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HomeMy WebLinkAboutMINUTES - 04202021 - Board of SupervisorsCALENDAR FOR THE BOARD OF SUPERVISORS CONTRA COSTA COUNTY AND FOR SPECIAL DISTRICTS, AGENCIES, AND AUTHORITIES GOVERNED BY THE BOARD BOARD CHAMBERS, ADMINISTRATION BUILDING, 1025 ESCOBAR STREET MARTINEZ, CALIFORNIA 94553-1229 DIANE BURGIS, CHAIR, 3RD DISTRICT FEDERAL D. GLOVER, VICE CHAIR, 5TH DISTRICT JOHN GIOIA , 1ST DISTRICT CANDACE ANDERSEN, 2ND DISTRICT KAREN MITCHOFF , 4TH DISTRICT MONICA NINO, CLERK OF THE BOARD AND COUNTY ADMINISTRATOR, (925) 655-2075 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. To slow the spread of COVID-19, the Health Officer’s Shelter Order of September 14, 2020, prevents public gatherings (Health Officer Order). In lieu of a public gathering, the Board of Supervisors meeting will be accessible via television and live-streaming to all members of the public as permitted by the Governor’s Executive Order N29-20. Board meetings are televised live on Comcast Cable 27, ATT/U-Verse Channel 99, and WAVE Channel 32, and can be seen live online at www.contracosta.ca.gov. PERSONS WHO WISH TO ADDRESS THE BOARD DURING PUBLIC COMMENT OR WITH RESPECT TO AN ITEM THAT IS ON THE AGENDA MAY CALL IN DURING THE MEETING BY DIALING 888-251-2949 FOLLOWED BY THE ACCESS CODE 1672589#. To indicate you wish to speak on an agenda item, please push "#2" on your phone. All telephone callers will be limited to two (2) minutes apiece. The Board Chair may reduce the amount of time allotted per telephone caller at the beginning of each item or public comment period depending on the number of calls and the business of the day. Your patience is appreciated. A lunch break or closed session may be called at the discretion of the Board Chair. Staff reports related to open session items on the agenda are also accessible on line at www.contracosta.ca.gov. ANNOTATED AGENDA & MINUTES April 20, 2021            9:00 A.M. Convene, call to order and opening ceremonies. Closed Session A. CONFERENCE WITH LABOR NEGOTIATORS (Gov. Code § 54957.6) Agency Negotiators: Monica Nino. Employee Organizations and Unrepresented Employees: Public Employees Union, Local 1; AFSCME Locals 512 and 2700; California Nurses Assn.; SEIU Locals 1021 and 2015; District Attorney Investigators’ Assn.; Deputy Sheriffs Assn.; United Prof. Firefighters I.A.F.F., Local 1230; Physicians’ & Dentists’ Org. of Contra Costa; Western Council of Engineers; United Chief Officers Assn.; Contra Costa County Defenders Assn.; Contra Costa County Deputy District Attorneys’ Assn.; Prof. & Tech. Engineers IFPTE, Local 21; Teamsters Local 856; and all unrepresented employees. Inspirational Thought- "Of all the paths you take in life, make sure a few of them are dirt." ~ John Muir 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:Monica Nino, County Administrator Mary Ann Mason, Deputy County Counsel  There were no announcements from Closed Session.   CONSIDER CONSENT ITEMS (Items listed as C.1 through C.126 on the following agenda) – Items are subject to removal from Consent Calendar by request of any Supervisor or on request for discussion by a member of the public. Items removed from the Consent Calendar will be considered with the Discussion Items.   DISCUSSION ITEMS   D.1 HEARING on the Fiscal Year 2021-2022 Recommended County and Special District Budgets. (Monica Nino, County Administrator)       Speakers: Joline Nava, Richmond; Katherine Wally, Gigi Crowder, Taun Hall; Edith Pastrano, ACCE Richmond; Melvin Willis, ACCE Richmone; Patricia Aguilar, ACCE Bay Point; Veronica Benjamin, Justice for Tyrone Wilson; Nick, Contra Costa resident; Daniel Romer, Walnut Creek; Yehudi Lieberman, Pleasant Hill; Melissa Tomlinson; Dan Geiger, Budget Justice Coalition; Carly Magnus, unincorporated Lafayette; Ramon, Richmond; Raul Vasquez; Jane Carrant, Richmond; Hector, Ensuring Opportunities Campaign; Elizabeth Patton, Danville; Destiny Briscoe, Contra Costa; Katie Mann, Danville; Jan Warren, SURGE Contra Costa County; Marianna Moore, Ensuring Opportunity Campaign; No Name Given; Joy, Contra Costa; Francisco Torres, ACCE; Avi, Contra Costa; Natasha Verma, Danville; Blanca Hortado; Sara, Danville; Rose Pareto, Walnut Creek; Elsa Stephens, Richmond; Michelle Luker, Danville. Written commentary was provided by Denny Khamphanthong, San Pablo (attached). During the meeting, the Supervisors requested information on CARES Act funding spent to date. The County Administrator's Office provided a list. This supplemental material is attached.    AYE: District I Supervisor John Gioia, District II Supervisor Candace Andersen, District III Supervisor Diane Burgis, District IV Supervisor Karen Mitchoff, District V Supervisor Federal D. Glover D. 2 CONSIDER Consent Items previously removed.    There were no items removed for discussion.   D. 3 PUBLIC COMMENT (2 Minutes/Speaker)    Katherine Wally, Walnut Creek, requested an independent investigation into the shooting death of Tyrell Wilson by Sheriff's Deputy Andrew Hall. She expressed concern that the officer is back to work , though not on a patrol assignment. She urged the Board to view this as a part of the larger systemic problem, a troubling pattern when it comes into a way that people suffering from a mental illness are met with lethal force in encounters with law enforcement.   D. 4 CONSIDER reports of Board members.    There were no items reported today.   ADJOURN    Adjourned today's meeting at 4:58 p.m.   CONSENT ITEMS   Road and Transportation   C. 1 APPROVE improvement plans for the installation of a crash cushion at Taylor Boulevard and Pleasant Hill Road, as recommended by the Public Works Director, Lafayette area. (100% Local Road Funds)       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. 2 AWARD and AUTHORIZE the Public Works Director, or designee, to execute a construction contract in the amount of $10,112,938 with Bridgeway Civil Constructors, Inc., for the Marsh Drive Bridge Replacement Project, Concord and Pacheco areas. (89% Federal Highway Bridge Program Funds, 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, on behalf of the County, a joint exercise of powers agreement with the City of Concord, effective April 20, 2021, to allocate project-related responsibilities between the County and the City in connection with the Marsh Drive Bridge Replacement Project, Concord area. (89% Federal Highway Bridge Program Funds, 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. 4 APPROVE and AUTHORIZE the Public Works Director, or designee, to execute, on behalf of the County, a joint exercise of powers agreement with East Bay Regional Park District (EBRPD), effective April 20, 2021, to require EBRPD to pay the County approximately $25,000, and to allocate project-related responsibilities between the County and EBRPD, in connection with the extension of the Iron Horse Trail and the Marsh Drive Bridge Replacement Project, Concord area. (100% EBRPD 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 REJECT all bids received for the Happy Valley Road Embankment Repair Project, and AUTHORIZE the Public Works Director, or designee, to re-advertise the project, Lafayette area. (89% Emergency Relief Funds, 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 Engineering Services   C. 6 ADOPT Resolution No. 2021/87 approving the sixth extension of the Subdivision Agreement for subdivision SD91-07553, for a project being developed by Alamo Land Investors, LLC and Alamo 37, LLC, as recommended by the Public Works Director, Alamo 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. 7 ADOPT Resolution No. 2021/112 ratifying the prior decision of the Public Works Director, or designee, to partially close a portion of San Miguel Drive between Shady Glen Road and Norris Road, and Shady Glen Road between San Miguel Drive and Oakdene Court, on April 1, 2021 through June 1, 2021 from 8:00 a.m. through 4:00 p.m., for the purpose of installing approximately 2,000 feet of water main infrastructure, 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. 8 ADOPT Resolution No. 2021/121 approving the Parcel Map for minor subdivision MS19-00001, for a project being developed by Shapell Deer Creek, LLC, as recommended by the Public Works Director, San Ramon 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. 9 ADOPT Resolution No. 2021/122 approving the Stormwater Management Facilities Operation and Maintenance Agreement for minor subdivision MS15-00008, for a project being subdivided by the property owner Leslie M. Sturtz, Trustee of the Sari Stadt Declaration of Trust - Exempt Generation Skipping Trust, as recommended by the Public Works Director, Lafayette 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. 10 ADOPT Resolution No. 2021/123 approving the Parcel Map and Subdivision Agreement for minor subdivision MS15-00008, for a project being developed by Gloria Knoll LLC, as recommended by the Public Works Director, Lafayette 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 Special Districts & County Airports   C. 11 Acting as the governing body of the Contra Costa County Flood Control and Water Conservation District (District), APPROVE and AUTHORIZE the Chief Engineer, or designee, to execute a license agreement requiring Alamo Square USA Investments, LLC, to pay the District an initial rent of $2,000 annually to use the District’s San Ramon Creek property for parking, seating, landscaping, and ingress and egress purposes from June 1, 2021 through May 31, 2031, Alamo area. (100% Rental Income)       AYE: District I Supervisor John Gioia, District II Supervisor Candace Andersen, District III Supervisor Diane Burgis, District IV Supervisor Karen Mitchoff, District V Supervisor Federal D. Glover C. 12 As the governing body of the Contra Costa County Flood Control and Water Conservation District, ADOPT Resolution No. 2021/127 and APPROVE and AUTHORIZE the Chief Engineer, or designee, to execute a related grant agreement with the State of California Coastal Conservancy and to accept a National Coastal Wetlands Conservation Grant in the amount of $970,000 for the Flood Control District’s Lower Walnut Creek Restoration Project, Martinez area. (99% Federal/State/Local Grant Funds, 1% Flood Control District Zone 3B Funds)       AYE: District I Supervisor John Gioia, District II Supervisor Candace Andersen, District III Supervisor Diane Burgis, District IV Supervisor Karen Mitchoff, District V Supervisor Federal D. Glover Claims, Collections & Litigation   C. 13 DENY claims filed by Donald J. Campbell, Anne Hancock (2), Angela Spruill, and Travelers Property Casualty Co. on behalf of Hillside Business Center Owners.       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 Acting as the Governing Board of the Contra Costa County Housing Authority, DENY claim filed by Javed Khalid.       AYE: District I Supervisor John Gioia, District II Supervisor Candace Andersen, District III Supervisor Diane Burgis, District IV Supervisor Karen Mitchoff, District V Supervisor Federal D. Glover Honors & Proclamations   C. 15 ADOPT Resolution No. 2021/130 proclaiming April 18-24, 2021 as National Crime Victims' Rights Week in promotion of victims' rights and to recognize crime victims and those who advocate on their behalf, as recommended by the District Attorney.       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 Ordinances   C. 16 INTRODUCE Ordinance No. 2021-13 allowing community members to care for found dogs and cats and establishing new leash restrictions; WAIVE reading; and FIX April 27, 2021, as the date for adoption. (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. 17 INTRODUCE Ordinance No. 2021-15 amending the Contra Costa County Ordinance Code to exclude from the merit system the new classification of Associate Medical Director-Exempt, Waive Reading and FIX April 27, 2021, for adoption.       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 INTRODUCE Ordinance No. 2021-14 amending the County Ordinance Code to retitle the classification of Departmental Personnel Officer - Exempt to the new title of Departmental Human Resources Officer I - Exempt and exclude from the merit system the new classification of Departmental Human Resources Officer II - Exempt in the list of classifications excluded from the merit system, WAIVE READING and FIX April 27, 2021, for adoption. (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 Appointments & Resignations   C. 19 APPOINT Brandon Matson to the District IV Alternate seat on the Contra Costa County Sustainability Commission, as recommended by Supervisor Mitchoff.       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 REAPPOINT Silvia Ledezma to the District 1 seat of the Arts & Culture Commission, as recommended by Supervisor Gioia.       AYE: District I Supervisor John Gioia, District II Supervisor Candace Andersen, District III Supervisor Diane Burgis, District IV Supervisor Karen Mitchoff, District V Supervisor Federal D. Glover C. 21 DECLARE vacant the Low Income No. 5 seat on the Economic Opportunity Council, and DIRECT the Clerk of the Board to post the vacancy, as recommended by the Employment and Human Services Director.       AYE: District I Supervisor John Gioia, District II Supervisor Candace Andersen, District III Supervisor Diane Burgis, District IV Supervisor Karen Mitchoff, District V Supervisor Federal D. Glover C. 22 REASSIGN Donald Maglhaes from the Appointee 1 seat to the Appointee 5 Seat; APPOINT Tyker Fagg to the Appointee 7 Seat and Richard Johnson to the 1st Alternate seat, all Alamo Residents, to the County Service Area P-5 Citizens Advisory Committee for a two-year term with an expiration date of January 1, 2023, as recommended by Supervisor Andersen.       AYE: District I Supervisor John Gioia, District II Supervisor Candace Andersen, District III Supervisor Diane Burgis, District IV Supervisor Karen Mitchoff, District V Supervisor Federal D. Glover Appropriation Adjustments   C. 23 Employment and Human Services Department (0502): APPROVE Appropriation and Revenue Adjustment No. 005037 authorizing the transfer of appropriations in the amount of $28,943 from Employment and Human Services Department, Children & Family Services Bureau (0502), Fund 100300 to Fleet Internal Services Fund, Auto and Trucks, Fund 150100 for the purchase of one replacement vehicle (2008 Ford Fusion Sedan Asset # 0793).       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. 24 ADOPT Position Adjustment Resolution No. 25680 to reclassify a Library Assistant Advanced Level (represented) position and it's incumbent to an Administrative Services Assistant III (represented) position in the Office of the Sheriff's, Custody Services Bureau – Detention Division. (100% Office of the Sheriff Inmate Welfare 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. 25 ADOPT Position Adjustment Resolution No. 25710 to add one Buyer II (represented) position and cancel one Administrative Services Assistant III (represented) position in the Health Services Department. (Cost savings)       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 ADOPT Position Adjustment Resolution No. 25702 to establish the classification of Associate Medical Director-Exempt and add two positions; cancel one vacant Hospitalist-Exempt (represented) position and two vacant Primary Care Provider-LMTD-EX (represented) positions in the Health Services Department. (Cost savings)       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. 27 ADOPT Position Adjustment Resolution No. 25707 to reassign position #232 and incumbent, Equal Employment Opportunity Officer (unrepresented) and position #15746 and incumbent, Clerk Experienced Level (represented) from Department 0003 (County Administrator) to Department 0150 (Risk Management), effective May 1, 2021, as recommended by the County Administrator. (Cost neutral)       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 ADOPT Position Adjustment Resolution No. 25717 add two Public Health Nurse positions (represented) in the Health Services Department. (50% State and Federal Grants, 50% CDPH Expansion)       AYE: District I Supervisor John Gioia, District II Supervisor Candace Andersen, District III Supervisor Diane Burgis, District IV Supervisor Karen Mitchoff, District V Supervisor Federal D. Glover C. 29 ADOPT Position Adjustment Resolution No. 25720 to increase the hours of four Primary Care Provider-Exempt part-time positions to full-time in the Health Services Department. (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. 30 ADOPT Position Adjustment Resolution No. 25713 to cancel one vacant Deputy Sheriff-Forensic Supervisor (represented) position and add one Forensic Supervisor (represented) position in the Office of the Sheriff, Support Services Bureau – Forensic Services Division. (Cost savings)       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 ADOPT Position Adjustment Resolution No. 25714 to cancel two vacant Deputy Sheriff-Criminalist III (represented) positions and add two Criminalist III (represented) positions in the Office of the Sheriff, Support Services Bureau – Forensic Services Division. (Cost savings)       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 ADOPT Position Adjustment Resolution No. 25718 to reallocate the salary on the salary schedule for the Departmental Human Resources Supervisor (APFB) (unrepresented) as recommended by the Director of Human Resources - Exempt.       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 ADOPT Position Adjustment Resolution No. 25719 to establish the new classification of Departmental Human Resources Officer II - Exempt and re-title the Departmental, Personnel Officer - Exempt to Departmental Human Resources Officer I - Exempt; cancel one position in both Health Services (HSD) and Employment and Human Services (EHSD); add two (2) new positions in the Departmental Human Resources Officer II - Exempt classification, appoint employee #46535 to the new position in HSD and place at step 4 in the salary range and appoint employee #83910 to the new position in EHSD and place at step 4 in the salary range. (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. 34 ADOPT Position Adjustment Resolution No. 25722 to add four Licensed Vocational Nurse (represented) positions and cancel two (2) part-time Registered Nurse (represented) positions in the Health Services Department. (100% CCHP Enterprise Fund II)       AYE: District I Supervisor John Gioia, District II Supervisor Candace Andersen, District III Supervisor Diane Burgis, District IV Supervisor Karen Mitchoff, District V Supervisor Federal D. Glover C. 35 ADOPT Personnel Adjustment Resolution No. 25723 to cancel one Administrative Services Assistant III position and add one Business Systems Analyst position (both represented) in the County Administrator's Office - Law and Justice Systems Planning and Development Unit. (100% County General Fund)       AYE: District I Supervisor John Gioia, District II Supervisor Candace Andersen, District III Supervisor Diane Burgis, District IV Supervisor Karen Mitchoff, District V Supervisor Federal D. Glover Leases   C. 36 APPROVE and AUTHORIZE the Public Works Director, or designee, to execute a lease with Community Youth Center, for a term of two years, for 6,593 square feet of warehouse space at 2250 Galaxy Court in Concord at an initial annual rent of $98,892 for the first year with two one-year renewal terms. (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. 37 ADOPT Resolution No. 2021/128 to approve and authorize the Employment and Human Services Director,   C. 37 ADOPT Resolution No. 2021/128 to approve and authorize the Employment and Human Services Director, or designee, to execute a contract amendment with California Department of Education to increase the payment limit by $4,170 to a new payment limit of $11,103,425 for State preschool services, with no change in term of July 1, 2020 through June 30, 2021. (100% State, 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 APPROVE and AUTHORIZE the Health Services Director, or designee, to execute a contract amendment with the Pittsburg Unified School District, to decrease the amount payable to the County by $150,000, to a new amount not to exceed $154,500, to provide mental health intervention services for agency-designated severely emotionally disturbed special education students for the period July 1, 2020 through June 30, 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. 39 APPROVE and AUTHORIZE the County Librarian, or designee, to apply for and accept a grant in the amount of $20,000 from the Dean and Margaret Lesher Foundation to provide library books and materials at the Juvenile Hall Library and at the Orin Allen Youth Rehabilitation Facility Library for the period June 1, 2021 through May 31, 2022. (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. 40 APPROVE and AUTHORIZE the Employment and Human Services Director, or designee, to apply for and submit an application to the Administration for Children and Families to carry-over $338,440 of unobligated funds under the Head Start Grant, for facility renovation and construction of the Central Kitchen Facility, for the period April 1 through December 31, 2021. (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. 41 APPROVE and AUTHORIZE the Employment and Human Services Director, or designee, to apply for and submit an application to the Administration for Children and Families to carry-over $514,825 of unobligated funds under the Early Head Start Grant, for facilities renovation and partial construction of the Central Kitchen Facility, for the period April 1 through December 31, 2021. (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. 42 APPROVE and AUTHORIZE the Employment and Human Services Director, or designee, to apply for and submit an application to the Administration for Children and Families to carry-over $1,457,564 of unobligated funds under the Early Head Start Childcare Partnership-2 Grant, for facility renovation and construction of the Central Kitchen Facility, for the period April 1 through December 31, 2021. (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. 43 ADOPT Resolution No. 2021/125 authorizing the Sheriff-Coroner, Undersheriff or Commander Management Services to apply for and accept State Homeland Security Grant Program funds in an initial amount of $1,250,000 from the California Governor’s Office of Emergency Services, make required grant assurances and authorize specific Sheriff’s officials to act on behalf of the County to obtain funding for the period of September 1, 2021, through the end of the grant fund availability. (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. 44 APPROVE and AUTHORIZE the Health Services Director to execute, on behalf of the County, a contract    C. 44 APPROVE and AUTHORIZE the Health Services Director to execute, on behalf of the County, a contract with Kaiser Permanente’s Northern California Community Benefit Programs, to pay the County an amount not to exceed $50,000 for the COVID-19 Ambassador Pathways to Possibilities to increase education regarding COVID-19 for youth and young adults 16-30 years old for the period December 1, 2020 through November 30, 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. 45 APPROVE and AUTHORIZE the Health Services Director, or designee, to execute a contract amendment with the California Department of Health Care Services, to decrease the amount payable to County by $1,222,762 for a new payment limit not to exceed $63,537,611 payable to the County for continuing Drug Medi-Cal Substance Abuse Treatment Services with no change in the term. (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. 46 APPROVE and AUTHORIZE the Health Services Director, or designee to submit a grant application to the California Board of State and Community Corrections, in an amount not to exceed $500,000 per year for the Residential Substance Abuse Treatment Grant Program to provide substance use disorders treatment for inmates at the West County Detention for the period July 1, 2021 through June 30, 2024. (25% 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. 47 APPROVE and AUTHORIZE the Sheriff-Coroner, or designee, to execute a contract with the City of Oakley to pay the County an amount not to exceed $4,100,000 to provide police dispatching services for the period May 1, 2021 through April 30, 2026. (100% City of Oakley)       AYE: District I Supervisor John Gioia, District II Supervisor Candace Andersen, District III Supervisor Diane Burgis, District IV Supervisor Karen Mitchoff, District V Supervisor Federal D. Glover C. 48 APPROVE and AUTHORIZE the Sheriff-Coroner, or designee, to execute a contract with the Town of Moraga to pay the County an amount not to exceed $1,000,000 to provide police dispatching services for the period July 1, 2021 through June 30, 2025. (100% Reimbursement Revenue)       AYE: District I Supervisor John Gioia, District II Supervisor Candace Andersen, District III Supervisor Diane Burgis, District IV Supervisor Karen Mitchoff, District V Supervisor Federal D. Glover APPROVE and AUTHORIZE execution of agreement between the County and the following parties as noted for the purchase of equipment and/or services:   C. 49 APPROVE and AUTHORIZE the Agricultural Commissioner, or designee, to execute a contract with the Regents of the University of California in an amount not to exceed $64,000 to provide Master Gardener Program Coordinator services for the period July 1, 2021 through June 30, 2022. (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. 50 APPROVE and AUTHORIZE the Sheriff-Coroner, or designee, to execute an Assignment and Assumption of Contract and Consent and Amendment with Gemalto Cogent, Inc. and Thales DIS USA, Inc. assigning the contract from Gemalto Cogent, Inc. to Thales DIS USA, Inc. effective September 30, 2020, and extending the term of the contract to December 31, 2022. (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. 51 APPROVE and AUTHORIZE the Agricultural Commissioner, or designee, to execute a contract amendment    C. 51 APPROVE and AUTHORIZE the Agricultural Commissioner, or designee, to execute a contract amendment to the California Department of Food and Agriculture Asian Citrus Psyllid Winter Detection Trapping Agreement to extend the terms by two months to June 30, 2021 and to increase the payment by $9,561 to a new total not to exceed $78,422 for reimbursement to the county due to increased insect trapping work. (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. 52 APPROVE and AUTHORIZE the Purchasing Agent or designee to execute, on behalf of the Sheriff-Coroner, a purchase order with Correctional Technologies, Inc., in the amount of $750,000 to purchase bunk beds for the County’s detention facilities. Countywide. (100% Facility Life Cycle Improvement Program Funds)       Removed from consideration with no anticipated return date.   C. 53 Acting as the Governing Board of the Contra Costa County Fire Protection District, (1) APPROVE and AUTHORIZE the Purchasing Agent to execute a purchase order with Carahsoft Technology Corp, in an amount not to exceed $200,000, for the purchase of Google Workspace e-mail and other hosted services for the period April 10, 2021, through April 10 , 2024, and (2) APPROVE and AUTHORIZE the Fire Chief, or designee, to execute a contract with SADA Systems, Inc., in an amount not to exceed $50,000, for implementation and support of the Google Workspace system, for the period April 10 , 2021, through April 10, 2024.(100% CCCFPD Operating 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. 54 APPROVE and AUTHORIZE the Public Works Director, or designee, to execute a contract amendment with JM Auto Painting, Inc. (dba Precision Paint & Collision), to extend the term from May 31, 2021 through May 31, 2022 to provide on-call collision and auto body repair services to County vehicles, with no change to the payment limit of $500,000, 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. 55 APPROVE and AUTHORIZE the Public Works Director, or designee, to execute a contract amendment with Summit Building Services, Inc., effective March 30, 2021, to extend the term from March 31, 2021 to June 30, 2021 and increase the payment limit by $12,850,000 to a new payment limit of $20,000,000 to provide as-needed custodial and emergency deep cleaning, 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. 56 APPROVE and AUTHORIZE the Public Works Director, or designee, to execute a contract amendment with Gigi Walker (dba Walker’s Auto Body & Fleet Repair), to extend the term from May 31, 2021 through May 31, 2022 to provide on-call collision and auto body repair services to County vehicles, with no change to the payment limit of $400,000, 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. 57 APPROVE and AUTHORIZE the County Treasurer-Tax Collector to execute a Software and Services Agreement with Emphasys Computer Solutions, Inc., in an amount not to exceed $500,000 for a hosted treasury management software system, for the period April 20, 2021 to April 19, 2028. (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. 58 APPROVE and AUTHORIZE the Health Services Director, or designee, to execute a contract with America    C. 58 APPROVE and AUTHORIZE the Health Services Director, or designee, to execute a contract with America West Medical Transportation, Inc., in an amount not to exceed $525,000 to provide non-emergency medical transportation services for Contra Costa Health Plan members for the period April 1, 2021 through March 31, 2024. (100% Contra Costa Health Plan Enterprise Fund II)       AYE: District I Supervisor John Gioia, District II Supervisor Candace Andersen, District III Supervisor Diane Burgis, District IV Supervisor Karen Mitchoff, District V Supervisor Federal D. Glover C. 59 APPROVE and AUTHORIZE the Health Services Director, or designee, to execute a contract with SSC Pittsburg Operating Company, LP (dba Diamond Ridge Healthcare Center), in an amount not to exceed $900,000 to provide skilled nursing facility services for Contra Costa Health Plan members for the period May 1, 2021 through April 30, 2023. (100% Contra Costa Health Plan Enterprise Fund II)       AYE: District I Supervisor John Gioia, District II Supervisor Candace Andersen, District III Supervisor Diane Burgis, District IV Supervisor Karen Mitchoff, District V Supervisor Federal D. Glover C. 60 APPROVE and AUTHORIZE the Health Services Director, or designee, to execute a contract with HYGEIA II Medical Group, Inc. (dba A Breast Pump and More), in an amount not to exceed $375,000 to provide durable medical equipment to Contra Costa Health Plan members for the period April 1, 2021 through March 31, 2024. (100% Contra Costa Enterprise Fund II)       AYE: District I Supervisor John Gioia, District II Supervisor Candace Andersen, District III Supervisor Diane Burgis, District IV Supervisor Karen Mitchoff, District V Supervisor Federal D. Glover C. 61 APPROVE and AUTHORIZE the Employment and Human Services Director, or designee, to continue reimbursement to those employers participating in the Contra Costa Works Subsidized Employment Program, whereby the Employment and Human Services Department will enter into worksite contractual/financial agreements with employers to allow for reimbursement of up to $15 per hour but not to exceed $20 per hour for those CalWORKs clients serving at employers' work during the period July 1, 2021 through June 30, 2022. (94% Federal and 6% State revenue, no County cost)       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. 62 APPROVE and AUTHORIZE the Employment and Human Services Director, or designee, to continue the process of reimbursement to those employers participating in the Expanded Contra Costa Works Subsidized Employment Program whereby the Employment and Human Services Department will enter into worksite contractual/financial agreements with employers to allow for reimbursement of $15 per hour but not to exceed $20 per hour for those CalWORKs clients serving at employer's worksite during the period July 1, 2021 through June 30, 2022.(86% Federal, 14% State, no County cost       AYE: District I Supervisor John Gioia, District II Supervisor Candace Andersen, District III Supervisor Diane Burgis, District IV Supervisor Karen Mitchoff, District V Supervisor Federal D. Glover C. 63 APPROVE and AUTHORIZE the County Counsel or designee to execute a contract amendment with Ellis Buehler Makus for the provision of on-going legal assistance conducting workplace investigations, preparing for anticipated litigation, and providing legal advice. (100% User Departments)       AYE: District I Supervisor John Gioia, District II Supervisor Candace Andersen, District III Supervisor Diane Burgis, District IV Supervisor Karen Mitchoff, District V Supervisor Federal D. Glover C. 64 APPROVE and AUTHORIZE the Health Services Director, or designee, to execute a contract amendment with Shelter Inc. of Contra Costa County, to increase the payment limit by $609,576 to a new payment limit of $1,767,540 and to extend the termination date from June 30, 2021 to June 30, 2022, for additional COVID-19 emergency shelter services to families in Contra Costa County. (100% FEMA)       AYE: District I Supervisor John Gioia, District II Supervisor Candace Andersen, District III Supervisor Diane Burgis, District IV Supervisor Karen Mitchoff, District V Supervisor Federal D. Glover C. 65 APPROVE and AUTHORIZE the Health Services Director, or designee, to execute a contract amendment    C. 65 APPROVE and AUTHORIZE the Health Services Director, or designee, to execute a contract amendment with Toyon Associates, Inc., to increase the payment limit by $200,000 to a new payment limit of $450,000, with no change in the term January 1, 2020 through December 31, 2021, to provide additional consultation and technical assistance regarding Medicare auditing and reporting. (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. 66 APPROVE and AUTHORIZE the Chief Information Officer, Department of Information Technology, or designee, to execute an amendment to the Oracle Master Agreement dated November 27, 2015 to extend the term from November 27, 2020 through November 27, 2025 to allow County departments the authority to execute ordering documents directly with Oracle for their software support and maintenance agreements. (100% User Departments)       AYE: District I Supervisor John Gioia, District II Supervisor Candace Andersen, District III Supervisor Diane Burgis, District IV Supervisor Karen Mitchoff, District V Supervisor Federal D. Glover C. 67 APPROVE and AUTHORIZE the Health Services Director, or designee, to execute an amendment with Sun Healthcare and Surgery Group, Inc., a corporation, in an amount not to exceed $4,500,000, to provide podiatry and wound care services for Contra Costa Health Plan members for the period from April 1, 2021 through March 31, 2024. (100% CCHP Enterprise Fund II)       AYE: District I Supervisor John Gioia, District II Supervisor Candace Andersen, District III Supervisor Diane Burgis, District IV Supervisor Karen Mitchoff, District V Supervisor Federal D. Glover C. 68 APPROVE and AUTHORIZE the Health Services Director, or designee, to execute a contract with Baltic Sea Manor, LLC, in an amount not to exceed $249,000 to provide augmented board and care services for the period April 1, 2021 through March 31, 2022. (100% Providers and Teens Communicating for Health Program)       AYE: District I Supervisor John Gioia, District II Supervisor Candace Andersen, District III Supervisor Diane Burgis, District IV Supervisor Karen Mitchoff, District V Supervisor Federal D. Glover C. 69 APPROVE and AUTHORIZE the Health Services Director, or designee, to execute a contract with Diablo Nephrology Medical Group, Inc., in an amount not to exceed $1,950,000 to provide nephrology services for Contra Costa Health Plan members for the period May 1, 2021 through April 30, 2024. (100% CCHP Enterprise Fund II)       AYE: District I Supervisor John Gioia, District II Supervisor Candace Andersen, District III Supervisor Diane Burgis, District IV Supervisor Karen Mitchoff, District V Supervisor Federal D. Glover C. 70 APPROVE and AUTHORIZE the Health Services Director, or designee, to execute a contract with East Bay Nephrology Medical Group, Inc., in an amount not to exceed $1,500,000 to provide nephrology and internal medicine services for Contra Costa Health Plan members for the period May 1, 2021 through April 30, 2024. (100% CCHP Enterprise Fund II)       AYE: District I Supervisor John Gioia, District II Supervisor Candace Andersen, District III Supervisor Diane Burgis, District IV Supervisor Karen Mitchoff, District V Supervisor Federal D. Glover C. 71 APPROVE and AUTHORIZE the Health Services Director, or designee, to execute a contract with Odyssey Healthcare Operating A, LP (dba Kindred Hospice), in an amount not to exceed $945,000 to provide hospice services for Contra Costa Health Plan members for the period May 1, 2021 through April 30, 2024. (100% CCHP Enterprise Fund II)       AYE: District I Supervisor John Gioia, District II Supervisor Candace Andersen, District III Supervisor Diane Burgis, District IV Supervisor Karen Mitchoff, District V Supervisor Federal D. Glover C. 72 APPROVE and AUTHORIZE the Health Services Director, or designee, to execute a contract with California Eye Clinic, in an amount not to exceed $1,800,000 to provide ophthalmology, optometry and ambulatory surgery center services for Contra Costa Health Plan members and County recipients for the period May 1, 2021 through April 30, 2024. (100% CCHP Enterprise Fund II)       AYE: District I Supervisor John Gioia, District II Supervisor Candace Andersen, District III Supervisor Diane Burgis, District IV Supervisor Karen Mitchoff, District V Supervisor Federal D. Glover C. 73 APPROVE and AUTHORIZE the Public Works Director, or designee, to execute a contract with Massone Mechanical, Inc., in an amount not to exceed $800,000 to provide on-call refrigeration maintenance and repair services at various County facilities, for the period June 1, 2021 through May 31, 2024, 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. 74 APPROVE and AUTHORIZE the Public Works Director, or designee, to execute a contract amendment with Agurto Corporation (dba Pestec), to extend the term from March 31, 2021 through July 31, 2021 to provide structural integrated pest management services at various County facilities, with no change to the payment limit, 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. 75 APPROVE and AUTHORIZE the Employment and Human Services Director, or designee, to execute a contract with General Datatech, LP of Dallas, Texas, in an amount not to exceed $624,808 for the purchase and installation of a Cisco Hyperconverged System (Hyperflex) and professional training services for the period April 1, 2021 through June 30, 2024. (58% Federal, 36% State and 6% 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. 76 APPROVE and AUTHORIZE the Health Services Director, or designee, to execute a contract amendment with API Healthcare Corporation, to increase the payment limit by $7,260 to a new payment limit of $709,068 for additional software consultation, implementation, and maintenance services for the period April 20, 2021 through June 29, 2022. (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. 77 APPROVE and AUTHORIZE the Health Services Director, or designee, to execute a contract with Advanced Respiratory, Inc., in an amount not to exceed $450,000 to provide durable medical equipment including respiratory medical devices for Contra Costa Health Plan members for the period May 1, 2021 through April 30, 2024. (100% CCHP Enterprise Fund II)       AYE: District I Supervisor John Gioia, District II Supervisor Candace Andersen, District III Supervisor Diane Burgis, District IV Supervisor Karen Mitchoff, District V Supervisor Federal D. Glover C. 78 APPROVE and AUTHORIZE the Health Services Director, or designee, to execute a contract with Vale Operating Company, LP (dba Vale Healthcare Center), in an amount not to exceed $1,310,000 to provide skilled nursing facility services for Contra Costa Health Plan members for the period May 1, 2021 through April 30, 2023. (100% CCHP Enterprise Fund II)       AYE: District I Supervisor John Gioia, District II Supervisor Candace Andersen, District III Supervisor Diane Burgis, District IV Supervisor Karen Mitchoff, District V Supervisor Federal D. Glover C. 79 APPROVE and AUTHORIZE the Purchasing Agent or designee to execute, on behalf of the Public Works Director, a purchase order amendment with Cintas Corporation to extend the term from June 30, 2021 through December 31, 2021 and increase the payment limit by $50,000 to a new payment limit of $550,000, for garment rental and laundry services. (100% User Departments)       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. 80 APPROVE and AUTHORIZE the Health Services Director, or designee, to execute a contract amendment    C. 80 APPROVE and AUTHORIZE the Health Services Director, or designee, to execute a contract amendment with Bateman Community Living, LLC (dba Trio Community Meals), to increase the payment limit by $475,000 to a new payment limit of $4,530,675, with no change in the term July 1, 2020 through June 30, 2021, and to increase the automatic extension payment limit by $118,749 to a new payment limit of $1,132,668 through September 30, 2021 for additional meal services for County’s Senior Nutrition Program. (60% Federal Title III C-1 and Title III C-2 of the Federal Older Americans Act of 1965; 15% Families First Coronavirus Response Act; 25% Federal and State emergency funding)       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. 81 APPROVE and AUTHORIZE the Health Services Director, or designee, to execute a contract with North Star Emergency Services, Inc. (dba Norcal Ambulance), in an amount not to exceed $525,000 to provide non-emergency medical transportation services for Contra Costa Health Plan members for the period April 1, 2021 through March 31, 2024. (100% CCHP Enterprise Fund II)       AYE: District I Supervisor John Gioia, District II Supervisor Candace Andersen, District III Supervisor Diane Burgis, District IV Supervisor Karen Mitchoff, District V Supervisor Federal D. Glover C. 82 APPROVE and AUTHORIZE the Health Services Director, or designee, to execute a contract amendment with National Labs, Inc., to increase the payment limit by $3,000,000 to a new payment limit of $11,910,000 with no change in the term August 1, 2020 through July 31, 2021, to provide additional clinical laboratory services for COVID-19 tests for Contra Costa Health Services. (100% Federal and State emergency funding)       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. 83 APPROVE and AUTHORIZE the Health Services Director, or designee, to execute a contract with Samuel H. Cho, M.D., in an amount not to exceed $1,600,000 to provide cardiology services to Contra Costa Regional Medical Center patients for the period September 1, 2021 through August 31, 2024. (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. 84 APPROVE and AUTHORIZE the Health Services Director, or designee, to execute a contract with National Seating & Mobility, Inc., in an amount not to exceed $1,730,000 to provide durable medical equipment to Contra Costa Health Plan members for the period June 1, 2021 through May 31, 2023. (100% CCHP Enterprise Fund II)       AYE: District I Supervisor John Gioia, District II Supervisor Candace Andersen, District III Supervisor Diane Burgis, District IV Supervisor Karen Mitchoff, District V Supervisor Federal D. Glover C. 85 APPROVE and AUTHORIZE the Health Services Director, or designee, to execute a contract amendment with EKB Podiatry, Inc., to increase the payment limit by $100,000 to a new payment limit of $250,000 for additional podiatry services at Contra Costa Regional Medical Center 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 C. 86 APPROVE and AUTHORIZE the Health Services Director, or designee, to execute a contract with Pacific Medical, Inc., in an amount not to exceed $470,000 to provide durable medical equipment to Contra Costa Health Plan members for the period June 1, 2021 through May 31, 2023. (100% CCHP Enterprise Fund II)       AYE: District I Supervisor John Gioia, District II Supervisor Candace Andersen, District III Supervisor Diane Burgis, District IV Supervisor Karen Mitchoff, District V Supervisor Federal D. Glover C. 87 APPROVE and AUTHORIZE the Health Services Director, or designee, to execute a contract with Access    C. 87 APPROVE and AUTHORIZE the Health Services Director, or designee, to execute a contract with Access Healthcare Services & Supplies, LLC., in an amount not to exceed $420,000 to provide durable medical equipment to Contra Costa Health Plan members for the period June 1, 2021 through May 31, 2023. (100% CCHP Enterprise Fund II)       AYE: District I Supervisor John Gioia, District II Supervisor Candace Andersen, District III Supervisor Diane Burgis, District IV Supervisor Karen Mitchoff, District V Supervisor Federal D. Glover C. 88 APPROVE and AUTHORIZE the Health Services Director, or designee, to execute a contract with Northern California Cornea Associates, Inc., in an amount not to exceed $300,000 to provide ophthalmology and optometry services for Contra Costa Health Plan members for the period April 1, 2021 through March 31, 2024. (100% CCHP Enterprise Fund II)       AYE: District I Supervisor John Gioia, District II Supervisor Candace Andersen, District III Supervisor Diane Burgis, District IV Supervisor Karen Mitchoff, District V Supervisor Federal D. Glover C. 89 APPROVE and AUTHORIZE the Health Services Director, or designee, to execute a contract with Bay Area Community Services, Inc., in an amount not to exceed $637,502 to operate COVID-19 housing in Richmond for homeless individuals in Contra Costa County for the period April 1, 2021 through September 30, 2021. (75% FEMA; 25% 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. 90 APPROVE and AUTHORIZE the Health Services Director, or designee, to execute a contract amendment with Greater Richmond Inter-Faith Program, effective January 1, 2021, to increase the payment limit by $687,459 to a new payment limit of $3,984,098, with no change in the term October 1, 2019 through June 30, 2021, to provide additional COVID-19 emergency shelter services to high-risk individuals and families in West Contra Costa County. (80% FEMA; 6% Federal and State emergency funding; 14% COVID-19 Homeless Housing Assistance and Prevention)       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. 91 APPROVE and AUTHORIZE the Health Services Director, or designee, to execute a contract with Contra Costa Interfaith Transitional Housing, Inc. (dba Hope Solutions), to increase the payment limit by $415,587 to a new payment limit of $2,185,587 with no change in the term July 1, 2020 through June 30, 2021, to provide additional temporary supportive housing services to the homeless and assist CalWORKs families achieve self-sufficiency and housing stability. (100% Employment and Human Services Department)       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. 92 APPROVE and AUTHORIZE the County Administrator, or designee, to execute a contract amendment with Macias Gini & O’Connell, LLP, increasing the payment limit by $820,440 for professional auditing services related to conducting financial compliance audits and extending the term to May 31, 2023. (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. 93 RATIFY amendment of an emergency blanket purchase order authorized by the County Administrator to secure critical services and supplies necessary to respond to the COVID-19 pandemic in Contra Costa County by increasing the payment limit by $10,000,000 to a new payment limit of $40,000,000 with no change to the term through June 30, 2021. (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. 94 APPROVE and AUTHORIZE the Auditor-Controller, or designee, to pay stipends in an amount not to    C. 94 APPROVE and AUTHORIZE the Auditor-Controller, or designee, to pay stipends in an amount not to exceed $150 per Resource Family or birth parent for the successful completion of heritage training as approved by the Employment and Human Services Department for a total payment amount not to exceed $50,000 for the period July 1, 2021 through June 30, 2023. (38% Federal, 44% State, and 18% 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. 95 APPROVE and AUTHORIZE the Sheriff-Coroner, or designee, to execute a contract amendment with Advanced Helicopter Services, Inc., to add installation services in addition to helicopter maintenance services and disallow sales mark ups on purchases related to grants, effective April 1, 2021 through January 31, 2022, with no other changes to the contract. (55% CSA P-6 Zone funds, 32% State, 13% User Agency revenue)       AYE: District I Supervisor John Gioia, District II Supervisor Candace Andersen, District III Supervisor Diane Burgis, District IV Supervisor Karen Mitchoff, District V Supervisor Federal D. Glover C. 96 APPROVE and AUTHORIZE the Health Services Director, or designee, to execute a contract extension with Public Health Foundation Enterprises, Inc., to extend the termination date from June 30, 2021 to October 31, 2021 with no change in the payment limit of $774,212 to continue to provide the COVID-19 Adult Ambassador Program to promote testing in underserved areas of the County. (100% Employment and Human Services Department)       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. 97 APPROVE and AUTHORIZE the Purchasing Agent to execute, on behalf of the Health Services Department, a purchase order with Sprint Nextel, Inc., in an amount not to exceed $1,000,000 for the purchase of cell phones to be provided to patients enrolled in the Contra Costa Health Services’ Whole Person Care Pilot Program for the period November 1, 2020 through December 31, 2021. (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. 98 APPROVE and AUTHORIZE the Purchasing Agent to execute, on behalf of the Health Services Director, a purchase order with Beckman Coulter, Inc., in an amount not to exceed $1,500,000 for the purchase of reagents and supplies for the clinical laboratory at the Contra Costa Regional Medical Center for the period May 15, 2021 through May 14, 2022. (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. 99 APPROVE and AUTHORIZE the Employment and Human Services Director, or designee, to execute a contract with One Solution Technology, Inc., in an amount not to exceed $1,584,000 to provide the Child Location Observation Utilization Data System (CLOUDS) software for managing the child and family eligibility determination, enrollment, assessment data, and attendance management solutions at the County's childcare centers for the period July 1, 2021 through June 30, 2024. (50% State and 50% 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.100 APPROVE and AUTHORIZE the Purchasing Agent to execute, on behalf of the Health Services Director, a purchase order with Becton Dickinson and Company, in an amount not to exceed $300,000 for reagents and supplies used by the microbiology unit at the clinical laboratory at the Contra Costa Regional Medical Center for the period December 21, 2020 through December 20, 2027. (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.101 APPROVE and AUTHORIZE the Health Services Director, or designee, to execute a contract with Robin    C.101 APPROVE and AUTHORIZE the Health Services Director, or designee, to execute a contract with Robin Wendy Asher, M.D., in an amount not to exceed $239,616 to provide outpatient psychiatric care services to children and adolescents in central Contra Costa County for the period April 1, 2021 through March 31, 2022. (50% Federal Medi-Cal; 50% Mental Health Realignment)       AYE: District I Supervisor John Gioia, District II Supervisor Candace Andersen, District III Supervisor Diane Burgis, District IV Supervisor Karen Mitchoff, District V Supervisor Federal D. Glover C.102 APPROVE and AUTHORIZE the Health Services Director, or designee, to execute a contract with Sequoia Surgical Center, LP (dba Sequoia Surgery Pavilion, LLC), in an amount not to exceed $8,000,000 to provide ambulatory surgery center services for Contra Costa Health Plan members for the period June 1, 2021 through May 31, 2023. (100% CCHP Enterprise Fund II)       AYE: District I Supervisor John Gioia, District II Supervisor Candace Andersen, District III Supervisor Diane Burgis, District IV Supervisor Karen Mitchoff, District V Supervisor Federal D. Glover C.103 APPROVE and AUTHORIZE the Health Services Director, or designee, to execute a contract with Contra Costa Eye Medical Center, Inc., in an amount not to exceed $300,000 to provide ophthalmology services for Contra Costa Health Plan members for the period April 1, 2021 through March 31, 2024. (100% CCHP Enterprise Fund II)       AYE: District I Supervisor John Gioia, District II Supervisor Candace Andersen, District III Supervisor Diane Burgis, District IV Supervisor Karen Mitchoff, District V Supervisor Federal D. Glover C.104 APPROVE and AUTHORIZE the Health Services Director, or designee, to execute a contract with Touchstone Counseling Services, Inc., in an amount not to exceed $225,000 to provide outpatient psychotherapy services for Contra Costa Health Plan members for the period April 1, 2021 through March 31, 2024. (100% CCHP Enterprise Fund II)       AYE: District I Supervisor John Gioia, District II Supervisor Candace Andersen, District III Supervisor Diane Burgis, District IV Supervisor Karen Mitchoff, District V Supervisor Federal D. Glover C.105 APPROVE and AUTHORIZE the Health Services Director, or designee, to execute a contract with Bay Imaging Consultants Medical Group, Inc., in an amount not to exceed $3,600,000 to provide diagnostic imaging services for Contra Costa Health Plan members for the period May 1, 2021 through April 30, 2023. (100% CCHP Enterprise Fund II)       AYE: District I Supervisor John Gioia, District II Supervisor Candace Andersen, District III Supervisor Diane Burgis, District IV Supervisor Karen Mitchoff, District V Supervisor Federal D. Glover C.106 APPROVE and AUTHORIZE the Human Resources Director, or designee, to execute a contract with Talx Corporation in an amount not to exceed $180,000 for Form I-9 electronic services for the period June 1, 2020 through May 31, 2022 (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.107 ADOPT Resolution 2021/132 approving and authorizing the District Attorney, or designee, to submit an application and execute a grant award agreement, and any extensions or amendments thereof pursuant to State guidelines, with the California Governor's Office of Emergency Services, Victim Services & Public Safety Branch, for funding of the Victim/Witness Assistance Program in the amount of $1,477,381 for the period October 1, 2021 through September 30, 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.108 APPROVE and AUTHORIZE the Health Services Director, or designee, to execute a contract amendment with PerformRx, to remove the revised Pharmacy Benefit Management Services in accordance with Department of Health Care Services requirement with no change in the payment limit of $119,000,000 and no change in the original term of January 1, 2021 through December 31, 2021. (100% CCHP Enterprise Fund II)       AYE: District I Supervisor John Gioia, District II Supervisor Candace Andersen, District III Supervisor Diane Burgis, District IV Supervisor Karen Mitchoff, District V Supervisor Federal D. Glover Other Actions   C.109 APPROVE recommendations from the Fish & Wildlife Committee for the allocation of 2021 Fish and Wildlife Propagation Fund grant funds for seven projects totaling $60,831, as recommended by the Internal Operations Committee. (100% Fish and Game Fund)       AYE: District I Supervisor John Gioia, District II Supervisor Candace Andersen, District III Supervisor Diane Burgis, District IV Supervisor Karen Mitchoff, District V Supervisor Federal D. Glover C.110 APPROVE and AUTHORIZE the Conservation and Development Director, or designee, to execute legal documents to provide $999,000 in Neighborhood Stabilization Program (NSP1) funds to Habitat for Humanity East Bay/Silicon Valley, for the Pacifica Landing project in the Bay Point area. (100% NSP 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.111 ACCEPT the monetary donation report from the Animal Services Department, which describes the source and value of each gift received by Animal Services from July 1, 2020 through March 31, 2021 for FY 2020-21 Quarters 1 through 3. (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.112 APPROVE and AUTHORIZE the Health Services Director, or designee, to execute a contract with San Jose State University, Department of Occupational Therapy, to provide supervised field instruction to occupational therapy students at Contra Costa Regional Medical Center and Health Centers for the period July 1, 2021 through June 30, 2023. (Nonfinancial agreement)       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.113 ADOPT the County's 2021-2022 State Controller's Recommended Budget Schedules for Countywide Funds and Special Districts, as recommended by the County Administrator.       AYE: District I Supervisor John Gioia, District II Supervisor Candace Andersen, District III Supervisor Diane Burgis, District IV Supervisor Karen Mitchoff, District V Supervisor Federal D. Glover C.114 APPROVE and AUTHORIZE the Agricultural Commissioner, or designee, to execute an annual financial plan with the United States Department of Agriculture for payment by the County in an amount not to exceed $46,381 for receipt of wildlife damage management services for the period July 1, 2021 through June 30, 2022, as part of an existing cooperative agreement between the County and USDA. (60% State, 40% 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.115 APPROVE and AUTHORIZE the Agricultural Commissioner, or designee, to execute an amendment to the Industrial Hemp Cultivation Program Agreement with the California Department of Food and Agriculture to add a provision requiring the County to indemnify the State for any damages arising out of the agreement, effective July 1, 2020. (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.116 ACCEPT the February 2021 Operations Update of the Employment and Human Services Department, Community Services Bureau, as recommended by the Employment and Human Services Director.       AYE: District I Supervisor John Gioia, District II Supervisor Candace Andersen, District III Supervisor Diane Burgis, District IV Supervisor Karen Mitchoff, District V Supervisor Federal D. Glover C.117 ACCEPT the 2020 In-Home Supportive Services Public Authority Advisory Committee Annual Report.      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.118 ACCEPT and APPROVE the FY 2021-2022 Consolidated Annual Plan for the Juvenile Justice Crime Prevention Act/Youthful Offender Block Grant (JJCPA/YOBG), as approved by the Contra Costa County Juvenile Justice Coordinating Council and as recommended by the Chief Probation Officer. (100% State Revenue)       AYE: District I Supervisor John Gioia, District II Supervisor Candace Andersen, District III Supervisor Diane Burgis, District IV Supervisor Karen Mitchoff, District V Supervisor Federal D. Glover C.119 ADOPT Resolution No. 2021/124 granting a pipeline franchise to Martinez Pipeline Company, LLC, pursuant to the terms and conditions of County Ordinance No. 2013-19 and County Resolution No. 2013/305 for pipelines located in the unincorporated areas of Bay Point and Martinez, as recommended by the Public Works Director. (100% Pipeline Franchise Fees)       AYE: District I Supervisor John Gioia, District II Supervisor Candace Andersen, District III Supervisor Diane Burgis, District IV Supervisor Karen Mitchoff, District V Supervisor Federal D. Glover C.120 UPDATE the official list of persons to serve, in priority order, as standby officers for the respective members of the Board of Supervisors, as recommended by the County Administrator.       AYE: District I Supervisor John Gioia, District II Supervisor Candace Andersen, District III Supervisor Diane Burgis, District IV Supervisor Karen Mitchoff, District V Supervisor Federal D. Glover C.121 APPROVE amendments to the List of Designated Positions of the Health Services Department's Conflict of Interest Code, as recommended by the County Counsel.       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.122 APPROVE Conflict of Interest Code for the Learner-Centered Charter School, Inc., as recommended by the County Counsel.       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.123 APPROVE and AUTHORIZE the Auditor-Controller, or designee, to pay $221,924 to Crestwood Behavioral Health, Inc., for residential treatment services to Severely and Persistently Mentally Ill clients provided in good faith for the period October 1, 2020 through December 31, 2020. (44% Federal Medi-Cal; 26% State Mental Health Services Act; 30% Mental Health Realignment)       AYE: District I Supervisor John Gioia, District II Supervisor Candace Andersen, District III Supervisor Diane Burgis, District IV Supervisor Karen Mitchoff, District V Supervisor Federal D. Glover C.124 ADOPT findings declaring County-owned property located at 910 San Pablo Avenue, in Pinole, and a 2.72-acre portion of County-owned property located at 323 Brookside Drive, in Richmond, to be surplus land not necessary for the County's use, as recommended by the Public Works Director, West County 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.125 Acting as the Governing Board of the West Contra Costa Healthcare District, ADOPT Resolution 2021/131,   C.125 Acting as the Governing Board of the West Contra Costa Healthcare District, ADOPT Resolution 2021/131, approving the conversion of the interest rate with respect to the West Contra Costa Healthcare District Refunding Revenue Bonds, Series 2019 from taxable to tax exempt; and approving and authorizing the taking of necessary actions and the execution of necessary documents in connection therewith.       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.126 APPROVE and AUTHORIZE the Health Services Director, or designee, to execute a contract with Mt. Diablo Unified School District, to provide supervised field instruction at Contra Costa Regional Medical Center and Health Centers to medical assistant and surgical technician students for the period July 1, 2021 through June 30, 2024. (Nonfinancial agreement)       AYE: District I Supervisor John Gioia, District II Supervisor Candace Andersen, District III Supervisor Diane Burgis, District IV Supervisor Karen Mitchoff, District V Supervisor Federal D. Glover   GENERAL INFORMATION The Board meets in all its capacities pursuant to Ordinance Code Section 24-2.402, including as the Housing Authority and the Successor Agency to the Redevelopment Agency. Persons who wish to address the Board should complete the form provided for that purpose and furnish a copy of any written statement to the Clerk. Any disclosable public records related to an open session item on a regular meeting agenda and distributed by the Clerk of the Board to a majority of the members of the Board of Supervisors less than 96 hours prior to that meeting are available for public inspection at 1025 Escobar Street, First Floor, 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, 1025 Escobar Street, First Floor, Martinez, CA 94553. 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) 655-2000. An assistive listening device is available from the Clerk, First Floor. 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) 655-2000, 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, 1025 Escobar Street, Martinez, California. Subscribe to receive to the weekly Board Agenda by calling the Office of the Clerk of the Board, (925) 655-2000 or using the County's on line subscription feature at the County’s Internet Web Page, where agendas and supporting information may also be viewed: 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 9:00 a.m. in Room 110, County Administration Building, 1025 Escobar Street, Martinez. The Finance Committee (Supervisors John Gioia and Karen Mitchoff) meets on the first Monday of the month at 9:00 a.m. in Room 110, County Administration Building, 1025 Escobar Street, Martinez. The Hiring Outreach Oversight Committee (Supervisors Federal D. Glover and John Gioia) meets quarterly on the first Monday of the month at 10:30 a.m.. in Room 110, County Administration Building, 1025 Escobar Street, Martinez. The Internal Operations Committee (Supervisors Candace Andersen and Diane Burgis) meets on the second Monday of the month at 10:30 a.m. in Room 110, County Administration Building, 1025 Escobar Street, Martinez. The Legislation Committee (Supervisors Karen Mitchoff and Diane Burgis) meets on the second Monday of the month at 1:00 p.m. in Room 110, County Administration Building, 1025 Street, Martinez. The Public Protection Committee (Supervisors Andersen and Federal D. Glover) meets on the fourth Monday of the month at 10:30 a.m. in Room 110, County Administration Building, 1025 Escobar 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 110, County Administration Building, 1025 Escobar 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 110, County Administration Building, 1025 Escobar Street, Martinez. Airports Committee June 9, 2021 11:00 a.m.See above Family & Human Services Committee April 26, 2021 CANCELED May 24, 2021 9:00 a.m.See above Finance Committee May 3, 2021 9:00 a.m.See above Hiring Outreach Oversight Committee June 7, 2021 10:30 a.m.See above Internal Operations Committee May 10, 2021 10:30 a.m.See above Legislation Committee May 10, 2021 1:00 p.m.See above Public Protection Committee April 26, 2021 10:30 a.m.See above Sustainability Committee May 24, 2021 1:00 p.m.See above Transportation, Water & Infrastructure Committee May 10, 2021 9:00 a.m.See above 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 BOS Board of Supervisors CALTRANS California Department of Transportation CalWIN California Works Information Network CalWORKS California Work Opportunity and Responsibility to Kids CAER Community Awareness Emergency Response CAO County Administrative Officer or Office CCCPFD (ConFire) Contra Costa County Fire Protection District CCHP Contra Costa Health Plan CCTA Contra Costa Transportation Authority CCRMC Contra Costa Regional Medical Center CCWD Contra Costa Water District CDBG Community Development Block Grant CFDA Catalog of Federal Domestic Assistance CEQA California Environmental Quality Act CIO Chief Information Officer COLA Cost of living adjustment ConFire (CCCFPD) Contra Costa County Fire Protection District CPA Certified Public Accountant CPI Consumer Price Index CSA County Service Area CSAC California State Association of Counties CTC California Transportation Commission dba doing business as DSRIP Delivery System Reform Incentive Program EBMUD East Bay Municipal Utility District ECCFPD East Contra Costa Fire Protection District EIR Environmental Impact Report EIS Environmental Impact Statement EMCC Emergency Medical Care Committee EMS Emergency Medical Services EPSDT Early State Periodic Screening, Diagnosis and Treatment Program (Mental Health) et al. et alii (and others) FAA Federal Aviation Administration FEMA Federal Emergency Management Agency F&HS Family and Human Services Committee First 5 First Five Children and Families Commission (Proposition 10) FTE Full Time Equivalent FY Fiscal Year GHAD Geologic Hazard Abatement District GIS Geographic Information System HCD (State Dept of) Housing & Community Development HHS (State Dept of ) Health and Human Services HIPAA Health Insurance Portability and Accountability Act HIV Human Immunodeficiency Syndrome HOV High Occupancy Vehicle HR Human Resources HUD United States Department of Housing and Urban Development IHSS In-Home Supportive Services Inc. Incorporated IOC Internal Operations Committee ISO Industrial Safety Ordinance JPA Joint (exercise of) Powers Authority or Agreement Lamorinda Lafayette-Moraga-Orinda Area LAFCo Local Agency Formation Commission LLC Limited Liability Company LLP Limited Liability Partnership Local 1 Public Employees Union Local 1 LVN Licensed Vocational Nurse MAC Municipal Advisory Council MBE Minority Business Enterprise M.D. Medical Doctor M.F.T. Marriage and Family Therapist MIS Management Information System MOE Maintenance of Effort MOU Memorandum of Understanding MTC Metropolitan Transportation Commission NACo National Association of Counties NEPA National Environmental Policy Act OB-GYN Obstetrics and Gynecology O.D. Doctor of Optometry OES-EOC Office of Emergency Services-Emergency Operations Center OPEB Other Post Employment Benefits OSHA Occupational Safety and Health Administration PARS Public Agencies Retirement Services PEPRA Public Employees Pension Reform Act Psy.D. Doctor of Psychology RDA Redevelopment Agency RFI Request For Information RFP Request For Proposal RFQ Request For Qualifications RN Registered Nurse SB Senate Bill SBE Small Business Enterprise SEIU Service Employees International Union SUASI Super Urban Area Security Initiative SWAT Southwest Area Transportation Committee TRANSPAC Transportation Partnership & Cooperation (Central) TRANSPLAN Transportation Planning Committee (East County) TRE or TTE Trustee TWIC Transportation, Water and Infrastructure Committee UASI Urban Area Security Initiative VA Department of Veterans Affairs vs. versus (against) WAN Wide Area Network WBE Women Business Enterprise WCCTAC West Contra Costa Transportation Advisory Committee RECOMMENDATION(S): OPEN and CONDUCT a public hearing to receive input on the FY 2021-22 Recommended Budget; 1. ACKNOWLEDGE that wage and benefit increases when coupled with the lack of increased funding from the State and Federal Governments will challenge the County’s ability to deliver essential services to our residents; 2. DIRECT the County Administrator to continue to make this information readily available to the residents of the County; 3. ACKNOWLEDGE that the Recommended Budget does not include any funding changes that may occur in the State of California’s 2021-22 fiscal year budget or in the manner in which the Medi-Cal Waiver is implemented and these two events may have an unknown impact on the drawdown of federal funds for services and facilities; 4. RE-AFFIRM the Board of Supervisors’ policy prohibiting the use of County General Purpose Revenue to back-fill State revenue cuts; 5. APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 04/20/2021 APPROVED AS RECOMMENDED OTHER Clerks Notes: VOTE OF SUPERVISORS AYE:John Gioia, District I Supervisor Candace Andersen, District II Supervisor Diane Burgis, District III Supervisor Karen Mitchoff, District IV Supervisor Federal D. Glover, District V Supervisor Contact: Lisa Driscoll, County Finance Director, 335-1023 I hereby certify that this is a true and correct copy of an action taken and entered on the minutes of the Board of Supervisors on the date shown. ATTESTED: April 20, 2021 , County Administrator and Clerk of the Board of Supervisors By: June McHuen, Deputy cc: Robert Campbell, Auditor-Controller, All County Departments (via CAO) D.1 To:Board of Supervisors From:Monica Nino, County Administrator Date:April 20, 2021 Contra Costa County Subject:Recommended County and Special District Budgets FY 2021-2022 RECOMMENDATION(S): (CONT'D) ACKNOWLEDGE that the Recommended Budget balances annual estimated expenditures with estimated revenues in FY 2021-22, and is both technically and structurally balanced; 6. ACKNOWLEDGE that the Recommended Budget includes a specific appropriation for contingency, and that the Board also maintains its ability to manage General Fund contingencies during the fiscal year by use of reserve funds set aside for that purpose; 7. ACKNOWLEDGE that any restoration of any recommended program reductions will require an equivalent reduction in funds from other County priorities in order to adhere to our balanced budget policy; 8. ACKNOWLEDGE that maintaining core services, maintaining an improved credit rating, minimizing debt, and maintenance of the County's physical assets remain a priority of the Board of Supervisors over the long term; 9. ACKNOWLEDGE the intended use of approximately $110 million from American Rescue Act Plan year 1 funds for Health Services COIVD-19 expenses, pending future discussion with the Board of Supervisors and final guidelines released by the US Treasury; 10. DIRECT the County Administrator to prepare for Board adoption on May 11, 2021, the FY 2021-22 County and Special District Budgets, as modified, to incorporate any changes directed by the Board during these public hearings; and 11. DIRECT the County Administrator to prepare for consideration by the Board of Supervisors on May 11, 2021, position additions and eliminations necessary to carry out Board action on the Recommended Budget. 12. FISCAL IMPACT: See attached FY 2021-2022 Recommended Budget document, which includes the Budget Message and Overview. The document can also be found at this link: http://www.cccounty.us/770/Budget-Documents BACKGROUND: Explanation of the reasons behind the County Administrator’s recommendations is presented in the attached FY 2021-22 Recommended Budget and summarized in the attached PowerPoint Presentation. Material from departments invited to make presentations is also attached: Health Services, Employment and Human Services, District Attorney, Probation, Public Defender, and Sheriff-Coroner. MEET AND CONFER/LAY-OFF RESOLUTIONS For the last several years at this point in the budget cycle, County Departments, in cooperation with Labor Relations, have begun the meet and confer process with employee representatives regarding the impact of program reductions on the terms and conditions of employment for affected employees. Pending Final Budget adoption on May 11, Position Addition and Elimination lists may be presented to the Board for adoption on that day. CONSEQUENCE OF NEGATIVE ACTION: Adoption of the County budget may be delayed. CLERK'S ADDENDUM Speakers: Joline Nava, Richmond; Katherine Wally, Gigi Crowder, Taun Hall; Edith Pastrano, ACCE Richmond; Melvin Willis, ACCE Richmone; Patricia Aguilar, ACCE Bay Point; Veronica Benjamin, Justice for Tyrone Wilson; Nick, Contra Costa resident; Daniel Romer, Walnut Creek; Yehudi Lieberman, Pleasant Hill; Melissa Tomlinson; Dan Geiger, Budget Justice Coalition; Carly Magnus, unincorporated Lafayette; Ramon, Richmond; Raul Vasquez; Jane Carrant, Richmond; Hector, Ensuring Opportunities Campaign; Elizabeth Patton, Danville; Destiny Briscoe, Contra Costa; Katie Mann, Danville; Jan Warren, SURGE Contra Costa County; Marianna Moore, Ensuring Opportunity Campaign; No Name Given; Joy, Contra Costa; Francisco Torres, ACCE; Avi, Contra Costa; Natasha Verma, Danville; Blanca Hortado; Sara, Danville; Rose Pareto, Walnut Creek; Elsa Stephens, Richmond; Michelle Luker, Danville. Written commentary was provided by Denny Khamphanthong, San Pablo (attached). During the meeting, the Supervisors requested information on CARES Act funding spent to date. The County Administrator's Office provided a list. This supplemental material is attached. AGENDA ATTACHMENTS FY 2021-2022 Recommended Budget County Administrator Recommended Budget Presentation Health Services Recommended Budget Presentation EHSD Recommended Budget Presentation District Attorney Recommended Budget Presentation Probation Recommended Budget Presentation Public Defender Recommended Budget Presentation Sheriff-Coroner Recommended Budget Presentation CARE Act expenditures - supplemental material (added 4/20/21) MINUTES ATTACHMENTS Correspondence Received Recommended Budget Fiscal Year 2021 – 2022 County of Contra Costa California   COUNTY OF CONTRA COSTA RECOMMENDED BUDGET 2021-2022 Presented to the Board of Supervisors DIANE BURGIS Chair Supervisor, District III JOHN M. GIOIA CANDACE ANDERSEN Supervisor, District I Supervisor, District II KAREN MITCHOFF FEDERAL D. GLOVER Supervisor, District IV Supervisor, District V By Monica Nino County Administrator   Fiscal Years Beginning  July 1, 2012    July 1, 2013    July 1, 2014    July 1, 2015    July 1, 2016    July 1, 2017    July 1, 2018    July 1, 2019  July 1, 2020  July 1, 2011  TABLE OF CONTENTS Page County of Contra Costa FY 2021-2022 Recommended Budget i BUDGET MESSAGE ..................................................................................................................... 1 OVERVIEW County Profile ......................................................................................................................... 5 County Organizational Chart ................................................................................................ 10 Key Budget Issues ................................................................................................................ 11 Bonded Debt Limitation and Assessed Valuation Growth ............................................... 11 Capital Improvement Plan ............................................................................................... 11 Contra Costa Regional Medical Center ........................................................................ 11 County Administration ..................................................................................................... 12 COVID-19/Funding .......................................................................................................... 12 Disposition of Federal Relief Funds ................................................................................ 14 Division of Juvenile Justice ........................................................................................... 14 Emergency Rental Assistance Program ........................................................................ 15 Employee Benefits and Retiree Health Care/Other Post-Employment Benefits ............ 15 Long-Term Rebalancing .................................................................................................. 16 Measure X Funding ......................................................................................................... 16 Office of Racial Equity and Social Justice ....................................................................... 16 Property Tax Recovery/Revenue .................................................................................... 17 Redistricting ................................................................................................................. 18 Retirement/Pension Costs - Future Year Projections/Budgets ....................................... 18 State Budget/Impacts ...................................................................................................... 21 State Realignment ........................................................................................................... 22 Historical Perspective ............................................................................................................ 23 General Fund .................................................................................................................. 23 All County Funds ............................................................................................................. 27 Enterprise Funds ............................................................................................................. 28 DEPARTMENTAL BUDGET SUMMARIES BY FUNCTIONAL GROUP General Government: Functional Group Summary .............................................................. 31 Agriculture/Weights and Measures ................................................................................ 33 Assessor ......................................................................................................................... 41 Auditor–Controller .......................................................................................................... 45 Board of Supervisors ...................................................................................................... 51 Capital Improvements .................................................................................................... 55 Central Support Services ............................................................................................... 57 Clerk-Recorder-Elections ............................................................................................... 67 Conservation and Development ..................................................................................... 79 Contingency Reserve ................................................................................................... 105 County Administrator .................................................................................................... 107 County Counsel ............................................................................................................ 113 Crockett/Rodeo Revenues ........................................................................................... 117 TABLE OF CONTENTS Page ii County of Contra Costa FY 2021-2022 Recommended Budget General Government: Functional Group Summary (continued) Debt Service ............................................................................................................... 119 Department of Information Technology ........................................................................ 121 Employee/Retiree Benefits ........................................................................................... 131 General Purpose Revenue ............................................................................................ 133 Human Resources ....................................................................................................... 135 Library .......................................................................................................................... 141 Public Works ............................................................................................................... 153 Treasurer–Tax Collector .............................................................................................. 185 Health and Human Services: Functional Group Summary ................................................ 189 Child Support Services ................................................................................................. 191 Employment and Human Services ............................................................................... 195 Health Services ............................................................................................................ 243 Veterans Service .......................................................................................................... 365 Law and Justice: Functional Group Summary .................................................................. 369 Animal Services ........................................................................................................... 371 Conflict Defense ........................................................................................................... 377 District Attorney ............................................................................................................ 379 Justice Systems Development/Planning ..................................................................... .395 Probation ...................................................................................................................... 405 Public Defender ............................................................................................................ 421 Public Safety Realignment ........................................................................................... 427 Sheriff-Coroner ............................................................................................................. 429 Superior Court Related Functions ................................................................................ 451 FIRE DISTRICTS Contra Costa County Fire Protection District ...................................................................... 459 Crockett-Carquinez Fire Protection District… ...................................................................... 469 COUNTY SUMMARY INFORMATION Long-Term Financial Planning and Policies ......................................................................... 471 Budget Policy ................................................................................................................ 472 Debt Management Policy .............................................................................................. 475 General Fund Reserve Policy ....................................................................................... 480 Investment Policy .......................................................................................................... 480 Venture Capital Resources ........................................................................................... 481 Workers Compensation Confidence Level Policy ......................................................... 482 Budget Process ................................................................................................................... 483 All County Funds Summary of Information Included ............................................................ 485 All County Funds - Recommended Sources Pie Chart ....................................................... 486 All County Funds – Prior Year Recommended Sources Pie Chart ..................................... 487 TABLE OF CONTENTS Page County of Contra Costa FY 2021-2022 Recommended Budget iii COUNTY SUMMARY INFORMATION (continued) All County Funds - Recommended Requirements Pie Chart .............................................. 488 All County Funds - Total Requirements Summary By Fund ................................................ 489 All County Funds - Summary of Sources and Requirements ............................................... 492 Major Fund – Contra Costa Fire .......................................................................................... 493 Major Fund – HMO Enterprise Fund .................................................................................... 494 Major Fund – Hospital Enterprise Funds .............................................................................. 495 All Non-Major Funds ............................................................................................................. 496 Major Fund: General Fund – All Functional Groups ............................................................ 497 Major Fund: General Fund – General Government Functional Group ................................. 498 Major Fund: General Fund – Health and Human Services Functional Group ...................... 499 Major Fund: General Fund – Law and Justice Functional Group ......................................... 500 General Fund Summary of Expenditures and Revenues with Compensation Information .. 501 General Purpose Revenue Distribution ............................................................................... 502 General Fund Program Modifications Summary by Department. ......................................... 505 All Funds – Appropriations by Department ........................................................................... 509 All Funds Appropriations by State Function Code ............................................................... 510 All Funds Position Summary ............................................................................................... 511 General Fund Position Summary ........................................................................................ 512 Employee Rate of Retirement Information ........................................................................... 513 Discussion of Major Revenue Sources – Intergovernmental ............................................... 514 Discussion of Major Revenue Sources – Hospital/Health Plan ............................................ 516 Discussion of Major Revenue Sources – Enterprise Fund Subsidy ..................................... 518 Discussion of Major Revenue Sources – Taxes ................................................................... 519 Discussion of Major Revenue Sources – Other Major Revenues ........................................ 521 All Funds Revenues By Type .............................................................................................. 523 All Funds Expenditures By Type ......................................................................................... 530 Changes in Projected Fund Balance – Major Governmental Funds ................................... 539 Components of Fund Balance .............................................................................................. 540 Changes in Net Position – Proprietary Funds ..................................................................... 541 Capital Improvement Plan ................................................................................................... 542 Current Debt Position .......................................................................................................... 548 Performance Measurement Program .................................................................................. 553 APPENDIX Organization of the Recommended Budget Book ............................................................... 555 Budgetary Basis for Accounting .......................................................................................... 559 County Fund Definitions ...................................................................................................... 561 Budgetary Fund Structure ................................................................................................... 563 Table of Funds – Financial Fund Order ............................................................................... 565 Fund-Department Relationship ........................................................................................... 573 TABLE OF CONTENTS Page iv County of Contra Costa FY 2021-2022 Recommended Budget APPENDIX (continued) Standing Committees of the Board of Supervisors and Affiliated Organizations ................. 577 Board of Supervisors Advisory Bodies ................................................................................. 579 Mandatory/Discretionary List by Department ....................................................................... 581 Mandatory/Discretionary List by Service and Level ............................................................. 625 Glossary of Acronyms & Terms ............................................................................................ 667 Subject Index ....................................................................................................................... 683 March 31, 2021 Board of Supervisors Contra Costa County Martinez, CA 94553 Dear Board Members: A year in the life of a pandemic was not something we were anticipating this time last year. The resiliency of the organization is demonstrated on the front cover of this year’s budget document by its employees who stepped up to the challenge to deliver services to our community. The State and Federal funding allocated for fighting the pandemic, for testing, vaccination role out, housing and feeding our most vulnerable populations has been spent. For expenses currently occurring, the County and partners remain diligent in tracking those costs for partial reimbursement from FEMA, to be received in the next eighteen to twenty-four months. As a result of recent Board action, a partnership with the State was approved as the most efficient approach in allocating $75 million in rental, landlord and utility assistance out to the community. President Biden’s American Rescue Plan will bring Contra Costa County $223 million over the next twenty-four months, half of the allocation is anticipated sometime in May 2021. Eligible uses of these resources include loss of revenue due to the public health emergency for the most recent full fiscal year prior to the emergency. This will greatly assist County Departments in receiving reimbursement for revenue typically generated and depended upon during a fiscal year of normal customer activities. Along with covering expenses the County has incurred in its ongoing fight of the pandemic, since in the recommended budget, no new funds have been budgeted beyond reprioritizing existing resources for the purpose of maintaining a structurally balanced budget. General Purpose Revenue subsidy to the County hospital is recommended at $73.2 million for the second year in a row. The County is currently at its maximum subsidy, recognizing the California Nurses Association (CNA) labor contract will be coming up in September of 2021 for renewal, this creates a priority funding consideration for the new sales tax dollars generated from Measure X. County Administrator County Administration Building 1025 Escobar Street, 4th Floor Martinez, California 94553-1229 (925) 655-2075 Monica Nino County Administrator Board of Supervisors John M. Gioia 1 st District Candace Andersen 2 nd District Diane Burgis 3 rd District Karen Mitchoff 4 th District Federal D. Glover 5 th District Contra Costa County 2 County of Contra Costa FY 2021-2022 Recommended Budget 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 $4.061 billion ($1.853 billion General Fund) for FY 2021-22 and beyond. The Recommended Budget includes funding for 9,577 full-time equivalent positions, 6,318 of which are in the General Fund. In order to achieve a structurally balanced budget, a number of our General Fund departments have vacancy factors built into their recommended budget allocations. A vacancy factor accounts for cost savings related to personnel vacancies occurring within departments during the fiscal year. During development of the FY 2021-22 Recommended Budget, there were approximately 879 vacant positions totaling $114.9 million. Due to difficulties in recruitments, retention, and normal turnover, eight departments are maintaining vacancy factors totaling $24.8 million. The largest impacted are the Sheriff-Coroner, Probation, and Employment and Human Services. 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. Measure X funding is not anticipated to be received until October 2021 for the first quarter of collections, starting in April 2021. The amount of Measure X included in the recommended budget totals $600,000 for the new Department of Racial Equity and Social Justice and $65,000 for sales tax auditors. The recommended budget is structurally balanced, however the following items are potential pressures to the recommended spending plan.  Unanticipated impacts from the State May Revised proposed budget;  Underestimated revenue losses;  Labor contract negotiations;  Greater than anticipated pandemic related expenses. 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 2021-22 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. The Recommended Budget represents a work plan to achieve our mission, priorities and goals in the coming year. Beginning on Page 11 is a discussion of a number of Key Budget Issues affecting the County. The following chart depicts appropriation/spending trends for the last five years, the budget year, and the $4.061 billion included in the FY 2021-22 Recommended Budget. Of the $4.061 million, $3.037 or 70% is mandated by law (not a Board mandate). Only $529.0 million of the $4.061 billion is funded with General Purpose Revenues. The majority of the budget ($2.3 billion) is funded from State and federal revenues. This . County of Contra Costa FY 2021-2022 Recommended Budget 3 means that for the majority of the programs funded, a program cut would also result in a loss of the revenue associated with the program. Salary and Benefit costs are broken- out to show the growth in the single most costly expense of the Count, which consumes 40% of the County budget. Appropriation/Expenditure Trend In Billions 2015-16 Actual 2016-17 Actual 2017-18 Actual 2018-19 Actual 2019-20 Actual 2020-21 Adjusted 2021-22 Recommended Salaries & Benefits $1.16 $1.22 $1.30 $1.35 $1.38 $1.56 $1.61 Total $3.01 $3.27 $3.47 $3.64 $3.80 $4.09 $4.06 % of S&B to Total Expense 39% 37% 38% 37% 36% 38% 40% Economic Projection The economy in Contra Costa County and the Bay Area is heavily dependent on the national and state economies. However, major uncertainty exists as to the direction and funding from both the State and Federal Governments as we move into the decade of the 2020s. Calendar year 2020 was a truly unprecedented year in terms of the economic contraction that occurred as a result of the pandemic, and the long-term harm to the economy predicted by many government agencies and financial firms that failed to materialize. The economy bounced back in the second half of the year despite the surge in new COVID cases seen in the 4th quarter. By the end of the year the economy was 2.4% below the 4th quarter of 2019. The national unemployment rate fell from 14.8% in April to 6.2% in February of 2021, the fastest decline ever seen, largely because most of those without jobs were on temporary layoff. Contra Costa saw a similar recovery from an unemployment rate of 15.1% in April to 7.5% in January. 4 County of Contra Costa FY 2021-2022 Recommended Budget Each department was asked to submit a budget that balanced its requirements to provide services with the County’s goals of adopting a FY 2021-22 budget that balances annual expenses and revenues, addresses revenue constraints and benefit cost increases, and includes an appropriation for partially pre-funding the County’s OPEB liability, capital replacement, and debt service payments. Thus, the budget is balanced and reflects sound financial practices. This budget continues to reflect years of careful, comprehensive and continuing review and refinement of County operations to cope with economic challenges. In our assessment of County operations – and at every opportunity – we continue to make changes to deliver services in ways that are more efficient and less costly. These changes, which could not have been accomplished without significant effort from our employees and the Board of Supervisors, have allowed us to deliver the services that residents need and expect from County government in a structurally balanced budget. Each year produces new challenges and changing circumstances that are not always as visible as a global pandemic. The County has and will continue to adapt to these changes. Our strategy over the last several years has served us well during these truly unprecedented times. Despite a global pandemic, we have continued to depend upon our organizational discipline and innovation to control our spending and continue our Mission “to provide public services that improve the quality of life of our residents and the economic viability of our businesses.” Our success depends upon a dedicated workforce, sound financial foundation and the continuation of that strategy. 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. The County Administrator staff are competent and creative at what they do, even during a pandemic when they are being pulled multiple directions, they remained focused on the preparation of this document. Our goal has been to ensure a fair and transparent budget process and to produce a user-friendly budget document. The following Fiscal Year 2021-22 Proposed Budget is recommended to the Contra Costa County Board of Supervisors. Sincerely, MONICA NINO County Administrator Overview  County of Contra Costa FY 2021-2022 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, Monica Nino, 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 6, 2025 Diane Burgis Supervisor, District III January 6, 2025 Karen Mitchoff Supervisor, District IV January 2, 2023 Federal D. Glover Supervisor, District V January 6, 2025 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 2021-2022 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 1,153,561 as of January 1, 2020. 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) 2016 (2) 2017 (2) 2018 (2) 2019 (2) 2020 Antioch 113,495 112,280 113,266 112,423 112,520 Brentwood 59,058 61,383 62,140 64,365 65,118 Clayton 11,262 11,342 11,631 11,347 11,337 Concord 128,280 128,282 129,493 130,435 130,143 Danville 43,287 44,048 45,103 43,923 43,876 El Cerrito 24,490 24,674 25,192 24,852 24,953 Hercules 24,909 26,185 25,964 25,488 25,530 Lafayette 25,041 25,416 26,077 25,644 25,604 Martinez 37,224 37,831 38,406 37,424 37,106 Moraga 16,581 16,866 16,886 16,939 16,946 Oakley 40,327 41,116 40,949 41,979 42,461 Orinda 18,838 19,012 19,331 18,911 19,009 Pinole 18,827 19,101 19,458 19,563 19,505 Pittsburg 68,133 71,342 72,006 73,565 74,321 Pleasant Hill 34,232 34,944 34,969 34,286 34,267 Richmond 110,886 110,114 110,128 110,793 111,217 San Pablo 30,972 31,383 31,737 31,481 31,413 San Ramon 78,729 81,354 83,179 82,100 83,118 Walnut Creek 70,340 70,558 69,498 70,958 70,860 Subtotal 954,911 967,231 975,413 976,476 979,304 Unincorporated 171,913 172,082 172,466 174,145 174,257 Total 1,126,824 1,139,313 1,147,879 1,150,621 1,153,561 (1) Columns may not total due to independent rounding (2) Revised Source: California Department of Finance Overview County of Contra Costa FY 2021-2022 Recommended Budget 7 Population Demographics Gender Race and Hispanic Origin* Male 48.8% One Race 93.7% Female 51.2% White 52.1% Asian 17.8% Black or African American 8.8% Age American Indian and Alaskan Native 0.5% Under 5 years 5.6% Native Hawaiian and Other Pacific Islander 0.4% 5 - 19 years 12.8% Some other race 14.1% 20 - 64 years 58.9% 65+ years 16.2% Two or More Races 6.3% *Hispanics may be of any race and are included in applicable race categories (26.0%) Source: US Census Bureau, 2019 American Community Survey 1-Year Estimates, Contra Costa County Educational attainment of a bachelor’s degree or higher, according to the U.S. Census Bureau, 2019 American Community Survey 1-Year Estimates, was 56.1% of the County population up from 46.2% in 2010. 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 industry employers in the County. Employment by Industry Annual Averages - Ranked for 2019 2015 2016 2017 2018 2019 x Wage & Salary Employment Educational & Health Services 64,100 67,300 69,300 70,700 71,200 19.0% Trade, Transportation & Utilities 62,500 64,900 65,200 64,200 62,200 16.6% Professional & Business Services 50,900 52,100 54,300 55,300 56,200 15.0% Government 49,300 50,400 50,500 50,800 50,800 13.6% Leisure & Hospitality 38,300 40,500 40,700 41,300 43,300 11.6% Goods Producing 37,800 40,200 41,100 41,800 42,100 11.2% Financial Activities 26,300 27,000 27,400 27,000 27,200 7.3% Other Services 12,700 13,000 13,000 13,500 13,600 3.6% Information 8,300 8,100 8,000 7,800 7,200 1.9% Farm 700 800 800 700 800 0.2% Source: State of California, Employment Development Department, Labor Market Information Division, March 2020 Benchmark Overview 8 County of Contra Costa FY 2021-2022 Recommended Budget  Principal Employers: Current and Eleven Years Ago (Excluding Government Employers) 2020(1) 2009(2) Employer Estimated Employees Estimated Employees Rank Chevron Corporation 10,000+ 4,700 1 La Raza Market 1,000 - 4,999 Martinez Medical Offices 1,000 - 4,999 Kaiser Permanente 1,000 - 4,999 1,700 2 John Muir Medical Center 1,000 - 4,999 1,900 3 Bio-Rad Laboratories, Inc. 1,000 - 4,999 2,300 4 USS-POSCO Industries 1,000 - 4,999 975 8 St. Mary's College of California 1,000 - 4,999 Job Connections 1,000 - 4,999 John Muir/Mt. Diablo Medical Center 1,500 5 24-hour Fitness 1,300 6 Doctors Medical Center 1,000 7 Contra Costa Newspapers, Inc. 900 9 Bank of the West 800 10 All Others 439,500 456,725 Total 473,500 473,800 (1) Source: State of California Employment Development Department, June 2020 (2) Source: Rich’s everyday Sales Prospecting Directory (2009) – Contra Costa County Between 2015 and 2019 the County’s jobless rate decreased from 5.00% to 3.10%, below the statewide averages of 6.20% and 4.00%, 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 2015* 2016* 2017* 2018* 2019 County Civilian Labor Force 544,600 553,100 558,600 560,900 561,800 Employment 517,200 528,400 537,200 542,800 544,500 Unemployment 27,400 24,800 21,400 17,800 17,300 Unemployment Rate County 5.0% 4.5% 3.8% 3.2% 3.1% State of California 6.2% 5.5% 4.8% 4.2% 4.0% *Revised Source: State of California, Employment Development Department, Local Area Unemployment Statistics Overview County of Contra Costa FY 2021-2022 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 2015 through 2019. Personal Income Calendar Years 2015 through 2019 2015* 2016* 2017* 2018* 2019 Personal Income (thousands of dollars) County 77,847,050 82,676,557 88,448,139 93,700,558 98,423,318 California 2,172,930,200 2,273,557,500 2,383,130,500 2,514,503,400 2,632,279,800 Per Capita Income (dollars) County 69,234 72,698 77,211 81,442 85,324 California 55,833 58,048 60,549 63,720 66,619 *Revised 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, 2020 FY Ended June 30, 2010 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 $3,436,892 1 1.62 $2,606,791 1 1.91 Equilon Enterprises LLC 1,573,520 2 0.74 1,597,132 2 1.17 Phillips 66 Company 1,139,678 3 0.54 Tesoro Refining Marketing 1,019,739 4 0.48 1,018,440 5 0.74 Golden Rain Foundation 911,609 5 0.43 SDC 7 817,540 6 0.39 Mcd-Rcca-El Cerrito LLC 643,315 7 0.30 BRE Properties, Inc. 635,235 8 0.30 Sierra Pacific Properties, Inc. 583,565 9 0.28 NRG Delta LLC 456,000 10 0.22 Pacific Gas & Electric 1,317,359 3 0.96 Tosco Corporation 1,092,519 4 0.80 Sunset Land Company 725,259 6 0.53 Seeno Construction Co. 646,178 7 0.47 AT&T/Pacific Bell 497,573 9 0.36 Mirant Delta/Delta Energy Ctr 527,275 8 0.39 Shappell Industries, Inc. 466,898 10 0.34 Total $11,217,093 5.30% $10,495,424 7.67% 1Ranking 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 2021-2022 Recommended Budget  ORGANIZATIONAL CHART OF CONTRA COSTA COUNTY Citizens of Contra Costa County Board of Supervisors (32) County Administrator(35) General Government Agriculture (44) Assessor (112) Auditor-Controller (60) County Clerk- Recorder/Elections (82) Conservation & Development (191) County Counsel (52) Human Resources (50) Library (193) Public Works (559) Treasurer/Tax Collector (31) Health & Human Services Child Support Services (134) Employment & Human Services (1,900) - Administrative Services (221) - Children & Family Services (397.5) - Aging & Adult Services (182) - Workforce Services (805) - Workforce Development Board (12) - Community Services (185.5) - Child Development Fund (93) - Zero Tolerance for Domestic/SB 968 Admin (4) Health Services (4,084) - CCRMC & Ambulatory Care Centers (2,390) - Contra Costa Health Plan (182) - Programs (1,499) - Public Administrator (4) - Ambulance Servica Area-Measure H (9)-SD Veterans Service (12) Law & Justice Animal Services (71) District Attorney (227) Justice Systems Development/Planning (5) Probation (339) Public Defender (145) Sheriff-Coroner (1,098) -Clerk of the Board -Department of Information Technology/Telecommunications -Risk Management Total for all divisions:(133) =Elected Officials  (shown in functional area = (Total FTE) per  Recommended Budget Overview County of Contra Costa FY 2021-2022 Recommended Budget 11 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.  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, 2020, the County’s outstanding bonded debt was $85.7 million leaving a statutory margin of $10.9 billion and a Constitutional margin of $2.74 billion. (See Current Debt Position, Page 548 for details.)  Capital Improvement Plan: The County continues to manage its inventory of facilities to provide high quality and accessible services to our residents. This budget includes $14.8 million allocated to capital expenditures to lowering the deferred maintenance level and making improvements to extend the useful life of County Facilities and to promote the health and safety of employees and the public who utilize our facilities. The County has one major capital project under construction, a renovation of one module in the Martinez Detention Facility, and two major projects, a detention mental health and housing unit at the West County Detention Facility and the demolition and redevelopment of the previous administration building and old jail complex, in the design phase during this fiscal year. The County will also complete a comprehensive update of its Master Facilities Plan including an updated Facilities Condition Assessment of the approximately 4 million square feet of County owned and leased facilities by June, 2022. For detailed information on the County’s capital program and progress see the Capital Improvements Departmental Budget Summary, Page 55, and the Capital Improvement Plan, Page 542.  Contra Costa Regional Medical Center (CCRMC): The Contra Costa Regional Medical Center is a 167-bed acute care public hospital owned and operated by the County; the ten stand-alone Federally Qualified health care centers, which are licensed as outpatient departments of the hospital, provide over 500,000 physician visits annually. The Medical Center employs primary care physicians and contracts for specialist physicians to work on site in the ambulatory care centers, acute care units and the emergency room. CCRMC’s operating budget of $693 million is financed primarily with Hospital/Health Plan Medi-Cal revenues, with the County General Fund subsidizing 10.6% of CCRMC’s budget, or $73.2 million planned for FY 2021-22. The Hospital Enterprise Fund receives, through the general fund subsidy, 13.8% of the County’s $529 million general purpose revenues. CCRMC serves a diverse, low-income patient population who are generally more at risk for poor health outcomes and often experience health disparities. For people in low-income communities, medical problems can be caused and exacerbated by factors related to poverty such as poor nutrition, lack of safe and stable housing, incarceration, unemployment, and the chronic anxiety of income insecurity. The medical cost associated with treating this patient population reflects the level of social need. The vast majority of the CCRMC patient population have health insurance coverage through the State Medi-Cal program. Medi-Cal is a state-federal partnership, the State must provide Overview 12 County of Contra Costa FY 2021-2022 Recommended Budget  matching funds in order to receive federal funding (the matching rate for California is 50% for traditional patient populations). In California, almost all matching funds, or non-federal share, for services provided under the Federal 1115 waivers are provided by the Public Hospitals inclusive of CCRMC i.e. 50% of the available funding for CCRMC originates from CCRMC. This is a self-financing mechanism that has the impact of lowering the net amount of revenue available to the facility. The County General Fund allocation had been significantly reduced prior to the last two years following the implementation of the Affordable Care Act (ACA); however, ACA revenues declined in FY 2018-19 as a result of the loss in one-time funding and a designed reduction in the Federal Matching Percentage. The ACA impact coupled with significant labor agreement costs created a need for additional subsidy in FY 2019-20 and a return to the historical level of General Fund support. The COVID-19 pandemic put even more pressure on the CCRMC to provide needed services and support. As the “safety net” delivery system, ensuring that low- income individuals across the County can receive timely high-quality health care services is now more important than ever and is the on-going goal for the Medical Center. Funding strategies to support CCRMC deal with the Bay Area cost of doing business (inclusive of maintaining competitive salaries) must include maximizing all available State and Federal funding sources coupled with Measure X to fill the inevitable shortfall. According to the Measure X ballot measure the first stated goal was “To keep Contra Costa’s regional hospital open and staffed”. Contra Costa County faced extreme public health risks arising from shortages in county budgeting and spending. The anticipated budget gap at CCRMC between need and available resources had to to be addressed. Coupled with a lack of funding for necessary medical practitioners and community-based health resources, it was clear that the emergency preparedness for the county and residents must be addressed. To shore up access to medical and behavioral health services, and bolster county safety-net programs, the Board of Supervisors pursued a ½ sales tax (Measure X).  County Administration (new leadership): Monica Nino was appointed as County Administrator by the Board of Supervisors on December 8, 2020 and began working on January 4, 2021. Prior to her appointment, Ms. Nino served as the County Administrator for San Joaquin County, California, from 2013 to 2020 where she oversaw 26 county departments, an annual operating budget of $1.9 billion, and over 7,500 county employees serving 765,000 residents. Prior to that, Ms. Nino served as the Chief Executive Officer for Stanislaus County, where she began her career in local government in 1988.  COVID-19/Funding: COIVD-19 is the disease causing the novel coronavirus global pandemic. Since 2020, the County and its employees have worked diligently to continue to provide services to the residents of Contra Costa County while keepings its employees safe. Thanks to the growing number of vaccinated residents and the hard work of all Contra Costans to reduce the spread of the COVID-19, as of the printing of this document, Contra Costa is in the red tier of California’s Blueprint for a Safer Economy. Recovery is the focus of the County for FY 2021-22. Over the course of the response to COVID-19, several stimulus packages have been passed providing additional funding to state and local governments to assist in the response to the pandemic. The largest funding source has been the CARES Act, which provided new funding streams and increased funding to existing grant programs such as the Community Development Block Grant (CDBG) and Emergency Management Performance Grant (EMPG) programs. Below is information regarding the most significant funding streams received as part of the CARES Act: Overview County of Contra Costa FY 2021-2022 Recommended Budget 13 Coronavirus Relief Fund (CRF) - $227.8 million In FY 2019-20, the County was allocated $227.8 million in CRF funding ($201.3 million from Federal direct allocation and $26.5 million from State sub-recipient allocation). All CRF funds have been spent and were applied to various permitted purposes, including: payroll for public health and safety employees; improvements to telework capabilities; medical expenses; and public health expenses for the period March 1 – December 31, 2020. In FY 2019-20 the County spent $87.6 million and in FY 2020-21 the County spent the remaining $140.2 million of its CRF allocation. Below is a reconciliation, by fund, of reimbursements from the CRF for the period March – December 2020: March- June July-Sep Oct-Dec Total General Fund $48,503,371 $39,378,798 $45,936,915 $133,819,084 Enterprise Fund I (Hospital) 31,218,937 25,037,858 37,350,785 93,607,580 Land Development Fund 128,600 45,159 0 173,759 Library Fund 60,901 166,328 0 227,229 $87,569,965 $66,259,941 $73,997,747 $227,827,652 Provider Relief Fund (PRF) - $25.1 million In FY 2019-20, the County was allocated $25,120,009 from the U.S. Department of Health and Human Services (HHS) through the Provider Relief Fund. The funding has been allocated by HHS in phases beginning with providers who bill Medicare fee-for-service proportional to the providers’ share of 2018 patient revenue. Subsequent distributions have targeted participants in state Medicaid/CHIP programs, Medicaid managed care plans and certain other Medicare providers All funding has been spent by the Health Services department and the Contra Costa County Fire Protection District in response to impacts from the COVID-19 pandemic. Project Homekey Grant - $21.6 million The County was awarded a Project Homekey grant in the amount of $21,576,000 from the State’s share of CARES Act funding for the purchase and rehabilitation of 2101 Loveridge Road, Pittsburg to increase interim housing capacity by 174 beds and assist homeless residents transition into stable living conditions. The County was already renting the property for use as a non-congregate shelter site to protect this vulnerable population during the COVID-19 pandemic. The County closed on the purchase of the property and is in the process of rehabilitating portions of the property. The County Administrator’s Office continues to monitor new legislation and funding streams to maximize the cost recovery related to the pandemic. As new funding streams are released, staff assess the use of previous funding streams to determine whether adjustments must be made to maximize federal and state reimbursement dollars related to the pandemic. To assist with this task, the County has retained Ernst & Young (E&Y) and continues to hold bi-weekly calls with a cost recovery work group including E&Y and representatives from the County Administrator’s Office, Auditor-Controller’s Office and the Health Services Department. Overview 14 County of Contra Costa FY 2021-2022 Recommended Budget  FEMA Claims The County is pursuing claims with the Federal Emergency Management Agency (FEMA) as part of its COVID-19 cost recovery strategy. FEMA has authorized 100% reimbursement for the Great Plates program to provide nutritious meals to seniors and Non-Congregate Sheltering of vulnerable populations. To date, the County has filed FEMA claims totaling $1.6 million related to the Great Plates program for the period May 2020 through October 2020. The County will soon be filing FEMA claims in the approximate amount of $14.1 million related to Non-Congregate Sheltering activities for the period March 2020 through December 2020. The County is awaiting clear guidance from FEMA on the eligibility of vaccination expenses to determine the most advantageous funding stream to pursue reimbursement for those costs.  