HomeMy WebLinkAboutMINUTES - 08042020 -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
August 4, 2020
9:00 A.M. Convene, call to order and opening ceremonies.
Inspirational Thought- "Anyone can hold the helm when the sea is calm." ~Publilius Syrus
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.39 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 may be continued to the August 11, 2020 Board of Supervisors meeting.
DISCUSSION ITEMS
D. 1 PUBLIC COMMENT (2 Minute/Speaker)
Tonisha Walker, resident of Antioch, spoke on the responsibility of elected leaders to represent their constituents in their vote;
Randy Hill expressed his concerns that the pandemic was planned by Dr. Fauci, Director of the CDC, and health concerns over
the wearing of masks;
Gigi Crowder expressed disappointment over insufficient county recognizition that African Americans and other communities
that have essential workers, the historically marginalized communities, are most at risk with COVID?19 and disappointment
the county has not taken more immediate urgent action, especially with testing sites in places with these communities would
readily feel comfortable going to and public service announcements;
No name given, read a letter from an employee of Employment and Human Servies to the Director, Kathy Gallagher, regarding
the difficulties trainees are experiencing with one of the unit supervisors;
No name, noted an impression that the Supervisors are not adequately representing the marginalized communities they made a
commitment to represent when they were elected;
Lonnie Bristol, Walnut Creek, said he is very concerned about any possible closure of Boys’ Ranch,
Ashley Paine, President of Local, on culture of bullying and harassment in Eligibility Department of Employment and Human
Services Department, in which 6 workers have recently resigned;
Jane Currant, resident of Richmond, objected to restrictions on callers, specifically not being allowed to comment on any item
at any time;
Danny Espinoza noted the frustration of callers who were frequently unable to wait on the call in line for commentary because
of work schedules;
Catherine, Walnut Creek, requested clearer instructions for the public on how to email them commentary on agenda items;
Karen Perkins, Walnut Creek informed the Board that the call in technology is not functioning as expected and suggested the
programming in use needs to be better;
Renee Zeibar, resident of Moraga, requesting the Sheriff cease publication of the release dates of the incarcerated;
Kevin Wilts, Mayor Pro-Tem, Walnut Creek, advocated for a 24 hour crisis response team to manage mental health situations
in place of sending deputy sheriffs;
No name, objects to callers being cut off for being in que for the wrong item and would like more accountability from the
Sheriff in regard to SB1421, a bill amending the California Penal Code to allow the public to obtain some peace office
personnel records;
Eddie of Richmond requested the Board review the process of handling incoming phone commentary to make it more
amenable to the users;
Taun Hall, Walnut Creek; encouraged the Board to lend it’s support for a crisis response team to manage mental health related
calls for service;
Melisa Tomlinson, Lafayette; said she agreed with previous callers that the call-in commentary process needs improvement.
D.2 HEARING on the Fiscal Year 2020/21 Recommended County and Special District Budgets. (David Twa,
County Administrator)
Speakers: Courtney Masella O’Brien; Alicia Gooday, Martinez; Reverend Garvey, interfaith Council; Reverend Leslie Takahashi, Faith in
Action East Bay: Ali Saidi; Jane Currant, Richmond; Jamie Espinoza, LiftUp Contra Costa; Hector Malvido, Ensuring Opportunity
Campaign; Shayla Bonner, Safe Return Project; Dan Geiger, Budget Justice Coalition; Philip, Alliance of Californians for Community
Empowerment (ACCE); Melvin Willis, Richmond City Council; Yen Do, SEIU 1021; Cora Mitchell; Tomas Espinoza, East Bay Regional
Group of First5 Contra Costa; Nicole Heron, Public Defenders Office; Osada Ogbala; Virgina Ramirez, Women in Politics, ACCE;
Christine Clark, East Bay Regional Group; Lonnie Bristol, Walnut Creek; Roxanne Criogarca; Tony, CIERA; Rachel Drazinagi; No Name;
Ms. Lieberman, Pleasant Hill; Ruth Hernandez, First 5 Contra Costa; Francisco Torres, ACCE; Nora Nichols, Contra Costa-Solano Food
Bank; Blanca Collins, Central Bay Regional Group; Raul Oroya Mendoza, Deputy Public Defender; Lonnie Bristol, Walnut Creek, Susanna
Thomas; Josh Anijar, Contra Costa Labor Council; MaryAnn Buggs, Food Bank of Contra Costa-Solano; Ojay Stroganz, Winter Nights
Shelter Program; Racquel Ortego, ACLU of Northern California; Jessany, Danville; No Name; Jonathon Labba, Public Defenders Office;
No Name; Elsie Mills, Concord, Showing Up For Racial Justice; Linda Olvera, Martinez; Alex Zobel, Richmond; No Name; Alicia Khang,
California Nurses Association; Miguel Gravel Izguerda; Jacob Friedler, Danville; Edith, ACCE Richmond; Nicole Zapata, Concord; Eddie
Chacon, Richmond; Alicia Simplar, Rubicon Services; Melanie Sims, Asian Law Caucus; David Sharples, ACCE Richmond; Michael
Sampson, Walnut Creek; Gigi Crowder; Donald Lang, ACCE Pittsburg; Marianna Moore, Ensuring Opportunity Campaign; Carlos
Fernandez, Richmond; Raul Vasquez; Terese Cound, Walnut Creek; Tonisha Walker, Director Safe Return Project; Blanca Lozano,
Richmond; Jaime Kader, ACCE; Juila Semeno, Concord; Nadine Collis, Danville; Karen Hernandez, Concord; Kaley Eason; Resident of
Martinez; Daniel Romer; Karen Perkins, Walnut Creek; Ria Schrader, Danville; Unknown; Patricia Aguilar; Teacher, San Pablo; Catherine
Wally, Walnut Creek; Resident of Walnut Creek; Resident of Contra Costa County; Deputy Public Defender, CCC; Deputy Public
Defender, CCC (2); Sarah Monpair, Deputy Public Defender; Arthur Fernandez; Nicole Island, Deputy Public Defender; Jack Maroe;
Unknown; Sonya Decker; Vivian McHenry; Unknown; Resident of Walnut Creek; Resident of Contra Costa; Tuan Hall, Walnut Creek;
Resident of Martinez; Unknown.
Written commentary provided by: Tamar Enoch, Walnut Creek; Arthur Fernandez, Nancy Burke; Stephanie Medley, Director of Education
& Justice, RYSE; Lisa Levy; Katherine Walley, Walnut Creek; Ada Zhong, San Ramon; Vivian Kuang, San Ramon; Jegath Athilingam,
Richmond; Elaine Yang, San Ramon; Vikram Balasubramanian, San Ramon; Trista Shaughnessy, San Ramon; Siddharth Nandy, San
Ramon; Lauria Sun, San Ramon; Riya Bindlish; David Jung, San Ramon; Kevin Kumaravel; Srisai Nachun, San Ramon; Nakenya Allen,
Martinez; Maria Alegria, Democratic Party of Contra Costa County; Gwynne Gilson, Concord; Nadi Iz, Maryland; Sraavya Sambara, San
Ramon; Jan Warren; Sherry Drobner, El Cerrito; Anne Winterich.
HELD Budget Hearings on August 4, 2020; HEARD public testimony; CLOSED the public hearing;
ADOPTED the recommendations; DIRECTED the County Administrator to return to the Board of
Supervisors the FY 2020-21 County and Special Districts budget modifications with additional
information; And DIRECTED the County Administrator to prepare for the Board the position
modification resolution necessary to carry out the Board of Supervisor's actions on the Recommended
Budget
AYE: District II Supervisor Candace Andersen, District III Supervisor Diane Burgis, District IV Supervisor
Karen Mitchoff
NO: District I Supervisor John Gioia, District V Supervisor Federal D. Glover
D. 3 CONSIDER reports of Board members.
There were no items reported today.
ADJOURN in memory of
Ralph Garrow Jr.
Antioch Resident
Adjourned today's meeting at 8:34 p.m.
CONSENT ITEMS
Road and Transportation
C. 1 ADOPT Traffic Resolution No. 2020/4496 to prohibit stopping, standing, or parking on a portion of Boulevard
Way (Road No. 3851D), as recommended by the Public Works Director, Walnut Creek area. (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. 2 APPROVE the Marsh Creek Road Bridge Replacement Bridges #28C-0143 and #28C-0145 Project and take
related actions under the California Environmental Quality Act, and AUTHORIZE the Public Works Director, or
designee, to advertise the Project, Antioch and Brentwood areas. (89% Federal Highway Bridge Program Funds
and 11% Local Road 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. 3 APPROVE and AUTHORIZE the Public Works Director, or designee, to execute an encroachment permit with
the California Department of Transportation, in connection with the Bailey Road/SR4 Interchange Pedestrian and
Bicycle Improvement Project, Bay Point area. (68% Active Transportation Program Federal Grant Fund, 10%
Keller Canyon Mitigation Fund, 8% Measure J Fund, 7% Navy Mitigation Fund, 4% Bay Point Area of Benefit
Fee, and 3% Local Road 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. 4 APPROVE and AUTHORIZE the Public Works Director, or designee, to execute an encroachment permit with
Contra Costa County Flood Control and Water Conservation District in connection with the Marsh Drive at Walnut
Creek Bridge Replacement Project, Concord area. (89% Federal Highway Bridge Program Funds and 11% Local
Road 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. 5 APPROVE and AUTHORIZE the Public Works Director, or designee, to execute a cooperative agreement with
the California Department of Water Resources for the Byron Highway Bridge Replacement Project, Byron area.
(89% Federal Highway Bridge Program Funds and 11% Local Match 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. 6 APPROVE and AUTHORIZE the Public Works Director, or designee, to execute a temporary construction
easement and agreement with East Bay Municipal Utility District for the Happy Valley Road Embankment Repair
Project, Lafayette area. (89% Federal Highway Administration Emergency Relief Funds and 11% Local Road
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
Special Districts & County Airports
Special Districts & County Airports
C. 7 APPROVE and AUTHORIZE the Director of Airports, or designee, to execute a month-to-month hangar rental
agreement with Jack A. Bernardini for a modernized, north-facing T-hangar at Buchanan Field Airport effective
August 7, 2020 in the monthly amount of $390.00, Pacheco area (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
Claims, Collections & Litigation
C. 8 DENY claims filed by David Drummond, Joseph Malott and Travelers Indemnity Company of Connecticut.
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. 9 PASS Ordinance No. 2020-22 establishing a general Countywide 0.5% transactions and use tax (sales tax) and
ADOPT Resolution No. 2020/210 calling an election to submit the sales tax ordinance to the voters on November
3, 2020. (100% General Fund)
Speakers: Rochelle, East County Regional Group of First5 Contra Costa; Brendan, East County Regional Group;
Unknown; Unknown (2); Karen Perkins, Walnut Creek.
AYE: District I Supervisor John Gioia, District III Supervisor Diane Burgis, District IV Supervisor Karen
Mitchoff, District V Supervisor Federal D. Glover
NO: District II Supervisor Candace Andersen
C. 10 ADOPT Ordinance No. 2020-18 amending the County Ordinance Code to re-title the Deputy Director of
Information Technology-Exempt classification to the new title of Information Systems Division Director-Exempt in
the list of classifications excluded from the merit system. (No fiscal impact) (Continue from July 28, 2020)
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
Appointments and Resignations
C. 11 REAPPOINT Peter Wilson to the District V seat on the Library Commission, as recommended by Supervisor
Glover.
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. 12 Flood Control Drainage Area 30A (255700): APPROVE Fiscal Year 2019/20 Appropriation and Revenue
Adjustment No. 005089 and AUTHORIZE new revenue in Flood Control Drainage Area 30A, as recommended by
the Public Works Director, Oakley area. (100% Flood Control Drainage Area 30A 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. 13 Plant Acquisition (0111): APPROVE Fiscal Year 2019/20 Appropriation and Revenue Adjustment
C. 13 Plant Acquisition (0111): APPROVE Fiscal Year 2019/20 Appropriation and Revenue Adjustment
No.005093 for various general fund capital improvement projects at County facilities, as recommended by the
Public Works Director, 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. 14 Fleet Services (0063): APPROVE Fiscal Year 2019/20 Appropriation and Revenue Adjustment No.005092
and AUTHORIZE new revenue in Fleet Services Budget Unit 0063 for interfund reimbursements in the amount of
$26,483, as recommended by the Public Works Director, 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. 15 Fleet Services - Internal Service Fund (0064): APPROVE Fiscal Year 2019/20 Appropriation and Revenue
Adjustment No. 005091 and AUTHORIZE the transfer of revenue from the Fleet Internal Service Fund (ISF)
available fund balance and appropriate it to Fleet ISF Org. 4283 in the amount of $1,500,000 for vehicle
maintenance services and supplies, and Fleet ISF Org. 4284 in the amount of $1,000,000 for estimated vehicle
depreciation, as recommended by the Public Works Director, Countywide. (100% Fleet Internal Service 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. 16 Employment and Human Services (0503, 0504): APPROVE Appropriation and Revenue Adjustment
No.005097 for the CalFresh program authorizing new revenue received in the amount of $6,394,115. (64% Federal,
31% State, 5% 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. 17 Public Defender (0243): APPROVE Appropriations and Revenue Adjustment No.005096 authorizing FY
2019/20 revenue in the amount of $61,808 from the Board of State and Community Corrections Justice Assistance
Grant and appropriating it in the Public Defender's Office to develop the Holistic Intervention Partnership as an
innovative holistic defense program that focuses on early intervention at the time of police contact in misdemeanor
cases. (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
C. 18 CSA R-4 Moraga (275100): APPROVE Fiscal Year 2019/20 Appropriation and Revenue Adjustment
No.005086 and AUTHORIZE new revenue in the amount of $1,115 from property tax and assessment fees and
appropriate for estimated expenditures, as recommended by the Public Works Director, Moraga area. (100%
County Service Area R-4 Moraga 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. 19 Stormwater Utility Districts (250800, 251200, 251600): APPROVE Fiscal Year 2019/20 Appropriation and
Revenue Adjustment No.005094 and AUTHORIZE new revenue in the amount of $220,000 from property tax
assessment fees and appropriate for estimated expenditures, as recommended by the Public Works Director,
Countywide. (100% Stormwater Utility 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. 20 Contra Costa County Fire Protection District (7025): Acting as the governing board of the Contra Costa
County Fire Protection District, APPROVE Appropriation and Revenue Adjustment No. 5088 authorizing new
revenue in the amount of $1,160,000 from CCCFPD Capital Construction Fund Balance, and appropriating it to
multiple construction projects within the District. (100% CCCFPD Capital Construction 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
Personnel Actions
C. 21 ADOPT Resolution to appoint incumbent to Director of Hazardous Materials Programs-Exempt and approve
placement of incumbent at salary step 3, as recommended by the Health Services Director and the Human
Resources 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. 22
ACKNOWLEDGE the results of the verification procedure showing at least fifty one percent support of employees
in the unrepresented Property Appraisers Unit to be represented by the International Federation of Professional and
Technical Engineers, Local 21; and FORMALLY RECOGNIZE IFPTE, Local 21 as the majority representative of
the Property Appraisers Unit, as recommended by David Twa.
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 ADOPT Position Adjustment Resolution No. 25623 to reallocate the salaries of the Public Health
Microbiologist (represented) and Senior Public Health Microbiologist (represented) classifications in the Health
Services Department. (100% 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
Leases
C. 24 APPROVE and AUTHORIZE the Public Works Director, or designee, to execute an amendment to the
sublease with the State of California Employment Development Department to extend the term through January 31,
2023, for approximately 6,622 square feet of office space located at 4071 Port Chicago Highway, Suite 250,
Concord, at a monthly rent rate of $13,112, as requested by the Employment and Human Services Department -
Workforce Development Board. (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
Grants & Contracts
APPROVE and AUTHORIZE execution of agreements between the County and the following agencies for receipt of
fund and/or services:
C. 25 APPROVE and AUTHORIZE the Health Services Director, or designee, to accept a grant award from the
State of California Health and Human Services, to pay the County an amount not to exceed $125,000 to provide
COVID-19 and respiratory viral panel testing for the Community Sentinel Surveillance Project for the period March
5, 2020 through March 15, 2021. (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. 26 APPROVE and AUTHORIZE the Health Services Director, or designee, to accept a grant award from the
State of California Health and Human Services, to pay the County an amount not to exceed $15,000 to provide
COVID-19 health education and clinical triage for low English proficiency immigrants for the period March 15,
2020 through March 15, 2021. (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
APPROVE and AUTHORIZE execution of agreement between the County and the following parties as noted for the
purchase of equipment and/or services:
C. 27 APPROVE and AUTHORIZE the Health Services Director, or designee, to execute a contract with Dascena,
Inc. in an amount not to exceed $8,550,000 to provide COVID -19 clinical laboratory services for Contra Costa
Health Services, effective on July 7, 2020 and automatically renewed for a period of one year or until earlier
terminated by either party. (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
C. 28 APPROVE and AUTHORIZE the Health Services Director, or designee, to execute a contract with Aspen
Medical International, LLC, in an amount not to exceed $5,118,480 to provide COVID-19 specimen collection and
laboratory processing services, including staff to assist at Contra Costa Health Services (CCHS) COVID-19 testing
sites, for the period August 1, 2020 through July 31, 2021. (100% COVID-19 Response 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. 29 APPROVE and AUTHORIZE the Health Services Director, or designee, to execute a contract with
Support4Recovery, Inc., in an amount not to exceed $251,500 to provide alcohol and drug abuse treatment services
by providing specialty housing for adults participating in substance use disorder treatment for the period July 1,
2020 through June 30, 2021. (100% Substance Abuse Prevention and Treatment Block Grant)
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. 30 APPROVE and AUTHORIZE the Health Services Director, or designee, to execute a contract with Cross
Country Staffing, Inc., in an amount not to exceed $4,000,000 to provide temporary medical and specialty staffing
services at Contra Costa Regional Medical Center and Health Centers for the period July 1, 2020 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. 31 APPROVE and AUTHORIZE the Public Works Director, or designee, to execute a contract amendment with
Perkins Eastman Architects D.P.C., effective August 4, 2020, to increase the payment limit by $750,000 to a new
payment limit of $1,500,000 and to extend the term from June 26, 2021 to June 26, 2022, to provide as-needed
architectural services for various County facilities projects, 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. 32 APPROVE and AUTHORIZE the Employment and Human Services Director, or designee, to execute a
contract with Rubicon Programs Incorporated in an amount not to exceed $238,586 to provide
Prison-To-Employment program service for the period July 1, 2020 through March 31, 2022. (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
C. 33 APPROVE and AUTHORIZE the County Clerk-Recorder, or designee, to execute a contract with KnowInk,
Inc., in an amount not to exceed $375,000 the purchase of and three year support plan for 400 Electronic Poll books
for the period August 1, 2020 through July 31, 2023. (100% General Fund; possible CARES Act reimbursement)
AYE: District I Supervisor John Gioia, District II Supervisor Candace Andersen, District III Supervisor Diane
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 APPROVE and AUTHORIZE the Health Services Director, or designee, to execute a contract with Agiliti
Health, Inc., in an amount not to exceed $993,600 to provide preventive maintenance and repair services on
biomedical equipment and systems at Contra Costa Regional Medical Center and Health Centers for the period
June 1, 2020 through May 31, 2023. (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. 35 APPROVE and AUTHORIZE the Health Services Director, or designee, to execute a contract with
FirstLocum, Inc. (dba Directshifts), in an amount not to exceed $1,400,000 to provide temporary physicians and
recruitment services for Contra Costa Regional Medical Center and Health Centers for the period August 1, 2020
through July 31, 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
Other Actions
C. 36 ADOPT Resolution No. 2020/214 authorizing the County Administrator, or designee, to apply for and accept
up to $68,776,000 in Homekey Program grant funds from the California Department of Housing and Community
Development, to be used to acquire property located at 3150 Garrity Way, Richmond and/or property located at
2101 Loveridge Road, Pittsburg, to provide supportive housing and support services to persons experiencing
homelessness. (100% State Funds, no County match).
Speakers: Doug, LBG Real Estate Co. ; Dave Beisenger, resident of Richmond; Anna Roth, Health 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. 37 AUTHORIZE the Conservation and Development Director, or designee, to sign a letter authorizing the Delta
Diablo Sanitation District to submit a regional household hazardous waste grant application to the California
Department of Resources Recycling and Recovery and act as the lead agency to implement the grant on behalf of
the County as one of the participating jurisdictions, in addition to the Cities of Antioch, Brentwood, Oakley, and
Pittsburg, to help pay for proper disposal of expired marine flares. (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. 38 ACCEPT the June 2020 Operations Update of the Employment and Human Services Department, Community
Services Bureau as recommended by the Employment and Human Services Department 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. 39 APPROVE and AUTHORIZE the submittal of the Contra Costa County Area Aging on Aging 2020-2024
Four-Year Area Plan on Aging for services under the Older Americans Act and other State fund programs to the
California Department on Aging and AUTHORIZE the Board of Supervisors Chair to sign the Letter of
Transmittal, as recommended by the Employment and Human Services 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
GENERAL INFORMATION
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 Karen Mitchoff and Diane Burgis) meets quarterly on the second Wednesday of the month
at 11:00 a.m. at the Director of Airports Office, 550 Sally Ride Drive, Concord.
The Family and Human Services Committee (Supervisors John Gioia and Candace Andersen) 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 John Gioia and Karen Mitchoff) 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 Federal D. Glover and John Gioia) 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 Candace Andersen and Diane Burgis) 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 Candace Andersen 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 Sustainability Committee (Supervisors Federal D. Glover and John Gioia) meets on the fourth Monday of every other
month at 1:00 p.m. in Room 101, County Administration Building, 651 Pine Street, Martinez.
month at 1:00 p.m. in Room 101, County Administration Building, 651 Pine Street, Martinez.
The Transportation, Water & Infrastructure Committee (Supervisors Candace Andersen and Karen Mitchoff) 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 August 12, 2020 11:00 a.m.See above
Family & Human Services Committee August 24, 2020 9:00 a.m.See above
Finance Committee September 7, 2020 Canceled
October 5, 2020
9:00 a.m.See above
Hiring Outreach Oversight Committee September 14, 2020 10:30 a.m.See above
Internal Operations Committee August 10, 2020 Canceled
September 14, 2020
10:30 a.m.See above
Legislation Committee August 10, 2020 Canceled
September 14, 2020
1:00 p.m.See above
Public Protection Committee August 24, 2020 10:30 a.m.See above
Sustainability Committee August 24, 2020 Canceled
September 28, 2020
1:00 p.m.See above
Transportation, Water & Infrastructure Committee August 10, 2020 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
FISCAL IMPACT:
CONSEQUENCE OF NEGATIVE ACTION:
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class="formtable tableCollapsed"> <tbody> </tbody> </table>
APPROVE OTHER
RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE
Action of Board On: 08/04/2020 APPROVED AS RECOMMENDED OTHER
Clerks Notes:See Addendum
VOTE OF SUPERVISORS
AYE:Candace Andersen, District II
Supervisor
Diane Burgis, District III Supervisor
Karen Mitchoff, District IV Supervisor
NO:John Gioia, District I 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: August 4, 2020
David J. Twa, County Administrator and Clerk of the Board of Supervisors
By: June McHuen, Deputy
cc: All County Departments (via CAO)
D.2
To:Board of Supervisors
From:David Twa, County Administrator
Date:August 4, 2020
Contra
Costa
County
Subject:Recommended County and Special District Budgets FY 2020/21
CONSEQUENCE OF NEGATIVE ACTION: (CONT'D)
CLERK'S ADDENDUM
Speakers: Courtney Masella O’Brien; Alicia Gooday, Martinez; Reverend Garvey, interfaith Council; Reverend
Leslie Takahashi, Faith in Action East Bay: Ali Saidi; Jane Currant, Richmond; Jamie Espinoza, LiftUp Contra
Costa; Hector Malvido, Ensuring Opportunity Campaign; Shayla Bonner, Safe Return Project; Dan Geiger, Budget
Justice Coalition; Philip, Alliance of Californians for Community Empowerment (ACCE); Melvin Willis,
Richmond City Council; Yen Do, SEIU 1021; Cora Mitchell; Tomas Espinoza, East Bay Regional Group of
First5 Contra Costa; Nicole Heron, Public Defenders Office; Osada Ogbala; Virgina Ramirez, Women in Politics,
ACCE; Christine Clark, East Bay Regional Group; Lonnie Bristol, Walnut Creek; Roxanne Criogarca; Tony,
CIERA; Rachel Drazinagi; No Name; Ms. Lieberman, Pleasant Hill; Ruth Hernandez, First 5 Contra Costa;
Francisco Torres, ACCE; Nora Nichols, Contra Costa-Solano Food Bank; Blanca Collins, Central Bay Regional
Group; Raul Oroya Mendoza, Deputy Public Defender; Lonnie Bristol, Walnut Creek, Susanna Thomas; Josh
Anijar, Contra Costa Labor Council; MaryAnn Buggs, Food Bank of Contra Costa-Solano; Ojay Stroganz, Winter
Nights Shelter Program; Racquel Ortego, ACLU of Northern California; Jessany, Danville; No Name; Jonathon
Labba, Public Defenders Office; No Name; Elsie Mills, Concord, Showing Up For Racial Justice; Linda Olvera,
Martinez; Alex Zobel, Richmond; No Name; Alicia Khang, California Nurses Association; Miguel Gravel
Izguerda; Jacob Friedler, Danville; Edith, ACCE Richmond; Nicole Zapata, Concord; Eddie Chacon, Richmond;
Alicia Simplar, Rubicon Services; Melanie Sims, Asian Law Caucus; David Sharples, ACCE Richmond; Michael
Sampson, Walnut Creek; Gigi Crowder; Donald Lang, ACCE Pittsburg; Marianna Moore, Ensuring Opportunity
Campaign; Carlos Fernandez, Richmond; Raul Vasquez; Terese Cound, Walnut Creek; Tonisha Walker, Director
Safe Return Project; Blanca Lozano, Richmond; Jaime Kader, ACCE; Juila Semeno, Concord; Nadine Collis,
Danville; Karen Hernandez, Concord; Kaley Eason; Resident of Martinez; Daniel Romer; Karen Perkins, Walnut
Creek; Ria Schrader, Danville; Unknown; Patricia Aguilar; Teacher, San Pablo; Catherine Wally, Walnut Creek;
Resident of Walnut Creek; Resident of Contra Costa County; Deputy Public Defender, CCC; Deputy Public
Defender, CCC (2); Sarah Monpair, Deputy Public Defender; Arthur Fernandez; Nicole Island, Deputy Public
Defender; Jack Maroe; Unknown; Sonya Decker; Vivian McHenry; Unknown; Resident of Walnut Creek; Resident
of Contra Costa; Tuan Hall, Walnut Creek; Resident of Martinez; Unknown.
Written commentary provided by: Tamar Enoch, Walnut Creek; Arthur Fernandez, Nancy Burke; Stephanie
Medley, Director of Education & Justice, RYSE; Lisa Levy; Katherine Walley, Walnut Creek; Ada Zhong, San
Ramon; Vivian Kuang, San Ramon; Jegath Athilingam, Richmond; Elaine Yang, San Ramon; Vikram
Balasubramanian, San Ramon; Trista Shaughnessy, San Ramon; Siddharth Nandy, San Ramon; Lauria Sun, San
Ramon; Riya Bindlish; David Jung, San Ramon; Kevin Kumaravel; Srisai Nachun, San Ramon; Nakenya Allen,
Martinez; Maria Alegria, Democratic Party of Contra Costa County; Gwynne Gilson, Concord; Nadi Iz, Maryland;
Sraavya Sambara, San Ramon; Jan Warren; Sherry Drobner, El Cerrito; Anne Winterich.
HELD Budget Hearings on August 4, 2020; HEARD public testimony; CLOSED the
public hearing; ADOPTED the recommendations; DIRECTED the County Administrator
to return to the Board of Supervisors the FY 2020-21 County and Special Districts
budget modifications with additional information; And DIRECTED the County
Administrator to prepare for the Board the position modification resolution necessary to
carry out the Board of Supervisor's actions on the Recommended Budget
AGENDA ATTACHMENTS
Budget Hearing Board Order
FY 2020/21 Recommended Budget Prior to Recommended Revisions (Line Item Changes)
Recommended Line-Item Changes
County Administrator Presentation
Sheriff-Coroner Presentation
District Attorney Presentation
Clerk-Recorder Presentation
Health Services Presentation
Employment and Human Services Presentation
Probation Presentation
Animal Services Presentation
Contra Costa County Fire Protection District Presentation
MINUTES ATTACHMENTS
Budget Final Boardorder
Correspondence Received
County of Contra Costa
California
Recommended Budget
Fiscal Year 2020 – 2021
COUNTY OF CONTRA COSTA
RECOMMENDED BUDGET
2020-2021
Presented to the Board of Supervisors
CANDACE ANDERSEN
Chair
Supervisor, District II
JOHN M. GIOIA DIANE BURGIS
Supervisor, District I Supervisor, District III
KAREN MITCHOFF FEDERAL D. GLOVER
Supervisor, District IV Supervisor, District V
By David Twa
County Administrator
Fiscal Years BeginningJuly 1, 2011 July 1, 2012 July 1, 2013 July 1, 2014 July 1, 2015 July 1, 2016 July 1, 2017 July 1, 2018July 1, 2019
TABLE OF CONTENTS
Page
County of Contra Costa FY 2020-2021 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 2020-21 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 ................................................................................................. 109
County Administrator .................................................................................................. 111
County Counsel .......................................................................................................... 117
Crockett/Rodeo Revenues .......................................................................................... 121
Debt Service ............................................................................................................. 123
Department of Information Technology ....................................................................... 127
Employee/Retiree Benefits ......................................................................................... 137
General Purpose Revenue .......................................................................................... 139
Human Resources ...................................................................................................... 141
Library ........................................................................................................................ 147
Public Works ............................................................................................................. 159
Treasurer–Tax Collector ............................................................................................. 191
Health and Human Services: Functional Group Summary ............................................... 195
Child Support Services ............................................................................................... 197
Employment and Human Services .............................................................................. 201
Health Services .......................................................................................................... 249
Veterans Service ........................................................................................................ 367
Law and Justice: Functional Group Summary ................................................................. 371
Animal Services .......................................................................................................... 373
Conflict Defense ......................................................................................................... 379
TABLE OF CONTENTS
Page
ii County of Contra Costa FY 2020-2021 Recommended Budget
Law and Justice: Functional Group Summary (continued)
District Attorney .......................................................................................................... 381
Justice Systems Development/Planning ..................................................................... 397
Probation .................................................................................................................... 407
Public Defender .......................................................................................................... 421
Public Safety Realignment .......................................................................................... 427
Sheriff-Coroner ........................................................................................................... 429
Superior Court Related Functions ............................................................................... 453
FIRE DISTRICTS
Contra Costa County Fire Protection District ..................................................................... 463
Crockett-Carquinez Fire Protection District… ..................................................................... 473
COUNTY SUMMARY INFORMATION
All County Funds - Recommended Sources Pie Chart ...................................................... 475
All County Funds - Recommended Requirements Pie Chart ............................................. 477
All County Funds - Total Requirements Summary By Fund ............................................... 478
All County Funds - Summary ............................................................................................. 481
All County and Districts Major Funds ................................................................................. 482
Major Fund: General Fund - Summaries By Functional Group .......................................... 486
General Fund Summary of Expenditures and Revenues with Compensation Information .. 490
General Purpose Revenue Distribution ............................................................................. 491
Appropriations by Department ............................................................................................ 494
Appropriations by State Function Code ............................................................................. 495
Position Summary ............................................................................................................. 496
Employee Retirement Rate Information .............................................................................. 498
Discussion of Major Revenue Sources .............................................................................. 499
Revenues By Type ............................................................................................................ 508
Expenditures By Type ....................................................................................................... 516
Changes in Projected Fund Balance ................................................................................. 526
Capital Improvement Plan ................................................................................................. 529
Current Debt Position ........................................................................................................ 534
Performance Measurement Program ................................................................................. 539
APPENDIX
Countywide Program Modification List. ............................................................................... 541
Mandatory/Discretionary List by Department ...................................................................... 547
Mandatory/Discretionary List by Service and Level ............................................................ 589
County Fund Definitions .................................................................................................... 627
Budgetary Fund Structure ................................................................................................. 629
Table of Funds – Financial Fund Order ............................................................................. 631
Fund-Department Relationship .......................................................................................... 639
Glossary of Acronyms & Terms .......................................................................................... 643
Subject Index ..................................................................................................................... 659
March 30, 2020
Board of Supervisors
Contra Costa County
Martinez, CA 94553
Dear Board Members:
After several years of relative stability, we now enter a period of increased uncertainty.
Global factors beyond our control including the spread of Coronavirus (COVID-19) and
the likelihood of the economy slowing or even entering into a recession may require
adjustment to our County Budgets to meet these challenges The State is posed to direct
more funding to Housing, Homelessness, and Individuals coming out of incarceration.
While this may end up with more funding for those critical programs, past actions by the
State would indicate this is likely to mean less funding for other equally critical County
Services. We also need to address 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 $3.984 billion ($1.783 billion General Fund) for FY
2020-21 and beyond.
In addition to a structurally balanced budget for the ninth consecutive year, there were a
number of key accomplishments this past year to be justifiably proud of:
•In support of the Clerk of the Board of Supervisors, Contra Costa Television (CCTV)
worked to enable closed captioning for the Board of Supervisors, County Planning
Commission, and the Veterans’ Voices show, the County’s original programming, on
cable TV and online. Meetings can be seen live or recorded on broadcast television
and online via the County website and on the CCTV YouTube channel.
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
ContraCostaCounty
2 County of Contra Costa FY 2020-21 Recommended Budget
•The State’s Board of State and Community Corrections awarded the Contra Costa
County District Attorney’s Office $1 million to establish a county-wide juvenile
diversion pre-filing program. This diversion program will be the first countywide
program for Contra Costa County.
•The Housing and Disability Income Advocacy Program (HDAP) offers Supplemental
Security Income (SSI) advocacy and housing assistance to General Assistance (GA)
clients who are homeless. The program, which is a partnership between EHSD
General Assistance and Contra Costa Health Services Department, Health
Homelessness and Housing, has permanently housed 29 GA recipients.
•Upgraded the EBRCS Radio System to a newer technology called Time Division
Multiplexing, which includes dedicated channels. This upgrade provides emergency
personnel the ability to have simultaneous calls. Dispatchers can communicate with
different emergency services (i.e. ambulance, sheriff, fire…etc.) concurrently, without
overtalking each other.
•Health, Housing and Homeless expanded City and County inter-departmental
partnerships to successfully secure $3.3 million to expand outreach services and
housing assistance to homeless older adults, CalWORKS families, and transition-age
youth – including the re-entry population and persons with severe mental illness.
•Health, Housing and Homeless obtained $9.2 million emergency funding primarily
targeted to support expansion of homeless services or infrastructure development.
•In cooperation with the Contra Costa Transportation Authority, the County co-led
initiation of an Accessible Transportation Plan to evaluate and guide potential
improvement in, and perhaps transformation of, the provision of transit services to the
disabled and seniors, including recruiting a coalition of public and private partners for
the effort and securing outside grant funding.
•The Sheriff’s Office, in cooperation with Public Works, completed a full renovation of
F Module at the Martinez Detention Facility. F Module is now being used to house
incarcerated individuals with behavioral health issues resulting in better programming
and therapy. The renovations also allowed for the female and male populations to be
separated during programming and free time while on the same intensive treatment
module.
•Despite another year of volatile financial markets, the Treasurer’s Investment Pool
received a AAAf/S1+, S&P Global’s highest credit quality rating.
•The County 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 2020-21 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 2020-21 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. We have continued the
process of eliminating vacant/unfunded positions with the goal of more easily identifying
funded vacant positions requiring recruitment during the fiscal year. 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 2020-21.
Labor
The County bargained in 2018 with the majority of its labor partners to extend contracts
that would provide for increased wages and 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. In 2019, negotiations
were completed with Physicians and Dentists Organization; Deputy Sheriffs Association
Rank and File, Management, and Probation units; and the District Attorney Investigators
Association. 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.International Association of Fire Fighters, Local 1230
3.United Chief Officers Association (UCOF)
The IHSS contract has expired but the Local 1230 and UCOF contracts do not expire
until July 1, 2020. 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 completion of the County’s
Emergency Operations Center and the County Administration Buildings. These two
projects will be completed in the summer of 2020. The financing for these facilities
required 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
lead efforts in the next year to provide a comprehensive geographical analysis of service
Overview
County of Contra Costa FY 2020-2021 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
Deborah Cooper 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 2020-2021 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 1,155,879 as of January 1, 2019. 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)
2015 (2) 2016 (2) 2017 (2) 2018 (2) 2019
Antioch 111,973 113,495 112,280 113,266 113,901
Brentwood 57,072 59,058 61,383 62,140 63,662
Clayton 11,159 11,262 11,342 11,631 11,653
Concord 128,063 128,280 128,282 129,493 129,889
Danville 42,491 43,287 44,048 45,103 45,270
El Cerrito 24,132 24,490 24,674 25,192 25,459
Hercules 24,578 24,909 26,185 25,964 26,224
Lafayette 24,732 25,041 25,416 26,077 26,327
Martinez 36,931 37,224 37,831 38,406 38,490
Moraga 16,434 16,581 16,866 16,886 16,939
Oakley 39,609 40,327 41,116 40,949 41,759
Orinda 18,578 18,838 19,012 19,331 19,475
Pinole 18,660 18,827 19,101 19,458 19,498
Pittsburg 67,119 68,133 71,342 72,006 72,541
Pleasant Hill 33,918 34,232 34,944 34,969 35,055
Richmond 109,568 110,886 110,114 110,128 110,436
San Pablo 30,498 30,972 31,383 31,737 31,817
San Ramon 77,470 78,729 81,354 83,179 83,957
Walnut Creek 68,652 70,340 70,558 69,498 70,121
Subtotal 941,637 954,911 967,231 975,413 982,473
Unincorporated 169,506 171,913 172,082 172,466 173,406
Total 1,111,143 1,126,824 1,139,313 1,147,879 1,155,879
(1) Columns may not total due to independent rounding
(2) Revised
Source: California Department of Finance
Overview
County of Contra Costa FY 2020-2021 Recommended Budget 7
Population Demographics
Gender Race and Hispanic Origin*
Male 48.90% One Race 94.10%
Female 51.10% White 58.60%
Asian 14.40%
Black or African American 9.30% Age American Indian and Alaskan Native 0.60%
Under 5 years 5.70% Native Hawaiian and Other Pacific Islander 0.50%
5 - 19 years 19.40% Some other race 10.70%
20 - 64 years 59.60%
65+ years 15.30% Two or More Races 5.90%
*Hispanics may be of any race and are included in applicable race categories (24.4%)
Source: US Census Bureau, 2017 American Community Survey 5-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 2018
2014 2015 2016 2017 2018
Wage & Salary Employment
Educational & Health Services 61,500 64,100 67,400 69,200 70,600 18.9%
Trade, Transportation & Utilities 60,400 62,500 64,800 65,300 64,200 17.2%
Professional & Business Services 53,200 50,900 52,000 54,400 55,200 14.8%
Government 49,200 49,300 49,900 50,400 50,900 13.6%
Goods Producing 37,100 37,800 39,700 41,100 41,800 11.2%
Leisure & Hospitality 36,300 38,300 40,100 40,800 40,500 11.1%
Financial Activities 25,000 26,300 26,900 27,300 26,900 7.2%
Other Services 12,500 12,700 12,900 13,000 13,400 3.6%
Information 8,300 8,300 8,000 8,000 7,800 2.1%
Farm 800 700 800 800 700 0.2%
Source: State of California, Employment Development Department, Labor Market Information Division, October 2019 data
Overview
8 County of Contra Costa FY 2020-2021 Recommended Budget
Principal Employers: Current and Ten Years Ago
(Excluding Government Employers)
2019(1) 2009(2)
Employer
Estimated
Employees
Estimated
Employees Rank
Chevron Corporation 10,000+ 4,700 1
Chevron Research & Technology 5,000 - 9,000
24-hour Fitness 1,300 6
Bio-Rad Laboratories, Inc. 1,000 - 4,999 1,700 4
Chevron Richmond Refinery 1,000 - 4,999
Job Connections 1,000 - 4,999
John Muir Health Concord Hospital 1,000 - 4,999 1,500 3
John Muir Health Walnut Creek Hospital 1,000 - 4,999 1,900 5
Kaiser Foundation Hospital 2,300 2
Kaiser Martinez Medical Offices 1,000 - 4,999
Kaiser Permanente Antioch 1,000 - 4,999
Kaiser Permanente Walnut Creek 1,000 - 4,999
La Raza Market 1,000 - 4,999
St. Mary's College of California 1,000 - 4,999
USS-POSCO Industries 1,000 - 4,999 975 8
Doctors Medical Center 1,000 7
Bank of the West 800 10
Broadspectrum Americas 500 - 999
C & H Sugar Co Inc 500 - 999
Contra Costa Newspapers, Inc. 900 9
Nordstrom 500 - 999
Robert Half Intl 500 - 999
San Ramon Regional Medical Center 500 - 999
Santa Fe Pacific PipeLines 500 - 999
Shell Oil Products 500 - 999
Tesoro Golden Eagle Refinery 500 - 999
(1) Source: State of California Employment Development Department, extracted from the America's Labor Market
Information System (ALMIS) Employer Database, 2020 1st Edition.
(2) Source: Rich’s everyday Sales Prospecting Directory (2009) – Contra Costa County
Between 2014 and 2018 the County’s jobless rate decreased from 6.20% to 3.20%, below the
statewide averages of 7.50% and 4.20%, 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
2014* 2015* 2016* 2017 2018
County Civilian Labor Force 539,600 545,100 553,600 559,200 564,600
Employment 506,300 517,700 528,900 537,800 546,800
Unemployment 33,300 27,400 24,800 21,400 17,800
Unemployment Rate
County 6.20% 5.00% 4.50% 3.80% 3.20%
State of California 7.50% 6.20% 5.50% 4.80% 4.20%
* Revised
Source: State of California, Employment Development Department, Local Area Unemployment Statistics
Overview
County of Contra Costa FY 2020-2021 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 2014 through 2018.
Personal Income
Calendar Years 2013 through 2018
2014* 2015* 2016* 2017* 2018†
Personal Income (thousands of dollars)
County 71,152,275 77,877,241 82,426,924 88,024,256 94,900,003
California 2,021,038,500 2,171,947,400 2,263,889,800 2,370,112,400 2,514,129,300
Per Capita Income (dollars)
County 64,138 69,248 72,483 76,886 82,506
California 52,324 55,758 57,739 60,156 63,557
*Revised
† 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, 2019 FY Ended June 30, 2009
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 $3,705,236 1 1.84% 7,027,178 1 4.62%
Equilon Enterprises LLC 1,766,214 2 0.88 3,701,044 2 2.43
Tesoro Refining & Marketing 1,133,562 3 0.56 2,306,945 3 1.52
Phillips 66 Company 1,127,286 4 0.56
SDC 7 841,268 5 0.42
Golden Rain Foundation 841,024 6 0.42
Mcd-Rcca-El Cerrito LLC 639,546 7 0.32
BRE Properties, Inc. 629,690 8 0.31
Sierra Pacific Properties, Inc. 567,879 9 0.28
NRG Marsh Landing LLC 479,700 10 0.24
Tosco Corporation 1,847,022 4 1.21
Pacific Gas & Electric 1,202,116 5 0.79
Sunset Land Company 749,218 6 0.49
Seeno Construction Co. 617,935 7 0.41
Mirant Delta/Delta Energy Ctr 549,140 8 0.36
AT&T/Pacific Bell 543,666 9 0.36
USS Posco Industries 539,087 10 0.35
Total $11,731,405 5.83% $19,083,351 12.54%
(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 2020-2021 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
$650.1 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 2020-2021 Recommended Budget 11
accounting standards included in GASB 75. The actuarial valuation, rolled
forward to June 30, 2019, indicated that the County had prefunded 32.2% of its
OPEB liability, with total OPEB trust assets of $308.5 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 529-533.
•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 2019, 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 2020-2021 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 2020-2021 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 2020-2021 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. Since inception, over $10 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 2020-21, departments requested over $7.25 million and the County Administrator is
recommending $1.94 million for projects that include:
•Customer service enhancements in the Animal Services, Employment and Human Services
and Health Services departments, waiting area guest/employee Wi-Fi in 29 additional
locations throughout County facilities, and network redundancy and IT security
enhancements; and
•Technology improvements/upgrades in eight departments.
In addition to these specific Venture Capital resources, the County Administrator is recommending
$2.88 million in FY 2020-21 appropriations from reserves to address the urgent need to provide
a strong cyber security system with multiple layers of protection spread across computers,
devices, networks and programs. These appropriations will provide the much-needed security to
protect and recover our networks, devices and programs from any type of cyberattack and will be
supplemented over the next three years with a Committed reserve designation of $4 million to
continue to address countywide cyber security.
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 11, 2019. 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
Overview
County of Contra Costa FY 2020-2021 Recommended Budget 15
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
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 30, 2019. 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 2018-19 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 March 10, 2020 (Resolution No. 2020/80). The latest
revision to the Debt Management Policy focuses on updates to the County’s Continuing
Disclosure Procedures (Appendix 3), Financing Policies for Community Facilities Districts
(Appendix 4) and Multifamily Mortgage Revenue Bond Program (Appendix 5). The updates to
each portion of the Debt Management Policy focus on bringing the policy in line with current
practices and industry standards.
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
Overview
16 County of Contra Costa FY 2020-2021 Recommended Budget
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:
•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.
Overview
County of Contra Costa FY 2020-2021 Recommended Budget 17
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.
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.
Overview
18 County of Contra Costa FY 2020-2021 Recommended Budget
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,
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 Count y 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
Overview
County of Contra Costa FY 2020-2021 Recommended Budget 19
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.
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
Overview
20 County of Contra Costa FY 2020-2021 Recommended Budget
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:
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
Overview
County of Contra Costa FY 2020-2021 Recommended Budget 21
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
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 2018-
19 and was 97% as of June 30, 2019. Presently, the County pays approximately $19.0 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 2020-2021 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/MARCHBudget 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 2020-2021 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 2020-2021 Budget Development Calendar
2020 Dates Key Budget Meetings/Activities/Deliverables
August 13 and
October 31, 2019 Department Head meeting discussing FY 2020-21 budget preparation
January 2 Budget preparation instructions to Departments
January 2 Personnel Cost Forecasting staff training
January 2 – 10 Departmental fiscal staff review Personnel Cost Forecasts
January 10 Personnel position count, salary & benefits cost projections due from
Departments
January 14 Board of Supervisors set Budget Schedule (Board Chambers*)
January 15 –
February 7
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 15 – 17 Budget system training sessions for Departmental fiscal staff
February 7 Baseline Budgets due from Departments
February 21 Venture Capital Project Requests (optional) due from Departments
February 21 Program/Recommended Budget Narrative and Administrative and Program
Goals due from Departments
March 1 County Performance Reports due from Departments
March 24
Board of Supervisor's retreat (District II*): The Economic Outlook: Focus on
the Contra Costa Economy; Budget & Key Issues for 2020-21 and Beyond
(including Mid-Year Current Budget Status; and Capital Projects)
March 31 Formal Public Notice of Hearing
April 10 Recommended Budget to Board of Supervisors and posted on County website
April 21 State Controller’s Office Recommended Budget Adopted by Board of
Supervisors (Board Chambers*)
April 21 Budget Hearings on County Recommended Budget (Board Chambers*)
May 7 Budget Adoption Board Order to Board of Supervisors
May 12 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 2020-2021 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 2020-2021 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 2020-21 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. Our economist (from Beacon Economics, Inc.) tells us
that outside of the economic impacts of COVID-19 pandemic, the outlook for the U.S.
economy includes a modest 1-2% growth in GDP for Q1 2020 and closer to 2% for the
remainder of the year, even though we have reached the longest economic expansion in the
nation’s history. There is no doubt that COVID-19 will have a negative impact on the global
economy, including the U.S. and California economies, in the short run; however, it is
unknown how long those impacts will last or whether it will contribute to triggering the next
recession in the U.S.
Beacon also advises us that U.S. employment growth is expected to slow in 2020 primarily
due to tight labor markets and the difficulty employers have had in filling vacant positions.
Financial markets were forecasted to remain strong with continued low interest rates on the
horizon and residential real estate markets turning a corner with increased construction
activity and home sales; however, it is unclear what impacts the COVID-19 pandemic will have
on these forecasts.
The end of 2019 also marked the end of a decade long expansion for the California economy.
California job growth over the last ten years outpaced the nation at 23% to 18%, respectively.
Continued pressures on Californians, including shortage of housing units, are created
domestic migration patterns that have resulted in California losing more residents than it has
gained from other states. This results in a change in the workforce mix in California, potentially
exacerbating worker scarcity issues.
Growth or lack of growth in the housing market significantly impacts the County budget as
81.3% of General Purpose revenues and 24.0% 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.
Overview
26 County of Contra Costa FY 2020-2021 Recommended Budget
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
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 6.7% 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 online to support ad valorem growth in the coming fiscal year. The FY 2019-20 total
assessed value growth was 5.30%. The FY 2019-20 assessment roll is the highest to date in
Contra Costa County’s history. The current forecast is projected upon continued property tax
recovery. The County is projecting growth of 4.5% for FY 2020-21 and beyond; however, the
economic impacts of the COVID-19 pandemic will likely impact all of our FY 2020-21
projections.
•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 2020-21 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, 2019, the County’s fiduciary net position
as a percentage of total other post-employment benefit liability was 32.2%. The total liability
for benefits was $958.6 million, and the actuarial value of assets was $308.5 million, resulting
in a net OPEB liability of $650.1 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
Overview
County of Contra Costa FY 2020-2021 Recommended Budget 27
our employees continue to make significant progress towards a solution for one of the biggest
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, identif y
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 2020-21 includes several items that
impact counties, including a $695 million initiative to boost the CalAIM program providing for
more preventative care to Medi-Cal recipients, significant changes to adult Probation terms
and $5.7 billion for CalWORKs program expenditures, including a 3.1% increase to
CalWORKS grant programs. The State Budget would result in a $21 billion reserve under the
Governor’s proposal. The Budget Stabilization Account would receive approximately $2 billion
in FY 2020-21, bringing the total to $18 billion, the largest portion of the $21 billion reserve.
The State continues to have a $250 billion unfunded retirement liability, which the Governor
is proposed to fund at $340 million towards retiree health during the budget year.
The Governor’s Budget proposed no changes to the IHSS MOE, but includes $14.9 billion for
IHSS, of which $5.2 billion is from the State General Fund, which is a 16% increase over the
current year State General Fund contribution. The Governor’s Budget anticipates that average
monthly caseload will increase by 4.5% to a total of 586,000 recipients statewide in FY 2020-
21.This also reflects $1.1 billion for the state minimum wage increases.
The CalAIM expansion is proposed to streamline the state’s Medi-Cal program and focus on
preventative care. In addition to the $695 million identified in the FY 2020-21 budget, the
Governor is proposing an additional $1.4 billion in FYs 2021-22 and 2022-23. The funded
amount would then reduce to $790 million in FY 2023-24, which assumes that implementation
of the revised program is complete. In addition, the Governor is proposing allocations of $45.1
million in FY 2020-21 and $42 million in FY 2021-22 specifically for County Behavioral Health
systems to assist with system integration and data sharing and collection efforts.
Finally, perhaps one of the most ambitious initiatives proposed by the Governor is establishing
the California Access to Housing and Services Fund with an initial investment of $750 million
to be administered by the State Department of Social Services to (1) pay rent for individuals
facing homelessness, (2) support regions to bring more dwelling units online and (3) to help
stabilize board and care facilities. This funding is proposed to be distributed directly to service
providers by the State, which differs from prior models where funding is allocated to cities and
counties. Under the proposed model, the funding will flow through Regional Administrators
who administer performance-based contacts.
•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 completing two 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
Overview
28 County of Contra Costa FY 2020-2021 Recommended Budget
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 529.
•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, 2019, the County’s outstanding bonded debt was
$122.6 million leaving a statutory margin of $10.3 billion and a Constitutional margin of $2.49
billion. (See Current Debt Position, Page 534 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 2020-21 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 3, 2020 to review funding recommendations
from the CCP for FY 2020-21. The Public Protection Committee ultimately approved a $31.5
million budget package to continue and expand funding critical program infrastructure put in
place following 2011 Realignment. The FY 2020-21 budget provides an increase in
appropriations of $1.6 million, or 5.4% across all initiatives funded with the community
corrections allocation of AB 109 dollars. Highlights of the FY 2020-21 budget include: (1)
addition of a Mental Health Evaluation Team (MHET) in the Sheriff’s Office and Health
Services Department to serve the unincorporated area, and (2) a Patient Financial Specialist
position in the Behavioral Health Division of the Health Services Department to assist with the
growing homeless population, pre-release initiative and Juvenile Detention. In addition, the
FY 2020-21 CCP budget continues the $500,000 AB 109 reserve allocation for the Stand
Together CoCo immigration rapid response program, which was originally 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
Overview
County of Contra Costa FY 2020-2021 Recommended Budget 29
local criminal justice system. Funding allocations approved by the Public Protection
Committee have been integrated into departmental budgets reflected in the FY 2020-21
Recommended Budget.
•Pension Benefits: Per GASB Statement No. 67, the Net Pension Liability (NPL) replaced
the Unfunded Actuarial Accrued Liability (UAAL) as a reporting measure for pension liabilities
in audited financial statements. The County and Contra Costa Employees Retirement
Association (CCERA) still calculate and report on the UAAL annually. 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%. At the end of 2018, the County’s portion
of the UAAL was $677.7 million (the Contra Costa County Fire Protection District’s portion of
UAAL was $123.3 million). Those figures do not include $176.3 million in outstanding pension
obligation bonds as of June 30, 2019 ($122.5 million in County bonds and $53.7 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. In addition, the average employer rate has decreased due several
factors, including an investment return on actuarial value (after smoothing) greater than the
7.00% assumed rate of return, actual contributions (employee and employer) 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.
•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 7.8%) 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%
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%)
2019 14.6% 7.00% 7.6%
Overview
30 County of Contra Costa FY 2020-2021 Recommended Budget
In a letter dated March 12, 2020, CCCERA’s actuary issued a report which projected employer
contribution rate changes based on an estimated 14.6% net market value investment return
for 2019 and other changes in economic assumptions. The projection is derived from the
December 31, 2018 actuarial valuation results, which are the most current available. A new
five-year projection will be available in the fall using December 31, 2019 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 9.41% (as of December 31, 2023). These
projected rate changes are implemented 18 months after the actuarial date. Therefore, the
projected increase of 0.75% in the chart below for 2019 will be implemented on July 1, 2021.
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 0.56% for 2020 (rate increase date of
July 1, 2021), a County Safety employee by 0.75%, and a Contra Costa County Fire District
Safety employee by 0.77%. 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)
2019 2020 2021 2022 2023
Deferred (Gains)/Losses 0.56% (0.18%) (0.43%) 0.07% (0.50%)
Loss of Investment Income on
(Gain)/Loss of Investment Income on
Difference Between AVA and MVA
0.30% (0.09%) (0.08% (0.05%) (0.05%)
18 Month Rate Delay (0.11%) 0.04% 0.01% (0.055) (0.65%)
Drop Off of UAAL Layers 0.0% 0.0% 0.0% (8.20%) 0.00%
Incremental Rate Change 0.75% (0.23%) (0.50%) (8.23%) (1.20%)
Cumulative Rate Change 0.75% 0.52% 0.02% (8.21%) (9.41%)
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 eight months of actual data), the Recommended Budget for FY 2020-21, and
a projection based on the Recommended Budget of FY 2020-21 and beyond (no increases in
FTE or wages for FY 2021-22 and beyond). Note that the Board changed its OPEB funding
policy and redirected all the savings achieved ($33 million annually) towards funding the
Overview
County of Contra Costa FY 2020-2021 Recommended Budget 31
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 2019 market impacts. A significant note is that the chart includes four years after
the final year of debt service for the County and Fire District 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 2008-09 and FY 2009-10, total expenditures for the General Fund declined 6.1%.
Although they were budgeted to grow by approximately 4.3% in FY 2010-11, actual growth was
within 2% and was bolstered 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 both steady and significant since FY 2011-12. The current year budget shown in the
following graph displays more growth in expenditures than expenditure projections indicate. This
is due to the number of vacant positions and reserve funding. The FY 2019-20 appropriations
include $8.8 million in fund balance budgeted for mental health infrastructure projects. The
Recommended Budget is projecting relatively flat growth for FY 2020-21. All of these projections
were prepared prior to COVID-19 becoming a pandemic and will likely change.
$282 $281
$306 $317 $322
$386 $384
$325 $323
$296 $293
$200
$250
$300
$350
$400
$450
FY 15-16
Actual
FY 16-17
Actual
FY 17-18
Actual
FY 18-19
Actual
FY 19-20
Proj.
FY 20-21
Recom'd
FY 21-22
Proj.
FY 22-23
Proj.
FY 23-24
Proj.
FY 24-25
Proj.
FY 25-26
Proj.
Actual and Projected Retirement Expenses (in millions)
Overview
32 County of Contra Costa FY 2020-2021 Recommended Budget
10 Year Actual Expenditure History (in millions)
As depicted in the following chart, total revenues were relatively flat until FY 2012-13 when they
began to steadily increase. Revenue is expected to be relatively flat in the next year. It should
be noted that the $501.36 million budgeted general purpose revenue in FY 2019-20 includes
$8,819,683 in fund balance to provide for medical and mental health services and related
infrastructure at the Martinez Detention Facility. These Other Local Revenue monies were
appropriated from reserves mid-year FY 2019-20 and are not an on-going source of revenue. If
the fund balance were not included in that figure, the FY 2019-20 budgeted amount would be
$492,550,000 and the total general fund revenue figure would be $1,706.1 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)
$1,179 $1,203 $1,172 $1,193 $1,248 $1,307
$1,335 $1,403
$1,480
$1,584
$1,801 $1,782
$1,100
$1,200
$1,300
$1,400
$1,500
$1,600
$1,700
$1,800
$1,900
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
Actual
2019-20
Budgeted
2020-21
Recom'd
$0
$200
$400
$600
$800
$1,000
$1,200
$1,400
$1,600
$1,800
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
Actual
2019-20
Budget
2020-21
Recom'd
General Purpose Revenue Other Local Revenue Federal Assistance State Assistance
Overview
County of Contra Costa FY 2020-2021 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 2019-20 Budget
figures reflect capital carryover funding and fund balance use. State impacts on FY 2020-21 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 have not anticipated reserve spending for on-going program expenses and in fact
projected and achieved $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 2020-21 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 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. The pre-GASB Statement No. 54 percentage was 8.6% (this is the final year
for overlay). There was no change in the total fund balance. The County is exceeding the
minimum 5% target (Unassigned Fund Balance was 20.1% of total General Fund Revenues on
June 30, 2019).
Although the next graph depicts no budgeted growth in reserves, it should be noted that actuals
are usually higher than projected due to a high number of vacant positions. The budget for
contingency ($10 million), reallocation of property tax revenue ($2.5 million), and infrastructure
$1,100
$1,200
$1,300
$1,400
$1,500
$1,600
$1,700
$1,800
$1,900
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
Actual
2019-20
Budget
2020-21
Recom'd
Total Expenditures Gross Revenue
Overview
34 County of Contra Costa FY 2020-2021 Recommended Budget
($8.8 million) is included in the chart. Fund balance is shown as a percentage of total General
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 475 depicts history and
recommendations for all revenue sources and uses for all County funds. The recommended
General Fund budget of $1.782 billion is supported by local, federal, and State resources. A large
portion of the revenue, $705.2 million, or 39.6%, is dependent upon State and federal allocations
(very close to the 39.9% of last year). General Purpose revenue available from sources such as
property tax and interest income is $526.9 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. These
revenue sources are used to fund programs throughout the County.
Total Revenues: $1.782 Billion
8.6%
5.9%6.4%7.2%
9.4%
11.0%
13.2%
16.5%
17.9%
16.6%
20.1%
19.5%19.5%
5.0%
7.0%
9.0%
11.0%
13.0%
15.0%
17.0%
19.0%
21.0%
23.0%
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
Actual
2019-20
Budget
2020-21
Recom'd
General Purpose,
$526,943,000 , 29%
Other Local Revenue,
$550,250,058 ,
31%
Federal,
$298,414,693 , 17%
State Assistance,
$406,868,223 ,
23%
Overview
County of Contra Costa FY 2020-2021 Recommended Budget 35
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 Appropriations: $1.782 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 2020-21 Recommended Budget. Distribution of resources has
tracked very closely to these ratios for many years, with a fractional increase to Health and Human
Services and decrease to Law and Justice.
Distribution of Appropriations: $1.782 Billion
Salaries and Benefits,
$982,697,033, 55%
Expenditure Transfers,
-$140,134,497, -8%
Fixed Assets,
$24,825,089, 1%
Services and Supplies,
$606,604,585, 34%
Other Charges,
$298,483,765, 17%
Provisions for Contingencies,
$10,000,000, <1%
Health & Human Services,
1,026,993,689, 58%
General Government,
304,500,254, 17%
Law & Justice,
450,982,032, 25%
Overview
36 County of Contra Costa FY 2020-2021 Recommended Budget
Other County Funds
The County Summary Information beginning on page 475 depicts history and recommendations
for all revenue sources and uses for all County funds. Of the $3.98 billion represented, $1.78
billion is within the General Fund, $2.02 billion is from other funds, and $32.6 million is from fund
balance. There are seven County Enterprise funds, which makeup $1.596 billion of the $2.20
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 256
2) HMO Enterprise, Page 262
3) HMO Enterprise-Community Plan, Page 266
4) Major Risk Medical Insurance (no appropriations in FY 2019-20 and FY 2020-21)
5) Airport Enterprise, Page 180
6) Sheriff Law Enforcement Training Center, Page 448
7) Childcare Enterprise, Page 239
The total Recommended Budget for Enterprise Funds is $1.596 billion.
Enterprise Fund Appropriations: $1.596 Billion
Airport Enterprise Fund,
6,666,469, <1%HMO Enterprise -Comm
Plan Fund, 77,775,136, 5%
Childcare Enterprise
Fund, 74,000, <1%
HMO Enterprise Fund,
820,223,229, 51%
Sheriff Law Enf Training
Fund, 2,592,000, <1%
Hospital Enterprise
Fund, 689,135,177,
43%
Overview
County of Contra Costa FY 2020-2021 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: $689.1 Million
The majority of the expense in the Hospital Enterprise Fund, 66%, is for salary and benefit costs
to operate the hospitals and clinics.
Total Appropriations: $689.1 Million
Medicare Patient Services,
$43,802,311 , 6%
Medi-Cal Patient Services,
$296,508,565 , 43%Health Plan Patient Services,
$111,927,074 , 16%
Private Pay Patient
Services, $8,444,330 , 1%
Interdepartmental
Patient Services,
$3,565,338 , 1%
Other Hospital
Revenues,
$89,155,850 , 13%
Charges to General Fnd
Units, $31,722,898 , 5%
External Health Plan
Revenue, $29,802,480 , 4%
Enterprise Fund Subsidy,
$73,245,000 , 11%Schools Fund Revenue,
$961,331 , <1%
Salaries and
Benefits,
$455,847,304 , 66%
Other Charges,
$13,386,283 , 2%
Services and
Supplies,
$209,173,376 , 30%
Fixed Assets,
$10,728,214 , 2%
Overview
38 County of Contra Costa FY 2020-2021 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(36)
General Government
Agriculture (44)
Assessor (112)
Auditor-Controller (60)
County Clerk-Recorder/Elections (82)
Conservation & Development (186)
County Counsel (52)
Human Resources (52)
Library (204)
Public Works (550)
Treasurer/Tax Collector (31)
Health & Human Services
Child Support Services (157)
Employment & Human Services (1,872)
-Administrative Services (209)
-Children & Family Services (413.5)
-Aging & Adult Services (182)
-Workforce Services (755)
-Workforce Development Board (12)
-Community Services (197.5)
-Child Development Fund (99)
-Zero Tolerance for Domestic/SB 968 Admin (4)
Health Services (3,918)
-CCRMC & Ambulatory Care Centers (2,294.0)
-Contra Costa Health Plan (172)
-Programs (1,437.8)
-Public Administrator (5.0)
-Ambulance Servica Area-Measure H (9)-SD
Veterans Service (10)
Law & Justice
Animal Services (73)
Conflict Defense (0)
District Attorney (225)
Justice Systems Development/Planning (5)
Probation (331)
Public Defender (143)
Sheriff-Coroner (1,088)
Superior Court Related Functions (0)
-Clerk of the Board
-Department of Information Technology/Telecommunications
-Risk Management
Total for all divisions:(129)
Overview
County of Contra Costa FY 2020-2021 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:
Karen Mitchoff
Diane Burgis
Family & Human Services Committee
Supervisors:
John Gioia
Candace Andersen
Finance Committee
Supervisors:
John Gioia
Karen Mitchoff
Hiring Outreach Oversight Committee
Supervisors:
Federal D. Glover
John Gioia
Internal Operations Committee
Supervisors:
Candace Andersen
Diane Burgis
Legislation Committee
Supervisors:
Karen Mitchoff
Diane Burgis
Public Protection Committee
Supervisors:
Candace Andersen
Federal D. Glover
Transportation, Water & Infrastructure Committee
Supervisors:
Candace Andersen
Karen Mitchoff
Sustainability Committee
Supervisors:
Federal D. Glover
John Gioia
Assessment Appeals Board CCC Employees'
Retirement Association Fire Protection District
Housing Authority(1)Local Agency 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 2020-2021 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://www.contracosta.ca.gov/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
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 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
Juvenile Justice
Coordinating Council
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 2020-2021 Recommended Budget 41
ORGANIZATION OF THE RECOMMENDED BUDGET BOOK
This Fiscal Year 2020-21 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 2020-21 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 2020-2021 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 2020-21 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 2020-2021 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 are data for
the following cost centers: Agriculture/Weights & Measures Admin,
Agriculture & Pest Management, Weights & Measures, and
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. This
action leant more stable and consistent administration and guidance
for the Department. The fiscal year 2020-21 budget includes a new
Deputy Agricultural Commissioner, which will provide for additional
management support and succession planning.
General Fund
2018-19
Actuals
2019-20
Budget
2020-21
Baseline
2020-21
Recommended Change
Expenditures
Salaries and Benefits 4,271,295 5,907,973 5,118,571 5,114,235 (4,336)
Services and Supplies 1,602,536 1,396,598 1,454,799 1,454,799
Fixed Assets 80,296 0 8,500 8,500
Expenditure Transfers 478,175 477,429 485,466 485,466
Expense Total 6,432,302 6,972,000 7,067,336 7,063,000 (4,336)
Revenue
Other Local Revenue 911,863 1,182,828 1,185,606 1,185,606
State Assistance 2,953,207 3,274,172 3,377,394 3,377,394
Total Revenue 3,865,070 4,457,000 4,563,000 4,563,000
Net County Cost (NCC) 2,567,231 2,515,000 2,504,336 2,500,000 (4,336)
Allocated Positions (FTE) 44.6 45.6 45.6 43.3 (1.3)
FINANCIAL INDICATORS
Salaries as % of Total Exp 66% 73% 72% 72%
% Change in Total Exp 8% 1% 0%
% Change in Total Rev 15% 2% 0%
% Change in NCC (2%) 0% 0%
Compensation Information
Permanent Salaries 2,746,648 3,374,556 3,397,760 3,337,335 (60,425)
Temporary Salaries 28,386 0 0 0 0
Permanent Overtime 12,866 0 0 0 0
Deferred Comp 32,850 36,798 35,700 37,581 1,881
FICA/Medicare 211,515 259,116 258,723 267,032 8,309
Ret Exp-Pre 97 Retirees 6,870 9,350 9,350 9,350 0
Retirement Expense 685,954 719,000 767,055 798,868 31,813
Employee Group Insurance 267,743 317,657 336,904 349,469 12,565
Retiree Health Insurance 199,557 209,832 183,259 183,259 0
OPEB Pre-Pay 59,179 91,662 82,252 82,252 0
Unemployment Insurance 1,050 1,626 3,398 3,507 109
Workers Comp Insurance 18,679 78,376 44,170 45,582 1,412
3
1
2
4
Overview
44 County of Contra Costa FY 2020-2021 Recommended Budget
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 through unclaimed gas taxes and a high risk exclusion
contract also increased last fiscal year. This additional revenue has
helped fund increased personnel costs and increase service levels.
Agricultural Division Summary
Service: Mandatory
Level of Service: Discretionary
Expenditures: $3,614,430
Financing: 3,670,250
Net County Cost: (55,820)
Funding Sources:
State 91.4% $3,355,689
Fees 5.6% 205,561
Interfund Revenue 2.4% 88,000
Other 0.5% 17,000
Forfeiture/Penalties 0.1% 4,000
FTE: 32.3
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 increase as
compared to the previous fiscal year. The additional funding will help
offset the higher operational cost. The Department and the University
of California Cooperative Extension completed their relocation into
their new offices. As a result of the relocation occupancy cost will
increase by approximately $57,000 in FY 2020-21. The Department
will offset this increase with revenue from unclaimed gas tax,
increased contracts, and grants.
The FY 2020-21 Recommended Budget for the Department is
balanced while maintaining current service levels. 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. 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.
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 work.
FY 2020-21
Program Modification List
Order
Reference
to
Mand/Disc
List
Programs/
Budget Units Services FTE Net County Cost
Impact Impact
1 3 Administration Salaries and benefits 1.0 $164,701 Add 1 Deputy Agricultural
Commissioner
2 2 Agricultural
Division Salaries and benefits (2.3) (169,037)
Reduce 19 Pest Detection
Specialist positions from .82
FTE to .7 FTE
Total (1.3) (4,336)
8
6
7
5
General Government General GovernmentCounty of Contra Costa
Functional Group Summary
General Government
County of Contra Costa FY 2020-2021 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
2018-19
Actuals
2019-20
Budget
2020-21
Baseline
2020-21
Recommended Change
Expense
Salaries And Benefits 134,371,737 163,281,511 170,183,254 169,782,865 (400,389)
Services And Supplies 168,208,929 217,432,434 182,197,697 182,001,906 (195,791)
Other Charges 48,261,726 49,537,717 48,989,077 48,989,077 0
Fixed Assets 72,509,744 60,594,295 18,731,733 18,689,310 (42,423)
Provisions For Contingencies 0 7,510,000 10,000,000 10,000,000 0
Expenditure Transfers (114,577,533) (120,540,775) (124,762,904) (124,962,904) (200,000)
Expense Total 308,774,603 377,815,182 305,338,857 304,500,254 (838,603)
Revenue
Other Local Revenue 691,035,304 665,003,545 694,764,161 695,037,560 273,399
Federal Assistance 10,444,232 13,717,786 14,746,000 14,746,000 0
State Assistance 19,623,666 5,156,172 5,323,694 5,323,694 0
Revenue Total 721,103,202 683,877,503 714,833,855 715,107,254 273,399
Net County Cost (NCC): (412,328,599) (306,062,321) (409,494,998) (410,607,000) (1,112,002)
Allocated Positions (FTE) 1,133.7 1,141.4 1,132.6 1,134.3 1.7
Financial Indicators
Salaries as % of Total Exp 44% 43% 56% 56%
% Change in Total Exp 22% (19%) 0%
% Change in Total Rev (5%) 5% 0%
% Change in NCC (25%) 34% 0%
Compensation Information
Permanent Salaries 78,236,144 94,447,304 99,347,864 98,799,721 (548,143)
Temporary Salaries 1,969,583 2,245,940 2,145,040 2,061,556 (83,484)
Permanent Overtime 2,121,146 1,826,074 2,013,600 2,013,600 0
Deferred Comp 1,085,144 1,504,278 1,593,480 1,600,761 7,281
Comp & SDI Recoveries (280,852) (183,041) (138,820) (138,820) 0
FICA/Medicare 5,953,898 7,217,567 7,438,844 7,466,589 27,745
Ret Exp-Pre 97 Retirees 242,155 302,959 305,581 305,581 0
Retirement Expense 23,811,462 28,926,878 30,009,688 30,127,634 117,946
Excess Retirement 34,092 3,800 4,100 4,100 0
Employee Group Insurance 11,297,729 15,641,452 16,906,936 16,971,708 64,772
Retiree Health Insurance 6,224,251 6,290,271 6,176,377 6,176,377 0
OPEB Pre-Pay 2,787,492 2,689,803 2,629,725 2,629,725 0
Unemployment Insurance 30,005 53,549 100,764 100,873 109
Workers Comp Insurance 859,488 2,314,676 1,650,075 1,663,460 13,385
Functional Group Summary
General Government
46 County of Contra Costa FY 2020-2021 Recommended Budget
FY 2020-21
Recommended General Fund Expenditures
FY 2019-20
Recommended General Fund Expenditures
Agriculture/Weights and Measures
General Government
County of Contra Costa FY 2020-2021 Recommended Budget 47
General Fund
2018-19
Actuals
2019-20
Budget
2020-21
Baseline
2020-21
Recommended Change
Expense
Salaries And Benefits 4,271,295 5,097,973 5,118,571 5,114,235 (4,336)
Services And Supplies 1,602,536 1,396,598 1,454,799 1,454,799 0
Fixed Assets 80,296 0 8,500 8,500 0
Expenditure Transfers 478,175 477,429 485,466 485,466 0
Expense Total 6,432,302 6,972,000 7,067,336 7,063,000 (4,336)
Revenue
Other Local Revenue 911,863 1,182,828 1,185,606 1,185,606 0
State Assistance 2,953,207 3,274,172 3,377,394 3,377,394 0
Revenue Total 3,865,070 4,457,000 4,563,000 4,563,000 0
Net County Cost (NCC): 2,567,231 2,515,000 2,504,336 2,500,000 (4,336)
Allocated Positions (FTE) 44.6 45.6 45.6 44.3 (1.3)
Financial Indicators
Salaries as % of Total Exp 66% 73% 72% 72%
% Change in Total Exp 8% 1% 0%
% Change in Total Rev 15% 2% 0%
% Change in NCC (2%) 0% 0%
Compensation Information
Permanent Salaries 2,746,648 3,374,556 3,397,760 3,337,335 (60,425)
Temporary Salaries 28,386 0 0 0 0
Permanent Overtime 12,866 0 0 0 0
Deferred Comp 32,850 36,798 35,700 37,581 1,881
FICA/Medicare 211,515 259,116 258,723 267,032 8,309
Ret Exp-Pre 97 Retirees 6,870 9,350 9,350 9,350 0
Retirement Expense 685,954 719,000 767,055 798,868 31,813
Employee Group Insurance 267,743 317,657 336,904 349,469 12,565
Retiree Health Insurance 199,557 209,832 183,259 183,259 0
OPEB Pre-Pay 59,179 91,662 82,252 82,252 0
Unemployment Insurance 1,050 1,626 3,398 3,507 109
Workers Comp Insurance 18,679 78,376 44,170 45,582 1,412
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:
Agriculture/Weights & Measures Admin,
Agriculture & Pest Management, Weights &
Measures, and Cooperative Extension.
Agriculture/Weights and Measures
General Government
48 County of Contra Costa FY 2020-2021 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. This
action leant more stable and consistent
administration and guidance for the Department.
The fiscal year 2020-21 budget includes a new
Deputy Agricultural Commissioner, which will
provide for additional management support and
succession planning.
Administration Summary
Service: Mandatory
Level of Service: Discretionary
Expenditures: $2,108,386
Financing: 0
Net County Cost: 2,108,386
Funding Sources:
General Fund 100.0% $2,108,386
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 through unclaimed gas taxes and
a high risk exclusion contract also increased last
fiscal year. This additional revenue has helped
fund increased personnel costs and increase
service levels.
Agricultural Division Summary
Service: Mandatory
Level of Service: Discretionary
Expenditures: $3,614,430
Financing: 3,670,250
Net County Cost: (55,820)
Funding Sources:
State 91.4% $3,355,689
Fees 5.6% 205,561
Interfund Revenue 2.4% 88,000
Other 0.5% 17,000
Forfeitures/Penalties 0.1% 4,000
FTE: 32.3
Weights and Measures
Description: Provides assurance of fair
business practices by performing routine
inspection of all weighing and measuring
devices such as deli scales and gasoline pumps
used in commercial transactions. Provides
regulatory services to ensure commercial sales
are made in compliance with state laws. This
unit also enforces laws and regulations to
prevent deceptive packaging and ensuring
accurate units of measure and accurate pricing
charged to consumers at automated point-of-
sale (POS) systems commonly known as
register scanners.
Agriculture/Weights and Measures
General Government
County of Contra Costa FY 2020-2021 Recommended Budget 49
The Weights and Measures Division will
continue to experience increased workload as
new weight, measuring and transaction
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: $1,115,464
Financing: 892,750
Net County Cost: 222,714
Funding Sources:
Fees 77.1% $860,545
State 1.9% 21,705
Forf/Penalties 1.0% 10,500
General Fund 20.0% 222,714
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; includes UC Master Gardener
Program volunteers who answer questions and
educate the general public on sustainable
landscape practices and pest management;
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: $224,720
Financing: 0
Net County Cost: 224,720
Funding Sources:
General Fund 100.0% $224,720
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
increase as compared to the previous fiscal
year. The additional funding will help offset the
higher operational cost. The Department and
the University of California Cooperative
Extension completed their relocation into their
new office building. As a result of the relocation
occupancy cost will increase by approximately
$57,000 in FY 2020-21. The Department will
offset this increase with revenue from unclaimed
gas tax, increased contracts, and grants.
The FY 2020-21 Recommended Budget for the
Department is balanced while maintaining
current service levels. California Food and
Agriculture/Weights and Measures
General Government
50 County of Contra Costa FY 2020-2021 Recommended Budget
Agricultural Code (FAC) Section 224 (g) states
that counties must maintain a certain level of
County General Fund support of Agriculture
Department. Additional cuts would place
unclaimed gas tax revenue in jeopardy.
The FY 2020-21 Recommended Budget
includes the reduction of 2.3 FTE Pest Detection
Specialists (19 positions ranging from 0.82 to .7
FTE), which reflect the mandates of the
Agricultural Division. The cost savings will be
used to add one Deputy Agricultural
Commissioner position to ensure that current
and future operations of the Department are
properly managed and is consistent with the
overall succession plan of the Agriculture
Commissioner.
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 one nursery
tested positive with Phytopthora ramorum.
The Department worked with CDFA and the
nursery operator to establish a plant holding
area in accordance with quarantine
protocols. The nursery was able to continue
selling and shipping plants. The Department
will continue to monitor and inspect all host
plants on a regular basis to ensure
compliance with the applicable regulations.
All other shipping nurseries are 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 meets the state’s
protocols and is ready for the 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 of our data into the new
statewide electronic database. The
Department places and services 10 different
types of exotic insect traps with a total of
5,759 individual traps. Pest Detection Staff
detected 1 Peach Fruit Fly in a trap in
Walnut Creek and 4 Peach Fruit Flies in
Brentwood and Oakley near our Agricultural
core area during 2019. Additional traps
were placed to monitor for the pest. CDFA
conducted treatments and have no finds
after treatments begun.
The Glassy-Winged Sharpshooter/Pierce’s
Disease Control Program continues to be a
very successful program in Contra Costa
County. Though there was some reduction
in this state contract, increased efficiencies
in our program have resulted in retaining the
efficacy of the program.
The Department continues to work closely
with the Integrated Pest Management
Coordinator to improve the Department and
county’s pest management programs.
The Department has secured funding for the
pest management program. The
Department surveyed and/or treated 44
historically invasive noxious weed infested
sites for the 3 target species of the program
and will be increasing these numbers soon.
For the fourth year in a row, the Department
has 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 three locations. CDFA
conducted treatments and increased
trapping with no new finds since then.
Our pesticide use enforcement program
involves inspections of operations by
growers, pest control operators, agencies
and others that use and store pesticides.
The program completed 645 inspections and
31 investigations of alleged misuse or
exposure. Education is a key component of
our enforcement program. The Department
Agriculture/Weights and Measures
General Government
County of Contra Costa FY 2020-2021 Recommended Budget 51
reached 610 individuals through 16 training
sessions, some of which were given in
Spanish.
The Weights & Measures Division
conducted 68 investigations last year and
filed 21 administrative actions to correct the
problems found. These actions serve to
protect consumers and businesses in the
county.
The Department currently has 2 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
administrative hearings and investigations,
to keep current with the ever changing
industry.
Staff performed 415 point-of-sale (Price
Verification) inspections in 2019. Inspections
resulted in 110 violation notices and 21
administrative actions were issued involving
$17,650 in proposed fines.
The Detector Dog Team Program continues
to be a success and continues to work
regionally in 12 Greater Bay Area counties
at FedEx and UPS. The Detector Dog
Team Program continues to work in two
U.S. Post Office facilities and will be working
at more facilities in the future. They have
successfully intercepted packages that could
have severe economic impact to California’s
agriculture and environment in parcel
facilities throughout the state.
A needs assessment is underway,
evaluating the most important priorities for
the diverse cropping systems and
agricultural enterprises in the county. As a
part of this process, the recently hired
Specialty Crops Advisor has continued to
have personal contacts with farmers in the
form of farm visits, office visits, e-mails, and
telephone calls. Partnering with the Contra
Costa agriculture department, he has
delivered presentations to growers on new
and imminent pests, and planned pesticide
safety trainings for handlers and farm
workers for the Spring. The Specialty Crops
Advisor plans to continue producing grower
newsletters and updating and maintaining
the Agricultural Resources website, offering
a wealth of evidence-based information
relevant to all aspects of growing crops in
Contra Costa County.
The UC Master Gardener Program of Contra
Costa County has 243 active Master
Gardener volunteers who contributed 26,321
hours valued by the Independent Sector at
$749,096 educating local 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.
The UC Master Gardener volunteers had
15,761 direct contacts with county residents
answering questions on home horticulture,
integrated pest management and
sustainable landscape practices.
Program deliveries include 86 free public
presentations touching over 2,600 county
residents, supported over 20 community
gardens, including at the Veteran’s
Administration, and a county residential
treatment facility. The demonstration garden
in Walnut Creek donated over 13,000
pounds of fresh produce to the Monument
Crisis Center thereby helping individuals and
families in need. UC Master Gardener
volunteers directly support the County
Agriculture Department by staffing their help
line one afternoon per week. The UC Master
Gardener Program of Contra Costa County
continues to increase its volunteer base and
educational outreach efforts, especially in
East and West County, through our
demonstration gardens, public talks and
community workshops.
4-H Youth and Community Development
Program engages/educates future farmers
and consumers on the importance of
agriculture and where food comes from.
Youth participate in yearlong youth
development programs. Participating youth
were 1.6 times more likely to report better
Agriculture/Weights and Measures
General Government
52 County of Contra Costa FY 2020-2021 Recommended Budget
grades (B or better), 1.8 times more likely to
go to college, 3 times more likely to
contribute to their communities, and girls
were 2 times more likely to have plans to
pursue science careers vs non 4-H girls.
Youth also learn citizenship, leadership and
life skills, necessary to be competent and
productive adults. Our program is accessible
county-wide, from El Cerrito to Brentwood
and Martinez to Tassajara. The Department
has 9 clubs throughout Contra Costa
County!
The UCCE Expanded Food and Nutrition
Education Program educators provided
2,880 low-income students, an average of 6
hours of nutrition education. 81% showed
improvement in their diet quality. In addition,
250 low-income parents, with children,
learned how to eat healthy on a limited
budget. Evaluations showed that 92% of
parents improved their nutrition habits and
78% 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 about IPM
strategies, tactics, invasive pest species
awareness / preparation, and urban surface
water concerns related to pest management.
The UCCE Urban Forestry Program
organized one meeting and one webinar in
Contra Costa County focused on landscape
tree selection and on tree response to
climate change and presented at two
additional professional conferences. 152
professionals were educated on managing
new tree pests, and on assessing fungal
decay organisms and tree risk. Through four
training sessions, 48 Contra Costa Master
Gardeners gained new knowledge on abiotic
disorders of trees and tree planting
techniques, on evaluating tree water-use
and providing appropriate drought-conscious
irrigation to preserve trees, and a special
training on successful use of recycled
(reclaimed) water in landscapes.
The Urban Agriculture Program increased
awareness of risk management and heavy
metals exposure prevention in urban
agricultural operations, urban agriculture
policies among urban producers, policy
makers and residents, sound land
management practices to optimize food
growing, support pollinator habitat, natural
resource conservation and minimize
environmental impacts. The program
develops and distributes free, online
educational materials for urban food growers
on urban soil quality and food safety, urban
ag land access, edible landscaping policies
and best practices.
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 continue to find new
sources of funding to support an effective
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 and to support local
farmers and direct marketing to the public.
Agriculture/Weights and Measures
General Government
County of Contra Costa FY 2020-2021 Recommended Budget 53
Inform and help train growers and the 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.
Keep property values high by helping
residents sustain landscaping during
drought while minimizing landscape water
use.
Reduce demands on California’s natural
resources; utilize renewable resources; and
protect the environment through educational
outreach on sustainable landscape
practices.
Reduce landfill materials
Improve efficacy and ensure sustainability of
professions 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 science careers and 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 in
a healthier manner.
FY 2020-21
Program Modification List
Reference
to Programs/
Budget Units Services FTE Net County
Cost Impact Impact
Order Mand/Disc
List
1 1 Administration Salaries and
benefits 1.0 164,701
Add 1 Deputy
Agricultural
Commissioner
2 2 Agricultural
Division
Salaries and
benefits (2.3) (169,037)
Reduce 19 Pest
Detection Specialist
positions from .82 FTE
to .7 FTE
Total (1.3) (4,336)
Agriculture/Weights and Measures
General Government
54 County of Contra Costa FY 2020-2021 Recommended Budget
Assessor
Gus Kramer, Assessor General Government
County of Contra Costa FY 2020-2021 Recommended Budget 55
General Fund
2018-19
Actuals
2019-20
Budget
2020-21
Baseline
2020-21
Recommended Change
Expense
Salaries And Benefits 13,623,175 15,387,565 16,107,252 16,107,252 0
Services And Supplies 3,094,795 2,739,832 2,770,633 2,770,633 0
Other Charges 173 4,900 4,900 4,900 0
Fixed Assets 90,770 10,000 10,000 10,000 0
Expenditure Transfers (203,664) (249,788) (249,896) (249,896) 0
Expense Total 16,605,250 17,892,509 18,642,889 18,642,889 0
Revenue
Other Local Revenue 1,126,803 1,642,509 1,642,889 1,642,889 0
Revenue Total 1,126,803 1,642,509 1,642,889 1,642,889 0
Net County Cost (NCC): 15,478,447 16,250,000 17,000,000 17,000,000 0
Allocated Positions (FTE) 122.0 122.0 112.0 112.0 0.0
Financial Indicators
Salaries as % of Total Exp 82% 86% 86% 86%
% Change in Total Exp 8% 4% 0%
% Change in Total Rev 46% 0% 0%
% Change in NCC 5% 5% 0%
Compensation Information
Permanent Salaries 7,663,915 8,142,304 8,599,453 8,599,453 0
Temporary Salaries 318,664 267,259 267,259 267,259 0
Permanent Overtime 352 15,000 15,000 15,000 0
Deferred Comp 98,215 178,740 177,960 177,960 0
Comp & SDI Recoveries (20,979) (9,120) (9,120) (9,120) 0
FICA/Medicare 578,837 746,892 762,200 762,200 0
Ret Exp-Pre 97 Retirees 24,925 41,027 41,027 41,027 0
Retirement Expense 2,469,296 3,062,792 3,118,084 3,118,084 0
Employee Group Insurance 1,095,875 1,640,919 1,846,792 1,846,792 0
Retiree Health Insurance 823,988 799,608 820,397 820,397 0
OPEB Pre-Pay 385,767 362,655 346,560 346,560 0
Unemployment Insurance 2,862 4,982 10,136 10,136 0
Workers Comp Insurance 181,457 134,508 111,503 111,503 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 2020-2021 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: $7,273,722
Financing: 728,722
Net County Cost: 6,545,000
Funding Sources:
Fees 4.8% $351,462
Prop Tax Admin 3.9% 281,050
Transfers 1.3% 96,210
General Fund 90.0% 6,545,000
FTE: 43.0
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: $1,851,493
Financing: 185,493
Net County Cost: 1,666,000
Funding Sources:
Fees 4.8% $89,463
Prop Tax Admin 3.9% 71,540
Transfers 1.3% 24,490
General Fund 90.0% 1,666,000
FTE: 10.0
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, 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: $8,690,681
Financing: 870,681
Net County Cost: 7,820,000
Funding Sources:
Fees 4.8% $419,929
Prop Tax Admin 3.9% 335,800
Transfers 1.3% 114,952
General Fund 90.0% 7,820,000
FTE: 52.0
Assessor
General Government
County of Contra Costa FY 2020-2021 Recommended Budget 57
Administrative Services
Description: Establish and administer policies
relative to department operations and provide
administrative guidelines for carrying out these
policies.
Administrative Services Summary
Service: Mandatory
Level of Service: Discretionary
Expenditures: $1,076,889
Financing: 107,889
Net County Cost: 969,000
Funding Sources:
Fees 4.8% $52,035
Prop Tax Admin 3.9% 41,610
Transfers 1.3% 14,244
General Fund 90.0% 969,000
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 Summary
Service: Mandatory
Level of Service: Discretionary
Expenditures: $3,091,000
Financing: 0
Net Fund Cost: 3,091,000
Funding Sources:
Net Fund Cost 100.0% $3,091,000
Fund: 115100
CAO’s Recommendation
The baseline net County cost reflects a net
$75,000 increase from FY 2019-20.
Salary and benefit costs increased by
$719,687, reflecting negotiated cost-of-living
increase as of July 1, 2020 as well as the
elimination of 10 funded long-term vacant
positions. Operational costs, including
interdepartmental charges for IT support,
increased by approximately $30,000.
Assessor Fees increased by $380.
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
Continued to promote usage of the Electronic
Standard Data Record system to enable
taxpayers to file business property statements
(form 571L) electronically. Approximately 80%
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.
Updated clerical desk manuals for the
Residential and Standards Divisions.
Migrated to a new version of the Assessment
Evaluation Services (AES) System that is
easier to support. This new version also allows
for automated weekly refresh of data saving
staff time.
Improved workflow in the Standards Division
through cross training of appraisal staff.
Assessor
General Government
58 County of Contra Costa FY 2020-2021 Recommended Budget
Streamlined various clerical processes
throughout the Residential, Standards, and
Local Exemptions Divisions to improve
efficiency.
As part of a major project to convert data from
the Geographical Information System (GIS)
Database into a parcel fabric, Drafting Division
staff ran database queries to compare, identify
discrepancies, and update the fabric.
Due to an increased volume of new
condominium construction, the Drafting
Division dedicated additional staff time to
complete an unusually high number of
complicated Assessor Map Parcel Pages.
The Department served as the regional host
for the 2019 Bay Area Assessor’s Association
Management Conference and CA Assessor’s
Association-Information Technology Affiliate
Conference. More than 200 people attended
the conference, including assessors from
across the State of California, assessors’
office staff, State Board of Equalization
members and various exhibitors and vendors.
The event included training on a variety of
topics and a strong speaker program including
two-term Mayor of San Francisco and Speaker
of the California State Assembly, Willie L.
Brown.
Administrative and Program Goals
Continue to train Drafting Division staff on
editing and map production in the new parcel
fabric environment.
Fill vacant Auditor-Appraiser positions so that
more assessments and audits can be
completed to comply with Board of
Equalization audit requirements.
Update Proposition 8 procedures and
correspondence for consistency and clarity
throughout the department.
Continue to cross train the Standards Division
appraisal staff to include more complex
ownership changes, and applications of
exemptions and exclusions.
Continue to improve and streamline shared
work processes between the clerical and
valuation divisions.
Research implementation of an electronic
filing system to reduce the use of paper and
need for storage space.
Recruit, hire, and train Junior Appraisers for
assignment to the Residential Division to
maintain sufficient staffing.
Auditor-Controller
Robert R. Campbell, Auditor-Controller General Government
County of Contra Costa FY 2020-2021 Recommended Budget 59
General Fund
2018-19
Actuals
2019-20
Budget
2020-21
Baseline
2020-21
Recommended Change
Expense
Salaries And Benefits 6,504,459 8,107,121 8,930,066 8,242,211 (687,855)
Services And Supplies 2,187,046 2,615,923 2,275,705 2,275,705 0
Expenditure Transfers (435,372) (432,750) (363,994) (363,994) 0
Expense Total 8,256,133 10,290,294 10,841,777 10,153,922 (687,855)
Revenue
Other Local Revenue 6,343,498 6,565,294 6,603,922 6,603,922 0
Revenue Total 6,343,498 6,565,294 6,603,922 6,603,922 0
Net County Cost (NCC): 1,912,635 3,725,000 4,237,855 3,550,000 (687,855)
Allocated Positions (FTE) 60.0 60.0 60.0 60.0 0.0
Financial Indicators
Salaries as % of Total Exp 79% 79% 82% 81%
% Change in Total Exp 25% 5% (6%)
% Change in Total Rev 3% 1% 0%
% Change in NCC 95% 14% (16%)
Compensation Information
Permanent Salaries 3,878,758 4,798,285 5,467,860 4,780,005 (687,855)
Temporary Salaries 16,474 62,500 27,500 27,500 0
Permanent Overtime 79,588 0 0 0 0
Deferred Comp 73,703 99,240 105,120 105,120 0
Comp & SDI Recoveries 0 (5,000) (5,000) (5,000) 0
FICA/Medicare 284,583 383,230 403,608 403,608 0
Ret Exp-Pre 97 Retirees 12,066 19,616 19,616 19,616 0
Retirement Expense 1,205,530 1,526,569 1,641,606 1,641,606 0
Excess Retirement 9,573 0 0 0 0
Employee Group Insurance 534,352 802,864 857,953 857,953 0
Retiree Health Insurance 270,059 276,664 266,121 266,121 0
OPEB Pre-Pay 107,048 112,724 113,379 113,379 0
Unemployment Insurance 1,365 2,579 5,475 5,475 0
Workers Comp Insurance 31,360 27,850 26,828 26,828 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 2020-2021 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
Service: Mandatory
Level of Service: Discretionary
Expenditures: $1,812,633
Financing: 1,701,069
Net County Cost: 111,564
Funding Sources:
Fees 93.8% $1,701,069
General Fund 6.2% 111,564
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
Service: Mandatory
Level of Service: Discretionary
Expenditures: $2,276,413
Financing: 1,570,980
Net County Cost: 705,433
Funding Sources:
Fees 54.2% $1,233,741
Prop Tax Admin 13.7% 312,239
Transfers 1.1% 25,000
General Fund 31.0% 705,433
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 2020-2021 Recommended Budget 61
General Accounting & Accounts Payable
Summary
Service: Mandatory
Level of Service: Discretionary
Expenditures: $2,404,728
Financing: 3,214,085
Net County Cost: (809,357)
Funding Sources:
Fees 131.7% $3,167,282
Transfers 2.0% 46,803
General Fund (33.7%) (809,357)
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 (CAFR).
Internal Audit Summary
Service: Mandatory
Level of Service: Discretionary
Expenditures: $854,912
Financing: 29,988
Net County Cost: 824,924
Funding Sources:
Fees 3.3% $28,479
Transfers 0.2% 1,509
General Fund 96.5% 824,924
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
Service: Mandatory
Level of Service: Discretionary
Expenditures: $312,210
Financing: 191,794
Net County Cost: 120,416
Funding Sources:
Fees 60.3% $188,351
Transfers 1.1% 3,443
General Fund 38.6% 120,416
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
administrative support.
Administration & Systems Summary
Service: Mandatory
Level of Service: Discretionary
Expenditures: $2,857,020
Financing: 260,000
Net County Cost: 2,597,020
Funding Sources:
Fees 9.1% $260,000
General Fund 90.9% 2,597,020
FTE: 11.0
Auditor-Controller
General Government
62 County of Contra Costa FY 2020-2021 Recommended Budget
Automated Systems Development
(Fund 115000)
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 Summary
Service: Discretionary
Level of Service: Discretionary
Expenditures: $200,000
Financing: 78,000
Net Fund Cost: 122,000
Funding Sources:
Interest Earnings 39.0% $78,000
Fund Balance 61.0% 122,000
CAO’s Recommendation
Baseline Budget
The baseline net County cost represents a
$512,855 increase from the FY 2019-20
Adjusted Budget.
Salary and benefit costs increased by $822,945,
reflecting negotiated wage adjustments.
Services and supplies decreased by $340,218
primarily due to the elimination of one-time
allocations of prior year fund balance totaling
$225,000 for software, equipment and
professional services.
Expenditure transfers and revenues are
anticipated to decrease by a net of $30,128.
The Department receives funding through a
combination of auditing and accounting fees, as
well as, charges for service through the A-87
cost plan.
Recommended Budget
The Recommended Budget was reduced by a
further $687,855. The department will achieve
this reduction by realizing savings from positions
held vacant throughout fiscal year 2020-21
The recommended net County cost of
$3,550,000 will provide funding necessary to
maintain basic services in fiscal year 2020-21.
Performance Measurement
•Worked with the Department of Information
Technology staff to update timekeeping
(Kronos) procedures and training for
Departments.
•Continued the process of documenting
business procedures and of improving
efficiencies throughout the Office.
•Continued the process of implementing a
new countywide Finance System.
•Work with the Department of Information
Technology staff regarding update to the
Kronos Timekeeping Platform.
•Started the process of implementing new
Reporting Software for CAFR and State
Reporting needs to replace current outdated
software.
Auditor-Controller
General Government
County of Contra Costa FY 2020-2021 Recommended Budget 63
Administrative and Program Goals
•Work with the Department of Information
Technology staff regarding next phase(s) of
Kronos Timekeeping and Employee Self
Service access.
•Continue to work with DOIT and County
Administrators Office in regards to
implementation of new Finance System.
•Continue the process of documenting
business procedures and of improving
efficiencies throughout the Office.
•Evaluate the process of document scanning
within the department to minimize reliance
on Print and Mail and reduce costs.
•Evaluate acquiring independent Technology
Support to minimize reliance on DOIT and
reduce costs.
FY 2020-21
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 (687,855) Establish Vacancy Factor –
will require the department to
manage filling staff vacancies.
Total 0.0 (687,855)
Auditor-Controller
General Government
64 County of Contra Costa FY 2020-2021 Recommended Budget
Board of Supervisors
General Government
County of Contra Costa FY 2020-2021 Recommended Budget 65
General Fund
2018-19
Actuals
2019-20
Budget
2020-21
Baseline
2020-21
Recommended Change
Expense
Salaries And Benefits 4,494,872 4,974,535 5,092,776 5,092,776 0
Services And Supplies 2,037,169 4,995,745 2,717,249 2,717,249 0
Other Charges 61 550,200 200 200 0
Expenditure Transfers 863,548 923,775 (55,225) (55,225) 0
Expense Total 7,395,650 11,444,255 7,755,000 7,755,000 0
Revenue
Other Local Revenue 503,271 525,579 495,000 495,000 0
Revenue Total 503,271 525,579 495,000 495,000 0
Net County Cost (NCC): 6,892,379 10,918,676 7,260,000 7,260,000 0
Allocated Positions (FTE) 32.3 31.8 31.8 31.8 0
Financial Indicators
Salaries as % of Total Exp 61% 43% 66% 66%
% Change in Total Exp 55% (32%) 0%
% Change in Total Rev 4% (6%) 0%
% Change in NCC 58% (34%) 0%
Compensation Information
Permanent Salaries 2,802,793 2,948,129 3,146,789 3,146,789 0
Temporary Salaries 16,429 190,000 36,100 36,100 0
Deferred Comp 116,615 125,100 121,260 121,260 0
FICA/Medicare 214,203 240,403 245,653 245,653 0
Ret Exp-Pre 97 Retirees 8,583 12,867 12,867 12,867 0
Retirement Expense 855,362 891,524 948,001 948,001 0
Employee Group Insurance 381,823 466,571 514,639 514,639 0
Retiree Health Insurance 47,750 53,502 37,341 37,341 0
OPEB Pre-Pay 31,926 21,464 15,485 15,485 0
Unemployment Insurance 811 6,497 3,183 3,183 0
Workers Comp Insurance 18,577 18,476 11,459 11,459 0
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 $200,000; adopting an
Board of Supervisors
General Government
66 County of Contra Costa FY 2020-2021 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 staff
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: $7,516,225
Financing: 355,225
Net County Cost: 7,161,000
Funding Sources:
Intergovernmental 2.8% $209,921
Property Tax Admin 1.4% 108,579
Transfers 0.5% 35,225
Miscellaneous 0.1% 1,500
General Fund 95.2% 7,161,000
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 2020-21. 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
Board of Supervisors
General Government
County of Contra Costa FY 2020-2021 Recommended Budget 67
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: $80,000
Financing: 20,000
Net County Cost: 60,000
Funding Sources:
Transfers 25.0% $20,000
General Fund 75.0% 60,000
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 position in North Richmond and programs
through the Richmond Community Housing
Development Corporation.
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: $785,000
Financing: 785,000
Net Fund Cost: 0
Funding Sources:
No. Richmond Waste &
Recovery Mitigation 100.0% $785,000
CAO’s Recommendation
The FY 2020-21 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.
Salary and benefit costs are increased by
$283,556 over the FY 2019-20 Budget. This
increase is composed of three primary factors:
scheduled cost-of-living increases, increased
costs of employee group insurance and
increased pension costs. This increase is
Board of Supervisors
General Government
68 County of Contra Costa FY 2020-2021 Recommended Budget
mitigated by a proposed reduction of $153,900
in temporary salaries to better align with actual
prior year temporary salary costs.
The FY 2020-21 Recommended Budget
continues an expenditure transfer of CC Futures
monies to 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, the
Recommended Budget continues $100,000 of
Keller Canyon Mitigation Funding to support
staffing needs in the District V Office.
Capital Improvements
General Government
County of Contra Costa FY 2020-2021 Recommended Budget 69
General Fund
2018-19
Actuals
2019-20
Budget
2020-21
Baseline
2020-21
Recommended Change
Expense
Services And Supplies 1,384,528 2,650,000 1,500,000 1,500,000 0
Fixed Assets 71,246,745 58,645,931 17,550,000 17,550,000 0
Expenditure Transfers (6,863,500) (2,550,000) (2,550,000) (2,550,000) 0
Expense Total 65,767,773 58,745,931 16,500,000 16,500,000 0
Revenue
Other Local Revenue 55,038,180 0 0 0 0
Revenue Total 55,038,180 0 0 0 0
Net County Cost (NCC): 10,729,593 58,745,931 16,500,000 16,500,000 0
Financial Indicators
Salaries as % of Total Exp
% Change in Total Exp (11%) (72%) 0%
% Change in Total Rev (100%) 0% 0%
% Change in NCC 357% (72%) 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
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 2020-2021 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 2020-21 baseline net County
cost decreased by $42,245,931 from the 2019-
20 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 Non-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 2020-21.
For more detailed information on current County
capital projects, please see Page 529.
Central Support Services
General Government
County of Contra Costa FY 2020-2021 Recommended Budget 71
General Fund
2018-19
Actuals
2019-20
Budget
2020-21
Baseline
2020-21
Recommended Change
Expense
Salaries And Benefits 4,856,851 5,906,321 5,914,987 5,914,987 0
Services And Supplies 1,991,351 4,017,730 2,671,048 2,671,048 0
Other Charges 5,415,974 5,213,230 5,239,230 5,239,230 0
Fixed Assets 62,251 20,000 71,326 71,326 0
Expenditure Transfers 103,404 8,864 (335,727) (335,727) 0
Expense Total 12,429,830 15,166,145 13,560,864 13,560,864 0
Revenue
Other Local Revenue 5,136,629 6,729,395 6,492,564 6,492,564 0
State Assistance 49,860 32,000 46,300 46,300 0
Revenue Total 5,186,489 6,761,395 6,538,864 6,538,864 0
Net County Cost (NCC): 7,243,341 8,404,750 7,022,000 7,022,000 0
Allocated Positions (FTE) 44.0 43.0 43.0 43.0 0.0
Financial Indicators
Salaries as % of Total Exp 39% 39% 44% 44%
% Change in Total Exp 22% (11%) 0%
% Change in Total Rev 30% (3%) 0%
% Change in NCC 16% (16%) 0%
Compensation Information
Permanent Salaries 2,897,247 3,543,239 3,508,578 3,508,578 0
Temporary Salaries 82,152 70,000 70,000 70,000 0
Deferred Comp 42,670 56,460 62,640 62,640 0
FICA/Medicare 221,185 270,278 266,041 266,041 0
Ret Exp-Pre 97 Retirees 9,070 10,557 10,557 10,557 0
Retirement Expense 903,456 1,068,966 1,060,713 1,060,713 0
Employee Group Insurance 390,458 528,780 579,145 579,145 0
Retiree Health Insurance 231,050 233,653 241,283 241,283 0
OPEB Pre-Pay 58,322 106,533 100,241 100,241 0
Unemployment Insurance 1,133 1,780 3,509 3,509 0
Workers Comp Insurance 20,107 16,075 12,280 12,280 0
Central Support Services
General Government
72 County of Contra Costa FY 2020-2021 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 remained the
same as the current year. Salary and benefit
costs are increased by $32,747 reflecting cost of
living, step and benefit increases. Services and
supplies were reduced by $26,771.
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 FY 2020-21.
Clerk of the Board Summary
Service: Mandatory
Level of Service: Discretionary
Expenditures: $1,236,000
Financing: 93,000
Net County Cost: 1,143,000
Funding Sources:
Assmnt Appeals 3.6% $ 44,000
Intergovernmental 2.2% 27,000
Property Tax Adm 1.8% 22,000
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 are increased by
$26,000 to reflect the anticipated County’s share
of LAFCO activity for FY 2020-21. 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 2020-21. 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 2020-2021 Recommended Budget 73
LAFCO Summary
Service: Mandatory
Level of Service: Mandatory
Expenditures: $296,000
Financing: 0
Net County Cost: 296,000
Funding Sources:
General Fund 100.0% $296,000
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 $1,414,750 from FY 2019-
20 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 Systems Summary
Service: Discretionary
Level of Service: Discretionary
Expenditures: $1,092,000
Financing: 480,000
Net County Cost: 612,000
Funding Sources:
Charges 44.0% $480,000
General Fund 56.0% 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 decreased
by $18,105 and reflect negotiated salary
increases as well as the transfer of the County
ADA Manager position to the Human Resources
department. Operating costs, including
interdepartmental charges, increased by $2,484.
Revenue, reflecting transfers to cover costs from
the Self-Insurance Internal Service Funds,
decreased by $15,621. 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
2020-21. 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: $10,779,564
Financing: 6,279,564
Net County Cost: 4,500,000
Funding Sources:
Liability & Benefit
Fees 58.3% $6,279,564
General Fund 41.7% 4,500,000
FTE: 36.0
Central Support Services
General Government
74 County of Contra Costa FY 2020-2021 Recommended Budget
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.
Impact: The recommended net County cost of
$471,000 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: $517,300
Financing: 46,300
Net County Cost: 471,000
Funding Sources:
Grants 9.0% $ 46,300
General Fund 91.0% 471,000
CAO’s Recommendation
The Recommended Budget for Central Support
Services reflects a net County cost of
$7,022,000. This amount will fund the
aforementioned departments, enabling them to
provide services into FY 2020-21.
Deborah Cooper Clerk-Recorder-Elections
Clerk-Recorder and Registrar of Voters General Government
County of Contra Costa FY 2020-2021 Recommended Budget 75
Clerk-Recorder-Elections Budget Summary
General Fund
2018-19
Actuals
2019-20
Budget
2020-21
Baseline
2020-21
Recommended Change
Expense
Salaries And Benefits 7,299,511 8,365,180 9,084,375 9,084,375 0
Services And Supplies 6,809,275 8,364,135 7,963,916 7,963,916 0
Other Charges 0 1,200 1,200 1,200 0
Fixed Assets 200,013 1,037,590 625,000 625,000 0
Expenditure Transfers 9,999 2,395 2,509 2,509 0
Expense Total 14,318,797 17,770,500 17,677,000 17,677,000 0
Revenue
Other Local Revenue 9,093,022 9,483,268 11,677,000 11,677,000 0
Revenue Total 9,093,022 9,483,268 11,677,000 11,677,000 0
Net County Cost (NCC): 5,225,776 8,287,232 6,000,000 6,000,000 0
Allocated Positions (FTE) 71.5 70.5 70.5 70.5 0.0
Financial Indicators
Salaries as % of Total Exp 51% 47% 51% 51%
% Change in Total Exp 24% (1%) 0%
% Change in Total Rev 4% 23% 0%
% Change in NCC 59% (28%) 0%
Compensation Information
Permanent Salaries 4,034,575 4,678,284 5,107,773 5,107,773 0
Temporary Salaries 470,974 407,892 557,892 557,892 0
Permanent Overtime 44,541 46,000 52,000 52,000 0
Deferred Comp 66,318 89,280 98,280 98,280 0
Comp & SDI Recoveries (6,743) (23,500) (23,500) (23,500) 0
FICA/Medicare 330,510 372,670 379,409 379,409 0
Ret Exp-Pre 97 Retirees 12,539 13,486 13,486 13,486 0
Retirement Expense 1,254,847 1,475,268 1,519,704 1,519,704 0
Employee Group Insurance 640,193 887,241 972,605 972,605 0
Retiree Health Insurance 267,167 268,467 260,198 260,198 0
OPEB Pre-Pay 124,638 110,666 111,796 111,796 0
Unemployment Insurance 1,593 2,495 5,107 5,107 0
Workers Comp Insurance 58,360 36,930 29,625 29,625 0
Clerk-Recorder-Elections
General Government
76 County of Contra Costa FY 2020-2021 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
Recorder Modernization (budget unit (0353) is a
Non-General Fund budget unit that includes
several statutorily restricted revenues and is
defined 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 can
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 2020-2021 Recommended Budget 77
Elections
General Fund
2018-19
Actuals
2019-20
Budget
2020-21
Baseline
2020-21
Recommended Change
Expense
Salaries And Benefits 4,273,374 4,485,476 4,804,088 4,804,088 0
Services And Supplies 6,366,676 7,568,542 7,301,906 7,301,906 0
Fixed Assets 200,013 1,037,590 625,000 625,000 0
Expenditure Transfers 11,194 10,892 11,006 11,006 0
Expense Total 10,851,257 13,102,500 12,742,000 12,742,000 0
Revenue
Other Local Revenue 2,775,429 3,483,268 5,273,000 5,273,000 0
Revenue Total 2,775,429 3,483,268 5,273,000 5,273,000 0
Net County Cost (NCC): 8,075,828 9,619,232 7,469,000 7,469,000 0
Allocated Positions (FTE) 32.5 32.5 32.5 32.5 0.0
Financial Indicators
Salaries as % of Total Exp 39% 34% 38% 38%
% Change in Total Exp 21% (3%) 0%
% Change in Total Rev 26% 51% 0%
% Change in NCC 19% (22%) 0%
Compensation Information
Permanent Salaries 2,304,922 2,590,802 2,648,359 2,648,359 0
Temporary Salaries 374,520 300,000 450,000 450,000 0
Permanent Overtime 35,897 42,000 42,000 42,000 0
Deferred Comp 38,203 40,980 43,560 43,560 0
Comp & SDI Recoveries (4,412) (15,000) (15,000) (15,000) 0
FICA/Medicare 195,197 187,633 192,758 192,758 0
Ret Exp-Pre 97 Retirees 7,159 5,782 5,782 5,782 0
Retirement Expense 715,744 754,265 786,723 786,723 0
Employee Group Insurance 350,161 378,500 456,939 456,939 0
Retiree Health Insurance 124,197 126,068 123,621 123,621 0
OPEB Pre-Pay 96,023 54,240 51,338 51,338 0
Unemployment Insurance 915 1,279 2,648 2,648 0
Workers Comp Insurance 34,848 18,926 15,360 15,360 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;
Clerk-Recorder-Elections
General Government
78 County of Contra Costa FY 2020-2021 Recommended Budget
•Maintain voter registration records and
accurate voter rolls through timely and
continual voter file maintenance;
•Conduct voter outreach with civic
organizations, political groups, and schools,
with a focus on underrepresented groups;
•Process and verify initiative, referendum,
and recall petitions;
•Issue and process vote-by-mail and
provisional ballots, including verification of
the signatures;
•Prepare and mail sample ballot and voter
information 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: $12,742,000
Financing: 5,273,000
Net County Cost: 7,469,000
Funding Sources:
Election Svc 40.4% $5,153,000
Interfund Rev 0.4% 50,000
Misc. Svc 0.2% 30,000
Candidate Fees 0.2% 20,000
Document Sales 0.2% 20,000
General Fund 58.6% 7,469,000
FTE: 32.5
Clerk-Recorder-Elections
General Government
County of Contra Costa FY 2020-2021 Recommended Budget 79
Clerk-Recorder
General Fund
2018-19
Actuals
2019-20
Budget
2020-21
Baseline
2020-21
Recommended Change
Expense
Salaries And Benefits 3,026,136 3,879,704 4,280,287 4,280,287 0
Services And Supplies 442,599 795,593 662,010 662,010 0
Other Charges 0 1,200 1,200 1,200 0
Expenditure Transfers (1,195) (8,497) (8,497) (8,497) 0
Expense Total 3,467,540 4,668,000 4,935,000 4,935,000 0
Revenue
Other Local Revenue 6,317,593 6,000,000 6,404,000 6,404,000 0
Revenue Total 6,317,593 6,000,000 6,404,000 6,404,000 0
Net County Cost (NCC): (2,850,053) (1,332,000) (1,469,000) (1,469,000) 0
Allocated Positions (FTE) 39 38 38 38 0.0
Financial Indicators
Salaries as % of Total Exp 87% 83% 87% 87%
% Change in Total Exp 35% 6% 0%
% Change in Total Rev (5%) 7% 0%
% Change in NCC (53%) 10% 0%
Compensation Information
Permanent Salaries 1,729,653 2,087,482 2,459,413 2,459,413 0
Temporary Salaries 96,453 107,892 107,892 107,892 0
Permanent Overtime 8,644 4,000 10,000 10,000 0
Deferred Comp 28,115 48,300 54,720 54,720 0
Comp & SDI Recoveries (2,331) (8,500) (8,500) (8,500) 0
FICA/Medicare 135,313 185,037 186,652 186,652 0
Ret Exp-Pre 97 Retirees 5,381 7,704 7,704 7,704 0
Retirement Expense 539,102 721,003 732,981 732,981 0
Employee Group Insurance 290,032 508,741 515,666 515,666 0
Retiree Health Insurance 142,969 142,399 136,577 136,577 0
OPEB Pre-Pay 28,615 56,426 60,458 60,458 0
Unemployment Insurance 677 1,216 2,459 2,459 0
Workers Comp Insurance 23,512 18,004 14,265 14,265 0
Clerk-Recorder-Elections
General Government
80 County of Contra Costa FY 2020-2021 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, 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: $4,935,000
Financing: 6,404,000
Net County Cost: (1,469,000)
Funding Sources:
Fees 129.4% $6,404,000
Transfers 0.2% 8,497
General Fund (29.6%) (1,469,000)
FTE: 38.0
Clerk-Recorder-Elections
General Government
County of Contra Costa FY 2020-2021 Recommended Budget 81
Recorder Micrographics, Modernization, Vital Records Improvement Program
(VRIP), Social Security Truncation Program (Redaction), Electronic Recording
Delivery System (ERDS)
Recorder Modernization Fund
2018-19
Actuals
2019-20
Budget
2020-21
Baseline
2020-21
Recommended Change
Expense
Salaries And Benefits 748,360 1,329,893 1,286,747 1,286,747 0
Services And Supplies 537,872 8,771,036 8,773,427 8,773,427 0
Other Charges 351,004 472,194 484,826 484,826 0
Fixed Assets 28,826 250,000 250,000 250,000 0
Expense Total 1,666,062 10,823,123 10,795,000 10,795,000 0
Revenue
Other Local Revenue 1,531,726 1,530,000 1,530,000 1,530,000 0
Revenue Total 1,531,726 1,530,000 1,530,000 1,530,000 0
Net Fund Cost (NFC): 134,336 9,293,123 9,265,000 9,265,000 0
Allocated Positions (FTE) 11 11 11 11 0.0
Financial Indicators
Salaries as % of Total Exp 45% 12% 12% 12%
% Change in Total Exp 550% 0% 0%
% Change in Total Rev 0% 0% 0%
% Change in NFC 6,818% 0% 0%
Compensation Information
Permanent Salaries 422,241 706,162 713,170 713,170 0
Temporary Salaries 11,831 77,000 77,000 77,000 0
Permanent Overtime 1,102 37,000 37,000 37,000 0
Deferred Comp 5,970 17,220 13,620 13,620 0
FICA/Medicare 32,439 49,810 54,557 54,557 0
Ret Exp-Pre 97 Retirees 1,321 2,000 2,000 2,000 0
Retirement Expense 130,618 203,236 213,942 213,942 0
Employee Group Insurance 86,483 172,384 127,499 127,499 0
Retiree Health Insurance 33,173 47,225 28,851 28,851 0
OPEB Pre-Pay 17,440 12,711 14,258 14,258 0
Unemployment Insurance 169 326 713 713 0
Workers Comp Insurance 5,574 4,818 4,136 4,136 0
Description: The primary responsibilities of the
Clerk-Recorder dedicated funds are to: •Provide support, improvement, and
operation of a modernized recording system;
Clerk-Recorder-Elections
General Government
82 County of Contra Costa FY 2020-2021 Recommended Budget
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;
•Establish and maintain an electronic
recording program; and
•Provide records management and archival
preservation of Clerk-Recorder records.
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 projects
appropriate to the legislated requirements.
Recorder Micrographics/Modernization/VRIP/
Redaction/Electronic Recording Summary
Service: Discretionary
Level of Service: Mandatory
Expenditures: $10,795,000
Financing: 1,530,000
Net Fund Cost: 9,265,000
Funding Sources:
Fees 14.2% $1,530,000
Fund Balance 85.8% 9,265,000
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 81.5 full time equivalent positions,
supplemented by temporary employees,
seasonal election employees, volunteers and
poll workers. The services are funded through a
combination of County general funds, charges
for services, and special-purpose revenues.
The Baseline Net County Cost is decreased
from the FY 2019/20 budgeted level by
$2,287,232. Increased employee compensation
costs are recoverable through elections fees.
The Baseline budget provides for elections costs
resulting from both the State mandate requiring
the County to pay return postage on every mail
ballot and the Federal mandate adding
specialized printing costs for the Chinese
Clerk-Recorder-Elections
General Government
County of Contra Costa FY 2020-2021 Recommended Budget 83
language requirements to election materials and
ballots.
Baseline revenue is increased significantly by
$2,193,732 in anticipation of SB2 recording fees
to the public and reimbursement for the
November 2020 Presidential election. Though
most of the SB2 revenue is deposited with the
State for affordable housing, the Clerk-Recorder
Division receives a small portion as a program
administrative fee. The Elections Division is
also expected to realize increased revenues
from reimbursements for the November 2020
Presidential General Election.
The department will conduct the November 2020
Presidential General 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.
Jurisdictions that consolidate their elections with
countywide elections pay their proportional
share of the total cost of the elections. The
County must cover the cost of County, State,
and federal elections, most of the cost for which
the department receives no reimbursement.
The department strives to identify new revenue
sources and minimize election and department
costs wherever possible.
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.
Recent legislation allows the County to apply for
reimbursement from the State for the cost of
voting system replacement on a 3:1 match. The
department will continue to request
reimbursement for qualifying expenditures.
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 services by three additional
hours per week, until 7:30 pm every
Thursday during the months of July and
August 2019. The division completed 235
transactions, a 2.5% increase over 2018,
and served 196 customers.
•The Elections Division successfully prepared
for and conducted the March 3, 2020
Presidential Primary Election.
•The Clerk-Recorder Division continued its
popular “Destination Wedding” Program by
conducting two ceremonies at the Historic
John Muir House in Martinez and on the
summit of Mount Diablo.
•On September 24, 2019, the Elections
Division participated in National Voter
Registration Day for the fifth 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.
•As voting by mail continues to increase, the
number of polling places was reduced to
167 for the March and November 2020
elections. Staff reviewed all polling place
locations for accessibility and created plans
to mitigate potential accessibility issues.
•The award-winning Accessible Polling Place
Locations and Equipment (APPLE) 2.0 class
was revised and, in 2019, more than 400
workers attended during the first two
months. This interactive training class trains
staff and volunteers 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
Clerk-Recorder-Elections
General Government
84 County of Contra Costa FY 2020-2021 Recommended Budget
drop box. For the March 2020 election, 12
permanent 24/7 secure drop boxes were
added and the department plans to add
another 8 prior to the November election, for
a total of 20 additional located throughout
the county.
●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 33 fraud cases.
•The Clerk-Recorder Division continually
pursues opportunities to offer its services to
the public, outside the office. In 2020, the
division partnered with the Concord DMV to
issue vital records on designated Saturdays
for customers applying for REAL-ID cards.
2019 marked the third 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 Elections Division met regularly with its
Planning for Elections and Engagement
Panel to partner with community civic
engagement groups to dialogue about the
democratic process. Questions are
answered and accurate information is
provided to the public. This forum allows
attendees to offer feedback and suggestions
about upcoming policies and programs.
•The Department’s cross-training program
continues to enhance personnel skills and
efficiencies. 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 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).
Administrative and Program Goals
•Continue to implement policies and
procedures to enhance customer service
and offer additional opportunities to serve
the public.
•Prepare for and conduct the November 2020
Presidential General Election.
•Continue to develop and implement the
Voter Education and Engagement Outreach
Program, with a focus on underrepresented
populations.
•Decrease the number 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.
Clerk-Recorder-Elections
General Government
County of Contra Costa FY 2020-2021 Recommended Budget 85
•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 with
increased exposure during peak election
times.
•Continue the search for a suitable
warehouse and records archive facility. The
current location’s lack of temperature and
climate-controlled environment is
deteriorating the County’s historic records.
The current warehouse that stores the
elections voting equipment is near the end
of the lease term.
•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 these 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.
•With the 2019 passage of AB12, which
allows the Clerk-Recorder to use dedicated
Micrographics funds for Recorder records
management and archival preservation,
reimpose the Micrographics fee, which
ceased in 2008.
Clerk-Recorder-Elections
General Government
86 County of Contra Costa FY 2020-2021 Recommended Budget
Conservation and Development
John Kopchik, Director General Government
County of Contra Costa FY 2020–2021 Recommended Budget 87
Land Development Fund Summary
Conservation & Development
Fund
2018-19
Actuals
2019-20
Budget
2020-21
Baseline
2020-21
Recommended Change
Expense
Salaries And Benefits 21,304,298 25,105,406 27,047,039 27,047,039 0
Services And Supplies 8,294,808 12,044,310 11,451,704 11,451,704 0
Other Charges 2,074,525 2,370,184 2,408,143 2,408,143 0
Fixed Assets 143,263 650,000 650,000 650,000 0
Expenditure Transfers (4,082,244) (5,752,900) (6,191,886) (6,191,886) 0
Expense Total 27,734,651 34,417,000 35,365,000 35,365,000 0
Revenue
Other Local Revenue 29,428,447 34,417,000 35,365,000 35,365,000 0
Revenue Total 29,428,447 34,417,000 35,365,000 35,365,000 0
Net Fund Cost (NFC): (1,693,796) 0 0 0 0
Allocated Positions (FTE) 174.0 181.0 181.0 181.0 0.0
Financial Indicators
Salaries as % of Total Exp 77% 73% 76% 76%
% Change in Total Exp 24% 3% 0%
% Change in Total Rev 17%3%0%
% Change in NCC (100%)(1%)0%
Compensation Information
Permanent Salaries 12,774,189 15,270,203 16,473,997 16,473,997 0
Temporary Salaries 105,942 0 0 0 0
Permanent Overtime 5,722 0 0 0 0
Deferred Comp 157,309 203,880 233,160 233,160 0
Comp & SDI Recoveries (347) 0 0 0 0
FICA/Medicare 952,634 1,159,690 1,245,907 1,245,907 0
Ret Exp-Pre 97 Retirees 40,537 45,066 45,066 45,066 0
Retirement Expense 4,028,925 4,621,639 4,982,980 4,982,980 0
Excess Retirement 7,089 0 0 0 0
Employee Group Insurance 1,869,647 2,455,966 2,729,428 2,729,428 0
Retiree Health Insurance 783,236 792,463 786,408 786,408 0
OPEB Pre-Pay 314,389 337,108 334,279 334,279 0
Unemployment Insurance 4,793 7,671 16,475 16,475 0
Workers Comp Insurance 260,235 211,720 199,339 199,339 0
Conservation and Development
General Government
88 Contra Costa County FY 2020-2021 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 Conservation and Land
Development Fund (112000)
– Land Development Operations
– Energy Upgrade California
– 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. DCD is
also responsible for the administration of the
Building Code, coordination of planning,
building, special housing, economic
development, infrastructure, solid waste and
habitat conservation programs. Additionally, the
Department provides 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 Conservation and 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.
Land Development Operations includes:
– Administration
– Current Planning
– Advance Planning
– Water Planning & Habitat Conservancy
– Conservation & Solid Waste
– Transportation Planning
– Community Development Block Grant/Housing
and Economic Development
– Business & Information Services
– Building Inspection Services
– Code Enforcement
– Weatherization
– Permit Center
– Clean Water
– Residential Rental Inspection Program
– Vehicle Abatement Program
– Service Contracts/Satellite Locations
– Multi-Year Special Projects
– Energy Upgrade CA
– Measure WW Grant
Conservation and Development
General Government
Contra Costa County FY 2020-2021 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: $1,506,848
Financing: 1,506,848
Net Fund Cost:0
Funding Sources:
Expenditure Transfers 85.7% $1,291,788
Misc. Revenue 14.3% 215,060
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: $7,691,374
Financing: 7,691,374
Net Fund Cost:0
Funding Sources:
Planning Services 100% $7,691,374
FTE: 31.0
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: $365,012
Financing: 365,012
Net Fund Cost:0
Funding Sources:
Licenses & Permits 100.0% $365,012
FTE: 2.0
Water Planning & Habitat
Conservancy
Description: Develop the 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: $1,076,263
Financing: 1,076,263
Net Fund Cost:0
Funding Sources:
Charges for Services 76.4% $822,413
Misc. Revenue 23.6% 253,849
FTE: 5.0
Conservation and Development
General Government
90 Contra Costa County FY 2020-2021 Recommended Budget
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: $1,719,472
Financing: 1,719,472
Net Fund Cost:0
Funding Sources:
Licenses & Permits 58.2% $1,000,000
Charges for Services 31.8% 545,975
Misc. Revenue 10.0% 173,497
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
Transportation Planning Summary
Service: Mandatory
Level of Service: Discretionary
Expenditures: $1,860,683
Financing: 1,860,683
Net Fund Cost: 0
Funding Sources:
Charges for Services 52.1% $970,000
Misc. Revenue 47.9% 890,683
FTE: 5.0
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: $2,836,135
Financing: 2,836,135
Net Fund Cost:0
Funding Sources:
Misc. Revenue 88.7% $2,516,135
Charges for Services 11.3% 320,000
FTE: 13.0
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 administration 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.
Conservation and Development
General Government
Contra Costa County FY 2020-2021 Recommended Budget 91
Business & Information Services Summary
Service: Discretionary
Level of Service: Discretionary
Expenditures: $5,891,407
Financing: 5,891,407
Net Fund Cost:0
Funding Sources:
Expenditure Transfers 94.3% $5,556,207
Misc. Revenue 4.9% 290,200
Charges for Services 0.8% 45,000
FTE: 29.0
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 Summary
Service: Mandatory
Level of Service: Mandatory
Expenditures: $8,968,876
Financing: 8,968,876
Net Fund Cost:0
Funding Sources:
Licenses & Permits 69.4% $6,228,036
Expenditure Transfers 27.2% 2,433,537
Misc. Revenue 3.4% 307,303
FTE: 27.0
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: $1,787,276
Financing: 1,787,276
Net Fund Cost:0
Funding Sources:
Licenses & Permits 58.0% $1,037,092
Charges for Services 22.6% 404,000
Misc. Revenue 14.6% 261,067
Expenditure Transfers 4.8% 85,117
FTE: 12.0
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: $1,179,804
Financing: 1,179,804
Net Fund Cost: 0
Funding Sources:
Misc. Revenue 100.0% $1,179,804
FTE: 12.0
Conservation and Development
General Government
92 Contra Costa County FY 2020-2021 Recommended Budget
Application and Permit Center
Description: Manage, review and process
permits for land development /construction
applications. Provide plan check and
engineering services.
Application & Permit Center Summary
Service: Mandatory
Level of Service: Discretionary
Expenditures: $4,823,386
Financing: 4,823,386
Net Fund Cost:0
Funding Sources:
Licenses & Permits 51.9% $2,503,000
Expenditure Transfers 48.1% 2,320,387
FTE: 32.0
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
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
Conservation and Development
General Government
Contra Costa County FY 2020-2021 Recommended Budget 93
Service Contracts/Satellite Locations
Description: Provide inspection services to
various contract cities and remote locations
within the unincorporated county.
Service Contracts &
Satellite Locations Program Summary
Service: Discretionary
Level of Service: Discretionary
Expenditures: $5,543,500
Financing: 5,543,500
Net Fund Cost:0
Funding Sources:
Expenditure Transfers 99.2% $5,530,000
Misc. Revenue 0.8% 13,500
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 Summary
Service: Discretionary
Level of Service: Discretionary
Expenditures: $90,000
Financing: 90,000
Net Fund Cost:0
Funding Sources:
State Aid 100.0% $90,000
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: $287,000
Financing: 287,000
Net Fund Cost:0
Funding Sources:
Charges for Services 100.0% $287,000
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 Summary
Service: Discretionary
Level of Service: Mandatory
Expenditures: $1,270,000
Financing: 1,270,000
Net Fund Cost:0
Funding Sources:
Intergovernmental 100.0% $1,270,000
Conservation and Development
General Government
94 County of Contra Costa FY 2020–2021 Recommended Budget
General Fund Summary – Federal and Other Specific Grant Programs
General Fund
2018-19
Actuals
2019-20
Budget
2020-21
Baseline
2020-21
Recommended Change
Expense
Salaries And Benefits 509,478 535,443 784,084 784,084 0
Services And Supplies 9,546,966 15,097,039 13,236,418 13,236,418 0
Other Charges 180,037 312,000 212,348 212,348 0
Expenditure Transfers 1,856,886 1,929,000 2,050,950 2,050,950 0
Expense Total 12,093,368 17,873,482 16,283,800 16,283,800 0
Revenue
Other Local Revenue 2,598,082 2,447,186 2,900,800 2,900,800 0
Federal Assistance 8,656,050 12,854,786 12,598,000 12,598,000 0
Revenue Total 11,254,132 15,301,972 15,498,800 15,498,800 0
Net County Cost (NCC): 839,236 2,571,510 785,000 785,000 0
Allocated Positions (FTE) 3.0 5.0 5.0 5.0 0.0
Financial Indicators
Salaries as % of Total Exp 4% 3% 5% 5%
% Change in Total Exp 48% (9%) 0%
% Change in Total Rev 36% 1% 0%
% Change in NCC 206%(69%)(0%)
Compensation Information
Permanent Salaries 337,826 358,964 572,934 572,934 0
Deferred Comp 5,980 5,640 7,440 7,440 0
Comp & SDI Recoveries (5,006)0 0 0 0
FICA/Medicare 24,969 27,450 30,579 30,579 0
Ret Exp-Pre 97 Retirees 1,001 0 0 0 0
Retirement Expense 100,702 101,188 120,702 120,702 0
Employee Group Insurance 37,058 37,049 47,192 47,192 0
Unemployment Insurance 123 180 400 400 0
Workers Comp Insurance 6,824 4,971 4,837 4,837 0
Conservation and Development
General Government
County of Contra Costa FY 2020-2021 Recommended Budget 95
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:
Non-Federal Grant Programs:
– Keller Canyon Mitigation
– Housing Rehabilitation, Economic
Development & Sustainability Programs
Federal Grant Programs:
– HOPWA Grant
– HUD Block Grant
– HUD Emergency Shelter Grant
– 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 East County.
Keller Canyon Mitigation Fee Summary
Service: Discretionary
Level of Service: Discretionary
Expenditures: $1,724,800
Financing: 1,724,800
Net County Cost: 0
Funding Sources:
Charges for Services 100.0% $1,724,800
2. Housing Rehabilitation, Economic
Development & Sustainability
Description: Provide financial assistance to
low- and moderate-income families performing
housing rehabilitation of existing structures in
order to ensure building code compliance. In FY
2016-17, DCD received a General Fund subsidy
to develop organizational capacity in
Sustainability Programs.
Housing Rehabilitation, Economic
Development & Sustainability Summary
Service: Discretionary
Level of Service: Discretionary
Expenditures: $1,961,000
Financing: 1,176,000
Net County Cost: 785,000
Funding Sources:
Charges for Services 60.0% $1,176,000
General Fund 40.0% 785,000
FTE: 5.0
Conservation and Development
General Government
96 County of Contra Costa FY 2020–2021 Recommended Budget
3.HOPWA Grant
Description: Provide housing opportunities for
people with HIV/AIDS.
HOPWA Grant Summary
Service: Discretionary
Level of Service: Discretionary
Expenditures: $629,000
Financing: 629,000
Net County Cost:0
Funding Sources:
Federal Aid 100.0% $629,000
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: $6,670,000
Financing: 6,670,000
Net County Cost:0
Funding Sources:
Federal Aid 100.0% $6,670,000
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: $620,000
Financing: 620,000
Net County Cost:0
Funding Sources:
Federal Aid 100.0% $620,000
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: $4,679,000
Financing: 4,679,000
Net County Cost:0
Funding Sources:
Federal Aid 100.0% $4,679,000
Conservation and Development
General Government
County of Contra Costa FY 2020-2021 Recommended Budget 97
Other Special Revenue Programs
AVA Service Authority (Trust 814000)
– SB1186 Cert Access Prgm
– Used Oil Recycling Grant
– Fish and Game Protection
– Livable Communities
– HUD Neighborhood Stabilization Prgm
– Housing Successor Agency
– HOME Investment Partnership Act
– Private Activity Bond
– Affordable Housing
– HUD Neighborhood Preservation
– Transportation Improvement- Measure J
1. Abandoned Vehicle Abatement
Service Authority (AVA)
Description: Provide for collection and
disbursement of State funds for reimbursement
of costs associated with 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.
Due to a reclassification of this fund, funds are
no longer appropriated in the County Budget.
2. SB1186/SB1379 Cert Access Program
Description: Funding provided by a $4 fee
collected from applicants for local business
licenses, used to fund training and increase
compliance with construction-related
accessibility standards as set by California’s
Division of the State Architect.
SB1186/SB1379 Cert Access
Program Summary
Service: Mandatory
Level of Service: Mandatory
Expenditures: $45,000
Financing: 45,000
Net Fund Cost: 0
Funding Sources:
Licenses 100.0% $45,000
Fund 116200
3. Used Oil Recycling Grant
Description: Provide assistance 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: $70,000
Financing: 70,000
Net Fund Cost: 0
Funding Sources:
Intergovernmental 100.0% $70,000
Fund 111900
4. Fish & 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 & Game Protection Summary
Service: Mandatory
Level of Service: Discretionary
Expenditures: $133,000
Financing: 133,000
Net Fund Cost: 0
Funding Sources:
Fines 100.0% $133,000
Fund 110200
Conservation and Development
General Government
98 County of Contra Costa FY 2020–2021 Recommended Budget
5.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: $1,750,000
Financing: 320,000
Net Fund Cost: 1,430,000
Funding Sources:
Livable Com Fund 81.7% $1,430,000
Developer Fees 18.3% 320,000
Fund 133700
6.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: $762,000
Financing: 762,000
Net Fund Cost:0
Funding Sources:
Federal Aid 100.0% $762,000
Fund 111800
7.Housing Successor Agency
Description: Provide funding for all Successor
Agency-related obligations and oversee
activities related to the former Redevelopment
Agency pursuant to the Dissolution Act.
Housing Successor Agency Summary
Service: Discretionary
Level of Service: Mandatory
Expenditures: $11,255,636
Financing: 11,255,636
Net Fund Cost:0
Funding Sources:
Misc. Revenue 100.0% $11,255,636
Fund 115900
8.HOME Investment Partnership Act
Description: Provide funding from HOME
Program loan repayments for the development
and rehabilitation of affordable housing.
HOME Investment Partnership Act Summary
Service: Discretionary
Level of Service: Mandatory
Expenditures: $500,000
Financing: 500,000
Net Fund Cost:0
Funding Sources:
Misc. Revenue 100.0% $500,000
Fund 116100
Conservation and Development
General Government
County of Contra Costa FY 2020-2021 Recommended Budget 99
9.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: $1,276,000
Financing: 1,276,000
Net Fund Cost:0
Funding Sources:
Misc. Revenue 100.0% $1,276,000
Fund 111100
10.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: $400,000
Financing: 400,000
Net Fund Cost:0
Funding Sources:
Misc. Revenue 100.0% $400,000
Fund 111300
11.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: $805,000
Financing: 805,000
Net Fund Cost:0
Funding Sources:
Federal Aid 100.0% $805,000
Fund 134900
12.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
100 County of Contra Costa FY 2020–2021 Recommended Budget
CAO’s Recommendation
The Conservation and Development Department
is responsible for facilitating land use and
development consistent with the County General
Plan; administering and enforcing the Building
Code; and coordinating the following land use
programs: planning, building, special housing,
economic development, infrastructure, solid
waste and habitat conservation, building
inspection, and code enforcement.
Land Development Fund
DCD’s operations are funded primarily through
the Land Development Fund.
DCD’s Baseline and Recommended Budget of
$35,365,000 reflects an increase in expenditures
of $948,000. Salaries and benefits total
$27,047,039, an increase of $1,941,633 over the
current year. This increase is primarily
attributed to inflation in benefits costs and
negotiated salary increases. The department
added six Principal Planner positions in
response to several new high-level projects in
FY 2019-20. Additionally, the enactment of new
regulations such as those for Commercial
Cannabis have created the need for additional
senior level staff. Revenues for land
development increased by $1,231,000 as a
result of a variety of land use projects and an
anticipated increase in permitting activities for
FY 2020-21.
General Fund Programs
DCD administers numerous programs budgeted
in the General Fund, including Keller Canyon
Landfill Mitigation, Housing Rehabilitation, and a
variety of federal grant programs. The baseline
and recommended budget for these programs is
$16,283,800.
Other Special Revenue Programs
DCD administers several special revenue funds,
in which they serve as the local fiscal agent for
the collection and disbursement of State funds
to the cities and County for reimbursement of
costs related to program administration.
Performance Measurements
The following is a progress report of the goals
identified in FY 2019-20:
Complete implementation of an upgrade
to the Department’s permit tracking
software, Accela Automation.
The Accela Automation upgrade was
successfully completed in January 2020
improving functionality and enhancing
services for the public.
Prepare an ordinance for Board
consideration to adopt the 2019
California Building Code, with local
amendments.
The Board of Supervisors adopted an
ordinance in November 2019 to adopt the
2019 California Building Code with local
amendments.
Continue to implement the County’s
Climate Action Plan goals and begin a
multi-year process of updating the
Climate Action Plan to address energy
and sustainability beyond 2020.
DCD staff has begun updating the County’s
Climate Action Plan in accordance with a
larger project, updating the County’s
General Plan.
Seek and expand the use of renewable
energy within the County and partner
with other agencies to increase the
network of electric vehicle charging
stations within the County.
See progress updates related to the Solar
Overlay Ordinance and the EV Readiness
Blueprint.
Partner with the County Library and
Health Services Departments to educate
and promote the benefits of home energy
efficiency.
DCD staff coordinated with County Library
staff to develop and deploy energy efficiency
Conservation and Development
General Government
County of Contra Costa FY 2020-2021 Recommended Budget 101
toolkits for the public at all County
libraries. DCD staff also partnered with the
County Health Services Department to
receive a technical assistance grant through
the Green and Healthy Homes
Initiative. The grant developed a business
plan that integrates, among other things, a
home energy assessment with a health
assessment to improve housing quality and
health outcomes.
Review and revise the County’s Planned
Unit District (P-1) ordinance to eliminate
the minimum acreage requirement for
proposed P-1 development.
This matter is scheduled for an additional
hearing before the County Planning
Commission in March of 2020 to include the
elimination of the minimum acreage
requirement, as well as time limits for
extensions.
Review and implement new changes to
the Surface Mining and Reclamation Act
of 1975.
DCD staff continue to work on this goal.
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.
Coordination meetings have occurred with a
plan to meet with the Municipal Advisory
Councils in April of 2020.
Prepare the Short-Term Rental Ordinance
based on input from the County Board of
Supervisors.
The Short-Term Rental Ordinance was
considered at a hearing before the County
Planning Commission on February 12, 2020.
It was recommended for approval by the
Board of Supervisors. Board consideration
is planned for March or April 2020.
Continue efforts to expedite review of
land development and planning
applications.
In December 2019 the Board of Supervisors
adopted an ordinance to streamline and
expedite the permitting for electric vehicle
charging stations.
Develop a proposed Zoning Text
Amendment and Zoning Overlay District
for Renewable Energy based on Board
direction.
DCD staff presented a Solar Overlay
Ordinance to the Board of Supervisors on
February 25, 2020.
Review and update the County’s Sign
Ordinance including the offsite
Advertising Sign Ordinance.
The Community Development Division of
DCD has nearly completed a draft Sign
Ordinance and also continues to work with
the Public Works Department to develop the
wayfinding signage design and locations to
enhance agricultural areas.
Continue Envision Contra Costa 2040,
the comprehensive update to the
County’s General Plan, Zoning Code and
Climate Action Plan.
The comprehensive review of the General
Plan has been underway since late 2018. It
is expected that the adoption of the new
General Plan 2040 and Climate Action Plan
will occur by mid-2021. The zoning review
work has been initiated and is anticipated to
be a major, multi-year effort as the Code has
never been comprehensively reviewed.
Launch the County’s land use permitting
program for commercial cannabis.
The new permitting program launched in
January 2019. The Request for Proposal
process for types of commercial cannabis
activities launched in February 2019 and the
Board selected parties to apply for Land Use
Permits in December of 2019.
Conservation and Development
General Government
102 County of Contra Costa FY 2020–2021 Recommended Budget
Manage the Contra Costa County
Groundwater Sustainability Agency
(GSA) and continue to participate in the
development of the Groundwater
Sustainability Plan (GSP) for the portion
of the Tracy sub-basin within the
County. The County is the land use
authority for all unincorporated lands in
this basin.
The GSAs in Contra Costa County
successfully divided the groundwater basin
between Contra Costa and San Joaquin
Counties. The County and other GSAs in
Contra Costa County will continue to
develop a GSP by January 31, 2022.
Initiate update of the Board adopted
Delta Water Platform.
Further revisions and updates will be
presented for review by the Transportation,
Water and Infrastructure Committee.
Incorporation of the new Delta Conveyance
Project as well as updates in groundwater,
water resiliency portfolio, and water bond
are among the topics to be refined.
Continue to support the study of
deepening the San Francisco to
Stockton ship channel.
The draft Environmental Impact Statement
was published by the US Army Corps of
Engineers in Summer 2019. This provides
another step towards a final Director’s
Report, anticipated by December 2020.
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.
The California Department of Education
has delayed the release of the public draft
school siting policies for over five years.
Staff has received direction to reach out to
the Superintendent of Public Instruction
directly in 2020.
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.
The East Contra Costa County Habitat
Conservancy acquired 116 acres of land to
be added to the HCP/NCCP Preserve
System, constructed two small wetland
restoration projects, and completed design
on one large wetland restoration project.
The Conservancy also provided streamlined
permit coverage for 17 projects, providing a
range of benefits for the communities of east
Contra Costa County.
In cooperation with the Contra Costa
Transportation Authority, develop the
Countywide Accessible Transportation
Strategic Plan.
The County, in cooperation with the Contra
Costa Transportation Authority, successfully
initiated the Countywide Accessible
Transportation Strategic (ATS) Plan.
Continue to pursue the development of
new funding streams to support the
operations and improvement of
accessible transportation services.
In 2020, there are several legislative (SB
278 [Beall], AB 2057 [Chiu]), and
administrative (Master Plan on Aging)
opportunities to secure new revenue and
policy support for accessible transportation.
Assist the Sheriff’s Office of Emergency
Services and Bay Area Urban Areas
Security Initiative in developing a transit/
transportation response protocol for the
Conservation and Development
General Government
County of Contra Costa FY 2020-2021 Recommended Budget 103
Disability/Access and Functional Needs
population
DCD continues to work on this goal.
Collaborate with Public Works to finalize
the County’s Vision Zero and Complete
Streets implementation strategy and
begin applying the policies and
strategies.
DCD continues to work on this goal.
Update the Airport Land Use
Compatibility Plan.
DCD continues to work on this goal.
Continue to develop active transportation
corridor studies for the Iron Horse and
Marsh Creek corridors.
Both plans made significant progress in
2019.
Seek implementation funds (grants) for
the I-680/Treat Blvd. Bicycle and
Pedestrian Improvement Study.
State Transportation Improvement Program
funds (2023 – 2024, 2024 – 2025) were
secured in 2019.
In cooperation with Public Works,
propose regulations for shared mobility
devices (e.g. docked and dockless
bikeshare, scooters) in unincorporated
Contra Costa County.
DCD staff will work with the Public Works to
adopt regulations during FY 2020-2021.
Assist in development of Contra Costa
Transportation Authority Electric Vehicle
(EV) readiness plan; continue to seek
funding for County EV Infrastructure at
County facilities.
The EV Readiness Blueprint was completed
and adopted by the CCTA Board in 2019.
County staff will continue to work with CCTA
and other stakeholders to build out a
network of electric vehicle charging stations
to promote increased use of electric vehicles
within the County.
Complete and submit a Measure J
Growth Management Program
Compliance Checklist to secure Measure
J return-to-source funds.
DCD is working on completing this.
Coordinate with the 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.
DCD has assumed the task of organizing
the Countywide Oversight Board meetings
since July 2018. Two to three meetings per
year have been scheduled thus far.
Continue to position housing assets,
formerly owned by the Redevelopment
Agency, for development of residential
and/or mixed-use development.
Additional sites will be offered through a
request for proposal process this year.
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.
The Block D Disposition and Development
Agreement was completed in June 2019.
The Rodeo Town Center, Rodeo Senior
Housing and Orbisonia Heights sites are
subject to Exclusive Negotiating Agreements
with developers. Disposition and
Development Agreements are in the process
for these sites.
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
Conservation and Development
General Government
104 County of Contra Costa FY 2020–2021 Recommended Budget
Southern California and the Central
Valley.
DCD continues to work on this goal. They
support the Board’s efforts to oppose the
“Delta Conveyance Project” a de novo single
tunnel project to convey Sacramento River
water under the Delta to export pumps for
use south of the Delta, proposed by the
Department of Water Resources.
Coordinate with other County
Departments and Cities to prepare for the
2020 Census, including geographic
updates and community outreach
strategy.
DCD is currently working on this with other
County departments.
Continue to support development and
expansion of unincorporated area parks
through Park Impact, Park Dedication,
Measure WW funding, and additional
grant funding.
DCD continues to work on this goal.
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.
The Weatherization Program conducted
outreach at the North Richmond Center for
Health, Bay Point Unity Day and the Bethel
Island Safety Fair. The program served 16
of the County’s medically vulnerable clients
referred by the Visiting Nurses of Contra
Costa County Health Services. Staff
participated in a presentation of the program
to Contra Costa County Code Enforcement
Officers as well as Code Enforcement
Officers from cities in the County.
Continue to provide first-time homebuyer
assistance by providing Mortgage Credit
Certificates, which give homebuyers
personal income tax reductions.
In 2019, 42 households received the
mortgage credit, a value of over $3 million in
assistance.
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.
In 2019, the Housing and Community
Improvement Division prepared a new five-
year Consolidated Plan and two-year Action
Plan for the multi-jurisdictional Federal
funding consortium (scheduled for adoption
in spring 2020), as well as managed a
Notice of Funding Availability process to
attract the best possible projects to our
community. The Department disbursed more
than $9 million in Federal funds in 2018-19,
supporting the work of 67 non-profits.
Continue to support local non-profit
service agencies by providing grants
through the Community Development
Block Grant (CDBG), Keller Canyon
Mitigation Fund, and North Richmond
Mitigation Fund.
The Keller Canyon Mitigation Fund provided
over $1.4 million in grants to 95 separate
projects in 2018-19 and is on track for a
similar impact in 2019-20. In FY 2018-19,
the North Richmond Mitigation Fund
provided over $100,000 in funding for four
community-based projects, and a total of
$46,733.25 for two Neighborhood
Community Garden Projects.
Conduct the short-line railroad feasibility
study in the Northern Waterfront area.
The feasibility study is nearly finalized.
Continue to develop the County’s new
economic development program to
promote economic growth, jobs, and
transition the County-led Northern
Conservation and Development
General Government
County of Contra Costa FY 2020-2021 Recommended Budget 105
Waterfront Economic Development
Initiative from planning to the
implementation phase.
In 2019-20, all seven partner cities entered a
Memorandum of Understanding with the
County to jointly undertake economic
development activities along the Northern
Waterfront. Additionally, the County
undertook a short-line rail feasibility study,
trademarked both the name of the initiative
as well as the slogan “Capital of the
Northern California Mega-Region”, approved
two Priority Production Areas in cooperation
with regional agencies, and continued work
to preserve access to the Crockett
waterfront. In 2020-21, DCD anticipates
partnering with the four East Contra Costa
cities, along with the City of Hercules, on a
branding effort for new jobs-oriented
development and, with supporting
organizations like EC2 and the East Bay
Leadership Council, to promote and
enhance economic opportunity in the
Northern Waterfront.
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 recycling materials generated
at county facilities and enforcing
mandatory commercial recycling and
organics requirements.
DCD continues to work on this goal.
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.
DCD continues to work on this goal.
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, the Historic
Landmarks Advisory Committee.
DCD continues to staff these boards and
appointed committees.
During FY 2019-20, DCD, in partnership
with the Public Works Department,
completed a comprehensive update to
the County’s Land Development Fee
Schedule, which is the fee schedule used
for charging permit fees and other fees to
the public for land development services.
Administrative and Program Goals
DCD has identified the following administrative
and program goals for FY 2020-21:
Continue to move projects through the land
use entitlement and building plan check
processes, and continue efforts to find
innovative strategies to improve and
expedite such review.
Continue to ensure a smooth transition to
implementing the 2019 California Building
Standards Code by continuing staff trainings
and advising applicants.
Continue to update the County’s Planned
Unit District (P-1) ordinance to make it a
more helpful tool for planning new
developments, for instance by eliminating
the minimum acreage requirement and the
time limit for extensions.
Review and revise the Surface Mining and
Reclamation Ordinance in accordance with
the new changes to the Surface Mining and
Reclamation Act of 1975.
Continue to initiate revisions to the County’s
Tree Preservation and Protection Ordinance
Conservation and Development
General Government
106 County of Contra Costa FY 2020–2021 Recommended Budget
making it a more effective, efficient tool for
regulating impacts to significant resources.
Finalize the Short-Term Rental Ordinance
for the County Board of Supervisors
consideration and implement accordingly
Implement the Board’s direction on
Renewable Energy by finalizing and
implementing a proposed Zoning Text
Amendment and Zoning Overlay District for
Solar Renewable Energy.
Continue to review and update the County’s
Sign Ordinance including the offsite
Advertising Sign Ordinance, and including of
Wayfinding Signage.
Continue to comprehensively review and
reform the current County Zoning Code,
including identifying changes requiring
immediate attention.
Continue Envision Contra Costa 2040, the
comprehensive update to the County’s
General Plan, Zoning & Climate Action Plan.
Facilitate the establishment and growth of a
legal commercial cannabis industry within
the unincorporated area of the County
through the administration and enforcement
of the County’s Cannabis Ordinance.
Implement Board of Supervisors
recommendations to reform Agricultural
Policies.
Continue to initiate and implement
compliance with Senate Bill 743, the new
Transportation Impact analysis adopted
under (§ 15064.3) guidelines of the
California Environmental Quality Act
(CEQA).
Manage the Contra Costa County
Groundwater Sustainability Agency, and
continue to participate in the development of
the Groundwater Sustainability Plan for the
East Contra Costa sub-basin, 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.
Assist the Board with its efforts to oppose
the “Delta Conveyance Project”, a de novo
single tunnel project to convey Sacramento
River water under the Delta to the export
pumps for use south of the Delta, proposed
by the Department of Water Resources.
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.
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 per year; design and/or construct
one or more wetland restoration projects per
year; 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, finalize the
Countywide Accessible Transportation
Strategic (ATS) Plan, and initiate
implementation.
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.
Conservation and Development
General Government
County of Contra Costa FY 2020-2021 Recommended Budget 107
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.
Finalize and approve the active
transportation corridor studies for the Iron
Horse and Marsh Creek corridors.
Seek implementation funds (grants) for I-
680/Treat Boulevard Bicycle and Pedestrian
Improvement Study.
In cooperation with the Public Works
Department, adopt regulations for shared
mobility devices (e.g. docked and dock-less
bikeshare, scooters) in unincorporated
Contra Costa County.
Assist in the development of Contra Costa
Transportation Authority Electric Vehicle
(EV) readiness plan; continue to seek
funding for County EV Infrastructure at
County facilities.
Finalize the short-line railroad feasibility
study in the Northern Waterfront area.
Complete and submit the Measure J Growth
Management Program Compliance
Checklist to secure Measure J return-to-
source funds for the current reporting year.
Coordinate with the 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.
In coordination with other County
Departments and cities, complete the 2020
Census geographic updates and community
outreach effort.
In coordination with the County
Administrator’s Office, facilitate the
redistricting process of the County Board of
Supervisors based on the 2020 census.
Continue to support development and
expansion of unincorporated area parks
through Park Impact, Park Dedication,
Measure WW funding, and additional grant
funding.
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, and
various State of California grant programs.
Continue to support local non-profit service
agencies by providing grants through the
Community Development Block Grant,
Keller Canyon Mitigation Fund, and North
Richmond Waste and Recovery Mitigation
Fund.
Continue to develop the County’s new
economic development program to promote
economic growth and jobs and transition the
Conservation and Development
General Government
108 County of Contra Costa FY 2020–2021 Recommended Budget
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 in accordance
with the Integrated Waste Management Act
(AB 939) and other applicable state laws,
including dedicating resources to help
collect and recover more recyclables and
compostable materials from county facilities
and enforcing mandatory commercial
recycling and organics recovery
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, Board’s
Sustainability Committee, Board’s Ad-Hoc
Committee on the Northern Waterfront,
Board’s Ad-Hoc Illegal Dumping Committee,
County Planning Commission, Affordable
Housing Finance Committee, Abandoned
Vehicle Abatement Service Authority, Fish
and Wildlife Committee, Airport Land Use
Commission, TRANSPLAN, North
Richmond Waste and Recovery Mitigation
Fee Joint Planning Expenditure Committee,
the Historic Landmarks Advisory Committee,
and the Sustainability Commission.
In cooperation with the Public Works
Department, finalize and implement the
Contra Costa Active Transportation Plan.
Attract and retain staff needed to provide
adequate service levels to the public in an
increasingly competitive job market
Provide training and career development
opportunities to existing staff in anticipation
of upcoming retirements among senior staff
within the department
Implement upgrades to the department’s
automated permitting system
Continue to implement the goals of the
County’s Climate Action Plan and continue
the process underway to update the
County’s Climate Action Plan.
Seek opportunities to expand the use of
renewable energy within the County.
Work to develop a Green and Healthy
Homes Initiative in coordination with the
County’s Health Services Department to
seek out additional resources to improve
housing quality and health outcomes.
Continue to partner with the County Library
to educate the public and promote the
benefits of home energy efficiency.
Provide homeowner workshops throughout
the County to promote energy efficiency
incentives offered through the Bay Area
Regional Energy Network.
Pursue new funding streams to expand
existing energy efficiency program offerings.
Continue to improve outreach to low-income
communities with information on how to
apply for and receive assistance through the
Weatherization program to improve the
comfort, safety and habitability of their
homes.
Continue to coordinate with the County’s
Health Services Department and the Visiting
Nurses to receive assistance through the
Weatherization program to improve the
comfort, safety, habitability of the home as
well as health of the medically vulnerable
low-income residents of the County.
Contingency Reserve
General Government
County of Contra Costa FY 2020-2021 Recommended Budget 109
General Fund
2018-19
Actuals
2019-20
Budget
2020-21
Baseline
2020-21
Recommended Change
Expense
Provisions For Contingencies 0 7,510,000 10,000,000 10,000,000 0
Expense Total 0 7,510,000 10,000,000 10,000,000 0
Net County Cost (NCC): 0 7,510,000 10,000,000 10,000,000 0
Financial Indicators
% Change in Total Exp 0% 33% 0%
% Change in NCC 0% 33% 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
Level of Discretion: Discretionary
Level of Service: Discretionary
Expenditures: $10,000,000
Financing: 0
Net County Cost: 10,000,000
Funding Sources:
General Fund 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 County Administrator reinstated the
contingency reserve in FY 2012-13. General
Fund contingencies include funding necessary
to provide continued County operations
despite economic uncertainties. Generally 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 2020-21. 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
110 County of Contra Costa FY 2020-2021 Recommended Budget
County Administrator
David Twa, County Administrator General Government
County of Contra Costa FY 2020-2021 Recommended Budget 111
General Fund
2018-19
Actuals
2019-20
Budget
2020-21
Baseline
2020-21
Recommended Change
Expense
Salaries and Benefits 6,014,284 6,880,163 7,582,304 7,582,304 0
Services and Supplies 8,857,522 16,204,301 10,707,186 10,707,186 0
Other Charges 280 1,253,310 1,299,688 1,299,688 0
Fixed Assets 133,317 46,000 0 0 0
Expenditure Transfers (148,998) (73,662) (74,178) (74,178) 0
Expense Total 14,856,404 24,310,112 19,515,000 19,515,000 0
Revenue
Other Local Revenue 9,259,637 10,969,819 11,199,000 11,199,000 0
Federal Assistance 53,626 0 0 0 0
State Assistance 232,634 200,000 200,000 200,000 0
Revenue Total 9,545,897 11,169,819 11,399,000 11,399,000 0
Net County Cost (NCC): 5,310,506 13,140,293 8,116,000 8,116,000 0
Allocated Positions (FTE) 34.0 36.3 36.3 36.3 0.0
Financial Indicators
Salaries as % of Total Exp 40% 28% 39% 39%
% Change in Total Exp 64% (20%) 0%
% Change in Total Rev 17% 2% 0%
% Change in NCC 147% (38%) 0%
Compensation Information
Permanent Salaries 3,865,845 4,391,997 4,868,584 4,868,584 0
Temporary Salaries 0 29,000 29,000 29,000 0
Deferred Comp 49,148 66,600 71,220 71,220 0
FICA/Medicare 249,939 293,197 317,042 317,042 0
Ret Exp-Pre 97 Retirees 12,246 7,500 7,500 7,500 0
Retirement Expense 1,186,334 1,335,291 1,479,607 1,479,607 0
Employee Group Insurance 403,161 525,788 577,176 577,176 0
Retiree Health Insurance 147,452 146,057 148,247 148,247 0
OPEB Pre-Pay 72,179 62,840 61,987 61,987 0
Unemployment Insurance 1,455 2,175 4,876 4,876 0
Workers Comp Insurance 26,524 19,716 17,065 17,065 0
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
112 County of Contra Costa FY 2020-2021 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: $6,282,477
Financing: 283,514
Net County Cost: 5,998,963
Funding Sources:
Property Tax Admin 3.5% $218,537
Charges for Svc 1.0% 64,977
General Fund 95.5% 5,998,963
FTE: 15.2
Office of Reentry & Justice
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 Central & East County
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, Employment and Human Services,
Health Services, Probation, Public Defender,
and Sheriff’s Office.
Office of Reentry & Justice Summary
Service: Mandatory
Level of Service: Discretionary
Expenditures: $9,191,073
Financing: 8,241,073
Net County Cost: 950,000
Funding Sources:
Charges for Svc 89.7% $8,241,073
General Fund 10.3% 950,000
FTE: 3.8
Labor Relations
Description: Administers the County’s labor
relations programs including managing the
collective bargaining process, investigating
grievances, and providing training and counseling
to managers and employees, as well as problem
resolution.
Labor Relations Summary
Service: Mandatory
Level of Service: Discretionary
Expenditures: $2,289,344
Financing: 1,419,246
Net County Cost: 870,098
Funding Sources:
Charges for Svc 62.0% $1,419,246
General Fund 38.0% 870,098
FTE: 7.0
County Administrator
General Government
County of Contra Costa FY 2020-2021 Recommended Budget 113
CCTV & Public Information
Description: Administers cable franchises and
community access television (CATV) and
disseminates and coordinates public
information. Supported primarily by CATV
franchise fees and Public, Education and
Government (PEG) Fees.
CCTV & Public Information Summary
Service: Mandatory
Level of Service: Discretionary
Expenditures: $1,455,167
Financing: 1,455,167
Net County Cost: 0
Funding Sources:
CATV Franchise 67.9% $987,514
PEG Fees 24.6% 357,653
Charges for Svc 7.5% 110,000
FTE: 8.3
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 Summary
Service: Mandatory
Level of Service: Discretionary
Expenditures: $296,939
Financing: 0
Net County Cost: 296,939
Funding Sources:
General Fund 100.0% $296,939
FTE: 2.0
CAO’s Recommendation
The FY 2020-21 baseline net County cost is
reduced by $5,024,293 from FY 2019-20. The
reduction primarily reflects the elimination of
restricted prior year fund balance of $3,179,523
from CCTV fees, and $1,736,727 from special
projects and programs.
Baseline costs for salaries and benefits are
increased by $702,141. This includes cost of
living increases effective July 1, 2020. Services
and supplies are increased by $223,178
reflecting inflation in operating costs.
Cost offsets from expenditure transfers and
revenue are increased by $229,181. 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,
The recommended net County cost of
$8,116,000 will provide the funding necessary to
maintain current service levels in FY 2020-21.
Performance Measurements
County Administrator accomplishments during
fiscal year 2019-20 include:
•Initiated, through the Office of Reentry and
Justice, participation in the California State
Association of Counties Hub for Criminal
Justice to develop a strategic framework for
data-driven and evidence-based
evaluations, developed a Draft Racial Equity
Action Plan, and began development of a
multi-year recidivism analysis.
•Coordinated a strong countywide response
to a Local Emergency due to weather-
related events, including unprecedented
PG&E Public Safety Power Shutoffs, and
protected the public’s safety.
•Launched a new, mobile-friendly County
website with new navigation and features
that include a Permit Portal and Tax Portal
to help residents find information quickly and
easily.
County Administrator
General Government
114 County of Contra Costa FY 2020-2021 Recommended Budget
•Developed a 2020 Census Strategic Plan,
Budget, and Implementation Plan. Assisted
organizations throughout the county with
Census 2020 information at various events
and developed a list of partners with which
to collaborate at the grassroots level.
•Organized and conducted 11 regional
Census outreach workshops, focus groups,
and community training sessions to identify
and communicate effective methods of
reaching hard-to-count populations with the
Census message.
•Completed construction of a parking deck at
the Martinez Detention Facility adding 75
parking spaces to downtown Martinez.
•Substantially completed construction of the
new 38,000 square foot Emergency
Operations Center /Public Safety building.
•Substantially completed construction of the
72,000 square foot new County
Administration Building.
Administrative and Program Goals
Increase effectiveness of 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
•Conduct annual recidivism analysis and
reentry program evaluation
Provide Board of Supervisors with high quality
support:
•Staff Ad Hoc and standing Board of
Supervisors 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 consistently
informed of new policies/practices
•Manage Advisory Committee tasks, in
compliance with applicable requirements
and Board of Supervisors’ policies.
•Provide countywide record keeping and
document management through Clerk of the
Board’s Office.
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 accomplishments
•Evaluate Countywide progress on various
goals and iniatives
•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 programs.
•Develop and provide countywide public
information through use of all forms of
media, including print, CCTV and online
content.
County Administrator
General Government
County of Contra Costa FY 2020-2021 Recommended Budget 115
Capital Projects Management:
• Remodel modules at the Martinez Detention
Facility for specialized health services
programming.
• Begin construction of the West County
Reentry and Treatment Facility.
• Begin demolition of the retired County
Administration Building at 651 Pine Street,
Martinez.
County Administrator
General Government
116 County of Contra Costa FY 2020-2021 Recommended Budget
County Counsel
Sharon L. Anderson, County Counsel General Government
County of Contra Costa FY 2020-2021 Recommended Budget 117
General Fund
2018-19
Actuals
2019-20
Budget
2020-21
Baseline
2020-21
Recommended Change
Expense
Salaries And Benefits 10,504,906 11,445,245 12,067,141 11,983,657 (83,484)
Services And Supplies 720,650 1,726,554 1,323,823 908,032 (415,791)
Other Charges 7 0 0 0 0
Fixed Assets 0 42,423 42,423 0 (42,423)
Expenditure Transfers (4,878,567) (5,419,372) (5,638,597) (5,638,597) 0
Expense Total 6,346,995 7,794,850 7,794,790 7,253,092 (541,698)
Revenue
Other Local Revenue 5,316,428 5,377,850 5,803,092 5,803,092 0
Revenue Total 5,316,428 5,377,850 5,803,092 5,803,092 0
Net County Cost (NCC): 1,030,567 2,417,000 1,991,698 1,450,000 (541,698)
Allocated Positions (FTE) 52.0 52.0 52.0 52.0 0.0
Financial Indicators
Salaries as % of Total Exp 166% 147% 155% 165%
% Change in Total Exp 23% (0%) (7%)
% Change in Total Rev 1% 8% 0%
% Change in NCC 135% (18%) (27%)
Compensation Information
Permanent Salaries 6,788,044 7,446,931 7,867,260 7,867,260 0
Temporary Salaries 81,960 165,484 165,484 82,000 (83,484)
Permanent Overtime 85 0 0 0 0
Deferred Comp 60,426 65,820 70,440 70,440 0
Comp & SDI Recoveries (1,548) 0 0 0 0
FICA/Medicare 442,232 462,805 485,629 485,629 0
Ret Exp-Pre 97 Retirees 21,501 24,616 24,616 24,616 0
Retirement Expense 2,136,090 2,288,747 2,410,327 2,410,327 0
Employee Group Insurance 684,054 714,692 776,522 776,522 0
Retiree Health Insurance 161,758 162,252 157,271 157,271 0
OPEB Pre-Pay 71,329 70,031 67,858 67,858 0
Unemployment Insurance 2,581 3,718 7,874 7,874 0
Workers Comp Insurance 56,394 40,149 33,860 33,860 0
County Counsel
General Government
118 County of Contra Costa FY 2020-2021 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: $6,877,604
Financing: 5,427,604
Net County Cost: 1,450,000
Funding Sources:
Charges for Svc 73.5% $5,052,604
Property Tax Admin 5.5% 375,000
General Fund 21.0% 1,450,000
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: $3,680,993
Financing: 3,680,993
Net County Cost: 0
Funding Sources:
Charges for Svc 100.0% $3,680,993
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: $2,333,092
Financing: 2,333,092
Net County Cost: 0
Funding Sources:
Liability Insurance Internal
Service Fund 100% $2,333,092
FTE: 10.0
County Counsel
General Government
County of Contra Costa FY 2020-2021 Recommended Budget 119
CAO’s Recommendation
Baseline Budget
The baseline net County cost decreased by
$425,302 from FY 2019-20. The decrease
includes the elimination of $417,000 rebudgeted
as a one-time allocation of prior year fund
balance.
Salary and benefit costs increased by $621,896,
reflecting a 3% cost of living increase as of July
1, 2020 as well as an increased County share of
the costs for benefits. Operating costs, including
interdepartmental charges for Information
Technology, Telecommunications and Public
Works increased by $14,269.
Revenue offsets and expenditure transfers
increased by $644,467 to reflect the estimated
charges for service in FY 2020-21.
Recommended Budget
A further $541,698 was eliminated from the
budget in order to meet the targeted net County
cost for FY 2020-21. Cuts include reductions to
temporary salaries, software and hardware costs,
furniture, and non-County professional
specialized services.
The recommended net County cost of $1,450,000
will provide the funding necessary to maintain
services in FY 2020-21.
Performance Measurement
Ongoing Project to Address Records
Management and Retention
Beginning in 2019 and continuing into 2020, the
County Counsel’s Office has spent numerous
staff hours reviewing, organizing, and indexing
paper files so they can be digitized and ultimately
purged. We anticipate that our historical records
will be digitally archived in advance of the move
into the new County Administration building in
2020. In conjunction with the digital archiving of
our records, we will work with the Department of
Information Technology to implement a digital
document management system for the Office’s
non-litigation records. This is intended to
streamline operations, decrease the amount of
paper-based records the office handles, and
reduce storage costs.
Continuing Efforts to Address Recruitment
and Staffing
A continuing priority for the Office is attracting
and retaining qualified and dedicated civil law
attorneys to support the legal demands of the
County and our other public clients. Thirty-
seven percent of our attorneys have been with
this Office for five years or less. We want to
provide opportunities and incentives for more
experienced attorneys to stay with the County so
they can continue providing outstanding service
to our clients as well as train and mentor new
attorneys in the Office. Retaining and recruiting
clerical staff to support the varied work of this
Office also is a continuing challenge. Several
clerical staff left the office for jobs in the private
sector. When we recruited for an Experienced
Level clerk this year the list of candidates
included nine eligible candidates, compared to a
list of approximately 50 candidates in previous
recruitments. In addition, in many cases the
education and job history of candidates were
more general than in previous recruitments, (i.e.
retail clerk as opposed to office worker),
requiring the office to devote significant
resources to training.
Administrative and Program Goals
Records Management and Case Management
Systems
The Office will continue its program to
modernize its records management and case
management systems. After completing the
records digitizing and archiving phase of the
project, the Office will work with the Department
of Information Technology to implement a digital
case management system for non-litigation
records. While implementing that system, we
also will work with the Department of Information
Technology to evaluate potential case
management systems and replace the Office’s
three separate case file management systems
with a single integrated system. A new case
management system will further reduce the
Office’s reliance on paper-based systems and
improve efficiencies.
County Counsel
General Government
120 County of Contra Costa FY 2020-2021 Recommended Budget
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. The FY 2020-21 budget
reflects a $550,000 reduction in the Office’s net
County cost allocation, which follows a
$1 million reduction last fiscal year in the Office’s
net County cost allocation. The net
County cost allocation for FY 2020-21 accounts
for only 11% of the total County Counsel budget,
compared to 16% in FY 2019/20 and 24% in FY
2018-19. In the coming fiscal year, the Office
will be compelled to consider how best to
provide effective advice and assistance to
clients whose legal services are not fully funded.
FY 2020-21
Program Modification List
Order
Reference
to
Mand/Disc
List
Program Name Services FTE Net County
Cost Impact Impact
1 1 General Law Salaries and
Benefits 0.0 (83,484) Reduce temporary staffing
2 1 General Law Services and
Supplies 0.0 (415,791)
Reduce appropriations for
operating costs relating to
equipment, software, and
non-county professional
specialized services.
3 1 General Law Fixed Assets 0.0 (42,423)
Eliminate appropriations for
office equipment and
furniture
Total 0.0 (541,698)
Crockett/Rodeo Revenues
General Government
County of Contra Costa FY 2020-2021 Recommended Budget 121
General Fund
2018-19
Actuals
2019-20
Budget
2020-21
Baseline
2020-21
Recommended Change
Expense
Services And Supplies 159,461 636,000 276,000 276,000 0
Other Charges 211,379 284,000 284,000 284,000 0
Expense Total 370,840 920,000 560,000 560,000 0
Net County Cost (NCC): 370,840 920,000 560,000 560,000 0
Financial Indicators
Salaries as % of Total Exp
% Change in Total Exp 148% (39%) 0%
% Change in Total Rev
% Change in NCC 148% (39%) 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 $360,000
from FY 2019-20, 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
122 County of Contra Costa FY 2020-2021 Recommended Budget
Debt Service
General Government
County of Contra Costa FY 2020-2021 Recommended Budget 123
General Fund
2018-19
Actuals
2019-20
Budget
2020-21
Baseline
2020-21
Recommended Change
Revenue
Other Local Revenue 3,773,787 2,500,000 2,500,000 2,500,000 0
State Assistance 31,394 0 0 0 0
Revenue Total 3,805,181 2,500,000 2,500,000 2,500,000 0
Net County Cost (NCC): (3,805,181) (2,500,000) (2,500,000) (2,500,000) 0
Financial Indicators
% Change in Total Rev (34%) 0% 0%
% Change in NCC (34%) 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
124 County of Contra Costa FY 2020-2021 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: $45,452,243
Financing: 45,452,243
Net Fund Cost: 0
Funding Sources:
Use of Money 1.4% $649,513
Transfers 98.6% 44,802,730
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 $3.8 million ad
valorem property tax in FY 2018-19 and is
expected to receive approximately $2.5 to $3.8
million in FY 2019-20 from this source and each
year thereafter until the agreement is fulfilled in
approximately FY 2021-22. 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 2020-2021 Recommended Budget 125
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 $45.5 million.
We do not anticipate issuing Tax Revenue
Anticipation Notes (TRANs) in FY 2020-21.
For detailed information of the County’s overall
current debt position, please see page 534.
Debt Service
General Government
126 County of Contra Costa FY 2020-2021 Recommended Budget
Department of Information Technology
Marc Shorr, Chief Information Officer General Government
County of Contra Costa FY 2020-2021 Recommended Budget 127
Department of Information Technology Summary
General Fund
2018-19
Actuals
2019-20
Budget
2020-21
Baseline
2020-21
Recommended Change
Expense
Salaries and Benefits 11,596,418 13,854,665 14,706,400 14,840,076 133,676
Services and Supplies 11,827,034 14,565,869 12,892,291 12,892,291 0
Other Charges 1,823,976 1,882,658 1,988,118 1,988,118 0
Fixed Assets 530,477 181,250 107,250 107,250 0
Expenditure Transfers (17,246,498) (20,578,713) (21,871,464) (21,871,464) 0
Expense Total 8,531,408 9,905,729 7,822,595 7,956,271 133,676
Revenue
Other Local Revenue 8,091,821 8,411,729 7,727,595 7,861,271 133,676
Revenue Total 8,091,821 8,411,729 7,727,595 7,861,271 133,676
Net County Cost (NCC): 439,587 1,494,000 95,000 95,000 0
Allocated Positions (FTE) 84.0 84.0 85.0 86.0 1.0
Financial Indicators
Salaries as % of Total Exp 136% 140% 188% 187%
% Change in Total Exp 16% (21%) 2%
% Change in Total Rev 4% (8%) 2%
% Change in NCC 240% (94%) 0%
Compensation Information
Permanent Salaries 6,775,991 8,297,847 8,777,644 8,859,664 82,020
Temporary Salaries 227,496 70,005 70,005 70,005 0
Permanent Overtime 151,262 122,999 123,000 123,000 0
Deferred Comp 89,338 114,420 127,020 128,820 1,800
FICA/Medicare 525,554 626,670 658,267 661,703 3,436
Ret Exp-Pre 97 Retirees 20,240 22,068 22,068 22,068 0
Retirement Expense 2,008,084 2,503,463 2,622,074 2,647,626 25,552
Excess Retirement 20,639 0 0 0 0
Employee Group Insurance 949,990 1,246,788 1,411,704 1,429,135 17,431
Retiree Health Insurance 539,510 561,883 589,840 589,840 0
OPEB Pre-Pay 217,805 226,274 245,416 245,416 0
Unemployment Insurance 2,694 4,166 8,778 8,778 0
Workers Comp Insurance 67,817 58,083 50,584 54,021 3,437
Department of Information Technology
General Government
128 County of Contra Costa FY 2020-2021 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 2020-2021 Recommended Budget 129
Information Technology Budget
General Fund
2018-19
Actuals
2019-20
Budget
2020-21
Baseline
2020-21
Recommended Change
Expense
Salaries and Benefits 8,903,135 10,616,357 11,211,908 11,345,584 133,676
Services and Supplies 4,949,120 7,601,132 6,084,272 6,084,272 0
Other Charges 1,210,978 1,033,178 1,173,323 1,173,323 0
Fixed Assets 249,006 74,000 0 0 0
Expenditure Transfers (10,982,182) (13,856,092) (14,575,305) (14,575,305) 0
Expense Total 4,330,056 5,468,575 3,894,198 4,027,874 133,676
Revenue
Other Local Revenue 4,108,155 4,189,575 3,894,198 4,027,874 133,676
Revenue Total 4,108,155 4,189,575 3,894,198 4,027,874 133,676
Net County Cost (NCC): 221,902 1,279,000 0 0 0
Allocated Positions (FTE) 63.0 63.0 64.0 65.0 1.0
Financial Indicators
Salaries as % of Total Exp 206% 194% 288% 282%
% Change in Total Exp 26% (29%) 3%
% Change in Total Rev 2% (7%) 3%
% Change in NCC 476% (100%) 0%
Compensation Information
Permanent Salaries 5,194,398 6,413,752 6,727,748 6,809,768 82,020
Temporary Salaries 227,496 70,005 70,005 70,005 0
Permanent Overtime 59,957 5,999 6,000 6,000 0
Deferred Comp 74,093 97,200 103,380 105,180 1,800
FICA/Medicare 400,908 481,919 501,450 504,886 3,436
Ret Exp-Pre 97 Retirees 15,786 16,988 16,988 16,988 0
Retirement Expense 1,546,446 1,916,895 2,002,593 2,028,145 25,552
Excess Retirement 20,639 0 0 0 0
Employee Group Insurance 680,478 919,699 1,039,987 1,057,418 17,431
Retiree Health Insurance 446,104 455,387 490,766 490,766 0
OPEB Pre-Pay 178,758 186,355 203,878 203,878 0
Unemployment Insurance 2,075 3,220 6,728 6,728 0
Workers Comp Insurance 55,996 48,938 42,385 45,822 3,437
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
Department of Information Technology
General Government
130 County of Contra Costa FY 2020-2021 Recommended Budget
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
Level of Discretion: Mandatory
Level of Service: Discretionary
Expenditures: $18,603,179
Financing: 18,603,179
Net County Cost: 0
Funding Sources:
Charges for Svcs 100.0% $18,603,179
FTE: 65.0
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: $818,757
Financing: 818,757
Net County Cost: 0
Funding Sources:
Charges for Svcs 100.0% $818,757
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 2020-2021 Recommended Budget 131
Information Security Summary
Level of Discretion: Discretionary
Level of Service: Discretionary
Expenditures: $779,757
Financing: 779,757
Net County Cost: 0
Funding Sources:
Transfers 57.7% $449,580
Charges for Svcs 42.3% 330,177
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: $2,302,291
Financing: 2,302,291
Net County Cost: 0
Funding Sources:
Transfers 99.0% $2,280,271
Charges for Svcs 1.0% 22,019
FTE: 10.0
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: $3,461,773
Financing: 3,486,773
Net County Cost: (25,000)
Funding Sources:
Transfers 69.5% $2,405,777
Charges for Svcs 31.2% 1,080,996
General Fund (0.7%) (25,000)
FTE: 8.2
Department of Information Technology
General Government
132 County of Contra Costa FY 2020-2021 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: $913,209
Financing: 863,209
Net County Cost: 50,000
Funding Sources:
Transfers 48.3% $441,134
Charges for Svcs 46.2% 422,075
General Fund 5.5% 50,000
FTE: 5.2
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: $5,926,509
Financing: 5,951,509
Net County Cost: (25,000)
Funding Sources:
Transfers 90.3% $5,351,271
Charges for Svcs 10.1% 600,238
General Fund (0.4%) (25,000)
FTE: 23.6
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: $4,400,883
Financing: 4,400,883
Net County Cost: 0
Funding Sources:
Transfers 64.3% $2,828,515
Charges for Svcs 35.7% 1,572,368
FTE: 5.0
Department of Information Technology
General Government
County of Contra Costa FY 2020-2021 Recommended Budget 133
Telecommunications Budget
General Fund
2018-19
Actuals
2019-20
Budget
2020-21
Baseline
2020-21
Recommended Change
Expense
Salaries and Benefits 2,693,283 3,238,308 3,494,492 3,494,492 0
Services and Supplies 6,877,914 6,964,737 6,808,019 6,808,019 0
Other Charges 612,999 849,480 814,795 814,795 0
Fixed Assets 281,471 107,250 107,250 107,250 0
Expenditure Transfers (6,264,316) (6,722,621) (7,296,159) (7,296,159) 0
Expense Total 4,201,351 4,437,154 3,928,397 3,928,397 0
Revenue
Other Local Revenue 3,983,666 4,222,154 3,833,397 3,833,397 0
Revenue Total 3,983,666 4,222,154 3,833,397 3,833,397 0
Net County Cost (NCC): 217,685 215,000 95,000 95,000 0
Allocated Positions (FTE) 21.0 21.0 21.0 21.0 0.0
Financial Indicators
Salaries as % of Total Exp 64% 73% 89% 89%
% Change in Total Exp 6% (11%) 0%
% Change in Total Rev 6% (9%) 0%
% Change in NCC (1%) (56%) 0%
Compensation Information
Permanent Salaries 1,581,592 1,884,094 2,049,895 2,049,895 0
Permanent Overtime 91,305 117,000 117,000 117,000 0
Deferred Comp 15,245 17,220 23,640 23,640 0
FICA/Medicare 124,646 144,751 156,817 156,817 0
Ret Exp-Pre 97 Retirees 4,454 5,080 5,080 5,080 0
Retirement Expense 461,637 586,568 619,481 619,481 0
Employee Group Insurance 269,512 327,089 371,718 371,718 0
Retiree Health Insurance 93,406 106,496 99,074 99,074 0
OPEB Pre-Pay 39,047 39,919 41,538 41,538 0
Unemployment Insurance 619 946 2,050 2,050 0
Workers Comp Insurance 11,821 9,144 8,200 8,200 0
Department of Information Technology
General Government
134 County of Contra Costa FY 2020-2021 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
Level of Discretion: Discretionary
Level of Service: Discretionary
Expenditures: $11,224,556
Financing: 11,129,556
Net County Cost: 95,000
Funding Sources:
Transfers 65.0% $7,296,159
Charges for Svcs 34.1% 3,833,397
General Fund 0.9% 95,000
FTE: 21.0
CAO’s Recommendation
Baseline Budget
The FY 2020-21 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 3.07% and telephone billing rates decreased
by 29.27% ports, 12.28% lines and 20%
voicemail from the current year rates to offset
the recommended level of expenditure.
Baseline expenditures are decreased by
$2,083,134 from the FY 2019-20 Budget,
reflecting the following adjustments:
•Decreases totaling $375,000 to other
special department expenditures
reflecting the removal of prior year
restricted fund balance that had been
budgeted for a departmental fee study
and security cameras at hilltop radio
sites.
•Increases totaling $851,735 to salaries
and benefits, reflecting negotiated wage
adjustments.
•Decreases totaling $1,024,000,
reflecting the removal of one-time
venture capital funding received for
various projects in FY 2019-20.
•Decreases totaling $274,578 to services
and supplies due to reduced
expenditures for FY 20/21 in minor
computer equipment purchases,
software maintenance costs, requested
maintenance projects and professional
services contracts not being renewed.
•Increase of $105,460 to debt service for
lease-purchased assets.
•Decrease of $74,000 to fixed assets due
to removal of one-time purchase of
asset in FY 2019-20.
•Expenditure transfers increased by
$1,292,751 over FY 2019-20 level.
Revenue decreased by $684,134 from the FY
2019-20 budgeted level.
Recommended Budget
The Department is requesting to add 1 GIS
Analyst position to meet increased requests
from agencies for geographically referenced
information. The costs for the position will be
recovered through charges for service.
A General Fund allocation of $95,000 is
recommended to offset unreimbursed costs
related to the implementation of the East Bay
Regional Communications System.
Department of Information Technology
General Government
County of Contra Costa FY 2020-2021 Recommended Budget 135
Performance Measurement
• Developed Countywide IT systems and
Metrix to improve staff and operational
efficiencies.
• Continued to improve 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 and providing fiber service from
Comcast.
• Maintained or improved performance in the
following business processes measures:
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.
County Microwave system was also
available 99.9% of the time. The .1%
unavailable periods were due to
scheduled upgrades of core equipment
and maintenance.
o Percentage of time the County’s Wide
Area Network (WAN) is available
The County’s Wide Area Network
(WAN) was available 99.9% of the time.
The .1% unavailable period was due to
scheduled internal maintenance and
maintenance from our internet service
provider.
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
(UC).
Administrative and Program Goals
• Implement Countywide IT strategic and
security plans providing a road map for IT
services in the County that aligns with the
County’s Mission, Vision and Values.
• Develop and deploy Cloud services strategic
plan to support new technologies.
• Develop and begin Mainframe migration
plan to support modernization of enterprise
and Law and Justice applications.
• 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 Wide
Area Network (WAN) and Cloud based
technologies are available for systems
such as Email, Internal Web Sites,
Office 365, Digital Imaging 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 Design and incorporate wireless
network for additional specific County
locations to further reduce the need for
cabling and provide high-speed service
for mobile devices.
Department of Information Technology
General Government
136 County of Contra Costa FY 2020-2021 Recommended Budget
FY 2020-21
Program Modification List
Order
Reference
to
Mand/Disc
List
Program Name Services FTE Net County
Cost Impact Impact
1 5 GIS Support Salaries and
Benefits 1.0 133,676 Add 1 GIS Analyst
2 5 GIS Support Charges for
Service 0.0 (133,676)
Increase revenue from
customers based on
requests for service
Total 1.0 0
Employee/Retiree Benefits
General Government
County of Contra Costa FY 2020-2021 Recommended Budget 137
General Fund
2018-19
Actuals
2019-20
Budget
2020-21
Baseline
2020-21
Recommended Change
Expense
Salaries And Benefits 434,605 620,874 503,075 503,075 0
Services And Supplies 3,110,704 23,855,970 3,240,925 3,240,925 0
Expenditure Transfers (58,809) (50,000) (50,000) (50,000) 0
Expense Total 3,486,500 24,426,844 3,694,000 3,694,000 0
Revenue
Other Local Revenue 1,722,569 0 0 0 0
Revenue Total 1,722,569 0 0 0 0
Net County Cost (NCC): 1,763,932 24,426,844 3,694,000 3,694,000 0
Financial Indicators
Salaries as % of Total Exp 12% 3% 14% 14%
% Change in Total Exp 601% (85%) 0%
% Change in Total Rev (100%) 0% 0%
% Change in NCC 1,285% (85%) 0%
Compensation Information
Retirement Expense (257,175) 0 0 0 0
Retiree Health Insurance 424,842 428,618 338,458 338,458 0
OPEB Pre-Pay 266,939 192,256 164,617 164,617 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: $2,683,489
Financing: 0
Net County Cost: 2,683,489
Funding Sources:
General Fund 100.0% $2,683,489
Employee/Retiree Benefits
General Government
138 County of Contra Costa FY 2020-2021 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: $1,060,511
Financing: 50,000
Net County Cost: 1,010,511
Funding Sources:
Interdept Charges 4.7% $50,000
General Fund 95.3% 1,010,511
CAO’s Recommendation
The FY 2020-21 Baseline budget shows a
reduction of $19 million from FY 2019-20. 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
2018-19 Actuals column ($3.5 million), which is
more in-line with FY 2020-21 projected use
($3.7 million).
The FY 2020-21 Recommended net County cost
of $3,694,000 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 2020-2021 Recommended Budget 139
General Fund
2018-19
Actuals
2019-20
Budget
2020-21
Baseline
2020-21
Recommended Change
Revenue
Other Local Revenue 481,890,959 499,719,683 525,243,000 525,243,000 0
Federal Assistance 6,324 0 0 0 0
State Assistance 16,356,571 1,650,000 1,700,000 1,700,000 0
Revenue Total 498,253,854 501,369,683 526,943,000 526,943,000 0
Net County Cost (NCC): (498,253,854) (501,369,683) (526,943,000) (526,943,000) 0
Financial Indicators
Salaries as % of Total Exp
% Change in Total Rev 1% 5% 0%
% Change in NCC 1% 5% 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 Revenue Summary
Level of Discretion: Mandatory
Level of Service: Discretionary
Expenditures: $ 0
Financing: 526,943,000
Net County Cost: (526,943,000)
Funding Sources:
Property Taxes 81.3% $428,253,00
Other Taxes 5.7% 30,060,000
Fines Penalties 3.9% 20,600,000
Use of Money 3.4% 18,100,000
License Franchise 1.9% 9,800,000
Intergovernmental 1.8% 9,700,000
Charges for Service 1.7% 8,900,000
Miscellaneous Rev 0.3% 1,530,000
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 2020-21 and the
County Administrator’s Office is projecting that
assessed value growth will be 4.5% (The
inflation factor increase in base year value is
limited to 2% by California Constitution, Article
XIII A, section 2(b)). The 4.5% figure compares
to current year growth of 5.3%; FY 2018-19
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 $501,369,683
budgeted general purpose revenue in FY 2019-
20 includes $8,819,683 in fund balance for
medical and mental health services and related
infrastructure at the Martinez Detention Facility
General Purpose Revenue
General Government
140 County of Contra Costa FY 2020-2021 Recommended Budget
described in the Capital Improvement Plan on
page 529. These Other Local Revenue monies
were appropriated 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 2019-20 budgeted
amount would be $492,550,000.
The FY 2018-19 budget included $10,000,000 in
Other Local Revenue from the Tax Losses
Reserve Fund, while the FY 2019-20 budgeted
General Purpose Revenues included $20 million
in transfers from the Tax Losses Reserve Fund
for deferred facility maintenance projects.
Although this $20 million is not a permanent
source of funding, it is recommended that $20
million be budgeted again for FY 2020-21.
Human Resources
Dianne Dinsmore, Director General Government
County of Contra Costa FY 2020-2021 Recommended Budget 141
General Fund
2018-19
Actuals
2019-20
Budget
2020-21
Baseline
2020-21
Recommended Change
Expense
Salaries And Benefits 5,705,979 6,737,271 7,429,660 7,491,270 61,610
Services And Supplies 3,830,991 6,316,291 4,394,326 4,394,326 0
Expenditure Transfers (622,482) (688,517) (702,230) (702,230) 0
Expense Total 8,914,488 12,365,045 11,121,756 11,183,366 61,610
Revenue
Other Local Revenue 7,548,887 8,333,204 8,293,643 8,433,366 139,723
Revenue Total 7,548,887 8,333,204 8,293,643 8,433,366 139,723
Net County Cost (NCC): 1,365,601 4,031,841 2,828,113 2,750,000 (78,113)
Allocated Positions (FTE) 52.0 51.0 51.0 52.0 1.0
Financial Indicators
Salaries as % of Total Exp 64% 54% 67% 67%
% Change in Total Exp 39% (10%) 1%
% Change in Total Rev 10% 0% 2%
% Change in NCC 195% (30%) (3%)
Compensation Information
Permanent Salaries 3,474,058 4,161,157 4,547,958 4,555,075 7,117
Temporary Salaries 0 12,800 12,800 12,800 0
Permanent Overtime 501 4,500 4,500 4,500 0
Deferred Comp 74,212 86,220 93,180 94,980 1,800
Comp & SDI Recoveries (240) 0 0 0 0
FICA/Medicare 259,702 317,739 340,018 345,018 5,000
Ret Exp-Pre 97 Retirees 10,605 13,321 13,321 13,321 0
Retirement Expense 1,057,923 1,235,640 1,340,744 1,367,296 26,552
Employee Group Insurance 480,054 606,854 790,731 808,162 17,431
Retiree Health Insurance 190,586 182,184 173,045 173,045 0
OPEB Pre-Pay 91,390 87,495 76,980 76,980 0
Unemployment Insurance 1,297 2,086 4,548 4,548 0
Workers Comp Insurance 65,891 27,275 31,836 35,546 3,710
Department Description
This table represents information in aggregate
summarizing expenditures and revenue for the
following two budget units administered by
Human Resources: Human Resources and
Child Care.
Human Resources
General Government
142 County of Contra Costa FY 2020-2021 Recommended Budget
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: $1,703,402
Financing: 2,324,791
Net County Cost: (621,389)
Funding Sources:
Charges 97.4% $1,851,977
Transfers 26.5% 470,814
Miscellaneous 0.1% 2,000
General Fund (24.0%) (621,389)
FTE: 5.0
Employee Benefits Administration
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;
Health Savings 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 Administration Summary
Service: Mandatory
Level of Service: Discretionary
Expenditures: $6,564,219
Financing: 6,564,219
Net County Cost: 0
Funding Sources:
Charges 100.0% $6,564,219
FTE: 23.0
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 recruitment and assessment,
classification and compensation, 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.
Personnel Services Summary
Service: Mandatory
Level of Service: Discretionary
Expenditures: $3,571,389
Financing: 200,000
Net County Cost: 3,371,389
Funding Sources:
Transfers 5.6% $200,000
General Fund 94.4% 3,371,389
FTE: 24.0
Human Resources
General Government
County of Contra Costa FY 2020-2021 Recommended Budget 143
Child Care
Description: Provides for the funding and
development of child care programs for County
employees. Funded by FICA savings realized
by the participation of employees in the
Dependent Care Assistance Program.
Child Care Summary
Service: Discretionary
Level of Service: Mandatory
Expenditures: $46,586
Financing: 46,586
Net County Cost: 0
Funding Sources:
FICA savings 100.0% $46,586
CAO’s Recommendation
The FY 2020-21 Baseline net County cost
decreased by a net of $1,203,728 from FY 2019-
20.The reduction includes the elimination of
one-time appropriations of $538,000 which had
been rebudgeted from prior year as well as one-
time venture capital money appropriated in the
current year. A further $293,841 was eliminated
from a prior year rebudget of restricted FICA
savings for Child Care.
Salary and benefit costs increased by $712,043,
reflecting both a 3% negotiated cost of living
increase as well as increases to the County’s
share of employee health costs. General
operating costs were reduced by $1,123,491,
primarily in the Benefits division based on prior
year trends.
Revenue received from the County A87 cost
allocation plan increased by $171,844, however,
revenue overall decreased by a net of $39,561
due to reduction of $211,405 to Benefits
Administration Fees that align with operational
cuts to the division.
The FY 2020-21 Recommended net County cost
decreased by a net of $78,113. This amount
reflects anticipated salary and benefit savings
realized from vacant positions in the Personnel
Services Unit. Additionally, the Department is
requesting to add one Supervising Accountant in
the Benefits division to supervise the daily
operations of the Benefits accounting team. The
cost of the position would be recovered through
benefits administration fees.
The recommended net County cost of
$2,750,000 will provide the funding necessary to
provide basic services in FY 2020-21.
Performance Measurement
Conducted Executive recruitments for the
following key positions:
•Director of Risk Management
•County Probation Officer
Other high-level recruitments included:
•Chief Financial Officer – Employment and
Human Services Department
•Workforce Services Director
•HRIS Administrator
•ADA Manager
Processed 33,009 employment applications and
conducted 164 recruitments. Administered 21
large-volume recruitments:
Job Title Applications
Received
Sheriff's Dispatcher I 2483
Deputy Sheriff-Recruit 1614
Social Worker II 1136
Firefighter-Recruit 1009
Juvenile Institution Officer I 1007
Eligibility Worker I 612
Child Support Specialist I 463
Clerk - Experienced Level 372
Maintenance Worker I 300
Library Assistant - Journey
Level - Deep Class 261
Account Clerk Experienced
Level 252
Executive Secretary –
Exempt 247
Human Resources
General Government
144 County of Contra Costa FY 2020-2021 Recommended Budget
Job Title Applications
Received
Clerk-Recorder Services
Technician 234
Animal Services Clerk 220
Deputy Probation Officer I 213
Library Aide-Exempt 212
Clerk-Recorder Services
Specialist 199
Elections Temporary
Assignment 192
Sheriff's Aide 188
Labor Relations Assistant 182
Firefighter-Paramedic Recruit 173
Processed 160 Personnel Adjustment
Resolutions (P300’s)
Technology
Implemented the NeoGov Onboard Module in
Public Works, and began development for
Employment and Human Services and Contra
Costa County Library, enabling candidates to
complete their onboarding documents
electronically before their first day of work.
Implemented Text messaging in NeoGov to
update candidates on the status of their
application, send interview reminders, and alert
them to next steps in the process. This will help
to keep candidates engaged with our application
process.
Expanded the use of the eSkill online testing
platform to increase the number of recruitments
using unproctored online testing as the initial
step in the assessment process. 6,233 scores
were captured using eSkill as part of 55
different recruitments.
Integrated eSkill and NeoGov to send test
results directly into NeoGov, significantly
reducing the time required to record test scores
and shortening the time to creation of the
eligible list.
Benefits
Negotiated contract and transitioned to
Empower Retirement as the new deferred
compensation recordkeeper.
Re-convened 457 Deferred Compensation
Committee, updated the bylaws, established
quarterly meeting schedule, and streamlined
investment lineup.
Revised the Deferred Compensation Plan
investment line-up. The investment line-up
previously consisted of over 40 investment
choices, which resulted in more expensive share
classes. The new streamlined investment
structure offers 11 options specifically chosen to
allow participants to fully diversify. Fewer
options makes investment choice easier and
lowered overall investment costs.
Implemented a new online process which allows
Deferred Compensation Plan participants to
initiate a loan without the need for a paper
application form.
Worked with Joint Labor Management Benefits
Committee in search to replace the costly
HealthNet medical insurance plan. Two new
HealthNet plans with a revised “narrow network”
provider list and modified plan design, resulting
in reduced premiums beginning
January 1, 2020.
Increased percentage of employees participating
in 457 from 63% in calendar year 2017 to 65%
in calendar year 2018 to 68% in calendar year
2019.
Leave Administration and Disability
Management
Transferred Disability Management from Risk
Management to the Human Resources
Department and hired an ADA Manager
responsible for establishing Countywide
practices and training, and supporting disability
coordinators working in the County's 24
departments.
Created hands-on training for departmental
staff who process and track leaves, including
an online Toolkit that guides users through the
complex laws and regulations that govern
protected leaves.
Human Resources
General Government
County of Contra Costa FY 2020-2021 Recommended Budget 145
Recruitment and Classification/Compensation
Rolled out competency-based recruitment
countywide as part of modernization and
streamlining of recruitment and assessment
process efforts. Unlike traditional knowledge,
skills, abilities, and other characteristics (KSAO)
statements in job descriptions, a competency
model is prescriptive of the desired or expected
behaviors, rather than descriptive of established
ways of working.
Contracted with vendor specialized in test
development to develop computer-based testing
for Social Worker I/II/III, Child Support
Specialist I, HR Analyst/Departmental HR
Analyst I/II, and Clerk-Experienced.
Partnered with Health Services to conduct
process mapping to identify and eliminate
redundancies in standard onboarding
processes.
Began modernization of the Personnel
Management Regulations by updating key
sections to eliminate the outdated practice of
random tie-breaking and remove the limit on the
number of departments to which candidates may
be referred at one time. Both changes improve
the candidate experience, increasing fairness,
reducing the amount of time required to
establish eligible lists and issue referrals, and
allowing candidates to be considered for more
employment opportunities.
Other
Launched County-wide training initiative –
Building a High Trust Workplace. Held ten in-
person two-day sessions in FY 2019-20.
Conducted Train-the-Trainer and developed the
online training element of the work plan.
The goal of this program is to create and
maintain an 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.
Presented program at annual CALPELRA
conference in November 2019, attended by
more than 1,400 California labor relations and
human resources professionals.
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.
Administrative and Program Goals
Technology
Establish PeopleSoft Users Group to provide
support to departmental users and explore ideas
to create more streamlined, user-friendly
processes and interfaces.
Complete implementation of NeoGov Onboard
Module in Employment and Human Services
and Contra Costa Library and expand to other
departments 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.
Improve the requisition and Personnel Action
Form (PAF) and associated approval workflows
in NeoGov to further streamline the process and
create a more intuitive user experience for hiring
managers and approvers.
Implement Smart ERP, an add-on solution
designed to address common PeopleSoft
application functionality deficiencies.
Continue to expand use of online, unproctored
testing to reduce staff time associated with
testing and provide a more flexible candidate
experience.
Benefits
Update the Deferred Compensation Plan
Statement of Investment Policy to reflect recent
changes in the investment line-up and Deferred
Compensation Committee goals and objectives.
Human Resources
General Government
146 County of Contra Costa FY 2020-2021 Recommended Budget
Monitor government actions related to the
Affordable Care Act and take action as needed.
Expand online open enrollment to retirees.
Leave Administration and Disability
Management
Build a robust, legally compliant disability
management program, provide experiential
training on the interactive process to
departmental staff and support disability
coordinators working in the County's 24
departments.
Finalize Leave Guide update and provide
training to managers, supervisors and
departmental human resources staff on leave
management requirements, processes and
procedures.
Recruitment and Classification/Compensation
Increase the County’s use of unproctored testing
and other innovative assessment strategies.
Implement a more robust job analysis process,
rooted in collaborative partnering with
departmental representatives and job experts in
departments.
Develop training for Hiring Managers throughout
the County so they can serve as a liaison to their
candidates through the pre-employment
process.
Develop resources for applicants and
candidates to help improve the candidate
experience and create a more person-centered
hiring process.
Other
Continue updating the Personnel Management
Regulations and Salary Regulations to align with
modern human resources best practices.
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.
Fully implement online element and train-the-
trainer components of Building a High Trust
Workplace training.
Revise Bridge to Success processes to
incorporate lessons learned from the pilot
program with Library and Health Services.
Increase the number of departments
participating and available positions.
Develop data analytics capability and
meaningful metrics to support strategic decision-
making and improved service.
FY 2020-21
Program Modification List
Order
Reference
to
Mand/Disc
List
Program Name Services FTE Net County
Cost Impact Impact
1 2
Employee
Benefits
Administration
Salaries and
Benefits 1.0 139,723 Add 1 Supervising
Accountant position
2 2
Employee
Benefits
Administration
Revenue 0.0 139,723
Increase Benefits
Administration Fees to
offset cost of position
3 3 Personnel
Services
Salaries and
Benefits 0.0 (78,113)
Establish Vacancy Factor –
will require the department
to manage the filling of
staff vacancies
Total 1.0 (78,113)
Library
Melinda Cervantes, County Librarian General Government
County of Contra Costa FY 2020-2021 Recommended Budget 147
Library Budget Summary
County Library Fund
2018-19
Actuals
2019-20
Budget
2020-21
Baseline
2020-21
Recommended Change
Expense
Salaries And Benefits 21,534,781 26,076,509 26,950,987 26,950,987 0
Services And Supplies 7,362,135 13,883,709 6,398,748 6,398,748 0
Other Charges 3,928,063 5,670,997 2,422,265 2,422,265 0
Fixed Assets 142,044 580,040 490,000 490,000 0
Expenditure Transfers 67,271 46,665 55,000 55,000 0
Expense Total 33,034,294 46,257,920 36,317,000 36,317,000 0
Revenue
Other Local Revenue 36,285,734 34,807,000 36,047,819 36,047,819 0
State Assistance 291,345 74,000 269,181 269,181 0
Revenue Total 36,577,079 34,881,000 36,317,000 36,317,000 0
Net Fund Cost (NFC): (3,542,785) 11,376,920 0 0 0
Allocated Positions (FTE) 200.7 204.3 204.3 204.3 0.0
Financial Indicators
Salaries as % of Total Exp 65% 56% 74% 74%
% Change in Total Exp 40% (21%) 0%
% Change in Total Rev (5%) 4% 0%
% Change in NFC (421%) (100%) 0%
Compensation Information
Permanent Salaries 12,263,753 15,371,539 15,163,199 15,163,199 0
Temporary Salaries 1,243,236 1,716,863 1,864,248 1,864,248 0
Permanent Overtime 121,978 52,300 52,300 52,300 0
Deferred Comp 138,522 197,820 220,440 220,440 0
Comp & SDI Recoveries (88) 0 0 0 0
FICA/Medicare 1,013,673 1,235,276 1,295,578 1,295,578 0
Ret Exp-Pre 97 Retirees 34,250 36,063 36,063 36,063 0
Retirement Expense 3,427,484 3,759,240 4,177,130 4,177,130 0
Employee Group Insurance 1,784,356 2,397,095 2,921,706 2,921,706 0
Retiree Health Insurance 777,430 764,592 745,198 745,198 0
OPEB Pre-Pay 337,762 337,936 331,978 331,978 0
Unemployment Insurance 5,204 6,368 14,034 14,034 0
Workers Comp Insurance 387,219 201,417 129,112 129,112 0
Library
General Government
148 County of Contra Costa FY 2020-2021 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:
–Admin and Support Services
–Library Community Services
–Revenue - County Library Taxes
–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: $36,317,000
Financing: 36,317,000
Net Fund Cost: 0
Funding Sources:
Property Taxes 88.5% $32,135,819
Intergovernmental 9.6% 3,491,180
Misc. Revenue 1.0% 349,120
State Aid 0.7% 269,181
Fees 0.2% 71,700
FTE: 204.3
Library
General Government
County of Contra Costa FY 2020-2021 Recommended Budget 149
Library Administration and Support Services Budget
County Library Fund
2018-19
Actuals
2019-20
Budget
2020-21
Baseline
2020-21
Recommended Change
Expense
Salaries And Benefits 7,682,409 9,640,507 9,481,370 9,481,370 0
Services And Supplies 5,850,386 10,117,017 3,469,436 3,469,436 0
Other Charges 1,582,015 1,453,610 1,390,194 1,390,194 0
Fixed Assets 51,977 480,040 490,000 490,000 0
Expenditure Transfers 67,271 46,665 55,000 55,000 0
Expense Total 15,234,056 21,737,839 14,886,000 14,886,000 0
Revenue
Other Local Revenue 660,351 290,898 474,000 474,000 0
State Assistance 100,127 74,000 74,000 74,000 0
Revenue Total 760,478 364,898 548,000 548,000 0
Net Fund Cost (NFC): 14,473,579 21,372,941 14,338,000 14,338,000 0
Allocated Positions (FTE) 60.8 62.4 62.4 62.4 0.0
Financial Indicators
Salaries as % of Total Exp 50% 44% 64% 64%
% Change in Total Exp 43% (32%) 0%
% Change in Total Rev (52%) 50% 0%
% Change in NFC 48% (33%) 0%
Compensation Information
Permanent Salaries 4,211,505 5,780,092 5,417,539 5,417,539 0
Temporary Salaries 44,470 151,680 136,383 136,383 0
Permanent Overtime 22,938 14,200 14,200 14,200 0
Deferred Comp 39,473 52,560 57,840 57,840 0
FICA/Medicare 316,440 383,744 410,373 410,373 0
Ret Exp-Pre 97 Retirees 12,631 12,181 12,181 12,181 0
Retirement Expense 1,270,282 1,391,966 1,536,912 1,536,912 0
Employee Group Insurance 526,310 677,419 767,651 767,651 0
Retiree Health Insurance 777,430 764,592 745,198 745,198 0
OPEB Pre-Pay 337,762 337,936 331,978 331,978 0
Unemployment Insurance 1,602 2,293 5,011 5,011 0
Workers Comp Insurance 121,566 71,845 46,104 46,104 0
Library
General Government
150 County of Contra Costa FY 2020-2021 Recommended Budget
Library Administration &
Support Services Summary
Service: Discretionary
Level of Service: Discretionary
Expenditures: $14,886,000
Financing: 548,000
Net Fund Cost: 14,338,000
Funding Sources:
Property Taxes 96.3% $14,338,000
Misc. Revenue 2.3% 335,000
Intergovernmental 0.7% 102,800
State Aid 0.5% 74,000
Fees 0.2% 36,200
FTE: 62.4
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 Summary
Service: Discretionary
Level of Service: Discretionary
Expenditures: $7,381,177
Financing: 316,000
Net Fund Cost: 7,065,177
Funding Sources:
Property Taxes 95.7% $7,065,177
Misc. Revenue 9.6% 316,000
FTE: 25.2
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 accounting of library
materials.
