cost416 of 541 Contra Costa CountySchedule 15County Budget ActSpecial Districts and Other Agencies - Non EnterpriseJanuary 2010 Edition, revision #1Financing Sources and Uses by Budget Unit by ObjectFiscal Year 2019-20202017-2018 Actual 2018-2019 Adjusted 2019-2020 Requested2019-2020 Recommended2345Taxes Other Than Cur Prop$1,432$1,137$1,475$1,475License/Permit/Franchises2,182000$3,613$1,137$1,475$1,475Other Charges$254$1,332$970$970 Expenditure Transfers$4,484$505$505$505Total Other Financing Uses$4,484$505$505$505$4,738$1,837$1,475$1,475$1,125$700$0$0 Total RevenueOther Financing Uses Total Expenditures/AppropriationsNet CostState Controller SchedulesSVC AREA P6 ZONE 1804 (260700)Detail by Revenue Category and Expenditure Object1417 of 541 Contra Costa CountySchedule 15County Budget ActSpecial Districts and Other Agencies - Non EnterpriseJanuary 2010 Edition, revision #1Financing Sources and Uses by Budget Unit by ObjectFiscal Year 2019-20202017-2018 Actual 2018-2019 Adjusted 2019-2020 Requested2019-2020 Recommended2345Taxes Other Than Cur Prop$36,303$32,429$36,794$36,794$36,303$32,429$36,794$36,794Other Charges$356$2,000$2,000$2,000 Expenditure Transfers$39,444$31,429$34,794$34,794Total Other Financing Uses$39,444$31,429$34,794$34,794$39,800$33,429$36,794$36,794$3,498$1,000$0$0Detail by Revenue Category and Expenditure Object1 Total RevenueOther Financing Uses Total Expenditures/AppropriationsNet CostState Controller SchedulesSVC AREA P6 ZONE 2201 (260800)418 of 541 Contra Costa CountySchedule 15County Budget ActSpecial Districts and Other Agencies - Non EnterpriseJanuary 2010 Edition, revision #1Financing Sources and Uses by Budget Unit by ObjectFiscal Year 2019-20202017-2018 Actual 2018-2019 Adjusted 2019-2020 Requested2019-2020 Recommended2345Taxes Other Than Cur Prop$81,599$74,808$82,622$82,622$81,599$74,808$82,622$82,622Other Charges$475$3,136$3,136$3,136 Expenditure Transfers$86,101$73,692$79,486$79,486Total Other Financing Uses$86,101$73,692$79,486$79,486$86,576$76,828$82,622$82,622$4,978$2,020$0$0 Total Expenditures/AppropriationsNet CostState Controller SchedulesSVC AREA P6 ZONE 0501 (260900)Detail by Revenue Category and Expenditure Object1 Total RevenueOther Financing Uses419 of 541 Contra Costa CountySchedule 15County Budget ActSpecial Districts and Other Agencies - Non EnterpriseJanuary 2010 Edition, revision #1Financing Sources and Uses by Budget Unit by ObjectFiscal Year 2019-20202017-2018 Actual 2018-2019 Adjusted 2019-2020 Requested2019-2020 Recommended2345Taxes Other Than Cur Prop$1,452$1,154$1,496$1,496$1,452$1,154$1,496$1,496Other Charges$254$2,140$1,056$1,056 Expenditure Transfers$1,617$440$440$440Total Other Financing Uses$1,617$440$440$440$1,871$2,580$1,496$1,496$419$1,426$0$0 Total RevenueOther Financing Uses Total Expenditures/AppropriationsNet CostState Controller SchedulesSVC AREA P6 ZONE 1613 (261000)Detail by Revenue Category and Expenditure Object1420 of 541 Contra Costa CountySchedule 15County Budget ActSpecial Districts and Other Agencies - Non EnterpriseJanuary 2010 Edition, revision #1Financing Sources and Uses by Budget Unit by ObjectFiscal Year 2019-20202017-2018 Actual 2018-2019 Adjusted 2019-2020 Requested2019-2020 Recommended2345Taxes Other Than Cur Prop$3,775$3,316$3,888$3,888$3,775$3,316$3,888$3,888Other Charges$261$1,532$1,404$1,404 Expenditure Transfers$3,874$2,484$2,484$2,484Total Other Financing Uses$3,874$2,484$2,484$2,484$4,135$4,016$3,888$3,888$360$700$0$0State Controller SchedulesSVC AREA P6 ZONE 2200 (261100)Detail by Revenue Category and Expenditure Object1 Total RevenueOther Financing Uses Total Expenditures/AppropriationsNet Cost421 of 541 Contra Costa CountySchedule 15County Budget ActSpecial Districts and Other Agencies - Non EnterpriseJanuary 2010 Edition, revision #1Financing Sources and Uses by Budget Unit by ObjectFiscal Year 2019-20202017-2018 Actual 2018-2019 Adjusted 2019-2020 Requested2019-2020 Recommended2345Taxes Other Than Cur Prop$2,291$2,274$2,360$2,360$2,291$2,274$2,360$2,360Other Charges$256$1,454$454$454 Expenditure Transfers$2,035$1,520$1,906$1,906Total Other Financing Uses$2,035$1,520$1,906$1,906$2,291$2,974$2,360$2,360$0$700$0$0 Total Expenditures/AppropriationsNet CostState Controller SchedulesSVC AREA P6 ZONE 2502 (261200)Detail by Revenue Category and Expenditure Object1 Total RevenueOther Financing Uses422 of 541 Contra Costa CountySchedule 15County Budget ActSpecial Districts and Other Agencies - Non EnterpriseJanuary 2010 Edition, revision #1Financing Sources and Uses by Budget Unit by ObjectFiscal Year 2019-20202017-2018 Actual 2018-2019 Adjusted 2019-2020 Requested2019-2020 Recommended2345Taxes Other Than Cur Prop$17,425$14,557$17,200$17,200$17,425$14,557$17,200$17,200Other Charges$298$1,834$434$434 Expenditure Transfers$19,787$13,423$16,766$16,766Total Other Financing Uses$19,787$13,423$16,766$16,766$20,085$15,257$17,200$17,200$2,659$700$0$0State Controller SchedulesSVC AREA P6 ZONE 2801 (261300)Detail by Revenue Category and Expenditure Object1 Total RevenueOther Financing Uses Total Expenditures/AppropriationsNet Cost423 of 541 Contra Costa CountySchedule 15County Budget ActSpecial Districts and Other Agencies - Non EnterpriseJanuary 2010 Edition, revision #1Financing Sources and Uses by Budget Unit by ObjectFiscal Year 2019-20202017-2018 Actual 2018-2019 Adjusted 2019-2020 Requested2019-2020 Recommended2345Taxes Other Than Cur Prop$3,842$2,975$3,719$3,719$3,842$2,975$3,719$3,719Other Charges$261$1,085$1,085$1,085 Expenditure Transfers$4,395$2,590$2,634$2,634Total Other Financing Uses$4,395$2,590$2,634$2,634$4,656$3,675$3,719$3,719$814$700$0$0Detail by Revenue Category and Expenditure Object1 Total RevenueOther Financing Uses Total Expenditures/AppropriationsNet CostState Controller SchedulesSVC AREA P6 ZONE 1609 (261400)424 of 541 Contra Costa CountySchedule 15County Budget ActSpecial Districts and Other Agencies - Non EnterpriseJanuary 2010 Edition, revision #1Financing Sources and Uses by Budget Unit by ObjectFiscal Year 2019-20202017-2018 Actual 2018-2019 Adjusted 2019-2020 Requested2019-2020 Recommended2345Taxes Other Than Cur Prop$3,073$2,897$3,166$3,166$3,073$2,897$3,166$3,166Other Charges$262$1,650$1,219$1,219 Expenditure Transfers$2,959$1,947$1,947$1,947Total Other Financing Uses$2,959$1,947$1,947$1,947$3,221$3,597$3,166$3,166$148$700$0$0State Controller SchedulesSVC AREA P6 ZONE 1610 (261500)Detail by Revenue Category and Expenditure Object1 Total RevenueOther Financing Uses Total Expenditures/AppropriationsNet Cost425 of 541 Contra Costa CountySchedule 15County Budget ActSpecial Districts and Other Agencies - Non EnterpriseJanuary 2010 Edition, revision #1Financing Sources and Uses by Budget Unit by ObjectFiscal Year 2019-20202017-2018 Actual 2018-2019 Adjusted 2019-2020 Requested2019-2020 Recommended2345Taxes Other Than Cur Prop$16,904$15,709$17,253$17,253$16,904$15,709$17,253$17,253Other Charges$293$1,458$1,458$1,458 Expenditure Transfers$17,647$14,951$15,795$15,795Total Other Financing Uses$17,647$14,951$15,795$15,795$17,940$16,409$17,253$17,253$1,037$700$0$0 Total RevenueOther Financing Uses Total Expenditures/AppropriationsNet CostState Controller SchedulesSVC AREA P6 ZONE 1611 (261600)Detail by Revenue Category and Expenditure Object1426 of 541 Contra Costa CountySchedule 15County Budget ActSpecial Districts and Other Agencies - Non EnterpriseJanuary 2010 Edition, revision #1Financing Sources and Uses by Budget Unit by ObjectFiscal Year 2019-20202017-2018 Actual 2018-2019 Adjusted 2019-2020 Requested2019-2020 Recommended2345Taxes Other Than Cur Prop$1,537$1,372$1,583$1,583$1,537$1,372$1,583$1,583Other Charges$254$1,723$1,234$1,234 Expenditure Transfers$2,026$349$349$349Total Other Financing Uses$2,026$349$349$349$2,280$2,072$1,583$1,583$744$700$0$0Detail by Revenue Category and Expenditure Object1 Total RevenueOther Financing Uses Total Expenditures/AppropriationsNet CostState Controller SchedulesSVC AREA P6 ZONE 1612 (261700)427 of 541 Contra Costa CountySchedule 15County Budget ActSpecial Districts and Other Agencies - Non EnterpriseJanuary 2010 Edition, revision #1Financing Sources and Uses by Budget Unit by ObjectFiscal Year 2019-20202017-2018 Actual 2018-2019 Adjusted 2019-2020 Requested2019-2020 Recommended2345Taxes Other Than Cur Prop$19,055$16,471$18,361$18,361$19,055$16,471$18,361$18,361Other Charges$301$1,463$463$463 Expenditure Transfers$21,123$15,708$17,898$17,898Total Other Financing Uses$21,123$15,708$17,898$17,898$21,424$17,171$18,361$18,361$2,369$700$0$0 Total Expenditures/AppropriationsNet CostState Controller SchedulesSVC AREA P6 ZONE 2501 (261800)Detail by Revenue Category and Expenditure Object1 Total RevenueOther Financing Uses428 of 541 Contra Costa CountySchedule 15County Budget ActSpecial Districts and Other Agencies - Non EnterpriseJanuary 2010 Edition, revision #1Financing Sources and Uses by Budget Unit by ObjectFiscal Year 2019-20202017-2018 Actual 2018-2019 Adjusted 2019-2020 Requested2019-2020 Recommended2345Taxes Other Than Cur Prop$1,537$1,372$1,583$1,583$1,537$1,372$1,583$1,583Other Charges$254$1,968$468$468 Expenditure Transfers$2,509$104$1,115$1,115Total Other Financing Uses$2,509$104$1,115$1,115$2,763$2,072$1,583$1,583$1,227$700$0$0 Total RevenueOther Financing Uses Total Expenditures/AppropriationsNet CostState Controller SchedulesSVC AREA P6 ZONE 2800 (261900)Detail by Revenue Category and Expenditure Object1429 of 541 Contra Costa CountySchedule 15County Budget ActSpecial Districts and Other Agencies - Non EnterpriseJanuary 2010 Edition, revision #1Financing Sources and Uses by Budget Unit by ObjectFiscal Year 2019-20202017-2018 Actual 2018-2019 Adjusted 2019-2020 Requested2019-2020 Recommended2345Taxes Other Than Cur Prop$873$0$779$779$873$0$779$779Other Charges$252$779$779$779$252$779$779$779($621)$779$0$0State Controller SchedulesSVC AREA P6 ZONE 1514 (262000)Detail by Revenue Category and Expenditure Object1 Total Revenue Total Expenditures/AppropriationsNet Cost430 of 541 Contra Costa CountySchedule 15County Budget ActSpecial Districts and Other Agencies - Non EnterpriseJanuary 2010 Edition, revision #1Financing Sources and Uses by Budget Unit by ObjectFiscal Year 2019-20202017-2018 Actual 2018-2019 Adjusted 2019-2020 Requested2019-2020 Recommended2345Taxes Other Than Cur Prop$1,844$1,829$1,741$1,741$1,844$1,829$1,741$1,741Other Charges$255$1,455$455$455 Expenditure Transfers$1,589$1,074$1,286$1,286Total Other Financing Uses$1,589$1,074$1,286$1,286$1,844$2,529$1,741$1,741$0$700$0$0Net CostSVC AREA P6 ZONE 1101 (262100)Detail by Revenue Category and Expenditure Object1 Total RevenueOther Financing Uses Total Expenditures/AppropriationsState Controller Schedules431 of 541 Contra Costa CountySchedule 15County Budget ActSpecial Districts and Other Agencies - Non EnterpriseJanuary 2010 Edition, revision #1Financing Sources and Uses by Budget Unit by ObjectFiscal Year 2019-20202017-2018 Actual 2018-2019 Adjusted 2019-2020 Requested2019-2020 Recommended2345Taxes Other Than Cur Prop$4,784$3,957$4,928$4,928$4,784$3,957$4,928$4,928Other Charges$263$1,102$1,102$1,102 Expenditure Transfers$5,290$3,555$3,826$3,826Total Other Financing Uses$5,290$3,555$3,826$3,826$5,553$4,657$4,928$4,928$769$700$0$0State Controller SchedulesSVC AREA P-6 ZONE 1803 (262200)Detail by Revenue Category and Expenditure Object1 Total RevenueOther Financing Uses Total Expenditures/AppropriationsNet Cost432 of 541 Contra Costa CountySchedule 15County Budget ActSpecial Districts and Other Agencies - Non EnterpriseJanuary 2010 Edition, revision #1Financing Sources and Uses by Budget Unit by ObjectFiscal Year 2019-20202017-2018 Actual 2018-2019 Adjusted 2019-2020 Requested2019-2020 Recommended2345Taxes Other Than Cur Prop$137,144$123,609$136,823$136,823$137,144$123,609$136,823$136,823Other Charges$590$4,047$4,047$4,047 Expenditure Transfers$147,386$122,562$132,776$132,776Total Other Financing Uses$147,386$122,562$132,776$132,776$147,976$126,609$136,823$136,823$10,832$3,000$0$01 Total RevenueOther Financing Uses Total Expenditures/AppropriationsNet CostState Controller SchedulesSVC AREA P6 ZONE 1700 (262300)Detail by Revenue Category and Expenditure Object433 of 541 Contra Costa CountySchedule 15County Budget ActSpecial Districts and Other Agencies - Non EnterpriseJanuary 2010 Edition, revision #1Financing Sources and Uses by Budget Unit by ObjectFiscal Year 2019-20202017-2018 Actual 2018-2019 Adjusted 2019-2020 Requested2019-2020 Recommended2345Taxes Other Than Cur Prop$638$633$657$657$638$633$657$657Other Charges$252$2,025$502$502 Expenditure Transfers$0$155$155$155Total Other Financing Uses$0$155$155$155$252$2,180$657$657($386)$1,547$0$0SVC AREA P6 ZONE 2000 (262400)Detail by Revenue Category and Expenditure Object1 Total RevenueOther Financing Uses Total Expenditures/AppropriationsState Controller SchedulesNet Cost434 of 541 Contra Costa CountySchedule 15County Budget ActSpecial Districts and Other Agencies - Non EnterpriseJanuary 2010 Edition, revision #1Financing Sources and Uses by Budget Unit by ObjectFiscal Year 2019-20202017-2018 Actual 2018-2019 Adjusted 2019-2020 Requested2019-2020 Recommended2345Taxes Other Than Cur Prop$1,724$1,140$1,840$1,840$1,724$1,140$1,840$1,840Other Charges$258$1,840$1,840$1,840 Expenditure Transfers$1,688$0$0$0Total Other Financing Uses$1,688$0$0$0$1,946$1,840$1,840$1,840$222$700$0$0Other Financing Uses Total Expenditures/AppropriationsNet CostState Controller SchedulesSVC AREA P6 ZONE 2903 (262500)Detail by Revenue Category and Expenditure Object1 Total Revenue435 of 541 Contra Costa CountySchedule 15County Budget ActSpecial Districts and Other Agencies - Non EnterpriseJanuary 2010 Edition, revision #1Financing Sources and Uses by Budget Unit by ObjectFiscal Year 2019-20202017-2018 Actual 2018-2019 Adjusted 2019-2020 Requested2019-2020 Recommended2345Taxes Other Than Cur Prop$1,595$1,424$1,642$1,642$1,595$1,424$1,642$1,642Other Charges$254$2,401$401$401 Expenditure Transfers$1,311$521$1,241$1,241Total Other Financing Uses$1,311$521$1,241$1,241$1,565$2,922$1,642$1,642($29)$1,498$0$01 Total RevenueOther Financing Uses Total Expenditures/AppropriationsNet CostState Controller SchedulesSVC AREA P6 ZONE 1505 (262600)Detail by Revenue Category and Expenditure Object436 of 541 Contra Costa CountySchedule 15County Budget ActSpecial Districts and Other Agencies - Non EnterpriseJanuary 2010 Edition, revision #1Financing Sources and Uses by Budget Unit by ObjectFiscal Year 2019-20202017-2018 Actual 2018-2019 Adjusted 2019-2020 Requested2019-2020 Recommended2345Taxes Other Than Cur Prop$3,189$3,007$3,121$3,121$3,189$3,007$3,121$3,121Other Charges$259$1,296$710$710 Expenditure Transfers$3,085$2,411$2,411$2,411Total Other Financing Uses$3,085$2,411$2,411$2,411$3,344$3,707$3,121$3,121$154$700$0$0State Controller SchedulesNet CostSVC AREA P6 ZONE 1506 (262700)Detail by Revenue Category and Expenditure Object1 Total RevenueOther Financing Uses Total Expenditures/Appropriations437 of 541 Contra Costa CountySchedule 15County Budget ActSpecial Districts and Other Agencies - Non EnterpriseJanuary 2010 Edition, revision #1Financing Sources and Uses by Budget Unit by ObjectFiscal Year 2019-20202017-2018 Actual 2018-2019 Adjusted 2019-2020 Requested2019-2020 Recommended2345Taxes Other Than Cur Prop$8,675$7,947$8,935$8,935$8,675$7,947$8,935$8,935Other Charges$272$1,394$394$394 Expenditure Transfers$9,046$7,253$8,541$8,541Total Other Financing Uses$9,046$7,253$8,541$8,541$9,318$8,647$8,935$8,935$643$700$0$0Other Financing Uses Total Expenditures/AppropriationsNet CostState Controller SchedulesSVC AREA P6 ZONE 1001 (262800)Detail by Revenue Category and Expenditure Object1 Total Revenue438 of 541 Contra Costa CountySchedule 15County Budget ActSpecial Districts and Other Agencies - Non EnterpriseJanuary 2010 Edition, revision #1Financing Sources and Uses by Budget Unit by ObjectFiscal Year 2019-20202017-2018 Actual 2018-2019 Adjusted 2019-2020 Requested2019-2020 Recommended2345Use Of Money & Property$87,199$50,000$50,000$50,000Miscellaneous Revenue2,140,2561,850,0002,100,0002,100,000$2,227,455$1,900,000$2,150,000$2,150,000Services And Supplies$0$10,196,114$6,000$6,000Other Charges57012,98212,98212,982 Expenditure Transfers$1,496,702$1,881,018$2,131,018$2,131,018Total Other Financing Uses$1,496,702$1,881,018$2,131,018$2,131,018$1,497,272$12,090,114$2,150,000$2,150,000($730,182)$10,190,114$0$0State Controller SchedulesSVC AREA P6 CNTRL ADMIN BASE (262900)Detail by Revenue Category and Expenditure Object1 Total RevenueOther Financing Uses Total Expenditures/AppropriationsNet Cost439 of 541 Contra Costa CountySchedule 15County Budget ActSpecial Districts and Other Agencies - Non EnterpriseJanuary 2010 Edition, revision #1Financing Sources and Uses by Budget Unit by ObjectFiscal Year 2019-20202017-2018 Actual 2018-2019 Adjusted 2019-2020 Requested2019-2020 Recommended2345Taxes Other Than Cur Prop$1,595$1,424$1,642$1,642$1,595$1,424$1,642$1,642Other Charges$254$2,124$1,642$1,642 Expenditure Transfers$1,495$0$0$0Total Other Financing Uses$1,495$0$0$0$1,749$2,124$1,642$1,642$155$700$0$0Net CostSVC AREA P6 ZONE 1607 (263000)Detail by Revenue Category and Expenditure Object1 Total RevenueOther Financing Uses Total Expenditures/AppropriationsState Controller Schedules440 of 541 Contra Costa CountySchedule 15County Budget ActSpecial Districts and Other Agencies - Non EnterpriseJanuary 2010 Edition, revision #1Financing Sources and Uses by Budget Unit by ObjectFiscal Year 2019-20202017-2018 Actual 2018-2019 Adjusted 2019-2020 Requested2019-2020 Recommended2345Taxes Other Than Cur Prop$2,870$2,216$2,464$2,464$2,870$2,216$2,464$2,464Other Charges$258$1,426$426$426 Expenditure Transfers$3,227$1,490$2,038$2,038Total Other Financing Uses$3,227$1,490$2,038$2,038$3,485$2,916$2,464$2,464$614$700$0$0State Controller SchedulesSVC AREA P6 ZONE 1504 (263100)Detail by Revenue Category and Expenditure Object1 Total RevenueOther Financing Uses Total Expenditures/AppropriationsNet Cost441 of 541 Contra Costa CountySchedule 15County Budget ActSpecial Districts and Other Agencies - Non EnterpriseJanuary 2010 Edition, revision #1Financing Sources and Uses by Budget Unit by ObjectFiscal Year 2019-20202017-2018 Actual 2018-2019 Adjusted 2019-2020 Requested2019-2020 Recommended2345Taxes Other Than Cur Prop$638$0$328$328$638$0$328$328Other Charges$252$1,701$328$328 Expenditure Transfers$0$0$0$0Total Other Financing Uses$0$0$0$0$252$1,701$328$328($386)$1,701$0$01 Total RevenueOther Financing Uses Total Expenditures/AppropriationsNet CostState Controller SchedulesSVC AREA P6 ZONE 2702 (263200)Detail by Revenue Category and Expenditure Object442 of 541 Contra Costa CountySchedule 15County Budget ActSpecial Districts and Other Agencies - Non EnterpriseJanuary 2010 Edition, revision #1Financing Sources and Uses by Budget Unit by ObjectFiscal Year 2019-20202017-2018 Actual 2018-2019 Adjusted 2019-2020 Requested2019-2020 Recommended2345Taxes Other Than Cur Prop$667$662$687$687$667$662$687$687Other Charges$252$1,778$687$687 Expenditure Transfers$0$0$0$0Total Other Financing Uses$0$0$0$0$252$1,778$687$687($416)$1,116$0$0SVC AREA P6 ZONE 1606 (263300)Detail by Revenue Category and Expenditure Object1 Total RevenueOther Financing Uses Total Expenditures/AppropriationsState Controller SchedulesNet Cost443 of 541 Contra Costa CountySchedule 15County Budget ActSpecial Districts and Other Agencies - Non EnterpriseJanuary 2010 Edition, revision #1Financing Sources and Uses by Budget Unit by ObjectFiscal Year 2019-20202017-2018 Actual 2018-2019 Adjusted 2019-2020 Requested2019-2020 Recommended2345Taxes Other Than Cur Prop$6,340$5,796$6,185$6,185$6,340$5,796$6,185$6,185Other Charges$264$1,409$1,098$1,098 Expenditure Transfers$6,558$5,087$5,087$5,087Total Other Financing Uses$6,558$5,087$5,087$5,087$6,822$6,496$6,185$6,185$483$700$0$0Other Financing Uses Total Expenditures/AppropriationsNet CostState Controller SchedulesSVC AREA P6 ZONE 1605 (263400)Detail by Revenue Category and Expenditure Object1 Total Revenue444 of 541 Contra Costa CountySchedule 15County Budget ActSpecial Districts and Other Agencies - Non EnterpriseJanuary 2010 Edition, revision #1Financing Sources and Uses by Budget Unit by ObjectFiscal Year 2019-20202017-2018 Actual 2018-2019 Adjusted 2019-2020 Requested2019-2020 Recommended2345Taxes Other Than Cur Prop$667$662$687$687$667$662$687$687Other Charges$252$2,424$687$687 Expenditure Transfers$0$0$0$0Total Other Financing Uses$0$0$0$0$252$2,424$687$687($416)$1,762$0$01 Total RevenueOther Financing Uses Total Expenditures/AppropriationsNet CostState Controller SchedulesSVC AREA P6 ZONE 1503 (263600)Detail by Revenue Category and Expenditure Object445 of 541 Contra Costa CountySchedule 15County Budget ActSpecial Districts and Other Agencies - Non EnterpriseJanuary 2010 Edition, revision #1Financing Sources and Uses by Budget Unit by ObjectFiscal Year 2019-20202017-2018 Actual 2018-2019 Adjusted 2019-2020 Requested2019-2020 Recommended2345Taxes Other Than Cur Prop$688$683$709$709$688$683$709$709Other Charges$252$1,152$478$478 Expenditure Transfers$1,400$231$231$231Total Other Financing Uses$1,400$231$231$231$1,652$1,383$709$709$963$700$0$0State Controller SchedulesNet CostSVC AREA P6 ZONE 0400 (263700)Detail by Revenue Category and Expenditure Object1 Total RevenueOther Financing Uses Total Expenditures/Appropriations446 of 541 Contra Costa CountySchedule 15County Budget ActSpecial Districts and Other Agencies - Non EnterpriseJanuary 2010 Edition, revision #1Financing Sources and Uses by Budget Unit by ObjectFiscal Year 2019-20202017-2018 Actual 2018-2019 Adjusted 2019-2020 Requested2019-2020 Recommended2345Taxes Other Than Cur Prop$3,269$2,818$3,367$3,367$3,269$2,818$3,367$3,367Other Charges$259$1,700$1,549$1,549 Expenditure Transfers$3,426$1,818$1,818$1,818Total Other Financing Uses$3,426$1,818$1,818$1,818$3,685$3,518$3,367$3,367$415$700$0$0Other Financing Uses Total Expenditures/AppropriationsNet CostState Controller SchedulesSVC AREA P6 ZONE 0702 (263800)Detail by Revenue Category and Expenditure Object1 Total Revenue447 of 541 Contra Costa CountySchedule 15County Budget ActSpecial Districts and Other Agencies - Non EnterpriseJanuary 2010 Edition, revision #1Financing Sources and Uses by Budget Unit by ObjectFiscal Year 2019-20202017-2018 Actual 2018-2019 Adjusted 2019-2020 Requested2019-2020 Recommended2345Taxes Other Than Cur Prop$688$513$709$709$688$513$709$709Other Charges$252$1,213$413$413 Expenditure Transfers$1,557$0$296$296Total Other Financing Uses$1,557$0$296$296$1,809$1,213$709$709$1,120$700$0$0State Controller SchedulesSVC AREA P6 ZONE 1502 (263900)Detail by Revenue Category and Expenditure Object1 Total RevenueOther Financing Uses Total Expenditures/AppropriationsNet Cost448 of 541 Contra Costa CountySchedule 15County Budget ActSpecial Districts and Other Agencies - Non EnterpriseJanuary 2010 Edition, revision #1Financing Sources and Uses by Budget Unit by ObjectFiscal Year 2019-20202017-2018 Actual 2018-2019 Adjusted 2019-2020 Requested2019-2020 Recommended2345Taxes Other Than Cur Prop$28,906$24,792$29,405$29,405$28,906$24,792$29,405$29,405Other Charges$313$2,473$2,473$2,473 Expenditure Transfers$32,075$23,319$26,932$26,932Total Other Financing Uses$32,075$23,319$26,932$26,932$32,388$25,792$29,405$29,405$3,482$1,000$0$0Net CostSVC AREA P6 ZONE 3100 (264000)Detail by Revenue Category and Expenditure Object1 Total RevenueOther Financing Uses Total Expenditures/AppropriationsState Controller Schedules449 of 541 Contra Costa CountySchedule 15County Budget ActSpecial Districts and Other Agencies - Non EnterpriseJanuary 2010 Edition, revision #1Financing Sources and Uses by Budget Unit by ObjectFiscal Year 2019-20202017-2018 Actual 2018-2019 Adjusted 2019-2020 Requested2019-2020 Recommended2345Taxes Other Than Cur Prop$688$683$709$709$688$683$709$709Other Charges$252$2,151$709$709$252$2,151$709$709($437)$1,468$0$0State Controller SchedulesSVC AREA P6 ZONE 2500 (264100)Detail by Revenue Category and Expenditure Object1 Total Revenue Total Expenditures/AppropriationsNet Cost450 of 541 Contra Costa CountySchedule 15County Budget ActSpecial Districts and Other Agencies - Non EnterpriseJanuary 2010 Edition, revision #1Financing Sources and Uses by Budget Unit by ObjectFiscal Year 2019-20202017-2018 Actual 2018-2019 Adjusted 2019-2020 Requested2019-2020 Recommended2345Taxes Other Than Cur Prop$688$683$709$709$688$683$709$709Other Charges$252$2,625$709$709$252$2,625$709$709($437)$1,942$0$0 Total Revenue Total Expenditures/AppropriationsNet CostState Controller SchedulesSVC AREA P6 ZONE 0701 (264200)Detail by Revenue Category and Expenditure Object1451 of 541 Contra Costa CountySchedule 15County Budget ActSpecial Districts and Other Agencies - Non EnterpriseJanuary 2010 Edition, revision #1Financing Sources and Uses by Budget Unit by ObjectFiscal Year 2019-20202017-2018 Actual 2018-2019 Adjusted 2019-2020 Requested2019-2020 Recommended2345Taxes Other Than Cur Prop$17,129$14,875$17,276$17,276$17,129$14,875$17,276$17,276Other Charges$291$1,664$1,664$1,664 Expenditure Transfers$18,901$13,911$15,612$15,612Total Other Financing Uses$18,901$13,911$15,612$15,612$19,192$15,575$17,276$17,276$2,063$700$0$01 Total RevenueOther Financing Uses Total Expenditures/AppropriationsNet CostState Controller SchedulesSVC AREA P6 ZONE 0202 (264300)Detail by Revenue Category and Expenditure Object452 of 541 Contra Costa CountySchedule 15County Budget ActSpecial Districts and Other Agencies - Non EnterpriseJanuary 2010 Edition, revision #1Financing Sources and Uses by Budget Unit by ObjectFiscal Year 2019-20202017-2018 Actual 2018-2019 Adjusted 2019-2020 Requested2019-2020 Recommended2345Taxes Other Than Cur Prop$2,855$1,949$2,573$2,573$2,855$1,949$2,573$2,573Other Charges$257$1,385$385$385 Expenditure Transfers$3,458$1,264$2,188$2,188Total Other Financing Uses$3,458$1,264$2,188$2,188$3,715$2,649$2,573$2,573$860$700$0$0State Controller SchedulesNet CostSVC AREA P6 ZONE 1501 (264400)Detail by Revenue Category and Expenditure Object1 Total RevenueOther Financing Uses Total Expenditures/Appropriations453 of 541 Contra Costa CountySchedule 15County Budget ActSpecial Districts and Other Agencies - Non EnterpriseJanuary 2010 Edition, revision #1Financing Sources and Uses by Budget Unit by ObjectFiscal Year 2019-20202017-2018 Actual 2018-2019 Adjusted 2019-2020 Requested2019-2020 Recommended2345Taxes Other Than Cur Prop$714$531$735$735$714$531$735$735Other Charges$252$1,865$735$735 Expenditure Transfers$0$0$0$0Total Other Financing Uses$0$0$0$0$252$1,865$735$735($462)$1,334$0$0Other Financing Uses Total Expenditures/AppropriationsNet CostState Controller SchedulesSVC AREA P6 ZONE 1604 (264500)Detail by Revenue Category and Expenditure Object1 Total Revenue454 of 541 Contra Costa CountySchedule 15County Budget ActSpecial Districts and Other Agencies - Non EnterpriseJanuary 2010 Edition, revision #1Financing Sources and Uses by Budget Unit by ObjectFiscal Year 2019-20202017-2018 Actual 2018-2019 Adjusted 2019-2020 Requested2019-2020 Recommended2345Taxes Other Than Cur Prop$714$709$735$735$714$709$735$735Other Charges$252$1,603$467$467 Expenditure Transfers$0$268$268$268Total Other Financing Uses$0$268$268$268$252$1,871$735$735($462)$1,162$0$0State Controller SchedulesSVC AREA P6 ZONE 1801 (264600)Detail by Revenue Category and Expenditure Object1 Total RevenueOther Financing Uses Total Expenditures/AppropriationsNet Cost455 of 541 Contra Costa CountySchedule 15County Budget ActSpecial Districts and Other Agencies - Non EnterpriseJanuary 2010 Edition, revision #1Financing Sources and Uses by Budget Unit by ObjectFiscal Year 2019-20202017-2018 Actual 2018-2019 Adjusted 2019-2020 Requested2019-2020 Recommended2345Taxes Other Than Cur Prop$688$683$709$709$688$683$709$709Other Charges$252$2,231$709$709$252$2,231$709$709($437)$1,548$0$0SVC AREA P6 ZONE 2901 (264700)Detail by Revenue Category and Expenditure Object1 Total Revenue Total Expenditures/AppropriationsNet CostState Controller Schedules456 of 541 Contra Costa CountySchedule 15County Budget ActSpecial Districts and Other Agencies - Non EnterpriseJanuary 2010 Edition, revision #1Financing Sources and Uses by Budget Unit by ObjectFiscal Year 2019-20202017-2018 Actual 2018-2019 Adjusted 2019-2020 Requested2019-2020 Recommended2345Taxes Other Than Cur Prop$6,423$5,667$6,616$6,616$6,423$5,667$6,616$6,616Other Charges$265$1,146$1,146$1,146 Expenditure Transfers$6,846$5,221$5,470$5,470Total Other Financing Uses$6,846$5,221$5,470$5,470$7,111$6,367$6,616$6,616$688$700$0$0State Controller SchedulesSVC AREA P6 ZONE 1603 (264800)Detail by Revenue Category and Expenditure Object1 Total RevenueOther Financing Uses Total Expenditures/AppropriationsNet Cost457 of 541 Contra Costa CountySchedule 15County Budget ActSpecial Districts and Other Agencies - Non EnterpriseJanuary 2010 Edition, revision #1Financing Sources and Uses by Budget Unit by ObjectFiscal Year 2019-20202017-2018 Actual 2018-2019 Adjusted 2019-2020 Requested2019-2020 Recommended2345Taxes Other Than Cur Prop$1,376$683$1,417$1,417$1,376$683$1,417$1,417Other Charges$253$1,823$1,169$1,169 Expenditure Transfers$1,508$248$248$248Total Other Financing Uses$1,508$248$248$248$1,761$2,071$1,417$1,417$385$1,388$0$0 Total RevenueOther Financing Uses Total Expenditures/AppropriationsNet CostState Controller SchedulesSVC AREA P6 ZONE 1200 (264900)Detail by Revenue Category and Expenditure Object1458 of 541 Contra Costa CountySchedule 15County Budget ActSpecial Districts and Other Agencies - Non EnterpriseJanuary 2010 Edition, revision #1Financing Sources and Uses by Budget Unit by ObjectFiscal Year 2019-20202017-2018 Actual 2018-2019 Adjusted 2019-2020 Requested2019-2020 Recommended2345Charges For Services$222,961$317,719$297,288$297,288$222,961$317,719$297,288$297,288Salaries And Benefits$292,002$301,795$281,375$281,375Services And Supplies1,217761,8182,3832,383Other Charges424551540540 Expenditure Transfers$7,986$12,990$12,990$12,990Total Other Financing Uses$7,986$12,990$12,990$12,990$301,630$1,077,154$297,288$297,288$78,669$759,435($0)($0)Detail by Revenue Category and Expenditure Object1 Total RevenueOther Financing Uses Total Expenditures/AppropriationsNet CostState Controller SchedulesPOLICE SVC-CROCKETT COGEN (265000)459 of 541 Contra Costa CountySchedule 15County Budget ActSpecial Districts and Other Agencies - Non EnterpriseJanuary 2010 Edition, revision #1Financing Sources and Uses by Budget Unit by ObjectFiscal Year 2019-20202017-2018 Actual 2018-2019 Adjusted 2019-2020 Requested2019-2020 Recommended2345Taxes Current Property$533$497$497$497Taxes Other Than Cur Prop(1)(2)(2)(2)Intergovernmental Revenue3333$534$498$498$498Services And Supplies$0$8,346$498$498Other Charges4000$4$8,346$498$498($530)$7,848$0$0Net CostState Controller SchedulesSERVICE AREA PL2 DANVILLE (265200)Detail by Revenue Category and Expenditure Object1 Total Revenue Total Expenditures/Appropriations460 of 541 Contra Costa CountySchedule 15County Budget ActSpecial Districts and Other Agencies - Non EnterpriseJanuary 2010 Edition, revision #1Financing Sources and Uses by Budget Unit by ObjectFiscal Year 2019-20202017-2018 Actual 2018-2019 Adjusted 2019-2020 Requested2019-2020 Recommended2345Taxes Current Property$149,815$133,650$133,650$133,650Taxes Other Than Cur Prop713,540719,800719,800719,800Fines/Forfeits/Penalties4,0411,0001,0001,000Intergovernmental Revenue1,0001,5001,5001,500Charges For Services010,00010,00010,000Miscellaneous Revenue102,59212,92812,92812,928$970,987$878,878$878,878$878,878Salaries And Benefits$1,004,884$793,478$1,041,760$1,041,760Services And Supplies8,046422,73618,64518,645Other Charges79,511102,823102,905102,905 Fixed Assets$31,756$0$0$0Total Capital Assets$31,756$0$0$0 Expenditure Transfers$39,694$30,487$34,280$34,280Total Other Financing Uses$39,694$30,487$34,280$34,280$1,163,891$1,349,524$1,197,590$1,197,590$192,904$470,646$318,712$318,712Capital AssetsOther Financing Uses Total Expenditures/AppropriationsNet CostState Controller SchedulesSERVICE AREA P-2 ZONE A (265300)Detail by Revenue Category and Expenditure Object1 Total Revenue461 of 541 Contra Costa CountySchedule 15County Budget ActSpecial Districts and Other Agencies - Non EnterpriseJanuary 2010 Edition, revision #1Financing Sources and Uses by Budget Unit by ObjectFiscal Year 2019-20202017-2018 Actual 2018-2019 Adjusted 2019-2020 Requested2019-2020 Recommended2345Taxes Other Than Cur Prop$2,148$1,706$2,212$2,212$2,148$1,706$2,212$2,212Other Charges$257$2,541$541$541 Expenditure Transfers$1,852$939$1,671$1,671Total Other Financing Uses$1,852$939$1,671$1,671$2,109$3,480$2,212$2,212($39)$1,774$0$0State Controller SchedulesSVC AREA P6 ZONE 2902 (265400)Detail by Revenue Category and Expenditure Object1 Total RevenueOther Financing Uses Total Expenditures/AppropriationsNet Cost462 of 541 Contra Costa CountySchedule 15County Budget ActSpecial Districts and Other Agencies - Non EnterpriseJanuary 2010 Edition, revision #1Financing Sources and Uses by Budget Unit by ObjectFiscal Year 2019-20202017-2018 Actual 2018-2019 Adjusted 2019-2020 Requested2019-2020 Recommended2345Taxes Current Property$260,187$274,000$274,000$274,000Taxes Other Than Cur Prop242,056241,125241,125241,125Fines/Forfeits/Penalties13500500500Use Of Money & Property5611,0001,0001,000Intergovernmental Revenue1,7347,7287,7287,728$504,551$524,353$524,353$524,353Salaries And Benefits$486,927$447,950$526,950$526,950Services And Supplies1,93711,30011,30011,300Other Charges50,37663,25363,23063,230 Expenditure Transfers$11,343$12,510$11,637$11,637Total Other Financing Uses$11,343$12,510$11,637$11,637$550,583$535,013$613,117$613,117$46,032$10,660$88,764$88,764 Total Expenditures/AppropriationsNet CostState Controller SchedulesSVC AREA PL5 ROUND HILL (265500)Detail by Revenue Category and Expenditure Object1 Total RevenueOther Financing Uses463 of 541 Contra Costa CountySchedule 15County Budget ActSpecial Districts and Other Agencies - Non EnterpriseJanuary 2010 Edition, revision #1Financing Sources and Uses by Budget Unit by ObjectFiscal Year 2019-20202017-2018 Actual 2018-2019 Adjusted 2019-2020 Requested2019-2020 Recommended2345Taxes Current Property$5,607,006$5,575,000$5,575,000$5,575,000Taxes Other Than Cur Prop(13,560)(26,000)(26,000)(26,000)Fines/Forfeits/Penalties12,84212,20012,20012,200Use Of Money & Property24,92010,00010,00010,000Intergovernmental Revenue32,04638,50038,50038,500$5,663,253$5,609,700$5,609,700$5,609,700Services And Supplies$0$57,700$57,700$57,700Other Charges41,97550,38350,38350,383 Expenditure Transfers$5,638,298$5,785,215$5,501,617$5,501,617Total Other Financing Uses$5,638,298$5,785,215$5,501,617$5,501,617$5,680,273$5,893,298$5,609,700$5,609,700$17,020$283,598$0$0State Controller SchedulesSERVICE AREA PL6 (265600)Detail by Revenue Category and Expenditure Object1 Total RevenueOther Financing Uses Total Expenditures/AppropriationsNet Cost464 of 541 Contra Costa CountySchedule 15County Budget ActSpecial Districts and Other Agencies - Non EnterpriseJanuary 2010 Edition, revision #1Financing Sources and Uses by Budget Unit by ObjectFiscal Year 2019-20202017-2018 Actual 2018-2019 Adjusted 2019-2020 Requested2019-2020 Recommended2345Taxes Current Property$200,981$210,000$210,000$210,000Taxes Other Than Cur Prop67,84768,10068,10068,100Fines/Forfeits/Penalties1,3741,0001,0001,000Intergovernmental Revenue1,3391,0001,0001,000Miscellaneous Revenue184,800000$456,341$280,100$280,100$280,100Salaries And Benefits$277,977$281,077$285,205$285,205Services And Supplies11,08843,71913,53313,533Other Charges31,06635,57435,56335,563 Fixed Assets$231,911$0$0$0Total Capital Assets$231,911$0$0$0 Expenditure Transfers$16,584$18,578$19,219$19,219Total Other Financing Uses$16,584$18,578$19,219$19,219$568,626$378,948$353,519$353,519$112,285$98,848$73,419$73,419Net CostDetail by Revenue Category and Expenditure Object1 Total RevenueCapital AssetsOther Financing Uses Total Expenditures/AppropriationsState Controller SchedulesSERVICE AREA P-2 ZONE B (265700)465 of 541 Contra Costa CountySchedule 15County Budget ActSpecial Districts and Other Agencies - Non EnterpriseJanuary 2010 Edition, revision #1Financing Sources and Uses by Budget Unit by ObjectFiscal Year 2019-20202017-2018 Actual 2018-2019 Adjusted 2019-2020 Requested2019-2020 Recommended2345Taxes Other Than Cur Prop$13,849$10,340$14,003$14,003$13,849$10,340$14,003$14,003Other Charges$278$1,697$1,697$1,697 Expenditure Transfers$16,388$9,343$12,306$12,306Total Other Financing Uses$16,388$9,343$12,306$12,306$16,666$11,040$14,003$14,003$2,817$700$0$0State Controller SchedulesSVC AREA P6 ZONE 0206 (265800)Detail by Revenue Category and Expenditure Object1 Total RevenueOther Financing Uses Total Expenditures/AppropriationsNet Cost466 of 541 Contra Costa CountySchedule 15County Budget ActSpecial Districts and Other Agencies - Non EnterpriseJanuary 2010 Edition, revision #1Financing Sources and Uses by Budget Unit by ObjectFiscal Year 2019-20202017-2018 Actual 2018-2019 Adjusted 2019-2020 Requested2019-2020 Recommended2345Taxes Other Than Cur Prop$2,033$2,018$2,093$2,093$2,033$2,018$2,093$2,093Other Charges$257$2,142$1,787$1,787 Expenditure Transfers$2,046$306$306$306Total Other Financing Uses$2,046$306$306$306$2,303$2,448$2,093$2,093$270$430$0$01 Total RevenueOther Financing Uses Total Expenditures/AppropriationsNet CostState Controller SchedulesSVC AREA P6 ZONE 0207 (265900)Detail by Revenue Category and Expenditure Object467 of 541 Contra Costa CountySchedule 15County Budget ActSpecial Districts and Other Agencies - Non EnterpriseJanuary 2010 Edition, revision #1Financing Sources and Uses by Budget Unit by ObjectFiscal Year 2019-20202017-2018 Actual 2018-2019 Adjusted 2019-2020 Requested2019-2020 Recommended2345Taxes Other Than Cur Prop$16,587$14,597$16,013$16,013$16,587$14,597$16,013$16,013Other Charges$281$1,717$1,717$1,717 Expenditure Transfers$17,926$13,580$14,296$14,296Total Other Financing Uses$17,926$13,580$14,296$14,296$18,207$15,297$16,013$16,013$1,620$700$0$0SERVICE AREA P6 ZONE 0200 (266100)Detail by Revenue Category and Expenditure Object1 Total RevenueOther Financing Uses Total Expenditures/AppropriationsState Controller SchedulesNet Cost468 of 541 Contra Costa CountySchedule 15County Budget ActSpecial Districts and Other Agencies - Non EnterpriseJanuary 2010 Edition, revision #1Financing Sources and Uses by Budget Unit by ObjectFiscal Year 2019-20202017-2018 Actual 2018-2019 Adjusted 2019-2020 Requested2019-2020 Recommended2345Taxes Other Than Cur Prop$5,845$5,674$6,020$6,020$5,845$5,674$6,020$6,020Services And Supplies$0$4,716$0$0Other Charges267267267267 Expenditure Transfers$5,700$1,391$5,753$5,753Total Other Financing Uses$5,700$1,391$5,753$5,753$5,967$6,374$6,020$6,020$122$700$0$0Other Financing Uses Total Expenditures/AppropriationsNet CostState Controller SchedulesSVC AREA P6 ZONE 0209 (267100)Detail by Revenue Category and Expenditure Object1 Total Revenue469 of 541 Contra Costa CountySchedule 15County Budget ActSpecial Districts and Other Agencies - Non EnterpriseJanuary 2010 Edition, revision #1Financing Sources and Uses by Budget Unit by ObjectFiscal Year 2019-20202017-2018 Actual 2018-2019 Adjusted 2019-2020 Requested2019-2020 Recommended2345Taxes Other Than Cur Prop$2,190$2,173$2,173$2,173$2,190$2,173$2,173$2,173Other Charges$258$7,836$1,554$1,554 Expenditure Transfers$0$619$619$619Total Other Financing Uses$0$619$619$619$258$8,455$2,173$2,173($1,932)$6,282$0$01 Total RevenueOther Financing Uses Total Expenditures/AppropriationsNet CostState Controller SchedulesSERVICE AREA P6 ZONE 211 (267200)Detail by Revenue Category and Expenditure Object470 of 541 Contra Costa CountySchedule 15County Budget ActSpecial Districts and Other Agencies - Non EnterpriseJanuary 2010 Edition, revision #1Financing Sources and Uses by Budget Unit by ObjectFiscal Year 2019-20202017-2018 Actual 2018-2019 Adjusted 2019-2020 Requested2019-2020 Recommended2345Taxes Other Than Cur Prop$42,184$41,236$42,875$42,875$42,184$41,236$42,875$42,875Other Charges$375$1,713$513$513 Expenditure Transfers$42,421$40,523$42,362$42,362Total Other Financing Uses$42,421$40,523$42,362$42,362$42,796$42,236$42,875$42,875$612$1,000$0$0State Controller SchedulesNet CostSVC AREA P6 ZONE 1005 (267300)Detail by Revenue Category and Expenditure Object1 Total RevenueOther Financing Uses Total Expenditures/Appropriations471 of 541 Contra Costa CountySchedule 15County Budget ActSpecial Districts and Other Agencies - Non EnterpriseJanuary 2010 Edition, revision #1Financing Sources and Uses by Budget Unit by ObjectFiscal Year 2019-20202017-2018 Actual 2018-2019 Adjusted 2019-2020 Requested2019-2020 Recommended2345Taxes Other Than Cur Prop$113,922$106,803$113,135$113,135$113,922$106,803$113,135$113,135Other Charges$508$1,000$1,000$1,000 Expenditure Transfers$119,492$107,803$112,135$112,135Total Other Financing Uses$119,492$107,803$112,135$112,135$120,000$108,803$113,135$113,135$6,078$2,000$0$0Other Financing Uses Total Expenditures/AppropriationsNet CostState Controller SchedulesSVC AREA P6 ZONE 0201 (267400)Detail by Revenue Category and Expenditure Object1 Total Revenue472 of 541 Contra Costa CountySchedule 15County Budget ActSpecial Districts and Other Agencies - Non EnterpriseJanuary 2010 Edition, revision #1Financing Sources and Uses by Budget Unit by ObjectFiscal Year 2019-20202017-2018 Actual 2018-2019 Adjusted 2019-2020 Requested2019-2020 Recommended2345Taxes Other Than Cur Prop$742$736$764$764$742$736$764$764Other Charges$252$1,614$452$452 Expenditure Transfers$0$312$312$312Total Other Financing Uses$0$312$312$312$252$1,926$764$764($490)$1,190$0$0State Controller SchedulesSVC AREA P6 ZONE 2700 (267500)Detail by Revenue Category and Expenditure Object1 Total RevenueOther Financing Uses Total Expenditures/AppropriationsNet Cost473 of 541 Contra Costa CountySchedule 15County Budget ActSpecial Districts and Other Agencies - Non EnterpriseJanuary 2010 Edition, revision #1Financing Sources and Uses by Budget Unit by ObjectFiscal Year 2019-20202017-2018 Actual 2018-2019 Adjusted 2019-2020 Requested2019-2020 Recommended2345Taxes Other Than Cur Prop$725$720$747$747$725$720$747$747Other Charges$252$2,770$747$747$252$2,770$747$747($473)$2,050$0$0SVC AREA P6 ZONE 0700 (268000)Detail by Revenue Category and Expenditure Object1 Total Revenue Total Expenditures/AppropriationsNet CostState Controller Schedules474 of 541 Contra Costa CountySchedule 15County Budget ActSpecial Districts and Other Agencies - Non EnterpriseJanuary 2010 Edition, revision #1Financing Sources and Uses by Budget Unit by ObjectFiscal Year 2019-20202017-2018 Actual 2018-2019 Adjusted 2019-2020 Requested2019-2020 Recommended2345Taxes Other Than Cur Prop$4,713$4,677$4,853$4,853$4,713$4,677$4,853$4,853Other Charges$260$1,635$635$635 Expenditure Transfers$4,452$3,742$4,218$4,218Total Other Financing Uses$4,452$3,742$4,218$4,218$4,712$5,377$4,853$4,853($0)$700$0$0State Controller SchedulesSVC AREA P6 ZONE 1100 (268100)Detail by Revenue Category and Expenditure Object1 Total RevenueOther Financing Uses Total Expenditures/AppropriationsNet Cost475 of 541 Contra Costa CountySchedule 15County Budget ActSpecial Districts and Other Agencies - Non EnterpriseJanuary 2010 Edition, revision #1Financing Sources and Uses by Budget Unit by ObjectFiscal Year 2019-20202017-2018 Actual 2018-2019 Adjusted 2019-2020 Requested2019-2020 Recommended2345Taxes Other Than Cur Prop$742$553$764$764$742$553$764$764Other Charges$252$1,922$764$764$252$1,922$764$764($490)$1,369$0$0 Total Revenue Total Expenditures/AppropriationsNet CostState Controller SchedulesSVC AREA P6 ZONE 1600 (268200)Detail by Revenue Category and Expenditure Object1476 of 541 Contra Costa CountySchedule 15County Budget ActSpecial Districts and Other Agencies - Non EnterpriseJanuary 2010 Edition, revision #1Financing Sources and Uses by Budget Unit by ObjectFiscal Year 2019-20202017-2018 Actual 2018-2019 Adjusted 2019-2020 Requested2019-2020 Recommended2345Taxes Other Than Cur Prop$725$540$748$748$725$540$748$748Other Charges$252$1,603$748$748 Expenditure Transfers$1,319$0$0$0Total Other Financing Uses$1,319$0$0$0$1,571$1,603$748$748$846$1,063$0$01 Total RevenueOther Financing Uses Total Expenditures/AppropriationsNet CostState Controller SchedulesSVC AREA P6 ZONE 2601 (268300)Detail by Revenue Category and Expenditure Object477 of 541 Contra Costa CountySchedule 15County Budget ActSpecial Districts and Other Agencies - Non EnterpriseJanuary 2010 Edition, revision #1Financing Sources and Uses by Budget Unit by ObjectFiscal Year 2019-20202017-2018 Actual 2018-2019 Adjusted 2019-2020 Requested2019-2020 Recommended2345Taxes Other Than Cur Prop$137,569$130,959$138,336$138,336$137,569$130,959$138,336$138,336Other Charges$573$5,739$5,739$5,739 Expenditure Transfers$141,410$128,220$132,597$132,597Total Other Financing Uses$141,410$128,220$132,597$132,597$141,983$133,959$138,336$138,336$4,414$3,000$0$0State Controller SchedulesNet CostSVC AREA P6 ZONE 0500 (268400)Detail by Revenue Category and Expenditure Object1 Total RevenueOther Financing Uses Total Expenditures/Appropriations478 of 541 Contra Costa CountySchedule 15County Budget ActSpecial Districts and Other Agencies - Non EnterpriseJanuary 2010 Edition, revision #1Financing Sources and Uses by Budget Unit by ObjectFiscal Year 2019-20202017-2018 Actual 2018-2019 Adjusted 2019-2020 Requested2019-2020 Recommended2345Taxes Other Than Cur Prop$26,347$24,859$26,947$26,947$26,347$24,859$26,947$26,947Other Charges$310$2,255$2,255$2,255 Expenditure Transfers$27,288$23,604$24,692$24,692Total Other Financing Uses$27,288$23,604$24,692$24,692$27,598$25,859$26,947$26,947$1,252$1,000$0$0Other Financing Uses Total Expenditures/AppropriationsNet CostState Controller SchedulesSVC AREA P6 ZONE 1000 (268500)Detail by Revenue Category and Expenditure Object1 Total Revenue479 of 541 Contra Costa CountySchedule 15County Budget ActSpecial Districts and Other Agencies - Non EnterpriseJanuary 2010 Edition, revision #1Financing Sources and Uses by Budget Unit by ObjectFiscal Year 2019-20202017-2018 Actual 2018-2019 Adjusted 2019-2020 Requested2019-2020 Recommended2345Taxes Other Than Cur Prop$5,438$4,318$5,601$5,601$5,438$4,318$5,601$5,601Other Charges$263$1,770$770$770 Expenditure Transfers$6,223$3,248$4,831$4,831Total Other Financing Uses$6,223$3,248$4,831$4,831$6,486$5,018$5,601$5,601$1,048$700$0$0State Controller SchedulesSVC AREA P6 ZONE 2900 (268700)Detail by Revenue Category and Expenditure Object1 Total RevenueOther Financing Uses Total Expenditures/AppropriationsNet Cost480 of 541 Contra Costa CountySchedule 15County Budget ActSpecial Districts and Other Agencies - Non EnterpriseJanuary 2010 Edition, revision #1Financing Sources and Uses by Budget Unit by ObjectFiscal Year 2019-20202017-2018 Actual 2018-2019 Adjusted 2019-2020 Requested2019-2020 Recommended2345Taxes Other Than Cur Prop$2,795$2,522$2,879$2,879$2,795$2,522$2,879$2,879Other Charges$259$1,534$534$534 Expenditure Transfers$2,781$1,688$2,345$2,345Total Other Financing Uses$2,781$1,688$2,345$2,345$3,040$3,222$2,879$2,879$244$700$0$0Net CostSVC AREA P6 ZONE 1006 (268800)Detail by Revenue Category and Expenditure Object1 Total RevenueOther Financing Uses Total Expenditures/AppropriationsState Controller Schedules481 of 541 Contra Costa CountySchedule 15County Budget ActSpecial Districts and Other Agencies - Non EnterpriseJanuary 2010 Edition, revision #1Financing Sources and Uses by Budget Unit by ObjectFiscal Year 2019-20202017-2018 Actual 2018-2019 Adjusted 2019-2020 Requested2019-2020 Recommended2345Taxes Other Than Cur Prop$725$720$747$747$725$720$747$747Other Charges$252$1,894$747$747$252$1,894$747$747($473)$1,174$0$0State Controller SchedulesSVC AREA P6 ZONE 1601 (268900)Detail by Revenue Category and Expenditure Object1 Total Revenue Total Expenditures/AppropriationsNet Cost482 of 541 Contra Costa CountySchedule 15County Budget ActSpecial Districts and Other Agencies - Non EnterpriseJanuary 2010 Edition, revision #1Financing Sources and Uses by Budget Unit by ObjectFiscal Year 2019-20202017-2018 Actual 2018-2019 Adjusted 2019-2020 Requested2019-2020 Recommended2345Taxes Other Than Cur Prop$725$720$748$748$725$720$748$748Other Charges$252$1,737$591$591 Expenditure Transfers$0$157$157$157Total Other Financing Uses$0$157$157$157$252$1,894$748$748($473)$1,174$0$0 Total RevenueOther Financing Uses Total Expenditures/AppropriationsNet CostState Controller SchedulesSVC AREA P6 ZONE 2300 (269000)Detail by Revenue Category and Expenditure Object1483 of 541 Contra Costa CountySchedule 15County Budget ActSpecial Districts and Other Agencies - Non EnterpriseJanuary 2010 Edition, revision #1Financing Sources and Uses by Budget Unit by ObjectFiscal Year 2019-20202017-2018 Actual 2018-2019 Adjusted 2019-2020 Requested2019-2020 Recommended2345Taxes Other Than Cur Prop$21,412$19,658$20,767$20,767$21,412$19,658$20,767$20,767Other Charges$298$1,845$1,845$1,845 Expenditure Transfers$22,661$18,513$18,922$18,922Total Other Financing Uses$22,661$18,513$18,922$18,922$22,959$20,358$20,767$20,767$1,547$700$0$0Detail by Revenue Category and Expenditure Object1 Total RevenueOther Financing Uses Total Expenditures/AppropriationsNet CostState Controller SchedulesSVC AREA P6 ZONE 1602 (269300)484 of 541 Contra Costa CountySchedule 15County Budget ActSpecial Districts and Other Agencies - Non EnterpriseJanuary 2010 Edition, revision #1Financing Sources and Uses by Budget Unit by ObjectFiscal Year 2019-20202017-2018 Actual 2018-2019 Adjusted 2019-2020 Requested2019-2020 Recommended2345Taxes Other Than Cur Prop$15,044$10,434$14,375$14,375$15,044$10,434$14,375$14,375Other Charges$283$1,380$1,380$1,380 Expenditure Transfers$19,127$9,754$12,995$12,995Total Other Financing Uses$19,127$9,754$12,995$12,995$19,410$11,134$14,375$14,375$4,366$700$0$0 Total Expenditures/AppropriationsNet CostState Controller SchedulesSVC AREA P6 ZONE 1800 (269400)Detail by Revenue Category and Expenditure Object1 Total RevenueOther Financing Uses485 of 541 Contra Costa CountySchedule 15County Budget ActSpecial Districts and Other Agencies - Non EnterpriseJanuary 2010 Edition, revision #1Financing Sources and Uses by Budget Unit by ObjectFiscal Year 2019-20202017-2018 Actual 2018-2019 Adjusted 2019-2020 Requested2019-2020 Recommended2345Taxes Other Than Cur Prop$1,088$1,079$1,121$1,121$1,088$1,079$1,121$1,121Other Charges$253$2,324$831$831 Expenditure Transfers$0$290$290$290Total Other Financing Uses$0$290$290$290$253$2,614$1,121$1,121($835)$1,535$0$0 Total RevenueOther Financing Uses Total Expenditures/AppropriationsNet CostState Controller SchedulesSVC AREA P6 ZONE 2600 (269500)Detail by Revenue Category and Expenditure Object1486 of 541 Contra Costa CountySchedule 15County Budget ActSpecial Districts and Other Agencies - Non EnterpriseJanuary 2010 Edition, revision #1Financing Sources and Uses by Budget Unit by ObjectFiscal Year 2019-20202017-2018 Actual 2018-2019 Adjusted 2019-2020 Requested2019-2020 Recommended2345Taxes Other Than Cur Prop$2,141$1,417$1,838$1,838$2,141$1,417$1,838$1,838Other Charges$255$2,565$765$765 Expenditure Transfers$1,847$623$1,073$1,073Total Other Financing Uses$1,847$623$1,073$1,073$2,102$3,188$1,838$1,838($39)$1,771$0$0State Controller SchedulesSVC AREA P6 ZONE 2701 (269600)Detail by Revenue Category and Expenditure Object1 Total RevenueOther Financing Uses Total Expenditures/AppropriationsNet Cost487 of 541 Contra Costa CountySchedule 15County Budget ActSpecial Districts and Other Agencies - Non EnterpriseJanuary 2010 Edition, revision #1Financing Sources and Uses by Budget Unit by ObjectFiscal Year 2019-20202017-2018 Actual 2018-2019 Adjusted 2019-2020 Requested2019-2020 Recommended2345Taxes Other Than Cur Prop$363$359$373$373$363$359$373$373Other Charges$251$876$373$373$251$876$373$373($112)$517$0$0Net CostState Controller SchedulesSVC AREA P6 ZONE 1500 (269700)Detail by Revenue Category and Expenditure Object1 Total Revenue Total Expenditures/Appropriations488 of 541 Contra Costa CountySchedule 15County Budget ActSpecial Districts and Other Agencies - Non EnterpriseJanuary 2010 Edition, revision #1Financing Sources and Uses by Budget Unit by ObjectFiscal Year 2019-20202017-2018 Actual 2018-2019 Adjusted 2019-2020 Requested2019-2020 Recommended2345Taxes Other Than Cur Prop$31,047$29,573$31,060$31,060$31,047$29,573$31,060$31,060Other Charges$324$1,967$1,967$1,967 Expenditure Transfers$32,226$28,306$29,093$29,093Total Other Financing Uses$32,226$28,306$29,093$29,093$32,550$30,273$31,060$31,060$1,503$700$0$0State Controller SchedulesSVC AREA P6 ZONE 3000 (269900)Detail by Revenue Category and Expenditure Object1 Total RevenueOther Financing Uses Total Expenditures/AppropriationsNet Cost489 of 541 Contra Costa CountySchedule 15County Budget ActSpecial Districts and Other Agencies - Non EnterpriseJanuary 2010 Edition, revision #1Financing Sources and Uses by Budget Unit by ObjectFiscal Year 2019-20202017-2018 Actual 2018-2019 Adjusted 2019-2020 Requested2019-2020 Recommended2345Taxes Current Property$114,184$117,808$126,625$126,625Taxes Other Than Cur Prop(338)(321)(108)(108)Intergovernmental Revenue753000$114,599$117,487$126,517$126,517Other Charges$905$172,016$0$0 Expenditure Transfers$0$117,487$126,517$126,517Total Other Financing Uses$0$117,487$126,517$126,517$905$289,503$126,517$126,517($113,694)$172,016$0$01 Total RevenueOther Financing Uses Total Expenditures/AppropriationsNet CostState Controller SchedulesSVC AREA LIB-2 EL SOBRANTE (270200)Detail by Revenue Category and Expenditure Object490 of 541 Contra Costa CountySchedule 15County Budget ActSpecial Districts and Other Agencies - Non EnterpriseJanuary 2010 Edition, revision #1Financing Sources and Uses by Budget Unit by ObjectFiscal Year 2019-20202017-2018 Actual 2018-2019 Adjusted 2019-2020 Requested2019-2020 Recommended2345Taxes Current Property$1,232$1,271$1,306$1,306Taxes Other Than Cur Prop(4)(3)(1)(1)Intergovernmental Revenue8000$1,236$1,268$1,305$1,305Other Charges$10$2,805$0$0 Expenditure Transfers$0$1,268$1,305$1,305Total Other Financing Uses$0$1,268$1,305$1,305$10$4,073$1,305$1,305($1,226)$2,805$0$0SVC AREA LIBRARY-10 PINOLE (271000)Detail by Revenue Category and Expenditure Object1 Total RevenueOther Financing Uses Total Expenditures/AppropriationsState Controller SchedulesNet Cost491 of 541 Contra Costa CountySchedule 15County Budget ActSpecial Districts and Other Agencies - Non EnterpriseJanuary 2010 Edition, revision #1Financing Sources and Uses by Budget Unit by ObjectFiscal Year 2019-20202017-2018 Actual 2018-2019 Adjusted 2019-2020 Requested2019-2020 Recommended2345Taxes Current Property$10,794$11,140$11,579$11,579Taxes Other Than Cur Prop(33)(30)(10)(10)Intergovernmental Revenue70000$10,832$11,110$11,569$11,569Other Charges$85$21,213$0$0 Expenditure Transfers$0$11,110$11,569$11,569Total Other Financing Uses$0$11,110$11,569$11,569$85$32,323$11,569$11,569($10,747)$21,213$0$0Other Financing Uses Total Expenditures/AppropriationsNet CostState Controller SchedulesSVC AREA LIBRARY-12 MORAGA (271200)Detail by Revenue Category and Expenditure Object1 Total Revenue492 of 541 Contra Costa CountySchedule 15County Budget ActSpecial Districts and Other Agencies - Non EnterpriseJanuary 2010 Edition, revision #1Financing Sources and Uses by Budget Unit by ObjectFiscal Year 2019-20202017-2018 Actual 2018-2019 Adjusted 2019-2020 Requested2019-2020 Recommended2345Taxes Current Property$146,534$151,157$159,647$159,647Taxes Other Than Cur Prop(436)(413)(140)(140)Intergovernmental Revenue976000$147,074$150,744$159,507$159,507Other Charges$1,163$229,974$0$0 Expenditure Transfers$0$150,744$159,507$159,507Total Other Financing Uses$0$150,744$159,507$159,507$1,163$380,718$159,507$159,507($145,911)$229,974$0$01 Total RevenueOther Financing Uses Total Expenditures/AppropriationsNet CostState Controller SchedulesSVC AREA LIBRARY-13 YGNACIO (271300)Detail by Revenue Category and Expenditure Object493 of 541 Contra Costa CountySchedule 15County Budget ActSpecial Districts and Other Agencies - Non EnterpriseJanuary 2010 Edition, revision #1Financing Sources and Uses by Budget Unit by ObjectFiscal Year 2019-20202017-2018 Actual 2018-2019 Adjusted 2019-2020 Requested2019-2020 Recommended2345Taxes Other Than Cur Prop$3,812$2,775$3,926$3,926$3,812$2,775$3,926$3,926Other Charges$263$1,192$492$492 Expenditure Transfers$3,549$2,283$3,434$3,434Total Other Financing Uses$3,549$2,283$3,434$3,434$3,812$3,475$3,926$3,926($0)$700$0$0State Controller SchedulesNet CostSVC AREA P6 ZONE 1512 (271500)Detail by Revenue Category and Expenditure Object1 Total RevenueOther Financing Uses Total Expenditures/Appropriations494 of 541 Contra Costa CountySchedule 15County Budget ActSpecial Districts and Other Agencies - Non EnterpriseJanuary 2010 Edition, revision #1Financing Sources and Uses by Budget Unit by ObjectFiscal Year 2019-20202017-2018 Actual 2018-2019 Adjusted 2019-2020 Requested2019-2020 Recommended2345Other Charges$0$741$0$0$0$741$0$0$0$741$0$0Net CostState Controller SchedulesSVC AREA P6 ZONE 1608 (271600)Detail by Revenue Category and Expenditure Object1 Total Expenditures/Appropriations495 of 541 Contra Costa CountySchedule 15County Budget ActSpecial Districts and Other Agencies - Non EnterpriseJanuary 2010 Edition, revision #1Financing Sources and Uses by Budget Unit by ObjectFiscal