Disposition of Federal Relief Funds: On Saturday, March 6th, 2021, the Senate passed the American Rescue Plan Act. The $1.9 trillion legislation provides a variety of aid to individuals, families, businesses, health providers, and state/local governments to address COVID-19 related costs. While the specific allocation process and implementation timing on the vast majority of the items in the bill is dependent on State action, what is known is the funding allocated directly to Local Government. Contra Costa County will receive $223.7 million for COVID related expenditures incurred or for lost revenues resulting from the pandemic. This funding is for the time frame March 6, 2021 through December 31, 2024. The FY 2021-22 budget development for the Health Services Department assumed a return to normal operations effective July 1, 2021. Additionally, the budget assumed no new programs or additional cost associated with expiring labor contracts. Funding for new or expanded programs would be addressed through the Measure X priority setting process. Additionally, the Health Department budget assumed any costs or lost revenue related to COVID incurred for the time period July 1, 2021 through June 30, 2022 would be addressed as an adjustment, when known, to the recommended budget. This may include future losses in revenue that would require a corresponding reduction in budgeted expenditures to balance. There could also be COVID costs eligible for offset through specific COVID related “cascading” revenue streams i.e., Medicare, Medi-Cal, State allocations, Federal Allocations (including these American Rescue Plan Act funds) and then FEMA as a last resort. Residual/unreimbursed cost would rely on County reserves or possibly Measure X as one- time offsets. Monthly monitoring of the cost and revenue would occur, quarterly reporting to the Board would occur; and mid-year appropriation adjustments would be made as necessary. The Health Department has expended close to $110 million in CARES funding in the current 2020/21 fiscal year on COVID related expense. The CARES funding is a non-recurring revenue source that has been fully utilized. We are recommending that at a minimum $110 million for FY 2021-22 and $110 million for FY 2022-23 of the American Rescue Plan Act funding be earmarked for the continuing operation of the Health Department’s COVID response. As indicated above the monthly monitoring and reporting to the Board of COVID expenses and revenues will allow for adjustments on an as needed basis as the on-going COVID impact becomes clear.  Division of Juvenile Justice (DJJ): In September 2020, California Governor Newsom signed Senate Bill 823, which set forth provisions for the closure of the State Division of Juvenile Justice (DJJ) and created a new state department, the Office of Youth and Community Restoration (OYCR). DJJ has historically provided education and trauma informed treatment to California’s youth, up to the age of 25, who have the most serious criminal backgrounds and most intense treatment needs. This legislation included transferring Overview County of Contra Costa FY 2021-2022 Recommended Budget 15 the responsibility for the care, custody, and supervision of youth from DJJ to the counties. Effective July 1, 2021, with very limited exceptions, the DJJ will no longer accept intakes. At that time, Probation will be responsible for the supervision and aftercare needs of this realigned population, including any related contracting initiatives to support their successful transition back into the community. The DJJ is proposed to formally cease operations on June 30, 2023. Among other requirements of this bill is the establishment of a DJJ Realignment Planning Subcommittee, a subcommittee of the Juvenile Justice Coordinating Council, chaired by the Chief Probation Officer. This subcommittee is responsible for developing a plan to address the supervision and programming strategies for the realigned population. The initial plan will be submitted to the Board of Supervisors for consideration, along with recommendations for the funding allocation that the county will receive. An allocation of $1,461,598 is anticipated for Contra Costa County in FY 2021-22. In subsequent fiscal years, the plan will also be submitted to the OYCR for review and approval.  Emergency Rental Assistance Program (ERAP): Governor Newsom signed SB 91, establishing the CA COVID-19 Rent Relief program, allocating $2.6 billion in federal rent assistance. SB 91 extends eviction protections to June 30, 2021. These efforts will enable low-income households most impacted by the pandemic to stay in their homes and prevent displacement which will be crucial to an equitable recovery. ERAP Rent Relief provides financial assistance to income-qualified renters experiencing housing instability. The program provides rent reimbursement to landlords for unpaid rent accrued between April 1, 2020 and March 31, 2021. Landlords are eligible to receive 80% of unpaid rent, as long as they agree to waive the remaining 20% of unpaid rent. Eligible renters whose landlords don’t participate in the program can still receive 25% of unpaid rent accrued between April 1, 2020, and March 31, 2021. Paying the 25% of past due rent by June 30, 2021 can help keep you in your home under the extended eviction protections provided in SB 91. Eligible renters can also receive future rent assistance equal to 25% of their monthly rent. Contra Costa County chose to partner with the State to provide rental and utility assistance to our residents with funding from the December 2020 stimulus/continuing resolution package. The total allocation of ERAP assistance to benefit County residents is $75 million.  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 2021-22 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, 2020, the County’s fiduciary net position as a percentage of total other post-employment benefit liability was 39.5%. The total liability for benefits was $865.6 million, and the actuarial value of assets was $341.7 million, resulting in a net OPEB liability of $523.9 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. Overview 16 County of Contra Costa FY 2021-2022 Recommended Budget  On February 24, 2012, the Retiree Support Group of Contra Costa County (“RSG”) filed a lawsuit in federal court challenging the County’s ability to make changes to health care for retirees. Following mediation, RSG and the County reached a settlement of the case. On March 15, 2016, the Board of Supervisors adopted Resolution No. 2016/124, approving the proposed settlement agreement. On November 1, 2016, the court gave final approval to the class action settlement, and the lawsuit was dismissed with prejudice. The settlement was fully implemented for the 2017 plan year, creating a $676,000 increase in the Annual Required Contribution and an $8,593,000 increase in the total Actuarial Accrued Liability. The settlement class is entirely made up of retirees, there is no Normal Cost. Continued negotiations towards Countywide health care cost containment strategies and the redirection of designated future resources remain key to resolving the OPEB challenge for the County. The challenge of offering health care options to our employees that are affordable and competitive remains an important focus in negotiations. The Board of Supervisors and our employees continue to make significant progress towards a solution for one of the biggest fiscal challenges the County has faced to date. The next valuation is due as of January 1, 2022 and is scheduled for release summer 2022.  Long-Term Rebalancing: One of the most important challenges faced over the last few years was to rebalance and restructure the County's budget. A long-term solution including a targeted negotiation strategy was developed and implemented. The County Administrator’s Office continues to work with the Board and Departments to review historical trends, identify service priorities, and develop strategies to address any budget imbalance that exists between annual expenditure needs and annual revenues. The goal is to continue to provide the most effective and efficient community services within available resources, while building reserves to preserve programs during times of economic downturn.  Measure X Funding: Contra Costa County voters passed Measure X, a ½ cent sales tax levied countywide (exempting food sales), in November 2020 with a vote of 58.45% (50% required). Collection of the sales tax will begin in April 2021 and will be available for distribution in FY 2021-22. The most recent estimate is that this transaction and use tax will generate approximately $96.1 million for FY 2021-22; however, this estimate was generated prior to the Governor's action on November 16, 2020, which brought much of the State back into the most restrictive tier of the California Health Equity Metric. The County has not yet determined the amount of Measure X revenues to be budgeted for FY 2021-22, however, the County anticipates that amount will be at least $81 million. With the exception of $665,000 discussed in the County Administrator’s department recommendation for administrative costs and the Office of Racial Equity and Social Justice, the funds will be appropriated outside of the FY 2021-22 recommended budget process. The Board of Supervisors approved the creation of a 17-member Community Advisory Board to recommend funding priorities of annual revenue received under Measure X and adopted a process to recruit and appoint members of the Measure X Community Advisory Board. The Board of Supervisors will carefully review these funding priorities before appropriating the revenues.  Office of Racial Equity and Social Justice: Racism, inequity, injustice, and disparities persist, unfortunately, throughout the United States and here in Contra Costa County. Building on the County’s efforts to eliminate systemic racism, discrimination and bias and to advance racial equity and social justice, and responding to increased community demands to take additional actions, on November 10, 2020 the Board of Supervisors authorized the establishment of an Office of Racial Equity and Social Justice in the County Administrator’s Office, with direct accountability to the Board of Supervisors. The mission and goals of the Office, as described in the authorizing Board Order, include: Overview County of Contra Costa FY 2021-2022 Recommended Budget 17  to make a transformation shift within County government to eliminate inequity, harm, discrimination, and bias (implicit and explicit) based on race, ethnicity, gender, sexual orientation, language, immigration status, socio-economic status, and for people with disabilities by focusing County efforts on understanding what it takes to achieve equity with a priority focus on racial equity;  acknowledge and eliminate inequities, disparities, and harm that exist in Contra Costa County, including inequities and disparities in health outcomes, resource and service allocation, land use decisions (environmental justice), and law enforcement and criminal justice system practices;  create a sense of urgency for change so that we cultivate and sustain a County ecosystem rooted in belonging, mutuality, equity, and justice. The need for change is urgent; and the opportunity for change is now. An inclusive and robust community engagement and planning process, funded by community- based organizations and businesses, is currently underway to determine how the Office will be structured and operated, and ultimately to determine the name of the Office. The County Administrator’s Office has allocated staff support for the community planning process and has included a placeholder of $600,000 in the Recommended Budget to support the Office establishment offset with Measure X funding.  Property Tax Recovery/Revenue: The Contra Costa County economy is heavily dependent on the national and state economies. Our economist (from Beacon Economics, LLC.) tells us that while 2020 was a truly unprecedented year in terms of the 10% economic contraction that occurred as a result of the pandemic, the long-term harm to the economy predicted by many government agencies and financial firms failed to materialize. Rather the economy bounced back in the second half of the year as forecasted despite the largest surge in new COVID cases seen in the 4th quarter. By the end of the year the economy was 2.4% below the 4th quarter of 2019, and growth in the first quarter of 2021 is expected to come in at between 5 and 6% (seasonally adjusted annual rate), closing the gap even further. The national unemployment rate fell from 14.8% in April to 6.2% in February of 2021, the fastest decline ever seen, largely because most of those without jobs were on temporary layoff. The East Bay saw a similar recovery from an unemployment rate of 15.2% in April to 7.8% in February. The reason for the completely different type of business cycle from the Great Recession was driven by the nature of shock to the economy. The Great Recession was a demand shock precipitated by the collapse of the subprime bubble that created a general malaise across the entire economy. The pandemic created a supply shock that caused portions of the economy, particularly the entertainment, travel and hospitality sectors, to be closed until the disease can be brough under control. Given the solid fundamentals of most US households when the pandemic hit, this caused a shift in spending to other parts of the economy such as durable goods and housing. This has meant that outside of tourist heavy parts of California (San Francisco or Orange County for example) taxable sales have bounced back remarkably fast. In Q3 2020 taxable sales in Contra Costa County were only 2% below their Q4 2019 peak despite unemployment rates being in double digits in the East Bay during this quarter. The housing market also did something completely different than in typical recessions—by the end of 2020, the market had surged in terms of both prices and sales. Sales in the County were up 33% year over year, while median prices rose 19% to $766,000. There were numerous reasons for this uptick in market activity, including record low interest rates and a significant build up in household savings. But the acute shortage of housing in the state and record low inventory of units for sale has created a cycle that has exaggerated the impact of these forces on market activity. Residential permits rose by 10% in 2020 relative to 2019. Overview 18 County of Contra Costa FY 2021-2022 Recommended Budget  Growth in the housing market significantly impacts the County budget as 84.8% of General Purpose revenues and 24.2% of total General Fund revenues come from property taxes. This acceleration in market activity is expected to create a sharp increase in AV tax revenues for the 2021-22 fiscal year. The current surge in housing market activity and prices is sustainable given how homeowner costs as a percent of income have fallen in recent years—in 2011 24% of Contra Costa homeowners with a mortgage used less than 20% of their income on home costs, while 36% paid more than 35%. By 2019, these shares had shifted to 37.7% and 26.7% respectively driven by fallen interest rates and rising incomes. Hence, it is predicted that the lift in prices today will have a long run impact on property tax revenues collected in the County. The FY 2020-21 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 4.0% for FY 2021-22 which may be too modest; however, the economic impacts of the COVID-19 pandemic will likely impact all of our FY 2021-22 projections.  Redistricting: Every ten years Contra Costa County must redraw the boundaries for the County Supervisorial Districts so that they have substantially equal populations and that they comply with the federal Voting Rights Act of 1965 and California State Laws. Normally the process would start in April with receipt of the 2020 Census Data. However, this year the Data is not expected to be available until much later, possibly not until September 2021. Once the Data is available, the County plans on conducting a robust public engagement process designed to insure public participation in the determination of the Supervisorial Districts. The public process may occur over a shortened time period as a result of the expected late availability of Census Data and the statutory requirements for completion of redistricting in time to meet State requirements. The County Administrators’ Office working with the Department of Conservation and Development’s GIS Division will be in charge of drafting potential District Maps for each Supervisor’s District. The process will include a series of public hearings and public workshops later this year with the goal of having the new boundaries in place by December, 2021.  Retirement/Pension Costs - Future Year Projections/Budgets: 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, 2019, the Contra Costa County Employees Retirement Association (CCCERA) reported a UAAL of $947 million and a funded ratio of 91.9%. At the end of 2019, the County’s portion of the UAAL was $607.9 million (the Contra Costa County Fire Protection District’s portion of UAAL was $132.5 million). Those figures do not include $126.6 million in outstanding pension obligation bonds as of June 30, 2020 ($85.7 million in County bonds and $40.9 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 to 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. Overview County of Contra Costa FY 2021-2022 Recommended Budget 19 The costs of pension benefits remain fiscally significant 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 (note 2020 data is estimated): 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 2.40% 7.25% (4.85%) 2016 7.40% 7.00% 0.40% 2017 14.20% 7.00% 7.20% 2018 (2.70%) 7.00% (9.70%) 2019 14.60% 7.00% 7.60% 2020 16.20% 7.00% 9.20% In a letter dated March 12, 2021, CCCERA’s actuary issued a report which projected employer contribution rate changes based on an estimated 9.2% net market value investment return for 2020 and other changes in economic assumptions. The projection is derived from the December 31, 2019 actuarial valuation results, which are the most current available. A new five-year projection will be available in the fall using December 31, 2020 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 11.73% (as of December 31, 2024). These projected rate changes are implemented 18 months after the actuarial date. Therefore, the projected increase of 0.09% in the chart below for 2020 will be implemented on July 1, 2022. Overview 20 County of Contra Costa FY 2021-2022 Recommended Budget  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 0.06% for 2020 (rate increase date of July 1, 2022), a County Safety employee by 0.28%, and a Contra Costa County Fire District Safety employee by 0.37%. 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) 2020 2021 2022 2023 2024 Deferred (Gains)/Losses 0.17% -0.71% -0.21% -0.76% -0.33% Loss of Investment Income on (Gain)/Loss of Investment Income on Difference Between AVA and MVA -0.06% -0.19% -0.14% -0.12% -0.06% 18 Month Rate Delay -0.02% 0.00% -0.07% -0.69% -0.45% Drop Off of UAAL Layers 0.00% 0.00% -8.09% 0.00% 0.00% Incremental Rate Change 0.09% -0.90% -8.51% -1.57% -0.84% Cumulative Rate Change 0.09% -0.81% -9.32% -10.89% -11.73% 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 five years of actual data, a projection of the current year (straight-lining eight months of actual data), the Recommended Budget for FY 2021-22, and a projection based on the Recommended Budget of FY 2021-22 and beyond (no increases in FTE or wages for FY 2022-23 and beyond). The five-year projection uses the 7.00% assumed investment rate of return, all pension obligations bonds and 2020 market impacts. A significant note is that the chart includes five 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. The significant spike that occurs each year in the Recommended Budget figure is due to the Recommendation including funding and revenues supporting currently vacant positions ($132.0 million for FY 2021-22). The chart includes a reduction in vacancy funding of $25.4 million for the General Fund. Of the total Recommendation, approximately $10.8 million is from Special Districts. Vacancy factors are detailed in departmental write-ups. Overview County of Contra Costa FY 2021-2022 Recommended Budget 21  State Budget/Impacts: The Governor’s FY 2021-22 proposed $227.2 billion State Budget highlighted the dramatic differences from 2020, the year of a worldwide health and economic crisis caused by the COVID-19 pandemic, to today. Notably, the $164.5 billion General Fund revenue forecast has improved considerably since the enactment of the FY 2020-21 budget, owing primarily to three factors: a less severe recession than anticipated in the FY 2020-21 budget, unequal distribution of wage losses among low-wage workers, and a stronger than expected stock market. In this fiscal condition, the Administration’s budget provided a total $14 billion investment in economic recovery ($11.2 billion current year plus $2.7 billion in the budget year), buttressed by $34 billion in “budget resiliency,” the state’s budgetary reserves and surplus, to “support our progress toward an equitable and broad-based recovery.” Several of the Governor’s proposals in the FY 2021-22 budget are of particular interest to counties, including:  $1.75 billion for homelessness, including for Project Homekey, behavioral health continuum infrastructure, and residential care facilities;  $1.1 billion for CalAIM implementation;  $372 million placeholder for COVID-19 vaccine efforts;  Over $250 million to begin implementing the new Master Plan for Aging;  $500 million each for increased infill infrastructure grants and housing tax credits; and  Increased enforcement of state housing laws, including for local housing production. The Governor’s proposed FY 2021-22 budget featured the state’s highest investment ever in public schools, $4.5 billion to accelerate recovery and job creation, and $370 million to expedite the delivery of COVID-19 vaccinations. The budget also included $1 billion to reduce wildfire risk and improve forest health. In addition to expanded investments in education, workforce development, climate initiatives, and homelessness programs and affordable housing, the state’s improved revenue picture also allowed the state to delay $2 billion in scheduled program suspensions for one year. These are previously scheduled suspensions in the FY 2020-21 budget, including Proposition 56 supplemental payment increases, $282 $281 $306 $317 $314 $322 $386 $328 $325 $297 $292 $290 $200 $250 $300 $350 $400 2015-16 Actual 2016-17 Actual 2017-18 Actual 2018-19 Actual 2019-20 Actual 2020-21 Proj. 2021-22 Recom'd 2022-23 Proj. 2023-24 Proj. 2024-25 Proj. 2025-26 Proj. 2026-27 Proj. Actual and Projected Retirement Expenses (in millions) Overview 22 County of Contra Costa FY 2021-2022 Recommended Budget  reversing the seven percent reduction in In-Home Supportive Services hours, certain Medi- Cal optional services, and developmental services payment increases. Subsequent to the release of the Governor’s proposed FY 2021-22 budget, the Legislature approved the Governor’s emergency request to allocate $1.2 billion in federal funding to counties, available March 1, for vaccine support, testing, contact tracing, and other related activities through July 31, 2023. As part of his budget, the Governor was also seeking legislative approval of a roughly $5 billion “early action” proposal, including $2.4 billion to send $600 payments to low-income families, $2 billion to reopen schools, and nearly $650 million in grants for businesses impacted by the pandemic. After receiving $10.3 billion in unanticipated tax revenue in December and January, on February 23, the Governor signed a $7.6 billion state COVID-19 relief package ($9.6 billion total package), providing relief payments to lower-income Californians (at a cost of $3.7 billion) and grants for small businesses impacted by the pandemic (increased to $2.075 billion). The proposed FY 2021-22 budget noted that in December 2020, over 4 million Californians were still receiving some form of unemployment benefits and only about half the jobs lost during the pandemic have been recovered. Despite strong revenue receipts in 2020-21, the budget estimated a structural budget deficit of $7.6 billion for FY 2022-23, forecast to reach $11.3 billion by FY 2024-25. To that end, the budget indicated that additional federal stimulus is necessary to ensure a robust ongoing pandemic response and economic recovery. Owing to the passage of President Biden’s $1.9 trillion coronavirus relief package, the American Rescue Plan, the state is projecting to receive a general fund infusion of approximately $26 billion, in addition to $2.2 billion for rental assistance and $1 billion for homeowner assistance.  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 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 25, 2021 to review funding recommendations from the CCP for FY 2021-22. The Public Protection Committee ultimately approved a $29.9 million budget package to continue funding critical program infrastructure put in place following 2011 Realignment. The FY 2021-22 budget provides an increase in appropriations of $1.7 million, or 5.9% across all initiatives funded with the community Overview County of Contra Costa FY 2021-2022 Recommended Budget 23 corrections allocation of AB 109 dollars. The FY 2021-22 CCP budget provides approximately $965,000 for the Stand Together CoCo immigration rapid response program, which is an increase from the annual $500,000 AB 109 reserve allocation approved for the three-year pilot project. This budget also continues funding to local police departments for Mental Health Evaluation Teams (MHET) to assist with diverting those suffering from mental illness from the local criminal justice system. Funding allocations approved by the Public Protection Committee have been integrated into departmental budgets reflected in the FY 2021-22 Recommended Budget. 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. Note that the FY 2020-21 adopted budget includes $80.7 million in fund balance budgeted in four general categories of restricted funds, computer system/cyber security/venture capital costs, facility costs, and “other” costs. If the fund balance were not included, the total budgeted amount would be $1.78 million (continuation of the curved increase). The Recommended Budget is projecting relatively flat growth for FY 2021-22. All of these projections are being impacted by the COVID-19 pandemic and will likely change. 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. These revenues are projected based on historical trends, which have been impacted by property tax and general economic recovery. $1,255 $1,203 $1,172 $1,193 $1,248 $1,307$1,335 $1,403 $1,480 $1,584 $1,676 $1,861 $1,854 $1,100 $1,200 $1,300 $1,400 $1,500 $1,600 $1,700 $1,800 $1,900 2008-09 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 201-20 Actual 2020-21 Budget 2021-22 Recom'd Overview 24 County of Contra Costa FY 2021-2022 Recommended Budget  10 Year Revenue Generation (in millions) 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 FY 2020-21 Budget figures reflect capital carryover funding and fund balance use. State impacts on FY 2021- 22 are currently unknown. Appropriations for Contingency have been budgeted at $10 million to address mid-year unanticipated issues. As noted earlier, federal and state revenues supporting the COVID pandemic recovery have been significant, and the total impacts are yet unknown. Change in General Fund Actual Status (in millions) $0 $200 $400 $600 $800 $1,000 $1,200 $1,400 $1,600 $1,800 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 Actual 2020-21 Budget 2021-22 Recom'd General Purpose Revenue Other Local Revenue Federal Assistance State Assistance $1,100 $1,200 $1,300 $1,400 $1,500 $1,600 $1,700 $1,800 $1,900 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 Actual 2020-21 Budget 2021-22 Recom'd Total Expenditures Gross Revenue Overview County of Contra Costa FY 2021-2022 Recommended Budget 25 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 for FY 2021-22 at $1.0 million is the final and is included in the recommendation as revenue. The following chart depicts ten-years of history of unreserved balance pursuant to County policy. The County is exceeding the minimum 5% target (Unassigned Fund Balance was 20.1% of total General Fund Revenues on June 30, 2020). The graph depicts no budgeted growth in reserves, and although actuals are historically higher than projected due to vacant positions, the unknowns associated with the pandemic make projections extremely unreliable. Fund balance is shown as a percentage of total General fund revenue. Although it is anticipated that unassigned fund balance will increase as an absolute dollar amount in the future, growth in the ratio to revenues is not expected as revenue will grow as well. Unreserved/Unassigned Fund Balance (as of June 30) General Fund Revenue and Appropriations The County Summary Information available beginning on Page 471 depicts history and recommendations for all revenue sources and uses for all County funds. The recommended General Fund budget of $1.853 billion is supported by local, federal, and State resources. A large portion of the revenue, $777.1 million, or 41.9%, is dependent upon State and federal allocations (very close to the 39.6% of last year). General Purpose revenue available from sources such as property tax and interest income is $529.0 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. 6.4%7.2% 9.4% 11.0% 13.2% 16.5% 17.9% 16.6% 20.1%20.5%20.5% 6.0% 8.0% 10.0% 12.0% 14.0% 16.0% 18.0% 20.0% 22.0% 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 Actual 2020-21 Budget Overview 26 County of Contra Costa FY 2021-2022 Recommended Budget  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: $1.853 Billion 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: $1.853 Billion General Purpose, $529,000,000 , 29% Other Local Revenue, $547,444,143 , 29% Federal, $334,769,853 , 18% State Assistance, $442,374,504 , 24% Salaries and Benefits, $1,027,636,500, 55.4% Expenditure Transfers, -$144,119,000, (7.8%) Fixed Assets, $22,146,000, 1.2% Services and Supplies, $634,233,000, 34.2% Other Charges, $303,692,000, 16.4% Provisions for Contingencies, $10,000,000, 0.50% Overview County of Contra Costa FY 2021-2022 Recommended Budget 27 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 2021-22 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: $1.853 Billion   All County Funds (excluding Special Districts) The County Summary Information beginning on Page 471 depicts history and recommendations for all revenue sources and uses for all County funds. Of the $4.06 billion represented, $1.85 billion is within the General Fund, $2.16 billion is from other funds, and $39.6 million is from fund balance. Additionally, there are seven County Enterprise funds, which makeup $1.589 billion of the $2.16 billion in non-general funds. Total recommended appropriations are $4.061 billion. Total Appropriations: $4.061 Billion   Health & Human Services, 1,058,739,500, 57% General Government, 320,785,000, 17% Law & Justice, 474,064,000, 26% Expenditure Transfers, 180,172,276, 4% Fixed Assets, 48,256,000, 1% Salaries and Benefits, 1,612,311,500, 40% Other Charges, 547,985,050, 14% Provisions for Contingencies, 10,000,000, 0% Services and Supplies, 1,662,530,224, 41% Overview 28 County of Contra Costa FY 2021-2022 Recommended Budget  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 252 2) HMO Enterprise, Page 260 3) HMO Enterprise-Community Plan, Page 264 4) Major Risk Medical Insurance (no appropriations since FY 2019-20) 5) Airport Enterprise, Page 174 6) Sheriff Law Enforcement Training Center, Page 448 7) Childcare Enterprise, Page 232 The total Recommended Budget for Enterprise Funds is $1.589 billion. Enterprise Fund Appropriations: $1.589 Billion 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. Airport Enterprise Fund, 14,286,000, 1%HMO Enterprise -Comm Plan Fund, 75,353,000, 5% Childcare Enterprise Fund, 74,000, <1% HMO Enterprise Fund, 803,960,000, 50%Sheriff Law Enf Training Fund, 2,615,000, 0% Hospital Enterprise Fund, 693,225,000, 44% Overview County of Contra Costa FY 2021-2022 Recommended Budget 29 Hospital Enterprise Fund Total Revenues: $693.2 Million The majority of the expense in the Hospital Enterprise Fund, 66%, is for salary and benefit costs to operate the hospital and clinics. Total Appropriations: $693.2 Million    Medicare Patient Services, $40,454,000 , 6% Medi-Cal Patient Services, $299,748,000 , 43%Health Plan Patient Services, $97,135,000 , 14%Private Pay Patient Services, $12,192,000 , 2% Interdepartmental Patient Services, $3,000,000 , <1% Other Hospital Revenues, $101,829,000 , 15% Charges to General Fnd Units, $33,800,000 , 5% External Health Plan Revenue, $31,744,000 , 5% Enterprise Fund Subsidy, $73,245,000 , 10%Schools Fund Revenue, $78,000 , <1% Salaries and Benefits, $457,309,000 , 66% Other Charges, $13,240,000 , 2% Services and Supplies, $210,448,000 , 30% Fixed Assets, $12,228,000 , 2% Overview 30 County of Contra Costa FY 2021-2022 Recommended Budget  General Government County of Contra Costa   Functional Group Summary General Government County of Contra Costa FY 2021-2022 Recommended Budget 31 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 $529.0 million in General Purpose Revenue. General Fund 2019-20 Actuals 2020-21 Budget 2021-22 Baseline 2021-22 Recommended Change Expense Salaries And Benefits 142,027,887 168,179,968 176,001,989 175,336,500 (665,489) Services And Supplies 172,804,539 210,670,641 196,925,500 196,990,500 65,000 Other Charges 48,918,863 47,356,389 49,600,000 49,600,000 0 Fixed Assets 71,381,395 46,175,833 17,046,000 17,046,000 0 Provisions For Contingencies 0 10,000,000 10,000,000 10,000,000 0 Expenditure Transfers (67,061,796) (124,933,603) (127,248,163) (128,188,000) (939,837) Expense Total 368,070,889 357,449,228 322,325,326 320,785,000 (1,540,326) Revenue Other Local Revenue 699,963,556 673,641,487 691,058,000 691,723,000 665,000 Federal Assistance 56,028,152 14,746,000 36,301,000 36,301,000 0 State Assistance 6,504,601 5,123,694 5,211,000 5,211,000 0 Revenue Total 762,496,310 693,511,181 732,570,000 733,235,000 665,000 Net County Cost (NCC): (394,425,421) (336,061,953) (410,244,674) (412,450,000) (2,205,326) Allocated Positions (FTE) 1,132.6 1,130.3 1,131.6 1,139.6 8.0 Financial Indicators Salaries as % of Total Exp 39% 47% 55% 55% % Change in Total Exp (3%) (10%) 0% % Change in Total Rev (9%) 6% 0% % Change in NCC (15%) 22% 1% Compensation Information Permanent Salaries 82,865,098 97,903,136 104,468,035 103,434,180 (1,033,855) Temporary Salaries 2,275,776 2,041,556 1,923,404 1,923,404 0 Permanent Overtime 1,961,699 2,013,600 2,039,500 2,039,500 0 Deferred Comp 1,191,687 1,580,292 1,643,779 1,654,579 10,800 Comp & SDI Recoveries (243,895) (138,820) (77,620) (77,620) 0 FICA/Medicare 6,314,586 7,376,241 7,684,456 7,727,946 43,490 Ret Exp-Pre 97 Retirees 242,678 305,581 298,581 298,581 0 Retirement Expense 23,812,176 29,786,229 29,959,538 30,123,358 163,820 Excess Retirement 36,275 4,100 4,100 4,100 0 Employee Group Insurance 12,521,708 16,764,479 17,518,279 17,658,358 140,079 Retiree Health Insurance 6,185,543 6,159,813 6,134,619 6,134,619 0 OPEB Pre-Pay 2,689,800 2,629,725 2,574,146 2,574,146 0 Unemployment Insurance 46,893 99,752 209,103 210,362 1,259 Workers Comp Insurance 2,038,358 1,654,285 1,622,070 1,630,988 8,918 Labor Received/Provided 89,506 0 0 0 0 Functional Group Summary General Government 32 County of Contra Costa FY 2021-2022 Recommended Budget FY 2021-22 Recommended General Fund Expenditures FY 2020-21 Recommended General Fund Expenditures Agriculture/Weights and Measures Matthew Slattengren, Agriculture Commissioner General Government County of Contra Costa FY 2021-2022 Recommended Budget 33 General Fund 2019-20 Actuals 2020-21 Budget 2021-22 Baseline 2021-22 Recommended Change Expense Salaries And Benefits 4,730,546 5,007,235 5,180,000 5,180,000 0 Services And Supplies 1,295,965 1,454,799 1,259,000 1,259,000 0 Fixed Assets 29,220 8,500 9,000 9,000 0 Expenditure Transfers 479,195 485,466 624,000 624,000 0 Expense Total 6,534,925 6,956,000 7,072,000 7,072,000 0 Revenue Other Local Revenue 1,006,668 1,185,606 1,205,000 1,205,000 0 State Assistance 3,042,079 3,377,394 3,474,000 3,474,000 0 Revenue Total 4,048,747 4,563,000 4,679,000 4,679,000 0 Net County Cost (NCC): 2,486,178 2,393,000 2,393,000 2,393,000 0 Allocated Positions (FTE) 45.6 44.3 44.3 44.3 0.0 Financial Indicators Salaries as % of Total Exp 72% 72% 73% 73% % Change in Total Exp 6% 2% 0% % Change in Total Rev 13% 3% 0% % Change in NCC (4%) 0% 0% Compensation Information Permanent Salaries 3,059,579 3,260,536 3,403,743 3,403,743 0 Temporary Salaries 3,941 0 0 0 0 Permanent Overtime 3,680 0 0 0 0 Deferred Comp 35,250 36,640 38,359 38,359 0 FICA/Medicare 233,551 261,054 260,478 260,478 0 Ret Exp-Pre 97 Retirees 7,391 9,350 9,350 9,350 0 Retirement Expense 731,842 782,962 798,798 798,798 0 Employee Group Insurance 310,227 343,186 387,670 387,670 0 Retiree Health Insurance 182,122 183,259 167,388 167,388 0 OPEB Pre-Pay 91,662 82,252 67,944 67,944 0 Unemployment Insurance 1,677 3,429 6,887 6,887 0 Workers Comp Insurance 69,625 44,566 39,383 39,383 0 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 and Measures Administration, Agriculture & Pest Management, Weights and Measures, and Cooperative Extension. Agriculture/Weights and Measures General Government 34 County of Contra Costa FY 2021-2022 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 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. Administration Summary Service: Mandatory Level of Service: Discretionary Expenditures: $2,165,931 Financing: 0 Net County Cost: 2,165,931 Funding Sources: General Fund 100.0% $2,165,931 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, apiary program, industrial hemp regulation, and weed abatement programs 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: $3,546,650 Financing: 3,760,074 Net County Cost: (213,424) Funding Sources: State 91.9% $3,454,969 Fees 5.5% 205,561 Interfund Revenue 2.0% 77,544 Other 0.5% 20,000 Forfeitures/Penalties 0.1% 2,000 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 2021-2022 Recommended Budget 35 The Weights and Measures Division will continue to experience increased workload as new weighing, 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 these new technologies come with increased workload and increased costs. The Department is always exploring new technologies to increase efficiencies and potentially bring in new sources of revenue. Weights and Measures Summary Service: Mandatory Level of Service: Discretionary Expenditures: $1,155,898 Financing: 918,926 Net County Cost: 236,972 Funding Sources: Fees 75.8% $875,894 Forf/Penalties 2.1% 24,001 State 1.6% 19,031 General Fund 20.5% 236,972 FTE: 7.0 Cooperative Extension Description: For over 100 years, University of California Agriculture and Natural Resources (UC ANR) has been the local UC connection, delivering the power of UC research in agriculture, natural resources, nutrition, and youth development to Californians to improve community lives and livelihoods. Our statewide network of UC Cooperative Extension (UCCE) specialists work as liaisons, connecting communities with cutting-edge science-based strategies and technologies, developed alongside UC academics, faculty, and researchers. These efforts safeguard healthy and affordable food access, provide clean drinking water, support the economic vitality of our state, protect natural resources, prevent wildfires, improve college readiness, develop future leaders through 4-H, prevent childhood obesity, deliver culturally relevant materials and workshops, and develop proactive policies to increase diversity and inclusiveness. UC ANR delivers its mission through 11 statewide programs including 4-H Youth Development, UC Master Gardeners, UC Integrated Pest Management, and the Expanded Food and Nutrition Education Program. UCCE agents support programs like the UC ANR Nutrition Policy Institute, a program integral to developing research-based public policies related to nutrition and physical activity, and the California Institute for Water Resources, a hub that develops and communicates research-based solutions to California’s water resource challenges. Cooperative Extension Summary Service: Discretionary Level of Service: Discretionary Expenditures: $203,521 Financing: 0 Net County Cost: 203,521 Funding Sources: General Fund 100.0% $203,521 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). California Food and Agricultural Code (FAC) Section 224 (g) states that counties must maintain a specified level of County General Fund support of Agriculture Department. Additional cuts would place Unclaimed Gas Tax revenue in jeopardy. For the FY 2021-22 Recommended Budget, increased expenditures are fully offset with increased Unclaimed Gas Tax, enforcement fines and contract/grant revenues, resulting in no change in net County cost from FY 2020-21. Agriculture/Weights and Measures General Government 36 County of Contra Costa FY 2021-2022 Recommended Budget The Recommended Budget maintains the current vacancy factor of $107,000. A vacancy factor accounts for cost savings related to funded personnel vacancies occurring within the department during the fiscal year. While seasonal pest detection project hours will be reduced slightly to maintain this vacancy factor in FY 2021-22, this change is not expected to have a negative impact on the program and will not impact total budgeted positions in the department. 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.  Contra Costa County is regulated for Phytophthora ramorum, the plant pathogen responsible for Sudden Oak Death (SOD). Following the United States Department of Agriculture (USDA) SOD protocol, the department’s SOD program is continuing to monitor one nursery that tested positive in 2019. The nursery has not tested positive since 2019 and has entered a different stage of regulation. The SOD program will continued to monitor, inspect and test the other nurseries in our county to ensure compliance with state and federal regulations and that they remain free of SOD. This pest free certification allows these nurseries to ship to un-infested areas within California, 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 15 different types of exotic insect traps with a total of 7,783 individual traps. Additional funding allowed us to add 2024 traps, while monitoring for three new invasive insects.  The Glassy-Winged Sharpshooter/Pierce’s Disease Control Program continues to be a very successful program in Contra Costa County. Through the diligence of staff, one insect was detected in a nursery in the county, another shipment was rejected due to a live adult found on one of the plants.  The Department continues to work closely with the Integrated Pest Management Coordinator to improve the Department and county’s pest management programs.  The Department surveyed and/or treated 49 historically invasive noxious weed infested sites for the three target species of the pest management program and increased treated acreage last year.  The Department continues to receive a contract to conduct a trapping program for Asian Citrus Psyllid (ACP). This pest of citrus already infests much of Southern California. This insect was detected at one location in Contra Costa County. The department participated in public meetings with CDFA. CDFA conducted treatments to eradicate the pest before it could spread. We have had 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 534 inspections and 23 investigations of alleged misuse or exposure. Education is a key component of our enforcement program. The Department reached 478 individuals through 12 training sessions, some of which were given in Spanish.  The Weights and Measures Division conducted 26 investigations last year and filed four administrative actions to correct the problems found. These actions serve to protect consumers and businesses in the county.  The Department currently has two Weights and Measures staff members in the areas of Heavy Capacity and Industrial Scales Inspection and has others who are being trained to assist in these programs. All Agriculture/Weights and Measures General Government County of Contra Costa FY 2021-2022 Recommended Budget 37 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 152 point-of-sale (Price Verification) inspections in 2020. Inspections resulted in 47 violation notices and four administrative actions were issued involving $4,000 in proposed fines. Many stores were closed or difficult to inspect while maintaining social distancing.  The Detector Dog Team Program continues to be a success and continues to work regionally in eight Greater Bay Area counties at FedEx and UPS. The Detector Dog Team Program continues to work in three 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.  Specialty Crops - East Bay Crop Production Program. Programmatic goals and objectives support ANR’s Sustainable Food Systems, Endemic and Invasive Pests, and Water Quantity, Quality and Security Strategic Initiatives through research and creative activities; education, monitoring and training to increase crop production knowledge and marketability; behavior change to support optimal and sustainable use of natural resources; promoting use of integrated pest management practices and processes to minimize pesticide impacts on water quality; partnerships and collaborations to increase the success and reach of Contra Costa and Alameda’s local and regional agricultural sector and allied industries. During the course of this year the following was accomplished:  Educated growers on emerging diseases and pests through presentations for licensed applicators trainings and through a digital and print newsletter.  Published and publicized a curated, online list of COVID-19 Resources for the East Bay Agriculture Community at the outbreak of the pandemic: ucanr.edu/ebayagcovid19.  Educated county growers on the benefits and practices of cover cropping through a series of webinars developed in collaboration with the UCCE Urban Ag Program and the Contra Costa RCD.  Engaged county crop producers through direct calls and emails (9) or in-person visits (17) and provided evidence-based information to address issues including production goals, pest and disease management, irrigation management, and new interest in agriculture to contribute to the ongoing needs assessment.  The UC Master Gardener Program of Contra Costa County has 257 active Master Gardener volunteers who contributed 24,543 hours valued by the Independent Sector at $773,350 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 6,731 direct contacts with county residents answering questions on home horticulture, integrated pest management and sustainable landscape practices.  Program deliveries include 997 help desk requests, Master Gardners supported 34 gardens in local schools; distributing 100 grow kits which included a burlap bag, soil and a tomato or pepper plant with instructions in English and Spanish; donating 19,000+ vegetable seedlings to school and community gardens as a result of COVID-19; donating 14,000 pounds of fresh produce grown in our demonstration garden to the Monument Crisis Center; supported 18 community gardens including one at the Veteran’s Administration, and a county residential treatment facility, pivoting Agriculture/Weights and Measures General Government 38 County of Contra Costa FY 2021-2022 Recommended Budget to virtual support in 6 gardens due to COVID-19; giving 69 free talks and presentations in libraries.  4-H Youth Development Program: From hands-on exploration to project-based skill building, young people thrive in 4-H, finding their way to success in life and career. During the 2019-20 program year:  661 youth enrolled in the year-long Contra Costa youth program. Kids ages 5 to 19, focusing on STEM, Agriculture, Healthy Living, Civic Engagement & Leadership.  162 Youth Leaders served as teachers. Older 4-H members act as peer advisors to younger members, giving them opportunities to lead, share their knowledge and give back to their community.  234 volunteers help youth develop into healthy, caring, responsible adults and be successful in college and careers. On the average, each 4-H volunteer donates 75 hours to the 4-H program (CA 4-H, 2012) for a total of 17,550 hours.  229 Projects offered from computers to cows, youth learn record keeping, public speaking, business and life skills through project work.  The Nutrition, Family, and Consumer Sciences Advisor provides academic and administrative support for two extension programs and conducts research projects to address child obesity, chronic disease, and food insecurity to improve the health status of Contra Costa residents  The UCCE Expanded Food and Nutrition Education Program youth educators provided 1700 low-income students in grades K-12, an average of 6 hours of nutrition education. Results include 78% improved in their abilities to choose foods according to Federal Dietary Recommendations; 62% use safe food handling practices more often; 54% improved their physical activity practices; 44% improved their ability to prepare simple, nutritious, affordable food; and 28% acquired skills to be food secure. In our adult program, 100 low-income parents, with children, participated in a 9-lesson series to learn how to eat healthy on a limited budget and be more physically active. Results include 95% improved their nutrition habits; 80% improved their food budgeting practices; 78% improved their food safety practices; and 89% improved their physical activity practices. Also, after completing the nutrition series, 43% of graduates reported that they were more food secure.  The UCCE Urban IPM Program, led by the UCCE Advisor, trained 846 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 co- organized two meetings in Contra Costa County focused on pest issues in trees, presented six webinars on topics ranging from herbicide alternatives to tree root management, and organized and presented at three regional conferences on topics of new pests, tree failure and risk, and Sudden Oak Death. A total of 423 landscape managers and arborists attended these events. In two training sessions, 53 Contra Costa Master Gardeners gained advanced knowledge on abiotic disorders of trees, on evaluating tree water-use and on providing appropriate irrigation to preserve trees, with a special focus on the use of recycled (reclaimed) water in landscapes.  The Urban Agriculture and Food System Program increases awareness of resource conservation, needs for 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 Agriculture/Weights and Measures General Government County of Contra Costa FY 2021-2022 Recommended Budget 39 resource conservation and minimize environmental impacts.  The Urban Agriculture and Food System Program provided 2,000+ free plants, 400+ free seed packets and 40 truckloads of free compost deliveries directly to majority underserved local urban ag organizations and to local community groups growing food to combat food insecurity. The program had ~1,700 direct contact outreach through events, online meetings, and calls with 28,000 email contacts; 150+ workshop attendees through 4 workshops. There were 300+ connections made through meetings, calls, and email for many Bay Area urban agriculture organizations, resource agencies, county/state agencies, and schools/districts. Weekly email blasts to over 100+ organization staff, gardeners/farmers, educators all over Bay Area were reached, with impacts primarily focused in East and West Contra Costa. Distributed 3,000 Covid-19 face Masks to Urban Food Growers. 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.  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 professional 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. Agriculture/Weights and Measures General Government 40 County of Contra Costa FY 2021-2022 Recommended Budget Assessor Gus Kramer, Assessor General Government County of Contra Costa FY 2021-2022 Recommended Budget 41 General Fund 2019-20 Actuals 2020-21 Budget 2021-22 Baseline 2021-22 Recommended Change Expense Salaries And Benefits 13,700,122 15,772,752 16,886,417 15,755,000 (1,131,417) Services And Supplies 2,869,361 2,770,633 2,786,000 2,786,000 0 Other Charges 0 4,900 5,000 5,000 0 Fixed Assets 0 10,000 10,000 10,000 0 Expenditure Transfers (165,067) (249,896) (246,000) (246,000) 0 Expense Total 16,404,415 18,308,389 19,441,417 18,310,000 (1,131,417) Revenue Other Local Revenue 1,191,445 1,642,889 1,644,000 1,644,000 0 Revenue Total 1,191,445 1,642,889 1,644,000 1,644,000 0 Net County Cost (NCC): 15,212,970 16,665,500 17,797,417 16,666,000 (1,131,417) Allocated Positions (FTE) 112.0 112.0 112.0 112.0 0.0 Financial Indicators Salaries as % of Total Exp 84% 86% 87% 86% % Change in Total Exp 12% 6% (6%) % Change in Total Rev 38% 0% 0% % Change in NCC 10% 7% (6%) Compensation Information Permanent Salaries 7,772,459 8,402,783 9,689,219 8,557,802 (1,131,417) Temporary Salaries 313,431 267,259 267,259 267,259 0 Permanent Overtime 5,793 15,000 15,000 15,000 0 Deferred Comp 118,465 173,890 174,360 174,360 0 Comp & SDI Recoveries (21,745) (9,120) (9,120) (9,120) 0 FICA/Medicare 596,116 744,769 727,227 727,227 0 Ret Exp-Pre 97 Retirees 24,114 41,027 41,027 41,027 0 Retirement Expense 2,381,177 3,046,773 2,900,878 2,900,878 0 Employee Group Insurance 1,209,835 1,804,556 1,784,139 1,784,139 0 Retiree Health Insurance 824,150 820,397 807,347 807,347 0 OPEB Pre-Pay 362,655 346,560 348,492 348,492 0 Unemployment Insurance 4,293 9,904 19,392 19,392 0 Workers Comp Insurance 109,378 108,953 121,198 121,198 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 42 County of Contra Costa FY 2021-2022 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: $7,422,400 Financing: 756,222 Net County Cost: 6,666,178 Funding Sources: Fees 5.0% $365,976 Prop Tax Admin 3.9% 291,977 Transfers 1.3% 98,269 General Fund 89.8% 6,666,178 FTE: 45.0 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: $1,855,600 Financing: 188,963 Net County Cost: 1,666,637 Funding Sources: Fees 5.0% $91,337 Prop Tax Admin 3.9% 73,004 Transfers 1.3% 24,622 General Fund 89.8% 1,666,637 FTE: 11.0 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: $8,164,640 Financing: 831,437 Net County Cost: 7,333,203 Funding Sources: Fees 5.0% $401,884 Prop Tax Admin 3.9% 321,217 Transfers 1.3% 108,336 General Fund 89.8% 7,333,203 FTE: 49.0 Assessor General Government County of Contra Costa FY 2021-2022 Recommended Budget 43 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: $1,113,360 Financing: 113,378 Net County Cost: 999,982 Funding Sources: Fees 5.0% $54,803 Prop Tax Admin 3.9% 43,802 Transfers 1.3% 14,773 General Fund 89.8% 999,982 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: $3,144,924 Financing: 0 Net Fund Cost: 3,144,924 Funding Sources: Net Fund Cost 100.0% $3,144,924 Fund: 115100 CAO’s Recommendation The Assessor’s Office baseline net County cost reflects a $1.1 million increase from FY 2020-21. Salary and benefit costs increased by $1,113,665, reflecting negotiated cost-of- living increase as of July 1, 2021. Operational costs, including interdepartmental charges for IT support, increased by a net of $19,363. Revenue from fees increased by $1,111. The Assessor’s Office Recommended Budget includes a $1,131,417 reduction from Baseline. The Department will achieve this by continuing to realize savings from vacant positions. There is no current impact to operations. 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 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. Additionally, the passage of Proposition 19: Home Protection for Seniors, Severely Disabled, Families and Victims of Wildfire or Natural Disasters Act which permits eligible taxpayers to transfer their primary residence’s property tax base value to a replacement residence of any value, anywhere in the state may further impact staffing needs in the Department and may result in adjustments mid-fiscal year. Performance Measurement • Continued to promote the usage of the Electronic Standard Data Record system to enable taxpayers to file business property statements (form 571L) electronically. Approximately 83% of all businesses are now filing property statements electronically, which saves clerical and appraisal staff time in processing business property statements Assessor General Government 44 County of Contra Costa FY 2021-2022 Recommended Budget and assessing unsecured property for tax assessment purposes. • Improved and streamlined shared work processes between the clerical and valuation divisions. • Updated Proposition 8 procedures and correspondence for consistency and clarity throughout the department. • Provided training for the Standards Division appraisal staff to include more complex ownership changes, and applications of exemptions and exclusions. • Submitted the requisition to the County’s Human Resources Department to open a recruitment so that the Department can hire and train Junior Appraisers for assignment to the Residential Division to maintain sufficient staffing. Administrative and Program Goals • Fill vacant Auditor-Appraiser positions so that more assessments and audits can be completed to comply with Board of Equalization audit requirements. • Navigate and implement new policies and procedures regarding Proposition 19. • Scan all Disabled Veterans First Filings, including all previous claims and current incoming claims, to reduce the need for file storage. • The Residential and Commercial and Industrial Divisions will continue to work with additional agencies to increase the amount of plans and permits that are received and stored electronically. • Update the valuation programs and worksheets in the Commercial and Industrial Division to make them more user-friendly and to reduce data entry duplication. • The Department is currently using Microsoft Office 2016 and will migrate all users to Microsoft Office 365. • Migrate all programming and databases to a newer enterprise database. FY 2021-22 Program Modification List Order Reference to Mand/Disc List Program Name Services FTE Net County Cost Impact Impact 1 1-5 All divisions Salaries and Benefits 0.0 (1,131,417) Formalize existing Vacancy Factor, which will require the department to manage filling staff vacancies. Total 0.0 (1,131,417) Auditor-Controller Robert R. Campbell, Auditor-Controller General Government County of Contra Costa FY 2021-2022 Recommended Budget 45 General Fund 2019-20 Actuals 2020-21 Budget 2021-22 Baseline 2021-22 Recommended Change Expense Salaries And Benefits 7,312,232 8,001,211 9,247,940 8,364,000 (883,940) Services And Supplies 1,978,680 2,425,705 2,317,000 2,317,000 0 Fixed Assets 8,739 0 0 0 0 Expenditure Transfers (431,665) (363,994) (380,000) (380,000) 0 Expense Total 8,867,985 10,062,922 11,184,940 10,301,000 (883,940) Revenue Other Local Revenue 6,858,426 6,603,922 6,992,000 6,992,000 0 Revenue Total 6,858,426 6,603,922 6,992,000 6,992,000 0 Net County Cost (NCC): 2,009,559 3,459,000 4,192,940 3,309,000 (883,940) Allocated Positions (FTE) 60.0 60.0 60.0 60.0 0.0 Financial Indicators Salaries as % of Total Exp 82% 80% 83% 81% % Change in Total Exp 13% 11% (8%) % Change in Total Rev (4%) 6% 0% % Change in NCC 72% 21% (21%) Compensation Information Permanent Salaries 4,457,162 4,627,546 5,733,918 4,849,978 (883,940) Temporary Salaries 14,220 27,500 27,500 27,500 0 Permanent Overtime 8,419 0 0 0 0 Deferred Comp 76,672 101,512 106,680 106,680 0 Comp & SDI Recoveries 0 (5,000) (5,000) (5,000) 0 FICA/Medicare 325,987 390,446 422,543 422,543 0 Ret Exp-Pre 97 Retirees 13,162 19,616 19,616 19,616 0 Retirement Expense 1,314,309 1,589,579 1,676,993 1,676,993 0 Excess Retirement 11,020 0 0 0 0 Employee Group Insurance 684,011 839,246 862,389 862,389 0 Retiree Health Insurance 267,710 266,121 251,723 251,723 0 OPEB Pre-Pay 112,721 113,379 109,668 109,668 0 Unemployment Insurance 2,345 5,299 11,482 11,482 0 Workers Comp Insurance 24,494 25,967 30,427 30,427 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 46 County of Contra Costa FY 2021-2022 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: $1,928,791 Financing: 1,907,448 Net County Cost: 21,343 Funding Sources: Property Tax Admin 98.9% $1,907,448 General Fund 1.1% 21,343 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: $2,409,268 Financing: 1,535,965 Net County Cost: 873,303 Funding Sources: Fees 49.0% $1,180,591 Transfers 13.7% 330,374 Miscellaneous 1.0% 25,000 General Fund 36.3% 873,303 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 2021-2022 Recommended Budget 47 General Accounting & Accounts Payable Summary Service: Mandatory Level of Service: Discretionary Expenditures: $2,332,151 Financing: 3,361,874 Net County Cost: (1,029,723) Funding Sources: Fees 142.3% $3,318,092 Transfers 1.9% 43,782 General Fund (44.2%) (1,029,723) FTE: 18.0 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 Annual Comprehensive Annual Financial Report (ACFR). Internal Audit Summary Service: Mandatory Level of Service: Discretionary Expenditures: $988,668 Financing: 62,004 Net County Cost: 926,664 Funding Sources: Fees 6.1% $60,495 Transfers 0.2% 1,509 General Fund 93.7% 926,664 FTE: 6.0 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: $579,162 Financing: 244,747 Net County Cost: 334,415 Funding Sources: Fees 41.5% $240,412 Transfers 0.8% 4,335 General Fund 57.7% 334,415 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: $2,442,960 Financing: 259,962 Net County Cost: 2,182,998 Funding Sources: Miscellaneous 8.2% $200,000 Fees 2.4% 59,962 General Fund 89.4% 2,182,998 FTE: 11.0 Auditor-Controller General Government 48 County of Contra Costa FY 2021-2022 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: 17,000 Net Fund Cost: 183,000 Funding Sources: Interest Earnings 8.5% $17,000 Fund Balance 91.5% 183,000 CAO’s Recommendation The Auditor-Controller’s baseline net County cost reflects a $733,940 increase from the FY 2020-21 Adjusted Budget. Salary and benefit costs increased by $1,246,729, reflecting negotiated wage adjustments. Services and supplies decreased by $108,705 primarily due to the elimination of one-time allocations of prior year fund balance for ACFR software and computer equipment. Expenditure transfers and revenues are anticipated to increase $404,160. The Department receives funding through a combination of auditing and accounting fees, as well as charges for service through the A-87 cost plan. The Recommended Budget was reduced by a further $883,940. The department will achieve this reduction by realizing savings from positions held vacant throughout fiscal year 2021-22. The recommended net County cost of $3,309,000 will provide funding necessary for the Auditor-Controller’s Office to maintain basic functions in fiscal year 2021-22. The implementation of the new County Finance System is funded by the General Fund and costs will be tracked through Central Support Services – Management Information Services. Performance Measurement • Continued the process of documenting business procedures and of improving efficiencies throughout the Office. • Continued the process of implementing a new County Finance System. • Began working with the Department of Information Technology and Human Resources regarding the Peoplesoft People Tools upgrade. • Started the process of implementing new Reporting Software for ACFR and State Reporting needs to replace current outdated software. • Implemented additional features for online processing of Form W-4 and access to Form W-2 within PeopleSoft Employee Self Service • Implemented scanning of Accounts Payable and General Accounting Division documents within the department. Auditor-Controller General Government County of Contra Costa FY 2021-2022 Recommended Budget 49 Administrative and Program Goals • Implement Workday Financial System for go live beginning FY 2022-23 • Complete implementation of ACFR reporting software. • Update Employee Self Service Payroll documentation due to recent changes and updates since implementation of PeopleSoft. • Evaluate acquiring independent Technology Support to minimize reliance on Department of Information Technology and reduce costs. FY 2021-22 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 (883,940) Formalize existing Vacancy Factor, which will require the department to manage filling staff vacancies. Total 0.0 (883,940) Auditor-Controller General Government 50 County of Contra Costa FY 2021-2022 Recommended Budget Board of Supervisors General Government County of Contra Costa FY 2021-2022 Recommended Budget 51 General Fund 2019-20 Actuals 2020-21 Budget 2021-22 Baseline 2021-22 Recommended Change Expense Salaries And Benefits 4,738,980 5,130,776 5,231,000 5,231,000 0 Services And Supplies 2,365,710 4,828,175 2,634,000 2,634,000 0 Other Charges 6,500 25,200 1,000 1,000 0 Expenditure Transfers 1,086,686 (55,225) (56,000) (56,000) 0 Expense Total 8,197,877 9,928,926 7,810,000 7,810,000 0 Revenue Other Local Revenue 473,142 495,000 494,000 494,000 0 State Assistance 648,646 0 0 0 0 Revenue Total 1,121,787 495,000 494,000 494,000 0 Net County Cost (NCC): 7,076,089 9,433,926 7,316,000 7,316,000 0 Allocated Positions (FTE) 31.8 31.8 31.8 31.8 0.0 Financial Indicators Salaries as % of Total Exp 58% 52% 67% 67% % Change in Total Exp 21% (21%) 0% % Change in Total Rev (56%) (0%) 0% % Change in NCC 33% (22%) 0% Compensation Information Permanent Salaries 2,966,393 3,196,789 3,266,256 3,266,256 0 Temporary Salaries 71,716 24,100 21,093 21,093 0 Deferred Comp 115,705 121,260 117,660 117,660 0 FICA/Medicare 229,402 245,653 252,469 252,469 0 Ret Exp-Pre 97 Retirees 8,712 12,867 12,867 12,867 0 Retirement Expense 865,073 948,001 978,385 978,385 0 Employee Group Insurance 406,360 514,639 503,000 503,000 0 Retiree Health Insurance 39,416 37,341 42,917 42,917 0 OPEB Pre-Pay 21,464 15,485 17,860 17,860 0 Unemployment Insurance 1,281 3,183 6,605 6,605 0 Workers Comp Insurance 13,459 11,459 11,888 11,888 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, 13 Municipal Advisory Councils, Unfunded Mandates and Redistricting. Board of Supervisors General Government 52 County of Contra Costa FY 2021-2022 Recommended Budget 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, including appointing members and fixing the terms of office; awarding all contracts for Public Works projects and all other contracts exceeding $200,000; adopting an 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 and general support of the Board of Supervisors. Salary and benefit costs for each Supervisorial district office include 5.0 full-time equivalent staff positions and 1.0 County Supervisor 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: $7,572,000 Financing: 355,000 Net County Cost: 7,217,000 Funding Sources: Intergovernmental 2.8% $209,921 Property Tax Admin 1.4% 108,579 Transfers 0.5% 36,000 Miscellaneous 0.1% 500 General Fund 95.2% 7,217,000 FTE: 31.75 Municipal Advisory Councils Description: Advise the Board of Supervisors on matters that relate to their respective unincorporated areas concerning services, which are or may be provided to the area by the County or other local government agencies, including but not limited to public health, safety, welfare, public works, and planning. The Recommended Budget includes appropriations for the thirteen Municipal Advisory Councils (MACs) in the amount of $3,000 each for FY 2021-22. MACs may seek and apply for funding from non-County sources to supplement their budgets. Each Supervisorial district office administers budgets for MACs that fall within their boundaries. Board of Supervisors General Government County of Contra Costa FY 2021-2022 Recommended Budget 53 Municipal Advisory Councils Summary Service: Discretionary Level of Service: Discretionary Expenditures: $39,000 Financing: 0 Net County Cost: 39,000 Funding Sources: General Fund 100.0% $39,000 Merit Board Description: To hear and make determinations on appeals of employees and oversee the merit system to ensure that merit principles are upheld. Merit Board Summary Service: Mandatory Level of Service: Discretionary Expenditures: $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 mitigation fees related to West Contra Costa Sanitary Landfill Inc. for benefit of the incorporated and unincorporated North Richmond area. Funding is currently used to partially fund a resident deputy sheriff position in North Richmond. Board Mitigation Summary Service: Discretionary Level of Service: Discretionary Expenditures: $175,000 Financing: 175,000 Net County Cost: 0 Funding Sources: Transfer Station Mitg 100.0% $175,000 Board Mitigation Program (Non-General Fund) Description: Provide funding for programs through the North Richmond Waste & Recovery Mitigation program, which has been established to mitigate the impacts of illegally dumped waste and associated impacts in North Richmond and adjacent areas. North Richmond Waste & Recovery Mitigation Fund Service: Discretionary Level of Service: Discretionary Expenditures: $735,000 Financing: 735,000 Net Fund Cost: 0 Funding Sources: No. Richmond Waste & Recovery Mitigation 100.0% $735,000 CAO’s Recommendation The FY 2021-22 Recommended Budget funds the administrative requirements of the Board of Supervisors’ operations, including District office operations 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. Board of Supervisors General Government 54 County of Contra Costa FY 2021-2022 Recommended Budget 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 $100,224 over the FY 2020-21 Budget. This increase is composed of two primary factors: scheduled cost-of-living increases and increased pension costs. The FY 2021-22 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 2021-2022 Recommended Budget 55 General Fund 2019-20 Actuals 2020-21 Budget 2021-22 Baseline 2021-22 Recommended Change Expense Services And Supplies 1,071,048 1,500,000 1,150,000 1,150,000 0 Fixed Assets 69,705,340 41,126,252 16,250,000 16,250,000 0 Expenditure Transfers (3,012,651) (2,550,000) (2,550,000) (2,550,000) 0 Expense Total 67,763,737 40,076,252 14,850,000 14,850,000 0 Revenue Other Local Revenue 39,962,691 0 0 0 0 Revenue Total 39,962,691 0 0 0 0 Net County Cost (NCC): 27,801,046 40,076,252 14,850,000 14,850,000 0 Financial Indicators Salaries as % of Total Exp % Change in Total Exp (41%) (63%) 0% % Change in Total Rev (100%) 0% 0% % Change in NCC 44% (63%) 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: $1,150,000 Financing: 0 Net County Cost: 1,150,000 Funding Sources: General Fund 100.0% $1,150,000 Capital Improvements General Government 56 County of Contra Costa FY 2021-2022 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: $3,700,000 Financing: 0 Net County Cost: 3,700,000 Funding Sources: General Fund 100.0% $3,700,000 CAO’s Recommendation The fiscal year 2021-22 baseline net County cost decreased by $25,226,252 from the 2020- 21 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 $1,150,000, 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 $3,700,000, 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. Funding was reduced by $1,300,000 from the prior allocation of $5,000,000 to reflect budgetary constraints anticipated for FY 2021-22. The intention is to reinstate the full $5 million in FY 2022-23. The recommended net County cost of $14,850,000 will provide the funding necessary to continue capital improvement efforts in fiscal year 2021-22. For more detailed information on current County capital projects, please see Page 542. Central Support Services General Government County of Contra Costa FY 2021-2022 Recommended Budget 57 General Fund 2019-20 Actuals 2020-21 Budget 2021-22 Baseline 2021-22 Recommended Change Expense Salaries And Benefits 5,240,895 5,914,987 6,111,500 6,111,500 0 Services And Supplies 6,697,236 3,784,417 2,543,500 2,543,500 0 Other Charges 6,503,359 4,881,230 6,170,000 6,170,000 0 Fixed Assets 319,266 71,326 20,000 20,000 0 Expenditure Transfers 43,845,585 (335,727) (336,000) (336,000) 0 Expense Total 62,606,342 14,316,233 14,509,000 14,509,000 0 Revenue Other Local Revenue 5,254,766 6,492,564 6,712,000 6,712,000 0 Federal Assistance 45,853,983 0 0 0 0 State Assistance 37,884 46,300 37,000 37,000 0 Revenue Total 51,146,634 6,538,864 6,749,000 6,749,000 0 Net County Cost (NCC): 11,459,709 7,777,369 7,760,000 7,760,000 0 Allocated Positions (FTE) 43.0 43.0 43.0 43.0 0.0 Financial Indicators Salaries as % of Total Exp 8% 41% 42% 42% % Change in Total Exp (77%) 1% 0% % Change in Total Rev (87%) 3% 0% % Change in NCC (32%) 0% 0% Compensation Information Permanent Salaries 3,050,187 3,508,578 3,636,670 3,636,670 0 Temporary Salaries 111,445 70,000 70,000 70,000 0 Deferred Comp 48,086 62,640 66,240 66,240 0 Comp & SDI Recoveries (302) 0 0 0 0 FICA/Medicare 237,039 266,041 274,943 274,943 0 Ret Exp-Pre 97 Retirees 8,526 10,557 10,557 10,557 0 Retirement Expense 900,354 1,060,713 1,064,353 1,064,353 0 Employee Group Insurance 424,388 579,145 601,956 601,956 0 Retiree Health Insurance 243,014 241,283 255,147 255,147 0 OPEB Pre-Pay 106,533 100,241 106,184 106,184 0 Unemployment Insurance 1,777 3,509 7,272 7,272 0 Workers Comp Insurance 20,343 12,280 18,179 18,179 0 Labor Received/Provided 89,506 0 0 0 0 Department Description The preceding table represents information in aggregate format summarizing expenditures, revenues, and net County costs for five budget units: 0002 – Clerk of the Board 0356 – Local Agency Formation Commission 0025 – Management Information Systems 0150 – Insurance/Risk Management 0135 – Economic Promotion Central Support Services General Government 58 County of Contra Costa FY 2021-2022 Recommended Budget Clerk of the Board of Supervisors General Fund 2019-20 Actuals 2020-21 Budget 2021-22 Baseline 2021-22 Recommended Change Expense Salaries And Benefits 904,467 960,336 993,500 993,500 0 Services And Supplies 177,005 245,664 196,500 196,500 0 Other Charges 69 0 0 0 0 Expenditure Transfers (1,766) 0 0 0 0 Expense Total 1,079,774 1,206,000 1,190,000 1,190,000 0 Revenue Other Local Revenue 78,026 93,000 90,000 90,000 0 Revenue Total 78,026 93,000 90,000 90,000 0 Net County Cost (NCC): 1,001,748 1,113,000 1,100,000 1,100,000 0 Allocated Positions (FTE) 7.0 7.0 7.0 7.0 0.0 Financial Indicators Salaries as % of Total Exp 84% 80% 83% 83% % Change in Total Exp 12% (1%) 0% % Change in Total Rev 19% (3%) 0% % Change in NCC 11% (1%) 0% Compensation Information Permanent Salaries 550,811 585,932 604,907 604,907 0 Deferred Comp 12,060 12,060 12,060 12,060 0 Comp & SDI Recoveries (302) 0 0 0 0 FICA/Medicare 40,804 43,015 44,376 44,376 0 Ret Exp-Pre 97 Retirees 1,726 1,221 1,221 1,221 0 Retirement Expense 170,473 180,310 184,591 184,591 0 Employee Group Insurance 77,617 88,649 95,583 95,583 0 Retiree Health Insurance 32,648 32,855 32,855 32,855 0 OPEB Pre-Pay 15,790 13,658 13,673 13,673 0 Unemployment Insurance 306 586 1,210 1,210 0 Workers Comp Insurance 2,534 2,051 3,025 3,025 0 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: Salary and benefit costs are increased by $33,164 reflecting cost of living, merit steps and benefit increases. Services and supplies were reduced by $49,164. Impact: The recommended net County cost of $1,100,000 will provide the minimum level of general fund resources needed to maintain mandated services in FY 2021-22. Central Support Services General Government County of Contra Costa FY 2021-2022 Recommended Budget 59 Clerk of the Board Summary Service: Mandatory Level of Service: Discretionary Expenditures: $1,190,000 Financing: 90,000 Net County Cost: 1,100,000 Funding Sources: Assmnt Appeals 3.1% $37,000 Intergovernmental 2.8% 33,000 Property Tax Adm 1.7% 20,000 General Fund 92.4% 1,100,000 FTE: 7.0 Central Support Services General Government 60 County of Contra Costa FY 2021-2022 Recommended Budget Local Agency Formation Commission General Fund 2019-20 Actuals 2020-21 Budget 2021-22 Baseline 2021-22 Recommended Change Expense Other Charges 295,164 265,000 270,000 270,000 0 Expense Total 295,164 265,000 270,000 270,000 0 Net County Cost (NCC): 295,164 265,000 270,000 270,000 0 Financial Indicators % Change in Total Exp (10%) 2% 0% % Change in NCC (10%) 2% 0% 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 $5,000 to reflect the anticipated County’s share of LAFCO activity for FY 2021-22. 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 2021-22. 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. LAFCO Summary Service: Mandatory Level of Service: Mandatory Expenditures: $270,000 Financing: 0 Net County Cost: 270,000 Funding Sources: General Fund 100.0% $270,000 Central Support Services General Government County of Contra Costa FY 2021-2022 Recommended Budget 61 Management Information Systems General Fund 2019-20 Actuals 2020-21 Budget 2021-22 Baseline 2021-22 Recommended Change Expense Services And Supplies 1,097,575 2,148,373 1,002,000 1,002,000 0 Other Charges 25,000 0 0 0 0 Fixed Assets 0 51,326 0 0 0 Expenditure Transfers (68,000) (360,000) (360,000) (360,000) 0 Expense Total 1,054,575 1,839,699 642,000 642,000 0 Revenue Other Local Revenue 331,625 120,000 180,000 180,000 0 Revenue Total 331,625 120,000 180,000 180,000 0 Net County Cost (NCC): 722,950 1,719,699 462,000 462,000 0 Financial Indicators Salaries as % of Total Exp % Change in Total Exp 74% (65%) 0% % Change in Total Rev (64%) 50% 0% % Change in NCC 138% (73%) 0% 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), County Board Agenda System and the County Budget System. Adjustment: The baseline net County cost decreased by a net of $1,257,699 from FY 2020- 21 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 $462,000 will provide needed resources to fund various technology projects Countywide. Management Information Systems Summary Service: Discretionary Level of Service: Discretionary Expenditures: $1,002,000 Financing: 540,000 Net County Cost: 462,000 Funding Sources: Charges 53.9% $480,000 General Fund 46.1% 462,000 Central Support Services General Government 62 County of Contra Costa FY 2021-2022 Recommended Budget Insurance/Risk Management General Fund 2019-20 Actuals 2020-21 Budget 2021-22 Baseline 2021-22 Recommended Change Expense Salaries And Benefits 4,336,429 4,954,651 5,118,000 5,118,000 0 Services And Supplies 5,370,560 1,277,410 1,277,000 1,277,000 0 Other Charges 5,883,126 4,176,230 5,600,000 5,600,000 0 Fixed Assets 319,266 20,000 20,000 20,000 0 Expenditure Transfers 43,915,352 24,273 24,000 24,000 0 Expense Total 59,824,732 10,452,564 12,039,000 12,039,000 0 Revenue Other Local Revenue 4,845,115 6,279,564 6,442,000 6,442,000 0 Federal Assistance 45,853,983 0 0 0 0 State Assistance 118 0 0 0 0 Revenue Total 50,699,217 6,279,564 6,442,000 6,442,000 0 Net County Cost (NCC): 9,125,515 4,173,000 5,597,000 5,597,000 0 Allocated Positions (FTE) 36.0 36.0 36.0 36.0 0.0 Financial Indicators Salaries as % of Total Exp 7% 47% 43% 43% % Change in Total Exp (83%) 15% 0% % Change in Total Rev (88%) 3% 0% % Change in NCC (54%) 34% 0% Compensation Information Permanent Salaries 2,499,376 2,922,646 3,031,762 3,031,762 0 Temporary Salaries 111,445 70,000 70,000 70,000 0 Deferred Comp 36,026 50,580 54,180 54,180 0 FICA/Medicare 196,235 223,027 230,568 230,568 0 Ret Exp-Pre 97 Retirees 6,800 9,336 9,336 9,336 0 Retirement Expense 729,882 880,404 879,761 879,761 0 Employee Group Insurance 346,771 490,496 506,374 506,374 0 Retiree Health Insurance 210,366 208,428 222,292 222,292 0 OPEB Pre-Pay 90,743 86,583 92,511 92,511 0 Unemployment Insurance 1,470 2,923 6,062 6,062 0 Workers Comp Insurance 17,809 10,229 15,155 15,155 0 Labor Received/Provided 89,506 0 0 0 0 Central Support Services General Government County of Contra Costa FY 2021-2022 Recommended Budget 63 Description: To provide for the administration of workers’ compensation claims, liability and medical malpractice claims, insurance and self- insurance programs, and loss prevention services; to fund the County general liability program. Adjustment: Salaries and benefits increased by $163,349 to reflect negotiated cost of living increases. These costs are offset by a corresponding increase to charges to the Self- Insurance Funds. The baseline net County cost increased by $1,424,000 reflecting an increase to the General Fund subsidy of the Self- Insurance Funds. Impact: The recommended net County cost of $5,597,000 reflects the General Fund subsidy of the County Self-Insurance Funds for fiscal year 2021-22. All operating costs are reimbursed from the County Self-Insurance Internal Service Funds. Insurance/Risk Management Summary Service: Mandatory Level of Service: Discretionary Expenditures: $12,039,000 Financing: 6,442,000 Net County Cost: 5,597,000 Funding Sources: Liability & Benefit Fees 53.5% $6,442,000 General Fund 46.5% 5,597,000 FTE: 36.0 Central Support Services General Government 64 County of Contra Costa FY 2021-2022 Recommended Budget Economic Promotion General Fund 2019-20 Actuals 2020-21 Budget 2021-22 Baseline 2021-22 Recommended Change Expense Services And Supplies 52,097 112,970 68,000 68,000 0 Other Charges 300,000 440,000 300,000 300,000 0 Expense Total 352,097 552,970 368,000 368,000 0 Revenue State Assistance 37,766 46,300 37,000 37,000 0 Revenue Total 37,766 46,300 37,000 37,000 0 Net County Cost (NCC): 314,331 506,670 331,000 331,000 0 Financial Indicators % Change in Total Exp 57% (33%) 0% % Change in Total Rev 23% (20%) 0% % Change in NCC 61% (35%) 0% 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 $175,670 from the current year, reflecting the elimination of restricted fund balance that had been rebudgeted for the Arts Commission and a reduction to anticipated costs for the Northeast Antioch JPA. Impact: The recommended net County cost of $331,000 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: $368,000 Financing: 37,000 Net County Cost: 331,000 Funding Sources: Grants 10.0% $37,000 General Fund 90.0% 331,000 CAO’s Recommendation The Recommended Budget for Central Support Services reflects a net County cost of $7,760,000. This amount will fund the aforementioned departments, enabling them to provide core services into FY 2021-22. Central Support Services General Government County of Contra Costa FY 2021-2022 Recommended Budget 65 Administrative and Program Goals Insurance/Risk Management Provide County employees with resources and services to reduce the cost of liability, prevent injuries and promote a safe workplace • Upgrade the Claims Management Information System  Complete the upgrade of Ventiv Claims Enterprise (formerly iVOS) which will allow the Department to be on Microsoft Office 365.  Upgrade of the Claims Enterprise includes Digital and Content Management to move towards a more paperless environment. • Develop County-wide Compliance Programs and Training  Identify, develop, and maintain mandated and county required training  Work with Human Resources to ensure compliance training is a component of on boarding  Continue to work on updating the County’s Public Faculties ADA Program • Continue to provide a Return to Work Program to reduce indemnity claims  Workers Compensation claims frequency (# of injuries in fiscal year):  984 in FY 2017,  888 in FY 2018,  933 in FY 2019  65 in FY 2020  247 Medical-Only cases and 518 Indemnity Claims were reported per the 2019-2020 Office of Self- Insurance Program Annual Report • Continue to maintain Insurance and Self Insurance Programs  Continue to audit all insurance renewal for appropriateness and completeness  Continue to manage self-insurance reserves to comply with targeted minimum confidence levels  Continue to work with the insurance pool and broker to identify cost savings opportunities during a hard market  Meet with Additional Named Covered Parties and develop annual meetings to review insurance coverage. • Continue to support department’s contractual risk transfer  Continue to provide contract review  Develop and manage insurance clearance training to allow departments to participate in limited insurance clearance and reduce amount of time to process invoices Clerk of the Board Provide Board of Supervisors with high quality support: • Staff Ad Hoc and standing Board of Supervisors Committees.  Conduct research and provide staff reports on committee agenda items.  Provide administrative support, including maintaining agendas and minutes, for 9 standing committees. • Manage Board of Supervisors agenda development process, including automation of agenda process.  Continue to develop a system improvement plan to upgrade from the current agenda management system to the Granicus Legistar system.  Implementing the Legistar agenda management system will result in a fully integrated agenda system that will allow the agenda management software and meeting management software to automatically interface. Central Support Services General Government 66 County of Contra Costa FY 2021-2022 Recommended Budget  The Clerk of the Board’s Office publishes approximately 32 Board of Supervisors agendas per year and manages more than 400 agenda management system users. Additionally, over the course of a year the Clerk of the Board’s Office manages more than 130 publications for agenda items such as public hearings and notices to bid. • Provide research, information and recommendations on issues as requested by Board members. • Provide administrative support for Board of Supervisors meetings.  Continue to manage meetings including public comment, Board votes, and meeting minutes detailing Board actions.  In fiscal year 2020-2021, the Board of Supervisors implemented Spanish language interpretation at Board meetings. The Clerk of the Board’s Office provides research and information regarding language interpretation services at Board of Supervisors meetings.  The Clerk of the Board also promoted the availability of closed captioning and Spanish language interpretation to community-based service organizations and advocacy groups. • Keep all Board members consistently informed of new policies/practices. • Manage Advisory Committee tasks, in compliance with applicable requirements and Board of Supervisors’ policies.  Continue to assist in managing the 76 advisory bodies included in the “Maddy Book” Local Appointments List.  With more than 700 seats across all advisory bodies combined, more than 200 appointments are typically made per year.  Continue to provide administrative support for the Assessment Appeals Board, including clerking meetings, processing appeals, and collecting fees. Last year, the Clerk of the Board’s Office processed 858 assessment appeals. • Provide countywide record keeping and document management through the Clerk of the Board’s Office.  Continue to maintain records through the online Laserfiche database. The searchable Laserfiche database is regularly updated and currently includes 30,170 resolutions and 5,870 ordinances.  Continue to provide public access to records through Public Records Act (PRA) requests. The Clerk of the Board’s Office completes more than 200 research requests and more than 120 PRA requests per year. Deborah Cooper Clerk-Recorder-Elections Clerk-Recorder and Registrar of Voters General Government County of Contra Costa FY 2021-2022 Recommended Budget 67 Clerk-Recorder-Elections Budget Summary General Fund 2019-20 Actuals 2020-21 Budget 2021-22 Baseline 2021-22 Recommended Change Expense Salaries And Benefits 7,438,565 9,084,375 9,240,000 9,240,000 0 Services And Supplies 7,443,146 9,192,994 4,654,000 4,654,000 0 Other Charges 0 1,200 1,000 1,000 0 Fixed Assets 807,211 4,153,271 325,000 325,000 0 Expenditure Transfers 49,904 2,509 25,000 25,000 0 Expense Total 15,738,825 22,434,349 14,245,000 14,245,000 0 Revenue Other Local Revenue 14,169,079 11,677,000 8,645,000 8,645,000 0 Revenue Total 14,169,079 11,677,000 8,645,000 8,645,000 0 Net County Cost (NCC): 1,569,747 10,757,349 5,600,000 5,600,000 0 Allocated Positions (FTE) 70.5 70.5 70.5 70.5 0.0 Financial Indicators Salaries as % of Total Exp 47% 40% 65% 65% % Change in Total Exp 43% (37%) 0% % Change in Total Rev (18%) (26%) 0% % Change in NCC 585% (48%) 0% Compensation Information Permanent Salaries 4,118,227 5,107,773 5,280,160 5,280,160 0 Temporary Salaries 579,428 557,892 457,892 457,892 0 Permanent Overtime 25,031 52,000 42,000 42,000 0 Deferred Comp 75,901 98,280 103,680 103,680 0 Comp & SDI Recoveries (14,509) (23,500) (23,500) (23,500) 0 FICA/Medicare 342,075 379,409 391,856 391,856 0 Ret Exp-Pre 97 Retirees 11,918 13,486 13,486 13,486 0 Retirement Expense 1,191,391 1,519,704 1,535,062 1,535,062 0 Employee Group Insurance 695,689 972,605 1,015,125 1,015,125 0 Retiree Health Insurance 265,214 260,198 263,194 263,194 0 OPEB Pre-Pay 110,666 111,796 109,750 109,750 0 Unemployment Insurance 2,546 5,107 10,576 10,576 0 Workers Comp Insurance 34,988 29,625 40,719 40,719 0 Clerk-Recorder-Elections General Government 68 County of Contra Costa FY 2021-2022 Recommended Budget Department Description The preceding table is a summary of expenditures and revenues for the General Fund Budget units administered by the Clerk- Recorder-Elections Department. This includes: 0043 – Elections 2350 Clerk-Recorder Administration 2351 Elections Capital Replacement 2353 Election Services and Outreach 2354 HAVA (Help America Vote Act) /Proposition 41 0355 – Recorder The Clerk-Recorder Special Funds (Consolidated Org. 0353) consists of Non- General Fund Budget units that include several statutorily restricted revenues. These are 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, in accordance with 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 2021-2022 Recommended Budget 69 Elections General Fund 2019-20 Actuals 2020-21 Budget 2021-22 Baseline 2021-22 Recommended Change Expense Salaries And Benefits 4,199,169 4,804,088 4,811,000 4,811,000 0 Services And Supplies 6,934,155 8,373,984 3,980,000 3,980,000 0 Fixed Assets 807,211 4,153,271 325,000 325,000 0 Expenditure Transfers 52,775 11,006 34,000 34,000 0 Expense Total 11,993,310 17,342,349 9,150,000 9,150,000 0 Revenue Other Local Revenue 6,974,880 5,273,000 1,641,000 1,641,000 0 Revenue Total 6,974,880 5,273,000 1,641,000 1,641,000 0 Net County Cost (NCC): 5,018,430 12,069,349 7,509,000 7,509,000 0 Allocated Positions (FTE) 32.5 32.5 32.5 32.5 0.0 Financial Indicators Salaries as % of Total Exp 35% 28% 53% 53% % Change in Total Exp 45% (47%) 0% % Change in Total Rev (24%) (69%) 0% % Change in NCC 141% (38%) 0% Compensation Information Permanent Salaries 2,233,812 2,648,359 2,735,179 2,735,179 0 Temporary Salaries 502,942 450,000 350,000 350,000 0 Permanent Overtime 25,031 42,000 22,000 22,000 0 Deferred Comp 38,318 43,560 45,360 45,360 0 Comp & SDI Recoveries (5,698) (15,000) (15,000) (15,000) 0 FICA/Medicare 196,452 192,758 198,702 198,702 0 Ret Exp-Pre 97 Retirees 6,462 5,782 5,782 5,782 0 Retirement Expense 647,209 786,723 806,549 806,549 0 Employee Group Insurance 355,676 456,939 463,118 463,118 0 Retiree Health Insurance 122,780 123,621 123,621 123,621 0 OPEB Pre-Pay 54,240 51,338 49,087 49,087 0 Unemployment Insurance 1,468 2,648 5,485 5,485 0 Workers Comp Insurance 20,477 15,360 21,118 21,118 0 Clerk-Recorder-Elections General Government 70 County of Contra Costa FY 2021-2022 Recommended Budget Description: The primary responsibilities of the Elections Division are to: • Conduct federal, state, county, local and district elections in an accurate and timely manner, according to state and federal law; • Maximize opportunities for voter registration; • Maintain voter registration records and accurate voter rolls through timely and continual voter file maintenance; • 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 all signatures; • Prepare and mail sample ballots and voter information material for each election; • Recruit and train poll workers to staff polling places, regional early voting sites and ballot processing activities; • 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: $9,150,000 Financing: 1,641,000 Net County Cost: 7,509,000 Funding Sources: Election Svc 11.9% 1,091,000 Interfund Rev 3.8% 350,000 Candidate Fees 1.7% 150,000 Misc. Svc 0.3% 30,000 Document Sales 0.2% 20,000 General Fund 82.1% $7,509,000 FTE: 32.5 Clerk-Recorder-Elections General Government County of Contra Costa FY 2021-2022 Recommended Budget 71 Clerk-Recorder General Fund 2019-20 Actuals 2020-21 Budget 2021-22 Baseline 2021-22 Recommended Change Expense Salaries And Benefits 3,239,396 4,280,287 4,429,000 4,429,000 0 Services And Supplies 508,991 819,010 674,000 674,000 0 Other Charges 0 1,200 1,000 1,000 0 Expenditure Transfers (2,871) (8,497) (9,000) (9,000) 0 Expense Total 3,745,515 5,092,000 5,095,000 5,095,000 0 Revenue Other Local Revenue 7,194,198 6,404,000 7,004,000 7,004,000 0 Revenue Total 7,194,198 6,404,000 7,004,000 7,004,000 0 Net County Cost (NCC): (3,448,683) (1,312,000) (1,909,000) (1,909,000) 0 Allocated Positions (FTE) 38.0 38.0 38.0 38.0 0.0 Financial Indicators Salaries as % of Total Exp 86% 84% 87% 87% % Change in Total Exp 36% 0% 0% % Change in Total Rev (11%) 9% 0% % Change in NCC (62%) 46% 0% Compensation Information Permanent Salaries 1,884,415 2,459,413 2,544,981 2,544,981 0 Temporary Salaries 76,486 107,892 107,892 107,892 0 Permanent Overtime 0 10,000 20,000 20,000 0 Deferred Comp 37,583 54,720 58,320 58,320 0 Comp & SDI Recoveries (8,811) (8,500) (8,500) (8,500) 0 FICA/Medicare 145,623 186,652 193,155 193,155 0 Ret Exp-Pre 97 Retirees 5,456 7,704 7,704 7,704 0 Retirement Expense 544,182 732,981 728,513 728,513 0 Employee Group Insurance 340,014 515,666 552,008 552,008 0 Retiree Health Insurance 142,434 136,577 139,573 139,573 0 OPEB Pre-Pay 56,426 60,458 60,663 60,663 0 Unemployment Insurance 1,078 2,459 5,091 5,091 0 Workers Comp Insurance 14,511 14,265 19,600 19,600 0 Clerk-Recorder-Elections General Government 72 County of Contra Costa FY 2021-2022 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 (notice to the public via recorded documents regarding real estate and other legal agreements); • 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; • Other County Clerk 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: $5,104,000 Financing: 7,013,000 Net County Cost: (1,909,000) Funding Sources: Fees 137.3% $7,004,000 Transfers 0.2% 9,000 General Fund (37.5%) (1,909,000) FTE: 38.0 Clerk-Recorder-Elections General Government County of Contra Costa FY 2021-2022 Recommended Budget 73 Recorder Micrographics, Modernization, Vital Records Improvement Program (VRIP), Social Security Truncation Program (Redaction), Electronic Recording Delivery System (ERDS) Recorder Modernization Fund 2019-20 Actuals 2020-21 Budget 2021-22 Baseline 2021-22 Recommended Change Expense Salaries And Benefits 1,033,085 1,286,747 1,427,000 1,427,000 0 Services And Supplies 642,699 9,050,457 9,961,000 9,961,000 0 Other Charges 305,680 484,826 477,000 477,000 0 Fixed Assets 0 250,000 250,000 250,000 0 Expense Total 1,981,464 11,072,030 12,115,000 12,115,000 0 Revenue Other Local Revenue 2,191,308 1,530,000 2,120,000 2,120,000 0 Revenue Total 2,191,308 1,530,000 2,120,000 2,120,000 0 Net Fund Cost (NFC): (209,845) 9,542,030 9,995,000 9,995,000 0 Allocated Positions (FTE) 11.0 11.0 11.0 11.0 0.0 Financial Indicators Salaries as % of Total Exp 52% 12% 12% 12% % Change in Total Exp 459% 9% 0% % Change in Total Rev (30%) 39% 0% % Change in NCC (4,647%) 5% 0% Compensation Information Permanent Salaries 625,720 713,170 759,882 759,882 0 Temporary Salaries 9,241 77,000 77,000 77,000 0 Permanent Overtime 0 37,000 37,000 37,000 0 Deferred Comp 11,370 13,620 11,820 11,820 0 FICA/Medicare 48,341 54,557 58,154 58,154 0 Ret Exp-Pre 97 Retirees 1,852 2,000 2,000 2,000 0 Retirement Expense 183,823 213,942 225,782 225,782 0 Employee Group Insurance 105,881 127,499 186,397 186,397 0 Retiree Health Insurance 29,096 28,851 47,225 47,225 0 OPEB Pre-Pay 12,711 14,258 14,367 14,367 0 Unemployment Insurance 350 713 1,520 1,520 0 Workers Comp Insurance 4,699 4,136 5,853 5,853 0 Clerk-Recorder-Elections General Government 74 County of Contra Costa FY 2021-2022 Recommended Budget Description: The primary responsibilities of the Clerk-Recorder statutorily restricted funds are to: • Provide support, improvement, and operation of a modernized recording system; including infrastructure, technology, equipment and staff to efficiently process, organize, maintain, preserve, and have official documents and records in the Clerk- Recorder Division readily available to the public; • Improve vital records and recordkeeping; • Redact a portion of Social Security numbers from public documents; • 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/Records Mgmt. 2451 – Recorder Modernization 2452 – Vital Records Improvement Program 2453 – Recorder Redaction Program 2454 – Recorder Electronic Recording Program The department appropriates its fund balance each year, resulting in budgeted expenditures that appear higher than actual annual expenditures. The 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: $12,115,000 Financing: 2,120,000 Net Fund Cost: 9,995,000 Funding Sources: Fees 17.5% $2,120,000 Fund Balance 82.5% 9,955,000 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. To provide these services, the Department relies on a staff of 81.5 full time equivalent positions, supplemented by over 100 temporary employees, seasonal election employees, and up to 1,500 election volunteers and poll workers. These services are funded through a combination of County general funds, charges for services and special-purpose revenues. The Baseline Net County Cost (NCC) for FY 2021-22 is $400,000 less than the FY 20/21 adjusted budget. Increased baseline compensation costs are expected to be partially absorbed through Recorder fees. The Baseline budget includes increased election costs resulting from the State mandate requiring paid return postage on every mailed ballot, and the federal mandate adding specialized printing costs for Chinese election materials and ballots. Once the census figures are available, additional languages may be required, which would increase costs further. The Baseline NCC does not include the cost of a potential Gubernatorial recall election in the fall. Though the status of this election is unknown, it could impact the NCC by $4-6 million. Moreover, the County would be responsible for the entire cost unless the State decides to reimburse counties. Clerk-Recorder-Elections General Government County of Contra Costa FY 2021-2022 Recommended Budget 75 Baseline revenue for the Clerk-Recorder Division is reduced due to lower reimbursements and revenue from the Presidential election. Nonetheless, there is still expected to be an increase in the number of recordings and SB2 recording revenue. The Department will conduct the June 2022 Gubernatorial Primary Election, which will include Governor and State offices, two members of the Board of Supervisors, six County Department Heads, and other local measures. Jurisdictions that consolidate their elections with countywide elections pay their proportional share of the total cost of the elections. Though the County must cover the cost of County, State, and federal elections. Therefore, for most of the cost of the June Primary Election the Department receives no reimbursement. 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, which was purchased in February 2018. This long-term capital financing strategy has helped minimize the impact of large capital expenditures on the General Fund and on cities and districts that use elections services. The Elections Division carries forward and re- budgets the balance of these funds each year. The Department will continue to request reimbursement for qualifying expenditures from the State when possible and will participate in pursuing State reimbursements for State election costs. Additionally, The Department strives to identify new revenue sources and minimize election and Department costs wherever possible. Performance Measurements • The leadership team reviewed policies and procedures, explored opportunities to improve services to the public and implemented efficiencies accordingly. • During the emergency shelter in place order, the Department continued to provide a full range of services to the public, albeit by new and creative means. This included remote work, virtual and online services and drop- off/pick-up services. Elections services continued to be provided with additional options, such as in-person socially distant voting in tents, and services provided in alternate locations when existing locations did not meet social distancing requirements. • The Elections Division successfully prepared and conducted the November 3, 2020 Presidential General Election. This historic election was one of the most secure and successful elections conducted. Despite many obstacles, the election went very smoothly. This was a result of extensive planning and preparation for a multitude of potential complications including; the COVID pandemic, PPE and social distancing requirements, the mandate for all voters to receive vote-by-mail ballots and to pay return postage, the possibility of PSPS power shutdown, smoke or air quality issues, wind or weather events, social unrest, foreign or other bad actor intrusions into election systems and a national administration spreading incorrect and damaging information about election processes. • Under Executive Order N-64-20, every registered voter was mailed a ballot for the November 3, 2020 election. The Elections Division provided 153 polling places and 17 early voting locations for in-person voting. Staff reviewed all polling place locations for accessibility and created plans to mitigate potential accessibility and social distancing issues. • Due to COVID, the Elections Division deployed a hybrid training model to instruct the 893 poll workers who served on Election Day. Six classes were held via Zoom to instruct poll workers on procedures, processes and answer questions. With new electronic poll books being deployed for the first time, it was critical to give poll workers Clerk-Recorder-Elections General Government 76 County of Contra Costa FY 2021-2022 Recommended Budget hands-on experience prior to Election Day. To meet that need, 80 small in-person training classes were conducted to demonstrate Poll Pads to poll workers. Each class was led by two instructors and held outdoors under tents. Attendees wore masks and were spaced at least six feet apart. • The Elections drop boxes continue to be popular. 12 permanent 24/7 secure drop boxes were installed for the March 2020 election with an additional 25 added prior to the November election, for a total of 37 boxes located throughout the county. • The Elections Division met regularly via Zoom with its Elections Citizens Engagement Panel to partner with community civic engagement groups and conduct dialogue about the democratic process. This forum allowed attendees to offer feedback and suggestions about upcoming policies and programs. • The Clerk-Recorder Division continued to offer marriage licenses and civil marriage ceremonies during the shelter-in-place. The division conducted drive-in ceremonies, weddings via Zoom/Facetime, and in-person “couple only” ceremonies separated by a glass barrier in the office. Despite these limitations, the Division conducted 1,550 ceremonies in 2020, only an 18% reduction from 2019. The number of no-shows was reduced by more than 11%. • The Clerk-Recorder Division will resume offering community access services once the shelter-in-place is lifted and it is safe to offer in-person services again. This includes extending County Clerk services by three additional hours every Thursday during the months of July and August. In 2019, 196 customers were served and 235 transactions were completed. • The Clerk-Recorder Division continued its popular “Destination Wedding” Program by hosting its 2020 Valentine’s Day ceremonies at the picturesque California Theatre in Pittsburg. This Program was put on hold as social gatherings were limited and/or prohibited in response to the pandemic. The Division looks forward to restarting the program in the future. ● 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 collaborated 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 Division looks forward to resuming its partnerships and offering services throughout the community post-pandemic. • The Clerk-Recorder Division offers the purchase of real property documents and vital records via ecommerce. In 2020, 11,938 vital record requests and 10,374 real property record requests were submitted online. • Seventy-three percent (73%) of all real property documents were submitted electronically for recording in 2020, an increase of 10.24% from 2019. • The Clerk-Recorder Division responded to 40,904 phone calls for service and assistance in 2020 – an increase of 43% from 2019. • The Board approved reinstatement of the dedicated $1 fee collected on recorded documents for Micrographics and now Clerk-Recorder-Elections General Government County of Contra Costa FY 2021-2022 Recommended Budget 77 available per AB 212 (2019) for Recorder records management and archival preservation. • The Department’s cross-training program enhances 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 complete redistricting and re-precincting following the 2020 Census. • Prepare for and conduct the June 2022 Gubernatorial Primary Election and special elections as needed. • Continue to develop and implement the Civic Outreach and Engagement Program, with a focus on underrepresented populations. • Develop and begin implementation of a Department strategic communication plan. • Continue the search for a suitable warehouse facility for storage and records management/archival needs. The current location lacks a temperature and climate- controlled environment and as a result, the County’s historic records are deteriorating. Moreover, the current warehouse that stores the elections voting equipment is near the end of the lease term and is at a remote location distant from the main office. • Decrease the number of fraudulently recorded documents by collaborating with the District Attorney and the Tax 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 voting systems and equipment. • Actively participate in the County Clerk, Recorder and Elections associations at the regional, state and federal levels to advance proposals that benefit California and Contra Costa County. • Continue to pursue reimbursement for mandated election services. State suspension of mandated 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. Clerk-Recorder-Elections General Government 78 County of Contra Costa FY 2021-2022 Recommended Budget • Focus on providing ongoing information throughout the year with increased exposure during peak election times. • 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 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, the Clerk- Recorder is able to use dedicated Micrographics funds for County Recorder records management and archival preservation. This will provide a dedicated source of revenue to help offset these costs. Conservation and Development John Kopchik, Director General Government County of Contra Costa FY 2021–2022 Recommended Budget 79 Land Development Fund Summary Conservation & Development Fund 2019-20 Actuals 2020-21 Budget 2021-22 Baseline 2021-22 Recommended Change Expense Salaries And Benefits 22,145,690 27,047,039 28,890,000 28,890,000 0 Services And Supplies 9,646,632 11,451,704 12,302,000 12,302,000 0 Other Charges 1,991,154 2,408,143 2,320,000 2,320,000 0 Fixed Assets 142,988 650,000 650,000 650,000 0 Expenditure Transfers (4,338,811) (6,191,886) (6,432,000) (6,432,000) 0 Expense Total 29,587,653 35,365,000 37,730,000 37,730,000 0 Revenue Other Local Revenue 30,543,398 35,365,000 37,730,000 37,730,000 0 Revenue Total 30,543,398 35,365,000 37,730,000 37,730,000 0 Net County Cost (NCC): (955,745) 0 0 0 0 Allocated Positions (FTE) 184.0 184.0 187.0 187.0 0.0 Financial Indicators Salaries as % of Total Exp 75% 76% 77% 77% % Change in Total Exp 20% 7% 0% % Change in Total Rev 16% 7% 0% % Change in NCC (100%) (77%) 0% Compensation Information Permanent Salaries 13,497,718 16,473,997 17,789,468 17,789,468 0 Temporary Salaries 63,668 0 0 0 0 Permanent Overtime 9,929 0 0 0 0 Deferred Comp 176,834 233,160 263,520 263,520 0 Comp & SDI Recoveries (8,408) 0 0 0 0 FICA/Medicare 1,007,907 1,245,907 1,332,911 1,332,911 0 Ret Exp-Pre 97 Retirees 40,958 45,066 45,066 45,066 0 Retirement Expense 4,056,450 4,982,980 5,158,225 5,158,225 0 Excess Retirement 8,651 0 0 0 0 Employee Group Insurance 1,972,642 2,729,428 2,934,166 2,934,166 0 Retiree Health Insurance 787,547 786,408 778,254 778,254 0 OPEB Pre-Pay 337,108 334,279 327,558 327,558 0 Unemployment Insurance 7,442 16,475 35,248 35,248 0 Workers Comp Insurance 187,246 199,339 225,585 225,585 0 Conservation and Development General Government 80 Contra Costa County FY 2021-2022 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 2021-2022 Recommended Budget 81 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: $1,555,043 Financing: 1,555,043 Net Fund Cost: 0 Funding Sources: Expenditure Transfers 86.2% $1,340,035 Misc. Revenue 13.8% 215,008 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: $7,874,500 Financing: 7,874,500 Net Fund Cost: 0 Funding Sources: Planning Services 100.0% $7,874,500 FTE: 30.0 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: $381,038 Financing: 381,038 Net Fund Cost: 0 Funding Sources: Licenses & Permits 100.0% $381,038 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: $1,117,466 Financing: 1,117,466 Net Fund Cost: 0 Funding Sources: Charges for Services 76.8% $858,265 Misc. Revenue 23.2% 259,201 FTE: 5.0 Conservation and Development General Government 82 Contra Costa County FY 2021-2022 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: $3,264,836 Financing: 3,264,836 Net Fund Cost: 0 Funding Sources: Charges for Services 52.6% $1,718,864 Licenses & Permits 41.4% 1,350,000 Misc. Revenue 6.0% 195,972 FTE: 7.0 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: $2,087,141 Financing: 2,087,141 Net Fund Cost: 0 Funding Sources: Charges for Services 57.0% $1,190,178 Misc. Revenue 43.0% 896,963 FTE: 6.0 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: $2,906,820 Financing: 2,906,820 Net Fund Cost: 0 Funding Sources: Misc. Revenue 89.0% $2,586,820 Charges for Services 11.0% 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 2021-2022 Recommended Budget 83 Business & Information Services Summary Service: Discretionary Level of Service: Discretionary Expenditures: $6,002,547 Financing: 6,002,547 Net Fund Cost: 0 Funding Sources: Expenditure Transfers 94.4% $5,667,347 Misc. Revenue 4.8% 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: $8,584,573 Financing: 8,584,573 Net Fund Cost: 0 Funding Sources: Licenses & Permits 76.2% $6,541,045 Expenditure Transfers 20.1% 1,724,578 Misc. Revenue 3.7% 318,950 FTE: 28.0 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: $1,855,211 Financing: 1,855,211 Net Fund Cost: 0 Funding Sources: Licenses & Permits 55.9% $1,037,092 Charges for Services 21.4% 396,957 Misc. Revenue 18.1% 336,067 Expenditure Transfers 4.6% 85,095 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: $1,226,380 Financing: 1,226,380 Net Fund Cost: 0 Funding Sources: Misc. Revenue 100.0% $1,226,380 FTE: 12.0 Conservation and Development General Government 84 Contra Costa County FY 2021-2022 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: $5,473,679 Financing: 5,473,679 Net Fund Cost: 0 Funding Sources: Expenditure Transfers 54.3% $2,970,679 Licenses & Permits 45.7% 2,503,000 FTE: 36.0 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 2021-2022 Recommended Budget 85 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: Licenses & Permits 99.8% $5,530,000 Misc. Revenue 0.2% 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: $405,000 Financing: 405,000 Net Fund Cost: 0 Funding Sources: Charges for Services 71.1% $288,000 Misc. Revenue 28.9% 117,000 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: $995,000 Financing: 995,000 Net Fund Cost: 0 Funding Sources: Misc. Revenue 100.0% $995,000 Conservation and Development General Government 86 County of Contra Costa FY 2021–2022 Recommended Budget General Fund Summary – Federal and Other Specific Grant Programs General Fund 2019-20 Actuals 2020-21 Budget 2021-22 Baseline 2021-22 Recommended Change Expense Salaries And Benefits 400,832 681,084 705,000 705,000 0 Services And Supplies 8,470,301 15,824,466 35,257,000 35,257,000 0 Other Charges 108,773 212,348 213,000 213,000 0 Expenditure Transfers 1,867,754 2,050,950 2,114,000 2,114,000 0 Expense Total 10,847,660 18,768,848 38,289,000 38,289,000 0 Revenue Other Local Revenue 1,739,405 2,900,800 3,099,000 3,099,000 0 Federal Assistance 9,032,839 12,598,000 34,508,000 34,508,000 0 Revenue Total 10,772,245 15,498,800 37,607,000 37,607,000 0 Net County Cost (NCC): 75,415 3,270,048 682,000 682,000 0 Allocated Positions (FTE) 5.0 4.0 4.0 4.0 0.0 Financial Indicators Salaries as % of Total Exp 4% 4% 2% 2% % Change in Total Exp 73% 104% 0% % Change in Total Rev 44% 143% 0% % Change in NCC 4,236% (79%) 0% Compensation Information Permanent Salaries 271,815 512,726 465,671 465,671 0 Deferred Comp 4,901 7,440 7,440 7,440 0 FICA/Medicare 20,438 25,184 35,635 35,635 0 Ret Exp-Pre 97 Retirees 768 0 0 0 0 Retirement Expense 77,197 101,945 130,811 130,811 0 Employee Group Insurance 21,813 29,761 58,549 58,549 0 Unemployment Insurance 148 400 932 932 0 Workers Comp Insurance 3,751 3,628 5,962 5,962 0 Conservation and Development General Government County of Contra Costa FY 2021-2022 Recommended Budget 87 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: $1,725,000 Financing: 1,725,000 Net County Cost: 0 Funding Sources: Charges for Services 100.0% $1,725,000 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: $2,056,000 Financing: 1,374,000 Net County Cost: 682,000 Funding Sources: Charges for Services 66.8% $1,374,000 General Fund 33.2% 682,000 FTE: 4.0 Conservation and Development General Government 88 County of Contra Costa FY 2021–2022 Recommended Budget 3. HOPWA Grant Description: Provide housing opportunities for people with HIV/AIDS. HOPWA Grant Summary Service: Discretionary Level of Service: Discretionary Expenditures: $827,000 Financing: 827,000 Net County Cost: 0 Funding Sources: Federal Aid 100.0% $827,000 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: $11,289,000 Financing: 11,289,000 Net County Cost: 0 Funding Sources: Federal Aid 100.0% $11,289,000 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: $15,870,000 Financing: 15,870,000 Net County Cost: 0 Funding Sources: Federal Aid 100.0% $15,870,000 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: $6,522,000 Financing: 6,522,000 Net County Cost: 0 Funding Sources: Federal Aid 100.0% $6,522,000 Conservation and Development General Government County of Contra Costa FY 2021-2022 Recommended Budget 89 Other Special Revenue Programs – AVA Service Authority (Trust 814000) – SB1186/SB1379 Cert Access Program – Used Oil Recycling Grant – Fish and Game Protection – Livable Communities – HUD Neighborhood Stabilization Program – 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: Discretionary 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: $72,000 Financing: 72,000 Net Fund Cost: 0 Funding Sources: Intergovernmental 100.0% $72,000 Fund 111900 4. Fish and Game Protection Description: Provide programs promoting the propagation and conservation of fish and game in the County with funding from fines levied for violation of the California Fish and Game Code. Fish & Game Protection Summary Service: Mandatory Level of Service: Discretionary Expenditures: $136,000 Financing: 136,000 Net Fund Cost: 0 Funding Sources: Fines 100.0% $136,000 Fund 110200 Conservation and Development General Government 90 County of Contra Costa FY 2021–2022 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: $1,400,000 Financing: 320,000 Net Fund Cost: 1,080,000 Funding Sources: Livable Com Fund 77.1% $1,080,000 Developer Fees 22.9% 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: $11,256,000 Financing: 11,256,000 Net Fund Cost: 0 Funding Sources: Misc. Revenue 100.0% $11,256,000 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: $683,000 Financing: 683,000 Net Fund Cost: 0 Funding Sources: Misc. Revenue 100.0% $683,000 Fund 116100 Conservation and Development General Government County of Contra Costa FY 2021-2022 Recommended Budget 91 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: $1,526,000 Financing: 1,526,000 Net Fund Cost: 0 Funding Sources: Misc. Revenue 100.0% $1,526,000 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: $4,000,000 Financing: 4,000,000 Net Fund Cost: 0 Funding Sources: Measure J 100.0% $4,000,000 Fund 110900 Conservation and Development General Government 92 County of Contra Costa FY 2021–2022 Recommended Budget CAO’s Recommendation The Department of Conservation and Development (DCD) 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: land use and transportation 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 $37,730,000 reflects an increase in expenditures of $2,365,000. Salaries and benefits total $28,890,000, an increase of $1,842,961 over the current year. This increase is primarily attributed to six additional funded positions, as well as inflation in benefits costs and negotiated salary increases. For FY 2021-22, land development revenues are anticipated to increase by $2,365,000 as a result a variety of land use projects and an anticipated increase in permitting activities, franchise fees, as well as administrative services. 