Library
General Government
County of Contra Costa FY 2020-2021 Recommended Budget 151
Support Services Summary
Service: Discretionary
Level of Service: Discretionary
Expenditures: $5,510,385
Financing: 32,800
Net Fund Cost: 5,477,585
Funding Sources:
Property Taxes 99.4% $5,477,585
Intergovernmental 0.5% 28,600
Fees 0.1% 4,200
FTE: 24.2
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 Summary
Service: Discretionary
Level of Service: Discretionary
Expenditures: $1,994,438
Financing: 199,200
Net Fund Cost: 1,795,238
Funding Sources:
Property Taxes 90.0% $1,795,238
Intergovernmental 3.7% 74,200
State Aid 3.7% 74,000
Fees 1.6% 32,000
Misc. Revenue 1.0% 19,000
FTE: 13.0
Library
General Government
152 County of Contra Costa FY 2020-2021 Recommended Budget
Library-Community Services
County Library Fund
2018-19
Actuals
2019-20
Budget
2020-21
Baseline
2020-21
Recommended Change
Expense
Salaries And Benefits 13,852,372 16,436,002 17,469,617 17,469,617 0
Services And Supplies 1,511,750 3,766,692 2,929,312 2,929,312 0
Other Charges 2,346,049 4,217,387 1,032,071 1,032,071 0
Fixed Assets 0 100,000 0 0 0
Expense Total 17,710,171 24,520,081 21,431,000 21,431,000 0
Revenue
Other Local Revenue 5,092,729 3,687,102 3,438,000 3,438,000 0
Revenue Total 5,092,729 3,687,102 3,438,000 3,438,000 0
Net Fund Cost (NFC): 12,617,441 20,832,979 17,993,000 17,993,000 0
Allocated Positions (FTE) 139.9 141.9 141.9 141.9 0
Financial Indicators
Salaries as % of Total Exp 78% 67% 82% 82%
% Change in Total Exp 38% (13%) 0%
% Change in Total Rev (28%) (7%) 0%
% Change in NFC 65% (14%) 0%
Compensation Information
Permanent Salaries 8,052,248 9,591,447 9,745,660 9,745,660 0
Temporary Salaries 1,198,766 1,565,183 1,727,865 1,727,865 0
Permanent Overtime 99,041 38,100 38,100 38,100 0
Deferred Comp 99,049 145,260 162,600 162,600 0
Comp & SDI Recoveries -88 0 0 0 0
FICA/Medicare 697,233 851,533 885,205 885,205 0
Ret Exp-Pre 97 Retirees 21,620 23,882 23,882 23,882 0
Retirement Expense 2,157,202 2,367,274 2,640,218 2,640,218 0
Employee Group Insurance 1,258,047 1,719,676 2,154,055 2,154,055 0
Unemployment Insurance 3,601 4,075 9,023 9,023 0
Workers Comp Insurance 265,653 129,572 83,009 83,009 0
Library
General Government
County of Contra Costa FY 2020-2021 Recommended Budget 153
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 Service: Discretionary
Expenditures: $21,431,000
Financing: 3,438,000
Net Fund Cost: 17,993,000
Funding Sources:
Property Taxes 83.9% $17,993,000
Intergovernmental 15.8% 3,388,380
Fees 0.2% 35,500
Misc. Revenue 0.1% 14,120
FTE: 141.9
Library
General Government
154 County of Contra Costa FY 2020-2021 Recommended Budget
Revenue – County Library Taxes
County Library Fund
2018-19
Actuals
2019-20
Budget
2020-21
Baseline
2020-21
Recommended Change
Revenue
Other Local Revenue 30,532,654 30,829,000 32,135,819 32,135,819 0
State Assistance 191,218 0 195,181 195,181 0
Revenue Total 30,723,872 30,829,000 32,331,000 32,331,000 0
Net Fund Cost (NFC): (30,723,872) (30,829,000) (32,331,000) (32,331,000) 0
Financial Indicators
Salaries as % of Total Exp
% Change in Total Exp
% Change in Total Rev 0% 5% 0%
% Change in NFC 0% 5% 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 Summary
Service: Mandatory
Level of Service: Mandatory
Expenditures: $0
Financing: 32,331,000
Net Fund Cost: (32,331,000)
Funding Sources:
Property Taxes 99.4% $32,135,819
State Aid 0.6% 195,181
Library
General Government
County of Contra Costa FY 2020-2021 Recommended Budget 155
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 Summary
Service: Discretionary
Level of Service: Discretionary
Expenditures: $1,000
Financing: 1,000
Net Fund Cost: 0
Funding Sources:
Misc. Revenue 100.0% $1,000
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
$874,478 due to cost of living increases,
retirement costs, and an increase to staffing. In
FY 2019-20, full-time equivalent (FTE) staffing
was increased by 3.6 for a total of 204.3 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 $7,484,961 due to the
elimination of appropriations for one-time
purchases in FY 2019-20 of equipment,
computers and materials. Baseline costs for
other charges are reduced by $3,248,732 due to
the elimination of one-time charges for building
maintenance and the costs associated with the
El Sobrante Library fire.
The Library relies primarily on property tax
revenue to fund services. The Baseline Budget
assumes an increase of 4.5% 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 2020-21 budget is recommended at the
Baseline level, which will permit the Library to
continue current operations, and innovate new
programs to promote public service.
Performance Measurements
•Library Visits:
Library visits have decreased an average of
2.1% annually, from 3,768,045 visits in FY
2013-14 to 3,540,968 visits in FY 2018-19.
•Items Circulated
The number of items circulated has
decreased an average of 0.8% annually,
from 6,548,953 in FY 2013-14 to 6,511,239
in FY 2018-19.
•Annual Hours Open:
The Library’s annual open hours have
increased from 56,056 in FY 2013-14 to
56,875 in FY 2018-19.
•Facility Improvements:
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 was
completed and the library was reopened
to the public in November 2019;
o The Friends of the Library building
adjacent to the El Sobrante Library was
renamed the Nancy Fahden House in
honor of the first woman to be elected to
Library
General Government
156 County of Contra Costa FY 2020-2021 Recommended Budget
county office in the history of Contra
Costa County. The building was
renovated and now houses the Friends
of the El Sobrante Library and the El
Sobrante Historical Society.
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 2021;
o The City of Concord completed
upgrades to the sliding glass doors at
the entrance to the Concord Library;
o The Town of Danville completed a
refresh of the Danville Library meeting
room.
• The City of Pinole has agreed to contribute to
the maintenance costs for the Pinole Library in
exchange for 35 hours of library service.
• A new agreement with the City of Brentwood
was completed. A draft agreement for the City of
Orinda is in process. A new agreement for
County-owned library facilities has been fully
executed with the cities of Pinole and Walnut
Creek; the agreement with the city of Antioch is
under review.
• The upcoming closure of the Pleasant Hill
Library requires distribution of services and
collections formerly part of the Central Library.
A plan for disposition of the collection was
presented in a report to the Contra Costa
County Library Commission on March 21, 2019.
The report describes all collections in the
Pleasant Hill Library and makes
recommendations for each collection, both long-
term and short-term. The report was attached to
the Board of Supervisor response to the Civil
Grand Jury report “Safeguarding the Library’s
Local History Collection.” Regarding the local
history collection, the Contra Costa County
Historical Society expressed interest in the
collection in summer 2019.
• A new location for Project Second Chance, the
adult literacy program, was identified and a
move will be completed in spring 2020.
• 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
systemwide marketing and communication
plan. The Reader’s Initiative was launched
in January 2019 and continued through the
budget year with introduction of five new
library cards, the Read to 2020 reading
challenge, and various other library
programs. An ongoing campaign to reach
active and inactive library cardholders to
welcome them back to the library was also
launched in January 2019.
• The 2019 Summer Reading Program featured a
wide variety of programs, information and
entertainment for all ages. The program saw a
10 percent increase in those who completed the
challenge.
• In response to library user needs, the Library
continues to update its online and downloadable
resources. The department purchased a new
subscription to Ancestry.com for in-library
genealogical research, and the Overdrive Instant
Digital Card for instant remote access to
downloadable ebooks and audiobooks for
Contra Costa residents who don’t have a library
card yet.
• On December 16, 2019, the Library launched a
new website and interactive online catalog in
order to provide users with a modern,
streamlined and overall improved online
experience.
• 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.
• In partnership with the City of Richmond, the
Library created an Early Literacy Reading Room
at the North Richmond Shields-Reid Community
Center aimed at serving children and families in
North Richmond. The room is stocked with
Library
General Government
County of Contra Costa FY 2020-2021 Recommended Budget 157
books for children, toys that support early
learning, and an early literacy computer.
•The 2019 Lunch at the Library program was very
successful. The library served 5,973 lunches
and snacks to children during the summer at
nine library locations.
•In spring 2020, the Library will upgrade all staff
computers to Microsoft Office 365 and Windows
10.
Administrative and Program Goals
•Continue to implement the Library Strategic Plan
adopted by the Board of Supervisors in 2019.
•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. This will contribute to the
County’s goal of fiscal health.
•Finalize and plan the implementation of facility
and technology assessment documents for all
Contra Costa County Libraries in alignment with
goals in the Strategic Plan.
•Implement measures to strengthen and improve
the department’s network safety and security.
•Continue to work with the City of Pleasant Hill to
construct a new library facility and relocate to a
temporary facility.
•Complete distribution of collections housed at
the Pleasant Hill Library.
•Continue to review library staffing and open
hours to maximize services for the public.
Analysis of measurable 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
158 County of Contra Costa FY 2020-2021 Recommended Budget
Public Works
Brian Balbas, Director General Government
County of Contra Costa FY 2020-2021 Recommended Budget 159
Public Works General Fund Summary
General Fund
2018-19
Actuals
2019-20
Budget
2020-21
Baseline
2020-21
Recommended Change
Expense
Salaries And Benefits 54,953,742 71,347,970 72,599,575 72,779,575 180,000
Services And Supplies 106,839,252 108,400,992 109,795,875 110,015,875 220,000
Other Charges 40,624,224 40,029,719 39,952,893 39,952,893 0
Fixed Assets 124,462 470,000 317,234 317,234 0
Provisions For Contingencies 0 0 0 0 0
Expenditure Transfers (87,786,517) (94,112,820) (95,434,877) (95,634,877) (200,000)
Expense Total 114,755,164 126,135,861 127,230,700 127,430,700 200,000
Revenue
Other Local Revenue 89,355,115 97,886,576 99,740,700 99,740,700 0
Federal Assistance 275,221 109,000 490,000 490,000 0
Revenue Total 89,630,337 97,995,576 100,230,700 100,230,700 0
Net County Cost (NCC): 25,124,827 28,140,285 27,000,000 27,200,000 200,000
Allocated Positions (FTE) 504.8 509.8 510.0 511.0 1.0
Financial Indicators
Salaries as % of Total Exp 48% 57% 57% 57%
% Change in Total Exp 10% 1% 0%
% Change in Total Rev 9% 2% 0%
% Change in NCC 12% (4%) 1%
Compensation Information
Permanent Salaries 30,913,646 39,974,978 41,003,556 41,114,556 111,000
Temporary Salaries 717,535 971,000 909,000 909,000 0
Permanent Overtime 1,830,694 1,635,575 1,817,100 1,817,100 0
Deferred Comp 327,404 529,440 566,040 567,840 1,800
Comp & SDI Recoveries (223,292) (145,421) (101,200) (101,200) 0
FICA/Medicare 2,462,836 3,044,374 3,109,682 3,120,682 11,000
Ret Exp-Pre 97 Retirees 95,914 121,551 124,173 124,173 0
Retirement Expense 9,550,497 11,998,808 12,228,467 12,262,496 34,029
Excess Retirement 3,880 3,800 4,100 4,100 0
Employee Group Insurance 5,142,167 7,519,101 7,785,614 7,802,959 17,345
Retiree Health Insurance 2,696,842 2,745,019 2,729,677 2,729,677 0
OPEB Pre-Pay 1,198,926 1,146,057 1,144,426 1,144,426 0
Unemployment Insurance 12,354 20,085 40,992 40,992 0
Workers Comp Insurance 224,339 1,783,603 1,237,948 1,242,774 4,826
Public Works
General Government
160 County of Contra Costa FY 2020-2021 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 2020-2021 Recommended Budget 161
Public Works
General Fund
2018-19
Actuals
2019-20
Budget
2020-21
Baseline
2020-21
Recommended Change
Expense
Salaries And Benefits 30,913,735 40,598,016 40,939,204 40,939,204 0
Services And Supplies 10,911,898 12,031,267 12,435,150 12,435,150 0
Other Charges 13,268 2,500 189,500 189,500 0
Fixed Assets 0 75,000 130,000 130,000 0
Expenditure Transfers (6,618,600) (9,256,209) (9,108,308) (9,108,308) 0
Expense Total 35,220,300 43,450,574 44,585,546 44,585,546 0
Revenue
Other Local Revenue 33,969,843 41,985,289 43,410,546 43,410,546 0
Revenue Total 33,969,843 41,985,289 43,410,546 43,410,546 0
Net County Cost (NCC): 1,250,458 1,465,285 1,175,000 1,175,000 0
Allocated Positions (FTE) 276.8 278.8 278.0 278.0 0.0
Financial Indicators
Salaries as % of Total Exp 88% 93% 92% 92%
% Change in Total Exp 23% 3% 0%
% Change in Total Rev 24% 3% 0%
% Change in NCC 17% (20%) 0%
Compensation Information
Permanent Salaries 18,167,070 23,604,465 24,032,705 24,032,705 0
Temporary Salaries 104,253 221,000 184,000 184,000 0
Permanent Overtime 267,259 152,500 258,000 258,000 0
Deferred Comp 207,932 326,940 329,040 329,040 0
Comp & SDI Recoveries (187,967) (106,200) (101,200) (101,200) 0
FICA/Medicare 1,348,225 1,784,705 1,810,459 1,810,459 0
Ret Exp-Pre 97 Retirees 58,015 84,600 84,600 84,600 0
Retirement Expense 5,762,588 7,193,055 7,284,260 7,284,260 0
Excess Retirement 3,880 3,800 4,100 4,100 0
Employee Group Insurance 2,785,624 4,097,500 4,179,342 4,179,342 0
Retiree Health Insurance 1,484,911 1,543,807 1,492,960 1,492,960 0
OPEB Pre-Pay 780,999 628,050 631,582 631,582 0
Unemployment Insurance 6,775 11,846 24,018 24,018 0
Workers Comp Insurance 124,171 1,051,948 725,338 725,338 0
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
Public Works
General Government
162 County of Contra Costa FY 2020-2021 Recommended Budget
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: $53,693,854
Financing: 52,518,854
Net County Cost: 1,175,000
Funding Sources:
Reimb Gov/Bov 78.2% $41,970,046
Transfers 17.0% 9,108,308
Charges for Svc 2.2% 1,212,000
Miscellaneous 0.4% 228,500
General Fund 2.2% 1,175,000
FTE: 278.0
Public Works
General Government
County of Contra Costa FY 2020-2021 Recommended Budget 163
County Drainage Maintenance
General Fund
2018-19
Actuals
2019-20
Budget
2020-21
Baseline
2020-21
Recommended Change
Expense
Services And Supplies 650,374 709,968 803,443 803,443 0
Other Charges 36,448 32 57 57 0
Expenditure Transfers 32,722 20,000 36,500 36,500 0
Expense Total 719,544 730,000 840,000 840,000 0
Revenue
Other Local Revenue 21,253 30,000 140,000 140,000 0
Revenue Total 21,253 30,000 140,000 140,000 0
Net County Cost (NCC): 698,291 700,000 700,000 700,000 0
Financial Indicators
Salaries as % of Total Exp
% Change in Total Exp 1% 15% 0%
% Change in Total Rev 41% 367% 0%
% Change in NCC 0% 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: $840,000
Financing: 140,000
Net County Cost: 700,000
Funding Sources:
Interfund Reimb 16.7% $140,000
General Fund 83.3% 700,000
Public Works
General Government
164 County of Contra Costa FY 2020-2021 Recommended Budget
Facilities Maintenance
General Fund
2018-19
Actuals
2019-20
Budget
2020-21
Baseline
2020-21
Recommended Change
Expense
Salaries And Benefits 21,348,627 27,545,460 28,477,851 28,657,851 180,000
Services And Supplies 65,502,910 64,244,103 65,717,602 65,737,602 20,000
Other Charges 40,574,508 39,187,187 39,182,286 39,182,286 0
Fixed Assets 48,207 345,000 187,234 187,234 0
Expenditure Transfers (76,582,339) (80,708,555) (81,668,378) (81,868,378) (200,000)
Expense Total 50,891,913 50,613,195 51,896,595 51,896,595 (0)
Revenue
Other Local Revenue 51,160,749 50,613,195 51,896,595 51,896,595 0
Revenue Total 51,160,749 50,613,195 51,896,595 51,896,595 0
Net County Cost (NCC): (268,836) 0 0 0 0
Allocated Positions (FTE) 200.0 202.0 203.0 204.0 1.0
Financial Indicators
Salaries as % of Total Exp 42% 54% 55% 55%
% Change in Total Exp (1%) 3% 0%
% Change in Total Rev (1%) 3% 0%
% Change in NCC (100%) (46%) 0%
Compensation Information
Permanent Salaries 11,214,230 14,585,460 15,166,861 15,277,861 111,000
Temporary Salaries 587,846 695,000 690,000 690,000 0
Permanent Overtime 1,553,594 1,479,225 1,549,500 1,549,500 0
Deferred Comp 94,057 169,380 202,320 204,120 1,800
Comp & SDI Recoveries (30,976) (39,221) 0 0 0
FICA/Medicare 997,912 1,122,218 1,161,217 1,172,217 11,000
Ret Exp-Pre 97 Retirees 33,202 33,178 35,903 35,903 0
Retirement Expense 3,317,870 4,280,779 4,426,531 4,460,560 34,029
Employee Group Insurance 2,021,027 2,997,645 3,195,419 3,212,764 17,345
Retiree Health Insurance 1,100,254 1,090,652 1,114,269 1,114,269 0
OPEB Pre-Pay 364,947 471,922 462,531 462,531 0
Unemployment Insurance 5,000 7,341 15,171 15,171 0
Workers Comp Insurance 89,665 651,881 458,129 462,955 4,826
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
Public Works
General Government
County of Contra Costa FY 2020-2021 Recommended Budget 165
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: $133,764,973
Financing: 133,764,973
Net County Cost: 0
Funding Sources:
Transfers 61.2% $81,868,378
Fees 38.8% 51,896,595
FTE: 204.0
Public Works
General Government
166 County of Contra Costa FY 2020-2021 Recommended Budget
Fleet Services
General Fund
2018-19
Actuals
2019-20
Budget
2020-21
Baseline
2020-21
Recommended Change
Expense
Other Charges 0 540,000 580,000 580,000 0
Expense Total 0 540,000 580,000 580,000 0
Revenue
Other Local Revenue 545,938 540,000 580,000 580,000 0
Revenue Total 545,938 540,000 580,000 580,000 0
Net County Cost (NCC): (545,938) 0 0 0 0
Financial Indicators
Salaries as % of Total Exp
% Change in Total Exp 100% 7% 0%
% Change in Total Rev (1%) 7% 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: $580,000
Financing: 580,000
Net County Cost: 0
Funding Sources:
Charges for Svc 100.0% $580,000
Public Works
General Government
County of Contra Costa FY 2020-2021 Recommended Budget 167
General County Building Occupancy
General Fund
2018-19
Actuals
2019-20
Budget
2020-21
Baseline
2020-21
Recommended Change
Expense
Services And Supplies 23,746,785 24,701,843 24,239,240 24,439,240 200,000
Fixed Assets 59,410 0 0 0 0
Expenditure Transfers 47,084 451,180 66,867 66,867 0
Expense Total 23,853,280 25,153,023 24,306,107 24,506,107 200,000
Revenue
Other Local Revenue 194,212 152,023 155,107 155,107 0
Revenue Total 194,212 152,023 155,107 155,107 0
Net County Cost (NCC): 23,659,069 25,001,000 24,151,000 24,351,000 200,000
Financial Indicators
Salaries as % of Total Exp
% Change in Total Exp 5% (3%) 1%
% Change in Total Rev (22%) 2% 0%
% Change in NCC 6% (3%) 1%
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: $24,506,107
Financing: 155,107
Net County Cost: 24,351,000
Funding Sources:
Fees 0.6% $155,107
General Fund 99.4% 24,351,000
Public Works
General Government
168 County of Contra Costa FY 2020-2021 Recommended Budget
Outside Agency Services
General Fund
2018-19
Actuals
2019-20
Budget
2020-21
Baseline
2020-21
Recommended Change
Expense
Services And Supplies 554,568 609,597 596,296 596,296 0
Expenditure Transfers 177,335 172,860 191,212 191,212 0
Expense Total 731,903 782,457 787,508 787,508 0
Revenue
Other Local Revenue 731,943 782,457 787,508 787,508 0
Revenue Total 731,943 782,457 787,508 787,508 0
Net County Cost (NCC): (40) 0 0 0 0
Financial Indicators
Salaries as % of Total Exp
% Change in Total Exp 7% 1% 0%
% Change in Total Rev 7% 1% 0%
% Change in NCC 100% 0% 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 Summary
Service: Discretionary
Level of Service: Discretionary
Expenditures: $787,508
Financing: 787,508
Net County Cost: 0
Funding Sources:
Fees 100.0% $787,508
Public Works
General Government
County of Contra Costa FY 2020-2021 Recommended Budget 169
Keller Surcharge/Mitigation Program
General Fund
2018-19
Actuals
2019-20
Budget
2020-21
Baseline
2020-21
Recommended Change
Expense
Services And Supplies 370,935 413,000 378,000 378,000 0
Expenditure Transfers (50,000) (50,000) 0 0 0
Expense Total 320,935 363,000 378,000 378,000 0
Revenue
Other Local Revenue 28,389 70,000 85,000 85,000 0
Revenue Total 28,389 70,000 85,000 85,000 0
Net County Cost (NCC): 292,546 293,000 293,000 293,000 0
Financial Indicators
Salaries as % of Total Exp
% Change in Total Exp 13% 4% 0%
% Change in Total Rev 147% 21% 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: $378,000
Financing: 85,000
Net County Cost: 293,000
Funding Sources:
Fees 22.5% $85,000
General Fund 77.5% 293,000
Public Works
General Government
170 County of Contra Costa FY 2020-2021 Recommended Budget
Print and Mail Services
General Fund
2018-19
Actuals
2019-20
Budget
2020-21
Baseline
2020-21
Recommended Change
Expense
Salaries And Benefits 1,971,898 2,254,117 2,255,670 2,255,670 0
Services And Supplies 3,071,089 3,251,668 3,399,756 3,399,756 0
Fixed Assets 16,845 50,000 0 0 0
Expenditure Transfers (4,589,129) (4,644,035) (4,746,726) (4,746,726) 0
Expense Total 470,703 911,750 908,700 908,700 0
Revenue
Other Local Revenue 794,593 911,750 908,700 908,700 0
Revenue Total 794,593 911,750 908,700 908,700 0
Net County Cost (NCC): (323,890) 0 0 0 0
Allocated Positions (FTE) 21.0 22.0 22.0 22.0 0.0
Financial Indicators
Salaries as % of Total Exp 419% 247% 248% 248%
% Change in Total Exp 94% 0% 0%
% Change in Total Rev 15% 0% 0%
% Change in NCC 100% 100% 0%
Compensation Information
Permanent Salaries 1,104,118 1,229,762 1,242,394 1,242,394 0
Temporary Salaries 25,436 55,000 35,000 35,000 0
Permanent Overtime 9,841 3,850 9,600 9,600 0
Deferred Comp 18,855 21,060 23,640 23,640 0
Comp & SDI Recoveries (4,349) 0 0 0 0
FICA/Medicare 84,831 94,744 95,043 95,043 0
Ret Exp-Pre 97 Retirees 3,396 3,773 3,670 3,670 0
Retirement Expense 339,843 360,666 360,556 360,556 0
Employee Group Insurance 250,382 300,828 308,159 308,159 0
Retiree Health Insurance 91,922 91,060 97,027 97,027 0
OPEB Pre-Pay 39,571 37,768 41,819 41,819 0
Unemployment Insurance 417 619 1,242 1,242 0
Workers Comp Insurance 7,634 54,987 37,520 37,520 0
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. Costs are charged out to customers.
Public Works
General Government
County of Contra Costa FY 2020-2021 Recommended Budget 171
Print & Mail Services Summary
Service: Discretionary
Level of Service: Discretionary
Expenditures: $5,655,426
Financing: 5,655,426
Net County Cost: 0
Funding Sources:
Transfers 83.9% $4,746,726
Fees 16.1% 908,700
FTE: 22.0
Public Works
General Government
172 County of Contra Costa FY 2020-2021 Recommended Budget
Purchasing
General Fund
2018-19
Actuals
2019-20
Budget
2020-21
Baseline
2020-21
Recommended Change
Expense
Salaries And Benefits 719,482 950,377 926,850 926,850 0
Services And Supplies 201,332 312,546 347,638 347,638 0
Expenditure Transfers (187,577) (198,061) (201,244) (201,244) 0
Expense Total 733,237 1,064,862 1,073,244 1,073,244 0
Revenue
Other Local Revenue 370,069 383,862 392,244 392,244 0
Revenue Total 370,069 383,862 392,244 392,244 0
Net County Cost (NCC): 363,169 681,000 681,000 681,000 0
Allocated Positions (FTE) 7.0 7.0 7.0 7.0 0.0
Financial Indicators
Salaries as % of Total Exp 98% 89% 86% 86%
% Change in Total Exp 45% 1% 0%
% Change in Total Rev 4% 2% 0%
% Change in NCC 88% 0% 0%
Compensation Information
Permanent Salaries 428,228 555,291 561,597 561,597 0
Deferred Comp 6,560 12,060 11,040 11,040 0
FICA/Medicare 31,869 42,707 42,962 42,962 0
Ret Exp-Pre 97 Retirees 1,301 0 0 0 0
Retirement Expense 130,196 164,308 157,120 157,120 0
Employee Group Insurance 85,134 123,127 102,694 102,694 0
Retiree Health Insurance 19,754 19,500 25,421 25,421 0
OPEB Pre-Pay 13,409 8,317 8,494 8,494 0
Unemployment Insurance 162 279 562 562 0
Workers Comp Insurance 2,869 24,787 16,960 16,960 0
Public Works
General Government
County of Contra Costa FY 2020-2021 Recommended Budget 173
Description: Purchasing (budget unit 0020)
provides a program of centralized purchasing of
goods, equipment and services for the County
and other local agencies.
Purchasing Summary
Service: Mandatory
Level of Service: Discretionary
Expenditures: $1,274,488
Financing: 593,488
Net County Cost: 681,000
Funding Sources:
Fees 24.5% $312,244
Transfers 15.8% 201,244
Rebates 6.3% 80,000
General Fund 53.4% 681,000
FTE: 7.0
Public Works
General Government
174 County of Contra Costa FY 2020-2021 Recommended Budget
Road Construction
General Fund
2018-19
Actuals
2019-20
Budget
2020-21
Baseline
2020-21
Recommended Change
Expense
Services And Supplies 1,829,361 2,127,000 1,878,750 1,878,750 0
Other Charges 0 300,000 1,050 1,050 0
Expenditure Transfers (16,012) 100,000 (4,800) (4,800) 0
Expense Total 1,813,349 2,527,000 1,875,000 1,875,000 0
Revenue
Other Local Revenue 1,538,128 2,418,000 1,385,000 1,385,000 0
Federal Assistance 275,221 109,000 490,000 490,000 0
Revenue Total 1,813,349 2,527,000 1,875,000 1,875,000 0
Net County Cost (NCC): 0 0 0 0 0
Financial Indicators
Salaries as % of Total Exp
% Change in Total Exp 39% (26%) 0%
% Change in Total Rev 39% (26%) 0%
% Change in NCC 0% 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: $1,879,800
Financing: 1,879,800
Net County Cost: 0
Funding Sources:
Local Revenue 73.9% $1,389,800
Federal Funding 26.1% 490,000
Public Works
General Government
County of Contra Costa FY 2020-2021 Recommended Budget 175
Fleet Services Internal Service Fund Summary
Fleet Internal Service Fund
2018-19
Actuals
2019-20
Budget
2020-21
Baseline
2020-21
Recommended Change
Expense
Salaries And Benefits 2,445,419 2,796,385 2,933,233 2,933,233 0
Services And Supplies 8,050,787 7,960,058 8,243,150 8,243,150 0
Other Charges 3,759,788 3,307,081 3,745,770 3,745,770 0
Fixed Assets 0 3,814,371 2,910,000 2,910,000 0
Expenditure Transfers (625,706) (1,353,155) (854,386) (854,386) 0
Expense Total 13,630,288 16,524,740 16,977,767 16,977,767 0
Revenue
Other Local Revenue 15,197,334 16,524,740 16,977,767 16,977,767 0
Revenue Total 15,197,334 16,524,740 16,977,767 16,977,767 0
Net Fund Cost (NFC): (1,567,046) 0 0 0 0
Allocated Positions (FTE) 21.0 21.0 21.0 21.0 0.0
Financial Indicators
Salaries as % of Total Exp 18% 17% 17% 17%
% Change in Total Exp 21% 3% 0%
% Change in Total Rev 9% 3% 0%
% Change in NCC 100% 0% 0%
Compensation Information
Permanent Salaries 1,340,188 1,550,602 1,590,325 1,590,325 0
Temporary Salaries 17,643 10,000 55,000 55,000 0
Permanent Overtime 128,394 100,000 110,000 110,000 0
Deferred Comp 22,920 28,020 26,220 26,220 0
Comp & SDI Recoveries (9,702) 0 0 0 0
Vacation/Sick Leave Accrual 7,802 0 0 0 0
FICA/Medicare 113,237 119,239 121,660 121,660 0
Ret Exp-Pre 97 Retirees 3,920 4,525 4,000 4,000 0
Retirement Expense 394,683 439,257 464,741 464,741 0
Employee Group Insurance 257,752 331,889 376,237 376,237 0
Retiree Health Insurance 97,253 100,000 94,811 94,811 0
OPEB Pre-Pay 60,824 42,868 40,621 40,621 0
Unemployment Insurance 547 779 1,590 1,590 0
Workers Comp Insurance 9,958 69,205 48,028 48,028 0
Public Works
General Government
176 County of Contra Costa FY 2020-2021 Recommended Budget
Description: The Fleet Services Internal
Service Fund (ISF) (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: $17,832,153
Financing: 17,832,153
Net Fund Cost: 0
Funding Sources:
Charges for Service 100.0% $17,832,153
FTE: 21.0
Public Works
General Government
County of Contra Costa FY 2020-2021 Recommended Budget 177
Road Fund Summary
Road Fund
2018-19
Actuals
2019-20
Budget
2020-21
Baseline
2020-21
Recommended Change
Expense
Services And Supplies 18,948,997 42,500,800 37,782,442 37,782,442 0
Other Charges 2,095,670 2,788,500 3,270,190 3,270,190 0
Fixed Assets 13,698 845,000 305,074 305,074 0
Expenditure Transfers 21,295,829 39,265,981 21,043,000 21,043,000 0
Expense Total 42,354,195 85,400,281 62,400,706 62,400,706 0
Revenue
Other Local Revenue 9,782,837 16,619,443 7,805,836 7,805,836 0
Federal Assistance 14,032,289 17,420,134 12,817,764 12,817,764 0
State Assistance 35,869,712 39,370,014 41,777,553 41,777,553 0
Revenue Total 59,684,837 73,409,591 62,401,153 62,401,153 0
Net Fund Cost (NFC): (17,330,642) 11,990,690 (447) (447) 0
Financial Indicators
Salaries as % of Total Exp
% Change in Total Exp 102% (27%) 0%
% Change in Total Rev 23% (15%) 0%
% Change in NCC (169%) (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: $35,129,982
Financing: 19,053,153
Net Fund Cost: 16,076,829
Funding Sources:
Federal Funding 36.5% $12,817,764
Misc. Road Svcs 9.7% 3,421,190
Charges for Svc &
Misc Govt 7.9% 2,769,199
Miscellaneous 0.1% 45,000
Fund Balance 45.8% 16,076,829
Public Works
General Government
178 County of Contra Costa FY 2020-2021 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: $27,270,724
Financing: 1,455,000
Net Fund Cost: 25,815,724
Funding Sources:
Miscellaneous 5.3% $1,440,000
Charges for Svc 0.1% 15,000
Fund Balance 94.6% 25,815,724
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: 41,893,000
Net Fund Cost: (41,893,000)
Funding Sources:
Other State Revenue 57.7% $24,157,614
Highway Taxes 42.0% 17,619,939
Interest Earnings 0.3% 115,447
Public Works
General Government
County of Contra Costa FY 2020-2021 Recommended Budget 179
Public Works Land Development
Land Development Fund
2018-19
Actuals
2019-20
Budget
2020-21
Baseline
2020-21
Recommended Change
Expense
Services And Supplies 189,048 201,100 151,100 151,100 0
Other Charges 39,549 60,000 80,000 80,000 0
Expenditure Transfers 2,585,558 3,000,000 3,041,000 3,041,000 0
Expense Total 2,814,154 3,261,100 3,272,100 3,272,100 0
Revenue
Other Local Revenue 2,794,153 3,261,100 3,272,100 3,272,100 0
Revenue Total 2,794,153 3,261,100 3,272,100 3,272,100 0
Net Fund Cost (NFC): 20,001 0 0 0 0
Financial Indicators
Salaries as % of Total Exp
% Change in Total Exp 16% 0% 0%
% Change in Total Rev 17% 0% 0%
% Change in NCC (100%) 0% 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: $3,272,100
Financing: 3,272,100
Net Fund Cost: 0
Funding Sources:
Development Fees 100.0% $3,272,100
Public Works
General Government
180 County of Contra Costa FY 2020-2021 Recommended Budget
Airport Enterprise Fund Summary
Airport Enterprise Fund
2018-19
Actuals
2019-20
Budget
2020-21
Baseline
2020-21
Recommended Change
Expense
Salaries And Benefits 2,511,715 2,894,682 3,083,001 3,083,001 0
Services And Supplies 1,786,607 1,882,470 1,704,348 1,704,348 0
Other Charges 1,580,288 911,047 542,595 542,595 0
Fixed Assets 0 4,580,816 1,080,000 1,080,000 0
Expenditure Transfers 204,533 233,200 256,525 256,525 0
Expense Total 6,083,142 10,502,215 6,666,469 6,666,469 0
Revenue
Other Local Revenue 5,479,171 5,616,399 5,329,348 5,329,348 0
Federal Assistance 284,609 3,718,125 540,000 540,000 0
State Assistance 18,305 92,954 24,300 24,300 0
Revenue Total 5,782,085 9,427,478 5,893,648 5,893,648 0
Net Fund Cost (NFC): 301,057 1,074,737 772,821 772,821 0
Allocated Positions (FTE) 17.0 18.0 18.0 18.0 0.0
Financial Indicators
Salaries as % of Total Exp 41% 28% 46% 46%
% Change in Total Exp 73% (37%) 0%
% Change in Total Rev 63% (37%) 0%
% Change in NCC 257% (28%) 0%
Compensation Information
Permanent Salaries 1,273,262 1,450,946 1,618,844 1,618,844 0
Temporary Salaries 16,273 0 0 0 0
Permanent Overtime 111,206 48,000 48,000 48,000 0
Deferred Comp 15,930 20,280 22,080 22,080 0
Vacation/Sick Leave Accrual (4,317) 25,000 25,000 25,000 0
FICA/Medicare 58,118 109,305 73,687 73,687 0
Ret Exp-Pre 97 Retirees 6,777 6,225 6,225 6,225 0
Retirement Expense 676,973 740,500 762,451 762,451 0
Employee Group Insurance 212,945 249,938 311,297 311,297 0
Retiree Health Insurance 123,876 125,165 114,126 114,126 0
OPEB Pre-Pay 10,766 53,851 51,611 51,611 0
Unemployment Insurance 520 729 1,620 1,620 0
Workers Comp Insurance 9,385 64,743 48,061 48,061 0
Public Works
General Government
County of Contra Costa FY 2020-2021 Recommended Budget 181
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: $6,666,469
Financing: 5,893,648
Net Fund Cost: 772,821
Funding Sources:
Aviation Operations 88.0% $5,864,648
Interest Earnings 0.4% 29,000
Fund Balance 11.6% 772,821
FTE: 18.0
Public Works
General Government
182 County of Contra Costa FY 2020-2021 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: $3,651,018
Financing: 657,474
Net Fund Cost: 2,993,544
Funding Sources:
Licenses, Permits,
Franchises 11.0% $401,000
Investment Earnings 3.8% 140,474
Charges for Service 3.2% 116,000
Fund Balance 82.0% 2,993,544
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: $10,122,352
Financing: 6,672,000
Net Fund Cost: 3,450,352
Funding Sources:
Miscellaneous Rev 32.0% $3,242,000
Charges for Service 24.7% 2,500,000
Investment Earnings 8.0% 810,000
State Aid 1.0% 100,000
Licenses, Permits
Franchises 0.2% 20,000
Fund Balance 34.1% 3,450,352
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).
SPRW Summary
Service: Discretionary
Level of Service: Mandatory
Expenditures: $5,376,127
Financing: 945,020
Net Fund Cost: 4,431,107
Funding Sources:
Investment Earnings &
Real Estate Rental 16.1% $865,020
Misc Revenue 1.5% 80,000
Fund Balance 82.4% 4,431,107
Public Works
General Government
County of Contra Costa FY 2020-2021 Recommended Budget 183
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 Summary
Service: Discretionary
Level of Service: Mandatory
Expenditures: $5,579,739
Financing: 234,000
Net Fund Cost: 5,345,739
Funding Sources:
Investment Earnings 4.2% $234,000
Fund Balance 95.8% 5,345,739
Area of Benefit Fees/Road
Development Fees
Description: This program area includes 15
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.
Area of Benefit/Road Development Fee
Summary
Service: Discretionary
Level of Service: Mandatory
Expenditures: $2,944,238
Financing: 3,309,750
Net Fund Cost: (365,512)
Funding Sources:
Developer Fees 96.4% $2,839,000
Investment Earnings 16.0% 470,750
Fund Balance (12.4%) (365,512)
CAO’s Recommendation
General Fund
Baseline Budget
The FY 2020-21 baseline budget decreased by
a general fund net of approximately $1,140,285.
This amount reflects the elimination of one-time
prior year funding rebudgeted for specific
projects. Examples of the projects include a
special district meter separation project, weed
abatement efforts, and a business analysis of
Public Works project delivery.
Personnel costs increased overall by $1,247,555
which include negotiated cost-of-living
increases.
Operating costs (including services and
supplies, debt service, depreciation and fixed
assets) increased by approximately $2.1 million
to reflect anticipated costs for utilities and
building maintenance.
Revenue and expenditure transfers increased by
approximately $3.4 million primarily from
charges for services and charges to other
special revenue funds.
Recommended Budget
The FY 2020-21 recommended budget
increased by a general fund net of $200,000.
The increase reflects the addition of one
custodial position as well as expanded custodial
support and equipment.
The County Administrator recommends the
additional appropriations to meet the anticipated
volume of facility needs in the coming year.
Fleet Internal Service Fund
The baseline budget for Fleet Services (Internal
Service Fund) increased by $453,027, reflecting
increased costs for salaries and benefits,
estimated vehicle purchases and repairs in FY
2020-21. 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
consists of maintenance and repair costs (parts
and labor).
Public Works
General Government
184 County of Contra Costa FY 2020-2021 Recommended Budget
Road Fund
The baseline expenditures for the Road Fund
decreased by $22,999,575 and revenue
decreased by $11,008,438 (a net decrease of
$11,990,243) due to anticipated road
construction projects. FY 2019-20 includes
funding related to the completion of the Local
Streets and Road preservation project, and
Byron Highway Traffic Improvement project,
and Kirker Pass Road Northbound construction,
expected to be completed in early 2020-21.
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 $11,000 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 decreased
expenditures by $3,835,746 and revenue by
$3,533,830 for a net decrease of $301,916. The
budget reflects increased salaries and benefits,
including a 3% cost of living increase and a $3.5
million decrease of appropriations for capital
improvement projects. The revenue decrease
is related to Federal Aviation Administration
grant funding.
Performance Measurements
Transportation Program: In 2019 Public Works
identified several opportunities for transportation
grants and were successful in generating
approximately $4.49 million in additional funding.
The efforts resulted in receiving almost $8.50 for
every $1 of staff time. This exceeded the
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), maintained a CRS rating of Class 5 that
became effective May 1, 2018. This rating
increased discounts on flood insurance
premiums for the community’s property owners
in Special Flood Hazard Areas to 25% from
20%.
Completed or awarded for construction
approximately 41 county capital building projects
in 2019. 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.
Partial list of projects awarded/completed by
Capital Projects Division in 2019
AWARDED
Remodel of Suite 200 for CCTV, 10 Douglas
Dr., Martinez
Improvements for Personnel section at 255
Glacier Dr., Martinez
Replace Liquid O2 Tanks at Contra Costa
Regional Medical Center (CCRMC)
Install WIFI Access 1 at 1000 Ward St.,
Martinez
Install WIFI Access 2 at 5555 Giant
Highway, Richmond
Medical Air Dryer Replacement at CCRMC
Construct Data Center, 2380 Bisso Ln.,
Concord
Modernize Elevator at 4545 Delta Fair Blvd.,
Antioch
Concord Care Center Improvements, 2047
Arnold Industrial Way, Suite A, Concord
Public Works
General Government
County of Contra Costa FY 2020-2021 Recommended Budget 185
COMPLETED
Fire Station No. 16, Lafayette
Fire Station 2 Roof Repair at 2012 Geary
Rd., Pleasant Hill
Fire Station 6 Roof Repair at 2210 Willow
Pass Rd., Concord
Danville Boulevard underground storage
tank removal, Danville
Tenant Improvements for Agriculture
Department and UC extension
Parking Lot Demo/Improvements at 1122
Escobar St., Martinez
Solar Panels at 1122 Escobar St. Martinez
Negativity Pressure Chemotherapy Room at
CCRMC
Remodel 2nd Floor, 40 Muir Rd., Martinez
Remodeling of 1st, 3rd & 4th floors at 900
Ward St, Martinez
Update E Ward Restrooms at CCRMC
Roof repair at 22 Castlewood Dr., Pittsburg
Pittsburg Health Center Resurfacing Parking
Lot, 2311 Loveridge Rd., Pittsburg
Restore Veterans Kitchen at 968 23rd St.,
Richmond
Emergency Supply Storage at 555 Escobar
St., Martinez
HSD Mobile Clinic Lot Improvements at 220
Glacier Dr., Martinez
Sheriff’s Vehicle Storage at 555 Escobar St.,
Martinez
Safety Improvements at Psych Emergency
at CCRMC – Phase I
Storm Water Treatment Facility, 1202
Escobar St., Martinez
Continued significant progress at the New
County Administration Building, Emergency
Operations Center/Public Safety Building, West
County Behavioral Health Center with
construction nearing completion and Fire Station
70.
Capital Projects Management currently has a
total of 78 funded projects valued at
approximately $344 million.
The beta version of the Asset Management
dashboard has been completed. Public Works is
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 11
public infrastructure projects on roads
throughout the County totaling over $17 million
improving the public roadway system.
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
2019, there were 16 safety deviations that were
not aviation or pilot related. This is up from 11
the previous year. Although the number
increased, the Airport Division has implemented
several features to help prevent safety
deviations, such as 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 will continue to purchase and put
into service electric, compressed natural gas
and hybrid vehicles in the effort to “green” the
fleet and reduce greenhouse gas emissions.
The division is looking for funding to help build
more electric vehicle charging stations at County
department buildings so more electric vehicles
can replace existing internal combustion engine
cars.
Recognized by the American Public Works
Association with a Project of the Year Award for
the Marsh Creek Road Bridge Replacement
project.
Real Estate Division began implementation of
Yardi Voyager Property Management software
for property and lease management. The
purpose of this property management database
system is to increase staff efficiency and
communication.
The Public Works Department pool car fleet for
use by staff at the Glacier campus is 100%
alternative fuel vehicles with hybrids and EV’s
being used by employees to conduct business
on behalf of the Department.
Public Works
General Government
186 County of Contra Costa FY 2020-2021 Recommended Budget
Administrative and Program Goals
Recruitment/Retention and Succession
Planning
With a continued stable economy, increased
requests from County departments for work and
considerable public infrastructure needs, the
competition to attract and retain qualified staff in
many classifications throughout the department
remains challenging. Public Works continues to
review and implement better ways to recruit,
retain, and prepare staff to meet the
department’s goals and deliver our mission. The
Department continually reviews initiatives to
promote work/life balance, employee morale and
“fun in the workplace.” Staff workload has
increased and Public Works looks for ways to
improve the intangible benefits it can provide to
increase retention for staff. The Department has
developed a training program that looks at both
department and employees’ needs for
professional development and is improving it
with input from staff within the organization to
ensure creation of a meaningful training program
for now and into the future. Public Works
anticipates a large number of senior level staff
retiring within the department and recognizes
this trend will continue in the coming years.
Therefore, they implemented a succession
planning effort as a priority to ensure staff are
ready to move into leadership positions. The
Department intends to improve on these efforts
and identify additional ways to prepare for
succession planning challenges putting
themselves into a position to be successful in
the future and minimize negative impacts that
may result from these experienced well-trained
staff leaving the Department.
Communication
Public Works will continue looking at better ways
to communicate with staff, customers and the
public in their work and during the service
delivery process by challenging themselves,
using technology available and promoting open
honest communications as cited in the
departmental values. Communication in the
Department is sometimes difficult with a large
staff, multiple job sites and field personnel.
Public Works is looking at how to ensure that all
employees are informed of Department
priorities, goals, issues and events. They have
embarked on a series of efforts to improve
departmental communication by engaging staff
in a variety of ways and the goal is to continue
these efforts and improve on the efforts
underway, while developing other strategies to
improve overall communication.
Given the breadth of the customer base, clear
communication with customers can also be
challenging. Public Works is committed to clear
open communication 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
communication and technology. The Department
will continue to pursue best management
practices in communicating with all partners and
customers.
Cost Recovery
There are several programs that are funded with
restricted funds or through fees for services that
need review. Also, many funding sources are
frozen at specific levels due to laws and statutes
freezing them at levels in place at the time they
were passed. In addition, due to the current
fiscal environment, revenue for many of the
services provided by the Department is very
limited given the competing programs and
services demanded by other departments and
the public. Public Works must continue to work
with constituents and Board members to explain
funding constraints and define fiscally
responsible levels of service that are acceptable
to all. In addition, the Department must continue
to explore potential revenue sources and pursue
those opportunities when they present
themselves.
Project Delivery Efficiency
To improve service delivery to customers, Public
Works is working on improving project delivery
process for horizontal assets (roads, flood
control, airport, and special districts). Efficient
use of public funds is critical to delivery of the
capital project program. The more efficient
Public Works is with its limited revenues, the
more projects can be delivered that will benefit
the public. Over the last year, several key
activities were identified in the project delivery
process that can be improved. The Department
has developed action items for improvement and
has started implementation. The goal is to
Public Works
General Government
County of Contra Costa FY 2020-2021 Recommended Budget 187
finalize a project prioritization model, detailed
process mapping, improved and consistent
project expenditure records, and implement
project management/document management
software to improve efficiency. Having these
components in place will help inform the
decision making process in order to continue
making improvements to 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, the
Department has made considerable
improvements in regards to overall asset
management of these facilities including the
development of an asset management
“dashboard” to help guide the County in
managing its building assets. Further efforts are
necessary to maintain the dashboard with
current facility condition information and update
estimates for capital maintenance repairs. This
tool will assist Public Works in working with the
County Administrator’s Office developing a
Capital Improvement Program (CIP) this year.
This tool will also assist in tracking and planning
maintenance of County buildings, thereby
improving efficiency in building maintenance.
The goal is to improve effectiveness as well as
provide a tool to develop and maintain a reliable
and responsive CIP.
Stormwater/Flood Control Funding
Developing sustainable funding for stormwater
and flood control services continues to be a
priority. Since Proposition 13 and Proposition
218, the ability to fund these services has been
very challenging. Given these funding
challenges, appropriate levels of preventative
maintenance for flood control facilities is not
possible. The deferred maintenance backlog is
growing and will continue to grow without an
infusion of revenue to provide the critical
maintenance necessary to respond to aging
flood control infrastructure. Staff has been
working at the State level to support legislation
to resolve this funding inequity, while working
locally with the Board of Supervisors and the
Bay Area Flood Protection Agencies
Association.
The Flood Control District made progress on the
Facility Condition Assessment of flood control
infrastructure, reaching 75% complete. Once
completed, this will allow Public Works to better
understand long-term maintenance needs for
these facilities and better understand when
facilities will need to be replaced. Approximately
40% of 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, Public Works
continues to review services and funding to
better serve the public and regulatory
expectations. They continue to work with County
partners, including the Department of
Conservation and Development and County
Administrator’s Office to implement the Climate
Action Plan (CAP) adopted by the Board of
Supervisors in 2016. The Municipal Regional
Stormwater Permit requires the County to
develop and adopt a Green Infrastructure Plan
looking at how storm drain infrastructure in
Contra Costa can implement “green” sustainable
infrastructure. The plan was adopted in August
2019 and is now in the implementation phase.
The Climate Action Plan includes installation of
solar panels and additional electric vehicle
chargers at County facilities to support greater
independence from carbon-based fuel. Public
Works will continue to look for funding
opportunities to implement these green projects
in roadways, public properties, and parking lots.
Transportation and Building Infrastructure
Funding
Contra Costa County Public Works is
responsible for the County’s unincorporated
road infrastructure and County building
infrastructure. These facilities require on-going
maintenance and capital improvement and
replacement activities to maintain the safe and
efficient operation of these facilities. Funding for
these on-going maintenance operations and
capital improvement and replacement needs has
been a challenge.
Although SB1 improved the funding situation for
road maintenance, SB1 did not fully address the
Public Works
General Government
188 County of Contra Costa FY 2020-2021 Recommended Budget
needs identified in the Local Streets and Road
Needs Assessment report prepared by the
California State Association of Counties and the
League of Cities. However, with the additional
funding, the goal is to improve the overall
condition of unincorporated County roads and
maintain a system that is safe, reliable, efficient,
sustainable and provides mobility options for the
users of the system.
On the County buildings side, the County has
allocated $10 million a year for facility deferred
maintenance work over the last 5 years. While
this allocation is a positive step in addressing
the overall poor condition of the County building
portfolio, it is not sufficient to address the $300
million deferred maintenance needs for County
buildings. The Department will be working with
the County Administrator’s Office to focus on an
asset management and capital improvement
program that will help prioritize improvements
and use the allocated funds efficiently. A goal of
the asset management plan is to also manage
the overall portfolio to dispose of high
maintenance assets, consolidate operations,
and balance the portfolio mix of owned and
leased assets. Sufficient funding to operate and
maintain County buildings continues to be a
challenge.
Traffic Safety
Public Works is looking at ways of reducing fatal
and major injury collisions on unincorporated
County roads. The County has adopted a Vision
Zero approach to traffic safety. The goal of the
Vision Zero approach is to reduce fatal and
major injury collision to zero. The Department is
working on identifying a high incident road
network map and developing countermeasures
to address any safety concerns. Public Works
will prioritize key areas where improvements are
needed and use the Vision Zero approach to
justify grant funding applications. The Vision
Zero goal is to use Engineering, Enforcement,
Education, and Emergency Response to find
solutions in reaching a goal of zero.
Accreditation Program
As part of the 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 working on the fifth Re-
Accreditation from APWA this year. The goals
are to maintain the Accreditation status, learn
from other Public Works agencies throughout
North America and have some of Public Works’
policies and processes identified as model
policies by the APWA Accreditation team when
they visit the agency in Fall 2020.
Public Works
General Government
County of Contra Costa FY 2020-2021 Recommended Budget 189
FY 2020-21
Program Modification List
Order
Reference
to
Mand/Disc
List
Program Name Services FTE Net County
Cost Impact Impact
1 3 Facilities
Maintenance
Salaries and
Benefits 1.0 180,000
Add 1 Custodian II position
and expanded custodial
support
2 3 Facilities
Maintenance
Services and
Supplies 0.0 20,000 Custodial supplies and
equipment.
Total 1.0 200,000
Public Works
General Government
190 County of Contra Costa FY 2020-2021 Recommended Budget
Russell V. Watts, Treasurer
Treasurer –Tax Collector
General Government
County of Contra Costa FY 2020-2021 Recommended Budget 191
General Fund
2018-19
Actuals
2019-20
Budget
2020-21
Baseline
2020-21
Recommended Change
Expense
Salaries And Benefits 3,602,162 4,021,185 4,262,988 4,262,988 0
Services And Supplies 1,563,127 1,689,348 1,663,762 1,663,762 0
Other Charges 5,616 6,500 6,500 6,500 0
Fixed Assets 41,413 141,101 0 0 0
Expenditure Transfers 926 491 1,100 1,100 0
Expense Total 5,213,245 5,858,625 5,934,350 5,934,350 0
Revenue
Other Local Revenue 3,324,753 3,228,625 3,259,350 3,259,350 0
Revenue Total 3,324,753 3,228,625 3,259,350 3,259,350 0
Net County Cost (NCC): 1,888,491 2,630,000 2,675,000 2,675,000 0
Allocated Positions (FTE) 29.5 30.5 30.5 30.5 0.0
Financial Indicators
Salaries as % of Total Exp 69% 69% 72% 72%
% Change in Total Exp 12% 1% 0%
% Change in Total Rev (3%) 1% 0%
% Change in NCC 39% 2% 0%
Compensation Information
Permanent Salaries 2,056,800 2,330,633 2,481,716 2,481,716 0
Temporary Salaries 9,512 0 0 0 0
Permanent Overtime 1,256 2,000 2,000 2,000 0
Deferred Comp 48,264 50,520 57,180 57,180 0
Comp & SDI Recoveries (23,045) 0 0 0 0
FICA/Medicare 147,833 172,742 181,994 181,994 0
Ret Exp-Pre 97 Retirees 6,595 7,000 7,000 7,000 0
Retirement Expense 654,563 719,620 752,603 752,603 0
Employee Group Insurance 290,801 347,148 409,958 409,958 0
Retiree Health Insurance 223,689 222,532 231,240 231,240 0
OPEB Pre-Pay 102,044 99,146 98,728 98,728 0
Unemployment Insurance 688 1,180 2,489 2,489 0
Workers Comp Insurance 83,161 68,663 38,080 38,080 0
Department Description
This table represents information in aggregate
format summarizing expenditures, revenues,
and net County costs for three divisions.
Included is data for the following divisions:
Treasurer, Tax Collection and Business
Licenses.
Treasurer –Tax Collector
General Government
192 County of Contra Costa FY 2020-2021 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 December 31, 2019, the Treasury managed
over $3.8 billion in its investment pool.
Treasurer Summary
Service: Mandatory
Level of Service: Discretionary
Expenditures: $1,613,550
Financing: 277,200
Net County Cost: 1,336,350
Funding Sources:
Investment Fees 17.2% $277,200
General Fund 82.8% 1,336,350
FTE: 7.4
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: $4,100,636
Financing: 2,857,700
Net County Cost: 1,242,936
Funding Sources:
Tax Admin. Fees 43.2% $1,770,000
Property Svc Cost 11.5% 470,700
State 8.8% 363,000
Other Admin Fees 6.2% 254,000
General Fund 30.3% 1,242,936
FTE: 21.4
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: $220,164
Financing: 124,450
Net County Cost: 95,714
Funding Sources:
Administrative Fees 53.1% $117,000
License Fees 3.4% 7,450
General Fund 43.5% 95,714
FTE: 1.7
Treasurer – Tax Collector
General Government
County of Contra Costa FY 2020-2021 Recommended Budget 193
CAO’s Recommendation
The baseline net County cost increased by
$45,000 from the FY 2019-20 Budget.
Total salary and benefits costs increased by a
net of $241,803 over the current year, reflecting
a negotiated Cost-of-Living Adjustment of 3%,
plus additional health care costs. The increase
also covers the cost of a Business Tax
Specialist position. Added in December 2019,
the position will administer the Business License
Tax, Transient Occupancy Tax and Cannabis
Tax as well as perform other related duties.
Services and supplies decreased by a net of
$25,586. The decrease reflects the elimination
of one-time appropriations totaling $50,000 as
well as increases of $24,414 mainly due to
interdepartmental charges for data processing
services.
Fixed Assets decreased by a net of $141,101
which includes the elimination of $130,000 from
one-time Venture Capital funds received in FY
2019-20 for a cashiering project, back-up server
and cooling unit.
Expenditure transfers increased by $609 to
match Fleet Services estimates.
Revenues increased by $30,725. This is mainly
due to the trending increases in assessment
collection fees over the past couple of years.
The Property Assessed Clean Energy program
(PACE) and the passing of Measure AA in 2017
added nearly 2,900 assessments to the Secured
tax bills. Measure AA created a new parcel tax
in the nine Bay Area counties to restore tidal
marshes and help secure flood protection.
The recommended net County cost of
$2,675,000 will provide the funding necessary to
maintain mandated services in FY 2020-21.
Performance Measurement
The Treasurer-Tax Collector’s Office issued
373,874 Secured and 42,435 Unsecured tax
bills through February 5, 2020. Collections
through February 5, 2020 were 58.42% of
secured taxes and 96.5% of unsecured taxes,
which is 1.30% and 0.95% less than the same
timeframe last year respectively. The
collaboration with the California Franchise Tax
Board’s Personal Income Tax Intercept program
resulted in $152,764 of delinquent unsecured
tax revenues that otherwise may have been
uncollectible. The department completed $56.8
billion in banking transactions, processed $7.8
billion deposits and funded $7.9 billion warrants
during the FY 2018-2019. 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 14 online auctions
resulting in 187 parcels sold, generating over
$6.2 million in revenues that otherwise may
have been uncollected.
2018-19 Accomplished Goals
The entire Office staff successfully completed
the five online Smart Customer Service series in
TargetSolutions. Highlights of each course were
reviewed in the subsequent monthly staff
meetings. Additionally, staff completed training
on Cybersecurity Awareness, Wildfire Smoke
Safety, and Surviving an Active Shooter event.
All management staff completed CPR training or
were certified in the CPR/First Aid/AED training
program.
Treasurer –Tax Collector
General Government
194 County of Contra Costa FY 2020-2021 Recommended Budget
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
122,783 electronic transactions resulting in more
than $573 million in property tax payments for
FY 2018-2019. Through February 4, 2020 there
were 79,362 transactions for over $393 million
which is a 17.9% increase in transactions and
nearly $59 million in property tax revenues from
the same period ending February 4, 2019. The
Electronic Billing service increased by 568
subscriptions resulting in a savings in supplies,
labor and postage 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 24,000 subscribers or 6.5%
of all secured tax bills, which helped contribute
to more timely payments of property taxes.
A comprehensive review, analysis, and
negotiation of the County’s banking relationship
for financial and lockbox services was
conducted in FY 2018-19. As a result, the
County realized $168,811 in savings through
December 31, 2019 with an estimated 5.3%
savings in banking services for the FY 2019-20.
Additional savings will be realized over the next
several years as a result of the five-year
extension to the banking service fee agreement.
The Office has been preparing a Business
Continuity Plan and is working with DoIT on
further disaster recovery efforts for mission
critical software and services. As part of the
Plan, a backup server was acquired in FY 2018-
19.It is located off-site and ready to be deployed
should services in the Finance Building become
inaccessible. The Office staff will have access to
internal records and applications should
relocation of operations be required within the
County’s information technology network.
2020-21 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.
•Include an informational flyer with
secured and unsecured tax bills.
Explore cost saving and cost recovery
opportunities in treasury operations through
analysis of investment fees and the delivery of
service.
•Enhance the Electronic Deposit Permit
system to include bank reconciliation
functions.
Review mission critical services and software,
and explore/determine need for enhancement
and/or replacement.
•Conduct a Request for Proposal to
replace legacy tax system.
Health & Human Services
Health & Human ServicesCounty of Contra Costa
Functional Group Summary
Health and Human Services
County of Contra Costa FY 2020-2021 Recommended Budget 195
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
2018-19
Actuals
2019-20
Budget
2020-21
Baseline
2020-21
Recommended Change
Expense
Salaries And Benefits 359,267,214 418,537,533 437,971,206 442,766,770 4,795,564
Services And Supplies 352,785,297 364,131,644 371,606,330 371,606,330 0
Other Charges 162,592,045 205,478,852 227,580,791 227,580,791 0
Fixed Assets 1,330,601 1,325,126 2,897,803 2,897,803 0
Expenditure Transfers (19,450,223) (14,487,803) (17,639,135) (17,858,005) (218,870)
Expense Total 856,524,934 974,985,352 1,022,416,995 1,026,993,689 4,576,694
Revenue
Other Local Revenue 213,884,311 252,884,310 261,154,344 262,865,378 1,711,034
Federal Assistance 250,592,635 278,485,529 279,698,231 280,406,980 708,749
State Assistance 265,200,172 276,141,079 294,719,330 294,719,330 0
Revenue Total 729,677,118 807,510,918 835,571,906 837,991,689 2,419,783
Net County Cost (NCC): 126,847,816 167,474,434 186,845,089 189,002,000 2,156,911
Allocated Positions (FTE) 3,187.7 3,216.7 3,174.7 3,221.8 47.1
Financial Indicators
Salaries as % of Total Exp 42% 43% 43% 43%
% Change in Total Exp 14% 5% 0%
% Change in Total Rev 11% 3% 0%
% Change in NCC 32% 12% 1%
Compensation Information
Permanent Salaries 206,462,452 243,098,962 255,305,116 258,322,713 3,017,597
Temporary Salaries 7,184,699 5,295,435 4,258,013 4,258,013 0
Permanent Overtime 2,270,753 2,715,313 2,403,346 2,403,346 0
Deferred Comp 2,337,887 3,126,180 3,306,169 3,336,769 30,600
Hrly Physician Salaries 56,134 86,174 66,632 66,632 0
Perm Physicians Salaries 2,469,415 4,644,956 6,156,185 6,156,185 0
Perm Phys Addnl Duty Pay 39,600 40,490 30,846 30,846 0
Comp & SDI Recoveries (934,617) (1,009,144) (982,748) (982,748) 0
FICA/Medicare 15,821,298 18,898,472 19,983,704 20,226,142 242,438
Ret Exp-Pre 97 Retirees 664,959 770,691 797,961 797,961 0
Retirement Expense 65,828,459 76,321,448 79,573,939 80,477,085 903,146
Employee Group Insurance 32,796,456 42,895,597 46,182,992 46,726,507 543,515
Retiree Health Insurance 10,869,567 10,971,144 10,821,347 10,821,347 0
OPEB Pre-Pay 4,768,796 4,718,374 4,665,976 4,665,976 0
Unemployment Insurance 81,414 126,320 239,718 242,730 3,012
Workers Comp Insurance 8,695,342 5,959,026 5,283,915 5,339,171 55,256
Labor Received/Provided (145,401) (121,905) (121,905) (121,905) 0
Functional Group Summary
Health and Human Services
196 County of Contra Costa FY 2020-2021 Recommended Budget
FY 2020-21
Recommended General Fund Expenditures
FY 2019-20
Recommended General Fund Expenditures
Child Support Services
Melinda Self, Director Health and Human Services
County of Contra Costa FY 2020-2021 Recommended Budget 197
Department of Child Support
Services Fund
2018-19
Actuals
2019-20
Budget
2020-21
Baseline
2020-21
Recommended Change
Expense
Salaries And Benefits 16,631,736 19,034,265 19,096,267 19,534,123 437,856
Services And Supplies 1,132,903 705,147 739,028 739,028 0
Other Charges 549,208 679,907 720,362 720,362 0
Expenditure Transfers 250,768 290,857 288,487 288,487 0
Expense Total 18,564,614 20,710,176 20,844,144 21,282,000 437,856
Revenue
Other Local Revenue 23,575 0 0 0 0
Federal Assistance 18,560,307 20,383,000 20,166,254 21,282,000 1,115,746
Revenue Total 18,583,881 20,383,000 20,166,254 21,282,000 1,115,746
Net Fund Cost (NFC): (19,267) 327,176 677,890 0 (677,890)
Allocated Positions (FTE) 144.0 153.0 152.0 157.0 5.0
Financial Indicators
Salaries as % of Total Exp 90% 92% 92% 92%
% Change in Total Exp 12% 1% 2%
% Change in Total Rev 10% (1%) 6%
% Change in NCC (1,798%) 107% (100%)
Compensation Information
Permanent Salaries 9,077,144 11,398,141 11,221,958 11,470,326 248,368
Temporary Salaries 8,040 48,529 12,054 12,054 0
Permanent Overtime 63,220 4,864 4,864 4,864 0
Deferred Comp 96,828 142,020 161,040 170,040 9,000
Comp & SDI Recoveries (33,627) 0 0 0 0
FICA/Medicare 657,042 819,080 827,495 842,308 14,813
Ret Exp-Pre 97 Retirees 28,964 55,818 55,818 55,818 0
Retirement Expense 2,872,482 3,396,516 3,377,418 3,454,189 76,771
Employee Group Insurance 1,393,620 1,844,921 2,134,486 2,211,270 76,784
Retiree Health Insurance 687,120 684,449 688,528 688,528 0
OPEB Pre-Pay 1,333,033 294,325 294,436 294,436 0
Unemployment Insurance 3,338 5,523 11,125 11,394 269
Workers Comp Insurance 444,533 340,079 307,045 318,896 11,851
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
198 County of Contra Costa FY 2020-2021 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 paternity, child,
and medical support;
•Enforcing court orders for child, family, and
medical support;
•Collecting and distributing support
payments;
•Maintaining accounts of payments paid and
payment due; and
•Modifying court orders when appropriate.
Operations are controlled by the regulations of
the State Department of Child Support Services.
With an expected increase in federal funding,
DCSS is adding 1.0 Child Support Supervisor,
1.0 Attorney-Entry Level, 1.0 Information
Systems Programmer/Analyst II and 3.0 Child
Support Specialist I positions. The new Child
Support Supervisor will focus on outreach and
increase the department caseload. The Attorney
will support the Legal Team. The Information
Systems Programmer/Analyst II will streamline
workflow processes. Three new Child Support
Specialists will assist Uniform Interstate Family
Support Act and enforcement functions within
the department.
Child Support Services Summary
Service: Mandatory
Level of Service: Mandatory
Expenditures: $21,282,000
Financing: $21,282,000
Net Fund Cost: 0
Funding Sources:
Federal 100.0% $21,282,000
FTE: 157.0
CAO Recommendation
The fiscal year 2020-21 Baseline Budget
expenditures reflect an increase of $571,824
compared to FY 2019-20. This anticipated
increase is due to increase salary and benefit
expenses. Federal Revenue is anticipated to
increase by $1.1 million. The increase in federal
revenue will offset the Department’s increased
salary and benefit costs, as well as, fund an
additional 5.0 FTEs.
The FY 2020-21 Recommended Budget for the
Department of Child Support Services maintains
current service levels. There are no reductions
from the Baseline Budget.
Performance Measures
Federal Performance Measure: The
effectiveness of DCSS is evaluated by
measures in five critical areas, each Federal
Fiscal Year (FFY):
1.Child Support Orders
Status of FY 2019 Goals: Achieved 96.3%
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
increased. Compared against all other large
counties, Contra Costa County tied for first
place in this performance measure.
Child Support Services
Health and Human Services
County of Contra Costa FY 2020-2021 Recommended Budget 199
2.Current Child Support Collections
Status of FY 2019 Goals: Achieved 73.4%
of cases with current support collected, an
increase of 0.9% over last year.
3.Arrears Collections
Status of FY 2019 Goals: Achieved 70.7%
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 66.7%. DCSS has
consistently maintained participation above
the statewide average.
4.Operational Cost-effectiveness
Status of FY 2019 Goals: Achieved $3.88
in cost effectiveness, an increase of $0.09
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 FFY 2019, the California State
average was $2.52 collected for each dollar
expended. Contra Costa DCSS is 35% more
effective than the State average, collecting
$3.88 for each dollar spent on operations.
5. Statewide Paternity Establishment
Percentage (PEP)
Status of FY 2019 Goals: Achieved 107.0%
in statewide PEP. This is a 5% increase
compared to last year.
Paternity is the establishment of fatherhood
for a child, either by court determination,
administrative process or voluntary
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%
Contra
Costa
Statewide
Collections
on Current
Support
62.0%
64.0%
66.0%
68.0%
70.0%
72.0%
Contra
Costa
Statewide
Cases with
Arrears
Collections
$1.50
$2.00
$2.50
$3.00
$3.50
$4.00
$4.50
Contra
Costa
Statewide
Cost
Effectiveness
Child Support Services
Health and Human Services
200 County of Contra Costa FY 2020-2021 Recommended Budget
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 2020 by:
o Maintaining distributed collections of at
least $3.88 in cost effectiveness;
o Maintaining the percentage of current
support collected, at 73%;
o Increasing the percentage of cases with
arrearages collection to 71%;
o Maintaining the percentage of cases
with child support orders at 96%; and,
o Maintaining statewide PEP at 100% or
above.
FY 2020-21
Program Modification List
Order
Reference
to Mand/
Disc List
Program
Name Services FTE Net Fund
Impact Impact
1 1
Child
Support
Services
Federal Revenue 0.0 1,115,746 Increase Federal revenue.
2 1
Child
Support
Services
Staff Reduction (1.0) (249,500)
Delete one vacant Chief
Assistant Director of Child
Support Services position.
3 1
Child
Support
Services
Add Staff 6.0 687,356
Add 1.0 Child Support
Supervisor, 1.0 Attorney-Entry
Level, 1.0 Information Systems
Programmer/Analyst II and 3.0
Child Support Specialist I
positions.
Total 5.0 (677,890)
96.0%
98.0%
100.0%
102.0%
104.0%
106.0%
108.0%
Contra
CostaStatewide
Paternity
Declaration
Employment and Human Services
Kathy Gallagher, Director Health and Human Services
County of Contra Costa FY 2020-2021 Recommended Budget 201
Employment and Human Services General Fund Summary
General Fund
2018-19
Actuals
2019-20
Budget
2020-21
Baseline
2020-21
Recommended Change
Expense
Salaries And Benefits 188,464,338 214,378,520 220,992,596 223,248,160 2,255,564
Services And Supplies 108,220,470 120,628,268 129,984,563 129,984,563 0
Other Charges 130,946,500 139,557,763 146,311,889 146,311,889 0
Fixed Assets 652,093 553,600 2,094,003 2,094,003 0
Expenditure Transfers 6,709,618 7,380,873 6,587,255 6,368,385 (218,870)
Expense Total 434,993,018 482,499,024 505,970,306 508,007,000 2,036,694
Revenue
Other Local Revenue 84,600,522 108,936,273 110,083,334 111,794,368 1,711,034
Federal Assistance 147,830,507 168,508,215 174,194,672 174,903,421 708,749
State Assistance 176,844,371 177,436,536 190,309,211 190,309,211 0
Revenue Total 409,275,400 454,881,024 474,587,217 477,007,000 2,419,783
Net County Cost (NCC): 25,717,618 27,618,000 31,383,089 31,000,000 (383,089)
Allocated Positions (FTE) 1792.5 1,793.5 1,751.0 1,769.0 18.0
Financial Indicators
Salaries as % of Total Exp 43% 44% 44% 44%
% Change in Total Exp 11% 5% 0%
% Change in Total Rev 11% 4% 1%
% Change in NCC 7% 14% (1%)
Compensation Information
Permanent Salaries 107,326,654 123,648,784 130,276,995 131,636,450 1,359,455
Temporary Salaries 3,884,070 3,148,523 883,017 883,017 0
Permanent Overtime 895,034 1,456,566 796,775 796,775 0
Deferred Comp 1,316,066 1,730,965 1,749,094 1,779,694 30,600
Comp & SDI Recoveries (835,341) (825,826) (802,035) (802,035) 0
FICA/Medicare 8,203,293 9,718,216 9,976,347 10,080,444 104,097
Ret Exp-Pre 97 Retirees 338,792 415,371 418,078 418,078 0
Retirement Expense 33,758,709 38,221,552 39,287,374 39,709,805 422,431
Employee Group Insurance 17,944,911 22,993,670 25,251,190 25,555,188 303,998
Retiree Health Insurance 6,866,106 6,839,584 6,784,246 6,784,246 0
OPEB Pre-Pay 3,061,015 3,054,690 3,005,336 3,005,336 0
Unemployment Insurance 40,935 63,523 130,320 131,681 1,361
Workers Comp Insurance 5,687,590 3,912,904 3,235,860 3,269,482 33,622
Labor Received/Provided (23,496) 0 0 0 0
Employment and Human Services
Health and Human Services
202 County of Contra Costa FY 2020-2021 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
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 individuals
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 2020-2021 Recommended Budget 203
Administrative Services
General Fund
2018-19
Actuals
2019-20
Budget
2020-21
Baseline
2020-21
Recommended Change
Expense
Salaries And Benefits 33,171,372 35,730,983 36,249,352 36,249,352 0
Services And Supplies 18,577,493 21,053,231 20,465,148 20,465,148 0
Other Charges 456,218 940,697 522,864 522,864 0
Fixed Assets 507,138 53,600 1,594,003 1,594,003 0
Expenditure Transfers (46,348,091) (51,115,520) (53,951,367) (53,951,367) 0
Expense Total 6,364,130 6,662,991 4,880,000 4,880,000 0
Revenue
Other Local Revenue 209,828 0 0 0 0
Federal Assistance 93,205 0 0 0 0
State Assistance 5,349,634 5,966,991 2,698,000 2,698,000 0
Revenue Total 5,652,667 5,966,991 2,698,000 2,698,000 0
Net County Cost (NCC): 711,463 696,000 2,182,000 2,182,000 0
Allocated Positions (FTE) 206.0 206.0 209.0 209.0 0.0
Financial Indicators
Salaries as % of Total Exp 521% 536% 743% 743%
% Change in Total Exp 5% (27%) 0%
% Change in Total Rev 6% (55%) 0%
% Change in NCC (2%) 214% 0%
Compensation Information
Permanent Salaries 16,031,565 17,440,369 18,896,495 18,896,495 0
Temporary Salaries 921,254 1,000,000 0 0 0
Permanent Overtime 34,289 94,041 15,820 15,820 0
Deferred Comp 190,319 219,143 236,100 236,100 0
Comp & SDI Recoveries (16,424) (45,041) (15,820) (15,820) 0
FICA/Medicare 1,233,231 1,381,825 1,408,594 1,408,594 0
Ret Exp-Pre 97 Retirees 52,955 73,886 73,886 73,886 0
Retirement Expense 5,323,531 5,840,856 5,968,469 5,968,469 0
Employee Group Insurance 2,410,939 2,942,370 3,177,548 3,177,548 0
Retiree Health Insurance 6,233,595 6,202,137 6,164,465 6,164,465 0
Unemployment Insurance 6,414 9,287 18,900 18,900 0
Workers Comp Insurance 866,373 572,110 466,829 466,829 0
Labor Received/Provided (116,670) 0 (161,934) (161,934) 0
Employment and Human Services
Health and Human Services
204 County of Contra Costa FY 2020-2021 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,
the California Work Opportunity and
Responsibility to Kids Information Network
(CalWIN) program administration, fixed assets,
vehicles, safety and disaster preparedness and
readiness, and building occupancy. Overhead
administrative costs are billed out to all EHSD
Departments through transfers.
The Baseline Budget includes the deletion of
one vacant position. The FY 2020-21
Recommended Budget includes an overall
increase in expenditures of $1,052,856
compared to FY 2019-20. The overall increase
is due to a combination of increased staffing
costs, an increase in capital improvements, a
reduction in operating costs, and an increase in
the transfers out of Administrative Services to
program administration bureaus. The increase in
General Fund appropriation to Administrative
Services is largely to fund the procurement of
capital improvements, including roof repair and
procurement of chillers. Some reductions in
expenditures and revenue were due to
contractual changes related to the CalWIN
budget. A major CalWIN contract previously
managed by Contra Costa County is now being
administered through another CalWIN partner.
No adjustment from Baseline to Recommended
Budget for FY 2020-21 is required.
Administrative Services Summary
Service: Discretionary
Level of Service: Discretionary
Gross Expenditures: $58,831,367
Financing: 56,649,367
Net County Cost: 2,182,000
Funding Sources:
Transfers 91.7% $53,951,367
State 4.6% 2,698,000
General Fund 3.7% 2,182,000
FTE: 209.0
Employment and Human Services
Health and Human Services
County of Contra Costa FY 2020-2021 Recommended Budget 205
Children and Family Services Bureau
General Fund
2018-19
Actuals
2019-20
Budget
2020-21
Baseline
2020-21
Recommended Change
Expense
Salaries And Benefits 42,966,672 51,312,622 54,056,588 56,018,112 1,961,524
Services And Supplies 22,237,314 25,116,170 25,740,662 25,740,662 0
Other Charges 52,605,469 55,377,567 57,279,412 57,279,412 0
Expenditure Transfers 5,564,711 10,710,641 7,891,725 8,274,814 383,089
Expense Total 123,374,167 142,517,000 144,968,387 147,313,000 2,344,613
Revenue
Other Local Revenue 48,583,763 70,907,936 70,786,562 72,497,596 1,711,034
Federal Assistance 37,824,417 39,856,090 40,039,878 40,673,457 633,579
State Assistance 30,469,367 25,105,974 27,737,947 27,737,947 0
Revenue Total 116,877,547 135,870,000 138,564,387 140,909,000 2,344,613
Net County Cost (NCC): 6,496,619 6,647,000 6,404,000 6,404,000 0
Allocated Positions (FTE) 400.5 400.5 398.5 413.5 15.0
Financial Indicators
Salaries as % of Total Exp 35% 36% 37% 38%
% Change in Total Exp 16% 2% 2%
% Change in Total Rev 16% 2% 2%
% Change in NCC 2% (4%) 0%
Compensation Information
Permanent Salaries 25,838,460 31,355,022 33,544,014 34,735,608 1,191,594
Temporary Salaries 605,051 464,000 0 0 0
Permanent Overtime 251,642 206,914 109,269 109,269 0
Deferred Comp 296,283 411,960 422,640 447,840 25,200
Comp & SDI Recoveries (130,275) (206,914) (109,269) (109,269) 0
FICA/Medicare 1,966,330 2,427,084 2,563,794 2,654,973 91,179
Ret Exp-Pre 97 Retirees 78,857 4,493 4,493 4,493 0
Retirement Expense 7,869,309 9,402,389 9,941,824 10,312,806 370,982
Employee Group Insurance 4,010,147 5,332,671 5,811,569 6,063,504 251,935
OPEB Pre-Pay 814,360 920,966 906,086 906,086 0
Unemployment Insurance 9,970 15,879 33,547 34,738 1,191
Workers Comp Insurance 1,358,164 978,158 828,621 858,064 29,443
Labor Received/Provided (1,626) 0 0 0 0
Employment and Human Services
Health and Human Services
206 County of Contra Costa FY 2020-2021 Recommended Budget
Description: The primary responsibility of
Children and Family Services is to promote the
safety, permanency and well-being of children
residing in Contra Costa County.
The Children and Family Services (CFS) Bureau
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 CFS 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 promote
family engagement and permanency. Programs
and services funded by CCR include a
streamlined Resource Family 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 services, and Foster
Care and Adoptions Eligibility programs. The
budget also includes Adoptions Assistance and
Foster Care payments to support adopted
children or children placed in out-of-home care.
The budget also supports Child Abuse
Prevention contracts.
The FY 2020-21 Recommended Budget
includes an overall increase of $4,796,000
compared to FY 2019-20. This increase is due
to increased staffing costs, an increase in
contracted services, and increased Adoption
and Foster Care assistance payments.
The Baseline Budget includes the deletion of
two vacant positions. The change from the
Baseline to the Recommended Budget for FY
2020-21 includes the addition of 15 positions
and an increase in expenditure transfers. The
additional positions are 1 Translator, 2 Social
Work Supervisors, and 12 Social Workers. The
added positions caused an increase in
expenditure transfers due to allocated operating
costs shifting from other bureaus.
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, Family
Reunification, Permanency Planning, and
Extended Foster Care Support.
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 2018-19, approximately 2,005 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
are initiated as deemed necessary. In FY
2018-19, there were approximately 15,662
calls to the Child Abuse Hotline resulting in
Employment and Human Services
Health and Human Services
County of Contra Costa FY 2020-2021 Recommended Budget 207
approximately 7,667 referrals of suspected
abuse, 668 requiring immediate response.
Approximately half of those required further
investigation to assure the safety of children
resulting in approximately 306 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
2018-19 there were approximately 554
children who received FM services with their
families for periods up to one year. The
average monthly count of children served in
FM was 206.
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
2018-19, approximately 780 children
received FR services for up to one year. The
average monthly count of children served in
FR programs was 361.
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 2018-19, approximately 848
children in out-of-home care received
ongoing PP services. The average monthly
count of children served was 525. 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, are
provided transition-planning support, case
management and foster care. The number
of youth served in FY 2018-19 was 221.
The average monthly count of youth served
was 166.
f.Continuum of Care Reform - Continuum of
Care Reform (CCR) includes various
components, including changes to Resource
Family Approval and Children and Family
Team Meetings. 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. All
children receiving services in Family
Reunification and Permanence Planning
require a Child and Family Team Meeting
every 6 months. In FY 2018-19, there were
an average of 148 Child and Family Team
Meetings per month.
Child Welfare Services Summary
Service: Mandatory
Level of Service: Mandatory
Gross Expenditures: $75,513,574
Financing: 73,361,028
Net County Cost: 2,152,546
Funding Sources:
Local 60.3% $45,509,987
Federal 22.3% 16,835,283
State 14.6% 11,015,758
General Fund 2.9% 2,152,546
FTE: 366.3
Adoption/Foster Care Administration
Description: The following 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 guardian. The agency
Employment and Human Services
Health and Human Services
208 County of Contra Costa FY 2020-2021 Recommended Budget
finds 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 2018-19,
approximately 153 children had adoptions
finalized.
Adoption Administration Summary
Service: Discretionary
Level of Service: Mandatory
Gross Expenditures: $2,483,943
Financing: 2,473,584
Net County Cost: 10,359
Funding Sources:
Local 61.1% $1,517,878
Federal 38.5% 955,706
General Fund 0.4% 10,359
FTE: 12.7
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 2018-19, approximately 2,398
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: $6,347,814
Financing: 5,185,064
Net County Cost: 1,162,750
Funding Sources:
Local 42.5% $2,697,999
Federal 37.3% 2,365,459
State 1.9% 121,606
General Fund 18.3% 1,162,750
FTE: 25.0
4. Resource Family Approval (formerly
Foster Family Recruitment, Training and
Licensing)
Description: 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 Approval is a
primary component of Continuum of Care
Reform that streamlines the approval process. In
FY 2018-19, approximately 683 children per
month resided in various types of family homes
that required approval, review, and ongoing
support. An average of 39 new placements and
33 placement moves are approved each month.
Resource Family Approval Summary
Service: Discretionary
Level of Service: Mandatory
Gross Expenditures: $1,582,496
Financing: 1,394,973
Net County Cost: 187,523
Funding Sources:
Local 57.4% $908,140
Federal 22.2% 351,571
State 8.6% 135,262
General Fund 11.8% 187,523
FTE: 2.2
Employment and Human Services
Health and Human Services
County of Contra Costa FY 2020-2021 Recommended Budget 209
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.
For FY 2018-19, the average count of cases for
all programs average 2,932 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
in their care. In FY 2018-19, approximately
1,607 families per month received Aid to
Adoptions payments.
Adoption Assistance Program Summary
Service: Mandatory
Level of Service: Mandatory
Gross Expenditures: $22,176,931
Financing: 21,517,411
Net County Cost: 659,520
Funding Sources:
Local 44.7% $9,918,457
Federal 40.4% 8,952,322
State 11.9% 2,646,632
General Fund 3.0% 659,520
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 provides for children not eligible
for federal or state foster care. In FY 2018-
19, the funding supported an average of 17
children per month. In FY 2020-21 there is a
projected cost increase due to an average of
11 additional youth per month in Group
Home placements that will no longer be
eligible for federal or state foster care under
the Continuum of Care Reform.
b.Kin Guardianship Assistance Payment
Program – The 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
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 2018-19,
approximately 321 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 congregate
care, relative or non-relative foster care or
Foster Family Agency homes. In FY 2018-
19, approximately 791 children per month
received foster care funding.
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
2018-19, an average of 31 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 165
children received EA in FY 2018-19.
Employment and Human Services
Health and Human Services
210 County of Contra Costa FY 2020-2021 Recommended Budget
Foster Care and Other Out-of-Home Care
Payments Summary
Service: Mandatory
Level of Service: Mandatory
Gross Expenditures: $35,982,374
Financing: 34,140,464
Net County Cost: 1,841,910
Funding Sources:
State 38.4% $13,818,689
Federal 28.5% 10,257,789
Local 28.0% 10,063,986
General Fund 5.1% 1,841,910
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. The State
Office of Child Abuse Prevention (OCAP)
administers federal grants, contracts, and state
programs based on the Child Abuse Prevention
and Treatment Act. Decisions regarding use of
these funds are made within guidelines provided
by OCAP. Services are generally provided
through contracts with Community Based
Organizations. The Family and Children’s Trust
Committee (FACT) manages the priorities,
coordination, award and maintenance of OCAP
related child abuse prevention contracts. 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.
Child Abuse Prevention, Intervention and
Treatment Summary
Service: Discretionary
Level of Service: Mandatory
Gross Expenditures: $428,917
Financing: 386,025
Net County Cost: 42,892
Funding Sources:
Local 90.0% $386,025
General Fund 10.0% 42,892
8.Family Preservation Program Promoting
Safe and Stable Families
Description: The Promoting Safe and Stable
Families (PSSF) program was established under
the Federal Omnibus Budget Act of 1993. PSSF
is a federal program under Title IV-B, Subpart 2
of the Social Security Act, for states to operate
coordinated child and family services. The Office
of Child Abuse Prevention within the California
Department of Social Services is designated by
the Governor to administer and oversee PSSF
funds. Children and Family Services utilizes the
request for proposal bid process to solicit
Community Based Organizations to provide
services to meet PSSF objectives. 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: $1,783,000
Financing: 1,436,500
Net County Cost: 346,500
Funding Sources:
Local 45.3% $808,500
Federal 35.2% 628,000
General Fund 19.5% 346,500
Employment and Human Services
Health and Human Services
County of Contra Costa FY 2020-2021 Recommended Budget 211
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.
In FY 2018-19, ILSP conducted outreach and
offered services to over 169 youth between the
ages of 15 and 17, and 477 non-minor
dependents between the ages of 18 and 21.
Independent Living Skills Program Summary
Service: Mandatory
Level of Service: Discretionary
Gross Expenditures: $1,013,951
Financing: 1,013,951
Net County Cost: 0
Funding Sources:
Local 67.7% $686,624
Federal 32.3% 327,327
FTE: 7.3
Employment and Human Services
Health and Human Services
212 County of Contra Costa FY 2020-2021 Recommended Budget
Aging and Adult Services Bureau
General Fund
2018-19
Actuals
2019-20
Budget
2020-21
Baseline
2020-21
Recommended Change
Expense
Salaries And Benefits 19,612,011 22,351,048 22,726,941 22,945,811 218,870
Services And Supplies 23,025,142 26,003,620 28,691,072 28,691,072 0
Other Charges 29,086,910 28,557,436 32,871,192 32,871,192 0
Expenditure Transfers 482,323 (3,400,104) (218,288) (545,075) (326,787)
Expense Total 72,206,386 73,512,000 84,070,917 83,963,000 (107,917)
Revenue
Other Local Revenue 6,227,926 5,562,381 5,278,825 5,278,825 0
Federal Assistance 10,687,986 13,335,646 14,693,405 14,693,405 0
State Assistance 38,491,976 42,097,973 47,840,770 47,840,770 0
Revenue Total 55,407,888 60,996,000 67,813,000 67,813,000 0
Net County Cost (NCC): 16,798,498 12,516,000 16,257,917 16,150,000 (107,917)
Allocated Positions (FTE) 171.0 171.0 180.0 182.0 2.0
Financial Indicators
Salaries as % of Total Exp 27% 30% 27% 27%
% Change in Total Exp 2% 14% 0%
% Change in Total Rev 10% 11% 0%
% Change in NCC (25%) 30% (1%)
Compensation Information
Permanent Salaries 11,431,649 12,839,940 14,467,522 14,595,754 128,232
Temporary Salaries 197,686 262,125 34,125 34,125 0
Permanent Overtime 52,796 117,833 94,206 94,206 0
Deferred Comp 118,634 159,480 182,100 185,700 3,600
Comp & SDI Recoveries (96,181) (25,833) (94,206) (94,206) 0
FICA/Medicare 853,928 1,011,405 1,108,333 1,118,219 9,886
Ret Exp-Pre 97 Retirees 36,428 204,691 209,735 209,735 0
Retirement Expense 3,575,352 4,003,983 4,367,394 4,406,498 39,104
Employee Group Insurance 1,883,118 2,333,389 2,675,209 2,709,927 34,718
Retiree Health Insurance 0 0 34,573 34,573 0
OPEB Pre-Pay 871,619 1,029,572 1,012,938 1,012,938 0
Unemployment Insurance 4,239 6,620 14,499 14,629 130
Workers Comp Insurance 594,546 407,843 358,136 361,336 3,200
Labor Received/Provided 88,198 0 (1,737,623) (1,737,623) 0
Employment and Human Services
Health and Human Services
County of Contra Costa FY 2020-2021 Recommended Budget 213
Description: The Aging and Adult Services
Bureau (AAS) provides protective and
supportive services to disabled adults and
seniors, including: In-Home Supportive Services,
Adult Protective Services, Area Agency on
Aging services, General Assistance, and other
supportive services.
The FY 2020-21 Recommended Budget
includes an overall expenditure increase of
$10,451,000 compared to FY 2019-20. The
increase includes an increase in overall staffing
costs and the addition of 10 IHSS caseworkers
added mid-year in FY 2019-20 to address the
growing IHSS caseload. It also includes an
increase in the IHSS Maintenance of Effort
(MOE), which supports the wages and benefits
for providers of IHSS. In addition, two positions
were added to the Whole Person Care program.
One decrease from FY 2019-20 is the
discontinuation of grant funding in the amount of
$72,000 for the Senior Community Services
Employment Program.
The Baseline budget includes the deletion of
one vacant position. The change from the
Baseline to the Recommended Budget for FY
2020-21 includes the addition of two Whole
Person Care positions and a decrease in
expenditure transfers. The decrease in
expenditure transfers is due to additional
positions added to the Children and Family
Services (CFS) Bureau, which caused a shift of
allocated operating expenditures from the AAS
Bureau to the CFS Bureau.
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 funding that supports the
Supplemental Security Income 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 2018-19, APS
received over 4,801 reports, a 19% increase
from the previous year.
a.Supplemental Security Income Advocacy
Description: The Supplemental Security
Income 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 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 2018-
19, there were 159 SSI applications filed
and an average monthly caseload of 213
individuals.
b.Cal-OES Grant
Description: California Office of Emergency
Services (CalOES) provided two grants to
improve elder abuse prevention and
intervention services within the Adult
Protective Services Program. Partner
agencies have networked to provide
community-based case management and
participate in the newly formed
Multidisciplinary Team Meetings and
Financial Abuse Strike Team. In FY 2018-
19, the program served approximately 1,400
people. The two grants are funded for a total
of four and a half years each with an end
date of December 2020.
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 25 counties
participating in the program. The WPC
program, called CommunityConnect in
Contra Costa County, strives to provide
client-centered social services coordination
and benefit counseling/assistance to high-
risk Medi-Cal patients. In 2017, EHSD
Employment and Human Services
Health and Human Services
214 County of Contra Costa FY 2020-2021 Recommended Budget
entered into an interagency agreement with
Health Services to co-locate 17 EHSD staff
within the pilot to provide coordinated health
care from a social services perspective. In
2019, with the addition of 4 IHSS Social
Worker positions, this number grew to 21
EHSD staff. In the FY 2020-21 budget, 2
additional positions have been added,
bringing the total EHSD CommuntyConnect
staff to 23. In FY 2018-19, EHSD Social
Work staff within CommunityConnect served
1,372 out of the 25,458 clients/patients
served by all CommunityConnect case
managers throughout the County.
d. Home Safe Program
Description: In partnership with Contra
Costa Health Services’ Health, Housing and
Homelessness Division (H3), EHSD’s AAS
Bureau, was awarded an allocation of
$740,079 from the California Department of
Social Services for the Adult Protective
Services Home Safe Program. The award
covers the period January 2019 through
June 2021. EHSD will ensure older adults
who are homeless or at-risk of
homelessness are provided timely services
including housing navigation, case
management, and financial assistance to
return to permanent housing as quickly as
possible. Program funding provides support
for one staff member, 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: $17,604,835
Financing: 16,223,492
Net County Cost: 1,381,343
Funding Sources:
Local 40.7% $4,831,414
Transfers 28.5% 9,118,114
State 16.6% 1,968,102
Federal 2.6% 305,862
General Fund 11.6% 1,381,343
FTE: 78.1
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 (HICAP) – 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 2018-19, approximately
7,791 people were reached through
counseling, outreach, and other
informational sessions.
b. Information and Assistance (I&A) – 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. FY 2018-19 was the
first full year I&A operated with this service
integration. This resulted in an increase of
calls from the previous years (13,000 to
17,120 calls). The top five needs in FY
Employment and Human Services
Health and Human Services
County of Contra Costa FY 2020-2021 Recommended Budget 215
2018-19 were home care/In-Home
Supportive Services (38%), abuse/Adult
Protective Services (18%), housing (11%),
insurance (8%), and legal (4%).
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.
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. In FY 2018-19, over 200
volunteers prepared 6,238 free tax returns
for seniors in Contra Costa County.
Area Agency on Aging Summary
Service: Discretionary/Mandatory
Level of Service: Discretionary/Mandatory
Gross Expenditures: $6,298,779
Financing: 6,059,576
Net County Cost: 239,203
Funding Sources:
Federal 66.9% $4,213,856
State 22.4% 1,413,443
Local 6.9% 432,277
General Fund 3.8% 239,203
FTE: 12.1
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. GA
case managers also access other needs of GA
applicants and make referrals to services, such
as homeless shelters, food banks, Veteran’s
services, mental health and substance use
disorder services, Supplemental Security
Income Advocacy services, and employment
search services. GA staff also process requests
for indigent internments.
General Assistance Eligibility Summary
Service: Mandatory
Level of Service: Mandatory
Gross Expenditures: $3,746,593
Financing: 0
Net County Cost: 3,746,593
Funding Sources:
General Fund 100.0% $3,746,593
FTE: 17.1
Employment and Human Services
Health and Human Services
216 County of Contra Costa FY 2020-2021 Recommended Budget
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), as mandated by the Welfare
Institutions Code Sections 17000 through
17410, “County Aid and Relief to Indigents”. The
program is designed to meet the minimum
needs of County residents who are unemployed
or disabled. In FY 2018-19, the GA caseload
increased steadily. As of June 30, 2019, there
were 797 active GA cases, with 238 of those
individuals considered “homeless”, receiving GA
benefits.
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
5.Indigent Interment
Description: The County Indigent 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. In FY 2018-19, there
were 55 requests for interments of indigent
individuals, of which 14 were approved, 15 were
referred to either the Veterans Service Office or
the Public Administrator’s Office, 2 withdrawn
and 24 denied. Most 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: $89,023
Financing: 15,134
Net County Cost: 73,889
Funding Sources:
Local 17.0% $15,134
General Fund 83.0% 73,889
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 support the demands of the
IHSS program, in FY 2019-20, 10 Social Worker
positions and one Social Worker Supervisor I
position were added. As of June 30, 2019, there
were 10,756 aged, blind, and disabled
recipients, who are able to safely remain in their
own homes and avoid institutionalization.
In-Home Supportive Services Administration
Summary
Service: Mandatory
Level of Service: Discretionary
Gross Expenditures: $13,498,660
Financing: 11,766,559
Net County Cost: 1,732,101
Funding Sources:
State 87.2% $11,766,559
General Fund 12.8% 1,732,101
FTE: 74.7
Employment and Human Services
Health and Human Services
County of Contra Costa FY 2020-2021 Recommended Budget 217
7.In-Home Supportive Services Payments
Description: Funds the required county
Maintenance of Effort (MOE) to support the
wages and benefits for providers of In-Home
Support Services.
In-Home Supportive Services Payments
Summary
Service: Mandatory
Level of Service: Mandatory
Gross Expenditures: $49,061,835
Financing: 42,866,353
Net County Cost: 6,195,482
Funding Sources:
State 66.7% $32,692,666
Federal 20.7% 10,173,687
General Fund 12.6% 6,195,482
Employment and Human Services
Health and Human Services
218 County of Contra Costa FY 2020-2021 Recommended Budget
Workforce Services Bureau
General Fund
2018-19
Actuals
2019-20
Budget
2020-21
Baseline
2020-21
Recommended Change
Expense
Salaries And Benefits 74,349,664 83,449,407 85,635,821 85,635,821 0
Services And Supplies 22,262,191 26,846,301 29,695,026 29,695,026 0
Other Charges 48,445,581 53,964,576 54,922,970 54,922,970 0
Expenditure Transfers 40,273,057 40,183,716 40,928,355 40,653,183 (275,172)
Expense Total 185,330,493 204,444,000 211,182,172 210,907,000 (275,172)
Revenue
Other Local Revenue 19,718,568 19,118,391 19,768,327 19,768,327 0
Federal Assistance 62,858,082 75,356,310 74,913,179 74,913,179 0
State Assistance 102,306,567 104,048,299 111,812,494 111,812,494 0
Revenue Total 184,883,217 198,523,000 206,494,000 206,494,000 0
Net County Cost (NCC): 447,277 5,921,000 4,688,172 4,413,000 (275,172)
Allocated Positions (FTE) 839.0 798.0 755.0 755.0 0.0
Financial Indicators
Salaries as % of Total Exp 40% 41% 41% 41%
% Change in Total Exp 10% 3% 0%
% Change in Total Rev 7% 4% 0%
% Change in NCC 1,224% (21%) (6%)
Compensation Information
Permanent Salaries 44,062,166 49,696,132 50,850,683 50,850,683 0
Temporary Salaries 1,082,900 1,233,787 267,230 267,230 0
Permanent Overtime 546,424 1,012,685 552,387 552,387 0
Deferred Comp 600,177 746,263 720,360 720,360 0
Comp & SDI Recoveries (542,225) (517,685) (552,387) (552,387) 0
FICA/Medicare 3,338,916 3,950,929 3,909,042 3,909,042 0
Ret Exp-Pre 97 Retirees 139,231 91,442 91,442 91,442 0
Retirement Expense 13,899,263 15,248,284 15,236,649 15,236,649 0
Employee Group Insurance 7,698,400 9,517,646 10,450,317 10,450,317 0
OPEB Pre-Pay 1,141,911 871,513 857,432 857,432 0
Unemployment Insurance 16,100 25,533 50,854 50,854 0
Workers Comp Insurance 2,307,282 1,572,878 1,256,073 1,256,073 0
Labor Received/Provided 59,120 0 1,945,739 1,945,739 0
Employment and Human Services
Health and Human Services
County of Contra Costa FY 2020-2021 Recommended Budget 219
Description: The Workforce Services Bureau
(WFS) assists eligible low-income families with
employment assistance, health insurance, food,
childcare and other financial support to promote
health, safety, security and self-sufficiency.
The FY 2020-21 Recommended Budget reflects
an expenditure increase of $6,463,000
compared to FY 2019-20. This amount includes
increased salary and benefits costs, additional
call-center communication costs to modernize
and add capacity to call center operations that
support Workforce Services programs,
increased California Work Opportunity and
Responsibility to Kids (CalWORKs) and Medi-
Cal contracted services, and increased
CalWORKs assistance costs.
The Baseline Budget includes a deletion of 38
vacant positions to reduce the Department’s
number of vacant and unfunded positions. The
change from the FY 2020-21 Baseline Budget to
the Recommended Budget includes a decrease
of $275,172 in expenditure transfers. The
decrease in expenditure transfers is due to
additional positions added to the Children and
Family Services (CFS) Bureau, which caused a
shift of allocated operating expenditures from
the Workforce Services Bureau to the CFS
Bureau.
The FY 2020-21 Recommended Budget
includes an operational vacancy factor of 2.0%,
or $3.9 million.
1.California Work Opportunity and
Responsibility to Kids (CalWORKs)
Programs
Description: The CalWORKs Program
implements the Federal Temporary Assistance
to Needy Families (TANF) program.
a.CalWORKs Eligibility Services - Provides
eligibility determination and case
management for CalWORKs cash aid to
eligible low-income residents. In FY 2018-19
there were 7,109 CalWORKs applications
received, a 24% decrease from the prior
year. There was a 10% decrease in
caseload during this same period. This
program component also includes funding
for staff development and welfare fraud
investigation.
b.Home Visiting Program – Provides in-
home services to pregnant and parenting
women. This voluntary program matches
eligible clients with trained professionals to
support families with children under 24
months. The Budget includes an increase in
contracted services to provide expanded
services for additional families.
CalWORKs Eligibility Services and Home
Visiting Services
Service: Mandatory
Level of Service: Mandatory
Gross Expenditures: $37,726,949
Financing: 37,616,232
Net County Cost: 110,717
Funding Sources:
Federal 45.3% $17,087,533
Transfers 40.3% 15,186,889
State 14.2% 5,341,810
General Fund 0.3% 110,717
FTE: 160.6
c.CalWORKs Employment Services -
Provides case management for CalWORKs
recipients required to participate in Welfare-
to-Work (WTW). WTW activities help
participants obtain and retain employment,
and include supportive services such as
housing, transportation, childcare, and
behavioral health support. In FY 2018-19
there were 3,701 registered WTW
recipients. Approximately 1,498 of those
individuals entered employment, 675 exited
CalWORKs due to employment, and 434
individuals voluntarily participated in WTW
services, though they were exempt from the
requirement. The remaining registered
recipients remained in the program,
participating in work and training activities.
Employment and Human Services
Health and Human Services
220 County of Contra Costa FY 2020-2021 Recommended Budget
CalWORKs Employment Services
Service: Mandatory
Level of Service: Discretionary
Gross Expenditures: $29,881,876
Financing: 29,881,876
Net County Cost: 0
Funding Sources:
Federal 45.5% $13,601,100
Transfers 40.3% 12,028,875
State 14.2% 4,251,901
FTE: 74.5
d.CalWORKs Cal-Learn – Provides intensive
case management, supportive services and
financial incentives to encourage pregnant
and parenting teens to graduate from high
school, become independent, and form
healthy families. There were 80 teens
participating in the Cal-Learn Program in FY
2018-19.
CalWORKs Cal-Learn
Service: Mandatory
Level of Service: Discretionary
Gross Expenditures: $89,295
Financing: 89,295
Net County Cost: 0
Funding Sources:
Federal 76.2% $68,028
State 23.8% 21,267
FTE: 0.5
e.CalWORKs Childcare – Provides
subsidized full-time childcare for CalWORKs
recipients until they stabilize and exit
CalWORKs due to increased earnings. In
FY 2018-19, there were 688 CalWORKs
childcare cases, a decrease of 1% from the
previous year.
CalWORKs Childcare
Service: Mandatory
Level of Service: Mandatory
Gross Expenditures: $14,632,661
Financing: 14,632,661
Net County Cost: 0
Funding Sources:
Federal 45.5% $6,660,234
Transfers 40.3% 5,890,341
State 23.8% 2,082,086
FTE: 30.0
f.CalWORKs Mental Health/Substance
Abuse – Provides treatment services to
CalWORKs recipients experiencing mental
health or substance abuse barriers to
employment. Treatment services are
provided through an interdepartmental
agreement with the Health Services
Department. Case management costs
related to assessing and referring
participants for treatment service are
included in the CalWORKs Employment
Services section. In FY 2018-19, EHSD
CalWORKs staff referred 229 individuals for
substance abuse or mental health treatment
services. The Budget includes an increase
in treatment services which will benefit
additional recipients.
CalWORKs Mental Health/Substance Abuse
Service: Mandatory
Level of Service: Discretionary
Gross Expenditures: $2,447,069
Financing: 2,447,069
Net County Cost: 0
Funding Sources:
State 100.0% $2,447,069
g.CalWORKs Trafficking and Crime Victims
Assistance Program (TCVAP) – Provides
non-citizen victims of trafficking, domestic
violence, and other serious crimes with
Employment and Human Services
Health and Human Services
County of Contra Costa FY 2020-2021 Recommended Budget 221
state-funded cash assistance, food benefits,
employment and social services to assist in
becoming self-sufficient. In FY 2018-19,
239 individuals received TCVAP services.
CalWORKs Trafficking and Crime Victims
Assistance Program (TCVAP)
Service: Mandatory
Level of Service: Mandatory
Gross Expenditures: $283,634
Financing: 283,634
Net County Cost: 0
Funding Sources:
Federal 76.2% $216,083
State 23.8% 67,551
FTE: 0.9
h.CalWORKs Family Stabilization –
Provides comprehensive evaluations,
intensive case management, and
wraparound services to Welfare-to-Work
families who are experiencing destabilizing
situations and/or crises. In FY 2018-19,
there were 15 Family Stabilization cases.
CalWORKs Family Stabilization
Service: Mandatory
Level of Service: Mandatory
Gross Expenditures: $122,557
Financing: 122,557
Net County Cost: 0
Funding Sources:
Federal 76.2% $93,369
State 23.8% 29,188
FTE: 0.2
i.Expanded Subsidized Employment –
Provides subsidized public, private and
nonprofit work opportunities for up to six
months. The program targets participants
with significant barriers to employment,
including individuals with limited English
proficiency, veterans, domestic violence
victims, disabled individuals, pregnant and
parenting teens, and individuals with a
criminal history. In FY 2018-19, 74
individuals were placed in subsidized
employment positions. The FY 2020-21
Recommended Budget reflects an increase
of $1.5 million, due to increased State
funding. Additional revenue will fund
additional case management services and
subsidized wages to Expanded Subsidized
Employment participants.
CalWORKs Expanded Subsidized
Employment
Service: Mandatory
Level of Service: Discretionary
Gross Expenditures: $5,054,744
Financing: 5,054,744
Net County Cost: 0
Funding Sources:
Federal 99.5% $5,028,067
State 0.5% 26,677
FTE: 15.6
j.CalWORKs Housing Support - Assists
eligible homeless CalWORKs families with
housing location and rental subsidies for up
to six months. EHSD, in partnership with the
Contra Costa Behavioral Health Services’
Health, Housing and Homeless Services
Division oversees the HousingWORKS!
program. Case management costs related to
assessing the need for housing assistance
is included in the CalWORKs Employment
Services section. Housing subsidies and
housing navigation services are provided
through an interdepartmental agreement
with the Health Services Department. In FY
2018-19, 57 participants received housing
assistance through HousingWORKS!.
Employment and Human Services
Health and Human Services
222 County of Contra Costa FY 2020-2021 Recommended Budget
CalWORKs Housing Support Summary
Service: Discretionary
Level of Service: Discretionary
Gross Expenditures: $2,438,726
Financing: 2,438,726
Net County Cost: 0
Funding Sources:
Federal 76.2% $1,857,915
State 23.8% 580,811
2.CalWORKs Cash Assistance
Description: Provides cash assistance to
eligible families based on income levels. In FY
2018-19, the average monthly CalWORKs cash
assistance grant per case was $530. The
average monthly caseload was 6,721, a 22%
decrease from the previous year. The FY 2020-
21 Budget includes a 3.1% Cost of Living
Adjustment for CalWORKs families.
CalWORKs Cash Assistance Summary
Service: Mandatory
Level of Service: Mandatory
Gross Expenditures: $48,861,508
Financing: 48,178,170
Net County Cost: 683,338
Funding Sources:
Local 40.1% $19,616,286
State 37.7% 18,443,168
Federal 20.7% 10,118,716
General Fund 1.4% 683,338
3.CalFresh Eligibility and Employment and
Training Program
Description: Provides application processing,
eligibility determination and ongoing case
management for the CalFresh food assistance
program for low-income families and individuals.
In FY 2018-19, the average amount of CalFresh
food assistance per household was $268.
During FY 2018-19, 30,423 CalFresh
applications were received. There are
approximately 53,248 individuals enrolled in the
program.
The CalFresh Employment and Training
program provides support and training to
increase CalFresh recipients’ ability to obtain
regular employment that leads to economic self-
sufficiency.
CalFresh Eligibility
and Employment and Training Program
Summary
Service: Mandatory
Level of Service: Mandatory
Gross Expenditures: $38,458,799
Financing: 34,900,796
Net County Cost: 3,558,003
Funding Sources:
Federal 52.2% $20,081,601
State 38.5% 14,819,195
General Fund 9.3% 3,558,003
FTE: 164.1
4.Standard Utility Assistance Subsidy
(SUAS) and Work Incentive Nutritional
Supplement (WINS) Cash Assistance
Description: CalFresh benefits are paid 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 2018-19, 26,699
cases received the SUAS benefit, a 133%
increase over the previous year. WINS provides
$10 per month additional food supplement for
eligible CalFresh and California Food Assistance
Program households. In FY 2018-19, 2,225
cases received the WINS benefit.
Employment and Human Services
Health and Human Services
County of Contra Costa FY 2020-2021 Recommended Budget 223
SUAS and WINS Supplement
Cash Assistance
Summary
Service: Mandatory
Level of Service: Mandatory
Gross Expenditures: $655,754
Financing: 655,754
Net County Cost: 0
Funding Sources:
State 100% $655,754
5. Medi-Cal Eligibility
Description: Provides application processing,
eligibility determination and ongoing case
management for more than 50 Medi-Cal
programs. Medi-Cal is a public health insurance
program that provides comprehensive medical
services to children and adults in low-income
families. In FY 2018-19 there were
approximately 42,682 Medi-Cal applications
received, a 6% decrease from the previous year.
Throughout the fiscal year, an average of
242,213 individuals were enrolled in Medi-Cal.
a. Medi-Cal Navigators Project – This new
project will provide Medi-Cal outreach to
targeted populations including homeless
individuals, immigrants, and families with
mixed immigration status.
Medi-Cal Eligibility Summary
Service: Mandatory
Level of Service: Mandatory
Gross Expenditures: $62,671,011
Financing: 62,671,011
Net County Cost: 0
Funding Sources:
State 100.0% $62,671,011
FTE: 305.0
6.Refugee Programs Eligibility
Description: Provides eligibility determination
and case maintenance for the Refugee Cash
Assistance (RCA) program and the Cash
Assistance Program for Immigrants (CAPI).
Refugee Cash Assistance provides cash aid to
refugees and other qualified immigrants with
time-limited cash assistance to assist the
refugee in becoming self-sufficient. 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). In FY 2018-
19, General Assistance staff processed 271
CAPI applications, and 4,843 individuals were
served by CAPI.
Refugee Programs Eligibility Summary
Service: Mandatory
Level of Service: Mandatory
Gross Expenditures: $365,084
Financing: 365,084
Net County Cost: 0
Funding Sources:
State 100.0% $365,084
FTE: 1.8
7.Refugee Programs Cash Assistance
Description: Provides payments for the
Refugee Cash Assistance (RCA). In FY 2018-
19, 15 individuals received cash assistance
through the RCA program.
Employment and Human Services
Health and Human Services
224 County of Contra Costa FY 2020-2021 Recommended Budget
Refugee Programs Cash Assistance
Summary
Service: Mandatory
Level of Service: Mandatory
Gross Expenditures: $110,455
Financing: 110,455
Net County Cost: 0
Funding Sources:
Federal 91.0% $100,533
State 9.0% 9,922
8.Service Integration Team / SparkPoint
Description:
a.Service Integration Teams (SIT):
SITs are a partnership with the Family
Justice Centers (FJCs). SIT has staff co-
located at the Richmond and Concord FJC
locations. The staff provide intensive case
management to eligible families to serve as
a path forward in providing holistic wrap-
around services to families. SIT plans to co-
locate at the FJC office recently opened in
Antioch.
The North Richmond SIT provided access to
fax machines, personal computers, and
other business-related services on-site to
1,656 individuals in FY 2018-19.
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, and clothing). In the past year, 52% of
SparkPoint clients were using public benefits
(Medi-Cal, SSI/SSDI, WIC, CalWORKs,
etc.).
Approximately 737 clients were served by
SparkPoint in the past year. SparkPoint
services move people toward self-sufficiency
goals measured by four components:
income of $90,145 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. Also, SparkPoint
clients looking for employment were placed
in jobs earning an average of $17.70 per
hour, which is well above minimum wage.
Service Integration Team / SparkPoint
Summary
Service: Discretionary
Level of Service: Discretionary
Gross Expenditures: $77,000
Financing: 17,000
Net County Cost: 60,000
Funding Sources:
Transfers 22.1% $17,000
General Fund 77.9% 60,000
FTE: 0.8
9.Community Corrections Partnership:
Description: AB109 grant funding continues to
fund one full-time staff position to serve
individuals re-entering the community from
incarceration, ensuring their timely access to
needed public benefits, and coordinating with
community agencies.
Community Corrections Partnership
Summary
Service: Discretionary
Level of Service: Discretionary
Gross Expenditures: $152,983
Financing: 152,041
Net County Cost: 942
Funding Sources:
Local 99.4% $152,041
General Fund 0.6% 942
FTE: 1.0
Employment and Human Services
Health and Human Services
County of Contra Costa FY 2020-2021 Recommended Budget 225
Ann Adler Children and Family Trust
General Fund
2018-19
Actuals
2019-20
Budget
2020-21
Baseline
2020-21
Recommended Change
Expense
Services And Supplies 92,810 80,000 65,000 65,000 0
Expense Total 92,810 80,000 65,000 65,000 0
Revenue
Other Local Revenue 86,035 80,000 65,000 65,000 0
Revenue Total 86,035 80,000 65,000 65,000 0
Net County Cost (NCC): 6,775 0 0 0 0
Financial Indicators
Salaries as % of Total Exp
% Change in Total Exp (14%) (19%) 0%
% Change in Total Rev (7%) (19%) 0%
% Change in NCC (100%) 0% 0%
Description: In 1991, the Board of Supervisors
created the Ann Adler Children and Family
program whereby donations received from
individuals, public, private and other agencies
are allocated to support programs for the care of
abused, neglected and at-risk children. The
Family and Children's Trust Committee (FACT)
as designated by the Board of Supervisors,
manages the priorities, coordination, award and
maintenance of contracts with Community
Based Organizations funded by the Ann Adler
Children and Family Trust.
The FY 2020-21 Baseline Budget maintains the
current level of services.
No adjustment from Baseline to Recommended
Budget for FY 2020-21 is required.
Ann Adler Children and Family Trust
Service: Discretionary
Level of Service: Discretionary
Gross Expenditures: $65,000
Financing: 65,000
Net County Cost: 0
Funding Sources:
Local 100.0% $65,000
Employment and Human Services
Health and Human Services
226 County of Contra Costa FY 2020-2021 Recommended Budget
Workforce Development Board
General Fund
2018-19
Actuals
2019-20
Budget
2020-21
Baseline
2020-21
Recommended Change
Expense
Salaries And Benefits 1,570,361 1,632,789 1,624,285 1,699,455 75,170
Services And Supplies 3,690,413 4,352,223 3,945,337 3,945,337 0
Other Charges 291,008 648,516 630,208 630,208 0
Expenditure Transfers 91,544 (11,495) 0 0 0
Expense Total 5,643,325 6,622,033 6,199,830 6,275,000 75,170
Revenue
Other Local Revenue 365,347 427,496 622,585 622,585 0
Federal Assistance 5,038,833 6,194,537 5,564,245 5,639,415 75,170
State Assistance 20,162 0 0 0 0
Revenue Total 5,424,342 6,622,033 6,186,830 6,262,000 75,170
Net County Cost (NCC): 218,983 0 13,000 13,000 0
Allocated Positions (FTE) 11.0 11.0 11.0 12.0 1.0
Financial Indicators
Salaries as % of Total Exp 28% 25% 26% 27%
% Change in Total Exp 17% (6%) 1%
% Change in Total Rev 22% (7%) 1%
% Change in NCC (100%) 100% 0%
Compensation Information
Permanent Salaries 993,149 1,031,757 1,045,299 1,084,928 39,629
Temporary Salaries 27,378 0 0 0 0
Deferred Comp 22,760 22,458 21,540 23,340 1,800
FICA/Medicare 77,734 79,242 79,743 82,775 3,032
Ret Exp-Pre 97 Retirees 3,131 6,028 3,691 3,691 0
Retirement Expense 311,243 311,433 318,975 331,320 12,345
Employee Group Insurance 105,463 125,073 150,375 167,720 17,345
OPEB Pre-Pay 24,431 24,375 23,981 23,981 0
Unemployment Insurance 381 518 1,045 1,085 40
Workers Comp Insurance 51,945 31,904 25,819 26,798 979
Labor Received/Provided (47,254) 0 (46,182) (46,182) 0
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 enhance the
competitiveness of the local workforce to
support economic vitality in the region.
Employment and Human Services
Health and Human Services
County of Contra Costa FY 2020-2021 Recommended Budget 227
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 2020-21 Baseline Budget compared to
FY 2019-20 decreased by $347,033. This is
primarily due to closing the Small Business
Development Center (SBDC), due to the
discontinuation of grant funding.
The Baseline Budget includes the deletion of
one position, but the addition of another position
added in FY 2019-20. The change from the
Baseline to the Recommended Budget for FY
2020-21 is due to the addition of one position
that will provide clerical support to all WDB
programs.
1.Workforce Innovation and 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,
located throughout the county, in FY 2018-
19, this program provided basic services to
over 12,000 people and enrolled 298 people
in individualized career services. 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. Contra Costa County’s
AJCC Comprehensive Site is located in
Concord. Basic Career Services include
initial skill assessment, labor exchange
services, the provision of information on
programs, 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
may include childcare assistance,
transportation assistance, educational
Employment and Human Services
Health and Human Services
228 County of Contra Costa FY 2020-2021 Recommended Budget
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 2018-19, 79
individuals were served through the
program. Rapid Response funding
augments this program by providing
outplacement services to help individuals
being displaced from employment due to a
layoff or business closure find and
transition into a new job.
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). 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. Ultimately, services will
culminate with clients in good jobs along a
career pathway or enrolled in post-
secondary education. In FY 2018-2019, 240
youth participated. WIOA requires a
minimum of 75% of state and local youth
funding be used for out-of-school youth and
20% 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 for adult, dislocated
worker and youth employment programs,
and may include other Federal, State, local,
and private sources as well. The WDB
continues to receive approximately
$216,160 of AB109 funding annually to
support capacity building and businesses
engagement, focusing on supporting the
needs of the reentry population. In FY 2020-
21, the WDB will receive $248,796 in
funding from the California Workforce
Development Board to provide services
under the Prison to Employment Grant.
Workforce Innovation & Opportunity Act
and Grants Summary
Service: Mandatory
Level of Service: Discretionary
Gross Expenditures: $6,275,000
Financing: 6,262,000
Net County Cost: 13,000
Funding Sources:
Federal 89.9% $5,639,415
Local 9.9% 622,585
General Fund 0.2% 13,000
FTE: 12.0
Employment and Human Services
Health and Human Services
County of Contra Costa FY 2020-2021 Recommended Budget 229
Community Services Bureau
General Fund
2018-19
Actuals
2019-20
Budget
2020-21
Baseline
2020-21
Recommended Change
Expense
Salaries And Benefits 16,794,258 19,901,671 20,699,609 20,699,609 0
Services And Supplies 15,688,584 15,016,616 18,068,577 18,068,577 0
Other Charges 61,314 68,971 85,243 85,243 0
Fixed Assets 144,955 500,000 500,000 500,000 0
Expenditure Transfers 6,292,140 10,740,742 11,913,571 11,913,571 0
Expense Total 38,981,250 46,228,000 51,267,000 51,267,000 0
Revenue
Other Local Revenue 9,409,054 12,840,069 13,562,035 13,562,035 0
Federal Assistance 29,874,973 33,011,632 37,325,965 37,325,965 0
State Assistance 206,665 217,299 220,000 220,000 0
Revenue Total 39,490,692 46,069,000 51,108,000 51,108,000 0
Net County Cost (NCC): (509,442) 159,000 159,000 159,000 0
Allocated Positions (FTE) 207.0 207.0 197.5 197.5 0.0
Financial Indicators
Salaries as % of Total Exp 43% 43% 40% 40%
% Change in Total Exp 7% 11% 0%
% Change in Total Rev 7% 11% 0%
% Change in NCC (32%) 0% 0%
Compensation Information
Permanent Salaries 8,969,664 11,285,563 11,472,983 11,472,983 0
Temporary Salaries 1,049,802 188,611 581,662 581,662 0
Permanent Overtime 9,884 25,093 25,093 25,093 0
Deferred Comp 87,893 171,661 166,354 166,354 0
Comp & SDI Recoveries (50,235) (30,353) (30,353) (30,353) 0
FICA/Medicare 733,155 867,731 906,840 906,840 0
Ret Exp-Pre 97 Retirees 28,190 34,831 34,831 34,831 0
Retirement Expense 2,780,010 3,414,606 3,454,064 3,454,064 0
Employee Group Insurance 1,836,844 2,742,519 2,986,173 2,986,173 0
Retiree Health Insurance 632,510 637,447 581,843 581,843 0
OPEB Pre-Pay 208,694 208,264 208,264 208,264 0
Unemployment Insurance 3,830 5,686 11,475 11,475 0
Workers Comp Insurance 509,280 350,012 300,380 300,380 0
Labor Received/Provided (5,263) 0 0 0 0
Employment and Human Services
Health and Human Services
230 County of Contra Costa FY 2020-2021 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, school readiness and mental health
needs, and responding to disabilities as needed.
The FY 2020-21 Baseline Budget reflects a net
increase in operating expenses of $5,039,000
from the FY 2019-20 Budget. Baseline included
a reduction of 9.5 positions to reduce the
Department’s number of vacant and unfunded
positions. Baseline revenues are projected to
increase by $5,039,000 from the current year’s
funding level.
No adjustment from Baseline to Recommended
Budget for FY 2020-21 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 $3.14
million in Head Start revenue is transferred to
the Child Development Fund to support staff
costs for services provided to 580 of the 1,351
children in full-day childcare. Head Start revenue
also funds enhancement services to three
partnering childcare agencies.
Head Start Summary
Service: Discretionary
Level of Service: Mandatory
Gross Expenditures: $21,099,000
Financing: 21,099,000
Net County Cost: 0
Funding Sources:
Federal 99.0% $20,879,000
State 1.0% 220,000
FTE: 70.5
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
735 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 12 centers
with 47 classrooms in, or close to,
neighborhoods where the children live.
Comprehensive Funding Model Summary
Service: Discretionary
Level of Service: Mandatory
Gross Expenditures: $10,841,870
Financing: 10,841,870
Net County Cost: 0
Funding Sources:
Local 77.7% $8,428,296
Transfers 22.3% 2,413,574
FTE: 63.0
3.Early Head Start
Description: Early Head Start provides infant,
toddler and family comprehensive services to
573 eligible children and their families.
Employment and Human Services
Health and Human Services
County of Contra Costa FY 2020-2021 Recommended Budget 231
Approximately $2.52 million in Early Head Start
revenue is transferred to the Child Development
Fund to support staff costs for services provided
to 229 of the 573 children in full-day childcare.
Services are provided at County run 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, and
Antioch. Early Head Start services are also
provided through multiple community
partnerships with Contra Costa Child Care
Council (via 13 Family Child Care Homes),
Crossroads, Martinez ECC, First Baptist Church,
KinderCare, Tiny Toes, and YMCA.
CSB partners with Aspiranet to use Early Head
Start’s home based model and to serve County
CalWORKs participants. Through this program,
CSB aims to support positive health,
development and well-being outcomes for
pregnant and parenting-individuals, families, and
infants born into poverty. The long-term goals for
program participants include expanding their
future educational, economic, and financial
opportunities, stabilizing families and improving
the likelihood of exiting poverty.
Early Head Start Summary
Service: Discretionary
Level of Service: Mandatory
Gross Expenditures: $12,760,000
Financing: 12,760,000
Net County Cost: 0
Funding Sources:
Federal 100.0% $12,760,000
FTE: 23.0
4.Child Nutrition
Description: Child Nutrition prepares and
delivers approximately 392,769 meals
(breakfast, snacks, and lunch) to more than
1,357 children enrolled in Head Start and Child
Development childcare centers throughout the
County.
Childhood Nutrition Summary
Service: Discretionary
Level of Service: Mandatory
Gross Expenditures: $1,701,302
Financing: 1,701,302
Net County Cost: 0
Funding Sources:
Local 80.2% $1,365,203
Transfers 19.8% 336,099
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 programs support activities that can
achieve measurable outcomes in educational
capability, literacy skills, housing attainment,
income enhancement, disaster preparedness,
and nutritional needs. The programs are 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
Employment and Human Services
Health and Human Services
232 County of Contra Costa FY 2020-2021 Recommended Budget
subcontracts with 12 community based agencies
to support work in these four priority areas.
Community Action Programs Summary
Service: Discretionary
Level of Service: Mandatory
Gross Expenditures: $5,513,147
Financing: 5,354,147
Net County Cost: 159,000
Funding Sources:
Local 68.4% $3,768,536
Federal 17.0% 939,256
Transfers 11.7% 646,355
General Fund 2.9% 159,000
FTE: 24.0
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 5,395
low-income households of the County. The
average grant for energy assistance in Contra
Costa County is $338 per household, per year.
Housing & Energy Summary
Service: Discretionary
Level of Service: Mandatory
Gross Expenditures: $2,747,709
Financing: 2,747,709
Net County Cost: 0
Funding Sources:
Federal 100.0% $2,747,709
FTE: 5.0
Employment and Human Services
Health and Human Services
County of Contra Costa FY 2020-2021 Recommended Budget 233
Contra Costa Alliance to End Abuse
General Fund
2018-19
Actuals
2019-20
Budget
2020-21
Baseline
2020-21
Recommended Change
Expense
Services And Supplies 2,646,523 2,160,107 3,313,741 3,313,741 0
Expenditure Transfers 353,935 272,893 23,259 23,259 0
Expense Total 3,000,458 2,433,000 3,337,000 3,337,000 0
Revenue
Federal Assistance 1,453,010 754,000 1,658,000 1,658,000 0
Revenue Total 1,453,010 754,000 1,658,000 1,658,000 0
Net County Cost (NCC): 1,547,447 1,679,000 1,679,000 1,679,000 0
Financial Indicators
Salaries as % of Total Exp 0% 0% 0% 0%
% Change in Total Exp (19%) 37% 0%
% Change in Total Rev (48%) 120% 0%
% Change in NCC 9% 0% 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, stalking, and
human trafficking) by linking the County and the
community to foster the development and
implementation of collaborative, coordinated,
and integrated intervention and prevention
services, policies and practices.
With funding from the Department of Justice,
Office of Violence Against Women, and the
County, the Contra Costa Family Justice Center
will be opening its third center in Antioch this
fiscal year, providing needed services to the
community members in East and Far East
County of Contra Costa.
The FY 2020-21 Baseline Budget includes an
increase in contracted expenditures of
$904,000, which will provide additional services
to victims of domestic violence and human
trafficking. The revenue to fund the increase will
be provided by grants from the Department of
Justice.
No adjustment from Baseline to Recommended
Budget for FY 2020-21 is required.
Contra Costa Alliance to End Abuse
Summary
Service: Discretionary
Level of Service: Discretionary
Gross Expenditures: $3,337,000
Financing: 1,658,000
Net County Cost: 1,679,000
Funding Sources:
Federal 49.7% $1,658,000
General Fund 50.3% 1,679,000
Employment and Human Services
Health and Human Services
234 County of Contra Costa FY 2020-2021 Recommended Budget
County Children's Trust
County Children’s Fund
2018-19
Actuals
2019-20
Budget
2020-21
Baseline
2020-21
Recommended Change
Expense
Services And Supplies 394,739 185,000 216,000 216,000 0
Other Charges 0 40,468 0 0 0
Expense Total 394,739 225,468 216,000 216,000 0
Revenue
Other Local Revenue 213,085 185,000 216,000 216,000 0
Revenue Total 213,085 185,000 216,000 216,000 0
Net Fund Cost (NFC): 181,654 40,468 0 0 0
Financial Indicators
Salaries as % of Total Exp
% Change in Total Exp (43%) (4%) 0%
% Change in Total Rev (13%) 17% 0%
% Change in NCC (78%) (100%) 0%
Description: In 1983, the Legislature passed
AB 2994 which authorized the creation of the
Children’s Trust Fund, allowing counties to
coordinate child abuse and neglect prevention
and intervention activities utilizing funds
generated by county birth certificate fees. The
Family and Children's Trust Committee (FACT)
as designated by the Board of Supervisors,
makes recommendations, coordinates and
awards contracts with community-based
organizations funded by the County Children’s
Trust to provide child abuse prevention
services. Fees are deposited in a special fund
separate from the General Fund.
The FY 2020-21 Baseline Budget maintains the
current level of services.
No adjustment from Baseline to Recommended
Budget for FY 2020-21 is required.
County Children’s Trust - Fund 132800
Service: Discretionary
Level of Service: Discretionary
Gross Expenditures: $216,000
Financing: 216,000
Net Fund Cost: 0
Funding Sources:
Local 100.0% $216,000
Employment and Human Services
Health and Human Services
County of Contra Costa FY 2020-2021 Recommended Budget 235
In-Home Supportive Services Public Authority
IHSS Public Authority Fund
2018-19
Actuals
2019-20
Budget
2020-21
Baseline
2020-21
Recommended Change
Expense
Salaries And Benefits 1,507,050 1,653,622 1,744,631 1,744,631 0
Services And Supplies 197,526 170,751 193,703 193,703 0
Other Charges 512,331 518,627 532,666 532,666 0
Expenditure Transfers 0 99,884 0 0 0
Expense Total 2,216,908 2,442,884 2,471,000 2,471,000 0
Revenue
Other Local Revenue 457,068 434,326 456,034 456,034 0
Federal Assistance 1,049,186 1,221,661 1,288,736 1,288,736 0
State Assistance 710,654 687,013 726,230 726,230 0
Revenue Total 2,216,908 2,343,000 2,471,000 2,471,000 0
Net Fund Cost (NFC): 0 99,884 0 0 0
Financial Indicators
Salaries as % of Total Exp 68% 68% 71% 71%
% Change in Total Exp 10% 1% 0%
% Change in Total Rev 6% 5% 0%
% Change in NCC 100% (100%) 0%
Compensation Information
Permanent Salaries 915,624 997,172 1,049,739 1,049,739 0
Deferred Comp 18,270 19,674 18,720 18,720 0
FICA/Medicare 68,514 71,721 79,653 79,653 0
Retirement Expense 327,439 355,379 359,802 359,802 0
Employee Group Insurance 160,696 192,946 219,084 219,084 0
Retiree Health Insurance 16,170 16,254 17,107 17,107 0
Unemployment Insurance 337 476 526 526 0
Description: The In-Home Supportive Services
(IHSS) Public Authority 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. The IHSS
Public Authority provides registry and referral
services, screens registry applicants, assists
IHSS recipients with hiring IHSS providers,
enrolls all new IHSS providers and delivers
provider orientations in association with the
Aging and Adult Services Bureau. In FY 2018-
19, the IHSS Public Authority received 343
provider applications and added 126 new
providers to the Registry. The budget for the
administration of eligibility determination and
program services (provider payments) is
included in the Aging and Adult Services Bureau
IHSS Program.
The FY 2020-21 Baseline Budget reflects an
overall expenditure increase of $28,116
compared to FY 2019-20.
Employment and Human Services
Health and Human Services
236 County of Contra Costa FY 2020-2021 Recommended Budget
There is no change from the Baseline Budget to
the Recommended Budget for FY 2020-21.
IHSS Public Authority Summary - Fund
115500
Service: Mandatory
Level of Service: Discretionary
Gross Expenditures: $2,471,000
Financing: 2,471,000
Net Fund Cost: 0
Funding Sources:
Federal 52.1% $1,288,736
State 29.4% 726,230
Local 18.5% 456,034
* 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 2020-2021 Recommended Budget 237
Child Development Fund
Child Development Fund
2018-19
Actuals
2019-20
Budget
2020-21
Baseline
2020-21
Recommended Change
Expense
Salaries And Benefits 7,993,564 8,323,885 9,339,525 9,556,437 216,912
Services And Supplies 4,482,055 5,039,519 5,323,134 5,323,134 0
Other Charges 8,927,615 8,228,661 9,500,709 9,500,709 0
Fixed Assets 0 300,000 300,000 300,000 0
Expenditure Transfers 9,218,502 10,261,264 9,866,720 9,866,720 0
Expense Total 30,621,736 32,153,329 34,330,088 34,547,000 216,912
Revenue
Other Local Revenue 5,901,244 7,421,247 7,371,443 7,371,443 0
State Assistance 24,776,290 24,478,753 26,958,645 27,175,557 216,912
Revenue Total 30,677,534 31,900,000 34,330,088 34,547,000 216,912
Net Fund Cost (NFC): (55,798) 253,329 0 0 0
Allocated Positions (FTE) 106.0 106.0 97.0 99.0 2.0
Financial Indicators
Salaries as % of Total Exp 26% 26% 27% 28%
% Change in Total Exp 5% 7% 1%
% Change in Total Rev 4% 8% 1%
% Change in NCC (554%) (100%) 0%
Compensation Information
Permanent Salaries 3,805,744 4,583,106 4,503,178 4,634,231 131,053
Temporary Salaries 1,104,262 287,960 1,106,878 1,106,878 0
Permanent Overtime 20,222 2,110 8,616 8,616 0
Deferred Comp 26,781 45,240 48,683 49,899 1,216
Comp & SDI Recoveries (33,729) (29,329) (32,304) (32,304) 0
FICA/Medicare 355,989 353,793 434,275 439,281 5,006
Ret Exp-Pre 97 Retirees 11,790 23,096 23,146 23,146 0
Retirement Expense 1,198,807 1,389,475 1,359,007 1,400,648 41,641
Employee Group Insurance 953,892 1,247,160 1,369,753 1,396,717 26,964
Retiree Health Insurance 280,399 276,657 369,125 369,125 0
Unemployment Insurance 1,808 2,317 4,522 4,555 33
Workers Comp Insurance 249,429 142,300 144,647 155,646 10,999
Labor Received/Provided 18,172 0 0 0 0
Employment and Human Services
Health and Human Services
238 County of Contra Costa FY 2020-2021 Recommended Budget
Description: The Child Development Fund
provides funding for the California State
Preschool Program (CSPP) and General Child
Care & Development Program (CCTR) that
serves about 1,469 children of low- and middle-
income families in 12 centers with 48
classrooms and nine partner agencies
throughout the County. These State programs
are offered in collaboration with Community
Services Bureau’s Federal Head Start/Early
Head Start Programs through the
Comprehensive Funding Model Program.
The Child Development Fund provides funding
to CalWORKs Stage 2 and California Alternative
Payment Program (CAPP) participants, who
receive childcare services, to enable self-
sufficiency. These programs serve children of
families that are transitioning from the
Temporary Assistance for Needy Families
program to work, income eligible, or clients of
Children and Family Services or homeless.
In FY 2018-19, 1,295 children participated.
FY 2020-21 Child Development Fund Baseline
Budget reflects an increase in operating
expenses of $2,393,671 from FY 2019-20
Budget. Baseline included a reduction of seven
positions to reduce the Department’s amount of
vacant and unfunded positions. Baseline
revenues are projected to increase by
$2,647,000 from FY 2019-20 Budget, due to
State increases in CSPP, CCTR, CalWORKs
Stage 2 and the California Alternative Payment
Program.
An increase of $216,912 from Baseline to
Recommended Budget for FY 2020-21 is
required for the addition of two staff to support
the CalWORKS CAPP and Stage 2 programs.
Child Development Fund Summary - Fund
111600
Service: Discretionary
Level of Service: Mandatory
Expenditures: $34,547,000
Financing: 34,547,000
Net Fund Cost: 0
Funding Sources:
State 78.7% $27,175,557
Local 21.3% 7,371,443
FTE: 99.0
Employment and Human Services
Health and Human Services
County of Contra Costa FY 2020-2021 Recommended Budget 239
Childcare Enterprise Fund
Childcare Enterprise Fund
2018-19
Actuals
2019-20
Budget
2020-21
Baseline
2020-21
Recommended Change
Expense
Services And Supplies 0 911 911 911 0
Other Charges 0 1,000 1,000 1,000 0
Expenditure Transfers 0 72,089 72,089 72,089 0
Expense Total 0 74,000 74,000 74,000 0
Revenue
Other Local Revenue 0 74,000 74,000 74,000 0
Revenue Total 0 74,000 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 receive the same services as Head
Start and State Child Development slots.
The FY 2020-21 Baseline Budget maintains the
current level of services.
No adjustment from Baseline to Recommended
Budget for FY 2020-21 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
240 County of Contra Costa FY 2020-2021 Recommended Budget
Contra Costa Alliance to End Abuse - Special Revenue Fund
Domestic Violence Victim
Asst Fund
2018-19
Actuals
2019-20
Budget
2020-21
Baseline
2020-21
Recommended Change
Expense
Services And Supplies 144,000 336,969 345,300 345,300 0
Expenditure Transfers 5,193 0 28,700 28,700 0
Expense Total 149,193 336,969 374,000 374,000 0
Revenue
Other Local Revenue 150,454 290,000 345,000 345,000 0
Revenue Total 150,454 290,000 345,000 345,000 0
Net Fund Cost (NFC): (1,261) 46,969 29,000 29,000 0
Financial Indicators
Salaries as % of Total Exp
% Change in Total Exp 126% 11% 0%
% Change in Total Rev 93% 19% 0%
% Change in NCC (3,825%) (38%) 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 provided
through court fines under Penal Code
§1203.097.
Additional funding is from a Blue Shield
Foundation grant, which supports a collaborative
approach to addressing domestic violence and
abuse.
With funding from the Blue Shield Foundation,
The Alliance and the Family Justice Center will
work to create systems and structures for
partner agencies to engage in prevention work.
Endeavors include racial equity training,
capacity building, and integrating those with
lived experience and grass-roots community
based agencies at decision-making tables.
The FY 2020-21 Baseline Budget includes an
expenditure increase of $37,031 and an
increase in revenue of $55,000.
No adjustment from Baseline to Recommended
Budget for FY 2020-21 is required.
Contra Costa Alliance to End Abuse –
Special Revenue Fund Summary - Fund
112500
Service: Mandatory
Level of Service: Mandatory
Gross Expenditures: $374,000
Financing: 345,000
Net Fund Cost: 29,000
Funding Sources:
Local 92.2% $345,000
Special Rev Fund 7.8% 29,000
Employment and Human Services
Health and Human Services
County of Contra Costa FY 2020-2021 Recommended Budget 241
Contra Costa Alliance to End Abuse SB 968 Administration
Zero Tolerance- Domestic
Violence Fund
2018-19
Actuals
2019-20
Budget
2020-21
Baseline
2020-21
Recommended Change
Expense
Salaries And Benefits 387,575 476,356 499,164 499,164 0
Services And Supplies 106,460 689,123 260,903 260,903 0
Other Charges 35,890 35,646 35,933 35,933 0
Expenditure Transfers 718 0 0 0 0
Expense Total 530,644 1,201,125 796,000 796,000 0
Revenue
Other Local Revenue 743,489 648,000 424,000 424,000 0
Revenue Total 743,489 648,000 424,000 424,000 0
Net Fund Cost (NFC): (212,845) 553,125 372,000 372,000 0
Allocated Positions (FTE) 4.0 4.0 4.0 4.0 0.0
Financial Indicators
Salaries as % of Total Exp 73% 40% 63% 63%
% Change in Total Exp 126% (34%) 0%
% Change in Total Rev (13%) (35%) 0%
% Change in NCC (360%) (33%) 0%
Compensation Information
Permanent Salaries 256,865 314,843 328,464 328,464 0
Deferred Comp 5,640 7,440 9,240 9,240 0
FICA/Medicare 19,765 24,216 25,127 25,127 0
Ret Exp-Pre 97 Retirees 704 601 601 601 0
Retirement Expense 71,609 86,499 89,546 89,546 0
Employee Group Insurance 19,817 32,850 37,744 37,744 0
Unemployment Insurance 100 158 328 328 0
Workers Comp Insurance 13,074 9,750 8,113 8,113 0
Description: The purpose of the Contra Costa
Alliance to End Abuse is to affect a systems
change that reduces interpersonal violence
(domestic violence, family violence, elder abuse,
sexual violence and human trafficking) by
coordinating Contra Costa County’s
interpersonal violence response system. This
response system ensures the Contra Costa
County Probation, Public Defender, District
Attorney, and Health Services Departments, and
community based organizations are working
collaboratively to provide support, intervention
and prevention services.
Recording fees authorized by State law (SB
968) support this budget unit.
The FY 2020-21 Baseline Budget includes an
expenditure decrease of $405,125. The FY
2019-20 budget was higher, primarily due to the
allowance of rollover funds from FY 2018-19.
The decrease in revenue of $224,000 is related
to a reduction in the overhead being shifted to
other departments.
Employment and Human Services
Health and Human Services
242 County of Contra Costa FY 2020-2021 Recommended Budget
No adjustment from Baseline to Recommended
Budget for FY 2020-21 is required.
Contra Costa Alliance to End Abuse - SB 968
Administration Summary – Fund 112700
Service: Mandatory
Level of Service: Discretionary
Gross Expenditures: $796,000
Financing: 424,000
Net Fund Cost: 372,000
Funding Sources:
Local 53.3% $424,000
Special Rev Fund 46.7% 372,000
FTE: 4.0
Employment and Human Services
Health and Human Services
County of Contra Costa FY 2020-2021 Recommended Budget 243
CAO’s Recommendation
The recommended net County cost of
$31,000,000 will provide the funding necessary
to maintain current service levels in Fiscal Year
(FY) 2020-21. The FY 2020-21 baseline net
County cost is increased by $3,382,000 from FY
2019-20, which primarily reflects additional costs
from previously negotiated salary and benefit
increases as well as increased contracted
services. Baseline costs for salaries and
benefits increased by $10,216,009 to provide
complete funding for 1,872 authorized
positions. Services and supplies are increased
by $9,273,973 reflecting inflation in operating
costs for the department and contractors.
During FY 2020-21, the Department expects
increases in Local, State and Federal funding.
The FY 2020-21 Recommended Budget
includes increased revenues of $22.1 million in
General Fund bureaus, and an overall increase
of $24.7 million across the agency. 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. As of January 2020, the Department
had 277 vacant positions, at a FY 2019-20 cost
of $28.2 million. The vacancy factor for FY 2020-
21 is $3.9 million, which amounts to
approximately 38 positions. This is a $2.17
million decrease in the FY 2019-20 vacancy
factor, which equaled to approximately 56 FTEs.
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 Federal, State
and Local revenues based on a projection of the
costs of services provided to eligible clients.
General Fund bureaus in the FY 2020-21
Recommended Budget project a $2.86 million
increase of locally sourced of revenue; a $6.4
million increase from federally sourced revenue,
and a $12.9 million increase from State
revenues compared to the FY 2019-20 budget.
The FY 2019-20 Budget includes rollovers
totaling $2,789,225, including $625,000 in
General Fund balance, which includes $80,000
of FY 2018-19 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 strategic reductions of 38
vacant and unfunded positions in the Bureau.
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 grown slightly to
413.5 employees. Revenue is budgeted to
increase by $5.0 million from last fiscal year.
Recruiting and retaining Social Workers will be
the focus of new workforce planning efforts.
As the community ages, the demand for
services provided by the Aging and Adult
Services Bureau continues to grow. The
revenue structure of the In-Home Supportive
Services (IHSS) program continues to evolve.
Increases in negotiated provider wages and 4%
Maintenance of Effort increases for IHSS are
expected to take effect in FY 2020-21. The State
revenue allocated for IHSS increased by
approximately $4.4 million, partially shifting the
effects of mandated increases away from
general purpose revenue.
The Community Services Bureau Early Head
Start Program received $1.9 million in additional
Federal revenue for FY 2020-21 for additional
childcare slots and enhanced services. This
budget maintains staffing levels and contracts.
As per the norm, EHSD does not yet have a
finalized State funding allocation for FY 2020-21.
The Department has included estimated
revenue based on the Governor’s FY 2020-21
Proposed Budget and historical allocation
information. The general purpose fund allocation
allows EHSD to maximize Federal and State
revenue. EHSD will return to the Board of
Supervisors in the fall with a balancing plan,
should one be necessary.
Employment and Human Services
Health and Human Services
244 County of Contra Costa FY 2020-2021 Recommended Budget
Performance Measures
In 2019, the Employment and Human Services
Department (EHSD) embarked on four “strategic
priorities” that encompass shared goals across
the department’s bureaus. The following is an
update on the department’s progress:
1. Efficiencies – EHSD will embrace and
maximize up-to-date and innovative
technology, permitting both customers
and staff to utilize technology in
conducting business with the
department.
In 2019, EHSD moved forward with plans to
implement efficiencies that improve
business processes for both customers and
employees. For instance, the department
identified e-mail and text as a key approach
for communicating with customers. By late
2019, approximately 22% of Medi-Cal
recipients, 54% of CalFresh recipients, and
75% of CalWORKs recipients opted into
receiving communications through either e-
mail or text. In an effort to increase these
numbers, EHSD will begin outreach-
planning efforts to encourage more
customers to elect into e-mail and text in the
coming year.
To meet the needs of customers who face
challenges coming into the office and
applying for benefits, EHSD worked with its
CalFresh partners to increase use of the
MyBenefitsCalWIN (MyBCW) portal. By late
2019, approximately 65% of CalFresh
applications from newly eligible aged or
disabled individuals as part of CalFresh
Expansion came through the
MyBenefitsCalWIN portal.
EHSD will continue to explore new and
existing technologies that enhance
customer’s experience and support staff’s
ability to provide services to customers.
2.Service Integration – EHSD will develop a
holistic approach to helping families
thrive by incorporating coordinated and
integrated services for the most
vulnerable isolated and/or disadvantaged
customers.
In 2019, EHSD remained committed to focus
on implementing holistic, wrap around, and
whole person services through innovative
programs and community partnerships.
An example of a holistic program that EHSD
continued to implement in 2019 is the 4 Our
Families initiative, providing wrap around
services to individuals and families, a
majority of whom are homeless and have
multiple areas of need. More than three-
quarters of clients moved out of crisis and
approximately 83% of 4 Our Families
customers rated their overall satisfaction as
“strongly satisfied”.
The department plans to continue surveying
customer outcomes to evaluate the impact
of the initiative 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 its customers.
In 2019, EHSD staff collaborated with Health
Services to explore the feasibility of adopting
a Lean Process Improvement approach in
the department and increased the
department’s readiness to implement.
Improvement planning is a disciplined
approach to improve operational systems
rapidly through data driven approaches, staff
engagement at all levels, and using
customer perspective as a starting point for
improvement.
Administrative and Program Goals
For 2020, EHSD identified the following
organizational goals:
1.EHSD Will Become a Data-Driven
Organization for Performance and
Results
Employment and Human Services
Health and Human Services
County of Contra Costa FY 2020-2021 Recommended Budget 245
EHSD aims to have the data and
accompanying products to facilitate
decision-making at the operational level.
Staff will have data readily available, and the
capacity to interpret data for planning and
decision-making purposes. Towards this
end, in 2020, EHSD will create an Executive
Level Dashboard, produce GIS maps related
to key programs, conduct staff trainings
related to data gathering and analysis, and
improve processes for producing ad-hoc
reports for decision-making.
2.EHSD Will Develop an Organizational
Culture That Supports the Workforce
EHSD will increase understanding of
needed changes to enhance employee
retention.
To assist the department in strengthening
effective retention strategies, EHSD will
administer Stay Surveys and Exit Interviews.
In 2020, approximately 50% of staff will
participate in Stay Surveys and 50% of
employees leaving the department will
complete an Exit Interview. Improvements
recommended by staff will be incorporated
into EHSD policies and procedures.
Continuous improvement will be
implemented, with staff being informed of
the changes through various communication
vehicles.
3.EHSD will Organize A Personnel Unit
That Creates Effective Outcomes
EHSD will improve coordination between its
Personnel Division and County HR to
improve processes and create effective
outcomes for the organization. To achieve
this, EHSD will pursue process and workflow
improvement initiatives to assess its
organizational structure and task
assignments. It will reorganize its Personnel
Division to maximize its ability to support
organizational goals.
4.EHSD Will Target Improvements in
Delivering Services to Customers
Technology Improvements:
In 2020, EHSD will expand several initiatives
that allows customers to engage with us
without coming into an office. EHSD will
increase the use of text messages by 10%
through outreach efforts to raise customer
opt-in and improve access to services by
expanding use of technologies that allow for
telephonic signature. EHSD will continue to
expand use of videoconferencing for
CalWORKs customers, which will provide
flexibility in meeting appointment times.
Increased Timely Access to Services:
With a focus on improving access to
services, the department is working to
achieve the following in 2020:
•95% of CalFresh applications will be
processed within 30 days of receipt, and
75% of Medi-Cal applications will be
processed within 45 days.
•70% of IHSS reassessments will be
completed timely.
•75% of foster children will receive timely
medical and dental examinations. Social
Work staff will work closely with Health
Services staff (Public Health Nurse
(PHN) or Community Health Workers) to
increase the number of providers and
setting up timely appointments for
children.
5.EHSD will Build a High Trust Culture with
Energized Employees
In 2020, EHSD will collaborate with County
HR to pilot an initiative that will build a High
Trust Culture for EHSD. Upon agreeing on a
definition of a High Trust Culture, EHSD will
deliver trainings to communicate the
definition to EHSD staff.
Employment and Human Services
Health and Human Services
246 County of Contra Costa FY 2020-2021 Recommended Budget
To further support staff capacity, satisfaction
and retention, EHSD will re-invigorate the
Supervisory Development Training program,
which consists of a series of modules.
Approximately 75% of training program
participants will be better prepared to be an
effective supervisor as measured by post
training surveys.
FY 2020-21
Program Modification List
Order
Reference
to Mand/
Disc List
Program
Name Services FTE
Net
County
Cost
Impact
Impact
1 2
Children &
Family
Services
Add staff for Child Welfare
Services 15.0 1,961,524
Add 1 Translator, 2 Social Work
Supervisors, and 12 Social
Workers to support the
Emergency Response program
and Continuum of Care
Requirements.
2 2
Children &
Family
Services
Overhead for Child Welfare
Services 0.0 383,089
Additional operating costs
related to 15 added positions in
Children and Family Services.
3 2
Children &
Family
Services
Revenue for Child Welfare
Services 0.0 2,344,613
Increase revenue to fund
additional fifteen positions and
operating costs in Children and
Family Services.
4 13
Aging &
Adult
Services
Add staff for Whole Person
Care (a.k.a.
CommunityConnect
program)
2.0 218,870
Add two Whole Person Care
staff to handle growing
caseload.
5 13
Aging &
Adult
Services
Revenue for Whole Person
Care staffing 0.0 (218,870)
Revenue transfer from the
County Health Services
Department to fund two
additional Whole Person Care
positions.
6 13
Aging &
Adult
Services
Overhead reduction for
Aging & Adult Services
Bureau
0.0 (107,917)
Reduction in overhead, due to
shift caused by adding 15 CFS
FTEs.
7 21 Workforce
Services
Overhead Reduction for
Workforce Services Bureau 0.0 (275,172)
Reduction in overhead, due to
shift caused by adding 15 CFS
FTEs.
8 40
Workforce
Development
Board
Add staff for services to job
seekers and employment
and training program
participants
1.0 75,170
Add one Clerk Experienced
Level position to support
program activities.
Employment and Human Services
Health and Human Services
County of Contra Costa FY 2020-2021 Recommended Budget 247
9 40
Workforce
Development
Board
Revenue to support
increased capacity to serve
job seekers and
employment and training
program participants
0.0 75,170
Additional Workforce Innovation
& Opportunity Act (WIOA) grant
revenue
10 47
Community
Services
Bureau
Add staff to support
childcare services 2.0 216,912
Add one Comprehensive
Services Assistant Manager to
the Alternative Payment –
CalWORKs CAPP program and
one Comprehensive Services
Manager to the Alternative
Payment – CalWORKs C2AP
program to support increased
caseload.
11 47
Community
Services
Bureau
Revenue in the Child
Development Fund for
childcare services staffing
0.0 216,912 Additional grant revenue.
Total 20.0 (383,089)
Employment and Human Services
Health and Human Services
248 County of Contra Costa FY 2020-2021 Recommended Budget
Health Services
Anna Roth, Director Health and Human Services
County of Contra Costa FY 2020-2021 Recommended Budget 249
General Fund Summary
General Fund
2018-19
Actuals
2019-20
Budget
2020-21
Baseline
2020-21
Recommended Change
Expense
Salaries And Benefits 169,741,073 202,904,265 215,590,862 218,130,862 2,540,000
Services And Supplies 246,955,379 245,236,083 244,645,108 244,645,108 0
Other Charges 31,645,545 65,921,089 81,268,902 81,268,902 0
Fixed Assets 678,509 771,526 803,800 803,800 0
Expenditure Transfers (25,820,814) (21,604,635) (24,211,983) (24,211,983) 0
Expense Total 423,199,691 493,228,328 518,096,689 520,636,689 2,540,000
Revenue
Other Local Revenue 129,178,619 143,823,037 150,946,010 150,946,010 0
Federal Assistance 104,215,139 110,731,314 107,161,559 107,161,559 0
State Assistance 88,141,115 98,467,543 104,173,119 104,173,119 0
Revenue Total 321,534,873 353,021,894 362,280,689 362,280,689 0
Net County Cost (NCC): 101,664,818 140,206,434 155,816,000 158,356,000 2,540,000
Allocated Positions (FTE) 1,385.7 1,413.7 1,413.7 1,442.8 29.1
Financial Indicators
Salaries as % of Total Exp 40% 41% 42% 42%
% Change in Total Exp 17%5%0%
% Change in Total Rev 10% 3% 0%
% Change in NCC 38%11%2%
Compensation Information
Permanent Salaries 98,480,149 118,696,924 124,181,978 125,840,120 1,658,142
Temporary Salaries 3,294,738 2,100,413 3,350,736 3,350,736 0
Permanent Overtime 1,375,718 1,258,748 1,606,571 1,606,571 0
Deferred Comp 1,007,722 1,379,710 1,539,375 1,539,375 0
Hrly Physician Salaries 56,134 86,174 66,632 66,632 0
Perm Physicians Salaries 2,469,415 4,644,956 6,156,185 6,156,185 0
Perm Phys Addnl Duty Pay 39,600 40,490 30,846 30,846 0
Comp & SDI Recoveries (99,276) (183,318) (180,713) (180,713) 0
FICA/Medicare 7,567,157 9,119,830 9,942,997 10,081,338 138,341
Ret Exp-Pre 97 Retirees 324,111 352,953 377,516 377,516 0
Retirement Expense 31,864,681 37,865,131 40,024,630 40,505,345 480,715
Employee Group Insurance 14,771,832 19,810,018 20,813,349 21,052,866 239,517
Retiree Health Insurance 3,972,640 4,101,140 4,005,467 4,005,467 0
OPEB Pre-Pay 1,694,799 1,650,596 1,647,496 1,647,496 0
Unemployment Insurance 40,238 62,191 106,787 108,438 1,651
Workers Comp Insurance 3,003,320 2,040,214 2,042,915 2,064,549 21,634
Labor Received/Provided (121,905)(121,905)(121,905)(121,905)0
Health Services
Health and Human Services
250 County of Contra Costa FY 2020-2021 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 2020-2021 Recommended Budget 251
2020-21 Baseline Budget to 2020-21 Recommended
2020-21 Baseline Service Level 2020-21 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 20/21
Baseline to
Rec’d
(1) (2) (3) (4) (5) (6)
(Col 6
minus Col
3)
Enterprise Funds:
Hospital & Clinics EF-1 $689,135,177 $615,890,177 $73,245,000 $689,135,177 $615,890,177 $73,245,000 $0
Medi-Cal Plan EF-2 820,223,229 820,223,229 0 820,223,229 820,223,229 0 0
Commercial Plan EF-3 77,775,136 73,789,136 3,986,000 77,775,136 73,789,136 3,986,000 0
Major Risk Ins. Program 0 0 0 0 0 0 0
Sub-Total $1,587,133,542 $1,509,902,542 $77,231,000 $1,587,133,542 $1,509,902,542 $77,231,000 $0 Enterprise Funds(A)
General Fund Units:
Behavioral Health:
Mental Health $244,665,949 $227,360,949 $17,305,000 $244,665,949 $227,360,949 $17,305,000 $0
Alcohol & Other Drugs 24,190,803 22,255,803 1,935,000 24,190,803 22,255,803 1,935,000 0
Homeless Programs 11,358,417 8,674,417 2,684,000 11,358,417 8,674,417 2,684,000 0
Public Health 88,242,694 66,002,694 22,240,000 88,242,694 66,002,694 22,240,000 0
Environmental Health 24,381,100 24,821,100 (440,000) 24,381,100 24,821,100 (440,000) 0
Detention 30,299,503 1,872,503 28,427,000 32,839,503 1,872,503 30,967,000 2,540,000
Conservatorship 4,467,633 815,633 3,652,000 4,467,633 815,633 3,652,000 0
California Children’s
Services 12,584,980 10,146,980 2,438,000 12,584,980 10,146,980 2,438,000 0
Public Administrator 674,610 330,610 344,000 674,610 330,610 344,000 0
Sub-Total $440,865,690 $362,280,689 $78,585,000 $443,405,690 $362,280,689 $81,125,000 $2,540,000 General Fund
Total General & $2,027,999,232 $1,872,183,231 $155,816,000 $2,030,539,232 $1,872,183,231 $158,356,000 $2,540,000 Enterprise Funds
Other Special Revenue Fund Units:
Expenditures Revenue Net Fund Cost Expenditures Revenue Net Fund Cost Change
Emergency Medical
Services $1,723,384 $1,723,384 $0 $1,723,384 $1,723,384 $0 $0
Ambulance Service
Area 5,554,846 5,554,846 0 5,554,846 5,554,846 0 0
West Contra Costa
Healthcare District 8,460,320 8,460,320 0 8,460,320 8,460,320 0 0
Total Special $15,738,550 $15,738,550 $0 $15,738,550 $15,738,550 $0 $0
Funds:
Grand Total $2,043,737,782 $1,887,921,781 $155,816,000 $2,046,277,782 $1,887,921,781 $158.356.000 $2,540,000 All Funds:
A. General Fund contribution to the Enterprise funds is provided through Hospital Subsidy unit 0465.
Health Services
Health and Human Services
252 County of Contra Costa FY 2020-2021 Recommended Budget
A. General Fund subsidy contribution to the Enterprise funds is provided through Hospital Subsidy unit 0465.
2019-20 Adopted Budget to 2020-21 Recommended
2019-20 Adopted Budget 2020-21 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 19/20
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 $689,135,177 $615,890,177 $73,245,000 $16,886,288
Medi-Cal Plan EF-2 639,284,840 639,284,840 0 820,223,229 820,223,229 0 0
Commercial Plan EF-3 75,249,836 71,263,548 3,986,288 77,775,136 73,789,136 3,986,000 (288)
Major Risk Ins. Program 0 0 0 0 0 0 0
Sub-Total $1,384,573,608 $1,324,228,608 $60,345,000 $1,587,133,542 $1,509,902,542 $77,231,000 $16,886,000 Enterprise Funds(A)
General Fund Units:
Behavioral Health:
Mental Health $236,155,049 $218,850,049 $17,305,000 $244,665,949 $227,360,949 $17,305,000 0
Alcohol & Other Drugs 29,391,851 27,456,851 1,935,000 24,190,803 22,255,803 1,935,000 0
Homeless Programs 16,071,090 13,387,090 2,684,000 11,358,417 8,674,417 2,684,000 0
Public Health 77,712,970 56,572,970 21,140,000 88,242,694 66,002,694 22,240,000 1,100,000
Environmental Health 23,622,276 23,954,276 (332,000) 24,381,100 24,821,100 (440,000) (108,000)
Detention 26,920,681 1,795,681 25,125,000 32,839,503 1,872,503 30,967,000 5,842,000
Conservatorship 4,256,012 604,012 3,652,000 4,467,633 815,633 3,652,000 0
California Children’s
Services 11,805,300 9,367,300 2,438,000 12,584,980 10,146,980 2,438,000 0
Public Administrator 777,665 433,665 344,000 674,610 330,610 344,000 0
Sub-Total $426,712,894 $352,421,894 $74,291,000 $443,405,690 $362,280,689 $81,125,000 $6,834,000 General Fund
Total General & $1,811,286,502 $1,676,650,502 $134,636,000 $2,030,539,232 $1,872,183,231 $158,356,000 $23,720,000 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 $1,723,384 $1,723,384 $0 $0
Ambulance Service
Area 5,534,167 5,534,167 0 5,554,846 5,554,846 0 0
West Contra Costa
Healthcare District 9,841,388 9,841,388 0 8,460,320 8,460,320 0 0
Total Special $16,918,860 $16,918,860 $0 $15,738,550 $15,738,550 $0 $0
Funds:
Grand Total $1,828,205,362 $1,693,569,362 $134,636,000 $2,046,277,782 $1,887,921,781 $158,356,000 $23,720,000 All Funds:
Health Services
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County of Contra Costa FY 2020-2021 Recommended Budget 253
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 2020-21 Baseline Budget
service level to the recommended service level
and the 2019-20 Adopted Budget service level
to the 2020-21 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
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 FTEs. 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. Ten 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. It subsequently
expanded its programs to include County
employees, businesses, individuals, and
families. Currently CCHP has programs for
Medi-Cal recipients, employees of participating
employers, and In-Home Supportive Services
providers.
Health Services
Health and Human Services
254 County of Contra Costa FY 2020-2021 Recommended Budget
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 77,000 Medi-Cal
members since the implementation of the ACA,
and now provides comprehensive, quality health
coverage to approximately 169,000 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 (H3) integrates housing and homeless
services across our health system; coordinates
housing and homeless services across County
government and in the community. As the
Administrative Entity for the homeless
continuum of care, H3 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 and community-
specific policies and strategies to address the
needs of persons experiencing homelessness
and/or housing insecurity as a key determinant
of health.
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 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 vital records.
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.
Health Services
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County of Contra Costa FY 2020-2021 Recommended Budget 255
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.
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256 County of Contra Costa FY 2020-2021 Recommended Budget
Health Services
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County of Contra Costa FY 2020-2021 Recommended Budget 257
Contra Costa Regional Medical Center & Ambulatory Care Centers
Hospital Enterprise Fund
(Enterprise Fund I)
2018-19
Actuals
2019-20
Budget
2020-21
Baseline
2020-21
Recommended Change
Expense
Salaries And Benefits 416,932,232 435,843,653 455,847,304 455,847,304 0
Services And Supplies 215,396,898 210,662,286 209,173,376 209,173,376 0
Other Charges 120,282 13,021,063 13,386,283 13,386,283 0
Fixed Assets 0 10,511,930 10,728,214 10,728,214 0
Expense Total 632,449,413 670,038,932 689,135,177 689,135,177 0
Revenue
Other Local Revenue 649,536,335 670,038,932 689,135,177 689,135,177 0
Revenue Total 649,536,335 670,038,932 689,135,177 689,135,177 0
Net Fund Cost (NFC): (17,086,922)* 0 0 0 0
Allocated Positions (FTE) 2,351.3 2,294.0 2,294.0 2,294.0 0.0
Financial Indicators
Salaries as % of Total Exp 66% 65% 66% 66%
% Change in Total Exp 6%3%0%
% Change in Total Rev 3% 3% 0%
% Change in NFC (100%)0%0%
Compensation Information
Permanent Salaries 185,594,566 191,515,905 204,645,483 204,645,483 0
Temporary Salaries 27,714,178 28,554,370 32,284,532 32,284,532 0
Permanent Overtime 8,784,630 10,244,607 6,385,326 6,385,326 0
Deferred Comp 1,158,846 1,183,717 1,218,846 1,218,846 0
Hrly Physician Salaries 1,856,672 1,691,019 2,497,706 2,497,706 0
Perm Physicians Salaries 47,240,745 48,052,173 53,387,051 53,387,051 0
Perm Phys Addnl Duty Pay 2,713,240 3,356,375 4,045,555 4,045,555 0
Comp & SDI Recoveries (520,396) (562,172) (550,384) (550,384) 0
Vacation/Sick Leave Accrual 1,255,476 0 0 0 0
FICA/Medicare 18,587,117 19,518,526 17,975,797 17,975,797 0
Ret Exp-Pre 97 Retirees 689,948 660,576 690,250 690,250 0
Retirement Expense 68,874,602 73,245,897 77,929,418 77,929,418 0
Excess Retirement 133,959 315,332 223,009 223,009 0
Employee Group Insurance 33,442,673 41,832,406 39,792,916 39,792,916 0
Retiree Health Insurance 8,128,444 8,040,133 8,128,445 8,128,445 0
OPEB Pre-Pay 3,395,342 3,413,314 3,487,667 3,487,667 0
Unemployment Insurance 102,658 142,517 262,818 262,818 0
Workers Comp Insurance 7,779,534 4,638,958 3,442,869 3,442,869 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
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258 County of Contra Costa FY 2020-2021 Recommended Budget
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
2020-21 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) approval of Federal
replacement funding for the expiring Medi-Cal
2020 Waiver in the amount of $83 million (b) $28
million in AB 85 Realignment redirection funding
(c) $20 million in expenditure savings and $10
million in revenue enhancements to replace the
$30 million in non-recurring revenue contained
in the FY 2019/20 budget (d) $40 million for the
Enhanced Payment/Quality Improvement
program; note: this is a replacement program for
the ACA cost reimbursement settlement
process; finalization of the revenue amount
occurs approximately one year after the fiscal
year close and is subject to variability.
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.
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 indigent persons. 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
Health Services
Health and Human Services
County of Contra Costa FY 2020-2021 Recommended Budget 259
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
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
midway through the 2020-21 fiscal year. State
planning for a successor program, CalAIM, is
currently underway. As of this writing CalAIM
has not been fully developed and has not been
submitted to the Federal government for
approval. The FY 2020-21 CCRMC budget
assumes full replacement of the Waiver funding.
Hospital and Emergency Care Services
Summary
Service: Mandatory
Level of Service: Mandatory
Expenditures: $310,100,210
Financing: 310,100,210
Net Fund Cost: 0
Funding Sources:
State 60.5% $187,692,944
Local 25.1% 77,750,645
Federal 7.3% 22,514,802
General Fund 7.1% 22,141,819
FTE: 1,008.3
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.
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260 County of Contra Costa FY 2020-2021 Recommended Budget
Ambulatory Care Centers Summary
Service: Mandatory
Level of Service: Mandatory
Expenditures: $166,978,494
Financing: 166,978,494
Net Fund Cost: 0
Funding Sources:
State 74.9% $125,082,185
Federal 15.9% 26,477,979
Local 2.4% 3,979,660
General Fund 6.9% 11,438,670
FTE: 712.9
3. Physician Services
Description: The interdisciplinary medical staff
at Contra Costa Regional Medical Center and
Health Centers includes a wide range of
generalist and specialty physicians and nurse
practitioners to serve the patients of the county.
The active staff numbers nearly 400 providers.
The Family Medicine Residency Program
provides clinical experience for 39 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: $126,218,006
Financing: 126,218,006
Net Fund Cost: 0
Funding Sources:
State 49.2% $62,033,688
Local 36.7% 46,373,850
Federal 7.3% 9,164,049
General Fund 6.9% 8,646,419
FTE: 264.2
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
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County of Contra Costa FY 2020-2021 Recommended Budget 261
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: $1,858,613
Financing: 1,858,613
Net Fund Cost: 0
Funding Sources:
Local 100.0% $1,858,613
FTE: 5.0
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: $28,847,265
Financing: 28,847,265
Net Fund Cost: 0
Funding Sources:
Local 100.0% $28,847,265
FTE: 303.6
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: $31,018,092
Financing: 31,018,092
Net Fund Cost: 0
Funding Sources:
General Fund 100.0% $31,018,092
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262 County of Contra Costa FY 2020-2021 Recommended Budget
Charges from other County departments
include:
Auditor $1,101,731
Purchasing $252,866
County Counsel $1,300,000
Human Resources $2,424,775
Telecommunication $5,014,615
Sheriff’s Office $4,100,000
DoIT $1,242,074
PW-Occupancy-owned $8,393,366
PW-Occupancy-rented $1,343,640
Medical Liab Ins $4,250,000
Public Liab Ins $1,393,572
PW-Fleet Services $201,453
Total $31,018,092
6.Capital Cost
Description: Capital cost includes leases and
bond debt repayment, capital projects and
equipment acquisition.
The budget anticipates capital equipment
purchases financed through a ten-year bond
issuance. The amount and size of the issuance
will be determined in mid-June.
A $4 million Psychiatric Emergency renovation
capital project, offset with $4 million in
unidentified revenue, has been included as a
budgetary place holder pending selection of the
final project design, Board approval and
financing determination.
Note: Capital Assets are fully funded
budgetarily in the year of acquisition; for
Financial Statement reporting depreciation
rather than acquisition cost is recognized as a
current year expense.
Hospital Capital Cost
Service: Discretionary
Level of Service: Discretionary
Expenditures: $24,114,497
Financing: 24,114,497
Net Fund Cost: 0
Funding Sources:
Local 78.6% $18,950,348
State 21.4% 5,164,149
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County of Contra Costa FY 2020-2021 Recommended Budget 263
Contra Costa Health Plan
CCHP Medi-Cal
(Enterprise Fund II)A
2018-19
Actuals
2019-20
Budget
2020-21
Baseline
2020-21
Recommended Change
Expense
Salaries And Benefits 27,237,683 27,430,242 29,465,931 29,465,931 0
Services And Supplies 626,581,654 705,661,355 679,473,368 679,473,368 0
Other Charges 201,644,864 113,253,144 111,283,930 111,283,930 0
Expense Total 855,464,202 846,344,741 820,223,229 820,223,229 0
Revenue
Other Local Revenue 860,799,328 846,344,741 820,223,229 820,223,229 0
Revenue Total 860,799,328 846,344,741 820,223,229 820,223,229 0
Net Fund Cost (NFC): (5,335,126) 0 0 0 0
Allocated Positions (FTE)B 180.0 172.0 172.0 172.0 0.0
Financial Indicators
Salaries as % of Total Exp 3% 3% 4% 4%
% Change in Total Exp (1%)(3%)0%
% Change in Total Rev (2%) (3%) 0%
% Change in NFC (100%)0%0%
Compensation Information
Permanent Salaries 14,520,738 14,706,072 16,596,881 16,596,881 0
Temporary Salaries 2,663,299 2,541,264 2,112,084 2,112,084 0
Permanent Overtime 676,261 702,576 674,748 674,748 0
Deferred Comp 135,400 155,250 139,065 139,065 0
Perm Physicians Salaries 51,088 0 0 0 0
Comp & SDI Recoveries (1,714) (2,045) (22,790) (22,790) 0
Vacation/Sick Leave Accrual 113,556 0 0 0 0
FICA/Medicare 1,291,507 1,425,028 1,492,582 1,492,582 0
Ret Exp-Pre 97 Retirees 42,675 40,884 42,744 42,744 0
Retirement Expense 4,325,624 4,530,255 4,890,812 4,890,812 0
Employee Group Insurance 2,358,104 2,529,073 2,788,262 2,788,262 0
Retiree Health Insurance 375,348 374,088 389,786 389,786 0
OPEB Pre-Pay 170,053 164,653 152,744 152,744 0
Unemployment Insurance 6,760 9,213 19,372 19,372 0
Workers Comp Insurance 508,984 253,930 189,641 189,641 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 Funds II and III of the Contra Costa Health Plan.
Health Services
Health and Human Services
264 County of Contra Costa FY 2020-2021 Recommended Budget
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 Permanente.
Currently, Contra Costa Health Plan (CCHP)
Medi-Cal managed care beneficiaries can only
obtain prescription drugs within its pharmacy
network. Under managed care, the California
Department of Health Care Services (DHCS)
pays CCHP capitated rates, a portion of which
cover the costs of prescription drugs. These
payments are determined by the negotiated
prices between CCHP and its pharmacy
network.
Beginning January 2021, California is “carving
out” the pharmacy benefit for Medi-Cal managed
care beneficiaries and is transitioning to a fee-
for-service (FFS) program. DHCS believes that
transitioning pharmacy services from managed
care to FFS will standardize the Medi-Cal
pharmacy benefit statewide, improve access to
pharmacy services with a pharmacy network
that includes approximately 97% of the state’s
pharmacies, and strengthen California’s ability to
negotiate state supplemental drug rebates with
drug manufacturers.
By removing the pharmacy benefit from CCHP,
and moving its function and operation to the
state under a centralized pharmacy benefit
manager (PBM), CCHP will no longer be paying
for outpatient medications filled at the retail
pharmacy for its Medi-Cal members, and
outpatient retail pharmacy expenditures are
expected to decrease substantially.
Workload Indicator: The recommended FY
2020-21 budget is based on an average monthly
enrollment of 169,000 Medi-Cal enrollees. The
FY 2020-21 Medi-Cal enrollment budget
decreased 5.1% compared to the FY 2019-20
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 additional Medi-Cal Benefits in 2020
to include the following:
Chiropractic Services, Acupuncture,
Audiology, Occupational Therapy, & Speech
Therapy: Monthly Limits – up to 2 visits per
month of any of these services, in any
combination.
Long term care that exceeds 60 days in a
facility.
Transplant Program
Health Services
Health and Human Services
County of Contra Costa FY 2020-2021 Recommended Budget 265
Value based payment program for
Behavioral Health (mild to moderate)
A 3-year pilot program on Behavioral Health
Integration will launch in 2020
Implementation of Prop 56 and oversight of
payments to include developmental
screening and trauma
Telehealth guidelines for a broader outreach
modality for our members. We want to
engage the members where they want to
interact with Telehealth and Social Media.
In addition, CCHP performs Utilization
Management using clinical guidelines to
determine whether a hospital stay is necessary
and the right level of care. There are member-
facing units that perform outreach to members to
help navigate the Health Delivery Systems in the
county.
CCHP’s Pharmacy Department performs
Medication Management to help members
access the right medication to manage their
chronic health conditions.
The Claims Department tracks encounter data
for members accessing care in our Community
Provider Network to ensure members get
specialty care.
The Quality Department has oversight for
Healthcare Effectiveness Data and Information
Set (HEDIS), Populations Health, and ensures
CCHP maintains Quality Accreditation.
The recommended FY 2020-21 budget is based
on an average monthly enrollment of 144,000
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: $597,481,651
Financing: 597,481,651
Net Fund Cost: 0
Funding Sources:
Local (Premiums) 100.0% $597,481,651
FTE: 172.0
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
complex health care services. CCHP must use
the Health Risk Assessment (HRA) 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. The purpose of the HRA
tool is to ensure enrollment in Care
Management to decrease ER visits and
extended lengths of stay. In addition to the
initial Health Risk Assessment for new SPD
members, annual reassessments must be
completed for all SPD members.
The recommended FY 2020-21 budget is based
on an average monthly enrollment of 25,400
SPD enrollees.
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266 County of Contra Costa FY 2020-2021 Recommended Budget
Medi-Cal SPD Members Summary
Service: Discretionary
Level of Service: Mandatory
Expenditures: $218,390,363
Financing: 218,390,363
Net Fund Cost: 0
Funding Sources:
Local (Premiums) 100.0% $218,390,363
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: $4,351,215
Financing: 4,351,215
Net Fund Cost: 0
Funding Sources:
Local (Premiums) 100.0% $4,351,215
Charges from other County departments
include:
Auditor $2,960,801
Human Resources $176,129
Telecommunication $434,059
Courier Service (PW-GSD) $12,972
DoIT $22,130
PW-Occupancy Owned $554,300
PW-Occupancy Rented $183,661
PW-Fleet Services $2,530
Interest $4,633
Total $4,351,215
Health Services
Health and Human Services
County of Contra Costa FY 2019-2020 Recommended Budget 267
Contra Costa Community Health Plan (Enterprise Fund III)
CCHP Community Plan
(Enterprise Fund III)
2018-19
Actuals
2019-20
Budget
2020-21
Baseline
2020-21
Recommended Change
Expense
Services And Supplies 75,708,230 75,228,553 77,775,136 77,775,136 0
Other Charges 1,801,955 21,283 0 0 0
Expense Total 77,510,185 75,249,836 77,775,136 77,775,136 0
Revenue
Other Local Revenue 78,010,406 75,249,836 77,775,136 77,775,136 0
Revenue Total 78,010,406 75,249,836 77,775,136 77,775,136 0
Net Fund Cost (NFC): (500,221) 0 0 0 0
Financial Indicators
Salaries as % of Total Exp
% Change in Total Exp (3%)3%0%
% Change in Total Rev (4%) 3% 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 was being assessed
on many of our CCHP commercial products.
This was a new tax for our commercial business.
In FY 2016/17 the tax was $7.50 per member
per month, in FY 2017/18 the tax was $8.00 per
member per month. In FY 2018/19 the tax was
$8.50 per member per month.
The MCO provider tax ended June 30, 2019. A
new MCO provider tax is anticipated to be
passed for FY 2019-20 through the first six
months of FY 2022-23.
Beginning January 1, 2019, CCHP Medicare
Senior Health plans were discontinued.
Workload Indicator: The recommended FY
2020-21 budget is based on an average monthly
enrollment of 8,500 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
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
Health Services
Health and Human Services
268 County of Contra Costa FY 2020-2021 Recommended Budget
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: $55,849,754
Financing: 55,849,754
Net Fund Cost: 0
Funding Sources:
Local (Premiums) 100.0% $55,849,754
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 four years
through a combination of funding from the
County and matching funds from the private
hospitals.
Contra Costa Health Plan acts as the Third-
Party Administrator for the CARES program. In
this role we pay the capitated claims to the three
providers for primary care services. In addition,
we create data reports to show payments and
information on the members enrolled in the
program. CCHP’s staff along with the Health
Services Director staff also participate and
support the Cares data group and meetings with
the Hospital Council to help sustain the program
and research additional funding to keep the
program running.
The FY 2020-21 budget anticipates a case load
of 3,500 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 2020-2021 Recommended Budget 269
In-Home Supportive Services and
Contra Costa CARES
Service: Discretionary
Level of Service: Mandatory
Expenditures: $21,925,382
Financing: 21,925,382
Net Fund Cost: 0
Funding Sources:
Local (Premiums) 81.8% $17,939,382
General Fund 18.2% 3,986,000
Health Services
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270 County of Contra Costa FY 2019-2020 Recommended Budget
Health Services
Health and Human Services
County of Contra Costa FY 2020-2021 Recommended Budget 271
Behavioral Health Division - Mental Health
General Fund
2018-19
Actuals
2019-20
Budget
2020-21
Baseline
2020-21
Recommended Change
Expense
Salaries And Benefits 59,964,844 74,420,252 80,885,246 80,885,246 0
Services And Supplies 172,759,886 162,331,261 166,774,865 166,774,865 0
Other Charges 4,328,152 5,572,102 3,893,307 3,893,307 0
Fixed Assets 6,756 9,506 0 0 0
Expenditure Transfers (11,089,498) (4,364,041) (6,887,469) (6,887,469) 0
Expense Total 225,970,139 237,969,080 244,665,949 244,665,949 0
Revenue
Other Local Revenue 93,923,382 105,599,037 111,061,118 111,061,118 0
Federal Assistance 76,124,080 77,533,919 79,916,661 79,916,661 0
State Assistance 36,451,327 35,717,093 36,383,170 36,383,170 0
Revenue Total 206,498,789 218,850,049 227,360,949 227,360,949 0
Net County Cost (NCC): 19,471,351 19,119,031 17,305,000 17,305,000 0
Allocated Positions (FTE) 544.1 548.2 548.2 548.2 0.0
Financial Indicators
Salaries as % of Total Exp 27%31%33%33%
% Change in Total Exp 5% 3% 0%
% Change in Total Rev 6%4%0%
% Change in NCC (2%) (9%) 0%
Compensation Information
Permanent Salaries 35,179,933 42,415,684 45,074,008 45,074,008 0
Temporary Salaries 1,037,754 970,692 1,257,531 1,257,531 0
Permanent Overtime 181,343 215,208 210,348 210,348 0
Deferred Comp 384,708 544,902 610,925 610,925 0
Perm Physicians Salaries 1,104,810 2,857,858 4,196,146 4,196,146 0
Perm Phys Addnl Duty Pay 10,256 5,889 20,250 20,250 0
Comp & SDI Recoveries (45,810) (114,768) (114,767) (114,767) 0
FICA/Medicare 2,786,795 3,584,287 3,856,523 3,856,523 0
Ret Exp-Pre 97 Retirees 110,121 135,366 146,212 146,212 0
Retirement Expense 11,069,311 13,517,538 14,729,606 14,729,606 0
Employee Group Insurance 5,340,651 7,559,568 8,104,970 8,104,970 0
Retiree Health Insurance 1,374,890 1,503,667 1,423,754 1,423,754 0
OPEB Pre-Pay 472,072 563,321 577,086 577,086 0
Unemployment Insurance 14,136 23,458 51,171 51,171 0
Workers Comp Insurance 1,065,779 759,487 863,387 863,387 0
Labor Received/Provided (121,905)(121,905)(121,905)(121,905)0
Description: To serve serious and persistent
mentally disabled adults and seriously
emotionally disabled children and youth.
Workload Indicator: The recommended FY
2020-21 budget is based on 440,640 visits; an
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272 County of Contra Costa FY 2020-2021 Recommended Budget
inpatient psychiatric average daily census of 18
patients; 212 inpatient clinic visits; 17,813 days
in Institute for Mental Disease (IMD); 79,330
days in Board and Cares; and 222 days in State
hospitals.
Impact: The recommended budget maintains
the current level of services. The budget
includes:
The Department of Health Care Services
(DHCS) released its Medi-Cal Healthier
California for All, formerly known as
California Advancing and Innovating Medi-
Cal (CalAIM) proposal in October 2019. The
proposed changes represent an important
shift in the way Medi-Cal plans and
providers must provide care and services to
the state’s Medi-Cal population.
Fundamentally, it is a framework for the
upcoming Medicaid waiver renewals,
(including the Drug Medi-Cal Organized
Delivery System [DMC-ODS]), that will
encompass “broader delivery system,
program and payment reform across Medi-
Cal.” The key goals of the proposal include:
o Identify and manage member risk and
need through Whole Person Care
Approaches and addressing Social
Determinants of Health;
o Move Medi-Cal to a more consistent and
seamless system by reducing
complexity and increasing flexibility; and
o Improve quality outcomes and drive
delivery system transformation through
value-based initiatives, modernization of
systems and payment reform.
Planning and start-up funds 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 Adult and
Mental Health Services Act Community
Based Organization (CBO) providers.
An eight percent (8%) cost of living
adjustment for Children’s Early and Periodic
Screening, Diagnostic and Treatment
(EPSDT) Community Based Organization
providers.
Additional funds to enhance Full Service
Partnership Programs’ capacity to provide
Assertive Community Treatment (ACT) to
fidelity in the community for children, young
adults and older adults with supportive
housing as an alternative to in-patient
psychiatric hospitalization. Program details
are included under the Mental Health
Services Act (MHSA) Three Year Program
and Expenditure Plan.
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. A supplemental
budget adjustment will be made from the
Reserve Fund when the specific dollar
amount is known.
The budget includes $4 million in non-
recurring revenue.
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.
Health Services
Health and Human Services
County of Contra Costa FY 2020-2021 Recommended Budget 273
b.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 seriously emotionally disturbed
(SED) children and adolescents provide mental
health services, crisis intervention, case
management, and psychiatric services.
c. Outpatient Clinic Treatment and
Outreach Services: Provides outpatient clinic,
school-site and in-home services; including
psychiatric diagnostic assessment, medication,
therapy, case management, wraparound,
collateral support, Family Partnership, and crisis
intervention services for SED children and
adolescents and their families. As of FY 2019-
20, Contra Costa BHS is in the process of
reconstituting its Mentorship Program to help
youth struggling with severe emotional
disturbance. The goal is to improve family,
school, and social functioning by providing non-
traditional therapeutic support. Mental Health
Specialist I and II positions were approved, and
Health Services Personnel is in the process of
setting up recruitment exams to fill these
positions.
d. 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.
e.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.
f. 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.
g.Mobile Response Team: The Mobile Crisis
Response Team is comprised of six teams of
masters-level therapists who provide short-term
triage, assessment, de-escalation, stabilization
and emergency services to SED children and
adolescents and their families in order to prevent
acute psychiatric crises and subsequent
hospitalization. The Behavioral Health Services
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.
h.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. In
collaboration with the Employment and Human
Services Department’s (EHSD) Community
Services Bureau, mental health supports are
provided to preschoolers at Head Start program
sites throughout the County.
i.School-Based Partnerships for School-
Based Mental Health Services and
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
school districts in the county in an effort to
identify students who may need services at an
earlier stage or additional support to maintain
Health Services
Health and Human Services
274 County of Contra Costa FY 2020-2021 Recommended Budget
their existing educational placement. Services
include individual, group, or family
psychotherapy; collateral support; and case
management.
In Contra Costa County there are approximately
178,000 public school students. Over 20,000 of
these students, or approximately 11.7%, are
enrolled in Special Education. Prior to FY
2010-11, 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 2010-11, 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).
This budget assumes that the responsibility for
continued ERMHS Non-Medi-Cal funding will
remain with the local school districts and
SELPAs. In 2019, we have continued to foster
collaborative relationships between Behavioral
Health and Local Educational Entities (LEAs) for
provision of mental health services for students
in general education and special education.
Collaboratives include West Contra Costa
Unified School District, Martinez Unified School
District, Pittsburg Unified School District, and
Antioch Unified School District.
j. 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.
k. Pathways to Wellbeing (Katie A.
Programming): Children’s Mental Health, in
partnership with EHSD Children and Family
Services, is in its seventh year of development
of a legally mandated service delivery system
called Pathways to Wellbeing serving youth in
the foster care system. These children and
youth 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 Services (IHBS). All foster youth
who are identified as belonging to the subclass
as well as non-foster youth who meet eligibility
criteria are offered ICC services. The need for
IHBS is determined by the Child and Family
Team.
l. 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.
m. 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, EHSD
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, the
Family Partner program, and Utilization Review.
Mental Health and EHSD also renewed their
Interagency Agreement whereby $2,000,000 in
Health Services
Health and Human Services
County of Contra Costa FY 2020-2021 Recommended Budget 275
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. These funds will continue to sustain
these programs in the coming fiscal year. In
2019, Mental Health continued its CCR
expansion by creating five Mental Health
Specialist and one Mental Health Program
Supervisor positions for a Mentorship Program.
Mental Health also plans to contract with
placement agencies that successfully
transitioned their group homes to STRTPs and
to contract with a provider to offer Therapeutic
Foster Care.
n. 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 (MHSA).
o. Evidenced Based Practices: Child and
Adolescent 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.
p. First Hope: The First Hope program
provides services aimed at early intervention in
psychosis. It has two components: the Clinical
High Risk Program (CHR) and the First Episode
Program (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 started providing services in
2019. Hiring for the First Episode program has
largely been completed. In October 2018, First
Hope moved to a new location to accommodate
its new program component.
q. 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: $69,007,309
Financing: 67,683,139
Net County Cost: 1,324,170
Funding Sources:
Federal 48.1% $33,166,005
Local 46.2% 31,870,222
Transfers 3.7% 2,543,409
State 0.1% $103,503
General Fund 1.9% 1,324,170
FTE: 110.5
Note: Excludes Support Services costs included
under the Administrative component of the budget.
Health Services
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276 County of Contra Costa FY 2020-2021 Recommended Budget
2.Adult Services
Description: Provides services to clients 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 with acute
and/or severe mental disorders and their
families. 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.
e. Vocational Services: The Behavioral
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.Client-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 client 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 substance abuse
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 and court-involved services
(Restoration for Incompetent to Stand Trial [IST]
Health Services
Health and Human Services
County of Contra Costa FY 2020-2021 Recommended Budget 277
misdemeanor cases and Assisted Outpatient
Treatment [AOT]) and 3) co-responding with
local law enforcement agencies (Mental Health
Evaluation Team [MHET], Mobile Crisis
Response Team [MCRT], CoCo LEAD Plus -
Proposition 47 Cohort One). Forensics mental
health 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. Court-ordered and court-involved services
include restoration for IST misdemeanor cases
and the implementation of 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.
CoCo LEAD Plus is an innovative program
funded by Proposition 47 that is intended to
break the cycle of criminalization and repeated
incarceration for people with co-occurring
disorders in Antioch, managed and supervised
by the BH Forensics Program Manager and
Team Lead. Behavioral Health partners with the
Antioch Police Department, the County
Probation Department, the Health, Housing, and
Homeless Services Division, and community-
based organizations.
Mobile Crisis Response Team (MCRT)
provides crisis intervention response to clients
experiencing mental health crises seven
days/week; Monday through Friday 8:30 am to
10:30 pm and Saturday and Sunday 8:30 am to
5 pm. MCRT teams coordinate crisis response
and 5150s with law enforcement and County
emergency services. The goal is to decrease
5150s, reduce psychiatric emergency services
(PES) visits, and refer clients to appropriate
services in their communities.
Planning is underway to provide pre-trial
diversion services across a continuum of care
setting for individuals who have significant
mental health challenges who are justice-
involved and are found or at-risk to be found IST
on felony charges.
j. Rapid Access: Provides 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; and
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 clients 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
Health Services
Health and Human Services
278 County of Contra Costa FY 2020-2021 Recommended Budget
provides these clients with the additional support
and guidance to successfully access these
services and to stay in treatment. Once clients
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. These include
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. EBP
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 in May 2020.
The ANSA is an open domain assessment tool
for use in service delivery systems that address
the mental health of adults and their families. It
is a reliable information integration tool to aid in
developing individual plans of care, monitoring
outcomes, and assisting with planning systems
of care for adults with behavioral health issues.
Planning is underway to begin in 2020 to have
staff trained in “Multifamily Groups in the
Treatment of Severe Psychiatric Disorders” an
EBP providing treatment for clients with serious
mental illness and their families. Each regional
clinic will have a treatment team trained in the
EBP consisting of a Family Support Worker and
a Mental Health Clinical Specialist who will
provide Multifamily Groups for families and loved
ones of clients receiving services in the Adult
System of Care clinics.
n. Augmented Board and Cares for Older
Adult Mental Health Clients: The Behavioral
Health Division’s Adult System of Care
expanded our bed capacity for older adult
Behavioral Health clients 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. BH Adult
System of Care convenes a monthly "Trauma
Informed Collaborative" to coordinate with
system partners on trauma-informed trainings
and activities. Behavioral Health 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. In 2019, approximately
90% of BH staff completed Trauma 101
trainings.
Adult Services Summary
Service: Mandatory
Level of Service: Discretionary
Expenditures: $62,518,332
Financing: 61,621,115
Net County Cost: 897,217
Funding Sources:
State 50.0% $31,201,319
Federal 34.2% 21,389,482
Local 8.2% 5,151,062
Transfers 6.2% 3,879,252
General Fund 1.4% 897,217
FTE: 158.0
Note: Excludes Support Services costs included
under the Administrative component of the budget.
Health Services
Health and Human Services
County of Contra Costa FY 2020-2021 Recommended Budget 279
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.
a.ccLink Optimization Efforts:
The Behavioral Health Division has been using
ccLink (Electronic Health Record) for clinical
documentation for nearly two and a half years,
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 to
services. ccLink has also helped to support
data collection and outcomes-oriented program
evaluation for the benefit of our clients.
In 2019, we had numerous significant
enhancements to ccLink, including but not
limited to a MyChart patient portal, a behavioral
health After Visit Summary (AVS), and electronic
signature functionality for medication consents
and treatment plans. Each of these
enhancements has led to clients having
improved access to and understanding their own
care, as well as more efficient workflows for staff
providing services to clients in the field.
As in past years, in 2020 we will continue the
engagement of 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.
Additionally, in 2020, we will implement a ccLink
Portal to our Community Based Organizations
(CBOs) for the purposes of enhanced care and
collaboration for mutual clients. Other 2020
projects include the introduction of the ANSA
assessment for adult population, an executive
dashboard for improvement and monitoring
service delivery, and an improved Physician
Assessment and Reassessment.
Support Services Summary
Service: Discretionary
Level of Service: Discretionary
Expenditures: $17,400,604
Financing: 7,027,535
Net County Cost: 10,373,069
Funding Sources:
State 29.2% $5,078,348
Local 5.7% 989,369
Federal 4.2% 739,043
Transfers 1.3% 220,775
General Fund 59.6% 10,373,069
FTE: 90.5
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.
Health Services
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280 County of Contra Costa FY 2020-2021 Recommended Budget
Local Hospital Inpatient
Psychiatric Services Summary
Service: Mandatory
Level of Service: Mandatory
Expenditures: $13,771,523
Financing: 12,337,914
Net County Cost: 1,433,609
Funding Sources:
Federal 82.0% $11,291,652
Local 5.8% 802,229
Transfers 1.8% 244,033
General Fund 10.4% 1,433,609
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: 14,387,836
Net County Cost: 1,651,121
Funding Sources:
Federal 58.1% $9,324,289
Local 31.6% 5,063,547
General Fund 10.3% 1,651,121
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: $10,856,678
Financing: 9,230,864
Net County Cost: 1,625,814
Funding Sources:
Local 48.1% $5,224,674
Federal 36.9% 4,006,190
General Fund 15.0% 1,625,814
FTE: 23.0
7. Mental Health Services Act (MHSA)/
Proposition 63
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
mental health services. The Mental Health
Services Act (MHSA) has expanded mental
health care programs for children, transition age
youth, adults and older adults. Services are
Health Services
Health and Human Services
County of Contra Costa FY 2020-2021 Recommended Budget 281
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. 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 166.2 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.
FY 2020-21 is the first year of the MHSA Three
Year Program and Expenditure Plan for FY
2020-23. In this first-year implementation will
begin on the following new program:
Assertive Community Treatment. Planning
and start-up funds have been set aside to
enable the County’s Full Service Partnership
Programs to provide Assertive Community
Treatment (ACT) to fidelity with flexible
supportive housing funds. This enhanced
service delivery will provide an alternative to in-
patient psychiatric hospitalization for persons
with serious mental illness.
Revenues to the MHSA Trust Fund tend to
change from year to year due to the dynamic
nature of the revenue source. Any expenditures
in excess of annual MHSA revenues can be
funded from the Trust Fund carryover surplus.
However, to date the FY 2017-20 MHSA
Program and Expenditure Plan total average
expenditures have not exceeded the average of
annual revenues. The projected FY 2020-21
MHSA expenditures are described below.
Program Type $ in Millions
Community Support System $43.41
Prevention and Early Intervention 9.72
Work Force Education and Training 2.72
Capital Facilities 3.70
Innovation 2.41
Total MHSA Allocation $61.96
For the MHSA Three Year Program and
Expenditure Plan Update for FY 2020-23
(Three-Year Plan), the statutorily required
Community Program Planning process
concludes with a 30-day public comment period
and public hearing in May 2020. Responses to
substantive stakeholder input will be
incorporated in the final Three Year Plan Update
that will be submitted for Board of Supervisors
consideration on or after May 2020.
Mental Health Services Act
Service: Mandatory
Level of Service: Discretionary
Expenditures: $61,960,015
Financing: 61,960,015
Net County Cost: 0
Funding Sources:
Local 100.0% $61,960,015 (Transfers from the MHSA Fund)
FTE: 166.2
Health Services
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282 County of Contra Costa FY 2019-2020 Recommended Budget
Mental Health Services Act (MHSA) Trust Fund/Proposition 63
Mental Health Services Act
Fund (Prop 63)
2018-19
Actuals
2019-20
Budget
2020-21
Baseline
2020-21
Recommended Change
Expense
Expenditure Transfers 47,826,884 54,751,349 61,960,015 61,960,015 0
Expense Total 47,826,884 54,751,349 61,960,015 61,960,015 0
Revenue
Other Local Revenue 1,879,898 1,706,462 1,879,898 1,879,898 0
State Assistance 46,451,208 53,044,887 60,080,117 60,080,117 0
Revenue Total 48,331,105 54,751,349 61,960,015 61,960,015 0
Net Fund Cost (NFC): (504,222) 0 0 0 0
Financial Indicators
% Change in Total Exp 14% 13% 0%
% Change in Total Rev 13%13%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
mental health services. These collections are
deposited into the Trust Fund and maintained
per regulation. Periodically, funds are
transferred from this fund to the Mental Health
General Fund budget unit to finance mental
health programs approved in the Mental Health
Services Act (MHSA) Three Year Plan.
Mental Health Services Act
Service: Mandatory
Level of Service: Discretionary
Expenditures: $61,960,015
Financing: 61,960,015
Net Fund Cost: 0
Funding Sources:
State 97.0% $61,080,117
Local (Use of Money) 3.0% 1,879,898
Health Services
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County of Contra Costa FY 2019-2020 Recommended Budget 283
Behavioral Health – Alcohol and Other Drugs
General Fund
2018-19
Actuals
2019-20
Budget
2020-21
Baseline
2020-21
Recommended Change
Expense
Salaries And Benefits 5,151,697 6,404,179 7,690,027 7,690,027 0
Services And Supplies 20,316,476 24,882,963 18,923,781 18,923,781 0
Fixed Assets 0 13,500 0 0 0
Expenditure Transfers (1,461,257)(1,908,791)(2,423,005)(2,423,005)0
Expense Total 24,006,916 29,391,851 24,190,803 24,190,803 0
Revenue
Other Local Revenue 4,505,081 5,258,647 6,032,186 6,032,186 0
Federal Assistance 7,305,092 8,735,865 7,496,519 7,496,519 0
State Assistance 10,261,083 13,462,339 8,727,097 8,727,097 0
Revenue Total 22,071,255 27,456,851 22,255,803 22,255,803 0
Net County Cost (NCC): 1,935,660 1,935,000 1,935,000 1,935,000 0
Allocated Positions (FTE) 54.0 64.0 64.0 64.0 0.0
Financial Indicators
Salaries as % of Total Exp 21% 22% 32% 32%
% Change in Total Exp 22%(18%)0%
% Change in Total Rev 24% (19%) 0%
% Change in NCC 0%0%0%
Compensation Information
Permanent Salaries 2,877,560 3,808,337 4,535,556 4,535,556 0
Temporary Salaries 83,855 0 70,768 70,768 0
Permanent Overtime 130,725 0 132,060 132,060 0
Deferred Comp 52,201 73,020 83,820 83,820 0
FICA/Medicare 233,530 291,090 362,598 362,598 0
Ret Exp-Pre 97 Retirees 8,371 2,173 10,017 10,017 0
Retirement Expense 790,021 1,065,887 1,239,352 1,239,352 0
Employee Group Insurance 510,058 736,979 822,076 822,076 0
Retiree Health Insurance 258,138 266,219 248,378 248,378 0
OPEB Pre-Pay 117,550 96,117 106,832 106,832 0
Unemployment Insurance 1,842 1,915 2,800 2,800 0
Workers Comp Insurance 87,844 62,441 75,769 75,769 0
Description: To reduce the incidence and
prevalence of Substance Use Disorders (SUD)
through prevention, diversion, treatment and
recovery services. The Alcohol and Other Drugs
(AODS) administration’s delivery model is based
on a network of Community Based
Organizations (CBOs) which provide SUD
prevention, diversion and treatment services
throughout Contra Costa. AODS also operates
one County residential Co-Occurring Enhanced
treatment program for men. 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
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284 County of Contra Costa FY 2020-2021 Recommended Budget
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 in November 2016. The DMC-
ODS Waiver operates as a Prepaid Inpatient
Hospital Plan (PIHP) which requires greater
administrative oversight and 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 3 years as
of FY 2019-20. 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. In 2020,
DHCS will negotiate with CMS to update and
renew both the 1115 and 1915(b) waiver which
governs the DMC-ODS. Key components of the
two waivers will be updated to improve overall
health outcomes while promoting cost savings
by transforming the Medi-Cal system and
reforming payment reimbursement structures
through a major initiative known as Medi-Cal
Healthier California. The Initiative was launched
in the Fall of 2019 and currently there are
various stakeholder groups underway.
Workload Indicator: During the last fiscal year
(FY2018-19) AOD served a total of 3,272
clients. The data for the current fiscal year is
only available for six months. Through early
January 2020, we have served 2,131
unduplicated clients. The recommended FY
2020-21 budget is based on an average
caseload of 4,262 unduplicated clients that we
project to serve in treatment. Similarly, in FY
2018-19 AODS served a total of 9,623
prevention participants. This fiscal year the total
reflects the number of participants through mid-
January and includes 1,653 youth and 501
parents, the difference corresponds to county
residents that were involved in large community
prevention mobilization efforts. Our projected
prevention caseload for FY 2020-21, will remain
slightly lower than FY 2018-19 due to the loss of
a coalition in the eastern part of the county.
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 three, we anticipate a slight expansion of
services during FY 2020-21 to ensure that basic
DMC required services consisting of ASAM
Levels 3.1, 3.2, 3.3, 3.5 and 3.7 are available.
To that end, based on the assumption that
service expansion will occur for Levels 3.2, 3.1,
and 3.5 for Medi-Cal beneficiaries, a gradual
shift of funding will be reallocated primarily in
community based contracts and potentially a
slight increase will occur as a result of the cost
of delivering services that require higher
intensity and specialization. These types of
services do not require county dollars as a
match and will support Network Adequacy.
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. In early
October 2019, Contra Costa had its second
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 adult
beneficiaries with SUD was 1.08 percent which
is higher than the statewide average of 0.77
percent.” Although AODS has improved timely
access and treatment availability, we have yet to
improve the average of approved Medi-Cal
claims.
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County of Contra Costa FY 2020-2021 Recommended Budget 285
Besides quality, a separate performance
indicator is the number of unduplicated
beneficiaries served by the DMC-ODS plan in
each county to demonstrate the expansion of
SUD treatment services. While the larger referral
source to SUD treatment remains the criminal
justice system. Other county programs such as
CoCoLead, Community Connect, Bridge
program, Choosing Change, La Clínica, and
Lifelong also provide some type of service for
individuals with substance use, contributing to
the expansion on the number of residents
served in Contra Costa, except outside the
DMC-ODS plan and not claimed through DMC.
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
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 (SUD)
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 (PSP) was approved by DHCS at
the end of June 2018 and developed in
partnership with parents, youth, educators,
police officers, medical staff, counselors and
residents and it covers the period of 2018-2023.
In addition to underage drinking, the Prevention
Strategic Plan (PSP) addresses issues related
to the legalization of marijuana as well as the
impact of the opioid epidemic in Contra Costa.
In 2019, prevention services had an
extraordinary response to the Board of
Supervisor’s efforts to place restrictions to
marijuana sales, by engaging residents and
youth in the local decision-making process.
Similarly, prevention services placed four
billboards in West County to train parents and
educators.
Prevention Services Summary
Service: Discretionary
Level of Service: Discretionary
Expenditures: $1,602,927
Financing: 1,602,927
Net County Cost: 0
Funding Sources:
State 100.0% $1,602,927
FTE: 3.0
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
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286 County of Contra Costa FY 2020-2021 Recommended Budget
are able to directly schedule intake
appointments with treatment providers following
interaction with the patient.
Information, Screening and Referral
into SUD Services Summary
Service: Discretionary
Level of Service: Discretionary
Expenditures: $682,565
Financing: 682,565
Net County Cost: 0
Funding Sources:
Local 50.0% $341,283
State 50.0% 341,283
FTE: 7.0
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) and/or
Medication Assisted Treatment (MAT)
Outpatient and Intensive Outpatient
Treatment Services (IOS)
Residential Services and Withdrawal
Management Services
Case Management, Recovery Support, and
Recovery Residences
These services are described separately in boxes
below.
a.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 FY
2018-19 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: $5,298,218
Financing: 5,298,218
Net County Cost: 0
Funding Sources:
Federal 50.0% $2,649,109
Local 50.0% 2,649,109
b.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.
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County of Contra Costa FY 2020-2021 Recommended Budget 287
Outpatient and Intensive Outpatient
Program Summary
Service: Discretionary
Level of Service: Discretionary
Expenditures: $3,958,476
Financing: 3,691,066
Net County Cost: 267,410
Funding Sources:
Federal 48.6% $1,923,647
State 36.4% 1,439,699
Local 8.3% 327,720
General Fund 6.8% 267,410
FTE: 9.5
c. Residential Treatment and
Withdrawal Management Services
Description: Residential Treatment or ASAM
Level 3.1 is a non-institutional low intensity, 24-
hour non-medical, short-term (up to 90-days with
two non-continuous 90 days admissions within
365 calendar days), provides support for 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 FY 2018-19, 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: $8,063,234
Financing: 6,986,532
Net County Cost: 1,076,702
Funding Sources:
State 45.0% $3,625,206
Federal 26.8% 2,161,822
Local 14.9% 1,199,504
General Fund 13.4% 1,076,702
FTE: 20.0
d. 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
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288 County of Contra Costa FY 2020-2021 Recommended Budget
to ensure that Medi-Cal eligible individuals can
receive these benefits. Three years ago, in
anticipation for the implementation of the DMC
Waiver, AODS in partnership with the
community, developed guidelines for the
operation of Recovery Residences and for two
years we have established and maintained two
separate small contracts with Support4Recovery
and Oxford Houses for the preliminary
implementation of Recovery Residence
services. Lastly, we have preliminary outcome
data from this new service and a process to
measure effectiveness is underway.
Case Management, Recovery Support and
Recovery Residences Summary
Service: Discretionary
Level of Service: Discretionary
Expenditures: $993,812
Financing: 993,812
Net County Cost: 0
Funding Sources:
State 79.5% $789,645
Federal 10.5% 104,749
Local 10.0% 99,418
General Fund 0.0% 0
8.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
terminated a special contract provision that
redirected discretionary funds to provide HIV
testing and education to SUD beneficiaries.
While the requirement remains without specific
funding, AODS partners with the Public Health
Division’s HIV/AIDS program to maintain
services through existing available resources.
Some of the programs under special services
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.
At the beginning of FY19-20, AODS
assumed responsibility for the assessment
unit. We are currently operating with two
counselors and received 148 referrals from
EHSD. Through December 2019 our
counselors completed 126 screenings;
referred 36 clients to SU treatment; and 92
referrals to Mental Health.
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, in FY
2019-20, contracts included 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.
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County of Contra Costa FY 2020-2021 Recommended Budget 289
Special Programs (Non-DMC Waiver)
Summary
Service: Discretionary
Level of Service: Discretionary
Expenditures: $3,533,020
Financing: 3,533,020
Net County Cost: 0
Funding Sources:
Transfers 69.4% $2,450,158
State 26.3% 928,340
Local 4.4% 154,522
FTE: 13.5
d. 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
such as Quality Management, Utilization
Review, Evaluation, and Program Integrity and
Provider Services.
Program and System Support Summary
Service: Discretionary
Level of Service: Discretionary
Expenditures: $2,508,710
Financing: 1,917,822
Net County Cost: 590,888
Funding Sources:
Local 50.3% 1,260,630
Federal 26.2% 657,192
General Fund 23.6% $590,888
FTE: 11.0
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290 County of Contra Costa FY 2020-2021 Recommended Budget
Health, Housing and Homeless Services
General Fund
2018-19
Actuals
2019-20
Budget
2020-21
Baseline
2020-21
Recommended Change
Expense
Salaries And Benefits 1,262,233 1,821,751 2,064,116 2,064,116 0
Services And Supplies 17,632,907 22,890,121 17,358,292 17,358,292 0
Fixed Assets 0 64,800 64,800 64,800 0
Expenditure Transfers (7,166,878)(8,205,582)(8,128,790)(8,128,790)0
Expense Total 11,728,262 16,571,090 11,358,417 11,358,417 0
Revenue
Other Local Revenue 744,859 598,662 658,814 658,814 0
Federal Assistance 8,060,101 11,888,428 7,115,603 7,115,603 0
State Assistance 243,692 1,400,000 900,000 900,000 0
Revenue Total 9,048,652 13,887,090 8,674,417 8,674,417 0
Net County Cost (NCC): 2,679,610 2,684,000 2,684,000 2,684,000 0
Allocated Positions (FTE) 13.0 15.0 15.0 15.0 0.0
Financial Indicators
Salaries as % of Total Exp 11% 11% 18% 18%
% Change in Total Exp 41%(31%)0%
% Change in Total Rev 53% (38%) 0%
% Change in NCC 0%0%0%
Compensation Information
Permanent Salaries 799,861 1,137,013 1,367,255 1,367,255 0
Deferred Comp 14,945 23,100 24,141 24,141 0
FICA/Medicare 59,041 87,389 98,733 98,733 0
Ret Exp-Pre 97 Retirees 2,470 2,498 2,992 2,992 0
Retirement Expense 245,450 344,098 376,917 376,917 0
Employee Group Insurance 110,960 201,009 170,380 170,380 0
Retiree Health Insurance 2,627 5,211 2,606 2,606 0
OPEB Pre-Pay 3,867 2,242 0 0 0
Unemployment Insurance 297 571 786 786 0
Workers Comp Insurance 22,716 18,620 20,305 20,305 0
Health Services
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Description: Health, Housing and Homeless
Services (H3) is committed to making
homelessness short-lived and non-recurring by
ensuring an integrated system of housing and
support services for persons experiencing
homelessness in Contra Costa County.