Year 2019-20202017-2018 Actual 2018-2019 Adjusted 2019-2020 Requested2019-2020 Recommended2345Taxes Other Than Cur Prop$12,452$11,349$12,825$12,825$12,452$11,349$12,825$12,825Other Charges$287$1,355$1,355$1,355 Expenditure Transfers$13,144$10,694$11,470$11,470Total Other Financing Uses$13,144$10,694$11,470$11,470$13,431$12,049$12,825$12,825$980$700$0$0State Controller SchedulesSVC AREA P6 ZONE 1616 (271700)Detail by Revenue Category and Expenditure Object1 Total RevenueOther Financing Uses Total Expenditures/AppropriationsNet Cost496 of 541 Contra Costa CountySchedule 15County Budget ActSpecial Districts and Other Agencies - Non EnterpriseJanuary 2010 Edition, revision #1Financing Sources and Uses by Budget Unit by ObjectFiscal Year 2019-20202017-2018 Actual 2018-2019 Adjusted 2019-2020 Requested2019-2020 Recommended2345Other Charges$0$20,967$0$0$0$20,967$0$0$0$20,967$0$01 Total Expenditures/AppropriationsNet CostState Controller SchedulesSVC AREA P6 ZONE 1802 (271800)Detail by Revenue Category and Expenditure Object497 of 541 Contra Costa CountySchedule 15County Budget ActSpecial Districts and Other Agencies - Non EnterpriseJanuary 2010 Edition, revision #1Financing Sources and Uses by Budget Unit by ObjectFiscal Year 2019-20202017-2018 Actual 2018-2019 Adjusted 2019-2020 Requested2019-2020 Recommended2345Taxes Other Than Cur Prop$326,260$281,870$322,280$322,280$326,260$281,870$322,280$322,280Other Charges$1,313$5,184$5,184$5,184 Expenditure Transfers$352,131$279,686$317,096$317,096Total Other Financing Uses$352,131$279,686$317,096$317,096$353,444$284,870$322,280$322,280$27,184$3,000$0$01 Total RevenueOther Financing Uses Total Expenditures/AppropriationsNet CostState Controller SchedulesSVC AREA P-6 ZONE 0503 (272000)Detail by Revenue Category and Expenditure Object498 of 541 Contra Costa CountySchedule 15County Budget ActSpecial Districts and Other Agencies - Non EnterpriseJanuary 2010 Edition, revision #1Financing Sources and Uses by Budget Unit by ObjectFiscal Year 2019-20202017-2018 Actual 2018-2019 Adjusted 2019-2020 Requested2019-2020 Recommended2345Taxes Other Than Cur Prop$6,127$5,942$6,311$6,311$6,127$5,942$6,311$6,311Other Charges$269$1,665$1,334$1,334 Expenditure Transfers$5,992$4,977$4,977$4,977Total Other Financing Uses$5,992$4,977$4,977$4,977$6,261$6,642$6,311$6,311$134$700$0$0State Controller SchedulesNet CostSVC AREA P-6 ZONE 3103 (272100)Detail by Revenue Category and Expenditure Object1 Total RevenueOther Financing Uses Total Expenditures/Appropriations499 of 541 Contra Costa CountySchedule 15County Budget ActSpecial Districts and Other Agencies - Non EnterpriseJanuary 2010 Edition, revision #1Financing Sources and Uses by Budget Unit by ObjectFiscal Year 2019-20202017-2018 Actual 2018-2019 Adjusted 2019-2020 Requested2019-2020 Recommended2345Taxes Other Than Cur Prop$1,686$1,395$1,738$1,738$1,686$1,395$1,738$1,738Other Charges$255$2,639$1,440$1,440 Expenditure Transfers$1,537$298$298$298Total Other Financing Uses$1,537$298$298$298$1,792$2,937$1,738$1,738$106$1,542$0$0Other Financing Uses Total Expenditures/AppropriationsNet CostState Controller SchedulesSVC AREA P6 ZONE 0900 (272200)Detail by Revenue Category and Expenditure Object1 Total Revenue500 of 541 Contra Costa CountySchedule 15County Budget ActSpecial Districts and Other Agencies - Non EnterpriseJanuary 2010 Edition, revision #1Financing Sources and Uses by Budget Unit by ObjectFiscal Year 2019-20202017-2018 Actual 2018-2019 Adjusted 2019-2020 Requested2019-2020 Recommended2345Taxes Other Than Cur Prop$2,811$2,510$2,895$2,895$2,811$2,510$2,895$2,895Other Charges$259$1,631$631$631 Expenditure Transfers$2,823$1,579$2,264$2,264Total Other Financing Uses$2,823$1,579$2,264$2,264$3,082$3,210$2,895$2,895$271$700$0$0State Controller SchedulesSVC AREA P6 ZONE 1509 (272300)Detail by Revenue Category and Expenditure Object1 Total RevenueOther Financing Uses Total Expenditures/AppropriationsNet Cost501 of 541 Contra Costa CountySchedule 15County Budget ActSpecial Districts and Other Agencies - Non EnterpriseJanuary 2010 Edition, revision #1Financing Sources and Uses by Budget Unit by ObjectFiscal Year 2019-20202017-2018 Actual 2018-2019 Adjusted 2019-2020 Requested2019-2020 Recommended2345Taxes Other Than Cur Prop$3,232$2,929$3,185$3,185$3,232$2,929$3,185$3,185Other Charges$260$1,645$1,201$1,201 Expenditure Transfers$3,243$1,984$1,984$1,984Total Other Financing Uses$3,243$1,984$1,984$1,984$3,503$3,629$3,185$3,185$271$700$0$0Net CostSVC AREA P6 ZONE 3101 (272400)Detail by Revenue Category and Expenditure Object1 Total RevenueOther Financing Uses Total Expenditures/AppropriationsState Controller Schedules502 of 541 Contra Costa CountySchedule 15County Budget ActSpecial Districts and Other Agencies - Non EnterpriseJanuary 2010 Edition, revision #1Financing Sources and Uses by Budget Unit by ObjectFiscal Year 2019-20202017-2018 Actual 2018-2019 Adjusted 2019-2020 Requested2019-2020 Recommended2345Taxes Other Than Cur Prop$2,248$2,092$2,316$2,316$2,248$2,092$2,316$2,316Other Charges$257$1,446$970$970 Expenditure Transfers$2,127$1,346$1,346$1,346Total Other Financing Uses$2,127$1,346$1,346$1,346$2,384$2,792$2,316$2,316$135$700$0$0State Controller SchedulesSVC AREA P6 ZONE 1615 (272500)Detail by Revenue Category and Expenditure Object1 Total RevenueOther Financing Uses Total Expenditures/AppropriationsNet Cost503 of 541 Contra Costa CountySchedule 15County Budget ActSpecial Districts and Other Agencies - Non EnterpriseJanuary 2010 Edition, revision #1Financing Sources and Uses by Budget Unit by ObjectFiscal Year 2019-20202017-2018 Actual 2018-2019 Adjusted 2019-2020 Requested2019-2020 Recommended2345Taxes Other Than Cur Prop$1,405$1,395$1,448$1,448$1,405$1,395$1,448$1,448Other Charges$254$1,591$591$591 Expenditure Transfers$1,693$504$857$857Total Other Financing Uses$1,693$504$857$857$1,947$2,095$1,448$1,448$542$700$0$01 Total RevenueOther Financing Uses Total Expenditures/AppropriationsNet CostState Controller SchedulesSVC AREA P6 ZONE 1511 (272600)Detail by Revenue Category and Expenditure Object504 of 541 Contra Costa CountySchedule 15County Budget ActSpecial Districts and Other Agencies - Non EnterpriseJanuary 2010 Edition, revision #1Financing Sources and Uses by Budget Unit by ObjectFiscal Year 2019-20202017-2018 Actual 2018-2019 Adjusted 2019-2020 Requested2019-2020 Recommended2345Taxes Other Than Cur Prop$5,059$4,324$5,211$5,211$5,059$4,324$5,211$5,211Other Charges$264$1,491$491$491 Expenditure Transfers$5,472$3,533$4,720$4,720Total Other Financing Uses$5,472$3,533$4,720$4,720$5,736$5,024$5,211$5,211$677$700$0$0SVC AREA P6 ZONE 1510 (272700)Detail by Revenue Category and Expenditure Object1 Total RevenueOther Financing Uses Total Expenditures/AppropriationsState Controller SchedulesNet Cost505 of 541 Contra Costa CountySchedule 15County Budget ActSpecial Districts and Other Agencies - Non EnterpriseJanuary 2010 Edition, revision #1Financing Sources and Uses by Budget Unit by ObjectFiscal Year 2019-20202017-2018 Actual 2018-2019 Adjusted 2019-2020 Requested2019-2020 Recommended2345Taxes Other Than Cur Prop$20,052$18,934$20,510$20,510$20,052$18,934$20,510$20,510Other Charges$310$1,700$1,700$1,700 Expenditure Transfers$20,682$17,934$18,810$18,810Total Other Financing Uses$20,682$17,934$18,810$18,810$20,992$19,634$20,510$20,510$940$700$0$0Other Financing Uses Total Expenditures/AppropriationsNet CostState Controller SchedulesSVC AREA P6 ZONE 0203 (272800)Detail by Revenue Category and Expenditure Object1 Total Revenue506 of 541 Contra Costa CountySchedule 15County Budget ActSpecial Districts and Other Agencies - Non EnterpriseJanuary 2010 Edition, revision #1Financing Sources and Uses by Budget Unit by ObjectFiscal Year 2019-20202017-2018 Actual 2018-2019 Adjusted 2019-2020 Requested2019-2020 Recommended2345Taxes Other Than Cur Prop$8,912$8,431$9,179$9,179$8,912$8,431$9,179$9,179Other Charges$277$1,558$558$558 Expenditure Transfers$9,038$7,573$8,621$8,621Total Other Financing Uses$9,038$7,573$8,621$8,621$9,315$9,131$9,179$9,179$403$700$0$01 Total RevenueOther Financing Uses Total Expenditures/AppropriationsNet CostState Controller SchedulesSVC AREA P6 ZONE 1002 (273000)Detail by Revenue Category and Expenditure Object507 of 541 Contra Costa CountySchedule 15County Budget ActSpecial Districts and Other Agencies - Non EnterpriseJanuary 2010 Edition, revision #1Financing Sources and Uses by Budget Unit by ObjectFiscal Year 2019-20202017-2018 Actual 2018-2019 Adjusted 2019-2020 Requested2019-2020 Recommended2345Taxes Other Than Cur Prop$975$829$1,003$1,003$975$829$1,003$1,003Other Charges$256$2,602$754$754 Expenditure Transfers$0$249$249$249Total Other Financing Uses$0$249$249$249$256$2,851$1,003$1,003($719)$2,022$0$0State Controller SchedulesNet CostSVC AREA P6 ZONE 2602 (273100)Detail by Revenue Category and Expenditure Object1 Total RevenueOther Financing Uses Total Expenditures/Appropriations508 of 541 Contra Costa CountySchedule 15County Budget ActSpecial Districts and Other Agencies - Non EnterpriseJanuary 2010 Edition, revision #1Financing Sources and Uses by Budget Unit by ObjectFiscal Year 2019-20202017-2018 Actual 2018-2019 Adjusted 2019-2020 Requested2019-2020 Recommended2345Taxes Other Than Cur Prop$2,507$2,487$2,582$2,582$2,507$2,487$2,582$2,582Other Charges$258$2,527$1,922$1,922 Expenditure Transfers$2,248$660$660$660Total Other Financing Uses$2,248$660$660$660$2,506$3,187$2,582$2,582($1)$700$0$0Other Financing Uses Total Expenditures/AppropriationsNet CostState Controller SchedulesSVC AREA P6 ZONE 0204 (273200)Detail by Revenue Category and Expenditure Object1 Total Revenue509 of 541 Contra Costa CountySchedule 15County Budget ActSpecial Districts and Other Agencies - Non EnterpriseJanuary 2010 Edition, revision #1Financing Sources and Uses by Budget Unit by ObjectFiscal Year 2019-20202017-2018 Actual 2018-2019 Adjusted 2019-2020 Requested2019-2020 Recommended2345Taxes Other Than Cur Prop$2,983$2,556$3,072$3,072$2,983$2,556$3,072$3,072Other Charges$259$2,274$474$474 Expenditure Transfers$3,116$982$2,598$2,598Total Other Financing Uses$3,116$982$2,598$2,598$3,375$3,256$3,072$3,072$392$700$0$0State Controller SchedulesSVC AREA P6 ZONE 1003 (273300)Detail by Revenue Category and Expenditure Object1 Total RevenueOther Financing Uses Total Expenditures/AppropriationsNet Cost510 of 541 Contra Costa CountySchedule 15County Budget ActSpecial Districts and Other Agencies - Non EnterpriseJanuary 2010 Edition, revision #1Financing Sources and Uses by Budget Unit by ObjectFiscal Year 2019-20202017-2018 Actual 2018-2019 Adjusted 2019-2020 Requested2019-2020 Recommended2345Taxes Other Than Cur Prop$1,898$1,481$1,956$1,956$1,898$1,481$1,956$1,956Other Charges$256$2,747$573$573 Expenditure Transfers$1,608$383$1,383$1,383Total Other Financing Uses$1,608$383$1,383$1,383$1,864$3,130$1,956$1,956($34)$1,649$0$0Net CostSVC AREA P6 ZONE 1201 (273400)Detail by Revenue Category and Expenditure Object1 Total RevenueOther Financing Uses Total Expenditures/AppropriationsState Controller Schedules511 of 541 Contra Costa CountySchedule 15County Budget ActSpecial Districts and Other Agencies - Non EnterpriseJanuary 2010 Edition, revision #1Financing Sources and Uses by Budget Unit by ObjectFiscal Year 2019-20202017-2018 Actual 2018-2019 Adjusted 2019-2020 Requested2019-2020 Recommended2345Taxes Other Than Cur Prop$216,961$189,097$220,257$220,257$216,961$189,097$220,257$220,257Other Charges$960$15,150$15,150$15,150 Expenditure Transfers$232,249$176,947$205,107$205,107Total Other Financing Uses$232,249$176,947$205,107$205,107$233,209$192,097$220,257$220,257$16,248$3,000$0$0State Controller SchedulesSVC AREA P6 ZONE 2203 (273500)Detail by Revenue Category and Expenditure Object1 Total RevenueOther Financing Uses Total Expenditures/AppropriationsNet Cost512 of 541 Contra Costa CountySchedule 15County Budget ActSpecial Districts and Other Agencies - Non EnterpriseJanuary 2010 Edition, revision #1Financing Sources and Uses by Budget Unit by ObjectFiscal Year 2019-20202017-2018 Actual 2018-2019 Adjusted 2019-2020 Requested2019-2020 Recommended2345Taxes Other Than Cur Prop$46,918$45,087$47,069$47,069$46,918$45,087$47,069$47,069Other Charges$397$1,988$1,988$1,988 Expenditure Transfers$48,958$44,099$45,081$45,081Total Other Financing Uses$48,958$44,099$45,081$45,081$49,355$46,087$47,069$47,069$2,437$1,000$0$01 Total RevenueOther Financing Uses Total Expenditures/AppropriationsNet CostState Controller SchedulesSVC AREA P6 ZONE 3001 (273600)Detail by Revenue Category and Expenditure Object513 of 541 Contra Costa CountySchedule 15County Budget ActSpecial Districts and Other Agencies - Non EnterpriseJanuary 2010 Edition, revision #1Financing Sources and Uses by Budget Unit by ObjectFiscal Year 2019-20202017-2018 Actual 2018-2019 Adjusted 2019-2020 Requested2019-2020 Recommended2345Taxes Other Than Cur Prop$55,054$51,280$55,448$55,448$55,054$51,280$55,448$55,448Other Charges$423$2,028$2,028$2,028 Expenditure Transfers$57,898$50,252$53,420$53,420Total Other Financing Uses$57,898$50,252$53,420$53,420$58,321$52,280$55,448$55,448$3,267$1,000$0$0SVC AREA P6 ZONE 0504 (273700)Detail by Revenue Category and Expenditure Object1 Total RevenueOther Financing Uses Total Expenditures/AppropriationsState Controller SchedulesNet Cost514 of 541 Contra Costa CountySchedule 15County Budget ActSpecial Districts and Other Agencies - Non EnterpriseJanuary 2010 Edition, revision #1Financing Sources and Uses by Budget Unit by ObjectFiscal Year 2019-20202017-2018 Actual 2018-2019 Adjusted 2019-2020 Requested2019-2020 Recommended2345Taxes Other Than Cur Prop$843$278$869$869$843$278$869$869Other Charges$254$1,400$300$300 Expenditure Transfers$1,392$0$569$569Total Other Financing Uses$1,392$0$569$569$1,646$1,400$869$869$803$1,122$0$0Other Financing Uses Total Expenditures/AppropriationsNet CostState Controller SchedulesSVC AREA P6 ZONE 3102 (273800)Detail by Revenue Category and Expenditure Object1 Total Revenue515 of 541 Contra Costa CountySchedule 15County Budget ActSpecial Districts and Other Agencies - Non EnterpriseJanuary 2010 Edition, revision #1Financing Sources and Uses by Budget Unit by ObjectFiscal Year 2019-20202017-2018 Actual 2018-2019 Adjusted 2019-2020 Requested2019-2020 Recommended2345Taxes Other Than Cur Prop$5,695$5,519$4,888$4,888$5,695$5,519$4,888$4,888Other Charges$265$1,429$329$329 Expenditure Transfers$5,560$4,790$4,559$4,559Total Other Financing Uses$5,560$4,790$4,559$4,559$5,825$6,219$4,888$4,888$130$700$0$01 Total RevenueOther Financing Uses Total Expenditures/AppropriationsNet CostState Controller SchedulesSVC AREA P6 ZONE 3104 (273900)Detail by Revenue Category and Expenditure Object516 of 541 Contra Costa CountySchedule 15County Budget ActSpecial Districts and Other Agencies - Non EnterpriseJanuary 2010 Edition, revision #1Financing Sources and Uses by Budget Unit by ObjectFiscal Year 2019-20202017-2018 Actual 2018-2019 Adjusted 2019-2020 Requested2019-2020 Recommended2345Taxes Other Than Cur Prop$105,226$95,154$105,310$105,310$105,226$95,154$105,310$105,310Other Charges$575$3,000$3,000$3,000 Expenditure Transfers$113,667$94,154$102,310$102,310Total Other Financing Uses$113,667$94,154$102,310$102,310$114,242$97,154$105,310$105,310$9,016$2,000$0$0State Controller SchedulesNet CostSVC AREA P6 ZONE 2202 (274000)Detail by Revenue Category and Expenditure Object1 Total RevenueOther Financing Uses Total Expenditures/Appropriations517 of 541 Contra Costa CountySchedule 15County Budget ActSpecial Districts and Other Agencies - Non EnterpriseJanuary 2010 Edition, revision #1Financing Sources and Uses by Budget Unit by ObjectFiscal Year 2019-20202017-2018 Actual 2018-2019 Adjusted 2019-2020 Requested2019-2020 Recommended2345Taxes Other Than Cur Prop$525$391$542$542$525$391$542$542Other Charges$252$1,587$317$317 Expenditure Transfers$0$225$225$225Total Other Financing Uses$0$225$225$225$252$1,812$542$542($274)$1,421$0$0Other Financing Uses Total Expenditures/AppropriationsNet CostState Controller SchedulesSVC AREA P6 ZONE 0205 (274100)Detail by Revenue Category and Expenditure Object1 Total Revenue518 of 541 Contra Costa CountySchedule 15County Budget ActSpecial Districts and Other Agencies - Non EnterpriseJanuary 2010 Edition, revision #1Financing Sources and Uses by Budget Unit by ObjectFiscal Year 2019-20202017-2018 Actual 2018-2019 Adjusted 2019-2020 Requested2019-2020 Recommended2345Taxes Other Than Cur Prop$124,098$123,167$127,821$127,821$124,098$123,167$127,821$127,821Other Charges$682$8,302$8,302$8,302 Expenditure Transfers$123,416$116,865$119,519$119,519Total Other Financing Uses$123,416$116,865$119,519$119,519$124,098$125,167$127,821$127,821$0$2,000$0$0State Controller SchedulesSVC AREA P6 ZONE 0301 (274200)Detail by Revenue Category and Expenditure Object1 Total RevenueOther Financing Uses Total Expenditures/AppropriationsNet Cost519 of 541 Contra Costa CountySchedule 15County Budget ActSpecial Districts and Other Agencies - Non EnterpriseJanuary 2010 Edition, revision #1Financing Sources and Uses by Budget Unit by ObjectFiscal Year 2019-20202017-2018 Actual 2018-2019 Adjusted 2019-2020 Requested2019-2020 Recommended2345Taxes Other Than Cur Prop$4,456$4,285$4,447$4,447$4,456$4,285$4,447$4,447Other Charges$264$1,312$412$412 Expenditure Transfers$4,326$3,673$4,035$4,035Total Other Financing Uses$4,326$3,673$4,035$4,035$4,590$4,985$4,447$4,447$134$700$0$0Net CostSVC AREA P6 ZONE 1004 (274300)Detail by Revenue Category and Expenditure Object1 Total RevenueOther Financing Uses Total Expenditures/AppropriationsState Controller Schedules520 of 541 Contra Costa CountySchedule 15County Budget ActSpecial Districts and Other Agencies - Non EnterpriseJanuary 2010 Edition, revision #1Financing Sources and Uses by Budget Unit by ObjectFiscal Year 2019-20202017-2018 Actual 2018-2019 Adjusted 2019-2020 Requested2019-2020 Recommended2345Taxes Other Than Cur Prop$2,101$2,086$2,029$2,029$2,101$2,086$2,029$2,029Other Charges$257$2,127$327$327 Expenditure Transfers$1,845$659$1,702$1,702Total Other Financing Uses$1,845$659$1,702$1,702$2,102$2,786$2,029$2,029$1$700$0$0State Controller SchedulesSVC AREA P6 ZONE 2603 (274400)Detail by Revenue Category and Expenditure Object1 Total RevenueOther Financing Uses Total Expenditures/AppropriationsNet Cost521 of 541 Contra Costa CountySchedule 15County Budget ActSpecial Districts and Other Agencies - Non EnterpriseJanuary 2010 Edition, revision #1Financing Sources and Uses by Budget Unit by ObjectFiscal Year 2019-20202017-2018 Actual 2018-2019 Adjusted 2019-2020 Requested2019-2020 Recommended2345Taxes Other Than Cur Prop$7,091$0$6,822$6,822$7,091$0$6,822$6,822Other Charges$269$6,822$6,822$6,822$269$6,822$6,822$6,822($6,822)$6,822$0$01 Total Revenue Total Expenditures/AppropriationsNet CostState Controller SchedulesSVC AREA P6 ZONE 2703 (274500)Detail by Revenue Category and Expenditure Object522 of 541 Contra Costa CountySchedule 15County Budget ActSpecial Districts and Other Agencies - Non EnterpriseJanuary 2010 Edition, revision #1Financing Sources and Uses by Budget Unit by ObjectFiscal Year 2019-20202017-2018 Actual 2018-2019 Adjusted 2019-2020 Requested2019-2020 Recommended2345Taxes Other Than Cur Prop$3,049$2,396$2,617$2,617Miscellaneous Revenue(1,524)000$1,525$2,396$2,617$2,617Other Charges$257$1,569$1,090$1,090 Expenditure Transfers$1,880$1,527$1,527$1,527Total Other Financing Uses$1,880$1,527$1,527$1,527$2,137$3,096$2,617$2,617$611$700$0$0Detail by Revenue Category and Expenditure Object1 Total RevenueOther Financing Uses Total Expenditures/AppropriationsNet CostState Controller SchedulesSVC AREA P6 ZONE 3002 (274600)523 of 541 Contra Costa CountySchedule 15County Budget ActSpecial Districts and Other Agencies - Non EnterpriseJanuary 2010 Edition, revision #1Financing Sources and Uses by Budget Unit by ObjectFiscal Year 2019-20202017-2018 Actual 2018-2019 Adjusted 2019-2020 Requested2019-2020 Recommended2345Taxes Other Than Cur Prop$254$0$262$262$254$0$262$262Other Charges$252$700$262$262 Expenditure Transfers$0$0$0$0Total Other Financing Uses$0$0$0$0$252$700$262$262($3)$700$0$0 Total Expenditures/AppropriationsNet CostState Controller SchedulesSVC AREA P6 ZONE 3105 (274700)Detail by Revenue Category and Expenditure Object1 Total RevenueOther Financing Uses524 of 541 Contra Costa CountySchedule 15County Budget ActSpecial Districts and Other Agencies - Non EnterpriseJanuary 2010 Edition, revision #1Financing Sources and Uses by Budget Unit by ObjectFiscal Year 2019-20202017-2018 Actual 2018-2019 Adjusted 2019-2020 Requested2019-2020 Recommended2345Taxes Other Than Cur Prop$254$0$262$262$254$0$262$262Other Charges$251$704$262$262$251$704$262$262($3)$704$0$0 Total Revenue Total Expenditures/AppropriationsNet CostState Controller SchedulesSVC AREA P6 ZONE 3106 (274800)Detail by Revenue Category and Expenditure Object1525 of 541 Contra Costa CountySchedule 15County Budget ActSpecial Districts and Other Agencies - Non EnterpriseJanuary 2010 Edition, revision #1Financing Sources and Uses by Budget Unit by ObjectFiscal Year 2019-20202017-2018 Actual 2018-2019 Adjusted 2019-2020 Requested2019-2020 Recommended2345Taxes Other Than Cur Prop$508$505$392$392$508$505$392$392Other Charges$252$2,199$307$307 Expenditure Transfers$0$85$85$85Total Other Financing Uses$0$85$85$85$252$2,284$392$392($257)$1,779$0$0State Controller SchedulesSVC AREA P6 ZONE 3107 (274900)Detail by Revenue Category and Expenditure Object1 Total RevenueOther Financing Uses Total Expenditures/AppropriationsNet Cost526 of 541 Contra Costa CountySchedule 15County Budget ActSpecial Districts and Other Agencies - Non EnterpriseJanuary 2010 Edition, revision #1Financing Sources and Uses by Budget Unit by ObjectFiscal Year 2019-20202017-2018 Actual 2018-2019 Adjusted 2019-2020 Requested2019-2020 Recommended2345Taxes Current Property$31,625$31,000$32,300$32,300Taxes Other Than Cur Prop(95)(200)(200)(200)Intergovernmental Revenue205200200200$31,735$31,000$32,300$32,300Other Charges$31,733$31,002$32,300$32,300$31,733$31,002$32,300$32,300($1)$2$0$0SERVICE AREA R-4 MORAGA (275100)Detail by Revenue Category and Expenditure Object1 Total Revenue Total Expenditures/AppropriationsNet CostState Controller Schedules527 of 541 Contra Costa CountySchedule 15County Budget ActSpecial Districts and Other Agencies - Non EnterpriseJanuary 2010 Edition, revision #1Financing Sources and Uses by Budget Unit by ObjectFiscal Year 2019-20202017-2018 Actual 2018-2019 Adjusted 2019-2020 Requested2019-2020 Recommended2345Intergovernmental Revenue$0$0$0$0Charges For Services168,358000Miscellaneous Revenue19,8088,53200$188,165$8,532$0$0Services And Supplies$0$80,641$50,818$50,818Other Charges6,2425,0325,0325,032 Fixed Assets$214,734$21,528$0$0Total Capital Assets$214,734$21,528$0$0 Expenditure Transfers$1,449$1,000$1,000$1,000Total Other Financing Uses$1,449$1,000$1,000$1,000$222,425$108,201$56,850$56,850$34,259$99,669$56,850$56,850State Controller SchedulesSERVICE AREA R-9 EL SOBRANTE (275700)Detail by Revenue Category and Expenditure Object1 Total RevenueCapital AssetsOther Financing Uses Total Expenditures/AppropriationsNet Cost528 of 541 Contra Costa CountySchedule 15County Budget ActSpecial Districts and Other Agencies - Non EnterpriseJanuary 2010 Edition, revision #1Financing Sources and Uses by Budget Unit by ObjectFiscal Year 2019-20202017-2018 Actual 2018-2019 Adjusted 2019-2020 Requested2019-2020 Recommended2345Taxes Current Property$1,161,760$1,096,400$1,198,400$1,198,400Taxes Other Than Cur Prop(3,505)(5,000)(5,000)(5,000)Use Of Money & Property7,24015,00015,00015,000Intergovernmental Revenue313,0648,6008,6008,600Charges For Services4,8727,3005,0005,000Miscellaneous Revenue397000$1,483,828$1,122,300$1,222,000$1,222,000Services And Supplies$263,792$555,701$380,442$380,442Other Charges238,974294,800301,100301,100 Fixed Assets$525,168$2,963,008$3,756,662$3,756,662Total Capital Assets$525,168$2,963,008$3,756,662$3,756,662 Expenditure Transfers$110,811$148,900$148,900$148,900Total Other Financing Uses$110,811$148,900$148,900$148,900$1,138,745$3,962,409$4,587,104$4,587,104($345,083)$2,840,109$3,365,104$3,365,1041 Total RevenueCapital AssetsOther Financing Uses Total Expenditures/AppropriationsNet CostState Controller SchedulesSERVICE AREA R-7 ZONE A (275800)Detail by Revenue Category and Expenditure Object529 of 541 Contra Costa CountySchedule 15County Budget ActSpecial Districts and Other Agencies - Non EnterpriseJanuary 2010 Edition, revision #1Financing Sources and Uses by Budget Unit by ObjectFiscal Year 2019-20202017-2018 Actual 2018-2019 Adjusted 2019-2020 Requested2019-2020 Recommended2345Use Of Money & Property$18,634$27,688$31,500$31,500Intergovernmental Revenue0000Charges For Services1,40004,2004,200Miscellaneous Revenue17,503000$37,537$27,688$35,700$35,700Services And Supplies$7,512$91,704$63,075$63,075Other Charges17,2295,2508,7008,700 Fixed Assets$71,805$21,217$0$0Total Capital Assets$71,805$21,217$0$0 Expenditure Transfers$1,728$10,000$10,000$10,000Total Other Financing Uses$1,728$10,000$10,000$10,000$98,274$128,171$81,775$81,775$60,737$100,483$46,075$46,075State Controller SchedulesSERVICE AREA R-10 RODEO (276000)Detail by Revenue Category and Expenditure Object1 Total RevenueCapital AssetsOther Financing Uses Total Expenditures/AppropriationsNet Cost530 of 541 Contra Costa CountySchedule 15County Budget ActSpecial Districts and Other Agencies - Non EnterpriseJanuary 2010 Edition, revision #1Financing Sources and Uses by Budget Unit by ObjectFiscal Year 2019-20202017-2018 Actual 2018-2019 Adjusted 2019-2020 Requested2019-2020 Recommended2345Use Of Money & Property$142$100$240$240$142$100$240$240Services And Supplies$0$5,317$5,699$5,699Other Charges410,00410,00410,004 Expenditure Transfers$0$9,000$9,000$9,000Total Other Financing Uses$0$9,000$9,000$9,000$4$24,321$24,703$24,703($138)$24,221$24,463$24,4631 Total RevenueOther Financing Uses Total Expenditures/AppropriationsNet CostState Controller SchedulesDisc Bay West Parking (277100)Detail by Revenue Category and Expenditure Object531 of 541 Contra Costa CountySchedule 15County Budget ActSpecial Districts and Other Agencies - Non EnterpriseJanuary 2010 Edition, revision #1Financing Sources and Uses by Budget Unit by ObjectFiscal Year 2019-20202017-2018 Actual 2018-2019 Adjusted 2019-2020 Requested2019-2020 Recommended2345Taxes Other Than Cur Prop$2,927$1,452$3,014$3,014$2,927$1,452$3,014$3,014Other Charges$259$1,700$1,700$1,700 Expenditure Transfers$4,077$452$1,314$1,314Total Other Financing Uses$4,077$452$1,314$1,314$4,336$2,152$3,014$3,014$1,410$700$0$0SVC AREA P6 ZONE 0210 (277500)Detail by Revenue Category and Expenditure Object1 Total RevenueOther Financing Uses Total Expenditures/AppropriationsState Controller SchedulesNet Cost532 of 541 Contra Costa CountySchedule 15County Budget ActSpecial Districts and Other Agencies - Non EnterpriseJanuary 2010 Edition, revision #1Financing Sources and Uses by Budget Unit by ObjectFiscal Year 2019-20202017-2018 Actual 2018-2019 Adjusted 2019-2020 Requested2019-2020 Recommended2345Taxes Other Than Cur Prop$3,902$3,752$4,019$4,019$3,902$3,752$4,019$4,019Other Charges$264$1,065$832$832 Expenditure Transfers$3,755$3,187$3,187$3,187Total Other Financing Uses$3,755$3,187$3,187$3,187$4,019$4,252$4,019$4,019$117$500$0$0Other Financing Uses Total Expenditures/AppropriationsNet CostState Controller SchedulesSVC AREA P6 ZONE 1513 (277600)Detail by Revenue Category and Expenditure Object1 Total Revenue533 of 541 Contra Costa CountySchedule 15County Budget ActSpecial Districts and Other Agencies - Non EnterpriseJanuary 2010 Edition, revision #1Financing Sources and Uses by Budget Unit by ObjectFiscal Year 2019-20202017-2018 Actual 2018-2019 Adjusted 2019-2020 Requested2019-2020 Recommended2345Taxes Other Than Cur Prop$1,219$606$1,257$1,257$1,219$606$1,257$1,257Other Charges$259$2,715$1,118$1,118 Expenditure Transfers$0$139$139$139Total Other Financing Uses$0$139$139$139$259$2,854$1,257$1,257($961)$2,248$0$01 Total RevenueOther Financing Uses Total Expenditures/AppropriationsNet CostState Controller SchedulesSVC AREA P6 ZONE 2604 (277700)Detail by Revenue Category and Expenditure Object534 of 541 Contra Costa CountySchedule 15County Budget ActSpecial Districts and Other Agencies - Non EnterpriseJanuary 2010 Edition, revision #1Financing Sources and Uses by Budget Unit by ObjectFiscal Year 2019-20202017-2018 Actual 2018-2019 Adjusted 2019-2020 Requested2019-2020 Recommended2345Taxes Other Than Cur Prop$31,460$25,536$26,536$26,536$31,460$25,536$26,536$26,536Other Charges$343$2,456$2,456$2,456 Expenditure Transfers$36,640$24,080$24,080$24,080Total Other Financing Uses$36,640$24,080$24,080$24,080$36,983$26,536$26,536$26,536$5,523$1,000$0$0State Controller SchedulesNet CostSVC AREA P6 ZONE 2605 (277800)Detail by Revenue Category and Expenditure Object1 Total RevenueOther Financing Uses Total Expenditures/Appropriations535 of 541 Contra Costa CountySchedule 15County Budget ActSpecial Districts and Other Agencies - Non EnterpriseJanuary 2010 Edition, revision #1Financing Sources and Uses by Budget Unit by ObjectFiscal Year 2019-20202017-2018 Actual 2018-2019 Adjusted 2019-2020 Requested2019-2020 Recommended2345Taxes Other Than Cur Prop$2,195$1,694$2,195$2,195$2,195$1,694$2,195$2,195Other Charges$257$2,906$1,610$1,610 Expenditure Transfers$1,898$585$585$585Total Other Financing Uses$1,898$585$585$585$2,155$3,491$2,195$2,195($40)$1,797$0$0Other Financing Uses Total Expenditures/AppropriationsNet CostState Controller SchedulesSVC AREA P6 ZONE 3003 (277900)Detail by Revenue Category and Expenditure Object1 Total Revenue536 of 541 Contra Costa CountySchedule 15County Budget ActSpecial Districts and Other Agencies - Non EnterpriseJanuary 2010 Edition, revision #1Financing Sources and Uses by Budget Unit by ObjectFiscal Year 2019-20202017-2018 Actual 2018-2019 Adjusted 2019-2020 Requested2019-2020 Recommended2345Taxes Other Than Cur Prop$610$606$628$628$610$606$628$628Other Charges$254$2,313$628$628 Expenditure Transfers$0$0$0$0Total Other Financing Uses$0$0$0$0$254$2,313$628$628($355)$1,707$0$0State Controller SchedulesSVC AREA P6 ZONE 3108 (278100)Detail by Revenue Category and Expenditure Object1 Total RevenueOther Financing Uses Total Expenditures/AppropriationsNet Cost537 of 541 Contra Costa CountySchedule 15County Budget ActSpecial Districts and Other Agencies - Non EnterpriseJanuary 2010 Edition, revision #1Financing Sources and Uses by Budget Unit by ObjectFiscal Year 2019-20202017-2018 Actual 2018-2019 Adjusted 2019-2020 Requested2019-2020 Recommended2345Taxes Other Than Cur Prop$732$726$726$726$732$726$726$726Other Charges$251$1,822$641$641 Expenditure Transfers$0$85$85$85Total Other Financing Uses$0$85$85$85$251$1,907$726$726($481)$1,181$0$0Net CostSVC AREA P6 ZONE 3109 (278200)Detail by Revenue Category and Expenditure Object1 Total RevenueOther Financing Uses Total Expenditures/AppropriationsState Controller Schedules538 of 541 Contra Costa CountySchedule 15County Budget ActSpecial Districts and Other Agencies - Non EnterpriseJanuary 2010 Edition, revision #1Financing Sources and Uses by Budget Unit by ObjectFiscal Year 2019-20202017-2018 Actual 2018-2019 Adjusted 2019-2020 Requested2019-2020 Recommended2345Taxes Other Than Cur Prop$610$181$314$314$610$181$314$314Other Charges$254$1,992$314$314 Expenditure Transfers$0$0$0$0Total Other Financing Uses$0$0$0$0$254$1,992$314$314($355)$1,811$0$0State Controller SchedulesSVC AREA P6 ZONE 3110 (278300)Detail by Revenue Category and Expenditure Object1 Total RevenueOther Financing Uses Total Expenditures/AppropriationsNet Cost539 of 541 Contra Costa CountySchedule 15County Budget ActSpecial Districts and Other Agencies - Non EnterpriseJanuary 2010 Edition, revision #1Financing Sources and Uses by Budget Unit by ObjectFiscal Year 2019-20202017-2018 Actual 2018-2019 Adjusted 2019-2020 Requested2019-2020 Recommended2345Taxes Other Than Cur Prop$5,400$5,018$5,400$5,400$5,400$5,018$5,400$5,400Other Charges$280$1,534$1,216$1,216 Expenditure Transfers$5,120$4,184$4,184$4,184Total Other Financing Uses$5,120$4,184$4,184$4,184$5,400$5,718$5,400$5,400($0)$700$0$01 Total RevenueOther Financing Uses Total Expenditures/AppropriationsNet CostState Controller SchedulesSVC AREA P6 ZONE 3112 (278500)Detail by Revenue Category and Expenditure Object540 of 541 Contra Costa CountySchedule 15County Budget ActSpecial Districts and Other Agencies - Non EnterpriseJanuary 2010 Edition, revision #1Financing Sources and Uses by Budget Unit by ObjectFiscal Year 2019-20202017-2018 Actual 2018-2019 Adjusted 2019-2020 Requested2019-2020 Recommended2345Taxes Current Property$673,230$635,000$705,200$705,200Taxes Other Than Cur Prop(2,128)000Intergovernmental Revenue5,01804,8004,800Charges For Services0000$676,120$635,000$710,000$710,000Services And Supplies$181,705$1,683,120$225,000$225,000Other Charges5,09210,00010,00010,000 Expenditure Transfers$265,473$475,000$475,000$475,000Total Other Financing Uses$265,473$475,000$475,000$475,000$452,270$2,168,120$710,000$710,000($223,849)$1,533,120$0$0Net CostC C C WATER AGENCY (282500)Detail by Revenue Category and Expenditure Object1 Total RevenueOther Financing Uses Total Expenditures/AppropriationsState Controller Schedules541 of 541 RECOMMENDATION(S): APPROVE and AUTHORIZE the County Librarian to close the Lafayette County Library early to the public on June 1, 2019, at 3:00 p.m., instead of the regular 5:00 p.m. under normal business hours, to host the annual Night at the Library fundraising event, as requested by the Lafayette Library and Learning Center (LLLC) Foundation. FISCAL IMPACT: No fiscal impact. BACKGROUND: On Saturday, June 1, 2019, the Lafayette Library and Learning Center Foundation will host their annual Night at the Library fundraiser. Last year, the LLLCF had a very successful fundraiser within the library to showcase the library to donors and potential donors and to offer "stations" where attendees can see and experience emerging technologies, chat with authors, and gain an appreciation for the lovely space that is the Lafayette Library. The County Librarian is requesting approval to close the Lafayette Library early to the public at 3:00 p.m. instead of the regular closure time of 5:00 p.m. in order to provide the LLLCF time to ready the library for the event. APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 04/16/2019 APPROVED AS RECOMMENDED OTHER Clerks Notes: VOTE OF SUPERVISORS AYE:John Gioia, District I Supervisor Candace Andersen, District II Supervisor Diane Burgis, District III Supervisor Karen Mitchoff, District IV Supervisor Federal D. Glover, District V Supervisor Contact: Walt Beveridge 925-608-7730 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: April 16, 2019 David J. Twa, County Administrator and Clerk of the Board of Supervisors By: Stephanie Mello, Deputy cc: C. 63 To:Board of Supervisors From:Melinda Cervantes, County Librarian Date:April 16, 2019 Contra Costa County Subject:Night at the Library Event - Lafayette Library and Learning Center Foundation CONSEQUENCE OF NEGATIVE ACTION: The Lafayette Library will not close early to the public, making it difficult to set up the library for the event. RECOMMENDATION(S): ACCEPT the "2018 Arts in Corrections Contra Costa County Jails Demonstration Project Evaluation Report" and the "Arts in Corrections County Jail Project Report" from the California Lawyers for the Arts , as recommended by the Arts and Culture Commission of Contra Costa County (AC5). FISCAL IMPACT: These reports are informational only and will have no fiscal impact on the County. BACKGROUND: California Lawyers for the Arts (CLA) is a nonprofit corporation that offered an Arts in Correction Initiative, which received major funding from the National Endowment for the Arts and other funders. The initiative brought a new level of awareness to the value of effective arts programming in correction facilities. The goal was to measure the behavioral and attitudinal changes experienced by residents in county jails throughout California and the impact on their lives. CLA and AC5 agreed to collaborate in order to provide arts programming for inmates at the Contra APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 04/16/2019 APPROVED AS RECOMMENDED OTHER Clerks Notes: VOTE OF SUPERVISORS AYE:John Gioia, District I Supervisor Candace Andersen, District II Supervisor Diane Burgis, District III Supervisor Karen Mitchoff, District IV Supervisor Federal D. Glover, District V Supervisor Contact: Julia Taylor, 925.335.1043 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: April 16, 2019 David J. Twa, County Administrator and Clerk of the Board of Supervisors By: Stephanie Mello, Deputy cc: C. 64 To:Board of Supervisors From:David Twa, County Administrator Date:April 16, 2019 Contra Costa County Subject:AC5 Arts in Corrections and County Jails Reports BACKGROUND: (CONT'D) Costa County Office of the Sheriff, Marsh Creek Detention Facility, under the auspices of CLA’s Arts in Corrections County Jails Demonstration Project. This project started May, 2018 and extended through July, 2018. The purpose was to place high quality teaching artists in the Marsh Creek Detention Facility to teach drawing classes to inmates. These teaching artists provided oversight and support to the participants and issued a survey to participants as part of a statewide evaluation of arts programs in county jails. Contra Costa County agreed to disseminate results of this project to CLA in order to inform elected county leaders and statewide associations involved in public policy, the arts and criminal justice. Participants completed questionnaires that were designed by Dr. Brewster, University of San Francisco School of Management. The benefits of this collaboration was that CLA provided new resources, technical assistance and mutual support for Contra Costa County in order to implement the Project. The CLA report, "Arts in Corrections County Jail Project Report", shares the aggregated results of the surveys conducted during the Project. Results clearly demonstrate the value of this Project. The report highlights the CLA's intent to work with local agencies, to use the survey results to advocate for ongoing State funding for similar programs. CLA, AC5, and the Contra Costa County Office of the Sheriff will continue to work together to try to obtain additional financial support for the continuation and future development of this program. AC5's "2018 Arts in Corrections Contra Costa County Jail Demonstration Project Evaluation Report" reports program costs and activities more specifically within Contra Costa County. CONSEQUENCE OF NEGATIVE ACTION: Not accepting these two reports on the Arts in Corrections County Jail Demonstration Project will fail to acknowledge the feedback received from inmates about the program, and the work executed in Contra Costa County to make the program a success. ATTACHMENTS CLA Arts in Corrections Report 2018 Arts in the Corrections AC5 Report California Lawyers for the Arts in collaboration with Dr. Larry Brewster of the University of San Francisco and the following organizations: The William James Association, Fresno Arts Council, Community Works West, Jail Guitar Doors, Sacramento Metropolitan Arts Commission, Nevada County Arts Council, Yuba-Sutter Regional Arts Council, San Diego County Sheriff’s Department, Arts and Culture Commission of Contra Costa County, Riverside Arts Council, Arts Orange County, Mariposa County Arts Council, Siskiyou County Arts Council, and San Mateo County Arts Commission. Third Edition - February 6, 2019 Arts in Corrections County Jails Project Watercolor by student at Marsh Creek Detention Facility Photo courtesy of Roger Renn, AC5 Contents Introduction 1 Organizations, Artists, and Class Descriptions 2 Participant Feedback and Demographics 3 Comments from Participants 13 Comments from Teaching Artists 14 Comments from Correctional Staff 14 Outreach Activities and Next Steps 15 Appendix A: In Their Own Words 17 Appendix B: Participant Survey 20 Appendix C: Organizations / Venues / Teaching Artists 22 Appendix D: Participating Counties and Sheriffs 27 Appendix E: Sample Memorandum of Understanding 28 1 Introduction California Lawyers for the Arts (CLA) became involved in advocacy to restore California’s stellar Arts in Corrections programs in 2011, just as the US Supreme Court was requiring the state to reduce severe overcrowding in the state’s prisons. In addition to having the nation’s largest state prison population, California also claimed one of the highest recidivism rates in the country at nearly 70%. We worked actively with Dr. Larry Brewster of the University of San Francisco and the William James Association to conduct a collaborative demonstration project in several state prisons that involved pre and post surveys of the students. Based on the evidence we gathered at that time, the California Department of Corrections and Rehabilitation (CDCR) was persuaded to provide the California Arts Council with a $2.5 million contract in 2014 for a two-year pilot project providing arts programs in up to 19 state prisons. CLA’s Arts in Corrections Initiative has received funding from the National Endowment for the Arts, the Quentin Hancock Fund, the Wallace A. Gerbode Foundation, the Andy Warhol Foundation and the Art for Justice Fund, as well as funding from the California Arts Council through its Statewide and Regional Networks program. The initiative brings a new level of awareness and appreciation for the value of effective arts programming in correctional facilities. The goal of this multi-year study is to measure the behavioral and attitudinal changes experienced by residents in county jails throughout California and the impact on their lives through self-reported surveys administered at the end of sequential art classes. A third year of support from the NEA Locals program during 2018 has supported outreach to additional counties in California and the development of a tool kit, including this report, for national distribution. During the first two phases of the project, we collaborated with arts organizations in Fresno, Santa Cruz, San Francisco, Los Angeles, Sacramento, Nevada, Sutter, and Yuba counties to document the results of 8-18 week art classes in their local jails. In the third phase, we worked with an additional seven counties, coordinating with artists and arts organizations in San Diego, Contra Costa, Riverside, Orange, Mariposa, Siskiyou, and San Mateo counties. At the end of each program, the participants completed questionnares that were designed by Dr. Brewster of the University of San Francisco School of Management. For this third edition, we evaluated the results of the surveys completed by a total of 193 men and women. The art classes were held in Fresno County Jail, Santa Cruz Main Jail, San Francisco County Jail – San Bruno Complex, MCJ Twin Towers Correctional Facility in Los Angeles, Sacramento County Jail – Rio Cosumnes Correctional Center, Wayne Brown Correctional Facility in Nevada City, Sutter County Jail, Yuba County Jail, Las Colinas Detention and Reentry Facility in San Diego County, Marsh Creek Detention Facility in Contra Costa County, Robert Presley Detention Center in Riverside, the Intake Release Center in Orange County, Mariposa County Adult Detention Facility, the Day Reporting Center in Siskiyou County, and Maple Street Correctional Center in San Mateo County. 2 The residents engaged in the arts reported a number of attitudinal and behavioral changes that can improve their lives. In addition to helping the inmates and their institutions, these benefits can extend to their families, their communities, and the society to which they return. Artists engaged in this work benefit from having socially meaningful work that connects them to larger public policy issues. Organizations, Artists, and Class Descriptions A number of key individuals and organizations played vital roles in implementing this project by recruiting and selecting artists, scheduling programs with staff at the venues and facilitating the completion of the surveys. These essential administrative services were provided by Lilia Chavez of the Fresno Arts Council (FAC), Laurie Brooks of the William James Association (WJA), Amie Dowling of the University of San Francisco (USF) and Community Works West (CWW), Kat Kambes, Wayne Kramer and Margaret Kramer of Jail Guitar Doors (JGD), Shelly Willis and Erika Kraft of the Sacramento Metropolitan Arts Commission (SMAC), Eliza Tudor of the Nevada County Arts Council (NCAC), David Read of the Yuba-Sutter Regional Arts Council (YSA), Linda Litteral, an independent teaching artist in San Diego, Roger Renn of the Arts and Culture Commission of Contra Costa County (AC5), Patrick Brien of Riverside Arts Council (RAC), Rick Stein of Arts Orange County (ArtsOC), Cara Goger of Mariposa County Arts Council, Lugene Whitley of Siskiyou County Arts Council (SCAC), and Robin Rodricks and Juda Tolmasoff of the San Mateo County Arts Commission. The Fresno Arts Council recruited an experienced teacher, Steve Ono, to teach a beginning guitar course in the Fresno County Jail, coordinating with jail staff to secure instruments and to schedule the 18-week program. The William James Association brought teaching artist T.S. Anand into the Santa Cruz Main Jail to teach an 18-week, mixed-media collage program. The JGD teaching artist, Jason Heath, taught a 12-week music and songwriting course in Los Angeles’ largest jail, Twin Towers Correctional Facility. In coordination with the USF and CWW, Amie Dowling taught a 12-week theatre and movement program twice a week in the San Francisco County Jail – San Bruno Complex that included USF students collaborating with the residents to create an original performance piece. While the “outside” students received college credit from USF, the “inside” students who enrolled in the Five Keys Charter School could receive credit towards their high school diplomas. The scripted, choreographed performances were documented in a series of short videos by the Bay Area Video Coalition. After facilitating a required agreement with the County Board of Supervisors, SMAC collaborated with co-teachers Kim Scott and Andy Cunningham, who taught a 12-week drawing course at the Sacramento County Jail. Veteran actor, director and playwright John Deaderick taught a 12-week theatre class at the Wayne Brown Nevada County Correctional Facility. Artist Anthony Emmolo taught three 10-week pencil drawing classes at the Sutter County Jail. Rebecca Wallace taught a 10-week drawing class at Yuba County Jail in Marysville. 3 CLA contracted with artist Linda Litteral to teach a 12-week Trauma and Healing drawing course for women at Las Colinas Detention and Reentry Facility in San Diego. Roger Renn of AC5 recruited Allison Jacobs to teach a 13-week drawing and watercolor class for inmates at the Marsh Creek Detention Facility in Contra Costa County. In coordination with Patrick Brien of RAC, experienced actor and dancer Zoot Velasco taught a 10-week theatre and performing arts class to inmates at the Robert Presley Detention Facility in Riverside. Students at the Intake Release Center in Orange County practiced conflict resolution through dialogue and narrative writing in a 10-week creative writing class with teacher Dave Barton. The Mariposa County Arts Council was awarded a grant through the Mariposa Probation Department to cover the cost of jail staff overtime to supervise a 10-week class. With this additional support, Cara Goger recruited Laura Phillips to teach poetry at the Mariposa County Jail. At the Day Reporting Center in Siskiyou county, students practiced drawing and painting and made holiday cards for loved ones during a 10-week class with Mark Oliver. Finally, Commissioners Juda Tolmasoff and Robin Rodricks of the San Mateo County Arts Commission arranged a 10-week drawing and watercolor course for female inmates at Maple Street Correctional Center with teacher Ryann De Souza. As our principal researcher, Dr. Brewster analyzed the results of the survey instruments. An emeritus professor in the School of Management at USF, he has been evaluating arts programming in correctional institutions for decades. His seminal analysis of the efficacy of arts-in-corrections programs in 1983 showed the cost savings of reduced disciplinary incidents. The cover photos were provided by teaching artist Mark Oliver from Siskiyou county and Roger Renn of the Arts and Culture Commission of Contra Costa County. This report was completed under the direction of Alma Robinson, CLA Executive Director, with support from Program Development Coordinator Ariel Heinicke. Previous editions and data were coordinated by Weston Dombroski, former Program Development Coordinator, and Anisa Siddiqui, data analyst and research assistant of Dr. Brewster. Participant Feedback and Demographics Beginning in the fall of 2015, participants in the art programs at the 15 county jails in Fresno, Santa Cruz, San Francisco, Los Angeles, Sacramento, Nevada, Sutter, Yuba, San Diego, Contra Costa, Riverside, Orange, Mariposa, Siskiyou, and San Mateo Counties completed surveys that provided feedback about their experiences so that we could evaluate the overall outcomes and effectiveness of their engagement with art. Out of the total of 193 men and women who participated in these programs, 31% of the respondents were 20-29 years old, over one-third (37%) were between 30-39 years of age, 19% were between the ages of 40-49, 10% were between 50-59 years old, and 3% were 60 years of age or older (Table 1). The average age of the participants was 36. 4 Table 2 shows that 33% of the participants had some or no high school, 23% were high school graduates, 36% had completed some college, and 8% were college graduates. Table 3 shows that over one-third (36%) of all participants identified as Hispanic/Latin American, 29% identified as Caucasian, 10% as African American, 7% as Asian American/Pacific Islander, 5% as Native American, and 13% self-identified as “mixed race/other.” Over one-third of the participants (44%) had been incarcerated for less than six months, 36% had been serving between six months to one year, 19% of participants had been serving between one and five years, and 2% had been serving over 5 years. (Table 4) 8th grade or less Some high school High school graduate Some college College graduate Table 2 What level of education have you completed? 