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 the General Fund is $38,289,000, which is a $22,004,509 increase from the current year. This significant increase is attributable to an influx of federal program funding and expenses by other government entities, such as HUD, primarily due to the CARES Act. Other Special Revenue Programs DCD administers, as the local fiscal agent, several special revenue funds for the collection and disbursement of State funds to the cities and County for costs related to program administration. Performance Measurements The following is a progress report of the goals identified in 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. The Department successfully adapted to the COVID-19 pandemic by converting the land use planning and building permit issuance process to a fully digital process that minimizes in-person contact and maintains social distancing. The Department has continued to operate at levels of activity consistent with conditions prior to the pandemic using these new digital work processes. • Continue to ensure a smooth transition to implementing the 2019 California Building Standards Code by continuing staff trainings and advising applicants. The Department has implemented the 2019 California Building Standards Code. • 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. The elimination of the minimum acreage requirement for proposed P-1 developments will be scheduled for an additional hearing before the County Planning Commission in early calendar year 2021 and will include not only the elimination of the minimum acreage requirement but also time limits 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. Conservation and Development General Government County of Contra Costa FY 2021-2022 Recommended Budget 93 The Department continues to work on this goal. • Continue to initiate revisions to the County’s Tree Preservation and Protection Ordinance to make it a more effective, efficient tool for regulating impacts to significant resources. The Department continues to work on this goal. • Finalize the Short-Term Rental Ordinance for the County Board of Supervisors’ consideration and implement the approved new regulations. Short-Term Ordinance was adopted by the Board of Supervisors on June 2, 2020. Planning staff developed and implemented a process for accepting and reviewing Short Term Rental applications and continues to improve efficiency of processing these applications. • 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. Solar Overlay Ordinance was adopted by the Board of Supervisors in February 2020. Two commercial solar projects have already been approved by the County. • Continue to review and update the County’s Sign Ordinance including the Offsite Advertising Sign Ordinance and wayfinding signage. The Sign ordinance is to be scheduled before the Planning Commission in Spring 2021. • Continue to comprehensively review and reform the current County Zoning Code, including identifying changes requiring immediate attention. This comprehensive review is underway as part of the Envision Contra Costa 2040 program. • Continue Envision Contra Costa 2040, the comprehensive update to the County’s General Plan, Zoning Code and Climate Action Plan. This effort proceeded despite the challenges posed by COVID-19. The various associated public meetings and workshops changed to a virtual format which may have helped further boost attendance. Comprehensive review of the General Plan land use designations is underway as are a series of community meetings on key policy components such as environmental justice. • 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. Following the Board’s November 2019 invitation to project proponents to apply for land use permits for retail and commercial cultivation businesses, staff is processing four retail applications and five cultivation applications. Two retail applications have been approved as have three cultivation applications. The approved proposals now move through other required permitting, including by the State. • Implement Board of Supervisors’ recommendations to reform agricultural policies. The Board approved the agricultural recommendations developed by County staff and a public task force in February 2020. A major component of implementing these recommendations will be an Ordinance related to lodging and food service uses, which is scheduled to go before the Planning Commission in Fall 2021. • Continue to initiate and implement by July 1, 2020 compliance with Senate Bill Conservation and Development General Government 94 County of Contra Costa FY 2021–2022 Recommended Budget 743, the new Transportation Impact analysis adopted under § 15064.3 of the guidelines of the California Environmental Quality Act (CEQA) regarding assessment of Vehicle Miles Traveled thresholds of significance and mitigation measure reduction strategies instead of the Level of Service analysis that has previously been employed. On June 23, 2020, the Board of Supervisors adopted guidelines and associated metrics that brought the County into compliance with SB 743 requirements. • Manage the Contra Costa County Groundwater Sustainability Agency (GSA) and continue to participate in the development of the Groundwater Sustainability Plan (GSP) 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. 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 (DWP). The DWP was adopted in 2014 and a revised draft has been prepared by County staff and consultants. Input from stakeholders will be sought and further revisions and updates will be incorporated as appropriate. The draft DWP will be presented to the Transportation, Water and Infrastructure Committee (and subsequently the full Board). • Assist the Board with its efforts to oppose the “Delta Conveyance Project,” (DCP) 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. The County and Water Agency submitted comments on the Notice Preparation for the DCP’s Environmental Impact Report. The Department is prepared to engage as more opportunities to comment on the DCP become available. • Continue to support the study of deepening the San Francisco to Stockton ship channel. The Department continues to track the study of deepening the federal navigation channels and provided support where applicable. • Continue to pursue County safe school goals by engaging the State on the reform of school siting. In cooperation with Contra Costa Health Services the Superintendent of Public Instruction was contacted to discuss the County’s school safety policies. This goal will be continued for FY 2021-22. • 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. The East Contra Costa County Habitat Conservancy acquired 8.4 acres of land to be added to the HCP/NCCP Preserve System, constructed two repairs on previously constructed wetland restoration projects, and began design on one large wetland restoration project. The Conservancy also provided streamlined permit coverage for 22 projects, providing a range of benefits for the communities of East Contra Costa County. Conservation and Development General Government County of Contra Costa FY 2021-2022 Recommended Budget 95 • In cooperation with the Contra Costa Transportation Authority, finalize the Countywide Accessible Transportation Strategic (ATS) Plan, and initiate implementation. The ATS Plan process was nearly complete at the end of 2020; however, Measure J (2020) did not pass. The implementation process will continue into calendar year 2021, including the identification of other revenue streams. Board consideration for the ATS Plan is tentatively scheduled for March 2021. • Continue to pursue the development of new funding streams to support the operations and improvement of accessible transportation services (ATS). New funding streams were developed and considered during the ATS plan process and the State’s Master Plan on Aging process. This activity will continue in FY 2021-22. • 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. This effort will continue into FY 2021-22. • 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. Progress was made on both the Vision Zero and Complete Streets effort and will continue into FY 2021-22. • Update the Airport Land Use Compatibility Plan. This effort will continue into FY 2021-22. • Finalize and approve the active transportation corridor studies for the Iron Horse and Marsh Creek corridors. The Iron Horse Corridor study was approved by the Board of Supervisors at their July 14, 2020 meeting. The Marsh Creek study continues and will be taken to the Board of Supervisors in calendar year 2021. • Seek implementation funds (grants) for the I-680/Treat Blvd. Bicycle and Pedestrian Improvement Study. Funding has not yet been identified for this project. • In cooperation with the Public Works Department, adopt regulations for shared mobility devices (e.g. docked and dockless bikeshare, scooters) in unincorporated Contra Costa County. Development of County regulations were completed. However, the Contra Costa Transportation Authority (CCTA) indicated they were going to develop a countywide model ordinance using the County’s version as a starting point. The Transportation, Water and Infrastructure Committee advised staff to postpone adoption of County regulations until completion of the CCTA model ordinance to ensure consistency. • Assist in development of a Contra Costa Transportation Authority Electric Vehicle (EV) readiness plan; continue to seek funding for County EV Infrastructure at County facilities. CCTA received a $2.5 million grant from the California Energy Commission to implement portions of the Electric Vehicle Readiness Blueprint. The Department was instrumental in securing the initial grant that funded the Blueprint and assisted in developing the proposal for the implementation grant. The Department worked with CCTA and MCE on additional opportunities to fund deployment of EV infrastructure. • Finalize the short-line railroad feasibility study in the Northern Waterfront area. The feasibility study was completed in calendar year 2020, reviewed by the Conservation and Development General Government 96 County of Contra Costa FY 2021–2022 Recommended Budget Transportation, Water, and Infrastructure Committee, and will be taken to the Board of Supervisors for consideration in early calendar year 2021. • Complete and submit a Measure J Growth Management Program Compliance Checklist to secure Measure J return-to-source funds for the current reporting year. The Growth Management Checklist was successfully completed in calendar year 2020. • 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. During FY 2020-21, the Department held three Countywide Oversight Board meetings. Two were for consideration of the Recognized Obligation Payment Schedules (ROPS) during their cycle and one was for consideration of debt refinancing for one of the jurisdictions. • Continue to position housing assets, formerly owned by the Redevelopment Agency, for development of residential and/or mixed-use development. Additional sites not currently covered by an Exclusive Negotiating Agreement are being positioned for a request for proposals to identify a proposed developer. • 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 Department continued to negotiate Disposition and Development Agreements with developers for three separate sites, two in Rodeo and one in Bay Point. The sub- lease agreement for Block D in Contra Costa Centre was completed. • 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. Contra Costa, San Joaquin and Solano Counties have entered into an agreement to further the work of the partnership to protect the Delta from deleterious projects by retaining the services of a local expert in Delta water policy. • In coordination with other County Departments and cities, complete the 2020 Census geographic updates and community outreach effort. The Department coordinated with cities to complete geographic updates to ensure an accurate 2020 census. As a result of the Department’s collaboration with other County Departments, cities, state, regional entities and community-based organizations, Contra Costa County exceeded its 2010 self-response rate and achieved the third highest county self- response rate in the State. • In coordination with the County Administrator’s Office, facilitate the redistricting process of the County Board of Supervisors based on the 2020 population count. The Department is currently working on the redistricting process project with the County Administrator’s Office and 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. Conservation and Development General Government County of Contra Costa FY 2021-2022 Recommended Budget 97 The Department continues to work on this ongoing goal. • Continue to provide first-time homebuyer assistance by providing Mortgage Credit Certificates, which give homebuyers personal income tax reductions. In 2020, 17 households received the mortgage credit, a value of over $1.3 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, and various State of California grant programs. In FY 2019-20, the Housing and Community Improvement Division prepared a new Action Plan for the upcoming year, and a new five-year Consolidated Plan for the multi-jurisdictional Federal funding consortium. Moreover, the Department 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 FY 2019-20, supporting the work of more than 60 non-profits. Additionally, preparation was started for distributing more than $15 million in Coronavirus Relief funds through the CDBG and ESG programs, with the awards slated to continue into calendar year 2021. • 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 (KCMF) allocated over $1 million in grants to 81 separate projects in FY 2019-20. Unfortunately, the COVID-19 pandemic prevented many grantees from spending all or a portion of their awarded funds; just over $900,000 was expended. In response, the KCMF Committee elected to renew most FY 2019-20 contracts. For FY 2020-21 over 95% of prior year grantees received a KCMF allocation, amounting to a combined total of almost $1.5 million. Regrettably, a small percentage of these programs/projects are once again impacted by the pandemic and are unable to operate their proposed program/project. KCMF administrators are working closely with those organizations that were either unaffected, or able to pivot operations to a new model. CDBG expenditures are summarized above. • Continue to develop the County’s new economic development program to promote economic growth and jobs, as well as to transition the County-led Northern Waterfront Economic Development Initiative from planning to the implementation phase. In FY 2019-20, all seven cities in the Northern Waterfront Initiative signed a Memorandum of Understanding agreeing to use the Northern Waterfront Strategic Action Plan as a roadmap for collaborative economic development activities. Additionally, the Strategic Action Plan received the Award of Excellence in Economic Development from the Northern Section, California Chapter of the American Planning Association. • 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 requirements. In collaboration with Contra Costa Environmental Health, the District Attorney’s Office, Office of the Sheriff, and Public Works Department, the Department serves Conservation and Development General Government 98 County of Contra Costa FY 2021–2022 Recommended Budget on the Illegal Dumping Initiative to implement 56 strategies to combat illegal dumping throughout the county, collaborate efforts with neighboring cities and jurisdictions, manage a $1.8 million program budget, staff the Illegal Dumping Ad-Hoc Committee, and report to the Board of Supervisors. The Department 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. The Department continued to support the work of the Committee, including conducting the 2020 grant application process that resulted in the Committee recommending, and the Board approving, full or partial funding for 17 proposals totaling $112,914. • 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, Board’s Ad-Hoc Illegal Dumping Committee, the County 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, and the Sustainability Commission. The Department continued to provide staff support to these bodies, including transitioning to virtual meetings. • In cooperation with the Public Works Department, work to finalize and implement the Contra Costa Active Transportation Plan. Progress was made with this plan and will continue in FY 2021-22. • Attract and retain staff needed to provide adequate service levels to the public in an increasingly competitive job market. The Department continued to hire and promote staff for various positions throughout the department. Additionally, the Department added additional positions as necessary for department operations. • Provide training and career development opportunities to existing staff in anticipation of upcoming retirements among senior staff within the department. This is an ongoing goal as staff training and development is always necessary. • Implement upgrades to the Department’s automated permitting system. Upgrades were successfully made to the 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. The Department continued to implement the goals of the Climate Action Plan (CAP). The CAP update was suspended for several months and resumed in the first quarter of 2021. The Department is facilitating an inter- departmental working group focusing on implementation of the CAP, consistent with the Climate Emergency Resolution adopted by the Board of Supervisors. • Seek opportunities to expand the use of renewable energy within the County. The County received its first applications for ground-mounted solar energy projects from developers using the solar overlay zoning ordinance adopted in February 2020. • Work to develop a Green and Healthy Homes Initiative in coordination with the County’s Health Services Department to Conservation and Development General Government County of Contra Costa FY 2021-2022 Recommended Budget 99 seek out additional resources to improve housing quality and health outcomes. Through a technical assistance grant, the Department coordinated with the Health Services Department and other partners to complete a Business Plan for a Contra Costa Asthma Initiative to implement a comprehensive, home-based asthma program. The Department assisted the Health Services Department in submitting and obtaining grants from the Sierra Health Foundation and Bay Area Air Quality Management District to fund implementation of the Business Plan. • Continue to partner with the County Library to educate the public and promote the benefits of home energy efficiency. The Department continues to ensure each County Library has energy efficiency toolkits available for check-out to educate the public about 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. The Department continues to provide at least four Countywide homeowner workshops per year to educate homeowners about the energy efficiency incentives provided through the Bay Area Regional Energy Network. • Pursue new funding streams to expand existing energy efficiency program offerings. The Department worked with the Health Services Department and obtained $627,000 to expand energy efficiency programs through the County’s Green and Healthy Homes Initiative. • 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. Due to the COVID-19 Pandemic, the Weatherization Program had to suspend most services in March 2020, though emergency repairs (such as broken heaters) continued throughout the year, utilizing PPE- intensive methods approved by the State. A broader array of services resumed Fall 2020 only to be suspended again with the onset of the second surge when the program switched back to only serving emergencies. The Department utilized the County website to inform low-income residents of the status of the Weatherization Program. Many Weatherization staff were redeployed to Health Services in support of the COVID-19 response. • 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. Due to the COVID-19 Pandemic, the Weatherization Program had to suspend services in March 2020. The Weatherization Program served one client that was referred by the Health Services Visiting Nurses. Administrative and Program Goals DCD has identified the following administrative and program goals for FY 2021-22: • 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 refine the innovative processes developed during the COVID-19 pandemic, including the use of digital and internet- Conservation and Development General Government 100 County of Contra Costa FY 2021–2022 Recommended Budget based services, to issue planning approvals and building permits which increase customer service and convenience as well as protect public health. • Continue to enhance and improve the Department’s website to communicate more effectively with the public and make services more accessible. • Continue implementing and enforcing the 2019 California Building Standards Code and other applicable laws and regulations relating to building construction by continuing to provide 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, including but not limited to 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. • Adopt revisions to the County’s Tree Preservation and Protection Ordinance to make it a more effective, efficient tool for regulating impacts to significant resources. • Continue to support the State of California's goals to address climate change by reducing greenhouse gas emissions and criteria pollutants by various means, including expanding availability of clean, renewable fuels, with which the Department assists by efficiently processing land use entitlements that enable greater production; distributing and using renewable fuels; supporting the transition away from fossil fuels and providing increased job opportunities within the County. • Continue to support state and local efforts in administering AB617 in the North Richmond/San Pablo area by collaborating with the AB 617 Steering Committee and developing air quality mitigations. • Continue to review and update the County’s Sign Ordinance including the offsite Advertising Sign Ordinance and revised provisions for wayfinding signage. • Continue Envision Contra Costa 2040, the comprehensive update to the County’s General Plan, Zoning Code and Climate Action Plan. • Continue to implement the recommendations from the County Board of Supervisors to reform agricultural policies by drafting ordinances and taking other planning actions, including zoning updates to address lodging and food service uses. • 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. • Assist the County with developing new regulations for commercial hemp. • Continue to refine new California Environmental Quality Act (CEQA) traffic impact protocols implemented in compliance with Senate Bill 743 (2013), regarding assessment of Vehicle Miles Travelled thresholds of significance and mitigation measure reduction strategies instead of the Level of Service analysis that has previously been employed. • 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 and update the Water Agency webpage. Conservation and Development General Government County of Contra Costa FY 2021-2022 Recommended Budget 101 • 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 maintaining the Federal navigation channels along Contra Costa’s western and northern borders. Continue to track the study of deepening the federal navigation channels and provide support where applicable. • 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. • Continue to pursue County safe school goals by engaging the State on the reform of school siting in collaboration with the Health Services Department. • 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 participate in the implementation process including the draft recommendations relative to Task Force deliberations regarding the new Coordinated Entity. • In conjunction with the Accessible Transportation Strategic (ATS) Plan implementation process, pursue the development of new funding streams to support the operations and improvement of accessible transportation services. • Assist the Sheriff’s Office of Emergency Services and Bay Area Urban Areas Security Initiative in developing a transit / transportation response protocol for the Disability/Access and Functional Needs population. • Collaborate with the Public Works Department to finalize the County’s Vision Zero and Complete Streets implementation strategy and begin applying the policies and strategies. • Collaborate with the Public Works Department in reviewing the Capital Road Improvement and Preservation Program to support General Plan consistency reporting, timely review of project design, and transparency on the relationship of capital expenditures to adopted County policy. • Update the Airport Land Use Compatibility Plan. • Finalize and approve the Marsh Creek Corridor Active Transportation Study and Carquinez Strait Scenic Loop Trail Study. • Consistent with County policies relative to environmental justice and complete streets, seek implementation funds (grants) for capital projects that increase bike/pedestrian safety and increase usage including but not limited to the I-680/Treat Boulevard Bicycle and Pedestrian Improvement Study, Iron Horse Corridor Study recommendations, and Olympic Corridor Trail Connector Project. • In cooperation with the Contra Costa Transportation Authority, adopt regulations for shared mobility devices (e.g., docked and dockless bikeshare, scooters) in unincorporated Contra Costa County. Conservation and Development General Government 102 County of Contra Costa FY 2021–2022 Recommended Budget • Continue collaboration with the Contra Costa Transportation Authority (CCTA), MCE, and other potential partners to implement the CCTA Electric Vehicle Readiness Blueprint. • In cooperation with the Public Works Department, finalize and implement the Contra Costa Active Transportation Plan. • Coordinate with the Auditor-Controller to staff the Countywide Oversight Board for 14 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, Rodeo Senior – Phase 2, and the Contra Costa Centre Block D project. • In coordination with the County Administrator’s Office, facilitate the redistricting process of the County Board of Supervisors based on the 2020 population count. • 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 implement the County-led Northern Waterfront Economic Development Initiative. • 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. • Continue to develop and implement the County’s Illegal Dumping Initiative in partnership with the District Attorney’s Office, Sherriff’s Office, Health Services Department and Public Works Department. • In coordination with the Public Works Department and Contra Costa Environmental Health, work to implement the Short-Lived Climate Pollutants (SLCP): Organic Waste Reductions legislation (SB 1383). • Assist the Contra Costa County Fish and Wildlife committee with making and implementing recommendations to the Board of Supervisors 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 Conservation and Development General Government County of Contra Costa FY 2021-2022 Recommended Budget 103 and Infrastructure Committee, Board’s Sustainability Committee, Board’s Ad-Hoc Committee on the Northern Waterfront, Board’s Ad-Hoc Illegal Dumping Committee, Board’s Open Space/ EBRPD Liaison Committee, East Contra Costa County Habitat Conservancy Governing Board and Public Advisory Committee, Pleasant Hill BART Leasing Authority, Dougherty Valley Oversight 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, Historic Landmarks Advisory Committee, and the Sustainability Commission. • 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. • Implement actions named in the Climate Emergency Resolution adopted by the Board of Supervisors in September 2020. • Seek opportunities to expand the use of renewable energy within the County. • Develop a feasibility study for sequestering greenhouse gas emissions with a grant from the State of California’s Sustainable Agricultural Lands Conservation program. • Continue to develop a Green and Healthy Homes Initiative (also known as the Contra Costa Asthma Initiative) in coordination with the Health Services Department and other partners 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 education and outreach to residents, businesses, and cities throughout the County about the energy efficiency programs and 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, energy efficiency 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, energy efficiency and habitability of the home as well as health of the medically vulnerable low-income residents of the County. Conservation and Development General Government 104 County of Contra Costa FY 2021–2022 Recommended Budget Contingency Reserve General Government County of Contra Costa FY 2021-2022 Recommended Budget 105 General Fund 2019-20 Actuals 2020-21 Budget 2021-22 Baseline 2021-22 Recommended Change Expense Provisions For Contingencies 0 10,000,000 10,000,000 10,000,000 0 Expense Total 0 10,000,000 10,000,000 10,000,000 0 Net County Cost (NCC): 0 10,000,000 10,000,000 10,000,000 0 Financial Indicators % Change in Total Exp 0% 0% 0% % Change in NCC 0% 0% 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 2021-22. 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 106 County of Contra Costa FY 2021-2022 Recommended Budget County Administrator Monica Nino, County Administrator General Government County of Contra Costa FY 2021-2022 Recommended Budget 107 General Fund 2019-20 Actuals 2020-21 Budget 2021-22 Baseline 2021-22 Recommended Change Expense Salaries And Benefits 6,429,879 7,044,970 7,422,000 8,022,000 600,000 Services And Supplies 8,593,809 8,121,103 2,621,000 2,686,000 65,000 Other Charges 1,157,510 0 0 0 0 Fixed Assets 24,000 0 0 0 0 Expenditure Transfers (96,050) (44,877) (62,000) (62,000) 0 Expense Total 16,109,148 15,121,197 9,981,000 10,646,000 665,000 Revenue Other Local Revenue 9,719,239 3,157,927 3,231,000 3,896,000 665,000 State Assistance 215,000 0 0 0 0 Revenue Total 9,934,239 3,157,927 3,231,000 3,896,000 665,000 Net County Cost (NCC): 6,174,909 11,963,270 6,750,000 6,750,000 0 Allocated Positions (FTE) 36.3 33.3 34.6 34.6 0 Financial Indicators Salaries as % of Total Exp 40% 47% 74% 75% % Change in Total Exp 0% 0% 7% % Change in Total Rev (68%) 2% 21% % Change in NCC 94% 0% 0% Compensation Information Permanent Salaries 4,163,898 4,608,040 4,818,356 5,418,356 600,000 Temporary Salaries 19,742 21,000 21,000 21,000 0 Permanent Overtime 3,723 0 0 0 0 Deferred Comp 55,516 63,015 54,120 54,120 0 FICA/Medicare 270,493 281,651 305,171 305,171 0 Ret Exp-Pre 97 Retirees 12,543 7,500 7,500 7,500 0 Retirement Expense 1,210,369 1,347,929 1,426,601 1,426,601 0 Employee Group Insurance 461,231 485,742 541,106 541,106 0 Retiree Health Insurance 147,908 148,247 152,922 152,922 0 OPEB Pre-Pay 62,840 61,987 61,695 61,695 0 Unemployment Insurance 2,320 4,413 9,580 9,580 0 Workers Comp Insurance 19,295 15,446 23,949 23,949 0 Department Description The preceding table represents information summarizing expenditures, revenues, and net County cost related to functions of the County Administrator’s Office. Included is information for the following: General Administration, Equal Employment Opportunity, Labor Relations, CCTV & Public Information, and the Office of Racial Equity and Social Justice. County Administrator General Government 108 County of Contra Costa FY 2021-2022 Recommended Budget Major Department Responsibilities Equal Employment Opportunity As defined by County Ordinance, the duties of the County Administrator include: staffing the Board of Supervisors and Board committees; overseeing implementation of Board directives; planning, monitoring, and overseeing County operations; ensuring that Board policies are carried out in the most efficient, cost-effective, and service oriented manner; supervising appointed Department Heads and performing general administrative duties; preparing the annual budget; and administering the County's labor management relations program, including managing the collective bargaining process, grievance investigations, and providing training and counseling to managers and employees, as well as problem resolution. Board Support & General Administration Description: Acts as the principal staff advisor to the Board of Supervisors and administers County operations. The duties of this office include furnishing reports to the Board, providing information and advice, implementing policy directives adopted by the Board, coordinating the work performed by County departments and special districts, and preparing and monitoring the annual County budget. Board Support & General Administration Summary Service: Mandatory Level of Service: Discretionary Expenditures: $6,253,000 Financing: 352,000 Net County Cost: 5,901,000 Funding Sources: Charges for Svc 4.6% $287,000 Measure X 1.0% 65,000 General Fund 94.4% 5,901,000 FTE: 18.0 Description: Works to ensure that County employees, applicants, and vendors are provided a professional environment that is free from discrimination and/or harassment. Equal Employment Opportunity Office Summary Service: Mandatory Level of Service: Discretionary Expenditures: $307,000 Financing: 0 Net County Cost: 307,000 Funding Sources: General Fund 100.0% $307,000 FTE: 2.0 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: $2,036,000 Financing: 1,494,000 Net County Cost: 542,000 Funding Sources: Charges for Svc 73.4% $1,494,000 General Fund 26.6% 542,000 FTE: 6.0 County Administrator General Government County of Contra Costa FY 2021-2022 Recommended Budget 109 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: $1,450,000 Financing: 1,450,000 Net County Cost: 0 Funding Sources: CATV Franchise 68.3% $990,000 PEG Fees 24.8% 360,000 Charges for Svc 6.9% 100,000 FTE: 8.6 Office of Racial Equity and Social Justice Description: Enable the County, working with community organizations, community leaders, cities and school districts, to better coordinate, strengthen, and expand the County’s existing work on equity and inclusion; create new opportunities to deepen the work; and allow the County to better partner with the community in prioritizing and implementing this work. Office of Racial Equity and Social Justice Summary Service: Discretionary Level of Service: Discretionary Expenditures: $600,000 Financing: 600,000 Net County Cost: 0 Funding Sources: Measure X 100% $600,000 FTE: 0.0 CAO’s Recommendation The FY 2021-22 baseline net County cost is reduced by $4,617,887 from FY 2020-21. The reduction derives from a combination of the elimination of restricted prior-year fund balance of $3,033,942 from CCTV fees and other special programs and projects. Baseline costs for salaries and benefits are increased by $344,173. This includes cost of living increases effective July 1, 2021. Cost offsets from expenditure transfers and revenue are increased by $90,196, attributable primarily to an increased share of Countywide cost plan revenue. The recommended net County cost of $6,750,000 will provide the funding necessary to maintain current service levels in FY 2021-22. Additionally, pending the outcome of the community engagement and planning process for the Office of Racial Equity and Social Justice, whose name, structure and operations will be determined through that process, the recommended budget includes $600,000 as baseline funding to support the establishment of the Office. Moreover, the recommended budget also includes $65,000 for administration of the newly passed Measure X sales tax increment. County Administrator General Government 110 County of Contra Costa FY 2021-2022 Recommended Budget Performance Measurements County Administrator accomplishments during fiscal year 2020-21 include: • Coordinated a Countywide response to the unprecedented COVID-19 pandemic, in accordance with county Health Orders and public health guidance to protect lives and continued and enhanced county services to assist the public with information and resources. • Coordinated a strong countywide response to weather-related events, including PG&E Public Safety Power Shutoffs. • Sponsored SB 1349 (Glazer), a bill signed by the Governor that clarifies law related to the 2% maximum district tax rate, enabling Contra Costa County to pursue a 0.5% general sales tax measure. • Established Measure X Community Advisory Board seeking diverse perspectives and expertise following passage of Measure X, a countywide sales tax measure to provide general purpose revenue for County programs estimated to generate at least $81 million annually. • Maintained the AAA bond rating from Standard and Poor continuing to cite the County’s robust financial position, including strong tax base and wealth and income profile. • Achieved an upgrade in the Moody’s issuer rating, an indicator of general credit- worthiness from Aa2 to Aa1. • Sold $97.4 million of lease bonds to fund infrastructure projects and the refund of outstanding bonds resulting in significant net present value savings to the County of $7.3 million. • Balanced the budget for ten consecutive years and received the Government Finance Officers Association Distinguished Budget Presentation Award for each of those years. • Continue to reduce the unfunded liability of Other Post Employment Benefits; as of June 30, 2020, the liability is $523.9 Million. • Increased the self-response rate for the 2020 Census, resulting in the third highest rate of all California Counties. • Coordinated the permanent transition of the Office of Reentry and Justice to Probation. • Facilitated the implementation of a felony mental health diversion program through the Department of State Hospitals. • Continued to support the Racial Justice Oversight Body to reduce racial disparities in the adult and juvenile justice systems. • Continued to work with the Board and Departments to fund enhanced detention health initiatives and the construction of an acute psychiatric care unit to serve patient- inmates within the adult detention facilities. • Completed construction of the 72,000 square foot County Administration Building at 1025 Escobar Street, Martinez. 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 • Accurate and timely fiscal reporting on State and Federal pandemic funding Provide Board of Supervisors with high quality support: • Staff Ad Hoc and standing Board of Supervisors Committees County Administrator General Government County of Contra Costa FY 2021-2022 Recommended Budget 111 • Manage Board of Supervisors agenda development process, including automation of agenda process, and the preparation of clear and concise agenda items. • 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 initiatives • 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. 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 and redevelopment of the previous Administration building and old jail complex, Pine Street, Martinez. • Begin comprehensive update of the Master Facilities Plan, including an updated Facilities Condition Assessment.. County Administrator General Government 112 County of Contra Costa FY 2021-2022 Recommended Budget FY 2021-22 Program Modification List Order Reference to Mand/Disc List Program Name Services FTE Net County Cost Impact Impact 1 5 Office of Racial Equity and Social Justice Salaries and benefits 0.0 600,000 Increase funding for newly established Office. 2 5 Office of Racial Equity and Social Justice Revenue 0.0 600,000 Increase Revenue from Measure X. 3 1 Measure X Administrative costs for new tax Measure X 0.0 65,000 Increase Non-County Professionalized Services. 4 1 Measure X Revenue 0.0 65,000 Increase Revenue from Measure X. Total 0.0 0 County Counsel Sharon L. Anderson, County Counsel General Government County of Contra Costa FY 2021-2022 Recommended Budget 113 General Fund 2019-20 Actuals 2020-21 Budget 2021-22 Baseline 2021-22 Recommended Change Expense Salaries And Benefits 11,127,974 11,983,657 12,810,000 12,810,000 0 Services And Supplies 681,275 1,133,032 982,000 982,000 0 Expenditure Transfers (5,410,601) (5,638,597) (6,400,000) (6,400,000) 0 Expense Total 6,398,647 7,478,092 7,392,000 7,392,000 0 Revenue Other Local Revenue 5,410,918 5,948,092 6,087,000 6,087,000 0 Revenue Total 5,410,918 5,948,092 6,087,000 6,087,000 0 Net County Cost (NCC): 987,729 1,530,000 1,305,000 1,305,000 0 Allocated Positions (FTE) 52.0 52.0 52.0 52.0 0.0 Financial Indicators Salaries as % of Total Exp 174% 160% 173% 173% % Change in Total Exp 17% (1%) 0% % Change in Total Rev 10% 2% 0% % Change in NCC 55% (15%) 0% Compensation Information Permanent Salaries 7,353,320 7,867,260 8,372,871 8,372,871 0 Temporary Salaries 47,276 82,000 153,857 153,857 0 Permanent Overtime 286 0 0 0 0 Deferred Comp 66,717 70,440 75,060 75,060 0 Comp & SDI Recoveries (2,800) 0 0 0 0 FICA/Medicare 462,812 485,629 504,248 504,248 0 Ret Exp-Pre 97 Retirees 21,969 24,616 24,616 24,616 0 Retirement Expense 2,186,247 2,410,327 2,550,239 2,550,239 0 Employee Group Insurance 718,980 776,522 853,031 853,031 0 Retiree Health Insurance 158,947 157,271 157,077 157,077 0 OPEB Pre-Pay 70,031 67,858 65,370 65,370 0 Unemployment Insurance 4,053 7,874 16,760 16,760 0 Workers Comp Insurance 40,137 33,860 36,872 36,872 0 County Counsel General Government 114 County of Contra Costa FY 2021-2022 Recommended Budget Department Description Legal advisor for County officers, departments, boards and commissions, school and other districts in the County. County Counsel’s duties include litigating civil cases and providing a wide range of legal services to the Board of Supervisors, County departments, special districts, and Board-governed authorities and agencies. General Law Description: Provides legal services necessary for the continued operation of the County departments and special districts. Additionally, provides legal services to outside clients and some independent special districts upon request. General Law Summary Service: Mandatory Level of Service: Discretionary Expenditures: $7,425,933 Financing: 6,120,933 Net County Cost: 1,305,000 Funding Sources: Charges for Svc 75.7% $5,620,933 Property Tax Admin 6.7% 500,000 General Fund 17.6% 1,305,000 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: $3,847,108 Financing: 3,847,108 Net County Cost: 0 Funding Sources: Charges for Svc 100.0% $3,847,108 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: $2,518,959 Financing: 2,518,959 Net County Cost: 0 Funding Sources: Liability Insurance Internal Service Fund 100.0% $2,518,959 FTE: 10.0 County Counsel General Government County of Contra Costa FY 2021-2022 Recommended Budget 115 CAO’s Recommendation The County Counsel’s Office, in the role as legal advisor to the County maintains a staff of 34 attorneys and 18 support staff, ranging from Legal Assistant to Clerk. Most costs are recovered through charges for service. Costs for departments and programs whose legal services are supported by the general fund are offset by the budgeted net County cost. The County Counsel FY 2021-22 baseline net County cost decreased by $225,000 from FY 2020-21. The decrease reflects the elimination of a one-time allocation of funding for a records management system in prior year. FY 2021-22 salary and benefit costs increased by $826,343, reflecting wage increases as well as anticipated increases for benefits and temporary staff costs. Operating costs, including interdepartmental charges for Information Technology, Telecommunications and Public Works increased by a net of $73,968. Revenue offsets and expenditure transfers increased by $900,311 to reflect the estimated charges for service in FY 2021-22. The County Counsel recommended net County cost of $1,305,000 will provide the funding necessary to maintain County Counsel’s current level of services in FY 2021-22. Performance Measurement Records Management and Case Management Systems The Office prepared over 1.3 million pages, of closed files and office records for digital retention in advance of the move to the new Administration building. The project was the first phase of an effort to modernize both the litigation and non- litigation records management and case management systems. Resource Allocation An ongoing challenge for the County Counsel's Office is to provide an outstanding level of service to all clients, including the departments and programs whose legal services are supported by the general fund. The net County cost allocation for FY 2021-22, accounts for 9.5% of the total County Counsel budget, compared to 16% in FY 2019/20. Administrative and Program Goals Records Management and Case Management Systems The Office will continue its program to digitize its records and work with the Ray Morgan Company, LLC and the Department of Information Technology to establish procedures for ongoing document management. After completing the record digitizing and archiving phase of the project, this Office will work with the Department of Information Technology to evaluate and implement potential case management systems and replace the Office’s separate case file management, time keeping and calendaring systems with a single integrated system. A new integrated system will further reduce the Office’s reliance on paper-based systems and improve efficiencies. Recruitment and Staffing A hiring freeze due to COVID-19 and the move from 651 Pine Street to the new County Administration Building impacted the Office’s ability to hire support staff in 2020. In 2021, the Office plans to hire at least three support staff. The Office is also exploring the hiring of additional attorneys to meet the needs of the County’s largest departments: Health Services and Employment and Human Services. County Counsel General Government 116 County of Contra Costa FY 2021-2022 Recommended Budget Crockett/Rodeo Revenues General Government County of Contra Costa FY 2021-2022 Recommended Budget 117 General Fund 2019-20 Actuals 2020-21 Budget 2021-22 Baseline 2021-22 Recommended Change Expense Services And Supplies 132,156 696,000 276,000 276,000 0 Other Charges 175,184 284,000 284,000 284,000 0 Expense Total 307,340 980,000 560,000 560,000 0 Net County Cost (NCC): 307,340 980,000 560,000 560,000 0 Financial Indicators Salaries as % of Total Exp % Change in Total Exp 219% (43%) 0% % Change in Total Rev % Change in NCC 219% (43%) 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, including additional hours for the Crockett Library, capital improvements for the Crockett Community Foundation and capital equipment for the Crockett Carquinez Fire Department. The remaining 57% is 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 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. The FY 2021-22 budget decreased by $420,000 from FY 2020-21, reflecting the elimination of prior year fund balance. Any unspent appropriations at year-end are carried over to the following year. Crockett/Rodeo Revenues General Government 118 County of Contra Costa FY 2021-2022 Recommended Budget Debt Service General Government County of Contra Costa FY 2021-2022 Recommended Budget 119 General Fund 2019-20 Actuals 2020-21 Budget 2021-22 Baseline 2021-22 Recommended Change Revenue Other Local Revenue 3,917,027 4,000,000 1,000,000 1,000,000 0 State Assistance 30,900 0 0 0 0 Revenue Total 3,947,927 4,000,000 1,000,000 1,000,000 0 Net County Cost (NCC): (3,947,927) (4,000,000) (1,000,000) (1,000,000) 0 Allocated Positions (FTE) Financial Indicators % Change in Total Rev 1% (75%) 0% % Change in NCC 1% (75%) 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. FY 2021-22 is the final year of transfer. County/State WCCHCD IGT Summary Service: Discretionary Level of Service: Mandatory Expenditures: $ 0 Financing: 1,000,000 Net County Cost: (1,000,000) Funding Sources: Property Taxes 100.0% $1,000,000 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 120 County of Contra Costa FY 2021-2022 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: $47,382,398 Financing: 47,382,398 Net Fund Cost: 0 Funding Sources: Use of Money 0.1% $3,500 Transfers 99.9% 47,378,898 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 County received $3.9 million ad valorem property tax from the exchange agreement with the West Contra Costa Healthcare District in FY 2019-20 and is expected to receive approximately $4.0 million in FY 2020-21. It is anticipated that the agreement will be fulfilled in 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. Transfers for the Retirement UAAL Bond and Retirement Litigation Settlement Debt service expenses are budgeted in each department as a compensation expense. UAAL Bond fund expenses grow according to the debt services schedule. The FY 2021-22 principal and interest payment are the final payments for this debt. We do not anticipate issuing Tax Revenue Anticipation Notes (TRANs) in FY 2021-22. For detailed information of the County’s overall current debt position, please see Page 548. Department of Information Technology Marc Shorr, Chief Information Officer General Government County of Contra Costa FY 2021-2022 Recommended Budget 121 Department of Information Technology Summary General Fund 2019-20 Actuals 2020-21 Budget 2021-22 Baseline 2021-22 Recommended Change Expense Salaries And Benefits 12,105,145 14,840,076 15,479,920 15,716,000 236,080 Services And Supplies 13,453,447 15,142,945 15,128,000 15,128,000 0 Other Charges 1,778,396 1,988,118 1,960,000 1,960,000 0 Fixed Assets 217,151 239,250 132,000 132,000 0 Expenditure Transfers (19,252,191) (21,871,464) (24,203,920) (24,440,000) (236,080) Expense Total 8,301,947 10,338,925 8,496,000 8,496,000 0 Revenue Other Local Revenue 7,220,130 7,861,271 8,410,000 8,410,000 0 State Assistance 75,094 0 0 0 0 Revenue Total 7,295,225 7,861,271 8,410,000 8,410,000 0 Net County Cost (NCC): 1,006,723 2,477,654 86,000 86,000 0 Allocated Positions (FTE) 85.0 88.0 88.0 90.0 2.0 Financial Indicators Salaries as % of Total Exp 146% 144% 182% 185% % Change in Total Exp 25% (18%) 0% % Change in Total Rev 8% 7% 0% % Change in NCC 146% (97%) 0% Compensation Information Permanent Salaries 7,094,638 8,859,664 9,349,737 9,502,405 152,668 Temporary Salaries 318,940 70,005 70,003 70,003 0 Permanent Overtime 115,096 123,000 123,000 123,000 0 Deferred Comp 96,310 128,820 138,060 138,060 0 Comp & SDI Recoveries (681) 0 0 0 0 FICA/Medicare 553,775 661,703 699,062 710,062 11,000 Ret Exp-Pre 97 Retirees 20,096 22,068 22,068 22,068 0 Retirement Expense 1,992,477 2,647,626 2,692,388 2,726,988 34,600 Excess Retirement 21,258 0 0 0 0 Employee Group Insurance 1,026,433 1,429,135 1,476,260 1,512,272 36,012 Retiree Health Insurance 584,655 589,840 596,872 596,872 0 OPEB Pre-Pay 226,274 245,416 247,023 247,023 0 Unemployment Insurance 4,111 8,778 18,699 19,099 400 Workers Comp Insurance 51,762 54,021 46,748 48,148 1,400 Department of Information Technology General Government 122 County of Contra Costa FY 2021-2022 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: • Information Technology • Telecommunications Department of Information Technology General Government County of Contra Costa FY 2021-2022 Recommended Budget 123 Information Technology Budget General Fund 2019-20 Actuals 2020-21 Budget 2021-22 Baseline 2021-22 Recommended Change Expense Salaries And Benefits 9,196,949 11,345,584 11,947,920 12,184,000 236,080 Services And Supplies 5,282,999 8,233,426 6,223,000 6,223,000 0 Other Charges 1,009,238 1,173,323 957,000 957,000 0 Fixed Assets 166,574 132,000 132,000 132,000 0 Expenditure Transfers (11,373,792) (14,575,305) (14,819,920) (15,056,000) (236,080) Expense Total 4,281,969 6,309,028 4,440,000 4,440,000 0 Revenue Other Local Revenue 3,408,616 4,027,874 4,440,000 4,440,000 0 State Assistance 75,094 0 0 0 0 Revenue Total 3,483,710 4,027,874 4,440,000 4,440,000 0 Net County Cost (NCC): 798,258 2,281,154 0 0 0 Allocated Positions (FTE) 64.0 67.0 67.0 69.0 2.0 Financial Indicators Salaries as % of Total Exp 215% 180% 269% 274% % Change in Total Exp 47% (30%) 0% % Change in Total Rev 16% 10% 0% % Change in NCC 186% (100%) 0% Compensation Information Permanent Salaries 5,381,358 6,809,768 7,301,678 7,454,346 152,668 Temporary Salaries 318,940 70,005 70,003 70,003 0 Permanent Overtime 9,633 6,000 6,000 6,000 0 Deferred Comp 77,170 105,180 112,620 112,620 0 Comp & SDI Recoveries (681) 0 0 0 0 FICA/Medicare 417,267 504,886 543,736 554,736 11,000 Ret Exp-Pre 97 Retirees 15,277 16,988 16,988 16,988 0 Retirement Expense 1,516,032 2,028,145 2,081,648 2,116,248 34,600 Excess Retirement 21,258 0 0 0 0 Employee Group Insurance 722,043 1,057,418 1,072,003 1,108,015 36,012 Retiree Health Insurance 485,787 490,766 486,340 486,340 0 OPEB Pre-Pay 186,355 203,878 205,792 205,792 0 Unemployment Insurance 3,114 6,728 14,603 15,003 400 Workers Comp Insurance 43,396 45,822 36,508 37,908 1,400 Department of Information Technology General Government 124 County of Contra Costa FY 2021-2022 Recommended Budget Information Technology The Department of Information Technology (DoIT), is a comprehensive technology organization committed to employing innovative technology solutions. DoIT prides itself in providing excellent customer service. The department supports internal and external customers with business and technology solutions that support public services. DoIT supports the County through its organizational divisions of Administration, Operations, Customer Service Center, Systems & Programming, Desktop and Network Services, and these countywide supported programs: • Information Security • Public Safety Radio System • Countywide Microwave System, Telecommunications • Wide Area Network 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: $855,058 Financing: 855,058 Net County Cost: 0 Funding Sources: Charges for Svcs 100.0% $855,058 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 2021-2022 Recommended Budget 125 Information Security Summary Level of Discretion: Discretionary Level of Service: Discretionary Expenditures: $885,083 Financing: 885,083 Net County Cost: 0 Funding Sources: Charges for Services 100.0% $885,083 FTE: 2.0 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: $2,662,479 Financing: 2,662,479 Net County Cost: 0 Funding Sources: Charges for Services 100.0% $2,662,479 FTE: 12.0 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: $3,262,359 Financing: 3,356,309 Net County Cost: (93,950) Funding Sources: Charges for Services 102.9% $3,356,309 General Fund (2.9%) (93,950) FTE: 8.2 Department of Information Technology General Government 126 County of Contra Costa FY 2021-2022 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: $957,162 Financing: 863,212 Net County Cost: 93,950 Funding Sources: Charges for Svcs 90.2% $863,212 General Fund 9.8% 93,950 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: $6,064,638 Financing: 6,064,638 Net County Cost: 0 Funding Sources: Charges for Svcs 100.0% 6,064,638 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: $4,809,221 Financing: 4,809,221 Net County Cost: 0 Funding Sources: Charges for Svcs 100.0% $4,809,221 FTE: 6.0 Department of Information Technology General Government County of Contra Costa FY 2021-2022 Recommended Budget 127 Telecommunications Budget General Fund 2019-20 Actuals 2020-21 Budget 2021-22 Baseline 2021-22 Recommended Change Expense Salaries And Benefits 2,908,196 3,494,492 3,532,000 3,532,000 0 Services And Supplies 8,170,448 6,909,519 8,905,000 8,905,000 0 Other Charges 769,157 814,795 1,003,000 1,003,000 0 Fixed Assets 50,577 107,250 0 0 0 Expenditure Transfers (7,878,399) (7,296,159) (9,384,000) (9,384,000) 0 Expense Total 4,019,979 4,029,897 4,056,000 4,056,000 0 Revenue Other Local Revenue 3,811,514 3,833,397 3,970,000 3,970,000 0 Revenue Total 3,811,514 3,833,397 3,970,000 3,970,000 0 Net County Cost (NCC): 208,464 196,500 86,000 86,000 0 Allocated Positions (FTE) 21.0 21.0 21.0 21.0 0.0 Financial Indicators Salaries as % of Total Exp 72% 87% 87% 87% % Change in Total Exp 0% 1% 0% % Change in Total Rev 1% 4% 0% % Change in NCC (6%) (56%) 0% Compensation Information Permanent Salaries 1,713,280 2,049,895 2,048,059 2,048,059 0 Permanent Overtime 105,463 117,000 117,000 117,000 0 Deferred Comp 19,140 23,640 25,440 25,440 0 FICA/Medicare 136,509 156,817 155,326 155,326 0 Ret Exp-Pre 97 Retirees 4,819 5,080 5,080 5,080 0 Retirement Expense 476,445 619,481 610,740 610,740 0 Employee Group Insurance 304,390 371,718 404,257 404,257 0 Retiree Health Insurance 98,868 99,074 110,532 110,532 0 OPEB Pre-Pay 39,919 41,538 41,231 41,231 0 Unemployment Insurance 997 2,050 4,096 4,096 0 Workers Comp Insurance 8,366 8,200 10,240 10,240 0 Department of Information Technology General Government 128 County of Contra Costa FY 2021-2022 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: $13,440,000 Financing: 13,354,000 Net County Cost: 86,000 Funding Sources: Charges for Services 62.5% $8,394,000 Other Local Revenue 29.5% 3,970,000 Rent 7.4% 990,000 General Fund 0.6% 86,000 FTE: 21.0 CAO’s Recommendation The Department of Information Technology FY 2021-22 Baseline net County cost decreased by $2,391,654 from the FY 2020-21 budget. The reduction reflects the elimination of restricted prior year fund balance that had been carried over for various projects including cyber security. Salaries and benefits increased by $639,844 and include negotiated cost of living increases. Services and Supplies (net of the aforementioned elimination of restricted prior year fund balance) increased by $2,376,709. Included in this amount are increases due to the purchase of software products related to security and data backups as well as additional hardware maintenance costs. The primary increase of costs is due to telecommunications, audio, video and Interactive Voice Response (IVR) and Automatic Call Distribution (ACD) services. The COVID-19 pandemic has caused some County departments to move their workforces offsite and required Telecommunications to double the internet bandwidth in order to support remote access. Additionally, Telecommunications is supporting two new County buildings: Sheriff’s Emergency Operations Center and County Administration. Both locations required a large amount of network bandwidth to support new systems. Revenue and expenditure transfers increased by $2,881,185 to fund the increased costs of operations. The Department of Information Technology is requesting to add 2.0 FTE Network Technicians as part of the Recommended Budget. One will support the County’s Information Security program which is currently staffed by only one individual and the other will address increased demand for Network Services support for technology deployed in the new County Administration Building. The two positions are expected to cost a total of $236,080 and will be recovered through charges for service. The General Fund allocation of $86,000 is recommended to offset unreimbursed costs related to the implementation of the East Bay Regional Communications System. Performance Measurement • Developed Countywide IT systems and metrics to improve staff and operational efficiencies. • Continued to improve the County’s 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: Department of Information Technology General Government County of Contra Costa FY 2021-2022 Recommended Budget 129 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 130 County of Contra Costa FY 2021-2022 Recommended Budget FY 2021-22 Program Modification List Order Reference to Mand/Disc List Program Name Services FTE Net County Cost Impact Impact 1 2 Information Security Salaries and Benefits 1.0 118,040 Add 1 Network Technician. 2 2 Information Security Expenditure Transfers 118,040 Increase revenue from customers based on requests for service. 3 3 Network Services Salaries and Benefits 1.0 118,040 Add 1 Network Technician. 4 3 Network Services Expenditure Transfers 118,040 Increase revenue from customers based on requests for service. Total 2.0 0 Employee/Retiree Benefits General Government County of Contra Costa FY 2021-2022 Recommended Budget 131 General Fund 2019-20 Actuals 2020-21 Budget 2021-22 Baseline 2021-22 Recommended Change Expense Salaries And Benefits 227,634 486,511 163,000 163,000 0 Services And Supplies 2,631,974 23,542,903 2,726,000 2,726,000 0 Expenditure Transfers (58,846) (50,000) (59,000) (59,000) 0 Expense Total 2,800,762 23,979,414 2,830,000 2,830,000 0 Revenue Other Local Revenue 1,772,523 0 34,000 34,000 0 Revenue Total 1,772,523 0 34,000 34,000 0 Net County Cost (NCC): 1,028,239 23,979,414 2,796,000 2,796,000 0 Financial Indicators Salaries as % of Total Exp 8% 2% 6% 6% % Change in Total Exp 756% (88%) 0% % Change in Total Rev (100%) 0% 0% % Change in NCC 2,232% (88%) 0% Compensation Information Retirement Expense (333,186) 0 (349,776) (349,776) 0 Retiree Health Insurance 368,563 321,894 361,266 361,266 0 OPEB Pre-Pay 192,256 164,617 151,510 151,510 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: $2,513,000 Financing: 93,000 Net County Cost: 2,420,000 Funding Sources: Interdept Charges 3.7% $93,000 General Fund 96.3% 2,420,000 Employee/Retiree Benefits General Government 132 County of Contra Costa FY 2021-2022 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: $376,000 Financing: 0 Net County Cost: 376,000 Funding Sources: General Fund 100.0% 376,000 CAO’s Recommendation The Employee/Retiree Benefits budget funds the costs for maintaining the County payroll and benefits system and also funds retiree health care costs for certain court employees and other retirees that cannot be attributed to specific departments, and therefore cannot be charged to County departments. The FY 2021-22 Baseline budget was reduced by $21 million from FY 2020-21 to reflect the elimination of prior year fund balance carried over from restricted Medicare Part D Reimbursements. The FY 2021-22 Recommended reflects staff costs from the Department of Information Technology, costs for software consultants along with the costs of licenses, maintenance and support for the County payroll and benefits system. Charges for payroll infrastructure total approximately $93,000 annually. The budget also reflects a negative appropriation for retirement expense of $349,776 to account for an estimated annual retirement prepay credit. General Purpose Revenue General Government County of Contra Costa FY 2021-2022 Recommended Budget 133 General Fund 2019-20 Actuals 2020-21 Budget 2021-22 Baseline 2021-22 Recommended Change Revenue Other Local Revenue 496,592,761 510,243,000 527,300,000 527,300,000 0 Federal Assistance 7,723 0 0 0 0 State Assistance 2,454,997 1,700,000 1,700,000 1,700,000 0 Revenue Total 499,055,482 511,943,000 529,000,000 529,000,000 0 Net County Cost (NCC): (499,055,482) (511,943,000) (529,000,000) (529,000,000) 0 Financial Indicators Salaries as % of Total Exp % Change in Total Exp % Change in Total Rev 3% 3% 0% % Change in NCC 3% 3% 0% General County Revenues Description: To receive revenues which are not attributable to a specific County service and which are available for County General Fund expenditures. Types of revenues included are property taxes, sales taxes, interest earnings and franchises. Revenues from this budget unit offset the net County costs of General Fund departments. The Recommendation does not include anticipated sales tax from Measure X. General County Revenue Summary Level of Discretion: Mandatory Level of Service: Discretionary Expenditures: $ 0 Financing: 529,000,000 Net County Cost: (529,000,000) Funding Sources: Property Taxes 84.7% $447,800,000 Other Taxes 5.0% 26,330,000 Fines Penalties 3.9% 20,600,000 Intergovernmental 1.8% 9,700,000 License Franchise 1.8% 9,670,000 Charges for Service 1.7% 8,700,000 Use of Money 0.7% 3,900,000 Miscellaneous Rev 0.4% 2,300,000 CAO’s Recommendation The Recommended Budget for General Fund departments relies on increases in General Purpose Revenue to offset increases in the cost of doing business. The most significant increases in general purpose revenues from year-to-year are due to increased assessed valuation on current secured property tax. During the economic downturn, growth in assessed valuation, interest rates, and Supplemental Property Tax revenues was almost non-existent; since then, assessed values have grown steadily. The State Board of Equalization has announced an inflation factor of 1.04 percent (1.04%) for FY 2021-22, not the full 2% received over the last several years, and consequently the County Administrator’s Office is projecting that assessed value growth will be 4.0% (The inflation factor increase in base year value is limited to 2% by California Constitution, Article XIII A, section 2(b)). The 4.0% figure compares to current year growth of 4.87%; FY 2019-20 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%. The FY 2020-21 budgeted General Purpose Revenues included $20 million in transfers from the Tax Losses Reserve Fund for deferred General Purpose Revenue General Government 134 County of Contra Costa FY 2021-20221 Recommended Budget 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 2021-22. The voters passed Measure X, a ½ cent sales tax levied countywide (exempting food sales), in November 2020. Collection of the sales tax will begin in April 2021 and will be available for distribution in FY 2021-22. The sales tax is expected to generate in excess of $90 million annually. With the exception of $665,000, these funds are not included in the County Administrator’s FY 2021-22 Recommended Budget. The Measure X funding included in the FY 2021-22 Recommended Budget are $600,000 for an Office of Racial Equity and Social Justice budgeted in the County Administrators Office (see page 109), and $65,000 for Measure X contracted administrative costs also budgeted it the County Administrators Office (see page 112). The Board of Supervisors approved the creation of a 17-member Community Advisory Board to recommend funding priorities of annual revenue received under Measure X funds. In order to allow enough time for the Community Advisory Board to perform its mandate, the Measure X funds will be allocated after adoption of the FY 2021-22 Recommended Budget. Human Resources Ann Elliott, Director General Government County of Contra Costa FY 2021-2022 Recommended Budget 135 General Fund 2019-20 Actuals 2020-21 Budget 2021-22 Baseline 2021-22 Recommended Change Expense Salaries And Benefits 6,124,186 7,353,770 7,860,000 7,860,000 0 Services And Supplies 3,599,052 4,747,757 4,334,000 4,334,000 0 Expenditure Transfers (551,453) (670,814) (589,000) (589,000) 0 Expense Total 9,171,785 11,430,713 11,605,000 11,605,000 0 Revenue Other Local Revenue 7,088,890 8,418,196 8,992,000 8,992,000 0 Revenue Total 7,088,890 8,418,196 8,992,000 8,992,000 0 Net County Cost (NCC): 2,082,895 3,012,517 2,613,000 2,613,000 0 Allocated Positions (FTE) 51.0 50.0 50.0 50.0 0.0 Financial Indicators Salaries as % of Total Exp 67% 64% 68% 68% % Change in Total Exp 25% 2% 0% % Change in Total Rev 19% 7% 0% % Change in NCC 45% (13%) 0% Compensation Information Permanent Salaries 3,782,841 4,469,917 4,875,738 4,875,738 0 Temporary Salaries 11,921 12,800 12,800 12,800 0 Permanent Overtime 2,493 4,500 4,500 4,500 0 Deferred Comp 77,752 93,288 93,960 93,960 0 Comp & SDI Recoveries (5,086) 0 0 0 0 FICA/Medicare 284,005 338,241 362,692 362,692 0 Ret Exp-Pre 97 Retirees 10,752 13,321 13,321 13,321 0 Retirement Expense 1,078,216 1,341,270 1,377,295 1,377,295 0 Employee Group Insurance 588,055 791,023 805,935 805,935 0 Retiree Health Insurance 178,732 173,045 176,456 176,456 0 OPEB Pre-Pay 87,495 76,980 73,435 73,435 0 Unemployment Insurance 2,105 4,460 9,751 9,751 0 Workers Comp Insurance 24,904 34,926 54,116 54,116 0 Department Description This table represents information in aggregate summarizing expenditures and revenue for the Human Resources Department. Human Resources General Government 136 County of Contra Costa FY 2021-2022 Recommended Budget Administration Develops, administers and monitors the annual budget, general purchasing, contracts and accounts payable activities. Formulates county- wide Human Resources policies and procedures, provides consultation on Human Resources and Merit Board issues, administers the County-wide Contracted Temporary Help Program, and coordinates the pre-employment process. Administration Summary Service: Mandatory Level of Service: Discretionary Expenditures: $1,385,861 Financing: 2,569,249 Net County Cost: (1,183,388) Funding Sources: Charges 144.9% $2,008,000 Transfers 40.3% 559,000 Miscellaneous 0.2% 2,249 General Fund (85.4%) (1,183,388) FTE: 4.0 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. Provides support, training, and guidance to departments on the Americans with Disabilities Act (ADA) procedures and obligations. Employee Benefits Administration Summary Service: Mandatory Level of Service: Discretionary Expenditures: $6,981,751 Financing: 6,981,751 Net County Cost: 0 Funding Sources: Charges 100.0% $6,981,751 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, diversity 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: $3,826,388 Financing: 30,000 Net County Cost: 3,796,388 Funding Sources: Transfers 0.8% $30,000 General Fund 99.2% 3,796,388 FTE: 23.0 Human Resources General Government County of Contra Costa FY 2021-2022 Recommended Budget 137 CAO’s Recommendation The FY 2021-22 budget for the Human Resources Department, decreased overall by a net of $760,265 from FY 2020-21. The reduction reflects the elimination of restricted prior year fund balance that had been carried over for various benefit programs and software purchases. The baseline budget was further adjusted as follows: salary and benefit costs, including negotiated cost of living increases, increased by $506,230; services and supplies, including charges from servicing departments such as Information Technology, Telecommunications and Public Works, were reduced by a net of $60,826 (in addition to the elimination of restricted prior year fund balance); cost offsets, including expenditure transfers and revenue, increased by $671,864. Offsets include anticipated charges to departments for countywide training programs and an increased share of revenue received from the County A87 cost allocation plan. The recommended net County cost of $2,613,000 will provide the funding necessary for Human Resources to provide personnel services and benefits administration in FY 2021- 22. Performance Measurement Personnel Services: Conducted Executive recruitments for the following key positions: • Deputy County Clerk-Recorder • Chief Information Security Officer • Information Systems Division Director • Community Services Director • Workforce Investment Board Executive Director Other high-level recruitments included: • Director of the Office of Re-entry & Justice • Battalion Chief (Fire) • Deputy Agriculture Commissioner Processed 32,719 employment applications and conducted 204 recruitments. Administered recruitment for 23 classifications with over 150 applications for each classification: Job Title Applications Received Sheriff's Dispatcher I 4469 Deputy Sheriff (Recruit) 1562 Eligibility Worker I 1529 Clerk - Experienced Level 840 Firefighter Recruit 735 Social Worker II 631 Juvenile Institution Officer I 492 Child Support Specialist I 446 Human Resources Analyst 385 Social Worker III 299 Administrative Analyst 275 Clerk - Recorder Services Technician 268 Animal Services Clerk 261 Administrative Services Assistant II 209 Employee Relations Analyst II (Departmental Human Resources Analyst II) 190 Administrative Services Assistant III 187 Social Worker 184 Community and Media Relations Specialist 169 Driver Clerk 161 Veterans Service Representative I 161 Elections Services Technician 156 Detention Services Worker (Custodian) 155 Librarian 154 Processed over 100 Personnel Adjustment Resolutions (P300’s). Completed two key Personnel Management Regulations (PMR) changes to improve the hiring process: eliminated random tie breaking and stopped the practice of limiting how many Human Resources General Government 138 County of Contra Costa FY 2021-2022 Recommended Budget departments candidates could be referred to at the same time. Transitioned most testing to online, unproctored assessments. Presented new methods at various virtual conferences and trainings, interviewed by local media and upheld as an example of how to do merit system/civil service testing safely during a pandemic. Unprocotored testing resulted in an increase of diversity in candidate pools, possibly due to making it more accessible to all applicants by removing barriers like needing to travel and take time off work to complete the assessments. Completed the transition to competency-based recruitment and assessment strategies. Implemented a more robust job analysis process, rooted in collaborative partnering with departmental representatives and job experts in departments. Established the Professional & Organizational Development team to continue the work of the Building a High Trust Work Environment program, as well as establish other key professional and organizational development programs to support retention and succession planning county-wide. Technology Implemented integrations with NeoGov for three key online testing vendors; eSkill, ioPredict, and Biddle CritiCall. The integrations create unique test invitation links, and import scores directly into NeoGov. Implemented HireVue online video-based interview platform. HireVue facilitates both live and “on-demand” video interviews, working toward the Department’s goal to make the hiring process more flexible and accessible to candidates.  Implemented several changes to the NeoGov requisition and hire form (PAF) to simplify and streamline the workflow and approval process, resulting in less time between a department identifying the candidate they want to hire and the start work date. Ran open enrollment for employee benefits with 100% Internal County staff (no external contractors). Provided over 200 analytic reports based on requests from County departments. Improved and addressed issues in Peoplesoft system via 117 Change Requests. Processed 2820 Life events in the PeopleSoft Benefits system. Supported 24,512 transactions processed in PeopleSoft HR System such as hire, rehire, appointment, promotion, transfer and pay rate changes. Developed Emergency Paid Sick Leave (EPSL) sick plan and enrolled all eligible County employees. Initiated internal cross-training and process documentation to increase workforce sustainability and team agility. Implemented a classification integration between NeoGov and Peoplesoft. Implemented NeoGov Onboarding Module with Health Services which will streamline the hiring process by allowing employees to receive new hire information and complete new hire documents electronically. Benefits 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, to 70% in calendar year 2020. Leave Administration and Disability Management Worked with EHSD and Health Services Leaves Teams to develop LOA Training specific for their managers and supervisors procedures and coordinating LOAs with their departments’ Ecotime and iSite tracking systems. Human Resources General Government County of Contra Costa FY 2021-2022 Recommended Budget 139 Other 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. Continue to evaluate and 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. 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. Add a new 457 Roth contribution option. 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 Continue to increase the County’s use of unproctored testing and other innovative assessment strategies. 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. Professional & Organizational Development Fully implement online element and train-the- trainer components of Building a High Trust Workplace training. Conduct a needs analysis to identify both county-wide, and department-specific needs for professional and organizational development support in order to inform a multi-year work plan. Develop programs to better prepare and support employees moving into supervisory and management roles across the County. Other Continue updating the Personnel Management Regulations and Salary Regulations to align with modern human resources best practices. Human Resources General Government 140 County of Contra Costa FY 2021-2022 Recommended Budget 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. Revise Bridge to Success processes to incorporate lessons learned from the pilot program with Library and Health Services, and increase departmental participation. Develop data analytics capability and meaningful metrics to support strategic decision- making and improved service. Library Alison McKee, County Librarian General Government County of Contra Costa FY 2021-2022 Recommended Budget 141 Library Budget Summary County Library Fund 2019-20 Actuals 2020-21 Budget 2021-22 Baseline 2021-22 Recommended Change Expense Salaries And Benefits 22,786,275 26,079,987 26,625,000 26,625,000 0 Services And Supplies 6,877,772 10,996,191 6,270,000 6,270,000 0 Other Charges 3,471,978 6,370,265 3,006,000 3,006,000 0 Fixed Assets 2,003,699 1,030,187 160,000 160,000 0 Expenditure Transfers 51,042 55,000 49,000 49,000 0 Expense Total 35,190,766 44,531,630 36,110,000 36,110,000 0 Revenue Other Local Revenue 35,363,980 34,776,819 35,834,876 35,834,876 0 Federal Assistance 185 0 0 0 0 State Assistance 349,977 269,181 275,124 275,124 0 Revenue Total 35,714,142 35,046,000 36,110,000 36,110,000 0 Net Fund Cost (NFC): (523,376) 9,485,630 0 0 0 Allocated Positions (FTE) 204.3 194.5 192.5 192.5 0.0 Financial Indicators Salaries as % of Total Exp 65% 59% 74% 74% % Change in Total Exp 27% (19%) 0% % Change in Total Rev (2%) 3% 0% % Change in NFC (1,912%) (100%) 0% Compensation Information Permanent Salaries 13,192,185 14,712,336 15,072,009 15,072,009 0 Temporary Salaries 1,249,379 1,864,248 2,111,997 2,111,997 0 Permanent Overtime 105,893 52,300 66,900 66,900 0 Deferred Comp 156,114 207,327 201,660 201,660 0 Comp & SDI Recoveries (4,041) 0 0 0 0 FICA/Medicare 1,086,157 1,232,081 1,308,493 1,308,493 0 Ret Exp-Pre 97 Retirees 35,711 36,063 40,631 40,631 0 Retirement Expense 3,557,721 3,988,600 4,091,030 4,091,030 0 Employee Group Insurance 2,073,059 2,772,657 2,593,034 2,593,034 0 Retiree Health Insurance 756,823 745,198 716,803 716,803 0 OPEB Pre-Pay 337,936 331,978 302,616 302,616 0 Unemployment Insurance 7,933 14,034 28,194 28,194 0 Workers Comp Insurance 231,405 123,164 91,632 91,632 0 Library General Government 142 County of Contra Costa FY 2021-2022 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: – Administration and Support Services – Library Community Services – Revenue - County Library Taxes – Plant Acquisition – Library Fund The vast majority of expenses of the County Library are funded with property taxes. The net Fund cost shown for Administration, Support Services, and Library Community Services (pages 143 through 147) are funded with the property taxes shown in “Revenue – County Library Taxes” (page 148). 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: $36,111,000 Financing: 36,111,000 Net Fund Cost: 0 Funding Sources: Property Taxes 91.0% $32,873,000 Intergovernmental 5.2% 1,899,876 Misc. Revenue 2.8% 993,000 State Aid 0.8% 275,124 Fees 0.2% 70,000 FTE: 192.5 Library General Government County of Contra Costa FY 2021-2022 Recommended Budget 143 Library Administration and Support Services Budget County Library Fund 2019-20 Actuals 2020-21 Budget 2021-22 Baseline 2021-22 Recommended Change Expense Salaries And Benefits 8,255,415 9,501,283 9,476,000 9,476,000 0 Services And Supplies 5,256,154 7,509,958 3,011,000 3,011,000 0 Other Charges 1,584,973 1,673,194 1,966,000 1,966,000 0 Fixed Assets 120,107 930,187 160,000 160,000 0 Expenditure Transfers 51,042 55,000 49,000 49,000 0 Expense Total 15,267,692 19,669,622 14,662,000 14,662,000 0 Revenue Other Local Revenue 375,353 474,000 742,701 742,701 0 State Assistance 160,439 74,000 82,299 82,299 0 Revenue Total 535,792 548,000 825,000 825,000 0 Net Fund Cost (NFC): 14,731,899 19,121,622 13,837,000 13,837,000 0 Allocated Positions (FTE) 62.4 61.4 59.4 59.4 0.0 Financial Indicators Salaries as % of Total Exp 54% 48% 65% 65% % Change in Total Exp 29% (25%) 0% % Change in Total Rev 2% 51% 0% % Change in NFC 30% (28%) 0% Compensation Information Permanent Salaries 4,689,145 5,504,829 5,444,768 5,444,768 0 Temporary Salaries 47,633 136,383 157,326 157,326 0 Permanent Overtime 15,294 14,200 15,000 15,000 0 Deferred Comp 43,051 57,148 60,660 60,660 0 FICA/Medicare 352,390 400,235 400,980 400,980 0 Ret Exp-Pre 97 Retirees 13,400 12,181 14,101 14,101 0 Retirement Expense 1,326,178 1,499,712 1,516,102 1,516,102 0 Employee Group Insurance 595,342 749,381 804,806 804,806 0 Retiree Health Insurance 756,823 745,198 716,803 716,803 0 OPEB Pre-Pay 337,936 331,978 302,616 302,616 0 Unemployment Insurance 2,614 5,011 10,080 10,080 0 Workers Comp Insurance 75,610 45,027 32,759 32,759 0 Library General Government 144 County of Contra Costa FY 2021-2022 Recommended Budget Library Administration & Support Services Summary Service: Discretionary Level of Service: Discretionary Expenditures: $14,662,000 Financing: 825,000 Net Fund Cost: 13,837,000 Funding Sources: Property Taxes 94.4% $13,837,000 Misc. Revenue 4.5% 658,000 State Aid 0.5% 82,299 Fees 0.4% 58,000 Intergovernmental 0.2% 26,701 FTE: 59.4 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: $7,623,219 Financing: 257,257 Net Fund Cost: 7,365,962 Funding Sources: Property Taxes 96.6% $7,365,962 Misc. Revenue 3.4% 257,257 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 2021-2022 Recommended Budget 145 Support Services Summary Service: Discretionary Level of Service: Discretionary Expenditures: $4,952,676 Financing: 396,244 Net Fund Cost: 4,556,432 Funding Sources: Property Taxes 92.0% $4,556,432 Intergovernmental 0.5% 26,950 Misc. Revenue 7.5% 369,294 FTE: 21.2 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: $2,086,105 Financing: 171,499 Net Fund Cost: 1,914,606 Funding Sources: Property Taxes 91.8% $1,914,606 State Aid 3.9% 82,299 Fees 2.7% 56,200 Misc. Revenue 1.6% 33,000 FTE: 13.0 Library General Government 146 County of Contra Costa FY 2021-2022 Recommended Budget Library Community Services County Library Fund 2019-20 Actuals 2020-21 Budget 2021-22 Baseline 2021-22 Recommended Change Expense Salaries And Benefits 14,530,860 16,578,704 17,149,000 17,149,000 0 Services And Supplies 1,621,618 3,486,233 3,259,000 3,259,000 0 Other Charges 1,887,005 4,697,071 1,040,000 1,040,000 0 Fixed Assets 0 100,000 0 0 0 Expense Total 18,039,483 24,862,008 21,448,000 21,448,000 0 Revenue Other Local Revenue 3,059,422 2,167,000 1,777,000 1,777,000 0 Revenue Total 3,059,422 2,167,000 1,777,000 1,777,000 0 Net Fund Cost (NFC): 14,980,061 22,695,008 19,671,000 19,671,000 0 Allocated Positions (FTE) 141.9 133.1 133.1 133.1 0.0 Financial Indicators Salaries as % of Total Exp 81% 67% 80% 80% % Change in Total Exp 38% (14%) 0% % Change in Total Rev (29%) (18%) 0% % Change in NCC 52% (13%) 0% Compensation Information Permanent Salaries 8,503,041 9,207,507 9,627,242 9,627,242 0 Temporary Salaries 1,201,746 1,727,865 1,954,671 1,954,671 0 Permanent Overtime 90,599 38,100 51,900 51,900 0 Deferred Comp 113,064 150,179 141,000 141,000 0 Comp & SDI Recoveries (4,041) 0 0 0 0 FICA/Medicare 733,767 831,846 907,514 907,514 0 Ret Exp-Pre 97 Retirees 22,311 23,882 26,530 26,530 0 Retirement Expense 2,231,542 2,488,888 2,574,928 2,574,928 0 Employee Group Insurance 1,477,718 2,023,276 1,788,229 1,788,229 0 Unemployment Insurance 5,319 9,023 18,115 18,115 0 Workers Comp Insurance 155,795 78,138 58,873 58,873 0 Library General Government County of Contra Costa FY 2021-2022 Recommended Budget 147 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: $21,448,000 Financing: 1,777,000 Net Fund Cost: 19,671,000 Funding Sources: Property Taxes 91.7% $19,671,000 Intergovernmental 6.7% 1,431,000 Misc. Revenue 1.6% 346,000 FTE: 133.1 Library General Government 148 County of Contra Costa FY 2021-2022 Recommended Budget Revenue – County Library Taxes County Library Fund 2019-20 Actuals 2020-21 Budget 2021-22 Baseline 2021-22 Recommended Change Revenue Other Local Revenue 31,929,205 32,135,819 33,315,175 33,315,175 0 Federal Assistance 185 0 0 0 0 State Assistance 189,538 195,181 192,825 192,825 0 Revenue Total 32,118,927 32,331,000 33,508,000 33,508,000 0 Net Fund Cost (NFC): (32,118,927) (32,331,000) (33,508,000) (33,508,000) 0 Financial Indicators Salaries as % of Total Exp % Change in Total Exp % Change in Total Rev 1% 4% 0% % Change in NFC 1% 4% 0% Description: The Library Fund receives an apportionment, in accordance with State law, of approximately 1.5% of the countywide 1% property tax revenue. Note that these revenues fund the “net Fund costs” in the preceding pages. Revenue – County Library Taxes Summary Service: Mandatory Level of Service: Mandatory Expenditures: $0 Financing: 33,508,000 Net Fund Cost: (33,508,000) Funding Sources: Property Taxes 99.4% $33,315,175 State Aid 0.6% 192,825 Library General Government County of Contra Costa FY 2021-2022 Recommended Budget 149 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. Three events from the previous fiscal year have continued to have significant impacts on how the Library serves the County. On January 3, 2020, the Library sustained a ransomware attack on the administrative network impacting computer services for communities and staff for a prolonged period. The Library worked with DoIT and commercial contractors to restore and secure Library services and tools. In FY 2020-21, full-time equivalent (FTE) staffing was decreased by 2.0 for a total of 192.5 FTEs; the FTEs in question were re-assigned to the Department of Information Technology (DoIT), to liaise and support the Library’s technology needs. On March 16, 2020, the Library closed for all public service due to COVID-19 health orders. Several Library staff were redeployed to support COVID-19 response, including disaster service workers, communications, PPE (personal protective equipment) transport, testing, and 3D printing of PPE mask clips and Montana masks. The latter received recognition from the Urban Libraries Council. The Library reopened June 15, 2020 for public pickup of library materials through Front Door Service, and prioritized developing services and resources that could be accessed and utilized remotely. Due to the global pandemic, several cities experienced significant fiscal constraints that required them to reduce their FY 2020-21 Library budgets and extra library hours. As a result, the Library adjusted the branches’ operating hours, which in turn forced a reduction of Library staff. On July 14, 2020, the Board approved the elimination of 10 Library positions, totaling 6.5 FTE, which was necessitated by the loss of revenue. The Pleasant Hill Library, 1750 Oak Park Blvd., Pleasant Hill was permanently closed on June 3, 2020. This facility operated as the Central Library for Contra Costa County Library for more than 50 years and more recently as the Pleasant Hill Library. A temporary library located at the Pleasant Hill City Hall Community Rooms, 100 Gregory Ln, Pleasant Hill opened July 14, 2020. The City of Pleasant Hill broke ground on the new 23,500 square foot facility in Summer 2020. The new library is anticipated to open in Spring 2022. Baseline costs for salaries and benefits are increased over the current year budget by $545,013 due to cost of living increases and retirement costs. Baseline services and supplies are reduced by $4,726,191 due to the elimination of appropriations in FY 2020-21 for one-time purchases of equipment, computers and materials. Baseline costs for other charges are reduced by $3,364,265 due to the elimination of one-time charges for building maintenance and the costs associated with the closure of the Pleasant Hill Library. Library General Government 150 County of Contra Costa FY 2021-2022 Recommended Budget The Library relies primarily on property tax revenue to fund services. The baseline budget assumes an increase of 4.0% 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 2021-22 budget is recommended at the Baseline level, which will permit the Library to continue current operations and innovate new programs to promote public service. The County Librarian has determined the feasibility of increasing the base level of public library service from 35 open hours to 40 open hours and is recommending to start July 1, 2021. The cities currently funding extra hours would be credited five hours up to 40 open hours per week. Branches currently open for 35 hours per week would be increased to 40 hours per week at no additional charge, except for outlet branches whose hours are limited for reasons other than budget. The County Librarian will work with the six cities who are currently not on the most current lease agreement. Performance Measurements • Library Visits Physical Library visits decreased 23%, from 3,540,968 visits in FY 2018-19 to 2,709,288 visits in FY 2019-20. • Items Circulated The number of physical and electronic items circulated decreased 13%, from 6,511,239 in FY 2018-19 to 5,635,079 in FY 2019-20. • Annual Hours Open The Library’s annual open hours decreased 26%, from 56,875 in FY 2018-19 to 42,042 in FY 2019-20. • Facilities o Pinole Library opened as a State COVID-19 testing center on May 11, 2020. The Ygnacio Valley Library opened as a State COVID-19 testing center on August 23, 2020. Both locations will remain closed for library service while operating as testing centers. o In preparation for library facilities reopening to the public, industrial hygiene reports have been initiated for all locations with a focus on social distancing and enhanced cleaning. • Enhanced Library Services During COVID- 19 o Front Door Service started June 15, 2020. Since reopening, over 776,000 items have been borrowed and over 74,000 appointments have been booked for library services. o All patron library cards were automatically renewed through January 1, 2022. o All library materials received extended due dates through July 31, 2020 to assist the public during shelter-in-place health orders. o The Library shifted from purchasing predominantly print resources to electronic resources to increase availability of electronic materials during the pandemic. The increased shift to electronic resources yielded over 1.3 million uses of Overdrive ebooks and audiobooks, over 553,000 views of the East Bay Times, and over 380,000 views of the New York Times. o The Library added programming on social media platforms to best reach children and families, reaching approximately 43,000 participants through its video and streaming programs. • Social Equity o To meet the need of those without connectivity, the Library began circulating WiFi hotspots, which library patrons can check out at their convenience. o Six libraries are piloting free scanning and printing for those in the community needing these services. The Library will study the feasibility of offering these services for free as an ongoing program. o The Library received a grant from the California State Library to provide remote lockers at the North Richmond Senior Center. o In partnership with the City of Richmond, the Library created an Early Literacy Reading Room at the North Richmond Library General Government County of Contra Costa FY 2021-2022 Recommended Budget 151 Shields-Reid Community Center aimed at serving children and families with books for children, toys that support early learning, and an early literacy computer. • Library Lease and Services Agreements have been completed with the City of Brentwood, the City of Orinda, and the City of Pleasant Hill. A Joint Use Agreement with Mount Diablo Unified School District has been completed for the Bay Point Library. A Library Maintenance and Services Agreement is in process with the City of Antioch. • Project Second Chance, the adult literacy program, opened at its new location in Concord on June 1, 2020. • In keeping with the Library Strategic Plan 2019, marketing and communication efforts continue. The Library has a monthly column in the East Bay Times. The Library web site continues as the principal source for library news in each community. Social media is promoting library activities across the county. • The 2020 Summer Reading Program featured a wide variety of programs, information, and entertainment for all ages. The program saw a 83% decrease in those who completed the challenge due to overall library closures. • In response to library user needs, the Library continues to update its online and downloadable resources. The Library added Lynda.com for online learning. The department extended its subscription to Ancestry.com to allow remote use by the public. The Foundation Directory Online was also made available to remote users. The Library continued to offer Overdrive Instant Digital Card for instant remote access to downloadable ebooks and audiobooks for Contra Costa residents who do not have a library card yet. • The department 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 2021-22, the Library will develop a facility assessment and space planning document for all Contra Costa County Libraries in alignment with the goals set in the Library Strategic Plan. • The 2020 Lunch at the Library program continues to be very successful. During the summer the library served 7,290 meals at seven library locations; during the fall, 4,781 meals at two locations. Administrative and Program Goals • Work with city partners and county departments to fully reopen libraries in anticipation of reduced impacts of the COVID-19 pandemic. Continue to evaluate and enhance library services to best address patron virtual and in-person needs during and after the pandemic. • 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. • 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. • Review programs and services reimagined during the COVID closure to keep or expand when in-person visits are resumed. • Continue implementation of a marketing and communications plan. Library General Government 152 County of Contra Costa FY 2021-2022 Recommended Budget Public Works Brian Balbas, Director General Government County of Contra Costa FY 2021-2022 Recommended Budget 153 Public Works General Fund Summary General Fund 2019-20 Actuals 2020-21 Budget 2021-22 Baseline 2021-22 Recommended Change Expense Salaries And Benefits 58,639,445 72,749,575 75,275,243 75,979,000 703,757 Services And Supplies 107,518,867 109,955,875 114,212,000 114,212,000 0 Other Charges 39,183,177 39,952,893 40,959,000 40,959,000 0 Fixed Assets 259,367 567,234 300,000 300,000 0 Expenditure Transfers (85,522,598) (95,634,877) (95,166,243) (95,870,000) (703,757) Expense Total 120,078,259 127,590,700 135,580,000 135,580,000 0 Revenue Other Local Revenue 94,170,566 99,740,700 103,988,000 103,988,000 0 Federal Assistance 439,474 490,000 1,040,000 1,040,000 0 Revenue Total 94,610,040 100,230,700 105,028,000 105,028,000 0 Net County Cost (NCC): 25,468,219 27,360,000 30,552,000 30,552,000 0 Allocated Positions (FTE) 510.0 511.0 511.0 517.0 6.0 Financial Indicators Salaries as % of Total Exp 49% 57% 56% 56% % Change in Total Exp 6% 6% 0% % Change in Total Rev 6% 5% 0% % Change in NCC 7% 12% 0% Compensation Information Permanent Salaries 32,581,771 41,084,556 42,979,773 43,398,576 418,803 Temporary Salaries 773,032 909,000 822,000 822,000 0 Permanent Overtime 1,794,661 1,817,100 1,853,000 1,853,000 0 Deferred Comp 368,032 567,840 610,980 621,780 10,800 Comp & SDI Recoveries (194,725) (101,200) (40,000) (40,000) 0 FICA/Medicare 2,599,152 3,120,682 3,257,740 3,290,230 32,490 Ret Exp-Pre 97 Retirees 96,058 124,173 117,173 117,173 0 Retirement Expense 9,557,450 12,262,496 12,398,244 12,527,464 129,220 Excess Retirement 3,996 4,100 4,100 4,100 0 Employee Group Insurance 5,638,341 7,802,959 8,230,298 8,334,365 104,067 Retiree Health Insurance 2,694,699 2,729,677 2,685,589 2,685,589 0 OPEB Pre-Pay 1,146,057 1,144,426 1,122,791 1,122,791 0 Unemployment Insurance 19,138 40,992 85,962 86,821 859 Workers Comp Insurance 1,561,782 1,242,774 1,147,594 1,155,112 7,518 Public Works General Government 154 County of Contra Costa FY 2021-2022 Recommended Budget General Fund Description The table on the previous page represents information in aggregate summarizing expenditures, revenues, and net County cost for ten General Fund budget units administered by the Public Works Department. Included are data for the following budget units: • Public Works (0650) • Co. Drainage Maintenance (0330) • Facilities Maintenance (0079) • Fleet Services (0063) • General County Building Occupancy (0077) • GSD – Outside Agencies Services (0078) • Keller Surcharge/Mitigation Program (0473) • Print & Mail Services (0148) • Purchasing (0020) • Road Construction (0661) 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 Public Works Mission Statement: Public Works employees deliver cost effective, safe, reliable and sustainable projects, programs and quality services with a focus on our communities and provide support services that are competitive, attentive, responsive, efficient and safe to enable County Departments to provide high quality services to the public. Public Works General Government County of Contra Costa FY 2021-2022 Recommended Budget 155 Public Works General Fund 2019-20 Actuals 2020-21 Budget 2021-22 Baseline 2021-22 Recommended Change Expense Salaries And Benefits 32,701,628 40,939,204 42,693,000 42,693,000 0 Services And Supplies 11,638,023 12,435,150 12,837,000 12,837,000 0 Other Charges 1,194 189,500 72,000 72,000 0 Fixed Assets 104,798 130,000 200,000 200,000 0 Expenditure Transfers (7,073,820) (9,108,308) (9,521,000) (9,521,000) 0 Expense Total 37,371,823 44,585,546 46,281,000 46,281,000 0 Revenue Other Local Revenue 35,775,684 43,410,546 45,106,000 45,106,000 0 Revenue Total 35,775,684 43,410,546 45,106,000 45,106,000 0 Net County Cost (NCC): 1,596,139 1,175,000 1,175,000 1,175,000 0 Allocated Positions (FTE) 278.0 278.0 278.0 278.0 0.0 Financial Indicators Salaries as % of Total Exp 88% 92% 92% 92% % Change in Total Exp 19% 4% 0% % Change in Total Rev 21% 4% 0% % Change in NCC (26%) 0% 0% Compensation Information Permanent Salaries 19,062,146 24,032,705 25,245,998 25,245,998 0 Temporary Salaries 136,930 184,000 122,000 122,000 0 Permanent Overtime 204,964 258,000 298,500 298,500 0 Deferred Comp 218,752 329,040 348,300 348,300 0 Comp & SDI Recoveries (154,360) (101,200) 0 0 0 FICA/Medicare 1,417,846 1,810,459 1,900,615 1,900,615 0 Ret Exp-Pre 97 Retirees 58,211 84,600 77,600 77,600 0 Retirement Expense 5,764,081 7,284,260 7,428,636 7,428,636 0 Excess Retirement 3,996 4,100 4,100 4,100 0 Employee Group Insurance 3,016,212 4,179,342 4,469,077 4,469,077 0 Retiree Health Insurance 1,472,393 1,492,960 1,470,340 1,470,340 0 OPEB Pre-Pay 628,050 631,582 603,789 603,789 0 Unemployment Insurance 10,557 24,018 50,456 50,456 0 Workers Comp Insurance 861,851 725,338 673,590 673,590 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 and programs, including Administration, Real Property, Engineering, Transportation, Records, Public Works General Government 156 County of Contra Costa FY 2021-2022 Recommended Budget Information Technology, Flood Control, Maintenance, Special Districts and Design/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 projects ($300,000) and County Roads Maintenance of Effort ($575,000). Public Works Summary Service: Mandatory Level of Service: Discretionary Expenditures: $55,802,000 Financing: 54,627,000 Net County Cost: 1,175,000 Funding Sources: Reimb Gov/Gov 77.4% $43,236,000 Transfers 17.1% 9,521,000 Charges for Svc 2.8% 1,555,000 Miscellaneous 0.6% 315,000 General Fund 2.1% 1,175,000 FTE: 278.0 Public Works General Government County of Contra Costa FY 2021-2022 Recommended Budget 157 County Drainage Maintenance General Fund 2019-20 Actuals 2020-21 Budget 2021-22 Baseline 2021-22 Recommended Change Expense Services And Supplies 723,054 803,443 650,000 650,000 0 Other Charges 169 57 0 0 0 Expenditure Transfers 57,250 36,500 60,000 60,000 0 Expense Total 780,473 840,000 710,000 710,000 0 Revenue Other Local Revenue 80,473 140,000 10,000 10,000 0 Revenue Total 80,473 140,000 10,000 10,000 0 Net County Cost (NCC): 700,000 700,000 700,000 700,000 0 Financial Indicators Salaries as % of Total Exp % Change in Total Exp 8% (15%) 0% % Change in Total Rev 74% (93%) 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: $710,000 Financing: 10,000 Net County Cost: 700,000 Funding Sources: Interfund Reimb 1.4% $10,000 General Fund 98.6% 700,000 Public Works General Government 158 County of Contra Costa FY 2021-2022 Recommended Budget Facilities Maintenance General Fund 2019-20 Actuals 2020-21 Budget 2021-22 Baseline 2021-22 Recommended Change Expense Salaries And Benefits 22,995,797 28,657,851 29,281,243 29,985,000 703,757 Services And Supplies 65,434,844 65,737,602 65,582,000 65,582,000 0 Other Charges 39,179,008 39,182,286 40,301,000 40,301,000 0 Fixed Assets 154,570 437,234 100,000 100,000 0 Expenditure Transfers (73,871,572) (81,868,378) (80,857,243) (81,561,000) (703,757) Expense Total 53,892,646 52,146,595 54,407,000 54,407,000 0 Revenue Other Local Revenue 54,088,591 51,896,595 54,407,000 54,407,000 0 Revenue Total 54,088,591 51,896,595 54,407,000 54,407,000 0 Net County Cost (NCC): (195,944) 250,000 0 0 0 Allocated Positions (FTE) 203.0 204.0 204.0 210.0 6.0 Financial Indicators Salaries as % of Total Exp 43% 55% 54% 55% % Change in Total Exp (3%) 4% 0% % Change in Total Rev (4%) 5% 0% % Change in NCC (228%) (100%) 0% Compensation Information Permanent Salaries 11,867,687 15,277,861 15,870,355 16,289,158 418,803 Temporary Salaries 612,139 690,000 665,000 665,000 0 Permanent Overtime 1,565,328 1,549,500 1,544,900 1,544,900 0 Deferred Comp 117,540 204,120 225,420 236,220 10,800 Comp & SDI Recoveries (39,625) 0 (40,000) (40,000) 0 FICA/Medicare 1,053,291 1,172,217 1,214,567 1,247,057 32,490 Ret Exp-Pre 97 Retirees 33,121 35,903 35,903 35,903 0 Retirement Expense 3,320,537 4,460,560 4,439,615 4,568,835 129,220 Employee Group Insurance 2,256,520 3,212,764 3,305,022 3,409,089 104,067 Retiree Health Insurance 1,105,261 1,114,269 1,095,209 1,095,209 0 OPEB Pre-Pay 471,922 462,531 469,225 469,225 0 Unemployment Insurance 7,638 15,171 31,779 32,638 859 Workers Comp Insurance 624,438 462,955 424,249 431,767 7,518 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 2021-2022 Recommended Budget 159 management, and related equipment and supplies. This budget unit also includes traffic signal maintenance for the County, ten contract cities and the California Department of Transportation Facilities Maintenance Summary Service: Discretionary Level of Service: Discretionary Expenditures: $135,968,000 Financing: 135,968,000 Net County Cost: 0 Funding Sources: Transfers 60.0% $81,561,000 Fees 40.0% 54,407,000 FTE: 210.0 Public Works General Government 160 County of Contra Costa FY 2021-2022 Recommended Budget Fleet Services General Fund 2019-20 Actuals 2020-21 Budget 2021-22 Baseline 2021-22 Recommended Change Expense Other Charges 0 580,000 580,000 580,000 0 Expense Total 0 580,000 580,000 580,000 0 Revenue Other Local Revenue 566,483 580,000 580,000 580,000 0 Revenue Total 566,483 580,000 580,000 580,000 0 Net County Cost (NCC): (566,483) 0 0 0 0 Financial Indicators Salaries as % of Total Exp % Change in Total Exp 100% 0% 0% % Change in Total Rev 2% 0% 0% % Change in NCC (100%) 0% 0% Description: Fleet Services (budget unit 0063) contains the General Fund depreciation expenses for Fleet operations. All salary and benefit costs, vehicle replacement, maintenance and repair costs are budgeted in the Fleet Services-Internal Service Fund, budget unit 0064 (Fund 150100). Fleet Services Summary Service: Discretionary Level of Service: Discretionary Expenditures: $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 2021-2022 Recommended Budget 161 General County Building Occupancy General Fund 2019-20 Actuals 2020-21 Budget 2021-22 Baseline 2021-22 Recommended Change Expense Services And Supplies 23,789,437 24,189,240 27,741,000 27,741,000 0 Expenditure Transfers (76,999) 66,867 131,000 131,000 0 Expense Total 23,712,438 24,256,107 27,872,000 27,872,000 0 Revenue Other Local Revenue 157,532 155,107 168,000 168,000 0 Revenue Total 157,532 155,107 168,000 168,000 0 Net County Cost (NCC): 23,554,906 24,101,000 27,704,000 27,704,000 0 Financial Indicators Salaries as % of Total Exp % Change in Total Exp 2% 15% 0% % Change in Total Rev (2%) 8% 0% % Change in NCC 2% 15% 0% Description: General County Building Maintenance (budget unit 0077) funds general funded building maintenance, utilities, insurance and debt services for County properties and departments. General County Building Occupancy Summary Service: Discretionary Level of Service: Discretionary Expenditures: $27,872,000 Financing: 168,000 Net County Cost: 27,704,000 Funding Sources: Fees 0.6% $168,000 General Fund 99.4% 27,704,000 Public Works General Government 162 County of Contra Costa FY 2021-2022 Recommended Budget Outside Agency Services General Fund 2019-20 Actuals 2020-21 Budget 2021-22 Baseline 2021-22 Recommended Change Expense Services And Supplies 454,472 596,296 549,000 549,000 0 Expenditure Transfers 184,141 191,212 200,000 200,000 0 Expense Total 638,613 787,508 749,000 749,000 0 Revenue Other Local Revenue 638,613 787,508 749,000 749,000 0 Revenue Total 638,613 787,508 749,000 749,000 0 Net County Cost (NCC): 0 0 0 0 0 Financial Indicators Salaries as % of Total Exp % Change in Total Exp 23% (5%) 0% % Change in Total Rev 23% (5%) 0% % Change in NCC 0% 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: $749,000 Financing: 749,000 Net County Cost: 0 Funding Sources: Fees 100.0% $749,000 Public Works General Government County of Contra Costa FY 2021-2022 Recommended Budget 163 Keller Surcharge/Mitigation Program General Fund 2019-20 Actuals 2020-21 Budget 2021-22 Baseline 2021-22 Recommended Change Expense Services And Supplies 334,850 378,000 373,000 373,000 0 Expense Total 334,850 378,000 373,000 373,000 0 Revenue Other Local Revenue 51,180 85,000 80,000 80,000 0 Revenue Total 51,180 85,000 80,000 80,000 0 Net County Cost (NCC): 283,670 293,000 293,000 293,000 0 Financial Indicators Salaries as % of Total Exp % Change in Total Exp 13% (1%) 0% % Change in Total Rev 66% (6%) 0% % Change in NCC 3% 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: $373,000 Financing: 80,000 Net County Cost: 293,000 Funding Sources: Fees 21.4% $80,000 General Fund 78.6% 293,000 Public Works General Government 164 County of Contra Costa FY 2021-2022 Recommended Budget Print and Mail Services General Fund 2019-20 Actuals 2020-21 Budget 2021-22 Baseline 2021-22 Recommended Change Expense Salaries And Benefits 2,125,689 2,255,670 2,317,000 2,317,000 0 Services And Supplies 3,012,514 3,589,756 3,558,000 3,558,000 0 Expenditure Transfers (4,468,206) (4,746,726) (4,926,000) (4,926,000) 0 Expense Total 669,996 1,098,700 949,000 949,000 0 Revenue Other Local Revenue 912,929 908,700 949,000 949,000 0 Revenue Total 912,929 908,700 949,000 949,000 0 Net County Cost (NCC): (242,932) 190,000 0 0 0 Allocated Positions (FTE) 22.0 22.0 22.0 22.0 0.0 Financial Indicators Salaries as % of Total Exp 317% 205% 244% 244% % Change in Total Exp 64% (14%) 0% % Change in Total Rev (0%) 4% 0% % Change in NCC (178%) (100%) 0% Compensation Information Permanent Salaries 1,176,793 1,242,394 1,266,591 1,266,591 0 Temporary Salaries 23,963 35,000 35,000 35,000 0 Permanent Overtime 6,609 9,600 9,600 9,600 0 Deferred Comp 21,990 23,640 27,240 27,240 0 Comp & SDI Recoveries (739) 0 0 0 0 FICA/Medicare 90,384 95,043 96,871 96,871 0 Ret Exp-Pre 97 Retirees 3,350 3,670 3,670 3,670 0 Retirement Expense 335,446 360,556 364,095 364,095 0 Employee Group Insurance 280,860 308,159 341,402 341,402 0 Retiree Health Insurance 94,989 97,027 96,269 96,269 0 OPEB Pre-Pay 37,768 41,819 39,920 39,920 0 Unemployment Insurance 669 1,242 2,533 2,533 0 Workers Comp Insurance 53,607 37,520 33,810 33,810 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 2021-2022 Recommended Budget 165 Print & Mail Services Summary Service: Discretionary Level of Service: Discretionary Expenditures: $5,875,000 Financing: 5,875,000 Net County Cost: 0 Funding Sources: Transfers 83.8% $4,926,000 Fees 16.2% 949,000 FTE: 22.0 Public Works General Government 166 County of Contra Costa FY 2021-2022 Recommended Budget Purchasing General Fund 2019-20 Actuals 2020-21 Budget 2021-22 Baseline 2021-22 Recommended Change Expense Salaries And Benefits 816,332 896,850 984,000 984,000 0 Services And Supplies 239,740 347,638 355,000 355,000 0 Expenditure Transfers (270,110) (201,244) (244,000) (244,000) 0 Expense Total 785,961 1,043,244 1,095,000 1,095,000 0 Revenue Other Local Revenue 447,097 392,244 415,000 415,000 0 Revenue Total 447,097 392,244 415,000 415,000 0 Net County Cost (NCC): 338,865 651,000 680,000 680,000 0 Allocated Positions (FTE) 7.0 7.0 7.0 7.0 0.0 Financial Indicators Salaries as % of Total Exp 104% 86% 90% 90% % Change in Total Exp 33% 5% 0% % Change in Total Rev (12%) 6% 0% % Change in NCC 92% 4% 0% Compensation Information Permanent Salaries 475,145 531,597 596,829 596,829 0 Permanent Overtime 17,760 0 0 0 0 Deferred Comp 9,750 11,040 10,020 10,020 0 FICA/Medicare 37,632 42,962 45,688 45,688 0 Ret Exp-Pre 97 Retirees 1,376 0 0 0 0 Retirement Expense 137,387 157,120 165,898 165,898 0 Employee Group Insurance 84,750 102,694 114,797 114,797 0 Retiree Health Insurance 22,056 25,421 23,771 23,771 0 OPEB Pre-Pay 8,317 8,494 9,857 9,857 0 Unemployment Insurance 274 562 1,194 1,194 0 Workers Comp Insurance 21,885 16,960 15,946 15,946 0 Public Works General Government County of Contra Costa FY 2021-2022 Recommended Budget 167 Description: Purchasing (budget unit 0020) provides a program of centralized purchasing of goods, equipment and services for the County and fire districts. Purchasing Summary Service: Mandatory Level of Service: Discretionary Expenditures: $1,339,000 Financing: 659,000 Net County Cost: 680,000 Funding Sources: Fees 18.2% $244,000 Transfers 25.0% 335,000 Rebates 6.0% 80,000 General Fund 50.8% 680,000 FTE: 7.0 Public Works General Government 168 County of Contra Costa FY 2021-2022 Recommended Budget Road Construction General Fund 2019-20 Actuals 2020-21 Budget 2021-22 Baseline 2021-22 Recommended Change Expense Services And Supplies 1,891,935 1,878,750 2,567,000 2,567,000 0 Other Charges 2,806 1,050 6,000 6,000 0 Expenditure Transfers (3,282) (4,800) (9,000) (9,000) 0 Expense Total 1,891,458 1,875,000 2,564,000 2,564,000 0 Revenue Other Local Revenue 1,451,985 1,385,000 1,524,000 1,524,000 0 Federal Assistance 439,474 490,000 1,040,000 1,040,000 0 Revenue Total 1,891,458 1,875,000 2,564,000 2,564,000 0 Net County Cost (NCC): 0 0 0 0 0 Financial Indicators Salaries as % of Total Exp % Change in Total Exp (1%) 37% 0% % Change in Total Rev (1%) 37% 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: $2,573,000 Financing: 2,573,000 Net County Cost: 0 Funding Sources: Local Revenue 59.2% $1,524,000 Federal Funding 40.4% 1,040,000 Transfers 0.4% 9,000 Public Works General Government County of Contra Costa FY 2021-2022 Recommended Budget 169 Fleet Services Internal Service Fund Summary Fleet Internal Service Fund 2019-20 Actuals 2020-21 Budget 2021-22 Baseline 2021-22 Recommended Change Expense Salaries And Benefits 2,669,121 2,933,233 3,094,264 3,443,000 348,736 Services And Supplies 9,492,017 8,243,150 8,326,000 8,326,000 0 Other Charges 3,800,483 3,745,770 4,173,000 4,173,000 0 Fixed Assets 0 2,968,716 3,658,000 3,658,000 0 Expenditure Transfers (1,647,002) (854,386) (1,000,000) (1,000,000) 0 Expense Total 14,314,619 17,036,483 18,251,264 18,600,000 348,736 Revenue Other Local Revenue 15,100,133 17,036,483 18,251,264 18,600,000 348,736 Revenue Total 15,100,133 17,036,483 18,251,264 18,600,000 348,736 Net Fund Cost (NFC): (785,514) 0 0 0 0 Allocated Positions (FTE) 21.0 21.0 21.0 24.0 3.0 Financial Indicators Salaries as % of Total Exp 19% 17% 17% 19% % Change in Total Exp 19% 7% 2% % Change in Total Rev 13% 7% 2% % Change in NCC (100%) 0% 0% Compensation Information Permanent Salaries 1,336,347 1,590,325 1,674,544 1,874,441 199,897 Temporary Salaries 92,252 55,000 55,000 55,000 0 Permanent Overtime 120,296 110,000 120,000 120,000 0 Deferred Comp 20,820 26,220 28,020 33,420 5,400 Vacation/Sick Leave Accrual 31,823 0 0 0 0 FICA/Medicare 118,825 121,660 128,071 143,776 15,705 Ret Exp-Pre 97 Retirees 3,665 4,000 4,000 4,000 0 Retirement Expense 368,557 464,741 473,487 535,437 61,950 Employee Group Insurance 369,989 376,237 426,726 488,506 61,780 Retiree Health Insurance 94,054 94,811 93,500 93,500 0 OPEB Pre-Pay 42,868 40,621 42,868 42,868 0 Unemployment Insurance 856 1,590 3,348 3,759 411 Workers Comp Insurance 68,771 48,028 44,699 48,292 3,593 Public Works General Government 170 County of Contra Costa FY 2021-2022 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. The Fleet Services Division became an Internal Service Fund in FY 2008-09. The fleet consists of eight classes of vehicles: Patrol, Sedan, SUV, Compact Truck, Full-size Truck, Full-size 4X4 Truck, Cargo Van, and Passenger Van. Departments with vehicles assigned to the ISF 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). Departments with non-ISF vehicles and equipment are charged actual costs for maintenance, repair, fuel, insurance, and depreciation. The acquisition costs for replacement vehicles for the eight classes in the ISF is budgeted by Public Works. Any acquisition costs for vehicles being added to the fleet or replaced outside the Fleet ISF are the responsibility of the individual department. Fleet Services ISF Summary Service: Discretionary Level of Service: Discretionary Expenditures: $19,600,000 Financing: 19,600,000 Net Fund Cost: 0 Funding Sources: Charges for Service 100.0% $19,600,000 FTE: 24.0 The Fleet ISF budget includes replacing 114 ISF vehicles with a budget of $3.6 million. Following is a breakdown by department: Public Works General Government County of Contra Costa FY 2021-2022 Recommended Budget 171 Road Fund Summary Road Fund 2019-20 Actuals 2020-21 Budget 2021-22 Baseline 2021-22 Recommended Change Expense Services And Supplies 32,415,515 33,600,442 39,477,000 39,477,000 0 Other Charges 2,795,640 3,382,690 7,664,000 7,664,000 0 Fixed Assets 50,603 305,074 310,000 310,000 0 Expenditure Transfers 22,219,504 37,610,312 31,575,000 31,575,000 0 Expense Total 57,481,263 74,898,518 79,026,000 79,026,000 0 Revenue Other Local Revenue 13,990,005 7,805,836 17,768,956 17,768,956 0 Federal Assistance 11,561,233 11,917,764 13,856,044 13,856,044 0 State Assistance 36,463,456 38,495,553 41,498,000 41,498,000 0 Revenue Total 62,014,693 58,219,153 73,123,000 73,123,000 0 Net Fund Cost (NFC): (4,533,430) 16,679,365 5,903,000 5,903,000 0 Financial Indicators Salaries as % of Total Exp % Change in Total Exp 30% 6% 0% % Change in Total Rev (6%) 26% 0% % Change in NCC (468%) (65%) 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: $50,300,000 Financing: 50,300,000 Net Fund Cost: 0 Funding Sources: Road Fund Revenue 41.4% $20,825,000 Federal Funding 26.9% 13,542,044 Misc. Road Svcs 20.7% 10,431,000 Charges Svc/Misc Govt 10.7% 5,371,956 Miscellaneous 0.3% 130,000 Public Works General Government 172 County of Contra Costa FY 2021-2022 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: $28,726,000 Financing: 22,823,000 Net Fund Cost: 5,903,000 Funding Sources: Road Fund Revenue 72.4% $20,788,000 Miscellaneous 6.0% 1,721,000 Federal 1.1% 314,000 Fund Balance 20.5% 5,903,000 Road Fund Revenue Description: Receives Highway Users Tax funding from State and other revenues to support road construction and maintenance. Note that these new revenues and available fund balance are used to fund construction and Maintenance costs. This detail is shown to break-out Other State Revenue from Highway Taxes. These revenues are included in the Financing details in the Construction and Maintenance Summary boxes. Road Fund Revenue Summary Service: Mandatory Level of Service: Discretionary Expenditures: $0 Financing: 41,613,000 Net Fund Cost: (41,613,000) Funding Sources: Other State Revenue 58.3% $24,281,896 Highway Taxes 41.4% 17,216,104 Interest Earnings 0.3% 115,000 Public Works General Government County of Contra Costa FY 2021-2022 Recommended Budget 173 Public Works Land Development Land Development Fund 2019-20 Actuals 2020-21 Budget 2021-22 Baseline 2021-22 Recommended Change Expense Services And Supplies 101,488 151,100 151,000 151,000 0 Other Charges 25,787 80,000 80,000 80,000 0 Expenditure Transfers 2,831,496 3,100,323 2,942,000 2,942,000 0 Expense Total 2,958,771 3,331,423 3,173,000 3,173,000 0 Revenue Other Local Revenue 3,018,094 3,272,100 3,173,000 3,173,000 0 Revenue Total 3,018,094 3,272,100 3,173,000 3,173,000 0 Net Fund Cost (NFC): (59,323) 59,323 0 0 0 Financial Indicators Salaries as % of Total Exp % Change in Total Exp 13% (5%) 0% % Change in Total Rev 8% (3%) 0% % Change in NCC (200%) (100%) 0% Description: This budget unit (budget unit 0651) provides engineering services and regulation of land development. Fees are received for encroachment permits, plan review and application review. Public Works Land Development Summary Service: Mandatory Level of Service: Discretionary Expenditures: $3,173,000 Financing: 3,173,000 Net Fund Cost: 0 Funding Sources: Development Fees 100.0% $3,173,000 Public Works General Government 174 County of Contra Costa FY 2021-2022 Recommended Budget Airport Enterprise Fund Summary Airport Enterprise Fund 2019-20 Actuals 2020-21 Budget 2021-22 Baseline 2021-22 Recommended Change Expense Salaries And Benefits 2,673,588 3,083,001 3,193,000 3,193,000 0 Services And Supplies 1,687,121 1,704,348 1,566,000 1,566,000 0 Other Charges 1,937,452 542,595 755,000 755,000 0 Fixed Assets 0 1,080,000 8,544,000 8,544,000 0 Expenditure Transfers 210,619 256,525 228,000 228,000 0 Expense Total 6,508,779 6,666,469 14,286,000 14,286,000 0 Revenue Other Local Revenue 5,469,477 5,441,848 5,182,000 5,182,000 0 Federal Assistance 1,954,913 540,000 7,627,827 7,627,827 0 State Assistance 16,351 24,300 186,173 186,173 0 Revenue Total 7,440,741 6,006,148 12,996,000 12,996,000 0 Net Fund Cost (NFC): (931,961) 660,321 1,290,000 1,290,000 0 Allocated Positions (FTE) 18.0 18.0 18.0 18.0 0.0 Financial Indicators Salaries as % of Total Exp 41% 46% 22% 22% % Change in Total Exp 2% 114% 0% % Change in Total Rev (19%) 116% 0% % Change in NCC 171% 95% 0% Compensation Information Permanent Salaries 1,328,326 1,618,844 1,701,308 1,701,308 0 Permanent Overtime 110,652 48,000 48,000 48,000 0 Deferred Comp 15,030 22,080 20,280 20,280 0 Vacation/Sick Leave Accrual 31,982 25,000 25,000 25,000 0 FICA/Medicare 59,200 73,687 76,270 76,270 0 Ret Exp-Pre 97 Retirees 6,656 6,225 6,225 6,225 0 Retirement Expense 662,572 762,451 824,316 824,316 0 Employee Group Insurance 222,287 311,297 281,158 281,158 0 Retiree Health Insurance 118,356 114,126 114,126 114,126 0 OPEB Pre-Pay 53,851 51,611 47,495 47,495 0 Unemployment Insurance 787 1,620 3,402 3,402 0 Workers Comp Insurance 63,891 48,061 45,420 45,420 0 Public Works General Government County of Contra Costa FY 2021-2022 Recommended Budget 175 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: • Airport Operations (0841) • Airport Fixed Assets (0843) • Mariposa Project Community Benefit (0844) Airports Summary Service: Discretionary Level of Service: Mandatory Expenditures: $14,286,000 Financing: 12,996,000 Net Fund Cost: 1,290,000 Funding Sources: Federal 53.4% $7,627,827 Aviation Operations 36.3% 5,182,000 State 1.3% 186,173 Fund Balance 9.0% 1,290,000 FTE: 18.0 Public Works General Government 176 County of Contra Costa FY 2021-2022 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: $3,694,000 Financing: 603,000 Net Fund Cost: 3,091,000 Funding Sources: Licenses, Permits, Franchises 10.8% $401,000 Charges for Service 3.4% 126,000 Investment Earnings 2.1% 76,000 Fund Balance 83.7% 3,091,000 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: • CDD/PWD Joint Review Fee (0350) • Drainage Deficiency (0648) • Public Works/Land Development (0649) • Road Improvement Fee (0682) Development Funds Summary Service: Discretionary Level of Service: Mandatory Expenditures: $6,385,000 Financing: 3,391,000 Net Fund Cost: 2,994,000 Funding Sources: Charges for Service 26.6% $1,700,000 Miscellaneous Rev 19.6% 1,251,000 Investment Earnings 5.0% 319,000 State Aid 1.6% 100,000 Licenses, Permits Franchises 0.3% 21,000 Fund Balance 46.9% 2,994,000 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: $4,960,000 Financing: 548,000 Net Fund Cost: 4,412,000 Funding Sources: Investment Earnings & Real Estate Rental 9.0% $450,000 Misc Revenue 2.0% 98,000 Fund Balance 89.0% 4,412,000 Public Works General Government County of Contra Costa FY 2021-2022 Recommended Budget 177 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: $4,513,000 Financing: 100,000 Net Fund Cost: 4,413,000 Funding Sources: Investment Earnings 2.2% $100,000 Fund Balance 97.8% 4,413,000 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: $3,507,000 Financing: 2,233,000 Net Fund Cost: 1,274,000 Funding Sources: Developer Fees 51.9% $1,821,000 Investment Earnings 11.8% 412,000 Fund Balance 36.3% 1,274,000 CAO’s Recommendation General Fund Baseline Budget The FY 2021-22 general fund baseline budget net cost increased, which included negotiated salary and benefit costs of approximately $2.5 million. Operating costs (including building occupancy costs, debt service, depreciation) increased by approximately $4.9 million. This includes maintenance costs for three adult detention and two juvenile detention facilities as well as additional debt service related to the 651 Pine Street project. Revenue and expenditure transfers increased by approximately $4.3 million primarily from charges for services and charges to other special revenue funds. Recommended Budget The FY 2021-22 recommended budget includes increased appropriations of $703,757 reflecting 6.0 additional facilities workers to staff the Contra Costa Regional Medical Center. The costs are charged out as part of Facilities Maintenance services. Work is currently being performed by temporary personnel. Additionally, the department is requesting to delete one Material Manager position that has been vacant for a few years due to a retirement and add one clerical position to address operational needs. 