H3 operates a homeless service delivery system
that includes street outreach, respite and
emergency shelters, independent living
programs for transition-age youth, and
permanent supportive housing for adults, youth,
and families.
As the federally designated administrative entity
for the local homeless Continuum of Care
(CoC), H3 provides technical assistance,
strategic guidance, and funding to a network of
community-based agencies organized to
respond to homelessness in the community.
The CoC provides a full system of care that
includes crisis response services and long-term
permanent solutions to homelessness for adults,
youth, and families.
Additionally, H3 manages the community-wide
homeless management information system and
submits the annual application for federal HUD
homelessness assistance funding. H3
Administration 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 2020-
21 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 services and
housing in Contra Costa County.
Administration Summary
Service: Discretionary
Level of Service: Discretionary
Expenditures: $2,649,022
Financing: 1,423,524
Net County Cost: 1,225,498
Funding Sources:
Federal 52.3% 1,388,267
Local 0.8% 19,992
Transfers 0.6% 15,265
General Fund 46.3% 1,225,498
FTE: 12.0
2.Coordinated Entry System (CES)
Description: The Coordinated Entry System
(CES) is the process by which access to the
community’s homeless resources is provided.
Through a network of community-based and
County providers, CES streamlines access to
housing and services through 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 centralized access and
referral for shelter beds available through the
County.
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292 County of Contra Costa FY 2020-2021 Recommended Budget
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.
Warming Centers offer temporary overnight
accommodation within the CARE Center on a
night by night basis to individuals and families
when traditional shelters are full.
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.
d.Rapid Resolution Services: Rapid
Resolution engages participants in problem-
solving conversations and resources to avoid
entry into the homeless service delivery system
or resolve homelessness within days of entering
shelter.
e. Housing Navigation: Housing Navigation
services are designed to support moving people
experiencing homelessness into housing as
quickly as possible by providing services that
includes securing housing eligibility documents,
completing affordable housing applications,
housing education, and budgeting support.
f.Rapid Rehousing Assistance: Rapid re-
housing provides short-term rental assistance
and case management services to help people
regain housing quickly and stay housed.
Coordinated Entry System Summary
Service: Discretionary
Level of Service: Discretionary
Expenditures: $4,328,010
Financing: 3,861,096
Net County Cost: 466,914
Funding Sources:
Federal 68.0% $2,941,034
Transfer 21.2% 920,062
General Fund 10.8% 466,914
3.Interim Housing and Support
Services
Description: Interim Housing and Support
Services offers short-term shelter and support
services, including referral for substance use
disorder (SUD) 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 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.
c. Calli House: A 15 bed emergency shelter
program 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.
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d. McGovern House (formerly Appian
House) - Transitional Housing for Youth:
Opening February 2020, the program will add
bed capacity for homeless youth ages 18-24-
years old. This 11-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.
e. 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.
Interim Housing and Support Services
Summary
Service: Discretionary
Level of Service: Discretionary
Expenditures: $3,122,819
Financing: 2,956,490
Net County Cost: 166,329
Funding Sources:
Transfer 77.3% $2,414,157
Federal 14.9% 465,024
State 2.5% 77,309
General Fund 5.3% 166,329
FTE: 1.0
4. Contra Costa Youth Continuum of
Services
Description: Provides outreach, shelter,
transitional, and permanent housing and
services to youth ages 18-24.
Contra Costa Youth Continuum
of Services Summary
Service: Discretionary
Level of Service: Discretionary
Expenditures: $1,339,460
Financing: 685,757
Net County Cost: 653,703
Funding Sources:
Transfer 36.3% $485,757
Federal 14.9% 200,000
General Fund 48.8% 653,703
FTE: 1.0
5. Supportive Housing Programs
Description: Provides a variety of permanent
housing options for disabled homeless adults,
families, and transition age youth. 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.
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.
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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: $5,560,390
Financing: 5,542,243
Net County Cost: 18,147
Funding Sources:
Transfers 80.6% $4,481,389
Federal 19.1% 1,060,854
General Fund 0.3% 18,147
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 H3, with
support from Contra 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: $423,859
Financing: 270,450
Net County Cost: 153,409
Funding Sources:
Federal 41.4% $175,596
State 22.2% 93,846
Transfers 0.2% 1,008
General Fund 36.2% 153,409
FTE: 1.0
7.One-Time Homelessness Assistance
Funding
Description: The State of California has
released more than $13 million in one-time
funding, authorized by State legislation SB2,
SB850, and AB101, to Contra Costa County’s
homeless continuum of care to enhance the
homeless crisis response system or
infrastructure across the county.
a.The Homeless Emergency Aid Program
(HEAP), 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. Contra Costa’s
$7.19M allocation of funds must be expended by
June 30, 2021.
b.California Emergency Solutions and
Housing (CESH) program are funds to assist
persons who are experiencing or are at risk of
homelessness. 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
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County of Contra Costa FY 2020-2021 Recommended Budget 295
homelessness services and housing delivery
systems. All funds totaling $1.3M must be
expended by June 30, 2025.
c.Homeless Housing Assistance and
Prevention (HHAP) is a State block grant
program that is designed to provide local
jurisdictions with one-time funds to support
regional coordination and to expand or develop
local capacity to address immediate
homelessness challenges throughout the state.
Contra Costa’s allocation of $5.2M must be
expended by June 30, 2025.
State of CA One-Time Homeless Assistance
Service: Discretionary
Level of Service: Discretionary
Expenditures: $2,252,497
Financing: 2,252,497
Net County Cost: 0
Funding Sources:
Federal 100.0% $2,252,497
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296 County of Contra Costa FY 2020-2021 Recommended Budget
Public Health
General Fund
2018-19
Actuals
2019-20
Budget
2020-21
Baseline
2020-21
Recommended Change
Expense
Salaries And Benefits 54,452,768 64,489,831 68,955,222 68,955,222 0
Services And Supplies 18,973,504 16,727,032 22,579,034 22,579,034 0
Other Charges 12 0 0 0 0
Fixed Assets 445,441 505,000 489,000 489,000 0
Expenditure Transfers (3,283,685)(4,008,893)(3,780,562)(3,780,562)0
Expense Total 70,588,039 77,712,970 88,242,694 88,242,694 0
Revenue
Other Local Revenue 6,845,512 6,384,203 6,405,014 6,405,014 0
Federal Assistance 11,690,970 12,065,286 12,124,960 12,124,960 0
State Assistance 30,747,927 38,123,481 47,472,720 47,472,720 0
Revenue Total 49,284,408 56,572,970 66,002,694 66,002,694 0
Net County Cost (NCC): 21,303,630 21,140,000 22,240,000 22,240,000 0
Allocated Positions (FTE) 479.1 478.7 478.7 478.7 0.0
Financial Indicators
Salaries as % of Total Exp 77%83%78%78%
% Change in Total Exp 10% 14% 0%
% Change in Total Rev 15%17%0%
% Change in NCC (1%) 5% 0%
Compensation Information
Permanent Salaries 32,107,530 38,685,904 41,774,689 41,774,689 0
Temporary Salaries 701,053 457,034 382,700 382,700 0
Permanent Overtime 44,084 49,826 48,370 48,370 0
Deferred Comp 369,462 494,016 576,516 576,516 0
Hrly Physician Salaries 11,787 0 54,636 54,636 0
Perm Physicians Salaries 631,801 933,034 855,078 855,078 0
Perm Phys Addnl Duty Pay 25,999 32,753 10,596 10,596 0
Comp & SDI Recoveries (48,603) (60,546) (60,546) (60,546) 0
FICA/Medicare 2,457,733 2,935,084 3,142,135 3,142,135 0
Ret Exp-Pre 97 Retirees 105,541 104,095 112,538 112,538 0
Retirement Expense 10,009,189 11,660,664 12,539,802 12,539,802 0
Employee Group Insurance 5,046,495 6,686,339 7,082,891 7,082,891 0
Retiree Health Insurance 1,301,208 1,309,728 1,321,476 1,321,476 0
OPEB Pre-Pay 724,725 537,475 534,586 534,586 0
Unemployment Insurance 12,408 19,782 22,543 22,543 0
Workers Comp Insurance 952,355 644,642 557,213 557,213 0
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
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County of Contra Costa FY 2020-2021 Recommended Budget 297
Medi-Cal patients; approximately 19,000 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; 600,000
meals served or delivered to seniors;
approximately 7,600 childhood and adult
immunizations and 800 flu vaccines to the
community; 12,000 oral health assessments,
and 4,300 sealants and fluoride varnish
applications for children; an average of 13,603
food vouchers over a two month period in 2019
and an average of 12,298 electronic benefits
over a three month period in 2019 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 174 refugees, asylees or victims of
trafficking; and translation and interpreting
services to all of CCHS, including 137,028
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. Vital Registrations: The Office of Vital
Registrations (OVR) is a state-mandated
function of local health departments. In 2019
the OVR was responsible for registering
approximately 10,069 births, including 88 out of
hospital births, 7,016 deaths and 41 fetal deaths
occurring in the County; issuing 8,334 permits
for the disposition of human remains; and
providing 49,169 certified copies of birth and
death certificates. The OVR also manages an
automated electronic birth registration network
system with terminals located in every birthing
hospital in the County. Data obtained and
compiled electronically from recent birth and
death registrations are 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 47 Declaration of Paternity
forms, and issued 167 Medical Marijuana ID
cards. (Note all of these statistics only account
for January-November 2019, which is not the
grand total for 2019 as some events have not
occurred or been accounted for yet.).
b. 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.
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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.
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;
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County of Contra Costa FY 2020-2021 Recommended Budget 299
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.
c.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
2018-19 staff assisted over 1,092
families and individuals with Medi-Cal
enrollment and linkage to community
resources and hands on application
assistance to other health and social
benefit programs.
The Reentry Health Program:
In FY 2018-19, Re-entry Health
Conductors assisted 1,412 returning
citizens (also known as formerly
incarcerated) with navigation assistance
and resource linkages that range from
health coverage assistance and social
benefit programs to job training
opportunities, job referrals and housing.
Returning citizens are assisted through
the following pathways: The Transitions
Medical Clinic (based at West County
and Pittsburg Health Centers); The
REMEDY support groups based on
Behavioral Court, the Reentry Success
Center in West County, the West
County Health Center and Pittsburg
Health Center.
The Transitions Medical Clinics: In
fiscal year 2018-2019 West County and
Pittsburg combined provided 378
persons with medical treatment.
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 2018-19, 300 persons benefitted
from these services.
Program Enhancement: In FY 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.
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300 County of Contra Costa FY 2020-2021 Recommended Budget
d.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.
e.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 25 qualified medical interpreters
who speak more than 13 different languages
and assist with interpretation for the more than
25,000 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.
f.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 who settle in Contra Costa each year
qualify for this program.
g.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 national 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: $9,505,988
Financing: 1,449,522
Net County Cost: 8,056,466
Funding Sources:
Local 7.8% $746,450
State 7.4% 703,072
General Fund 84.8% 8,056,466
FTE: 42.3
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 140,000 meals in a
congregate setting and over 460,000 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
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County of Contra Costa FY 2020-2021 Recommended Budget 301
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: $5,241,506
Financing: 4,574,162
Net County Cost: 667,344
Funding Sources:
Transfers 51.8% $2,715,481
Local 35.5% 1,858,681
General Fund 12.7% 667,344
FTE: 4.5
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
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 nearly
90 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 13, 2019, the Disease
Investigation and Control Unit received nearly
6,000 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 22
contact investigations for airline or maritime
exposures to communicable disease (measles
and hepatitis A) were conducted. Staff also
handled 245 reports of animal bites, some of
which needed investigation to ascertain rabies
risk. Thirty-two rabies vaccination exemption
requests were reviewed and replied to. Finally,
staff responded to 44 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
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302 County of Contra Costa FY 2020-2021 Recommended Budget
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,
such as changes to legislation affecting
vaccination exemptions.
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 coordinates the perinatal hepatitis B
program to prevent the development of chronic
hepatitis B in infants. In 2019 (as of December
6, 2019), a total of 9,894 immunizations were
given at Public Health clinics, including 919 flu
vaccines and 1,311 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 6, 2019, Contra Costa identified 56
newly diagnosed TB cases, and provided case
management services to 89 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 2,705 home medication visits.
Public Health Nurse Case Managers made
approximately 684 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 6, 2019, 461 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 that 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 those caused by 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 9, 2019,
the Public Health Lab performed 192,430 clinical
and environmental tests. Of those, 245 were
rabies tests associated with bats or animal bites.
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Communicable Disease Control Summary
Service: Mandatory/Discretionary
Level of Service: Discretionary
Expenditures: $9,644,228
Financing: 5,681,479
Net County Cost: 3,962,749
Funding Sources:
Local 31.3% $3,022,261
State 24.3% 2,345,524
Federal 3.3% 313,694
General Fund 41.1% 3,962,749
FTE: 51.2
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
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.
This program works to reduce STDs by
identifying new cases 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 461.2/100,000 residents in 2016
to 502.7/100,000 in 2017 and 536.1 in 2018.
The rate of gonorrhea increased from
139.9/100,000 in 2016 to 154.8/100,000 in 2017
and 179.3 in 2018. 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 17/100,000 in 2017
to 23.8 in 2018. This represents a near doubling
in early syphilis case rates since 2014. The rate
of congenital syphilis cases increased from 16.4
in 2017 to 30.5 in 2018. As a point of reference,
Contra Costa had zero cases in calendar years
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. This 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
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304 County of Contra Costa FY 2020-2021 Recommended Budget
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 PrEP-Assistance Program (PrEP-AP) is the
State of California’s assistance program for the
prevention of HIV that helps cover the medical
expenses related to getting pre-exposure
prophylaxis medication. The PrEP-AP will pay
for: 1) approved PrEP-AP related medical out-of-
pocket costs, and 2) medications on the PrEP-
AP formulary for the prevention of HIV and
treatment of sexual transmitted infections (STIs),
excluding Truvada, which is provided, free to
uninsured individuals by the drug manufacturer.
Individuals who are interested in the program
will be screened and enrolled in the program by
a certified enrollment worker who is a staff
member of the HIV/AIDS and STD Program in
Contra Costa Public Health Department. The
enrollment worker will also be responsible for
scheduling appointments for patients to be seen
at one of the four pilot health centers.
Enrollment in the PrEP-AP program officially
started in October 2019 and to date, the PrEP-
AP Enrollment Worker has started the
enrollment process for 6 clients and has
completed enrollment for 2 clients (i.e., both
clients have received prescriptions).
In 2019, the PrEP Navigator has provided PrEP
education and navigation to 89 clients in Contra
Costa County. These clients have been referred
through several different modes, including
community-testing sites, through the medical
case management team, referrals from county
providers, from the line list intervention, self-
referred, and through community partners.
In calendar year 2019, the HIV/AIDS and STD
program served nearly 650 people with HIV or
AIDS. Approximately 87.8 percent of those
served were at or below 300% of the federal
poverty level. Ninety-seven individuals were
newly enrolled in the program during the year,
eleven of whom were newly diagnosed with HIV.
Services are provided throughout the County
and reach over 170 women each year. Services
include nurse and 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 with a diagnosis not
actively being treated, 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 2019, the
program began the process of formulating a
peer support and mentorship program. Input
from clients and community members was
solicited and has been incorporated into the
planning process.
Community and provider trainings include: an
annual HIV and AIDS update for clinicians,
cultural competency skills training, Partner
Counseling and Referral Services, initiation of
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County of Contra Costa FY 2020-2021 Recommended Budget 305
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: $5,164,274
Financing: 3,753,314
Net County Cost: 1,410,960
Funding Sources:
Federal 48.1% $2,481,419
State 19.7% 1,018,783
Transfers 3.7% 190,000
Local 1.2% 63,112
General Fund 27.3% 1,410,960
FTE: 31.8
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 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.
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. Increased
State funding in FY 2019-20 allows for 50
additional women to receive case management
services. It also provides support for
transportation and child watch assistance to
decrease the barriers to attendance at groups.
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
convening 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 youth (ages 3-19 years) each
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306 County of Contra Costa FY 2020-2021 Recommended Budget
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 2023.
Increased State funding to expand the program
on an ongoing basis has been received.
Additional funding support has been received
from EHSD to serve CalWORKs participants.
f.Home Visiting Services for Pregnant
Women: Provided by Community Health
Worker Specialists and a Medical Social Worker
in three formats – the Prenatal Care Guidance
Program offers short-term support during
pregnancy. Lift Every Voice supports pregnant
women who are incarcerated, and Healthy
Families America provides long-term case
management through pregnancy until the child is
three years of age.
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 12,000 participants
every month uploading electronic benefits onto
their CA WIC Card (as of September 3, 2019) 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
Three programs were being expanded in FY
2019-20 with new state funding that continues
into FY 2020-21:
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County of Contra Costa FY 2020-2021 Recommended Budget 307
1)Two additional sources of support are
allowing for expansion of the Nurse-
Family Partnership: A) CalWORKs
Home Visiting Program that is a
collaborative agreement between EHSD
Workforce Services, Community
Services Bureau, First 5 Contra Costa,
and CCHS FMCH, and has allowed
expansion of the Nurse-Family
Partnership program for an additional 50
women who are eligible for CalWORKs.
B) California Home Visiting Program
(CHVP) has received additional State
funds to expand existing home visiting
programs. Nurse-Family Partnership is
expanding to 25 additional families who
will have the services of a Public Health
Nurse through pregnancy and until the
child is two years of age.
2)Black Infant Health Program (BIH) will
receive additional funds to provide case
management to 50 additional women
and have support to reduce barriers to
participation in the BIH model.
3)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.
Funding has been awarded for an
additional two years through June 2021.
Two community interventions will be
implemented starting in FY2019-2020,
including a fatherhood program and a
community-based doula program to
support women through pregnancy and
post-partum. Development of a Bay
Area regional public health awareness
campaign continues with the goal of
raising awareness about pre-term birth,
infant mortality, and the existing health
inequities in the African American
community.
Family, Maternal & Child Health Summary
Service: Mandatory/Discretionary
Level of Service: Discretionary
Expenditures: $11,703,184
Financing: 10,583,835
Net County Cost: 1,119,349
Funding Sources:
Federal 71.0% $8,312,457
State 13.9% 1,626,378
Transfer 5.5% 645,000
General Fund 9.6% 1,119,349
FTE: 87.5
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), Opioid Prevention Program, Child
Health and Disability Prevention (CHDP)
Program, and Lead Poisoning Prevention
Program (LPPP).
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 9 licensed mobile
medical and dental 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 operated by Clinic
Services – over 5,000 appointments
available/year
Immunizations and TB clinics – over
5,200 appointments available/year
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308 County of Contra Costa FY 2020-2021 Recommended Budget
School-based clinics at 35 schools –
over 17,200 medical appointments and
dental appointments available/year
Employee Occupational Health Program
– approximately 2,500 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 6,900
appointments annually
Total clinic visits approximately 57,100.
Note: Budget includes $4 million in non-
recurring TCM/MAA revenue.
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
57,500 telephone encounters and 30,000 in-
person visits to almost 13,900 unique patients in
FY 2019-20. The program also provided over
559 patients with housing transition funds.
e.Overdose Prevention Initiative: PHCS
received an Overdose Prevention Initiative grant
from the California Department of Public Health
for $1.5M. Funding will be used to develop a
foundational model for a proactive and public
health minded approach to the opioid epidemic
by integrating Contra Costa County Public
Health, Local Emergency Medical Services and
911 transport agencies. These agencies will
work together to reduce opioid overdoses and
deaths in Contra Costa County.
f.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
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County of Contra Costa FY 2020-2021 Recommended Budget 309
education to County residents, individually and
through collaboration with agencies and
organizations. In December 2019, LPPP
transitioned to Public Health Clinic Services to
increase clinic coordination and oversight of the
project.
Public Health Clinic Services Summary
Service: Discretionary
Level of Service: Discretionary
Expenditures: $47,897,641
Financing: 41,350,445
Net County Cost: 6,547,196
Funding Sources:
State 84.8% $40,634,997
Local 0.8% 384,386
Transfers 0.7% 331,062
General Fund 13.7% 6,547,196
FTE: 240.4
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 variety 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 over 50,000 adults
and children annually.
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
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310 County of Contra Costa FY 2020-2021 Recommended Budget
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 $320,000
in subcontracts to local school districts, early
childhood education 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, Parks Prescription
Program, Walk with a Doc, 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.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 3,000 youth and
their parents, distributing bicycle helmets that
are available to low-income children annually,
and conducting over 100 parent trainings (i.e.
crossing guards, drop-off/pick-up traffic calming,
walking school bus) 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.
d.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 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. During this fiscal year
staff provided technical support to the
Department of Conservation and Development
as it undergoes the County General Plan
Update. Program staff also provides support to
the Healthy and Livable Pittsburg Collaborative.
e.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 and Mt. Diablo 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. During
the past fiscal year, through additional funding
PHS expanded its activities to provide
experimental learning opportunities for youth
who have been exposed to the juvenile justice
system and are currently in John A. Davis
Juvenile Hall (Mt. McKinley Court School), Orin
Alley Youth Rehabilitation Facility-Byron Boys
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County of Contra Costa FY 2020-2021 Recommended Budget 311
Ranch, and attending Golden Gate Community
School reaching over 50 youth. Due to the
success of the project, PHS staff transitioned to
the CCHS Office of the Director in February
2019 to scale the program as an
interdepartmental career pathway strategy.
Community Wellness & Prevention Program
Summary
Service: Discretionary
Level of Service: Discretionary
Expenditures: $2,967,416
Financing: 2,491,480
Net County Cost: 475,936
Funding Sources:
State 38.6% $1,143,966
Federal 34.3% 1,017,390
Local 11.1% 330,124
General Fund 16.0% 475,936
FTE: 21.0
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312 County of Contra Costa FY 2020-2021 Recommended Budget
Environmental Health
General Fund
2018-19
Actuals
2019-20
Budget
2020-21
Baseline
2020-21
Recommended Change
Expense
Salaries And Benefits 17,016,565 19,328,764 20,046,369 20,046,369 0
Services And Supplies 3,290,460 4,679,334 3,885,914 3,885,914 0
Other Charges 1,818 1,500 2,000 2,000 0
Fixed Assets 221,096 128,720 200,000 200,000 0
Expenditure Transfers 33,674 223,062 246,817 246,817 0
Expense Total 20,563,613 24,361,380 24,381,100 24,381,100 0
Revenue
Other Local Revenue 20,577,508 23,777,776 24,604,333 24,604,333 0
State Assistance 141,493 176,500 216,767 216,767 0
Revenue Total 20,719,002 23,954,276 24,821,100 24,821,100 0
Net County Cost (NCC): (155,389)407,104 (440,000)(440,000)0
Allocated Positions (FTE) 100.0 101.0 101.0 101.0 0.0
Financial Indicators
Salaries as % of Total Exp 83%79%82%82%
% Change in Total Exp 18%0%0%
% Change in Total Rev 16%4%0%
% Change in NCC (362%)(208%)0%
Compensation Information
Permanent Salaries 9,818,631 11,253,930 11,694,711 11,694,711 0
Temporary Salaries 114,201 110,888 178,000 178,000 0
Permanent Overtime 228,212 266,788 233,000 233,000 0
Deferred Comp 82,325 97,620 102,000 102,000 0
Comp & SDI Recoveries (2,211)0 0 0 0
FICA/Medicare 560,002 644,576 668,597 668,597 0
Ret Exp-Pre 97 Retirees 41,718 47,317 47,317 47,317 0
Retirement Expense 4,140,597 4,748,738 4,821,545 4,821,545 0
Employee Group Insurance 1,227,352 1,404,991 1,592,217 1,592,217 0
Retiree Health Insurance 398,162 385,986 379,674 379,674 0
OPEB Pre-Pay 115,203 178,166 161,080 161,080 0
Unemployment Insurance 3,747 5,648 13,445 13,445 0
Workers Comp Insurance 288,625 184,117 154,784 154,784 0
A. As a result of a settlement with Chevron, the County was granted $330,000 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
$443,196.
Health Services
Health and Human Services
County of Contra Costa FY 2020-2021 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
2020-21 budget is based on a monthly average
of 398 hazardous material inspections and 1,131
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 assessment and oversight of
hazardous materials 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 2,509 hazardous waste
generators for compliance with federal and state
laws and regulations. Inspection activities
assure a safe environment for Contra Costa
workers and residents.
c.Hazardous Materials Business Plan
Program: Performs review and dissemination
of hazardous materials management plans and
hazardous materials inventories for
approximately 3,056 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 1,011
underground tanks at 377 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 348 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 2020-2021 Recommended Budget
Hazardous Materials Program Summary
Service: Mandatory
Level of Service: Mandatory
Expenditures: $11,989,707
Financing: 12,209,707
Net County Cost: (220,000)
Funding Sources:
Local Fees 100.0% $12,209,707
FTE: 39.0
2.Environmental Health
Description:
a.Food Programs: Performs permitting and
inspection of retail food facilities including
restaurants, bars, retail food markets, caterers,
mobile food vehicles, commissaries, and
temporary food facilities; certified farmers’
markets; charitable feeding operations;
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: $12,191,393
Financing: 12,411,393
Net County Cost: (220,000)
Funding Sources:
Local Fees 98.2% $12,194,626
State 1.8% 216,767
FTE: 62.0
3.Fixed Assets
Description: To provide for acquisition of
capital equipment for needed capital
improvement projects.
Health Services
Health and Human Services
County of Contra Costa FY 2020-2021 Recommended Budget 315
Fixed Assets Summary
Service: Discretionary
Level of Service: Discretionary
Expenditures: $200,000
Financing: 200,000
Net County Cost: 0
Funding Sources:
Local Fees 100.0% $200,000
Health Services
Health and Human Services
316 County of Contra Costa FY 2020-2021 Recommended Budget
Detention Facility Programs
General Fund
2018-19
Actuals
2019-20
Budget
2020-21
Baseline
2020-21
Recommended Change
Expense
Salaries And Benefits 18,727,052 22,114,926 20,868,030 23,408,030 2,540,000
Services And Supplies 11,827,340 11,136,776 12,505,429 12,505,429 0
Other Charges 25,647 1,887 142,595 142,595 0
Fixed Assets 5,217 50,000 50,000 50,000 0
Expenditure Transfers (2,881,366)(3,365,609)(3,266,551)(3,266,551)0
Expense Total 27,703,890 29,937,980 30,299,503 32,839,503 2,540,000
Revenue
Other Local Revenue 1,143,179 1,222,295 1,311,150 1,311,150 0
Federal Assistance 1,034,896 507,816 507,816 507,816 0
State Assistance 74,397 65,570 53,537 53,537 0
Revenue Total 2,252,472 1,795,681 1,872,503 1,872,503 0
Net County Cost (NCC): 25,451,419 28,142,299 28,427,000 30,967,000 2,540,000
Allocated Positions (FTE) 100.8 109.8 109.8 138.9 29.1
Financial Indicators
Salaries as % of Total Exp 68%74%69%71%
% Change in Total Exp 8% 1% 8%
% Change in Total Rev (20%)4%0%
% Change in NCC 11% 1% 9%
Compensation Information
Permanent Salaries 9,949,028 12,882,140 10,755,407 12,413,549 1,658,142
Temporary Salaries 1,297,319 345,498 1,238,195 1,238,195 0
Permanent Overtime 775,266 721,526 970,000 970,000 0
Deferred Comp 35,972 72,918 43,894 43,894 0
Hrly Physician Salaries 44,347 86,174 11,996 11,996 0
Perm Physicians Salaries 498,417 588,774 855,565 855,565 0
Perm Phys Addnl Duty Pay 1,115 1,848 0 0 0
Comp & SDI Recoveries (2,652) 0 0 0 0
FICA/Medicare 875,333 919,948 1,126,638 1,264,979 138,341
Ret Exp-Pre 97 Retirees 31,194 36,411 32,834 32,834 0
Retirement Expense 3,099,921 3,895,845 3,543,575 4,024,290 480,715
Employee Group Insurance 1,431,886 1,926,629 1,629,017 1,868,534 239,517
Retiree Health Insurance 287,915 288,006 288,418 288,418 0
OPEB Pre-Pay 40,089 117,930 121,737 121,737 0
Unemployment Insurance 4,824 6,444 7,889 9,540 1,651
Workers Comp Insurance 357,078 224,834 242,864 264,498 21,634
A. Does not include temporary or registry employees.
Description: Provides health services,
including medical and mental health, to patient-
inmates of the County adult and juvenile
detention facilities.
Health Services
Health and Human Services
County of Contra Costa FY 2020-2021 Recommended Budget 317
Workload Indicators: The recommended FY
2020-21 budget is based on an average
detention facilities census of approximately
1,500/day.
Impact: The recommended budget includes an
additional 29.1 positions and an increase in
County general fund subsidy of $5,842,000.
1.Detention 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, the West County
Detention Facility, and Juvenile facilities.
Services include screening and assessment of
all patients at intake, 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: $7,046,740
Financing: 53,538
Net County Cost: 6,993,202
Funding Sources:
State 0.8% $53,538
General Fund 99.2% 6,993,202
FTE: 27.6
2.Detention 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: $25,792,764
Financing: 1,818,966
Net County Cost: 23,973,798
Funding Sources:
Local 5.1% $1,311,150
Federal 2.0% 507,816
General Fund 92.9% 23,973,798
FTE: 100.1
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: $3,275,936
Financing: 3,275,936
Net County Cost: 0
Funding Sources:
Transfer (Probation) 100.0% $3,275,936
FTE: 11.2
Health Services
Health and Human Services
318 County of Contra Costa FY 2020-2021 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: $750,587
Financing: 750,587
Net County Cost: 0
Funding Sources:
Transfer (Probation) 100.0% $750,587
Health Services
Health and Human Services
County of Contra Costa FY 2020-2021 Recommended Budget 319
Conservatorship/Guardianship
General Fund
2018-19
Actuals
2019-20
Budget
2020-21
Baseline
2020-21
Recommended Change
Expense
Salaries And Benefits 2,977,041 3,295,534 3,429,409 3,429,409 0
Services And Supplies 1,065,956 1,035,259 1,010,647 1,010,647 0
Expenditure Transfers 28,196 25,219 27,577 27,577 0
Expense Total 4,071,193 4,356,012 4,467,633 4,467,633 0
Revenue
Other Local Revenue 111,910 97,302 91,335 91,335 0
State Assistance 771,551 606,710 724,298 724,298 0
Revenue Total 883,461 704,012 815,633 815,633 0
Net County Cost (NCC): 3,187,732 3,652,000 3,652,000 3,652,000 0
Allocated Positions (FTE) 24.0 25.0 25.0 25.0 0.0
Financial Indicators
Salaries as % of Total Exp 73%76%77%77%
% Change in Total Exp 7% 3% 0%
% Change in Total Rev (20%)16%0%
% Change in NCC 15% 0% 0%
Compensation Information
Permanent Salaries 1,729,980 2,030,977 2,069,755 2,069,755 0
Temporary Salaries 34,965 0 40,950 40,950 0
Permanent Overtime 15,078 0 7,393 7,393 0
Deferred Comp 25,446 25,440 33,660 33,660 0
FICA/Medicare 134,822 148,405 159,268 159,268 0
Ret Exp-Pre 97 Retirees 5,271 5,562 5,453 5,453 0
Retirement Expense 525,081 573,751 595,993 595,993 0
Employee Group Insurance 278,102 323,009 323,123 323,123 0
Retiree Health Insurance 110,919 104,472 111,711 111,711 0
OPEB Pre-Pay 66,169 51,328 47,032 47,032 0
Unemployment Insurance 662 970 1,162 1,162 0
Workers Comp Insurance 50,547 31,621 33,910 33,910 0
Description: This program has responsibility for
managing the financial affairs and daily support
and 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 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:
a.Probate Conservatorship: Generally
initiated when a patient who lacks capacity has
Health Services
Health and Human Services
320 County of Contra Costa FY 2020-2021 Recommended Budget
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.
b. 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.
c. 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
2020-21 budget is based on an average
caseload of 996 clients per month.
Impact: The recommended budget maintains
the current level of services.
Conservatorship/Guardianship Summary
Service: Mandatory
Level of Service: Mandatory
Expenditures: $4,467,633
Financing: 815,633
Net County Cost: 3,652,000
Funding Sources:
State 16.2% $724,298
Local 2.0% 91,335
General Fund 81.8% 3,652,000
FTE: 25.0
Health Services
Health and Human Services
County of Contra Costa FY 2020-2021 Recommended Budget 321
California Children's Services
General Fund
2018-19
Actuals
2019-20
Budget
2020-21
Baseline
2020-21
Recommended Change
Expense
Salaries And Benefits 9,382,314 10,364,524 11,075,576 11,075,576 0
Services And Supplies 1,023,600 1,440,176 1,509,404 1,509,404 0
Other Charges 0 600 0 0 0
Expense Total 10,405,915 11,805,300 12,584,980 12,584,980 0
Revenue
Other Local Revenue 435,716 451,450 451,450 451,450 0
State Assistance 9,449,645 8,915,850 9,695,530 9,695,530 0
Revenue Total 9,885,361 9,367,300 10,146,980 10,146,980 0
Net County Cost (NCC): 520,554 2,438,000 2,438,000 2,438,000 0
Allocated Positions (FTE) 65.7 68.0 68.0 68.0 0.0
Financial Indicators
Salaries as % of Total Exp 90%88%88%88%
% Change in Total Exp 13% 7% 0%
% Change in Total Rev (5%)8%0%
% Change in NCC 368% 0% 0%
Compensation Information
Permanent Salaries 5,515,326 6,098,144 6,567,875 6,567,875 0
Temporary Salaries 25,590 216,300 182,592 182,592 0
Permanent Overtime 1,010 5,400 5,400 5,400 0
Deferred Comp 37,802 42,900 59,559 59,559 0
Perm Physicians Salaries 234,387 265,290 249,396 249,396 0
Perm Phys Addnl Duty Pay 2,230 0 0 0 0
Comp & SDI Recoveries 0 (8,004)(5,400)(5,400)0
FICA/Medicare 425,345 479,482 501,841 501,841 0
Ret Exp-Pre 97 Retirees 18,429 18,517 19,141 19,141 0
Retirement Expense 1,838,188 1,937,732 2,074,409 2,074,409 0
Employee Group Insurance 754,446 883,990 1,012,744 1,012,744 0
Retiree Health Insurance 222,086 220,488 219,960 219,960 0
OPEB Pre-Pay 141,229 96,834 92,114 92,114 0
Unemployment Insurance 2,135 3,207 6,813 6,813 0
Workers Comp Insurance 164,111 104,244 89,131 89,131 0
Health Services
Health and Human Services
322 County of Contra Costa FY 2020-2021 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 4,166 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 2020-21 is based on a monthly
average of 4,166 active cases, 856 of whom are
in the Medical Therapy Unit, and 77 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: $12,584,980
Financing: 10,146,980
Net County Cost: 2,438,000
Funding Sources:
State 77.0% $9,695,530
Local 3.6% 451,450
General Fund 19.4% 2,438,000
FTE: 68.0
Health Services
Health and Human Services
County of Contra Costa FY 2020-2021 Recommended Budget 323
Public Administrator
General Fund
2018-19
Actuals
2019-20
Budget
2020-21
Baseline
2020-21
Recommended Change
Expense
Salaries And Benefits 806,558 664,504 576,867 576,867 0
Services And Supplies 65,249 113,161 97,743 97,743 0
Expense Total 871,808 777,665 674,610 674,610 0
Revenue
Other Local Revenue 891,473 433,665 330,610 330,610 0
Revenue Total 891,473 433,665 330,610 330,610 0
Net County Cost (NCC): (19,666) 344,000 344,000 344,000 0
Allocated Positions (FTE) 5.0 4.0 4.0 4.0 0.0
Financial Indicators
Salaries as % of Total Exp 93%85%86%86%
% Change in Total Exp (11%) (13%) 0%
% Change in Total Rev (51%)(24%)0%
% Change in NCC (1,849%) (0%) 0%
Compensation Information
Permanent Salaries 502,300 384,795 342,722 342,722 0
Deferred Comp 4,860 5,794 4,860 4,860 0
FICA/Medicare 34,556 29,569 26,663 26,663 0
Ret Exp-Pre 97 Retirees 996 1,014 1,012 1,012 0
Retirement Expense 146,922 120,878 103,432 103,432 0
Employee Group Insurance 71,882 87,504 75,930 75,930 0
Retiree Health Insurance 16,695 17,363 9,490 9,490 0
OPEB Pre-Pay 13,895 7,183 7,029 7,029 0
Unemployment Insurance 186 196 179 179 0
Workers Comp Insurance 14,265 10,208 5,552 5,552 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.
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;
Health Services
Health and Human Services
324 County of Contra Costa FY 2020-2021 Recommended Budget
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). The Court may allow the Public
Administrator additional fees for extraordinary
services such as leasing real property and
carrying on the decedent’s business if necessary
to preserve the estate (Prob. Code § 10801).
Workload Indicator: The recommended
budget for FY 2020-21 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 $330,610 in estate fee revenue during FY
2020-21.
Public Administrator Summary
Service: Mandatory
Level of Service: Discretionary
Expenditures: $674,610
Financing: 330,610
Net County Cost: 344,000
Funding Sources:
Estate Fees 49.0% $330,610
General Fund 51.0% 344,000
FTE: 4.0
Health Services
Health and Human Services
County of Contra Costa FY 2020-2021 Recommended Budget 325
Emergency Medical Services (SB12)
Emergency Medical Services
Fund
2018-19
Actuals
2019-20
Budget
2020-21
Baseline
2020-21
Recommended Change
Expense
Services And Supplies 1,687,760 1,543,305 1,723,384 1,723,384 0
Other Charges 0 572,539 0 0 0
Expense Total 1,687,760 2,115,844 1,723,384 1,723,384 0
Revenue
Other Local Revenue 1,673,744 1,543,305 1,723,384 1,723,384 0
Revenue Total 1,673,744 1,543,305 1,723,384 1,723,384 0
Net Fund Cost (NFC): 14,015 572,539 0 0 0
Financial Indicators
% Change in Total Exp 25%(19%)0%
% Change in Total Rev (8%) 12% 0%
% Change in NFC 3,985%(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: $158,539
Financing: 158,539
Net Fund Cost: 0
Funding Sources:
Court Fines 100.0% $158,539
Health Services
Health and Human Services
326 County of Contra Costa FY 2020-2021 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: $246,783
Financing: 246,783
Net Fund Cost: 0
Funding Sources:
Court Fines 100.0% $246,783
3.Physicians
Description: Payments to physicians for
emergency services provided to indigents.
Physicians Summary
Service: Discretionary
Level of Service: Mandatory
Expenditures: $850,344
Financing: 850,344
Net Fund Cost: 0
Funding Sources:
Court Fines 100.0% $850,344
4.Hospitals
Description: Payments to hospitals for
emergency room care provided to indigents.
Hospitals Summary
Service: Discretionary
Level of Service: Mandatory
Expenditures: $362,918
Financing: 362,918
Net Fund Cost: 0
Funding Sources:
Court Fines 100.0% $362,918
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: $104,800
Financing: 104,800
Net Fund Cost: 0
Funding Sources:
Court Fines 100.0% $104,800
Health Services
Health and Human Services
County of Contra Costa FY 2020-2021 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)
2018-19
Actuals
2019-20
Budget
2020-21
Baseline
2020-21
Recommended Change
Expense
Salaries and Benefits 1,373,924 1,827,592 1,898,806 1,898,806 0
Services and Supplies 1,252,166 6,040,478 1,553,438 1,553,438 0
Other Charges 2,109,439 2,104,723 2,102,602 2,102,602 0
Expense Total 4,735,529 9,972,793 5,554,846 5,554,846 0
Revenue
Other Local Revenue 4,927,426 5,534,167 5,554,846 5,554,846 0
Revenue Total 4,927,426 5,534,167 5,554,846 5,554,846 0
Net Fund Cost (NFC): (191,897) 4,438,626 0 0 0
Allocated Positions (FTE) 9.0 9.0 9.0 9.0 0.0
Financial Indicators
Salaries as % of Total Exp 29%18%34%34%
% Change in Total Exp 111%(44%)0%
% Change in Total Rev 12% 0% 0%
% Change in NFC (2,413%) (100%) 0%
Compensation Information
Permanent Salaries 892,364 1,248,707 1,278,218 1,278,218 0
Temporary Salaries 45,060 0 0 0 0
Permanent Overtime 83 0 0 0 0
Deferred Comp 13,814 13,183 13,526 13,526 0
FICA/Medicare 70,129 68,957 74,590 74,590 0
Ret Exp-Pre 97 Retirees 2,340 1,196 3,866 3,866 0
Retirement Expense 235,132 365,746 385,916 385,916 0
Employee Group Insurance 88,014 98,366 108,726 108,726 0
Unemployment Insurance 363 2,029 2,279 2,279 0
Workers Comp Insurance 26,625 29,408 31,685 31,685 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;
Health Services
Health and Human Services
328 County of Contra Costa FY 2020-2021 Recommended Budget
pre-hospital electronic records; and Public
Access Defibrillation.
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: $168,532
Financing: 168,532
Net Fund Cost: 0
Funding Sources:
Measure H 100.0% $168,532
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: $5,386,314
Financing: 5,386,314
Net Fund Cost: 0
Funding Sources:
Measure H 100.0% $5,386,314
FTE: 9.0
Health Services
Health and Human Services
County of Contra Costa FY 2020-2021 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, or Mandatory / Discretionary
data.
West Contra Costa Healthcare
District
2018-19
Actuals
2019-20
Budget
2020-21
Baseline
2020-21
Recommended Change
Expense
Services And Supplies 450,694 11,461,713 1,687,971 1,687,971 0
Other Charges 46,351,847 8,176,348 6,772,349 6,772,349 0
Expense Total 46,802,542 19,638,061 8,460,320 8,460,320 0
Revenue
Other Local Revenue 43,848,659 9,841,388 8,460,320 8,460,320 0
Revenue Total 43,848,659 9,841,388 8,460,320 8,460,320 0
Net Fund Cost (NFC): 2,953,882 9,796,673 0 0 0
Financial Indicators
% Change in Total Exp (58%) (57%) 0%
% Change in Total Rev (78%)(14%)0%
% Change in NCC 232% (100%) 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 Board of Supervisors 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.
Although the District no longer owns a hospital,
such healthcare districts, may provide a variety
of health care services. Under the court-
approved bankruptcy plan, on average for the
next two years approximately $1 million per year
will be available to be allocated for healthcare
services. This figure is expected to fluctuate with
revenues gradually expected to increase over
time.
The Public Health West County Assessment
Report was presented to the District’s Finance
Committee on May 6, 2019 and identified two
major areas of health care related concerns.
1) The loss of emergency room services; and
2) The lack of adequate services for at-risk
youth.
The report recommended that funds allocated by
the District for community benefit ($900,000 per
year for a three-year period) be balanced
between direct services and capacity building to
address these areas of concern.
Health Services
Health and Human Services
330 County of Contra Costa FY 2020-2021 Recommended Budget
The FY 2020-21 budget includes $900,000 in
funding with Lifelong and RYSE for West County
community-based healthcare programs.
Lifelong will provide immediate/urgent care walk-
in care without an appointment at the Pinole and
Rodeo Health Centers and Brookside San Pablo
Health Center. RYSE will be implementing a
planning process for a health home at the
Contractor’s facility known as RYSE Commons,
for community partners to provide primary care
and behavioral health services for youth
between the ages of 11 and 24 and their families
from communities served by the District. This
includes construction of clinical and therapeutic
indoor/outdoor wellness spaces, arts-based
clinical supports, individual, family and group
counseling and expansion of current health
services.
West Contra Costa Healthcare District
Service: Discretionary
Level of Service: Discretionary
Expenditures: $8,460,320
Financing: 8,460,320
Net Fund Cost: 0
Funding Sources:
Local 100% $8,460,320
CAO’s Recommendation
The FY 2020-21 Recommended Budget funds
the Health Department’s programs at the
baseline level, which includes a reduction in
one-time revenues in FY 2019-20. The
Recommended Budget also includes an
increase of 29.1 FTEs in Detention Health
(0301) to augment staffing within the adult
detention facilities.
The Recommended Budget includes a net
County cost of $158,356,000, which is
composed of $77,231,000 to non-general fund
programs, including the Contra Costa Regional
Medical Center (CCRMC) and clinic system as
well as the Contra Costa Community Health
Plan Fund III and $81,125,000 to various
general fund programs administered by the
department, including Detention Health and
Public Health.
Of the $77,231,000 of net County cost allocated
to non-general fund programs, $3,736,000 is
directed to Contra Costa Community Health
Plan Fund III for IHSS providers’ medical and
$250,000 for the County’s contribution to Contra
Costa CARES, which is similar to prior years.
The net County cost of $158,356,000 reflects an
increase of $23.7 million over the FY 2019-20
Adjusted Budget. Of the $23.7 million increase
in net County cost, $16.9 million is attributable to
the CCRMC and clinic system and the remaining
$6.8 million is attributable to general fund
programs run by the department, including
Detention Health and Public Health.
Since FY 2017/18, net County cost support to
the CCRMC and clinic system has increased by
$50.8 million leaving minimal resources for all
other mandated functions of the County. It will
continue to be impossible to provide meaningful
funding increases to other County departments if
the CCRMC and clinic system continue to
require increased general fund subsidies in
current years.
Health Services
Health and Human Services
County of Contra Costa FY 2020-2021 Recommended Budget 331
2019-20 Performance Measurement
The following outcomes represent a mid-year
report of the progress made toward reaching the
goals identified in the 2019-20 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 via
several administration-, nurse- and provider-led
oversight groups to ensure that 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 2018-19.
Also, over performed on all 21 high-performing
metrics which allows for realization of additional
PRIME pool funds. DHCS recognized our
PRIME work for FY 2018-19 for meeting the
most targets and for our work in creation of a
new foster care measure.
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.
Outcome: Successful in meeting all pay for
performance metrics for QIP in FY 2018-19.
Twenty metrics are currently reported to the
State each year with new ones added as the
program expands in the 2019-20 fiscal year.
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 a thorough analysis of the
referral review rate has helped improve our
turnaround rate and wait time. Leveraging
specialty care appointments to catch patients
needing influenza vaccinations, has resulted in a
higher PRIME patient vaccination rate than in
any previous flu season.
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: In addition to last year’s Contra
Costa’s Wellbeing Screen introduction across
our system of care, we launched a universal
behavioral health referral process in 2019 that
streamlined six referral processes into one. The
new process triages referrals to internal and
external providers for faster response. The two
improvements allow for reliable screening and
diagnosis on a timelier basis for individuals with
mental health conditions and substance abuse
issues. 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.
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Health and Human Services
332 County of Contra Costa FY 2020-2021 Recommended Budget
Culturally concordant staff regularly conduct in-
reach and outreach to patients to ensure the
most vulnerable access services regularly,
particularly those with diabetes and
hypertension diagnoses. The pediatrics team,
with CCHP, also performed department-wide,
age sensitive, review of reported care to ensure
a smooth transition from the Medi-Cal 1115
waiver to QIP managed care in 2020. Asthma
medication assessments improved the number
of patients on appropriate medications and
controllers. Pain contracts and alternative
modalities of care have reduced the number of
opioid prescriptions written for patients.
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: Automated post-discharge phone
calls continue to support patients with questions
on their care or medications at home.
Responses directed immediately to appropriate
nurse or pharmacy staff for follow-up ensure
patients fully understand their discharge
instructions. Rounding on the floors, bedside
physician discharge instructions and
patient/nurse teach-back on medication
instructions ensure the safe transition to home
and reduces potential rehospitalizations. State
Bill 1152 requirements that support our
homeless patients after inpatient acute care,
have been built into the discharge process so
that all 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 regardless of
fluctuating insurance status and program
eligibility. Leveraging our electronic health
record (EHR) system for shared documentation
between the PRIME 2.3 and WPC to improve
care coordination has resulted in reducing
ambulatory sensitive admissions, or admissions
that could have been avoided by providing care
in an outpatient setting. A continued partnership
with inpatient services helps to identify those
with long-term care needs after discharge and
coordinates with county detention to identify
those at risk before release to the community.
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.
Outcome: The expanded telemetry unit beds
opened in December 2019. To date, ED wait
times for cardiac monitor patients have been
reduced to zero. This has also reduced the
number of ED boarders significantly and as well
as improved ED throughput overall.
Contra Costa Health Plan
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.
Health Services
Health and Human Services
County of Contra Costa FY 2020-2021 Recommended Budget 333
Outcome: FWA program created with our
vendor HMS with monthly reporting that is
reviewed by the Compliance Officer.
Assistant Medical Director
Goal: Hire an Assistant Medical Director to
support the success of the 2019 clinical
operations.
Outcome: CCHP hired a Medical Director from
the community who works part time.
Goal: Enhance clinical oversight for over 88
Clinicians throughout the plan.
Outcome: We launched In-Services for the
Utilization Management, and Case Management
and Advice Nurse staff. CEO and Medical
Director performed road shows not only for the
Clinical teams but for the entire organization.
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.
Outcome: Integrating more of the part-time
Medical Directors through the clinic.
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.
Outcome: There was only one member to use
the service in 2019. To publicize the benefit, it
was the topic of an article in the provider
newsletter and the quarterly CPN meeting and
the semi-annual RMC provider meetings.
Worked with RMC IT to develop a ccLink order
to facilitate referrals to program.
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.
Outcome: With all Memorandum of
Understanding (MOU) relationships we
performed quarterly Joint Operations Meetings.
Findings from the DHCS 2019 Audit were used
to strengthen the oversight of Behavioral Health
and Kaiser. We now look at all MOU’s quarterly
to ensure compliance. All CAPs are briefed to
the Executive Council to monitor completion.
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.
Outcome: Continually work on this goal in
2020.
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.
Outcome: The Appeals Grievance Dispute
(AGD) unit was formed in October 2019. During
the 4th quarter we designed the infrastructure for
the new department. AGD is fully operational.
Quality
Goal: Quality staff will be the internal consultant
for the Rapid Process Improvement Initiatives
Health Services
Health and Human Services
334 County of Contra Costa FY 2020-2021 Recommended Budget
for Utilization Management and Analysis &
Reporting (A&R).
Outcome: In 2019 we used the Quality Team
on several Process Improvement Plan (PIP) and
Team buildings in Member Services and A&R.
Also, the Quality staff restructured their internal
team and assigned to several QIPs.
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.
Outcome: Implemented the video conferencing
and decreased the cost for face to face from
$40,000 to Approximately $5,000 monthly with
the top Community Providers. We revised the
criteria for using face to face interpreters.
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.
Outcome: In 2019 we managed several key
projects under Administration, thereby creating
the function. The following projects were
successfully created to improve the operations:
1.AGD Design
2. Electronic submissions for Claims process
(835/837)
3.Member satisfaction survey
4.CEO listening tours
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).
Outcome: Redesigned the Quarterly Metrics
that examine the top operations for CCHP.
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.
Outcome: During 2019 we performed over 20
trainings with the entire organization. Now all
trainings have a documented presentation along
with sign in sheets.
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.
Outcome: We sent new Managers to the Local
Health Plan of California seminars and
webinars. The Management team attended
pharmacy trainings and trade association
conferences. The Compliance Officer, Medical
Director and Quality Director attended training
and conferences. We implemented “Train the
Trainer” programs to share information to staff.
Health Services
Health and Human Services
County of Contra Costa FY 2020-2021 Recommended Budget 335
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.
Outcome: Quality Department led CCHP to a
commendable reading for 2019. Goal
accomplished.
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.
Outcome: Quality Department led CCHP to a
commendable reading for 2019. Goal
accomplished.
Claims
Goal: Automate spreadsheets for
Transportation Invoices into CMS 1500 for
accurate Encounter Data reporting.
Outcome: Not met. Will continue in 2020.
Claims Manager departed in June 2019.
Understaffed on the management team.
Goal: Post provider’s refunds inside of ccLink
for reporting to DHCS and workflow efficiency.
Outcome: Not met. Will continue in 2020.
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: Not met. Will continue in 2020
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.
Outcome: Developed Quarterly reports that
identified no show rates. Shared with
Community Provider Networks.
Goal: Discuss the aforementioned reports in
quarterly meetings with the CPN providers.
Outcome: During 2019 we performed four
Safety Bet Provider meetings and included Top
Diagnosis report for their membership and
Healthcare Effectiveness Data and Information
Set (HEDIS) outcomes.
Analysis and Reporting
Goal: Cost Savings Initiative: Reduce the
dollars spent on sending out paper
Readmittance Account Information.
Outcome: Sending some Readmittance
Account information via email.
Goal: Cost Savings: In-source the All Patients
Refined Diagnosis Related Groups (APR/DRG)
from DocuStream.
Outcome: Now the 4th priority on IT Projects.
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.
Outcome: Redesigned the Non-Medical
Transportation survey.
Goal: Implement e-Fax for Skilled Nursing
authorizations and re-evaluate the role of
licensed nursing staff performing other support
duties.
Outcome: Assigned RN and LVN to perform
clinical duties vs. Administration.
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.
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Health and Human Services
336 County of Contra Costa FY 2020-2021 Recommended Budget
Outcome: The Member Services is still working
to reduce hold time. Unfortunately, in 2019 we
experienced staffing issues. Member Services
lost 30% of our staff due to death, retirement
and resignation. Our goal is to continue working
to reduce hold time.
Goal: Reduce Member Appeals (for Gastric-
Bypasses) by 20%, educating providers on
clinical criteria and member education.
Outcome: Gastric-Bypass Appeals were
reduced by 60%
Goal: Transform the paper Member Service
Directory Handbook to download on a CD or
post on member portal.
Outcome: CCHP changed strategies and is
now aiming to inform members about the
availability of Member Materials online. A DHCS
All Plan Letter released in May 2019 made this
possible.
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.
Outcome: Redesigned Process
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.
Outcome: Work process implemented. CARES
enrollment remains steady.
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.
Outcome: This project was cancelled at the
direction of the county's IT department because
they didn't have the necessary manpower to
implement such a large-scale system transition.
CCHP will likely re-visit this goal to better
manage the prescription benefit for our
Commercial population after the Medi-Cal
prescription benefit has been transitioned to fee-
for-service Medi-Cal on 1/1/2021.
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.
Outcome: This goal is still in progress.
Because CCHP was not able to transition claims
processing services from DST to Abarca, this
project was placed on hold. The antiquated
system that CCHP is using within DST does not
allow implementation of this type of prescription
limitation. PerformRx is currently working with
DST to configure a workaround that will allow
CCHP to implement this change by mid-2020.
Provider Relations
Goal: Review and update desk level
procedures (DLPs), putting them online to
streamline communications.
Outcome: DLPs are current.
Goal: Cross-train staff in Enrollment,
Credentialing and Contract Management areas.
This will streamline workflows, increase
productivity and efficiency and eliminate
redundant processes.
Outcome: Provider Relations staff cross trained
on all tasks. The only exception is when the
MOU with the union was challenged. We
complied with the MOU. However, the
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classifications that are the same are cross
trained on functions.
Utilization Management
Goal: Expand the No Authorization List from
6,000 to approximately 12,000 services. 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.
Outcome: The no prior authorization service list
expanded to 12,000. CCHP is now aligned with
other MCPs.
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.
Outcome: Successfully changed policy.
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 questions 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.
Outcome: Created a Telephone Team that
serves as the focal point for providers. We
transferred all Member calls to Member Services
Goal: CCHP’s Authorization Unit will continue
to reduce referral turnaround time for the
Community Network Providers (CPN) to less
than fourteen days.
Outcome: CCHP’s Utilization Review Team
has been successful and working with
Community Provider Network referrals as a
special project. We will continue to work this by
automation in 2020.
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.
Outcome: URAC desk order completed with a
satisfactory rating.
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.
Outcome: CCHP completed four joint
operations meetings with Behavioral Health.
Only one major finding during DHCS audit in
2019.
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338 County of Contra Costa FY 2020-2021 Recommended Budget
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.
Outcome: Goal partially met. Access Line
continues to answer calls in a timely manner and
have low abandoned call rates. Access will
continue to review data periodically and work
towards sustaining this goal and identify
improvements. Access will continue to
coordinate with the MH Clinics and network
providers to ensure timely access to care and
identify barriers to timely service. The Access
team meets periodically to review data, identify
challenges, and implement pilots with the goal of
increasing timely access of care to network
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.
Outcome: The County in partnership with the
development sponsor Satellite Affordable
Housing Association (SAHA) submitted an
application for No Place Like Home statewide
permanent supportive housing funds and was
awarded $3.5 million to build 29 units at
Veteran’s Square in the city of Pittsburg.
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.
Outcome: A Director’s Report was developed
that provides both Behavioral Health Services
and its stakeholders an ongoing update on
Behavioral Health Initiatives linked to its
Strategic Plan, and performance indicators on
seven domains that encompass the totality of
Behavioral Health Services.
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
Outcome: Three community forums were
conducted throughout the County that focused
on the themes of serving transition age youth,
immigrant communities, and supporting family
members with loved ones experiencing mental
illness. 283 individuals attended, became better
informed on the topics, provided important input,
identified mental health needs, and 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.
Outcome: Partially Met: The MHP identified a
vendor for an electronic data management
system, Objective Arts, for the purpose of
gathering data for submission from all contract
providers. Contract with vendor executed. Two
contract providers have participated piloting the
system; general roll out is planned for Feb of
2020. County-owned and operated programs
gather date via ccLink. MHP has drafted model
for translating CANS assessments into Level of
Care recommendations. MHP is working with
Chapin Hall on developing a more robust level of
care algorithm.
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.
Outcome: Partially met: MHP piloted a
preliminary standard tool to be utilized for
program monitoring to more systematically track
various components of program capacity and
delivery of services. MHP meets with providers
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County of Contra Costa FY 2020-2021 Recommended Budget 339
regularly with frequency depending on program
size and needs.
Goal: Continuum of Care (CCR)
Implementation: Establish mental health
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.
Outcome: Partially met: MHP established
contracts with five STRTP provider
organizations, both within and outside of the
county, for the provision of mental health
services. MHP is in a position to establish
contracts on an as needed basis with other
STRTP providers. In collaboration with Children
and Family Services (CFS), the MHP solicited
applications for the provision of Therapeutic
Foster Care (TFC), has initiated the contracting
process, and is developing protocols for
referrals, authorization, and utilization
management. MHP is working closely with CFS
and the outpatient CCR contract providers on
the provision of mental health services to foster
youth.
Goal: Improve data gathering in Children’s
Evidence Based Practices (EBPs) to better track
outcomes and evaluate efficacy of EBPs.
Outcome: Partially met: With the introduction of
Electronic Health Records and ShareCare,
previously established systems of data gathering
for Evidence Based Practices (EBP) are no
longer available. Requests for new ccLink based
reports were submitted and are under evaluation
by the data management governance team. In
the meantime, EBP leads are using localized
tracking tools for utilization 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.
Outcome: Partially met. In December of 2019,
five State Departments involved in overseeing
child/youth serving systems (Child Welfare,
Behavioral Health, Probation, Education,
Regional Centers) issued a joint All County
Letter (ACL 19-116) that provides guidelines for
developing a MOU between county agencies for
developing a System of Care for foster youth.
Building on existing work groups and
collaboration around CCR and school based
mental health, Contra Costa agencies are
developing a leadership team that oversees the
process for solidifying and building out the
collaboration on behalf of the county’s foster
youth population.
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.
Outcome: Goal met. Refresher trainings in
CBSST and CBTp were held. EBP Team
Leaders continue to monitor and support staff in
the use of EBPs.
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.
Outcome: Goals met. Outcome measures
PHQ9 and GAD7 are being implemented system
wide throughout the Adult System of Care.
ANSA work group has developed
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340 County of Contra Costa FY 2020-2021 Recommended Budget
implementation plan for ANSA to be
implemented in May 2020. EBP Team Leaders
have been trained to train staff in ANSA.
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.
Outcome: Goal met. CLOC workgroup
continues to meet and review high cost
beneficiaries’ correlation with coordinating levels
of care.
Goal: The Adult system will continue to improve
coordination of care in three areas to support
linkage to vital services in the community:
3) 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.
4) 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.
5) 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.
Outcome: Goals met. Coordination of care for
clients receiving care in acute psychiatric in-
patient and clients in our locked IMD programs
is critical. Bed Committee meets weekly to plan
for appropriate discharges to crisis residential
board and care, IMDs, and to home in the
community. Adult System of Care updated
policy and procedure for IMDs to facilitate
efficient and effective step down to the
community upon completion of a program.
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
Services visits, and support and link clients to
services and resources in their communities.
Outcome: Goal met. Mobile Crisis Response
Team provided crisis response to clients and
families experiencing mental health crises.
Alcohol and Other Drugs (AOD)
Goal: Continue efforts intended to address the
Opioid Epidemic through prevention strategies.
Outcome: This goal will continue next year.
Prevention Services continue to participate,
advocate and support community efforts to
educate, raise awareness, and monitor the
impact of currently implemented strategies; this
includes partnering with the MEDS coalition.
Goal: Dedicate resources to the reduction of
underage marijuana use, availability and access.
Outcome: This goal was accomplished.
Various prevention providers have added
underage marijuana use, availability and access
interventions as part of their current workplans.
Prevention services was actively involved in the
passing of the County’s Retail and Health
Ordinance. In 20-21, prevention staff will
develop an initiatives matrix listing all
undergoing strategies to measure countywide
impact. Prevention services will continue to
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County of Contra Costa FY 2020-2021 Recommended Budget 341
participate in the Interdepartmental marijuana
Workgroup. With the addition of a Manager
responsible for prevention services, we will
ensure that the implementation of strategies
intended to reduce the impact of marijuana
legalization are overseen comprehensively and
stay on track.
Goal: Participate in the Cannabis Decoded
Campaign.
Outcome: This goal was accomplished. Contra
Costa participated in the campaign and the data
was just recently made available. Next year, we
will analyze the data then during the spring
workday session, action steps will be developed.
Goal: Expand SUD treatment including
Medication Assisted Therapy (MAT) in the jails.
Train staff on addiction medicine.
Outcome: This goal has been partially
accomplished and it will continue through the
next fiscal year. AODS was awarded funding for
the hiring of 2FTEs to provide treatment services
in the jail. AODS partnered with detention health
staff to comprehensively support the
implementation of MAT services in the jail. The
substance abuse counselors have started to
screen and identify clients with Opioid Use
Disorders (OUD). During the preliminary
implementation phase, a larger issue was
identified pertaining to the lack of SUD treatment
in the jails. AODS has been working with a
Superior Court Judge and an AOD community
advocate to explore the possibility of expanding
treatment into the jails. This goal will continue
next year, to include the identification of
resources for sustainability of one of the 2
counselors, the grant received by AODS was
only for 1.5 years.
Goal: Meet Network Adequacy (NACT)
Requirements to achieve DMC-ODS plan
certification.
Outcome: This goal will continue through next
year. AODS still has a few areas in which
network adequacy is not met. Specifically, there
is a need for additional detoxification, youth
outpatient and residential, case management
and recovery support services, and additional
medically monitored residential services.
Goal: Support the increased volume of calls at
the Access Line and assess staffing of
counselor positions.
Outcome: This goal was accomplished, we
added a 1FTE SA counselor position to the
Access Line.
Goal: Meet after hours, weekend and holiday
requirements through Optum contract at the
Behavioral Health Access Line for SUD calls.
Outcome: This goal has not been
accomplished as of yet, though steps towards
progress have been taken. Behavioral Health as
a whole is preparing to renew a contract for the
purpose of providing afterhours services and an
organization has already been identified. The
goal for 2020-21 will be to establish the contract.
Goal: Operationalize case management
services to ensure mobility of SUD clients
across levels of care. Assess staffing need for
substance abuse counselors.
Outcome: Although steps towards supporting
mobility in the system have been implemented,
this goal has not been accomplished. In March,
AODS started care coordination efforts which is
led by a manager and chief. Every two weeks,
all clients in the system are assessed to ensure
that their care is being coordinated externally
and across other SUD programs. The framework
is currently operational but is deficient due to the
lack of case managers who can assist with the
transitions. Other options have included reliance
on other systems that provide case managers
such as whole person care, mental health, etc.
Still leaving a large number of clients whose
needs are not met. Despite efforts to provide
technical assistance to providers to increase
their understanding of case management
functions, this remains as the second main
deficiency in the DMC-ODS. All contract
providers have funding in their contracts for the
provision of case management; however, this
county has yet to submit case management or
recovery support services claims to the state.
Care Coordination will continue in 2020
expanding to outpatient programs and no
additional staff.
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342 County of Contra Costa FY 2020-2021 Recommended Budget
Goal: Complete Medi-Cal certification of two
remaining Mental Health clinics in East County.
Outcome: This goal is in progress and it will
continue next year. Mid-year, the state changed
the way applications are submitted for
certification of Medi-Cal programs through the
PAVE system, this created some delays.
Goal: Finalize contract with the Latino
Commission.
Outcome: This goal was met.
Goal: Establish adolescent treatment in Central
County.
Outcome: The county conducted a Request for
Proposals (RFP) to establish an Adolescent
Outpatient Program in West and Central county
last December 2019 and received 2 proposals
which did not meet the minimum requirements.
The review panel suggested the need to
increase funding to ensure program viability. In
2020, AODS staff will continue to work with
other systems such as the Office of Education
and Juvenile Probation to develop a
collaborative approach to the establishment of
this program and make it financially viable.
AODS will also work with the Office of Education
to identify a location where the referral structure
supports the referral process from the onset.
Goal: Develop plan for implementation of
Electronic Health Records in AOD services.
Outcome: Although most of the health system
transitioned to EHR five years ago, Behavioral
Health’s Mental Health switched to ccLink a year
ago and only within County Clinics.
Implementation has been incremental and both
challenging and exciting. Similarly, EHR
implementation within AOD will likely follow the
same approach. Thus far, all co-located and
Discovery House counselors have access to
ccLink. Due to 42CFR Part 2, counselors do not
upload information through ccLink. Most
recently, Behavioral Health has been working
with all Community Based Organizations (CBO)
to pilot test access to the ccLink Web Portal. A
steering committee which includes SU CBOs
meets on monthly basis and has developed a
charter with implementation dates. The testing
phase is earmarked for February 2020.
Goal: Improve collaboration with SUD
providers.
Outcome: We have made significant progress
in this goal as articulated by providers and
EQRO, but we will continue to work towards
mutually developed goals through next year.
Goal: Revise outpatient rates for Drug Medi-Cal
services through the State Department of Health
Care Services.
Outcome: This goal was met.
Goal: Develop a system to monitor client
success of recovery residences and operations.
Outcome: This goal was partially met. We have
development monitoring tools to ensure
compliance and are working in collaboration with
recovery residence operators to develop
consensus pertaining quality performance
standards. This goal will continue next year.
Goal: Increase referrals from PES to SUD
treatment. Co-locate 1.0 FTE substance abuse
counselor at PES.
Outcome: This goal was not met, due to the
lack of funding to hire a full-time position. We
have added a 0.10 FTE to PES and
demonstrated benefits for the colocation;
however, we are yet to identify sustainable
funding options through next year.
Goal: Implement pilot to reduce deficiency of
interim services for perinatal and parenting
women, reallocate 1.0 FTE substance abuse
counselor.
Outcome: Issues pertaining to the recruitment
of hiring employees delayed implementation of
our pilot which started late in the year. We have
added a 1.0 FTE counselor and have moved to
Phase 2 of our implementation plan. This goal
will continue next year with full implementation
of groups in at least two sites out of five and
establish outcome objectives for preliminary
data collection efforts.
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County of Contra Costa FY 2020-2021 Recommended Budget 343
Goal: Implement pilot of parent support.
Outcome: This goal was met. We have
contracted with 3 different agencies through the
SAMHWorks program, to provide Family
Wellness and Parenting programs in the three
different regions in the county. Because there
was a delay in the logistical preparation of the
contracts, we have not started to measure the
actual outcomes of the programs. In FY
2020/21, we will establish a set of measures to
determine program effectiveness. We will
continue to report on the specific progress of this
goal.
Health, Housing and Homeless Programs
Housing and Services
Goal: Identify a site for a Coordinated
Assessment Resource (CARE) center in East
Contra Costa County to increase homeless
services in that geographic area.
Outcome: A site has been identified for
construction of a CARE Center in the city of
Antioch.
Goal: Develop emergency housing and service
activities identified and funded by one-time
funding authorized by the State legislation
SB840, SB850, and SB2.
Outcome: H3 has successfully accessed more
than $9M in in one-time State funding to
enhance the homeless crisis response system.
The system of care has added 60 warming
center beds, expanded the days and hours of
operation of CORE outreach teams, has made
additional investments to the housing security
fund, and deployed supportive housing
opportunities for youth. Additionally, capital
improvements will soon be underway to
enhance the Concord CARE Center with
additional storage, pet-friendly spaces, and
more accessible bathrooms.
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.
Outcome: The Rapid Resolution pilot program
was launched in July 2019. Through a
partnership with the HUME Center, rapid
resolution services have successfully diverted
more than 100 persons from entering the
homeless shelter system.
Goal: Implement a system-wide inventory and
assignment of available shelter for individuals
and families experiencing homelessness.
Outcome: In August 2019, a system-wide
mapping of the homeless system of care was
completed that included an inventory of current
resources and an assessment of additional
housing resources needed. The results of our
analysis are posted on the H3 website
(cchealth.org/h3).
Data/Evaluation
Goal: Develop and publish data dashboards on
homelessness in Contra Costa using integrated
data from the Homeless Management
Information System (HMIS).
Outcome: The division is working to develop
the capacity to develop and publish dashboards.
A research and evaluation manager was hired to
spearhead the development of the dashboard
and technical assistance from the State will be
harnessed to develop system performance
metrics that can be used as content for the
dashboard.
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.
Outcome: In collaboration with County GIS, the
January 23, 2020 PIT count featured a new
mobile application to collect observational count
and survey data. The mobile application allowed
more than 200 community volunteers to provide
real-time updates on the number of persons
counted and geo-location services to mark
where persons experiencing homelessness
were observed.
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344 County of Contra Costa FY 2020-2021 Recommended Budget
Goal: Research, select, and implement a street
outreach dispatch and GIS mapping software
application for the CORE outreach program.
Outcome: In collaboration with County GIS, the
CORE outreach program deployed a new
dispatch tracking system to more quickly and
accurately deploy teams to the exact location of
individuals living outside in need of services.
The new dispatch system also provides an
additional safety measure as each teams’
movements can now be monitored in real time
with greater accuracy.
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.
Outcome: Leveraging one-time State funds, an
intradepartmental multidisciplinary team was
created to provide services to individuals
experiencing homelessness. H3, Public Health,
and Behavioral Health dedicated staff to bring
integrated primary and behavioral health
services and housing together for persons living
outside and in County shelters.
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.
Outcome: H3 conducted a county-wide Point-
in-Time (PIT) Count of homeless individuals on
January 26, 2019 and January 23, 2020.
Public Health
Family, Maternal & Child Health Programs
Goal: Implement newly funded programs;
Expand Nurse-Family Partnership home visiting
services through CalWORKs Home Visiting
Initiative.
Outcome: The Nurse-Family Partnership is
providing home visiting services to CalWORKs
participants through interagency agreement
between EHSD Workforce Services, Community
Services Bureau, First 5 Contra Costa and
CCHS.
Goal: Establish Perinatal Health Equity Initiative
in Contra Costa in collaboration with California
Department of Public Health Maternal, Child and
Adolescent Health (MCAH) Branch.
Outcome: A Community Advisory Board was
formed and met monthly to assist with needs
assessment and to prioritize community
interventions. Collaborative work continues to
develop the program interventions and to launch
a community awareness campaign.
Clinic Services
Goal: Maintain enrollment in the Community
Connect program at 14,400 Medi-Cal
beneficiaries.
Outcome: Due to mid-year budget
readjustment, the maximum enrollment number
was decreased to 12,000. Clinic Services has
met the new goal and has maintained the
maximum enrollment number.
Goal: Expand mobile dental services in Central
and East County as new dental vans are
equipped and staffed.
Outcome: By June 2020 we will have added
three new dental clinic sites in central and east
county.
California Children’s Services (CCS)
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.
Outcome: CCS held in-person presentations
and survey results conclude families would
prefer to receive the information electronically.
CCS will assess how we can provide this via our
website.
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County of Contra Costa FY 2020-2021 Recommended Budget 345
Public Administrator
Goal: In an effort to reduce inappropriate or
incomplete referrals, provide at least three
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: We have provided trainings for three
local hospitals and have plans to conduct
additional trainings for two local mortuaries. It is
anticipated that this goal will be met by the end
of the fiscal year.
Goal: Implement a web-based case
management system that will allow the Office of
the Public Administrator to manage cases more
efficiently.
Outcome: We are in the process of
implementing Panoramic Software Inc.’s Public
Administrator Pro (PAPro) software application.
We had a project kickoff meeting in January
2020 and expect to go-live with the software in
March 2020. It is anticipated that this goal will be
met by the end of the fiscal year.
Goal: Actively participate in events that foster
communication between and collaboration with
other California public administrator offices.
Outcome: This goal has been met. In
September 2019, certain members of the Public
Administrator staff attended an Annual Training
Conference hosted by the California Association
of Public Administrators, Public Guardians, and
Public Conservators (CAPAPGPC). Additionally,
Public Administrator staff participate in a
monthly Coffee Hour moderated by the
Executive Director of the CAPAPGPC. These
activities give Public Administrator staff the
opportunity to communicate and collaborate 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 wastewater
treatment systems.
Outcome:
In calendar year 2019, processed, reviewed
and inspected the construction of 14
drinking water wells, two irrigation wells, five
cathodic protection, 16 dewatering, and 19
monitoring wells.
In calendar year 2019, processed, reviewed
and inspected 152 well destructions.
In 2019, processed, reviewed and inspected
the construction of soil vapor probes,
piezometers without casings, inclinometer
and cone penetrating test (CPT) boreholes
at 367 parcels.
In calendar year 2019, approved the plans
and oversaw the construction of six
conventional OWTS, five alternative OWTS,
two conventional system replacement, one
alternative system replacement, eight septic
tank replacements, and 14 septic tank
abandonments.
Inspected and permitted 95 sewage pumper
trucks that work for 21 permitted sewage
pumper companies.
Investigated 99 sewage leaks from lateral
sewer lines and OWTS.
Conducted routine inspections of 174 food
facilities, three pool cleaning businesses, six
landscaping and gardening businesses,
seven upholstery and carpet businesses, 11
dog kennels and 6 horse stables in the
unincorporated areas of the County, looking
for adequacy of stormwater runoff control
Followed up on 72 complaints of stormwater
runoff in the unincorporated areas of the
County.
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Processed 82 applications for general
building plan review and 42 applications for
building plan reviews for additions/remodels.
Revision to health officer regulations to
consider additional types of onsite
wastewater treatment systems and address
other issues still in progress.
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
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.
Outcome:
Investigated two illegal transfer stations.
Conducted monthly inspections at the
permitted solid waste facilities in the LEA
purview: two active landfills, four transfer
stations, one chip and grind facility, and one
compost facility.
In 2019, investigated 35 complaints
associated with one of the landfills and one
complaint associated with the compost
facility.
Conducted quarterly inspections at the five
closed landfills and seven active
Enforcement Agency Notification sites in the
LEA jurisdiction.
Conducted annual inspections at 4 closed
solid waste sites.
In 2019, investigated 9 unpermitted non-
franchise hauler complaints, 73 garbage
complaints, 86 no garbage service
complaints, 68 illegal dumping complaints,
and 20 animal waste complaints.
Conducted 509 routine inspections and 24
re-inspections of waste tire generators.
Reviewed and approved Acme Landfill’s
application for amendment of their Report of
Disposal Site Information as complete and
incorrect.
Conducted two 5-year permit reviews for the
Keller Canyon Landfill and the WCCSL
Organic Materials Processing Facility.
Reviewed amendments to the Report of
Facility Information for the Contra Costa
Transfer Processing Station and the permit
for the Central Processing Facility.
Conducted 85 annual inspections of large
quantity medical generators. Conducted
286 inspections at small quantity medical
waste generators.
Permitted three non-franchise waste haulers
Environmental Health has received TRC
Solutions, Inc’s Forensic Technical Audit
Memorandum and made it publicly available.
Currently working on scheduling the
community meeting to discuss the outcome
of the report.
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
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County of Contra Costa FY 2020-2021 Recommended Budget 347
for food donation in the County. Promote food
donation to the permitted food facilities.
Outcome:
Conducted 5,925 unannounced, routine
inspections, 548 re-inspections, 560 re-
placard inspections, and 776 complaint
inspections of retail fixed food facilities in
2019.
Conducted 42 routine food facility
inspections at skilled nursing facilities, 16
inspections of hospital kitchens, cafeterias
and food stations, and 2 inspection at a 3-
day adult health center kitchen in 2019.
Conducted 27 routine inspections at mobile
food commissaries. Conducted 331
permitting inspections and 140 routine
inspections of mobile food facilities and
investigated complaints of 54 unpermitted
food vendors in 2019.
Conducted 70 inspections of food stands
and farmers markets in 2019.
Reviewed and approved the plans and
inspected the construction of 136 new fixed
food facilities and 112 food facility
remodel/equipment changes in 2019.
Permitted and inspected 33 cottage food
operations Class B and registered 88
cottage food operations Class A in 2018.
Conducted follow-up action to 47 state
notifications of voluntary food recalls
affecting 457 food facilities in the County in
2019.
Reviewed and approved organizer
applications for 376 special events with
2,107 temporary food facilities in 2019.
Inspectors conducted inspections at 348 of
these special events.
Permitted 123 vending machines owned and
operated by 4 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 44 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. 601 food
employees received the training.
Conducted 25 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
the food facility operator needs to implement
aimed at improved food handling practices.
Conducted six 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 16 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).
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
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348 County of Contra Costa FY 2020-2021 Recommended Budget
on website annually to ensure the most up to
date material and valid links are available.
Outcome:
Food, pool and spa facility inspection results
and inspection reports are available on the
environmental health website.
Provided food safety training (in English and
Spanish) at the adult schools in Richmond,
Concord, Martinez and Pittsburg.
Food webpages are updated regularly.
Food Donation information was updated on
website.
Provided four outreach trainings to non-profit
organization regarding charitable feeding.
Over 60 members of the public attended
these meetings.
Provided Environmental Health and Public
Health Collaborative Approach to Foodborne
Illness Outbreaks presentation to John Muir
Hospital Medical Residents.
Provided Temporary Food Event
informational presentation to Temporary
Food Event Coordinators.
Taught class about environmental health
and food safety at Dozier Libbey High
School HOSA
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.
Outcome:
All the managers except one are members
of CCDEH and participate on policy
committees
The Director of EH is currently serving on
the California Association of Environmental
Health Administrators (CAEHA) board.
Retail Food Supervising Environmental
Health Specialist is currently serving as
National Environmental Health Association
(NEHA) Region II Vice President (CA, HI,
AZ, and NV)
The Solid Waste Team continues to
participate in the CalRecycle Roundtables.
EH collaborating with Department of
Conservation and Development to introduce
the Agricultural Land Use Policy to the
Board of Supervisor on February 4, 2020.
EH Supervisors attend the quarterly Board
of Supervisor’s Code Enforcement Meetings
EH Retail Food Supervisors attend the
Public Health/Public Health
Lab/Environmental Health & Response
Partners Monthly Meeting
Provided Environmental Health presentation
to Public Health Laboratory Interns
regarding the EH programs and partnership
with Public Health
Provided Contra Costa EH Outbreak
Response presentation at the National
Association of Environmental Association
Annual Educational Conference
Hosted California Department of Public
Health Shellfish Tank Training for Bay Area
Environmental Health Retail Food
Specialists
Retail Food Environmental Health Specialist
attends the monthly Bay Area Food
Technical Advisory Committee meetings
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
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County of Contra Costa FY 2020-2021 Recommended Budget 349
advisories including domoic acid in shellfish and
mercury in delta fish.
Outcome:
Conducted 1,197 routine inspections of
seasonal pools/spas, 458 routine
inspections of year-round pools/spas, 350
re-inspections, 44 inspections related to
complaints, and 226 re-openings of
pools/spas closed for major violations in
2019.
Reviewed and approved the plans and
inspected the construction of 13 new public
pools/spas and 90 pool/spa remodels or
equipment changes in 2019.
Conducted the yearly inspection of two
public beaches located in the county: Lake
Anza and Contra Loma Regional Park.
Conducted two rounds of sampling of
Discovery Bay water in February and June.
No advisories were necessary based on the
sampling lab results. Also responded to 3
complaints of blue green algae in Discovery
Bay water in 2019.
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.
Outcome:
Conducted 10-year reviews of 16 systems.
Amended permits for 2 small water systems
in FY 2018-19.
Issued enforcement actions to 10 small
water systems which had nitrate
exceedance(s) or monitoring violations.
Conducted 24 sanitary surveys of small
water systems in FY 2018-19.
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.
Outcome:
Inspected 21 body art facilities and 269 body
artist registrations were active in 2019.
Processed 9 new body art facility
applications in 2019.
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.
Outcome:
Online payment for invoices is available to
the public
Cash box closing is now electronically
completed and submitted.
Scanning of historic land use documents is
mostly completed and the scanning of
historic solid waste documents is in
progress.
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.
Outcome: Department revisions to job
classification proposals are completed. County
is currently working with the unions.
Goal: Be prepared to provide excellent EH
emergency response, provide two trainings for
emergency and on-call response, evaluate
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350 County of Contra Costa FY 2020-2021 Recommended Budget
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.
Outcome:
Conducted monthly communication testing
and training for EH staff.
Implemented new EBRCS radio system.
The two statewide exercises: Yellow
Command and the annual State Med Health
Exercise, were cancelled this year due to
PG&E’s Planned Safety Power Shutoffs
(PSPS). Environmental Health did an
internal exercise in October.
The Division’s Branch Operations Center
was activated twice. Staff were actively
deployed into the areas affected by the
PSPS to provide information and to ensure
facilities without power remained closed.
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.
Staff updated the Division’s All-Hazards
Plan, which is part of the Department’s EOP.
Staff trained in California and FEMA
Environmental Health Training and
Emergency Response (EHTER).
Goal: Monitor the kiosks, receive and review
the annual reporting, and report to the Board the
success of the Safe Drug Disposal Takeback
Ordinance.
Outcome: Still in progress
Goal: Implement the health ordinance for
cannabis. Permit and inspect retail dispensaries
and edible manufacturing. Process permit
applications for other allowed cannabis
activities.
Outcome: The cannabis program received four
applications (three for out of county delivery
permits and one retail store front permit), issued
two out of county delivery permits, and
conducted three permitting inspections.
Additional outcomes in other program areas:
Inspect and approve for business 13
massage parlors in the cities of San Ramon
and Walnut Creek.
Inspected and submitted required reports to
the state at 4 Superior Court holding cells, 5
County detention facilities, and 9 city jails.
Inspected 1 organized camp.
Reviewed and commented on 227 land use
documents from the 19 cities and
unincorporated area planning departments.
Hazardous Materials
Goal: Perform 139 Aboveground Petroleum
Storage Act Program inspections.
Outcome:
As of January 29, 2020, Contra Costa
Health Services Hazardous Materials
Programs (CCHSHMP) has performed 87
routine Aboveground Petroleum Storage Act
Program inspections.
CCHSHMP projects that we will meet our
goal of 139 routine Aboveground Petroleum
Storage Act Program inspections in FY
2019-20.
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Goal: Incident Response Program: Respond to
all incidents within one hour and ensure that all
incidents are mitigated safely and effectively
without injuries.
Outcome:
As of January 29, 2020, CCHSHMP has
responded to 22 hazardous materials
incidents. CCHSHMP arrived on-scene
within one hour of being requested to
respond except for one (1) out-of-County
mutual aid request from Marin County on
July 28, 2019.
CCHSHMP projects that we will meet our
goal of arriving on-scene within one hour of
being requested to respond to a hazardous
materials incident.
Goal: Perform 1,300 Hazardous Materials
Business Plan Program inspections.
Outcome:
As of January 29, 2020, CCHSHMP has
performed 847 routine Hazardous Materials
Business Plan Program inspections.
CCHSHMP projects that we will meet our
goal of 1,300 routine Hazardous Materials
Business Plan Program inspections in FY
2019-20.
Goal: Perform 900 Hazardous Waste
Generator Program inspections.
Outcome:
As of January 29, 2020, CCHSHMP has
performed 724 routine Hazardous Waste
Generator Program inspections.
CCHSHMP projects that we will meet our
goal of 900 routine Hazardous Waste
Generator Program inspections in FY 2019-
20.
Goal: Complete 11 California Accidental
Release Prevention Program audits.
Outcome:
As of January 29, 2020, CCHSHMP has
performed 6 routine California Accidental
Release Prevention Program audits.
CCHSHMP projects that we will meet our
goal of 11 routine California Accidental
Release Prevention Program audits in FY
2019-20.
Goal: Perform 378 Underground Storage
Program Inspections.
Outcome:
As of January 29, 2020, CCHSHMP has
performed 219 routine Underground Storage
Tank Program inspections.
CCHSHMP projects that we will meet our
goal of 378 routine Underground Storage
Tank Program inspections in FY 2019-20.
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.
Outcome:
The annual Urban Shield exercise did not
occur in FY 2019-20. Therefore, the
CCHSHMP Incident Response Team was
unable to participate in this exercise.
The CCHSHMP Incident Response Team
participates in a monthly incident debrief
meeting facilitated by the Hazardous
Materials Ombudsman. Incidents are
discussed and action items are generated to
address any identified issues.
The CCHSHMP Incident Response Team
sent eight (8) team members to the Annual
Continuing Challenge Conference. One
team member was an instructor at this
conference.
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352 County of Contra Costa FY 2020-2021 Recommended Budget
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.
Outcome: This goal is ongoing with certain
aspects of it met and exceeded community
standards. Standard work was created and
implemented for Intake, Triage, Specialty Care
Mental Health Assessment and other areas
along the care continuum. Standard work was
also developed to offer structured activities and
groups in “F” module, which is our new
Behavioral module. There has been
improvement achieved around specialty care
whereby the work queues were no longer 8
weeks out for schedule appointments, referrals
are now being scheduled as they enter the work
queue. Our goal is to have urgent appointments
done within 7 days and routine within 21 days.
There are some challenges with transportation
from the Sheriff’s Office not able to get patients
to their appointments for lack of deputy staff.
Also, a Thursday optometry clinic was created to
accommodate detention patients on the wait list
which has alleviated the long wait list. There has
been better communication and collaboration
between all disciplines as it pertains to
Emergency Medications for patients in crisis.
Workflows and standard work creations has
improved the administration of emergency
medications and a variety of services provided
to patients.
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.
Outcome: This goal has been met except for
the installation of wi-fi. The ccLink workflow has
been and still being optimized with similar
upgrades of EPIC like that which is happening in
the hospital and health centers. Critical
operational reports identified and created to
evaluate the services provided in Detention
Health. Many templates have been built for the
detention team for Mental Health, Psychiatry,
the Providers and Nursing. Reports can be
generated from the discreet data embedded in
the templates. Additional reports are being built
as they are identified.
The wi-fi project which was funded by the Board
of Supervisors through a board order is in
progress. Many walk arounds have been done
with the project manager and contractors and at
this point the bid was accepted from a contractor
and final details are being worked out for the
starting date. This will require a great deal of
coordination between custody and health staff to
get this job done without any delays. We are
ready and prepared to get this job done.
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.
Outcome: This goal is dependent on the
previous goal of the installation of wi-fi access.
The hope is to get this started in the next few
months. We have maximized our limited wi-fi
that we have in certain areas like in “F” module
pill call and triage room where we are able to
use laptops and our Rover equipment. For
example, the rover application is used on a
cellphone, and we are able to capture photos
real-time which gets directly uploaded in EPIC
for the providers to view, especially when they
are on-call and unable to see wounds or rashes
and other things requiring a photo taken to be
placed in the electronic medical record.
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.
Outcome: This goal has been met. We have
implemented and continue to work very closely
with the infection control team at the hospital.
Having this team working with our staff has been
one of our greatest assets. We are able to
identify, treat and prevent the spread of certain
illnesses decreasing the cost of care in this
spectrum.
Quality and Safety program in detention has
grown and will continue to grow as we add other
aspects not yet being captured in a robust way.
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Reporting of the work being done is currently
happening through a monthly Quality Council
meeting with Custody, Mental Health, Medical
and certain members of our executive team.
Goal: Develop ongoing mechanism for
patient/family feedback about care experience.
Outcome: The Mental Health Program Chief
has been in contact with Community Based
Organizations to disseminate information to
family members to heighten awareness and how
to provide feedback to us as we serve the
detention community.
Patients are able to provide feedback on their
care whether good or bad through a request slip
or a grievance process. This is addressed
promptly with the patients in order to increase
patient satisfaction.
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.
Outcome: This goal has been met with having
a re-entry clinician who makes contact with the
community to schedule appointments, make
referral and connections to other services
requested by the patient or as identified by the
clinician as a need.
Goal: Continue to work towards full
implementation of Court Ordered Medications in
Detention.
Outcome: Process developed to identify IST
patients that are incarcerated in the County’s
adult detention facilities has been put place and
it is a work in progress. It is implemented and in
the process of expanding the legal options to be
more available to eligible patients in detention,
Information distributed weekly to Detention
Health and Custody leadership. The Electronic
Health Record (EHR) was optimized by ccLink
for documentation purposes and to show the
legal status in the patient header in their Medical
Record.
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.
Outcome: This goal has been met or exceeded
expectation. We have a very robust MAT
program for Opiate withdrawal in detention. All
providers have been certified and are able to
prescribe medications for MAT. We have also
increased the level of service by adding two
substance abuse counselor to our team through
a grant which was obtained in collaboration with
AODS. We have provided some training but will
continue to provide additional training to our staff
as our MAT program grows and expand with
bringing new medications and innovative ways
to serve this population.
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.
Outcome: This goal has been met as we have
increased the number of events being reported
in our Adverse Event Reporting System. Our
safety training has been tweaked to reflect more
about detention and staff has been able to
speak freely at the safety meetings because
they feel that they are being heard and that the
culture of Speaking up for Safety is encouraged.
We will continue to work on this goal and
improve in the next year.
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.
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354 County of Contra Costa FY 2020-2021 Recommended Budget
Outcome: This goal was met approximately
65% of the time.
Goal: Public Guardian staff shall maintain
requisite training certification.
Outcome: This goal was met for FY 2019-20.
EMS
Goal: Evaluate San Ramon Valley Fire
Protection District 224 claims and conduct RFP
process for the San Ramon Valley exclusive
emergency ambulance operating area as
needed.
Outcome: The EMS Agency conducted an
extensive historical review of the formation of
Emergency Response Ambulance (ERA) Zone
served by the San Ramon Valley Fire Protection
District. Records demonstrate that the ERA was
established and renewed through competitive
processes. The current ERA agreement has
been extended pending statewide Fire District
224 and 201 litigation that may modify terms and
conditions ERA service agreements.
Goal: Implement new regulations for EMS for
Children Systems of Care, STEMI and Stroke.
Outcome: EMS System of Care plans have
been submitted to the EMS Authority for STEMI
and Stroke in compliance with new regulations
in December 2019. EMS for Children System of
Care Plans are in development.
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.
Outcome: Ongoing data integration to support
compliance with local, regional, state and federal
EMS data reporting continues. Implementation
of data platforms such as First Pass prehospital
quality improvement tool and enhancement of
current data systems to support coordination of
services to improve patient care and service
delivery are ongoing.
Goal: Recommend five-year extension and
approval of Alliance ambulance service
agreement.
Outcome: The EMS Agency has made a
preliminary recommendation to extend the
Alliance agreements based on substantial
compliance. The formal recommendation will be
submitted to the BOS upon CCFPD and AMR
reaching final agreement on the terms and
conditions of subcontractor services prior to
December 31, 2020.
Goal: Develop and implement Professional
Standards Operating Procedures in partnership
with County Counsel.
Outcome: The EMS Agency and County
Counsel has completed the development and
implementation of the professional standards
operating procedures.
Goal: Streamline and refine technology
platform to support efficient certification and
accreditation of EMT’s and Paramedics.
Outcome: Implemented modifications based on
prehospital provider feedback have been
implemented to streamline audits of continuing
education. Other adjustments have been in
response to changes in regulations.
Goal: Establish on-line EMT orientation training
program to support on-boarding of new EMTs
and paramedics in the county.
Outcome: Online EMT and paramedic
orientation modules have implemented with
process to update to assure compliance with
Local EMS Policy and Protocol. These modules
are required as part of certification renewal for
all prehospital authorized providers.
Goal: Approve and accredit the Contra Costa
Community College Paramedic program.
Outcome: The Contra Costa Community
College Paramedic program was successfully
approved and accredited as of 2019.
Goal: Present and implement a new county
ambulance ordinance.
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County of Contra Costa FY 2020-2021 Recommended Budget 355
Outcome: EMS Agency finalizing draft
ambulance ordinance language with County
Counsel.
Goal: Partner with Contra Costa Health
Services Divisions on data initiatives to improve
access to care for the homeless and those
experiencing substance abuse.
Outcome: The EMS Agency is collaborating
with Fire Districts, ambulance services and
hospitals to support data initiatives to improve
access to care for homeless and those
experiencing substance abuse.
Goal: Support and sustain medical reserve
corps operations.
Outcome: Contra Costa Medical Reserve corps
continues to provide sustainable volunteer
medical response supporting numerous
activities including supporting med/health
sheltering operations during fire season, flu
clinics, health fairs and staffing hands only CPR
community events.
Goal: Continue to partner with national quality
data systems for cardiac arrest, heart attack,
and stroke.
Outcome: Contra Costa EMS participates in
national and state registries supporting improved
survival in Stroke, STEMI and Cardiac Arrest.
This includes the California Stroke Registry,
American Heart Association Mission Lifeline and
CDC/NIH CARES (Cardiac Arrest Registry for
Enhanced Survival).
Goal: Support and work with stakeholders to
improve funding for emergency medical services
and disaster response and operations.
Outcome: During 2019 EMS Agency provided
reports to the BOS Finance committee on the
need for funding to sustain and continue to
enhance EMS Services countywide. The reports
informed the finance committee to explore a
future ballot measure.
Health Services
Health and Human Services
356 County of Contra Costa FY 2020-2021 Recommended Budget
2020-21 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: Initiate specialty care redesign to improve
access for patients and meet benchmark and
outcome metrics consistent with PRIME
Medicaid waiver.
Goal: Integrate 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 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: 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.
Goal: Increase 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: Design a Telehealth Program for the
Provider Network that allows members to
access care from their preferred mode of
communication to include smart phones, tablets
and Personal Computers. Determine if the
access to care improved by measuring the
increase of Initial Health Assessments
Goal: Expand the relationship with School
Districts to increase the well child visits and
coordinate on services being delivered to school
age children enrolled in Medi-Cal Managed
Care. Work collaboratively with Public Health
and target Elementary School Districts to
connect school age kids to care as part of the
Public Health Vans that visit Elementary School
Districts in Contra Costa County.
Goal: Perform an Employee Satisfaction survey
to continue to meet the morale and welfare
needs of the employees. Use the survey reports
to improve personnel programs within CCHP.
Health Services
Health and Human Services
County of Contra Costa FY 2020-2021 Recommended Budget 357
Reduce manual operations in key unit by 30%
and use Epic and CC link as the platforms
Goal: Ensure that the Executive Council (EC)
monitor all Corrective Action Plans from
regulatory authorities and delegates of CCHP to
include Kaiser, CCRMC, Public Health and
Behavioral Health
Goal: Implement Key Performance Indicator
Metrics to measure the operational success of
the units and implement changes when the
performance does not meet expectations.
Goal: Provide leadership and operational
guidance on the core initiatives for the
transformation of the Medi-Cal program and
support the requirements of Medi-Cal for All -
Healthy California.
Goal: Develop the operational infrastructure to
support Medi-Cal Healthier California for All-
MCP care initiatives.
Goal: Oversee Proposition 56 Value-Based
payments to ensure compliance. Create quality
workflow for expansion to the program.
Goal: Oversee of Behavioral Health treatment
for Medi-Cal members under 21. Enact new
policies and procedures with Behavioral Health
for mild to moderate members.
Medical Director
Goal: Ensure all Medical Directors take a
refresher Utilization Management and Clinical
Guidelines training to increase their clinical
knowledge.
Goal: Ensure Community Provider Network
providers start to use the CCHP Provider Portal
to submit referrals for Prior Authorization if they
are not on EPIC.
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: Meet 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
Appeals Grievances & Payment Dispute
Department (AGD)
Goal: Develop a blended policy where
Utilization Management Appeals, Quality of Care
Grievances and Payment Disputes can operate
as a team.
Goal: Perform training for providers with high
UM Appeals, Payment Disputes and Quality of
Care. Target the top 10 providers with the
highest number of incidents.
Goal: Develop a blended policy where
Utilization Management Appeals, Quality of Care
Grievances and Payment Disputes can operate
as a team.
Goal: Perform training for providers with high
UM Appeals, Payment Disputes and Quality of
Care. Target the top 10 providers with the
highest number of incidents.
Goal: Improve turnaround time for member
grievances and better provider responses.
Improve the rate of overturned decisions and
Independent Medical Reviews (IMR) that go to
DHCS.
Project Management
Goal: Operate a Project Management Office to
solidify CCHP’s operations and ensure we have
metrics and a process upon which decisions are
made whether programmatic, budgetary or
workflow. The department will be using the
principles of “Lean, Sigma 6 and Agile” to rapidly
improve processes (e.g. Rapid Process
Improvement (RPI).
Compliance
Health Services
Health and Human Services
358 County of Contra Costa FY 2020-2021 Recommended Budget
Goal: Oversee quarterly Audits for units that
have more than 5 Findings from the Annual
Department of Health Care Services Audits
Goal: Update on any FWA activities and
coordinate with Claims and the UM Departments
Advice Nurse
Goal: Continue to recruit for experienced
Advice Nurse to reach 90% of the staffing
requirements for a 24 X 7 operation
Goal: Pass the Utilization Review Accreditation
Council on site accreditation
Goal: Continue as the gateway for information
during any Disaster Preparedness exercise or
real-world event and ensure reporting to
Department of Health Care Services (DHCS)
Claims Department
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: Create a Bill Review Workflow for any
claims that is at the Stop Loss or convert to a
percentage of Billed Charges threshold is $300k.
Goal: Implement a workflow that analyzes
claims that accrued high interest payments to be
reviewed monthly for corrective actions.
Goal: Review monthly claims reject reports to
determine what providers need for training to
submit a clean claim, coordinating with Clearing
House.
Analysis & Reporting
Goal: In-source the All Patients Refined
Diagnosis Related Groups (APR/DRG) from
DocuStream for cost savings.
Goal: Implement an automatic solution for
inputting the National Provider Identifier and
decrease the manual process.
Goal: Increase electronic billing for Providers
via the 835/837 submissions.
Goal: Assist in-sourcing Claims Adjudication
from the DocuStream Clearing House to EPIC
system
Goal: Redesign workflows in the unit to support
the goals of Analytics and Reporting. Decrease
manual process by 50%
Goal: Train staff on how to support the HEDIS
operations as Data Stewards as part of the
operations to support all Quality Initiatives
Goal: Design reports quarterly that identify
Initial Health Assessments and medical
informatic data to support changes in the
management of various health care programs
Member Services
Goal: Transition from paper versions of the
member materials to an electronic format.
Employ emails and text messages to guide
members to resources. Operationalize Social
Media to create a CCHP Medi-Cal Member
Community where members receive information
on their Medi-Cal Benefits.
Goal: Improve 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.
Health Services
Health and Human Services
County of Contra Costa FY 2020-2021 Recommended Budget 359
Pharmacy
Goal: Support the statewide initiative of in-
sourcing the Pharmacy benefit to the
Department of Health Care Services.
Goal: Redesign Pharmacy workflows that
support daily pharmacy data exchange.
Provider Relations
Goal: Transfer 50% of the hospital network to a
Managed Care Contract from a MOU.
Renegotiate the John Muir Network.
Goal: Build the infrastructure to expand LTC
and Transplant programs.
Goal: Assign CCRMC PcPs to clinic locations to
align with CPN.
Marketing and Member Outreach
Goal: Employ a variety of marketing strategies
to sustain the CCHP Medi-Cal Membership.
Partner with several HSD department to
marketing to members who have not come in for
an Initial Health Assessment. Coordination with
the Pharmacy Department, Public Health &
Behavioral Health and CPN providers to enrich
outreach by working with the school district and
target school age children to ensure they get
their IHA and well child screening services.
Utilization Management
Goal: CCHP’s Authorization Unit will continue
to reduce referral turnaround time for the
Community Network Providers (CPN) to less
than fourteen days.
Goal: Redesign the CPN referral process and
delete obsolete CPN forms to an automated
process.
Goal: Implement new operational strategies to
better manage the Specialty referrals for routine
Prior Authorizations to be at 70% of referrals are
within 7 days and only 30% up to 14 days.
Goal: Design a 14-day Training and on-
boarding for UM staff to ensure a solid learning
experience.
Goal: Implement a quarterly audit program and
administer a monthly self-inspection program
from previous findings within the Medi-Cal
Managed Care Plans to ensure UM contractual
guidelines are met.
Goal: Implement a one clinical guideline for
determining Medical Necessity and ensure the
UR nurses are fully qualified on the usage of
InterQual.
Behavioral Health
Goal: Explore outsourcing the CPN Members to
a vendor to run the access lines and create a
Provider Network. Work collaboratively with
Behavioral Health MOU that covers only
CCRMC Medi-Cal Members.
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: Implement the Mentor Program. This
program is designed to provide non-traditional
mental health support to children and youth age
6 to 21 with severe emotional disturbance
(SED). Mentors will help children and youth
improve on their family, school, and social
functioning by helping their mentees develop
social skills and positive coping mechanisms
within the context of supportive mentor-mentee
relationships. Mentors will help mentees identify
behavioral obstacles that get in the way of
achieving their goals and help them develop the
tools to overcome those obstacles.
Goal: Continue to develop the utilization of
CANS for Level of Care planning, program
planning, and outcome tracking. Work with
Chapin Hall to develop a Level of Care algorithm
in order to match CANS scoring with
recommended Levels of Care.
Health Services
Health and Human Services
360 County of Contra Costa FY 2020-2021 Recommended Budget
Goal: Implement Family Urgent Response
System. In 2019, AB 1009 was signed into law,
mandating implementation of a Family Urgent
Response System (FURS), which provides a
hotline and in-person response to caregiver of
current or former foster youth to help resolve
crises and stabilize placements. Participate in
exploration of regional approach to
implementation of AB 1009.
Goal: Continue with implementation of Center
for Recovery and Empowerment (CORE) and
develop billing model to work toward
sustainability of program.
Goal: Children’s system of care will improve
care coordination by developing protocols for the
Interagency Placement Committee and
instituting a triage meeting for youth with
complex needs and/or high acuity.
Goal: Implement Therapeutic Foster Care for
children/youth exiting Short-Term Residential
Treatment Programs (STRTP) or as an
alternative to STRTP.
Goal: Enhance Full-Service Partnership
Programs’ capacity to provide Assertive
Community Treatment (ACT) to fidelity in the
community for children, youth adults and older
adults with supportive housing as an alternative
to in-patient psychiatric hospitalization.
Goal: Submit applications to compete for
statewide No Place Like Home funding (Round
2) 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: Conduct MHSA sponsored community
forums throughout the county that focus upon
key topics identified by stakeholders as priority
needs, such as supportive housing, suicide
prevention and service linkage for families with
very young children. Develop priority mental
health needs and capture suggested strategies
to meet those needs.
Goal: The Access Line aims to answer calls in
a timely manner, which includes a reduced wait
time and low abandoned call rate. Additionally,
the Access Line aims to ensure timely access to
care for clients seeking outpatient mental health
services. The Access Line will continue to
coordinate care with the MH Clinics to ensure
clients receive timely appointments. Access will
coordinate with Provider Services for the
network with the continued goal of increasing
network adequacy and capacity.
Goal: Continue the implementation of Evidence
Based Practices-EBPs-in the Adult System of
Care, including CBSST, CBTp, CBTd, DBT,
WRAP, Motivational Interviewing,
Seeking Safety, Multi-Family Groups.
Goal: Implement the Adult Needs and
Strengths Assessment-ANSA- to use as a
system wide outcome measure.
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 and our outside psychiatric
hospitals to community settings and
locked facilities require careful planning
and coordination between providers.
2) Clients in long-term psychiatric care
facilities require careful planning and
coordination to assure a smooth step
down transition to the community. Adult
System of Care provides and will
continue to provide regular consistent
treatment planning to facilitate efficient
supportive step down services.
3) The Transition Team will coordinate and
provide innovative care to clients making
contact with many service entry points
including PES where a MHCS PES
liaison will provide discharge planning
support to clients leaving PES who were
admitted under an involuntary psychiatric
hold for suicidal ideation/planning.
Goal: Implement Co Co FACT. Co Co FACT,
funded by Proposition 47/Cohort Two, will
enhance existing full-service partnership
programs to Assertive Community Treatment-
ACT level services providing supervision,
training, and behavioral health supports to
referred clients.
Health Services
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County of Contra Costa FY 2020-2021 Recommended Budget 361
Goal: Provide pre-trial diversion services to
appropriate clients referred to BH from the court.
Clients will receive Mental Health Diversion
services provided by BH Forensics Program
staff.
Goal: The Coordinating Levels of Care – CLOC
– workgroup will convene to map service levels,
identify step down options for clients with
improved outcomes, and develop strategies to
support staff in coordinating levels of care.
Goal: Investigate the high percentage of high-
cost beneficiaries and identify relevant actions
that show potential for impacting that population.
BH will convene an on-going workgroup to
investigate the high percentage of high-cost
beneficiaries. The workgroup will consult with
BIT to build a data table that links several
sources to contain the relevant information
about Behavioral Health patients’ background
and utilization. A partnership between BH and
BIT would help BIT review patient records from
various sources, identify key pieces of
information, and operationalize them into
something analyzable; this, in turn, would help
inform BH about this population’s needs to
develop potential service options that would link
these clients to appropriate services in the
system of care and reduce high percentage of
high-cost beneficiaries.
Alcohol and Other Drugs (AOD)
Prevention
Goal: Monitor and assess the impact of all
currently implemented strategies, which includes
the development of the interdepartmental
Blueprint for Addressing the Opioid Epidemic,
implementation of the Safe Drug Disposal Take
Back program and use of the 37 kiosks where
unwanted medications can be disposed, use
and availability of Naloxone, etc.
Goal: Conduct a prevention staff workday in
Spring to develop a Countywide Initiatives Matrix
reflecting all undergoing strategies, plan
overseeing implementation of the two
Ordinances and develop approach to technical
support to the retail environment and identify
opportunities.
Goal: Develop a plan to effectively provide
technical assistance to at least one community
per region: west, central and east to develop
and implement an ordinance for regulation of
marijuana vaping.
Goal: Develop a plan to provide technical
assistance in the retail environment to support
Business Operation Standards of the Deemed
Approved Ordinance for alcohol sales in
unincorporated areas to reduce youth access to
alcohol. Establish a baseline of store
assessments completed in each region of the
county based on the number of existing off sale
alcohol outlets.
Treatment
Goal: Expand SUD treatment including
Medication Assisted Therapy (MAT) in the jails.
Explore funding and opportunities to collaborate
with other departments and divisions to
maximize resources and better understand the
level of need within the jails. Data from the
National Institute of Drug Abuse indicates that
2/3 of the population in the jails needs SU
treatment, we are currently collecting local data
to further understand our need.
Goal: Continue efforts to meet after hours,
weekend and holiday requirements through
Optum contract at the Behavioral Health Access
Line for SUD calls.
Goal: Implement Care Coordination with
Outpatient levels of care.
Goal: Complete a Perinatal/Parenting and
Women Strategic Plan in collaboration with
community stakeholders to improve access and
SUD treatment admissions.
Goal: Increase number of admissions into SUD
treatment through the multiple quality
improvement efforts currently underway.
Goal: Pilot at least 2 projects of case
management services for transitions of level of
care via DMC billing with existing staff.
Health Services
Health and Human Services
362 County of Contra Costa FY 2020-2021 Recommended Budget
Goal: AOD currently provides case
management and recovery support services
through initiatives such as Whole Person Care;
however, the State utilizes DMC claims as the
performance measure. Therefore, AOD will
explore options to utilize the current staffing
structure to provide some of these services,
even if on a limited basis.
Goal: Counties are required to provide
Medication Assisted Treatment as an option to
providing this service under contract. Evaluate
the feasibility of providing additional medications
to treat alcohol and opioid disorders with existing
staff to meet this requirement.
Goal: Determine whether residents of West
Contra Costa are utilizing the additional
detoxification services made available through
the increased network capacity offered by
WestCare, a new withdrawal management
contract provider located in West County.
Goal: Make progress in meeting State
requirements for the provision of Recovery
Support and Case Management services.
Health, Housing and Homeless Programs
Housing and Services
Goal: Identify and secure community partner to
oversee development of a Coordinated
Assessment Resource (CARE) center in East
Contra Costa County to increase homeless
services in that geographic area.
Goal: Continue to develop emergency housing
and service activities identified and funded by
one-time funding authorized by the State
legislation SB2, SB850, and AB101.
Goal: Expand Rapid Resolution and Housing
Navigation 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: Identify and secure community partner to
operate up to 50 micro-housing units in West
County with accompanying on-site support
services.
Goal: Expand Rapid Re-housing services to
transition age youth across the county.
Planning/Policy/Systems Development
Goal: Implement a system-wide inventory and
assignment of available shelter for individuals
and families experiencing homelessness.
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.
Goal: Hire and train a Continuum of Care
program manager to coordinate planning and
activities for service providers, consumers, and
other stakeholders to ensure an effective
homeless service delivery system that offers
equal access to care and equitable outcomes to
housing.
Goal: Implement the Building Health Equity
project, funded by Kaiser, that will increase
capacity to serve all Contra Costa residents
experiencing homelessness (“consumers”) and
improve health equity across the homeless
system of care.
Data/Evaluation
Goal: Develop and publish data dashboards on
homelessness in Contra Costa using integrated
data from the Homeless Management
Information System (HMIS).
Goal: Update system performance measures to
reflect redesigned coordinated entry services
and additional program interventions added to
the continuum of care.
Health Services
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County of Contra Costa FY 2020-2021 Recommended Budget 363
Public Health
Administration
Goal: Launch formal journey to achieve Public
Health Accreditation by 2022. Initial steps will
be to hire a Program Coordinator and Initiate a
Community Wide Health Assessment.
Goal: Complete the Opioid Prevention Blueprint
for Contra Costa Health Services by July of
2020.
Goal: With the support of the Alliance to End
Abuse, Re-establish a Violence Prevention
Program in the Public Health Division. The
initial focus will be on the prevention of Inter-
personal violence.
Family, Maternal & Child Health Programs
Goal: Implement program expansion through
State funding for California Home Visiting
Program, Black Infant Health Program and the
Perinatal Equity Initiative.
Clinic Services
Goal: Create training resources and protocols
for the County 911 transportation agency (AMR)
in the distribution of Naloxone for future use for
patients post-Naloxone administration and for
family members or bystanders in high risk
situations.
Community Wellness and Prevention Programs
Goal: Through the Tobacco Prevention
Program we will encourage at least three cities
in Contra Costa County to adopt a moratorium
on all nicotine vaping product sales and ban the
sale of flavored tobacco.
Senior Nutrition
Goal: Increase the number of Seniors who
participate in our Congregate Senior Nutrition
Program by 5%.
Goal: Address the food insecurity for
homebound and Congregate Café Seniors by
developing an evaluation form and process to
identify those at greatest nutritional risk.
Goal: Reduce the number of clients on Meals
on Wheels waiting lists by 10%.
Epidemiology, Planning, and Evaluation
Goal: By summer 2021, collect and analyze
data and publish 6 topic-specific papers on
emerging or worsening health concerns.
Goal: During FY 2020-2021, lead a
collaborative community process to develop a
Community Health Assessment (CHA) and
Community Health Improvement Plan (CHIP).
By early 2021, complete and publish quantitative
components of the CHA.
California Children’s Services
Goal: Expand outreach for Public Safety Power
Shutoffs and continue to promote emergency
preparedness with a focus on medically complex
children within CCS that have electronic durable
medical equipment and/or prescriptions that
require refrigeration.
Public Administrator
Goal: Actively participate in events that foster
communication between and collaboration with
other Public Administrator offices in California to
share best practices and identify strategies for
improving services.
Goal: Continue to develop and strengthen
interdepartmental collaboration with the Sheriff-
Coroner’s Division and Employment and Human
Services Department (EHSD) to ensure effective
and efficient administration and operation of the
County cremation program.
Goal: Provide at least three trainings at
hospitals, nursing homes and/or mortuaries
educating individuals about the duties and
functions of the Public Administrator, when the
Public Administrator should be notified and how
to submit a complete referral.
Health Services
Health and Human Services
364 County of Contra Costa FY 2020-2021 Recommended Budget
Environmental Health
Goal: Increase efficiency of all work processes
with customer service in mind. Continue process
of scanning historic documents division wide.
Take stock of remaining processes that involve
paper and create and implement paperless
mechanisms. Conduct efficiency studies of work
practices especially related to customer service.
Goal: Incorporate and implement the vision
outlined in the Health Services Department
Strategic Plan.
Hazardous Materials
Perform 133 Aboveground Petroleum Storage
Act Program inspections.
Respond to all incidents within one hour and
ensure that all incidents are mitigated safely
and effectively without injuries.
Perform 1,567 Hazardous Materials
Business Plan Program inspections.
Perform 1,176 Hazardous Waste Generator
Program inspections.
Complete 12 California Accidental Release
Prevention Program audits.
Perform 377 Underground Storage Program
Inspections.
The Goals of the Incident Response Program
are:
To have a well-trained staff to respond to
incidents safely and timely. To work with
other Hazardous Materials Response
Teams. CCHSHMP will continue reviewing
all incidents to develop the safest way to
respond to incidents.
Participate in Continuing Challenge.
Coordinate with fire department-based
hazardous materials incident response
teams to ensure a high level of safety for all
responders during an integrated response.
Work with all stakeholders to revise the
County’s Hazardous Materials Incident
Notification Policy.
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: Provide and monitor timely access of
Mental Health care as it pertains to track levels
and the Suicide Prevention program.
Goal: Optimize ccLink functionality for the
detention environment. Improve network/wi-fi
access to allow for barcode with rover devices
for medication management, wound care
documentation and certain injuries with photos
uploaded immediately to ccLink for providers to
access for decision making to provide
appropriate care.
Goal: 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
including 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 for patients Incompetent to Stand Trial
and PC2603.
Health Services
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County of Contra Costa FY 2020-2021 Recommended Budget 365
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.
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: Support Health Services Leadership and
Stakeholder Community in EMS Agency Director
and Medical Director succession planning.
Goal: Collaborate with County leadership and
State EMS Authority to support appropriate
emergency ambulance service area award
processes while assuring EMS System
continuity of operations.
Goal: Implementation of EMS for Children
Systems of Care,
Goal: Sustain and upgrade EMS System
information systems to promote EMS
operational, clinical performance and utilization
data reporting to support EMS System
improvement initiatives in partnership with
stakeholders.
Goal: Recommend Board of Supervisors
approval of five-year extension of Alliance
ambulance service agreement with American
Medical Response prior to December 31, 2020.
Goal: Establish 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: Develop a comprehensive response to the
opiate overdose epidemic in conjunction with the
Alliance and Public Health Department with the
following components:
1) Continuous automated data sharing of
overdoes patients by the EMS agency with
Public Health to allow outreach and
enrollment in opiate treatment programs.
2) Leave at Scene Narcan (opiate reversal
agent provided free by DHCS) by Alliance
ambulance staff to support families and
friends of at risk patients to reverse an
overdoes prior to EMS arrival and increase
the likelihood of survival.
3) Designate a primary receiving center for all
opiate overdose patients at CCRMC to take
advantage of its designation as the only
Opiate Bridge Program in Contra Costa
County.
4) Lay the groundwork for a trial of a National
Model for treatment in the field for Opiate
Withdrawal with Buprenorphine by
paramedics, funded by a grant from CDPH
for 2020-2021 awarded to the Public Health
Department in partnership with EMS and the
Alliance.
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 countywide emergency
medical services and disaster response and
operations.
Health Services
Health and Human Services
366 County of Contra Costa FY 2020-2021 Recommended Budget
FY 2020-21
Program Modification List
Order
Reference
to
Mand/Disc
List
Program
Name Services FTE Net County
Cost Impact Impact
1 45-46
Detention
Facility Mental
Health,
Medical
Services
Salaries and
Benefits 29.1 2,540,000
Augment adult detention
health facility clinical and
administrative staffing
Total 29.1 2,540,000
Veterans Service
Nathan Johnson, Director Health and Human Services
County of Contra Costa FY 2020-2021 Recommended Budget 367
General Fund
2018-19
Actuals
2019-20
Budget
2020-21
Baseline
2020-21
Recommended Change
Expense
Salaries And Benefits 1,061,804 1,254,748 1,387,748 1,387,748 0
Services And Supplies 255,972 427,400 290,400 290,400 0
Expenditure Transfers 14,908 8,852 8,852 8,852 0
Expense Total 1,332,683 1,691,000 1,687,000 1,687,000 0
Revenue
Other Local Revenue 105,170 125,000 125,000 125,000 0
State Assistance 214,686 237,000 237,000 237,000 0
Revenue Total 319,856 362,000 362,000 362,000 0
Net County Cost (NCC): 1,012,827 1,329,000 1,325,000 1,325,000 0
Allocated Positions (FTE) 9.5 10 10 10 0
Financial Indicators
Salaries as % of Total Exp 80% 74% 82% 82%
% Change in Total Exp 27% 0% 0%
% Change in Total Rev 13% 0% 0%
% Change in NCC 31% 0% 0%
Compensation Information
Permanent Salaries 655,650 753,254 846,143 846,143 0
Temporary Salaries 5,891 46,500 24,261 24,261 0
Deferred Comp 14,100 15,505 17,700 17,700 0
FICA/Medicare 50,848 60,426 64,360 64,360 0
Ret Exp-Pre 97 Retirees 2,056 2,367 2,367 2,367 0
Retirement Expense 205,070 234,766 261,935 261,935 0
Employee Group Insurance 79,714 91,909 118,453 118,453 0
Retiree Health Insurance 30,820 30,420 31,634 31,634 0
OPEB Pre-Pay 12,982 13,088 13,144 13,144 0
Unemployment Insurance 241 606 2,611 2,611 0
Workers Comp Insurance 4,432 5,907 5,139 5,139 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
368 County of Contra Costa FY 2020-2021 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 stand-downs, 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: $1,564,196
Financing: 362,000
Net County Cost: 1,202,196
Funding Sources:
State 15% $237,000
Misc. Current Svc 8% 125,000
General Fund 77% 1,202,196
FTE: 10
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: $122,804
Financing: 0
Net County Cost: 122,804
Funding Sources:
General Fund 100% $122,804
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 2020-21.
Veterans Service
Health and Human Services
County of Contra Costa FY 2020-2021 Recommended Budget 369
Performance Measurements
1. During FY 2018-19, the Veterans Service
Department processed $7,105,062 in
retroactive and lump sum monetary benefits
for Veterans. New recurrent benefits totaled
$1,049,093. These figures show a 3%
increase in new recurrent benefits as
compared to FY 2017-18. Utilization of VA’s
Direct Upload (DD360) and SEP processing
systems has decreased processing time and
increased monetary benefit numbers.
2.College Tuition Fee Waivers remain a static
benefit that is afforded to dependents of
Veterans with a service-connected disability
rating. In FY 2018-19 the office processed
619 (9% increase) tuition fee waivers.
These applications represented $2,929,541
in additional benefits to Veteran dependents.
3.Staff conducted 8,638 interviews, 52 field
visits and participated in 34 outreach events,
which resulted in 3,411 claims being filed, a
24.5% increase over last year’s reported
data. The department continues to maintain a
two day per week presence in San Pablo and
Brentwood, reaching student Veterans and
Post 9/11 Veterans. A half-day presence per
week in the Tri-Valley area continues to
successfully aid a strong senior Veteran
population. Weekly visits by a Veterans
Service Representative to the VA Martinez
Outpatient Clinic Rehab Facility provides
critical claims advocacy to Veterans who are
bedridden.
4. Department staff continue to attend 12
Veterans Treatment Courts per year and
provide information and referral sources for
Veterans who are participating in the
treatment court.
5.As a result of AB935 (Driver’s Licenses:
Veteran Designation), Veterans Service staff
completed 1540 (28% increase) DMV
Veterans Status Verification Forms in FY
2018-19. These verifications resulted in an
additional 309 claims filed and 108 awards
for VA benefits.
6.With the implementation of the digital-to-
digital (DD360) process, we have realized a
continued annual cost reduction of
approximately $35,500 in services and
supplies for FY 2018-19. The VA receives
claims the same day compared to an average
of five days in prior fiscal years.
7.Veterans Service Department received a
passing score from the California Department
of Veterans Affairs audit thereby preserving
state and local assistance “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 FY
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 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
Veterans Service
Health and Human Services
370 County of Contra Costa FY 2020-2021 Recommended Budget
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 Veterans
Benefits Management System (VBMS).
Law & Justice
Law & JusticeCounty of Contra Costa
Functional Group Summary
Law and Justice
County of Contra Costa FY 2020-2021 Recommended Budget 371
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
2018-19
Actuals
2019-20
Budget
2020-21
Baseline
2020-21
Recommended Change
Expense
Salaries And Benefits 339,698,740 359,814,122 367,923,593 370,147,398 2,223,805
Services And Supplies 51,515,635 60,527,051 52,996,349 52,996,349 0
Other Charges 21,819,451 21,205,328 21,913,897 21,913,897 0
Fixed Assets 2,600,726 3,244,976 3,237,976 3,237,976 0
Expenditure Transfers 3,098,362 3,130,682 2,686,412 2,686,412 0
Expense Total 418,732,915 447,922,159 448,758,227 450,982,032 2,223,805
Revenue
Other Local Revenue 107,869,546 113,403,830 117,298,315 117,590,120 291,805
Federal Assistance 2,295,762 3,804,791 3,261,713 3,261,713 0
State Assistance 105,104,905 106,374,642 108,525,199 108,525,199 0
Revenue Total 215,270,213 223,583,263 229,085,227 229,377,032 291,805
Net County Cost (NCC): 203,462,702 224,338,896 219,673,000 221,605,000 1,932,000
Allocated Positions (FTE) 1,843.6 1,832.6 1,817.6 1,840.6 23.0
Financial Indicators
Salaries as % of Total Exp 81% 80% 82% 82%
% Change in Total Exp 7% 0% 0%
% Change in Total Rev 4% 2% 0%
% Change in NCC 10% (2%) 1%
Compensation Information
Permanent Salaries 161,875,489 183,049,877 188,620,465 190,003,296 1,382,831
Temporary Salaries 5,961,065 3,971,270 4,054,779 4,054,779 0
Permanent Overtime 19,508,905 11,416,523 11,426,160 11,426,160 0
Deferred Comp 713,921 1,015,214 1,163,400 1,159,800 (3,600)
Comp & SDI Recoveries (1,323,607) (515,549) (515,549) (515,549) 0
FICA/Medicare 6,916,371 7,085,033 7,266,885 7,286,919 20,034
Ret Exp-Pre 97 Retirees 978,101 1,034,793 1,034,793 1,034,793 0
Retirement Expense 97,302,421 103,715,486 104,061,138 104,721,930 660,792
Excess Retirement 167,376 170,705 207,417 207,417 0
Employee Group Insurance 21,192,877 24,655,841 26,385,336 26,521,675 136,339
Retiree Health Insurance 13,383,810 13,231,802 13,972,985 13,972,985 0
OPEB Pre-Pay 5,636,016 5,726,937 5,781,814 5,781,814 0
Unemployment Insurance 68,612 78,213 192,435 193,579 1,144
Workers Comp Insurance 7,195,480 5,056,072 4,149,631 4,175,896 26,265
Labor Received/Provided 121,905 121,905 121,905 121,905 0
Functional Group Summary
Law and Justice
372 County of Contra Costa FY 2020-2021 Recommended Budget
FY 2020-21
Recommended General Fund Expenditures
FY 2019-20
Recommended General Fund Expenditures
Animal Services
Beth Ward, Director Law and Justice
County of Contra Costa FY 2020-2021 Recommended Budget 373
General Fund
2018-19
Actuals
2019-20
Budget
2020-21
Baseline
2020-21
Recommended Change
Expense
Salaries And Benefits 7,950,358 8,872,479 9,041,147 8,671,147 (370,000)
Services And Supplies 3,087,564 4,183,760 3,539,295 3,539,295 0
Other Charges 10,908 57,979 10,000 10,000 0
Fixed Assets 83,989 0 0 0 0
Expenditure Transfers 403,058 435,782 289,558 289,558 0
Expense Total 11,535,877 13,550,000 12,880,000 12,510,000 (370,000)
Revenue
Other Local Revenue 7,333,650 7,840,000 8,010,000 8,010,000 0
Revenue Total 7,333,650 7,840,000 8,010,000 8,010,000 0
Net County Cost (NCC): 4,202,227 5,710,000 4,870,000 4,500,000 (370,000)
Allocated Positions (FTE) 77.0 77.0 77.0 73.0 (4.0)
Financial Indicators
Salaries as % of Total Exp 69% 65% 70% 69%
% Change in Total Exp 17% (5%) (3%)
% Change in Total Rev 7% 2% 0%
% Change in NCC 36% (15%) (8%)
Compensation Information
Permanent Salaries 4,209,433 4,987,121 5,171,427 4,965,627 (205,800)
Temporary Salaries 161,280 99,689 47,413 47,413 0
Permanent Overtime 87,419 70,000 67,500 67,500 0
Deferred Comp 40,081 58,980 71,580 64,380 (7,200)
Comp & SDI Recoveries (52,126) (4,549) (4,549) (4,549) 0
FICA/Medicare 324,473 382,549 394,516 370,516 (24,000)
Ret Exp-Pre 97 Retirees 12,261 17,733 17,733 17,733 0
Retirement Expense 1,244,319 1,446,377 1,495,754 1,431,754 (64,000)
Employee Group Insurance 700,048 893,877 1,007,842 938,842 (69,000)
Retiree Health Insurance 387,358 415,966 400,251 400,251 0
OPEB Pre-Pay 164,327 171,984 156,269 156,269 0
Unemployment Insurance 1,609 2,517 5,191 5,191 0
Workers Comp Insurance 669,875 330,236 210,220 210,220 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: Animal Services Field
Services, Animal Services Center Operations,
Animal Services Administration, and Animal
Services Community Services.
Animal Services
Law and Justice
374 County of Contra Costa FY 2020-2021 Recommended Budget
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 response to non-emergency service
calls, and provide daily animal services to 18
contract cities, including unincorporated areas of
the County, as listed:
•Assist police, fire and 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: $4,524,346
Financing: 2,924,178
Net County Cost: 1,600,168
Funding Sources:
City Contract 60.2% $2,725,178
Other Revenue 4.4% 200,000
General Fund 35.4% 1,600,168
FTE: 22.0
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.
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.
Animal Services
Law and Justice
County of Contra Costa FY 2020-2021 Recommended Budget 375
•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 or neutered prior to
adoption.
Center Operations
Service: Mandatory
Level of Service: Mandatory
Expenditures: $4,255,225
Financing: 2,657,470
Net County Cost: 1,597,755
Funding Sources:
City Contract 54.3% $2,312,470
Other Revenue 8.1% 345,000
General Fund 37.5% 1,597,755
FTE: 29.0
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
department uses a computerized system to
Animal Services
Law and Justice
376 County of Contra Costa FY 2020-2021 Recommended Budget
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: $3,301,533
Financing: 2,168,730
Net County Cost: 1,132,803
Funding Sources:
City Contract 17.2% $568,730
Other Revenue 48.5% 1,600,000
General Fund 34.3% 1,132,803
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: $428,896
Financing: 259,622
Net County Cost: 169,274
Funding Sources:
City Contract 18.6% $79,622
Other Revenue 42.0% 180,000
General Fund 39.5% 169,274
FTE: 2.0
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
Animal Services
Law and Justice
County of Contra Costa FY 2020-2021 Recommended Budget 377
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.
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: $100,000
Financing: 150,000
Net Fund Cost: -$50,000
Funding Sources:
Non-restricted Donations 100.0% $150,000
CAO’s Recommendation
The Recommended Budget funds Baseline
expenditures for FY 2020-21. The
Recommended Budget includes a revenue
increase of $170,000, which is generated from
an annual rate increase in the city contracts for
animal services.
The Department is currently in negotiations with
the 18 contracted cities to ensure adequate
resources. However, the revenue generated
through the contracts with the cities is
insufficient to sustain current service levels. As
such, the Department will eliminate 4 vacant
positions, including 3 Animal Services Officer
positions and 1 Animal Services Utility Worker
position, identified in the “Program Modification
List”.
The department’s priority is to continue to
improve 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: Improve Department customer services
by measuring public interactions through an
online satisfaction survey.
Measurement: The Department has developed
and implemented a customer satisfaction survey
via online that allows customers to provide
feedback about their experience with the
Department. Performance metrics captured
through the survey include customer service
experience, cleanliness of facilities and overall
impression of the Department.
Goal: Provide targeted programs to Contra
Costa communities where over populations of pit
bulls and Chihuahua mixes exist.
Measurement: The Department contracted
veterinary care services to local non-profit
agencies to provide no and low cost spay and
neuter, along with urgent care medical services.
The communities served were high-risk areas
with predominantly high Pit Bull and Chihuahua
populations.
Goal: Establish guidelines (pet evaluation
matrix) for tracking animals from intake to
outcome.
Measurement: The Department created a
medical and behavior pet evaluation matrix
(PEM) for tracking animals from intake to
outcome. In FY 20/21 the Department will be
creating a training and implementation plan to
begin utilizing the PEM.
Goal: Improve efficiency in dispatching officers.
Measurement: The Department has entered
into a more comprehensive partnership with the
Contra Costa County Office of the Sheriff to
migrate all internal dispatching services through
a Computer Aided Dispatch (CAD) system. This
migration will provide better call taking and
dispatch coverage.
Animal Services
Law and Justice
378 County of Contra Costa FY 2020-2021 Recommended Budget
Measurement: The Department has completed
a realignment for its coverage areas, thus
allowing Animal Services Officers to handle
service calls in a more efficient manner. The
officers are able to view calls on a GIS mapping
grid, to address calls nearest to their location.
Goal: Increase Communication and Humane
Education efforts to the Contra Costa public by
providing education material in Spanish on
Department pet owner and animal welfare
information.
Measurement: The Department received a
grant to translate educational materials into
Spanish. As a result of the grant, the
Department was able to translate the most
important and widely utilized materials into
Spanish, providing a more meaningful way to
engage the County’s largest non-English
speaking population. Materials translated
include information about spay and neuter
resources in Contra Costa County, the
importance and benefits of licensing, along with
information on how to vaccinate their pets.
Administrative and Program Goals
Goal: Implement online reporting process for
deceased animal reporting and reduce the
department’s call volume to improve its
customer service experience.
Goal: Manage the Department’s adoption
programs, including the recruitment and training
of adoption counselors, to ensure positive
outcomes for the animals in our care.
Goal: The Department plans to provide
community education workshops in collaboration
with local law enforcement agencies on animal
ordinances and service programs in high-risk
areas within the County.
Goal: Implement the Department’s pet
evaluation matrix (PEM) created in prior year to
track animals from intake to outcome.
Goal: Increase the Department’s online
transaction processes to provide user friendly
transactions for public fees. Creating online
service options will increase the ability for
citizens to access and utilize Department
services.
FY 2020/21
Program Modification List
Order
Reference
to
Mand/Disc
List
Program
Name Services FTE
Net County
Cost
Impact
Impact
1 1 Field Services Decrease
staff (4.0) (370,000)
Eliminate three Animal Services Officer
positions and one Animal Services Utility
Worker position.
Total (4.0) (370,000)
Conflict Defense
Law and Justice
County of Contra Costa FY 2020-21 Recommended Budget 379
Conflict Defense
General Fund
2018-19
Actuals
2019-20
Budget
2020-21
Baseline
2020-21
Recommended Change
Expense
Services And Supplies 4,998,249 6,000,000 5,400,000 5,400,000 0
Expense Total 4,998,249 6,000,000 5,400,000 5,400,000 0
Net County Cost (NCC): 4,998,249 6,000,000 5,400,000 5,400,000 0
Financial Indicators
Salaries as % of Total Exp 0% 0% 0% 0%
% Change in Total Exp 20% (10%) 0%
% Change in Total Rev
% Change in NCC 20% (10%) 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: $5,400,000
Financing: 0
Net County Cost: 5,400,000
Funding Sources:
General Fund 100.0% $5,400,000
CAO’s Recommendation
The County currently contracts with Independent
Counsel, Inc., 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.
Increase in costs have been trending upward
due to contracted annual rate increases. The
number of cases that the Public Defender has
been referring to Independent Counsel has been
relatively stable.
The Recommended Budget provides sufficient
appropriations for the continuation of conflict
legal defense services in FY 2020-21.
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
380 County of Contra Costa FY 2020-21 Recommended Budget
District Attorney
Diana Becton, District Attorney Law and Justice
County of Contra Costa FY 2020-2021 Recommended Budget 381
District Attorney Summary
General Fund
2018-19
Actuals
2019-20
Budget
2020-21
Baseline
2020-21
Recommended Change
Expense
Salaries And Benefits 39,874,947 42,465,507 43,987,889 44,167,889 180,000
Services And Supplies 3,724,879 4,185,249 4,324,837 4,324,837 0
Other Charges 36,062 43,485 42,647 42,647 0
Fixed Assets 42,537 60,000 60,000 60,000 0
Expenditure Transfers (594,248) (761,241) (702,373) (702,373) 0
Expense Total 43,084,177 45,993,000 47,713,000 47,893,000 180,000
Revenue
Other Local Revenue 4,400,009 5,365,806 5,038,727 5,038,727 0
Federal Assistance 140,520 378,974 588,750 588,750 0
State Assistance 18,356,751 18,502,220 19,085,523 19,085,523 0
Revenue Total 22,897,280 24,247,000 24,713,000 24,713,000 0
Net County Cost (NCC): 20,186,897 21,746,000 23,000,000 23,180,000 180,000
Allocated Positions (FTE) 221.5 222.6 222.6 224.6 2.0
Financial Indicators
Salaries as % of Total Exp 93% 92% 92% 92%
% Change in Total Exp 7% 4% 0%
% Change in Total Rev 6% 2% 0%
% Change in NCC 8% 6% 1%
Compensation Information
Permanent Salaries 22,924,000 25,915,524 26,214,167 26,330,347 116,180
Temporary Salaries 1,947,038 488,136 733,469 733,469 0
Permanent Overtime 668,403 272,870 272,870 272,870 0
Deferred Comp 204,941 243,000 281,839 285,439 3,600
Comp & SDI Recoveries (26,495) 0 0 0 0
FICA/Medicare 1,524,064 1,545,471 1,606,565 1,615,365 8,800
Ret Exp-Pre 97 Retirees 84,219 82,415 82,415 82,415 0
Retirement Expense 8,374,990 9,383,392 9,692,783 9,723,983 31,200
Excess Retirement 10,686 0 0 0 0
Employee Group Insurance 2,477,572 2,836,145 3,365,353 3,384,353 19,000
Retiree Health Insurance 963,932 952,951 1,020,744 1,020,744 0
OPEB Pre-Pay 436,123 416,408 434,831 434,831 0
Unemployment Insurance 9,526 13,064 26,938 27,058 120
Workers Comp Insurance 275,949 316,132 255,914 257,014 1,100
District Attorney
Law and Justice
382 County of Contra Costa FY 2020-2021 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 2020-2021 Recommended Budget 383
District Attorney Budget
General Fund
2018-19
Actuals
2019-20
Budget
2020-21
Baseline
2020-21
Recommended Change
Expense
Salaries And Benefits 39,469,769 42,111,404 43,639,610 43,819,610 180,000
Services And Supplies 3,709,617 4,177,822 4,316,956 4,316,956 0
Other Charges 36,005 43,485 42,647 42,647 0
Fixed Assets 42,537 60,000 60,000 60,000 0
Expenditure Transfers (270,565) (432,711) (372,213) (372,213) 0
Expense Total 42,987,364 45,960,000 47,687,000 47,867,000 180,000
Revenue
Other Local Revenue 4,400,009 5,365,806 5,038,727 5,038,727 0
Federal Assistance 140,520 378,974 588,750 588,750 0
State Assistance 18,356,751 18,502,220 19,085,523 19,085,523 0
Revenue Total 22,897,280 24,247,000 24,713,000 24,713,000 0
Net County Cost (NCC): 20,090,084 21,713,000 22,974,000 23,154,000 180,000
Allocated Positions (FTE) 220.0 221.6 221.6 223.6 2.0
Financial Indicators
Salaries as % of Total Exp 92% 92% 92% 92%
% Change in Total Exp 7% 4% 0%
% Change in Total Rev 6% 2% 0%
% Change in NCC 8% 6% 1%
Compensation Information
Permanent Salaries 22,749,988 25,724,470 26,025,242 26,141,422 116,180
Temporary Salaries 1,885,120 488,136 733,469 733,469 0
Permanent Overtime 668,403 272,870 272,870 272,870 0
Deferred Comp 203,921 241,980 280,819 284,419 3,600
Comp & SDI Recoveries (26,495) 0 0 0 0
FICA/Medicare 1,508,290 1,534,216 1,595,045 1,603,845 8,800
Ret Exp-Pre 97 Retirees 83,626 79,855 79,855 79,855 0
Retirement Expense 8,316,682 9,322,021 9,632,056 9,663,256 31,200
Excess Retirement 10,686 0 0 0 0
Employee Group Insurance 2,443,017 2,803,888 3,336,203 3,355,203 19,000
Retiree Health Insurance 927,485 916,337 983,773 983,773 0
OPEB Pre-Pay 416,210 400,840 419,406 419,406 0
Unemployment Insurance 9,437 12,969 26,750 26,870 120
Workers Comp Insurance 273,400 313,822 254,122 255,222 1,100
District Attorney
Law and Justice
384 County of Contra Costa FY 2020-2021 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: $27,345,835
Financing: 16,933,501
Net County Cost: 10,412,334
Funding Sources
Sales Tax 56.2% $15,378,997
Transfers 2.6% 717,504
State Aid 0.8% 208,000
Miscellaneous Rev 0.0% 5,000
General Fund 38.1% 10,412,334
FTE: 144.1
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: $6,649,186
Financing: 4,356,614
Net County Cost: 2,292,572
Funding Sources:
Intergov Rev 30.8% $2,048,864
Misc State Aid 25.6% 1,700,000
Fed Aid Crime Ctrl 8.9% 588,750
Miscellaneous Rev 0.3% 19,000
General Fund 34.5% 2,292,572
FTE: 25.5
District Attorney
Law and Justice
County of Contra Costa FY 2020-2021 Recommended Budget 385
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: $5,348,310
Financing: 110,000
Net County Cost: 5,238,310
Funding Sources:
Misc State Aid 2.1% $110,000
General Fund 97.9% 5,238,310
FTE: 20.0
4. Victim Witness Assistance
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 Assistance Summary
Service: Mandatory
Level of Service: Discretionary
Expenditures: $1,752,441
Financing: 1,688,526
Net County Cost: 63,915
Funding Sources:
Misc State Aid 96.4% $1,688,526
General Fund 3.6% 63,915
FTE: 14.5
5. Administration
Description: Responsible for operations, fiscal,
personnel, procurement, facilities management,
information technology, and resource
development related to the department.
Administration Summary
Service: Mandatory
Level of Service: Discretionary
Expenditures: $5,155,069
Financing: 8,200
Net County Cost: 5,146,869
Funding Sources:
Miscellaneous Rev 0.2% $8,200
General Fund 99.8% 5,146,869
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,
Neighborhood Courts staff, victim advocates and
support staff who work collaboratively with other
criminal justice partners to prevent crime and
support victims in its aftermath.
District Attorney
Law and Justice
386 County of Contra Costa FY 2020-2021 Recommended Budget
AB 109 Program Summary
Service: Mandatory
Level of Service: Discretionary
Expenditures: $2,333,663
Financing: 2,333,663
Net County Cost: 0
Funding Sources:
Intergov Rev 100.0% $2,333,663
FTE: 7.5
District Attorney
Law and Justice
County of Contra Costa FY 2020-2021 Recommended Budget 387
Public Assistance Fraud Budget
General Fund
2018-19
Actuals
2019-20
Budget
2020-21
Baseline
2020-21
Recommended Change
Expense
Salaries And Benefits 405,178 354,103 348,279 348,279 0
Services And Supplies 15,262 7,427 7,881 7,881 0
Other Charges 57 0 0 0 0
Expenditure Transfers (323,683) (328,530) (330,160) (330,160) 0
Expense Total 96,813 33,000 26,000 26,000 0
Net County Cost (NCC): 96,813 33,000 26,000 26,000 0
Allocated Positions (FTE) 1.5 1.0 1.0 1.0 0.0
Financial Indicators
Salaries as % of Total Exp 419% 1,073% 1,340% 1,340%
% Change in Total Exp (66%) (21%) 0%
% Change in Total Rev 0% 0% 0%
% Change in NCC (66%) (21%) 0%
Compensation Information
Permanent Salaries 174,012 191,054 188,925 188,925 0
Temporary Salaries 61,919 0 0 0 0
Deferred Comp 1,020 1,020 1,020 1,020 0
FICA/Medicare 15,774 11,255 11,520 11,520 0
Ret Exp-Pre 97 Retirees 593 2,560 2,560 2,560 0
Retirement Expense 58,308 61,371 60,728 60,728 0
Employee Group Insurance 34,555 32,257 29,150 29,150 0
Retiree Health Insurance 36,447 36,614 36,971 36,971 0
OPEB Pre-Pay 19,913 15,568 15,425 15,425 0
Unemployment Insurance 89 95 189 189 0
Workers Comp Insurance 2,548 2,309 1,792 1,792 0
District Attorney
Law and Justice
388 County of Contra Costa FY 2020-2021 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: $356,160
Financing: 330,160
Net County Cost: 26,000
Funding Sources:
Transfers 92.7% $330,160
General Fund 7.3% 26,000
FTE: 1.0
District Attorney
Law and Justice
County of Contra Costa FY 2020-2021 Recommended Budget 389
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: $800,000
Financing: 500,000
Net Fund Cost: 300,000
Funding Sources:
Fines/Forfeitures 62.5% $500,000
Fund Balance 37.5% 300,000
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: 162,000
Net Fund Cost: (107,000)
Funding Sources:
Seizures 100.0% 162,000
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: $490,000
Financing: 350,000
Net Fund Cost: 140,000
Funding Sources:
General Fines 71.4% $350,000
Fund Balance 28.6% 140,000
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: $3,000
Financing: 3,000
Net Fund Cost: 0
Funding Sources:
General Fines 100.0% 3,000
District Attorney
Law and Justice
390 County of Contra Costa FY 2020-2021 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: $300,000
Financing: 500,000
Net Fund Cost: (200,000)
Funding Sources:
Recording Fees 100.0% $500,000
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: $524,000
Financing: 524,000
Net Fund Cost: 0
Funding Sources:
Public Safety Realign 100.0% $524,000
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.
Public Safety Realignment
Local Revenue Fund (AB 109)
District Attorney Summary
Service: Mandatory
Level of Service: Mandatory
Expenditures: $379,000
Financing: 379,000
Net Fund Cost: 0
Funding Sources:
Public Safety Realign 100.0% $379,000
CAO’s Recommendation
The District Attorney’s Office FY 2020-21
Recommended Budget increases expenditure
appropriations by $1,900,000, or 4.1% and
increases estimated revenue by $466,000, or
1.9%, resulting in an increase in net County cost
of $1,434,000, or 6.6% over the FY 2019-20
Budget.
The increases to expenditure appropriations are
due to projected salary and benefit increases for
existing employees and the addition of two (2.0)
FTE positions. 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 $493,583
increase to estimated Proposition 172 sales tax
revenue and $86,659 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 2020-2021 Recommended Budget 391
The Recommended Budget includes a vacancy
factor of $716,670. A vacancy factor accounts
for cost savings related to funded personnel
vacancies occurring within the department
during the fiscal year.
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 1.16 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 2019, the Office prosecuted
over 4,018 felony cases and 6,579
misdemeanor cases. 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 established the first
ever Conviction Integrity Unit (“CIU”) in Contra
Costa County in early 2019. 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. The unit is also responsible for
conviction integrity case review when evidence
of officer misconduct arises in addition to
petitions submitted for re-sentencing under the
new felony murder law.
(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,
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.
District Attorney
Law and Justice
392 County of Contra Costa FY 2020-2021 Recommended Budget
(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.
In 2019, the Office was awarded a federal grant
to create a Human Trafficking Task Force to
tackle both sex and labor trafficking. The Office
will host the first ever Labor Trafficking Summit
on March 18, 2020. The event is designed to
enable participants to recognize labor trafficking
and victims of exploitation, as well as equip
them with strategies for investigation and
prosecution.
The District Attorney has made it a priority to
work with community and law enforcement to
tackle sex trafficking in Richmond. She worked
to bring government, law enforcement, and
community together to address the concerns of
the business merchants and neighbors on 23rd
Street in Richmond. From this relationship,
community meetings and a day of action took
place in January to educate the community
about human trafficking.
Since 2014, the Office has sponsored an annual
Human-Trafficking Awareness campaign. This
event occurs in January and includes educating
the community on the issues 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 5th 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, the District Attorney 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) 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
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.
(C) 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
District Attorney
Law and Justice
County of Contra Costa FY 2020-2021 Recommended Budget 393
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.
(D) 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.
(E) 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.
(F) 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.
District Attorney
Law and Justice
394 County of Contra Costa FY 2020-2021 Recommended Budget
(G) 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.
In January 2020, the District Attorney’s Office
partnered with Code for America to proactively
dismiss and seal 3,264 marijuana convictions
eligible for relief under Proposition 64. The
Office used Code for America’s Clear My
Record technology, which reads bulk criminal
history data, and securely and accurately
analyzes eligibility for thousands of convictions
in seconds. This partnership helps address
wrongs caused by the failed war on drugs, felt
most by communities of color.
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.
In March of 2019, the office brought in Dr. Kris’s
Henning from Georgetown University to train all
attorneys on implicit bias in the criminal justice
system. We also held the first ever immigration
training for prosecutors in our office in 2019.
District Attorney
Law and Justice
County of Contra Costa FY 2020-2021 Recommended Budget 395
FY 2020-21
Program Modification List
Order
Reference
to
Mand/Disc
List
Program Name Service FTE Net County
Cost Impact Impact
1 1 Mainline
Prosecution Increase staff 2.0 180,000
Add two DA Case
preparation
assistants.
Total 2.0 180,000
District Attorney
Law and Justice
396 County of Contra Costa FY 2020-2021 Recommended Budget
Justice Systems Development/Planning
Law and Justice
County of Contra Costa FY 2020-2021 Recommended Budget 397
Summary
Law and Justice Budgets
General Fund
2018-19
Actuals
2019-20
Budget
2020-21
Baseline
2020-21
Recommended Change
Expense
Salaries And Benefits 640,515 819,707 844,924 844,924 0
Services And Supplies 1,412,685 10,014,856 2,356,905 2,356,905 0
Expenditure Transfers (221,938) (232,069) (246,829) (246,829) 0
Expense Total 1,831,263 10,602,494 2,955,000 2,955,000 0
Revenue
Other Local Revenue 145,693 163,857 165,000 165,000 0
State Assistance 1,088,868 1,000,000 1,000,000 1,000,000 0
Revenue Total 1,234,561 1,163,857 1,165,000 1,165,000 0
Net County Cost (NCC): 596,701 9,438,637 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 35% 8% 29% 29%
% Change in Total Exp 479% (72%) 0%
% Change in Total Rev (6%) 0% 0%
% Change in NCC 1,482% (81%) 0%
Compensation Information
Permanent Salaries 398,357 520,377 528,095 528,095 0
Deferred Comp 5,640 7,440 6,420 6,420 0
FICA/Medicare 28,725 38,932 39,399 39,399 0
Ret Exp-Pre 97 Retirees 1,328 973 973 973 0
Retirement Expense 131,343 160,784 163,010 163,010 0
Employee Group Insurance 57,216 74,237 89,443 89,443 0
Retiree Health Insurance 10,034 10,034 10,032 10,032 0
OPEB Pre-Pay 5,055 4,317 4,224 4,224 0
Unemployment Insurance 149 261 528 528 0
Workers Comp Insurance 2,669 2,351 2,799 2,799 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 Systems Development
0265 – Vehicle Theft
Justice Systems Development/Planning
Law and Justice
398 County of Contra Costa FY 2020-2021 Recommended Budget
Major Department Responsibilities
The mission of Justice Systems Development/
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 2020-2021 Recommended Budget 399
Law and Justice Systems Development
General Fund
2018-19
Actuals
2019-20
Budget
2020-21
Baseline
2020-21
Recommended Change
Expense
Salaries And Benefits 640,515 819,707 844,924 844,924 0
Services And Supplies 626,795 7,412,770 1,356,905 1,356,905 0
Expenditure Transfers (221,938) (232,069) (246,829) (246,829) 0
Expense Total 1,045,373 8,000,408 1,955,000 1,955,000 0
Revenue
Other Local Revenue 145,693 163,857 165,000 165,000 0
Revenue Total 145,693 163,857 165,000 165,000 0
Net County Cost (NCC): 899,680 7,836,551 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 61% 10% 43% 43%
% Change in Total Exp 665% (76%) 0%
% Change in Total Rev 12% 1% 0%
% Change in NCC 771% (77%) 0%
Compensation Information
Permanent Salaries 398,357 520,377 528,095 528,095 0
Deferred Comp 5,640 7,440 6,420 6,420 0
FICA/Medicare 28,725 38,932 39,399 39,399 0
Ret Exp-Pre 97 Retirees 1,328 973 973 973 0
Retirement Expense 131,343 160,784 163,010 163,010 0
Employee Group Insurance 57,216 74,237 89,443 89,443 0
Retiree Health Insurance 10,034 10,034 10,032 10,032 0
OPEB Pre-Pay 5,055 4,317 4,224 4,224 0
Unemployment Insurance 149 261 528 528 0
Workers Comp Insurance 2,669 2,351 2,799 2,799 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 Automated Warrant System (JAWS), the
Law & Justice Information System (LJIS), and
the District Attorney case management system
(Prosecutor by Karpel).
Justice Systems Development/Planning
Law and Justice
400 County of Contra Costa FY 2020-2021 Recommended Budget
Law & Justice Systems Development
Summary
Service: Discretionary
Level of Service: Discretionary
Expenditures: $ 2,201,829
Financing: 411,829
Net County Cost: 1,790,000
Funding Sources:
Charges for Serv 17.8% 392,329
Misc. Revenue 10.6% 19,500
General Fund 81.9% 1,790,000
FTE: 5.0
Justice Systems Development/Planning
Law and Justice
County of Contra Costa FY 2020-2021 Recommended Budget 401
Vehicle Theft Program
General Fund
2018-19
Actuals
2019-20
Budget
2020-21
Baseline
2020-21
Recommended Change
Expense
Services And Supplies 785,889 2,602,086 1,000,000 1,000,000 0
Expense Total 785,889 2,602,086 1,000,000 1,000,000 0
Revenue
State Assistance 1,088,868 1,000,000 1,000,000 1,000,000 0
Revenue Total 1,088,868 1,000,000 1,000,000 1,000,000 0
Net County Cost (NCC): (302,979) 1,602,086 0 0 0
Financial Indicators
Salaries as % of Total Exp
% Change in Total Exp 231% (62%) 0%
% Change in Total Rev (8%) 0% 0%
% Change in NCC (629%) (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
402 County of Contra Costa FY 2020-2021 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: $2,903,000
Financing: 1,230,000
Net Fund Cost: 1,673,000
Funding Sources:
Participant Fees 28.9% $ 837,000
Fines & Forfeitures 13.5% 393,000
Fund Balance 57.6% 1,673,000
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: $31,467,000
Financing: 29,272,000
Net Fund Cost: 2,195,000
Funding Sources:
Public Safety Realign 93.0% $29,272,000
Fund Balance 7.0% 2,195,000
Fund 115300 (2982)
Justice Systems Development/Planning
Law and Justice
County of Contra Costa FY 2020-2021 Recommended Budget 403
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: $3,748,000
Financing: 3,748,000
Net Fund Cost: 0
Funding Sources:
Misc. Revenue 100.0% $3,748,000
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: $10,321,000
Financing: 10,321,000
Net Fund Cost: 0
Funding Sources:
Public Safety Realign 100.0% $10,321,000
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: $50
Financing: 50
Net Fund Cost: 0
Funding Sources:
Fines & Forfeitures 100.0% $ 50
Fund 115400
Justice Systems Development/Planning
Law and Justice
404 County of Contra Costa FY 2020-2021 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 on an accelerated
schedule to replace the County’s legacy
mainframe court management and calendaring
system.
In addition to the project to replace the County’s
justice case management systems, the CAO
also began the project 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 daily.
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. Consequently, staff strive to
accomplish automation projects as rapidly as
possible.
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
•Temporary IT staffing agencies
•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 $7,632,734 due
primarily to the removal of prior-year fund
balance in the amount of $6,046,551 from Law &
Justice Systems Development and $1,602,086
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
$25,217;
•Miscellaneous other adjustments that
resulted in a net expense decrease of
$41,120.
Justice Systems Development/Planning
Law and Justice
County of Contra Costa FY 2020-2021 Recommended Budget 405
Revenues are derived from charges to local law
enforcement agencies for access to the
ACCJIN, and vehicle license fees. Baseline
ACCJIN charges are increased by $15,903.
The Recommended Budget is equivalent to the
Baseline Budget.
Performance Measurement
Administrative
•Conducted continuous recruitment for
qualified Programmer/Quality Assurance
analysts.
•Negotiated agency temporary-to-hire
contract to supplement County
recruitment of hard-to-fill positions.
Warrant Management System
•Completed the planning implementation
for phase 1 of the replacement project:
core functionality design, development,
data conversion, testing, training, and
roll out.
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 monthly juvenile disposition
reports to the Juvenile Court and
Probation Statistical System and the
U.S. Department of Justice, and monthly
data feeds to the County’s Automated
Regional Information Exchange System
(ARIES).
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
•Provide daily active-warrant data feeds
via 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, Wanted
Person System interface, and
miscellaneous features.
•Begin phase 3: geocoding agency
beats.
Justice Partner Case Management Systems
•Select replacement Probation (Adult and
Juvenile) and Public Defender (Adult
and Juvenile) case management
systems, and complete contract
negotiations.
•Plan implementation of adult and
juvenile case management systems for
Probation (Supervision, Investigation,
and Institution) and Public Defender
(Public & Alternate Defender).
Justice Systems Development/Planning
Law and Justice
406 County of Contra Costa FY 2020-2021 Recommended Budget
•Assist the District Attorney’s Office
efforts with local law enforcement
agencies to implement electronic filing
of criminal complaints to the District
Attorney’s Office.
•Partner with the Superior Court to
determine impact of and monitor the
new Court case management system on
existing and planned data exchanges as
well as solutions.
•Continue support for the ACCJIN Web
Portal, until the Court implements a
replacement, so law enforcement
agencies may see Probation status and
conditions, Court calendar, and Court-
case status.
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.
•Formalize Warrant Management System
and ACCJIN MOU agreement with
between County and Law Enforcement
Agencies.
Probation
Esa Ehmen-Krause, County Probation Officer Law and Justice
County of Contra Costa FY 2020-21 Recommended Budget 407
Probation Department Summary
General Fund
2018-19
Actuals
2019-20
Budget
2020-21
Baseline
2020-21
Recommended Change
Expense
Salaries And Benefits 54,236,357 60,693,224 59,071,251 59,071,251 0
Services And Supplies 10,167,572 9,119,179 10,718,192 10,718,192 0
Other Charges 5,810,955 4,984,805 5,272,735 5,272,735 0
Fixed Assets 47,875 0 0 0 0
Expenditure Transfers (312,064) (92,765) (87,644) (87,644) 0
Expense Total 69,950,695 74,704,443 74,974,534 74,974,534 0
Revenue
Other Local Revenue 15,370,906 15,599,669 16,895,750 16,895,750 0
Federal Assistance 618,812 1,900,000 1,150,000 1,150,000 0
State Assistance 11,168,291 12,939,024 12,428,784 12,428,784 0
Revenue Total 27,158,009 30,438,693 30,474,534 30,474,534 0
Net County Cost (NCC): 42,792,686 44,265,750 44,500,000 44,500,000 0
Allocated Positions (FTE) 367.5 345.5 330.5 330.5 0.0
Financial Indicators
Salaries as % of Total Exp 78% 81% 79% 79%
% Change in Total Exp 7% 0% 0%
% Change in Total Rev 12% 0% 0%
% Change in NCC 3% 1% 0%
Compensation Information
Permanent Salaries 24,424,110 28,443,487 27,773,187 27,773,187 0
Temporary Salaries 1,169,302 1,315,000 1,315,000 1,315,000 0
Permanent Overtime 2,749,466 811,000 819,038 819,038 0
Deferred Comp 194,439 244,036 267,401 267,401 0
Comp & SDI Recoveries (264,190) (47,000) (47,000) (47,000) 0
FICA/Medicare 678,387 672,823 539,248 539,248 0
Ret Exp-Pre 97 Retirees 184,146 183,313 183,313 183,313 0
Retirement Expense 18,238,491 20,201,620 19,239,699 19,239,699 0
Excess Retirement 80,480 147,028 183,740 183,740 0
Employee Group Insurance 3,470,388 4,533,336 4,684,765 4,684,765 0
Retiree Health Insurance 2,551,438 2,532,323 2,579,370 2,579,370 0
OPEB Pre-Pay 1,052,166 1,071,272 1,105,674 1,105,674 0
Unemployment Insurance 10,303 9,024 30,237 30,237 0
Workers Comp Insurance 305,718 1,220,644 1,065,309 1,065,309 0
Labor Received/Provided (608,287) (644,682) (667,729) (667,729) 0
Probation
Law and Justice
408 County of Contra Costa FY 2020-21 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. Probation Programs,
Probation Facilities, and Care of Court Wards
Major Department Responsibilities
The mission of the Probation Department is an
unwavering commitment to justice, even in the
face of adversity, an ethical application of the
law, and a proven approach to rehabilitation.
A talented Probation team works collaboratively
to create opportunities for those the Department
serves to experience a positive outcome that
strengthens the individual and makes the
community safe.
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 Short Term Residential Therapeutic
Program (STRTP).
The Chief 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 2020-21 Recommended Budget 409
Probation Programs Budget
General Fund
2018-19
Actuals
2019-20
Budget
2020-21
Baseline
2020-21
Recommended Change
Expense
Salaries And Benefits 27,947,956 32,000,709 32,269,117 32,269,117 0
Services And Supplies 4,029,680 3,487,764 4,516,184 4,516,184 0
Other Charges 18,937 (40,195) 17,535 17,535 0
Fixed Assets 40,709 0 0 0 0
Expenditure Transfers (436,479) (225,092) (213,632) (213,632) 0
Expense Total 31,600,804 35,223,186 36,589,204 36,589,204 0
Revenue
Other Local Revenue 9,429,942 9,877,039 10,773,016 10,773,016 0
Federal Assistance 227,644 1,200,000 450,000 450,000 0
State Assistance 698,838 765,397 642,188 642,188 0
Revenue Total 10,356,424 11,842,436 11,865,204 11,865,204 0
Net County Cost (NCC): 21,244,379 23,380,750 24,724,000 24,724,000 0
Allocated Positions (FTE) 183.0 177.0 170.0 170.0 0.0
Financial Indicators
Salaries as % of Total Exp 88% 91% 88% 88%
% Change in Total Exp 11% 4% 0%
% Change in Total Rev 14% 0% 0%
% Change in NCC 10% 6% 0%
Compensation Information
Permanent Salaries 12,655,543 15,028,035 15,160,018 15,160,018 0
Temporary Salaries 222,272 0 0 0 0
Permanent Overtime 363,858 75,000 75,000 75,000 0
Deferred Comp 93,810 117,456 133,444 133,444 0
Comp & SDI Recoveries (54,592) 0 0 0 0
FICA/Medicare 334,003 378,485 330,553 330,553 0
Ret Exp-Pre 97 Retirees 95,629 95,313 95,313 95,313 0
Retirement Expense 9,478,591 10,551,594 10,527,592 10,527,592 0
Excess Retirement 30,995 0 36,712 36,712 0
Employee Group Insurance 1,706,353 2,266,342 2,414,276 2,414,276 0
Retiree Health Insurance 2,551,438 2,532,323 2,579,370 2,579,370 0
OPEB Pre-Pay 1,052,166 1,071,272 1,105,674 1,105,674 0
Unemployment Insurance 4,914 8,871 16,107 16,107 0
Workers Comp Insurance 143,168 642,605 584,692 584,692 0
Labor Received/Provided (730,192) (766,587) (789,634) (789,634) 0
Probation
Law and Justice
410 County of Contra Costa FY 2020-21 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: 26.0
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: 14.0
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
500 pretrial defendants per year. The
Pretrial program is funded through AB109,
Public Safety Realignment.
FTE: 4.0
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 2020-21 Recommended Budget 411
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.
Partial funding for this comes from the
Contra Costa Alliance to End Abuse.
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 500 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 550 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 provides
recommendations 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 court consideration
during the dispositional process. The
Department performs over 1,500 intake and
court investigations annually.
FTE: 7.0
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: 14.0
e. Placement – Probation staff formulate
alternative living plans for approximately
100+ 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 continue to actively
participate in and plan for changes to the
Continuum of Care Reform in collaboration
with Children and Family Services and the
California Department of Social Services).
FTE: 7.0
Probation
Law and Justice
412 County of Contra Costa FY 2020-21 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: 4.0
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. This program is
partially funded through the Juvenile Justice
Crime Prevention Act (JJCPA).
FTE: 3.0
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, Inc. (a
community-based organization).
FTE: 4.0 YOTP; 1.0 GIM
3.Other Services
a.Training – Probation staff ensure state
mandated Standards and Training for
Corrections (STC) training requirements are
met. 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: 26.0
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: $36,802,836
Financing: 12,078,836
Net County Cost: 24,724,000
Funding Sources:
State 19.2% $7,084,495
AB109 Realignment 10.8% 3,981,611
Title IV-E 1.2% 450,000
Federal 0.9% 347,098
Transfers 0.6% 213,632
Charges for Service 0.0% 2,000
General Fund 67.2% 24,724,000
FTE: 170.0
Probation
Law and Justice
County of Contra Costa FY 2020-21 Recommended Budget 413
Juvenile Facilities Budget
General Fund
2018-19
Actuals
2019-20
Budget
2020-21
Baseline
2020-21
Recommended Change
Expense
Salaries And Benefits 26,288,402 28,692,515 26,802,134 26,802,134 0
Services And Supplies 3,246,221 2,450,415 2,926,008 2,926,008 0
Other Charges 10,200 0 10,200 10,200 0
Fixed Assets 7,166 0 0 0 0
Expenditure Transfers 124,415 132,327 125,988 125,988 0
Expense Total 29,676,403 31,275,257 29,864,330 29,864,330 0
Revenue
Other Local Revenue 3,937,678 4,122,630 4,272,734 4,272,734 0
State Assistance 10,104,106 11,767,627 11,358,596 11,358,596 0
Revenue Total 14,041,784 15,890,257 15,631,330 15,631,330 0
Net County Cost (NCC): 15,634,620 15,385,000 14,233,000 14,233,000 0
Allocated Positions (FTE) 184.5 168.5 160.5 160.5 0.0
Financial Indicators
Salaries as % of Total Exp 89% 92% 90% 90%
% Change in Total Exp 5% (5%) 0%
% Change in Total Rev 13% (2%) 0%
% Change in NCC (2%) (7%) 0%
Compensation Information
Permanent Salaries 11,768,567 13,415,452 12,613,169 12,613,169 0
Temporary Salaries 947,030 1,315,000 1,315,000 1,315,000 0
Permanent Overtime 2,385,608 736,000 744,038 744,038 0
Deferred Comp 100,630 126,580 133,957 133,957 0
Comp & SDI Recoveries (209,598) (47,000) (47,000) (47,000) 0
FICA/Medicare 344,384 294,337 208,695 208,695 0
Ret Exp-Pre 97 Retirees 88,517 88,000 88,000 88,000 0
Retirement Expense 8,759,900 9,650,026 8,712,107 8,712,107 0
Excess Retirement 49,484 147,028 147,028 147,028 0
Employee Group Insurance 1,764,035 2,266,994 2,270,488 2,270,488 0
Unemployment Insurance 5,389 153 14,130 14,130 0
Workers Comp Insurance 162,550 578,039 480,617 480,617 0
Labor Received/Provided 121,905 121,905 121,905 121,905 0
Probation
Law and Justice
414 County of Contra Costa FY 2020-21 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: 118.5
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: 37.0
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: $29,864,330
Financing: 15,631,330
Net County Cost: 14,233,000
Funding Sources:
State 51.5% $15,404,930
Federal 0.8% 225,000
Misc Revenue 0.0% 1,400
General Fund 47.7% 14,233,000
FTE: 160.5
Probation
Law and Justice
County of Contra Costa FY 2020-21 Recommended Budget 415
Care of Court Wards Budget
General Fund
2018-19
Actuals
2019-20
Budget
2020-21
Baseline
2020-21
Recommended Change
Expense
Services And Supplies 2,891,670 3,181,000 3,276,000 3,276,000 0
Other Charges 5,781,818 5,025,000 5,245,000 5,245,000 0
Expense Total 8,673,488 8,206,000 8,521,000 8,521,000 0
Revenue
Other Local Revenue 2,003,286 1,600,000 1,850,000 1,850,000 0
Federal Assistance 391,168 700,000 700,000 700,000 0
State Assistance 365,347 406,000 428,000 428,000 0
Revenue Total 2,759,801 2,706,000 2,978,000 2,978,000 0
Net County Cost (NCC): 5,913,687 5,500,000 5,543,000 5,543,000 0
Financial Indicators
Salaries as % of Total Exp
% Change in Total Exp (5%) 4% 0%
% Change in Total Rev (2%) 10% 0%
% Change in NCC (7%) 1% 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: $8,521,000
Financing: 2,978,000
Net County Cost: 5,543,000
Funding Sources:
Gov/Gov 21.7% $1,850,000
Federal 8.2% 700,000
State 5.1% 428,000
General Fund 65.0% 5,543,000
Probation
Law and Justice
416 County of Contra Costa FY 2020-21 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: $2,517,000
Financing: 4,834,000
Net Fund Cost: (2,317,000)
Funding Sources:
State 100.0% $4,834,000
2.Probation Ward Welfare Fund
Description: Pursuant to Welfare and
Institutions Code Section 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: $62,000
Financing: 48,000
Net Fund Cost: 14,000
Funding Sources:
Misc Revenue 77.4% $48,000
Fund Balance 22.6% 14,000
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
Service: Discretionary
Level of Service: Discretionary
Expenditures: $4,502,176
Financing: 6,643,176
Net Fund Cost: (2,141,000)
Funding Sources:
State 100.0% $6,643,176
Probation
Law and Justice
County of Contra Costa FY 2020-21 Recommended Budget 417
CAO’s Recommendation
The Probation Department’s FY 2020-21
Recommended Budget increases expenditure
appropriations by $270,091 or 0.4%.
Additionally, the Department is anticipating a
slight increase to estimated revenue by $35,841
or 0.1%, resulting in an increase in net County
cost of $234,250 or 0.5%.
The Community Corrections Partnership has
recommended funding increases for the AB109
programs operated by the Probation Department
at the FY 2019-20 staffing levels.
The Recommended Budget includes a vacancy
factor of $2,682,332. A vacancy factor accounts
for cost savings related to funded personnel
vacancies occurring within the department
during the fiscal year.
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 Administrator’s
Law and Justice Systems staff, 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 now
entering year three. The Department
continues to strive to provide quality
assurance for current and future EBP
practices. Field Staff are currently going
through training on Core Correctional and
the Department recently implemented a new
needs responsive risk assessment tool for
both adult and juvenile work.
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 workplace. 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 times of both
professional and personal crises through the
Probation
Law and Justice
418 County of Contra Costa FY 2020-21 Recommended Budget
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. Further, the
Probation Department recently began
staffing the Behavioral Health Court with a
Deputy Probation Officer for the designated
Court hearings. Doing so has enhanced the
communication between the Field
Supervision Officers and the Specialty
Court, thus enhancing client services.
6.Housing
The Probation Department maintains a
flexible housing fund with Heath, Housing
and Homeless (H3) to assist with locating
appropriate housing for probation clients 18
years of age and older. This is a planned
expansion of this contract, which will also
include a provision for assistance to juvenile
probation clients and their families. A
contract is also in place to house a youth
returning to the community from the
Department of Juvenile Justice.
7.Juvenile Reentry Services
The Probation Department created a
Juvenile Reentry program working
collaboratively with RYSE, Inc., Bay Area
Community Resources, and the Contra
Costa County Office of Education to provide
seamless transitional services to youth who
have completed the OAYRF, GIM or YOTP
programs.
Administrative and Program Goals
1.Implement Continuum of Care Reform
(CCR)
Efforts for CCR continues 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) have replaced 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) are
defined as a group 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
Probation
Law and Justice
County of Contra Costa FY 2020-21 Recommended Budget 419
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 a
primary vehicle for collaboration on the
assessment, case planning, and placement
decisions.
2.Analyze all programs for enhancement
opportunities presented by new
technology.
The Probation Department hopes to hire
Administrative Services Assistant II in FY
2020-21. 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.
3.Continue to enhance the Department
Juvenile Justice Crime Prevention Act
and Youthful Offender Block Grant
Consolidated Annual Plan
The Department will continue to chair the
Juvenile Justice Coordinating Council, which
is tasked with annually updating the Juvenile
Justice Crime Prevention Act and Youthful
Offender Block Grant Consolidated Annual
Plan. The 19-member body consists of
County staff as well as representatives from
community-based organizations.
Probation
Law and Justice
420 County of Contra Costa FY 2020-21 Recommended Budget
Public Defender
Robin Lipetzky, Public Defender Law and Justice
County of Contra Costa FY 2020-2021 Recommended Budget 421
Public Defender Summary
General Fund
2018-19
Actuals
2019-20
Budget
2020-21
Baseline
2020-21
Recommended Change
Expense
Salaries And Benefits 25,157,559 27,530,036 30,186,549 30,348,549 162,000
Services And Supplies 4,045,408 4,106,365 4,148,976 4,148,976 0
Other Charges 3 0 259,456 259,456 0
Fixed Assets 51,010 0 28,000 28,000 0
Expenditure Transfers (66,638) (17,159) (173,981) (173,981) 0
Expense Total 29,187,341 31,619,242 34,449,000 34,611,000 162,000
Revenue
Other Local Revenue 3,882,414 4,501,105 5,228,589 5,228,589 0
Federal Assistance 139,226 20,878 20,878 20,878 0
State Assistance 49,129 52,134 51,533 51,533 0
Revenue Total 4,070,770 4,574,117 5,301,000 5,301,000 0
Net County Cost (NCC): 25,116,572 27,045,125 29,148,000 29,310,000 162,000
Allocated Positions (FTE) 137.1 143.0 143.0 143.0 0.0
Financial Indicators
Salaries as % of Total Exp 86% 87% 88% 88%
% Change in Total Exp 8% 9% 0%
% Change in Total Rev 12% 16% 0%
% Change in NCC 8% 8% 1%
Compensation Information
Permanent Salaries 15,524,209 17,680,717 19,326,785 19,488,785 162,000
Temporary Salaries 1,029,407 353,384 293,570 293,570 0
Permanent Overtime 5,150 0 0 0 0
Deferred Comp 137,613 167,221 187,500 187,500 0
Comp & SDI Recoveries (38,542) 0 0 0 0
FICA/Medicare 1,116,523 1,168,957 1,296,576 1,296,576 0
Ret Exp-Pre 97 Retirees 47,781 52,543 52,543 52,543 0
Retirement Expense 4,760,008 5,308,628 5,837,650 5,837,650 0
Excess Retirement 32,457 23,677 23,677 23,677 0
Employee Group Insurance 1,618,442 1,779,996 2,174,692 2,174,692 0
Retiree Health Insurance 567,299 573,748 542,606 542,606 0
OPEB Pre-Pay 240,085 234,551 238,654 238,654 0
Unemployment Insurance 6,147 8,803 19,477 19,477 0
Workers Comp Insurance 110,978 177,812 192,820 192,820 0
Public Defender
Law and Justice
422 County of Contra Costa FY 2020-2021 Recommended Budget
Department Description
1.Administration
Description: Provides management,
administrative support, and oversight of all
Departmental functions.
Administration Summary
Service: Mandatory
Level of Service: Discretionary
Expenditures: $4,316,701
Financing: 0
Net County Cost: 4,316,701
Funding Sources:
General Fund 100.0% $4,316,701
FTE: 7.25
2.Investigations
Description: Conducts defense investigations
of adult criminal and juvenile cases as needed to
ensure effective representation of all clients.
Investigations Summary
Service: Mandatory
Level of Service: Discretionary
Expenditures: $2,001,452
Financing: 0
Net County Cost: 2,001,452
Funding Sources:
General Fund 100.0% $2,001,452
FTE: 13.0
3.Criminal Defense
Description: Provides mandated legal
representation, advice and investigative services
to indigent adults and juveniles charged with
criminal offenses. This includes 3 FTEs for the
Justice Assistance Grant Holistic Intervention
Partnership program.
Criminal Defense Summary
Service: Mandatory
Level of Service: Discretionary
Expenditures: $20,474,128
Financing: 1,420,420
Net County Cost: 19,053,708
Funding Sources:
Grants & Donations 5.1% $1,045,625
Transfers 1.5% 302,384
State 0.3% 52,134
Federal 0.1% 20,878
General Fund 93.1% 19,053,708
FTE: 87.0
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.
Alternate Defender Summary
Service: Mandatory
Level of Service: Discretionary
Expenditures: $3,938,139
Financing: 0
Net County Cost: 3,938,139
Funding Sources:
General Fund 100.0% $3,938,139
FTE: 13.5
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.
Public Defender
Law and Justice
County of Contra Costa FY 2020-2021 Recommended Budget 423
a.Clean Slate program – Provides
consultation and files petitions for
expungement on behalf of persons seeking
to clear their criminal records.
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: $4,182,964
Financing: 4,182,964
Net County Cost: 0
Funding Sources:
Public Safety Realignmt 96.4% $4,032,964
Grants & Donations 3.6% 150,000
FTE: 22.25
Public Defender
Law and Justice
424 County of Contra Costa FY 2020-2021 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.
Public Safety Realignment
Local Revenue Fund (AB 109)
Public Defender Summary
Service: Mandatory
Level of Service: Discretionary
Expenditures: $379,000
Financing: 379,000
Net Fund Cost: 0
Funding Sources:
Intergov Revenue 100.0% $379,000
CAO’s Recommendation
The Public Defender’s FY 2020-21
Recommended Budget increases expenditure
appropriations by $2,991,758 or 9.5%, and
increases estimated revenue by $726,883 or
15.9%, resulting in an increase in net County
cost of $2,264,875 or 8.4% over the FY 2019-20
Budget.
The increase in expenditure appropriations are
due to projected salary and benefit increases for
existing positions and the net increase of one
temporary position. The temporary Deputy
Public Defender will assist the Department with
developing and implementing a new case
management system. The budget is balanced
with no vacancy factor.
The increase in estimated revenue is due to a
$330,914 increase in Public Safety Realignment
revenue related to AB 109 and Post-Release
Community Supervision (PRCS) operations.
Also, a revenue increase of $1,045,625 is
projected for the Justice Assistance Grant
Holistic Intervention Partnership program. The
increased revenue has been partially offset by a
reduction in grant revenue of $631,000 for Stand
Together Contra Costa.
Performance Measurements
1.Provided leadership in designing and
implementing the Mental Health
Diversion Plan for AB 1810 funds
Under the leadership of the CAO, the
Department was instrumental in putting
together the County-wide, multi-agency plan
for utilizing State funding to divert mentally ill
offenders out of the criminal justice system.
While the final details of the funding
agreement are still being developed, the
Department is very close to launching this
effort. In the meantime, the Department shall
work within its existing resources to identify
and evaluate clients for referral to mental
health diversion.
2.Opened Juvenile Justice Office in Walnut
Creek
After more than two years of planning, the
new Holistic Juvenile Defense Office
adjacent to the Walnut Creek Courthouse,
was opened in October of 2019. With this
new location, the Department will be better
able to serve juvenile clients and their
families.
3.Represented clients newly eligible for
resentencing under SB 1437
Senate Bill 1437, enacted last year, provides
a right for resentencing for certain inmates
serving life sentences. These cases are
complex and resource intensive. The
Department was able to meet this new
obligation by allocating a senior attorney to
handle these cases. By the end of this fiscal
year, the Department will be through the
bulk of these cases.
Public Defender
Law and Justice
County of Contra Costa FY 2020-2021 Recommended Budget 425
4.Capstone Project to Reduce Racial and
Ethnic Disparities in Juvenile Justice
The Department has been working with a
cohort of County agencies and CBOs on an
innovative project to reduce the number of
black and brown children facing discipline
that can result in entry into the juvenile
justice system. This project is ongoing.
Administrative and Program Goals
•Launch a new Case Management
System
•Expand client services with enhanced
Social Work Program
•Represent clients in 1170(d)(1)
Resentencing
•Expand Mental Health Diversion through
AB 1810 funding
•Address Misdemeanor caseloads
•Launch Holistic Intervention Program
(JAG Grant)
•Address Safety Measures for Jail Visits
•Create a post-conviction unit
•Reorganize Management Team
•Implement Client Representation Quality
Assurance Protocols for Managers
FY 2020-21
Program Modification List
Order
Reference
to
Mand/Disc
List
Program
Name Services FTE
Net County
Cost
Impact
Impact
1 3 Criminal
Defense
Temporary
Salaries 0.0 162,000 Add 1 Temporary Deputy Public
Defender
Total 0.0 162,000
Public Defender
Law and Justice
426 County of Contra Costa FY 2020-2021 Recommended Budget
Public Safety Realignment
Law and Justice
County of Contra Costa FY 2020-2021 Recommended Budget 427
Public Safety Realignment Summary
2011 Local Revenue Fund
2018-19
Actuals
2019-20
Budget
2020-21
Baseline
2020-21
Recommended Change
Expense
Expenditure Transfers 173,725,270 184,644,028 189,421,000 189,421,000 0
Expense Total 173,725,270 184,644,028 189,421,000 189,421,000 0
Revenue
Other Local Revenue 2,028,442 0 0 0 0
State Assistance 171,680,071 183,464,942 187,226,000 187,226,000 0
Revenue Total 173,708,513 183,464,942 187,226,000 187,226,000 0
Net Fund Cost (NFC): 16,758 1,179,086 2,195,000 2,195,000 0
Financial Indicators
Salaries as % of Total Exp
% Change in Total Exp 6%3%0%
% Change in Total Rev 6%2%0%
% Change in NCC 6,936%86%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:
– Law Enforcement Services
– 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 2020-2021 Recommended Budget
Law Enforcement Services Summary
Service: Mandatory
Level of Service: Discretionary
Expenditures: $64,794,000
Financing: 62,599,000
Net Fund Cost: 2,195,000
Funding Sources:
State Aid
Realignment 96.6% $62,599,000
Fund Balance 3.4% 2,195,000
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: $124,627,000
Financing: 124,627,000
Net Fund Cost: 0
Funding Sources:
State Aid
Realignment 100.0% $124,627,000
CAO’s Recommendation
The FY 2020-21 Recommended Budget projects
a countywide allocation of $187,226,000 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 $2,195,000 in one-time fund balance
appropriated for various services.
The Recommended Budget represents a
$3,761,058 or 2.1%, increase from the FY 2019-
20 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 2020-2021 Recommended Budget 429
Sheriff-Coroner Summary
General Fund
2018-19
Actuals
2019-20
Budget
2020-21
Baseline
2020-21
Recommended Change
Expense
Salaries And Benefits 211,004,808 218,506,632 223,895,833 226,147,638 2,251,805
Services And Supplies 22,980,413 21,777,793 21,573,144 21,573,144 0
Other Charges 480,350 668,059 668,059 668,059 0
Fixed Assets 2,375,315 3,184,976 3,149,976 3,149,976 0
Expenditure Transfers 3,890,192 3,798,134 3,607,681 3,607,681 0
Expense Total 240,731,079 247,935,594 252,894,693 255,146,498 2,251,805
Revenue
Other Local Revenue 70,471,291 73,818,007 75,852,279 76,144,084 291,805
Federal Assistance 1,397,204 1,504,939 1,502,085 1,502,085 0
State Assistance 74,362,528 73,799,264 75,895,329 75,895,329 0
Revenue Total 146,231,022 149,122,210 153,249,693 153,541,498 291,805
Net County Cost (NCC): 94,500,057 98,813,384 99,645,000 101,605,000 1,960,000
Allocated Positions (FTE) 1,035.5 1,039.5 1,039.5 1,064.5 25.0
Financial Indicators
Salaries as % of Total Exp 88% 88% 89% 89%
% Change in Total Exp 3% 2% 1%
% Change in Total Rev 2% 3% 0%
% Change in NCC 5% 1% 2%
Compensation Information
Permanent Salaries 94,395,380 105,502,653 109,606,805 110,917,256 1,310,451
Temporary Salaries 1,558,037 1,567,061 1,567,061 1,567,061 0
Permanent Overtime 15,998,466 10,262,653 10,266,752 10,266,752 0
Deferred Comp 131,206 294,538 348,660 348,660 0
Comp & SDI Recoveries (942,254) (464,000) (464,000) (464,000) 0
FICA/Medicare 3,236,880 3,266,301 3,383,180 3,418,414 35,234
Ret Exp-Pre 97 Retirees 648,365 697,816 697,816 697,816 0
Retirement Expense 64,553,269 67,214,685 67,632,241 68,325,833 693,592
Excess Retirement 43,753 0 0 0 0
Employee Group Insurance 12,869,211 14,538,249 15,063,241 15,249,580 186,339
Retiree Health Insurance 8,903,750 8,746,780 9,419,982 9,419,982 0
OPEB Pre-Pay 3,738,260 3,828,405 3,842,162 3,842,162 0
Unemployment Insurance 40,835 44,094 110,014 111,038 1,024
Workers Comp Insurance 5,829,648 3,007,397 2,421,919 2,447,084 25,165
Sheriff-Coroner
Law and Justice
430 County of Contra Costa FY 2020-2021 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 2020-2021 Recommended Budget 431
Field Enforcement Budget
General Fund
2018-19
Actuals
2019-20
Budget
2020-21
Baseline
2020-21
Recommended Change
Expense
Salaries And Benefits 112,022,044 112,560,454 116,398,732 116,398,732 0
Services And Supplies 11,291,465 11,760,209 11,378,641 11,378,641 0
Other Charges 219,434 402,607 402,607 402,607 0
Fixed Assets 1,727,528 1,924,602 1,889,602 1,889,602 0
Expenditure Transfers 3,865,947 3,411,055 3,087,399 3,087,399 0
Expense Total 129,126,419 130,058,927 133,156,981 133,156,981 0
Revenue
Other Local Revenue 38,828,621 40,327,819 40,843,657 40,843,657 0
Federal Assistance 597,289 1,370,939 1,368,085 1,368,085 0
State Assistance 41,248,457 41,162,169 42,337,239 42,337,239 0
Revenue Total 80,674,367 82,860,927 84,548,981 84,548,981 0
Net County Cost (NCC): 48,452,052 47,198,000 48,608,000 48,608,000 0
Allocated Positions (FTE) 502.5 506.5 506.5 506.5 0.0
Financial Indicators
Salaries as % of Total Exp 87% 87% 87% 87%
% Change in Total Exp 1% 2% 0%
% Change in Total Rev 3% 2% 0%
% Change in NCC (3%) 3% 0%
Compensation Information
Permanent Salaries 48,341,643 51,991,031 54,286,599 54,286,599 0
Temporary Salaries 1,018,848 1,045,187 1,045,187 1,045,187 0
Permanent Overtime 7,360,476 4,862,629 4,867,004 4,867,004 0
Deferred Comp 92,231 182,340 206,340 206,340 0
Comp & SDI Recoveries (497,217) (457,000) (457,000) (457,000) 0
FICA/Medicare 1,873,506 1,899,860 1,971,235 1,971,235 0
Ret Exp-Pre 97 Retirees 320,395 376,090 376,090 376,090 0
Retirement Expense 31,523,256 31,620,009 32,265,084 32,265,084 0
Excess Retirement 43,753 0 0 0 0
Employee Group Insurance 6,433,562 7,048,741 7,376,660 7,376,660 0
Retiree Health Insurance 8,903,750 8,746,780 9,419,982 9,419,982 0
OPEB Pre-Pay 3,738,260 3,828,405 3,842,162 3,842,162 0
Unemployment Insurance 20,718 17,078 54,438 54,438 0
Workers Comp Insurance 2,848,865 1,399,305 1,144,950 1,144,950 0
Sheriff-Coroner
Law and Justice
432 County of Contra Costa FY 2020-2021 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.
Administrative Services Bureau Summary
Service: Discretionary
Level of Service: Discretionary
Expenditures: $28,897,816
Financing: 1,697,980
Net County Cost: 27,199,836
Funding Sources:
Charges for Serv 4.7% 1,366,780
State Aid 0.5% 150,000
Reimbursements 0.3% 97,500
Misc. Revenue 0.3% 78,200
Licenses & Permits 0.0% 5,500
General Fund 94.1% 27,199,836
FTE: 58.0
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
$40,784,000 related to Proposition 172
sales tax revenue for use in the Field
Operations Bureau.
(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: $55,553,044
Financing: 70,204,496
Net County Cost: (14,651,452)
Funding Sources:
Sales Tax 58.1% $40,784,000
Charges for Serv 28.5% 19,977,620
Reimbursements 10.6% 7,475,396
State Aid 1.3% 883,239
Federal Aid 0.8% 564,000
Misc. Revenue 0.7% 470,241
Fines/Forfeitures 0.1% 50,000
FTE: 229.0
Sheriff-Coroner
Law and Justice
County of Contra Costa FY 2020-2021 Recommended Budget 433
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 the
reported crimes and the recovery of stolen
property.
(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: $13,351,109
Financing: 1,470,921
Net County Cost: 11,880,188
Funding Sources:
Charges for Serv 6.8% $913,899
State Aid 2.1% 270,000
Transfers 1.4% 191,217
Reimbursements 0.5% 64,805
Federal Aid 0.2% 31,000
General Fund 89.0% 11,880,188
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.
(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.
Sheriff-Coroner
Law and Justice
434 County of Contra Costa FY 2020-2021 Recommended Budget
Forensic Services Division
Service: Mandatory
Level of Service: Discretionary
Expenditures: $16,129,159
Financing: 7,088,789
Net County Cost: 9,040,370
Funding Sources:
Reimbursements 24.3% 3,927,204
Charges for Serv 13.8% 2,231,000
Federal Aid 4.8% 773,085
Fines/Forfeitures 0.6% 100,000
Misc. Revenue 0.4% 57,000
Licenses & Permits 0.0% 500
General Fund 56.0% 9,040,370
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).
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
Communications Unit (as known as
“Dispatch”) 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: $19,641,030
Financing: 4,501,972
Net County Cost: 15,139,058
Funding Sources:
Charges for Serv 16.9% $3,317,500
Reimbursements 3.0% 595,812
State Aid 1.3% 250,000
Transfers 1.1% 223,960
Misc. Revenue 0.5% 89,200
Licenses & Permits 0.1% 25,500
General Fund 77.1% 15,139,058
FTE: 100.0
Sheriff-Coroner
Law and Justice
County of Contra Costa FY 2020-2021 Recommended Budget 435
Sheriff Contract Services
General Fund
2018-19
Actuals
2019-20
Budget
2020-21
Baseline
2020-21
Recommended Change
Expense
Salaries And Benefits 19,099,711 21,852,226 22,599,514 22,599,514 0
Services And Supplies 198,677 189,812 193,163 193,163 0
Other Charges 572 0 0 0 0
Fixed Assets 0 9,162 9,162 9,162 0
Expenditure Transfers (801,101) (613,829) (716,839) (716,839) 0
Expense Total 18,497,859 21,437,371 22,085,000 22,085,000 0
Revenue
Other Local Revenue 19,585,298 21,437,371 22,085,000 22,085,000 0
Revenue Total 19,585,298 21,437,371 22,085,000 22,085,000 0
Net County Cost (NCC): (1,087,439) 0 0 0 0
Allocated Positions (FTE) 120.0 120.0 120.0 120.0 0.0
Financial Indicators
Salaries as % of Total Exp 103% 102% 102% 102%
% Change in Total Exp 16% 3% 0%
% Change in Total Rev 9% 3% 0%
% Change in NCC (100%) 87% 0%
Compensation Information
Permanent Salaries 8,989,355 11,102,034 11,707,521 11,707,521 0
Temporary Salaries 390,486 230,000 230,000 230,000 0
Permanent Overtime 1,245,689 828,527 828,251 828,251 0
Deferred Comp 1,365 37,020 42,420 42,420 0
Comp & SDI Recoveries (138,518) (7,000) (7,000) (7,000) 0
FICA/Medicare 285,972 289,391 303,236 303,236 0
Ret Exp-Pre 97 Retirees 63,313 56,500 56,500 56,500 0
Retirement Expense 6,358,426 7,307,057 7,440,195 7,440,195 0
Employee Group Insurance 1,325,857 1,671,547 1,715,202 1,715,202 0
Unemployment Insurance 3,932 5,619 11,791 11,791 0
Workers Comp Insurance 573,834 331,531 271,397 271,397 0
Sheriff-Coroner
Law and Justice
436 County of Contra Costa FY 2020-2021 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.
Court Security Services
Service: Mandatory
Level of Service: Discretionary
Expenditures: $17,337,206
Financing: 17,337,206
Net County Cost: 0
Funding Sources:
Reimbursements 100.0% $17,337,206
FTE: 86.0
2. Facility Security Contracts
Description: Contract facility security services
for the Health Services Department and the
Employment and Human Services Department.
Facility Security Contracts
Service: Mandatory
Level of Service: Discretionary
Expenditures: $5,495,165
Financing: 5,495,165
Net County Cost: 0
Funding Sources:
Charges for Serv 86.4% 4,747,794
Transfers 13.6% 747,371
FTE: 34.0
Sheriff-Coroner
Law and Justice
County of Contra Costa FY 2020-2021 Recommended Budget 437
Custody Services Bureau Budget
General Fund
2018-19
Actuals
2019-20
Budget
2020-21
Baseline
2020-21
Recommended Change
Expense
Salaries And Benefits 73,452,448 77,907,339 78,476,735 80,728,540 2,251,805
Services And Supplies 8,197,222 6,797,796 7,017,886 7,017,886 0
Other Charges 19,721 166,415 166,415 166,415 0
Fixed Assets 27,048 411,047 411,047 411,047 0
Expenditure Transfers 478,831 654,851 612,629 612,629 0
Expense Total 82,175,270 85,937,448 86,684,712 88,936,517 2,251,805
Revenue
Other Local Revenue 10,404,222 10,261,474 10,842,097 11,133,902 291,805
Federal Assistance 654,481 84,000 84,000 84,000 0
State Assistance 30,829,028 31,337,590 32,258,615 32,258,615 0
Revenue Total 41,887,731 41,683,064 43,184,712 43,476,517 291,805
Net County Cost (NCC): 40,287,540 44,254,384 43,500,000 45,460,000 1,960,000
Allocated Positions (FTE) 388.0 388.0 388.0 413.0 25.0
Financial Indicators
Salaries as % of Total Exp 89% 91% 91% 91%
% Change in Total Exp 5% 1% 3%
% Change in Total Rev (0%) 4% 1%
% Change in NCC 10% (2%) 5%
Compensation Information
Permanent Salaries 34,279,855 39,419,989 40,451,136 41,761,587 1,310,451
Temporary Salaries 114,590 236,500 236,500 236,500 0
Permanent Overtime 6,765,182 4,093,373 4,093,373 4,093,373 0
Deferred Comp 28,030 62,698 84,600 84,600 0
Comp & SDI Recoveries (274,357) 0 0 0 0
FICA/Medicare 983,046 984,425 1,013,075 1,048,309 35,234
Ret Exp-Pre 97 Retirees 243,210 238,150 238,150 238,150 0
Retirement Expense 24,350,885 26,245,339 25,819,540 26,513,132 693,592
Employee Group Insurance 4,713,131 5,411,230 5,560,001 5,746,340 186,339
Unemployment Insurance 14,888 19,891 40,638 41,662 1,024
Workers Comp Insurance 2,233,988 1,195,744 939,721 964,886 25,165
Sheriff-Coroner
Law and Justice
438 County of Contra Costa FY 2020-2021 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 109 Public Safety Realignment
programming and detention transportation
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.
Martinez Detention Facility Summary
Service: Mandatory
Level of Service: Mandatory
Expenditures: $31,357,797
Financing: 161,046
Net County Cost: 31,196,751
Funding Sources:
Charges for Serv 0.3% 100,000
Transfers 0.2% 55,046
Misc. Revenue 0.0% 6,000
General Fund 99.5% 31,196,751
FTE: 165.0
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.
West County Detention Facility Summary
Service: Mandatory
Level of Service: Mandatory
Expenditures: $27,360,075
Financing: 19,412
Net County Cost: 27,340,663
Funding Sources:
Transfers 0.1% 13,912
Charges for Serv 0.0% 5,500
General Fund 99.9% 27,340,663
FTE: 130.0
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.
Marsh Creek Detention Facility Summary
Service: Discretionary
Level of Service: Discretionary
Expenditures: $5,771,175
Financing: 1,500
Net County Cost: 5,769,675
Funding Sources:
Charges for Serv 0.0% 1,500
General Fund 100.0% 5,769,675
FTE: 22.0
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
Sheriff-Coroner
Law and Justice
County of Contra Costa FY 2020-2021 Recommended Budget 439
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.
Custody Alternative Facility Summary
Service: Mandatory
Level of Service: Discretionary
Expenditures: $4,680,363
Financing: 450,000
Net County Cost: 4,230,363
Funding Sources:
Charges for Serv 9.6% 450,000
General Fund 90.4% 4,230,363
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 $31,975,000
related to Proposition 172 sales tax revenue for
use in the Custody Services Bureau, including
all adult detention facilities.
Custody Services Administration Summary
Service: Mandatory
Level of Service: Discretionary
Expenditures: $4,119,606
Financing: 33,263,115
Net County Cost: (29,143,509)
Funding Sources:
Sales Tax 96.1% $31,975,000
Reimbursements 1.6% 524,000
Charges for Serv 1.2% 400,000
State Aid 0.8% 280,115
Federal Revenue 0.3% 84,000
FTE: 18.0
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.
AB 109 Program Summary
Service: Mandatory
Level of Service: Discretionary
Expenditures: $9,646,902
Financing: 9,646,902
Net County Cost: 0
Funding Sources:
Reimbursements 100.0% $9,646,902
FTE: 31.0
7. Detention Transportation
Description: Provides inmate transportation
between detention facilities and the Courts.
Detention Transportation Summary
Service: Mandatory
Level of Service: Discretionary
Expenditures: $6,069,557
Financing: 3,500
Net County Cost: 6,066,057
Funding Sources:
State Aid 0.1% $3,500
General Fund 99.9% 6,066,057
FTE: 24.0
Sheriff-Coroner
Law and Justice
440 County of Contra Costa FY 2020-2021 Recommended Budget
Coroner Budget
General Fund
2018-19
Actuals
2019-20
Budget
2020-21
Baseline
2020-21
Recommended Change
Expense
Salaries And Benefits 2,370,260 2,340,613 2,358,565 2,358,565 0
Services And Supplies 1,063,448 992,527 992,153 992,153 0
Other Charges 143 0 0 0 0
Expenditure Transfers 55,575 52,860 48,282 48,282 0
Expense Total 3,489,426 3,386,000 3,399,000 3,399,000 0
Revenue
Other Local Revenue 185,131 185,000 185,000 185,000 0
Revenue Total 185,131 185,000 185,000 185,000 0
Net County Cost (NCC): 3,304,295 3,201,000 3,214,000 3,214,000 0
Allocated Positions (FTE) 9.0 9.0 9.0 9.0 0.0
Financial Indicators
Salaries as % of Total Exp 68% 69% 69% 69%
% Change in Total Exp (3%) 0% 0%
% Change in Total Rev (0%) 0% 0%
% Change in NCC (3%) 0% 0%
Compensation Information
Permanent Salaries 1,043,729 1,113,197 1,143,040 1,143,040 0
Temporary Salaries 0 27,374 27,374 27,374 0
Permanent Overtime 158,701 94,500 94,500 94,500 0
Deferred Comp 111 0 2,280 2,280 0
Comp & SDI Recoveries (32,162) 0 0 0 0
FICA/Medicare 20,681 20,106 20,570 20,570 0
Ret Exp-Pre 97 Retirees 9,872 6,200 6,200 6,200 0
Retirement Expense 954,313 884,387 878,521 878,521 0
Employee Group Insurance 149,281 161,252 158,636 158,636 0
Unemployment Insurance 442 561 1,149 1,149 0
Workers Comp Insurance 65,291 33,036 26,294 26,294 0
Sheriff-Coroner
Law and Justice
County of Contra Costa FY 2020-2021 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.
Coroner Summary
Service: Mandatory
Level of Service: Discretionary
Expenditures: $3,399,000
Financing: 185,000
Net County Cost: 3,214,000
Funding Sources:
Removal Fee/Reports 4.6% $155,000
Misc. Revenue 0.9% 30,000
General Fund 94.5% 3,214,000
FTE: 9.0
Sheriff-Coroner
Law and Justice
442 County of Contra Costa FY 2020-2021 Recommended Budget
Office of Emergency Services Budget
General Fund
2018-19
Actuals
2019-20
Budget
2020-21
Baseline
2020-21
Recommended Change
Expense
Salaries And Benefits 4,060,344 3,846,000 4,062,287 4,062,287 0
Services And Supplies 2,229,600 2,037,449 1,991,301 1,991,301 0
Other Charges 240,480 99,037 99,037 99,037 0
Fixed Assets 620,739 840,165 840,165 840,165 0
Expenditure Transfers 290,941 293,197 576,210 576,210 0
Expense Total 7,442,105 7,115,848 7,569,000 7,569,000 0
Revenue
Other Local Revenue 1,468,019 1,606,343 1,896,495 1,896,495 0
Federal Assistance 145,433 50,000 50,000 50,000 0
State Assistance 2,285,043 1,299,505 1,299,505 1,299,505 0
Revenue Total 3,898,496 2,955,848 3,246,000 3,246,000 0
Net County Cost (NCC): 3,543,609 4,160,000 4,323,000 4,323,000 0
Allocated Positions (FTE) 16.0 16.0 16.0 16.0 0.0
Financial Indicators
Salaries as % of Total Exp 55% 54% 54% 54%
% Change in Total Exp (4%) 6% 0%
% Change in Total Rev (24%) 10% 0%
% Change in NCC 17% 4% 0%
Compensation Information
Permanent Salaries 1,740,798 1,876,401 2,018,508 2,018,508 0
Temporary Salaries 34,113 28,000 28,000 28,000 0
Permanent Overtime 468,419 383,624 383,624 383,624 0
Deferred Comp 9,470 12,480 13,020 13,020 0
FICA/Medicare 73,675 72,520 75,064 75,064 0
Ret Exp-Pre 97 Retirees 11,575 20,876 20,876 20,876 0
Retirement Expense 1,366,389 1,157,894 1,228,900 1,228,900 0
Employee Group Insurance 247,381 245,480 252,741 252,741 0
Unemployment Insurance 854 944 1,998 1,998 0
Workers Comp Insurance 107,670 47,782 39,556 39,556 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.
Sheriff-Coroner
Law and Justice
County of Contra Costa FY 2020-2021 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.
Emergency Services Support Summary
Service: Discretionary
Level of Service: Discretionary
Expenditures: $1,285,411
Financing: 32,500
Net County Cost: 1,252,911
Funding Sources:
Charges for Serv 1.6% $20,000
Misc. Revenue 0.9% 11,500
Intergovernmental 0.1% 1,000
General Fund 97.5% 1,252,911
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.
Emergency Services Summary
Service: Discretionary
Level of Service: Discretionary
Expenditures: $2,925,800
Financing: 215,000
Net County Cost: 2,710,800
Funding Sources:
Intergovernmental 7.3% 215,000
General Fund 92.7% 2,710,800
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.
Community Warning System Summary
Service: Discretionary
Level of Service: Discretionary
Expenditures: $1,629,025
Financing: 1,629,025
Net County Cost: 0
Funding Sources:
Charges for Serv 100.0% $1,629,025
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
Funding Sources:
Intergovernmental 100.0% $1,565,505
Sheriff-Coroner
Law and Justice
444 County of Contra Costa FY 2020-2021 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: 19,970
Net County Cost: 359,289
Funding Sources:
Misc. Revenue 5.3% 19,970
General Fund 94.7% 359,289
Sheriff-Coroner
Law and Justice
County of Contra Costa FY 2020-2021 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: $1,437,000
Financing: 1,437,000
Net Fund Cost: 0
Funding Sources:
Intergovernmental 83.5% $1,200,000
Misc. Revenue 14.0% 201,000
Use of Money 2.5% 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: $24,000
Financing: 24,000
Net Fund Cost: 0
Funding Sources:
General Fines 87.5% $21,000
Use of Money 12.5% 3,000
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: $182,000
Financing: 182,000
Net Fund Cost: 0
Funding Sources:
Intergovernmental 94.5% $172,000
Use of Money 5.5% 10,000
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: $211,000
Financing: 211,000
Net Fund Cost: 0
Funding Sources:
Transfers 75.8% $160,000
Use of Money 23.7% 50,000
Charges for Serv 0.5% 1,000
Sheriff-Coroner
Law and Justice
446 County of Contra Costa FY 2020-2021 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: $108,000
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.
Prisoners Welfare Fund Summary
Service: Discretionary
Level of Service: Discretionary
Expenditures: $1,445,000
Financing: 1,341,000
Net Fund Cost: 104,000
Funding Sources:
Miscellaneous 90.4% $1,306,000
Charges for Svc 2.4% 34,000
Use of Money 0.1% 1,000
Fund Balance 7.2% 104,000
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: $956,000
Financing: 956,000
Net Fund Cost: 0
Funding Sources:
Public Safety
Realignment 100.0% $956,000
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
Sheriff-Coroner
Law and Justice
County of Contra Costa FY 2020-2021 Recommended Budget 447
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: $16,179,000
Financing: 16,179,000
Net Fund Cost: 0
Funding Sources:
Public Safety
Realignment 100.0% $16,179,000
Sheriff-Coroner
Law and Justice
448 County of Contra Costa FY 2020-2021 Recommended Budget
Law Enforcement Training
Center Enterprise Fund
2018-19
Actuals
2019-20
Budget
2020-21
Baseline
2020-21
Recommended Change
Expense
Salaries And Benefits 1,598,788 1,973,307 2,062,312 2,062,312 0
Services And Supplies 142,147 297,874 297,874 297,874 0
Other Charges 183,228 167,503 167,939 167,939 0
Expenditure Transfers 120,641 67,695 63,875 63,875 0
Expense Total 2,044,805 2,506,379 2,592,000 2,592,000 0
Revenue
Other Local Revenue 1,787,885 2,326,379 2,412,000 2,412,000 0
State Assistance 223,134 180,000 180,000 180,000 0
Revenue Total 2,011,019 2,506,379 2,592,000 2,592,000 0
Net Fund Cost (NFC): 33,786 0 0 0 0
Allocated Positions (FTE) 17.0 17.0 17.0 17.0 0.0
Financial Indicators
Salaries as % of Total Exp 78% 79% 80% 80%
% Change in Total Exp 23% 3% 0%
% Change in Total Rev 25% 3% 0%
% Change in NCC (100%) (2%) 0%
Compensation Information
Permanent Salaries 711,338 959,921 1,000,998 1,000,998 0
Temporary Salaries 198,564 240,000 240,000 240,000 0
Permanent Overtime 221,662 280,000 280,000 280,000 0
Deferred Comp 5 1,800 0 0 0
Vacation/Sick Leave Accrual 152 0 0 0 0
FICA/Medicare 71,720 74,814 77,537 77,537 0
Ret Exp-Pre 97 Retirees 1,989 2,638 2,638 2,638 0
Retirement Expense 216,185 257,962 272,603 272,603 0
Employee Group Insurance 127,104 134,070 170,089 170,089 0
Unemployment Insurance 409 489 1,014 1,014 0
Workers Comp Insurance 49,660 21,613 17,433 17,433 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.
LETC Enterprise Fund
Service: Discretionary
Level of Service: Discretionary
Expenditures: $2,592,000
Financing: 2,592,000
Net Fund Cost: 0
Funding Sources:
Misc. Revenue 57.0% $1,477,813
Charges for Srvc 36.0% 934,187
Intergovernmental 6.9% 180,000
FTE: 17.0
Sheriff-Coroner
Law and Justice
County of Contra Costa FY 2020-2021 Recommended Budget 449
CAO’s Recommendation
The Recommended Budget includes an
increase in expenditure appropriations by $7.2
million, or 2.9%, and increases estimated
revenue by $4.4 million, or 3.0%, resulting in an
increase in net county cost of $2.8 million, or
2.8%, over the FY 2019-20 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 2019-20
Budget and is included in County Patrol, which
is consistent with FY 2019-20 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 increases to expenditure appropriations are
due to projected salary and benefit increases for
existing employees and the addition of twenty-
five (25.0) FTE positions. One (1.0) Deputy
Sheriff position has been added to implement a
Mental Health Evaluation Team (MHET)
program which is being funded through
additional AB 109 revenue. The remaining
twenty-four (24.0) positions are being added to
augment staffing at the Martinez Detention
Facility for additional detention staff oversight
and coverage for free-time, pill-calls, and intake
screening. A listing of position changes is
included in the Program Modification List at the
end of this section.
The estimated revenue also includes an
estimated increase to Proposition 172 sales tax
revenue of $2.1 million, from $70.7 million to
$72.8 million. Proposition 172 revenue funds
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 Emergency Services Division (ESD) will
participate in multiple training exercises this
fiscal year to enhance our capabilities in
response to natural and made disasters. ESD
will host several Incident Command System
(ICS) operations trainings and participate in
three all hazards Emergency Operations Center
(EOC) tabletop exercises and one EOC
functional activation exercise in 2020. 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.
In July 2017, the Office of the Sheriff was
awarded $70,000,000.00 in State funding to
replace 416 outdated and overcrowded jail beds
at the Martinez Detention Facility. The new
facility, which is scheduled to break ground in
the Summer of 2020, will be constructed within
the existing perimeter of the West County
Detention Facility. The new facility will dedicate
over 22,000 square feet exclusively for
programs and services and will include a 96-bed
Behavioral Health Unit, a Child Visiting Center, a
Vocational Services Unit, and a Re-entry
Services Unit. An additional 16,000 square feet
Sheriff-Coroner
Law and Justice
450 County of Contra Costa FY 2020-2021 Recommended Budget
will be dedicated to outdoor recreation space.