5% 28% 23% 36% 8% N = 184 Table 1 What is your age? 20 - 29 30-39 40-49 50-59 60+ 19% 37% 10% 3% 31% N = 173 5 Table 4 How long have you been incarcerated? Less than 6 months 6 months - 1 year 1 - 5 years 5+ years 44% 2% 19% 36% N = 185 Table 3 You identify as African American Hispanic/ Latin American Asian American/ Pacific Islander Caucasian Native American Mixed / Other 10% 36% 7% 29% 5% 13% N = 178 6 Nearly every participant agreed that their art instructors showed respect to each student (88% strongly agreed, 11% agreed) (Table 5). The majority of participants either strongly agreed (67%) or agreed (24%) that they looked forward to their art classes more than any other activity offered to them in jail (Table 6). Significantly, 96% of participants felt better about themselves as a result of the program (Table 7), while 96% of the participants said that the program provided a safe environment to explore their creativity (Table 8). The majority of participants agreed that the art program enabled them to communicate better with others (55% strongly agreed, 32% agreed) (Table 9). Table 5 Arts instructors show respect to each student Strongly Agree Agree Not Sure 88% 11% 1% N = 191 Table 6 I look forward to art classes more than any other activity Strongly Agree Agree Not Sure Disagree Strongly Disagree 67% 24% 6%2%1% N = 192 7 Table 7 I feel better about myself Strongly Agree Agree Not Sure Disagree 68% 28% 3%1% N = 192 Table 8 The arts program provides a safe environment for me to explore my creativity Strongly Agree Agree Not Sure Disagree Strongly Disagree 1%1%3% 14% 82% N = 191 8 Table 9 I am better able to communicate with others Strongly Agree Agree Not Sure Disagree Strongly Disagree 55% 32% 11% 2%1% N = 191 Ninety-two percent of participants reported that they felt less stress and frustration when working on their art (Table 10). A significant majority of respondents (87%) reported they were better able to express their emotions (Table 11), and equally important, 85% reported less racial tension in their classroom than elsewhere in the facility (Table 12). A large number (81%) found that the participants “interacted differently” inside the art program than elsewhere in the facility (Table 13). Table 10 I am less stressed and frustrated when working on my art 1%2%5% 24% 68% Strongly Agree Agree Not Sure Disagree Strongly Disagree N = 192 9 Table 11 I am better able to express my emotions Strongly Agree Agree Not Sure Disagree 59% 28% 11% 3% N = 192 Table 12 There is less racial tension in the arts program than elsewhere in the facility Strongly Agree Agree Not Sure Disagree Strongly Disagree 64% 21% 10% 3%1% N = 190 10 The responses to the surveys also demonstrate that these programs help to change the participants’ behavior and attitudes toward one another and jail staff, with 85% reporting that they enjoyed better relationships with other residents since their involvement in the art program (Table 14) and 73% reporting that they enjoyed a better relationship with staff (Table 15). Ninety percent reported that they tried “things in the art program that I never expected” (Table 16). In other words, the program enabled most of the participants to explore their artistic and creative potential, which can in turn, promote intellectual flexibility and enhanced problem-solving skills as well as greater confidence and self- esteem. Table 14 I enjoy better relationships with other inmates since my involvement in the arts program Strongly Agree Agree Not Sure Disagree Strongly Disagree 54% 31% 10% 4%1% N = 191 Table 13 Participants interact differently inside the arts program than elsewhere in the facility Strongly Agree Agree Not Sure Disagree Strongly Disagree 60% 21% 17% 2%1% N = 186 11 Table 15 I enjoy better relationships with jail staff since my involvement in the arts program Strongly Agree Agree Not Sure Disagree Strongly Disagree 49%24% 19% 5%3% Table 16 I have tried things in the arts program that I never expected Strongly Agree Agree Not Sure Disagree 68% 22% 7%3% N = 191 N = 191 12 After consulting with Dr. Brewster and several county arts agency representatives, we added two questions to the survey instrument in order to assess students’ arts education backgrounds. The questions (numbers 23 and 24) are included in the expanded participants’ questionnaire that was distributed to students in six classes during the third phase. Question 23 asks students to select all academic stages where they had partaken in formal arts or music classes. Table 17 shows that 47% had taken arts classes in elementary school, 64% had taken arts in middle school, and 68% had participated in an arts class in high school. These findings demonstrate that for nearly one-third of the respondents, the arts program at the county jail was their first exposure to formal arts instruction. Question 24 asks students to identify which, if any, stages in their lives they have practiced art or music on their own. Table 18 reveals that 59% have done art independently as a child, 46% as a teenager, and 57% have practiced on their own as an adult. Several students shared that they intend to continue their practice of art on their own both while in jail and upon release. For example, a participant of the Marsh Creek Detention Facility commented, “thinking about the future includes art with family,” and a resident from Las Colinas stated, “I now read about creativity, draw, plan to utilize art to enhance emotional growth and to help others use art in the future. The class was one of the most inspiring things that has ever happened to me.” Table 17 Did you have any arts or music classes in...? Elementary School Middle School High School Other 47% 64%68% 19% N = 47 13 Child Teenager Adult Table 18 Did you do any arts or music on your own as a..? 59% 46% 57% N = 46 The overwhelming majority of the participants showed through their responses that the art programs they engaged in could be potentially life changing as they learned to feel better about themselves and others. They felt respected by their teachers, and they were able to express their emotions and communicate better with others. In the art classes, they experienced safer, less racially charged environments. Their engagement with making art reduced the tension and frustration often associated with their life experiences, including incarceration. Comments from Participants When asked, “How do you feel when you are in the art space?” one participant responded, “I am free to be myself and not intimidated,” while another respondent shared “I feel like I am doing something good for me.” Another shared, “I get so relaxed and feel good about myself and I’m able to open up,” and one stated “I feel like it is a time for me to express the emotions I have pent up inside. In other places in the facility I don’t feel as free to do that and usually don’t do it well with words…” When asked, “What changes have you made in your life as a result of the arts program?” one respondent wrote that he was “more positive and confident,” one shared that he had “the desire to strive,” another declared “I want to go to school.” A student from the creative writing course at Intake Release Center shared, “I have learned not to judge others until you learn their story” while a student from Maple Street wrote “I’ve changed what I do with my free time. Before I used to do things that weren’t beneficial to me but now I do art in replacement of that.” (More comments are listed in Appendix A.) 14 Comments from Teaching Artists Andy Cunningham, one of the teaching artists at the Sacramento County Jail shared these notes about his experience: “All in all there was a certain sort of calm in the room that was both a space for artistic investigation and internal solace. Many of the students came into the class not knowing each other, hackles up and quiet, but left the class having crossed barriers of culture and society. It was amazing to see what an art class with limited facilities and supplies can generate in both a physical form like drawing and the nonphysical form such as communication and bonds across the prison yard with inmates and deputies.” Dave Barton, creative writing teacher at the Intake Release Center in Orange County described the rehabilitative values of the course: “In discussions with the students, they told me that nobody had ever really given them the opportunity to tell their stories. (I started the program as a short play writing class, but most of the students wanted to write narratives, so I revised my plan to work with what they needed.) The writing that came out of them was all over the place in quality, but it was sincere, often intense, and many times brutal. Most of the students had never written anything previously. Last, but not least, that I was genuinely interested in/curious about them seemed to be revelatory. (The supervisors both told me that they had never seen a class have the effect on the students that mine did. I know it certainly moved me a great deal.)” Laura Phillips, who taught poetry at Mariposa County Jail shared these notes about the experience and values of the program: “...The arts allow the inmates a safe space to express themselves and express vulnerability. I don’t know another discipline that can do that except the arts. One student actually cried after reading a Pablo Neruda poem aloud. (The other students were very supportive in that instance.) One student said some of the published poems I brought in helped him think differently about his daughter’s death. I really emphasized Wordsworth’s quote that poetry is “the spontaneous overflow of powerful feelings: it takes its origin from emotion recollected in tranquillity...” to kind of give them an idea that, when they feel a powerful emotion -- like anger -- they can think about it instead of punching the guy next to them.” Comments from Correctional Staff Lieutenant Robbie Bringolf of the Wayne Brown Correctional Facility in Nevada County shared his thoughts on the program: 15 “…This project brought different groups of inmates together who might previously have had nothing in common with one another; this class left them as friends. I can only imagine breaking down the social barriers among inmates will serve to reduce instances of violence among involved populations. I am very impressed with this program and hope to be able to find funding to continue with something similar in the near future.” In a news article about the program published by Siskiyou Daily “Art classes give inmates an outlet,” Sheriff Jon Lopey expressed: “It’s difficult to be incarcerated and these kinds of programs help inmates...In class, they’re positively engaged in a fruitful, enriching way. It gives them a reason to interact with staff, their teacher and other inmates, and they’re developing skills that are beneficial in the outside world. Opportunities like this make their lives better.” Correctional Programs Supervisor Melody Cantrell of the Orange County Intake Release Center shared: “The students were extremely respectful toward one another, providing positive feedback and constructive criticism when necessary. The “jail politics” seemed to dissipate whenever they were in class and everyone was viewed as equal. This is not typical throughout the jail facility or in many other classes.” Art programs like these invite participants to explore and express their creativity, while enjoying feelings of social inclusion, rather than exclusion. These programs, like many other arts programs inside prison walls, take offenders down a path that leads to a new and positive sense of greater humanity. Outreach Activities and Next Steps CLA staff presented findings from this study at the Region 7 Training Symposium of the Correctional Education Association in Sacramento in October 2017. Using the art classes at the Rio Cosumnes Correctional Center in Sacramento as a case study, the panel also included an art teacher who described the benefits of the program for the participants, and the Sacramento Metropolitan Art Commission program administrator, who discussed the process of working with the County Board of Supervisors, the Sheriff’s Department and the facility staff. With funding from the national Art for Justice Fund, CLA staff and others shared the results of this study at statewide Art for Justice Forums in Michigan, California and New York during 2018. Beth 16 Bienvenu, Director of the Office of Accessibility at the NEA, reported on project findings at the Georgia Forum as part of her presentation on program evaluation. CLA staff also presented the project during a panel on program evaluation at the biennial conference of Shakespeare in Prisons in San Diego, CA, in March 2018. CLA Executive Director Alma Robinson and Eliza Tutor, Executive Director of the Nevada County Arts Council, shared project findings during a California Arts Council meeting as a grantee of the Statewide Networks Program in April 2018. The project was also featured in a resource guidebook on innovative justice programs in the California Judges’ Association handbook that was released in September 2018. Alma and David Read, Executive Director of Yuba Sutter Regional Arts Council, gave a presentation on the project and results at the California State Sheriffs’ Association Meeting in October 2018; afterwards, several attending sheriffs expressed strong interest in bringing arts programs to their county facilities. With three phases of the demonstration project now complete, our next step is to advocate for sustainable funding for county jail art programs. CLA plans to work with participating local arts agency leaders to advocate for state support for arts programs in county jails. CLA will also host its third Arts in Corrections conference at Santa Clara University from June 24 to 28, 2019 and will use these findings as a case study for legislative advocacy. A special bootcamp on program development and evaluation will be tailored for state and local arts agency leaders from around the country. Appendix A, “In Their Own Words,” is a compilation of subjective comments that were written in response to open ended questions on the survey. Appendix B is a copy of the evaluation survey that was administered to the students. Appendix C provides a comprehensive list of all the teaching artists, collaborating organizations and venues involved in this project. Appendix D is a list of participating counties and sheriffs from all three phases. Appendix E presents a sample MOU that CLA used to contract with participating county arts agencies. For more information, please contact: Alma Robinson, Executive Director California Lawyers for the Arts alma.robinson@calawyersforthearts.org (415) 796-7692 Or aic@calawyersforthearts.org https://www.calawyersforthearts.org/arts-in-corrections.html 17 • There is a sense of peace in art class. • Free to be myself and not intimidated • Happy, relaxed, no tension or judgement • Good, respected and cared for • Feel free and more creative to express ideas • I feel well understood. • Makes me feel like I’m not in jail. • It’s awesome it’s like I’m on cloud nine. • I feel like it is a time for me to express the emotions I have pent up inside. In other places in the facility I don’t feel as free to do that and usually don’t do it well with words. The exercises in class were freeing. • There is no rejection in class. Class makes me feel alive. Outside of class I am just another ant on the farm. • The area of this place in class is excellent by refreshing my mind to think better. • I feel normal, compared to being incarcerated for 2+ years. • I feel at ease, calm, interested in the class and like I can be free to express. Not every class or space in the facility you have a sense of freedom. Many places here there are too many rules and people telling you what to do a lot. • For us it’s the same space but with my imagination we go to an acting class in Hollywood. Appendix A In Their Own Words The following comments were written by arts program participants in response to several open-ended questions on the survey that was administered during the county jail demonstration project from November, 2015 to December 2018 How do you feel when you are in the art space? How is it different or similar to other physical spaces in the facility? How would you describe your interactions with others during class? In what ways are they similar or different to other interactions in the facility? • We are not very social, but we have connected through this class. • I gave positive input and helped others with their art and encouraged them. • I interact with inmates I would not normally talk to. • Collaboration, compromise, healthy communication • Special unity that isn’t found anywhere else in the jail. • Everyone is more open because art is a universal language that everyone shares. • Get to know them on a more personal level. 18 • I feel I understand each person more. • We are supportive and talk about emotions. We also laugh. Sometimes we can’t talk in other parts of the facility or don’t open up in our dorm. • Talk to people in art class that I do not talk to in the dorm/facility. • My interactions with others have been inspiring. It is amazing how emotionally healing this has been for most of us. • You learn more about others. More intimate things about others not normally would in jail. • Open to talk about almost anything, but in your pod you’re not able to talk freely that way. What changes have you made in your life as a result of the arts program? • Patience and to look at things differently • Treating people with respect • Interested in making art • Try new things • Realistic goals • Learned people skills and interaction • Believing in myself • More kind and God fearing • More positive and confident • More prone to teamwork and write actively • Learning more advanced practices • Write music in my free time • I’ve learned to laugh more • I want to go to school. • How to handle stress • I try to find more peace amongst those who have the same passion. • I’m going to start art and change my attitude problem. • I’m more open to work in front of more than 15 people!! • I discovered myself being a creative mother. • I have been able to get through the loss of my daughter and it has given me a hold of my grief. • I have to draw and learn to do art so now I can go home and do the art my 8 year old daughter love to do her mom just learned how to do. • I speak out now about how I feel or if something is going on with me, instead of bottling it up. • I will be making changes when I get home, with my children. I will encourage them to try to use drawing as a type of therapy. • I draw or doodle when I’m mad or frustrated. 19 What, if anything, would you change about the arts program? • Snacks / Food (2 respondents) • More classes / hours (44) • Opportunity to display work/ hold an arts show (4) • More instruments (3) • Not sure (7) • Practice time between the week with the guitar and drums • More artist ideas, maybe a group project • More activities, this is a change to learn new talents and give us motivation for a better life • Nothing at all, just let us keep the guitars • Make the class longer, that way we can do a play • More funding Student practicing watercolor at Marsh Creek Detention Facility Photo courtesy of Roger Renn, AC5 20 Appendix B Arts in Corrections — Participant Survey Thank you for participating in this program evaluation. Your feedback is very important to us. Your answers are confidential and will help us improve the program. Please take a few minutes to complete this survey. Thank you! Please rate your level of agreement or disagreement with the following statements about the Arts Program and its impact on your life. 1 = Strongly Agree 2 = Agree 3 = Not Sure 4 = Disagree 5 = Strongly Disagree I feel better about myself.................................................................................................................... I look forward to arts classes more than any other activity................................................................. Arts instructors show respect for each student................................................................................... The arts program provides a safe place for me to explore my creativity............................................ I am better able to communicate with others...................................................................................... I am less stressed and frustrated when working on my art................................................................. I am better able to express my emotions............................................................................................. I have tried things in the art program that I’ve never expected.......................................................... People interact differently inside the arts program than elsewhere in the facility.............................. There is less racial tension in the arts program than elsewhere in the facility.................................... I enjoy better relationships with other inmates since my involvement in the arts program............... I enjoy better relationships with jail staff since my involvement in the arts program........................ What is your age? _______________ How many classes of the art program did you attend? ________________ 1. 2. 3. 4. 5. 6. 7. 8. 9. 10. 11. 12. 13. 14. 1 2 3 4 5 1 2 3 4 5 1 2 3 4 5 1 2 3 4 5 1 2 3 4 5 1 2 3 4 5 1 2 3 4 5 1 2 3 4 5 1 2 3 4 5 1 2 3 4 5 1 2 3 4 5 1 2 3 4 5 15. What level of education have you completed? a. 8th grade or less b. Some high school c. High school graduate d. Some college e. College graduate 16. How long have you been incarcarated? a. Less than 6 months b. 6 months - 1 year c. 1 - 5 years d. 5 + years (please circle the appropriate number) 21 17. You are (you may circle more than one) a. African American b. Hispanic / Latin American c. Asian American / Pacific Islander d. Caucasian e. Native American f. Middle Eastern American 18. 19. 20. 21. 22. 23. How would you describe your interactions with others during the class? In what ways are they similar or different to other interactions in the facility? Who or what influenced your decision to participate in the arts program? How do you feel when you are in the arts space (e.g. class, art studio?) How is it similar or different from other physical spaces in the facility? What change(s) have you made in your life as a result of the arts program? What, if anything, would you change about the arts program? Did you have any arts or music classes in...?(please circle all that apply)24.Did you do any art or music on your own as a...? (please circle all that apply) Thank you!!! a. Elementary school b. Middle school c. High school d. Other: __________ a. Child b. Teenager c. Adult 22 Appendix C Organizations / Venues / Teaching Artists William James Association Santa Cruz Main Jail 259 Water Street Santa Cruz, CA 95060 Teaching artist: T.S. Anand Type of arts program: Visual arts - Mixed media collage Start date: 12/16/15 Total # of classes: 18 Total # of weeks: 18 Classes per week: 1 End date: 3/30/16 Total # of respondents: 9 Fresno Arts Council Fresno County Jail 1224 M Street Fresno, CA 98721 Teaching artist: Steve Ono Type of arts program: Beginning guitar Start date: 3/29/16 Total # of classes: 18 Total # of weeks: 18 Classes per week: 1 End date: 7/26/16 Total # of respondents: 7 Community Works West SF County Jail # 5 - San Bruno Complex 1 Moreland Drive San Bruno, CA 94066 Teaching artist: Amie Dowling Type of arts program: Theatre/Movement Start date: 9/11/15 Total # of classes: 24 Total # of weeks: 12 Classes per week: 2 End date: 12/4/15 Total # of respondents: 12 23 Jail Guitar Doors MCJ/Twin Towers Correctional Facility 450 Bauchet Street Los Angeles, CA 90012 Teaching artist: Jason Heath Type of arts program: Music/songwriting Start date: 3/30/16 Total # of classes: 12 Total # of weeks: 12 Classes per week: 1 End date: 6/1/16 Total # of respondents: 12 Sacramento Metropolitan Arts Commission Sacramento County Jail - Rio Cosumnes Correctional Center 12500 Bruceville Road Elk Grove, CA 95757 Teaching artists: Andy Cunningham and Kim Scott Type of arts program: Drawing Start date: 9/6/16 Total # of classes: 12 Total # of weeks: 12 Classes per week: 1 End date: 11/29/16 Total # of respondents: 5 Nevada County Arts Council Wayne Brown Nevada County Correctional Facility 925 Maidu Avenue Nevada City, CA 95959 Teaching artist: John Deaderick Type of arts program: Theatre Start date: 6/19/17 Total # of classes: 12 Total # of weeks: 12 Classes per week: 1 End date: 8/18/17 Total # of respondents: 15 24 Yuba-Sutter Regional Arts Council Sutter County Jail 1077 Civic Center Boulevard Yuba City, CA 95993 Teaching artist: Anthony Emmolo Type of arts program: Drawing Start date: 10/23/17 Total # of classes: 30 Total # of weeks: 10 Classes per week: 3 End date: 1/18/18 Total # of respondents: 19 Yuba-Sutter Regional Arts Council Yuba County Jail 215 5th Street Marysville, CA 95901 Teaching artist: Rebecca Wallace Type of arts program: Drawing Start date: 10/18/17 Total # of classes: 10 Total # of weeks: 10 Classes per week: 1 End date: 12/20/17 Total # of respondents: 21 San Diego County Sheriff’s Department Las Colinas Detention and Reentry Facility 451 Riverview Parkway Santee, CA 92071 Teaching artist: Linda Litteral Type of arts program: Drawing and Painting Start date: 3/15/18 Total # of classes: 12 Total # of weeks: 12 Classes per week: 1 End date: 5/11/18 Total # of respondents: 16 25 Teaching artist: Allison Jacobs Type of arts program: Drawing and watercolor Start date: 5/21/18 Total # of classes: 13 Total # of weeks: 13 Classes per week: 1 End date: 8/13/18 Total # of respondents: 24 Teaching artist: Zoot Velasco Type of arts program: Theatre Start date: 7/14/18 Total # of classes: 10 Total # of weeks: 10 Classes per week: 1 End date: 12/28/18 Total # of respondents: 5 Teaching artist: Dave Barton Type of arts program: Creative Writing Start date: 8/15/18 Total # of classes: 10 Total # of weeks: 10 Classes per week: 1 End date: 10/17/18 Total # of respondents: 6 Arts and Culture Commission of Contra Costa County Marsh Creek Detention Facility 12000 Marsh Creek Road Clayton, CA 94517 Riverside Arts Council Robert Presley Detention Center 4000 Orange Street Riverside, CA 92501 Arts Orange County Intake Release Center 938-998 W. 6th Street Santa Ana, CA 92703 26 Teaching artist: Laura Phillips Type of arts program: Poetry Start date: 9/28/18 Total # of classes: 10 Total # of weeks: 10 Classes per week: 1 End date: 12/7/18 Total # of respondents: 8 Teaching artist: Mark Oliver Type of arts program: Drawing and Watercolor Start date: 9/26/18 Total # of classes: 10 Total # of weeks: 10 Classes per week: 1 End date: 12/4/18 Total # of respondents: 7 Teaching artist: Ryann De Souza Type of arts program: Drawing Start date: 10/26/18 Total # of classes: 10 Total # of weeks: 10 Classes per week: 1 End date: 12/21/18 Total # of respondents: 8 Mariposa County Arts Council Mariposa County Jail 5379 CA-49 Mariposa, CA 95338 Siskiyou County Arts Council Day Reporting Center 315 S. Oregon Street Yreka, CA 96097 San Mateo County Arts Commission Maple Street Correctional Facility 1300 Maple Street Redwood City, CA 94063 27 Year County Facility Sheriff 2015 San Francisco SF County Jail #5 - San Bruno Complex Vicki Hennessy 2015 Santa Cruz Santa Cruz Main Jail Jim Hart 2016 Sacramento Sacramento County Jail - Rio Cosumnes Correctional Center Scott Jones 2016 Fresno Fresno County Jail Margaret Mims 2016 Los Angeles MCJ Twin Towers Correctional Facility Jim McDonnell 2017 Nevada Wayne Brown Correctional Facility Shannan Moon 2017 Yuba Yuba County Jail Wendell Anderson 2017 Sutter Sutter County Jail J. Paul Parker 2018 San Diego Las Colinas Detention & Reentry Facility William Gore 2018 Contra Costa Marsh Creek Detention Facility David Livingston 2018 Riverside Robert Presley Detention Center Chad Bianco 2018 Orange Intake Release Center Donald Barnes 2018 Mariposa Mariposa County Jail Doug Binnewies 2018 Siskiyou Day Reporting Center Jon Lopey 2018 San Mateo Maple Street Correctional Facility Carlos Bolanos Appendix D Participating Counties 28 California Lawyers for the Arts (CLA) a nonprofit corporation, and the ________ Arts Council (AC), agree to collaborate to provide arts programming for residents at the ________ County Jail, under the auspices of the CLA’s Arts in Corrections County Jail Demonstration Project, beginning __________ and extending through __________. The purpose of this collaboration is to recruit high quality teaching artists to teach classes in the ________ County Jail, provide oversight and support to those artists as they develop their programs, and evaluate the project as part of a statewide evaluation of arts programs in county jails. Roles CLA will provide evaluation materials, including a survey instrument, previous reports, and project follow up information to be presented to the ________ County Sheriff’s Department that demonstrates the results of the project. AC will provide the following through this collaboration: selection of the artist for the pilot project, pay the artist for services and supplies, and community publicity to gain attention for the artistic expressions of the students (must be coordinated with the Public Information Office of the ________ County Jail). In addition AC will provide a representative to attend relevant meetings at the jail, observe ongoing classes as needed to monitor the program, and, as appropriate, coordinate a closing event to celebrate the achievements of the students. Fiscal Arrangements AC will bill CLA for services related to this project at the agreed upon flat rate administrative fee of $______. In addition, AC will be responsible for paying the artist working under this agreement $_____/hour for ten to twelve three-hour sessions (which includes travel, class and preparation time), and supplies of up to $_____ for the program. CLA will reimburse AC upon receipt of invoices for services and supplies, in addition to the administrative fee. AC can invoice CLA as often as monthly. Benefits The benefits of this collaboration will be that CLA’s specialized experience through its Arts in Corrections Initiative will be shared with AC in order to develop AC’s capacity to leverage additional resources for community arts programs. Through this project, CLA and AC agree to work together toward the goal of developing the expertise at AC to be able to independently apply for funds for the project in future years. The growing network of participating organizations will also provide mutual support as they work together to provide information to local elected officials and to statewide professional associations about the benefits of the arts programs. Alternative Dispute Resolution In the event of any misunderstandings arising from this agreement, the organizations agree to use mediation services provided by a mutually selected, neutral provider to work out an amicable resolution. ____________________________ _____________________________ AC Executive Director CLA Executive Director ____________________________ _____________________________ Date Date Appendix E Sample Memorandum of Understanding EVALUATION REPORT 2018 Arts in Corrections County Jail Demonstration Project | 1 2018 Arts in Corrections Contra Costa County Jail Demonstration Project Evaluation Report Project started May 1 and extending through August 31, 2018 Report submitted by Roger Renn, AC5 Managing Director Fiscal Arrangements $2,662.87 CA Lawyers for the Arts Administrative Services: 750.00 Teaching artist: 1,620.00 Art Supplies: $292.87 $67.34 Contra Costa County Art Supplies: $67.34 (paid by Office of the Sheriff) $2,730.21 = Total Memorandum of Understanding Contra Costa County – California Lawyers for the Arts Alma Robinson, Executive Director, California Lawyers for the Arts, Fort Mason Center 2 Marina Blvd., Building C, Room 265, San Francisco, CA 94123 Contra Costa County Administrator's Office, 651 Pine Street, 10th Floor, Martinez, CA 94553 The Project: California Lawyers for the Arts and Contra Costa County through its Arts and Culture Commission agreed to collaborate in order to provide arts programming for inmates at the Contra Costa County Office of the Sheriff, Marsh Creek Detention Facility, under the auspices of CLA’s Arts in Corrections County Jails Demonstration Project. The purpose of this collaboration was to place high quality teaching artists in the Marsh Creek EVALUATION REPORT 2018 Arts in Corrections County Jail Demonstration Project | 2 Detention Facility to teach drawing classes to inma tes. A teaching artist provided oversight and support to the participating inmates and surveyed the participants as part of a statewide evaluation of arts programs in county jails. Contra Costa County agreed to disseminate the results of this project to CLA in order to inform elected county leaders and statewide associations involved in public policy, the arts and criminal justice. The Arts and Culture Commission of Contra Costa County coordinated drawing classes with program staff at Marsh Creek Detention Facility, select ed an artist for a 12-week drawing program, assisted the artists in scheduling a program at the jail (Appendix A) and paid the artists for services and supplies. Commissioner Ledezma and Managing Director Roger Renn attended relevant planning meetings, observed ongoing classes and ensured that the participants completed the surveys provided by the California Lawyers for the Arts . These completed surveys are included (Appendix B) and will be added to CLA’s master evaluation report. Once CLA receives Contra Costa’s surveys, CLA will send an updated evaluation report describing the impact of the project to jail staff an d other local leaders to AC5. By the Numbers: This demonstration project was a success based on observations made during the art classes and responses to the survey given during the last class. The survey was prepared by the California Lawyers and is standardized throughout the State for the purpose o f providing information to local officials and statewide professional associations about the benefits of arts programs. Twenty-four surveys were completed by men ranging in age from 17 to 62. The average age was 35. Caucasian and Hispanic represented 75% o f the group. Fifty-five percent had competed high school. When asked if they do art on their own, 55% were doing art or music as a child and 55% were still doing art or music as a teenager. The number declined to 25% as an adult. 75 percent stated, “I look forward to art classes more than any other activity,” and an even higher percentage felt better about themselves after taking a few art classes and stated the arts EVALUATION REPORT 2018 Arts in Corrections County Jail Demonstration Project | 3 programs provides a safe place to explore their creativity. Seventy-five percent of the participating inmates responded in the survey that they are less stressful and less frustrated when working on their art and were better able to express their emotions. Eighty-eight percent claimed they were better able to communicate with others and they enjoyed better relationships with other inmates since their involvement in the art program. The survey revealed that inmates felt that there was less racial tension in the art program than elsewhere in the facility; that people interact differently inside the arts program and they had a better relationship with jail staff. The survey also found that inmates had tried things that they had never expected to try. Responses included: “Everyone is in a good, joyous mood.” “All barriers are put aside.” “Cool – fun – dope.” “Everyone gets along all the time.” “I laugh while enjoying the art class.” When asked how they felt when in the art space, responses included : I feel like I’m in an actual art class not in jail I feel good even if my drawing skills are not good My spirit is lifted and I want to continue art I feel less stress, calm, laughter, happier, mellow and peace of mind When asked what changes have you made in your life, responses included: I want to continue art and will attend art classes when I get out I now express my artistic value - I can speak my mind and my ideas It has opened my mind and I’m more creative Over half told the instructor that they wanted their artwork exhibited for the public to see and understand. EVALUATION REPORT 2018 Arts in Corrections County Jail Demonstration Project | 4 The Impact: The Arts in Corrections County Jail Demonstration offered 12 workshops at Marsh Creek Detention Facility between May 1 and August 31, 2018. Allison Jacobs instructed all classes. She introduced a variety of drawing and painting techniques and showed respect for each student as she taught. Many inmates asked for more or longer classes. They stated that the class offered new and good things for them. While monitoring classes in person, both Mr. Renn, AC5 Managing Director and AC5 Commissioner Ledezma noted the quiet room while inmates were on task doing their art. They were caught up in something that demanded all their attention and made them focus on it. Comments were made about how comfortable they felt; how they wanted to laugh and felt less stress. Ms. Jacobs reinforced the idea that the practice of art could lead to a career. She explained that most artist were self-employed, a good option for many leaving jail. In these classes the teaching artist instilled confidence, a desire to complete a task, curiosity about the world and a sense of self-worth. Inmates were beginning to recognize that individuals have the capacity to improve themselves and that, in the process of art, they were finding artistic expression. The impact of these twelve art classes reached only a small fraction of the jail population. However, for the participating inmates it was a profound experience. Art has the ability to connect with people regardless of reading or writing skills, regardless of wealth and regardless of ethnic background. Because art allows for exploration, has few rules and opens minds, many adults find that art brings back their human spirit. It is hard to explain exactly how or why drawing, or the expression of art, is so profound, yet it is. Moreover, because it does , it can be a tool for correctional administrators to use to create a better environment inside the facilities. BENIFITS: One of the benefits of this collaboration was that CLA provided new resources, technical assistance and mutual support for Contra Costa County in order to implement the project. EVALUATION REPORT 2018 Arts in Corrections County Jail Demonstration Project | 5 Contra Costa County Office of the Sheriff was able to obtain additional financial support for the continuation and future development of this program. The Sheriff is committed to extend ing this art program four additional months by paying the cost of the Artist. Patty Grant, Director, Inmate Services, CCC Sheriff’s Office, stated that the Office has secured funding for the current Fiscal Year and their intention is to request funding for next Fiscal Year. Ms. Grant said. “We appreciate AC5 working with us and getting this program started. We will continue it as a Sheriff's Office program for as long as Jody and I can identify funding.” We would like to continue to offer Arts in Corrections because of the impact we have outlines above. We see that individuals have the capacity to improve themselves. We believe that effectively engaging inmates in the process of art encourage artistic expression. We are confident that this program, rooted in the desire to improve the lives of inmates, does allow them to reduce stress, think positively and increase self-esteem. These benefits can provide a gateway for further education, interest in learning new things and better reentry outcomes. EVALUATION REPORT 2018 Arts in Corrections County Jail Demonstration Project | 6 Appendix A Schedule of classes Marsh Creek Detention Facility May 14th (Safety Training) May 21st (session 1) (Monday/May 28th = Memorial Day) June 4th (session 2) June 11th (session 3) June 18th (session 4) June 25th (session 5) July 23rd and July 27th (session 6 and 7) Aug. 6th and Aug 10th (session 8 and 9) August 13th (session #10) Aug 20th (session #11) Aug 27th (FINAL session #12) Patty Grant Director, Inmate Services Inmate Services, Office of the Sheriff 5555 Giant Highway, Richmond, CA. 94806 Jody Sicheneder Administrative Services Assistant III Inmate Services, Office of the Sheriff 5555 Giant Highway, Richmond, CA. 94806 Office: 510-262-4204 Allison Jacobs Teaching Artist Starry Nite Studios 1736 Diamond Springs Ct. Brentwood, Ca. 94513 EVALUATION REPORT 2018 Arts in Corrections County Jail Demonstration Project | 7 Appendix B 24 Participant’s Surveys – attached Arts & Culture Commission of Contra Costa County LaMar Anderson, At large II Marija Nelson Bleir, District II Y’Anad Burrell, At Large I Silvia Ledezma, District I (Project Manager for Arts in Corrections) Teresa Snook O’Riva, District V Petural Shelton, District III Elizabeth Wood, District IV Roger Renn, Managing Director Julia Taylor, Executive Director RECOMMENDATION(S): 1. APPROVE the completed Biennial Compliance Checklist ("Checklist"), and FIND that the County's policies and programs conform to the requirements for compliance with the Contra Costa Transportation and Improvement and Growth Management Program, as established by Measure C in 1988 and reauthorized by Measure J in 2004; and 2. AUTHORIZE the Chair of the Board of Supervisors to sign the completed Checklist. FISCAL IMPACT: Approval of the Checklist will qualify the County to receive its Fiscal Year 2017/2018 and 2018/2019 allocations of Measure J "return to source" revenue, estimated to be approximately $2 million annually. The Contra Costa Transportation Authority (CCTA), the Congestion Management Agency in the county, also uses the Checklist to demonstrate compliance with the State Congestion Management Act (Government Code §65088 et. seq.). The State will withhold a portion of the state gas tax (Street and Highways Code §2105) to cities and counties that fail to comply with the Congestion Management Act. The County receives approximately $4.5 million annually from this revenue source, which is dedicated to transportation purposes. APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 04/16/2019 APPROVED AS RECOMMENDED OTHER Clerks Notes: VOTE OF SUPERVISORS AYE:John Gioia, District I Supervisor Candace Andersen, District II Supervisor Diane Burgis, District III Supervisor Karen Mitchoff, District IV Supervisor Federal D. Glover, District V Supervisor Contact: Robert Sarmiento, (925) 674-7822 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: April 16, 2019 David J. Twa, County Administrator and Clerk of the Board of Supervisors By: Stephanie Mello, Deputy cc: John Cunningham C. 65 To:Board of Supervisors From:John Kopchik, Director, Conservation & Development Department Date:April 16, 2019 Contra Costa County Subject:Biennial Compliance Checklist for the Measure J (2004) Growth Management Program BACKGROUND: The County biennially submits a compliance checklist (Exhibit A) to CCTA to receive the County's portion (18 percent) of the local transportation sales tax funds available for local street maintenance and improvements. The Checklist covers the compliance reporting period from January 1, 2016 to December 31, 2017. The County has satisfied all Checklist requirements during 2016 and 2017. Performance standards for urban services in the unincorporated area were maintained. The County implemented all the required plans, programs, and ordinances for mitigating local and regional transportation impacts of development projects, implemented the adopted Housing Element, and constructed the necessary capital improvements for urban services. County voters approved an Urban Limit Line measure in 2006, and the County complied with the provisions of the measure during 2016 and 2017. The Board of Supervisors has participated in or taken actions during the reporting period, consistent with the multi-jurisdictional transportation planning process established by Measure J. CONSEQUENCE OF NEGATIVE ACTION: Failure to approve the Checklist will prevent the County from qualifying for its Fiscal Year allocation for 2017/2018 and 2018/2019 of Measure J "return to source" local transportation sales tax funds and state gas tax funds. ATTACHMENTS Exhibit A - CY 2016 & 2017 Growth Management Plan Compliance Checklist Compliance Checklist Attachments Reporting Jurisdiction: _Contra Costa County______________ For Fiscal Years 2017-18 and 2018-19 Reporting Period: Calendar Years 2016 & 2017 Measure J Growth Management Program Compliance Checklist 1. Action Plans YES NO N/A a. Is the jurisdiction implementing the actions called for in the applicable Action Plan for all designated Routes of Regional Significance within the jurisdiction? b. Has the jurisdiction implemented the following procedures as outlined in the Implementation Guide and the applicable Action Plan for Routes of Regional Significance? i. Circulation of environmental documents, ii. Analysis of the impacts of proposed General Plan amendments and recommendation of changes to Action Plans, and iii. Conditioning the approval of projects consistent with Action Plan policies? c. Has the jurisdiction followed the procedures for RTPC review of General Plan Amendments as called for in the Implementation Guide? 2. Development Mitigation Program YES NO a. Has the jurisdiction adopted and implemented a local development mitigation program to ensure that new development pays its fair share of the impact mitigation costs associated with that development? b. Has the jurisdiction adopted and implemented the regional transportation mitigation program, developed and adopted by the applicable Regional Transportation Planning Committee, including any regional traffic mitigation fees, assessments, or other mitigation as appropriate? Compliance Checklist Attachments Reporting Jurisdiction: _Contra Costa County______________ For Fiscal Years 2017-18 and 2018-19 Reporting Period: Calendar Years 2016 & 2017 3. Address Housing Options YES NO a. Has the jurisdiction prepared and submitted a report to the Authority demonstrating reasonable progress in providing housing opportunities for all income levels under its Housing Element? The report can demonstrate progress by (1) comparing the number of housing units approved, constructed or occupied within the jurisdiction over the preceding five years with the number of units needed on average each year to meet the housing objectives established in its Housing Element; or (2) illustrating how the jurisdiction has adequately planned to meet the existing and projected housing needs through the adoption of land use plans and regulatory systems which provide opportunities for, and do not unduly constrain, housing development; or (3) illustrating how its General Plan and zoning regulations facilitate improvement or development of sufficient housing to meet the Element’s objectives. Note: A copy of the local jurisdiction’s annual report to the state Department of Housing and Community Development (HCD) is sufficient. b. Does the jurisdiction’s General Plan—or other adopted policy document or report—consider the impacts that its land use and development policies have on the local, regional and countywide transportation system, including the level of transportation capacity that can reasonably be provided? c. Has the jurisdiction incorporated policies and standards into its development approval process that support transit, bicycle and pedestrian access in new developments? Compliance Checklist Attachments Reporting Jurisdiction: _Contra Costa County______________ For Fiscal Years 2017-18 and 2018-19 Reporting Period: Calendar Years 2016 & 2017 4. Traffic Impact Studies YES NO N/A a. Using the Authority’s Technical Procedures, have traffic impact studies been conducted as part of development review for all projects estimated to generate more than 100 net new peak-hour vehicle trips? (Note: Lower traffic generation thresholds established through the RTPC’s Action Plan may apply). b. If the answer to 4.a. above is “yes”, did the local jurisdiction notify affected parties and circulate the traffic impact study during the environmental review process? 5. Participation in Cooperative, Multi-Jurisdictional Planning YES NO a. During the reporting period, has the jurisdiction’s Council/Board representative regularly participated in meetings of the appropriate Regional Transportation Planning Committee (RTPC), and have the jurisdiction’s local representatives to the RTPC regularly reported on the activities of the Regional Committee to the jurisdiction's council or board? (Note: Each RTPC should have a policy that defines what constitutes regular attendance of Council/Board members at RTPC meetings.) b. Has the local jurisdiction worked with the RTPC to develop and implement the Action Plans, including identification of Routes of Regional Significance, establishing Multimodal Transportation Service Objectives (MTSOs) for those routes, and defining actions for achieving the MTSOs? c. Has the local jurisdiction applied the Authority’s travel demand model and Technical Procedures to the analysis of General Plan Amendments (GPAs) and developments exceeding specified thresholds for their effect on the regional transportation system, including on Action Plan MTSOs? Compliance Checklist Attachments Reporting Jurisdiction: _Contra Costa County______________ For Fiscal Years 2017-18 and 2018-19 Reporting Period: Calendar Years 2016 & 2017 YES NO d. As needed, has the jurisdiction made available, as input into the countywide transportation computer model, data on proposed improvements to the jurisdiction’s transportation system, including roadways, pedestrian circulation, bikeways and trails, planned and improved development within the jurisdiction, and traffic patterns? 6. Five-Year Capital Improvement Program YES NO Does the jurisdiction have an adopted five-year capital improvement program (CIP) that includes approved projects and an analysis of project costs as well as a financial plan for providing the improvements? (The transportation component of the plan must be forwarded to the Authority for incorporation into the Authority’s database of transportation projects) 7. Transportation Systems Management Program YES NO Has the jurisdiction adopted a transportation systems management ordinance or resolution that incorporates required policies consistent with the updated model ordinance prepared by the Authority for use by local agencies or qualified for adoption of alternative mitigation measures because it has a small employment base? 8. Adoption of a voter-approved Urban Limit Line YES NO N/A a. Has the local jurisdiction adopted and continually complied with an applicable voter-approved Urban Limit Line as outlined in the Authority’s annual ULL Policy Advisory Letter? Compliance Checklist Attachments Reporting Jurisdiction: _Contra Costa County______________ For Fiscal Years 2017-18 and 2018-19 Reporting Period: Calendar Years 2016 & 2017 b. If the jurisdiction has modified its voter-approved ULL or approved a major subdivision or General Plan Amendment outside the ULL, has the jurisdiction made a finding of consistency with the Measure J provisions on ULLs and criteria in the ULL Policy Advisory Letter after holding a noticed public hearing and making the proposed finding publically available? 9. Adoption of the Measure J Growth Management Element YES NO N/A Has the local jurisdiction adopted a final GME for its General Plan that substantially complies with the intent of the Authority’s adopted Measure J Model GME? 10. Posting of Signs YES NO N/A Has the jurisdiction posted signs meeting Authority specifications for all projects exceeding $250,000 that are funded, in whole or in part, with Measure C or Measure J funds? 11. Maintenance of Effort (MoE) YES NO Has the jurisdiction met the MoE requirements of Measure J as stated in Section 6 of the Contra Costa Transportation Improvement and Growth Management Ordinance (as amended)? (See the Checklist Instructions for a listing of MoE requirements by local jurisdiction.) 12. Submittal of LSM Reporting and Audit Forms YES NO Has the local jurisdiction submitted a Local Street Maintenance and Improvement Reporting Form and Audit Reporting Form for eligible expenditures of 18 percent funds covering FY 2015-16 and FY 2016-17? Compliance Checklist Attachments Reporting Jurisdiction: _Contra Costa County______________ For Fiscal Years 2017-18 and 2018-19 Reporting Period: Calendar Years 2016 & 2017 Robert Sarmiento, Planner II (925) 674-7822 Robert.Sarmiento@dcd.cccounty.us Contra Costa County John Gioia, Chair of the Board April 16, 2019 13. Other Considerations YES NO N/A If the jurisdiction believes that the requirements of Measure J have been satisfied in a way not indicated on this checklist, has an explanation been attached below? 14. Review and Approval of Checklist This checklist was prepared by: Signature Date Name & Title (print) Phone Email The council/board of ___________ has reviewed the completed checklist and found that the policies and programs of the jurisdiction as reported herein conform to the requirements for compliance with the Contra Costa Transportation Improvement and Growth Management Program. Certified Signature (Mayor or Chair) Date Name & Title (print) Attest Signature (City/Town/County Clerk) Date Name (print) Compliance Checklist Attachments Reporting Jurisdiction: _Contra Costa County______________ For Fiscal Years 2017-18 and 2018-19 Reporting Period: Calendar Years 2016 & 2017 Supplementary Information (Required) 1. Action Plans a. Please summarize steps taken during the reporting period to implement the actions, programs, and measures called for in the applicable Action Plans for Routes of Regional Significance: See Attachment A. Please note that Actions, Programs, and Measures that do not include Contra Costa County are not listed. b. Attach, list and briefly describe any General Plan Amendments that were approved during the reporting period. Please specify which amendments affected ability to meet the standards in the Growth Management Element and/or affected ability to implement Action Plan policies or meet Traffic Service Objectives. Indicate if amendments were forwarded to the jurisdiction’s RTPC for review, and describe the results of that review relative to Action Plan implementation: See Attachment B. Provide a summary list of projects approved during the reporting period and the conditions required for consistency with the Action Plan: No projects during the reporting period required conditions to ensure consistency with the applicable Action Plan. 2. Development Mitigation Program a. Describe progress on implementation of the regional transportation mitigation program: The County participates in each Regional Transportation Planning Committee’s respective development impact fee program: Sub-Regional Transportation Mitigation Fee Program (WCCTAC), Regional Transportation Mitigation Fee Program (TRANSPAC), East Contra Compliance Checklist Attachments Reporting Jurisdiction: _Contra Costa County______________ For Fiscal Years 2017-18 and 2018-19 Reporting Period: Calendar Years 2016 & 2017 Costa Regional Fee & Financing Authority (TRANSPLAN), and Tri-Valley Transportation Development Mitigation Fee Program (SWAT/TVTC). The County also administers a total of 15 Area of Benefit (AOB) programs within the unincorporated area. An AOB is a development traffic mitigation fee program, supported by County ordinances, that are adopted by the County Board of Supervisors and designed to collect fees within a defined boundary area to fund road improvement projects that mitigate traffic impacts generated by new development projects. 3. Address Housing Options a. Please attach a report demonstrating reasonable progress in providing housing opportunities for all income levels. (Note: A copy of the local jurisdiction’s annual report to the state Department of Housing and Community Development (HCD) is sufficient). See Attachment C. The State Department of Housing and Community Development reviewed the County’s revised Housing Element in 2015 and found the element to be in full compliance with State housing element law. b. Please attach the jurisdiction’s adopted policies and standards that ensure consideration of and support for walking, bicycling, and transit access during the review of proposed development. See Attachment D. The County's Complete Streets Policy ensures consideration of and support for walking, bicycling, and transit access. 4. Traffic Impact Studies Please list all traffic impact studies that have been conducted as part of the development review of any project that generated more than 100 net new peak hour vehicle trips. (Note: Lower traffic generation thresholds established through the RTPC’s Action Plan may apply). Note whether the study was consistent with the Authority’s Technical Procedures and whether notification and circulation was undertaken during the environmental review process. • Industrial Project at 2601 Goodrick Avenue, North Richmond (Fehr & Peers): 164 AM peak hour trips and 187 PM peak hour trips. The traffic impact study associated with this project was prepared consistent with the Authority’s Technical Procedures. In Compliance Checklist Attachments Reporting Jurisdiction: _Contra Costa County______________ For Fiscal Years 2017-18 and 2018-19 Reporting Period: Calendar Years 2016 & 2017 2016, an Environmental Impact Report for this project was circulated and the public and interested parties were notified. • Galaxy Desserts Bakery Project (Fehr & Peers): 90 AM peak hour trips and 107 PM peak hour trips. The traffic impact study associated with this project was prepared consistent with the Authority’s Technical Procedures. The application was withdrawn prior to the environmental review process. • Pannatoni Project (Fehr & Peers): 163 AM peak hour trips and 179 PM peak hour trips. The traffic impact study associated with this project was prepared consistent with the Authority’s Technical Procedures. In 2017, an Environmental Impact Report for this project was circulated and the public and interested parties were notified. 5. Participation in Cooperative, Multi-Jurisdictional Planning No attachments necessary. During the reporting period, the County Board of Supervisors regularly participated in Regional Transportation Planning Committee (RTPC) meetings. The County's representatives to the RTPCs regularly reported on the activities of the RTPCs to the County Board of Supervisors. The County has worked with the RTPCs to develop and implement the RTPC's Action Plans. The County has applied the Authority's travel demand model and Technical Procedures to the analysis of its General Plan Amendments and developments exceeding specified vehicle trip thresholds for their effect on the regional transportation system. 6. Five-Year Capital Improvement Program Please attach the transportation component of the most recent CIP version, if the Authority does not already have it. Otherwise, list the resolution number and date of adoption of the most recent five-year CIP. County’s Capital Road Improvement & Preservation Program (CRIPP) http://www.contracosta.ca.gov/383/Capital-Road-Improvement-Preservation-Pr Date of Ordinance or Resolution Adoption: October 23, 2018 Resolution or Ordinance Number: #2018/526 Compliance Checklist Attachments Reporting Jurisdiction: _Contra Costa County______________ For Fiscal Years 2017-18 and 2018-19 Reporting Period: Calendar Years 2016 & 2017 7. Transportation Systems Management Program Please attach a copy of the jurisdiction’s TSM ordinance, or list the date of ordinance or resolution adoption and its number. Date of Ordinance or Resolution Adoption: January 21, 2003 Resolution or Ordinance Number: #2003/02 8. Adoption of a voter-approved Urban Limit Line The local jurisdiction’s adopted ULL is on file at the Authority offices. Please specify any actions that were taken during the reporting period with regard to changes or modifications to the voter-approved ULL, which should include a resolution making a finding of consistency with Measure J and a copy of the related public hearing notice. The County took no actions that resulted in a change or modification to the voter-approved ULL. 9. Adoption of the Measure J Growth Management Element Please attach the adopted Final Measure J Growth Management Element to the local jurisdiction’s General Plan. See Attachment E. The Measure J Model Growth Management Element Correspondence Table (“Correspondence Table”) is included in the existing County Growth Management Element (GME) (Attachment E). The Correspondence Table was required for the County to satisfy 2010/2011 Growth Management Program requirements. The County has initiated a comprehensive General Plan update. An explicit task in the scope is an update to the County’s GME, which, when complete, will result in consistency with the CCTA model language. A schedule for the County’s comprehensive General Plan update can be found here- https://envisioncontracosta2040.org/wp-content/uploads/2019/01/ECCC2040_Project_Schedule_12-20-2018.pdf. 10. Posting of Signs Provide a list of all projects exceeding $250,000 within the jurisdiction, noting which ones are or were signed according to Authority specifications. Compliance Checklist Attachments Reporting Jurisdiction: _Contra Costa County______________ For Fiscal Years 2017-18 and 2018-19 Reporting Period: Calendar Years 2016 & 2017 The County had no projects that exceeded $250,000 and were signed according to Authority specifications during the reporting period. 11. Maintenance of Effort (MoE) Please indicate the jurisdiction’s MoE requirement and MoE expenditures for the past two fiscal years (FY 2015-16 and FY 2016-17). See the Instructions to identify the MoE requirements. MOE Requirement: $420,064 MOE Expenditures: $575,396 (2015/2016) $575,396 (2016/2017) $575,396 (2015-2017 Average) 12. Submittal of LSM Reporting Form and Audit Reporting Form Please attach LSM Reporting and Audit Forms for FY 2015-16 and 2016-17. See Attachment F. 13. Other Considerations Please specify any alternative methods of achieving compliance for any components for the Measure J Growth Management Program N/A List of Attachments Attachment A – Action Plan Reporting Attachment B – General Plan Amendments Attachment C – Housing Element Implementation Attachment D – County’s Complete Streets Policy Attachment E – Growth Management Element Compliance Checklist Attachments Reporting Jurisdiction: _Contra Costa County______________ For Fiscal Years 2017-18 and 2018-19 Reporting Period: Calendar Years 2016 & 2017 Attachment F – Local Street Maintenance and Improvement Reporting Form and Audit Reporting Form Compliance Checklist Reporting Jurisdiction: Contra Costa County For Fiscal Years 2017-18 and 2018-19 Reporting Period: Calendar Years 2016 & 2017 Attachment A Relevant Action Plan Policy Route(s) of Regional Signficance Multi-Modal Transportation Service Objective Schedule to Achieve Affected Jurisdictions Implentation Status as of December 31, 2017 (Actions since last Checklist are in Italics.) 