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 $1,214,781, reflecting increased costs for salaries and benefits, estimated vehicle purchases and repairs in FY 2021-22. 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 178 County of Contra Costa FY 2021-2022 Recommended Budget The recommended budget includes additional salaries and benefits and revenue totaling $348,736 to add three positions to expand fleet facility operations by adding a swing shift to perform regular preventative maintenance services. Road Fund The baseline net expenditures for the Road Fund increased by $4,127,482 and revenue increased by $14,903,847 (a net decrease year- over-year of $10,776,365) due to anticipated road maintenance and project costs and anticipated revenues. The FY 2020-21 budget includes a reduction to revenues and expenditures related to the projected impacts of the COVID pandemic. The FY 2021-22 budget includes anticipated funding related to the Camino Tassajara Safety Improvement Project. 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, decreased by a net of $59,323 to reflect anticipated expenditures and revenues generated from land development permits. Airport Enterprise Fund The Airport Enterprise fund, which supports airport operations and capital development at the Buchanan and Byron Airports increased expenditures by $7,619,531 and revenue by $6,989,852, a net increase of $629,679. The $7.6 million increase of appropriations is primarily due to capital improvement projects including the new Aircraft Rescue and Fire Fighting (ARFF), Terminal Building and Administration Office project. Performance Measurements Transportation Program: In 2020, the Department identified several opportunities for transportation grants and were successful in generating approximately $6.68 million in additional funding. The efforts resulted in receiving almost $14.11 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. In addition, the Department is awaiting the results of two grant applications, which could further increase the return on costs. 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 our community’s property owners in Special Flood Hazard Areas to 25%. Completed or awarded for construction approximately 56 county capital building projects in 2020. These projects included deferred maintenance projects such as roofing, paving, utility line/infrastructure upgrades, landscaping, fire, life & safety, ADA upgrades, mechanical upgrades, tenant improvements and demolition projects and other projects such as the Health Clinic. Partial list of projects awarded/completed by the Capital Projects Division in 2020 AWARDED • Feasibility/Design Studies at Motel 6, 2101 Loveridge Road, Pittsburg • Fire Station No. 2TI/Comm Ctr at 2012 Geary Road, Pleasant Hill • Fire Station No. 81, Generator Replacement, 315 10th Street, Antioch • Install Chemical Analyzers at CCRMC, Martinez • Central Kitchen Renovation, 303 41st Street, Richmond • MWC Feasibility and Cost Analysis, 25 Allen Street, Martinez • Buchanan Terminal Building Bidding support, 550 Ride Drive, Concord (partial) Public Works General Government County of Contra Costa FY 2021-2022 Recommended Budget 179 • Design and Replace Cooling Towers at CCRMC, Martinez • Estimate to Remodel Lobby, 30 Douglas Drive, Martinez • Solar Analysis at 30 & 40 Muir Road, Martinez • Feasibility Study to replace Cart Washers at CCRMC, Martinez • Add Humidifiers at CCRMC, Martinez • New CT Unit at CCRMC, Martinez • Omnicell Pharmacy Dispensing Units at CCRMC, Martinez • Estimate for Cafeteria License Ext Study at CCRMC, Martinez • Negotiate Master Lease at 2555 El Portal Drive, San Pablo • Estimate Solar at CCRMC, Martinez • Handicap Parking Feasibility at 595 Center Street, Martinez • Oak Park Library Demo ant 1750 Oak Park Boulevard, Pleasant Hill • Interior Lighting Retrofit at 30 Douglas, Martinez • Security Camera Improvements at CCRMC, Martinez • Demo & Redevelopment of 650 & 651 Pine Street, Martinez • Print and Mail Move Support Services to RES, Concord • MWC Feasibility and Cost Analysis to Re- configure BH, Martinez • Assess Cooling Tower at PHC, Pittsburg • Replace Elevator at 10 Douglas Dr, Martinez • Design and Replace Cooling Towers at CCRMC, Martinez • Install Covid Testing Machine at CCRMC, Martinez • Install Chemical Analyzers at CCRMC, Martinez COMPLETED • Emergency Operations Building (EOC), 1850 Muir Road, Martinez • Administration Building, 1025 Escobar Street, Martinez • Estimate OSHPD HVAC/Pharmacy at CCRMC, Martinez • Bisso Data Center, 2380 Bisso Lane, Concord • Modernize Elevator, 4545 Delta Fair Boulevard, Antioch • Fire Station No. 16, 4007 Los Arabis Road, Lafayette • Restore Vets Kitchen, 968 23rd Street, Richmond • West County Behavioral Health Center, 13565 San Pablo Avenue, San Pablo • Remodeling for the Public Defender’s Juvenile Unit, 2020 N. Broadway, Walnut Creek • Move Personnel/Finance, 255 Glacier Drive, Martinez • Building Improvements, 4191 Appian Way, El Sobrante • CoGen Viability at CCRMC, Martinez • Medical Air Dryer Replacement at CCRMC, Martinez • Restoration of the Training Tower F/S No 10, 2945 Treat Boulevard, Walnut Creek • F/S No. 2 Roof Repair, 2012 Geary Road, Pleasant Hill • F/S No. 6 Roof Repair, 2210 Willow Pass Road, Concord • Estimate for Cafeteria License Ext. Study at CCRMC, Martinez • Estimate/feasibility for 2 exam Rooms at CCRMC, Martinez • Install WIFI Access 1, 1000 Ward Street, Martinez • Install WIFI Access 2, 5555 Giant Highway, Richmond • Emergency Generator feasibility at 2467 Waterbird Way, Martinez • Modify Lighting Report for Mod M at MDF, Martinez • EV Studies for Downtown, Martinez • Additional Parking Lot and Play Area at 4800 Imhoff Place, Martinez • Concord Care Center Improvements at 2047 Arnold Industrial Way Ste A • Solar Analysis at CCRMC, Martinez Capital Projects Management currently has approximately 90 funded projects valued at approximately $270 million. Real Estate and Facilities Divisions established and maintained over ten County and State operated COVID Testing sites and erected three Alternative Care Sites in support of the County’s COVID-19 response. Public Works General Government 180 County of Contra Costa FY 2021-2022 Recommended Budget Design/Construction Division completed eleven public infrastructure projects on roads throughout the County totaling over $17 million to improve our public roadway system, including the Kirker Pass Truck Climbing Safety Project, as well as the completion of the Three Creeks Parkway Restoration Project Phase 1 in Marsh Creek at $3 million. Airport Safety: General aviation users need 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 2020, there were 10 safety deviations (1 was vehicle/pedestrian, 9 were pilot deviations). This is down from 16 the previous year. Although the number decreased, the Airport Division was thoroughly tested in 2020 with a major runway rehabilitation project that constantly had potential for safety deviations. Staff will continue to evaluate and implement additional security features and protocols as appropriate. Fleet Services: Continue to purchase and put into service electric, compressed natural gas and hybrid vehicles in our effort to “green” the fleet and reduce greenhouse gas emissions. Continue to look 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. 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. 2020 Surface Treatment Program – Chip Sealed and Microsurface Sealed approximately 950,000 square yards of roads in East County, South County, West County, Alamo and North Richmond totaling approximately $4.5 million. Due to COVID-19, the Flood Control District held its 6th annual Creek and Channel Safety Awareness Program virtually in October. A new web-based interactive presentation was created for Walnut Creek Intermediate School and shared by the student leadership class. Flood Control completed 90% of Facility Condition Assessments of critical flood control infrastructure, and now enters the final year of a seven-year program. An additional $6 million in grants were received for the Lower Walnut Creek Restoration Project, bringing the total to $16.4 million. The project also completed the Design phase and was advertised in January 2021. The County Watershed Program submitted the NPDES Annual Report in August, in compliance with all but one provision (storm drain marking) despite COVID-19 and increased the percentage of trash reduction achieved to 85%. Additional storm drain marking is currently being completed. Also, this past year 40,000 gallons of trash was removed by the homeless in coordination with the County’s CORE creeks team, which prevented direct discharges of waste into our waterways. The Purchasing Division contracted with Periscope to upgrade to the current version of the purchasing portal software and move to cloud hosted services. Cloud hosted services will reduce staff time and hardware resources for Public Works and Department of Information Technology staff who currently maintain the hardware. The migration project is underway and is expected to be completed in late March 2021. Deployed a mobile application, called Mobile Citizen. Mobile Citizen provides Contra Costa residents the ability to easily report concerns such as potholes, graffiti, and illegal dumping. Mobile Citizen requests (including photos) are submitted directly to Public Works, where they are logged as ‘Work Requests’ in our Maintenance Management System; these Work Requests can then be used to dispatch field crews to address the reported issue. Within two weeks of being launched, Mobile Citizen had registered 275 users, and generated over 70 Work Requests. In October 2020, the Public Works Department and Flood Control District were re-accredited by Public Works General Government County of Contra Costa FY 2021-2022 Recommended Budget 181 the American Public Works Association (APWA). The purpose of the accreditation program is to provide a means of formally verifying and recognizing public works agencies that meet or exceed the management practices established by APWA. The Public Works Department was the first county in California to achieve accreditation in 2001 and has successfully been re-accredited every four years. Administrative and Program Goals Recruitment/Retention and Succession Planning The competition to attract and retain qualified staff in many classifications throughout the Department remains challenging. The Department continues to review and implement better ways to recruit, retain, and prepare staff to meet the Department’s goals and deliver the mission. The Department continually reviews initiatives to promote work/life balance, employee morale and “fun in the workplace.” Staff workload has increased and the Department looks for ways to improve the intangible benefits provided to increase retention for staff. The Department has developed a training program that looks at Department and employees’ needs for professional development and are improving it with input from staff within the organization to ensure creation of a meaningful training program for now and into the future. The Department has anticipated a large number of senior level staff retiring and recognize this trend will continue in the coming years. Therefore, the Department has implemented a succession planning effort as a priority to ensure staff is 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 ourselves 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. The Department is also reviewing the impacts of COVID-19 on the way business is conducted and anticipate working with the County Administrator’s Office and other departments on remote work policies after COVID-19. Communication The Department continues to look for better ways to communicate with staff, customers and the public in the work and during the service delivery process by challenging themselves, using technology available and promoting open honest communications as cited in the Department Values. Communication in the Department is sometimes difficult with large staff, multiple job sites and field personnel. The Department is looking at how to ensure that all Public Works employees are informed of Department priorities, goals, issues and events. The Department has 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. 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 is committed to clear open communication. The Department will continue to pursue best management practices in communicating with the 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, as well as impacts from COVID-19. The Department 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 continues to explore potential revenue sources and pursue those opportunities when they present themselves. Public Works General Government 182 County of Contra Costa FY 2021-2022 Recommended Budget Project Delivery Efficiency To improve service delivery to customers, the Department is working on improving the 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 the Department is with limited revenues, the more projects that can be delivered that will benefit the public. Project delivery requires the coordination of several Divisions at Public Works and is a complicated process, with increasing regulatory demands. Over the last year, the Department has identified several key activities in the project delivery process that can be improved. Action items have been identified for improvement and have started implementation. The goal is to 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 our decision-making process in order to continue making improvements to the project delivery process. The current focus is on properly assigning project expenditures to various phases of project delivery to set a baseline to which the Department can gauge the success of process improvements. 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. The Department is also partnering with the County Administrator’s Office (CAO) on additional facility assessment software to augment the dashboard. These tools will assist Public Works in working with the CAO in developing a Capital Improvement Program (CIP) this year. These tools 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 systems to 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 and stormwater facilities is not possible. The deferred maintenance backlog is growing and will continue to grow without an infusion of revenue. In addition, current and new Municipal Regional Stormwater Permit requirements costs are beyond current funding. Staff have 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 critical flood control infrastructure, reaching 90% complete. Once completed, this will allow the Department to better understand long-term maintenance needs for these facilities and better understand when facilities will need to be replaced. Currently, approximately 5% of the facilities are older than the 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 (CAP) goals with County buildings and facilities, and permit regulations from the Regional Water Quality Board, the Department continues to review services and funding to better serve the public and regulatory expectations. Public Works continues to work with County partners, including the Department of Conservation and Development and County Administrator’s Office to implement the Climate Action Plan adopted by the Board of Supervisors in 2016. The Municipal Regional Stormwater Permit required the County to develop and adopt a Green Infrastructure Plan to implement “green” sustainable infrastructure over the next 20 years. The plan was adopted in August 2019 Public Works General Government County of Contra Costa FY 2021-2022 Recommended Budget 183 and is now in the implementation phase, which will require funding and participation from many departments. The Climate Action Plan includes installation of solar panels, additional electric vehicle chargers, and a host of other initiatives at County facilities to support greater independence from carbon based fuel. The Department continues 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 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. The Department must also work with state partners at the Consular Electronic Application Center (CEAC) to identify a long-term stable transportation revenue source as more electric vehicles are purchased, as gas tax will not remain a long-term revenue source. On the County buildings side, the County has allocated $10 million a year for facility deferred maintenance work over the last 7 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 $230+ million deferred maintenance needs for County buildings. The Department will be working with the County Administrators 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 the County buildings continues to be a challenge. Traffic Safety The Department 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. Public Works has identified a high incident road network map and is currently developing countermeasures to address any safety concerns with the map. The Department 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. Public Works General Government 184 County of Contra Costa FY 2021-2022 Recommended Budget FY 2021-22 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 6.0 703,757 Add three (3) Carpenters, one, (1) Steamfitter, one (1) Painter, one (1) Electronic Systems Specialist, and one (1) Clerk-Experienced Level; Delete one (1) Materiel Manager. 2 3 Facilities Maintenance Expenditure Transfers 0.0 (703,757) Charge out increased salaries and benefits. 3 11 Fleet Services – Internal Service Fund Salaries and Benefits 3.0 348,736 Add one (1) Lead Fleet Technician and two (2) Equipment Services Workers to expand shift hours for additional preventative maintenance services 4 11 Fleet Services – Internal Service Fund Revenue 0.0 348,736 Increases to Fleet Services customer charges. Total 9.0 0.0 Russell V. Watts, Treasurer Treasurer –Tax Collector General Government County of Contra Costa FY 2021-2022 Recommended Budget 185 General Fund 2019-20 Actuals 2020-21 Budget 2021-22 Baseline 2021-22 Recommended Change Expense Salaries And Benefits 3,811,453 4,128,988 4,389,969 4,200,000 (189,969) Services And Supplies 1,728,739 1,828,762 1,648,000 1,648,000 0 Other Charges 5,964 6,500 7,000 7,000 0 Fixed Assets 11,101 0 0 0 0 Expenditure Transfers 2,067 1,100 3,000 3,000 0 Expense Total 5,559,325 5,965,350 6,047,969 5,858,000 (189,969) Revenue Other Local Revenue 3,388,764 3,259,350 3,225,000 3,225,000 0 Revenue Total 3,388,764 3,259,350 3,225,000 3,225,000 0 Net County Cost (NCC): 2,170,560 2,706,000 2,822,969 2,633,000 (189,969) Allocated Positions (FTE) 30.5 30.5 30.5 30.5 0.0 Financial Indicators Salaries as % of Total Exp 69% 69% 73% 72% % Change in Total Exp 7% 1% (3%) % Change in Total Rev (4%) (1%) 0% % Change in NCC 25% 4% (7%) Compensation Information Permanent Salaries 2,192,809 2,396,969 2,595,923 2,405,954 (189,969) Temporary Salaries 10,683 0 0 0 0 Permanent Overtime 2,519 2,000 2,000 2,000 0 Deferred Comp 52,380 55,227 57,180 57,180 0 Comp & SDI Recoveries (4,047) 0 0 0 0 FICA/Medicare 159,739 175,779 190,392 190,392 0 Ret Exp-Pre 97 Retirees 6,670 7,000 7,000 7,000 0 Retirement Expense 659,258 726,903 779,268 779,268 0 Employee Group Insurance 336,345 395,958 398,822 398,822 0 Retiree Health Insurance 230,413 231,240 216,721 216,721 0 OPEB Pre-Pay 99,146 98,728 92,424 92,424 0 Unemployment Insurance 1,099 2,404 5,206 5,206 0 Workers Comp Insurance 64,441 36,780 45,034 45,034 0 Department Description This table represents information in aggregate format summarizing expenditures, revenues, and net County costs for three divisions: Treasurer, Tax Collection and Business Licenses. Treasurer –Tax Collector General Government 186 County of Contra Costa FY 2021-2022 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, 2020, the Treasury managed over $4.5 billion in its investment pool. Treasurer Summary Service: Mandatory Level of Service: Discretionary Expenditures: $1,541,757 Financing: 240,140 Net County Cost: 1,301,617 Funding Sources: Investment Fees 15.6% $240,140 General Fund 84.4% 1,301,617 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: $4,144,611 Financing: 2,861,960 Net County Cost: 1,282,651 Funding Sources: Tax Admin. Fees 43.9% $1,820,000 Property Svc Cost 10.8% 448,500 State 8.8% 363,000 Other Admin Fees 5.6% 230,460 General Fund 30.9% 1,282,651 FTE: 21.4 Business License Description: County Ordinance requires the Tax Collector to levy and collect various business taxes from entities engaged in any business activity in an unincorporated area. Business License Summary Service: Discretionary Level of Service: Discretionary Expenditures: $171,632 Financing: 122,900 Net County Cost: 48,732 Funding Sources: Administrative Fees 68.2% $117,000 License Fees 3.4% 5,900 General Fund 28.4% 48,732 FTE: 1.7 Treasurer – Tax Collector General Government County of Contra Costa FY 2021-2022 Recommended Budget 187 CAO’s Recommendation The Treasurer-Tax Collector’s baseline net County cost increased by $116,969 from the FY 2020-21 Budget. Total salary and benefits costs increased by a net of $260,981 over the current year, reflecting negotiated cost-of-living increases and increased benefit costs. Services and supplies decreased by $180,762, reflecting the elimination of one-time appropriations carried over from prior year as well as reductions to general operating costs. Expenditure transfers increased by $1,900 to match Fleet Services estimates. Revenue decreased overall by $34,350 due to the following:  Revenue from penalties have been reduced due to pending amendments to the California Revenue and Taxation code that would allow waiver of penalties and costs associated with delinquencies for all tax types where taxpayers experienced financial hardships.  Returned check charges have been reduced due to the National Automated Clearing House Association updating operating rules requiring account validation for all ACH payments – thereby eliminating approximately 50% of returned items.  Investment fees are anticipated to remain at historic lows due to the pandemic.  Wire fees decreased due to Central Sanitation District consolidating their banking operations. Compensation for Tax & Assessment Collections is the only revenue anticipated to increase due to the passage of Measure AA in 2017 and assessments for the Property Assessed Clean Energy (PACE) program. The Department cut an additional $189,969 for the Recommended Budget by agreeing to hold positions vacant throughout FY 2021-22 to meet the targeted net County cost. The recommended net County cost of $2,633,000 will provide the funding necessary to enable the Treasurer-Tax Collector’s Office to maintain mandated services in FY 2021-22. Performance Measurement The Treasurer-Tax Collector’s Office issued 374,982 Secured and 42,897 Unsecured tax bills through February 8, 2021. Collections through February 8, 2021 were 58.56% of secured taxes and 95.7% of unsecured taxes, which is 0.14% more for Secured and 0.80% less for Unsecured than the same timeframe last year respectively. The collaboration with the California Franchise Tax Board’s Personal Income Tax Intercept program was put on hold when the shelter in place was implemented. The department completed $53.6 billion in banking transactions, processed $8.5 billion deposits and funded $8.1 billion warrants during the FY 2019- 2020. 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. 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. The Treasurer-Tax Collector’s efforts to promote paperless billing and online payment processing exceeded prior years’ adoption levels. With minimal advertising, there were 137,962 electronic transactions resulting in more than $677.7 million in property tax payments for FY 2019-2020. Through February 3, 2021 there were 137,039 transactions for over $540.4 million which is a 71% increase in the number of transactions and nearly $148.7 million in property tax revenues for the same period ending February 3, 2020. The Electronic Billing Treasurer –Tax Collector General Government 188 County of Contra Costa FY 2021-2022 Recommended Budget service increased by 6,189 parcels subscribed 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 now serves over 30,000 parcels subscribed or 6.5% of all secured tax bills, which helped contribute to more timely payments of property taxes. The Office completed a comprehensive review and analysis of various treasury software applications and selected SymPro to replace APS II – which will no longer be supported after December 31, 2021. SymPro will integrate with the Auditor-Controller’s new finance system after its implementation in 2022 and provide greater efficiencies in cash flow analysis, reconciliations and reporting. Mission critical software and services for tax collection includes cashiering and online payment processing. With increasing annual maintenance costs and end-of-life hardware, the Office replaced their cashiering application with a Cloud-based software system. In addition, the property tax online payment processor was replaced by the same company that supports the new cashiering system thereby creating better cohesiveness between the two applications while increasing the potential for scaling upward with other mission critical software and services. The Business License Tax, Cannabis Tax, and Transient Occupancy Tax software was integrated with the aforementioned payment processor and now includes the ability to make such tax payments by electronic check (E- Check). This additional functionality provides better public service, reduces costs, and increases efficiencies in the Office by virtually eliminating the prior paper-based processes. Administrative and Program Goals Carry out the mission of the Treasurer-Tax Collector, which is to administer all of its duties and responsibilities in a professional, efficient and cost-effective way that instills sound management practices and serves the best interests of the public. Explore ways to better inform the public on and promote greater use of online services, particularly account lookup and online payment. Explore cost saving and cost recovery opportunities in treasury operations through analysis of investment fees and the delivery of service. Review mission critical services and software, and explore/determine need for enhancement and/or replacement. FY 2021-22 Program Modification List Order Reference to Mand/Disc List Program Name Services FTE Net County Cost Impact Impact 1 1-3 All divisions Salaries and Benefits 0.0 (189,969) Establish Vacancy Factor , which will require the department to manage filling staff vacancies. Total 0.0 (189,969) Health & Human Services County of Contra Costa   Functional Group Summary Health and Human Services County of Contra Costa FY 2021-2022 Recommended Budget 189 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 2019-20 Actuals 2020-21 Budget 2021-22 Baseline 2021-22 Recommended Change Expense Salaries And Benefits 360,574,535 443,952,129 468,492,909 466,829,000 (1,663,909) Services And Supplies 379,188,094 380,373,928 377,888,500 377,888,500 0 Other Charges 207,202,118 230,245,203 232,137,000 232,137,000 0 Fixed Assets 914,628 2,897,803 2,009,000 2,009,000 0 Expenditure Transfers (45,548,205) (18,460,168) (19,970,169) (20,124,000) (153,831) Expense Total 902,331,169 1,039,008,895 1,060,557,239 1,058,739,500 (1,817,739) Revenue Other Local Revenue 211,159,478 258,602,321 251,903,848 251,903,848 0 Federal Assistance 200,611,649 284,319,213 295,599,296 295,599,296 0 State Assistance 329,700,089 306,898,025 322,007,902 322,911,356 903,455 Revenue Total 741,471,215 849,819,559 869,511,045 870,414,500 903,455 Net County Cost (NCC): 160,859,954 189,189,336 191,046,194 188,325,000 (2,721,194) Allocated Positions (FTE) 3,174.7 3,235.3 3,283.4 3,317.8 34.4 Financial Indicators Salaries as % of Total Exp 40% 43% 44% 44% % Change in Total Exp 15% 2% (0%) % Change in Total Rev 15% 2% 0% % Change in NCC 18% 1% (1%) Compensation Information Permanent Salaries 210,213,068 255,697,147 273,924,423 274,514,252 589,829 Temporary Salaries 6,747,129 6,767,293 4,395,420 4,395,390 (30) Permanent Overtime 2,757,831 3,299,846 2,024,589 2,024,590 0 Deferred Comp 2,499,167 3,340,060 3,654,751 3,567,451 (87,300) Hrly Physician Salaries 77,916 66,632 84,034 84,034 0 Perm Physicians Salaries 2,492,465 6,156,185 6,899,060 6,899,060 0 Perm Phys Addnl Duty Pay 57,847 30,846 33,180 33,180 0 Comp & SDI Recoveries (852,346) (982,748) (725,936) (725,936) 0 FICA/Medicare 16,134,329 20,254,900 20,963,554 20,710,270 (253,284) Ret Exp-Pre 97 Retirees 679,569 798,561 813,353 813,353 0 Retirement Expense 63,466,795 80,557,129 83,763,033 82,869,003 (894,030) Employee Group Insurance 35,813,183 46,815,784 51,250,885 50,320,768 (930,117) Retiree Health Insurance 10,704,341 10,821,347 11,107,034 11,107,034 0 OPEB Pre-Pay 4,659,409 4,665,976 4,699,976 4,699,976 0 Unemployment Insurance 120,400 243,099 567,655 561,035 (6,621) Workers Comp Insurance 5,304,384 5,348,670 5,181,852 5,099,496 (82,356) Labor Received/Provided (300,952) 71,402 (143,956) (143,956) 0 Functional Group Summary Health and Human Services 190 County of Contra Costa FY 2021-2022 Recommended Budget FY 2021-22 Recommended General Fund Expenditures FY 2020-21 Recommended General Fund Expenditures Child Support Services Melinda Self, Director Health and Human Services County of Contra Costa FY 2021-2022 Recommended Budget 191 Department of Child Support Services Fund 2019-20 Actuals 2020-21 Budget 2021-22 Baseline 2021-22 Recommended Change Expense Salaries And Benefits 17,953,069 17,158,218 17,486,000 17,486,000 0 Services And Supplies 1,161,287 1,223,354 313,000 313,000 0 Other Charges 591,313 716,902 569,000 569,000 0 Fixed Assets 178,390 0 0 0 0 Expenditure Transfers 288,668 288,487 323,000 323,000 0 Expense Total 20,172,728 19,386,961 18,691,000 18,691,000 0 Revenue Other Local Revenue 93,075 0 0 0 0 Federal Assistance 20,442,195 18,691,000 18,691,000 18,691,000 0 Revenue Total 20,535,270 18,691,000 18,691,000 18,691,000 0 Net County Cost (NCC): (362,543) 695,961 0 0 0 Allocated Positions (FTE) 152.0 143.0 134.0 134.0 0.0 Financial Indicators Salaries as % of Total Exp 89% 89% 94% 94% % Change in Total Exp (4%) (4%) 0% % Change in Total Rev (9%) 0% 0% % Change in NCC (292%) (100%) 0% Compensation Information Permanent Salaries 9,983,333 10,021,456 10,244,441 10,244,441 0 Temporary Salaries 25,126 0 0 0 0 Permanent Overtime 29,719 0 0 0 0 Deferred Comp 130,893 134,877 135,099 135,099 0 Comp & SDI Recoveries (22,802) 0 0 0 0 FICA/Medicare 726,523 761,238 762,563 762,563 0 Ret Exp-Pre 97 Retirees 30,090 55,818 55,818 55,818 0 Retirement Expense 2,980,311 3,037,650 3,094,465 3,094,465 0 Employee Group Insurance 1,758,030 1,900,256 1,943,094 1,943,094 0 Retiree Health Insurance 682,011 688,528 677,377 677,377 0 OPEB Pre-Pay 1,324,325 294,436 275,202 275,202 0 Unemployment Insurance 5,498 9,920 15,497 15,497 0 Workers Comp Insurance 300,012 254,039 282,445 282,445 0 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 192 County of Contra Costa FY 2021-2022 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. 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. Child Support operations are regulated by the State Department of Child Support Services. In FY 2020-21, largely due to state funding cut, the department eliminated 17 positions. The management team was reduced by 50% and the Systems Support Team was reduced by 60%. At the Board of Supervisors February 9, 2021 meeting, the Board approved the department’s request to add 1.0 Child Support Services Manager and 1.0 Network Administrator II to provide oversight and technical support to operations. The department deleted 1.0 Child Support Specialist I, 1.0 Child Support Assistant and 1.0 Child Support Assistant Supervisor to balance the additional expenses. While the Child Support Specialist and Child Support Assistant were important positions, the department chose to prioritize the Systems Support Team and management to assist the entire department. Child Support Services Summary Service: Mandatory Level of Service: Mandatory Expenditures: $18,691,000 Financing: $18,691,000 Net Fund Cost: 0 Funding Sources: Federal 100.0% $18,691,000 FTE: 134.0 CAO Recommendation The fiscal year 2021-22 Baseline Budget expenditures reflect a decrease of $695,961 compared to FY 2020-21. This anticipated decrease is due to reduced services and supplies expenses. Federal Revenue is anticipated to remain unchanged. The unchanged federal revenue and the decreased expenditures result in zero Net County Cost for FY 2021-22. The FY 2021-22 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 FFY 2020 Goals: Achieved 94.7% 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 was 2.6% greater than the statewide average. Child Support Services Health and Human Services County of Contra Costa FY 2021-2022 Recommended Budget 193 2. Current Child Support Collections Status of FFY 2020 Goals: Achieved 72.2% of cases with current support collected, 5.7% greater than the statewide average. 3. Arrears Collections Status of FFY 2020 Goals: Achieved 81.8% of cases with arrearage collections, an increase of 11.1% over the last year. DCSS is focused on engaging parents with delinquent accounts to make child support payments. The statewide average of cases paying on arrears is 78.7%. DCSS has consistently maintained participation above the statewide average. 4. Operational Cost-effectiveness Status of FFY 2020 Goals: Achieved $4.03 in cost effectiveness, an increase of $0.15 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 2020, the California State average was $2.74 collected for each dollar expended. Contra Costa DCSS is 47% more cost effective than the State average, collecting $4.03 for each dollar spent on operations. 5. Statewide Paternity Establishment Percentage (PEP) Status of FFY 2020 Goals: Achieved 101% in statewide PEP. Paternity is the establishment of fatherhood 89.0% 94.0% 99.0%FFY 2016FFY 2017FFY 2018FFY 2019FFY 2020Contra Costa Statewide Cases With Support Orders 55.0% 60.0% 65.0% 70.0% 75.0% 80.0% FFY 2016 FFY 2017 FFY 2018 FFY 2019 FFY 2020 Contra Costa Statewide Collections on Current Support 65.0% 67.0% 69.0% 71.0% 73.0% 75.0% 77.0% 79.0% 81.0% 83.0% Contra Costa Statewide Cases with Arrears Collections $2.00 $2.50 $3.00 $3.50 $4.00 $4.50 FFY 2016 FFY 2017 FFY 2018 FFY 2019 FFY 2020 Contra Costa Statewide Cost Effectiveness Child Support Services Health and Human Services 194 County of Contra Costa FY 2021-2022 Recommended Budget for a child, either by court determination, administrative process or voluntary acknowledgement. Statewide PEP is calculated as the total number of children born out of wedlock for which paternity was acknowledged or established in the current federal fiscal year, compared to the total number of children in the state born out of wedlock during the preceding calendar year, expressed as a percentage. Administrative and Program Goals The Department of Child Support is committed to the following goals for FY 2021-22: • 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 2021 by: o Maintaining distributed collections of at least $3.95 in cost effectiveness; o Increasing the percentage of current support collected to 73.2%; o Maintaining the percentage of cases with arrearages collection at 2019 pre- pandemic level of 70.7%; o Increasing the percentage of cases with child support orders to 96.3%; and, o Maintaining statewide PEP at 100% or above. 96.0% 98.0% 100.0% 102.0% 104.0% 106.0% 108.0% Contra Costa Statewide Paternity Declaration Employment and Human Services Kathy Gallagher, Director Health and Human Services County of Contra Costa FY 2021-2022 Recommended Budget 195 Employment and Human Services General Fund Summary General Fund 2019-20 Actuals 2020-21 Budget 2021-22 Baseline 2021-22 Recommended Change Expense Salaries And Benefits 193,373,603 224,438,519 236,892,194 234,625,000 (2,267,194) Services And Supplies 108,622,972 136,920,825 131,635,000 131,635,000 0 Other Charges 142,969,487 148,976,301 150,816,000 150,816,000 0 Fixed Assets 146,063 2,094,003 500,000 500,000 0 Expenditure Transfers 4,106,556 5,766,222 5,172,000 5,172,000 0 Expense Total 449,218,680 518,195,870 525,015,194 522,748,000 (2,267,194) Revenue Other Local Revenue 91,061,245 107,531,311 109,207,000 109,207,000 0 Federal Assistance 147,427,285 186,819,989 182,237,393 182,237,393 0 State Assistance 187,920,733 194,483,570 204,776,607 205,230,607 454,000 Revenue Total 426,409,262 488,834,870 496,221,000 496,675,000 454,000 Net County Cost (NCC): 22,809,418 29,361,000 28,794,194 26,073,000 (2,721,194) Allocated Positions (FTE) 1,751.0 1,769.0 1,803.0 1,803.0 0.0 Financial Indicators Salaries as % of Total Exp 43% 43% 45% 45% % Change in Total Exp 15% 1% 0% % Change in Total Rev 15% 2% 0% % Change in NCC 29% (2%) (9%) Compensation Information Permanent Salaries 111,475,788 129,010,884 138,298,571 138,496,984 198,413 Temporary Salaries 3,703,666 3,397,297 1,336,816 1,336,816 0 Permanent Overtime 1,377,144 1,693,275 530,955 530,955 0 Deferred Comp 1,394,155 1,782,985 1,986,103 1,889,803 (96,300) Perm Phys Addnl Duty Pay (156) 0 0 0 0 Comp & SDI Recoveries (731,219) (802,035) (550,622) (550,622) 0 FICA/Medicare 8,610,813 10,109,202 10,862,947 10,579,775 (283,172) Ret Exp-Pre 97 Retirees 337,067 418,678 427,315 427,315 0 Retirement Expense 33,301,079 39,789,849 41,925,005 40,926,307 (998,698) Employee Group Insurance 20,516,400 25,644,465 28,423,936 27,431,259 (992,677) Retiree Health Insurance 6,854,668 6,784,246 6,977,753 6,977,753 0 OPEB Pre-Pay 3,054,690 3,005,336 3,024,695 3,024,695 0 Unemployment Insurance 63,491 132,050 284,660 277,257 (7,403) Workers Comp Insurance 3,585,345 3,278,981 3,364,060 3,276,703 (87,357) Labor Received/Provided (169,327) 193,307 0 0 0 Employment and Human Services Health and Human Services 196 County of Contra Costa FY 2021-2022 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 2021-2022 Recommended Budget 197 Administrative Services General Fund 2019-20 Actuals 2020-21 Budget 2021-22 Baseline 2021-22 Recommended Change Expense Salaries And Benefits 34,382,216 36,249,352 40,642,724 40,019,000 (623,724) Services And Supplies 15,580,172 20,465,148 21,133,000 21,133,000 0 Other Charges 488,461 522,864 495,000 495,000 0 Fixed Assets 53,593 1,594,003 0 0 0 Expenditure Transfers (46,299,663) (53,951,367) (57,984,723) (57,361,000) 623,723 Expense Total 4,204,780 4,880,000 4,286,001 4,286,000 (1) Revenue Other Local Revenue 366,268 0 0 0 0 Federal Assistance 21,080 0 0 0 0 State Assistance 3,223,355 2,698,000 3,732,000 3,732,000 0 Revenue Total 3,610,702 2,698,000 3,732,000 3,732,000 0 Net County Cost (NCC): 594,077 2,182,000 554,001 554,000 (1) Allocated Positions (FTE) 209.0 211.0 221.0 221.0 0.0 Financial Indicators Salaries as % of Total Exp 818% 743% 948% 934% % Change in Total Exp 16% (12%) 0% % Change in Total Rev (25%) 38% 0% % Change in NCC 267% (75%) 0% Compensation Information Permanent Salaries 17,142,493 17,762,495 21,707,383 21,325,639 (381,744) Temporary Salaries 933,925 1,002,000 0 0 0 Permanent Overtime 117,386 147,820 15,820 15,820 0 Deferred Comp 204,692 236,100 272,459 263,459 (9,000) Comp & SDI Recoveries (14,476) (15,820) (15,820) (15,820) 0 FICA/Medicare 1,331,885 1,408,594 1,622,259 1,593,056 (29,203) Ret Exp-Pre 97 Retirees 54,489 73,886 73,886 73,886 0 Retirement Expense 5,382,047 5,968,469 6,690,740 6,588,467 (102,273) Employee Group Insurance 2,620,730 3,177,548 3,605,758 3,514,026 (91,732) Retiree Health Insurance 6,191,589 6,164,465 6,256,220 6,256,220 0 Unemployment Insurance 9,989 18,900 43,414 42,651 (763) Workers Comp Insurance 561,440 466,829 512,283 503,274 (9,009) Labor Received/Provided (153,973) (161,934) (141,678) (141,678) 0 Employment and Human Services Health and Human Services 198 County of Contra Costa FY 2021-2022 Recommended Budget Description: EHSD’s Administrative Services Bureau provides support services to all Departmental programs. Services 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 Bureaus through transfers. The FY 2021-22 Recommended Budget includes an overall increase in gross expenditures of $2,815,633 compared to FY 2020-21. The overall increase is due to a combination of increased staffing costs, an increase in operating costs, a decrease in capital projects, and an increase in the expenditure transfers out of Administrative Services to program administration bureaus. The decrease in General Fund appropriation to Administrative Services is largely due to the completion of capital improvements done in FY 20-21. The Baseline Budget for FY 2021-22 includes the addition of 10 positions most of which were reassigned from other program administration bureaus to the Administrative Services Bureau. The change from the Baseline to the Recommended Budget for FY 2021-22 includes a decrease of $623,723 in expenditure transfers out to other program administration bureaus. A Vacancy Factor accounts for a $623,724 reduction from Baseline to the Recommended Budget for FY 2021-22. Administrative Services Summary Service: Discretionary Level of Service: Discretionary Gross Expenditures: $61,647,000 Financing: 61,093,000 Net County Cost: 554,000 Funding Sources: Transfers 93.1% $57,361,000 State 6.0% 3,732,000 General Fund 0.9% 554,000 FTE: 221.0 Employment and Human Services Health and Human Services County of Contra Costa FY 2021-2022 Recommended Budget 199 Children and Family Services Bureau General Fund 2019-20 Actuals 2020-21 Budget 2021-22 Baseline 2021-22 Recommended Change Expense Salaries And Benefits 46,685,925 56,018,112 55,950,978 54,307,000 (1,643,978) Services And Supplies 21,179,799 25,289,302 22,754,000 22,754,000 0 Other Charges 52,740,719 54,103,838 53,447,000 53,447,000 0 Expenditure Transfers 6,507,392 (1,487,922) 5,349,962 4,681,000 (668,962) Expense Total 127,113,835 133,923,330 137,501,940 135,189,000 (2,312,940) Revenue Other Local Revenue 53,522,078 64,929,401 65,661,000 65,661,000 0 Federal Assistance 38,205,059 34,828,837 35,790,626 35,790,626 0 State Assistance 30,479,050 29,499,664 27,364,374 27,364,374 0 Revenue Total 122,206,186 129,257,902 128,816,000 128,816,000 0 Net County Cost (NCC): 4,907,648 4,665,428 8,685,940 6,373,000 (2,312,940) Allocated Positions (FTE) 398.5 413.5 397.5 397.5 0.0 Financial Indicators Salaries as % of Total Exp 37% 42% 41% 40% % Change in Total Exp 5% 3% (2%) % Change in Total Rev 6% 0% 0% % Change in NCC (5%) 86% (27%) Compensation Information Permanent Salaries 28,833,397 34,326,608 34,575,933 33,684,626 (891,307) Temporary Salaries 406,847 409,000 0 0 0 Permanent Overtime 173,317 109,269 109,269 109,269 0 Deferred Comp 345,246 447,840 446,040 419,040 (27,000) Comp & SDI Recoveries (228,055) (109,269) (115,106) (115,106) 0 FICA/Medicare 2,178,882 2,654,973 2,667,222 2,574,175 (93,047) Ret Exp-Pre 97 Retirees 83,367 4,493 4,493 4,493 0 Retirement Expense 8,313,298 10,312,806 10,086,790 9,760,929 (325,861) Employee Group Insurance 4,737,389 6,063,504 6,370,961 6,095,336 (275,625) OPEB Pre-Pay 920,966 906,086 911,923 911,923 0 Unemployment Insurance 16,017 34,738 69,801 67,368 (2,433) Workers Comp Insurance 905,359 858,064 823,651 794,946 (28,705) Labor Received/Provided (104) 0 0 0 0 Employment and Human Services Health and Human Services 200 County of Contra Costa FY 2021-2022 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 maltreatment and/or neglect. When intervention is necessary, CFS engages families in planning how to address concerns, and identifying and obtaining support and services to resolve issues. When it is determined that there are safety risks for children remaining in the home, CFS arranges for children to live with a relative or foster family or in short term congregate care facilities when higher levels of care are needed. For children removed from the home, CFS works with families toward reunification. When it is determined that reunification is not feasible, CFS arranges for permanent safe and stable homes for children. The core service components for these activities are Emergency Response, Family Maintenance, Family Reunification and Permanency Planning. Adoption Services are provided when the permanency decision is adoptive placement. The Juvenile Court provides court oversight of cases in these programs. CFS also provides a program for former foster youth between the ages of 18 and 21 to provide financial and housing support for successful transitions out of foster care. This program is called Extended Foster Care (Supported Transition). The Independent Living Skills Program focuses on training and connecting youth to resources prior to during and after youth exit foster care at age 18. Aligned with these programs are various models and initiatives with specific goals. One key initiative is the Continuum of Care Reform (CCR), authorized by AB403 in October 2015 which focuses on increased engagement and support for children, youth and families; enhanced support for home-based family care; and limited use of congregate care. Interventions under this model include trauma informed family based case services such as Intensive Care Coordination for children with mental health service needs and Child and Family Team meetings for comprehensive assessments of children’s strengths and needs and coordinated individualized case planning In addition to the intervention services, CFS manages contracts for the provision of prevention services to families to sustain safety and well-being of children residing in the county. To meet placement needs, CFS is responsible for the recruitment and approval of Resource Family Homes (following Continuum of Care Reform Guidelines) and for services and financial support for placement. Benefit programs include Foster Care, Aid to Adoptive Parents and KinGAP. The FY 2021-22 Recommended Budget includes a net increase of $1,265,670 in expenditures compared to FY 2020-21. This is due to an increase in expenditure transfers. The Baseline Budget for FY 2021-22 includes the cancellation of 16 vacant and unfunded positions. The cancelled positions are 5 Eligibility Workers, 7 Social Workers, 2 Social Work Supervisors and 2 Independent Living Skill Program Specialists. The change from the Baseline to the Recommended Budget for FY 2021-22 includes a decrease of $668,962 in expenditure transfers due to a shift of overhead costs. An existing vacancy factor of $325,000 was established for FY 2020-21, and an additional vacancy factor accounts for a $1,643,978 adjustment from Baseline to the Recommended Budget for FY 2021-22. 1. Child Welfare Services Description: The administrative budget for Child Welfare Services includes the core services components of Child Welfare. These programs are described below. In FY 2019-20, approximately 1,815 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 Employment and Human Services Health and Human Services County of Contra Costa FY 2021-2022 Recommended Budget 201 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 necessary. In FY 2019-20, there were approximately 15,220 calls to the Child Abuse Hotline resulting in approximately 7,105 referrals of suspected abuse. Approximately 3,494 referrals required further investigation to assure the safety of children. 480 referrals required immediate response investigations. Approximately 269 new cases were opened, an average of 22 new cases 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 2019-20 there were approximately 545 children who received FM services with their families for periods up to one year. An average of 212 children were served by FM per month. 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. In Family Reunification, the family is engaged and a reunification plan is developed to resolve issues: Services include Child and Family Team Meetings, assessment of children’s strengths and needs, identifying and addressing children’s health, behavioral and mental health needs, and supporting placement homes and substitute care providers, monthly visits with children, parents and substitute care providers provide and collaboration with agency partners such as Probation, Mental Health and Health provide facilitate ongoing evaluation and informed case planning. In FY 2019-20, approximately 669 children received FR services for up to one year. An average of 352 children were served by FR programs per month. 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. Ongoing services are provided until permanency is achieved. In FY 2019-20, approximately 703 children in out-of-home care received ongoing PP services. An average of 464 children were served by PP per month. 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 2019-20 was 219. An average of 159 youth were served by Extended Foster Care per month. Child Welfare Services Summary Service: Mandatory Level of Service: Mandatory Gross Expenditures: $68,721,076 Financing: 65,914,720 Net County Cost: 2,806,356 Funding Sources: Local 58.1% $39,979,717 Federal 22.3% 15,312,567 State 15.5% 10,622,436 General Fund 4.1% 2,806,356 FTE: 353.8 Employment and Human Services Health and Human Services 202 County of Contra Costa FY 2021-2022 Recommended Budget 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 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 2019-20, approximately 98 children had adoptions finalized. Adoption Administration Summary Service: Discretionary Level of Service: Mandatory Gross Expenditures: $3,257,766 Financing: 3,244,647 Net County Cost: 13,119 Funding Sources: Local 54.0% $1,760,060 Federal 40.0% 1,303,761 State 5.6% 180,826 General Fund 0.4% 13,119 FTE: 14.7 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. In FY 2019-20, approximately 2,334 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: $5,371,365 Financing: 4,756,934 Net County Cost: 614,431 Funding Sources: Local 45.6% $2,448,565 Federal 41.2% 2,212,029 State 1.8% 96,340 General Fund 11.4% 614,431 FTE: 22.8 4. Resource Family Approval (formerly Foster Family Recruitment, Training and Licensing) Description: Resource Family Approval supports approval and ongoing review and assessments for all types of out- of-home placements including relative and non-relative placements for children who are not able to remain in family-of-origin homes, In FY 2019- 20, approximately 760 children per month resided in various types of family homes (excluding Guardian Homes) that required approval, review, and ongoing support. This included an average of 631 in family home care, 73 in congregate care and 56 in youth transition homes. An average of 27 new placements and 28 placement moves were approved each month. For FY 2019-20, the average count of cases for all placement programs was 750 cases per month (this excludes guardianship and Adoptions). Employment and Human Services Health and Human Services County of Contra Costa FY 2021-2022 Recommended Budget 203 Resource Family Approval Summary Service: Discretionary Level of Service: Mandatory Gross Expenditures: $919,530 Financing: 814,813 Net County Cost: 104,717 Funding Sources: Local 60.3% $553,976 Federal 23.2% 213,528 State 5.1% 47,309 General Fund 11.4% 104,717 FTE: 0.6 Adoption/Foster Care Payments Description: 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. 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 2019-20, approximately 1,577 families per month received Aid to Adoptions payments. Adoption Assistance Program Summary Service: Mandatory Level of Service: Mandatory Gross Expenditures: $22,306,432 Financing: 21,226,742 Net County Cost: 1,079,690 Funding Sources: Local 45.6% $10,165,611 Federal 32.5% 7,256,359 State 17.1% 3,804,772 General Fund 4.8% 1,079,690 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. Benefit Programs include: a. County Board and Care – County Board and Care provides for children not eligible for federal or state foster care. In FY 2019- 20, funding supported an average of 17 children per month. In FY 2021-22 there is a projected cost increase due to an average of 8 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 2019-20, approximately 308 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 2019- 20, approximately 757 children per month received foster care funding. Employment and Human Services Health and Human Services 204 County of Contra Costa FY 2021-2022 Recommended Budget 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 2019-20, an average of 23 children per month received ARC funding. 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 129 children received EA in FY 2019-20. Foster Care and Other Out-of-Home Care Payments Summary Service: Mandatory Level of Service: Mandatory Gross Expenditures: $32,062,345 Financing: 30,554,817 Net County Cost: 1,507,528 Funding Sources: State 39.3% $12,612,691 Local 29.3% 9,380,068 Federal 26.7% 8,562,058 General Fund 4.7% 1,507,528 Additional Child Welfare and Supportive Services Description: This budget category supports Child Abuse prevention and early intervention, as well as independent living skills training and planning 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. In FY 2019 -20, 7 CBO’s were funded. 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: $419,586 Financing: 377,627 Net County Cost: 41,959 Funding Sources: Local 90.0% $377,627 General Fund 10.0% 41,959 FTE: 0.1 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. In FY 2019- 20, 5 CBO’s were funded. PSSF expenditures Employment and Human Services Health and Human Services County of Contra Costa FY 2021-2022 Recommended Budget 205 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: $1,312,000 Financing: 1,106,800 Net County Cost: 205,200 Funding Sources: Federal 47.9% $628,000 Local 36.5% 478,800 General Fund 15.6% 205,200 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 2019- 20, ILSP conducted outreach and offered services to over 583 youth and non-minor dependents: 142 youth between 15 and 17 and 401 non-minor dependents between 18 and 21. Independent Living Skills Program Summary Service: Mandatory Level of Service: Discretionary Gross Expenditures: $818,900 Financing: 818,900 Net County Cost: 0 Funding Sources: Local 63.1% $516,576 Federal 36.9% 302,324 FTE: 5.5 Employment and Human Services Health and Human Services 206 County of Contra Costa FY 2021-2022 Recommended Budget Aging and Adult Services Bureau General Fund 2019-20 Actuals 2020-21 Budget 2021-22 Baseline 2021-22 Recommended Change Expense Salaries And Benefits 21,298,231 22,945,811 24,784,000 24,784,000 0 Services And Supplies 26,074,875 30,843,168 29,944,000 29,944,000 0 Other Charges 30,988,738 32,871,192 32,896,000 32,896,000 0 Expenditure Transfers (507,415) 1,067,138 (1,229,850) (1,218,000) 11,850 Expense Total 77,854,429 87,727,309 86,394,150 86,406,000 11,850 Revenue Other Local Revenue 6,104,108 5,426,782 5,576,000 5,576,000 0 Federal Assistance 13,697,774 16,845,501 15,380,908 15,380,908 0 State Assistance 44,730,146 47,839,977 51,747,092 51,747,092 0 Revenue Total 64,532,027 70,112,260 72,704,000 72,704,000 0 Net County Cost (NCC): 13,322,401 17,615,049 13,690,150 13,702,000 11,850 Allocated Positions (FTE) 180.0 175.0 182.0 182.0 0.0 Financial Indicators Salaries as % of Total Exp 27% 26% 29% 29% % Change in Total Exp 13% (2%) 0% % Change in Total Rev 9% 4% 0% % Change in NCC 32% (22%) 0% Compensation Information Permanent Salaries 12,457,321 14,331,254 15,795,261 15,795,261 0 Temporary Salaries 306,328 227,125 39,125 39,125 0 Permanent Overtime 94,015 165,706 96,274 96,274 0 Deferred Comp 147,688 185,700 192,240 192,240 0 Comp & SDI Recoveries (53,658) (94,206) (102,799) (102,799) 0 FICA/Medicare 955,706 1,118,219 1,206,874 1,206,874 0 Ret Exp-Pre 97 Retirees 37,533 209,735 218,638 218,638 0 Retirement Expense 3,730,307 4,406,498 4,668,363 4,668,363 0 Employee Group Insurance 2,181,406 2,709,927 2,805,262 2,805,262 0 Retiree Health Insurance 0 34,573 36,678 36,678 0 OPEB Pre-Pay 1,029,572 1,012,938 1,019,463 1,019,463 0 Unemployment Insurance 7,053 14,629 31,591 31,591 0 Workers Comp Insurance 396,768 361,336 372,764 372,764 0 Labor Received/Provided 8,192 (1,737,623) (1,595,734) (1,595,734) 0 Employment and Human Services Health and Human Services County of Contra Costa FY 2021-2022 Recommended Budget 207 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 2021-22 Recommended Budget includes an expenditure net decrease of $1,321,309 compared to FY 2020-21. The decrease is due to reduced Services and Supplies costs and an increase in transfers of overhead expenditures to other EHSD bureaus. The change from the Baseline to the Recommended Budget for FY 2021-22 includes a decrease of $11,850 in expenditure transfers out to another EHSD bureau due to a shift of allocated operating expenditures. 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 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 2019-20, APS received over 4921 reports of abuse. 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 2019- 20, there were a total of 217 SSI applications filed and an average monthly caseload of 220 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 2019- 20, 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. EHSD has submitted renewal applications for both programs. 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 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 FY 2019-20, two additional positions were added bringing the total number of EHSD CommuntyConnect staff to 19. In FY 2019- 20, EHSD Social Work staff within CommunityConnect served 1,666 out of the 24,984 clients / patients served by all CommunityConnect case managers throughout the County. Employment and Human Services Health and Human Services 208 County of Contra Costa FY 2021-2022 Recommended Budget Adult Protective Services Summary Service: Mandatory Level of Service: Discretionary/Mandatory Gross Expenditures: $18,731,457 Financing: 17,104,319 Net County Cost: 1,627,138 Funding Sources: Transfers 51.4% $9,626,546 Local 27.4% 5,124,000 State 9.2% 1,727,401 Federal 3.3% 626,372 General Fund 8.7% 1,627,138 FTE: 68.9 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 2019-20, approximately 6,139 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 Adult Protective Services (APS) and initial intake for In-Home Supportive Services (IHSS). FY 2019-20, I&A handled over 18,800 calls, an increase of almost 1,700 calls from FY 2018-19. The top needs in FY 2019-20 were home care/IHSS (36%), abuse/APS (18%), housing (11%), and insurance (8%). 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, family career support, adult day health care and transportation. Area Agency on Aging Summary Service: Discretionary/Mandatory Level of Service: Discretionary/Mandatory Gross Expenditures: $6,614,037 Financing: 6,050,199 Net County Cost: 563,838 Funding Sources: Federal 62.1% $4,106,375 State 22.8% 1,506,702 Local 6.6% 437,122 General Fund 8.5% 563,838 FTE: 17.7 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 Employment and Human Services Health and Human Services County of Contra Costa FY 2021-2022 Recommended Budget 209 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: $4,272,773 Financing: 384,050 Net County Cost: 3,888,723 Funding Sources: State 9.0% $384,050 General Fund 91.0% 3,888,723 FTE: 19.5 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 2019-20, the GA caseload decreased by 178 cases (22%) as a result of the pandemic. As of June 30, 2020, there were 619 active GA cases, with 224 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 2019-20, there were 70 requests for interments of indigent individuals, of which 20 were approved, 17 were referred to either the Veterans Service Office or the Public Administrator’s Office, 3 withdrawn and 30 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: 14,878 Net County Cost: 74,145 Funding Sources: Local 16.7% $14,878 General Fund 83.3% 74,145 Employment and Human Services Health and Human Services 210 County of Contra Costa FY 2021-2022 Recommended Budget 6. In-Home Supportive Services Description: Provides administration of the In- Home Supportive Services (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 positions were added. As of June 30, 2020, there were 11,584 aged, blind, and disabled IHSS 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: $13,657,322 Financing: 12,175,190 Net County Cost: 1,482,132 Funding Sources: State 89.1% $12,175,190 General Fund 10.9% 1,482,132 FTE: 75.9 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: $49,886,545 Financing: 46,601,910 Net County Cost: 3,284,635 Funding Sources: State 72.1% $35,953,749 Federal 21.3% 10,648,161 General Fund 6.6% 3,284,635 Employment and Human Services Health and Human Services County of Contra Costa FY 2021-2022 Recommended Budget 211 Workforce Services Bureau General Fund 2019-20 Actuals 2020-21 Budget 2021-22 Baseline 2021-22 Recommended Change Expense Salaries And Benefits 73,204,606 85,635,821 91,969,492 91,970,000 508 Services And Supplies 24,133,485 29,665,611 30,500,000 30,500,000 0 Other Charges 58,286,609 60,737,242 63,374,000 63,374,000 0 Expenditure Transfers 38,704,437 48,115,450 45,562,611 45,596,000 33,389 Expense Total 194,329,136 224,154,124 231,406,103 231,440,000 33,897 Revenue Other Local Revenue 21,921,130 22,950,461 23,661,000 23,661,000 0 Federal Assistance 60,942,576 83,930,211 82,023,859 82,023,859 0 State Assistance 109,346,833 114,225,929 121,713,141 122,167,141 454,000 Revenue Total 192,210,539 221,106,601 227,398,000 227,852,000 454,000 Net County Cost (NCC): 2,118,597 3,047,523 4,008,103 3,588,000 (420,103) Allocated Positions (FTE) 755.0 760.0 805.0 805.0 0.0 Financial Indicators Salaries as % of Total Exp 38% 38% 40% 40% % Change in Total Exp 15% 3% 0% % Change in Total Rev 15% 3% 0% % Change in NCC 44% 32% (10%) Compensation Information Permanent Salaries 43,382,474 49,480,683 53,387,176 54,858,640 1,471,464 Temporary Salaries 1,082,929 944,230 267,230 267,230 0 Permanent Overtime 979,916 1,245,387 286,533 286,533 0 Deferred Comp 579,995 720,360 895,860 835,560 (60,300) Comp & SDI Recoveries (373,678) (552,387) (286,533) (286,533) 0 FICA/Medicare 3,355,765 3,909,042 4,355,826 4,194,904 (160,922) Ret Exp-Pre 97 Retirees 130,803 91,442 91,442 91,442 0 Retirement Expense 12,980,131 15,236,649 16,637,528 16,066,964 (570,564) Employee Group Insurance 8,772,997 10,450,317 12,275,845 11,650,525 (625,320) OPEB Pre-Pay 871,513 857,432 862,955 862,955 0 Unemployment Insurance 24,626 50,854 113,923 109,716 (4,207) Workers Comp Insurance 1,391,043 1,256,073 1,344,296 1,294,653 (49,643) Labor Received/Provided 26,093 1,945,739 1,737,412 1,737,412 0 Employment and Human Services Health and Human Services 212 County of Contra Costa FY 2021-2022 Recommended Budget 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 2021-22 Recommended Budget reflects a net expenditure increase of $7,285,876 compared to FY 2020-21. This amount is mainly due to increased salary and benefits costs. The Baseline Budget includes the addition of 45 positions. The change from the FY 2021-22 Baseline Budget to the Recommended Budget includes an increase of $33,389 in expenditure transfers due to a shift of overhead costs. An existing vacancy factor accounted for approximately $3.6 million was established for FY 2020-21. For rounding purpose, a Salaries and Benefits adjustment accounts for a $508 increase from Baseline to the Recommended Budget for FY 2021-22. 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 2019- 20, there were a total of 6,915 CalWORKs applications received, a 2.7% decrease from the prior year. There was a 5% 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, families, infants and children born into poverty. This voluntary program matches eligible clients with trained professionals to support families with children under 24 months. In February of 2020, the Home Visiting program expanded its reach, now serving families with multiple children as long as one child is under 24 months of age. A total of 56 families were served between February 2020 and June 2020. CalWORKs Eligibility Services and Home Visiting Services Service: Mandatory Level of Service: Mandatory Gross Expenditures: $38,069,375 Financing: 38,069,375 Net County Cost: 0 Funding Sources: Federal 51.2% $19,496,335 Transfers 42.9% 16,330,734 State 5.9% 2,242,306 FTE: 176.2 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 2019-20, there were 3,438 registered WTW recipients. Approximately 1,030 of those individuals entered employment, 360 exited CalWORKs due to employment, and 1,069 individuals were exempt. Of those that were exempt some 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 County of Contra Costa FY 2021-2022 Recommended Budget 213 CalWORKs Employment Services Service: Mandatory Level of Service: Discretionary Gross Expenditures: $40,969,599 Financing: 40,969,599 Net County Cost: 0 Funding Sources: Federal 51.2% $20,981,493 Transfers 42.9% 17,574,989 State 5.9% 2,413,117 FTE: 103.5 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 62 teens participating in the Cal-Learn Program in FY 2019-20. CalWORKs Cal-Learn Service: Mandatory Level of Service: Discretionary Gross Expenditures: $167,450 Financing: 167,450 Net County Cost: 0 Funding Sources: Federal 89.7% $150,178 State 10.3% 17,272 FTE: 0.9 e. CalWORKs Childcare – Provides subsidized full-time childcare for CalWORKs recipients until they stabilize and exit CalWORKs due to increased earnings. In FY 2019-20, there were 656 CalWORKs childcare cases, a decrease of 4.7% from the previous year. CalWORKs Childcare Service: Mandatory Level of Service: Mandatory Gross Expenditures: $11,290,513 Financing: 11,290,513 Net County Cost: 0 Funding Sources: Federal 51.2% $5,782,137 Transfers 42.9% 4,843,363 State 5.9% 665,013 FTE: 11.7 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 2019-20, EHSD CalWORKs staff referred 177 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: $2,314,184 Financing: 2,314,184 Net County Cost: 0 Funding Sources: State 100.0% $2,314,184 Employment and Human Services Health and Human Services 214 County of Contra Costa FY 2021-2022 Recommended Budget g. CalWORKs Trafficking and Crime Victims Assistance Program (TCVAP) – Provides non-citizen victims of trafficking, domestic violence, and other serious crimes with state-funded cash assistance, food benefits, employment and social services to assist in becoming self-sufficient. In FY 2019-20, 231 individuals received TCVAP services. CalWORKs Trafficking and Crime Victims Assistance Program (TCVAP) Service: Mandatory Level of Service: Mandatory Gross Expenditures: $200,754 Financing: 200,754 Net County Cost: 0 Funding Sources: Federal 89.7% $180,047 State 10.3% 20,707 FTE: 0.6 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 2019-20, there were 12 Family Stabilization cases. CalWORKs Family Stabilization Service: Mandatory Level of Service: Mandatory Gross Expenditures: $192,272 Financing: 192,272 Net County Cost: 0 Funding Sources: Federal 89.7% $172,439 State 10.3% 19,833 FTE: 0.5 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 2019-20, 30 individuals were placed in subsidized employment positions. The FY 2021-22 Recommended Budget reflects a decrease of $2.5 million. CalWORKs Expanded Subsidized Employment Service: Mandatory Level of Service: Discretionary Gross Expenditures: $2,832,609 Financing: 2,832,609 Net County Cost: 0 Funding Sources: Federal 99.9% $2,830,182 State 0.1% 2,427 FTE: 9.3 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 2019-20, 97 participants received housing assistance through HousingWORKS!. Employment and Human Services Health and Human Services County of Contra Costa FY 2021-2022 Recommended Budget 215 CalWORKs Housing Support Summary Service: Discretionary Level of Service: Discretionary Gross Expenditures: $2,415,719 Financing: 2,415,719 Net County Cost: 0 Funding Sources: Federal 89.7% $2,166,541 State 10.3% 249,178 2. CalWORKs Cash Assistance Description: Provides cash assistance to eligible families based on income levels. In FY 2019-20, the average monthly CalWORKs cash assistance grant per case was $635. The average monthly caseload was 6,369, a 5.2% decrease from the previous year. The FY 2021- 22 Budget includes a 1.5% Cost of Living Adjustment for CalWORKs families. CalWORKs Cash Assistance Summary Service: Mandatory Level of Service: Mandatory Gross Expenditures: $56,745,158 Financing: 56,007,887 Net County Cost: 737,271 Funding Sources: State 44.1% $25,047,779 Local 41.7% 23,661,000 Federal 12.9% 7,299,088 General Fund 1.3% 737,271 3. CalFresh and Workforce Incentive Nutritional Supplement (WINS) Eligibility Description: Provides application processing, eligibility determination and ongoing case management for the CalFresh food assistance program, including the Work Incentive Nutritional Supplement (WINS) for low-income families and individuals. In FY 2019-20, the average amount of CalFresh food assistance per household was $ $193. During FY 2019-20, 41,683 CalFresh applications were received. There are approximately 64,177 individuals enrolled in the program. CalFresh and Workforce Incentive Nutritional Supplement Eligibility Summary Service: Mandatory Level of Service: Mandatory Gross Expenditures: $50,523,932 Financing: 47,722,508 Net County Cost: 2,801,424 Funding Sources: Federal 50.8% $25,656,074 State 43.7% 22,066,434 General Fund 5.5% 2,801,424 FTE: 218.1 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 2019-20, 14,200 cases received the SUAS benefit, a 46.8% decrease from the previous year. WINS provides $10 per month additional food supplement for eligible CalFresh and California Food Assistance Program households. In FY 2019-20, 1,487 cases received the WINS benefit. Employment and Human Services Health and Human Services 216 County of Contra Costa FY 2021-2022 Recommended Budget SUAS and WINS Supplement Cash Assistance Summary Service: Mandatory Level of Service: Mandatory Gross Expenditures: $498,087 Financing: 498,087 Net County Cost: 0 Funding Sources: State 100% $498,087 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 2019-20, there were approximately 46,993 Medi-Cal applications received, a 10.1% increase from the previous year. Throughout the fiscal year, an average of 247,555 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: $63,194,232 Financing: 63,194,232 Net County Cost: 0 Funding Sources: State 100.0% $63,194,232 FTE: 281.4 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 2019- 20, General Assistance staff processed 161 CAPI applications, and 4,384 individuals were served by CAPI. Refugee Programs Eligibility Summary Service: Mandatory Level of Service: Mandatory Gross Expenditures: $588,797 Financing: 588,797 Net County Cost: 0 Funding Sources: State 100.0% $588,797 FTE: 2.8 7. Refugee Programs Cash Assistance Description: Provides payments for the Refugee Cash Assistance (RCA). In FY 2019- 20, 6 individuals received cash assistance through the RCA program. Employment and Human Services Health and Human Services County of Contra Costa FY 2021-2022 Recommended Budget 217 Refugee Programs Cash Assistance Summary Service: Mandatory Level of Service: Mandatory Gross Expenditures: $137,100 Financing: 137,100 Net County Cost: 0 Funding Sources: Federal 100% $137,100 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. Under a renewed agreement this partnership has been extended through 2022. The North Richmond SIT provided access to fax machines, personal computers, and other business-related services on-site to 1,236 individuals in FY 2019-20. b. SparkPoint: SparkPoint Contra Costa (SPCC) 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, legal consultation, year-round free tax preparation, Individual Tax Identification Number application, and resource giveaways (e.g. turkeys, bikes, toys, and food boxes). In response to COVID-19, SPCC also secured new funding to add the distribution of direct cash assistance and rental assistance to its clients most in need. In the past year, 42% of SparkPoint clients were using public benefits (Medi-Cal, SSI/SSDI, WIC, CalWORKs, etc.). Approximately 568 clients were served by SPCC in the past year with programming moving to remote when shelter-in-place was mandated. 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. Last year, 86% of SPCC clients showed an improvement in their debt, income, savings, and/or credit within a three-month time frame. SparkPoint clients looking for employment were placed in jobs earning an average of $17.99 per hour, which is well above minimum wage. Service Integration Team / SparkPoint Summary Service: Discretionary Level of Service: Discretionary Gross Expenditures: $163,805 Financing: 114,500 Net County Cost: 49,305 Funding Sources: Transfers 69.9% $114,500 General Fund 30.1% 49,305 Employment and Human Services Health and Human Services 218 County of Contra Costa FY 2021-2022 Recommended Budget Ann Adler Children and Family Trust General Fund 2019-20 Actuals 2020-21 Budget 2021-22 Baseline 2021-22 Recommended Change Expense Services And Supplies 65,330 65,000 50,000 50,000 0 Expense Total 65,330 65,000 50,000 50,000 0 Revenue Other Local Revenue 64,973 65,000 50,000 50,000 0 Revenue Total 64,973 65,000 50,000 50,000 0 Net County Cost (NCC): 358 0 0 0 0 Financial Indicators % Change in Total Exp (1%) (23%) 0% % Change in Total Rev 0% (23%) 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 2021-22 Baseline Budget maintains the current level of services via accessing additional child welfare funding. No adjustment from Baseline to Recommended Budget for FY 2021-22 is required. Ann Adler Children and Family Trust Service: Discretionary Level of Service: Discretionary Gross Expenditures: $50,000 Financing: 50,000 Net County Cost: 0 Funding Sources: Local 100.0% $50,000 Employment and Human Services Health and Human Services County of Contra Costa FY 2021-2022 Recommended Budget 219 Workforce Development Board General Fund 2019-20 Actuals 2020-21 Budget 2021-22 Baseline 2021-22 Recommended Change Expense Salaries And Benefits 1,501,034 1,755,842 1,837,000 1,837,000 0 Services And Supplies 4,062,076 6,286,456 4,731,000 4,731,000 0 Other Charges 397,006 655,922 539,000 539,000 0 Expenditure Transfers (23,239) 1,134 2,000 2,000 0 Expense Total 5,936,877 8,699,354 7,109,000 7,109,000 0 Revenue Other Local Revenue 422,841 597,632 548,000 548,000 0 Federal Assistance 5,576,506 8,088,722 6,543,000 6,543,000 0 State Assistance 19,344 0 0 0 0 Revenue Total 6,018,691 8,686,354 7,091,000 7,091,000 0 Net County Cost (NCC): (81,815) 13,000 18,000 18,000 0 Allocated Positions (FTE) 11.0 12.0 12.0 12.0 0.0 Financial Indicators Salaries as % of Total Exp 25% 20% 26% 26% % Change in Total Exp 47% (18%) 0% % Change in Total Rev 44% (18%) 0% % Change in NCC (116%) 38% 0% Compensation Information Permanent Salaries 933,398 1,026,126 1,164,651 1,164,651 0 Temporary Salaries 28,049 98,000 0 0 0 Permanent Overtime 0 0 0 0 0 Deferred Comp 20,916 21,876 24,360 24,360 0 FICA/Medicare 73,798 85,819 88,582 88,582 0 Ret Exp-Pre 97 Retirees 2,879 3,455 3,455 3,455 0 Retirement Expense 282,528 312,715 346,498 346,498 0 Employee Group Insurance 96,630 154,981 155,511 155,511 0 OPEB Pre-Pay 24,375 23,981 24,135 24,135 0 Unemployment Insurance 539 1,124 2,329 2,329 0 Workers Comp Insurance 29,853 27,766 27,480 27,480 0 Labor Received/Provided 8,069 0 0 0 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 Employment and Human Services Health and Human Services 220 County of Contra Costa FY 2021-2022 Recommended Budget competitiveness of the local workforce to support economic vitality in the region. The WDB promotes a workforce development system that meets the needs of businesses, job seekers, and workers, to support a strong and vibrant economy in Contra Costa County. The FY 2021-22 Baseline Budget compared to FY 2020-21 decreased by $1,590,354. This is primarily due to the discontinuation of emergency grant funding provided in 2020 for pandemic response. There is no change from the Baseline Budget to the Recommended Budget for FY 2021-22. 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 over 17,000 individuals and over 5,500 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 2019- 20, this program provided basic services to over 12,000 people and enrolled 593 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 County of Contra Costa FY 2021-2022 Recommended Budget 221 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 2019-20, 166 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 2019-20, 126 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 will receive $190,221 of AB109 funding in FY 2021-22 to support capacity building and businesses engagement, focusing on supporting the needs of the reentry population. In FY 2021-22, the WDB will receive $200,239 in funding from the California Workforce Development Board to provide services under the Prison to Employment Grant. Also, in FY 2021-22, the WDB will receive $54,320 from the Workforce Accelerator Fund (WAF) to align Workforce and Homeless services and systems. Workforce Innovation & Opportunity Act and Grants Summary Service: Mandatory Level of Service: Discretionary Gross Expenditures: $7,109,000 Financing: 7,091,000 Net County Cost: 18,000 Funding Sources: Federal 92.0% $6,543,000 Local 7.7% 548,000 General Fund 0.3% 18,000 FTE: 12.0 Employment and Human Services Health and Human Services 222 County of Contra Costa FY 2021-2022 Recommended Budget Community Services Bureau General Fund 2019-20 Actuals 2020-21 Budget 2021-22 Baseline 2021-22 Recommended Change Expense Salaries And Benefits 16,301,591 21,833,581 21,708,000 21,708,000 0 Services And Supplies 15,253,460 20,992,399 20,125,000 20,125,000 0 Other Charges 67,955 85,243 65,000 65,000 0 Fixed Assets 92,470 500,000 500,000 500,000 0 Expenditure Transfers 5,576,757 11,998,530 13,438,000 13,438,000 0 Expense Total 37,292,233 55,409,753 55,836,000 55,836,000 0 Revenue Other Local Revenue 8,659,487 13,562,035 13,711,000 13,711,000 0 Federal Assistance 28,290,158 41,468,718 41,746,000 41,746,000 0 State Assistance 122,005 220,000 220,000 220,000 0 Revenue Total 37,071,650 55,250,753 55,677,000 55,677,000 0 Net County Cost (NCC): 220,583 159,000 159,000 159,000 0 Allocated Positions (FTE) 197.5 197.5 185.5 185.5 0.0 Financial Indicators Salaries as % of Total Exp 44% 39% 39% 39% % Change in Total Exp 49% 1% 0% % Change in Total Rev 49% 1% 0% % Change in NCC (28%) 0% 0% Compensation Information Permanent Salaries 8,726,705 12,083,718 11,668,167 11,668,167 0 Temporary Salaries 945,588 716,942 1,030,461 1,030,461 0 Permanent Overtime 12,510 25,093 23,059 23,059 0 Deferred Comp 95,619 171,109 155,144 155,144 0 Perm Phys Addnl Duty Pay (156) 0 0 0 0 Comp & SDI Recoveries (61,351) (30,353) (30,364) (30,364) 0 FICA/Medicare 714,777 932,554 922,185 922,185 0 Ret Exp-Pre 97 Retirees 27,997 35,667 35,401 35,401 0 Retirement Expense 2,612,768 3,552,713 3,495,086 3,495,086 0 Employee Group Insurance 2,107,248 3,088,189 3,210,598 3,210,598 0 Retiree Health Insurance 663,079 585,208 684,855 684,855 0 OPEB Pre-Pay 208,264 204,899 206,219 206,219 0 Unemployment Insurance 5,266 11,805 23,602 23,602 0 Workers Comp Insurance 300,882 308,912 283,587 283,587 0 Labor Received/Provided (57,605) 147,125 0 0 0 Employment and Human Services Health and Human Services County of Contra Costa FY 2021-2022 Recommended Budget 223 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 2021-22 Baseline Budget reflects a net increase in operating expenses of $426,247 from the FY 2020-21 Budget. Baseline Budget includes the cancellation of four vacant and unfunded positions and the reduction of another 8 positions reassigned to the Administrative Services Bureau. Baseline revenues are also projected to increase by $426,247 from the FY 2020-21 Budget funding level. No adjustment from Baseline to Recommended Budget for FY 2021-22 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 546 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: $23,799,000 Financing: 23,799,000 Net County Cost: 0 Funding Sources: Federal 99.1% $23,579,000 State 0.9% 220,000 FTE: 56.0 2. Comprehensive Funding Model (formerly known as Child Start) Description: The Comprehensive Funding Model combines Head Start, Early Head Start and Child Development Funds to provide year- round childcare (10.5 hours per day) for about 699 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 42 classrooms in, or close to, neighborhoods where the children live. Comprehensive Funding Model Summary Service: Discretionary Level of Service: Mandatory Gross Expenditures: $10,384,844 Financing: 10,384,311 Net County Cost: 533 Funding Sources: Local 89.0% $9,247,436 Transfers 10.9% 1,136,875 Net County Cost 0.1% 533 FTE: 78.5 Employment and Human Services Health and Human Services 224 County of Contra Costa FY 2021-2022 Recommended Budget 3. Early Head Start Description: Early Head Start provides infant, toddler and family comprehensive services to 573 eligible children and their families. Approximately $2.52 million in Early Head Start revenue is transferred to the Child Development Fund to support staff costs for services provided to 153 of the 573 children in full-day childcare. Early Head Start revenue also funds enhancement services to seven partnering childcare agencies. 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: $13,877,000 Financing: 13,877,000 Net County Cost: 0 Funding Sources: Federal 100.0% $13,877,000 FTE: 19.0 4. Child Nutrition Description: Child Nutrition prepares and delivers approximately 253,116 meals (breakfast, snacks, and lunch) to more than 1,153 children enrolled in Head Start and Child Development childcare centers throughout the County. Childhood Nutrition Summary Service: Discretionary Level of Service: Mandatory Gross Expenditures: $1,815,345 Financing: 1,815,345 Net County Cost: 0 Funding Sources: Local 81.4% $1,477,356 Transfers 18.6% 337,989 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 subcontracts with 13 community based agencies to support work in the four priority areas stated above. Employment and Human Services Health and Human Services County of Contra Costa FY 2021-2022 Recommended Budget 225 Community Action Programs Summary Service: Discretionary Level of Service: Mandatory Gross Expenditures: $5,664,779 Financing: 5,506,312 Net County Cost: 158,467 Funding Sources: Local 52.8% $2,986,208 Federal 23.8% 1,350,479 Transfers 20.6% 1,169,625 General Fund 2.8% 158,467 FTE: 15.0 6. Housing & Energy Description: The Housing & Energy program combines funding from the U.S. Department of Energy and the U.S. Health and Human Services Department to provide utility bill payment assistance, energy education and weatherization services to approximately 4,431 low-income households of the County. The average grant for energy assistance in Contra Costa County is $534 per household, per year. Housing & Energy Summary Service: Discretionary Level of Service: Mandatory Gross Expenditures: $2,939,521 Financing: 2,939,521 Net County Cost: 0 Funding Sources: Federal 100.0% $2,939,521 FTE: 5.0 Employment and Human Services Health and Human Services 226 County of Contra Costa FY 2021-2022 Recommended Budget Contra Costa Alliance to End Abuse General Fund 2019-20 Actuals 2020-21 Budget 2021-22 Baseline 2021-22 Recommended Change Expense Services And Supplies 2,273,774 3,313,741 2,398,000 2,398,000 0 Expenditure Transfers 148,288 23,259 34,000 34,000 0 Expense Total 2,422,062 3,337,000 2,432,000 2,432,000 0 Revenue Other Local Revenue 361 0 0 0 0 Federal Assistance 694,133 1,658,000 753,000 753,000 0 Revenue Total 694,494 1,658,000 753,000 753,000 0 Net County Cost (NCC): 1,727,568 1,679,000 1,679,000 1,679,000 0 Financial Indicators % Change in Total Exp 38% (27%) 0% % Change in Total Rev 139% (55%) 0% % Change in NCC (3%) 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 2021-22 Baseline Budget includes a net decrease in contracted expenditures of $905,000. The decrease is due to a grant that expired on September 30, 2020. The grant was for Domestic Violence Homicide Prevention Initiative. No adjustment from Baseline to Recommended Budget for FY 2021-22 is required. Contra Costa Alliance to End Abuse Summary Service: Discretionary Level of Service: Discretionary Gross Expenditures: $2,432,000 Financing: 753,000 Net County Cost: 1,679,000 Funding Sources: Federal 31.0% $753,000 General Fund 69.0% 1,679,000 Employment and Human Services Health and Human Services County of Contra Costa FY 2021-2022 Recommended Budget 227 County Children's Trust County Children’s Fund 2019-20 Actuals 2020-21 Budget 2021-22 Baseline 2021-22 Recommended Change Expense Services And Supplies 192,162 216,000 136,000 136,000 0 Other Charges 0 27,025 0 0 0 Expense Total 192,162 243,025 136,000 136,000 0 Revenue Other Local Revenue 178,718 216,000 136,000 136,000 0 Revenue Total 178,718 216,000 136,000 136,000 0 Net Fund Cost (NFC): 13,443 27,025 0 0 0 Allocated Positions (FTE) Financial Indicators % Change in Total Exp 26% (44%) 0% % Change in Total Rev 21% (37%) 0% % Change in NFC 101% (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 2021-22 Baseline Budget maintains the current level of services via accessing additional child welfare funding. No adjustment from Baseline to Recommended for FY 2021-22 is required. County Children’s Trust - Fund 132800 Service: Discretionary Level of Service: Discretionary Gross Expenditures: $136,000 Financing: 136,000 Net Fund Cost: 0 Funding Sources: Local 100.0% $136,000 Employment and Human Services Health and Human Services 228 County of Contra Costa FY 2021-2022 Recommended Budget In-Home Supportive Services Public Authority IHSS Public Authority Fund 2019-20 Actuals 2020-21 Budget 2021-22 Baseline 2021-22 Recommended Change Expense Salaries And Benefits 1,623,697 1,744,631 1,849,000 1,849,000 0 Services And Supplies 200,221 192,590 189,000 189,000 0 Other Charges 534,550 532,666 535,000 535,000 0 Expenditure Transfers 0 0 0 0 0 Expense Total 2,358,469 2,469,887 2,573,000 2,573,000 0 Revenue Other Local Revenue 286,340 456,034 407,000 407,000 0 Federal Assistance 1,096,444 1,288,736 1,281,000 1,281,000 0 State Assistance 875,800 726,230 885,000 885,000 0 Revenue Total 2,258,584 2,471,000 2,573,000 2,573,000 0 Net Fund Cost (NFC): 99,885 (1,113) 0 0 0 Financial Indicators Salaries as % of Total Exp 69% 71% 72% 72% % Change in Total Exp 5% 4% 0% % Change in Total Rev 9% 4% 0% % Change in NFC (101%) (100%) 0% Compensation Information Permanent Salaries 988,199 1,049,739 1,113,404 1,113,404 0 Deferred Comp 18,075 18,720 19,847 19,847 0 FICA/Medicare 74,957 79,653 84,449 84,449 0 Retirement Expense 333,329 359,802 381,466 381,466 0 Employee Group Insurance 192,337 219,084 232,276 232,276 0 Retiree Health Insurance 16,254 17,107 17,000 17,000 0 Unemployment Insurance 547 526 558 558 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 2019- 20, the IHSS Public Authority received 327 provider applications and added 111 new providers to the Public Authority 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 2021-22 Baseline Budget reflects an overall expenditure increase of $103,113 compared to FY 2020-21 due to increased salaries and benefits costs. Employment and Human Services Health and Human Services County of Contra Costa FY 2021-2022 Recommended Budget 229 There is no change from the Baseline Budget to the Recommended Budget for FY 2021-22. IHSS Public Authority Summary - Fund 115500 Service: Mandatory Level of Service: Discretionary Gross Expenditures: $2,573,000 Financing: 2,573,000 Net Fund Cost: 0 Funding Sources: Federal 49.8% $1,281,000 State 34.4% 885,000 Local 15.8% 407,000 * The Public Authority has 16.0 FTE’s that are not employees of the County. Employment and Human Services Health and Human Services 230 County of Contra Costa FY 2021-2022 Recommended Budget Child Development Fund Child Development Fund 2019-20 Actuals 2020-21 Budget 2021-22 Baseline 2021-22 Recommended Change Expense Salaries And Benefits 7,767,772 9,556,437 9,803,000 9,803,000 0 Services And Supplies 5,028,817 5,323,134 5,309,000 5,309,000 0 Other Charges 8,501,204 12,313,728 11,927,000 11,927,000 0 Fixed Assets 0 300,000 300,000 300,000 0 Expenditure Transfers 8,458,418 9,866,720 9,865,000 9,865,000 0 Expense Total 29,756,211 37,360,019 37,204,000 37,204,000 0 Revenue Other Local Revenue 5,179,310 7,371,443 7,506,000 7,506,000 0 State Assistance 24,587,584 29,860,465 29,698,000 29,698,000 0 Revenue Total 29,766,893 37,231,908 37,204,000 37,204,000 0 Net Fund Cost (NFC): (10,683) 128,111 0 0 0 Allocated Positions (FTE) 97.0 99.0 93.0 93.0 0.0 Financial Indicators Salaries as % of Total Exp 26% 26% 26% 26% % Change in Total Exp 26% 0% 0% % Change in Total Rev 25% 0% 0% % Change in NFC (1,299%) (100%) 0% Compensation Information Permanent Salaries 3,866,140 4,634,231 4,730,853 4,730,853 0 Temporary Salaries 853,045 1,106,878 1,289,475 1,289,475 0 Permanent Overtime 7,003 8,616 8,616 8,616 0 Deferred Comp 28,670 49,899 65,203 65,203 0 Comp & SDI Recoveries (72,641) (32,304) (32,304) (32,304) 0 FICA/Medicare 331,115 439,281 376,657 376,657 0 Ret Exp-Pre 97 Retirees 10,433 23,146 23,146 23,146 0 Retirement Expense 1,144,107 1,400,648 1,405,525 1,405,525 0 Employee Group Insurance 1,096,456 1,396,717 1,543,124 1,543,124 0 Retiree Health Insurance 279,429 369,125 271,889 271,889 0 Unemployment Insurance 2,430 4,555 9,322 9,322 0 Workers Comp Insurance 141,606 155,646 111,494 111,494 0 Labor Received/Provided 79,978 0 0 0 0 Employment and Human Services Health and Human Services County of Contra Costa FY 2021-2022 Recommended Budget 231 Description: The Child Development Fund provides funding for the California State Preschool Program (CSPP) and General Child Care & Development Program (CCTR) that serves about 1,512 children of low- and middle- income families in 12 directly operated centers with 42 classrooms and eleven partner centers 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 2019-20 2,093 children participated. FY 2021-22 Child Development Fund Baseline Budget reflects a decrease in operating expenses of $156,019 from FY 2020-21 Budget. Baseline Budget includes the cancellation of five vacant and unfunded positions and the reduction of one additional position reassigned to Community Services Bureau. Baseline revenues are projected to decrease by $27,908 from FY 2020-21 Budget. No adjustment from Baseline to Recommended Budget for FY 2021-22 is required. Child Development Fund Summary - Fund 111600 Service: Discretionary Level of Service: Mandatory Expenditures: $37,204,000 Financing: 37,204,000 Net Fund Cost: 0 Funding Sources: State 79.8% $29,698,000 Local 20.2% 7,506,000 FTE: 93.0 Employment and Human Services Health and Human Services 232 County of Contra Costa FY 2021-2022 Recommended Budget Childcare Enterprise Fund Childcare Enterprise Fund 2019-20 Actuals 2020-21 Budget 2021-22 Baseline 2021-22 Recommended Change Expense Services And Supplies 0 911 1,000 1,000 0 Other Charges 0 1,000 1,000 1,000 0 Expenditure Transfers 0 72,089 72,000 72,000 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 Allocated Positions (FTE) Financial Indicators % 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 2021-22 Baseline Budget maintains the current level of services. No adjustment from Baseline to Recommended Budget for FY 2021-22 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 County of Contra Costa FY 2021-2022 Recommended Budget 233 Contra Costa Alliance to End Abuse - Special Revenue Fund Domestic Violence Victim Asst Fund 2019-20 Actuals 2020-21 Budget 2021-22 Baseline 2021-22 Recommende d Change Expense Services And Supplies 223,651 326,808 350,000 350,000 0 Expenditure Transfers 44,836 28,700 50,000 50,000 0 Expense Total 268,487 355,508 400,000 400,000 0 Revenue Other Local Revenue 232,026 345,000 400,000 400,000 0 Revenue Total 232,026 345,000 400,000 400,000 0 Net Fund Cost (NFC): 36,461 10,508 0 0 0 Allocated Positions (FTE) Financial Indicators % Change in Total Exp 32% 13% 0% % Change in Total Rev 49% 16% 0% % Change in NFC (71%) (100%) 0% Description: Provides funding for emergency shelter, counseling, health and social welfare services to victims of domestic violence as mandated by Welfare and Institutions Code §18290-18308. Twenty-three dollars of each marriage license fee has been dedicated to fund these services. Additional funds are 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 2021-22 Baseline Budget includes an expenditure increase of $44,492 and an increase in revenue of $55,000. No adjustment from Baseline to Recommended Budget for FY 2021-22 is required. Contra Costa Alliance to End Abuse – Special Revenue Fund Summary - Fund 112500 Service: Mandatory Level of Service: Mandatory Gross Expenditures: $400,000 Financing: 400,000 Net Fund Cost: 0 Funding Sources: Local 100% $400,000 Employment and Human Services Health and Human Services 234 County of Contra Costa FY 2021-2022 Recommended Budget Contra Costa Alliance to End Abuse SB 968 Administration Zero Tolerance- Domestic Violence Fund 2019-20 Actuals 2020-21 Budget 2021-22 Baseline 2021-22 Recommended Change Expense Salaries And Benefits 412,056 499,164 539,000 539,000 0 Services And Supplies 78,986 463,098 522,000 522,000 0 Other Charges 43,109 35,933 47,000 47,000 0 Expenditure Transfers 242 0 0 0 0 Expense Total 534,393 998,195 1,108,000 1,108,000 0 Revenue Other Local Revenue 560,943 424,000 1,108,000 1,108,000 0 Revenue Total 560,943 424,000 1,108,000 1,108,000 0 Net Fund Cost (NFC): (26,550) 574,195 0 0 0 Allocated Positions (FTE) 4.0 4.0 4.0 4.0 0.0 Financial Indicators Salaries as % of Total Exp 77% 50% 49% 49% % Change in Total Exp 87% 11% 0% % Change in Total Rev (24%) 161% 0% % Change in NFC (2,263%) (100%) 0% Compensation Information Permanent Salaries 274,162 328,464 353,775 353,775 0 Deferred Comp 7,667 9,240 8,220 8,220 0 FICA/Medicare 21,342 25,127 27,020 27,020 0 Ret Exp-Pre 97 Retirees 695 601 695 695 0 Retirement Expense 70,698 89,546 94,626 94,626 0 Employee Group Insurance 28,917 37,744 45,622 45,622 0 Unemployment Insurance 152 328 706 706 0 Workers Comp Insurance 8,424 8,113 8,336 8,336 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 2021-22 Baseline Budget includes an expenditure increase of $109,805 and a revenue increase of $684,000, due to a new grant that was awarded on 10/01/20 for Abuse in Later Life Program, from the Office of Violence Against Employment and Human Services Health and Human Services County of Contra Costa FY 2021-2022 Recommended Budget 235 Woman (OVW) for enhanced training and services. No adjustment from Baseline to Recommended Budget for FY 2021-22 is required. Contra Costa Alliance to End Abuse - SB 968 Administration Summary – Fund 112700 Service: Mandatory Level of Service: Discretionary Gross Expenditures: $1,108,000 Financing: 1,108,000 Net Fund Cost: 0 Funding Sources: Local 100% $1,108,000 FTE: 4.0 Employment and Human Services Health and Human Services 236 County of Contra Costa FY 2021-2022 Recommended Budget CAO’s Recommendation The Recommended Net County Cost of $26,073,000 will provide the funding necessary to maintain current service levels in Fiscal Year (FY) 2021-22. The FY 2021-22 Recommended Net County Cost is decreased by $3,288,000 from FY 2020-21, which is due to a combination of increased salary and benefit costs, reduced contracted services, decreased fixed assets allocations and additional state revenue. FY 2021-22 Recommended costs for salaries and benefits increased by $10,577,249 to provide funding for 1,900 authorized positions. Services and supplies are decreased by $5,301,366 reflecting reduction in operating costs for the department and contractors due to the COVID- 19 pandemic. Since July 1, 2020, 155 positions have been filled and an additional 172 positions are currently in the process of being filled. During FY 2021-22, the Department expects increases in Local and State funding and decreases in Federal funding. The FY 2021-22 Recommended Budget includes increased revenues of $7.8 million in General Fund bureaus, and an overall increase of $8.6 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 2021, the Department had 218 vacant positions, at an FY 2020-21 cost of $23.9 million. The FY 2021-22 vacancy factor increases by $2.2 million from the existing vacancy factor of $3.9 million in FY 2020-21. The FY 2021-22 vacancy factor increase equals approximately 18 FTEs. The County Administrator’s Office will closely monitor the department’s budget and adjust the vacancy factor if necessary. 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 2021-22 Recommended Budget project a $1.68 million increase of locally sourced revenue; a $4.6 million decrease from federally sourced revenue, and a $10.7 million increase from State revenues compared to the FY 2020-21 budget. With the economy weakened by the rise in unemployment during the pandemic, the Workforce Services Bureau caseload is expected to increase, as well as the corresponding State and Local revenue for the provision of those services. The FY 2021-22 recommended budget includes increased allocation to fund an additional 45 FTEs in the Bureau as compared to FY 2020-21. This will provide additional staff resources to respond to applications for CalWORKs, CalFresh and Medi- Cal. Referrals for services provided by the Children and Family Services Bureau decreased during the pandemic due to school closures and reduced interactions with children outside their homes. Baseline budget included a strategic cancellation of 16 vacant and unfunded positions. Contracted services and supplies are expected to decrease by $2.5 million. Revenue is budgeted to decrease by approximately $442,000 from last fiscal year mainly due to state funding reduction. 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 continue in FY 2021-22. The State revenue allocated for IHSS increased by approximately $409,000. The State Realignment Revenue increased by $3.2 million which resulted in a decrease of $3.9 million net county cost for the Bureau. The Community Services Bureau Early Head Start Program received $1.1 million in additional Federal revenue for FY 2021-22 for additional childcare slots and enhanced services. This budget maintains staffing levels and contracts. Employment and Human Services Health and Human Services County of Contra Costa FY 2021-2022 Recommended Budget 237 As in past years, EHSD does not yet have a finalized State funding allocation for FY 2021-22. The Department has included estimated revenue based on the Governor’s FY 2021-22 Proposed Budget and historical allocation information. The General Fund revenue 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. Performance Measures In 2020, the Employment and Human Services Department (EHSD) set forth five organizational goals. The following is an update on those goals: 1. EHSD will Become a Data-Driven Organization for Performance and Results EHSD aimed to have the data and accompanying products to facilitate decision-making at the operational level. We did the following in 2020: • Finalized a process for producing an EHSD Program Data dashboard which is now published on EHSD.org, the public facing website, and updated monthly. This data is available to the public and EHSD staff. • Initiated an Executive Level Dashboard. This included trainings to program staff on performance metrics and outcomes and compiling a list of potential headline performance metrics to be included in an Executive Level Dashboard. • In response to the pandemic, created EHSD COVID Data Snapshots that are now published to EHSD.org and updated quarterly. These are available to the public and EHSD staff. • Created prototype GIS maps to visualize hot spots of customer service utilization by main public benefits programs, for use in planning and emergency response. • Implemented a benefits program reporting tool which provides daily snapshots of workload, productivity, and compliance for data-informed decisions at all levels of the organization. EHSD aims to continue working towards becoming a data-driven organization for performance and results. For 2021, this goal will be rolled into a broader goal – EHSD will develop products for public information and education. 2. EHSD will Develop an Organizational Culture that Supports the Workforce EHSD aimed to increase understanding of needed changes to enhance employee retention. We did the following in 2020: • In November 2020, we initiated a process for conducting confidential voluntary Exit Surveys for departing staff. Since initiation of the process until the end of 2020, 6 staff have taken advantage of the survey opportunity out of the 29 total staff that departed. • Strengthened communications with staff, which includes increased communication of changes and videos on continuous improvement in our Headlines newsletter, constant communications with staff working remotely, and a periodic Executive Team webinar to all staff. • Due to challenges related to the pandemic, we have not made progress on Stay Surveys due to competing priorities. Instead, we significantly increased staff communication by issuing COVID workplace reports, informed staff of potential exposure, and issued Risk Management documents regarding COVID risk precautions. We continue to be committed to this area and are rolling our Stay Survey effort into an upcoming 2021 goal – EHSD will build staff trust by studying and responding to staff preferences in workplace culture. Employment and Human Services Health and Human Services 238 County of Contra Costa FY 2021-2022 Recommended Budget 3. EHSD will Organize a Personnel Unit that Creates Effective Outcomes EHSD aimed to improve coordination between its Personnel Division and County Human Resources Department to improve processes and create effective outcomes for the organization. We did the following in 2020: • In response to a Children and Family Services study, EHSD embarked on the process of hiring additional staff to strengthen and support EHSD Personnel functions. Two new positions were added, including a Deputy Personnel Officer to be filled in 2021. • Initiated the process of planning and setting priorities for our EHSD Personnel Unit. • Initiated the process of identifying tools for tracking Personnel activities and tasks. Utilized Microsoft Teams to create working groups wherein Personnel staff posted and maintained shared documents with Bureau Directors for improved tracking of Personnel activities and enhanced communication. 4. EHSD will Target Improvements in Delivering Services to Customers Technology Improvements: EHSD aimed to expand several initiatives that allow customers to engage with us without coming into an office. We did the following in 2020: • EHSD was able to increase and expand its use of texting as a method for communicating with program customers. This includes a two-way texting service for benefits program customers, a text campaign to distribute information about affordable internet and equipment offers for low-income Contra Costa residents, and enhanced communication through the use of automated texts and emails with Head Start and Early Head Start families. • In January 2020, EHSD was supporting approximately 75 employees working remotely. In response to the COVID Stay at Home order, we rapidly arranged for over 1,500 staff members to be able to work from home, without diminishing the quality of service to our customers during a period of increased Employment and Human Services Health and Human Services County of Contra Costa FY 2021-2022 Recommended Budget 239 demand for benefits. As part of this effort we purchased and deployed over 600 PCs, laptops, and iPads and 700 iPhones in a tight-supply market, while assuring security measures were in place. Increased Timely Access to Services: EHSD aimed to focus on improving access to services. We did the following in 2020: • We created efficiencies which led to an increased compliance rate for IHSS reassessments, above our goal of 75%. • In 2020, we worked closely with Health Services staff (Public Health Nurse or Community Health Workers) to increase the number of providers and schedule more timely appointments for children. Our goal was for 75% of foster children to receive timely medical and dental examinations. We encountered challenges in meeting this goal as medical and dental providers closed or decreased hours/accessibility due to the shelter-in-place orders. Some caregivers were reluctant to bring kids to appointments during the pandemic, while new providers were not making themselves available. Public Health Nurse had to pivot to do contact tracing and other COVID-related activities. We remain committed to improving customer access to our services. We will be moving forward with the efforts noted here as part of a future goal – EHSD will enhance customer remote access to EHSD services and programs. 5. EHSD will Build a High Trust Culture with Energized Employees EHSD aimed to collaborate with County HR to pilot an initiative that will build a High Trust Culture for EHSD. We aimed to agree on a definition of a High Trust Culture, and to deliver trainings that communicate the definition to EHSD staff. Due to challenges related to the pandemic and competing priorities, EHSD was unable to work with County HR on this effort in 2020. We will roll efforts related to this goal into a future goal – EHSD will engage its staff on addressing racial equity and social justice issues through its Equity and Inclusion Core Team. Employment and Human Services Health and Human Services 240 County of Contra Costa FY 2021-2022 Recommended Budget Administrative and Program Goals For 2021, EHSD identified the following organizational goals: Public Education 1. EHSD will develop products for public information and education. We will know we have met this goal when: • Each quarter, at least 3 informational products and/or trainings are distributed. Previous samples include: Impact Briefs, COVID Snapshot Reports, and Public Charge Community Trainings. • GIS maps, detailing enrollment of major public benefits programs by supervisorial districts, are posted to the EHSD.org web site and updated quarterly. • We have conducted outreach to 500 Elected Officials, County Leaders and Department Heads, and community partners on these new informational products and trainings, including the use of social media and traditional media outlets, and e-mail distribution. Service Delivery Efficiency and Effectiveness 2. EHSD will enhance customer remote access to EHSD services and programs. We will know we have met this goal when: • Three out of five EHSD service bureaus will have incorporated remote communication with customers into their workflows. • A customer satisfaction survey measuring remote service access has been responded to by 10% of EHSD customers. • Growing customer remote access will have created resource efficiencies. Teamwork and Organizational Development 3. EHSD will develop an initiative which will define remote work, by bureau and classification, across the organization. We will know we have met this goal when: • Two work study surveys will have been completed with EHSD staff. • Remote work will have been defined and incorporated as a work option for designated segments of EHSD. 4. EHSD will engage staff on racial equity and social justice issues through its Equity and Inclusion Core Team. We will know we have met this goal when: • Two surveys will have been administered to customers and/or staff to solicit input. • The Equity and Inclusion Core Team, formed and led by staff, has submitted recommendations which have been incorporated into EHSD policy and practice. • A strategy will have been developed to ensure professional development by providing opportunities and support for staff who are interested in promoting, including mock interviews and trainings led by Staff Development and the Equity and Inclusion Core Team. • Two trainings on racial equity and social justice have been offered to all staff and 50% have passed a post-training quiz. 5. EHSD will build staff trust by studying and responding to staff preferences in workplace culture. We will know we have met this goal when: • Staff retention rate has exceeded 75%. • A Stay Survey has been responded to by 60% of staff. • Response to Exit Surveys has increased by 20%, and an annual report with suggested improvements from the surveys is reviewed with the Executive Team. Employment and Human Services Health and Human Services County of Contra Costa FY 2021-2022 Recommended Budget 241 FY 2021-22 Program Modification List Order Reference to Mand/Disc List Program Name Services FTE Net County Cost Impact Impact 1 1 Admin Services Salaries and Benefits 0.0 (623,724) Establish a vacancy factor which will require the bureau to manage filling staff vacancies. 2 1 Admin Services Expenditure Transfers 0.0 623,723 Decrease in overhead charges out to other program bureaus. 3 2 Children & Family Services Salaries and Benefits 0.0 (1,643,978) Increase vacancy factor - will require the bureau to manage filling staff vacancies. 4 2 Children & Family Services Expenditure Transfers 0.0 (668,962) Decrease in overhead in Children & Family Services. 5 11 Aging & Adult Services Expenditure Transfers 0.0 11,850 Increase in overhead in Aging & Adult Services. 6 18, 31 Workforce Services Salaries and Benefits 0.0 508 Accounting adjustment to Salaries and Benefits costs. 7 18, 28, 31 Workforce Services Expenditure Transfers 0.0 33,389 Increase in overhead in Workforce Services. 8 28 Workforce Services CalFresh 0.0 454,000 Additional revenue for CalFresh. Total 0.0 (2,721,194) Employment and Human Services Health and Human Services 242 County of Contra Costa FY 2021-2022 Recommended Budget Health Services Anna Roth, Director Health and Human Services County of Contra Costa FY 2021-2022 Recommended Budget 243 General Fund Summary General Fund 2019-20 Actuals 2020-21 Budget 2021-22 Baseline 2021-22 Recommended Change Expense Salaries And Benefits 166,148,136 218,130,862 230,132,715 230,736,000 603,285 Services And Supplies 272,553,290 246,126,444 248,371,500 248,371,500 0 Other Charges 64,232,054 81,268,902 81,321,000 81,321,000 0 Fixed Assets 768,565 803,800 1,509,000 1,509,000 0 Expenditure Transfers (49,519,112) (24,211,983) (25,117,169) (25,271,000) (153,831) Expense Total 454,182,934 522,118,025 536,217,045 536,666,500 449,455 Revenue Other Local Revenue 119,976,776 150,946,010 142,571,848 142,571,848 0 Federal Assistance 53,878,496 99,157,224 114,114,903 114,114,903 0 State Assistance 141,495,629 112,177,455 117,074,295 117,523,749 449,455 Revenue Total 315,350,901 362,280,689 373,761,045 374,210,500 449,455 Net County Cost (NCC): 138,832,033 159,837,336 162,456,000 162,456,000 0 Allocated Positions (FTE) 1,413.7 1,455.3 1,468.9 1,503.3 34.4 Financial Indicators Salaries as % of Total Exp 37% 42% 43% 43% % Change in Total Exp 15% 3% 0% % Change in Total Rev 15% 3% 0% % Change in NCC 15% 2% 0% Compensation Information Permanent Salaries 98,079,060 125,840,120 134,708,526 135,099,942 391,416 Temporary Salaries 3,043,463 3,350,736 3,044,822 3,044,792 (30) Permanent Overtime 1,380,687 1,606,571 1,493,635 1,493,635 0 Deferred Comp 1,090,720 1,539,375 1,646,568 1,655,568 9,000 Hrly Physician Salaries 77,916 66,632 84,034 84,034 0 Perm Physicians Salaries 2,492,465 6,156,185 6,899,060 6,899,060 0 Perm Phys Addnl Duty Pay 58,004 30,846 33,180 33,180 0 Comp & SDI Recoveries (121,127) (180,713) (175,314) (175,314) 0 FICA/Medicare 7,472,586 10,081,338 10,031,496 10,061,384 29,888 Ret Exp-Pre 97 Retirees 340,468 377,516 383,671 383,671 0 Retirement Expense 29,965,414 40,505,345 41,575,089 41,679,757 104,668 Employee Group Insurance 15,217,617 21,052,866 22,697,500 22,760,059 62,560 Retiree Health Insurance 3,818,246 4,005,467 4,096,473 4,096,473 0 OPEB Pre-Pay 1,591,631 1,647,496 1,662,116 1,662,116 0 Unemployment Insurance 56,542 108,438 281,188 281,970 782 Workers Comp Insurance 1,716,068 2,064,549 1,814,628 1,819,629 5,001 Labor Received/Provided (131,625) (121,905) (143,956) (143,956) 0 Health Services Health and Human Services 244 County of Contra Costa FY 2021-2022 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. Department Mission: 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. COVID-19 Overview: 2020 has been unprecedented. The year opened with Contra Costa Health Services (CCHS) fully engaged in efforts to enhance alignment throughout the County as part of the long-range Living Contra Costa strategic planning process. Just as that plan was about to be introduced, the pandemic hit, demanding an immediate and across-the-board response effort. Fortunately, the outreach, planning and partnership work that was part of the strategic planning process provided a platform for a new and impressive level of integration and alignment. This allowed CCHS to respond rapidly and comprehensively, drawing on a deep reservoir of skills, resources and support from all county government and from the broader community, while strategically redeploying its staff in the areas of most critical need. While the pandemic has demanded enormous attention and staff time, it is impressive that this has all been done while maintaining and, in some cases, even enhancing, the essential health services that CCHS has always provided. Racial Equity: Contra Costa Health Services (CCHS) has had a long-standing commitment to equity and the elimination of health disparities. However, this past year, through the twin pandemics of COVID-19 and systemic racism, the disparate adversity experienced among people of color has become even more visible. In order to accelerate and strengthen its commitment, CCHS took the following actions in November 2020: 1) Declared racism a public health crisis, affirmed and adopted by the Board of Supervisors; 2) Participated as a founding partner in efforts to launch a County Office of Racial Equity and Social Justice; and 3) Appointed a Chief Equity Officer. With this landmark appointment of the Chief Equity Officer, the Department demonstrates its ongoing commitment to end racism, and foster inclusion, diversity, and health equity throughout the system and the County. Racism and inequities are fundamental hurdles to the efforts that ensure every member of our community is able to live safe, healthy and well. This appointment is an essential step to overcoming those challenges and is designed to coordinate Health Services Health and Human Services County of Contra Costa FY 2021-2022 Recommended Budget 245 efforts across the Department and in partnership with our communities in an authentic way and for greater impact. This will include launching an "Equity" dashboard with metrics and targets to be able to measure our progress. As part of the response to COVID-19, and as a precursor to our "Equity Dashboard", CCHS launched a COVID-19 Data Dashboard on our public website with information about COVID-19 cases, deaths, testing and vaccines stratified by geography, gender/sex and race/ethnicities. This dashboard is updated daily and being refined as new issues are identified. In addition, CCHS launched several workgroups to address the disproportional impact on communities of color. These workgroups, focused on the Latino/x, African American and Asian/Pacific Islander communities, are comprised of CCHS and community-based organizations and collaborate on outreach, information, and education around COVID-19. Even during this time of COVID-19, CCHS is continuing work on a number of initiatives to increase equity including training staff on implicit bias, addressing LGBTQ+ issues including our Gender Clinic, continuing the Perinatal Equity Initiative, designing a system for responding to behavioral health crises anytime and anywhere, addressing disparities in homelessness, and improving access to healthcare for historically marginalized communities. 