The Behavioral Health and Re-entry Services
Units will provide an integrated array of trauma-
informed, evidence-based, gender-responsive
rehabilitation, reentry, and vocational services,
carefully matched to client need. These
approaches reflect national best-practices for jail
improvement initiatives.
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.
Administrative and Programs Goals
The Office of the Sheriff is committed to the
following goals for FY 2020-21:
•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.
Sheriff-Coroner
Law and Justice
County of Contra Costa FY 2020-2021 Recommended Budget 451
FY 2020-21
Program Modification List
Order
Reference
to
Mand/Disc
List
Program Name Service FTE Net County
Cost Impact Impact
1 29 AB109 Program Salary and
Benefits 1.0 291,805
Add 1 Deputy Sheriff
for Mental Health
Evaluation Team
program.
2 29 AB 109 Program Revenue 0.0 291,805
Increase in AB 109
funding as
recommended by the
Community
Corrections
Partnership.
3 24 Martinez
Detention Facility
Salary and
Benefits 24.0 1,960,000
Add 23 Deputy
Sheriff positions to
augment detention
staffing free-time, pill-
calls, and intake
screenings and add 1
Sheriff Lieutenant for
additional detention
staff oversight.
Total 25.0 1,960,000
Sheriff-Coroner
Law and Justice
452 County of Contra Costa FY 2020-2021 Recommended Budget
Superior Court Related Functions
Law and Justice
County of Contra Costa FY 2020-2021 Recommended Budget 453
Summary
Superior Court Related Functions
General Fund
2018-19
Actuals
2019-20
Budget
2020-21
Baseline
2020-21
Recommended Change
Expense
Salaries And Benefits 834,196 926,537 896,000 896,000 0
Services And Supplies 1,098,866 1,139,849 935,000 935,000 0
Other Charges 15,481,172 15,451,000 15,661,000 15,661,000 0
Expense Total 17,414,234 17,517,386 17,492,000 17,492,000 0
Revenue
Other Local Revenue 6,265,584 6,115,386 6,108,000 6,108,000 0
State Assistance 79,338 82,000 64,000 64,000 0
Revenue Total 6,344,922 6,197,386 6,172,000 6,172,000 0
Net County Cost (NCC): 11,069,312 11,320,000 11,320,000 11,320,000 0
Financial Indicators
Salaries as % of Total Exp 5% 5% 5% 5%
% Change in Total Exp 1% 0% 0%
% Change in Total Rev (2%) 0% 0%
% Change in NCC 2% 0% 0%
Compensation Information
Temporary Salaries 96,000 148,000 98,266 98,266 0
FICA/Medicare 7,318 10,000 7,400 7,400 0
Unemployment Insurance 42 450 50 50 0
Workers Comp Insurance 643 1,500 650 650 0
Labor Received/Provided 730,192 766,587 789,634 789,634 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:
–Trial Court Programs
–Civil Grand Jury
–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
454 County of Contra Costa FY 2020-2021 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 2020-2021 Recommended Budget 455
Trial Court Programs
General Fund
2018-19
Actuals
2019-20
Budget
2020-21
Baseline
2020-21
Recommended Change
Expense
Salaries And Benefits 834,196 926,537 896,000 896,000 0
Services And Supplies 902,010 933,849 729,000 729,000 0
Other Charges 15,481,172 15,451,000 15,661,000 15,661,000 0
Expense Total 17,217,378 17,311,386 17,286,000 17,286,000 0
Revenue
Other Local Revenue 6,265,584 6,115,386 6,108,000 6,108,000 0
State Assistance 79,338 82,000 64,000 64,000 0
Revenue Total 6,344,922 6,197,386 6,172,000 6,172,000 0
Net County Cost (NCC): 10,872,457 11,114,000 11,114,000 11,114,000 0
Financial Indicators
Salaries as % of Total Exp 5% 5% 5% 5%
% Change in Total Exp 1% (0%) 0%
% Change in Total Rev (2%) (0%) 0%
% Change in NCC 2% 0% 0%
Compensation Information
Temporary Salaries 96,000 148,000 98,266 98,266 0
FICA/Medicare 7,318 10,000 7,400 7,400 0
Unemployment Insurance 42 450 50 50 0
Workers Comp Insurance 643 1,500 650 650 0
Labor Received/Provided 730,192 766,587 789,634 789,634 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
456 County of Contra Costa FY 2020-2021 Recommended Budget
Trial Court Programs Summary
Service: Mandatory
Level of Service: Mandatory
Expenditures: $17,286,000
Financing: 6,172,000
Net County Cost: 11,114,000
Funding Sources:
Charges for Serv 21.1% $ 3,648,058
Fine/Forfs/Penalties 14.1% 2,435,692
Intergov Revenue 0.4% 64,000
Lics/Perm/Franchises 0.1% 24,250
General Fund 64.3% 11,114,000
Superior Court Related Functions
Law and Justice
County of Contra Costa FY 2020-2021 Recommended Budget 457
Civil Grand Jury
General Fund
2018-19
Actuals
2019-20
Budget
2020-21
Baseline
2020-21
Recommended Change
Expense
Services And Supplies 149,441 156,000 156,000 156,000 0
Expense Total 149,441 156,000 156,000 156,000 0
Net County Cost (NCC): 149,441 156,000 156,000 156,000 0
Financial Indicators
Salaries as % of Total Exp
% Change in Total Exp 4% 0% 0%
% Change in Total Rev
% Change in NCC 4% 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: $156,000
Financing: 0
Net County Cost: 156,000
Funding Sources:
General Fund 100.0% $156,000
Superior Court Related Functions
Law and Justice
458 County of Contra Costa FY 2020-2021 Recommended Budget
Criminal Grand Jury
General Fund
2018-19
Actuals
2019-20
Budget
2020-21
Baseline
2020-21
Recommended Change
Expense
Services And Supplies 47,415 50,000 50,000 50,000 0
Expense Total 47,415 50,000 50,000 50,000 0
Net County Cost (NCC): 47,415 50,000 50,000 50,000 0
Financial Indicators
Salaries as % of Total Exp
% Change in Total Exp 5% 0% 0%
% Change in Total Rev
% Change in NCC 5% 0% 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 2020-2021 Recommended Budget 459
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: $197,000
Financing: 203,000
Net Fund Cost: (6,000)
Funding Sources:
Court Filing Fees 101.5% $200,000
Investment Earnings 1.5% 3,000
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: $ 1,015,000
Financing: 1,015,000
Net Fund Cost: 0
Funding Sources:
Fines & Forfeitures 98.5% $1,000,000
Investment Earnings 1.5% 15,000
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
460 County of Contra Costa FY 2020-2021 Recommended Budget
Courthouse Construction
Service: Discretionary
Level of Service: Mandatory
Expenditures: $ 852,600
Financing: 852,600
Net Fund Cost: 0
Funding Sources:
Fines & Forfeit 98.5% $840,000
Investment Earnings 1.5% 12,600
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. The balance of this
fund was escheated to the County General Fund
in FY 2018-19. The year-end journal was not
adjusted until after the appropriations were
established for FY 2020-21; therefore, the
appropriations are included in this
Recommended Budget; however, actual FY
2020-21 appropriations for this fund will be
zero. The State Schedules for FY 2020-21 are
correct.
Family Law Center – Debt Service
Service: Discretionary
Level of Service: Mandatory
Expenditures: $ 2,129,142
Financing: 0
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 reduced slightly (0.5%)
based on the combination of a projected
increase in certain fines and forfeitures over the
prior year, offset by the Board’s elimination of
certain justice program administrative fees.
Other charges are increased by $210,000 to
reflect the County’s obligation to share 50% of
fines and forfeitures gains with the State of
California. To offset this anticipated increased
cost and the overall reduction in projected
revenue, the budgetary provision for capital and
homicide case defense is reduced by $235,386.
The Recommended Budget is equivalent to the
Baseline budget, and includes General Fund
appropriations in the amount of $15.7 million for
transfer to the State to subsidize the cost of the
local Superior Court, and $1.8 million for other
court functions for which the County is financially
responsible under the Trial Court Funding and
Public Safety Realignment (AB 109)* Acts.
The Superior Court has notified the County that
it intends to migrate all of its automated
computer systems off the County’s mainframe
by June 2021. This aggressive migration
schedule creates some urgency to move County
justice case management systems off the
mainframe as expeditiously as possible. For
more explanation, please see the Goals and
Objectives for Justice System Planning.
Superior Court Related Functions also include
three non-General Fund programs that provide
Superior Court Related Functions
Law and Justice
County of Contra Costa FY 2020-2021 Recommended Budget 461
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 on justice systems modernization
and to establish a new court hearing process for
the involuntary psychiatric medication of
detention facility inmates who have a serious
mental disorder.
Administrative and Program Goals
In fiscal year 2020-21, the County Administrator
will continue to work with the Superior Court to:
•In cooperation with County justice partners
and the Superior Court, 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;
•Refine the procedures for PC 2603
(involuntary psychiatric medication) and PC
1370 (incompetent to stand trial) hearings;
•Improve the meeting facilities and
technology provided to the civil grand jury;
•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
462 County of Contra Costa FY 2020-2021 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 2020-2021 Recommended Budget 463
Contra Costa County Fire Protection District – Fire Protection Summary
CCCFPD Operating Fund
2018-19
Actuals
2019-20
Budget
2020-21
Baseline
2020-21
Recommended Change
Expense
Salaries And Benefits 100,506,801 110,925,446 114,191,327 115,494,327 1,303,000
Services And Supplies 10,285,779 10,921,324 12,156,909 12,156,909 0
Other Charges 5,593,022 5,886,712 6,480,215 6,480,215 0
Fixed Assets 6,051,484 2,165,405 830,100 830,100 0
Expenditure Transfers 18,128,117 18,909,766 19,718,449 19,718,449 0
Expense Total 140,565,202 148,808,653 153,377,000 154,680,000 1,303,000
Revenue
Other Local Revenue 140,196,066 145,926,538 152,250,000 152,670,000 420,000
Federal Assistance 532,627 1,992,115 1,200,000 1,200,000 0
State Assistance 836,760 890,000 810,000 810,000 0
Revenue Total 141,565,453 148,808,653 154,260,000 154,680,000 420,000
Net Fund Cost (NFC): (1,000,251) 0 (883,000) 0 883,000
Allocated Positions (FTE) 397.6 413.6 413.6 422.6 9.0
Financial Indicators
Salaries as % of Total Exp 72% 75% 74% 75%
% Change in Total Exp 6% 3% 1%
% Change in Total Rev 5% 4% 0%
% Change in NCC (100%) 0% (100%)
Compensation Information
Permanent Salaries 42,131,135 48,547,925 51,225,354 51,968,730 743,376
Temporary Salaries 342,869 300,000 710,000 710,000 0
Permanent Overtime 12,458,739 12,638,020 12,962,000 12,962,000 0
Deferred Comp 50,281 70,860 135,660 138,535 2,875
Comp & SDI Recoveries (466,723) 0 0 0 0
FICA/Medicare 848,530 924,688 914,742 925,240 10,498
Retirement Expense 26,450,438 30,390,413 29,316,370 29,700,870 384,500
Excess Retirement 102,162 140,000 127,000 252,548 125,548
Employee Group Insurance 5,750,582 6,838,926 7,801,807 7,801,807 0
Retiree Health Insurance 5,107,948 5,170,250 5,636,000 5,636,000 0
OPEB Pre-Pay 2,218,087 2,208,123 2,208,109 2,208,109 0
Unemployment Insurance 0 0 0 0 0
Workers Comp Insurance 5,512,753 3,696,241 3,154,284 3,190,487 36,203
Contra Costa County FPD
Special District
464 County of Contra Costa FY 2020-2021 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: $154,680,000
Financing: 154,680,000
Net Fund Cost: 0
Funding Sources:
Property Taxes 88.4% $136,783,250
Charges for Svcs 7.3% 11,312,850
Intergovernmental 3.4% 5,243,900
Misc. Revenue 0.9% 1,340,000
FTE: 422.6
Contra Costa County FPD
Special District
County of Contra Costa FY 2020-2021 Recommended Budget 465
Contra Costa County Fire Protection District – EMS Transport Summary
CCCFPD EMS TRANSPORT
FUND
2018-19
Actuals
2019-20
Budget
2020-21
Baseline
2020-21
Recommended Change
Expense
Salaries And Benefits 2,250,815 3,103,352 3,527,143 3,651,143 124,000
Services And Supplies 41,249,028 70,622,610 47,153,743 47,153,743 0
Other Charges 593,220 201,039 1,367,114 1,367,114 0
Fixed Assets 113,837 1,300,000 810,000 810,000 0
Expenditure Transfers 1,251,353 1,716,390 1,500,000 1,500,000 0
Expense Total 45,458,254 76,943,391 54,358,000 54,482,000 124,000
Revenue
Other Local Revenue 52,784,571 47,141,000 54,482,000 54,482,000 0
State Assistance 861,335 0 0 0 0
Revenue Total 53,645,906 47,141,000 54,482,000 54,482,000 0
Net Fund Cost (NFC): (8,187,653) 29,802,391 (124,000) 0 124,000
Allocated Positions (FTE) 11.0 12.0 12.0 13.0 1.0
Financial Indicators
Salaries as % of Total Exp 5% 4% 6% 7%
% Change in Total Exp 69% (29%) 0%
% Change in Total Rev (12%) 16% 0%
% Change in NCC (464%) (100%) (100%)
Compensation Information
Permanent Salaries 1,160,527 1,772,657 1,940,426 2,006,241 65,815
Permanent Overtime 232,351 210,000 361,380 366,380 5,000
Deferred Comp 1,210 5,400 4,500 6,300 1,800
FICA/Medicare 19,902 37,557 32,383 33,380 997
Ret Exp-Pre 97 Retirees (0) 0 0 0 0
Retirement Expense 547,222 764,329 846,724 866,390 19,666
Employee Group Insurance 144,359 181,632 207,238 234,524 27,286
Retiree Health Insurance 5,368 0 16,049 16,049 0
OPEB Pre-Pay 0 0 6,780 6,780 0
Unemployment Insurance 0 (0) (0) (0) 0
Workers Comp Insurance 139,876 131,777 111,664 115,100 3,436
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
466 County of Contra Costa FY 2020-2021 Recommended Budget
CCCFPD EMS Transport Fund
Service: Discretionary
Level of Service: Discretionary
Expenditures: $54,482,000
Financing: 54,482,000
Net Fund Cost: 0
Funding Sources:
Cost Recovery 100.0% $54,482,000
FTE: 13.0
Contra Costa County FPD
Special District
County of Contra Costa FY 2020-2021 Recommended Budget 467
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: $310,494
Financing: 20,000
Net Fund Cost: 290,494
Funding Sources:
Fund Balance 93.6% $290,494
Developer Fees 6.4% 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: $141,403
Financing: 2,000
Net Fund Cost: 139,403
Funding Sources:
Fund Balance 98.6% $139,403
Use of Money 1.4% 2,000
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: $515,995
Financing: 80,000
Net Fund Cost: 435,995
Funding Sources:
Fund Balance 84.5% $515,995
Developer Fees 15.5% 80,000
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
468 County of Contra Costa FY 2020-2021 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: $15,948,898
Financing: 673,174
Net Fund Cost: 15,275,724
Funding Sources:
Fund Balance 95.8% $15,275,724
Reimbursements 4.2% 673,174
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: $22,172,840
Financing: 2,607,101
Net Fund Cost: 19,565,739
Funding Sources:
Fund Balance 88.2% $19,565,739
Transfers 11.7% 2,602,101
Use of Money 0.0% 5,000
CCCFPD Capital Construction Fund
The Capital Construction Fund includes funds
transferred from the CCCFPD Operating Fund
reserves. This fund is primarily intended for
major capital outlay projects such as new fire
stations.
CCCFPD Capital Construction Fund
Service: Discretionary
Level of Service: Discretionary
Expenditures: $6,205,000
Financing: 2,500,000
Net Fund Cost: 3,705,000
Funding Sources:
Fund Balance 59.7% $3,705,000
Misc. Revenue 40.3% 2,500,000
CAO’s Recommendation
The FY 2020-21 Recommended Budget
provides for the funding of 26 fire stations, 29
fully functional engine or truck companies, 422.6
FTEs in the District’s General Operating Fund,
and 13 FTEs in the District’s EMS Transport
Fund.
The budget includes funding for known and
projected wage and benefit cost increases,
completion of new fire station construction in the
City of San Pablo, upgrade of the EMS squad to
a fully functional fire company at the new station,
establishment of the District’s first seasonal
hand crew, the addition of a fourth firefighter to
certain truck and engine companies (partially
offset by two federal grants), continuation of a
24/7 hazardous materials team, deployment of a
24/7 air ambulance with hoist rescue and aerial
firefighting capability, increased capacity in the
fire prevention bureau and the training and
safety division, building and grounds
maintenance and repair projects, routine capital
and non-capital equipment replacement, and
increased pension obligation bond (POB) debt
service payments.
Contra Costa County FPD
Special District
County of Contra Costa FY 2020-2021 Recommended Budget 469
The District is primarily funded by property tax
revenues. In FY 2019-20, the District
experienced a 5.5% growth in secured property
assessed valuation and a 5.4% growth in total
assessed valuation. This represents the seventh
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.
The FY 2020-21 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 revenue from two consecutive
three-year staffing grants, an air ambulance
agreement, a 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. The District continues to be 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 this service has been fully offset by the
collection of ambulance service fees.
The increased revenue has not only allowed the
District to restore most of the operational
resources taken out of service during the Great
Recession, it is providing the means to introduce
new and expanded resources and programs to
the communities served by the District. This
includes fire boat operations, the availability of a
24/7 air ambulance, a hazardous materials
response team, progressive fire-based EMS first
responder tools (e.g., LUCAS chest
compression systems), and new public
education initiatives (e.g., 10,000 High School
Student Hands-Only CPR).
In FY 2020-21, the employer Safety Tier A
retirement base rate decreases from 72.89% to
67.38%. Offsetting the rate decrease is the
elimination of employee subvention of the
employer cost and an increase in the POB debt
service payment.
Although employer contribution rates for safety
employees decrease in 2020-21, the actual
employer contribution amount will be relatively
flat compared with 2019-20 due to an increase
in the District’s retirement compensable payroll.
The FY 2020-21 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.
Performance Measurement
During FY 2019-20, the District:
•Responded to 79,603 incidents in
calendar year (CY) 2019. This
represents a 1% increase in call volume
compared to CY 2018.
•Continued to reposition and add internal
resources to effectively manage, both
operationally and financially, the
emergency ambulance program.
•Began staffing a 24/7 air ambulance
through a public-private partnership
agreement.
•Continued construction work on a new
Fire Station 70 in the City of San Pablo.
•Initiated the process of securing long-
term funding for new Fire Station 86 on
Goble Drive in Bay Point.
•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 replacement of capital
equipment, such as heavy fire apparatus
and support equipment.
•Continued major facility and grounds
maintenance projects such as new
roofing and asphalt.
Contra Costa County FPD
Special District
470 County of Contra Costa FY 2020-2021 Recommended Budget
• Hired and conducted Firefighter Recruit
Academy 54 and Firefighter-Paramedic
Lateral Academy 55.
• Began participating in the new Ground
Emergency Medical Transport (GEMT)
Quality Assurance Fee (QAF) program.
This requires that the District file
quarterly reports with the State and pay
a $26 per transport fee to the State for
Medi-Cal patients. As a result, the
District receives an uplift in the Medi-Cal
base reimbursement rate of
approximately $220 per transport. The
net result is revenue positive.
• Received several grant awards for
capital equipment, staffing, and training,
including a second, concurrent three-
year staffing grant to add a fourth
firefighter to certain engine companies.
This follows a prior year staffing grant to
add a fourth firefighter to truck
companies.
• Updated development impact fee
schedules in the Cities of Antioch,
Pittsburg, and unincorporated areas of
Contra Costa County within the District’s
service area.
• Initiated medium and long-term planning
for additional operational capacity.
Administrative and Program Goals
During FY 2020-21, the District will:
• Complete negotiations with ambulance
subcontractor for a contract extension
for continued 911 emergency
ambulance service within Exclusive
Operating Areas (EOAs) I, II, and V.
• Add a second helicopter to the District’s
air ambulance fleet via a public-private
partnership agreement. The second
helicopter is larger and has hoist rescue
and aerial firefighting capability.
• Complete the construction of and open
new Fire Station 70 in the City of San
Pablo. Add a second full fire company
(replacing a limited functionality two-
person squad).
• Resolve issues with the potential
construction site of a new Fire Station 9
at the Buchanan Field Airport. Secure
long-term funding for project.
• Update the fire prevention bureau fee
schedule.
• Continue periodic replacement of capital
equipment, such as heavy fire
apparatus and support equipment.
• Continue facility and grounds
maintenance projects, such as
remodeling, painting, roofing, and
asphalt repair.
• Pursue new funding mechanisms such
as development impact fees and the
creation of community facilities districts
in areas of new development.
• Hire and conduct Firefighter Recruit
Academy 56.
• Increase staffing and fill new vacancies
within the fire prevention bureau to
better meet mandates and standards for
code enforcement.
• Deploy a new records management,
inspection, and invoicing system in the
fire prevention bureau.
• Pursue federal supplemental
reimbursement for ambulance services
provided to individuals with government
payer plans.
• Pursue grant funding opportunities as
they become available.
• Continue disaster planning, internal
preparation, and public education for
large wildland fire and PSPS events.
Contra Costa County FPD
Special District
County of Contra Costa FY 2020-2021 Recommended Budget 471
FY 2020-21
Program Modification List
Order Reference to
Mand/Disc List Program
Name Service FTE Net Fund
Cost Impact Impact
1 N/A Operations Fire Suppression 3.0 213,880
Adds three Fire
Captain positions
effective April 1,
2021, to upgrade the
EMS squad at Fire
Station 70 in San
Pablo to a second,
full fire company.
2 N/A Operations Special
Operations 1.0 342,064
Adds one Battalion
Chief-40 hour
position to oversee
special operations.
3 N/A Operations Fire Prevention
Bureau 4.0 646,684
Adds two Fire
Inspector I and two
Fire Inspector II
positions to the Fire
Prevention Bureau.
4 N/A Operations Training and
Safety Division 2.0 224,372
Adds one Training
and Staff
Development
Specialist and one
Driver Clerk positions
to the Training and
Safety Division.
5 N/A Operations EMS (1.0) (124,000)
Reallocates one
Secretary-Advanced
Level position from
the CCCFPD
General Operating
Fund to the EMS
Transport Fund.
6 N/A Operations Fire Prevention
Revenue 0.0 300,000
Increased revenue
from fire prevention
fees.
7 N/A Operations Special Operations
Revenue 0.0 120,000
Increased revenue
from Air Ambulance
Agreement with
REACH, LLC.
Total General
Operating Fund 9.0 $883,000
Contra Costa County FPD
Special District
472 County of Contra Costa FY 2020-2021 Recommended Budget
Order Reference to
Mand/Disc List Program
Name Service FTE Net Fund
Cost Impact Impact
8 N/A EMS Transport EMS 1.0 124,000
Adds one Secretary-
Advanced Level
position.
Total EMS
Transport Fund 1.0 $124,000
Crockett-Carquinez FPD
Dean Colombo, Fire Chief Special District
County of Contra Costa FY 2020-2021 Recommended Budget 473
Crockett-Carquinez Fire Protection District Summary
CROCKETT-CARQUINEZ
FIRE PROTECTION
2018-19
Actuals
2019-20
Budget
2020-21
Baseline
2020-21
Recommended Change
Expense
Salaries And Benefits 205,854 255,637 321,600 321,600 0
Services And Supplies 115,655 763,932 240,600 240,600 0
Other Charges 114,382 122,424 123,800 123,800 0
Fixed Assets 0 62,988 0 0 0
Expense Total 435,890 1,204,981 686,000 686,000 0
Revenue
Other Local Revenue 587,389 608,500 682,500 682,500 0
State Assistance 9,610 3,500 3,500 3,500 0
Revenue Total 596,999 612,000 686,000 686,000 0
Net County Cost (NCC): (161,109) 592,981 0 0 0
Financial Indicators
Salaries as % of Total Exp 47% 21% 47% 47%
% Change in Total Exp 176% (43%) 0%
% Change in Total Rev 3% 12% 0%
% Change in NCC (468%) (100%) 0%
Compensation Information
Permanent Salaries 30,339 0 34,000 34,000 0
Temporary Salaries 151,848 255,637 255,000 255,000 0
Deferred Comp 19 0 100 100 0
FICA/Medicare 18,339 0 19,000 19,000 0
Retirement Expense 210 0 250 250 0
Employee Group Insurance 2,782 0 6,000 6,000 0
Unemployment Insurance 34 0 150 150 0
Workers Comp Insurance 2,282 0 7,100 7,100 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
474 County of Contra Costa FY 2020-2021 Recommended Budget
Crockett-Carquinez FPD Summary
Service: Discretionary
Level of Service: Discretionary
Expenditures: $686,000
Financing: 686,000
Net Fund Cost: 0
Funding Sources:
Property Taxes 90.8% $622,900
Other Revenues 7.0% 48,000
Charges for Svcs 2.2% 15,100
CAO’s Recommendation
The FY 2020-21 Recommended Budget reflects
a decrease of $518,981 in expenditures, which
is primarily composed of fund balance
appropriated in FY 2019-20.
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
2019-20. This year, the District is holding its
second academy with 12 recruits. We have
expanded the area where our regular paid
on call firefighters may live to include the
town of Rodeo and Southern Vallejo.
•The District received a $25,000 donation
from Phillips 66 to replace six sets of turn-
out gear, 3000’ of 1 ¾” hose, and four new
Rapid Intervention Bags.
•The District had its busiest year in history
having responded to over 600 incidents. For
2019-20 we responded to; six structure fires,
two of which went to greater alarms, a major
industrial fire at the NuStar facility, and a
large vegetation fire during an extreme wind
event in October. The District also provided
a greater degree of mutual aid to
neighboring districts especially Contra Costa
County Fire Protection District.
•The district was able to complete both
facility projects proposed in last year’s goals
and begin a third with the remodeling of the
kitchen at Station 78.
•The new ladder truck order was placed and
delivery is expected in October 2020.
•Community education projects completed
through February 2020 included; a
presentation to members of the community
regarding fire safety for the upcoming fire
season and assisting in training students at
our two schools in CPR and dealing with
severe bleeding.
Administrative and Program Goals
•Continue recruiting Paid-on-Call personnel.
•Continue pursuing donations and grants to
help supplement funding for apparatus and
equipment needs.
•Add one additional living quarters at Station
79 including enhanced egress.
•Continue to improve training and disaster
preparedness.
Summary Information
Summary InformationCounty of Contra Costa
County Summary Information
County of Contra Costa FY 2020-2021 Recommended Budget 475
ALL COUNTY FUNDS
FY 2020-2021
Recommended Sources
Source of Funds Recommended
FY 2020-21
Percent
of Total
Hospital/Health Plan Revenue $1,509,902,542 37.91%
Intergovernmental Revenue 1,082,057,270 27.16%
Miscellaneous Revenue 480,262,733 12.06%
Taxes Current Property 462,541,793 11.61%
Charges for Services 215,771,806 5.42%
Enterprise Fund Subsidy 77,231,000 1.94%
Fund Balance (net) 32,670,746 0.82%
Use of Money and Property 31,142,890 0.78%
Licenses, Permits and Franchises 32,123,904 0.81%
Taxes Other Than Current Property 30,014,225 0.75%
Fines, Forfeitures and Penalties 29,644,782 0.74%
TOTAL RECOMMENDED SOURCES $3,983,363,690 100.00%
Hospital/Health Plan
Revenue
37.91%
Intergovernmental
Revenue
27.16%
Miscellaneous Revenue
12.06%
Taxes Current Property
11.61%
Charges for Services
5.42%
Enterprise Fund Subsidy
1.94%
Fund Balance (net)
0.82%
Use of Money and
Property
0.78%
Licenses, Permits and
Franchises
0.81%Fines, Forfeitures and Penalties
0.74%Taxes Other Than Current
Property
0.75%
County Summary Information
476 County of Contra Costa FY 2020-2021 Recommended Budget
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
County of Contra Costa FY 2020-2021 Recommended Budget 477
ALL COUNTY FUNDS
FY 2020-2021
Recommended Requirements
Use of Funds 2016-17
Actuals
2017-18
Actuals
2018-19
Actuals
2019-20
Budget
Recommended
FY 2020-21
Percent
of Total
Health and Human Services $2,390,101,826 $2,520,789,772 $2,641,040,699 $2,801,908,354 $2,861,027,630 71.82%
General Government 418,537,995 463,470,888 500,510,920 688,392,139 580,251,202 14.57%
Law and Justice 465,874,059 484,479,138 497,331,595 564,505,919 542,084,858 13.61%
Total Requirements $3,274,513,881 $3,468,739,798 $3,638,883,214 $4,054,806,412 $3,983,363,690 100.00%
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
478 County of Contra Costa FY 2020-2021 Recommended Budget
ALL COUNTY FUNDS
Total Requirements Summary by Fund
2017-18 Actuals 2018-19 Actuals 2019-20 Budget 2020-21 Recommended 2020-21 Change
General Government 272,813,811 308,774,603 377,815,182 304,500,254 (73,314,928)
Health & Human Services 800,265,664 856,524,934 974,985,352 1,026,993,689 52,008,337
Law & Justice 406,854,548 418,732,915 447,922,159 450,982,032 3,059,873
Subtotal General Fund 1,479,934,023 1,584,032,452 1,800,722,693 1,782,475,975 (18,246,718)
County Law Enfrcmt-Cap Proj Fund 405 455 3,614,724 211,000 (3,403,724)
Recorder Modernization Fund 1,480,510 1,666,062 10,823,123 10,795,000 (28,123)
Court/Clerk Automation Fund 0 0 78 0 (78)
Fish and Game Fund 68,611 60,422 597,440 133,000 (464,440)
Land Development Fund 3,248,159 2,814,154 3,261,100 3,272,100 11,000
Criminalistics Lab Fund 6 9 205,284 24,000 (181,284)
Survey Monument Preservation Fund 78,489 174,281 668,094 404,000 (264,094)
Crim Justice Facility Construct Fund 665,371 778,754 2,152,270 1,015,000 (1,137,270)
Courthouse Construct Fund 242,856 237,363 2,692,467 852,600 (1,839,867)
Road Fund 50,327,040 42,354,195 85,400,281 62,400,706 (22,999,575)
Transportation Improvement Fund 2,314,056 2,824,925 3,701,865 3,698,500 (3,365)
Drainage Area 9 Fund 1,323 838 289,284 293,474 4,190
Private Activity Bond Fund 665,833 580,318 1,240,620 1,276,000 35,380
Affordable Housing Spec Rev Fund 154 3 397,000 400,000 3,000
Navy Trans Mitigation Fund 116,217 211,601 5,552,590 5,579,739 27,149
Tosco/Solano Trns Mitig Fund 424 422 274,226 7,000 (267,226)
Child Development Fund 28,538,001 30,621,736 32,153,329 34,547,000 2,393,671
HUD NSP Fund 0 0 841,191 762,000 (79,191)
Used Oil Recycling Grant Fund 46,833 234,213 143,458 70,000 (73,458)
Conservation & Development Fund 24,199,082 28,554,124 34,417,000 35,365,000 948,000
CDD/PWD Joint Review Fee Fund 425,363 425,022 1,143,259 1,101,000 (42,259)
Drainage Deficiency Fund 140 169 2,570,849 2,575,352 4,503
Public Works Fund 1,080,502 1,071,925 1,432,820 1,401,000 (31,820)
DA Consumer Protection Fund 1,107,527 789,087 3,472,078 800,000 (2,672,078)
Domestic Violence Victim Asst Fund 149,682 149,193 336,969 374,000 37,031
Dispute Resolution Program Fund 185,605 193,011 180,000 197,000 17,000
Zero Tolerance-Domestic Violence 598,633 530,644 1,201,125 796,000 (405,125)
DA Revenue Narcotics Fund 47,037 83,362 813,119 55,000 (758,119)
DA Environment/OSHA Fund 464,799 490,080 1,613,818 490,000 (1,123,818)
DA Forfeiture-Fed-DOJ Fund 170,125 52,324 13,285 3,000 (10,285)
Walden Green Maintenance Fund 47,928 93,665 189,188 220,344 31,156
R/Estate Fraud Prosecution Fund 433,016 293,293 542,532 300,000 (242,532)
CCC Dept Child Support Svcs Fund 18,489,056 18,564,614 20,710,176 21,282,000 571,824
County Summary Information
County of Contra Costa FY 2020-2021 Recommended Budget 479
ALL COUNTY FUNDS
Total Requirements Summary by Fund
2017-18 Actuals 2018-19 Actuals 2019-20 Budget 2020-21 Recommended 2020-21 Change
Emergency Med Svcs Fund 1,861,310 1,687,760 2,115,844 1,723,384 (392,460)
AB75 Tobacco Tax Fund 0 322 (343) 0 343
Traffic Safety Fund 7 27,567 367,115 15,000 (352,115)
Public Protection-Spec Rev Fund 1,007,120 2,021,998 2,815,341 2,903,000 87,659
Sheriff Nar Forfeit-ST/Local Fund 386 334 364,413 100,000 (264,413)
Sheriff Forfeit-Fed-DoJ Fund 139,507 11 495,670 6,000 (489,670)
Sup Law Enforcement Svcs Fund 7,322,089 7,244,997 14,156,775 7,745,000 (6,411,775)
Sheriff Forfeit-Fed Treasury Fund 7 11 533,570 2,000 (531,570)
PROP 63 MH Svcs Fund 40,473,083 47,826,884 54,751,349 61,960,015 7,208,666
Prisoners Welfare Fund 1,136,104 1,295,386 4,254,863 1,445,000 (2,809,863)
Probation Officers Special Fund 117,072 114,619 132,375 62,000 (70,375)
Automated Sys Development Fund 200,000 200,000 200,000 200,000 0
Property Tax Admin Fund 0 0 3,090,706 3,091,000 294
Cnty Local Rev Fund 163,857,264 173,725,270 184,644,028 189,421,000 4,776,972
Obscene Matter-Minors Fund 0 0 5,843 50 (5,793)
IHSS Public Authority Fund 2,055,856 2,216,908 2,442,884 2,471,000 28,116
DNA Identification Fund 235,130 180,839 565,239 270,000 (295,239)
Comm Corr Performance Inctv Fund 2,902,548 3,344,124 9,543,250 4,502,176 (5,041,074)
NO Rich Wst&Rcvy Mitigation Fee Fd 343,866 576,729 1,864,342 785,000 (1,079,342)
L/M HSG Asset Fd-LMI Fund 808,593 3,178,291 11,255,150 11,255,636 486
Bailey Rd Mntc Surcharge Fund 100,150 167,730 2,890,170 2,726,200 (163,970)
Home Invstmt Prtnrshp Act Fund (2,562) 853,890 658,066 500,000 (158,066)
CASP Cert & training Fund 0 5,238 56,928 45,000 (11,928)
County Library Fund 29,207,247 33,034,294 46,257,920 36,317,000 (9,940,920)
Casey Library Gift Fund 50 60 261,779 1,000 (260,779)
Hercul/Rodeo Crock A of B 47,555 0 17,608 6,000 (11,608)
West County Area of Benefit 18,125 4 41,000 41,000 0
North Richmond AOB 254,826 26,887 100,600 200,600 100,000
Martinez Area of Benefit 13,119 9,571 81,000 81,100 100
Briones Area of Benefit 187 152 125,638 125,738 100
Central Co Area/Benefit 26,178 23,805 11,000 26,000 15,000
So Wal Crk Area of Benefit 236,561 1,412 50,100 50,100 0
Alamo Area of Benefit 25,929 (21,622) 270,000 270,100 100
South Co Area of Benefit 192,270 286,602 275,000 300,700 25,700
East County Area of Benefit 334,934 181,549 1,000,400 1,500,500 500,100
Bethel Isl Area of Benefit 13,341 9,970 10,100 10,100 0
County Childrens Fund 241,730 394,739 225,468 216,000 (9,468)
County Summary Information
480 County of Contra Costa FY 2020-2021 Recommended Budget
ALL COUNTY FUNDS
Total Requirements Summary by Fund
2017-18 Actuals 2018-19 Actuals 2019-20 Budget 2020-21 Recommended 2020-21 Change
Animal Benefit Fund 188,481 539,671 438,022 100,000 (338,022)
CO-Wide Gang and Drug Fund 179,689 252,024 841,008 182,000 (659,008)
Livable Communities Fund 506,818 515,700 766,737 1,750,000 983,263
ARRA HUD Bldg Insp NPP Fund 637,247 692,709 1,037,653 805,000 (232,653)
Retirement UAAL Bond Fund 40,114,901 41,821,636 42,975,315 45,452,243 2,476,928
Ret Litgtn Stlmnt Dbt Svc Fund 2,759,911 2,759,911 2,759,911 2,759,911 0
Family Law Ctr-Debt Svc Fund 0 2,129,142 2,129,142 2,129,142 0
Central Identify Bureau Fund 3,672,037 2,668,290 2,437,000 2,437,000 0
SPRW Fund 240,240 446,788 5,045,255 5,376,127 330,872
RD Dvlpmnt Discovery Bay Fund 2,876,707 127,239 110,000 150,300 40,300
Road Imprvmnt Fee Fund 8,187,238 3,194,930 5,545,000 5,045,000 (500,000)
Rd Devlpmnt Rich/El Sobrt 86,885 2,428 42,000 42,000 0
Road Development Bay Point 100,721 49,486 120,000 120,000 0
Rd Devlpmnt Pacheco Area 28,261 2,180 20,000 20,000 0
Airport Enterprise Fund 5,340,566 6,083,142 10,502,215 6,666,469 (3,835,746)
Sheriff Law Enf Training Fund 2,195,900 2,044,805 2,506,379 2,592,000 85,621
Childcare Enterprise Fund 0 0 74,000 74,000 0
Hospital Enterprise Fund 610,315,015 632,449,413 670,038,932 689,135,177 19,096,245
HMO Enterprise Fund 835,926,941 855,464,202 846,344,741 820,223,229 (26,121,512)
HMO Enterprise -Comm Plan Fund 73,931,576 77,510,185 75,249,836 77,775,136 2,525,300
Major Risk Med Insurance Fund 46,043 0 0 0 0
Fleet Internal Service Fund 13,108,235 13,630,288 16,524,740 16,977,767 453,027
Subtotal Non-General Fund 1,988,805,774 2,054,850,761 2,254,083,719 2,200,887,715 (53,196,004)
Total Requirements -
All County Funds 3,468,739,798 3,638,883,214 4,054,806,412 3,983,363,690 (71,442,722)
County Summary Information
County of Contra Costa FY 2020-2021 Recommended Budget 481
ALL COUNTY FUNDS
Summary
2017-18 Actuals 2018-19 Actuals 2019-20 Budget 2020-21 Recommended 2020-21 Change
SOURCES
Taxes Current Property 403,508,923 430,540,903 433,410,610 462,541,793 29,131,183
Taxes Other Than Cur Prop 28,126,947 30,343,738 26,424,882 30,014,225 3,589,343
License/Permit/Franchises 33,179,210 29,460,689 30,821,132 32,123,904 1,302,772
Fines/Forfeits/Penalties 30,708,775 9,692,152 28,879,978 29,644,782 764,804
Use Of Money & Property 23,923,625 37,589,135 31,493,392 31,142,890 (350,503)
Intergovernmental Revenue 851,064,794 914,225,941 976,388,909 1,082,057,270 105,668,360
Charges For Services 257,294,041 270,351,921 281,096,568 215,771,806 (65,324,762)
Miscellaneous Revenue 398,241,508 461,030,188 470,386,687 480,262,733 9,876,046
Hospital/Hlth Plan Enterprise Funds 1,523,875,505 1,561,056,153 1,531,288,509 1,509,902,542 (21,385,967)
Enterprise Fund Subsidy 26,074,359 27,289,916 60,345,000 77,231,000 16,886,000
Total Revenue 3,575,997,688 3,771,580,736 3,870,535,667 3,950,692,944 80,157,277
Fund Balance (net) (107,257,890) (132,697,523) 184,270,745 32,670,746 (151,599,999)
TOTAL SOURCES 3,468,739,798 3,638,883,214 4,054,806,412 3,983,363,690 (71,442,722)
0
REQUIREMENTS 0
Salaries And Benefits 1,303,157,328 1,354,917,931 1,495,402,024 1,563,556,526 68,154,502
Services And Supplies 1,506,559,826 1,549,941,708 1,769,192,876 1,686,583,459 (82,609,417)
Other Charges 470,524,429 510,045,452 484,912,782 504,841,704 19,928,922
Fixed Assets 42,071,332 77,605,255 86,721,554 41,548,377 (45,173,177)
Expenditure Transfers 146,426,883 146,372,868 211,067,176 176,833,624 (34,233,552)
Provisions For Contingencies 0 0 7,510,000 10,000,000 2,490,000
TOTAL REQUIREMENTS 3,468,739,798 3,638,883,214 4,054,806,412 3,983,363,690 (71,442,722)
Allocated Positions (FTE) 9,334 9,397 9,378 9,381 3
County Summary Information
482 County of Contra Costa FY 2020-2021 Recommended Budget
ALL COUNTY AND DISTRICTS MAJOR FUNDS
Major Fund: CONTRA COSTA FIRE
Summary
2017-18
Actuals
2018-19
Actuals
2019-20
Budget
2020-21
Recommended
2020-21
Change
SOURCES
Taxes Current Property 116,983,072 125,945,904 130,204,300 136,783,250 6,578,950
Taxes Other Than Cur Prop (389,177) (198,046) 0 0 0
License/Permit/Franchises 0 0 0 0 0
Fines/Forfeits/Penalties 2,495 0 0 0 0
Use Of Money & Property 2,116 5,282 5,100 7,000 1,900
Intergovernmental Revenue 4,866,659 5,312,998 5,881,815 5,243,900 (637,915)
Charges For Services 59,126,311 62,905,322 63,056,348 67,412,850 4,356,502
Miscellaneous Revenue 22,044,459 19,650,179 5,500,432 7,115,275 1,614,843
Total Revenue 202,635,934 213,621,640 204,647,995 216,562,275 11,914,280
Fund Balance (15,791,222) (11,000,168) 59,918,575 37,897,735 (22,020,840)
TOTAL SOURCES 186,844,712 202,621,472 264,566,570 254,460,010 (10,106,560)
REQUIREMENTS
Salaries And Benefits 94,475,617 102,757,616 133,604,438 141,318,210 7,713,772
Services And Supplies 47,367,895 51,571,469 81,610,330 59,480,977 (22,129,353)
Other Charges 20,436,263 20,685,262 21,200,230 23,804,397 2,604,167
Fixed Assets 2,713,197 8,227,656 7,525,416 8,637,977 1,112,561
Expenditure Transfers 21,851,740 19,379,470 20,626,156 21,218,449 592,293
TOTAL REQUIREMENTS 186,844,712 202,621,472 264,566,570 254,460,010 (10,106,560)
Allocated Positions (FTE) 368 409 426 436 10
County Summary Information
County of Contra Costa FY 2020-2021 Recommended Budget 483
ALL COUNTY AND DISTRICTS MAJOR FUNDS
Major Fund: HMO ENTERPRISE FUND
Summary
2017-18 Actuals 2018-19 Actuals 2019-20 Budget 2020-21 Recommended 2020-21 Change
SOURCES
External Health Plan Revenue 856,040,008 860,799,328 846,344,741 820,223,229 (26,121,512)
Total Revenue 856,040,008 860,799,328 846,344,741 820,223,229 (26,121,512)
Fund Balance (20,113,067) (5,335,126) 0 0 0
TOTAL SOURCES 787,303,322 835,926,941 708,503,066 639,284,840 (69,218,226)
REQUIREMENTS
Salaries and Benefits 25,749,557 27,237,683 27,430,242 29,465,931 2,035,689
Services and Supplies 641,656,389 626,581,654 705,661,355 679,473,368 (26,187,987)
Other Charges 168,520,995 201,644,864 113,253,144 111,283,930 (1,969,214)
TOTAL REQUIREMENTS 835,926,941 855,464,202 846,344,741 820,223,229 (26,121,512)
Allocated Positions (FTE) 180 180 172 172 0
County Summary Information
484 County of Contra Costa FY 2020-2021 Recommended Budget
ALL COUNTY AND DISTRICT MAJOR FUNDS
Major Fund: HOSPITAL ENTERPRISE FUND
Summary
2017-18 Actuals 2018-19 Actuals 2019-20 Budget 2020-21 Recommended 2020-21 Change
SOURCES
Medicare Patient Services 44,511,789 43,807,539 43,212,568 43,802,311 589,743
Medi-Cal Patient Services 320,172,013 338,520,701 299,209,084 296,508,565 (2,700,519)
Hlth Plan Patient Svcs 100,810,806 111,568,562 114,617,883 111,927,074 (2,690,809)
Private Pay Patient Svcs 10,279,766 9,916,662 11,346,312 8,444,330 (2,901,982)
Interdept Patient Svcs 4,034,614 4,109,793 3,809,780 3,565,338 (244,442)
Other Hospital Revenues 76,032,558 72,383,051 81,004,424 89,155,850 8,151,426
Charges To Gen Fund Units 30,911,347 38,267,879 29,833,610 31,722,898 1,889,288
External Health Plan Revenue 7,919,820 6,697,190 29,727,197 29,802,480 75,283
Enterprise Fund Subsidy 22,088,071 23,303,628 56,358,712 73,245,000 16,886,288
Schools Funds Revenue 919,362 961,331 919,362 961,331 41,969
Total Revenue 617,680,147 649,536,335 670,038,932 689,135,177 19,096,245
Fund Balance (7,365,131) (17,086,922) 0 0 0
TOTAL SOURCES 610,315,015 632,449,413 670,038,932 689,135,177 19,096,245
REQUIREMENTS
Salaries And Benefits 397,249,997 416,932,232 435,843,653 455,847,304 20,003,651
Services And Supplies 211,918,138 215,396,898 210,662,286 209,173,376 (1,488,910)
Other Charges 1,146,880 120,282 13,021,063 13,386,283 365,220
Fixed Assets 0 0 10,511,930 10,728,214 216,284
TOTAL REQUIREMENTS 610,315,015 632,449,413 670,038,932 689,135,177 19,096,245
Allocated Positions (FTE) 2,285 2,351 2,294 2,294 0
County Summary Information
County of Contra Costa FY 2020-2021 Recommended Budget 485
ALL COUNTY AND DISTRICT MAJOR FUNDS
ALL NON-MAJOR FUNDS
Summary
2017-18 Actuals 2018-19 Actuals 2019-20 Budget 2020-21 Recommended 2020-21 Change
SOURCES
Other Hospital Revenues 2,259,476 1,808,980 1,703,881 1,796,440 92,559
External Health Plan Revenue 69,983,250 72,215,138 69,559,667 71,992,696 2,433,029
Enterprise Fund Subsidy 3,986,288 3,986,288 3,986,288 3,986,000 (288)
Major Risk Med Ins Revenue 695 0 0 0 0
Taxes Current Property 27,908,156 29,764,995 30,410,610 31,788,793 1,378,183
Taxes Other Than Cur Prop (89,005) (45,414) (75,118) (45,775) 29,343
License/Permit/Franchises 20,708,995 17,415,668 18,983,168 19,390,140 406,972
Fines/Forfeits/Penalties 5,749,867 5,318,098 4,996,968 5,273,288 276,320
Use Of Money & Property 8,340,282 10,997,085 9,966,151 11,470,831 1,504,680
Intergovernmental Revenue 298,025,431 330,942,925 365,340,967 374,506,398 9,165,431
Charges For Services 22,279,719 18,068,083 21,448,418 22,204,177 755,759
Miscellaneous Revenue 103,676,049 104,722,695 121,678,993 116,495,575 (5,183,418)
Total Revenue 562,829,202 595,194,541 647,999,993 658,858,563 10,858,570
Fund Balance (net) (20,265,384) (28,257,394) 89,700,053 32,670,746 (57,029,307)
TOTAL SOURCES 542,563,818 566,937,147 737,700,046 691,529,309 (46,170,737)
REQUIREMENTS
Salaries And Benefits 73,942,408 77,410,324 90,494,963 95,546,259 5,051,296
Services And Supplies 131,742,457 135,453,294 210,778,106 191,332,129 (19,445,977)
Other Charges 71,018,820 75,607,084 82,416,678 81,687,726 (728,952)
Fixed Assets 988,987 1,164,183 11,045,227 5,995,074 (5,050,153)
Expenditure Transfers 264,871,146 277,302,261 342,965,072 316,968,121 (25,996,951)
TOTAL REQUIREMENTS 542,563,818 566,937,147 737,700,046 691,529,309 (46,170,737)
Allocated Positions (FTE) 703 701 721 718 (3)
County Summary Information
486 County of Contra Costa FY 2020-2021 Recommended Budget
ALL COUNTY AND DISTRICTS MAJOR FUNDS
Major Fund: GENERAL FUND - All Functional Groups
Summary
2017-18
Actuals
2018-19
Actuals
2019-20
Budget
2020-21
Recommended
2020-21
Change
SOURCES
Taxes Current Property 375,600,768 400,775,908 403,000,000 430,753,000 27,753,000
Taxes Other Than Cur Prop 28,215,952 30,389,152 26,500,000 30,060,000 3,560,000
License/Permit/Franchises 12,470,215 12,045,021 11,837,964 12,733,764 895,800
Fines/Forfeits/Penalties 24,958,909 4,374,054 23,883,010 24,371,494 488,484
Use Of Money & Property 15,583,343 26,592,050 21,527,241 19,672,059 (1,855,183)
Intergovernmental Revenue 553,039,363 583,283,017 611,047,942 707,550,872 96,502,929
Charges For Services 235,014,322 252,283,838 259,648,150 193,567,629 (66,080,521)
Miscellaneous Revenue 294,565,459 356,307,493 348,707,694 363,767,158 15,059,464
Total Revenue 1,539,448,331 1,666,050,533 1,706,152,001 1,782,475,976 76,323,973
Net Fund Cost (59,514,308) (82,018,081) 94,570,692 0 (94,570,691)
TOTAL SOURCES 1,479,934,023 1,584,032,452 1,800,722,693 1,782,475,975 (18,246,718)
REQUIREMENTS
Salaries And Benefits 806,215,365 833,337,691 941,633,166 982,697,033 41,063,867
Services And Supplies 521,242,842 572,509,862 642,091,129 606,604,585 (35,486,544)
Other Charges 229,837,734 232,673,222 276,221,897 298,483,765 22,261,868
Fixed Assets 41,082,346 76,441,072 65,164,397 24,825,089 (40,339,308)
Expenditure Transfers (118,444,263) (130,929,394) (131,897,896) (140,134,497) (8,236,601)
Provisions For Contingencies 0 0 7,510,000 10,000,000 2,490,000
TOTAL REQUIREMENTS 1,479,934,023 1,584,032,452 1,800,722,693 1,782,475,975 (18,246,718)
Allocated Positions (FTE) 6,166 6,165 6,191 6,197 6
County Summary Information
County of Contra Costa FY 2020-2021 Recommended Budget 487
ALL COUNTY AND DISTRICTS MAJOR FUNDS
Major Fund: GENERAL FUND - General Government Functional Group
Summary
2017-18 Actuals 2018-19 Actuals 2019-20 Budget 2020-21 Recommended 2020-21 Change
Taxes Current Property 375,600,768 400,775,908 403,000,000 430,753,000 27,753,000
Taxes Other Than Cur Prop 28,215,952 30,389,152 26,500,000 30,060,000 3,560,000
License/Permit/Franchises 10,600,698 10,384,579 10,008,214 10,909,014 900,800
Fines/Forfeits/Penalties 21,314,841 1,029,077 20,704,999 21,037,499 332,500
Use Of Money & Property 15,097,053 26,128,926 21,092,917 19,202,154 (1,890,763)
Intergovernmental Revenue 22,297,650 39,246,130 27,783,233 29,510,969 1,727,736
Charges For Services 95,607,271 100,206,198 100,783,705 106,017,371 5,233,666
Miscellaneous Revenue 69,555,987 112,943,232 65,184,752 67,617,247 2,432,495
Total Revenue 638,290,219 721,103,202 675,057,820 715,107,254 40,049,434
Net Fund Cost (365,476,407) (412,328,599) (297,242,638) (410,607,000) (113,364,36
TOTAL SOURCES 272,813,811 308,774,603 377,815,182 304,500,254 (73,314,928)
REQUIREMENTS
Salaries And Benefits 129,997,101 134,371,737 163,281,511 169,782,865 6,501,354
Services And Supplies 165,287,746 168,208,929 217,432,434 182,001,906 (35,430,528)
Other Charges 47,967,437 48,261,726 49,537,717 48,989,077 (548,640)
Fixed Assets 38,690,326 72,509,744 60,594,295 18,689,310 (41,904,985)
Expenditure Transfers (109,128,798) (114,577,533) (120,540,775) (124,962,904) (4,422,129)
Provisions For Contingencies 0 0 7,510,000 10,000,000 2,490,000 TOTAL REQUIREMENTS 272,813,811 308,774,603 377,815,182 304,500,254 (73,314,928)
Allocated Positions (FTE) 1,112 1,134 1,141 1,134 (7)
County Summary Information
488 County of Contra Costa FY 2020-2021 Recommended Budget
ALL COUNTY AND DISTRICTS MAJOR FUNDS
Major Fund: GENERAL FUND - Health and Human Services Functional
Group
Summary
2017-18 Actuals 2018-19 Actuals 2019-20 Budget 2020-21 Recommended 2020-21 Change
SOURCES
License/Permit/Franchises 178,872 210,238 174,000 169,000 (5,000)
Fines/Forfeits/Penalties 973,209 757,199 659,118 725,103 65,984
Use Of Money & Property 486,291 463,124 434,324 469,905 35,580
Intergovernmental Revenue 419,124,339 436,049,644 472,310,516 565,556,191 93,245,675
Charges For Services 97,948,637 109,672,352 114,261,304 42,052,682 (72,208,622)
Miscellaneous Revenue 167,140,247 182,524,562 219,671,656 229,018,809 9,347,153
Total Revenue 685,851,595 729,677,118 807,510,918 837,991,689 30,480,771
Net Fund Cost 114,414,069 126,847,816 167,474,434 189,002,000 21,527,566
TOTAL SOURCES 800,265,664 856,524,934 974,985,352 1,026,993,689 52,008,337
REQUIREMENTS
Salaries And Benefits 346,215,732 359,267,214 418,537,533 442,766,770 24,229,237
Services And Supplies 304,156,668 352,785,297 364,131,644 371,606,330 7,474,686
Other Charges 161,107,630 162,592,045 205,478,852 227,580,791 22,101,939
Fixed Assets 695,402 1,330,601 1,325,126 2,897,803 1,572,677
Expenditure Transfers (11,909,768) (19,450,223) (14,487,803) (17,858,005) (3,370,202)
TOTAL REQUIREMENTS 800,265,664 856,524,934 974,985,352 1,026,993,689 52,008,337
Allocated Positions (FTE) 3,245 3,188 3,217 3,222 5
County Summary Information
County of Contra Costa FY 2020-2021 Recommended Budget 489
ALL COUNTY AND DISTRICTS MAJOR FUNDS
Major Fund: GENERAL FUND - Law and Justice Functional Group
Summary
2017-18 Actuals 2018-19 Actuals 2019-20 Budget 2020-21 Recommended 2020-21 Change
SOURCES
License/Permit/Franchises 1,690,645 1,450,204 1,655,750 1,655,750 0
Fines/Forfeits/Penalties 2,670,859 2,587,779 2,518,892 2,608,892 90,000
Intergovernmental Revenue 111,617,375 107,987,242 110,954,194 112,483,712 1,529,518
Charges For Services 41,458,413 42,405,289 44,603,141 45,497,576 894,435
Miscellaneous Revenue 57,869,225 60,839,699 63,851,286 67,131,102 3,279,816
Total Revenue 215,306,517 215,270,213 223,583,263 229,377,032 5,793,769
Net Fund Cost 191,548,030 203,462,702 224,338,896 221,605,000 (2,733,896)
TOTAL SOURCES 406,854,548 418,732,915 447,922,159 450,982,032 3,059,873
REQUIREMENTS
Salaries And Benefits 330,002,532 339,698,740 359,814,122 370,147,398 10,333,276
Services And Supplies 51,798,427 51,515,635 60,527,051 52,996,349 (7,530,702)
Other Charges 20,762,666 21,819,451 21,205,328 21,913,897 708,569
Fixed Assets 1,696,618 2,600,726 3,244,976 3,237,976 (7,000)
Expenditure Transfers 2,594,304 3,098,362 3,130,682 2,686,412 (444,270)
TOTAL REQUIREMENTS 406,854,548 418,732,915 447,922,159 450,982,032 3,059,873
Allocated Positions (FTE) 1,809 1,844 1,833 1,841 8
County Summary Information
490 County of Contra Costa FY 2020-2021 Recommended Budget
GENERAL FUND
Summary of Expenditures and Revenues with Compensation Information
General Fund
2018-19
Actuals
2019-20
Budget
2020-21
Baseline
2020-21
Recommended Change
Expense
Salaries And Benefits 833,337,691 941,633,166 976,078,053 982,697,033 6,618,980
Services And Supplies 572,509,862 642,091,129 606,800,376 606,604,585 (195,791)
Other Charges 232,673,222 276,221,897 298,483,765 298,483,765 0
Fixed Assets 76,441,072 65,164,397 24,867,512 24,825,089 (42,423)
Provisions For Contingencies 0 7,510,000 10,000,000 10,000,000 0
Expenditure Transfers (130,929,394) (131,897,896) (139,715,627) (140,134,497) (418,870)
Expense Total 1,584,032,452 1,800,722,693 1,776,514,079 1,782,475,975 5,961,896
Revenue
Other Local Revenue 1,012,789,161 1,031,291,686 1,073,216,820 1,075,493,058 2,276,238
Federal Assistance 263,332,630 296,008,106 297,705,944 298,414,693 708,749
State Assistance 389,928,743 387,671,892 408,568,223 408,568,223 0
Revenue Total 1,666,050,533 1,714,971,684 1,779,490,988 1,782,475,975 2,984,987
Net County Cost (NCC): (82,018,081) 85,751,009 (2,976,909) 0 2,976,909
Allocated Positions (FTE) 6,165.0 6,190.7 6,125.0 6,196.8 71.8
Financial Indicators
Salaries as % of Total Exp 53% 52% 55% 55%
% Change in Total Exp 14% (1%) 0%
% Change in Total Rev 3% 4% 0%
% Change in NCC (207%)(103%)(100%)
Compensation Information
Permanent Salaries 446,574,085 520,596,143 543,273,444 547,125,729 3,852,285
Temporary Salaries 15,115,347 11,512,645 10,457,832 10,374,348 (83,484)
Permanent Overtime 23,900,803 15,957,910 15,843,106 15,843,106 0
Deferred Comp 4,136,952 5,645,672 6,063,050 6,097,331 34,281
Hrly Physician Salaries 56,134 86,174 66,632 66,632 0
Perm Physicians Salaries 2,469,415 4,644,956 6,156,185 6,156,185 0
Perm Phys Addnl Duty Pay 39,600 40,490 30,846 30,846 0
Comp & SDI Recoveries (2,539,076) (1,707,734) (1,637,117) (1,637,117) 0
FICA/Medicare 28,691,568 33,201,071 34,689,433 34,979,650 290,217
Ret Exp-Pre 97 Retirees 1,885,215 2,108,443 2,138,335 2,138,335 0
Retirement Expense 186,942,342 208,963,812 213,644,765 215,326,649 1,681,884
Excess Retirement 201,468 174,505 211,517 211,517 0
Employee Group Insurance 65,287,063 83,192,890 89,475,264 90,219,890 744,626
Retiree Health Insurance 30,477,627 30,493,217 30,970,709 30,970,709 0
OPEB Pre-Pay 13,192,304 13,135,114 13,077,515 13,077,515 0
Unemployment Insurance 180,031 258,082 532,917 537,182 4,265
Workers Comp Insurance 16,750,310 13,329,774 11,083,621 11,178,527 94,906
Labor Received/Provided (23,496) 0 0 0 0
County Summary Information
County of Contra Costa FY 2020-2021 Recommended Budget 491
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 2020-21 is $526,943,000 or 29.5% 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 $2.5 million
in Debt Service revenue is programmed as operational revenue.
Changes in Overall Share of General Purpose Revenue
2019-20
Recommended
Share
of Total
2020-21
Recommended
Share of
Total
Agriculture-Weights/Measures 2,500,000 0.5% 2,500,000 0.5%
Animal Services 4,500,000 0.9% 4,500,000 0.9%
Assessor 16,250,000 3.3% 17,000,000 3.2%
Auditor-Controller 3,500,000 0.7% 3,550,000 0.7%
Board Of Supervisors 7,060,000 1.4% 7,260,000 1.4%
Capital Improvements 16,500,000 3.3% 16,500,000 3.1%
Central Support Services: 6,990,000 1.4% 7,022,000 1.3%
Clerk-Recorder Elections 6,868,000 1.4% 6,000,000 1.1%
Conflict Defense Services 6,000,000 1.2% 5,400,000 1.0%
Conservation & Development 785,000 0.2% 785,000 0.1%
Contingency Reserve 10,000,000 2.0% 10,000,000 1.9%
County Administrator 7,420,000 1.5% 8,116,000 1.5%
County Counsel 2,000,000 0.4% 1,450,000 0.3%
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 21,746,000 4.4% 23,180,000 4.4%
Employee/Retiree Benefits 5,500,000 1.1% 3,694,000 0.7%
Employment and Human Services 26,913,000 5.5% 31,000,000 5.9%
Health Services 134,636,000 27.3% 158,356,000 30.1%
Human Resources 3,200,000 0.6% 2,750,000 0.5%
Justice System Development/Planning 1,790,000 0.4% 1,790,000 0.3%
Probation 44,000,000 8.9% 44,500,000 8.4%
Public Defender 26,542,000 5.4% 29,310,000 5.6%
Public Works 27,000,000 5.5% 27,200,000 5.2%
Sheriff-Coroner 97,725,000 19.8% 101,605,000 19.3%
Superior Court Related Functions 11,320,000 2.3% 11,320,000 2.1%
Treasurer-Tax Collector 2,450,000 0.5% 2,675,000 0.5%
Veterans Service 1,200,000 0.2% 1,325,000 0.3%
General Purpose Revenue 492,550,000 100.0% 526,943,000 100.0%
County Summary Information
492 County of Contra Costa FY 2020-2021 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 sufficient to fund the majority of Baseline
requests in the FY 2020-21 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 541.
Comparison of Share between Baseline Request and Recommended Budget
2020-21 Baseline Share of Total 2020-21 Recommended Share of Total
Agriculture-Weights/Measures 2,504,336 0.5% 2,500,000 0.5%
Animal Services 4,870,000 0.9% 4,500,000 0.9%
Assessor 17,000,000 3.2% 17,000,000 3.2%
Auditor-Controller 4,237,855 0.8% 3,550,000 0.7%
Board Of Supervisors 7,260,000 1.4% 7,260,000 1.4%
Capital Improvements 16,500,000 3.1% 16,500,000 3.1%
Central Support Services: 7,022,000 1.3% 7,022,000 1.3%
Clerk-Recorder Elections 6,000,000 1.1% 6,000,000 1.1%
Conflict Defense Services 5,400,000 1.0% 5,400,000 1.0%
Conservation & Development 785,000 0.1% 785,000 0.1%
Contingency Reserve 10,000,000 1.9% 10,000,000 1.9%
County Administrator 8,116,000 1.5% 8,116,000 1.5%
County Counsel 1,991,698 0.4% 1,450,000 0.3%
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 23,000,000 4.4% 23,180,000 4.4%
Employee/Retiree Benefits 3,694,000 0.7% 3,694,000 0.7%
Employment and Human Services 31,383,089 6.0% 31,000,000 5.9%
Health Services 155,816,000 29.7% 158,356,000 30.1%
Human Resources 2,828,113 0.5% 2,750,000 0.5%
Justice System Development/Planning 1,790,000 0.3% 1,790,000 0.3%
Probation 44,500,000 8.5% 44,500,000 8.4%
Public Defender 29,148,000 5.6% 29,310,000 5.6%
Public Works 27,000,000 5.2% 27,200,000 5.2%
Sheriff-Coroner 99,645,000 19.0% 101,605,000 19.3%
Superior Court Related Functions 11,320,000 2.2% 11,320,000 2.1%
Treasurer-Tax Collector 2,675,000 0.5% 2,675,000 0.5%
Veterans Service 1,325,000 0.3% 1,325,000 0.3%
523,966,091 1 100.0% 526,943,000 100.0%
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 2020-2021 Recommended Budget 493
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, 85.1% 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
2020-21 Baseline Share of Total 2020-21 Recommended Share of Total
Health Services 155,816,000 29.7% 158,356,000 30.1%
Sheriff-Coroner 99,645,000 19.0% 101,605,000 19.3%
Probation 44,500,000 8.5% 44,500,000 8.4%
Employment and Human Services 31,383,089 6.0% 31,000,000 5.9%
Public Defender 29,148,000 5.6% 29,310,000 5.6% 85.1%
Public Works 27,000,000 5.2% 27,200,000 5.2%
District Attorney 23,000,000 4.4% 23,180,000 4.4%
Assessor 17,000,000 3.2% 17,000,000 3.2%
Capital Improvements 16,500,000 3.1% 16,500,000 3.1%
Superior Court Related Functions 11,320,000 2.2% 11,320,000 2.1%
Contingency Reserve 10,000,000 1.9% 10,000,000 1.9%
County Administrator 8,116,000 1.5% 8,116,000 1.5%
Board Of Supervisors 7,260,000 1.4% 7,260,000 1.4%
Central Support Services: 7,022,000 1.3% 7,022,000 1.3%
Clerk-Recorder Elections 6,000,000 1.1% 6,000,000 1.1%
Conflict Defense Services 5,400,000 1.0% 5,400,000 1.0%
Animal Services 4,870,000 0.9% 4,500,000 0.9%
Employee/Retiree Benefits 3,694,000 0.7% 3,694,000 0.7%
Auditor-Controller 4,237,855 0.8% 3,550,000 0.7% 14.9%
Human Resources 2,828,113 0.5% 2,750,000 0.5%
Treasurer-Tax Collector 2,675,000 0.5% 2,675,000 0.5%
Agriculture-Weights/Measures 2,504,336 0.5% 2,500,000 0.5%
Justice System Development/Planning 1,790,000 0.3% 1,790,000 0.3%
County Counsel 1,991,698 0.4% 1,450,000 0.3%
Veterans Service 1,325,000 0.3% 1,325,000 0.3%
Conservation & Development 785,000 0.1% 785,000 0.1%
Crockett-Rodeo Revenues 560,000 0.1% 560,000 0.1%
Department Of Information Technology 95,000 <0.1% 95,000 <0.1%
Debt Service (2,500,000) (0.5%) (2,500,000) (0.5%)
523,966,091 1 100.0% 526,943,000 100.0%
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
494 County of Contra Costa FY 2020-2021 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.
2020-21 2020-21
Baseline Recommended Difference
County Departments
Agriculture-Weights/Measures 7,067,336 7,063,000 (4,336)
Animal Services 12,980,000 12,610,000 (370,000)
Assessor 21,733,889 21,733,889 (0)
Auditor-Controller 11,041,777 10,353,922 (687,855)
Board Of Supervisors 8,480,000 8,480,000 0
Capital Improvements 18,367,600 18,367,600 0
Central Support Services: 13,620,864 13,620,864 (0)
Child Support Services 20,844,144 21,282,000 437,856
Clerk-Recorder Elections 28,472,000 28,472,000 (0)
Conservation & Development 72,343,936 72,343,936 0
Contingency Reserve 10,000,000 10,000,000 0
County Administrator 19,515,000 19,515,000 (0)
County Counsel 7,794,790 7,253,092 (541,698)
Conflict Defense Services 5,400,000 5,400,000 0
Crockett-Rodeo Revenues 560,000 560,000 0
Debt Service 50,341,296 50,341,296 0
Department Of Information Technology 7,822,595 7,956,271 133,676
District Attorney 49,885,000 50,065,000 180,000
Employee/Retiree Benefits 3,694,000 3,694,000 0
Employment and Human Services 544,231,394 546,485,000 2,253,606
Health Services 2,168,913,630 2,171,453,630 2,540,000
Human Resources 11,121,756 11,183,366 61,610
Justice System Development/Planning 10,073,050 10,073,050 0
Library 36,318,000 36,318,000 0
Probation 82,055,170 82,055,710 0
Public Defender 34,449,000 34,611,000 162,000
Public Safety Realignment 189,421,000 189,421,000 0
Public Works 244,221,216 244,421,216 200,000
Sheriff-Coroner 260,864,693 263,116,498 2,251,805
Superior Court Related Functions 17,492,000 17,492,000 0
Treasurer-Tax Collector 5,934,350 5,934,350 0
Veterans Service 1,687,000 1,687,000 0
Total County 3,976,747,026 3,983,363,690 6,616,664
Special Districts
CCC Fire Protection District 198,675,010 199,978,010 1,303,000
CCCFPD EMS Transport Fund 54,358,000 54,482,000 124,000
Crockett/Carquinez Fire 686,000 686,000 0
Special Districts (Other Than Fire) 232,588,579 232,588,579 0
Appropriations Grand Total 4,463,054,615 4,471,098,279 8,043,664
County Summary Information
County of Contra Costa FY 2020-2021 Recommended Budget 495
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: $3.98 Billion
GENERAL FUND: $1.78 Billion
General,
$240,461,549 , 6%
Public Protection,
$656,520,761 , 16%
Health & Sanitation,
$2,138,992,127 , 54%
Public Assistance,
$702,356,636 , 18%
Education,
$36,318,000 , 1%
Public Ways & Facilities,
$148,373,321 , 4%Debt Service,
$50,341,296 , 1%Appropriations for Contingencies,
$10,000,000 , <1%
General,
$216,631,708 , 12%
Public Protection,
$496,955,535 , 28%Health & Sanitation,
$488,175,186 , 27%
Public Assistance,
$524,253,000 , 29%
Public Ways & Facilities,
$46,460,546 , 3%
Appropriations for Contingencies,
$10,000,000 ,< 1%
County Summary Information
496 County of Contra Costa FY 2020-2021 Recommended Budget
POSITION SUMMARY
All County Funds
The table below provides FTE positions for all funds for two prior years (2017-18 and 2018-19
Actuals), current year (2019-20 Budget), Projected Year (2020-21 Baseline), and for the 2020-21
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 are
rounded/funded FTEs. Agriculture-Weights/Measures had a decrease of 1.3 FTE, Animal
Services a decrease of 4.0 FTE, Child Support an increase of 5.0 FTE, Department of Information
Technology an increase of 1.0 FTE, District Attorney an increase of 2.0 FTE, Employment and
Human Services a net increase of 20.0 FTE (after elimination of 62.0 vacant/unfunded positions),
Health Services an increase of 29.1 FTE, Human Resources an increase of 1.0 FTE, Public Works
an increase of 1.0 FTE, Sheriff-Coroner an increase of 25.0 FTE, Contra Costa County Fire
Protection District an increase of 9.0 FTE, and CCC Fire Protection District EMS Transport an
increase of 1.0 FTE.
2017-18
Actuals
2018-19
Actuals
2019-20
Budget
2020-21
Baseline
2020-21
Recommended
Net
Change
County Departments
Agriculture-Weights/Measures 41.6 44.6 45.6 45.6 44.3 (1.3)
Animal Services 77.0 77.0 77.0 77.0 73.0 (4.0)
Assessor 122.0 122.0 122.0 112.0 112.0 0.0
Auditor-Controller 60.0 60.0 60.0 60.0 60.0 0.0
Board Of Supervisors 31.9 32.3 31.8 31.8 31.8 0.0
Central Support Services 45.0 44.0 43.0 43.0 43.0 0.0
Child Support Services 144.0 144.0 153.0 152.0 157.0 5.0
Clerk-Recorder Elections 82.5 82.5 81.5 81.5 81.5 0.0
Conservation & Development 173.0 177.0 186.0 186.0 186.0 0.0
County Administrator 34.0 34.0 36.3 36.3 36.3 0.0
County Counsel 51.0 52.0 52.0 52.0 52.0 0.0
Dept of Information Technology 82.0 84.0 84.0 85.0 86.0 1.0
District Attorney 205.5 221.5 222.6 222.6 224.6 2.0
Employ’t and Human Services 2,008.6 1,902.5 1,903.5 1,852.0 1,872.0 20.0
Health Services 3,809.7 3,917.1 3,879.7 3,879.7 3,908.8 29.1
Human Resources 52.0 52.0 51.0 51.0 52.0 1.0
Justice System Dev/Planning 5.0 5.0 5.0 5.0 5.0 0.0
Library 197.8 200.7 204.3 204.3 204.3 0.0
Probation 366.5 367.5 345.5 330.5 330.5 0.0
Public Defender 115.3 137.1 143.0 143.0 143.0 0.0
Public Works 527.8 542.8 548.8 549.0 550.0 1.0
Sheriff-Coroner 1,062.5 1,058.5 1,062.5 1,062.5 1,087.5 25.0
Treasurer-Tax Collector 29.5 29.5 30.5 30.5 30.5 0.0
Veterans Service 9.5 9.5 9.5 10.0 10.0 0.0
Total County FTE 9,333.7 9,397.1 9,378.1 9,302.2 9,381.0 78.8
Special Districts
CCC Fire District-Consolidated 360.6 397.6 413.6 413.6 422.6 9.0
CCCFPD Ems Transport Fund 7.0 11.0 12.0 12.0 13.0 1.0
Special Districts (Not Fire) 16.0 17.0 17.0 17.0 17.0 0.0
All Funds FTE 9,717.3 9,822.6 9,820.6 9,744.8 9,833.6 88.8
County Summary Information
County of Contra Costa FY 2020-2021 Recommended Budget 497
POSITION SUMMARY
General Fund
The table below provides FTE positions for the General Fund for two prior years (2017-18 and
2018-19 Actuals), current year (2019-20 Budget), Projected Year (2020-21 Baseline), 2020-21
Recommended Budget, and net change from Baseline to Recommended. These figures are
independently rounded by Department.
2017-18 2018-19 2019-20 2020-21 2020-21 Net
Actuals Actuals Budget Baseline Recommended Change
General Fund Departments
Agriculture-Weights/Measures 41.6 44.6 45.6 45.6 44.3 (1.3)
Animal Services 77.0 77.0 77.0 77.0 73.0 (4.0)
Assessor 122.0 122.0 122.0 112.0 112.0 0.0
Auditor-Controller 60.0 60.0 60.0 60.0 60.0 0.0
Board Of Supervisors 31.9 32.3 31.8 31.8 31.8 0.0
Central Support Services 45.0 44.0 43.0 43.0 43.0 0.0
Clerk-Recorder Elections 71.5 71.5 70.5 70.5 70.5 0.0
Conservation & Development 2.0 3.0 5.0 5.0 5.0 0.0
County Administrator 34.0 34.0 36.3 36.3 36.3 0.0
County Counsel 51.0 52.0 52.0 52.0 52.0 0.0
Dept Of Information Tech 82.0 84.0 84.0 85.0 86.0 1.0
District Attorney 205.5 221.5 222.6 222.6 224.6 2.0
Employ’ and Human Svc 1,890.6 1,792.5 1,793.5 1,751.0 1,769.0 18.0
Health Services 1,344.8 1,385.7 1,413.7 1,413.7 1,442.8 29.1
Human Resources 52.0 52.0 51.0 51.0 52.0 1.0
Justice System Dev/Planning 5.0 5.0 5.0 5.0 5.0 0.0
Probation 366.5 367.5 345.5 330.5 330.5 0.0
Public Defender 115.3 137.1 143.0 143.0 143.0 0.0
Public Works 489.8 504.8 509.8 510.0 511.0 1.0
Sheriff-Coroner 1,039.5 1,035.5 1,039.5 1,039.5 1,064.5 25.0
Treasurer-Tax Collector 29.5 29.5 30.5 30.5 30.5 0.0
Veterans Service 9.5 9.5 9.5 10.0 10.0 0.0
Total General Fund FTEs 6,166.1 6,165.0 6,190.7 6,125.0 6,196.8 71.8
County Summary Information
498 County of Contra Costa FY 2020-2021 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 2010-2019
0
100
200
300
400
500
600
700
2010 2011 2012 2013 2014 2015 2016 2017 2018 2019
179
413
308
141 208 174 156 145 181 171
105
208
81
58
91
40 64 83
89 128
Balance of Year Month of March
County Summary Information
County of Contra Costa FY 2020-2021 Recommended Budget 499
DISCUSSION OF MAJOR REVENUE SOURCES
All County Funds
Intergovernmental Revenue: $1.082 Billion/27.4% 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. Note that a significant portion of
the increase in FY 2020-21 is due to recategorizing $72.2 million from the “Charges for Services”
revenue category to the “Intergovernmental” revenue category.
State Aid Realignment-Sales Tax ($229.0 million): Contra Costa’s total Realignment-Sales
Tax revenue is budgeted at $229.0 million, 78.9% 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 $8.3 billion
to local governments to fund various criminal justice, mental health and social services programs
in the current year and $8.6 billion is estimated in FY 2020-21. In FY 2020-21, Contra Costa
County’s share of community corrections base allocation will be increased; however, while our
“Base” is increasing in FY 2020-21 over FY 2019-20, 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 2020-21, 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
$1,050,000
$1,100,000
2015-16
Actual
2016-17
Actual
2017-18
Actual
2018-19
Actual
2019-20
Budget
2020-21
Recommended
$780,170
$836,367 $851,065
$914,226
$976,389
$1,082,057
Intergovernmental Revenue
(in thousands of dollars)
County Summary Information
500 County of Contra Costa FY 2020-2021 Recommended Budget
DISCUSSION OF MAJOR REVENUE SOURCES
All County Funds
Intergovernmental Revenue (continued)
Federal Aid ($273.8 million): The County is projecting to receive federal aid for a variety of
programs in FY 2020-21. The largest source provides support for CalWorks and CalFresh in the
Employment and Human Services Department ($86.6 million), which is distributed based in part
on caseload, program allocation and time studies. Some of the other programs are: adoptions
($8.9 million), child boarding homes ($10.9 million), community services administration ($37.3
million), other federal aid ($12.9 million), employment and training ($6.5 million), family
maintenance ($10.1 million), miscellaneous federal health projects ($10.6 million), highway
construction monies ($13.3 million), and HUD Block Grants ($13.4 million). The second largest
source is Medi-Cal for mental health services ($73.54 million), which is projected based upon
trend as well as State contract.
State Aid Public Safety Services ($88.1 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 2020-21 due to an increase in Proposition 172 statewide sales tax receipts. The increase
over the current year budgeted figures is $2.5 million.
State Aid Realignment-Mental Health ($28.5 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 $8.3 billion to local governments to fund various criminal justice, mental
health and social services programs in the current year and $8.6 billion is estimated in the FY
2020-21. Contra Costa’s total Realignment – Mental Health is budgeted at $28.5 million for FY
2020-21. 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 just
under $1 million in growth expected in FY 2020-21.
Title IV-D Revenues ($21.2 million): Child Support Services is projecting to receive just over
$21 million in Federal Family Support funds in FY 2020-21. 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 relatively flat as well.
County Summary Information
County of Contra Costa FY 2020-2021 Recommended Budget 501
DISCUSSION OF MAJOR REVENUE SOURCES
All County Funds
Hospital/Health Plan Revenue: $1.509 Billion/38.22% 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 ($820.2 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 ($296.5 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.
Health Plan Reimbursement ($111.9 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 Statewide 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.
$1,000,000
$1,150,000
$1,300,000
$1,450,000
$1,600,000
2015-16
Actual
2016-17
Actual
2017-18
Actual
2018-19
Actual
2019-20
Budget
2020-21
Recommended
$1,262,863
$1,432,207
$1,523,876 $1,561,056 $1,531,289 $1,509,903
Hospital/Health Plan Enterprise Fund Revenue
(in thousands of dollars)
County Summary Information
502 County of Contra Costa FY 2020-2021 Recommended Budget
DISCUSSION OF MAJOR REVENUE SOURCES
All County Funds
Hospital/Health Plan Revenue (continued)
Miscellaneous Hospital Revenue ($90.9 million): The County Hospital and Clinics are
expected to receive in excess of $90.9 million in miscellaneous revenues in FY 2020-21. This
revenue source varies drastically from year to year. In FY 2015-16 actual revenues from these
sources were $53.6 million, FY 2016-17 they were $69.6 million, FY 2017-18 they were $78.2
million and $74.1 million in FY 2018-19. 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 ($68.6 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 ($43.8 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 2020-2021 Recommended Budget 503
DISCUSSION OF MAJOR REVENUE SOURCES
All County Funds
Enterprise Fund Subsidy: $77.2 Million/1.9% 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 ($73.2 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 $73.2 million. A
strategic plan is under development to address the growth slowdown.
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
2015-16
Actual
2016-17
Actual
2017-18
Actual
2018-19
Actual
2019-20
Budget
2020-21
Recommended
$27,308 $27,436 $26,074 $27,290
$60,345 $77,231
Hospital Enterprise Fund Subsidy Revenue
(in thousands of dollars)
County Summary Information
504 County of Contra Costa FY 2020-2021 Recommended Budget
DISCUSSION OF MAJOR REVENUE SOURCES
All County Funds
Taxes: $492.5 Million/12.47% 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 ($296.2 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 Great 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 4.5% growth over current year projections from this revenue source.
$325,000
$350,000
$375,000
$400,000
$425,000
$450,000
$475,000
2015-16
Actual
2016-17
Actual
2016-17
Actual
2018-19
Actual
2019-20
Budget
2020-21
Recommended
$388,756
$411,531
$431,636
$460,885 $459,835
$492,556
Taxes
(in thousands of dollars)
County Summary Information
County of Contra Costa FY 2020-2021 Recommended Budget 505
DISCUSSION OF MAJOR REVENUE SOURCES
All County Funds
Taxes Revenue (continued)
Property Tax In-Lieu of Vehicle License Fees ($144.0 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 4.5% growth in VLF for FY 2020-21 based on property tax
projections.
Sales and Use Tax/In-Lieu Sales and Use Tax ($16.0 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 2020-21 Recommended Budget includes a slight increase in net
sales taxes.
County Summary Information
506 County of Contra Costa FY 2020-2021 Recommended Budget
DISCUSSION OF MAJOR REVENUE SOURCES
All County Funds
Other Major Revenues: $788.9 Million/19.97% 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. Note that the drop in FY 2020-21 is due to recategorizing $72.2 million from the
“Charges for Services” revenue category to “Intergovernmental”.
License/Permits/Franchises ($32.1 million): The majority of the County’s revenues in this
category come from construction permits ($15.6 million), franchise fees ($9.2 million), landfill
surcharges ($2.8 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 ($29.6 million): The majority of the County’s fines are from general
fines ($4.0 million), miscellaneous penalties ($2.4 million), vehicle code fines ($1.0 million), and
penalties and costs associated with delinquent taxes ($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.
Use of Money and Property ($31.1 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 $23.2 million from earnings on
investments, $4.6 million from aviation operations/rent and concessions from the Buchanan
Airport, and $1.5 million from rent on real estate and office space. Growth in projected earnings
from use of money and property has been decreased slightly, due to lower interest rates.
$300,000
$400,000
$500,000
$600,000
$700,000
$800,000
$900,000
2015-16
Actual
2016-17
Actual
2017-18
Actual
2018-19
Actual
2019-20
Budget
2020-21
Recommended
$654,219 $693,073 $743,347
$808,124 $851,497
$788,946
Other Major Revenues
(in thousands of dollars)
County Summary Information
County of Contra Costa FY 2020-2021 Recommended Budget 507
DISCUSSION OF MAJOR REVENUE SOURCES
All County Funds
Other Major Revenues (continued)
Charges for Services ($215.7 million): Fifteen of the 84 revenue sources in this category
account for over 75% of the revenue. Prior to FY 2020-21, the largest revenue in this category
($72.2 million) was Medi-Cal for mental health services revenues. These revenues are now
included as “Intergovernmental” revenues. The largest revenue is now for building maintenance
services. Building maintenance services costs account for $42.3 million, $5.6 for city contracts
for animal services, and $11.0 million for reciprocal transactions between governmental funds
(contracts and interfund loans). For the most part, these revenues are projected based upon
existing contracts. Contract law enforcement services accounts for $25.8 million and are based
upon current contracts to cover projected actual expenditures, The County also expects to receive
$18.5 million from health inspection fees, $7.7 million in recording fees, $8.5 million in assessment
collections, $7.1 million from planning and engineering services, $5.3 for communication services,
and $5.3 million for miscellaneous current services in FY 2020-21. These revenue projections
are based upon recent County trends.
Miscellaneous Revenue ($480.2 million): Over $384.9 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 ($14.3 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 remain relatively flat in FY 2020-21 and are based upon
planned future projects. The second largest miscellaneous revenues at $49.5 million are
contributions from other funds. Of this amount, $47.5 million is budgeted for the principal and
interest costs for the Pension Obligation Bonds for employee retirement liabilities ($44.8 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 123).
County Summary Information
508 County of Contra Costa FY 2020-2021 Recommended Budget
REVENUES BY TYPE
All County Funds
2017-18 2018-19 2019-20 2020-21 2020-21
Account Name Actuals Actuals Budget Recommend Change
Medicare Contr Allowance (138,515,228) (149,044,536) 0 0 0
Medicare RHS/IP 183,027,017 192,852,075 43,212,568 43,802,311 589,743
Medicare Patient Services 44,511,789 43,807,539 43,212,568 43,802,311 589,743
Medi-Cal Contr Allowance 176,683,722 210,293,359 0 0 0
Medi-Cal RHS/IP 143,488,291 128,227,342 299,209,084 296,508,565 (2,700,519)
Medi-Cal Patient Services 320,172,013 338,520,701 299,209,084 296,508,565 (2,700,519)
Health Plan Contr Allowance (299,708,804) (285,303,840) 0 0 0
Health Plan RHS/IP 400,519,610 396,872,402 114,617,883 111,927,074 (2,690,809)
Hlth Plan Patient Svcs 100,810,806 111,568,562 114,617,883 111,927,074 (2,690,809)
Bad Debt Allowance (40,471,670) (43,618,945) 0 0 0
Commercial RHS/IP 37,366,064 39,591,793 11,346,312 8,444,330 (2,901,982)
Individual RHS/IP 13,385,372 13,943,814 0 0 0
Private Pay Patient Svcs 10,279,766 9,916,662 11,346,312 8,444,330 (2,901,982)
Interdept Contr Allowance (1,943,408) (3,165,528) 0 0 0
Interdept RHS/IP 5,978,022 7,275,321 3,809,780 3,565,338 (244,442)
Interdept Patient Svcs 4,034,614 4,109,793 3,809,780 3,565,338 (244,442)
Other Contr Allowance (675,187) (1,082,436) 0 0 0
Other RHS/IP 675,187 1,082,436 0 0 0
Other Patient Svcs 0 0 0 0 0
Cafeteria Receipts 287,071 485,677 439,938 419,365 (20,573)
Education & Training Chgs 15,786 12,543 10,994 9,107 (1,887)
Equipment Trade-In Sales 0 139,000 0 0 0
Gain on Dsp Sl-Fxd Assets 3,000 12,648 0 0 0
Grants & Donations 12,097,017 11,796,952 16,267,006 15,147,578 (1,119,428)
Interfund Trans-PFA/Hosp 8,818 22,122 0 0 0
Medical Records Charges 184,114 183,392 185,140 180,365 (4,775)
Miscel Hospital Revenue 49,135,602 62,309,964 58,745,935 68,014,041 9,268,106
Occupancy & Rental Charges 96,897 79,150 80,709 78,105 (2,604)
Other External Hosp Rev 2,367,376 1,939,580 1,811,781 1,939,580 127,799
Sale of Scrap 0 12,540 0 0 0
SB 1732-MCAL CRRP Reimb 14,096,353 (2,801,539) 5,166,802 5,164,149 (2,653)
Other Hospital Revenues 78,292,034 74,192,031 82,708,305 90,952,290 8,243,985
Charges to A/DA/Mental Health 28,816,136 36,316,184 27,874,287 29,810,480 1,936,193
Charges to Environmental Health 675,772 675,772 675,772 675,772 0
Charges to Public Health 200,000 0 0 0 0
Chg to Other County Depts 1,219,439 1,275,923 1,283,551 1,236,646 (46,905)
Charges To Gen Fund Units 30,911,347 38,267,879 29,833,610 31,722,898 1,889,288
CC Health Plan Premiums 59,462,718 61,799,080 67,230,236 68,613,546 1,383,310
Interest Earnings 4,404,457 4,424,737 1,819,153 2,000,000 180,847
County Summary Information
County of Contra Costa FY 2020-2021 Recommended Budget 509
REVENUES BY TYPE
All County Funds
2017-18 2018-19 2019-20 2020-21 2020-21
Account Name Actuals Actuals Budget Recommend Change
Medi-Care Fed Premiums 3,048,501 1,640,785 0 0 0
Other External Plan Rev 5,402,879 5,490,169 1,510,278 1,379,150 (131,128)
PHP/Medi-Cal Premiums 856,040,008 860,799,328 846,344,741 820,223,229 (26,121,512)
Realignment VLF Revenue 5,584,516 5,557,557 28,727,197 22,100,646 (6,626,551)
St Aid Realignment-Health-Ent 0 0 0 7,701,834 7,701,834
External Health Plan Revenue 933,943,078 939,711,655 945,631,605 922,018,405 (23,613,200)
Health Plan Subsidy 3,986,288 3,986,288 3,986,288 3,986,000 (288)
Hospital Subsidy 22,088,071 23,303,628 56,358,712 73,245,000 16,886,288
Enterprise Fund Subsidy 26,074,359 27,289,916 60,345,000 77,231,000 16,886,000
Interest Income 695 0 0 0 0
Major Risk Med Ins Revenue 695 0 0 0 0
Bond Interest 40,963 78,433 40,963 78,434 37,471
Rentals and Leases 878,399 882,897 878,399 882,897 4,498
Schools Funds Revenue 919,362 961,331 919,362 961,331 41,969
Fund Balance Available 0 0 8,819,683 0 (8,819,683)
Fund Balance 0 0 8,819,683 0 (8,819,683)
Prop Taxes-Curr Secured 257,518,324 275,312,422 279,820,607 296,211,923 16,391,316
Prop Taxes-Curr Unsecurred 7,786,167 8,210,495 7,509,924 8,040,065 530,141
Prop Tax-In Lieu of VLF 123,383,456 131,135,788 133,500,000 144,000,000 10,500,000
Prop Tax-Supplemental 5,960,673 6,902,571 4,032,890 5,715,247 1,682,357
Prop Tax-Unitary 8,860,304 8,979,626 8,547,189 8,574,558 27,369
Taxes Current Property 403,508,923 430,540,903 433,410,610 462,541,793 29,131,183
Aircraft Tax 565,208 445,500 400,000 600,000 200,000
Cannabis Business Tax 0 13,819 0 60,000 60,000
Prop Taxes-Prior-Secured (557,244) (376,736) (661,923) (437,409) 224,514
Prop Taxes-Prior-Unsecured (14,695) 208,882 25,949 71,651 45,702
Prop Tax-Prior Supplemntl (323,901) (289,286) (439,144) (280,017) 159,127
Real Property Transfer Tax 10,860,298 10,260,666 10,000,000 10,500,000 500,000
Sales and Use Tax 14,267,394 16,646,857 14,000,000 16,000,000 2,000,000
Transient Occupancy Tax 3,329,887 3,434,035 3,100,000 3,500,000 400,000
Taxes Other Than Cur Prop 28,126,947 30,343,738 26,424,882 30,014,225 3,589,343
Animal Licenses 1,610,809 1,384,714 1,600,000 1,600,000 0
Business Licenses 767,091 922,726 663,192 791,500 128,308
Construction Permits 16,624,713 13,154,101 15,495,128 15,645,128 150,000
Franchise 2,123,114 2,116,828 2,000,000 2,300,000 300,000
Franchises 4,785,780 5,102,343 4,563,100 4,558,500 (4,600)
Franchises - Cable TV 2,436,110 2,335,842 2,287,514 2,387,514 100,000
Franchises - Landfill Srchg 2,509,331 2,727,245 2,400,000 2,800,000 400,000
County Summary Information
510 County of Contra Costa FY 2020-2021 Recommended Budget
REVENUES BY TYPE
All County Funds
2017-18 2018-19 2019-20 2020-21 2020-21
Account Name Actuals Actuals Budget Recommend Change
Other Licenses & Permits 392,380 454,381 371,250 355,250 (16,000)
Road Privlges & Permits 953,261 547,959 950,000 950,000 0
Specific Plan Fees 452,507 344,513 210,948 356,012 145,064
Zoning Permits 524,115 370,035 280,000 380,000 100,000
License/Permit/Franchises 33,179,210 29,460,689 30,821,132 32,123,904 1,302,772
Consumer Fraud Damages 61,197 4,550 510,000 510,000 0
Crime Prevention Fines 5,181 73 400 50 (350)
Drinking Driver-AB 2086 43,669 40,946 35,463 34,422 (1,041)
Failure to Appear Fines 875 540 150 150 0
Failure to File Penalty 15,107 16,586 0 0 0
Fish and Game Fines 14,187 207,919 141,670 133,000 (8,670)
General Fines 3,689,197 3,813,083 3,670,482 4,002,793 332,311
Misc Forfeits & Penalties 3,694,965 2,782,171 2,454,214 2,495,816 41,602
Parking Fines 588,570 590,380 340,116 340,000 (116)
Penalty & Costs - Dlnqt Tax 1,250,651 1,000,411 666,000 1,023,000 357,000
Restricted Litter Fines 530 392 0 0 0
Sanctions-Courts 0 (250) 0 0 0
St Pnlty Fd POC VC 40611 38,579 38,785 38,500 38,500 0
Tax Losses Reserve Refund 20,000,000 0 20,000,000 20,000,000 0
Unrestricted Litter Fines 3,864 2,763 500 500 0
Vehicle Code Fines 1,283,424 1,180,855 1,014,482 1,063,550 49,068
Vehicle Code Priors 18,780 12,948 8,000 3,000 (5,000)
Fines/Forfeits/Penalties 30,708,775 9,692,152 28,879,978 29,644,782 764,804
Aircraft Storage Fees 76,235 62,680 58,833 58,120 (713)
Aviatn Ops-Rent & Cncessn 4,350,362 4,378,041 4,400,381 4,642,609 242,228
Earnings on Investment 17,626,935 30,466,405 23,949,707 23,257,562 (692,145)
Gain on Sale of Investments 2,799 0 0 0 0
Interest on Bond Deposits 49,359 103,226 50,000 70,000 20,000
Int on Loans & Receivables 21,460 86,406 144,000 144,000 0
Other Rents 995,083 1,073,449 1,568,200 1,573,705 5,505
Rent of Office Space 494,228 483,593 453,964 482,413 28,449
Rent on Real Estate 307,165 935,336 868,307 914,481 46,174
Use Of Money & Property 23,923,625 37,589,135 31,493,392 31,142,890 (350,503)
Admin Federal - Other 84,087,433 78,147,080 88,000,024 86,607,276 (1,392,748)
Admin Fed Other CWS 39,829 39,748 0 0 0
Admin-State Health Misc 28,942,343 35,980,126 44,137,001 53,895,654 9,758,653
Admin State Mcal Health Care 57,550,537 54,002,622 61,234,560 62,671,011 1,436,451
Admin State - Other 33,675,871 31,579,952 29,677,471 37,173,387 7,495,916
Admin State Out of Home Care 5,158,430 6,389,820 8,082,150 7,650,222 (431,928)
County Summary Information
County of Contra Costa FY 2020-2021 Recommended Budget 511
REVENUES BY TYPE
All County Funds
2017-18 2018-19 2019-20 2020-21 2020-21
Account Name Actuals Actuals Budget Recommend Change
CCS Medical Cases Mgmt 4,082,511 4,210,982 4,165,804 4,160,000 (5,804)
Fed Aid Adoptions 7,336,083 8,038,058 8,366,988 8,952,322 585,334
Fed Aid Airport Construction 411,277 284,609 3,718,125 540,000 (3,178,125)
Fed Aid Child Brding Home 11,122,832 10,904,375 10,537,768 10,957,789 420,021
Fed Aid Comm Svcs Admin 25,784,849 29,874,973 33,011,632 37,325,965 4,314,333
Fed Aid Crime Control 3,371,484 2,524,599 2,939,791 3,688,713 748,922
Fed Aid Disaster-Rd Damage 114,431 3,273,524 201,000 0 (201,000)
Fed Aid Employ & Training 4,950,269 6,040,830 7,594,954 6,568,015 (1,026,939)
Fed Aid Family Inc Mtce 9,671,393 3,742,384 9,776,204 10,118,716 342,512
Fed Aid Family Support 18,435,776 18,560,307 20,383,000 21,282,000 899,000
Fed Aid Hud Block Grant 8,084,749 6,167,368 14,006,076 13,493,000 (513,076)
Fed Aid Hwy Construction 5,806,435 11,033,986 17,328,134 13,307,764 (4,020,370)
Fed Aid NIMH Grant 2,306,216 3,044,663 2,306,235 2,963,032 656,797
Fed Aid Refugees 95,123 56,404 81,416 100,533 19,117
Federal in Lieu Taxes 6,176 6,324 0 0 0
Federal Medi-Cal 0 0 0 73,553,551 73,553,551
Fed Hlth Admin (MCH&3140) 2,952,114 3,262,670 3,440,796 3,998,674 557,878
Fed Immunization Assist 217,538 281,467 331,091 299,544 (31,547)
Fed Nutrition Elderly 2,797,514 2,939,805 4,394,401 4,213,856 (180,545)
Fed W.I.C. Program 4,458,184 4,529,841 4,539,099 4,313,783 (225,316)
Highway Users Tax Admin 20,004 20,004 20,004 20,004 0
Highway Users Tax Select 857,468 868,227 947,053 982,543 35,490
H/O Prop Tax Relief 1,964,299 1,927,475 1,650,000 1,895,181 245,181
Hway Users Tax Strm Drnge 52,875 52,875 52,875 52,875 0
Hway Users Tax Unrestricted 10,258,831 10,494,900 10,685,677 11,190,868 505,191
Hway User Tax 5/9APPT2105 4,972,510 5,041,134 5,127,734 5,373,649 245,915
Miscellaneous State Aid 51,913,975 53,980,184 61,113,023 67,190,866 6,077,843
Misc Fed Health Projects 7,297,483 11,677,093 15,642,728 10,628,562 (5,014,166)
Misc Government Agencies 9,351,000 10,105,170 16,927,965 13,937,751 (2,990,214)
Misc State Aid for Health 1,502,139 1,684,376 2,622,559 3,607,479 984,920
Other Federal Aid 14,643,954 12,764,940 11,036,866 12,973,285 1,936,419
Other in Lieu Taxes 10,948 0 0 125 125
Other State in Lieu Tax 82,754 73,993 70,000 75,000 5,000
RDA Nonprop-Tax Pass Through 7,801,970 8,512,331 6,993,508 8,392,676 1,399,168
Realloc/PY Adj Admn Fed (978,405) 466,576 0 0 0
Realloc/PY Adj Admn State (141,880) 4,123,285 12,190 0 (12,190)
St Aid-Public Safety Svcs 81,282,182 84,460,701 85,548,319 88,137,997 2,589,678
St Aid Trfc Cngstn Mgmt 8,182,471 19,318,579 22,466,671 24,082,614 1,615,943
County Summary Information
512 County of Contra Costa FY 2020-2021 Recommended Budget
REVENUES BY TYPE
All County Funds
2017-18 2018-19 2019-20 2020-21 2020-21
Account Name Actuals Actuals Budget Recommend Change
State Adoption Assistance 0 1,036,526 0 802,301 802,301
State Aid Area Agency on Aging 573,955 374,697 589,049 1,072,613 483,564
State Aid Child Day Care 7,977,815 10,462,639 9,159,208 11,406,285 2,247,077
State Aid Children Brding Home 796,627 1,814,367 1,010,693 320,572 (690,121)
State Aid Drg AB Short-Doyle 567,284 1,969,188 3,869,813 1,586,525 (2,283,288)
State Aid Family Inc Mtce 1,031,141 19,016,733 18,273,382 19,006,448 733,066
State Aid Food/Milk Subvent 1,076,795 1,132,085 1,101,715 1,142,087 40,372
State Aid for Agriculture 2,466,142 2,952,487 3,250,036 3,355,689 105,653
State Aid for Aviation 17,790 18,305 92,954 24,300 (68,654)
State Aid for Civil Defense 1,731,008 2,607,912 1,549,505 1,549,505 0
State Aid for Crime Control 15,745,788 18,226,511 17,351,453 19,119,635 1,768,182
State Aid for Crippled Child 3,320,452 3,303,132 2,814,516 3,600,000 785,484
State Aid for Disaster-Other 1,065,521 1,088,756 1,000,000 1,000,000 0
State Aid Library -CLSA 125,466 100,127 74,000 74,000 0
State Aid Mandated Expenditures 16,495 14,190,841 0 0 0
State Aid M/H Short-Doyle 3,786,449 3,619,707 3,051,216 3,051,216 0
State Aid MH - SSI/SSP 410,603 481,519 386,074 386,074 0
State Aid Peace Off Training 477,612 511,818 555,331 576,705 21,374
State Aid Realignment-M/H 27,694,956 27,694,959 27,694,953 28,561,554 866,601
State Aid Realignment-Sales Tax 217,534,855 210,536,784 221,121,797 229,087,440 7,965,643
State Aid Realignment-VLF 14,751,260 10,944,613 10,477,956 10,627,134 149,178
State Aid Realignment-VLF-MH 2,383,754 2,383,754 2,383,754 2,857,626 473,872
State Aid Refugees 9,388 330 0 0 0
State Aid SEOO Programs 12,774,368 13,542,300 14,575,276 14,976,226 400,950
State Aid Transportation Proj 100,000 200,000 100,000 100,000 0
State Aid Veterans Affairs 197,532 214,686 237,000 237,000 0
State Auto Welfare System 5,272,495 5,349,634 5,966,991 2,698,000 (3,268,991)
State C.H.D.P. Program 1,274,404 1,298,910 1,318,697 1,522,480 203,783
State Child Abuse Prevention 0 0 39,829 39,748 (81)
St Motor Veh In Lieu Tax 500,642 460,868 0 0 0
Substance Abuse Grants 5,784,487 7,114,527 8,172,820 5,899,825 (2,272,995)
Vehicle Theft - VLF 1,065,735 1,088,868 1,000,000 1,000,000 0
Intergovernmental Revenue 851,064,794 914,225,941 976,388,909 1,082,057,270 105,668,360
Administrative Services 1,192,351 1,241,852 966,191 1,192,429 226,238
Agricultural Services 215,919 91,635 125,242 205,561 80,319
ARRA/Charges for Svcs 95,620 177,568 210,069 287,000 76,931
Auditing & Accounting Fees 3,649,020 3,949,491 4,241,533 4,191,072 (50,461)
Autopsies & Medical Reports 36,624 25,197 20,150 20,150 0
Bldg Mtce Services 41,566,689 41,668,209 42,054,489 42,388,737 334,248
County Summary Information
County of Contra Costa FY 2020-2021 Recommended Budget 513
REVENUES BY TYPE
All County Funds
2017-18 2018-19 2019-20 2020-21 2020-21
Account Name Actuals Actuals Budget Recommend Change
Blood Withdrawal Fees 136,060 102,136 220,000 220,000 0
Cafeteria Receipts 124,764 127,153 108,000 107,900 (100)
Candidates Filing Fees 143,939 63,207 100,000 20,000 (80,000)
Care of Prisoners 0 452,508 250,000 400,000 150,000
Charges/Cost of Probation 488,374 431,805 0 0 0
Civil Processing Fee 150,555 287,318 99,652 88,106 (11,546)
Civil Process Service 267,655 216,323 808,153 805,793 (2,360)
Client Fees 3,219 0 (0) 0 0
Comm For Tax & Assess Coll 8,165,161 8,592,859 8,014,856 8,538,285 523,429
Communication Services 5,303,658 5,248,550 5,611,510 5,393,858 (217,652)
Contract Humane Services-City 4,985,694 5,203,846 5,515,000 5,685,000 170,000
Contract Law Enforcement Svcs 22,842,994 23,720,675 25,386,692 25,801,194 414,502
Court Administration Cost 525,817 522,529 396,362 381,362 (15,000)
Court Filing Fees 188,955 202,568 177,500 200,000 22,500
Data Processing Services 2,518,317 3,131,573 2,815,340 2,524,484 (290,856)
DoIT Data Proc Supply 1,478 1,956 1,037 1,054 17
DoIT Data Proc Svcs 796,926 898,374 1,272,654 1,337,932 65,278
DoIT Mntn Radio Equipment 19,543 66,936 81,573 33,172 (48,401)
DoIT Other Telcom Charges 35,880 78,675 110,043 9,507 (100,536)
DoIT Phone Exchange 322,169 216,434 167,299 128,191 (39,108)
Drinking Driver Program Fees 105,332 123,526 105,333 139,405 34,072
Driver Education Fees 2,188,832 2,193,718 2,339,012 2,307,012 (32,000)
Election Service-Other 2,070,241 2,653,480 783,268 5,153,000 4,369,732
Equipment Use Charges 586,428 468,400 645,457 621,775 (23,682)
ERDS fee 240,787 204,961 220,000 220,000 0
Estate Fees 981,291 1,003,383 530,967 421,945 (109,022)
Fees Assessor 121,442 83,181 217,409 217,789 380
Fingerprint & Crim Report 18,210 19,340 40,000 40,000 0
Gen Svc-Bldg Lifecycle 214,229 202,980 200,000 200,000 0
Gen Svc-Bldg Ocpncy Costs 4,743,894 4,736,563 4,164,631 4,268,779 104,148
Gen Svc-Other G S Charges 1,611,242 399,897 1,241,051 465,081 (775,970)
Gen Svc-Requested Mntce 2,274,329 3,584,868 2,452,619 4,069,507 1,616,888
Gen Svc-Use of Co Equipment 416 584 0 0 0
Health Inspection Fees 14,355,378 15,886,711 16,847,626 18,572,942 1,725,316
Info Security Chg 69,985 85,831 0 0 0
Interfund Rev - Ent/Ent 14,500 19,780 0 0 0
Interfund Rev - Gov/Ent 797,019 692,185 808,948 774,142 (34,806)
Interfund Rev - Gov/Gov 8,640,946 8,717,867 12,064,994 11,015,360 (1,049,634)
County Summary Information
514 County of Contra Costa FY 2020-2021 Recommended Budget
REVENUES BY TYPE
All County Funds
2017-18 2018-19 2019-20 2020-21 2020-21
Account Name Actuals Actuals Budget Recommend Change
Jail Booking Fees 1,385,324 2,018,551 1,507,000 1,907,000 400,000
Laboratory Services 2,801,051 2,801,092 2,800,000 2,800,000 0
Library Services 508,107 250,600 224,330 71,700 (152,630)
Marriage Ceremony Fees 121,560 114,420 115,000 115,000 0
M/H Svcs-Medi-Cal 68,897,938 78,462,145 81,456,258 8,004,335 (73,451,923)
M/H Svcs-Medicare 1,168,291 1,998,612 1,687,140 2,471,478 784,338
M/H Svcs-Other HMO Pat 31,380 68,403 15,720 28,716 12,996
M/H Svcs-Pvt Pay/Insur 3,194,192 3,335,969 3,029,889 2,412,982 (616,907)
Microfilm & Reproduction Svcs 726,569 561,381 665,000 615,000 (50,000)
Misc Current Services 4,563,857 5,141,208 5,440,385 5,321,835 (118,550)
Misc Health Fees 3,978,725 3,243,284 5,386,993 5,166,878 (220,115)
Misc Humane Services 479,218 420,757 500,000 500,000 0
Misc Law Enforcement Svcs 3,678,252 3,231,652 3,224,930 3,224,430 (500)
Misc Legal Services 1,985,590 2,119,498 1,783,000 1,810,000 27,000
Misc Road Services 730,173 375,899 220,000 200,000 (20,000)
Misc Sanitation Service 1,664,304 1,825,031 1,949,250 1,964,591 15,341
Nuisance Abate 102,286 40,157 250,000 250,000 0
Nutrition Services 306,428 313,122 442,883 432,277 (10,606)
Patient Fees 69,849 67,620 86,300 74,412 (11,888)
Patient Fees-Immunization 71,559 88,382 71,500 90,635 19,135
Patient Fees-T.B. Testing 59,113 61,168 45,000 64,893 19,893
Personnel Services 2,542,191 2,477,489 2,714,976 2,986,074 271,098
Planning & Engineer Services 6,460,615 4,684,026 7,483,299 7,183,299 (300,000)
Processing/Inspection Fee 1,120,091 738,055 1,500,000 1,500,000 0
Prop Characteristic Info 0 60 0 0 0
Public Defense Repayments 28,499 149,068 94,000 0 (94,000)
Purchasing Fees 182,970 199,185 245,894 252,646 6,752
Recorders Modernizing Fee 1,169,999 1,008,297 1,000,000 1,000,000 0
Recording Fees 7,720,594 7,162,492 8,411,275 7,752,480 (658,795)
Redacting Fees 247,726 211,144 240,000 240,000 0
Referral Fees 0 (15) 0 0 0
Refunds Indigent Burials 18,750 17,656 18,388 15,134 (3,254)
Returned Check Charges 51,659 53,291 45,000 40,000 (5,000)
Road Development Fees 4,517,189 3,287,989 3,245,000 3,839,000 594,000
SB 2 Fees 0 1,571,533 0 1,201,000 1,201,000
Spay Clinic Fees 214,740 170,884 200,000 200,000 0
Supplemental Roll Charges 2,908,149 3,444,363 2,863,000 2,863,000 0
Survey Monument Fees 78,670 70,540 80,000 85,000 5,000
Third Party Svcs Fee 2,250 2,500 2,100 2,300 200
County Summary Information
County of Contra Costa FY 2020-2021 Recommended Budget 515
REVENUES BY TYPE
All County Funds
2017-18 2018-19 2019-20 2020-21 2020-21
Account Name Actuals Actuals Budget Recommend Change
Training Services 694,307 767,783 638,398 638,187 (211)
Charges For Services 257,294,041 270,351,921 281,096,568 215,771,806 (65,324,762)
Contrib From Other Funds 44,038,031 47,836,841 48,122,310 49,594,641 1,472,331
Indemnifying Proceeds 771,326 1,572,668 360,260 210,000 (150,260)
Misc Grants & Donations 248,182 976,499 921,000 1,644,371 723,371
Misc Non-Taxable Revenue 19,289,032 19,336,654 26,740,648 24,778,312 (1,962,336)
Reimbursements-Gov/Ent 252,786 250,966 389,478 392,839 3,361
Reimbursements-Gov/Gov 312,751,368 370,502,163 376,921,805 384,943,774 8,021,969
Restricted Donations 932,097 866,235 621,269 629,968 8,699
Sale of Animals 21,434 18,979 25,000 25,000 0
Sale of Equipment 527,126 577,194 430,000 470,000 40,000
Sale of Maps & Documents 33,657 34,982 42,764 38,600 (4,164)
Sale of Real Estate 278,500 157,000 1,500,000 1,305,000 (195,000)
Sale of Rodent Poison 24,957 17,120 25,000 17,000 (8,000)
Seizures 235,786 792,085 254,000 294,000 40,000
Sundry Non-Taxable Sales 136 56,410 70,000 35,000 (35,000)
Sundry Taxable Sale 20,298 10,424 26,400 26,400 0
Transfers-Gov/Ent 985,971 1,020,000 1,459,805 1,463,637 3,832
Transfers-Gov/Gov 17,830,307 17,003,769 12,476,948 14,394,191 1,917,243
Unrestricted Donations 514 200 0 0 0
Miscellaneous Revenue 398,241,508 461,030,188 470,386,687 480,262,733 9,876,046
GROSS REVENUE 3,575,997,688 3,771,580,736 3,879,355,350 3,950,692,944 71,337,594
County Summary Information
516 County of Contra Costa FY 2020-2021 Recommended Budget
EXPENDITURES BY TYPE
All County Funds
2017-18 2018-19 2019-20 2020-21 2020-21
Account Name Actuals Actuals Budget Recommend Change
Permanent Salaries 657,304,357 689,941,271 779,887,346 822,904,605 43,017,258
Temporary Salaries 45,877,689 48,255,032 45,039,523 48,177,036 3,137,513
Permanent Overtime 34,901,266 34,038,858 27,430,367 23,444,960 (3,985,408)
Deferred Comp 5,260,235 5,927,834 7,680,093 8,228,921 548,827
Hrly Physician Salaries 2,568,658 1,912,806 1,777,193 2,564,338 787,145
Perm Physicians Salaries 48,448,232 49,761,247 52,697,129 59,543,236 6,846,107
Perm Phys Addnl Duty Pay 3,109,638 2,752,840 3,396,865 4,076,401 679,536
Comp & SDI Recoveries (2,435,824) (3,138,681) (2,301,280) (2,242,595) 58,685
Vacation/Sick Leave Accrual 1,871,557 1,372,670 25,000 25,000 0
FICA/Medicare 49,747,954 51,947,955 58,197,492 58,741,027 543,535
Ret Exp-Pre 97 Retirees 2,746,649 2,749,472 2,985,935 3,046,886 60,951
Retirement Expense 265,439,841 273,625,206 302,138,934 314,480,005 12,341,071
Excess Retirement 318,304 342,515 489,837 434,526 (55,311)
Employee Group Insurance 99,002,851 108,028,687 136,717,898 143,393,585 6,675,687
Retiree Health Insurance 41,349,302 41,780,074 41,714,243 42,333,094 618,851
OPEB Pre-Pay 19,100,711 18,831,913 17,791,880 17,785,109 (6,771)
Unemployment Insurance 1,744,524 306,857 434,884 872,114 437,231
Workers Comp Insurance 26,801,382 26,486,699 19,298,684 15,748,278 (3,550,406)
Labor Received/Provided 0 (5,324) 0 0 (0)
Salaries And Benefits 1,303,157,328 1,354,917,931 1,495,402,024 1,563,556,526 68,154,502
Office Expense 6,066,934 6,298,717 6,778,871 6,952,655 173,785
Books-Periodicals-Subscriptions 583,831 631,042 625,705 749,895 124,190
Postage 2,132,408 2,258,781 2,844,273 2,771,905 (72,368)
Communications 12,006,713 13,219,851 11,500,862 13,966,853 2,465,991
Telephone Exchange Service 2,470,235 1,722,603 2,962,053 1,908,536 (1,053,517)
Utilities 13,192,043 12,936,064 13,440,485 13,471,420 30,935
Small Tools and Instruments 226,167 243,901 394,387 337,448 (56,939)
Minor Furniture/Equipment 3,826,323 3,252,156 2,817,934 2,203,330 (614,604)
Minor Computer Equipment 2,996,224 4,941,977 3,973,954 4,287,770 313,816
Medical & Lab Supplies 2,858,142 2,451,802 2,638,964 2,555,550 (83,414)
Pharmaceutical Supplies 1,908,856 2,811,807 2,705,451 3,330,344 624,893
Food 4,088,400 4,172,481 3,643,407 3,727,471 84,063
Clothing & Personal Supplies 1,656,771 1,615,325 1,503,178 1,526,341 23,163
Household Expense 5,115,153 4,450,338 4,103,423 4,192,289 88,866
Agricultural Expense 6,506 1,839 30,475 30,475 0
Publications & Legal Notices 338,925 364,774 355,211 383,331 28,120
Memberships 1,525,908 1,604,424 1,761,628 2,111,193 349,565
Rents and Leases-Equipment 2,509,756 2,464,472 2,747,039 2,991,155 244,116
County Summary Information
County of Contra Costa FY 2020-2021 Recommended Budget 517
EXPENDITURES BY TYPE
All County Funds
2017-18 2018-19 2019-20 2020-21 2020-21
Account Name Actuals Actuals Budget Recommend Change
Computer Software Cost 8,790,696 11,833,475 13,328,334 11,226,825 (2,101,509)
Rents & Leases - Property 13,733,394 16,259,202 15,662,402 15,670,105 7,703
Building Occupancy Costs 59,711,765 60,361,795 62,523,463 63,119,640 596,177
Bldg Lifecycle Costs 4,876,918 4,887,976 4,890,836 4,896,976 6,140
Maintenance - Equipment 3,502,314 2,969,548 3,761,266 5,255,920 1,494,654
Vehicle Repairs 5,241,386 4,325,747 4,512,551 4,411,350 (101,201)
Vehicle Fuel/Oil 2,885,885 3,132,550 3,025,977 3,362,000 336,023
Mntn Radio-Electronic Equipment 510,241 570,944 434,998 416,415 (18,583)
Equipment Usage 0 2,085 0 1,493 1,493
Maintenance of Buildings 13,310,363 13,120,402 13,204,600 13,126,555 (78,045)
Grounds Maintenance 2,242,661 1,732,249 1,447,952 1,696,034 248,082
Requested Maintenance 10,507,121 12,068,206 11,184,495 10,527,177 (657,318)
Runway & Taxiway Maintenance 103,644 155,258 106,000 87,000 (19,000)
Non-Cap Imps - Mtce 16,711 19,176 15,285 8,961 (6,324)
Non-Cap Imps-Renov/Alts 411 397 300,000 0 (300,000)
Non-Cap Imps-Betterments 100,174 419,184 0 50,000 50,000
Transportation and Travel 806,787 840,715 796,336 760,837 (35,499)
Auto Mileage Employees 1,765,548 1,984,220 1,973,578 2,163,530 189,952
Use of Co Vehicle/Equipment 1,611,215 1,664,466 1,958,799 1,998,440 39,641
Other Travel Employees 1,821,301 2,008,416 2,078,822 2,219,899 141,077
Judicial Auto Allowance 1,106 73 150 75 (75)
Freight Drayage Express 3,127,075 3,062,779 2,654,519 2,706,336 51,817
Executive Auto Allowance 0 17 0 0 0
Non Cnty Prof/Spclzd Svcs 121,246,398 139,278,534 179,618,838 162,997,626 (16,621,212)
Third Party Coll Svcs 0 16,921 0 0 0
Outside Attorney Fees 5,786,326 6,422,079 7,185,288 6,425,321 (759,967)
Contracted Temporary Help 2,078,949 2,624,849 1,449,720 3,332,113 1,882,393
Data Processing Services 10,069,306 10,186,615 12,640,654 13,155,529 514,875
Data Processing Supplies 45,298 40,456 81,930 50,570 (31,360)
Court Reporter Transcript 174,254 262,983 158,550 183,100 24,550
Public Works Contracts 20,029,052 14,463,920 29,062,260 35,628,739 6,566,479
Outside Medical Services 103,921,718 113,071,551 127,747,302 117,037,354 (10,709,948)
County Hospital Services 32,850,750 43,625,976 31,684,068 33,375,818 1,691,750
Electronic Database Svcs 469,528 747,956 570,426 590,370 19,944
Microfilm Services-Gen 56,186 52,841 79,382 79,382 0
Information Security Charges 376,324 452,802 554,448 484,161 (70,287)
Administrative Service 10,539,009 10,529,145 13,572,617 14,553,068 980,451
Other Gen Svcs Charges 3,261,463 3,910,430 1,467,361 2,322,714 855,353
GSD Courier Svc 397,413 473,055 449,063 531,614 82,551
County Summary Information
518 County of Contra Costa FY 2020-2021 Recommended Budget
EXPENDITURES BY TYPE
All County Funds
2017-18 2018-19 2019-20 2020-21 2020-21
Account Name Actuals Actuals Budget Recommend Change
Other Telecom Charges 3,502,591 3,085,632 2,977,247 3,118,952 141,705
Other Intrdptmntl Charges 46,149,299 54,688,374 58,395,401 65,043,430 6,648,029
Juror Fees 50,545 58,397 48,000 48,000 0
Witness Fees & Expenses 715,775 457,131 551,192 382,206 (168,986)
Insurance 2,342,272 2,170,916 3,348,061 3,395,775 47,714
Adult Materials - Library 1,793,438 1,900,748 1,136,472 1,187,612 51,140
Audio-Visual Supplies 148 1,349 1,000 1,265 265
Youth Materials - Library 1,369,971 1,515,052 1,704,708 1,802,779 98,071
Election Officers 237,855 351,945 400,000 400,000 0
Training & Registrations 988,736 1,170,020 1,237,057 1,370,255 133,199
Road/Construction Materials 1,014,633 1,193,088 962,100 1,320,150 358,050
Criminal Investigation 331,053 171,368 454,601 535,669 81,068
Specialized Printing 2,235,866 3,440,695 3,125,874 3,598,881 473,007
Fire Fighting Supplies 6,417 28,152 9,075 12,575 3,500
Recreation 57,509 58,666 81,726 43,825 (37,901)
Ed Supplies and Courses 731,254 979,873 1,246,178 1,148,965 (97,213)
Fees - Non Agricul Animal 149,381 105,763 127,100 87,500 (39,600)
Other Special Departmental Exp 8,725,264 7,421,579 86,019,719 34,095,363 (51,924,356)
Loss on Dsp Sl-Fxd Assets 636,771 92,154 0 0 0
Misc Services & Supplies 196,945 341,277 803,903 615,700 (188,203)
Cash Shortage Reimbursement 1,374 1,403 1,700 1,672 (28)
Contract Expense-Kaiser 90,391,757 94,073,190 92,637,379 96,406,151 3,768,772
Registry 7,874,123 9,804,422 9,138,220 8,815,048 (323,172)
Public Health-Medical Svcs 59,115 76,193 59,115 76,193 17,078
Other Specialty Care 1,986,062 2,207,731 2,145,438 2,241,690 96,252
OP Visits-Specialist Phys 15,320,593 18,751,846 16,217,309 17,816,845 1,599,536
Laundry Contract 861,537 821,424 861,537 827,792 (33,745)
Computer Software Cost 9,396,684 7,017,520 12,937,115 13,474,153 537,038
Outpatient Mental Health 2,512,299 3,943,682 2,962,477 4,065,629 1,103,152
Other ER Chrges (Lab~ Xray) 12,049,688 13,302,700 13,131,044 12,394,091 (736,953)
ER Physician Fees 10,927,579 10,037,472 10,805,909 9,623,831 (1,182,078)
ER Facility Fees 3,791,096 4,261,754 4,067,452 3,772,493 (294,959)
IP Mental Health 7,951 6,764 7,101 9,052 1,951
IP Radiology (Profee) 1,455,152 1,365,797 1,515,820 1,346,508 (169,312)
IP Surgery 38,828,532 37,768,249 39,833,559 35,461,398 (4,372,161)
IP Physician Visits 6,332,966 6,655,693 6,702,382 6,306,343 (396,039)
IP Fac Chrges (Incl OBDAY) 125,944,136 129,841,222 123,976,072 126,703,895 2,727,823
Obstetrics (Profee) 782,837 764,398 791,041 827,178 36,137
Inpatient Lab (Profee) 904,393 969,603 1,007,227 1,072,242 65,015
County Summary Information
County of Contra Costa FY 2020-2021 Recommended Budget 519
EXPENDITURES BY TYPE
All County Funds
2017-18 2018-19 2019-20 2020-21 2020-21
Account Name Actuals Actuals Budget Recommend Change
Med Fees-Therapist & Other 8,683,591 8,467,070 8,701,258 9,318,865 617,607
Consulting & Management Fees 17,926,060 13,817,258 15,674,849 13,429,007 (2,245,842)
Other Non-Medical Fees 109,846 58,271 119,363 73,693 (45,670)
Med Fees-Physician-Clinic Svc 18,564,447 34,425,261 31,473,211 33,674,482 2,201,271
IBNR Expense Accrual 25,016,822 (6,593,967) 3,986,288 (3,924,622) (7,910,910)
OP Lab/Pathology 14,212,114 15,849,752 15,279,339 14,846,195 (433,144)
IP Anes (Profee) 2,987,934 3,194,261 3,112,439 3,140,757 28,318
Prosthesis 1,813,726 2,260,402 2,165,868 1,981,837 (184,031)
Sutures & Surgical Needles 151,173 170,464 168,648 216,094 47,446
Surgical Packs & Sheets 0 0 1,000 1,000 0
Surgical Supplies - General 1,907,896 2,115,832 2,118,403 2,133,020 14,617
Anesthetic Materials 17,322 9,456 16,755 9,457 (7,298)
Oxygen and Other Med Gas 141,170 120,651 119,329 92,719 (26,610)
IV Solutions 4,991,184 4,699,968 5,079,450 4,517,389 (562,061)
Pharmaceuticals 81,238,161 85,085,078 82,862,199 85,528,979 2,666,780
Radioactive Materials 9,335,273 7,749,655 8,567,706 7,413,590 (1,154,116)
Radiology Films 7,809,398 8,182,987 8,097,737 7,877,000 (220,737)
Other Med Care Mtl & Supp 34,552,267 39,938,066 36,752,100 39,991,230 3,239,130
Other IP Anc Svcs 7,335,785 6,829,499 7,521,997 6,389,781 (1,132,216)
Food-Other 2,044,224 2,003,954 1,956,494 2,166,496 210,002
Linen and Bedding 47,138 12,069 47,819 17,544 (30,275)
Cleaning Supplies 525,232 503,772 560,661 706,339 145,678
Office & Admin Supplies 3,112,781 2,903,164 3,111,424 3,132,715 21,291
Employee Wearing Apparel 944,805 998,015 933,852 998,040 64,188
Instruments & Minor Med Equip 995,982 1,705,079 1,368,961 1,287,168 (81,793)
Other Minor Equipment 5,174,160 4,647,137 5,112,013 4,399,820 (712,193)
Other Non-Med Supplies 1,542,254 1,779,652 2,096,845 1,468,960 (627,885)
Other Purch Svc-Auditor 3,708,024 4,023,027 4,337,824 4,293,689 (44,135)
Other Purch Svc-Co Counsel 1,183,883 1,136,598 1,300,000 1,300,000 0
Other Purch Svc-Personnel 1,920,972 2,084,631 2,329,806 2,600,904 271,098
Ambulance/Medical Transp 4,540,475 8,323,936 4,119,762 12,053,806 7,934,044
Other 28,171,135 28,149,332 29,010,751 26,058,181 (2,952,570)
OP Surgery-Facility 2,671,321 3,688,354 3,150,279 3,768,179 617,900
OP Surgery-Professional 15,256,319 16,036,571 15,842,933 16,045,418 202,485
CPSP (Perinatal) 697,017 748,637 758,722 665,089 (93,633)
CHDP 1,869,094 2,766,557 2,178,034 2,419,108 241,074
Microfilm Services 4,500 1,088 1,911 1,911 0
Medical-Purchased Service 185,322,018 168,793,839 247,451,480 218,738,359 (28,713,121)
Repairs & Mtce-Equipment 4,540,018 3,978,473 4,555,573 4,079,163 (476,410)
County Summary Information
520 County of Contra Costa FY 2020-2021 Recommended Budget
EXPENDITURES BY TYPE
All County Funds
2017-18 2018-19 2019-20 2020-21 2020-21
Account Name Actuals Actuals Budget Recommend Change
Management Services 717,723 619,821 720,010 723,392 3,382
Collection Agencies (955,861) (1,048,950) (893,695) (1,069,780) (176,085)
Other Purchased Services 27,607,447 25,076,261 26,780,763 27,533,581 752,818
Transportation Services 728,544 908,930 806,513 699,664 (106,849)
Data Processing - County 1,044,177 1,038,457 1,221,732 1,264,204 42,472
Requested Maint - Gen Services 3,950,316 3,460,002 4,048,054 3,895,764 (152,290)
Sub Acute Facility (SNC) 12,128,005 13,644,709 12,924,715 13,281,480 356,765
Deprec & Amort - Bldg & Improve 6,757,622 6,880,271 0 0 0
Deprec & Amort - Lshd Improve 0 30 0 0 0
Deprec & Amort - Equipment 3,760,477 3,903,162 109,578 190,902 81,324
Bld Occupancy Cost - Co 10,559,405 10,549,221 11,226,208 12,306,557 1,080,349
Rental/Lse Costs - Equipment 2,097,081 2,401,162 2,344,061 2,775,141 431,080
Bld Occupancy - Non Co 4,038,417 4,981,224 5,252,831 5,815,766 562,935
Utilities - Electric & Gas 1,834,907 1,534,931 2,045,752 1,862,051 (183,701)
Utilities - Water 182,461 181,503 214,125 213,314 (811)
Insurance - Professional Liab 3,300,000 3,300,000 3,750,000 4,250,000 500,000
Insurance - Other 1,351,453 1,680,044 1,389,215 1,393,572 4,357
Licenses 233,311 529,192 558,971 918,812 359,841
Interest Expense 5,483,699 5,299,239 5,252,494 5,100,600 (151,894)
Telephone/Telegraph 5,386,786 5,208,567 5,828,122 5,448,674 (379,448)
Dues and Subscriptions 2,221,683 2,049,276 2,424,091 2,295,540 (128,551)
Outside Training Supplies 536,820 799,814 713,075 710,773 (2,302)
Travel - Employee Mileage 656,958 654,644 717,251 712,449 (4,802)
Other Expenses 674,835 735,627 1,992,584 916,081 (1,076,503)
Travel - CAD Approved 357,717 338,457 555,407 454,124 (101,283)
Travel - County Equipment 271,896 220,980 391,678 203,983 (187,695)
Bldg Lifecycle Costs-Co 0 0 6,705 6,705 0
Dental Services 213,110 244,435 219,211 263,139 43,928
Bldg Lifecycle Costs-NonCty 1,210 0 0 0 0
Intra-Dept Trans/Other 91,860 0 0 0 0
Freight Expense Inv Items 71,609 90,753 108,003 98,038 (9,965)
Loss on Dsp Sl-Fxd Assets 49,051 71,515 5,460 5,460 0
Interfund Trans-PFA/Hosp 0 1 0 0 0
Services And Supplies 1,506,559,826 1,549,941,708 1,769,192,876 1,686,583,459 (82,609,417)
Support & Care of Persons 5,720,089 4,905,445 6,496,003 4,518,242 (1,977,761)
Federal Aid 28,445,150 22,550,889 28,863,339 30,029,360 1,166,021
State Aid 2011 Realign 36,377,391 37,240,344 39,297,597 40,029,337 731,740
County Aid Basic 43,511,916 47,989,788 49,109,419 53,796,572 4,687,153
County Summary Information
County of Contra Costa FY 2020-2021 Recommended Budget 521
EXPENDITURES BY TYPE
All County Funds
2017-18 2018-19 2019-20 2020-21 2020-21
Account Name Actuals Actuals Budget Recommend Change
State Aid 11,976,868 13,296,653 11,466,627 12,490,555 1,023,928
Service Connected Aid 2,447,529 2,280,653 2,906,438 2,811,847 (94,591)
Ed & Training Aid Recipients 41,000 20,000 0 0 0
Child Day Care Aid 10,900,587 12,500,484 11,908,733 12,658,731 749,998
Composite Aid 4,584 3,053 0 0 0
AB85 State Map Aid 6,732,453 8,571,303 6,804,912 7,628,766 823,854
Principal Pmt on Bonds 29,950,000 33,295,000 36,895,000 40,765,000 3,870,000
Retire Oth Long Term Debt/Lease
P 34,177,335 33,991,752 46,660,084 48,015,424 1,355,340
Interest on Bonds 10,164,901 8,526,636 6,080,315 4,687,243 (1,393,072)
Interest on Oth Long Term Debt 12,135,737 11,154,854 10,178,367 9,305,586 (872,782)
Int on Notes & Warrants 433 10,221 16,200 16,200 0
Taxes & Assessments 195,908 203,873 289,682 319,982 30,300
Rights of Way & Easements 336,074 92,861 751,000 117,000 (634,000)
Judgements & Damages 85,266 4,903 38,331 0 (38,331)
Depreciation 3,770,448 3,872,931 3,896,941 4,559,280 662,339
Contrib to Other Funds 251,737 615,472 270,000 296,000 26,000
Contribution to Enterprise Funds 26,074,359 27,289,916 60,345,000 77,231,000 16,886,000
Contribution to Other Agencies 189,280,408 222,807,192 135,246,675 133,113,461 (2,133,214)
Interfund Exp - Gov/Gov 9,968,359 10,042,696 14,452,084 14,834,528 382,444
Interfund Exp - Gov/Ent 797,173 691,440 1,216,151 709,547 (506,604)
Interfund Exp - Ent/Ent 14,500 19,780 25,910 25,910 0
DoIT Phone Exchange 256,890 200,288 219,420 165,252 (54,168)
DoIT Data Proc Svcs 625,178 582,297 747,826 761,248 13,422
DoIT Data Proc Supply 400 1,141 0 0 0
DoIT Other Telecom Charges 33,832 74,321 32,699 29,835 (2,864)
Gen Svc-Bldg Ocpncy Costs 4,368,812 4,145,906 5,706,458 3,820,852 (1,885,606)
Gen Svc-Requested Mntce 1,341,613 2,581,458 4,353,828 1,404,404 (2,949,424)
Gen Svc-Use of Co Equipment 416 584 1,184 1,184 0
Gen Svc-Other G S Charges 285,012 231,630 361,074 444,682 83,608
Gen Svc-Bldg Lifecycle 209,520 198,242 198,242 193,219 (5,023)
DoIT Info Security Charge 42,551 51,447 76,742 61,457 (15,285)
Other Charges 470,524,429 510,045,452 484,912,282 504,841,704 19,929,422
WCDF Infrared System IPID 7,833 210,946 0 0 0
273-Upgrade HVAC to DDC 8,364 0 0 0 0
564-Renovate Suite 400 46,475 46 0 0 0
003-Old Jail Demolition 11,339 489 0 0 0
102-Sale PH Libry Proprty 771,955 989,413 0 0 0
564-Summit Ctr Roof Rpr 83,107 0 0 0 0
County Summary Information
522 County of Contra Costa FY 2020-2021 Recommended Budget
EXPENDITURES BY TYPE
All County Funds
2017-18 2018-19 2019-20 2020-21 2020-21
Account Name Actuals Actuals Budget Recommend Change
010-FLIP ADA & Life Sfty 35,025 40,430 0 0 0
173-FLIP RF EQ& ADA& Sfty 37,484 34,223 0 0 0
272-FLIP RF EQ& ADA& Sfty 2,457,375 1,035,570 0 0 0
564-FLIP RF EQ& ADA& Sfty 309,845 0 0 0 0
010-Repair Sewer System 37,138 (46) 0 0 0
676 Reno Add Office Space 808,780 26,132 0 0 0
015 FLIP Repair Roof 0 228 0 0 0
000-Repair Drvway & Parkg 105 0 0 0 0
000-Replace Mods With New 351,650 3,531 0 0 0
Boys Ranch Expansion 428,778 147,486 0 0 0
Lions Gate Remodel 11,180 960 0 0 0
10 Douglas Dr D A Proj 659,402 45,479 0 0 0
MDF Cent Control Sys Repl 104,053 0 0 0 0
001-5 yr Capital Fac Plan 9,786,503 59,190,405 31,351,375 5,000 (31,346,375)
015-2nd Flr Vanilla Shell 1,706,264 41,169 0 0 0
182-FLIP Repair Roof 2,177,843 1,424 0 0 0
632-FLIP ADA Roof Equip 46,500 26,148 0 0 0
044-FLIP Rooftop Equip 41,318 24,259 0 0 0
390-FLIP ADA Safety Roof 2,240,467 55,179 0 0 0
646-FLIP Rooftop Equip 9,969 10,151 0 0 0
273-Replace Roof Parapet 174,367 0 0 0 0
561-Reno 1420 Willow Pass 14,824 80,321 0 0 0
755-MV MHPUR to Ste D1 594,502 2,012 0 0 0
HVAC Kensington Library 0 46 0 0 0
755-MV HMLS Admn to Ste D 541,301 366 0 0 0
273-Replace 3 Chillers 561,636 0 0 0 0
010-Reno M Module 7,428 63,514 6,929,083 0 (6,929,083)
390-WCDF Jail Expansion 1,062,207 1,375,219 0 0 0
Remodel 651 Pine 7th/11th 160 0 0 0 0
004 Ext Renov 625 Court 225,114 22,901 0 0 0
614-1275A Hall Ave T/I 27,098 16,158 0 0 0
Cap Facilities Masterplan 40,006 33,611 80,000 0 (80,000)
Various Alterations 22,529 0 0 0 0
275-FLIP HVAC & Generator 160,701 18,157 0 0 0
010-FLIP Repair Roof 2,324,134 (137,927) 0 0 0
029-FLIP Repair Roof 481,110 (89,173) 0 0 0
129-FLIP Chiller Replace 300 419,082 0 0 0
130-FLIP Rooftop Equip 7,314 342,807 0 0 0
673-FLIP Cooling Tower 0 128,515 0 0 0
County Summary Information
County of Contra Costa FY 2020-2021 Recommended Budget 523
EXPENDITURES BY TYPE
All County Funds
2017-18 2018-19 2019-20 2020-21 2020-21
Account Name Actuals Actuals Budget Recommend Change
274-FLIP Repair Roof 401,712 0 0 0 0
634-FLIP Repair Roof 519,150 585 0 0 0
390-FLIP Replace Refrig 877,615 0 0 0 0
676-FLIP Repair Roof 48,082 90,396 0 0 0
010-MDF Intk Cntr Redesgn 34 0 0 0 0
004-FLIP HVAC Repair 91,649 48,628 0 0 0
754-TI AG UCCE 2380 Bisso 1,501,949 17,568 0 0 0
140-Replace Roof 277,879 472,463 0 0 0
Remod Courthse Mtz (F/DA-C) 683,096 2,750 0 0 0
458-Replace Roof Library 167,694 90,021 0 0 0
275-Remodel Suite 200 CCTV 0 1,077 0 0 0
010-Intake Visit Rooms 442 65,541 0 0 0
000-Prkg Lot Solar Panels 376,732 1,616,127 0 0 0
044-Console Remodel JHall 37,523 127,454 0 0 0
323-Replace Roof & HVAC 0 975,199 0 0 0
041-HSD Mobile Clinic Lot 182,076 132,894 0 0 0
041-Sheriff Parking Lot 90,338 70,685 0 0 0
041-Building Improvements 26,653 114,985 0 0 0
041-Yard Paving 18,062 151,865 0 0 0
044-J.Hall Recreation Area 0 531,456 0 0 0
458-Bldg Improvements 0 64,527 435,473 0 (435,473)
029-Repair Retaining Wall 0 7,746 0 0 0
010-FLIP Elc/Plm/HVAC/WP 0 109,919 0 0 0
182-FLIP Electrical/HVAC 0 51,622 0 0 0
Emergency Comm Sys Imps 0 70 0 0 0
048-FLIP Electrical/HVAC 0 50,659 0 0 0
390-FLIP Elc/Plm/HVAC 0 199,894 0 0 0
129-FLIP Electrical 0 6,456 0 0 0
130-FLIP Electrical 0 3,016 0 0 0
687-FLIP Roof Repair 0 664 0 0 0
004-625 Court-DoIT Rewire 695 0 0 0 0
757-FLIP Pump Station 0 1,439 0 0 0
Various Roof 352,228 0 0 1,000,212 1,000,212
Various Improvements 219,863 330,437 0 593,791 593,791
R-Rep Solar Proj-7 Sites 28,271 27,746 0 0 0
010-Repair/Epoxy Showers 0 51,863 0 0 0
632-FLIP Electrical 0 69,209 0 0 0
390 WCDF Upgr Elctrnc Sys 90,119 967 0 0 0
390-WCDF-Rmdl Visit Ctr 11,958 0 0 0 0
County Summary Information
524 County of Contra Costa FY 2020-2021 Recommended Budget
EXPENDITURES BY TYPE
All County Funds
2017-18 2018-19 2019-20 2020-21 2020-21
Account Name Actuals Actuals Budget Recommend Change
FLIP-270-3811 Bissel-FS01 70 0 0 0 0
245-Modernize Elevator 0 10,196 0 0 0
010-Module F Repairs 0 711,491 0 0 0
811-Repair Roof 0 35 0 0 0
FLIP-095-6401 Stcktn-AC03 0 46 0 0 0
FLIP-115-2290 WPass-FS03 70 0 0 0 0
FLIP-390-5555 Giant-IS05 0 120,260 0 0 0
182FS01-12000 Marsh Creek 100 0 0 0 0
157-BTHRM/AC/PRKG/ADA 0 5,375 0 0 0
000-New Antioch Care Cntr 0 5,702 0 0 0
015-Expand Onsite Storage 0 700,398 0 0 0
DP Bldg Cntr 30 Douglas 6,492 0 0 0 0
40 Muir-Bldg Rmdl/Occpncy 60,551 119,076 0 0 0
230 Hookston-Landscaping 21,683 16,878 25,000 10,000 (15,000)
Sheriff's Facilities Imps 68,102 821,124 0 0 0
Clk/Rec/Elec New Fac 14,378 49,817 0 0 0
Undesignated Cap Projects 0 0 19,850,000 17,550,000 (2,300,000)
555-2500 Alh-Cnvrt Ed Rms 1,475,092 2,640 0 0 0
201 Replace Kit Drainage 27,459 0 0 0 0
555-Redesign Pharmacy 710,926 1,629,832 0 0 0
LMCH Ambulatory Care Clinic 4,648 28,225 0 57,822 57,822
Hosp-I and J Ward A/C 134,449 3,162 0 0 0
Pathology Lab Remodel 0 58 0 0 0
RHC - Carpet 319,901 6,258,536 3,000,000 6,279,104 3,279,104
3505 Lonetree Ste 1 Imps 163,853 614,395 617,160 0 (617,160)
550-TI Move Him & Parking 246,522 164,990 0 0 0
756-TI HSD 2380 Bisso B 96,153 5,528 14,000 0 (14,000)
Sidewalk Rprs-Hosp-Mtz 377,411 72,645 589 0 (589)
756-Construct Data Center 0 74,967 16,000 891,288 875,288
New Hlth Ctr-801Chesley 0 2,517 0 0 0
Work Sta Imps-Hosp-Mtz 0 1,510 0 0 0
AIP #13 Airfield Enhcmnts 0 0 0 1,000,000 1,000,000
BFA AIP24 ARFF Bld Design 0 26 187,500 74 (187,426)
Miscellaneous Equipment 549,167 896,029 1,432,577 1,369,077 (63,500)
Special Assistive Devices 0 0 0 50,000 50,000
Office Equip & Furniture 5,303,079 3,934,716 4,038,483 3,236,102 (802,381)
Institutional Equip & Furniture 104,924 95,675 109,705 124,705 15,000
Autos and Trucks 1,499,619 872,412 6,010,843 4,684,252 (1,326,591)
Medical & Lab Equipment 1,075,269 2,379,369 6,958,288 3,541,554 (3,416,734)
County Summary Information
County of Contra Costa FY 2020-2021 Recommended Budget 525
EXPENDITURES BY TYPE
All County Funds
2017-18 2018-19 2019-20 2020-21 2020-21
Account Name Actuals Actuals Budget Recommend Change
Radio & Communication Equip 827,396 505,082 812,162 812,162 0
Tools & Sundry Equipment 106,169 212,404 277,000 59,234 (217,766)
Heavy Construction Equipment 0 28,945 140,000 0 (140,000)
Capitalized Software 287,132 277,320 300,000 284,000 (16,000)
Fixed Asset Adj Year-End (5,836,581) (12,661,283) 0 0 0
Fixed Assets 42,071,332 77,605,255 82,585,238 41,548,377 (41,036,861)
Reimbursements-Gov/Gov 280,524,656 295,587,541 364,046,637 338,892,722 (25,153,915)
Reimbursements-Gov/Ent 252,786 250,966 355,042 374,758 19,716
Reimbursements-Ent/Ent 0 0 2,000 2,000 0
Intrafund-Trans-Gov/Gov 17,791,617 16,714,550 18,519,061 16,264,711 (2,254,350)
Transfers-Gov/Ent 985,971 1,020,000 1,459,805 1,377,805 (82,000)
Intrafund-Trans-Salaries (34,532) (39,300) (5,964,489) (3,279,352) 2,685,137
Intrafund-Trans-Services (151,619,644) (165,219,658) (166,010,034) (175,236,966) (9,226,932)
Interfund-Trans-Oth Charges 0 (1,581) 0 0 0
Intrafund-Trans-FX Assets (1,473,972) (1,939,651) (1,340,845) (1,562,053) (221,208)
Expenditure Transfers 146,426,883 146,372,868 211,067,176 176,833,624 (34,233,552)
Apportn For Contingencies 0 0 7,510,000 10,000,000 2,490,000
Provisions For Contingencies 0 0 7,510,000 10,000,000 2,490,000
TOTAL EXPENDITURES 3,468,739,798 3,638,883,214 4,050,669,596 3,983,363,690 (67,305,906)
County Summary Information
526 County of Contra Costa FY 2020-2021 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 2019-20 beginning fund balance of $584.5 million, which
represented 18.0% growth over the previous year. Revenues rebounded strongly recently
especially due to property taxes and property taxes in lieu of vehicle license fees.
Intergovernmental revenue increased mainly due to revenue for state mandated costs reimbursed
for the Handicapped and Disabled Students Program and Seafarers Earning Deduction. Use of
money and property increased due to higher than anticipated interest earnings, and other revenue
increased due to a reimbursement for energy efficiency improvements in plant acquisition. In total,
General Fund revenues increased by 9.0% ($138.2 million) and expenditures increased by 7.1%
($101.0 million).
Ending Ending Ending Ending Projected
Fund Balance Fund Balance Fund Balance Fund Balance % Fund Balance %
June 30, 2016 June 30, 2017 June 30, 2018 June 30, 2019 Change June 30, 2020 Change
General Fund (Major Fund)
Nonspendable 9,807 7,501 8,997 4,414 (50.9%) 4,414 0.0%
Restricted 9,869 8,233 30,035 36,830 22.6% 36,830 0.0%
Committed 1,440 1,440 1,398 1,235 (11.7%) 1,235 0.0%
Assigned 116,089 123,302 199,972 206,628 3.3% 206,628 0.0 %
Unassigned 232,953 299,837 254,848 335,404 31.6% 345,404 3.0%
Total 370,158 440,313 495,250 584,511 18.0% 594,511 1.7%
CCC Fire Protection District Special Revenue
Nonspendable 1,920 843 1,582 1,415 (10.6%) 1,415 0.0%
Restricted 5,285 6,592 14,270 24,407 71.0% 24,407 0.0%
Committed - - - - 0.0% - 0.0%
Assigned 31,725 53,348 59,757 59,757 0.0% 59,757 0.0%
Unassigned - - - - 0.0%- 0.0%
Total 38,930 60,783 75,609 85,579 13.2% 85,579 0.0%
00%All Other Non-Major Governmental Funds in the Aggregate
Nonspendable 3,823 4,111 4,549 3,439 (24.4%) 3,439 0.0%
Restricted 389,353 502,496 480,607 470,078 (2.2%) 470,078 0.0%
Committed 341 342 342 342 0.0% 342 0.0%
Assigned 40,026 56,144 90,591 97,146 7.2% 97,146 0.0%
Unassigned - (5,788) (4,521) (625) (86.2%) (625) 0.0%
Total 433,543 557,305 571,568 570,380 (0.2%) 570,380 0.0%
Total Governmental Funds
Nonspendable 15,550 12,455 15,128 9,268 (38.7%) 9,268 0.0%
Restricted 404,507 517,321 524,912 531,315 1.2% 531,315 0.0%
Committed 1,781 1,782 1,740 1,577 (9.4%) 1,577 0.0%
Assigned 187,840 232,794 350,320 363,531 3.8% 363,531 0.0%
Unassigned 232,953 294,049 250,327 334,779 33.7% 344,779 3.0%
Total 842,631 1,058,401 1,142,427 1,240,470 8.6% 1,250,470 0.8%
County Summary Information
County of Contra Costa FY 2020-2021 Recommended Budget 527
CHANGES IN PROJECTED FUND BALANCE (continued)
Fund balance is expected to remain relatively flat in FY 2019-20 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 increase in Unassigned balance is for the $10
million in budgeted contingency reserves. Note these figures do not take into account any impact
from Covid-19. It is anticipated that FY 2020-21 will have no growth in reserves. Note that there
was a reassignment at the conclusion of the 2017-18 fiscal year that impacted the Assigned and
Unassigned categories.
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 $9.97 million during FY 2018-19 and had a FY 2019-20 beginning fund balance of
$85.5 million, which represented 13.2% growth over the previous year. Total revenues increased
by 5.5%, while expenditures increased by 6.5% in FY 2018-19. The increase in expenditures was
mainly due to safety employees receiving a 5% wage increase, construction of Station 16
(Lafayette), and the purchase of a new hazardous materials vehicle. 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. 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 recently due
to the reclassification of the Health and Sanitation Special Revenue Fund from major to non-
major. Of the $570.3 million in Non-Major fund balance, $508.4 million is in Special Revenue
Funds, $59.3 million in Debt Service Funds, $749,000 in Capital Project Funds, and $1.8 million
in the Permanent Fund. Growth was negative 0.2% compared to 2.6% in FY 2017-18.
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
528 County of Contra Costa FY 2020-2021 Recommended Budget
CHANGES IN NET POSITION
Proprietary Funds (in thousands)
Proprietary 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 Proprietary Funds: The County’s major proprietary funds are the County Hospital and
HMO Enterprise Funds.
Non-Major Proprietary 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. Aside from Fleet Services, these are all Self-Insurance
Funds.
Ending Ending Ending Ending Projected
Position Position Position Position % Position %
June 30, 2016 June 30, 2017 June 30, 2018 June 30, 2019 Change June 30, 2020 Change
County Hospital
Net Investment in Capital Asse t 42,044 58,557 63,379 77,401 22.1% 77,401 0.0%
Unrestricted (159,806) (168,713) (131,903) (122,846)(6.9%) (122,846)0.0%
Total (117,762) (110,156) (68,524) (45,445) (33.7%) (45,445) 0.0%
HMO Medi-Cal
Net Investment in Capital Asse t - - - -
Unrestricted 42,301 45,132 69,236 72,698 5.0% 72,698 0.0%
Total 42,301 45,132 69,236 72,698 5.0% 72,698 0.0%
Nonmajor
Net Investment in Capital Asse t 18,451 19,296 18,516 18,237 (1.5%) 18,237 0.0%
Unrestricted 5,715 8,809 12,058 12,088 0.2%12,088 0.0%
Total 24,166 28,105 30,574 30,325 (0.8%) 30,325 0.0%
Total
Net Investment in Capital Asse t 60,495 77,853 81,892 95,638 16.8% 95,638 0.0%
Unrestricted (111,790) (114,772) (50,609) (38,060) (24.8%)(38,060) 0.0%
Total (51,295) (36,919) 31,283 57,578 84.1% 57,578 0.0%
Internal Service
Net Investment in Capital Asse t 8,273 8,681 7,814 9,411 20.4% 9,411 0.0%
Unrestricted (11,619) (1,433) 5,123 18,657 264.2% 18,657 0.0%
Total (3,346) 7,248 12,937 28,068 117.0% 28,068 0.0%
Grand Total (54,641) (29,671) 44,220 85,646 93.7% 85,646 0.0%
County Summary Information
County of Contra Costa FY 2020-2021 Recommended Budget 529
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 2020-21 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
530 County of Contra Costa FY 2020-2021 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 2020-21 the County will occupy 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 (EOC) and administration building for the Sheriff.
Figure 1 New Admin Building
County Summary Information
County of Contra Costa FY 2020-2021 Recommended Budget 531
CAPITAL IMPROVEMENT PLAN
On March 24, 2020, the County Board of Supervisors received a capital improvement plan with
status reports on the progress of the County’s emergency operation center and the County
administration building and options for the demolition of the old administration building at 651 Pine
Street.
Figure 2 New EOC and Sheriff's Admin 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 July of 2020.
Active construction began in FY 2018-19 and will complete in FY 2020-21. The funding for these
facilities is identified in the General County Building Occupancy write up on page 167.
In addition to these two major projects, the County will award a construction contract in FY 2020-
21 for another major 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 $95.0 million made up of a grant from the State of California
for $70.0 million and a $25.0 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 2020-21.
County Summary Information
532 County of Contra Costa FY 2020-2021 Recommended Budget
CAPITAL IMPROVEMENT PLAN
Figure 3 New Admin Building Southwest Corner
The County’s investment in capital assets for its governmental and business-type activities as of
June 30, 2019, was $1,151,818,000 (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 6.4% (a 7.1% increase for governmental
activities and a 2.8% increase for business-type activities).
The County’s capital acquisitions exceeded retirement of capital assets and depreciation
expense. The major activity of capital assets for governmental activities was: Equipment $15.3
million, Building and improvements $4.2 million, and Construction in progress $92.0 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 2020-
21.The difference between the total of $9.55 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
Various Departments 10 Douglas, Martinez Elevator, electrical and HVAC $2,000,000
Finance and Treasury 625 Court, Martinez Elevator, plumbing $1,300,000
West County Detention 5555 Giant Hwy, Richmond HVAC and refrigeration $1,200,000
Animal Services 4800 Imhoff, Martinez Paint and HVAC $2,000,000
Health and Courts 1111 Ward, Martinez Plumbing and HVAC $800,000
Animal Services 910 San Pablo, Pinole Security and ADA $780,000
Boys Ranch 4491 Bixler, Byron Water system and ADA $600,000
Public Defender 2020 North Broadway, Walnut Creek HVAC $500,000
Various Departments Various Electrical switchgear $350,000
Various Departments 920 Mellus, Martinez Plumbing $20,000
Grand Total $9,550,000
County Summary Information
County of Contra Costa FY 2020-2021 Recommended Budget 533
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 usable 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, and developing an interface for use by staff so the data can
be used to make recommendations and set strategic planning efforts.
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 another facilities condition assessment in FY 2020-21 to
continue progress on the implementation of the Facilities Asset Management Plan. The County
will use the assessment to help improve decision making on budgeting and targeting appropriate
maintenance strategies for improving the County’s assets.
County Summary Information
534 County of Contra Costa FY 2020-2021 Recommended Budget
CURRENT DEBT POSITION
The most recent Debt Report was issued by the Debt Affordability Advisory Committee on March
1, 2020. Information on the current Debt Position of the County follows:
Outstanding Debt. As of June 30, 2019, the County had a total of $384.409 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 $447,584 million (2018); $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 $729.6 million (2010). The County’s entire debt portfolio is comprised
of fixed-rate debt issues. The County Debt Management Policy permits variable rate financial
products such as variable rate demand obligations (VRDOs) only under special circumstances
and does not presently permit derivatives such as swaps at any time. Even prior to the
implementation of its formal Debt Management Policy, the County took a conservative approach
to its debt portfolio and had issued only fixed rate debt. This continued approach shields the
County from the various risks associated with derivative instruments ensuring a level of certainty
in long term financial and capital project planning. It should be noted that POBs are taxable
securities whereas the majority of the County’s Lease Revenue Bonds are tax-exempt securities.
The exceptions are the 2010 Series A-2 and A-3 bonds, which were issued as Build America
Bonds (BABs) and Recovery Zone Economic Development Bonds (RZEDBs), and are taxable,
but receive a federal subsidy to offset a portion of the taxable interest on the bonds. Thus, the
True Interest Costs (TIC) for the taxable POBs and LRBs are generally higher than those for tax-
exempt LRBs. A detailed, audited list of outstanding lease revenue and pension obligation bonds
as of June 30, 2019 is shown below.
County of Contra Costa (County Only) Outstanding Lease Revenue and Pension Obligation Bonds and True Interest Cost (as of June 30, 2019) ($ 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 1,080 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 8,730 3.84%
2012 Lease Revenue Obligations 11/11/12 06/01/27 13,102 8,074 2.68%
2015 Series A (Refunding and Capital Projects) 08/25/15 06/01/35 19,055 15,865 3.18%
2015 Series B (Refunding and Capital Projects) 08/25/15 06/01/28 52,060 36,354 2.40%
2017 Series A (Refunding and Capital Projects) 03/03/17 06/01/27 99,810 69,000 2.33%
2017 Series B (Capital Projects) 05/26/17 06/01/32 100,285 88,900 2.39%
Total LRBs
and LROs
$342,367 $261,824
Pension Obligation Bond Issues (POBs):
Series 2003 A (Taxable) 05/01/03 06/01/22 322,710 122,585 5.36%
Total POBs $322,710 $122,585
Grand Total $665,077 $384,409
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
County of Contra Costa FY 2020-2021 Recommended Budget 535
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 2018-19, the County’s total assessed valuation base was $214.9 billion and the growth
rate of total assessed valuation in the County was 6.1%, the seventh 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 9.6% over the last 25 years and averaged 7.7% 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 5.2% for FY 2019-20.
The net assessed value of taxable property was $208.58 billion ($214.9 billion gross), resulting in
a statutory bonded debt limitation of $10.4 billion (calculated by taking 5% of the assessed value
of taxable property) and a California Constitution limit of $2.61 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, 2019, the County’s
outstanding bonded debt was $122.6 million leaving a statutory margin of $10.3 billion and a
Constitutional margin of $2.48 billion. Subsequent to this reporting period, taxable property grew
to $226.0 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, 2019. 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, 2019)
Fiscal Year
Ending 6/30
Total Lease
Debt Service (1)
Total POB
Debt Service
Total
Debt Service
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
2027 19,244,912 19,244,912
2028 12,863,233 12,863,233
County Summary Information
536 County of Contra Costa FY 2020-2021 Recommended Budget
CURRENT DEBT POSITION
Fiscal Year Ending 6/30 Total Lease Debt Service (1) Total POB Debt Service Total Debt Service
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 $ 314,829,857 $136,435,040 $ 451,264,897
(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 $13.7 million. To
the extent that Federal and/or State programs offset debt service cost for projects funded with
LRBs, the County must share the refunding savings attributable to such projects with the Federal
and/or State program. It should be noted that the Tax Cuts and Jobs Act of 2017, which became
law in December 2017, has eliminated the ability to advance refund bonds on a tax-exempt basis.
The County’s impact from this change is minimal since the vast majority of its debt portfolio had
been refunded at historically low interest rates prior to passage of the Act.
Lease Revenue Bond Refunding Savings Since 2002
(as of June 30, 2019)
Refunding Lease
Revenue Bond Issue
Amount Refunded
($ 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
County of Contra Costa FY 2020-2021 Recommended Budget 537
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 six 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%
2019 14.6%
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
538 County of Contra Costa FY 2020-2021 Recommended Budget
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
February 2018, 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+
11 2019 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.
11. October 4, 2019, Moody’s released an Annual Issuer Comment Letter that cited the County’s underlying General
Obligation bond rating at Aa2 with a Stable outlook.
County Summary Information
County of Contra Costa FY 2020-2021 Recommended Budget 539
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.
County Summary Information
540 County of Contra Costa FY 2020-2021 Recommended Budget
Appendix AppendixCounty of Contra Costa
Countywide Program Modification List
County of Contra Costa FY 2020-2021 Recommended Budget 541
Order
Reference
to
Mand/Disc
List
Program Name Services FTE
Net
County
Cost
Impact
Impact
Agriculture
1 1 Administration Salaries and benefits 1.0 164,701 Add one (1) Deputy Agricultural
Commissioner.
2 2 Agriculture Salaries and benefits (2.3) (169,037)
Reduce 19 Pest Detection
Specialist positions from 0.82 FTE
to 0.7 FTE.
Total (1.3) (4,336)
Animal Services
1 1 Field Services Decrease staff (4.0) (370,000)
Eliminate three (3) Animal
Services Officer positions and one
(1) Animal Services Utility Worker
position.
Total (4.0) (370,000)
Auditor-Controller
1 43,837 All divisions Salaries and Benefits 0.0 (687,855)
Vacancy Factor –will require the
department to manage the filling of
staff vacancies.
Total 0.0 (687,855)
Child Support Services
1 1 Child Support
Services Federal Revenue 0.0 1,115,746 Increase Federal revenue.
2 1 Child Support
Services Staff Reduction (1.0) (249,500) Delete the vacant Child Support
Chief Assistant Director position.
3 1 Child Support
Services Add Staff 6.0 687,356
Add one (1) Child Support
Supervisor, one (1) Attorney-Entry
Level, one (1) Information Systems
Programmer/Analyst II and three
(3) Child Support Specialist I
positions.
Total 5.0 (677,890)
County Counsel
1 1 General Law Salaries and Benefits 0.0 (83,484) Reduce temporary staffing.
2 1 General Law Services and Supplies 0.0 (415,791)
Reduce appropriations for
operating costs relating to
equipment, software, and non-
county professional specialized
services.
3 1 General Law Fixed Assets 0.0 (42,423) Eliminate appropriations for office
equipment and furniture.
Total 0.0 (541,698)
Countywide Program Modification List
542 County of Contra Costa FY 2020-2021 Recommended Budget
Order
Reference
to
Mand/Disc
List
Program Name Services FTE
Net
County
Cost
Impact
Impact
Dept of Information Technology
1 5 GIS Support Salaries and Benefits 1.0 133,676 Add one (1) GIS Analyst position.
2 5 GIS Support Charges for Service 0.0 133,676 Increase revenue from customers
based on requests for service.
Total 1.0 0
District Attorney
1 1 Mainline
Prosecution Increase staff 2.0 180,000 Add two (2) DA Case preparation
assistants.
Total 2.0 180,000
Employment and Human Services
1 2 Children &
Family Services
Add staff for Child
Welfare Services 15.0 1,961,524
Add one (1) Translator, two (2)
Social Work Supervisors, and 12
Social Workers to support the
Emergency Response program
and Continuum of Care
Requirements.
2 2 Children &
Family Services
Overhead for Child
Welfare Services 0.0 383,089
Additional operating costs related
to 15 added positions in Children
and Family Services.
3 2 Children &
Family Services
Revenue for Child
Welfare Services 0.0 2,344,613
Increase revenue to fund
additional fifteen positions and
operating costs in Children and
Family Services.
4 13 Aging & Adult
Services
Add staff for Whole
Person Care (a.k.a.
CommunityConnect
program)
2.0 218,870 Add two (2) Whole Person Care
staff to handle growing caseload.
5 13 Aging & Adult
Services
Revenue for Whole
Person Care staffing 0.0 (218,870)
Revenue transfer from the County
Health Services Department to
fund two (2) additional Whole
Person Care positions.
6 13 Aging & Adult
Services
Overhead reduction for
Aging & Adult Services
Bureau
0.0 (107,917) Reduction in overhead, due to shift
caused by adding 15 CFS FTEs.
7 21 Workforce
Services
Overhead Reduction for
Workforce Services
Bureau
0.0 (275,172) Reduction in overhead, due to shift
caused by adding 15 CFS FTEs.
8 40
Workforce
Development
Board
Add staff for services to
job seekers and
employment and
training program
participants
1.0 75,170
Add one (1) Clerk Experienced
Level position to support program
activities.
Countywide Program Modification List
County of Contra Costa FY 2020-2021 Recommended Budget 543
Order
Reference
to
Mand/Disc
List
Program Name Services FTE
Net
County
Cost
Impact
Impact
9 40
Workforce
Development
Board
Revenue to support
increased capacity to
serve job seekers and
employment and
training program
participants
0.0 75,170
Additional Workforce Innovation &
Opportunity Act (WIOA) grant
revenue.
10 47
Child
Development
Fund
Add staff to support
childcare services 2.0 216,912
Add one (1) Comprehensive
Services Assistant Manager to the
Alternative Payment –CalWORKs
CAPP program and one (1)
Comprehensive Services Manager
to the Alternative Payment –
CalWORKs C2AP program to
support increased caseload.
11 47
Child
Development
Fund
Revenue in the Child
Development Fund for
childcare services
staffing
0.0 216,912 Additional grant revenue.
Total 20.0 (383,089)
Health Services
1 45-46
Detention
Facility Mental
Health, Medical
Services
Salaries and Benefits 29.1 2,540,000
Augment adult detention health
facility clinical and administrative
staffing.
Total 29.1 2,540,000
Human Resources
1 2
Employee
Benefits
Administration
Salaries and Benefits 1.0 139,723 Add one (1) Supervising
Accountant position.
2 2
Employee
Benefits
Administration
Revenue 0.0 139,723 Increase Benefits Administration
Fees to offset cost of position.
3 3 Personnel
Services Salaries and Benefits 0.0 (78,113)
Establish Vacancy Factor - will
require the department to manage
the filling of staff vacancies.
Total 1.0 (78,113)
Public Defender
1 3 Criminal
Defense Temporary Salaries 0.0 162,000 Add one (1) Temporary Deputy
Public Defender.
Total 0.0 162,000
Countywide Program Modification List
544 County of Contra Costa FY 2020-2021 Recommended Budget
Order
Reference
to
Mand/Disc
List
Program Name Services FTE
Net
County
Cost
Impact
Impact
Public Works
1 3 Facilities
Maintenance Salaries and Benefits 1.0 180,000 Add one (1) Custodian II position
and expanded custodial support.
2 3 Facilities
Maintenance Services and Supplies 0.0 20,000 Custodial supplies and equipment
Total 1.0 200,000
Sheriff's Office
1 29 AB109 Program Salary and Benefits 1.0 291,805
Add one (1) Deputy Sheriff for
Mental Health Evaluation Team
program.
2 29 AB 109
Program Revenue 0.0 291,805
Increase in AB 109 funding as
recommended by the Community
Corrections Partnership.
3 24
Martinez
Detention
Facility
Salary and Benefits 24.0 1,960,000
Add 23 Deputy Sheriff positions to
augment detention staffing free-
time, pill-calls, and intake
screenings and add One (1)
Sheriff Lieutenant for additional
detention staff oversight.
Total 25.0 1,960,000
NON-COUNTY GENERAL FUND PROGRAM MODIFICATIONS
Contra Costa County Fire Protection District
1 N/A Operations Fire Suppression 3.0 213,880
Adds three (3) Fire Captain
positions effective April 1, 2021, to
upgrade the EMS squad at Fire
Station 70 in San Pablo to a
second, full fire company.
2 N/A Operations Special Operations 1.0 342,064
Adds one (1) Battalion Chief-40
Hour position to oversee special
operations.
3 N/A Operations Fire Prevention Bureau 4.0 646,684
Adds two (2) Fire Inspector I and
two (2) Fire Inspector II positions
to the Fire Prevention Bureau.
4 N/A Operations Training and Safety
Division 2.0 224,372
Adds one (1) Training and Staff
Development Specialist and one
(1) Driver Clerk positions to the
Training and Safety Division.
Countywide Program Modification List
County of Contra Costa FY 2020-2021 Recommended Budget 545
Order
Reference
to
Mand/Disc
List
Program Name Services FTE
Net
County
Cost
Impact
Impact
5 N/A Operations EMS (1.0) (124,000)
Reallocates one (1) Secretary-
Advanced Level position from the
CCCFPD General Operating Fund
to the EMS Transport Fund.
6 N/A Operations Fire Prevention
Revenue 0.0 300,000 Increased revenue for in fire
prevention fees.
7 N/A Operations Special Operations
Revenue 0.0 120,000
Increased revenue for from Air
Ambulance Agreement with
REACH, LLC.
Total General
Operating Fund 9.0 883,000
8 N/A EMS Transport EMS 1.0 124,000 Adds one (1) Secretary-Advanced
Level position.
Total EMS Transport
Fund 1.0 124,000
Countywide Program Modification List
546 County of Contra Costa FY 2020-2021 Recommended Budget
Mandatory/Discretionary Program Listing – By Department
County of Contra Costa FY 2020-2021 Recommended Budget 547
Program Service Level Expenditures Funding Source General Fund NCC FTE Support Explanation
Agriculture/Weights and Measures
1 Administration M D 2,108,386 0 2,108,386 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 3,614,430 3,670,250 (55,820) 32.3 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 1,115,464 892,750 222,714 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 224,720 0 224,720 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.
Mandatory/Discretionary Program Listing – By Department
548 County of Contra Costa FY 2020-2021 Recommended Budget
Program Service Level Expenditures Funding Source General Fund NCC FTE Support Explanation
Animal Services
1 Field Services M D 4,524,346 2,924,178 1,600,168 22.0 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 4,255,225 2,657,470 1,597,755 29.0 No
Provide temporary husbandry and
veterinary care to animals impounded at the County's shelters.
3 Administration
Services M D 3,301,533 2,168,730 1,132,803 20.0 No
Provides operational support for the
department and includes human
resource functions, fiscal
management, data management,
contract management, and general
business operations.
4 Community Services M D 428,896 259,622 169,274 2.0 No
Provides public information, media
relations, community education, and managing all aspect of the
department's volunteer program.
5 Animal Benefit
Fund D D 100,000 100,000 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 7,273,722 728,722 6,545,000 43.0 No Secured property appraisal mandated by R&T Code Sections
50-93, 101-2125.
2 Business M D 1,851,493 185,493 1,666,000 10.0 No
Unsecured property appraisal
mandated by R&T Code Sections 2901-2928.1.
3 Support Services M D 8,690,681 870,681 7,820,000 52.0 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 1,076,889 107,889 969,000 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 3,091,000 3,091,000 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.
Mandatory/Discretionary Program Listing – By Department
County of Contra Costa FY 2020-2021 Recommended Budget 549
Program Service Level Expenditures Funding Source General Fund NCC FTE Support Explanation
Auditor-Controller
1 Property Tax M D 1,812,633 1,701,069 111,564 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 2,276,413 1,570,980 705,433 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.
3
General
Accounting/Acco
unts Payable
M D 2,404,728 3,214,085 (809,357) 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 854,912 29,988 824,924 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 312,210 191,794 120,416 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 2,857,020 260,000 2,597,020 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.
Mandatory/Discretionary Program Listing – By Department
550 County of Contra Costa FY 2020-2021 Recommended Budget
Program Service Level Expenditures Funding Source General Fund NCC FTE Support Explanation
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 7,516,225 355,225 7,161,000 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 80,000 20,000 60,000 0.0 Yes
Hears and makes determinations on appeals of employees and oversees
merit system to ensure that merit
principles are upheld.
Special Funds
5
North Richmond Waste &
Recovery
Mitigation Fund
D D 785,000 785,000 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).
Mandatory/Discretionary Program Listing – By Department
County of Contra Costa FY 2020-2021 Recommended Budget 551
Program Service Level Expenditures Funding Source General Fund NCC FTE Support Explanation
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 1,236,000 93,000 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 517,300 46,300 471,000 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 296,000 0 296,000 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 1,092,000 480,000 612,000 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 10,779,564 6,279,564 4,500,000 36.0 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.
Child Support Services
1 Child Support
Services M M 21,282,000 21,282,000 0 157.0 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.
Mandatory/Discretionary Program Listing – By Department
552 County of Contra Costa FY 2020-2021 Recommended Budget
Program Service Level Expenditures Funding Source General Fund NCC FTE Support Explanation
Clerk – Recorder - Elections
1 Elections M M 12,742,000 5,273,000 7,469,000 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 4,935,000 6,404,000 (1,469,000) 38.0 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 10,795,000 10,795,000 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 5,400,000 0 5,400,000 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 1,506,848 1,506,848 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
County of Contra Costa FY 2020-2021 Recommended Budget 553
Program Service Level Expenditures Funding Source General Fund NCC FTE Support Explanation
2 Current Planning M D 7,691,374 7,691,374 0 31.0 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 365,012 365,012 0 2.0 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 1,076,263 1,076,263 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 1,719,472 1,719,472 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 1,860,683 1,860,683 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.
Mandatory/Discretionary Program Listing – By Department
554 County of Contra Costa FY 2020-2021 Recommended Budget
Program Service Level Expenditures Funding Source General Fund NCC FTE Support Explanation
7
Federal
Programs,
CDBG,
Successor
Agency
D D 2,836,135 2,836,135 0 13.0 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 5,891,407 5,891,407 0 29.0 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.
9
Building
Inspection
Services
M M 8,968,876 8,968,876 0 27.0 No
Review plans, issue building
permits, and inspect the
construction of buildings.
10 Code
Enforcement M D 1,787,276 1,787,276 0 12.0 No
Respond to building and zoning complaints, perform on-site
investigations, abate hazards, and
perform inspections.
11 Weatherization D D 1,179,804 1,179,804 0 12.0 No Free home weatherization services
to low income residents.
12
Application &
Permit Center
Engineering
Services
M D 4,823,386 4,823,386 0 32.0 No Manage and help process
applications and permits.
13 Clean Water D 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.
Mandatory/Discretionary Program Listing – By Department
County of Contra Costa FY 2020-2021 Recommended Budget 555
Program Service Level Expenditures Funding Source General Fund NCC FTE Support Explanation
16
Service
Contracts/
Satellite
Locations
D D 5,543,500 5,543,500 0 4.0 No
Inspection services to various
contract cities and remote locations
within the unincorporated county.
17 Multi-Year
Special Projects D D 90,000 90,000 0 0.0 No
Provide plan check and inspection
services to Marsh Creek Generating
Station.
18 Energy Upgrade
CA D M 287,000 287,000 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 1,270,000 1,270,000 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 1,724,800 1,724,800 0 0.0 No Funding for mitigation programs
within East County community.
21
Housing
Rehabilitation,
Economic
Development &
Sustainability
Program
D D 1,961,000 1,176,000 785,000 5.0 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.
22 HOPWA Grant D D 629,000 629,000 0 0.0 No Provide housing opportunities for people with HIV/AIDS.
23 HUD Block Grant D M 6,670,000 6,670,000 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 620,000 620,000 0 0.0 No
Emergency Shelter Grant program
provides homeless persons with
basic shelter and essential
supportive services.
Mandatory/Discretionary Program Listing – By Department
556 County of Contra Costa FY 2020-2021 Recommended Budget
Program Service Level Expenditures Funding Source General Fund NCC FTE Support Explanation
25 HUD Home Block
Grants D D 4,679,000 4,679,000 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 SB1186/Cert Access Program M D 45,000 45,000 0 0.0 No
Funding provided by a $4 fee
collected from applicants for local
business licenses, used to fund
training and increase compliance
with construction-related
accessibility standards as set by
California’s Division of the State
Architect.
27 Used Oil Recycling Grant D M 70,000 70,000 0 0.0 No
Used Oil Block Grant funds to help
establish or enhance permanent, sustainable used oil recycling
programs.
28 Fish and Game
Protection M D 133,000 133,000 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.
29 Livable
Communities D D 1,750,000 1,750,000 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.
30
HUD
Neighborhood
Stabilization
D D 762,000 762,000 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.
31 Housing Successor
Agency
D M 11,255,636 11,255,636 0 0.0 No
Provide funding for all Successor
Agency-related obligations and activities pursuant to the terms of
the Dissolution Act.
32 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.
33 Private Activity Bond D M 1,276,000 1,276,000 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 2020-2021 Recommended Budget 557
Program Service Level Expenditures Funding Source General Fund NCC FTE Support Explanation
34 Affordable
Housing D M 400,000 400,000 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.
35 HUD Neighborhood
Preservation
D M 805,000 805,000 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.
36
Transportation
Improvement -
Measure J
D D 3,698,500 3,698,500 0 0.0 No
Measure+C93:J114 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
M D 296,939 0 296,939 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 6,282,477 283,514 5,998,963 15.2 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 M D 1,455,167 1,455,167 0 8.3 No
Administers cable franchises and
community access television
(CATV) and disseminates and
coordinates public information.
Supported primarily by CATV
franchise fees and Public, Education
and Government (PEG) Fees.
Mandatory/Discretionary Program Listing – By Department
558 County of Contra Costa FY 2020-2021 Recommended Budget
Program Service Level Expenditures Funding Source General Fund NCC FTE Support Explanation
4 AB109 M D 9,191,073 8,241,073 950,000 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.
5 Labor Relations M D 2,289,344 1,419,246 870,098 7.0 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 6,877,604 5,427,604 1,450,000 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 3,680,993 3,680,993 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 2,333,092 2,333,092 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.
Mandatory/Discretionary Program Listing – By Department
County of Contra Costa FY 2020-2021 Recommended Budget 559
Program Service Level Expenditures Funding Source General Fund NCC FTE Support Explanation
3 Retirement/
UAAL Bond Fund D M 45,452,243 45,452,243 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.
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 818,757 818,757 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 779,757 779,757 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 2,302,291 2,302,291 0 10.0 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.
Mandatory/Discretionary Program Listing – By Department
560 County of Contra Costa FY 2020-2021 Recommended Budget
Program Service Level Expenditures Funding Source General Fund NCC FTE Support Explanation
4 Operations D D 3,461,773 3,486,773 (25,000) 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 913,209 863,209 50,000 5.2 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 5,926,509 5,951,509 (25,000) 23.6 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.
7 Telecommunicati
ons D D 11,224,556 11,129,556 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 4,400,883 4,400,883 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 27,345,835 16,933,501 10,412,334 144.1 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.
Mandatory/Discretionary Program Listing – By Department
County of Contra Costa FY 2020-2021 Recommended Budget 561
Program Service Level Expenditures Funding Source General Fund NCC FTE Support Explanation
2 Special
Prosecution M D 6,649,186 4,356,614 2,292,572 25.5 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 5,348,310 110,000 5,238,310 20.0 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 Assistance M D 1,752,441 1,688,526 63,915 14.5 No
Victim liaisons providing assistance
in obtaining protective orders and restitution, advice to the Bench on
bail levels, and victim advocacy.
5 Administration M D 5,155,069 8,200 5,146,869 12.0 No
Operations, fiscal, personnel, procurement, and facilities
management, and resource
development
6 AB 109 M D 2,333,663 2,333,663 0 7.5 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 356,160 330,160 26,000 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
8 Consumer
Protection D D 800,000 800,000 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.
Mandatory/Discretionary Program Listing – By Department
562 County of Contra Costa FY 2020-2021 Recommended Budget
Program Service Level Expenditures Funding Source General Fund NCC FTE Support Explanation
10 Environmental/
OSHA D D 490,000 490,000 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 3,000 3,000 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 300,000 300,000 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 524,000 524,000 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 379,000 379,000 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 2,683,489 0 2,683,489 0.0 Yes Funds PeopleSoft Project (Payroll).
2 Retiree Health
Benefits M D 1,060,511 50,000 1,010,511 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 58,831,367 56,649,367 2,182,000 209.0 Yes Provides administrative support to
all areas of the Department
Mandatory/Discretionary Program Listing – By Department
County of Contra Costa FY 2020-2021 Recommended Budget 563
Program Service Level Expenditures Funding Source General Fund NCC FTE Support Explanation
Children and Family Services Bureau
2 Child Welfare
Services M M 75,513,574 73,361,028 2,152,546 366.3 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.
3 Adoption Services D M 2,483,943 2,473,584 10,359 12.7 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.
4
Foster Care/Adoption
Assistance
Eligibility
M M 6,347,814 5,185,064 1,162,750 25.0 No
Provides eligibility determination for
cash assistance for care of children
placed in out of home care.
5 Resource Family
Approval D M 1,582,496 1,394,973 187,523 2.2 No
Processes applications and
provides support services to
approved Resource Family Homes.
6 Adoption Assistance
Program
M M 22,176,931 21,517,411 659,520 0.0 No Provides payments to families in the adoption process or who have
adopted children.
7
Foster Care and
Other Out of Home Care
Payments
M M 35,982,374 34,140,464 1,841,910 0.0 No
Federal, state and county funded
program that provides payment for care of foster children in the custody
of the county.
8
Child Abuse
Prevention, Intervention and
Treatment
D M 428,917 386,025 42,892 0.0 No
Provides child abuse prevention
services authorized by AB 1733;
supports the Zero Tolerance for
Domestic Violence implementation
plan.
9
Family
Preservation
Program
Promoting Safe
and Stable
Families
D M 1,783,000 1,436,500 346,500 0.0 No
Provides intensive social work
services to children and families
when the child is at risk of out-of-
home placement.
Mandatory/Discretionary Program Listing – By Department
564 County of Contra Costa FY 2020-2021 Recommended Budget
Program Service Level Expenditures Funding Source General Fund NCC FTE Support Explanation
10
Independent
Living Skills
Program
M D 1,013,951 1,013,951 0 7.3 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.
11 County Children's
Trust Fund D D 216,000 216,000 0 0.0 No Provides child abuse prevention
services.
12 Ann Adler Children and
Family Trust
D D 65,000 65,000 0 0.0 No Provides support programs for care of abused, neglected and at-risk
children.
Aging and Adult Services Bureau
13 Adult Protective Services M D/M 17,604,835 16,223,492 1,381,343 78.1 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.
14 Area Agency on
Aging D/M D/M 6,298,779 6,059,576 239,203 12.1 No
Provides supportive social services,
congregate meals, home delivered
meals, in-home services, and elder
abuse prevention to seniors.
15
General
Assistance
Eligibility
M M 3,746,593 0 3,746,593 17.1 No
Provides eligibility determination
and on-going case management 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.
16
General
Assistance Cash
Assistance
Payments
M D 2,781,389 0 2,781,389 0.0 No
Provides cash assistance to adults
not eligible for federal or state
funded assistance programs.
17 Indigent
Interment M M 89,023 15,134 73,889 0.0 No
Provides cremation and burial, in
cemetery lots or niches, of indigent
decedents.
18
In-Home Supportive
Services
Administration
M D 13,498,660 11,766,559 1,732,101 74.7 No
Provides administration to determine eligibility and provide on-
going case management for the In
Home Supportive Services program.
19
In-Home
Supportive Services
Payments
M M 49,061,835 42,866,353 6,195,482 0.0 No
Funds the required county
Maintenance of Effort (MOE) for
wages, health and retirement
benefits for individuals who provide
in-home supportive services to
eligible IHSS recipients.
Mandatory/Discretionary Program Listing – By Department
County of Contra Costa FY 2020-2021 Recommended Budget 565
Program Service Level Expenditures Funding Source General Fund NCC FTE Support Explanation
20 IHSS Public
Authority M D 2,471,000 2,471,000 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.
Workforce Services Bureau
21
CalWORKs
Eligibility
Services and
Home Visiting
Services
M M 37,726,949 37,616,232 110,717 160.6 No
Provides eligibility determination for
CalWORKs cash aid, supportive
services, and includes ongoing case
management. Eligibility is limited to
a maximum of 48 months.
22
CalWORKs
Employment
Services
M D 29,881,876 29,881,876 0 74.5 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.
23 CalWORKs Cal-Learn M D 89,295 89,295 0 0.5 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.
24 CalWORKs
Childcare M M 14,632,661 14,632,661 0 30.0 No
Eligibility and ongoing case
management under Stage One
subsidized child care.
25
Mental
Health/Substance
Abuse
M D 2,447,069 2,447,069 0 0.0 No
Provides CalWORKs case management and treatment
services for mental health and
substance abuse.
26
CalWORKs
Trafficking and
Crime Victims
Assistance
Program
M M 283,634 283,634 0 0.9 No
Provides assistance to non-citizen
victims of trafficking, domestic
violence, and other serious crimes.
27
CalWORKs
Family
Stabilization
Program
M M 122,557 122,557 0 0.2 No
Provides comprehensive
evaluations and wraparound
services to Welfare-to-Work families
who are experiencing identified
situations and/or crises.
Mandatory/Discretionary Program Listing – By Department
566 County of Contra Costa FY 2020-2021 Recommended Budget
Program Service Level Expenditures Funding Source General Fund NCC FTE Support Explanation
28
CalWORKs
Expanded
Subsidized
Employment
M D 5,054,744 5,054,744 0 15.6 No
Provides funds for wage, non-wage
and operational costs for six-month
job placements for Welfare-to-Work
clients.
29 CalWORKs
Housing Support D D 2,438,726 2,438,726 0 0.0 No
Provides funds for support services
and administrative activities for
homeless CalWORKs families.
30 CalWORKs Cash
Assistance M M 48,861,508 48,178,170 683,338 0.0 No Provides cash assistance to eligible
families based on income levels.
31
CalFresh
Eligibility and
Employment and
Training Program
M M 38,458,799 34,900,796 3,558,003 164.1 No
Provides eligibility determination
and ongoing case management for
CalFresh benefits for eligible low-
income individuals and families.
32
Work Incentive Nutritional Supplement
(WINS)
M M 261,207 261,207 0 0.0 No
Provides a $10 per month additional food supplement for eligible CalFresh and California Food
Assistance Program households.
33
Standard Utility
Assistance
Subsidy Program
(SUAS)
M M 292,151 292,151 0 0.0 No
Provides an annual $20.01 utility
assistance benefit to eligible
CalFresh households.
34
Work Incentive
Nutritional
Supplement
(WINS) Eligibility
M M 102,396 102,396 0 0.0 No
Provides eligibility determination for
eligible CalFresh and California
Food Assistance Program
households.
35 Medi-Cal Eligibility M M 62,671,011 62,671,011 0 305.0 No
Provides eligibility determination for
Medi-Cal programs including
determinations for the MAGI Medi-
Cal Program implemented as an
expansion of the Medi-Cal Program
mandated by the Affordable Care
Act.
36 Refugee Programs
Eligibility
M M 365,084 365,084 0 1.8 No
Provides eligibility determination
and grant maintenance activities for
the Refugee Cash Assistance
(RCA) and Cash Assistance
Program for Immigrants (CAPI)
programs.
37 Refugee Programs Cash
Assistance
M M 110,455 110,455 0 0.0 No Provides funds for cash assistance payments for immigrants.
Mandatory/Discretionary Program Listing – By Department
County of Contra Costa FY 2020-2021 Recommended Budget 567
Program Service Level Expenditures Funding Source General Fund NCC FTE Support Explanation
38
Service
Integration Team
/ Sparkpoint
D D 77,000 17,000 60,000 0.8 No
Provides intensive care
management to eligible families to
serve as a path forward in providing
holistic wrap-around services to
families.
39 Community Corrections
Partnership
D D 152,983 152,041 942 1.0 No
Assist individuals re-entering the community from incarceration to
ensure timely access to needed
public benefits.
Workforce Development Board
40
Workforce
Innovation &
Opportunity Act
(WIOA) and
Grants
M D 6,275,000 6,262,000 13,000 12.0 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.
Community Services Bureau
41 Head Start D M 21,099,000 21,099,000 0 70.5 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.
42 Comprehensive
Funding Model D M 10,841,870 10,841,870 0 63.0 No
Combines Head Start, Early Head
Start, and Child Development funds
to provide full-day, full-year
childcare for 735 children of low-
income working parents.
43 Early Head Start D M 12,760,000 12,760,000 0 23.0 No
Federally-funded childcare program
for infants and toddlers ages 0-3,
serving 573 income eligible and
disabled infants and toddlers and
their families.
44 Childhood
Nutrition D M 1,701,302 1,701,302 0 12.0 No
Nutritional counseling for families
and meal services for low-income
and disabled children serving
approximately 1,008 children and
families and delivers approximately
392,769 meals.
45 Community Action Programs D M 5,513,147 5,354,147 159,000 24.0 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.
Mandatory/Discretionary Program Listing – By Department
568 County of Contra Costa FY 2020-2021 Recommended Budget
Program Service Level Expenditures Funding Source General Fund NCC FTE Support Explanation
46 Housing & Energy D M 2,747,709 2,747,709 0 5.0 No
Federally-funded program that
provides utility bill payment
assistance, energy education, and
weatherization services to
approximately 5,395 low-income
residents of the County.
47
Child
Development Fund D M 34,547,000 34,547,000 0 99.0 No
State-funded Preschool and
General Child Care program serving
1,469 children in 12 centers with 48
classrooms and nine (9) 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.
48 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
49
Contra Costa
Alliance to End Abuse D D 3,337,000 1,658,000 1,679,000 0.0 No
Coordinated Services designed to
reduce domestic and family violence and elder abuse.
50
Contra Costa
Alliance to End
Abuse - Special
Revenue Fund
M D 374,000 374,000 0 0.0 No
Provides funding for emergency shelter, counseling, health and
social welfare services to victims of
domestic violence. This program is
supported by marriage license fees
as authorized in SB 91, the
Domestic Violence Center Act, and
codified under Welfare & Institutions
Code 18290-18307.
51
Contra Costa
Alliance to End
Abuse - SB 968
Administration
M M 796,000 796,000 0 4.0 No
Provides oversight and coordination
of domestic violence programs. This
program is supported by recording
fees authorized by State law (SB
968).
General Purpose Revenue
1 General County
Revenues M D 0 526,943,000 (526,943,000) 0.0 No
Receives revenues which are not
attributable to a specific County
services and which are available for
County General Fund expenditures.
Mandatory/Discretionary Program Listing – By Department
County of Contra Costa FY 2020-2021 Recommended Budget 569
Program Service Level Expenditures Funding Source General Fund NCC FTE Support Explanation
Health Services
Hospital & Ambulatory Care Centers
1 Hospital and
Emergency Care M M 310,100,210 287,958,391 22,141,819 1,008.3 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 166,978,494 155,539,824 11,438,670 712.9 No
Provides for operation of the 11
medical ambulatory care centers
located throughout the County.
3 Physician
Services M M 126,218,006 117,571,587 8,646,419 264.2 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 1,858,613 1,858,613 0 5.0 Yes
Provides overall coordination of the
emergency ambulance services
throughout the County, and
coordination of medical disaster
response efforts.
5 Administrative
Services D D 28,847,265 28,847,265 0 303.6 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 31,018,092 0 31,018,092 0.0 Yes
Provides centralized charges to
Health Services Department from
other County departments, e.g.
GSD.
7 Hospital Capital
Project D D 24,114,497 24,114,497 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 597,481,651 597,481,651 0 172.0 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 218,390,363 218,390,363 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 4,351,215 4,351,215 0 0.0 No
Provides centralized charges to Health Services Department from
other County departments, e.g.
GSD.
Mandatory/Discretionary Program Listing – By Department
570 County of Contra Costa FY 2020-2021 Recommended Budget
Program Service Level Expenditures Funding Source General Fund NCC FTE Support Explanation
Contra Costa Community Health Plan - Enterprise Fund III
11
Commercial
Groups, including
Basic Health
Care (Excludes
IHSS)
D M 55,849,754 55,849,754 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 21,925,382 17,939,382 3,986,000 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 69,007,309 67,683,139 1,324,170 110.5 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.
14 Adult Services M D 62,518,332 61,621,115 897,217 158.0 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 17,400,604 7,027,535 10,373,069 90.5 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 13,771,523 12,337,914 1,433,609 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.
Mandatory/Discretionary Program Listing – By Department
County of Contra Costa FY 2020-2021 Recommended Budget 571
Program Service Level Expenditures Funding Source General Fund NCC FTE Support Explanation
17 Outpatient Mental
Health Crisis M M 16,038,957 14,387,836 1,651,121 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 10,856,678 9,230,864 1,625,814 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 M D 61,960,015 61,960,015 0 166.2 No
Expands mental health care
programs for children, transition age
youth, adults and older adults.
Funds are transferred to support
165.7 FTE in above programs.
(Proposition 63)
Behavioral Health Division - Alcohol and Other Drugs
20 Prevention
Services D D 1,602,927 1,602,927 0 3.0 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 682,565 682,565 0 7.0 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 5,298,218 5,298,218 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 3,958,476 3,691,066 267,410 9.5 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 8,063,234 6,986,532 1,076,702 20.0 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 993,812 993,812 0 0.0 No
Case management and recovery
support services for DMC
beneficiaries
Mandatory/Discretionary Program Listing – By Department
572 County of Contra Costa FY 2020-2021 Recommended Budget
Program Service Level Expenditures Funding Source General Fund NCC FTE Support Explanation
26
Special Programs
(Non-DMC
Waiver)
D D 3,533,020 3,533,020 0 13.5 No
Time-limited federal and state
special initiatives and demonstration
programs.
27 Program and System Support
Summary
D D 2,508,710 1,917,822 590,888 11.0 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 2,649,022 1,423,524 1,225,498 12.0 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 4,328,010 3,861,096 466,914 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 3,122,819 2,956,490 166,329 1.0 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 5,560,390 5,542,243 18,147 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 1,339,460 685,757 653,703 1.0 No
Provides outreach, shelter,
transitional, and permanent housing
and services to youth ages 18-24.
33
Homeless Management
Information
System
D D 423,859 270,450 153,409 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 2,252,497 2,252,497 0 0.0 No
The HEAP Program is a one-time
Block grant funding that addresses
the immediate emergency needs of
homeless individuals.
Mandatory/Discretionary Program Listing – By Department
County of Contra Costa FY 2020-2021 Recommended Budget 573
Program Service Level Expenditures Funding Source General Fund NCC FTE Support Explanation
Public Health
35 Public Health
Support Services D D 9,505,988 1,449,522 8,056,466 42.4 Yes
Provides program oversight,
including management and
administrative support staff.
36 Senior Nutrition
Program D D 5,241,506 4,574,162 667,344 4.5 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.
37 Communicable
Disease Control M/D D 9,644,228 5,681,479 3,962,749 51.2 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 5,164,274 3,753,314 1,410,960 31.8 No Provides access to care, monitoring and surveillance, community
education and prevention services.
39 Family, Maternal & Child Health M/D D 11,703,184 10,583,835 1,119,349 87.5 No Promotes health and welfare of families and children.
40 Public Health
Clinical Services D D 47,897,641 41,350,445 6,547,196 240.4 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 2,967,416 2,491,480 475,936 21.0 No Provides for prevention of chronic
disease and injuries.
Environmental Health
42
Hazardous
Materials
Program
M M 11,989,707 12,209,707 (220,000) 39.0 No
Provides emergency response,
hazardous waste, hazardous
material, underground tank and
accidental release programs.
43 Environmental Health M M 12,191,393 12,411,393 (220,000) 62.0 No
Provides retail food programs,
consumer protection programs, solid waste program, medical waste
program and land use programs.
44 Fixed Assets D D 200,000 200,000 0 0.0 No Provides for acquisition of capital equipment and for needed capital
improvement projects.
Mandatory/Discretionary Program Listing – By Department
574 County of Contra Costa FY 2020-2021 Recommended Budget
Program Service Level Expenditures Funding Source General Fund NCC FTE Support Explanation
Detention Facility Program
45 Detention Facility
MH Services M D 7,046,740 53,538 6,993,202 27.6 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 25,792,764 1,818,966 23,973,798 100.1 No Provides primary care medical services for inmates in County
detention facilities.
47 Juvenile Hall Medical Services M D 3,275,936 3,275,936 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 750,587 750,587 0 0.0 No
Provides crisis intervention,
medication evaluation and consultation.
Conservatorship/Guardianship
49 Conservatorship/
Guardianship M M 4,467,633 815,633 3,652,000 25.0 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
50
California
Children's
Services
Program
M M 12,584,980 10,146,980 2,438,000 68.0 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 674,610 330,610 344,000 4.0 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 158,539 158,539 0 0.0 No
Reimbursement for County incurred
costs related to Emergency Medical
Services program collections and
disbursements.
53 Emergency
Medical Services D M 246,783 246,783 0 0.0 No Reimbursement for County operated Emergency Medical Services
program.
54 Physicians D M 850,344 850,344 0 0.0 No Payments to physicians for
emergency services to indigents.
55 Hospitals D M 362,918 362,918 0 0.0 No
Payments to hospitals for
emergency room care provided to
indigents.
Mandatory/Discretionary Program Listing – By Department
County of Contra Costa FY 2020-2021 Recommended Budget 575
Program Service Level Expenditures Funding Source General Fund NCC FTE Support Explanation
56 Pediatric Trauma
Centers D M 104,800 104,800 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 168,532 168,532 0 0.0 No
Funds EMS first responder medical
and communication equipment,
supplies, and training of medical
dispatchers.
58 Zone B D M 5,386,314 5,386,314 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 1,703,402 2,324,791 (621,389) 5.0 Yes
Develops, administers and
maintains merit and exempt
employment systems.
2
Employee
Benefits
Administration
M D 6,564,219 6,564,219 0 23.0 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 3,571,389 200,000 3,371,389 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.
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 2,201,829 411,829 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.
Mandatory/Discretionary Program Listing – By Department
576 County of Contra Costa FY 2020-2021 Recommended Budget
Program Service Level Expenditures Funding Source General Fund NCC FTE Support Explanation
Special Funds
3 Automated ID &
Warrant D M 2,903,000 2,903,000 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 31,467,000 31,467,000 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 3,748,000 3,748,000 0 0.0 No
Provides for the pass-through of
State Supplemental Law
Enforcement funding to Contra
Costa cities.
7 SLESA - AB109 M M 10,321,000 10,321,000 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 50 50 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 7,381,177 316,000 0 25.2 No
Provides administrative, shipping, and volunteer services management
while organizing and directing the
operation of the County Library.
2 Countywide
Services D D 1,994,438 199,200 0 13.0 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 2020-2021 Recommended Budget 577
Program Service Level Expenditures Funding Source General Fund NCC FTE Support Explanation
3 Lib-Community Services D D 21,431,000 3,438,000 0 141.9 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 5,510,385 32,800 0 24.2 No
Support Services includes
automation, Virtual Library, circulation, technical services, and
collection management.
5 County Library Taxes M M 0 32,331,000 0 0.0 No County Library Tax Revenues.
6 Casey Library Gift D D 1,000 1,000 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 4,620,480 2,560,000 2,060,480 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 625,000 0 625,000 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 3,275,520 418,000 2,857,520 0.0 No
Fees paid to Health Services for
medical care of juvenile residents in
County facilities.
Juvenile Facilities
4 Juvenile Hall M M 21,147,551 4,925,583 16,221,968 118.5 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 7,801,429 10,033,347 (2,231,918) 37.0 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 280,350 446,000 (165,650) 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 635,000 226,400 408,600 4.0 No
Federally assisted meal program.
Provides nutritionally balanced, low-
cost or free lunches to children each
school day.
Mandatory/Discretionary Program Listing – By Department
578 County of Contra Costa FY 2020-2021 Recommended Budget
Program Service Level Expenditures Funding Source General Fund NCC FTE Support Explanation
Probation Programs
8 Adult Investigations &
Supervision
M D 11,647,135 8,626,990 3,020,145 62.0 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.
9 School Probation
Officers D M 1,472,153 924,443 547,710 4.0 No
Case management services for
juveniles referred by school districts
as well as those on active probation.
10 Vehicle Theft
(Adult) D M 180,967 180,967 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 1,200,427 34,665 1,165,762 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 389,261 347,098 42,163 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 6,523,577 465,000 6,058,578 38.0 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 2,321,902 0 2,321,902 26.0 No
Provides support services to Deputy
Probation Office staff in adult and
juvenile programs.
15 Community Probation D M 1,691,294 1,140,622 550,672 3.0 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 1,066,132 197,461 868,671 5.0 No Aftercare supervision for institution commitment treatment program for
youthful offenders.
Mandatory/Discretionary Program Listing – By Department
County of Contra Costa FY 2020-2021 Recommended Budget 579
Program Service Level Expenditures Funding Source General Fund NCC FTE Support Explanation
17 Training M D 165,587 136,590 28,997 3.0 Yes
State required and approved
training for Probation staff. (PC
6035)
18
Administration/
Personnel / Info
Tech
M D 10,144,400 25,000 10,119,400 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 2,517,000 2,517,000 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 62,000 62,000 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.
21
Community Corrections
Performance
Incentives
D D 4,502,176 4,502,176 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 4,316,701 0 4,316,701 7.3 No
Provides management, administrative support, and
oversight of all Departmental
functions.
2 Investigations M D 2,001,452 0 2,001,452 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 20,474,128 1,420,420 19,053,708 87.0 No
Provides effective assistance of
counsel for all qualifying adults and
juveniles charged with criminal
offenses.
4 AB 109 M D 4,182,964 4,182,964 0 22.3 No
Provides support and services to
reduce recidivism for low level felony offenders; furthers the goals
of AB109.
5 Alternate
Defender Office M D 3,938,139 0 3,938,139 13.5 No
Provides effective assistance of
counsel for qualifying adults and
juvenile clients for whom the main
office has declared a conflict of
interest.
Mandatory/Discretionary Program Listing – By Department
580 County of Contra Costa FY 2020-2021 Recommended Budget
Program Service Level Expenditures Funding Source General Fund NCC FTE Support Explanation
Special Fund
6 AB109-Public
Defender M D 379,000 379,000 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 64,794,000 64,794,000 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 124,627,000 124,627,000 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
/Administration
M D 53,693,854 52,518,854 1,175,000 278.0 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.
2 County Drainage
Maintenance M D 840,000 140,000 700,000 0.0 No Drainage maintenance for County
owned drainage facilities.
3 Facilities
Maintenance D D 133,764,973 133,764,973 0 204.0 Yes General maintenance and repairs of
County buildings & facilities.
4 Fleet Services D D 580,000 580,000 0 0.0 Yes
Maintenance, repair, and vehicle
acquisition for County departments & fire district.
5 General County Building
Occupancy
D D 24,506,107 155,107 24,351,000 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.
Mandatory/Discretionary Program Listing – By Department
County of Contra Costa FY 2020-2021 Recommended Budget 581
Program Service Level Expenditures Funding Source General Fund NCC FTE Support Explanation
6 Outside Agency
Services D D 787,508 787,508 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 378,000 85,000 293,000 0.0 Yes Recycling services for County
departments.
8 Print and Mail Services D D 5,655,426 5,655,426 0 22.0 Yes Copy, printing, and mail services for County departments.
9 Purchasing M D 1,274,488 593,488 681,000 7.0 Yes Purchasing services for all County
departments.
10
Road
Construction (Non-County
Funded)
M D 1,879,800 1,879,800 0 0.0 No
Non-county road construction
projects funded by other governmental agencies.
Special Funds
11 Fleet Services ISF D D 17,832,153 17,832,153 0 21.0 Yes Internal Services Fund for Fleet
12
Rd Fund-
Construction &
Road Planning/
Admin/ Revenues
M D 35,129,982 35,129,982 0 0.0 No
Road construction projects for
county roads. Includes
administration and planning costs.
13 Rd Fund Maintenance &
Misc. Property
M D 27,270,724 27,270,724 0 0.0 No Maintenance for county streets and roads.
14 PW Land
Development M D 3,272,100 3,272,100 0 0.0 No Engineering services and regulation
of land development.
15 Airport Enterprise
Fund D M 6,666,469 6,666,469 0 18.0 No Operation and capital development
of airports.
16 Other Special
Rev. Funds D M 3,651,018 3,651,018 0 0.0 No Use based on special revenue
agreements.
17 Development Funds D M 10,122,352 10,122,352 0 0.0 No Revenue from permits & developers for construction and Conditions of
Approval.
18 Southern Pacific Railway D M 5,376,127 5,376,127 0 0.0 No
Sale of easements & license
agreements used for maintenance of Iron Horse Corridor.
19
Navy
Transportation
Mitigation
D M 5,579,739 5,579,739 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 2,944,238 2,944,238 0 0.0 No Fees on development for future road
projects.
Mandatory/Discretionary Program Listing – By Department
582 County of Contra Costa FY 2020-2021 Recommended Budget
Program Service Level Expenditures Funding Source General Fund NCC FTE Support Explanation
Sheriff-Coroner
Administrative Services Bureau
1 Central Administration D D 22,283,955 1,371,480 20,912,475 35.0 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 2,407,754 8,000 2,399,754 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 4,206,107 318,500 3,887,607 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 18,775,121 18,775,121 0 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 4,327,415 1,210,239 3,117,176 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 540,305 540,305 0 0.0 No
Provides air support throughout the
County and through contract with
the City of Vallejo.
7 Unincorporated
Patrol M D 31,910,203 49,678,831 (17,768,628) 145.0 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 10,353,700 365,805 9,987,895 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
County of Contra Costa FY 2020-2021 Recommended Budget 583
Program Service Level Expenditures Funding Source General Fund NCC FTE Support Explanation
10 Civil M M 3,011,463 420,000 2,591,463 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 88,106 88,106 0 0.0 No Restricted funding for vehicle usage
by the Civil unit.
12 AB 709 Automated
Program
M M 405,793 405,793 0 0.0 No Restricted funding for automation
services by the Civil unit.
13 Vehicle Anti-Theft
Program D D 3,330 474,500 (471,170) 0.0 No
Investigates and gathers evidence
on stolen vehicles throughout
Contra Costa County.
Support Services Bureau
14 Criminalistics M M 11,758,545 3,307,085 8,451,460 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.
15
Property and
Evidence Services M M 682,910 94,000 588,910 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.
16 CAL-ID D D 3,687,704 3,687,704 0 18.5 No Operates a computerized system for
the identification of fingerprints.
17 Communications/
Dispatch M M 8,977,937 3,493,547 5,484,390 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 845,812 845,812 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 Department
584 County of Contra Costa FY 2020-2021 Recommended Budget
Program Service Level Expenditures Funding Source General Fund NCC FTE Support Explanation
19 Information
Services D D 7,147,425 69,200 7,078,225 18.0 No
Provides communication and programming for networks, jail
management, communication
system and ARIES.
20 Records M M 2,526,851 211,000 2,315,851 22.0 No
Provides for the release, inspection
and production of law enforcement
records, and fingerprint
identification.
21
Technical
Services
Administration
D D 260,592 0 260,592 0.0 No
Provides administrative oversight for
the Technical Services Division and
administration of federal grants.
Contract Services
22 Court Security M D 17,337,206 17,337,206 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 5,495,165 5,495,165 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 31,357,797 161,046 31,196,751 165.0 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 27,360,075 19,412 27,340,663 130.0 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 5,771,175 1,500 5,769,675 22.0 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 4,680,363 450,000 4,230,363 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.
Mandatory/Discretionary Program Listing – By Department
County of Contra Costa FY 2020-2021 Recommended Budget 585
Program Service Level Expenditures Funding Source General Fund NCC FTE Support Explanation
28 Custody Services
Admin M D 4,119,606 33,263,115 (29,143,509) 18.0 No
Provides inmate classification,
training, and other detention management services.
29 AB109 Program M M 9,646,902 9,646,902 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 6,069,557 3,500 6,066,057 24.0 No
Provides inmate transportation
between detention facilities and the
Courts.
Coroner
31 Coroner M D 3,399,000 185,000 3,214,000 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 1,285,411 32,500 1,252,911 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.
33 Emergency
Services D D 2,925,800 215,000 2,710,800 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 1,629,025 1,629,025 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 19,970 359,289 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.
Mandatory/Discretionary Program Listing – By Department
586 County of Contra Costa FY 2020-2021 Recommended Budget
Program Service Level Expenditures Funding Source General Fund NCC FTE Support Explanation
Special Funds
37 Central ID Bureau D M 1,437,000 1,437,000 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 24,000 24,000 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 182,000 182,000 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 211,000 211,000 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 108,000 108,000 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 1,445,000 1,445,000 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.
43
Supplemental
Law Enforcement
Services Funds
D M 956,000 956,000 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.
Mandatory/Discretionary Program Listing – By Department
County of Contra Costa FY 2020-2021 Recommended Budget 587
Program Service Level Expenditures Funding Source General Fund NCC FTE Support Explanation
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 16,179,000 16,179,000 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 2,592,000 2,592,000 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 17,286,000 6,172,000 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 197,000 203,000 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 852,600 852,600 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 1,015,000 1,015,000 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
588 County of Contra Costa FY 2020-2021 Recommended Budget
Program Service Level Expenditures Funding Source General Fund NCC FTE Support Explanation
Treasurer-Tax Collector
1 Treasurer M D 1,613,550 277,200 1,336,350 7.4 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 4,100,636 2,857,700 1,242,936 21.4 No
Collects property taxes and special
levies for all cities, school districts,
special districts and County
government.
3 Business License M D 220,164 124,450 95,714 1.7 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 1,564,196 362,000 1,202,196 10.0 No
Provides assistance to veterans,
their dependents and survivors in
obtaining veteran's benefits.
2
Veterans
Memorial Building Lifecycle
Costs
D D 122,804 0 122,804 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 2020-2021 Recommended Budget 589
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 597,481,651 597,481,651 0 172.0 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 310,100,210 287,958,391 22,141,819 1,008.3 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 166,978,494 155,539,824 11,438,670 712.9 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 126,218,006 117,571,587 8,646,419 264.2 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 75,513,574 73,361,028 2,152,546 366.3 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 62,671,011 62,671,011 0 305.0 No
Provides eligibility determination for Medi-
Cal programs including determinations for
the MAGI Medi-Cal Program implemented
as an expansion of the Medi-Cal Program
mandated by the Affordable Care Act.