1.Support and seek additional funding for expanding transit service, including service between Lamorinda BART stations and adjacent communities in Central County,service on Pleasant Hill Road,service to Bishop Ranch and the Tri-Valley area,and service through the Caldecott Tunnel. REGION WIDE N/A 2013 SWAT Jurisdictions  None. 2. Support BART and CCCTA strategies that enhance transit ridership and reduce single-occupant vehicle trips and encourage casual carpools for on-way BART ridership. REGION WIDE N/A 2013 SWAT Jurisdictions  None. 3. Support bus headway reductions on routes providing service to the Bay Point/Colma BART line and reinstatement of direct service to important employment centers such as Pleasanton and Bishop Ranch. REGION WIDE N/A 2013 SWAT Jurisdictions  None. 4. Support expansion of BART seat capacity through the corridor and parking capacity east of Lamorinda.REGION WIDE N/A 2013 SWAT Jurisdictions  None. 5. Support augmentation and expansion of, and seek funding for, subscription bus service (flex van) to BART stations and high volume ridership locations such as St. Mary's College, to provide additional transit opportunities. REGION WIDE N/A 2013 SWAT Jurisdictions  None. 6. Support expansion of BART seat capacity through the corridor and parking capacity east of Lamorinda.REGION WIDE N/A 2013 SWAT Jurisdictions  None. 7. Seek funds to build and operate park and ride lots and associated BART shuttles in Lamorinda to encourage carpooling and transit ridership while reducing commute loads. REGION WIDE N/A 2013 SWAT Jurisdictions  None. 8. Develop a Lamorinda Transit Plan to identify future community transit needs and to address the changing needs of the senior population. REGION WIDE N/A 2013 SWAT Jurisdictions  None. 9. Support transit service that links Lamorinda bus service more directly to communities to the north and east of Lafayette. REGION WIDE N/A 2013 SWAT Jurisdictions  None. 10. Encourage expanded Travel Demand Management (TDM) programs to increase the use of alternative modes of transportation and increase overall vehicle occupancy. Promote TDM activities including ridersharing, casual carpooling and BART pool using resources such as the SWAT TDM program and RIDES for Bay Area Commuters. REGION WIDE N/A 2013 SWAT Jurisdictions  None. 11. Support Transportation Demand Management (TDM) programs at colleges and high schools. REGION WIDE N/A 2013 SWAT Jurisdictions  None. 12. Implement the Spare-the-Air Program. REGION WIDE N/A 2013 SWAT Jurisdictions  None. 13. Seek funding to construct park-and-ride lots along primary arterial roads approaching SR 24 throughout Lamorinda. REGION WIDE N/A 2013 SWAT Jurisdictions  None. 14. Support programs and projects that encourage students to take alternative modes of transportation to school to reduce demand on the roadway and increase vehicle occupancy rates. REGION WIDE N/A 2013 SWAT Jurisdictions  In 2016, the Board of Supervisors approved and authorized the Health Service Director, or designee, to accept Transportation Development Act Grant funds from the Metropolitan Transportation Commission for the Bicycle and Pedestrian Safety Education Project, to pay County an amount not to exceed $40,000 for the period July 1, 2016 through June 30, 2017. 15. Support a collaborative effort with the Acalanes Union High School District to promote and increase ridesharing and use of transit for travel to and from the high schools in Lamorinda. REGION WIDE N/A 2013 SWAT Jurisdictions  None. 2016 AND 2017 MEASURE J COMPLIANCE CHECKLIST SWAT: LAMORINDA AREA Relevant Action Plan Policy Route(s) of Regional Signficance Multi-Modal Transportation Service Objective Schedule to Achieve Affected Jurisdictions Implentation Status as of December 31, 2017 (Actions since last Checklist are in Italics.) 2016 AND 2017 MEASURE J COMPLIANCE CHECKLIST SWAT: LAMORINDA AREA 16. Promote alternative work opportunities including employer pre-tax benefit programs, compressed work-week schedules, flex schedules and tele- work. REGION WIDE N/A 2013 SWAT Jurisdictions  None. 17. In cooperation with Lamorinda jurisdictions, develop TDM plans and provide consultations to improve mobility and decreased parking demand for new development and redevelopment. REGION WIDE N/A 2013 SWAT Jurisdictions  None. 18. Encourage "green" commuting including ZEV and NEV vehicles, clean fuel infrastructure and car sharing.REGION WIDE N/A 2013 SWAT Jurisdictions  None. 19. Evaluate and seek opportunities to improve and/or build walkways/bikeway facilities between the Lamorinda BART stations and adjacent land uses and communities as outlined on the map included in the Action Plan. REGION WIDE N/A 2013 SWAT Jurisdictions  In 2015, the Olympic Corridor Trail Connector Study was completed.  In 2016, the Board of Supervisors approved the Olympic Corridor Trail Connector Study and authorized staff to seek funding for detailed project planning, design, implementation, with subsequent Board approval as appropriate. 20. Support the development of regional bicycle facilities.REGION WIDE N/A 2013 SWAT Jurisdictions  In 2015, the Olympic Corridor Trail Connector Study was completed.  In 2016, the Board of Supervisors approved the Olympic Corridor Trail Connector Study and authorized staff to seek funding for detailed project planning, design, implementation, with subsequent Board approval as appropriate.  In 2016, the Board of Supervisors adopted Resolution No. 2016/386, approving and authorizing the Public Works Director, or designee, to allocate the Transportation Development Act (TDA), Article 3 funds totaling $805,000 for bicycle and pedestrian projects for Fiscal Year 2016/2017 and directed the Public Works Director, or designee, to forward the list to the Metropolitan Transportation Commission for final approval and allocation of funding, effective July 1, 2016.  In 2017, the Board of Supervisors adopted Resolution No. 2017/197 approving and authorizing the recommendation of the Public Works Director, or designee, for allocating the Transportation Development Act (TDA), Article 3 funds totaling $800,000 for Fiscal Year 2017/2018 and directed the Public Works Director, or designee, to forward the list to the Metropolitan Transportation Commission for final approval and allocation of funding effective July 1, 2017. 21. Seek funding to provide bicycle parking infrastructure at employment sites and activity centers throughout Lamorinda.REGION WIDE N/A 2013 SWAT Jurisdictions  None. 22. Support operational improvements that increase throughput on I-80 to reduce diversion of traffic through Lamorinda on alternative routes. REGION WIDE N/A 2013 SWAT Jurisdictions  None. Relevant Action Plan Policy Route(s) of Regional Signficance Multi-Modal Transportation Service Objective Schedule to Achieve Affected Jurisdictions Implentation Status as of December 31, 2017 (Actions since last Checklist are in Italics.) 2016 AND 2017 MEASURE J COMPLIANCE CHECKLIST SWAT: LAMORINDA AREA 23. Support multi-modal safety actions that encourage safe speeds with particular emphasis on access to schools. REGION WIDE N/A 2013 SWAT Jurisdictions  In 2017, the Board of Supervisors authorized the Chair to sign a letter to Senator Jim Beall, Chair of the Senate Committee on Transportation and Housing, regarding the California Traffic Control Device Committees review of Senate Bill 632 (2015-Cannella, Baker, Bonilla) regarding vehicle speed limits around schools, as recommended by the Transportation, Water, and Infrastructure Committee. 24. Pursue financial incentives to implement sound growth control strategies and support strengthening of growth management policies. REGION WIDE N/A 2013 SWAT Jurisdictions  None. 25. Participate in the Regional Transportation Mitigation Program (RTMP). REGION WIDE N/A 2013 SWAT Jurisdictions  None. 26. Support continuation and expansion of Measure J return-to-source funds for road maintenance. REGION WIDE N/A 2013 SWAT Jurisdictions  None. 27. Monitor and evaluate the MTSOs for all Routes of Regional Significance every four years.REGION WIDE N/A 2013 SWAT Jurisdictions  None. 28. Establish reciprocity agreements with jurisdictions outside of Lamorinda to mitigate the downstream impacts of proposed new devlopment projects of General Plan Amendments that could adversely affect ability to achieve the MTSOs. REGION WIDE N/A 2013 SWAT Jurisdictions  None. 29. Seek funding for an auxiliary lane on eastbound SR-24 Gateway on- ramp to Brookwood and continue completion of improvements to esatbound Brookwood off-ramp subject to specific design criteria. STATE ROUTE 24 Maintain a delay index of 2.0 or better during peak period/peak direction (including freeway on- ramps) (2.5 after 2030) +10%daily ridership on public transit system (BART) 2013 SWAT Jurisdictions  None. 30. Support efforts of Caltrans and the California Highway Patrol to implement an incident management program on SR-24.STATE ROUTE 24 Maintain a delay index of 2.0 or better during peak period/peak direction (including freeway on- ramps) (2.5 after 2030) +10%daily ridership on public transit system (BART) 2013 SWAT Jurisdictions  None. 31. Support HOV and transit improvements in the I-680 corridor to reduce single occupant automobile use on SR-24.STATE ROUTE 24 Maintain a delay index of 2.0 or better during peak period/peak direction (including freeway on- ramps) (2.5 after 2030) +10%daily ridership on public transit system (BART) 2013 SWAT Jurisdictions  In 2015, the County participated in the I-680 Transit Options Study. Relevant Action Plan Policy Route(s) of Regional Signficance Multi-Modal Transportation Service Objective Schedule to Achieve Affected Jurisdictions Implentation Status as of December 31, 2017 (Actions since last Checklist are in Italics.) 2016 AND 2017 MEASURE J COMPLIANCE CHECKLIST SWAT: LAMORINDA AREA 32. Seek grant(s) to study 1) access from side streets and 2) intersection configurations in the residential and commercial portions on San Pablo Dam Road and make recommendations for improvements. CAMINO PABLO SAN PABLO DAM ROAD Maintain a delay index of 2.0 or better during peak period/peak direction. Increase average ridership as much as possible with initial goal of achieving a 10%increase to 3,000 average weekday daily riders. 2013 Orinda, Contra Costa County  None. 33. Seek Measure J funding of HOV facility needs for San Pablo Dam Road and Camino Pablo. Study to look at need for, feasibility, and cost of installing additional park and ride lots and HOV bypass lanes at critical congestion points in the corridor. CAMINO PABLO SAN PABLO DAM ROAD Maintain a delay index of 2.0 or better during peak period/peak direction. Increase average ridership as much as possible with initial goal of achieving a 10%increase to 3,000 average weekday daily riders. 2013 Orinda, Contra Costa County  None. 34. Local jurisdictions to work with the transit agencies to resolve transit stop access and amenity needs as identified by the transit agencies. CAMINO PABLO SAN PABLO DAM ROAD Maintain a delay index of 2.0 or better during peak period/peak direction. Increase average ridership as much as possible with initial goal of achieving a 10%increase to 3,000 average weekday daily riders. 2013 Orinda, Contra Costa County  None. 35. Improve and/or add sidewalks and/or pedestrian pathways along San Pablo Dam Road. CAMINO PABLO SAN PABLO DAM ROAD Maintain a delay index of 2.0 or better during peak period/peak direction. Increase average ridership as much as possible with initial goal of achieving a 10%increase to 3,000 average weekday daily riders. 2013 Orinda, Contra Costa County  None. 36. Install, where appropriate, bicycle lanes as part of any future roadway improvements to the corridor. CAMINO PABLO SAN PABLO DAM ROAD Maintain a delay index of 2.0 or better during peak period/peak direction. Increase average ridership as much as possible with initial goal of achieving a 10%increase to 3,000 average weekday daily riders. 2013 Orinda, Contra Costa County  None. Relevant Action Plan Policy Route(s) of Regional Signficance Multi-Modal Transportation Service Objective Schedule to Achieve Affected Jurisdictions Implentation Status as of December 31, 2017 (Actions since last Checklist are in Italics.) 2016 AND 2017 MEASURE J COMPLIANCE CHECKLIST SWAT: LAMORINDA AREA 37. Prepare letters of support to Caltrans, ACCMA, CCTA and MTC for continued improvement of high occupancy vehicle and transit capacity in the I-80 corridor to reduce traffic pressure on San Pablo Dam Road and Camino Pablo. CAMINO PABLO SAN PABLO DAM ROAD Maintain a delay index of 2.0 or better during peak period/peak direction. Increase average ridership as much as possible with initial goal of achieving a 10%increase to 3,000 average weekday daily riders. 2013 Orinda, Contra Costa County  None. 38. Work with AC Transit, BART, County Connection, WestCAT and MTC to explore feasibility of service reorganization in San Pablo Dam Road and Camino Pablo corridor and develop recommendations to increase frequency and connectivity of bus service for people traveling between City of Richmond, San Pablo, El Sobrante and Orinda. Request annual reports from transit operators to WCCTAC and SWAT on their activities related to this action. Seek additional funds for public transit. CAMINO PABLO SAN PABLO DAM ROAD Maintain a delay index of 2.0 or better during peak period/peak direction. Increase average ridership as much as possible with initial goal of achieving a 10%increase to 3,000 average weekday daily riders. 2013 Orinda, Contra Costa County, AC Transit, BART, County Connection, WestCAT, MTC  None. 39. Support pedestrian and bicycle improvements along Camino Pablo, including BART access, to encourage alternative transportation modes, increase transit ridership, and reduce auto demand. CAMINO PABLO SAN PABLO DAM ROAD Maintain a delay index of 2.0 or better during peak period/peak direction. Increase average ridership as much as possible with initial goal of achieving a 10%increase to 3,000 average weekday daily riders. 2013 Orinda, Contra Costa County  None. 40. Investigate appropriate mechanisms, including maintaing existing roadway lanes and widths and restrictive signal timing, to discourage use of San Pablo Dam Road and Camino Pablo as a substitute for freeway travel. CAMINO PABLO SAN PABLO DAM ROAD Maintain a delay index of 2.0 or better during peak period/peak direction. Increase average ridership as much as possible with initial goal of achieving a 10%increase to 3,000 average weekday daily riders. 2013 Orinda, Contra Costa County  None. Relevant Action Plan Policy Route(s) of Regional Signficance Multi-Modal Transportation Service Objective Schedule to Achieve Affected Jurisdictions Implentation Status as of December 31, 2017 (Actions since last Checklist are in Italics.) 1. None specified in the Action Plan Danville Boulevard Intersection LOS < 0.9 2010 Contra Costa County, Danville  Ongoing:County development review procedures will ensure compliance with Multi-Modal Transportation Service Objectives (MTSOs). 2. Consistent with the provisions of the Dougherty Valley Settlement Agreement, control growth to meet intersection level of service standards. (p. 39) Camino Tassajara Road, East of Crow Canyon Road Volume-to-Capacity ratio <0.9 at intersections, except volume-to- capacity ratio of ≤0.9 at the intersection with Crow Canyon. 2010 Danville, San Ramon & Contra Costa County  None. 3. An initial level of development of 8,500 units may be constructed in the Dougherty Valley based on the Settlement Agreement. Up to 11,000 units may be considered pending the completion of additional traffic studies as set forth in the settlement agreement. (p.39) Camino Tassajara Road, East of Crow Canyon Road Volume-to-Capacity ratio <0.9 at intersections, except volume-to- capacity ratio of ≤0.9 at the intersection with Crow Canyon. 2010 Danville, San Ramon & Contra Costa County  None. 4. Secure funding for operational improvements.Crow Canyon Road Volume-to-Capacity ratio <0.91 at intersections within San Ramon. Volume-to-Capacity ratio <0.9 at intersections within Danville, except volume-to-capacity ration of ≤0.9 at the intersection with Camino Tassajara. 2010 Contra Costa County, San Ramon, Danville  None. 5. Secure funding for widening to 6 lanes.Crow Canyon Road Volume-to-Capacity ratio <0.91 at intersections within San Ramon. Volume-to-Capacity ratio <0.9 at intersections within Danville, except volume-to-capacity ration of ≤0.9 at the intersection with Camino Tassajara. 2010 Contra Costa County, San Ramon, Danville  None. 6. Improve Camino Tassajara intersection (See Camino Tassajara).Crow Canyon Road Volume-to-Capacity ratio <0.91 at intersections within San Ramon. Volume-to-Capacity ratio <0.9 at intersections within Danville, 2010 Contra Costa County, San Ramon, Danville  None. 7. Improve geometrics of intersection of Crow Canyon/I-680 southbound off-ramp.Crow Canyon Road except volume-to-capacity ration of ≤0.9 at the intersection with Camino Tassajara. Volume-to-Capacity ratio <0.9 at intersections within Danville, except volume-to-capacity ration of ≤0.9 at the intersection with Camino Tassajara. 2010 Contra Costa County, San Ramon, Danville  None. 8. Improve intersection at Sunset.Bollinger Canyon Road, East of I-680 Intersection LOS .91 2010 Contra Costa County & San Ramon  Ongoing: the County continued to collect fees on new development to help finance this project. 2016 AND 2017 MEASURE J COMPLIANCE CHECKLIST SWAT: TRI-VALLEY AREA Relevant Action Plan Policy Route(s) of Regional Signficance Multi-Modal Transportation Service Objective Schedule to Achieve Affected Jurisdictions Implentation Status as of December 31, 2017 (Actions since last Checklist are in Italics.) 2016 AND 2017 MEASURE J COMPLIANCE CHECKLIST SWAT: TRI-VALLEY AREA 9. Consistent with the provisions of the Dougherty Valley Settlement Agreement, San Ramon, Contra Costa County, Danville control growth to meet intersection level of service standards. Bollinger Canyon Road, East of Alcosta Intersection LOS .91 2010 Contra Costa County & San Ramon  Ongoing: The County continues to convene the Dougherty Valley Oversight Committee with all affected jurisdictions, agencies and developers to monitor impacts of growth, including traffic impacts. 10. Improve intersection at Alcosta.Bollinger Canyon Road, East of Alcosta Intersection LOS .91 2010 Contra Costa County & San Ramon  None. 11. Complete extension project in conjunction with the development of Dougherty Valley. Bollinger Canyon Road, East of Alcosta Intersection LOS .91 2010 Contra Costa County & San Ramon  None. 12. Secure developer funding for planned widenings.Dougherty Road, North of Old Ranch Road Intersection LOS .91 2010 Contra Costa County, San Ramon, Danville  None. 13. Put in place growth controls to insure achievement of TSOs. (p. 44) Dougherty Road, North of Bollinger Rd.Intersection LOS .91 2010 Contra Costa County, San Ramon, Danville  Ongoing: County development review procedures will ensure compliance with TSOs, which are now known as Multi- modal Transportation Service Objectives or MTSOs. 14. Pursue funding for auxiliary lanes. I-680, between Central Contra Costa County and SR 84 Maintain minimum average speed of 30 MPH and a delay index of 2.0 between Contra Costa County and SR 84 No more than 5 hours of congestion south of SR 84 2010 Contra Costa Co., San Ramon, Danville  None. 15. Support commute alternatives. I-680, south of SR 84 N/A 2010 All TVTC Jurisdictions  None. 16. Advocate Express Bus Service.I-680, south of SR 84 N/A 2010 All TVTC Jurisdictions  None. 17. Advocate HOV lanes from SR 84 to the Sunol Grade I-680, south of SR 84 N/A 2010 All TVTC Jurisdictions  None. 18. Improve the operational efficiency of freeways and arterial streets through effective corridor management strategies. These strategies could include traffic operations systems and ramp metering, provided studies show that metering would effectively reduce overall delay within the corridor and not adversely affect operations of adjacent intersections. Area Wide N/A N/A Contra Costa, San Ramon, Danville  None. 19. (2000) Work to find sources of stable funding to support ongoing transit operations and to support new or enhanced express bus service. Area Wide N/A N/A Contra Costa, San Ramon, Danville  None. Relevant Action Plan Policy Route(s) of Regional Signficance Multi-Modal Transportation Service Objective Schedule to Achieve Affected Jurisdictions Implentation Status as of December 31, 2017 (Actions since last Checklist are in Italics.) •Encourage land use decisions that manage the increase of overall traffic demand: •Continue to support implementation of the Measure J Growth Management Program. •Continue to support higher-density development around transit hubs and downtowns. • Continue to require each jurisdiction to: ◦Notice the initiation of the environmental review process for projects generating more than 100 net-new peak-hour vehicle trips. ◦ For projects that require a General Plan Amendment,identify any conflicts with Action Plan MTSOs and then,if requested,present the analysis results and possible mitigation strategies to TRANSPAC for review and comment. •Include the needs of pedestrians and bicyclists in the design, construction, and maintenance of development projects. • Continue to implement the TRANSPAC Subregional Transportation Mitigation Program. REGION WIDE N/A Ongoing TRANSPAC Jurisdictions  None. • Increase HOV lane usage: ◦ Support the completion of a continuous HOV system on I-680. ◦Support consistent occupancy requirements for toll-free HOV lanes on the Benicia-Martinez Bridge and I-680. ◦ Support additional incentives for HOV users. • Provide additional park-and-ride lots. REGION WIDE N/A Ongoing 2014 (Action 2- A) TRANSPAC Jurisdictions  In 2015, the Board of Supervisors approved two Director's Deeds from the State of California, Department of Transportation, to the Contra Costa County Flood Control and Water Conservation District; and AUTHORIZE the Public Works Director to execute a Joint Use Agreement in connection with the Interstate 680 High Occupancy Vehicle Lane Project, Martinez area. • Work to improve freeway flow: •Continue to monitor and evaluate operational improvements at freeway interchanges on I-680, SR-242, SR-24 and SR-4. •Continue to support the completion of the fourth bore of the Caldecott Tunnel (SR-24). •Support the study oand implementation of potential regional freeway management strategies. • Consider a multi-agency approach to freeway ramp metering REGION WIDE N/A Ongoing 2014 (Caldecott) TRANSPAC Jurisdictions  In 2012, the Board of Supervisors adopted resolution No. 2012/509 honoring the Caldecott Fourth Bore Medallion Design Competition winners. 2016 AND 2017 MEASURE J COMPLIANCE CHECKLIST TRANSPAC AREA Relevant Action Plan Policy Route(s) of Regional Signficance Multi-Modal Transportation Service Objective Schedule to Achieve Affected Jurisdictions Implentation Status as of December 31, 2017 (Actions since last Checklist are in Italics.) 2016 AND 2017 MEASURE J COMPLIANCE CHECKLIST TRANSPAC AREA  In 2014, the Board of Supervisors adopted Resolution No. 2014/262 approving and authorizing the Public Works Director, or designee, to file an application for the Active Transportation Program funding for the Pacheco Boulevard Sidewalk Gap Closure (Phase III) Pre-construction Project for up to $300,000 and committing local support and assurance to complete the project.  In 2015, the Board of Supervisors approved and authorized the Public Works Director, or designee, to execute a memorandum of understanding between Contra Costa County and the City of Martinez to conduct an alignment study for the Pacheco Boulevard Improvements Project.  In 2015, the Board of Supervisors approved the Alhambra Valley Road Safety Improvements Project and related actions under the California Environmental Quality Act, and authorized the Public Works Director, or designee, to advertise the project  In 2016, the Board of Supervisors adopted Resolution No. 2016/374 supporting complete streets in the County and approving the Complete Streets Policy of Contra Costa County.  In 2017, the Board of Supervisors adopted Resolution No. 2017/82 approving and authorizing the Public Works Director, or designee, to file an application for the Active Transportation Program (ATP) Cycle 3 funding for the Pacheco Boulevard Sidewalk Gap Closure Phase III Project for $619,000, and committing local support and assurance to complete the project.  In 2017, the Board of Supervisors approved the Pacheco Boulevard Sidewalk Gap Closure Phase III Project and took related actions under the California Environmental Quality Act, and authorized the Interim Public Works Director, or designee, to advertise the Project • Manage arterial traffic flow: ◦ Seek funding for traffic and transit improvements along Regional Routes. ◦ Continue to implement the Central Contra Costa Traffic Management Program. ◦ Where feasible and appropriate, address the needs of pedestrians and bicyclists along Regional Routes. REGION WIDE N/A Ongoing TRANSPAC Jurisdictions Relevant Action Plan Policy Route(s) of Regional Signficance Multi-Modal Transportation Service Objective Schedule to Achieve Affected Jurisdictions Implentation Status as of December 31, 2017 (Actions since last Checklist are in Italics.) 2016 AND 2017 MEASURE J COMPLIANCE CHECKLIST TRANSPAC AREA • Support an efficient and effective transit system: ◦Support the development of real-time information and better connectivity for regional transit and local and feeder bus service. ◦Promote coordination of transfer times among Express bus, feeder bus, BART, and park-and-ride lots. ◦Support the expansion of BART service and BART station and parking facilities. ◦Support the construction and maintenance of accessible bus stops, park-and-ride lots, and transit hubs. ◦Support improvements that increase the efficiency of local transit on Regional Routes. ◦Support increased access to BART stations for buses and other alternative modes. ◦Support innovative approaches to improve the efficiency and effectiveness of transit services for seniors and disabled persons through the allocation of Central County’s Measure J $10 million for Additional Transportation for Seniors and People with Disabilities. These funds are in addition to Measure J Other Countywide Programs and total $35 million in Central County. ◦Support expansion and use of park-and-ride facilities using Express and local buses. REGION WIDE N/A Ongoing TRANSPAC Jurisdictions  In 2015, the County participated in the I-680 Transit Options Study. Relevant Action Plan Policy Route(s) of Regional Signficance Multi-Modal Transportation Service Objective Schedule to Achieve Affected Jurisdictions Implentation Status as of December 31, 2017 (Actions since last Checklist are in Italics.) 2016 AND 2017 MEASURE J COMPLIANCE CHECKLIST TRANSPAC AREA  In 2012, the Board of Supervisors authorized an application for Safe Routes to School funds for the Walnut Boulevard Pedestrian and Bike Safety Project.  In 2013, the Board of Supervisors approved and authorized execution of a contract with the Contra Costa Transportation Authority (CCTA) to provide transportation demand management services for the Contra Costa Centre area, for the period of July 1, 2013 through June 30, 2014.  In 2014, the Board of Supervisors approved and authorized the Conservation and Development Director, or designee, to execute a contract with the Contra Costa Centre Association in an amount not to exceed $285,850 to provide transportation demand management services for the Contra Costa Centre area, for the period July 1, 2014 through June 30, 2015.  In 2015, the Board of Supervisors approved and authorized the Conservation and Development Director, or designee, to execute a contract with the Contra Costa Centre Association in an amount not to exceed $267,515 to provide transportation demand management services for the Contra Costa Centre area for the period July 1, 2015 through June 30, 2016. (100% County Service Area M-31 funds)  In 2016, the Board of Supervisors approved and authorized the Conservation and Development Director, or designee, to execute a contract with the Contra Costa Centre Association in an amount not to exceed $281,000 to provide transportation demand management services for the Contra Costa Centre area, for the period July 1, 2016 through June 30, 2017.  In 2017, the Board of Supervisors approved and authorized the Conservation and Development Director, or designee, to execute a contract with the Contra Costa Centre Association in an amount not to exceed $291,000 for transportation demand management services for the Contra Costa Centre area, for the period July 1, 2017 through June 30, 2018. • Increase participation in the 511 Contra Costa Program to improve multi- modal mobility and decrease single-occupant vehicle use in Central County. ◦ Support the 511 Contra Costa Program to educate and encourage Contra Costa residents, students and commuters to use multi-modal alternatives by promoting transit, shuttles, carpooling, vanpooling, walking, bicycling, alternative work schedules and telecommuting. ◦ Develop TDM programs at K-12 schools and colleges to encourage carpooling, transit ridership, walking and bicycling. ◦ Promote alternative work opportunities including employer pre-tax benefit programs, compressed work-week schedules, flex schedules and telework. ◦ Encourage commuters to make local trips or trips linked to transit by walking, bicycling, or carpooling instead of driving alone. ◦ Promote park-and-ride lot use to potential carpoolers, vanpoolers, and transit riders, including shuttle services, where applicable. ◦ In cooperation with Central County jurisdictions, develop TDM plans and provide consultations to improve mobility and decrease parking demand for new development and redevelopment. ◦ Explore innovative new technologies to improve mobility and reduce SOV trips. ◦ Seek funding to provide bicycle parking infrastructure at employment sites and activity centers throughout Central County. ◦ Encourage “green” commuting, including ZEV and NEV vehicle, clean fuel infrastructure, and car sharing. REGION WIDE N/A Ongoing TRANSPAC Jurisdictions 511 Contra Costa Relevant Action Plan Policy Route(s) of Regional Signficance Multi-Modal Transportation Service Objective Schedule to Achieve Affected Jurisdictions Implentation Status as of December 31, 2017 (Actions since last Checklist are in Italics.) 2016 AND 2017 MEASURE J COMPLIANCE CHECKLIST TRANSPAC AREA •Continue to support investment in and implementation of HOV lanes on I-680. •Continue to support planned improvements to the I-680/SR-4 interchange and to SR-4. •Continue to work with Solano County to manage traffic in the I- 680 corridor. •Complete the I-680 HOV Express bus access study funded through Regional Measure 2. INTERSTATE 680 4.0 Delay Index 2013 TRANSPAC Jurisdictions  None. • Partner with TRANSPLAN and WCCTAC to develop a Corridor Management Plan for SR4 from East County through Central County (boundaries to be defined) including connecting and/or supporting arterials. This process will identify an MTSO(s) for SR4, actions, projects and define an approach to managing arterials in the corridor. TRANSPAC, TRANSPLAN and WCCTAC jointly will seek funding for the Corridor Management Plan from CCTA and other available sources. • Support improvements to the I-680/SR-4 interchange. STATE ROUTE 4 5.0 Delay Index from Cummings Skyway (WCCTAC boundary) to Willow Pass (TRANSPLAN boundary). This MTSO is expected to be revised upon completion and adoption of the Corridor Management Plan by TRANSPLAC, TRANSPLAN and WCCTAC. 2013 TRANSPAC Jurisdictions  In 2016, the County participated in the SR-4 Integrated Corridor Management Program Study. •Assess possible applications of the Central Contra Costa Traffic Management Program. • Complete Pacheco Transit Hub. •Seek funding to widen Pacheco Boulevard to four lanes and make related improvements. •Coordinate proposed improvements to the I-680/SR-4 interchange with surrounding arterials and local streets. •Assess the need for improvements at the Pacheco Boulevard/Arnold Drive intersection. •Work with Contra Costa County staff on coordination of the implementation of the Buchanan Airport Master Plan. PACHECO BOULEVARD Martinez: 15 MPH average speed in both directions in the AM and PM peak hours. Contra Costa County: 1.5 V/C for all intersections. 2013 Martinez, Contra Costa County  In 2015, the Board of Supervisors approved and authorized the Public Works Director, or designee, to execute a memorandum of understanding between Contra Costa County and the City of Martinez to conduct an alignment study for the Pacheco Boulevard Improvements Project. • Work with SWAT/City of Lafayette on corridor issues and, if feasible, consider development of a traffic management plan and other operational strategies for Pleasant Hill Road. PLEASANT HILL ROAD Pleasant Hill: 15 MPH average speed in both directions in the AM and PM peak hours. Contra Costa County: 1.5 V/C for all intersections. 2013 Pleasant Hill, Contra Costa County  None. Relevant Action Plan Policy Route(s) of Regional Signficance Multi-Modal Transportation Service Objective Schedule to Achieve Affected Jurisdictions Implentation Status as of December 31, 2017 (Actions since last Checklist are in Italics.) 2016 AND 2017 MEASURE J COMPLIANCE CHECKLIST TRANSPAC AREA • Assess possible application of the Central Contra Costa Traffic Management Program. TAYLOR BOULEVARD Pleasant Hill: 15 MPH average speed in both directions in the AM and PM peak hours. Contra Costa County: 1.5 V/C for all intersections. 2013 Pleasant Hill, Contra Costa County  None. • Seek funding to improve vehicle, bus, bicycle and pedestrian access at the Pleasant Hill BART Station. TREAT BOULEVARD Concord: Average stopped delays (signal cycles to clear) at the following intersections: ◦ Clayton Road/Denkinger Road: 3 ◦ Cowell Road: 5 ◦ Oak Grove Road: 5 Walnut Creek: LOS F at Bancroft Road intersection. Contra Costa County: 1.5 V/C for all intersections. 2013 Concord, Walnut Creek, Contra Costa County  In 2012,the Board of Supervisors accepted the completed contract work for the Iron Horse Trail Pedestrian Overcrossing project in the Pleasant Hill/BART Station area (53%Federal Funds and 47% Redevelopment Funds).  In 2012,the Board of Supervisors approved the license agreement between the City of Concord and the County for the City's use of a portion of the Iron Horse Corridor for a public trail north of Monument Boulevard to Mayette Avenue. • Continue to support implementation of the East-Central Traffic Management Plan. • Seek funding from Measure J/STIP for a truck-climbing lane on Kirker Pass Road toward East County. • Seek funding to improve vehicle, bus, bicycle and pedestrian access at the Walnut Creek BART Station. YGNACIO VALLEY ROAD KIRKER PASS ROAD Concord: Average stopped delays as follows: ◦ Clayton Road/Kirker Pass Road: 3 ◦ Alberta Way/Pine Hollow Drive: 4 ◦ Cowell Road: 4 Walnut Creek: LOS F at both Bancroft Road and Civic Drive intersections. Contra Costa County: 1.5 V/C for all intersections. 2013 Concord, Walnut Creek, Contra Costa County  In 2015, the County continued to advocate for funding to complete the Kirker Pass Road Truck Climbing lane.  In 2016, the Board of Supervisors approved the Kirker Pass Northbound Truck Climbing Lane Project and related actions under the California Environmental Quality Act, and authorized the Public Works Director, or designee, to advertise the Project. Relevant Action Plan Policy Route(s) of Regional Signficance Multi-Modal Transportation Service Objective Schedule to Achieve Affected Jurisdictions Implentation Status as of December 31, 2017 (Actions since last Checklist are in Italics.) SR 4 FREEWAY; SR 4 BYPASS; SR 4 NON- FREEWAY; BYRON HIGHWAY. Vehicle occupancy of 1.2 persons per vehicle or greater during morning peak hour (SR 4 Freeway and SR 4 Bypass) Delay index less than 2.5 (SR 4 Freeway, SR 4 Bypass and SR Non-freeway);less than 2.0 (Byron Highway) Level of service E (Byron Highway);D or better at signalized intersections and E or better at non-signalized intersections on non-freeway SR 4 Transit ridership increase of 25 percent from 2000 to 2010. 2010 All TRANSPLAN jurisdictions. In 2015,the Board of Supervisors approved Amendment No. 7 to Agreement No.208 with the Contra Costa Transportation Authority effective October 21,2015,to increase the amount payable to Contra Costa County by $200,000 for a new payment limit of $7,248,054 for the State Route 4 East Widening Somersville Road to State Route 160 Project. In 2015,the Board of Supervisors approved the conveyance of real property acquired for the State Route 4 East Widening Somersville Road to State Route 160 Project Segment 1,to the State of California. In 2016,the Board of Supevisors approved and authorized the Chair of the Board of Supervisors to execute a contract amendment,effective March 16,2016,with the Contra Costa Transportation Authority,to increase the payment limit to the County by $50,000 to a new payment limit of $5,285,376 for additional right of way services for the State Route 4 Railroad Avenue to Loveridge Road Widening Project. In 2017,the Board of Supervisors approved the Byron Highway Traffic Safety Improvements project and took related actions under the California Environmental Quality Act,and authorized the Interim Public Works Director,or designee,to advertise the Project. MARSH CREEK ROAD (east of Deer Valley Road) CAMINO DIABLO ROAD DEER VALLEY ROAD (rural portion) Delay index less than 2.0. Level of service E. 2010 All TRANSPLAN jurisdictions. In 2014,the Board of Supervisors approved plans, specifications,and design for the Marsh Creek Road Safety Improvements - 1 Mile East of Russelmann Park Road project. In 2014,the Board of Supervisors approved plans, specifications,and design for the Deer Valley Road Shoulder Widening project. 2016 AND 2017 MEASURE J COMPLIANCE CHECKLIST TRANSPLAN AREA 1. Implement regional transportation improvements including SR 4 freeway widening, SR 4 Bypass, Buchanan Road Bypass, SR 4 non-freeway widening from Oakley to Discovery Bay, Byron Highway Corridor capacity increases, BART extension to Hillcrest Avenue. Relevant Action Plan Policy Route(s) of Regional Signficance Multi-Modal Transportation Service Objective Schedule to Achieve Affected Jurisdictions Implentation Status as of December 31, 2017 (Actions since last Checklist are in Italics.) 2016 AND 2017 MEASURE J COMPLIANCE CHECKLIST TRANSPLAN AREA SR 4 NON-FREEWAY (SR- 160 to San Joaquin County line) VASCO ROAD CORRIDOR (including Mountain House Road) BYRON HIGHWAY Level of service D or better at signalized intersections. Level of service E or better at unsignalized intersections. Delay index less than 2.5 (from SR 160 to Balfour Road)and less than 2.0 (Balfour Road to San Joaquin County line). Vehicle occupancy of 1.2 persons per vehicle during peak period. Delay index less than 2.5. Level of service E. Delay index less than 2.0. 2010 All TRANSPLAN jurisdictions. None. KIRKER PASS ROAD Delay index less than 2.0. Level of service E. 2010 All TRANSPLAN jurisdictions. None. VASCO ROAD CORRIDOR (including Mountain House Road) Vehicle occupancy of 1.2 persons per vehicle during peak period. Delay index less than 2.5. 2010 All TRANSPLAN jurisdictions. None. MARSH CREEK ROAD (east of Deer Valley Road) Delay index less than 2.0.2010 All TRANSPLAN jurisdictions. None. CAMINO DIABLO ROAD DEER VALLEY ROAD (rural portion) Level of service E.2010 All TRANSPLAN jurisdictions. None. 3. Periodically review the East County Subregional Impact Fee that pays a portion of three regional improvements: SR 4 widening from Bailey Road to SR 4 Bypass; SR 4 Bypass; and Buchanan Road Bypass. SR 4 FREEWAY; SR 4 BYPASS; BUCHANAN ROAD BYPASS Vehicle occupancy of 1.2 persons per vehicle or greater during morning peak hour (SR 4 freeway). Delay index less than 2.5. Transit ridership increase of 25 percent from 2000 to 2010. 2010 Antioch, Brentwood, Oakley, County.  In 2016, the Board of Supervisors approved and authorized the Public Works Director, or designee, to execute, on behalf of the County, Contract Amendment No. 1 to the Joint Exercise of Powers Agreement/Contribution Agreement between East Contra Costa Regional Fee and Financing Authority and Contra Costa County for Phase 1 of the State Route 4 Bypass to increase the maximum reimbursement amount from $3.0 million to $3.35 million and extend the payment date from June 30, 2011 to June 30, 2020. 2. Implement a growth management strategy that reduces the traffic impacts of future development proposals in eastern Contra Costa County. Relevant Action Plan Policy Route(s) of Regional Signficance Multi-Modal Transportation Service Objective Schedule to Achieve Affected Jurisdictions Implentation Status as of December 31, 2017 (Actions since last Checklist are in Italics.) 2016 AND 2017 MEASURE J COMPLIANCE CHECKLIST TRANSPLAN AREA 4. Explore Commuter Rail Transit Options. Request CCTA lead an exploration of commuter rail options on existing tracks together with other agencies such as BART, Capitol Corridor Joint Powers Authority, ACE, AMTRAK or others. SR 4 FREEWAY; SR 4 NON- FREEWAY; PARALLEL ARTERIALS Vehicle occupancy of 1.2 persons per vehicle or greater during morning peak hour (SR 4 freeway). Delay index less than 2.5 (less than 2.0 on SR 4 non-freeway between Balfour Road and San Joaquin County line) Transit ridership increase of 25 percent from 2000 to 2010. 2010 All TRANSPLAN jurisdictions, CCTA, TRANSPLAN  None. 5. Intermodal Transit Centers: Develop East County BART stations as intermodal transit centers for East County. Involves improving coordination and interface between BART and bus transit; and Station area specific plans. SR 4 FREEWAY Vehicle occupancy of 1.2 persons per vehicle or greater during morning peak hour. Delay index less than 2.5. Transit ridership increase of 25 percent from 2000 to 2010. 2010 County, Pittsburg, BART and Tri Delta Transit.  In 2016 and 2017, the County participated in BART's North Concord to Antioch BART Access Study. 6. Transportation funding: Lobby for increased transportation funding at the state or regional level. SR 4 FREEWAY; VASCO ROAD CORRIDOR; BYRON HIGHWAY Vehicle occupancy of 1.2 persons per vehicle or greater during morning peak hour (SR 4 freeway and Vasco Road Corridor). Delay index less than 2.5 (less than 2.0 on Byron Highway). Transit ridership increase of 25 percent from 2000 to 2010. 2010 All TRANSPLAN jurisdictions  Ongoing: The County engages the delegation to advocate for increased transportation funding. Relevant Action Plan Policy Route(s) of Regional Signficance Multi-Modal Transportation Service Objective Schedule to Achieve Affected Jurisdictions Implentation Status as of December 31, 2017 (Actions since last Checklist are in Italics.) 2016 AND 2017 MEASURE J COMPLIANCE CHECKLIST TRANSPLAN AREA  In 2014 the County approved the Byron Highway-Byer Road Pedestrian Improvements Project.  In 2014 the County approved the Port Chicago Highway and Willow Pass Road Sidewalk Improvements Project.  In 2014 the County approved the Byron Highway-Byer Road Pedestrian Improvements Project.  In 2014 the County approved the Clearland Drive Curb Ramp Project a in the Bay Point area.  In 2014, the County approved Resolution No. 2014/212 approving and authorizing the Public Works Director, or designee, to file an application for the Active Transportation Program (ATP) funding for the Port Chicago Highway and Willow Pass Road Bicycle and Pedestrian Project.  In 2014, the County approved Resolution No. 2014/211 approving and authorizing the Public Works Director, or designee, to file an application for the Active Transportation Program (ATP) funding for the Rio Vista Pedestrian Connection Project.  In 2014, the County approved improvement plans for the Byron Highway-Byer Road Pedestrian Improvements in the Byron area.  In 2014, the County approved plans, specifications, and design for the Pacifica Avenue Sidewalk - Inlet Drive to Mariner’s Cove Drive Project.  In 2014, the County approved Amendment No. 2 with Kimley-Horn and Associates, Inc., effective November 1, 2014, Relevant Action Plan Policy Route(s) of Regional Signficance Multi-Modal Transportation Service Objective Schedule to Achieve Affected Jurisdictions Implentation Status as of December 31, 2017 (Actions since last Checklist are in Italics.) 2016 AND 2017 MEASURE J COMPLIANCE CHECKLIST TRANSPLAN AREA y , , , , to increase the payment limit by $150,000 to a new payment limit of $650,000 to provide additional transportation engineering services for the Bailey Road/State Route 4 Interchange Project.  In 2016, the Board of Supervisors approved the Walnut Boulevard Bike Lane Gap Closure Project and related actions under the California Environmental Quality Act; and, authorized the Public Works Director, or designee, to advertise the project.  In 2016, the Board of Supervisors approved the Bay Point Curb Ramp Project and related actions under the California Environmental Quality Act, and authorized the Public Works Director, or designee, to advertise the project  In 2016, the Board of Supervisors accepted a background report on the Marsh Creek Corridor Multi Use Trail concept from the Departments of Public Works and Conservation and Development, and adopted Resolution No. 2016/326 supporting exploration of the concept of the Marsh Creek Corridor Multi-Use Trail, and other related efforts to advance the concept.  In 2016, the Board of Supervisors adopted Resolution No. 2016/386 approving and authorizing the Public Works Director, or designee, to allocate the Transportation Development Act (TDA), Article 3 funds totaling $805,000 for bicycle and pedestrian projects for Fiscal Year 2016/2017 and directed he Public Works Director, or designee, to forward the list to the Metropolitan Transportation Commission for final approval and allocation of funding effective July 1, 2016.  In 2017, the Board of Supervisors adopted Resolution No. 7. Encourage walking and bicycling transportation: Provide improvements that encourage transportation via walking and bicycling, such as sidewalks and bicycled lanes or other facilities in conjunction with street improvement projects or new streets; and identification and elimination of physical barriers to bicycle and pedestrian travel. AREAWIDE ACTIONS N/A (no MTSOs for area-wide actions).N/A All TRANSPLAN jurisdictions Relevant Action Plan Policy Route(s) of Regional Signficance Multi-Modal Transportation Service Objective Schedule to Achieve Affected Jurisdictions Implentation Status as of December 31, 2017 (Actions since last Checklist are in Italics.) 2016 AND 2017 MEASURE J COMPLIANCE CHECKLIST TRANSPLAN AREA 8. Pursue a jobs-housing balance in East County: Work on growth policies and programs to promote more employment development, to provide an opportunity for shorter East County commutes and use available transportation capacity in what is now the “reverse commute” direction. SR 4 FREEWAY Vehicle occupancy of 1.2 persons per vehicle or greater during morning peak hour. Delay index less than 2.5. Transit ridership increase of 25 percent from 2000 to 2010. 2010 All TRANSPLAN jurisdictions.  None. 2017/30 to approve the Bel Air Trail Crossing Project and related actions under the California Environmental Quality Act, and authorized the Public Works Director, or designee, to advertise the Project and submit a 2017/2018 Transportation Development Act Grant Application to the Metropolitan Transportation Commission in the total amount of $150,000, for fiscal year 2016/2017  In 2017, the Board of Supervisors adopted Resolution No. 2017/197 approving and authorizing the recommendation of the Public Works Director, or designee, for allocating the Transportation Development Act (TDA), Article 3 funds totaling $800,000 for Fiscal Year 2017/2018 and directed the Public Works Director, or designee, to forward the list to the Metropolitan Transportation Commission for final approval and allocation of funding effective July 1, 2017.  In 2017, the Board of Supervisors approved the Bailey Road/State Route 4 Interchange Pedestrian & Bicycle Improvements Project and take related actions under the California Environmental Quality Act; and authorized the Interim Public Works Director, or designee, to advertise the Project.  In 2017, the Board of Supervisors accepted an update on the proposed Marsh Creek Corridor Multi-Use Trail, approved submission of grant application(s), each in the amount of $300,000, for the “Marsh Creek Multi-Use Trail Feasibility Study" to the following agencies and grant programs: Caltrans Senate Bill 1 Sustainable Transportation Planning Grant, Coastal Conservancy Proposition 1 Grant, and the Metropolitan Transportation Commission's Priority Conservation Area Grant; and authorized staff to develop and release a Request for Proposals to recruit and identify a consultant to conduct the Feasibility Study Relevant Action Plan Policy Route(s) of Regional Signficance Multi-Modal Transportation Service Objective Schedule to Achieve Affected Jurisdictions Implentation Status as of December 31, 2017 (Actions since last Checklist are in Italics.) 1. Maintain pavement management systems/schedules to manage and monitor pavement needs. Area-wide Actions N/A 2013 WCCTAC Jurisdictions  None. 2. Seek funding for roadway maintenance. Area-wide Actions N/A 2013 WCCTAC Jurisdictions  In 2017,the Board of Supervisors adopted Resolution No.2017/259 approving and authorizing the Public Works Director,or designee,to submit a One Bay Area Grant Cycle 2 (OBAG 2)Application to the Contra Costa Transportation Authority for federal funding under the Local Streets and Roads Preservation (LSRP)Program for the Contra Costa County Local Streets and Roads Preservation Project for $4,327,000. 3.Acknowledge casual carpooling and work with local jurisdictions on specific issues (e.g.signage,marketing,transit coordination,drop- off and pick-up areas, and parking). Area-wide Actions N/A 2013 WCCTAC Jurisdictions  None. 4.Develop a bicycle and/or pedestrian plan for West County using the update to the County-wide Bicycle and Pedestrian Plan as a baseline for analysis. Area-wide Actions N/A 2013 WCCTAC Jurisdictions  None. 5.Continue to focus on ADA compliance for pedestrians (e.g. improvements for the visually impared). Area-wide Action N/A 2013 WCCTAC Jurisdictions  In 2014,the Board of Supervisors approved improvement plans for curb ramps at Shawn Drive and Delmore Road.  In 2014,the Board of Supervisors approved the Giaramita Street Sidewalk Replacement Project and related actions under the California Environmental Quality Act,and authorized the Public Works Director, or designee, to advertise the project. 2016 AND 2017 MEASURE J COMPLIANCE CHECKLIST WCCTAC AREA Relevant Action Plan Policy Route(s) of Regional Signficance Multi-Modal Transportation Service Objective Schedule to Achieve Affected Jurisdictions Implentation Status as of December 31, 2017 (Actions since last Checklist are in Italics.) 2016 AND 2017 MEASURE J COMPLIANCE CHECKLIST WCCTAC AREA  In 2012, the Board of Supervisors approved and authorized the Public Works Director to execute a contract with Caltrans to continue the pedestrian improvement projects on Chesley Avenue and Market Avenue at the Union Pacific Railroad crossing  In 2013, the Board of Supervisors approved a Memorandum of Understanding between the County and East Bay Regional Park District for the conversion and rehabilitation of a 1.7-mile segment of Carquinez Scenic Drive into a segment of the San Francisco Bay Trail.  In 2014, the Board of Supervisors approved the Tara Hills Pedestrian Infrastructure Project and related actions under the California Environmental Quality Act and authorized the Public Works Director to advertise the project.  In 2014, the Board of Supervisors adopted Resolution No. 2014/213 approving and authorizing the Public Works Director, or designee, to file an application for the Active Transportation Program funding for the Appian Way Complete Streets Project for up to $500,000 and committing local support and assurance to complete the project, El Sobrante area.  In 2014, the Board of Supervisors approved and Relevant Action Plan Policy Route(s) of Regional Signficance Multi-Modal Transportation Service Objective Schedule to Achieve Affected Jurisdictions Implentation Status as of December 31, 2017 (Actions since last Checklist are in Italics.) 2016 AND 2017 MEASURE J COMPLIANCE CHECKLIST WCCTAC AREA 6. Work with CCTA and MTC to seek funding for bicycle and pedestrian improvements to: • Complete the San Francisco Bay Trail and connectors between Alameda County and the Carquinez Bridge. • Close gaps in the pedestrian system through installation of improvements such as crosswalks, sidewalks, curb cuts, islands or “holding areas,” and bus shelters. • Support streetscape enhancements, where feasible, and maintenance funding. • Study bicycle and pedestrian safety enhancements at the Point Molate/Bay Train/Chevron property near the Richmond-San Rafael Bridge toll plaza. Area-wide Action N/A 2013 WCCTAC Jurisdictions p pp authorized the Public Works Director, or designee, to submit, on behalf of the County, a grant application to the Contra Costa Transportation Authority for the Contra Costa Priority Development Area Planning Grant Program to conduct a planning study on San Pablo Avenue.  In 2015, the Board of Supervisors approved the Pomona Street Pedestrian Safety Improvement Project and related actions under the California Environmental Quality Act, and authorized the Public Works Director, or designee, to advertise the project.  In 2016, the Board of Supervisors approved the San Pablo Dam Road Sidewalk Gap Closure Project and related actions under the California Environmental Quality Act; and authorized the Public Works Director, or designee, to advertise the project.  In 2016, the Board of Supervisors adopted Resolution No. 2016/386 approving and authorizing the Public Works Director, or designee, to allocate the Transportation Development Act (TDA), Article 3 funds totaling $805,000 for bicycle and pedestrian projects for Fiscal Year 2016/2017 and directed the Public Works Director, or designee, to forward the list to the Metropolitan Transportation Commission for final approval and allocation of funding effective July 1, 2016.  In 2016, the Board of Supervisors approved plans f h d lk Relevant Action Plan Policy Route(s) of Regional Signficance Multi-Modal Transportation Service Objective Schedule to Achieve Affected Jurisdictions Implentation Status as of December 31, 2017 (Actions since last Checklist are in Italics.) 2016 AND 2017 MEASURE J COMPLIANCE CHECKLIST WCCTAC AREA 7. Require project sponsors to routinely evaluate and address public and private project impacts on transit bus travel time and service affected on Routes of Regional Significance. Area-wide Actions N/A 2013 WCCTAC Jurisdictions  None. for the Pomona Street Raised Crosswalk Project.  In 2017, the Board of Supervisors adopted Resolution No. 2017/32 to APPROVE the Parker Avenue Pedestrian Improvement Project In Rodeo and related actions under the California Environmental Quality Act and authorized the Public Works Director, or designee, to advertise the Project and submit a 2017/2018 Transportation Development Act Grant Application to the Metropolitan Transportation Commission in the total amount of $100,000, for fiscal year 2016/2017.  In 2017, the Board of Supervisors adopted Resolution No. 2017/81 approving and authorizing the Public Works Director, or designee, to file an application for the Active Transportation Program (ATP) Cycle 3 funding for the Fred Jackson Way First Mile/Last Mile Connection Project for $3,298,000, and committing local support and assurance to complete the project.  In 2017, the Board of Supervisors approved and authorized the Interim Public Works Director, or designee, to apply for and, if awarded, accept a grant for the 2017 Active Transportation Program Augmentation to Cycle 3 to the California Transportation Commission for the Appian Way Complete Streets Project and San Miguel Drive Complete Streets Project. Relevant Action Plan Policy Route(s) of Regional Signficance Multi-Modal Transportation Service Objective Schedule to Achieve Affected Jurisdictions Implentation Status as of December 31, 2017 (Actions since last Checklist are in Italics.) 2016 AND 2017 MEASURE J COMPLIANCE CHECKLIST WCCTAC AREA 8. Encourage adoption of General Plan components that: • Support a jobs/housing balance. • Support the preservation of open space and in-fill developments. •Support high-density transit oriented development of residential, commercial and mixed use development,especially around rail stations and transit hubs. •Incorporate transit-supporting goals and policies in the circulation element, such as designation of a network of transit streets. •Monitor development and implementation projects on or near the san Pablo Avenue corridor and the El Cerrito BART stations,as a designated ABAG FOCUS Priority Development Area. Area-wide Actions N/A 2013 WCCTAC Jurisdictions  None. 9.Work with BAAQMD to alert residents of air quality problem days with the “Spare the Air” campaign. Area-wide Actions N/A 2013 WCCTAC Jurisdictions  None. 10. Work with schools/Districts to prepare a needs assessment of the sidewalk and bicycle facilities along school routes to promote safe access to schools. Area-wide Actions N/A 2013 WCCTAC Jurisdictions  None. 11. Continue support of Street Smarts Program to promote increase in public safety education and reduction in pedestrian and bicycle injury incidents and actively seek State and Federal Safe Routes to School and Safe Routes to Transit grant funding. Area-wide Actions N/A 2013 WCCTAC Jurisdictions  In 2016, the Board of Supervisors approved and authorized the Health Service Director, or designee, to accept Transportation Development Act Grant funds from the Metropolitan Transportation Commission for the Bicycle and Pedestrian Safety Education Project, to pay County an amount not to exceed $40,000 for the period July 1, 2016 through June 30, 2017. 