2021-22 Budget Development: The 2021-22 Recommended Budget for all divisions in the Health Services Department assumes a return to normal operations effective July 1, 2021. Additionally, the budget assumes no new programs or additional cost associated with expiring labor contracts. Funding for new or expanded programs will be addressed through the Measure X priority setting process. Any costs or lost revenue related to COVID-19 incurred for the time period July 1, 2021 through June 30, 2022 will be addressed as an adjustment, when known, to the recommended budget. COVID-19 costs will be offset through specific COVID-19 related “cascading” revenue streams i.e., Medicare, Medi-Cal, State allocations, Federal Allocations and then Federal Emergency Management Agency (FEMA) as a last resort. Residual/unreimbursed cost will rely on County reserves or possibly Measure X as one-time offsets. Monthly monitoring of the cost and revenue will occur, quarterly reporting to the Board will occur; and mid-year appropriation adjustments will be made as necessary. CalAIM – State 2021-22 Budget Proposal: The California Advancing and Innovating Medi- Cal (CalAIM) initiative is included in the proposed State budget. The proposal is a far- reaching set of reforms to expand, transform, and streamline Medi-Cal service delivery and financing that impacts the majority of the Health Department divisions. The major policy goals of the proposal are: I. Increasing the Focus on High Risk, High Cost Populations: Impacts CC Health Plan, CCRMC, Homeless, and Public Health. a. Create new enhanced care management benefit. b. Ensure enrollment assistance for individuals transitioning from incarceration. c. Reimburse managed care plans to provide nonmedical “in lieu of services.” d. Require managed care plans to develop population health management programs. e. Convene foster care workgroup. II. Transforming and Streamlining Managed Care: Impacts CC Health Plan, CCRMC. a. Transition certain benefits and enrollee populations from fee for service to managed care and vice versa. b. Modify approach to coordinating care of beneficiaries eligible for both Medi-Cal and Medicare. Health Services Health and Human Services 246 County of Contra Costa FY 2021-2022 Recommended Budget c. Set capitated rates on a regional rather than county basis. d. Require National Committee for Quality Assurance (NCQA) accreditation of Medi-Cal managed care plans; deem as meeting most federal and state standards. e. Consider creation of a full integration pilot. III. Rethinking Behavioral Health Service Delivery and Financing: Impacts Mental Health and Alcohol and Other Drugs. a. Streamline behavioral health financing. b. Seek new federal funding opportunity for residential mental health services. c. Change medical necessity criteria for beneficiaries to access services. d. Implement “no wrong door” approach for children obtaining mental health services. e. Integrate County administration of specialty mental health and substance use disorder services. IV. Extending Components of the Current 1115 Waiver: Impacts CCRMC and Alcohol and Other Drugs. a. Continue public hospital funding under other programs. b. Maintain expansion of substance use disorder services begun under DMC ODS. c. Extend certain components of the Dental Transformation Initiative and provide a new covered benefit, silver diamine fluoride. V. Implementation: The proposal envisions a multi-year rollout with the first component slated for implementation in January 2022. The proposal is extremely ambitious and includes a number of items beneficial to the Contra Costa Health services delivery system e.g., the inclusion of enhanced care management as a Medi-Cal benefit which will allow our Whole Person Care pilot program (Community Connect) to continue as an on- going function indefinitely. The proposal requires State legislative action and approval of certain initiative components by the Federal Centers for Medicare and Medicaid Services (CMS). VI. Budget Conclusion: While the overall budgetary impact of the proposal to the Health Services Department is likely favorably it is dependent on the final form of the program and the related regulations. Accordingly, the comprehensive fiscal impact of the proposal has not been fully developed at this stage in the process and has not been included in this budget document. Once the program has been finalized appropriate budget adjustments will be made, as needed. Health Services Health and Human Services County of Contra Costa FY 2021-2022 Recommended Budget 247 2021-22 Baseline Budget to 2021-22 Recommended 2021-22 Baseline Service Level 2021-22 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 $693,225,000 $619,980,000 $73,245,000 $693,225,000 $619,980,000 73,245,000 $0 Medi-Cal Plan EF-2 803,960,000 803,960,000 0 803,960,000 803,960,000 0 0 Commercial Plan EF-3 75,353,000 71,367,000 3,986,000 75,353,000 71,367,000 3,986,000 0 Sub-Total 1,572,538,000 1,495,307,000 $77,231,000 $1,572,538,000 $1,495,307,000 $77,231,000 $0 Enterprise Funds(A) General Fund Units: Behavioral Health: Mental Health $243,702,000 $226,397,000 $17,305,000 $243,702,000 $226,397,000 $17,305,000 $0 Alcohol & Other Drugs 26,258,999 24,323,999 1,935,000 26,349,000 24,414,000 1,935,000 0 Homeless Programs 17,343,000 14,659,000 2,684,000 17,622,000 14,938,000 2,684,000 0 Public Health 92,456,000 70,216,000 22,240,000 92,456,000 70,216,000 22,240,000 0 Environmental Health 24,970,000 25,410,000 (440,000) 24,970,000 25,410,000 (440,000) 0 Detention 36,525,000 1,458,000 35,067,000 36,525,000 1,458,000 35,067,000 0 Conservatorship 4,334,047 682,047 3,652,000 4,414,500 762,500 3,652,000 0 California Children’s Services 12,721,000 10,283,000 2,438,000 12,721,000 10,283,000 2,438,000 0 Public Administrator 676,000 332,000 344,000 676,000 332,000 344,000 0 Sub-Total $458,986,046 $373,761,046 $85,225,000 $459,435,500 $374,210,500 $85,225,000 $0 General Fund Total General & $2,031,524,046 $1,869,068,046 $162,456,000 $2,031,973,500 $1,869,517,500 $162,456,000 $0 Enterprise Funds Other Special Revenue Fund Units: Expenditures Revenue Net Fund Cost Expenditures Revenue Net Fund Cost Change Emergency Medical Services $1,192,000 $1,192,000 $0 $1,192,000 $1,192,000 $0 $0 Ambulance Service Area 4,959,000 4,959,000 0 4,959,000 4,959,000 0 0 West Contra Costa Healthcare District 7,614,000 7,614,000 0 7,614,000 7,614,000 0 0 Total Special $13,765,000 $13,765,000 $0 $13,765,000 $13,765,000 $0 $0 Funds: Grand Total $2,045,289,046 $1,882,833,046 $162,456,000 $2,045,738,500 $1,883,282,500 $162,456,000 $0 All Funds: A. General Fund contribution to the Enterprise funds is provided through Hospital Subsidy unit 0465. Health Services Health and Human Services 248 County of Contra Costa FY 2021-2022 Recommended Budget A. General Fund subsidy contribution to the Enterprise funds is provided through Hospital Subsidy unit 0465. 2020-21 Adopted Budget to 2021-22 Recommended 2020-21 Adopted Budget 2021-22 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 Adopted to Rec’d (1) (2) (3) (4) (5) (6) (Col 6 minus Col 3) Enterprise Funds:A Hospital & Clinics EF-1 $689,135,177 $615,890,177 $73,245,000 $693,225,000 $619,980,000 $73,245,000 $0 Medi-Cal Plan EF-2 820,223,229 820,223,229 0 803,960,000 803,960,000 0 0 Commercial Plan EF-3 77,775,136 73,789,136 3,986,000 75,353,000 71,367,000 3,986,000 0 Sub-Total $1,587,133,542 $1,509,902,542 $77,231,000 $1,572,538,000 $1,495,307,000 $77,231,000 $0 Enterprise Funds(A) General Fund Units: Behavioral Health: Mental Health $244,665,949 $227,360,949 $17,305,000 $243,702,000 $226,397,000 $17,305,000 0 Alcohol & Other Drugs 24,190,803 22,255,803 1,935,000 26,349,000 24,414,000 1,935,000 0 Homeless Programs 11,358,417 8,674,417 2,684,000 17,622,000 14,938,000 2,684,000 0 Public Health 88,999,694 66,002,694 22,997,000 92,456,000 70,216,000 22,240,000 (757,000) Environmental Health 25,105,436 24,821,100 284,336 24,970,000 25,410,000 (440,000) (724,336) Detention 32,839,503 1,872,503 30,967,000 36,525,000 1,458,000 35,067,000 4,100,000 Conservatorship 4,467,633 815,633 3,652,000 4,414,500 762,500 3,652,000 0 California Children’s Services 12,584,980 10,146,980 2,438,000 12,721,000 10,283,000 2,438,000 0 Public Administrator 674,610 330,610 344,000 676,000 332,000 344,000 0 Sub-Total $444,887,025 $362,280,689 $82,606,336 $459,435,500 $374,210,500 $85,225,000 $2,618,664 General Fund Total General & $2,032,020,567 $1,872,183,231 $159,837,336 $2,031,973,500 $1,869,517,500 $162,456,000 $2,618,664 Enterprise Funds Other Special Revenue Fund Units: Expenditures Revenue Net Fund Cost Expenditures Revenue Net Fund Cost Change Emergency Medical Services $1,926,838 $1,723,384 $203,454 $1,192,000 $1,192,000 $0 $(203,454) Ambulance Service Area 9,792,327 5,554,846 4,237,481 4,959,000 4,959,000 0 (4,237,481) West Contra Costa Healthcare District 8,460,320 8,460,320 0 7,614,000 7,614,000 0 0 Total Special $20,179,485 $15,738,550 $4,440,935 $13,765,000 $13,765,000 $0 ($4,440,935) Funds: Grand Total $2,052,200,052 $1,887,921,781 $164,278,271 $2,045,738,500 $1,883,282,500 $162,456,000 ($1,822,271) All Funds: Health Services Health and Human Services County of Contra Costa FY 2021-2022 Recommended Budget 249 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 2021-22 Baseline Budget service level to the Recommended service level and the 2020-21 Adopted Budget service level with the 2021-22 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 few counties across 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 under the County infrastructure, employing approximately 4,233 individuals and 4,031.3 FTE’s (Full-Time Equivalents). Approximately 8% 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. 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. 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, Health Services Health and Human Services 250 County of Contra Costa FY 2021-2022 Recommended Budget 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 103,000 Medi- Cal members since the implementation of the ACA, and now provides comprehensive, quality health coverage to approximately 207,000 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 divisions 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; this approach recognizes the increasing challenges in serving complex populations with multiple disorders. For budgetary purposes the Mental Health and Alcohol and Other Drugs divisions will be reported separately. The Health, Housing and Homeless Services (H3) Division integrates housing and homeless services across our health system, and 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 employs a broad spectrum of strategies and offers an array of programs that focus on public health issues such as communicable and sexually transmitted diseases, 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 applies up-to-date standards, State laws, and ordinances to regulate programs for safe food, safe water for drinking and recreation, and the sanitary management of wastes. The Hazardous Materials Division serves area residents by monitoring local industry and responding to emergencies to protect the public from exposure to hazardous materials. Hazardous Materials strives to maintain a clean, healthy, and safe environment by promoting pollution prevention, increasing process safety knowledge and environmental awareness, responding to incidents, and implementing consistent regulatory compliance and enforcement programs. Health Services Health and Human Services County of Contra Costa FY 2021-2022 Recommended Budget 251 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 provide a uniform level of response and prompt patient transport to emergency departments and specialty centers for definitive care. The EMS Division is the designated governmental Local EMS Authority (LEMSA) responsible for providing regulatory and medical oversight of medical dispatch, prehospital patient care delivered by fire and law first responders, and ambulance personnel. The EMS Agency 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. One of the EMS Agency’s most important roles has been to establish, and recently coordinate, EMS Systems of Care known to improve patient care outcomes and save lives. Contra Costa County EMS systems of care include trauma, stroke, heart attack (STEMI), cardiac arrest and Emergency Medical Services for Children (EMSC). During disaster response, the EMS Agency is the coordinating entity for the countywide medical health system and works with hospitals, long term care facilities, ambulatory care and residential care settings to prepare and respond to mass casualty and disaster events that require emergency medical service. This program, the Medical and Health Operational Area Coordination (MHOAC) Program, coordinates and deploys ambulance strike teams, medical reserve corps and disaster health volunteers to support patient movement, evacuation and sheltering operations inside and outside of Contra Costa County in response to regional and State mutual aid requests. Health Services Health and Human Services 252 County of Contra Costa FY 2021-2022 Recommended Budget Hospital Enterprise Fund I Summary Hospital Enterprise Fund (Enterprise Fund I)A 2019-20 Actuals 2020-21 Budget 2021-22 Baseline 2021-22 Recommended Change Expense Salaries And Benefits 425,111,354 455,847,304 457,309,000 457,309,000 0 Services And Supplies 230,974,656 209,173,376 210,448,000 210,448,000 0 Other Charges 103,119 13,386,283 13,240,000 13,240,000 0 Fixed Assets 0 10,728,214 12,228,000 12,228,000 0 Expense Total 656,189,129 689,135,177 693,225,000 693,225,000 0 Revenue General Fund Subsidy 56,228,087 73,245,000 73,245,000 73,245,000 0 Other Local Revenue 314,051,840 270,579,301 243,382,000 243,382,000 0 Federal Assistance 37,887,981 43,802,311 40,454,000 40,454,000 0 State Assistance 258,918,185 296,508,565 336,144,000 336,144,000 0 Revenue Total 667,086,093 689,135,177 693,225,000 693,225,000 0 Net Fund Cost (NFC): (10,896,964) 0 0 0 0 Allocated Positions (FTE) 2,294.0 2,351.3 2,390.5 2,390.5 0.0 Financial Indicators Salaries as % of Total Exp 65% 66% 66% 66% % Change in Total Exp 5% 1% 0% % Change in Total Rev 3% 1% 0% % Change in NFC (100%) 0% 0% Compensation Information Permanent Salaries 191,742,836 204,645,483 213,444,818 213,444,818 0 Temporary Salaries 29,635,898 32,284,532 34,561,603 34,561,603 0 Permanent Overtime 6,872,356 6,385,326 9,938,272 9,938,272 0 Deferred Comp 1,224,915 1,218,846 1,382,586 1,382,586 0 Hrly Physician Salaries 2,050,418 2,497,706 2,346,484 2,346,484 0 Perm Physicians Salaries 46,691,217 53,387,051 48,090,244 48,090,244 0 Perm Phys Addnl Duty Pay 3,331,326 4,045,555 4,529,558 4,529,558 0 Comp & SDI Recoveries (631,641) (550,384) (572,635) (572,635) 0 Vacation/Sick Leave Accrual 4,220,314 0 0 0 0 FICA/Medicare 18,913,190 17,975,797 18,570,921 18,570,921 0 Ret Exp-Pre 97 Retirees 695,773 690,250 674,197 674,197 0 Retirement Expense 67,380,957 77,929,418 70,062,330 70,062,330 0 Excess Retirement 143,474 223,009 306,622 306,622 0 Employee Group Insurance 36,401,790 39,792,916 37,589,898 37,589,898 0 Retiree Health Insurance 8,296,424 8,128,445 8,529,772 8,529,772 0 OPEB Pre-Pay 3,413,314 3,487,667 3,514,225 3,514,225 0 Unemployment Insurance 151,105 262,818 308,615 308,615 0 Workers Comp Insurance 4,577,688 3,442,869 4,031,490 4,031,490 0 A. Includes Hospital and Health Centers (Enterprise Fund I [0540] and Hospital Fixed Assets [0853]) Health Services Health and Human Services County of Contra Costa FY 2021-2022 Recommended Budget 253 Contra Costa Regional Medical Center & Ambulatory Care Centers Hospital Enterprise Fund (Enterprise Fund I) 2019-20 Actuals 2020-21 Budget 2021-22 Baseline 2021-22 Recommended Change Expense Salaries And Benefits 425,111,354 455,847,304 457,309,000 457,309,000 0 Services And Supplies 230,974,656 209,173,376 210,448,000 210,448,000 0 Expense Total 656,086,009 665,020,680 667,757,000 667,757,000 0 Revenue General Fund Subsidy 56,228,087 73,245,000 73,245,000 73,245,000 0 Other Local Revenue 289,907,350 246,464,804 222,566,000 222,566,000 0 Federal Assistance 37,887,981 43,802,311 40,454,000 40,454,000 0 State Assistance 286,562,187 326,311,045 331,492,000 331,492,000 0 Revenue Total 642,941,603 665,020,680 667,757,000 667,757,000 0 Net Fund Cost (NFC): 13,144,406 0 0 0 0 Allocated Positions (FTE) 2,294.0 2,351.3 2,390.5 2,390.5 0.0 Financial Indicators Salaries as % of Total Exp 65% 69% 68% 68% % Change in Total Exp 1% 0% 0% % Change in Total Rev 3% 0% 0% % Change in NFC (100%) 0% 0% Compensation Information Permanent Salaries 191,742,836 204,645,483 213,444,818 213,444,818 0 Temporary Salaries 29,635,898 32,284,532 34,561,603 34,561,603 0 Permanent Overtime 6,872,356 6,385,326 9,938,272 9,938,272 0 Deferred Comp 1,224,915 1,218,846 1,382,586 1,382,586 0 Hrly Physician Salaries 2,050,418 2,497,706 2,346,484 2,346,484 0 Perm Physicians Salaries 46,691,217 53,387,051 48,090,244 48,090,244 0 Perm Phys Addnl Duty Pay 3,331,326 4,045,555 4,529,558 4,529,558 0 Comp & SDI Recoveries (631,641) (550,384) (572,635) (572,635) 0 Vacation/Sick Leave Accrual 4,220,314 0 0 0 0 FICA/Medicare 18,913,190 17,975,797 18,570,921 18,570,921 0 Ret Exp-Pre 97 Retirees 695,773 690,250 674,197 674,197 0 Retirement Expense 67,380,957 77,929,418 70,062,330 70,062,330 0 Excess Retirement 143,474 223,009 306,622 306,622 0 Employee Group Insurance 36,401,790 39,792,916 37,589,898 37,589,898 0 Retiree Health Insurance 8,296,424 8,128,445 8,529,772 8,529,772 0 OPEB Pre-Pay 3,413,314 3,487,667 3,514,225 3,514,225 0 Unemployment Insurance 151,105 262,818 308,615 308,615 0 Workers Comp Insurance 4,577,688 3,442,869 4,031,490 4,031,490 0 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. Health Services Health and Human Services 254 County of Contra Costa FY 2021-2022 Recommended Budget Workload Indicator: The recommended FY 2021-22 budget is based on an average daily inpatient census of 133.6 patients, and 512,536 annual outpatient visits. Impact: The recommended budget maintains the current level of services. 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 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 Wavier was set to expire on December 31, 2020. Due to COVID-19 the Waiver was extended by one year to December 31, 2021. 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 Health Services Health and Human Services County of Contra Costa FY 2021-2022 Recommended Budget 255 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 was transitioned from the Waiver and combined with the Quality Improvement Program under Managed Care. Payment for this item is no longer at risk. (2) The second component of Medi-Cal 2020 is 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 for this program component is $20 million, of which $5 million is allocated to CCRMC and $15 million is allocated to Public Health. This program is included in the CalAIM State Proposal. (3) 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. This item requires Federal Waiver approval for continuation. Both State and Federal officials have indicated approval of this item is likely, and would result in annual funding of approximately $48 million. Hospital and Emergency Care Services Summary Service: Mandatory Level of Service: Mandatory Expenditures: $306,851,320 Financing: 279,736,841 Net Fund Cost: 27,114,479 Funding Sources: State 53.7% $164,921,701 Local 30.9% 94,699,386 Federal 6.6% 20,115,754 General Fund Subsidy 8.8% 27,114,479 FTE: 1,089.8 2. Ambulatory Care Centers Description: Ten 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, Ear, Nose and Throat (ENT), gynecology, general surgery, plastic surgery, nephrology, neurology, rheumatology, and other services. All age groups are served. The ambulatory care centers serve as an integrated care delivery system with the hospital, behavioral health clinics, detention health centers, and all of the other ambulatory clinics. The delivery system is served by an electronic medical record that allows for communication between all sites and providers. Health Services Health and Human Services 256 County of Contra Costa FY 2021-2022 Recommended Budget Ambulatory Care Centers Summary Service: Mandatory Level of Service: Mandatory Expenditures: $198,714,339 Financing: 186,748,656 Net Fund Cost: 11,965,683 Funding Sources: State 56.5% $112,395,336 Local 30.9% 61,326,528 Federal 6.6% 13,026,792 General Fund Subsidy 6.0% 11,965,683 FTE: 738.1 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, CCHS in the process of creating operational service line leadership. CCHS continues to expand and improve efforts to redesign services in response to the expanded patient base that resulted from the ACA. Patient access has been expanded (additional provider hours and additional providers) in primary care, specialty care and short notice capacity. CCHS has integrated over 30 psychologists into the care of patients in its system and created processes for universal screening and treatment for substance abuse and depression including creating medication- assisted programs for patients with opioid addiction. Additionally, CCHS is improving coordination and information sharing through the Electronic Medical Record (EMR) with other institutions and providers both within and outside of its County to improve access to greater medical and support services. Physician Services Summary Service: Mandatory Level of Service: Mandatory Expenditures: $111,530,977 Financing: 95,906,720 Net Fund Cost: 15,624,257 Funding Sources: State 48.5% $54,174,963 Local 30.9% 34,420,303 Federal 6.6% 7,311,454 General Fund Subsidy 14.0% 15,624,257 FTE: 266.9 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. 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 Health Services Health and Human Services County of Contra Costa FY 2021-2022 Recommended Budget 257 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 a 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: $1,554,737 Financing: 1,554,737 Net Fund Cost: 0 Funding Sources: Local 100.0% $1,554,737 FTE: 4.0 5. Support Services a. Administrative Services Description: This section includes costs of the Office of the Director, Health Services Personnel, Payroll, General Accounting, Purchasing, and Contracts and Grants. Administrative Services Summary Service: Discretionary Level of Service: Discretionary Expenditures: $30,565,046 Financing: 30,565,046 Net Fund Cost: 0 Funding Sources: Local 100.0% $30,565,046 FTE: 291.8 b. Charges from Other County Departments Description: This section includes non- distributed costs charged to the Health Services Department by other County departments for various services. Charges from Other County Departments Service: Mandatory Level of Service: Discretionary Expenditures: $18,540,581 Financing: 0 Net Fund Cost: 18,540,581 Funding Sources: General Fund Subsidy 100.0% $18,540,581 Health Services Health and Human Services 258 County of Contra Costa FY 2021-2022 Recommended Budget Charges from other County departments include: Auditor $1,108,228 Purchasing $233,646 County Counsel $1,324,101 Human Resources $2,556,982 Telecommunication $5,148,571 Sheriff’s Office $206,967 DoIT $1,283,162 PW-Occupancy-owned $166,902 PW-Occupancy-rented $155,823 Medical Liab Ins $4,750,000 Public Liab Ins $1,389,215 PW-Fleet Services $180,464 Total $18,540,581 Health Services Health and Human Services County of Contra Costa FY 2021-2022 Recommended Budget 259 Hospital Capital Cost Hospital Enterprise Fund (Enterprise Fund I) 2019-20 Actuals 2020-21 Budget 2021-22 Baseline 2021-22 Recommended Change Expense Services And Supplies 1 0 0 0 0 Other Charges 103,119 13,386,283 13,240,000 13,240,000 0 Fixed Assets 0 10,728,214 12,228,000 12,228,000 0 Expense Total 103,120 24,114,497 25,468,000 25,468,000 0 Revenue Other Local Revenue 18,977,688 18,950,348 20,815,705 20,815,705 0 State Assistance 5,166,802 5,164,149 4,652,295 4,652,295 0 Revenue Total 24,144,490 24,114,497 25,468,000 25,468,000 0 Net Fund Cost (NFC): (24,041,369) 0 0 0 0 Financial Indicators Salaries as % of Total Exp % Change in Total Exp 23,285% 6% 0% % Change in Total Rev 0% 6% 0% % Change in NFC (100%) 0% 0% 1. 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: $25,468,000 Financing: 25,468,000 Net Fund Cost: 0 Funding Sources: Local 81.7% $20,816,000 State 18.3% 4,652,000 Health Services Health and Human Services 260 County of Contra Costa FY 2021-2022 Recommended Budget Contra Costa Health Plan CCHP Medi-Cal (Enterprise Fund II)A 2019-20 Actuals 2020-21 Budget 2021-22 Baseline 2021-22 Recommended Change Expense Salaries And Benefits 27,688,171 29,465,931 31,144,000 31,144,000 0 Services And Supplies 750,681,371 679,473,368 632,978,000 632,978,000 0 Other Charges 109,486,953 111,283,930 139,838,000 139,838,000 0 Expense Total 887,856,495 820,223,229 803,960,000 803,960,000 0 Revenue Other Local Revenue 10,021,609 0 2,000,000 2,000,000 0 State Assistance 884,940,895 820,223,229 801,960,000 801,960,000 0 Revenue Total 894,962,503 820,223,229 803,960,000 803,960,000 0 Net Fund Cost (NFC): (7,106,008) 0 0 0 0 Allocated Positions (FTE)B 172.0 180.9 182.0 182.0 0.0 Financial Indicators Salaries as % of Total Exp 3% 4% 4% 4% % Change in Total Exp (8%) (2%) 0% % Change in Total Rev (8%) (2%) 0% % Change in NFC (100%) 0% 0% Compensation Information Permanent Salaries 15,235,908 16,596,881 17,659,362 17,659,362 0 Temporary Salaries 2,499,942 2,112,084 2,112,084 2,112,084 0 Permanent Overtime 502,099 674,748 674,539 674,539 0 Deferred Comp 136,808 139,065 169,965 169,965 0 Perm Physicians Salaries 91,903 0 0 0 0 Perm Phys Addnl Duty Pay 1,600 0 0 0 0 Comp & SDI Recoveries (85,335) (22,790) (22,790) (22,790) 0 Vacation/Sick Leave Accrual 147,266 0 0 0 0 FICA/Medicare 1,325,213 1,492,582 1,577,136 1,577,136 0 Ret Exp-Pre 97 Retirees 43,556 42,744 42,744 42,744 0 Retirement Expense 4,375,055 4,890,812 5,060,222 5,060,222 0 Employee Group Insurance 2,558,003 2,788,262 3,080,587 3,080,587 0 Retiree Health Insurance 382,429 389,786 390,081 390,081 0 OPEB Pre-Pay 164,653 152,744 167,468 167,468 0 Unemployment Insurance 9,836 19,372 40,892 40,892 0 Workers Comp Insurance 299,236 189,641 191,711 191,711 0 A. This table reflects figures for the Contra Costa Health Plan Medi-Cal product line only. B. Number of Full Time Equivalent positions (FTE) shown serves Enterprise II and III of the Contra Costa Health Plan. Health Services Health and Human Services County of Contra Costa FY 2021-2022 Recommended Budget 261 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. CCHP 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 April 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 percent 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 2021-2022 budget is based on an average monthly enrollment of 194,700 Medi-Cal enrollees. The FY 2021-22 Medi-Cal enrollment budget increased 15 percent compared to the FY 2020-21 Medi-Cal enrollment budget. Impact: The recommended budget maintains the current level of services, except for pharmacy benefits which will be carved out effective April 1, 2021. 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. Medi-Cal Benefits in 2021 include the following: • Provisional Postpartum Care Extension Program. The Provisional Postpartum Care Extension (PPCE) Program provides extended coverage for Medi-Cal members who have a maternal mental health condition during pregnancy or the time period after pregnancy. Maternal mental health care for women during pregnancy is covered up to two months after the end of Health Services Health and Human Services 262 County of Contra Costa FY 2021-2022 Recommended Budget pregnancy. The PPCE program extends that coverage for up to 12 months after the diagnosis or from the end of the pregnancy, whichever is later. • Medi-Cal RX. DHCS has hired a vendor (Magellan) to manage the Pharmacy Benefit for Medi-Cal members know as Medi-Cal RX. CCHP will retain oversight of the Utilization Management (UM) function, J codes injectables given by Primary Care Physicians, and drugs administered during an in-patient stay. • Chiropractic Services, Acupuncture, Audiology, Occupational Therapy, and Speech Therapy: Monthly Limits – up to two visits per month of any of these services, in any combination. • Long term care that exceeds 60 days in a facility. • Transplant Program • 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 members, to engage 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 the 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 2021-22 budget is based on an average monthly enrollment of 167,900 AFDC/CalWORKs and Other Medi-Cal enrollees, excluding Seniors and Persons with Disabilities (SPD). Medi-Cal Members Summary (Excluding SPD) Service: Mandatory per DHCS and DMHC Standards Level of Service: Mandatory Expenditures: $597,501,000 Financing: 597,501,000 Net Fund Cost: 0 Funding Sources: Local (Premiums) 100.0% $597,501,000 FTE: 182.0 2. Seniors and Persons with Disabilities (SPD’s) Seniors and Persons with Disabilities are entitled to the same services listed under AFDC/CalWORKS. 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 of their 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 Health Services Health and Human Services County of Contra Costa FY 2021-2022 Recommended Budget 263 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 Emergency Room (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 2021-22 budget is based on an average monthly enrollment of 26,800 SPD enrollees. Medi-Cal SPD Members Summary Service: Discretionary Level of Service: Mandatory Expenditures: $201,706,000 Financing: 201,706,000 Net Fund Cost: 0 Funding Sources: Local (Premiums) 100.0% $201,706,000 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: $4,753,000 Financing: 4,753,000 Net Fund Cost: 0 Funding Sources: Local (Premiums) 100.0% $4,753,000 Charges from other County departments include: Auditor $3,149,000 Human Resources $196,000 Telecommunication $657,000 Courier Service (PW-GSD) $15,000 DoIT $24,000 PW-Occupancy Owned $543,000 PW-Occupancy Rented $160,000 PW-Fleet Services $5,000 Interest $4,000 Total $4,753,000 Health Services Health and Human Services 264 County of Contra Costa FY 2021-2022 Recommended Budget Contra Costa Community Health Plan (Enterprise Fund III) HMO Enterprise (Enterprise Fund III) 2019-20 Actuals 2020-21 Budget 2021-22 Baseline 2021-22 Recommended Change Expense Services And Supplies 75,078,504 77,775,136 75,353,000 75,353,000 0 Other Charges (17) 0 0 0 0 Expense Total 75,078,486 77,775,136 75,353,000 75,353,000 0 Revenue Other Local Revenue 75,285,012 77,775,136 75,353,000 75,353,000 0 Revenue Total 75,285,012 77,775,136 75,353,000 75,353,000 0 Net Fund Cost (NFC): (206,526) 0 0 0 0 Financial Indicators Salaries as % of Total Exp % Change in Total Exp 4% (3%) 0% % Change in Total Rev 3% (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. 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 (MCO) provider tax was being assessed on many of CCHP’s commercial products. This was a new tax for this commercial business. In FY 2016-2017 the tax was $7.50 per member per month, in FY 2017- 2018 the tax was $8.00 per member per month. In FY 2018-2019 the tax was $8.50 per member per month. The MCO provider tax for the commercial products ended June 30, 2019. Beginning January 1, 2019, CCHP Medicare Senior Health plans were discontinued. Workload Indicator: The recommended FY 2021-22 budget is based on an average monthly enrollment of 7,900 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 Contra Costa County, and some plans cover their eligible dependents in the Contra Costa Health Plan. 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 percent Health Services Health and Human Services County of Contra Costa FY 2021-2022 Recommended Budget 265 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 five 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, capitated claims are paid to the three providers for primary care services. In addition, data reports are created to show payments and information on the members enrolled in the program. CCHP’s staff along with the Health Services Director’s 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 2021-22 budget anticipates a case load of 4,000 members per month. Funding for the program will continue as a matching partnership between the County and the private hospitals. The Contra Costa CARES budget includes a County General purpose revenue contribution of $250,000, CCHP revenue contribution of $500,000, and $750,000 in private hospital matching donations for a total annual program funding $1,500,000. Commercial Members, Basic Health Care, and Contra Costa CARES Summary Service: Discretionary Level of Service: Mandatory Expenditures: $55,133,000 Financing: 54,883,000 Net Fund Cost: 250,000 Funding Sources: Local (Premiums) 99.5% $54,883,000 General Fund Subsidy 0.5% 250,000 4. In-Home Supportive Services (IHSS) 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. In-Home Support Services Service: Discretionary Level of Service: Mandatory Expenditures: $20,220,000 Financing: 16,484,000 Net Fund Cost: 3,736,000 Funding Sources: Local (Premiums) 81.5% $16,484,000 General Fund Subsidy 18.5% 3,736,000 Health Services Health and Human Services 266 County of Contra Costa FY 2021-2022 Recommended Budget Behavioral Health Division - Mental Health General Fund 2019-20 Actuals 2020-21 Budget 2021-22 Baseline 2021-22 Recommended Change Expense Salaries And Benefits 64,313,478 80,885,246 84,693,000 84,693,000 0 Services And Supplies 171,853,685 166,774,865 163,121,000 163,121,000 0 Other Charges 3,944,498 3,893,307 3,945,000 3,945,000 0 Fixed Assets 17,899 0 0 0 0 Expenditure Transfers (7,699,212) (6,887,469) (8,057,000) (8,057,000) 0 Expense Total 232,430,349 244,665,949 243,702,000 243,702,000 0 Revenue Other Local Revenue 86,015,117 111,061,118 100,237,073 100,237,073 0 Federal Assistance 33,804,622 79,916,661 91,853,882 91,853,882 0 State Assistance 82,879,380 36,383,170 34,306,045 34,306,045 0 Revenue Total 202,699,119 227,360,949 226,397,000 226,397,000 0 Net County Cost (NCC): 29,731,230 17,305,000 17,305,000 17,305,000 0 Allocated Positions (FTE) 548.2 557.2 562.2 562.2 0.0 Financial Indicators Salaries as % of Total Exp 28% 33% 35% 35% % Change in Total Exp 5% 0% 0% % Change in Total Rev 12% 0% 0% % Change in NCC (42%) 0% 0% Compensation Information Permanent Salaries 38,052,649 45,074,008 47,129,128 47,129,128 0 Temporary Salaries 1,158,358 1,257,531 1,319,316 1,319,316 0 Permanent Overtime 257,935 210,348 327,167 327,167 0 Deferred Comp 456,555 610,925 686,448 686,448 0 Perm Physicians Salaries 1,183,551 4,196,146 4,945,629 4,945,629 0 Perm Phys Addnl Duty Pay 32,645 20,250 22,584 22,584 0 Comp & SDI Recoveries (12,459) (114,767) (114,768) (114,768) 0 FICA/Medicare 3,027,043 3,856,523 3,819,599 3,819,599 0 Ret Exp-Pre 97 Retirees 114,794 146,212 146,212 146,212 0 Retirement Expense 11,396,682 14,729,606 14,970,721 14,970,721 0 Employee Group Insurance 6,191,412 8,104,970 8,915,208 8,915,208 0 Retiree Health Insurance 1,337,164 1,423,754 1,344,998 1,344,998 0 OPEB Pre-Pay 563,321 577,086 554,955 554,955 0 Unemployment Insurance 22,235 51,171 104,021 104,021 0 Workers Comp Insurance 663,218 863,387 665,737 665,737 0 Labor Received/Provided (131,625) (121,905) (143,956) (143,956) 0 Health Services Health and Human Services County of Contra Costa FY 2021-2022 Recommended Budget 267 Description: To serve serious and persistent mentally ill adults and seriously emotionally disturbed children and youth. Workload Indicator: The recommended FY 2021-22 budget is based on 401,106 Mental Health encounters; an average daily census of 18 patients at the CCRMC inpatient psychiatric unit; 15.920 days in Institute for Mental Disease (IMD); 73,233 days in Board and Care; and 182 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. 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 to avoid placing minors in the same psychiatric unit as adults at the Contra Costa Regional Medical Center. Case management services are provided by the Children’s Intensive Treatment Services Case Management Team. b. Out-of-Home Residential Care/Treatment Service Programs: Mental Health works in collaboration with Probation, Social Services and Education 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: 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. In 2020, Contra Costa BHS reconstituted its Mentorship Program to help youth struggling with severe emotional disturbance improve family, school, and social functioning by providing non-traditional therapeutic support. The hiring process for Mental Health Specialist I and II positions was completed to bring mentors on board. 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. Health Services Health and Human Services 268 County of Contra Costa FY 2021-2022 Recommended Budget 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 expanded 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. The Mobile Response Team will be instrumental in creating a county-wide Family Urgent Response Team (FURS) to respond to family crises of children/youth who were at any point in their lives involved with the foster care system. SB 80 (2019) obligates placing agencies (Child Welfare and Probation) and Behavioral Health to establish FURS. 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 & 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 their existing educational placement. Services include individual, group, or family psychotherapy; collateral support; and case management. In 2020-2021, the Division has continued to foster collaborative relationships between Behavioral Health and Local Educational Agencies (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, Mt. Diablo Unified School District, Pittsburg Unified School District, and Antioch Unified School District. Children’s Behavioral Health supports the mental health component of various levels of educational intervention, including general education, counseling enriched classrooms, and day treatment programs in non-public schools. j. Pathways to Wellbeing (Katie A. Programming): Following the 2011 court settlement in Katie A. v Bonta, Children’s Mental Health, in partnership with EHSD Children and Family Services (CFS) and the Probation Department, has developed a legally mandated service delivery system to serve youth needing augmented supports, particularly youth involved with CFS and the Probation Department. These services are identified as Intensive Care Coordination (ICC) and In-Home Behavioral Services (IHBS). All youth who meet specified eligibility criteria are offered ICC services. The need for IHBS is determined by the Child and Family Team. Health Services Health and Human Services County of Contra Costa FY 2021-2022 Recommended Budget 269 k. Probation Mental Health: In collaboration with and supported by funding from the Probation Department, Children’s Mental Health provides a full range of services to youth involved in the justice system. Children’s Mental Health provides assessment, treatment, and case management to youth in detention and diversion programs. Mental Health was able to contract with Community Options for Families and Youth (COFY) to provide Functional Family Therapy and multi-systemic therapy aimed at reducing recidivism for youth struggling with mental illness and delinquent behavior. l. 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), Probation Department 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, the Division 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 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 establishing five Mental Health Specialist and one Mental Health Program Supervisor positions for a Mentorship Program. Mental Health is contracting with providers that successfully transitioned their group homes to STRTPs. Mental Health has selected a provider for Therapeutic Foster Care (TFC) and entered a contract to provide TFC services. m. 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 and 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). n. 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. o. 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 FEP is to mitigate the impact of the first episode of psychosis, restore Health Services Health and Human Services 270 County of Contra Costa FY 2021-2022 Recommended Budget functioning and prevent further progress of psychosis. While the CHR program has been active since 2014, the FEP 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 for its new program component. p. CANS Implementation. Following a State mandate, Mental Health implemented the Child/Adolescent Needs and Strengths (CANS) assessment. Regulations require monthly reporting to the State. The Division is contracting with vendors regarding data gathering and reporting systems and ongoing technical assistance regarding CANS implementation. Child & Adolescent Services Summary Service: Mandatory Level of Service: Discretionary Expenditures: $67,396,412 Financing: 66,078,459 Net County Cost: 1,317,953 Funding Sources: Federal 46.0% $31,028,180 Local 45.9% 30,920,973 Transfer 5.8% 3,940,099 State 0.3% 189,207 General Fund 2.0% 1,317,953 FTE: 113.5 Note: Excludes Support Services costs included under the Administrative component of the 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 Don Brown 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 Health Services Health and Human Services County of Contra Costa FY 2021-2022 Recommended Budget 271 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 Adult Felony Probation involvement, Court Ordered and court-involved services, and co-responding with local law enforcement agencies 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. Per the SMART Re-entry MOU between the Behavioral Health Division and the Office of Re-entry and Justice (ORJ), Forensic staff provide mental health services to East County Transitional Age Youth (TAY) referred from the Probation Department during their re-entry to the community from custody. Services provided are: medication support, case management, Wellness Recovery Action Planning, and Seeking Safety groups. Court-ordered and court-involved services include restoration for Incompetent to Stand Trial (IST) misdemeanor cases, Mental Health Diversion and the implementation of Assisted Outpatient Treatment (AOT), also known as Laura's Law. Forensics clinicians receive referrals to AOT from qualified requestors, complete an investigation to determine eligibility for AOT, make appropriate referrals to AOT services for those who meet criteria and refer to other services for those who do not meet the criteria. j. Mental Health Diversion provides pre- trial Mental Health Diversion services via AB 1810 funding for individuals referred from the court with serious mental illness. Per penal code 1001.36, clients charged with a misdemeanor or felony, who suffer from a serious mental disorder listed in the DSM5, the symptoms of which can respond to treatment, are eligible to receive Mental Health Diversion if the mental disorder played a significant part in the commission of the charged offense. The Forensic Diversion team provides mental health treatment and wraparound services across a continuum of care to meet clients’ needs to effectively manage their mental health symptoms and live successfully in the community. Services include: medication evaluation and ongoing medication support, assessment, and group and individual therapy. k. Mobile Crisis Response Team (MCRT) provides crisis intervention response to clients experiencing mental health crises seven days a week, Monday through Friday from 8:30 am to 10:30 pm and Saturday and Sunday from 8:30 am to 5:00 pm. MCRTs 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. l. Mental Health Evaluation Teams (MHETs), pair a licensed clinician with a police officer to engage with a target population of Health Services Health and Human Services 272 County of Contra Costa FY 2021-2022 Recommended Budget individuals with mental illness who have frequent contact with law enforcement. Via MOUs with three police departments (Pittsburg, Walnut Creek, and Richmond) the MHETs provide clients and families across the three County regions with psychiatric follow-up and much needed linkage to services and community resources. Planning is underway, via a grant from the Concord Police Department, to fund one FTE MHET clinician to partner with a Concord police officer. Planning is also underway with the Sheriff’s department to fund one FTE MHET clinician to partner with a Sheriff’s deputies in regions supported by the Sheriff’s Department. m. 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. n. 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 individuals aged 55 and older with moderate to severe depression, anxiety, and PTSD. 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. o. 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 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. p. 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), Wellness Recovery Action Plan (WRAP), and Multifamily Groups in the Treatment of Severe Psychotic Disorders. 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). The Adult Needs and Strengths Assessment (ANSA) was implemented across the Adult System of Care in December 2020. The ANSA Health Services Health and Human Services County of Contra Costa FY 2021-2022 Recommended Budget 273 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. Behavioral Health contracts with vendors for data gathering, reporting systems, and ongoing technical assistance regarding ANSA implementation. q. Augmented Board and Cares for Older Adult Mental Health Clients: The Behavioral Health Division’s Adult System of Care expanded its bed capacity for older adult Behavioral Health consumers requiring supports for activities of daily living and medical care as well as supports for their mental health needs. Increasing the bed capacity has greatly reduced wait lists for older adult clients needing specialized care services. Case management services are provided by Older Adult Mental Health. r. Trauma Informed Systems of Care: Behavioral Health's strategic plan identifies trauma informed care as a priority. Behavioral Health strives to deliver trauma informed care through the adoption of a strengths-based framework for service provision, grounded in an understanding of and responsiveness to the impact of trauma on client behavioral health and recovery. Behavioral Health coordinates with system partners – EHSD, H3, Public Health, First Five, Primary Care - to provide trauma- informed trainings and activities via trauma informed learning collaboratives and trauma informed leadership trainings. Adult Services Summary Service: Mandatory Level of Service: Discretionary Expenditures: $68,289,324 Financing: 67,500,151 Net County Cost: 789,173 Funding Sources: State 43.5% $29,681,505 Federal 40.3% 27,535,820 Local 9.0% 6,165,925 Transfer 6.0% 4,116,901 General Fund 1.2% 789,173 FTE: 162.7 Note: Excludes Support Services costs included under the Administrative component of the budget. 3. Support Services Description: Functions include personnel administration, staff development training, procuring services and supplies, physical plant operations, contract negotiations and administration, program planning, development of policies and procedures, preparation of grant applications and requests for proposals, monitoring service delivery and client complaints, utilization review and utilization management, quality assurance and quality management, quality improvement, computer system management, and interagency coordination. ccLink Optimization Efforts: The Behavioral Health Division has been using ccLink (Electronic Health Record) for clinical documentation since late 2017, and as a result, is more effectively coordinating care with providers across all of Health Services. Since the implementation and subsequent enhancements, clients have benefited from improved access to and understanding of their own care, as well as more efficient workflows for staff providing services to clients. ccLink has also helped to support data collection and outcomes-oriented program evaluation for the benefit of clients served. In 2020, there were Health Services Health and Human Services 274 County of Contra Costa FY 2021-2022 Recommended Budget numerous significant enhancements to ccLink including but not limited to: • A Community Based Organization (CBO) Portal for all MH and AOD CBOs: The Provider Portal allows designated staff members at each CBO to “view” necessary medical and mental health information for the purpose of coordinating care. • Clinical Services Information (CSI) Timeliness workflows to capture CSI Timeliness for foster youth, including the implementation of the Acuity Screening and timeliness data capture for children referred to Emergency Foster Care and Community Wide Assessment Team • New ccLink departments for Youth Hospital and Residential, Child and Family MH, and countywide Wraparound • Automatic sharing of the Behavioral Health Partnership Plan notes through MyChart to comply with the 21st Century Cures Act: Interoperability, Information Blocking, and the ONC Health IT Certification Program regulations. • Adult Needs and Strengths Assessment (ANSA) Implementation • Implemented Utilization Review (UR) Chart Alerts system across all Behavioral Health System programs for clinicians and psychiatrists to more effectively track UR documentation that requires action; this replaced the prior UR checklist which previously replaced the “red sticker” on the paper chart. • COVID-19 related enhancements: o Implemented method for tracking in- person, telephone, and video visits based on patient preference. o Implemented Zoom software to clinicians, nurses, and psychiatrists for the purpose of telehealth due to COVID- 19. Support Services Summary Service: Discretionary Level of Service: Discretionary Expenditures: $18,773,978 Financing: 8,952,907 Net County Cost: 9,821,071 Funding Sources: State 23.6% $4,435,333 Federal 20.1% 3,767,550 Local 4.0% 750,024 General Fund 52.3% 9,821,071 FTE: 91.2 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. In October 2020, the expansion of the inpatient psychiatric care unit increased bed capacity by an additional twelve (12) beds. The purpose of this expansion was to improve access to acute services and overcrowding and wait times for acute in-patient hospital admissions for adults. Local Hospital Inpatient Psychiatric Services Summary Service: Mandatory Level of Service: Mandatory Expenditures: $15,769,431 Financing: 13,881,491 Net County Cost: 1,887,940 Funding Sources: Federal 84.4% $13,311,653 Local 3.6% 569,838 General Fund 12.0% 1,887,940 Health Services Health and Human Services County of Contra Costa FY 2021-2022 Recommended Budget 275 5. Outpatient Mental Health Crisis Services 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: $16,038,958 Financing: 14,215,565 Net County Cost: 1,823,393 Funding Sources: Federal 68.6% $11,005,344 Local 20.0% 3,210,221 General Fund 11.4% 1,823,393 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 its patients. The Behavioral Health Division also maintains a network of over 200 contracted outpatient providers (therapists and psychiatrists) 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: $11,093,897 Financing: 9,428,427 Net County Cost: 1,665,470 Funding Sources: Federal 46.9% $5,205,335 Local 38.1% 4,223,092 General Fund 15.0% 1,665,470 FTE: 22.0 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 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 172.8 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 Health Services Health and Human Services 276 County of Contra Costa FY 2021-2022 Recommended Budget 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 iwas the first year of the MHSA Three Year Program and Expenditure Plan for FY 2020-23. In August 2020, a request for extension was requested due to the fiscal impact of COVID-19. The plan extension is valid through June 30, 2021. 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. The projected FY 2021-22 MHSA expenditures are described below. Program Type $ in Millions Community Support System $40,267,273 Prevention and Early Intervention 9,028,430 Work Force Education & Training 2,610,935 Capital Facilities 250,000 Innovation 2,240,330 Total MHSA Allocation $54,396,968 For the MHSA Three Year Program and Expenditure Plan Update for FY 2020-23 (Three-Year Plan), the statutorily required Community Program Planning process concluded with a 30-day public comment period and public hearing which took place in October 2020. Responses to substantive stakeholder input were incorporated into the final Three-Year Plan Update that was approved by the Board of Supervisors on February 9, 2021. Mental Health Services Act Service: Mandatory Level of Service: Discretionary Expenditures: $54,397,000 Financing: 54,397,000 Net County Cost: 0 Funding Sources: Local 100.0% $54,397,000 (Transfers from the MHSA Fund) FTE: 172.8 Health Services Health and Human Services County of Contra Costa FY 2021-2022 Recommended Budget 277 Mental Health Services Act (MHSA) Trust Fund/Proposition 63 Mental Health Services Act Fund (Prop 63) 2019-20 Actuals 2020-21 Budget 2021-22 Baseline 2021-22 Recommended Change Expense Expenditure Transfers 50,624,127 61,960,015 54,397,000 54,397,000 0 Expense Total 50,624,127 61,960,015 54,397,000 54,397,000 0 Revenue Other Local Revenue 1,457,764 ,1,879,898 1,458,000 1,458,000 0 State Assistance 42,719,076 60,080,117 52,939,000 52,939,000 0 Revenue Total 44,176,840 61,960,015 54,397,000 54,397,000 0 Net Fund Cost (NFC): (6,447,287) 0 0 0 0 Financial Indicators % Change in Total Exp 22% 12% 0% % Change in Total Rev 40% 12% 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: $54,397,000 Financing: 54,397,000 Net Fund Cost: 0 Funding Sources: State 97.0% $52,939,000 Local 3.0% 1,458,000 Health Services Health and Human Services 278 County of Contra Costa FY 2021-2022 Recommended Budget Behavioral Health – Alcohol and Other Drugs General Fund 2019-20 Actuals 2020-21 Budget 2021-22 Baseline 2021-22 Recommended Change Expense Salaries And Benefits 6,105,253 7,690,027 7,728,168 7,972,000 243,832 Services And Supplies 17,607,522 18,923,781 20,912,000 20,912,000 0 Expenditure Transfers (2,031,784) (2,423,005) (2,381,169) (2,535,000) (153,831) Expense Total 21,680,991 24,190,803 26,258,999 26,349,000 90,001 Revenue Other Local Revenue 5,256,814 6,032,186 7,262,388 7,262,388 0 State Assistance 14,095,257 16,223,617 17,061,611 17,151,612 90,001 Revenue Total 19,352,071 22,255,803 24,323,999 24,414,000 90,001 Net County Cost (NCC): 2,328,920 1,935,000 1,935,000 1,935,000 0 Allocated Positions (FTE) 64.0 64.0 59.0 60.8 1.8 Financial Indicators Salaries as % of Total Exp 28% 32% 29% 30% % Change in Total Exp 12% 9% 0% % Change in Total Rev 15% 9% 0% % Change in NCC (17%) 0% 0% Compensation Information Permanent Salaries 3,564,643 4,535,556 4,650,834 4,821,784 170,950 Temporary Salaries 74,472 70,768 80,075 80,075 0 Permanent Overtime 126,870 132,060 23,232 23,232 0 Deferred Comp 64,816 83,820 85,620 89,220 3,600 FICA/Medicare 284,680 362,598 353,586 366,664 13,078 Ret Exp-Pre 97 Retirees 9,482 10,017 10,017 10,017 0 Retirement Expense 959,951 1,239,352 1,273,739 1,319,539 45,799 Employee Group Insurance 616,292 822,076 856,605 864,480 7,875 Retiree Health Insurance 244,465 248,378 227,789 227,789 0 OPEB Pre-Pay 96,117 106,832 97,839 97,839 0 Unemployment Insurance 2,079 2,800 9,301 9,643 342 Workers Comp Insurance 61,385 75,769 59,531 61,719 2,188 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 Health Services Health and Human Services County of Contra Costa FY 2021-2022 Recommended Budget 279 implementation of the Drug Medi-Cal Organized Delivery System (DMC-ODS) Waiver Plan to provide a continuum of care for SUD treatment services to Medi-Cal beneficiaries modeled after the American Society of Addiction Medicine (ASAM) Criteria. In FY 2017-18, Contra Costa County became the 5th county in the State to participate in the DMC-ODS Waiver as a Prepaid Inpatient Hospital Plan (PIHP) which requires greater administrative oversight and utilization controls to improve care and maximize efficiency. The DMC-ODS gives 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 four years. 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 negotiated with CMS to update and combine all waivers under the 1915(b) waiver which governs the DMC-ODS. This multi-year initiative, known as Medi-Cal Healthier California, underwent major delays due to COVID-19; however, its relaunching is underway. Workload Indicator: During the fiscal year 2019-20, AODS served a total of 2,967 clients representing a difference of 305 less clients than in FY 2018-19. The data for the current fiscal year is only available for six months. Through early January 2021, 2,357 unduplicated clients have been served. The recommended FY 2021- 22 budget is based on an average caseload of 4,714 unduplicated clients projected to be served in treatment, assuming that the spread of COVID-19 is contained. Similarly, in FY 2019- 20 AODS served a total of 7,410 prevention participants, resulting in a difference of 2,213 less individuals served. The number of parents that were served also dropped by two thirds. The projected prevention caseload for FY 2021- 22, is slightly lower due to COVID-19, which restricts community gatherings and the ability to provide school-based services. 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 late September 2020, Contra Costa’s overall penetration rate for treating Medi-Cal adult beneficiaries with SUD was slightly higher than the statewide average. Besides measuring quality, a separate performance indicator is the number of unduplicated beneficiaries served by the DMC- ODS plan and the number of Medi-Cal claims submitted and approved by the State as measures to demonstrate the expansion of SUD treatment. While AODS processes the bulk of Medi-Cal claims for SUD treatment there are other programs available in the County providing services to individuals with substance use and contributing to the expansion, except outside the DMC-ODS plan and which services are not claimed through DMC. These programs include, Community Connect, the Bridge program, Choosing Change, La Clínica, and Lifelong. 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 Health Services Health and Human Services 280 County of Contra Costa FY 2021-2022 Recommended Budget 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. Prevention Services Summary Service: Discretionary Level of Service: Discretionary Expenditures: $1,617,000 Financing: 1,617,000 Net County Cost: 0 Funding Sources: State 100.0% $1,617,000 FTE: 2.7 2. Access to Information, Screening and Referral to SUD Treatment Description: Effective July 1, 2017 following the implementation of the DMC-ODS Waiver, the Behavioral Health Access Line became the single point of entry to access SUD services. Substance Abuse counselors co-located at the Behavioral Health Access Line provide information, ASAM screening and referral to individuals in need of prevention, treatment, and recovery services. Prior to admission into any SUD program, beneficiaries receive a face-to- face ASAM placement assessment to determine medical necessity and to ensure placement at the most appropriate level of care. To effectively engage hard to reach populations, counselors in the field conduct ASAM screenings in the courts, homeless shelters, jails, and West County Reentry Center. Similar to the Behavioral Health Access Line staff, screeners in the field are able to directly schedule intake appointments with treatment providers via warm transfers. Information, Screening and Referral into SUD Services Summary Service: Discretionary Level of Service: Discretionary Expenditures: $677,000 Financing: 677,000 Net County Cost: 0 Funding Sources: State 100.0% $677,000 FTE: 6.0 3. DMC Waiver and Non-DMC Waiver Services Description: The DMC Waiver and Non-DMC Waiver Treatment services are comprised of four 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 the following sections. Health Services Health and Human Services County of Contra Costa FY 2021-2022 Recommended Budget 281 4. 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. Since FY 2018-19 Naloxone has been added to the NTP’s 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: $5,347,000 Financing: 5,347,000 Net County Cost: 0 Funding Sources: State 50.0% $2,673,500 Local 50.0% 2,673,500 5. 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. Outpatient and Intensive Outpatient Program Summary Service: Discretionary Level of Service: Discretionary Expenditures: $3,607,000 Financing: 2,633,584 Net County Cost: 973,416 Funding Sources: State 54.8% $1,978,332 Local 18.2% 655,252 General Fund 27.0% 973,416 FTE: 7.3 6. 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 2019-20, detoxification services through Helen Vine in Marin County were discontinued and instead restored much needed services in West County in Richmond. Health Services Health and Human Services 282 County of Contra Costa FY 2021-2022 Recommended Budget Residential Treatment and Withdrawal Management Summary Service: Discretionary Level of Service: Discretionary Expenditures: $9,312,000 Financing: 9,085,886 Net County Cost: 226,114 Funding Sources: State 59.8% $5,569,537 Local 37.8% 3,516,349 General Fund 2.4% 226,114 FTE: 17.0 7. 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. Recovery Residences, formerly Sober Living Environments (SLE), 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 authorized to use discretionary funding sources 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 established and maintained two separate small contracts with Support4Recovery and Oxford Houses for the implementation of Recovery Residence services. Case Management, Recovery Support and Recovery Residences Summary Service: Discretionary Level of Service: Discretionary Expenditures: $705,000 Financing: 705,000 Net County Cost: 0 Funding Sources: State 62.9% $ 443,741 Local 37.1% 261,259 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, there are plans to increase the number of Adolescent Outpatient Treatment services in the County. Health Services Health and Human Services County of Contra Costa FY 2021-2022 Recommended Budget 283 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 FY 2019-20, AODS assumed responsibility for the assessment unit. 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, most treatment contracts include AB 109 thereby widening AB 109 admissions across the DMC-ODS and maximizing local available resources. Although DUI programming is self-funded 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 Penal Code Section1000. AODS offers intakes in all County courts and referrals to all DUI programs. Special Programs (Non-DMC Waiver) Summary Service: Discretionary Level of Service: Discretionary Expenditures: $4,738,000 Financing: 4,720,000 Net County Cost: 18,000 Funding Sources: Transfer 51.5% $2,441,000 State 45.5% 2,156,000 Local 2.6% 123,000 General Fund 0.4% 18,000 FTE: 16.1 9. Program and System Support Description: The AODS Administration has a state-mandated responsibility to provide oversight and management of all SUD 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. Lastly, to demonstrate the effectiveness and efficiency of this historical paradigm shift, the DMC-ODS is rigorously monitored by external evaluators and by the External Quality Review Organization (EQRO) and expected to adhere to the Managed Care Network Adequacy Certification requirements. The Program Support category includes a conservative approach to Health Services Health and Human Services 284 County of Contra Costa FY 2021-2022 Recommended Budget 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: $2,881,000 Financing: 2,163,530 Net County Cost: 717,470 Funding Sources: State 70.7% $2,036,502 Transfer 3.3% 94,000 Local 1.1% 33,028 General Fund 24.9% 717,470 FTE: 11.7 Health Services Health and Human Services County of Contra Costa FY 2021-2022 Recommended Budget 285 Health, Housing and Homeless Services General Fund 2019-20 Actuals 2020-21 Budget 2021-22 Baseline 2021-22 Recommended Change Expense Salaries And Benefits 1,570,983 2,064,116 2,123,000 2,402,000 279,000 Services And Supplies 22,383,551 17,358,292 22,941,000 22,941,000 0 Fixed Assets 0 64,800 65,000 65,000 0 Expenditure Transfers (10,265,465) (8,128,790) (7,786,000) (7,786,000) 0 Expense Total 13,689,070 11,358,417 17,343,000 17,622,000 279,000 Revenue Other Local Revenue 692,880 658,814 1,309,000 1,309,000 0 Federal Assistance 8,267,513 7,115,603 8,687,000 8,687,000 0 State Assistance 1,258,409 900,000 4,663,000 4,942,000 279,000 Revenue Total 10,218,802 8,674,417 14,659,000 14,938,000 279,000 Net County Cost (NCC): 3,470,267 2,684,000 2,684,000 2,684,000 0 Allocated Positions (FTE) 15.0 14.0 14.0 15.0 1.0 Financial Indicators Salaries as % of Total Exp 11% 18% 12% 14% % Change in Total Exp (17%) 53% 2% % Change in Total Rev (15%) 69% 2% % Change in NCC (23%) 0% 0% Compensation Information Permanent Salaries 1,024,121 1,367,255 1,385,097 1,561,043 175,946 Permanent Overtime 6,565 0 0 0 0 Deferred Comp 17,214 24,141 23,340 26,940 3,600 FICA/Medicare 76,630 98,733 105,415 118,819 13,404 Ret Exp-Pre 97 Retirees 3,035 2,992 2,992 2,992 0 Retirement Expense 293,955 376,917 407,663 454,605 46,942 Employee Group Insurance 129,856 170,380 177,990 214,504 36,514 Retiree Health Insurance 0 2,606 (1) (1) 0 OPEB Pre-Pay 2,242 0 0 0 0 Unemployment Insurance 566 786 2,771 3,122 351 Workers Comp Insurance 16,800 20,305 17,733 19,975 2,243 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 Health Services Health and Human Services 286 County of Contra Costa FY 2021-2022 Recommended Budget 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 2021- 22 budget is based on the provision of 139,065 annual shelter bed-days. Impact: The recommended budget maintains the current level of services. 1. Administration Description: Administration includes staffing of H3 home administrative office and costs associated with grant writing, grant administration, budgeting, contracting and consultation. Administration Summary Service: Discretionary Level of Service: Discretionary Expenditures: $1,297,000 Financing: 897,000 Net County Cost: 400,000 Funding Sources: State 32.0% $415,000 Transfer 26.1% 338,000 Federal 8.9% 115,000 Other Local 2.2% 29,000 General Fund 30.8% 400,000 FTE: 8.5 2. Continuum of Care (CoC) Planning Description: Costs incurred for Continuum of Care planning as described below. H3 serves as the lead agency (CoC Coordinator) for Contra Costa County and oversees all CoC activities: • Evaluating the outcomes of CoC- and ESG- funded projects; • Preparing and submitting an application to HUD on behalf of the entire Continuum of Care membership; • Conducting a sheltered and unsheltered point-in-time count; and, • Monitoring recipients and subrecipients and enforcing compliance with CoC program requirements. The CoC's Executive Committee, with the CoC Coordinator, coordinate and implement the activities. Partners include CCHS as the CoC Coordinator and Collaborative Applicant, all CoC member providers, and the CoC Executive Committee. 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. Health Services Health and Human Services County of Contra Costa FY 2021-2022 Recommended Budget 287 b. Equity Initiatives: The CoC, which covers the entire Contra Costa County region, has identified and begun implementing multiple racial equity strategies to mitigate and improve the homeless services experience and outcomes for persons experiencing homelessness in the CoC. The strategies include: • expert consulting, • continuous quality improvement, • system tool redesign, • community and stakeholder planning. There are also multiple activities completed, planned or underway in service of those strategies. Contra Costa’s racial equity strategies (and activities) are in service of several primary objectives: 1) to prevent, reduce and eliminate inequities created or perpetuated by the system of care; 2) increase meaningful engagement for consumers and communities of color; 3) increase capacity of organizations led by and serving communities of color; 4) increase leadership and organizational accountability for diversity, equity and inclusion in staffing and client services; 5) train system to monitor, evaluate and address discrimination and disparities and to scale equitable practices. CoC Planning Summary Service: Discretionary Level of Service: Discretionary Expenditures: $596,000 Financing: 481,000 Net County Cost: 115,000 Funding Sources: Federal 78.2% $466,000 Transfer 2.5% 15,000 General Fund 19.3% 115,000 FTE: 2.5 3. 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. 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, Central, and 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. Health Services Health and Human Services 288 County of Contra Costa FY 2021-2022 Recommended Budget 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: $4,225,000 Financing: 3,780,000 Net County Cost: 445,000 Funding Sources: Federal 56.4% $2,384,000 Transfer 20.4% 860,000 Other Local 12.7% 536,000 General Fund 10.5% 445,000 FTE: 1.0 4. 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: 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 evolved to meet the health needs of residents during the COVID-19 pandemic and the combined capacity is now 93 men and women in their own sleep stations, including specialized services for veterans. b. Philip Dorn Respite Center: A twenty-six 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 fifteen 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. d. McGovern House (formerly Appian House) - Transitional Housing for Youth: Opened September 2020, the program serves 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 from 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. f. East County Interim Housing Program: The County acquired a 174 room Motel 6 located in Pittsburg to continue its use as interim housing program for 200 homeless people each year. In addition to providing shelter, the County Health Services Health and Human Services County of Contra Costa FY 2021-2022 Recommended Budget 289 provides essential behavioral health, health care and other services to program clients. Interim Housing and Support Services Summary Service: Discretionary Level of Service: Discretionary Expenditures: $4,554,000 Financing: 2,990,000 Net County Cost: 1,564,000 Funding Sources: Transfer 51.1% $2,326,000 Federal 8.9% 404,000 Other Local 5.7% 260,000 General Fund 34.3% 1,564,000 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. 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. d. High Utilizers of Multiple Systems (HUMS): Similar in approach to Destination Home, HUMS provides 32 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. Supportive Housing Program Summary Service: Discretionary Level of Service: Discretionary Expenditures: $5,526,000 Financing: 5,410,000 Net County Cost: 116,000 Funding Sources: Transfer 76.8% $4,247,000 Federal 17.1% 944,000 Local 4.0% 219,000 General Fund 2.1% 116,000 FTE: 1.0 6. Homeless Management Information System Description: The Homeless Management Information System (HMIS) is a federally required, shared homeless service and housing database system administered by 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. Health Services Health and Human Services 290 County of Contra Costa FY 2021-2022 Recommended Budget Homeless Management Information System Service: Discretionary Level of Service: Discretionary Expenditures: $420,000 Financing: 376,000 Net County Cost: 44,000 Funding Sources: State 44.0% $185,000 Federal 41.9% 176,000 Other Local 3.6% 15,000 General Fund 10.5% 44,000 FTE: 2.0 7. State of California One-Time Homelessness Assistance Funding Description: The State of California released more than $9 million in one-time funding, authorized by State legislation SB 2, SB 850, and AB 101, to Contra Costa County’s homeless continuum of care to enhance the homeless crisis response system or infrastructure across the County. a. 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 homelessness services and housing delivery systems. All funds totaling $1.3M must be expended by June 30, 2025. b. 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. c. East County Interim Housing Program Operating Subsidy: CCHS received two years of operation subsidy dollars from the state totaling $4.1 million dedicated to the operations of the newly acquired Motel 6 in Pittsburg. While the County owns the building, property management and on-site support services are provided through a contracted community partner. d. Funding in the near horizon: In response to the ongoing COVID-19 pandemic, 633 emergency hotel rooms were procured to house individuals at high-risk of contracting the virus during the emergency (Project Roomkey). One- time funding is anticipated from the State and Federal governments to foster transition of participants in Project Roomkey (PRK) to permanent housing as vaccination efforts continue to show promising results and restrictions on isolation begin to soften. State of CA One-Time Homeless Assistance Service: Discretionary Level of Service: Discretionary Expenditures: $8,540,000 Financing: 8,540,000 Net County Cost: 0 Funding Sources: State 50.9% $4,342,000 Federal 49.0% 4,188,000 Other Local 0.1% 10,000 8. Housing Security Fund Description: A flexible source of funds to help consumers obtain and maintain stable housing of their choice. The HSF is a combination of private and State funds that when paired with Housing Navigation and Rapid Resolutions services can rapidly house or divert persons from homelessness and the emergency shelter system. Health Services Health and Human Services County of Contra Costa FY 2021-2022 Recommended Budget 291 Housing Security Fund Service: Discretionary Level of Service: Discretionary Expenditures: $250,000 Financing: 250,000 Net County Cost: 0 Funding Sources: Local 96.0% $240,000 Federal 4.0% 10,000 Health Services Health and Human Services 292 County of Contra Costa FY 2021-2022 Recommended Budget Public Health General Fund 2019-20 Actuals 2020-21 Budget 2021-22 Baseline 2021-22 Recommended Change Expense Salaries And Benefits 50,545,049 68,955,222 71,850,000 71,850,000 0 Services And Supplies 33,255,746 23,336,034 23,309,000 23,309,000 0 Other Charges 23 0 0 0 0 Fixed Assets 485,963 489,000 1,244,000 1,244,000 0 Expenditure Transfers (16,813,790) (3,780,562) (3,947,000) (3,947,000) 0 Expense Total 67,472,991 88,999,694 92,456,000 92,456,000 0 Revenue Other Local Revenue 6,159,545 6,405,014 6,632,387 6,632,387 0 Federal Assistance 11,806,362 12,124,960 13,574,021 13,574,021 0 State Assistance 31,543,592 47,472,720 50,009,592 50,009,592 0 Revenue Total 49,509,499 66,002,694 70,216,000 70,216,000 0 Net County Cost (NCC): 17,963,492 22,997,000 22,240,000 22,240,000 0 Allocated Positions (FTE) 478.7 490.7 499.2 499.2 0.0 Financial Indicators Salaries as % of Total Exp 75% 77% 78% 78% % Change in Total Exp 32% 4% 0% % Change in Total Rev 33% 6% 0% % Change in NCC 28% (3%) 0% Compensation Information Permanent Salaries 30,276,029 41,774,689 43,467,436 43,467,436 0 Temporary Salaries 658,470 382,700 642,898 642,898 0 Permanent Overtime 160,055 48,370 300,971 300,971 0 Deferred Comp 358,235 576,516 548,918 548,918 0 Hrly Physician Salaries 72,123 54,636 71,554 71,554 0 Perm Physicians Salaries 628,477 855,078 887,093 887,093 0 Perm Phys Addnl Duty Pay 23,074 10,596 10,596 10,596 0 Comp & SDI Recoveries (60,099) (60,546) (60,546) (60,546) 0 FICA/Medicare 2,306,241 3,142,135 3,217,413 3,217,413 0 Ret Exp-Pre 97 Retirees 114,231 112,538 121,189 121,189 0 Retirement Expense 8,860,853 12,539,802 12,609,667 12,609,667 0 Employee Group Insurance 4,750,244 7,082,891 7,352,454 7,352,454 0 Retiree Health Insurance 1,322,566 1,321,476 1,455,087 1,455,087 0 OPEB Pre-Pay 537,475 534,586 569,498 569,498 0 Unemployment Insurance 16,922 22,543 88,709 88,709 0 Workers Comp Insurance 520,153 557,213 567,062 567,062 0 Health Services Health and Human Services County of Contra Costa FY 2021-2022 Recommended Budget 293 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: As was experienced across most of FY 2020-21, efforts to address COVID-19 are anticipated to disrupt overall workload indicators in many programs within the Public Health Division. This is due to both the transition to remote/distance service provision and the reality that a large percentage of staff and their time have been re-assigned to the COVID-19 effort. Furthermore, some community members may have avoided healthcare facilities out of concern for COVID-19, resulting in fewer immunizations and lower than usual number of diagnoses and lab orders for tuberculosis and other reportable, acute communicable diseases. The recommended budget for the upcoming fiscal year is based on: reducing the rate of illegal tobacco sales to minors; over 27,000 clinic visits; 22,000 in-person visits by case managers for high-risk Medi-Cal patients; approximately 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 9,100 childhood and adult immunizations and 5,880 flu vaccines to the community; 12,000 oral health assessments, and 4,300 sealants and fluoride varnish applications for children; a monthly average of 16,734 women, infants and children were issued electronic food benefits (July 2020 through December 2020),leaving a monthly average of 373 unissued food benefits due to limited staffing and increased demand for food benefits; management and control of 33 newly diagnosed active cases of tuberculosis in the community and 280 contacts in the community; nearly 6,000 reports of communicable disease received from health care providers and labs, including 29 outbreaks; 208 rabies tests; receiving 211 animal bite reports or bat exposures; 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. 163,323 COVID-19 tests have been administered from March 2020 through Jan 17, 2021. Impact: The recommended budget maintains the current level of services. 1. Public Health Support Services Description: The Public Health Administration Division 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 2020 the OVR was responsible for registering approximately 9,404 births, including 62 out of hospital births, 7,086 deaths and 30 fetal deaths occurring in the County; issuing 8,133 permits for the disposition of human remains; and providing 49,885 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 eight Declaration of Paternity forms, and issued 100 Medical Marijuana ID cards. (Note all of these statistics only account for January-November 2020, which is not the grand total for 2020 as some events have not occurred or been accounted for yet.). Health Services Health and Human Services 294 County of Contra Costa FY 2021-2022 Recommended Budget 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. 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, and 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 Health Services Health and Human Services County of Contra Costa FY 2021-2022 Recommended Budget 295 at opioid use reduction, and develop a better understanding of individuals at risk for opioid overdose; • Identifies vulnerable populations in the County using local demographic and environmental data; • Analyzes diverse data sets including Census, California Department of Education, Uniformed Crime Statistics, the Statewide Integrated Traffic Records System (SWITRS), and OSHPD data to identify needs and support health programs; and • Supports Quality Improvement work in clinical settings for Public Health Clinic Services, Contra Costa EMS, Contra Costa Health Plan and the Contra Costa Regional Medical Center. To reach the goal of National Public Health Accreditation, the EPE Unit: • Leads the planning effort including developing a project plan, timeliness, and steps; • Develops foundational documents, such as Continuous Quality Improvement Plan, a Workforce Development Plan, a Community Health Assessment, a Community Health Improvement Plan, and a Strategic Plan; • Works collaboratively with Contra Costa Health Services to support comparable efforts and ensure compatibility with quality improvement efforts underway throughout the department; and • Ensures a local collaborative process with regular involvement of and input from the community and community partners. 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. The programs include: • The African American Health Conductor, Oncology and Promotoras Navigation Program: In March 2020, COVID-19 impacted, interrupted and restricted the way navigation staff provided resource linkages and application assistance to families and individuals, including health coverage. Most of the navigation assistance had to be done over the phone. COVID-19 limited and restricted the staff’s ability to outreach to individuals and families; and connect them with community services and resources seamlessly. Many community resources and programs were also limited and staff worked remotely due to COVID-19, creating barriers to connection. Receiving information on how to access resources was not always made available to navigation staff. Due to COVID-19, navigation numbers for the fiscal year 2019-20 increased. Navigation staff, including oncology navigation, assisted over 2,263 families and individuals with Medi-Cal enrollment and linkage to community resources, emotional support during medical visits and application assistance to other health and social benefit programs. • The Reentry Health Program: In fiscal year 2019-20, Re-entry Health Conductors assisted 1,382 returning citizens (also known as formerly incarcerated) with navigation assistance and resource linkages that range from health coverage assistance and other social benefit programs, including 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 at Behavioral Health Court, the Reentry Success Center in West County, Health Right 360, Rubicon and the Martinez Health Center. As a result of COVID-19, the Transitions Medical Clinic and the REMEDY program, were greatly impacted due to the COVID-19 Shelter in Place Health order. Pre COVID- 19, the Transitions Clinic provided medical treatment to 100% of their patients in person at the clinic. However, as a result of the COVID-19 Shelter in Place Health order, and or other restrictions, 90-95% of the re- entry patients were seen monthly thru Telehealth, and thru phone follow up and phone outreach. All of the REMEDY support groups were cancelled or postponed. It’s projected that REMEDY support groups may start back up in 2021. However, only two REMEDY support groups in each region will run. The plan is to Health Services Health and Human Services 296 County of Contra Costa FY 2021-2022 Recommended Budget conduct the REMEDY support groups via Zoom until March 2021. In April 2021, it is projected that in person support groups for the clinics will resume. If the REMEDY support groups resume in clinics, groups will adhere to social distancing, which will allow only 6 patients per group. This will have a huge impact on the returning community members who need character refinement, cultural realignment and cognitive restructuring that supports their reintegration and/or integration back into community and society. REMEDY support groups, compared to the previous fiscal year (2018-2019) support groups, were in 5 locations, and supported 6-15 participants on average in each group process. • The Transitions Medical Clinics: In fiscal year 2019-2020 West County and Pittsburg combined provided 398 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. The FY 2018-19 oncology navigation numbers are combined with the total number of navigation that was done in all clinic sites. • Program Enhancement: The Navigation program has been enhanced to track and respond to CCHS patients’ social determinants of health. On November 10, 2020, CCHS launched the new Coordinated Care Management Tracking system in EPIC. The Navigation team includes: East and West County Promotoras; Oncology Navigator; African American Health Conductors and Reentry Health Conductor. Staff were trained on the new coordinated care tracking system to collect social determinants of health data and provide resources that address social determinants. As a result of COVID-19, it’s estimated that an additional 300-500 people will benefit from the new tracking of social determinants and be offered resources. During COVID- 19, the navigators and clinic medical social workers teamed up to address patients’ social needs; this was the first pairing of medical social workers and the navigation staff to combine their efforts in addressing the needs of those patients and clients most affected by COVID-19. 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 2,107 patients were assisted with the Health Leads REACH tool with a 90% linkage success rate. 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 26 qualified medical interpreters who speak more than 14 different languages and assist with interpretation for an average of 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. Health Services Health and Human Services County of Contra Costa FY 2021-2022 Recommended Budget 297 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 CCHS 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 nationally to ensure that meaningful communication between the patient and the health care provider is available at all times. Qualified medical interpreters provide interpretation through a telephone and video network directly into the provider examination room or wherever patients access the CCHS health system. Public Health Support Services Service: Discretionary Level of Service: Discretionary Expenditures: $8,864,231 Financing: 1,477,409 Net County Cost: 7,386,822 Funding Sources: Local 10.5% $929,124 State 6.2% 548,285 General Fund 83.3% 7,386,822 FTE: 43.6 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 500 individual volunteers and bus transportation services annually to deliver services. The program currently serves approximately 317,427 meals in a congregate setting and over 421,674 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. This year due to the COVID-19 pandemic additional Family Cares Act Funding ($677,000) and Cares Act Funding ($1.2 million) were received. In addition to elderly participants, approximately 8,817 meals are delivered to homebound AIDS/HIV clients annually through separate funding. The program also supplies over 8,610 meals annually to one adult day care provider. This year due to the COVID-19 pandemic and shelter in place order, senior’s centers are closed. Because of this closure five frozen meals are being delivered once a week directly to the homes of homebound and congregate meal participants. The COVID-19 pandemic caused a closure of the adult day care provider resulting in a decrease in meals. Senior Nutrition Program Service: Discretionary Level of Service: Discretionary Expenditures: $5,115,893 Financing: 5,049,580 Net County Cost: 66,313 Funding Sources: Transfer 56.0% $2,866,713 Local 42.7% 2,182,867 General Fund 1.3% 66,313 FTE: 4.8 Health Services Health and Human Services 298 County of Contra Costa FY 2021-2022 Recommended Budget 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 November 18, 2020, the Disease Investigation and Control Unit received over 6,000 reports of communicable diseases (excluding COVID-19). Staff also investigated 29 outbreaks, which occurred in a variety of settings including health care facilities, adult residential communities, public pools, restaurants, and schools. A total of 11 contact investigations for airline or maritime exposures to communicable disease (measles and hepatitis A [excluding COVID-19]) were conducted. Staff also handled 211 reports of animal bites or bat exposures, some of which needed investigation to ascertain rabies risk. Six of these reports involved an animal that was later determined to be positive for rabies. Thirty-nine rabies vaccination exemption requests were reviewed and replied to. Finally, staff responded to nine reports of first responder occupational exposure to communicable diseases, providing consultation, and recommendations for appropriate post-exposure prophylaxis. b. Health Emergency Response Unit: Develops plans and procedures to respond to the health impacts of naturally occurring disasters such as earthquakes, communicable disease outbreaks such as Pandemic Flu, and bioterrorism caused by human action. Public information, risk communication, and internal and external communication with employees, the community, and the media are integrated into all aspects of response. This unit works closely with all areas of the Communicable Disease Control Program, the Public Health Lab, Environmental Health, Emergency Medical Services, the Office of Emergency Services, and the Hazardous Materials Program, as well as many other County departments and community partners. In addition, this unit provides staff support to the Department’s Emergency Management Team, coordinates the annual revision of the Department’s Emergency Operations Plan, and represents CCHS in regional health emergency response planning activities. c. Immunization Program: Provides immunization clinics for children and adults, consultation to health care providers, and technical assistance to schools, day care centers, and preschool programs to ensure compliance with California immunization laws, 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 Health Services Health and Human Services County of Contra Costa FY 2021-2022 Recommended Budget 299 occurrence of vaccine-preventable diseases (VPD) and coordinates the perinatal hepatitis B program to prevent the development of chronic hepatitis B in infants. In 2020 (as of October 31,2020), a total of 9,143 immunizations were given by Public Health weekly and community clinics, including 5,880 flu vaccines. Additional, one-time flu funding from the CDPH will support expanded and enhanced flu vaccination activities in the community and vaccination strike teams for congregate living facilities. 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 November 18, 2020, Contra Costa identified 33 newly diagnosed TB cases, and provided case management services to 60 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 678 home medication visits and viewed 5,854 videos for remote medication monitoring. Due to the pandemic and social distancing requirements, many home visits were replaced with remote medication monitoring. Public Health Nurse Case Managers made approximately 424 home visits to address both clinical and psychosocial client needs, a decrease from previous years due to the pandemic. 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 November 17, 2020, 280 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. The PH Lab also processed, packed, and shipped specimens to CDC in Atlanta when COVID-19 testing was only available through CDC. Now that COVID-19 PCR testing is more widely available, the PH Lab provides COVID-19 testing seven days a week. 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 November 17, 2020, the Public Health Lab performed 231,595 clinical and environmental tests. Of those, 44,687 were for COVID-19, 7,695 were for SARS-CoV-2 IgG antibody tests, and 208 were rabies tests associated with bats or animal bites. Communicable Disease Control Summary Service: Mandatory/Discretionary Level of Service: Discretionary Expenditures: $10,937,146 Financing: 7,138,219 Net County Cost: 3,798,927 Funding Sources: Local 26.7% $2,915,005 State 22.8% 2,491,979 Federal 15.8% 1,728,658 Transfer 0.0% 2,577 General Fund 34.7% 3,798,927 FTE: 55.9 Health Services Health and Human Services 300 County of Contra Costa FY 2021-2022 Recommended Budget 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. Prior to COVID-19, mobile HIV rapid testing was offered at fixed sites throughout the community. During the COVID-19 pandemic, the HIV Prevention and Testing Program has offered free, contactless, at-home HIV and STI testing for gonorrhea and chlamydia called the “Home is where the Swab is” program. The program continues to provide linkage-to-care services for individuals newly diagnosed with HIV, as well as technical assistance to clinicians on methods to increase opt-out testing, a process to improve the number of individuals aware of their HIV status, and RAPID antiretroviral (ARV) initiation. 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. During COVID-19, medical case management services have been conducted remotely via phone or licensed Zoom accounts. Some support services, including food voucher distribution, have continued while adhering to social distancing and other safety protocols. Medical case managers and outreach workers have provided virtual support to the Positive Health clinics during the COVID-19 response. Community planning services open to all interested parties provide an opportunity for consumers, providers, and others to offer recommendations for service delivery system improvements. A quality management program reviews clinical records for consistency with national guidelines, and a continuous quality improvement program conducts regular analysis of key clinical and service indicators to discuss on monthly calls with County HIV clinicians. a. Sexually Transmitted Disease Program works to reduce Sexually Transmitted Diseases (STDs) by identifying new cases of STDs and their sexual contacts and ensuring appropriate treatment of reported cases. Prior to COVID-19, STD Program staff supported bi-weekly STD clinic operations. However, due to clinic staff shortages, the County STD clinics are currently incorporated into women’s health clinics, where STD Program staff can schedule appointments for STD treatment and testing. The STD Program also provides health education and risk reduction services as well as referrals to testing and HIV care for individuals coinfected with HIV and another STD. The rate of chlamydia increased from 461.2/100,000 residents in 2016 to 502.7 in 2017 and 536.4 in 2019. The rate of gonorrhea increased from 139.9/100,000 in 2016 to 154.8 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 16.4/100,000 in 2017 to 30.5 in 2018. As a point of reference, Contra Costa had zero cases in 2013-2015. Although Contra Costa has lower than the statewide female and congenital syphilis rates, female cases remain a priority for follow-up and investigation since syphilis during pregnancy can lead to congenital syphilis among newborns if not properly treated. In addition to providing partner notification and follow-up, the STD team works closely with the HIV surveillance and prevention team to conduct targeted education and risk reduction calls to individuals at high-risk for HIV, including linking them to PrEP, a daily pill that helps HIV negative people remain negative. b. HIV/AIDS Program reduces the transmission of HIV and improves health outcomes for HIV positive individuals in Contra Costa through the provision of individual and Health Services Health and Human Services County of Contra Costa FY 2021-2022 Recommended Budget 301 community education and prevention services, home and clinic-based case management, clinic navigation services, and clinical quality assurance activities and agency capacity building. Targeted rapid HIV test services support healthier behaviors by encouraging people of all ages and orientations to know their HIV status. HIV and Hepatitis C testing services are confidential and quick (results in about 20 minutes), and results from self-swab tests for gonorrhea and chlamydia are available within a few days. Due to COVID-19, the HIV/AIDS Program is not currently offering anonymous community-based testing. The program created “Home is where the Swab is” in 2020 to provide free, contactless testing for clients in their homes or private spaces. 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) PrEP related medical services, and 2) medications on the PrEP-AP formulary for the prevention of HIV and treatment of sexual transmitted infections (STIs), excluding Truvada/Descovy, which are provided, free to uninsured individuals by the drug manufacturer. Individuals who are interested in the program are screened and enrolled in the program by a certified enrollment worker who is a staff member of the HIV/AIDS and STD Program. The enrollment worker will also be responsible for scheduling appointments for patients to be seen at one of the four County health centers or coordinating a referral with a contracted telemedicine provider. In addition to coverage for PrEP related medical expenses, the PrEP- AP also covers PEP if clinically indicated as well as one-time 30-day antiretroviral therapy for any client who seroconverts to HIV while on PrEP Enrollment in the PrEP-AP program continued in 2020, but adjustments had to be made to due to the COVID-19 pandemic. Prior to the shelter in place, the PrEP-AP enrollment was done in person to gather eligibility documentation and signatures. CDPH has allowed enrollments to be handled over the phone with their enrollment worker. Despite this accommodation, it has been challenging to obtain documentation substantiating client eligibility for PrEP-AP in a secure manner. There have been challenges sending encrypted emails that the recipient can open as well as obtaining signatures if the client does not have the ability to print and scan or e- sign. The enrollment worker is keeping track of documents that will need a signature when it is safe to do so. The enrollment worker has also been referring all new clients to the telemedicine provider as there is no protocol in place to register these clients at CCHS County clinics. In 2020, the PrEP Navigator provided PrEP education and navigation to 47 clients who were referred to services from the focused community testing program, medical case managers, and prevention subcontractors. The total is less than last year given the effects of the COVID-19 pandemic. In mid-March 2020, all client-facing services were halted and most staff was reassigned to COVID-19 contact tracing efforts. At the same time, community partner sites were closed. In spite of these challenges, the Division enrolled eight new clients into PrEP-AP in 2020, six of whom were enrolled during the shelter in place. Of the eight clients enrolled in 2020, one was under 18 and two were 18. Since these clients are still dependents on their parent’s insurance, the enrollment worker assisted the clients to fill out the confidentiality form that separates all PrEP-related services from their main health insurance record. In addition, there were seven clients who expressed interest in the program but were deemed lost to follow-up after multiple contact attempts to start the enrollment process. In calendar year 2020, the HIV/AIDS and STD program served over 650 people with HIV or AIDS. Approximately 90 percent of those served were at or below 300% of the federal poverty level (FPL), and 77% were at or below 200% of the FPL. 48 individuals were newly enrolled in the program during the year, six of whom were newly diagnosed with HIV. Services are provided throughout the County and reach over 130 women each year. Services include nurse and community-based case management and clinic-based social work, benefits counseling Health Services Health and Human Services 302 County of Contra Costa FY 2021-2022 Recommended Budget and support for accessing health care coverage, outreach to individuals newly infected with HIV and those lost to care, medication adherence counseling and education, and enrollment in the AIDS Drug Assistance Program (ADAP). Referrals are provided for food, medical nutrition therapy, transportation assistance, substance use and mental health counseling, home health care services, oral healthcare, housing assistance, psychosocial support groups 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 300 individuals at risk for poor health outcomes and provides support to clinicians and patients through case conferencing and outreach support services. This year the HIV/AIDS Program received additional CARES Act funds for COVID-19 relief specifically for people living with HIV. With these funds, the program purchased necessary telework technology, PPE kits for all clients and staff, and provided targeted health education and outreach to clients most at risk for COVID- 19. The program also used CARES Act funding to substantially increase emergency rent, utility, and food assistance for clients experiencing COVID-19 related job loss and other hardships. 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 2020, the program began an in-house psychosocial support services program that has provided Zoom-based support groups and art therapy. Community and staff trainings include: cultural competency skills training, Partner Counseling and Referral Services, initiation of Rapid Anti- retroviral Therapy as a means to reduce community viral load, intensive HIV/STD Partner Services training, rapid syphilis testing and other competency training. The program collaborates with the Homeless System of Care, Community Connect, Alcohol and Other Drugs Services, and Public Health Clinic Services, as well as provides support to various Health Department programs to strengthen divisions serving similar populations. HIV/AIDS and STD Program Summary Service: Mandatory/Discretionary Level of Service: Discretionary Expenditures: $4,904,140 Financing: 3,820,549 Net County Cost: 1,083,591 Funding Sources: Federal 51.3% $2,515,119 State 21.8% 1,068,799 Transfer 3.8% 190,417 Local 0.9% 46,214 General Fund 22.1% 1,083,591 FTE: 30.7 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 network of safety-net services offered by the FMCH programs: Health Services Health and Human Services County of Contra Costa FY 2021-2022 Recommended Budget 303 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 beliefs and cultural values; while promoting overall health and wellness. Services are provided in West and East County and reach 96 women each year through a group intervention. Increased State funding now 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. During the pandemic, all group activities and individual case management services have been provided using telehealth technology. Contactless drop off of essential supplies, health and safety items for mothers and babies have also been provided to families by Black Infant Health Program staff. b. Community Oral Health Program: Funded by State Proposition 56 since 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 have focused on pregnant women, children, and youth. In future years, the Division will expand to address the needs of seniors and other vulnerable adults. The program has developed 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. c. The Children’s Oral Health Program (COHP), which has been in Contra Costa County for more than 30 years, is 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 children (ages 3-19 years) throughout the County as possible. Due to school closures with the COVID-19 pandemic, the staff were not able to reach as many children as usual, and the number of students educated prior to March 15, 2020 was 8,340. The staff have made 12,000 oral health kits which include toothbrushes, toothpaste, floss, timers, and educational materials for the families who would normally have received services from the program. These have been developed with the support of the John Muir Community Health Foundation and are being distributed through collaborative agreement with school principals and staff at County schools. Services that are usually provided at elementary schools, community centers, and homeless shelters have been suspended due to COVID-19 but will resume as soon as it is safe to do so. The program will continue to educate pregnant and parenting women on oral health by collaborating with perinatal providers and home visitors since these educational efforts can be conducted virtually. d. 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. e. 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. f. 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- Health Services Health and Human Services 304 County of Contra Costa FY 2021-2022 Recommended Budget income, first-time mothers during pregnancy through two years post-partum. During the COVID-19 pandemic all home visits have been replaced with teleheath video visits with enrolled program participants. Contactless drop off of essential supplies, health and safety items for mothers and babies have also been provided to families by Nurse-Family Partnership staff. 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. g. Prenatal Care Guidance Program: home visiting services for pregnant women: Provided by Community Health Worker Specialists and a Medical Social Worker has offered short-term and crisis support for low- income, at-risk women during their pregnancy. Due to the pandemic, the efforts of the Lift Every Voice program staff, which previously supported pregnant women who are incarcerated, have been redirected and the long-term case management work of Healthy Families America staff has been refocused to serve more pregnant women through the Prenatal Care Guidance Program. During the COVID-19 pandemic all home visits have been replaced with teleheath video visits with program participants. Contactless drop off of essential supplies, health and safety items for mothers and babies have been provided to families by staff. h. 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. i. 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 16,800 participants per month uploading electronic benefits onto their CA WIC card 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. j. Perinatal Health Equity Initiative: 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 through June 2021. Two community interventions will be implemented starting in FY2020-21, 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. Health Services Health and Human Services County of Contra Costa FY 2021-2022 Recommended Budget 305 Family, Maternal & Child Health Summary Service: Mandatory/Discretionary Level of Service: Discretionary Expenditures: $12,266,984 Financing: 10,575,675 Net County Cost: 1,691,309 Funding Sources: Federal 67.6% $8,300,054 State 14.2% 1,738,161 Transfer 4.4% 537,460 General Fund 13.8% 1,691,309 FTE: 94.2 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 8 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. During shelter in place, services rapidly expanded to offer telephonic visits when appropriate. The majority of services remain face to face. 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 • School-based clinics at 35 schools – services closed in March 2020 due to shelter in place orders. • 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 • Public Health Clinic Services has played a pivotal role in COVID-19 response. When Public Health School Based clinics closed due to the shelter in place, staff were redirected to support the COVID-19 testing initiatives. Public Health Clinic Services operates six COVID-19 testing sites throughout Contra Costa County. Since March 2020 these sites have performed over 163,000 COVID-19 tests. • Health Care for the Homeless transitioned their services during shelter in place. Many of their patients are residing in hotels through Project Room Key. HCH provided onsite clinical services at the hotels. They also continue to provide mobile services for those residing in encampments and outside the Project Room Key locations. 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 Health Services Health and Human Services 306 County of Contra Costa FY 2021-2022 Recommended Budget clients gain access to needed medical, social, educational and other services. Over 19,000 home visits are made to clients annually. Due to the Health Officer shelter in place order, in person visits were transitioned to telephonic services in March of 2020. Public Health Nursing deployed staff to support COVID-19 testing sites and Contact Tracing and Investigation. 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/telephonic visits to almost 13,900 unique patients in FY 2020-21. 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. The Division is in year two of this grant and continue to make progress. 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 education to County residents, individually and through collaboration with agencies and organizations. Public Health Clinic Services Summary Service: Discretionary Level of Service: Discretionary Expenditures: $51,230,245 Financing: 43,670,305 Net County Cost: 7,559,940 Funding Sources: State 84.1% $43,082,163 Transfer 0.7% 349,833 Local 0.5% 238,309 General Fund 14.7% 7,559,940 FTE: 246.0 Health Services Health and Human Services County of Contra Costa FY 2021-2022 Recommended Budget 307 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. However, CW&PP’s ability to provide traditional in-person education to the community and facilitate policy, systems, and environmental change has been greatly impacted as a result of the COVID-19 Pandemic. 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 and recorded at 10.6% in 2018. During 2020, due to COVID-19, in-person activities were suspended or postponed starting in March. Staff in the program were deployed as Disaster Service Workers (DSW) to COVID-19 duties which delayed the completion of project deliverables. 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 30,000 adults and children annually. Current COVID-19 Pandemic restrictions forced the program to explore creative ways to modify and implement evidence-based nutrition education and physical activity promotion. The program has shifted its in-person nutrition education classes to virtual instruction. Although this modification has presented challenges as many of the communities served by the project have limited access to the technology needed to continue project activities, it has also shed light on new opportunities to support these individuals and organizations as the Division has been able to provide much needed resources that will prove to be beneficial in improving their nutritional and physical health. The program supports policy systems and environmental (PSE) changes that reduces the overconsumption of unhealthy foods and beverages; increases access to and/or the appeal of healthy dietary choices where the SNAP-Ed eligible population and their families live, learn, eat, work, play or shop; increases opportunities for physical activity and enhances the built environment. Examples of PSEs include improving school lunchroom environments through the placement of healthy Health Services Health and Human Services 308 County of Contra Costa FY 2021-2022 Recommended Budget 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. In response to COVID-19 the program supported community efforts to reduce the negative health impacts associated with food insecurity by partnering with local school districts to distribute much needed food to students as they sheltered in place. Over 1 million meals were provided to students. Staff supported the Senior Nutrition program and participated in interdepartmental and community collaboratives such as the COVID-19 Nutrition Task Force to get much needed food to seniors and families throughout Contra Costa County. Task force membership and activities included the following: Contra Costa’s Aging & Adult Services Bureau launched the Great Plates Senior Food Program and worked in partnership to increase meals for seniors. The Alliance to End Abuse, in partnership with the For Our Families Program, launched the Social Services Rapid Response team to focus on wrap-around social services including food needs. CW&PP supported Health Services to launch a Food++ Program, which connected high risk patients with grocery delivery services and 211 to launch a GIS interactive food map tool. Furthermore, the existing network of food providers across the County, including the Food Bank of Contra Costa, Mt. Diablo Meals on Wheels, Salvation Army, Monument Crisis Center, as well as Contra Costa Voluntary Organizations Active in Disasters (VOAD), went into emergency response mode to increase food access and support to their communities. In partnership with Aging & Adult Services Bureau, the CW&PP participated in conference calls with all interested parties. Additional responses to COVID-19 made by the program included, staffing phone banks where callers were referred to food resources and programs such as CalFresh updates, partnering with pantries and other food distribution sites to deliver much needed food, working with food system stakeholders to create new access points, supporting safe food recovery and services. As COVID-19 continues, program staff continue to acknowledge the importance of working together and participating in this task force in order to share knowledge and increase collaboration to transform food systems beyond response to the pandemic. 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 began implementing a Safe Routes to School program in 2018 in collaboration with school districts and the Public Works Department in communities throughout Contra Costa. During 2020, due to COVID-19, any activities involving schools were curtailed starting in March. Staff in the program were deployed to COVID-19 duties. COVID-19 related disruptions are anticipated at schools through the 2021 Fall semester. This will impact the Health Services Health and Human Services County of Contra Costa FY 2021-2022 Recommended Budget 309 ability to conduct bike and pedestrian safety activities in person. As staffing permits given uncertain COVID-19 response deployments, the IPPP will explore remote alternatives for bike and pedestrian safety education. They will also participate in the County’s Vision Zero planning process that could lead to new policies to prevent traffic-related bike and pedestrian injuries. d. The Building 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 develops the 2040 update to the County General Plan. The Building Healthy Communities Program will coordinate and work collaboratively with other programs in CCHS to bring a public health, equity, and environmental justice lens to Envision 2040, the County’s new General Plan as its being developed and finalized in 2021. e. COVID-19 Youth/Young Adult Ambassadors Project: COVID-19 offered CW&PP the unique opportunity to expand upon both the previous work of Public Health Solutions, which transitioned from CW&PP to the CCHS Office of the Director in 2019, and the current efforts of the Tobacco Prevention Project to educate youth and young adults about the harmful effects of tobacco use, to develop a social media campaign utilizing “micro- influencers” to educate youth and young adults ages 14-25 about the virus and how to reduce its spread. As DSW workers, CW&PP staff facilitated a pilot project focused on recruiting 25 COVID-19 Youth/Young Adult Ambassadors to reach their peers throughout Contra Costa County. The project has grown to include co- sponsorships with the Cities of San Pablo and Antioch and the number has increased to 50 Ambassadors with expectations of continued growth as more agencies have expressed interest in co-sponsorships. During the first three months of the project the reach of COVID-19 Youth/Young Adult Ambassadors through the “micro-influencers” has been estimated to be 72,000 a month. Community Wellness & Prevention Program Summary Service: Discretionary Level of Service: Discretionary Expenditures: $3,084,361 Financing: 2,431,263 Net County Cost: 653,098 Funding Sources: State 35.0% $1,080,205 Federal 33.4% 1,030,190 Local 10.4% 320,868 General Fund 21.2% 653,098 FTE: 24.0 Health Services Health and Human Services 310 County of Contra Costa FY 2021-2022 Recommended Budget Environmental Health General Fund 2019-20 Actuals 2020-21 Budget 2021-22 Baseline 2021-22 Recommended Change Expense Salaries And Benefits 15,878,678 20,046,369 20,472,000 20,472,000 0 Services And Supplies 4,491,827 4,610,250 4,015,000 4,015,000 0 Other Charges 1,861 2,000 2,000 2,000 0 Fixed Assets 264,703 200,000 200,000 200,000 0 Expenditure Transfers (1,642,374) 246,817 281,000 281,000 0 Expense Total 18,994,695 25,105,436 24,970,000 24,970,000 0 Revenue Other Local Revenue 19,222,604 24,604,333 25,183,000 25,183,000 0 State Assistance 70,841 216,767 227,000 227,000 0 Revenue Total 19,293,446 24,821,100 25,410,000 25,410,000 0 Net County Cost (NCC): (298,751) 284,336 (440,000) (440,000) 0 Allocated Positions (FTE) 101.0 100.0 100.0 100.0 0.0 Financial Indicators Salaries as % of Total Exp 84% 80% 82% 82% % Change in Total Exp 32% (1%) 0% % Change in Total Rev 29% 2% 0% % Change in NCC (195%) (255%) 0% Compensation Information Permanent Salaries 9,196,057 11,694,711 12,043,332 12,043,332 0 Temporary Salaries 161,464 178,000 178,000 178,000 0 Permanent Overtime 225,342 233,000 233,000 233,000 0 Deferred Comp 78,347 102,000 103,800 103,800 0 Comp & SDI Recoveries (2,956) 0 0 0 0 FICA/Medicare 531,746 668,597 688,940 688,940 0 Ret Exp-Pre 97 Retirees 40,398 47,317 47,317 47,317 0 Retirement Expense 3,698,459 4,821,545 4,899,027 4,899,027 0 Employee Group Insurance 1,232,973 1,592,217 1,581,833 1,581,833 0 Retiree Health Insurance 376,533 379,674 364,944 364,944 0 OPEB Pre-Pay 178,166 161,080 153,565 153,565 0 Unemployment Insurance 5,221 13,445 24,086 24,086 0 Workers Comp Insurance 156,927 154,784 154,156 154,156 0 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 2021-2022 Recommended Budget 311 Description: The COVID-19 pandemic profoundly impacted the community. Environmental Health deployed staff to assist with the emergency response to mitigate the spread of the virus and to vaccinate the community. Workload Indicators: The recommended FY 2021-22 budget is based on a monthly average of 270 hazardous material inspections and 1,006 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 2,570 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 3,064 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 fire departments and districts in Contra Costa County via the County’s GIS maps. d. Underground Tanks Program: Performs inspection and permitting of approximately 1,018 underground tanks at 379 tank facilities in Contra Costa County to protect soil and groundwater from contamination by hazardous materials. e. Aboveground Petroleum Storage Tank (APSA) Program: Ensures that facilities subject to APSA implement their spill prevention, control and countermeasures plan by inspecting approximately 355 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 the City of Richmond’s Industrial Safety Ordinances that requires regulated facilities to develop and implement safety programs. 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 exceed environmental regulations and implement sustainable environmental practices by designating the business as a Green Business. Certified Green businesses prevent pollution, conserve natural resources, minimize waste, and shrink their overall carbon footprint. Contra Costa Green Business Program partners with municipal and utility agencies to provide technical assistance, audits, and inspections to businesses. h. Stormwater 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 312 County of Contra Costa FY 2021-2022 Recommended Budget Hazardous Materials Program Summary Service: Mandatory Level of Service: Mandatory Expenditures: $11,914,121 Financing: 12,134,121 Net County Cost: (220,000) Funding Sources: Local Fees 100.0% $12,134,121 FTE: 39.0 2. Environmental Health Description: a. COVID-19 Emergency Response: Performs health and safety inspections of regulated businesses that are deemed essential businesses which includes most of the businesses listed in the various programs below; performs Health Officer Order education and enforcement for regulated facilities; and responds to complaints regarding health officer order violations at regulated facilities. b. Food Programs: Performs permitting and inspection of retail food facilities including restaurants, bars, retail food markets, caterers, mobile food vehicles, commissaries, vending machines 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. c. Recreational Health Programs: Performs permitting and inspection of public pools, spas and recreational beaches; performs permitting and inspection of cannabis facilities and delivery services; posts State mercury advisories for fish and annual spring domoic acid mussel warnings at beaches and other bay access points; conducts investigations of waterborne disease outbreaks; and posts warning signs to inform the public of hazards of blue green algae. Reviews and approves plans for compliance with local, state, and federal requirements, for public and spa facilities. d. 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. e. Medical Waste Program: Performs registration, inspection and permitting of specified medical waste generators, treatment facilities, and storage and transfer facilities and haulers. f. 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. g. 