7 EHSD - Adult Protective
Services
In-Home
Supportive
Services
Payments
M M 49,061,835 42,866,353 6,195,482 0.0 No
Funds the required county Maintenance of
Effort (MOE) for wages, health and
retirement benefits for individuals who
provide in-home supportive services to
eligible IHSS recipients.
8
EHSD -
Workforce
Services Bureau
CalWORKs
Cash Assistance M M 48,861,508 48,178,170 683,338 0.0 No Provides cash assistance to eligible
families based on income levels.
9
EHSD -
Workforce
Services Bureau
CalFresh
Eligibility and
Employment and
Training
Program
M M 38,458,799 34,900,796 3,558,003 164.1 No
Provides eligibility determination and
ongoing case management for CalFresh
benefits for eligible low-income individuals
and families.
10
EHSD -
Workforce
Services Bureau
CalWORKs
Eligibility
Services and
Home Visiting
Services
M M 37,726,949 37,616,232 110,717 160.6 No
Provides eligibility determination for
CalWORKs cash aid, supportive services,
and includes ongoing case management.
Eligibility is limited to a maximum of 48
months.
Mandatory/Discretionary Program Listing – By Service and Level
590 County of Contra Costa FY 2020-2021 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 35,982,374 34,140,464 1,841,910 0.0 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 31,357,797 161,046 31,196,751 165.0 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 27,360,075 19,412 27,340,663 130.0 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
EHSD - Children
and Family
Services Bureau
Adoption
Assistance
Program
M M 22,176,931 21,517,411 659,520 0.0 No
Provides payments to families in the
adoption process or who have adopted
children.
15 Child Support
Services
Child Support
Services M M 21,282,000 21,282,000 0 157.0 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.
16
Probation -
Juvenile
Facilities
Juvenile Hall M M 21,147,551 4,925,583 16,221,968 118.5 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)
17 Public Defender Criminal Defense M M 20,474,128 1,420,420 19,053,708 87.0 No
Provides effective assistance of counsel
for all qualifying adults and juveniles charged with criminal offenses.
18 Superior Court
Programs
Trial Court
Programs M M 17,286,000 6,172,000 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.
19
HSD - Behavioral
Health Division -
Mental Health
Outpatient
Mental Health
Crisis
M M 16,038,957 14,387,836 1,651,121 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.
20 EHSD - Workforce
Services Bureau
CalWORKs Childcare M M 14,632,661 14,632,661 0 30.0 No Eligibility and ongoing case management under Stage One subsidized childcare.
Mandatory/Discretionary Program Listing – By Service and Level
County of Contra Costa FY 2020-2021 Recommended Budget 591
Program Service Service Level Expenditures Funding Source General Fund NCC FTE Support Explanation
21
HSD -
Behavioral
Health Division -
Mental Health
Local Hosp
Inpatient
Psychiatric
M M 13,771,523 12,337,914 1,433,609 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.
22 Clerk- Recorder- Elections Elections M M 12,742,000 5,273,000 7,469,000 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 - California
Children's
Services
Program
California
Children's
Services
Program
M M 12,584,980 10,146,980 2,438,000 68.0 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.
24
HSD -
Environmental Health
Environmental Health M M 12,191,393 12,411,393 (220,000) 62.0 No
Provides retail food programs, consumer
protection programs, solid waste program, medical waste program and land use
programs.
25
HSD -
Environmental Health
Hazardous
Materials
Program
M M 11,989,707 12,209,707 (220,000) 39.0 No
Provides emergency response, hazardous
waste, hazardous material, underground
tank and accidental release programs.
26 Sheriff - Support
Services Bureau Criminalistics M M 11,758,545 3,307,085 8,451,460 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
HSD -
Behavioral Health Division -
Mental Health
Medi-Cal
Managed Care M M 10,856,678 9,230,864 1,625,814 23.0 No
Provides community-based acute
psychiatric inpatient hospital services and
outpatient specialty mental health services
for Medi-Cal eligible adults and children.
28
Justice System
Development/ Planning -
Special Funds
SLESA - AB109 M M 10,321,000 10,321,000 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.
29
Sheriff - Custody
Services Bureau AB109 Program M M 9,646,902 9,646,902 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
592 County of Contra Costa FY 2020-2021 Recommended Budget
Program Service Service Level Expenditures Funding Source General Fund NCC FTE Support Explanation
30 Sheriff - Support
Services Bureau
Communications
/ Dispatch M M 8,977,937 3,493,547 5,484,390 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.
31
Conservation
and
Development
Building
Inspection
Services
M M 8,968,876 8,968,876 0 27.0 No Review plans, issue building permits, and
inspect the construction of buildings.
32 EHSD - Children and Family
Services Bureau
Foster
Care/Adoption
Assistance
Eligibility
M M 6,347,814 5,185,064 1,162,750 25.0 No
Provides eligibility determination for cash
assistance for care of children placed in
out of home care.
33 Clerk- Recorder-
Elections Recorder M M 4,935,000 6,404,000 (1,469,000) 38.0 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 Probation - Care
of Court Wards
Out-of-Home
Placement M M 4,620,480 2,560,000 2,060,480 0.0 No
Court-ordered board and care costs for
minors placed outside of County facilities
by the Juvenile Court.
35
HSD-
Conservatorship/
Guardianship
Conservatorship/
Guardianship M M 4,467,633 815,633 3,652,000 25.0 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.
36 Animal Services Center Operations M M 4,255,225 2,657,470 1,597,755 29.0 No Provide temporary husbandry and veterinary care to animals impounded at
the County's shelters.
37 Treasurer - Tax
Collector Tax Collection M M 4,100,636 2,857,700 1,242,936 21.4 No
Collects property taxes and special levies
for all cities, school districts, special
districts and County government.
38
Justice System
Development/
Planning -
Special Funds
SLESF - Front
Line Law
Enforcement-
City
M M 3,748,000 3,748,000 0 0.0 No
Provides for the pass-through of State
Supplemental Law Enforcement funding to
Contra Costa cities.
39
EHSD - Adult
Protective
Services
General
Assistance
Eligibility
M M 3,746,593 0 3,746,593 17.1 No
Provides eligibility determination and on-
going case management 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.
Mandatory/Discretionary Program Listing – By Service and Level
County of Contra Costa FY 2020-2021 Recommended Budget 593
Program Service Service Level Expenditures Funding Source General Fund NCC FTE Support Explanation
40 County Counsel Child Protective Services-
Probate
M M 3,680,993 3,680,993 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 3,275,520 418,000 2,857,520 0.0 No
Fees paid to Health Services for medical
care of juvenile residents in County
facilities.
42
Sheriff - Field
Operations
Bureau
Civil M M 3,011,463 420,000 2,591,463 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 Sheriff - Support
Services Bureau Records M M 2,526,851 211,000 2,315,851 22.0 No
Provides for the release, inspection and
production of law enforcement records,
and fingerprint identification.
44
HSD - Hospital &
Ambulatory Care
Centers
Emergency
Medical Services M M 1,858,613 1,858,613 0 5.0 Yes
Provides overall coordination of the emergency ambulance services
throughout the County, and coordination
of medical disaster response efforts.
45
EHSD - Contra
Costa Alliance to
End Abuse
Contra Costa
Alliance to End
Abuse - SB 968
Administration
M M 796,000 796,000 0 4.0 No
Provides oversight and coordination of
domestic violence programs. This program
is supported by recording fees authorized
by State law (SB 968).
46 Sheriff - Support Services Bureau
Property and Evidence
Services
M M 682,910 94,000 588,910 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.
47 Probation - Care
of Court Wards
California Dept.
of Juv. Justice
Fees
M M 625,000 0 625,000 0.0 No
Fees paid to the California Division of
Juvenile Justice for incarceration costs of
juveniles.
48 District Attorney
- Special Funds
Supplemental
Law
Enforcement
Services Fund -
DA
M M 524,000 524,000 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.
49
Sheriff - Field
Operations
Bureau
AB 709
Automated
Program
M M 405,793 405,793 0 0.0 No Restricted funding for automation services
by the Civil unit.
Mandatory/Discretionary Program Listing – By Service and Level
594 County of Contra Costa FY 2020-2021 Recommended Budget
Program Service Service Level Expenditures Funding Source General Fund NCC FTE Support Explanation
50 District Attorney - Special Funds AB109-District Attorney M M 379,000 379,000 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).
51
EHSD -
Workforce
Services Bureau
Refugee
Programs
Eligibility
M M 365,084 365,084 0 1.8 No
Provides eligibility determination and grant
maintenance activities for the Refugee
Cash Assistance (RCA) and Cash
Assistance Program for Immigrants (CAPI)
programs.
52 Central Support LAFCO M M 296,000 0 296,000 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.
53
EHSD -
Workforce
Services Bureau
Standard Utility
Assistance
Subsidy Program
(SUAS)
M M 292,151 292,151 0 0.0 No
Provides an annual $20.01 utility
assistance benefit to eligible CalFresh
households.
54
EHSD -
Workforce Services Bureau
CalWORKs
Trafficking and
Crime Victims
Assistance
Program
M M 283,634 283,634 0 0.9 No
Provides assistance to non-citizen victims
of trafficking, domestic violence, and other
serious crimes.
55
Probation -
Juvenile
Facilities
Home
Supervision M M 280,350 446,000 (165,650) 1.0 No
Provides electronic monitoring / GPS support to juvenile probation deputies and
intensive supervision to minors released to
the community prior to sentencing.
56
EHSD -
Workforce
Services Bureau
Work Incentive
Nutritional
Supplement
(WINS)
M M 261,207 261,207 0 0.0 No
Provides a $10 per month additional food
supplement for eligible CalFresh and
California Food Assistance Program
households.
57
EHSD -
Workforce Services Bureau
CalWORKs
Family
Stabilization
Program
M M 122,557 122,557 0 0.2 No
Provides comprehensive evaluations and
wraparound services to Welfare-to-Work
families who are experiencing identified
situations and/or crises.
58
EHSD -
Workforce
Services Bureau
Refugee
Programs Cash
Assistance
M M 110,455 110,455 0 0.0 No Provides funds for cash assistance
payments for immigrants.
59
EHSD -
Workforce
Services Bureau
Work Incentive
Nutritional
Supplement
(WINS) Eligibility
M M 102,396 102,396 0 0.0 No
Provides eligibility determination for
eligible CalFresh and California Food
Assistance Program households.
60 EHSD - Adult Protective
Services
Indigent
Interment M M 89,023 15,134 73,889 0.0 No Provides cremation and burial, in cemetery lots or niches, of indigent
decedents.
Mandatory/Discretionary Program Listing – By Service and Level
County of Contra Costa FY 2020-2021 Recommended Budget 595
Program Service Service Level Expenditures Funding Source General Fund NCC FTE Support Explanation
61
Sheriff - Field
Operations Bureau
AB 1109 Vehicle
Program M M 88,106 88,106 0 0.0 No Restricted funding for vehicle usage by the
Civil unit.
62 Sheriff - Special
Funds 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.
63 Library County Library Taxes M M 0 32,331,000 0 0.0 No County Library Tax Revenues.
64
EHSD - Adult
Protective
Services
Adult Protective
Services M D/M 17,604,835 16,223,492 1,381,343 78.1 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.
65 Public Safety Realignment Support Services M D 124,627,000 124,627,000 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.
66
HSD -
Behavioral
Health Division -
Mental Health
Child &
Adolescent
Services
M D 69,007,309 67,683,139 1,324,170 110.5 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.
67 Public Safety
Realignment
Law
Enforcement
Services
M D 64,794,000 64,794,000 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.
68
HSD -
Behavioral
Health Division -
Mental Health
Adult Services M D 62,518,332 61,621,115 897,217 158.0 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
HSD - Behavioral
Health Division -
Mental Health
Mental Health
Services Act M D 61,960,015 61,960,015 0 166.2 No
Expands mental health care programs for
children, transition age youth, adults and
older adults. Funds are transferred to
support 165.7 FTE in above programs.
(Proposition 63)
Mandatory/Discretionary Program Listing – By Service and Level
596 County of Contra Costa FY 2020-2021 Recommended Budget
Program Service Service Level Expenditures Funding Source General Fund NCC FTE Support Explanation
70 Public Works
Public Works
Services
/Administration
M D 53,693,854 52,518,854 1,175,000 278.0 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.
71 Public Works - Special Funds
Rd Fund-
Construction &
Road Planning/
Admin/
Revenues
M D 35,129,982 35,129,982 0 0.0 No
Road construction projects for county
roads. Includes administration and
planning costs.
72
Sheriff - Field
Operations
Bureau
Unincorporated
Patrol M D 31,910,203 49,678,831 (17,768,628) 145.0 No
Provides patrol services throughout the
unincorporated area of the County using a
community-based policing model.
73
Justice System Development/
Planning -
Special Funds
Local
Community
Corrections
M D 31,467,000 31,467,000 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.
74
HSD - Hospital &
Ambulatory Care Centers
Charges from
Other County
Depts
M D 31,018,092 0 31,018,092 0.0 Yes
Provides centralized charges to Health
Services Department from other County
departments, e.g. GSD.
75 EHSD - Workforce
Services Bureau
CalWORKs
Employment
Services
M D 29,881,876 29,881,876 0 74.5 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.
76 District Attorney Mainline Prosecution M D 27,345,835 16,933,501 10,412,334 144.1 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.
77 Public Works -
Special Funds
Rd Fund
Maintenance &
Misc. Property
M D 27,270,724 27,270,724 0 0.0 No Maintenance for county streets and roads.
78 HSD - Detention
Facility Program
Detention Facility
Med Services M D 25,792,764 1,818,966 23,973,798 100.1 No Provides primary care medical services for
inmates in County detention facilities.
79 Sheriff - Court
Security Court Security M D 17,337,206 17,337,206 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.
Mandatory/Discretionary Program Listing – By Service and Level
County of Contra Costa FY 2020-2021 Recommended Budget 597
Program Service Service Level Expenditures Funding Source General Fund NCC FTE Support Explanation
80 Sheriff - Special
Funds
Trial Court
Security M D 16,179,000 16,179,000 0 0.0 No
Provides AB 109 Public Safety
Realignment (State) funding for bailiff and
court security services for the Superior
Court.
81 EHSD - Adult Protective
Services
In-Home
Supportive
Services
Administration
M D 13,498,660 11,766,559 1,732,101 74.7 No
Provides administration to determine
eligibility and provide on-going case
management for the In-Home Supportive
Services program.
82 Probation Programs
Adult
Investigations & Supervision M D 11,647,135 8,626,990 3,020,145 62.0 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 10,779,564 6,279,564 4,500,000 36.0 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 Sheriff - Field Operations
Bureau
Investigations M D 10,353,700 365,805 9,987,895 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.
85 Probation Programs
Administration/
Personnel / Info
Tech
M D 10,144,400 25,000 10,119,400 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.
86 County
Administrator AB109 M D 9,191,073 8,241,073 950,000 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.
87 Assessor Support Services M D 8,690,681 870,681 7,820,000 52.0 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
598 County of Contra Costa FY 2020-2021 Recommended Budget
Program Service Service Level Expenditures Funding Source General Fund NCC FTE Support Explanation
88
Conservation
and
Development
Current Planning M D 7,691,374 7,691,374 0 31.0 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.
89 Board of
Supervisors
Legislation &
Policy Direction M D 7,516,225 355,225 7,161,000 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.
90 Assessor Appraisal M D 7,273,722 728,722 6,545,000 43.0 No Secured property appraisal mandated by
R&T Code Sections 50-93, 101-2125.
91 HSD - Detention Facility Program Detention Facility MH Services M D 7,046,740 53,538 6,993,202 27.6 No
Provides assistance to Sheriff's
Department in identification and management of mentally ill in the main
County detention facility.
92 County Counsel General Law M D 6,877,604 5,427,604 1,450,000 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.
93 District Attorney Special Prosecution M D 6,649,186 4,356,614 2,292,572 25.5 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.
94 Human
Resources
Employee
Benefits
Administration
M D 6,564,219 6,564,219 0 23.0 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.
95 Probation
Programs
Juvenile
Investigation/
Supervision/
Special Services
M D 6,523,577 465,000 6,058,578 38.0 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.
96 County Administrator
Board Support & Gen
Administration
M D 6,282,477 283,514 5,998,963 15.2 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
Mandatory/Discretionary Program Listing – By Service and Level
County of Contra Costa FY 2020-2021 Recommended Budget 599
Program Service Service Level Expenditures Funding Source General Fund NCC FTE Support Explanation
97
EHSD - Workforce
Development
Board
Workforce
Innovation &
Opportunity Act
(WIOA) and
Grants
M D 6,275,000 6,262,000 13,000 12.0 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.
98 Sheriff - Custody Services
Bureau
Detention Transportation M D 6,069,557 3,500 6,066,057 24.0 No Provides inmate transportation between detention facilities and the Courts.
99 Sheriff - Court Security Facility Security Contracts M D 5,495,165 5,495,165 0 34.0 No
Contract facility security services for the
Health Services Department and the Employment and Human Services
Department.
100 Conflict Defense Conflict Defense M D 5,400,000 0 5,400,000 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.
101 District Attorney Investigation M D 5,348,310 110,000 5,238,310 20.0 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.
102 District Attorney Administration M D 5,155,069 8,200 5,146,869 12.0 No
Operations, fiscal, personnel,
procurement, and facilities management,
and resource development
103
EHSD -
Workforce
Services Bureau
CalWORKs
Expanded
Subsidized
Employment
M D 5,054,744 5,054,744 0 15.6 No
Provides funds for wage, non-wage and
operational costs for six-month job
placements for Welfare-to-Work clients.
104
Conservation
and
Development
Application &
Permit Center
Engineering
Services
M D 4,823,386 4,823,386 0 32.0 No Manage and help process applications
and permits.
105
Sheriff - Custody
Services Bureau
Custody
Alternative/
County Parole
Program
M D 4,680,363 450,000 4,230,363 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.
106 Animal Services Field Services M D 4,524,346 2,924,178 1,600,168 22.0 No
Enforces state laws and County
ordinances in the unincorporated area of the County and the cities that have
agreements with the County.
Mandatory/Discretionary Program Listing – By Service and Level
600 County of Contra Costa FY 2020-2021 Recommended Budget
Program Service Service Level Expenditures Funding Source General Fund NCC FTE Support Explanation
107 Public Defender Administration M D 4,316,701 0 4,316,701 7.3 No
Provides management, administrative
support, and oversight of all Departmental functions.
108 Public Defender AB 109 M D 4,182,964 4,182,964 0 22.3 No
Provides support and services to reduce
recidivism for low level felony offenders;
furthers the goals of AB109.
109
Sheriff - Custody
Services
Bureau
Custody
Services Admin M D 4,119,606 33,263,115 (29,143,509) 18.0 No
Provides inmate classification, training,
and other detention management
services.
110 Public Defender Alternate
Defender Office M D 3,938,139 0 3,938,139 13.5 No
Provides effective assistance of counsel
for qualifying adults and juvenile clients for
whom the main office has declared a
conflict of interest.
111
Agriculture/
Weights and Measures
Agricultural Division M D 3,614,430 3,670,250 (55,820) 32.3 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 Human Resources Personnel Services M D 3,571,389 200,000 3,371,389 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.
113 Sheriff-Coroner Coroner M D 3,399,000 185,000 3,214,000 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.
114 Animal Services Administration Services M D 3,301,533 2,168,730 1,132,803 20.0 No
Provides operational support for the
department and includes human resource
functions, fiscal management, data
management, contract management, and
general business operations.
115 HSD - Detention
Facility Program
Juvenile Hall
Medical Services M D 3,275,936 3,275,936 0 11.2 No
Provides primary care medical services to inmates at Juvenile Hall. Expenditures
are transferred to the Probation
Department.
116 Public Works -
Special Funds
PW Land
Development M D 3,272,100 3,272,100 0 0.0 No Engineering services and regulation of
land development.
Mandatory/Discretionary Program Listing – By Service and Level
County of Contra Costa FY 2020-2021 Recommended Budget 601
Program Service Service Level Expenditures Funding Source General Fund NCC FTE Support Explanation
117 Assessor -
Special Funds
Property Tax
Administration
Program
M D 3,091,000 3,091,000 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.
118 Auditor-
Controller
Administration/
Systems M D 2,857,020 260,000 2,597,020 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.
119 EHSD - Adult Protective
Services
General
Assistance Cash
Assistance
Payments
M D 2,781,389 0 2,781,389 0.0 No
Provides cash assistance to adults not
eligible for federal or state funded
assistance programs.
120 Employee/
Retiree Benefits
Employee
Benefits M D 2,683,489 0 2,683,489 0.0 Yes Funds PeopleSoft Project (Payroll).
121 EHSD - Adult Protective
Services
IHSS Public Authority M D 2,471,000 2,471,000 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.
122
EHSD -
Workforce Services Bureau
Mental
Health/Substanc
e Abuse
M D 2,447,069 2,447,069 0 0.0 No
Provides CalWORKs case management
and treatment services for mental health
and substance abuse.
123
Sheriff-Coroner
Administrative
Services
Bureau
Sheriff's
Recruiting M D 2,407,754 8,000 2,399,754 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/
Accounts
Payable
M D 2,404,728 3,214,085 (809,357) 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 2,333,663 2,333,663 0 7.5 No
Public Safety Realignment Act which
transfers responsibility for supervising
specific low-level inmates and parolees
from CDCR to counties, including parole
revocation proceedings.
Mandatory/Discretionary Program Listing – By Service and Level
602 County of Contra Costa FY 2020-2021 Recommended Budget
Program Service Service Level Expenditures Funding Source General Fund NCC FTE Support Explanation
126 County Counsel Risk Mgt/ Civil Litigation Unit M D 2,333,092 2,333,092 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.
127 County
Administrator Labor Relations M D 2,289,344 1,419,246 870,098 7.0 Yes
Administers County's labor management relations programs including the collective
bargaining process, grievance
investigation, training and counseling.
128 Auditor-
Controller Payroll M D 2,276,413 1,570,980 705,433 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.
129 Agriculture/ Weights and
Measures
Administration M D 2,108,386 0 2,108,386 4.0 No
Provides direction and financial control,
develop and implement policies and procedures in support of the operations of
the department.
130 Public Defender Investigations M D 2,001,452 0 2,001,452 13.0 No
Conducts defense investigations of adult criminal and juvenile cases as needed to
ensure effective representation of all
clients.
131 Public Works
Road
Construction
(Non-County
Funded)
M D 1,879,800 1,879,800 0 0.0 No Non-county road construction projects
funded by other governmental agencies.
132
Conservation
and
Development
Transportation
Planning M D 1,860,683 1,860,683 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.
133 Assessor Business M D 1,851,493 185,493 1,666,000 10.0 No Unsecured property appraisal mandated
by R&T Code Sections 2901-2928.1.
134 Auditor- Controller Property Tax M D 1,812,633 1,701,069 111,564 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.
Mandatory/Discretionary Program Listing – By Service and Level
County of Contra Costa FY 2020-2021 Recommended Budget 603
Program Service Service Level Expenditures Funding Source General Fund NCC FTE Support Explanation
135
Conservation
and Development
Code
Enforcement M D 1,787,276 1,787,276 0 12.0 No
Respond to building and zoning
complaints, perform on-site investigations, abate hazards, and perform inspections.
136 District Attorney Victim Witness Assistance M D 1,752,441 1,688,526 63,915 14.5 No
Victim liaisons providing assistance in
obtaining protective orders and restitution, advice to the Bench on bail levels, and
victim advocacy.
137
Conservation
and
Development
Conservation/
Solid Waste M D 1,719,472 1,719,472 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.
138 Human Resources Administration M D 1,703,402 2,324,791 (621,389) 5.0 Yes Develops, administers and maintains merit and exempt employment systems.
139 Treasurer - Tax
Collector Treasurer M D 1,613,550 277,200 1,336,350 7.4 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.
140
Conservation
and
Development
Administration M D 1,506,848 1,506,848 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.
141 County
Administrator
CCTV & Public
Info M D 1,455,167 1,455,167 0 8.3 No
Administers cable franchises and
community access television (CATV) and
disseminates and coordinates public
information. Supported primarily by CATV
franchise fees and Public, Education and
Government (PEG) Fees.
142 Public Works Purchasing M D 1,274,488 593,488 681,000 7.0 Yes Purchasing services for all County departments.
143 Central Support Clerk of the
Board M D 1,236,000 93,000 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
Mandatory/Discretionary Program Listing – By Service and Level
604 County of Contra Costa FY 2020-2021 Recommended Budget
Program Service Service Level Expenditures Funding Source General Fund NCC FTE Support Explanation
144
Agriculture/
Weights and
Measures
Weights and
Measures M D 1,115,464 892,750 222,714 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.
145 Assessor Administrative
Services M D 1,076,889 107,889 969,000 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 Employee/
Retiree Benefits
Retiree Health
Benefits M D 1,060,511 50,000 1,010,511 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.
147
EHSD - Children
and Family Services Bureau
Independent
Living Skills
Program
M D 1,013,951 1,013,951 0 7.3 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.
148 Auditor-
Controller Internal Audit M D 854,912 29,988 824,924 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.
149 Public Works County Drainage Maintenance M D 840,000 140,000 700,000 0.0 No Drainage maintenance for County owned drainage facilities.
150 HSD - Public
Administrator
Public
Administrator M D 674,610 330,610 344,000 4.0 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.
151 Animal Services Community
Services M D 428,896 259,622 169,274 2.0 No
Provides public information, media
relations, community education, and
managing all aspect of the department's
volunteer program.
152 Public Defender
- Special Fund
AB109-Public
Defender M D 379,000 379,000 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).
153 Public Works
Keller
Surcharge/
Mitigation
M D 378,000 85,000 293,000 0.0 Yes Recycling services for County
departments.
Mandatory/Discretionary Program Listing – By Service and Level
County of Contra Costa FY 2020-2021 Recommended Budget 605
Program Service Service Level Expenditures Funding Source General Fund NCC FTE Support Explanation
154 EHSD - Contra Costa Alliance to
End Abuse
Contra Costa
Alliance to End
Abuse - Special
Revenue Fund
M D 374,000 374,000 0 0.0 No
Provides funding for emergency shelter,
counseling, health and social welfare
services to victims of domestic violence.
This program is supported by marriage
license fees as authorized in SB 91, the
Domestic Violence Center Act, and
codified under Welfare & Institutions Code
18290-18307.
155
Conservation
and
Development
Advance
Planning M D 365,012 365,012 0 2.0 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.
156 District Attorney
Public
Assistance Fraud M D 356,160 330,160 26,000 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.
157 Auditor-
Controller
Special
Accounting M D 312,210 191,794 120,416 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.
158 County
Administrator
Equal
Employment Opportunity M D 296,939 0 296,939 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
159 Treasurer - Tax Collector Business License M D 220,164 124,450 95,714 1.7 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.
160
Superior Court
Programs -
Special Funds
Dispute
Resolution M D 197,000 203,000 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.
161 Probation
Programs Training M D 165,587 136,590 28,997 3.0 Yes State required and approved training for
Probation staff. (PC 6035)
162 Superior Court
Programs 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.
Mandatory/Discretionary Program Listing – By Service and Level
606 County of Contra Costa FY 2020-2021 Recommended Budget
Program Service Service Level Expenditures Funding Source General Fund NCC FTE Support Explanation
163
Conservation
and Development
Fish and Game Protection M D 133,000 133,000 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.
164
EHSD -
Workforce
Services Bureau
CalWORKs Cal-
Learn M D 89,295 89,295 0 0.5 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.
165 Board of Supervisors Merit Board M D 80,000 20,000 60,000 0.0 Yes
Hears and makes determinations on
appeals of employees and oversees merit system to ensure that merit principles are
upheld.
166 Superior Court
Programs
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.
167
Conservation
and Development
SB1186/Cert Access Program M D 45,000 45,000 0 0.0 No
Funding provided by a $4 fee collected
from applicants for local business
licenses, used to fund training and
increase compliance with construction-
related accessibility standards as set by
California’s Division of the State Architect.
168
Justice System Development/
Planning -
Special Funds
Obscene Matter-
Minors M D 50 50 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.
169 General County Revenues General County Revenues M D 0 526,943,000 (526,943,000) 0.0 No
Receives revenues which are not
attributable to a specific County services and which are available for County
General Fund expenditures.
170 HSD - Public
Health
Family, Maternal
& Child Health M/D D 11,703,184 10,583,835 1,119,349 87.5 No Promotes health and welfare of families
and children.
171 HSD - Public
Health
Communicable
Disease Control M/D D 9,644,228 5,681,479 3,962,749 51.2 No
Identification, investigation and treatment
of persons who have communicable
disease or who have been exposed or are
at risk for a communicable disease.
172
EHSD - Adult
Protective
Services
Area Agency on
Aging D/M D/M 6,298,779 6,059,576 239,203 12.1 No
Provides supportive social services,
congregate meals, home delivered meals,
in-home services, and elder abuse
prevention to seniors.
173 HSD - Public
Health
HIV/AIDS and
STD Program M/D D 5,164,274 3,753,314 1,410,960 31.8 No
Provides access to care, monitoring and
surveillance, community education and
prevention services.
Mandatory/Discretionary Program Listing – By Service and Level
County of Contra Costa FY 2020-2021 Recommended Budget 607
Program Service Service Level Expenditures Funding Source General Fund NCC FTE Support Explanation
174
HSD - Contra
Costa Health
Plan - Enterprise
Fund II
Medi-Cal Seniors
and Persons with
Disabilities
Members
D M 218,390,363 218,390,363 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.
175
HSD - Contra
Costa
Community
Health Plan -
Enterprise Fund
III
Commercial
Groups,
including Basic
Health Care
(Excludes IHSS)
D M 55,849,754 55,849,754 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.
176 Debt Service Retirement/ UAAL Bond
Fund
D M 45,452,243 45,452,243 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.
177 EHSD - Community
Services Bureau
Child
Development
Fund
D M 34,547,000 34,547,000 0 99.0 No
State-funded Preschool and General Child
Care program serving 1,469 children in 12
centers with 48 classrooms and nine (9)
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.
178
HSD - Contra
Costa
Community
Health Plan -
Enterprise Fund
III
In-Home
Supportive
Services- Contra
Costa CARES
D M 21,925,382 17,939,382 3,986,000 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.
179
EHSD -
Community
Services Bureau
Head Start D M 21,099,000 21,099,000 0 70.5 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.
180
Sheriff - Field
Operations
Bureau
Cities/Districts
Contracts D M 18,775,121 18,775,121 0 72.0 No
Contract city law enforcement services
provided in the cities of Danville,
Lafayette, and Orinda; and to AC transit
and Diablo.
Mandatory/Discretionary Program Listing – By Service and Level
608 County of Contra Costa FY 2020-2021 Recommended Budget
Program Service Service Level Expenditures Funding Source General Fund NCC FTE Support Explanation
181
EHSD -
Community
Services Bureau
Early Head Start D M 12,760,000 12,760,000 0 23.0 No
Federally funded childcare program for
infants and toddlers ages 0-3, serving 573
income eligible and disabled infants and
toddlers and their families.
182
Conservation
and
Development
Housing
Successor
Agency
D M 11,255,636 11,255,636 0 0.0 No
Provide funding for all Successor Agency-
related obligations and activities pursuant
to the terms of the Dissolution Act.
183
EHSD -
Community Services Bureau
Comprehensive
Funding Model D M 10,841,870 10,841,870 0 63.0 No
Combines Head Start, Early Head Start,
and Child Development funds to provide
full-day, full-year childcare for 735 children
of low-income working parents.
184
Clerk- Recorder-
Elections -
Special Funds
Recorder Micro/
Mod/ VRIP/
Redaction/
ERDS
(Dedicated
funds)
D M 10,795,000 10,795,000 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.
185 Public Works -
Special Funds
Development
Funds D M 10,122,352 10,122,352 0 0.0 No Revenue from permits & developers for
construction and Conditions of Approval.
186
Probation -
Juvenile
Facilities
Orin Allen Youth
Rehabilitation D M 7,801,429 10,033,347 (2,231,918) 37.0 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)
187
Conservation
and
Development
HUD Block Grant D M 6,670,000 6,670,000 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.
188 Public Works - Special Funds Airport Enterprise Fund D M 6,666,469 6,666,469 0 18.0 No Operation and capital development of airports.
189 Public Works -
Special Funds
Navy
Transportation
Mitigation
D M 5,579,739 5,579,739 0 0.0 No Proceeds from the Navy for the sale of a
portion of Port Chicago Hwy.
190
EHSD -
Community
Services Bureau
Community
Action Programs D M 5,513,147 5,354,147 159,000 24.0 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.
Mandatory/Discretionary Program Listing – By Service and Level
County of Contra Costa FY 2020-2021 Recommended Budget 609
Program Service Service Level Expenditures Funding Source General Fund NCC FTE Support Explanation
191
HSD -
Ambulance Services Areas
(Measure H)
Zone B D M 5,386,314 5,386,314 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.
192 Public Works -
Special Funds
Southern Pacific
Railway D M 5,376,127 5,376,127 0 0.0 No
Sale of easements & license agreements
used for maintenance of Iron Horse
Corridor.
193 Public Works -
Special Funds
Other Special
Rev. Funds D M 3,651,018 3,651,018 0 0.0 No Use based on special revenue
agreements.
194 Public Works -
Special Funds
Area of Benefit
Fees D M 2,944,238 2,944,238 0 0.0 No Fees on development for future road
projects.
195
Justice System
Development/
Planning -
Special Funds
Automated ID &
Warrant D M 2,903,000 2,903,000 0 0.0 No
Special fund to finance a Countywide
warrant system and to replace and
enhance the automated fingerprint
identification equipment.
196 Debt Service
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).
197
EHSD -
Community
Services Bureau
Housing &
Energy D M 2,747,709 2,747,709 0 5.0 No
Federally funded program that provides
utility bill payment assistance, energy
education, and weatherization services to
approximately 5,395 low-income residents
of the County.
198
EHSD - Children
and Family
Services Bureau
Adoption
Services D M 2,483,943 2,473,584 10,359 12.7 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.
199
EHSD - Children
and Family
Services Bureau
Family
Preservation
Program
Promoting Safe
and Stable
Families
D M 1,783,000 1,436,500 346,500 0.0 No
Provides intensive social work services to
children and families when the child is at
risk of out-of-home placement.
200
EHSD -
Community
Services Bureau
Childhood
Nutrition D M 1,701,302 1,701,302 0 12.0 No
Nutritional counseling for families and
meal services for low-income and disabled
children serving approximately 1,008
children and families and delivers
approximately 392,769 meals.
201 Probation
Programs
Community
Probation D M 1,691,294 1,140,622 550,672 3.0 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
610 County of Contra Costa FY 2020-2021 Recommended Budget
Program Service Service Level Expenditures Funding Source General Fund NCC FTE Support Explanation
202
EHSD - Children
and Family
Services Bureau
Resource Family
Approval D M 1,582,496 1,394,973 187,523 2.2 No
Processes applications and provides
support services to approved Resource
Family Homes.
203 Probation
Programs
School Probation
Officers D M 1,472,153 924,443 547,710 4.0 No
Case management services for juveniles
referred by school districts as well as
those on active probation.
204 Sheriff - Special
Funds
Prisoners
Welfare
Summary
D M 1,445,000 1,445,000 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.
205 Sheriff - Special Funds Central ID Bureau D M 1,437,000 1,437,000 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.
206
Conservation
and
Development
Private Activity
Bond D M 1,276,000 1,276,000 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.
207
Conservation
and
Development
Measure WW
Grant Project D M 1,270,000 1,270,000 0 0.0 No
Funding through general obligation bonds,
for local parks as approved by voters of
Alameda and Contra Costa.
208 Probation
Programs
Domestic
Violence D M 1,200,427 34,665 1,165,762 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)
209 Probation
Programs
Youthful
Offender
Treatment
Program / Girls
in Motion
D M 1,066,132 197,461 868,671 5.0 No
Aftercare supervision for institution
commitment treatment program for
youthful offenders.
210 Superior Court Programs -
Special Funds
Criminal Justice
Facility
Construction
D M 1,015,000 1,015,000 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.
211 Justice System Development/
Planning
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.
Mandatory/Discretionary Program Listing – By Service and Level
County of Contra Costa FY 2020-2021 Recommended Budget 611
Program Service Service Level Expenditures Funding Source General Fund NCC FTE Support Explanation
212 Sheriff - Special
Funds
Supplemental
Law
Enforcement
Services Funds
D M 956,000 956,000 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.
213 Superior Court Programs - Special Funds
Courthouse Construction D M 852,600 852,600 0 0.0 Yes
Special fund created for penalty
assessments levied on court fines for the purpose of courthouse construction and
maintenance.
214
HSD - Emergency
Medical Services
SB-12
Physicians D M 850,344 850,344 0 0.0 No Payments to physicians for emergency
services to indigents.
215
Conservation
and
Development
HUD
Neighborhood
Preservation
D M 805,000 805,000 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.
216
Conservation
and
Development
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.
217 EHSD - Children and Family
Services Bureau
Child Abuse
Prevention,
Intervention and
Treatment
D M 428,917 386,025 42,892 0.0 No
Provides child abuse prevention services
authorized by AB 1733; supports the Zero
Tolerance for Domestic Violence
implementation plan.
218 Conservation and Development
Affordable Housing D M 400,000 400,000 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.
219 Probation
Programs
Office of Traffic Safety DUI
Program
D M 389,261 347,098 42,163 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.
220
HSD -
Emergency
Medical Services
SB-12
Hospitals D M 362,918 362,918 0 0.0 No Payments to hospitals for emergency
room care provided to indigents.
221 Conservation and
Development
Energy Upgrade
CA D M 287,000 287,000 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.
Mandatory/Discretionary Program Listing – By Service and Level
612 County of Contra Costa FY 2020-2021 Recommended Budget
Program Service Service Level Expenditures Funding Source General Fund NCC FTE Support Explanation
222
Justice System
Development/
Planning -
Special Funds
DNA
Identification D M 270,000 270,000 0 0.0 No
Provides for the collection of DNA
specimens, samples and print
impressions.
223
HSD - Emergency
Medical Services
SB-12
Emergency
Medical Services D M 246,783 246,783 0 0.0 No Reimbursement for County operated
Emergency Medical Services program.
224 Probation
Programs
Vehicle Theft
(Adult) D M 180,967 180,967 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
HSD -
Ambulance
Services Areas
(Measure H)
Zone A D M 168,532 168,532 0 0.0 No
Funds EMS first responder medical and
communication equipment, supplies, and training of medical dispatchers.
226 Sheriff - Special Funds Narcotic Forfeiture D M 108,000 108,000 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.
227
HSD -
Emergency Medical Services
SB-12
Pediatric Trauma
Centers D M 104,800 104,800 0 0.0 No
Reimbursement to physicians and
hospitals for uncompensated services
provided at pediatric trauma centers.
228
EHSD -
Community Services Bureau
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.
229
Conservation
and Development
Used Oil
Recycling Grant D M 70,000 70,000 0 0.0 No
Used Oil Block Grant funds to help
establish or enhance permanent, sustainable used oil recycling programs.
230 Human
Resources
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.
231 Sheriff - Special
Funds
Controlled
Substance
Analysis
D M 24,000 24,000 0 0.0 No
Provides criminalistics laboratory analysis
of controlled substances, in order to
increase the effectiveness of criminal
investigation and prosecution.
Mandatory/Discretionary Program Listing – By Service and Level
County of Contra Costa FY 2020-2021 Recommended Budget 613
Program Service Service Level Expenditures Funding Source General Fund NCC FTE Support Explanation
232
Sheriff - Field
Operations Bureau
Special
Investigations D M 2,000 230,000 (228,000) 0.0 No Provides Investigation services to the
District Attorney's Office.
233 Debt Service 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.
234 Debt Service
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.
235 Debt Service 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.
236 Public Works Facilities
Maintenance D D 133,764,973 133,764,973 0 204.0 Yes General maintenance and repairs of
County buildings & facilities.
237
EHSD -
Administrative
Services
Administrative
Services D D 58,831,367 56,649,367 2,182,000 209.0 Yes Provides administrative support to all
areas of the Department
238 HSD - Public Health Public Health Clinical Services D D 47,897,641 41,350,445 6,547,196 240.4 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.
239 HSD - Hospital & Ambulatory Care
Centers
Administrative Services D D 28,847,265 28,847,265 0 303.6 Yes
Provides centralized Department-wide
administrative support to all Health Services divisions, e.g. IT, Payroll,
Personnel.
240 Public Works General County Building
Occupancy
D D 24,506,107 155,107 24,351,000 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.
241
HSD - Hospital &
Ambulatory Care
Centers
Hospital Capital
Project D D 24,114,497 24,114,497 0 0.0 No
Debt services principal payments, and
acquisition of new and replacement capital
equipment.
242
Sheriff - Administrative
Services
Bureau
Central
Administration D D 22,283,955 1,371,480 20,912,475 35.0 No
Comprised of the Sheriff's executive,
fiscal, and personnel units which provide
centralized administrative oversight of the
Office of the Sheriff.
Mandatory/Discretionary Program Listing – By Service and Level
614 County of Contra Costa FY 2020-2021 Recommended Budget
Program Service Service Level Expenditures Funding Source General Fund NCC FTE Support Explanation
243 Library Lib-Community
Services D D 21,431,000 3,438,000 0 141.9 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.
244 Public Works - Special Funds Fleet Services ISF D D 17,832,153 17,832,153 0 21.0 Yes Internal Services Fund for Fleet
245
HSD - Behavioral Health Division -
Mental Health
Support Services D D 17,400,604 7,027,535 10,373,069 90.5 No
Provides personnel administration,
contract negotiation, program planning
and development, monitoring service
delivery and quality assurance, and
interagency coordination.
246 Capital
Improvements
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).
247
Department of
Information
Technology
Telecommunicati
ons D D 11,224,556 11,129,556 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.
248 Contingency Reserve 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.
249 HSD - Public Health Public Health Support Services D D 9,505,988 1,449,522 8,056,466 42.4 Yes Provides program oversight, including management and administrative support
staff.
250
HSD -
Behavioral
Health Division -
Alcohol and
Other Drugs
Residential
Treatment and
Withdrawal
Management
Summary
D D 8,063,234 6,986,532 1,076,702 20.0 No
Provides recovery services for men,
women, women and their children
(perinatal), and adolescents, and
detoxification for adults.
251 Library Administration D D 7,381,177 316,000 0 25.2 No
Provides administrative, shipping, and
volunteer services management while
organizing and directing the operation of
the County Library.
252 Sheriff - Support
Services Bureau
Information
Services D D 7,147,425 69,200 7,078,225 18.0 No
Provides communication and
programming for networks, jail
management, communication system and
ARIES.
Mandatory/Discretionary Program Listing – By Service and Level
County of Contra Costa FY 2020-2021 Recommended Budget 615
Program Service Service Level Expenditures Funding Source General Fund NCC FTE Support Explanation
253
Department of
Information Technology
Systems and
Programming D D 5,926,509 5,951,509 (25,000) 23.6 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.
254
Conservation
and
Development
Business and
Information
Services
D D 5,891,407 5,891,407 0 29.0 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.
255
Sheriff - Custody
Services
Bureau
Marsh Creek
Detention Facility D D 5,771,175 1,500 5,769,675 22.0 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.
256 Public Works Print and Mail
Services D D 5,655,426 5,655,426 0 22.0 Yes Copy, printing, and mail services for
County departments.
257
HSD -
Behavioral
Health Division -
Health, Housing
and Homeless
Services
Supportive
Housing
Program
D D 5,560,390 5,542,243 18,147 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.
258
Conservation
and
Development
Service
Contracts/
Satellite
Locations
D D 5,543,500 5,543,500 0 4.0 No
Inspection services to various contract
cities and remote locations within the
unincorporated county.
259 Library Support Services D D 5,510,385 32,800 0 24.2 No Support Services includes automation, Virtual Library, circulation, technical
services, and collection management.
260
HSD -
Behavioral
Health Division -
Alcohol and
Other Drugs
Narcotic
Treatment
Program
D D 5,298,218 5,298,218 0 0.0 No
Provides outpatient methadone
maintenance for opiate dependent adults,
especially those persons at risk of HIV
infection through injection drug use.
261 HSD - Public
Health
Senior Nutrition
Program D D 5,241,506 4,574,162 667,344 4.5 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 Service and Level
616 County of Contra Costa FY 2020-2021 Recommended Budget
Program Service Service Level Expenditures Funding Source General Fund NCC FTE Support Explanation
262 Capital
Improvements 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.
263
Conservation
and Development
HUD Home
Block Grants D D 4,679,000 4,679,000 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.
264 Probation -
Special Funds
Community
Corrections
Performance
Incentives
D D 4,502,176 4,502,176 0 0.0 No
Provides revenue realized by the
California Department of Corrections and
Rehabilitation to be used for evidence-
based probation supervision activities.
265 Department of Information Technology
Wide-Area-
Network
Services
D D 4,400,883 4,400,883 0 5.0 Yes
Insures reliable, secure, and fast support
and maintenance of the County's WAN
infrastructure.
266
HSD - Contra
Costa Health
Plan - Enterprise
Fund II
Charges from
Other County
Depts
D D 4,351,215 4,351,215 0 0.0 No
Provides centralized charges to Health
Services Department from other County
departments, e.g. GSD.
267
HSD -
Behavioral
Health Division -
Health, Housing
and Homeless
Services
Coordinated
Entry System D D 4,328,010 3,861,096 466,914 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.
268 Sheriff - Field Operations
Bureau
Marine Patrol D D 4,327,415 1,210,239 3,117,176 12.0 No Responsible for patrol of the navigable waterways within the County and
enforcement of all applicable laws.
269
Sheriff -
Administrative Services
Bureau
Resources/
Plans/ Standards D D 4,206,107 318,500 3,887,607 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.
270
HSD -
Behavioral
Health Division -
Alcohol and
Other Drugs
Outpatient and
Intensive
Outpatient
Program
D D 3,958,476 3,691,066 267,410 9.5 No
Provides outpatient substance abuse
recovery services for adults,
youth/adolescents and family members
who have substance use disorders.
Mandatory/Discretionary Program Listing – By Service and Level
County of Contra Costa FY 2020-2021 Recommended Budget 617
Program Service Service Level Expenditures Funding Source General Fund NCC FTE Support Explanation
271
Conservation
and
Development
Transportation
Improvement -
Measure J
D D 3,698,500 3,698,500 0 0.0 No
Measure+C93:J114 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.
272 Sheriff - Support
Services Bureau CAL-ID D D 3,687,704 3,687,704 0 18.5 No Operates a computerized system for the
identification of fingerprints.
273
HSD -
Behavioral
Health Division -
Alcohol and
Other Drugs
Special
Programs (Non-
DMC Waiver)
D D 3,533,020 3,533,020 0 13.5 No Time-limited federal and state special
initiatives and demonstration programs.
274
Department of
Information
Technology
Operations D D 3,461,773 3,486,773 (25,000) 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.
275
EHSD - Contra
Costa Alliance to
End Abuse
Contra Costa
Alliance to End
Abuse
D D 3,337,000 1,658,000 1,679,000 0.0 No
Coordinated Services designed to reduce
domestic and family violence and elder
abuse.
276
HSD -
Behavioral
Health Division -
Health, Housing
and Homeless
Services
Interim Housing
and Support
Services
D D 3,122,819 2,956,490 166,329 1.0 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.
277 HSD - Public
Health
Community
Wellness &
Prevention
Program
D D 2,967,416 2,491,480 475,936 21.0 No Provides for prevention of chronic disease
and injuries.
278 Sheriff - Office of Emergency
Services
Emergency
Services D D 2,925,800 215,000 2,710,800 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.
279
Conservation
and
Development
Federal
Programs,
CDBG,
Successor
Agency
D D 2,836,135 2,836,135 0 13.0 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
618 County of Contra Costa FY 2020-2021 Recommended Budget
Program Service Service Level Expenditures Funding Source General Fund NCC FTE Support Explanation
280
HSD -
Behavioral
Health Division -
Health, Housing
and Homeless
Services
Administration D D 2,649,022 1,423,524 1,225,498 12.0 Yes
Includes staffing, occupancy costs, costs
incurred for the homeless advisory board
activities, and costs associated with grant
writing and consultation.
281 Sheriff - Special
Funds
Law
Enforcement
Training Center
D D 2,592,000 2,592,000 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.
282 Probation -
Special Funds
Supplemental
Law
Enforcement
Services Fund
D D 2,517,000 2,517,000 0 0.0 No
Provides state resources from the Juvenile
Justice Crime Prevention Act of 2000 to
support juvenile prevention initiatives.
283
HSD -
Behavioral
Health Division -
Alcohol and
Other Drugs
Program and
System Support
Summary
D D 2,508,710 1,917,822 590,888 11.0 No
Oversight and management of all SUD
Waiver treatment and recovery services
and Non-Waiver SUD services including
primary prevention.
284 EHSD - Workforce
Services Bureau
CalWORKs Housing Support D D 2,438,726 2,438,726 0 0.0 No Provides funds for support services and administrative activities for homeless
CalWORKs families.
285 Probation
Programs
Field Services
Support D D 2,321,902 0 2,321,902 26.0 No
Provides support services to Deputy
Probation Office staff in adult and juvenile
programs.
286 Department of Information
Technology
Network
Services D D 2,302,291 2,302,291 0 10.0 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.
287
HSD -
Behavioral
Health Division -
Health, Housing
and Homeless
Services
Homeless
Emergency Aid
Program - HEAP
D D 2,252,497 2,252,497 0 0.0 No
The HEAP Program is a one-time Block
grant funding that addresses the
immediate emergency needs of homeless
individuals.
288
Justice System
Development/ Planning
Law and Justice
System
Development
D D 2,201,829 411,829 1,790,000 5.0 Yes
Plans, develops, implements and
maintains automated information systems
for justice departments.
Mandatory/Discretionary Program Listing – By Service and Level
County of Contra Costa FY 2020-2021 Recommended Budget 619
Program Service Service Level Expenditures Funding Source General Fund NCC FTE Support Explanation
289 Library Countywide
Services D D 1,994,438 199,200 0 13.0 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.
290
Conservation
and
Development
Housing
Rehabilitation,
Economic
Development &
Sustainability
Program
D D 1,961,000 1,176,000 785,000 5.0 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.
291
Conservation
and
Development
Livable
Communities D D 1,750,000 1,750,000 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.
292
Conservation
and
Development
Keller Canyon
Mitigation Fee D D 1,724,800 1,724,800 0 0.0 No Funding for mitigation programs within
East County community.
293
Sheriff - Office of
Emergency
Services
Community
Warning System D D 1,629,025 1,629,025 0 3.0 No
Manages the countywide all hazard
Community Warning System. The CWS is
funded entirely from private industry funds
and/or fines.
294
HSD -
Behavioral
Health Division -
Alcohol and
Other Drugs
Prevention
Services D D 1,602,927 1,602,927 0 3.0 No
Provides alcohol and other drugs
education, drug-free activities, community-
based initiatives, problem identification
and referral for youth and adults.
295 Veterans
Service Veterans Service D D 1,564,196 362,000 1,202,196 10.0 No
Provides assistance to veterans, their
dependents and survivors in obtaining
veteran's benefits.
296 Capital
Improvements
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.
297
Sheriff - Office of
Emergency
Services
Homeland
Security Grants D D 1,349,505 1,349,505 0 0.0 No Homeland Security grant management
and centralization.
298
HSD -
Behavioral
Health Division -
Health, Housing
and Homeless
Services
Contra Costa
Youth
Continuum of
Services
D D 1,339,460 685,757 653,703 1.0 No
Provides outreach, shelter, transitional,
and permanent housing and services to
youth ages 18-24.
299
Sheriff - Office of
Emergency
Services
Emergency
Services Support D D 1,285,411 32,500 1,252,911 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 Service and Level
620 County of Contra Costa FY 2020-2021 Recommended Budget
Program Service Service Level Expenditures Funding Source General Fund NCC FTE Support Explanation
300
Conservation
and Development Weatherization D D 1,179,804 1,179,804 0 12.0 No Free home weatherization services to low
income residents.
301 Central Support
Management
Information
System
D D 1,092,000 480,000 612,000 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.
302
Conservation
and
Development
Water Planning/
Habitat
Conservancy
D D 1,076,263 1,076,263 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
HSD -
Behavioral
Health Division -
Alcohol and
Other Drugs
Case
Management,
Recovery
Support and
Recovery
Residences
Summary
D D 993,812 993,812 0 0.0 No Case management and recovery support
services for DMC beneficiaries
304
Department of
Information
Technology
GIS Support D D 913,209 863,209 50,000 5.2 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 Sheriff - Support
Services Bureau
Automated
Regional
Information
Exchange
Systems
(ARIES)
D D 845,812 845,812 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.
306
Department of
Information
Technology
Administration D D 818,757 818,757 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.
307 District Attorney - Special Funds Consumer Protection D D 800,000 800,000 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.
308 Public Works Outside Agency
Services D D 787,508 787,508 0 0.0 Yes
Outside Agency services. This program
area includes occupancy costs, print &
mail services, and fleet services.
Mandatory/Discretionary Program Listing – By Service and Level
County of Contra Costa FY 2020-2021 Recommended Budget 621
Program Service Service Level Expenditures Funding Source General Fund NCC FTE Support Explanation
309 Board of
Supervisors
North Richmond
Waste &
Recovery
Mitigation Fund
D D 785,000 785,000 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.
310
Department of
Information Technology
Information Security D D 779,757 779,757 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
Conservation
and Development
HUD
Neighborhood
Stabilization
D D 762,000 762,000 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.
312 HSD - Detention
Facility Program
Juvenile Justice
Facilities D D 750,587 750,587 0 0.0 No Provides crisis intervention, medication
evaluation and consultation.
313
HSD -
Behavioral
Health Division -
Alcohol and
Other Drugs
Information,
Screening and
Referral into
SUD
D D 682,565 682,565 0 7.0 No
Provides information, American Society of
Addiction Medicine (ASAM) screening and
referral to individuals in need of
prevention, treatment and recovery
services.
314
Probation -
Juvenile
Facilities
School Lunch
Program D D 635,000 226,400 408,600 4.0 No
Federally assisted meal program.
Provides nutritionally balanced, low-cost
or free lunches to children each school
day.
315
Conservation
and
Development
HOPWA Grant D D 629,000 629,000 0 0.0 No Provide housing opportunities for people
with HIV/AIDS.
316 Conservation and
Development
HUD Emergency Shelter D D 620,000 620,000 0 0.0 No Emergency Shelter Grant program provides homeless persons with basic
shelter and essential supportive services.
317 Public Works Fleet Services D D 580,000 580,000 0 0.0 Yes
Maintenance, repair, and vehicle
acquisition for County departments & fire
district.
318 Crockett/ Rodeo 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.
319
Sheriff - Field
Operations
Bureau
Sheriff's
Helicopter
Program
D D 540,305 540,305 0 0.0 No
Provides air support throughout the
County and through contract with the City
of Vallejo.
Mandatory/Discretionary Program Listing – By Service and Level
622 County of Contra Costa FY 2020-2021 Recommended Budget
Program Service Service Level Expenditures Funding Source General Fund NCC FTE Support Explanation
320 Central Support
Economic
Development/
Arts Commission
D D 517,300 46,300 471,000 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).
321 District Attorney - Special Funds Environmental/ OSHA D D 490,000 490,000 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.
322
HSD -
Behavioral
Health Division -
Health, Housing
and Homeless
Services
Homeless
Management
Information
System
D D 423,859 270,450 153,409 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.
323 Sheriff - Office of Emergency
Services
Special
Weapons and
Tactics (SWAT)
Team
D D 379,259 19,970 359,289 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.
324 District Attorney
- Special Funds
Real Estate
Fraud
Prosecution
D D 300,000 300,000 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.
325 Sheriff - Support Services Bureau
Technical Services
Administration
D D 260,592 0 260,592 0.0 No Provides administrative oversight for the Technical Services Division and
administration of federal grants.
326
Agriculture/
Weights and Measures
Cooperative Extension D D 224,720 0 224,720 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.
327
EHSD - Children
and Family Services Bureau
County
Children's Trust
Fund
D D 216,000 216,000 0 0.0 No Provides child abuse prevention services.
Mandatory/Discretionary Program Listing – By Service and Level
County of Contra Costa FY 2020-2021 Recommended Budget 623
Program Service Service Level Expenditures Funding Source General Fund NCC FTE Support Explanation
328 Sheriff - Special Funds
County Law Enforcement
Capital Projects
D D 211,000 211,000 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.
329 Auditor- Controller -
Special Funds
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.
330
HSD -
Environmental Health Fixed Assets D D 200,000 200,000 0 0.0 No
Provides for acquisition of capital
equipment and for needed capital improvement projects.
331 Sheriff - Special
Funds
Countywide
Gang and Drug
Trust
D D 182,000 182,000 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.
332 Board of Supervisors 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.
333
HSD -
Emergency
Medical Services
SB-12
Administration D D 158,539 158,539 0 0.0 No
Reimbursement for County incurred costs
related to Emergency Medical Services
program collections and disbursements.
334
EHSD -
Workforce
Services Bureau
Community
Corrections
Partnership
D D 152,983 152,041 942 1.0 No
Assist individuals re-entering the
community from incarceration to ensure
timely access to needed public benefits.
335
Conservation
and
Development
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.
336 Veterans
Service
Veterans
Memorial
Building
Lifecycle Costs
D D 122,804 0 122,804 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.
Mandatory/Discretionary Program Listing – By Service and Level
624 County of Contra Costa FY 2020-2021 Recommended Budget
Program Service Service Level Expenditures Funding Source General Fund NCC FTE Support Explanation
337 Animal Services Animal Benefit
Fund D D 100,000 100,000 0 0.0 No
Provides monetary support for animal
health and welfare projects that are not
funded by departmental or general County
revenue.
338
Conservation
and
Development
Multi-Year
Special Projects D D 90,000 90,000 0 0.0 No
Provide plan check and inspection
services to Marsh Creek Generating
Station.
339
EHSD -
Workforce Services Bureau
Service
Integration Team
/ Sparkpoint
D D 77,000 17,000 60,000 0.8 No
Provides intensive care management to
eligible families to serve as a path forward
in providing holistic wrap-around services
to families.
340 EHSD - Children and Family
Services Bureau
Ann Adler
Children and
Family Trust
D D 65,000 65,000 0 0.0 No Provides support programs for care of
abused, neglected and at-risk children.
341 Probation -
Special Funds
Probation Ward
Welfare D D 62,000 62,000 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.
342 District Attorney
- Special Funds
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.
343 Board of
Supervisors
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.
344
Conservation
and
Development
Clean Water D D 15,000 15,000 0 0.0 No
Inspection services for development
projects requiring compliance with Clean
Water regulations.
345
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
346
Sheriff - Field
Operations
Bureau
Vehicle Anti-
Theft Program D D 3,330 474,500 (471,170) 0.0 No
Investigates and gathers evidence on
stolen vehicles throughout Contra Costa
County.
Mandatory/Discretionary Program Listing – By Service and Level
County of Contra Costa FY 2020-2021 Recommended Budget 625
Program Service Service Level Expenditures Funding Source General Fund NCC FTE Support Explanation
347 District Attorney
- Special Funds
DA Federal
Forfeiture-DOJ D D 3,000 3,000 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.
348 Library - Special
Funds
Casey Library
Gift D D 1,000 1,000 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)
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
626 County of Contra Costa FY 2020-2021 Recommended Budget
County Fund Definitions
County of Contra Costa FY 2020-2021 Recommended Budget 627
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
628 County of Contra Costa FY 2020-2021 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 2020-2021 Recommended Budget 629
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
630 County of Contra Costa FY 2020-2021 Recommended Budget
Table of Funds – Financial Fund Order
FUND CATEGORY
County of Contra Costa FY 2020-2021 Recommended Budget 631
Fund Type Fund
Number Fund Title Fund Description
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.
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.
Table of Funds – Financial Fund Order
FUND CATEGORY
632 County of Contra Costa FY 2020-2021 Recommended Budget
Fund Type Fund
Number Fund Title Fund Description
COUNTY - Governmental
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.
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.
Table of Funds – Financial Fund Order
FUND CATEGORY
County of Contra Costa FY 2020-2021 Recommended Budget 633
Fund Type Fund
Number Fund Title Fund Description
COUNTY - Governmental
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.
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.
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 115300 CNTY LOCAL REV FUND
To account for the following "realignment" accounts for Trial Court Security, District Attorney and Public Defender, Juvenile Justice,
the Health and Human Services, and the Supplemental Law
Enforcement Account. Funds to be used exclusively for Public
Safety Services, as defined, and for other specific services,
including funding grants pertaining to county probation, mental
health, drug and alcohol, and other county departments to provide
rehabilitative, housing, and supervision services to youthful
offenders.
Table of Funds – Financial Fund Order
FUND CATEGORY
634 County of Contra Costa FY 2020-2021 Recommended Budget
Fund Type Fund
Number Fund Title Fund Description
COUNTY - Governmental
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 115700 COMM CORR PERFORMANCE INCTV
FUND
To account for revenue transferred from state to the Community
Corrections Performance Incentives funds (CCPIF) for use in
Evidence-based probation supervision activities with the ultimate
goal of reducing recidivism among adult between the ages of 18
and 25. SB 678 California Community Corrections Act of 2009.
Special Revenue 115800 NO RICHMOND WST & RCVY
MITIGATION FEE FUND
To account for mitigation fees collected from the WCCSL Bulk
Materials Processing Center used to defray annual costs
associated with collection and disposal of illegally dumped waste
and associated impacts in N. Richmond and adjacent areas.
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.
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).
Table of Funds – Financial Fund Order
FUND CATEGORY
County of Contra Costa FY 2020-2021 Recommended Budget 635
Fund Type Fund
Number Fund Title Fund Description
COUNTY - Governmental
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).
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.
Table of Funds – Financial Fund Order
FUND CATEGORY
636 County of Contra Costa FY 2020-2021 Recommended Budget
Fund Type Fund
Number Fund Title Fund Description
COUNTY - Governmental
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.
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.
Debt Service 135400 FAMILY LAW CTR – DEBT SVC FUND
To account for annual debt service payments on the Family Law
Center from money received from the settlement agreement between the County and Contra Costa County Superior Court.
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).
Fund Type Fund
Number Fund Title Fund Description
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.
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.
Table of Funds – Financial Fund Order
FUND CATEGORY
County of Contra Costa FY 2020-2021 Recommended Budget 637
Fund Type Fund
Number Fund Title Fund Description
COUNTY - Proprietary
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.
Fund Type Fund
Number Fund Title Fund Description
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.
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.
Table of Funds – Financial Fund Order
FUND CATEGORY
638 County of Contra Costa FY 2020-2021 Recommended Budget
Fund Type Fund
Number Fund Title Fund Description
SPECIAL DISTRICT - Governmental
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.
Note: Funds with appropriations are indicated in BOLD.
Fund – Department Relationship
County of Contra Costa FY 2020-2021 Recommended Budget 639
Fund Fund Title 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 Enforcement-Cap Project Fund Sheriff-Coroner
105700 - Justice Facility Construction Fund Capital Improvements
105800 - Juvenile Hall - Capital Project Fund Capital Improvements
105900 - Ellinwood Cap Project 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
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
Fund – Department Relationship
640 County of Contra Costa FY 2020-2021 Recommended Budget
Fund Fund Title Department
111400 - Navy Trans Mitigation Fund Public Works
111500 - Tosco/Solano Transportation Mitigation 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 Services Fund Child Support Services
113500 - Emergency Med Services 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-Department of Justice Fund Sheriff-Coroner
114300 - Sup Law Enforcement Services Fund District Attorney
Justice System Develop/Planning
Probation
Sheriff-Coroner
114500 - Sheriff Forfeit-Fed Treasury Fund Sheriff-Coroner
114600 - PROP 63 MH Services 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
115100 - Property Tax Admin Fund Assessor
Fund – Department Relationship
County of Contra Costa FY 2020-2021 Recommended Budget 641
Fund Fund Title Department
115300 - County Local Revenue 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 Corrections Performance Incentive Fund Probation
115800 - NO Rich Waste & Recovery Mitigation Fee Fund Board Of Supervisors
115900 - L/M HSG Asset Fund-LMI Fund Conservation & Development
116000 - Bailey Rd Maintenance Surcharge Fund Public Works
116100 - Home Investment Partnership Act Fund Conservation & Development
116200 - CASP Cert & Training Fund Conservation & Development
120600 - County Library Fund Library
120700 - Casey Library Gift Fund Library
123100 - Hercules/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 Creek 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 Creek Area Of Benefit Public Works
128200 - East County Area Of Benefit Public Works
129000 - Bethel Island 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 Building Insp NPP Fund Conservation & Development
135000 - Retirement UAAL Bond Fund General County Services
135200 - Retirement Litigation Settlement Debt Svc Fund General County Services
135400 - Family Law Ctr-Debt Svc Fund General County Services
Fund – Department Relationship
642 County of Contra Costa FY 2020-2021 Recommended Budget
Fund Fund Title Department
136000 - Central Identify Bureau Fund Sheriff-Coroner
138800 - SPRW Fund Public Works
139000 - RD Development Discovery Bay Fund Public Works
139200 - Road Improvement Fee Fund Public Works
139400 - Rd Development Rich/El Sobrante Public Works
139500 - Road Development Bay Point Public Works
139900 - Rd Development Pacheco Area Public Works
140100 - Airport Enterprise Fund Public Works
142000 - Sheriff Law Enforcement 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 2020-2021 Recommended Budget 643
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.
ACCJIN – All County Criminal Justice Information Network
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
ACR – Ambulatory Care Redesign
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
Glossary of Acronyms & Terms
644 County of Contra Costa FY 2020-2021 Recommended Budget
AIR – Assumed Investment Rate
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.
ARIES – Automated Regional Information Exchange System
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
Glossary of Acronyms & Terms
County of Contra Costa FY 2020-2021 Recommended Budget 645
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.
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.
Glossary of Acronyms & Terms
646 County of Contra Costa FY 2020-2021 Recommended Budget
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.
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
Glossary of Acronyms & Terms
County of Contra Costa FY 2020-2021 Recommended Budget 647
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
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
Glossary of Acronyms & Terms
648 County of Contra Costa FY 2020-2021 Recommended Budget
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.
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
Glossary of Acronyms & Terms
County of Contra Costa FY 2020-2021 Recommended Budget 649
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
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.
Glossary of Acronyms & Terms
650 County of Contra Costa FY 2020-2021 Recommended Budget
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.
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
Glossary of Acronyms & Terms
County of Contra Costa FY 2020-2021 Recommended Budget 651
HFA – Healthy Families America
HIF/MET – Health Information Form and other health information forms
HMIS – Homeless Management Information System
HMO – Health Maintenance Organization
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
Glossary of Acronyms & Terms
652 County of Contra Costa FY 2020-2021 Recommended Budget
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.
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
LJIS – Law & Justice Information Systems
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
Glossary of Acronyms & Terms
County of Contra Costa FY 2020-2021 Recommended Budget 653
MHSA – Mental Health Services Act
MIECHV – Maternal, Infant and Early Childhood Home Visiting
MIOCR – Mentally Ill Offender Crime Reduction
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 measurable; and (b) recognizes
expenditures in the accounting period in which the fund liability is incurred, if
measurable, 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
Glossary of Acronyms & Terms
654 County of Contra Costa FY 2020-2021 Recommended Budget
NuPACT – Nutrition & Physical Activity Promotion Program
OAYRF – Orin Allen Youth Rehabilitation Facility
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.
Glossary of Acronyms & Terms
County of Contra Costa FY 2020-2021 Recommended Budget 655
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
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
Glossary of Acronyms & Terms
656 County of Contra Costa FY 2020-2021 Recommended Budget
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;
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.
SB2 – Senate Bill 2, also known as the Building Homes and Jobs 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.
Glossary of Acronyms & Terms
County of Contra Costa FY 2020-2021 Recommended Budget 657
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
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.
Glossary of Acronyms & Terms
658 County of Contra Costa FY 2020-2021 Recommended Budget
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
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 2020-2021 Recommended Budget 659
Agriculture 47
All County and Districts Major Funds 482
All County Funds - Recommended Requirements Pie Chart 477
All County Funds - Recommended Sources Pie Chart 475
All County Funds - Summary 481
All County Funds - Total Requirements Summary By Fund 478
Animal Services 373
Appropriations by Department 494
Appropriations by State Function Code 495
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 629
Capital Improvement Plan 529
Capital Improvements 69
Central Support Services 71
Child Support Services 197
Clerk-Recorder-Elections 75
Conflict Defense 379
Conservation and Development 87
Contingency Reserve 109
Contra Costa County Fire Protection District 463
County Administrator 111
County Counsel 117
County Fund Definitions 627
County Organizational Chart 38
County Profile 5
Countywide Program Modification List 541
Crockett/Rodeo Revenues 121
Crockett-Carquinez Fire Protection District 473
Current Debt Position 534
Debt Service 123
Department of Information Technology 127
Discussion of Major Revenue Sources 499
District Attorney 397
Employee Benefits and Retiree Healthcare/Other Post-Employment Benefits (OPEB) 26
Subject Index
Page
660 County of Contra Costa FY 2020-2021 Recommended Budget
Employee Retirement Rate Information 498
Employee/Retiree Benefits 137
Employment and Human Services 201
Enterprise Funds Summary 36
Expenditures By Type 516
Fund Balance – Major Governmental Funds 526
Fund-Department Relationship 639
FY 2019-20 Key Budget Issues 25
General Fund – Historical Perspective 31
General Fund Summary of Expenditures and Revenues with Compensation
Information 490
General Government: Functional Group Summary 45
General Purpose Revenue 139
General Purpose Revenue Distribution 491
Glossary of Acronyms & Terms 643
Health and Human Services: Functional Group Summary 195
Health Services 249
Historical Perspective 31
Human Resources 141
Justice Systems Development/Planning 397
Law and Justice: Functional Group Summary 371
Library 147
Long-Term Financial Planning and Policies 10
Long-Term Rebalancing 27
Major Fund: General Fund - Summaries By Functional Group 486
Major Revenue - Enterprise Fund Subsidy 503
Major Revenue - Hospital/Health Plan 501
Major Revenue - Intergovernmental 499
Major Revenue - Other 506
Major Revenue - Taxes 503
Mandatory/Discretionary List by Department 547
Mandatory/Discretionary List by Service and Level 589
Organization of the Recommended Budget Book 41
Overview 5
Pension Benefits 29
Pension Obligation Bonds 537
Performance Measurement Program 539
Position Summary – All County Funds 496
Position Summary – General Fund 497
Probation 407
Property Tax Recovery/Revenue 25
Proprietary Funds 528
Public Defender 421
Subject Index
Page
County of Contra Costa FY 2020-2021 Recommended Budget 661
Public Safety Realignment 427
Public Works 159
Retirement/Pension Costs 29
Revenues By Type 508
Sheriff-Coroner 429
Standing Committees of the Board of Supervisors 39
State Budget 27
State Realignment 28
Subject Index 659
Superior Court Related Functions 453
Table of Funds – Financial Fund Order 631
Treasurer–Tax Collector 191
Veterans Service 367
Notes
662 County of Contra Costa FY 2020-2021 Recommended Budget
ATTACHMENT A
2020-2021
GENERAL FUND
LINE ITEM CHANGES
APPROPRIATIONS / REVENUES
Budget Unit Name & Number: Agriculture (0335)
Proposed Final
Org Object/ Budget Budget
No. Account Description Amount Change Amount Notes
3305 1011 Permanent Salary 1,473,684 -52,972 1,420,712 1
3305 1015 Deferred Compensation 25,521 -941 24,580
3305 1042 FICA/Medicare 112,737 -4,155 108,582
3305 1044 Retirement Expense 431,654 -15,907 415,747
3305 1060 Employee Group Insurance 170,492 -6,283 164,209
3305 1063 Unemployment Insurance 1,474 -55 1,420
3305 1070 Workers Comp Insurance 19,158 -706 18,452
3311 1011 Permanent Salary 693,794 -23,827 669,967
3311 1042 FICA/Medicare 66,007 -1,823 64,184
3311 1063 Unemployment Insurance 863 -23 840
3311 1070 Workers Comp Insurance 11,217 -310 10,907
NET FUND CHANGE:2,500,000 -107,000 2,393,000
CAO Analyst: Ramsey AlQaisi, Senior Management Analyst
Explanation: 1) Establish vacancy factor for General Purpose Revenue Reduction.
Page 1 of 35
ATTACHMENT B
2020-2021
GENERAL FUND
LINE ITEM CHANGES
APPROPRIATIONS / REVENUES
Budget Unit Name & Number: Animal Services (0366)
Proposed Final
Org Object/ Budget Budget
No. Account Description Amount Change Amount Notes
3335 1011 Permanent Salary 860,647 -97,195 763,452 1
3335 1015 Deferred Compensation 12,600 -1,800 10,800
3335 1042 FICA/Medicare 65,840 -7,435 58,405
3335 1044 Retirement Expense 251,159 -28,593 222,566
3335 1060 Employee Group Insurance 228,967 -35,412 193,555
3335 1063 Unemployment Insurance 861 -97 764
3335 1070 Workers Comp Insurance 34,856 -3,937 30,919
3340 2262 Building Occupancy Costs 464,499 -124,467 340,032
3340 2265 Bldg Lifecycle Costs 67,089 -8,427 58,662
3336 2310 Non Cnty Prof/Spclzd Svcs 641,000 -5,583 635,417
3335 1013 Temporary Salaries 45,715 -45,715 0
3335 1014 Overtime 15,000 -14,912 88
3335 2478 Feed - Non Agricul Animal 80,000 -14,427 65,573
NET FUND CHANGE:4,500,000 -388,000 4,112,000
CAO Analyst: Ramsey AlQaisi, Senior Management Analyst
Explanation: 1) Permanent closure of Pinole Shelter.
Page 2 of 35
ATTACHMENT C
2020-2021
GENERAL FUND
LINE ITEM CHANGES
APPROPRIATIONS / REVENUES
Budget Unit Name & Number: Assessor (0016)
Proposed Final
Org Object/ Budget Budget
No. Account Description Amount Change Amount Notes
1600 1011 Permanent Salary 8,599,453 -196,670 8,402,783 1
1600 1015 Deferred Compensation 177,960 -4,070 173,890
1600 1042 FICA/Medicare 762,200 -17,431 744,769
1600 1044 Retirement Expense 3,118,085 -71,311 3,046,774
1600 1060 Employee Group Insurance 1,846,793 -42,236 1,804,557
1600 1063 Unemployment Insurance 10,137 -232 9,905
1600 1070 Workers Comp Insurance 111,505 -2,550 108,955
NET FUND CHANGE:17,000,000 -334,500 16,665,500
CAO Analyst: Laura Strobel, Senior Deputy County Administrator
Explanation: 1) Establish a vacancy factor for General Purpose Revenue Reduction. Department will hold 4
positions vacant for approximately 9 months.
Page 3 of 35
ATTACHMENT D
2020-2021
GENERAL FUND
LINE ITEM CHANGES
APPROPRIATIONS / REVENUES
Budget Unit Name & Number: Auditor-Controller (0010)
Proposed Final
Org Object/ Budget Budget
No. Account Description Amount Change Amount Notes
1013 1011 Permanent Salary 791,079 -152,459 638,620 1
1013 1015 Deferred Compensation 18,720 -3,608 15,112
1013 1042 FICA/Medicare 68,297 -13,162 55,135
1013 1044 Retirement Expense 269,961 -52,027 217,934
1013 1060 Employee Group Insurance 97,069 -18,707 78,362
1013 1063 Unemployment Insurance 911 -176 735
1013 1070 Workers Comp Insurance 4,466 -861 3,605
NET FUND CHANGE:3,550,000 -241,000 3,309,000
CAO Analyst: Laura Strobel, Senior Deputy County Administrator
Explanation: 1) Increase vacancy factor for General Purpose Revenue Reduction. The Department will
delay hiring 3 FTE for approximately 6 months.
Page 4 of 35
ATTACHMENT E
2020-2021
GENERAL FUND
LINE ITEM CHANGES
APPROPRIATIONS / REVENUES
Budget Unit Name & Number: Board of Supervisors (0001)
Proposed Final
Org Object/ Budget Budget
No. Account Description Amount Change Amount Notes
1100 1013 Temporary Salaries 28,000 -12,000 16,000 1
1100 2310 Non-County Professional/Specialized 407,421 -70,000 337,421
1100 2479 Other Specialized Departmental Exp 17,192 -5,000 12,192
NET FUND CHANGE:7,200,000 -87,000 7,113,000
CAO Analyst: Timothy Ewell, Chief Assistant County Administrator
Explanation: 1) Reduction in temporary salaries and services and supplies for General Purpose Revenue
Reduction.
Page 5 of 35
ATTACHMENT F
2020-2021
GENERAL FUND
LINE ITEM CHANGES
APPROPRIATIONS / REVENUES
Proposed Final
Org Object/Budget Budget
No. Account Description Amount Change Amount Notes
0080 2284 Requested Maintenance 1,400,000 -250,000 1,150,000 1
4435 4470 Undesignated Capital Projects 5,000,000 -1,400,000 3,600,000
NET FUND CHANGE:16,500,000 -1,650,000 14,850,000
CAO Analyst: Laura Strobel, Senior Deputy County Administrator
Explanation: 1) Reduce appropriations for minor non-capital improvements and undesignated capital
projects due to General Purpose Revenue Reduction.
Budget Unit Name & Number: Capital Improvements - Minor Capital Improvements (0080) / Plant
Acquisition - General Fund (0111)
Page 6 of 35
ATTACHMENT G
2020-2021
CHILD SUPPORT SERVICES FUND
LINE ITEM CHANGES
APPROPRIATIONS / REVENUES
Budget Unit Name & Number: Child Support Services (0249)
Proposed Final
Org Object/ Budget Budget
No. Account Description Amount Change Amount Notes
1780 1011 Permanent Salary 11,325,475 -1,448,870 9,876,605 1
1780 1013 Temporary Salaries 12,054 -12,054 0
1780 1014 Permanent Overtime 4,864 -4,864 0
1780 1015 Deferred Compensation 168,240 -35,163 133,077
1780 1042 FICA/Medicare 831,227 -81,070 750,157
1780 1044 Retirement Expense 3,414,404 -416,539 2,997,865
1780 1060 Employee Group Insurance 2,193,514 -311,014 1,882,500
1780 1063 Unemployment Insurance 11,249 -1,474 9,775
1780 1070 Workers Comp Insurance 314,898 -64,857 250,041
1780 2131 Minor Furniture/Equipment 9,000 -5,000 4,000
1780 2132 Minor Computer Equipment 37,755 -20,000 17,755
1780 2250 Rents and Leases-Equipment 15,000 13,000 28,000
1780 2251 Computer Software Cost 45,138 -34,000 11,138
1780 2260 Rents & Leases - Property 5,000 -5,000 0
1780 2270 Maintenance - Equipment 33,261 -13,151 20,110
1780 2301 Auto Mileage Employees 5,000 -4,300 700
1780 2303 Other Travel Employees 40,000 -35,000 5,000
1780 2310 Non Cnty Prof/Spclzd Svcs 238,891 -77,891 161,000
1780 2318 Court Reporter Transcript 400 -200 200
1780 2467 Training & Registrations 22,793 -21,293 1,500
1780 2477 Ed Supplies and Courses 10,000 -8,500 1,500
1780 2490 Misc Services & Supplies 500 -300 200
1780 3505 Retire Oth LTerm Debt/Lease Purch 3,460 -3,460 0
1780 9553 Fed Aid Family Support 20,845,283 -2,591,000 18,254,283
NET FUND CHANGE:-2,103,160 0 -2,103,160
CAO Analyst: Julia Taylor, Senior Management Analyst
Explanation: 1) The line-item changes realign the budget by reducing State Aid Family Support revenues and
appropriations supported with those revenues. The appropriation reductions include salary and benefit costs to
reflect the Board's action of July 14th to eliminate 16 existing positions effective August 1; funding for six
positions intended to be added in the originally proposed FY 2020/21 Recommended Budget; and other
modifications to balance.
Page 7 of 35
ATTACHMENT H
2020-2021
GENERAL FUND
LINE ITEM CHANGES
APPROPRIATIONS / REVENUES
Budget Unit Name & Number: Clerk of the Board (0002)
Proposed Final
Org Object/ Budget Budget
No. Account Description Amount Change Amount Notes
0002 2132 Minor Computer Equipment 3,000 -1,000 2,000 1
0002 2250 Rents & Leases - Property 9,000 -2,000 7,000
0002 2251 Computer Software Cost 20,000 -5,000 15,000
0002 2300 Transportation and Travel 3,000 -3,000 0
0002 2314 Contracted Temp Help 15,000 -15,000 0
0002 2467 Training and Registrations 4,000 -4,000 0
NET FUND CHANGE:1,143,000 -30,000 1,113,000
CAO Analyst: Sarah Shkidt, Senior Management Analyst
Explanation: 1) Reduction in services and supplies for General Purpose Revenue Reduction.
Page 8 of 35
ATTACHMENT I
2020-2021
GENERAL FUND
LINE ITEM CHANGES
APPROPRIATIONS / REVENUES
Budget Unit Name & Number: Clerk Recorder/Elections (0043)
Proposed Final
Org Object/ Budget Budget
No. Account Description Amount Change Amount Notes
2353 2103 Postage 825,000 -400,000 425,000 1
NET FUND CHANGE: 6,000,000 -400,000 5,600,000
CAO Analyst: Barbara Riveira, Senior Management Analyst
Explanation: 1) Reduction in postage.
Page 9 of 35
ATTACHMENT J
2020-2021
GENERAL FUND
LINE ITEM CHANGES
APPROPRIATIONS / REVENUES
Budget Unit Name & Number: Conservation and Development (0591)
Proposed Final
Org Object/ Budget Budget
No. Account Description Amount Change Amount Notes
0591 1011 Permanent Salary 572,934 -60,208 512,726 1
0591 1015 Deferred Compensation 7,440 7,440
0591 1042 FICA/Medicare 30,579 -5,395 25,184
0591 1044 Retirement Expense 120,702 -18,757 101,945
0591 1060 Employee Group Insurance 47,192 -17,431 29,761
0591 1063 Unemployment Insurance 400 400
0591 1070 Workers Comp Insurance 4,837 -1,209 3,628
NET FUND CHANGE:785,000 -103,000 682,000
CAO Analyst: Sarah Shkidt, Senior Management Analyst
Explanation: 1) Elimination of 1 Vacant FTE to achieve targeted reduction.
Page 10 of 35
ATTACHMENT K
2020-2021
GENERAL FUND
LINE ITEM CHANGES
APPROPRIATIONS / REVENUES
Budget Unit Name & Number: County Administrator (0003)
Proposed Final
Org Object/ Budget Budget
No. Account Description Amount Change Amount Notes
1200 2310 Non-County Professional/Specialized 1,110,529 -400,000 710,529 1
1200 2479 Other Specialized Departmental Exp 80,719 -25,000 55,719
1220 2310 Non-County Professional/Specialized 420,000 -50,000 370,000
1220 2479 Other Specialized Departmental Exp 111,500 -100,000 11,500
1200 1011 Permanent Salaries 202,087 202,087 2
1227 2310 Non-County Professional/Specialized 369,389 -302,087 67,302 1,2
1230 2313 Outside Attorney Fees 150,000 -100,000 50,000 1
1215 2310 Non-County Professional/Specialized 5,500,000 -5,500,000 - 3
1215 3580 Contribution to Other Agencies 1,299,688 -1,299,688 -
1216 1011 Permanent Salaries 462,631 -462,631 -
1216 1013 Temporary Salaries 8,000 -8,000 -
1216 1015 Deferred Comp 8,205 -8,205 -
1216 1042 FICA/Medicare 35,391 -35,391 -
1216 1044 Retirement Expense 131,678 -131,678 -
1216 1060 Employee Group Insurance 91,434 -91,434 -
1216 1063 Unemployment Insurance 463 -463 -
1216 1070 Workers Comp Insurance 1,619 -1,619 -
1216 2100 Office Expense 10,000 -10,000 -
1216 2110 Communications 1,300 -1,300 -
1216 2251 Computer Software Cost 8,520 -8,520 -
1216 2262 Building Occupancy Costs 10,349 -10,349 -
1216 2265 Bldg Lifecycle Costs 2,460 -2,460 -
1216 2301 Auto Mileage Employees 2,000 -2,000 -
1216 2303 Other Travel Employees 1,000 -1,000 -
1216 2310 Non Cnty Prof/Spclzd Svcs 160,336 -160,336 -
1216 2340 Other Intrdptmntl Charges 6,000 -6,000 -
1218 2310 Non Cnty Prof/Spclzd Svcs 300,000 -300,000 -
1219 2251 Computer Software Cost 41,448 -41,448 -
1219 2310 Non Cnty Prof/Spclzd Svcs 158,552 -158,552 -
1215 9951 Reimbursements-Gov/Gov 6,799,688 -6,799,688 -
1216 9951 Reimbursements-Gov/Gov 941,385 -941,385 -
1218 9951 Reimbursements-Gov/Gov 300,000 -300,000 -
1219 9435 Miscellaneious State Aid 200,000 -200,000 -
NET FUND CHANGE:8,116,000 -775,000 7,341,000
CAO Analyst: Sarah Shkidt, Senior Management Analyst
Explanation: 1) Reduction in services and supplies for General Purpose Revenue Reduction; 2) adjust for
cost of position no longer charged to ORJ; and, 3) Eliminate budget to reflect the transfer of the Office of
Reentry and Justice from the CAO to Probation Department.
Page 11 of 35
ATTACHMENT L
2020-2021
GENERAL FUND
LINE ITEM CHANGES
APPROPRIATIONS / REVENUES
Budget Unit Name & Number: County Counsel (0030)
Proposed Final
Org Object/ Budget Budget
No. Account Description Amount Change Amount Notes
1700 9647 Misc Legal Services 1,810,000 145,000 1,955,000 1
NET FUND CHANGE: 1,450,000 -145,000 1,305,000
CAO Analyst: Laura Strobel, Senior Deputy County Administrator
Explanation: 1) Anticipated increase in legal fees for work with the Public Administrator. Will decrease net
County cost to support General Purpose Revenue Reduction.
Page 12 of 35
ATTACHMENT M
2020-2021
GENERAL FUND
LINE ITEM CHANGES
APPROPRIATIONS / REVENUES
Budget Unit Name & Number: County-State-West Contra Costa Healthcare District (0018)
Proposed Final
Org Object/ Budget Budget
No. Account Description Amount Change Amount Notes
0018 9010 Property Taxes-Current Secured 2,500,000 1,500,000 4,000,000 1
NET FUND CHANGE: 2,500,000 -1,500,000 1,000,000
CAO Analyst: Lisa Driscoll, County Finance Director
Explanation: 1) Increase one-time revenue for General Purpose Revenue Reduction.
Page 13 of 35
ATTACHMENT N
2020-2021
GENERAL FUND
LINE ITEM CHANGES
APPROPRIATIONS / REVENUES
Budget Unit Name & Number: Department of Information Technology/Telecommunications (0060)
Proposed Final
Org Object/ Budget Budget
No. Account Description Amount Change Amount Notes
4285 2328 Administrative Service 121,953 -9,500 112,453 1
NET FUND CHANGE: 95,000 -9,500 85,500
CAO Analyst: Laura Strobel, Senior Deputy County Administrator
Explanation: 1) Reduced resources available for on-going maintenance of the East Bay Regional
Communications System due to General Purpose Revenue Reduction.
Page 14 of 35
ATTACHMENT O
2020-2021
GENERAL FUND
LINE ITEM CHANGES
APPROPRIATIONS / REVENUES
Budget Unit Name & Number: District Attorney (0242)
Proposed Final
Org Object/ Budget Budget
No. Account Description Amount Change Amount Notes
2805 1011 Permanent Salary 4,811,880 -167,607 4,644,273 1
2805 1015 Deferred Compensation 50,220 -6,705 43,515
2805 1042 FICA 303,130 -11,504 291,626
2805 1044 Retirement Expense 1,463,888 -55,554 1,408,334
2805 1060 Employee Group Insurance 602,044 -22,847 579,197
2805 1063 Unemployment Insurance 5,499 -209 5,290
2805 1070 Workers Comp Insurance 41,465 -1,574 39,891
2830 1011 Permanent Salary 2,198,895 -18,267 2,180,628 1
2830 1015 Deferred Compensation 23,340 -300 23,040
2830 1042 FICA 146,979 -1,889 145,090
2830 1044 Retirement Expense 653,608 -8,402 645,206
2830 1060 Employee Group Insurance 221,285 -2,845 218,440
2830 1063 Unemployment Insurance 2,199 -28 2,171
2830 1070 Workers Comp Insurance 20,890 -269 20,621
2835 1011 Permanent Salary 3,861,833 -31,628 3,830,205 1
2835 1015 Deferred Compensation 47,760 -639 47,121
2835 1042 FICA 289,687 -3,873 285,814
2835 1044 Retirement Expense 1,175,821 -15,720 1,160,101
2835 1060 Employee Group Insurance 641,337 -8,574 632,763
2835 1063 Unemployment Insurance 4,030 -54 3,976
2835 1070 Workers Comp Insurance 38,282 -512 37,770
2838 1011 Permanent Salary 2,927,052 -89,537 2,837,515 1
2838 1015 Deferred Compensation 34,860 -1,138 33,722
2838 1042 FICA 180,421 -5,889 174,532
2838 1044 Retirement Expense 962,054 -31,401 930,653
2838 1060 Employee Group Insurance 337,978 -11,031 326,947
2838 1063 Unemployment Insurance 2,927 -96 2,831
2838 1070 Workers Comp Insurance 27,807 -908 26,899
2839 1011 Permanent Salary 1,330,650 -87,293 1,243,357 2,5
2839 1015 Deferred Compensation 10,800 -708 10,092
2839 1042 FICA 90,666 -5,948 84,718
2839 1044 Retirement Expense 448,156 -29,399 418,757
2839 1060 Employee Group Insurance 170,809 -11,205 159,604
2839 1063 Unemployment Insurance 731 -48 683
2839 1070 Workers Comp Insurance 17,683 -1,160 16,523
2839 9951 Reimbursements-Gov/Gov 2,333,663 -135,761 2,197,902
2805 9446 State Aid-Public Safety Services 15,378,997 -1,949,000 13,429,997 3
2805 9569 Other Federal Aid 0 2,000,000 2,000,000 4
NET FUND CHANGE: 23,180,000 -550,000 22,630,000
CAO Analyst: Paul Reyes, Senior Deputy County Administrator
Explanation: 1) Increase in vacancy factor due to a reduction in general purpose revenue; 2) Increased
vacancy factor for a reduction in AB 109 revenue; 3) Reduction in Prop 172 funding; 4) One-time CARES
funding for COVID investigative response; 5) Increased vacancy factor for a reduction in 2011 Realignment
(PRCS) revenue.
Page 15 of 35
ATTACHMENT P
2020-2021
GENERAL FUND
LINE ITEM CHANGES
APPROPRIATIONS / REVENUES
Budget Unit Name & Number: Employee/Retiree Benefits (0145)
Proposed Final
Org Object/ Budget Budget
No. Account Description Amount Change Amount Notes
1696 1061 Retiree Health Insurance 338,458 -16,564 321,894 1
1696 2340 Other Interdept Charges 507,436 -507,436 0 2
NET FUND CHANGE: 3,694,000 -524,000 3,170,000
CAO Analyst: Laura Strobel, Senior Deputy County Administrator
Explanation: General Purpose Revenue Reduction: 1) anticipated reduction to the amount needed for
retiree health; 2) elimination of appropriations set aside for unanticipated costs tied to the County
payroll/personnel system.
Page 16 of 35
ATTACHMENT Q
2020-2021
GENERAL FUND
LINE ITEM CHANGES
APPROPRIATIONS / REVENUES
Budget Unit Name & Number: Employment and Human Services (0501, 0502, 0504)
Proposed Final
Org Object/ Budget Budget
No. Account Description Amount Change Amount Notes
5101 4264 Various Roof 1,000,212 -788,000 212,212 1
5216 9250 Reallocate/PY Admin State 0 858,000 858,000 2
5456 9258 Admin State - Other 14,113,615 1,181,000 15,294,615
3
5216 9263 State Aid Realignment-Sales Tax 5,417,492 -400,000 5,017,492 4
NET FUND CHANGE: 31,000,000 -2,427,000 28,573,000
CAO Analyst: Julia Taylor, Senior Management Analyst
Explanation: 1) Reduction in one-time capital projects, such as roof repairs; 2) additional one-time Continuum
of Care Reform true-up revenues; 3) additional State allocation of CalFresh revenue and waiver of CalFresh
match; 4) Reduction in 1991/92 Realignment revenue.
Page 17 of 35
ATTACHMENT R
2020-2021
GENERAL FUND
LINE ITEM CHANGES
APPROPRIATIONS / REVENUES
Budget Unit Name & Number: General Purpose Revenue (0005)
Proposed Final
Org Object/ Budget Budget
No. Account Description Amount Change Amount Notes
0005 9045 Sales and Use Tax 16,000,000 -1,000,000 15,000,000 1
0005 9181 Earnings on Investment 18,100,000 -14,000,000 4,100,000
NET FUND CHANGE: -526,943,000 15,000,000 -511,943,000
CAO Analyst: Lisa Driscoll, County Finance Director
Explanation: 1) Reduction in sales tax and earnings on investment. Will be recooped by reductions in
General Fund departments.
Page 18 of 35
ATTACHMENT S
2020-2021
GENERAL FUND
LINE ITEM CHANGES
APPROPRIATIONS / REVENUES
Budget Unit Name & Number: Human Resources (0035)
Proposed Final
Org Object/Budget Budget
No. Account Description Amount Change Amount Notes
1351 1011 Permanent Salary 1,938,950 -85,158 1,853,792 1
1351 1015 Deferred Compensation 38,520 -1,692 36,828
1351 1042 FICA/Medicare 154,305 -6,777 147,528
1351 1044 Retirement Expense 592,582 -26,026 566,556
1351 1060 Employee Group Insurance 390,230 -17,139 373,091
1351 1063 Unemployment Insurance 2,017 -88 1,929
1351 1070 Workers Comp Insurance 14,119 -620 13,499
NET FUND CHANGE:2,750,000 -137,500 2,612,500
CAO Analyst: Laura Strobel, Senior Deputy County Administrator
Explanation: 1) Increase vacancy factor to hold 3 positions in the Personnel Services Unit vacant for 6
months due to General Purpose Revenue Reduction.
Page 19 of 35
ATTACHMENT T
2020-2021
GENERAL FUND
LINE ITEM CHANGES
APPROPRIATIONS / REVENUES
Budget Unit Name & Number: Justice Systems Planning/Development (0235)
Proposed Final
Org Object/Budget Budget
No. Account Description Amount Change Amount Notes
1096 2310 Prof/Specialized Services 676,000 -500,000 176,000 1
NET FUND CHANGE: 1,790,000 -500,000 1,290,000
CAO Analyst: Julie Enea, Senior Deputy County Administrator
Explanation: 1) Reduction in resources for development and implementation of mission-critical justice
department case management systems and related data interfaces.
Page 20 of 35
ATTACHMENT U
2020-2021
LIBRARY FUND
LINE ITEM CHANGES
APPROPRIATIONS / REVENUES
Proposed Final
Org Object/Budget Budget
No. Account Description Amount Change Amount Notes
3722 1011 Permanent Salary 167,494 -67,612 99,882 1
3722 1042 FICA/Medicare 12,828 -5,558 7,270
3722 1044 Retirement Expense 52,665 -22,817 29,848
3722 1060 Employee Group Insurance 29,454 -12,761 16,693
3722 1070 Workers Comp Insurance 1,528 -662 866
3732 1011 Permanent Salary 551,488 -45,098 506,390
3732 1015 Deferred Compensation 8,460 -692 7,768
3732 1042 FICA/Medicare 56,001 -4,580 51,421
3732 1044 Retirement Expense 175,878 -14,383 161,495
3732 1060 Employee Group Insurance 67,364 -5,509 61,855
3732 1070 Workers Comp Insurance 5,074 -415 4,659
3751 1011 Permanent Salary 272,715 39,055 311,770
3751 1015 Deferred Compensation 1,800 258 2,058
3751 1042 FICA/Medicare 22,136 3,170 25,306
3751 1044 Retirement Expense 76,991 11,026 88,017
3751 1060 Employee Group Insurance 65,198 9,337 74,535
3751 1070 Workers Comp Insurance 2,326 333 2,659
3763 1011 Permanent Salary 552,059 -113,987 438,072
3763 1015 Deferred Compensation 2,820 -582 2,238
3763 1042 FICA/Medicare 52,081 -10,754 41,327
3763 1044 Retirement Expense 158,713 -32,771 125,942
3763 1060 Employee Group Insurance 118,687 -24,506 94,181
3763 1070 Workers Comp Insurance 4,824 -996 3,828
3783 1011 Permanent Salary 759,447 -172,014 587,433
3783 1015 Deferred Compensation 16,200 -3,669 12,531
3783 1042 FICA/Medicare 72,119 -16,335 55,784
3783 1044 Retirement Expense 198,435 -44,945 153,490
3783 1060 Employee Group Insurance 155,477 -35,215 120,262
3783 1070 Workers Comp Insurance 6,665 -1,510 5,155
3784 1011 Permanent Salary 527,514 -175,914 351,600
3784 1015 Deferred Compensation 12,600 -4,202 8,398
3784 1042 FICA/Medicare 49,517 -16,513 33,004
3784 1044 Retirement Expense 147,952 -49,339 98,613
3784 1060 Employee Group Insurance 129,567 -43,208 86,359
Budget Unit Name & Number: Library Administration & Support Services (0620) / Library Community
Services (0621)
Page 21 of 35
ATTACHMENT U
2020-2021
LIBRARY FUND
LINE ITEM CHANGES
APPROPRIATIONS / REVENUES
Proposed Final
Org Object/Budget Budget
No. Account Description Amount Change Amount Notes
Budget Unit Name & Number: Library Administration & Support Services (0620) / Library Community
Services (0621)
3784 1070 Workers Comp Insurance 4,601 -1,534 3,067
3792 1011 Permanent Salary 413,364 -30,593 382,771
3792 1015 Deferred Compensation 9,000 -666 8,334
3792 1042 FICA/Medicare 37,993 -2,812 35,181
3792 1044 Retirement Expense 112,723 -8,343 104,380
3792 1060 Employee Group Insurance 90,707 -6,713 83,994
3792 1070 Workers Comp Insurance 3,604 -267 3,337
3793 1011 Permanent Salary 276,012 -20,162 255,850
3793 1015 Deferred Compensation 12,210 -892 11,318
3793 1042 FICA/Medicare 24,738 -1,807 22,931
3793 1044 Retirement Expense 72,250 -5,278 66,972
3793 1060 Employee Group Insurance 88,888 -6,493 82,395
3793 1070 Workers Comp Insurance 2,355 -172 2,183
3794 1011 Permanent Salary 396,982 -28,328 368,654
3794 1015 Deferred Compensation 10,020 -715 9,305
3794 1042 FICA/Medicare 35,728 -2,550 33,178
3794 1044 Retirement Expense 110,004 -7,850 102,154
3794 1060 Employee Group Insurance 99,975 -7,134 92,841
3794 1070 Workers Comp Insurance 3,443 -246 3,197
3798 1011 Permanent Salary 426,813 -37,292 389,521
3798 1015 Deferred Compensation 7,200 -629 6,571
3798 1042 FICA/Medicare 39,414 -3,444 35,970
3798 1044 Retirement Expense 123,212 -10,765 112,447
3798 1060 Employee Group Insurance 115,604 -10,101 105,503
3798 1070 Workers Comp Insurance 3,683 -322 3,361
3901 1011 Permanent Salary 28,100 -28,100 0
3902 1011 Permanent Salary 29,300 -29,300 0
3902 1015 Deferred Compensation 424 -424 0
3902 1042 FICA/Medicare 1,426 -1,426 0
3902 1060 Employee Group Insurance 4,393 -4,393 0
3902 1070 Workers Comp Insurance 51 -51 0
3903 1011 Permanent Salary 22,239 -22,239 0
3903 1015 Deferred Compensation 450 -450 0
3903 1042 FICA/Medicare 469 -469 0
Page 22 of 35
ATTACHMENT U
2020-2021
LIBRARY FUND
LINE ITEM CHANGES
APPROPRIATIONS / REVENUES
Proposed Final
Org Object/Budget Budget
No. Account Description Amount Change Amount Notes
Budget Unit Name & Number: Library Administration & Support Services (0620) / Library Community
Services (0621)
3903 1044 Retirement Expense 1,622 -1,622 0
3903 1070 Workers Comp Insurance 56 -56 0
3905 1011 Permanent Salary 28,100 -28,100 0
3907 1011 Permanent Salary 31,800 -31,800 0
3908 1011 Permanent Salary 31,279 -31,279 0
3908 1015 Deferred Compensation 450 -450 0
3908 1042 FICA/Medicare 419 -419 0
3908 1044 Retirement Expense 1,443 -1,443 0
3908 1060 Employee Group Insurance 2,353 -2,353 0
3908 1070 Workers Comp Insurance 50 -50 0
3917 1011 Permanent Salary 28,100 -28,100 0
3754 9595 Misc Government Agencies 208,350 -60,337 148,013
3763 9595 Misc Government Agencies 305,519 -305,519 0
3783 9595 Misc Government Agencies 378,333 -273,878 104,455
3784 9595 Misc Government Agencies 363,043 -290,876 72,167
3794 9595 Misc Government Agencies 45,421 -33,126 12,295
3798 9595 Misc Government Agencies 61,664 -61,664 0
3901 9595 Misc Government Agencies 28,100 -28,100 0
3902 9595 Misc Government Agencies 35,600 -35,600 0
3903 9595 Misc Government Agencies 29,400 -29,400 0
3905 9595 Misc Government Agencies 28,100 -28,100 0
3907 9595 Misc Government Agencies 31,800 -31,800 0
3908 9595 Misc Government Agencies 36,000 -36,000 0
3916 9595 Misc Government Agencies 28,500 -28,500 0
3917 9595 Misc Government Agencies 28,100 -28,100 0
NET FUND CHANGE:0 0 0
CAO Analyst: Julie Enea, Senior Deputy County Administrator
Explanation: 1) The line-item changes realign the Library budget by reducing city revenues and salary and
benefit costs to reflect Board action of June 16th and July 14th to reduce library hours and positions due to
loss of city revenue.
Page 23 of 35
ATTACHMENT V
2020-2021
GENERAL FUND
LINE ITEM CHANGES
APPROPRIATIONS / REVENUES
Budget Unit Name & Number: Local Agency Formation Commission-LAFCO (0356)
Proposed Final
Org Object/Budget Budget
No. Account Description Amount Change Amount Notes
0356 3565 Contribution to Other Funds 296,000 -31,000 265,000 1
NET FUND CHANGE: 296,000 -31,000 265,000
CAO Analyst: Sarah Shkidt, Senior Management Analyst
Explanation: 1) Reduction in contribution due to lower adopted LAFCO budget.
Page 24 of 35
ATTACHMENT W
2020-2021
GENERAL FUND
LINE ITEM CHANGES
APPROPRIATIONS / REVENUES
Budget Unit Name & Number: Management Information Systems (0025)
Proposed Final
Org Object/Budget Budget
No. Account Description Amount Change Amount Notes
1690 2132 Minor Computer Equipment 158,143 -50,000 108,143 1
NET FUND CHANGE: 612,000 -50,000 562,000
CAO Analyst: Laura Strobel, Senior Deputy County Administrator
Explanation: 1) Reduce appropriations available for countywide automation projects due to General
Purpose Revenue Reduction.
Page 25 of 35
ATTACHMENT X
2020-2021
GENERAL FUND
LINE ITEM CHANGES
APPROPRIATIONS / REVENUES
Budget Unit Name & Number: Probation (0308, 0309)
Proposed Final
Org Object/ Budget Budget
No. Account Description Amount Change Amount Notes
3120 1011 Permanent Salary 9,233,140 -218,820 9,014,320 1
3120 1015 Deferred Compensation 99,517 -6,840 92,677
3120 1042 FICA/Medicare 147,555 -12,376 135,179
3120 1044 Retirement Expense 6,309,492 -185,865 6,123,627
3120 1060 Employee Group Insurance 1,544,530 -65,911 1,478,619
3120 1063 Unemployment Insurance 10,585 -162 10,423
3120 1070 Wokers Comp Insurance 351,952 -1,602 350,350
3160 1011 Permanent Salary 3,285,527 -268,828 3,016,699
3160 1015 Deferred Compensation 34,440 -5,130 29,310
3160 1042 FICA/Medicare 59,771 -15,342 44,429
3160 1044 Retirement Expense 2,326,650 -159,803 2,166,847
3160 1060 Employee Group Insurance 716,020 -57,589 658,431
3160 1063 Unemployment Insurance 3,450 -205 3,245
3160 1070 Wokers Comp Insurance 125,235 -2,027 123,208
3085 1011 Permanent Salary 1,423,322 -27,996 1,395,326 2
3085 1015 Deferred Compensation 7,200 -534 6,666
3085 1042 FICA/Medicare 23,669 -1,598 22,071
3085 1044 Retirement Expense 1,073,220 -16,642 1,056,578
3085 1060 Employee Group Insurance 164,138 -5,997 158,141
3085 1063 Unemployment Insurance 1,423 -21 1,402
3085 1070 Wokers Comp Insurance 51,667 -211 51,456
3085 9951 Reimbursements - Gov/Gov 3,060,262 -53,000 3,007,262
3021 2310 Non County - Specialized 0 5,500,000 5,500,000 3
3021 3580 Contributions to Other Agencies 0 1,299,688 1,299,688
3021 9951 Reimbursements - Gov/Gov 0 6,799,688 6,799,688
3022 1011 Permanent Salary 0 462,631 462,631
3022 1013 Temporary Salary 0 8,000 8,000
3022 1015 Deferred Compensation 0 8,205 8,205
3022 1042 FICA/Medicare 0 35,391 35,391
3022 1044 Retirement Expense 0 131,678 131,678
3022 1060 Employee Group Insurance 0 91,434 91,434
3022 1063 Unemployment Insurance 0 463 463
3022 1070 Wokers Comp Insurance 0 1,619 1,619
3022 2100 Office Expense 0 10,000 10,000
3022 2110 Communications 0 1,300 1,300
3022 2251 Computer Software Costs 0 8,520 8,520
3022 2262 Building Occupancy 0 10,349 10,349
3022 2265 Building Lifecycle 0 2,460 2,460
3022 2301 Auto Mileage Employees 0 2,000 2,000
3022 2303 Other Travel Employees 0 1,000 1,000
3022 2310 Non County - Specialized 0 160,336 160,336
3022 2340 Other Interdepartmental Charges 0 6,000 6,000
3022 9951 Reimbursements - Gov/Gov 0 941,385 941,385
3023 2310 Non County - Specialized 0 35,000 35,000
3023 9951 Reimbursements - Gov/Gov 0 35,000 35,000
3024 2251 Computer Software Costs 0 41,448 41,448
3024 2310 Non County - Specialized 0 158,551 158,551
3024 9435 Miscellaneous State Aid 0 200,000 200,000
NET FUND CHANGE: 44,500,000 -1,000,500 43,499,500
CAO Analyst: Ramsey AlQaisi, Senior Management Analyst
Explanation: 1) Increase vacancy factor for General Purpose Revenue Reduction 2) Increase vacancy
factor for AB 109 Revenue Reduction 3) Move ORJ to Probation.
Page 26 of 35
ATTACHMENT Y
2020-2021
GENERAL FUND
LINE ITEM CHANGES
APPROPRIATIONS / REVENUES
Budget Unit Name & Number: Public Defender (0243)
Proposed Final
Org Object/ Budget Budget
No. Account Description Amount Change Amount Notes
2909 1011 Permanent Salary 11,506,358 -176,626 11,329,732 1
2909 1015 Deferred Compensation 102,030 -1,350 100,680
2909 1042 FICA/Medicare 792,103 -3,983 788,120
2909 1044 Retirement Expense 3,547,517 -14,035 3,533,482
2909 1060 Employee Group Insurance 1,366,482 -4,438 1,362,044
2909 1063 Unemployment Insurance 11,916 -52 11,864
2909 1070 Wokers Comp Insurance 117,964 -516 117,448
2918 1011 Permanent Salary 2,153,472 -113,152 2,040,320 2
2918 1015 Deferred Compensation 33,195 -859 32,336
2918 1042 FICA/Medicare 173,841 -2,547 171,294
2918 1044 Retirement Expense 737,877 -8,984 728,893
2918 1060 Employee Group Insurance 338,929 -2,848 336,081
2918 1063 Unemployment Insurance 2,453 -42 2,411
2918 1070 Wokers Comp Insurance 24,289 -329 23,960
2918 9951 Reimbursements - Gov/Gov 3,532,964 -128,761 3,404,203
NET FUND CHANGE:29,310,000 -201,000 29,109,000
CAO Analyst: Paul Reyes, Senior Deputy County Administrator
Explanation: 1) Delete the 1 vacant temporary Deputy Public Defender that was to be added 7/1/2020 to
assist with the new case management system. Salary savings from delaying 1 DPD-Fixed Term position
for 6 months. 2) Decrease AB109/PRCS revenue and expenses.
Page 27 of 35
ATTACHMENT Z
2020-2021
County Local Revenue Fund 2011
LINE ITEM CHANGES
APPROPRIATIONS / REVENUES
Proposed Final
Org Object/Budget Budget
No. Account Description Amount Change Amount Notes
2770 5011 Reimbursements-Gov/Gov 2,246,000 -479,786 1,766,214 1
2770 9263 State Aid Realign-Sales Tax 2,246,000 -479,786 1,766,214
2771 5011 Reimbursements-Gov/Gov 1,111,000 -237,184 873,816
2771 9263 State Aid Realign-Sales Tax 1,111,000 -237,184 873,816
2772 5011 Reimbursements-Gov/Gov 13,399,000 -2,863,176 10,535,824
2772 9263 State Aid Realign-Sales Tax 13,399,000 -2,863,176 10,535,824
2773 5011 Reimbursements-Gov/Gov 26,718,000 -5,709,354 21,008,646
2773 9263 State Aid Realign-Sales Tax 26,718,000 -5,709,354 21,008,646
2774 5011 Reimbursements-Gov/Gov 2,735,000 -584,736 2,150,264
2774 9263 State Aid Realign-Sales Tax 2,735,000 -584,736 2,150,264
2775 5011 Reimbursements-Gov/Gov 507,000 -108,355 398,645
2775 9263 State Aid Realign-Sales Tax 507,000 -108,355 398,645
2776 5011 Reimbursements-Gov/Gov 12,504,000 -2,672,064 9,831,936
2776 9263 State Aid Realign-Sales Tax 12,504,000 -2,672,064 9,831,936
2777 5011 Reimbursements-Gov/Gov 19,526,000 1,233,551 20,759,551
2777 9259 State Aid Realignment-VLF 6,406,000 407,072 6,813,072
2777 9263 State Aid Realign-Sales Tax 13,120,000 826,479 13,946,479
2780 5011 Reimbursements-Gov/Gov 723,000 -182,381 540,619
2780 9263 State Aid Realign-Sales Tax 723,000 -182,381 540,619
2781 5011 Reimbursements-Gov/Gov 766,000 -193,845 572,155
2781 9263 State Aid Realign-Sales Tax 766,000 -193,845 572,155
2782 5011 Reimbursements-Gov/Gov 4,540,000 -1,147,618 3,392,382
2782 9263 State Aid Realign-Sales Tax 4,540,000 -1,147,618 3,392,382
2783 5011 Reimbursements-Gov/Gov 4,336,000 -1,095,865 3,240,135
2783 9263 State Aid Realign-Sales Tax 4,336,000 -1,095,865 3,240,135
2784 5011 Reimbursements-Gov/Gov 35,516,000 -8,975,481 26,540,519
2784 9263 State Aid Realign-Sales Tax 35,516,000 -8,975,481 26,540,519
2870 5011 Reimbursements-Gov/Gov 5,189,000 -1,266,139 3,922,861
2870 9263 State Aid Realign-Sales Tax 5,189,000 -1,266,139 3,922,861
2871 5011 Reimbursements-Gov/Gov 615,000 -152,684 462,316
2871 9263 State Aid Realign-Sales Tax 615,000 -152,684 462,316
2980 5011 Reimbursements-Gov/Gov 16,179,000 -2,994,455 13,184,545
2980 9263 State Aid Realign-Sales Tax 16,179,000 -2,994,455 13,184,545
2981 5016 Transfers-Gov/Gov 10,321,000 -173,207 10,147,793
2981 9263 State Aid Realign-Sales Tax 10,321,000 -173,207 10,147,793
2982 5011 Reimbursements-Gov/Gov 31,467,000 -266,903 31,200,097
2982 9263 State Aid Realign-Sales Tax 29,272,000 -4,275,903 24,996,097
2983 5011 Reimbursements-Gov/Gov 379,000 -119,761 259,239
2983 9263 State Aid Realign-Sales Tax 379,000 -119,761 259,239
2984 5011 Reimbursements-Gov/Gov 379,000 -119,761 259,239
2984 9263 State Aid Realign-Sales Tax 379,000 -119,761 259,239
2986 5011 Reimbursements-Gov/Gov 265,000 -265,000 0
2986 9263 State Aid Realign-Sales Tax 265,000 -265,000 0
NET FUND CHANGE: 2,195,000 4,009,000 6,204,000
CAO Analyst: Paul Reyes, Senior Deputy County Administrator
Explanation: 1) Reduction in reimbursements due to a reduction in 2011 Realignment revenue. The net
balance represents fund balance use.
Budget Unit Name & Number: Public Safety Realignment - Law Enforcement Services Account
(0295) & Support Services (0296)
Page 28 of 35
ATTACHMENT AA
2020-2021
GENERAL FUND
LINE ITEM CHANGES
APPROPRIATIONS / REVENUES
Proposed Final
Org Object/Budget Budget
No. Account Description Amount Change Amount Notes
4301 2262 Building Occupancy 285,197 -100,000 185,197 1
4301 2340 Other Interdepartmental Charges 85,000 -35,000 50,000
4303 2262 Building Occupancy 8,823,512 -115,000 8,708,512
0330 2319 Public Works Contracts 240,000 -50,000 190,000 2
0330 2340 Other Interdepartmental Charges 481,275 -13,500 467,775
0330 5011 Reimbursements-Gov/Gov 36,500 -36,500 0
4502 2479 Other Special Departmental Exp 100,000 -75,000 25,000 3
0020 1011 Permanent Salaries 561,597 -30,000 531,597 4
0020 2479 Other Special Departmental Exp 96,077 -51,000 45,077
NET FUND CHANGE:27,200,000 -506,000 26,694,000
CAO Analyst: Laura Strobel, Senior Deputy County Administrator
Explanation: General Purpose Revenue Reduction: 1) anticipated reduced utility costs; 2) redirect services
to projects funded by other sources; 3) reduction to Special Districts projects with no other funding sources;
4) 3 month savings of vacant position, reduction in operating costs.
Budget Unit Name & Number: Public Works - Facilities Maintenance (0077) / County Drainage
Maintenance (0330) / Public Works (0650) / Purchasing (0020)
Page 29 of 35
ATTACHMENT AB
2020-2021
ROAD FUND
LINE ITEM CHANGES
APPROPRIATIONS / REVENUES
Proposed Final
Org Object/Budget Budget
No. Account Description Amount Change Amount Notes
0006 9218 Highway Users Tax - Unrestricted 11,190,868 -1,807,000 9,383,868 1
0006 9437 St Aid Traffic Congestion Mgmt 24,082,614 -1,475,000 22,607,614
0672 2319 Public Works Contracts 10,000,000 -3,282,000 6,718,000
0662 2319 Public Works Contracts 20,000,000 -900,000 19,100,000
0662 9523 Fed Aid Hwy Construction 12,327,763 -900,000 11,427,763
NET FUND CHANGE:0 0 0
CAO Analyst: Laura Strobel, Senior Deputy County Administrator
Explanation: 1) Projected Road Fund impacts for reduced revenue from Gas Tax and Measure J (CCTA 1/2
sales tax). Total loss of $4,182,000 million of revnue offset by cuts to projects.
Budget Unit Name & Number: Public Works - General Road Fund Revenue (0006) / Road
Maintenance - Road Fund (0672) / Road Construction - Road Fund (0662)
Page 30 of 35
ATTACHMENT AC
2020-2021
GENERAL FUND
LINE ITEM CHANGES
APPROPRIATIONS / REVENUES
Budget Unit Name & Number: Risk Management (0150)
Proposed Final
Org Object/Budget Budget
No. Account Description Amount Change Amount Notes
1500 3611 Interfund Exp - Gov/Gov 4,500,000 -327,000 4,173,000 1
NET FUND CHANGE: 4,500,000 -327,000 4,173,000
CAO Analyst: Laura Strobel, Senior Deputy County Administrator
Explanation: 1) Reduced General Fund contribution to Self-Insurance Funds due to General Purpose
Revenue Reduction.
Page 31 of 35
ATTACHMENT AD
2020-2021
GENERAL FUND
LINE ITEM CHANGES
APPROPRIATIONS / REVENUES
Budget Unit Name & Number: Sheriff (0255) / Sheriff Detention (0300)
Proposed Final
Org Object/ Budget Budget
No. Account Description Amount Change Amount Notes
2505 1011 Permanent Salary 14,569,551 -899,109 13,670,442 1
2505 1015 Deferred Compensation 49,200 -3,364 45,836
2505 1042 FICA/Medicare 248,977 -17,022 231,955
2505 1044 Retirement Expense 10,542,147 -720,759 9,821,388
2505 1060 Employee Group Insurance 1,933,731 -132,208 1,801,523
2505 1063 Unemployment Insurance 14,606 -999 13,607
2505 1070 Workers Comp Insurance 344,294 -23,539 320,755
2590 4948 Miscellaneous Equipment 241,047 -200,000 41,047
2515 4954 Medical & Lab Equipment 341,830 -100,000 241,830
2507 4948 Miscellaneous Equipment 20,000 -10,000 10,000
2507 4951 Office Equip & Furniture 10,000 -5,000 5,000
2507 4953 Autos & Trucks 46,310 -22,500 23,810
2507 4955 Radio & Communication Equip 25,000 -12,500 12,500
2578 4948 Miscellaneous Equipment 33,000 -12,500 20,500
2578 4952 Institutional Equip & Furniture 52,030 -22,500 29,530
2580 4952 Institutional Equip & Furniture 21,970 -12,500 9,470
2580 4955 Radio & Communication Equip 40,000 -22,500 17,500
2585 4953 Autos & Trucks 23,000 -23,000 0
2588 2310 Non Cnty Prof Spclzd Svcs 1,326,503 -97,000 1,229,503 2
2588 9951 Reimbursement - Gov/Gov 9,646,902 -97,000 9,549,902
2590 9446 State Aid-Public Safety Svcs 31,975,000 -9,254,000 22,721,000 3
2578 9569 Other Federal Aid 0 9,351,000 9,351,000 4
NET FUND CHANGE: 101,605,000 -2,337,000 99,268,000
CAO Analyst: Paul Reyes, Senior Deputy County Administrator
Explanation: 1) Increase vacancy factor and decrease various fixed asset costs for General Purpose
Revenue Reduction; 2) AB 109 Revenue reduction; 3) Reduction in Prop 172 revenue; 4) One-time
CARES funding for COVID response throughout the detention system.
Page 32 of 35
ATTACHMENT AE
2020-2021
GENERAL FUND
LINE ITEM CHANGES
APPROPRIATIONS / REVENUES
Budget Unit Name & Number: Superior Court Programs (0202)
Proposed Final
Org Object/ Budget Budget
No. Account Description Amount Change Amount Notes
2105 3580 Contributions to Other Agencies 150,000 -100,000 50,000 1
2122 2310 Prof/Specialized Services 10,000 -10,000 0 1
2122 2352 Witness Fees & Expenses 168,923 -56,000 112,923 1
2123 2313 Outside Attorney Fees 398,621 -100,000 298,621 1
2130 9745 Recording Fees 400,114 234,000 634,114 3
NET FUND CHANGE: 11,320,000 -500,000 10,820,000
CAO Analyst: Julie Enea, Senior Deputy County Administrator
Explanation: 1) Reduction in costs for collection of court ordered fees, fines and forfeitures; 2) Reduction in
provision for outside counsel and expert witnesses for capital homicide trials; 3) increased estimated
revenue in certain court revenues.
Page 33 of 35
ATTACHMENT AF
2020-2021
GENERAL FUND
LINE ITEM CHANGES
APPROPRIATIONS / REVENUES
Budget Unit Name & Number: Treasurer/Tax Collector (0015)
Proposed Final
Org Object/Budget Budget
No. Account Description Amount Change Amount Notes
0015 1011 Permanent Salaries 2,481,715 -84,747 2,396,968 1
0015 1015 Deferred Comp 57,180 -1,953 55,227 1
0015 1042 FICA/Medicare 181,994 -6,215 175,779 1
0015 1044 Retirement Expense 752,603 -25,700 726,903 1
0015 1060 Employee Group Insurance 409,958 -14,000 395,958 1
0015 1063 Unemployment Insurance 2,489 -85 2,404 1
0015 1070 Workers Comp Insurance 38,080 -1,300 36,780 1
NET FUND CHANGE: 2,675,000 -134,000 2,541,000
CAO Analyst: Laura Strobel, Senior Deputy County Administrator
Explanation: 1) Establish a vacancy factor to account for delayed hiring of 3 FTE for 6 months due to
General Purpose Revenue Reduction.
Page 34 of 35
ATTACHMENT AG
2020-2021
GENERAL FUND
LINE ITEM CHANGES
APPROPRIATIONS / REVENUES
Budget Unit Name & Number: Veterans Services (0579)
Proposed Final
Org Object/ Budget Budget
No. Account Description Amount Change Amount Notes
0579 1013 Temporary Salaries 24,261 -5,000 19,261 1
NET FUND CHANGE: 1,325,000 -5,000 1,320,000
CAO Analyst: Timothy Ewell, Chief Assistant County Administrator
Explanation: 1) Reduction in temporary salaries for General Purpose Revenue Reduction.
Page 35 of 35
Budget
Hearings
August 4, 2020
Anyone can hold the helm
when the sea is calm.
—Publilius Syrus
Budget Hearing Agenda
1.County Administrator Presentation
2.Department Head Presentations
•Sheriff, David Livingston
•District Attorney, Diana Becton
•Clerk-Recorder, Deborah Cooper
•Health Services Director, Anna Roth
•Employment and Human Services Director, Kathy Gallagher
•Probation Officer, Esa Esa Ehmen-Krause
•Public Defender, Robin Lipetzky
•Library, Melinda Cervantes
•Animal Services, Beth Ward
•Contra Costa County Fire Protection District, Lewis Broschard
3.Open Public Hearing -Public Comment
4.Board Discussion/Action
2
State
Allocation
Federal
Allocation FEMA Total
Funding Source $ 26,546,000 $ 201,281,392 $ 227,827,392
Category of spending
Payroll for public health and safety
employees $ 26,546,000 $ 28,990,641 $ 55,536,641
Personnel & Services diverted to
substantially different use $ 2,519,995 $ 2,519,995
Improvements to telework
capabilities of public employees $ 2,416,531 $ 2,416,531
Medical expenses $ 7,772,257 $ 7,772,257
Public health expenses $ 14,913,272 $ 3,534,859 $ 18,448,131
Total Claimed for FY 2019/20 $ 26,546,000 $ 56,612,696 $ 3,534,859 $ 86,693,555
Balance for FY 2020/21:$ 144,668,695 $ 144,668,695
FY 2019/20 CARES/FEMA Funding Uses
3
Homeless/Mental Health/Housing from
all Sources -$421.88 Million
4
$2.86 Billion on Health and Human Services, including $391.8 million on services
directly related to homeless; mental health, and housing. And, an additional $30.0
million on homeless housing and wraparound services directly related to COVID -19.
Recommended
Budget
FY 2020/21
COVID
Additional
Programs
Federal/
State
General
Fund
CARES Act/
FEMA
Funding
Homeless $51,166,663 $11,301,285 $43,393,969 $7,772,694 $11,301,285
Mental Health $281,928,180 $227,000 $261,316,587 $20,611,593 $227,000
Housing $39,272,627 $0 $38,328,627 $944,000 $0
Homeless/Housing $19,465,761 $18,521,628 $18,007,259 $1,458,502 $18,521,628
Total $391,833,231 $30,049,913 $361,046,442 $30,786,789 $30,049,913
Appropriations Sources
Net Adjustments to Total Appropriations
(All Funds)
5
Use of Funds 2018-19
Actuals
2019-20
Budget
Originally
Recommended
FY 2020-21
Recommended
Adjustments
Revised
Recommended
FY 2020-21
Health and Human Services $2,641,040,699 $2,801,908,354 $2,861,027,630 ($3,384,000)$2,857,643,630
General Government 500,510,920 688,392,139 580,251,202 ($19,140,573)$561,110,629
Law and Justice 497,331,595 564,505,919 542,084,858 ($1,444,949)$540,639,909
Total Requirements $3,638,883,214 $4,054,806,412 $3,983,363,690 ($23,969,522)$3,959,394,168
9 Departments
receive 85.1%
of the General
Purpose
Revenue
6
Unknowns/Concerns
•Growth in Property Tax /Assessed Value –we budgeted
4.5% for County and 5% for Fire
•Continuing on-going COVID Costs
•Economy in General, short-term
•Economy long-term
•Longer range impact of economy on pension and
healthcare costs
•One-time resources used to balance $35 million
7
Workforce Concerns
•As a community, we need to support our local childcare
centers.
•As an employer, we recognize the significant challenges
of keeping our employees and the public safe, while
providing important services;
•We need to continue to be open to extension of remote
work –and work to address the productivity issues
inherent in working while caring for children.
•We will continue to encourage our department heads to
expand/implement rotating schedules.
8
Next Steps
•August 11 –Adopt Changes to Recommended Budget
including any position elimination/modifications
•As recommended, there are no additional layoffs required
•September 1 –Position modification effective date
•September 15 –Adopt Budget as Finally Determined
•October –January –Review/revise as needed
9
Questions?
1
0
Honor Courage Commitment Leadership Teamwork
Contra Costa County
Office of the Sheriff
1
FY 2020-2021 ADJUSTED BUDGET (COVID-19)
•Largest law enforcement agency in Contra
Costa County serving 1.1 million residents
•Patrol serves a population of 163,172 in
the unincorporated areas
•505 square miles of land and 82 square
miles of waterways
2
Authorized Staffing
FY 20-21
Sworn 710 (+25)Professional 354.5
3
Total Authorized
Staff: 1064.5
INCLUDES NEW ADDITIONAL SWORN DEPUTY SHERIFF POSITIONS
Requests are not included in
Proposed 2020-21 Budget
•3 Deputy Sheriff Positions FTE for MHET
(One Deputy Sheriff added through CCP)
•$1M for Body Worn Cameras Deployment
(Requested last five budget cycles)
4
5
Budget Background: Operational Statistics
Custody Services
Total Bookings 2019 :25,622
Average Daily Population: 1,785 (601 Custody Alternative)
Support Services
Coroners Cases 6,057
Crime Lab
Cases Completed 9,291
Evidence Items Examined 29,617
6
Budget Background: Operational Statistics
Communications
Total Calls Handled:513,489
911 Emergency Calls:106,302
Field Operations
Calls for Service 168,644
Total Investigative Cases Opened 7,539
Office of the Sheriff
2020-2021 Recommended Budget Revenue
$252,712,498
7
8
2020-21 2020-21 2020-21
General Fund Recommended Adjustment Final
EXPENDITURES
Salaries and Benefits 226,147,638 -1,797,000 224,350,638
Services and Supplies 21,573,144 -97,000 21,476,144
Other Charges 668,059 0 668,059
Fixed Assets 3,149,976 -443,000 2,706,976
Expenditure Transfers 3,607,681 0 3,607,681
TOTAL
EXPENDITURES 255,146,498 -2,337,000 252,809,498
REVENUE
Other Local Revenue 76,144,054 -97,000 76,047,054
Federal Revenue 1,502,085 9,351,000 10,853,085
State Prop 172 75,895,359 -9,254,000 66,641,359
GROSS REVENUE 153,541,498 0 153,541,498
NET COUNTY COST
(NCC)101,605,000 -2,337,000 99,268,000
Budget Reduction Detail
Vacancy Factor:
Original Target: $5,600,000
COVID-19 Adjusted Target: + $1,797,000
TOTAL Vacancy Factor: $7,397,000
Services, Supplies & Fixed Assets
Decrease in Expenditure Appropriations $540,000
Proposition 172 Sales Tax Revenue Decrease
Decrease in Proposition 172 Revenue: $9,300,000
(Future years backfill through General Fund)
9
Budget Additions Detail
•Add 25 Deputy Sheriff Positions, 24 Martinez Detention
Facility (MDF) 1 County Patrol
In collaboration with Custody Health, the new custody
deputies will be added to enhance baseline medical and
mental health inmate services at MDF:
Additional out of cell time & visitation
Enhanced supervision of mental health inmates
Additional mental health programming
More timely medical appointments
Confidential & Private intake screening
•New Patrol Deputy will be the first Mental Health
Evaluation Team for unincorporated Contra Costa County.
10
Budget Additions Detail
11
1 MHET Deputy -fully funded by AB-109 -12
months = $291,805.00.
23 Deputy Sheriffs –funded at only recruit level
($76,000/ea) for 6 months = $1,748,000.00.
(These positions will require full funding as
Deputy Sheriff FTEs via General Fund support
in FY 21/22.)
1 –Lieutenant –funded at 50% for 6 months =
$212,000.00.(Full funding will be required for
FY 21/22.)
Contra Costa County
Office of the Sheriff
Thank You
12
CONTRA COSTA COUNTY
DISTRICT ATTORNEY’S OFFICE
DIANA BECTON, DISTRICT ATTORNEY
VENUS JOHNSON, CHIEF ASSISTANT DISTRICT ATTORNEY
Budget and Personnel
Department Overview
Programs
1
COLLABORATION
2
FISCAL YEAR 2020-21 BUDGET
$24.7
$23.2
FY 2020-2021 Budget
Revenues NCC
$47.9MInclusive of Prop.
172 Funds and
CARES Act
($2M)
3
BUDGET REDUCTION
Funding Reductions Value
General Purpose Revenue -$550,000
Proposition 172 -$1,949,000
2011 Realignment -$136,000
Total -$2,635,000
4
PERSONNEL
92%
8%
FY 2020-21 Budget
Salaries/Benefits Services/Supplies
$47.9M
5
ALLOCATED POSITIONS
Description FTE Vacancy
Attorney 102.1 9
Investigative 28 2
Victim/Witness 17 1
Administration and Support 77.5 20
Total 224.6 32
6
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.
7
COMMAND STAFF
Diana Becton
District Attorney
Venus Johnson
Chief Assistant
District Attorney
Dan Cabral
Assistant District
Attorney
Chris Walpole
Acting Assistant
District Attorney
Paul Mulligan
Chief of
Inspectors
Jason Chan
Chief of Admin.
Services
8
2019 PERFORMANCE
Statistics
1.15 Million residents
25 law enforcement agencies within 19 cities
Filed over 3,700 felony cases
Filed over 6,500 misdemeanor cases
9
DIVISIONS AND UNITS
Function
Superior Court Operations
Special Operations
Community Violence Reduction
Homicide
Family Violence
Juvenile
Victim/Witness
Bureau of Investigations
10
2020-21 SPECIALTY UNITS AND PROGRAMS
Specialty Units and Programs
Conviction Integrity Unit
Cold Case Unit
Human Trafficking Unit
11
2020-21 REDUCING INCARCERATION
Reducing Incarceration
Youth Restorative Justice Diversion
Neighborhood Community Courts
Mental Health Diversion
Vera
Post Conviction Resentencing
12
Clerk-Recorder-Elections Department
FISCAL YEAR 2020-21
PROPOSED CHANGES TO APPROVED BUDGET
Clerk-Recorder Division expects to meet our revenue target
-Recording revenue remains stable
-Recordings are at the mercy of the market
Elections appropriation reduction of $400,000 in postage account
-The Elections Division was able to replenishment postage accounts in
FY 2019-20 in preparation for this year
-Remaining Elections appropriations are expected to cover basic
election costs for the Presidential Election
Elections State allocation for COVID reimbursements (up to $2.46m)
-The State will reimburse the Department for additional costs of
equipment, staffing, postage, PPE required due to COVID protocols
-This is expected to cover the additional costs of State mandates for the
increased number of in-person voting locations
Anna M. Roth, RN, MS, MPH
Health Director
2020-2021 BUDGET
DISCUSSION
PREVENTION
& PROTECTION
HEALTH
COVERAGE
DIRECT
HEALTH
SERVICES
2020/2021
Contra Costa Health Services
Recommended Budget
2020/2021
Budget
Contra Costa Health Services
2020/2021 Recommended Expenditures
TOTAL BUDGET
$2.03 Billion
2020/2021 Contra Costa Health Services
Recommended Budget Summary
Expense
Salaries and Benefits $ 703,444,097
Services and Supplies $ 1,211,066,989
Other Charges $ 128,708,115
Fixed Assets $ 11,532,014
Expenditure Transfers ($ 24,211,983)
Expense Total $ 2,030,539,232
Revenue
Other Local Revenue $ 1,660,848,554
Federal Assistance $ 107,161,559
State Assistance $ 104,173,119
Net County Cost $ 158,356,000
Revenue Total $ 2,030,539,232
Emergency Funding
* 2020/21 budget anticipates $130 million in
claimable expenditures for July-December 2020
Medi-Cal Waiver
•
•
•
•
•
•
•
•
•
Detention Health
•
•
•
•
Telehealth
•
•
•
•
Year of Uncertainty
•
•
•
What We Do Know
•
•
•
THANK YOU
EHSD Budgeted Expenditures
1
17%
AAS
29%
CFS42%
WFS
1%
WDB
10%
CSB
2% Other
County General
Fund Only
FY 2020-21
Budget
Recommended
Cuts
FY 2020-21
Recommended
Expenditures 508,007,000 (388,000)507,619,000
Revenues 477,007,000 2,039,000 479,046,000
Net County Cost 31,000,000 (2,427,000)28,573,000
60% State
(includes Sales Tax & VLF)
34%
Federal
6%
County
State Budget Changes
2011 State Realignment –($2,700,000) reduction impacting Children
& Family Services
In-Home Supportive Services –funding reduced by ($277,000)
CalWORKs –increased funding of $13,200,000
CalFresh –increased funding of $4,400,000
COVID-19 –increased funding part of above program amounts
2
County General Fund Impacts
Capital Projects –spread project improvements over 2 years
Continuum of Care Reform –no reductions needed in
Resource Family Approval program
CalFresh –filling staff vacancies to handle increased caseload
1991/92 Realignment –avoiding decreases in IHSS, Foster Care
and Adoption programs and assistance
3
(788K)
858K
1.2M
400K
Challenges Facing EHSD
Staffing –hiring freeze, focus on prioritization and management of
vacancies, and improved internal processes
Service –backlogs, wait times and service experience
Productivity –remote work, child care and productivity impacts
Compliance –corrective action plans and sanctions
Uncertainty –realignment revenues, pandemic and client caseloads
4
1
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.
2
Probation Services
Mandatory
Adult Investigations
Juvenile Investigations
Adult Supervision
Post-Release Community
Supervision
Juvenile Supervision
DJJ Reentry
Care of Court Wards
Out of Home Placement
Juvenile Hall
Juvenile Home Supervision
Discretionary
Orin Allen Youth
Rehabilitation Facility
School Probation
Officers*
Taskforce Deputies
YOTP/GIM Programs*
Community Probation*
DUI Program*
Misdemeanor Domestic
Violence Supervision*
*grant/entitlement funded
3
Probation Total Budget
4
Department’s Reliance on County General Fund
For FY 20/21, 59.97% of Probation’s budget will be from County
General Fund.
5
COVID-19 Related Budget Impacts
Anticipated Revenue Reductions
YOBG -$1.3 million dollar reduction. Probation has
enough fund balance to cover 2-3 years of shortfalls.
SB678 –January budget proposal stabilized at $6
million. May revise reduced amount to $4 million.
Juvenile Reinvestment
Expedited PRCS releases from CDCR
Clients released onto Probation earlier than anticipated
to accommodate the need to “decompress” the state
prison system
Governor Newsome’s proposal to “close” DJJ
Population would be absorbed by Probation
6
Budget Reductions
•Maintain a vacancy factor of $3.7 million.
•Eliminate Positions
7 Juvenile Institution Officers
1 Institutional Supervisor
6 Deputy Probation Officers
1 Probation Supervisor
7
Orin Allen Youth Rehabilitative Facility
8
Proposed Relocation of OAYRF
Declining OAYRF population
OAYRF requires extensive repairs and upgrades
Continue existing cognitive behavioral programming
Increase career technical educational and academic
opportunities
Expand use of Evidence-Based Practices
Proximity and access for families
Utilize existing Tamalpais Unit, with the goal to
eliminate the Orin Allen residential program by 2022
Transition staff to mitigate program disruption
9
OAYRF: At A Glance
43 43
62
37
28
18
29
15
0
10
20
30
40
50
60
70
April 1, 2017 September 1, 2017 April 1, 2018 September 1, 2018 April 1, 2019 September 1, 2019 April 1, 2020 July 15, 2020Population
Date
POPULATION TREND
Population Linear (Population)
10
OAYRF: At A Glance
*Point in time
snapshot data: July
15, 2020. OAYRF
Count = 15
9, 60%4, 27%
1, 6%
1, 7%
RACEAfrican-
American
Hispanic
Other/Non-
Asian
Caucasian 0
2
4
6
8
15 16 17 18
AGE
3
1
2
1 1
3
2
1 1
0
0.5
1
1.5
2
2.5
3
3.5
CITY OF RESIDENCE
Antioch Bay Point Brentwood Hercules Pinole Pittsburg Richmond San Pablo Transient
11
OAYRF: At A Glance
0
0.5
1
1.5
2
2.5
3
3.5
4
4.5
SUSTAINED PRIMARY OFFENSE
12
13, 54%9, 38%
1, 4%1, 4%
RACE
African-
American
Hispanic
Asian
Caucasian
22,
92%
2, 8%
GENDER
Male
Female
0
2
4
6
8
10
12
15 16 17 18 19 20
AGE
7
1
5
1 1
3
4
1 1
0
1
2
3
4
5
6
7
8
CITY OF RESIDENCE
Antioch Bay Point Concord Newman Oakley Pittsburg Richmond San Pablo Vacaville
Detention: At A Glance
*Point in time
snapshot data:
July 15, 2020.
Detention Count
= 24
13
Detention: At A Glance
0
1
2
3
4
5
6
7
8
9
PC 187 / PC
187(A) -
MURDER
PC
664/187(A) -
ATTEMPTED
MURDER
PC 211 -
ROBBERY
PC
211/212.5(C) -
SECOND
DEGREE
ROBBERY
PC 245(A)(1) -
ASSAULT
WITH
DEADLY
WEAPON
PC 261(A)(2)
-RAPE VIA
FORCE
W&I 777 -
PROBATION
VIOLATION
X96 -COURT
COMMIT
PRIMARY INTAKE OFFENSE
14
YOTP: At A Glance
10, 56%
7, 39%
1, 5%
RACE
African-
American
Hispanic
Other/Non-
Asian
0
1
2
3
4
5
6
7
15 16 17 18 19
AGE
4
1 1 1
3
6
1 1
0
1
2
3
4
5
6
7
CITY OF RESIDENCE
Antioch Brentwood Concord El Sobrante Pittsburg Richmond Rodeo Walnut Creek
*Point in time
snapshot data:
July 15, 2020.
YOTP Count = 18
15
YOTP: At A Glance
0
1
2
3
4
5
6
7
SUSTAINED OFFENSES
16
GIM: At A Glance
2, 50%2, 50%
RACE
African-
American
Hispanic
0
0.5
1
1.5
2
2.5
16 17 18
AGE
0
0.2
0.4
0.6
0.8
1
1.2
PC 626.9(A) -
FIREAM
SCHOOL
GROUNDS
W&I 777 -
PROBATION
VIOLATION
PC 236/273(A) -
FALSE
IMPRISONMENT
PC 245(A)(1) -
ASSAULT WITH
DEADLY
WEAPON
SUSTAINED OFFENSES
1 1 1 1
0
0.2
0.4
0.6
0.8
1
1.2
1
CITY OF RESIDENCE
San Pablo Pleasant Hill
Antioch Richmond
*Point in time snapshot
data: July 15, 2020.
GIM Count = 4
17
CONTRA COSTA COUNTY ANIMAL
SERVICES
ANIMAL SERVICES FY20/21 BUDGET PRESENTATION
AUGUST 4, 2020 1
Difficult Decisions
The following presentation details decisions CCAS is considering in light of the County’s budget
recommendation for FY 20/21. These decisions take into consideration the County’s financial
recommendations, as well as the impacts from forgoing a proposed city fee increase and the COVID-19
pandemic.
To inform these decisions, CCAS has assessed our current service levels, mandated requirements, community
programs and fiscal environment and have identified four key areas of focus to ensure that we are able to
meet mandated service levels despite budget cuts.
The assessment identified four (4) key areas of focus:
Providing humane animal care, including adequate veterinary medical support.
Ensuring our facility is appropriate for animal housing—meeting physical and emotional needs
Improving Field Services response times, while providing mandated services to the residents of Contra
Costa County
Maintaining customer service levels and community programs
2
Challenges
Lack of financial resources to maintain adequate staffing.
Animal Service (AS) field response times are negatively impacted by providing services above mandated requirements,
spreading 10 AS Officers across the county for 16 hours a day plus an additional 8 hours of “on call.”
Inadequate staffing levels to care for animals at the Martinez Shelter.
Insufficient staffing to support low-cost services and community programming for county residents, including Spay/Neuter
services, Vaccination services and humane education.
Pinole shelter was not originally designed for long term housing of pets.
Inappropriate staffing for transport of animals and supplies between Pinole and Martinez negatively impacts both shelters.
No trained medical support staff on duty and minimal DVM hours lead to delays in veterinary medical care.
No medical treatment space or isolation wards.
No exercise area for dogs and no safe area for volunteers to walk dogs.
Poor lobby layout that jeopardizes the safety of staff, volunteers, the public and animals.
Facility is not ADA compliant.
No public restroom facility, no staff break room.
3
CCAS Shelter Animal Population
Nationally animal Shelters are
seeing a 24% decrease for intake
in the first 6 months of 2020
compared to 2019
CCAS has seen a decrease of 60%
We may see an increase again in
the next 6 months but new
approaches to intake programs
and renewed focus on keeping pets
with families, foster placements for
sheltering will help to keep our
population at 80% of capacity of
the Martinez Shelter or lower.
CCAS Shelter Animal Population (07/20/2020):
Martinez Shelter Capacity:80%
Goal Animals in Care % to
Goal CCAS Foster Program Population:
Dog Kennels 114 91 45 49.34%Dogs 1
Cat Housing 135 108 34 31.48%Cats 47
Barn Stalls 6 5 0 0.00%Total:48
Other Animal Kennels 7 6 1 17.86%
Total:262 210 80 38.17%
CCAS Shelter Animal Population (07/20/2019):
Martinez/Pinole Shelter Capacity:80%
Goal Animals in Care % to
Goal CCAS Foster Program Population:
Dog Kennels 144 115 176 152.78%Dogs 5
Cat Housing 151 121 190 157.28%Cats 174
Barn Stalls 6 5 1 20.83%Total:179
Other Animal Kennels 7 6 12 214.29%
Total:308 246 379 153.81%
* NOTE: CCAS Capacity to Care with current (07/20/2020) facility and staffing resources is to maintain a
goal of 80% population capacity.
COVID-19 Impact
and new trends
for Animal
Sheltering
4
Recommendations
Close Pinole facility.
Eliminate 1.0 FTE vacant Animal Care Tech position.
Eliminate 1.0 FTE vacant Animal Services Utility Worker position.
Redirect services and remaining personnel hours to the Martinez Shelter.
Reassign 2.0 FTE Clerical staff to the Martinez shelter.
Reassign 0.8 FTE Animal Care Tech position hours to the Martinez shelter.
Modify services provided by Field staff to focus on State mandated
requirements and service hours that ensure appropriate response times for
public safety.
5
Benefits
Closing Pinole and adjusting our Field services will help us to:
Ensure that we only need to lose “vacant” positions. No filled positions will be lost at this time.
Focus our staffing, financial and physical resources on caring for the animals at the Martinez Shelter
Improve our personal support for Contra Costa County residents at our Martinez facility, online, in the
Field and by phone.
Manage our shelter population with clear capacity goals and partnering with other community agencies to
help ensure our length of stay for animals is decreased.
Ensure that animals brought to us can receive timely and adequate medical care.
Allows us to begin exploring how we can bring CCAS services differently to the residents in all areas of
our County.
6
Questions
7
CONTRA COSTA COUNTY FIRE PROTECTION DISTRICT
FIRE • RESCUE • EMS
CONTRA COSTA COUNTY
FIRE PROTECTION DISTRICT
Fiscal Year 2020-21
Budget Update
August 4, 2020
Service • Leadership • Teamwork • Safety and Preparedness • Professionalism • Integrity 1
CONTRA COSTA COUNTY FIRE PROTECTION DISTRICT
FIRE • RESCUE • EMS
CCCFPD GENERAL OPERATING FUND
•Primary source of revenue is current secured property tax.
•The FY 2020-21 Recommended Budget anticipated a 5% growth in assessed valuation (AV).
•The District is cautiously optimistic that AV will be close to what was originally projected. Therefore, no recommended changes are currently needed.
•However, out of an abundance of caution, internal program budgets have been revised to anticipate a 3% growth in AV.
•Tax roll letter delayed until August 10, 2020. AV growth is currently unknown.
Service • Leadership • Teamwork • Safety and Preparedness • Professionalism • Integrity 2
CONTRA COSTA COUNTY FIRE PROTECTION DISTRICT
FIRE • RESCUE • EMS
CCCFPD GENERAL OPERATING FUND
•Upon receipt of tax roll letter, District will conduct a mid-year
review to determine if any budgetary adjustments are needed.
•In the interim, the District plans to delay certain non-critical
building maintenance projects and make some reductions to
non-critical equipment and supply budgets.
•Additionally, the District will only add net six (6) of the ten (10)
positions included in the Recommended Budget. The net number
includes the transfer of a position to the EMS Transport Fund.
•Major budgetary impacts due to COVID-19 not anticipated in FY
2020-21.
•Anticipate more significant impacts in FY 2021-22 and beyond.
•Need to stay flexible.
Service • Leadership • Teamwork • Safety and Preparedness • Professionalism • Integrity 3
CONTRA COSTA COUNTY FIRE PROTECTION DISTRICT
FIRE • RESCUE • EMS
CONTRA COSTA COUNTY
FIRE PROTECTION DISTRICT
Emergency
Ambulance
Service
Service • Leadership • Teamwork • Safety and Preparedness • Professionalism • Integrity 4
CONTRA COSTA COUNTY FIRE PROTECTION DISTRICT
FIRE • RESCUE • EMS
CCCFPD EMS TRANSPORT FUND
•There has been a significant drop in transport volume since March 17, 2020.
•Reduction in transports = reduction in revenue.
•Revenue collection cycle is 6 –9 months.
•The FY 2020-21 Recommended Budget anticipated $56 million in transport revenue.
•If the reduction in transport volume continues, District will need to revise its revenue projection accordingly.
•District continues to monitor volume and adjust ambulance unit hours as necessary to control expenditures.
•EMS Transport Fund has healthy fund balance. It is too soon to project long-term impacts, if any, due to COVID-19.
Service • Leadership • Teamwork • Safety and Preparedness • Professionalism • Integrity 5
CONTRA COSTA COUNTY FIRE PROTECTION DISTRICT
FIRE • RESCUE • EMS
QUESTIONS?
Service • Leadership • Teamwork • Safety and Preparedness • Professionalism • Integrity 6
RECOMMENDATION(S):
ADOPT Traffic Resolution No. 2020/4496 to prohibit stopping, standing, or parking at all times on the
south side of Boulevard Way (Road No. 3851D), beginning at a point 38 feet east of the center line of
Palana Court (Road No. 3845AP) and extending easterly a distance of 50 feet, as recommended by the
Public Works Director, Walnut Creek area. (District II)
FISCAL IMPACT:
No fiscal impact.
BACKGROUND:
A resident contacted the Transportation Engineering Division stating that vehicles parked at the
intersection of Palana Court and Boulevard Way blocked sight lines, making exiting the roadway difficult,
particularly during high traffic periods. Traffic Engineering staff responded by researching collision history
and conducting a site visit soon afterwards. Although reported collisions did not present themselves
recently, several factors unique to this intersection supported a limited parking prohibition. Palana Court
intersects Boulevard Way at an offset and skewed angle, making it difficult to see vehicles traveling on
Boulevard Way. Boulevard Way is a four-lane
APPROVE OTHER
RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE
Action of Board On: 08/04/2020 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: Monish Sen,
925.313.2187
I hereby certify that this is a true and correct copy of an action taken and entered on the minutes of the Board
of Supervisors on the date shown.
ATTESTED: August 4, 2020
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:August 4, 2020
Contra
Costa
County
Subject:Prohibit parking at all times on a portion of Boulevard Way (Road No. 3851D), Walnut Creek area.
BACKGROUND: (CONT'D)
roadway through this portion of the unincorporated County. This results in Palana Court exiting
motorists seeking to travel westbound on Boulevard Way negotiating crossing two lanes of eastbound
traffic. Therefore, prohibiting parking for a small segment of the southeast portion of the intersection
will improve sight lines and stopping distance for all road users at this location.
CONSEQUENCE OF NEGATIVE ACTION:
Parking will remain unrestricted at this location.
AGENDA ATTACHMENTS
TR 2020/4496
MINUTES ATTACHMENTS
Signed Traffic Resolution 2020/4496
THE BOARD OF SUPERVISORS OF CONTRA COSTA COUNTY, CALIFORNIA
Adopted this Traffic Resolution on August 4, 2020 by the following vote:
AYES:
NOES:
ABSENT:
TRAFFIC RESOLUTION NO. 2020/4496
ABSTAIN: Supervisorial District II
SUBJECT: Prohibit stopping, standing, or parking of vehicles at all times on a portion of
Boulevard Way (Road No. 3851D), Walnut Creek area.
The Contra Costa Board of Supervisors RESOLVES that:
Based on recommendations by the County Public Works Department's Transportation Engineering
Division, and pursuant to County Ordinance Code Sections 46-2.002 - 46-2.012, the following
traffic regulation is established:
Pursuant to Section 22507 of the California Vehicle Code, stopping, standing, or
parking is hereby declared to be prohibited at all times on the south side of
Boulevard Way (Road No. 3851D), Walnut Creek area, beginning at a point 38 feet
east of the center line of Palana Court (Road No. 3845AP) and extending easterly a
distance of 50 feet.
MS:sr
Orig. Dept: Public Works (Traffic)
Contact: Monish Sen, 313-2187
cc: California Highway Patrol
Sheriff Department
TRAFFIC RESOLUTION NO. 2020/4496
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:
David Twa, Clerk of the Board of Supervisors and County
Administrator
By , Deputy
RECOMMENDATION(S):
APPROVE the Marsh Creek Road Bridge Replacement, Bridges #28C-0143 and #28C-0145 Project
(Project) and AUTHORIZE the Public Works Director, or designee, to advertise the Project, Antioch and
Brentwood areas. [Project No. 0662-6R4083] DCD-CP#15-41 (District III), and
FIND, on the basis of the whole record, including the proposed Initial Study/Mitigated Negative
Declaration and any comments received and staff responses thereto, that there is no substantial evidence the
Project may have significant effect on the environment, and that the Mitigated Negative Declaration
reflects the independent judgment and analysis of the lead agency, Contra Costa County (County).
ADOPT the Mitigated Negative Declaration and Mitigation and Monitoring Reporting Program for the
Project.
SPECIFY that the Contra Costa County Public Works Director is the custodian of the documents and other
material that constitute the record of proceedings upon which the Board’s decision is based, and that the
record of proceedings is located at 255 Glacier Drive, Martinez, CA.
DIRECT the Director of Conservation and Development to file a Notice of Determination with the County
Clerk, and,
APPROVE OTHER
RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE
Action of Board On: 08/04/2020 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 Cremin (925)
313-2015
I hereby certify that this is a true and correct copy of an action taken and entered on the minutes of the
Board of Supervisors on the date shown.
ATTESTED: August 4, 2020
David J. Twa, County Administrator and Clerk of the Board of Supervisors
By: Stacey M. Boyd, Deputy
cc: Ave Brown - Environmental Division Manager, Laura Cremin-Environmental Services
C. 2
To:Board of Supervisors
From:Brian M. Balbas, Public Works Director/Chief Engineer
Date:August 4, 2020
Contra
Costa
County
Subject:APPROVE the Marsh Creek Road Bridge Replacement Project and take related actions under CEQA
RECOMMENDATION(S): (CONT'D)
AUTHORIZE the Public Works Director to arrange for payment of $2,481.75 for California Department
of Fish and Wildlife fees, a $50 fee to the County Clerk for filing the Notice of Determination, and a $25
fee to Department of Conservation and Development for processing.
FISCAL IMPACT:
Estimated Project cost: $14,000,000.00 (88.5% Federal Highway Bridge Program, 11.5% Local Road
Funds)
BACKGROUND:
The purpose of this Project is to replace two existing bridges (Bridges #28C-0143 and #28C-0145) on
Marsh Creek Road that carry traffic over Marsh Creek. The improvements are necessary to meet current
design standards.
The proposed replacement for Bridge #28C-0143 would be a single span bridge. The new bridge would
be approximately 43 feet wide (two 12-foot travel lanes, 8-foot shoulders, and 1.5-foot wide concrete
barriers) and 80 feet long. The west and east roadway approaches to the bridge would be reconstructed.
Bridge #28C-0143 would be replaced on a shifted alignment (approximately 45 feet to the northwest) to
provide a single stage construction approach that would allow traffic to use the
existing bridge during most of the construction duration while the new bridge and roadway approaches
are built. Retaining walls would be required on both ends of the bridge.
The proposed replacement for Bridge #28C-0145 would also be a single span bridge. The new bridge
would be approximately 43 feet wide (two 10-foot travel lanes, 8-foot shoulders, and 1.5-foot wide
concrete barriers) and 80 feet long. The west and east roadway approaches would be reconstructed.
Retaining walls would be required on both ends of the bridge. Bridge 145 would be replaced on a shifted
alignment to provide a single-stage construction approach, similar to the approach described above for
Bridge #28C-0143.
CONSEQUENCE OF NEGATIVE ACTION:
Delay in approving the project may result in a delay of design, construction, and may jeopardize funding.
ATTACHMENTS
CEQA 1
CEQA 2
CEQA 3
“Accredited by the American Public Works Association”
255 Glacier Drive Martinez, CA 94553-4825
TEL: (925) 313-2000 FAX: (925) 313-2333
www.cccpublicworks.org
Brian M. Balbas, Director
Deputy Directors
Stephen Kowalewski, Chief
Allison Knapp
Warren Lai
Carrie Ricci
Joe Yee
July 13, 2020
Christine Schneider
Contra Costa Water District
1331 Concord Ave, Concord CA 94520
RE: Marsh Creek Road Bridge Replacement Project,
Bridges #28C-0143 and #28C-0145 Project
Project No.: 0662-6R4083
Dear Christine Schneider:
Thank you for providing comments on behalf of Contra Costa Water District.
This letter is intended to address your comments submitted on April 22, 2020. Our
responses to your comments are presented below and follow the order of your
comments (numbered in the margin of your letter and attached for reference).
Response #1: The CCWD parcel APN 007-160-014 is located on the south side of
Marsh Creek Road at the Bridge 145 Project Site. A portion of the CCWD parcel is within
the Project Site, including: a narrow frontage strip that runs along Marsh Creek Road
and the entrance of a CCWD access road (where the entrance of the access road will be
reconstructed to align with the new roadway). There are dozens of oak trees within the
CCWD parcel that were planted as mitigation, including along the frontage of the road
and adjacent to the access road.
CCCPWD Design Engineers confirmed that the mitigation oak trees within the CCWD
parcel would not be removed. Project specifications will require the trees on CCWD
parcel to be protected in place.
Figure 5 of the MND shows which trees are anticipated to be removed. There are no
trees identified for removal within the CCWD parcel. There is one oak tree identified for
removal adjacent to the parcel, however it is within the Contra Costa County road right-
of-way and was confirmed with CCWD staff that the tree in question was not a
mitigation tree.
The reviewer suggested that this statement be added to the MND Environmental
Checklist in Section IV. Biological Resources. This comment is incorporated into the
MND document via inclusion of Attachment B Comment Letters and Responses.
Please contact me if you have any further questions on our responses to your
comments at Laura.Cremin@pw.cccounty.us or (925) 313-2015.
Sincerely,
Laura Cremin
Environmental Analyst II
Environmental Services Division
LEC:
G:\engsvc\ENVIRO\TransEng\Marsh Creek Bridge Replacements #143 and #145\CEQA\Noticing\Response to Comments\2. Response
to CVRWQCB.docx
Enclosures
c: N. Leary, Design/Construction
A. Brown, Environmental
Comment Letter #1
1
“Accredited by the American Public Works Association”
255 Glacier Drive Martinez, CA 94553-4825
TEL: (925) 313-2000 • FAX: (925) 313-2333
www.cccpublicworks.org
Brian M. Balbas, Director
Deputy Directors
Stephen Kowalewski, Chief
Allison Knapp
Warren Lai
Carrie Ricci
Joe Yee
July 15, 2020
Jordan Hensley
11020 Sun Center Drive #200
Rancho Cordova, CA 95670
RE: Marsh Creek Road Bridge Replacement Project,
Bridges #28C-0143 and #28C-0145 Project
Project No.: 0662-6R4083
Dear Jordan Hensley:
Thank you for providing comments on behalf of the Central Valley Regional Water
Quality Control Board.
This letter is intended to address your comments submitted on May 26, 2020. Our
responses to your comments are presented below and follow the order of your
comments (numbered in the margin of your letter and attached for reference).
Response #1: Comment noted. Staff from the Contra Costa County Public Works
Department (CCCPWD) recognize the importance of protecting the quality of surface
and groundwaters of the state.
Response #2: The IS/MND evaluates potential impacts to surface and groundwater
quality in Section X. Hydrology and Water Quality (refer to pages 53 – 58). Section X.e
(pg. 57) specifically discusses consistency with the Basin Plan and Section X.a (Pg. 53 –
55) states that the project would comply with the provisions of the NPDES Construction
General Permit, which will require a SWPPP be developed. The SWPPP will identify
BMPs to avoid and minimize potential temporary impacts to surface water quality.
Further, Mitigation Measure BIO-1a through c include measures to protect aquatic
habitat (refer to pages 23 – 25 of the IS/MND) and Mitigation Measure Haz-1
includes measures to minimize accidental release of hazardous materials.
Response #3: Comment noted. CCCPWD staff will submit the required permit
applications.
Please contact me if you have any further questions on our responses to your
comments at Laura.Cremin@pw.cccounty.us or (925) 313-2015.
Sincerely,
Laura Cremin
Environmental Analyst II
Environmental Services Division
LEC:
G:\engsvc\ENVIRO\TransEng\Marsh Creek Bridge Replacements #143 and #145\CEQA\Noticing\Response to Comments\2. Response
to CVRWQCB.docx
Enclosures
c: N. Leary, Design/Construction
A. Brown, Environmental
Comment Letter #2
1
2
3
3 cont'd
“Accredited by the American Public Works Association”
255 Glacier Drive Martinez, CA 94553-4825
TEL: (925) 313-2000 • FAX: (925) 313-2333
www.cccpublicworks.org
Brian M. Balbas, Director
Deputy Directors
Stephen Kowalewski, Chief
Allison Knapp
Warren Lai
Carrie Ricci
Joe Yee
July 15, 2020
Eduardo Guaracha
Diablo Range Superintendent
California State Parks, Diablo Range District
15751 Tesla Road
Livermore, CA 94550
RE: Marsh Creek Road Bridge Replacement Project,
Bridges #28C-0143 and #28C-0145 Project
Project No.: 0662-6R4083
Dear Eduardo Guaracha:
Thank you for providing comments on behalf of the California State Parks, Diablo Range
District.
This letter is intended to address your comments submitted on May 26, 2020. Our
responses to your comments are presented below and follow the order of your
comments (numbered in the margin of your letter and attached for reference).
Response #1: Comment noted. Temporary construction easement and permanent
right-of-way acquisition will be negotiated with State Parks through the Contra Costa
County Real Estate Division. The County Real Estate Division has had initial engagement
with State Parks, including:
• 1/3/19 meeting with State Parks, Bay Area District, that included general
discussion of acquisition of land for Bridge 145.
• 10/3/19 site visit to Bridge 145 with State Parks, Diablo Range District
representatives.
• 10/23/19 phone call wherein an overview was given of the County Real
Properties land rights acquisition process.
Response #2: Comment noted. The Real Properties agreement would obtain
authorization from appropriate entities.
Response #3: The IS/MND addresses impacts to natural and cultural resources
through the following Mitigation Measures:
IV. Biological Resources.
• Mitigation Measure BIO-1a, b, and c include best management practices
to avoid and minimize for general impacts. Refer to pages 23 – 25 of the
IS/MND.
• Mitigation Measures BIO-2 through BIO-10 include specific species
measures. Refer to pages 27 – 36 of the IS/MND.
V. Cultural Resources.
• Mitigation Measure CULT-1 includes Best Management Practices to protect
unanticipated historic or pre-historic, archaeological, or paleontological
resources. Refer to page 41.
• Mitigation Measure CULT-2 includes procedures to follow if human
remains are encountered. Refer to Pg. 42.
Note that at Bridge 145, a geoarchaeological subsurface investigation was conducted in
September 2018. An archaeological monitoring plan will be prepared prior to any
ground disturbance. Archaeological monitoring by a qualified archaeologist will be
conducted during all ground disturbing activities that yield visible spoils occurring
between 5 feet below current ground surface and 20 feet below current ground surface.
The Project lies within the East Contra Costa County Habitat Conservation Plan/Habitat
Conservation Plan (HCP/NCCP) Inventory Area of which CCPWD is a signatory agency.
The HCP/NCCP assesses fees for Project impacts to vegetation communities, including
trees, based on the underlying landcover type. CCCPWD will pay fees for both
permanent and temporary impacts at the site to the East Contra Costa County Habitat
Conservancy which serves as compensatory mitigation for the Project.
With implementation of Mitigation Measures and payment of HCP/NCCP fees, project
impacts have been mitigated to less than significant levels under CEQA.
Compensation for other construction impacts to State Parks would be identified and
addressed through the Real Property agreement process (see Comment 1 above).
Response #4: A temporary construction easement (TCE) is proposed on State Parks
property. The TCE would be along the outer edge of the State Parks property.
HCP/NCCP fees will be paid to compensate for temporary construction impacts.
Increased invasive species are not expected. Refer to Mitigation Measure BIO-1. Cut-
and-fill slopes will be revegetated with native, non-invasive nonnative, or
nonreproductive (i.e., sterile hybrids) plants, suitable for the altered soil conditions.
Seed mixtures applied for erosion control will not contain invasive nonnative species,
and will be composed of native species or sterile nonnative species. CCCPWD has native
seed mixes specially developed for the east county area, however, if State Parks has a
preferred seed mix for use on State Parks land, please contact me at the email or
number provided below.
Please contact me if you have any further questions on our responses to your
comments at Laura.Cremin@pw.cccounty.us or (925) 313-2015.
Sincerely,
Laura Cremin
Environmental Analyst II
Environmental Services Division
LEC:
G:\engsvc\ENVIRO\TransEng\Marsh Creek Bridge Replacements #143 and #145\CEQA\Noticing\Response to Comments\2. Response
to State Parks.docx
Enclosures
c: N. Leary, Design/Construction
A. Brown, Environmental
Comment Letter #3
1
2
3
4
“Accredited by the American Public Works Association”
255 Glacier Drive Martinez, CA 94553-4825
TEL: (925) 313-2000 FAX: (925) 313-2333
www.cccpublicworks.org
Brian M. Balbas, Director
Deputy Directors
Stephen Kowalewski, Chief
Allison Knapp
Warren Lai
Carrie Ricci
Joe Yee
July 15, 2020
Melissa Farinha
2825 Cordelia Road, Suite 100
Fairfield, CA 94534
RE: Marsh Creek Road Bridge Replacement Project,
Bridges #28C-0143 and #28C-0145 Project
Project No.: 0662-6R4083
Dear Melissa Farinha and Gregg Erickson:
Thank you for providing comments on behalf of the California Department of Fish and
Wildlife.
This letter is intended to address your comments submitted on May 26, 2020 and on
June 18, 2020. Our responses to your comments are presented below and follow the
order of your comments (numbered in the margin of your letter and attached for
reference).
Response #1: We acknowledge Section IV.b of the IS/MND (refer to first paragraph of
pg. 37) paragraph is unclear about the role of permit requirements to minimize impacts
to water quality and riparian habitats. To clarify, the CEQA document includes a number
of Mitigation Measures that the lead agency has identified to reduce and mitigate
impacts to riparian habitat and sensitive natural communities to a less than significant
level, including BIO-1a through BIO-1c, and payment of HCP/NCCP fees that provide
species mitigation as well as contribution to recovery of species (habitat conservation)
(pg. 23 – 24). The reference to permit requirements acknowledges that in addition to
the identified Mitigation Measures, regulatory permits are also needed and will be
followed.
Response #2: The Project is a covered project under the East Contra Costa County
Habitat Conservation Plan/Natural Communities Conservation Plan (HCP/NCCP)
(California Department of Fish and Wildlife [CDFW] NCCP Permit number 2835‐2007‐
001‐03 and United State Fish and Wildlife Service [USFWS] 10(a)
(1) (B) incidental take permit TE 160958‐0). This HCP/NCCP, signed by both the United
States Fish and Wildlife Service (USFWS) and the California Department of Fish and
Wildlife (CDFW), among others, defines measures to avoid, minimize, and mitigate
impacts on covered species and their habitats and wetlands while allowing for
expansion of urban infrastructure.
The comment states that the HCP/NCCP does not cover native fishes. CCCPWD
acknowledges that the special-status species covered in the HCP/NCCP does not include
fishes. According to the NES (Natural Environment Study, September 2019), no special-
status native fish were identified due to downstream barriers and there is no presence
of essential fish habitat in the project vicinity. Mitigation Measure BIO-1a through
c will be implemented to protect aquatic habitat (pages 23 – 25 of the IS/MND).
Implementation of the measures detailed in the HCP/NCCP conservation strategy and
adherence to the new C.3 Provisions of the County’s Regional NPDES Permit would
reduce the effects of HCP/NCCP-covered activities on Marsh Creek water quality and
hydrology such that take of any special-status fish would be avoided. Further, the
project will replace an existing bridge. The old abutments will be removed, and the
creek bank stabilized and seeded with a native seed mix. The longitudinal alignment of
the creek bed will remain largely unchanged and no permanent barriers to fish passage
will be constructed. Rock slope protection will be limited to only the amount necessary
to protect the abutments and will not span the creek thus the natural earthen bed will
remain.
The comment states that the HCP/NCCP does not provide compensatory mitigation for
impacts to their [fish] aquatic habitat. One of the biological goals and objectives of the
HCP/NCCP is to maintain and enhance instream aquatic habitat for the HCP/NCCP’s
covered species and native fish. CCCPWD will pay mitigation fees to the East Contra
Costa County Habitat Conservancy (Conservancy) to serve as compensatory mitigation
for the project. The fees do include compensation for impacts to stream habitat based
on the length of permanent and temporary impacts. Approximately $202,000 in fees will
be assessed for impacts to 304.2 linear feet of stream. The fees also go towards
purchasing habitat as part of an overall conservation plan that provides comprehensive
species, wetlands, and ecosystem benefits. Through payment of HCP/NCCP mitigation
fees, this project does compensate for impacts to aquatic habitat that could support
native fishes in a way that satisfies the mitigation standard described by CDFW in the
comment letter for conservation of aquatic habitat.
Response #3. Comment noted. As stated above, incidental take coverage has been
obtained under the HCP/NCCP Permit number 2835‐2007‐001‐03. The incidental take
coverage applies to 28 listed and non-listed species. A Natural Environment Study (NES)
did not identify any additional CESA listed-species that have potential to occur in the
project vicinity.
Response #4: This comment recommends a Mitigation Measure for bat surveys and
mitigation for bats not covered under the HCP/NCCP. The NES identified two special
status bat species that could have low likelihood of presence in the project area:
Townsend's big-eared bat and pallid bat. The project vicinity does not include suitable
breeding habitat or maternity roosts for Pallid Bat, and the NES determined the project
would have no impact on Pallid bat. The potential for Townsend's bat to occur at the
project site is low (refer to page 33 of the IS/MND). Species-specific planning survey
were conducted in fall 2016 and spring 2017 for Townsend's bat. No bats were
observed and the biologist did not observe any evidence of possible roosting sites.
Large trees could serve as potential roosting habitat. There was no evidence that any
species of bat is using the bridge as roosting habitat.
Mitigation Measure BIO-7 for Townsend's Bat (page 33 of the IS/MND) provides
appropriate avoidance, minimization, and mitigation to avoid disturbance to bats during
construction. A pre-construction survey will be conducted for bats, which is used to
determine what avoidance and minimization measures are triggered before
construction. CCCPWD will mitigate for temporary and permanent impacts to habitat
through the HCP/NCCP.
Response #5: This comment recommends a Mitigation Measure for swallow exclusion.
Swallows are a type of migratory bird. Mitigation Measure BIO-10 for Migratory
birds and raptors (page 36 of the IS/MND) provides appropriate avoidance,
minimization, and mitigation to avoid disturbance to nesting birds during construction.
Pre-construction surveys will be conducted. If nesting birds (including swallows) are
discovered at a location where it is not feasible to implement an avoidance buffer, a
site-specific plan will be developed by a qualified biologist in coordination with the
appropriate agencies (including CDFW). We understand that spraying and destruction of
partially built mud nests is prohibited under Section 3503 of the California Fish and
Game Code.
Response #6: This comment recommends a Mitigation Measure for swallow nest
avoidance. Please see Mitigation Measure BIO-10 for Migratory birds and
raptors (page 36 of the IS/MND) will be implemented. Pre-construction surveys will be
conducted for nesting birds, which are consistent with the CDFW recommendation to
survey the bridges.
Response #7: This comment recommends that CCCPWD incorporate quantifiable and
enforceable measures into the MND to minimize impacts to Marsh Creek and associated
riparian habitats. As stated above in Comment #1, Mitigation Measure BIO-1a
through c include measures to protect aquatic habitat (refer to pages 23 – 25 of the
IS/MND). Mitigation Measure Haz-1 includes measures to minimize accidental
release of hazardous materials (pg. 51). Further, Section X.a of the IS/MND (Pg. 53 –
55) states that the project would comply with the provisions of the NPDES Construction
General Permit, which will require a SWPPP be developed. The SWPPP will identify
BMPs to avoid and minimize potential temporary impacts to surface water quality.
Response #8: This comment states that the Conservancy does not provide coverage
for in-channel impacts to perennial streams. See Comment #1 above.
Please contact me if you have any further questions on our responses to your
comments at Laura.Cremin@pw.cccounty.us or (925) 313-2015.
Sincerely,
Laura Cremin
Environmental Analyst II
Environmental Services Division
LEC:
G:\engsvc\ENVIRO\TransEng\Marsh Creek Bridge Replacements #143 and #145\CEQA\Noticing\Response to Comments\2. Response
to CVRWQCB.docx
Enclosures
c: N. Leary, Design/Construction
A. Brown, Environmental
Comment Letter #4
1
2
3
3 cont'd
4
5
6
7
8
“Accredited by the American Public Works Association”
255 Glacier Drive Martinez, CA 94553-4825
TEL: (925) 313-2000 • FAX: (925) 313-2333
www.cccpublicworks.org
Brian M. Balbas, Director
Deputy Directors
Stephen Kowalewski, Chief
Allison Knapp
Warren Lai
Carrie Ricci
Joe Yee
July 15, 2020
Tony Allegro
Tallegro74@yahoo.com
RE: Marsh Creek Road Bridge Replacement Project,
Bridges #28C-0143 and #28C-0145 Project
Project No.: 0662-6R4083
Dear Tony Allegro:
Thank you for providing comments on the Marsh Creek Road Bridge Replacement
Project, Bridges #28C-0143 and #28C-0145 Project.
This letter is intended to address your comments submitted on May 30, 2020 and June
1, 2020. Our responses to your comments are presented below and follow the order of
your comments (numbered in the margin of your letter and attached for reference).
Response #1: See attached memo included below your comment letter: Baseline
Environmental Consulting, Response to Comment on Marsh Creek Road Bridge
Replacement 143 and 145 Project, Initial Study/Mitigated Negative Declaration.
Response #2: Table 1 on page 4 of the IS/MND contains an error. The parcel
information is intended to be presented for each bridge location. Bridge 143 was
mistakenly repeated twice. The correction is highlighted below.
Table 1: Anticipated Property Acquisition
Marsh Creek Bridge 143
Parcel No Owner
Approximate
Right-of-Way
Acquisition (Acres)
007-191-001 Private Property 2.07
007-192-008 Save Mount Diablo 0.02
007-192-007 Private Property 0.62
007-192-012 Private Property 0.05
007-192-002 Private Property 0.17
Marsh Creek Bridge 143 145
007-380-011 State of California Department of Parks
and Recreation 0.65
007-380-019 Contra Costa County Flood Control and
Water Conservation District 1.03
007-160-014 Contra Costa Water District 0.17
Response #3: This comment refers to the parcel numbers presented in Table 1 on
page 4 of the IS/MND. The parcel numbers are based on the Assessor Parcel Number
maintained by the Contra Costa County Assessor’s Office.
The first row of the table states a retired APN number. Retired APN: 007-191-001; new
APN: 007-191-010. This APN was updated on the Assessor's Map on 10/27/2014.
All other parcel numbers reported in the table are current.
Please contact me if you have any further questions on our responses to your
comments at Laura.Cremin@pw.cccounty.us or (925) 313-2015.
Sincerely,
Laura Cremin
Environmental Analyst II
Environmental Services Division
LEC:
G:\engsvc\ENVIRO\TransEng\Marsh Creek Bridge Replacements #143 and #145\CEQA\Noticing\Response to Comments\2. Response
to Tony Allegro.docx
Enclosures
c: N. Leary, Design/Construction
A. Brown, Environmental
Comment Letter #5
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5900 Hollis Street, Suite D, Emeryville, CA 94608 | P: (510) 420-8686 | www.baseline-env.com
13 July 2020
18308-01
Ms. Laura Cremin
Contra Costa County Public Works Department
255 Glacier Drive
Martinez, CA 94553
Subject: Response to Comment on Marsh Creek Road Bridge Replacement 143 and 145 Project,
Initial Study/Mitigated Negative Declaration
Dear Ms. Cremin:
At your request, Baseline has prepared this letter to assist the Contra Costa County Environmental
Services Division (County) in responding to a comment from Tony Allegro that was received on the
Marsh Creek Road Bridge Replacement Project, Bridges #28C-0143 and #28C-0145 Initial
Study/Mitigated Negative Declaration (IS/MND). The description of the proposed project is included in
the IS/MND.
Based on a review of the IS/MND and discussions with County staff, Baseline understands that proposed
activities associated with construction of the project would be conducted in the vicinity of an existing
private water supply well located on private property. Figure 1 shows the location of the private water
supply well, the location of the proposed bridge (#143) that is closest to the well, and the maximum
extent of construction ground disturbance associated with the proposed project.
The following comments on the IS/MND identify concerns related to potential damage that could occur
to the well due to construction activities, as follows:
“My name is Tony Allegro this is our property where bridge #143 is going to be built and I have
some concerns with the CEQA report. Page 75 (a) states that there will be no impact on water in
the area., That is wrong. We have a well within the scope of this project, the only well on this
piece of property and it has the potential of being destroyed. How will you mitigate this?”
COMMENT RESPONSE
The commenter asserts that:
“Page 75 (a) [of the IS/MND] states that there will be no impact on water in the area., That is
wrong.”
120 Feet0
P:|Base 18308-01 Marsh Creek Bridge CEQA Response\3 - Products\Figure 1.cdr 6/30/2020
Approximate
Maximum Extent of
Construc on Ground Disturbance
SITE PLAN AND WATER SUPPLY WELL LOCATION Figure 1
Marsh Creek Road Bridge Project
Contra Costa County, California
Project Site
60
Well
27 Feet
Proposed Bridge Abutments
Proposed Bridge Abutments
Excavate 5’ to 15’
Drilled Piles Extend Down 70’
Exis ng Right-of-Way
Ms. Laura Cremin
13 July 2020
Page 3
Page 75 of the IS/MND is the first page of the Utilities and Service Systems section and item (a) of the
checklist specifically asks:
Would the project:
a) Require or result in the relocation or construction of new or expanded water, wastewater
treatment or storm water drainage, electric power, natural gas, or telecommunications facilities,
the construction or relocation of which could cause significant environmental effects?
The purpose of this checklist question is to evaluate the proposed project for the potential to require
new or expanded facilities that could result in environmental effects, not whether project construction
would cause impacts to surface or groundwater quality directly (or effect nearby wells). For example, if a
large housing subdivision were the proposed project, would the needs of the subdivision exceed the
existing sewer plant’s capacity, requiring expansion of the treatment plant? The checklist question
specifically asks if the needed hypothetical treatment plant expansion could result in environmental
effects. The Marsh Creek Road Bridge Replacement 143 and 145 Project IS/MND correctly states that
“the Project involves the replacement of two existing bridges and would not require or result in the
relocation or construction of new or expanded water, wastewater treatment, electric power, or natural
gas facilities (IS/MND page 75) and that “the Project would have a less than significant impact” related
to new or expanded utility systems (IS/MND page 75). Therefore, the commenter misinterprets the
meaning of the checklist response to XIX.(a) and this portion of the comment is not discussed further.
The second portion of the comment states:
We have a well within the scope of this project, the only well on this piece of property and it has
the potential of being destroyed. How will you mitigate this?”
The commenter states that he owns a water supply well “within the scope of this project…and it has the
potential of being destroyed.” For clarification, the water supply well is not located within the proposed
project construction boundaries (see Figure 1), but is approximately 27 feet outside of the maximum
limit of construction where ground disturbing activities could occur. Since the water supply well is not
located within an area of potential ground disturbance or construction activity, it is not possible for the
project to directly impact the well (i.e., by driving over and damaging the wellhead or by excavating a
portion of the well). The commenter does not include any specific information or statement as to how
the project has the potential to destroy the well, or any specific information about the well depth or age
of the well.
Baseline staff received information from the geotechnical team who had worked at the Bridge 143 site
and a local farmer (no name provided), who noted that the depth to water in the well is about 55 feet
below the ground surface.1 Based on review of the Department of Water Resources groundwater level
database, groundwater depths in nearby Brentwood (approximately 5 miles to the east) are generally 40
1 Parikh, Gary (PARIKH Consultants, Inc.), 2020. Email communication with Neil Lowry, Contra Costa County Public
Works, June 29. - Note: this information is considered hearsay and not relied upon for any conclusions made in this
analysis.
Ms. Laura Cremin
13 July 2020
Page 4
to 50 feet below the ground surface.2 While no data are available about the direction of groundwater
flow locally, groundwater flow gradients typically mimic surface topography in unconfined aquifers.
Therefore, groundwater is expected to flow toward Marsh Creek (a topographic low area relative to
surrounding lands).
Based on our review of the proposed project activities and the location of the water supply well,
Baseline determined that the only potential effects the project could have on the well would be indirect
effects, limited to: 1) a substantial permanent lowering of the groundwater table, causing the well to go
dry (or resulting in reduced yield); 2) degradation of groundwater quality such that water in the aquifer
around the well is no longer usable; and/or 3) physical damage or collapse of the well related to project-
induced groundborne vibration. Each of these three indirect potential effects is described in more detail
below.
Lowering of Groundwater Table
Typically, groundwater levels can only be significantly affected by projects that result in: 1) pumping of
groundwater for an extended duration (i.e., removal of water from the aquifer); or 2) placement of
substantial amounts of new impervious surfaces (e.g., pavement) that prevents aquifer recharge in
areas where recharge occurs.
The proposed bridge replacement project would not include groundwater pumping during construction
or operation. Construction of proposed bridge #143 could require short-term construction period
dewatering in Marsh Creek, if surface water is present. As stated in the IS/MND (page 4), “dewatering is
expected to consist of a bypass pipe to ensure downstream flows are maintained and pumping of
seepage from the work area if necessary.” Collecting water at or upstream of the bridge site and
discharging into the creek downstream will have little to no effect on groundwater levels or
groundwater flow direction, as the flows in the creek would be maintained and underlying groundwater
would be unaffected.
The project proposes a net increase in impervious surfaces of approximately 0.84 acres (IS/MND Table 4,
page 54) related to relocation and widening of the Marsh Creek roadway. As part of the roadway
construction process, some soil areas adjacent to the new roadway could also be compacted from heavy
equipment (including water trucks) driving over these areas. If the project site was an active recharge
area, the creation of this new impervious surface area and soil compaction could incrementally decrease
aquifer recharge, which could also affect groundwater levels. However, the project site and vicinity are
mantled with Hydrologic Group C and D soils (including Altamont-Fontana complex, Brentwood clay
loam, Los Gatos loam, Millsholm loam).3 Hydrologic Group C soils have moderately high runoff potential
when thoroughly wet and water transmission through the soil is somewhat restricted. Hydrologic Group
D soils have high runoff potential and water transmission through the soil is restricted or very restricted.
Both Group C and D soils have high clay content and little infiltration capacity. Therefore, even under
undeveloped conditions (i.e., no impervious cover), these soils would not allow substantial infiltration of
precipitation and aquifer recharge to occur. In addition, as stated in the IS/MND (page 56) “most
2 California Department of Water Resources (DWR), 2020. Water Data Library (WDL) Station Map, accessed June
30 2020 at: https://wdl.water.ca.gov/waterdatalibrary/
3 USDA, Natural Resource Conservation Service, 2020. Soil Web Survey; accessed on 6/29/20 at:
https://websoilsurvey.sc.egov.usda.gov/App/HomePage.htm
Ms. Laura Cremin
13 July 2020
Page 5
roadway run off would be conveyed to pervious roadside ditches and potential biofiltration systems
before reaching Marsh Creek, which would allow infiltration and percolation similar to the existing
condition.” Therefore, the project is not expected to substantially affect infiltration and recharge.
Based on the reasoning presented above, the IS/MND correctly states that “the Project would not affect
groundwater supply. The Project is not located within a groundwater basin and is not listed for
groundwater recharge as a beneficial use. There are no anticipated impacts on local aquifers and
groundwater volumes.” (IS/MND page 55). Therefore, the project would not lower the groundwater
table or interfere with aquifer recharge and would not affect the well’s water yield.
Degradation of Groundwater Quality
If the project were to result in substantial degradation of groundwater quality at the construction site, it
is possible that water quality in the water supply well could be adversely affected. The only way the
project could affect groundwater quality is by an accidental release of chemicals (e.g., diesel fuel) to the
ground surface in a quantity sufficient to infiltrate deep into the ground so that the chemicals reach the
groundwater table.
Construction activities would require the use of heavy construction equipment and associated fuels and
lubricants. While it is possible that accidental release of fuels and lubricants could infiltrate the ground
surface, it is unlikely that any construction-related spill to the ground surface would reach the
groundwater table. As described above all surface soils at the site and vicinity are Hydrologic Group C
and D soils that have high clay content and little infiltration capacity. These soils do not allow substantial
infiltration of precipitation and similarly would not allow rapid infiltration of liquid fuels or lubricants. In
addition, existing regulations would be enforced that ensure the potential for spills and impacts to the
public and environment would be minimized (and if they do occur, cleaned up), as stated in the IS/MND
(page 49-50):
“During construction, trucks would travel to and from the Project Sites. Vehicles would include
diesel powered trucks, backhoes, graders, dump trucks, excavators, water trucks, compactors,
skid steers, pick-up trucks, pavers, and hoppers. This equipment may require the use of fuels and
other common liquids that have hazardous properties (e.g., fuels, oils, fluids that are flammable)
but they would be handled in small quantities that would not create a substantial hazard for
construction workers and/or the public.”
Additionally, the IS/MND specifies that a Stormwater Pollution Prevention Plan (SWPPP) would be
required under existing regulations (IS/MND page 55). A SWPPP identifies all potential pollutants and
their sources, including erosion, sediments and construction materials and chemicals and includes a list
of best management practices to reduce discharges of construction-related stormwater pollutants. A
SWPPP includes a detailed description of controls to reduce pollutants and outlines maintenance and
inspection procedures and is kept onsite for ongoing monitoring requirements.
The IS/MND includes a mitigation measure designed to further minimize the risk of spills and includes
requirements for spill response, as follows:
Ms. Laura Cremin
13 July 2020
Page 6
Mitigation Measure BIO-1Bb; (IS/MND page 24)- No construction or maintenance vehicles will
be refueled within 200 feet of the streams unless a bermed and lined refueling area is
constructed and hazardous material absorbent pads are available in the event of a spill.
Compliance with all the existing regulations related to management of hazardous materials and CEQA
mitigation measures would ensure that the risk of chemical releases is minimized and the low infiltration
capacity soils at the site would ensure that any construction-related spills would not reach the
groundwater table before they were cleaned up. Based on this reasoning, it is not expected that the
project would result in chemical spills that could adversely affect groundwater quality and subsequently
affect the well. In addition, there would be no new operational period activities that could affect
groundwater quality. The IS/MND (page 55) correctly states that:
“The Project would not directly create wastewater discharge or degrade surface or ground water
quality. Drainage design features will be based on hydrologic and hydraulic analysis to ensure
existing drainage patterns and water quality standards are maintained (Jacobs 2019). Accidental
releases could occur during construction. However, as stated above, a SWPPP will be prepared
for the Project and standard BMPs will be implemented during construction activities to minimize
sediment or pollutants from construction activities from accidentally entering the creek.
Therefore, the Project would have a less than significant impact.”
Construction-Generated Groundborne Vibration
The project will require the use of heavy off-road equipment. Operation of certain types of equipment,
typically pile drivers and vibratory compactors, can introduce substantial vibration energy into the
ground surface. If enough vibration energy is created close to certain types of structures, it is possible
for the vibration to cause damage. Baseline conducted a quantitative vibration analysis (see Attachment
A) for this project to determine whether the vibration associated with the project construction
equipment would be of sufficient magnitude to damage the nearby water supply well. The types of
damage that a water well could experience from vibration range from minor effects related to a
temporary increase in water turbidity (suspended sediment) to more severe effects such as collapse of
the well. Collapse could only occur if the well is near the end of its useful life and the casing and/or
screen are in an advanced state of corrosion. The technical memorandum documenting this quantitative
analysis is included as Attachment A to this letter.
The vibration analysis compiled readily available reference vibration magnitudes associated with each
type of equipment that will be used in bridge and roadway construction; identified each type of
equipment that would be used near the water supply well, and the level of vibration that would be
transmitted to the well (after propagating through the underlying soil and rock).
The results of the analysis indicated that the level of vibration at the wellhead associated with the most
energetic piece of construction equipment (i.e., the vibratory roller) would be approximately 20 times
lower than the level of vibration that would be needed to cause any damage to the well. Further, if it is
assumed that the deeper portion of the well (where groundwater enters the well – assumed to be
approximately 50 feet below the ground surface) is the most susceptible to vibration effects, the
vibration levels at this depth would be 40 times lower than the level of vibration that would be needed
to cause any damage to the well. In addition, there would be no new operation period sources of
vibration introduced as a result of the project.
Ms. Laura Cremin
13 July 2020
Page 7
Therefore, based on this analysis, the proposed bridge construction and operation activities will not
cause vibration damage to the water supply well.
SUMMARY
In summary and in response to the comment, construction and operation of the proposed project would
not “destroy” or cause direct impacts to the well as it is outside the area of construction ground
disturbance. Additionally, construction of the project would not cause indirect impacts to the well
related to permanent lowering of the groundwater table, degradation of groundwater quality, or
physical damage to the well related to project-induced groundborne vibration. As the proposed project
would not significantly impact the well, no additional mitigation measures are required.
Please feel free to contact me if you have any questions or need further clarification.
Sincerely,
Bruce Abelli-Amen
Senior Hydrogeologist, PG No. 5593, CHg No. 96
BAA/jm/km
Attachments
cc: Neil Leary, Senior Civil Engineer, Design/Construction Division, Contra Costa County Public Work
Attachment A
Vibration Analysis Memo
5900 Hollis Street, Suite D, Emeryville, CA 94608 | P: (510) 420-8686 | www.baseline-env.com
MEMORANDUM
Date: 30 June 2020
To: Laura Cremin, Contra Costa County Public Works Department
From: Lisa Luo, Environmental Engineer II, Baseline Environmental Consulting
Subject: Vibration Analysis for Marsh Creek Road Bridge Replacement 143 and 145 Project
The purpose of this memorandum is to calculate the potential groundborne vibration that could
occur as the result of operation of construction equipment in the vicinity of proposed bridge
replacement 143, and to evaluate the potential vibration effect, if any, on a nearby water
supply well.
GENERAL INFORMATION ON GROUNDBORNE VIBRATION
Vibration is an oscillatory motion through a solid medium in which the motion’s amplitude can
be described in terms of displacement, velocity, or acceleration. Several different methods are
used to quantify vibration. Typically, groundborne vibration generated by man‐made activities
attenuates rapidly with distance from the source of the vibration. Sensitive receptors to
vibration include structures (especially older masonry structures), people (especially residents,
the elderly, and sick), and vibration‐sensitive equipment. Vibration amplitudes are usually
expressed as either peak particle velocity (PPV) or as root mean square (RMS) velocity. PPV is
defined as the maximum instantaneous peak of the vibration signal. PPV is appropriate for
evaluating potential damage to buildings, but it is not suitable for evaluating human response
to vibration because it takes the human body time to respond to vibration signals. The response
of the human body to vibration is dependent on the average amplitude of a vibration. Thus,
RMS is more appropriate for evaluating human response to vibration. PPV is normally described
in units of inches per second (in/sec), and RMS is often described in vibration decibel (VdB).
VIBRATION CRITERIA
Whiffen Vibration Criteria for Continuous Vibration
Caltrans has compiled a summary of vibration criteria that have been reported by various
researchers, organizations, and governmental agencies in the Transportation and Construction
Vibration Guidance Manual.1 Table 1 relates human response to vibration from vehicular traffic
1 Caltrans, 2013. Transportation and Construction Vibration Guidance Manual. September.
Memorandum
30 June 2020
Page 2
Vibration Memo fnl‐7/13/20
(continuous vibration). Note that these criteria are also commonly applied to non‐transit‐
related sources of vibration, such as construction equipment.
Table 1: Human Response to Continuous Vibration from Traffic
PPV (in/sec) Human Response
0.4‐0.6 Unpleasant
0.2 Annoying
0.1 Begins to annoy
0.08 Readily perceptible
0.006‐0.019 Threshold of
perception
Source: Caltrans, 2013. Transportation and Construction Vibration Guidance Manual.
Vibration Criteria for Damage on Wells
Philip R. Berger & Associates (Berger) measured vibration levels from blasting (related to hard
rock mining activities) at four sites in Appalachia and the potential for groundborne vibration to
affect water wells. All of the data collected in this study indicate that a vibration level of at least
2.0 in/sec PPV at the surface of the well is required to cause well damage.2 This criterion can
also be applied to other construction equipment because both blasting and construction
equipment generate groundborne vibration (ground oscillation). The Berger study also
concluded that vibration measured at depth in the wells is less than that measured on the
surface.
PROJECT ANALYSIS
Construction Equipment
Construction activities can result in varying degrees of ground vibration, depending on the
equipment, activity, and soil conditions. Federal Transit Administration recommends
assessment of vibration damage potential for each piece of equipment individually.3 The
reference vibration levels at 25 feet from the construction equipment that could be used near
the well are summarized in Table 2. Table 2 also shows the closest distances that each piece of
equipment could be operated from the well and the estimated vibration levels at the well.
2 Philip R. Berger & Associates, Inc. 1980. Survey of Blasting Effects on Ground Water Supplies in Appalachia.
November.
3 Federal Transit Administration, 2018. Transit Noise and Vibration Impact Assessment Manual. FTA Report
No.0123. September.
Memorandum
30 June 2020
Page 3
Vibration Memo fnl‐7/13/20
Table 2: Reference Vibration Levels and Calculated Vibration Levels, PPV (in/sec)
Equipment Reference
Vibration Levels
at 25 Feet1
Closest Distance
to the Well, Feet2
Calculated
Vibration Levels
at the Well,
in/sec3
Vibratory compactor 0.21 45 0.087
Water Truck 0.076 28 0.064
Roller 0.21 60 0.056
Paver 0.21 60 0.056
Plate compactor 0.21 60 0.056
Scraper 0.089 45 0.037
Grader 0.076 45 0.031
Loader 0.076 45 0.031
Excavator 0.089 60 0.024
Backhoe 0.076 60 0.020
Concrete pump truck 0.076 60 0.020
Drill rig 0.089 300 0.002
Casing oscillator 0.089 300 0.002
Sweepers/scrubber NA 60 NA
Crane NA 60 NA
Generator NA 60 NA
Notes: NA- Not Available. There are no established vibration levels, as this type of equipment is not expected to generate
substantial vibration.
1. Some equipment in Table 2 do not have established vibration levels values in the source described below. The following
approximation were made: 1) Because an excavator and a scraper are both earth moving machinery, the vibration level is
estimated to be similar to a large bulldozer. 2) The vibration levels created by the normal movement of vehicle, including
graders, loaders, and backhoes are of the same order-of-magnitude as the ground-borne vibration created by heavy
vehicles traveling on streets and highways. Therefore, vibration levels from these equipment are estimated to be similar to
loaded trucks. 3) Vibration levels for a vibratory compactor and a paver are estimated to be similar to vibratory rollers. 4)
Vibration levels of a drill rig and a casing oscillator are estimated to be similar to caisson drilling. 5) The following
equipment are not anticipated to generate perceptible vibration levels: sweepers/scrubbers, cranes, and generators.
2. Water trucks could operate as close as 28 feet to the well head. Graders, scrapers, loaders, vibratory compactors would
be used for embankment construction and could get as close as 45 feet to the well head. Drill rigs and casing oscillator
could be used as close as 300 feet to the well head. The other equipment would be transported on the new road, which
could get as close as 60 feet to the well head.
3. Vibration levels are calculated based on the following equations:
PPV2 = PPV1 x (D1/D2)^1.5
Where:
PPV1 is the reference vibration level at the reference distance (25 feet)
PPV2 is the calculated vibration level
D1 is the reference distance (in this case 25 feet), and
D2 is the distance from the equipment to the receiver
n=1.5 as the project site is underlain by thin young alluvium composed of pebble, gravel, sand, and clay underlain by
sandstone, and claystone.
Source: Federal Transit Administration, 2018. Transit Noise and Vibration Impact Assessment Manual. FTA Report No.0123.
September. Parikh Consultants, Inc., 2016. Preliminary Foundation Report Marsh Creek Road Bridge. July 8.
Memorandum
30 June 2020
Page 4
Vibration Memo fnl‐7/13/20
Discussion
As shown in Table 2, vibration levels could reach up to 0.087 in/sec PPV at the well from
vibration associated with operation of a vibratory compactor during road rebuilding. It is
estimated that the vibratory roller would be operated at this location (nearest to the well) for a
maximum of 3.5 weeks.
As discussed above, vibration levels would need to exceed 2.0 in/sec PPV for any damage to
occur at a water well. The calculated vibration level at the surface of the well of 0.087 in/sec
PPV would be 20 times lower than the minimum threshold required for damage to occur at the
nearby water well. Assuming a water depth of 50 feet below ground, the slant distance from a
closest vibratory compactor to the top of the water surface would be approximately 67 feet,
which results in a vibration level of 0.048 in/sec PPV. This would be 40 times lower than the
minimum threshold required for damage to occur at the nearby water well.
In addition, as shown in Table 1, the calculated maximum vibration level at the water supply
well (0.087 in/sec PPV) would be just above the threshold for a human being to be able to
notice the vibration (i.e., readily perceptible), meaning that is likely that a person standing next
to the well may barely be able to perceive the ground vibration when the vibratory roller is
operating at the nearest location to the well.
Conclusion
Based on the findings of this analysis, construction of the project would not cause groundborne
vibration that could result in physical damage or collapse of the well.
Project No.: 0662-6R4083 County CEQA No.:(CP# 15-41)
Page 1 of 89
MARSH CREEK ROAD BRIDGE REPLACEMENT
143 AND 145 PROJECT
INITIAL STUDY/MITIGATED NEGATIVE DECLARATION
April 2020
CONTRA COSTA COUNTY PUBLIC WORKS MARSH CREEK ROAD BRIDGE REPLACEMENT 143 AND 145 PROJECT
April 2020 INITIAL STUDY/MITIGATED NEGATIVE DECLARATION
Project No.: 0662-6R4083 County CEQA No.:(CP# 15-41)
Page 2 of 89
ENVIRONMENTAL CHECKLIST FORM
1. Project Title:
Marsh Creek Road Bridge Replacement Project, Bridges #28C-0143 and #28C-0145
2. Lead Agency Name and Address:
Contra Costa County Department of Conservation and Development
30 Muir Road, Martinez, CA 94553
3. Contact Person and Phone Number:
Laura Cremin, Environmental Analyst, (925) 313-2015
Contra Costa County Public Works Department, Environmental Services Division
4. Project Location:
The Project is located on Marsh Creek Road, southeast of Clayton, in the unincorporated
Antioch/Brentwood area (Figure 1). Bridge #28C-0143 (Bridge 143) is located approximately 1.6
miles west of Deer Valley Road. The Bridge 143 Project Site and surrounding land is shown in
Figure 2. Bridge #28C-0145 (Bridge 145) is approximately 3.1 miles east of Deer Valley Road and
approximately 0.2 mile west of Camino Diablo. The Bridge 145 Project Site and surrounding land
is shown in Figure 3.
5. Project Sponsor’s Name and Address:
Contra Costa County Public Works Department
255 Glacier Drive, Martinez, CA 94553
6. General Plan Designation:
Bridge 143: Agricultural Lands (AL)
Bridge 145: Public and Semi-Public (PS), Parks and Recreation (PR), Watershed (WS)
7. Zoning:
Bridge 143: Agricultural Preserve (A-4), General Agriculture (A-2)
Bridge 145: Agricultural Preserve (A-4)
8. Description of Project:
Contra Costa County Public Works Department (CCCPWD), in cooperation with the California
Department of Transportation (Caltrans), plans to replace two existing bridges (Bridge 143 and
Bridge 145) on Marsh Creek Road to meet current design standards (Project). The horizontal and
vertical geometry for the improvements would be governed by the roadway design speed,
construction staging, and hydraulic freeboard requirements for Marsh Creek. The selected design
speed is 50 mph for Bridge 143 and 60 mph for Bridge 145. The design speeds are based on the
posted speed limit, design standards, and speed survey data acquired in September of 2016.
The Project would receive funding through the Federal Highway Administration (FHWA)
Highway Bridge Program, which will be managed through Caltrans Local Assistance. Caltrans
Local Assistance recommended combining the two bridge replacements under one Project. The
Project lies within the East Contra Costa County Habitat Conservation Plan/Habitat Conservation
CONTRA COSTA COUNTY PUBLIC WORKS MARSH CREEK ROAD BRIDGE REPLACEMENT 143 AND 145 PROJECT
April 2020 INITIAL STUDY/MITIGATED NEGATIVE DECLARATION
Project No.: 0662-6R4083 County CEQA No.:(CP# 15-41)
Page 3 of 89
Plan (HCP/NCCP) Inventory Area. The proposed replacements for each of the bridges are
described below.
Bridge 28C-0143 (Bridge 143)
The existing Bridge 143 is a single span steel-girder bridge with a reinforced concrete deck that
was constructed in 1934. The curb-to-curb width is approximately 20 feet with 10 foot wide travel
lanes and no appreciable shoulders. The total structure is approximately 23.3 feet wide and 40 feet
long. A recently constructed water line is attached to the northwest side of the structure.
The proposed replacement for Bridge 143 would be a single span bridge (Figure 4). The bridge
deck would be approximately 19.7 feet wider than the existing bridge and provide a curb-to-curb
width of 40 feet, with two 12-foot travel lanes, eight-foot shoulders, and one and a half-foot wide
concrete barriers, for a total width of approximately 43 feet. The length of the bridge would be
approximately 40 feet longer (total length of 80 feet) to decrease the new bridge abutment heights
and bridge skew. The west and east roadway approaches to the bridge would be reconstructed and
would be approximately 680 feet and 1,040 feet in length, respectively. A retaining wall would be
required at each corner of the bridge (four total) to hold back soil and would extend from the
abutments and run parallel to the roadway embankment. The wall lengths would be varied from
approximately 34 feet to 40 feet, and heights varied from approximately 12 feet to 20 feet. Only a
portion of the stated height of the retaining walls would be visible above ground because they would
extend approximately 5 feet to 8 feet below grade.
Bridge 143 would be replaced on a shifted alignment (approximately 45 feet to the northwest) to
provide a single stage construction approach that would allow traffic to use the existing bridge
during most of the construction duration while the new bridge and roadway approaches are built.
Toward the end of the construction, Project traffic would be shifted to the new structure and the
old bridge would be demolished, and remaining creek and roadway connection work completed.
Bridge 28C-0145 (Bridge 145)
The existing Bridge 145 is a three span steel-girder bridge with a reinforced concrete deck that was
constructed in 1937. The curb-to-curb width is approximately 23 feet with 10-foot travel lanes and
one and half-foot shoulders. The total structure is 25 feet wide and 60 feet long. Existing abutments
from a prior roadway alignment and a gabion retaining wall are located adjacent to the north side
of the bridge. There is an inactive gauging station immediately downstream of the bridge.
The proposed replacement for Bridge 145 would be a single span bridge (Figure 5). The bridge
deck would be approximately 18 feet wider than the existing bridge and provide a curb–to-curb
width of 40 feet, with two 12-foot travel lanes, eight-foot shoulders and one and a half-foot wide
concrete barriers for a total width of approximately 43 feet. The length of the new bridge would be
approximately 80 feet. The west and east roadway approaches would be reconstructed by
approximately 775 feet and 620 feet in length, respectively, each direction from the new bridge. A
retaining wall would be required at each corner of the bridge (four total) to hold back soil and would
extend from the abutments and run parallel to the roadway embankment. The wall lengths would
be varied from approximately 39 feet to 43 feet, and heights varied from approximately 16 feet to
18 feet. Only a portion of the stated height of the retaining walls would be visible above ground
because they would extend approximately 5 feet to 8 feet below grade.
Bridge 145 would be replaced on a shifted alignment (approximately 48 feet to the north) to provide
a single stage construction approach, similar to the approach described above for Bridge 143.
CONTRA COSTA COUNTY PUBLIC WORKS MARSH CREEK ROAD BRIDGE REPLACEMENT 143 AND 145 PROJECT
April 2020 INITIAL STUDY/MITIGATED NEGATIVE DECLARATION
Project No.: 0662-6R4083 County CEQA No.:(CP# 15-41)
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Construction
The Project would require removal of both bridges. Work would occur in Marsh Creek. If creek
flows are present, dewatering would be required according to regulatory permit conditions.
Dewatering is expected to consist of a bypass pipe to ensure downstream flows are maintained and
pumping of seepage from the work area if necessary. Ground disturbance would be necessary.
Construction depth would vary between Project elements. The maximum depth of excavation for
the Project work would be approximately 75 feet for the installation of bridge foundation piles
(using drilling), approximately 10 to 15 feet of excavation for bridge abutments, and approximately
five feet for general roadway work and utility relocations. Disturbed areas would be stabilized as
necessary following construction.
There is not an existing drainage system within the Project, however there are existing earthen
ditches along the roadway at both Bridge locations. The existing ditches would be reconstructed
and additional ditches may be constructed as necessary to intercept runoff from the roadway.
Bioretention facilities may be constructed to receive water from the ditches. Water dissipation pads,
culverts, and inlets may be constructed. Drainage patterns in the Project area would be maintained.
Utility relocation would be necessary. At Bridge 143, approximately 7 joint poles and overhead
lines and a CCWD 4-inch waterline would be relocated. At Bridge 145, approximately 8 joint poles
and overhead lines would be relocated. Tree removal would be necessary, including at Bridge 143
approximately 25 trees and at Bridge 145 approximately 5 trees. Additional permanent right-of-
way acquisition near the existing road right-of-way would likely be required at both bridge
locations (Table 1). Temporary construction easements would also be required for access to the
creek, driveway conforms, proposed staging areas, and for other construction access.
Table 1: Anticipated Property Acquisition
Marsh Creek Bridge 143
Parcel No Owner
Approximate
Right-of-Way
Acquisition (Acres)
007-191-001 Private Property 2.07
007-192-008 Save Mount Diablo 0.02
007-192-007 Private Property 0.62
007-192-012 Private Property 0.05
007-192-002 Private Property 0.17
Marsh Creek Bridge 143
007-380-011 State of California Department of Parks
and Recreation 0.65
007-380-019 Contra Costa County Flood Control and
Water Conservation District 1.03
007-160-014 Contra Costa Water District 0.17
Staging areas have been proposed and evaluated for environmental resources. The estimated
acreages of impact are conservative and may change if CCCPWD is not successful in securing
rights to perform staging on private property or if the contractor desires additional areas. There are
alternate areas that have been surveyed within the Project vicinity, therefore, i f changes to staging
areas are necessary, they are not expected to increase or result in new or different impacts. The
contract documents would include the requirement to comply with any environmental constraints
including applicable HCP/NCCP requirements and fees resulting from changes to staging areas.
CONTRA COSTA COUNTY PUBLIC WORKS MARSH CREEK ROAD BRIDGE REPLACEMENT 143 AND 145 PROJECT
April 2020 INITIAL STUDY/MITIGATED NEGATIVE DECLARATION
Project No.: 0662-6R4083 County CEQA No.:(CP# 15-41)
Page 5 of 89
CCCPWD will conduct community outreach by meeting individually with each property owner
whose parcel is adjacent to the Project Site (as listed in Table 1 above) to discuss the Project and
its impacts. There have been multiple meetings about the Project with the State of California
Department of Parks and Recreation and with Contra Costa County Flood Control and Water
Conservation District.
No full detours are anticipated. The bridges would be constructed off the existing alignments.
Temporary traffic controls may be necessary for certain operations but with a minimum of two 10-
foot wide traffic lanes, one for each direction, would be maintained during construction with only
brief lane closures. Standard traffic control measures would be employed, and emergency vehicles
and private property owners will have access at all times.
Standard construction equipment would be used, including but not limited to: excavators, graders,
scrapers, loaders, sweepers/scrubbers, plate compactors, vibratory compactors, rollers, backhoes,
cranes, drill rigs, casing oscillator, concrete pump trucks, generators, water trucks,
storage/sedimentation tanks, and pavers. Portable construction trailers (portable office structure)
would also be placed at each site. Construction activities would be generally limited to the hours
between 7:00 a.m. and 6:00 p.m.
It is anticipated that both bridges would be constructed at the same time. Construction is expected
to begin in May of 2022 and take approximately 18 months to complete.
9. Surrounding Land Uses and Setting:
Marsh Creek Road is categorized as a minor arterial road. The road serves as an alternate route
from the East Bay to State Route 4 (SR-4) and provides access to local residential properties. At
both bridge locations, Marsh Creek Road traverses a rural, low-density residential ranch land use.
The Project vicinity is generally hilly and rural with large amounts of surrounding open cattle
grazing land and fallow farm fields. Both bridges cross Marsh Creek as the creek meanders
naturally without apparent artificial channelization.
Bridge 143 is located approximately 1,400 feet southwest of Clayton Palms Community housing
and three single-family residences. Bridge 145 is surrounded by Marsh Creek State Park and land
owned by the Contra Costa Water District and Contra Costa County Flood Control District.