12.Seek funding for installation of intersection signal emergency service vehicle preemption to permit faster response times. Area-wide Actions N/A 2013 WCCTAC Jurisdictions  None. 13. Work with CCTA, MTC, Caltrans, WCCTAC and WCCTAC jurisdictions to complete a West County goods movement study to reduce impacts on West County roadways and ensure efficient goods movement. Seek funding to study goods movement issues such as truck activity increases, truck and rail interaction, and designation of truck routes to address increased goods movement. Area-wide Actions N/A 2013 WCCTAC Jurisdictions  None. 14.WCCTAC staff will prepare a Climate Change report specific to West County in coordination with the biennial Growth Management Compliance Checklist (with the collaboration of the member agencies – local jurisdictions and transit operators –and other transportation colleagues)for presentation to the WCCTAC Board through 2010.The Report will highlight the transportation and transportation-related actions that have been achieved that affect GHG emissions. Area-wide Action N/A 2013 WCCTAC Jurisdictions  None. Relevant Action Plan Policy Route(s) of Regional Signficance Multi-Modal Transportation Service Objective Schedule to Achieve Affected Jurisdictions Implentation Status as of December 31, 2017 (Actions since last Checklist are in Italics.) 2016 AND 2017 MEASURE J COMPLIANCE CHECKLIST WCCTAC AREA 15. Create truck access routes to the Richmond Parkway that minimize truck traffic through residential areas. RICHMOND PARKWAY Maintain LOS “D” or better at all signalized intersections on Richmond Parkway. 2013 WCCTAC Jurisdictions  None. 16. Participate in the planning and review of the proposed Point Molate Casino and Sugarbowl Casino in North Richmond RICHMOND PARKWAY Maintain LOS “D” or better at all signalized intersections on Richmond Parkway. 2013 WCCTAC Jurisdictions  None. 17. Plan and implement improvements identified by the North Richmond Truck Study adjacent to Richmond Parkway. RICHMOND PARKWAY Maintain LOS “D” or better at all signalized intersections on Richmond Parkway. 2013 WCCTAC, Richmond, Contra Costa County  None. 18. Support improvement to the Richmond Parkway Bay Trail crossing at Wildcat Creek. RICHMOND PARKWAY Maintain LOS “D” or better at all signalized intersections on Richmond Parkway. 2013 WCCTAC, Richmond, Contra Costa County, San Pablo  None. 19. Study potential roadway modifications to permit transit service improvements on Richmond Parkway and pedestrian crossings. RICHMOND PARKWAY Maintain LOS “D” or better at all signalized intersections on Richmond Parkway. 2013 WCCTAC, AC Transit, Richmond, Contra Costa County  None. 20.Study traffic improvement and management options to discourage diversion from I-80 and encourage diverted traffic to return to I-80 on the next downstream feeder road.Clearly identify feeder roads to motorists that will take them back to I-80,particularly at Appian Way, Hilltop Drive,El Portal Drive,and San Pablo Dam Road.Include study of diversion traffic and reduction in diversion traffic as part of the I-80 ICM project and San Pablo SMART corridor. SAN PABLO AVENUE Maintain LOS “E” or better at all signalized intersections along San Pablo Avenue. 2013 WCCTAC Jurisdictions, Caltrans  In 2012,the Board of Supervisors authorized the Public Works Director to execute a Memorandum of Understanding with Caltrans for the I-80 Integrated Corridor Mobility (ICM) Project. 21. Work with CCTA and MTC to seek funding to: •Develop bike route links to the Bay Trail such as the Richmond Greenway,Wildcat Creek Trail,Pinole Valley Road,and John Muir Parkway as alternate bicycle facilities to San Pablo Avenue. •Improve bicycle and pedestrian access to the West County BART stations. SAN PABLO AVENUE Maintain LOS “E” or better at all signalized intersections along San Pablo Avenue. 2013 WCCTAC Jurisdictions, BART, AC Transit, WestCAT, Contra Costa Health Services  None. 22. Complete a corridor-wide specific plan for San Pablo Avenue through coordination of each partner jurisdiction, building upon the specific plans prepared by the cities of Richmond and El Cerrito as well as the County of Contra Costa (and potentially San Pablo). SAN PABLO AVENUE Maintain LOS “E” or better at all signalized intersections along San Pablo Avenue. 2013 WCCTAC Jurisdictions, BART, AC Transit  None. 23.Partner with ABAG on development of San Pablo Avenue,El Cerrito del Norte BART station,Hercules New Town Center and Hercules Waterfront as well as other Priority Development Areas. SAN PABLO AVENUE Maintain LOS “E” or better at all signalized intersections along San Pablo Avenue. 2013 WCCTAC Jurisdictions  None. 24.Seek funding for construction of completed plans for San Pablo Avenue SMART Corridor extension to Crockett.SAN PABLO AVENUE Maintain LOS “E” or better at all signalized intersections along San Pablo Avenue. 2013 WCCTAC Jurisdictions  None. Relevant Action Plan Policy Route(s) of Regional Signficance Multi-Modal Transportation Service Objective Schedule to Achieve Affected Jurisdictions Implentation Status as of December 31, 2017 (Actions since last Checklist are in Italics.) 2016 AND 2017 MEASURE J COMPLIANCE CHECKLIST WCCTAC AREA 25. Seek funding for SMART Corridors O&M.SAN PABLO AVENUE Maintain LOS “E” or better at all signalized intersections along San Pablo Avenue. 2013 WCCTAC Jurisdictions, CCTA  None. 26. Work with transit agencies and jurisdictions to resolve transit access and amenity needs as identified by the transit agencies. SAN PABLO DAM ROAD Maintain San Pablo Dam Road transit ridership of 3,000 passengers per weekday by year 2012. Maintain LOS “E” or better at all signalized intersections along San Pablo Dam Road. Achieved in 2005 2013 WCCTAC, AC Transit, Contra Costa County, Richmond, San Pablo  None. 27.Work with CCTA and MTC to develop recommendations to increase the frequency and connectivity of bus service for riders traveling between the cities of Richmond,San Pablo,El Sobrante, Pinole and Orinda. SAN PABLO DAM ROAD Maintain San Pablo Dam Road transit ridership of 3,000 passengers per weekday by year 2012. Maintain LOS “E” or better at all signalized intersections along San Pablo Dam Road. 2013 WCCTAC, Pinole, Richmond, San Pablo, Contra Costa County, AC Transit, BART  None. 28.Seek grant funding from CCTA and MTC to study intersection configurations and signal coordination in the residential and commercial portions and San Pablo Dam Road. SAN PABLO DAM ROAD Maintain San Pablo Dam Road transit ridership of 3,000 passengers per weekday by year 2012. Maintain LOS “E” or better at all signalized intersections along San Pablo Dam Road. 2013 WCCTAC, Richmond, San Pablo, Contra Costa County  None. 29.Utilize completed roadway alignment study of San Pablo Dam Road between Appian Way and Tri Lane to adopt road design standards,a capital improvement program for infrastructure improvements, and zoning. SAN PABLO DAM ROAD Maintain San Pablo Dam Road transit ridership of 3,000 passengers per weekday by year 2012. Maintain LOS “E” or better at all signalized intersections along San Pablo Dam Road. 2013 Richmond, Contra Costa County  None. 30.Coordinate any vehicle,pedestrian and bicycle improvements with the findings of recently completed Downtown El Sobrante couplet study.Based on the findings of this study,potentially add and coordinate signals in commercial core as well as improve pedestrian and bicycle access through installation of pedestrian corsswalks,traffic calming measures,school safety measure and streetscape improvements. SAN PABLO DAM ROAD Maintain San Pablo Dam Road transit ridership of 3,000 passengers per weekday by year 2012. Maintain LOS “E” or better at all signalized intersections along San Pablo Dam Road. 2013 WCCTAC, Contra Costa County, Caltrans, Richmond, San Pablo, Contra Costa Health Services  In 2012,the Board of Supervisors approved the San Pablo Dam Road Walkability Project and authorized the Public Works Director to advertise the project.  In 2016,the Board of Supervisors approved the San Pablo Dam Road Sidewalk Gap Closure Project and related actions under the California Environmental Quality Act;and,authorized the Public Works Director, or designee, to advertise the project. Relevant Action Plan Policy Route(s) of Regional Signficance Multi-Modal Transportation Service Objective Schedule to Achieve Affected Jurisdictions Implentation Status as of December 31, 2017 (Actions since last Checklist are in Italics.) 2016 AND 2017 MEASURE J COMPLIANCE CHECKLIST WCCTAC AREA 31. Plan, design, fund and implement improvements to I-80/San Pablo Dam Road interchange. SAN PABLO DAM ROAD Maintain San Pablo Dam Road transit ridership of 3,000 passengers per weekday by year 2012. Maintain LOS “E” or better at all signalized intersections along San Pablo Dam Road. 2013 WCCTAC, San Pablo, Richmond, Caltrans, CCTA, Contra Costa County  In 2012,the Board of Supervisors approved and authorized execution of a contract with the Contra Costa Transportation Authority (CCTA)to provide right-of-way services to CCTA for the I-80/San Pablo Dam Road Interchange Project.  In 2013,the Board of Supervisors approved and authorized execution of an agreement with Caltrans, City of San Pablo and CCTA for the exercise of the power of eminent domain for the I-80/San Pablo Dam Road Interchange Project.  In 2013,the Board of Supervisors adopted Resolution of Necessity No.2013/475 for acquisition by eminent domain of real property required for the I- 80/San Pablo Dam Road Interchange Project - Phase 1. 32.Based on the findings of the Downtown El Sobrante Study,work with CCTA and MTC to fund construction of any vehicle,pedestrian, and bicycle improvements.Modifications may include widening Appian Way to four lanes from Valley View Road in unincorporated Contra Costa County to Michael Drive in the City of Pinole.Additional modifications may include improved pedestrian and bicycle access through installation of pedestrian crosswalks,traffic calming measures, and streetscape improvements. APPIAN WAY Maintain LOS “D” or better at all signalized intersections on Appian Way. 2013 WCCTAC, Contra Costa County, Pinole  In 2013,the County adopted the Appian Way Alternatives Analysis and Complete Streets Study. 33.Encourage traffic safety and operational improvements including the planned extension of the existing truck climbing lane on Cummings Skyway approximately 2 miles. CUMMINGS SKYWAY Maintain LOS “D” or better on all segments on Cummings Skyway.2013 WCCTAC, Contra Costa County  None. 34.Design and fund the Cummings Skyway Class II bike lane project between Corockett Boulevard and Franklin Canyon Road.CUMMINGS SKYWAY Maintain LOS “D” or better on all segments on Cummings Skyway.2013 WCCTAC, Contra Costa County  None. 35.Seek grant funding to develop and implement a signal coordination plan for El Portal Drive.EL PORTAL DRIVE Maintain LOS “D” or better at all signalized intersections on El Portal Drive. 2013 WCCTAC, San Pablo, Contra Costa County  None. 36.Plan,fund,and implement bike route improvements to create a continuous bike route to Contra Costa College.EL PORTAL DRIVE Maintain LOS “D” or better at all signalized intersections on El Portal Drive. 2013 WCCTAC, San Pablo, Contra Costa County  None. 37. Support implementation of the El Portal Gateway Project.EL PORTAL DRIVE Maintain LOS “D” or better at all signalized intersections on El Portal Drive. 2013 WCCTAC, San Pablo, Contra Costa County  None. Relevant Action Plan Policy Route(s) of Regional Signficance Multi-Modal Transportation Service Objective Schedule to Achieve Affected Jurisdictions Implentation Status as of December 31, 2017 (Actions since last Checklist are in Italics.) 2016 AND 2017 MEASURE J COMPLIANCE CHECKLIST WCCTAC AREA 38.Monitor requirement for changes or additions to the El Portal Drive interchange ramps as part of the I-80/San Pablo Dam Road interchange construction project. EL PORTAL DRIVE Maintain LOS “D” or better at all signalized intersections on El Portal Drive. 2013 WCCTAC, San Pablo, Richmond, Caltrans, CCTA, Contra Costa County  None. Compliance Checklist Reporting Jurisdiction: Contra Costa County For Fiscal Years 2017-18 and 2018-19 Reporting Period: Calendar Years 2016 & 2017 Attachment B General Plan Amendments 2016 and 2017 General Plan Amendments Meets Growth Management Element Standards? Meets MTSOs? RTPC Reviewed (GPAs)? Results of RTPC Review (GPAs) 1. Name: CCTA Model Growth Management Element Correspondence Table N/A N/A No N/A Location: N/A Applicant: County County File #: GP16-0001 Description: Added the CCTA Model Growth Management Element Correspondence Table and explanatory text to the Growth Management Element. Adopted: 3/29/2016 Resolution #: --- Calendar Year: 2016 Net New Peak Hour Trips: N/A (No development was approved.) 2. Name: Buchanan Field Business Park Amendment N/A N/A No N/A Location: Sally Ride Drive, Concord area Applicant: County County File: #GP16-0002 Description: Amended Land Use Element Policy 3-98 (now Policy 3-99) to increase the development cap from 18,500 square feet to 52,300 square feet for the area at Buchanan Field Airport designated “Business Park” on the Land Use Element Map. Adopted: 6/21/2016 Resolution #: --- Calendar Year: 2016 Net New Peak Hour Trips: N/A (No development was approved.) The amendment to the General Plan policy reallocated allowed square footage amongst parcels within the “West Development Area,” without increasing the total number of trips anticipated under the approved Buchanan Field Airport Master Planning Program (2008). 3. Name: Roadway Network Plan Revisions N/A N/A Yes No comments Location: Tassajara Valley and Southeast County Applicant: County County File: GP16-0006 Description: Amended the Transportation and Circulation Element, Roadway Network Plan, to indicate an ultimate four-lane width for Camino Tassajara instead of six lanes; amended the Roadway Network Plan to highlight a “Special Planning Area” in the vicinity of the proposed State Route 239 and Vasco Road-Byron Highway Connector alignments; amended the Land Use Element to add a policy explaining the significance of the Special Planning Area. Adopted: 12/13/2016 Resolution #: --- Calendar Year: 2016 Net New Peak Hour Trips: N/A (No development was approved.) 4. Name: Saranap Village Mixed-Use Project Yes Yes Yes No comments Location: Intersection of Boulevard Way and Saranap Avenue, Saranap (Walnut Creek) area Applicant: Hall Equities Group County File: #GP13-0003 Description: Amended the Land Use Element Map to redesignate the subject site from “Multiple-Family Residential-Medium Density” and “Commercial” to “Mixed-Use;” amended the Land Use Element to add a description of the Saranap Village Project; amended the Roadway Network Plan to reclassify Boulevard Way from “arterial” to “collector;” amended Transportation and Circulation Element Implementation Measure 5-w to allow more flexibility regarding on-street parking along collectors. Adopted: 8/15/2017 Resolution #: --- Calendar Year: 2017 Net New Peak Hour Trips: 217 a.m. and 214 p.m. 5. Name: Olympic Boulevard 5-lot Subdivision Yes Yes No N/A Location: 2424 Olympic Boulevard, Walnut Creek area Applicant: Sterling Associates County File #: GP15-0002 Description: Amended the Land Use Element Map to redesignate the site from Single- Family Residential-Medium Density to Single-Family Residential-High Density Adopted: 12/5/2017 Resolution #: 2017/425 Calendar Year: 2017 Net New Peak Hour Trips: 4 a.m and 5 p.m. Compliance Checklist Reporting Jurisdiction: Contra Costa County For Fiscal Years 2017-18 and 2018-19 Reporting Period: Calendar Years 2016 & 2017 Attachment C -ANNUAL ELEMENT PROGRESS REPORTHousing Element Implementation(CCR Title 25 §6202 )JurisdictionReporting PeriodPursuant to GC 65400 local governments must provide by April 1 of each year the annual report for the previous calendar year to the legislative body, the Office of Planning and Research (OPR), and the Department of Housing and Community Development (HCD). By checking the “Final” button and clicking the “Submit” button, you have submitted the housing portion of your annual report to HCD only. Once finalized, the report will no longer be available for editing.The report must be printed and submitted along with your general plan report directly to OPR at the address listed below: Governor’s Office of Planning and Research P.O. Box 3044 Sacramento, CA 95812-3044CONTRA COSTA COUNTY01/01/201612/31/2016 (9) Total of Moderate and Above Moderate from Table A328201(10) Total by Income Table A/A30028201(11) Total Extremely Low-IncomeUnits*0-ANNUAL ELEMENT PROGRESS REPORTHousing Element Implementation(CCR Title 25 §6202 )JurisdictionReporting PeriodAffordability by Household IncomesVery Low-IncomeProject Identifier(may be APN No., project name or address)Unit CategoryNote below the number of units determined to be affordable without financial or deed restrictions and attach an explanation how the jurisdiction determined the units were affordable. Refer to instructions.8Housing without Financial Assistanceor Deed Restrictions4Table A5aHousing with Financial Assistance and/or Deed Restrictions67Housing Development Information53Low-IncomeModerate-IncomeAboveModerate-IncomeTotal Unitsper Project1TenureR=RenterO=Owner2Deed RestrictedUnitsEst. # Infill Units*See InstructionsSee InstructionsAssistance Programs for Each DevelopmentAnnual Building Activity Report Summary - New Construction Very Low-, Low-, and Mixed-Income Multifamily ProjectsCONTRA COSTA COUNTY01/01/201612/31/2016* Note: These fields are voluntary -ANNUAL ELEMENT PROGRESS REPORTHousing Element Implementation(CCR Title 25 §6202 )JurisdictionReporting Period(3) Acquisition of Units(2) Preservation of Units At-Risk(5) Total Units by IncomeActivity TypeVery Low-IncomeAnnual Building Activity Report Summary - Units Rehabilitated, Preserved and Acquired pursuant to GC Section 65583.1(c)(1)(1) Rehabilitation ActivityAffordability by Household IncomesPlease note: Units may only be credited to the table below when a jurisdiction has included a program it its housing element to rehabilitate, preserve or acquire units to accommodate a portion of its RHNA whichmeet the specific criteria as outlined in GC Section 65583.1(c)(1) Low-IncomeTable A2* Note: This field is voluntary(4) The Description should adequately document how each unit complies with subsection (c )(7) of Government Code Section 65583.1TOTAL UNITSExtremely Low-Income*CONTRA COSTA COUNTY01/01/201612/31/20160000000000000000 -ANNUAL ELEMENT PROGRESS REPORTHousing Element Implementation(CCR Title 25 §6202 )JurisdictionReporting Period6. TotalNo. of Units Permitted for Above Moderate1. Single FamilyNo. of Units Permitted for Moderate 2. 2 - 4 Units 3. 5+ Units7. Number of infill units*5. Mobile HomesAnnual building Activity Report Summary for Above Moderate-Income Units(not including those units reported on Table A) 4. Second UnitTable A3* Note: This field is voluntaryCONTRA COSTA COUNTY01/01/201612/31/2016420193280187140002010 -ANNUAL ELEMENT PROGRESS REPORTHousing Element Implementation(CCR Title 25 §6202 )JurisdictionReporting PeriodYear8Year7Year5Regional Housing Needs Allocation Progress Remaining Need for RHNA Period ► ► ► ► ► Year1Total Units to Date (all years)LowNon-Restricted Very LowDeed RestrictedNon-RestrictedYear4Note: units serving extremly low-income households are included in the very low-income permitted units totals.Total Units ► ► ► Deed Restricted Enter Calendar Year starting with the first year of the RHNA allocation period. See Example.Year3 Above Moderate ModerateYear2 Permitted Units Issued by AffordabilityRHNA Allocation by Income LevelTotal Remaining RHNAby Income LevelYear9Year6Total RHNA by COG.Enter allocation number:Income LevelTable B CONTRA COSTA COUNTY01/01/201612/31/2016374000000000000000000037421808000000000000000082102436528000000093150532276201000000-4775513673492290000000578789 Neighborhood Preservation ProgramImprove the quality of existing housing &neighborhoods.OngoingThere were five homes within the unincorporated county that wererehabilitated. Of those five projects, two were moderate income, two were lowincome, and one was extremely low income. Weatherization ProgramAssist homeowners and renters withminor home repairs.Ongoing297 units have been weatherized in County cities, towns, and communities.221 units were extremely low income, 75 units were very low income, and 1unit was low income. Code EnforcementMaintain & improve the quality of existinghousing & neighborhoods.OngoingThere were a total of 951 cases opened with 893 cases closed. Approximately99% of all cases were residential. Preservation of Affordable Housing Assisted with PublicFundsPreserve the existing stock of affordablehousing.OngoingThe County provided $300,000 in HOME and CDBG funding for a 14-unitrehabilitation project located in Bay Point. Additionally, the County provided$4.125 million in funding recommendations for HOME, HOPWA, and CDBG tosupport the rehabilitation of 283 rental units in the Cities of Concord andPinole. New Construction of Affordable HousingIncrease the supply of affordable housing,including units affordable to extremely lowincome households.Annual:Award HOME,CDBG, andThe County provided $1.55 million in CDBG funding for a 42-unit rental projectlocated in North Richmond. Additionally, the County provided $1.67 million infunding recommendations for HOME, HOPWA, and CDBG to support the-ANNUAL ELEMENT PROGRESS REPORTHousing Element Implementation(CCR Title 25 §6202 )JurisdictionReporting PeriodProgram Description(By Housing Element Program Names)Housing Programs Progress Report - Government Code Section 65583.Describe progress of all programs including local efforts to remove governmental constraints to the maintenance, improvement, and development of housing as identified in the housing element.Name of Program ObjectiveTimeframein H.E.Status of Program ImplementationProgram Implementation StatusTable CCONTRA COSTA COUNTY01/01/201612/31/2016 HOPWAfunds toexperiencedhousingdevelopersdevelopment of 138 new rental units in the cities of El Cerrito, Pittsburg, andWalnut Creek. The County also issued $23,571,320 in tax-exempt bonds for143 new units in the cities of Walnut Creek and Antioch. Housing Successor to the former RedevelopmentAgencyUtilize County owned property (formerredevelopment agency) to developaffordable housingDispositionagreementsby 2020.The Rodeo Senior Housing Extension project in Rodeo had an ExclusiveNegotiating Agreement approved in December. The County issued a Requestfor Qualifications/Request for Proposal in December for the Orbisonia Heightsproject in Bay Point. The property at 1250 Las Juntas in Walnut Creek wassold in December to Habitat for Humanity. This property is located within thecity limits. Inclusionary HousingIntegrate affordable housing withinmarket-rate developments.OngoingIn-lieu fees were collected for developments within a subdivision. The totalfees collected was $23,249. Acquisition/ RehabilitationImprove existing housing and increasesupply of affordable housing.OngoingThere were no projects in this reporting period within the unincorporatedCounty. The County issued $45,464,000 in tax-exempt bonds for 235 units inthe Cities of Pinole and Concord. Second UnitsFacilitate the development of secondunits.OngoingThere were 19 building permits issued for second units. Affordability by DesignDevelop affordability by design programto promote creative solutions to buildingdesign and construction.2017There is nothing to report for this reporting period. New Initiatives ProgramDevelop new programs or policies to fundor incentivize affordable housingdevelopment2017The County is implementing the State's Accessory Dwelling Unit Ordinance. Special Needs HousingIncrease the supply of special needshousing.OngoingThere were no projects in this reporting period within the unincorporatedCounty. The County provided $487K in HOME funds to support thedevelopment of a 30-unit rental project in the City of Pittsburg for homelessveterans and veterans.Developmental Disabled HousingIncrease the supply of housing availableto persons with developmental disabilities.OngoingThere were no projects this reporting period in the unincorporated County. Accessible HousingIncrease the supply of accessiblehousing.OngoingThe County provided funding for a multifamily rental project in North Richmondthat will include 4 fully accessible units; 3 physically disabled units and 1vision/hearing impaired unit. Additionally, the County provided funding forprojects located in the Cities of El Cerrito, Pittsburg and Walnut Creek thatincluded a total of 11 fully accessible units; 8 physically disabled units and 3vision/hearing impaired units. Reasonable AccommodationIncrease the supply of special needs andaccessible housing.OngoingThrough the NPP program, the County assisted in the funding of 5 fullyaccessible bathroom renovations and 1 addition of an exterior stair lift. Inaddition, the County provides access to language assistance via phone calls,emails, and/or general correspondence to all residents of the County requiringthese services.Council on Homelessness, formerly known as, ContraCosta Interagency Council on HomelessnessMeet the housing & supportive servicesneeds of the homelessOngoingThis program is currently known as the Council on Homelessness. Theycontinue to support the development of permanent supportive housing. HearthAct funds are used for the support of existing permanent supportive housingunits or placement of people into permanent supportive housing. Farmworker HousingIncrease the supply of farmworkerhousing.Annually:Includefarmworkerhousing inCDBG, HOMENOFA (See#5 above)There were none built this reporting period. First-Time Homebuyer OpportunitiesProvide additional homeownershipopportunities.OngoingThe County provided 54 households with the Mortgage Credit CertificateProgram (MCC) throughout the county and cities, a total of $3,566,301 in MCCfunds. Extremely Low Income HousingPromote development of housingaffordable to extremely low incomehouseholds.Annually:Prioritize x-low incomehousing infundingrecommendationsThe County continues to provide funding preferences to developers whoinclude units that are affordable to extremely-low income households. Therewere a total of 225 extremely low income housing projects during this reportingperiod (See Neighborhood Preservation Program and WeatherizationProgram). Sites InventoryProvide for adequate housing sites,including 'as-right development' sites forhomeless facilitiesOngoingmaintenanceof siteinventory.There are no changes or updates for this reporting period. Mixed-Use DevelopmentsEncourage mixed-use developments.2015 ¿ 2016:Reviewexistingordinance anddevelopmentpatterns.There are no projects to report. Density Bonus & Other Development IncentivesSupport affordable housing development.OngoingThere are no projects to report for this reporting period. Infill DevelopmentFacilitate infill development.Biennially:The County continues to use the Small Lot Review process to assist applicants Review siteinventory,adjust forplanned andcompleteddevelopmentsin developing infill single-family residences on substandard-size lots andstreamline the administrative review process for infill housing in the formerredevelopment areas. Planned Unit DistrictProvide flexibility in design for residentialprojects.OngoingThere are no updates to report during this period. Development FeesReduce the cost of developmentOngoingThere are no updates to report during this period. Quick Turn-around ProgramDevelop program to expedite review ofsmall projects, and conditions of approval.2016This program continues to be utilized for ensuring expedited review of infillprojects and various planning applications including tree permits, variances,and design reviews. Review of Zoning & Subdivision OrdinancePeriodically review subdivision ordinanceto ensure it does not unduly constrainhousing development.Revise zoning code to allow emergencyshelters by right, single room occupancyhousing, transitional and permanentsupportive housing, and agriculturalworker housing.Ongoing:period reviewof zoning andsubdivisionordinancesThere are no updates to report during this period. The agricultural workerhousing, permanent supportive housing, and transitional housing draft zoningordinance is expected in 2017. Coordinated County Department Review ofDevelopment ApplicationsExpedite application review through abetter coordinated process with otherCounty departments.OngoingThe County strives to coordinate and reach-out to other County departmentsand agencies when processing new applications. Anti-Discrimination ProgramPromote fair housing.Completeupdate to theAI afterpromulgationof newregulationsThe Analysis of Impediments to Fair Housing (AI) was adopted by the Board ofSupervisors on May 25, 2010. A major effort to update the AI occurred in 2016.The final AI updated document is anticipated to be presented to the CountyBoard of Supervisors in Spring 2017. Residential Displacement ProgramLimit number of households beingdisplaced or relocated because of Countysponsored programs or projects.OngoingThere are no updates to report this period within the unincorporated County. Residential Energy Conservation ProgramParticipate in Bay Area regional efforts toreduce energy consumption.2016: DraftCountyguidelinesSolar permits for roof-mounted residential PV systems are available on-lineunder the Application and Permit Center web page. Instructions for in-personand on-line submittal for expedited review is posted on the County's web page.The number of solar permits issued is 1,563. -ANNUAL ELEMENT PROGRESS REPORTHousing Element Implementation(CCR Title 25 §6202 )JurisdictionReporting PeriodGeneral Comments:CONTRA COSTA COUNTY01/01/201612/31/2016 Compliance Checklist Reporting Jurisdiction: Contra Costa County For Fiscal Years 2017-18 and 2018-19 Reporting Period: Calendar Years 2016 & 2017 Attachment D This Complete Streets Policy was adopted by Resolution No. 2016/374 by the Board of Supervisors of Contra Costa County on July 12, 2016. COMPLETE STREETS POLICY OF CONTRA COSTA COUNTY A. Complete Streets Principles 1. Complete Streets Serving All Users. Contra Costa County expresses its commitment to creating and maintaining Complete Streets that provide safe, comfortable, and convenient travel along and across rights-of-way (including streets, roads, highways, bridges, paths, and other portions of the transportation system) through a comprehensive, integrated transportation network that serves all categories of users, including pedestrians, bicyclists, persons with disabilities, motorists, movers of commercial goods, users and operators of public transportation, seniors, children, youth, students and families. 2. Context Sensitivity. In planning and implementing street projects, departments and agencies of Contra Costa County shall maintain sensitivity to local conditions in both residential and business districts as well as urban, suburban, and rural areas, and shall work with residents, merchants, school representatives, and other stakeholders to ensure that a strong sense of place ensues. Improvements that will be considered include sidewalks, shared use paths, separated bikeways/cycle tracks, bicycle lanes, bicycle routes, paved shoulders, street trees and landscaping, planting strips, accessible curb ramps, crosswalks, refuge islands, pedestrian signals, signs, street furniture, bicycle parking facilities, public transportation stops and facilities, transit priority signalization, traffic calming circles, transit bulb outs, road diets and other features assisting in the provision of safe travel for all users and those features and concepts identified in the Contra Costa County Complete Streets General Plan Amendment of April 2008. 3. Complete Streets Routinely Addressed by All Departments. All departments and agencies of Contra Costa County shall work towards making Complete Streets practices a routine part of everyday operations, approach every relevant project, program, and practice as an opportunity to improve streets and the transportation network for all categories of users/modes, and work in coordination with other departments, agencies, and jurisdictions to maximize opportunities for Complete Streets, connectivity, and cooperation. Example activities include, but are not necessarily limited to the following: pavement resurfacing, restriping, accessing above and underground utilities, signalization operations or modifications, maintenance of landscaping/related features, and shall exclude minor (catch basin cleaning, sign replacement, pothole repair, etc.) maintenance and emergency repairs. 4. All Projects and Phases. Complete Streets infrastructure sufficient to enable reasonably safe travel along and across the right of way for each category of users shall be incorporated into all planning, funding, design, approval, and implementation processes for any construction, reconstruction, retrofit, maintenance, operations, alteration, or repair of streets (including streets, roads, highways, bridges, and other portions of the transportation system), except that specific infrastructure for a given category of users may be excluded if an exemption is approved via the process set forth in section C.1 of this policy. B. Implementation 1. Plan Consultation and Consistency. Maintenance, planning, and design of projects affecting the transportation system shall be consistent with the Contra Costa County General Plan, as well as other applicable bicycle, pedestrian, transit, multimodal, best practices, and other relevant documents. Where such consistency cannot be achieved without negative consequences, consistency shall not be required if the head of the relevant departments, or designees, provides written approval explaining the basis of such deviation. 2. Street Network/Connectivity. As feasible, and as opportunities arise, Contra Costa County shall incorporate Complete Streets infrastructure into existing streets to improve the safety and convenience of users, with the particular goal of creating a connected network of facilities accommodating each category of users, increasing connectivity across jurisdictional boundaries, and for accommodating existing and anticipated future areas of travel origination or destination. A well connected network should include non-motorized connectivity to schools, parks, Exhibit A commercial areas, civic destinations and regional non-motorized networks on both publically owned roads/land and private developments (or redevelopment areas). 3. Countywide Bicycle Advisory Committee (CBAC) Consultation. The CBAC may review the design principles used by staff to accommodate motor vehicle, bicycle, pedestrian, and transit modes of travel when reviewing projects. The CBAC will be engaged early in the planning and design stage to provide an opportunity for comments and recommendations regarding Complete Street features of major public transportation projects. 4. Evaluation. The County will establish a means to collect data and evaluate the implementation of complete streets policies. For example tracking the number of miles of paths, bike lanes and sidewalks, numbers of street crossings, signage etc. C. Exceptions 1. Required Findings and Leadership Approval for Exemptions. Plans or projects that seek exemptions from incorporating Complete Streets design principles must provide a written explanation of why accommodations for all modes were not included in the project. An exemption may be granted by the Director of Public Works or Director of Conservation and Development upon finding that inclusion of Complete Streets design principles are not possible or appropriate under one or more of the following circumstances: 1) bicycles or pedestrians are not permitted on the subject transportation facility pursuant to state or local laws; 2) inclusion of Complete Streets design principles would result in a disproportionate cost to the project; 3) there is a documented absence of current and future need and demand for Complete Streets design elements on the subject roadway; and, 4) one or more significant adverse effects would outweigh the positive effects of implementing Complete Streets design elements. Plans or projects that are granted exceptions must be made available for public review. 5. Transportation and Circulation Element 5-9 o Streets should be designed, maintained according to the “Complete Streets” philosophy, which accomplishes the following: - Specifies that ‘all users’ includes pedestrians, bicyclists, transit vehicles and users, and motorists, of all ages and abilities. - Aims to create a comprehensive, integrated, connected network. - Recognizes the need for flexibility: that all streets are different and user needs will be balanced. - Is adoptable by all agencies to cover all roads. - Applies to both new and retrofit projects, including design, planning, maintenance, and operations, for the entire right of way. - Makes any exceptions specific and sets a clear procedure that requires high-level approval of exceptions. - Directs the use of the latest and best design standards. - Directs that complete streets solutions fit in with context of the community. - Establishes performance standards with measurable outcomes. o Some of the specific approaches proposed in this Element for both near-term and longer-term solutions include the following: - Place limits on the capacity of streets and highways which enter the County (near-term). - Improve the reliability and convenience of inter and intra-County transit service (longer-term). - Close gaps in pedestrian, bicycle, and transit networks. Work towards a continuous, safe, and reliable network of alternatives to automobiles that covers local and regional attractions (long term). - Expand roadways and plan for new roadways where feasible and appropriate (longer-term). - Accept congestion as an inevitable traffic condition for single occupancy automobiles during rush hours (near-term). - Improve the design of new development to provide alternative routes for circulation on the roadway system (near- and longer-term). - Improve the design of new development to provide convenient use of alternative forms of transportation (near- and longer-term). - Encourage ride sharing and staggered work hour programs (near-term). - Construct HOV lanes and on-ramp metering lights along commute corridors (near-term). - Support new development that provides for a mix of land uses which complement each other, encourage shared parking, and reduce vehicle miles traveled (near- and longer- term). -Establish Pedestrian Districts in selected locations using the MTC Pedestrian District Study as a guideline (longer-term). 5.6 ROADWAYS AND TRANSIT INTRODUCTION The need for roadway and transit facilities is most directly tied to the land use patterns set forth in the Land Use Element. As described above, buildout of the land use plan through the year 2020, together with anticipated growth outside of the County, would place excessive demands on the existing circulation infrastructure in the County. The goals, policies and implementation measures set forth in this section, together with those in the Growth Management Element, are intended to address the future circulation needs of Contra Costa County. 5. Transportation and Circulation Element 5-20 reactions. TDM measures usually: 1) involve lower capital costs; 2) provide incentives designed to modify travel demand; 3) are implemented by local government or the private sector, and 4) give all travel modes equal consideration in providing access to development. The County currently promotes TDM strategies in unincorporated areas through certain County ordinances. The County should continue to monitor the effectiveness of its zoning and subdivision ordinances to ensure that new development provides multimodal access and does not solely rely on the automobile. To this end, if a new development has enough traffic generated to warrant a new transit stop (according to the appropriate transit jurisdiction), then such a development will extend the transit service area, which is shown in the County’s Transit Network Plan. Additional efforts to investigate in the future include: 1) establishment of maximum parking ratios and relaxing of minimum requirements; 2) shifting long-term parking in commercial areas to short-term use; 3) zoning regulations that encourage more pedestrian/transit friendly development. 5.8 PEDESTRIAN FACILITIES AND BIKEWAYS Pedestrian and bicycle transportation are a viable mode of commuter transportation in the urban areas on either side of the Berkeley Hills and throughout eastern Contra Costa County due to favorable topography and weather. The County promotes the use of the Complete Streets philosophy to further advance the goals of this plan. Complete streets are streets safe for all users at all times throughout the County. The County supports pedestrians and bicyclists by implementing the Routine Accommodation policy statement developed by the United States Department of Transportation, the California Department of Transportation and the Metropolitan Transportation Commission to ensure that the needs of walkers and bicyclists are integrated into Transportation Infrastructure. Considering, and making accommodation for bicycle and pedestrian mobility and safety in the planning and designing of new or improved transportation facilities can benefit all modes of travel. Pedestrian facilities are becoming increasingly important to address the various needs of County residents living in urban and rural settings as our community continues to develop and change. We are all pedestrians at one time, walking to the post office, using a wheelchair from a transit station to work, traveling from your car to a retail shopping center. Pedestrian facilities also encourage walking for better health. Additionally, lower income residents of Contra Costa County are over seven times more likely to walk as a primary commute mode than the general population. A well designed and well maintained system of pedestrian facilities provides safe, convenient and accessible access for residents. Sidewalks shall be designed so they are wide enough to accommodate the potential pedestrian volume. Surfaces should be kept as level as possible. Intersections shall have well designed curb ramps on all corners and crosswalks, where provided, should be well marked and visible. Traffic signal phasing shall allow adequate time for pedestrians to cross as well as have accommodations for disabled users with impairments. Lighting shall be provided where needed for visibility and safety. The network of pedestrian facilities must provide convenient access to destinations that attract pedestrian travel, such as schools, parks, transit, neighborhood shopping, post offices and other public facilities. Development of a comprehensive bikeway system will provide further incentive to commute by bike. The comprehensive bikeway system is the interconnected system of safe bike paths, bike lanes, and bike routes that satisfy the travel needs of most 5. Transportation and Circulation Element 5-21 cyclists in the county. Many existing bikeways are of a recreational design which also serve as pedestrian trails and located off-street. These facilities should be supplemented by more off-street paths and more on-street commuter bikeways that provide direct access to commercial uses. A comprehensive bikeway system is depicted in a fold-out map in the back of the General Plan entitled “Bikeway Facilities Network”. "Bikeway" means all facilities that are provided primarily for bicycle travel. The following categories of bikeways are defined in the California Streets and Highway Code. O Class I Bikeway (Bike Path or Bike Trail): Provides a completely separated right-of-way designated for the exclusive use of bicycles and pedestrians with crossflows by motorists minimized. O Class II Bikeway (Bike Lane): Provides a restricted right-of-way designated for the exclusive use or semi-exclusive use of bicycles with through travel by motor vehicles or pedestrians prohibited, but with vehicle parking and crossflows by pedestrians and motorists permitted. O Class III Bikeway (Bike Route): Provides a right-of-way designated by signs or permanent markings and shared with pedestrians or motorists. In March of 2002 the Contra Costa Transportation Authority launched a comprehensive effort to work with local jurisdictions, agencies and special interest groups to produce the Contra Costa Countywide Bicycle and Pedestrian Plan. The outcome of this effort produced a comprehensive plan that was adopted by many City Councils and the Board of Supervisors. Relevant sections of the plan have been incorporated into this General Plan. The following are the pedestrian facilities and bikeways goals, policies and implementation measures: 5-L. Expand, improve and maintain facilities for walking and bicycling. 5-36. Describe a system of bicycle facilities and key attractors of bicycle and pedestrian traffic so that all travelers, including people with disabilities, can travel safely and independently. 5-ai. Design a growing comprehensive and safe bicycle network using a mix of existing local roads, collectors and bikeways which prioritizes bicycle movement from residences to key attractors while minimizing automobile presence on the network. Coordinate with cities, transit agencies, community groups and public utilities. 5-aj. Where possible, roads selected for the comprehensive bikeway system should be 35 mph or less. 5-ak. Provide safe and convenient pedestrian and bike ways in the vicinity of schools and other public facilities and in commercial areas and provide convenient access to bus routes. 5-al. Ensure that pedestrian connectivity is preserved or enhanced in new developments by providing short, direct pedestrian connections between land uses and to building entrances. 5-am. Construct the bikeways shown in the Bikeway Network map and incorporate the needs of bicyclists in roadway construction and maintenance projects and normal safety and operational improvements. 5-an. Promote planning and coordination of pedestrian and bicycle facilities among cities, transit agencies and public utilities. 5. Transportation and Circulation Element 5-22 5-ao. Provide secure bicycle parking facilities at appropriate locations, such as transit stations, as well as improved access to transit systems. 5-37.Identify gaps in the bicycle network and needed improvements to pedestrian districts and key activity centers and define priorities for eliminating these gaps and making needed improvements. Facilities shall be designed to the best currently available standards and guidelines. 5-ap.Pedestrian Districts should be created in areas of mixed or dense land use and intense or potentially intense pedestrian activity. 5-aq.Landscaping and trees should be used to enhance pedestrian facilities and should be selected to minimize future maintenance and safety issues. 5-ar.Streetscape improvements should be included in the design of high usage pedestrian facilities to encourage pedestrian activity. This would include improvements such as benches, public art, drinking fountains and pedestrian-scale lighting fixtures. 5-as.Provide sidewalks with a clear path wide enough to accommodate anticipated pedestrian use and wheelchairs, baby strollers or similar devices. This area clear zone must be free of street furniture, signposts, utility poles or any other obstruction. 5-at.Traffic calming measures should be designed so they improve pedestrian and bicycle movement in residential neighborhoods and commercial districts as well as strategic corridors between them that help form the comprehensive bicycle network. 5-38.Encourage adequate long term and routine maintenance of bikeway and walkway network facilities, including regular sweeping of bikeways and shared use pathways, utilizing private and/or local community resources when feasible. 5-au.Provide ways for the general public to report problems. 5-av.Include the cost of major maintenance needs of bicycle and pedestrian facilities when calculating the maintenance needs of streets and roadways. 5-M Improve safety for pedestrians and bicyclists. 5-39.Reduce conflicts among motorists, pedestrians and bicyclists. 5-aw.Use curb extensions and pedestrian islands and other strategies to reduce pedestrian crossing distances. 5-ax.Use traffic control devices such as signs, signals or lights to warn motorists that pedestrians or bicyclists are in the roadway. 5-ay. Provide buffers between roads and sidewalks utilizing planter strips or buffer zones that provide streetscape improvements. 5-az. Provide buffers between train tracks and non-motrized facilities when necessary, utilitizing distance, barriers, or grade separation. 5-ba. Ensure that users of non-motorized facilities are channeled to legal crossings of train tracks, which are use appropriate traffic control devices and are adequately inspected and maintained. 5-40.Provide information to improve safety for pedestrians and bicyclists. 5-bb.Support development of a countywide collision data analysis program that will generate collision rates useful for planning purposes. 5. Transportation and Circulation Element 5-23 5-bc.Support the development and implementation of programs to educate drivers, bicyclists, and pedestrians as to their rights and responsibilities, 5-N Encourage more people to walk and bicycle. 5-41.Work with local and regional agencies to develop useful and cost effective programs to encourage more people to walk and bicycle. 5-42.Support programs such as "safe routes to school maps and "bike trains" or "walking school buses" for elementary students that would encourage more students to walk or bicycle to school. 5-43.Encourage the use of bicycle and pedestrian facilities to promote healthy transportation choices. 5-44.Encourage the use of wayfinding and signage to help direct pedestrians and bicyclists to desirable destinations. 5-O Plan for the needs of bicyclists and pedestrians. 5-45.Accommodate and encourage other agencies to accommodate the needs for mobility, accessibility and safety of bicyclists and pedestrians when planning, designing and developing transportation improvements. 5-bd.Review capital improvement projects to make sure that needs of non-motorized travelers (including pedestrians, bicyclist and persons with disabilities) are considered in programming, planning, maintenance, construction operations and project development activities and products. 5-be.Incorporate sidewalks, bike paths, bike lanes, crosswalks, pedestrian cut- throughs, or other bicycle pedestrian improvements into new projects. 5-bf.Where economically feasible provide safe and convenient alternatives when bicycle or pedestrians facilities are removed. 5-bg.Accommodate cyclists and pedestrians during construction of transportation improvements and other development projects. 5-46.Support the incorporation of bicycle and pedestrian facilities into other capital improvements projects, where appropriate, to expand bicycle-pedestrian facilities, harmonize the needs of all travel modes, and achieve economies of scale. 5.9 SCENIC ROUTES INTRODUCTION This scenic routes plan is intended to add considerations of roadway road corridor appearances and aesthetics to the scope of the County General Plan. This plan has two basic purposes: it enables the County to request that the State designate state routes to the State highways program, while at the same time providing a local scenic route implementation program. Such a plan provides recognition of the perception we have of our surroundings while traveling through the County. Presently Contra Costa County has numerous roadways that pass through areas affording pleasurable views. The number of such roadways where scenic quality exists will diminish, however, unless protected. Their character is changed through improvements to them or when land adjacent to them is developed. This plan identifies a Countywide scenic route system and ensure that new projects approved along a scenic route are reviewed to maintain their scenic potential. Most scenic routes depend on natural landscape qualities for their aesthetics and many formally designated scenic routes Compliance Checklist Reporting Jurisdiction: Contra Costa County For Fiscal Years 2017-18 and 2018-19 Reporting Period: Calendar Years 2016 & 2017 Attachment E 4. GROWTH MANAGEMENT ELEMENT TABLE OF CONTENTS 4.1 INTRODUCTION 4-1 4.2 RELATIONSHIP TO OTHER GENERAL PLAN ELEMENTS 4-2 4.3 TRAFFIC SERVICE STANDARDS AND FACILITIES STANDARDS 4-3 4.4 GOALS, POLICIES, AND IMPLEMENTATION MEASURES Goals Policies Implementation Measures 4-i 4-4 4-4 4-4 4-9 Page 4. GROWTH MANAGEMENT ELEMENT 4-1     4.1 INTRODUCTION The purpose of this Element is to establish policies and standards for traffic levels of service and performance standards for fire, police, parks, sanitary facilities, water, and flood control to ensure generally that public facilities consistent with adopted standards are provided. By including this Element in the adoption of the General Plan, the County intends to establish a long range program which will match the demand for public facilities to serve new development with plans, capital improvement programs and development impact mitigation programs. The intent is to ensure that growth takes place in a manner that will ensure protection of the health, safety and welfare of both existing and future residents of Contra Costa County. Responsible management of growth in the county is key to preserving the quality of life for current and future county residents. This Growth Management Element is the culmination of a process which was created by the Mayors' Conference and the County Board of Supervisors. The Contra Costa Transportation Partnership Commission was established as a Transportation Authority under State law (PUC Section 180000) to provide a forum for transportation issues in the county and to propose ways to manage traffic congestion. By approving Measure C-1988, the voters established the Transportation Authority, added one‑half cent to the county sales tax for the next 20 years to be used for transportation funding, and gave the Transportation Authority the charge to implement a Growth Management Program. That program requires the County and each city to develop a Growth Management Element as part of its General Plan in order to be eligible to receive local street maintenance and improvement funds generated by Measure C-1988. This Growth Management Element complies with the model element developed by the Transportation Authority and includes the sections required by Measure C- 1988 to be part of this Growth Management Element. These sections (1) adopt traffic levels of service standards (LOS) keyed to types of land use, and (2) adopt performance standards maintained through capital projects for fire, police, parks, sanitary facilities, water and flood control. The Transportation Authority recognizes that facilities standards, as are discussed in this element, establish performance standards to be applied in the County's development review process. In addition to adopting this Growth Management Element as part of the General Plan under Measure C-1988, the voters of the county, in Measure C-1990, reaffirmed that growth management should be an integral part of this General Plan. This element is also adopted pursuant to the authority granted to local jurisdictions by California Government Code Section 65303, which states: "The General Plan may include any other elements or address any other subjects which, in the judgment of the legislative body, relates to the physical development of the county or city." 4. Growth Management Element 4-2 4.2 RELATIONSHIP TO OTHER GENERAL PLAN ELEMENTS As indicated in the Land Use Element (Chapter 3), the Growth Management Element works closely in conjunction with the Land Use Element to ensure that development proceeds in a manner which will not negatively affect facility and traffic service standards for existing land uses. In this regard, it should be noted that developments which cannot satisfy the assurances required by these standards should not be approved. By utilizing this Growth Management Element to responsibly manage new development proposals, the County will ensure that new development projects will bear their appropriate share of the adverse burdens and impacts they impose on public facilities and services. As a result, the Growth Management Element must be carefully considered together with Land Use and other elements of this General Plan when assessing General Plan consistency. The timing of the potential physical development contemplated in the Land Use Element will in part be determined by the ability of developers to satisfy the policies and standards described in this Growth Management Element. The Urban Limit Line (ULL) and the 65/35 Land Preservation Standard also work together with the Growth Management Element to ensure that growth occurs in a responsible manner and strikes appropriate balances between many competing values and interests. In addition, this Growth Management Element contains implementing programs which encourage new development to promote the goals and objectives of the Conservation Element, Public Facilities/Services Element, and Housing Element. Moreover, by establishing an inter-jurisdictional land supply and development monitoring program, the Growth Management Element coordinates implementation of the County General Plan with those of the county’s 19 cities. To carry out the goals and objectives of the Land Use and Transportation and Circulation Elements of the General Plan, new development must demonstrate that the level of service standards of the Growth Management Element will be met. Only in this way will the negative effects of such growth be avoided. While it is anticipated that new growth will be able to mitigate its potential impacts through development fees and other exactions, it is possible that the timing of project approvals may be affected by the inability of individual developments to carry its appropriate cost of full service increments needed to allow further growth in a given area of the county. Thus, the improvements needed to implement the Transportation and Circulation and Public Facilities/Services Elements of the Plan will in part be directly tied to, and dependent upon, the implementation of the Growth Management Element. Similarly, implementation of the Land Use Element will only proceed when it can be demonstrated that the growth management standards can be met by new development. Policies relating to this "Pay as you Grow" philosophy underpinning the Growth Management Element can be found in the Transportation and Circulation Element, Overall Transportation/Circulation Goals 5-E and 5-F, and in the Overall Transportation/Circulation Policies 5-1 through 5-4. Related Land Use Element Goals 3-F and 3-H and Land Use Policies 3-5 through 3-10 are also part of the policy framework which underlies the Growth Management Element, and are 4. Growth Management Element 4-3 integrally related to it. In a similar fashion, each of the required growth management performance standards included in this Element is also included in the Public Facilities/Services Element under the applicable goals and policies listed for sewers, water, police, fire, parks and flood control. 