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. h. Small Water System Program: Performs plan review, inspecting and permitting of County, State and federally defined small water systems. Health Services Health and Human Services County of Contra Costa FY 2021-2022 Recommended Budget 313 Environmental Health Summary Service: Mandatory Level of Service: Mandatory Expenditures: $12,855,879 Financing: 13,075,879 Net County Cost: (220,000) Funding Sources: Local Fees 98.2% $12,848,879 State 1.8% 227,000 FTE: 61.0 3. Fixed Assets Description: To provide for acquisition of capital equipment for needed capital improvement projects. Fixed Assets Summary Service: Discretionary Level of Service: Discretionary Expenditures: $200,000 Financing: 200,000 Net County Cost: 0 Funding Sources: Local Fees 100.0% $200,000 Health Services Health and Human Services 314 County of Contra Costa FY 2021-2022 Recommended Budget Detention Facility Programs General Fund 2019-20 Actuals 2020-21 Budget 2021-22 Baseline 2021-22 Recommended Change Expense Salaries And Benefits 13,928,889 23,408,030 28,096,000 28,096,000 0 Services And Supplies 20,650,314 12,505,429 11,550,000 11,550,000 0 Other Charges 71,297 142,595 143,000 143,000 0 Fixed Assets 0 50,000 0 0 0 Expenditure Transfers (10,886,802) (3,266,551) (3,264,000) (3,264,000) 0 Expense Total 23,763,698 32,839,503 36,525,000 36,525,000 0 Revenue Other Local Revenue 1,300,297 1,311,150 1,154,000 1,154,000 0 State Assistance 1,117,471 561,353 304,000 304,000 0 Revenue Total 2,417,768 1,872,503 1,458,000 1,458,000 0 Net County Cost (NCC): 21,345,930 30,967,000 35,067,000 35,067,000 0 Allocated Positions (FTE)A 109.8 138.9 138.9 169.5 30.6 Financial Indicators Salaries as % of Total Exp 59% 71% 77% 77% % Change in Total Exp 38% 11% 0% % Change in Total Rev (23%) (22%) 0% % Change in NCC 45% 13% 0% Compensation Information Permanent Salaries 7,640,862 12,413,549 16,966,846 16,966,846 0 Temporary Salaries 912,494 1,238,195 510,895 510,895 0 Permanent Overtime 588,369 970,000 600,000 600,000 0 Deferred Comp 28,198 43,894 90,720 90,720 0 Hrly Physician Salaries 5,793 11,996 12,480 12,480 0 Perm Physicians Salaries 442,364 855,565 855,565 855,565 0 Perm Phys Addnl Duty Pay 2,284 0 0 0 0 Comp & SDI Recoveries (45,613) 0 0 0 0 FICA/Medicare 610,167 1,264,979 1,153,060 1,153,060 0 Ret Exp-Pre 97 Retirees 33,715 32,834 32,834 32,834 0 Retirement Expense 2,227,541 4,024,290 4,720,949 4,720,949 0 Employee Group Insurance 1,066,867 1,868,534 2,400,757 2,400,757 0 Retiree Health Insurance 195,736 288,418 348,080 348,080 0 OPEB Pre-Pay 58,965 121,737 138,402 138,402 0 Unemployment Insurance 4,783 9,540 33,745 33,745 0 Workers Comp Insurance 156,361 264,498 231,666 231,666 0 A. Does not include temporary or registry employees. Health Services Health and Human Services County of Contra Costa FY 2021-2022 Recommended Budget 315 Description: Provides health services, including medical and mental health, to patient- inmates of the County adult and juvenile detention facilities. Workload Indicators: The recommended FY 2021-22 budget is based on an average detention facilities census of approximately 1,400/day. Impact: The recommended budget includes an additional 15.23 positions and an increase in County general fund subsidy of $4,100,000. 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: $7,131,494 Financing: 61,000 Net County Cost: 7,070,494 Funding Sources: State 0.9% $61,000 General Fund 99.1% 7,070,494 FTE: 19.0 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: $29,384,530 Financing: 1,397,000 Net County Cost: 27,987,530 Funding Sources: Local 3.9% $1,154,000 State 0.8% 243,000 General Fund 95.2% 27,987,530 FTE: 139.3 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. Health Services Health and Human Services 316 County of Contra Costa FY 2021-2022 Recommended Budget Juvenile Hall Medical Services Summary Service: Mandatory Level of Service: Discretionary Expenditures: $2,436,175 Financing: 2,427,199 Net County Cost: 8,976 Funding Sources: Transfer 99.6% $2,427,199 General Fund 0.4% 8,976 FTE: 11.2 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: $836,801 Financing: 836,801 Net County Cost: 0 Funding Sources: Transfer to Probation 100.0% $836,801 Health Services Health and Human Services County of Contra Costa FY 2021-2022 Recommended Budget 317 Conservatorship/Guardianship General Fund 2019-20 Actuals 2020-21 Budget 2021-22 Baseline 2021-22 Recommended Change Expense Salaries And Benefits 3,040,244 3,429,409 3,346,547 3,427,000 80,453 Services And Supplies 941,898 1,010,647 950,500 950,500 0 Expenditure Transfers 10,312 27,577 37,000 37,000 0 Expense Total 3,992,453 4,467,633 4,334,047 4,414,500 80,453 Revenue Other Local Revenue 131,251 91,335 60,000 60,000 0 State Assistance 169,143 724,298 622,047 702,500 80,453 Revenue Total 300,394 815,633 682,047 762,500 80,453 Net County Cost (NCC): 3,692,059 3,652,000 3,652,000 3,652,000 0 Allocated Positions (FTE) 25.0 24.0 24.0 25.0 1.0 Financial Indicators Salaries as % of Total Exp 76% 77% 77% 78% % Change in Total Exp 12% (3%) 2% % Change in Total Rev 172% (16%) 12% % Change in NCC (1%) 0% 0% Compensation Information Permanent Salaries 1,819,410 2,069,755 2,003,681 2,048,201 44,520 Temporary Salaries 35,802 40,950 40,950 40,920 (30) Permanent Overtime 14,348 7,393 7,393 7,393 0 Deferred Comp 28,827 33,660 34,440 36,240 1,800 FICA/Medicare 141,319 159,268 153,282 156,688 3,406 Ret Exp-Pre 97 Retirees 5,182 5,453 5,453 5,453 0 Retirement Expense 514,215 595,993 569,206 581,133 11,927 Employee Group Insurance 289,276 323,123 352,347 370,518 18,171 Retiree Health Insurance 109,036 111,711 104,286 104,286 0 OPEB Pre-Pay 51,328 47,032 45,855 45,855 0 Unemployment Insurance 1,026 1,162 4,007 4,096 89 Workers Comp Insurance 30,474 33,910 25,647 26,217 570 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 Mental Health 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 Health Services Health and Human Services 318 County of Contra Costa FY 2021-2022 Recommended Budget 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 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 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 2021-22 budget is based on an average caseload of 902 clients per month. Impact: The recommended budget maintains the current level of services. Conservatorship/Guardianship Summary Service: Mandatory Level of Service: Mandatory Expenditures: $4,414,500 Financing: 762,500 Net County Cost: 3,652,000 Funding Sources: State 15.9% $702,500 Local 1.4% 60,000 General Fund 82.7% 3,652,000 FTE: 25.0 Health Services Health and Human Services County of Contra Costa FY 2021-2022 Recommended Budget 319 California Children's Services General Fund 2019-20 Actuals 2020-21 Budget 2021-22 Baseline 2021-22 Recommended Change Expense Salaries And Benefits 9,980,158 11,075,576 11,237,000 11,237,000 0 Services And Supplies 1,184,107 1,509,404 1,484,000 1,484,000 0 Expenditure Transfers (185,464) 0 0 0 0 Expense Total 10,978,801 12,584,980 12,721,000 12,721,000 0 Revenue Other Local Revenue 418,994 451,450 402,000 402,000 0 State Assistance 10,361,535 9,695,530 9,881,000 9,881,000 0 Revenue Total 10,780,530 10,146,980 10,283,000 10,283,000 0 Net County Cost (NCC): 198,272 2,438,000 2,438,000 2,438,000 0 Allocated Positions (FTE) 68.0 67.5 67.5 67.5 0.0 Financial Indicators Salaries as % of Total Exp 91% 88% 88% 88% % Change in Total Exp 15% 1% 0% % Change in Total Rev (6%) 1% 0% % Change in NCC 1,130% 0% 0% Compensation Information Permanent Salaries 5,993,153 6,567,875 6,714,801 6,714,801 0 Temporary Salaries 42,404 182,592 272,688 272,688 0 Permanent Overtime 1,203 5,400 1,872 1,872 0 Deferred Comp 52,847 59,559 66,622 66,622 0 Perm Physicians Salaries 238,072 249,396 210,773 210,773 0 Comp & SDI Recoveries 0 (5,400) 0 0 0 FICA/Medicare 458,860 501,841 513,609 513,609 0 Ret Exp-Pre 97 Retirees 18,600 19,141 16,644 16,644 0 Retirement Expense 1,875,566 2,074,409 2,021,433 2,021,433 0 Employee Group Insurance 873,038 1,012,744 983,022 983,022 0 Retiree Health Insurance 223,751 219,960 236,988 236,988 0 OPEB Pre-Pay 96,834 92,114 96,050 96,050 0 Unemployment Insurance 3,429 6,813 13,851 13,851 0 Workers Comp Insurance 102,402 89,131 88,647 88,647 0 Health Services Health and Human Services 320 County of Contra Costa FY 2021-2022 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 4,159 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 2021-22 is based on a monthly average of 4,159 active cases, 819 of whom are in the Medical Therapy Unit, and 101 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: $12,721,000 Financing: 10,283,000 Net County Cost: 2,438,000 Funding Sources: State 77.7% $9,881,000 Local 3.2% 402,000 General Fund 19.2% 2,438,000 FTE: 67.5 Health Services Health and Human Services County of Contra Costa FY 2021-2022 Recommended Budget 321 Public Administrator General Fund 2019-20 Actuals 2020-21 Budget 2021-22 Baseline 2021-22 Recommended Change Expense Salaries And Benefits 785,404 576,867 587,000 587,000 0 Services And Supplies 184,641 97,743 89,000 89,000 0 Expenditure Transfers (4,533) 0 0 0 0 Expense Total 965,511 674,610 676,000 676,000 0 Revenue Other Local Revenue 779,272 330,610 332,000 332,000 0 Revenue Total 779,272 330,610 332,000 332,000 0 Net County Cost (NCC): 186,239 344,000 344,000 344,000 0 Allocated Positions (FTE) 4.0 4.0 4.0 4.0 0.0 Financial Indicators Salaries as % of Total Exp 81% 86% 87% 87% % Change in Total Exp (30%) 0% 0% % Change in Total Rev (58%) 0% 0% % Change in NCC 85% 0% 0% Compensation Information Permanent Salaries 512,135 342,722 347,371 347,371 0 Deferred Comp 5,681 4,860 6,660 6,660 0 FICA/Medicare 35,901 26,663 26,591 26,591 0 Ret Exp-Pre 97 Retirees 1,031 1,012 1,012 1,012 0 Retirement Expense 138,192 103,432 102,683 102,683 0 Employee Group Insurance 67,659 75,930 77,284 77,284 0 Retiree Health Insurance 8,994 9,490 14,302 14,302 0 OPEB Pre-Pay 7,183 7,029 5,952 5,952 0 Unemployment Insurance 280 179 695 695 0 Workers Comp Insurance 8,348 5,552 4,449 4,449 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; Health Services Health and Human Services 322 County of Contra Costa FY 2021-2022 Recommended Budget • Protect the decedent's property from waste, loss, or theft; • When appropriate, petition the court for appointment as administrator of the estate and follow through with all of the probate duties 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 2021-22 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 $332,000 in estate fee revenue during FY 2021-22. Public Administrator Summary Service: Mandatory Level of Service: Discretionary Expenditures: $676,000 Financing: 332,000 Net County Cost: 344,000 Funding Sources: Other Local 49.1% $332,000 General Fund 50.9% 344,000 FTE: 4.0 Health Services Health and Human Services County of Contra Costa FY 2021-2022 Recommended Budget 323 Emergency Medical Services (SB12) Emergency Medical Services Fund 2019-20 Actuals 2020-21 Budget 2021-22 Baseline 2021-22 Recommended Change Expense Services And Supplies 1,953,174 1,723,384 1,192,000 1,192,000 0 Other Charges 0 203,454 0 0 0 Expense Total 1,953,174 1,926,838 1,192,000 1,192,000 0 Revenue Other Local Revenue 1,584,089 1,723,384 1,192,000 1,192,000 0 Revenue Total 1,584,089 1,723,384 1,192,000 1,192,000 0 Net Fund Cost (NFC): 369,085 203,454 0 0 0 Financial Indicators Salaries as % of Total Exp % Change in Total Exp (1%) (38%) 0% % Change in Total Rev 9% (31%) 0% % Change in NFC (45%) (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: $111,412 Financing: 111,412 Net Fund Cost: 0 Funding Sources: Court Fines 100.0% $111,412 Health Services Health and Human Services 324 County of Contra Costa FY 2021-2022 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: $170,151 Financing: 170,151 Net Fund Cost: 0 Funding Sources: Court Fines 100.0% $170,151 3. Physicians Description: Payments to physicians for emergency services provided to indigents. Physicians Summary Service: Discretionary Level of Service: Mandatory Expenditures: $580,651 Financing: 580,651 Net Fund Cost: 0 Funding Sources: Court Fines 100.0% $580,651 4. Hospitals Description: Payments to hospitals for emergency room care provided to indigents. Hospitals Summary Service: Discretionary Level of Service: Mandatory Expenditures: $249,873 Financing: 249,873 Net Fund Cost: 0 Funding Sources: Court Fines 100.0% $249,873 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: $79,913 Financing: 79,913 Net Fund Cost: 0 Funding Sources: Court Fines 100.0% $79,913 Health Services Health and Human Services County of Contra Costa FY 2021-2022 Recommended Budget 325 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) 2019-20 Actuals 2020-21 Budget 2021-22 Baseline 2021-22 Recommended Change Expense Salaries And Benefits 1,628,699 1,898,806 1,952,000 1,952,000 0 Services And Supplies 1,286,269 5,790,919 1,104,000 1,104,000 0 Other Charges 2,101,538 2,102,602 1,903,000 1,903,000 0 Expenditure Transfers 320,454 0 0 0 0 Expense Total 5,336,960 9,792,327 4,959,000 4,959,000 0 Revenue Other Local Revenue 5,277,207 5,554,846 4,959,000 4,959,000 0 Revenue Total 5,277,207 5,554,846 4,959,000 4,959,000 0 Net Fund Cost (NFC): 59,754 4,237,481 0 0 0 Allocated Positions (FTE) 9.0 9.0 9.0 9.0 0.0 Financial Indicators Salaries as % of Total Exp 31% 19% 39% 39% % Change in Total Exp 83% (49%) 0% % Change in Total Rev 5% (11%) 0% % Change in NFC 6,992% (100%) 0% Compensation Information Permanent Salaries 1,106,034 1,278,218 1,407,560 1,407,560 0 Permanent Overtime 21,856 0 0 0 0 Deferred Comp 18,104 13,526 14,617 14,617 0 FICA/Medicare 83,681 74,590 78,492 78,492 0 Ret Exp-Pre 97 Retirees 2,819 3,866 3,463 3,463 0 Retirement Expense 275,339 385,916 300,116 300,116 0 Employee Group Insurance 101,639 108,726 111,967 111,967 0 Unemployment Insurance 627 2,279 2,309 2,309 0 Workers Comp Insurance 18,601 31,685 33,475 33,475 0 Description: This funding supports equipment, training, communications, and technologies that save lives and reduces complications associated with medical emergencies in compliance under Title 22 for medical and quality oversight of high- performance Emergency Medical Services (EMS) Systems. This includes funding for emergency medical dispatch, public safety and fire first responder and paramedic service, prehospital equipment and technology; EMS disaster and mass casualty communications; pre-hospital electronic records; and Public Access Defibrillation. Health Services Health and Human Services 326 County of Contra Costa FY 2021-2022 Recommended Budget The Health Services EMS Division acts to assure compliance with all California State EMS Authority statutory mandates including but not limited to pre-hospital continuing education, EMT certification and paramedic accreditation, pre-hospital training and the administrative and levy collection costs associated with Measure H parcel levies collected with property taxes. Impact: The recommended budget reflects costs of maintaining EMS System services at a level to comply with Federal and California State EMS Authority regulatory requirements. 1. Zone A Description: Includes support for enhancements in first responder service, equipment and technology; EMS and disaster communications; community CPR and Public Access Defibrillation; specified positions in the Health Services EMS Division to provide program coordination, training, and medical oversight; cardiac arrest, STEMI, stroke, EMS for Children, and Trauma Programs; and administrative and levy collection costs. The geographic area encompasses the territory of the San Ramon Valley Fire Protection District (San Ramon, Danville, and surrounding unincorporated areas). Zone A Summary Service: Discretionary Level of Service: Mandatory Expenditures: $237,000 Financing: 237,000 Net Fund Cost: 0 Funding Sources: Measure H 100.0% $237,000 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 the remaining incorporated and unincorporated territory of the County not included in Zone A. Zone B Summary Service: Discretionary Level of Service: Mandatory Expenditures: $4,722,000 Financing: 4,722,000 Net Fund Cost: 0 Funding Sources: Measure H 100.0% $4,722,000 FTE: 9.0 Health Services Health and Human Services County of Contra Costa FY 2021-2022 Recommended Budget 327 West Contra Costa Healthcare District (Administered by the Health Services Department and included here for informational purposes. The cost center is part of the Special District Budget.) These funds are not included in the Overview, Summary, and Mandatory/Discretionary data. West Contra Costa Healthcare District 2019-20 Actuals 2020-21 Budget 2021-22 Baseline 2021-22 Recommended Change Expense Services And Supplies 1,293,387 1,687,971 1,712,000 1,712,000 0 Other Charges 3,823,661 6,772,349 5,902,000 5,902,000 0 Expense Total 5,117,048 8,460,320 7,614,000 7,614,000 0 Revenue Other Local Revenue 2,601,393 8,460,320 7,614,000 7,614,000 0 Revenue Total 2,601,393 8,460,320 7,614,000 7,614,000 0 Net Fund Cost (NFC): 2,515,655 0 0 0 0 Financial Indicators % Change in Total Exp 208% (52%) 0% % Change in Total Rev 225% (10%) 0% % Change in NFC 189% (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) be balanced between direct services and capacity building to address these areas of concern. Health Services Health and Human Services 328 County of Contra Costa FY 2021-2022 Recommended Budget The fiscal year 2021-22 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: $7,614,000 Financing: 7,614,000 Net Fund Cost: 0 Funding Sources: Local 100.0% $7,614,000 CAO’s Recommendation The FY 2021-22 Recommended Budget funds the Health Services Department’s programs at the baseline level and includes program modifications resulting in a departmentwide increase of 3.8 FTEs. The additional positions will be solely funded by anticipated increases to State revenues, totaling $449,455, and will have no impact on the Department’s net County cost. The Recommended Budget also includes the addition of 30.6 FTEs at the Martinez Detention Facility for the acute psychiatric unit and medical and mental health remedial plans staffing augmentation. These positions are expected to be absorbed within the department’s FY 2021-22 baseline appropriations and no additional appropriations are being allocated. The County Administrator’s Office will continue to monitor recruitment and hiring, and expenditures and revenues, and if necessary, return to the Board of Supervisors with a budget augmentation plan. The Recommended Budget includes a net County cost of $162,456,000, which is composed of $77,231,000 to non-general fund programs, including the Contra Costa Regional Medical Center and health centers ($73,245,000) and the Contra Costa Community Health Plan Fund III ($3,986,000), as well as, $85,225,000 to various general fund programs administered by the Department. The Recommended Budget includes an increase of $4,100,000 from the FY 2020-21 Recommended Budget and is entirely budgeted in Detention Health (0301) to support the aforementioned staffing augmentation. Of the $77,231,000 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 $85,225,000 County contribution to general fund programs administered by the Department is approximately 52 percent of the Department’s County cost. Of this contribution, $74,612,000, approximately 87.5 percent, support Detention Health, Public Health, and Mental Health services. Both FY 2021-22 Baseline and Recommended budgets assume a return to normal business on July 1, 2021; therefore, the impact of COVID-19 is not included. Should COVID-19 costs remain in FY 2021-22, quarterly reports of residual costs will be brought to the Board of Supervisors. Although some costs may be offset by cascading revenue streams, County reserves will likely be relied on. 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. This increase has impacted the County’s ability to provide meaningful funding increases to other County departments. Health Services Health and Human Services County of Contra Costa FY 2021-2022 Recommended Budget 329 2020-21 Performance Measurement The following outcomes represent a mid-year report of the progress made toward reaching the goals identified in the 2020-21 recommended 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 also fully accredited by Joint Commission in 2020. 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 2019- 2020. 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 2019-2020 for meeting the most targets during the five-year 1115 waiver period. 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 2019- 2020. Twenty metrics are currently reported to the State in 2019-2020 with new ones added as the program expands in 2021. Goal: Initiation of specialty care redesign to improve access for patients and meet benchmark and outcome metrics consistent with PRIME Medicaid waiver. Outcome: During 2020 we have continued to do eConsults and we have developed another non face-to-face specialty consult modality in the form of retinal photo screening for diabetic and hypertensive patients. We have continued the work of closing “care gaps” in specialty clinics as well as in primary care. Unfortunately, further improvements in specialty care areas has been constrained due to the COVID 19 pandemic. 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: We are in the process of restructuring behavioral health staffing in our primary care settings. We will have all staff working in mild-moderate behavioral health reporting to CCRMC leadership. Furthermore, we have realized unnecessary delays in care once the Universal Behavioral Health referral is placed, and therefore, we are also revising our appointing process. Patients can be directly booked into a behaviorist slot without having to go through extensive review and frequent hand- offs beforehand. We are implementing robust accountability and timeliness standards for 2021. 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: In response to the COVID-19 pandemic CCRMC ambulatory centers have had Health Services Health and Human Services 330 County of Contra Costa FY 2021-2022 Recommended Budget to rapidly improvise the type and structure of care delivery to meet patient needs and provide a safe space for all. We have implemented universal screening of all persons entering any ambulatory site. We have set up tents in the three major health centers to provide testing for the virus for our patients and the community at large. We have created “respiratory clinics” in all the health centers which are clinics removed from the rest of the patient care areas and provide HEPA filters and full PPE for staff in order to evaluate any patient with a respiratory complaint or COVID symptom. We immediately moved to 50% telehealth 50% in person for primary care clinics at the start of the pandemic and have now shifted to 70% in person and 30% telehealth. 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. Interdisciplinary discharge rounds on the floor, physician led discharge instructions at the patient’s bedside, 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: 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 project 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: Increase the capacity of telemetry beds to 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 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. 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. Outcome: Telehealth Program went live in April 2020. Over 100,000 telehealth visits in 2020. Health Services Health and Human Services County of Contra Costa FY 2021-2022 Recommended Budget 331 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. Outcome: Completed a Charter to work with school districts. Attended several back-to-school events to start this new relationship for our Marketing Team. Due to COVID-19 pandemic, this was placed on hold until vaccines are completed. Goal: Perform an Employee Satisfaction survey to continue to meet the morale and welfare needs of employees. Use the survey reports to improve personnel programs within CCHP. Outcome: CCHP conducted a unit wide Satisfaction Surveys and conducted two Road Shows with the CEO and Medical Director. We were able to assure our staff that they have a voice and input in assisting and improving work flow processes. We also automated the Survey Processes by using Survey Monkey which was used for training requirements and professional development of our staff. We performed several trainings from both the Health Plan Authorization Representatives and Claims Examiners based on these morale surveys. The staffs input proved invaluable in customizing the type of training they needed to be successful in their job at CCHP. Goal: Reduce manual operations in key units by 30% and use Epic and CC link as the platforms. Outcome: CCHP was able to automate the Non-Medical -Transportation work flow in Case Management from tedious excel spreadsheets and now it is an automated process in Epic. In addition our NMT staff was able to work with Public Health and use the Round Trip platform to schedule Lyft or Uber rides for our members. In the Analysis & Reporting Department, the Tapestry Team gave the CCHP team access to the NPI from CMS so that the team can download the information as opposed to searching for the NPI numbers which was a heavy manual process. This automated process helps us to adjudicate claims faster. One of our largest provider California Emergency Physicians was converted under this new process. We started to migrate our Administrative documentation from the Shared Drive to SharePoint. We also set up a SharePoint page for all the units to store documents along with workflows and policies. 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. Outcome: Executive Council had every unit present their CAP at our weekly meetings. At our quarterly Joint Operations Meetings (JOM), we discussed all CAP deficiencies to keep our delegates accountable. Goal: Implement Key Performance Indicator Metrics to measure the operational success of the units and implement changes when the performance does not meet expectations. Outcome: We created a weekly metrics dashboard where the units report their numbers. For example, Utilization Management (UM) reports how many members are in a tertiary facility, Pharmacy reports how many drugs cost over $10,000, and Claims reports how many claims over 300K are in Bill Review. 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. Outcome: Cal-Aim was suspended in 2020 due to the COVID-19 pandemic. Goal: Develop the operational infrastructure to support Medi-Cal Healthier California for All- MCP care initiatives. Outcome: Cal-Aim was suspended in 2020 due to the COVID-19 pandemic. Health Services Health and Human Services 332 County of Contra Costa FY 2021-2022 Recommended Budget Goal: Oversight of Proposition 56 Value-Based payments to ensure compliance. Create quality workflow for expansion to the program. Outcome: Created a workgroup which meets quarterly that includes staff from Finance, Provider Relations, and Analysis & Reporting that ensured the providers were paid and an efficient workflow was in place. All Prop 56 Providers were paid on time. Goal: Oversight of Behavioral Health treatment for Medi-Cal members under 21. Enact new policies and procedures with Behavioral Health for mild to moderate members. Outcome: Shared the new Early and Periodic Screening, Diagnostic and Treatment (EPSDT) UM Policy to ensure members under 21 received low to moderate services. During our quarterly meeting new APL was part of the discussion. We included the EPSDT in the Memorandum of Understanding (MOU) with Behavioral Health. Medical Director Goal: All Medical Directors take a refresher Utilization Management and Clinical Guidelines training to increase their clinical knowledge. Outcome: CEO attended Medical Directors meeting and shared information on new programs and UM enhancements. A new Chief Medical Officer was hired in August 2020 and has been on-boarded and trained on UM. He will serve as the trainer for all Medical Directors. Goal: Community Provider Network providers start to use the CCHP Provider Portal to submit referrals for Prior Authorization if they are not on EPIC. Outcome: Launched a project with IT and Provider Relations that ran a campaign to get providers enrolled in the portal. We increased participation by 30%. Goal: Enhance clinical oversight for over 88 Clinicians throughout the plan. Outcome: Hosted a clinical seminar in February for the UM and Case Management Nurses. This seminar was hosted by our Medical Director, Pharmacy Director, and EC Consultant along with the Case Management Manager. 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: CEO established weekly meetings with the unit leaders to coach and mentor. Also, they developed roadmaps to improve their operations. 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. Outcome: This program was not implemented due to the Medical Director leaving CCHP. Our goal is to absorb these requirements into our Diabetes Management Program where we can identify members who can benefit for this program on-going. 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. Outcome: Appeals, Grievances, and Disputes (AGD) Department became operational Q-1. Staff is assigned and their workflows and policies are completed. The AGD Unit reports to the COO, and a clinical reporting to the CMO. 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. Outcome: Sutter Health Delivery System remains in the top tier. In 2020 we had four Joint Operations Meetings and reviewed over 1,456 Claims/Appeals Disputes. We continue to hold Health Services Health and Human Services County of Contra Costa FY 2021-2022 Recommended Budget 333 Provider trainings quarterly along with Joint Operations meetings with Sutter, John Muir, and CCRMC. 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: Member grievances process has improved. Medical Doctors are now available when expedited grievances come late in the afternoon. Project Management 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: March 2020 hired a temporary Project Manager and established activity using Project Manager principles along with Agile approaches to improve our operations where structural or systemic deficiencies exist; completed over 10 projects. Compliance Goal: Oversee quarterly Audits for units that have more than 5 Findings from the Annual Department of Health Care Services Audits. Outcome: UM had the highest number of audits. Two clinical audits were performed. Other units have reviewed the DHCS Contract and Technical Assistance Guides and trained their staff. This is a solid start to rebuilding the infrastructure throughout the enterprise. Goal: Update on any FWA activities and coordinate with Claims and the UM Departments. Outcome: FWA now coordinates with all units. FWA discussions and findings at biweekly Compliance meetings chaired by COO and Compliance Officer. Advice Nurse Goal: Continue to recruit for experienced Advice Nurse to reach 90% of the staffing requirements for a 24 X 7 operation. Outcome: During 2020 two new Advice Nurses were hired. Goal: Successfully pass the Utilization Review Accreditation Council on site accreditation. Outcome: Utilization Review Accreditation Council desk audit was satisfactorily passed. 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). Outcome: Advice Nurses have been leading the response during the COVID-19 pandemic and Bay Area fire season providing clinical support. Claims Department Goal: Automate spreadsheets for Transportation Invoices into CMS 1500 for accurate Encounter Data reporting. Outcome: Transportation workflow is now in ccLink still paying by invoices, but now we can generate TAP Reports to ensure accurate claims payment by using Round Trip in EPIC platform using Uber and Lyft. Goal: Post provider’s refunds inside of ccLink for reporting to DHCS and workflow efficiency. Outcome: Provider Refund Posting Project is on hold due to other higher priority claims. 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. Health Services Health and Human Services 334 County of Contra Costa FY 2021-2022 Recommended Budget Outcome: The Analysis & Reporting team now uses an IT process where they do not have to individually look up NPIs. They are using data downloaded from Centers for Medicare & Medicaid (CMS). 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: Designed Initial Health Assessment TAP reports that identify members who have not had an annual wellness exam in 120 days now send the reports to providers to track their members; thereby stronger oversight by CCHP Quality Department. 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. Outcome: Launched the Bill Review process in June. Expanded the contract with HMS. This workflow is a combination between the Claims and UM Departments. Saved over $1.6 million. Goal: Implement a workflow that analyzes claims that accrued high interest payments to be reviewed monthly for corrective actions. Outcome: Implement a process with Analysis and Reporting, Claims Team, and Finance. The COO monitored these payments and identified an issue in Finance with the General Ledger mapping. Workflow is established that needs Finance to delegate the General Ledger mapping to CCHP to deliver solutions and decrease interest payments. Goal: Review monthly claims reject reports to determine what providers need for training to submit a clean claim, coordinating with Clearing House. Outcome: Met monthly with DocuStream staff and identified issues with providers with high claim rejects. Several meetings and trainings have occurred with our IT/Tapestry Team, individual providers, with the COO owning these processes. Established meetings occur regularly with IT/Claims. Analysis & Reporting Goal: Cost Savings: In-source the All Patients Refined Diagnosis Related Groups (APR/DRG) from DocuStream. Outcome: CCHP/IT started the Request for Proposal in Q-4 to find another clearinghouse. Goal: Implement an automatic solution for inputting the National Provider Identifier and decrease the manual process. Outcome: Inputting the NPI is now electronic vs manually. Goal: Increase electronic billing for Providers via the 835/837 submissions. Outcome: 20 providers started using the EDI 835/837 submissions. Providers with the highest volume are California Emergency Physician and Kaiser. Goal: Assist in the in-sourcing Claims Adjudication from the DocuStream Clearing House to EPIC system. Outcome: In Q-4 we moved all Sutter claims into EPIC by passing the clearinghouse. Goal: Redesign the workflows in the unit to support the goals of Analytics and Reporting. Decrease manual process by 50%. Outcome: Analysis & Reporting revamped the NPI and 835/837 processes by supporting an EDI Campaign. Also, Analysis & Reporting surveyed provider using the portal worked with IT and enrolled more providers. Both were huge manual processes. Goal: Train the staff on how to support the HEDIS operations as Data Stewards as part of the operations to support all Quality Initiatives Outcome: Quality Department and Health Services Department (HSD) IT trained three Analysis & Reporting staff on being HEDIS Data Health Services Health and Human Services County of Contra Costa FY 2021-2022 Recommended Budget 335 Stewards. They participated in the 2019 HEDIS Project. Goal: Design reports quarterly that identify Initial Health Assessments and medical informatic data to support changes in the management of various health care programs. Outcome: IHA for new members within 120 days were designed with the Quality Department and IT. These are now monthly reports on iSITE for Quality to forward to PCPs. 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. Outcome: Created a Facebook and Twitter account. Now we have a social media presence. Also, we put County EOC employees on email vs sending out paper. Many of our members are now on MyChart. 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. Outcome: We embedded Medi-Cal Benefit Matrix inside the ccLink, so it is readily available to Member Services staff. Pharmacy Goal: Support the statewide initiative of in- sourcing the Pharmacy benefit to the Department of Health Care Services. Outcome: Pharmacy manager is on the statewide DHCS insourcing workgroup. Goal: Redesign Pharmacy workflows that support daily pharmacy data exchange. Outcome: Now have improved workflow with the Pharmacy Benefit Manager. Pharmacy prescriptions are processed in real time. Provider Relations Goal: Transfer 50% of the hospital network to a Managed Care Contract from a MOU. Renegotiate the John Muir Network. Outcome: in Q-2 we sent out the new Managed Care Template to all Community Provider Network (CPN) Hospitals. Goal: Build the infrastructure to expand LTC and Transplant programs. Outcome: LTC and Transportation programs were under CalAIM which was suspended due to COVID-19 pandemic. Goal: Assign CCRMC PcPs to clinic locations to align with CPN. Outcome: CCRMC members are now linked to the 11 clinic sites. This aligns the Provider Network where members are assigned to facilities vs individual PCPs in a practice. Marketing and Member Outreach Goal: Employ a variety of marketing strategies to sustain the CCHP Medi-Cal Membership. Partner with several HSD divisions to marketing to members who have not come in for an Initial Health Assessment. Coordination with the Pharmacy Department, Public Health and 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. Outcome: Many tactics were employed in Q-1 with our Marketing Team attending community events and working with school and community- based organizations. With COVID-19 and shelter-in-place all marketing activities were suspended. We continue to do telephone outreach. Utilization Management Health Services Health and Human Services 336 County of Contra Costa FY 2021-2022 Recommended Budget Goal: CCHP’s Authorization Unit will continue to reduce referral turnaround time for the Community Network Providers (CPN) to less than fourteen days. Outcome: Revamped our process to improve the TAT. We now start the 14-day routine clock once all clinical notes are received. On average for the last 6 months is in the high 80%. Goal: Redesign the CPN referral process and delete obsolete CPN forms to an automated process. Outcome: Four of the large Federally Qualified Health Centers (FQHCs) are now on an EPIC like platform. This has deleted the forms since they are now on the same IT platform as CCHP. Also, we put the referral form on the provider portal and deleted the triple form, saving $10,000 annually. 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. Outcome: We added the UM clerks to the end- to-end process so that the Health Plan Authorization Representatives (HPARs) can concentrate on the TAT and not administrative workflow. TAT now on average is in high 80%. Goal: Design a 14-day Training and on- boarding for UM staff to ensure a solid learning experience. Outcome: Performed a 2-week training for UM and new Telephone Team. The Telephone Team successfully launched with an improved workflow. 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. Outcome: Staff did a major project and read the DHCS Contract Amendment 23 and aligned their Policies and Procedures. Also, the units were surveyed on what support they needed to be compliant. Technical Assistance Guides were placed on the Compliance SharePoint for usage in their Self-Inspection/Audit process. Goal: Implement a one clinical guideline for determining Medical Necessity and ensure the UR nurses are fully qualified on the usage of InterQual. Outcome: InterQual Contract was renewed so nurses can be trained on the updated version. 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. Outcome: CCHP now meets with Behavior Health Staff on a monthly basis to ensure program compliance and assisted in efforts to expand the network and reduce our waiting list for low to moderate BH services. In addition we are looking at our commercial network providers to expand the network. Also, we started the Request for Proposal (RFP) with several Behavioral Health Network national vendors to fill in the gap where Behavioralist services are missing. In order for CCRMC to start seeing more low to moderate BH members, we amended their contract so they are aligned with these services with other community FQHCs. 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 Health Services Health and Human Services County of Contra Costa FY 2021-2022 Recommended Budget 337 (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. Outcome: Goal was met. Mentors and MH Supervisor were hired and trained. Workflows and service models were established. Mentors were assigned mentees and started providing services. 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. Outcome: Partially met. Praed consultants developed a draft algorithm in January 2021, which will be reviewed and discussed with the CANS Implementation Team and Program Chief in February 2021. The algorithm will be tested in February by the QI/QA Team and finalized in the Spring of 2021. Goal: Implementation of 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. Outcome: Goal was partially met. Child and Family Services, Probation, and Behavioral Health submitted an implementation plan to the Department of Social Services (DSS) that meets the requirements of AB 1009 legislation. The implementation plan is building on the existing Mobile Response Team and adds on new service components (like peer providers and 27/7 in-person capability) to meet all requirements for FURS. Goal: Continue with implementation of Center for Recovery and Empowerment (CORE) and develop billing model to work toward sustainability of program. Outcome: Goal was met: Our BHS IT team built a ccLink department for CORE to enable CORE to utilize our Electronic Health Record for documentation. The CORE team identified Medi- Cal billable program components and established workflows for billing entry. 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. Outcome: Goal was met. Increased meeting frequency and enhanced structure of the Interagency Placement Committee allow for better care coordination for youth with acute mental health and placement needs. Furthermore, when needed, Children’s Mental Health manager meetings are utilized to coordinate complex problems of care coordination on an as needed basis. Goal: Implement Therapeutic Foster Care for children/youth exiting Short-Term Residential Treatment Programs (STRTP) or as an alternative to STRTP. Outcome: Goal was met: Behavioral Health identified and contracted with service provider for Therapeutic Foster Care. Contract is executed and youth can be referred as needed. 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. Outcome: Goal partially met. One adult FSP provider has been expanded to ACT with additional housing supports and enhanced staffing. Goal: Submit applications to compete for statewide No Place Like Home funding (Round 2) to establish additional permanent supportive Health Services Health and Human Services 338 County of Contra Costa FY 2021-2022 Recommended Budget 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: CCBHS successfully submitted three applications for the second round of competitive funding for the statewide No Place Like Home (NPLH) initiative. Of the three applications, one was awarded by the State Department of Housing and Community Development to Contra Costa County and its development sponsor partner in the amount of $6,000,163 to support the development of 13 NPLH housing units in Concord. CCBHS has also partnered again with a development sponsor and submitted another application under the Round 3 notice of funding availability for the development of 29 NPLH units in Walnut Creek. Award announcement is expected in June 2021. 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. Outcome: Partially met. So far in 20-21, MHSA has conducted two community forums via Zoom. Two more forums are planned for Spring 2021, with the goal of reaching a broad sector of the community to provide input around identifying priority needs and services. 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. Outcome: Goal partially met. Due to increased calls during the pandemic, at times the wait times were slightly longer and the abandoned call rate increased slightly. 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 improving timely access to care. 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, and Multi-Family Groups. Outcome: Goal Fully met. Goal: Implement the Adult Needs and Strengths Assessment (ANSA) to use as a system wide outcome measure. Outcome: This goal was met. The ANSA was implemented to the adult system of care, effectively replacing the LOCUS on December 1, 2020. Clients who receive medication support only or who are in crisis residential programs are administered the ANSA-Brief, while all other specialty mental health clients ages 21+ receive the full ANSA. Goal: The Adult system will continue to improve coordination of care in three areas to support linkage to vital services in the community. • Clients discharging from CCRMC 4C/inpatient and our outside psychiatric hospitals to community settings and locked facilities require careful planning and coordination between providers. • 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. • 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 Health Services Health and Human Services County of Contra Costa FY 2021-2022 Recommended Budget 339 under an involuntary psychiatric hold for suicidal ideation/planning. Outcome: Goal Fully met. 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. Outcome: Goal not met. Coco FACT proposal was not approved. 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. Outcome: Goal met. Mental Health Diversion program was initiated in 2020. Goal: Coordinate levels of care. An integrated behavioral health system supports clients to navigate through higher and lower levels of care as their needs change over time. 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. Outcome: Goal partially met. 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 Health Services Business Information Technology (BIT) unit 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. Outcome: Investigating the high percentage of high-cost beneficiaries (HCBs) is an on-going workgroup/project started in 2016 under the Adult/Older Adult Program. An interdisciplinary work group from Contra Costa Behavioral Health Services (CCBHS) was convened in Spring 2016 to address a trend of increasing numbers of HCBs over the past several years. HCBs are Medi-Cal beneficiaries with $30,000 or more in approved mental health claims during a single year. The HCB workgroup reviewed a summary of interventions, and best practices related to cost and quality management. They reviewed the External Quality Review Organization (EQRO) reports from other counties to find examples of performance improvement projects and other strategies related to cost management, capacity management, step down capacity expansion, and also sought out expert advice from its EQRO consultant related to HCBs. An analysis was also carried out of HCBs with the Level of Care Utilization System (LOCUS) assessments in 2015 and 2016. In 2019, Behavioral Health met with Health Services IT and discussed numerous types of data reports that we could use to work with HCBs. We discussed the possibility of several approaches to studying our data and the benefits of each one. They included the following: 1) examining a specific population and identifying clusters of similar clients represented by an idealized “avatar”; 2) constructing a dashboard; 3) developing a predictive model that could attempt to identify HCBs. All three of these projects require the building of a data table that links several sources to contain the relevant information about Behavioral Health patients’ background and utilization. The workgroup found Health Services IT’s proposal to be most valuable in identifying the HCBs. Health Services IT will propose the project scope, associated timelines, and project costs to be submitted to Behavioral Health leadership for review and approval. Health Services Health and Human Services 340 County of Contra Costa FY 2021-2022 Recommended Budget 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. Outcome: Slight progress was made in this goal due to COVID-19 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. Outcome: This goal was not met as staff resources were redirected to respond to COVI19 Goal: Develop a plan for 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. Outcome: There is a slight progress on this goal through the infusion of funds received through P64 in East County. Activities under this goal will continue. 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. Outcome: Slight progress was made in this goal due to COVID-19 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. Outcome: Slight progress was made in this goal due to COVID-19, efforts will continue in FY21- 22 Goal: Continue efforts to meet after hours, weekend and holiday requirements through Optum contract at the Behavioral Health Access Line for SUD calls. Outcome: Significant progress was made in this goal and will continue in FY21-22 Goal: Implement Care Coordination with Outpatient levels of care. Outcome: This goal was accomplished. Goal: Complete a Perinatal/Parenting and Women Strategic Plan in collaboration with community stakeholders to improve access and SUD treatment admissions. Outcome: This goal was not met as staff resources were redirected to respond to COVID- 19. Goal: Increase number of admissions into SUD treatment through the multiple quality improvement efforts currently underway. Outcome: Slight progress was made in this goal through interventions that had started at the end of 2019. To prevent the spread of COVID-19 all interventions were halted. Although indirectly related to QI efforts, flexibilities allowed by DHCS during COVID-19 which included the use of telehealth, significantly increased service delivery in Outpatient services. Prior activities will resume as permitted by the pandemic. Health Services Health and Human Services County of Contra Costa FY 2021-2022 Recommended Budget 341 Goal: Pilot at least 2 projects of case management services for transitions of level of care via DMC billing with existing staff. Outcome: This goal is partially achieved, and it will continue in FY21-22 through the formation of the Transition Team, we are just to receive guidance from DHCS for claim submission. 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. Outcome: This goal is partially achieved, and it will continue in FY21-22 through the formation of the Transition Team, we are just to receive guidance from DHCS for claim submission. 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. Outcome: This goal was not met as staff resources were redirected to respond to COVID- 19. 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. Outcome: This goal was not met, due to limited overall capacity in response to COVID-19, the goal was shifted to ensure that as many clients regardless of area of residence had access to much necessary services. We will resume the original goal, once restrictions resulting from COVID-19 start to subside. Goal: Make progress in meeting State requirements for the provision of Recovery Support and Case Management services. Outcome: This goal is partially achieved and it will continue in FY 2021-22. 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. Outcome: A site has been identified for construction of a CARE Center in the city of Antioch. Leveraged $21.5M dollars in State funding to purchase a 174-room hotel in Pittsburg, increasing emergency year-round bed capacity in the system of care by 27% and bringing a much need resource to east County. Partnership established through ongoing Roomkey implementation. 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. 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 enhanced the Concord CARE Center with additional storage, outdoor and pet- friendly spaces, and more accessible bathrooms. Additional funding has also been allocated to the Housing Security Fund and Rapid Rehousing. 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. Health Services Health and Human Services 342 County of Contra Costa FY 2021-2022 Recommended Budget 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 246 persons from entering the homeless shelter system. Additional funds have been awarded to significantly expand the program in 21-22. Goal: Identify and secure community partner to operate up to 50 micro-housing units in West County with accompanying on-site support services. Outcome: A site in San Pablo has been identified. Currently working with a developer to identify a development timeline. Project anticipated to break ground fall 2021. Goal: Expand Rapid Re-housing services to transition age youth across the County. Outcome: In January 2020, a new Rapid Re- housing program specifically serving youth ages 18-24 was established and has successfully housed 30 youth in calendar year 2020. Planning/Policy/Systems Development 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). Due to COVID-19, we shifted our system of care from traditional shelters to hotel housing which enabled us to create a system wide inventory including the ability to assign resources to qualifying individuals. 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. COVID-19 necessitated a move from traditional to non- congregate shelter, and H3 managed to integrate primary and behavioral health services at each of the 5 PRK hotels. 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 countywide Point-in- Time (PIT) Count of homeless individuals on January 23, 2020. Utilizing a new technology that included GIS mapping, we were able to provide more exact locations of where individuals were found on the night of the count. 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. Outcome: H3 hired and trained a CoC program manager. 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. Outcome: Due to COVID-19 the project was delayed. The Health Equity project resumed in winter 2021 with goals to develop, pilot, and launch revised intake and triage tools; improve monitoring tools and processes; improve consumer engagement; develop interactive and integrated systems mapping of homeless resources and evaluate the success and utility of the housing assessment tool (VI-SPDAT). Health Services Health and Human Services County of Contra Costa FY 2021-2022 Recommended Budget 343 Data/Evaluation Goal: Develop and publish data dashboards on homelessness in Contra Costa using integrated data from the Homeless Management Information System (HMIS). Outcome: Dashboards illustrating H3’s response to the COVID-19 pandemic are available to the public online including COVID- 19 positivity rates and hotel placements and capacity. Goal: Update system performance measures to reflect redesigned coordinated entry services and additional program interventions added to the continuum of care. Outcome: The goal was delayed due to COVID-19. Our data team is working with an improvement team, reengaging Built for Zero to develop measures in the 2021-22 fiscal year. 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. Outcome: While the Division was successful in securing a program coordinator for Public Health Accreditation that person was immediately drawn into the COVID-19 response, serving on the team that triages disease reports. Hence, progress to jump start the journey to accreditation has been delayed by at least 9 months and will likely not begin formally until the late summer or early fall of 2021. A related new goal will be to seek to align efforts between PH Accreditation and the CCHS wide initiative called Live Contra Costa. Goal: Complete the Opioid Prevention Blueprint for Contra Costa Health Services by July of 2020. Outcome: This outcome has been delayed due to COVID-19. Staff who were leading this goal, from Public Health Clinic Services and the Epidemiology team, have all been drawn into supporting the CCHS wide COVID-19 response. We will revisit this goal after the fall of 2021. 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. Outcome: One positive outcome was the endorsement from CCHS finance to support 1.0 FTE dedicated to violence prevention. While that position remains unfilled, at this time, due to COVID-19, we will revisit the opportunity to proceed in the spring of 2021. The Alliance to End Abuse, with support f from the Public Health Division, has created a road map for interpersonal violence prevention. 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. Outcome: The program expansions were successful in increasing the number of families served by the Black Infant Health, and the Nurse-Family Partnership Program. Due to the COVID-19 pandemic, all home visiting services, and in-person support groups were replaced by telehealth video visits. This has allowed women to continue to receive services during this time of crisis and increased hardship on low-income and at-risk families. The community interventions – a fatherhood support project, and a community Doula project, planned by the Perinatal Health Equity community advisory board in collaboration with program staff and funded by the State initiative, are now being implemented in Contra Costa. Clinic Services Goal: Create training resources and protocols for the County 911 transportation agency (AMR) Health Services Health and Human Services 344 County of Contra Costa FY 2021-2022 Recommended Budget in the distribution of Naloxone for future use for patients post-Naloxone administration and for family members or bystanders in high-risk situations. Outcome: Last year, Contra Costa County created a program to combat the Opioid Overdose crisis. The program is a collaboration between EMS, Public Health and CDPH and has 4 pillars. The pillars are: 1. We have a counselor, we call a Substance Use Navigator, that reaches out to all overdose patients that are identified by EMS field crews to try to get them resources and to try to get them into a program. For cases in Contra Costa Regional Medical Center, we try to get a face-to-face contact that is either identified by EMS or by the Emergency Department. 2. EMS has identified Contra Costa County Regional Medical Center as our designated Opioid Overdose Receiving Center and have directed EMS personnel to transport Opioid Overdose patients in the County to CCRMC because of the bridge program and the Substance Use Navigator that are at that facility. 3. We’ve obtained funding from CDPH and have purchased 1000 doses of Naloxone to leave with family and/or friends after a 911 encounter for an overdose. Naloxone or Narcan is used to reverse a potentially fatal Opioid Overdose. To date, our EMS field crews have distributed 116 boxes of Narcan and there are 2 cases that we know of where this Narcan was given to the patient prior to EMS’ arrival. 4. We have a pilot with American Medical Response, the County’s 911 Ambulance Provider through the Alliance with Contra Costa County Fire, to administer Buprenorphine in the field. Buprenorphine reverses withdrawal symptoms of Opioid Overdose patients and has become a game- changer in treating patients with Opioid Use Disorder. The pilot started with East County and in February will be all over the County as we complete training to all of AMR’s EMS crews. We are one of two EMS systems in the US that are currently doing this. Community Wellness and Prevention Programs Goal: Through the Tobacco Prevention Program we will encourage at least 3 cities in Contra Costa County to adopt a moratorium on all nicotine vaping product sales and ban the sale of flavored tobacco. Outcome: In 2019-2020, Danville adopted a Tobacco Retail License Ordinance in Feb 2020, with an effective date of March 2020. The Tobacco Prevention Program staff also worked with and continue to provide technical assistance to Concord, Antioch, and Pittsburg. However, due to COVID-19, the adoption of TRL policies have been delayed. Unexpected wins for the project came in early 2020, as the City of San Pablo (Jan 2020) and City of Concord (Feb 2020) were added to the list of cities that have adopted a smoke-free multiunit housing tobacco control policy. This was a major accomplishment for the City of San Pablo as their secondhand smoking laws had not been updated since 1984. Senior Nutrition Goal: Increase the number of Seniors who participate in our Congregate Senior Nutrition Program by 5%. Outcome: Due to the COVID-19 pandemic all of our Senior Centers were closed. This resulted in a decrease in the number of clients we served. 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. Outcome: We developed a monitoring tool to help identify clients in greatest need based on their ability to access nutritious food, isolation, income and disability. We also addressed clients who were shelter in place due to COVID-19. We are currently have identify 80 at risk clients. Goal: Reduce the number of clients on Meals on Wheels waiting lists by 10%. Health Services Health and Human Services County of Contra Costa FY 2021-2022 Recommended Budget 345 Outcome: We have achieved this goal. With additional Family Cares and Cares Act Funding we were able to decrease the number of clients on the Meals on Wheels Waiting List. Epidemiology, Planning, and Evaluation Goal: By summer 2021, collect and analyze data and publish 6 topic-specific papers on emerging or worsening health concerns. Outcome: This outcome has been delayed due to COVID-19. The majority of the Epidemiology, Planning and Evaluation team has been deployed to support the COVID-19 response, and data and surveillance abilities on topics other than COVID-19 have been interrupted due to the pandemic. Moving forward, this goal has been re-aligned to the accreditation process. A series of snapshot documents on health concerns for County geographic regions will be developed in the first half of 2021. 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. Outcome: The timeline for the CHA and CHIP has been moved forward due to delays caused by COVID-19. The foundation for the CHA will be a series of snapshots, and the CHIP will follow when community engagement is once again feasible. California Children’s Services (CCS) 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. Outcome: CCS sent PSPS emergency preparedness information to all existing CCS clients and have added the practice of providing outreach to new clients/participants to assure they have a plan in the event of power outages. We have Public Health Nurses, Medical Social Workers and/or therapists who can identify clients with specific eDME needs and provide outreach as needed. In addition, CCS runs a monthly report to capture any changes should new eDME or medication requiring refrigeration be added. 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. Outcome: This goal is in progress. Though the Annual Training Conference hosted by the California State Association of PA|PG|PC (“Association”) was cancelled due to the COVID- 19 pandemic, Public Administrator staff participate in monthly video conferences moderated by the Executive Director of the Association. The monthly video conferences provide a forum in which Association members can discuss policies and strategies and in which members can share their knowledge and experience. Additionally, at the outset of the pandemic, Public Administrator staff participated in periodic COVID-19 Best Practices video conferences hosted by the Association. 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. Outcome: This goal is in progress. Public Administrator staff continue to communicate frequently with staff at both the Sheriff-Coroner’s Division and EHSD allowing Public Administrator staff to better understand each department’s processes and in turn ensure the effective and efficient administration and operation of the County cremation program. Health Services Health and Human Services 346 County of Contra Costa FY 2021-2022 Recommended Budget Goal: Provide at least 3 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. Outcome: This goal has been met. Public Administrator staff provided training to staff at 3 hospitals, 1 nursing home and 1 mortuary. Due to the COVID-19 pandemic, trainings were provided remotely. 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 Goal: Perform 133 Aboveground Petroleum Storage Act Program inspections. Outcome: As of January 20, 2021, Contra Costa Health Services Hazardous Materials Programs (CCHSHMP) has performed 78 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 2020-2021. 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 20, 2021, CCHSHMP has responded to 16 hazardous materials incidents. CCHSHMP arrived on-scene within one hour of being requested to respond. 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 1,567 Hazardous Materials Business Plan Program inspections. Outcome: As of January 20, 2021, CCHSHMP has performed 474 routine Hazardous Materials Business Plan Program inspections. CCHSHMP projects that we will not meet our goal of 1,567 routine Hazardous Materials Business Plan Program inspections in FY 2021- 2022 due to the ongoing COVID-19 pandemic. Hazardous Materials Programs staff performed a limited number of routine inspections between March and June 2020. Additionally, the majority of the Hazardous Materials Program staff have served as Disaster Service Workers in the COVID-19 response. As of January 2021, nine (9) Hazardous Materials Program staff continue to serve as Disaster Service Workers. Goal: Perform 1,176 Hazardous Waste Generator Program inspections. Outcome: As of January 20, 2021, CCHSHMP has performed 315 routine Hazardous Waste Generator Program inspections. CCHSHMP projects that we will not meet our goal of 1,176 routine Hazardous Waste Generator Program inspections in FY 2020-2021 due to the ongoing COVID-19 pandemic. Hazardous Materials Programs staff performed a limited number of routine inspections between March and June 2020. Additionally, the majority of the Hazardous Materials Program staff have served as Disaster Service Workers in the COVID-19 response. As of January 2021, nine (9) Hazardous Materials Program staff continue to serve as Disaster Service Workers. Goal: Complete 12 California Accidental Release Prevention Program audits. Health Services Health and Human Services County of Contra Costa FY 2021-2022 Recommended Budget 347 Outcome: As of January 20, 2021, CCHSHMP has performed 8 routine California Accidental Release Prevention Program audits. CCHSHMP projects that we will meet our goal of 12 routine California Accidental Release Prevention Program audits in FY 2019-20. Goal: Perform 377 Underground Storage Program Inspections. Outcome: As of January 20, 2021, CCHSHMP has performed 232 routine Underground Storage Tank Program inspections. CCHSHMP projects that we will meet our goal of 377 routine Underground Storage Tank Program inspections in FY 2020-2021. Goal: 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. Outcome: • The hazardous materials incident response team participates in regular trainings to maintain competencies. COVID-19 has delayed/cancelled some trainings and drills. However, the hazardous materials incident response team remains ready to respond to incidents 24 hours a day, 7 days a week, 365 days a year. The incident response team meets regularly to review incidents. • The Continuing Challenge did not occur in September 2020 due to COVID-19. • Contra Costa Health Services Hazardous Materials Programs continues to participate in routine monthly meetings with all other fire department-based hazardous materials incident response teams. These meetings focus on reviewing policies/procedures, upcoming trainings, coordination of grant submissions, and selecting equipment. • Revisions to the County’s Hazardous Materials Incident Notification Policy are ongoing. 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: Standard work was created and implemented for Intake, Triage, Mental Health Assessment, Emergency Medications, Involuntary Medications, Restraints and Seclusion, Suicide Prevention, and other areas along the care continuum. Structured activities are offered for our behavioral health patients and we are working up to our metric. There has been better communication and collaboration between all disciplines as it pertains to Emergency Medications for patients in crisis. Workflow streamlining and standard work creation has improved the administration of emergency medications and a variety of services provided to patients. Goal: Provide and monitor timely access of Mental Health care as it pertains to track levels and the Suicide Prevention program. Outcome: This goal was met with the increase of staffing of Mental Health clinicians and psychiatrists. There is compliance as it pertains to Track Levels and the Suicide Prevention Program was launched. Goal: Optimize ccLink functionality for the detention environment. Improve network/wi-fi access to allow for barcode with rover devices Health Services Health and Human Services 348 County of Contra Costa FY 2021-2022 Recommended Budget 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. Outcome: The first part of this goal has been met and optimization is ongoing as we continue our improvement sprints. ccLink, BI, operational leadership and subject matter experts meet multiple times per week to continue this work. The installation of wi-fi was completed with 2 modules at MDF yet to be turned on. The ccLink workflow has been and still being optimized with similar scheduled EPIC upgrades happening periodically. Critical operational reports have been identified and created to evaluate the services provided in Detention Health. Overall, we are working toward care transparency through metrics. Templates are being built with discrete data to standardize workflows and streamline reporting. Barcode medication administration is scheduled to go live this spring, with the completion of the wireless project. This will help improve medication administration safety and timely documentation. 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. We have been able to successfully mitigate COVID-19 transmission in the detention facilities and manage a brief outbreak. As a result of our collaboration with infection control, we have not had any hospitalizations or mortality due to COVID-19 in any of the County correctional facilities. 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. This month we welcomed a new Quality Manager who will work with the Director to continue our growing quality improvement and assurance program. 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. Quarterly Detention Progress Meetings are held to update our legal partners, the Director’s office, and our Executive team. Goal: Provide workstation on wheels or portable laptops to the Detention staff with wi-fi access 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 was met. Wi-fi is operational in MDF and WCDF. Computers are being installed on the modules, however, staff is able to use a laptop to access patients’ records in real time and a ROVER phone to take pictures of wounds and injury to upload for providers off-site to make decisions so the patients can access care very timely. 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 receive feedback regarding the needs of the Community. Detention Health Services Medical Director meets with the Mental Health Commission, Public Protections Committee, Judicial Committee, and various other community organizations to offer information about care in detention and receive concerns. Patients are able to provide direct feedback regarding their care through a request slip or a grievance process. This is addressed promptly with the patients in order to increase patient satisfaction. Our grievance process has been updated and quality assurance regarding timeliness of response is ongoing. 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. Health Services Health and Human Services County of Contra Costa FY 2021-2022 Recommended Budget 349 Outcome: Detention Mental Health works with Behavioral Health for access to schedule appointments for patients returning to the community. Our re-entry clinician 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. We continue to work closely with the public health department to provide housing for those needing a safe place to isolate due to COVID-19. We continue to work with the Choosing Change program to provide continuity of care for our patients on Medication Assisted Treatment for Opioid Use Disorder. We are working to automate the transitions clinic referral process through ccLink. Goal: Continue to work towards full implementation of Court Ordered Medications in Detention for patients Incompetent to Stand Trial and PC2603. Outcome: Process developed to identify IST patients that are incarcerated in the County’s adult detention facilities has been implemented. Updates are 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. Collaboration with the courts and detention health has been streamlined to minimize delays in this process and improve communication in both directions. 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. State requirements regarding MAT are continuing to improve, allowing increased access for patients. We have also increased the level of service by adding two (2) substance abuse counselor to our team through a grant which was obtained in collaboration with AODS. We are working with AODS and Health Care Associates to continue to fund these positions. Goal: Continue to increase awareness of the Adverse Event Reporting System to ensure a culture of patient safety and 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. Outcome: This goal was met approximately 65% of the time. Goal: Public Guardian staff shall maintain requisite training certification. Outcome: This goal is projected to be completed by the end of June. 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 Health Services Health and Human Services 350 County of Contra Costa FY 2021-2022 Recommended Budget 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 Board of Supervisors supports San Ramon’s position that they have 224 rights and this will be reflected in the next EMS Plan that is submitted to the EMSA. 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 2020. 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 BOS approved this extension. 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 are in development. These modules would supplant the in-person EMS Orientation that is required as part of initial EMT Certification OR onboarding for all prehospital authorized providers operating within Contra Costa County. 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. Outcome: EMS Agency is working with stakeholders to vet the ordinance and present to the BOS with stakeholder support in 2021. 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 (MRC) 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. Health Services Health and Human Services County of Contra Costa FY 2021-2022 Recommended Budget 351 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 352 County of Contra Costa FY 2021-2022 Recommended Budget 2021-22 Administrative and Program Goals Hospital and Ambulatory Care Centers Goal: Development and tracking of quality and safety measures as outlined in pay-for- performance funding, regulatory measures and accreditation requirements. 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: Integration of Behavioral Health and Primary Care. This will improve physical and behavioral health outcomes, care delivery efficiency, and patient experience by establishing or expanding fully integrated care, culturally and linguistically appropriate teams – with expertise in primary care, substance use disorder conditions and mental health conditions. Goal: Redesign of Ambulatory Care. Primary Care patients will experience timely access to high quality, efficient, and equitable primary care, designed to work collaboratively with patients and other care providers in achieving and maintaining optimal patient health, and avoiding unplanned interventions. Goal: Focus on care transitions, integration of post-acute care. To ensure the coordination and continuity of health care as high-risk patients, with chronic health conditions, behavioral health conditions and/or housing instability, move from the hospital to the ambulatory care setting. Goal: 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: Integrate newly funded telehealth care delivery, begun during the Covid-19 health emergency, into standard ambulatory care practice. Goal: Implement and/or improve healthcare equity following CalAIM guidelines. This means advocating for our health equity vision into our strategic plan, educating key leadership groups, establishing health disparity data definition and equity measurement strategy and incorporating a disparities and equity lens into the Patient Safety and Performance Improvement Committee body of work. Goal: Enhance our CCHS Wellness Program to address the psychological toll of the Covid-19 crisis on health care providers in accordance with The Joint Commission’s Quick Safety Issue #54 recommendations. Goal: Remain current with best practices for clinical care, testing, and vaccination in all areas related to COVID. Many resources must be deployed to minimize transmission, to care for the afflicted, and to work on strategies for prevalence reduction. This impacts hospital care delivery, ambulatory care delivery, laboratory services, ancillary services, contact tracing, employee wellness and staffing. Contra Costa Health Plan Administration Goal: Incorporate the CAL AIM initiatives for the enhanced Care Management and In Lieu of Services (ILOS) into the appropriate MCP Program designing an infrastructure to capture the new program enhancements. Building a provider network with Community Based Organizations (CBOs) and ensuring we target CBOs that service ethnically diverse populations to ensure health disparities among our African American and Latino communities are given a priority to care. Goal: Restructure CCHP’s Staff Model to ensure Program Managers are hired for the Clinical Operations. In hiring a Project Manager, Health Services Health and Human Services County of Contra Costa FY 2021-2022 Recommended Budget 353 we will ensure they have experience working with ethnically diverse programs like the Perinatal Programs and Cancer Screening Program for our diverse membership. Goal: Ensure that all critical leadership positions are fully staffed. These include a Quality Director, Claims Manager and Utilization Management Manager. Goal: Design a Behavioral Health Unit that manages the Low to Moderate Behavioral Health Services with oversight of the MOU with Behavioral Health and manage the Behavioral Health Integration Pilot ensuring the milestones for the four FQHC are met quarterly. Integrate the Autism Program from Case Management to the new Behavioral Health Unit. Goal: Provide Professional Development for the leadership teams and train all staff on the CCHP Journey to Excellence. Survey the CCHP Staff twice annually. Develop an action plan to solve staff issues. Enhance communications to staff during the COVID-19 pandemic. Perform three Town Hall Meetings with the CEO, CMO and COO. Goal: Select and implement a new clearing house vendor to improve the adjudication of claims from the Provider Network. Goal: Improve the Benefit Design Engine. Facilitate the work with HSD/IT and CCHP’s COO. Goal: All regulatory requirement from the DHCS, DMHC and CMs will be met within the timeframes specified on Medical Managed Care. CCHP’s units will work in regulatory areas that were cited in the DHCS 2020 Audit. Below are the areas for measurement: • Create a strong oversight of all MOUs within HSD to include Behavioral Health, California Children’s Services (CCS), CCRMC, and Public Health. In addition, ensure training of providers in all delegated Independent Physician Associations (IPA to include Children First Medical Group (CFMG) which is associated with UCSF and Stanford are compliant with regulatory requirements Sponsor bi-annual meeting with all delegates for MCP members. • Initial Health Assessment (IHA) tracking to ensure members are seen within 120 days. • Activate using Telehealth for IHAs. County Employees and Commercial Product Goal: Use Telehealth Urgent Care Services to reduce ER cost: Identify commercial members who consistently go to ER for care. Provide a network of Urgent Care Centers where they will not have to leave home and face the cost of an expensive ER visits and can shelter in place during the COVID-19 pandemic. Goal: Use the Pharmacy Formulary and expand usage of generic drugs: Oversight for formulary to ensure PBM only approves generic drugs. Special tracking of specialty drugs that can be administered by PCP vs Hospitals to reduce costs. Goal: Special outreach campaigns to Employees that select Plan A: Stress the importance of staying within their assigned networks to control cost. Goal: Enrollment in Care Management – All employees with chronic conditions such as Asthma, Diabetes to assist with navigating health delivery system and avoiding ER visits and in-patient stays. Goal: Enrolling County Employees with End- Stage-Renal-Diseases: member who is eligible for Medicare Part A due to ESRD. Medicare would be the primary insurer. Equity and Health Disparities Goal: Equity and Health Disparity Program: Implement a program that reviews the equity and health disparity gaps in all program. CCHP’s Quality Program will include an assessment in the quarterly meetings. Goal: Sponsor a Shared Vision Symposium with CCRMC on Health Care Disparity and identify measurable interventions within the delivery systems for CCHP Quality Programs Health Services Health and Human Services 354 County of Contra Costa FY 2021-2022 Recommended Budget Goal: Collaborate with the Community Provider Network Safety Net Providers (4 FQHCs) to measure the equity oversight and healthcare disparities that they are addressing with the CCHP membership assigned. Goal: Create an Annual Report Card that identifies interventions on health care disparity in several key programs: Perinatal, Cancer Screening, EPSDT Services and target the results for the African American and Latino communities Goal: Request an Equity and Health Disparities report from Kaiser on their plan for the CCHP members assigned. At two JOMs discuss these interventions. Goal: Recruit CCHP members from the African American and Latino communities to the Managed Care Commission to have a voice on our programs around health disparity and equity. Add four new members to MCC. Advice Nurse Goal: Integrate MCP Program into the Advice Nurse operations. Capture member calls that identify whether they have a chronic disease and their ethnic background to ensure health disparities are tracked and members are enrolled into Case Management. Goal: Identify the calls that are incoming based on zip codes to perform a trend analysis on what health needs are urgent so that outreach and marketing can work with those communities. Goal: Assist in tracking which members are going to the Emergency Room to ensure they are followed up by the Care Management Team. Analysis & Reporting Goal: Analysis and Reporting (A&R) will manage all data reports required to manage the operations. Collaborate with HSD/IT to develop standard TAP Reports. Goal: Run two campaigns annually to get providers to bill electronically using the 835/837 EDI. Goal: Develop and execute a training plan to develop the staff into Data Reporting Analyst. Facilitating a consultation with a Medical Informatic consultant to help transform the A&R staff. Case Management Goal: Ensure all Care Management (CM) Staff are trained and using COMPAS. Goal: SPD populations members have annual Health Risk Assessment (HRA) Goal: Oversight of the HRA program to identify SPDs that must have individualized Care Plan. Goal: Transition the CM Staff from the Harris Telephone System to In-Contact. Goal: CM Director will perform quarterly audits to ensure CM goals and intervention are measured. Claims Goal: Create an Audit Program to examine and track interest payments. Decrease interest payment where Claims Staff is accountable by 30%. Goal: Monthly Audits of Family Planning Claims to ensure they are paid correctly and without a Prior Authorization. Compliance Goal: Expand the Compliance Team from one person to a team of five to support the MCP with 200,000 covered lives. Goal: Ensure that quarterly self-audits on mock surveys are performed prior to CCHP’s audit period that begin May annually. Member Services Goal: Redesign New Member onboarding process: • Develop new, easy to understand materials (flyer to include in new member packet, video). Health Services Health and Human Services County of Contra Costa FY 2021-2022 Recommended Budget 355 • Develop presentation/orientation for new members. Deliver presentation online. • Consolidate new member mailings. • Submit DHCS request to use of member incentives for new member activities (PCP visit, attend new member orientation, etc.) Goal: Redesign and streamline Non-Medical Transportation workflow. • Continue to work with CCHS on obtaining daily data feed from RoundTrip (RT), containing all data fields necessary for audits and data validation. • Create smart form in Epic CRM module for intake and processing of trips booked outside of RT. Goal: Launch health plan features for MyChart (starting with electronic ID cards) • Develop and implement plan to advertise and enroll members in MyChart. • Continue to assess additional health plan features to add and work with Tapestry / MyChart team to implement. Goal: Further develop infrastructure necessary for outreach to members • Develop Marketing Plan for DHCS submission. • Continue to develop community partners for outreach in the African American and Latino communities. • Systematically obtain email addresses and use Constant Contact for newsletters & other notices. • Work with CCHS on finalizing an agreed upon strategy to obtain Telephone Consumer Protection Act (TCPA) consent (language used, where to document). Develop and implement plans to obtain consent from CCHP members. Goal: Develop programs for CCHP commercial members. • Educate County employees in Commercial plans about costs & ways to impact costs. Continue discussions with labor unions. • Establish wellness programs with assistance from a wellness consultant, and piloting possible solutions presented by Innovation team. Pharmacy Goal: Create a smooth Medi-Cal Rx transition for both members and CCHP • Support prescribers during the transition and continue support post transition. • Assist members during the transition. • Educate pharmacies and providers on proper billing techniques. Goal: Improve CCHP Pharmacy’s Drug Utilization Review (DUR) program • Increase the scope of our retrospective DUR program consistent with APL 20-020. • Broaden the reach of both the prospective and retrospective DUR program for Commercial members. • Create new reports to demonstrate compliance. • Comply with educational outreach outlined in APL 20-020 Goal: Support clinical programs for CCHP members • Provide clinical and operational support for clinical programs. • Assist other departments within CCHP on their clinical and/or educational goals. • Strengthen the reporting and compliance for Pharmacy Dept’s in house clinical goals (opioid/benzo, Hep C) Goal: Maintain appropriate pharmacy staff level for 2021 • Watch post Medi-Cal Rx workflow. • Maintain appropriate HPAR staffing given the required support for members and providers. Provider Relations Goal: Implement new contract with Council for Affordable Quality Health Care (CAQH) for Credentialing to access their database to obtain credentialing and recredentialed applications. Goal: Move all existing MOU’s to a standard Managed Care Contract approved by the County. Health Services Health and Human Services 356 County of Contra Costa FY 2021-2022 Recommended Budget Goal: Plan Bi-Annual meeting with all delegated Provider Credentialing groups (UCSF, CFMG, Stanford, CCRMC and John Muir Physicians). Quality Goal: Incorporate the HEDIS process as a major operational program in CCHP. It needs to be transitioned from a seasonal process to a full- blown program that operates 365 days a year. Goal: Hire four (4) new staff members to operate the HEDIS Program. Goal: Start to build the infrastructure for population health and participate in preparation for NCQA look back period for accreditation starts in 2021. Goal: Ensure the Annual Quality Plan is fully executed with measurable results by December 1. Utilization Management Goal: Ensure the Prior Authorization regulatory time frame is met by recovering TAP reports monthly. Also, changes the incoming route for Prior Authorization requests. Increase usage of e-Fax to 30%.and 70% of Providers will be using the Provider Portal. Goal: All regulatory forms and letters will be reviewed through a QA process by the Utilization Management Team ensuring an 80% accuracy rate on the following documentation: • Physician Certification Services Forms • Notices of Action • Minor Consent Forms • Non-Emergency Medical Transportation documentation Goal: Transition the Utilization Management Provider Telephone Team to handle 50% of inquiries where providers are strongly encouraged to use the Provider Portal vs. calling the Telephone Team. Goal: The Utilization Management Team Staff will attend quarterly trainings to ensure all staff levels understand the change and improvements within Utilization Management and CCHP. Goal: Creating Performance Metrics for both the UR Nurses and HPAR Staff. Daily metrics are expected to ensure accountability of the staff. Mental Health Goal: The Division is assessing their programs and services from an equity lens, including identifying metrics to appropriately measure the current state and progress toward achieving racial equity in our services. Goal: Continue using Objective Arts to optimize data reporting and meet compliance for monthly CANS and PSC data submission to DHCS, including integrating Objective Arts with ccLink so there is streamlined data exchange between County and contractor systems. Goal: Ensure County and contract providers recertify on CANS and ANSA annually by purchasing Praed Foundation vouchers for certification. Goal: Implement Family Urgent Response Services (FURS). SB 80 (2019) mandates County Behavioral Health, Child Welfare, and Probation Departments to implement a mobile response system for current and former foster youth. Contra Costa will build on the BHS Mobile Response Teams (MRT) to meet state requirements for FURS for the purpose of greater placement stability for youth experiencing foster care. Goal: Continue to implement Evidence Based Practices in the Children’s system of Care, including DBT, TF-CBT, FBT, CPP, and the Piers Model (early psychosis program) by providing ongoing training and consultation opportunities, ongoing development of outcome tracking, and fostering a culture of commitment to best practice models that is oriented on outcomes. Goal: Continue to develop crisis continuum of care for children and youth experiencing mental health crises that includes Mobile Response Team for home/field-based crisis intervention and child/youth/family friendly alternatives for crisis stabilization when more intensive supports are required. Develop the continuum with the Health Services Health and Human Services County of Contra Costa FY 2021-2022 Recommended Budget 357 goal of reducing involvement of law enforcement in crisis. Goal: Continue to implement cross departmental Children’s System of Care (CSOC) by operationalizing MoU between Child Welfare, Probation, Office of Education, Regional Center of East Bay, and Behavioral Health. 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. Develop “train the trainer” capacity with CBTp. Maintain a community of practice that supports professional growth and development and provides quality on-going training in best practices. Goal: Develop a data governance structure for the Adult EBPs to improve data gathering, track and evaluate outcomes, and monitor overall efficacy of EBPs. Goal: Continue to train and certify Adult County and CBO staff-clinicians, psychiatrists, nurses-in implementation of ANSA. Continue to work with vendor for data management system, Objective Arts, to support data gathering from contract providers. The MHP will work with Praed/Kentucky University, for technical assistance with the ongoing training of staff. The MHP will work with Chapin Hall to develop a level of care algorithm to utilize in the Adult System of Care. Goal: Coordinate Levels of Care. An integrated health system supports clients to navigate through higher and lower levels of care as their needs change over time. Adult system will re- 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. Algorithm data from ANSA will help to inform CLOC workgroup. 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/psychiatric in-patient setting to the community. 2) Clients transitioning and stepping down from long-term psychiatric care to the community. 3) The Transition Team provides essential short term intensive case management services to individuals needing support and linkages to multiple services. The goal for the Transition Team is to continue to coordinate and provide innovative care for clients making contact with many service entry points. Goal: Mobile Crisis Response Team-MCRT- and the Mental Health Evaluation Team-MHET- will continue to provide crisis response to clients and families experiencing mental health crises and coordinate with system and law enforcement partners. The goal will be to reduce 5150s and PES visits and support and link clients and families to services and resources in the community. Alcohol and Other Drugs (AOD) Goal: The Division is assessing their programs and services from an equity lens, including identifying metrics to appropriately measure the current state and progress toward achieving racial equity in our services. 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. Health Services Health and Human Services 358 County of Contra Costa FY 2021-2022 Recommended Budget Goal: Develop a plan for 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. Outcome: this goal was accomplished. 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 (QI) 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. 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 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 Goal: The Division is assessing their programs and services from an equity lens, including identifying metrics to appropriately measure the current state and progress toward achieving racial equity in our services. Housing and Services Goal: Transition from Project Roomkey (PRK) ensuring that no participant transitions to unsheltered homelessness for lack of homeless system resources. Goal: Continue to operate one hotel up to one year beyond PRK and FEMA disaster funding. Goal: Have East County Interim housing program fully operational. Goal: Participate in All Home and Living Contra Costa efforts to reduce the number of unsheltered homeless individuals in Contra Costa County Health Services Health and Human Services County of Contra Costa FY 2021-2022 Recommended Budget 359 Goal: Align with local jurisdictions and All Home to leverage and ensure equitable distribution of rental assistance dollars. Expand homelessness prevention efforts and funding. Goal: Monitor the continued development of up to 50 micro-housing units in West County with accompanying on-site support services. Goal: Sustain Rapid Re-housing services to transition age youth across the County. Planning/Policy/Systems Development Goal: Expand the hotel pilot to create and implement a system-wide inventory and assignment of available shelter for individuals and families experiencing homelessness. Goal: Conduct a pandemic impact unsheltered Point in Time count (homeless census) to enumerate the number of men, women, and children living outside in encampments. 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) including racial equity measures. Goal: Update system performance measures to reflect redesigned coordinated entry services and additional program interventions added to the continuum of care. Public Health Goal: The Division is assessing their programs and services from an equity lens, including identifying metrics to appropriately measure the current state and progress toward achieving racial equity in our services. Administration Goal: Coordinate all case management programs into a singled shared platform via the electronic health record to keep one comprehensive care plan per patient accessible to the CCHS care team providers. Goal: The Tobacco Prevention Program will provide technical assistance to at least two jurisdictions in Contra Costa County to adopt or strengthen either a Tobacco Retail License policy and/or Smoke-free Multiunit Housing policy. Achieving this goal will be contingent upon the impact that COVID-19 has had on local jurisdictions who previously prioritized tobacco policy change for their cities in 2021. Reducing Health Disparities Goal: 100% increase in capturing all SDOH data into the new Coordinated Care Management System (EPIC-SDOH) AIDS/HIV. Goal: Create and implement a provider education and detailing program to increase countywide coordination of syphilis detection and treatment, specifically among reproductive- aged and pregnant women. This project will include efforts to provide feedback regarding missed screening and treatment opportunities and clinical case reviews of each congenital syphilis and syphilitic stillbirth case. This project will be focused on care coordination in County jails, Emergency Departments, and other nontraditional care settings. Goal: Expand the HOME is where the SWAB is (HIWSI) program by developing a referral mechanism for Positive Health Providers to refer their patients for gonorrhea and chlamydia screening in the privacy of their own homes. This expansion will include training additional home-testing staff and increasing social media messaging in collaboration with community partner agencies. Women, Infants, and Children (WIC) Program Goal: Add a virtual counseling platform option to WIC service to educate WIC participants. This Health Services Health and Human Services 360 County of Contra Costa FY 2021-2022 Recommended Budget platform will improve the efficiency and accessibility of the program. California Children’s Services Goal: The Division is assessing their programs and services from an equity lens, including identifying metrics to appropriately measure the current state and progress toward achieving racial equity in our services. Goal: Achieve a conversion from paper platform to an electronic health record platform to increase efficiency of the department workflow and real time processing. Public Administrator Goal: The Division is assessing their programs and services from an equity lens, including identifying metrics to appropriately measure the current state and progress toward achieving racial equity in our services. Goal: In order to manage cases more efficiently and effectively, continue transition to a paper- light office by: (1) continuing to convert historic paper documents to electronic format; and (2) implementing protocols for digitizing new documents received by office. Goal: Hire and train 1 new Public Administrator’s Program Assistant 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. Environmental Health Goal: The Division is assessing their programs and services from an equity lens, including identifying metrics to appropriately measure the current state and progress toward achieving racial equity in our services. Goal: Continue with metrics from previous year. Goal: Continue to 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: Promote equity and exceptional customer service within all environmental health programs. Starting with the retail food program, to create and send a survey to all regulated business, compile and analyze responses, then strategize on steps to address any inequities and customer service needs. Goal: Promote equity within retail food plan reviews. Provide step-by-step guide on plan requirements and update website with clearer information to better assist business that may not have the resources of larger companies/businesses. Hazardous Materials Goal: The Division is assessing their programs and services from an equity lens, including identifying metrics to appropriately measure the current state and progress toward achieving racial equity in our services. Goal: Perform 135 Aboveground Petroleum Storage Act Program inspections. Goal: Incident Response Program: Respond to all incidents within one hour and ensure that all incidents are mitigated safely and effectively without injuries. Goal: Perform 1,575 Hazardous Materials Business Plan Program inspections. Goal: Perform 1,203 Hazardous Waste Generator Program inspections. Goal: Complete 12 California Accidental Release Prevention Program audits. Goal: Perform 8 emergency response drills with facilities that are in the unannounced inspection program. Health Services Health and Human Services County of Contra Costa FY 2021-2022 Recommended Budget 361 Goal: Perform 379 Underground Storage Program Inspections. Goal: 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. • 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 and finalize the County’s Hazardous Materials Incident Notification Policy. Goal: Perform 185 stormwater inspections under contract with Contra Costa County Public Works Department – Clean Water Program. Goal: The Hazardous Materials Division will be participating in the Living Contra Costa county- wide initiative. Goal: Participate in the review of the Contra Costa General Plan update. The review and revisions will focus on drafting specific policies and actions related to environmental justice issues. Goal: Complete new Green Business certifications within 12 weeks of initial application. Process 56 Green Business recertifications. Detention Facilities Programs Goal: The Division is assessing their programs and services from an equity lens, including identifying metrics to appropriately measure the current state and progress toward achieving racial equity in our services. Goal: Continue to redesign and align Detention Health Services to provide community-level standard of care for patients and meet rigorous remedial plan metric requirements. Goal: Provide and monitor timely access and clinical validity and reliability of Mental Health and Nursing care as it pertains to track levels, suicide precaution 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 administration, wound care documentation and clinical consultation. Goal: To be able to provide workstation on wheels or portable laptops to the Detention staff with wi-fi access to be able to review a patient’s record in real time in order to provide timely access to care. This will be especially useful in a CODE situation or during triage/sick call visits. Goal: Develop and implement an infection control program and an expanded quality and safety program tailored for Detention Health including policy and procedure management. Goal: All patients with clinically significant findings will be seen by a clinician within 5 calendar days of intake. Goal: Chronic disease treatment protocols will be created ad all providers will be trained in their use. Population health program will be developed to monitor compliance. Goal: Develop ongoing mechanism for patient/family feedback about care experience. Goal: Create a more robust re-entry program. Coordination of care with the transition care clinics for reentry of patients to the community. Automate referral process to transitions clinic upon release for those with chronic medical or mental health issues. Goal: Continue to work towards full implementation of Court Ordered Medications in Detention for patients Incompetent to Stand Trial and PC2603. Goal: Revisit psychiatry opinions on 1369 process to increase clinical availability in the detention setting Health Services Health and Human Services 362 County of Contra Costa FY 2021-2022 Recommended Budget Goal: Develop reportability and accountability tools to improve quality assurance processes in specialty and outside referrals. Continue to decrease wait times for patients needing specialty care. Goal: Move from Department Appointment report scheduling process to systems list and order-based scheduling to improve quality assurance, continuity of care and patient safety. Goal: Implement Behaviorist to support Medication Assisted Therapy (MAT) for opiate withdrawal in Detention. Train psychiatry staff to identify OUD and in medication assisted treatment options and regimen management. Goal: Continue to increase awareness of the Adverse Event Reporting System to ensure a culture of patient safety and Speak up for Safety. Conservatorship Goal: The Division is assessing their programs and services from an equity lens, including identifying metrics to appropriately measure the current state and progress toward achieving racial equity in our services. 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: Enter into a new service contract for emergency ambulance service with San Ramon Fire Department that is approved by the California State Emergency Medical Services Authority. Goal: Implement new regulations for EMS for Children Systems of Care, STEMI and Stroke. Goal: Continue to implement stakeholder information systems to promote EMS operational, clinical performance and utilization data reporting to support EMS System improvement initiatives in partnership with stakeholders. Goal: Obtain administrative support for Professional Standards Program Goal: Streamline and refine technology platform to support efficient certification and accreditation of EMT’s and Paramedics. Goal: Evaluate efficacy of current EMS Orientation and if needed establish recorded on- line EMT orientation training program to support on-boarding of new EMTs and paramedics in the county. Goal: Present and implement a new county ambulance ordinance. Goal: Partner with Contra Costa Health Services Divisions on data initiatives to improve access to care for the homeless and those experiencing substance abuse. Goal: Support and sustain medical reserve corps operations in partnership with Public Health. Goal: Continue to partner with national quality data systems for cardiac arrest, heart attack, and stroke. Goal: Continue to support Covid operations with EMS Agency personnel when needed and by supporting the EMS system and patient care with expanded scopes of practice that allow traditional workforces to be leveraged to support testing, vaccinations, fixed site care, etc. Goal: Fill agency staffing gaps and expand administrative support for statutorily mandated programs that are currently under supported. Health Services Health and Human Services County of Contra Costa FY 2021-2022 Recommended Budget 363 FY 2021-22 Program Modification List Order Reference to Mand/ Disc List Program Name Services FTE Net County Cost Impact Impact 1 Alcohol and Other Drugs Salaries and Benefits 1.8 243,832 Additional positions for program and system administrative support services 2 Alcohol and Other Drugs Expenditure Transfers 0.0 (153,831) Increase of reimbursements from EHSD for CalWorks related services 3 Alcohol and Other Drugs Additional State revenues for FY 2021-22 0.0 90,001 Increase of State Aid Short-Doyle funding to fund additional 1.8 FTEs in AODS 4 Health, Housing and Homeless Services Salaries and Benefits 1.0 279,000 Additional position to support Coordinated Entry referrals and assistance requests 5 Health, Housing and Homeless Services Additional State revenues for FY 2021-22 0.0 279,000 Increase of Administrative State Health miscellaneous revenues to fund additional 1.0 FTE 6 Detention Facility Programs Salaries and Benefits 30.6 0 Additional positions to augment acute psychiatric unit and medical and mental health remedial plan. Position costs will be absorbed within existing baseline appropriations. 7 Conservatorship/ Guardianship Salaries and Benefits 1.0 80,453 Additional position to support timeliness and throughput of coordination requests and fee collections 8 Conservatorship/ Guardianship Additional State revenues for FY 2021-22 0.0 80,453 Increase of Administrative State Health miscellaneous revenues to fund additional 1.0 FTE in Conservatorship/ Guardianship Total 34.4 0 Health Services Health and Human Services 364 County of Contra Costa FY 2021-2022 Recommended Budget Veterans Service Nathan Johnson, Director Health and Human Services County of Contra Costa FY 2021-2022 Recommended Budget 365 General Fund 2019-20 Actuals 2020-21 Budget 2021-22 Baseline 2021-22 Recommended Change Expense Salaries And Benefits 1,052,797 1,382,748 1,468,000 1,468,000 0 Services And Supplies 285,605 640,400 280,000 280,000 0 Other Charges 577 0 0 0 0 Expenditure Transfers 12,638 8,852 9,000 9,000 0 Expense Total 1,351,618 2,032,000 1,757,000 1,757,000 0 Revenue Other Local Revenue 121,819 125,000 125,000 125,000 0 State Assistance 283,727 237,000 157,000 157,000 0 Revenue Total 405,546 362,000 282,000 282,000 0 Net County Cost (NCC): 946,072 1,670,000 1,475,000 1,475,000 0 Allocated Positions (FTE) 10.0 11.0 11.5 11.5 Financial Indicators Salaries as % of Total Exp 78% 68% 84% 84% % Change in Total Exp 50% (14%) 0% % Change in Total Rev (11%) (22%) 0% % Change in NCC 77% (12%) 0% Compensation Information Permanent Salaries 658,220 846,143 917,326 917,326 0 Temporary Salaries 0 19,261 13,783 13,783 0 Deferred Comp 14,292 17,700 22,080 22,080 0 FICA/Medicare 50,930 64,360 69,111 69,111 0 Ret Exp-Pre 97 Retirees 2,034 2,367 2,367 2,367 0 Retirement Expense 200,302 261,935 262,939 262,939 0 Employee Group Insurance 79,166 118,453 129,449 129,449 0 Retiree Health Insurance 31,427 31,634 32,808 32,808 0 OPEB Pre-Pay 13,088 13,144 13,165 13,165 0 Unemployment Insurance 367 2,611 1,808 1,808 0 Workers Comp Insurance 2,971 5,139 3,164 3,164 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 366 County of Contra Costa FY 2021-2022 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: $1,634,196 Financing: 282,000 Net County Cost: 1,352,196 Funding Sources: State 9.6% $157,000 Misc. Current Svc 7.7% 125,000 General Fund 82.7% 1,352,196 FTE: 11.5 Veterans Memorial Buildings (Building Lifecycle Expenses) Description: To provide and maintain County owned Veteran memorial hall buildings in Martinez, Richmond, El Cerrito, Concord, Antioch, Brentwood, Pittsburg, and Lafayette. The Veterans Service Department does not operate these memorial hall buildings; however, general funds are allocated within the Department’s budget. These funds are transferred to the Facilities Lifecycle Improvement Program, which includes a Countywide strategic plan to address deferred facilities maintenance and capital renewal projects. Veterans Memorial Building Lifecycle Costs Service: Discretionary Level of Service: Discretionary Expenditures: $122,804 Financing: 0 Net County Cost: 122,804 Funding Sources: General Fund 100.0% $122,804 CAO’s Recommendation The Department’s Baseline Budget fully funds ongoing services for FY 2020-21. Total expenditures have increased by approximately $85,250 and are primarily due to negotiated salary and benefit cost increases. Revenues are anticipated to decrease by up to 22 percent due to statewide impacts of COVID-19 on claims processing and volume. During FY 20-21, the Services and Supplies Budget received a one-time $213,000 increase to cover interior and exterior renovation projects at 10 Douglas Dr., Martinez. These funds are not included in the 2021-22 Baseline or Recommended Budgets, as they are projected to be expended in the current period. Veterans Service Health and Human Services County of Contra Costa FY 2021-2022 Recommended Budget 367 The County Administrator is recommending no reduction to the Veterans Service Department Baseline Budget, which will allow the department to maintain services in FY 2021-22. Performance Measurements During Fiscal Year 2019-20, the Veterans Service Department processed $10,207,778 in retroactive and lump sum monetary benefits for Veterans. New recurrent benefits totaled $1,108,691. These figures show a 6% increase in new recurrent benefits as compared to fiscal year 2018-19. Utilization of VA’s Direct Upload (DD360) and SEP processing systems has decreased processing time and increased monetary benefit numbers. College Tuition Fee Waivers had significantly lower utilization. This benefit is afforded to dependents of Veterans with a service- connected disability rating. In Fiscal Year 2019- 20 the Department processed 190 (70% reduction, likely due to COVID-19) tuition fee waivers. These applications represented $878,862 in additional benefits to Veteran dependents. Staff conducted 9,010 interviews, 292 field visits and participated in 43 outreach events, which resulted in 2879 claims being filed, a 16% decrease over last year’s reported data. The department has temporarily halted a two day per week presence in San Pablo and Brentwood, due to COVID-19. Further, staff half-day presence per week in the Tri-Valley area is temporarily halted in aiding a strong senior Veteran population. Finally, weekly visits by a Veterans Service Representative to the VA Martinez Outpatient Clinic Rehab Facility providing critical claims advocacy to Veterans who are bedridden is temporarily on hold. 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. The implementation of our Virtual Office (VO) took place during the end of Fiscal Year 2019-20. The VO enhances access to our office through phone or the zoom application by allowing a Veteran to receive benefits assistance from wherever they are located. We have assisted approximately 250 Veterans through the VO, and it is anticipated that this number will increase significantly, as the VO expands. With the implementation of the digital-to-digital (DD360) process, we continue to realize an annual cost reduction of approximately $35,500 in services and supplies for Fiscal Year 20-21. The VA receives claims the same day compared to an average of five days in prior fiscal years. Veterans Services Department received a passing score from the California Department of Veterans Affairs audit thereby preserving state 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 Fiscal Year 2017-18 for outreach and field interviews to seniors, housebound Veterans and those Veterans who are participating in VA rehabilitation programs and community living centers. 4. Continue to support ongoing clients with recurring needs that include, updating disability evaluations, filing of new disability and death claims based upon presumptive disabilities, and service-related deaths, respectively. Veterans Service Health and Human Services 368 County of Contra Costa FY 2021-2022 Recommended Budget 5. Continue to refine our strategic plan and Veteran Service Representative, Executive Secretary and clerical work manuals to ensure that our office staff has the most current resources available to them. The manuals include guidelines for system usage, claims tracking, monitoring outreach and report utilization. 6. Improve upon clear and concise procedures as they relate to the digital device-to-device claim submittal, case management, and awards receiving system through California Department of Veterans Affairs and the federal government’s web-based Veterans Benefits Management System (VBMS). Law & Justice County of Contra Costa   Functional Group Summary Law and Justice County of Contra Costa FY 2021-2022 Recommended Budget 369 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 2019-20 Actuals 2020-21 Budget 2021-22 Baseline 2021-22 Recommended Change Expense Salaries And Benefits 345,297,118 366,836,701 389,305,000 385,471,000 (3,834,000) Services And Supplies 52,748,386 69,253,318 59,354,000 59,354,000 0 Other Charges 20,880,236 23,113,585 21,955,000 21,955,000 0 Fixed Assets 913,376 3,119,976 3,091,000 3,091,000 0 Expenditure Transfers (14,523,295) 2,686,412 4,193,000 4,193,000 0 Expense Total 405,315,821 465,009,992 477,898,000 474,064,000 (3,834,000) Revenue Other Local Revenue 108,079,349 125,237,271 130,997,295 131,117,295 120,000 Federal Assistance 2,295,641 14,612,713 2,869,557 2,869,557 0 State Assistance 104,176,930 97,522,199 115,952,148 115,952,148 0 Revenue Total 214,551,920 237,372,183 249,819,000 249,939,000 120,000 Net County Cost (NCC): 190,763,901 227,637,809 228,079,000 224,125,000 (3,954,000) Allocated Positions (FTE) 1,820.6 1,845.6 1,849.6 1,860.6 11.0 Financial Indicators Salaries as % of Total Exp 85% 79% 81% 81% % Change in Total Exp 15% 3% (1%) % Change in Total Rev 11% 5% 0% % Change in NCC 19% 0% (2%) Compensation Information Permanent Salaries 169,405,270 188,269,869 199,845,855 197,761,780 (2,084,075) Temporary Salaries 5,883,060 4,017,064 4,524,601 4,404,601 (120,000) Permanent Overtime 19,747,478 11,411,248 11,394,342 11,394,342 0 Deferred Comp 812,368 1,138,638 1,294,027 1,280,206 (13,821) Comp & SDI Recoveries (1,689,708) (515,549) (515,549) (515,549) 0 FICA/Medicare 7,269,430 7,232,904 7,615,784 7,537,552 (78,232) Ret Exp-Pre 97 Retirees 954,587 1,034,793 1,039,900 1,039,900 0 Retirement Expense 94,841,554 103,578,451 110,503,547 109,368,149 (1,135,398) Excess Retirement 180,781 207,417 207,417 207,417 0 Employee Group Insurance 22,688,564 26,252,203 28,087,085 27,755,540 (331,545) Retiree Health Insurance 13,850,127 13,972,985 14,172,787 14,172,787 0 OPEB Pre-Pay 5,726,937 5,781,814 5,811,210 5,811,210 0 Unemployment Insurance 104,457 192,028 407,647 396,873 (10,774) Workers Comp Insurance 5,390,589 4,140,931 4,772,391 4,712,236 (60,155) Labor Received/Provided 131,625 121,905 143,956 143,956 0 Functional Group Summary Law and Justice 370 County of Contra Costa FY 2021-2022 Recommended Budget FY 2021-22 Recommended General Fund Expenditures FY 2020-21 Recommended General Fund Expenditures Animal Services Beth Ward, Director Law and Justice County of Contra Costa FY 2021-2022 Recommended Budget 371 General Fund 2019-20 Actuals 2020-21 Budget 2021-22 Baseline 2021-22 Recommended Change Expense Salaries And Benefits 7,778,681 8,436,051 8,672,000 8,672,000 0 Services And Supplies 2,976,049 4,076,896 2,770,000 2,770,000 0 Other Charges 9,698 10,000 10,000 10,000 0 Fixed Assets 10,391 0 0 0 0 Expenditure Transfers 425,988 289,558 417,000 417,000 0 Expense Total 11,200,807 12,812,505 11,869,000 11,869,000 0 Revenue Other Local Revenue 7,448,919 8,010,000 7,757,000 7,757,000 0 Revenue Total 7,448,919 8,010,000 7,757,000 7,757,000 0 Net County Cost (NCC): 3,751,888 4,802,505 4,112,000 4,112,000 0 Allocated Positions (FTE) 77.0 71.0 71.0 71.0 0 Financial Indicators Salaries as % of Total Exp 69% 66% 73% 73% % Change in Total Exp 14% (7%) 0% % Change in Total Rev 8% (3%) 0% % Change in NCC 28% (14%) 0% Compensation Information Permanent Salaries 4,363,136 4,868,432 5,068,203 5,068,203 0 Temporary Salaries 153,991 1,698 0 0 0 Permanent Overtime 62,986 52,588 6,500 6,500 0 Deferred Comp 50,750 62,580 80,820 80,820 0 Comp & SDI Recoveries (27,755) (4,549) (4,549) (4,549) 0 FICA/Medicare 337,959 363,081 386,089 386,089 0 Ret Exp-Pre 97 Retirees 11,984 17,733 17,733 17,733 0 Retirement Expense 1,204,305 1,403,161 1,425,215 1,425,215 0 Employee Group Insurance 784,915 903,430 1,010,599 1,010,599 0 Retiree Health Insurance 360,292 400,251 335,765 335,765 0 OPEB Pre-Pay 171,984 156,269 145,807 145,807 0 Unemployment Insurance 2,495 5,094 10,169 10,169 0 Workers Comp Insurance 301,639 206,283 189,649 189,649 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 372 County of Contra Costa FY 2021-2022 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 a guiding principle. It will shelter animals that are sick, injured or in danger and assist in re-uniting lost animals with their families. The department will work to keep and place animals in safe, caring homes, and provide education and services to enhance the lives of people, their animal companions while strengthening 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 while ensuring a focus on mutuality, equity, and justice to all services users. The department will address emergency service calls through the 911-dispatch function, as well as provide response to non-emergency service calls, and provide daily domestic 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 domestic animals. • Impound strays from the field. These include sick and injured domestic 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 domestic animals from private property. Field Services Service: Mandatory Level of Service: Discretionary Expenditure: $4,309,213 Financing: 2,836,821 Net County Cost: 1,472,392 Funding Sources: City Contract 64.3% $2,771,821 Other Revenue 1.5% 65,000 General Fund 34.2% 1,472,392 FTE: 22.0 Center Operations Description: Provide compassionate, temporary husbandry and veterinary care to injured, sick or in danger homeless, abandoned, and assist lost animals in reuniting with their families during their stay at the shelter. 