10. Other Agencies whose approval is required (e.g., permits, financing, approval, or
participation agreement:
• California Department of Transportation (Caltrans) under the aegis of the Federal
Highways Administration
• California Department of Fish and Wildlife (Lake and Streambed Alteration Program)
• U.S. Army Corps of Engineers (Section 404 Clean Water Act permit requirements)
• Central Valley Regional Water Quality Control Board (Section 401 Clean Water Act
permit requirements)
• State Water Resources Control Board (Section 402 Clean Water Act- National Pollution
Discharge Elimination System General Permit for Storm Water Discharges Associated
with Construction and Land Disturbance Activities)
• Contra Costa County Conservancy (Habitat and Conservation Plan/Natural Community
Conservation Plan permit requirements)
• Contra Costa County Flood Control and Water Conservation District (Real estate
agreement)
CONTRA COSTA COUNTY PUBLIC WORKS MARSH CREEK ROAD BRIDGE REPLACEMENT 143 AND 145 PROJECT
April 2020 INITIAL STUDY/MITIGATED NEGATIVE DECLARATION
Project No.: 0662-6R4083 County CEQA No.:(CP# 15-41)
Page 6 of 89
• California State Parks (Real estate agreement)
• Contra Costa Water District (Real estate agreement and utility relocation agreement)
• PG&E (Utility relocation agreement)
• AT&T (Utility relocation agreement)
11. Have California Native American tribes traditionally and culturally affiliated with the
Project area requested consultation pursuant to Public Resources Code section 21080.3.1? If
so, is there a plan for consultation that includes, for example, the determi nation of
significance of impacts to tribal cultural resources, procedures regarding confidentiality,
etc.?
Yes, Wilton Rancheria previously requested to be notified of Projects within Contra Costa County
under AB 52. CCCPWD conducted outreach to initiate consultation on September 15, 2015 (refer
to Section XVIII Tribal Cultural Resources for the record of contacts). No request for consultation
nor information about potential resources was received from the tribe. However, consultation with
Wilton Rancheria is ongoing through Section 106 National Historic Preservation Act.
CONTRA COSTA COUNTY PUBLIC WORKS MARSH CREEK ROAD BRIDGE REPLACEMENT 143 AND 145 PROJECT
April 2020 INITIAL STUDY/MITIGATED NEGATIVE DECLARATION
Project No.: 0662-6R4083 County CEQA No.:(CP# 15-41)
Page 7 of 89
Environmental Factors Potentially Affected:
The environmental factors checked below would be potentially affected by this Project, involving at least
one impact that is a "Potentially Significant Impact" as indicated by the checklist on the following pages.
Aesthetics Agriculture & Forestry Resources Air Quality
Biological Resources Cultural Resources Energy
Geology/Soils Greenhouse Gas Emissions Hazards & Hazardous Materials
Hydrology/Water Quality Land Use/Planning Mineral Resources
Noise Population/Housing Public Services
Recreation Transportation Tribal Cultural Resources
Utilities/Service Systems Wildfire Mandatory Findings of Significance
Determination. (To be completed by the Lead Agency)
On the basis of this initial evaluation:
I find that the proposed Project COULD NOT have a significant effect on the environment, and
a NEGATIVE DECLARATION will be prepared
I find that although the proposed Project could have a significant effect on the environment,
there will not be a significant effect in this case because revisions in the Project have been
made by or agreed to by the Project proponent. A MITIGATED NEGATIVE
DECLARATION will be prepared.
I find that the proposed Project MAY have a significant effect on the environment, and an
ENVIRONMENTAL IMPACT REPORT is required.
I find that the proposed Project MAY have a “potentially significant impact” or “potentially
significant unless mitigated” impact on the environment, but at least one effect 1) has been
adequately analyzed in an earlier document pursuant to applicable legal standards, and 2) has
been addressed by mitigation measures based on the earlier analysis as described on attached
sheets. An ENVIRONMENTAL IMPACT REPORT is required, but it must analyze only the
effects that remain to be addressed.
I find that although the proposed Project could have a significant effect on the environment,
because all potentially significant effects (a) have been analyzed adequately in an earlier EIR
or NEGATIVE DECLARATION pursuant to applicable standards, and b) have been avoided
or mitigated pursuant to that earlier EIR or NEGATIVE DECLARATION, including revisions
or mitigations measures that are imposed upon the proposed Project, nothing further is
required.
Telma Moreira
Principal Planner
Contra Costa County Department of Conservation
Date
CONTRA COSTA COUNTY PUBLIC WORKS MARSH CREEK ROAD BRIDGE REPLACEMENT 143 AND 145 PROJECT
April 2020 INITIAL STUDY/MITIGATED NEGATIVE DECLARATION
Project No.: 0662-6R4083 County CEQA No.:(CP# 15-41)
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CONTRA COSTA COUNTY PUBLIC WORKS MARSH CREEK ROAD BRIDGE REPLACEMENT 143 AND 145 PROJECT
April 2020 INITIAL STUDY/MITIGATED NEGATIVE DECLARATION
Project No.: 0662-6R4083 County CEQA No.:(CP# 15-41)
Page 9 of 89
EVALUATION OF ENVIRONMENTAL IMPACTS:
I. AESTHETICS
Potentially
Significant
Impact
Less Than
Significant
with
Mitigation
Incorporated
Less Than
Significant
Impact
No
Impact
Except as provided in the Public Resources Code
Section 21099, would the project:
a) Have a substantial adverse effect on a scenic vista?
b) Substantially damage scenic resources, including,
but not limited to, trees, rock outcroppings, and
historic buildings within a State scenic highway?
c) In non-urbanized area, substantially degrade the
existing visual character or quality public views of
the site and its surroundings? (Public views are
those that are experienced from publicly accessible
vantage point). If the project is in an urbanized
area, would the project conflict with applicable
zoning and other regulations governing scenic
quality?
d) Create a new source of substantial light or glare
which would adversely affect day or nighttime
views in the area?
a) Have a substantial adverse effect on a scenic vista? (Less Than Significant Impact)
According to the Contra Costa County General Plan 2005-2020 (General Plan), the County has two main
scenic resources in addition to many localized scenic features: (1) scenic ridges, hillsides, and rock
outcroppings; and (2) the San Francisco Bay/Delta estuary system. Throughout much of the County, there
are significant topographic variations in the landscape. The largest and most prominent of these are the hills
that form the backdrop for much of the developed portions of the area. Views of these major ridgelines help
to reinforce the rural feeling of the County’s rapidly growing communities. These major ridges provide an
important balance to current and planned development (Contra Costa County 2005g).
The Project would not have a substantial adverse effect on a scenic vista. A scenic ridgeline identified on
Figure 9-1 of the General Plan is located to the west of both bridges. Views of this ridgeline are obscured
at Bridge 143 due to existing topography and vegetation while views of the ridgeline from Bridge 145 are
obscured by trees and vegetation. Moreover, the Project is a bridge replacement project that would not
block or change views in any direction. Therefore, the Project would have a less than significant impact.
b) Substantially damage scenic resources, including, but not limited to, trees, rock outcroppings, and
historic buildings within a State scenic highway? (Less Than Significant Impact)
Marsh Creek Road, including both bridges, is identified as a scenic route on Figure 5-4 of the General Plan
(Contra Costa County 2005a); however, the project is not located within a state scenic highway (Caltrans
CONTRA COSTA COUNTY PUBLIC WORKS MARSH CREEK ROAD BRIDGE REPLACEMENT 143 AND 145 PROJECT
April 2020 INITIAL STUDY/MITIGATED NEGATIVE DECLARATION
Project No.: 0662-6R4083 County CEQA No.:(CP# 15-41)
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2011) and the bridges do not exhibit scenic characteristics such as distinctive architecture. Views along the
roadway are generally rural with little development and consist of rolling hills covered in varying degrees
by oaks and other trees. Layers of rocky material are visible in some of the hillsides. Marsh Creek crosses
under both bridges and can be seen from the roadway.
The removal of approximately 30 trees throughout the Project would be necessary to expand the footprint
of the new bridges. At Bridge 143, a rock outcropping as defined by the HCP/NCCP is expected to be
permanently impacted including those trees in or around the rock outcrop. Tree and rock outcrop removal
would be limited to only that which is necessary near the footprint of the new bridges.
When the roadway was initially constructed in 1934, it bisected a rock outcropping feature to form a
segment to the north and a segment to the south of the existing roadway. The alignment of the new roadway
will be shifted to the north and is expected to impact 0.25-acre of the north segment of rock outcropping.
The impacted area is located on a downslope from the roadway and consists of boulders interspersed among
a cluster of mature oak trees. Boulder and tree removal would be limited to only that which is necessary
near the footprint of the new roadway. Because the rock outcropping surrounds the roadway, it cannot be
completely avoided. The selected alignment, however, minimizes the area of impacted rock
outcropping relative to other potential alignments.
The rock outcropping itself is not readily visible to the traveling public because of its proximity downslope
of the road, however, the trees are visible from the road. Viewers most familiar to the area may notice that
trees have been removed, and some may notice the removal of the boulders that form the rock outcropping.
Although areas near the bridges would have fewer trees and would impact a rock outcrop, there are
numerous trees in the area and the removal would not make a substantial difference to the scenic quality of
the area. The most visible layers of rock in the hillsides would not be impacted. The area would continue
to be a rural landscape of rolling hills and trees. No other historic buildings, or other potentially scenic
resources would be impacted by the Project. Therefore, the Project would have a less than significant
impact.
c) In non-urbanized area, substantially degrade the existing visual character or quality public views
of the site and its surroundings? (Public views are those that are experienced from publicly
accessible vantage point). If the project is in an urbanized area, would the project conflict with
applicable zoning and other regulations governing scenic quality? (Less Than Significant Impact)
The Project is located in a non-urbanized area and will cause very little visual change to the existing
roadway and surrounding area because of the limited scope and nature of the Project. The Project is limited
to the replacement of two existing bridges on Marsh Creek Road. The Project would not remove elements
that define the area, or introduce buildings, structures or other features that would not be compatible with
the character of the area. Some tree and vegetation removal may be necessary; however, as described above,
it would not affect the overall appearance or character of the area. While each of the bridges and the
alignments of the roadways leading up to each bridge would be different than the existing conditions, they
would not substantially degrade the visual character or quality of the sites or surroundings. The visual
character of the area would continue to be that of a road winding through rolling hills and a rural landscape.
Therefore, the Project would have a less than significant impact.
CONTRA COSTA COUNTY PUBLIC WORKS MARSH CREEK ROAD BRIDGE REPLACEMENT 143 AND 145 PROJECT
April 2020 INITIAL STUDY/MITIGATED NEGATIVE DECLARATION
Project No.: 0662-6R4083 County CEQA No.:(CP# 15-41)
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d) Create a new source of substantial light or glare which would adversely affect day or nighttime
views in the area? (Less Than Significant Impact)
The Project would not create a new permanent source of light or glare that would adversely affect day or
nighttime views. No reflective surfaces or lights would be installed by the Project. Construction is expected
to take place during the daylight hours. If unforeseen circumstances necessitate night work, it would be
temporary and require approval by the Resident Engineer who will be available to address any concerns.
Therefore, the Project would have a less than significant impact.
______________________
CONTRA COSTA COUNTY PUBLIC WORKS MARSH CREEK ROAD BRIDGE REPLACEMENT 143 AND 145 PROJECT
April 2020 INITIAL STUDY/MITIGATED NEGATIVE DECLARATION
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II. AGRICULTURE AND FORESTRY
RESOURCES
Potentially
Significant
Impact
Less Than
Significant
with
Mitigation
Incorporated
Less Than
Significant
Impact
No
Impact
Would the project:
a) Convert Prime Farmland, Unique Farmland, or
Farmland of Statewide Importance (Farmland), as
shown on the maps prepared pursuant to the
Farmland Mapping and Monitoring Program of
the California Resources Agency, to non-
agricultural use?
b) Conflict with existing zoning for agricultural use,
or a Williamson Act contract?
c) Conflict with existing zoning for, or cause
rezoning of, forest land (as defined in Public
Resources Code section 12220(g)), timberland (as
defined by Public Resources Code section 4526),
or timberland zoned Timberland Production (as
defined by Government Code section 51104(g))?
d) Result in the loss of forest land or conversion of
forest land to non-forest use?
e) Involve other changes in the existing environment
which, due to their location or nature, could result
in conversion of Farmland, to non-agricultural use
or conversion of forest land to non-forest use?
a) Convert Prime Farmland, Unique Farmland, or Farmland of Statewide Importance (Farmland),
as shown on the maps prepared pursuant to the Farmland Mapping and Monitoring Program of
the California Resources Agency, to a non-agricultural use? (Less Than Significant Impact)
The Project may require take of farmland adjacent to the road shoulder to accommodate the new alignments
and bridge replacements. At Bridge 143 there would be approximately 2.93 acres of right-of-way
acquisition and at Bridge 145 there would be approximately 1.85 acres of right-of-way acquisition. The
estimated acreages of impact are conservative and may change, but are not expected to increase or result in
new or different impacts. These acquisitions would be slivers along the roadway at the perimeter of
farmland. Lands within and surrounding the Project Sites are not classified as Prime Farmland, Unique
Farmland, or Farmland of Statewide Importance, as designated by the Farmland Mapping and Monitoring
Program (FMMP) of the California Resources Agency (DOC 2016). As such, the Project would not convert
these farmland types to a non-agricultural use. However, the land surrounding the Project Sites are
designated as Farmland of Local Importance and Grazing Land according to the FMMP. Farmland of Local
Importance is land of importance to the local economy, as determined by each county's local advisory
committee and Board of Supervisors. Grazing Land has existing vegetation suited to the grazing of
livestock.
CONTRA COSTA COUNTY PUBLIC WORKS MARSH CREEK ROAD BRIDGE REPLACEMENT 143 AND 145 PROJECT
April 2020 INITIAL STUDY/MITIGATED NEGATIVE DECLARATION
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Given the proximity of the impact (sliver takes along the road right-of-way) and that impact areas are small
relative to overall farmland acreages, the viability of the farmland would not be affected nor would the
conversion affect the viability of the agricultural use in the area. Further, as described below in Section II.b,
the Project is consistent with General Plan policies regarding farmland in Contra Costa County. Therefore,
the Project would have a less than significant impact.
b) Conflict with existing zoning for agricultural use, or a Williamson Act contract? (Less Than
Significant Impact)
According to the Contra Costa County zoning code, the Project Site is located within Land Use Districts
General Agriculture (A-2) and Agricultural Preserve (A-4). The General Plan Conservation Element
contains many goals and policies for agricultural resources. These goals and policies are intended to protect
agricultural land and primarily address conversion of agricultural land through urban development.
Additionally, some policies stress the economic importance of agriculture, strengthen the availability of
agriculture support services and infrastructure, and facilitate cooperation between farmers and their urban
neighbors. The Project is limited to the replacement of existing bridges with bridges that meet current design
standards. As such, the Project does not introduce land uses that could encourage land use inconsistent with
zoning in the area or encourage conversion of agricultural land. Further, the Project supports surrounding
land use by maintaining and bringing infrastructure up to current standards. There is no land within the
Project Sites listed under the Williamson Act according to the Department of Conservation and the proposed
Project would not result in any impacts to lands covered by a Williamson Act contract. Therefore, the
Project would have a less than significant impact.
c) Conflict with existing zoning for, or cause rezoning of, forest land (as defined in Public
Resources Code section 12220(g)), timberland (as defined by Public Resources Code section
4526), or timberland zoned Timberland Production (as defined by Government Code section
51104(g))? (No Impact)
There is no forestland, or land zoned for timberland production in the Project vicinity. These conditions
preclude impacts to forestland or timberland. Therefore, the Project would have no impact.
d) Result in the loss of forest land or conversion of forest land to non-forest use? (No Impact)
The Project would not result in the loss of forest land or conversion of forest land to non-forest use because
forest land is not present within or adjacent to the Project Sites. Therefore, the Project would have no
impact.
e) Involve other changes in the existing environment which, due to their location or nature, could
result in conversion of Farmland, to non-agricultural use or conversion of forest land to non-forest
use? (No Impact)
The Project involves the replacement of two existing bridges and would not increase the capacity of the
roadway, facilitate growth, or encourage development of other land uses that could indirectly result in the
conversion of Farmland. Therefore, the Project would have no impact.
______________________
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III. AIR QUALITY Potentially
Significant
Impact
Less Than
Significant
with
Mitigation
Incorporated
Less Than
Significant
Impact
No
Impact
Would the project:
a) Conflict with or obstruct implementation of the
applicable air quality plan?
b) Result in a cumulatively considerable net
increase of any criteria pollutant for which the
project region is non-attainment under an
applicable federal or state ambient air quality
standard (including releasing emissions which
exceed the quantitative thresholds for ozone
precursors)?
c) Expose sensitive receptors to substantial
pollutant concentrations?
d) Result in other emissions (such as those leading
to odors) adversely affecting a substantial
number of people?
a) Conflict with or obstruct implementation of the applicable air quality plan? (Less Than
Significant Impact)
Air quality plans describe air pollution control strategies to be implemented by a city, county, or region.
The primary purpose of an air quality plan is to bring an area that does not attain federal and state air quality
standards into compliance with the requirements of the Federal Clean Air Act and California Clean Air Act
requirements. The Bay Area Air Quality Management District (BAAQMD) is responsible for developing
and implementing air quality plans to address the State and federal ambient air quality standards in the San
Francisco Bay Area. The air quality plan that is applicable to the proposed Project is the BAAQMD’s 2017
Clean Air Plan (Clean Air Plan), which was adopted April 19, 2017 (BAAQMD 2017a). This plan provides
a regional strategy to attain state and federal air quality standards by reducing ozone, particulate matter
(PM), and toxic air contaminants (TACs).
The BAAQMD considers a project to be consistent with air quality plans prepared for the region if there is
substantial evidence that the project: 1) supports the goals of the Clean Air Plan; 2) includes applicable
control measures from the Clean Air Plan; and 3) would not disrupt or hinder implementation of any control
measures from the Clean Air Plan. An evaluation of the consistency of the Project with the Clean Air Plan
is provided below.
Clean Air Plan Goals. The primary goals of the Clean Air Plan are to attain air quality standards;
reduce population exposure to air pollutants and protect public health in the Bay Area; and reduce
greenhouse gas emissions and protect the climate. The Project would not cause significant air quality or
greenhouse gas emissions impacts and would not increase exposure of the population to air pollutants (see
analysis that follows in Sections III.b and VIII.a). The Project would not hinder the region from attainment
of the goals outlined in the Clean Air Plan. Therefore, the Project supports the goals of the Clean Air Plan.
CONTRA COSTA COUNTY PUBLIC WORKS MARSH CREEK ROAD BRIDGE REPLACEMENT 143 AND 145 PROJECT
April 2020 INITIAL STUDY/MITIGATED NEGATIVE DECLARATION
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Clean Air Plan Control Measures. The control strategies of the Clean Air Plan include measures in
the following categories: stationary sources measures, mobile source measures, transportation control
measures, land use and local impact measures, and climate measures. The control strateg ies applicable to
the Project are the Mobile Source and Transportation Control Measures.
Mobile Source and Transportation Control Measures. The BAAQMD identifies mobile source and
transportation control measures as part of the Clean Air Plan to reduce ozone precursor emissions from
stationary, area, mobile, and transportation sources. The transportation control measures are applicable to
the Project and are designed to reduce emissions from motor vehicles by reducing vehicle trips and vehicle
miles traveled (VMT) in addition to vehicle idling and traffic congestion. Any changes to regional VMT
and air quality emissions with respect to the Project have been accounted for in current regional emissions
and transportation planning. Because the Project would replace two existing bridges with new bridges that
would have the same traffic carrying capacity, the intensity of operational emissions has been accounted
for in the air quality plan. Therefore, the Project would not conflict with the identified transportation and
mobile source control measures of the Clean Air Plan.
The plan includes incentives for construction equipment upgrades and other strategies to reduce emissions
of construction vehicles on a plan level. On the Project level, Project specifications require compliance with
emissions reduction regulations being mandated by the California Air Resources Board.
Clean Air Plan Implementation. As discussed above, implementation of the Project would not
disrupt or hinder implementation of applicable measures outlined in the Clean Air Plan, including stationary
sources measures, mobile source measures, transportation control measures, land use and local impact
measures, and climate measures. Therefore, the Project would not hinder or disrupt implementation of any
control measures from the Clean Air Plan.
The Project would not conflict with or obstruct implementation of any control measures from the Clean
Air Plan. Therefore, the Project would have a less than significant impact.
b) Result in a cumulatively considerable net increase of any criteria pollutant for which the project
region is non-attainment under an applicable federal or state ambient air quality standard
(including releasing emissions which exceed the quantitative thresholds for ozone precursors)?
(Less Than Significant Impact)
The Clean Air Act requires the United States Environmental Protection Agency (EPA) to set National
Ambient Air Quality Standards for six common air pollutants known as criteria air pollutants: particle
pollution (often referred to as particulate matter or PM), ground-level ozone, carbon monoxide, sulfur
oxides, nitrogen oxides, and lead. The Bay Area is under nonattainment status for State 1-hour and 8-hour
ozone standards (BAAQMD 2018). In addition, the Bay Area was designated as a nonattainment area for
the federal 8-hour ozone standard. The Bay Area is also considered a nonattainment area for
PM2.5 at the state level and an attainment area at the federal level.
The BAAQMD periodically prepares and updates plans to establish rules and regulations for various
emissions sources. The purpose of Appendix D of BAAQMD’s May 2017 CEQA Air Quality Guidelines
is to offer procedures to evaluate potential air quality impacts (BAAQMD 2017b). The significance criteria
from the guidelines were applied to evaluate construction-related impacts associated with the Project.
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Construction Emissions
Project construction would result in the temporary generation of reactive organic gases (ROG), nitrogen
oxides (NOX), PM10, and PM2.5 emissions associated primarily from off-road construction equipment, on-
road motor vehicles, soil excavation, and material transport. ROG and NOX emissions are primarily
associated with mobile equipment exhaust. Fugitive dust emissions are primarily associated with site
preparation and vary as a function of parameters such as soil silt content, soil moisture, wind speed, acreage
of disturbance area, and miles traveled by construction vehicles on- and off-site.
Operational Emissions
Post-construction regional operational emissions would be expected to remain the same as existing
conditions. The Project proposes to replace existing bridges to meet current design standards, and traffic
volumes are not anticipated to increase as the carrying capacity of the bridges would remain the same. Thus,
the Project would not generate new daily trips and therefore would not substantially increase emissions
from the use of on-road motor vehicles or off-road equipment relative to existing conditions. Therefore,
operational emissions would not violate an ambient air quality standard or contribute substantially to an
existing violation. This impact would be less than significant.
Construction Impacts
Construction-related emissions associated with typical construction activities were modeled using the
California Emissions Estimator Model (CalEEMod), Version 2016.3.2. CalEEMod allows the user to enter
Project-specific construction information, such as types, number, and horsepower of construction
equipment, and number and length of off-site motor vehicle trips. Project construction is anticipated to last
18 months and would require removal and replacement of two bridges. Although the schedule of specific
Project phases could vary, the analysis assumed construction conditions that would generate emissions at a
relatively high level with respect to actual construction practices. For example, the evaluation assumed that
both bridges would be replaced at the same time (resulting in an average daily emission level corresponding
with the most intense construction activity); in practice, the contractor may stage their crew to perform
work at only one site on any given day. The analysis assumed approximately 10 haul truck trips per day
would be required during demolition of Bridge 143 and approximately 16 haul truck trips per day during
demolition of Bridge 145. For purposes of estimating the most intense construction activity, the maximum
number of construction workers on site for each bridge was assumed to be 30 workers, or a maximum of
60 workers per day for both sites combined. The total criteria pollutant construction emissions for the
Project are presented in Table 1.
Table 1: Construction-Related Criteria Pollutant Emissions
Emissions Sources ROG NOx PM10 Exhaust PM2.5 Exhaust
Total Emissions (tons) 0.82 8.54 0.36 0.33
Average Maximum Daily Emissions (lbs/day)a 4.16 43.15 1.83 1.68
Thresholds of Significanceb 54 54 82 54
Exceeds Thresholds No No No No
Notes:
(a) Average Maximum Daily Emissions were calculated based on 22 working days per month over an 18 month construction
period and are based on the combined total construction emissions for both bridges.
(b) Thresholds from Table 2-1 of the BAAQMD CEQA Air Quality Guidelines.
ROG = reactive organic gases; NOX = oxides of nitrogen; PM10 = particulate matter with aerodynamic diameter less than 10
microns; PM2.5 = particulate matter with aerodynamic diameter less than 2.5 microns; lbs/day = pounds per day
As shown in Table 1, Project construction would not exceed applicable mass emission thresholds of
significance. Although the Project does not exceed the thresholds of significance, the BAAQMD has
established standard measures for reducing fugitive dust emissions (PM10) that are recommended for all
CONTRA COSTA COUNTY PUBLIC WORKS MARSH CREEK ROAD BRIDGE REPLACEMENT 143 AND 145 PROJECT
April 2020 INITIAL STUDY/MITIGATED NEGATIVE DECLARATION
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projects in Table 8-2 of the CEQA Air Quality Guidelines. Implementation of these measures would further
reduce fugitive dust emissions from construction activities.
Consistent with the Measures suggested by the BAAQMD, the Project specifications will require the
Contractor to implement the following best management practices (BMPs) for air pollution control:
1) All exposed surfaces (e.g., parking areas, staging areas, soil piles, graded areas, and unpaved
access roads) shall be watered two times per day.
2) All haul trucks transporting soil, sand, or other loose material off-site shall be covered.
3) All visible mud or dirt tracked-out onto adjacent public roads shall be removed using wet power
vacuum street sweepers at least once per day. The use of dry power sweeping is prohibited.
4) All vehicle speeds on unpaved roads shall be limited to 15 mph.
5) All roadways, driveways, and sidewalks to be paved shall be completed as soon as possible.
6) Idling times shall be minimized either by shutting equipment off when not in use or reducing
the maximum idling time to 5 minutes (as required by the California airborne toxics control
measure Title 13, Section 2485 of California Code of Regulations [CCR]). Clear signage shall
be provided for construction workers at all access points.
7) All construction equipment shall be maintained and properly tuned in accordance with
manufacturer’s specifications. All equipment shall be checked by a certified mechanic and
determined to be running in proper condition prior to operation.
8) A publicly visible sign shall be posted with the telephone number and contact information for
the designated on-site construction manager available to receive and respond to dust
complaints. This person shall report all complaints to CCCPWD and take immediate corrective
action as soon as practical but not more than 48 hours after the complaint is received. The
BAAQMD’s phone number shall also be visible to ensure compliance with applicable
regulations.
As described in Section IX, Hazardous Materials, each existing bridge structure was suspected to contain
lead-based paint (LBP) and potential asbestos-containing construction materials (ACM). Therefore,
Mitigation Measure HAZ-1 will be implemented.
CEQA defines a cumulative impact as two or more individual effects, which when considered together, are
considerable or which compound or increase other environmental impacts. According to the BAAQMD,
air pollution is largely a cumulative impact and no single project is sufficient in size itself to result in
nonattainment of ambient air quality standards. In developing the thresholds of significance for air
pollutants used in the analysis above, the BAAQMD considered the emission levels for which a project’s
individual emissions would be cumulatively considerable. The BAAQMD CEQA Air Quality Guidelines
(2017) indicate that if a project exceeds the identified significance thresholds, its emissions would be
cumulatively considerable, resulting in significant adverse air quality impacts to the region’s existing air
quality conditions. Therefore, if a project’s daily average or annual emissions of operational related criteria
air pollutants exceed any applicable threshold established by the BAAQMD, the proposed Project would
result in a cumulatively significant impact. As stated above, the Project would not result in operational
impacts. As such, the Project would not exceed established thresholds for regional emissions or make a
cumulatively considerable contribution to regional air quality impacts. Therefore, the Project would have a
less than significant impact.
CONTRA COSTA COUNTY PUBLIC WORKS MARSH CREEK ROAD BRIDGE REPLACEMENT 143 AND 145 PROJECT
April 2020 INITIAL STUDY/MITIGATED NEGATIVE DECLARATION
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c) Expose sensitive receptors to substantial pollutant concentrations? (Less Than Significant
Impact)
Some populations are especially sensitive to air pollutant emissions and should be given special
consideration when evaluating air quality impacts from projects. Sensitive receptors for air pollution are
generally considered children less than 14 years of age, the elderly over 65 years of age, athletes, and
individuals with cardiovascular and chronic respiratory diseases. Air quality regulators typically define
sensitive receptors as residences, hospitals, and schools. Sensitive receptors in the vicinity of the Project
Sites are as follows:
• A residential neighborhood approximately 1,400 feet northeast of Bridge 143 and 690 feet from
the closest potential staging area.
• A residence approximately 1,000 feet northeast of Bridge 143 and 500 feet from the closest
potential staging area.
• A residence approximately 700 feet east of Bridge 143 and 630 feet from the closest potential
staging area.
• A residence approximately 1,100 feet southwest of Bridge 143 and 450 feet from the closest
potential staging area.
Residential areas are considered sensitive to air pollution because residents (including children and the
elderly) tend to be at home for extended periods of time, resulting in sustained exposure to pollutants
present. The greatest potential for toxic air contaminant (TAC) emissions would be related to diesel PM
emissions associated with heavy-duty construction equipment activity. The Office of Environmental Health
Hazard Assessment (OEHHA) developed a Guidance Manual for the Preparation of Health Risk
Assessments. According to OEHHA methodology, health effects from carcinogenic TACs are usually
described in terms of individual cancer risk, which is based on a 30 -year lifetime exposure to TACs.
Construction activities are anticipated to last approximately 18 months and would cease following
completion of the Project. Therefore, the total exposure period for construction activities would be five
percent of the total exposure period used for typical residential health risk calculations (i.e. 30 years). Due
to the buffer distance to the nearest sensitive receptors and the highly dispersive nature of diesel PM
emissions, Project construction would not exceed the BAAQMD mass emissions thresholds. Therefore, the
Project would not expose sensitive receptors to substantial construction TAC concentrations. Accordingly,
air quality impacts on sensitive receptors during construction would be less than significant.
Carbon Monoxide Hotspots
In general, carbon monoxide (CO) has the potential to exceed the California and national standards in
concentration at congested roadway intersections. A CO hotspot occurs when the ambient concentrations
of CO exceed these standards. However, advances in engine and emission control technology, as well as
drivers’ use of more efficient vehicles and low or no emi ssion vehicles has significantly decreased the
occurrence or potential for CO exceedances. The San Francisco Bay Area is in attainment for the NAAQS
and CAAQS for CO concentrations. According to the Caltrans Transportation Project-Level Carbon
Monoxide Protocol, a project is likely to worsen air quality and require further analysis if: a) The Project
significantly increases the percentage of vehicles operating in cold start mode; b) the project significantly
increases traffic volumes; and c) the project wor sens traffic flow. The procedures of the CO Protocol are
used to determine the level of analysis, if any, required for the Project. According to the CO protocol, if the
project is included in 40 Code of Federal Regulations (CFR) 93.126, the proposed Project is exempt from
all emissions analyses to determine conformity of federal actions to state or federal implementation plans.
Per 40 CFR 93.126, projects that widen narrow pavements or reconstruct bridges, with no additional travel
lanes, would be exempt from the requirement to determine conformity. As such, because the Project
CONTRA COSTA COUNTY PUBLIC WORKS MARSH CREEK ROAD BRIDGE REPLACEMENT 143 AND 145 PROJECT
April 2020 INITIAL STUDY/MITIGATED NEGATIVE DECLARATION
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proposes to replace existing bridges to meet current design and safety standards, and the carrying capacity
of the bridges would remain the same as existing conditions, the Project would be exempt and no further
localized hotspot or regional analysis is required.
Mobile Source Air Toxics
The EPA regulates TACs, also known as hazardous air pollutants. The Clean Air Act identified 188 TACs.
EPA has assessed this expansive list of toxics and identified a group of 21 TACs as Mobile Source Air
Toxics (MSATs). MSATs are compounds emitted from highway vehicles and non-road equipment. Some
toxic compounds are present in fuel and are emitted to the air when the fuel evaporates or passes through
the engine unburned. Other toxics are emitted from the incomplete combustion of fuels or as secondary
combustion products. EPA has issued a number of regulations that will dramatically decrease MSATs
through cleaner fuels and cleaner engines. According to a Federal Highway Administration analysis, even
if the VMT number increases by 64%, reductions of 57% to 87% in MSATs are projected from 2000 to
2020.
Technical shortcomings of emissions and dispersion models and uncertain science with respect to health
effects prevent meaningful or reliable estimates of MSAT emissions and effects for this Project. However,
even though reliable methods do not exist to accurately estimate the health impacts of MSATs at the Project
level, it is possible to qualitatively assess the levels of future MSAT emissions under the Project.
The amount of MSATs emitted would be proportional to the VMT for the “build” and “no build” scenarios,
assuming that other variables such as fleet mix are the same. FHWA has developed a tiered approach with
three categories for analyzing MSATs in NEPA documents, depending on specific project circumstances,
including Category 1, no analysis for projects with no potential for meaningful MSAT effects. Criteria for
Category 1 projects include projects exempt under the Clean Air Act conformity rule under 40 CFR 93.126;
or other projects with no meaningful impacts on traffic volumes or vehicle mix. Since the Project is exempt
under 40 CFR 93.126 and operation of the Project would be generally similar to existing conditions, the
Project meets the Category 1 criteria for projects with no potential for meaningful MSAT effects.
Due to the short duration of the construction period and the dispersion of Project construction emissions,
sensitive receptors are not expected to be exposed to substantial pollutant concentrations. Implementation
of the air pollution control BMPs listed in Section III.b, which is consistent with BAAQMD guidelines,
would further reduce health risks from construction emissions. Therefore, the Project would have a less
than significant impact.
d) Result in other emissions (such as those leading to odors) adversely affecting a substantial
number of people? (Less Than Significant Impact)
The occurrence and severity of odor impacts depend on numerous factors, including the nature, frequency,
and intensity of the source; wind speed and direction; and the presence of sensitive receptors. While
offensive odors rarely cause direct physical harm, they can still be very unpleasant, leading to considerable
distress and often generating citizen complaints to local governments and regulatory agencies. Projects with
the potential to frequently expose individuals to objectionable odors are deemed to have a significant
impact. Typical facilities that generate odors include wastewater treatment facilities, sanitary landfills,
composting facilities, petroleum refineries, chemical manufacturing plants, and food processing facilities.
Operation of the Project would not add any new odor sources beyond existing conditions. Construction
activities associated with the Project could result in short-term odor emissions from construction equipment
exhaust and asphalt paving activities. However, due to the distance to the nearest sensitive receptors and
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the highly diffusive properties of construction exhaust, nearby receptors would not be affected by odors
associated with Project construction. The Project would utilize typical construction techniques, and the
odors would be typical of most construction sites and temporary in nature. As such, the Project would not
result in emissions which lead to odors and would not adversely affect a substantial number of people.
Odors would be further reduced with implementation of the BMPs listed in Section III.b. Therefore, the
Project would have a less than significant impact.
______________________
CONTRA COSTA COUNTY PUBLIC WORKS MARSH CREEK ROAD BRIDGE REPLACEMENT 143 AND 145 PROJECT
April 2020 INITIAL STUDY/MITIGATED NEGATIVE DECLARATION
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IV. BIOLOGICAL RESOURCES Potentially
Significant
Impact
Less Than
Significant
with
Mitigation
Incorporated
Less Than
Significant
Impact
No
Impact
Would the project:
a) Have a substantial adverse effect, either directly
or through habitat modifications, on any species
identified as a candidate, sensitive, or special
status species in local or regional plans, policies,
or regulations, or by the California Department
of Fish and Game or U.S. Fish and Wildlife
Service?
b) Have a substantial adverse effect on any riparian
habitat or other sensitive natural community
identified in local or regional plans, policies,
regulations or by the California Department of
Fish and Game or US Fish and Wildlife Service?
c) Have a substantial adverse effect on state or
federally protected wetlands (including, but not
limited to, marsh, vernal pool, coastal, etc.)
through direct removal, filling, hydrological
interruption, or other means?
d) Interfere substantially with the movement of any
native resident or migratory fish or wildlife
species or with established native resident or
migratory wildlife corridors, or impede the use of
native wildlife nursery sites?
e) Conflict with any local policies or ordinances
protecting biological resources, such as a tree
preservation policy or ordinance?
f) Conflict with the provisions of an adopted
Habitat Conservation Plan, Natural Community
Conservation Plan, or other approved local,
regional, or state habitat conservation plan?
a) Have a substantial adverse effect, either directly or through habitat modifications, on any species
identified as a candidate, sensitive, or special status species in local or regional plans, policies, or
regulations, or by the California Department of Fish and Game or U.S. Fish and Wildlife Service?
(Less Than Significant with Mitigation Incorporated)
The following analysis is based on the Natural Environment Study (NES) and HCP/NCCP Planning Survey
Report prepared for the Project in 2018 by CCCPWD with the assistance of AECOM (AECOM 2018c). As
part of the study, AECOM conducted background review of literature and databases, reconnaissance-level
field surveys, and a delineation of potential jurisdictional areas. Because the exact extent of the new bridge
work was not available at the time of the biological assessment, a conservative area of extent identified as
CONTRA COSTA COUNTY PUBLIC WORKS MARSH CREEK ROAD BRIDGE REPLACEMENT 143 AND 145 PROJECT
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the Area of Potential Effects was used to analyze potential impacts. The Biological Study Area (BSA)
represents the Area of Potential Effects and a 250-foot buffer. At Bridge 143, predominant vegetation types
in the area include oak woodland, riparian woodland, and annual grassland. At Bridge 145, predominant
vegetation types in the area include oak woodland, non-native woodland (walnut orchard), and annual
grassland. These vegetation types are described below and summarized in Table 2.
▪ Annual Grassland. The grassland communities in the BSA primarily are dominated by non-native
annual species, but also include some native annuals and perennials. Non-natives, such as wild oat
(Avena fatua), Italian thistle (Carduus pycnocephalus), and bristly ox-tongue (Helminthotheca
echioides) generally dominate the grassland in the BSA. Several native plants also are common in
the grassland, including several fiddleneck species (Amsinckia spp.), common gumplant (Grindelia
camporum), spikeweed (Centromadia fitchii), and vinegarweed (Trichostema lanceolatum).
▪ Oak Woodland. Oak woodland habitat occurs in the BSA at both Bridge 143 and Bridge 145. Oak
woodland in the BSA primarily is dominated by coast live oak (Quercus agrifolia) and valley oak
(Quercus lobata). At the Bridge 145 site BSA, the oak woodland is a restoration site with planted
valley oak and coast live oak trees. The understory in the oak woodland community is similar to
the vegetation found in the annual grassland. At the Bridge 143 site in the BSA, a small rock
outcropping is in the oak woodland south of Marsh Creek Road and east of Marsh Creek.
▪ Riparian Woodland. Riparian woodland habitat occurs in the BSA at Bridge 143 and Bridge 145.
Riparian woodland with similar dominant species is found along the edges of Marsh Creek at both
bridge sites. Dominant canopy species include Fremont cottonwood (Populus fremontii ssp.
fremontii), California sycamore (Platanus racemosa), arroyo willow (Salix lasiolepis), and
California buckeye (Aesculus californica). Mulefat (Baccharis salicifolia), wild roses (Rosa sp.)
and tree tobacco (Nicotiana glauca) dominate the shrub layer in places. Bermuda grass (Cynodon
dactylon) dominates much of the understory, particularly in heavily grazed areas at the Bridge 143
site. A mix of natives and non-natives, including several rushes (Juncus spp.), mugwort (Artemisia
douglasiana), swamp pricklegrass (Crypsis schoenoides), and povertyweed (Iva axillaris) also are
common in the riparian woodland understory.
▪ Chaparral/Scrub. Chaparral/scrub habitat is present in the Bridge 143 BSA, consisting of a narrow
band on a vertical rock outcrop face above the roadway at the northeastern end of the BSA and a
narrow band adjacent to the roadway on the northwestern end of the BSA. It is dominated by
California sagebrush (Artemisia californica). This area has some native species not found
elsewhere in the BSA, including several clarkias (Clarkia spp.), bird’s eyes (Gilia tricolor ssp.
diffusa), and California matchweed (Gutierrezia californica).
▪ Seasonal Wetland. Two seasonal wetland features are located in the BSA, one feature on the
western side of Bridge 143 and one feature on the southwestern side of Bridge 145. The seasonal
wetland within the Bridge 143 BSA is approximately 92 feet long by 52 feet wide, covering 0.079
acre. This seasonal wetland was observed to contain water from December 16, 2016 to at least
April 21, 2017. The seasonal wetland within the Bridge 145 BSA is approximately 60 feet long by
18 feet wide, covering 0.024 acre. This seasonal wetland was observed to contain water on March
30 and April 21, 2017.
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Table 2: Potential Temporary and Permanent Impacts by Land Cover Type.
Land Cover Type
Total within
the Biological
Study Area
(acres)
Bridge 143 Bridge 145
Permanent
Impacts
(acres)
Temporary
Impacts
(acres)
Permanent
Impacts
(acres)
Temporary
Impacts
(acres)
Annual Grassland 22.28 0.75 5.16 0.82 4.54
Oak Woodland 10.25 0.17 0.88 0.02 1.12
Riparian Woodland 2.15 0.09 0.25 0.02 0.17
Non-native Woodland 0.53 0.006 0.03 0.002 0.25
Chaparral and Scrub 0.07 0.04 0.04 0.000 0.00
Seasonal Wetland 0.10 0.08 0.00 0.02 0.00
Urban 4.18 0.83 1.02 0.69 0.81
Total 39.58 1.96 7.38 1.57 6.89
There is potential for several special-status plant and animal species and their associated habitats to be
present in the BSA. As shown in Table 2, using the maximum Area of Potential Effects, the Project would
result in permanent impacts to approximately 1.97 acres at Bridge 143 and approximately 1.57 acres at
Bridge 145. The Project would result in temporary impacts to approximately 7.38 acres at Bridge 143 and
6.89 acres at Bridge 145. However, actual impacts are expected to be less as the exact alignments and
staging areas are refined.
The Project is located within the HCP/NCCP inventory area and is a covered activity under 2.3.2 Rural
Infrastructure Projects, Bridge Replacement, Repair or Retrofit. The HCP/NCCP is intended to provide an
effective framework to protect natural resources and special-status species recovery in eastern Contra Costa
County while improving and streamlining the environmental permitting process for impacts on these
species and associated habitats. The East Contra Costa County Habitat Conservancy (Implementing
Agency) was created to oversee assembly and operation of the HCP/NCCP Preserve System and ensure
compliance with all terms of the HCP/NCCP, permits, and Implementing Agreement. Mitigation Measures
BIO-1a and BIO-1b are required by the HCP/NCCP and benefit species covered by the plan as well as
additional CEQA covered species. Implementation of Mitigation Measures BIO-1a through BIO-1c, and
BIO-2, and payment of HCP/NCCP fees would be implemented to reduce potential impacts to a less than
significant level.
Impact BIO-1: Potential habitat for special-status wildlife species is present within the Biological
Study Area and surrounding area. Therefore, impacts to special-status species and their habitats could
occur as a result of Project construction. Mitigation Measure BIO-1a, BIO-1b, and BIO-1c below
includes best management practices to avoid and minimize for general impacts, however, specific
species measures are discussed further below in Mitigation Measure BIO-2 through BIO-10.
Mitigation Measure BIO-1a: The following HCP/NCCP general construction requirements would be
used for protection of the biological resources within the BSA and Project vicinity:
1) Equipment storage, fueling, and staging areas will be sited on disturbed areas or on ruderal or
non-sensitive annual grassland land cover types, when these sites are available, to minimize
risk of direct discharge into riparian areas or other sensitive land cover types.
2) No erodible materials will be deposited into watercourses. Brush, loose soils, or other debris
material will not be stockpiled within stream channels or on adjacent banks.
3) All no-take species will be avoided.
4) Construction activities will comply with the MBTA and will consider seasonal requirements
for birds and migratory non-resident species, including covered species.
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5) Temporary creek diversions, if required, will employ sand bags or other approved methods that
will minimize in-stream impacts and effects on wildlife.
6) Silt fencing or other sediment trapping methods will be installed down gradient from
construction activities, to minimize the transport of sediment off-site.
7) Barriers will be constructed to keep wildlife out of construction sites, as appropriate.
8) On-site monitoring will be conducted throughout the construction phase, to ensure that
disturbance limits, BMPs, and Plan restrictions are being implemented properly.
9) Active construction areas will be watered regularly, to minimize the impact of dust on adjacent
vegetation and wildlife habitats, if warranted.
10) Vegetation and debris will be managed in and near culverts and under and near bridges, to
ensure that entryways remain open and visible to wildlife, and the passage through the culvert
or under the bridge remains clear.
11) Cut-and-fill slopes will be revegetated with native, non-invasive nonnative, or non-
reproductive (i.e., sterile hybrids) plants, suitable for the altered soil conditions.
Mitigation Measure BIO-1b: The following HCP/NCCP measures would be implemented to protect
Marsh Creek and other hydrologic features in the vicinity:
1) Prior to the start of construction, all portions of Marsh Creek to be avoided by the Project will
be temporarily staked in the field by a qualified biologist.
2) Before conducting construction activities, all construction personnel will attend environmental
awareness training. At a minimum, the training will include a description of special -status
species with the potential to occur on site; an explanation of the status of these species and
protection under the Federal Endangered Species Act; the measures to be implemented to
conserve listed species and their habitats as they relate to construction sites; and boundaries
within which construction may occur. On completion of this training, each person will sign a
form, confirming attendance and their understanding of all the avoidance and minimization
measures.
3) To eliminate possibly attracting predators of protected species, all food-related trash items (e.g.,
wrappers, cans, bottles, and food scraps) will be disposed in solid, closed containers (trash
cans) and will be removed from the BSA at the end of each working period.
4) No construction or maintenance vehicles will be refueled within 200 feet of the streams unless
a bermed and lined refueling area is constructed and hazardous material absorbent pads are
available in the event of a spill.
5) Appropriate erosion-control measures (e.g., fiber rolls, filter fences) will be used on site to
reduce siltation and runoff of contaminants into the stream. Filter fences and mesh will be of
material that will not entrap reptiles and amphibians. Erosion control blankets will be used as
a last resort because of their tendency to biodegrade slowly and to trap reptiles and amphibians.
6) Fiber rolls used for erosion control will be certified as free of noxious weed seed and not contai n
plastics of any type.
7) Seed mixtures applied for erosion control will not contain invasive nonnative species, and will
be composed of native species or sterile nonnative species.
8) Herbicide will not be applied within 100 feet of wetlands, ponds, streams, or riparian
woodland/scrub; however, where appropriate to control serious invasive plants, herbicides that
have been approved for use by EPA in or adjacent to aquatic habitats may be used as long as
label instructions are followed and applications avoid or minimize impacts on covered species
and their habitats. In seasonal or intermittent stream or wetland environments, appropriate
herbicides may be applied during the dry season to control nonnative invasive species (e.g.,
yellow star-thistle). Herbicide drift should be minimized by applying the herbicide as close to
the target area as possible.”
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Impact BIO-1c: The following general construction requirements would be used to protect Marsh Creek
from bridge demolition activities.
1) Flowing water will be protected from demolition and construction activities by diverting the
stream into pipes/culverts through the active construction zone. Downstream flow will be
maintained at all times.
2) Temporary coffer dams used to redirect flow will consist of sheet piles, gravel bags, water-
filled bladder dams, or another agency-approved material. Any water pumped from the work
area will be allowed to settle to reduce turbidity prior to being released back into the creek.
Temporary coffer dams and diversion pipes will be removed from the creek prior to the winter
rainy season. The contractor will be required to prepare and submit a water diversion plan for
review and approval by CCCPWD as well as other regulatory agencies as required by the
environmental permits.
3) During removal of the existing bridge, a tarp or other approved method will be used below the
bridge to prevent debris from falling into Walnut Creek. The tarp will be left in place until the
bridge is removed. The contractor will be required to prepare and submit a demolition plan for
review and approval by CCCPWD as well as other regulatory agencies as required by the
environmental permits. As described in Section III.a, best management practices will be
implemented to control dust which will minimize impacts to biological resources.
Special-Status Plant Species
A total of 26 special-status plant taxa were considered to have the potential to occur in the BSA. However,
many of these plants would have a low potential to occur, because their potential habitats in the BSA would
be very marginal. An additional nine special-status plants were evaluated but were considered to have no
potential to occur in the BSA, based on their habitat requirements.
Protocol-level floristic surveys conducted on April 20–21, June 5, and September 21, 2017 identified 183
vascular plant taxa in the BSA. Reference population searches were also conducted in conjunction with the
floristic surveys to verify that target special-status species were in flower or at least identifiable at the times
of the survey.
The only potential special-status plant that was found during the floristic surveys was the Northern
California black walnut. Three of these trees, with diameters at breast height of 8 inches or less, were found
in the riparian woodland at the Bridge 143 site. The trees at the Bridge 143 site do not appear to be planted
but probably established naturally within the past 50 years due to the small diameter at breast height of
these trees. These trees may be hybrids with the English walnut. Because the Northern California black
walnut trees in the BSA are not part of the original pre-European settlement groves that are afforded special-
status, they would not receive protection. As such, these occurrences would not be considered special-status
and are not discussed in greater detail. On the southern side of the road at Bridge 145 is a remnant orchard
of Northern California walnut. The walnut stand is not considered historical and likely is planted rootstock
trees. The trees in this orchard are not considered special-status. Thus, the surveys confirmed that no
special-status plant species are known or expected to occur in the BSA and additional protocol-level rare
plant surveys are not required.
Special-Status Wildlife Species
Table 3 below identifies HCP/NCCP-covered species, federally and State-listed wildlife species, and other
special-status wildlife species that have the potential to occur in the BSA, based on the field-verified
presence of suitable habitat.
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Table 3: Potentially Occurring Special-Status Species.
Common Name (Species Name) Listing Status
California tiger salamander (Ambystoma californiense) Federally Threatened (FT), State Threatened (ST),
HCP/NCCP covered
California red-legged frog (Rana draytonii) FT, California Species of Special Concern (CSC),
HCP/NCCP covered
Western pond turtle (Actinemys marmorata) CSC, HCP/NCCP covered
Alameda whipsnake (Masticophis lateralis euryxanthus) FT, ST, HCP/NCCP covered
Burrowing owl (Athene cunicularia) CSC, HCP/NCCP covered
Golden eagle (Aquila chrysaetos) Fully Protected (FP), HCP/NCCP covered
Swainson’s hawk (Buteo swainsoni) ST, HCP/NCCP covered
White-tailed kite (Elanus leucurus) FP, HCP/NCCP no-take
Townsend’s big-eared bat (Corynorhinus townsendii) CSC, HCP/NCCP covered
American badger (Taxidea taxus) CSC
San Joaquin kit fox (Vulpes macrotis mutica) Federal Endangered (FE), ST, HCP/NCCP covered
Conservancy fairy shrimp (Branchinecta conservatio) FE
Longhorn fairy shrimp (Branchinecta longiantenna) FE, HCP/NCCP covered
Midvalley fairy shrimp (Brachinecta mesovallensis) HCP/NCCP covered
Vernal pool fairy shrimp (Branchinecta lynchi) FT, HCP/NCCP covered
Vernal pool tadpole shrimp (Lepidurus packardi) FE, HCP/NCCP covered
California Tiger Salamander
California tiger salamander is a federally and State-threatened species that is covered under the HCP/NCCP.
California tiger salamander has three distinct population segments (DPS): Central California DPS, Santa
Barbara County DPS, and Sonoma County DPS. The Project Sites are within the Central California DPS.
A total of 89 CNDDB occurrence records are within 5 miles of the Bridge 145 BSA and 66 CNDDB
occurrence records are within 5 miles of the Bridge 143 BSA. The closest occurrences of this species are
approximately 0.5 mile from Bridge 145 and 0.5 mile from Bridge 143. Suitable breeding habitat for this
species occurs in the Bridge 143 BSA in the form of a seasonal pond. A seasonal pond is also in the Bridge
145 BSA, but it does not appear to be suitable for breeding because of its small size, shallow depth, and
likely insufficient period of inundation. In addition, numerous stock ponds are in the Project vicinity that
provide potential breeding habitat for this species, and the site is within modeled breeding, aestivation, and
movement habitat for California tiger salamander under the HCP/NCCP.
AECOM biologists conducted a habitat assessment and planning survey for California tiger salamander on
March 30, 2017. The survey showed that the BSA includes suitable breeding habitat for California tiger
salamander west of Bridge 143. Potential upland aestivation, foraging, and movement habitat also occurs
in the BSA. Moreover, other potential breeding habitat and known occurrences (documented above) are
within the known migration distance of the species (up to 1.4 miles). Overall, the BSA provides
approximately 0.08 acre of potential breeding habitat in the form of pond land cover (Bridge 143), and
approximately 22.61 acres of suitable upland habitat, including annual grassland, chaparral/scrub, and
riparian woodland. Based on the survey results and background information, adult California tiger
salamander could potentially occur in the BSA. As such, Project construction may impact California tiger
salamander. However, implementation of the HCP/NCCP specific avoidance and minimization measure
Mitigation Measure BIO-2 would reduce potentially significant impacts to a less than significant level.
Impact BIO-2: Project construction could directly and indirectly impact California tiger salamander.
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Mitigation Measure BIO-2: Written notification to USFWS, CDFW, and the Implementing Entity,
including photos and breeding habitat assessment, is required prior to disturbance of any suitable
breeding habitat. The Project proponent will also notify these parties of the approximate date of removal
of the breeding habitat at least 30 days prior to this removal to allow USFWS or CDFW staff to
translocate individuals, if requested. USFWS or CDFW must notify the Project proponent of their intent
to translocate California tiger salamanders within 14 days of receiving notice from the Project
proponent. The applicant must allow USFWS or CDFW access to the site prior to construction if they
request it.
There are no restrictions under the HCP/NCCP on the nature of the disturbance or the date of the
disturbance unless CDFW or USFWS notify the Project proponent of their intent to translocate
individuals within the required time period. In this case, the Project proponent must coordinate the
timing of disturbance of the breeding habitat to allow USFWS or CDFW to translocate the individuals.
USFWS and CDFW shall be allowed 45 days to translocate individuals from the date the first written
notification was submitted by the Project proponent (or a longer period agreed to by the Project
proponent, USFWS, and CDFW).
California Red-Legged Frog
California red-legged frog is a federally listed species that is covered under the HCP/NCCP. A total of 81
CNDDB occurrence records are within 5 miles of the Bridge 145 BSA and 55 CNDDB occurrence records
are within 5 miles of the Bridge 143 BSA. The closest occurrences of this species have been approximately
0.5 mile from Bridge 145 and one California red-legged frog has been recorded in the Bridge 143 BSA.
Numerous stock ponds are in the Project vicinity that provide potential breeding habitat for this species,
and the site is within modeled breeding, aestivation, and dispersal habitat for California re d-legged frog
under the HCP/NCCP.
AECOM biologists conducted a habitat assessment and planning survey for California red -legged frog on
March 30, 2017. The survey shows that although Marsh Creek in the Project area is modeled as breeding
habitat, Marsh Creek in the BSA does not provide suitable breeding habitat for California red-legged frog.
For the purposes of this document, Marsh Creek will be considered California red -legged frog breeding
habitat based on the requirements of the HCP/NCCP. In addition, the seasonal wetland at Bridge 143 would
be very marginal potential breeding habitat because of the absence of aquatic vegetation. The seasonal
wetland at Bridge 145 does not appear to have a sufficient period of inundation or depth to support breeding.
Potential upland aestivation, foraging, and movement habitat does occur in the BSA. Moreover, the
potential breeding habitat and known occurrences (documented above) are within the known migration
distance of the species. The BSA provides suitable breeding habitat (seasonal wetland at Bridge 143 and
Marsh Creek) and 34.87 acres of suitable movement and refuge habitat, including annual grassland, oak
woodland, seasonal wetland, riparian woodland, and chaparral/scrub. Based on the survey results and
background information, adult California red-legged frogs have the potential to occur in the BSA.
The nearest critical habitat for California red-legged frog occurs 3.6 miles from the Project Site and would
not be affected by the Project. However, aquatic breeding habitat (seasonal wetland at Bridge 143 and the
stream within Marsh Creek) and 1.9 acre of upland aestivation, foraging, and/or dispersal habitat in the
form of annual grassland, oak woodland, chaparral scrub, and riparian woodland, would be permanently
impacted by construction activities. Approximately 12.16 acres of suitable upland habitat would be
temporarily impacted, including annual grassland, oak woodland, riparian woodland, and chaparral/scrub.
Therefore, the Project could result in a significant impact to California red-legged frogs Implementation of
the HCP/NCCP species–specific avoidance and minimization measure Mitigation Measure BIO-3 would
reduce potentially significant impacts to a less than significant level.
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Impact BIO-3: Project construction could directly and indirectly impact California red-legged frogs.
Mitigation Measure BIO-3: Written notification to USFWS, CDFW, and the Implementing Entity,
including photos and habitat assessment, is required prior to disturbance of any suitable breeding
habitat. The Project proponent will also notify these parties of the approximate date of removal of the
breeding habitat at least 30 days prior to this removal to allow USFWS or CDFW staff to translocate
individuals, if requested. USFWS or CDFW must notify the Project proponent of their intent to
translocate California red-legged frog within 14 days of receiving notice from the Project proponent.
The applicant must allow USFWS or CDFW access to the site prior to construction if they request it.
There are no restrictions under the HCP/NCCP on the nature of the disturbance or the date of the
disturbance unless CDFW or USFWS notify the Project proponent of their intent to translocate
individuals within the required time period. In this case, the Project proponent must coordinate the
timing of disturbance of the breeding habitat to allow USFWS or CDFW to translocate the individuals.
USFWS and CDFW shall be allowed 45 days to translocate individuals from the date the first written
notification was submitted by the Project proponent (or a longer period agreed to by the Project
proponent, USFWS, and CDFW).
Western Pond Turtle
Western pond turtle is a State Species of Special Concern and is an HCP/NCCP covered species. A total of
14 CNDDB occurrence records are within 5 miles of the Bridge 145 BSA and 9 CNDDB occurrence records
are within 5 miles of the Bridge 143 BSA. The closest occurrences of this species have been approximately
0.1 mile from Bridge 145 and have overlapped the Bridge 143 site. Pond turtles were observed in Marsh
Creek, north of Bridge 145 and outside the BSA, during the planning surveys. The BSA provides suita ble
aquatic and upland habitat for western pond turtle. Overall, the BSA provides approximately 34.87 acres
of suitable seasonal wetland, annual grassland, oak woodland, and riparian woodland habitat for this
species.
Approximately 2.01 acres of permanent impacts and 12.15 acres of temporary impacts would occur on
suitable seasonal wetland, annual grassland, oak woodland, and riparian woodland that provide suitable
foraging, dispersal, and/or breeding habitat for western pond turtle, that would be permanently impacted by
Project construction. There are no species specific avoidance and minimization measures for Western pond
turtle, however fees paid to the HCP are used for the purposes of conserving and protecting habitat and land
in the County that ultimately benefits all wildlife, including western pond turtle. Further , implementation
of Mitigation Measures BIO-1a and BIO-1b and payment of HCP/NCCP fees would ensure that potentially
significant impacts are reduced to a less than significant level.
Alameda Whipsnake
Alameda whipsnake is a federally threatened species that is coved by the HCP/NCCP. There are known
occurrences are within a number of miles of both bridge replacement locations; however, these records
have been suppressed to discourage illegal snake collecting. The BSA at Bridge 143 lies within the area of
modeled movement habitat for Alameda whipsnake under the HCP/NCCP, and the BSA at Bridge 145 does
not occur within modeled Alameda whipsnake habitat.
AECOM biologists conducted a habitat assessment and planning survey for Alameda whipsnake in the
BSA on March 30, 2017. Alameda whipsnake may use the annual grassland, chaparral/scrub, oak
woodland, and riparian woodland habitats in the Bridge 143 BSA as movement and foraging habitat.
Overall, the Bridge 143 BSA contains approximately 18.38 acres of suitable Alameda whipsnake movement
and foraging habitat.
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The nearest critical habitat for Alameda whipsnake is 3.8 miles west of Bridge 143 and would not be
affected by the Project. However, approximately 1.05 acres of annual grassland, chaparral/scrub, oak
woodland, and riparian woodland that provide suitable movement and foraging habitat for Alameda
whipsnake would be permanently affected by construction activities. An additional approximately 6.33
acres of habitat would be temporarily affected. Therefore, the Project could result in significant impacts to
Alameda whipsnake. Alameda whipsnake does not have species specific HCP/NCCP measures however,
implementation of Mitigation Measures BIO-1a and BIO-1b and payment of HCP/NCCP fees would ensure
that potentially significant impacts are reduced to a less than significant level.
Western Burrowing Owl
Western burrowing owl is a California Species of Special concern that is covered by the HCP/NCCP. A
total of 22 California Natural Diversity Database (CNDDB) occurrence records are within 5 miles of the
Bridge 145 BSA and 9 CNDDB occurrence records are within 5 miles of the Bridge 143 B. The closest
occurrences of this species have been approximately 2.73 miles from Bridge 145 and 2.65 miles from
Bridge 143. AECOM biologists observed no burrowing owl or evidence of burrowing owls during the
planning surveys in the BSA; however, ground squirrel burrows were observed in the Project area, within
suitable habitat for burrowing owl (annual grassland). Overall, the BSA contains approximately 22.28 acres
of potentially suitable burrowing owl habitat. Approximately 1.57 acres of annual grassland that provides
suitable habitat for burrowing owl permanently would be affected by construction activities. In addition,
approximately 9.70 acres of habitat temporarily would be affected. As such, construction of the Project has
the potential to impact burrowing owl. However, implementation of the HCP/NCCP species-specific
avoidance and minimization measure Mitigation Measure BIO-4 would reduce potentially significant
impacts to burrowing owl to a less than significant level.
Impact BIO-4: The Project could impact the burrowing owl. Project construction could directly and
indirectly impact burrowing owl individuals and will permanently and temporarily impact burrowing
owl habitat.
Mitigation Measure BIO-4: Prior to any ground disturbance related to covered activities, a
USFWS/CDFW- approved biologist will conduct a preconstruction survey in areas identified in the
planning surveys as having potential burrowing owl habitat. The surveys will establish the presence or
absence of western burrowing owl and/or habitat features and evaluate use by owls in accordance with
CDFW survey guidelines (California Department of Fish and Game 1995).
On the parcel where the activity is proposed, the biologist will survey the proposed disturbance footpri nt
and a 500-foot radius from the perimeter of the proposed footprint to identify burrows and owls.
Adjacent parcels under different land ownership will not be surveyed. Surveys should take place near
sunrise or sunset in accordance with CDFW guidelines. All burrows or burrowing owls will be
identified and mapped. Surveys will take place no more than 30 days prior to construction. During the
breeding season (February 1– August 31), surveys will document whether burrowing owls are nesting
in or directly adjacent to disturbance areas. During the nonbreeding season (September 1–January 31),
surveys will document whether burrowing owls are using habitat in or directly adjacent to any
disturbance area. Survey results will be valid only for the season (breeding or nonbreeding) during
which the survey is conducted.
If burrowing owls are found during the breeding season (February 1 – August 31), the Project proponent
will avoid all nest sites that could be disturbed by Project construction during the remainder of the
breeding season or while the nest is occupied by adults or young. Avoidance will include establishment
of a non-disturbance buffer zone (described below). Construction may occur during the breeding season
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if a qualified biologist monitors the nest and determines that the birds have not begun egg-laying and
incubation or that the juveniles from the occupied burrows have fledged. During the nonbreeding
season (September 1 – January 31), the Project proponent should avoid the owls and the burrows they
are using, if possible. Avoidance will include the establishment of a buffer zone (described below).
During the breeding season, buffer zones of at least 250 feet in which no construction activities can
occur will be established around each occupied burrow (nest site). Buffer zones of 160 feet will be
established around each burrow being used during the nonbreeding season. The buffers will be
delineated by highly visible, temporary construction fencing.
If occupied burrows for burrowing owls are not avoided, passive relocation will be implemented. Owls
should be excluded from burrows in the immediate impact zone and within a 160-foot buffer zone by
installing one-way doors in burrow entrances. These doors should be in place for 48 hours prior to
excavation. The Project area should be monitored daily for 1 week to confirm that the owl has
abandoned the burrow. Whenever possible, burrows should be excavated using hand tools and refilled
to prevent reoccupation. Plastic tubing or a similar structure shoul d be inserted in the tunnels during
excavation to maintain an escape route for any owls inside the burrow.
Golden Eagle
Golden eagle is federally protected under the Bald Eagle and Golden Eagle Protection Act and is a State
fully protected species and is an HCP/NCCP covered species. A total of 11 CNDDB occurrence records
are within 5 miles of the Bridge 145 BSA and four CNDDB occurrence records are within 5 miles of the
Bridge 143 BSA. The closest occurrences of this species have been approximately 1 mile from Bridge 145
and 4.3 miles from Bridge 143. In addition, observations of golden eagle pairs have been made within 1 to
2 miles of the Project area, to the northwest, northeast, southwest, and southeast. No nests were observed
by AECOM biologists during the planning surveys in the BSA. The 22.28 acres of annual grassland in the
BSA may provide marginally suitable foraging habitat for this species. The Project would result in
approximately 1.57 acres of permanent impacts and 9.70 acres of temporary impacts on golden eagle
foraging habitat in annual grassland land cover. Implementation of HCP/NCCP species specific avoidance
and minimization measure Mitigation Measure BIO-5, described below, will avoid impacts to golden eagles
and violation of the Migratory Bird Treaty Act (MBTA) and California Fish and Game Code (CFGC).
Impact BIO-5: Golden Eagle occurrences have been recorded within the vicinity of the BSA. As such,
the Project could directly impact golden eagle.
Mitigation Measure BIO-5: No more than 30 days prior to construction, a qualified biologist will
conduct a preconstruction survey to establish whether nests of golden eagles are occupied (see Section
6.3.1, Planning Surveys). If nests are occupied, minimization requirements and construction monitoring
will be required.
Covered activities will be prohibited within 0.5 mile of active nests. Nests can be built and active at
almost any time of the year, although mating and egg incubation occurs late January through August,
with peak activity in March through July. If site-specific conditions or the nature of the covered activity
(e.g., steep topography, dense vegetation, limited activities) indicate that a smaller buffer could be
appropriate or that a larger buffer should be implemented, the Habitat Conservancy will coordinate
with CDFW/USFWS to determine the appropriate buffer size.
Construction monitoring will focus on ensuring that no covered activities occur within the buffer zone
established around an active nest. Although no known golden eagle nest sites occur within or near the
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ULL, covered activities inside and outside of the Preserve System have the potential to disturb golden
eagle nest sites. Construction monitoring will ensure that direct effects to golden eagles are minimized.
Swainson’s Hawk
Swainson’s hawk is a state threatened species that is covered by the HCP/NCCP. Nine CNDDB occurrence
records are within 5 miles of the Bridge 145 BSA and seven CNDDB occurrence records are within 5 miles
of the Bridge 143 BSA. The closest occurrences of this species were approximately 0.5 mile from Bridge
145 and 1.2 miles from Bridge 143. No Swainson’s hawks were observed during the March 30, 2017
planning surveys. Mature stands of trees along Marsh Creek and Marsh Creek Road provide suitable nesting
habitat for this species. In addition, annual grassland in the Project area and vicinity provides suitable
foraging habitat for this species. Annual grassland in the Project area was observed to contain ground
squirrels.
Increased noise and human presence from Project construction could result in impacts on nesting
Swainson’s hawks if present. In addition, adult trees within the temporary and permanent impact areas may
provide breeding habitat for this species. The Project would result in permanent impacts on approximately
1.57 acres and temporary impacts and approximately 9.70 acres of Swainson’s hawk foraging habitat in
annual grassland. In addition, adult trees within the temporary and permanent impact areas may provide
breeding habitat for this species. Temporarily impacted annual grasslands would be restored to near pre-
Project conditions through hydro seeding with a native seed mix. In addition, implementation of
HCP/NCCP species specific avoidance and minimization measure Mitigation Measure BIO-6 would reduce
potentially significant impacts on nesting Swainson’s hawks to a less than significant level.
Impact BIO-6: Construction of the Project may result in permanent or temporary impacts on nesting
Swainson’s hawks.
Mitigation Measure BIO-6: Prior to any ground disturbance related to covered activities that occurs
during the nesting season (March 15–September 15), a qualified biologist will conduct a
preconstruction survey no more than 1 month prior to construction to establish whether Swainson’s
hawk nests within 1,000 feet of the Project Site are occupied. If potentially occupied nests within 1,000
feet are off the Project Site, then their occupancy will be determined by observation from public roads
or by observations of Swainson’s hawk activity (e.g., foraging) near the Project Site. If nests are
occupied, minimization measures and construction monitoring are required (see below).
During the nesting season (March 15–September 15), covered activities within 1,000 feet of occupied
nests or nests under construction will be prohibited to prevent nest abandonment. If site -specific
conditions or the nature of the covered activity (e.g., steep topography, dense vegetation, limited
activities) indicate that a smaller buffer could be used, the Habitat Conservancy will coordinate with
CDFW/USFWS to determine the appropriate buffer size.
If young fledge prior to September 15, covered activities can proceed normally. If the active nest site
is shielded from view and noise from the Project Site by other development, topography, or other
features, the Project applicant can apply to the Habitat Conservancy for a waiver of this avoidance
measure. Any waiver must also be approved by USFWS and CDFW. While the nest is occupied,
activities outside the buffer can take place.
All active nest trees will be preserved on site, if feasible. Nest trees, including non-native trees, lost to
covered activities will be mitigated by the Project proponent according to the requirements below.
The loss of non-riparian Swainson’s hawk nest trees will be mitigated by the Project proponent by:
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Project No.: 0662-6R4083 County CEQA No.:(CP# 15-41)
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▪ If feasible on-site, planting 15 saplings for every tree lost with the objective of having at least 5
mature trees established for every tree lost according to the requirements listed below.
AND either
1) Pay the Implementing Entity an additional fee to purchase, plant, maintain, and monitor 15
saplings on the HCP/NCCP Preserve System for every tree lost according to the
requirements listed below, OR
2) The Project proponent will plant, maintain, and monitor 15 saplings for every tree lost at a
site to be approved by the Habitat Conservancy (e.g., within an HCP/NCCP Preserve or
existing open space linked to HCP/NCCP preserves), according to the requirements listed
below.
The following requirements will be met for all planting options:
▪ Tree survival shall be monitored at least annually for 5 years, then every other year until year 12.
All trees lost during the first 5 years will be replaced. Success will be reached at the end of 12 years
if at least 5 trees per tree lost survive without supplemental irrigation or protection from herbivory.
Trees must also survive for at least three years without irrigation.
▪ Irrigation and fencing to protect from deer and other herbivores may be needed for the first several
years to ensure maximum tree survival.
▪ Native trees suitable for this site should be planted. When site conditions permit, a variety of native
trees will be planted for each tree lost to provide trees with different growth rates, maturation, and
life span, and to provide a variety of tree canopy structures for Swainson’s hawk. This variety will
help to ensure that nest trees will be available in the short term (5-10 years for cottonwoods and
willows) and in the long term (e.g., Valley oak, sycamore). This will also minimize the temporal
loss of nest trees.
▪ Riparian woodland restoration conducted as a result of covered activities (i.e., loss of riparian
woodland) can be used to offset the nest tree planting requirement above, if the nest trees are
riparian species.
▪ Whenever feasible and when site conditions permit, trees should be planted in clumps together or
with existing trees to provide larger areas of suitable nesting habitat and to create a natural buffer
between nest trees and adjacent development (if plantings occur on the development site).
▪ Whenever feasible, plantings on the site should occur closest to suitable foraging habitat outside
the UDA.
▪ Trees planted in the HCP/NCCP preserves or other approved offsite location will occur within the
known range of Swainson’s hawk in the inventory area and as close as possible to high -quality
foraging habitat.
White-Tailed Kite
White-tailed kite is a fully protected species by the State of California. CNDDB occurrence records are
within 5 miles of the Bridge 143 or Bridge 145 BSAs. White-tailed kite is not known to nest in the Project
vicinity, and no white-tailed kite or kite nest was observed during the planning surveys. The large trees near
the Project Sites are unlikely to provide suitable nesting habitat because of human activity along Marsh
Creek Road. The 22.28 acres of annual grassland in the BSA provide marginally suitable foraging habitat
for this species.
Increased noise and human presence from Project construc tion may result in impacts on foraging white-
tailed kite. The Project would result in permanent impacts on approximately 1.57 acres and temporary
impacts on approximately 9.70 acres of white-tailed kite foraging habitat, in annual grassland. With
CONTRA COSTA COUNTY PUBLIC WORKS MARSH CREEK ROAD BRIDGE REPLACEMENT 143 AND 145 PROJECT
April 2020 INITIAL STUDY/MITIGATED NEGATIVE DECLARATION
Project No.: 0662-6R4083 County CEQA No.:(CP# 15-41)
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restoration of temporarily disturbed areas, this impact would be negligible. Moreover, implementation of
Mitigation Measure BIO-1a and BIO-1b and payment of HCP/NCCP fees would further reduce potentially
significant impacts on nesting white-tailed kites to a less than significant level.
Townsend’s Big-Eared Bat
Townsend’s big-eared bat is a State species of concern and is an HCP/NCCP covered species. No CNDDB
occurrence records are within 5 miles of the Bridge 143 or Bridge 145 BSAs. The potential for Townsend's
big-eared bat to occur at the Project Sites is low, and the Project is unlikely to impact this species. The
species was not observed during the planning surveys, and the biologists did not observe any evidence of
possible roosting sites. Nevertheless, suitable foraging habitat for Townsend’s big-eared bat occurs in the
site’s annual grasslands and at the edges of the oak woodland. In addition, the larger trees on the Project
Sites potentially could provide suitable day and/or night roosting habitat, where hollowed trunks and
branches have developed. Suitable habitat for maternity roosts does not occur on site because of the absence
of structures, mines, and caves. The bridges do not provide suitable roosting habitat.
However, the Project may affect Townsend's big-eared bat if the species establishes day or night roosts in
the large trees on site before the start of work. The Project potentially could affect small day or night roosts
that may occur in hollowed areas of large trees on the Project Sites. Particularly, the Project would have the
potential to impact on Townsend’s western big-eared bat because of the removal of several trees that could
provide suitable future roosting habitat for this species. However, implementation of HCP/NCCP species
specific avoidance and minimization measure Mitigation Measure BIO-7 would reduce potentially
significant impacts on Townsend’s big-eared bat to a less than significant level.
Impact BIO-7: Project construction and tree removal could directly or indirectly impact Townsend’s
western big-eared bat through the removal of day or night roosts.
Mitigation Measure BIO-7: If the Project does not avoid impacts to suitable habitat for Townsend’s
big-eared bat, a preconstruction survey is required to determine whether the sites are occupied
immediately prior to construction or whether they show signs of recent previous occupation.
Preconstruction surveys are used to determine what avoidance and minimization requirements are
triggered before construction and whether construction monitoring is necessary.
If the species is discovered or if evidence of recent prior occupation is established, construction will be
scheduled such that it minimizes impacts on Townsend’s big-eared bat. Hibernation sites with evidence
of prior occupation will be sealed before the hibernation season (November–March), and nursery sites
will be sealed before the nursery season (April–August). If the site is occupied, then the action will
occur either prior to or after the hibernation season for hibernacula and after August 15 for nursery
colonies. Construction will not take place as long as the site is occupied.
The locations of all suitable or occupied microhabitat within the inventory area are not known due to
survey and mapping limitations. Hibernacula or nursery sites may be located during planning or
preconstruction surveys. Avoiding impacts on occupied sites during sensitive periods will minimize
disturbance or direct mortality as a result of covered activities, and sealing sites prior to construction
will allow bats to reestablish elsewhere.
American Badger
The American badger is a California Species of Special Concern. Three CNDDB occurrence records are
within 5 miles of the Bridge 145 BSA and four CNDDB occurrence records are within 5 miles of the Bridge
143 BSA. The closest occurrences of this species have been approximately 2.7 miles from Bridge 145 and
CONTRA COSTA COUNTY PUBLIC WORKS MARSH CREEK ROAD BRIDGE REPLACEMENT 143 AND 145 PROJECT
April 2020 INITIAL STUDY/MITIGATED NEGATIVE DECLARATION
Project No.: 0662-6R4083 County CEQA No.:(CP# 15-41)
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1.9 miles from Bridge 143. Suitable habitat exists in the annual grassland land cover type in the BSA.
However, the potential for occurrence is low because of a lack of potential den sites in the area; no dens or
other signs of American badger were observed during the planning surveys. The Project is unlikely to
impact suitable American badger den sites. Nevertheless, the potential for burrows to occur on the site later
cannot be completely ruled out. However, implementation of Mitigation Measure BIO-8 and payment of
HCP/NCCP fees would reduce potentially significant impacts to a less than significant level.
Impact BIO-8: The Project could impact American badger. Project construction could directly and
indirectly impact American badger. Construction activities could indirectly disrupt foraging and/or
denning activities.
Mitigation Measure BIO-8: The Project Sites support suitable breeding and foraging habitat for
American badger. The following measures will be implemented to avoid impacts on American badger:
• If grading or construction begins during the breeding season (March–August), a qualified
biologist will conduct a survey of the grassland habitat to identify any badger burrows on site.
The survey will be conducted no sooner than 2 weeks before the start of construction.
• Impacts on active badger dens will be avoided by establishing exclusion zones around all active
dens, within which construction-related activities will be prohibited until denning is complete
or the den is abandoned.
• A qualified biologist will monitor each active den once per week, to track its status and inform
the PWD of when a den area is cleared for construction.
San Joaquin Kit Fox
San Joaquin kit fox is an HCP/NCCP-covered species, listed as federally endangered and State threatened.
The BSA lies within modeled suitable habitat for San Joaquin kit fox under the HCP/NCCP. The biological
survey results verified that the BSA contains 22.28 acres of annual grassland, offering potentially suitable
foraging, movement, and denning habitat for San Joaquin kit fox. AECOM biologists observed no evidence
of San Joaquin kit fox dens in the BSA; however, ground squirrel burrows suitable to provide denning
habitat were present in the BSA. Although the occurrence of San Joaquin kit fox in the BSA is unlikely,
the Project area supports marginally suitable foraging and movement habitat. Several burrows t hat were
potentially large enough for breeding were identified during planning surveys, and the potential exists for
burrows to be created before Project construction. However, implementation of the HCP/NCCP species-
specific avoidance and minimization measure Mitigation Measure BIO-9, below, would ensure that
potential impacts are reduced to a less than significant level.
Impact BIO-9: The Project could directly and indirectly impact San Joaquin kit fox and its habitat.
Mitigation Measure BIO-9: Prior to any ground disturbance related to covered activities, a
USFWS/CDFW– approved biologist will conduct a preconstruction survey in areas identified in the
planning surveys as supporting suitable breeding or denning habitat for San Joaquin kit fox. The surveys
will establish the presence or absence of San Joaquin kit foxes and/or suitable dens and evaluate use by
kit foxes in accordance with USFWS survey guidelines (U.S. Fish and Wildlife Service 1999).
Preconstruction surveys will be conducted within 30 days of ground disturbance. On the parcel where
the activity is proposed, the biologist will survey the proposed disturbance footprint and a 250-foot
radius from the perimeter of the proposed footprint to identify San Joaquin kit foxes and/or suitable
dens. Adjacent parcels under different land ownership will not be surveyed. The status of all dens will
be determined and mapped. Written results of preconstruction surveys will be submitted to USFWS
within 5 working days after survey completion and before the start of ground disturbance. Concurrence
is not required prior to initiation of covered activities.
CONTRA COSTA COUNTY PUBLIC WORKS MARSH CREEK ROAD BRIDGE REPLACEMENT 143 AND 145 PROJECT
April 2020 INITIAL STUDY/MITIGATED NEGATIVE DECLARATION
Project No.: 0662-6R4083 County CEQA No.:(CP# 15-41)
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If San Joaquin kit foxes and/or suitable dens are identified in the survey area, the measures described
below will be implemented.
▪ If a San Joaquin kit fox den is discovered in the proposed development footprint, the den will be
monitored for 3 days by a USFWS/CDFW– approved biologist using a tracking medium or an
infrared beam camera to determine if the den is currently being used.
▪ Unoccupied dens should be destroyed immediately to prevent subsequent use.
▪ If a natal or pupping den is found, USFWS and CDFW will be notified immediately. The den will
not be destroyed until the pups and adults have vacated and then only after further consultation
with USFWS and CDFW.
▪ If kit fox activity is observed at the den during the initial monitoring period, the den will be
monitored for an additional 5 consecutive days from the time of the first observation to allow any
resident animals to move to another den while den use is actively discouraged. For dens other than
natal or pupping dens, use of the den can be discouraged by partially plugging the entrance with
soil such that any resident animal can easily escape. Once the den is determined to be unoccupied
it may be excavated under the direction of the biologist. Alternatively, if the animal is still present
after 5 or more consecutive days of plugging and monitoring, the den may have to be excavated
when, in the judgment of a biologist, it is temporarily vacant (i.e., during the animal’s normal
foraging activities).
▪ If dens are identified in the survey area outside the proposed disturbance footprint, exclusion zones
around each den entrance or cluster of entrances will be demarcated. The configuration of exclusion
zones should be circular, with a radius measured outward from the den entrance(s). No covered
activities will occur within the exclusion zones. Exclusion zone radii for potential dens will be at
least 50 feet and will be demarcated with four to five flagged stakes . Exclusion zone radii for
known dens will be at least 100 feet and will be demarcated with staking and flagging that encircles
each den or cluster of dens but does not prevent access to the den by kit fox.
Branchiopods
The HCP/NCCP requires that a USFWS-approved biologist conduct a preconstruction survey near potential
suitable shrimp habitat. Potential habitat was identified at both bridges and surveys were conducted to
determine potential presence of fairy shrimp. Wet and dry season surveys were condu cted at Bridge 143
and Bridge 145. At Bridge 143, wet season surveys were conducted in late 2016 but did not detect special
–status branchiopods. A dry season survey at Bridge 143 was also conducted in 2017; however, none of the
25 cysts genetically tested during this survey were viable so no species identification could be made. The
pond near Bridge 145 was not identified until after the wet and dry season surveys at Bridge 143 were
conducted and therefore not included during these original surveys. However, in late 2018, wet season
surveys at both bridges were initiated but later abandoned due to low precipitation levels. A dry season
survey for both sites was then conducted in 2018 to determine the presence or absence of protected
branchiopods at the two pond sites.
The results of the dry season surveys (no viable cysts) is consistent with the negative findings of the wet
season surveys. The Project is not expected to cause impacts to special-status branchiopods. Moreover,
implementation of Mitigation Measure BIO-1a and BIO-1b and payment of HCP/NCCP fees would further
reduce potentially significant impacts on branchiopods to a less than significant level.
Nesting Birds
Numerous bird species have the potential to nest in the Project area. The nests of most birds are protected
by the Migratory Bird Species Act and Fish and Game Code Sections 3503 and 3503.5. Mitigation
Measures BIO-4 to BIO-6 and BIO-10 describe additional, consistent protections for the nests of special-
status birds as specified in the HCP/NCCP. Increased noise and human presence from Project construction
CONTRA COSTA COUNTY PUBLIC WORKS MARSH CREEK ROAD BRIDGE REPLACEMENT 143 AND 145 PROJECT
April 2020 INITIAL STUDY/MITIGATED NEGATIVE DECLARATION
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could result in impacts on nesting birds through modifications to behavior resulting in lower breeding
success. In addition, adult trees within the temporary and permanent impact areas may provide nesting
habitat for this species. Implementation of Mitigation Measure BIO-10 and payment of HCP/NCCP fees
would ensure direct impacts on nesting birds are reduced to less than significant levels.
Impact BIO-10: The Project could impact bird species protected by the Migratory Bird Species Act
and Fish and Game Code Sections 3503 and 3503.5.
Mitigation Measure BIO-10: Migratory birds and raptors may nest or roost in the BSA. Occupied nests
and eggs of native migratory birds are protected by CDFW Code Sections 3503 and 3503.5, and the
federal Migratory Bird Treaty Act.
• To the extent feasible, vegetation removal activities will not occur during the breeding season
(February 1 through August 31).
• If vegetation removal must occur during the breeding season, all sites will be surveyed by a
qualified biologist to verify the presence or absence of nesting birds, as follows:
If construction activities occur during the nesting season (February 1 –August 31), a
qualified biologist will survey for nesting birds, including raptors, no more than 15 days
before the start of construction. An additional survey is recommended immediately prior
to construction. The survey areas will include the Project area and an area 250 feet beyond
the Project boundaries. If active nests are detected in the survey area, work within 0.5 mile
of golden eagle nests, 1,000 feet of Swainson’s hawk nests, 300 feet of other raptor nests,
and 50 feet of passerine nests will be avoided until a qualified biologist determines that
nesting activity has been completed. If it is not feasible to implement this avoidance buffer,
a site-specific plan will be developed by a qualified biologist in coordination with the
appropriate agencies to determine if a reduced avoidance buffer is appropriate based upon
1) the type and duration of construction activities being conducted, 2) sensitivity or
acclimation to disturbance, 3) the topography surrounding the nest site, and/or 4) the
implementation of additional protective measures.
The Project is not anticipated to substantially impact any special-status species with implementation of
Mitigation Measures identified above. Therefore, the Project would have a less than significant impact with
mitigation incorporated.
b) Have a substantial adverse effect on any riparian habitat or other sensitive natural community
identified in local or regional plans, policies, regulations or by the California Department of Fish
and Game or US Fish and Wildlife Service? (Less Than Significant with Mitigation Incorporated)
As described in Section IV.a, the Project would result in permanent and temporary impacts to riparian
habitat and other natural communities regulated by USFWS and CDFW through the Lake and Streambed
Alteration Agreement and by the Habitat Conservancy. A summary of natural community impacts are
included in Table 2. The Project is located within the HCP/NCCP inventory area and is a covered activity
and would have permanent impacts to approximately 0.11 acre of riparian woodland, 0.10 acre of seasonal
wetland, and 304.24 linear feet of Marsh Creek. Permanent impacts include installation of bridge piles and
abutments and additional fill. The Project would result in temporary impacts to 0.42 acre of riparian
woodland and 432.19 linear feet of Marsh Creek. Temporary impacts include a creek diversion system, site
mobilization, excavation, and grading within the creek channel and banks. The creek diversion system and
associated materials will be removed prior to the winter rainy season.
CONTRA COSTA COUNTY PUBLIC WORKS MARSH CREEK ROAD BRIDGE REPLACEMENT 143 AND 145 PROJECT
April 2020 INITIAL STUDY/MITIGATED NEGATIVE DECLARATION
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Permits will be obtained from CDFW (Streambed Alteration Agreement) and RWQCB (Water Quality
Certification). Permit requirements will be followed to minimize impacts to water quality and riparian
habitats. Compensatory mitigation for permanent and temporary impacts to habitats will be achieved
through payment by CCCPWD of development fees and wetland mitigation fees to the Conservancy.
Moreover, implementation of Mitigation Measures BIO-1a and BIO-1b and payment of HCP/NCCP fees
would further reduce potential impacts. Therefore, the Project would have a less than significant impact
with mitigation incorporated.
c) Have a substantial adverse effect on state or federally protected wetlands (including, but not limited
to, marsh, vernal pool, coastal, etc.) through direct removal, filling, hydrological interruption, or
other means? (Less Than Significant with Mitigation Incorporated)
A delineation of potentially jurisdictional waters was conducted on March 30 an April 21, 2017 (AECOM
2018c). A 0.079-acre seasonal wetland is present within the BSA on the western side of Bridge 143. The
seasonal wetland within the Bridge 143 BSA is approximately 92 feet long by 52 feet wide, covering 0.079
acre. This wetland is in an area where the new bridge alignment is situated and the new roadway is necessary
to fulfill the objectives of the Project. In particular, the new roadway alignment would be shifted
approximately 45 feet to the northwest, where this seasonal wetland is located, in order to provide a single -
stage construction approach that allows traffic to use the existing bridge during most of the construction
duration while the new bridge and roadway is built. As such, the Project would permanently impact the
entire 0.079-acre seasonal wetland as the new roadway would be constructed where the seasonal we tland
is located. Specifically, fill material would be placed where the seasonal wetland is located to support the
new road.
A 0.024-acre seasonal wetland is present within the BSA on the western side of Bridge 145. This seasonal
wetland is approximately 60 feet long by 18 feet wide. At Bridge 145, there would be a slight increase in
the elevation of the roadway near the seasonal wetland and private driveway, where a culvert would be
installed to accommodate roadside drainage. There is the potential of impacting the hydrology of the
wetland in order to provide sufficient roadside draining and avoid potential ponding and flooding of the
roadway. CCCPWD has made a conservative assumption that the hydrology of this feature would be
affected and therefore has identified this seasonal wetland as permanently impacted.
Project implementation would result in impacts to wetlands. However, implementation of Mitigation
Measure BIO-1a through BIO-1c, and payment of HCP/NCCP fees will minimize potential impacts to these
features. Moreover, the Project is located within the HCP/NCCP inventory area and is a covered activity.
As such, CCCPWD will pay fees for both permanent and temporary impacts at the site to the East Contra
Costa County Habitat Conservancy which serves as compensatory mitigation for the Project. The Project
would require a 404 Clean Water Act permit from the Army Corps of Engineers (USACE). The USACE
has developed Regional General Permit 1 for 404 permits in the HCP/NCCP inventory area (RGP1). The
RGP1 allows payment of HCP/NCCP fees as mitigation for wetland impacts. Temporary impacts to wetland
and water quality will also be minimized by BIO-1a through BIO-1c. Therefore, the Project would have a
less than significant impact with mitigation incorporated.
d) Interfere substantially with the movement of any native resident or migratory fish or wildlife species
or with established native resident or migratory wildlife corridors, or impede the use of native
wildlife nursery sites? (Less Than Significant Impact)
The Project would not result in permanent disruption to movement of wildlife species in the area, as the
Project involves the replacement of two existing bridges and no new permanent features would pose a
CONTRA COSTA COUNTY PUBLIC WORKS MARSH CREEK ROAD BRIDGE REPLACEMENT 143 AND 145 PROJECT
April 2020 INITIAL STUDY/MITIGATED NEGATIVE DECLARATION
Project No.: 0662-6R4083 County CEQA No.:(CP# 15-41)
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barrier to movement that is substantially different from the existing condition. During construction
movement through the Project area will be temporarily inhibited though fencing installed to keep species
out of the active construction site, this is a protective measure to avoid accidental impacts to species and
will be removed after construction. Temporary construction-related activities such as noise at the two
Project Sites may temporarily inhibit dispersal, migration and daily movement of wildlife. However, based
on existing traffic-related noise at the two sites, this is not expected to be significantly different from the
existing condition and will cease on completion of the Project.
Temporary dewatering of Marsh Creek may occur during construction that will temporarily inhibit
movement through the Project Site. Again, this is a temporary measure designed to minimize accidental
impacts to species and water quality. Further, all dewatering will be conducted in accordance with
regulatory permits for installation of cofferdams which typically include conditions that require that aquatic
life be either temporarily prohibited from entering the site, or that the system be designed to allow passage
through the system. Disruption associated with construction activities would be temporary in nature and
would be subject to site specific permit conditions. Therefore, the Project would have a less than significant
impact.
e) Conflict with any local policies or ordinances protecting biological resources, such as a tree
preservation policy or ordinance? (Less Than Significant Impact)
The Project would not conflict with any local policies or ordinances protecting biological resources. The
Project would avoid impacts where feasible and mitigate impacts through the implementation of Mitigation
Measures identified above. The PSR was completed in adherence with the HCP/NCCP, which is consistent
with the biological resources policies included in the Conservation Element section of the County General
Plan. The HCP/NCCP assesses fees for project impacts to vegetation communities, including trees, based
on the underlying landcover type. Riparian Woodland landcover type and certain other more sensitive land
cover types are subject to higher fees. Tree removal would occur as part of the Project but will be mitigated
through payment of HCP/NCCP. Therefore, the Project would have a less than significant impact.
f) Conflict with the provisions of an adopted Habitat Conservation Plan, Natural Community
Conservation Plan, or other approved local, regional, or state habitat conservation plan? (Less
Than Significant Impact with Mitigation Incorporated)
The Project is located in the HCP/NCCP and is a covered activity. The Project will follow all Mitigation
Measures (as identified above) from the PSR and provide mitigation fees to offset impacts in compliance
with the HCP/NCCP (AECOM 2018d). Therefore, the Project would have a less than significant impact
with mitigation incorporated.
______________________
CONTRA COSTA COUNTY PUBLIC WORKS MARSH CREEK ROAD BRIDGE REPLACEMENT 143 AND 145 PROJECT
April 2020 INITIAL STUDY/MITIGATED NEGATIVE DECLARATION
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V. CULTURAL RESOURCES
Potentially
Significant
Impact
Less Than
Significant
with
Mitigation
Incorporated
Less Than
Significant
Impact
No
Impact
Would the project:
a) Cause a substantial adverse change in the
significance of a historical resource pursuant to §
15064.5?
b) Cause a substantial adverse change in the
significance of an archaeological resource
pursuant to § 15064.5?
c) Disturb any human remains, including those
interred outside of formal cemeteries?
The following analysis is based on the Archaeological Survey Report (ASR), Historic Property Survey
Report (HPSR), and Extended Phase I Report (XPI) prepared for the Project by AECOM (AECOM 2018a,
2018e, 2018f).
a) Cause a substantial adverse change in the significance of a historical resource pursuant to §
15064.5? (Less Than Significant with Mitigation Incorporated)
CEQA requires lead agencies to determine if a project will have an adverse impact on a significant cultural
resource (which includes historical, archaeological, and tribal cultural resources) (Public Resources Code
Sections 21084, 21084.1, 21083.2). The agency must first determine if a resource is historically significant,
and then determine if the project would cause a "substantial adverse change" in its significance (Pu blic
Resource Code 21068, CEQA Guidelines 15382). According to CEQA Guidelines, a resource is considered
historically significant if it 1) is listed in or has been determined eligible for listing in the California Register
of Historical Resources (CRHR); 2) is included in a local register of historical resources, as defined in
Public Resources Code 5020.1(k); 3) has been identified as significant in an historical resources survey, as
defined in Public Resources Code 5024.1(g); or 4) is determined to be historically significant by the CEQA
lead agency [CCR Title 14, Section 15064.5(a)].
The following CRHR eligibility criteria need to be considered when making a significance determination:
1. Associated with events that have made a significant contribution to the broad patterns of
California’s history and cultural heritage;
2. Associated with the lives of persons important in our past;
3. Embodies the distinctive characteristics of a type, period, region, or method of construction or
represents the work of an important creative individual, or possesses high artistic values; or
4. Has yielded, or may be likely to yield, information important in prehistory or history.
To be considered a historical resource for the purpose of CEQA, the resource must also have integrity,
which is the authenticity of a resource’s physical identity evidenced by the survival of characteristics that
existed during the resource’s period of significance.
CONTRA COSTA COUNTY PUBLIC WORKS MARSH CREEK ROAD BRIDGE REPLACEMENT 143 AND 145 PROJECT
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As part of the background cultural resource studies prepared for the Project, AECOM conducted records
searches, a pedestrian survey, and a geoarchaeological field investigation. The geoarchaeological field
investigation at Bridge 145 involved “Geoprobe” coring of four bores in targeted areas to establish a
subsurface context for the Project area and identify subsurface archaeological deposits, if present. At Bridge
143, where access for a Geoprobe drill rig was not possible, presence/absence testing using a hand auger
was conducted. The geoarchaeological investigation did not identify any historic or archeological resources
at the site.
Listing in the CRHR is not necessary for a resource to be considered a historical resource. A historical
resource includes, but is not limited to, any object, building, structure, site, area, place, record, or manuscript
that is historically or archaeologically significant (PRC Section 5020.1).
California Public Resources Code Section 21083.2 also addresses the identification and protection of
unique archaeological resources. A “unique archaeological resource” is an archaeological artifact, object,
or site for which there is a high probability that it meets any of the following criteria:
1. Contains information needed to answer important scientific research questions and that there is a
demonstrable public interest in that information.
2. Has a special and particular quality, such as being the oldest of its type or the best available example
of its type.
3. Is associated with a scientifically recognized important prehistoric or historic person or event.
In most situations, resources that meet the definition of a unique archaeological resource also meet the
definition of historical resource. As a result, it is current professional practice to evaluate cultural resources
for significance based on their eligibility for listing in the CRHR.
Adverse change is defined as physical demolition, destruction, relocation, or alteration of the resource or
its immediate surroundings such that the significance of the historical resource would be materially
impaired. The significance of a historical resource is materially impaired when a project: demolishes or
materially alters in an adverse manner those physical characteristics of an historical resource that convey
its historical significance and that justify its inclusion in, or eligibility for inclusion in the California
Register, Local Register, or as determined by a lead agency for purposes of CEQA (CEQA Guidelines
15064.5(b)(1-2)(A-C).
One prehistoric archaeological site, one prehistoric isolate, one historic district, and six historic-era
resources were identified within a 0.5-mile radius of the Area of Potential Effect (APE) which includes
areas of permanent and temporary impacts. However, no resources eligible for National Register of Historic
Places (NRHP) or California Register of Historic Resources (CRHR) were identified within the Project
APE. The Caltrans Bridge Inventory identifies Marsh Creek as a category 5 for historic significance (not
eligible for listing on the NHRP). Resources identified within the Project APE were determined to be
exempt under the First Amended Programmatic Agreement Among the Federal Highway Administration,
the Advisory Council on Historic Preservation, the California State Historic Preservation Officer, and the
California Department of Transportation Regarding Compliance with Section 106 of the National Historic
Preservation Act, as it Pertains to the Administration of the Federal-Aid Highway Program in California
(PA). More specifically, a historic-era corral and remnant bridge abutments near Bridge 145 were
determined to be exempt under the PA as Property Type 1, Adjacent Features. A previously unrecorded
gauging station at Bridge 145 was also observed in the APE on the east bank of Marsh Creek. However,
the station was documented and determined to be exempt under the PA as Property Type 1, Water
Conveyance and Control Features—gates, valves, pumps and other flow control devises. Nevertheless, the
CONTRA COSTA COUNTY PUBLIC WORKS MARSH CREEK ROAD BRIDGE REPLACEMENT 143 AND 145 PROJECT
April 2020 INITIAL STUDY/MITIGATED NEGATIVE DECLARATION
Project No.: 0662-6R4083 County CEQA No.:(CP# 15-41)
Page 41 of 89
potential for subsurface resources cannot be completely ruled out and Project construction may unearth
unanticipated historic or pre-historic resources; therefore, the following Mitigation Measures will be
followed in the event subsurface resources are discovered during Project construction. In addition, Project
contract specifications stipulate that construction shall stop in the area if historical resources (i.e.
structure/building remains, bottle glass, ceramics, etc.) are encountered until a qualified archaeologist
evaluates the findings. With implementation of Mitigation Measure CULT-1 and CULT-2 (below in section
V.c), the Project would have a less than significant impact with mitigation incorporated.
Impact CULT-1: Development of the Project could disturb unanticipated historic resources.
Mitigation Measure CULT-1: The following Best Management Practices will be implemented during
Project construction to protect unanticipated historic or pre-historic, archaeological, or paleontological
resources.
1) Contractor will be notified of the possibility of encountering historic, archaeological, or
paleontological materials during ground-disturbing activities and will be educated on the types
of historic materials that may be encountered.
2) If an inadvertent discovery is made, the Contractor will cease all ground-disturbing activities
in the area of discovery.
3) The Contractor will immediately notify the CCCPWD Resident Engineer who will then request
a qualified archaeologist to evaluate the finding(s).
4) If the finding(s) is determined to be potentially significant, the archaeologist in consultation
with the appropriate Native American tribal representative or historical society will develop a
research design and treatment plan outlining management of the resource, analysis, and
reporting of the find.
5) Given the high archaeological sensitivity at Bridge #28C-0145, an archaeological monitoring
plan will be prepared prior to any ground disturbance. The report will outline the procedures
for discoveries during construction; the chain of command and responsible parties; and special
procedures should human remains be encountered.
6) Archaeological monitoring by a qualified archaeologist will be conducted during all ground
disturbing activities that yield visible spoils occurring between 5 feet below current ground
surface and 20 feet below current ground surface at Bridge #28C-0145. A daily archaeological
monitoring log will be completed by the monitor and submitted weekly to CCCPWD for
review. Should archaeological resources or human remains be encountered the procedures
outlined in the monitoring plan will be implemented.
b) Cause a substantial adverse change in the significance of an archaeological resource pursuant to §
15064.5? (Less Than Significant with Mitigation Incorporated)
The records search and field study did not identify archaeological resources within the APE. While no
archaeological resources were identified, there is the potential of encountering unrecorded archaeological
resources. Project contract specifications stipulate that construction shall stop in the area if potential
archaeological resources (i.e., unusual amounts of shell, stone tools, animal bone, etc.) are encountered
until a qualified archaeologist evaluates the findings. Mitigation Measure CULT-1 and CULT-2 will be
implemented in the event subsurface resources are discovered during Project construction. The
Archaeological Survey Report prepared for the Project identified a sensitive buried soil at Bridge 145 that
has nearby archaeological sites associated with it; however, no resources were encountered during testing
(AECOM, 2018). Potential impacts on archaeological resources at Bridge 145 would be reduced with the
implementation of Mitigation Measure CULT-1 and CULT-2. Therefore, the Project would have a less than
significant impact with mitigation incorporated.
CONTRA COSTA COUNTY PUBLIC WORKS MARSH CREEK ROAD BRIDGE REPLACEMENT 143 AND 145 PROJECT
April 2020 INITIAL STUDY/MITIGATED NEGATIVE DECLARATION
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c) Disturb any human remains, including those interred outside of formal cemeteries? (Less Than
Significant with Mitigation Incorporated)
No formal cemeteries are present within or adjacent to the Project Site. As part of the cultural review
conducted for the Project, the NAHC was contacted to determine if there are any recorded Native American
burial grounds and/or sacred land sites in the Project vicinity. The NAHC reported that no recorded sites
occur in the Project APE. Despite the investigations previously described, Project construction may unearth
unanticipated historical or pre-historic archaeological resources; however with implementation of
Mitigation Measures CULT-1 provided in V.a, and CULT-2, Project impacts on archaeological resources,
including Native American resources, would be less than significant with mitigation incorporated..
Impact CULT-2: The Project could impact previously undiscovered human remains.
Mitigation Measure CULT-2:
If human remains are encountered, work within 25 feet of the discovery shall be redirected and the
Contra Costa County Coroner notified immediately. At the same time, an archaeologist shall be
contacted to assess the situation. If the human remains are of Native American origin, the Coroner must
notify the Native American Heritage Commission within 24 hours of this identification. The Native
American Heritage Commission will identify a Most Likely Descendant (MLD) to inspect the site and
provide recommendations for the proper treatment of the remains and associated grave goods. Upon
completion of the assessment, the archaeologist shall prepare a report documenting the methods and
results, and provide recommendations for the treatment of the human remains and any associated
cultural materials, as appropriate and in coordination with the recommendations of the MLD. The report
shall be submitted to CCCPWD and the Northwest Information Center.
______________________
CONTRA COSTA COUNTY PUBLIC WORKS MARSH CREEK ROAD BRIDGE REPLACEMENT 143 AND 145 PROJECT
April 2020 INITIAL STUDY/MITIGATED NEGATIVE DECLARATION
Project No.: 0662-6R4083 County CEQA No.:(CP# 15-41)
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VI. ENERGY
Potentially
Significant
Impact
Less Than
Significant
with
Mitigation
Incorporated
Less Than
Significant
Impact
No
Impact
Would the project:
a) Result in potentially significant environmental
impact due to wasteful, inefficient, or
unnecessary consumption of energy resources,
during project construction or operation?
b) Conflict with or obstruct a state or local plan for
renewable energy or energy efficiency?
a) Result in potentially significant environmental impact due to wasteful, inefficient, or unnecessary
consumption of energy resources, during project construction or operation? (Less Than
Significant Impact)
The Project involves the replacement of two existing bridges on Marsh Creek Road and will not require
energy use once constructed. Project construction would result in an incremental increase in energy usage
associated with construction equipment (i.e. fuel in vehicles and power generators). Construction of the
Project would follow typical construction procedures and would not require excessive amounts of wasteful
usage of energy. Therefore, the Project would have a less than significant impact.
b) Conflict with or obstruct a state or local plan for renewable energy or energy efficiency? (Less
Than Significant Impact)
The Project would not conflict with or obstruct a state or local plan for renewable energy or energy
efficiency, including the Contra Costa County Climate Action Plan (CCCDCD 2015). As noted above, the
Project would result in an incremental increase in energy usage during Project construction. However, this
would be temporary in nature. Operation of the Project would not require change from existing condition.
As such, the Project does not have the potential to conflict with obstruct a state or local plan for renewable
energy or energy efficiency. Therefore, the Project would have a less than significant impact.
______________________
CONTRA COSTA COUNTY PUBLIC WORKS MARSH CREEK ROAD BRIDGE REPLACEMENT 143 AND 145 PROJECT
April 2020 INITIAL STUDY/MITIGATED NEGATIVE DECLARATION
Project No.: 0662-6R4083 County CEQA No.:(CP# 15-41)
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VII. GEOLOGY AND SOILS
Potentially
Significant
Impact
Less Than
Significant
with
Mitigation
Incorporated
Less Than
Significant
Impact
No
Impact
Would the project:
a) Directly or indirectly cause people or structures
to potential substantial adverse effects,
including the risk of loss, injury, or death
involving:
I. Rupture of a known earthquake fault, as
delineated on the most recent Alquist-Priolo
Earthquake Fault Zoning Map issued by the
State Geologist for the area or based on
other substantial evidence of a known fault?
II. Strong seismic ground shaking?
III. Seismic-related ground failure, including
liquefaction?
IV. Landslides?
b) Result in substantial soil erosion or the loss of
topsoil?
c) Be located on a geologic unit or soil that is
unstable, or that would become unstable as a
result of the project, and potentially result in on -
or off-site landslide, lateral spreading,
subsidence, liquefaction or collapse?
d) Be located on expansive soil, as defined in
Table 18-1-B of the Uniform Building Code
(1994), creating substantial risks to life or
property?
e) Have soils incapable of adequately supporting
the use of septic tanks or alternative waste water
disposal systems where sewers are not available
for the disposal of waste water?
f) Directly or indirectly destroy a unique
paleontological resource or site or unique
geologic feature?
a) Directly or indirectly cause potential substantial adverse effects, including the risk of loss, injury,
or death involving: i) Rupture of a known earthquake fault, as delineated on the most recent
Alquist-Priolo Earthquake Fault Zoning Map issued by the State Geologist for the area or based
on other substantial evidence of a known fault?; ii) Strong seismic groundshaking; iii) Seismic-
related ground failure, including liquefaction; iv) Landslides? (Less Than Significant Impact)
CONTRA COSTA COUNTY PUBLIC WORKS MARSH CREEK ROAD BRIDGE REPLACEMENT 143 AND 145 PROJECT
April 2020 INITIAL STUDY/MITIGATED NEGATIVE DECLARATION
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Fault Rupture. The Project is not expected to expose people or structures to potential substantial
adverse effects from a rupture of a known earthquake fault as the Project Sites are not with mapped Alquist-
Priolo Fault Zones, and there are no known faults cross the Project Sites. According to the U.S. Geological
Survey, the nearest fault lines to the Project Sites are the Clayton-Marsh Creek-Greenville fault, which is
approximately 3 miles south of the sites, and the Davis fault, which is approximately 2 miles north of the
sites (USGS 2019). The Project does not include elements that would increase risk to people or structures,
as it is limited to the replacement of two existing bridges to bring them up to current design standards.
Therefore, Project impacts would be less than significant.
Groundshaking. Faults occur in the area that could potentially cause seismic ground shaking. The
duration and intensity of shaking would depend upon both the magnitude of the earthquake, distance from
the epicenter, and ground conditions. The Project design and construction would take the existing seismic
conditions into account and the Project would be designed in accordance with local design practice. Further,
because the Project is limited to the replacement of two existing bridges to bring them to current design
standards, the risk of loss of and the risk of injury or death resulting from implementation of the Project is
unlikely. Therefore, Project impacts would be less than significant.
Seismic-Ground Failure, Including Liquefaction. Liquefaction is a specialized form of ground
failure caused by earthquake ground motion. It is a "quicksand" condition occurring in water-saturated,
unconsolidated, relatively clayfree sands and silts caused by hydraulic pressure (from ground motion)
forcing apart soil particles and forcing them into quicksand-like liquid suspension. In the process, normally
firm, but wet, ground materials take on the characteristics of liquids (Contra Costa County 2005d).
According to Figure 10-5 of the General Plan, the general Project area has potential for moderate to low
liquefaction. Nevertheless, Project design and construction would take existing soil conditions into account
and the Project would be designed in accordance with local design practice and guidelines to ensure that
the Project would withstand seismic activity as defined by the Caltrans Highway Design Manual. The
Project is not expected to expose people or structures to potential substantial adverse effects as the Project
does not include features that would increase risk to people or structures as it is limited to the replacement
of two existing bridges. Therefore, the potential for the Project to directly or indirectly expose people or
structures to potential substantial adverse effects from liquefaction is less than significant.
Landslides. According to Figure 10-6 of the General Plan, the Project is not located within a potential
landslide area (Contra Costa County 2005d). Therefore, the Project would have no impact.
b) Result in substantial soil erosion or the loss of topsoil? (Less Than Significant Impact)
Grading and excavation associated with the bridge replacements would result in negligible changes in
topography. Construction of the Project would temporarily increase the exposure of soils to wind erosion
from grading and excavation activities. However, standard erosion control best management practices
would be implemented during construction to minimize potential impacts. Therefore, Project im pacts
associated with soil erosion would be less than significant.
c) Be located on a geologic unit or soil that is unstable, or that would become unstable as a result of
the project, and potentially result in on- or off-site landslide, lateral spreading, subsidence,
liquefaction or collapse? (Less Than Significant Impact)
According to Figure 10-5 of the General Plan, the general Project area has generally moderate to low
potential for liquefaction depending on the precise location (Contra Costa County 2005d). The Project
design and construction would take the existing soil conditions into consideration and the Project would be
designed in accordance with local design practice. Further, the Project is limited the replacement of existing
bridges and would not introduce new land uses that could be impacted by unstable soils. Therefore, Project
would have less than significant impact.
CONTRA COSTA COUNTY PUBLIC WORKS MARSH CREEK ROAD BRIDGE REPLACEMENT 143 AND 145 PROJECT
April 2020 INITIAL STUDY/MITIGATED NEGATIVE DECLARATION
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d) Be located on expansive soil, as defined in Table 18-1-B of the Uniform Building Code (1994),
creating substantial risks to life or property? (Less Than Significant Impact)
The Project Sites are located on clay type soils, which tend to be expansive soils. The Project would be
engineered according to local design practice and guidelines as defined in the Caltrans Highway Design
Manual, which intended to ensure that structures would withstand seismic activity and liquefaction.
Moreover, the Project is limited to replacement of two existing bridges, which would not create
substantial risk to life or property from expansive soils. Therefore, Project would have less than
significant impact
e) Have soils incapable of adequately supporting the use of septic tanks or alternative waste water
disposal systems where sewers are not available for the disposal of waste water? (No Impact)
Septic tanks and alternative wastewater disposal systems are not part of the Project. Therefore, the Project
would have no impact.
f) Directly or indirectly destroy a unique paleontological resource or site or unique geologic feature?
(Less Than Significant Impact with Mitigation)
The likelihood of discovering paleontological resources depends on the underlying geologic formation.
Based on the Geological Map of the Antioch South quadrangle, the Project is located on young Quaternary
(latest Pleistocene and Holocene) alluvial fan deposits (CGS 2019). Holocene alluvial deposits and fill are
generally considered too recent to contain significant paleontological resources and therefore have low
paleontological sensitivity. Latest Pleistocene alluvial deposits can locally contain fresh-water mollusks
and late Pleistocene vertebrate fossils. They are overlain by Holocene deposits and incised by channels that
are partly filled with Holocene alluvium. The maximum thickness is unknown but at least 150 feet. The
maximum depth of excavation of the Project is approximately 75 feet.
At Bridge 143, a rock outcropping would be impacted (as described in Section I.b). Even though the rock
outcropping is a geologic feature, it is not exclusively unique due to the fact that it is not part of a larger
distinctive grouping of rocks, or part of an overall landscape feature existing throughout the surrounding
Project Site. Impacts would be minimized to only what is necessary near the footprint of the new roadway.
While no paleontological resources were identified, there is the potential for encountering unrecorded
paleontological resources during Project construction. Project contract specifications would stipulate that
construction shall stop in the area if such potential resources are discovered. In addition, Mitigation Measure
CULT-1 will be followed in the event subsurface resources are discovered during Project construction.
Therefore, the Project would have a less than significant impact with mitigation incorporated.
CONTRA COSTA COUNTY PUBLIC WORKS MARSH CREEK ROAD BRIDGE REPLACEMENT 143 AND 145 PROJECT
April 2020 INITIAL STUDY/MITIGATED NEGATIVE DECLARATION
Project No.: 0662-6R4083 County CEQA No.:(CP# 15-41)
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VIII. GREENHOUSE GAS EMISSIONS
Potentially
Significant
Impact
Less Than
Significant
with
Mitigation
Incorporated
Less Than
Significant
Impact
No
Impact
Would the project:
a) Generate greenhouse gas emissions, either
directly or indirectly, that may have a
significant impact on the environment?
b) Conflict with an applicable plan, policy or
regulation adopted for the purpose of reducing
the emissions of greenhouse gases?
The following analysis is based on the Air Quality and Greenhouse Gas Technical Memorandum prepared
for the Project by AECOM (AECOM 2018b).
a) Generate greenhouse gas emissions, either directly or indirectly, that may have a significant
impact on the environment? (Less Than Significant Impact)
Construction activities, such as site preparation, site grading, on-site heavy-duty construction vehicles,
equipment hauling materials to and from the site, and motor vehicles transporting the construction crew
would produce combustion emissions from various sources. During construction of the Project, GHGs
would be emitted through the operation of construction equipment and from worker and builder supply
vendor vehicles, each of which typically uses fossil-based fuels to operate. The combustion of fossil-based
fuels creates GHGs such as CO2, CH4, and N2O. Furthermore, CH4 is emitted during the fueling of heavy
equipment. Exhaust emissions from on-site construction activities would vary daily as construction activity
levels change. As discussed previously, operation of the Project would be similar to existing conditions
because the Project would replace existing bridges with the same traffic carrying capacity
The BAAQMD does not have an adopted Threshold of Significance for construction-related GHG
emissions but states that lead agencies should quantify and disclose GHG emissions that would occur during
construction, and make a determination on the significance of these construction-generated impacts. Using
the California Emissions Estimator Model (CalEEMod), Version 2016.3.2 it is estimated that the total GHG
emissions resulting from construction of the Project would be 1,252 metric tons CO2e, with 440 metric tons
CO2e occurring in the first year of construction and 812 MT CO2e in the second year of construction. The
Project’s emissions will be short term and the Project will implement BMPs stated in Section III.b which
include measures to reduce emissions from construction vehicles such as minimizing idling times and
requiring properly maintained and tuned equipment which will further reduce GHG emissions. Therefore,
the Project would have a less than significant impact.
b) Conflict with an applicable plan, policy or regulation adopted for the purpose of reducing the
emissions of greenhouse gases? (Less Than Significant Impact)
Assembly Bill 32 (AB 32), the California Global Warming Solutions Act of 2006, recognized that
California is a source of substantial amounts of GHG emissions which poses a serious threat to the economic
well-being, public health, natural resources, and the environment of California (OPR 2008). This bill
directed the California Air Resources Board (CARB) to develop discrete early actions to reduce GHGs to
reach the GHG reduction goals by 2020.
CONTRA COSTA COUNTY PUBLIC WORKS MARSH CREEK ROAD BRIDGE REPLACEMENT 143 AND 145 PROJECT
April 2020 INITIAL STUDY/MITIGATED NEGATIVE DECLARATION
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In December 2008, CARB adopted its Climate Change Scoping Plan, which contains the main strategies
California will implement to achieve reduction of approximately 21.7 percent from the State’s projected
adopted the First Update to the Climate Change Scoping Plan to identify the next steps in reaching AB
32 goals, evaluate the progress that has been made between 2000 and 2012, and report the trends in
GHG emissions from various emission sectors (e.g., transportation, building energy, agriculture)
(CARB 2014). In November 2017, CARB adopted the 2017 Climate Change Scoping Plan Update
(2017 Scoping Plan Update), which lays out the framework for achieving the 2030 reductions as established
in more recent legislation (CARB 2017). The 2017 Scoping Plan Update identifies the GHG reductions
needed by each emissions sector to achieve a statewide emissions level that is 40 percent below 1990 levels
before 2030.
The Project would not conflict with GHG reduction goals set forth in Assembly Bill 32, including the
Recommended Actions identified by the 2017 CARB Climate Change Scoping Plan.
In 2015, Contra Costa County adopted the Contra Costa County Climate Action Plan (CAP) to address
the major sources of GHG emissions to meet the emission reduction goal of 15 percent below the
County’s 2005 conditions by 2020 (CCCDCD 2015). Most of the measures identified in the Climate
Action Plan consist of programs and incentives to be implemented by the County and are not applicable
to the Project.
Based on Section III.b, the Project will not generate emissions that would exceed the project-level
significance criteria established by the BAAQMD and, therefore, the Project will not conflict with plans
adopted for the purpose of reducing GHG emissions. Therefore, Project impacts will be less than
significant.
CONTRA COSTA COUNTY PUBLIC WORKS MARSH CREEK ROAD BRIDGE REPLACEMENT 143 AND 145 PROJECT
April 2020 INITIAL STUDY/MITIGATED NEGATIVE DECLARATION
Project No.: 0662-6R4083 County CEQA No.:(CP# 15-41)
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IX. HAZARDS AND HAZARDOUS
MATERIALS
Potentially
Significant
Impact
Less Than
Significant
with
Mitigation
Incorporated
Less Than
Significant
Impact
No
Impact
Would the project:
a) Create a significant hazard to the public or the
environment through the routine transport, use,
or disposal of hazardous materials?
b) Create a significant hazard to the public or the
environment through reasonably foreseeable
upset and accident conditions involving the
release of hazardous materials into the
environment?
c) Emit hazardous emissions or handle hazardous
or acutely hazardous materials, substances, or
waste within one-quarter mile of an existing or
proposed school?
d) Be located on a site which is included on a list
of hazardous materials sites compiled pursuant
to Government Code Section 65962.5 and, as a
result, would it create a significant hazard to
the public or the environment?
e) For a project located within an airport land use
plan or, where such a plan has not been
adopted, within two miles of a public airport or
public use airport, would the project result in a
safety hazard or excessive noise for people
residing or working in the project area?
f) Impair implementation of or physically
interfere with an adopted emergency response
plan or emergency evacuation plan?
g) Expose people or structures, either directly or
indirectly, to a significant risk of loss, injury or
death involving wildland fires?
The following discussion is based on the findings from the Phase I Environmental Site Assessment Prepared
for the Project (WRECO 2018a).
a) Create a significant hazard to the public or the environment through the routine transport, use, or
disposal of hazardous materials? (Less Than Significant Impact)
During construction, trucks would travel to and from the Project Sites. Vehicles would include diesel-
powered trucks, backhoes, graders, dump trucks, excavators, water trucks, compactors, skid steers, pick-up
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trucks, pavers, and hoppers. This equipment may require the use of fuels and other common liquids that
have hazardous properties (e.g., fuels, oils, fluids that are flammable) but they would be handled in small
quantities that would not create a substantial hazard for construction workers and/or the public. Compliance
with federal, State, and local hazardous materials regulations would minimize the risk to the public
presented by these potential hazards during construction of the Project. Completion of the bridge
replacements and realignments would not involve routine transport, use, or disposal of hazardous materials
or involve potential releases of hazardous materials into the environment. Therefore, construction and
operation of the Project would result in less than significant impacts associated with hazardous materials,
and no mitigation is required. Therefore, the Project would have a less than significant impact.
b) Create a significant hazard to the public or the environment through reasonably foreseeable upset
and accident conditions involving the release of hazardous materials into the environment? (Less
Than Significant with Mitigation Incorporated)
There are three main ways that the public and the environment could be affected by the release of hazardous
materials from the Project Site into the environment, including 1) exposing workers or the public to
potentially contaminated soil and groundwater during construction or operation of the Project; 2) exposing
workers or the public to hazardous building materials (e.g. lead paint, asbestos) during demolition of
existing structures, or 3) mobilization of contaminants into the environment through disturbance of
potentially contaminated soils or water during construction. An Initial Site Assessment (ISA) was prepared
for the Project by WRECO to determine the potential for Recognized Environmental Conditions (RECs)
and Activity and Use Limitations (AULs) at the Project Sites (WRECO 2018). As part of the ISA, a site
reconnaissance, governmental records search, and environmental database records review were conducted.
The site reconnaissance did not find potentially hazardous conditions within or adjoining the Project
footprint. Additionally, the records search found no evidence of historic hazardous material impacts from
contiguous properties. Exposed soils along the shoulders of the bridge approaches could contain aerially
deposited lead (ADL) from historic use of leaded gasoline because Marsh Creek Road has been in use since
as early as 1934. Current traffic counts and projected historic counts during leaded fuel use, however,
indicate a low potential for the presence of hazardous soil due to ADL. Therefore, ADL is not expected to
pose a hazardous material risk to excavated soils at the sites. There was visible evidence of lead-based paint,
asbestos containing material, and treated wood at the Project Sites and several surfaces of each bridge are
suspected of containing lead-based paint. These materials would be removed and disposed of in accordance
with professionally prepared construction specifications and in accordance with federal, state, and local
regulations as part of the planned bridge demolition activities.
Project construction could also cause accidental release of hazardous materials such as a hazardous
materials spill or equipment leakage. In addition, the Project would remove existing striping that could
contain traces of lead. However, the Project contract specifications will require the Contractor to implement
BMPs such as hazardous materials spill management and regular maintenance of vehicles to minimize
potential impacts from accidental spills associated with Project construction or construction equipment.
The Contractor will also be required to submit a lead compliance plan for approval by CCCPWD for
potential lead in striping.
Demolition of the existing bridge will be performed in accordance with the Caltrans specifications
supplemented by CCCPWD standards modified to meet environmental permit requirements. All concrete
and other debris resulting from the demolition of the existing bridge and roadway will be removed from the
Project site and properly disposed of by the contractor. Prior to demolition, the contractor will be required
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to prepare and submit a bridge demolition plan including creek diversion and bypass details for review by
CCCPWD as well as other agencies as required by the environmental permits.
While the Project will not have long-term operational impacts, temporary impacts could occur during
construction. The disturbance will be limited in nature and potential for accidental release will be minimized
with implementation of Mitigation Measure HAZ -1.
Impact HAZ-1: Soil movement and bridge demolition activities could mobilize contaminants, including
lead-based paint and asbestos containing material, exposing construction workers, the general public,
and the environment.
Mitigation Measure HAZ-1:
1) The Bay Area Air Quality Management District will be notified through their Asbestos Notification
System prior to bridge demolition in compliance with the National Emissions Standards for
Hazards Air Pollutants (NESHAP).
2) Prior to any construction activities, a pre-demolition survey will be conducted at each bridge prior
to construction pursuant to federal National Emissions Standard for Hazardous Air Pollutants
regulations and Bay Area Air Quality Management District regulations. CCCPWD will also
prepare a lead-based paint survey pursuant to California Department of Public Health and
California Occupation and Health Administration regulations for lead in construction. The survey
will identify presence or absence of lead based paint or asbestos containing materials and make
recommendations for handling and disposal. Recommendations may include but are not limited to
handling and storage of lead based paint or asbestos during construction and health and safety plan
for workers.
Therefore, the Project would have a less than significant impact with mitigation incorporated.
c) Emit hazardous emissions or handle hazardous or acutely hazardous materials, substances, or
waste within one-quarter mile of an existing or proposed school? (No Impact)
There are no schools within one-quarter mile of the two Project Sites. Heritage High School and Adams
Middle School are closest schools and are located approximately 3.15 miles from Bridge 143 and 3.75 miles
from Bridge 145. Therefore, the Project would have no impact.
d) Be located on a site which is included on a list of hazardous materials sites compiled pursuant to
Government Code Section 65962.5 and, as a result, would it create a significant hazard to the
public or the environment? (Less Than Significant Impact)
The EnviroStor and GeoTracker databases were searched for both bridges. No sites of concern were
identified within 1 mile of either bridge location. The Department of Toxic Substances Control’s (DTSC’s)
EnviroStor database is an online search and Geographic Information System (GIS) tool for identifying sites
that have known contamination or sites for which there may be reasons to investigate further. It also
identifies facilities that are authorized to treat, store, dispose or transfer (TSDTF) hazardous waste. The
EnviroStor database includes the following site types: Federal Superfund sites (National Priority List); State
Response, including Military Facilities and State Superfund; Voluntary Cleanup; and School sites.
The Project is not located on a site that is included on a list of hazardous materials. No sites of concern
were identified within 1 mile of the Bridge 143 site. One Underground Storage Tank (UST) site was found
within a 1-mile vicinity of the Bridge 145 site. The UST site has the status of “Completed – Case Closed
CONTRA COSTA COUNTY PUBLIC WORKS MARSH CREEK ROAD BRIDGE REPLACEMENT 143 AND 145 PROJECT
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as of 2/4/2014.” The site is approximately 0.75 miles southeast of the Project Site and downstream of Marsh
Creek with groundwater flow to the northeast. The UST site is impacted for crude oil, and other petroleum
contaminants. The UST site is unlikely to present hazardous material risk for Bridge 145 due to the location
of the site being downstream from Marsh Creek and opposite flow of groundwater from the Project Site.
Therefore, the Project would have a less than significant impact.
e) For a project located within an airport land use plan or, where such a plan has not been adopted,
within two miles of a public airport or public use airport, would the project result in a safety hazard
or excessive noise for people residing or working in the project area? (No Impact)
The nearest airport to the Project is Byron Airport. Bridge 145 is located approximately 6.25 miles
northwest of the airport and Bridge 143 is located approximately 10.5 miles northwest of the airport. The
Project is not located within an Airport Influence area, which is defined as the area where aircraft as they
approach and depart the airport or fly within the traffic pattern (CCCALUC 2000). Therefore, the Project
would not result in a safety hazard or excessive noise for people residing or working in the Project area due
to the proximity of an airport. Therefore, the Project would have no impact.
f) Impair implementation of or physically interfere with an adopted emergency response plan or
emergency evacuation plan? (Less Than Significant Impact)
The Project would not impair implementation of or physically interfere with an adopted emergency
response plan or emergency evacuation plan in the short or long terms, including the Contra Costa County
Emergency Operations Plan (CCC 2015). Access for emergency vehicles would be provided at all times
during construction. The Project will not change the nature of the Project Site. Therefore, the Project would
have a less than significant impact.
g) Expose people or structures, either directly or indirectly, to a significant risk of loss, injury or
death involving wildland fires? (Less Than Significant Impact with mitigation)
The Project is located in an area designated as a moderate fire hazard seve rity zone (ABAG 2016).
Operationally, the Project proposes to replace existing bridges structures with new steel and concrete
bridges. These materials are not considered flammable and would not contribute to an increased risk due to
wildland fire. During construction, however, the Project would use heavy machinery that may lead to
sparks, which may trigger wildland fires.
Impact HAZ-2: The use of heavy machinery during construction could cause sparks which could
trigger wildland fires.
Mitigation Measure HAZ-2: During Project construction, staging and equipment/vehicle parking
areas shall be cleared of dead vegetation that could serve as fuel for combustion. Prior to removal,
a biologist shall survey the vegetation to avoid removal of ecologically sensitive vegetation. The
clearing shall include vegetation trimming within a few inches of the ground. No grading shall take
place as part of the vegetation clearing. Additionally, fire extinguishers will be kept on site. If work
is to be performed during the dry season, workers shall be informed of wildland fire risk and
measures to prevent it via brochures and worker awareness training.
The use of heavy machinery would be typical of most construction sites and temporary in nature. The risk
of wildland fires would be reduced with the implementation of wildland fire prevention Mitigation Measure
HAZ-2. Therefore, the Project would have a less than significant impact with mitigation incorporated.
CONTRA COSTA COUNTY PUBLIC WORKS MARSH CREEK ROAD BRIDGE REPLACEMENT 143 AND 145 PROJECT
April 2020 INITIAL STUDY/MITIGATED NEGATIVE DECLARATION
Project No.: 0662-6R4083 County CEQA No.:(CP# 15-41)
Page 53 of 89
X. HYDROLOGY AND WATER QUALITY
Potentially
Significant
Impact
Less Than
Significant
with
Mitigation
Incorporated
Less Than
Significant
Impact
No
Impact
Would the project:
a) Violate any water quality standards or waste
discharge requirements or otherwise substantially
degrade surface or ground water quality?
b) Substantially decrease groundwater supplies or
interfere substantially with groundwater recharge
such that the project may impede sustainable
groundwater management of the basin?
c) Substantially alter the existing drainage pattern
of the site or area, including through the
alteration of the course of a stream or river or
through the addition of impervious surfaces, in a
manner which would:
i) Result in substantial erosion or
siltation on- or off-site?
ii) Substantially increase the rate or
amount of surface runoff in a
manner which would result in
flooding on or offsite?
iii) Create or contribute runoff water
which would exceed the capacity of
existing or planned stormwater
drainage systems or provide
substantial additional sources of
polluted runoff?
iv) Impede or redirect flood flows?
d) In flood hazard, tsunami, or seiche zones, risk
release of pollutants due to project inundation?
e) Conflict with or obstruct implementation of a
water quality control plan or sustainable
groundwater management plan?
a) Violate any water quality standards or waste discharge requirements or otherwise substantially
degrade surface or ground water quality? (Less Than Significant Impact)
The Project is located within the Marsh Creek Watershed (WRECO 2019b). This watershed drains the east
side of Mount Diablo and portions of the Black Hills and eventually empties into the San Joaquin-
CONTRA COSTA COUNTY PUBLIC WORKS MARSH CREEK ROAD BRIDGE REPLACEMENT 143 AND 145 PROJECT
April 2020 INITIAL STUDY/MITIGATED NEGATIVE DECLARATION
Project No.: 0662-6R4083 County CEQA No.:(CP# 15-41)
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Sacramento River Delta. Marsh Creek is 34.6 miles long; the upper stretch flows northwards from Mount
Diablo through multiple canyons and valleys to Marsh Creek Reservoir (where it is impounded), and the
lower stretch is heavily channelized and flows through the City of Brentwood and Oakley and outfalls into
the Delta at Big Break Regional Shoreline. Marsh Creek flows under both existing bridges at the Project
Sites. Bridge 143 is located upstream from the Canada De Los Poblanos Valley and is surrounded on the
east and west by steep hills. Bridge 145 is 4.1 miles southeast of Bridge 143, where the valley widens out
around Bridge 145 as Marsh Creek flows into the Marsh Creek Reservoir. Marsh Creek is designated as an
impaired waterbody under the Federal Clean Water Act due to the presence of mercury and metals.
Both bridges are within a relatively rural, undeveloped area. There are no existing drainage systems within
the Project Sites. Runoff from the bridges and roadway discharges into existing pervious earthen ditches,
which convey the runoff to Marsh Creek, and in some areas sheet flows discharge into surrounding pervious
areas.
The construction of new impervious area can cause permanent impacts to water quality. New impervious
area prevents runoff from naturally dispersing and infiltrating into the ground, resulting in increased
concentrated flow. The Project is anticipated to create 1.21 acres of new impervious surface at Bridge 143
and 0.99 acres of new impervious surface at Bridge 145 because of the widening of the bridge deck, travel
lanes, and shoulders. Table 4, below, displays the disturbed soil area (DSA), existing, newly created, and
replaced impervious area for the Project Sites.
Table 4: Disturbed Soil Area and Existing/Added/Replaced Impervious Areas for the Project.
Water Quality Areas Bridge 143 Bridge 145
Disturbed Soil Area (DSA) 3.44 acres 3.29 acres
Existing Impervious Area 0.88 acres 0.71 acres
New Impervious Area 1.21 acres 0.99 acres
Replaced Impervious Area 0.51 acres 0.34 acres
New and Replaced Impervious Area 1.72 acres 1.33 acres
Source: WRECO, 2019c
The Project will not increase vehicular traffic on the roadway because it does not increase capacity.
However, as noted above, the Project would result in additional impervious area, which could increase the
amount of runoff not infiltrating into the ground. This non-infiltrated and concentrated runoff can result in
the direct discharge of sediment-laden flow from the roadway to receiving water bodies if not properly
stabilized and can increase pollutant loads by reducing the permeable area available for road runoff to
infiltrate into the ground. As shown in Table 4, the Project will result in approximately 2 acres of new
impervious surface.
This area of Contra Costa County is covered under the East Contra Costa County Municipal NPDES Permit
(Municipal Permit) issued by the Central Valley Regional Water Quality Control Board (CVRWQCB) on
September 23, 2010. Provision C.3 of the Municipal Permit addresses source control, site designs, and
stormwater treatment measures for new development and redevelopment projects. A Stormwater Control
Plan (Jacobs 2019) has been prepared to comply with Provision C.3 of the Municipal Permit. The
Stormwater Control Plan follows CCCPWD's Stormwater C.3 Guidebook (CCCWP 2017), including the
design of drainage and water treatment facilities. Drainage design features will be based on hydrologic and
hydraulic analysis to ensure existing drainage patterns and water quality standards are maintained. The
Project would use permeable materials to replace and construct new ditches as necessary to intercept runoff
from the roadway. Bioretention facilities will be constructed within these ditches to capture and treat water
volumes generated from the Project. Permeable ditches and use of dissipation pads where needed will allow
road runoff to infiltrate and reduce potential sediment and roadway pollutants from entering the creek. All
CONTRA COSTA COUNTY PUBLIC WORKS MARSH CREEK ROAD BRIDGE REPLACEMENT 143 AND 145 PROJECT
April 2020 INITIAL STUDY/MITIGATED NEGATIVE DECLARATION
Project No.: 0662-6R4083 County CEQA No.:(CP# 15-41)
Page 55 of 89
disturbed soil surfaces will be stabilized with a native seed mix once construction is complete which will
reduce potential for erosion and related sediment.
Provision C.2.e of the Municipal Permit addresses construction and maintenance of roads and other public
works in rural areas. The provision states that best management practices (BMPs) for erosion and sediment
control measures should be implemented for construction and maintenance activities on rural roads. The
provision also includes the following measures to minimize impacts on streams and wetlands: the design
of bridge crossings must use measures to reduce erosion, provide fish passage, and maintain natural stream
geomorphology in a stable manner. The design of the bridge crossings include rock stabilization at the
abutments which will reduce the erosive forces of water moving under the bridge, and any disturbed areas
of stream bank along Marsh Creek will be stabilized using a combination of methods such as erosion control
blankets, wattles, or other appropriate methods to stabilize the disturbed banks in the short-term. The
disturbed areas will also be seeded with a native seed mix to provide long-term protection against erosion
and revegetate the banks. The stream bed will remain an earthen bed and the existing bridge abutments will
be removed which will maintain the natural stream morphology to the extent feasible and allow a natural
low flow channel, important for fish passage, to develop.
Work within the creek would be subject to regulation by the United States Army Corps of Engineers
(USACE), the CVRWQCB, and the California Department of Fish and Wildlife (CDFW). Permits obtained
from these agencies will further address water quality impacts and would be adhered to. Permit conditions
are expected to include but not be limited to preparation of a Stormwater Pollution Prevention Plan
(SWPPP) as described below and additional conditions such as dewatering the creek during construction if
flows are present, work windows, and turbidity limits.
During construction, temporary impacts to surface water quality could occur from sediment-laden discharge
from disturbed soil areas or pollution laden discharge from storage or work areas. The Project would comply
with the provisions of the NPDES Construction General Permit, which will require a SWPPP be developed
and implemented for the Project. The SWPPP will identify the potential for construction related erosion
and sedimentation, accidental spills, and other potential construction related water quality impacts. The
SWPPP will identify BMPs to avoid and minimize this potential and will be approved by CCCPWD prior
to construction. (WRECO, 2019a & 2019b). Examples of BMPs include but are not limited to staging
equipment away from the creek, dust control, removing tracked out soil from the roadway, secondary
containment for liquid materials, rain event action plans, and stabilization of disturbed soils. Temporary
impacts are anticipated to be minimal with implementation of the SWPPP measures and BMPs.
The Project would not directly create wastewater discharge or degrade surface or ground water quality.
Drainage design features will be based on hydrologic and hydraulic analysis to ensure existing drainage
patterns and water quality standards are maintained (Jacobs 2019). Accidental releases could occur during
construction. However, as stated above, a SWPPP will be prepared for the Project and standard BMPs will
be implemented during construction activities to minimize sediment or pollutants from construction
activities from accidentally entering the creek. Therefore, the Project would have a less than significant
impact.
b) Substantially decrease groundwater supplies or interfere substantially with groundwater recharge
such that the project may impede sustainable groundwater management of the basin? (No Impact)
The Project would not affect groundwater supply. The Project is not located within a groundwater basin
and is not listed for groundwater recharge as a beneficial use. There are no anticipated impacts on local
aquifers and groundwater volumes. Therefore, the Project would have no impact.
CONTRA COSTA COUNTY PUBLIC WORKS MARSH CREEK ROAD BRIDGE REPLACEMENT 143 AND 145 PROJECT
April 2020 INITIAL STUDY/MITIGATED NEGATIVE DECLARATION
Project No.: 0662-6R4083 County CEQA No.:(CP# 15-41)
Page 56 of 89
c) Substantially alter the existing drainage pattern of the site or area, including through the alteration
of the course of a stream or river or through the addition of impervious surfaces, in a manner which
would:
i) Result in substantial erosion or siltation on- or off-site? (Less Than Significant Impact)
Section X.a, above, describes the potential impacts associated with increased impervious
surface coverage. The Project would widen the roadway to accommodate a wider lanes and
shoulders, resulting in an incremental increase in impervious surface coverage at the two sites.
An increase in impervious area could modify Marsh Creek's hydrographs by increasing the
flow volumes and rates and peak durations from the loss of unpaved overland flow and native
infiltration (hydromodification). The increase in impervious surface, however, is limited to a
strip along the roadway and the majority of the surrounding land would continue to be
pervious. Most roadway run off would be conveyed to pervious roadside ditches and potential
biofiltration systems before reaching Marsh Creek, which would allow infiltration and
percolation similar to the existing condition. Changes to the existing hydrograph are expected
to be minimal (WRECO 2019b). BMPs for erosion and sediment control as identified in
Section X.a will be implemented during construction of the Project. Impacts of erosion on
receiving waters are also expected to be minimal (WRECO 2019b). Therefore, the Project
would have a less than significant impact.
ii) Substantially increase the rate or amount of surface runoff in a manner which would result in
flooding on or offsite? (Less Than Significant Impact)
As described above in (i), the Project would introduce wider lanes and shoulders which would
result in an increase in impervious surface as compared to existing conditions. However,
following construction, the general drainage patterns would remain unchanged. The area
surrounding the bridges and roadway is largely undeveloped and pervious which would not
change as a result of the Project. Further the bridge itself would be wider between the
abutments than the existing condition thus reducing the constriction point that occurs with
bridge crossings resulting in less potential for water to overtop the bridge during heavy storms.
As discussed previously new ditches will be pervious allowing water to infiltrate as it does
currently. For these reasons the Project would not result in significant changes to drainage
patterns or result in an increased flooding impact. Therefore, the Project would have a less
than significant impact.
iii) Create or contribute runoff water which would exceed the capacity of existing or planned
stormwater drainage systems or provide substantial additional sources of polluted runoff?
(Less Than Significant Impact)
The Project will not create or contribute runoff water that would exceed the capacity of the
existing or planned drainage system in the area. The Project is located in an undeveloped area
without a drainage system. Stormwater from the Project Site flows primarily over permeable
ditches and discharges into Marsh Creek. Roadside ditches and biofiltration systems would be
constructed as part of the Project and sized to accommodate anticipated storm flows.
As previously discussed, the Project would widen the roadway and result in an incremental
increase in the amount of impervious surface coverage at the two sites. However, no new lanes
of traffic would be added and therefore new sources of pollution would not be introduced.
Appropriate authorizations related to water quality would be obtained from regulatory
agencies prior to construction, as described in Section X.a. The bridge would be constructed
CONTRA COSTA COUNTY PUBLIC WORKS MARSH CREEK ROAD BRIDGE REPLACEMENT 143 AND 145 PROJECT
April 2020 INITIAL STUDY/MITIGATED NEGATIVE DECLARATION
Project No.: 0662-6R4083 County CEQA No.:(CP# 15-41)
Page 57 of 89
to current design standards and Project construction would implement BMPs during
construction to avoid adverse impacts to the drainage area. Therefore, the Project would have
a less than significant impact.
iv) Impede or redirect flood flows? (Less Than Significant Impact)
The existing bridge structures at the two sites constrict Mash Creek, resulting in flood water
backing up and inundating the undersides of the two bridges during heavy rain events. The
new bridge structures would be constructed with wider span between the abutments to allow
more water to travel under the bridges during high flow events. The new bridges would
provide adequate freeboard – the space required between the bottom of the bridges and flood
waters to meet safety standards. In addition, the Project does not substantially increase the
amount of impervious surface; thus, the existing drainage patterns would be maintained in its
current condition and would not impede or redirect flood flows. Therefore, the Project would
have a less than significant impact.
d) In flood hazard, tsunami, or seiche zones, risk release of pollutants due to project inundation?
(Less Than Significant Impact)
The Project involves the replacement of two existing bridges over Marsh Creek on relatively flat land. No
enclosed large surface water bodies, which might be subject to potential impacts from seiches or tsunamis,
are located in the vicinity of the Project Sites. According to the Federal Emergency Management Agency’s
(FEMA) Flood Insurance Rate Map (FIRM), Marsh Creek Road over Marsh Creek is within the Special
Flood Hazard Area (SFHA) Zone A, which represents areas subject to flooding by the 100-year flood event.
The Project would not result in an increased flooding risk, however, because the new bridge structures
would be constructed with wider span between the abutments to allow more water to travel under the
bridges during high flow events. The Project would reduce potential floods to escape the channel banks
(WRECO 2019a). Therefore, the Project would have a less than significant impact.
e) Conflict with or obstruct implementation of a water quality control plan or sustainable
groundwater management plan? (Less Than Significant Impact)
This Project is located between the City of Clayton, within the unincorporated area of Antioch, and
Brentwood, in Contra Costa County. This area of Contra Costa County is within the limits of the Central
Valley RWQCB, which established the Water Quality Control Plan (Basin Plan) for the California Regional
Water Quality Control Board Central Valley Region: The Sacramento River Basin and the San Joaquin
River Basin (CVRWQCB 2018).
The Basin Plan identifies general water quality objectives for inland surface waters . Generally, roadway
runoff can contain the following pollutants: total suspended solids, nitrate nitrogen, total Kjeldahl nitrogen,
phosphorus, ortho-phosphate, copper, lead, and zinc. The primary pollutants associated with transportation
corridors are heavy metals associated with vehicle tire and brake wear, oil and grease, and exhaust
emissions. These sources of pollutants are anticipated to be negligible because the Project would not
increase capacity of the road. Further, the Project construction would implement source controls (such as
limiting construction access routes, stabilization of areas denuded by construction, and sediment control)
to prevent stormwater runoff pollutants from discharging into Marsh Creek.
The Basin Plan lists the following beneficial uses for Marsh Creek and its tributaries: warm freshwater
habitat, wildlife habitat, rare, threatened, or endangered species, and commercial and sport fishing. Potential
beneficial uses of Marsh Creek include water contact and non-contact recreation. Increased stormwater
CONTRA COSTA COUNTY PUBLIC WORKS MARSH CREEK ROAD BRIDGE REPLACEMENT 143 AND 145 PROJECT
April 2020 INITIAL STUDY/MITIGATED NEGATIVE DECLARATION
Project No.: 0662-6R4083 County CEQA No.:(CP# 15-41)
Page 58 of 89
runoff from new impervious area could degrade the beneficial use for commercial and sport fishing at
Marsh Creek. However, as discussed in Section X.a, this impact would be minimal due to design criteria
that will maintain drainage patterns and infiltration. Based on the above, the Project would not conflict or
obstruct implementation of a water quality control plan or sustainable groundwater management plan.
Therefore, the Project would have a less than significant impact.
______________________
CONTRA COSTA COUNTY PUBLIC WORKS MARSH CREEK ROAD BRIDGE REPLACEMENT 143 AND 145 PROJECT
April 2020 INITIAL STUDY/MITIGATED NEGATIVE DECLARATION
Project No.: 0662-6R4083 County CEQA No.:(CP# 15-41)
Page 59 of 89
XI. LAND USE AND PLANNING
Potentially
Significant
Impact
Less Than
Significant
with
Mitigation
Incorporated
Less Than
Significant
Impact
No
Impact
Would the project:
a) Physically divide an established community?
b) Cause a significant environmental impact due to
a conflict with any land use plan, policy, or
regulation adopted for the purpose of avoiding
or mitigating an environmental effect?
a) Physically divide an established community? (Less Than Significant Impact)
The physical division of an established community typically refers to the construction of a physical feature
(such as an interstate highway or railroad tracks) or removal of a means of access (such as a local road or
bridge) that would impair mobility within an existing community, or between a community and an outlying
area. The Project involves the replacement of two existing bridges on Marsh Creek Road and would not
physically divide a community. In addition, access would remain at the two bridges during construction.
Therefore, the Project would have a less than significant impact.
b) Cause a significant environmental impact due to a conflict with any land use plan, policy, or
regulation adopted for the purpose of avoiding or mitigating an environmental effect (Less Than
Significant Impact)
The proposed Project does not conflict with any applicable land use plan, policy or regulation. The Project
is consistent with the Transportation and Circulation Element goals and policies of the County General Plan
including (Contra Costa County 2005a):
• Roadway and Transit Goal #5-A: To provide a safe, efficient and balanced transportation system.
o Consistency: The Project would replace the existing bridges to bring them up to current
safety design standards, improving safety of the roadway.
• Roadway and Transit Goal #5-K: To provide basic accessibility to all residents, which includes
access to emergency services, public services and utilities, health care, food and clothing, education
and employment, mail and package distribution, freight delivery, and a certain amount of social
and recreational activities.
o Consistency: The Project would replace existing structurally deficient bridges to ensure
transportation access through Marsh Creek is maintained for all residents.
• Roadway and Transit Policy #5-9: Existing circulation facilities shall be improved and maintained
by eliminating structural and geometric design deficiencies.
o Consistency: The purpose of the Project is to eliminate design deficiencies of the existing
bridges.
• Roadway and Transit Policy #5-17: Emergency response vehicles shall be accommodated in
development project design.
CONTRA COSTA COUNTY PUBLIC WORKS MARSH CREEK ROAD BRIDGE REPLACEMENT 143 AND 145 PROJECT
April 2020 INITIAL STUDY/MITIGATED NEGATIVE DECLARATION
Project No.: 0662-6R4083 County CEQA No.:(CP# 15-41)
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o Consistency: Emergency response vehicles will have access through the Project at all
times.
• Roadway and Transit Policy #5-34: Appropriate buffers, such as soundwalls, bermed
embankments, depressed alignments, and open space areas along major transportation facilities,
shall be provided adjacent to noise sensitive land uses.
o Consistency: See Section XIII, Noise. There Project will not result in operational increases
of noise, and temporary noise from construction will be mitigated through NOI-1.
• Scenic Routes Policy #5-47: Scenic corridors shall be maintained with the intent of protecting
attractive natural qualities adjacent to various roads throughout the county.
o Consistency: See Section I, Aesthetics. The Project will have a less than significant impact
on scenic vistas or resources, nor will it damage the existing visual character of the site or
its surroundings.
• Scenic Routes Policy #5-49: Scenic views observable from scenic routes shall be conserved,
enhanced, and protected to the extent possible.
o Consistency: See Section I.a, Aesthetics. The Project will have a less than significant on
scenic vistas.
CCCPWD has an adopted Habitat Conservation Plan/Natural Community Conservation Plan (HCP/NCCP).
As described in Section IV, Biological Resources, the Project is a covered activity under the under 2.3.2
Rural Infrastructure Projects, Bridge Replacement, Repair or Retrofit and would comply with all terms of
the HCP/NCCP permit requirements.
The Project would not conflict with any land use plan, policy, or regulation adopted for the purpose of
avoiding or mitigating an environmental effect. Therefore, the Project would have a less than significant
impact.
______________________
CONTRA COSTA COUNTY PUBLIC WORKS MARSH CREEK ROAD BRIDGE REPLACEMENT 143 AND 145 PROJECT
April 2020 INITIAL STUDY/MITIGATED NEGATIVE DECLARATION
Project No.: 0662-6R4083 County CEQA No.:(CP# 15-41)
Page 61 of 89
XII. MINERAL RESOURCES
Potentially
Significant
Impact
Less Than
Significant
with
Mitigation
Incorporated
Less Than
Significant
Impact
No
Impact
Would the project:
a) Result in the loss of availability of a known
mineral resource that would be of value to the
region and the residents of the state?
b) Result in the loss of availability of a locally
important mineral resource recovery site
delineated on a local general plan, specific plan
or other land use plan?
a) Result in the loss of availability of a known mineral resource that would be of value to the region
and the residents of the state? (No Impact)
Mineral resources such as crushed rock, sand, and other resources, are important minerals in the region as
they provide the necessary components for construction materials including asphalt and concrete for current
and future development in the region. The most important mineral resources that are currently mined in the
County include diabase near Mt. Zion on the north side of Mt. Diablo, which provides crushed rock
primarily for roadbase and streambank stabilizations; domengine sandstone, located in the eastern portion
of the County just south of Camino Diablo and east of Vasco Road in the Byron area, which is the sole
deposit in the state; and shale in the Port Costa area, which has been designated for protection by the County
General Plan (Contra Costa County 2005b). However, there are no mapped mineral resource areas near the
Project. Therefore, the Project would have no impact.
b) Result in the loss of availability of a locally important mineral resource recovery site delineated
on a local general plan, specific plan or other land use plan?(No Impact)
There are no mapped mineral resource areas near the Project. Therefore, the Project would have no impact.
______________________
CONTRA COSTA COUNTY PUBLIC WORKS MARSH CREEK ROAD BRIDGE REPLACEMENT 143 AND 145 PROJECT
April 2020 INITIAL STUDY/MITIGATED NEGATIVE DECLARATION
Project No.: 0662-6R4083 County CEQA No.:(CP# 15-41)
Page 62 of 89
XIII. NOISE
Potentially
Significant
Impact
Less Than
Significant
with
Mitigation
Incorporated
Less Than
Significant
Impact
No
Impact
Would the project result in:
a) Generation of a substantial temporary or
permanent increase in ambient noise levels in
the vicinity of the project in excess of
standards established in the local general plan
or noise ordinance, or applicable standards of
other agencies?
b) Generation of excessive groundborne vibration
or groundborne noise levels?
c) For a project located within the vicinity of a
private airstrip or an airport land use plan or,
where such a plan has not been adopted, within
two miles of a public airport or public use
airport, would the project expose people
residing or working in the project area to
excessive noise levels?
a) Generation of a substantial temporary or permanent increase in ambient noise levels in the vicinity
of the project in excess of standards established in the local general plan or noise ordinance, or
applicable standards of other agencies? (Less Than Significant with Mitigation Incorporated)
Contra Costa County does not have a noise ordinance and therefore, does not specify operational or
construction noise level limits. The Noise Element of the General Plan does specify that construction
activities shall be concentrated during the hours of the day that are not noise-sensitive for adjacent land
uses and should be commissioned to occur during normal work hours of the day to provide relative quiet
during the more sensitive evening and early morning period (Contra Costa County 2005e). Work may occur
outside of these times with County approval. Implementation of NOISE-1a, as described below, complies
with the Noise Element.
Project Land Use Compatibility. Noise-sensitive receptors nearest to the Project Sites include
residences near Bridge 143 and an equestrian center near Bridge 145. Locations and distances from these
receptors to the Project Sites are provided in Table 5, below. The Project Sites are located in rural,
predominantly agricultural (grazing) areas. As such, ambient noise levels are less than in a more urban
environment, and primarily stem from vehicular traffic along Marsh Creek Road. Based on the traffic noise
contours provided in the Noise Element of the County General Plan, the traffic noise level of Marsh Creek
Road between Clayton and Deer Valley Road, where Bridge 143 is located, is estimated to be 65 dBA,
which is within the typical hourly noise level range (60 to 65 dBA) for suburban arterial roadways. Traffic
noise levels on Marsh Creek Road between Deer Valley Road and Camino Diablo Road, where Bridge 145
is located, is estimated to be 64 dBA, which is also within the typical noise level range (60 to 65 dBA) for
suburban arterial roadways.
CONTRA COSTA COUNTY PUBLIC WORKS MARSH CREEK ROAD BRIDGE REPLACEMENT 143 AND 145 PROJECT
April 2020 INITIAL STUDY/MITIGATED NEGATIVE DECLARATION
Project No.: 0662-6R4083 County CEQA No.:(CP# 15-41)
Page 63 of 89
Table 5: Nearby Receptors Sensitive to Noise.
Sensitive
Receiver
Approximate Distance of Receiver
from the Bridge and Potential
Staging Area
Shielding Proposed
Changes
in
Shielding
Ground Surface
between Roadway and
Receiver
Marsh Creek Road Bridge 143
Clayton Palms
Community
Housing
1,400 feet northeast of Bridge 143
and 690 feet from closest potential
staging area. This housing is
shielded from noise by existing
curves in the road and vegetation.
Landscape
trees & Native
trees
None Landscape trees &
Native trees
Residence 1
1,000 feet from Bridge 143 and 500
feet from closest potential staging
area. Residence is elevated from
Marsh Creek Road and shielded by
trees and vegetation.
Landscape
trees & Native
trees
None Landscape trees &
Native trees
Residence 2
700 feet from Bridge 143 and 630
feet from closest potential staging
area. Residence is elevated from
Marsh Creek Road and shielded by
trees and vegetation.
Landscape
trees & Native
trees
None Landscape trees &
Native trees & paved
parking lot
Residence 3 1,100 feet from Bridge 143 and 450
feet from closest potential staging
area. Residence is elevated from
Marsh Creek Road and shielded by
trees and vegetation.
Landscape
trees & Native
trees
None Landscape trees &
Native trees
Marsh Creek Road Bridge 145
Equestrian Center 3,000 feet from Bridge 145 and
3,100 feet from potential staging
area.
Landscape
trees & Native
trees
None Landscape trees &
Native trees
Operational Impacts. The Project would not increase capacity of the Marsh Creek Road and no
significant changes to topography would occur as part of the Project. Roadway and bridge realignments
would not result in increased capacity at the two sites. The new roadway alignments and bridge
replacements would result in small changes (increases and decreases) in the distance of the roadway from
nearby receptors, although changes in operational noise would be negligible due to limited change in the
alignments and distance to receptors.
Construction Impacts. It is anticipated that the proposed Project would use standard construction
equipment, which includes but is not limited to: excavators, graders, scrapers, loaders, sweepers/scrubbers,
plate compactors, vibratory compactors, rollers, backhoes, cranes, drill rigs, casing oscillator, concrete
pump trucks, generators, water trucks, storage/sedimentation tanks, and pavers. Table 6 summarizes the
typical noise levels produced by construction equipment commonly used on road construction projects.
CONTRA COSTA COUNTY PUBLIC WORKS MARSH CREEK ROAD BRIDGE REPLACEMENT 143 AND 145 PROJECT
April 2020 INITIAL STUDY/MITIGATED NEGATIVE DECLARATION
Project No.: 0662-6R4083 County CEQA No.:(CP# 15-41)
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Table 6 Construction Noise Equipment.
The Project would result in an increase in ambient noise associated with Project construction. However,
these impacts would be short-term and temporary in nature. In general, construction equipment generates
noise levels ranging from approximately 74 to 90 dBA at 50 feet from the noise source, with higher levels
up to 101 dBA for less typical equipment such as pile drivers and rock drills (USDOT 2006). Construction
activities for this Project would fall within a typical range between 74 to 90 dBA at 50 feet. Noise produced
by construction equipment would be reduced over distance at a rate of about 6 dBA per doubling of distance
(FTA 2006). The nearest sensitive receptor is 450 feet away from the closest staging area. Using 90 dBA
this would result in an approximate noise level of less than 72 dBA at the nearest sensitive receptor. The
guidelines of the Noise Element of the General Plan state that for the low density residential land use
category, the range of community noise exposure is conditionally acceptable between 55 – 70 dBA. While
the approximate noise level to the nearest sensitive receiver is slightly above 70 dBA, this is based on the
closest extent of a proposed staging area. The equipment would be operated at a further distance towards
the roadway and bridge. Noise would be intermittent and cease once Project construction is complete.
Additionally, there is a dense grove of mature trees between the receiver and the Project footprint which
would further shield the noise. Mitigation Measures will be implemented as described below.
The Project will have construction impacts caused by an increase in ambient noise associated with Project
construction. These impacts, however, would be short-term and temporary in nature and are similar to
current noise levels at nearby sensitive receivers. The Resident Engineer shall approve the work and will
be available to address any noise concerns during all construction activities. Implementation of Mitigation
Measures NOISE-1a and NOISE-1b would reduce this short-term construction period noise impact to a
less than significant level.
Impact NOI-1: Development of the Project will result in a temporary increase in ambient noise levels
during Project construction.
Mitigation Measure NOI-1a:
Construction activities shall be limited to non-sensitive hours for adjacent land uses (generally between
7:00 a.m. to 6:00 p.m.), consistent with the Contra Costa County General Plan Noise Element. If work
is necessary outside of these hours, the CCCPWD shall both approve the extended work hours and the
Project construction contractor/Resident Engineer will be available to address any noise concerns
during construction.
Equipment Typical Noise Level (dBA at 50 feet from source)
Large Rotary drilling machine 79
Excavator 81
Concrete Mixer 85
Backhoe 80
Bulldozers 85
Compactor 82
Generator 81
Heavy Trucks 88
Roller 74
Paver 89
Jack Hammer 88
Source: Federal Transit Administration 2006.
CONTRA COSTA COUNTY PUBLIC WORKS MARSH CREEK ROAD BRIDGE REPLACEMENT 143 AND 145 PROJECT
April 2020 INITIAL STUDY/MITIGATED NEGATIVE DECLARATION
Project No.: 0662-6R4083 County CEQA No.:(CP# 15-41)
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Mitigation Measure NOI-1b:
The Project contractor shall employ the following noise-reducing practices during Project construction:
1. Require all construction equipment to conform to Section 14-8.02 Noise Control, of the latest
Caltrans Standard Specifications. This requires all internal combustion engine driven
equipment to be equipped with intake and exhaust mufflers that are in good condition and
appropriate for the equipment.
2. Utilize ‘quiet’ air compressors and other ‘quiet’ equipment where such technology exists.
3. Locate equipment staging in areas that would create the greatest possible distance between
construction-related noise sources and noise-sensitive receptors nearest the active Project site
during all Project construction.
4. Provide notification to the adjacent noise-sensitive receptors including the anticipated
construction schedule and contact number for a County representative who can address noise
complaints.
b) Generation of excessive groundborne vibration or groundborne noise levels? (Less Than
Significant Impact)
Excessive ground borne vibration from construction activities results from equipment such as pile drivers,
which would not be used to construct the Project. As an alternative to reduce noise and vibrations compared
to driven piles, cast-in-drilled hole shafts would be used. Some ground borne vibration may result from
construction but would not be excessive based on the types of construction equipment that would be used
and would be short term in nature. Therefore, Project impacts would be less than significant.
c) For a project located within the vicinity of a private airstrip or an airport land use plan or, where
such a plan has not been adopted, within two miles of a public airport or public use airport, would
the project expose people residing or working in the project area to excessive noise levels?(No
Impact)
The Project is not located within an airport land use plan or within two miles of a public use or private
airport. Therefore, the Project would have no impact.
______________________
CONTRA COSTA COUNTY PUBLIC WORKS MARSH CREEK ROAD BRIDGE REPLACEMENT 143 AND 145 PROJECT
April 2020 INITIAL STUDY/MITIGATED NEGATIVE DECLARATION
Project No.: 0662-6R4083 County CEQA No.:(CP# 15-41)
Page 66 of 89
XIV. POPULATION AND HOUSING
Potentially
Significant
Impact
Less Than
Significant
with
Mitigation
Incorporated
Less Than
Significant
Impact
No
Impact
Would the project:
a) Induce substantial unplanned population
growth in an area, either directly (e.g., by
proposing new homes and businesses) or
indirectly (e.g., through extension of roads or
other infrastructure)?
b) Displace substantial numbers of existing
people or housing, necessitating the
construction of replacement housing
elsewhere?
a) Induce substantial unplanned population growth in an area, either directly (e.g., by proposing
new homes and businesses) or indirectly (e.g., through extension of roads or other
infrastructure)? (No Impact)
b) b) Displace substantial numbers of existing people or housing, necessitating the construction
of replacement housing elsewhere? (No Impact)
The Project does not include new homes or businesses that could directly induce population growth. The
Project would not displace any existing housing; as such, no replacement housing is necessary. The Project
would not increase the capacity of the roadway and involves the replacement of two bridges on Marsh
Creek Road to current design standards. Minor storm drainage modifications are required to accommodate
the adjusted bridge and roadway alignments. No other infrastructure is proposed that could indirectly induce
population growth. Therefore, the Project would have no impact.
______________________
CONTRA COSTA COUNTY PUBLIC WORKS MARSH CREEK ROAD BRIDGE REPLACEMENT 143 AND 145 PROJECT
April 2020 INITIAL STUDY/MITIGATED NEGATIVE DECLARATION
Project No.: 0662-6R4083 County CEQA No.:(CP# 15-41)
Page 67 of 89
XV. PUBLIC SERVICES
Potentially
Significant
Impact
Less Than
Significant
With
Mitigation
Incorporated
Less Than
Significant
Impact
No
Impact
Would the project:
a) Would the project result in substantial adverse
physical impacts associated with the provision
of new or physically altered governmental
facilities, need for new or physically altered
governmental facilities, the construction of
which could cause significant environmental
impacts, in order to maintain acceptable
service ratios, response times or other
performance objectives for any of the public
services:
I. Fire Protection?
II. Police Protection
III. Schools?
IV. Parks?
V. Other public facilities?
a) Would the project result in substantial adverse physical impacts associated with the provision of
new or physically altered governmental facilities, need for new or physically altered governmental
facilities, the construction of which could cause significant environmental impacts, in order to
maintain acceptable service ratios, response times or other performance objectives for any of the
public services: fire protection, police protection, schools, parks, and other public facilities?(No
Impact)
The East Contra Costa Fire Protection District provides fire protection services and emergency services to
the Marsh Creek area and the Contra Costa County Sheriff’s Department provides general public safety and
law enforcement services in unincorporated areas of Contra Costa County (Contra Costa County 2005d).
The Project is located in the Mount Diablo Unified School District (MDUSD 2018).
The Project would not result in population growth, nor does it propose land uses that increase demand on
police and fire services, as such the Project would not impact service ratios, response times or other
performance objectives for fire protection, police protection, schools, parks, or other public facilities.
Emergency vehicles would have access through the Project Site at all times. The Project would not result
in new development that could increase demand on public services and therefore would not necessitate the
construction of new facilities or the alteration of facilities that could result in environmental impac ts.
Therefore, the Project would have no impact.
____________________
CONTRA COSTA COUNTY PUBLIC WORKS MARSH CREEK ROAD BRIDGE REPLACEMENT 143 AND 145 PROJECT
April 2020 INITIAL STUDY/MITIGATED NEGATIVE DECLARATION
Project No.: 0662-6R4083 County CEQA No.:(CP# 15-41)
Page 68 of 89
XVI. RECREATION
Potentially
Significant
Impact
Less Than
Significant
with
Mitigation
Incorporated
Less Than
Significant
Impact
No
Impact
Would the project:
a) Would the project increase the use of existing
neighborhood and regional parks or other
recreational facilities such that substantial
physical deterioration of the facility would
occur or be accelerated?
b) Does the project include recreational facilities
or require the construction or expansion of
recreational facilities which might have an
adverse physical effect on the environment?
a) Would the project increase the use of existing neighborhood and regional parks or other
recreational facilities such that substantial physical deterioration of the facility would occur or be
accelerated? (Less Than Significant Impact)
The Project does not include new development that could increase the use of existing parks or recreational
facilities that could result in substantial physical deterioration of facilities. However, construction of Bridge
145 would require the permanent right-of-way acquisition of an estimated 0.65 acres of Marsh Creek State
Park (2,451 acre parcel) along the north side of Marsh Creek Road. The area required for the proposed
right-of-way would not displace any current park facilities (trails, campsites, historic sites), and it amounts
to less than 0.02 percent of the parcel and is located over a mile from the main area of the park near a
southern gate. Therefore, the Project would have a less than significant impact.
b) Does the project include recreational facilities or require the construction or expansion of
recreational facilities which might have an adverse physical effect on the environment? (No
Impact)
As noted above, the Project does not include new development that could require construction of existing
recreational facilities. Therefore, the Project would have no impact.
______________________
CONTRA COSTA COUNTY PUBLIC WORKS MARSH CREEK ROAD BRIDGE REPLACEMENT 143 AND 145 PROJECT
April 2020 INITIAL STUDY/MITIGATED NEGATIVE DECLARATION
Project No.: 0662-6R4083 County CEQA No.:(CP# 15-41)
Page 69 of 89
XVII. TRANSPORTATION
Potentially
Significant
Impact
Less Than
Significant
with
Mitigation
Incorporated
Less Than
Significant
Impact
No
Impact
Would the project:
a) Conflict with a program plan, ordinance or
policy addressing the circulation system,
including transit, roadway, bicycle and
pedestrian facilities?
b) Would the project conflict or be inconsistent
with CEQA Guidelines section 15064.3(b)?
c) Substantially increase hazards due to a
geometric design feature (e.g., sharp curves or
dangerous intersections) or incompatible uses
(e.g., farm equipment)?
d) Result in inadequate emergency access?
a) Conflict with a program plan, ordinance or policy addressing the circulation system, including
transit, roadway, bicycle and pedestrian facilities? (Less Than Significant Impact)
The Contra Costa Transportation Authority (CCTA) functions as the County’s principal transportation
planning agency and Congestion Management Agency. The applicable plans adopted by CCTA are the
2017 Update of the Contra Costa Congestion Management Program (CCTA 2017) and the 2018
Countywide Bike and Pedestrian Plan (CCTA 2018). In addition, the Transportation and Circulation
Element of the County General Plan includes transportation goals and policies (Contra Costa County
2005a).
Marsh Creek Road is a narrow, two-lane rural arterial road that is widely used by commuters as an alternate
to SR-4. The Average Daily Traffic (ADT) on Marsh Creek Road, where Bridge 145 is located, is 4,700.
The ADT on the segment of Marsh Creek Road where Bridge 143 is located is 5,600 (CCCPWD 2018).
The road winds through a series of tight turns in rolling terrain, serving as a vital transportation link between
Central and East Contra Costa County for passenger vehicles, heavy trucks, and vehicles with trailers.
The Project does not include elements that would increase traffic on local roadways (for example,
residential or commercial construction). Changes to the roadway are limited to bridge replacement and
minor roadway realignment (approximately 45 to 50 feet to the northwest) at two locations on Marsh Creek
Road in order to bring the two bridges up to current design standards. This would not substantially change
the configuration of the road or increase capacity. As such, the Project will not conflict with plan s,
ordinances or policies that establish measures of effectiveness for roadway performance.
According to the Countywide Bicycle and Pedestrian Plan, a low stress bikeway has been proposed for
Marsh Creek Road. The bikeway represents corridors and general connections intended to create a regional
backbone for the bicycle network rather than specific suggested alignments. The plan also acknowledges
that local jurisdictions and agencies would have to identify what low stress facilities would be most
appropriate (CCCTA 2018). The replacement bridges would not be designated as a bicycle facility,
CONTRA COSTA COUNTY PUBLIC WORKS MARSH CREEK ROAD BRIDGE REPLACEMENT 143 AND 145 PROJECT
April 2020 INITIAL STUDY/MITIGATED NEGATIVE DECLARATION
Project No.: 0662-6R4083 County CEQA No.:(CP# 15-41)
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however, the widened shoulders would be an improvement over the existing condition and not conflict with
this plan.
The Contra Costa County Department of Conservation and Development has initiated a feasibility study to
evaluate a bicycle facility along Marsh Creek Road to address improvements in the future. The Marsh Creek
Corridor Multi-Use trail is proposed to complete a non-motorized corridor along Marsh Creek Road
between the City of Clayton and the City of Brentwood. The Bridge 143 site is located in the proposed
Marsh Creek Corridor. Any alignments of a multi-use trail in the corridor would not be determined until
several years after the completion of the Project. Additionally, the East Bay Regional Park District plans to
complete one of the gaps in the multi-use trail by extending the Marsh Creek trail through the City of
Brentwood to the Round Valley Regional Preserve. The Bridge 145 site is located in this stretch. The
preferred alignment of the multi-use trail near the Project area is to the north of Bridge 145 and parallel to
Marsh Creek Road. The alignment of Bridge 145 would be shifted to the north, but not conflict with the
proposed trail location which would be completed after the bridge is replaced. The purpose of the Project
is to replace the existing bridges to meet safety standards, and this would not preclude future plans for
multi-use trails in the area.
There are no public transit or school bus routes along Marsh Creek Road between Clayton and the
Brentwood area and therefore no public transit routes would be affected.
The new bridges would be constructed off the existing alignments, therefore a minimum of two 10-foot
wide traffic lanes, one for each direction, would be maintained during construction with only brief lane
closures. Temporary traffic controls may be necessary for certain operations and standard traffic control
measures would be employed.
As such, the Project would not conflict with plans, ordinances or policies that establish measures of
effectiveness for roadway performance. For the reasons stated above, the Project does not conflict with
applicable plans. Therefore, the Project would have a less than significant impact.
b) Would the project conflict or be inconsistent with CEQA Guidelines section 15064.3(b)? (Less
Than Significant Impact)
According to CEQA Guidelines Section 15064.3 (b) (2), transportation projects that reduce, or have no
impact on, vehicle miles traveled should be presumed to cause a less than significant transportation impact.
The Project involves the replacement of two existing bridges and would not increase the capacity of the
bridges or roadways and would therefore, not increase vehicle miles traveled. Therefore, the Project would
have a less than significant impact.
c) Substantially increase hazards due to a geometric design feature (e.g., sharp curves or dangerous
intersections) or incompatible uses (e.g., farm equipment)? (Less Than Significant Impact)
The Project would not increase hazards due to a design feature as the purpose of the Project is to replace
two bridges on Marsh Creek Road by bringing them up to current design standards. More specifically, the
Project would realign the roadway approaches to reduce curves and provide wider shoulders for vehicle
recovery at both bridges. During construction, the Project contract specifications will require the contractor
to implement measures to minimize potential construction impacts. Measures would include advance
notification on portable message signs in the Project vicinity and advance notification to local residents and
emergency response services prior to construction; posting 25 mph work zones; and standard traffic control.
CONTRA COSTA COUNTY PUBLIC WORKS MARSH CREEK ROAD BRIDGE REPLACEMENT 143 AND 145 PROJECT
April 2020 INITIAL STUDY/MITIGATED NEGATIVE DECLARATION
Project No.: 0662-6R4083 County CEQA No.:(CP# 15-41)
Page 71 of 89
Emergency vehicles would have access at all times. Therefore, the Project would have a less than significant
impact.
d) Result in inadequate emergency access? (Less Than Significant Impact)
Construction of the proposed Project may disrupt traffic through the Project areas during construction at
the two sites. However, no full detours are anticipated and the bridges would be constructed off the existing
alignments. Temporary traffic controls may be necessary for certain operations but with a minimum of two
10-foot wide traffic lanes, one for each direction, maintained during construction with only brief lane
closures. Standard traffic control measures will be employed and emergency vehicles and private property
owners will have access at all times. Therefore, the Project would have a less than significant impact.
______________________
CONTRA COSTA COUNTY PUBLIC WORKS MARSH CREEK ROAD BRIDGE REPLACEMENT 143 AND 145 PROJECT
April 2020 INITIAL STUDY/MITIGATED NEGATIVE DECLARATION
Project No.: 0662-6R4083 County CEQA No.:(CP# 15-41)
Page 72 of 89
XVIII.
TRIBAL CULTURAL RESOURCES
Potentially
Significant
Impact
Less Than
Significant
with
Mitigation
Incorporated
Less Than
Significant
Impact
No
Impact
Would the project cause a substantial adverse change in the significance of a tribal cultural resource,
defined in Public Resources Code section 21074 as either a site, feature, place, cultural landscape that is
geographically defined in terms of the size and scope of the landscape, sacred place, or object with cultural
value to a California Native American tribe, and that is:
a. Listed or eligible for listing in the California
Register of Historical Resources, or in a
local register of historical resources as
defined in Public Resources Code section
5020.1(k), or
b. A resource determined by the lead agency, in
its discretion and supported by substantial
evidence, to be significant pursuant to
criteria set forth in subdivision (c) of Public
Resources Code Section 5024.1. [In
applying the criteria set forth in subdivision
(c) of Public Resources Code Section
5024.1, the lead agency shall consider the
significance of the resource to a Californ ia
Native American tribe.]
a) Would the project cause a substantial adverse change in the significance of a tribal cultural
resource, defined in Public Resources Code section 21074 as either a site, feature, place, cultural
landscape that is geographically defined in terms of the size and scope of the landscape, sacred
place, or object with cultural value to a California Native American tribe, and that is: (i) Listed
or eligible for listing in the California Register of Historical Resources, or in a local register of
historical resources as defined in Public Resources Code section 5020.1(k), or (ii) A resource
determined by the lead agency, in its discretion and supported by substantial evidence, to be
significant pursuant to criteria set forth in subdivision (c) of Public Resources Code Section
5024.1? (Less Than Significant with Mitigation Incorporated)
Assembly Bill 52, which became law on January 1, 2015, provides for consultation with California Native
American tribes during the CEQA environmental review process, and equates significant impacts to “tribal
cultural resources” with significant environmental impacts. Section 21074 of the Public Resources Code
defines California Native American tribes as “a Native American tribe located in California that is on the
contact list maintained by the NAHC for the purposes of Chapter 905 of the Statutes of 2004.” This includes
both federally and non-federally recognized tribes. Section 21074(a) of the Public Resource Code defines
Tribal Cultural Resources for the purpose of CEQA as:
1. Sites, features, places, cultural landscapes (geographically defined in terms of the size and scope),
sacred places, and objects with cultural value to a California Native American tribe that are any of
the following:
a. Included or determined to be eligible for inclusion in the California Register of Historical
Resources; and/or
CONTRA COSTA COUNTY PUBLIC WORKS MARSH CREEK ROAD BRIDGE REPLACEMENT 143 AND 145 PROJECT
April 2020 INITIAL STUDY/MITIGATED NEGATIVE DECLARATION
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b. Included in a local register of historical resources as defined in subdivision (k) of Section
5020.1; and/or
c. A resource determined by the lead agency, in its discretion and supported by substantial
evidence, to be significant pursuant to criteria set forth in subdivision (c) of Section 5024.1.
In applying the criteria set forth in subdivision (c) of Section 5024.1 for the purposes of
this paragraph, the lead agency shall consider the significance of the resource to a
California Native American tribe.
A “historical resource” (PRC Section 21084.1), a “unique archaeological resource” (PRC Section
21083.2(g)), or a “nonunique archaeological resource” (PRC Section 21083.2 (h)) may also be a tribal
cultural resource if it is included or determined to be eligible for inclusion in the California Register of
Historical Resources. Tribal Cultural Resources may or may not exhibit archaeological, cultural, or physical
indicators. The consultation provisions of the law require that a public agency consult with local Native
American tribes that have requested placement on that agency’s notification list for CEQA projects.
Tribal Outreach and Consultation. Recognizing that California tribes are experts in their tribal cultural
resources and heritage, AB 52 requires that CEQA lead agencies carry out consultation with tribes at the
commencement of the CEQA process to identify Tribal Cultural Resources. Furthermore, because a
significant effect on a Tribal Cultural Resource is considered a significant impact on the environment under
CEQA, consultation is required to develop appropriate avoidance, impact minimization, and mitigation
measures. Consultation is concluded when either the lead agency and tribes agree to appropriate mitigation
measures to mitigate or avoid a significant effect, if a significant effect exists, or when a party, acting in
good faith and after reasonable effort, concludes that mutual agreement cannot be reached (PRC Section
21080.3.2(b)), whereby the lead agency uses its best judgment in requiring mitigation measures that avoid
or minimize impact to the greatest extent feasible.
The Wilton Rancheria previously requested consultation under AB 52. CCCPWD initiated contact for
consultation with Wilton Rancheria on September 15, 2015. No comments or responses were received from
the tribe. In addition, no information regarding potential resources was received from the tribe. Ho wever,
consultation with Wilton Rancheria is ongoing through Section 106. Further, as is typical for general
cultural resource investigations, throughout all stages of Project planning and archaeological investigations,
AECOM conducted consultations with local Native American representatives. On November 28, 2016,
AECOM sent a letter briefly describing the Project to the Native American Heritage Commission (NAHC)
in Sacramento asking the Commission to review their Sacred Lands File for any Native American c ultural
resources that might be affected by the proposed Project. The NAHC replied via an email dated December
7, 2016, that a record search of the file was completed and “archaeological sites and tribal cultural resources
were identified in the Project area provided.” The NAHC provided contact information for an individual
and instructed AECOM to contact him “for more information about potential sites and resources within
your APE.” The NAHC also provided a list of six Native American contacts specified a s individuals who
should be contacted “to locate areas of potential adverse impact within the APE.”
AECOM called the individual on February 7, 2017 and February 9, 2017 but was unable to reach him or
leave a voicemail as no inbox was set up. AECOM left the NAHC a voicemail and sent them an email
requesting guidance on how to proceed. NAHC staff returned AECOM’s call on February 15, 2017 and
provided new contact information for the individual and instructed AECOM to contact an alternative
individual who also has information about the Sacred Land in the APE. AECOM contacted both individuals
to request feedback regarding the proposed Project and the potential presence of sacred sites in the APE.
No responses have been received to date.
CONTRA COSTA COUNTY PUBLIC WORKS MARSH CREEK ROAD BRIDGE REPLACEMENT 143 AND 145 PROJECT
April 2020 INITIAL STUDY/MITIGATED NEGATIVE DECLARATION
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On February 22, 2017, AECOM sent emails describing the Project with a map depicting the APE to the
Native American individuals specified by the NAHC. AECOM requested any information or concerns these
individuals, or the tribes they represent, might have regarding the APE. The tribes contacted included:
• Amah Mutsun Tribal Band;
• Indian Canyon Mutsun Band of Costanoan;
• Muwekma Ohlone Indian Tribe of the San Francisco Bay Area;
• Chairperson, North Valley Yokuts Tribe;
• The Ohlone Indian Tribe; and
• Wilton Rancheria.
The chairperson of Wilton Rancheria responded via email on February 24, 2017 requesting background
documents to compare with their database and payment for reviewing documentation and participating in
field investigations. The Caltrans District 4 Native American Coordinator responded to this email. The
chairperson of the North Valley Yokuts Tribe responded via phone on February 24, 2017 and again via
email on February 27, 2017. The chairperson expressed concern that the Project would potentially impact
archaeological sites and burials. The chairperson noted that the area is generally sensitive for buried
archaeology, particularly because it is adjacent to a creek. The chairperson requested that the Project area
be tested and that an archaeologist and a tribal monitor be present during all ground disturbing activities.
AECOM followed up with the chairperson to see if she knew the location of any burials in the APE, but
she did not know the specific locations.
The chairperson of the Amah Mutsun Tribal Band responded via email on March 2, 2017, and
recommended that anyone involved in the Project receive Cultural Sensitivity Training. The chairperson
also recommended that a California-trained archaeological monitor be present on site during any ground-
breaking activities, and that a qualified and trained Native American monitor be on site when needed.
Mitigation Measure CULT-1 and CULT-2 will be implemented to minimize unanticipated impacts to
previously undiscovered resources. Therefore, the Project would have a less than significant impact with
mitigation incorporated.
______________________
CONTRA COSTA COUNTY PUBLIC WORKS MARSH CREEK ROAD BRIDGE REPLACEMENT 143 AND 145 PROJECT
April 2020 INITIAL STUDY/MITIGATED NEGATIVE DECLARATION
Project No.: 0662-6R4083 County CEQA No.:(CP# 15-41)
Page 75 of 89
XIX. UTILITIES AND SERVICE SYSTEMS
Potentially
Significant
Impact
Less Than
Significant
with
Mitigation
Incorporated
Less Than
Significant
Impact
No
Impact
Would the project:
a) Require or result in the relocation or
construction of new or expanded water,
wastewater treatment or storm water drainage,
electric power, natural gas, or
telecommunications facilities, the
construction or relocation of which could
cause significant environmental effects?
b) Have sufficient water supplies available to
serve the project and reasonably foreseeable
future development during normal, dry and
multiple dry years?
c) Result in a determination by the wastewater
treatment provider which serves or may serve
the project that it has adequate capacity to
serve the project’s projected demand in
addition to the provider’s existing
commitments?
d) Generate solid waste in excess of State or
local standards, or in excess of the capacity of
local infrastructure, or otherwise impair the
attainment of solid waste reduction goals?
e) Comply with federal, state, and local
management and reduction statutes and
regulations related to solid waste?
a) Require or result in the relocation or construction of new or expanded water, wastewater treatment
or storm water drainage, electric power, natural gas, or telecommunications facilities, the
construction or relocation of which could cause significant environmental effects? (Less Than
Significant Impact)
The Project involves the replacement of two existing bridges and would not require or result in the
relocation or construction of new or expanded water, wastewater treatment, electric power, or natural gas
facilities. The Project would require the relocation of joint utility poles and overhead cables, power lines,
and related facilities at both bridges sites. At Bridge 143, a 4-inch diameter Contra Costa Water District
waterline and related facilities are attached to the northwest side of the existing bridge structure and would
be relocated to the new structure. Relocation of utilities would be done in compliance with all applicable
regulations and would not cause a significant environmental impact. Therefore, the Project would have a
less than significant impact.
CONTRA COSTA COUNTY PUBLIC WORKS MARSH CREEK ROAD BRIDGE REPLACEMENT 143 AND 145 PROJECT
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b) Have sufficient water supplies available to serve the project and reaso nably foreseeable future
development during normal, dry and multiple dry years? (Less than Significant Impact)
Development of the Project would not result in the need for new or expanded water supplies because of the
limited scope of the Project. Any water needed during construction would be provided by water trucks from
off-site water sources, and water would use would be limited to the minimum amount necessary. Therefore,
the Project would have a less than significant impact.
c) Result in a determination by the wastewater treatment provider which serves or may serve the
project that it has adequate capacity to serve the project’s projected demand in addition to the
provider’s existing commitments? (No Impact)
The Project involves the replacement of two existing bridges and would not increase the population within
the Project vicinity. As such, development of the Project would not result in the need for new or expanded
wastewater facilities and would not have an adverse effect on wastewater treatment requirements.
Therefore, the Project would have no impact.
d) Generate solid waste in excess of State or local standards, or in excess of the capacity of local
infrastructure, or otherwise impair the attainment of solid waste reduction goals? (Less Than
Significant Impact)
The Project would not generate operational waste and would not result in the need for a new solid waste
facility. However, the Project would generate limited amounts of solid waste including vegetative matter,
asphalt, and concrete during construction of the Project. The County has active solid waste facilities with
capacity to accommodate any construction waste that may be generated (CalRecycle 2018). In addition,
Project contract specifications will require that the contractor dispose of solid waste in accordance with all
federal, state and local regulations. Therefore, the Project have a less than significant impact.
e) Comply with federal, state, and local management and reduction statutes and regulations related
to solid waste? (Less Than Significant Impact)
As stated above, Project contract specifications will require that the contractor dispose of solid waste in
accordance with all federal, state and local regulations. Therefore, the Project would have a less than
significant impact.
______________________
CONTRA COSTA COUNTY PUBLIC WORKS MARSH CREEK ROAD BRIDGE REPLACEMENT 143 AND 145 PROJECT
April 2020 INITIAL STUDY/MITIGATED NEGATIVE DECLARATION
Project No.: 0662-6R4083 County CEQA No.:(CP# 15-41)
Page 77 of 89
XX. WILDFIRE
Potentially
Significant
Impact
Less Than
Significant
with
Mitigation
Incorporated
Less Than
Significant
Impact
No
Impact
If located in or near state responsibility areas or lands classified as very high fire hazard severity zones,
would the project:
a) Substantially impair an adopted emergency
response plan or emergency evacuation plan?
b) Due to slope, prevailing winds, and other
factors, exacerbate wildfire risks, and thereby
expose project occupants to, pollutant
concentrations from a wildfire or the
uncontrolled spread of a wildfire?
c) Require the installation or maintenance of
associated infrastructure (such as roads, fuel
breaks, emergency water sources, power lines
or other utilities) that may exacerbate fire risk
or that may result in temporary or ongoing
impacts to the environment?
d) Expose people or structures to significant
risks, including downslope or downstream
flooding or landslides, as a result of runoff,
post-fire slope instability, or drainage
changes?
a) Substantially impair an adopted emergency response plan or emergency evacuation plan? (Less
Than Significant Impact)
The Project would improve vehicular movement on Marsh Creek Road by replacing bridges with those that
meet current design standards. Therefore the project will not impair implementation of or physically
interfere with an adopted emergency response plan or emergency evacuation plan including the Contra
Costa County Emergency Operations Plan (CCC 2015). Access for emergency vehicles would be provided
at all times during construction. Therefore, the Project would have a less than significant impact.
b) Due to slope, prevailing winds, and other factors, exacerbate wildfire risks, and thereby expose
project occupants to, pollutant concentrations from a wildfire or the uncontrolled spread of a
wildfire? (Less Than Significant with Mitigation Incorporated)
The California Department of Forestry and Fire Protection (Cal Fire) has produced maps of Fire Hazard
Severity Zones in Local Responsibility Areas, which are classified as “moderate,” high,” or “very high.”
CalFire produces recommendations to local agencies for areas within "very high" hazard severity zones.
Bridge 145 is within a “moderate” Fire Hazard Severity Zone and Bridge 143 is within a “high” Fire Hazard
Severity Zone (Cal Fire 2007). The Project involves the replacement of two bridges and bringing them to
current design standards and would therefore not change the operational nature of the Project Sites. During
construction of the Project, however, heavy equipment would have the potential to lead to sparks that could
CONTRA COSTA COUNTY PUBLIC WORKS MARSH CREEK ROAD BRIDGE REPLACEMENT 143 AND 145 PROJECT
April 2020 INITIAL STUDY/MITIGATED NEGATIVE DECLARATION
Project No.: 0662-6R4083 County CEQA No.:(CP# 15-41)
Page 78 of 89
trigger wildland fires. Wildfire prevention Mitigation Measure HAZ-2 would be implemented to reduce the
risk of wildland fires. As such, the Project would not exacerbate wildfire risk and thereby expose Project
occupants to pollutant concentrations from a wildfire or the uncontrolled spread of a wildfire. Therefore,
the Project would have a less than significant impact with mitigation.
c) Require the installation or maintenance of associated infrastructure (such as roads, fuel breaks,
emergency water sources, power lines or other utilities) that may exacerbate fire risk or that may
result in temporary or ongoing impacts to the environment? (Less Than Significant Impact)
As noted above, the Project is not located in a very high Fire Hazard Severity Zone. In addition, the Project
does not include installation or maintenance of fuel breaks, emergency water sources, power lines, other
utilities, or associated infrastructure that may exacerbate fire risk. Moreover, the Project components will
comply with state and local building, engineering, and environmental standards and regulations. Therefore,
the Project would have a less than significant impact.
d) Expose people or structures to significant risks, including downslope or downstream flooding or
landslides, as a result of runoff, post-fire slope instability, or drainage changes? (Less Than
Significant Impact)
The Project is limited to the replacement of two existing bridges on Marsh Creek Road and would require
minor of amounts of grading. However, the Project would not significantly change the surrounding slopes
at the two sites. The Project would not expose people or structures to significant risks, including downslope
or downstream flooding or landslides resulting from runoff, post-fire slope instability, or drainage changes.
Therefore, the Project would have a less than significant impact.
______________________
CONTRA COSTA COUNTY PUBLIC WORKS MARSH CREEK ROAD BRIDGE REPLACEMENT 143 AND 145 PROJECT
April 2020 INITIAL STUDY/MITIGATED NEGATIVE DECLARATION
Project No.: 0662-6R4083 County CEQA No.:(CP# 15-41)
Page 79 of 89
XXI. MANDATORY FINDINGS OF
SIGNIFICANCE
Potentially
Significant
Impact
Less Than
Significant
with
Mitigation
Incorporated
Less Than
Significant
Impact
No
Impact
a) Does the project have the potential to
substantially degrade the quality of the
environment, substantially reduce the habitat
of a fish or wildlife species, cause a fish or
wildlife population to drop below self-
sustaining levels, threaten to eliminate a
plant or animal community, substantially
reduce the number or restrict the range of a
rare or endangered plant or animal or
eliminate important examples of the major
periods of California history or prehistory?
b) Does the project have impacts that are
individually limited, but cumulatively
considerable? (“Cumulatively considerable”
means that the incremental effects of a
project are considerable when viewed in
connection with the effects of past projects,
the effects of other current projects, and the
effects of probable future projects)?
c) Does the project have environmental effects
which will cause substantial adverse effects
on human beings, either directly or
indirectly?
a) Does the project have the potential to degrade the quality of the environment, substantially reduce
the habitat of a fish or wildlife species, cause a fish or wildlife population to drop below self-
sustaining levels, threaten to eliminate a plant or animal community, reduce the number or restrict
the range of a rare or endangered plant or animal or eliminate important examples of the major
periods of California history or prehistory? (Less Than Significant with Mitigation Incorporated)
As discussed in Section IV, implementation of Mitigation Measures BIO-1 through BIO-10 would ensure
that development of the Project would not: 1) substantially reduce the habitat of a fish or wildlife species;
2) cause a fish or wildlife species population to drop below self -sustaining levels; 3) threaten to eliminate
a plant or animal community; or 4) reduce the number or restrict the range of a rare or endangered plant or
animal. Specifically, implementation of Mitigation Measures BIO-1 through BIO-10 would ensure that
potentially significant impacts would be reduced to less than significant levels. As discussed in Section V,
the Project would not impact on- and/or off-site historic resources with implementation of Mitigation
Measure CULT-1 and CULT-2. As such, the proposed Project would result in less than significant with
mitigation incorporated.
b) Does the project have impacts that are individually limited, but cumulatively considerable?
(“Cumulatively considerable” means that the incremental effects of a project are considerable
when viewed in connection with the effects of past projects, the effects of other current projects,
and the effects of probable future projects)? (Less Than Significant Impact)
CONTRA COSTA COUNTY PUBLIC WORKS MARSH CREEK ROAD BRIDGE REPLACEMENT 143 AND 145 PROJECT
April 2020 INITIAL STUDY/MITIGATED NEGATIVE DECLARATION
Project No.: 0662-6R4083 County CEQA No.:(CP# 15-41)
Page 80 of 89
All Project impacts were found to be less than significant or less than significant with Mitigation Measures
incorporated. The bridge replacement sites are approximately four miles apart and would be constructed
simultaneously. Potential Project impacts are primarily related to short-term construction impacts. The air
quality analysis took into account both sites and would not exceed construction-related criteria pollutant
emissions. Potential impacts associated with noise, accidental spills of hazardous materials, and potential
water quality and erosion impacts would not have a cumulative impact with implementation of Mitigation
Measures NOI-1, HAZ-1 and BIO-1. Impacts to traffic would not be cumulative between the two Project
sites because no road detours are anticipated and a minimum of two 10-foot wide traffic lanes would be
maintained during construction with only brief lane closures. No other known projects that could results
in cumulative construction impacts are currently planned. Therefore, Project impacts would be less than
significant.
c) Does the project have environmental effects which will cause substantial adverse effects on human
beings, either directly or indirectly? (Less Than Significant with Mitigation Incorporated)
The Project would not cause substantial adverse direct or indirect effects on human beings as impacts will
be avoided and minimized where possible and mitigated when necessary. Specifically, implementation of
Mitigation Measures HAZ-1 and NOI-1 would ensure that potentially significant impacts would be reduced
to less than significant levels. Therefore, Project impacts would be less than significant with mitigation
incorporated.
______________________
CONTRA COSTA COUNTY PUBLIC WORKS MARSH CREEK ROAD BRIDGE REPLACEMENT 143 AND 145 PROJECT
April 2020 INITIAL STUDY/MITIGATED NEGATIVE DECLARATION
Project No.: 0662-6R4083 County CEQA No.:(CP# 15-41)
Page 81 of 89
REFERENCES
In the process of preparing the Initial Study Checklist and conduction of the evaluation, the following
references (which are available for review at the Contra Costa County Department of Conservation and
Development, 30 Muir Rd., Martinez, CA 94553) were consulted:
AECOM (AECOM 2018a). Archaeological Survey Report Marsh Creek Road Bridges Replacement
Project. April 2018.
AECOM (AECOM 2018b). Marsh Creek Road Bridge Replacement Project, Bridges #28C-0143 and
#28C-0145 Air Quality and Greenhouse Gas Technical Memorandum. February 2018.
AECOM (AECOM 2018c). Marsh Creek Road Bridge Replacement Project, Bridges #28C-0143 and
#28C-0145 Natural Environment Study (NES). August 2019.
AECOM (AECOM 2018d). Marsh Creek Road Bridge Replacement Project, Bridges #28C-0143 and
#28C-0145 Planning Survey Report (PSR). March 2019.
AECOM (AECOM 2018e). Extended Phase I Report Marsh Creek Road Bridges Replacement Project,
Contra Costa County, California. September 2018.
AECOM (AECOM 2018f). Historic Property Survey Report, Unincorporated Clayton/Brentwood, Contra
Costa County, California. December 2018.
Association of Bay Area Governments (ABAG 2016). 2016. ABAG Wildfire Hazard Maps and
Information. Website: http://gis.abag.ca.gov/website/Hazards/?hlyr=wildfireThreat. Accessed June
20, 2019.
Bay Area Air Quality Management District (BAAQMD 2017a). 2017. 2017 Clean Air Plan. Website:
http://www.baaqmd.gov/~/media/files/planning-and-research/plans/2017-clean-air-plan/attachment-
a_-proposed-final-cap-vol-1-pdf.pdf?la=en. Accessed September 18, 2018.
Bay Area Air Quality Management District (BAAQMD 2017b). 2017. California Environmental Quality
Act Air Quality Guidelines. Website: http://www.baaqmd.gov/~/media/files/planning-and-
research/ceqa/ceqa_guidelines_may2017-pdf.pdf?la=en. Accessed June 12, 2019.
Bay Area Air Quality Management District (BAAQMD 2018). 2018. San Francisco Bay Area Air Basin
attainment status. Website: http://www.baaqmd.gov/research-and-data/air-quality-standards-and-
attainment-status. Accessed October 3, 2019.
California Air Resources Board (CARB 2014). 2014. First Update to the Climate Change Scoping Plan
Building on the Framework Pursuant to AB 32 the California Global Warming Solutions Act of 2006.
Website:
https://www.arb.ca.gov/cc/scopingplan/2013_update/first_update_climate_change_scoping_plan.pdf.
Accessed June 12, 2019.
CONTRA COSTA COUNTY PUBLIC WORKS MARSH CREEK ROAD BRIDGE REPLACEMENT 143 AND 145 PROJECT
April 2020 INITIAL STUDY/MITIGATED NEGATIVE DECLARATION
Project No.: 0662-6R4083 County CEQA No.:(CP# 15-41)
Page 82 of 89
California Air Resources Board (CARB 2017). 2017. California’s 2017 Climate Change Scoping Plan.
Website: https://www.arb.ca.gov/cc/scopingplan/scoping_plan_2017.pdf. Accessed: June 12, 2019.
California Department of Forestry and Fire Protection (Cal Fire 2007). 2007. Contra Costa County Fire
Hazard Severity Zones in SRA. Website:
http://frap.fire.ca.gov/webdata/maps/contra_costa/fhszs_map.7.pdf. Accessed May 6, 2019.
CalRecycle (CalRecycle 2018). 2018. Solid Waste Information System Facility/Site Search. Website.
Available online at: https://www2.calrecycle.ca.gov/SWFacilities/Directory. Accessed December 19,
2018.
California Department of Conservation (DOC 2016). 2016. Farmland of Local Importance. Website:
https://www.conservation.ca.gov/dlrp/fmmp/Documents/Farmland_of_Local_Importance_2016.pdf.
Accessed October 3, 2019.
California Department of Transportation (Caltrans 2011). 2011. Officially Designated State Scenic
Highways. Website: http://www.dot.ca.gov/hq/LandArch/16_livability/scenic_highways/. Accessed
June 28, 2018.
California Office of Planning and Research (OPR 2008). 2008. Technical Advisory: CEQA and Climate
Change: Addressing Climate Change through California Environmental Quality Act (CEQA) Review.
Website: www.capcoa.org/download/CAPCOA+White+Paper. Accessed June 11, 2019.
Central Valley Regional Water Quality Control Board (CVRWQCB 2018). 2018. The Water Quality
Control Plan (Basin Plan) for the California Regional Water Quality Control Board Central Valley
Fifth Edition. Website:
https://www.waterboards.ca.gov/centralvalley/water_issues/basin_plans/sacsjr_201805.pdf. Accessed
January 8, 2020.
Contra Costa County Airport Land Use Commission (CCCALUC 2000). 2000. Contra Costa County
Airport Land Use Compatibility Plan. Website: http://www.co.contra-costa.ca.us/4307/Airport-Land-
Use-Commission-ALUC. Accessed June 11, 2019.
Contra Costa County. January 2005. Contra Costa County General Plan 2005-2020. Contra Costa County
Community Development Department. Martinez, CA.
2005a: Chapter 5. Transportation and Circulation Element.
2005b: Chapter 8: Conservation Element.
2005c: Chapter 9: Open Space Element:
2005d: Chapter 10. Safety Element
2005e: Chapter 11. Noise Element
Contra Costa County (CCC 2015). 2015. Contra Costa County Emergency Operations Plan. Wesbite:
https://www.contracosta.ca.gov/DocumentCenter/View/37349/Contra-Costa-Emergency-Operations-
Plan-2015?bidId=. Accessed October 29, 2019.
Contra Costa Clean Water Program. (CCCWP 2017). Stormwater C.3 Guidebook, 7th Edition. Website:
https://www.cccleanwater.org/userfiles/kcfinder/files/Stormwater_C3_Guidebook_7th_Edition_2017-
05-12%281%29.pdf. Accessed February 25, 2020.
CONTRA COSTA COUNTY PUBLIC WORKS MARSH CREEK ROAD BRIDGE REPLACEMENT 143 AND 145 PROJECT
April 2020 INITIAL STUDY/MITIGATED NEGATIVE DECLARATION
Project No.: 0662-6R4083 County CEQA No.:(CP# 15-41)
Page 83 of 89
Contra Costa County Department of Conservation and Development. (CCCDCD 2015). 2015. Contra
Costa County Climate Action Plan. Wesbite: http://www.co.contra-
costa.ca.us/DocumentCenter/View/39791. Accessed September 24, 2018.
Contra Costa County Public Works Department. (CCCPWD 2018). Traffic Technical Memorandum
Project Name: Marsh Creek Bridge Replacements #143 and #145. January 2018.
Contra Costa Transportation Authority (CCTA 2018). 2018. 2018 Costa Countywide Bicycle and
Pedestrian Plan. Website: http://keepcontracostamoving.net/documents/. Accessed November 20,
2018.
Department of Conservation California Geological Survey (CGS 2019). 2019. Seismic Hazard Zone
Report for the Antioch South 7.5-Minute Quadrangle, Contra Costa County, California. Website:
http://gmw.conservation.ca.gov/shp/EZRIM/Reports/SHZR/SHZR_126_Antioch_South.pdf.
Federal Transit Administration (FTA 2006). 2006. Transit Noise and Vibration Impact Assessment.
Website:
https://www.transit.dot.gov/sites/fta.dot.gov/files/docs/FTA_Noise_and_Vibration_Manual.pdf.
Accessed November 7, 2019.
Jacobs (Jacobs 2019). Marsh Creek Bridge Replacement Project Technical Memorandum for Drainage
and Stormwater BMP Design. October 2019.
Mount Diablo Unified School District (MDUSD 2018). 2018. School Finder. Website:
http://demo.mdusd.org/schoolfinder. Accessed June 12, 2018.
United States Department of Transportation Federal Highway Administration (USDOT 2006). 2006.
FHWA Highway Construction Noise Handbook. Website:
https://www.fhwa.dot.gov/environment/noise/construction_noise/handbook/index.cfm. Accessed
November 30, 2017.
United States Geological Survey (USGS 2019). 2019. Quaternary Faults Interactive Map. Website:
https://usgs.maps.arcgis.com/apps/webappviewer/index.html?id=5a6038b3a1684561a9b0aadf88412f
cf. Accessed October 3, 2019.
WRECO (WRECO 2018a). Marsh Creek Road Bridges Replacement Project Contra Costa County,
California Initial Site Assessment. May 2018.
WRECO (WRECO 2019a). Marsh Creek Road Bridges Replacement Project Contra Costa County,
California Federal-Aid Project No. BRLS-5928(125) Existing Bridge No. 28C0143 Floodplain
Evaluation Report. February 2019.
WRECO (WRECO 2019b). Marsh Creek Road Bridges Replacement Project Contra Costa County,
California Federal-Aid Project No. BRLS-5928(125) Existing Bridge No. 28C0145 Water Quality
Assessment Report. February 2019.
CONTRA COSTA COUNTY PUBLIC WORKS MARSH CREEK ROAD BRIDGE REPLACEMENT 143 AND 145 PROJECT
April 2020 INITIAL STUDY/MITIGATED NEGATIVE DECLARATION
Project No.: 0662-6R4083 County CEQA No.:(CP# 15-41)
Page 84 of 89
FIGURES
CONTRA COSTA COUNTY PUBLIC WORKS MARSH CREEK ROAD BRIDGE REPLACEMENT 143 AND 145 PROJECT
April 2020 INITIAL STUDY/MITIGATED NEGATIVE DECLARATION
Project No.: 0662-6R4083 County CEQA No.:(CP# 15-41)
Page 85 of 89
CONTRA COSTA COUNTY PUBLIC WORKS MARSH CREEK ROAD BRIDGE REPLACEMENT 143 AND 145 PROJECT
April 2020 INITIAL STUDY/MITIGATED NEGATIVE DECLARATION
Project No.: 0662-6R4083 County CEQA No.:(CP# 15-41)
Page 86 of 89
CONTRA COSTA COUNTY PUBLIC WORKS MARSH CREEK ROAD BRIDGE REPLACEMENT 143 AND 145 PROJECT
April 2020 INITIAL STUDY/MITIGATED NEGATIVE DECLARATION
Project No.: 0662-6R4083 County CEQA No.:(CP# 15-41)
Page 87 of 89
p
CONTRA COSTA COUNTY PUBLIC WORKS MARSH CREEK ROAD BRIDGE REPLACEMENT 143 AND 145 PROJECT
April 2020 INITIAL STUDY/MITIGATED NEGATIVE DECLARATION
Project No.: 0662-6R4083 County CEQA No.:(CP# 15-41)
Page 88 of 89
CONTRA COSTA COUNTY PUBLIC WORKS MARSH CREEK ROAD BRIDGE REPLACEMENT 143 AND 145 PROJECT
April 2020 INITIAL STUDY/MITIGATED NEGATIVE DECLARATION
Project No.: 0662-6R4083 County CEQA No.:(CP# 15-41)
Page 89 of 89
Marsh Creek Road Bridge Replacement 143 and 145 Project April 2020
Contra Costa County Dept. of Public Works County CEQA No.: (CP# 15-41)
Project No.: 0662-6R4083 A-1
Mitigation Monitoring and Reporting Plan
The following Mitigation Monitoring and Reporting Program (MMRP) identifies the Mitigation Measures that will be impleme nted as part of the Marsh Creek
Road Bridge Replacement 143 and 145 Project. The Contra Costa County Public Works Department (CCCPWD) or its Contractors under the supervision of
CCCPWD will be responsible for implementing the following measures. CCCPWD will be responsible for monitoring to ensure the f ollowing measures are
implemented.
Impact
Mitigation, Avoidance, and
Minimization Measures
Implementation
Timing
Implementation
Responsibility
Verification
Responsibility
Compliance
Verification
Date
IV. BIOLOGICAL RESOURCES
BIO-1:
Disturbance
special-status
species and their
habitats
MITIGATION MEASURE BIO-1: Biological Resources Protective Measures
The following HCP/NCCP general construction requirements will
be used within the Biological Study Area and Project vicinity:
1) Equipment storage, fueling, and staging areas will be sited on
disturbed areas or on ruderal or non-sensitive annual grassland
land cover types, when these sites are available, to minimize
risk of direct discharge into riparian areas or other sensitive
land cover types.
2) No erodible materials will be deposited into watercourses.
Brush, loose soils, or other debris material will not be
stockpiled within stream channels or on adjacent banks.
3) All no-take species will be avoided.
4) Construction activities will comply with the MBTA and will
consider seasonal requirements for birds and migratory non -
resident species, including covered species.
5) Temporary creek diversions, if required, will employ sand bags
or other approved methods that will minimize in-stream
impacts and effects on wildlife.
6) Silt fencing or other sediment trapping methods will be
installed down gradient from construction activities, to
minimize the transport of sediment off-site.
7) Barriers will be constructed to keep wildlife out of construction
sites, as appropriate.
8) On-site monitoring will be conducted throughout the
construction phase, to ensure that disturbance limits, BMPs,
and Plan restrictions are being implemented properly.
9) Active construction areas will be watered regularly, to
minimize the impact of dust on adjacent vegetation and
wildlife habitats, if warranted.
10) Vegetation and debris will be managed in and near culverts
Prior to and
during
construction
CCCPWD;
Construction
Contractor;
Qualified
Biologist
CCCPWD
Marsh Drive Bridge (28C-0442) over Walnut Creek Replacement Project April 2020
Contra Costa County Dept. of Public Works County CEQA No.: (CP# 15-41)
Project No.: 0662-6R4083 A-2
Impact
Mitigation, Avoidance, and
Minimization Measures
Implementation
Timing
Implementation
Responsibility
Verification
Responsibility
Compliance
Verification
Date
BIO-1:
Disturbance
special-status
species and their
habitats
and under and near bridges, to ensure that entryways remain
open and visible to wildlife, and the passage through the
culvert or under the bridge remains clear.
11) Cut-and-fill slopes will be revegetated with native, non-
invasive nonnative, or non-reproductive (i.e., sterile hybrids)
plants, suitable for the altered soil conditions.
Prior to and
during
construction
CCCPWD;
Construction
Contractor;
Qualified
Biologist
CCCPWD
Follow HCP/NCCP measures will be used to protect Marsh Creek
and other hydrologic features in the vicinity:
1) Prior to the start of construction, all portions of Marsh Creek to
be avoided by the Project will be temporarily staked in the
field by a qualified biologist.
2) Before conducting construction activities, all construction
personnel will attend environmental awareness training. At a
minimum, the training will include a description of special -
status species with the potential to occur on site; an
explanation of the status of these species and protection under
the Federal Endangered Species Act; the measures to be
implemented to conserve listed species and their habitats as
they relate to construction sites; and boundaries within which
construction may occur. On completion of this training, each
person will sign a form, confirming attendance and their
understanding of all the avoidance and minimization measures.
3) To eliminate attracting predators of protected species, all food -
related trash items (e.g., wrappers, cans, bottles, and food
scraps) will be disposed in solid, closed containers (trash cans)
and removed from the BSA at the end of each working period.
4) No construction or maintenance vehicles will be refueled
within 200 feet of the streams unless a bermed and lined
refueling area is constructed and hazardous material absorbent
pads are available in the event of a spill.