4.3 TRAFFIC SERVICE STANDARDS AND FACILITIES STANDARDS The basic unit of measurement of performance of an intersection or roadway segment is called a Level of Service (LOS). LOS is a measure of the ratio of the volume to capacity of a roadway or intersection and is expressed as a letter A through F. In general LOS A describes free flowing conditions, and F describes very congested conditions, with long delays. Routes of Regional Significance are those roadways which carry significant volumes of through traffic, which neither begins nor ends within the affected jurisdiction. They generally include Interstate Freeways and State Highways, as well as local roads which, due to their location between job and housing centers, carry significant volumes of intra-county trips. All other roadways are referred to in the Growth Management Element as Basic Routes. Basic routes, and their signalized intersections, are those to which LOS standards are applied in determining whether proposed projects may be approved. The methodology used in determining if projects exceed allowable LOS standards is the method established by the Contra Costa Transportation Authority in its Technical Procedures. At present, most Basic Routes in the unincorporated area operate at or better than the LOS Standards specified in the Growth Management Element. Many Routes of Regional Significance are below these standards, however, reflecting the fact that the trips are not dependent upon land uses in unincorporated Contra Costa County, but are cumulative with traffic generated by land uses located outside of the unincorporated areas. Public Protection Facility standards contained in this plan are based upon the 1990 facilities to unincorporated population ratio. In the area of parks, for example, the current unincorporated population to park acreage yields a ratio of less than 1 acre per 1,000 persons. While certain developed areas of the county experience flooding in the event of the 100-year flood, the County Ordinance Code collect-and-convey requirements are applied to all new developments. Water and sewer services are generally adequate for existing development. For the purposes of establishing a Public Protection Facility standard, several factors must be considered. Firstly, the unincorporated community of Kensington has established a Community Services District which provides the full range of police services in the area, and the Sheriff does not service this area. Secondly, the California Highway Patrol is responsible for enforcement of the Vehicle Code on highways and County roads throughout the unincorporated area. Thirdly, certain economies of scale enable the Sheriff to provide patrol and investigation services in physical facilities substantially smaller than a comparable series of cities would require, due to centralized administrative services, crime lab facilities, and other similar functions which numerous cities would duplicate in each location. According to the Sheriff’s Office, very little time is spent by deputies in the stations; nearly all is spent in the vehicles on patrol; no clericals are housed in the stations. In addition, 4. Growth Management Element 4-4 the Sheriff also provides coroner services, incarceration and criminalistics services. For these reasons, direct comparisons between County facilities standards and standards that may be adopted by cities in the county are not advised, since such comparisons would be highly misleading. The computation of a Sheriff facility standard in this General Plan includes only patrol and investigation services, adjusted for a marginal increase in centralized administrative services. As of January, 1991, the County provides approximately 155 square feet of floor area per thousand population in six locations throughout the county. In 1997, it became evident that the Sheriff’s Office needed to include support facilities necessary to conduct patrol and investigation, which are now included in the calculation of new square footage. It should be noted that implementation of the goals of this Plan's various elements depends not only upon the County's administration of the Growth Management Program described below, but upon the interplay of several levels of government. Federal and State funding for improvements to Basic Routes will be required to attain and maintain traffic levels of service at designated levels. Finally, the County, the 19 cities, the Contra Costa Transportation Authority, the Bay Area Rapid Transit District, and the California Department of Transportation will all have to work cooperatively in order to mitigate the negative impacts of growth upon the regional transportation system to achieve the levels of population, housing and jobs anticipated by this Plan. 4.4 GOALS, POLICIES, AND IMPLEMENTATION MEASURES GOALS 4-A. To provide for the levels of growth and development depicted in the Land Use Element, while preserving and extending the quality of life through the provision of public facilities and ensuring traffic levels of services necessary to protect the public health, safety, and welfare. 4-B. To establish a cooperative inter-jurisdictional growth monitoring and decision making process in which each jurisdiction can share in the beneficial aspects of new growth, and avoid its potential negative effects. POLICIES 4-1. To establish a cooperative inter-jurisdictional growth monitoring and decision making process in which each jurisdiction can share in the beneficial aspects of new growth, and avoid its potential negative effects. 4-2. If it cannot be demonstrated prior to project approval that levels of service will be met per Policy 4-1, development will be temporarily deferred until the standards can be met or assured. Projects which do not, or will not, meet the standards shall be scheduled for hearing before the appropriate hearing body with a staff recommendation for denial, on the grounds that the project is inconsistent with the goals, policies, and objectives of the Growth Management Element of the County General Plan. 4. Growth Management Element 4-5 4-3. Table 4‑1 shows the performance standards which shall apply to development projects. In the event that a signalized intersection on a Basic Route exceeds the applicable level of service standard, the County may approve projects if the County can establish appropriate mitigation measures, or determine that the intersection or portion of roadway is subject to a finding of special circumstances, or is a Route of Regional Significance, consistent with those findings and/or action plans adopted by the Contra Costa Transportation Authority pursuant to Measure C-1988. Mitigation measures specified in the action plans shall be applied to all projects which would create significant impacts on such regional routes, as defined by the Authority in consultation with local agencies and as permitted by law. For the purpose of reporting to the Contra Costa Transportation Authority in compliance with the Growth Management Program, a list of intersections that will be reported on Basic Routes will be prepared and maintained by the Conservation and Development Department. 4-4. The County shall institute an ongoing growth management program process, as generally depicted in Figure 4-1. 4-5. For the purpose of applying the Traffic Level of Service standards consistent with Measure C-1988 only, unincorporated areas subject to the growth management standards of this Element shall be characterized as Central Business District, Urban, Suburban, Semi-rural and Rural as depicted in Figure 4-2. 4-6. Conformity with the growth management standards will be analyzed for all development projects such as, subdivision maps, or land use permits. A general plan amendment is a long range planning tool and is not to be considered a development project or a project approval under the growth management program. TABLE 4-1 GROWTH MANAGEMENT PERFORMANCE STANDARDS Traffic Levels of Service Keyed to Land Use Type Rural Areas: Peak Hour Level of Service of Low C (Volume/Capacity Ratio = .70-.74) Semi-Rural Areas: Peak Hour Level of Service of High C (Volume/Capacity Ratio = .75-.79) Suburban Areas: Peak Hour Level of Service of Low D (Volume/Capacity Ratio = .80-.84) Urban Areas: Peak Hour Level of Service of High D (Volume/Capacity Ratio = .85-.89) Central Business Districts (CBD): Peak Hour Level of Service of Low E (Volume/Capacity Ratio = .90-.94) Note: These terms are used solely with reference to the Growth Management Element performance standards. 4. Growth Management Element 4-6 4. Growth Management Element 4-7 4. Growth Management Element 4-8 Traffic LOS Standards will be considered to be met if: Measurement of actual conditions at the intersection indicates that operations are equivalent to or better than those specified in the standard; or The County has included projects in its adopted capital improvements program which, when constructed, will result in operations equal to or better than the standard. Water The County, pursuant to its police power and as the proper governmental entity responsible for directly regulating land use density or intensity, property development and the subdivision of property within the unincorporated areas of the County, shall require new development to demonstrate that adequate water quantity and quality can be provided. At the project approval stage, (subdivision map, land use permit, etc.), the County may consult with the appropriate water agency. The County, based on information furnished or available to it from consultations with the appropriate water agency, the applicant or other sources, should determine whether (1) capacity exists within the water system if a development project is built within a set period of time, or (2) capacity will be provided by a funded program or other mechanism. Project approvals conditioned on (1) or (2) above, will lapse according to their terms if not satisfied by verification that capacity exists to serve the specific project ("will serve letters"), actual hook-ups or comparable evidence of adequate water quantity and quality availability. Sanitary Sewer The County, pursuant to its police power and as the proper governmental entity responsible for directly regulating land use density or intensity, property development and the subdivision of property within the unincorporated areas of the county, shall require new development to demonstrate that adequate sanitary sewer quantity and quality can be provided. At the project approval stage, (subdivision map, land use permit, etc.), the County may consult with the appropriate sewer agency. The County, based on information furnished or available to it from consultations with the appropriate sewer agency, the applicant or other sources, should determine whether (1) capacity exists within the sewer system if the development project is built within a set period of time, or (2) capacity will be provided by a funded program or other mechanism. Project approvals conditioned on (1) or (2) above, will lapse according to their terms if not satisfied by verification that capacity exists to serve the specific project ("will serve letters"), actual hook-ups or comparable evidence of adequate sewage collection and wastewater treatment capacity availability. Parks and Recreation Neighborhood parks: 3 acres required per 1,000 population. 4. Growth Management Element 4-9 Fire Protection Fire stations shall be located within one and one-half mile of developments in urban, suburban, and central business district areas. Automatic fire sprinkler systems may be used to satisfy this standard. Public Protection A Sheriff facility standard of 155 square feet of station area and support facilities per 1,000 population shall be maintained within the unincorporated area of the county. Flood Control and Drainage Require major new development to finance the full costs of drainage improvements necessary to accommodate peak flows due to the project. Limit development within the 100-year flood plain until a flood management plan has been adopted and implementation is assured. For mainland areas along rivers and bays, it must be demonstrated that adequate protection exists through levee protection or change of elevation prior to development. Development shall not be allowed in flood prone areas designated by the Federal Emergency Management Agency until a risk assessment and other technical studies have been performed. IMPLEMENTATION MEASURES 4-a. Incorporate the performance standards outlined in Policy 4-3 into the review of development projects. 4-b. Work cooperatively with the 19 cities and the Contra Costa Transportation Authority through each of the Regional Transportation Planning Committees to define action plans for mitigating the impacts of development on Routes of Regional Significance. 4-c. Require traffic impact analysis for any project which is estimated to generate 100 or more AM or PM peak-hour trips based upon the trip generation rates as presented in the Institute of Traffic Engineers (ITE) Trip Generation, 6th edition, 1997, or the most current published edition. 4-d. Require that during the review of development proposals, the traffic impact analysis shall determine whether a project could cause a signalized intersection or freeway ramp to exceed the applicable standard and shall identify mitigations/fees such that the intersection or ramp will operate in conformance with applicable standards. Development proposals shall be required to comply with conditions of approval detailing identified mitigation measures and/or fees. In no event shall Local Road Improvement and Maintenance Funds replace development mitigation fee requirements, pursuant to Measure C-1988. 4-e. Establish through application to the Contra Costa Transportation Authority, and in conjunction with the regional committees, a list of Routes of Regional 4. Growth Management Element 4-10 Significance and Intersections proposed for Findings of Special Circumstances. Proposed projects affecting these routes and/or intersections will require alternate mitigation as specified in Action Plans to be adopted by the Transportation Authority, but in this respect only, shall not be subject to LOS Performance Standards. Figure 4-3 shows the Routes of Regional Significance as adopted by the Transportation Authority in 2004. The County will assist in developing or updating Action Plans for these routes (and for other roads if the Transportation Authority revises the Routes of Regional Significance in the future.) 4-f. In the event that any Basic Route does not meet adopted standards the County shall consider amendments to either its General Plan Land Use Element, Zoning, Capital Improvement program or other relevant plans or policies in order to attain the standards. If this is not feasible for the reasons specified in the Transportation Authority's "Implementation Guide: Traffic Level of Service Standards and Programs for Routes of Regional Significance" application for findings of special circumstances shall be made to the Transportation Authority. Such application shall include alternative proposed standards and mitigation measures. 4-g. Capital projects sponsored by the County and necessary to maintain and improve traffic operations will be specified in a five year Capital Improvement Program (CIP). Funding sources for such projects, as well as intended project phasing, if any, shall be generally identified in the CIP. 4-h. The County will participate in the Contra Costa Transportation Authority Conflict Resolution Process as needed to resolve disputes related to the development and implementation of Action Plans and other programs described in the Authority's Model Growth Management Element. 4-i. The County will implement specified local actions in a timely manner, consistent with adopted action plans. 4-j. As part of its program to attain Traffic Service levels, the County shall continue to implement its Transportation Demand Management Ordinance. 4-k. No development project (subdivision map, land use permit, etc.) shall be approved unless findings of consistency have been made with respect to Policy 4-3. 4-l. The County will adopt a development mitigation program to ensure that new development pays its fair share of the cost of providing police, fire, parks, water, sewer and flood control facilities. 4-m. The County will only approve projects after finding that one or more of the following conditions are met: (a) Assuming participation in adopted mitigation programs, performance standards will be maintained following project occupancy; 4. Growth Management Element 4-11 4. Growth Management Element 4-12 (b) Because of the characteristics of the development project, specific mitigation measures are needed to ensure the maintenance of standards, and these will be required as conditions of project approval; or (c) Capital improvements planned by the service provider will assure maintenance of standards. 4-n. Capital Projects sponsored by the County and necessary to maintain levels of performance shall be identified in the five year Capital Improvement Plan (CIP). Funding sources for the complete cost of the improvements, and phasing, if any, shall also be identified. 4-o. All new development shall contribute to, or participate in, improvement of the parks, fire, police, sewer, water, and flood control systems in reasonable proportion to the demand impacts and burdens generated by project occupants and users. 4-p. The County shall develop and carry out a growth management/monitoring program as generally indicated in Figure 4-1, as follows: (a) A land supply and development monitoring process; (b) Periodic review of performance standards and monitoring of infrastructure constraints; (c) Interagency coordination and decision-making to provide information for the first two tasks and successfully implement the overall growth management program; (d) A jobs/housing performance evaluation to determine their balance within each sub-region of the county; and (e) Growth management determinations, a process which identifies growth areas capable and incapable of meeting performance standards, and directs resources to overcoming any constraints. These components are described in detail below. Adoption of Performance Standards The first step in the growth management program process is completed upon the adoption of performance standards for public facilities and services in this Growth Management Element. Figure 4-1 shows the flow chart of the growth management process. Land Supply/Development Monitoring Analysis The second step in the growth management process, an analysis of land supply and development monitoring, will commence at the beginning of each calendar year. Annual status reports on the implementation of the General Plan and its 4. Growth Management Element 4-13 Growth Management Element will be submitted to the Board of Supervisors and City Councils in June. This status report will fulfill the requirements of Government Code Section 65400(b) in the State planning and zoning laws, which requires that every city and county must prepare an annual report to the City Council or Board of Supervisors and the State which summarizes the status of the General Plan and the progress that has been made in its implementation. The subsequent steps in the process, commencing with the performance standards evaluation, will occur on a five-year cycle. The land supply and development monitoring process is a two-part component designed as the basis for the periodic re-examination of lands available in the county for urban development. The availability of developable lands is then contrasted against the actual rate of growth which has been measured over the most recent period. In essence, this component is a land supply and demand tracking process. This process is designed to work in tandem with the other four components (performance standards/infrastructure constraints analysis, inter- jurisdictional coordination, jobs/housing balance analysis, and growth management determinations) in order to obtain an updated, working perspective of the current capacity of the county to accommodate growth. The land supply and development monitoring process is prepared in an objective fashion by staff, using a set methodology defined and agreed to by the jurisdictions involved (the County, the 19 cities, the Local Agency Formation Commission [LAFCO] and the individual service providers). The re-examination of the land supply (initially set by the General Plan Review Program) will occur on an annual basis, in concert with the State Population Certification program which is already conducted by the County and each city planning department. Using a standard format and methodology should provide a high degree of confidence in the process and the established annual schedule should alert the development interests, city agencies, and special districts as to when their contribution will be critical. At the beginning of each annual cycle, formal notification will be given to each of the cities informing them that the land supply and development monitoring process is being initiated and requesting their active participation and cooperation. The Land Use Information System (LUIS), developed in 1987, and the more recent Geographic Information System, provides the foundation for tracking overall land supply, land absorption, and changing land uses in the county. The specific questions that must be answered during this process with the use of the updated LUIS data system are: How many acres of vacant land in the county, specified by land type, are identified as available for development? What changes have occurred in these numbers since the previous evaluation? How many acres of underutilized or previously developed land are available for redevelopment? 4. Growth Management Element 4-14 How many acres of land county-wide have been identified as unavailable for development based upon environmental, health and safety, public resource, or other conditions? The County Conservation and Development Department staff will prepare a report which examines the absorption rate (i.e. approved development projects) and the General Plan Amendment requests that have been received. The report on the status of development areas will rely upon residential and commercial/industrial building permit and other project approval information from the cities. This permit approval and General Plan Amendment application information will then be compared to the expected rate of residential and job growth projected for the jurisdiction over the planning period by the respective General Plans. The annual report will be forwarded to decision-making bodies for use in reviewing further General Plan Amendments which would alter the land supply component. Performance Standards Evaluation and Infrastructure Constraints Analysis While the second component of the growth management program (land supply and development monitoring) will be prepared on an annual basis, the final four components will generally be performed only once every five years. Although these final four components of the Growth Management Program will be comprehensively and formally evaluated every five years, circumstances may necessitate evaluating and modifying the standards during the annual review of the land supply and development component of this Growth Management Program. If circumstances so necessitate, the Board of Supervisors should consider all information before it, including the Land Supply/Development Monitoring Analysis, fiscal constraints, and other information obtained through consultation with the Contra Costa Transportation Authority, before modifying the standards. The data and analysis generated in the annual land supply and development monitoring reports will be aggregated for use in the tasks outlined in the following processes. The intent of this third component of the Growth Management Program, performance standards and infrastructure capacity evaluation, is to re-examine minimum allowable performance standards for development projects set in the General Plan, and to determine the remaining available capacities of certain infrastructure facilities. The Growth Management Program for the Contra Costa County General Plan mandates the establishment of infrastructure performance standards for several different services or facilities, including circulation (traffic), sanitary sewage, flood control and drainage, water supply, police and fire protection and emergency services, and parks and recreation. These standards and policies attempt to define a quality of life by setting benchmark indicators of the minimum levels of service required for specific urban services. Every five years the performance standards would be reviewed by staff and the service providers by examining prior experience and ability to serve. In addition, service districts may be provided an opportunity to explain why certain standards 4. Growth Management Element 4-15 are not being met and to explore measures to be taken to alleviate the situation. This information would then be used to evaluate whether the standards for the current review period were appropriate. The second major task to be completed during this phase of the growth management program is an evaluation of the remaining infrastructure capacity in various areas of the county. Part of this evaluation will determine where and why certain existing urbanized areas are not being adequately served. The assumption is that adequate infrastructure capacities can be engineered and built to serve virtually any amount and location of urban growth within the ULL, but that opportunities exist to plan for cost-effective and efficient growth in areas particularly within the ULL, where underutilized infrastructure capacities already exist or where the extension of services is relatively unconstrained compared to other areas. The basic data requirements of this portion of the process include: A determination of the remaining capacity for each facility or service provider based upon the defined performance standards, and identification of the geographic areas that could be served by the capacity; An itemization of funded infrastructure improvement projects, their location and expected date of completion, and the service area or population they are designed to serve; Identification of urbanized areas with inadequate service, as defined by the adopted performance standards; An itemization of the major capital improvements not now funded but needed to bring existing areas into compliance with the performance standards; Itemization of major capital improvements necessary to serve anticipated future development at the adopted service level, and the cost of these improvements; Identification of major physical, economic and/or environmental constraints to the provision of service or facilities in a given area; and Identification of possible sources of funding for the improvements. The object of the data gathering is to illustrate where future growth can and cannot occur without major investment in new or improved infrastructure systems, and to identify the level and source of financing required. Additionally, the exercise will allow the preparation of estimates of future required capacity based upon the performance standards. One outcome of this process will be to provide up-to-date information concerning where future growth is expected to occur, thus assisting in capital facilities planning efforts. To ensure that high density "leapfrog" growth does not occur, as a matter of policy, this growth management program mandates that new urban and central 4. Growth Management Element 4-16 business district levels of development shall not be approved unless the development is within the ULL and near existing or committed urban or central business district levels of development. Jobs/Housing Performance Evaluation The purpose of this step is to provide a basis for assessing the jobs/housing balance within each section of the county for the current five-year review cycle, to assist the jurisdictions in the sub-regions in determining preferred locations for residential and employment growth, and to assist in focusing the direction of implementation programs. The jobs/housing balance evaluation is based upon the County's Land Use Information System data base, augmented by the information provided in the development monitoring evaluation. The evaluation considers growth in housing units and employment and housing and employment availability, relative affordability and commute patterns, and to the extent that the data are available, price of the units and wage levels of the jobs added. The jobs/housing performance evaluation will be used to identify areas where jobs or housing should be stimulated and encouraged. It would also be used to provide information about areas in which infrastructure deficiencies need to be corrected in order to facilitate a better jobs/housing balance. Inter-jurisdictional Coordination and Decision-Making The growth management program outlined here will not succeed without the cooperation and active participation of the County, LAFCO, the 19 cities, and the service providers. These agencies and cities may view cooperation with the County's Growth Management Program as a threat to their local authority over land use or other growth issues. The County's efforts to achieve cooperation must be aimed at persuading the cities and agencies that the growth management program will ultimately enhance their ability to meet their own General Plan goals. In addition, the County will participate in the cooperative planning process established by the Transportation Authority for the purpose of reducing the cumulative regional traffic impacts of development. Inter-jurisdictional cooperation would not require all of the cities and agencies to adopt the same goals, policies and implementation measures as will be included in the County's General Plan and growth management program. However, it would be desirable for the County to request that the cities and agencies adopt resolutions that specifically recognize and accept the Growth Management Program and its premise. A key commitment by the jurisdictions involves the dedication of a relatively small, but adequate, level of staff time to assist the County in gathering the required data for the necessary planning studies. Additional commitments must be made on the part of policy makers and staff to review the annual land supply and development monitoring reports, consider them when making important planning 4. Growth Management Element 4-17 decisions, and to actively participate in the growth management determination process every five years. Growth Management Determinations Building upon the preceding components of the Growth Management Program, the final aspect of the process involves using the reports that have been generated to make the important decisions about where future growth in the county should be encouraged in order to minimize infrastructure costs and to enhance the overall level of "quality of life." The process for making these determinations is as important as the determinations themselves. The process can help to achieve consensus among cities and the County (in consultation with service providers) as to appropriate amounts and locations of new residential, commercial, and industrial growth in the county. The growth management determination process should include the following steps, several of which are based upon information developed in the previous components of the Program: Indicate on a County General Plan map the current city boundary lines, Spheres of Influence, the Urban Limit Line and current service areas for all of the major utilities/facilities; Add to the base map information regarding improvements or extensions to service systems that have been completed since the last review period or improvements itemized in capital improvement programs, as well as constructed and approved development projects and adopted General Plan Amendments; Identify lands that have been determined to be undevelopable; Identify on the map the geographic areas with infrastructure constraints and the locations of development projects that have been unable to meet performance standards; Review the annual land supply and development monitoring reports in conjunction with the performance standards and infrastructure constraints analysis reports to determine whether an adequate supply of vacant land is designated for urban use in the County and city General Plans, on both a countywide and subregional basis, to allow the anticipated amount of urban development during the remainder of the 20-year period. This urban development must be subject to the 65/35 Land Preservation Standard (see Chapter 3, Land Use Element); Determine whether adjustment to the Urban Limit Line is needed in order to provide sufficient land to accommodate anticipated needs. Growth management determinations shall be made in consultation with the Transportation Authority. In addition, it is anticipated that these growth management determinations will be made in a series of joint meetings conducted on a subregional basis with representatives of the cities. LAFCO and the service 4. Growth Management Element 4-18 districts should also be consulted. Staff will present the base map and accompanying reports to the County and city planning commissions, LAFCO, and service district boards, with a request that the agencies review the recommendations and make formal comments. After this review period is complete and appropriate changes, if needed, have been made, the map and reports will be recirculated to all of the jurisdictions in the county. The final action will be to request that the cities, LAFCO, and service providers adopt resolutions in support of the recommendations and to initiate any General Plan Amendment hearings which may result from the review process. Definitions of Terms The following definitions apply to the geographic terms used with respect to the Growth Management Element only. The level of service designations for unincorporated county areas are shown in Figure 4-2. Rural. Rural areas are defined as generally those parts of the county that are designated in the General Plan for agricultural, open space, or very-low density residential uses, and which are characterized by medium to very large parcel sizes (10 acres to several thousand acres). These areas have very low population densities, usually no more than 1 person per acre or 500 people per square mile. Suburban. Suburban areas are defined as generally those parts of the county that are designated in the General Plan for low- and medium-density single-family homes; low-density multiple-family residences; low-density neighborhood- and community-oriented commercial/industrial uses; and other accompanying uses. Individual structures in suburban areas are generally less than 3 stories in height and residential lots vary from about one fifth of an acre (8,000 or 9,000 square feet) up to 2 or 3 acres. Population densities in suburban areas fall within a wide range, from about 1,000 to 7,500 persons per square mile (1.5 to 12.0 people per acre). Urban. Urban areas are defined as generally those parts of the county that are designated in the General Plan primarily for multiple-family housing, with smaller areas designated for high-density single-family homes; low- to moderate-density commercial/industrial uses; and many other accompanying uses. Urban areas usually include clusters of residential buildings (apartments and condominiums) up to three or four stories in height and single-family homes on relatively small lots. Many commercial strips along major arterial roads are considered urban areas. Examples of urban areas in Contra Costa County are the older neighborhoods in Richmond, El Cerrito, Pittsburg, and Antioch and the downtown commercial districts in smaller cities such as Martinez, Danville, and Lafayette. Population densities in urban areas are usually at least 7,500 persons per square mile (12.0 people per acre). Employment densities in commercial areas may range up to about 15 jobs per acre. Central Business District/Major Commercial Center. Central business districts or major commercial centers are defined as those areas designated in the 4. Growth Management Element 4-19 General Plan for high-density commercial and residential uses. They consist of either the downtown area of a major city in Contra Costa County (Concord, Walnut Creek General Plan for high-density commercial and residential uses. They consist of either the downtown area of a major city in Contra Costa County (Concord, Walnut Creek, and Richmond) or a large business/office complex (such as Bishop Ranch or the Pleasant Hill BART station area). These areas are characterized by large concentrations of jobs and consist of clusters of buildings four stories or more in height. CBDs or major commercial centers generally have employment densities exceeding 15 jobs per acre. Contra Costa Transportation Authority Model Growth Management Element Correspondence Table Table 4-2 demonstrates how the policies contained in the County General Plan are consistent with (correspond to) the policies in the Contra Costa Transportation Authority Model Growth Management Element. These policies must be consistent for the County to qualify for Measure J transportation sales tax revenue. 4-20 4. Growth Management Element TABLE 4-2 CORRESPONDENCE TABLE BETWEEN MEASURE J MODEL GROWTH MANAGEMENT ELEMENT (MGME) AND COUNTY GENERAL PLAN GROWTH MANAGEMENT POLICIES AND PROGRAMS Contra Costa residents extended the Measure C-1988 transportation sales tax and growth management program when they approved Measure J in 2004. Measure J changes the specific requirements for the growth management program from those set in Measure C, eliminating two requirements, adding one and clarifying or refining others. County growth management policies and programs developed to comply with Measure C are not inherently in conflict with Measure J growth management requirements as is demonstrated by this correspondence table. The one growth management requirement added by Measure J, a voter‐approved Urban Limit Line, was already part of the County General Plan in 1991. In response to a Measure J refinement to the Measure C Housing Options requirement, the General Plan was amended in 2008 to include adoption of policies and standards into the development approval process that support transit, bicycle and pedestrian access in new developments. The Measure J Model Growth Management Element requires local jurisdictions to provide a correspondence table that clearly identifies which sections of the Plan constitute each required Element. The County growth management policies and programs described in this table restate text in the County General Plan in the format required by the Measure J Model Growth Management Element. MODEL GROWTH MANAGEMENT ELEMENT (MGME)1 FINAL—RELEASED ON JUNE 8, 2007 CORRESPONDING COUNTY GENERAL PLAN TEXT, GOALS, POLICIES, OR PROGRAMS 1. INTRODUCTION 1.1 Purpose The purpose of this Growth Management Element (GME) to the General Plan is to establish the goals, policies and implementation programs that are intended to manage and mitigate the impacts of future growth and development within (the local jurisdiction). This element is also intended to comply with the requirements of the Measure J Growth Management Program (GMP). Planned Levels of Development; The Urban Limit Line and Land Uses (Land Use Element §3.6, pg. 3-8) Introduction (Growth Management Element §4.1, pg. 4-1) Introduction (Housing Element §6.1, pg. 6-1) 1 Local Growth Management Elements must substantially comply with the intent of this model element, but need not reflect its exact language or organization. Applicable policies that are contained in other elements of the jurisdiction’s General Plan should also be referenced here within the Growth Management Element. 4-21 4. Growth Management Element MODEL GROWTH MANAGEMENT ELEMENT (MGME)1 FINAL—RELEASED ON JUNE 8, 2007 CORRESPONDING COUNTY GENERAL PLAN TEXT, GOALS, POLICIES, OR PROGRAMS 1.2 Background2 The Measure J GMP, adopted by the voters of Contra Costa in November 2004, requires each local jurisdiction to meet the six following requirements: Adopt a development mitigation program; Address Housing Options; Participate in an Ongoing Cooperative, Multi‐Jurisdictional Planning Process; Adopt an Urban Limit Line (ULL); Develop a five‐year capital improvement program; and Adopt a Transportation Systems Management (TSM) Ordinance or Resolution. Measure J (2004) is a 25‐year extension of the previous Measure C Contra Costa Transportation Improvement and Growth Management Program approve by the voters in 1988. Both programs include a ½ percent transportation and retail transactions and use tax intended to address existing major regional transportation problems. The Growth Management component is intended to assure that future residential business and commercial growth pays for the facilities required to meet the demands resulting from that growth. Compliance with the GMP is linked to receipt of Local Street Maintenance and Improvement Funds and Transportation for Livable Community funds from the Transportation Authority. The Growth Management Program defined by the original Ordinance 88‐01 continues in effect along with its linkage to Local Street maintenance and improvement funds through March 31, 2009. Beginning on April 1, 2009, the Measure J GMP requirements take effect. Measure J eliminates the previous Measure C requirements for local performance standards and level‐of‐service standards for non‐regional routes. Measure J also adds the requirement for adoption of a voter‐approved ULL. Public Participation through Voting Process (Introduction §1.3, pgs. 1-2 through 1-3) Introduction (Growth Management Element §4.1, pg. 4-1) 2 Contra Costa Transportation Authority, Ordinance 06-02 Amending and Restating the Measure C Transportation Expenditure Plan to Make Non-substantive Changes and Insert Specific Provisions Moved from Ordinance 88-01. 4-22 4. Growth Management Element MODEL GROWTH MANAGEMENT ELEMENT (MGME)1 FINAL—RELEASED ON JUNE 8, 2007 CORRESPONDING COUNTY GENERAL PLAN TEXT, GOALS, POLICIES, OR PROGRAMS 1.3 Intent By adopting and implementing this Element, the jurisdiction intends to establish a comprehensive, long‐range program that will match the demands for multi‐modal transportation facilities and services generated by new development with plans, capital improvement programs and development mitigation programs. The ULL is intended to promote compact urban development patterns and restrict the extension of infrastructure into areas where urban development is not planned. Introduction (Growth Management Element §4.1, pg. 4-1) 1.4 Authority The GME is adopted pursuant to the authority granted to local jurisdictions by Section 65303 of the Government Code of the State of California which states: The general plan may include any other elements or address any other subjects which, in thejudgment of the legislative body, relate to the physical development of the county or city. The GME also is consistent with the requirements of Contra Costa’s Transportation Sales Tax Expenditure Plan (Measure J), approved by Contra Costa County voters in 2004, and as amended by the Contra Costa Transportation Authority. Introduction (Growth Management Element §4.1, pg. 4-1) 1.5 Relation to Other General Plan Elements [Refer to other elements.] Relationship to Other General Plan Elements (Land Use Element §3.2, pg. 3-2) Relationship to Other General Plan Elements (Growth Management Element §4.2, pg. 4-2) Relationship to Other Elements (Transportation and Circulation Element §5.2, pgs. 5-1 through 5-2) Relationship to the General Plan (Housing Element §6.1E Table 6-1, pgs. 6-6 through 6-7) The GME establishes goals, and policies in Section 2 and sets forth corresponding implementation programs in Section 3. All sections are numbered sequentially, with the first number referring to the section and the second number to the subsection. 1.7 Definition of Maps, Goals, Policies, and Implementation Measure (Introduction pgs. 1-5 through 1-7) 1.6 Organization of Element 4-23 4. Growth Management Element MODEL GROWTH MANAGEMENT ELEMENT (MGME)1 FINAL—RELEASED ON JUNE 8, 2007 CORRESPONDING COUNTY GENERAL PLAN TEXT, GOALS, POLICIES, OR PROGRAMS 2. GOALS AND POLICIES 2.1 Introduction The introductory text should: (1) Describe the relationship of the goals and policies in the GME to the other elements of the General Plan, especially the policies in the Circulation and Land Use element; (1) Relationship to Other General Plan Elements (Land Use Element §3.2, pg. 3-2) (See Relationship to Other General Plan Elements [Growth Management Element §4.2, pg. 4-2] under 1.5 Relation to Other General Plan Elements in the MGME) Relationship to Other Elements (Transportation and Circulation Element §5.2, pgs. 5-1 through 5-2) (2) Define terms such as Action Plans, Routes of Regional Significance and Urban Limit Line, or refer to definitions in other parts of the Plan; and 2) Land Use Definitions (The Text of Measure C-1988 and Measure C-1990 §1.11, pg. 1-16) (3) Present a general discussion of how the jurisdiction will comply with Measure J. Text may also be included that discusses the roles of other agencies in the attainment of standards, or other factors that relate to the success of the programs included in the Section. (3) 4.1 Introduction (Growth Management Element, pg. 4-1) Growth Management Program (Housing Element §6.3, pgs. 6-49 through 6-51) Assure that new residential, business and commercial growth pays for the facilities required to meet the demands resulting from that growth. Support cooperative transportation and land use planning in Contra Costa County. Support land use patterns that make more efficient use of the transportation system, consistent with the General Plans of local jurisdictions. Support infill and redevelopment in existing urban and brownfield areas. Land Use Goals, Policies, and Implementation Measures (Land Use Element §3.8, pgs. 3-32 through 3-33 Goal 3-K) Goals, Policies and Implementation Measures (Growth Management Element §4.4, pg. 4-4) (See Table 6‐1, Goal 6 and 7 under 1.5 Relation to Other General Plan Elements in the MGME) 2.2 Goals (Examples based on Measure J) 4-24 4. Growth Management Element MODEL GROWTH MANAGEMENT ELEMENT (MGME)1 FINAL—RELEASED ON JUNE 8, 2007 CORRESPONDING COUNTY GENERAL PLAN TEXT, GOALS, POLICIES, OR PROGRAMS 2.3 Policies Land Use Goals, Policies, and Implementation Measures (Land Use Element §3.8, pgs. 3-34 through 3-37) Goals, Policies, and Implementation Measures (Growth Management Element §4.4, pgs. 4-4 through 4-8) Roadways and Transit Policies Transportation and Circulation Element §5.6, pgs. 5-15 and 5-16) Housing Goals and Policies (Housing Element §6.6, pgs. 6-89 through 6-91 – only certain policies cited) The local jurisdiction intends to comply with the Measure J GMP. The following policies are intended to implement Measure J and achieve the goals of this element: 2.3.1 Development Mitigation Program. Adopt and maintain in place a development mitigation program to ensure that new growth is paying its share of the costs associated with that growth. (See Policies 3-5 through 3-7, 4-1 through 4-4, and 5-4 and 5-21 under 2.3 Policies in the MGME) 2.3.1.1 Local Mitigation Program. The local jurisdiction shall adopt a local program to mitigate development impacts on non‐regional routes and other facilities. Revenue provided from this program shall not be used to replace private developer funding of any required improvements that have or would have been committed to any project. (See Policies 3‐5 through 3-7, 4-1 through 4-4, and 5-4 and 5-21 under 2.3 Policies in the MGME) 2.3.1.2 Regional Mitigation Program. The local jurisdiction shall participate in a regional development mitigation program to establish fees, exactions, assessments or other mitigation measures to fund regional or subregional transportation improvements needed to mitigate the impacts of planned or forecast development on the regional transportation system. See Policies 4-3 and 4-4 under 2.3 Policies in the MGME) 2.3.2 Address Housing Options. Demonstrate reasonable progress in provide housing opportunities for all income levels and demonstrate reasonable progress in meeting housing goals. (See Housing Element: §6.6 – Housing Plan (pgs. 6-88 through 6-92 – only certain policies cited) under 2.3 Policies in the MGME) 4-25 4. Growth Management Element MODEL GROWTH MANAGEMENT ELEMENT (MGME)1 FINAL—RELEASED ON JUNE 8, 2007 CORRESPONDING COUNTY GENERAL PLAN TEXT, GOALS, POLICIES, OR PROGRAMS 2.3.2.1 Periodic Reports. Prepare periodic reports to the Contra Costa Transportation Authority to demonstrate reasonable progress in providing housing opportunities for all income levels. Housing Plan (Housing Element Appendix B, pg. 6‐1B, Table B‐1, “Program Implementation Status”) (Periodic Reports are provided to CCTA via the Biennial Compliance Checklist) 2.3.2.2 Impacts on Transportation. Consider the impacts that the local jurisdiction’s land use development policies have on the local, regional, and countywide transportation system, including the level of transportation capacity that can reasonably be provided. (See Policies 4-3 under 2.3 Policies in the MGME) 2.3.2.3 Incorporation into Development Approval Process. Incorporate policies and standards into the development approval process that support transit, bicycle and pedestrian access in new developments. (See Policies 4-1 and 5-21 under 2.3 Policies in the MGME) 2.3.3 Participate in On‐Going Multi-Jurisdictional Planning: Participation in an on‐going multi‐jurisdictional planning process with other jurisdictions and agencies, the RTPC, and the Contra Costa Transportation Authority to create a balanced, safe, and efficient transportation system and to manage the impacts of growth. (See Policies 4‐4 and 5‐1 under 2.3 Policies in the MGME) 2.3.3.1 Action Plans. Work with the RTPC to develop and update Action Plans for Routes of Regional Significance. For the network of designated Routes of Regional Significance, set Multimodal Transportation Service Objectives (MTSOs) for those routes, and identify actions for achieving the MTSOs. The Action Plans also include a process for monitoring and review of the traffic impacts of proposed new developments. (See previous) 2.3.3.2 Travel Demand Model. Apply the Authority’s travel demand forecasting model and Technical Procedures to the analysis of General Plan Amendments (GPAs) and developments exceeding specified thresholds for their effect on the regional transportation system, including the Action Plan MTSOs. (None) 2.3.3.3 Interagency Consultation. Circulate traffic impact analyses to affected jurisdictions and to the RTPC for review and comment. (See Policies 4-4 under 2.3 Policies in the MGME) 2.3.3.4 Mitigation Program. Work with the RTPCs to develop the mitigation program outlined in Section 2.3.1.2 above. See Policy 4-3 under 2.3 Policies in the MGME) 2.3.3.5 Countywide Transportation Plan. Participate in the preparation of the Authority’s Countywide Comprehensive Transportation Plan and the ongoing countywide transportation planning process. (None) 4-26 4. Growth Management Element MODEL GROWTH MANAGEMENT ELEMENT (MGME)1 FINAL—RELEASED ON JUNE 8, 2007 CORRESPONDING COUNTY GENERAL PLAN TEXT, GOALS, POLICIES, OR PROGRAMS 2.3.3.6 Travel Model Support. Help maintain the Authority’s travel demand modeling system by providing information on proposed land use developments and transportation projects, including those projects that the jurisdiction has adopted as part of its five‐year CIP. (See 2.3.3 Participate in On‐Going Multi‐Jurisdictional Planning and 2.3.3.2 Travel Demand Model in the MGME) 2.3.4 Adopt an Urban Limit Line (ULL). The local jurisdiction shall adopt a ULL that has been approved by the majority of the voters within the local jurisdiction. The ULL may be either a MAC‐ULL, a County ULL, or a Local Voter ULL as defined in the Principles of Agreement (Attachment A) to the Measure J GMP (as amended). Land Use Goals, Policies, and Implementation Measures §3.8, pg. 3-34, Policies 3-5, 3-10, and 3-11) 2.3.4.1 Applicability. A complying ULL shall be in place through March 31, 2034, which is the end of the Measure J sales tax extension. (See 2.3.4 Adopt an Urban Limit Line in the MGME) 2.3.4.2 Policies. The ULL includes the following policy provisions: [List applicable policies here] (See 2.3.4 Adopt an Urban Limit Line in the MGME) 2.3.5 Develop a Five‐Year Capital Improvement Program (CIP). Annually or biennially, prepare and maintain a capital improvement program that outlines the capital projects needed to implement the goals, policies, and programs of this General Plan for the next five years. The CIP shall include approved projects and an analysis of the costs of the proposed projects as well as a financial plan for providing the improvements. (See Policies 3-7 and 4-1 under 2.3 Policies in the MGME) 2.3.6 Adopt a Transportation Systems Management (TSM) Ordinance or Resolution. To promote carpools, vanpools, and park and ride lots, the local jurisdiction shall maintain in place an ordinance or resolution that conforms to the model TSM ordinance or resolution that the Authority has drafted and adopted. (See Policy 5-24 under 2.3 Policies in the MGME) 3. IMPLEMENTATION PROGRAMS The jurisdiction will adopt and implement a development mitigation program to ensure that new growth is paying its share of the costs associated with that growth. This program shall consist of both a local program to mitigate impacts on local streets and other facilities and a regional program to fund regional and subregional transportation projects, consistent with the Countywide Comprehensive Transportation Plan. Land Use Goals, Policies, and Implementation Measures (Land Use Element §3.8, pg. 4-9) Goals Policies and Implementation Measures (Growth Management Element §4.4, pg. 4-9, Measure 