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 Animal Services Law and Justice County of Contra Costa FY 2021-2022 Recommended Budget 373 of Animals’ (ASPCA) Five Freedoms for the duration of their stay. • Sanitize and disinfect, as appropriate, for a shelter environment to control disease and provide a healthy living environment. • Provide physical and mental 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. 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 or any basic necessary care to injured, sick animals and to those animals that may be in danger in 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, while ensuring mutuality, equity, and justice to all service users. The work in the clinic will also fulfill the mandate to have all adopted animals spayed or neutered prior to adoption or release back to an owner based on our County ordinance. Center Operations Service: Mandatory Level of Service: Mandatory Expenditures: $3,817,231 Financing: 2,450,497 Net County Cost: 1,366,734 Funding Sources: City Contract 61.7% $2,355,497 Other Revenue 2.5% 95,000 General Fund 35.8% 1,366,734 FTE: 27.0 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 while ensuring mutuality, equity and justice to all services users, employees, and volunteers. 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 Animal Services Law and Justice 374 County of Contra Costa FY 2021-2022 Recommended Budget and rabies control throughout the County. The department uses a computerized system to identify owners who have vaccinated their dogs and cats against rabies but who have not obtained a license. To streamline the process, the department utilizes 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: $3,320,641 Financing: 2,178,668 Net County Cost: 1,141,973 Funding Sources: Other Revenue 48.2% $1,600,000 City Contract 17.4% 578,668 General Fund 34.4% 1,141,973 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. Each of the programs and services will be continuously evaluated to ensure mutuality, equity, and justice to all services users, employees, and volunteers 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: $421,915 Financing: 291,014 Net County Cost: 130,901 Funding Sources: Other Revenue 49.8% $210,000 City Contract 19.2% 81,014 General Fund 31.0% 130,901 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 2021-2022 Recommended Budget 375 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. On December 8, 2020 the County Board of Supervisors approved to formally establish an Animal Benefits Fund Resolution for the following programs. They yearly financed expenditures will fund these programs for animal related community programs and services. 1. Medical Assistance Program 2. Humane Education Program 3. Shelter Intervention Program 4. Spay Neuter & Wellness Program Animal Benefit Fund Summary Service: Discretionary Level of Service: Discretionary Expenditures: $110,000 Financing: 160,000 Net Fund Cost: ($50,000) Funding Sources: Non-restricted Donations 100.0% $160,000 CAO’s Recommendation The Recommended Budget funds Baseline expenditures for FY 2021-22. The Recommended Budget expenditure appropriations have been reduced by $943,505 or 7.4% and revenue decreased by $253,000 or 3.2%, resulting in an overall decrease in net County Cost of $690,505 or 14.4% from the FY 2020-21 Budget. Reductions in expenditures are the result of cost savings due to the closure of the Pinole Shelter as well as the reduction of 4.0 FTE in Field Services due to budget constraints in FY 2020- 21. Revenues have been updated to reflect reduced spay/neuter and adoption fees and other shelter services, all to better align with actuals received. The city contracts revenue for animal services has been adjusted to reflect negotiated annual rate increases. However, revenue generated through these contracts are insufficient to meet future ongoing operational increases and discussions with contracted cities around service priorities will continue. Animal Services is developing a proposal for the Cities to consider, in expanding additional services for deceased animal pick-up. Follow- up with the Cities will take place during Spring of 2021. 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: Implement online reporting process for deceased animal reporting and reduce the department’s call volume to improve its customer service experience. Measurement: The Department developed and implemented a new online Deceased Animal Reporting portal. The portal has since received over 1,000 reports. The Department also implemented online portals to allow for virtual adoptions, appointments to the spay/neuter and vaccination clinic as a means of improving customer service while enabling the Department to continue to provide services during the COVID-19 pandemic. 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. Measurement: The Department redesigned its adoption program, by transitioning services to a virtual adoption program to allow for members of the public to adopt animals during the COVID-19 Animal Services Law and Justice 376 County of Contra Costa FY 2021-2022 Recommended Budget pandemic. This approach allowed the Department to maintain this public service while also providing meaningful ways for our volunteer adoption counselors to contribute to our work, by facilitating adoptions for the public and training other volunteers in this new process. 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. Measurement: Despite COVID-19, the Department was able to provide a variety of contactless public education opportunities. Utilizing our collective creativity and online innovations, the Department was able to provide a considerable level of public education during the pandemic. These opportunities involved three free drive-through microchip clinics in targeted communities, numerous pet ownership and informational videos on social media featuring our vets and virtual community presentations to local stakeholder groups. Goal: Implement the Department’s pet evaluation matrix (PEM) created in prior year to track animals from intake to outcome. Measurement: The Pet Evaluation Matrix (PEM) needed significantly more updating and development than previously realized. Time was spent in 2020 making the PEM more robust in reflecting the range of medical and behavioral cases seen at CCAS. The Department will further assess and begin implementation of the PEM for the following reporting period. 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. Measurement: The Department’s online customer service experience is an area our administration division has been assessing since 2017. Our most successful virtual platform was in 2018, when the Department implemented its online licensing system, which allowed public to complete their transactions with a more user- friendly and efficient platform. The success of this program implementation increased the Department’s awareness to explore other virtual business models, which was also prompted by the COVID-19 pandemic. The Department is now running various fee-for-services online, which has assisted both the public and customer service experience. Services that were historically in-person have now moved to a virtual process like our Adoption, Lost & Found and Spay/Neuter services. These successful virtual programs have increased our ability to provide better customer service, return animals home, or find them a new home. Administrative and Program Goals GOAL Length of Stay (LOS)- Reduced length of stay correlates with pets staying both mentally and physically healthier, as would be measured through the Pet Evaluation Matrix (PEM). The Department’s current LOS goal is at 10-days. GOAL Spay and Neuter Services - The Department will perform an assessment of its current low-cost Spay and Neuter (SN) clinic services. The assessment will be used to develop a plan, which allows our underserved population to gain more access to these services. This will be done while ensuring equity, mutuality, and justice for all users. The beneficial impact for our community around low-cost SN services to underserved populations will minimize our County’s in-humane cases and stray population. GOAL Community-based Engagement Model – The Department will be designing and implement a community-based engagement model for animal control by providing an environment that focuses on equity, mutuality, and justice. GOAL Translation Services - The need to increase both translation services and our educational material in other languages both benefits our community and our Department. The Department has translated its material as needed. For this reporting period, we plan to translate all Department public information and explore a translation service for our call center and Field Operations Services. Conflict Defense Law and Justice County of Contra Costa FY 2021-2022 Recommended Budget 377 Conflict Defense General Fund 2019-20 Actuals 2020-21 Budget 2021-22 Baseline 2021-22 Recommended Change Expense Services And Supplies 4,774,741 5,400,000 5,561,000 5,561,000 0 Expense Total 4,774,741 5,400,000 5,561,000 5,561,000 0 Net County Cost (NCC): 4,774,741 5,400,000 5,561,000 5,561,000 0 Financial Indicators % Change in Total Exp 13% 3% 0% % Change in NCC 13% 3% 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: $5,561,000 Financing: 0 Net County Cost: 5,561,000 Funding Sources: General Fund 100.0% $5,561,000 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 2021-22. 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 378 County of Contra Costa FY 2021-2022 Recommended Budget District Attorney Diana Becton, District Attorney Law and Justice County of Contra Costa FY 2021-2022 Recommended Budget 379 District Attorney Summary General Fund 2019-20 Actuals 2020-21 Budget 2021-22 Baseline 2021-22 Recommended Change Expense Salaries And Benefits 42,611,345 43,533,128 46,032,000 45,514,000 (518,000) Services And Supplies 3,385,193 4,324,837 4,023,000 4,023,000 0 Other Charges 35,273 42,647 43,000 43,000 0 Fixed Assets 53,731 60,000 60,000 60,000 0 Expenditure Transfers (441,941) (702,373) (655,000) (655,000) 0 Expense Total 45,643,601 47,258,239 49,503,000 48,985,000 (518,000) Revenue Other Local Revenue 5,208,689 4,902,966 5,697,000 5,817,000 120,000 Federal Assistance 384,724 2,588,750 351,548 351,548 0 State Assistance 18,947,356 17,136,523 21,086,452 21,086,452 0 Revenue Total 24,540,769 24,628,239 27,135,000 27,255,000 120,000 Net County Cost (NCC): 21,102,833 22,630,000 22,368,000 21,730,000 (638,000) Allocated Positions (FTE) 223.6 225.6 225.6 226.6 1.0 Financial Indicators Salaries as % of Total Exp 93% 92% 93% 93% % Change in Total Exp 4% 5% (1%) % Change in Total Rev 0% 10% 0% % Change in NCC 7% (1%) (3%) Compensation Information Permanent Salaries 24,439,451 25,936,015 27,497,751 27,247,102 (250,649) Temporary Salaries 2,248,528 733,469 1,298,969 1,178,969 (120,000) Permanent Overtime 766,460 272,870 272,870 272,870 0 Deferred Comp 232,383 275,949 295,562 292,844 (2,718) Comp & SDI Recoveries 2,847 0 0 0 0 FICA/Medicare 1,618,997 1,586,262 1,639,033 1,623,655 (15,378) Ret Exp-Pre 97 Retirees 87,143 82,415 87,522 87,522 0 Retirement Expense 8,665,342 9,583,507 9,711,962 9,619,396 (92,566) Excess Retirement 11,007 0 0 0 0 Employee Group Insurance 2,740,547 3,327,851 3,422,907 3,388,921 (33,986) Retiree Health Insurance 1,035,053 1,020,744 1,117,672 1,117,672 0 OPEB Pre-Pay 416,408 434,831 435,186 435,186 0 Unemployment Insurance 14,724 26,623 55,918 55,662 (256) Workers Comp Insurance 332,455 252,591 196,648 194,201 (2,447) District Attorney Law and Justice 380 County of Contra Costa FY 2021-2022 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 2021-2022 Recommended Budget 381 District Attorney Budget General Fund 2019-20 Actuals 2020-21 Budget 2021-22 Baseline 2021-22 Recommended Change Expense Salaries And Benefits 42,174,509 43,184,849 45,652,000 45,134,000 (518,000) Services And Supplies 3,370,349 4,316,956 4,013,000 4,013,000 0 Other Charges 35,273 42,647 43,000 43,000 0 Fixed Assets 53,731 60,000 60,000 60,000 0 Expenditure Transfers (288,113) (372,213) (302,000) (302,000) 0 Expense Total 45,345,749 47,232,239 49,466,000 48,948,000 (518,000) Revenue Other Local Revenue 5,207,351 4,902,966 5,697,000 5,817,000 120,000 Federal Assistance 384,724 2,588,750 351,548 351,548 0 State Assistance 18,947,356 17,136,523 21,086,452 21,086,452 0 Revenue Total 24,539,431 24,628,239 27,135,000 27,255,000 120,000 Net County Cost (NCC): 20,806,319 22,604,000 22,331,000 21,693,000 (638,000) Allocated Positions (FTE) 222.6 224.6 224.6 225.6 1.0 Financial Indicators Salaries as % of Total Exp 93% 91% 92% 92% % Change in Total Exp 4% 5% (1%) % Change in Total Rev 0% 10% 0% % Change in NCC 9% (1%) (3%) Compensation Information Permanent Salaries 24,253,583 25,747,090 27,286,753 27,036,104 (250,649) Temporary Salaries 2,163,975 733,469 1,298,969 1,178,969 (120,000) Permanent Overtime 766,460 272,870 272,870 272,870 0 Deferred Comp 231,363 274,929 294,542 291,824 (2,718) Comp & SDI Recoveries 2,847 0 0 0 0 FICA/Medicare 1,601,427 1,574,742 1,626,943 1,611,565 (15,378) Ret Exp-Pre 97 Retirees 86,532 79,855 84,962 84,962 0 Retirement Expense 8,605,579 9,522,780 9,643,927 9,551,361 (92,566) Excess Retirement 11,007 0 0 0 0 Employee Group Insurance 2,708,913 3,298,701 3,391,799 3,357,813 (33,986) Retiree Health Insurance 998,222 983,773 1,080,823 1,080,823 0 OPEB Pre-Pay 400,840 419,406 419,800 419,800 0 Unemployment Insurance 14,579 26,435 55,493 55,237 (256) Workers Comp Insurance 329,183 250,799 195,119 192,672 (2,447) District Attorney Law and Justice 382 County of Contra Costa FY 2021-2022 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: $26,932,664 Financing: 17,811,578 Net County Cost: 9,121,086 Funding Sources: Sales Tax 60.9% $16,406,406 Transfers 2.5% 674,172 Miscellaneous Rev 1.9% 523,000 State Aid 0.8% 208,000 General Fund 33.9% 9,121,086 FTE: 142.1 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: $8,022,817 Financing: 5,483,598 Net County Cost: 2,539,219 Funding Sources: Intergov Rev 35.6% $2,858,864 Misc State Aid 28.1% 2,254,186 Fed Aid Crime Ctrl 4.4% 351,548 Miscellaneous Rev 0.2% 19,000 General Fund 31.7% 2,539,219 FTE: 28.5 District Attorney Law and Justice County of Contra Costa FY 2021-2022 Recommended Budget 383 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: $5,526,682 Financing: 110,213 Net County Cost: 5,416,469 Funding Sources: Misc State Aid 2.0% $110,000 Miscellaneous Rev 0.0% 213 General Fund 98.0% 5,416,469 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: $1,810,604 Financing: 1,807,860 Net County Cost: 2,744 Funding Sources: Misc State Aid 99.8% $1,807,860 General Fund 0.2% 2,744 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: $4,831,502 Financing: 9,000 Net County Cost: 4,822,502 Funding Sources: Miscellaneous Rev 0.2% $9,000 General Fund 99.8% 4,822,502 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 384 County of Contra Costa FY 2021-2022 Recommended Budget AB 109 Program Summary Service: Mandatory Level of Service: Discretionary Expenditures: $2,197,903 Financing: 2,406,923 Net County Cost: (209,020) Funding Sources: Intergov Rev 100.0% $2,406,923 FTE: 8.5 District Attorney Law and Justice County of Contra Costa FY 2021-2022 Recommended Budget 385 Public Assistance Fraud Budget General Fund 2019-20 Actuals 2020-21 Budget 2021-22 Baseline 2021-22 Recommended Change Expense Salaries And Benefits 436,836 348,279 380,000 380,000 0 Services And Supplies 14,844 7,881 10,000 10,000 0 Expenditure Transfers (153,828) (330,160) (353,000) (353,000) 0 Expense Total 297,852 26,000 37,000 37,000 0 Revenue Other Local Revenue 1,338 0 0 0 0 Revenue Total 1,338 0 0 0 0 Net County Cost (NCC): 296,514 26,000 37,000 37,000 0 Allocated Positions (FTE) 1.0 1.0 1.0 1.0 0.0 Financial Indicators Salaries as % of Total Exp 147% 1,340% 1,027% 1,027% % Change in Total Exp (91%) 42% 0% % Change in Total Rev (100%) 0% 0% % Change in NCC (91%) 42% 0% Compensation Information Permanent Salaries 185,869 188,925 210,998 210,998 0 Temporary Salaries 84,553 0 0 0 0 Deferred Comp 1,020 1,020 1,020 1,020 0 FICA/Medicare 17,570 11,520 12,091 12,091 0 Ret Exp-Pre 97 Retirees 610 2,560 2,560 2,560 0 Retirement Expense 59,763 60,728 68,036 68,036 0 Employee Group Insurance 31,635 29,150 31,108 31,108 0 Retiree Health Insurance 36,831 36,971 36,849 36,849 0 OPEB Pre-Pay 15,568 15,425 15,386 15,386 0 Unemployment Insurance 145 189 424 424 0 Workers Comp Insurance 3,272 1,792 1,528 1,528 0 District Attorney Law and Justice 386 County of Contra Costa FY 2021-2022 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: $390,000 Financing: 353,000 Net County Cost: 37,000 Funding Sources: Transfers 92.9% $353,000 General Fund 9.5% 37,000 FTE: 1.0 District Attorney Law and Justice County of Contra Costa FY 2021-2022 Recommended Budget 387 Miscellaneous Programs (Non-General Fund) 1. Consumer Protection Description: Receives Cy pres restitution funds from court-ordered settlements for District Attorney Consumer Protection projects when individual restitution in a particular case cannot be determined or is not feasible. Consumer Protection Summary Service: Discretionary Level of Service: Discretionary Expenditures: $1,412,000 Financing: 500,000 Net Fund Cost: 912,000 Funding Sources: Fines/Forfeitures 35.4% $500,000 Fund Balance 64.6% 912,000 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: $450,000 Financing: 350,000 Net Fund Cost: 100,000 Funding Sources: General Fines 77.8% $350,000 Fund Balance 22.2% 100,000 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: $1,000 Financing: 1,000 Net Fund Cost: 0 Funding Sources: General Fines 100.0% $1,000 District Attorney Law and Justice 388 County of Contra Costa FY 2021-2022 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: $500,000 Financing: 880,000 Net Fund Cost: (380,000) Funding Sources: Recording Fees 100.0% $880,000 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: $520,000 Financing: 518,000 Net Fund Cost: 2000 Funding Sources: Public Safety Realign 99.6% $518,000 Fund Balance 0.4% 2,000 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: $355,761 Financing: 355,761 Net Fund Cost: 0 Funding Sources: Public Safety Realign 100.0% $355,761 CAO’s Recommendation The District Attorney’s Office FY 2021-22 Recommended Budget increases expenditure appropriations by approximately $1.73 million, or 3.6% and increases estimated revenue by approximately $2.63 million, or 10.7%, resulting in a decrease of $900,000, or 4.0% in the net County cost from FY 2020-21 Budget. The increases to expenditure appropriations are due to projected salary and benefit increases for existing employees and the net addition of one (1.0) FTE positions. A listing of position changes is included in the Program Modification List at the end of this section. The increase in estimated revenue is primarily due to a net increase of $1.6 million in intergovernmental revenue, including a $3.0 million increase in estimated Proposition 172 sales tax revenue and a $2.0 million reduction in Federal aid. The remaining increase in estimated revenue is due to an increase of District Attorney Law and Justice County of Contra Costa FY 2021-2022 Recommended Budget 389 approximately $805,000 for special operations special revenue funding, and an increase of $209,000 in Public Safety Realignment revenue. The Recommended Budget includes a vacancy factor of $1,874,000, an increase of $658,000 from FY 2020-21. 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 2020, the Office prosecuted over 3,327 felony cases and 4,634 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 established the 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. District Attorney Law and Justice 390 County of Contra Costa FY 2021-2022 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 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 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 District Attorney Law and Justice County of Contra Costa FY 2021-2022 Recommended Budget 391 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 392 County of Contra Costa FY 2021-2022 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 93% 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” when District Attorney Diana Becton was first appointed. We learned that there is a significant need for increased training for all employees (clerical, attorney, victim witness, and management). We have established a training oversight committee for the attorneys that coordinates comprehensive training programs for the entire office. In March of 2019, the office brought in Dr. Kristine Henning from Georgetown University to train all attorneys on implicit bias in the criminal justice system and how prosecutors can work individually to interrupt instances of bias. Dr. Henning was brought back in October of 2020 to continue an office wide discussion with the attorneys on implicit bias. In December of 2020, the Office trained a combined group of inspectors and attorneys, totaling about 40 people, on the importance of the history of race as it relates to the history of law enforcement and discriminatory laws rooted in Jim Crow. The training also focused on the importance of community partnership and training law enforcement to understand to historical harm some communities have experienced at the hands of law enforcement. The Office also held the first ever immigration training for prosecutors in our office in 2018. It is the goal of the District Attorney’s Office to continue providing trainings to advance racial equity and social justice. District Attorney Law and Justice County of Contra Costa FY 2021-2022 Recommended Budget 393 FY 2021-22 Program Modification List Order Reference to Mand/Disc List Program Name Service FTE Net County Cost Impact Impact 1 1 Mainline Prosecution Salary and Benefits 0.0 (658,000) Increase vacancy factor 2 2 Special Prosecution Salary and Benefits 1.0 240,000 Add one Senior Inspector 3 2 Special Prosecution Salary and Benefits 0.0 (120,000) Decrease temporary salaries 4 2 Special Prosecution Revenue 0.0 120,000 Increase in intergovernmental revenue 5 5 Administration Salary and Benefits (1.0) (90,000) Delete one vacant Account Clerk – Advanced Level 6 5 Administration Salary and Benefits 1.0 110,000 Add one Administrative Services Assistant II Total 1.0 (638,000) District Attorney Law and Justice 394 County of Contra Costa FY 2021-2022 Recommended Budget Justice Systems Development/Planning Law and Justice County of Contra Costa FY 2021-2022 Recommended Budget 395 Summary Law and Justice Budgets General Fund 2019-20 Actuals 2020-21 Budget 2021-22 Baseline 2021-22 Recommended Change Expense Salaries And Benefits 547,627 844,924 865,000 865,000 0 Services And Supplies 1,577,145 10,684,678 1,611,000 1,611,000 0 Expenditure Transfers (257,560) (246,829) (68,000) (68,000) 0 Expense Total 1,867,212 11,282,773 2,408,000 2,408,000 0 Revenue Other Local Revenue 168,722 165,000 408,000 408,000 0 State Assistance 1,092,855 1,000,000 1,000,000 1,000,000 0 Revenue Total 1,261,577 1,165,000 1,408,000 1,408,000 0 Net County Cost (NCC): 605,635 10,117,773 1,000,000 1,000,000 0 Allocated Positions (FTE) 5 5 5 5 0 Financial Indicators Salaries as % of Total Exp 29% 7% 36% 36% % Change in Total Exp 504% (79%) 0% % Change in Total Rev (8%) 21% 0% % Change in NCC 1,571% (90%) 0% Compensation Information Permanent Salaries 342,187 528,095 572,860 572,860 0 Deferred Comp 3,290 6,420 4,620 4,620 0 FICA/Medicare 25,581 39,399 42,466 42,466 0 Ret Exp-Pre 97 Retirees 1,079 973 973 973 0 Retirement Expense 106,475 163,010 167,186 167,186 0 Employee Group Insurance 52,934 89,443 58,679 58,679 0 Retiree Health Insurance 10,034 10,032 10,034 10,034 0 OPEB Pre-Pay 4,317 4,224 4,176 4,176 0 Unemployment Insurance 190 528 1,145 1,145 0 Workers Comp Insurance 1,540 2,799 2,862 2,862 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: – Law and Justice Systems Development – Vehicle Theft Justice Systems Development/Planning Law and Justice 396 County of Contra Costa FY 2021-2022 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 2021-2022 Recommended Budget 397 Law and Justice Systems Development General Fund 2019-20 Actuals 2020-21 Budget 2021-22 Baseline 2021-22 Recommended Change Expense Salaries And Benefits 547,627 844,924 865,000 865,000 0 Services And Supplies 774,977 7,791,905 611,000 611,000 0 Expenditure Transfers (257,560) (246,829) (68,000) (68,000) 0 Expense Total 1,065,044 8,390,000 1,408,000 1,408,000 0 Revenue Other Local Revenue 168,722 165,000 408,000 408,000 0 Revenue Total 168,722 165,000 408,000 408,000 0 Net County Cost (NCC): 896,322 8,225,000 1,000,000 1,000,000 0 Allocated Positions (FTE) 5 5 5 5 0 Financial Indicators Salaries as % of Total Exp 51% 10% 61% 61% % Change in Total Exp 688% (83%) 0% % Change in Total Rev (2%) 147% 0% % Change in NCC 818% (88%) 0% Compensation Information Permanent Salaries 342,187 528,095 572,860 572,860 0 Deferred Comp 3,290 6,420 4,620 4,620 0 FICA/Medicare 25,581 39,399 42,466 42,466 0 Ret Exp-Pre 97 Retirees 1,079 973 973 973 0 Retirement Expense 106,475 163,010 167,186 167,186 0 Employee Group Insurance 52,934 89,443 58,679 58,679 0 Retiree Health Insurance 10,034 10,032 10,034 10,034 0 OPEB Pre-Pay 4,317 4,224 4,176 4,176 0 Unemployment Insurance 190 528 1,145 1,145 0 Workers Comp Insurance 1,540 2,799 2,862 2,862 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 Automated Warrant System (AWS), the Law & Justice Information System (LJIS), and the District Attorney case management system (Prosecutor by Karpel). Justice Systems Development/Planning Law and Justice 398 County of Contra Costa FY 2021-2022 Recommended Budget Law & Justice Systems Development Summary Service: Discretionary Level of Service: Discretionary Expenditures: $ 1,476,000 Financing: 476,000 Net County Cost: 1,000,000 Funding Sources: Charges for Serv 30.8% 455,000 Misc. Revenue 1.4% 21,000 General Fund 67.8% 1,000,000 FTE: 5.0 Justice Systems Development/Planning Law and Justice County of Contra Costa FY 2021-2022 Recommended Budget 399 Vehicle Theft Program General Fund 2019-20 Actuals 2020-21 Budget 2021-22 Baseline 2021-22 Recommended Change Expense Services And Supplies 802,168 2,892,773 1,000,000 1,000,000 0 Expense Total 802,168 2,892,773 1,000,000 1,000,000 0 Revenue State Assistance 1,092,855 1,000,000 1,000,000 1,000,000 0 Revenue Total 1,092,855 1,000,000 1,000,000 1,000,000 0 Net County Cost (NCC): (290,687) 1,892,773 0 0 0 Financial Indicators Salaries as % of Total Exp % Change in Total Exp 261% (65%) 0% % Change in Total Rev (8%) 0% 0% % Change in NCC (751%) (100%) 0% Description: 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 400 County of Contra Costa FY 2021-2022 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: $1,311,000 Financing: 1,125,000 Net Fund Cost: 186,000 Funding Sources: Participant Fees 63.8% $ 837,000 Fines & Forfeitures 22.0% 288,000 Fund Balance 14.2% 186,000 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: $250,000 Financing: 250,000 Net Fund Cost: 0 Funding Sources: Penalty Assessments 100.0% $250,000 Fund 115600 3. Local Community Corrections (AB 109) Public Safety Realignment Description: Within the County’s Local Revenue Fund pursuant to AB 109 and AB 118, this account provides the State funding allocation for Community Corrections Grant. The local Community Corrections Partnership, as defined by statute, develops plans for utilization of these funds solely to enhance the capacity of County probation, mental health, Sheriff and other County departments to provide appropriate rehabilitative, housing and supervision services to adult criminal offenders who have been realigned from State to County jurisdiction. The plans are deemed approved by the Board of Supervisors unless rejected by a super-majority vote of the Board. Local Community Corrections (AB 109) Service: Mandatory Level of Service: Discretionary Expenditures: $29,949,274 Financing: 27,935,274 Net Fund Cost: 2,014,000 Funding Sources: Public Safety Realign 93.3% $27,935,274 Fund Balance 6.7% 2,014,000 Fund 115300 (2982) Justice Systems Development/Planning Law and Justice County of Contra Costa FY 2021-2022 Recommended Budget 401 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: Mandatory Level of Service: Mandatory Expenditures: $8,776,478 Financing: 9,843,348 Net Fund Cost: (1,066,870) Funding Sources: Misc. Revenue 121.0% $9,843,348 Sup Law Enf Svcs (21.0%) (1,066,870) 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: Mandatory Expenditures: $15,697,310 Financing: 15,697,310 Net Fund Cost: 0 Funding Sources: Public Safety Realign 100.0% $15,697,310 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 402 County of Contra Costa FY 2021-2022 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 and is currently targeting March 2022 for their new system rollout. In addition to the project to replace the County’s justice case management systems, the CAO has nearly completed the project to replace the County’s 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 more than 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. 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 is 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 $8,874,773 due primarily to the removal of prior-year fund balance in the amount of $6,935,000 from Law & Justice Systems Development and $1,892,773 from the Vehicle Theft program. All year-end balances for these programs are carried forward to the new budget year to finance continuing development and maintenance. The balance of the reduction results from a combination of adjustments: • Salaries and benefits increase of $20,076; and • Reclassification of $178,829 of costs applied to revenue. Revenues are derived from charges to local law enforcement agencies for access to the ACCJIN, and vehicle license fees. All costs of the ACCJIN are shared among subscriber agencies, which include several County departments. Baseline revenues are increased by $243,000 through a combination of a reclassification of costs applied and general increases of $64,171. Justice Systems Development/Planning Law and Justice County of Contra Costa FY 2021-2022 Recommended Budget 403 Performance Measurement Administrative • Conducted continuous recruitment for qualified Programmer/Quality Assurance analysts and filled all positions. Warrant Management System • Implemented phase 1: 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. • Implemented electronic filing of local law enforcement agencies complaints with two agencies. 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. • 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 • 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 2: advisements, jail management system interface, Wanted Person System interface, and miscellaneous features. • Begin phase 3: geocoding agency beats. Justice Partner Case Management Systems • Complete contract negotiations for Probation (Adult and Juvenile) and Public Defender (Adult and Juvenile) case management systems, and • Plan implementation of adult and juvenile case management systems for Probation (Supervision, Investigation, and Institution) and Public Defender (Public & Alternate Defender). • Assist the District Attorney’s Office efforts with additional 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 Justice Systems Development/Planning Law and Justice 404 County of Contra Costa FY 2021-2022 Recommended Budget • 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 2021-2022 Recommended Budget 405 Probation Department Summary General Fund 2019-20 Actuals 2020-21 Budget 2021-22 Baseline 2021-22 Recommended Change Expense Salaries And Benefits 53,838,054 58,757,172 62,184,000 61,503,000 (681,000) Services And Supplies 11,714,023 17,421,187 17,828,000 17,828,000 0 Other Charges 4,820,371 6,572,423 5,816,000 5,816,000 0 Fixed Assets 137,349 0 0 0 0 Expenditure Transfers (221,114) (87,644) (25,000) (25,000) 0 Expense Total 70,288,683 82,663,138 85,803,000 85,122,000 (681,000) Revenue Other Local Revenue 15,859,060 24,618,823 26,778,000 26,778,000 0 Federal Assistance 874,353 1,150,000 925,000 925,000 0 State Assistance 11,538,051 12,628,784 12,419,000 12,419,000 0 Revenue Total 28,271,464 38,397,607 40,122,000 40,122,000 0 Net County Cost (NCC): 42,017,219 44,265,531 45,681,000 45,000,000 (681,000) Allocated Positions (FTE) 330.5 334.5 338.5 338.5 0 Financial Indicators Salaries as % of Total Exp 77% 71% 72% 72% % Change in Total Exp 18% 4% (1%) % Change in Total Rev 36% 4% 0% % Change in NCC 5% 3% (1%) Compensation Information Permanent Salaries 23,888,581 27,720,173 29,409,903 29,045,247 (364,656) Temporary Salaries 1,420,075 1,323,000 1,315,000 1,315,000 0 Permanent Overtime 2,451,072 819,038 818,884 818,884 0 Deferred Comp 204,414 263,102 296,915 292,115 (4,800) Comp & SDI Recoveries (221,987) (47,000) (47,000) (47,000) 0 FICA/Medicare 680,039 545,324 626,920 617,920 (9,000) Ret Exp-Pre 97 Retirees 170,989 183,313 183,313 183,313 0 Retirement Expense 16,902,273 19,009,067 20,181,125 20,000,627 (180,498) Excess Retirement 86,534 183,740 183,740 183,740 0 Employee Group Insurance 3,945,793 4,646,701 4,918,317 4,825,992 (92,325) Retiree Health Insurance 2,627,608 2,579,370 2,562,884 2,562,884 0 OPEB Pre-Pay 1,071,272 1,105,674 1,111,529 1,111,529 0 Unemployment Insurance 14,893 30,312 64,764 57,193 (7,571) Workers Comp Insurance 1,226,018 1,063,088 1,252,750 1,230,600 (22,150) Labor Received/Provided (629,520) (667,729) (695,044) (695,044) 0 Probation Law and Justice 406 County of Contra Costa FY 2021-2022 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 2021-2022 Recommended Budget 407 Probation Programs Budget General Fund 2019-20 Actuals 2020-21 Budget 2021-22 Baseline 2021-22 Recommended Change Expense Salaries And Benefits 28,763,687 32,955,538 35,276,000 34,595,000 (681,000) Services And Supplies 5,499,920 11,219,179 11,438,000 11,438,000 0 Other Charges 17,598 1,317,223 1,318,000 1,318,000 0 Fixed Assets 37,146 0 0 0 0 Expenditure Transfers (343,613) (213,632) (180,000) (180,000) 0 Expense Total 33,974,737 45,278,308 47,852,000 47,171,000 (681,000) Revenue Other Local Revenue 10,275,500 18,496,089 20,671,000 20,671,000 0 Federal Assistance 323,496 450,000 400,000 400,000 0 State Assistance 788,357 842,188 1,139,000 1,139,000 0 Revenue Total 11,387,352 19,788,277 22,210,000 22,210,000 0 Net County Cost (NCC): 22,587,385 25,490,031 25,642,000 24,961,000 (681,000) Allocated Positions (FTE) 170.0 174.0 179.0 179.0 0.0 Financial Indicators Salaries as % of Total Exp 85% 73% 74% 73% % Change in Total Exp 33% 6% (1%) % Change in Total Rev 74% 12% 0% % Change in NCC 13% 1% (3%) Compensation Information Permanent Salaries 12,894,113 15,594,653 16,715,555 16,350,899 (364,656) Temporary Salaries 216,720 8,000 0 0 0 Permanent Overtime 391,869 75,000 75,000 75,000 0 Deferred Comp 103,469 141,115 165,388 160,588 (4,800) Comp & SDI Recoveries (52,217) 0 0 0 0 FICA/Medicare 322,048 364,346 410,251 401,251 (9,000) Ret Exp-Pre 97 Retirees 93,694 95,313 95,313 95,313 0 Retirement Expense 9,197,204 10,642,628 11,476,918 11,296,420 (180,498) Excess Retirement 33,731 36,712 36,712 36,712 0 Employee Group Insurance 2,021,244 2,499,713 2,742,058 2,649,733 (92,325) Retiree Health Insurance 2,627,608 2,579,370 2,562,884 2,562,884 0 OPEB Pre-Pay 1,071,272 1,105,674 1,111,529 1,111,529 0 Unemployment Insurance 7,330 16,549 36,871 29,300 (7,571) Workers Comp Insurance 596,746 586,100 686,521 664,371 (22,150) Labor Received/Provided (761,145) (789,634) (839,000) (839,000) 0 Probation Law and Justice 408 County of Contra Costa FY 2021-2022 Recommended Budget Probation Programs 1. Adult Field Services Description: Probation staff investigate and supervise 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: 14.0 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: 17.0 f. Pretrial – The Pretrial Program utilizes an evidence-based risk assessment tool on an average of 900 pretrial defendants to inform release decisions for adult defendants and provides for presentence monitoring in the community. The Pretrial unit works collaboratively with the Office of Reentry & Justice, the Public Defender, the District Attorney, and the Sheriff’s Office to provide information for Own Recognizance Pretrial release for defendants at arraignment. If released the Pretrial program also provides community supervision for approximately 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 2021-2022 Recommended Budget 409 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: 10.0 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: 6.0 b. Investigations – 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: 6.0 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: 4.0 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: 10.0 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: 5.0 Probation Law and Justice 410 County of Contra Costa FY 2021-2022 Recommended Budget f. Community Probation – Deputy probation officers are assigned to a number of assignments designed to prevent and reduce juvenile crime. The target demographic of this program is broad, from youths on probation and in juvenile hall and the Orin Allen Youth Rehabilitation Facility, to youth “at-risk” of entering the probation system. This program is primarily funded through the Juvenile Justice Crime Prevention Act (JJCPA). FTE: 10.0 g. 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: 3.0 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: 24.0 c. Office of Reentry and Justice – 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 Office of Reentry and Justice (ORJ), established by the County Administrator’s Office in January 2017 and permanently moved into the Probation Department in July 2020. The ORJ provides program evaluation, system planning and administrative support to facilitate the countywide program of aligning and advancing the County's public safety realignment, reentry, and justice programs and initiatives. Primarily funded by AB 109 Public Safety Realignment revenues from the state, the ORJ provides oversight for the implementation of the AB 109 Community Programs and staffing support to the County's Racial Justice Oversight Body. FTE: 6.0 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. FTE: 20.0 Probation Programs Summary Service: Mandatory Level of Service: Discretionary Expenditures: $47,351,000 Financing: 22,390,000 Net County Cost: 24,961,000 Funding Sources: State 23.5% $11,150,354 AB109 Realignment 21.7% 10,270,213 Title IV-E 0.8% 400,000 Federal 0.8% 387,439 Transfers 0.4% 180,000 Charges for Service 0.1% 1,994 General Fund 52.7% 24,961,000 FTE: 179.0 Probation Law and Justice County of Contra Costa FY 2021-2022 Recommended Budget 411 Juvenile Facilities Budget General Fund 2019-20 Actuals 2020-21 Budget 2021-22 Baseline 2021-22 Recommended Change Expense Salaries And Benefits 25,074,367 25,801,634 26,908,000 26,908,000 0 Services And Supplies 2,839,221 2,926,008 3,113,000 3,113,000 0 Other Charges 10,200 10,200 11,000 11,000 0 Fixed Assets 100,204 0 0 0 0 Expenditure Transfers 122,499 125,988 155,000 155,000 0 Expense Total 28,146,491 28,863,830 30,187,000 30,187,000 0 Revenue Other Local Revenue 4,009,233 4,272,734 4,657,000 4,657,000 0 State Assistance 10,400,519 11,358,596 10,850,000 10,850,000 0 Revenue Total 14,409,751 15,631,330 15,507,000 15,507,000 0 Net County Cost (NCC): 13,736,739 13,232,500 14,680,000 14,680,000 0 Allocated Positions (FTE) 160.5 160.5 159.5 159.5 0.0 Financial Indicators Salaries as % of Total Exp 89% 89% 89% 89% % Change in Total Exp 3% 5% 0% % Change in Total Rev 8% (1%) 0% % Change in NCC (4%) 11% 0% Compensation Information Permanent Salaries 10,994,467 12,125,521 12,694,348 12,694,348 0 Temporary Salaries 1,203,355 1,315,000 1,315,000 1,315,000 0 Permanent Overtime 2,059,203 744,038 743,884 743,884 0 Deferred Comp 100,945 121,987 131,527 131,527 0 Comp & SDI Recoveries (169,770) (47,000) (47,000) (47,000) 0 FICA/Medicare 357,991 180,977 216,669 216,669 0 Ret Exp-Pre 97 Retirees 77,295 88,000 88,000 88,000 0 Retirement Expense 7,705,068 8,366,439 8,704,207 8,704,207 0 Excess Retirement 52,803 147,028 147,028 147,028 0 Employee Group Insurance 1,924,550 2,146,988 2,176,259 2,176,259 0 Unemployment Insurance 7,563 13,763 27,893 27,893 0 Workers Comp Insurance 629,273 476,988 566,230 566,230 0 Labor Received/Provided 131,625 121,905 143,956 143,956 0 Probation Law and Justice 412 County of Contra Costa FY 2021-2022 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 and, beginning in March 2020, a quarantine unit. FTE: 120.5 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. 3. COVID-19 Quarantine Unit – Whenever possible, youths that are booked into the Juvenile Hall are returned home. However, when a youth must be detained, that youth is quarantined on a specialized unit for 14 days to ensure that the youth does not have COVID-19. This is done for the safety of the quarantined youth as well as the rest of the residents of Juvenile Hall. Once the quarantine period is complete, the youths are placed on an appropriate living unit. 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: 34.0 OAYRF Aftercare Program – Juvenile Justice Crime Prevention Act (JJCPA) funds are utilized to pay for two Deputy Probation Officers (DPOs) to provide aftercare and re-entry services to male youth who have successfully completed a commitment, which could range from six months to a year, at the OAYRF. The OAYRF is an open setting ranch/camp facility that houses youth whose risk and needs indicate that placement in such a setting would aid in their rehabilitation. The OAYRF provides services for youth who have committed less serious offenses than the youth committed to the Juvenile Hall residential program, YOTP. OAYRF DPOs allow for continuity of care as young men reintegrate into the community. The DPOs begin developing relationships with the clients while they are still completing their program to ensure a smooth transition once they are released. Similar to other Contra County treatment program re-entry models, case plans are developed with the youth and their family or support system that identify resources that continue to target the criminogenic needs identified earlier in the youth's program. DPOs also ensure that basic needs such as housing, food, ongoing education, and employment services are met. Youth that complete the OAYRF program are connected to county providers such as mental health services to increase their opportunities for success. Probation Law and Justice County of Contra Costa FY 2021-2022 Recommended Budget 413 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: $30,187,000 Financing: 15,507,000 Net County Cost: 14,680,000 Funding Sources: State 36.0% $10,850,000 Reimbursements 15.4% 4,656,000 Misc Revenue 0.0% 1,000 General Fund 48.6% 14,680,000 FTE: 159.5 Probation Law and Justice 414 County of Contra Costa FY 2021-2022 Recommended Budget Care of Court Wards Budget General Fund 2019-20 Actuals 2020-21 Budget 2021-22 Baseline 2021-22 Recommended Change Expense Services And Supplies 3,374,882 3,276,000 3,277,000 3,277,000 0 Other Charges 4,792,573 5,245,000 4,487,000 4,487,000 0 Expense Total 8,167,455 8,521,000 7,764,000 7,764,000 0 Revenue Other Local Revenue 1,574,327 1,850,000 1,450,000 1,450,000 0 Federal Assistance 550,857 700,000 525,000 525,000 0 State Assistance 349,176 428,000 430,000 430,000 0 Revenue Total 2,474,360 2,978,000 2,405,000 2,405,000 0 Net County Cost (NCC): 5,693,095 5,543,000 5,359,000 5,359,000 0 Financial Indicators Salaries as % of Total Exp % Change in Total Exp 4% (9%) 0% % Change in Total Rev 20% (19%) 0% % Change in NCC (3%) (3%) 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: $7,764,000 Financing: 2,405,000 Net County Cost: 5,359,000 Funding Sources: Gov/Gov 18.7% $1,450,000 Federal 6.8% 525,000 State 5.5% 430,000 General Fund 69.0% 5,359,000 Probation Law and Justice County of Contra Costa FY 2021-2022 Recommended Budget 415 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: $3,605,000 Financing: 4,673,000 Net Fund Cost: (1,068,000) Funding Sources: State 100.0% $4,673,000 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: $28,000 Financing: 28,000 Net Fund Cost: 0 Funding Sources: Fund Balance 100.0% $28,000 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: $7,107,000 Financing: 6,643,000 Net Fund Cost: 464,000 Funding Sources: State 93.5% $6,643,000 Fund Balance 6.5% 464,000 Probation Law and Justice 416 County of Contra Costa FY 2021-2022 Recommended Budget CAO’s Recommendation The Probation Department’s FY 2021-22 Recommended Budget increases expenditure appropriations by $2,458,862 or 3.0% from the FY 2020-21 Budget. The Department is also anticipating an increase to estimated revenue by $1,724,383 or 4.5%, resulting in an increase in net County cost of $734,469 or 1.7%. The Community Corrections Partnership has recommended funding increases for the AB109 programs operated by the Probation Department at the FY 2020-21 staffing levels with overall reductions to each program by formula to meet the baseline budget target. The Recommended Budget includes a vacancy factor of $4,363,832, representing an increase of $681,000 from the FY 2020-21 factor. A vacancy factor accounts for cost savings related to funded personnel vacancies occurring within the department during the fiscal year. In September 2020, Governor Newsom signed Senate Bill 823 which set forth provisions for the closure of the state’s Division of Juvenile Justice (DJJ) and would realign the responsibility for care, custody, and supervision of these youth from DJJ to the counties on July 1, 2021. It is anticipated that the Department will receive additional state funding of approximately $1.4 million in FY 2021-22 for this realigned youth population. This legislation also required the establishment of a DJJ Realignment Planning Subcommittee, as a subcommittee of the Juvenile Justice Coordinating Council, to develop a plan to address the supervision and programming strategies for the realigned population. This plan and the related recommendations on the allocation of this new revenue source will brought to the Board of Supervisors at a later date. Performance Measurement 1. Implement Continuum of Care Reform The Continuum of Care Reform combined a series of existing and new reforms to the child welfare system with an understanding that children who must live apart from their biological parents do best when they are cared for in committed nurturing family homes. Short-Term Residential Treatment Programs (STRTPs) 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 had to meet a higher standard 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 improved 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) which are 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 safety, permanency, and well- being. CFT meetings are mandated to convene on a regular and re-occurring basis to ensuring their perspectives are incorporated throughout the duration of the case and is primary vehicle for collaboration on the assessment, case planning, and placement decisions. In collaboration with the Employment & Human Services Department, all foster care youth were successfully placed in STRTPs or RFAs. 2. Analyze all programs for enhancement opportunities presented by new technology. The Probation Department absorbed the Office of Reentry and Justice (ORJ) on July 1, 2020. The Probation Department hopes expand and enhance the scope of the ORJ Probation Law and Justice County of Contra Costa FY 2021-2022 Recommended Budget 417 in fiscal year 21/22. Proposed staffing additions include two Planner and Evaluators, as well as a Program Coordinator. These positions will allow the ORJ to increase the analytical and evaluative capacity of the office, to better meet the needs of the adult and juvenile reentry populations, as well as support justice-system partners throughout the county. This effort, along with the forthcoming case management system supports the Department’s adoption of a data-driven decision-making framework. 3. Continue to enhance the Department’s Juvenile Justice Crime Prevention Act and Youthful Offender Block Grant Consolidated Annual Plan. The Probation Department continues to chair the Juvenile Justice Coordinating Council (JJCC), which is tasked with updating the Juvenile Justice Crime Prevention Act and Youthful Offender Block Grant Consolidated Annual Plan. The 20- member body consists of County staff as well as representatives from community- based organizations. The Probation Department contracted with Resource Development Associates Inc., to support and facilitate the planning meetings of the JJCC. In addition to the development of the Consolidated Annual Plan, the JJCC is tasked with coordinating government and non-governmental organizations, developing information and intelligence- sharing systems, and providing data and appropriate outcome measures. To support those efforts, the JJCC has created three sub-committees: Data & Services, Prevention, Intervention & Community Engagement and DJJ Realignment Planning. Administrative and Program Goals 1. Racial Equity and Social Justice The Probation Department is committed to advancing racial equity and social justice in outcomes. Our department recognizes that without targeted and international interventions, the system racial inequities will continue. We are working to address this issue in the following ways: • Training Every sworn employee most attend 40 hours of training every year. These courses include training on implicit bias, cultural competency, LBGTQ and trauma informed treatment approaches. The department invests in client-centered approaches, which allows sworn staff to treat the factors that will prevent further involvement in the criminal justice system. • Funding We have used state entitlement dollars to invest in the community and enable our partners to serve as credible messengers. • Community Engagement & Partnership The Probation Department is committed to transparency with the community. We have formed work groups with the Racial Justice Oversight Board (RJOB) and the Juvenile Justice Coordinating Council to address many of these issues. • Workforce Diversity Within the Probation department, we have a diverse workforce and we have promoted staff that are reflective of the communities we serve. 2. Launch Phase 1 of a new Case Management System 3. Implement Division of Juvenile Justice Realignment On September 30, 2020, Governor Newsom signed Senate Bill 823, which introduced the closure of the state’s Division of Juvenile Justice (DJJ), and created a new state agency, the Office of Youth and Community Restoration (OYCR). This legislation set forth provisions for the forthcoming closure of the DJJ, including transferring the responsibility for the care, custody, and supervision of these youth to the Counties. Probation will be responsible for the supervision and aftercare needs of this Probation Law and Justice 418 County of Contra Costa FY 2021-2022 Recommended Budget population, including any related contracting initiatives to support their successful transition back into the community. Among other requirements of this bill, a subcommittee of the Juvenile Justice Coordinating Council is required to develop a plan that addresses the supervision and programming strategies for this realigned population. The initial plan will be submitted to the Board of Supervisors, with recommendations for the funding allocation that the county will receive. In subsequent fiscal years, this plan will also be submitted to the OYCR for review and approval. 4. Support Clients with Housing In an effort to mitigate homelessness and to remove barriers to rehabilitation, the Probation Department maintains a flexible housing fund with Health, Housing and Homeless (H3). H3 provides assistances with locating appropriate housing for adult probation clients, and for juvenile probation clients and their families. A contract is also in place to provide housing for youth returning to the community from the Department of Juvenile Justice. 5. Expand Juvenile Prevention Services There are disproportionate rates of juvenile incarceration in communities of color. In FY 21-22, the Contra Costa County Probation Department will invest in our most vulnerable populations to provide mental health and substance abuse treatment as well as reentry services. Our goal to reduce our juvenile population, particularly in communities of color. 6. Continue to Support Employees through Peer Support and other Wellness Programs 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 use of specially trained volunteers from within the Department. In October 2020 the Department, in partnership with Cordico, Inc., released a Wellness Application for all employees, their immediate family members, and retirees. This Wellness Application was designed to compliment the Peer Support Program and provide additional resources to employees. The application provides employees with 24/7 confidential support, provides anonymous self-assessments for users which provide instant feedback and educational guidance. The application has over 40 educational modules in areas including, but not limited to, burnout, anger management, emotional health, goal setting and achievement, mindfulness, moral injury, and health/fitness. The application is one additional way for the Department to ensure the health and wellbeing of our employees, which has been especially critical during this past year. Probation Law and Justice County of Contra Costa FY 2021-2022 Recommended Budget 419 FY 2021-22 Program Modification List Order Reference to Mand/Disc List Program Name Services FTE Net County Cost Impact Impact 1 18 Administration Increase Vacancy Factor 0.0 (100,361) This vacancy factor is equivalent to one Clerk Specialist position. This can be achieved through the consolidation of job duties. 2 14 Field Services Support Increase Vacancy Factor 0.0 (249,967) This vacancy factor is equivalent to two Clerk Senior Level positions. This can be achieved through the consolidation of job duties. 3 8 Adult Investigations and Supervision Increase Vacancy Factor 0.0 (330,672) This vacancy factor is equivalent to two Deputy Probation Officer positions. This may prevent the department from reducing caseload sizes to industry standards. TOTAL 0.0 (681,000) Probation Law and Justice 420 County of Contra Costa FY 2021-2022 Recommended Budget Public Defender Robin Lipetzky, Public Defender Law and Justice County of Contra Costa FY 2021-2022 Recommended Budget 421 Public Defender Summary General Fund 2019-20 Actuals 2020-21 Budget 2021-22 Baseline 2021-22 Recommended Change Expense Salaries And Benefits 28,185,019 30,018,788 32,067,000 32,067,000 0 Services And Supplies 4,219,351 4,298,976 4,715,000 4,715,000 0 Other Charges 14 259,456 0 0 0 Fixed Assets 788 28,000 0 0 0 Expenditure Transfers (120,497) (173,981) (157,000) (157,000) 0 Expense Total 32,284,674 34,431,239 36,625,000 36,625,000 0 Revenue Other Local Revenue 4,250,423 5,099,828 5,685,000 5,685,000 0 Federal Assistance 0 20,878 0 0 0 State Assistance 46,062 51,533 392,000 392,000 0 Revenue Total 4,296,485 5,172,239 6,077,000 6,077,000 0 Net County Cost (NCC): 27,988,189 29,259,000 30,548,000 30,548,000 0 Allocated Positions (FTE) 145.0 145.0 145.0 145.0 0.0 Financial Indicators Salaries as % of Total Exp 87% 87% 88% 88% % Change in Total Exp 7% 6% 0% % Change in Total Rev 20% 17% 0% % Change in NCC 5% 4% 0% Compensation Information Permanent Salaries 18,170,507 19,199,007 20,302,424 20,302,424 0 Temporary Salaries 319,458 293,570 293,570 293,570 0 Permanent Overtime 21,580 0 11,000 11,000 0 Deferred Comp 174,873 185,291 218,988 218,988 0 Comp & SDI Recoveries (4,220) 0 0 0 0 FICA/Medicare 1,237,462 1,290,046 1,346,761 1,346,761 0 Ret Exp-Pre 97 Retirees 52,960 52,543 52,543 52,543 0 Retirement Expense 5,285,217 5,814,631 6,421,403 6,421,403 0 Excess Retirement 34,481 23,677 23,677 23,677 0 Employee Group Insurance 1,908,067 2,167,406 2,458,616 2,458,616 0 Retiree Health Insurance 552,854 542,606 532,839 532,839 0 OPEB Pre-Pay 234,551 238,654 216,300 216,300 0 Unemployment Insurance 10,191 19,383 40,619 40,619 0 Workers Comp Insurance 187,039 191,975 148,259 148,259 0 Public Defender Law and Justice 422 County of Contra Costa FY 2021-2022 Recommended Budget Department Description Contra Costa Public Defender provides constitutionally mandated representation to indigent individuals facing charges in adult and juvenile criminal court in Contra Costa County. The department has developed a number of specialty areas that address issues related to the clients’ criminal cases. Cases in which the Public Defender has a legal conflict of interest are referred the Alternate Defender Office (ADO), which is a separate branch of the department. If the ADO cannot provide representation, the Criminal Conflicts Program will assign an attorney to represent the individual, pursuant to a contract administered by the County Administrator’s Office. 1. Administration Description: Provides management, administrative support, and oversight of all Departmental functions. Administration Summary Service: Mandatory Level of Service: Discretionary Expenditures: $4,560,632 Financing: 0 Net County Cost: 4,560,632 Funding Sources: General Fund 100.0% $4,560,632 FTE: 8.0 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: $2,175,678 Financing: 0 Net County Cost: 2,175,678 Funding Sources: General Fund 100.0% $2,175,678 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 3.0 FTEs for the Justice Assistance Grant Holistic Intervention Partnership program. Criminal Defense Summary Service: Mandatory Level of Service: Mandatory Expenditures: $20,670,639 Financing: 1,740,009 Net County Cost: 18,930,630 Funding Sources: Grants & Donations 5.1% $1,045,625 State 1.9% 392,000 Transfers 1.5% 302,384 General Fund 91.5% 18,930,630 FTE: 84.7 Public Defender Law and Justice County of Contra Costa FY 2021-2022 Recommended Budget 423 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: $4,255,918 Financing: 0 Net County Cost: 4,255,918 Funding Sources: General Fund 100.0% $4,255,918 FTE: 13.5 5. Public Safety Realignment (AB 109) Programs Description: The Office of the Public Defender’s Reentry Programs Unit is specifically funded through AB 109 Public Safety Realignment monies. a. Clean Slate program – Represent individuals seeking criminal record clearance and litigate petitions for expungement, record sealing, and reduction of charges from felony to misdemeanor, as well as Proposition 47 relief. b. AB 109 Client Services – Team of social workers dedicated to connecting our client population with community-based reentry resources and alternatives to incarceration as well as preparing social histories and needs assessments for our clients. c. Pretrial Services Program – Legal assistants dedicated to a collaborative County program designed to more appropriately assess, supervise, and manage the pretrial jail population for those who come through our arraignment courts. d. ACER program (Arraignment Court Early Representation) – Attorney and legal assistant staff who provide representation for all in custody and out of custody clients at the first court appearance. e. Reentry Program Supervisor – Oversees the Public Defender Reentry Programs and collaborates with county departments and community-based organizations in order to support reentry services for our clients. f. Early Representation Program – Team of attorneys and legal assistants who work, in partnership with Law Enforcement, to increase the court appearance rate and to reduce the number of arraignment court failures-to-appear (FTAs) countywide. g. Stand Together Contra Costa – A rapid response and community education program that provides essential community engagement and immigrant legal services to immigrant families in Contra Costa through a unique partnership between the county (through the Office of the Public Defender) and local community-based organizations. AB 109 Program Summary Service: Mandatory Level of Service: Discretionary Expenditures: $5,264,517 Financing: 4,639,375 Net County Cost: 625,142 Funding Sources: Public Safety Realignment 88.1% $4,639,375 General Fund 11.9% 625,142 FTE: 25.75 Public Defender Law and Justice 424 County of Contra Costa FY 2021-2022 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: $355,761 Financing: 355,761 Net Fund Cost: 0 Funding Sources: Intergov Revenue 100.0% $355,761 CAO’s Recommendation The Public Defender’s FY 2021-22 Recommended Budget fully funds baseline operations. The increase in expenditure appropriations is due to projected salary and benefit increases for existing positions and does not included any vacancy factor. Expenditure appropriations are increasing by $2,193,761, or 6.4%, over the FY 2020-21 Budget. The increased cost of operations is being funded with increased estimated revenue of $904,761, or 17.5%, and increased net County cost of $1,289,000, or 4.4%, over the FY 2020-21 Budget. The increase in estimated revenue is primarily due to a $465,662 increase in Public Safety Realignment revenue related to AB 109 for Stand Together Contra Costa (STCC). It is recommended that, due to ongoing funding, one project Deputy Public Defender III and one project Administrative Services Assistant III, both supporting STCC, be converted from temporary to permanent within the Department. This is a cost neutral adjustment with no increase to the net County cost or change in budgeted positions. Performance Measurements 1. New Case Management System Over the past year, the Department has engaged with the County’s Law and Justice Information Systems Department to finalize the contract for our long-awaited case management system (CMS). This process has involved determining system requirements, mapping out the Department’s workflow, and identifying data from a diverse range of sources that needs to be transferred into the new system. So far, the Department has devoted one management level attorney and one senior clerical staff member to work on this project though additional resources will be needed going forward. The implementation of the CMS will consolidate over a dozen distinct case information tracking systems into one centralized platform and lead both to greater efficiency as well as more data- driven approaches to the Department’s work and policy proposals. The Department anticipates the new system will be in place towards the beginning of the next fiscal year. 2. Expanded client services with enhanced social work program Our social work unit continues to support our clients in a multitude of ways. Last year the unit received 103 referrals for service from the Social Work team and completed 82 assessments for client needs. 3. Represented clients in 1170(d) resentencing As the result of new legislation, CDCR is now referring certain sentenced clients back to court for discretionary resentencing in the furtherance of justice. Each case is unique and requires extensive attorney time as well as the support of our social work unit to develop social histories and mitigation information for each referred client. To date we have handled 20 such cases in the main office. Of those, 17 are still involved in ongoing litigation and 3 persons were resentenced and released. Public Defender Law and Justice County of Contra Costa FY 2021-2022 Recommended Budget 425 4. Expanded mental Health diversion through AB 1810 funding In calendar year 2020, we referred a total of 53 clients for mental health diversion under the new system funded through AB1810. Our mental health unit, with the supp ort of the mental health Social Worker, put together a comprehensive packet of information and treatment plan for each of these individuals. Of those, 12 are now actively engaged in mental health diversion; 24 referrals are still pending; and 17 referrals were denied or had their cases resolved through other means. 5. Launched Holistic Intervention Program (JAG grant) On October 10, 2019, the Board of State and Community Corrections awarded Contra Costa County a three-year JAG grant in the amount of $3,136,875 to create the Holistic Intervention Partnership (HIP). The Contra Costa Public Defender’s Office was the lead agency for this grant. The HIP project is based on an innovative holistic defense model. HIP is designed to improve coordination and early delivery of critical legal, housing, and behavioral health services after an arrest/citation and before charges are filed, in turn reducing system burden and improving criminal justice outcomes in misdemeanor cases. On June 1,2020, the HIP program started accepting clients and has served 114 participants to date, 46% of the 250-participant goal. HIP participants have been receiving services such as intensive case management, housing, transportation to court, civil legal services, and community reentry navigation linking them to other critical services. As of February 10, 2021, we have 75 HIP participants who are actively receiving services. 6. Addressed safety measures for jail visits Our office has been working closely with the Sheriff’s Office to develop comprehensive updated safety protocols for attorney visits with clients who are in custody in county jail. This effort was interrupted by the onset of the COVID-19 pandemic. However, we are now turning once again to this critical project and are in the process of finalizing new safety measures and protocols along with training for all employees who meet with clients in a custodial setting. 7. Reorganized management team This past year we added two new management positions and hired four new attorney managers. With this expanded management team, we were able to reorganize our units to more efficiently provide supervision and guidance to our staff. 8. Implemented Client representation quality assurance protocols for managers This project is ongoing. As with many plans that were underway last year, we had to sidetrack this effort while we addressed the immediate challenges of COVID-19. By the end of the next fiscal year we will have these quality assurance measurements and protocols in place. Administrative and Program Goals • Launch a new Case Management System • Expand Client Services Unit to include designated Juvenile Defender Social Worker • Continue to address Safety Measures for Jail Visits • Implement new Misdemeanor Diversion process and expand the number of clients diverted from the criminal justice system in Misdemeanor cases • Continue expansion of Post-Conviction Unit to include representation of clients in Probation Termination (AB 1950) and Tiered Sexual Offender Registration (SB 384) cases • Continue management training on client representation quality assurance protocols Public Defender Law and Justice 426 County of Contra Costa FY 2021-2022 Recommended Budget Public Safety Realignment Law and Justice County of Contra Costa FY 2021-2022 Recommended Budget 427 Public Safety Realignment Summary 2011 Local Revenue Fund 2019-20 Actuals 2020-21 Budget 2021-22 Baseline 2021-22 Recommended Change Expense Expenditure Transfers 170,640,932 161,046,796 191,808,000 191,808,000 0 Expense Total 170,640,932 161,046,796 191,808,000 191,808,000 0 Revenue State Assistance 168,953,206 154,842,796 189,794,000 189,794,000 0 Revenue Total 168,953,206 154,842,796 189,794,000 189,794,000 0 Net Fund Cost (NCC): 1,687,726 6,204,000 2,014,000 2,014,000 0 Financial Indicators % Change in Total Exp (6%) 19% 0% % Change in Total Rev (8%) 23% 0% % Change in NFC 268% (68%) 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 2021-2022 Recommended Budget Law Enforcement Services Summary Service: Mandatory Level of Service: Discretionary Expenditures: $67,155,000 Financing: 65,141,000 Net Fund Cost: 2,014,000 Funding Sources: State Aid Realignment 97.0% $65,141,000 Fund Balance 3.0% 2,014,000 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: $124,653,000 Financing: 124,653,000 Net Fund Cost: 0 Funding Sources: State Aid Realignment 100.0% $124,653,000 CAO’s Recommendation The FY 2021-22 Recommended Budget projects a countywide allocation of $189,794,000 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 $2,014,000 in one-time fund balance appropriated for various services. The FY 2021-22 Recommended Budget represents a $34,951,204 or 22.6%, increase in estimated revenue from the FY 2020-21 Budget. This increase was primarily due to a projected increase in statewide sales tax which is the main funding source for 2011 Realignment revenue. 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 2021-2022 Recommended Budget 429 Sheriff-Coroner Summary General Fund 2019-20 Actuals 2020-21 Budget 2021-22 Baseline 2021-22 Recommended Change Expense Salaries And Benefits 211,530,370 224,350,638 238,596,000 235,961,000 (2,635,000) Services And Supplies 23,154,893 22,277,744 21,947,000 21,947,000 0 Other Charges 707,083 668,059 668,000 668,000 0 Fixed Assets 711,117 3,031,976 3,031,000 3,031,000 0 Expenditure Transfers (13,908,172) 3,607,681 4,681,000 4,681,000 0 Expense Total 222,195,291 253,936,098 268,923,000 266,288,000 (2,635,000) Revenue Other Local Revenue 68,994,305 76,098,654 79,007,295 79,007,295 0 Federal Assistance 1,036,565 10,853,085 1,593,009 1,593,009 0 State Assistance 72,502,216 66,641,359 81,019,696 81,019,696 0 Revenue Total 142,533,086 153,593,098 161,620,000 161,620,000 0 Net County Cost (NCC): 79,662,205 100,343,000 107,303,000 104,668,000 (2,635,000) Allocated Positions (FTE) 1,039.5 1,064.5 1,064.5 1,074.5 10.0 Financial Indicators Salaries as % of Total Exp 95% 88% 89% 89% % Change in Total Exp 14% 6% (1%) % Change in Total Rev 8% 5% 0% % Change in NCC 26% 7% (2%) Compensation Information Permanent Salaries 98,201,409 110,018,147 116,994,715 115,525,945 (1,468,770) Temporary Salaries 1,699,726 1,567,061 1,567,062 1,567,062 0 Permanent Overtime 16,445,380 10,266,752 10,285,088 10,285,088 0 Deferred Comp 146,658 345,296 397,122 390,819 (6,303) Comp & SDI Recoveries (1,438,592) (464,000) (464,000) (464,000) 0 FICA/Medicare 3,366,234 3,401,392 3,574,514 3,520,660 (53,854) Ret Exp-Pre 97 Retirees 630,432 697,816 697,816 697,816 0 Retirement Expense 62,677,941 67,605,074 72,596,655 71,734,321 (862,334) Excess Retirement 48,760 0 0 0 0 Employee Group Insurance 13,256,308 15,117,372 16,217,966 16,012,732 (205,234) Retiree Health Insurance 9,264,287 9,419,982 9,613,593 9,613,593 0 OPEB Pre-Pay 3,828,405 3,842,162 3,898,212 3,898,212 0 Unemployment Insurance 61,942 110,039 235,033 232,086 (2,947) Workers Comp Insurance 3,341,481 2,423,545 2,982,224 2,946,666 (35,558) Sheriff-Coroner Law and Justice 430 County of Contra Costa FY 2021-2022 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 2021-2022 Recommended Budget 431 Field Enforcement Budget General Fund 2019-20 Actuals 2020-21 Budget 2021-22 Baseline 2021-22 Recommended Change Expense Salaries And Benefits 118,556,722 120,041,620 125,501,000 122,866,000 (2,635,000) Services And Supplies 11,889,973 11,476,357 11,394,000 11,394,000 0 Other Charges 223,089 402,607 402,000 402,000 0 Fixed Assets 654,736 2,073,764 2,073,000 2,073,000 0 Expenditure Transfers 3,516,867 2,340,028 3,413,000 3,413,000 0 Expense Total 134,841,388 136,334,376 142,783,000 140,148,000 (2,635,000) Revenue Other Local Revenue 42,374,925 45,643,051 47,092,800 47,092,800 0 Federal Assistance 604,744 1,368,085 1,383,009 1,383,009 0 State Assistance 40,572,398 42,337,239 45,209,191 45,209,191 0 Revenue Total 83,552,067 89,348,375 93,685,000 93,685,000 0 Net County Cost (NCC): 51,289,321 46,986,001 49,098,000 46,463,000 (2,635,000) Allocated Positions (FTE) 540.5 540.5 540.5 540.5 0.0 Financial Indicators Salaries as % of Total Exp 88% 88% 88% 88% % Change in Total Exp 1% 5% (2%) % Change in Total Rev 7% 5% 0% % Change in NCC (8%) 4% (5%) Compensation Information Permanent Salaries 52,627,567 56,248,420 58,980,001 57,511,231 (1,468,770) Temporary Salaries 1,194,763 1,045,187 1,045,187 1,045,187 0 Permanent Overtime 8,980,043 5,186,389 5,204,725 5,204,725 0 Deferred Comp 103,110 215,576 253,122 246,819 (6,303) Comp & SDI Recoveries (731,703) (459,000) (459,000) (459,000) 0 FICA/Medicare 2,106,424 2,069,122 2,162,593 2,108,739 (53,854) Ret Exp-Pre 97 Retirees 323,501 386,590 386,590 386,590 0 Retirement Expense 31,966,007 33,088,730 34,628,288 33,765,954 (862,334) Excess Retirement 48,760 0 0 0 0 Employee Group Insurance 7,076,293 7,759,759 8,241,461 8,036,227 (205,234) Retiree Health Insurance 9,264,287 9,419,982 9,613,593 9,613,593 0 OPEB Pre-Pay 3,828,405 3,842,162 3,898,212 3,898,212 0 Unemployment Insurance 33,477 56,321 118,349 115,402 (2,947) Workers Comp Insurance 1,735,788 1,182,381 1,427,879 1,392,321 (35,558) Sheriff-Coroner Law and Justice 432 County of Contra Costa FY 2021-2022 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: $29,998,418 Financing: 1,698,480 Net County Cost: 28,299,938 Funding Sources: Charges for Serv 4.6% 1,366,780 State Aid 0.5% 150,000 Reimbursements 0.3% 97,500 Misc. Revenue 0.3% 78,200 Licenses & Permits 0.0% 6,000 General Fund 94.3% 28,299,938 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 $43,655,952 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. (5) Contract facility security services for the Health Services Department and the Employment and Human Services Department. Sheriff-Coroner Law and Justice County of Contra Costa FY 2021-2022 Recommended Budget 433 Patrol Services Division Service: Mandatory Level of Service: Discretionary Expenditures: $59,304,897 Financing: 79,427,116 Net County Cost: (20,122,219) Funding Sources: Sales Tax 55.0% $43,655,952 Charges for Serv 32.7% 25,977,473 Reimbursements 9.9% 7,825,396 State Aid 1.1% 883,239 Federal Aid 0.7% 564,000 Misc. Revenue 0.6% 471,056 Fines/Forfeitures 0.1% 50,000 FTE: 262.0 b. Investigation Division – Conducts follow-up investigation of all reported serious crimes that occur in the unincorporated area of Contra Costa County, as well as in the cities and districts that contract for investigative services. The objectives of such investigations are the identification and prosecution of persons responsible for 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 regarding this function. Investigation Division Service: Mandatory Level of Service: Discretionary Expenditures: $14,780,958 Financing: 2,024,152 Net County Cost: 12,756,806 Funding Sources: Charges for Serv 6.1% $902,247 Reimbursements 5.2% 765,877 State Aid 1.8% 270,000 Transfers 0.4% 55,028 Federal Aid 0.2% 31,000 General Fund 86.3% 12,756,806 FTE: 56.0 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 preservation 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. Sheriff-Coroner Law and Justice 434 County of Contra Costa FY 2021-2022 Recommended Budget (3) The CAL-ID Unit operates a computerized system for the identification of fingerprints. The Automated Latent Print System provides the same search capabilities for crime scene latent prints for the purpose of criminal identification. CAL-ID is a joint cities/County program in which the cities pay their share of expenses. (4) The Property Unit is responsible for the storage, disposition, and record keeping of all property and evidence related to pending cases. Forensic Services Division Service: Mandatory Level of Service: Discretionary Expenditures: $16,405,780 Financing: 6,949,914 Net County Cost: 9,455,866 Funding Sources: Reimbursements 23.0% 3,773,405 Charges for Serv 13.6% 2,231,000 Federal Aid 4.8% 788,009 Fines/Forfeitures 0.6% 100,000 Misc. Revenue 0.3% 57,000 Licenses & Permits 0.0% 500 General Fund 57.6% 9,455,866 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 (also 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: $20,703,433 Financing: 4,630,824 Net County Cost: 16,072,609 Funding Sources: Charges for Serv 16.0% $3,317,500 Reimbursements 3.0% 607,638 Transfers 1.7% 340,986 State Aid 1.2% 250,000 Misc. Revenue 0.4% 89,200 Licenses & Permits 0.1% 25,500 General Fund 77.6% 16,072,609 FTE: 100.0 Sheriff-Coroner Law and Justice County of Contra Costa FY 2021-2022 Recommended Budget 435 Sheriff Contract Services General Fund 2019-20 Actuals 2020-21 Budget 2021-22 Baseline 2021-22 Recommended Change Expense Salaries And Benefits 13,921,259 17,159,626 18,328,000 18,328,000 0 Services And Supplies 120,885 147,047 142,000 142,000 0 Expenditure Transfers 20,365 30,532 56,000 56,000 0 Expense Total 14,062,509 17,337,205 18,526,000 18,526,000 0 Revenue Other Local Revenue 14,954,277 17,337,206 18,526,000 18,526,000 0 Revenue Total 14,954,277 17,337,206 18,526,000 18,526,000 0 Net County Cost (NCC): (891,768) (1) 0 0 0 Allocated Positions (FTE) 86.0 86.0 86.0 86.0 0.0 Financial Indicators Salaries as % of Total Exp 99% 99% 99% 99% % Change in Total Exp 23% 7% 0% % Change in Total Rev 16% 7% 0% % Change in NCC (100%) (100%) 1% Compensation Information Permanent Salaries 7,033,246 8,846,591 9,441,873 9,441,873 0 Temporary Salaries 311,141 230,000 230,000 230,000 0 Permanent Overtime 451,423 508,866 508,866 508,866 0 Deferred Comp 1,020 29,820 29,820 29,820 0 Comp & SDI Recoveries (112,137) (5,000) (5,000) (5,000) 0 FICA/Medicare 164,122 188,327 204,525 204,525 0 Ret Exp-Pre 97 Retirees 49,296 46,000 46,000 46,000 0 Retirement Expense 4,878,681 5,895,790 6,288,127 6,288,127 0 Employee Group Insurance 898,152 1,199,895 1,307,101 1,307,101 0 Unemployment Insurance 4,223 8,909 19,022 19,022 0 Workers Comp Insurance 242,093 210,428 257,666 257,666 0 Sheriff-Coroner Law and Justice 436 County of Contra Costa FY 2021-2022 Recommended Budget Description: Provides police protection services to the Superior Court in courthouses located across the County. 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: $18,526,000 Financing: 18,526,000 Net County Cost: 0 Funding Sources: Reimbursements 100.0% $18,526,000 FTE: 86.0 Sheriff-Coroner Law and Justice County of Contra Costa FY 2021-2022 Recommended Budget 437 Custody Services Bureau Budget General Fund 2019-20 Actuals 2020-21 Budget 2021-22 Baseline 2021-22 Recommended Change Expense Salaries And Benefits 72,574,413 80,728,540 87,853,000 87,853,000 0 Services And Supplies 7,925,445 7,670,886 6,944,000 6,944,000 0 Other Charges 13,378 166,415 166,000 166,000 0 Fixed Assets 23,812 118,047 118,000 118,000 0 Expenditure Transfers (16,633,852) 612,629 801,000 801,000 0 Expense Total 63,903,196 89,296,517 95,882,000 95,882,000 0 Revenue Other Local Revenue 10,006,080 11,036,902 11,573,000 11,573,000 0 Federal Assistance 237,517 9,435,000 160,000 160,000 0 State Assistance 30,619,797 23,004,615 34,511,000 34,511,000 0 Revenue Total 40,863,395 43,476,517 46,244,000 46,244,000 0 Net County Cost (NCC): 23,039,801 45,820,000 49,638,000 49,638,000 0 Allocated Positions (FTE) 388.0 413.0 413.0 423.0 10.0 Financial Indicators Salaries as % of Total Exp 114% 90% 92% 92% % Change in Total Exp 40% 7% 0% % Change in Total Rev 6% 6% 0% % Change in NCC 99% 8% 0% Compensation Information Permanent Salaries 35,619,832 41,761,587 45,185,737 45,185,737 0 Temporary Salaries 148,671 236,500 236,500 236,500 0 Permanent Overtime 6,419,834 4,093,373 4,093,373 4,093,373 0 Deferred Comp 31,037 84,600 102,180 102,180 0 Comp & SDI Recoveries (594,752) 0 0 0 0 FICA/Medicare 997,165 1,048,309 1,105,728 1,105,728 0 Ret Exp-Pre 97 Retirees 236,219 238,150 238,150 238,150 0 Retirement Expense 23,569,986 26,513,132 29,364,893 29,364,893 0 Employee Group Insurance 4,859,457 5,746,340 6,220,860 6,220,860 0 Unemployment Insurance 22,303 41,662 90,863 90,863 0 Workers Comp Insurance 1,264,661 964,886 1,214,716 1,214,716 0 Sheriff-Coroner Law and Justice 438 County of Contra Costa FY 2021-2022 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: $35,856,150 Financing: 157,948 Net County Cost: 35,698,202 Funding Sources: Charges for Serv 0.3% 100,000 Transfers 0.1% 52,220 Misc. Revenue 0.0% 5,728 General Fund 99.6% 35,698,202 FTE: 177.0 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: $29,095,103 Financing: 5,500 Net County Cost: 29,089,603 Funding Sources: Charges for Serv 0.0% 5,500 General Fund 100.0% 29,089,603 FTE: 129.0 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: $5,801,387 Financing: 1,500 Net County Cost: 5,799,887 Funding Sources: Charges for Serv 0.0% 1,500 General Fund 100.0% 5,799,887 FTE: 21.0 4. Custody Alternative Facility (CAF) Description: The CAF program diverts persons who would be incarcerated into non-residential programs such as the Work Alternative Program. Work Alternative is operated for those inmates sentenced to jail for 30 days or less. Inmates accepted into the program provide public service labor at no cost to the County, while relieving housing costs associated with incarceration. Home Detention and County Sheriff-Coroner Law and Justice County of Contra Costa FY 2021-2022 Recommended Budget 439 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: $4,387,281 Financing: 450,000 Net County Cost: 3,937,281 Funding Sources: Charges for Serv 10.3% 450,000 General Fund 89.7% 3,937,281 FTE: 21.0 5. Custody Services Administration Description: Provides inmate classification and other detention management services. The Custody Services Administration budget includes estimated revenue of approximately $34,227,000 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: $4,252,059 Financing: 35,591,500 Net County Cost: (31,339,441) Funding Sources: Sales Tax 96.2% $34,227,385 Reimbursements 1.5% 524,000 Charges for Serv 1.1% 400,000 State Aid 0.8% 280,115 Federal Revenue 0.4% 160,000 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: $10,086,272 Financing: 10,086,272 Net County Cost: 0 Funding Sources: Reimbursements 100.0% $10,086,272 FTE: 33.0 7. Detention Transportation Description: Provides inmate transportation between detention facilities and the Courts. Detention Transportation Summary Service: Mandatory Level of Service: Discretionary Expenditures: $6,455,968 Financing: 3,500 Net County Cost: 6,452,468 Funding Sources: State Aid 0.1% $3,500 General Fund 99.9% 6,452,468 FTE: 24.0 Sheriff-Coroner Law and Justice 440 County of Contra Costa FY 2021-2022 Recommended Budget Coroner Budget General Fund 2019-20 Actuals 2020-21 Budget 2021-22 Baseline 2021-22 Recommended Change Expense Salaries And Benefits 2,389,842 2,358,565 2,625,000 2,625,000 0 Services And Supplies 1,075,529 992,153 985,000 985,000 0 Other Charges 104 0 0 0 0 Expenditure Transfers 52,098 48,282 69,000 69,000 0 Expense Total 3,517,574 3,399,000 3,679,000 3,679,000 0 Revenue Other Local Revenue 234,917 185,000 185,000 185,000 0 Revenue Total 234,917 185,000 185,000 185,000 0 Net County Cost (NCC): 3,282,656 3,214,000 3,494,000 3,494,000 0 Allocated Positions (FTE) 9.0 9.0 9.0 9.0 0.0 Financial Indicators Salaries as % of Total Exp 68% 69% 71% 71% % Change in Total Exp (3%) 8% 0% % Change in Total Rev (21%) 0% 0% % Change in NCC (2%) 9% 0% Compensation Information Permanent Salaries 1,067,025 1,143,040 1,265,152 1,265,152 0 Temporary Salaries 6,590 27,374 27,375 27,375 0 Permanent Overtime 165,349 94,500 94,500 94,500 0 Deferred Comp 480 2,280 480 480 0 FICA/Medicare 21,721 20,570 22,458 22,458 0 Ret Exp-Pre 97 Retirees 9,518 6,200 6,200 6,200 0 Retirement Expense 929,949 878,521 994,985 994,985 0 Employee Group Insurance 151,633 158,636 177,753 177,753 0 Unemployment Insurance 674 1,149 2,541 2,541 0 Workers Comp Insurance 36,903 26,294 33,555 33,555 0 Sheriff-Coroner Law and Justice County of Contra Costa FY 2021-2022 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: $3,679,000 Financing: 185,000 Net County Cost: 3,494,000 Funding Sources: Removal Fee/Reports 4.2% $155,000 Misc. Revenue 0.8% 30,000 General Fund 95.0% 3,494,000 FTE: 9.0 Sheriff-Coroner Law and Justice 442 County of Contra Costa FY 2021-2022 Recommended Budget Office of Emergency Services Budget General Fund 2019-20 Actuals 2020-21 Budget 2021-22 Baseline 2021-22 Recommended Change Expense Salaries And Benefits 4,088,133 4,062,287 4,289,000 4,289,000 0 Services And Supplies 2,143,061 1,991,301 2,482,000 2,482,000 0 Other Charges 470,512 99,037 100,000 100,000 0 Fixed Assets 32,569 840,165 840,000 840,000 0 Expenditure Transfers (863,650) 576,210 342,000 342,000 0 Expense Total 5,870,625 7,569,000 8,053,000 8,053,000 0 Revenue Other Local Revenue 1,424,106 1,896,495 1,630,495 1,630,495 0 Federal Assistance 194,304 50,000 50,000 50,000 0 State Assistance 1,310,021 1,299,505 1,299,505 1,299,505 0 Revenue Total 2,928,430 3,246,000 2,980,000 2,980,000 0 Net County Cost (NCC): 2,942,195 4,323,000 5,073,000 5,073,000 0 Allocated Positions (FTE) 16.0 16.0 16.0 16.0 0.0 Financial Indicators Salaries as % of Total Exp 70% 54% 53% 53% % Change in Total Exp 29% 6% 0% % Change in Total Rev 11% (8%) 0% % Change in NCC 47% 17% 0% Compensation Information Permanent Salaries 1,853,740 2,018,508 2,121,952 2,121,952 0 Temporary Salaries 38,561 28,000 28,000 28,000 0 Permanent Overtime 428,730 383,624 383,624 383,624 0 Deferred Comp 11,011 13,020 11,520 11,520 0 FICA/Medicare 76,802 75,064 79,210 79,210 0 Ret Exp-Pre 97 Retirees 11,899 20,876 20,876 20,876 0 Retirement Expense 1,333,319 1,228,900 1,320,362 1,320,362 0 Employee Group Insurance 270,772 252,741 270,790 270,790 0 Unemployment Insurance 1,265 1,998 4,258 4,258 0 Workers Comp Insurance 62,035 39,556 48,407 48,407 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 2021-2022 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: $1,400,818 Financing: 33,030 Net County Cost: 1,367,788 Funding Sources: Charges for Serv 1.4% $20,000 Misc. Revenue 0.9% 12,030 Intergovernmental 0.1% 1,000 General Fund 97.6% 1,367,788 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: $3,561,996 Financing: 215,495 Net County Cost: 3,346,501 Funding Sources: Intergovernmental 6.0% 215,495 General Fund 94.0% 3,346,501 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: $1,361,587 Financing: 1,362,000 Net County Cost: (413) Funding Sources: Charges for Serv 100.0% $1,362,000 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: $1,349,340 Financing: 1,349,505 Net County Cost: (165) Funding Sources: Intergovernmental 100.0% $1,349,505 Sheriff-Coroner Law and Justice 444 County of Contra Costa FY 2021-2022 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 2021-2022 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 Remote Access Network Board. Central Identification Bureau Summary Service: Discretionary Level of Service: Mandatory Expenditures: $2,437,000 Financing: 2,437,000 Net Fund Cost: 0 Funding Sources: Intergovernmental 90.3% $2,200,000 Misc. Revenue 8.2% 201,000 Use of Money 1.5% 36,000 2. Controlled Substance Analysis Description: Provides criminalistics laboratory analysis of controlled substances in a timely fashion and in order to increase the effectiveness of criminal investigation and prosecution. Controlled Substance Analysis Summary Service: Discretionary Level of Service: Mandatory Expenditures: $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 2021-2022 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: $109,000 Financing: 109,000 Net Fund Cost: 0 Funding Sources: Seizures 93.6% $102,000 Use of Money 6.4% 7,000 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: $917,000 Financing: 1,341,000 Net Fund Cost: (424,000) Funding Sources: Miscellaneous 97.4% $1,306,000 Charges for Svc 2.5% 34,000 Use of Money 0.1% 1,000 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: $950,000 Financing: 950,000 Net Fund Cost: 0 Funding Sources: Public Safety Realignment 100.0% $950,000 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 2021-2022 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: $15,697,310 Financing: 15,697,310 Net Fund Cost: 0 Funding Sources: Public Safety Realignment 100.0% $15,697,310 Sheriff-Coroner Law and Justice 448 County of Contra Costa FY 2021-2022 Recommended Budget Sheriff Law Enforcement Training Fund 2019-20 Actuals 2020-21 Budget 2021-22 Baseline 2021-22 Recommended Change Expense Salaries And Benefits 1,678,782 2,062,312 2,068,000 2,068,000 0 Services And Supplies 156,122 297,874 298,000 298,000 0 Other Charges 143,569 167,939 175,000 175,000 0 Expenditure Transfers (175,422) 63,875 74,000 74,000 0 Expense Total 1,803,052 2,592,000 2,615,000 2,615,000 0 Revenue Other Local Revenue 1,916,680 2,412,000 2,435,000 2,435,000 0 State Assistance 167,568 180,000 180,000 180,000 0 Revenue Total 2,084,249 2,592,000 2,615,000 2,615,000 0 Net Fund Cost (NFC): (281,197) 0 0 0 0 Allocated Positions (FTE) 17.0 17.0 17.0 17.0 0.0 Financial Indicators Salaries as % of Total Exp 93% 80% 79% 79% % Change in Total Exp 44% 1% 0% % Change in Total Rev 24% 1% 0% % Change in NFC (100%) (100%) (0%) Compensation Information Permanent Salaries 777,207 1,000,998 1,049,621 1,049,621 0 Temporary Salaries 209,685 240,000 240,000 240,000 0 Permanent Overtime 208,252 280,000 280,000 280,000 0 Vacation/Sick Leave Accrual 3,367 0 0 0 0 FICA/Medicare 76,503 77,537 81,385 81,385 0 Ret Exp-Pre 97 Retirees 1,975 2,638 2,638 2,638 0 Retirement Expense 221,699 272,603 284,108 284,108 0 Employee Group Insurance 150,710 170,089 107,057 107,057 0 Unemployment Insurance 649 1,014 2,128 2,128 0 Workers Comp Insurance 28,736 17,433 21,064 21,064 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: $2,615,000 Financing: 2,615,000 Net Fund Cost: 0 Funding Sources: Misc. Revenue 57.4% $1,501,000 Charges for Srvc 35.7% 934,000 Intergovernmental 6.9% 180,000 FTE: 17.0 Sheriff-Coroner Law and Justice County of Contra Costa FY 2021-2022 Recommended Budget 449 CAO’s Recommendation The Recommended Budget includes an increase in expenditure appropriations of $12.4 million, or 4.9%, and increases estimated revenue by $8.0 million, or 5.2%, resulting in an increase in net county cost of $4.3 million, or 4.3%, over the FY 2020-21 Budget. The Recommended Budget includes a vacancy factor of $10,088,000, an increase of $2,635,000 from the vacancy factor in the FY 2020-21 Budget. A vacancy factor accounts for cost savings related to personnel vacancies occurring within the department during the fiscal year. The vacancy factor is included in County Patrol, which is consistent with FY 2020-21 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 increased expenditure appropriations are due to projected salary and benefit increases for existing employees. The Recommended Budget also includes the addition of 10.0 Deputy Sheriff FTE positions to augment staffing at the Martinez Detention Facility for the acute psychiatric unit and suicide prevention. These positions are expected to be absorbed within the department’s FY 2021-22 baseline appropriations and no additional appropriations are being allocated. The County Administrator’s Office will continue to monitor recruitment and hiring, and expenditures and revenues, and if necessary, return to the Board of Supervisors with a budget augmentation plan. The estimated revenue also includes an increase to Proposition 172 sales tax revenue of $14.4 million, from $63.5 million to $77.8 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 to respond to the needs of the community we serve. In 2020 the Office of the Sheriff’s Emergency Services Division activated and maintained the County’s Emergency Operation Center (EOC) in response to the impacts of the COVID-19 Pandemic. From March through the end of 2020, the Office of the Sheriff addressed and responded to the impacts the pandemic had on Contra Costa County, assisting other County and State agencies to ensure personal protective equipment was available and assisted with the implementation of the COVID-19 Testing Centers. By the end of 2020, the Office assisted with the implantation of the opening of COVID-19 vaccination sites throughout the County. In July 2017, the Office of the Sheriff was awarded $70,000,000.00 in State funding to replace 288 outdated and overcrowded jail beds at the Martinez Detention Facility. The new facility, which is scheduled to break ground in the Summer of 2021, 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 Reentry Services Unit. An additional 16,000 square feet will be dedicated to outdoor recreation space. The Behavioral Health and Reentry 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. Sheriff-Coroner Law and Justice 450 County of Contra Costa FY 2021-2022 Recommended Budget The Office continues to seek out opportunities to collaborate with other agencies and community partners to align forces to meet better 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 2021-22: • Continue to manage the County’s Office of Emergency Services (OES) to ensure the County is adequately prepared to respond to major unplanned disasters affecting the citizens of Contra Costa County and surrounding areas. • Provide unincorporated Contra Costa County with the highest level of law enforcement services possible while remaining within budgetary constraints. FY 2021-22 Program Modification List Order Reference to Mand/Disc List Program Name Service FTE Net County Cost Impact Impact 1 7 Unincorporated Patrol Salaries and Benefits 0.0 (2,635,000) Increase vacancy factor – will require the department to manage the filling of staff vacancies. 2 24 Martinez Detention Facility Salary and Benefits 10.0 0 Add 10 Deputy Sheriff positions to augment detention staffing in the acute psychiatric unit and for suicide prevention. The cost of these positions will be absorbed within existing baseline appropriations. Total 10.0 (2,635,000) Superior Court Related Functions Law and Justice County of Contra Costa FY 2021-2022 Recommended Budget 451 Summary Superior Court Related Functions General Fund 2019-20 Actuals 2020-21 Budget 2021-22 Baseline 2021-22 Recommended Change Expense Salaries And Benefits 806,023 896,000 889,000 889,000 0 Services And Supplies 946,992 769,000 899,000 899,000 0 Other Charges 15,307,797 15,561,000 15,418,000 15,418,000 0 Expense Total 17,060,812 17,226,000 17,206,000 17,206,000 0 Revenue Other Local Revenue 6,149,231 6,342,000 5,665,000 5,665,000 0 State Assistance 50,390 64,000 35,000 35,000 0 Revenue Total 6,199,621 6,406,000 5,700,000 5,700,000 0 Net County Cost (NCC): 10,861,190 10,820,000 11,506,000 11,506,000 0 Financial Indicators Salaries as % of Total Exp 5% 5% 5% 5% % Change in Total Exp 1% 0% 0% % Change in Total Rev 3% (11%) 0% % Change in NCC 0% 6% 0% Compensation Information Temporary Salaries 41,282 98,266 50,000 50,000 0 FICA/Medicare 3,158 7,400 0 0 0 Unemployment Insurance 21 50 0 0 0 Workers Comp Insurance 417 650 0 0 0 Labor Received/Provided 761,145 789,634 839,000 839,000 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 annual subsidy to the State in the case of Trial Court Programs; to examine management, operations and procedures of the County, cities and other local public agencies in the case of the Civil Grand Jury; to examine evidence presented by the District Attorney in the case of the Criminal Superior Court Related Functions Law and Justice 452 County of Contra Costa FY 2021-2022 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 2021-2022 Recommended Budget 453 Trial Court Programs General Fund 2019-20 Actuals 2020-21 Budget 2021-22 Baseline 2021-22 Recommended Change Expense Salaries And Benefits 806,023 896,000 889,000 889,000 0 Services And Supplies 760,381 563,000 693,000 693,000 0 Other Charges 15,307,797 15,561,000 15,418,000 15,418,000 0 Expense Total 16,874,201 17,020,000 17,000,000 17,000,000 0 Revenue Other Local Revenue 6,149,231 6,342,000 5,665,000 5,665,000 0 State Assistance 50,390 64,000 35,000 35,000 0 Revenue Total 6,199,621 6,406,000 5,700,000 5,700,000 0 Net County Cost (NCC): 10,674,580 10,614,000 11,300,000 11,300,000 0 Financial Indicators Salaries as % of Total Exp 5% 5% 5% 5% % Change in Total Exp 1% (0%) 0% % Change in Total Rev 3% (11%) 0% % Change in NCC (1%) 6% 0% Compensation Information Temporary Salaries 41,282 98,266 50,000 50,000 0 FICA/Medicare 3,158 7,400 0 0 0 Unemployment Insurance 21 50 0 0 0 Workers Comp Insurance 417 650 0 0 0 Labor Received/Provided 761,145 789,634 839,000 839,000 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. Trial Court Programs Summary Service: Mandatory Level of Service: Mandatory Expenditures: $17,000,000 Financing: 5,700,000 Net County Cost: 11,300,000 Funding Sources: Charges for Serv 20.0% $ 3,401,000 Fine/Forfs/Penalties 13.2% 2,245,000 Misc. Revenue 0.3% 54,000 General Fund 66.5% 11,300,000 Superior Court Related Functions Law and Justice 454 County of Contra Costa FY 2021-2022 Recommended Budget Civil Grand Jury General Fund 2019-20 Actuals 2020-21 Budget 2021-22 Baseline 2021-22 Recommended Change Expense Services And Supplies 127,143 156,000 156,000 156,000 0 Expense Total 127,143 156,000 156,000 156,000 0 Net County Cost (NCC): 127,143 156,000 156,000 156,000 0 Financial Indicators Salaries as % of Total Exp % Change in Total Exp 23% 0% 0% % Change in Total Rev % Change in NCC 23% 0% 0% Description: Contra Costa County’s Grand Jury consists of 19 citizens. A new Grand Jury is impaneled each year. Grand Jurors are officers of the court, and function as an independent body under the guidance of a Superior Court judge. Apart from the investigations mandated by the California Penal Code, each county’s Grand Jury decides what it will investigate. Investigations may be initiated in response to letters from citizens, newspaper articles and personal knowledge. Contra Costa County residents are encouraged to apply for service on their Grand Jury. Written applications are screened for eligibility, then judges interview potential jurors and select citizens from each supervisorial district. The Civil Grand Jury is paid a daily stipend of $15, when attending committee meetings or weekly plenary sessions of the Grand Jury. Jurors are also eligible for IRS mileage rate for Grand Jury related travel. Due to the impact of COVID-19 on recruiting, on February 2, 2021, at the request of the Superior Court, the Board of Supervisors transitioned the Contra Costa County Civil Grand Jury from a fiscal year to calendar year term in 2021. The term will revert to fiscal year beginning July 2022. 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 County of Contra Costa FY 2021-2022 Recommended Budget 455 Criminal Grand Jury General Fund 2019-20 Actuals 2020-21 Budget 2021-22 Baseline 2021-22 Recommended Change Expense Services And Supplies 59,468 50,000 50,000 50,000 0 Expense Total 59,468 50,000 50,000 50,000 0 Net County Cost (NCC): 59,468 50,000 50,000 50,000 0 Financial Indicators Salaries as % of Total Exp % Change in Total Exp (16%) 0% 0% % Change in Total Rev % Change in NCC (16%) 0% 0% Description: A judicial body empaneled by the Superior Court to examine evidence presented by the District Attorney and return criminal indictments directly to the Superior Court. The Criminal Grand Jury investigates misfeasance (negligent conduct) and malfeasance (criminal conduct) committed by individuals. Jurors are selected at random from the pool of jurors summoned for jury service. It is composed of 19 residents of the county. However, unlike traditional Grand Jurors who serve for one year, a Criminal Grand Jury serves for the duration of one case, which typically lasts approximately one week. During that time, cases are brought to the Criminal Grand Jury by the District Attorney's Office for review. While it is generally the District Attorney's Office who brings any given case to the attention of the Criminal Grand Jury, it is the Criminal Grand Jury that is ultimately responsible for any investigation they conduct and any decision they make. If the Criminal Grand Jury should return an Indictment or Accusation, it is then the responsibility of the District Attorney to pursue the charges alleged in the Indictment or Accusation. The Criminal Grand Jury is compensated by the Superior Court in the same manner as regular jurors ($15/day beginning on the second day of service) plus applicable mileage. 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 456 County of Contra Costa FY 2021-2022 Recommended Budget 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: $203,000 Financing: 203,000 Net Fund Cost: 0 Funding Sources: Court Filing Fees 98.5% $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: $ 884,000 Financing: 657,000 Net Fund Cost: 227,000 Funding Sources: Fines & Forfeitures 73.5% $650,000 Fund Balance 25.7% 227,000 Investment Earnings 0.8% 7,000 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. Superior Court Related Functions Law and Justice County of Contra Costa FY 2021-2022 Recommended Budget 457 Courthouse Construction Service: Discretionary Level of Service: Mandatory Expenditures: $ 540,000 Financing: 540,000 Net Fund Cost: 0 Funding Sources: Fines & Forfeit 99.4% $537,000 Investment Earnings 0.6% 3,000 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. Family Law Center – Debt Service Service: Discretionary Level of Service: Mandatory Expenditures: $0 Financing: 0 Net Fund Cost: 0 Funding Sources: Fund Balance 100.0% $0 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 significantly, by 11% or $706,000, reflecting reduced court activity due to COVID-19 shutdowns; the Legislature’s enactment of AB 1869, which will repeal, effective July 1, 2021, various criminal justice fees including those for public defense and justice administration; and action by the Board of Supervisors in 2019 to eliminate local criminal justice administrative fees including those for payment plans, public defense and drug diversion. The Legislature appropriated $65M statewide to backfill counties’ losses from the State repeal, through FY 2025/26; however, it is yet unknown how those funds will be allocated. Baseline Salaries and Benefits are reduced by a net of $7,000, deriving from an increase in court probation officer costs of $49,366 offset by a reduction in temporary capital case clerical costs of $56,366. Baseline Services and Supplies are increased by $130,000, mostly attributable to increased costs for court appointed counsel. Baseline Other Charges are decreased by $143,000 reflecting diminished court revenue and a corresponding reduction in the County’s obligation to share 50% of fines and forfeitures gains with the State of California. No changes to the civil and grand jury budgets are recommended. The Recommended Budget is equivalent to the Baseline budget, and includes General Fund appropriations in the amount of $15.4 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. Superior Court Related Functions Law and Justice 458 County of Contra Costa FY 2021-2022 Recommended Budget The Superior Court has set a goal to migrate all its automated computer systems off the County’s mainframe by March 2022. 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 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; • establishment of a new court hearing process for the involuntary psychiatric medication of detention facility inmates who have a serious mental disorder; • the State repeal of and County moratorium on certain criminal justice administrative fees; • and expanded outreach for grand juror recruitment. Administrative and Program Goals In fiscal year 2021-22, the County Administrator will continue to work with the Superior Court to: • in cooperation with County justice partners, 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; • expand outreach for grand juror recruitment; • maximize revenue recovery and minimize the cost of revenue collection; • secure a new location for the Public Law Library; • identify additional opportunities to collaborate to improve criminal justice program policies and procedures. Fire Districts County of Contra Costa   Lewis T. Broschard III, Fire Chief Contra Costa County FPD Special District County of Contra Costa FY 2021-2022 Recommended Budget 459 Contra Costa County Fire Protection District – Fire Protection Summary CCCFPD Operating Fund 2019-20 Actuals 2020-21 Budget 2021-22 Baseline 2021-22 Recommended Change Expense Salaries And Benefits 105,517,334 115,494,327 124,884,000 127,023,000 2,139,000 Services And Supplies 9,612,675 12,081,909 10,962,000 10,964,000 2,000 Other Charges 5,567,766 6,480,215 9,182,000 9,182,000 0 Fixed Assets 2,524,203 1,497,405 698,000 698,000 0 Expenditure Transfers 28,909,765 19,718,449 14,057,000 14,057,000 0 Expense Total 152,131,744 155,272,305 159,783,000 161,924,000 2,141,000 Revenue Other Local Revenue 146,343,610 152,670,000 160,074,000 160,074,000 0 Federal Assistance 1,117,339 1,792,305 1,038,000 1,038,000 0 State Assistance 866,181 810,000 812,000 812,000 0 Revenue Total 148,327,130 155,272,305 161,924,000 161,924,000 0 Net Fund Cost (NFC): 3,804,613 0 (2,141,000) 0 2,141,000 Allocated Positions (FTE) 413.6 418.6 418.6 422.6 4.0 Financial Indicators Salaries as % of Total Exp 69% 74% 78% 78% % Change in Total Exp 2% 3% 1% % Change in Total Rev 5% 4% 0% % Change in NFC (100%) 0% (100%) Compensation Information Permanent Salaries 45,955,955 51,968,730 57,036,311 57,563,438 527,127 Temporary Salaries 573,347 710,000 1,195,980 1,495,980 300,000 Permanent Overtime 12,094,138 12,962,000 13,500,000 14,270,000 770,000 Deferred Comp 60,264 138,535 65,000 65,000 0 Comp & SDI Recoveries (775,629) 0 0 0 0 FICA/Medicare 879,767 925,240 1,020,262 1,042,952 22,690 Retirement Expense 28,504,994 29,700,870 33,717,550 34,070,644 353,094 Excess Retirement 114,423 252,548 140,000 140,000 0 Employee Group Insurance 6,141,336 7,801,807 7,079,357 7,175,028 95,671 Retiree Health Insurance 5,348,283 5,636,000 5,743,000 5,743,000 0 OPEB Pre-Pay 2,208,123 2,208,109 2,220,210 2,220,210 0 Unemployment Insurance (3) 0 0 0 0 Workers Comp Insurance 4,412,337 3,190,487 3,166,329 3,236,747 70,418 Contra Costa County FPD Special District 460 County of Contra Costa FY 2021-2022 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: $161,924,000 Financing: 161,924,000 Net Fund Cost: 0 Funding Sources: Property Taxes 89.0% $144,056,000 Charges for Svcs 7.1% 11,469,000 Intergovernmental 3.3% 5,294,000 Misc. Revenue 0.7% 1,105,000 FTE: 422.6 Contra Costa County FPD Special District County of Contra Costa FY 2021-2022 Recommended Budget 461 Contra Costa County Fire Protection District – EMS Transport Summary CCCFPD EMS Transport Fund 2019-20 Actuals 2020-21 Budget 2021-22 Baseline 2021-22 Recommended Change Expense Salaries And Benefits 3,010,307 3,651,143 3,718,000 3,718,000 0 Services And Supplies 41,588,598 87,319,829 45,687,000 45,687,000 0 Other Charges 530,832 724,114 1,660,000 1,660,000 0 Fixed Assets 1,076,241 1,415,000 935,000 935,000 0 Expenditure Transfers 949,832 1,500,000 1,000,000 1,000,000 0 Expense Total 47,155,810 94,610,086 53,000,000 53,000,000 0 Revenue Other Local Revenue 61,150,713 54,482,000 53,000,000 53,000,000 0 Revenue Total 61,150,713 54,482,000 53,000,000 53,000,000 0 Net Fund Cost (NFC): (13,994,903) 40,128,086 0 0 0 Allocated Positions (FTE) 12.0 13.0 13.0 13.0 0.0 Financial Indicators Salaries as % of Total Exp 6% 4% 7% 7% % Change in Total Exp 101% (44%) 0% % Change in Total Rev (11%) (3%) 0% % Change in NFC (387%) (100%) 0% Compensation Information Permanent Salaries 1,587,795 2,006,241 2,072,621 2,072,621 0 Permanent Overtime 327,075 366,380 389,550 389,550 0 Deferred Comp 4,110 6,300 6,720 6,720 0 FICA/Medicare 26,392 33,380 34,987 34,987 0 Retirement Expense 727,588 866,390 887,527 887,527 0 Employee Group Insurance 177,080 234,524 192,100 192,100 0 Retiree Health Insurance 16,071 16,049 19,235 19,235 0 OPEB Pre-Pay 0 6,780 6,679 6,679 0 Unemployment Insurance 0 (0) 0 0 0 Workers Comp Insurance 144,194 115,100 108,581 108,581 0 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 462 County of Contra Costa FY 2021-2022 Recommended Budget CCCFPD EMS Transport Fund Service: Discretionary Level of Service: Discretionary Expenditures: $53,000,000 Financing: 53,000,000 Net Fund Cost: 0 Funding Sources: Cost Recovery 100.0% $53,000,000 FTE: 13.0 Contra Costa County FPD Special District County of Contra Costa FY 2021-2022 Recommended Budget 463 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: $422,000 Financing: 20,000 Net Fund Cost: 402,000 Funding Sources: Fund Balance 95.3% $402,000 Developer Fees 4.7% 20,000 Pittsburg Special Fund The Pittsburg Special Fund is comprised of fees collected in the Pittsburg area and by agreement with the City of Pittsburg for capital purchases. Pittsburg Special Fund Service: Discretionary Level of Service: Discretionary Expenditures: $142,000 Financing: 1,000 Net Fund Cost: 141,000 Funding Sources: Fund Balance 99.3% $141,000 Use of Money 0.7% 1,000 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: $941,000 Financing: 100,000 Net Fund Cost: 841,000 Funding Sources: Fund Balance 90.4% $841,000 Developer Fees 9.6% 100,000 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 464 County of Contra Costa FY 2021-2022 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: $16,719,000 Financing: 276,000 Net Fund Cost: 16,443,000 Funding Sources: Fund Balance 98.3% $16,443,000 Reimbursements 1.7% 276,000 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: $24,784,000 Financing: 2,611,000 Net Fund Cost: 22,173,000 Funding Sources: Fund Balance 89.5% $22,173,000 Transfers 10.5% 2,606,000 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: $13,101,000 Financing: 12,747,000 Net Fund Cost: 354,000 Funding Sources: Misc. Revenue 97.3% $12,747,000 Fund Balance 2.7% 354,000 CAO’s Recommendation The FY 2021-22 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 negotiated wage increases, increases to employer safety retirement rates due to the depooling of CCCERA Cost Group #8, debt service payments on revenue bonds (for station construction projects), two fire academies, and the continuation of 1) the District’s new seasonal hand crew program, 2) four-person staffing at truck companies, and 3) a 24/7 hazardous materials team. The District continues to invest in building and grounds maintenance and repair projects and replace capital and non-capital equipment as needed. The District is primarily funded by property tax revenues. In FY 2020-21, the District experienced a 5.12% growth in secured property assessed valuation and a 5.13% growth in total assessed valuation. This represents the eighth Contra Costa County FPD Special District County of Contra Costa FY 2021-2022 Recommended Budget 465 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 2021-22 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 a three-year staffing grant, 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). Although there was a temporary decline in transport volume due to the COVID-19 pandemic, the cost of providing this service continues to be 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, and new public education initiatives. In FY 2021-22, the employer Safety Tier A retirement base rate increases from 67.38% to 70.46%. Offsetting the rate increase is a $5.7 million decrease in the tax intercept for debt service on the District’s 2005 pension obligation bonds. The FY 2021-22 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 2020-21, the District: • Continued to provide essential EMS, fire, and rescue first responder services during a pandemic while maintaining the health and safety of first responders, support staff, and the community. • Provided extended EOC and Fire/Rescue Branch support and staffing during the early response to COVID-19. • Provided COVID-19 vaccination clinic staffing, coordination, planning and logistical support in collaboration with Public Health. • Staffed strike teams in response to record numbers of California wildfires. • Conducted disaster planning, internal preparation, and public education for large wildland fire and PSPS events. • Responded to 75,361 incidents in calendar year (CY) 2019. This represents a 5.6% decrease in call volume compared to CY 2019. • Completed negotiations with ambulance subcontractor for a contract extension for continued 911 emergency ambulance service within Exclusive Operating Areas (EOAs) I, II, and V. • Continued staffing a 24/7 air ambulance through a public-private partnership agreement and added a second, larger helicopter with hoist rescue and aerial firefighting capability • Completed construction work and opened new Fire Station 70 in the City of San Pablo. • Secured long-term funding (revenue bonds) for new fire station construction projects in Pacheco and Bay Point. Contra Costa County FPD Special District 466 County of Contra Costa FY 2021-2022 Recommended Budget • Increased staffing and filled new vacancies within the fire prevention bureau to better meet mandates and standards for code enforcement. • Deployed a new records management, inspection, and invoicing system in the fire prevention bureau. • 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. • Continued participating in the new Ground Emergency Medical Transport (GEMT) Quality Assurance Fee (QAF) program. Administrative and Program Goals During FY 2021-22, the District will: • Add a second full fire company to Fire Station 70 in the City of San Pablo (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. • Initiate communication center remodel and modernization through bidding and selection of general contractor. • 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 and 57. • 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 2021-2022 Recommended Budget 467 FY 2021-22 Program Modification List Order Reference to Mand/Disc List Program Name Service FTE Net Fund Cost Impact Impact 1 N/A Operations Fire Suppression 3.0 960,000 Adds three Fire Captain positions to upgrade the squad at Fire Station 70 in San Pablo to a second, full fire company. 2 N/A Operations Training and Safety Division 1.0 107,000 Adds one Driver Clerk position to the Training and Safety Division. 3 N/A Operations Fire Suppression 0.0 300,000 Increase in temporary salaries to expand the seasonal hand crew program. 4 N/A Operations Fire Prevention Bureau 0.0 770,000 Increase in Overtime to provide appropriate coverage. Total General Operating Fund 4.0 $2,141,000 Contra Costa County FPD Special District 468 County of Contra Costa FY 2021-2022 Recommended Budget Crockett-Carquinez FPD Dean Colombo, Fire Chief Special District County of Contra Costa FY 2021-2022 Recommended Budget 469 Crockett-Carquinez Fire Protection District Summary CROCKETT CARQUINEZ FIRE PROTECTION 2019-20 Actuals 2020-21 Budget 2021-22 Baseline 2021-22 Recommended Change Expense Salaries And Benefits 163,428 321,600 355,000 355,000 0 Services And Supplies 255,204 789,597 283,000 283,000 0 Other Charges 100,253 123,800 318,000 318,000 0 Fixed Assets 44,262 46,000 50,000 50,000 0 Expense Total 563,148 1,280,997 1,006,000 1,006,000 0 Revenue Other Local Revenue 612,342 682,500 702,000 702,000 0 State Assistance 3,444 3,500 304,000 304,000 0 Revenue Total 615,786 686,000 1,006,000 1,006,000 0 Net Fund Cost (NCC): (52,638) 594,997 0 0 0 Financial Indicators Salaries as % of Total Exp 29% 25% 35% 35% % Change in Total Exp 127% (21%) 0% % Change in Total Rev 11% 47% 0% % Change in NFC (1,230%) (100%) 0% Compensation Information Permanent Salaries 24,960 34,000 60,118 60,118 0 Temporary Salaries 116,446 255,000 248,382 248,382 0 Deferred Comp 9 100 0 0 0 FICA/Medicare 13,245 19,000 29,000 29,000 0 Retirement Expense 382 250 1,000 1,000 0 Employee Group Insurance 2,818 6,000 5,000 5,000 0 Unemployment Insurance 93 150 500 500 0 Workers Comp Insurance 5,475 7,100 11,000 11,000 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 470 County of Contra Costa FY 2021-2022 Recommended Budget Crockett-Carquinez FPD Summary Service: Discretionary Level of Service: Discretionary Expenditures: $1,006,000 Financing: 1,006,000 Net Fund Cost: 0 Funding Sources: Property Taxes 63.5% $639,000 Intergovernmental 30.2% 304,000 Other Revenues 4.8% 48,000 Charges for Svcs 1.5% 15,000 CAO’s Recommendation The FY 2021-22 Recommended Budget reflects a decrease of $274,997 in expenditures, which is primarily composed of fund balance appropriated in FY 2020-21. The recommend budget includes approximately $60,000 in permanent salaries for the salary of the District’s Fire Chief. Although this cost is included as permanent salaries, the Fire Chief is not an allocated position and the District has no allocated FTEs. The recommended budget also includes approximately $205,000 in debt payments for purchase of a new ladder truck. The Recommended Budget includes an increase of $320,000 in revenue, primarily due to state reimbursements for mutual aid response. 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 2020-21. This year, the District is holding its third academy with some recruits living within the district. • The District received a $10,000 donation from Phillips 66 to help equip the new ladder truck which will be delivered in late February. • The District responded to over 600 incidents. In FY 2019-20 responded to; five structure fires, two of which went to greater alarms, an industrial fire at the C&H Sugar Refinery, and 11 vegetation fires. The District also provided a greater degree of mutual aid to the State of California and local agencies. • The district was able to complete the remodeling of the kitchen at Station 78. • The new ladder truck will be delivered in late February. Delays were due to a COVID-19 outbreak at the manufacturer’s facility. Apparatus should be in service by Spring of 2021. • New command vehicle and utility were purchased and placed into service. A second command vehicle has been ordered. • COVID-19 precautions have been fully implemented and over 90% of our members fully vaccinated. • New position of Public Information Officer established. Administrative and Program Goals • Continue recruiting Paid-on-Call personnel. • Continue pursuing donations and grants to help supplement funding for apparatus and equipment needs. Currently one grant request pending with BAAQMD for a new water tender. • Continue to improve training and disaster preparedness including new county wide evacuation program and software. • Complete the installation of emergency generator at Station 79. • Planning and budgeting for restroom remodel at Station 78. Summary County of Contra Costa    County Summary Information      County of Contra Costa FY 2021-2022 Recommended Budget 471 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 $523.9 million. The County implemented GASB 75 for the FY 2016-17 Annual Comprehensive Financial Report (ACFR) and subsequently completed a new OPEB actuarial valuation as of January 1, 2020 using the updated accounting standards included in GASB 75. The actuarial valuation, rolled forward to June 30, 2020, indicated that the County had prefunded 39.5% of its OPEB liability, with total OPEB trust assets of $341.4 million. The next OPEB actuarial valuation is scheduled to be performed as of January 1, 2022. County Summary Information   472 County of Contra Costa FY 2021-2022 Recommended Budget  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 of $5 million for the County’s Capital Improvement Plan. Due to budget constraints, the recommended allocation for FY 2021-22 is $3.7 million. Capital Improvement Plan information is on Pages 11 and 542-547.  