5) Appropriate erosion-control measures (e.g., fiber rolls, filter
fences) will be used on site to reduce siltation and runoff of
contaminants into the stream. Filter fences and mesh will be of
material that will not entrap reptiles and amphibians. Erosion
Prior to and
during
construction
CCCPWD;
Construction
Contractor;
Qualified
Biologist
CCCPWD
Marsh Drive Bridge (28C-0442) over Walnut Creek Replacement Project April 2020
Contra Costa County Dept. of Public Works County CEQA No.: (CP# 15-41)
Project No.: 0662-6R4083 A-3
Impact
Mitigation, Avoidance, and
Minimization Measures
Implementation
Timing
Implementation
Responsibility
Verification
Responsibility
Compliance
Verification
Date
BIO-1:
Disturbance
special-status
species and their
habitats
control blankets will be used as a last resort because of their
tendency to biodegrade slowly and to trap reptiles and
amphibians.
6) Fiber rolls used for erosion control will be certified as free of
noxious weed seed and not contain plastics of any type.
7) Seed mixtures applied for erosion control will not contain
invasive nonnative species, and will be composed of native
species or sterile nonnative species.
8) Herbicide will not be applied within 100 feet of wetlands,
ponds, streams, or riparian woodland/scrub; however, where
appropriate to control serious invasive plants, herbicides that
have been approved for use by EPA in or adjacent to aquatic
habitats may be used as long as label instructions are followed
and applications avoid or minimize impacts on covered species
and their habitats. In seasonal or intermittent stream or wetland
environments, appropriate herbicides may be applied during
the dry season to control nonnative invasive species (e.g.,
yellow star-thistle). Herbicide drift should be minimized by
applying the herbicide as close to the target area as possible.
Prior to and
during
construction
CCCPWD;
Construction
Contractor
CCCPWD
The following general construction requirements will be used to
protect Marsh Creek from bridge demolition activitie s:
1) Flowing water will be protected from demolition and
construction activities by diverting the stream into
pipes/culverts through the active construction zone.
Downstream flow will be maintained at all times.
2) Temporary coffer dams used to redirect flow will consist of
sheet piles, gravel bags, water-filled bladder dams, or another
agency-approved material. Any water pumped from the work
area will be allowed to settle to reduce turbidity prior to being
released back into the creek. Temporary coffer dams and
diversion pipes will be removed from the creek prior to the
winter rainy season. The contractor will be required to prepare
and submit a water diversion plan for review and approval by
CCCPWD as well as other regulatory agencies as required by
the environmental permits.
3) During removal of the existing bridge, a tarp or other approved
Prior to and
during
construction
CCCPWD;
Construction
Contractor;
Qualified
Biologist
CCCPWD
Marsh Drive Bridge (28C-0442) over Walnut Creek Replacement Project April 2020
Contra Costa County Dept. of Public Works County CEQA No.: (CP# 15-41)
Project No.: 0662-6R4083 A-4
Impact
Mitigation, Avoidance, and
Minimization Measures
Implementation
Timing
Implementation
Responsibility
Verification
Responsibility
Compliance
Verification
Date
BIO-1:
Disturbance
special-status
species and their
habitats
method will be used below the bridge to prevent debris from
falling into Walnut Creek. The tarp will be left in place until
the bridge is removed. The contractor will be required to
prepare and submit a demolition plan for review and approva l
by CCCPWD as well as other regulatory agencies as required
by the environmental permits. Best management practices will
be implemented to control dust which will minimize impacts to
biological resources.
Prior to and
during
construction
CCCPWD;
Construction
Contractor;
Qualified
Biologist
CCCPWD
BIO-2:
Disturbance to
California Tiger
Salamander
MITIGATION MEASURE BIO-2: California Tiger Salamander Protective Measures
Written notification to USFWS, CDFW, and the Implementing
Entity, including photos and breeding habitat assessment, is
required prior to disturbance of any suitable breeding habitat. The
Project proponent will also notify these parties of the approximate
date of removal of the breeding habitat at least 30 days prior to this
removal to allow USFWS or CDFW staff to translocate individuals,
if requested. USFWS or CDFW must notify the Project proponent
of their intent to translocate California tiger salamanders within 14
days of receiving notice from the Project proponent. The applicant
must allow USFWS or CDFW access to the site prior to
construction if they request it.
There are no restrictions under the HCP/NCCP on the nature of the
disturbance or the date of the disturbance unless CDFW or USFWS
notify the Project proponent of their intent to translocate
individuals within the required time period. In this case, the Project
proponent must coordinate the timing of disturbance of the
breeding habitat to allow USFWS or CDFW to translocate the
individuals. USFWS and CDFW shall be allowed 45 days to
translocate individuals from the date the first written notification
was submitted by the Project proponent (or a longer period agreed
to by the Project proponent, USFWS, and CDFW).
Prior to and
during
construction
CCCPWD;
Construction
Contractor;
Qualified
Biologist
CCCPWD
BIO-3:
Disturbance to
California Red-
Legged Frog
MITIGATION MEASURE BIO-3: California Red-Legged Frog Protective Measures
Written notification to USFWS, CDFW, and the Implementing
Entity, including photos and habitat assessment, is required prior to
disturbance of any suitable breeding habitat. The Project proponent
will also notify these parties of the approximate date of removal of
the breeding habitat at least 30 days prior to this removal to allow
USFWS or CDFW staff to translocate individuals, if requested.
Prior to and
during
construction
CCCPWD;
Construction
Contractor;
Qualified
Biologist
CCCPWD
Marsh Drive Bridge (28C-0442) over Walnut Creek Replacement Project April 2020
Contra Costa County Dept. of Public Works County CEQA No.: (CP# 15-41)
Project No.: 0662-6R4083 A-5
Impact
Mitigation, Avoidance, and
Minimization Measures
Implementation
Timing
Implementation
Responsibility
Verification
Responsibility
Compliance
Verification
Date
BIO-3:
Disturbance to
California Red-
Legged Frog
USFWS or CDFW must notify the Project proponent of their intent
to translocate California red-legged frog within 14 days of
receiving notice from the Project proponent. The applicant must
allow USFWS or CDFW access to the site prior to construction if
they request it.
There are no restrictions under the HCP/NCCP on the nature of the
disturbance or the date of the disturbance unless CDFW or USFWS
notify the Project proponent of their intent to translocate
individuals within the required time period. In this case, the Project
proponent must coordinate the timing of disturbance of the
breeding habitat to allow USFWS or CDFW to translocate the
individuals. USFWS and CDFW shall be allowed 45 days to
translocate individuals from the date the first written notification
was submitted by the Project proponent (or a longer period agreed
to by the Project proponent, USFWS, and CDFW).
Prior to and
during
construction
CCCPWD;
Construction
Contractor;
Qualified
Biologist
CCCPWD
BIO-4:
Disturbance to
Western
Burrowing Owl
MITIGATION MEASURE BIO-4: Western Burrowing Owl Protective Measures
Prior to any ground disturbance related to covered activities, a
USFWS/CDFW- approved biologist will conduct a preconstruction
survey in areas identified in the planning surveys as having
potential burrowing owl habitat. The surveys will establish the
presence or absence of western burrowing owl and/or habitat
features and evaluate use by owls in accordance with CDFW
survey guidelines.
On the parcel where the activity is proposed, the biologist will
survey the proposed disturbance footprint and a 500-foot radius
from the perimeter of the proposed footprint to identify burrows
and owls. Adjacent parcels under different land ownership will not
be surveyed. Surveys should take place near sunrise or sunset in
accordance with CDFW guidelines. All burrows or burrowing owls
will be identified and mapped. Surveys will take place no more
than 30 days prior to construction. During the breeding season
(February 1– August 31), surveys will document whether
burrowing owls are nesting in or directly adjacent to disturbance
areas. During the nonbreeding season (September 1–January 31),
surveys will document whether burrowing owls are using habitat in
or directly adjacent to any disturbance area. Survey results will be
Prior to and
during
construction
CCCPWD;
Construction
Contractor;
Qualified
Biologist
CCCPWD
Marsh Drive Bridge (28C-0442) over Walnut Creek Replacement Project April 2020
Contra Costa County Dept. of Public Works County CEQA No.: (CP# 15-41)
Project No.: 0662-6R4083 A-6
Impact
Mitigation, Avoidance, and
Minimization Measures
Implementation
Timing
Implementation
Responsibility
Verification
Responsibility
Compliance
Verification
Date
BIO-4:
Disturbance to
Western
Burrowing Owl
valid only for the season (breeding or nonbreeding) during which
the survey is conducted.
If burrowing owls are found during the breeding season (February 1
– August 31), the Project proponent will avoid all nest sites that
could be disturbed by Project construction during the remainder of
the breeding season or while the nest is occupied by adults or
young. Avoidance will include establishment of a non-disturbance
buffer zone (described below). Construction may occur during the
breeding season if a qualified biologist monitors the nest and
determines that the birds have not begun egg-laying and incubation
or that the juveniles from the occupied burrows have fledged.
During the nonbreeding season (September 1 – January 31), the
Project proponent should avoid the owls and the burrows they are
using, if possible. Avoidance will include the establishment of a
buffer zone (described below).
During the breeding season, buffer zones of at least 250 feet in
which no construction activities can occur will be established
around each occupied burrow (nest site). Buffer zones of 160 feet
will be established around each burrow being used during the
nonbreeding season. The buffers will be delineated by highly
visible, temporary construction fencing.
If occupied burrows for burrowing owls are not avoided, passive
relocation will be implemented. Owls should be excluded from
burrows in the immediate impact zone and within a 160-foot buffer
zone by installing one-way doors in burrow entrances. These doors
should be in place for 48 hours prior to excavation. The Project
area should be monitored daily for 1 week to confirm that the owl
has abandoned the burrow. Whenever possible, burrows should be
excavated using hand tools and refilled to prevent reoccupation.
Plastic tubing or a similar structure should be inserted in the tunnels
during excavation to maintain an escape route for any owls inside
the burrow.
Prior to and
during
construction
CCCPWD;
Construction
Contractor;
Qualified
Biologist
CCCPWD
Marsh Drive Bridge (28C-0442) over Walnut Creek Replacement Project April 2020
Contra Costa County Dept. of Public Works County CEQA No.: (CP# 15-41)
Project No.: 0662-6R4083 A-7
Impact
Mitigation, Avoidance, and
Minimization Measures
Implementation
Timing
Implementation
Responsibility
Verification
Responsibility
Compliance
Verification
Date
BIO-5:
Disturbance to
Golden Eagle
MITIGATION MEASURE BIO-5: Golden Eagle Protective Measures
Prior to construction, a qualified biologist will conduct a
preconstruction survey to establish whether nests of golden eagles
are occupied. If nests are occupied, minimization requirements and
construction monitoring will be required.
Covered activities will be prohibited within 0.5 mile of active nests.
Nests can be built and active at almost any time of the year,
although mating and egg incubation occurs late January through
August, with peak activity in March through July. If site -specific
conditions or the nature of the covered activity (e.g., steep
topography, dense vegetation, limited activities) indicate that a
smaller buffer could be appropriate or that a larger buffer should be
implemented, the Habitat Conservancy will coordinate with
CDFW/USFWS to determine the appropriate buffer size.
Construction monitoring will focus on ensuring no covered
activities occur within the buffer zone established around an active
nest. Although no known golden eagle nest sites occur within or
near the ULL, covered activities inside and outside of the Preserve
System have the potential to disturb golden eagle nest sites.
Prior to and
during
construction
CCCPWD;
Construction
Contractor;
Qualified
Biologist
CCCPWD
BIO-6:
Disturbance to
Swainson's Hawk
MITIGATION MEASURE BIO-6: Swainson's Hawk Protective Measures
Prior to any ground disturbance related to covered activities that
occurs during the nesting season (March 15–September 15), a
qualified biologist will conduct a preconstruction survey no more
than 1 month prior to construction to establish whether Swainson’s
hawk nests within 1,000 feet of the Project Site are occupied. If
potentially occupied nests within 1,000 feet are off the Project Site,
then their occupancy will be determined by observation from public
roads or by observations of Swainson’s hawk activity (e.g.,
foraging) near the Project Site. If nests are occupied, minimization
measures and construction monitoring are required (see below).
During the nesting season (March 15–September 15), covered
activities within 1,000 feet of occupied nests or nests under
construction will be prohibited to prevent nest abandonment. If site -
specific conditions or the nature of the covered activity (e.g., steep
topography, dense vegetation, limited activities) indicate that a
smaller buffer could be used, the Habitat Conservancy will
Prior to and
during
construction
CCCPWD;
Construction
Contractor;
Qualified
Biologist
CCCPWD
Marsh Drive Bridge (28C-0442) over Walnut Creek Replacement Project April 2020
Contra Costa County Dept. of Public Works County CEQA No.: (CP# 15-41)
Project No.: 0662-6R4083 A-8
Impact
Mitigation, Avoidance, and
Minimization Measures
Implementation
Timing
Implementation
Responsibility
Verification
Responsibility
Compliance
Verification
Date
BIO-6:
Disturbance to
Swainson's Hawk
coordinate with CDFW/USFWS to determine the appropriate
buffer size.
If young fledge prior to September 15, covered activities can
proceed normally. If the active nest site is shielded from view and
noise from the Project Site by other development, topography, or
other features, the Project applicant can apply to the Habitat
Conservancy for a waiver of this avoidance measure. Any waiver
must also be approved by USFWS and CDFW. While the nest is
occupied, activities outside the buffer can take place.
All active nest trees will be preserved on site, if feasible. Nest trees,
including non-native trees, lost to covered activities will be
mitigated by the Project proponent according to the requirements
stated in the Initial Study Mitigated Negative Declaration.
Prior to and
during
construction
CCCPWD;
Construction
Contractor;
Qualified
Biologist
CCCPWD
BIO-7:
Disturbance to
Townsend's Big-
Eared Bat
MITIGATION MEASURE BIO-7: Townsend's Big-Eared Bat Protective Measures
If the Project does not avoid impacts to suitable habitat for
Townsend’s big-eared bat, a preconstruction survey is required to
determine whether the sites are occupied immediately prior to
construction or whether they show signs of recent previous
occupation. Preconstruction surveys are used to determine what
avoidance and minimization requirements are triggered before
construction and whether construction monitoring is necessary.
If the species is discovered or if evidence of recent prior occupation
is established, construction will be scheduled such that it minimizes
impacts on Townsend’s big-eared bat. Hibernation sites with
evidence of prior occupation will be sealed before the hibernation
season (November–March), and nursery sites will be sealed before
the nursery season (April–August). If the site is occupied, then the
action will occur either prior to or after the hibernation season for
hibernacula and after August 15 for nursery colonies. Construction
will not take place as long as the site is occupied.
The locations of all suitable or occupied microhabitat within the
inventory area are not known due to survey and mapping
limitations. Hibernacula or nursery sites may be located during
planning or preconstruction surveys. Avoiding impacts on occupied
sites during sensitive periods will minimize disturbance or direct
mortality as a result of covered activities, and sealing sites prior to
construction will allow bats to reestablish elsewhere.
Prior to and
during
construction
CCCPWD;
Construction
Contractor;
Qualified
Biologist
CCCPWD
Marsh Drive Bridge (28C-0442) over Walnut Creek Replacement Project April 2020
Contra Costa County Dept. of Public Works County CEQA No.: (CP# 15-41)
Project No.: 0662-6R4083 A-9
Impact
Mitigation, Avoidance, and
Minimization Measures
Implementation
Timing
Implementation
Responsibility
Verification
Responsibility
Compliance
Verification
Date
BIO-8:
Disturbance to
American Badger
MITIGATION MEASURE BIO-8: American Badger Protective Measures
• If grading or construction begins during the breeding season
(March–August), a qualified biologist will conduct a survey of
the grassland habitat to identify any badger burrows on site.
The survey will be conducted no sooner than 2 weeks before
the start of construction.
• Impacts on active badger dens will be avoided by establishing
exclusion zones around all active dens, within which
construction-related activities will be prohibited until denning
is complete or the den is abandoned.
• A qualified biologist will monitor each active den once per
week, to track its status and inform the PWD of when a d en
area is cleared for construction.
Prior to and
during
construction
CCCPWD;
Construction
Contractor;
Qualified
Biologist
CCCPWD
BIO-9:
Disturbance to
San Joaquin Kit
Fox
MITIGATION MEASURE BIO-9: San Joaquin Kit Fox Protective Measures
Prior to any ground disturbance related to covered activities, a
USFWS/CDFW– approved biologist will conduct a preconstruction
survey in areas identified in the planning surveys as supporting
suitable breeding or denning habitat for San Joaquin kit fox. The
surveys will establish the presence or absence of kit foxes and/or
suitable dens and evaluate use by kit foxes in accordan ce with
USFWS survey guidelines.
Preconstruction surveys will be conducted within 30 days of
ground disturbance. On the parcel where the activity is proposed,
biologist will survey the proposed disturbance footprint and a 250-
ft radius from the perimeter of the proposed footprint to identify kit
foxes and/or suitable dens. Adjacent parcels under different land
ownership will not be surveyed. The status of all dens will be
determined and mapped. Written results of preconstruction surveys
will be submitted to USFWS within 5 working days after survey
completion and before start of ground disturbance. Concurrence is
not required prior to initiation of covered activities.
If San Joaquin kit foxes and/or suitable dens are identified in the
survey area, the measures described below will be implemented:
• If a San Joaquin kit fox den is discovered in the proposed
development footprint, the den will be monitored for 3 days by
a USFWS/CDFW– approved biologist using a tracking
Prior to and
during
construction
CCCPWD;
Construction
Contractor;
Qualified
Biologist
CCCPWD
Marsh Drive Bridge (28C-0442) over Walnut Creek Replacement Project April 2020
Contra Costa County Dept. of Public Works County CEQA No.: (CP# 15-41)
Project No.: 0662-6R4083 A-10
Impact
Mitigation, Avoidance, and
Minimization Measures
Implementation
Timing
Implementation
Responsibility
Verification
Responsibility
Compliance
Verification
Date
BIO-9:
Disturbance to
San Joaquin Kit
Fox
medium or an infrared beam camera to determine if the den is
currently being used.
• Unoccupied dens should be destroyed immediately to prevent
subsequent use.
• If a natal or pupping den is found, USFWS and CDFW will be
notified immediately. The den will not be destroyed until the
pups and adults have vacated and then only after further
consultation with USFWS and CDFW.
• If kit fox activity is observed at the den during the initial
monitoring period, the den will be monitored for an additional
5 consecutive days from the time of the first observation to
allow any resident animals to move to another den while den
use is actively discouraged. For dens other than natal or
pupping dens, use of the den can be discouraged by partially
plugging the entrance with soil such that any resident animal
can easily escape. Once the den is determined to be unoccupied
it may be excavated under the direction of the biologist.
Alternatively, if the animal is still present after 5 or more
consecutive days of plugging and monitoring, the den may
have to be excavated when, in the judgment of a biologist, it is
temporarily vacant (i.e., during the animal’s normal foraging
activities).
• If dens are identified in the survey area outside the proposed
disturbance footprint, exclusion zones around each den
entrance or cluster of entrances will be demarcated. The
configuration of exclusion zones should be cir cular, with a
radius measured outward from the den entrance(s). No covered
activities will occur within the exclusion zones. Exclusion zone
radii for potential dens will be at least 50-ft and will be
demarcated with four to five flagged stakes. Exclusion zone
radii for known dens will be at least 100-ft and will be
demarcated with staking and flagging that encircles each den
or cluster of dens but does not prevent access to the den by kit
fox.
Prior to and
during
construction
CCCPWD;
Construction
Contractor;
Qualified
Biologist
CCCPWD
Marsh Drive Bridge (28C-0442) over Walnut Creek Replacement Project April 2020
Contra Costa County Dept. of Public Works County CEQA No.: (CP# 15-41)
Project No.: 0662-6R4083 A-11
Impact
Mitigation, Avoidance, and
Minimization Measures
Implementation
Timing
Implementation
Responsibility
Verification
Responsibility
Compliance
Verification
Date
BIO-10:
Disturbance to
Nesting Birds
MITIGATION MEASURE BIO-10: Nesting Bird Protective Measures
Migratory birds and raptors may nest or roost in the BSA. Occupied
nests and eggs of most birds are protected by CDFW Code Sections
3503 and 3503.5, and the federal Migratory Bird Treaty Act.
To the extent feasible, vegetation removal activities will not
occur during the breeding season (February 1 through August
31).
If vegetation removal must occur during the breeding season,
all sites will be surveyed by a qualified biologist to verify the
presence or absence of nesting birds, as follows:
If construction activities occur during the nesting season (February
1–August 31), a qualified biologist will survey for nesting birds,
including raptors, no more than 15 days before the start of
construction. An additional survey is recommended immediately
prior to construction. The survey areas will include the Project area
and an area 250 feet beyond the Project boundaries. If active nests
are detected in the survey area, work within 0.5 mile of golden
eagle nests, 1,000 feet of Swainson’s hawk nests, 300 feet of other
raptor nests, and 50 feet of passerine nests will be avoided until a
qualified biologist determines that nesting activity has been
completed. If it is not feasible to implement this avoidance buffer, a
site-specific plan will be developed by a qualified biologist in
coordination with the appropriate agencies to determine if a
reduced avoidance buffer is appropriate based upon 1) the type and
duration of construction activities being conducted, 2) sensitivity or
acclimation to disturbance, 3) the topography surrounding the nest
site, and/or 4) the implementation of additional protective
measures.
Prior to and
during
construction
CCCPWD;
Construction
Contractor;
Qualified
Biologist
CCCPWD
Marsh Drive Bridge (28C-0442) over Walnut Creek Replacement Project April 2020
Contra Costa County Dept. of Public Works County CEQA No.: (CP# 15-41)
Project No.: 0662-6R4083 A-12
Impact
Mitigation, Avoidance, and
Minimization Measures
Implementation
Timing
Implementation
Responsibility
Verification
Responsibility
Compliance
Verification
Date
V. CULTURAL RESOURCES
CUL-1:
Disturbance to
unidentified
historical
resources
Mitigation Measure CUL-1: BMPs
The following Best Management Practices will be implemented
during Project construction to protect unanticipated historic or pre-
historic, archaeological, or paleontological resources.
1) Contractor will be notified of the possibility of encountering
historic, archaeological, or paleontological materials during
ground-disturbing activities and will be educated on the types
of historic materials that may be encountered.
2) If an inadvertent discovery is made, the Contractor will cease
all ground-disturbing activities in the area of discovery.
3) The Contractor will immediately notify the CCCPWD
Resident Engineer who will then request a qualified
archaeologist to evaluate the finding(s).
4) If the finding(s) is determined to be potentially significant, the
archaeologist in consultation with the appropriate Native
American tribal representative or historical society will
develop a research design and treatment plan outlining
management of the resource, analysis, and reporting of the
find.
5) Given the high archaeological sensitivity at Bridge #28C-0145,
an archaeological monitoring plan will be prepared prior to any
ground disturbance. The report will outline the procedures for
discoveries during construction; the chain of command and
responsible parties; and special procedures should human
remains be encountered.
6) Archaeological monitoring by a qualified archaeologist will be
conducted during all ground disturbing activities that yield
visible spoils occurring between 5 feet below current ground
surface and 20 feet below current ground surface at Bridge
#28C-0145. A daily archaeological monitoring log will be
completed by the monitor and submitted weekly to CCCPWD
for review. Should archaeological resources or human remains
be encountered the procedures outlined in the monitoring plan
will be implemented.
Prior to and
during
construction
CCCPWD;
Construction
Contractor;
Qualified
Archaeologist
CCCPWD
Marsh Drive Bridge (28C-0442) over Walnut Creek Replacement Project April 2020
Contra Costa County Dept. of Public Works County CEQA No.: (CP# 15-41)
Project No.: 0662-6R4083 A-13
Impact
Mitigation, Avoidance, and
Minimization Measures
Implementation
Timing
Implementation
Responsibility
Verification
Responsibility
Compliance
Verification
Date
CUL-2:
Disturbance to
previously
undiscovered
human remains
If human remains are encountered, work within 25 feet of the
discovery shall be redirected and the Contra Costa County Coroner
notified immediately. At the same time, an archaeologist shall be
contacted to assess the situation. If the human remains are of Native
American origin, the Coroner must notify the Native American
Heritage Commission within 24 hours of this identification. The
Native American Heritage Commission will identify a Most Likely
Descendant (MLD) to inspect the site and provide
recommendations for the proper treatment of the remains and
associated grave goods. Upon completion of the assessment, the
archaeologist shall prepare a report documenting the methods and
results, and provide recommendations for the treatment of the
human remains and any associated cultural materials, as
appropriate and in coordination with the recommendations of the
MLD. The report shall be submitted to CCCPWD and the
Northwest Information Center.
During
construction
CCCPWD;
Construction
Contractor;
Qualified
Archaeologist
CCCPWD
VII. GEOLOGY AND SOILS
Disturbance to previously undiscovered paleontological resource: Refer to CULT-1
IX. HAZARDS AND HAZARDOUS MATERIALS
HAZ-1:
Mobilization of
Contaminants
Mitigation Measure HAZ-1: Waste Management and Worker Safety Procedures
1) The Bay Area Air Quality Management District will be
notified through their Asbestos Notification System pr ior to
bridge demolition in compliance with the National Emissions
Standards for Hazards Air Pollutants (NESHAP).
2) Prior to any construction activities, a pre-demolition survey
will be conducted at each bridge prior to construction pursuant
to federal National Emissions Standard for Hazardous Air
Pollutants regulations and Bay Area Air Quality Management
District regulations. CCCPWD will also prepare a lead-based
paint survey pursuant to California Department of Public
Health and California Occupation and Health Administration
regulations for lead in construction. The survey will identify
presence or absence of lead based paint or asbestos containing
materials and make recommendations for handling and
disposal. Recommendations may include but are not limited to
handling and storage of lead based paint or asbestos during
construction and health and safety plan for workers.
Prior to
construction
CCCPWD;
Construction
Contractor;
CCCPWD
Marsh Drive Bridge (28C-0442) over Walnut Creek Replacement Project April 2020
Contra Costa County Dept. of Public Works County CEQA No.: (CP# 15-41)
Project No.: 0662-6R4083 A-14
Impact
Mitigation, Avoidance, and
Minimization Measures
Implementation
Timing
Implementation
Responsibility
Verification
Responsibility
Compliance
Verification
Date
HAZ-2: Wildfire
Risk
Mitigation Measure HAZ-2: Wildfire Safety Procedures
During Project construction, staging and equipment/vehicle parking
areas shall be cleared of dead vegetation that could serve as fuel for
combustion. Prior to removal, a biologist shall survey the
vegetation to avoid removal of ecologically sensitive vegetation.
The clearing shall include vegetation trimming within a few inches
of the ground. No grading shall take place as part of the vegetation
clearing. Additionally, fire extinguishers will be kept on site. If
work is to be performed during the dry season, workers shall be
informed of wildland fire risk and measures to prevent it via
brochures and worker awareness training.
Prior to and
during
construction
CCCPWD;
Construction
Contractor;
CCCPWD
XIII. NOISE
NOISE-1:
Temporary
Increase in
Ambient Noise
Levels
Mitigation Measure NOISE-1: Limit Ambient Noise
Construction activities shall be limited to non-sensitive hours for
adjacent land uses (generally between 7:00 a.m. to 6:00 p.m.),
consistent with the Contra Costa County General Plan Noise
Element. If work is necessary outside of these hours, the CCCPWD
shall both approve the extended work hours and the Project
construction contractor/Resident Engineer will be available to
address any noise concerns during construction.
Prior to and
during
construction
CCCPWD;
Construction
Contractor;
CCCPWD
The Project contractor shall employ the following noise-reducing
practices during Project construction:
1) Require all construction equipment to conform to Section 14 -
8.02 Noise Control, of the latest Caltrans Standard
Specifications. This requires all internal combustion engine
driven equipment to be equipped with intake and exhaust
mufflers in good condition and appropriate for the equipment.
2) Utilize ‘quiet’ air compressors and other ‘quiet’ equipment
where such technology exists.
3) Locate equipment staging in areas that would create the
greatest possible distance between construction-related noise
sources and noise-sensitive receptors nearest the active Project
site during all Project construction.
4) Provide notification to adjacent noise-sensitive receptors
including anticipated construction schedule and contact
number for County representative who can address noise
complaints.
Prior to and
during
construction
CCCPWD;
Construction
Contractor;
CCCPWD
Marsh Drive Bridge (28C-0442) over Walnut Creek Replacement Project April 2020
Contra Costa County Dept. of Public Works County CEQA No.: (CP# 15-41)
Project No.: 0662-6R4083 A-15
Impact
Mitigation, Avoidance, and
Minimization Measures
Implementation
Timing
Implementation
Responsibility
Verification
Responsibility
Compliance
Verification
Date
XVIII. TRIBAL CULTURAL RESOURCES
Disturbance to previously undiscovered resources: Refer to CULT-1 and CULT-2
XX. WILDFIRE
Wildfire risk: Refer to HAZ-2
Notes:
CCCPWD = Contra Costa County Public Works Department CDFW = California Department of Fish and Wildlife
HCP = Habitat Conservation Plan NCCP = Natural Community Conservation Plan
USEPA = U.S. Environmental Protection Agency USFWS = U.S. Fish and Wildlife Service
BSA = Biological Study Area
2
The proposed replacement for Bridge #28C-0145 would also be a single span bridge. The new
bridge would be approximately 43 feet wide (two 10-foot travel lanes, 8-foot shoulders, and 1.5-foot
wide concrete barriers) and 80 feet long. The west and east roadway approaches would be
reconstructed. Retaining walls would be required on both ends of the bridge. Bridge 145 would be
replaced on a shifted alignment to provide a single stage construction approach, similar to the
approach described above for Bridge #28C-0143.
Ground disturbance would be necessary. Construction depth would vary between project elements.
The maximum depth of excavation for the project work would be approximately 75 feet for the
installation of bridge foundation piles (using drilling), approximately 10 to 15 feet of excavation for
bridge abutments, and approximately five feet for general roadway work and utility relocations. Work
would occur in Marsh Creek. If creek flows are present, dewatering would be required according to
regulatory permit conditions. Disturbed areas would be stabilized as necessary following
construction. Drainage patterns in the project area would be maintained. Utility relocation would be
necessary. Right-of-way acquisition and temporary construction easements would be required. Tree
removal (approximately 30 total) and vegetation removal would be necessary throughout the project
area. No full detours are anticipated. Standard traffic control measures would be employed, and
emergency vehicles and private property owners will have access at all times.
ENVIRONMENTAL EFFECTS: The Initial Study for the proposed project identified potentially
significant impacts in the environmental area of Biological Resources, Cultural Resources,
Geology/Soils, Hazards & Hazardous Materials, Noise, Tribal Cultural Resources, and Wildfire.
Environmental analysis determined that measures were available to mitigate potential adverse
impacts to insignificant levels. As a result, a Mitigated Negative Declaration (MND) has been
prepared pursuant to Public Resources Code Section 21080(c), 21063.5, and Article 6 of the
California Environmental Quality Act (CEQA) Guidelines.
Pursuant to the requirements of CEQA (CEQA Guidelines Section 15071) the MND describ es the
proposed project; identifies, analyzes, and evaluates the potential significant envi ronmental impacts,
which may result from the proposed project; and identifies measures to mitigate adverse
environmental impacts. Mitigations identified in this document designed for the proposed project will
ensure that the project will not cause a significant impact on the environment.
Due to the COVID-19 shelter-in-place order, the MND can be viewed online at the following link:
https://www.contracosta.ca.gov/4841/Public-Input. Documents referenced in the MND can be
provided upon request by contacting the project planner (contact information below).
PUBLIC COMMENT PERIOD: The period for accepting comments on the adequacy of the
environmental document is from April 24, 2020 to May 23, 2020. Any comments should be in
writing and submitted to the following address or email:
Laura Cremin
Contra Costa County Public Works Department
255 Glacier Drive
Martinez, CA 94553
Laura.Cremin@pw.cccounty.us
The environmental document is expected to go before the County Board of Supervisors
on June 23, 2020. To confirm the Board date, please contact Laura Cremin at
Laura.Cremin@pw.cccounty or 925-313-2015.
Attachments: Figure 1: Project Location
Figure 2 - 3: Project Vicinity Map
RECOMMENDATION(S):
APPROVE and AUTHORIZE the Public Works Director, or designee, to execute an encroachment permit
with California Department of Transportation (Caltrans), in connection with the Bailey Road/SR4
Interchange Pedestrian and Bicycle Improvement Project in Bay Point. County Project No. 0662-6R4121,
Federal Project No.: ATPL-5928(136) (District V)
FISCAL IMPACT:
This project is funded by 68% Active Transportation Program (ATP) Federal Grant Funding, 10% Keller
Canyon Mitigation, 8% Measure J, 7% Navy Mitigation, 4% Bay Point Area of Benefit (AOB), and 3%
Local Road Funds.
BACKGROUND:
The Contra Costa County Public Works Department (County) is required to obtain an encroachment permit
from Caltrans for the Bailey Road/SR4 Interchange Pedestrian and Bicycle
APPROVE OTHER
RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE
Action of Board On: 08/04/2020 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: August 4, 2020
David J. Twa, County Administrator and Clerk of the Board of Supervisors
By: Stacey M. Boyd, Deputy
cc:
C. 3
To:Board of Supervisors
From:Brian M. Balbas, Public Works Director/Chief Engineer
Date:August 4, 2020
Contra
Costa
County
Subject:APPROVE Encroachment Permit for the Bailey Road/SR4 Interchange Pedestrian and Bicycle Improvement Project,
Bay Point area.
BACKGROUND: (CONT'D)
Improvement Project (Project) in order to construct the Project improvements. This Project includes
modification to the Bailey Road/SR4 interchange to improve bicycle and pedestrian access along Bailey
Road through the interchange. The existing SR4 loop off-ramps at the interchange currently provide
free-right movements that are difficult for bicyclists and pedestrians to cross due to higher vehicle
speeds. The Project includes reconfiguration of the freeway ramps and improvements along Bailey Road
that shorten crossing distances and reduce vehicle speeds to make it easier for pedestrians and bicyclists
to traverse the intersection. The Project includes removal of the westbound SR4 loop off-ramp and
pedestrian tunnel under the same ramp in the northwest quadrant of the interchange. With the removal of
the loop off-ramp, sidewalk will be constructed to provide pedestrians a more direct route along Bailey
Road from Canal Road to the BART Access Road. The existing SR4 westbound diagonal off-ramp will
be widened and a new traffic signal will be installed to accommodate traffic headed both north and south
on Bailey Road. Free right turns will also be eliminated at the SR4 eastbound loop off-ramp terminus
and at the southbound Bailey Road and BART Access Road intersection.
Under the permit, the County must indemnify and save harmless the State, the Department, and the
Directors, officers, employees, agents and/or contractors of the State and/or of the Department,
including but not limited to the Director of Transportation and the Deputy Directors, from any and all
claims, demands, damages, costs, liability, suits, or actions of every name, kind, and description, as more
fully described in General Provision Number 28 in the Encroachment Permit General Provisions.
CONSEQUENCE OF NEGATIVE ACTION:
The County will not be able to implement the Project and construct the improvements.
ATTACHMENTS
Encroachment Permit
Encroachment Permit - General Provisions
RECOMMENDATION(S):
APPROVE and AUTHORIZE the Public Works Director, or designee, to execute an encroachment permit
with Contra Costa County Flood Control and Water Conservation District (Flood Control District), in
connection with the Marsh Drive at Walnut Creek Bridge Replacement Project, Concord area. County
Project No. 0662-6R4119 (District IV)
FISCAL IMPACT:
The project is funded 88.5% by Federal Highway Bridge Program Funds and 11.5% by Local Road Funds.
BACKGROUND:
The Contra Costa County Public Works Department (County) has received federal funds to replace the
structurally and hydraulically deficient Marsh Drive Bridge over the Walnut Creek Channel in the Concord
area. The project requires the temporary use of adjacent Flood Control District land associated with the
Walnut Creek Channel for related work including temporary creek diversion, channel access roadway
construction, Iron Horse Trail construction, and general construction access. As a result of this temporary
use, the County is required to obtain an encroachment permit from the Flood Control District in order to
successfully complete the bridge replacement work.
Under the permit, the County must indemnify and hold harmless the Flood Control District and its
employees (Indemnitees) from and against
APPROVE OTHER
RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE
Action of Board On: 08/04/2020 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: August 4, 2020
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:August 4, 2020
Contra
Costa
County
Subject:APPROVE Encroachment Permit for the Marsh Drive at Walnut Creek Bridge Replacement Project, Concord area.
BACKGROUND: (CONT'D)
any and all claims that arise from the work covered by the permit, and does agree to defend the Flood
Control District and its employees (Indemnitees) against any such claim or action asserting such liability.
The Flood Control District recognizes significant benefit of this project to the Walnut Creek Channel as
the project includes removal of the existing bridge which has been deemed the most significant
bottleneck to flows in this section of the creek and an obstacle to the 100 year storm event. The new
structure will have three feet minimum clearance to the 100 year storm event in the creek. In recognition
of this benefit, the Flood Control District agrees to issue a no-fee permit to the County for the needed
temporary use of the Walnut Creek Channel. It should be noted that the Channel is part of the federal
levee system giving oversight of the channel and levees to the United States Army Corps of Engineers
(USACE) through the Federal Section 408 permitting process. The proposed project will also require a
Section 408 permit from USACE prior to construction.
CONSEQUENCE OF NEGATIVE ACTION:
The County will not be able to implement the required bridge improvements as needed for public safety.
ATTACHMENTS
Encroachment Permit
PERMIT # 620-20
FILE # 620-20
INSPECTION AREA A Rev 12/04/2013
Application and Permit Center
ENCROACHMENT PERMIT FOR USE OF DISTRICT RIGHT OF WAY
PERMITTEE: CONTRA COSTA COUNTY PUBLIC WORKS DEPARTMENT
ADDRESS: 255 GLACIER DRIVE
CITY/STATE/ZIP: MARTINEZ, CA 94553
TELEPHONE NUMBER: (925) 313-2283
CONTACT PERSON: NEIL LEARY TELEPHONE NUMBER: (925) 313-2278
EMAIL ADDRESS: NEIL.LEARY@PW.CCCOUNTY.US
PLEASE READ ALL SECTIONS OF THIS PERMIT CAREFULLY AND KEEP IT AT THE WORK
SITE.
The permittee agrees to defend, save, indemnify and hold harmless the County of Contra Costa, Contra Costa
County Flood Control and Water Conservation District (District), their officers, employees and agents from all
liabilities imposed by law by reason of injury to or death of any person(s) or damage to property, including
without limitation liability for trespass, nuisance or inverse condemnation, which may arise out of the work
covered by this permit, and does agree to defend the County and District, their officers, employees and agents
against any such claim or action asserting such liability. Accepting this permit or starting any work hereunder
shall constitute acceptance and agreement to all of the conditions and requirements of this permit and the
Ordinance and Specifications authorizing issuance of such permit.
In compliance with your request, and subject to all of the terms, conditions and restrictions
written below or given as general or special provisions on any part of this form, PERMISSION
IS HEREBY GRANTED AS FOLLOWS:
LOCATION: Walnut Creek Flood Control Channel
LATITUDE: 37° 59’ 56.19” N LONGITUDE: 122° 03’ 22.79” W
PERMITTED USE: Construction of the Marsh Drive at Walnut Creek Bridge
Replacement Project (COUNTY Project No. 0662-6R4119), and temporary access
and construction staging for the Project Contractor.
Work Completed Inspector: Approved Start Date: October 1, 2020
Expired
Looks OK – No Inspection Requested Date: Expiration Date: May 1, 2023
Flood Control – OK to Final Engineer: Date:
30 Muir Road, Martinez, CA 94553-4601
Phone: (925) 674-7744 Fax (925) 674-7271 email: rhend@pw.cccounty.us
www.cccpublicworks.org
NO FEE PERMIT
W.O. 8471
Encroachment Permit for Use of District Right of Way (Cont’d)
Page 2
Items Attached or Referred to Herein and Made Part Hereof:
1. General Provisions, Sheets GP-6 through GP-8, attached.
2. See the Project Design Plans, Specifications and Contract Documents
SPECIAL PROVISIONS:
1. This permit is issued to Contra Costa County Public Works Department (PERMITTEE) and
Contractor for the construction of the Marsh Drive at Walnut Creek Bridge Replacement
Project, County Project No. 0662-6R4119 (PROJECT). This permit also covers temporary
access and construction staging activities within the properties of Contra Costa County
Flood Control and Water Conservation District’s (DISTRICT).
2. The proposed work under this permit shall be in accordance with the design plans entitled
Marsh Drive Bridge Replacement, County Project No. 0662-6R4119 dated September 13,
2019, including subsequent revisions. For all work within the DISTRICT’s properties,
PERMITTEE shall not allow any deviations from the design plans unless and until the
DISTRICT has the opportunity to review and approve the proposed changes.
3. PERMITTEE shall comply with the requirements of the Section 408 requirements of the
U.S. Army Corps of Engineers.
4. PERMITTEE shall comply with all requirements of the Contra Costa County Health
Departments regarding COVID-19
5. The expenses of the DISTRICT related to this permit will be billed to Work Order #8471.
6. In lieu of a cash bond, PERMITTEE agrees not to release the final payment and the
performance bond of the CONTRACTOR until after the DISTRICT has notified the
PERMITTEE that all work inside the DISTRICT’s properties have been satisfactorily
completed. The notification from the DISTRICT shall be in the form of a memorandum to
the PERMITTEE.
7. The Flood Control District representative assigned to this permit is Lori Leontini, telephone
(925) 313-2283, email – lori.leontini@pw.cccounty.us.
8. The PROJECT MANAGER for the PROJECT, Neil Leary, is also the inspector for the
DISTRICT. For construction issues that affect Walnut Creek Flood Control Channel, the
PROJECT MANAGER shall consult with the DISTRICT prior to making decisions on the
construction issues.
Encroachment Permit for Use of District Right of Way (Cont’d)
Page 3
9. DISTRICT representatives shall be invited to the preconstruction and progress meetings of
the PROJECT. Send notifications to Lori Leontini.
10. Prior to the start of work, PERMITTEE shall submit to the DISTRICT digital photographs
and video recording that document the condition of the existing improvements at Walnut
Creek flood control channel. These improvements include any chain link fences and gates
on top of the channel banks, and the drainage outfall pipes and flap gates along the
channel banks.
11. There are underground utilities in the DISTRICT’s properties. PERMITTEE and
CONTRACTOR are responsible for identifying, locating and protecting all underground
utilities and facilities and for ensuring the safety of its employees, contractors and agents.
12. This permit serves as approval for the PERMITTEE and CONTRACTOR to use the
properties of the DISTRICT for access and for construction staging. Staging location is to
be approved by the DISTRICT inspector. In areas where the DISTRICT has easement
rights only, CONTRACTOR shall be responsible for obtaining permission from the
underlying owner of the property.
13. PERMITTEE shall install and maintain within their work area, silt fences or other forms of
acceptable barriers to prevent soil or contaminants from entering drainage facilities.
14. PERMITTEE shall install erosion control protection measures for all areas disturbed during
construction and shall maintain these measures until such time that they are no longer
needed. PERMITTEE shall be solely responsible for the cost related to this work. This
erosion protection must be acceptable to the DISTRICT Inspector. If hydroseeding is used,
the application must be performed before the start of the rainy season to allow the seeds
to germinate. The seed mix design for the hydroseeding shall be in accordance with the
requirements of the Department of Fish and Wildlife and the DISTRICT.
15. Upon completion of work, PERMITTEE and contractor shall provide erosion control
protection for all areas on the creek banks that are disturbed by the construction operation.
The erosion protection shall be acceptable to the DISTRICT Inspector.
16. The personnel, agents, consultants and other permittees of the DISTRICT and the staff of
the Corps of Engineers shall be provided continuous access on the properties and rights of
way areas of the DISTRICT at all times. PERMITTEE and the CONTRACTOR shall be
responsible for all costs to accommodate this continuous access.
Encroachment Permit for Use of District Right of Way (Cont’d)
Page 4
17. PERMITTEE is responsible for complying with requirements of the regulatory permits.
18. PERMITTEE shall provide two sets of as-built plans to the DISTRICT. The as-built plans
shall bear the signature and seal of a registered engineer, licensed in the State of
California.
Encroachment Permit for Use of District Right of Way (Cont’d)
Page 5
Work performed under this permit shall not commence before October 1, 2020, and shall be
completed by May 1, 2023.
Failure to complete work by said date shall void this permit unless a written extension is
granted by the District.
FOR PERMITTEE:
I hereby acknowledge that I have read this permit and agree to comply with all of the
conditions stated herein and with all applicable Ordinances and Laws. For those areas
involved herein to which the District does not hold fee title, I have also obtained permission
from the underlying property owners.
(Sign)____________________________________ Date_________________________
(Print)____________________________________ Title__________________________
FOR THE DISTRICT: Permission is Granted
Brian M. Balbas, Ex-Officio Chief Engineer
By_______________________________________ Date_________________________
***************************************************************************
Permit Fee / Deposit: Fee $ Waived Receipt Number: N/A
Bond Required? Yes No Bond Type Cash Surety
Bond Amount: Bond $ N/A Receipt Number: N/A
Insurance Required? Yes No (The Minimum Limit for bodily injury and property
damage is $1 million G.C.L.)
CONTRA COSTA COUNTY FLOOD CONTROL
AND WATER CONSERVATION DISTRICT
Permit For Use Of District Right Of Way
GENERAL PROVISIONS
1. Definitions.
a. "District" shall mean the Contra Costa County Flood Control and Water Conservation
District, the grantor of this permit.
b. "District's right of way" shall mean those areas involved herein on which District has
land rights, whether those rights be held in fee, easement, license, permit from others,
or any other form.
c. "Permitted use", "planned installation", "permittee's facilities", "work covered herein" or
other such phrases shall mean the specific work or purpose for which this permit is
granted.
2. Scope of Permit. This permit is to be strictly construed and no work other than that specifically
mentioned is authorized hereby. Incorporation herein of Permittee's plans does not constitute
approval of items shown on said plans which lie outside the limits of District's right of way, nor
of temporary alterations of District's flood control facilities (e.g. diversion dams, haul roads,
cutting of banks or levees, sump holes) not shown on said plans which the Permittee or its
contractor's may find necessary in order to construct or maintain the planned facilities. For any
such alteration, Permittee or its contractor shall obtain District approval either by amendment to
this permit or by separate permit.
3 No Precedent Established. It is understood and agreed by Permittee that approval of a
particular action under a permit shall not establish a precedent for future similar requests by
Permittee.
4. Granting of Rights to Others. Nothing herein contained shall be construed to prevent District
from granting rights to others within District's right of way concerned herein or using said right
of way for any and all purposes, provided, however, that District shall not unreasonably prevent
or obstruct Permittee's rights hereunder.
5. Permission of Underlying Owners and Holders of Prior Rights. Where District's title to the right
of way concerned herein is anything less than fee, or where others are holders of prior rights
within right of way held in fee by District which might be affected by Permittee's proposed use,
the permission granted herein is valid only to the extent that District is legally able to grant
such permission. Permittee shall also obtain permission for the proposed use of said right of
way from said underlying owners or holders of prior rights. This permit shall not be effective
until such permission is obtained. When specifically stated elsewhere herein, Permittee shall
submit evidence of such permission to District. Failure of District to notify Permittee of the
existence of such underlying owners and holders of prior rights shall not relieve Permittee of the
responsibility of obtaining said separate permission.
General Provisions (Continued)
6. Non-Assignment. Permittee shall not assign, transfer or sublet this permit or any privileges
herein granted except with the written consent of District.
7. Pending Easement. If so indicated elsewhere herein, negotiations are underway for the
granting of an easement by District to Permittee for that portion of the work or facilities
permitted herein which lie within lands owned in fee by District. District reserves the right to
incorporate any or all of the conditions of this permit in said easement. Any conditions of this
permit not so incorporated shall remain in full force and effect unless specifically revised or
negated in the easement document or by written amendment to this permit. This permit shall
not be construed as a release or waiver in any way of the right to compensation for such
easement.
8. Future Relocation. If Permittee's facilities should at some time in the future interfere with
District's maintenance, repair, reconstruction, alteration or expansion of its flood control
facilities, or with installation of new facilities by the District, Permittee's facilities shall be
removed, relocated, or modified to the satisfaction of District at the sole cost and expense of
Permittee.
9. Revocability and Modification. This permit is revocable on five days notice, and is subject to
modification by the District at any time. The listing of a specific expiration date elsewhere in
this permit does not waive the right of the District to revoke this permit prior to that date as
hereinabove provided. This permit may be revoked or suspended without prior notice if
justifiable complaints of "nuisance" (e.g. dust, noise or invasion of privacy) are received from
occupants or owners of nearby property.
10. Hold Harmless. Permittee shall indemnify, defend and hold harmless the District of and from
any and all claims including inverse condemnation, demands, damages, losses, actions, causes
of action or judgments which District may pay or be required to pay by reason of any damages,
injury or death to any person or property suffered by any person, firm or corporation as a result
of the exercise by Permittee of the rights herein granted.
11. Insurance. If so stated elsewhere herein, this permit shall not be effective for any purpose
unless and until Permittee files with District a certificate from his insurer stating that the Contra
Costa County Flood Control and Water Conservation District and Contra Costa County has been
named, for the purpose and duration of this permit, as an additional insured in his commercial
general and automobile liability insurance policies to the minimum limits indicated.
12. Bond. If so stated elsewhere herein, this permit shall not be effective for any purpose unless
and until Permittee files with District a bond in the form and amount indicated.
13. Expense of Inspection. Current fee schedule.
14. Notice Prior to Starting Work. Permittee shall notify District's Maintenance Division at least
three working days in advance of starting the work covered herein or any new phase thereof.
General Provisions (Continued)
15. Non-Interference. Any work performed hereunder by Permittee or its authorized agents shall
be done in such a manner as will at all times enable the District, its authorized agents or
contractors, to use District's right of way.
16. Restoration of District's Facilities. Any District facilities removed or damaged during installation
or maintenance of Permittee's facilities shall be replaced or repaired equivalent to, or better
than their pre-existing condition at the sole cost and expense of the Permittee. If, upon being
given reasonable notice by the District, the Permittee does not promptly make such restoration,
the District reserves the right to perform the needed work and to bill the Permittee for the
actual cost thereof.
17. As-Built Plans. Upon completion of underground or surface work of consequence, Permittee
shall furnish to the District plans showing location and details unless pre-installation plans
attached hereto sufficiently and accurately show such information.
18. Marking of Underground Facilities. Above-ground markers shall be placed by Permittee at
locations satisfactory to District to indicate the line and depth of underground facilities installed
under this permit.
19. District Non-Responsibility. Unless otherwise provided herein, District assumes no responsibility
for the design, construction, maintenance or repair of Permittee's facilities and will not be
responsible in any way for any damage to Permittee's facilities resulting from District's
construction, reconstruction, alteration, operation and maintenance of District's facilities.
20. Maintenance. Unless otherwise provided herein, the Permittee agrees to exercise reasonable
care to maintain properly any item installed under this permit and to exercise reasonable care in
inspecting and immediately repairing and making good any injury to any portion of District's
facilities which occurs as a result of the maintenance of such items in District's right of way or
as a result of the work done under this permit, including any and all injury to District's facilities
which would not have occurred had such work not been done or such item not been placed
therein. Except in the case of emergency, Permittee shall consult District at least seven days in
advance of commencement of any non-routine maintenance operations.
21. No Recourse Against District. The Permittee shall have no recourse whatsoever against the
District for any loss, cost, expense, or damage arising out of any provisions or requirement of
this permit because of its enforcement or for the termination or revocation of this permit as
provided herein. Nor shall this permit be given any value before any court or public authority in
any proceeding of any character.
C:\Users\mconsola\Desktop\permit 620-20.doc
RECOMMENDATION(S):
APPROVE and AUTHORIZE the Public Works Director, or designee, to execute Cooperative Agreement
No. 353147-F with the California Department of Water Resources (DWR) for the Byron Highway Bridge
Replacement Project, Byron area. Project No. 4660-6X1048
FISCAL IMPACT:
This project is funded 88.5% Federal Highway Bridge Program Funds and 11.5% Local Match Funds. The
local match funds are shared by DWR and County Road Funds in a 74%/26% split, respectively.
APPROVE OTHER
RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE
Action of Board On: 08/04/2020 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: August 4, 2020
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:Brian M. Balbas, Public Works Director/Chief Engineer
Date:August 4, 2020
Contra
Costa
County
Subject:Cooperative Agreement with the California Department of Water Resources for Byron Highway Bridge Replacement
project, Byron area
BACKGROUND:
The Byron Highway Bridge was initially constructed in 1965 by the Department of Water Resources
(DWR) in agreement with Contra Costa County (County). The 1965 agreement (County Road
Modification Agreement) defined DWR as the responsible party for the structural portions of the bridge
and County as responsible party for “all other portions of such bridges, such as roadway surface of deck,
curbs, sidewalks, lighting facilities, guard rails, highway markings and traffic signs.” In 1975, another
agreement was signed by the County and DWR, “Consent to Common Use Agreement,” which defined
an area of common use where the County roadway (Byron Highway) intersected with DWR’s Aqueduct.
This area of intersection measures approximately 50’ wide by 1200’ long and the agreement further
defines how the County and DWR interact on various operations and maintenance issues within that
area.
The Bridge began having structural issues in the mid 1990’s with deck cracking. In 1995, the County
and DWR participated in a joint project to rehabilitate the existing bridge by providing maintenance
upgrades to the structure. The County was lead agency on this federally funded project. In 2000, DWR
in collaboration with the University of California at San Diego, provided a bridge rehabilitation project
to address severe deflections in the bridge structure due to traffic loads. DWR paid for this project
without County assistance. In early 2003, DWR led an emergency project to install improvements to the
structure, including a series of supplemental supports under the bridge. Again, DWR carried the
financial responsibility for this project.
The 2003 work is considered temporary, so although the bridge is open to all legal loads, it has a low
sufficiency rating in the California Department of Transportation (Caltrans) bridge inspection program
and is eligible for federal bridge replacement funds. DWR initiated a bridge replacement project in 2006
- 2007 with Caltrans, but soon discovered that a state agency was not eligible to receive federal bridge
replacement funds, so they have requested that the County be the “face” of the project to make it
eligible to receive federal funds through the Highway Bridge Program (HBP). The County has agreed to
participate with DWR in the project to replace the structure.
Caltrans is the agency that is responsible to the Federal Highway Administration (FHWA) for
administering the federal-aid programs, which includes the HBP. All project submittals go through
Caltrans for review and approval.
On June 28, 2010, Caltrans issued an authorization document (E76) which authorized the County to
begin Preliminary Engineering for the project. On November 15, 2010, the County and Caltrans
executed a Program Supplement Agreement No. N055, which binds the County to certain conditions for
accepting federal funds for the project.
On July 9, 2013, the County Board of Supervisors approved Cooperative Agreement No. 353147-E
between DWR and County.
The basic concepts of Cooperative Agreement No. 353147-E between County and DWR:
1. DWR performs the project tasks; County acts in an oversight role, except for right of way acquisition
where County takes the lead role.
2. County pays for the local share of the County’s oversight costs; DWR pays for the local share of all
other project costs and the federally non-participating project costs.
3. The agreement follows the same format as the 1965 County Road Modification Agreement which is
the Cooperative Agreement format.
In May 2015, Caltrans Local Assistance made the finding that the Cooperative Agreement No.
353147-E between the County and DWR was not in alignment with the Caltrans Local Assistance
Procedure manual and would need to be revised for the project to remain eligible for HBP funds. The
main issue was that the County was not found to be established as in responsible charge. Caltrans Local
Assistance later made the finding that the majority ownership of the structure needed to be with the
County. The pathway forward was to revise the Cooperative Agreement to establish the County in
responsible charge of the project and majority owner of the bridge. This put the project on hold until the
project team could be reconstituted with the County in responsible charge.
In 2017, the County in coordination with Caltrans and DWR made a joint decision that DWR would
transfer all of the preliminary design efforts (design and environmental clearance) to the County. The
decision also included putting the County as lead for right of way engineering and the entire construction
administration phase. DWR was reduced to simply an oversight role. Cooperative Agreement No.
353147-F was then prepared to memorialize these decisions.
Recent project milestones:
September 11, 2018: County hires Drake-Haglan and Associated (now Dewberry) to
provide consultant design and environmental services for the project.
October 31, 2019: Drake Haglan completes 35% design.
August 7, 2019: Caltrans/FHWA approves Long Approach Roadway Request and
Exhibit 6D request for additional costs.
April 9, 2020: Caltrans approves National Environmental Policy Act document.
April 16, 2020: County submits Request for Authorization to Proceed with Right of
Way Phase to Caltrans.
The attached cooperative agreement has been negotiated to reflect DWR's and the County's project roles
and responsibilities. A summary of the roles and responsibilities are as follows:
I. DWR:
a. Review and comment on design, environmental, right of way, and construction documents.
b. Oversight of construction operations.
c. Reimburse County for portions of local share of Project costs.
d. Grant access rights and easements to County for Project and future expansion of Byron
Highway.
II. County:
a. Assume responsible charge of the Project.
b. Perform remaining Project development tasks including design; environmental clearance; right
of way engineering and acquisition; preparation of final plans and specifications; advertisement,
bidding and award of Project construction contract; administration and inspection of Project
construction contract.
c. Own, operate and maintain new bridge.
d. Coordinate with and provide updates to DWR throughout Project development.
e. Coordinate with Caltrans for Project funding.
DWR required a funding/Budget Act contingency clause but has agreed to cooperate with the County to
cancel the project in the event that funds are not appropriated. According to DWR, dedicated State
Water Project funds will be used for its portion of the project costs.
The parties cannot proceed with the project until after the requirements of the California Environmental
Quality Act have been satisfied.
CONSEQUENCE OF NEGATIVE ACTION:
Failure to approve the Cooperative Agreement would delay implementation of the Byron Highway
Bridge Replacement project and jeopardize approximately $17 million in Federal funds that have been
programmed for this project.
ATTACHMENTS
Agreement
Contract # 4600013326
Agreement # 353147-F
Page 1 of 17
COOPERATIVE AGREEMENT
BYRON HIGHWAY BRIDGE
(353147-F)
BETWEEN THE STATE OF CALIFORNIA
DEPARTMENT OF WATER RESOURCES
AND .
COUNTY OF CONTRA COSTA
I.PARTIES
Effective on the __ day of ________, 20__ (Effective Date), the State of California,
Department of Water Resources (DWR), and the County of Contra Costa, a political
subdivision of the State of California (County), mutually agree to the following
conditions, responsibilities, and obligations relating to the proposed Byron Highway
Bridge Replacement (Project). The County and DWR are sometimes referred to herein
together as the “Parties,” and each as a “Party.” This Cooperative Agreement
(Agreement) shall be designated as Agreement No. 353147-F.
II.RECITALS
A.The Byron Highway Bridge, designated County Bridge No. 28C0121 (the
"Bridge"), is located on Byron Highway (aka County Road J-4), in southeastern
Contra Costa County, approximately 11.25 miles northwest of Tracy and
approximately 3.75 miles southeast of Byron. Project Location Map is attached
as Exhibit C.
B.DWR and County have previously entered into agreements dated September 7,
1965, July 7, 1975, October 1, 1994, and December 5, 2013, which are identified
by DWR and County as Agreement No. 353147, Agreement No. 353147-B,
Agreement No. 353147-D, and Agreement No. 353147-E (together, the “Prior
Agreements”), respectively, related to the common use and improvement of the
Bridge and other matters. ·
C.Several State of California, Department of Transportation (Caltrans) inspection
reports over the years have identified this Bridge as structurally deficient.
Temporary repairs have been made subsequent to the reports, to address those
structural deficiencies and keep the Bridge open. Because the temporary repairs
are short-term solutions and the Bridge is eligible for replacement under the
federal Highway Bridge Program (HBP), DWR and the County plan to utilize HBP
funds for replacement of the Bridge as a long-term solution.
D.Project costs that meet the requirements of the HBP are termed federal
"participating costs", as defined in the Caltrans Local Assistance Program
Guidelines (LAPG), Section 6.1 (“Participating Costs”). The federal government
i s responsible for 88.53% of Participating Costs, and the local Project sponsors
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Agreement # 353147-F
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are responsible for the remaining 11.47% of Participating Costs. This federal
reimbursement rate was established by Caltrans. Project costs outside the
scope of the HBP are not federally reimbursable and are referred to as federal
"Non- Participating Costs". Therefore, the Project costs that are required to be
paid by the local Project sponsors include 11.47% of Participating Costs, plus
100% of Non-Participating Costs (together, the “Local Share”).
E.The Project includes approximately 2,700 linear feet of newly constructed
pavement on Byron Highway (approximately 40-feet paved width) and a new
approximately 325 feet long bridge (approximately 43.5 feet width, including
rails), as further shown in Exhibit D.
F In order to simplify Project-related billing and invoicing between DWR and
County, both Parties desire for the Local Share to be apportioned between DWR
and County on a percentage basis. Except where expressly stated otherwise in
this Agreement, DWR will pay 74% of the Local Share, and the County will pay
26% of the Local Share. The allocation of Project Costs between Participating
and Non-Participating Costs, and the allocation of the Local Share between
County and DWR, are shown on Exhibit E, attached hereto and incorporated
herein. The basis for the apportionment of the Local Share between County and
DWR is more particularly shown on Exhibit F, attached hereto and incorporated
herein.
G.Under California Street and Highways Code Section 2413, funding for the HBP
may be allocated to counties and cities. The County and DWR previously
entered into the prior Agreements to define their roles and responsibilities with
respect to the Bridge. The Parties have now determined that the County should
be in responsible charge for the entire Project, including advertising, awarding
and administering the construction contract. In response to Caltrans direction
and based on current availability of DWR resources, the Parties desire to enter
into this new Agreement to establish the Parties’ new roles and responsibilities
for the Project
H.Under this Agreement, the County will apply for federal funding for this Project,
and will take over the remaining project development tasks including: design,
environmental clearance, right-of-way engineering and appraisal, land acquisition
and utility relocations, advertisement, bidding and award of construction contract,
and administration and inspection of the construction contract to keep the Project
from becoming inactive. DWR will provide work completed up to the Effective
Date of this Agreement that the County may use. DWR also will provide the
County an easement or other property right, on DWR right-of-way, if needed by
County for the new Bridge structure and temporary and permanent Bridge
roadway approaches, and to allow the County to construct and perpetually
maintain and operate the Bridge and the approaches. After the Project is
completed, the County will own the new Bridge structure and all right-of-way
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required for roadway approaches, as well as right-of-way that the County
currently owns and maintains for the existing approaches.
I.This Agreement contains the revised terms and conditions under which County
and DWR will construct the Project, and describes the rights and responsibilities
of the Parties.
III.DWR's RESPONSIBILITIES
DWR shall do all of the following:
A.Provide the County with all Project-related preliminary engineering and design
engineering completed by DWR as of the Effective Date, which includes but may
not be limited to: survey controls and topography, geotechnical studies, hydraulic
study, structural calculations, and details, as well as plans, specifications, and
estimates.
B.Provide the County right-of-way plans and documents, including plats and legal
descriptions that DWR has prepared as of the Effective Date.
C.Provide the County information on identified existing utilities and their locations,
and DWR’s determination of any necessary utility relocations identified as of the
Effective Date. Provide the County copies of all correspondence initiated with
existing utility owners.
D.Provide the County copies of all environmental documentation completed as of
the Effective Date. The County will be responsible for obtaining required permits
not already obtained, and for complying with all applicable environmental laws
and regulations for the Project. The documentation DWR shall provide the
County under this section must include, but is not limited to, documents that
comply with Caltrans policies and regulations of the National Environmental
Policy Act (NEPA), California Environmental Quality Act (CEQA), and the East
Contra Costa County Habitat Conservation Plan/Natural Community
Conservation Plan (HCP/NCCP), as applicable. Further, DWR shall provide the
County all work completed on the Preliminary Environmental Study (PES) form in
coordination with County and Caltrans as of the Effective Date.
E.At its own discretion, DWR may review construction plans and specifications, to
assist the County in ensuring that the work involving construction of the new
Bridge structure and demolition of the existing bridge complies with all applicable
requirements, including those pertaining to clearances, permits, design and
construction standards, and access for work within DWR’s right -of-way.
Because this is a schedule critical project, DWR’s review of the plans and
specifications is limited to the following tasks and must be completed within the
timeframes stated:
1.Bridge Type Selection Report:4 weeks
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Agreement # 353147-F
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2.35% Design Plans:4 weeks
3.Draft Foundation Report 4 weeks
4.65% Plans, specifications, and estimate:4 weeks
5.SWPPP 4 weeks
6.95% PS&E 4 weeks
Failure of DWR to respond within the specified timeframe will indicate DWR’s
acceptance of County’s position on these matters. The County will respond to
and resolve DWR’s review comments, if any, prior to the subsequent submittal.
Upon completion of the 95% PS&E review, the County will proceed with finalizing
the PS&E package and advertising for construction.
F.At its own discretion, DWR will provide oversight (including but not limited to
participation in regular construction meetings, site visits, and inspections) of
construction operations it deems necessary and appropriate during construction
of the new Bridge structure and demolition of the existing bridge over DWR’s
State Water Project (SWP) facilities, within DWR’s right-of-way, solely with
regard to DWR’s interest in such facilities.
G.DWR shall coordinate and approve the schedule of any work that could impact
operation of, or access to, DWR’s SWP facilities.
H.DWR shall direct all communications pertaining to Project field construction to
County's Resident Engineer (RE). DWR shall not communicate directly with the
County’s contractor.
I.DWR may request that the County's RE issue a Stop-Work Notice if a safety
issue is observed and requires immediate corrective action, or immediate
response.
J.DWR shall provide all DWR Project review and oversight required under this
Agreement at no cost to the County or to funds allocated for the Project. Unless
approved in writing by the County, DWR shall not seek, and will not be entitled
to, reimbursement from the County or Caltrans of any DWR Project-related costs
incurred on or after the Effective Date of this Agreement.
K.DWR shall attend a final Project walkthrough/inspection, and shall attend
intermediate inspection events, as mutually agreed to by DWR and County 's RE.
L.As part of construction of the new Bridge structure, DWR shall allow the County
to demolish and remove the existing Bridge structure as part of Project and HBP
funding.
M.DWR shall reimburse the County 74% of the Local Share of all Project costs
that the County incurs from Effective Date of Agreement, through the completion of
the Project and any post-completion unresolved claims and/or litigation. Project
costs include all costs incurred to complete the Project, including: design;
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environmental clearance; right of way engineering, appraisal, and acquisition;
utility relocation; construction advertisement and contract award; construction
contracting; construction administration; and construction inspection. Right of
way acquisition costs include but are not limited to costs of completing
appraisals; appraisal reviews; negotiations; real property and title document
preparation; costs to acquire the right of way; relocation assistance; experts’ and
attorneys' fees (in-house attorneys and outside counsel selected by County); all
costs and fees incurred by County to prepare, manage, and litigate eminent
domain proceedings, if any; and all damages, costs, attorneys’ fees, and
statutory interest awarded in any of those eminent domain proceedings. These
reimbursement provisions are subject to DWR’s approval rights set forth in
Section IV, Paras. P and Q below.
N.The allocation of the Local Share between County and DWR is based on
estimated Project costs shown on Exhibit E. The Parties agree that the actual
cost of the Project may be higher or lower than the Project costs shown on Exhibit
E. If actual Project costs exceed the figures shown in Exhibit E by more than
10%, the percentage may be revisited and adjusted only if both Parties agree and
amend the Agreement; otherwise, Local Share costs will be allocated at the 74%
DWR and 26% County as agreed. In addition to the allocation of Project-related
costs incurred by the Parties following the Effective Date of this Agreement, within
60 days after the Effective Date, DWR shall reimburse the County $115,000 for
Project-related preliminary engineering and environmental clearance costs that the
County incurred on and after September 1, 2018, and before the Effective Date,
during which period of time this Agreement was the subject of negotiations
between the Parties.
O.DWR Grants Access Rights and Easement
1.DWR hereby grants to the County, for use by the County, its officers,
employees, contractors, and representatives, (“County Parties”) irrevocable
temporary possession and use for the identified Project (“Access Rights”)
of the areas shown in Exhibit G, attached hereto and incorporated herein
(the “Access Areas”). The County Parties may occupy and use the Access
Areas for all of the following Project-related purposes: (a) the removal of
the old bridge structure; (b) the construction of the Project upon, in, over,
and across the Access Areas; (c) the removal and reconstruction of
portions of DWR operating roads upon, in, over, and across DWR’s
property, south of and adjacent to Byron Highway; (d) all pre-construction,
construction, and post-construction activities, including but not limited to
construction staging and storage of construction equipment and supplies;
(e) utility relocation; and (f) any other reasonable and necessary purposes
the County determines are related to the Project. DWR grants irrevocable
temporary use of the Access Areas based on the following conditions:
a.The County will require County Parties to take reasonable
precautions to avoid damage or injury to persons or property, and
to protect persons and property.
(7)days before any Project-related work first begins in the Access
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b.The County will require County Parties to notify DWR at least seven
(7) days before any Project-related work first begins in the Access
Areas. After that notification is given before work first begins in the
Access Areas, the County Parties shall not be required to provide
DWR any further notice with regards to access. The above
notification shall be given verbally to the DWR Delta Field Division
at (209) 833-2022 and at (209) 833-2180, as well as written notice,
by email to: Byron_access@water.ca.gov.
c.The County will require the County Parties to provide to DWR
weekly updates of construction schedule, and any planned and
potential impact to DWR roads.
d.The County will require the County Parties to cooperate with DWR
to ensure that DWR’s ongoing operations and maintenance
activities will not be disrupted during Project construction.
e.The County will require the County Parties to ensure DWR access
to operating roads within the Access Areas will be maintained
throughout Project. When DWR access roads are being relocated or
reconstructed, County will provide alternative access during such
times. County will make reconstruction of DWR roads a priority, to
be completed as promptly as possible.
f.Following the completion of the Project, the County will require the
County Parties to ensure that the Access Areas are restored as near
as possible to the condition they were in before Project construction
began.
2.Within 60 days after the County provides written notice to DWR that the
County has accepted the Project work as complete, along with the
acceptable legal description of easement language per DWR geodetic
standards, DWR shall grant to the County a permanent easement (“New
Permanent Easement”), substantially in the form attached hereto as Exhibit
H, and incorporated herein. The County will provide descriptions and plats
that describe the area generally shown in Exhibit I. Upon the recording of
the New Permanent Easement instrument, the temporary construction
Access Rights granted hereunder shall terminate. DWR hereby
acknowledges that the consideration provided by the County under this
Agreement constitutes just compensation for the Access Rights and the
New Permanent Easement. DWR acknowledges and agrees that,
notwithstanding anything to the contrary in this Agreement, the County
shall retain its existing property rights for roadway approaches to the
existing bridge structure, to allow for any future expansion of Byron
Highway, including the Bridge.
3.The County acknowledges and agrees that, after the new roadway
approaches and new Bridge structure are constructed, the County may
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expand the roadway approaches and Bridge only after obtaining: a)
DWR’s approval through DWR’s encroachment permit process, and b)
any necessary additional right of way required. Any such expansion must
meet then-current DWR requirement, and California Code of Regulations,
Title 23, Division 2, Chapter 6 Encroachments, Articles 1-10 (Regulations).
P.DWR shall review and approve all utility relocations and the utility agreements
identified as necessary for this Project by the County, for existing utilities within
or crossing DWR right of way. Review will be completed, and a response sent
within 60 days.
Q.Amendment of all existing utility easements and encroachment permits within
DWR right of way will be completed by DWR upon receipt of legal descriptions
and surveys, pursuant to DWR geodetic standards, from the County.
R.DWR shall provide the County a complete electronic file of all Project work that
DWR has completed.
IV.COUNTY'S RESPONSIBILITIES
County shall do all of the following:
A.On and after the Effective Date, the County shall act as the Project sponsor. As
the Project sponsor, the County shall be in responsible charge of the Project,
including solicitation, award and administration of a Project construction contract.
The County shall take over the remaining Project development tasks, including
design, environmental clearance, all permitting required, right of way engineering
and appraisals, right of way acquisition, utility relocation, preparation of final
contract plans and specifications, advertisement, bidding and award of a Project
construction contract, and administration and inspection of Project construction
contracts. Upon completion of the Project, the County will own, operate, and
maintain the new Bridge structure.
B.The County shall act as lead agency under the California Environmental Quality
Act, and the County shall provide Project oversight.
C.The County shall communicate with Caltrans and facilitate all necessary Caltrans
and federal approvals for the Project.
D.The County shall coordinate with Caltrans for approval of HBP Funds for Project
funding, and assure compliance with all applicable laws regarding such funding
prior to advertising of the construction contract.
E.Based on information from DWR and information County develops following the
Effective Date, the County shall identify existing utilities and their locations and
determine any and all necessary utility relocations. Subject to the review and
approval of DWR, the County shall coordinate utility relocation and prepare all
Contract # 4600013326
Agreement # 353147-F
Page 8 of 17
necessary utility agreements in accordance with Caltrans policies and
procedures, including Caltrans Local Assistance Procedures Manual- Chapter 14
and Caltrans Right of Way Manual- Chapter 13.
F.The County shall be responsible for acquiring any necessary third-party property
interests for a new right of way for the relocated roadway and utilities, as needed
and as mutually agreed between the County and DWR, including: appraisal of
properties; preparing acquisition documents and offers; negotiating settlements,
if possible; and preparing, managing, and litigating any eminent domain
proceedings, if determined to be necessary by the County, and only if County’s
Board of Supervisors first approves a resolution of necessity, which shall be in
the Board’s sole discretion to approve.
G.The County shall prepare all right of way documents, including all legal
descriptions and surveys, pursuant to DWR geodetic standards, for relocated
utilities and for the easements and property rights the County will require DWR to
convey under this Agreement.
H.The County shall provide all necessary construction engineering for the Project,
including preparing contract documents in accordance with Caltrans policies and
procedures, advertising, awarding, and administering the construction contract.
The Counties activities under this section shall include but may not be limited to
the following:
1.Implementing County's Disadvantaged Business Enterprise (DBE)
program and goals as necessary for Project to qualify for Federal funding.
2.Providing a RE who shall be in charge of, and responsible for construction
inspection and administration.
3.Organizing and maintaining construction files, and providing DWR and
Caltrans representative with access to those files, as needed.
4 Reviewing and approving Contractor's submittals.
5.Preparing pay estimates, change orders, and as-built drawings.
6.Inspecting Project work and closing out the Project, including resolving
any claims by the construction contractor.
7.Providing both an electronic copy and one full size (24"x36") hard copy of
as built drawings and all requested construction documents to DWR upon
conclusion of the Project.
I.The County shall be responsible for constructing the Project in accordance with
Project plans and specifications, applicable laws, Caltrans policies and
procedures, DWR policies, procedures and regulations, and any other
requirements that are conditions of Project funding. If DWR determines that the
County, or any of its contractors or subcontractors, is not constructing the Project
in accordance with DWR policies, procedures and regulations, DWR will request
the County to take reasonable corrective measures to ensure that construction
complies with the requirements. Upon receipt of such a request by DWR, the
County shall take all agreed upon measures as reasonably requested by DWR to
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Agreement # 353147-F
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meet established DWR policies, procedures and regulations. DWR agrees that
the County will maintain the proposed vertical clearance of the access road to the
bridge as shown on the DWR plans (approximately 7.5 feet).
J.The County shall include in its Project construction contract removal of existing
piers (already in place for a future widening) to the approximate mudline, unless
the County determines that the ‘future’ piers will be needed or used for the
construction of the new Bridge structure.
K.Following the construction of the new Bridge structure, the County shall demolish
and remove the existing Bridge structure as part of Project and HBP funding.
This shall include all elements of the structure including removal of support
piers/piles and existing steel shoring, to at least as low as the mudline.
L.The County shall certify to Caltrans that significant Project documents and
various Project phases, including but not limited to environmental, right of way,
design, and construction, are complete and done in accordance with Caltrans
procedures for federally-funded projects.
M.The County shall submit right-of-way certification to DWR for review, including
supporting information and facts requested by DWR. Following DWR’s review,
the County shall submit right of way certification to Caltrans for approval.
N.The County shall furnish DWR on a quarterly basis and again upon completion of
the Project, timely and detailed invoices of Project expenditures for all phases of
work in accordance with Caltrans policies and procedures, including, if requested
by DWR, copies of documents such as contracts, warrants, and journal entries.
O.The County shall promptly process all necessary Project documents and invoices
and submit them to Caltrans for reimbursement on a quarterly basis. These
documents will be used by the County to acquire federal funding reimbursement
through Caltrans.
P.The County shall notify DWR of its intent to issue a change order, and will
provide copies of the change order and supporting documentation to DWR. Any
change orders in excess of $50,000 or extending the contract by more than 15
days, shall be approved by DWR in advance of work. The County shall have
authority to make minor changes as needed during construction in response to
field conditions. Response from DWR will be sent within 7 days or will be
deemed to be accepted.
Q.County shall promptly notify DWR of any Project-related potential claims during
the Project and post-Project unresolved claims. Upon DWR request, County will
provide DWR with any supporting documentation for such claims. In its sole
discretion, after notification to County, DWR may elect to participate in County’s
processes or proceedings involving such potential claims and unresolved
claims. Payment by County of potential claims or unresolved post-completion
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Agreement # 353147-F
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claims by the construction contractor or other third parties, in excess of $50,000,
shall be subject to the approval of DWR.
R.The County shall pay for 26% of the Local Share of all Project costs that
the County incurs from E ffective D ate of A greement through completion
of Project. County shall pay for all Project-related local costs that
County incurred prior to Effective Date of this Agreement and that are
not covered under prior agreement (353147-E). Notwithstanding anything to
the contrary in this Agreement, County shall pay for any Project upgrades or
betterment not reimbursed by federal funds that the County adds to basic
replacement (e.g., additional lanes, lighting, aesthetic treatments, etc...).
S.Following construction of the new Bridge structure, the County shall be the sole
owner of, and shall be solely responsible and liable for, the new Bridge structure,
including all operation, maintenance and inspection responsibilities and costs
required after Project construction. The County also will retain ownership of all
easements and other property rights required for the new Bridge and the
roadway approaches to the new Bridge structure, and it will also be responsible
for operating and maintaining those roadway approaches in perpetuity.
V.INDEMNIFICATION AND INSURANCE
A.Nothing contained in this Agreement shall be used by either Party for purposes of
determining or establishing liability of either DWR or the County to each other or
to third Parties for claims arising out of use of, or other events involving, the
Bridge, including those claims, uses, and events that occurred prior to the
Effective Date of this Agreement. Nothing in this Agreement is intended to affect
the legal liability of either Party to third Parties by imposing any standard of care
different from that normally imposed by law.
B.Neither DWR, nor any officer or employee thereof, shall be responsible for any
damage or liability occurring by reason of anything done or omitted to be done by
the County under or in connection with any work, authority, or jurisdiction
allocated to County by DWR under this Agreement for this Project. It is also
understood and agreed that, pursuant to Government Code Section 895.4, the
County shall fully defend, indemnify, and hold harmless DWR, and its officers
and employees, from all claims, suits, or actions of every name, kind, and
description brought for, or on account of, injury (as defined by Government Code
Section 810.8) occurring by reason of anything done, or omitted to be done, by
County under or in connection with any work, authority, or jurisdiction allocated to
County under this Agreement for this Project, to the extent not covered by the
insurance and indemnification provided pursuant to Sections V.D.1, V.E, and
V.F.
C.Neither County, nor any officer or employee thereof shall be responsible for any
damage or liability occurring by reason of anything done or omitted to be done by
DWR under or in connection with any work, authority, or jurisdiction allocated to
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Agreement # 353147-F
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DWR under this Agreement for this Project. It is also understood and agreed
that, pursuant to Government Code Section 895.4, DWR shall fully defend,
indemnify and hold harmless County, and its officers and employees, from all
claims, suits, or actions of every name, kind, and description brought for, or on
account of, injury (as defined by Government Code Section 810.8) occurring by
reason of anything done, or omitted to be done, by DWR under or in connection
with any work, authority, or jurisdiction allocated to DWR under this Agreement
for this Project, to the extent not covered by the insurance and indemnification
provided pursuant to Sections V.D.1, V.E, and V.F.
D.The County shall ensure that the contract documents for the Project include
provisions requiring the Contractor, and all subcontractors, to provide indemnity,
warranties, bonds, and prevailing wages in the amounts and manner set forth
below:
1.Indemnity. The County shall require its Contractor, its agents, and
assigns to hold harmless, indemnify, protect, and defend DWR, its
officers, employees, agents, and representatives from and against any
and all liability, claims, actions, causes of action; and demands
whatsoever against any of them, including related
attorneys' fees, arising out of or connected with any injury or death of any
person, or damage to property, or other liability of any nature arising out of
or in any way connected with the Project. Further, the County shall require
its Contractor to impose these same requirements on each subcontractor
that the Contractor engages to perform Project-related work. Except as
provided by Civil Code section 2782, the Contractor's and subcontractors'
obligations under this section shall exist, unless the conduct of DWR,
County or other indemnity amounts to intentional, willful or reckless
misconduct.
2.Warranties. In addition to all warranties existing at law, the County shall
require its Contractor to provide an express warranty for the benefit of
DWR and County, for a one-year time period (hereinafter "Contractor's
Warranty"), containing, at a minimum: the Contractor's guarantee that the
work has been performed in accordance with the plans and specifications
for the Project; and the Contractor’s agreement to repair or replace all
work that fails to conform to the plan and specifications, or proves to be
defective in workmanship or materials during the stated time period.
3.Bonds. The County shall require its Contractor to present two good and
sufficient surety bonds, one for payment and one for performance, each in
an amount equal to 100 percent of the contract amount, issued by a surety
admitted in the State of California, in a form satisfactory to DWR and the
County, naming DWR and the County as obligees on the bonds.
4.Prevailing wage. The County shall comply with all laws relating to
prevailing wages that apply to the County as an awarding body, and shall
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ensure that the contract documents for the Project include provisions
requiring the contractor to comply with all applicable laws relating to
payment of prevailing wages for the Project work. Further, the County
shall require its contractor to impose these same requirements on each
subcontractor that the contractor engages to perform Project-related work.
E.The County shall require its contractor, and each consultant that the County
engages after the Effective Date to perform Project-related work, to name DWR,
its officers, employees, agents, and representatives as additional insured on
each policy of liability insurance and builder's risk insurance for the duration of
the Project. Such insurance coverage shall be primary, and DWR will not be
responsible for premiums, assessments, or other costs of insurance. Further, the
County shall require its Contractor to impose these same requirements on each
subcontractor that the Contractor engages to perform Project-related work.
F.The County shall indemnify DWR for any claim by Caltrans or any other state or
federal governmental entity that the Project is not constructed in accordance with
the Project plans and specifications, Caltrans policies and procedures, or
applicable law, and for any loss of Project funding resulting from such a claim.
VI.ACCOUNTABILITY
The County shall keep DWR fully and timely informed of progress on all phases
of Project work. The County shall keep DWR informed of all interactions with
Caltrans and status of Project documents and invoices, and reimbursement of
Project funds.
VII.FEDERAL REIMBURSEMENT FUNDS
DWR has received all federal reimbursement funds it will receive, and DWR shall
not seek any further federal reimbursement funds, unless approved by the
County in writing. The County is responsible for requesting that Caltrans/FHWA
fully participate in the Project in order to limit federally non-reimbursable
expense. However, DWR and County mutually acknowledge that there is no
guarantee that Caltrans/FHWA will agree to any of those request(s). For
purposes of this Agreement, County’s indirect staff labor charges shall be
considered Non-Participating Costs.
VIII.OWNERSHIP AND MAINTENANCE
A.The County shall accept the Contractor's work when it has been completed to the
County’s satisfaction, per State law and per contract documents.
B.The County shall accept the Project work after the County determines, in its sole
discretion, that the work has been properly completed to its satisfaction, and after
DWR has accepted work within DWR right of way.
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C.Following the acceptance of the Project as complete by the County and DWR,
the County shall own, and shall be solely responsible for operating and
maintaining, the realigned roadway and the new Bridge structure.
D.Following the acceptance of the Project by the County and DWR, the County
shall retain ownership of existing easement rights. The County shall hold title to
all real property interests acquired for the roadway realignment of the Project,
including all property interests acquired outside of DWR’s right of way.
E.County shall control use and utilities allowed on the new bridge, but DWR shall
continue to review and approve all third party utility crossing maintenance
plans/outage requests along the new bridge , as they will be crossing DWR right
of way. Future new crossing requests shall be reviewed and approved by DWR
on that basis.
F.Following the acceptance of the Project by the County and DWR, the County
shall own and be responsible and liable for operating and maintaining all Project-
related improvements, including but not limited to all of the following: all roadway
elements, and the structural portions of the new Bridge, subject to the provision
of the Contractor's Warranty, described in Section V.D.2, above; and all non-
structural portions of the new Bridge, including roadway surface of deck, curbs,
sidewalks, lighting facilities, guardrails, highway markings, and traffic signs,
subject to the provision of the Contractor's Warranty, described in Section V.D.2.,
above. Effective upon the acceptance of the Project by County and DWR and to
the extent permitted by law, County shall defend, indemnify, save and hold
harmless DWR, its governing bodies, officers, agents, and employees against all
claims, demands, damages, costs, expenses, or liability arising from or relating
to the design and construction of the Project or from the operation or
maintenance of the new Bridge, including its structural and non-structural
portions and associated roadway elements.
IX.NOTICES
Upon execution of this Agreement, DWR and the County shall designate, in
writing, and exchange information regarding, a contact person for this Project,
identified by name, phone, address, and email address. Either Party may
change its contact person upon written notice to the other Party. All
correspondence regarding this Agreement shall be directed to those designated
persons at the designated addresses and telephone numbers.
X.TERM OF AGREEMENT; AMENDMENT
A.Term. This Agreement shall not become effective until approved by the State of
California, by and through its Department of General Services and the Contra
Costa County Board of Supervisors. Except as specified in Section XV.G., this
Agreement shall terminate upon the completion of all Project-related activities -
estimated to be December 31, 2028.
Contract # 4600013326
Agreement # 353147-F
Page 14 of 17
B.Amendment. This Agreement may be amended only upon written consent of
both Parties and the approval of the Contra Costa County Board of Supervisors,
and the State of California, by and through its Department of General Services.
Without limiting the foregoing:
1.The Parties acknowledge that the dollar figures representing Project costs
and cost allocations in this Agreement are estimates and that actual
Project costs and cost allocations may be higher or lower than the
amounts stated in this Agreement. To the extent that Project cost
allocations exceed the amounts specified in Exhibit E, Exhibit F, or
elsewhere in this Agreement, the Parties agree that this Agreement may
be amended to reflect the actual Project costs and cost allocations,
provided that the Amendment is consistent with Sections II.F, III.M., III.N.,
IV.P., IV.R., IV.S., VIII.C., and VIII.F of this Agreement.
2.The Parties further acknowledge that the estimated December 31, 2028
Agreement expiration date in Section X.A., and elsewhere in this
Agreement, is an estimate, and it may take longer for the Parties to satisfy
their obligations under this Agreement. The Parties may amend this
Agreement to extend the estimated expiration date, if necessary, to allow
additional time for satisfying the Parties obligations under this Agreement.
XI.AUDIT
To the extent permitted by law, the County agrees that DWR, the Department of
General Services, the Bureau of State Audits, Caltrans, or their designated
representatives ("auditors"), shall have the right to review and to copy any records and
supporting documentation pertaining to the performance of this Agreement. To the
extent permitted by law, DWR agrees that the County or its designated representatives
(also "auditors") shall have the right to review and to copy any records and supporting
documentation pertaining to the performance of this Agreement. The County and DWR
agree to maintain such records for possible audit for a minimum of five (5) years after
final payment under this Agreement, unless a longer period of records retention is
mutually agreed to in writing by the Parties or required by State or federal law. The
County and DWR will allow the auditor(s) access to such records during normal
business hours and will allow interviews of any employees who might reasonably have·
information related to such records. Further, the County and DWR will include a similar
right of the State to audit records and interview staff in any contract related to
performance of this Agreement.
XII.STANDARD CLAUSES
The Standard Clauses attached hereto as Exhibit A, Budget Detail and Payment
Provision Public Entities, (Rev 10/13), Exhibit B, Special Terms and Conditions for
Department of Water Resources, Local Public Entities – Payables (DWR 9546, Rev
2/19), are incorporated in and made a part of this Agreement by this reference.
Contract # 4600013326
Agreement # 353147-F
Page 15 of 17
XIII.SEVERABILITY
If any provision of this Agreement is determined to be invalid or unenforceable by any
court of final jurisdiction, it is the intent of the Parties that all other provisions of this
Agreement be construed to remain fully valid, enforceable, and binding on the Parties.
XIV.ENTIRE AGREEMENT
This Agreement, together with all exhibits attached hereto, (standard clauses listed
above, as well as Exhibit C (Project Location Map), Exhibit D (Proposed Alignment
Map), Exhibit E (Allocation of Project Costs), Exhibit F (Apportionment of Local Share),
Exhibit G (Access Area Map), Exhibit H (Form of Director’s Easement Deed), and
Exhibit I (New Permanent Easement Map), collectively contain the entire agreement
between the Parties with respect to the subject matter of this Agreement. Except as
expressly provided in Section XV, this Agreement supersedes any and all other Prior
Agreements and all negotiations leading up to the execution of this Agreement, whether
oral or in writing, between the Parties with respect to the subject of this Agreement. The
Parties acknowledge that no representations, inducements, promises, or statements,
oral, or otherwise, related to the exchange have been made by any of the Parties, or by
anyone acting on behalf of the Parties, that are not embodied or incorporated by
reference herein, and further agree that no other covenant, representation, inducement,
promise, or statement not set forth in this Agreement shall be valid or binding.
XV.MISCELLANEOUS PROVISIONS
A.County hereby grants to the State, its contractors, agents and assigns, the right
to enter upon County road right of way at such locations as may be necessary to
perform any work to be accomplished for the construction, operation or
maintenance of California Aqueduct.
B.If at some future date County decides to make any other changes to said County
roads which may affect California Aqueduct, it may do so at its own expense,
provided it complies with the following:
1.Except in cases of emergencies, County shall, sixty days prior to
commencement of any work, give notice to State of its intention to perform
any such work.
2.Except in cases of emergencies, County shall submit plans and
specifications to State for its review and approval at least sixty days prior
to the commencement of the proposed work.
3.Except in cases of emergencies, County shall perform all structural
maintenance work at times approved by the State.
4.Prior to commencement of any work in any area over which State has a
property interest, County shall first secure an appropriate permit or
agreement from State for the use and occupancy of said area.
Contract # 4600013326
Agreement # 353147-F
Page 16 of 17
C.Under no circumstances shall County interfere with the operation of or damage
the California Aqueduct without approval of the State.
D.Nothing herein shall supersede or affect the validity of those certain deeds
executed by DWR in favor of County and described as follows:
1.Director’s Quitclaim Deed (No. 353147-A) dated November 25, 1974
(recorded June 20, 1975)
2.Director’s Easement Deed (No. 353147-C) dated November 26, 1974
(recorded June 20, 1975, as Document No. 54378 in Book 7544, Page
320 of the Official Records of Contra Costa County)
E.Except as provided in this Agreement, nothing herein shall supersede or affect
the validity of that recorded “Consent to Common Use Agreement” (No. 353147-
B) dated July 7, 1975 (recorded August 19, 1975, as Document No. 75129 in
Book 7595, Page 951 of the Official Records of Contra Costa County).
F.The County will submit either this entire Agreement or a Memorandum of this
Agreement to the Contra Costa County Clerk-Recorder for recording in the
Official Records of Contra Costa County. The Clerk-Recorder will determine
whether the Agreement or Memorandum of Agreement will be accepted for
recording, and any decision to not accept the Agreement or Memorandum of
Agreement for recording shall not affect the validity or enforceability of this
Agreement, or the Parties obligations under this Agreement.
G.The provisions of the following sections/paragraphs of this Agreement, including
all rights, remedies and obligations therein, shall survive the stated expiration
date of this Agreement:
•Section III, Paragraphs M, N and O
•Section IV, Paragraphs Q and S
•Section V
•Section VIII, Paragraphs C through F
•Section XI
•Section XIII
•Section XIV
•Section XV
Contract # 4600013326
Agreement # 353147-F
Page 17 of 17
STATE OF CALIFORNIA
DEPARTMENT OF WATER RESOURCES
By: ___________________
Kimberly Melikian
Assistant Chief Counsel, DWR
Date: _______________
By: __________________
David Duval, Chief
Division of Operations and Maintenance
Date: _______________
By: ___________________
Jeanne Kuttel, Chief
Division of Engineering
Date: _______________
By: ___________________
Ted Craddock
Deputy Director, DWR
Date: _______________
CONTRA COSTA COUNTY
FORM APPROVED:
Sharon L. Anderson, County Counsel
By: ____________________
Deputy
County Counsel
Date: ________________
RECOMMENDED FOR APPROVAL:
By: ____________________
Brian M. Balbas
Public W orks Director
Date: _________________
APPROVED:
By: ____________________
Chair,
Board of Supervisors
ATTEST:
David Twa, Clerk
Board of Supervisors and
County Administrator
By: ____________________
Date: __________________
Contract # 4600013326
Agreement # 353147-F
Exhibit A
Page 1 of 1
(Rev. 02/2013)
EXHIBIT A
BUDGET DETAIL AND PAYMENT PROVISIONS
PUBLIC ENTITIES
A.INVOICING AND PAYMENT
Contractor shall submit three copies of the invoice to the State only after receiving written notice
of satisfactory completion or acceptance of work by the DWR Contract Manager. The State will
not accept an invoice for work that has not been approved and will return the invoice as a
disputed invoice to the Contractor.
Invoices shall be submitted no more often than monthly, in arrears, bearing the contract number.
Contractor must submit three copies of each invoice to the following address in order to expedite
approval and payment:
DWR Accounting Office
Contracts Payable Unit
P.O. Box 942836
Sacramento, California 94236-0001
Contractor shall also submit (either by regular mail or email) one additional copy of invoice to the
Contract Manager:
Department of Water Resources
Division of Operations & Maintenance
Attn: Sheree Edwards
1416 9th Street, Room # 631-7
Sacramento, California 95814
or
sheree.edwards@water.ca.gov
Undisputed invoices shall be paid within 45 days of the date received by the DWR Accounting
Office.
B.BUDGET CONTINGENCY CLAUSE
It is mutually agreed that if the Budget Act of the current year and/or any subsequent years
covered under this Agreement does not appropriate sufficient funds for the program, this
Agreement shall be of no further force and effect. In this event, the State shall have no liability to
pay any funds whatsoever to Contractor or to furnish any other considerations under this
Agreement and Contractor shall not be obligated to perform any provisions of this Agreement.
If funding for any fiscal year is reduced or deleted by the Budget Act for purposes of this program,
the State shall have the option to either: cancel this Agreement with no liability occurring to the
State, or offer an Agreement Amendment to Contractor to reflect the reduced amount.
If the State budgetary process does not appropriate sufficient funds to fully effectuate the
Agreement, the Parties shall use their best efforts to reach a mutually-agreeable
resolution to complete the Project as planned. If such efforts result in agreeable terms,
this Agreement shall be amended to reflect such terms. The funding by DWR under this
agreement for this Project is from the State Water Resources Development System and is
under continuous appropriation.
State of California DEPARTMENT OF WATER RESOURCES California Natural Resources Agency
Contract # 4600013326
Agreement # 353147-F
Exhibit B
Page 1 of 2
EXHIBIT B–Special Terms and Conditions for
Department of Water Resources
(Local Public Entities - Payables)
1.RESOLUTION OF DISPUTES: In the event of a dispute, County shall file a “Notice of Dispute” with the Director
or the Director’s Designee within ten (10) days of discovery of the problem. The State and County shall then
attempt to negotiate a resolution of such claim and, if appropriate, process an amendment to implement the terms
of any such resolution. If the State and County are unable to resolve the dispute, the decision of the Deputy
Director of Business Operations shall be final, unless appealed to a court of competent jurisdiction.
2.AGENCY LIABILITY: The County warrants by execution of this Agreement, that no person or selling agency has
been employed or retained to solicit or secure this Agreement upon agreement or understanding for a
commission, percentage, brokerage, or contingent fee. For breach or violation of this warranty, the State shall, in
addition to other remedies provided by law, have the right to annul this Agreement without liability, paying only for
the value of the work actually performed, or otherwise recover the full amount of such commission, percentage,
brokerage, or contingent fee.
3.POTENTIAL CONTRACTORS AND SUBCONTRACTORS: Nothing contained in this Agreement or otherwise
shall create any contractual relation between the State and any County contractors and subcontractors, and no
such contract or subcontract shall relieve the County of its responsibilities and obligations hereunder. The County
agrees to be as fully responsible to the State for the acts and omissions of its contractors and subcontractors and
of persons either directly or indirectly employed by any of them as it is for the acts and omissions of persons
directly employed by the County. The County's obligation to pay its contractors is an independent obligation from
the State’s obligation to make payments to the County. As a result, the State shall have no obligation to pay or
enforce the payment of any moneys to any of County’s contractors or subcontractors.
4.SUBCONTRACTING: County hereby certifies the following:
a.that is has hired the engineering and design firm, Drake Haglan and Associates, pursuant to the provisions
set forth in Government Code §§ 4525 et seq.;
b.that any architectural or engineering firm it seeks to hire for the Project in the future will be done pursuant to
the provisions of Government Code §§ 4525 et seq. and that it will notify DWR in advance of its intent to do
so;
c.that for any other contractor or consultant that County may seek to hire for the Project, it will notify DWR in
advance of its intent to do so; and
d.that it will contract for the construction of the project pursuant to the public works procurement process
applicable to the County, including competitive bidding, as set forth in Public Contract Code §§ 22000 et seq.
and other applicable laws.
5.COMPUTER SOFTWARE: For contracts in which software usage is an essential element of performance under
this Agreement, the County certifies that it has appropriate systems and controls in place to ensure that state
funds will not be used in the performance of this contract for the acquisition, operation or maintenance of
computer software in violation of copyright laws.
Contract # 4600013326
Agreement # 353147-F
Exhibit D
Page 2 of 2
DWR 9546 (Rev. 2/19)
6.REIMBURSEMENT CLAUSE: If applicable, travel and per diem expenses to be reimbursed under this contract
shall be at the same rates the State provides for unrepresented employees in accordance with the provisions of
Title 2, Chapter 3, of the California Code of Regulations.
7.COUNTY COOPERATION DURING INVESTIGATION: County agrees to cooperate fully in any investigation
conducted by or for DWR regarding unsatisfactory work or allegedly unlawful conduct by DWR employees or
DWR contractors. The word “cooperate” includes but is not limited to, in a timely manner, making County staff
available for interview and County records and documents available for review.
8.CONFLICT OF INTEREST: County shall comply with, and shall ensure that its contractors and subcontractors
comply with, all applicable conflict of interest laws, including but not limited to, Government Code Section 1090
and the California Political Reform Act (Government Code Sections 81000 et seq.).
Contract # 4600013326
Agreement # 353147-F
Exhibit C
Page 1 of 1
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PROPOSED BYRON
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STATE OF CALIFORNIA
001-041-024
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No.
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STATE OF
CALIFORNIA
001-041-035
CURVE
R /j,
4800' 4'58'29"
4800' 4·31'30"
4800' 4'32'12"
DATA
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208.51'
189.64'
190.13'
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416.76'
379.08'
380.07'
EXHIBIT D
BYRON HIGHWAY BRIDGE REPLACEMENT
PROPOSED ALIGNMENT
Contract # 4600013326
Agreement # 353147-F
Exhibit D
Contract # 4600013326
Agreement # 353147-F
Exhibit E
Page 1 of 1
EXHIBIT E
ALLOCATION OF PROJECT COSTS
Contract # 4600013326
Agreement # 353147-F
Exhibit F
Page 1 of 1
EXHIBIT F
APPORTIONMENT OF LOCAL SHARE
Name Totals Used
Bridge Roadway Utility Totals
Construct $7,380,000 $0 $0 $7,380,000
Bridge Removal $350,000 $0 $0 $350,000
Approach Roadway $0 $2,710,000 $0 $2,710,000
Utility Relocation $0 $0 $565,000 $565,000
Mobilization $860,000 $305,000 $62,000 $1,227,000
Contingencies $1,720,000 $605,000 $123,000 $2,448,000
Total $10,310,000 $3,620,000 $750,000 $14,680,000
Byron Highway Bridge Replacement
Bridge vs. Approach Roadway Costs
Item Estimated Cost % of total
1.Bridge $7,730,000 74% Used as Local Share
2.Approach Roadway $2,710,000 26% Apportionment
Total $10,440,000
ACCESS AREA
Access Areo
/
/
Existing State of California Easement
Agreement No. 63640 Bk 4925 Pg 618
Existing County Road Easement Bk 51 Deeds Pg 348
Existing Area of Common Use Agreement
No. 353147-B Bk 7595 Pg 951
STATE OF
CALIFORNIA
001-041-024
'j, l I I I I, : r-!
""
�Jan
11060 White Rock Road (Suite 200) Rancho Cordova.CA 95610
BYRON HIGHWAY BRIDGE REPLACEMENT
EXHIBIT G -ACCESS AREA
\ \ "\, I
f
: '\ I
DATE: 11/12/2019
SCALE: 1 "=160'
Contract#4600013326
Agreement #353147-F
Exhibit G
Contract # 4600013326
Agreement # 353147-F
Exhibit H
Page 1 of 3
Recorded at the request of: EXHIBIT H
Contra Costa County
Return to: WHEN RECORDED MAIL TO:
Contra Costa County DEPARTMENT OF WATER RESOURCES
Public Works Department Division of Engineering
Real Estate Division Real Estate Branch
255 Glacier Drive 1416 9th Street, Room 425
Martinez, CA 94553 Sacramento, CA 95814
Attn:
Project: Byron Highway Bridge Replacement
Parcel No.: ___________________________________
DIRECTOR’S EASEMENT DEED
The STATE OF CALIFORNIA, acting by and through its Department of Water Resources, GRANTS
to CONTRA COSTA COUNTY, a political subdivision of the State of California, hereinafter called
the “GRANTEE”, a NONEXCLUSIVE EASEMENT for the purposes of constructing, reconstructing,
removing, replacing, repairing, maintaining, operating and using a bridge and roadway for public
roadway purposes and incidents thereto and all necessary appurtenances thereto including culverts,
ditches, basins and roadway embankments, all hereinafter referred to collectively as "structures" ;
TOGETHER with the right of ingress and egress from said right of way and the right at all times to
enter, in, over and upon said right of way and every part thereof and also to use said right of way for
all purposes connected with the constructing, reconstructing, replacing, removing, repairing,
maintaining, operating, and using of said structures in, under, along, and across that certain real
property in the County of Contra Costa, State of California, described as follows:
LEGAL DESCRIPTION INSERTED HERE.
(Legal descriptions must be to DWR geodetic standards)
(Including signature and Seal of Licensed Surveyor - licensed in State of California)
(in the event of any discrepancy between the above identification and the real property described
herein, the real property described will control.)
Contract # 4600013326
Agreement # 353147-F
Exhibit H
Page 2 of 3
PROVIDED, HOWEVER, that this grant of easement by State is made under and
subject to the following reservations, exceptions, limitations, covenants, and conditions which
the Grantee by the acceptance of said easement consents to and accepts:
1. This grant is subject to all valid and existing contracts, leases, licenses, easements,
encumbrances, and claims of title which may affect said property and the word
“grant” as used herein shall not be construed as a covenant against the existence of
any thereof.
2. The Grantee agrees to save harmless and indemnify the State, its officers,
agents, and employees, from any and all claims, demands, losses, costs,
expenses, damages, and liabilities (collectively “Liabilities”) which may be
suffered or incurred by the State, its officers, agents, and employees caused
by, arising out of, or in any way connected with the use by Grantee of said
real property or the exercise of said easement, except to the extent that a
court determines any Liabilities arise out of or are connected with the
negligent or willful misconduct of the State, its officers, agents, and
employees
3. State expressly reserves the right to the use of said real property, in any manner,
provided such use does not unreasonably interfere with the use of the easement
herein granted.
4. No alteration of the easement or construction of facilities or improvements thereon
shall be allowed without prior written approval by the State. The easement area and
any and all facilities or improvements approved by State and constructed by Grantee
thereon shall be maintained by Grantee.
Contract # 4600013326
Agreement # 353147-F
Exhibit H
Page 3 of 3
Subject to special assessment, if any, restrictions, reservations, and easements of record.
The Director of Water Resources has determined that the said right was acquired for State water
development uses or purposes and the rights herein granted are not inconsistent with the State’s
water development uses or purposes.
The conveyance is executed pursuant to the authority vested in the Director of W ater Resources by
law.
Dated ____________________________, 20___ .
STATE OF CALIFORNIA
DEPARTMENT OF WATER RESOURCES
KARLA A. NEMETH
DIRECTOR OF WATER RESOURCES
By_________________________
Jeanne M. Kuttel, Chief
Division of Engineering
Contract # 4600013326Agreement # 353147-FExhibit I
RECOMMENDATION(S):
APPROVE and AUTHORIZE the Public Works Director, or designee, to execute a Temporary
Construction Easement and Agreement (Agreement) with East Bay Municipal Utility District (EBMUD), in
connection with the Happy Valley Road Embankment Repair Project (Project) in Lafayette. County Project
No. 0672-6U6215, Federal Project No.: ER-32L0 (550) (District II)
FISCAL IMPACT:
The Project is funded by 88.5% Federal Highway Administration (FHWA) Emergency Relief (ER) Fund
and 11.5% Local Road Funds.
BACKGROUND:
The Contra Costa County Public Works Department (County) is required to obtain a Temporary
Construction Easement and Agreement with EBMUD for the Project in order to construct
APPROVE OTHER
RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE
Action of Board On: 08/04/2020 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: August 4, 2020
David J. Twa, County Administrator and Clerk of the Board of Supervisors
By: Stacey M. Boyd, Deputy
cc:
C. 6
To:Board of Supervisors
From:Brian M. Balbas, Public Works Director/Chief Engineer
Date:August 4, 2020
Contra
Costa
County
Subject:APPROVE a temporary construction easement and agreement with EBMUD for the Happy Valley Road Embankment
Repair Project, Lafayette area.
BACKGROUND: (CONT'D)
the Project improvements. The Project will repair a stretch of the northbound Happy Valley Road,
approximately 0.2 miles southeast of the intersection of Happy Valley Road and Bear Creek Road, that
washed out during 2017 storm events. The Project will reconstruct the northbound lane and restore
two-way traffic to this portion of Happy Valley Road. The Project will require installing approximately a
65-foot long soldier pile retaining wall on the east side of the roadway within the limits of the existing
road right of way to support the reconstructed roadway. A narrow temporary easement of 65 feet by 11
feet is needed from EBMUD directly adjacent to road right of way on the east side for access to
construct the proposed improvements. An equipment and materials staging area of 107 feet by 140 feet
will also be needed on EBMUD’s parcel located on the west side of the road, across from the slide area,
requiring a temporary construction easement.
Under the Agreement, the County must defend, indemnify, and hold harmless EBMUD and its Directors,
Board Members, officers, agents, and employees from and against any and all loss, liability, expense,
claims, suits, and damages, including attorneys' fees, arising out of or resulting from Grantee, its
associates', employees', subcontractors’, or other agents' negligent acts, errors or omissions, or willful
misconduct, in the operation and/or performance under the Agreement.
CONSEQUENCE OF NEGATIVE ACTION:
The County will not be able to implement the Project and construct the repair.
ATTACHMENTS
Agreement
RK20-17.01 Temporary Construction Easement - (PROP 60 - Watershed) Rev. 2/4/2020
Page 1 of 7
PROJECT
NAME
Happy Valley Road at Bear Creek
Road Embankment Repair
PROP #, ADDRESS
& APN PROP-60 – Watershed – APN 365-220-023-3
GRANTEE Contra Costa County DISTRICT East Bay Municipal Utility District
GRANTEE
POINT OF
CONTACT
Neil Leary
925-313-2278
Neil.leary@pw.cccounty.us
Xiuwei Tang
925-313-2105
Xiuwei.tang@pw.ccounty.us
DISTRICT POINT
OF CONTACT
Mark Silva
510-287-2035 (o) or 510-715-8319 (c)
mark.silva@ebmud.com
Rob Korn
510-287-1246
robert.korn@ebmud.com
EAST BAY MUNICIPAL UTILITY DISTRICT
TEMPORARY CONSTRUCTION EASEMENT AND AGREEMENT
THIS INDENTURE, made by and between EAST BAY MUNICIPAL UTILITY DISTRICT, a public
corporation organized and existing under the laws of the State of California, as Grantor, hereinafter called
the "District", and, Contra Costa County, a political subdivision of the State of California, its contractors
and their authorized agents, hereinafter called the "Grantee".
WITNESSETH:
1. The District, for full payment of the consideration hereinafter specified and of the terms,
covenants, and conditions herein contained in this Temporary Construction Easement and
Agreement (“Agreement”), does hereby grant to Grantee a temporary construction easement for a
portion of property PROP-60 located at Bear Creek Road and Happy Valley Road (the
“Property”), more accurately described as APN 365-220-023-3, delineated on Exhibit A, attached
hereto and made a part hereof, consisting of approximately 14,400 square feet of ground space
(the “Premises”), as identified in Exhibit B, attached hereto and made a part hereof, for staging of
Grantee’s equipment, machinery, and material; and for emergency vehicle access; and for the
work associated with the road repair for the Happy Valley Road at Bear Creek Road Embankment
Repair, hereinafter (“Project”).
2. Term. This easement shall be for a period of SIX (6) MONTHS. Grantee shall have the option to
use the Temporary Easement Area for the six month period at any time between 8/1/2020
through 12/31/2021, as dictated by project. Grantee shall notify Grantor of its intent to
commence its occupancy of the Temporary Easement Area at least sixty (60) days in
advance of occupancy. Should Grantee need the temporary construction easement for an
additional time it shall provide the District with 30-days’ advance notice to fully review the
request to extend the Agreement. In the event the District approves the requested extension,
Grantee shall provide the District with 10-days’ advance payment for each additional 30-day
period of use at a rate of $500 per 30-day period. Regardless of any such extension of time, this
easement shall terminate no later than 12/31/2021.
3. Consideration. Grantee agrees to pay District as consideration, the sum of Three Thousand
Dollars ($3,000.00) payable within one month of full execution of this agreement and prior to
occupancy. The Property is to be used solely for the Project by Grantee, its contractors and their
authorized agents.
RK20-17.01 Temporary Construction Easement - (PROP 60 - Watershed) Rev. 2/4/2020
Page 2 of 7
4. If the Grantee uses the Premises for other purposes than the Project, this Agreement will
immediately become void. Within 10 business days of receiving written notice of this violation the
Grantee will remove all equipment and materials from the Premises and restore as near as possible
the Premises to the condition in which it was prior to the commencement of said work to the
satisfaction of District. In the event Grantee fails to do so within this time frame, District shall
remove the equipment and materials and restore the Premises at Grantee’s expense.
5. Grantee shall erect and maintain secure, self-supporting temporary fencing to delimit the Premises.
The temporary fencing must be installed upon Premises move-in and removed at the time of
Premises move-out. Grantee shall keep the access gate closed and locked any time when the
Grantee is not on Premises and at the end of each day. Grantee shall give a copy of the lock keys
to District. Grantee is responsible for maintaining all site security. The District is not liable in the
event of any theft, vandalism or damage to the Grantee’s property.
6. Grantee does hereby agree to provide the District, at no cost, copies of all field data and reports
generated as a result of activities authorized under this Agreement.
7. Grantee shall comply with all applicable laws, ordinances and regulations, including but not
limited to all applicable regulatory, environmental and safety requirements at Grantee’s sole cost
and expense. Grantee shall not use, deposit or permit the use or deposit of any hazardous material
or toxic waste or other harmful substances on the Property or on any other real property of District
adjacent to the Property.
8. To the best of its ability, Grantee shall not materially interfere with the operations and activities of
District (or other property users) on District’s property under use outside of the Premises, and
Grantee shall use such routes and follow such procedures on District’s property so as to result in
the least inconvenience to District.
9. Grantee hereby commits to make every effort to use existing drive aisles, roads, trails and paths to
minimize any potential impact to District’s property.
10. Grantee shall be responsible for any damage to the Property or to personal or real property of third
parties resulting from any exercise of the rights herein granted, including but not limited to soil
erosion, subsidence or damage resulting therefrom. Grantee shall promptly repair and restore to its
original condition any of District’s property, including, but not limited to, roads, utilities,
buildings, gates and fences that may be altered, damaged or destroyed in connection with the
exercise of Grantee’s rights under this Agreement or use of the Property to the satisfaction of
District.
11. Grantee agrees upon the completion of its work to restore as near as possible the surface of the
ground within the Premises and drive aisles required for access to the condition in which it was
prior to the commencement of said work to the satisfaction of District. It is understood and agreed
that Grantee will leave the Premises in a clean and orderly condition and will repair, replace or
reasonably compensate District for any existing improvement that may have been disturbed or
removed during the course of the work to the satisfaction of District.
RK20-17.01 Temporary Construction Easement - (PROP 60 - Watershed) Rev. 2/4/2020
Page 3 of 7
Upon failure of Grantee to do so, said work may be performed by District at Grantee’s expense,
which expense Grantee agrees to pay District promptly upon demand. This includes the restoration
of any and all staging areas, parking lots, fire trails, roads, erosion control measures or any other
District property damaged by Grantee, its contractors or their authorized agents in the exercise of
this Agreement.
12. Indemnification: Grantee expressly agrees to defend, indemnify, and hold harmless the District
and its Directors, Board Members, officers, agents, and employees from and against any and all
loss, liability, expense, claims, suits, and damages, including attorneys' fees, arising out of or
resulting from Grantee, its associates', employees', subcontractors’, or other agents' negligent acts,
errors or omissions, or willful misconduct, in the operation and/or performance under this
Agreement.
13. Insurance Requirements: Grantee, its contractors and their authorized agents shall take out and
maintain during the life of the Agreement all the insurance required in this section. Grantee, its
contractors and their authorized agents must provide proof of coverage on District supplied
insurance certificates for approval prior to accessing the Property. Such approval will not be
unreasonably withheld by District. Approval of the certificates shall not relieve Grantee of any of
the insurance requirements, nor decrease the liability of Grantee.
Grantee shall provide a written request for authorization and the District will consider self-
insurance in lieu of the insurance requirements listed below.
A. Workers Compensation Insurance: Grantee shall take out and maintain during the life of
the Agreement Workers Compensation Insurance for all of its employees on the project. In
lieu of evidence of Workers Compensation Insurance, the District will accept a Self ‐
Insured Certificate from the State of California. Grantee shall require any subcontractor to
provide it with evidence of Workers Compensation Insurance. Grantee shall not be granted
access to the Property until such insurance has been approved by the District
B. Commercial General Liability Insurance: Grantee shall take out and maintain during the
life of the Agreement Automobile and General Liability Insurance that provides protection
from claims which may arise from operations or performance under this Agreement. If
Grantee elects to self‐insure (self‐fund) any liability exposure during the Agreement above
$50,000, Grantee is required to notify the District immediately. Any request to self ‐insure
must first be approved by the District before the changed terms are accepted. Grantee shall
require any subcontractor or Professional Service Provider to provide evidence of liability
insurance coverages. The amounts of insurance shall be not less than the following:
$2,000,000/Occurrence, Bodily Injury, Property Damage ‐‐ Automobile.
$2,000,000/Occurrence, Bodily Injury, Property Damage ‐‐ General Liability.
The following coverages or endorsements must be included in the policy(ies):
1) The District, its Directors, Board Members, officers, and employees are Additional
Insureds in the policy(ies) as to the work being performed under the Agreement.
2) The coverage is Primary and non‐contributory to any other applicable insurance
carried by the District.
RK20-17.01 Temporary Construction Easement - (PROP 60 - Watershed) Rev. 2/4/2020
Page 4 of 7
3) The policy(ies) covers contractual liability.
4) The policy(ies) is written on an occurrence basis.
5) The policy(ies) covers the District’s Property in Grantee’s care, custody, and
control.
6) The policy(ies) covers personal injury (libel, slander, and wrongful entry and
eviction) liability.
7) The policy(ies) covers explosion, collapse, and underground hazards.
8) The policy(ies) covers products and completed operations.
9) The policy(ies) covers the use of owned, non‐owned, and hired automobiles.
10) The policy(ies) and/or a separate pollution liability policy(ies) shall cover
pollution liability for claims related to the release or the threatened release of
pollutants into the environment arising out of or resulting from Grantee’s
performance under this Agreement.
11) The policy(ies) will not be canceled nor the above coverages/endorsements
reduced without 30 days written notice to District.
C. Pollution Liability Insurance: Grantee shall procure and maintain for the duration of the
Agreement, Pollution Liability Insurance that provide protection from claims related to the
release or threatened release of pollutants into the environment arising out of or resulting
from Grantee’s performance under this Agreement. The Grantee shall require its
subcontractor(s) to provide it with a copy of proof of the same pollution liability insurance
coverages. Pollution Liability coverage shall not be less than:
$2,000,000/Occurrence.
D. Provisions Applicable to All Required Insurance
Waiver of Subrogation: All policies must contain a waiver of subrogation endorsement
providing that each insurer waives any rights of recovery by subrogation, or otherwise,
against the District, its directors, Board members, officials, employees, volunteers and
agents. Grantee shall defend and pay any damages, fees, costs, etc. as a result of failure to
provide the waiver of subrogation from the insurance carrier(s).
The insurance requirements under this Agreement shall be the greater of (1) the minimum
coverage and limits specified in this Agreement, or (2) the broader coverage and maximum
limits of coverage of any insurance policy(ies) or proceeds available to the Named
Insured/Grantee. It is agreed that these insurance requirements shall not in any way act to
reduce coverage that is broader than or that includes higher limits than the minimums
required herein. No representation is made that the minimum insurance requirements of
this Agreement are sufficient to cover the obligations of the Grantee.
Excess and/or Umbrella Liability Insurance Coverage: Prior to the beginning of, and
throughout the duration of the Agreement and for any additional period of time as
specified herein, Grantee shall, at its sole cost and expense, maintain insurance in
conformance with the requirements set forth in this Agreement.
Deductibles, Self-Insurance Retentions: Any deductibles, self-insurance, or self-insured
retentions (SIRs) applicable to required insurance coverage must be declared to and
accepted by the District.
RK20-17.01 Temporary Construction Easement - (PROP 60 - Watershed) Rev. 2/4/2020
Page 5 of 7
At the option and request of the District, Grantee shall provide documentation of its
financial ability to pay the deductible, self-insurance, or SIR.
Claims-Made Coverage: If coverage is written on a claims-made form, the following shall
apply:
1) The retroactive date must be shown, and must be before the date of the Agreement
or the beginning of the Project.
2) Insurance must be maintained and evidence of insurance must be provided for at
least three (3) years after termination of this Agreement, or the applicable statute of
limitations and/or repose for the jurisdiction of the project.
3) If coverage is canceled or non-renewed, and not replaced with another claims-made
policy(ies) form with a retroactive date prior to the effective date of the Agreement,
Grantee must purchase an extended period of coverage for a minimum of three (3)
years after termination of this Agreement, or the applicable statute of limitations
and/or repose for the jurisdiction of the Project.
It is Grantee’s responsibility to ensure its compliance with the insurance requirements. Any
actual or alleged failure on the part of District to obtain proof of insurance required under
this Agreement shall not in any way be construed to be a waiver of any right or remedy of
the District, in this or any regard.
14. Grantee hereby acknowledges that, as the contracting party, they are directly and solely liable for
any failure to satisfy the terms and obligations of this Agreement.
15. It is understood that when the further use of the Premises is no longer required for the construction
project described herein, this Agreement shall become null and void and shall terminate, and in
any event shall cease and terminate no later than 12/31/2021. Termination under Sections 4 and 14
shall not relieve Grantee of any of the obligations under Sections 4, 10, 11, 12 and 13 of this
Agreement.
The performance of this Agreement in furtherance of the completion of the Project constitutes the entire
consideration for this temporary construction easement.
IN WITNESS WHEREOF, the District has executed this indenture this _____ day of __________,
2020.
EAST BAY MUNICIPAL UTILITY DISTRICT CONTRA COSTA COUNTY
By:
Matt Elawady Brian M. Balbas
Manager of Real Estate Services Director of Public Works
Date: Date:
RK20-17.01 Temporary Construction Easement - (PROP 60 - Watershed) Rev. 2/4/2020
Page 6 of 7
EXHIBIT A
RK20-17.01 Temporary Construction Easement - (PROP 60 - Watershed) Rev. 2/4/2020
Page 7 of 7
EXHIBIT B
RECOMMENDATION(S):
APPROVE and AUTHORIZE the Director of Airports, or designee, to execute a month-to-month hangar
rental agreement with Jack A. Bernardini for a modernized, north-facing T-hangar at Buchanan Field
Airport effective August 7, 2020 in the monthly amount of $390.00, Pacheco area.
FISCAL IMPACT:
The Airport Enterprise Fund will realize $4,680.00 annually.
BACKGROUND:
On September 1, 1970, Buchanan Airport Hangar Company entered into a 30-year lease with Contra Costa
County for the construction of seventy-five (75) hangars and eighteen (18) aircraft shelters/shade hangars at
Buchanan Field Airport. In 1977 Buchanan Airport Hangar Company amended their lease to allow for the
construction of another 30-year lease with Contra Costa County for the construction of seventeen (17)
additional hangars. Buchanan Airport Hangar Company was responsible for the maintenance and property
management of the property during the lease period.
APPROVE OTHER
RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE
Action of Board On: 08/04/2020 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: August 4, 2020
David J. Twa, County Administrator and Clerk of the Board of Supervisors
By: Stacey M. Boyd, Deputy
cc:
C. 7
To:Board of Supervisors
From:Keith Freitas, Airports Director
Date:August 4, 2020
Contra
Costa
County
Subject:APPROVE and AUTHORIZE the Director of Airports, or designee, to execute a hangar rental agreement with
Buchanan Field Airport Hangar tenant
BACKGROUND: (CONT'D)
On September 1, 2000, the ninety-three (93) t- and shade hangars at Buchanan Field reverted to the
County ownership pursuant to the terms of the above lease.
On November 14, 2006, the Contra Costa County Board of Supervisors approved the form of the
T-Hangar and Shade Hangar Rental Agreement for use with renting the County's t-hangars, shade
hangars, medium hangars, and executive hangars at Buchanan Field Airport.
On February 16, 2007, the additional seventeen (17) hangars at Buchanan Field reverted back to the
County pursuant to the above referenced lease. This row included six (6) large hangars which were not
covered by the approved T-Hangar and Shade Hangar Rental Agreement.
On February 23, 2007, Contra Costa County Board of Supervisors approved the new Large Hangar
Rental Agreement for use with the large East Ramp Hangars.
On January 16, 2009, Contra Costa County Board of Supervisors approved an amendment to the
T-Hangar and Shade Hangar Rental Agreement and the Large Hangar Rental Agreement (combined
"Hangar Rental Agreements") which removed the Aircraft Physical Damage Insurance requirement. The
Hangar Rental Agreements are the current forms in use for rental of all the County hangars at Buchanan
Field Airport.
CONSEQUENCE OF NEGATIVE ACTION:
A negative action will cause a loss of revenue to the Airport Enterprise Fund.
ATTACHMENTS
F-14 Hangar Agreement
RECOMMENDATION(S):
DENY claims filed by David Drummond, Joseph Malott and Travelers Indemnity Company of Connecticut.
FISCAL IMPACT:
No fiscal impact.
BACKGROUND:
David Drummond: Property claim for damage to vehicle in the amount of $1,421.90
Joseph Malott: Personal injury claim for damages arising out of arrest in an unknown amount.
Travelers Indemnity Company of Connecticut: Property claim for damage to vehicle due to motor vehicle
accident in the amount of $6,532.88.
APPROVE OTHER
RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE
Action of Board On: 08/04/2020 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: August 4, 2020
David J. Twa, County Administrator and Clerk of the Board of Supervisors
By: Stephanie Mello, Deputy
cc:
C. 8
To:Board of Supervisors
From:David Twa, County Administrator
Date:August 4, 2020
Contra
Costa
County
Subject:Claims
RECOMMENDATION(S):
1. PASS Ordinance No. 2020-22 establishing a general Countywide 0.5% transactions and use tax (sales
tax); and
2. ADOPT Resolution No. 2020/210 calling an election to submit the sales tax ordinance to the voters on
November 3, 2020
FISCAL IMPACT:
Up to $100,000-$200,000 for printing of ballots, including analysis, arguments and other text translated
into multiple languages. This figure is substantially lower than the Fiscal Impact included in the July 28,
2020 Board Order introducing the ordinance. This is due to the Board's direction to provide the ordinance
upon request pursuant to subdivisions (b)(3) and (b)(4) of Elections Code section 9160. In addition, the
County previously provided $10,000 towards a poll to gauge community interest in a transactions and use
tax measure in partnership with community based organizations and labor partners.
BACKGROUND:
At the November 4, 2019 meeting of the Finance Committee of the Board
APPROVE OTHER
RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE
Action of Board On: 08/04/2020 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
NO:Candace Andersen, District II
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: August 4, 2020
David J. Twa, County Administrator and Clerk of the Board of Supervisors
By: June McHuen, Deputy
cc: Hon. Deborah R. Cooper, Clerk Recorder
C. 9
To:Board of Supervisors
From:David Twa, County Administrator
Date:August 4, 2020
Contra
Costa
County
Subject:ORDINANCE ESTABLISHING A 0.5% TRANSACTIONS AND USE TAX AND RESOLUTION CALLING FOR
ELECTION
BACKGROUND: (CONT'D)
of Supervisors, committee members Gioia and Mitchoff discussed the formulation of a Potential Sales
Tax Measure Ad Hoc Committee and considered input from staff and community members. The Ad Hoc
Committee was tasked with activating a larger, self-identified working group consisting of
representatives of Community-Based Organizations, Labor Organizations, and members of the public
(collectively the "Working Group) charged with the development and formulation of a Needs
Assessment. All willing participants were invited to attend and participate.
The first meeting of the Ad Hoc committee occurred on November 18, 2019. At this meeting,
Supervisors Gioia and Mitchoff directed staff to work with the California Department of Tax and Fee
Administration (CDTFA) on the logistics of listing a ballot measure and setting up collection contracts.
Staff also was directed to forward to the full Board of Supervisors the Committee’s recommendation to
begin discussions with County lobbyists regarding special legislation required to list a measure on the
ballot. Additionally, staff was directed to forward to the Board the recommendation to acknowledge that
the Governor would need to sign said special legislation. The Ad Hoc committee concluded by directing
district staff members Chris Wikler (Supervisor Mitchoff’s office) and Sonia Bustamante (Supervisor
Gioia’s office) to staff the Working Group.
The Working Group convened for its first meeting on December 2, 2019. At that meeting, Mariana
Moore of the Ensuring Opportunity Campaign & Josh Anijar of the Contra Costa Central Labor Council
were selected by those in attendance to serve as co-chairs of the working group. The Working Group
began to identify top-line vision statements and values to guide the creation of a Needs Assessment
report, as well as form smaller sub-groups to study specific issues and matters relative to the larger goal
of a general sales tax for County services.
The Working Group subsequently met on five occasions over the months of December 2019, January
2020 and February 2020. Members worked to distill and clarify the underserved needs of the County and
identified several thematic areas: health and emergency services, safety net services, housing, and early
childhood services. The group also retained Jim Ross of Telegraph LLC, a communications firm, to
advise the Working Group and assist with the formulation of the Needs Assessment Report. Mr. Ross’
services along with a poll of likely voters on a potential general services sales tax conducted by pollsters
FM3 were funded by labor unions and CBOs who participated in the Working Group process.
On April 8th, Senator Steve Glazer amended Senate Bill 1349 to include language providing relief to the
County and cities within the County for future transaction and use tax measures. The bill was
immediately referred to the Senate Governance and Finance Committee. The Senate Governance and
Finance Committee hearing on SB 1349 was scheduled for Thursday, May 21st. Supervisor Gioia along
with Concord Mayor Tim McGallian testified in support of the measure at the Senate committee
meeting on May 21st. Additionally, Chief Assistant County Administrator Tim Ewell and Concord City
Manager Valerie Barone have coordinated with cities in the County to collect letters of support for the
bill. Currently, letters of support have been received by the cities of Concord, Danville, Lafayette,
Pittsburg, San Ramon, Orinda and the Contra Costa Transportation Authority. In addition, the California
Labor Federation, California Professional Firefighters, California Teamsters Public Affairs Council,
SEIU California, IFPTE Local 21 and Office and Professional Employees International Union Local 29
have all provided letters of support as well.
The Potential Sales Tax Measure Ad Hoc Committee convened a meeting via video teleconference on
May 13th to receive the finalized Needs Assessment Report from the Working Group and provide
direction to staff. Supervisor Mitchoff noted the need for additional polling to determine the viability of
the measure, as well as her perspective that public safety should be a part of any ballot measure in
November. Supervisor Gioia agreed that there needs to be additional polling and suggested that the
co-chairs could bring further polling recommendations when presenting the Needs Assessment to the
Board of Supervisors. Supervisors Mitchoff and Gioia agreed to direct staff to forward the Needs
Assessment Report to the full Board of Supervisors, for consideration and direction to staff on next steps
regarding the Potential County-wide General Sales Tax measure at the May 26th meeting of the Board
of Supervisors.
On May 26th, the Board received an update on the status of Senate Bill 1349 and a presentation of the
Needs Assessment assembled by the Working Group. At that time, Senate Bill 1349 had been heard in
the Senate Governance and Finance Committee the previous week, but was ultimately scheduled for
reconsideration by the Committee due to a procedural issue on May 28th. The Committee authorized the
reconsideration and ultimately voted the bill out of Committee on June 3rd. The bill was passed on the
Senate Floor on June 11th and has been sent to the Assembly Local Government Committee for
consideration. In addition, after receiving a report on the Needs Assessment, the Board directed the
Working Group to return in mid-June with additional information about a second poll, including the
number of people to be polled, the type of questions to be asked and the cost estimate.
On June 16th, the Board authorized a cost share of $10,000 from the County to assist in polling the
community regarding the potential sales tax measure.
On July 14th, the Board received the results of polling, which showed that a transactions and use tax
would likely be successful if listed on the November 2020 General Election ballot. The Board
subsequently directed County Counsel to draft a transactions and use tax ordinance for introduction on
the July 28th agenda, which includes language stating that the ordinance is only to be placed on the
November 2020 ballot if the Legislature and the Governor approve Senate Bill 1349 no later than
August 24th.
On July 28th, the Board introduced the transactions and use tax ordinance and fixed adoption of the
ordinance and related resolution calling for the election for the August 4th regular meeting of the Board.
In addition, the Board made certain amendments to the proposed ordinance, including:
1. Determined copies of the full text of Ordinance No. 2020-22 shall be made available to the public in
accordance with subdivisions (b)(3) and (b)(4) of Elections Code section 9160.
2. Clarified that the ordinance shall only become effective if Senate Bill 1349 is approved by the
Legislature on or before August 24, 2020, and thereafter becomes law, and if this ordinance is adopted
by the voters.
Staff has worked with the California Department of Tax and Fee Administration (previously the
California Board of Equalization) to draft the ordinance using template language for general transactions
and use taxes across the state with the exception of the language related to Senate Bill 1349 discussed
above. Should the ballot measure be successful, the CDTFA requires the County to enter into a contract
for collection and allocation of the tax receipts no later than April 1, 2021.
The attached resolution calling the election includes the ballot language for the measure and authorizes
the County Administrator, or designee, to file all necessary documents on behalf of the Board of
Supervisors for the measure to be listed on the November 2020 ballot.
CONSEQUENCE OF NEGATIVE ACTION:
The Board of Supervisors will not have passed the ordinance establishing the 0.5% transactions and use
The Board of Supervisors will not have passed the ordinance establishing the 0.5% transactions and use
tax or the resolution calling for the election submitting the ordinance to the voters for approval. This will
result in no path for the ordinance to be adopted prior to the August 7, 2020 deadline for ballot measures
to be submitted to the County Registrar for the November 2020 General Election.
CLERK'S ADDENDUM
Speakers: Rochelle, East County Regional Group of First5 Contra Costa; Brendan, East County
Regional Group; Unknown; Unknown (2); Karen Perkins, Walnut Creek.
AGENDA ATTACHMENTS
Resolution 2020/210
Resolution No. 2020/210 - Exhibit A - Transactions and Use Tax Ordinance
Ordinance No. 2020-22
MINUTES ATTACHMENTS
Signed Resolution No. 2020/210
Signed Ordinance 2020-22
THE BOARD OF SUPERVISORS OF CONTRA COSTA COUNTY, CALIFORNIA
and for Special Districts, Agencies and Authorities Governed by the Board
Adopted this Resolution on 08/04/2020 by the following vote:
AYE:4
John Gioia
Diane Burgis
Karen Mitchoff
Federal D. Glover
NO:1 Candace Andersen
ABSENT:
ABSTAIN:
RECUSE:
Resolution No. 2020/210
A RESOLUTION CALLING FOR AN ELECTION AND ORDERING THE SUBMISSION TO THE QUALIFIED
ELECTORS OF CONTRA COSTA COUNTY A MEASURE PROPOSING AN ORDINANCE ENACTING A
COUNTYWIDE TRANSACTIONS AND USE TAX AND ORDERING CONSOLIDATION OF THE ELECTION ON
THE TAX ORDINANCE WITH THE CONSOLIDATED GENERAL ELECTION CALLED FOR NOVEMBER 3, 2020
WHEREAS, Contra Costa County provides important public services to its residents, such as health care at the Contra Costa
Regional Medical Center and community health centers, fire-emergency response, crucial safety-net services, early childhood
programs, services to protect vulnerable populations, and other essential County services.
WHEREAS, the Board of Supervisors recognizes the need for increased funding to continue providing critical County services
and the difficulty of funding these services with revenues now available.
WHEREAS, Contra Costa County can better meet the needs of its population with an additional local source of revenue to fund
essential County services.
WHEREAS, a half-cent (one-half of one percent) Countywide general transactions and use tax (sales tax) would generate an
estimated $81 million annually for 20 years.
WHEREAS, Revenue and Taxation Code section 7299.2 authorizes Contra Costa County to impose by ordinance a transactions
and use tax for general purposes to support Countywide programs at a rate of no more than 0.5 percent, provided the ordinance
proposing the tax is submitted to the electorate and is approved by the voters voting on the ordinance pursuant to Article XIII C
of the California Constitution.
WHEREAS, Article XIII C provides that a local government may impose a general tax after the tax is submitted to the electorate
and approved by a majority vote.
WHEREAS, the Board of Supervisors desires to place a half-cent (one-half of one percent) Countywide general transactions and
use tax (sales tax) on the ballot at the statewide general election on November 3, 2020, and consolidate the election on the sales
tax measure with other elections to be held on that date.
NOW, THEREFORE, BE IT RESOLVED by the Contra Costa County Board of Supervisors:
Pursuant to Elections Code section 9140 and Government Code section 53724, the Board of Supervisors hereby calls and
orders an election for the purpose of submitting Ordinance No. 2020-22, attached as Exhibit A and incorporated herein by
reference, to the qualified electors of the County, with the election to be held on Tuesday, November 3, 2020.
1.
The Board of Supervisors consents to the consolidation of the election on Ordinance No. 2020-22 with the statewide
general election on Tuesday, November 3, 2020.
2.
A ballot measure in substantially the following form shall be included on the ballot, in addition to any other matters
required by law to be on the ballot:
3.
A “yes” vote is a vote to approve the measure. A “no” vote is a vote to reject the measure.
4. At the time Ordinance No. 2020-22 was passed by the Board of Supervisors, Senate Bill 1349 (2020) was pending approval in
the California Legislature.Notwithstanding anything to the contrary herein, Ordinance No. 2020-22 shall only become effective if
Senate Bill 1349 is approved by the Legislature on or before August 24, 2020, and thereafter becomes law, and if Ordinance No.
2020-22, which establishes a general tax, is adopted and approved by a vote of at least a majority of the voters voting on the
question at the election.
5. The full text of Ordinance No. 2020-22 shall be made available to the public in accordance with subdivisions (b)(3) and (b)(4)
of Elections Code section 9160.
6. The Elections Office and the County Administrator are hereby authorized and directed to take any and all actions necessary
under law to prepare for and conduct the general election and appropriate all monies necessary for the Elections Office and
County Administrator to prepare and conduct the general election in a manner consistent with state and local laws.
7. The Elections Office is directed and authorized to certify the results of the election on the measure to the Contra Costa County
Board of Supervisors.
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: August 4, 2020
David J. Twa, County Administrator and Clerk of the Board of Supervisors
By: June McHuen, Deputy
cc: Hon. Deborah R. Cooper, Clerk Recorder
ORDINANCE NO. 2020-22
1
ORDINANCE NO. 2020-22
(An Ordinance of the County of Contra Costa Imposing a Transaction and Use Tax to Be
Administered by the California Department of Tax and Fee Administration)
The people of the County of Contra Costa ordain as follows:
SECTION I. Chapter 64-18 is added to the Contra Costa County Ordinance Code, to read:
Chapter 64-18
TRANSACTIONS AND USE TAX
Article 64-18.2
General
64-18.202 Title. This ordinance shall be known as the County of Contra Costa Transactions and
Use Tax Ordinance. This ordinance shall be applicable in the incorporated and unincorporated
territory of the County.
(Ord. 2020- 22, § 1).
64-18.20 General Tax. The tax imposed by this chapter is a general tax under Article XIIIC of
the California Constitution. The tax imposed by this chapter is enacted solely for general
governmental purposes and not for specific purposes. All of the proceeds from the tax imposed
by this chapter shall be placed in the County’s general fund and used for general governmental
purposes.
(Ord. 2020-22, § 1).
64-18.206 Operative Date. “Operative Date” means the first day of the first calendar quarter
commencing more than 110 days after the adoption of this ordinance by the voters, the date of
such adoption being as set forth below.
(Ord. 2020-22, § 1).
64-18.208 Purpose.
This ordinance is adopted to achieve the following purposes:
(a) To impose a retail transactions and use tax in accordance with the provisions of Part 1.6
(commencing with Section 7251) of Division 2 of the Revenue and Taxation Code and
Section 7285 of Part 1.7 of Division 2 which authorizes the County to adopt this tax
EXHIBIT A TO RESOLUTION NO. 2020/210
ORDINANCE NO. 2020-22
2
ordinance which shall be operative if a majority of the electors voting on the measure
vote to approve the imposition of the tax at an election called for that purpose.
(b) To adopt a retail transactions and use tax ordinance that incorporates provisions identical
to those of the Sales and Use Tax Law of the State of California insofar as those
provisions are not inconsistent with the requirements and limitations contained in Part 1.6
of Division 2 of the Revenue and Taxation Code.
(c) To adopt a retail transactions and use tax ordinance that imposes a tax and provides a
measure therefor that can be administered and collected by the California Department of
Tax and Fee Administration in a manner that adapts itself as fully as practicable to, and
requires the least possible deviation from, the existing statutory and administrative
procedures followed by the California Department of Tax and Fee Administration in
administering and collecting the California State Sales and Use Taxes.
(d) To adopt a retail transactions and use tax ordinance that can be administered in a manner
that will be, to the greatest degree possible, consistent with the provisions of Part 1.6 of
Division 2 of the Revenue and Taxation Code, minimize the cost of collecting the
transactions and use taxes, and at the same time, minimize the burden of record keeping
upon persons subject to taxation under the provisions of this ordinance.
(Ord. 2020-22, § 1).
Article 64-16.4
Transactions and Use Tax
64-18.402 Transaction Tax Rate. For the privilege of selling tangible personal property at
retail, a tax is hereby imposed upon all retailers in the incorporated and unincorporated territory
of the County at the rate of one half of one per cent (0.5%) of the gross receipts of any retailer
from the sale of all tangible personal property sold at retail in said territory on and after the
operative date of this ordinance.
(Ord. 2020-22, § 1).
64-18.404 Place of Sale. For the purposes of this ordinance, all retail sales are consummated at
the place of business of the retailer unless the tangible personal property sold is delivered by the
retailer or his agent to an out-of-state destination or to a common carrier for delivery to an out-
of-state destination. The gross receipts from such sales shall include delivery charges, when
such charges are subject to the state sales and use tax, regardless of the place to which delivery is
made. In the event a retailer has no permanent place of business in the State or has more than
one place of business, the place or places at which the retail sales are consummated shall be
determined under rules and regulations to be prescribed and adopted by the California
Department of Tax and Fee Administration.
EXHIBIT A TO RESOLUTION NO. 2020/210
ORDINANCE NO. 2020-22
3
(Ord. 2020-22, § 1).
64-18.406 Use Tax Rate. An excise tax is hereby imposed on the storage, use or other
consumption in the County of tangible personal property purchased from any retailer on and after
the operative date of this ordinance for storage, use or other consumption in said territory at the
rate of one half of one per cent (0.5%) of the sales price of the property. The sales price shall
include delivery charges when such charges are subject to state sales or use tax regardless of the
place to which delivery is made.
(Ord. 2020-22, § 1).
64-18.408 Adoption of Provisions of State Law. Except as otherwise provided in this
ordinance and except insofar as they are inconsistent with the provisions of Part 1.6 of Division 2
of the Revenue and Taxation Code, all of the provisions of Part 1 (commencing with Section
6001) of Division 2 of the Revenue and Taxation Code are hereby adopted and made a part of
this ordinance as though fully set forth herein.
(Ord. 2020-22, § 1).
64-18.410 Limitations on Adoption of State Law and Collection of Use Taxes.
In adopting the provisions of Part 1 of Division 2 of the Revenue and Taxation Code:
(a) Wherever the State of California is named or referred to as the taxing agency, the name
of this County shall be substituted therefor. However, the substitution shall not be made
when:
(1) The word "State" is used as a part of the title of the State Controller, State
Treasurer, State Treasury, or the Constitution of the State of California;
(2) The result of that substitution would require action to be taken by or against this
County or any agency, officer, or employee thereof rather than by or against the
California Department of Tax and Fee Administration, in performing the
functions incident to the administration or operation of this Ordinance.
(3) In those sections, including, but not necessarily limited to sections referring to the
exterior boundaries of the State of California, where the result of the substitution
would be to:
(A) Provide an exemption from this tax with respect to certain sales, storage,
use or other consumption of tangible personal property which would not
otherwise be exempt from this tax while such sales, storage, use or other
consumption remain subject to tax by the State under the provisions of
Part 1 of Division 2 of the Revenue and Taxation Code, or;
EXHIBIT A TO RESOLUTION NO. 2020/210
ORDINANCE NO. 2020-22
4
(B) Impose this tax with respect to certain sales, storage, use or other
consumption of tangible personal property which would not be subject to
tax by the state under the said provision of that code.
(4) In Sections 6701, 6702 (except in the last sentence thereof), 6711, 6715, 6737,
6797 or 6828 of the Revenue and Taxation Code.
(b) The word "County" shall be substituted for the word "State" in the phrase "retailer
engaged in business in this State" in Section 6203 and in the definition of that phrase in
Section 6203.
(1) “A retailer engaged in business in the County” shall also include any retailer that,
in the preceding calendar year or the current calendar year, has total combined
sales of tangible personal property in this state or for delivery in the State by the
retailer and all persons related to the retailer that exceeds five hundred thousand
dollars ($500,000). For purposes of this section, a person is related to another
person if both persons are related to each other pursuant to Section 267(b) of Title
26 of the United States Code and the regulations thereunder.
(Ord. 2020-22, § 1).
64-18.412 Permit Not Required. If a seller's permit has been issued to a retailer under Section
6067 of the Revenue and Taxation Code, an additional transactor's permit shall not be required
by this ordinance.
(Ord. 2020-22, § 1).
64-18.414 Exemptions and Exclusions.
(a) There shall be excluded from the measure of the transactions tax and the use tax the
amount of any sales tax or use tax imposed by the State of California or by any city, city
and county, or county pursuant to the Bradley-Burns Uniform Local Sales and Use Tax
Law or the amount of any state-administered transactions or use tax.
(b) There are exempted from the computation of the amount of transactions tax the gross
receipts from:
(1) Sales of tangible personal property, other than fuel or petroleum products, to
operators of aircraft to be used or consumed principally outside the County in
which the sale is made and directly and exclusively in the use of such aircraft as
common carriers of persons or property under the authority of the laws of this
State, the United States, or any foreign government.
(2) Sales of property to be used outside the County which is shipped to a point
outside the County, pursuant to the contract of sale, by delivery to such point by
the retailer or his agent, or by delivery by the retailer to a carrier for shipment to a
EXHIBIT A TO RESOLUTION NO. 2020/210
ORDINANCE NO. 2020-22
5
consignee at such point. For the purposes of this paragraph, delivery to a point
outside the County shall be satisfied:
(A) With respect to vehicles (other than commercial vehicles) subject to
registration pursuant to Chapter 1 (commencing with Section 4000) of
Division 3 of the Vehicle Code, aircraft licensed in compliance with
Section 21411 of the Public Utilities Code, and undocumented vessels
registered under Division 3.5 (commencing with Section 9840) of the
Vehicle Code by registration to an out-of-County address and by a
declaration under penalty of perjury, signed by the buyer, stating that such
address is, in fact, his or her principal place of residence; and
(B) With respect to commercial vehicles, by registration to a place of business
out-of-County and declaration under penalty of perjury, signed by the
buyer, that the vehicle will be operated from that address.
(3) The sale of tangible personal property if the seller is obligated to furnish the
property for a fixed price pursuant to a contract entered into prior to the operative
date of this ordinance.
(4) A lease of tangible personal property which is a continuing sale of such property,
for any period of time for which the lessor is obligated to lease the property for an
amount fixed by the lease prior to the operative date of this ordinance.
(5) For the purposes of subparagraphs (3) and (4) of this section, the sale or lease of
tangible personal property shall be deemed not to be obligated pursuant to a
contract or lease for any period of time for which any party to the contract or lease
has the unconditional right to terminate the contract or lease upon notice, whether
or not such right is exercised.
(c) There are exempted from the use tax imposed by this ordinance, the storage, use or other
consumption in this County of tangible personal property:
(1) The gross receipts from the sale of which have been subject to a transactions tax
under any state-administered transactions and use tax ordinance.
(2) Other than fuel or petroleum products purchased by operators of aircraft and used
or consumed by such operators directly and exclusively in the use of such aircraft
as common carriers of persons or property for hire or compensation under a
certificate of public convenience and necessity issued pursuant to the laws of this
State, the United States, or any foreign government. This exemption is in addition
to the exemptions provided in Sections 6366 and 6366.1 of the Revenue and
Taxation Code of the State of California.
(3) If the purchaser is obligated to purchase the property for a fixed price pursuant to
a contract entered into prior to the operative date of this ordinance.
EXHIBIT A TO RESOLUTION NO. 2020/210
ORDINANCE NO. 2020-22
6
(4) If the possession of, or the exercise of any right or power over, the tangible
personal property arises under a lease which is a continuing purchase of such
property for any period of time for which the lessee is obligated to lease the
property for an amount fixed by a lease prior to the operative date of this
ordinance.
(5) For the purposes of subparagraphs (3) and (4) of this section, storage, use, or
other consumption, or possession of, or exercise of any right or power over,
tangible personal property shall be deemed not to be obligated pursuant to a
contract or lease for any period of time for which any party to the contract or lease
has the unconditional right to terminate the contract or lease upon notice, whether
or not such right is exercised.
(6) Except as provided in subparagraph (7), a retailer engaged in business in the
County shall not be required to collect use tax from the purchaser of tangible
personal property, unless the retailer ships or delivers the property into the County
or participates within the County in making the sale of the property, including, but
not limited to, soliciting or receiving the order, either directly or indirectly, at a
place of business of the retailer in the County or through any representative,
agent, canvasser, solicitor, subsidiary, or person in the County under the authority
of the retailer.
(7) "A retailer engaged in business in the County" shall also include any retailer of
any of the following: vehicles subject to registration pursuant to Chapter 1
(commencing with Section 4000) of Division 3 of the Vehicle Code, aircraft
licensed in compliance with Section 21411 of the Public Utilities Code, or
undocumented vessels registered under Division 3.5 (commencing with Section
9840) of the Vehicle Code. That retailer shall be required to collect use t ax from
any purchaser who registers or licenses the vehicle, vessel, or aircraft at an
address in the County.
(d) Any person subject to use tax under this ordinance may credit against that tax any
transactions tax or reimbursement for transactions tax paid to a County imposing, or
retailer liable for a transactions tax pursuant to Part 1.6 of Division 2 of the Revenue and
Taxation Code with respect to the sale to the person of the property the storage, use or
other consumption of which is subject to the use tax.
(Ord. 2020- 22, § 1).
Article 64-18.6
Administration
EXHIBIT A TO RESOLUTION NO. 2020/210
ORDINANCE NO. 2020-22
7
64-18.602 Amendments. All amendments subsequent to the effective date of this ordinance to
Part 1 of Division 2 of the Revenue and Taxation Code relating to sales and use taxes and which
are not inconsistent with Part 1.6 and Part 1.7 of Division 2 of the Revenue and Taxation Code,
and all amendments to Part 1.6 and Part 1.7 of Division 2 of the Revenue and Taxation Code,
shall automatically become a part of this ordinance, provided however, that no such amendment
shall operate so as to affect the rate of tax imposed by this ordinance.
(Ord. 2020-22, § 1).
64-18.604 Enjoining Collection Forbidden. No injunction or writ of mandate or other legal or
equitable process shall issue in any suit, action or proceeding in any court against the State or the
County, or against any officer of the State or the County, to prevent or enjoin the collection
under this ordinance, or Part 1.6 of Division 2 of the Revenue and Taxation Code, of any tax or
any amount of tax required to be collected.
(Ord. 2020-22, § 1).
64-18.606 Termination Date. The authority to levy the tax imposed by this ordinance shall
expire on March 31, 2041 and as of that date it shall be repealed by operation of this section
unless a later ordinance is adopted prior to March 31, 2041 that shall have the effect of deleting
or extending the termination date set forth herein.
(Ord. 2020-22, § 1).
SECTION II Severability. If any provision of this ordinance or the application thereof to any
person or circumstance is held invalid, the remainder of the ordinance and the application of such
provision to other persons or circumstances shall not be affected thereby.
(Ord. 2020-22. § 2).
SECTION III Effective Date.
(A) The Board of Supervisors passed this ordinance on August 4, 2020, and approved
submitting this ordinance to the voters at an election to be held on November 3, 2020.
Within 15 days after passage by the Board of Supervisors, this ordinance shall be
published in a manner satisfying the requirements of Government Code Section 25124,
with the names of supervisors voting for and against it. If adopted by a majority of the
voters voting on the ordinance at an election on November 3, 2020, this ordinance shall
take effect immediately, pursuant to Elections Code section 9141.
(B) At the time that this ordinance was passed by the Board of Supervisors, Senate Bill 1349
(2020) was pending approval in the California Legislature. Notwithstanding anything to
the contrary herein, this ordinance shall only become effective if Senate Bill 1349 is
approved by the Legislature on or before August 24, 2020, and thereafter becomes law,
and if this ordinance is adopted by the voters.
EXHIBIT A TO RESOLUTION NO. 2020/210
ORDINANCE NO. 2020-22
8
(Ord. 2020-22, § 3).
SECTION IV Contract with State. Prior to the operative date, the County shall contract with
the California Department of Tax and Fee Administration to perform all functions incident to the
administration and operation of this transactions and use tax ordinance; provided, that if the
County shall not have contracted with the California Department of Tax and Fee Administration
prior to the operative date, it shall nevertheless so contract and in such a case the operative date
shall be the first day of the first calendar quarter following the execution of such a contract.
(Ord. 2020-22, § 4).
SECTION V. Adjustment of Appropriations Limit. Pursuant to Article XIIIB of the
Constitution of the State of California and applicable laws, the appropriations limit for the
County is hereby increased by the aggregate sum authorized to be levied by this tax for fiscal
year 2020-21 and each year thereafter.
(Ord. 2020-22, § 5).
PASSED by the Board of Supervisors by the following vote:
AYES:
NOES:
ABSENT:
ABSTAIN:
ATTEST: DAVID J. TWA, _____________________________
Clerk of the Board of Supervisors Board Chair
and County Administrator
By: ______________________ [SEAL]
Deputy
EXHIBIT A TO RESOLUTION NO. 2020/210
ORDINANCE NO. 2020-22
1
ORDINANCE NO. 2020-22
(An Ordinance of the County of Contra Costa Imposing a Transaction and Use Tax to Be
Administered by the California Department of Tax and Fee Administration)
The people of the County of Contra Costa ordain as follows:
SECTION I. Chapter 64-18 is added to the Contra Costa County Ordinance Code, to read:
Chapter 64-18
TRANSACTIONS AND USE TAX
Article 64-18.2
General
64-18.202 Title. This ordinance shall be known as the County of Contra Costa Transactions and
Use Tax Ordinance. This ordinance shall be applicable in the incorporated and unincorporated
territory of the County.
(Ord. 2020- 22, § 1).
64-18.20 General Tax. The tax imposed by this chapter is a general tax under Article XIIIC of
the California Constitution. The tax imposed by this chapter is enacted solely for general
governmental purposes and not for specific purposes. All of the proceeds from the tax imposed
by this chapter shall be placed in the County’s general fund and used for general governmental
purposes.
(Ord. 2020-22, § 1).
64-18.206 Operative Date. “Operative Date” means the first day of the first calendar quarter
commencing more than 110 days after the adoption of this ordinance by the voters, the date of
such adoption being as set forth below.
(Ord. 2020-22, § 1).
64-18.208 Purpose.
This ordinance is adopted to achieve the following purposes:
(a) To impose a retail transactions and use tax in accordance with the provisions of Part 1.6
(commencing with Section 7251) of Division 2 of the Revenue and Taxation Code and
Section 7285 of Part 1.7 of Division 2 which authorizes the County to adopt this tax
ORDINANCE NO. 2020-22
2
ordinance which shall be operative if a majority of the electors voting on the measure
vote to approve the imposition of the tax at an election called for that purpose.
(b) To adopt a retail transactions and use tax ordinance that incorporates provisions identical
to those of the Sales and Use Tax Law of the State of California insofar as those
provisions are not inconsistent with the requirements and limitations contained in Part 1.6
of Division 2 of the Revenue and Taxation Code.
(c) To adopt a retail transactions and use tax ordinance that imposes a tax and provides a
measure therefor that can be administered and collected by the California Department of
Tax and Fee Administration in a manner that adapts itself as fully as practicable to, and
requires the least possible deviation from, the existing statutory and administrative
procedures followed by the California Department of Tax and Fee Administration in
administering and collecting the California State Sales and Use Taxes.
(d) To adopt a retail transactions and use tax ordinance that can be administered in a manner
that will be, to the greatest degree possible, consistent with the provisions of Part 1.6 of
Division 2 of the Revenue and Taxation Code, minimize the cost of collecting the
transactions and use taxes, and at the same time, minimize the burden of record keeping
upon persons subject to taxation under the provisions of this ordinance.
(Ord. 2020-22, § 1).
Article 64-16.4
Transactions and Use Tax
64-18.402 Transaction Tax Rate. For the privilege of selling tangible personal property at
retail, a tax is hereby imposed upon all retailers in the incorporated and unincorporated territory
of the County at the rate of one half of one per cent (0.5%) of the gross receipts of any retailer
from the sale of all tangible personal property sold at retail in said territory on and after the
operative date of this ordinance.
(Ord. 2020-22, § 1).
64-18.404 Place of Sale. For the purposes of this ordinance, all retail sales are consummated at
the place of business of the retailer unless the tangible personal property sold is delivered by the
retailer or his agent to an out-of-state destination or to a common carrier for delivery to an out-
of-state destination. The gross receipts from such sales shall include delivery charges, when
such charges are subject to the state sales and use tax, regardless of the place to which delivery is
made. In the event a retailer has no permanent place of business in the State or has more than
one place of business, the place or places at which the retail sales are consummated shall be
determined under rules and regulations to be prescribed and adopted by the California
Department of Tax and Fee Administration.
ORDINANCE NO. 2020-22
3
(Ord. 2020-22, § 1).
64-18.406 Use Tax Rate. An excise tax is hereby imposed on the storage, use or other
consumption in the County of tangible personal property purchased from any retailer on and after
the operative date of this ordinance for storage, use or other consumption in said territory at the
rate of one half of one per cent (0.5%) of the sales price of the property. The sales price shall
include delivery charges when such charges are subject to state sales or use tax regardless of the
place to which delivery is made.
(Ord. 2020-22, § 1).
64-18.408 Adoption of Provisions of State Law. Except as otherwise provided in this
ordinance and except insofar as they are inconsistent with the provisions of Part 1.6 of Division 2
of the Revenue and Taxation Code, all of the provisions of Part 1 (commencing with Section
6001) of Division 2 of the Revenue and Taxation Code are hereby adopted and made a part of
this ordinance as though fully set forth herein.
(Ord. 2020-22, § 1).
64-18.410 Limitations on Adoption of State Law and Collection of Use Taxes.
In adopting the provisions of Part 1 of Division 2 of the Revenue and Taxation Code:
(a) Wherever the State of California is named or referred to as the taxing agency, the name
of this County shall be substituted therefor. However, the substitution shall not be made
when:
(1) The word "State" is used as a part of the title of the State Controller, State
Treasurer, State Treasury, or the Constitution of the State of California;
(2) The result of that substitution would require action to be taken by or against this
County or any agency, officer, or employee thereof rather than by or against the
California Department of Tax and Fee Administration, in performing the
functions incident to the administration or operation of this Ordinance.
(3) In those sections, including, but not necessarily limited to sections referring to the
exterior boundaries of the State of California, where the result of the substitution
would be to:
(A) Provide an exemption from this tax with respect to certain sales, storage,
use or other consumption of tangible personal property which would not
otherwise be exempt from this tax while such sales, storage, use or other
consumption remain subject to tax by the State under the provisions of
Part 1 of Division 2 of the Revenue and Taxation Code, or;
ORDINANCE NO. 2020-22
4
(B) Impose this tax with respect to certain sales, storage, use or other
consumption of tangible personal property which would not be subject to
tax by the state under the said provision of that code.
(4) In Sections 6701, 6702 (except in the last sentence thereof), 6711, 6715, 6737,
6797 or 6828 of the Revenue and Taxation Code.
(b) The word "County" shall be substituted for the word "State" in the phrase "retailer
engaged in business in this State" in Section 6203 and in the definition of that phrase in
Section 6203.
(1) “A retailer engaged in business in the County” shall also include any retailer that,
in the preceding calendar year or the current calendar year, has total combined
sales of tangible personal property in this state or for delivery in the State by the
retailer and all persons related to the retailer that exceeds five hundred thousand
dollars ($500,000). For purposes of this section, a person is related to another
person if both persons are related to each other pursuant to Section 267(b) of Title
26 of the United States Code and the regulations thereunder.
(Ord. 2020-22, § 1).
64-18.412 Permit Not Required. If a seller's permit has been issued to a retailer under Section
6067 of the Revenue and Taxation Code, an additional transactor's permit shall not be required
by this ordinance.
(Ord. 2020-22, § 1).
64-18.414 Exemptions and Exclusions.
(a) There shall be excluded from the measure of the transactions tax and the use tax the
amount of any sales tax or use tax imposed by the State of California or by any city, city
and county, or county pursuant to the Bradley-Burns Uniform Local Sales and Use Tax
Law or the amount of any state-administered transactions or use tax.
(b) There are exempted from the computation of the amount of transactions tax the gross
receipts from:
(1) Sales of tangible personal property, other than fuel or petroleum products, to
operators of aircraft to be used or consumed principally outside the County in
which the sale is made and directly and exclusively in the use of such aircraft as
common carriers of persons or property under the authority of the laws of this
State, the United States, or any foreign government.
(2) Sales of property to be used outside the County which is shipped to a point
outside the County, pursuant to the contract of sale, by delivery to such point by
the retailer or his agent, or by delivery by the retailer to a carrier for shipment to a
ORDINANCE NO. 2020-22
5
consignee at such point. For the purposes of this paragraph, delivery to a point
outside the County shall be satisfied:
(A) With respect to vehicles (other than commercial vehicles) subject to
registration pursuant to Chapter 1 (commencing with Section 4000) of
Division 3 of the Vehicle Code, aircraft licensed in compliance with
Section 21411 of the Public Utilities Code, and undocumented vessels
registered under Division 3.5 (commencing with Section 9840) of the
Vehicle Code by registration to an out-of-County address and by a
declaration under penalty of perjury, signed by the buyer, stating that such
address is, in fact, his or her principal place of residence; and
(B) With respect to commercial vehicles, by registration to a place of business
out-of-County and declaration under penalty of perjury, signed by the
buyer, that the vehicle will be operated from that address.
(3) The sale of tangible personal property if the seller is obligated to furnish the
property for a fixed price pursuant to a contract entered into prior to the operative
date of this ordinance.
(4) A lease of tangible personal property which is a continuing sale of such property,
for any period of time for which the lessor is obligated to lease the property for an
amount fixed by the lease prior to the operative date of this ordinance.
(5) For the purposes of subparagraphs (3) and (4) of this section, the sale or lease of
tangible personal property shall be deemed not to be obligated pursuant to a
contract or lease for any period of time for which any party to the contract or lease
has the unconditional right to terminate the contract or lease upon notice, whether
or not such right is exercised.
(c) There are exempted from the use tax imposed by this ordinance, the storage, use or other
consumption in this County of tangible personal property:
(1) The gross receipts from the sale of which have been subject to a transactions tax
under any state-administered transactions and use tax ordinance.
(2) Other than fuel or petroleum products purchased by operators of aircraft and used
or consumed by such operators directly and exclusively in the use of such aircraft
as common carriers of persons or property for hire or compensation under a
certificate of public convenience and necessity issued pursuant to the laws of this
State, the United States, or any foreign government. This exemption is in addition
to the exemptions provided in Sections 6366 and 6366.1 of the Revenue and
Taxation Code of the State of California.
(3) If the purchaser is obligated to purchase the property for a fixed price pursuant to
a contract entered into prior to the operative date of this ordinance.
ORDINANCE NO. 2020-22
6
(4) If the possession of, or the exercise of any right or power over, the tangible
personal property arises under a lease which is a continuing purchase of such
property for any period of time for which the lessee is obligated to lease the
property for an amount fixed by a lease prior to the operative date of this
ordinance.
(5) For the purposes of subparagraphs (3) and (4) of this section, storage, use, or
other consumption, or possession of, or exercise of any right or power over,
tangible personal property shall be deemed not to be obligated pursuant to a
contract or lease for any period of time for which any party to the contract or lease
has the unconditional right to terminate the contract or lease upon notice, whether
or not such right is exercised.
(6) Except as provided in subparagraph (7), a retailer engaged in business in the
County shall not be required to collect use tax from the purchaser of tangible
personal property, unless the retailer ships or delivers the property into the County
or participates within the County in making the sale of the property, including, but
not limited to, soliciting or receiving the order, either directly or indirectly, at a
place of business of the retailer in the County or through any representative,
agent, canvasser, solicitor, subsidiary, or person in the County under the authority
of the retailer.
(7) "A retailer engaged in business in the County" shall also include any retailer of
any of the following: vehicles subject to registration pursuant to Chapter 1
(commencing with Section 4000) of Division 3 of the Vehicle Code, aircraft
licensed in compliance with Section 21411 of the Public Utilities Code, or
undocumented vessels registered under Division 3.5 (commencing with Section
9840) of the Vehicle Code. That retailer shall be required to collect use t ax from
any purchaser who registers or licenses the vehicle, vessel, or aircraft at an
address in the County.
(d) Any person subject to use tax under this ordinance may credit against that tax any
transactions tax or reimbursement for transactions tax paid to a County imposing, or
retailer liable for a transactions tax pursuant to Part 1.6 of Division 2 of the Revenue and
Taxation Code with respect to the sale to the person of the property the storage, use or
other consumption of which is subject to the use tax.
(Ord. 2020- 22, § 1).
Article 64-18.6
Administration
ORDINANCE NO. 2020-22
7
64-18.602 Amendments. All amendments subsequent to the effective date of this ordinance to
Part 1 of Division 2 of the Revenue and Taxation Code relating to sales and use taxes and which
are not inconsistent with Part 1.6 and Part 1.7 of Division 2 of the Revenue and Taxation Code,
and all amendments to Part 1.6 and Part 1.7 of Division 2 of the Revenue and Taxation Code,
shall automatically become a part of this ordinance, provided however, that no such amendment
shall operate so as to affect the rate of tax imposed by this ordinance.
(Ord. 2020-22, § 1).
64-18.604 Enjoining Collection Forbidden. No injunction or writ of mandate or other legal or
equitable process shall issue in any suit, action or proceeding in any court against the State or the
County, or against any officer of the State or the County, to prevent or enjoin the collection
under this ordinance, or Part 1.6 of Division 2 of the Revenue and Taxation Code, of any tax or
any amount of tax required to be collected.
(Ord. 2020-22, § 1).
64-18.606 Termination Date. The authority to levy the tax imposed by this ordinance shall
expire on March 31, 2041 and as of that date it shall be repealed by operation of this section
unless a later ordinance is adopted prior to March 31, 2041 that shall have the effect of deleting
or extending the termination date set forth herein.
(Ord. 2020-22, § 1).
SECTION II Severability. If any provision of this ordinance or the application thereof to any
person or circumstance is held invalid, the remainder of the ordinance and the application of such
provision to other persons or circumstances shall not be affected thereby.
(Ord. 2020-22. § 2).
SECTION III Effective Date.
(A) The Board of Supervisors passed this ordinance on August 4, 2020, and approved
submitting this ordinance to the voters at an election to be held on November 3, 2020.
Within 15 days after passage by the Board of Supervisors, this ordinance shall be
published in a manner satisfying the requirements of Government Code Section 25124,
with the names of supervisors voting for and against it. If adopted by a majority of the
voters voting on the ordinance at an election on November 3, 2020, this ordinance shall
take effect immediately, pursuant to Elections Code section 9141.
(B) At the time that this ordinance was passed by the Board of Supervisors, Senate Bill 1349
(2020) was pending approval in the California Legislature. Notwithstanding anything to
the contrary herein, this ordinance shall only become effective if Senate Bill 1349 is
approved by the Legislature on or before August 24, 2020, and thereafter becomes law,
and if this ordinance is adopted by the voters.
ORDINANCE NO. 2020-22
8
(Ord. 2020-22, § 3).
SECTION IV Contract with State. Prior to the operative date, the County shall contract with
the California Department of Tax and Fee Administration to perform all functions incident to the
administration and operation of this transactions and use tax ordinance; provided, that if the
County shall not have contracted with the California Department of Tax and Fee Administration
prior to the operative date, it shall nevertheless so contract and in such a case the operative date
shall be the first day of the first calendar quarter following the execution of such a contract.
(Ord. 2020-22, § 4).
SECTION V. Adjustment of Appropriations Limit. Pursuant to Article XIIIB of the
Constitution of the State of California and applicable laws, the appropriations limit for the
County is hereby increased by the aggregate sum authorized to be levied by this tax for fiscal
year 2020-21 and each year thereafter.
(Ord. 2020-22, § 5).
PASSED by the Board of Supervisors by the following vote:
AYES:
NOES:
ABSENT:
ABSTAIN:
ATTEST: DAVID J. TWA, _____________________________
Clerk of the Board of Supervisors Board Chair
and County Administrator
By: ______________________ [SEAL]
Deputy
RECOMMENDATION(S):
ADOPT Ordinance No. 2020-18 amending the County Ordinance Code to re-title the Deputy Director of
Information Technology-Exempt (LTD1) classification to the new title of Information Systems Division
Director-Exempt (LTD1) in the list of classifications excluded from the merit system.
FISCAL IMPACT:
There is no fiscal impact associated with re-titling or exempting this class from the Merit System.
BACKGROUND:
In 2019 there was a classification study done on various unrepresented management positions in the
Department of Information Technology. The purpose of the study was to evaluate the organizational
structure of the Department's leadership, and to make recommendations on any changes necessary to assist
the department in achieving their operational objectives. One of the findings of this study was that the title
of Deputy Director of Information Technology - Exempt did not accurately describe the use of this
classification. The recommended title of Information Systems Division Director - Exempt more accurately
describes the scope of work and responsibility assigned to positions in this classification.
APPROVE OTHER
RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE
Action of Board On: 08/04/2020 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: Marc Shorr (925)
608-4072
I hereby certify that this is a true and correct copy of an action taken and entered on the minutes of the Board
of Supervisors on the date shown.
ATTESTED: August 4, 2020
David J. Twa, County Administrator and Clerk of the Board of Supervisors
By: June McHuen, Deputy
cc:
C. 10
To:Board of Supervisors
From:
Date:August 4, 2020
Contra
Costa
County
Subject:Adopt Ordinance No. 2020-18 Amend the Ordinance Code to re-title Deputy Director of Information Technology -
Exempt (LTD1)
CONSEQUENCE OF NEGATIVE ACTION:
The title of the classification will not accurately reflect the scope of work and responsibility assigned to
positions within this classification.
CHILDREN'S IMPACT STATEMENT:
No impact.
AGENDA ATTACHMENTS
Ordinance 2020-18 Retitle
MINUTES ATTACHMENTS
Signed Ordinance 2020-18
ORDINANCE NO. 2020-18
ORDINANCE NO. 2020-18
(Retitle the classification of Deputy Director of Information
Technology-Exempt to Information Systems Division Director-
Exempt)
The Contra Costa County Board of Supervisors ordains as follows (omitting the
parenthetical footnotes from the official text of the enacted or amended provisions of the
County Ordinance Code):
SECTION I: Section 33-5.359 of the County Ordinance Code is amended to re title the
exempt classification of Deputy Director of Information Technology-Exempt to
Information Systems Division Director-Exempt:
33-5.359 - Information technology.
(a) The chief information officer/director of information technology is excluded
and is appointed by the county administrator.
(b) The information systems division director is excluded and is appointed by the
chief information officer/director of information technology.
(c) The assistant chief information officer-exempt is excluded and is appointed by
the chief i nformation officer/director of information technology.
(d) The chief information technology security officer-exempt is excluded and is
appointed by the chief information officer/director of information technology.
(Ord. Nos. 2020-18 § I, 7-28-2020, 2018-26 § I, 9-11-18; 2017-23 § I, 9-19-17;
2016-09 § II 4-12-16; Ords. 2002-15 § 1, 2002-06 § 1, 95-57 § 1, 85-4 § 2, 82-21
§ 1)
SECTION II: EFFECTIVE DATE . This ordinance becomes effective 30 days after
passage, and within 15 days of passage shall be published once with the nam es of the
supervisors voting for and against it in the ___________________, a newspaper
published in this County.
PASSED ON ____________________________________ by the following vote:
AYES:
NOES:
ABSENT:
ORDINANCE NO. 2020-18
ABSTAIN:
ATTEST: DAVID J. TWA, Clerk of the
Board of Supervisors and County Administrator
By:_________________________ _____________________________
Deputy Board Chair
[SEAL]
ORDINANCE NO 2020-18
{Retitle the classification of Deputy Director of Information · Technology.
Exempt to Information Systems Division Director-Exempt)
The Contra Costa County Board of Supervisors ordains as follows (omitting the parenthetical footnotes from
the official text of the enacted or amended provisions of the County Ordinance Code):
--SECTION I: Section 33-5.359 of the County Ordinance Code is amended to retitle the exempt classification
of Deputy Director of Information Technology-Exempt to Information Systems Division Director-Exempt:
33-5.359 -Information technology.
(a) The chief information officer/director of information technology is excluded and is appointed by
the county administrator.
(b) The information systems division director is excluded and is appointed by the chief information
officer/director of information technology.
(c) The assistant chief information officer-exempt is excluded and is appointed by the chief information
officer/director of information technology.
(d) The chief information technology security officer-exempt is excluded and is appointed by the
chief information officer/director of information technology.
(Ord. Nos. 2020-18 §I, 7-28-2020, 2018-26 §I, 9-11-18; 2017-23 §I, 9-19-17;
2016-09 § II 4-12-16; Ords. 2002-15 § 1, 2002-06 § 1, 95-57 § 1, 85-4 § 2, 82-21
§ 1)
SECTION II: EFFECTIVE DATE. This ordinance becomes effective 30 days after passage, and within 15
days of passage shall be published once with the names of the supervisors voting for and against it in tbe
Contra Costa Times, a newspaper published in this County.
PASSED on _ ___ _ , by the following vote:
AYES: John Gioia, Candace Andersen, Diane Burgis, Karen Mitchoff, Federal Glover
NOES: None
ABSENT: None
ABSTAIN: None
avid Twa, County Administrator
the Board of Supervisors
~ Chair of the Board Candace Andersen
ne McHuen, Deputy Clerk_ (SEAL)
RECOMMENDATION(S):
RE-APPOINT the following to the Library Commission as the District V Representative with a Term to
expire June 30, 2024 as recommended by Supervisor Federal D. Glover.
Peter Wilson Pittsburg, CA.
FISCAL IMPACT:
None.
BACKGROUND:
The Commission serves in an advisory capacity to the Board of Supervisors and the County Librarian;
provides a forum for the community to provide input concerning Library operations, and recommends
proposals to the Board of Supervisors and the County Librarian which may improve the Library. The
Commission meets the 4th Thursday of every other month, 7:00 to 9:00 p.m.; 777 Arnold Drive, Martinez,
CA.
CONSEQUENCE OF NEGATIVE ACTION:
The position would remain vacant.
APPROVE OTHER
RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE
Action of Board On: 08/04/2020 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: Vincent Manuel (925)
608-4200
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: August 4, 2020
David J. Twa, County Administrator and Clerk of the Board of Supervisors
By: Stacey M. Boyd, Deputy
cc:
C. 11
To:Board of Supervisors
From:Federal D. Glover, District V Supervisor
Date:August 4, 2020
Contra
Costa
County
Subject:RE-APPOINT Peter Wilson to the Library Commission as the District V Representative
CHILDREN'S IMPACT STATEMENT:
None.
RECOMMENDATION(S):
APPROVE Appropriations and Revenue Adjustment No.005089 authorizing new revenue in Flood Control
Drainage Area 30A (Fund 255700) in the amount of $331,000 for drainage area fees collected and
appropriating it to cover unanticipated expenditures.
FISCAL IMPACT:
100% Flood Control Drainage Area 30A Fund 255700.
BACKGROUND:
This action appropriates unanticipated FY 2019-20 revenue and provides for year end adjustments to Public
Works Flood Control Drainage Area 30A Fund for expenditure purposes and source of revenue..
CONSEQUENCE OF NEGATIVE ACTION:
If not approved, expenditures will exceed current appropriation in Flood Control Drainage Area 30A, Fund
255700.
APPROVE OTHER
RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE
Action of Board On: 08/04/2020 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 C Balita, (925)
313-2121
I hereby certify that this is a true and correct copy of an action taken and entered on the minutes of the
Board of Supervisors on the date shown.
ATTESTED: August 4, 2020
David J. Twa, County Administrator and Clerk of the Board of Supervisors
By: Stacey M. Boyd, Deputy
cc:
C. 12
To:Board of Supervisors
From:Brian M. Balbas, Public Works Director/Chief Engineer
Date:August 4, 2020
Contra
Costa
County
Subject:Appropriation Adjustment for Unanticipated Revenue Recognized in Fund 255700 (DA 30A)
AGENDA
ATTACHMENTS
TC24/27_AP005089
MINUTES
ATTACHMENTS
Signed Approp Adj 5089
RECOMMENDATION(S):
APPROVE Appropriation and Revenue Adjustment 005093 for various general fund capital improvement
projects at County facilities and AUTHORIZE the transfer of $1,000,000 from Animal Services and
$500,000 from Minor Building Improvements for approved projects, FY 2019-20. (100% General Fund)
FISCAL IMPACT:
100% General Fund.
BACKGROUND:
Appropriate Undesignated Capital funding in Plant Acquisition (0111) to general fund capital improvement
projects at County facilities for costs incurred in FY 2019-20. Recognize revenue received related to the
lease revenue bonds for the Emergency Operations Center and Administration Buildings, and appropriate
to capital projects. Appropriate funding from the Animal Services Department (0366) for the capital
improvement project at the Martinez Animal Shelter, 4800 Imhoff Road, and from Minor Building
Improvements (0080) for the elevator renovation project at 10 Douglas.
CONSEQUENCE OF NEGATIVE ACTION:
Revenues received will not be recognized and appropriations will not be sufficient to cover expenditures.
APPROVE OTHER
RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE
Action of Board On: 08/04/2020 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: Diana Oyler, (925)
313-2122
I hereby certify that this is a true and correct copy of an action taken and entered on the minutes of the Board
of Supervisors on the date shown.
ATTESTED: August 4, 2020
David J. Twa, County Administrator and Clerk of the Board of Supervisors
By: Stacey M. Boyd, Deputy
cc:
C. 13
To:Board of Supervisors
From:Brian M. Balbas, Public Works Director/Chief Engineer
Date:August 4, 2020
Contra
Costa
County
Subject:Appropriation and Revenue Adjustment for General Fund Plant Acquisition Projects for Fiscal Year 2019-20
AGENDA
ATTACHMENTS
TC24/27_AP005093
MINUTES
ATTACHMENTS
Signed Approp Adj 5093
RECOMMENDATION(S):
APPROVE Fiscal Year 2019/20 Appropriation and Revenue Adjustment No.005092 and AUTHORIZE
new revenue in Fleet Services Budget Unit 0063 for interfund reimbursements in the amount of $26,483 as
recommended by the Public Works Director, Countywide.
FISCAL IMPACT:
100% General Fund
BACKGROUND:
This action appropriates unanticipated Fiscal Year 2019/20 revenue and provides adjustments for estimated
expenditures.
CONSEQUENCE OF NEGATIVE ACTION:
If not approved, expenditures will exceed current budgets in the General Fund.
APPROVE OTHER
RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE
Action of Board On: 08/04/2020 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: Michelle Gonsalves,
(925) 313-2123
I hereby certify that this is a true and correct copy of an action taken and entered on the minutes of the
Board of Supervisors on the date shown.
ATTESTED: August 4, 2020
David J. Twa, County Administrator and Clerk of the Board of Supervisors
By: Stacey M. Boyd, Deputy
cc:
C. 14
To:Board of Supervisors
From:Brian M. Balbas, Public Works Director/Chief Engineer
Date:August 4, 2020
Contra
Costa
County
Subject:FY 2019/20 Appropriation & Revenue Adjustment recognizing unanticipated revenue
AGENDA
ATTACHMENTS
TC24/27_AP005092
MINUTES
ATTACHMENTS
Signed Approp Adj 5092
RECOMMENDATION(S):
APPROVE Fiscal Year 2019/20 Appropriation and Revenue Adjustment No.005091 and AUTHORIZE the
transfer of revenue from the Fleet Internal Service Fund (ISF) available fund balance and appropriate it to
Fleet ISF Org. 4283 in the amount of $1,500,000 for vehicle maintenance services and supplies and Fleet
ISF Org. 4284 in the amount of $1,000,000 for estimated vehicle depreciation as recommended by the
Public Works Director, Countywide.
FISCAL IMPACT:
100% Fleet Internal Service Fund (Fund 150100)
BACKGROUND:
This appropriation is necessary to fund services and supplies needed to maintain the County fleet equipment
within the Fleet ISF and estimated depreciation expenditures for Fiscal Year 2019/20.
CONSEQUENCE OF NEGATIVE ACTION:
If this action is not approved, expenditures will exceed current budgets in the Fleet ISF.
APPROVE OTHER
RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE
Action of Board On: 08/04/2020 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: Michelle Gonsalves,
(925) 313-2123
I hereby certify that this is a true and correct copy of an action taken and entered on the minutes of the
Board of Supervisors on the date shown.
ATTESTED: August 4, 2020
David J. Twa, County Administrator and Clerk of the Board of Supervisors
By: Stacey M. Boyd, Deputy
cc:
C. 15
To:Board of Supervisors
From:Brian M. Balbas, Public Works Director/Chief Engineer
Date:August 4, 2020
Contra
Costa
County
Subject:FY 2019/20 Appropriation and Revenue Adjustment for Fleet Services ISF
AGENDA
ATTACHMENTS
TC24/27_AP005091
MINUTES
ATTACHMENTS
Signed Approp Adj 5091
RECOMMENDATION(S):
APPROVE Appropriation and Revenue Adjustment No.005097 for the CalFresh program, authorizing new
revenue received from the State and Federal government in the amount of $6,394,115.
FISCAL IMPACT:
This action will establish the revenue and expenditure budgets related to the CalFresh program in the
Employment and Human Services Department as a result of $6,394,115 in additional revenue.
BACKGROUND:
In FY 2019-2020, EHSD received additional $6,394,115 in revenues. The additional revenue includes an
increase in the final allocations, including COVID-19 emergency funding, and prior year revenue.
CalFresh is funded with 50% Federal revenue, 35% state revenue, and 15% County funds. The increased
County cost of $301,897 associated with this increase in revenue, is covered by a reduction in Org 5274
General Fund expenditures.
APPROVE OTHER
RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE
Action of Board On: 08/04/2020 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: Tracy Story,
925-608-4836
I hereby certify that this is a true and correct copy of an action taken and entered on the minutes of the Board
of Supervisors on the date shown.
ATTESTED: August 4, 2020
David J. Twa, County Administrator and Clerk of the Board of Supervisors
By: Stacey M. Boyd, Deputy
cc:
C. 16
To:Board of Supervisors
From:Kathy Gallagher, Employment & Human Services Director
Date:August 4, 2020
Contra
Costa
County
Subject:EHSD Workforce Services Appropriation Adjustment
CONSEQUENCE OF NEGATIVE ACTION:
Appropriations will not be properly allocated.
AGENDA ATTACHMENTS
AP005097
MINUTES ATTACHMENTS
Signed Approp Adj 5097
RECOMMENDATION(S):
APPROVE Appropriations and Revenue Adjustment No.005096 authorizing FY 2019/2020 revenue in the
amount of $61,808 from the Board of State and Community Corrections (BSCC) Justice Assistance Grant
(JAG) and appropriating it in the Public Defender's Office to develop the Holistic Intervention Partnership
as an innovative holistic defense system that focuses on early intervention at the time of police contact in
misdemeanor cases.
FISCAL IMPACT:
This action will increase Fiscal Year 2019-20 revenue appropriations by $61,808 and increase personnel
and services related costs by the same amount.
BACKGROUND:
The Holistic Intervention Partnership (HIP) will establish an innovative holistic defense system that focuses
on early intervention at the time of police contact in misdemeanor cases. A public-private partnership
between the Contra Costa County Office of the Public Defender, multiple County agencies, and
community-based partners, HIP will provide interdisciplinary case management and navigation services to
indigent individuals to ensure timely and coordinated access to a client-centered array of housing,
behavioral health, transportation and legal services at the
APPROVE OTHER
RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE
Action of Board On: 08/04/2020 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: Ramsey AlQaisi, (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: August 4, 2020
David J. Twa, County Administrator and Clerk of the Board of Supervisors
By: Stacey M. Boyd, Deputy
cc:
C. 17
To:Board of Supervisors
From:David Twa, County Administrator
Date:August 4, 2020
Contra
Costa
County
Subject:Appropriation Adjustment - Public Defender JAG Grant
BACKGROUND: (CONT'D)
critical time of initial law enforcement contact. Over the three years, HIP will reduce system burden and
improve criminal justice outcomes in misdemeanor cases in all three regions of Contra Costa County.
In October of 2019, the Public Defender's Office accepted the grant and entered into an agreement with
BSCC for establishing the HIP program. On November 19, 2019, the Board approved adding 3 positions
related the the JAG-grant funded HIP program at the Public Defender's Office. The positions were not
hired until Q4 of the 2019/20 fiscal year.
CONSEQUENCE OF NEGATIVE ACTION:
The Public Defender's Office will not be able to appropriate revenues and expenditures consistent with
acceptance of the grant as approved by the Board.
AGENDA ATTACHMENTS
TC24/27_AP005096
MINUTES ATTACHMENTS
Signed Approp Adj 5096
RECOMMENDATION(S):
APPROVE Fiscal Year 2019/20 Appropriation and Revenue Adjustment No.005086 and AUTHORIZE
new revenue in Special District CSA R-4 Moraga, Fund 275100, for property tax and assessment fees in the
amount of $1,115, as recommended by the Public Works Director.
FISCAL IMPACT:
This action provides additional appropriations from unanticipated realized revenues in Special District
Funds and budgets for expenditures for Fiscal Year 2019/20 (100% CSA R-4 Moraga).
BACKGROUND:
This action appropriates unanticipated Fiscal Year 2019/20 revenue and provides adjustments to Special
District CSA R-4 Moraga Fund for estimated expenditures.
CONSEQUENCE OF NEGATIVE ACTION:
If not approved, expenditures will exceed current budgets in Special District CSA R-4 Moraga Fund.
APPROVE OTHER
RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE
Action of Board On: 08/04/2020 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: Shirley Lau,
925-313-2035
I hereby certify that this is a true and correct copy of an action taken and entered on the minutes of the Board
of Supervisors on the date shown.
ATTESTED: August 4, 2020
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:Brian M. Balbas, Public Works Director/Chief Engineer
Date:August 4, 2020
Contra
Costa
County
Subject:Revenue Adjustment for Unanticipated Revenue and Appropriation for Estimated Expenditures in CSA R-4 Moraga
Fund for Fiscal Year 2019/20.
AGENDA
ATTACHMENTS
TC24/27_AP005086
MINUTES
ATTACHMENTS
Signed Approp Adj 5086
RECOMMENDATION(S):
APPROVE Fiscal Year 2019/20 Appropriation and Revenue Adjustment No.005094 and AUTHORIZE
new revenue in Stormwater Utility A-8 Martinez, Fund 250800, for property tax and assessment fees in the
amount of $40,000, Stormwater Utility A-12 Pittsburg, Fund 251200, for property tax and assessment fees
in the amount of $100,000, Stormwater Utility A-16 Walnut Creek, Fund 251600, for property tax and
assessment fees in the amount of $80,000, as recommended by the Public Works Director, Countywide.
FISCAL IMPACT:
This action provides additional appropriations from unanticipated realized revenues in Stormwater Utility
Funds and budgets for expenditures for Fiscal Year 2019/20 (18.2% Stormwater Utility A-8 Martinez,
45.4% Stormwater Utility A-12 Pittsburg, 36.4% Stormwater Utility A-16 Walnut Creek).
BACKGROUND:
This action appropriates unanticipated Fiscal Year 2019/20 revenue and provides adjustments to Stormwater
Utility Funds for estimated expenditures.
APPROVE OTHER
RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE
Action of Board On: 08/04/2020 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: Shirley Lau,
925-313-2035
I hereby certify that this is a true and correct copy of an action taken and entered on the minutes of the Board
of Supervisors on the date shown.
ATTESTED: August 4, 2020
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:Brian M. Balbas, Public Works Director/Chief Engineer
Date:August 4, 2020
Contra
Costa
County
Subject:Revenue Adjustment for Unanticipated Revenue and Appropriation for Estimated Expenditures in Various Stormwater
Utility Funds for Fiscal Year 2019/20.
CONSEQUENCE OF NEGATIVE ACTION:
If not approved, expenditures will exceed current budgets in various Stormwater Utility Funds.
AGENDA ATTACHMENTS
TC24/27_AP005094
MINUTES ATTACHMENTS
Signed Approp Adj 5094
RECOMMENDATION(S):
APPROVE Appropriation and Revenue Adjustment No. 5088 authorizing new revenue in the amount of
$1,160,000 from CCCFPD Capital Construction Fund Balance, and appropriating it to fire station
construction projects in San Pablo (Fire Station 70), Lafayette (Fire Station 16), and Bay Point (Fire Station
86).
FISCAL IMPACT:
100% CCCFPD Capital Construction Fund (202500) Balance: Work authorization charges, through the
Public Works Capital Projects Management Division, for Fire Station 70, Fire Station 16 (now complete),
and Fire Station 86 exceeded prior estimates received. Notably, Period 12 and Period 14 (year-end closing)
work authorization charges for the Fire Station 70 project will be substantial (i.e., in excess of $1 million).
This budget adjustment is necessary to balance the FY 2019-20 year-end closing budget in the CCCFPD
Construction Fund. The CCCFPD Capital Construction Fund was established for major construction
projects (e.g., new fire stations). The initial $10 million of funding was an interfund transfer from the
District's general operating fund reserves. The District is still utilizing that interfund transfer of $10 million
to fund these projects. Additionally, the City of San Pablo is contributing $4.5 million towards the
construction of Fire Station 70.
APPROVE OTHER
RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE
Action of Board On: 08/04/2020 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: Jackie Lorrekovich, Chief Admin
Svcs (925) 941-3300
I hereby certify that this is a true and correct copy of an action taken and entered on the
minutes of the Board of Supervisors on the date shown.
ATTESTED: August 4, 2020
David J. Twa, County Administrator and Clerk of the Board of Supervisors
By: Stacey M. Boyd, Deputy
cc:
C. 20
To:Contra Costa County Fire Protection District Board of Directors
From:Lewis T. Broschard III, Chief, Contra Costa Fire Protection District
Date:August 4, 2020
Contra
Costa
County
Subject:Appropriation and Revenue Adjustment - Fire Station Contruction Projects
BACKGROUND:
As part of the FY 2019-20 preliminary budget adoption process, the District requested the establishment
of a capital construction fund for current and future major construction projects, to include Fire Stations
70 in San Pablo, Fire Station 86 in Bay Point, Fire Station 9 in Concord, and Fire Station 16 in Lafayette.
Funds were allocated to those projects in FY 2019-20 based on estimates from the Public Works Capital
Projects Management Division.
Fire Station 16 construction has been completed and it is open and staffed. The construction on Fire
Station 70 is in process. Fire Stations 9 and 86 are in the planning phase.
This action today authorizes the appropriation of additional funds to cover the actual costs that were
incurred in FY 2019-20 through the work authorization process.
CONSEQUENCE OF NEGATIVE ACTION:
This action is needed to balance the 2019-20 CCCFPD Capital Construction Fund budget.
AGENDA ATTACHMENTS
TC24/27 AP5088
MINUTES ATTACHMENTS
Signed Approp Adj 5088
RECOMMENDATION(S):
ADOPT Resolution No. 25624 1) Appoint Assistant Director of Hazardous Materials Programs (Employee
#73164) to Director of Hazardous Materials Programs-Exempt (VLD2) position #9720; 2) grant an
exemption to Contra Costa County Salary Regulations Section 4.1; and 3) adjust the salary step of the
incumbent of Position No. 9720 (Employee No.73164) in the classification of Director of Hazardous
Materials Programs-Exempt (VLD2) to Step 3 of salary range B35 1995 ($10,815-13,146) effective August
1, 2020.
FISCAL IMPACT:
Upon approval, this action will result in an annual cost of approximately $10,523.79 including pension cost.
The cost will be offset by inspection fee revenue.
BACKGROUND:
The Department wishes to appoint Matthew Kaufman to the Director of Hazardous Materials Programs
effective August 1, 2020. Mr. Kaufman is classified as an Assistant Director of Hazardous Materials
Programs. The negotiated differentials Mr. Kaufman currently receives each month total $922 and will not
accompany him when he is promoted and appointed to the Director position. If appointed at Step 2 in
accordance with the Salary Regulations, Mr. Kaufman will essentially receive a $100 per month increase in
salary while assuming greater responsibilities as the Director.
APPROVE OTHER
RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE
Action of Board On: 08/04/2020 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: Randy Sawyer, (925)
957-2668
I hereby certify that this is a true and correct copy of an action taken and entered on the minutes of the
Board of Supervisors on the date shown.
ATTESTED: August 4, 2020
David J. Twa, County Administrator and Clerk of the Board of Supervisors
By: Stacey M. Boyd, Deputy
cc: D. McCollumn, R. Sawyer
C. 21
To:Board of Supervisors
From:Anna Roth, Health Services Director
Date:August 4, 2020
Contra
Costa
County
Subject:Adopt Resolution to appoint incumbent to Director of Hazardous Materials Programs-Exempt and approve exemption
to Salary Regulations
CONSEQUENCE OF NEGATIVE ACTION:
If this action is not approved it may result in the Department recruiting to fill this position with an
outside candidate that is unfamiliar with our system.
AGENDA ATTACHMENTS
Resolution 2020/211
MINUTES ATTACHMENTS
Signed Resolution No. 2020/211
THE BOARD OF SUPERVISORS OF CONTRA COSTA COUNTY, CALIFORNIA
and for Special Districts, Agencies and Authorities Governed by the Board
Adopted this Resolution on 08/04/2020 by the following vote:
AYE:5
John Gioia
Candace Andersen
Diane Burgis
Karen Mitchoff
Federal D. Glover
NO:
ABSENT:
ABSTAIN:
RECUSE:
Resolution No. 2020/211
Appointing an Assistant Director of Hazardous Materials Programs ( Employee No. 73164) to Director of Hazardous Materials
Programs (Position No. 9720), and adjusting the Salary Step of the incumbent in Position No. 9720 (Employee No. 73164) in the
Director of Hazardous Materials Programs-Exempt classification
WHEREAS, the salary regulations state, in part, " Any employee who is appointed to a position of a class allocated to a higher
salary range than the class he previously occupied, shall receive the salary in the new salary range, which is the next higher than
the rate he was receiving before promotion. In the event this increase is less than five (5) percent, the employee's salary shall be
adjusted to the step in the new range which is five (5) percent greater than the next higher step, if the new range permits such
adjustment.";
WHEREAS, the Assistant Director of Hazardous Materials Programs is eligible to receive two (2) negotiated differentials totaling
7.5% in addition to base salary;
WHEREAS, the 7.5% negotiated differentials will not accompany the incumbent as Director of Hazardous Materials Programs
resulting in the employee experiencing a less than 5% increase in salary; and
WHEREAS, as recommended by the appointing authority, there is a need to recognize and compensate this employee accordingly
by placing him at step 3 of the salary range for the Director of Hazardous Materials Programs- Exempt job class;
Now, Therefore, Be It Resolved, that effective August 1, 2020 Assistant Director of Hazardous Materials Programs incumbent
No. 73164 is appointed to the Director of Hazardous Materials Programs-Exempt (VLD2) at Step 3 of B35 1995 salary range.
Contact: Randy Sawyer, (925) 957-2668
I hereby certify that this is a true and correct copy of an action taken and entered on the minutes of the Board of Supervisors on the date shown.
ATTESTED: August 4, 2020
David J. Twa, County Administrator and Clerk of the Board of Supervisors
By: Stacey M. Boyd, Deputy
cc: D. McCollumn, R. Sawyer
RECOMMENDATION(S):
ACKNOWLEDGE the results of the verification procedure showing at least fifty one percent support of
employees in the unrepresented Property Appraisers Unit to be represented by the International Federation
of Professional and Technical Engineers, Local 21; and FORMALLY RECOGNIZE IFPTE, Local 21 as the
majority representative of the Property Appraisers Unit.
FISCAL IMPACT:
No fiscal impact.
BACKGROUND:
In April of 2020, IFPTE, Local 21 submitted a petition for recognition as majority representative of the
existing unrepresented Property Appraisers Unit. Signatures were verified and the Labor Relations Unit
requested the California State Mediation and Conciliation Services (SMCS) to verify that the employee
organization had provided proof of support of at least fifty-one percent of the employees in the proposed
unit, per the requirements of Section 34-12.014 of the County’s Employer-Employee Relations Resolution
(EERR). On July 17, 2020 the SMCS verified that IFPTE, Local 21 had provided proof of majority support
per the requirements of Section 34-12.014 of the County's EERR.
APPROVE OTHER
RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE
Action of Board On: 08/04/2020 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 (925) 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: August 4, 2020
David J. Twa, County Administrator and Clerk of the Board of Supervisors
By: Stacey M. Boyd, Deputy
cc: Sean Stalbaum, Lead Represenative/Organizer IFPTE Local 21, Ann Elliott, Acting Director of Human Resources, Robert Campbell, Auditor-Controller
C. 22
To:Board of Supervisors
From:David Twa, County Administrator
Date:August 4, 2020
Contra
Costa
County
Subject:Formal Recognition of Property Appraisers Unit (IFPTE, Local 21)
BACKGROUND: (CONT'D)
>
The proposed unit consists of the Junior Appraiser (DAWA), Associate Appraiser (DATA) and Assistant
Appraiser (DAVA) classifications.
CONSEQUENCE OF NEGATIVE ACTION:
The results of the verification procedure will not be formally acknowledged and IFPTE, Local 21 will not
be formally recognized as the majority representative of the Property Appraiser Unit.
RECOMMENDATION(S):
ADOPT Position Adjustment Resolution No. 25623 to reallocate the salaries of the Public Health
Microbiologist (V0WA) (represented) classification by 10% from salary plan and grade TC5-1525
($5,954.81 – $7,238.11) to ($6,550.29 - $7,961.92) and the Senior Public Health Microbiologist (V0TC)
(represented) classification by 10% from salary plan and grade TC5-1575 ($6,569.89 - $7,985.74) to
($7,226.88 - $8,784.31) in the Health Services Department.
FISCAL IMPACT:
Upon approval, this action has an annual cost of approximately $96,557.42, with $37,444.97 in pension
costs already included. This cost is funded by Enterprise Fund I.
BACKGROUND:
The Public Health Laboratory has had considerable difficulty recruiting and retaining qualified
microbiologists in large part due to non-competitive compensation. A 2020 year salary study revealed the
Public Health Microbiologist and the Senior Public Health Microbiologist classifications ranged between
APPROVE OTHER
RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE
Action of Board On: 08/04/2020 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: Lauren Ludwig,
925-957-5269
I hereby certify that this is a true and correct copy of an action taken and entered on the minutes of the
Board of Supervisors on the date shown.
ATTESTED: August 4, 2020
David J. Twa, County Administrator and Clerk of the Board of Supervisors
By: Stacey M. Boyd, Deputy
cc: Sylvia Wong Tam, Jo-Anne Linares
C. 23
To:Board of Supervisors
From:Anna Roth, Health Services Director
Date:August 4, 2020
Contra
Costa
County
Subject:Reallocate two (2) Public Health Laboratory Classifications in the Health Services Department
BACKGROUND: (CONT'D)
1.5 - 4.3% below the median and over 12% below the mean salary for similar classifications in
comparable agencies. To mitigate this issue, the Health Services Department is requesting to reallocate
the salaries of the Public Health Microbiologist and Senior Public Health Microbiologist classifications.
Increasing the salaries of the Public Health Microbiologist and Senior Public Health Microbiologist
classifications by 10% would result in a significantly more competitive salary. In turn, this will help
improve recruitment and retention efforts. This will also help to ensure that the Public Health Laboratory
is able to achieve and maintain adequate/qualified staffing, to meet service needs moving forward.
CONSEQUENCE OF NEGATIVE ACTION:
If this action is not approved, the Public Health Laboratory will continue to experience difficulty
recruiting qualified candidates, as well as retaining experienced employees, leaving the department
short-staffed and unable to meet service needs during the COVID-19 response and in the future.
AGENDA ATTACHMENTS
P300 No. 25623
MINUTES ATTACHMENTS
Signed P300 25623
POSITION ADJUSTMENT REQUEST
NO. 25623
DATE 7/9/2020
Department No./
Department Health Services Budget Unit No. 5775 Org No. 0450 Agency No. A18
Action Requested: Reallocate the classifications of Public Health Microbiologist (V0WA) and Senior Public Health
Microbiologist (V0TC) by 10% on the s alary schedule; in the Health Services Department.
Proposed Effective Date: 8/1/2020
Classific ation 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 $96,557.42 Net County Cost
Total this FY $88,510.97 N.C.C. this FY
SOURCE OF FUNDING TO OFFSE T ADJUSTMENT 100% Enterprise Fund I
Department must initiate necessary adjustment and submit to CAO. Use additional sheet for further explanations or comments.
Lauren Ludwig
______________________________________
(for) Department Head
REVIEWED BY CAO AND RELEASED TO HUMAN RESOURCES DEPARTMENT
Sarah Kennard for 7/13/2020
___________________________________ ________________
Deputy County Administrator Date
HUMAN RESOURCES DEPARTMENT RECOMMENDATIONS DATE
Reallocate the classifications of Public Health Microbiologist (V0WA) and Senior Public Health Microbiologist (V0TC) by 10%
on the salary schedule, in the Health Services Department.
Am end Resolution 71/17 establishing positions and resolutions allocating classes to the Basic / Exempt salary schedule.
Effective: Day following Board Action.
8/1/2020(Date) Alycia Leach 7/22/2020
___________________________________ ________________
(for) Director of Human Resources Date
COUNTY ADMINISTRATOR RE COMMENDATION: 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 7/29/2020 No.
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 consi dered. 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 i s 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 jo b
2. Non-County employ ee
Provide a justification if filling position(s) by C1 or C2
USE ADDITIONAL PAPER IF NECESSARY
RECOMMENDATION(S):
APPROVE an amendment to sublease between the County and the State of California (as sublessor), to
extend the term through January 31, 2023, for approximately 6,622 square feet of office space located at
4071 Port Chicago Highway, Suite 250, Concord, at a rental rate of $13,111.56 per month, for continued
occupancy by the Employment Development Department – EASTBAY Works One-Stop Career Center.
AUTHORIZE the Public Works Director, or designee, to execute on behalf of the County, the Amendment
to Sublease.
FISCAL IMPACT:
Employment & Human Services Department will sublease approximately 6,622 square feet to the State of
California and will pay to the County $157,338.72 per year. Rental income will be deposited to EHSD.
(100% General Fund)
BACKGROUND:
The Employment and Human Services Department – Workforce Development Board has partnered with the
State of California’s Employment Development Department in occupying
APPROVE OTHER
RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE
Action of Board On: 08/04/2020 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: Stacey Sinclair, 925.
957-2464
I hereby certify that this is a true and correct copy of an action taken and entered on the minutes of the
Board of Supervisors on the date shown.
ATTESTED: August 4, 2020
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:Brian M. Balbas, Public Works Director/Chief Engineer
Date:August 4, 2020
Contra
Costa
County
Subject:Amendment to Sublease with the State of California Employment Development Dept. at 4071 Port Chicago Highway,
Ste. 250 in Concord.
BACKGROUND: (CONT'D)
this leased space since February 2005, with both parties providing employment service programs to the
general public. This partnership has improved the ability of both organizations to provide essential
employment services to the residents and employers of Contra Costa County. The Amendment to
Sublease will allow the County and State to provide continued employment service programs to the
public at this location.
CONSEQUENCE OF NEGATIVE ACTION:
If the amendment to sublease is not approved, it will jeopardize the amount of money the County is
receiving and the County would either need to downsize and find a new, smaller site to relocate incurring
relocation expenses, or absorb the monthly rental rate that State is paying increasing the monthly rent by
over $13,000 per month.
ATTACHMENTS
Sublease Amendment
AMENDMENT TO SUBLEASE LEASE FILE NO. 5668-001
PROJECT NO. 2584
AMENDMENT NO. Two (2)
Page 1 of 4
(Rev-10/19)
THIS AMENDMENT TO SUBLEASE, made and entered into this 4th day of August 2020, by
and between County Of Contra Costa, hereinafter called Sublessor, and the State of California acting by
and through the Director of the Department of General Services, hereinafter called the State.
W I T N E S S E T H:
WHEREAS, under sublease dated April 12, 2005, as amended November 1, 2012, the State
hires from Sublessor certain premises located at 4071 Port Chicago Highway, Concord, California, as
more particularly described in said sublease; and
WHEREAS, the parties hereto desire to amend said sublease to (1) adjust the square footage; (2)
extend the term of the sublease; (3) adjust the monthly rent; (4) supercede the Exhibit “E” titled “Office
Quarters”; (5) incorporate the letter extension to the Master Lease as Exhibit “H” and make it part of this
Sublease by this reference; and (6) add a paragraph to address California Civil Code §1938.
NOW THEREFORE, it is mutually agreed between the parties hereto as follows:
1. Effective February 1, 2018, the square footage description in Paragraph 1 of said Sublease
is amended to read:
‘Approximately 6,622 net usable square feet of office space on the second (2nd) floor, consisting
of 2,053 net usable square feet of shared space as outlined in green, 3,668 net usable square
feet of exclusive space as outlined in red, and 701 net usable square feet of shared common area
space on the attached Exhibit “G”’.
2. Effective February 1, 2018, the ending term of January 31, 2018, as shown in Paragraph 1 of
said Sublease Amendment One, is amended to read January 31, 2023.
3. Effective February 1, 2018, the monthly rent payable in Paragraph 3 of said Sublease
Amendment One is amended to read:
THIRTEEN THOUSAND ONE HUNDRED ELEVEN AND 56/100 DOLLARS
($13,111.56) from February 1, 2018, through January 31, 2023; and thereafter.
PROJECT NO. 2584
Page 2 of 4
(Rev-10/19)
4. Effective February 1, 2018, Exhibit “G” entitled “Office Quarters” dated April 28, 2020, in
accordance with Exhibit “B” entitled “Outline Specifications” and Exhibit “C”, entitled “State Fire Marshal,
Cal-ADA, Access Compliance & Sustainable Measure Procedures”, is incorporated into, and supersedes
Exhibit “E” dated June 19, 2012 of said sublease.
5. Effective February 1, 2018, the letter extension to the Master Lease entitled Exhibit “H” dated
September 7, 2017, is incorporated into said sublease.
6. Pursuant to California Civil Code §1938, the Lessor states that the leased premises:
☒ have not undergone an inspection by a Certified Access Specialist (CASp). A CASp
can inspect the subject premises and determine whether the subject premises comply
with all of the applicable construction-related accessibility standards under state law.
Although state law does not require a CASp inspection of the premises, the Lessor
may not prohibit the tenant from obtaining a CASp inspection of the premises for
occupancy by the tenant, if requested by the tenant. The parties shall mutually agree
on the arrangements for the time and manner of the CASp inspection, the payment of
the fee for the CASp inspection, and the cost of making any repairs necessary to
correct violations of construction-related accessibility standards within the premises.
☐ have undergone an inspection by a Certified Access Specialist (CASp) and it was
determined that the leased premises met all applicable construction-related
accessibility standards pursuant to California Civil Code §55.53 et seq. Lessor shall
provide a copy of the current disability access inspection certificate and any inspection
report to the State within seven days of the date of execution of the lease pursuant to
subdivision (b).
☐ have undergone an inspection by a Certified Access Specialist (CASp) and it was
determined that the leased premises did not meet all applicable construction-related
accessibility standards pursuant to California Civil Code §55.53 et seq.” Lessor shall
provide a copy of any inspection report to the State prior to the execution of the Lease.
If the report is not provided to the State at least 48 hours prior to execution of the
PROJECT NO. 2584
Page 3 of 4
(Rev-10/19)
lease, the State shall have the right to rescind the lease, based upon the information
contained in the report, for 72 hours after execution of the lease.
Remainder of Page Intentionally Left Blank
PROJECT NO. 2584
Page 4 of 4
(Rev-10/19)
Except as amended herein, all the terms of said lease hereinabove referred to shall remain
unchanged and in full force and effect.
IN WITNESS WHEREOF, this Amendment to Lease has been executed by the parties hereto on
the date first above written.
STATE OF CALIFORNIA
Approval Recommended
DEPARTMENT OF GENERAL SERVICES
REAL ESTATE SERVICES DIVISION
ASSET MANAGEMENT BRANCH
By
CLYDE STORMONT, Real Estate Officer
Real Estate Leasing and Planning Section
Date
Approved
DIRECTOR OF THE DEPARTMENT
OF GENERAL SERVICES
By
BRIAN HENSLEY, Leasing Manager
Real Estate Leasing and Planning Section
Date
LESSOR
COUNTY OF CONTRA COSTA, A POLITICAL
SUBDIVISION OF THE STATE OF CALIFORNIA
By
BRIAN M. BALBAS, Director of Public Works
Date
RECOMMENDED FOR APPROVAL
By
JESSICA L. DILLINGHAM, Principal Real
Property Agent
Date
By
STACEY SINCLAIR, Senior Real Property
Agent
Date
APPROVED AS TO FORM,
SHARON L. ANDERSON, COUNTY COUNSEL
By
KATHLEEN M. ANDRUS, Deputy County
Counsel
Date
RECOMMENDATION(S):
APPROVE and AUTHORIZE the Health Services Director, or designee, to accept Grant Award #28-930
with the State of California Health and Human Services Agency, California Department of Public Health
(CDPH), to pay the County an amount not to exceed $125,000, to provide COVID-19 and respiratory viral
panel testing for the Community Sentinel Surveillance Project, for the period from March 5, 2020 through
March 15, 2021.