4-g) 3.1 Development Mitigation Program 4-27 4. Growth Management Element MODEL GROWTH MANAGEMENT ELEMENT (MGME)1 FINAL—RELEASED ON JUNE 8, 2007 CORRESPONDING COUNTY GENERAL PLAN TEXT, GOALS, POLICIES, OR PROGRAMS 3.1.1 Local Mitigation Program – Required Mitigation or Fees. The jurisdiction will require development projects to provide local mitigation or fees as established for proposed newdevelopment. Goals, Policies, and Implementation Measures (Growth Management Element §4.4, pg. 4-11, Measure 4-m and 4-n) Roadway and Transit Implementation Measures (Transportation and Circulation Element §5.6, pg. 5-17, Measure 5-e) 3.1.2 Regional Mitigation Program – Required Fees and Exemptions. The jurisdiction will require development projects to pay regional development mitigation fees established by the RTPC in accordance with the RTPC’s adopted program. [List specific RTMP requirements here] Goals Policies and Implementation Measures (Growth Management Element §4.4, pgs. 4-8 through 4-9, Measures 4-b and 4-d) Roadway and Transit Implementation Measures (Transportation and Circulation Element §5.6, pg. 5-17, Measure 5-f) 3.1.3 Analyze the impacts of land use policies and future development on the transportation system by evaluating General Plan Amendments and requiring preparation of traffic impact reports for projects that generate in excess of a specified traffic threshold. The General Plan Amendment Process (Introduction §1.10, pg. 1-9) Goal, Policies, and Implementation Measures (Growth Management Element §4.4, pgs. 4-8 through 4-9, Measures 4-c through 4-e) Contra Costa County Guidelines for Administering the California Environmental Quality Act (2010), Appendix M 3.1.4 Use of Measure J Funds. Measure J transportation improvement funds, including the 18% Local Street Maintenance and Improvement Funds, may be used for any eligible transportation purpose. In no case, however, will those funds replace private developer funding for transportation projects determined to be required for new growth to mitigate the impacts it creates. Goals, Policies and Implementation Measures (Growth Management Element §4.4, pg. 4-9, 4-d) 4-28 4. Growth Management Element MODEL GROWTH MANAGEMENT ELEMENT (MGME)1 FINAL—RELEASED ON JUNE 8, 2007 CORRESPONDING COUNTY GENERAL PLAN TEXT, GOALS, POLICIES, OR PROGRAMS 3.2 Address Housing Options To achieve reasonable progress in providing housing opportunities for all income levels, the local jurisdiction will: [List specific implementation programs here, or reference programs located in the Housing Element] Land Use Goals, Policies, and Implementation Measures (Land Use Element §3.8, pg. 3-39, Measures 3-ab) Housing Plan (Housing Element Appendix B, pg. 6‐1B, Table B‐1, “Program Implementation Status”) (Periodic Reports are provided to CCTA via the Biennial Compliance Checklist) 3.2.1 Prepare a biennial report on the implementation of actions outlined in the local jurisdictions Housing Element, for submittal to CCTA as part of the biennial GMP Compliance Checklist. The report will demonstrate reasonable progress using one of the following three options: Housing Plan (Housing Element Appendix B, pg. 6-1B, Table B-1, “Program Implementation Status”) (Periodic Reports are provided to CCTA via the Biennial Compliance Checklist) 3.2.1.1 Comparing the number of housing units approved, constructed or occupied within the jurisdiction over the preceding five years with the number of units needed on average each year to meet the housing objectives established in the jurisdictions Housing Element; or Goals, Policies, and Implementation Measures (Growth Management Element §4.4, pgs. 4-11 through 4-12, “Land Supply/Development Monitoring Analysis”) 3.2.1.2 Illustrating how the jurisdiction has adequately planned to meet the existing and projected housing needs through the adoption of land use plans and regulatory systems which provide opportunities for, and do not unduly constrain, housing development; or (See 3.2.1.1 in the MGME) 3.2.1.3 Illustrating how a jurisdiction’s General Plan and zoning regulations facilitate theimprovement and development of sufficient housing to meet those objectives. (See 3.2.1.1 in the MGME) 4-29 4. Growth Management Element MODEL GROWTH MANAGEMENT ELEMENT (MGME)1 FINAL—RELEASED ON JUNE 8, 2007 CORRESPONDING COUNTY GENERAL PLAN TEXT, GOALS, POLICIES, OR PROGRAMS 3.2.2 As part of the development review process, support the accommodation of transit, bicycle, and pedestrian access for new development. [List specific procedures] Land Use Goals, Policies, and Implementation Measures (Land Use Element §3.8, pgs. 3-39 through 3-40, Measures 3-al through 3-ao) Goals, Policies, and Implementation Measures (Growth Management Element §4.4, pg. 4-9, Measure 4-j) Roadway and Transit Implementation Measures (Transportation and Circulation Element §5.6, pgs. 5-18 through 5-23[certain measures 3.3 Multi-Jurisdictional Transportation Planning The jurisdiction will participate in multi‐jurisdictional transportation planning by participating in activities of the RTPC including development of Regional Route Action Plans and cooperating in the assessment and mitigation of traffic impacts in neighboring jurisdictions when it is believed that local actions contribute to conditions at such intersections. Goals, Policies, and Implementation Measures (Growth Management Element, §4.4 pg. 4-8, Measure 4-b) 3.3.1 Action Plans for Routes of Regional Significance. The map/list on page ( ) shows Routes of Regional Significance that have been designated by the local jurisdiction in cooperation with the RTPC and the Contra Costa Transportation Authority. The jurisdiction will participate with both agencies in developing and implementing Action Plans for Routes of Regional Significance. (See Measure 4-b under 3.3 Multi-Jurisdictional Transportation Planning in the MGME) 3.3.2 Travel Demand Modeling. The jurisdiction will apply the Authority’s travel demand model for analysis of General Plan amendments affecting land use or circulation and development projects that generate more than a specified threshold of peak hour trips to determine the effects on the regional transportation system and compliance with the Multimodal Transportation Service Objectives established in the Action Plan applicable to the jurisdiction’s planning area. The jurisdiction also will help maintain the Authority’s travel demand modeling system by providing information on proposed improvements to the transportation system, planned and approved development within the jurisdiction, and long‐ rang plans relative to ABAG’s projections for households and jobs within the local jurisdiction. Land Use Goals, Policies, and Implementation Measures (Land Use Element §3.8, pg. 3-38, Measure 3-o) 3.3.3 Other Planning and Implementation Programs. The jurisdiction will work with the RTPC and the Contra Costa Transportation Authority to help develop other plans, programs and studies to address transportation and growth management issues. (None) 4-30 4. Growth Management Element MODEL GROWTH MANAGEMENT ELEMENT (MGME)1 FINAL—RELEASED ON JUNE 8, 2007 CORRESPONDING COUNTY GENERAL PLAN TEXT, GOALS, POLICIES, OR PROGRAMS 3.3.4 Conflict Resolution. The jurisdiction will participate in the Contra Costa Transportation Authority’s established conflict resolution process as needed to resolve disputes related to the development and implementation of Actions Plans and other programs described in this Element. Goals, Policies, and Implementation Measures (Growth Management Element §4.4, pg. 4-9, Measure 4-h) 3.4 Urban Limit Line (ULL) The jurisdiction will adopt either a Mutually Agreed‐Upon Countywide ULL, a County ULL, or Local Voter ULL consistent with the requirements of the Measure J GMP (as amended by Authority Ordinance 06‐04). Urban development is allowed within the line, subject to the policies and standards of the Land Use Element: The ULL can only be amended by a subsequent vote of the electorate; minor adjustments of less than 30 acres may be approved by a majority vote of the local jurisdiction‘s legislative body. Land Use Goals, Policies, and Implementation Measures §3.8, pg. 3-38, Measures 3-p through 3-s) 3.5 Five‐Year Capital Improvement Program Capital projects sponsored by the local jurisdiction and necessary to maintain and improve traffic operations will be included in the five‐ year Capital Improvement Program (CIP). Funding sources for such projects as well as intended project phasing will be generally identified in the CIP. (See Measure 4-g under 3.1 Development Mitigation Program in the MGME) 3.6 Transportation Systems Management (TSM) As part of this growth management program, the jurisdiction will adopt and implement a TSM ordinance, or a TSM Resolution, or an alternative mitigation program. (See Measure 4-j under 3.2.2 in the MGME) GLOSSARY (See Land Use Definitions under 2.1 Introduction in the MGME) Compliance Checklist Reporting Jurisdiction: Contra Costa County For Fiscal Years 2017-18 and 2018-19 Reporting Period: Calendar Years 2016 & 2017 Attachment F 2999 Oak Road., Suite 100 * Walnut Creek, CA 94597 LOCAL STREET MAINTENANCE AND IMPROVEMENTS FUNDS (18% LSM FUNDS & 2.09% ADDITIONAL FUNDS) ANNUAL REPORTING FORM (SUMMARY) FOR ELIGIBLE EXPENDITURES DURING FISCAL YEAR 2016-17 Jurisdiction: ___________Contra Costa County________________________ (If you have any questions regarding this form, please contact Matt Kelly at CCTA, 256-4730. Please return the form to CCTA, along with the project detail spreadsheet, Attention: Lillian Arvisu, at the address below Total for FY 2016-17 Balance as of July 1, 2016 2,843,640 18% + 2.09% Funds Received during FY 2016-17 (actual, not accrued) 2,802,468 Eligible Expenditures (Please describe all expenditures in excess of $10,000 on the LSM Audit Reporting spreadsheet.) Local Street and Roads 2,230,926 Growth Management Planning and Compliance 465,818 Transit Capital and Operations Trails Parking Facilities TDM/TSM Total Expenditures during FY 2016-17 2,696,744 Funds Remaining 2,949,364 Interest Earned 47,166 Balance as of June 30, 2017 2,996,530 Form prepared by: ___Debra Young______________________ Phone: ___925-674-7727______________ Email: Debra.young@dcd.cccounty.us____ Title: _____Fiscal Officer_______________________________ Date: ___12/21/17_________ Jurisdiction: CONTRA COSTA COUNTY Reporting Period: FY 2016-2017 Project Type Project Name Project Description (Location, Limits) Measure J Funds Expended ($)Reporting Metric (see instructions) Trails San Pablo Dam Road Walkability Project Operation and maintenance of landscaping installed by San Pablo Dam Road Walkability project $ 30,000 Approximately 4,900 SY of sidewalk installed Local Streets and Roads Byron Hwy/Camino Diablo Construct safety improvements at Byron Highway/Camino Diablo intersection, Including a new traffic signal, left pockets, improve railroad crossing, and new sidewalks $ 140,000 Construction of $3.3M of improvements Trails Parker Ave Reconstruction Operation and maintenance of landscaping installed by Parker Avenue Reconstruction Project $ 30,000 Maintain median islands, irrigation system and plantings, including shrubbery and trees Local Streets and Roads Small Safety & Operation Project Conduct small safety projects at various locations (countywide) to improve safety and operation of existing roadways $ 50,926 Conduct small safety projects at various locations (countywide) to improve safety and operation of existing roadways Local Streets and Roads Signals and Flashers Routine maintenance of signals and flashers $ 251,702 Routine maintenance of signals and flashers Local Streets and Roads Pavement Repair Pothole patching $ 323,683 2,867 Potholes filled Local Streets and Roads Pavement Repair Pavement fabric patching $ 46,317 5,072 SY of Pavement Patching Local Streets and Roads Traffic Signing Routine repair and Replacement of traffic signage $ 183,298 1,149 sign locations Local Streets and Roads Tree Trimming Routine tree trimming of clearance an sight distance $ 156,944 24,081 LF of tree trimming Local Streets and Roads Weed Spray - county roads Routine weed abatement along County roads $ 93,056 584 Acres of week abatement Local Streets and Roads Storm Damage - Repair and clean Repair and cleaning of infrastructure due to storm damage $ 500,000 perform a range of activities related to storm damage caused by the winter rain events ranging from debris removal, culvert/road/side repair, construction of new bridge at over 25 sites Local Streets and Roads Spot shoulder repair Routine spot shoulder repairs $ 400,000 2,205 tones of material used for repairs Local Streets and Roads Road Patrol Routine patrol of County roads to assess safety $ 20,000 163 hours of road patrol Other DCD Staff time Staff time related to Measure J-related transportation planning activities. $ 49,136 N/A Other Measure C Growth Management Compliance with CCTA Growth Management Program, including GMP tracking and maintenance of County GMP checklist, and preparation for Growth Management Element Update $ 354,079 N/A Other Committee Dues Dues for various Committees $ 56,963 WCCTAC, SWAT, TRANSPAC, and TRANSPLAN $ 2,686,103 CCTA Measure J Local Streets & Roads Maintenance Audit Reporting Form (for expenditures of $10,000 or more) RECOMMENDATION(S): Acting as the Board of Directors for the Contra Costa County Fire Protection District, 1. APPROVE the Fire Station #6 (Concord) Roof Replacement Project (Project), Concord area [County Project No. WO#712B; WH712A/B, DCD-CP#19-08] (District IV); 2. DETERMINE the Project is a California Environmental Quality Act (CEQA), Class 1(d) Categorical Exemption, pursuant to Article 19, Section 15301(d) of the CEQA Guidelines; and 3. DIRECT the Director of Department of Conservation and Development to file a Notice of Exemption with the County Clerk. APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 04/16/2019 APPROVED AS RECOMMENDED OTHER Clerks Notes: VOTE OF SUPERVISORS AYE:John Gioia, District I Supervisor Candace Andersen, District II Supervisor Diane Burgis, District III Supervisor Karen Mitchoff, District IV Supervisor Federal D. Glover, District V Supervisor Contact: Alex Nattkemper, (925) 313-2364 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: April 16, 2019 David J. Twa, County Administrator and Clerk of the Board of Supervisors By: Stephanie Mello, Deputy cc: C. 66 To:Contra Costa County Fire Protection District Board of Directors From:Lewis T. Broschard, III, Chief, Contra Costa Fire Protection District Date:April 16, 2019 Contra Costa County Subject:Fire Station #6 (Concord) Roof Replacement Project RECOMMENDATION(S): (CONT'D) FISCAL IMPACT: Estimated Project cost is $239,000; budgeted; 100% Fire District General Operating Fund. BACKGROUND: The purpose of this project is to repair and replace the roof at Fire Station #6 in the City of Concord due to age and wear and tear. The project consists of temporarily removing all existing roofing to the structural deck. The structural substrate will be inspected and repaired as required. New cover board and underlayment will be installed throughout. Hot asphalt plies will be applied. Flashing and sealant will be installed where required. Once repairs to the structural substrate are complete, the existing ceramic roof tiles will be re-applied and any replacements will be in-kind. Tree trimming may be necessary. On November 13, 2018, the Board of Supervisors awarded a job order contract (JOC) for repair, remodeling, and other repetitive work to be performed pursuant to the Construction Task Catalog to Mark Scott Construction, Inc., Aztec Consultants, and Staples Construction Company, Inc., each in the amount of $2,500,000. This project is expected to be performed by one of the three JOC contractors. A task order catalogue has been prepared for the JOC contractor to complete this Project. In the event that the Project is not performed by the JOC contractor, the Public Works Department will return to the Board for approval of plans and specifications and authorization to advertise and solicit bids. CONSEQUENCE OF NEGATIVE ACTION: Delay in approving the project may result in a delay of design, construction, and may jeopardize funding. ATTACHMENTS FS #6 (Concord) CEQA Document RECOMMENDATION(S): Acting as the Board of Directors for the Contra Costa County Fire Protection District, 1. APPROVE the Fire Station #2 (Pleasant Hill) Roof Replacement Project (Project). [County Project No. WO#711B; WH711A/B, DCD-CP#19-07] (District IV); 2. DETERMINE the Project is a California Environmental Quality Act (CEQA), Class 1(d) Categorical Exemption, pursuant to Article 19, Section 15301(d) of the CEQA Guidelines; and 3. DIRECT the Director of Department of Conservation and Development to file a Notice of Exemption with the County Clerk. APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 04/16/2019 APPROVED AS RECOMMENDED OTHER Clerks Notes: VOTE OF SUPERVISORS AYE:John Gioia, District I Supervisor Candace Andersen, District II Supervisor Diane Burgis, District III Supervisor Karen Mitchoff, District IV Supervisor Federal D. Glover, District V Supervisor Contact: Alex Nattkemper, (925) 313-2364 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: April 16, 2019 David J. Twa, County Administrator and Clerk of the Board of Supervisors By: Stephanie Mello, Deputy cc: C. 67 To:Contra Costa County Fire Protection District Board of Directors From:Lewis T. Broschard III, Chief, Contra Costa Fire Protection District Date:April 16, 2019 Contra Costa County Subject:Fire Station #2 (Pleasant Hill) Roof Replacement Project RECOMMENDATION(S): (CONT'D) FISCAL IMPACT: Estimated Project cost is $343,000; budgeted; 100% Fire District General Operating Fund. BACKGROUND: The purpose of this project is to replace the roof at Fire Station # 2 in the City of Pleasant Hill due to age and wear and tear. The project consists of removing all existing roofing to the structural deck. The structural substrate will be inspected and repaired as required. New cover board and underlayment will be installed throughout. Hot asphalt plies will be applied. Flashing and sealant will be installed where required. Tree trimming may be necessary. On November 13, 2018, the Board of Supervisors awarded a job order contract (JOC) for repair, remodeling, and other repetitive work to be performed pursuant to the Construction Task Catalog to Mark Scott Construction, Inc., Aztec Consultants, and Staples Construction Company, Inc., each in the amount of $2,500,000. This project is expected to be performed by one of the three JOC contractors. A task order catalogue has been prepared for the JOC contractor to complete this Project. In the event that the Project is not performed by the JOC contractor, the Public Works Department will return to the Board for approval of plans and specifications and authorization to advertise and solicit bids. CONSEQUENCE OF NEGATIVE ACTION: Delay in approving the project may result in a delay of design, construction, and may jeopardize funding. ATTACHMENTS FS 2 (Plesant Hill) CEQA Document RECOMMENDATION(S): APPROVE and AUTHORIZE the County Librarian to close the Walnut Creek County Library early to the public on April 27, 2019, at 3:00 p.m. instead of the regular 6:00 p.m. under normal business hours, to host the annual fundraising event, as requested by the Walnut Creek Library Foundation. FISCAL IMPACT: No fiscal impact. BACKGROUND: On Saturday, April 27, 2019, the Walnut Creek Library Foundation will host their annual fundraising event. The County Librarian is requesting approval to close the Walnut Creek Library close early to the public at 3:00 p.m. instead of the regular closure time of 6:00 p.m. to provide the WCLF time to ready the library for the event. CONSEQUENCE OF NEGATIVE ACTION: The Walnut Creek Library will not close early to the public, making it difficult to set up the library for the event. APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 04/16/2019 APPROVED AS RECOMMENDED OTHER Clerks Notes: VOTE OF SUPERVISORS AYE:John Gioia, District I Supervisor Candace Andersen, District II Supervisor Diane Burgis, District III Supervisor Karen Mitchoff, District IV Supervisor Federal D. Glover, District V Supervisor Contact: Walt Beveridge 925-608-7730 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: April 16, 2019 David J. Twa, County Administrator and Clerk of the Board of Supervisors By: Stephanie Mello, Deputy cc: C. 68 To:Board of Supervisors From:Melinda Cervantes, County Librarian Date:April 16, 2019 Contra Costa County Subject:Annual Library Fundraiser - Walnut Creek Library Foundation RECOMMENDATION(S): APPROVE recommendations from the Fish & Wildlife Committee for the allocation of 2019 Fish and Wildlife Propagation Fund grant funds for ten projects totaling $67,267. FISCAL IMPACT: The recommendation will have no impact on the County General Fund. The FWC is proposing to allocate $67,267 or 38% of the $175,909 propagation funds available as of January 10, 2019. Fish and wildlife propagation funds are restricted to costs for the protection, conservation, propagation, and preservation of fish and wildlife, pursuant to Fish and Game Code section 13100, and are budgeted in the Fish and Game Fund (110200). BACKGROUND: On November 22, 2010, the Internal Operations Committee (IOC) received a status report from Department of Conservation and Development (DCD) regarding the allocation of propagation funds by the Fish and Wildlife Committee (FWC). The IOC accepted the report along with the recommended modifications to improve the grant process in the future. The modifications included (1) updating the FWC Conflict of Interest Code, which was accomplished, and; (2) having the IOC conduct a preliminary review of annual FWC grant recommendations prior to Board of Supervisors review, which is now a standing referral to the IOC. APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 04/16/2019 APPROVED AS RECOMMENDED OTHER Clerks Notes: VOTE OF SUPERVISORS AYE:John Gioia, District I Supervisor Candace Andersen, District II Supervisor Diane Burgis, District III Supervisor Karen Mitchoff, District IV Supervisor Federal D. Glover, District V Supervisor Contact: Maureen Parkes (925) 674-7831 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: April 16, 2019 David J. Twa, County Administrator and Clerk of the Board of Supervisors By: Stephanie Mello, Deputy cc: DCD, IOC Staff C. 69 To:Board of Supervisors From:INTERNAL OPERATIONS COMMITTEE Date:April 16, 2019 Contra Costa County Subject:ALLOCATION OF FISH AND WILDLIFE PROPAGATION FUNDS BACKGROUND: (CONT'D) Attached is a memo describing the outreach and selection process and criteria, and transmitting the grant funding recommendations of the County's Fish & Wildlife Committee for full or partial funding of ten projects. The Fish & Wildlife Committee exercised care in limiting allocations to the direct costs of each project for activities that protect, conserve, propagate, and preserve fish and wildlife. The grant matrix attached to the transmittal shows each project in summary form, including the amount requested vs. the proposed allocation, the rationale for the FWC's decision, and any limitations on the use of the funds. The IOC reviewed and approved the proposed list of grants at its regular meeting on April 8, 2019. ATTACHMENTS Fish and Wildlife Committee Recommendations for 2019 Propagation Fund Allocations Page 2 of 5 FWC Grant Program The Board has charged the FWC with coordinating a process by which fine money could be appropriately “expended for the protection, conservation, propagation, and preservation of fish and wildlife” [Fish and Game Code 13100]. Since 1996, the FWC has implemented a structured process for reviewing funding requests. The FWC developed a grant application packet (attached), which includes a cover letter to explain the grant process and funding priorities, an application to solicit relevant information about the project, and a copy of the expenditure criteria established by California law for the Fish and Wildlife Propagation Fund. In July 2018, the application packet was sent to the Fish and Wildlife Committee mailing list, Contra Costa Watershed Forum mailing list, Contra Costa County libraries, Contra Costa County Office of Education, Contra Costa College, Diablo Valley College and Los Medanos College for distribution to interested teachers and programs that could benefit from the grant program. Joan Morris wrote a short article in the Contra Costa Times regarding the availability of the grant application packet. A press release was distributed to local and regional media outlets regarding the availability of the grant application packet and CCTV publicized it on the CountyNet Bulletin Board which reaches 400,000+ homes in the County. It was also made available on the Committee’s website and to anyone who requested a copy. FWC Grant Review Process in 2019 A total of 13 applications requesting a total of $99,589.51 were received by the application deadline. The Fish and Wildlife Committee members considered the funding of the applications at their January and February meetings. Some applicants attended FWC meetings to make themselves available to answer questions regarding their applications. II. Recommendation of Funding on Grants for 2019 At the February 20, 2019 meeting, the FWC recommended funding for 10 of the proposed projects. Projects recommended for funding total $67,266.78 and are geographically located across the County. More details are provided on the attached grant recommendations chart, which provides information on all of the applications. The specific FWC recommendations and votes are listed on Pages 3 - 5. Members in attendance and voting on these items were: Judy Bendix (District I), Susan Heckly (District II), Brett Morris (District IV), Daniel Pellegrini (District V), Rhonda Gehlke (At-large), Kathleen Jennings (At- large), Heather Rosmarin (At-large), and Nicole Kozicki (At-large Alternate). Page 3 of 5 The following recommendations are for full funding of the project as proposed unless noted otherwise. FWC Recommendations: 1) Appropriate $3,572.00 to The Regents of the University of California for their Native Bees in Urban Brentwood and Agricultural Brentwood project to conduct research on native bees and their role in providing pollination services in the Brentwood area. Partial funding is recommended and may only be used for travel, materials and supplies as outlined in the grant application Project Budget. [5 ayes/3 noes] Ayes: Gehlke, Heckly, Kozicki, Morris and Pellegrini; Noes: Bendix, Jennings and Rosmarin; Absent: Dawson and Skinner; Abstain: None 2) Appropriate $2,895.00 to Contra Costa Resource Conservation District for their Sacramento perch: from watersheds to classrooms, and back! project. The program provides for restoration of Sacramento perch in the Bay Delta System and will engage approximately 225 students with inquiry-based learning, as well as hands-on, experiential learning. Funds will be used for supplies for aquariums, and supplies for spawning and food acclimation. [8 ayes/0 noes] Ayes: Bendix, Gehlke, Jennings, Heckly, Kozicki, Morris, Rosmarin and Pellegrini; Noes: None; Absent: Dawson and Skinner; Abstain: None 3) Appropriate $12,500.00 to International Bird Rescue for their Resolving Negative Human-Wildlife Interactions (AKA Urban Wildlife Conflicts) project. Funding will be used to offset nutrition, medicine, and veterinary medical supply costs for birds admitted from Contra Costa County to the San Francisco Bay-Delta Wildlife Center located in Cordelia, California between April 1 and December 31, 2019. [8 ayes/0 noes] Ayes: Bendix, Gehlke, Jennings, Heckly, Kozicki, Morris, Rosmarin and Pellegrini; Noes: None; Absent: Dawson and Skinner; Abstain: None 4) Appropriate $1,025.00 to Worth a Dam for their Treasure Hunt for the 'Lost Key to the Waters' project to support a learning activity at the 12th Annual Beaver Festival in Martinez. The project will teach children and parents the essential benefits of a beaver pond. Funds will be used for various supplies, directional sign flags, exhibit location map, bronze keys, chalk and soft pastels. [8 ayes/0 noes] Ayes: Bendix, Gehlke, Jennings, Heckly, Kozicki, Morris, Rosmarin and Pellegrini; Noes: None; Absent: Dawson and Skinner; Abstain: None 5) Appropriate $6,000.00 to Kids for the Bay for their Watershed Action Program project to fund eight (8) local bay and delta field trips (school bus transportation) for students and teachers from low‐income Contra Costa County schools, which will teach students about the scientific principles of fish and wildlife conservation, as well as help to improve the health of fish and wildlife habitats in Contra Costa County through Environmental Action Projects and trash clean-ups. [8 ayes/0 noes] Ayes: Bendix, Gehlke, Jennings, Heckly, Kozicki, Morris, Rosmarin and Pellegrini; Noes: None; Absent: Dawson and Skinner; Abstain: None Page 4 of 5 6) Appropriate $2022.30 to Greens-at-Work/Berkeley Partners for Parks for their City of Richmond Adopt-a-Spot Rehabilitation Project (Richmond/CA) project. Work will include fencing part of the site to deter trash from blowing into Hoffman Marsh, filling in and maintaining native plant vegetation, and conducting public outreach. Funds will be used for bamboo fence panels, steel stakes/rebar, tools + tie wire, native plants, soil and gloves. [8 ayes/0 noes] Ayes: Bendix, Gehlke, Jennings, Heckly, Kozicki, Morris, Rosmarin and Pellegrini; Noes: None; Absent: Dawson and Skinner; Abstain: None 7) Appropriate $4,804.82 to Marine Science Institute for their 2019 Delta Education Equipment project to support their Delta Discovery Voyages program. Funding will be used for new Samson ropes for mooring their 90-foot research vessel at the Antioch Marina, which is used to deliver STEM and environmental education to CCC 5th grade students. [8 ayes/0 noes] Ayes: Bendix, Gehlke, Jennings, Heckly, Kozicki, Morris, Rosmarin and Pellegrini; Noes: None; Absent: Dawson and Skinner; Abstain: None 8) Appropriate $10,000 to the Regional Parks Foundation for their Kids Healthy Outdoors Challenge (KHOC) program. This program promotes outdoor education and play while also supporting the delivery of third-grade curriculum. Funds will be used for bus transportation, teacher's guide, student booklets and teacher orientation (supplies and lunches). [8 ayes/0 noes] Ayes: Bendix, Gehlke, Jennings, Heckly, Kozicki, Morris, Rosmarin and Pellegrini; Noes: None; Absent: Dawson and Skinner; Abstain: None 9) Appropriate $21,580.00 to The Watershed Project (TWP) for their Water Quality Monitoring in Contra Costa County project. Funds will support TWP's third year of their county-wide creek monitoring program. TWP will continue all aspects of the monitoring program while expanding their network, making their data available through California Environmental Data Exchange Network (CEDEN), and deploying monitoring loggers at certain sites. Funds will be used for monthly monitoring equipment, Water Reporter app to publish data, test kits, testing samples at Enthalpy Analytical, ID bug samples and a Water Quality Monitoring Design Course. [8 ayes/0 noes] Ayes: Bendix, Gehlke, Jennings, Heckly, Kozicki, Morris, Rosmarin and Pellegrini; Noes: None; Absent: Dawson and Skinner; Abstain: None 10) Appropriate $2,867.66 to the City of El Cerrito, Operations + Environmental Services Division for their El Cerrito Recycling + Environmental Resource Center - Hillside Habitat Restoration Project. The project will improve the native plant habitat on the hillside nearest to the El Cerrito Recycling + Environmental Resource Center benefitting the Bay Area wildlife that depend on the native species habitat for food and shelter. Funds will be used for landscape staples, weed barrier landscape fabric, plants, compost, seeds, refreshments for volunteers and interpretive signage. [8 ayes/0 noes] Ayes: Bendix, Gehlke, Jennings, Heckly, Kozicki, Morris, Rosmarin and Pellegrini; Noes: None; Absent: Dawson and Skinner; Abstain: None Page 5 of 5 11) Further, the FWC also recommended that within a year of grant funding approval, or within one month of project completion, whichever comes sooner, recipients must submit a final project report which includes invoices and receipts documenting how funds were spent and the results of the project. Details will be outlined in the grant award packet provided to all successful applicants. [8 ayes/0 noes] Ayes: Bendix, Gehlke, Jennings, Heckly, Kozicki, Morris, Rosmarin and Pellegrini; Noes: None; Absent: Dawson and Skinner; Abstain: None Staff recommends that grant awardees may request modifications to the budget allocations described in their grant applications in writing and those requests may be approved by the Fish and Wildlife Committee or the Department of Conservation and Development Director or his designee. Please contact Maureen Parkes at 925-674-7831 or Abigail Fateman at 925-674-7820 with any questions. Attachments: • Grant application packet for Fish and Wildlife Propagation Funds • Chart summarizing the applications and recommendations Grant Applications and Fish and Wildlife Committee Recommendations 2019 *CDFW requires Department approval of Fish and Wildlife Propagation funds that are requested under California Fish and Game Code Section 13103 (d), (h), (i), (l) and (m).4/2/2019 Organization Type of Org Project Title Type of Project Location of Project Requested Funding Amount Recommended Funding Amount Staff Summary of Request FWC Rationale for Recommendation A The Regents of the University of California non-profit Native Bees in Urban Brentwood and Agricultural Brentwood (a) public education (i) scientific research *CDFW has confirmed this project is eligible to receive funds under FGC Section 13103 (i) East County $8,572.00 $3,572.00 This is a request for funding the sampling of native bees and their flower hosts in urban Brentwood during the main flowering season of 2018 (complete) and 2019 (proposed for 2019) (March-Sept.) and compare this inventory with sampled collections from adjacent Ag Brentwood farms.This is a continuation of Professor Frankie's research on California's native bees and their relationships with flowering plants, and their pollination role in agricultural, ornamental, and natural landscapes. They will also will be sharing their findings with several audiences. Funds would be used for travel, materials and supplies and a bee taxonomist hired on a contract basis to identify bees. The project meets the requirements of Section 13103 (a) public education and (i) scientific research. The Committee recommends partial funding in the amount of $3,572 to support Professor Frankie's research on native bees and their role in providing pollination services in the Brentwood area. Funds may be used only for travel, materials and supplies as outlined in the grant application Project Budget. Grant Applications and Fish and Wildlife Committee Recommendations 2019 *CDFW requires Department approval of Fish and Wildlife Propagation funds that are requested under California Fish and Game Code Section 13103 (d), (h), (i), (l) and (m).4/2/2019 Organization Type of Org Project Title Type of Project Location of Project Requested Funding Amount Recommended Funding Amount Staff Summary of Request FWC Rationale for Recommendation B Contra Costa Resource Conservation District government Sacramento perch: from watersheds to classrooms, and back! (a) public education (d) by breeding, raising and releasing Sacramento perch *CDFW has confirmed this project is eligible to receive funds under FGC Section 13103 (d) Countywide $2,895.00 $2,895.00 This is a request for funding a Sacramento perch restoration project combined with watershed education for students. Funds would be used for supplies for aquariums, and supplies for spawning and food acclimation. The project meets the requirements of Section 13103(a) public education and (d) by breeding, raising and releasing Sacramento perch. The program provides for restoration of Sacramento perch in the Bay Delta System and will engage approximately 225 students with inquiry-based learning, as well as hands-on, experiential learning. Grant Applications and Fish and Wildlife Committee Recommendations 2019 *CDFW requires Department approval of Fish and Wildlife Propagation funds that are requested under California Fish and Game Code Section 13103 (d), (h), (i), (l) and (m).4/2/2019 Organization Type of Org Project Title Type of Project Location of Project Requested Funding Amount Recommended Funding Amount Staff Summary of Request FWC Rationale for Recommendation C International Bird Rescue non-profit Resolving Negative Human-Wildlife Interactions (AKA Urban Wildlife Conflicts) (b) Temporary emergency treatment and care of injured or orphaned wildlife. (c) Temporary treatment and care of wildlife confiscated by the department as evidence. Countywide $12,500.00 $12,500.00 This is a request for funding to offset nutrition, medicine, and veterinary medical supply costs for birds admitted from Contra Costa County to the San Francisco Bay- Delta Wildlife Center located in Cordelia, California between April 1 and December 31, 2019. The project meets the requirements of Section (b) Temporary emergency treatment and care of injured or orphaned wildlife and (c) Temporary treatment and care of wildlife confiscated by the department as evidence. IBR is a referral hospital and often treats the most challenging cases that are beyond the capacity or skills of other regional wildlife centers and clinics. The goal of the project is to address known, ongoing Urban Wildlife Conflicts (negative human- wildlife interactions) in CCC in 2019. Grant Applications and Fish and Wildlife Committee Recommendations 2019 *CDFW requires Department approval of Fish and Wildlife Propagation funds that are requested under California Fish and Game Code Section 13103 (d), (h), (i), (l) and (m).4/2/2019 Organization Type of Org Project Title Type of Project Location of Project Requested Funding Amount Recommended Funding Amount Staff Summary of Request FWC Rationale for Recommendation D Worth a Dam non-profit Treasure Hunt for the 'Lost Key to the Waters' (a) public education Central County $1,025.00 $1,025.00 This is a request for funds to support a learning activity at the 12th annual Beaver Festival in Martinez. Children and parents will learn the essential benefits of a beaver pond with a 'treasure hunt' theme. Funds are requested for various supplies, directional sign flags, exhibit location map, bronze keys, chalk and soft pastels. The project meets the requirements of Section 13103 (a) public education. The project will teach children and parents the essential benefits of a beaver pond with this fun treasure hunt at the Martinez Beaver Festival. Grant Applications and Fish and Wildlife Committee Recommendations 2019 *CDFW requires Department approval of Fish and Wildlife Propagation funds that are requested under California Fish and Game Code Section 13103 (d), (h), (i), (l) and (m).4/2/2019 Organization Type of Org Project Title Type of Project Location of Project Requested Funding Amount Recommended Funding Amount Staff Summary of Request FWC Rationale for Recommendation E Kids for the Bay non-profit Watershed Action Program (a) public education (e) habitat improvement West County 50% Central County 25% East County 25% $6,000.00 $6,000.00 This is a request for funds to deliver the Watershed Action Program and to fund eight (8) local bay and delta field trips (school bus transportation) for students and teachers from low-income Contra Costa County schools, which will teach students about the scientific principles of fish and wildlife conservation, as well as help to improve the health of fish and wildlife habitats in Contra Costa County through Environmental Action Projects and trash clean-ups. The project meets the requirements of Section 13103 (a) public education and (e) habitat improvement. In hands-on science classroom lessons, students and teachers will learn about the ecology of their local watershed; on field trips they will learn about the diversity of aquatic life in close- up encounters with nature; use microscopes, observe and identify local bird species and participate in trash clean-ups to protect the wildlife that they learn about during their classroom lessons and field trip. Grant Applications and Fish and Wildlife Committee Recommendations 2019 *CDFW requires Department approval of Fish and Wildlife Propagation funds that are requested under California Fish and Game Code Section 13103 (d), (h), (i), (l) and (m).4/2/2019 Organization Type of Org Project Title Type of Project Location of Project Requested Funding Amount Recommended Funding Amount Staff Summary of Request FWC Rationale for Recommendation F City of Lafayette, Creeks Committee government, voluntary advisory committee Lafayette - Creek Interpretation and Education Signage (a) public education Central County $4,200.00 $0.00 This is a request for funds to design, fabricate and install two interpretive wayside panels in Lafayette community parks near downtown Lafayette. The signage will increase awareness of the creeks and their natural values in the downtown area of Lafayette in a way that will inform and promote projects identified in the Lafayette Downtown Creeks Preservation, Restoration and Development Plan (DCP). The Committee does not recommend funding for this project because it did not demonstrate it would provide as much benefit to fish and wildlife as other grant applications. Grant Applications and Fish and Wildlife Committee Recommendations 2019 *CDFW requires Department approval of Fish and Wildlife Propagation funds that are requested under California Fish and Game Code Section 13103 (d), (h), (i), (l) and (m).4/2/2019 Organization Type of Org Project Title Type of Project Location of Project Requested Funding Amount Recommended Funding Amount Staff Summary of Request FWC Rationale for Recommendation G Greens-at- Work/Berkeley Partners for Parks non-profit City of Richmond Adopt-a-Spot Rehabilitation Project (Richmond/CA) (e) habitat improvement West County $2,022.30 $2,022.30 This is a request for funds for habitat restoration on City of Richmond property next to the Hoffman Marsh. This site is the gateway to the Greens-at-Work Point Isabel/Hoffman Marsh restoration project previously funded by CCC Fish and Wildlife Propagation Fund. Work will include fencing part of the site to deter trash from blowing into Hoffman Marsh, filling in and maintaining native plant vegetation, and conducting public outreach. Funds will be used for bamboo fence panels, steel stakes/rebar, tools + tie wire, native plants, soil and gloves. The project meets the requirements of Section 13103 (e) habitat improvement. The project will enhance, improve, and extend the quality of the habitat on which the plants, animals, birds and insects of Hoffman Marsh rely. Grant Applications and Fish and Wildlife Committee Recommendations 2019 *CDFW requires Department approval of Fish and Wildlife Propagation funds that are requested under California Fish and Game Code Section 13103 (d), (h), (i), (l) and (m).4/2/2019 Organization Type of Org Project Title Type of Project Location of Project Requested Funding Amount Recommended Funding Amount Staff Summary of Request FWC Rationale for Recommendation H Marine Science Institute non-profit 2019 Delta Education Equipment (a) public education Central County 51% East County 49% $7,733.55 $4,804.82 This is a request for funds to replace Samson ropes for mooring their 90-foot research vessel at the Antioch Marina, which is used to deliver STEM and environmental education to CCC 5th grade students with hands-on science curriculum that is aligned with Next Generation Science Standards (NGSS). The program meets the requirements of Section 13103 (a) public education. The Committee recommends funding in the amount of $4,804.82 for new Samson ropes for mooring their research vessel so the Delta Discovery Voyages program will carry on safely and without interruption. I Regional Parks Foundation non-profit Kids Healthy Outdoors Challenge (KHOC) (a) public education West County 35% Central County 21% East County 44% $10,000.00 $10,000.00 This is a request for funds for their Kids Healthy Outdoors Challenge Program. This program promotes outdoor education and play while also supporting the delivery of third-grade curriculum. Funds would be used for bus transportation, teacher's guide, student booklets and teacher orientation (supplies and lunches). The project meets the requirements of Section 13103 (a) public education. The goal of the program is to connect youth to nature and build future environmental stewards. Grant Applications and Fish and Wildlife Committee Recommendations 2019 *CDFW requires Department approval of Fish and Wildlife Propagation funds that are requested under California Fish and Game Code Section 13103 (d), (h), (i), (l) and (m).4/2/2019 Organization Type of Org Project Title Type of Project Location of Project Requested Funding Amount Recommended Funding Amount Staff Summary of Request FWC Rationale for Recommendation J The Watershed Project non-profit Water Quality Monitoring in Contra Costa County (a) public education (e) habitat improvement Countywide $21,580.00 $21,580.00 This is a request for funds to go toward TWP's third year of their county-wide creek monitoring program. They will continue all aspects of the monitoring program while expanding their network, making their data available through California Environmental Data Exchange Network (CEDEN), and deploying monitoring loggers at certain sites. Funds would be used for monthly monitoring equipment, Water Reporter app to publish data, test kits, testing samples at Enthalpy Analytical, ID bug samples and a Water Quality Monitoring Design Course. The project meets the requirements of Section 13103 (a) public education and (e) habitat improvement. The goal of the creek monitoring program is to train and engage citizen scientists on improving water quality in CCC and they will play a role in educating other residents on how to ensure a healthier habitat for fish. Grant Applications and Fish and Wildlife Committee Recommendations 2019 *CDFW requires Department approval of Fish and Wildlife Propagation funds that are requested under California Fish and Game Code Section 13103 (d), (h), (i), (l) and (m).4/2/2019 Organization Type of Org Project Title Type of Project Location of Project Requested Funding Amount Recommended Funding Amount Staff Summary of Request FWC Rationale for Recommendation K Mt. View Sanitary District government MVSD Pollinator Garden (a) public education (e) habitat improvement Central County $17,180.00 $0.00 This is a request for funds to reduce ground squirrel population by removing turf/bare ground, replacing it with native and Mediterranean plants, and installing a pollinator garden, which will have four interpretative panels and a garden brochure to educate visitors and school students on the importance of pollinators and pollinator habitat conservation. Funds would be used for plants, interpretive panel fabrication and base, and UC Berkeley Bee Lab follow-up study. The Committee does not recommend funding for this project due to the uncertainty that it would reduce the ground squirrel population. Grant Applications and Fish and Wildlife Committee Recommendations 2019 *CDFW requires Department approval of Fish and Wildlife Propagation funds that are requested under California Fish and Game Code Section 13103 (d), (h), (i), (l) and (m).4/2/2019 Organization Type of Org Project Title Type of Project Location of Project Requested Funding Amount Recommended Funding Amount Staff Summary of Request FWC Rationale for Recommendation L California Native Grasslands Association (CNGA) non-profit Grassland Monitoring Workshop: Methods and Techniques for Vegetation and Wildlife Monitoring (a) public education Countywide $3,014.00 $0.00 This is a request for funds to put on a two-day workshop in Contra Costa County. This workshop will provide 30 attendees with a framework to effectively design a monitoring plan for vegetation and/or wildlife, understand current protocols and field methods, get an introduction to several methods of data analysis, and provide guidelines for how to use the results to inform future management decisions. Funds would be used for instructors, food, handouts and field work materials. The Committee does not recommend funding for this workshop because it was not as competitive with other grant applications in the benefit to fish and wildlife or the number of people reached. Grant Applications and Fish and Wildlife Committee Recommendations 2019 *CDFW requires Department approval of Fish and Wildlife Propagation funds that are requested under California Fish and Game Code Section 13103 (d), (h), (i), (l) and (m).4/2/2019 Organization Type of Org Project Title Type of Project Location of Project Requested Funding Amount Recommended Funding Amount Staff Summary of Request FWC Rationale for Recommendation M City of El Cerrito, Operations + Environmental Services Division government El Cerrito Recycling + Environmental Resource Center - Hillside Habitat Restoration Project (e) habitat improvement West County $2,867.66 $2,867.66 This is a request for funds to support El Cerrito's volunteer efforts to improve wildife habitat on the portion of the hillside nearest to the El Cerrito Recycling + Environmental Resource Center. They will remove invasive and fire- prone plants and add new native plants to improve pollinator and other wildlife habitat, prevent erosion, decrease fire risk, and increase the overall aesthetics of the site. Interpretive signage will be used to encourage people to recognize both invasive and native plants and understand their role in the greater ecosystem of the hillside. Funds would be used for landscape staples, weed barrier landscape fabric, plants, compost, seeds, refreshments for volunteers and interpretive signage. The project meets the requirements of Section 13103 (e) habitat improvement. The project will improve the native plant habitat on the hillside nearest to the El Cerrito Recycling + Environmental Resource Center benefitting the Bay Area wildlife that depend on the native species habitat for food and shelter. Grant Applications and Fish and Wildlife Committee Recommendations 2019 *CDFW requires Department approval of Fish and Wildlife Propagation funds that are requested under California Fish and Game Code Section 13103 (d), (h), (i), (l) and (m).4/2/2019 Organization Type of Org Project Title Type of Project Location of Project Requested Funding Amount Recommended Funding Amount Staff Summary of Request FWC Rationale for Recommendation $175,908.92 $175,908.92 $99,589.51 $67,266.78 Remainder $76,319.41 $108,642.14 Subtotals By Region Requested Funding Amount Percentage of Total Amount Requested Recommended Funding Amount Percentage of Total Amount Recommended for Approval East $18,261.44 18.34%$11,826.36 17.58% West $11,389.96 11.44%$11,389.96 16.93% Central $29,949.11 30.07%$7,075.46 10.52% Countywide $39,989.00 40.15%$36,975.00 54.97% TOTAL $99,589.51 100.00%$67,266.78 100.00% Total Available Funds as of January 10, 2019 Contra Costa County July 27, 2018 Dear Fish and Wildlife Propagation Fund Grant Applicants: The Contra Costa County Fish and Wildlife Committee is pleased to announce that completed funding applications are now being accepted for consideration for the Contra Costa County Fish and Wildlife Propagation Fund (Fund). All application materials and guidelines are attached. Proposals must be received by 5:00 p.m. on Monday, January 7, 2019 (a postmark of January 7, 2019, does not satisfy the submission deadline). Proposals may be emailed or mailed. Any applications that are received after the due date or without a signature will not be considered. The recommendations of the Fish and Wildlife Committee will be forwarded to the Contra Costa County Board of Supervisors, which maintains final decision-making authority for expenditures from the Fund. The Contra Costa County Fish and Wildlife Propagation Fund is entirely supported by fine revenues resulting from violations of the Fish and Game Code and Title 14 of the California Code of Regulations in Contra Costa County (County). Projects awarded from the Fund must benefit the fish and wildlife resources of the County and must meet the requirements of Section 13103 of the Fish and Game Code (attached). If your project is eligible under Section 13103 (d), (h), (i), or (m) please send a copy of your draft proposal to Maureen Parkes at maureen.parkes@dcd.cccounty.us by November 1, 2018. Staff will coordinate with the California Department of Fish and Wildlife to confirm the project’s eligibility to receive funds. See Instructions for more details. All applications that satisfy the requirements listed in the funding application instructions will be considered. The Fish and Wildlife Committee strongly encourages applications related to: • improving habitat • scientific research • public education • threatened and endangered species • resolving human/wildlife interaction issues In addition to the above areas of interest, the Fish and Wildlife Committee wishes to fund one or more projects that increase collaboration with law enforcement agencies, the court, and community cultural organizations on enforcement issues and education focusing on communities that may be unaware of local fish and game laws. Projects that provide multilingual signage and educational materials are encouraged. The Fish and Wildlife Committee awards grants to non-profit organizations, schools and government agencies. The Committee generally does not recommend funding for operating costs and overhead, such as staff salaries, benefits or utilities. If an hourly rate is listed, costs need to be itemized separately (see grant guidelines for more details). The Committee generally gives preference to funding material expenses (e.g. purchase of equipment and materials). John Kopchik Director Aruna Bhat Deputy Director Jason Crapo Deputy Director Maureen Toms Deputy Director Kara Douglas Assistant Deputy Director Kelli Zenn Business Operations Manager Department of Conservation and Development 30 Muir Road Martinez, CA 94553 Phone:1-855-323-2626 Page 2 The Committee expects to recommend awards to several applicants. However, it is possible that a particularly excellent proposal will be recommended to receive a large portion of the total available funds. During the 2018 grant cycle a total of $101,355.33 was awarded to 10 projects. The awards ranged from $1,030 to $23,135.00. Successful applicants may anticipate receiving notification of funding awards by the late spring or early summer of 2019. The grant award funds will be disbursed on a cost reimbursement basis.