FISCAL IMPACT:
Acceptance of the Grant Award will result in payment to the County up to $125,000 in funding from the
CDPH. No County match required.
BACKGROUND:
Approval of this Grant Award #28-930 will allow Contra Costa County to participate in the State
Community Sentinel Surveillance Project which will allow Contra Costa County Health Services
Department patients who are experiencing COVID-19 like symptoms to be tested for both COVID-19 and
other respiratory viruses, through March 15, 2021.
APPROVE OTHER
RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE
Action of Board On: 08/04/2020 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: Daniel Peddycord,
925-313-6712
I hereby certify that this is a true and correct copy of an action taken and entered on the minutes of the
Board of Supervisors on the date shown.
ATTESTED: August 4, 2020
David J. Twa, County Administrator and Clerk of the Board of Supervisors
By: Laura Cassell, Deputy
cc: Marcy Wilhelm
C. 25
To:Board of Supervisors
From:Anna Roth, Health Services Director
Date:August 4, 2020
Contra
Costa
County
Subject:Grant Award #28-930 with the State of California Health and Human Services Agency, Department of Public Health
RECOMMENDATION(S):
APPROVE and AUTHORIZE the Health Services Director, or designee, to accept Grant Award #28-931
with the State of California Health and Human Services Agency, California Department of Public Health
(CDPH) to pay the County an amount not to exceed $15,000, to provide COVID-19 health education and
clinical triage for low English proficiency immigrants, for the period from March 15, 2020 through March
15, 2021.
FISCAL IMPACT:
Acceptance of the Grant Award will result in payment to the County up to $15,000 in funding from the
CDPH. No County match required.
BACKGROUND:
The goal of this program is to reach and provide COVID-19 education and services for refugees and
refugee families who have arrived to this county in the last five years.
Approval of this Award #28-931 will allow Contra Costa County to provide COVID-19 health education
and clinical triage for low English proficiency immigrants, through March 15, 2021.
APPROVE OTHER
RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE
Action of Board On: 08/04/2020 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,
925-957-2670
I hereby certify that this is a true and correct copy of an action taken and entered on the minutes of the Board
of Supervisors on the date shown.
ATTESTED: August 4, 2020
David J. Twa, County Administrator and Clerk of the Board of Supervisors
By: Laura Cassell, Deputy
cc: Marcy Wilhelm
C. 26
To:Board of Supervisors
From:Anna Roth, Health Services Director
Date:August 4, 2020
Contra
Costa
County
Subject:Grant Award #28-931 with the State of California Health and Human Services Agency, Department of Public Health
RECOMMENDATION(S):
APPROVE and AUTHORIZE the Health Services Director, or designee, to execute on behalf of the
County Contract #72-151 with Dascena, Inc., a corporation, including mutual indemnification, in an amount
not to exceed $8,550,000 to provide COVID -19 clinical laboratory services for Contra Costa Health
Services, effective on July 7, 2020 and automatically renewed for a period of one year or until earlier
terminated by either party.
FISCAL IMPACT:
This Contract is funded 100% Federal emergency response aid, including CARES Act and/or FEMA
funding.
BACKGROUND:
This contract will establish a relationship between CCHS and Contractor to increase the County's ability to
processes lab specimens related to COVID-19 testing collected throughout the County and reduce delays in
receiving test results.
Approval of Contract #72-151 will allow Contractor to provide clinical laboratory services for CCHS. This
Contract includes mutual indemnification to hold harmless both parties for any claims arising out of the
performance of this Contract.
APPROVE OTHER
RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE
Action of Board On: 08/04/2020 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: RANDY SAWYER,
925-957-2668
I hereby certify that this is a true and correct copy of an action taken and entered on the minutes of the
Board of Supervisors on the date shown.
ATTESTED: August 4, 2020
David J. Twa, County Administrator and Clerk of the Board of Supervisors
By: Laura Cassell, Deputy
cc: L Walker, M Wilhelm
C. 27
To:Board of Supervisors
From:Anna Roth, Health Services Director
Date:August 4, 2020
Contra
Costa
County
Subject:Contract #72-151 with Dascena, Inc.
CONSEQUENCE OF NEGATIVE ACTION:
If this Contract is not approved, County will not have access to Contractor’s clinical laboratory services and
COVID-19 testing results will continue to be delayed.
RECOMMENDATION(S):
APPROVE and AUTHORIZE the Health Services Director, or designee, to execute on behalf of the
County Contract #72-152 with Aspen Medical International, LLC, a limited liability company, in an amount
not to exceed $5,118,480, t o provide COVID-19 specimen collection and laboratory processing services,
including staff to assist at Contra Costa Health Services (CCHS) COVID-19 testing sites, for the period
from August 1, 2020 through July 31, 2021.
FISCAL IMPACT:
This Contract is funded 100% Federal emergency response aid, including CARES Act and/or FEMA
funding.
BACKGROUND:
This contract will establish a relationship between CCHS and Contractor to increase the County's ability to
processes lab specimens related to COVID-19 testing collected throughout the County and reduce delays in
receiving test results.
Approval of Contract #72-152 will allow Contractor to provide clinical laboratory services, including
laboratory processing of COVID-19 tests for CCHS through July 31, 2021.
APPROVE OTHER
RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE
Action of Board On: 08/04/2020 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: RANDY SAWYER,
925-957-2668
I hereby certify that this is a true and correct copy of an action taken and entered on the minutes of the
Board of Supervisors on the date shown.
ATTESTED: August 4, 2020
David J. Twa, County Administrator and Clerk of the Board of Supervisors
By: Laura Cassell, Deputy
cc: L Walker, M Wilhelm
C. 28
To:Board of Supervisors
From:Anna Roth, Health Services Director
Date:August 4, 2020
Contra
Costa
County
Subject:Contract #72-152 with Aspen Medical International, LLC
CONSEQUENCE OF NEGATIVE ACTION:
If this Contract is not approved, County will not have access to Contractor’s clinical laboratory services and
COVID-19 testing results will continue to be delayed.
RECOMMENDATION(S):
APPROVE and AUTHORIZE the Health Services Director, or designee, to execute on behalf of the
County Contract #74-579-4 with Support4Recovery, Inc., a non-profit corporation, in an amount not to
exceed $251,500 to provide alcohol and drug abuse treatment services by providing specialty housing for
adults participating in substance use disorder treatment, for the period from July 1, 2020 through June 30,
2021.
FISCAL IMPACT:
This Contract is funded 100% by Substance Abuse Prevention and Treatment Block Grant.
BACKGROUND:
In August 2019, the County Administrator approved and the Purchasing Services Manager executed
Contract #74-579-1 (as amended by Amendment Agreements #74-579-2 and #74-579-3) with
Support4Recovery, Inc. to provide alcohol and drug abuse treatment services by providing specialty
housing for adults participating in substance use disorder treatment for the period July 1, 2019 through June
30, 2020.
Approval of Contract #74-579-4 will allow the Contractor to continue to provide alcohol and drug abuse
treatment services, through June 30, 2021.
APPROVE OTHER
RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE
Action of Board On: 08/04/2020 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: Suzanne Tavano, Ph.D
925-957-5169
I hereby certify that this is a true and correct copy of an action taken and entered on the minutes of the
Board of Supervisors on the date shown.
ATTESTED: August 4, 2020
David J. Twa, County Administrator and Clerk of the Board of Supervisors
By: Laura Cassell, Deputy
cc: E Suisala , M Wilhelm
C. 29
To:Board of Supervisors
From:Anna Roth, Health Services Director
Date:August 4, 2020
Contra
Costa
County
Subject:Contract #74-579-4 with Support4Recovery, Inc.
CONSEQUENCE OF NEGATIVE ACTION:
If this contract is not approved, County’s Clients will not receive substance abuse treatment from
Contractor.
RECOMMENDATION(S):
APPROVE and AUTHORIZE the Health Services Director, or designee, to execute on behalf of the
County Contract #26-347-36 with Cross Country Staffing, Inc., a corporation, in an amount not to exceed
$4,000,000, to provide temporary medical and specialty staffing services at Contra Costa Regional Medical
Center (CCRMC) and Contra Costa Health Centers for the period from July 1, 2020 through June 30, 2021.
FISCAL IMPACT:
This Contract is funded 100% by Hospital Enterprise Fund I. (No rate increase)
BACKGROUND:
On July 9, 2019, the Board of Supervisors approved Contract #26-347-34 (as amended by Amendment
Agreement #26-347-35), with Cross Country Staffing, Inc., to provide temporary medical staffing services,
including registered nursing, and Sexual Assault Nurse Examiner (SANE) nursing services at CCRMC and
Contra Costa Health Centers for the period from July 1, 2019 through June 30, 2020.
Approval of Contract #26-347-36 will allow Contractor to continue providing temporary medical and
specialty staffing services through June 30, 2021.
APPROVE OTHER
RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE
Action of Board On: 08/04/2020 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: August 4, 2020
David J. Twa, County Administrator and Clerk of the Board of Supervisors
By: Laura Cassell, Deputy
cc: K Cyr, M Wilhelm
C. 30
To:Board of Supervisors
From:Anna Roth, Health Services Director
Date:August 4, 2020
Contra
Costa
County
Subject:Contract #26-347-36 with Cross Country Staffing, Inc.
CONSEQUENCE OF NEGATIVE ACTION:
If this contract is not approved, patients will not have access to Contractor’s temporary medical staffing
personnel services.
RECOMMENDATION(S):
APPROVE and AUTHORIZE the Public Works Director, or designee, to execute a contract amendment
with Perkins Eastman Architects D.P.C., effective August 4, 2020, to increase the payment limit by
$750,000 to a new payment limit of $1,500,000 and to extend the term from June 26, 2021 to June 26, 2022,
to provide as-needed architectural services for various Facilities projects.
FISCAL IMPACT:
Projects will be assigned to the as-needed architect when there is an approved project and funding. (100%
Various Funds)
BACKGROUND:
On June 26, 2018, the Board of Supervisors approved an as-needed Consulting Services Agreement with
Perkins Eastman Architects D.P.C., in the amount of $750,000 for architectural services which will be
terminating on June 26, 2021.
The contract payment limit of $750,000 has nearly been reached. Amendment No. 1 is necessary to provide
architectural services and the additional costs associated with the completion of ongoing and new projects.
Perkins Eastman Architects D.P.C., is familiar with these active projects, and the design and
APPROVE OTHER
RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE
Action of Board On: 08/04/2020 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: August 4, 2020
David J. Twa, County Administrator and Clerk of the Board of Supervisors
By: Laura Cassell, Deputy
cc:
C. 31
To:Board of Supervisors
From:Brian M. Balbas, Public Works Director/Chief Engineer
Date:August 4, 2020
Contra
Costa
County
Subject:Approve and Authorize Amendment No. 1 to Consulting Services Agreement with Perkins Eastman
BACKGROUND: (CONT'D)
construction of typical building types. Therefore, it is recommended that the contract amendment be
awarded at this time.
Perkins Eastman Architects D.P.C. will continue to provide architectural services, such as programming,
design and construction administration. The type, size and location of projects vary. Typical projects may
include new construction, building renovations/modernizations, remodeling of an entire building or specific
areas within a building, tenant improvements and deferred maintenance projects. Projects may also include
fire district building projects. Extending this as-needed agreement will allow the design phase to commence
sooner and provide for a shorter project completion schedule of projects.
CONSEQUENCE OF NEGATIVE ACTION:
If Amendment No. 1 is not approved, projects currently in process will be delayed, which will ultimately
result in higher project costs.
RECOMMENDATION(S):
APPROVE and AUTHORIZE the Employment and Human Services Director, or designee, to execute a
contract with Rubicon Programs Incorporated in an amount not to exceed $238,586 to provide
Prison-To-Employment program service for the period July 1, 2020 through March 31, 2022.
FISCAL IMPACT:
This contract will increase department expenditures by $238,586 funded by 100% State revenues.
BACKGROUND:
The Local Workforce Development Board (Local Board), which is appointed by the County Board of
Supervisors, through its staff (WDBCCC), is charged with shaping and strengthening local and regional
workforce development efforts, and aligning assets and resources to support the enhancement of a
competitive workforce.
The California Workforce Development Board (CWDB) has designated the WDBCCC, the County of
Alameda Workforce Development Board, City of Oakland and City of Richmond, collectively, as the East
Bay Regional Planning Unit (EBRPU) for the purpose of implementing regionally funded initiatives,
APPROVE OTHER
RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE
Action of Board On: 08/04/2020 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
or 812-6795
I hereby certify that this is a true and correct copy of an action taken and entered on the minutes of the
Board of Supervisors on the date shown.
ATTESTED: August 4, 2020
David J. Twa, County Administrator and Clerk of the Board of Supervisors
By: Laura Cassell, Deputy
cc:
C. 32
To:Board of Supervisors
From:Kathy Gallagher, Employment & Human Services Director
Date:August 4, 2020
Contra
Costa
County
Subject:Contract with Rubicon Programs Incorporated for Prison-to-Employment Program Services
BACKGROUND: (CONT'D)
primarily but not limited to subgrants under Workforce Innovation and Opportunity Act (WIOA).
Each Local Board within the State-designated RPU is responsible for complying with the WIOA regional
workforce plan for their RPU.
Pursuant to Section 14041 of the California Unemployment Insurance Code, the CWDB administers the
P2E Program and awards grants thereunder. The P2E regional plan is a component of each WIOA regional
workforce plan. (See California Unemployment Insurance Code § 14040(d)).
The EBRPU applied for and received a grant award under the P2E Program. Alameda County is serving as
the fiscal lead for the P2E Program regional funds, however each board in the EBRPU was awarded an
amount under this funding for the purpose of implementing the P2E Program in their local area.
Rubicon Programs Incorporated will deliver P2E Program services including program operation,
monitoring and oversight; participant eligibility determination and enrollment, career services, training,
services, case management, support services, marketing, and reporting on specified program outcomes.
CONSEQUENCE OF NEGATIVE ACTION:
EHSD will not be able to provide services targeted for formerly incarcerated individuals.
RECOMMENDATION(S):
APPROVE and AUTHORIZE the County Clerk-Recorder, or designee, to execute a contract with
KnowInk, Inc., in an amount not to exceed $375,000 the purchase of and three year support plan for 400
Electronic Poll books for the period August 1, 2020 through July 31, 2023.
FISCAL IMPACT:
The amount of this contract is included in the 2020-21 budget. The County may be reimbursed by the State
or federal government as these costs are incurred as a direct result of COVID-19 and Executive Orders
N-64-20 and N-67-20.
BACKGROUND:
The Governor’s Executive Order N-64-20 requires election officials throughout the State to send
vote-by-mail ballots to all registered voters for the November 3, 2020 election. This requires every polling
place to have a way to lookup a voter in real-time and determine if the voter already returned the
vote-by-mail ballot that the voter was issued prior to allowing them to vote in person.
In previous elections, the Elections Division used a paper roster to determine whether voters had received a
ballot by mail and whether that ballot had been cast. However, the paper roster system lacked the ability to
update in real time when a voter had cast a vote-by-mail ballot. The lack of this capability led to uncertainty
APPROVE OTHER
RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE
Action of Board On: 08/04/2020 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 O. Konopasek,
5-7808
I hereby certify that this is a true and correct copy of an action taken and entered on the minutes of the Board
of Supervisors on the date shown.
ATTESTED: August 4, 2020
David J. Twa, County Administrator and Clerk of the Board of Supervisors
By: Laura Cassell, Deputy
cc:
C. 33
To:Board of Supervisors
From:Deborah R. Cooper, Clerk-Recorder
Date:August 4, 2020
Contra
Costa
County
Subject:APPROVE and AUTHORIZE the County Clerk-Recorder, or designee, to execute a contract for Electronic Poll books
BACKGROUND: (CONT'D)
> about whether a voter who appeared at the polls might have cast a vote by mail ballot after the roster was
compiled. As such, these voters were required to cast a provisional ballot.
The KnowInk Electronic Poll Book (Poll Pad) provides real time look-up capabilities and, although the
election in November will be the first use of the equipment, the Elections Division is hopeful that this will
be a long-term solution to reduce provisional voting. The Poll Pad is a secure electronic poll book and the
most viable solution for checking in voters in November. Each Poll Pad has cellular connectivity to connect
with a central database that updates in real time. The Poll Pad hardware is an iPad, and is easy for poll
workers to set up, use, and troubleshoot throughout the day. It uses equipment that poll workers and voters
are familiar with in their daily lives (e.g. tablets, touch screens).
There are two other electronic poll books certified by the California Secretary of State, but the KnowInk
Poll Pad is the nation’s leader in e-poll books, with 650 jurisdictions across 23 states, using the Poll Pad.
The Poll Pads transmit voter eligibility and participation information through an encrypted network which
ensures the information is secure. The Poll Pads within a polling place communicate with each other, so
when a voter checks in on one Poll Pad the others are updated to show that the voter has already checked in.
This allows information and updates to be viewed in real time centrally at the Elections Office and at every
polling place. Because every voter is listed in every Poll Pad, lines do not have to be segmented
alphabetically, which will reduce wait times and speed up the check in process for voters. Poll Pads will
substantially reduce the need for voters to cast provisional ballots.
CONSEQUENCE OF NEGATIVE ACTION:
In-person voters on election day will be required to cast a provisional ballot unless it can be determined that
the voter did not return the ballot mailed to them.
RECOMMENDATION(S):
APPROVE and AUTHORIZE the Health Services Director, or designee, to execute on behalf of County
Contract #76-583-5 with Agiliti Health, Inc., a corporation, in an amount not to exceed $993,600 to provide
preventive maintenance and repair services on biomedical equipment and systems at Contra Costa Regional
Medical Center (CCRMC) and Health Centers for the period June 1, 2020 through May 31, 2023.
FISCAL IMPACT:
This Contract is funded 100% by Hospital Enterprise Fund I.
BACKGROUND:
On June 18, 2019, the Board of Supervisors approved Contract #76-583-4 with Agiliti Health, Inc., to
provide preventive maintenance and repair services on various biomedical equipment and systems at
CCRMC for the period June 1, 2019 through May 31, 2020.
Approval of Contract #76-583-5 will allow the Contractor to continue to provide maintenance and repair
services through May 31, 2023.
APPROVE OTHER
RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE
Action of Board On: 08/04/2020 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,
925-370-5501
I hereby certify that this is a true and correct copy of an action taken and entered on the minutes of the
Board of Supervisors on the date shown.
ATTESTED: August 4, 2020
David J. Twa, County Administrator and Clerk of the Board of Supervisors
By: June McHuen, Deputy
cc: L Walker, M Wilhelm
C. 34
To:Board of Supervisors
From:Anna Roth, Health Services Director
Date:August 4, 2020
Contra
Costa
County
Subject:Contract #76-583-5 with Agiliti Health, Inc.
CONSEQUENCE OF NEGATIVE ACTION:
If this contract is not approved, County will not have repair and preventative maintenance services provided
by the Contractor.
RECOMMENDATION(S):
APPROVE AND AUTHORIZE the Health Services Director, or designee, to execute on behalf of the
County Contract #76-662-1 with FirstLocum, Inc. (dba Directshifts), a corporation, in an amount not to
exceed $1,400,000, to provide temporary physician services and recruitment services for Contra Costa
Regional Medical Center (CCRMC) and Contra Costa Health Centers for the period from August 1, 2020
through July 31, 2021.
FISCAL IMPACT:
This Contract is funded 100% by Hospital Enterprise Fund I. (No rate increase)
BACKGROUND:
On August 6, 2019, the Board of Supervisors approved #76-662 with FirstLocum, Inc. (dba Directshifts) to
provide temporary physician services for CCRMC and Contra Costa Health Centers to cover employee sick
leaves, vacations and workers compensation leaves, for the period from August 1, 2019 through July 31,
2020.
Approval of Contract #76-662-1 will allow the Contractor to continue to provide physician services and
recruitment services at CCRMC and Contra Costa Health Centers through July 31, 2021.
APPROVE OTHER
RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE
Action of Board On: 08/04/2020 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: August 4, 2020
David J. Twa, County Administrator and Clerk of the Board of Supervisors
By: June McHuen, Deputy
cc: K Cyr, M Wilhelm
C. 35
To:Board of Supervisors
From:Anna Roth, Health Services Director
Date:August 4, 2020
Contra
Costa
County
Subject:Contract #76-662-1 with FirstLocum, Inc. (dba Directshifts)
CONSEQUENCE OF NEGATIVE ACTION:
If this contract is not approved, patients requiring physician services at CCRMC and Contra Costa Health
Centers will not have access to Contractor’s services.
RECOMMENDATION(S):
ADOPT Resolution No. 2020/214, authorizing the County Administrator, or designee, to submit an
application to the California Department of Housing and Community Development (HCD) for up to
$68,776,000 in Homekey Program grant funding.
AUTHORIZE the County Administrator, or designee, to execute HCD’s standard agreement (STD 213)
and any and all other documents required or deemed necessary or appropriate to secure Homekey program
funds, including any extensions or amendments thereto, subject to approval by the County Administrator
and approval as to form by County Counsel.
FISCAL IMPACT:
No impact to the General Fund. 100% State funds.
BACKGROUND:
The California Department of Housing and Community Development (HCD) announced the availability of
approximately $600 million of grant funding for a program referred to as Homekey, a statewide effort to
expand the availability of housing to those experiencing homelessness.
APPROVE OTHER
RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE
Action of Board On: 08/04/2020 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,
925-608-6700
I hereby certify that this is a true and correct copy of an action taken and entered on the minutes of the
Board of Supervisors on the date shown.
ATTESTED: August 4, 2020
David J. Twa, County Administrator and Clerk of the Board of Supervisors
By: June McHuen, Deputy
cc:
C. 36
To:Board of Supervisors
From:Anna Roth, Health Services Director
Date:August 4, 2020
Contra
Costa
County
Subject:ADOPT Resolution authorizing application for Homekey Program Funds
BACKGROUND: (CONT'D)
Building on the success of Project Roomkey, Homekey is a statewide effort to rapidly expand and
sustain housing for persons experiencing homelessness and impacted by COVID-19. Of the total amount
available, approximately $91 million has been set aside for Bay Area localities. It is expected that the
application process will be highly competitive. HCD has indicated that applications received by August
13, 2020, will receive priority consideration. All applications are due to not later than September 29,
2020.
In response to the pandemic, the County is currently leasing two motels, one in Richmond and one in
Pittsburg, to house individuals experiencing homelessness and impacted by COVID-19. Both leases
include a provision that gives the County the option to purchase the properties following the execution
of a purchase and sale agreement with the property owner. Today’s action is a request for authority to
submit two applications to HCD for consideration. One application requests funds to acquire the motel
currently under lease in Richmond. The other application requests funds to acquire the motel currently
under lease in Pittsburg. If the funds are awarded and negotiations with the property owners are
successfully completed, staff will return to the Board to request authority to enter into the purchase and
sale agreement(s) to acquire the property(ies). While additional details will be provided in any
subsequent board order(s), it is envisioned that the property in Richmond would be refurbished to
become permanent housing for homeless persons and that the property in Pittsburg would be used to
provide interim housing with supportive services to assist individuals in their transition to permanent
housing.
The motel under consideration in Richmond currently has 149 rooms and the motel under consideration
in Pittsburg currently has 174 rooms. The purchase price of the properties would be based on their fair
market value, as determined by appraisal.
Funds received by the County under the Homekey program that are dedicated to capital expenditures
must be spent by December 30, 2020. Funds received by the County under the Homekey program that
are dedicated to operating subsidies must be spent by June 30, 2022.
CONSEQUENCE OF NEGATIVE ACTION:
If the County does not submit an application to HCD for funds under the Homekey program, the County
will not be able to negotiate for the purchase of properties that could provide permanent resources to the
County’s homeless population.
CLERK'S ADDENDUM
Speakers: Doug, LBG Real Estate Co. ; Dave Beisenger, resident of Richmond; Anna Roth, Health
Services Director.
AGENDA ATTACHMENTS
Resolution 2020/214
MINUTES ATTACHMENTS
Signed Resolution No. 2020/214
THE BOARD OF SUPERVISORS OF CONTRA COSTA COUNTY, CALIFORNIA
and for Special Districts, Agencies and Authorities Governed by the Board
Adopted this Resolution on 08/04/2020 by the following vote:
AYE:5
John Gioia
Candace Andersen
Diane Burgis
Karen Mitchoff
Federal D. Glover
NO:
ABSENT:
ABSTAIN:
RECUSE:
Resolution No. 2020/214
A RESOLUTION AUTHORIZING APPLICATION TO THE DEPARTMENT OF HOUSING AND COMMUNITY
DEVELOPMENT FOR HOMEKEY PROGRAM GRANT FUNDING
WHEREAS, the Department of Housing and Community Development (the “Department”) has issued a Notice of Funding
Availability dated July 16, 2020 (“NOFA”), for the Homekey Program (“Homekey” or “Homekey Program”) pursuant to Health
and Safety Code section 50675.1.1 (Assem. Bill No. 83 (2019-2020 Reg. Sess.), § 21.);
WHEREAS, the County of Contra Costa (the “Applicant”) is submitting an application for Homekey funds (“Application”) to the
Department for review and consideration.
WHEREAS, the Department is authorized to administer Homekey pursuant to the Multifamily Housing Program (Chapter 6.7
(commencing with Section 50675) of Part 2 of Division 31 of the Health and Safety Code);and
WHEREAS, Homekey funding allocations are subject to the terms and conditions of the NOFA, the Application, the
Department-approved STD 213, Standard Agreement (“Standard Agreement”), and all other legal requirements of the Homekey
Program.
NOW, THEREFORE, BE IT RESOLVED by the Board of Supervisors as follows:
Applicant is hereby authorized and directed to submit an Application to the Department in response to the NOFA and to
apply for Homekey grant funds in a total amount not to exceed $68,776,000, which includes $64,600,000 for capital
expenditures (as allowed under Health and Safety Code section 50675,1,1m sybd, (a)(1)-(6)), and $4,176,000 for a
capitalized operating subsidy (as allowed under Health and Safety Code section 50675.1.1, subd. (a)(7)).
1.
If the Application is approved, Applicant is hereby authorized and directed to ensure that any funds awarded for capital
expenditures are spent by December 30, 2020, and that any funds awarded for capitalized operating subsidies are spent by
June 30, 2022.
2.
If the Application is approved, Applicant is hereby authorized and directed to enter into, execute and deliver a Standard
Agreement in a total amount not to exceed $68,776,000, any and all other documents required or deemed necessary or
appropriate to secure the Homekey funds from the Department and to participate in the Homekey Program, and all
amendments thereto (collectively, the “Homekey Documents”).
3.
If the Application is approved, Applicant acknowledges and agrees that it shall be subject to the terms and conditions
specified in the Standard Agreement, and that (i) the NOFA and Application will be incorporated into the Standard
Agreement by reference and made a part thereof, (ii) any and all activities, expenditures, information, and timelines
represented in the Application will be enforceable through the Standard Agreement, and (iii) funds are to be used for the
allowable expenditures and activities identified in the Standard Agreement.
4.
The following persons are authorized to execute the Application and the Homekey Documents on behalf of the Applicant
for participation in the Homekey Program: David Twa, County Administrator, Eric Angstadt, Chief Assistant County
Administrator, Timothy Ewell, Chief Assistant County Administrator, Anna Roth, Director Contra Costa Health Services
5.
Contact: Lavonna Martin, 925-608-6700
I hereby certify that this is a true and correct copy of an action taken and entered on the minutes of the Board of Supervisors on the date shown.
ATTESTED: August 4, 2020
David J. Twa, County Administrator and Clerk of the Board of Supervisors
By: June McHuen, Deputy
cc:
RECOMMENDATION(S):
AUTHORIZE the Conservation and Development Director, or designee, to sign a letter authorizing the
Delta Diablo Sanitation District (DDSD) to submit a regional household hazardous waste grant application
to the California Department of Resources Recycling and Recovery and act as the lead agency to implement
the grant on behalf of the County as one of the participating jurisdictions, in addition to the Cities of
Antioch, Brentwood, Oakley, and Pittsburg, to help pay for proper disposal of expired marine flares.
FISCAL IMPACT:
There is no impact to the County's General Fund. If funding is awarded to Delta Diablo Sanitation District
(DDSD) for this regional grant, it would fully fund the necessary expenses to hold the marine flare
collection events and conduct the associated outreach and education.
BACKGROUND:
There is a grant opportunity being offered by the state’s Department of Resources Recycling and Recovery
(CalRecycle) that is eligible to fund the collection and disposal of expired marine flares. This grant
isdesigned for smaller projects that complement existing and/or regional Household Hazardous Waste
(HHW) programs in California. DDSD operates the East County HHW facility, partnering with the Cities
APPROVE OTHER
RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE
Action of Board On: 08/04/2020 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: David Brockbank,
925-674-7794
I hereby certify that this is a true and correct copy of an action taken and entered on the minutes of the
Board of Supervisors on the date shown.
ATTESTED: August 4, 2020
David J. Twa, County Administrator and Clerk of the Board of Supervisors
By: June McHuen, Deputy
cc:
C. 37
To:Board of Supervisors
From:John Kopchik, Director, Conservation & Development Department
Date:August 4, 2020
Contra
Costa
County
Subject:Letter of authorization for Delta Diablo Sanitation District to apply for a regional household hazardous waste grant to
pay for marine flare disposal
BACKGROUND: (CONT'D)
> of Antioch, Brentwood, Oakley and Pittsburg, as well as the County. This partnership helped establish
and build the HHW facility that serves East County residents. CalRecycle offers the HHW grant
program pursuant to Section 47200(a) of the Public Resources Code. The purpose of the HHW grant
program is to assist local governments in safely implementing HHW programs, which may include
public education, source reduction, reuse, recycling, load checking, and collection components.
Approximately $1.0 million in funding is available for Fiscal Year 2020/21 Small Project Grants.
Regional groups (two or more cities/counties) may request up to $100,000 for small projects that
complement existing and/or regional HHW programs. DDSD is submitting a regional grant application
as the lead agency that will act on behalf of itself and participating agencies with jurisdiction over East
County. In order to complete the application process for regional grants, the lead agency is required to
submit authorization letters signed by each participating agency by August 18, 2020. If DDSD is
awarded this regional grant, the term will be approximately November 2020 through September 2024.
The attached letter would authorize DDSD to submit the regional grant application and act as the lead
agency on behalf of the County, as a participating agency, as well as authorize DDSD to execute all
documents necessary to implement the grant.
DDSD's HHW service area covers all of East County and borders the Delta and its associated
waterways, home to a significant number of recreational boaters. In the unincorporated East County
area, from Bay Point to Byron, there are approximately 40 private marinas (does not include marinas
within city limits). All of the marinas have on-water boat berths/slips and many have dry land storage as
well. Many recreational boaters are required to possess marine flares in the event a vessel may need to
signal for emergency response. Because the most common flares have a mandated 42-month expiration
date from the date of manufacture, these flares need to be replaced after approximately three boating
seasons. East County has the highest concentration of marinas and therefore has the highest need for
boaters to properly dispose of expired marine flares.
Expired marine flares pose significant disposal challenges for local boat owners. According to DDSD,
there are only two collection sites in California that accept and dispose of expired marine flares, neither
of which is located in Contra Costa County. Standard HHW facilities are not permitted to accept flares
because of the associated potential safety hazards they present. If DDSD receives this regional grant, it
will determine and implement the most safe and cost effective methods for collecting marine flares. In
collaboration with the District's HHW agency partners (Antioch, Brentwood, Oakley, Pittsburg, and the
County), the District intends to hold two marine flare collection events for local recreational boaters and
conduct associated education and outreach.
CONSEQUENCE OF NEGATIVE ACTION:
If unapproved, unincorporated area boaters/marinas would not be eligible to participate in special events
to properly dispose of their expired marine flares.
ATTACHMENTS
Letter of Authorization
Contra
Costa
County
August 4, 2020
Amanda Roa
Environmental Programs Manager
Delta Diablo Sanitation District
2500 Pittsburg-Antioch Highway
Antioch, CA 94509
Dear Ms. Roa:
Contra Costa County is pleased to partner with Delta Diablo Sanitation District (DDSD) and
other East County cities on the Fiscal Year 2020-2021 CalRecycle Household Hazardous Waste
Grant (Grant) for a Marine Flare Collection Program (Program). Unincorporated East County is
home to almost 40 marinas and this Grant opportunity is a profoundly necessary resource for the
East County communities in the DDSD service area.
This letter authorizes DDSD to apply for and act as Lead Agency on the County’s behalf in the
implementation and administration of the Grant. If awarded, DDSD may also execute all
documents necessary to implement this regional Grant.
Thank you for your continued diligence in providing the East County communities and cities
critical services to safely manage hazardous waste in our region.
Best Regards,
John Kopchik
Conservation and Development Director
cc: Deidra Dingman, Solid Waste Programs Manager
John Kopchik
Director
Aruna Bhat
Deputy Director
Jason Crapo
Deputy Director
Maureen Toms
Deputy Director
Amalia Cunningham
Assistant Deputy Director
Kelli Zenn
Business Operations Manager
Department of
Conservation and
Development
30 Muir Road
Martinez, CA 94553
Phone:1-855-323-2626
RECOMMENDATION(S):
ACCEPT the June 2020 Operations Update of the Employment and Human Services Department,
Community Services Bureau as recommented by the Employment and Human Services Department
Director.
FISCAL IMPACT:
There is no fiscal impact.
BACKGROUND:
The Employment and Human Services Department submits a monthly report to the Contra Costa County
Board of Supervisors (BOS) to ensure communication and updates to the County Administrator and BOS
regarding any and all issues pertaining to the Head Start Program and Community Services Bureau.
APPROVE OTHER
RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE
Action of Board On: 08/04/2020 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: August 4, 2020
David J. Twa, County Administrator and Clerk of the Board of Supervisors
By: June McHuen, Deputy
cc:
C. 38
To:Board of Supervisors
From:Kathy Gallagher, Employment & Human Services Director
Date:August 4, 2020
Contra
Costa
County
Subject:June 2020 Operations Update of the Employment and Human Services Department, Community Srvices Bureau
ATTACHMENTS
CSB June 2020 CAO Report
CSB June 2020 HS Financials
CSB June 2020 EHS Financials
CSB June 2020 EHS CC Partnership
Financials
CSB June 2020 Credit Card Report April
CSB June 2020 Credit Card Report May
CSB June 2020 LIHEAP
CSB June 2020 CACFP Child nutrition
CSB June 2020 Menu
P: 925 681 6300
F: 925 313 8301
1470 Civic Court ,
Suite 200
Concord, CA
94520
www.cccounty.us/ehsd
To: David Twa, Contra Costa County Administrator
From: Kathy Gallagher, EHSD Director
Subject: Community Services Monthly Report
Date: June 2020
News /Accomplishments
The Emergency Childcare operation at three (3) CSB locations concluded on June 30 th.
CSB served over 40 children during the 11 week operation to provide child care to our
community’s essential workers. Seventy seven (77) CSB teaching staff and 11 Site
Supervisors volunteered to provide these essential services to our community. In
addition, 218 children were placed in emergency childcare under CAPP funding with
community childcare providers, which will continue through August.
All site supervisors are working closely with their teaching teams and other CSB staff to
be prepared for a phased re -opening of all classrooms in July under enhanced safety
protocols and reduced group size .
Teaching staff from all sites county -wide have been actively working to complete
assessments, parent-teacher conferences and virtual Home -visit meetings with the
families. They also continue with creating video lessons to be posted on CSB’s social
media accounts and YouTube channel , and creating different activities and materials for
“Grab N Go”. Many also started to work in Emergency Child Care (ERCC) classrooms to
allow the previous ERCC staff to be released for time off and work with their own team
at the non-ERCC sites as they pre pare for the re -opening of classrooms. CSB’s YouTube
channel has been utilized by families who have expressed their appreciation of the
varied activities and stories.
CSB had a successful School Readiness call on May 27, 2020 with Region IX. The call
focused on two areas; Social and Emotional Well -being and coaching for teaching
staff. Chris Pflaumer (ACF Specialist) appreciated the qualitative data shared with him
which featured quotes from staff and families in regard to the strategies used to support
children in the classroom. CSB coaches also provided anecdotal notes in regard to their
facilitation of coaching and the many benefits it provides to our teachers.
Site Supervisors and Education Managers participated in a virtual Peer Learning
Community meeting on May 13, 2020 with IHSD staff (San Mateo Head Start). The
virtual meeting allowed Supervisors share their reflections and plans for supporting
staff, children, and families during these different times.
The 2020-2021 State budget for Early Childhood Education and Care was finalized in
June. Funding levels will remain the same or have increased and programs, including
Alternative Payment, are held harmless for low attendance and enrollment. The
proposed COLA was eliminated.
cc: Policy Council Chair
Administration for Children and Families
Program Specialist, Chris Pflaumer
2
I. Status Updates:
a. Caseloads, workload (all programs)
Head Start enrollment: 96.80%
Early Head Start enrollment: 101.3%
Early Head Start Child Care Partnership # 1 enrollment: 95.83%
Early Head Start Child Care P artnership # 2 enrollment: 91.6%
Head Start, Early Head Start, CCP 1 and CC2 Average Daily Attendance
reports are not available due to COVID center closure
Stage 2: 490 families and 530 children
CAPP: 232 families and 359 children
- In total: 722 families and 889 children
- Incoming transfers from Stage 1: 10 families and 13 children
LIHEAP: 110 households have been assisted
Weatherization: 4 households have been assisted
b. Staffing:
During the month of June , CSB hired two Site Supervisor II -Project, three
Intermediate Level Clerk -Project, and one Associate Teacher-Project.
The Bureau is working with CAO staff on freeze exemption requests to
continue to interview and hire in various management, teaching and
support staff positions that are currently vacant.
c. Union
CSB and PEU Local 1 - CSB Line Unit continued their dialogue around
providing services at the Emergency Childcare Centers, reopening of the
centers and the return to the employees to work.
A Meet and Confer with Local 1-Line Staff Unit was scheduled to discuss
proposed changes to the Job Descriptions of the Senior and
Intermediate Level Clerk -Project. However, the union notified the
Bureau and Labor Relations that they do not have questions regarding
the changes and do not need to meet. For that reason, the meeting was
canceled.
II. Emerging Issues and Hot Topics:
There are no emerging issues or hot topics to report at this time.
1 2 3 4 5 6
Actual Total YTD Total Remaining 42%
May-20 Actual Budget Budget % YTD
a. Salaries & Wages (Object Class 6a)
Permanent 1011 308,834 1,593,943 4,414,341 2,820,398 36%
Temporary 1013 18,735 106,208 337,830 231,622 31%
a. PERSONNEL (Object class 6a)327,569 1,700,151 4,752,171 3,052,020 36%
b. FRINGE BENEFITS (Object Class 6b)
Fringe Benefits 199,405 1,077,903 2,938,208 1,860,305 37%
b. FRINGE (Object Class 6b)199,405 1,077,903 2,938,208 1,860,305 37%
c. Travel (Object Class 6c)- - - - -
HS Staff - - 28,742 28,742 -
c. TRAVEL (Object Class 6c)- - 28,742 28,742 -
e. SUPPLIES (Object Class 6e)
1. Office Supplies 721 13,029 65,000 51,971 20%
2. Child and Family Services Supplies (Includesclassroom Supplies)- 8,066 100,000 91,934 8%
4. Other Supplies
Health and Safety Supplies - - 1,000 1,000 0%
Computer Supplies, Software Upgrades, Computer Replacement 16,329 57,579 60,000 2,421 96%
Health/Safety Supplies - - 2,000 2,000 0%
Mental helath/Diasabilities Supplies - 345 1,000 655
Miscellaneous Supplies 246 1,154 16,000 14,846 7%
Emergency Supplies - - 1,000 1,000 0%
Employee Morale 156 1,125 2,000 875 56%
Household Supplies - - 6,000 6,000 0%
TOTAL SUPPLIES (6e)17,452 81,297 254,000 172,703 32%
f. CONTRACTUAL (Object Class 6f)
1. Adm Svcs (e.g., Legal, Accounting, Temporary Contracts)1,789 19,366 115,000 95,634 17%
2. Health/Disabilities Services - - - -
Estimated Medical Revenue from Medi-Cal (Org 1432 - credit)- - (376,359) (376,359) 0%
Health Consultant 10,240 22,480 50,000 27,520 45%
5. Training & Technical Assistance - PA11
Interaction - 3,725 5,000 1,275 75%
Diane Godard ($50,000/2)10,650 13,706 14,000 294 98%
Josephine Lee ($35,000/2)(5,505) (1,366) - 1,366
Susan Cooke ($60,000/2)- 2,955 10,000 7,045 30%
7. Delegate Agency Costs
First Baptist Church Head Start PA22 172,854 751,498 2,285,865 1,534,367 33%
First Baptist Church Head Start PA20 - - 8,000 8,000 0%
8. Other Contracts
First Baptist/Fairgrounds Wrap (20 slots x 243days x $15.27)16,245 39,074 74,823 35,749 52%
First Baptist/Fairgrounds Enhance (68 slots x 12 x $225)13,635 40,905 160,893 119,988 25%
FB-E. Leland/Mercy Housing Partnership - - 149,646 149,646 0%
Martinez ECC (40 slots x 12 mos. x $225)9,090 27,270 136,350 109,080 20%
Tiny Toes - 7,272 65,448 58,176 11%
YMCA of the East Bay - 109,888 673,376 563,488 16%
Child Outcome Planning and Administration (CLOUD/Nulinx)- - 3,100 3,100 0%
f. CONTRACTUAL (Object Class 6f)228,998 1,036,773 3,375,142 2,338,369 31%
h. OTHER (Object Class 6h)
2. Bldg Occupancy Costs/Rents & Leases 43,894 191,811 470,000 278,189 41%
4. Utilities, Telephone 29,028 75,435 188,500 113,065 40%
5. Building and Child Liability Insurance - 2,312 3,000 689 77%
6. Bldg. Maintenance/Repair and Other Occupancy 4,783 98,776 298,135 199,359 33%
8. Local Travel (55.5 cents per mile effective 1/1/2012)1,515 6,992 40,000 33,008 17%
9. Nutrition Services
Child Nutrition Costs 22,380 115,350 351,000 235,650 33%
(CCFP & USDA Reimbursements)(35,472) (35,472) (106,000) (70,528) 33%
13. Parent Services
Parent Conference Registration - PA11 - 1,019 1,000 (19) 102%
Parent Resources (Parenting Books, Videos, etc.) - PA11 - 552 825 273 67%
PC Orientation, Trainings, Materials & Translation - PA11 - 34 7,775 7,741 0%
Policy Council Activities - 559 2,000 1,441 28%
Male Involvement Activities - - 500 500 0%
Parent Activities (Sites, PC, BOS luncheon) & Appreciation - - 5,000 5,000 0%
Child Care/Mileage Reimbursement 856 883 10,000 9,117 9%
14. Accounting & Legal Services
Auditor Controllers - 1,060 1,500 440 71%
Data Processing/Other Services & Supplies 1,657 8,248 19,500 11,252 42%
15. Publications/Advertising/Printing
Outreach/Printing - - 500 500 0%
Recruitment Advertising (Newspaper, Brochures)6,563 6,713 1,000 (5,713) 671%
16. Training or Staff Development
Agency Memberships (WIPFLI, Meeting Fees, NHSA, NAEYC, etc.)939 2,066 29,958 27,892 7%
Staff Trainings/Dev. Conf. Registrations/Memberships - PA11 1,755 54,071 54,586 515 99%
Family, Community and Parent Involvement - - 37,458 37,458 0%
17. Other
Site Security Guards 1,575 3,949 24,000 20,051 16%
Dental/Medical Services - - 1,000 1,000 0%
Vehicle Operating/Maintenance & Repair 11,203 37,898 105,000 67,102 36%
Equipment Maintenance Repair & Rental 5,641 36,725 78,000 41,275 47%
Dept. of Health and Human Services-data Base (CORD)- 3,333 10,100 6,767 33%
Field Trips - - 12,000 12,000 0%
Other Operating Expenses (Facs Admin/Other admin)128,711 492,195 433,000 (59,195) 114%
Other Departmental Expenses - 907,337 3,189,700 2,282,363 28%
h. OTHER (6h)225,027 2,011,846 5,269,037 3,257,191 38%
I. TOTAL DIRECT CHARGES (6a-6h)998,451 5,907,970 16,617,300 10,709,330 36%
j. INDIRECT COSTS - - 990,786 990,786 0%
k. TOTALS (ALL BUDGET CATEGORIES)998,451 5,907,970 17,608,086 11,700,116 34%
Non-Federal Share (In-kind)499,226 1,726,605 4,402,021 2,675,415 39%
CONTRA COSTA COUNTY - COMMUNITY SERVICES BUREAU
HEAD START PROGRAM
BUDGET PERIOD JANUARY - DECEMBER 2020
AS OF MAY 2020
MAY Total Remaining 42%
DESCRIPTION YTD Actual Budget Budget %YTD
a. PERSONNEL 1,700,151$ 4,752,171$ 3,052,020$ 36%
b. FRINGE BENEFITS 1,077,903 2,938,208 1,860,305 37%
c. TRAVEL - 28,742 28,742 0%
d. EQUIPMENT - - - 0%
e. SUPPLIES 81,297 254,000 172,703 32%
f. CONTRACTUAL 1,036,773 3,375,142 2,338,369 31%
g. CONSTRUCTION - - - 0%
h. OTHER 2,011,846 5,269,037 3,257,191 38%
I. TOTAL DIRECT CHARGES 5,907,970$ 16,617,300$ 10,709,330$ 36%
j. INDIRECT COSTS - 990,786 990,786 0%
k. TOTAL-ALL BUDGET CATEGORIES 5,907,970$ 17,608,086$ 11,700,116$ 34%
In-Kind (Non-Federal Share)1,726,605$ 4,402,021$ 2,675,415$ 39%
CONTRA COSTA COUNTY - COMMUNITY SERVICES BUREAU
HEAD START PROGRAM
BUDGET PERIOD JANUARY - DECEMBER 2020
AS OF MAY 2020
1 2 3 4 5 6
Actual Total YTD Total Remaining 42%
May-20 Actual Budget Budget % YTD
a. Salaries & Wages (Object Class 6a)
Permanent 1011 56,836 231,803 344,962 113,159 67%
Temporary 1013 135 392 76,107 75,715 1%
a. PERSONNEL (Object class 6a)56,971 232,195 421,069 188,874 55%
b. FRINGE (Object Class 6b)31,485 144,924 234,303 89,379 62%
c. Travel (Object Class 6c)
1. Out-of-Town Travel - - 2,000 2,000 -
c. TRAVEL (Object Class 6c)- - 2,000 2,000 -
e. SUPPLIES (Object Class 6e)
1. Office Supplies 2 177 5,500 5,323 3%
2. Child and Family Services Supplies (Includesclassroom Supplies)- 391 14,000 13,609 3%
4. Other Supplies
Computer Supplies, Software Upgrades, Computer Replacement 4,470 4,470 5,000 530 89%
Health/Safety Supplies - - 700 700 0%
Miscellaneous Supplies 44 472 200 (272) 236%
Household Supplies - 161 2,200 2,039 7%
Employee Health and Welfare costs (formerly Employee morale)- - 200 200 0%
TOTAL SUPPLIES (6e)4,516 5,672 27,800 22,128 20%
f. CONTRACTUAL (Object Class 6f)
1. Adm Svcs (e.g., Legal, Accounting, Temporary Contracts)- - 1,000 1,000 0%
2. Health/Disabilities Services
Health Consultant 2,560 5,120 7,800 2,680 66%
5. Training & Technical Assistance - PA11
Interaction - - 5,500 5,500 0%
Diane Godard ($50,000/2)825 3,881 6,500 2,619 60%
Josephine Lee ($35,000/2)660 660 5,000 4,341 13%
Susan Cooke ($60,000/2)- - 5,500 5,500 0%
8. Other Contracts
First Baptist/Fairgrounds and Lone Tree 3,535 29,795 115,140 85,345 26%
First Baptist/East Leland and Kids Castle - 23,230 181,800 158,570 13%
Aspiranet 75,245 278,255 812,040 533,785 34%
Crossroads 14,140 41,410 155,540 114,130 27%
KinderCare - 16,160 96,960 80,800 17%
Martinez ECC 6,060 21,715 96,960 75,245 22%
YMCA of the East Bay - 26,664 191,156 164,492 14%
Child Outcome Planning and Administration (CLOUD/Nulinx)- - 1,000 1,000 0%
f. CONTRACTUAL (Object Class 6f)103,025 446,890 1,681,896 1,235,006 27%
h. OTHER (Object Class 6h)
2. Bldg Occupancy Costs/Rents & Leases 339 1,004 2,200 1,196 46%
4. Utilities, Telephone 256 914 3,600 2,686 25%
6. Bldg. Maintenance/Repair and Other Occupancy 443 943 5,600 4,657 17%
8. Local Travel (55.5 cents per mile effective 1/1/2012)31 297 3,100 2,803 10%
9. Nutrition Services
Child Nutrition Costs - - 300 300 0%
13. Parent Services
Parent Conference Registration - PA11 - - 4,000 4,000 0%
PC Orientation, Trainings, Materials & Translation - PA11 - - 4,000 4,000 0%
Policy Council Activities - - 800 800 0%
Parent Activities (Sites, PC, BOS luncheon) & Appreciation - 17 2,000 1,983 1%
Child Care/Mileage Reimbursement 106 106 800 694 13%
14. Accounting & Legal Services
Auditor Controllers - - 500 500 0%
Data Processing/Other Services & Supplies 512 2,540 4,500 1,960 56%
Recruitment Advertising (Newspaper, Brochures)- - 100 100 0%
16. Training or Staff Development
Agency Memberships (WIPFLI, Meeting Fees, NHSA, NAEYC, etc.)- - 2,500 2,500 0%
Staff Trainings/Dev. Conf. Registrations/Memberships - PA11 548 587 47,944 47,357 1%
17. Other
Site Security Guards - 13 500 487
Vehicle Operating/Maintenance & Repair 160 1,079 11,000 9,921 10%
Equipment Maintenance Repair & Rental 198 932 2,000 1,068 47%
Dept. of Health and Human Services-data Base (CORD)- - 1,000 1,000 0%
Other Operating Expenses (Facs Admin/Other admin)23,860 92,687 312,000 219,313 30%
Other Departmental Expenses 82,076 170,849 1,015,043 844,194 17%
h. OTHER (6h)108,530 271,968 1,423,487 1,151,519 19%
I. TOTAL DIRECT CHARGES (6a-6h)304,526 1,101,649 3,790,555 2,688,906 29%
j. INDIRECT COSTS - - 86,579 86,579 0%
k. TOTALS (ALL BUDGET CATEGORIES)304,526 1,101,649 3,877,134 2,775,485 28%
Non-Federal Share (In-kind)152,263 351,544 969,284 617,740 36%
CONTRA COSTA COUNTY - COMMUNITY SERVICES BUREAU
EARLY HEAD START PROGRAM
BUDGET PERIOD JANUARY - DECEMBER 2020
AS OF MAY 2020
MAY Total Remaining 42%
DESCRIPTION YTD Actual Budget Budget %YTD
a. PERSONNEL 232,195$ 421,069$ 188,874$ 55%
b. FRINGE BENEFITS 144,924 234,303 89,379 62%
c. TRAVEL - 2,000 2,000 0%
d. EQUIPMENT - - - 0%
e. SUPPLIES 5,672 27,800 22,128 20%
f. CONTRACTUAL 446,890 1,681,896 1,235,006 27%
g. CONSTRUCTION - - - 0%
h. OTHER 271,968 1,423,487 1,151,519 19%
I. TOTAL DIRECT CHARGES 1,101,649$ 3,790,555$ 2,688,906$ 29%
j. INDIRECT COSTS - 86,579 86,579 0%
k. TOTAL-ALL BUDGET CATEGORIES 1,101,649$ 3,877,134$ 2,775,485$ 28%
In-Kind (Non-Federal Share)351,544$ 969,284$ 617,740$ 36%
CONTRA COSTA COUNTY - COMMUNITY SERVICES BUREAU
EARLY HEAD START PROGRAM
BUDGET PERIOD JANUARY - DECEMBER 2020
AS OF MAY 2020
1 2 3 4 5 6
Actual Total YTD Total Remaining 79%
May-20 Actual Budget Budget YTD
Expenditures
a. Salaries & Wages (Object Class 6a)
Permanent 1011 24,253 262,708 341,289 78,581 77%
Temporary 1013 - - 13,347 13,347
TOTAL PERSONNEL (6a)24,253 262,708 354,636 91,928 74%
b. FRINGE BENEFITS (Object Class 6b)
Fringe Benefits 14,785 167,618 247,901 80,283 68%
TOTAL FRINGE (6b)14,785 167,618 247,901 80,283 68%
c. Travel (Object Class 6c)
1. Out-of-Town Travel - 244 500 256 49%
TOTAL TRAVEL (6c)- 244 500 256 49%
e. SUPPLIES (Object Class 6e)
1. Office Supplies 1 1,079 2,280 1,201 47%
2. Child and Family Services Supplies (Incl.classroom Supplies)4,719 6,022 16,000 9,978 38%
3. Other Supplies
Computer Supplies, Software Upgrades, Computer Replacement- 1,429 3,800 2,371 38%
Miscellaneous Supplies 30 166 300 134 55%
Household Supplies 83 133 3,200 3,067 4%
TOTAL SUPPLIES (6e)4,833 8,829 25,580 16,751 35%
f. CONTRACTUAL (Object Class 6f)
1. Adm Svcs (e.g., Legal, Accounting, Temporary Contracts)- 47 1,900 1,853 2%
2. Other Contracts
COCOKids (52 slots x $505 x 12 months)77,770 228,260 367,640 139,380 62%
Loss of Subsidy - - 11,676 11,676 0%
Children and Family Supplies (Diapers, wipes, etc)2,676 8,245 14,000 5,755 59%
First Baptist (20 slots x $505 x 12 months)- 84,840 141,400 56,560 60%
TOTAL CONTRACTUAL (6f)80,446 321,392 536,616 215,224 60%
h. OTHER (Object Class 6h)
1. Bldg Occupancy Costs/Rents & Leases 1,355 17,494 19,000 1,506 92%
2. Utilities, Telephone 265 3,358 5,200 1,842 65%
3. Bldg. Maintenance/Repair and Other Occupancy 182 900 2,000 1,100 45%
4. Local Travel (58 cents per mile effective 1/1/2019)1 35 1,405 1,370 2%
5. Parent Services
Parent Activities (Sites, PC, BOS luncheon, including food and venue)- - 600 600 0%
6. Accounting & Legal Services
Auditor Controllers - - 245 245 0%
Data Processing/Other Services & Supplies - - 200 200 0%
7. Staff Trainings/Dev. Conf. Registrations/Memberships - PA11 - 1,462 29,725 28,263 5%
8. Other
Equipment Maintenance Repair & Rental - 820 1,100 280 75%
Other Operating Expenses (CSD Admin/Facs Mgt. Alloc)4,154 34,819 29,977 (4,842) 116%
COVID-19 One-Time Other Operating Expenses (CSD Admin/Facs Mgt. Alloc)- - 63,274 63,274 0%
TOTAL OTHER (6h)5,957 58,888 152,726 93,838 39%
I. TOTAL DIRECT CHARGES (6a-6h)130,275 819,680 1,317,959 498,279 62%
j. INDIRECT COSTS 9,149 44,881 73,483 28,602 61%
k. TOTALS - ALL BUDGET CATEGORIES 139,423 864,561 1,397,942 533,381 62%
Non-Federal Match (In-Kind)39,087 216,140 336,879 120,739 64%
CONTRA COSTA COUNTY-COMMUNITY SERVICES BUREAU
EARLY HEAD START- CC PARTNERSHIP #1
AS OF MAY 2020
BUDGET PERIOD JULY 2019 - AUGUST 2020
DESCRIPTION MAY Total Remaining 79%
YTD Actual Budget Budget % YTD
a. PERSONNEL 262,708$ 354,636$ 91,928$ 74%
b. FRINGE BENEFITS 167,618 247,901 80,283 68%
c. TRAVEL 244 500 256 49%
d. EQUIPMENT - - - 0%
e. SUPPLIES 8,829 25,580 16,751 35%
f. CONTRACTUAL 321,392 536,616 215,224 60%
g. CONSTRUCTION - - - 0%
h. OTHER 58,888 152,726 93,838 39%
I. TOTAL DIRECT CHARGES 819,680$ 1,317,959$ 498,279$ 62%
j. INDIRECT COSTS 44,881 73,483 28,602 61%
k. TOTAL-ALL BUDGET CATEGORIES 864,561$ 1,391,442$ 526,881$ 62%
In-Kind (Non-Federal Share)216,140$ 336,879$ 120,739$ 64%
CONTRA COSTA COUNTY-COMMUNITY SERVICES BUREAU
EARLY HEAD START- CC PARTNERSHIP #1
BUDGET PERIOD JULY 2019 - AUGUST 2020
AS OF MAY 2020
Stat. Date Amount Program Purpose/Description
04/22/20 121.21 Indirect Admin Costs Office Exp
121.21
04/22/20 3,534.14 Child Care Svs Program Minor Furniture/Equipment
3,534.14
04/22/20 1,360.80 HS Basic Grant Food
1,360.80
04/22/20 50.00 HS Basic Grant Memberships
50.00
04/22/20 1,114.88 Child Care Svs Program Computer Software Cost
1,114.88
04/22/20 (50.00) Indirect Admin Costs Other Special Dpmtal Exp
(50.00)
04/22/20 26.92 EHS-Child Care Partnership #2 Misc Services/Supplies
04/22/20 542.38 FEMA-Pandemic Misc Services/Supplies
04/22/20 2,399.05 Child Care Svs Program Misc Services/Supplies
2,968.35
TOTAL 9,099.38
COMMUNITY SERVICES BUREAU
SUMMARY CREDIT CARD EXPENDITURE
APRIL 2020
Stat. Date Amount Program Purpose/Description
05/22/20 62.86 Indirect Admin Costs Office Exp
62.86
05/22/20 184.91 HS Basic Grant Books, Periodicals
05/22/20 184.92 EHS-Child Care Partnership #2 Books, Periodicals
369.83
05/22/20 18.55 Indirect Admin Costs Postage
18.55
05/22/20 270.79 Indirect Admin Costs Minor Furniture/Equipment
05/22/20 5,128.37 HS Basic Grant Minor Furniture/Equipment
5,399.16
05/22/20 977.92 HS Basic Grant Computer Software Cost
977.92
05/22/20 62.58 HS Basic Grant Other Special Dpmtal Exp
62.58
05/22/20 3,625.58 HS Basic Grant Misc Services/Supplies
05/22/20 (49.92) HS Basic Grant Misc Services/Supplies
05/22/20 325.82 HS Basic Grant Misc Services/Supplies
3,901.48
10,792.38
COMMUNITY SERVICES BUREAU
SUMMARY CREDIT CARD EXPENDITURE
May 2020
CAO Monthly Report
CSBG and Weatherization Programs
Year-to-Date Expenditures
As of May 31, 2020
1.2020 LIHEAP WX
Contract # 20B-2005
Term: Oct. 1, 2019 - June 30, 2021
Amount: WX $ 1,059,676
Total Contract 1,059,676$
Expenditures (685,969)
Balance 373,707$
Expended 65%
2.2020 LIHEAP ECIP/EHA 16
Contract # 20B-2005
Term: Oct. 1, 2019 - June 30, 2021
Amount: EHA 16 $ 938,862
Total Contract 938,862$
Expenditures (422,548)
Balance 516,314$
Expended 45%
3.2017 Department of Energy (DOE)
Contract # 17C-4004
Term: June 1, 2018 - June 30, 2020
Amount: $ 402,486
Total Contract 402,486$
Expenditures (402,486)
Balance -$
Expended 100%
4.2020 COMMUNITY SERVICES BLOCK GRANT (CSBG)
Contract # 20F-3007
Term: Jan. 1, 2020 - Dec 31,2020
Amount: $ 868,084
Total Contract 868,084$
Expenditures (191,036)
Balance 677,048$
Expended 22%
Prepared: June 22, 2020
fldr/fn:CAO Monthly Reports/WX YTD Exp-CAO Mo Rprt 5-2020
2020
Month covered April
Approved sites operated this month 13
Number of days meals served this month 5
Average daily participation 3
Child Care Center Meals Served:
Breakfast 17
Lunch 16
Supplements 16
Total Number of Meals Served 49
Claim Reimbursement Total $126
fldr/fn:2020 CAO Monthly Reports
EMPLOYMENT & HUMAN SERVICES DEPARTMENT
COMMUNITY SERVICES BUREAU
CHILD NUTRITION FOOD SERVICES
CHILD and ADULT CARE FOOD PROGRAM MEALS SERVED
FY 2019-2020
June 2020 – COMMUNITY SERVICES BUREAU PRESCHOOL MENU
MONDAY TUESDAY WEDNESDAY THURSDAY FRIDAY
1
BREAKFAST
½ c. Mango Chunks
½ c. Rice Cereal With Cinnamon & Vanilla
LUNCH
¾ c. *BEEF VEGETABLE POT ROAST
(carrots, onions, zucchini, celery, garlic, tomato)
½ ea. Fresh Orange
½ ea. Whole Wheat Roll
PM SNACK
¼ c. Pico De Gallo
6 ea. Whole Grain Corn Tortilla Chips
½ c. 1% Milk
2
BREAKFAST
1 ea. Fresh Pear
½ c. Corn Chex Cereal
LUNCH
⅔ c. *HAWAIIAN CHICKEN SALAD
½ ea. Fresh Apple
1 ea. Whole Wheat Tortilla
PM SNACK
1 pkg. Goldfish Crackers
½ c. 1% Milk
3 BREAKFAST
½ c. Applesauce
1 sq. Pancake
LUNCH
BUILD YOUR OWN TACO SALAD
1 ½ ozs. Ground Turkey
½ oz. Shredded Cheese
⅛ c. Shredded Lettuce
⅛ c. Diced Tomatoes
¼ c. Mango Chunks
5 ea. Whole Grain Corn Tortilla Chips
PM SNACK
1 ea. Fresh Pear
1 tbsp. Sunbutter
4
BREAKFAST
1 ea. Fresh Banana
½ ea. Whole Wheat Bagel/Cream Cheese
LUNCH
¾ c. *CALIFORNIA PAS TA SALAD WITH
CUBED CHEESE
½ ea. Fresh Asian Pear
PM SNACK
2 pkgs. Wheatworth Crackers
½ c. Cucumber & Tomato Salad With Italian Dressing
5
BREAKFAST
½ c. Fresh Strawberries
1 sq. Oatmeal Muffin Square
LUNCH
1 ½ ozs. CHICKEN HOAGIE SANDWICH
Mayo & Mustard Dressing
¼ c. Fresh Zucchini Sticks
½ ea. Fresh Nectarine
PM SNACK
¼ c. Hummus
5 ea. Whole Grain Corn Tortilla Chips
½ c. 1% Milk
8
BREAKFAST
1 ea. Fresh Apple
½ c. Bran Cereal
LUNCH
½ c. BLACK BEAN CHILI
(black beans, chunky salsa)
½ oz. Shredded Cheese
¼ c. Fresh Jicama Sticks
1 ea. Fresh Kiwi
5 ea. Whole Grain Corn Tortilla Chips
PM SNACK
1 pkg. Graham Crackers
½ c. 1% Milk
9
BREAKFAST
1 ea. Fresh Plum
¾ c. Kix Cereal
LUNCH
1 c. *CHICKEN CHILAQUILES WITH
CORN TORTILLA CHIPS & SPINACH
¼ c. Fresh Strawberries
PM SNACK
⅓ c. Friends Trail Mix
(kix, cheerios, corn chex, raisins, pretzels, &
dried apricots)
½ c. 1% Milk
10
BREAKFAST
1 ea. Fresh Banana
½ c. Cornflakes
LUNCH
½ c. *TURKEY SPAGHETTI
(ground turkey, tomato paste, onions with
whole wheat spaghetti)
½ ea. Fresh Apple
PM SNACK
½ c. Fresh Broccoli & Cauliflower/Ranch Dip
6 ea. Wheat Thin Crackers
11 BREAKFAST
1 ea. Fresh Orange
½ ea. Whole Wheat English Muffin/Cream Cheese
LUNCH
1 piece *SPINACH EGG BAKE
(spinach, eggs, & feta cheese)
1 sl. Fresh Cantaloupe
1 ea. Whole Wheat Tortilla
PM SNACK
FRUITY SUNBUTTER PITAS
1 tbsp. Sunbutter
½ ea. Fresh Banana & ½ ea. Fresh Apple
½ ea. Whole Wheat Pita Bread
12
BREAKFAST
½ c. Mango Chunks
1 sq. A – Z Bread
LUNCH
¾ c. GREEK STYLE CHICKEN SALAD
(diced chicken, peppers, olives, parsley, &
feta cheese dressing)
¼ c. Carrot Sticks
¼ c. Fresh Strawberries
½ ea. Whole Wheat Pita Bread
PM SNACK
⅛ c. Cottage Cheese
½ c. Pineapple Tidbits
15
BREAKFAST
1 ea. Fresh Orange
½ c. Bran Cereal
LUNCH
½ c.*ARROZ CON QUESO
(yogurt, cheese, pinto beans, rice, tomatoes)
1 ea. Fresh Kiwi
PM SNACK
1 pkg. Graham Crackers
½ c. 1% Milk
16
BREAKFAST
1 ea. Fresh Pear
¼ c. Oatmeal Cereal
LUNCH
⅓ c. EGG SALAD
¼ c. Carrot Sticks
¼ c. Fresh Strawberries
1 sl. Whole Wheat Bread
PM SNACK
2 tbsps. Sunbutter (Raisins)
¼ c. Celery Sticks
½ c. 1% Milk
17
BREAKFAST
¼ c Rice Cereal With Cinnamon
1 sl. Fresh Cantaloupe
LUNCH
½ c. TURKEY SALAD
¼ c. Cucumber Slice/Ranch Dressing
½ ea. Fresh Apple
½ ea. Whole Wheat Bun
PM SNACK
1 ea. Cauliflower Breadstick
2 pkgs. Wheatworth Crackers
18
BREAKFAST
½ c. Fresh Strawberries
½ ea. Whole Wheat English Muffin/Cream Cheese
LUNCH
⅜ c. SEASONED BLACKEYE PEAS
¼ c. Collard Greens
1 sl. Fresh Honeydew Melon
1 sq. Homemade Whole Wheat Cornbread
PM SNACK
½ c. Carrot Sticks & Zucchini Sticks/Italian dressing
1 pkg. Animal Crackers
19 BREAKFAST
1 ea. Fresh Banana
½ c. Cheerios
LUNCH
1½ ozs. TURKEY & SWISS CHEESE
Mayo & Mustard Dressing
⅛ c. Green Leaf Lettuce
⅛ c. Tomato Slice
½ ea. Fresh Apple
1 sl. Whole Wheat Bread
PM SNACK
¼ c. Cucumber Slices ¼ c. Broccoli Florets
⅛ c. Cottage Cheese Ranch Dressing
22
BREAKFAST
1 sl. Fresh Cantoloupe
½ c. Rice Chex Cereal
LUNCH
1 serv. VEGETARIAN ENCHILADA CASSEROLE
(cheese, black beans, corn, & corn tortilla chips)
½ c. Tossed Green Salad/Italian Dressing
½ ea. Fresh Apple
PM SNACK
1 pkg. Scooby Doo Cinnamon Grahams
½ c. 1% Milk
23
BREAKFAST
1 ea. Fresh Orange
½ ea. Whole Wheat Bagel/Cream Cheese
LUNCH
⅜ c. SLOPPY JOE (ground turkey)
½ c. Spinach Salad/Ranch Dressing
1 sl. Fresh Honeydew Melon
1 ea. Whole Wheat Hamburger Bun
PM SNACK
1 pkg. Goldfish Pretzel Crackers
1 ea. Fresh Pluot
24
BREAKFAST
½ c. Pineapple Chunks
1 sq. Homemade Zucchini Bread
LUNCH
1 c.*STIR -FRY CHICKEN
(diced chicken, shredded cabbage, carrots, &
whole wheat spaghetti)
½ ea. Fresh Peach
PM SNACK
1 pkg. Animal Crackers
1 ea. Fresh Plum
25
BREAKFAST
1 ea. Fresh Banana
¼ c. Cinnamon Oatmeal With Vanilla & Raisins
LUNCH
1 ea. *MEXICAN PIZZA
(refried beans, tomato paste, chunky salsa)
½ oz. Shredded Mozzarella Cheese
1 ea. Fresh Kiwi
1 ea. Whole Wheat Flour Tortilla
PM SNACK
½ c. Cucumber & Tomato Salad With Italian Dressing
2 pkgs. Wheatworth Crackers
26 BREAKFAST
1 ea. Fresh Apricot
½ sl. Whole Wheat Toast
⅛ c. Srambled Eggs & Turkey Ham
LUNCH
½ c. CURRY CHICKEN SALAD
¼ c. Fresh Zucchini Sticks
¼ c. Fresh Strawberries
½ ea. Whole Wheat Pita Bread
PM SNACK
¼ c. Homemade Pico De Gallo
5 ea. Whole Grain Corn Tortilla Chips
½ c. 1% Milk
29
BREAKFAST
1 ea. Fresh Apple
½ c. Corn Chex Cereal
LUNCH
1 ea. BAJA BEAN WRAP
¼ c. Fresh Jicama Sticks
1 ea. Fresh Kiwi
1 ea. Whole Wheat Tortilla
PM SNACK
1 ea. Hard Boiled Egg
1 ea. Fresh Orange
30
BREAKFAST
1 ea. Fresh Pear
½ sl. Whole Wheat Cinnamon Bread
LUNCH
1 ¼ c. RICE & VEGETABLE
(brown rice, shredded cheese, kale, onions, mushrooms)
½ ea. Fresh Orange
PM SNACK
1 pkg. Goldfish Crackers
½ c. Pineapple Tidbits
ALL BREAKFAST & LUNCH SERVED WITH
1% MILK
*Indicates vegetable included in main dish
WATER IS OFFERED THROUGHOUT THE DAY
RECOMMENDATION(S):
APPROVE and AUTHORIZE the submittal of the Contra Costa County Area Aging on Aging 2020-2024
4-Year Area Plan on Aging for services under the Older Americans Act (OAA) and other State fund
programs to the California Department on Aging (CDA) and AUTHORIZE the Board of Supervisors Chair
to sign the Letter of Transmittal.
FISCAL IMPACT:
There is no fiscal impct.
BACKGROUND:
The Employment and Human Services Department (EHSD) Area Agency on Aging (AAA) must develop
and submit a Four Year Plan to CDA to receive funding. CDA will determine funding levels and inform
local areas based on the submission of local area plans.
AAA provides services for older County residents under Titles III, III-E and VII of the OAA. Services
coordinated through community based organizations include, but are not limited to congregate meals, home
delivered meals, legal assistance, home visiting, in-home services registry, transportation, adult day
care,errand and escort services, and family caregiver programs. Funding from other State funded programs
allows AAA to provide Brown Bag programs
APPROVE OTHER
RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE
Action of Board On: 08/04/2020 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: August 4, 2020
David J. Twa, County Administrator and Clerk of the Board of Supervisors
By: June McHuen, Deputy
cc:
C. 39
To:Board of Supervisors
From:Kathy Gallagher, Employment & Human Services Director
Date:August 4, 2020
Contra
Costa
County
Subject:Area Agency on Aging 2020-2024 Four-Year Area Plan on Aging
BACKGROUND: (CONT'D)
Alzheimer's Day Care, and care resource center programs. Additionally, AAA directly provides
information and assistance, preventive health care and disease prevention, linkages and respite programs,
Health Insurance Counseling and Advocacy and performs the program development, coordination,
administration, and planning of the local AAA.
CONSEQUENCE OF NEGATIVE ACTION:
Without submission the AAA Area Plan, the County AAA would not receive funding for OAA Titles III,
III-E and VII services to older County residents.
ATTACHMENTS
Area Plan 2020-2024 4-Year Area Agency on Aging Plan
Area Plan Transmittal Letter
Contra Costa County
Area Agency on Aging
2020-2024
Four-Year Area Plan on Aging
PSA #7
Submitted by
Laura Cepoi
Program Manager, Area Agency on Aging
Employment and Human Services Department
Contra Costa County
2
Table of Contents
Area Plan (AP) Checklist: Submit with the Four-Year AP due 7/15/20…………………………. 3
Transmittal Letter …………………………………………………………………………………. 4
Section 1. Mission Statement ……………………………………………………………………. 5
Section 2. Description of the Planning and Service Area (PSA) ……………………………. 5
Section 3. Description of the Area Agency on Aging (AAA) …………………………………. 14
Section 4. Planning Process / Establishing Priorities ………………………………………... 18
Section 5. Needs Assessment …………………………………………………………………. 19
Section 6. Targeting ……………………………………………………………………………... 25
Section 7. Public Hearings ………………………………………………………………………. 26
Section 8. Identification of Priorities …………………………………………………………….. 28
Section 9. Area Plan Narrative Goals and Objectives ………………………………………… 29
Section 10. Service Unit Plan (SUP) Objectives …………………………………..…………. 34
Section 11. Focal Points ………………………………………………………………………… 55
Section 12. Disaster Preparedness …………………………………………………………... 56
Section 13. Priority Services …………………………………………………………………... 58
Section 14. Notice of Intent to Provide Direct Services …………………………………….. 59
Section 15. Request for Approval to Provide Direct Services ……………………………… 60
Section 16. Governing Board ………………………………………………………………….. 61
Section 17. Advisory Council …………………………………………………………………… 62
Section 18. Legal Assistance ………………………………………………………………….. 65
Section 19. Multipurpose Senior Center Acquisition or Construction Compliance Review 69
Section 20. Family Caregiver Support Program ……………………………………………… 70
Section 21. Organization Chart ………………………………………………………………… 72
Section 22. Assurances …………….…………………………………………………………... 73
3
PSA 7
2020-2024 4-YEAR AREA PLAN REQUIRED COMPONENTS CHECKLIST
To ensure all required components are included, “X” mark the far -right column boxes.
Enclose a copy of the checklist with your Area Plan; submit this form with the Area Plan
Due 5-1-20 only
Section Four-Year Area Plan Components 4-Year
Plan
Transmittal Letter – must have original, ink signatures or official signature stamps -
no photocopies ☐
1 Mission Statement ☒
2 Description of the Planning and Service Area (PSA) ☒
3 Description of the Area Agency on Aging (AAA) ☒
4 Planning Process / Establishing Priorities ☒
5 Needs Assessment ☒
6 Targeting ☒
7 Public Hearings ☒
8 Identification of Priorities ☒
9 Area Plan Narrative Goals and Objectives: ☒
9 Title IIIB Funded Program Development (PD) Objectives ☒
9 Title IIIB Funded Coordination (C) Objectives ☒
9 System-Building and Administrative Goals & Objectives ☒
10 Service Unit Plan (SUP) Objectives and Long -Term Care Ombudsman
Outcomes
☒
11 Focal Points ☒
12 Disaster Preparedness ☒
13 Priority Services ☒
14 Notice of Intent to Provide Direct Services ☒
15 Request for Approval to Provide Direct Services ☒
16 Governing Board ☒
17 Advisory Council ☒
18 Legal Assistance ☒
19 Multipurpose Senior Center Acquisition or Construction Compliance Review ☒
20 Title III E Family Caregiver Support Program ☒
21 Organization Chart ☒
22 Assurances ☒
4
TRANSMITTAL LETTER
2020-2024 Four Year Area Plan/ Annual Update
Check one: ☒ FY 20-24 ☐ FY 21-22 ☐ FY 22-23 ☐ FY 23-24
AAA Name: Contra Costa County Area Agency on Aging PSA __7
This Area Plan is hereby submitted to the California Department of Aging for approval. The
Governing Board and the Advisory Council have each had the opportunity to participate in the
planning process and to review and comment on the Area Plan. The Go verning Board,
Advisory Council, and Area Agency Director actively support the planning and development of
community-based systems of care and will ensure compliance with the assurances set forth in
this Area Plan. The undersigned recognize the responsibility within each community to
establish systems in order to address the care needs of older individuals and their family
caregivers in this planning and service area.
1. Candace Anderson
(Type Name)
Signature: Governing Board Chair 1 Date
2. Susan Frederick
(Type Name)
Signature: Advisory Council Chair Date
3. Kathy Gallagher (Type Name)
Signature: EHSD Director Date
1 Original signatures or official signature stamps are required.
5
SECTION 1. MISSION STATEMENT
“The mission of the Contra Costa County Area Agency on Aging (AAA) is to provide leadership in addressing
issues that relate to older Californians; to develop community -based systems of care that provide services
which support independence within California’s i nterdependent society, and which protect the quality of life
of older persons and persons with functional impairments; and to promote citizen involvement in the
planning and delivery of services.”
We will accomplish this by:
Working with others to create a complete and responsive system of services.
Focusing attention on meeting the needs of older adults and adults with functional
impairments.
Planning and development of new programs, educating the public, advocating with
legislators, and providing direct services that include the involvement of older adults.
Supporting “Age Friendly” partnering, planning, and policy development.
SECTION 2. DESCRIPTION OF THE PLANNING AND SERVICE AREA (PSA)
Planning and Service Area (PSA) 7 is comprised of Contra Costa County (CCC) in its entirety.
Contra Costa County is considered to be one of the nine Bay Area counties. Located on the east
side of the San Francisco Bay, Contra Costa County is the 9th most populous county in California.
In 2017, the estimated population was 1,123,678 people 1, a 7% gain since the 2010 Census. The
county is also geographically large, covering over 800 square miles from the San Francisco Bay to
the Sacramento River Delta. This area covers urban, suburban, and rural populations.
Contra Costa County has 19 incorporated cities and is bordered by San Francisco Bay to the
West, San Pablo Bay and the Sacramento River Delta to the North, San Joaquin County to the
East and Alameda County to the South. Hills effectively divide the county into three distinct
1 2017 American Community Survey
6
regions, which mirror how social, health, and other services are predominantly structured: E ast,
West, and Central County. Central County is sometimes further delineated by “South County” to
cover the communities of Danville, San Ramon and Alamo. Central County is the most affluent
region of the county.
The portions of the county bordering water are where the heaviest industries are located, including
several oil refineries and chemical plants along the Bay and Delta areas. The most inland areas
are where the most rural portions of the county remain, although these areas have been greatly
reduced. Areas along major freeways, particularly in Central County, make up the areas where
major business parks and commercial centers are located.
East County is also further delineated as “Far East County”, as referred by community health
needs assessments and health plans, to cover the communities of Oakley, Bethel Island and
Brentwood. This area has had the most recent growth in population without the same pace of
social and community based resources to meet the demands of the population. The Brentwood
Senior Center, built just 10 years ago, has now exceeded capacity. As a result of economic
displacement, this area is home to some of the region’s “super commuters” and has a younger
median age than the rest of the county due to housing affordability. As older adults migrate to
areas where the cost of living is lower, many face increasing challenges to finding, accessing, and
receiving adequate health care and support, which is exacerbated by limited transportation access,
particularly for people with disabilities.
EAST COUNTY CITIES Pittsburg, Antioch, Oakley, Bay
Poin,Brentwood, and the
unincorporated areas of Bethel Island
in the Delta, Knightsen, Byron, and Discovery Bay
CENTRAL COUNTY CITIES/TOWNS
Lafayette, Orinda, Moraga, Walnut Creek, Concord, Clayton, Pleasant
Hill, Martinez, Danville, San Ramon,
and unincorporated areas Clayton,
Alamo, Clyde and Rheem .
W EST COUNTY CITIES
Richmond, El Cerrito, San Pablo,
Pinole, Hercules and the
unincorporated areas of El
Sobrante, Rodeo, Crockett, Port
Costa and Kensington
Central Contra Costa County is a predominantly suburban area with a mixture of housing, commercial and
financial centers. It rests in a valley and is sometimes referred to as the Diablo Valley area, because Mt.
Diablo is the major feature of the natural environment. Located in Central County, Concord is the most
populous city in the county with 129,693 residents (2019)2. The City of Walnut Creek with a population has
68,5163 residents has the oldest population in Contra Costa County with 35% of its residents who are 60
years of age and older. Rossmoor retirement community is located adjacent to the city of Walnut Creek and
has almost 10,000 residents.
West County is the most urbanized section of the county with the City of Richmond as its largest
2 US Census Bureau. Quick Facts
3 American Community Survey (ACS) Demographic and Housing Estimates, 2013 -2017 ACS 5-Year Estimates
7
city. Transportation is often cited as a major barrier for residents . Medical appointments are hard to
access for older adults and people with disabilities because they need to access health services
outside of West County. Same day, evening and weekend trip needs are not being met for those
folks not able to use public transit.4
Growth of Older Adult Populati on in Contra Costa County
Contra Costa County has one of the fastest growing populations of older adults in the U.S.5. In the
next 15 years, the older adult population in Contra Costa County will grow by over 30,000
individuals. Contra Costa County population demographic projections for 2020 6 demonstrate the
following characteristics of older adults in the county:
Non-
Minority
60+
Minority
60+
Low
Income
60+
MediCal
Eligible
60+
Geographic
Isolation
60+
SSI/SSP
65+
Population
75+
Lives
Alone
60+
Non-English
speaking
60+
62% 38% 7% 13% 6% 4% 29% 16% 2%
The growth of the older adult population will not be uniform throughout the county. Table 1 below,
breaks down the overall change in older adult population by each Contra Costa city. Orinda, Pinole
and Walnut Creek currently have a higher proportion of adults over the age of 80 than the county
average. During the same timeframe, the number of older adults living in San Ramon and Oakley
will nearly double. San Pablo, Antioch, and Pitts burg will also experience large increases in their
older adult population.
Table 1: Projected Increase in Residents over Age 60, 2017 -2033
Number of Older Adults
in 2017
Number of Older Adults
in 2033
Percent Change
Contra Costa County 231,404 262,657 +13%
Antioch 18,168 24,397 +34%
Brentwood 11,498 13,831 +20%
Clayton 2,804 3,090 +10%
Concord 25,802 28,772 +12%
El Cerrito 6,391 5,720 -10%
Hercules 5,486 6,106 +11%
Lafayette 6,391 6,690 +5%
Martinez 8,685 10,251 +18%
Oakley 5,305 8,897 +68%
Orinda 5,631 5,165 -8%
Pinole 5,194 4,466 -14%
Pittsburg 11,267 14,931 +33%
Pleasant Hill 7,523 8,133 +8%
Richmond 19,315 23,636 +22%
San Pablo 4,457 6,471 +45%
San Ramon 10,389 19,615 +89%
Walnut Creek 23,997 14,903 -38%
Unincorporated/Other 53,101 72,576 +37%
Source: American Community Survey 2017; National Vital Statistics Report Vol 67, No. 7, 2018
4 West Contra Costa County Transportation Authority Committee (WCCTAC) Needs Assessment Study, Nelson
Nygaard,February 2018
https://www.healthaffairs.org/doi/full/10.1377/hlthaff.2018.05233
5 U.S. Census Bureau
6 2020 CDA Population Demographic Projects by County and PSA
8
Table 2 below, shows the change in older adult population by city and age group. The number of
individuals ages 60 to 64, as well as those over 85 -years-old, will decrease slightly in the county
overall. However, the number of individuals ages 65 to 84 will increase, in large part due to the
aging of the “baby boomer” generation. The largest increase will be for those between the ages of
75 and 79. For Employment and Human Services Department (EHSD), these changes may result
in increased enrollment in the In Home and Support Services (IHSS) program, attendance for
senior meal programs, as well as demand for senior employment programs.
Table 2: Projected Residents by Age Category, 2033
60 to 64 65 to 69 70 to 74 75 to 79 80 to 84 85+
Contra Costa County 61,095 59,495 53,892 41,810 27,338 19,027
Antioch 5,699 5,464 5,331 3,842 2,529 1,513
Brentwood 3,238 3,515 2,802 2,039 1,321 925
Clayton 424 868 639 587 347 225
Concord 6,874 5,850 5,885 4,935 3,071 2,158
El Cerrito 1,172 1,206 1,079 1,082 705 506
Hercules 1,203 1,328 1,388 955 762 471
Lafayette 1,235 1,704 1,470 1,036 683 562
Martinez 2,331 2,088 2,120 1,746 1,194 772
Oakley 2,452 2,363 1,635 1,244 739 462
Orinda 988 1,215 1,113 839 573 437
Pinole 771 933 1,058 708 643 353
Pittsburg 3,736 3,355 3,026 2,483 1,324 1,007
Pleasant Hill 1,787 1,764 1,578 1,366 1,002 637
Richmond 5,991 5,594 4,476 3,451 2,447 1,678
San Pablo 1,695 1,380 1,520 929 545 402
San Ramon 6,178 5,212 3,747 2,275 1,309 895
Walnut Creek 3,163 2,831 3,132 2,394 1,696 1,687
Unincorporated/Other 12,158 12,897 11,893 9,899 6,448 4,337
Percent Change in
Age Category from
2017
-10% +5% +38% +55% +42% -13%
Source: American Community Survey 2017; National Vital Statistics Report Vol 67, No. 7, 2018
As the number of older adults in the County increases, so will the number of older adults with disabilities.
Combining the population projections from Table 2 with the current prevalence rates of disability by age
group, the table below shows the estimated number of older adults who will be living with a disability or
needing assistance by 2033. In the next 15 years, we estimate a 24% increase in older adults who are
disabled living in Contra Costa County.
Table 3: Estimated Number of Older Adults with Disabilities in Contra Costa County by Age Group, 2017 -2033
2017 2033
Any
Disability
Severe
Disability
Needs
Assistance
Any
Disability
Severe
Disability
Needs
Assistance
Change
(any
disability)
65 to
69
19,794 13,969 3,902 20,823 14,695 4,105 +1,029
40 to
74
16,695 11,601 4,233 22,958 15,952 5,820 +6,263
75 to
79
14,440 10,103 4,149 22,410 15,679 6,439 +7,970
80 and
over
28,966 22,926 12,408 32,687 25,872 14,005 +3,721
County
Total
79,895 58,598 24,692 98,879 72,198 30,366 +18,984
Source: Current Population Reports, Americans with Disabilities 2010;
9
The U.S. Census Bureau measures the proportion of the population living with a disability. Disabilities
include both physical and mental challenges that may require assistance, limited activity, reduc ed
participation in activities , or other impairments. Physical disabilities include movement limitations,
communication limitations, challenges completing activities of daily living (e.g., bathing), and learning
issues. These are considered severe when they require the use of mobility devices (e.g., a wheelchair),
mental conditions that prevent completing basic functional activities (e.g., dementia), or needing around -
the-clock healthcare. The percentage of the national population who have a disability or need assistance is
below.
Source: Current Population Reports, Americans with Disabilities 2010; American Community Survey 2017; National
Vital Statistics Report Vol 67, No. 7, 2018
Demographic Concerns- Housing, Disabi lity, Equity, Nutrition
By many standards Contra Costa County is an affluent county. However, significant pockets of
immigrant and low-income communities exist in each region of the county. Access to basic needs
such as housing, transportation and nutritious food are social dete rminants of health that affect
individuals, families and communities. It is projected that by 2029 the majority of middle class Baby
Boomers will have reached age 75 years and older, and will have challenges that are relatively
different from today’s middle-income seniors, which include the ability to afford housing and
healthcare.
Housing is consistently ranked as a pri ority and concern for everyone. Older adults are often on a
fixed income, and will face challenges as the county’s housing prices continue to rise. One major
area of need in the coming years is housing suitable for the needs of older adults. Homeless
shelters and other housing providers are struggling to help older adults find housing in one of the
most expensive housing markets in the country. Available and affordable housing a re the most
pressing needs for households. Older adults with Section 8 benefits struggle to find property
owners willing to rent to them.
According to the 2019 Contra C osta County Point-In -Time Count, an annual census of the
homeless population, there has been a 99% increase in homeless older adults since 2014. In 2019
19.7
28.7
35
42.6
53.6
70.5
13.8
20.4
24.7
29.6
37.5
55.8
3.6
6
6.9
10.8
15.4
30.2
0 10 20 30 40 50 60 70 80
45 to 54
55 to 64
65 to 69
70 to 74
75 to 79
80 and over
PERCENT WITH DISABILITY BY AGE GROUP
Any Disability Severe Disability Needs Assistance
10
median rents in Contra Costa County increased by 22.2% since 20177 (compared to a 9.7%
increase statewide). Efforts to end homelessness and increase housing security for older adults in
Contra Costa County require s targeted and coordinated efforts among a complex network of public
and private entities. The county follows the philosophi cal principles of “housing first,” viewing
housing as a right rather than a reward for recovery or program completion (alcohol/drug
rehabilitation). Services focus on helping people to obtain permanent housing a s quickly as
possible and arranging the community services and supports people need to retain their housing.
Employment and Human Services (EHSD) has collaborated with the Health Services Department
to design innovative programs for older adults experienci ng or at risk of homelessness.
Among older adults who are housed, few have made fall-prevention or safety modifications to
safely age in place. “Aging in place” refers to when older adults stay in their current homes rather
than moving to a retirement community or other facility. According to national surveys, more than
90% of older adults want to age in place, though this often requires significant modifications to
homes, such as installing handrails, ramps, or other fall prevention and accessibility rela ted
renovations. However, these same surveys show that 80% of older adults have made these
changes that would allow them to safely and comfortably stay in their homes.
Equity: The Harvard Joint Center for Housing Studies underscores the serious challenges facing
America’s aging population with regard to the widening housing inequality among older adults . In
2018, the black-white homeownership gap among households age 65 and over was at a 30 year
high of 19.4 % while the Hispanic-white gap stood at 18.4%. With the leading edge of the Baby
Boomers reaching their 80’s in this upcoming decade the need for affordable and accessible
housing will sharply increase.8 Older homeowners ha ve far greater wealth than older renters, even
when their incomes are similar. 9
The number of older Americans with housing cost
burdens is also rising, as older adults enter
retirement with lower homeownership rates and
elevated levels of mortgage debt of those who do
own, there are significant differences in owners and
renters when it comes to being prepared for
retirement. 10
The Elder Economic Index estimates (Table 9 below)
the required income to meet basic needs for adults
over age 65 who are living in the community. Contra
Costa County has a higher-than-average cost of
living for older adults when compared to the rest of
California and the U.S. average. Property owners
who have paid off their mortgage need the least
income to meet their basic needs . Single older
adults are much more likely to experience economic
insecurity than couples. While couples need a higher
income, this threshold is easier to meet with two
7 Elder Economic Index, UCLA, Fielding Institute
8 Harvard Joint Center for Housing Studies; www.jchs.harvard.edu/embargo -housing-americas-older-adults2019
9 JCHS tabulations of Federal Reserve Board, 2016 Survey of Consumer Finances
10 ibid
The Forgotten Middle: (Health
Affairs,Vol. 88, No.5: Pearson/Published April
24,201 9)
“Unfortunately, our study revealed that
most of tomorrow’s middle-income seniors
will lack the financial resources required to
pay for private seniors housing, regardless
of their preferences. Even if we assume that
seniors devote 100 percent of their annual
income to seniors housing—setting aside
any personal expenses—only 19 percent of
middle-income seniors will have financial
resources that exceed today’s costs of
assisted living…. if we assume that middle-
income seniors do draw down housing
equity, 54 percent (7.8 million) will still
lack the resources to pay for seniors housing
at today’s costs.”
https://www.healthaffairs.org/doi/full/10.1377/hlt
11
income earners rather than one. Because women generally live longer than men, a highe r
proportion of those 85 and older are single women, who may struggle to earn enough income to
meet their needs without public assistance. Additionally, people of color are more likely to
experience economic insecurity as they age. National averages show that more than half of
African-American and Hispanic older adults have annual incomes below the Elder Economic Index.
Table 9 Elder Economic Index (Contra Costa County), 2019
Single Older Adult Older Adult Couple
Expenses Owner
w/o
Mortgage
Renter,
one
bedroom
Owner w/
Mortgage
Owner
w/o
Mortgage
Renter,
one
bedroom
Owner w/
Mortgage
Housing
(including
utilities, taxes,
and
insurance)
$618 $1,664 $2,131 $618 $1,664 $2,131
Food $323 $323 $323 $603 $603 $603
Transportation $276 $276 $276 $373 $373 $373
Health Care $296 $296 $296 $592 $592 $592
Misc. Costs $301 $301 $301 $437 $437 $437
Monthly
Totals
$1,814 $2,860 $3,327 $2,623 $3,669 $4,136
Yearly Totals $21,768 $34,320 $39,924 $31,476 $44,028 $49,632
Source: Institute for Women’s Policy Research
Nutrition: As we age, our nutritional needs change and having access to quality nutrition is crucial in
maintaining health. Barriers to access quality nutrition include isolation, lack of transportation, costs and
ability. When faced with increasing housing and medical costs , grocery budgets are usually cut first to
accommodate other necessary items. Additionally, Contra Costa County has a number of areas that are
considered food deserts, defined as: “An area that has limited access to affordable and nutritious food,
usually within low income neighborhoods.” The USDA further defines a food desert, as those who live more
than one mile from a supermarket in urban or suburban areas, and more than 10 miles from a supermarket
in rural areas. Food deserts lack whole food providers who supply fresh protein sources (such as poultry, fish and meats) along with whole food such as fresh fruits and vegetables, and instead provide processed
and sugar- and fat-laden foods in convenience stores.11”
The Food Desert Map12 below corresponds to the areas of home delivered meal waitlists in Contra Costa
County.
11 Wikipedia
12 MAP SOURCE: USDA Economic Research Service - https://www.ers.usda.gov/dat
12
The percentage of population enrolled in government assistance programs in East County is substantially
higher than the state average. 13 There are fewer than two grocery stores or produce vendors per 10,000 people living the Far East county- this is 38% lower than the state average. The percentage of the local
population receiving Supplemental Nutrition Assistance Program (SNAP) benefits are substantially higher
than the state average. 14 Recent changes in CalFresh benefits (Food Stamps) is allowing those who are
Supplemental Security Income (SSI) recipients to be eligible for CalFresh benefits . Overall, there is an
estimated 10.1% of Contra Costa County residents (113,940 residents) who are food insecure. Of those
that are food insecure 37% are above the income threshold of 200% poverty level to qualify for SNAP; and,
63% are below other Nutrition Programs threshold 200% poverty level.15
The City of Oakley, established a Senior Center in June 2019 and will host a congregate meal site
for older adults once per week starting this year. Oakley is situated near the largest food desert in
Contra Costa County, its new Senior Center is also a food distribution site, providing food to over
900 people during the centers initial months of operation. In Fiscal Year 18-19 there was an
increase of 34% of home delivered meals to the Far East region. The county continues to apply
efforts to expand services and pro vide resources to the most impacted areas.
Disaster Preparedness and Emergency Response
Since 2017, California wildfires have impacted Contra Costa with smoke (air quality), interruption of power,
and displacement of residents from other Bay Area communities which has impacted the county’s infrastructure and health. The most serious natural event that threatens the area continues to be
earthquakes . The map below illustrates where fault lines are in the region and where shaking will be most
violent in the event of a major earthquake. Older adults who are homebound are m ost at risk during a
natural disaster where quick evacuation is needed as demonstrated by the tragic loss of human life during
the major fire events during the past few years in California.
West County communities face multiple challenges as they lie along fault lines in areas that are also at risk during wild fires due to natural habitat conditions . During the month of October 2019, this area was
impacted by a refinery “shelter-in-place” warning due to storage tank explosions, two Public Safety Power
Shutoffs (turning off electricity for public safety when gusty winds, dry conditions, combined with a
heightened fire risks are forecasted), a wildfire and an earthquake. It is no longer a matter of preparing for
“if” a disaster happens but when the next disaster will happen and how severe it will be.
Modified Mercali Intensity Shaking Severity Level
Violent
Very Strong
Strong
Fire risks increase during high winds and extreme heat. Extreme heat days have increased, according to
the Contra Costa Health Services 2015 Climate Change Report 16. The most extreme heat will be
concentrated in East County. O lder adults are physiologically vulnerable to heat due to reduced physical
ability to acclimatize, as well as the prevalence of pre-existing medical conditions.
The most vulnerable communities in Contra Costa County based on a comparison of census tract s based
13 Sutter Health. Sutter Delta Medical Center. 2019 CHNA
14 Ibid
15 Feeding America, website, 2017 Overall County Food Insecurity in California, Contra costa County
16 Contra Costa Health Services 2015 Climate Change Vulnerability in Contra Costa County: A Focus on Heat
13
on social, economic, medical, biological and environmental characteristics shows that the communities to
be at the greatest health risk from extreme heat will be:
West County- Richmond, San Pablo and North Richmond
East County- Pittsburg, Bay Point and Antioch
Concord’s Monument District
Walnut Creek’s Rossmoor Area
Bethel Island
The disasters and the need to be prepared were underscored during the current disaster, the C OVID19 pandemic. Since March 2020, program and service interruptions impacted all Californians as a shelter in
place order was enacted by the Governor. The toll on older adults who depended on their services at Adult
Day Health Care, Seniors Centers, injury prevention exercise groups and various support groups for
individuals and their caregivers demonstrated just how important these programs were to public safety and
the maintenance of health. Access to nutrition was the immediate need identified as older adults had a
harder time accessing grocery stores and once accessed had scar ce food items in the first few weeks of the
order. The Senior Nutrition program in Contra Costa County was well positioned to meet the need and had
the capacity to quickly expand meal deliveries by over 300%.
The pandemic also underscored how vulnerable our nursing home residents were. Nationwide (at the time
of this writing) 43% of COVID19 deaths occurred in nursing homes. 17 The Long Term Care Ombudsman
staff and volunteers were not deemed as “essential workers” and were unable to assist and visit in person
those who could have benefitted from advocacy. Being isolated from advocates, non -profit service
providers and family had a negative impact on mental health and exacerbated the acuity of symptoms in
those with Alzheimer’s and other dementias.
In all, these events are helping us to understand how to apply what we have learned to bridge the “digital
divide” to ensure that connection and communication aren’t interrupted during an emergency. It is teaching
us to be more flexible and come up with new service designs , use of zoom meetings so that older adults
can age well in place. In the coming year we expect that there will be more funding to address the impact
of the pandemic, we also know that there will be subsequent cuts as the economy tries to recover from loss
revenue.
17 https://nypost.com/2020/06/27/almost -half-of-us-covid-19-deaths-are-linked-to-nursing -homes/
14
SECTION 3. DESCRIPTION OF THE AREA AGENCY ON AGING (AAA)
The Contra Costa County Board of Supervisors was designated as the County AAA governing body on May
20, 1975. The California Department on Aging first granted funding of PSA 7 Older Americans Act, the
following September. During this first contract period, the Advisor y Council was set up and the Area
Agency on Aging was established within the County Social Service Department, now known as the
Employment and Human Services Department (EHSD).
Contra Costa County Advisory Council on Aging (ACOA)
The ACOA has 40 member seats, 19 seats appointed by city jurisdictions and 20 member at large seats,
and 1 Nutrition Council seat, all approved and appointed by the County Board of Supervisors. The ACOA
is advisory council to the Board of Supervisors. The ACOA facilitates countywide planning, cooperation and
coordination for individuals and groups interested in improving and developing services and opportunities
for older residents. The ACOA provides leadership and advocacy on behalf of older persons and serves as
a channel of communication and information on aging issues. The ACOA follows the guidelines set forth in
the Brown Act.
The ACOA has many ways for the community to be involved and all committees and workgroups are open
to the public, with public comment time set aside on all agendas. Its committees consist of the Executive
Com mittee, Planning Committee and Membership C ommittee. The Planning Committee provides input into
the needs assessments, goals, objectives, and setting priorities for the Area Plan.
The ACOA also has the following workgroups (open membership):
Elder Abus e Prevention
Health
Housing
Legislative
Transportation
Technology
ACOA achievement highlights:
1. Senior Transportation Forum 2. Disaster Preparedness Forum
3. Elder Abuse Prevention Presentations
4. Stroke Prevention Awareness
5. “Nosy Neighbor” Campaign
6. Development of a shared housing
program
7. Legislative Advocacy 8. Annual Senior Programs Reviews
15
Contra Costa County AAA Programs and Initiatives
Contra Costa provides both direct and contracted ser vices with Older Americans Act funding. The AAA is
funded to provide Information and Assistance (I&A) and the Health Insurance Counseling a nd Information
Program (HICAP) in addition to contrac ting with community organizations to implement services.
INFO RMATION AND ASSISTANCE (I&A)
Information & Assistance (I&A) is a helpline that serves as the entry point to aging services. The
helpline is staffed with Social Workers who can help callers initiate applications for In -Home
Supportive Services (IHSS), take reports of alleged abuse/neglect for Adult Protective Services,
and provide information and referral to community services. Having a “no wrong door” apporach
in accessing aging and adult services in Contra Costa County allows us to capture the needs of
over 18,000 callers per year into actionable data about the services needed by our community. In
FY 2018-2019, I&A handled over 18,400 calls. About 35% of calls were for IHSS/home care,
18% abuse, 11% housing, 8% insurance, 4% legal, and 24% are miscellaneous. Over 2,000 calls, received by I&A were
related to housing, approximately 8% of
those calls were from those who were
unhoused. These are difficult calls to
address because of the lack of housing
resources. Many callers contact I&A when they are about to lose their housing and
need to find an affordable place immediately.
Low -income home seekers have little options
because subsidized housing has long wait
lists and rents in the open market are too
high. Callers are referred to resources such
as hom e sharing, homeless services, and legal aid for eviction counseling, if appropriate. Also, I&A holds
a weekly workshop to show people how to look for housing online. These services can be helpful but fundamentally, there is just not enough affordable housing in Contra Costa County to meet needs.
In addition, I&A workers conducted community outreach to increase awareness about services
available to help seniors live independently. I&A participated in 30 community events and
served over 14,400 people in 2019. I&A published its second annual Senior Resource
Directory, which contains almost 80 pages of information about public and non-profit services.
Over 11,000 copies of the Directory was distributed in FY 2018 -2019.
HEALTH INSURANCE COUNSELING AND ADVOCACY PROGRAM (HICAP)
HICAP provides Medicare -related health insurance counseling, helping seniors understand and
find their way through the complexities of the program. People seek HICAP services for initial
and ongoing information, help when claims are denied, and assistance when Medi -Cal and
Medicare are supposed to coordinate, but do not do so smoothly. These efforts could not be
achieved without the work of 43 highly trained volunteers.
The program expanded its outreach effort this year, infor mation was provided to senior low
income residences, mobile home sites, libraries, food banks, clinics (including those for
marginalized groups), pharmacies, community centers, churches/temples, thrift stores,
laundromats, and homeless navigation centers. Low income fliers were translated into Chinese,
Spanish, Russian and Vietnamese. The program has deepened its relationships with library
contacts, and senior low income housing coordinators, Medi -Cal and medical clinics. During the
35%
18%8%
4%
24%
Major Needs FY 18 -19
IHSS/Home care Abuse Insurance Legal Miscellaneous
16
autumn 2018 open enrollment period, 5,000 residents received termination letters from two
Medicare Advantage plans. Each person received the HICAP telephone number to call for
assistance in selecting new plans. HICAP receives a high volume of referrals from Medi -Cal for
Medicare clients who need help in eliminating their Medi -Cal share of cost. As the se cases can
be time consuming and complex, HICAP trains counselors on low-income programs throughout
the year.
EVENTS AND OUTREACH
On June 21, 2019, Adult Protective Services (APS) and Area Agency on Aging organized an event to
jointly celebrate the opening of the new Oakley Senior Center and to bring attention to Elder Abuse
issues. We renewed bus and BART ads to “Know Abuse, Report Abuse”, a presentation was made to the
Board of Supervisors, and 5,000 purple flags were planted at the Oakley Senior Center; each
representing a report of elder abuse in the past year.
AAA staff, with the Older Adults Mental Health Committee from Contra Costa County Health, organized a
day-long training to increase the knowledge, skills, and comfort of our mental health clinicians working
with clients at the end of their lives. This event was held November 2, 2018 with100 people in
attendance.
Caregiver issues are one of the priorities of the A AA. As such, with Family Caregiver Alliance,
we presented “Caregiver Conversations” on June 25, 2019. Approximately, 150 registered
attendees discussed Caregiver Well-Being, In-Home Care, Legal/Financial Concerns, Caregiving
and Dementia, End-of-Life Issues, and Younger Caregivers. Interest in this event was high and
we expect to do future Caregiving events.
The AAA Staff has worked with the Advisory Council on Aging to hold a Disaster Preparedness
Event and distributed over 400 disaster preparedness buckets to ensure that necessary
emergency supplies could sustain two older adults in the event of a disaster. The results of this
effort has informed some innovative practices with our transportation subcontractor who has
developed ongoing evacuation plans and services for those who are homebound without
transportation, this was evidenced duri ng fire evacuations in the fall of 2019.
OLDER AMERICANS ACT GRANTS
The AAA has 15 contracts to provide supportive social services, congregate meals, home
delivered meals, family caregiver support and elder abuse prevention services to older adults. This
year a concerted effort was made by contractors to expand their scope of services to East County
and as a result more seniors were served in East County. In addition, three RFP/RFI’s for services
(Health Promotion/Disease Prevention, Family Caregiver Support Program, and Supplemental
Nutrition Assistance Program-Education, Ombudsman, Friendly Visitor and Telephone
Reassurance) were issued within the past year. John Muir Caring Hands program which provided
free, escorted rides by volunteers and provided friendly visiting and respite to provide a break to
family caregivers terminated their senior services program, resulting in an increased demand on
the remaining community based organizations.
SUPPLEMENTAL NUTRITION ASSISTANCE PROGRAM -EDUCATION
The SNAP -Ed Program provides evidence-based nutrition education and obesity prevention
services to older adults age 60 or older at eligible Title III C congregate nutrition sites and other
venues. SNAP-Ed activities are funded by the U.S. Department of Agriculture. Due to a
significant increase in funding this fiscal year, Meals on Wheels Diablo Re gion, the SNAP -Ed
17
contractor, increased class sites from 3 to 9 and number of classes from 4 to 13. In addition to
several senior centers and senior housing, new sites include Rainbow Community Center
(LGBTQ), North Richmond Senior Center, Ambrose Center, and Monument Crisis Center.
CAL FRESH EXPANSION
This past year, the AAA received funding to provide outreach services to older adults who may
now be eligible to receive C al Fresh benefits (Food Stamps). As of June 1, 2019, SSI recipients
became eligible to apply. We have partnered with our County Senior Nutrition Program to
canvass our economically most in need areas to encourage older adults with food insecurity to
apply for this benefit.
Looking forward, the AAA, plans on integrating the Master Plan for Aging at a local level to reflect
the policy and funding priorities established by the state. We plan to seek an Aging and
Disability Resource Connection (ADRC) designation and will be issuing an RFP for a Fall
Prevention Program in 2020. Given the number local emergencies that are result of many
factors this AAA will continue to look to innovative ways to deliver services that can be more
nimble to flex to those needs as they suddenly emerge.
18
SECTION 4. PLANNING PROCESS / ESTABLISHING PRIORITIES
The AAA followed a time line in the development of the Four-Year Plan, beginning in late 2018
the AAA staff, several ACOA members and community partners met to discuss the needs
assessment process, data needs and structure of the s urvey. The Needs Assessment Survey
was distributed primarily to older adults, consumers of senior services and family caregivers from
May - October 2019. Distribution of the survey was via online Survey Monkey and paper surveys
which were distributed at congregate meal sites and with home delivered meals, as well as
multiple public outreach events. Surveys were available in both English and Spanish, there were
1,895 respondents.
The Key Informant Survey was distributed in January 2020 to the fol lowing constituents: ACOA,
current community based contractors currently receiving Older American’s Act Funding, HICAP
counselors, Tax Aide volunteers, nutrition program and Café providers, Senior Center Directors,
City Council members from 10 jurisdictions withi n the County, and all Aging and Adult Services
staff which includes IHSS and APS.
In addition, each Supervisorial District hosted a Senior Forum to seek input from their
constituents on what was needed, with attendance at these forums ranged from 20 -100
participants. State Senator Bill Dodd also held a Senior Forum in Pleasant Hill with 70
participants. Common feedback and comments in all the Senior Forums included the cost of
housing, access to services (transportation and available supportive servic es), and falling within
the middle income gap where individuals are not eligible for assistance programs but cannot
afford private options for caregiving. In addition a Laotian/Southeast Asian Senior Hall Meeting
was held i n West County, concerns raised included: isolation, financial abuse, and the inability to
afford medication co-pays. They also cited a lack of translation services which prevented them
from accessing services and the need for a place to meet and stay connected with those who
speak their language.
Needs Assessments Survey Results and Senior Forum survey results are displayed in the
appendices. Results of these surveys have been reviewed with the ACOA, we have been careful
to ensure that our community’s service needs corresponds with how the AAA and its advisory
council allocates Older Americans Act funds. Many of our services are limited by the number of
volunteers to meet the demand, which is particularly true for our volunteer transportation
program, which is the only volunteer transportation program left in the county. We are also aware
that Older Americans Act funds cannot address housing in a tangible manner and that our
services really need to bolster those who are impacted by housing cost burdens by supporting
older adults with services which provide needed advocacy to pr event untoward outcomes in
addition to community connection and healthy outcomes.
As part of the planning process for this Area Plan, staff members revised goals and objectives of
the prior years to move forward into this next period of time, created som e new goals, eliminated
others that either had been completed or were no longer relevant. This Area Plan took the lead
from the preliminary direction from upcoming Master Plan for Aging to establish the same broad
goals it addresses in anticipation of policy changes and priorities that will result when it is finally
released.
19
SECTION 5. NEEDS ASSESSMENT
The Older American’s Act requires that AAA’s develop Area Plans every four years that include a local
needs assessment. The assessment considers demo graphics, services, gaps in services, and priority
focus areas. In 2019, with the partnership of community-based organizations who serve primarily older
adults, the Contra Costa AAA redesigned our needs assessment to focus on the holistic lives of clients
including health, housing, transportation, and employment. For the first time, we also included a caregiver
survey.
Demographics of Survey Respondents
From July through October of 2019, there were 1,895 responses to our needs assessment. For the first
time, copies were available online in addition to paper surveys, these s urveys were available in both
English and Spanish.
Recruitment for the survey was challenging, particularly finding males and people of color willing to complete the assessment. Staff reported that many Latinx were hesitant to provide personal information
to the county, which may be related to the current political climate. This was the first year that Contra
Costa County asked respondents about their sexual orientation. While th e majority of respondents , 94%,
were heterosexual, we were able to capture some level of diversity among older adults.
Demographics Survey Respondents County Demographics (60+)
Male 32% 45%
Female 67% 55%
Transgender >1% n/a
Gender Non-Conforming/Other >1% n/a
American Indian/Alaska Native >1% 0.5%
Asian 11% 17%
Black/African American 11% 8%
Hispanic/Latino 7% 13%
White 74% 61%
Multiracial 3% 3%
Native Hawaiian/Pacific Islander >1% 0.2%
Divorced 17% 17%
Married 39% 60%
Single 14% 9%
Widowed 27% 15%
In a committed relationship, but
not married
3% n/a
The sample is skewed to a more educated demographic , with 46% of respondents having a Bachelor’s
degree or higher compared to the 42% general county demographic, though there was extensive
outreach in senior centers, EHSD offices, and other community venues. O ur primary recruiting partner was Meals on Wheels Diablo Valley (MOWDR). MOWDR has an extensive donor base in the county,
and we believe this group may have had higher response rates to the needs assessment since 46% of
the responses came from Central County.
Level of Education Survey Respondents County Demographics (60+)
Less than high school 6% 9%
High school diploma/GED 15% 19%
Some college/Associate degree 33% 30%
Bachelor’s degree or higher 46% 42%
Respondents to the needs assessment reflected a full distribution of ages, the majority of respondents
were in their 70’s (40%), 26% in their 60’s and 25% in their 80’s, and 9% over the age of 90, see chart
20
below.
Age Survey Respondents
60 -64 11%
65-69 15%
70 -74 21%
75-79 19%
80 -84 15%
85 - 89 10%
90 or above 9%
The chart below demonstrates where survey respondents live in the county:
Location in County Survey Respondents
Danville/Alamo/Diablo/Blackhawk/Tassajara 15%
Brentwood/Discovery Bay/Knightsen 9%
Pittsburg/Bay Point/Shore
Acres/Nortonville/Port Chicago/Clyde
8%
Antioch/Stewartsville 7%
Hercules/Pinole 2%
Richmond/El Cerrito/ San Pablo/Richmond
Heights /El Sobrante
14%
Orinda/Lafayette/Eastport/Moraga/Valley Vista 7%
Oakley/Bethel Island/ Sand Hill/Bridgehead 4%
Walnut Creek/Contra Costa
Centre/Bancroft/Clayton
11%
San Ramon 4%
Martinez/Crockett/Alhambra
Valley/Pacheco/Rodeo
6%
Concord/Four Corners 8%
Pleasant Hill 5%
Though this sample lacks the diversity we know exists in the county, this was the first year the Contra
Costa County AAA was able to conduct an in-depth needs assessment that collected full demographic
information from respondents. We view this year as a baseline to improve recruitment for future years,
though are still pleased to present this level of detailed information to our constituents. However, we view
the results of this assessment as a minimum level of need that exists in the county, as many of the
respondents had access to resources that lower -income residents may not.
Assistance and Unmet Needs
The top ten activities requiring assistance ranked in order by respondents were:
1. Basic home maintenance
2. Getting to places out of walking distance
3. Medical Appointments
4. Housework and cleaning
5. Shopping
6. Meal preparation
7. Getting to places within walking distance
8. Money management and bill paying
9. Personal care (e.g., bathing)
10. Using a cell phone
The majority of respondents who required ass istance with these activities were able to access it.
However, 29% of those who needed help with personal care were not receiving any assistance.
For those who were receiving assistance, it most often came from a family member. However, one -
21
quarter of respondents hired paid workers to meet their needs , few received help from a friend or
volunteer. The majority of those with unmet needs were located in C entral or East County. Fewer
services are located in East County and transportation can be more challenging. However, seeing such a
high proportion of those with unmet needs in Central County was a surprising finding, as the majority of
county services are located in this region.
The vast majority of respondents reported that they were able to afford their medication, insurance, and
food. However, about one-quarter of respondents reported reliance on food banks, which accounts for a
high demand for access to healthy food. These results are also likely skewed by the relatively high income of this sample. Over half of the respondents did not receive any services.
Over one-third of our respondents (39%) lived alone. For older adults, living alone is associated with
increased isolation. Additionally, worsening symptoms of illness or disease are less likely to be noticed 18.
Our sample generally reported good health and higher income, which may enable more people to live
alone longer. An equal number of respondents lived with their spouse or partner. Fewer lived with their
children or other relatives.
Among those who did live alone, nearly half were in Central County. The next largest group was in East
County (29%), and one-quarter of older adults living alone were in West County.
Nearly two-thirds of respondents owned their home, and one-quarter were renters. Few respondents
reported that they were homeless or at eminent risk of homelessness. However, homelessness is
increasing among older adults in Contra Costa County. W e believe that we did not fully sample this hard-
to-reach demographic , as housing has become a major issue for older adults.
In order to safely age in place, many older adults will need to modify their homes. This can include
wheelchair ramps, shower grab bars, or other change to prevent falls. Less than one-third of our sample
reported they had made all necessary changes. Nearly half (49%) have not yet made any changes to
ensure injury prevention in their homes .
According to the National Council on Aging, Elder Index, the cost for a single renter in Contra Costa County is $1,706. However, the Zillow Rent Index for Contra Costa County is $2,291 a month and the
median sales price for homes is $626,000. Over half of survey respondents reported paying $1,000 or
less which, accounting for property tax and insurance, indicates these individulas live in homes that are
paid off or nearly paid off. Approximately, one in 15 respondents reported paying over $2,500 a month,
which would be in line with the current rental and sales market in the county.
Housing and health costs have been noted to be the major economic impacts to older adults who are
considered “middle class”, over two thirds of the sample (69%) stated they were in good to excellent
health. Less than one in ten respondents reported they were in poor health. Despite these reports of
good health, approximately half the sample said their acitivities were limited or they accomplished less
than usual in the past month due to their physical health. Nearly half of respondants also reported that
pain interfered with their normal acitivies in the last month and one-third reported that mood interfered
with their activities in the last month.
To understand respondents’ mental health, a series of questions were designed to indicate potential
depression in older adults. Overall, 15% of the sample indicated possible symptoms of depression.
Among those who indicated poss ible symptoms of depression, nearly half (42%) were located in Central
County. Nearly one-third were in East County, and about one-quarter were living in West County.
Despite higher proportions of our sample reporting pain or a down mood, only about one-quarter reported
that these issues interfered with their abilty to socialize at least some of the time.
18 Harvard Health: https://www.health.harvard.edu/mind-and-mood/the-challenges-of -living -alone
22
Transportation
The majority of respondents reported driving (or having someone else drive them) for their daily travel
needs. Less than one in ten older adults reported using public tran sit or walking. Older adults reported
several issues with accessing public transportation. Time of travel and the location of stops were among
the most common issues. Additionally, mobility issues prevent many older adults from feeling
comfortable riding the train or bus. Notably, about one in five older adults said they do not feel safe on
public transit.
Income and Employment
Consistent with the relatively high levels of education and home ownership in our sample, the
respondents had relatively high inc ome when compared to the county average. In the county, 88% of
adults age 60 or older are living at or below 150% of the federal poverty level. However, nearly one -third
of our sample reported earning over $50,000 a year, and nearly a quarter earned more t han $85,000 a
year. About one-quarter of the sample earned $15,000 a year or less, which is the income range for SSI/SSP income.
Over half the sample was not working or volunteering. About one in ten were working full time, and
approximately the same proportion of the sample were actively looking for work or volunteer
opportunities.
Among those who were working, less than one in ten said they could not afford to retire. The most
common reasons for working or volunteering were socializing with others and feeling good about their
contributions.
Caregivers
In addition to older adults, we also surveyed caregivers serving older adults in Contra Costa County. We
received 424 responses from caregivers. The majority of caregivers we surveyed were a relative of the
person to whom they were providing care, most often their spouse or child. Nationally, approximately 85%
of caregivers are providing care for a relative19, which is in line with our sample.
The majority of caregivers we surveyed (74%) were not paid for providing care. However, there was
considerable variation in payment depending on the relationship between the caregiver and the person needing care. Relatives were the least likely to be paid (15%), followed by close friends (56%). However,
the majority of those who were not friends or relatives with the person to whom they were providing care
were paid (77%). Unpaid caregiving can save older adults thousands of dollars every year, however, it
can lead to more stress on the part of the caregiver, especially when they have a paid job outside of
caregiving20.
We asked each caregiver respondent a series of questions known as the Caregiver Strain Index and
received 322 measurable responses. This is a validated tool used in clinical settings to measure the
amount of stress or strain a caregiver is experiencing. Caregiver strain is associated with higher burnout
of caregivers and premature institutionalization due to unmet needs of care recipients. Caregivers with
more strain may be prone to depression, grief, fatigue, financial hardship, and negative changes in social
relationships. They may also experience physical health problems 21. Based on the version of the scale
used in this survey, scores could range from zero to twenty-two. A score of seven or higher indicates
considerable strain on the caregiver. The average strain of those surveyed was 10.4, indicating general
strain and risk among caregivers in the county. In all categories, paid caregivers reported less strain than
unpaid caregivers. Interestingly, the average both paid and unpaid family caregivers fell within the
considerable strain range. However, friends and non-relative/friend caregiver averages all fell below the
19 National Alliance for Caregiving: https://www.caregiving.org/wp-content/uploads/2015/05/2015_CaregivingintheUS_Final -
Report -June-4_WEB.pdf
20 Family Caregiver Alliance: https://www.caregiver.org/caregiver -statistics -demographics
21 Onega, 2008: https://nursing.ceconnection.com/ovidfiles/00000446 -200809000-00026.pdf
23
considerable strain threshold.
Approximately eight out of ten caregivers we surveyed had been providing care for more than one year.
While long-term care by the same caregiver can provide stability for the person needing care, it can also
cause more stress for caregivers, especially when they do not have access to frequent respite 22.
Those needing care were roughly equally split on having been diagnosed with a cognitive impairment and
dementia. However, those caring for someone with a cognitive impairment reported higher av erage levels
of caregiver strain.
The majority of caregivers we surveyed were also older adults. While this is in line with national trends,
older adults who provide care are likely to need care themselves at some point in the future. Older
caregivers are more likely to experience negative physical and mental-health related impacts of providing
care as well23.
Key Informant Survey
The Area Agency developed a web based survey which was distributed to local elected officials and
service providers, Aging and Adult Services Staff at Employment and Human Services Depart ment,
Advisory Council on Aging members and Contra Costa County Public Health staff. There were forty nine
respondents to this on-line survey. There were five questions grouped around: greatest need, inclusion
and diversity, additional services needed, advocacy, and coordination. The comments and answers from
these key informants help us understand the larger “systems” issues that affect service delivery.
The greatest needs as identified by our key informants were in order of ranking:
1. In -home Care
2. Housing-Income-Caregiving Support (tie)
3. Transportation-Health Care- Isolation (tie)
Inclusion and Diversity
The following selected comments are included to reflect key informant answers to the following question:
“Long-term care environments and their staff (senior housing, nursing facilities, In-home care and
home health care agencies) would benefit from cultural humility training and LGBTQ dementia
care training.”
22 NORC- University of Chicago: https://www.longtermcarepoll.org/long -term-caregiving-the -types-of-care-older -americans-
provide-and-the-impact-on-work-and -family/
23 American Society on Aging: https://www.asaging.org/blog/fall -generations -family -matters -when-older-adults-are-
caregivers
To ensure inclusivity and diversity, where and to whom, shall we expand services and reach?
24
“Churches, mosques, synagogues, homeless services, immigra nt and refugee services”
“West and East County, Spanish-speaking residents, African American, LGBT”
“Constituents in west Contra Costa (San Pablo, Richmond, Pinole, El Sobrante) and in East
County (Pittsburg, Antioch areas predominantly) have high and growing populations of lower
income Latinos, Asians, and African Americans, and LGBTQ communities who are all under -
served and under-represented. Materials and information about where and how to get and
navigate County services needs to be made available i n their languages, and in a culturally
competent manner so that the information is more readily accessible to these communities.”
Additional Services Needed
Key informants cited the need for transportation, and the need to link public transportation from W est
County to Central County. Many commented on the need for affordable in-home support for those who
are just above the threshold to receive IHSS , and affordable homes . Selected comments included:
“With the recent notice that John Muir Health is closing its Senior Services, it is a concern that
seniors will get “lost” in the larger case management and logistical se rvices of the larger John
Muir Health System. The geriatric care manager that was located in Brentwood was a wonderful
local resource for patients, families and East County Primary Care physicians. “
“More services that would provide respite for the caregiver, independent attendant, registry co -op
for less expensive alternative to in-home care.”
“Other ways to reach those in isolation, expanded funding for caregiver services in the home and
adult day programs.”
“More housing and accommodations that are income based and affordable.”
“Self-help initiatives, such as subsidizing the spread of “villages” or supporting the establishment
of intentional living communities.”
Advocacy Efforts Needed
Many issues were cited for needed advocacy, with the predominant issues being: dementia care, low
income support, affordable housing and transportation. In addition to these issues, prescription drug
pric es, breaking down service silos, mental health and easier access to conservatorship were also mentioned. See
sample of selected comments:
“Expansion of IHSS hours and eligibility to inc lude low-income but non Medi-Cal eligible families. Increase
Medi-Cal asset limits. County workforce training to work with older adults. Training for county emergency personnel regarding working w ith dementia patients. Increase dementia training requirements for workers
and administrators at residential care facilities for the elderly and nursing homes .”
“Adequate and appropriate low income to no income housing first and foremost, affordable/free caregiving
services for low income to no income elders/disabled adults in need, cognitive assessment practitioners
who can determine capacity available to do in-home evaluations. There are many elders who are
experiencing dementia who fall into abuse and neglect because they don't have the proper care and they are not remembering how to care for themselves anymore. APS social workers would benefit from the
assistance of a qualified neuropsychiatric assessor to go into the home to complete assessments. This is
happening in other counties within California .”
“Benefits, such as adult day services & housing for those who are just above the Medi -Cal eligibility line.”
25
SECTION 6. TARGETING
Older Americans Act (OAA) services administered by the Area Agency on Aging (AAA) targets those
most-in-need in our community. The OAA emphasizes services to older individuals with particular
attention to low-income older individuals , including low-income minority older individuals, older individuals
with limited English proficiency and older individuals residing in rural areas.
The following guideline24 figures represent annual income, these guidelines are derived from the Census
Bureau’s current official poverty thresholds.
The “greatest economic need” is defined as
older persons with monthly income at or below
the Federal Poverty Guidelines (FPG).
Furthermore, AAA and programs funded
through our agency target seniors who are
isolated or have priority needs due to
socioeconomic factors such as sexual
orientation, rural status, and racial and ethnic
background.
The AAA requires its contractors to reach and
serve the most-in-need older adults as part of their contractual obligations. Our Requests for
Proposals (RFP) and Request for Interest
(RFI) requires bidders, when submitting
proposals to provide services, to include a
community outreach plan that is inclusive of
ethnic minority groups, Lesbian, Gay, Bisexual,
and Transgender (LGBT) individuals, and individuals who are economically
disadvantaged or disabled.
The following strategies are used to meet the needs of targeted populations by this AAA:
Provide translation services as needed to assist non -/or limited English speaking clients in all
regions of the county.
Active participation in work groups, task forces, focus groups, and community organizations
focusing on addressing multicultural issues.
Collaboration with other agencies to assist in identifying and serving low -income, rural, and
minority seniors who may be at risk of not accessing needed services.
Making available a Tax Counseling Program to help low and moderate income older adults
prepare their tax returns.
The ongoing involvement of the AAA with transit planning organizations in the county which allows service focus for low-income, frail and disabled older adults in need of assisted transportation.
.
24 Federal Register [FR Doc. 2020-00858 Filed 1-15-20; 4:15 pm
Persons in
family/household
Poverty guideline
1 $12,760
2 17,240
3 21,720
4 26,200
5 30,680
6 35,160
7 39,640
8 44,120
26
SECTION 7. PUBLIC HEARINGS PSA 7
At least one public hearing must be held each year of the four -year planning cycle.
CCR Title 22, Article 3, Section 7302(a) (10) and Section 7308, Older Americans
Act Reauthorization Act of 2016, Section 314(c) (1).
Fiscal Year
Date
Location
Number of
Attendees
Presented in
languages other
than English?2
Yes or No
Was
hearing
held
at a
Long-
Term
Care
Facility?3
Yes or No
2020-2021 July 13, 2020 Zoom - Web based 49 No No
2021-2022
2022-2023
2023-2024
The following must be discussed at each Public Hearing conducted during
the planning cycle:
1. Summarize the outreach efforts used in seeking input into the Area Plan
from institutionalized, homebound, and/or disabled older individuals.
Needs assessment was distributed to homebound seniors via the Meals
on Wheels provider and through Senior Nutrition. A caregiver survey was
also distributed to capture the needs of those older adults who relied on a
caregiver to complete a survey on their behalf.
2. Were proposed expenditures for Program Development (PD) or Coordination
(C) discussed?
☒Yes. Go to question #3
☐Not applicable, PD and/or C funds are not used. Go to question #4
3. Summarize the comments received concerning proposed expenditures for PD and/or C.
Positive feedback about the Goals being linked to the Master Plan for Aging for ease of
implementation. Comments about the need to “provide radically different” ways of providing
services which will require more collaboration with subcontractors and CBO’s. The COVID
pandemic has highlighted the need for more collaboration and program development to
capture and address new trends.
4. Attendees were provided the opportunity to testify regarding setting minimum
percentages of Title III B program funds to meet the adequate proportion of funding for
Priority Services
27
☒Yes. Go to question #5
☐No, Explain:
5. Summarize the comments received concerning minimum percentages of Title IIIB funds to
meet the adequate proportion of funding for priority services. None.
6. List any other issues discussed or raised at the public hearing. None.
7. Note any changes to the Area Plan which were a result of input by attendees.
None.
28
SECTION 8 - IDENTIFICATION OF PRIORITIES PSA 7
To synthesize and prioritize the needs identified in the assessment process the AAA formulated four
goals. The AAA needs assessment, Key Informant Survey and the Senior Town Halls confirmed that
respondents wanted support to remain living in their own homes. This can be broadly supported through
policy, resource development, service provision and collabo ration with other organizations.
Results from the needs assessment were synthesized to formulate four goals:
1. The AAA will provide services to enable our aging community to live where they choose as they
age and have the help they and their families need to do so.
2. The AAA will promote development for Age-Friendly communities, ensure that community
infrastructure fully and meaningfully includes older adults and families by having accessible and
affordable housing, transportation, and community engagement.
3. The AAA will provide older adults with access to programs promoting health and well -being.
The AAA will improve access to information, assistance and resources to achieve greater equity of
resources and services among all older adults in our community.
29
SECTION 9 - AREA PLAN NARRATIVE GOALS AND OBJECTIVES PSA 7
Goal # 1
Goal: The AAA will provide services to enable our aging community to live where
they choose as they age and have the help they and their families need to do so.
Rationale: Contra Costa residents will have access to the help they need to live in the homes and communities they choose as they age. The AAA Needs Assessment, Key Informant Survey and the
Senior Town Halls confirmed that respondents wanted support to remain living independently in
their home communities as supported in the mission of the Older Americans Act. Since the
COVID19 outbreak, food insecurity has become the number one concern of many older adults in
the county.
OBJECTIVES Projected
Start and
End Dates
Title IIIB
Funded
PD or C4
Update
Status5
1. AAA Program Manager/ Senior Staff Assistant will work with Dept. of Public Health/Health Services and CBO’s to
expand services in identified food deserts to provide
additional social supports to at-risk seniors through meal
delivery, congregate meal sites and other services to
reduce food insecurity.
7/1/2020-
6/30/2021
PD
2. We will be prepared for the challenges and rewards of
caring for an aging loved-one, with access to the
resources and support they need, and without
endangering their own health or well -being or the health
and well-being of the person they are helping. AAA Staff will:
Develop a community education and training event to
support family caregivers by 6/30/2021.
Work with other Aging and Adult Service programs at
EHSD to expand the knowledge and support of family
caregivers.
7/1/2020-
6/30/2021
C
3. The AAA will develop relationships and activities with organizations providing services and advocacy on behalf
people with mental illness and disabilities. The AAA will
work in partnership with the Centers for Independent
Living (core partner) and other organizations to develop
an Aging, Disability and Resource Connection (ADRC).
Core partners will provide staff support to an ADRC
Advisory Counsel of the ADRC and will develop a
system for “warm transfers” of callers seeking
information and assistance.
7/1/2020-
6/30/2021
PD
.
30
4. AAA Staff will work with community partners, ACOA
Health Workgroup, County Health and Public Health
Departments to identify dementia health practices to be
implemented in Contra Costa County as a result of the
California Report on the Alzheimer’s disease to be
released in October 2020. Broad community education and an event will be planned as a r esult of the report’s
findings, will explore making Contra Costa County
“Dementia Friendly”.
7/1/2020-
6/30/2021
C
Goal # 2
Goal: T he AAA will promote development for Age -Friendly communities, ensure that
community infrastructure fully and meaningfully includes older adults and families by
having accessible and affordable housing, transportation, and community engage ment.
Rationale: AAA needs assessment, community forums, key informant results, and caller identified
need through the Information and Referral line indicate that access to affordable housing and
transportation are the highest priorities for older adults to remain living in their home communities . Contra Costa residents will have access to the help they need to live in the homes and communities
they choose as they age.
OBJECTIVES Projected
Start and
End Dates
Title IIIB
Funded
PD or C 4
Update
Status5
1. Through the ACOA Housing Workgroup, the AAA Senior
Staff Assistant is working in concert with ACOA members,
housing service providers, County Housing Authority,
affordable housing developers, homeless programs, and
other stakeholders to identify and develop advocacy
strategies and solutions to help seniors struggling to find
affordable housing.
7/1/2020-
6/30/2021
C
2. To improve transportation services for Contra Costa
County, the AAA will work with public agencies, ACOA
Transportation workgroup, transportation professionals,
community-based organizations, and older adults to:
Identify senior transportation issues and
resources.
Explore partnerships and collaborations to
improve and expand services .
7/1/2020-
6/30/2021
C
31
3. The AAA Program Manager, Aging and Adult Services
Senior Staff Assistants, and the ACOA Planning
Committee Members will work collaboratively with CBOs
to develop and plan special programs/events/services to
help address the needs of older adults with particular
attention to seniors with limited-English speaking
capability.
• Ensure Spanish translation at events (other languages)
Laotian Community in Richmond
Other ethnicities/non-English speakers as needed
7/1/2020-
6/30/2021
C
4. In order to address the needs of the Lesbian, Gay,
Bisexual, and Transgender (LGBTQ) community, the AAA
will:
Support CBOs to provide services for LGBTQ
clients;
Encourage training for CBOs to ensure safe and
welcoming environments to people of all sexual
orientation and gender identities.
7/1/2020-
6/30/2021
C
5. The AAA Staff will work with APS, ACOA Health
Workgroup, ACOA Technology Workgroup, and other
agencies to promote awareness of the health risks of
social isolation.
AAA Staff will work with CBOs to alleviate isolation by:
Creating an accessible AAA website that will showcase
events and community activities to ensure that community
resources are available to everyone throughout the county
Ensure that county social workers and others (outside of
the AAA) have access to resources to connect clients to services that provide socialization.
7/1/2020-
6/30/2021
C
6. AAA will work with the advocates and the disability community to support programs that will ensure
infrastructure to have accessible and affordable housing,
transportation and community engagement.
7/1/2020-6/30/2021 C
7. AAA Staff will actively participate in Senior Coalitions to
identify and prioritize the needs of older adults by providing
technical assistance in working with coalition members on
needs identified by members, including: health and
intergenerational issues, elder abuse prevention, and policy advocacy at all levels of the government.
7/1/2020-
6/30/2021
C
32
8. AAA Staff, ACOA members will work with CBOs to
raise awareness of older adult issues by:
Coordinating events to promote the Master Plan for
Aging and involving the County Board of Supervisors,
other municipalities, non-profit, and private sector
organizations
Promoting the inclusion of solutions to issues raised
in the Master Plan for Aging in the County’s long term
planning for aging and adult services.
Participating in SCAN Foundation’s California
Collaborative for Long -Term Services and Support
which seeks to build an effective, statewide social
movement to transform the State’s long -term services
and supports (LTSS) system.
7/1/2020-
6/30/2021
C
9. Aging and Adult Services Senior Staff Assistants,
Program Manager, Aging & Adult Services Director,
and ACOA members will focus on education and
promotion of “age-friendly” initiatives to ensure that
access to housing, transportation and civic life are
planned in local municipality’s policy decisions to
address the needs of seniors.
7/1/2020-6/30/2021 C
Goal # 3
Goal: The AAA will provide older adults with access to programs promoting health and
well-being.
Rationale: County residents will have access to programs promoting health and well -being throughout their life span.
OBJECTIVES
Projected
Start and
End Dates
Title IIIB
Funded
PD or C4
Update
Status5
. 1. AAA Staff will collaborate with Department of Health
Services (Senior Nutrition program) to increase meal sites and
alternative meals program in the less accessible areas (food
deserts) of the county.
7/1/2020-
6/30/2021
PD
2. AAA Staff will seek new partners (e.g., Behavioral Health)
who are not part of the Aging network to include them and
provide greater services to older adults in great need, such as
homeless and crisis shelters .
7/1/2020-
6/30/2021
C
3. AAA Staff will implement the Dignity at Home Program to
ensure that there is a strong injury prevention program that can
provide the assessment and equipment needed to help people
age in place safely.
7/1/2020-
6/30/2021
PD
33
Goal #4
The AAA will improve access to information, assistance and resources to achieve greater
equity of resources and services among all older adults in our community.
Rationale: The AAA Needs Assessment results , Key Informant Survey responses and the Senior Town Hall participants expressed many concerns about being able to afford to remain in their
homes, in addition to feeling the ongoing threats of potential financial exploitation by the many
scams targeting older adults.
OBJECTIVES Projected
Start and
End Dates
Title IIIB
Funded
PD or C4
Update
Status5
1. The AAA Program Manager, Aging and Adult Services
Senior Staff Assistants, and the ACOA will work
collaboratively with CBO’s to develop and plan special programs/events/services to help address economic
insecurity in retirement.
7/1/2020-
6/30/2021
C
2. AAA Program Manager, Senior Staff Assistants and the Advisory Council will work with various services providers
and other interested stakeholders to coordinate elder
abuse prevention activities for seniors vulnerable to or at
risk of exploitation.
• The Elder Abuse Prevention Workgroup of the ACOA will provide trainings and dissemination of elder abuse
prevention materials and other related presentations will
be made to the public several times per year.
• AAA/APS staff members in conjunction with
Ombudsman will assist with hosting seminars, fairs, or
other educational events related to elder abuse and
Elder Abuse Month.
7/1/2020-
6/30/2021
C
3. AAA Program Manager, Senior Staff Assistants , ACOA and
CBO’s will help plan for and prepare for disasters and
emergencies, and will provide timely communication and
response for emergencies. During emergencies, stakeholder
communications will be posted to the AAA website, information
sharing and outreach will occur to ensure all member in the community are notified and have access to resources.
7/1/2020-
6/30/2021
C
1 Indicate if Program Development (PD) or Coordination (C) is the objective (cannot be both). If a PD objective is not complete d in the
timeline required and is continuing in the following year, any objective revision must state additional tasks. 2 Use for the Area Plan Updates only to indicate if the objective is New, Continued, Revised, Completed, or Deleted.
34
SECTION 10 - SERVICE UNIT PLAN (SUP) OBJECTIVES PSA 7
TIT LE III/VIIA SERVICE UNIT PLAN OBJECTIVES CCR Article 3, Section 7300(d)
The Service Unit Plan (SUP) uses the National Aging Program Information System (NAPIS)
Categories and units of service . They are defined in the NAPIS State Program Report (SPR)
For services not defined in NAPIS, refer to the Service Categories and Data Dictionary and
the National Ombudsman Reporting System (NORS) Instructions.
1. Report the units of service to be provided with ALL funding sources . Related
funding is reported in the annual Area Plan Budget (CDA 122) for Titles IIIB, IIIC -1,
IIIC -2, IIID, and VIIA . Only report services provided; others may be deleted.
Personal Care (In-Home) Unit of Service = 1 hour
Fiscal Year
Proposed
Units of
Service
Goal Numbers
Objective Numbers (if applicable)
2020-2021 N/A
2021-2022
2022-2023
2023-2024
Homemaker (In-Home) Unit of Service = 1 hour
Fiscal Year
Proposed
Units of
Service
Goal Numbers
Objective Numbers (if applicable)
2020-2021 N/A
2021-2022
2022-2023
2023-2024
Chore (In-Home) Unit of Service = 1 hour
Fiscal Year
Proposed
Units of
Service
Goal Numbers
Objective Numbers (if applicable)
2020-2021 N/A
2021-2022
2022-2023
2023-2024
35
Home-Delivered Meal Unit of Service = 1 meal
Fiscal Year
Proposed
Units of
Service
Goal Numbers
Objective Numbers (if applicable)
2020-2021 450,000 1, 3
2021-2022
2022-2023
2023-2024
Adult Day/ Health Care (In-Home) Unit of Service = 1 hour
Fiscal Year
Proposed
Units of
Service
Goal Numbers
Objective Numbers (if applicable)
2020-2021 5,378 1,3
2021-2022
2022-2023
2023-2024
Case Management (Access) Unit of Service = 1 hour
Fiscal Year
Proposed
Units of
Service
Goal Numbers
Objective Numbers (if applicable)
2020-2021 N/A
2021-2022
2022-2023
2023-2024
Assisted Transportation (Access) Unit of Service = 1 one -way trip
Fiscal Year
Proposed
Units of
Service
Goal Numbers
Objective Numbers (if applicable)
2020-2021 40,782 2 4
2021-2022
2022-2023
2023-2024
36
Congregate Meals Unit of Service = 1 meal
Fiscal Year
Proposed
Units of
Service
Goal Numbers
Objective Numbers (if applicable)
2020-2021 153,510 1
2021-2022
2022-2023
2023-2024
Nutrition Counseling Unit of Service = 1 session per participant
Fiscal Year
Proposed
Units of
Service
Goal Numbers
Objective Numbers (if applicable)
2020-2021 N/A
2021-2022
2022-2023
2023-2024
Transportation (Access) Unit of Service = 1 one -way trip
Fiscal Year
Proposed
Units of
Service
Goal Numbers
Objective Numbers (if applicable)
2020-2021 N/A
2021-2022
2022-2023
2023-2024
Legal Assistance Unit of Service = 1 hour
Fiscal Year
Proposed
Units of
Service
Goal Numbers
Objective Numbers (if applicable)
2020-2021 4,911 4
2021-2022
2022-2023
2023-2024
37
Nutrition Education Unit of Service = 1 session per participant
Fiscal Year
Proposed
Units of
Service
Goal Numbers
Objective Numbers (if applicable)
2020-2021 19,950 2
2021-2022
2022-2023
2023-2024
Information and Assistance (Access) Unit of Service = 1 contact
Fiscal Year
Proposed
Units of
Service
Goal Numbers
Objective Numbers (if applicable)
2020-2021 17,500 1,2,3,4
2021-2022
2022-2023
2023-2024
Outreach (Access) Unit of Service = 1 contact
Fiscal Year
Proposed
Units of
Service
Goal Numbers
Objective Numbers (if applicable)
2020-2021 N/A
2021-2022
2022-2023
2023-2024
2. NAPIS Service Category – “Other” Title III Services
Each Title IIIB “Other” service must be an approved NAPIS Program service listed
above on the “Schedule of Supportive Services (III B)” page of the Area Plan Budget
(CDA 122) and the CDA Service Categories and Data Dictionary.
Identify Title IIIB services to be funded that were not reported in NAPIS
categories. (Identify the specific activity under the Other Supportive Service
Category on the “Units of Service” line when applicable.)
Title IIIB, Other Priority and Non -Priority Supportive Services
For all Title IIIB “Other” Supportive Services, use the appropriate Service Category name and
Unit of Service (Unit Measure) listed in the CDA Service Categories and Data Dictionary.
38
X Other Priority Supportive Services include : Alzheimer’s Day Care,
Comprehensive Assessment, Health, Mental Health, Public Information, Residential
Repairs/Modifications, Respite Care, Telephone Reassurance , and Visiting
Other Non-Priority Supportive Services include: Cash/Material Aid, Community
Education, Disaster Preparedness Materials, Emergency Preparedness, Employment,
Housing, Interpretation/Translation, Mobility Management, Peer Counseling, Personal
Affairs Assistance, Personal/Home Security, Registry, Senior Center Activities, and
Senior Center Staffing
All “Other” services must be listed separately. Duplicate the table below as needed.
Telephone Reassurance Unit of Service = 1 contact
Fiscal Year
Proposed
Units of
Service
Goal Numbers
Objective Numbers
2020-2021 6,552 1,3,4
2021-2022
2022-2023
2023-2024
Visiting Unit of Service= 1 hour
Fiscal Year
Proposed
Units of
Service
Goal Numbers
Objective Numbers
2020-2021 26,460 1,2,3,4
2021-2022
2022-2023
2023-2024
3. Title IIID/ Disease Prevention and Health Promotion
Instructions for Title IIID Disease Prevention and Health Promotion: Enter the name of
the proposed program to be implemented, proposed units of service and the Program Goal and
Objective number(s) that provide a narrative description of the program, and explain how the
service activity meets the criteria for evidence -based programs described in PM 15-10 if not
ACL approved.
Unit of Service = 1 contact
Service Activities: A Matter of Balance and Otago Classes
39
Title IIID/ Disease Prevention and Health Promotion: Enter required program goal and
objective numbers in the Title III D Service Plan Objective Table below:
Fiscal
Year
Proposed
Units of
Service
Goal Numbers Objective Numbers
(Required)
2020-2021 168 3 3
2021-2022
2022-2023
2023-2024
40
PSA 7
TITLE IIIB and Title VIIA:
LONG-TERM CARE (LTC) OMBUDSMAN PROGRAM OUTCOMES
2020-2024 Four-Year Planning Cycle
As mandated by the Older Americans Act Reauthorization Act of 2016, the mission of the
LTC Ombudsman Program is to seek resolution of problems and advocate for the rights of
residents of LTC facilities with the goal of ensuring their dignity, quality of life, and quality of
care.
Each year during the four-year cycle, analysts from the Office of the State Long -Term Care
Ombudsman (OSLTCO) will forward baseline numbers to the AAA from the prior fiscal year
National Ombudsman Reporting System (NORS) data as entered into the Statewid e
Ombudsman Program database by the local LTC Ombudsman Program and reported by the
OSTLCO in the State Annual Report to the Administration on Aging (AoA).
The AAA will establish targets each year in consultation with the local LTC Ombudsman
Program Coordinator. Use the yearly baseline data as the benchmark for determining yearly
targets. Refer to your local LTC Ombudsman Program’s last three years of AoA data for
historical trends. Targets should be reasonable and attainable based on current program
resources.
Complete all Measures and Targets for Outcomes 1-3;
Outcome 1. The problems and concerns of long -term care residents are solved
through complaint resolution and other services of the Ombudsman Program. Older
Americans Act Reauthorization Act of 201 6, Section 712(a) (3), (5)]
Measures and Targets:
A. Complaint Resolution Rate (NORS Element CD -08) (Complaint
Disposition). The average California complaint resolution rate for FY 2017-
2018 was 73%.
1. FY 2018-2019 Baseline Resolution Rate:
Number of complaints resolved 1,520 + number of partially resolved complaints 492
divided by the total number of complaints received 2,425 = Baseline Resolution Rate
_83__ % FY 2020-2021 Target Resolution Rate ___93%
FY 2020-21 Target Resolution Rate --------------% 2. FY 2019-2020 Baseline Resolution Rate:
Number of complaints partially or fully resolved ___________divided by the total number
of complaints received _____ = Baseline Resolution Rate_______% FY 2021-2022 Target Resolution Rate _________%
%
FY 2021-22 Target Resolution Rate %
3. FY 2020 - 2021 Baseline Resolution Rate:
Number of complaints partially or fully resolved divided by the total number
of complaints received = Baseline Resolution Rate_______%
FY 2022-2023 Target Resolution Rate________%
41
4. FY 2021-2022 Baseline Resolution Rate:
Number of complaints partially or fully resolved divided by the total number
of complaints received = Baseline Resolution Rate ______%
FY 2023-2024 Target Resolution Rate _________
Program Goals and Objective Numbers: 4
B. Work with Resident Councils (NORS Elements S -64 and S-65)
1. FY 2018-2019 Baseline: Number of Resident Council meetings attended 65
2. FY 2020-2021 Target: 70
2. FY 2019-2020 Baseline: Number of Resident Council meetings attended
FY 2021-2022 Target:
3. FY 2020-2021 Baseline: Number of Resident Council meetings attended
FY 2022-2023 Target:
4. FY 2021-2022 Baseline: Number of Resident Council meetings attended
FY 2023-2024 Target:
Program Goals and Objective Numbers:
C. Work with Family Councils (NORS Elements S-66 and S-67)
1. FY 2018-2019 Baseline: Number of Family Council meetings attended 0
2. FY 2020-2021 Target: 8
2. FY 2019-2020 Baseline: Number of Family Council meetings attended
FY 2021-2022 Target:
3. FY 2020-2021 Baseline: Number of Family Council meetings attended
FY 2022-2023 Target:
4. FY 2021-2022 Baseline: Number of Family Council meetings attended
FY 2023-2024 Target:
Program Goals and Objective Numbers: 4
D. Information and Assistance to Facility Staff (NORS Elements S -53 and S -54) Count of
instances of Ombudsman representatives’ interactions with facility staff for the purpose of
providing general information and assistance unrelated to a complaint. Information and
Assistance may be accomplished by telephone, letter, email, fax, or in-person.
1. FY 2018-2019 Baseline: Number of Instances1,104
FY 2020-2021 Target: 1,500
2. FY 2019-2020 Baseline: Number of Instances
FY 2021-2022 Target:
3. FY 2020-2021 Baseline: Number of Instances
FY 2022-2023 Target:
4. FY 2021-2022 Baseline: Number of Instances
FY 2023-2024 Target:
Program Goals and Objective Numbers:
E. Information and Assistance to Individuals (NORS Element S -55) Count of instances of
42
Ombudsman representatives’ interactions with residents, family members, friends, and others
in the community for the purpose of providing general information and assistance unrelated to
a complaint. Information and Assistance may be accomplished by: telephone, letter, email,
fax, or in person.
1. FY 2018-2019 Baseline: Number of Instances1,911
FY 2020-2021 Target: 2,000
2. FY 2019-2020 Baseline: Number of Instances
FY 2021-2022 Target:
3. FY 2020-2021 Baseline: Number of Instances
FY 2022-2023 Target:
4. FY 2021-2022 Baseline: Number of Instances
FY 2023-2024 Target:
Program Goals and Objective Numbers:
F. Community Education (NORS Element S -68) LTC Ombudsman Program participation in
public events planned to provide information or instruction to community members about
the LTC Ombudsman Program or LTC issues. The number of sessions refers to the number
of events, not the number of participants. This cannot include sessions that are counted as
Public Education Sessions under the Elder Abuse Prevention Program.
1. FY 2018-2019 Baseline: Number of Sessions 9
FY 2020-2021 Target: 20
2. FY 2019-2020 Baseline: Number of Sessions
FY 2021-2022 Target:
3. FY 2020-2021 Baseline: Number of Sessions
FY 2022-2023 Target:
4. FY 2021-2022 Baseline: Number of Sessions
FY 2023-2024 Target:
Program Goals and Objective Numbers: 1
G. Systems Advocacy (NORS Elements S-07, S-07.1)
One or more new systems advocacy efforts must be provided for each fiscal year Area Plan
Update. In the relevant box below for the current Area Plan year, in narrative format, please
provide at least one new priority systems advocacy effort the local LTC Ombudsman Program
will engage in during the fiscal year. The systems advocacy effort may be a multi -year initiative,
but for each year, describe the results of the efforts made during the previous year and what
specific new steps the local LTC Ombudsman program will be taking during the upcoming year .
Progress and goals must be separately entered each year of the four-year cycle in the
appropriate box below.
Systems Advocacy can include efforts to improve conditions in one LTC facility or can be
county-wide, state-wide, or even national in scope. (Examples: Work with LTC facilities to
improve pain relief or increase access to oral health care, work with law enforcement entities to
improve response and investigation of abuse complaints, collaboration with other agencies to
improve LTC residents’ quality of care and quality of life, participation in disaster preparedness
43
planning, participation in legislative advocacy efforts related to LTC issues, etc.) Be specific
about the actions planned by the local LTC Ombudsman Program.
Enter information in the relevant box below.
FY 2020-2021
FY 2020-2021 Systems Advocacy Effort(s):
Ombudsman Services will continue to work with Healthcare Career Pathway partners to
expand and improve the education for caregivers and licensed care professionals. The
partnership will work to deepen the pathway into east Contra Costa County and improve
person centered education and access to students with addressable barriers. The partnership
will work to develop a secondary training site and expand offerings to programs like RNA,
HHA,LVN
FY 2021-2022
Outcome of FY 2020-2021 Efforts:
FY 2021-2022 Systems Advocacy Effort(s): (Provide one or more new systems advocacy
efforts)
FY 2022-2023
Outcome of FY 2021-2022 Efforts:
FY 2022-2023 Systems Advocacy Effort(s): (Provide one or more new systems advocacy
efforts)
FY 2023-2024
Outcome of 2022-2023 Efforts:
FY 2023-2024 Systems Advocacy Effort(s): (Provide one or more new systems advocacy
efforts)
Outcome 2. Residents have regular access to an Ombudsman. [(Older
Americans Act Reauthorization Act of 2016), Section 712(a) (3) (D), (5) (B)
(ii)]
Measures and Targets :
A. Routine Access: Nursing Facilities (NORS Element S -58) Percentage of
nursing facilities within the PSA that were visited by an Ombudsman representative at least once each quarter not in response to a complaint. The percentage is
determined by dividing the number of nursing facilities in the PSA that were visited at least
once each quarter not in response to a complaint by the total number of nursing facilities in
the PSA. NOTE: This is not a count of visits but a count of facilities . In determining the number of facilities visited for this measure, no nursing facility can be counted more than
once.
44
1. FY 2018-2019 Baseline: Number of Nursing Facilities visited at least once a quarter not in
response to a complaint__29___divided by the total number of Nursing Facilities 31 =
Baseline_94__%
FY 2020-2021 Target: 94 %
2. FY 2019-2020 Baseline: Number of Nursing Facilities visited at least once a quarter not in
response to a complaint__divided by the total number of Nursing Facilities =
Baseline_____%
FY 2021-2022 Target: %
3. FY 2020-2021 Baseline: Number of Nursing Facilities visited at least once a quarter not in
response to a complaint_____divided by the total number of Nursing Facilities =
Baseline_____%
FY 2022-2023 Target: %
4. FY 2021-2022 Baseline: Number of Nursing Facilities visited at least once a quarter not in
response to a complaint_____divided by the total number of Nursing Facilities =
Baseline_____%
FY 2023-2024 Target: %
Program Goals and Objective Numbers: 4
B. Routine access: Residential Care Communities (NORS Element S-61) Percentage of
RCFEs within the PSA that were visited by an Ombudsman representative at least once each
quarter during the fiscal year not in response to a complaint. The percentage is determined
by dividing the number of RCFEs in the PSA that were visited at least once each quarter not
in response to a complaint by the total number of RCFEs in the PSA. NOTE: This is not a count
of visits but a count of facilities . In determining the number of facilities visited for this measure, no
RCFE can be counted more than once.
1. FY 2018-2019 Baseline: Number of RCFEs visited at least once a quarter not in
response to a complaint 345 divided by the total number of RCFEs 381 = Baseline
91 %
FY 2020-2021 Target: 93 %
2. FY 2019-2020 Baseline: Number of RCFEs visited at least once a quarter not in
response to a complaint divided by the total number of RCFEs = Baseline
%
FY 2021-2022 Target: %
3. FY 2020-2021 Baseline: Number of RCFEs visited at least once a quarter not in
response to a complaint divided by the total number of RCFEs = Baseline
%
FY 2022-2023 Target: %
4. FY 2021-2022 Baseline: Number of RCFEs visited at least once a quarter not in
response to a complaint divided by the total number of RCFEs = Baseline
%
FY 2023-2024 Target: %
Program Goals and Objective Numbers: 1, 4
C. Number of Full-Time Equivalent (FTE) Staff (NORS Element S -23) this number may only
45
include staff time legitimately charged to the LTC Ombudsman Program . Time spent working for or in
other programs may not be included in this number. For example, in a local LTC Ombudsman Program
that considers full-time employment to be 40 hour per week, the FTE for a staff member who works in
the Ombudsman Program 20 hours a week should be 0.5, even if the staff member work s an additional
20 hours in another program.
1. FY 2018-2019 Baseline: 5.51 FTEs
FY 2020-2021 Target: 5.5 FTEs
2. FY 2019-2020 Baseline: FTEs
FY 2021-2022 Target: FTEs
3. FY 2020-2021 Baseline: FTEs
FY 2022-2023 Target: FTEs
4. FY 2021-2022 Baseline: FTEs
FY 2023-2024 Target: FTEs
Program Goals and Objective Numbers: 1, 4
D. Number of Certified LTC Ombudsman Volunteers (NORS Element S -24)
1. FY 2018-2019 Baseline: Number of certified LTC Ombudsman volunteers 25
FY 2020-2021 Projected Number of certified LTC Ombudsman volunteers 25
2. FY 2019-2020 Baseline: Number of certified LTC Ombudsman volunteers
FY 2021-2022 Projected Number of certified LTC Ombudsman volunteers
3. FY 2020-2021 Baseline: Number of certified LTC Ombudsman volunteers
FY 2022-2023 Projected Number of certified LTC Ombudsman volunteers
4. FY 2021-2022 Baseline: Number of certified LTC Ombudsman volunteers
FY 2023-2024 Projected Number of certified LTC Ombudsman volunteers
Program Goals and Objective Numbers: 1, 4
Outcome 3. Ombudsman representatives accurately and consistently report data about
their complaints and other program activities in a timely manner . [Older Americans Act
Reauthorization Act of 2016, Section 712(c)]
Measures and Targets :
In the box below, in narrative format, describe one or more specific efforts your program will
undertake in the upcoming year to increase the accuracy, consistency, and timeliness of your
National Ombudsman Reporting System (NORS) data reporting.
Some examples could include:
Hiring additional staff to enter data
Updating computer equipment to make data entry easier
Initiating a case review process to ensure case entry is completed in a timely manner
46
OSCC will continue to ensure the highest level of accuracy in data management. In the
coming year the organization will add a complaints/case review system with Regional
Supervisors and quarterly case review meetings.
47
PSA 7
TITLE VIIA ELDER ABUSE PREVENTION
SERVICE UNIT PLAN OBJECTIVES
Units of Service: AAA must complete at least one category from the Units of Service
below.
Units of Service categories include public education sessions, training sessions for
professionals, training sessions for caregivers served by a Title IIIE Family Caregiver Support
Program, educational materials distributed, and hours of activity spent developing a
coordinated system which addresses elder ab use prevention, investigation, and prosecution.
When developing targets for each fiscal year, refer to data reported on the Elder Abuse
Prevention Quarterly Activity Reports. Set realistic goals based upon the prior year’s numbers
and the resources available. Activities reported for the Title VII Elder Abuse Prevention
Program must be distinct from activities reported for the LTC Ombudsman Program. No
activity can be reported for both programs.
AAAs must provide one or more of the service categories below.
NOTE: The number of sessions refers to the number of presentations and not the number of
attendees
Public Education Sessions –Indicate the total number of projected education sessions
for the general public on the identification, prevention, and treatme nt of elder abuse,
neglect, and exploitation.
Training Sessions for Professionals –Indicate the total number of projected training
sessions for professionals (service providers, nurses, social workers) on the identification,
prevention, and treatment of elder abuse, neglect, and exploitation.
Training Sessions for Caregivers Served by Title IIIE –Indicate the total number of
projected training sessions for unpaid family caregivers who are receiving services under
Title IIIE of the Older Americans Act (OA A) on the identification, prevention, and treatment
of elder abuse, neglect, and exploitation. Older Americans Act Reauthorization Act of 2016,
Section 302(3) ‘Family caregiver’ means an adult family member, or another individual, who
is an informal provi der of in-home and community care to an older individual or to an
individual with Alzheimer’s disease or a related disorder with neurological and organic brain
dysfunction.
Hours Spent Developing a Coordinated System to Respond to Elder Abuse –Indicate
the number of hours to be spent developing a coordinated system to respond to elder
abuse. This category includes time spent coordinating services provided by the AAA or its
contracted service provider with services provided by Adult Protective Services, l ocal law
enforcement agencies, legal services providers, and other agencies involved in the
protection of elder and dependent adults from abuse, neglect, and exploitation.
Educational Materials Distributed –Indicate the type and number of educational mate rials to
be distributed to the general public, professionals, and caregivers (this may include materials
48
that have been developed by others) to help in the identification, prevention, and treatment of
elder abuse, neglect, and exploitation.
Number of Individuals Served –Indicate the total number of individuals expected to be
reached by any of the above activities of this program.
49
PSA 7
TITLE VIIA ELDER ABUSE PREVENTION SERVICE UNIT PLAN OBJECTIVES
The agency receiving Title VIIA Elder Abuse Prevention funding is: Contra Costa County
Senior Legal Services
Fiscal Year Total # of Public
Education Sessions
Fiscal
Year
Total # of Training
Sessions for
Professionals
2020-2021 9 2020-2021 5
2021-2022 2021-2022
2022-2023 2022-2023
2023-2024 2023-2024
Fiscal Year
Total # of Training
Sessions for
Caregivers served
by Title IIIE
Fiscal
Year
Total # of Hours Spent
Developing a
Coordinated System
2020-2021 N/A 2020-2021 N/A
2021-2022 2021-2022
2022-2023 2022-2023
2023-2024 2023-2024
Fiscal Year
Total # of Copies of
Educational
Materials to be
Distributed
Description of Educational Materials
2020-2021 500 Identity theft and account fraud; Elder Court/Senior Self -
Help Clinic; What Should I Know About Elder Abuse;
Consumer Fraud
2021-2022
2022-2023
2023-2024
Fiscal Year Total Number of Individuals Served
2020-2021 950
2021-2022
2022-2023
2023-2024
50
PSA 7
TITLE IIIE SERVICE UNIT PLAN OBJECTIVES
CCR Article 3, Section 7300(d)
2020-2024 Four-Year Planning Period
This Service Unit Plan (SUP) uses the five broad federally mandated service categories. Refer to
the CDA Service Categories and Data Dictionary Revisions Effective July 2018 for eligible
activities and service unit measures. Specify proposed audience size or units o f service for ALL
budgeted funds.
Direct and/or Contracted IIIE Services
CATEGORIES
1
2
3
Family Caregiver
Services
Caring for Elderly
Proposed
Units of Service
Required
Goal #(s)
Optional
Objective #(s)
Information Services # of activities and Total est. audience for above
2020-2021 # of activities: 42
Total est. audience for
above:600
2
2021-2022 # of activities:
Total est. audience for above:
2022-2023 # of activities:
Total est. audience for above:
2023-2024 # of activities:
Total est. audience for above:
Access Assistance Total contacts
2020-2021 1,191 1
2021-2022
2022-2023
2023-2024
51
Access Assistance Total contacts
Support Services Total hours
2020-2021 1,619 1
2021-2022
2022-2023
2023-2024
Respite Care Total hours
2020-2021 3,208 1, 4
2021-2022
2022-2023
2023-2024
Supplemental Services Total occurrences
2020-2021 178 1,3,4
2021-2022
2022-2023
2023-2024
Direct and/or Contracted IIIE Services
Grandparent
Services
Caring for Children
Proposed Units of Service Required Goal #(s)
Optional Objective
#(s)
Information Services # of activities and Total est. audience for above
2020-2021 # of activities: 0
Total est. audience for above:
2021-2022 # of activities:
Total est. audience for above:
2022-2023 # of activities:
Total est. audience for above:
2023-2024 # of activities:
Total est. audience for above:
52
Grandparent
Services
Caring for Children
Proposed
Units of Service
Required
Goal #(s)
Optional Objective
#(s)
Access Assistance Total contacts
2020-2021 178 1
2021-2022
2022-2023
2023-2024
Support Services Total hours
2020-2021 399 1
2021-2022
2022-2023
2023-2024
Respite Care Total hours
2020-2021 525 1
2021-2022
2022-2023
2023-2024
Supplemental
Services Total occurrences
2020-2021 63 1, 3
2021-2022
2022-2023
2023-2024
53
PSA 7
HEALTH INSURANCE COUNSELING AND ADVOCACY PROGRAM (HICAP)
SERVICE UNIT PLAN
CCR Article 3, Section 7300(d)
MULTIPLE PSA HICAPs: If you are a part of a multiple-PSA HICAP where two or more AAAs
enter into an agreement with one “Managing AAA,” to deliver HICAP services on their behalf to
eligible persons in their AAA, then each AAA is responsible for providing HICAP services in the
covered PSAs in a way that is agreed upon and equitable among the participating parties.
HICAP PAID LEGAL SERVICES : Complete this section if your Master Contract contains a
provision for using HICAP funds to provide HICAP Legal Services.
STATE & FEDERAL PERFORMANCE TARGETS: The Administration for Community Living
(ACL) establishes targets for the State Health Insurance Assistance Program (SHIP)/HICAP
performance measures (PMs). ACL introduced revisions to the SHIP PMs in late 2016 in
conjunction with the original funding announcement (ref HHS -2017-ACL-CIP-SAPG-0184) for
implementation with the release of the Notice of Award (Grant No. 90SAPG0052 -01-01 issued
July 2017).
The new five federal PMs generally reflect the former seven PMs (PM 2.1 throug h PM 2.7),
except for PM 2.7, (Total Counseling Hours), which was removed because it is already being
captured under the SHIP Annual Resource Report. As a part of these changes, ACL
eliminated the performance -based funding scoring methodology and replaced it with a Likert
scale comparison model for setting National Performance Measure Targets that define the
proportional penetration rates needed for improvements.
Using ACL’s approach, CDA HICAP provides State and Federal Performance Measures with
goal-oriented targets for each AAA’s Planning and Service Area (PSA). One change to all PMs
is the shift to county-level data. In general, the State and Federal Performance Measures
include the following:
PM 1.1 Clients Counseled ~ Number of finalized Intakes for clients/ beneficiaries that
received HICAP services
PM 1.2 Public and Media Events (PAM) ~ Number of completed PAM forms categorized
as “interactive” events
PM 2.1 Client Contacts ~ Percentage of one -on-one interactions with any Medicare
beneficiaries
PM 2.2 PAM Outreach Contacts ~ Percentage of persons reached through events
categorized as “interactive”
PM 2.3 Medicare Beneficiaries Under 65 ~ Percentage of one -on-one interactions with
Medicare beneficiaries under the age of 65
PM 2.4 Hard-to -Reach Contacts ~ Percentage of one-on-one interactions with “hard -to -
reach” Medicare beneficiaries designated as:
o PM 2.4a Low-income (LIS)
o PM 2.4b Rural
o PM 2.4c English Second Language (ESL)
PM 2.5 Enrollment Contacts ~ Percentage of contacts with one or more qualifying
enrollment topics discussed
54
AAA’s should demonstrate progress toward meeting or improving on the Performance
requirements established by CDA and ACL as is displayed annually on the HICAP State and
Federal Performance Measures tool located online at:
https://www.aging.ca.gov/Providers_and_Partners/Area_Agencies_on_Aging/#pp -planning.
(Reference CDA PM 17-11 for further discussion, including current HICAP Performance
Measures and Definitions).
For current and future planning, CDA requires each AAA ensure that HICAP service units and
related federal Annual Resource Report data are documented and verified complete/ finalized
in CDA’s Statewide HICAP Automated Reporting Program (SHARP) system per the existing
contractual reporting requirements. HICAP Service Units do not need to be input in the Area
Plan (with the exception of HICAP Paid Legal Services, where applicable).
H ICAP Legal Services Units of Service (if applicable) 6
Fiscal Year
(FY)
3.1 Estimated Number of
Clients Represented Per FY
(Unit of Service)
Goal Numbers
2020-2021 6 4
2021-2022
2022-2023
2023-2024
Fiscal Year
(FY)
3.2 Estimated Number of Legal
Representation Hours Per FY
(Unit of Service)
Goal Numbers
2020-2021 30 4
2021-2022
2022-2023
2023-2024
Fiscal Year
(FY)
3.3 Estimated Number of
Program Consultation Hours
Per FY (Unit of Service)
Goal Numbers
2020-2021 9 1,4
2021-2022
2022-2023
2023-2024
3 Requires a contract for using HICAP funds to pay for HICAP Legal Services.
55
5
SECTION 11 - FOCAL POINTS PSA 7
COMMUNITY FOCAL POINTS LIST
CCR Title 22, Article 3, Section 7302(a ) (14), 45 CFR Section 1321.53(c), (Older
Americans Act Reauthorization Act of 2016, Section 306(a)
In the form below, provide the current list of designated community focal points and their
addresses. This information must match the total number of focal points reported in the
National Aging Program Information System (NAPIS) State Program Report (SPR), i.e.,
California Aging Reporting System, NAPISCare, Section III.D.
Designated Community Focal Point Address
1 Antioch Senior Center 415 West Second Street, Antioch
2 Brentwood Senior Activity Center 193 Griffith Lane, Brentwood
3 Concord Senior Center 2727 Parkside Circle, Concord
4 Danville Senior Center 115 E. Prospect, Danville
5 Open House Senior Center 6500 Stockton Avenue, El Cerrito
6 Hercules Senior Center 111 Civic Drive, Hercules
7 Lafayette Senior Services 500 St. Mary’s Road, Lafayette
8 Martinez Senior Community Center 818 Green Street, Martinez
9 Oakley Senior Center 204 Second Street, Oakley
10 Pinole Senior Center 2500 Charles Street, Pinole
11 Pittsburg Senior Center 300 Presidio Lane, Pittsburg
12 Pleasant Hill Senior Center 233 Gregory Lane, Pleasant Hill
13 Richmond Senior Citizens Center 2525 Macdonald Avenue, Richmond
14 Richmond Annex Senior Center 5801 Huntington Avenue, Richmond
15 San Pablo Senior Center 1943 Church Lane, San Pablo
16 Alcosta Senior Center 9300 Alcosta Boulevard, San Ramon
17 Walnut Creek Seniors’ Club 1375 Civic Drive, Walnut Creek
56
SECTION 12 - DISASTER PREPAREDNESS PSA 7
Disaster Preparation Planning Conducted for the 2020-2024 Planning Cycle Older
Americans Act Reauthorization Act of 2016 , Section 306(a)(17); 310, CCR Title 22,
Sections 7529 (a)(4) and 7547, W&I Code Division 8.5, Sections 9625 and 9716, CDA
Standard Agreement, Exhibit E, Article 1, 22 -25, Program Memo 10-29(P)
1. Describe how the AAA coordinates its disaster preparedness plans and activities with
local emergency response agencies, relief organizations, state and local governments,
and other organizations responsible for emergency preparedness and response as
required in OAA, Title III, Section 310:
2. Identify each of the local Office of Emergency Services (OES) contact person(s) within
the PSA that the AAA will coordinate with in the event of a disaster (add additional
information as needed for each OES within the PSA):
Name Title Telephone email
Rick Kovar OES Manager Office: rkova@socccounty.us
3. Identify the Disaster Response Coordinator within the AAA:
Name Title Telephone email
Anthony
Macias
Sr. Staff Assistant Office:
925-602-4175
amacias@ehsd.cccounty.us
4. List critical services the AAA will continue to provide after a disaster and describe how
these services will be delivered:
Critical Services How Delivered?
a. Staff Shelter County staff will staff emergency shelters
b. Support meal delivery AAA staff to assist with meal delivery
5. List any agencies with which the AAA has formal emergency preparation or response
agreements. The AAA is housed within the Contra Costa County Employment and
Human Services Department which is responsible for care and shelter in the event of
a major disaster. It has formal agreements with the American Red Cross, The Contra
Costa County Office of Emergency Services, the Contra Costa County Health
Department, and the Contra Costa Sherriff’s Department.
6. Identify each of the local Office of Emergency Services (OES) contact person(s) within
the PSA that the AAA will coordinate with in the event of a disaster (add additional
information as needed for each OES within the PSA): Anthony Macias (925)602-4175
7. Describe how the AAA will:
Identify vulnerable populations: The AAA utilizes information obtained from the In-Home
57
Support Services program and the a ging network in Contra Costa County on vulnerable
at risk individuals. The aging network consists of a collaboration of Ombudsman
Services, AAA Contractors, and non-profit organizations whose purposes is to serve and
advocate for older adults.
Follow-up with these vulnerable populations after a disaster event: Protocols are in place
to identify at risk populations and arrange for shelter care for those with special needs.
AAA works with the Ombudsman Program to ensure skilled nursing facilities, assisted
living facilities, and residential care homes provide for their clients, residents, and
patients during and after a disaster.
58
SECTION 13 - PRIORITY SERVICES PSA 7
2020-2024 Four-Year Planning Cycle
Funding for Access, In-Home Services, and Legal Assistance
The CCR, Article 3, Section 7312, requires the AAA to allocate an “adequate proportion”
of federal funds to provide Access, In-Home Services, and Legal Assistance in the PSA.
The annual minimum allocation is determined by the AAA through the planning process.
The minimum percentages of applicable Title III B funds 5 listed below have been
identified for annual expenditure throughout the four-year planning period. These
percentages are based on needs assessment findings, resources available within the
PSA, and discussions at public hearings on the Area Plan.
Category of Service and the Percentage of Title III B Funds expended in/or to be
expended in FY 2020-21 through FY 2023-2024
Access:
Transportation, Assisted Transportation, Case Management, Information and
Assistance, Outreach, Comprehensive Assessment, Health, Mental Health, and Public
Information
2020-21 20 % 21-22 % 22-23 % 23-24 %
In -Home Services:
Personal Care, Homemaker, Chore, Adult Day / Health Care, Alzheimer’s, Residential
2020-21 8% 21-22 % 22-23 % 23-24 %
Legal Assistance Required Activities:6
Legal Advice, Representation, Assistance to the Ombudsman Program and Involvement
in the Private Bar
2020-21 11 % 21-22 % 22-23 % 23-24 %
Explain how allocations are justified and how they are determined to be sufficient to meet the
need for the service within the PSA. 7
With no significant changes to the level of needs in these service categories, the percentage of allocation
remains the same as the previous planning cycle. The percentages continue to be established by the
Advisory Council on Aging and are approved each year at the public hearing and are in -line with AAA
funding and budget. However, if CBAS is eliminated these proportions will change at the next AP Update.
4 Minimum percentages of applicable funds are calculated on the annual Title IIIB baseline allocation, minus Title IIIB adminis tration and minus
Ombudsman. At least one percent of the final Title IIIB calculation must be allocated for each “Priority Service” category or a waiver must be
requested for the Priority Service category(s) that the AAA does not intend to fund.
5 Legal Assistance must include all the following activities: Legal Advice, Representation, Assistance to the Ombudsman Program and
Involvement in the Private Bar.
59
SECTION 14 - NOTICE OF INTENT TO PROVIDE DIRECT SERVICES PSA 7
CCR Article 3, Section 7320 (a ) (b) and 42 USC Section 3027(a) (8) (C)
If an AAA plans to directly provide any of the following services, it is required to provide a
description of the methods that will be used to assure that target populations throughout the
PSA will be served.
☐ Check if not providing any of the below-listed direct services.
Check applicable direct services check each applicable Fiscal Year
Title IIIB 20-21 21-22 22-23 23-24
☒ Information and Assistance ☒ ☐ ☐ ☐
☐ Case Management ☐ ☐ ☐ ☐
☐ Outreach ☐ ☐ ☐ ☐
☒ Program Development ☒ ☐ ☐ ☐
☒ Coordination ☒ ☐ ☐ ☐
☐ Long Term Care Ombudsman ☐ ☐ ☐ ☐
Title IID 20-21 21-22 22-23 23-24
☐ Disease Prevention and Health Promo. ☐ ☐ ☐ ☐
Title IIIE 9 20-21 21-22 22-23 23-24
☐ Information Services ☐ ☐ ☐ ☐
☐ Access Assistance ☐ ☐ ☐ ☐
☐ Support Services ☐ ☐ ☐ ☐
☐ Respite Services ☐ ☐ ☐ ☐
☐ Supplemental Services ☐ ☐ ☐ ☐
Title VIIA 20-21 21-22 22-23 23-24
☐ Long Term Care Ombudsman ☐ ☐ ☐ ☐
Title VII 20-21 21-22 22-23 23-24
☐ Prevention of Elder Abuse, Neglect, ☐ ☐ ☐ ☐
And Exploitation.
Describe methods to be used to ensure target populations will be served throughout the PSA.
Require RFP’s and RFI’s to include a plan to reach individuals with the greatest economic
or social needs
Require subcontractors to serve a minimum percentage of low-income and minority clients
Provide translation service as needed to assist non-/or limited English speaking client in all
regions of the county
Actively participate in work groups focusing on addressing multicultural issues
Collaborating with other agencies to assist in identifying and servicing low-income, minority
seniors who may be at risk of not accessing needed services
Focus on providing additional services to food deserts in the county
60
SECTION 15 - REQUEST FOR APPROVAL TO PROVID E DIRECT SERVICES PSA 7
Older Americans Act Reauthorization Act of 2016 Section
307(a) (8)
CCR Article 3, Section 7320(c), W&I Code Section 9533(f)
Complete and submit for CDA approval a separate Section 15 for each direct service not
specified in Section 14. The request for approval may include multiple funding sources for a
specific service.
☐ Check box if not requesting approval to provide any direct services.
Identify Service Category: HICAP
Check applicable funding source:10
☐ IIIB
☐ IIIC -1
☐ IIIC -2
☐ IIID
☐ IIIE
☐ VIIA
☒ HICAP
Request for Approval Justification:
☒ Necessary to Assure an Adequate Supply of Service OR
☒ More cost effective if provided by the AAA than if purchased from a comparable service
provider.
Check all fiscal year(s) the AAA intends to provide service during this Area Plan cycle.
x FY 20-21 x FY 21-22 ☐x FY 22-23 ☐x FY 23-24
Provide: documentation below that substantiates this request for direct delivery of the
above stated service 10: Contra Costa County AAA has provided HICAP as a direct service
since the inception of HICAP. The location of HICAP within county government has aided
client outcomes greatly in regards to its relationships to the County’s Medi -Cal and IHSS
staff, and can more effectively solve Medicare problems for people who also have Medi -Cal
because of these relationships. No other AAA’s are affected.
61
SECTION 16 - GOVERNING BOARD PSA 7
GOVERNING BOARD MEMBERSHIP
2020-2024 Four-Year Area Plan Cycle
CCR Article 3, Section 7302(a) (11)
Total Number of Board Members: 5
Name and Title of Officers: Office Term Expires:
CANDACE ANDERSEN, Chair, District II December 2025
DIANE BURGIS, Vice-Chair, District III December 2025
Names and Titles of All Members: Board Term Expires:
JOHN GIOIA, District I December 2022
KAREN MITCHOFF, District IV December 2022
FEDERAL GLOVER, District V December 2025
Explain any expiring terms – have they been replaced, renewed, or other?
62
SECTION 17 - ADVISORY COUNCIL PSA
ADVISORY COUNCIL MEMBERSHIP
2020-2024 Four-Year Planning Cycle
Older Americans Act Reauthorization Act of 2016 Section 306(a) (6) (D)
45 CFR, Section 1321.57
CCR Article 3, Section 7302(a)
(12)
Total Council Membership (include vacancies) 40 (10 Vacancies)
Number of Council Members over age 60 27
% of PSA's % on
60+Population Advisory Council
Race/Ethnic Composition
White 61% 70%
Hispanic 13% 4%
Black 8% 7%
Asian/Pacific Islander 0.5% 16%
Native American/Alaskan Native 0.2% 0
Other 17.3% 3%
Name and Title of Officers: Office Term Expires:
Susan Frederick, President/Chair
December 19, 2020
James Donnelly, Vice President December 19, 2020
Gail Garret, 2nd Vice President December 19, 2020
Richard Nahm , Secretary and Treasurer December 19, 2020
Name and Title of other members: Office Term Expires:
Aufhauser, Martin, Representing City of Moraga September 30, 2021
Bhambra, Jagjit, At Large #11 September 30, 2021
Bruns , Mary, At Large #15 September 30, 2020
Card, Deborah, At Large #5 September 30, 2020
Donnelly, James , Representing City of Danville September 30, 2021
Doran, Jennifer, Representing City of Hercules September 30, 2020
Fernandez, Rudy, Representing City of Antioch September 30, 2020
Frederick, Susan, At Large #20 September 30, 2020
Garret, Gail, Nutrition Council Representative September 30, 2020
63
Kee, Arthur, Representing City of Brentwood September 30, 2021
Kim-Selby, Joanna, Representing City of El Cerrito September 30, 2020
Kleiner, Jill, At Large #19 September 30, 2021
Krohn, Shirley, At Large #2 September 30, 2020
Leasure, Nancy, At Large #8 September 30, 2021
Lipson, Steve, At Large #6 September 30, 2020
Nahm, Richard, At Large #18 September 30, 2020
Napoli, Frank, Representing City of Walnut Creek September 30, 2021
Neemuchwalla, Nuru, At Large #12 September 30, 2020
O’Toole, Brian, At Large #16 September 30, 2021
Partridge, Erin, Representing City of Lafayette September 30, 2021
Richards, Gerald, At Large #9 September 30, 2021
Rose, Mary, At Large #13 September 30, 2020
Selleck, Summer, At Large #7 September 30, 2020
Smith, Frances, Representing City of Richmond September 30, 2020
Tervelt, Ron, Representing City of Clayton September 30, 2021
Thompson, Kathie, At Large #3 September 30, 2021
Tobey, Terri, At Large #10 September 30, 2021
Van Ackeren, Lorna, Representing City of Pleasant Hill September 30, 2020
Yee, Dennis, At Large #14 September 30, 2021
64
Indicate which member(s) represent each of the “Other Representation”
categories listed below.
Yes No
Low Income Representative
Disabled Representative
Supportive Services Provider Representative Health Care Provider Representative
Family Caregiver Representative Local Elected Officials
Individuals with Leadership Experience in
Private and Voluntary Sectors
Explain any "No" answer(s):
Explain any expiring terms – have they been replaced, renewed, or other?
Briefly describe the local governing board’s process to appoint Advisory Council
members:
Each new vacancy occurring on the Council is declared by Board Order. The Clerk of the Board’s Office is then instructed to advertise each vacancy for a period of 20 days prior to the filling of each seat to
encourage and permit interested members of the public to apply. Vacancies are identified on the County’s
website. Member at Large applicants are interviewed by the Council’s Membership Committee; Local
Committee Seats are selected by the cities (usually the City Councils). All new appointments to the Council
are made by Board Order. New members are given an orientation and advised of their duty to file FORM
700 and to complete ethics training for public officials as required by the Fair Political Practices
Commission. Members are also provided video training on the Br own Act and the County’s own Better
Governance Ordinance. Expired terms are renewed by mutual agreement.
65
SECTION 18 - LEGAL ASSISTANCE PSA 7
2020-2024 Four-Year Area Planning Cycle
This section must be completed and submitted annually. The Older Americans Act
Reauthorization Act of 2016 designates legal assistance as a priority service under Title III B [42
USC §3026(a)(2)] 12 CDA developed California Statewide Guidelines for Legal Assistance
(Guidelines), which are to be used as best practices by CDA, AAAs and LSPs in the contracting
and monitoring processes for legal services , and located at:
https://aging.ca.gov/Providers_and_Partners/Legal_Service s/#pp-gg
1. Specific to Legal Services, what is your AAA’s Mission Statement or Purpose Statement? Statement must include Title IIIB requirements: For the provision of Legal Services, the AAA contracts with
Contra Costa Senior Legal Services (CCSLS). The mission is to ensure justice, dignity, health,
security, maximum autonomy and independence to older residents of Contra Costa, with a
particular emphasis on those with the greatest economic and social need. They provide free
legal advice, representation and education to elderly residents of Contra Costa County. The
most urgent objective is to resolve legal problems that are adversely affecting basic needs of
the elderly such as food, shelter, health care, and freedom from physical, psychological or
economic abuse.
2. Based on your local needs assessment, what percentage of Title IIIB funding is allocated to
Legal Services? Discuss: 11 % of adequate proportion of unallocated Title IIIB
funding is directed to Legal Services.
3. Specific to Legal Services, has there been a change in your local needs in the past four
years? If so, please identify the change (include whether the change affected the level of funding and the difference in funding levels in the past four years). Yes, there has been a
10% increase in clients seen in the past 4 years, it does not account for the number of
people turned away either because the matter is not one that they could have helped
them with or because of the lack of capacity of the organization to provide services.
There was an increase in the level of funding for IIIB legal services. Approximately
27% of cases are housing related, primarily landlord/tenant disputes and eviction
defense.
4. Specific to Legal Services, does the AAA’s contract/agreement with the Legal Services
Provider(s) (LSPs) specify that the LSPs are expected to use the California Statewide
Guidelines in the provision of OAA legal services ? Yes, the agreement does include
expectations to use the California Statewide Guidelines in the provision of OAA
legal services.
5. Does the AAA collaborate with the Legal Services Provider(s) to jointly establish specific
priorities issues for legal services? If so what are the top four (4) priority legal issues in
your PSA? 1.) Prevention of Elder Abuse; 2.) Housing Preservation; 3.) Access to
Benefits; and 4.) Access to health care.
6. Specific to Legal Services, does the AAA collaborate with the Legal Services Provider(s) to
jointly identify the target population? If so, what is the targeted senior population in your
PSA AND what mechanism is used for reaching the target population? Yes Discuss:
Yes, the AAA collaborates with our legal service provider, CCSLS, to identify our target population.
The target population is older adults with the greatest social and economic need. The mechanism
for reaching them is through outreach and education at senior centers, nutrition sites, senior
housing complexes, community events, and gathering places with diverse racial/ethnic
66
populations , such as San Pablo and Bay Point. CCSLS distributes bro chures about its services in
English, Spanish, and several Asian languages. CCSLS recently began outreach at dialysis
clinics to advertise free health care directive services. CCSLS employs Spanish speaking staff
and provides outreach to immigration fairs. Website can be accessed in many different languages
(via Google translate); use of a language line for other languages (recently Farsi and Hindi).
Additionally, CCSLS collaborates with Ombudsman Services to reach those confined in long -term
care facilities.
7. Specific to Legal Services, what is the targeted senior population and mechanism for
reaching targeted groups in your PSA? Discuss:
The targeted senior population are those with the Greatest Social Need: Isolated, disabled, low -income, and non-English speaking are all risk factors. The Legal Services Provider
reaches them through a website that is accessible and includes a video describing their
services as well as a blog. They also rely on frequent in-person outreach (over 45 events
last year), distribute flyers in senior centers, food bank distribution site s and to Meals on
Wheel clients. In addition, they receive referrals from Adult Protective Services, Family
Justice Centers, Ombudsman Services, Contra Costa Bar Assn., local Senior Centers,
Information & Assistance, etc.
8. How many legal assistance service providers are in your PSA ? Complete table below.
Fiscal Year # of Legal Assistance
Services Providers
2020-2021 1
2021-2022 Leave Blank until 2021
2022-2023 Leave Blank until 2022
2023-2024 Leave Blank until 2023
6 For Information related to Legal Services, contact Chisorom Okwuosa at 916 419-7500 or chisorom.okwuosa@aging.ca.gov
67
9. Does your PSA have a hotline for legal services? No, Discuss: There is no senior specific hotline.
There was a statewide Senior Legal Hotline that was funded by a Model Grant. It no longer exists,
but Bay Area Legal Services does offer a Help Line for eligible clients.
10. What methods of outreach are Legal Services providers using? Discuss: The Legal Services Provider conducts outreach through a website that is accessible and includes a
video describing their services as well as a blog. They also rely on frequent in -person
outreach (over 45 events last year), distribute flyers in senior centers, food bank distribution
sites and to Meals on Wheel clients. In addition, they receive referrals from Adult Protective
Services, Family Justice Centers, Ombudsman Services, Contra Costa Bar Association,
local Senior Centers, Information & Assistance, etc.
11. What geographic regions are covered by each provider? Complete table below:
Fiscal Year Name of Provider Geographic Region covered
2020-2021 a. Contra Costa Senior Legal
Services
b.
c.
a. Contra Costa County
b.
c. 2021-2022 Leave Blank until 2021 Leave Blank until 2021
2022-2023 Leave Blank until 2022 Leave Blank until 2022
2023-2024 Leave Blank until 2023 Leave Blank until 2023
12. Discuss how older adults access Legal Services in your PSA: Discuss: Older Adults can access the
Legal Service provider at senior centers and at the agency’s office in person or by telephone. It also
conducts clinics at senior housing sites, assisted living facilities, and has staff who can travel to the home of an older adult who is homebound and in need of urgent service s.
13. Identify the major types of legal issues that are handled by the Title IIIB legal provider(s) in your PSA. Discuss (please include new trends of legal problems in your area): Discuss: The majority of cases
handled by Contra Costa Senior Legal Services have to do with eviction and other housing issues.
Other issues include debtors’ rights and planning for incapacity.
Housing: The title III Legal provider assists seniors with problems relating to housing,
including assistance with publicly subsidized housing, eviction defense, improving housing
conditions, lockouts and utility shut offs.
Elder Abuse: The title III Legal provider assists victims of abuse to enforce their rights
against their abusers. Services include advising seniors about financial elder abuse, fraud
and senior scams; assisting seniors in obtaining Elder Abuse Restraining Orders; and,
advising and assisting clients victimized by identity theft or fraud.
Consumer and Individual Rights: The Title III legal provider advises debtors about th eir
rights, assist with debt collector lawsuits, and with resolution of some contract disputes. It
also drafts powers of attorney and Advance Health Care Directives.
68
Public Benefits: The Title III legal advisor assists with waivers and reconsiderations in SSI
overpayment matters.
It also engages in planning for incapacity (Advance Health Care Directives and Durable
Powers of Attorney) for older residents of the County
Prior to the recent outbreak of the coronavirus, the most urgent trends concerned threats to housing and economic stability. These issues are likely to become even more pronounced in light of the
health crisis affecting our community.
14. In the past four years, has there been a change in the types of legal issues handled by the Title IIIB
legal provider(s) in your PSA? Yes, Discuss: The legal provider is now able to handle a limited
number of Social Security, SSI and Medi-Cal matters as well as expanding s ervices for incapacity
planning thanks to the pro bono volunteers .
15. What are the barriers to accessing legal assistance in your PSA? Include proposed strategies for overcoming such barriers. Discuss: The Legal Services provider is small and has a limited ability to
conduct outreach in languages other than Spanish and English. The Legal Services provider is endeavoring to use volunteers to address this barrier. Seniors also have difficulty with
transportation. While services are offered by telephone, many legal issues require review of
documents or in person assessment of capacity. The legal services provider is collaborating with
other agencies such as the Family Justice Center to provide services in the western and eastern
portions of the county.
16. What other organizations or groups does your legal service provider coordinate services with? Discuss: They coordinate services with Adult Protective Services, Family Justice Centers,
Ombudsman Services, Contra Costa Bar Association, local Senior Centers, Infor mation &
Assistance, Meals on Wheels Diablo Region, etc. In addition, they work on many collaborative
projects including the Elder Abuse Prevention Project (multiple agencies), the Resident
Empowerment Program (Ombudsman Services), and Pop up Legal Clinic s (the Food Bank), etc.
69
PSA 7
SECTION 19 - MULTIPURPOSE SENIOR CENTER ACQUISTION OR CONSTRUCTION
COMPLIANCE REVIEW 13
CCR Title 22, Article 3, Section 7302(a )
(15) 20-year tracking requirement
X No. Title IIIB funds not used for Acquisition or Construction.
☐ Yes. Title IIIB funds used for Acquisition or Construction.
Title III Grantee and/or Senior Center (complete the chart below):
Title III
Grantee
and/or
Senior
Center
Type
Acq/Const
IIIB Funds
Awarded
% Total
Cost
Recapture Period
Begin End
Compliance
Verification
State Use
Only
Name:
Address:
Name:
Address:
Name:
Address:
Name:
Address:
7 Acquisition is defined as obtaining ownership of an existing facility (in fee simple or by lease for 10 years or more) for use as a
Multipurpose Senior Center.
70
PSA 7
SECTION 20. FAMILY CAREGIVER SUPPORT PROGRAM
Notice of Intent for Non -Provision of FCSP Multifaceted Systems of Support Services
Older Americans Act Reauthorization Act of 2016 ,
Section 373(a) and (b)
2020-2024 Four-Year Planning Cycle
Based on the AAA’s review of current support needs and services for family caregivers and
grandparents (or other older relative of a child in the PSA), indicate what services the AAA intends
to provide using Title III E and/or matching FCSP funds for both family caregivers and
grandparents/older relative caregivers.
Check YES or NO for each of the services * identified below and indicate if the service will be provided
directly or contracted. If the AAA will not provide a service, a justification for each service is
required in the space below.
Family Caregiver Services
Category 2020-2021 2021-2022 2022-2023 2023-2024
Family
Caregiver
Information
Services
x
Yes No
Direct x Contract
Yes No
Direct Contract
Yes No
Direct Contract
Yes No
Direct Contract
Family
Caregiver
Access
Assistance
x
Yes No
Direct xContract
Yes No
Direct Contract
Yes No
Direct Contract
Yes No
Direct Contract
Family
Caregiver
Support
Services
x
Yes No
Direct xContract
Yes No
Direct Contract
Yes No
Direct Contract
Yes No
Direct Contract
Family
Caregiver
Respite Care
x
Yes No
Direct xContract
Yes No
Direct Contract
Yes No
Direct Contract
Yes No
Direct Contract
Family
Caregiver
Supplemental
Services
x Yes No
Direct xContract
Yes No
Direct Contract
Yes No
Direct Contract
Yes No
Direct Contract
*Refer to PM 11-11 for definitions for the above Title IIIE categories.
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Grandparent Services
Category 2020-2021 2021-2022 2022-2023 2023-2024
Grandparent
Information
Services
Yes x No
Direct Contract
Yes No
Direct Contract
Yes No
Direct Contract
Yes No
Direct Contract
Grandparent
Access
Assistance
Yesx No
Direct Contractx
Yes No
Direct Contract
Yes No
Direct Contract
Yes No
Direct Contract
Grandparent
Support
Services
Yesx No
Direct Contract x
Yes No
Direct Contract
Yes No
Direct Contract
Yes No
Direct Contract
Grandparent
Respite Care
Yesx No
Direct Contract x
Yes No
Direct Contract
Yes No
Direct Contract
Yes No
Direct Contract
Grandparent
Supplemental
Services
Yesx No
Direct Contractx
Yes No
Direct Contract
Yes No
Direct Contract
Yes No
Direct Contract
*Refer to PM 11-11 for definitions for the above Title IIIE categories.
Justification: For each service category checked “no”, explain how it is being addressed
within the PSA. The justification must include the following:
Provider name and address of agency: I&A, 400 Ellinwood, Pleasant Hill,
CA
Description of the service: Grandparent information services, AAA’s I&A
team provides resources and referrals to callers in need.
Where the service is provided (entire PSA, certain counties, etc.): Contra
Costa County
Information that influenced the decision not to provide the servic e
(research, needs assessment, survey of senior population in PSA,
etc.): Currently have only one provider of Grandparent Caregiver
services, the other provider quit late last year. At this time I&A is
able to provide referrals and resources to those who need help.
How the AAA ensures the service continues to be provided in the
PSA without the use of Title IIIE funds: call volume can be handled.
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SECTION 21 - ORGANIZATION CHART
Contra Costa County Board of Supervisors
Employment and Human Services
Director
Aging And Adult Services
Director
Area Agency on Aging
Program Manager
Information and Assistance
Sr. Staff Assistant
Social Worker (6)
Clerk
Volunteer
PT Social
Workers(2)
HICAP
Sr. Staff Assistant
Staff Assistant
PT Admin Aide
2-Non-County
Employees
46 Volunteers
OAA/ACOA Admin
Sr. Staff Assistant
OAA, FFCRA, CARES
Sr. Staff Assistant
SNAP-Ed, Dignity at Home
Sr. Staff Assistant (50%)
Advisory Council on Aging (40 seats)
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SECTION 22 - ASSURANCES
Pursuant to the Older Americans Act Reauthorization Act of 2016, (OAA), the Area Agency on
Aging assures that it will:
A. Assurances
1. OAA 306(a) (2)
Provide an adequate proportion, as required under Older Americans Act Reauthorization
Act of 2016 Section 307(a) (2), of the amount allotted for part B to the planning and
service area will be expended for the delivery of each of the following categories of
services—
(A) services associated with access to services (transportation, health services (including
mental health services) outreach, information and assistance, (which may include
information and assistance to consumers on availability of services under part B and
how to receive benefits under and participate in publicly supported programs for which
the consumer may be eligible) and case management services);
(B) in-home services, including supportive services for families of older individuals who
are victims of Alzheimer’s disease and related disorders with neurological and organic
brain dysfunction; and
(C) legal assistance; and assurances that the area agency on aging will report annually
to the State agency in detail the amount of funds expended for each such category
during the fiscal year most recently concluded;
2. OAA 306(a) (4) (A) (i) (I-II)
(I) provide assurances that the area agency on aging will -
(aa) set specific objectives, consistent with State policy, for providing services to
older individuals with greatest economic need, older individuals with greatest social
need, and older individuals at risk for institutional placement;
(bb) include specific objectives for providing services to low -income minority older
individuals, older individuals with limited English proficiency, and older individuals
residing in rural areas; and;
(II) include proposed methods to achieve the objectives described in (aa) and (bb) of
sub-clause (I);
3. OAA 306(a) (4) (A) (ii)
Include in each agreement made with a provider of any service under this title, a
requirement that such provider will—
(I) specify how the provider intends to satisfy the service needs of low-income minority
individuals, older individuals with limited English proficiency, and older individuals
residing in rural areas in the area served by the provider;
(II) to the maximum extent feasible, provide services to low-income minority individuals,
older individuals with limited English proficiency, and older individuals residing in rural
areas in accordance with their need for such services; and
(III) meet specific objectives established by the area agency on aging, for providing
services to low-income minority individuals, older individuals with limited English
74
proficiency, and older individuals residing in rural areas within the planning and service
area;
4. OAA 306(a) (4) (A) (iii)
With respect to the fiscal year preceding the fiscal year for which such plan is
prepared—
(I) identify the number of low-income minority older individuals in the planning and
service area;
(II) describe the methods used to satisfy the service needs of such minority older
individuals; and
(III) provide information on the extent to which the area agency on aging met the
objectives described in assurance number 2.
5. OAA 306(a) (4) (B)
Use outreach efforts that —
(i) identify individuals eligible for assistance under this Act, with special emphasis on—
(I) older individuals residing in rural areas;
(II) older individuals with greatest economic need (with particular attention to low-
income minority individuals and older individuals residing in rural areas);
(III) older individuals with greatest social need (with pa rticular attention to low-
income minority individuals and older individuals residing in rural areas);
(IV) older individuals with severe disabilities;
(V) older individuals with limited English proficiency;
(VI) older individuals with Alzheimer’s disease and related disorders with
neurological and organic brain dysfunction (and the caretakers of such
individuals); and
(VII) older individuals at risk for institutional placement; and
(ii) inform the older individuals referred to in sub -clauses (I) through (VII) of clause (i),
and the caretakers of such individuals, of the availability of such assistance;
6. OAA 306(a) (4) (C)
Contain an assurance that the Area Agency on Aging will e nsure that each activity
undertaken by the agency, including planning, advocacy, and systems develo pment,
will include a focus on the needs of low-income minority older individuals and older
individuals residing in rural areas;
7. OAA 306(a) (5)
Provide assurances that the Area Agency on Aging will coordinate planning, identification,
assessment of needs, and provision of services for older individuals with disabilities,
with particular attention to individuals with severe disabilities, and individuals at risk for
institutional placement with agencies that develop or provide services for individuals
with disabilities;
8. OAA 306(a) (9)
Provide assurances that the Area Agency on Aging will c arry out the State Long-Term
Care Ombudsman program under 307(a)(9), will expend not less than the total amount of
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funds appropriated under this Act and expended by the agency in fiscal year 2000 in
carrying out such a program under this title;
9. OAA 306(a) (11)
Provide information and assurances concerning services to older individuals who
are Native Americans (referred to in this paragraph as ‘‘older Native A mericans’’),
including—
(A) information concerning whether there is a significant population of older
Native Americans in the planning and service area and if so, the area agency
on aging will pursue activities, including outreach, to increase access of those
older Native Americans to programs and benefits provided under this title;
(B) An assurance that the Area Agency on Aging will to the maximum extent
practicable, coordinate the services the agency provides under this title with
services provided under title VI; and
(C) An assurance that the Area Agency on Aging will make services under the area
plan available, to the same extent as such services are available to older individuals
within the planning and service area, to older Native Americans.
10. OAA 306(a) (13) (A-E)
(A) maintain the integrity and public purpose of services provided, and
service providers, under this title in all contractual and commercial
relationships;
(B) disclose to the Assistant Secretary and the State agency—
(i) the identity of each nongovernmental entity with which such agency has
a contract or commercial relationship relating to providing any service to
older individuals; and
(ii) the nature of such contract or such relationship;
(C) demonstrate that a loss or diminution in the quantity or quality of the services
provided, or to be provided, under this title by such agency has not resulted and will
not result from such contract or such relationship;
(D) demonstrate that the quantity or quality of the services to be provided under this
title by such agency will be enhanced as a result of such contract or such
relationship; and
(E) on the request of the Assistant Secretary or the State, for the purpose of
monitoring compliance with this Act (including conducting an audit), disclose all
sources and expenditures of funds such agency receives or expends to provide
services to older individuals;
11. 306(a) (14)
Provide assurances that preference in receiving services under this Title shall not be
given to particular older individuals as a result of a contract or commercial relationship
that is not carried out to implement this title;
12. 306(a) (15)
Provide assurances that funds received under this title will be used —
(A) to provide benefits and services to older individuals, giving priority to
older individuals identified in Older Americans Act Reauthorization Act of
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2016, Section 306(a)(4)(A)(i); and
(B) in compliance with the assurances specified in Older Americans Act
Reauthorization act of 2016, Section 306(a)(13) and the limitations specified
in Older Americans Act Reauthorization Act of 2016, Section 212;
13: OAA 305(c) (5)
In the case of a State specified in subsection (b ) (5), the State agency; and shall provide
assurance, determined adequate by the State agency, that the area agency on aging will
have the ability to develop an area plan and to carry out, directly or through contractual or
other arrangements, a program in accordance with the plan within the planning and service
area.
14. OAA 307(a) (7) (B)
(i) no individual (appointed or otherwise ) involved in the designation of the State agency or
an area agency on aging, or in the designation of the head of any subdivision of the State
agency or of an area agency on aging, is subject to a conflict of interest prohibited under
this Act;
(ii) no officer, employee, or other representative of the State agency or an area agency
on aging is subject to a conflict of interest prohibited under this Act; and
(iii) Mechanisms are in place to identify and remove conflicts of interest prohibited under
this Act.
15. OAA 307(a) (11) (A)
(i) enter into contracts with providers of legal assistance, which can demonstrate the
experience or capacity to deliver legal assistance;
(ii) include in any such contract provisions to assure that any recipient of funds under
division (i) will be subject to specific restrictions and regulations promulgated under the
Legal Services Corporation Act (other than restrictions and regulations governing
eligibility for legal assistance under such Act and governing membership of local
governing boards) as determined appropriate by the Assistant Secretary; and
(iii) attempt to involve the private bar in legal assistance activities authorized under this
title, including groups within the private bar furnishing services to older individuals on a
pro bono and reduced fee basis.
16. OAA 307(a) (11) (B)
That no legal assistance will be furnished unless the grantee administers a program
designed to provide legal assistance to older individuals with social or economic need and
has agreed, if the grantee is not a Legal Services Corporation project grantee, to
coordinate its services with existing Legal Services Corporation projects in the planning and
service area in order to concentrate the use of funds provided under this title on individuals
with the greatest such need; and the area agency on aging makes a finding, after
assessment, pursuant to standards for service promulgated by the Assistant Secretary, that
any grantee selected is the entity best able to provide the particular services.
17. OAA 307(a) (11) (D)
To the extent practicable, that legal assistance furnished under the plan will be in addition
to any legal assistance for older individuals being furnished with funds from sources other
than this Act and that reasonable efforts will be made to maintain e xisting levels of legal
assistance for older individuals; and
77
18. OAA 307(a) (11) (E)
Give priority to legal assistance related to income, health care, long -term care, and
nutrition, housing, utilities, and protective services, defense of guardianship, ab use,
neglect, and age discrimination.
19. OAA 307(a) (12) (A)
In carrying out such services conduct a program consistent with relevant State law and
coordinated with existing State adult protective service activities for -
(i) public education to identify and prevent abuse of older individuals;
(ii) receipt of reports of abuse of older individuals;
(iii) active participation of older individuals participating in programs under this Act
through outreach, conferences, and referral of such individuals to other social
service agencies or sources of assistance where appropriate and consented to by
the parties to be referred; and
(iv) referral of complaints to law enforcement or public protective service agencies
where appropriate.
20. OAA 307(a) (15)
If a substantial number of the older individuals residing in any planning and service area in
the State are of limited English-speaking ability, then the State will require the area agency
on aging for each such planning and service area -
(A) To utilize in the delivery of outreach service s under Section 306(a ) (2) (A), the
services of workers who are fluent in the language spoken by a predominant number of
such older individuals who are of limited English-speaking ability.
(B) To designate an individual employed by the area agency on aging, or available to
such area agency on aging on a full-time basis, whose responsibilities will include:
(i) taking such action as may be appropriate to assure that counseling assistance is
made available to such older individuals who are of limited English-speaking ability
in order to assist such older individuals in participating in programs and receiving
assistance under this Act; and
(ii) providing guidance to individuals engaged in the delivery of supportive services
under the area plan involved to enable such individuals to be aware of cultural
sensitivities and to take into account effective linguistic and cultural differences.
21. OAA 307(a) (18)
Conduct efforts to facilitate the coordination of community-based, long-term care services,
pursuant to Section 306(a)(7), for older individuals who -
(A) reside at home and are at risk of institutionalization because of limitations on their
ability to function independently;
(B) are patients in hospitals and are at risk of prolonged institutionalization; or
(C) are patients in long-term care facilities, but who can return to their homes if
community-based services are provided to them?
22. OAA 307(a) (26)
That funds received under this title will not be used to pay any part of a cost (including an
administrative cost) incurred by the State agency, or an area agency on aging, to carry out
a contract or commercial relationship that is not carried out to implement this title.
78
23. OAA 307(a) (27)
Provide, to the extent feasible, for the furnishing of services under this Act, consistent with
self-directed care.
B. Code of Federal Regulations (CFR), Title 45 Requirements:
24. CFR [1321.53(a) (b)]
(a) The Older Americans Act intends that the area agency on aging shall be the leader
relative to all aging issues on behalf of all older p ersons in the planning and service area.
This means that the area agency shall proactively carry out, under the leadership and
direction of the State agency, a wide range of functions related to advocacy, planning,
coordination, interagency linkages, information sharing, brokering, monitoring and
evaluation, designed to lead to the development or enhancement of comprehensive and
coordinated community based systems in, or serving, each community in the Planning and
Service Area. These systems shall be designed to assist older persons in leading
independent, meaningful and dignified lives in their own homes and communities as long
as possible.
(b) A comprehensive and coordinated community-based system described in paragraph (a)
of this section shall:
(1) Have a visible focal point of contact where anyone can go or call for help, information or
referral on any aging issue;
(2) Provide a range of options:
(3) Assure that these options are readily accessible to all older persons: The independent,
semi-dependent and totally dependent, no matter what their income;
(4) Include a commitment of public, private, voluntary and personal resources committed to
supporting the system;
(5) Involve collaborative decision-making among public, private, voluntary, religious and
fraternal organizations and older people in the community;
(6) Offer special help or targeted resources for the most vulnerable older persons, those in
danger of losing their independence;
(7) Provide effective referral from agency to agency to assure that information or as sistance
is received, no matter how or where contact is made in the community;
(8) Evidence sufficient flexibility to respond with appropriate individualized assistance,
especially for the vulnerable older person;
(9) Have a unique character which is tailored to the specific nature of the community;
(10) Be directed by leaders in the community who have the respect, capacity and authority
necessary to convene all interested individuals, assess needs, design solutions, track
overall success, stimulate change and plan community responses for the present and for
the future.
25. CFR [1321.53(c)]
The resources made available to the area agency on aging under the Older Americans Act
are to be used to finance those activities necessary to achieve elements of a community
based system set forth in paragraph (b) of this section.
26. CFR [1321.53(c)]
Work with elected community officials in the planning and service area to designate one or
more focal points on aging in each community, as appropriate.
79
27. CFR [1321.53(c)]
Assure access from designated focal points to services financed under the Older
Americans Act.
CFR [1321.53(c)]
Work with, or work to assure that community leadership works with, other applicable
agencies and institutions in the community to achieve maximum coll ocation at, coordination
with or access to other services and opportunities for the elderly from the designated
community focal points.
28. CFR [1321.61(b) (4)]
Consult with and support the State's long -term care ombudsman program.
29. CFR [1321.61(d)]
No requirement in this section shall be deemed to supersede a prohibition contained in the
Federal appropriation on the use of Federal funds to lobby the Congress; or the lobbying
provision applicable to private nonprofit agencies and organizations containe d in OMB
Circular A-122.
30. CFR [1321.69(a)]
Persons age 60 and older who are frail, homebound by reason of illness or incapacitating
disability, or otherwise isolated, shall be given priority in the delivery of services under this
part.