* (See below for exceptions.) Within a year of grant funding approval, or within one month of project completion, whichever comes sooner, recipients must submit a final project report which includes invoices and receipts documenting how funds were spent and the results of the project. Fish and Wildlife Propagation fund grants will be disbursed after receipt and approval of the final project report. Details will be outlined in the grant packet to all successful applicants. *Exception For Non-Profit Organizations That Can Demonstrate Financial Hardship: Private, non-profit entities that can demonstrate that providing Fish and Wildlife Propagation grant funding on a cost reimbursement basis will create a financial hardship and be detrimental to the operation of the program will be eligible to receive up to ½ of the grant amount after the grant is awarded. The remaining amount of the grant will be disbursed after the entity has submitted information including invoices and receipts documenting how the initial disbursement was spent. Within a year of initial notification of the grant funding award (i.e. spring or summer of 2020), or within one month of project completion, whichever comes sooner, the entity will be required to submit information including invoices and receipts documenting how the second disbursement was spent, and provide a final project report documenting the results of the project. *Exception For Small Projects Under $1,000: Grant funding may be disbursed to private, non-profit entities prior to the beginning of the project if the award is under $1,000 and the entity has provided documentation that the project could only be initiated with advance funding. Within a year of grant funding, or within one month of project completion, whichever comes sooner, recipients must submit a final project report which includes invoices and receipts documenting how funds were spent and the results of the project. The Committee appreciates your interest in this opportunity to improve the fish and wildlife resources in Contra Costa County. Should you have any questions about the Fish and Wildlife Committee or this funding program, please contact me at 925-674-7831 or maureen.parkes@dcd.cccounty.us. Sincerely, Maureen Parkes Fish and Wildlife Committee Staff Page 1 of 2 INSTRUCTIONS What Must Be Included in Your Proposal (not to exceed 4 pages): 1) Signed Application Cover Page (see attached) 2) Description of the project for which funding is requested. Please include an explanation of: • how this project will benefit the fish and wildlife of Contra Costa County • how this project meets the requirements of Section 13103 of the Fish & Game Code (attached) which defines the eligibility requirements for projects requesting funding from the Fish and Wildlife Propagation Fund. Indicate which letter(s) of the Section 13103 is/are satisfied. NEW REQUIREMENT: If your proposal is eligible under Section 13103 (d), (h), (i)*, or (m), a copy of your draft proposal must be sent to the attention of Maureen Parkes at maureen.parkes@dcd.cccounty.us or at the address listed on Page 2 and received by November 1, 2018. Staff will coordinate with the California Department of Fish and Wildlife to confirm the project’s eligibility to receive funds. *If your project is eligible under Section 13103 (i), and a scientific collection permit is required and issued by the California Department of Fish and Wildlife, this will indicate that the project is eligible to receive Fish and Wildlife Propagation funds. Please send the scientific collection permit along with your grant application by the January 7, 2019 - 5:00 P.M. grant submission deadline. Scientific collection permits are not included in the grant application page limit. *The Fish and Wildlife Committee wishes to be acknowledged for its financial support of the project. FWC or staff review may be required prior to printing any written materials that receive funding. Please refer to the guidelines listed below: • Grant recipients agree to obtain advance written approval from the FWC of any communication/written material that may reasonably be understood to represent the views of the FWC and to provide the FWC with reasonable opportunity to review, comment and approve the communication/written material in advance. Grant recipients may use the following standard language in making attributions for funding by the FWC: • Attribution for full Grant funding: “This (research, publication, project, Web site, report, etc.) was funded by the Contra Costa County Fish and Wildlife Committee.” • Attribution for partial Grant funding: “This (research, publication, project, Web site, report, etc.) is funded in part by the Contra Costa County Fish and Wildlife Committee.” 3) Project schedule - The project must be completed within a year from the date you receive notification of funding (by Spring/Summer 2020). 4) Project budget (itemized). The Fish and Wildlife Committee generally does not recommend funding for operating costs and overhead. Examples for these include staff salaries, health insurance, and operation costs such as electricity to run an office. If an hourly rate is listed, overhead costs need to be itemized separately. The Committee generally gives preferences to funding material expenses (e.g. purchase of equipment and materials). 5) Annual budget for the applying organization (not itemized). 6) Statement describing the applying organization, listing the Board of Directors and officers of the organization, and listing all affiliated organizations. 7) Statement describing the qualifications of the sponsoring organization and participating individuals for completing the project. 8) List of individuals responsible for performing project and of individuals responsible for overseeing project. 9) Statement describing the status of permit approvals necessary to perform project (if applicable). 10) Request for an exception to the grant funding cost reimbursement requirement due to financial hardship or an exception for a small project under $1,000. (This request does not count toward your page limit and is only required if requesting an exception.) Page 2 of 2 Format: • Your proposal packet, including cover sheet and any attachments must not exceed four single-sided pages or two double-sided pages, 8.5 by 11 inches in size. Please use 11 point font or larger and ½ inch margins or larger on your pages. If you submit more than 3 pages plus required cover sheet, your proposal may be disqualified without review. • NEW REQUIREMENT: If your project is eligible under Section 13103 (d), (h), (i), or (m) a copy of your draft proposal must be sent to the attention of Maureen Parkes at maureen.parkes@dcd.cccounty.us and received by November 1, 2018. (See exception for Section 13103 (i) above.) Do not attach an additional cover letter, brochures, posters, publications, CDs, DVDs, large maps or yellow-sticky paper (e.g. Post- ItTM). • Your complete application packet including signature must arrive by 5:00 p.m. on Monday, January 7, 2019 (Pacific Standard Time) to be considered for funding. (Please note: A postmark of January 7, 2019 does not satisfy the submission deadline. If submitted after the deadline, your proposal will be disqualified). Your complete application should be: Emailed: maureen.parkes@dcd.cccounty.us or Mailed: Contra County Fish & Wildlife Committee c/o Contra Costa County Dept. of Conservation and Development 30 Muir Road Martinez, CA 94553-4601 Attn: Maureen Parkes If you wish to hand deliver, contact Maureen by email or at 925-674-7831. Final Checklist Before You Submit Your Proposal: Please note that your proposal will not be considered if you provide more materials than required below: • Signed Cover page (your proposal will be disqualified if it does not have your original signature on the cover page). • 3 pages or less on your project description (any extra attachments such as a map and an organization budget will be counted as one of the three page limit.) • If your project qualifies under Section 13013 (i) and you have been issued a scientific collection permit from the California Department of Fish and Wildlife please include it. (This is not a part of the page limit listed above.) • Request for an exception to the grant funding cost reimbursement requirement due to financial hardship or an exception for a small project under $1,000. (This is not a part of the page limit listed above and is only required if requesting an exception). If you have questions regarding the Contra Costa County Fish and Wildlife Propagation Fund grant process, please contact Maureen Parkes: maureen.parkes@dcd.cccounty.us / (925) 674-7831. (a) Public education relating to the scientific principles of fish and wildlife conservation, consisting of supervised formal instruction carried out pursuant to a planned curriculum and aids to education such as literature, audio and video recordings, training models, and nature study facilities. (b) Temporary emergency treatment and care of injured or orphaned wildlife. (c) Temporary treatment and care of wildlife confiscated by the department as evidence. (d) Breeding, raising, purchasing, or releasing fish or wildlife which are to be released upon approval of the department pursuant to Sections 6400 and 6401 onto land or into waters of local, state, or federal agencies or onto land or into waters open to the public. (e) Improvement of fish and wildlife habitat, including, but not limited to, construction of fish screens, weirs, and ladders; drainage or other watershed improvements; gravel and rock removal or placement; construction of irrigation and water distribution systems; earthwork and grading; fencing; planting trees and other vegetation management; and removal of barriers to the migration of fish and wildlife. (f) Construction, maintenance, and operation of public hatchery facilities. (g) Purchase and maintain materials, supplies, or equipment for either the department's ownership and use or the department's use in the normal performance of the department's responsibilities. (h) Predator control actions for the benefit of fish or wildlife following certification in writing by the department that the proposed actions will significantly benefit a particular wildlife species. (i) Scientific fish and wildlife research conducted by institutions of higher learning, qualified researchers, or governmental agencies, if approved by the department. (j) Reasonable administrative costs, excluding the costs of audits required by Section 13104, for secretarial service, travel, and postage by the county fish and wildlife commission when authorized by the county board of supervisors. For purposes of this subdivision, "reasonable cost" means an amount which does not exceed 3 percent of the average amount received by the fund during the previous three-year period, or three thousand dollars ($3,000) annually, whichever is greater, excluding any funds carried over from a previous fiscal year. (k) Contributions to a secret witness program for the purpose of facilitating enforcement of this code and regulations adopted pursuant to this code. (l) Costs incurred by the district attorney or city attorney in investigating and prosecuting civil and criminal actions for violations of this code, as approved by the department. (m) Other expenditures, approved by the department, for the purpose of protecting, conserving, propagating, and preserving fish and wildlife. California Fish and Game Code Section 711.2. (a) "For purposes of this code, unless the context otherwise requires, "wildlife" means and includes all wild animals, birds, plants, fish, amphibians, reptiles, and related ecological communities, including the habitat upon which the wildlife depends for its continued viability ..." California Fish and Game Code Section 13103. Expenditures from the fish and wildlife propagation fund of any county may be made only for the following purposes: *A scientific collection permit, if required and issued by the California Department of Fish and Wildlife, indicates that the project is eligible to receive Fish and Wildlife Propagation funds. * Office Use Only: Contra Costa County 2019 Fish and Wildlife Propagation Fund Application Cover Page Project title: Organization/Individual applying: (Organization type: please check one – government, non-profit, for-profit, other (explain) Address: Telephone: Fax: E-mail: Name and title of contact person: One sentence summary of proposal: Requested grant: Proposal prepared by (name & title): Signature (Typing your name does not count as a signature. If this section is empty, your proposal will not be considered): ________________________________________________ Signed on _______________ RECOMMENDATION(S): ACCEPT the 2017-2019 Triennial Review Phase II Report and specific recommendations summarized below: 1. DIRECT the County Administrator to continue implementation with the third cycle of the triennial review process for the remaining advisory bodies. 2. DIRECT the Clerk of the Board to assist with bylaw updates for the Advisory Council on Equal Employment Opportunity, related to membership and quorum requirement. 3. DIRECT the Clerk of the Board to collaborate with the District V Supervisor, County Counsel, and the Rodeo MAC to update the bylaws to perform advisory duties previously completed by the CSA R-10 Citizen Advisory Committee. 4. DIRECT the Clerk of the Board to collaborate with the District V Supervisor and related county departments to consider discontinuing the inactive M-16 Citizens Advisory Committee. APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 04/16/2019 APPROVED AS RECOMMENDED OTHER Clerks Notes: VOTE OF SUPERVISORS AYE:John Gioia, District I Supervisor Candace Andersen, District II Supervisor Diane Burgis, District III Supervisor Karen Mitchoff, District IV Supervisor Federal D. Glover, District V Supervisor Contact: Jami Napier, 925-335-1908 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: April 16, 2019 David J. Twa, County Administrator and Clerk of the Board of Supervisors By: Stephanie Mello, Deputy cc: BOS Clerk, , IOC Staff C. 70 To:Board of Supervisors From:INTERNAL OPERATIONS COMMITTEE Date:April 16, 2019 Contra Costa County Subject:2017-2019 TRIENNIAL ADVISORY BODY REVIEW - PHASE II REPORT AND RECOMMENDATIONS RECOMMENDATION(S): (CONT'D) 5. DIRECT the Clerk of the Board to collaborate with the District IV Supervisor to update the bylaws of the Contra Costa Centre MAC’s membership and composition. 6. REQUEST that the Clerk of the Board explore new review formats to better capture the compliance of advisory bodies with county and state requirements for future cycles of the triennial review. 7. DIRECT the Clerk of the Board and County Counsel to offer a Brown Act, Better Government Ordinance, and Advisory Boards overview training for advisory board staff and chairs in 2019. 8. AUTHORIZE the Clerk of the Board to create materials and resources related to online posting requirements, for those bodies that are currently required under county policy to post agendas online. 9. AUTHORIZE the Clerk of the Board to research and develop new training requirements for advisory board members and advisory board staff, which will return to the Internal Operations Committee for discussion and approval. BACKGROUND: The Board of Supervisors is the governing authority for approximately 78 active advisory boards, commissions, and committees (bodies). These bodies serve a variety of governmental functions, both mandatory and discretionary. In order to formalize a regular, on-going sunset review process, as well as compliance with operating procedures, the Board approved Resolution (2012/261). This resolution was designed to ensure that every three years each advisory body is reviewed, with approximately a third of the total reviewed each year. Since the new triennial review process was installed in 2012, one full round of review has been completed. The Board approved Phase I of this review on December 5, 2016, Phase II on March 21, 2017, and Phase III on December 5, 2017. Last year, the Internal Operations Committee reviewed findings of the second round of triennial sunset review for 14 advisory bodies included in Phase I, which was approved on February 12, 2018. This year, Internal Operations and the Board of Supervisors will review 27 bodies included in Phase II. List of Advisory Bodies in Phase II Twenty-seven committees are included in Phase II, which was last completed in 2017. The twenty-seven advisory bodies are divided between 5 mandatory bodies and 22 discretionary bodies. Mandatory Commissions or Committees Mandatory commissions include those required under state or federal law. The following five advisory councils, committees, and commissions are considered mandatory, meaning that Contra Costa County must operate the following bodies as required by state or federal law: Contra Costa County Planning Commission First 5 Contra Costa Children and Families Commission In-Home Supportive Services Public Authority Advisory Committee Local Child Care & Development Planning Council Mental Health Commission Discretionary Commissions or Committees Discretionary commissions are created by the Contra Costa County Board of Supervisors on a voluntary basis. Contra Costa County created these nineteen advisory bodies on a voluntary basis to address community needs and solicit further resident engagement. The bulk of discretionary bodies included in this review cycle fall into two categories: Citizen Advisory Committees for County Service Areas, and Municipal Advisory Councils to provide representation for unincorporated communities. The county’s citizen advisory committees for County Service Areas were established by the Board of Supervisors pursuant to the authority granted by Section 31010 of the California Government Code. Additionally, three bodies in this phase fall into other categories, and are listed below under “Other Discretionary Bodies”. County Service Area Citizen Advisory Committees: County Service Area M-16 (Clyde) Citizens Advisory Committee County Service Area P-2A (Alamo) Citizens Advisory Committee (Alamo Police Services Advisory Committee) County Service Area P-2B (Blackhawk) Citizens Advisory Committee County Service Area P-5 (Roundhill) Citizens Advisory Committee County Service Area P-6 (Discovery Bay) Citizen Advisory Committee County Service Area R-10 (Rodeo) Citizens Advisory Committee Municipal Advisory Councils (MACs) and Town Advisory Council (TAC): Alamo Municipal Advisory Council Bay Point Municipal Advisory Council Bethel Island Municipal Advisory Council Byron Municipal Advisory Council Contra Costa Centre Municipal Advisory Council Diablo Municipal Advisory Council East Richmond Heights Municipal Advisory Council El Sobrante Municipal Advisory Council Kensington Municipal Advisory Council Knightsen Town Advisory Council North Richmond Municipal Advisory Council Pacheco Municipal Advisory Council Rodeo Municipal Advisory Council Other Discretionary Bodies: Advisory Council on Equal Employment Opportunity Council on Homelessness Family & Children's Trust Committee Referral Update Following the Triennial Review approved in 2016, no committees included in Phase II were sunset. One newly-formed committee has been added—the East Richmond Heights MAC. Findings Summary of Findings for Phase II Staff from the Clerk of the Board reviewed the materials and surveys submitted by the advisory body staff and chairs. No changes to bylaws, membership requirements, or seat structure are recommended for committees except those highlighted in the summary findings. This report includes a paraphrased description of advisory bodies in the Phase II review, along with a summary of comments or recommendations from the Clerk of the Board. Mandatory Bodies In-Home Support Services Public Authority Advisory Committee Serves as an advisory council to the In-Home Support Services Public Authority (IHSS), which is administered by the Employment and Human Services Department (EHSD). IHSS provides specialized support services to residents who are frail, elderly, blind, or disabled. Public Authority has an Advisory Committee whose membership is composed of individuals who are current or past users of personal assistance services paid for through public or private funds and professional representatives from the Community. Staff Comments/Recommendations The IHSS Public Authority Advisory Committee appears to be functioning as intended, and in compliance with the county’s administrative policies. The Clerk of the Board does not recommend any changes to the IHSS Public Authority Advisory Committee. Planning Commission The Planning Commission was established under State law to implement the planning power of the county. The Planning Commission develops or approves land use plans, development initiatives, planning programs, and permit applications, among other duties. The Planning Commission was established in County Ordinance Code, Section 26-2, pursuant to Chapters 3 and 4 of Title 7 of the California State Government Code. Staff Comments/Recommendations The County Planning Commission appears to be functioning as intended, and in compliance with the county’s administrative policies. The Clerk of the Board does not recommend any changes to the Planning Commission. First 5 Contra Costa Children and Families Commission The commission works to support early childhood development through a strategic plan developed pursuant to the California Children and Families First Act of 1998, an initiative Constitutional Amendment approved by the voters as Proposition 10. Contra Costa County established the First 5 Children and Families Commission with Board Resolution 98/46. Staff Comments/Recommendations The First 5 Commission appears to be functioning as intended, and in compliance with the county’s administrative policies. The Clerk of the Board does not recommend any changes to the First 5 Commission. Local Child Care & Development Planning Council The mission of the Contra Costa County Local Planning and Advisory Council for Early Care and Education (LPC) is to promote quality childcare through community assessment, advocacy, resource development, and collaboration with other organizations. The LPC coordinates programs and services affecting early child care and education, including recommendations for the allocation of Federal Funds to local early child care and education programs. Staff Comments/Recommendations The Local Planning Council appears to be functioning as intended, and in compliance with the county’s administrative policies. The Clerk of the Board does not recommend any changes to the LPC. Mental Health Commission The Contra Costa County Mental Health Commission was established by order of the Contra Costa County Board of Supervisors on June 22, 1993, pursuant to the Welfare & Institutions Code 5604, also known as the Bronzan-McCorquodale Act. The primary purpose of the Commission is to serve in an advisory capacity to the Board of Supervisors and to the Mental Health Division and its staff. Commissioners are appointed by members of the County Board of Supervisors from each of the five districts for a term of three years. Each district has a consumer of mental health services, family member and an at-large representative on the Commission, for a total of 15 members plus a representative from the Board of Supervisors. The Board of Supervisors established the Mental Health Commission in actions taken in on June 22, 1993 (Board Agenda Item 06/22/93_I.O.5). Staff Comments/Recommendations The Mental Health Commission notes difficulties in recruiting members to fill the various categories. However, even with these challenges, the Commission has been able to maintain adequate membership and has not needed to cancel meetings in the past year due to lack of quorum. The Mental Health Commission appears to be functioning as intended, and in compliance with the county’s administrative policies. The Clerk of the Board does not recommend any changes to the Mental Health Commission. Discretionary Bodies County Service Area Citizen Advisory Committees : County Service Area M-16 (Clyde) Citizens Advisory Committee The County Service Area M-16 Citizens Advisory Committee advises the Board of Supervisors and county administrative departments on the desires of the community in street lighting facilities and services, recreation and park services in the unincorporated community of Clyde. Staff Comments/Recommendations The County Service Area M-16 Advisory Committee does not currently have any appointees, and the last appointment terms expired December 31, 2014. Clerk of the Board recommends seeking input from the community and the District V Supervisor to consider discontinuing the Citizen Advisory Committee and removing it from the County’s Local Appointments List (Maddy Book). Alamo Polices Services Advisory Committee (County Service Area P-2A Citizens Advisory Committee) The Alamo Polices Services Advisory Committee advises the Board of Supervisors and the Sheriff's Department on the needs of the Alamo community for police services. Staff Comments/Recommendations The Alamo Police Services Advisory Committee appears to be functioning as intended, and in compliance with the county’s administrative policies. The Clerk of the Board does not recommend any changes to the Alamo Police Services Advisory Committee. County Service Area P-2A (Blackhawk) Citizens Advisory Committee The County Services Area (CSA) P-2A Citizens Advisory Committee advises the Board of Supervisors on the needs of the Blackhawk community for extended police services which shall include, but not be limited to, enforcement of the State Vehicle Code, crime prevention, litter control, and other issues. Staff Comments/Recommendations In general terms, the P-2A appears to be functioning as intended. However, the Clerk of the Board noted deficiencies with record keeping and compliance with several administrative procedures. To rectify this, the Clerk of the Board recommends that the District III Supervisor consider establishing a liaison to the committee within her office. Additionally, the Clerk of the Board recommends that the District III office serves as the keeper of the CSA P-2A’s permanent records (including minutes and agendas). Clerk of the Board also recommends additional training for advisory body staff persons, particularly new advisory body staff who are not familiar with the complex system of rules that pertain to advisory bodies. County Service Area P-5 (Roundhill) Citizens Advisory Committee The County Service Area P-5 Citizens Advisory Committee advises the Board of Supervisors regarding community concerns regarding public protection within the district boundaries, which lie within the Roundhill area of the unincorporated community of Alamo. Staff Comments/Recommendations The Alamo Police Services Advisory Committee appears to be functioning as intended, and in compliance with the county’s administrative policies. The Clerk of the Board does not recommend any changes to the Alamo Police Services Advisory Committee, and recommends continuation of the advisory body. County Service Area P-6 (Discovery Bay) Citizen Advisory Committee The County Service Area P-6 Citizen Advisory Committee creates reports and recommendations to the Board of Supervisors on extended police protection services which includes, but is not limited to, enforcement of the State Vehicle Code where authorized by law, crime prevention, and litter control. Staff Comments/Recommendations The County Service Area P-6 (Discovery Bay) Citizens Advisory Committee appears to be functioning as intended, and in compliance with the county’s administrative policies. The Clerk of the Board does not recommend any changes to the P-6 Citizens Advisory Committee, and recommends continuation of the advisory body. County Service Area R-10 (Rodeo) Citizens Advisory Committee The County Service Area R-10 Citizens Advisory Committee advises the Board of Supervisors and administrative departments regarding the desires of the community of Rodeo regarding local park and recreation facilities and services. Staff Comments/Recommendations The County Service Area R-10 has not been active in recent years. The Clerk of the Board recommends examining whether the Rodeo MAC can feasibly take on the advisory functions previously performed by the R-10 Citizen Advisory Committee, to ensure representation in this area, without further need for additional administrative support and additional meetings. Combining the functions could potentially provide for better engagement, as Rodeo residents would have one community meeting to attend—rather than having to attend two separate meetings. Municipal Advisory Councils (MACs) and Town Advisory Council (TAC): Alamo Municipal Advisory Council The Alamo Municipal Advisory Council (MAC) advises the Board of Supervisors on issues and concerns related to County services provided to the unincorporated area of Alamo. Staff Comments/Recommendations The Alamo MAC appears to be functioning as intended, and in compliance with the county’s administrative policies. The Clerk of the Board does not recommend any changes to the Alamo MAC, and recommends that it continues. Bay Point Municipal Advisory Council The Bay Point MAC advises the Board of Supervisors or other local government agencies on issues and concerns related to the unincorporated area of Bay Point. Staff Comments/Recommendations Clerk of the Board could not find evidence of online posting of the Bay Point MAC’s agendas, 96 hours in advance of meetings. Clerk of the Board recommends that all MACs are given a checklist of reminders of the online posting requirements, as well as resources to assist with this process. Bethel Island Municipal Advisory Council The Bethel Island MAC advises the Board of Supervisors or other local government agencies on issues and concerns related to the unincorporated area of Bethel Island. Staff Comments/Recommendations The Bethel Island MAC appears to be functioning as intended, and generally operates in compliance with the county’s administrative policies. The Clerk of the Board does not recommend any changes to the Bethel Island MAC. However, the Clerk of the Board notes that staff would benefit from a Better Government Ordinance training, as staff may have confusion over the timelines for posting meeting agendas and notices. Byron Municipal Advisory Council The Byron Municipal Advisory Council advises the Board of Supervisors on issues and concerns related to the unincorporated area of Byron. Staff Comments/Recommendations The Byron MAC appears to be functioning as intended, and in compliance with the county’s administrative policies. The Clerk of the Board does not recommend any changes to the Byron MAC at this time. Contra Costa Centre Municipal Advisory Council The Contra Costa Centre Municipal Advisory Council was formed to advise the Board of Supervisors, the County Planning Commission, and the Zoning Administrator on issues and concerns affecting the residents (including businesses) of Contra Costa Centre (the area surrounding the Pleasant Hill BART station). Staff Comments/Recommendations The Clerk of the Board recommends that the Contra Costa Centre MAC may be considered a candidate for dissolution, or alternatively, that the bylaws should be modified to reflect the Council’s current workload. Established in 2003 as the Pleasant Hill BART Station Vicinity Municipal Advisory Council, the Council was originally intended to replace to the Pleasant Hill BART Station Area Steering Committee. Since then, it was renamed to its current name, the Contra Costa Centre MAC in 2005, and the area has since further developed and matured. With fewer rapid changes in land use and other issues of concern, the Clerk of the Board recommends scaling back the MAC’s regular meetings to a quarterly basis (rather than monthly). Additionally, given the difficulties obtaining a full roster and achieving quorum, the Clerk of the Board recommends amending the membership to 5 authorized seats, potentially with alternates as authorized under Board Item D.1 on January 14, 2014 (Survey Findings and Recommendations on Proposals to add MAC Alternate and Youth Seats). Diablo Municipal Advisory Council The Diablo MAC’s purpose is to advise the Board of Supervisors, County Planning Commission, and the Zoning Administrator on land use issues and other concerns affecting the unincorporated community of Diablo. Staff Comments/Recommendations The Diablo MAC appears to be functioning as intended, and in compliance with the county’s administrative policies. The Clerk of the Board does not recommend any changes to the Diablo MAC at this time. East Richmond Heights Municipal Advisory Council The East Richmond Heights Municipal Advisory Council was created to advise the Board of Supervisors or other local government agencies on issues and concerns related the unincorporated community of East Richmond Heights. The East Richmond Heights MAC was newly established in 2017, and began to hold meetings in 2018. Staff Comments/Recommendations So far, the East Richmond Heights MAC has not yet been meeting on a regular, monthly meeting schedule, plans to meet on a regular basis now that the MAC has its bearings. The Clerk of the Board noted website posting of agendas and meetings, reflecting meetings held in 2018. While relatively new, the East Richmond Heights MAC appears to be functioning as intended, and operates in compliance with the county’s administrative policies. The Clerk of the Board does not recommend any changes to the East Richmond Heights MAC at this time. El Sobrante Municipal Advisory Council The El Sobrante Municipal Advisory Council provides input to the Board of Supervisors, the County Planning Commission, and the Zoning Administrator on land use issues and other concerns affecting the unincorporated community of El Sobrante. Staff Comments/Recommendations Overall, the El Sobrante MAC reports that they are doing well, but are in the process of updating their bylaws to amend officer roles. Board Resolution 2011/497 indicates that changes to the bylaws regarding officer roles and responsibilities can be done with the approval of only the MAC without returning to the BOS for approval, provided that no further changes are made. If the El Sobrante MAC identifies further modifications to be made to their bylaws, the bylaws would then need to return to the Board of Supervisors for approval to become effective. Beyond their intended bylaw updates, the El Sobrante MAC appears to be functioning as intended, and operates in compliance with the county’s administrative policies. The Clerk of the Board does not recommend any changes to the El Sobrante MAC at this time. Kensington Municipal Advisory Council The Kensington MAC advises the Board of Supervisors, County Planning Commission, and the Zoning Administrator on land use issues and other concerns affecting the unincorporated community of Kensington. Staff Comments/Recommendations The Kensington MAC appears to be functioning as intended, and operates in compliance with the county’s administrative policies. The Clerk of the Board does not recommend any changes to the Kensington MAC at this time. Knightsen Town Advisory Council The Council advises the Board of Supervisors on land use and planning matters affecting the community of Knightsen and may represent the Knightsen community before the Board of Supervisors, the East County Regional Planning Commission, the Zoning Administrator and the Local Agency Formation Commission on proposed boundary changes affecting the community. Effective February 26, 2019, the Board of Supervisors has separated the Knightsen TAC members from the Knightsen Community Services District (Resolution 2019/58). Staff Comments/Recommendations The Knightsen MAC is currently vacant at the time of this writing, due to the reorganization authorized by the Board of Supervisors on February 26, 2019. Previously, however, the Knightsen MAC appeared to be functioning as intended, and operated in compliance with the county’s administrative policies. The Clerk of the Board does not recommend further changes to the Knightsen MAC at this time, but will monitor the MACs progress with recruiting and appointing new members. North Richmond Municipal Advisory Council The North Richmond Municipal Advisory Council advises the Board of Supervisors on issues and concerns affecting the unincorporated community of North Richmond. Staff Comments/Recommendations The North Richmond MAC appears to be functioning as intended, and operates in compliance with the county’s administrative policies. The Clerk of the Board does not recommend any changes to the North Richmond MAC at this time. Pacheco Municipal Advisory Council The purpose of the Pacheco Municipal Advisory Council is to advise the Board on services which are or may be provided to the community by the County or other government agencies. Staff Comments/Recommendations The Pacheco MAC appears to be functioning as intended, and operates in compliance with the county’s administrative policies. The Clerk of the Board notes that the Pacheco MAC has recently transitioned to posting its agendas and meeting notices on the county’s Agenda Center platform. To make agendas easier for citizens to locate, the Clerk of the Board recommends that the Pacheco MAC include a link to the new agenda posting location on the MAC’s website, but does not recommend any additional changes to the Pacheco MAC at this time. Rodeo Municipal Advisory Council The Rodeo Municipal Advisory Council makes recommendations to the Board of Supervisors on issues and concerns related to County services provided to the unincorporated area of Rodeo. Staff Comments/Recommendations The Rodeo MAC appears to be functioning as intended, and to be operating in compliance with the county’s administrative policies. Given the overlapping boundaries of the R-10 and the Rodeo MAC, the Clerk of the Board encourages the Rodeo MAC to consider taking on the advisory functions of the CSA R-10 Citizen Advisory Commission. Other Discretionary Bodies: Advisory Council on Equal Employment Opportunity The Advisory Council on Equal Employment Opportunity assists with the implementation of the County's Equal Employment Opportunities and Contracting Programs and serves as an advisory committee to the Board of Supervisors. Staff Comments/Recommendations The bylaws for the Advisory Council on Equal Employment Opportunity (ACEEO) contain language regarding quorum requirements that allow the advisory body to meet without a quorum. This language was included in the original bylaws, approved in 1992. Currently, the ACEEO has 6 of 13 seats filled. The Clerk of the Board recommends that the advisory body consider changing its membership composition due to the difficulty of filling specific seats. Additionally, the Clerk of the Board due to the difficulty of filling specific seats. Additionally, the Clerk of the Board recommends considering whether the bylaws should be updated to be consistent with the quorum requirements applied to other county advisory bodies. Council on Homelessness The Contra Costa Council on Homelessness, appointed by the Board of Supervisors, provides advice and input on the operations of homeless services, program operations, and program development efforts in Contra Costa County. Further, the Council on Homelessness establishes the local process for applying, reviewing and prioritizing project applications for funding in HUD Homeless Assistance Grant Competitions, including the Continuum of Care Program and the Emergency Solutions Grant Program. The Contra Costa Council on Homelessness provides a forum for the Continuum of Care to communicate about the implementation of strategies to prevent and end homelessness. The purpose of the forum is to educate the community on homeless issues, and advocate on federal, state, county and city policy issues that affect people who are homeless or at-risk of homelessness. Staff Comments/Recommendations The Council on Homelessness has robust participation and a great deal of community interest, with record numbers of applications received by Clerk of the Board during the Council’s last recruitment cycle in Fall 2018. The Council on Homelessness appears to be functioning as intended, and operates in compliance with the county’s administrative policies. The Clerk of the Board does not recommend any changes to Council on Homelessness at this time, and recommends the Council’s continued operation. Family & Children's Trust Committee The Family and Children’s Trust Committee (FACT) was established in 1985 by the Contra Costa County Board of Supervisors to make funding recommendations on the allocation of specific funds for the prevention and treatment of child abuse and neglect and supportive services for families and children. Funding for FACT supported projects derived from federal and state program legislation, and donations to the County’s Family and Children’s Trust Fund. Staff Comments/Recommendations The Family and Children’s Trust Committee (FACT) appears to be functioning as intended, and operates in compliance with the county’s administrative policies. The Clerk of the Board does not recommend any changes to the FACT at this time, and recommends its continued operation. RECOMMENDATION(S): 1. APPROVE and AUTHORIZE the County Administrator, or designee, to execute a Partial Release of Notice of Compensation Agreement Related to Real Property with the City of El Cerrito for the distribution of net unrestricted proceeds to be received by the City from the disposition of properties formerly owned by the El Cerrito Redevelopment Agency. 2. Acting as the Governing Board of the Contra Costa County Flood Control and Water Conservation District, APPROVE and AUTHORIZE the County Administrator, or designee, to execute a Partial Release of Notice of Compensation Agreement Related to Real Property with the City of El Cerrito for the distribution of net unrestricted proceeds to be received by the City from the disposition of properties formerly owned by the El Cerrito Redevelopment Agency. 3. Acting as the Governing Board of the Contra Costa County Water Agency, APPROVE and AUTHORIZE the County Administrator, or designee, to execute a Partial Release of Notice of Compensation Agreement Related to Real Property with the City of El Cerrito for the distribution of net unrestricted proceeds to be received by the City from the disposition of properties formerly owned by the El Cerrito Redevelopment Agency. APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 04/16/2019 APPROVED AS RECOMMENDED OTHER Clerks Notes: VOTE OF SUPERVISORS AYE:John Gioia, District I Supervisor Candace Andersen, District II Supervisor Diane Burgis, District III Supervisor Karen Mitchoff, District IV Supervisor Federal D. Glover, District V Supervisor Contact: Timothy Ewell, (925)335-1036 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: April 16, 2019 David J. Twa, County Administrator and Clerk of the Board of Supervisors By: Stephanie Mello, Deputy cc: C. 71 To:Board of Supervisors From:David Twa, County Administrator Date:April 16, 2019 Contra Costa County Subject:PARTIAL RELEASE OF COMPENSATION AGREEMENT FOR FUTURE DEVELOPMENT PROPERTIES - CITY OF EL CERRITO FISCAL IMPACT: Approximately $169,722 in one-time dissolution revenue to the County, the County Library, the Flood Control and Water Conservation District and the Contra Costa Water Agency. This is derived from estimated net proceeds to the City from the sale of the properties, which will be remitted to the County Auditor Controller for distrobution to the Affected Taxing Entities (ATEs). This figure will likely change and is based on illustrative Applicable Shares of the Taxing Entities included in Exhibit C to the Compensation Agreement between the County and the City using property tax shares as of January 1, 2017 as a reference. BACKGROUND: As part of the 2011 Budget Act, and in order to protect funding for core public services at the local level, the Legislature approved the dissolution of the state’s 400 plus Redevelopment Agencies (RDAs). After a period of litigation, RDAs were officially dissolved as of February 1, 2012. As a result of the elimination of the RDAs, property tax revenues are now being used to pay required payments on existing bonds, other obligations, and pass-through payments to local governments. The remaining property tax revenues that exceed the enforceable obligations are now being allocated to cities, counties, special districts, and school and community college districts, thereby providing critical resources to preserve core public services. To help facilitate the wind-down process at the local level, successor agencies were established to manage redevelopment projects currently underway, make payments on enforceable obligations, and dispose of redevelopment assets and properties. Each Successor Agency has an Oversight Board that supervises its work. The Oversight Board is comprised of representatives of the local agencies that serve the redevelopment project area: the city, county, special districts, and K-14 educational agencies. Oversight Board members have a fiduciary responsibility to holders of enforceable obligations, as well as to the local agencies that would benefit from property tax distributions from the former redevelopment project area. FINDING OF COMPLETION Pursuant to Health and Safety Code (HSC) Section 34179.7, the California Department of Finance (DOF) was authorized to issue a finding of completion to a Successor Agency, once the following conditions had been met and verified by December 31, 2015: The Successor Agency had paid the full amount as determined during the Due Diligence Reviews and the County Auditor-Controller has reported those payments to DOF, and The Successor Agency had paid the full amount as determined during the July True-Up process, or The Successor Agency had paid the full amount upon a final judicial determination of the amounts due and confirmation that those amounts have been paid by the County Auditor-Controller, or The Successor Agency had entered into a written installment payment plan with DOF for the payments owed from above. Upon receiving the finding of completion, a Successor Agency is allowed to do the following: Place loan agreements between the former redevelopment agency and sponsoring entity on the Recognized Obligation Payment Schedule (ROPS), as an enforceable obligation, provided the oversight board makes a finding that the loan was for legitimate redevelopment purposes per HSC Section 34191.4 (b) (1) Loan repayments will be governed by criteria in HSC section 34191.4 9 (a) (2). Utilize proceeds derived from bonds issued prior to Jan. 1, 2011 in a manner consistent with the original bond covenants per HSC Section 34191.4 (c) However, if on a payment plan, and a Successor Agency fails to fully make one or more payments agreed to in the written installment plan, the benefits above may be revoked. LONG RANGE PROPERTY MANAGEMENT PLAN Pursuant to Health and Safety Code section 34191.5, within six months after receiving a Finding of Completion from DOF, a Successor Agency is required to submit for approval to it's Oversight Board and DOF a Long-Range Property Management Plan (LRPMP) that addresses the disposition and use of the real properties of the former redevelopment agency. If DOF had not approved a plan by January 1, 2016, then the Successor Agency was to have disposed of their property pursuant to 34177 (e). COMPENSATION AGREEMENTS Some LRPMPs prepared by successor agencies include a provision providing that certain real property of the former redevelopment agency would be retained and used for future development purposes pursuant to HSC 34179.5(c)(5)(C). As part of that, LRPMPs submitted by successor agencies have contemplated the use of “compensation agreements” between an individual successor agency and affected taxing entities (ATEs), the terms of which are not subject to approval by DOF, pursuant to HSC 34180(f)(1). Specifically, HSC 34180(f)(1) states that: "If a city, county, or city and county wishes to retain any properties or other assets for future redevelopment activities, funded from its own funds and under its own auspices, it must reach a compensation agreement with the other taxing entities to provide payments to them in proportion to their shares of the base property tax, as determined pursuant to Section 34188, for the value of the property retained." On March 28, 2017 the Board of Supervisors referred the issue of establishing a policy for the review of compensation agreements submitted by cities related to redevelopment dissolution to the Finance Committee for evaluation. The Finance Committee met on April 24, 2017 to discuss the issue and has forwarded a policy recommendation to the full Board of review and approval. Subsequently, the Board approved the attached policy framework and direct the County Administrator to commence negotiating with cities that request compensation agreements with the County on May 2, 2017. CITY OF EL CERRITO Following the Board's approval of the compensation agreement policy terms, the County began negotiating terms and conditions of a compensation agreement with the City of El Cerrito for four (4) future development properties that were formerly owned by the El Cerrito Redevelopment Agency. In September 2018, the Board entered into a Compensation Agreement with the City of El Cerrito that included some minor deviations from the Board's previously approved policy framework: 1. Rather than defer payment of the "gross market value" of properties, the County would agree to deferral of "net unrestricted proceeds", as defined in the agreement, to account for the City's customary costs of selling the properties. This includes transactional costs such as real estate brokerage fees, legal fees, etc. 2. Rather than requiring payment of the highest "gross market value" over the five-year period, the City would be responsible for remitting the "net unrestricted proceeds" based on the market value of the properties at the time of sale during the five year period. 3. Rather than requiring a new Grant Deed to be recorded against each future development property limiting the use of the property solely to those uses outlined in the City's Long Range Property Management Plan (LRPMP), as approved by the California Department of Finance, the parties will record a "Notice of Compensation Agreement Related to Real Property" identifying the major terms of the compensation agreement to protect the County's interest in future disposition proceeds from each property. 4. Finally, the compensation agreement calls for the remittance of payment to the County for any properties not part of a Developer Disposition Agreement (DDA) after 60 months (five years), following the effective date of the agreement, in an amount equal to the fair market value as of the 2011 property tax lien date. The payment is to be remitted no later than 66 months (5.5 years) following the effective date of the compensation agreement to allow the City sufficient time to identify eligible funds to remit payment to the County. Each of the exceptions above was been made to balance the financial and policy interests of both the County and the City. Ultimately, the compensation agreement allows the City to move forward in marketing the properties to future developments consistent with the City's General Plan and guarantees the County's financial interest in the properties as provided for in the redevelopment dissolution statutes. PARTIAL SALE OF EASTSHORE AND MAYFAIR PROPERTIES The City has notified the County that certain properties subject to the compensation agreement discussed above have been sold or are pending sale and has requested that a Partial Release of Notice of Compensation Agreement Related to Real Property (the "Release") be recorded to remove liens from those properties. Section 5(a) of the Compensation Agreement provides that the City must sell the properties for fair market value, consistent with State statute. Fair market value for properties can be evidenced in two ways according to the compesation agreement: 1) by an appraisal of the property; or 2) the proposed sale price of the property in an arm's length transaction put out to the market. The City has provided the County with an appraisal for each property for which the Release is being requested and the County has verified that those fair market value estimates are the sales prices included on Settlement Statements provided by the escrow companies to the City. Since the fair market value estimates by a third party appraiser are the sales prices for each property, the City has fulfilled its responsibility under the Compensation Agreement. For this reason, we are recommending that the Partial Release of Notice of Compensation Agreement Related to Real Property be executed, in substantially the same form as the version attached, and be remitted to the City for recordation with the County Clerk-Recorder. CONSEQUENCE OF NEGATIVE ACTION: The County, including certain entities governed by the Board of Supervisors, will not have authority to The County, including certain entities governed by the Board of Supervisors, will not have authority to execute the Partial Release of Notice of Compensation Agreement Related to Real Property being requested by the City of El Cerrito. ATTACHMENTS Partial Release of Notice of Compensation Agreement Related to Real Property 851\18\2571151.1 1 RECORDING REQUESTED BY AND WHEN RECORDED MAIL TO: City of El Cerrito 10890 San Pablo Avenue El Cerrito, CA 94530 Attn: City Manager NO FEE FOR RECORDING PURSUANT TO GOVERNMENT CODE SECTIONS 6103 AND 27383 (SPACE ABOVE THIS LINE FOR RECORDER'S USE) PARTIAL RELEASE OF NOTICE OF COMPENSATION AGREEMENT RELATED TO REAL PROPERTY This Partial Release of Notice of Compensation Agreement Related to Real Property is made as of ____________, 2019 (the "Notice"), by the City of El Cerrito ("City") and the County of Contra Costa with respect to that certain real property located in the City of El Cerrito, County of Contra Costa further described in Exhibit A incorporated herein by reference. RECITALS A. The City of El Cerrito (the "City"), the County of Contra Costa (the "County"), the Contra Costa County Library, the Contra Costa County Flood Control and Water Conservation District, (collectively the "County Entities") entered into that certain Compensation Agreement dated August 16, 2018 (the "Compensation Agreement"), with reference to the Real Property. B. In connection with the Compensation Agreement, the City and the County executed the Notice, which was recorded against the Real Property in the Official Records of the County of Contra Costa as Instrument No. 2019-0003099-00 on January 9, 2019. C. The County has determined that the City has fulfilled its obligations under the Compensation Agreement and desires to release the Notice from the Real Property. NOW, THEREFORE, in consideration of the foregoing recitals, which are incorporated herein by this reference, and the mutual benefits accruing to the parties hereto and other valuable consideration, the receipt and sufficiency of which consideration is hereby acknowledged, it is hereby declared, understood and agreed as follows: Section 1. The County hereby releases the City (and its successors) and the Real Property from any and all obligations owed to the County Entities under the Notice and the Compensation Agreement. Section 2. This Agreement contains the entire agreement between the parties hereto and supersedes all prior agreements, oral or written, with respect to the subject matter hereof. 851\18\2571151.1 2 This Agreement shall not be construed as if it had been prepared by one of the parties, but rather as if both parties had prepared it. Section 3. This Agreement shall be binding on and inure to the benefit of the legal representatives, heirs, successors and assigns of the parties. Section 4. This Agreement shall be governed by and construed in accordance with the laws of the State of California. Section 5. This Agreement may be signed by the different parties hereto in counterparts, each of which shall be deemed an original but all of which together shall constitute one and the same agreement. [Signatures on following page] S-1 851\18\2571151.1 IN WITNESS WHEREOF, the parties have executed this Release as of the day first above written. CITY OF EL CERRITO, a subdivision of the State of California By: Karen Pinkos, City Manager Dated: APPROVED AS TO FORM: City Attorney Date: __________________ S-2 851\18\2571151.1 COUNTY: COUNTY OF CONTRA COSTA, a political subdivision of the State of California By: _____________________________________ APPROVED AS TO LEGAL FORM: By: ____________________________________ [ALL SIGNATURES MUST BE NOTARIZED] 851\18\2571151.1 STATE OF CALIFORNIA ) ) COUNTY OF __________________ ) On ____________________, before me, ___________________________, Notary Public, personally appeared ______________________________________, who proved to me on the basis of satisfactory evidence to be the person(s) whose name(s) is/are subscribed to the within instrument and acknowledged to me that he/she/they executed the same in his/her/their authorized capacity(ies), and that by his/her/their signature(s) on the instrument the person(s), or the entity upon behalf of which the person(s) acted, executed the instrument. I certify UNDER PENALTY OF PERJURY under the laws of the State of California that the foregoing paragraph is true and correct. WITNESS my hand and official seal. ______________________________________ Name: ______________________________ Notary Public A notary public or other officer completing this certificate verifies only the identity of the individual who signed the document to which this certificate is attached, and not the truthfulness, accuracy, or validity of that document. 851\18\2571151.1 STATE OF CALIFORNIA ) ) COUNTY OF __________________ ) On ____________________, before me, ___________________________, Notary Public, personally appeared ______________________________________, who proved to me on the basis of satisfactory evidence to be the person(s) whose name(s) is/are subscribed to the within instrument and acknowledged to me that he/she/they executed the same in his/her/their authorized capacity(ies), and that by his/her/their signature(s) on the instrument the person(s), or the entity upon behalf of which the person(s) acted, executed the instrument. I certify UNDER PENALTY OF PERJURY under the laws of the State of California that the foregoing paragraph is true and correct. WITNESS my hand and official seal. ______________________________________ Name: ______________________________ Notary Public A notary public or other officer completing this certificate verifies only the identity of the individual who signed the document to which this certificate is attached, and not the truthfulness, accuracy, or validity of that document. 851\18\2571151.1 EXHIBIT A LEGAL DESCRIPTION The land is situated in the State of California, County of Contra Costa, and is described as follows: MAYFAIR PROPERTY DESCRIPTION EASTSHORE 851\18\2571151.1 PROPERTY DESCRIPTION 851\18\2571151.1