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 18). 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) 655-2047 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. 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.  County Summary Information      County of Contra Costa FY 2021-2022 Recommended Budget 473 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 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   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. County Summary Information   474 County of Contra Costa FY 2021-2022 Recommended Budget 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. 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.  County Summary Information      County of Contra Costa FY 2021-2022 Recommended Budget 475 17. Pursue opportunities to secure new mitigation and community benefit fees, where appropriate. Debt Management Policy In December 2006, the Board of Supervisors established a Debt Management Policy, which was last updated March 23, 2021 (Resolution No. 2021/100). The latest revision to the Debt Management Policy focuses on updates to the County’s Continuing Disclosure Procedures (Appendix 3) to include issuance of the 2021 lease revenue bonds. I. PURPOSE: The County recognizes the foundation of any well-managed debt program is a comprehensive debt policy. A debt policy sets forth the parameters for issuing debt and managing outstanding debt and provides guidance to decision makers regarding the timing and purposes for which debt may be issued, types and amounts of permissible debt, method of sale that may be used and structural features that may be incorporated. The debt policy should recognize a binding commitment to full and timely repayment of all debt as an intrinsic requirement for entry into the capital markets. Adherence to a debt policy helps to ensure that a government maintains a sound debt position and that credit quality is protected. Advantages of a debt policy are as follows: • 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; County Summary Information   476 County of Contra Costa FY 2021-2022 Recommended Budget 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 Annual Comprehensive Financial Report (ACFR) to measure the County’s comparative performance on the various debt measures calculated by Moody’s and S&P as noted above, and also against the additional ratios below: 1. Direct debt per capita; and 2. Debt payments as a percentage of general fund revenues. III. COMPREHENSIVE CAPITAL PLANNING A. Planning. The County Administrator’s Office shall prepare a multi-year capital program for consideration and adoption by the Board of Supervisors as part of the County’s budget process. Annually, the capital budget shall identify revenue sources and expenditures for the coming current year and the next succeeding three fiscal years. The plan shall be updated annually. 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).  County Summary Information      County of Contra Costa FY 2021-2022 Recommended Budget 477 IV. PLANNING AND STRUCTURE OF COUNTY INDEBTEDNESS A. Overview. The County shall plan long- and short-term debt issuance to finance its capital program based on its cash flow needs, sources of revenue, capital construction periods, available financing instruments and market conditions. The County Finance Director shall oversee and coordinate the timing, issuance process and marketing of the County’s borrowing and capital funding activities required in support of the capital improvement plan. The County shall finance its capital needs on a regular basis dictated by its capital spending pattern. Over the long-term this policy should result in a consistently low average interest rate. When market conditions in any one-year result in higher than average interest rates, the County shall seek refinancing opportunities in subsequent years to bring such interest rates closer to the average. The Debt Affordability Advisory Committee shall use the Government Financial Officers Association checklist set forth in Appendix 1 hereto in planning and structuring any debt issuances. B. Financing Team. The County employs outside financial specialists to assist it in developing a debt issuance strategy, preparing bond documents and marketing bonds to investors. The key team members in the County’s financing transactions include its financial advisor and outside bond and disclosure counsel, the underwriter and County representatives (the County Auditor-Controller, Treasurer-Tax Collector, and the County Finance Director, among others). Other outside firms, such as those providing paying agent/registrar, trustee, 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 County Summary Information   478 County of Contra Costa FY 2021-2022 Recommended Budget provisions for each issue to assure that the County does not pay unacceptably higher interest rates to obtain such advantageous calls. The County shall not sell derivative call options. 4. Interest rates. The County shall first consider the use of fixed-rate debt to finance its capital needs, except for short-term needs (such as short-lived assets) that will be repaid or refinanced in the near term; and may consider variable rate debt under favorable conditions. F. Other Obligations Classified as Debt/Other Post-Employment Benefits (OPEB)/Vested Vacation Benefits. OPEBs and vacation benefits are earned by County employees based on time in service. The County records these vacation benefits as earned in accordance with generally accepted accounting principles as established by the Governmental Accounting Board (GASB). The liability for the benefit is recorded on the Fund level financial statements. The expense is recorded during the conversion to the Government Wide financial statements in accordance with GASB standards. For Enterprise funds the expense and liability are accrued in the respective funds. In this initial policy, the amount of OPEB and vacation benefits will not be in measures used to evaluate the County’s debt affordability. However, the County’s net OPEB obligation is posted to the County’s balance sheet. 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;  County Summary Information      County of Contra Costa FY 2021-2022 Recommended Budget 479 3. ensure that either an employee of the County, or an outside professional other than the issue underwriter, who is familiar with and abreast of the condition of the municipal market, is available to assist in structuring the issue, pricing, and monitoring sales activities; 4. require that the financial advisor used for a particular bond issue not act as underwriter of the same bond issue; 5. require that financial professionals disclose the name or names of any person or firm, including attorneys, lobbyists and public relations professionals compensated in connection with a specific bond issue; 6. request all financial professionals submitting joint proposals or intending to enter into joint accounts or any fee-splitting arrangements in connection with a bond issue to fully disclose to the County any plan or arrangements to share tasks, responsibilities and fees earned, and disclose the financial professionals with whom the sharing is proposed, the method used to calculate the fees to be earned, and any changes thereto; and 7. review the “Agreement among Underwriters” and insure that it is filed with the County and that it governs all transactions during the underwriting period. VI. REFINANCING OF OUTSTANDING DEBT. The County may undertake refinancings of outstanding debt under the following circumstances: 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. County Summary Information   480 County of Contra Costa FY 2021-2022 Recommended Budget B. Rebate Reporting and Continuing Covenant Compliance. The County Finance Director, or designee, is responsible for maintaining a system of record keeping and reporting to meet the arbitrage rebate compliance requirements of the federal tax code and/or contracting for such service. This effort includes tracking investment earnings on debt proceeds, calculating rebate payments in compliance with tax law, and remitting any rebatable earnings to the federal government in a timely manner in order to preserve the tax- exempt status of the County’s outstanding debt issues. Additionally, general financial reporting and certification requirements embodied in bond covenants are monitored to ensure that all covenants are complied with. C. Reporting Practices. The County will comply with the standards and best practices of the Government Finance Officers Association for financial reporting and budget presentation and the disclosure requirements of federal regulatory agencies including the Securities and Exchange Commission and Internal Revenue Service; state agencies charged with the regulation of municipal securities, including the State Treasurer’s Office; and self-regulatory organizations such as the Municipal Standards Rulemaking Board. D. Post-Issuance Tax Compliance Procedures for Tax-Exempt and Tax-Advantaged Bonds. To assure it manages its debt obligations in accordance with all federal tax 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. 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 2019-20 confirms compliance with the Reserves Policy. 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  County Summary Information      County of Contra Costa FY 2021-2022 Recommended Budget 481 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 16, 2020. The Board of Supervisors established the Treasury Oversight Committee on November 14,1995 with the following purpose: review the county’s investment policy, regularly monitor the county investment pool’s performance, report on the pool’s performance to the board of supervisors, and ensure an annual audit is conducted to determine the County Treasurer’s compliance with Government Code Section 27130-27137. The complete Investment Policy (38 pages), is summarized below and may be accessed at: http://ca-contracostacounty.civicplus.com/560/Treasurer-Information. The County Investment Policy is reviewed and approved annually by the Treasury Oversight Committee and the Board of Supervisors; all amendments to the Investment Policy must be approved by the Board. The Board has established a seven-member Treasury Oversight Committee (seven statutory members and three alternates) pursuant to State Law. The Treasury Oversight Committee is responsible for conducting a quarterly review of the County investment portfolio, which is presented to the Board of Supervisors, and annually updating the Investment Policy. Members of the Treasury Oversight Committee are: the County Superintendent of Schools or his/her designee; a representative and one alternate selected by a majority of the 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 March 31, 2020. 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. 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 $13 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 2021-22, departments requested over $6.77 million and the County Administrator is recommending $1.87 million for 14 projects that include:  Customer service enhancements including a complete Health Services department website redesign; public faxing, copying, and scanning capability in 10 library locations; waiting area guest/employee Wi-Fi in 55 additional locations throughout County facilities, and network redundancy and IT security enhancements; and County Summary Information   482 County of Contra Costa FY 2021-2022 Recommended Budget  Technology improvements/upgrades in seven departments. In addition to these specific Venture Capital resources, the County Administrator recommended $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 are providing much-needed security to protect and recover our networks, devices and programs from any type of cyberattack. Also adopted in FY 2020-21 was a Committed reserve designation of $4 million to continue to address countywide cyber security. In FY 2021-22, the second year of funding ($1.89 million) will be used to secure the County’s digital assets from internal and external threats; help ensure that our citizens can access county services; mitigate costly downtime; eliminate/minimize expensive recover efforts; and avoid negative headlines. The plan was developed after extensive review and working with industry leading vendors, consultants, state and federal agencies. This plan will continue to be reviewed as new threats and technologies emerge. 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 2019- 20 and was 94% as of June 30, 2020. This is especially significant as this is the result after the County reduced its discount rate to 2.0%, based on long-term investment yield and future expectations. Presently, the County pays approximately $18.6 million annually to the Workers' Compensation Internal Services Fund, down from a high of $37.0 million in FY 2006-07. The trending decrease since FY 2006-07 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. Freed up funds are used for other purposes. As indicated in the actuarial report as of June 30, 2020, there is uncertainty regarding the impact of COVID-19 on workers compensation claims. This includes new State laws for COVID-19 related rebuttable presumptions to include healthcare workers; and the workers compensation market coverage shift for communicable diseases from per occurrence to per employee. The County Administrator is recommending appropriations for FY 2021-22 of $16.5 million. 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  County Summary Information      County of Contra Costa FY 2021-2022 Recommended Budget 483 BUDGET PROCESS The County budget process is a continuous cycle of developing, monitoring and planning, with specific steps each year to achieve adoption of the Final Budget.   The County's fiscal year spans from July 1 to June 30; however, the budget development process begins as early as December with the Board of Supervisors setting a Preliminary Budget Schedule for preparation of the ensuing budget. The County Administrator presents the Board, Department Heads and the public with an analysis of key issues and budget projections in January; followed by budget instructions, which include direction for departments to work with their respective advisory committees and community-based organizations; departmental budget submissions; meetings with Departments in February and March; and presentation of the State Controller’s Office required Recommended Budget Schedules for Board consideration in April. Absent the adoption of the County’s Recommended Budget by June 30, the State Controller’s Office Recommended Budget Schedules are passed into the new fiscal year as the spending authority until a Final Budget is adopted. Unlike the State Controller’s Office Recommended and Final Budget schedules, which are solely publications of financial State Schedules required by State Statutes collectively referred to as the County Budget Act, the County Recommended Budget includes detailed information and narrative regarding the County, including its current and projected financial situation; the programs/services and administrative/program goals of individual Departments; and the County Administrator's budgetary recommendations for the upcoming budget year. After public hearings and budget deliberations, the Board adopts the Recommended Budget no later May 31 (pursuant to the Budget Policy). After the State budget is passed (legally due by June 15) and County fiscal year-end closing activities are completed in August, a Final Budget is Budget Monitoring & Planning (continuous cycle) JANUARY Budget Year Key Issues & Projections at Board of Supervisors' Retreat FEBRUARY Baseline Budgets due from Departments FEBRUARY Current Budget Mid-Year Financial Status FEBRUARY Budget Year Baseline Budget Report FEBRUARY/MARCH Budget Narratives & Administrative/Program Goals due from Departments EARLY APRIL Recommended Budget to Board and Public MID APRIL Budget Hearings JULY Fiscal Year Begins SEPTEMBER Budget Adjustments & Adoption of Final Budget Opportunity for public comment/input County Summary Information   484 County of Contra Costa FY 2021-2022 Recommended Budget 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 2021-2022 Budget Development Calendar 2021 Dates Key Budget Meetings/Activities/Deliverables October 1, 2020 Department Head meeting discussing FY 2021-22 budget preparation January 5 Budget preparation instructions to Departments January 6 Personnel Cost Forecasting staff training January 6 – 13 Departmental fiscal staff review Personnel Cost Forecasts January 13 Personnel position count, salary & benefits cost projections due from Departments January 19 Board of Supervisors set Budget Schedule (Board Chambers*) January 19 – February 5 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 19 – 20 Budget system training sessions for Departmental fiscal staff January 26 Board of Supervisor's retreat*: Economic Outlook: The COVID Recovery: How Long is the Road to Recovery; Budget & Key Issues for 2021-22 and Beyond (including Mid-Year Current Budget Status); Capital Projects; and Redistricting February 5 Baseline Budgets due from Departments February 19 Venture Capital Project Requests (optional) due from Departments February 19 Program/Recommended Budget Narrative and Administrative and Program Goals due from Departments March 1 County Performance Reports due from Departments March 31 Formal Public Notice of Hearing April 8 Recommended Budget to Board of Supervisors and posted on County website April 20 State Controller’s Office Recommended Budget Adopted by Board of Supervisors (Board Chambers*) April 20 Budget Hearings on County Recommended Budget (Board Chambers*) May 6 Budget Adoption Board Order to Board of Supervisors May 11 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 via Zoom. 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.  County Summary Information      County of Contra Costa FY 2021-2022 Recommended Budget 485 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. All County Funds The County Summary Information that follows, depicts history and recommendations for all revenue sources and uses for all County funds. Of the $4.06 billion represented, $1.85 billion is within the General Fund, $2.16 billion is from other funds, and $39.6 million is from fund balance. There are seven County Enterprise funds, which makeup $1.589 billion of the $2.16 billion in non- general funds. This Summary Information includes:  All County Funds - Recommended Sources Pie Chart  All County Funds - Recommended Requirements Pie Chart  All County Funds - Total Requirements Summary by Fund  All County Funds - Summary  All County and Districts Major Funds  Major Fund: General Fund - Summaries by Functional Group  General Fund Summary of Expenditures and Revenues with Compensation Information  General Purpose Revenue Distribution  General Fund Program Modifications Summary  Appropriations by Department  Appropriations by State Function Code  Position Summary  Employee Rate of Retirement Information  Discussion of Major Revenue Sources  Revenues by Type  Expenditures by Type  Changes in Projected Fund Balance  Capital Improvement Plan  Current Debt Position  Performance Measurement Program  County Summary Information   486 County of Contra Costa FY 2021-2022 Recommended Budget Hospital/Health Plan Revenue 36.82% Intergovernmental Revenue 28.56% Miscellaneous Revenue 11.98% Taxes Current Property 11.86% Charges for Services 5.37% Enterprise Fund Subsidy 1.90% Fund Balance (net) 0.98% Licenses, Permits and Franchises 0.81% Fines, Forfeitures and Penalties 0.70%Taxes Other Than Current Property 0.66% Use of Money and Property 0.36% ALL COUNTY FUNDS FY 2021-2022 Recommended Sources Source of Funds Recommended FY 2021-22 Percent of Total Hospital/Health Plan Revenue $1,495,307,000 36.82% Intergovernmental Revenue 1,160,012,500 28.56% Miscellaneous Revenue 486,628,500 11.98% Taxes Current Property 481,748,000 11.86% Charges for Services 218,049,525 5.37% Enterprise Fund Subsidy 77,231,000 1.90% Fund Balance (net) 39,684,000 0.98% Licenses, Permits and Franchises 32,697,000 0.81% Fines, Forfeitures and Penalties 28,570,145 0.70% Taxes Other Than Current Property 26,920,000 0.66% Use of Money and Property 14,407,380 0.36% TOTAL RECOMMENDED SOURCES $4,061,255,050 100.00%  County Summary Information      County of Contra Costa FY 2021-2022 Recommended Budget 487 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   488 County of Contra Costa FY 2021-2022 Recommended Budget ALL COUNTY FUNDS FY 2021-2022 Recommended Requirements Use of Funds 2017-18 Actuals 2018-19 Actuals 2019-20 Actuals 2020-21 Budget Recommended FY 2021-22 Percent of Total Health and Human Services $2,520,789,772 $2,641,040,699 $2,740,895,057 $2,851,173,538 $2,870,197,500 70.67% General Government 463,470,888 500,510,920 574,321,651 656,861,050 621,700,000 14.02% Law and Justice 484,479,138 497,331,595 483,745,902 584,779,853 569,357,550 15.31% Total Requirements $3,468,739,798 $3,638,883,214 $3,798,962,610 $4,092,814,441 $4,061,255,050 100.00% 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 70.67%General Government 15.31% Law & Justice 14.02  County Summary Information      County of Contra Costa FY 2021-2022 Recommended Budget 489 ALL COUNTY FUNDS Total Requirements Summary by Fund 2018-19 Actuals 2019-20 Actuals 2020-21 Budget 2021-22 Recommended 2021-22 Change General Government 308,774,603 368,070,889 357,449,228 320,785,000 (36,664,228) Health & Human Services 856,524,934 902,331,169 1,039,008,895 1,058,739,500 19,730,605 Law & Justice 418,732,915 405,315,821 465,009,992 474,064,000 9,054,008 Subtotal General Fund 1,584,032,452 1,675,717,879 1,861,468,115 1,853,588,500 (7,879,615) County Law Enfrcmt-Cap Proj Fund 455 273 3,765,866 211,000 (3,554,866) Recorder Modernization Fund 1,666,062 1,981,464 11,072,030 12,115,000 1,042,970 Court/Clerk Automation Fund 0 0 78 0 (78) Fish and Game Fund 60,422 92,440 541,503 136,000 (405,503) Land Development Fund 2,814,154 2,958,771 3,331,423 3,173,000 (158,423) Criminalistics Lab Fund 9 8 220,479 24,000 (196,479) Survey Monument Preservation Fund 174,281 338,364 405,678 299,000 (106,678) Crim Justice Facility Construct Fund 778,754 813,726 2,347,316 884,000 (1,463,316) Courthouse Construct Fund 237,363 231,622 3,312,869 540,000 (2,772,869) Road Fund 42,354,195 57,481,263 74,898,518 79,026,000 4,127,482 Transportation Improvement Fund 2,824,925 2,878,968 3,701,865 4,000,000 298,135 Drainage Area 9 Fund 838 1,467 297,411 292,000 (5,411) Private Activity Bond Fund 580,318 926,805 1,276,000 1,526,000 250,000 Affordable Housing Spec Rev Fund 3 0 400,000 400,000 0 Navy Trans Mitigation Fund 211,601 345,157 5,385,547 4,513,000 (872,547) Tosco/Solano Trns Mitig Fund 422 542 409,491 51,000 (358,491) Child Development Fund 30,621,736 29,756,211 37,360,019 37,204,000 (156,019) HUD NSP Fund 0 888 941,304 762,000 (179,304) Used Oil Recycling Grant Fund 234,213 60,731 128,658 72,000 (56,658) Conservation & Development Fund 28,554,124 29,587,653 35,365,000 37,730,000 2,365,000 CDD/PWD Joint Review Fee Fund 425,022 481,693 955,055 773,000 (182,055) Drainage Deficiency Fund 169 217 2,578,033 2,529,000 (49,033) Public Works Fund 1,071,925 852,401 1,190,303 667,000 (523,303) DA Consumer Protection Fund 789,087 1,487,632 2,121,062 1,412,000 (709,062) Domestic Violence Victim Asst Fund 149,193 268,487 355,508 400,000 44,492 Dispute Resolution Program Fund 193,011 165,597 218,588 203,500 (15,088) Zero Tolerance- Domestic Violence Fund 530,644 534,393 998,195 1,108,000 109,805 DA Revenue Narcotics Fund 83,362 56,074 933,009 55,000 (878,009) DA Environment/OSHA Fund 490,080 417,674 1,471,833 450,000 (1,021,833) DA Forfeiture-Fed-DOJ Fund 52,324 700 (1,283) 1,000 2,283 Walden Green Maintenance Fund 93,665 306,826 94,643 128,000 33,357 R/Estate Fraud Prosecution Fund 293,293 454,787 688,000 500,000 (188,000) County Summary Information   490 County of Contra Costa FY 2021-2022 Recommended Budget ALL COUNTY FUNDS Total Requirements Summary by Fund 2018-19 Actuals 2019-20 Actuals 2020-21 Budget 2021-22 Recommended 2021-22 Change CCC Dept Child Support Svcs Fund 18,564,614 20,172,728 19,386,961 18,691,000 (695,961) Emergency Med Svcs Fund 1,687,760 1,953,174 1,926,838 1,192,000 (734,838) AB75 Tobacco Tax Fund 322 0 (350) 0 350 Traffic Safety Fund 27,567 9 380,900 15,000 (365,900) Public Protection-Spec Rev Fund 2,021,998 1,328,661 2,610,024 1,311,000 (1,299,024) Sheriff Nar Forfeit-ST/Local Fund 334 419 372,475 100,000 (272,475) Sheriff Forfeit-Fed-DoJ Fund 11 9 504,543 7,000 (497,543) Sup Law Enforcement Svcs Fund 7,244,997 6,646,860 17,466,430 8,777,000 (8,689,430) Sheriff Forfeit-Fed Treasury Fund 11 9 589,389 2,000 (587,389) PROP 63 MH Svcs Fund 47,826,884 50,624,127 61,960,015 54,397,000 (7,563,015) Prisoners Welfare Fund 1,295,386 1,427,229 4,330,987 917,000 (3,413,987) Probation Officers Special Fund 114,619 46,215 119,035 28,000 (91,035) Automated Sys Development Fund 200,000 200,000 200,000 200,000 0 Property Tax Admin Fund 0 0 3,144,924 3,145,000 76 Cnty Local Rev Fund 173,725,270 170,640,932 161,046,796 191,808,000 30,761,204 Obscene Matter-Minors Fund 0 0 5,493 50 (5,443) IHSS Public Authority Fund 2,216,908 2,358,469 2,469,887 2,573,000 103,113 DNA Identification Fund 180,839 192,718 622,587 250,000 (372,587) Comm Corr Performance Inctv Fund 3,344,124 4,120,286 12,066,141 7,107,000 (4,959,141) NO Rich Wst&Rcvy Mitigation Fee Fund 576,729 752,983 1,880,283 735,000 (1,145,283) L/M HSG Asset Fd-LMI Fund 3,178,291 205,645 11,255,636 11,256,000 364 Bailey Rd Mntc Surcharge Fund 167,730 98,234 3,115,203 2,924,000 (191,203) Home Invstmt Prtnrshp Act Fund 853,890 0 960,478 683,000 (277,478) CASP Cert & Training Fund 5,238 4,992 105,019 45,000 (60,019) County Library Fund 33,034,294 35,190,766 44,531,630 36,110,000 (8,421,630) Casey Library Gift Fund 60 61 268,661 1,000 (267,661) Hercul/Rodeo Crock A of B 0 0 24,575 7,000 (17,575) West County Area of Benefit 4 662 41,000 6,000 (35,000) North Richmond AOB 26,887 338,626 200,600 401,000 200,400 Martinez Area of Benefit 9,571 28,830 81,100 61,000 (20,100) Briones Area of Benefit 152 197 125,738 101,000 (24,738) Central Co Area/Benefit 23,805 16,021 26,000 26,000 0 So Wal Crk Area of Benefit 1,412 29,521 50,100 31,000 (19,100) Alamo Area of Benefit (21,622) (49,280) 270,000 101,000 (169,000) South Co Area of Benefit 286,602 260,082 225,000 2,251,000 2,026,000 East County Area of Benefit 181,549 322,572 1,500,500 351,000 (1,149,500)  County Summary Information      County of Contra Costa FY 2021-2022 Recommended Budget 491 ALL COUNTY FUNDS Total Requirements Summary by Fund 2018-19 Actuals 2019-20 Actuals 2020-21 Budget 2021-22 Recommended 2021-22 Change Bethel Isl Area of Benefit 9,970 1,006 10,100 56,000 45,900 County Childrens Fund 394,739 192,162 243,025 136,000 (107,025) Animal Benefit Fund 539,671 333,454 366,685 110,000 (256,685) CO-Wide Gang and Drug Fund 252,024 243,740 792,265 182,000 (610,265) Livable Communities Fund 515,700 1,301,068 1,750,000 1,400,000 (350,000) ARRA HUD Bldg Insp NPP Fund 692,709 564,437 720,938 805,000 84,062 Retirement UAAL Bond Fund 41,821,636 43,600,400 46,113,763 47,382,000 1,268,237 Ret Litgtn Stlmnt Dbt Svc Fund 2,759,911 2,759,911 2,759,911 2,760,000 89 Family Law Ctr-Debt Svc Fund 2,129,142 0 0 0 0 Central Identify Bureau Fund 2,668,290 2,401,792 2,437,000 2,437,000 0 SPRW Fund 446,788 512,596 5,578,546 4,960,000 (618,546) RD Dvlpmnt Discovery Bay Fund 127,239 2,850 110,000 52,000 (58,000) Road Imprvmnt Fee Fund 3,194,930 155,322 5,045,000 2,416,000 (2,629,000) Rd Devlpmnt Rich/El Sobrt 2,428 2,921 43,000 6,000 (37,000) Road Development Bay Point 49,486 27,375 1,220,000 51,000 (1,169,000) Rd Devlpmnt Pacheco Area 2,180 1,035 25,000 6,000 (19,000) Airport Enterprise Fund 6,083,142 6,508,779 6,666,469 14,286,000 7,619,531 Sheriff Law Enf Training Fund 2,044,805 1,803,052 2,592,000 2,615,000 23,000 Childcare Enterprise Fund 0 0 74,000 74,000 0 Hospital Enterprise Fund 632,449,413 656,189,129 689,135,177 693,225,000 4,089,823 HMO Enterprise Fund 855,464,202 887,856,495 820,223,229 803,960,000 (16,263,229) HMO Enterprise -Comm Plan Fund 77,510,185 75,078,486 77,775,136 75,353,000 (2,422,136) Major Risk Med Insurance Fund 0 (488) 0 0 0 Fleet Internal Service Fund 13,630,288 14,314,619 17,036,483 18,600,000 1,563,517 Subtotal Non-General Fund 2,054,850,761 2,123,244,731 2,231,346,326 2,207,666,550 (23,679,776) Total Requirements – All County Funds 3,638,883,214 3,798,962,610 4,092,814,441 4,061,255,050 (31,559,391) County Summary Information   492 County of Contra Costa FY 2021-2022 Recommended Budget ALL COUNTY FUNDS Summary 2018-19 Actuals 2019-20 Actuals 2020-21 Budget 2021-22 Recommended 2021-22 Change SOURCES Taxes Current Property 430,540,903 451,745,496 464,041,793 481,748,000 17,706,207 Taxes Other Than Cur Prop 30,343,738 30,034,365 29,014,225 26,920,000 (2,094,225) License/Permit/Franchises 29,460,689 28,183,750 32,123,904 32,697,000 573,096 Fines/Forfeits/Penalties 9,692,152 8,911,591 29,644,782 28,570,145 (1,074,637) Use Of Money & Property 37,589,135 32,902,890 17,142,581 14,407,380 (2,735,201) Intergovernmental Revenue 914,225,941 979,476,054 1,060,553,901 1,160,012,500 99,458,599 Charges For Services 270,351,921 257,217,310 216,263,306 218,049,525 1,786,219 Miscellaneous Revenue 461,030,188 439,889,919 475,430,779 486,628,500 11,197,721 Hospital/Hlth Plan Enterprise Funds 1,561,056,152 1,577,119,234 1,509,902,542 1,495,307,000 (14,595,542) Enterprise Fund Subsidy 27,289,916 60,214,375 77,231,000 77,231,000 0 Total Revenue 3,771,580,736 3,865,694,983 3,911,348,812 4,021,571,050 110,222,238 Fund Balance (net) (132,697,522) (66,732,373) 181,465,629 39,684,000 (141,781,629) TOTAL SOURCES 3,638,883,214 3,798,962,610 4,092,814,441 4,061,255,050 (31,559,391) REQUIREMENTS Salaries And Benefits 1,354,917,931 1,382,256,448 1,556,581,386 1,612,311,500 55,730,114 Services And Supplies 1,549,941,708 1,735,275,594 1,747,631,276 1,662,530,224 (85,101,052) Other Charges 510,045,452 462,624,980 518,032,705 547,985,050 29,952,345 Fixed Assets 77,605,255 75,593,586 69,515,803 48,256,000 (21,259,803) Expenditure Transfers 146,372,868 143,212,000 191,053,271 180,172,276 (10,880,995) Provisions For Contingencies 0 0 10,000,000 10,000,000 0 TOTAL REQUIREMENTS 3,638,883,214 3,798,962,610 4,092,814,441 4,061,255,050 (31,559,391) Allocated Positions (FTE) 9,397.0 9,308.0 9,440.9 9,577.0 136.0                      County Summary Information      County of Contra Costa FY 2021-2022 Recommended Budget 493 ALL COUNTY AND DISTRICTS MAJOR FUNDS Major Fund: CONTRA COSTA FIRE Summary 2018-19 Actuals 2019-20 Actuals 2020-21 Budget 2021-22 Recommended 2021-22 Change SOURCES Taxes Current Property 125,945,904 132,992,783 136,783,250 144,056,000 7,272,750 Taxes Other Than Cur Prop (198,046) (317,552) 0 0 0 Use Of Money & Property 5,282 2,890 7,000 6,000 (1,000) Intergovernmental Revenue 5,312,998 5,136,037 5,836,205 5,294,000 (542,205) Charges For Services 62,905,322 70,542,204 67,412,850 64,589,000 (2,823,850) Miscellaneous Revenue 19,650,179 32,195,373 7,115,275 16,734,000 9,618,725 Total Revenue 202,635,934 213,621,640 204,647,995 216,562,275 11,914,280 Fund Balance (11,000,168) (18,279,046) 78,509,671 40,358,000 (38,151,671) TOTAL SOURCES 202,621,472 222,272,689 295,664,251 271,037,000 (24,627,251) REQUIREMENTS Salaries And Benefits 102,757,616 108,527,641 141,323,211 155,524,000 14,200,789 Services And Supplies 51,571,469 51,203,680 99,576,153 57,247,000 (42,329,153) Other Charges 20,685,262 21,305,038 23,092,448 27,567,000 4,474,552 Fixed Assets 8,227,656 11,376,734 10,453,990 15,642,000 5,188,010 Expenditure Transfers 19,379,470 29,859,597 21,218,449 15,057,000 (6,161,449) TOTAL REQUIREMENTS 202,621,472 222,272,689 295,664,251 271,037,000 (24,627,251) Allocated Positions (FTE) 408.6 425.6 431.6 435.6 4.0      County Summary Information   494 County of Contra Costa FY 2021-2022 Recommended Budget ALL COUNTY AND DISTRICTS MAJOR FUNDS Major Fund: HMO ENTERPRISE FUND Summary 2018-19 Actuals 2019-20 Actuals 2020-21 Budget 2021-22 Recommended 2021-22 Change SOURCES External Health Plan Revenue 860,799,328 887,304,335 820,223,229 803,960,000 (16,263,229) Other Hospital Revenue 0 7,658,168 0 0 0 Total Revenue 860,799,328 894,962,503 820,223,229 803,960,000 (16,263,229) Fund Balance (5,335,126) (7,106,008) 0 0 0 TOTAL SOURCES 855,464,202 887,856,495 820,223,229 803,960,000 (16,263,229) REQUIREMENTS Salaries and Benefits 27,237,683 27,688,171 29,465,931 31,144,000 1,678,069 Services and Supplies 626,581,654 750,681,371 679,473,368 632,978,000 (46,495,368) Other Charges 201,644,864 109,486,953 111,283,930 139,838,000 28,554,070 TOTAL REQUIREMENTS 855,464,202 887,856,495 820,223,229 803,960,000 (16,263,229) Allocated Positions (FTE) 180.0 172.0 180.9 182.0 1.1           County Summary Information      County of Contra Costa FY 2021-2022 Recommended Budget 495 ALL COUNTY AND DISTRICT MAJOR FUNDS Major Fund: HOSPITAL ENTERPRISE FUND Summary               2018-19 Actuals 2019-20 Actuals 2020-21 Budget 2021-22 Recommended 2021-22 Change SOURCES Medicare Patient Services 43,807,539 37,887,981 43,802,311 40,454,000 (3,348,311) Medi-Cal Patient Services 338,520,701 258,918,185 296,508,565 299,748,000 3,239,435 Hlth Plan Patient Svcs 111,568,562 97,711,393 111,927,074 97,135,000 (14,792,074) Private Pay Patient Svcs 9,916,662 8,188,159 8,444,330 12,192,000 3,747,670 Interdept Patient Svcs 4,109,793 3,301,048 3,565,338 3,000,000 (565,338) Other Hospital Revenues 72,383,051 143,371,895 89,155,850 101,829,000 12,673,150 Charges To Gen Fund Units 38,267,879 34,077,580 31,722,898 33,800,000 2,077,102 External Health Plan Revenue 6,697,190 27,325,856 29,802,480 31,744,000 1,941,520 Enterprise Fund Subsidy 23,303,628 56,228,087 73,245,000 73,245,000 0 Schools Funds Revenue 961,331 75,908 961,331 78,000 (883,331) Total Revenue 649,536,335 667,086,093 689,135,177 693,225,000 4,089,823 Fund Balance (17,086,922) (10,896,964) 0 0 0 TOTAL SOURCES 632,449,413 656,189,129 689,135,177 693,225,000 4,089,823 REQUIREMENTS Salaries And Benefits 416,932,232 425,111,354 455,847,304 457,309,000 1,461,696 Services And Supplies 215,396,898 230,974,656 209,173,376 210,448,000 1,274,624 Other Charges 120,282 103,119 13,386,283 13,240,000 (146,283) Fixed Assets 0 0 10,728,214 12,228,000 1,499,786 TOTAL REQUIREMENTS 632,449,413 656,189,129 689,135,177 693,225,000 4,089,823 Allocated Positions (FTE) 2,351.3 2,294.0 2,351.3 2,390.5 39.2    County Summary Information   496 County of Contra Costa FY 2021-2022 Recommended Budget ALL COUNTY AND DISTRICT MAJOR FUNDS ALL NON-MAJOR FUNDS Summary 2018-19 Actuals 2019-20 Actuals 2020-21 Budget 2021-22 Recommended 2021-22 Change SOURCES Other Hospital Revenues 1,808,980 1,825,912 1,796,440 1,826,000 29,560 External Health Plan Revenue 72,215,138 69,472,812 71,992,696 69,541,000 (2,451,696) Enterprise Fund Subsidy 3,986,288 3,986,288 3,986,000 3,986,000 0 Taxes Current Property 29,764,995 31,254,767 31,788,793 32,948,000 1,159,207 Taxes Other Than Cur Prop (45,414) (72,574) (45,775) (75,000) (29,225) License/Permit/Franchises 17,415,668 15,756,208 19,390,140 20,095,000 704,860 Fines/Forfeits/Penalties 5,318,098 4,516,253 5,273,288 4,109,145 (1,164,143) Use Of Money & Property 10,997,085 10,485,398 11,470,831 8,936,380 (2,534,451) Intergovernmental Revenue 330,942,925 328,820,022 336,764,102 379,490,000 42,725,898 Charges For Services 18,068,083 21,198,755 22,316,677 22,667,025 350,348 Miscellaneous Revenue 104,722,695 97,883,101 116,554,291 127,274,000 10,719,709 Total Revenue 595,194,540 585,126,941 621,287,483 670,797,550 49,510,067 Fund Balance (net) 462,214,451 481,316,005 605,433,629 583,207,550 (22,226,079) TOTAL SOURCES 566,937,147 579,199,106 721,987,920 710,481,550 (11,506,370) REQUIREMENTS Salaries And Benefits 77,410,324 81,557,383 92,299,354 96,222,000 3,922,646 Services And Supplies 135,453,294 148,878,547 198,686,644 184,871,224 (13,815,420) Other Charges 75,607,084 76,033,691 92,647,315 91,215,050 (1,432,265) Fixed Assets 1,164,183 2,384,188 6,593,977 13,882,000 7,288,023 Expenditure Transfers 277,302,261 270,345,297 331,760,630 324,291,276 (7,469,354) TOTAL REQUIREMENTS 566,937,147 579,199,106 721,987,920 710,481,550 (11,506,370) Allocated Positions (FTE) 700.7 714.0 697.5 686.5 (11.0)     County Summary Information      County of Contra Costa FY 2021-2022 Recommended Budget 497 ALL COUNTY AND DISTRICTS MAJOR FUNDS Major Fund: GENERAL FUND - All Functional Groups Summary 2018-19 Actuals 2019-20 Actuals 2020-21 Budget 2021-22 Recommended 2021-22 Change SOURCES Taxes Current Property 400,775,908 420,490,730 432,253,000 448,800,000 16,547,000 Taxes Other Than Cur Prop 30,389,152 30,106,939 29,060,000 26,995,000 (2,065,000) License/Permit/Franchises 12,045,021 12,427,542 12,733,764 12,602,000 (131,764) Fines/Forfeits/Penalties 4,374,054 4,395,338 24,371,494 24,461,000 89,506 Use Of Money & Property 26,592,050 22,417,492 5,671,750 5,471,000 (200,750) Intergovernmental Revenue 583,283,017 650,656,032 723,789,799 780,522,500 56,732,701 Charges For Services 252,283,838 236,018,555 193,946,629 195,382,500 1,435,871 Miscellaneous Revenue 356,307,493 342,006,818 358,876,488 359,354,500 478,012 Total Revenue 1,539,448,331 1,666,050,533 1,706,152,001 1,782,475,976 76,323,973 Net Fund Cost (82,018,081) (42,801,566) 80,765,192 0 (80,765,192) TOTAL SOURCES 1,666,050,533 1,718,519,445 1,780,702,923 1,853,588,500 72,885,577 REQUIREMENTS Salaries And Benefits 833,337,691 847,899,540 978,968,798 1,027,636,500 48,667,702 Services And Supplies 572,509,862 604,741,019 660,297,887 634,233,000 (26,064,887) Other Charges 232,673,222 277,001,217 300,715,177 303,692,000 2,976,823 Fixed Assets 76,441,072 73,209,399 52,193,612 22,146,000 (30,047,612) Expenditure Transfers (130,929,394) (127,133,297) (140,707,359) (144,119,000) (3,411,641) Provisions For Contingencies 0 0 10,000,000 10,000,000 0 TOTAL REQUIREMENTS 1,584,032,452 1,675,717,879 1,861,468,115 1,853,588,500 (7,879,615) Allocated Positions (FTE) 6,165.0 6,128.0 6,211.3 6,317.9 106.7    County Summary Information   498 County of Contra Costa FY 2021-2022 Recommended Budget ALL COUNTY AND DISTRICTS MAJOR FUNDS Major Fund: GENERAL FUND - General Government Functional Group Summary 2018-19 Actuals 2019-20 Actuals 2020-21 Budget 2021-22 Recommended 2021-22 Change Taxes Current Property 400,775,908 420,490,730 432,253,000 448,800,000 16,547,000 Taxes Other Than Cur Prop 30,389,152 30,106,939 29,060,000 26,995,000 (2,065,000) License/Permit/Franchises 10,384,579 10,700,992 10,909,014 10,782,000 (127,014) Fines/Forfeits/Penalties 1,029,077 1,146,615 21,037,499 21,027,000 (10,499) Use Of Money & Property 26,128,926 21,951,190 5,202,154 5,009,000 (193,154) Intergovernmental Revenue 39,246,130 71,529,875 29,310,969 51,074,000 21,763,031 Charges For Services 100,206,198 106,701,997 106,162,371 107,328,500 1,166,129 Miscellaneous Revenue 112,943,232 99,867,972 59,576,174 62,219,500 2,643,326 Total Revenue 721,103,202 762,496,310 693,511,181 733,235,000 39,723,819 Net Fund Cost (412,328,599) (394,425,421) (336,061,953) (412,450,000) (76,388,047) TOTAL SOURCES 272,813,811 308,774,603 377,815,182 304,500,254 (73,314,928) REQUIREMENTS Salaries And Benefits 134,371,737 142,027,887 168,179,968 175,336,500 7,156,532 Services And Supplies 168,208,929 172,804,539 210,670,641 196,990,500 (13,680,141) Other Charges 48,261,726 48,918,863 47,356,389 49,600,000 2,243,611 Fixed Assets 72,509,744 71,381,395 46,175,833 17,046,000 (29,129,833) Expenditure Transfers (114,577,533) (67,061,796) (124,933,603) (128,188,000) (3,254,397) Provisions For Contingencies 0 0 10,000,000 10,000,000 0 TOTAL REQUIREMENTS 308,774,603 368,070,889 357,449,228 320,785,000 (36,664,228) Allocated Positions (FTE) 1,133.7 1,132.6 1,130.3 1,139.6 9.3     County Summary Information      County of Contra Costa FY 2021-2022 Recommended Budget 499 ALL COUNTY AND DISTRICTS MAJOR FUNDS Major Fund: GENERAL FUND - Health and Human Services Functional Group Summary 2018-19 Actuals 2019-20 Actuals 2020-21 Budget 2021-22 Recommended 2021-22 Change SOURCES License/Permit/Franchises 210,238 190,673 169,000 169,000 0 Fines/Forfeits/Penalties 757,199 726,253 725,103 1,015,000 289,897 Use Of Money & Property 463,124 466,301 469,596 462,000 (7,596) Intergovernmental Revenue 436,049,644 471,802,129 581,647,118 610,029,500 28,382,382 Charges For Services 109,672,352 86,195,348 42,052,682 41,827,000 (225,682) Miscellaneous Revenue 182,524,562 182,090,512 224,756,061 216,912,000 (7,844,061) Total Revenue 729,677,118 741,471,215 849,819,559 870,414,500 20,594,941 Net Fund Cost 126,847,816 160,859,954 189,189,336 188,325,000 (864,336) TOTAL SOURCES 856,524,934 902,331,169 1,039,008,895 1,058,739,500 19,730,605 REQUIREMENTS Salaries And Benefits 359,267,214 360,574,535 443,952,129 466,829,000 22,876,871 Services And Supplies 352,785,297 379,188,094 380,373,928 377,888,500 (2,485,428) Other Charges 162,592,045 207,202,118 230,245,203 232,137,000 1,891,797 Fixed Assets 1,330,601 914,628 2,897,803 2,009,000 (888,803) Expenditure Transfers (19,450,223) (45,548,206) (18,460,168) (20,124,000) (1,663,832) TOTAL REQUIREMENTS 856,524,934 902,331,169 1,039,008,895 1,058,739,500 19,730,605 Allocated Positions (FTE) 3,187.70 3,174.70 3,235.30 3,317.80 82.5 County Summary Information   500 County of Contra Costa FY 2021-2022 Recommended Budget ALL COUNTY AND DISTRICTS MAJOR FUNDS Major Fund: GENERAL FUND - Law and Justice Functional Group Summary 2018-19 Actuals 2019-20 Actuals 2020-21 Budget 2021-22 Recommended 2021-22 Change SOURCES License/Permit/Franchises 1,450,204 1,535,878 1,655,750 1,651,000 (4,750) Fines/Forfeits/Penalties 2,587,779 2,522,470 2,608,892 2,419,000 (189,892) Intergovernmental Revenue 107,987,242 107,324,029 112,831,712 119,419,000 6,587,288 Charges For Services 42,405,289 43,121,210 45,731,576 46,227,000 495,424 Miscellaneous Revenue 60,839,699 60,048,335 74,544,253 80,223,000 5,678,747 Total Revenue 215,270,213 214,551,920 237,372,183 249,939,000 12,566,817 Net Fund Cost 203,462,702 190,763,901 227,637,809 224,125,000 (3,512,809) TOTAL SOURCES 418,732,915 405,315,821 465,009,992 474,064,000 9,054,008 REQUIREMENTS Salaries And Benefits 339,698,740 345,297,118 366,836,701 385,471,000 18,634,299 Services And Supplies 51,515,635 52,748,386 69,253,318 59,354,000 (9,899,318) Other Charges 21,819,451 20,880,236 23,113,585 21,955,000 (1,158,585) Fixed Assets 2,600,726 913,376 3,119,976 3,091,000 (28,976) Expenditure Transfers 3,098,362 (14,523,295) 2,686,412 4,193,000 1,506,588 TOTAL REQUIREMENTS 418,732,915 405,315,821 465,009,992 474,064,000 9,054,008 Allocated Positions (FTE) 1,843.6 1,821.0 1,845.6 1,860.6 15.0  County Summary Information      County of Contra Costa FY 2021-2022 Recommended Budget 501 GENERAL FUND Summary of Expenditures and Revenues with Compensation Information General Fund 2019-20 Actuals 2020-21 Budget 2021-22 Baseline 2021-22 Recommended Change Expense Salaries And Benefits 847,899,540 978,968,798 1,033,799,898 1,027,636,500 (6,163,398) Services And Supplies 604,741,019 660,297,887 634,168,000 634,233,000 65,000 Other Charges 277,001,217 300,715,177 303,692,000 303,692,000 0 Fixed Assets 73,209,399 52,193,612 22,146,000 22,146,000 0 Provisions For Contingencies 0 10,000,000 10,000,000 10,000,000 0 Expenditure Transfers (127,133,297) (140,707,359) (143,025,332) (144,119,000) (1,093,668) Expense Total 1,675,717,879 1,861,468,115 1,860,780,565 1,853,588,500 (7,192,065) Revenue Other Local Revenue 1,019,202,383 1,057,481,079 1,073,959,143 1,074,744,143 785,000 Federal Assistance 258,935,442 313,677,926 334,769,853 334,769,853 0 State Assistance 440,381,620 409,543,917 443,171,050 444,074,504 903,455 Revenue Total 1,718,519,445 1,780,702,923 1,851,900,045 1,853,588,500 1,688,455 Net County Cost (NCC): (42,801,566) 80,765,192 8,880,520 0 (8,880,520) Allocated Positions (FTE) 6,128.0 6,211.3 6,264.5 6,317.9 53.4 Financial Indicators Salaries as % of Total Exp 51% 53% 56% 55% % Change in Total Exp 11% (0%) (0%) % Change in Total Rev 4% 4% 0% % Change in NCC (289%) (89%) (100%) Compensation Information Permanent Salaries 462,483,436 541,870,151 578,238,313 575,710,212 (2,528,101) Temporary Salaries 14,905,965 12,825,913 10,843,425 10,723,395 (120,030) Permanent Overtime 24,467,008 16,724,694 15,458,431 15,458,431 0 Deferred Comp 4,503,222 6,058,991 6,592,557 6,502,236 (90,321) Hrly Physician Salaries 77,916 66,632 84,034 84,034 0 Perm Physicians Salaries 2,492,465 6,156,185 6,899,060 6,899,060 0 Perm Phys Addnl Duty Pay 57,847 30,846 33,180 33,180 0 Comp & SDI Recoveries (2,785,949) (1,637,117) (1,319,105) (1,319,105) 0 FICA/Medicare 29,718,346 34,864,044 36,263,794 35,975,768 (288,026) Ret Exp-Pre 97 Retirees 1,876,834 2,138,935 2,151,833 2,151,833 0 Retirement Expense 182,120,525 213,921,808 224,226,118 222,360,510 (1,865,608) Excess Retirement 217,056 211,517 211,517 211,517 0 Employee Group Insurance 71,023,455 89,832,466 96,856,250 95,734,666 (1,121,583) Retiree Health Insurance 30,740,011 30,954,145 31,414,440 31,414,440 0 OPEB Pre-Pay 13,076,146 13,077,515 13,085,332 13,085,332 0 Unemployment Insurance 271,750 534,880 1,184,405 1,168,270 (16,136) Workers Comp Insurance 12,733,331 11,143,886 11,576,313 11,442,720 (133,593) Labor Received/Provided (79,822) 193,307 0 0 0 County Summary Information   502 County of Contra Costa FY 2021-2022 Recommended Budget 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 2021-22 is $529,000,000 or 28.5% 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 $1.0 million in Debt Service revenue is programmed as operational revenue. Changes in Overall Share of General Purpose Revenue 2020-21 Recommended Share of Total 2021-22 Recommended Share of Total Agriculture-Weights/Measures 2,500,000 0.5% 2,393,000 0.5% Animal Services 4,500,000 0.9% 4,112,000 0.8% Assessor 17,000,000 3.3% 16,666,000 3.2% Auditor-Controller 3,550,000 0.7% 3,309,000 0.6% Board Of Supervisors 7,260,000 1.4% 7,316,000 1.4% Capital Improvements 16,500,000 3.3% 14,850,000 2.8% Central Support Services: 7,022,000 1.4% 7,760,000 1.5% Clerk-Recorder Elections 6,000,000 1.4% 5,600,000 1.1% Conflict Defense Services 5,400,000 1.2% 5,561,000 1.1% Conservation & Development 785,000 0.2% 682,000 0.1% Contingency Reserve 10,000,000 2.0% 10,000,000 1.9% County Administrator 8,116,000 1.5% 6,750,000 1.3% County Counsel 1,450,000 0.4% 1,305,000 0.2% Crockett-Rodeo Revenues 560,000 0.1% 560,000 0.1% Debt Service (2,500,000) (0.5%) (1,000,000) (0.2%) Department Of Information Technology 95,000 <0.1% 86,000 <0.1% District Attorney 23,180,000 4.4% 21,730,000 4.1% Employee/Retiree Benefits 3,694,000 1.1% 2,796,000 0.5% Employment and Human Services 31,000,000 5.5% 26,073,000 4.9% Health Services 158,356,000 27.3% 162,456,000 30.7% Human Resources 2,750,000 0.6% 2,613,000 0.5% Justice System Development/Planning 1,790,000 0.4% 1,000,000 0.2% Probation 44,500,000 8.9% 45,000,000 8.5% Public Defender 29,310,000 5.4% 30,548,000 5.8% Public Works 27,200,000 5.5% 30,552,000 5.8% Sheriff-Coroner 101,605,000 19.8% 104,668,000 19.8% Superior Court Related Functions 11,320,000 2.3% 11,506,000 2.2% Treasurer-Tax Collector 2,675,000 0.5% 2,633,000 0.5% Veterans Service 1,325,000 0.2% 1,475,000 0.3% General Purpose Revenue 526,943,000 100.0% 529,000,000 100.0%  County Summary Information      County of Contra Costa FY 2021-2022 Recommended Budget 503 GENERAL PURPOSE REVENUE DISTRIBUTION (continued) The following table compares the Recommended Budget’s share of General Purpose and Debt Service Revenue between Departments 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 2021-22 Baseline Budget. Detailed recommendations are identified within each departmental write-up and summarized in the Countywide Program Modifications List found on Page 505. Comparison of Share between Baseline and Recommended Budget 2021-22 Baseline Share of Total 2021-22 Recommended Share of Total Agriculture-Weights/Measures 2,393,000 0.4% 2,393,000 0.5% Animal Services 4,112,000 0.8% 4,112,000 0.8% Assessor 17,797,417 3.3% 16,666,000 3.2% Auditor-Controller 4,192,940 0.8% 3,309,000 0.6% Board Of Supervisors 7,316,000 1.4% 7,316,000 1.4% Capital Improvements 14,850,000 2.8% 14,850,000 2.8% Central Support Services: 7,760,000 1.4% 7,760,000 1.5% Clerk-Recorder Elections 5,600,000 1.0% 5,600,000 1.1% Conflict Defense Services 5,561,000 1.0% 5,561,000 1.1% Conservation & Development 682,000 0.1% 682,000 0.1% Contingency Reserve 10,000,000 1.9% 10,000,000 1.9% County Administrator 6,750,000 1.3% 6,750,000 1.3% County Counsel 1,305,000 0.2% 1,305,000 0.2% Crockett-Rodeo Revenues 560,000 0.1% 560,000 0.1% Debt Service (1,000,000) (0.2%) (1,000,000) (0.2%) Department Of Information Technology 86,000 <0.1% 86,000 <0.1% District Attorney 22,368,000 4.2% 21,730,000 4.1% Employee/Retiree Benefits 2,796,000 0.5% 2,796,000 0.5% Employment and Human Services 28,794,194 5.4% 26,073,000 4.9% Health Services 162,456,000 30.2% 162,456,000 30.7% Human Resources 2,613,000 0.5% 2,613,000 0.5% Justice System Development/Planning 1,000,000 0.2% 1,000,000 0.2% Probation 45,681,000 8.5% 45,000,000 8.5% Public Defender 30,548,000 5.7% 30,548,000 5.8% Public Works 30,552,000 5.7% 30,552,000 5.8% Sheriff-Coroner 107,303,000 19.9% 104,668,000 19.8% Superior Court Related Functions 11,506,000 2.1% 11,506,000 2.2% Treasurer-Tax Collector 2,822,969 0.5% 2,633,000 0.5% Veterans Service 1,475,000 0.3% 1,475,000 0.3% 537,880,520 1 100.0% 529,000,000 100.0% 1 The difference between the total Baseline Budget and total General Purpose Revenue is the funding augmentation/program reductions described in the individual Department narratives beginning on Page 33. County Summary Information   504 County of Contra Costa FY 2021-2022 Recommended Budget GENERAL PURPOSE REVENUE DISTRIBUTION (Continued) The majority of General Purpose and Debt Service Revenue is allocated to a handful of County Departments/Program areas; in fact, 85.5% of our General Purpose and Debt Service Revenue is spent in just nine departments. The table below also shows the ranking of Department/Program share (including Appropriations for Contingencies) of General Purpose Revenue. Ranking of Department Share of General Purpose Revenue 2021-22 Baseline Share of Total 2021-22 Recommended Share of Total Health Services 162,456,000 30.2% 162,456,000 30.7% Sheriff-Coroner 107,303,000 19.9% 104,668,000 19.8% Probation 45,681,000 8.5% 45,000,000 8.5% Public Works 30,552,000 5.7% 30,552,000 5.8% Public Defender 30,548,000 5.7% 30,548,000 5.8% 85.5 Employment and Human Services 32,694,194 5.4% 26,073,000 4.9% District Attorney 22,368,000 4.2% 21,730,000 4.1% Assessor 17,797,417 3.3% 16,666,000 3.2% Capital Improvements 14,850,000 2.8% 14,850,000 2.8% Superior Court Related Functions 11,506,000 2.1% 11,506,000 2.2% Contingency Reserve 10,000,000 1.9% 10,000,000 1.9% Central Support Services: 7,760,000 1.4% 7,760,000 1.5% Board Of Supervisors 7,316,000 1.4% 7,316,000 1.4% County Administrator 6,750,000 1.3% 6,750,000 1.3% Clerk-Recorder Elections 5,600,000 1.0% 5,600,000 1.1% Conflict Defense Services 5,561,000 1.0% 5,561,000 1.1% Animal Services 4,112,000 0.8% 4,112,000 0.8% Auditor-Controller 4,192,940 0.8% 3,309,000 0.6% Employee/Retiree Benefits 2,796,000 0.5% 2,796,000 0.5% 14.5% Treasurer-Tax Collector 2,822,969 0.5% 2,633,000 0.5% Human Resources 2,613,000 0.5% 2,613,000 0.5% Agriculture-Weights/Measures 2,393,000 0.4% 2,393,000 0.5% Veterans Service 1,475,000 0.3% 1,475,000 0.3% County Counsel 1,305,000 0.2% 1,305,000 0.2% Justice System Development/Planning 1,000,000 0.2% 1,000,000 0.2% Conservation & Development 682,000 0.1% 682,000 0.1% Crockett-Rodeo Revenues 560,000 0.1% 560,000 0.1% Department Of Information Technology 86,000 <0.1% 86,000 <0.1% Debt Service (1,000,000) (0.2%) (1,000,000) (0.5%) 537,880,520 1 100.0% 529,000,000 100.0% 1 The difference between the total Baseline Budget and total General Purpose Revenue is the funding augmentation described in the individual Department narratives beginning on Page 33.  County Summary Information      County of Contra Costa FY 2021-2022 Recommended Budget 505 General Fund Program Modifications Summary The following table provides a summary of recommended service additions and/or reductions by department and program. Recommended reductions are generally required to meet General Purpose Revenues allocations (as shown on previous page). Funding augmentations are described in individual Department narratives. Order Reference to Mand/Disc List Program Name Services FTE Net County Cost Impact Impact Assessor 1 1-5 All divisions Salaries and Benefits 0.0 (1,131,417) Formalize existing Vacancy Factor, which will require the department to manage the filling of staff vacancies. Total 0.0 (1,131,417) Auditor-Controller 1 1-6 All divisions Salaries and Benefits 0.0 (883,940) Formalize existing Vacancy Factor, which will require the department to manage the filling of staff vacancies. Total 0.0 (883,940) County Administrator 1 5 Office of Racial Equity and Social Justice Salaries and benefits 0.0 600,000 Increase funding for newly established Office. 2 5 Office of Racial Equity and Social Justice Revenue 0.0 600,000 Budget Measure X Revenue. 3 1 Measure X Administrative costs for new tax Measure X 0.0 65,000 Increase Non-County Professionalized Services. 4 1 Measure X Revenue 65,000 Budget Measure X Revenue. Total 0.0 0 Dept of Information Technology 1 2 Information Security Salaries and Benefits 1.0 118,040 Add 1 Network Technician. 2 2 Information Security Expenditure Transfers 0.0 118,040 Increase revenue from customers based on requests for service. 3 3 Network Services Salaries and Benefits 1.0 118,040 Add 1 Network Technician. 4 3 Network Services Expenditure Transfers 0.0 118,040 Increase revenue from customers based on requests for service. Total 2.0 0 County Summary Information   506 County of Contra Costa FY 2021-2022 Recommended Budget Order Reference to Mand/Disc List Program Name Services FTE Net County Cost Impact Impact District Attorney 1 1 Mainline Prosecution Salary and Benefits 0.0 (658,000) Increase existing vacancy factor, which will require the department to manage the filling of staff vacancies. 2 2 Special Prosecution Salary and Benefits 1.0 240,000 Add one Senior Inspector. 3 2 Special Prosecution Salary and Benefits 0.0 (120,000) Decrease temporary salaries. 4 2 Special Prosecution Revenue 0.0 120,000 Increase in intergovernmental revenue. 5 5 Administration Salary and Benefits (1.0) (90,000) Delete one vacant Account Clerk – Advanced Level. 6 5 Administration Salary and Benefits 1.0 110,000 Add one Administrative Services Assistant II. Total 0.0 (638,000) Employment and Human Services 1 1 Administrative Services Salaries and Benefits 0.0 (623,724) Establish a vacancy factor which will require the bureau to manage filling staff vacancies. 2 1 Administrative Services Expenditure Transfers 0.0 623,723 Decrease in overhead charges out to other program bureaus. 3 2 Children & Family Services Salaries and Benefits 0.0 (1,643,978) Increase vacancy factor - will require the bureau to manage filling staff vacancies. 4 2 Children & Family Services Expenditure Transfers 0.0 (668,962) Decrease in overhead in Children & Family Services. 5 11 Aging & Adult Services Expenditure Transfers 0.0 11,850 Increase in overhead in Aging & Adult Services. 6 18, 31 Workforce Services Salaries and Benefits 0.0 508 Accounting adjustments to Salaries and Benefits costs. 7 18, 28, 31 Workforce Services Expenditure Transfers 0.0 33,389 Increase in overhead in Workforce Services. 8 28 Workforce Services CalFresh 0.0 454,000 Additional revenue for CalFresh. Total 0.0 (2,721,194)  County Summary Information      County of Contra Costa FY 2021-2022 Recommended Budget 507 Order Reference to Mand/Disc List Program Name Services FTE Net County Cost Impact Impact Health Services 1 27 Alcohol and Other Drugs Salaries and Benefits 1.8 243,832 Additional positions for program and system administrative support services. 2 26,27 Alcohol and Other Drugs Expenditure Transfers 0.0 (153,831) Increase of reimbursements from EHSD for CalWorks related services. 3 27 Alcohol and Other Drugs Additional State revenues for FY 2021- 22 0.0 90,001 Increase of State Aid Short-Doyle funding to fund additional 1.8 FTEs in AODS. 4 28 Health, Housing and Homeless Services Salaries and Benefits 1.0 279,000 Additional position to support Coordinated Entry referrals and assistance requests. 5 28 Health, Housing and Homeless Services Additional State revenues for FY 2021- 22 0.0 279,000 Increase of Administrative State Health miscellaneous revenues to fund additional 1.0 FTE in H3. 6 47 Detention Facility Programs Salaries and Benefits 30.6 0 Additional positions to augment acute psychiatric unit and medical and mental health remedial plan. Position costs will be absorbed within existing baseline appropriations. 7 50 Conservatorship/ Guardianship Salaries and Benefits 1.0 80,453 Additional position to support timeliness and throughput of coordination requests and fee collections. 8 50 Conservatorship/ Guardianship Additional State revenues for FY 2021- 22 0.0 80,453 Increase of Administrative State Health miscellaneous revenues to fund additional 1.0 FTE in Conservatorship/ Guardianship. Total 34.4 0 Probation 1 18 Administration Increase Vacancy Factor 0.0 (100,361) This vacancy factor is equivalent to one Clerk Specialist position. This can be achieved through the consolidation of job duties. 2 14 Field Support Services Increase Vacancy Factor 0.0 (249,967) This vacancy factor is equivalent to two Clerk Senior Level positions. This can be achieved through the consolidation of job duties. 3 8 Adult Investigations and Supervision Increase Vacancy Factor 0.0 (330,672) This vacancy factor is equivalent to two Deputy Probation Officer positions. This may prevent the department from reducing caseload sizes to industry standards. Total 0.0 (681,000) County Summary Information   508 County of Contra Costa FY 2021-2022 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 6.0 703,757 Add three (3) Carpenters, one, (1) Steamfitter, one (1) Painter, one (1) Electronic Systems Specialist, and one (1) Clerk-Experienced Level; Delete one (1) Materiel Manager. 2 3 Facilities Maintenance Expenditure Transfers 0.0 (703,757) Increase revenue from customers based on requests for service. 3 11 Fleet Services - Internal Service Fund Salaries and benefits 3.0 348,736 Add one (1) Lead Fleet Technician and two (2) Equipment Services Workers to expand shift hours for additional preventative maintenance services. 4 11 Fleet Services - Internal Service Fund Revenue 0.0 348,736 Increase revenue from customers based on requests for service. Total 9.0 0 Sheriff's Office 1 7 Unincorporated Patrol Salaries and Benefits 0.0 (2,635,000) Increase vacancy factor – will require the department to manage the filling of staff vacancies. 2 24 Martinez Detention Facility Salary and Benefits 10.0 0 Add 10 Deputy Sheriff positions to augment detention staffing in the acute psychiatric unit and for suicide prevention. The cost of these positions will be absorbed within existing baseline appropriations. Total 10.0 (2,635,000) Treasurer-Tax Collector 1 1-3 All divisions Salary and Benefits 0.0 (189,969) Establish Vacancy Factor, which will require the department to manage filling staff vacancies. Total 0.0 (189,969)  County Summary Information      County of Contra Costa FY 2021-2022 Recommended Budget 509 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. 2021-22 2021-22 Baseline Recommended Difference County Departments Agriculture-Weights/Measures 7,072,000 7,072,000 0 Animal Services 11,979,000 11,979,000 0 Assessor 22,586,417 21,455,000 (1,131,417) Auditor-Controller 11,384,940 10,501,000 (883,940) Board Of Supervisors 8,485,000 8,485,000 0 Capital Improvements 16,274,000 16,274,000 0 Central Support Services: 14,569,000 14,569,000 0 Child Support Services 18,691,000 18,691,000 0 Clerk-Recorder Elections 26,360,000 26,360,000 0 Conservation & Development 97,104,000 97,104,000 0 Contingency Reserve 10,000,000 10,000,000 0 County Administrator 9,981,000 10,646,000 665,000 County Counsel 7,392,000 7,392,000 0 Conflict Defense Services 5,561,000 5,561,000 0 Crockett-Rodeo Revenues 560,000 560,000 0 Debt Service 50,142,000 50,142,000 0 Department Of Information Technology 8,496,000 8,496,000 0 District Attorney 52,441,000 51,923,000 (518,000) Employee/Retiree Benefits 2,830,000 2,830,000 0 Employment and Human Services 566,510,194 564,243,000 (2,267,194) Health Services 2,164,344,045 2,164,793,500 449,455 Human Resources 11,605,000 11,605,000 0 Justice System Development/Planning 7,874,550 7,874,550 0 Library 36,111,000 36,111,000 0 Probation 96,543,000 95,862,000 (681,000) Public Defender 36,625,000 36,625,000 (0) Public Safety Realignment 191,808,000 191,808,000 0 Public Works 273,375,264 273,724,000 348,736 Sheriff-Coroner 276,383,000 273,748,000 (2,635,000) Superior Court Related Functions 17,206,000 17,206,000 0 Treasurer-Tax Collector 6,047,969 5,858,000 (189,969) Veterans Service 1,757,000 1,757,000 0 Total County 4,068,098,379 4,061,255,050 (6,843,329) Special Districts CCC Fire Protection District 215,896,000 218,037,000 2,141,000 CCCFPD EMS Transport Fund 53,000,000 53,000,000 0 Crockett/Carquinez Fire 1,006,000 1,006,000 0 Special Districts (Other Than Fire) 260,442,080 260,442,080 0 Appropriations Grand Total 4,598,442,459 4,593,740,130 (4,702,329) County Summary Information   510 County of Contra Costa FY 2021-2022 Recommended Budget 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: $4.06 Billion   GENERAL FUND: $1.85 Billion General, $234,330,000 , 6% Public Protection, $688,356,550 , 17% Health & Sanitation, $2,128,641,500 , 53% Public Assistance, $742,649,000 , 18% Education, $36,111,000 , 1% Public Ways & Facilities, $171,025,000 , 4% Debt Service, $50,142,000 , 1%Appropriations for Contingencies, $10,000,000 , <1% General, $209,424,000 , 11% Public Protection, $523,736,000 , 28% Health & Sanitation, $500,514,500 , 27% Public Assistance, $561,069,000 , 30% Public Ways & Facilities, $48,845,000 , 3% Appropriations for Contingencies, $10,000,000 , 1%  County Summary Information      County of Contra Costa FY 2021-2022 Recommended Budget 511 POSITION SUMMARY All County Funds The table below provides FTE positions for all funds for two prior years (2018-19 and 2019-20 Actuals), current year (2020-21 Budget), Projected Year (2021-22 Baseline), and for the 2021-22 Recommended Budget. Baseline 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. Department of Information Technology an increase of 2.0 FTE, District Attorney an increase of 1.0 FTE, Health Services an increase of 34.4 FTE, Public Works an increase of 9.0 FTE, Sheriff-Coroner an increase of 10.0 FTE and Contra Costa County Fire Protection District an increase of 4.0 FTE. Of the 60.4 added FTE, 53.4 FTE are added in the General Fund. 2018-19 Actuals 2019-20 Actuals 2020-21 Budget 2021-22 Baseline 2021-22 Recommended Net Change County Departments Agriculture-Weights/Measures 44.6 45.6 44.3 44.3 44.3 0.0 Animal Services 77.0 77.0 71.0 71.0 71.0 0.0 Assessor 122.0 112.0 112.0 112.0 112.0 0.0 Auditor-Controller 60.0 60.0 60.0 60.0 60.0 0.0 Board Of Supervisors 32.3 31.8 31.8 31.8 31.8 0.0 Central Support Services 44.0 43.0 43.0 43.0 43.0 0.0 Child Support Services 144.0 152.0 143.0 134.0 134.0 0.0 Clerk-Recorder Elections 82.5 81.5 81.5 81.5 81.5 0.0 Conservation & Development 177.0 189.0 188.0 191.0 191.0 0.0 County Administrator 34.0 36.3 33.3 34.6 34.6 0.0 County Counsel 52.0 52.0 52.0 52.0 52.0 0.0 Dept of Information Technology 84.0 85.0 88.0 88.0 90.0 2.0 District Attorney 221.5 223.6 225.6 225.6 226.6 1.0 Employ’t and Human Services 1,902.5 1,852.0 1,872.0 1,900.0 1,900.0 0.0 Health Services 3,917.1 3,879.7 3,987.5 4,041.4 4,075.8 34.4 Human Resources 52.0 51.0 50.0 50.0 50.0 0.0 Justice System Dev/Planning 5.0 5.0 5.0 5.0 5.0 0.0 Library 200.7 204.3 194.5 192.5 192.5 0.0 Probation 367.5 330.5 334.5 338.5 338.5 0.0 Public Defender 137.1 145.0 145.0 145.0 145.0 0.0 Public Works 542.8 549.0 550.0 550.0 559.0 9.0 Sheriff-Coroner 1,058.5 1,062.5 1,087.5 1,087.5 1,097.5 10.0 Treasurer-Tax Collector 29.5 30.5 30.5 30.5 30.5 0.0 Veterans Service 9.5 10.0 11.0 11.5 11.5 0.0 Total County FTE 9,397.0 9,308.2 9,440.9 9,520.6 9,577.0 56.4 Special Districts CCC Fire District-Consolidated 397.6 413.6 418.6 418.6 422.6 4.0 CCCFPD Ems Transport Fund 11.0 12.0 13.0 13.0 13.0 0.0 Special Districts (Not Fire) 17.0 17.0 17.0 17.0 17.0 0.0 All Funds FTE 9,822.6 9,750.8 9,889.5 9,969.2 10,029.6 60.4 County Summary Information   512 County of Contra Costa FY 2021-2022 Recommended Budget POSITION SUMMARY General Fund The table below provides FTE positions for the General Fund for two prior years (2018-19 and 2019-20 Actuals), current year (2020-21 Budget), Projected Year (2021-22 Baseline), 2021-22 Recommended Budget, and net change from Baseline to Recommended. These figures are independently rounded by Department. 2018-19 2019-20 2020-21 2021-22 2021-22 Net Actuals Actuals Budget Baseline Recommended Change General Fund Departments Agriculture-Weights/Measures 44.6 45.6 44.3 44.3 44.3 0.0 Animal Services 77.0 77.0 71.0 71.0 71.0 0.0 Assessor 122.0 112.0 112.0 112.0 112.0 0.0 Auditor-Controller 60.0 60.0 60.0 60.0 60.0 0.0 Board Of Supervisors 32.3 31.8 31.8 31.8 31.8 0.0 Central Support Services 44.0 43.0 43.0 43.0 43.0 0.0 Clerk-Recorder Elections 71.5 70.5 70.5 70.5 70.5 0.0 Conservation & Development 3.0 5.0 4.0 4.0 4.0 0.0 County Administrator 34.0 36.3 33.3 34.6 34.6 0.0 County Counsel 52.0 52.0 52.0 52.0 52.0 0.0 Dept Of Information Tech 84.0 85.0 88.0 88.0 90.0 2.0 District Attorney 221.5 223.6 225.6 225.6 226.6 1.0 Employ’ and Human Svc 1,792.5 1,751.0 1,769.0 1,803.0 1,803.0 0.0 Health Services 1,385.7 1413.7 1,455.3 1468.9 1,503.3 34.4 Human Resources 52.0 51.0 50.0 50.0 50.0 0.0 Justice System Dev/Planning 5.0 5.0 5.0 5.0 5.0 0.0 Probation 367.5 330.5 334.5 338.5 338.5 0.0 Public Defender 137.1 145.0 145.0 145.0 145.0 0.0 Public Works 504.8 510.0 511.0 511.0 517.0 6.0 Sheriff-Coroner 1,035.5 1,039.5 1,064.5 1,064.5 1,074.5 10.0 Treasurer-Tax Collector 29.5 30.5 30.5 30.5 30.5 0.0 Veterans Service 9.5 10.0 11.0 11.5 11.5 0.0 Total General Fund FTEs 6,165.0 6,128.0 6,211.3 6,264.7 6,318.1 53.4  County Summary Information      County of Contra Costa FY 2021-2022 Recommended Budget 513 EMPLOYEE RATE OF RETIREMENT 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 March 31 in order to receive a cost-of-living adjustment from the Contra Costa County Employees’ Retirement Association. Retirements 2011-2020  0 100 200 300 400 500 600 700 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 413 308 141 208 174 156 145 181 171 208 208 81 58 91 40 64 83 89 124 99 Balance of Year Month of March County Summary Information   514 County of Contra Costa FY 2021-2022 Recommended Budget DISCUSSION OF MAJOR REVENUE SOURCES All County Funds Intergovernmental Revenue: $1.160 Billion/28.8% 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 was due to recategorizing $72.2 million from the “Charges for Services” revenue category to the “Intergovernmental” revenue category. State Aid Realignment-Sales Tax ($230.7 million): Contra Costa’s total Realignment-Sales Tax revenue is budgeted at $230.7 million, 82.3% of which is comprised of 2011 Realignment Fund revenues. The 2011 realignment plan shifted the responsibility and funding for a series of major programs from the State to local level. In total, the realignment plan provides $8.2 billion to local governments to fund various criminal justice, mental health and social services programs in the current year and $8.0 billion is estimated in FY 2021-22. In FY 2021-22, Contra Costa County’s share of community corrections base allocation will be increased; however, while our “Base” is increasing in FY 2021-22 over FY 2020-21, 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. Base Realignment revenue is projected to increase in FY 2021-22, 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 $1,150,000 $1,200,000 2016-17 Actual 2017-18 Actual 2018-19 Actual 2019-20 Actual 2020-21 Budget 2021-22 Recommended $836,367 $851,065 $914,226 $979,476 $1,060,554 $1,160,013 Intergovernmental Revenue (in thousands of dollars)  County Summary Information      County of Contra Costa FY 2021-2022 Recommended Budget 515 DISCUSSION OF MAJOR REVENUE SOURCES All County Funds Intergovernmental Revenue (continued) Federal Aid ($357.0 million): The County is projecting to receive federal aid for a variety of programs in FY 2021-22. The largest source provides support for CalWorks and CalFresh in the Employment and Human Services Department ($94.9 million), which is distributed based in part on caseload, program allocation and time studies. Some of the other programs are: adoptions ($7.2 million), child boarding homes ($9.0 million), community services administration ($47.1 million), other federal aid ($18.7 million), employment and training ($7.6 million), family maintenance ($7.2 million), miscellaneous federal health projects ($9.6 million), highway construction monies ($14.5 million), and HUD Block Grants ($34.6 million). The second largest source is Medi-Cal for mental health services ($85.05 million), which is projected based upon trend as well as State contract. State Aid Public Safety Services ($94.2 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 2021-22 due to an increase in Proposition 172 statewide sales tax receipts. The increase over the current year budgeted figures is $17.3 million. State Aid Realignment-Mental Health ($27.4 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 $8.2 billion to local governments to fund various criminal justice, mental health and social services programs in the current year and $8.0 billion is estimated in the FY 2021-22. Contra Costa’s total Realignment – Mental Health is budgeted at $27.4 million for FY 2021-22. 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. Funding has been and is expected to remain flat. Title IV-D Revenues ($18.6 million): Child Support Services Federal Family Support funds were significantly reduced in FY 2020-21, which required the lay-off of staff. Funding remains flat for the 2021-22 fiscal year. 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   516 County of Contra Costa FY 2021-2022 Recommended Budget DISCUSSION OF MAJOR REVENUE SOURCES All County Funds Hospital/Health Plan Revenue: $1.495 Million/37.18% 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 ($801.9 million): The budgeted revenue anticipates enrollment of the State of California Medi-Cal recipients into the County Managed Care two plan model. The member month and market share projections are developed based upon statewide data and modified based upon historical trends. The anticipated monthly capitated payment amount is based on State contracted rates. The projected member months multiplied by the State contract rate produce the budgeted revenue. Medi-Cal Reimbursement ($299.7 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 ($97.1 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 2016-17 Actual 2017-18 Actual 2018-19 Actual 2019-20 Actual 2020-21 Budget 2021-22 Recommended $1,432,207 $1,523,875 $1,561,056 $1,577,119 $1,509,903 $1,495,307 Hospital/Health Plan Enterprise Fund Revenue (in thousands of dollars)  County Summary Information      County of Contra Costa FY 2021-2022 Recommended Budget 517 DISCUSSION OF MAJOR REVENUE SOURCES All County Funds Hospital/Health Plan Revenue (continued) Miscellaneous Hospital Revenue ($103.6 million): The County Hospital and Clinics are expected to receive in excess of $103.6 million in miscellaneous revenues in FY 2021-22. 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, FY 2018-19 they were $74.1 million, and $152.8 million in FY 2019-20. The largest source of these revenues is from Public Hospital Redesign and Incentive in Medi-Cal (PRIME). Included in these total revenues ($103.6 million) are $1.82 million from pharmaceutical rebates and payment for services, that are budgeted in the HMO Enterprise Community Plan Fund. All of the revenues are projected from a variety of sources within the Health Services Finance unit. Contra Costa Health Plan Premiums ($68.1 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 ($40.4 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   518 County of Contra Costa FY 2021-2022 Recommended Budget 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 2016-17 Actual 2017-18 Actual 2018-19 Actual 2019-20 Actual 2020-21 Budget 2021-22 Recommended $27,436 $26,074 $27,290 $60,214 $77,231 $77,231 Hospital Enterprise Fund Subsidy Revenue (in thousands of dollars)  County Summary Information      County of Contra Costa FY 2021-2022 Recommended Budget 519 DISCUSSION OF MAJOR REVENUE SOURCES All County Funds Taxes: $508.6 Million/12.65% 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 ($310.7 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. Proposition 19, which passed in 2020, increases the property tax burden on owners of inherited property in favor of providing expanded property tax benefits to homeowners ages 55 years and older, disabled homeowners, and victims of wildfires and natural disasters. Currently it is too early to estimate the impact Proposition 19 will have on assessed value in Contra Costa; however, if Contra Costa is an “in-flow” county for base value transfers, the taxable value for the county may flatten or decrease. Although there is a back fill component in the proposition, it is dependent on increased revenues and is not guaranteed. Contra Costa relies on a consulting firm to project Property Tax growth. The County Administrator’s Office analyzed this information and is recommending budgeting 4.0% growth over current year projections from this revenue source. $325,000 $350,000 $375,000 $400,000 $425,000 $450,000 $475,000 2016-17 Actual 2016-17 Actual 2018-19 Actual 2019-20 Actual 2020-21 Budget 2021-22 Recommended $411,531 $431,636 $460,885 $481,780 $493,056 $508,668 Taxes (in thousands of dollars) County Summary Information   520 County of Contra Costa FY 2021-2022 Recommended Budget DISCUSSION OF MAJOR REVENUE SOURCES All County Funds Taxes Revenue (continued) Property Tax In-Lieu of Vehicle License Fees ($150.5 million): A portion of Property Tax revenue is Property Tax In-Lieu of Vehicle License Fees (VLF). The VLF is a tax on the ownership of a registered vehicle in place of taxing vehicles as personal property. By law, all revenues from the VLF fund city and County services, but the State legislature controls the tax rate and the allocation among local governments. In 2004, the legislature permanently reduced the VLF tax rate and eliminated state general fund backfill to cities and counties. Instead, cities and counties now receive additional transfers of property tax revenues in lieu of VLF. The County Administrator’s Office is projecting 4.0% growth in VLF for FY 2021-22 based on property tax projections. Sales and Use Tax/In-Lieu Sales and Use Tax ($15.6 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. 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. Contra Costa relies on a consulting firm to project Sales and Use Tax. The FY 2021-22 Recommended Budget is projecting flat sales taxes. It is important to note that Measure X sales tax dollars described in the Overview on Page 16 are not included in these figures.  County Summary Information      County of Contra Costa FY 2021-2022 Recommended Budget 521 DISCUSSION OF MAJOR REVENUE SOURCES All County Funds Other Major Revenues: $780.3 Million/19.94% 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 was due to recategorizing $72.2 million from the “Charges for Services” revenue category to “Intergovernmental”. License/Permits/Franchises ($32.6 million): The majority of the County’s revenues in this category come from construction permits ($15.9 million), franchise fees ($9.6 million), landfill surcharges ($2.6 million), and animal licenses ($1.6 million). All of these revenue projections are based upon very recent trend analysis as historic figures tend to project higher than can reasonably be anticipated. Fines/Forfeits/Penalties ($28.5 million): The majority of the County’s fines are from general fines ($2.9 million), miscellaneous penalties ($2.7 million), vehicle code fines ($0.9 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. The transfer was not made in FY 2019-20. Use of Money and Property ($14.4 million): These revenues are generated from monies earned on cash deposits, bond proceeds and other investments. They include amortization of premiums and discounts on debt securities and interest income on leases. Investment earnings on bank deposits and other forms of investment include interest, dividends and change in the fair value of investments. The largest revenues in this category are $7.6 million from earnings on investments, $4.5 million from aviation operations/rent and concessions from the Buchanan Airport, and $2.5 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 2016-17 Actual 2017-18 Actual 2018-19 Actual 2019-20 Actual 2020-21 Budget 2021-22 Recommended $693,073 $743,347 $808,124 $767,105 $770,605 $780,353 Other Major Revenues (in thousands of dollars) County Summary Information   522 County of Contra Costa FY 2021-2022 Recommended Budget DISCUSSION OF MAJOR REVENUE SOURCES All County Funds Other Major Revenues (continued) Charges for Services ($218.0 million): Fourteen of the 86 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 $42.2 million, $5.7 for city contracts for animal services, and $11.9 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 $27.0 million and are based upon current contracts to cover projected actual expenditures. The County also expects to receive $23.5 million from health inspection fees ($18.4 million) and miscellaneous health fees ($51. million), $8.5 million in recording fees, $8.9 million in assessment collections, $7.3 million from planning and engineering services, $5.5 million for communication services, and $5.0 million for miscellaneous current services in FY 2021-22. These revenue projections are based upon recent County trends. Miscellaneous Revenue ($486.6 million): Over $389.9 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 ($12.5 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 2021-22 and are based upon planned future projects. The second largest miscellaneous revenues at $52.2 million are contributions from other funds. Of this amount, $50.0 million is budgeted for the principal and interest costs for the Pension Obligation Bonds for employee retirement liabilities ($47.3 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, P age 119).  County Summary Information      County of Contra Costa FY 2021-2022 Recommended Budget 523 REVENUES BY TYPE All County Funds 2018-19 2019-20 2020-21 2021-22 2021-22 Account Name Actuals Actuals Budget Recommend Change Medicare Contr Allowance (149,044,536) (120,340,871) 0 0 0 Medicare RHS/IP 192,852,075 158,228,852 43,802,311 40,454,000 (3,348,311) Medicare Patient Services 43,807,539 37,887,981 43,802,311 40,454,000 (3,348,311) Medi-Cal Contr Allowance 210,293,359 137,063,813 0 0 0 Medi-Cal RHS/IP 128,227,342 121,854,373 296,508,565 299,748,000 3,239,435 Medi-Cal Patient Services 338,520,701 258,918,185 296,508,565 299,748,000 3,239,435 Health Plan Contr Allowance (285,303,840) (242,565,779) 0 0 0 Health Plan RHS/IP 396,872,402 340,277,172 111,927,074 97,135,000 (14,792,074) Hlth Plan Patient Svcs 111,568,562 97,711,393 111,927,074 97,135,000 (14,792,074) Bad Debt Allowance (43,618,945) (42,653,591) 0 0 0 Commercial RHS/IP 39,591,793 34,685,683 8,444,330 12,192,000 3,747,670 Individual RHS/IP 13,943,814 16,156,067 0 0 0 Private Pay Patient Svcs 9,916,662 8,188,159 8,444,330 12,192,000 3,747,670 Interdept Contr Allowance (3,165,528) (2,759,376) 0 0 0 Interdept RHS/IP 7,275,321 6,060,424 3,565,338 3,000,000 (565,338) Interdept Patient Svcs 4,109,793 3,301,048 3,565,338 3,000,000 (565,338) Other Contr Allowance (1,082,436) (732,536) 0 0 0 Other RHS/IP 1,082,436 732,536 0 0 0 Other Patient Svcs 0 0 0 0 0 Cafeteria Receipts 485,677 339,456 419,365 201,404 (217,961) Education & Training Chgs 12,543 7,893 9,107 2,128 (6,979) Equipment Trade-In Sales 139,000 0 0 0 0 Gain on Dsp Sl-Fxd Assets 12,648 0 0 0 0 Grants & Donations 11,796,952 74,708,552 15,147,578 16,997,607 1,850,029 Interfund Trans-PFA/Hosp 22,122 1,148,987 0 0 0 Medical Records Charges 183,392 163,115 180,365 116,469 (63,896) Miscel Hospital Revenue 62,309,964 69,367,213 68,014,041 79,629,066 11,615,025 Occupancy & Rental Charges 79,150 78,105 78,105 78,105 0 Other External Hosp Rev 1,939,580 1,875,852 1,939,580 1,977,926 38,346 Sale of Scrap 12,540 0 0 0 0 SB 1732-MCAL CRRP Reimbursement (2,801,539) 5,166,802 5,164,149 4,652,295 (511,854) Other Hospital Revenues 74,192,031 152,855,975 90,952,290 103,655,000 12,702,710 Charges to A/DA/Mental Health 36,316,184 32,080,962 29,810,480 31,808,388 1,997,908 Charges to Environmental Health 675,772 675,772 675,772 675,772 0 Chg to Other County Depts 1,275,923 1,320,847 1,236,646 1,315,840 79,194 Charges To Gen Fund Units 38,267,879 34,077,580 31,722,898 33,800,000 2,077,102 CC Health Plan Premiums 61,799,080 62,950,308 68,613,546 68,155,303 (458,243) Interest Earnings 4,424,737 2,178,127 2,000,000 2,000,000 0 Medi-Care Fed Premiums 1,640,785 0 0 0 0 Other External Plan Rev 5,490,169 6,389,672 1,379,150 1,385,697 6,547 PHP/Medi-Cal Premiums 860,799,328 884,940,895 820,223,229 801,960,000 (18,263,229) Realignment VLF Revenue 5,557,557 21,299,389 22,100,646 22,100,646 0 St Aid Realignment-Health-Ent 0 6,344,612 7,701,834 9,643,354 1,941,520 County Summary Information   524 County of Contra Costa FY 2021-2022 Recommended Budget REVENUES BY TYPE All County Funds 2018-19 2019-20 2020-21 2021-22 2021-22 Account Name Actuals Actuals Budget Recommend Change External Health Plan Revenue 939,711,655 984,103,003 922,018,405 905,245,000 (16,773,405) Health Plan Subsidy 3,986,288 3,986,288 3,986,000 3,986,000 0 Hospital Subsidy 23,303,628 56,228,087 73,245,000 73,245,000 0 Enterprise Fund Subsidy 27,289,916 60,214,375 77,231,000 77,231,000 0 Bond Interest 78,433 77,592 78,434 78,000 (434) Rentals and Leases 882,897 (1,684) 882,897 0 (882,897) Schools Funds Revenue 961,331 75,908 961,331 78,000 (883,331) Prop Taxes-Curr Secured 275,312,422 291,110,250 297,711,923 310,770,230 13,058,307 Prop Taxes-Curr Unsecurred 8,210,495 8,543,426 8,040,065 8,291,150 251,085 Prop Tax-In Lieu of VLF 131,135,788 138,041,536 144,000,000 150,500,000 6,500,000 Prop Tax-Supplemental 6,902,571 5,457,805 5,715,247 3,550,933 (2,164,314) Prop Tax-Unitary 8,979,626 8,592,479 8,574,558 8,635,687 61,129 Taxes Current Property 430,540,903 451,745,496 464,041,793 481,748,000 17,706,207 Aircraft Tax 445,500 588,954 600,000 600,000 0 Cannabis Business Tax 13,819 43,397 60,000 60,000 0 Prop Taxes-Prior-Secured (376,736) (467,230) (437,409) (448,206) (10,797) Prop Taxes-Prior-Unsecured 208,882 22,710 71,651 22,826 (48,825) Prop Tax-Prior Supplemntl (289,286) (287,091) (280,017) (279,620) 397 Real Property Transfer Tax 10,260,666 10,265,991 10,500,000 10,500,000 0 Sales and Use Tax 16,646,857 16,697,482 15,000,000 15,665,000 665,000 Transient Occupancy Tax 3,434,035 3,170,152 3,500,000 800,000 (2,700,000) Taxes Other Than Cur Prop 30,343,738 30,034,365 29,014,225 26,920,000 (2,094,225) Animal Licenses 1,384,714 1,477,348 1,600,000 1,600,000 0 Business Licenses 922,726 838,670 791,500 841,500 50,000 Construction Permits 13,154,101 11,784,005 15,645,128 15,957,962 312,834 Franchise 2,116,828 2,159,120 2,300,000 2,220,000 (80,000) Franchises 5,102,343 4,842,224 4,558,500 4,909,000 350,500 Franchises - Cable TV 2,335,842 2,317,200 2,387,514 2,490,000 102,486 Franchises - Landfill Srchg 2,727,245 2,681,183 2,800,000 2,600,000 (200,000) Other Licenses & Permits 454,381 336,549 355,250 376,500 21,250 Road Privlges & Permits 547,959 1,198,845 950,000 950,000 0 Specific Plan Fees 344,513 276,133 356,012 372,038 16,026 Zoning Permits 370,035 272,473 380,000 380,000 0 License/Permit/Franchises 29,460,689 28,183,750 32,123,904 32,697,000 573,096 Consumer Fraud Damages 4,550 3,500 510,000 510,000 0 Crime Prevention Fines 73 10 50 50 0 Drinking Driver-AB 2086 40,946 31,218 34,422 20,428 (13,994) Failure to Appear Fines 540 662 150 30 (120) Failure to File Penalty 16,586 11,969 0 0 0 Fish and Game Fines 207,919 45,174 133,000 136,000 3,000 General Fines 3,813,083 3,525,967 4,002,793 2,909,610 (1,093,184) Misc Forfeits & Penalties 2,782,171 2,399,755 2,495,816 2,790,317 294,501 Parking Fines 590,380 471,931 340,000 131,000 (209,000) Penalty & Costs - Dlnqt Tax 1,000,411 1,103,636 1,023,000 1,076,000 53,000 Restricted Litter Fines 392 1,181 0 0 0  County Summary Information      County of Contra Costa FY 2021-2022 Recommended Budget 525 REVENUES BY TYPE All County Funds 2018-19 2019-20 2020-21 2021-22 2021-22 Account Name Actuals Actuals Budget Recommend Change Sanctions-Courts (250) 0 0 0 0 St Pnlty Fd POC VC 40611 38,785 31,691 38,500 30,000 (8,500) Tax Losses Reserve Refund 0 0 20,000,000 20,000,000 0 Unrestricted Litter Fines 2,763 1,526 500 70 (430) Vehicle Code Fines 1,180,855 1,280,843 1,063,550 966,640 (96,911) Vehicle Code Priors 12,948 2,529 3,000 0 (3,000) Fines/Forfeits/Penalties 9,692,152 8,911,591 29,644,782 28,570,145 (1,074,637) Aircraft Storage Fees 62,680 56,213 58,120 59,391 1,271 Aviatn Ops-Rent & Cncessn 4,378,041 4,602,616 4,642,609 4,509,538 (133,071) Earnings on Investment 30,466,405 25,510,386 9,257,562 7,062,380 (2,195,182) Interest on Bond Deposits 103,226 157,783 70,000 80,000 10,000 Int on Loans & Receivables 86,406 52,933 144,000 144,071 71 Other Rents 1,073,449 1,102,871 1,573,705 1,497,500 (76,205) Rent of Office Space 483,593 471,897 482,104 480,980 (1,124) Rent on Real Estate 935,336 948,190 914,481 573,520 (340,961) Use Of Money & Property 37,589,135 32,902,890 17,142,581 14,407,380 (2,735,201) Admin Federal - Other 78,147,080 74,452,762 95,569,020 94,959,880 (609,140) Admin Fed Other CWS 39,748 37,920 0 0 0 Admin-State Health Misc 35,980,126 37,806,900 54,010,158 61,258,857 7,248,699 Admin State Mcal Health Care 54,002,622 54,192,502 61,876,765 63,194,232 1,317,467 Admin State - Other 31,579,952 38,528,714 34,580,398 40,437,655 5,857,257 Admin State Out of Home Care 6,389,820 7,411,251 7,650,222 7,809,636 159,414 CCS Medical Cases Mgmt 4,210,982 4,666,000 4,160,000 4,568,929 408,929 Fed Aid Adoptions 8,038,058 8,662,106 7,096,618 7,256,359 159,741 Fed Aid Airport Construction 284,609 1,954,913 540,000 7,627,827 7,087,827 Fed Aid Child Brding Home 10,904,375 9,594,587 9,137,633 9,087,058 (50,575) Fed Aid Comm Svcs Admin 29,874,973 28,290,158 41,468,718 41,746,000 277,282 Fed Aid Crime Control 2,524,599 1,872,343 3,688,713 2,538,557 (1,150,156) Fed Aid Disaster-Rd Damage 3,273,524 0 0 314,000 314,000 Fed Aid Employ & Training 6,040,830 6,492,627 9,017,322 7,688,223 (1,329,099) Fed Aid Family Inc Mtce 3,742,384 6,623,899 8,005,244 7,299,088 (706,156) Fed Aid Family Support 18,560,307 20,442,195 18,691,000 18,691,000 0 Fed Aid Hud Block Grant 6,167,368 8,114,535 13,493,000 34,686,498 21,193,498 Fed Aid Hwy Construction 11,033,986 12,000,706 12,407,764 14,582,044 2,174,280 Fed Aid NIMH Grant 3,044,663 2,963,032 2,963,032 2,932,058 (30,974) Fed Aid Refugees 56,404 116,285 100,533 137,100 36,567 Federal in Lieu Taxes 6,324 6,609 0 0 0 Federal Medi-Cal 0 27,548,248 73,553,551 85,085,674 11,532,123 Fed Hlth Admin (MCH&3140) 3,262,670 3,339,270 3,998,674 3,986,271 (12,403) Fed Immunization Assist 281,467 266,120 299,544 299,544 0 Fed Nutrition Elderly 2,939,805 5,504,165 6,365,952 4,106,375 (2,259,577) Fed W.I.C. Program 4,529,841 4,367,796 4,313,783 4,313,783 0 Highway Users Tax Admin 20,004 20,004 20,004 20,004 0 Highway Users Tax Select 868,227 773,026 982,543 909,840 (72,703) H/O Prop Tax Relief 1,927,475 1,906,542 1,895,181 1,892,825 (2,356) Hway Users Tax Strm Drnge 52,875 52,875 52,875 52,554 (321) County Summary Information   526 County of Contra Costa FY 2021-2022 Recommended Budget REVENUES BY TYPE All County Funds 2018-19 2019-20 2020-21 2021-22 2021-22 Account Name Actuals Actuals Budget Recommend Change Hway Users Tax Unrestricted 10,494,900 9,803,946 9,383,868 10,956,495 1,572,627 Hway User Tax 5/9APPT2105 5,041,134 4,717,675 5,373,649 5,277,211 (96,438) Miscellaneous State Aid 53,980,184 50,293,824 67,190,866 60,705,694 (6,485,172) Misc Fed Health Projects 11,677,093 8,319,970 10,628,562 9,626,488 (1,002,074) Misc Government Agencies 10,105,170 15,390,085 12,666,751 15,454,339 2,787,588 Misc State Aid for Health 1,684,376 2,008,147 3,607,479 3,928,986 321,507 Other Federal Aid 12,764,940 60,696,862 24,324,285 18,770,970 (5,553,315) Other in Lieu Taxes 0 11,530 125 1,030 905 Other State in Lieu Tax 73,993 92,012 75,000 75,000 0 RDA Nonprop-Tax Pass Through 8,512,331 8,271,099 8,392,676 8,441,145 48,469 Realloc/PY Adj Admn Fed 466,576 572,027 0 0 0 Realloc/PY Adj Admn State 4,123,285 2,241,263 858,000 454,000 (404,000) St Aid-Public Safety Svcs 84,460,701 83,679,516 76,934,997 94,289,743 17,354,746 St Aid Trfc Cngstn Mgmt 19,318,579 21,003,918 22,607,614 24,206,896 1,599,282 State Adoption Assistance 1,036,526 1,277,490 1,552,385 2,262,140 709,755 State Aid Area Agency on Aging 374,697 1,163,422 1,072,613 1,192,150 119,537 State Aid Child Day Care 10,462,639 9,932,674 14,091,193 13,917,461 (173,732) State Aid Children Brding Home 1,814,367 904,858 1,179,561 634,997 (544,564) State Aid Drg AB Short-Doyle 1,969,188 140,179 1,586,525 2,455,381 868,856 State Aid Family Inc Mtce 19,016,733 23,202,169 24,697,639 25,475,223 777,584 State Aid Food/Milk Subvent 1,132,085 811,660 1,142,087 1,142,087 0 State Aid for Agriculture 2,952,487 3,042,079 3,355,689 3,454,969 99,280 State Aid for Aviation 18,305 16,351 24,300 186,173 161,873 State Aid for Civil Defense 2,607,912 1,626,752 1,549,505 1,549,505 0 State Aid for Crime Control 18,226,511 17,014,244 19,119,635 18,930,511 (189,124) State Aid for Crippled Child 3,303,132 3,760,005 3,600,000 3,376,817 (223,183) State Aid for Disaster-Other 1,088,756 1,092,748 1,000,000 1,000,000 0 State Aid Library -CLSA 100,127 160,439 74,000 82,299 8,299 State Aid Mandated Expenditures 14,190,841 4,992 0 0 0 State Aid M/H Short-Doyle 3,619,707 3,159,325 3,051,216 4,059,860 1,008,644 State Aid MH - SSI/SSP 481,519 408,937 386,074 387,041 967 State Aid Peace Off Training 511,818 790,582 576,705 624,015 47,310 State Aid Realignment-M/H 27,694,959 26,882,201 28,561,554 27,492,205 (1,069,349) State Aid Realignment-Sales Tax 210,536,784 207,308,623 196,436,437 230,711,665 34,275,228 State Aid Realignment-VLF 10,944,613 12,922,226 10,183,759 12,335,169 2,151,410 State Aid Realignment-VLF-MH 2,383,754 (1,680,324) 2,857,626 1,250,653 (1,606,973) State Aid Refugees 330 3,520 0 0 0 State Aid SEOO Programs 13,542,300 14,124,012 14,976,226 14,987,493 11,267 State Aid Transportation Proj 200,000 0 100,000 100,000 0 State Aid Veterans Affairs 214,686 272,227 237,000 157,000 (80,000) State Auto Welfare System 5,349,634 3,223,355 2,698,000 3,732,000 1,034,000 State C.H.D.P. Program 1,298,910 1,037,141 1,522,480 988,838 (533,642) State Child Abuse Prevention 0 0 39,748 37,920 (1,828) St Motor Veh In Lieu Tax 460,868 763,901 0 0 0 Substance Abuse Grants 7,114,527 9,907,448 5,899,825 6,819,060 919,235 Vehicle Theft - VLF 1,088,868 1,092,855 1,000,000 1,000,000 0  County Summary Information      County of Contra Costa FY 2021-2022 Recommended Budget 527 REVENUES BY TYPE All County Funds 2018-19 2019-20 2020-21 2021-22 2021-22 Account Name Actuals Actuals Budget Recommend Change Intergovernmental Revenue 914,225,941 979,476,054 1,060,553,901 1,160,012,500 99,458,599 Administrative Services 1,241,852 2,558,588 1,192,429 2,325,567 1,133,138 Agricultural Services 91,635 126,730 205,561 205,562 0 ARRA/Charges for Svcs 177,568 199,238 287,000 288,000 1,000 Auditing & Accounting Fees 3,949,491 4,226,839 4,191,072 4,377,430 186,358 Autopsies & Medical Reports 25,197 48,958 20,150 20,170 20 Bldg Mtce Services 41,668,209 44,548,116 42,388,737 42,277,019 (111,718) Blood Withdrawal Fees 102,136 137,793 220,000 220,000 0 Cafeteria Receipts 127,153 124,775 107,900 107,500 (400) Candidates Filing Fees 63,207 94,347 20,000 150,000 130,000 Care of Prisoners 452,508 1,240,107 400,000 400,000 0 Charges/Cost of Probation 431,805 388,628 0 0 0 Civil Processing Fee 287,318 161,431 88,106 77,027 (11,079) Civil Process Service 216,323 196,995 805,793 805,220 (573) Comm For Tax & Assess Coll 8,592,859 8,731,999 8,538,285 8,910,048 371,763 Communication Services 5,248,550 4,914,113 5,393,858 5,515,405 121,547 Contract Humane Services-City 5,203,846 5,515,250 5,685,000 5,787,000 102,000 Contract Law Enforcement Svcs 23,720,675 24,344,090 25,801,194 27,053,253 1,252,059 Court Administration Cost 522,529 435,100 381,362 358,362 (23,000) Court Filing Fees 202,568 177,145 200,000 200,000 0 Data Processing Services 3,131,573 2,333,989 2,524,484 2,606,499 82,015 DoIT Data Proc Supply 1,956 7,594 1,054 1,054 0 DoIT Data Proc Svcs 898,374 822,829 1,337,932 1,702,442 364,510 DoIT Mntn Radio Equipment 66,936 8,131 33,172 34,100 928 DoIT Other Telcom Charges 78,675 94,987 9,507 9,507 0 DoIT Phone Exchange 216,434 246,032 128,191 129,324 1,133 Drinking Driver Program Fees 123,526 145,255 139,405 99,388 (40,017) Driver Education Fees 2,193,718 1,759,875 2,307,012 2,179,012 (128,000) Election Service-Other 2,653,480 6,576,907 5,153,000 1,091,000 (4,062,000) Equipment Use Charges 468,400 553,982 621,775 871,446 249,671 ERDS fee 204,961 275,026 220,000 300,000 80,000 Estate Fees 1,003,383 897,101 421,945 392,000 (29,945) Fees Assessor 83,181 102,968 217,789 218,900 1,111 Fingerprint & Crim Report 19,340 22,495 40,000 40,000 0 Gen Svc-Bldg Lifecycle 202,980 197,983 200,000 200,000 0 Gen Svc-Bldg Ocpncy Costs 4,736,563 4,637,877 4,268,779 6,293,798 2,025,019 Gen Svc-Other G S Charges 399,897 479,352 465,081 506,748 41,667 Gen Svc-Requested Mntce 3,584,868 3,482,192 4,069,507 4,589,072 519,565 Gen Svc-Use of Co Equipment 584 395 0 0 0 Health Inspection Fees 15,886,711 14,619,274 18,572,942 18,407,000 (165,942) Info Security Chg 85,831 48,904 0 0 0 Interfund Rev - Ent/Ent 19,780 9,660 0 0 0 Interfund Rev - Gov/Ent 692,185 1,033,690 886,642 779,997 (106,645) Interfund Rev - Gov/Gov 8,717,867 8,662,936 11,015,360 11,990,706 975,346 Jail Booking Fees 2,018,551 1,914,675 1,907,000 1,907,000 0 Laboratory Services 2,801,092 2,800,716 2,800,000 2,800,000 0 County Summary Information   528 County of Contra Costa FY 2021-2022 Recommended Budget REVENUES BY TYPE All County Funds 2018-19 2019-20 2020-21 2021-22 2021-22 Account Name Actuals Actuals Budget Recommend Change Library Services 250,600 67,941 71,700 27,800 (43,900) Marriage Ceremony Fees 114,420 97,020 115,000 115,000 0 M/H Svcs-Medi-Cal 78,462,145 56,685,763 8,004,335 6,963,612 (1,040,723) M/H Svcs-Medicare 1,998,612 2,383,259 2,471,478 2,690,927 219,449 M/H Svcs-Other HMO Pat 68,403 20,785 28,716 28,716 0 M/H Svcs-Pvt Pay/Insur 3,335,969 2,475,923 2,412,982 3,239,357 826,375 Microfilm & Reproduction Services 561,381 646,798 615,000 640,000 25,000 Micrographic Conversion Fee 0 52,923 0 250,000 250,000 Misc Current Services 5,141,208 4,404,736 5,321,835 5,041,961 (279,874) Misc Health Fees 3,243,284 3,632,442 5,166,878 5,188,301 21,423 Misc Humane Services 420,757 325,961 500,000 230,000 (270,000) Misc Law Enforcement Svcs 3,231,652 2,660,519 3,224,430 3,224,430 0 Misc Legal Services 2,119,498 2,066,097 1,955,000 1,972,241 17,241 Misc Road Services 375,899 1,382,236 200,000 200,000 0 Misc Sanitation Service 1,825,031 1,639,402 1,964,591 1,930,000 (34,591) Nuisance Abate 40,157 72,283 250,000 242,957 (7,043) Nutrition Services 313,122 681,364 432,277 437,122 4,845 Patient Fees 67,620 34,762 74,412 58,044 (16,368) Patient Fees-Immunization 88,382 72,842 90,635 52,388 (38,247) Patient Fees-T.B. Testing 61,168 24,925 64,893 37,867 (27,026) Personnel Services 2,477,489 2,650,281 2,986,074 3,122,947 136,873 Planning & Engineer Services 4,684,026 7,142,607 7,183,299 7,383,798 200,499 Processing/Inspection Fee 738,055 883,954 1,500,000 950,000 (550,000) Prop Characteristic Info 60 19,723 0 0 0 Public Defense Repayments 149,068 157,183 0 0 0 Purchasing Fees 199,185 245,906 252,646 252,752 106 Recorders Modernizing Fee 1,008,297 1,538,906 1,000,000 1,500,000 500,000 Recording Fees 7,162,492 8,684,733 7,986,480 8,503,872 517,392 Redacting Fees 211,144 231,286 240,000 0 (240,000) Referral Fees (15) 0 0 0 0 Refunds Indigent Burials 17,656 18,420 15,134 14,878 (256) Returned Check Charges 53,291 54,413 40,000 25,000 (15,000) Road Development Fees 3,287,989 1,361,713 3,839,000 2,571,000 (1,268,000) SB 2 Fees 1,571,533 1,519,095 1,201,000 1,400,000 199,000 Spay Clinic Fees 170,884 77,050 200,000 130,000 (70,000) Stormwater Pollution Center 0 10 0 0 0 Supplemental Roll Charges 3,444,363 2,593,386 2,863,000 2,663,000 (200,000) Survey Monument Fees 70,540 75,830 85,000 95,000 10,000 Third Party Svcs Fee 2,500 2,050 2,300 2,000 (300) Training Services 767,783 627,715 638,187 638,000 (187) Charges For Services 270,351,921 257,217,310 216,263,306 218,049,525 1,786,219 Contrib From Other Funds 47,836,841 47,270,321 49,594,641 52,201,000 2,606,359 Equipment Trade-In/Discounts 0 47 0 0 0 Indemnifying Proceeds 1,572,668 595,136 210,000 210,000 0 Interfund Trans-Hosp/PFA 0 40 0 0 0 Misc Grants & Donations 976,499 820,594 1,647,840 1,416,404 (231,436)  County Summary Information      County of Contra Costa FY 2021-2022 Recommended Budget 529 REVENUES BY TYPE All County Funds 2018-19 2019-20 2020-21 2021-22 2021-22 Account Name Actuals Actuals Budget Recommend Change Misc Non-Taxable Revenue 19,336,654 18,297,154 24,778,312 25,774,456 996,144 Reimbursements-Gov/Ent 250,966 274,366 392,839 395,717 2,878 Reimbursements-Gov/Gov 370,502,163 357,985,157 380,108,351 389,993,088 9,884,737 Restricted Donations 866,235 1,085,212 629,968 636,216 6,248 Sale of Animals 18,979 9,973 25,000 10,000 (15,000) Sale of Equipment 577,194 702,012 470,000 541,145 71,145 Sale of Maps & Documents 34,982 25,414 38,600 32,400 (6,200) Sale of Real Estate 157,000 61,000 1,305,000 1,000,000 (305,000) Sale of Rodent Poison 17,120 20,444 17,000 20,000 3,000 Seizures 792,085 227,335 294,000 294,000 0 Sundry Non-Taxable Sales 56,410 (83,965) 35,000 30,000 (5,000) Sundry Taxable Sale 10,424 17,457 26,400 26,400 0 Transfers-Gov/Ent 1,020,000 1,001,032 1,463,637 1,486,129 22,492 Transfers-Gov/Gov 17,003,769 11,579,590 14,394,191 12,561,545 (1,832,646) Unrestricted Donations 200 1,600 0 0 0 Miscellaneous Revenue 461,030,188 439,889,919 475,430,779 486,628,500 11,197,721 GROSS REVENUE 3,771,580,736 3,865,694,983 3,911,348,812 4,021,571,050 110,222,238 County Summary Information   530 County of Contra Costa FY 2021-2022 Recommended Budget EXPENDITURES BY TYPE All County Funds 2018-19 2019-20 2020-21 2021-22 2021-22 Account Name Actuals Actuals Budget Recommend Change Permanent Salaries 689,941,271 715,780,576 815,749,294 862,012,304 46,263,010 Temporary Salaries 48,255,032 49,607,815 50,616,547 51,244,953 628,405 Permanent Overtime 34,038,858 32,439,383 24,321,684 26,632,758 2,311,075 Deferred Comp 5,927,834 6,438,878 8,142,305 8,824,116 681,811 Hrly Physician Salaries 1,912,806 2,128,334 2,564,338 2,430,518 (133,820) Perm Physicians Salaries 49,761,247 49,275,584 59,543,236 54,989,304 (4,553,932) Perm Phys Addnl Duty Pay 2,752,840 3,390,773 4,076,401 4,562,738 486,337 Comp & SDI Recoveries (3,138,681) (3,610,818) (2,242,595) (1,946,834) 295,761 Vacation/Sick Leave Accrual 1,372,670 4,434,751 25,000 25,000 0 FICA/Medicare 51,947,955 53,546,107 58,480,854 60,414,465 1,933,611 Ret Exp-Pre 97 Retirees 2,749,472 2,749,650 3,047,486 3,048,993 1,507 Retirement Expense 273,625,206 267,614,470 312,470,095 313,736,933 1,266,837 Excess Retirement 342,515 369,181 434,526 518,139 83,613 Employee Group Insurance 108,028,687 118,030,129 142,546,098 146,855,272 4,309,173 Retiree Health Insurance 41,780,074 42,182,435 42,316,530 43,050,467 733,937 OPEB Pre-Pay 18,831,913 18,762,912 17,785,109 17,777,131 (7,978) Unemployment Insurance 306,857 459,622 868,338 1,619,129 750,791 Workers Comp Insurance 26,486,699 18,656,510 15,642,832 16,516,113 873,281 Labor Received/Provided (5,324) 156 193,307 0 (193,307) Salaries And Benefits 1,354,917,931 1,382,256,448 1,556,581,386 1,612,311,500 55,730,114 Office Expense 6,298,717 6,250,110 6,963,354 6,755,336 (208,018) Books-Periodicals-Subscriptions 631,042 711,991 749,895 681,449 (68,446) Postage 2,258,781 2,633,582 2,371,905 2,120,823 (251,082) Communications 13,219,851 15,742,008 13,972,787 18,630,858 4,658,071 Telephone Exchange Service 1,722,603 2,062,168 1,917,403 1,885,417 (31,986) Utilities 12,936,064 13,983,507 13,471,420 13,484,382 12,962 Small Tools and Instruments 243,901 230,863 337,448 340,345 2,896 Minor Furniture/Equipment 3,252,156 2,369,556 2,201,008 1,682,402 (518,606) Minor Computer Equipment 4,941,977 5,433,392 4,237,416 4,085,849 (151,567) Medical & Lab Supplies 2,451,802 3,216,352 2,555,550 2,428,814 (126,736) Pharmaceutical Supplies 2,811,807 3,364,473 3,330,344 2,643,114 (687,230) Food 4,172,481 3,664,924 3,725,901 3,263,586 (462,315) Clothing & Personal Supplies 1,615,325 1,651,834 1,577,941 1,506,529 (71,412) Household Expense 4,450,338 5,353,046 4,192,349 4,043,964 (148,386) Agricultural Expense 1,839 4,751 30,475 30,475 0 Publications & Legal Notices 364,774 283,471 399,697 356,758 (42,939) Memberships 1,604,424 1,776,186 2,111,193 1,900,332 (210,861) Rents and Leases-Equipment 2,464,472 2,687,778 3,017,137 2,869,000 (148,136) Computer Software Cost 11,833,475 11,547,062 13,037,861 10,956,357 (2,081,504) Rents & Leases - Property 16,259,202 16,199,828 15,677,005 15,627,446 (49,559) Building Occupancy Costs 60,361,795 60,891,519 62,815,563 65,142,279 2,326,717 Bldg Lifecycle Costs 4,887,976 4,890,090 4,888,549 4,893,115 4,566 Maintenance - Equipment 2,969,548 3,721,423 5,243,769 6,870,595 1,626,826 Vehicle Repairs 4,325,747 5,843,649 4,411,350 4,411,250 (100) Vehicle Fuel/Oil 3,132,550 2,963,855 3,362,000 3,362,000 0  County Summary Information      County of Contra Costa FY 2021-2022 Recommended Budget 531 EXPENDITURES BY TYPE All County Funds 2018-19 2019-20 2020-21 2021-22 2021-22 Account Name Actuals Actuals Budget Recommend Change Mntn Radio-Electronic Equipment 570,944 332,260 416,415 397,809 (18,606) Equipment Usage 2,085 1,615 1,493 1,750 257 Maintenance of Buildings 13,120,402 14,562,486 13,126,555 13,141,350 14,795 Grounds Maintenance 1,732,249 1,725,275 1,696,034 1,724,496 28,462 Requested Maintenance 12,068,206 10,992,830 10,644,477 11,295,458 650,981 Runway & Taxiway Maintenance 155,258 88,376 87,000 70,500 (16,500) Non-Cap Imps - Mtce 19,176 18,529 8,961 0 (8,961) Non-Cap Imps-Renov/Alts 397 15,685 0 0 0 Non-Cap Imps-Betterments 419,184 20,707 50,000 15,000 (35,000) Transportation and Travel 840,715 578,505 757,637 610,048 (147,589) Auto Mileage Employees 1,984,220 1,555,625 2,155,842 1,773,637 (382,205) Use of Co Vehicle/Equipment 1,664,466 1,719,493 1,998,440 2,034,344 35,904 Other Travel Employees 2,008,416 1,380,942 2,149,899 1,901,715 (248,184) Judicial Auto Allowance 73 24 75 25 (50) Freight Drayage Express 3,062,779 2,386,306 2,706,336 2,592,849 (113,487) Executive Auto Allowance 17 0 0 0 0 Non Cnty Prof/Spclzd Svcs 139,278,534 139,911,294 175,471,904 187,390,694 11,918,791 Third Party Coll Svcs 16,921 0 0 0 0 Outside Attorney Fees 6,422,079 6,290,368 6,348,649 6,909,564 560,915 Contracted Temporary Help 2,624,849 3,341,656 3,317,113 2,802,536 (514,577) Data Processing Services 10,186,615 10,587,649 13,155,529 13,216,921 61,392 Data Processing Supplies 40,456 39,742 50,570 56,449 5,879 Court Reporter Transcript 262,983 183,461 182,900 218,900 36,000 Public Works Contracts 14,463,920 25,903,020 31,446,739 35,862,000 4,415,261 Outside Medical Services 113,071,551 120,602,939 117,037,354 123,356,293 6,318,939 County Hospital Services 43,625,976 35,382,010 33,375,818 34,808,573 1,432,755 Electronic Database Svcs 747,956 497,025 590,370 814,414 224,044 Microfilm Services-Gen 52,841 65,149 79,382 79,382 0 Information Security Charges 452,802 228,287 484,161 514,853 30,692 Administrative Service 10,529,145 11,176,910 14,543,568 14,244,589 (298,979) Other Gen Svcs Charges 3,910,430 2,437,147 2,512,714 1,930,082 (582,632) GSD Courier Svc 473,055 554,463 531,614 571,228 39,614 Other Telecom Charges 3,085,632 3,453,784 3,118,952 3,184,542 65,591 Other Intrdptmntl Charges 54,688,374 56,012,583 65,297,820 60,828,712 (4,469,108) Juror Fees 58,397 66,972 48,000 60,000 12,000 Witness Fees & Expenses 457,131 230,369 326,206 287,128 (39,078) Insurance 2,170,916 29,908,164 3,395,775 3,301,360 (94,415) Adult Materials - Library 1,900,748 1,144,323 1,187,612 1,239,239 51,627 Audio-Visual Supplies 1,349 0 1,265 1,265 0 Youth Materials - Library 1,515,052 921,378 1,802,779 1,874,888 72,109 Election Officers 351,945 253,610 400,000 200,000 (200,000) Training & Registrations 1,170,020 988,232 1,417,625 1,362,058 (55,567) Road/Construction Materials 1,193,088 873,622 1,320,150 1,046,300 (273,850) Criminal Investigation 171,368 516,321 535,669 578,008 42,339 Specialized Printing 3,440,695 3,622,933 3,809,881 2,104,322 (1,705,559) Fire Fighting Supplies 28,152 15,381 12,575 4,575 (8,000) County Summary Information   532 County of Contra Costa FY 2021-2022 Recommended Budget EXPENDITURES BY TYPE All County Funds 2018-19 2019-20 2020-21 2021-22 2021-22 Account Name Actuals Actuals Budget Recommend Change Recreation 58,666 43,023 43,825 16,922 (26,903) Ed Supplies and Courses 979,873 559,393 1,141,945 1,055,067 (86,878) Fees - Non Agricul Animal 105,763 81,779 73,073 56,500 (16,573) Other Special Departmental Exp 7,421,579 9,167,977 85,132,139 27,813,886 (57,318,253) Loss on Dsp Sl-Fxd Assets 92,154 144,991 0 0 0 Misc Services & Supplies 341,277 472,078 615,567 427,221 (188,345) Cash Shortage Reimbursement 1,403 7,441 1,672 1,300 (372) Contract Expense-Kaiser 94,073,190 103,094,288 96,406,151 102,142,678 5,736,527 Registry 9,804,422 7,272,258 8,815,048 10,234,725 1,419,677 Public Health-Medical Svcs 76,193 58,928 76,193 50,671 (25,522) Other Specialty Care 2,207,731 2,050,752 2,241,690 1,971,243 (270,447) OP Visits-Specialist Phys 18,751,846 28,075,789 17,816,845 24,803,638 6,986,793 Laundry Contract 821,424 918,942 827,792 821,424 (6,368) Computer Software Cost 7,017,520 9,396,398 13,474,153 6,995,553 (6,478,600) Outpatient Mental Health 3,943,682 5,272,237 4,065,629 6,510,384 2,444,755 Other ER Chrges (Lab~ Xray) 13,302,700 12,243,008 12,394,091 12,324,173 (69,918) ER Physician Fees 10,037,472 8,619,876 9,623,831 8,082,703 (1,541,128) ER Facility Fees 4,261,754 3,373,829 3,772,493 3,273,963 (498,530) IP Mental Health 6,764 10,519 9,052 6,026 (3,026) IP Radiology (Profee) 1,365,797 1,315,517 1,346,508 1,412,657 66,149 IP Surgery 37,768,249 41,667,523 35,461,398 41,269,460 5,808,062 IP Physician Visits 6,655,693 5,675,744 6,306,343 6,546,621 240,278 IP Fac Chrges (Incl OBDAY) 129,841,222 145,218,674 126,703,895 188,840,824 62,136,929 Obstetrics (Profee) 764,398 1,007,113 827,178 1,031,388 204,210 Inpatient Lab (Profee) 969,603 1,137,406 1,072,242 1,176,054 103,812 Med Fees-Therapist & Other 8,467,070 8,701,939 9,318,865 9,069,870 (248,995) Consulting & Management Fees 13,817,258 13,860,654 13,429,007 13,737,335 308,328 Other Non-Medical Fees 58,271 54,697 73,693 66,324 (7,369) Med Fees-Physician-Clinic Svc 34,425,261 33,772,402 33,674,482 32,865,840 (808,642) IBNR Expense Accrual (6,593,967) (6,600,296) (3,924,622) 0 3,924,622 OP Lab/Pathology 15,849,752 13,815,474 14,846,195 14,774,265 (71,930) IP Anes (Profee) 3,194,261 2,833,476 3,140,757 2,927,542 (213,215) Prosthesis 2,260,402 1,484,328 1,981,837 2,260,402 278,565 Sutures & Surgical Needles 170,464 130,109 216,094 170,464 (45,630) Surgical Supplies - General 2,115,832 1,338,008 2,133,020 2,115,832 (17,188) Anesthetic Materials 9,456 7,199 9,457 9,456 (1) Oxygen and Other Med Gas 120,651 5,289,855 92,719 120,651 27,932 IV Solutions 4,699,968 4,477,534 4,517,389 4,824,242 306,853 Pharmaceuticals 85,085,078 83,129,550 85,528,979 27,932,082 (57,596,897) Radioactive Materials 7,749,655 7,909,436 7,413,590 1,165,976 (6,247,614) Radiology Films 8,182,987 8,149,605 7,877,000 8,776,357 899,357 Other Med Care Mtl & Supp 39,938,066 43,429,952 39,991,230 45,843,259 5,852,029 Other IP Anc Svcs 6,829,499 7,742,038 6,389,781 7,994,971 1,605,190 Food-Other 2,003,954 1,942,072 2,166,496 2,002,807 (163,689) Linen and Bedding 12,069 16,389 17,544 12,255 (5,289) Cleaning Supplies 503,772 700,783 706,339 503,903 (202,436)  County Summary Information      County of Contra Costa FY 2021-2022 Recommended Budget 533 EXPENDITURES BY TYPE All County Funds 2018-19 2019-20 2020-21 2021-22 2021-22 Account Name Actuals Actuals Budget Recommend Change Office & Admin Supplies 2,903,164 2,668,424 3,132,715 2,906,696 (226,019) Employee Wearing Apparel 998,015 2,261,128 998,040 998,040 0 Instruments & Minor Med Equip 1,705,079 793,998 1,287,168 1,706,671 419,503 Other Minor Equipment 4,647,137 5,303,219 4,399,820 4,647,136 247,316 Other Non-Med Supplies 1,779,652 1,422,817 1,468,960 1,779,227 310,267 Other Purch Svc-Auditor 4,023,027 4,337,820 4,293,689 4,452,747 159,058 Other Purch Svc-Co Counsel 1,136,598 1,324,101 1,300,000 1,324,101 24,101 Other Purch Svc-Personnel 2,084,631 2,329,806 2,600,904 2,753,323 152,419 Ambulance/Medical Transp 8,323,936 8,586,692 12,053,806 13,601,116 1,547,310 Other 28,149,332 26,129,162 26,058,181 27,784,450 1,726,269 OP Surgery-Facility 3,688,354 4,427,399 3,768,179 4,142,840 374,661 OP Surgery-Professional 16,036,571 17,297,517 16,045,418 19,369,878 3,324,460 CPSP (Perinatal) 748,637 557,775 665,089 566,004 (99,085) CHDP 2,766,557 2,183,394 2,419,108 2,072,839 (346,269) Microfilm Services 1,088 0 1,911 911 (1,000) Medical-Purchased Service 168,793,839 248,190,099 218,738,359 139,224,053 (79,514,306) Repairs & Mtce-Equipment 3,978,473 4,386,691 4,079,163 4,056,074 (23,089) Management Services 619,821 684,008 723,392 619,521 (103,871) Collection Agencies (1,048,950) (416,404) (1,069,780) (556,023) 513,757 Other Purchased Services 25,076,261 28,022,208 27,533,581 27,228,621 (304,960) Transportation Services 908,930 1,738,029 699,664 1,291,116 591,452 Data Processing - County 1,038,457 1,095,317 1,264,204 1,307,639 43,435 Requested Maint - Gen Services 3,460,002 4,788,647 3,895,764 3,460,001 (435,763) Sub Acute Facility (SNC) 13,644,709 13,623,215 13,281,480 12,740,720 (540,760) Deprec & Amort - Bldg & Improve 6,880,271 6,433,395 0 0 0 Deprec & Amort - Lshd Improve 30 0 0 0 0 Deprec & Amort - Equipment 3,903,162 4,068,340 190,902 161,695 (29,207) Bld Occupancy Cost - Co 10,549,221 10,987,625 12,306,557 12,206,449 (100,108) Rental/Lse Costs - Equipment 2,401,162 2,576,162 2,775,141 2,396,692 (378,449) Bld Occupancy - Non Co 4,981,224 5,391,238 5,815,766 5,666,036 (149,730) Utilities - Electric & Gas 1,534,931 2,055,093 1,862,051 2,286,698 424,647 Utilities - Water 181,503 208,884 213,314 181,503 (31,811) Insurance - Professional Liab 3,300,000 3,750,000 4,250,000 4,750,000 500,000 Insurance - Other 1,680,044 13,904,453 1,393,572 2,137,387 743,815 Licenses 529,192 512,576 918,812 586,762 (332,050) Interest Expense 5,299,239 5,708,198 5,100,600 5,608,026 507,426 Telephone/Telegraph 5,208,567 5,596,855 5,448,674 5,378,779 (69,895) Dues and Subscriptions 2,049,276 2,102,657 2,295,540 2,049,259 (246,281) Outside Training Supplies 799,814 543,112 710,773 806,027 95,254 Travel - Employee Mileage 654,644 592,421 712,449 654,643 (57,806) Other Expenses 735,627 1,279,599 916,081 736,976 (179,105) Travel - CAD Approved 338,457 159,309 454,124 338,457 (115,667) Travel - County Equipment 220,980 234,175 203,983 222,705 18,722 Bldg Lifecycle Costs-Co 0 0 6,705 6,705 0 Dental Services 244,435 255,047 263,139 296,214 33,075 Freight Expense Inv Items 90,753 45,340 98,038 90,753 (7,285) County Summary Information   534 County of Contra Costa FY 2021-2022 Recommended Budget EXPENDITURES BY TYPE All County Funds 2018-19 2019-20 2020-21 2021-22 2021-22 Account Name Actuals Actuals Budget Recommend Change Loss on Dsp Sl-Fxd Assets 71,515 0 5,460 71,515 66,055 Interfund Trans-PFA/Hosp 1 496 0 0 0 Services And Supplies 1,549,941,708 1,735,275,594 1,747,630,276 1,662,530,224 (85,100,052) Support & Care of Persons 4,905,445 4,550,393 4,518,242 4,257,500 (260,742) Federal Aid 22,550,889 24,996,563 23,267,689 23,779,605 511,916 State Aid 2011 Realign 37,240,344 39,287,093 43,376,258 43,510,984 134,726 County Aid Basic 47,989,788 49,818,527 52,549,756 51,863,769 (685,987) State Aid 13,296,653 8,225,805 8,996,308 3,434,827 (5,561,481) Service Connected Aid 2,280,653 2,510,486 2,837,561 2,792,836 (44,725) Ed & Training Aid Recipients 20,000 0 0 0 0 Child Day Care Aid 12,500,484 12,804,161 15,343,639 15,421,433 77,794 Composite Aid 3,053 2,064 0 0 0 AB85 State Map Aid 8,571,303 17,351,851 18,423,277 25,047,799 6,624,522 Principal Pmt on Bonds 33,295,000 36,895,000 40,765,000 44,925,000 4,160,000 Retire Oth Long Term Debt/Lease Pur 33,991,752 33,510,710 48,011,964 51,111,503 3,099,539 Interest on Bonds 8,526,636 6,705,400 5,348,763 2,457,000 (2,891,763) Interest on Oth Long Term Debt 11,154,854 10,106,760 9,300,378 7,015,318 (2,285,060) Int on Notes & Warrants 10,221 3,749 16,200 13,300 (2,900) Taxes & Assessments 203,873 214,773 319,982 320,892 910 Rights of Way & Easements 92,861 150,211 117,000 112,300 (4,700) Judgements & Damages 4,903 0 0 0 0 Depreciation 3,872,931 4,190,266 4,559,280 4,564,725 5,445 Contrib to Other Funds 615,472 295,164 265,000 270,000 5,000 Contribution to Enterprise Funds 27,289,916 60,214,375 77,231,000 77,231,000 0 Contribution to Other Agencies 222,807,192 129,967,418 133,013,461 161,067,392 28,053,931 Interfund Exp - Gov/Gov 10,042,696 11,924,366 15,633,588 20,113,977 4,480,389 Interfund Exp - Gov/Ent 691,440 1,033,290 822,047 1,040,777 218,730 Interfund Exp - Ent/Ent 19,780 9,660 25,910 25,910 0 DoIT Phone Exchange 200,288 231,961 165,252 231,923 66,671 DoIT Data Proc Svcs 582,297 535,564 761,248 1,141,060 379,812 DoIT Data Proc Supply 1,141 3,119 0 1,000 1,000 DoIT Other Telecom Charges 74,321 93,169 29,835 26,540 (3,295) Gen Svc-Bldg Ocpncy Costs 4,145,906 4,041,274 6,281,121 4,187,691 (2,093,430) Gen Svc-Requested Mntce 2,581,458 2,428,771 5,352,404 1,373,710 (3,978,694) Gen Svc-Use of Co Equipment 584 395 1,184 684 (500) Gen Svc-Other G S Charges 231,630 298,912 444,682 383,044 (61,638) Gen Svc-Bldg Lifecycle 198,242 193,218 193,219 195,257 2,038 DoIT Info Security Charge 51,447 30,511 61,457 66,294 4,837 Other Charges 510,045,452 462,624,980 518,032,705 547,985,050 29,952,345 WCDF Infrared System IPID 210,946 0 0 0 0 564-Renovate Suite 400 46 0 0 0 0 003-Old Jail Demolition 489 0 0 0 0 102-Sale PH Libry Proprty 989,413 1,208,287 0 0 0 564-Summit Ctr Roof Rpr 0 0 0 0 0  County Summary Information      County of Contra Costa FY 2021-2022 Recommended Budget 535 EXPENDITURES BY TYPE All County Funds 2018-19 2019-20 2020-21 2021-22 2021-22 Account Name Actuals Actuals Budget Recommend Change 010-FLIP ADA & Life Sfty 40,430 37,853 0 0 0 173-FLIP RF EQ& ADA& Sfty 34,223 0 0 0 0 272-FLIP RF EQ& ADA& Sfty 1,035,570 460,069 0 0 0 010-Repair Sewer System (46) 0 0 0 0 676 Reno Add Office Space 26,132 0 0 0 0 015 FLIP Repair Roof 228 0 0 0 0 000-Replace Mods With New 3,531 0 0 0 0 Boys Ranch Expansion 147,486 210 0 0 0 Lions Gate Remodel 960 0 0 0 0 10 Douglas Dr D A Proj 45,479 1,460 0 0 0 001-5 yr Capital Fac Plan 59,190,405 58,658,644 15,155,403 0 (15,155,403) 015-2nd Flr Vanilla Shell 41,169 0 0 0 0 182-FLIP Repair Roof 1,424 0 0 0 0 632-FLIP ADA Roof Equip 26,148 98,059 0 0 0 044-FLIP Rooftop Equip 24,259 28,526 0 0 0 390-FLIP ADA Safety Roof 55,179 151,630 0 0 0 646-FLIP Rooftop Equip 10,151 639 0 0 0 561-Reno 1420 Willow Pass 80,321 0 0 0 0 755-MV MHPUR to Ste D1 2,012 0 0 0 0 HVAC Kensington Library 46 0 0 0 0 755-MV HMLS Admn to Ste D 366 0 0 0 0 010-Reno M Module 63,514 124,761 8,100,000 0 (8,100,000) 390-WCDF Jail Expansion 1,375,219 613,807 0 0 0 004 Ext Renov 625 Court 22,901 2,148 0 0 0 614-1275A Hall Ave T/I 16,158 35,020 0 0 0 Cap Facilities Masterplan 33,611 31,115 0 0 0 275-FLIP HVAC & Generator 18,157 36,832 0 0 0 010-FLIP Repair Roof (137,927) 0 0 0 0 029-FLIP Repair Roof (89,173) 0 0 0 0 129-FLIP Chiller Replace 419,082 0 0 0 0 130-FLIP Rooftop Equip 342,807 0 0 0 0 673-FLIP Cooling Tower 128,515 0 0 0 0 634-FLIP Repair Roof 585 0 0 0 0 676-FLIP Repair Roof 90,396 0 0 0 0 004-FLIP HVAC Repair 48,628 0 0 0 0 754-TI AG UCCE 2380 Bisso 17,568 0 0 0 0 140-Replace Roof 472,463 369,747 0 0 0 Remod Courthse Mtz (F/DA-C) 2,750 0 0 0 0 458-Replace Roof Library 90,021 0 0 0 0 275-Remodel Suite 200 CCTV 1,077 314,045 0 0 0 010-Intake Visit Rooms 65,541 0 0 0 0 000-Prkg Lot Solar Panels 1,616,127 5,725 0 0 0 044-Console Remodel JHall 127,454 38,700 0 0 0 323-Replace Roof & HVAC 975,199 53,769 0 0 0 041-HSD Mobile Clinic Lot 132,894 45,906 0 0 0 041-Sheriff Parking Lot 70,685 37,241 0 0 0 County Summary Information   536 County of Contra Costa FY 2021-2022 Recommended Budget EXPENDITURES BY TYPE All County Funds 2018-19 2019-20 2020-21 2021-22 2021-22 Account Name Actuals Actuals Budget Recommend Change 041-Building Improvements 114,985 146 0 0 0 041-Yard Paving 151,865 68,346 0 0 0 044-J.Hall Recreation Area 531,456 0 0 0 0 458-Bldg Improvements 64,527 309,625 125,849 0 (125,849) 029-Repair Retaining Wall 7,746 326,136 0 0 0 010-FLIP Elc/Plm/HVAC/WP 109,919 1,506,896 0 0 0 182-FLIP Electrical/HVAC 51,622 46,726 0 0 0 Emergency Comm Sys Imps 70 0 0 0 0 048-FLIP Electrical/HVAC 50,659 12,508 0 0 0 390-FLIP Elc/Plm/HVAC 199,894 75,175 0 0 0 129-FLIP Electrical 6,456 121,959 0 0 0 130-FLIP Electrical 3,016 94,518 0 0 0 006-FLIP Roof Repair 0 120,700 0 0 0 668-FLIP Roof Repair 0 240,299 0 0 0 646-FLIP Roof Repair 0 128,515 0 0 0 173-FLIP Roof Repair 0 133,042 0 0 0 687-FLIP Roof Repair 664 51,133 0 0 0 757-FLIP Pump Station 1,439 751,649 0 0 0 Various Roof 0 0 1,000,212 0 (1,000,212) Various Improvements 330,437 249,822 593,791 0 (593,791) R-Rep Solar Proj-7 Sites 27,746 (362,213) 0 0 0 010-Repair/Epoxy Showers 51,863 255,792 0 0 0 632-FLIP Electrical 69,209 21,557 0 0 0 390 WCDF Upgr Elctrnc Sys 967 49 0 0 0 390-WCDF-Rmdl Visit Ctr 0 572 0 0 0 458-Remodel El Sbrnt Lbry 0 1,883,591 0 0 0 245-Modernize Elevator 10,196 206,601 0 0 0 010-Module F Repairs 711,491 431,898 0 0 0 811-Repair Roof 35 0 0 0 0 FLIP-095-6401 Stcktn-AC03 46 0 0 0 0 FLIP-163-406-6th St-FS0 0 568 0 0 0 FLIP-390-5555 Giant-IS05 120,260 49 0 0 0 157-BTHRM/AC/PRKG/ADA 5,375 985,325 0 0 0 000-New Antioch Care Cntr 5,702 18,555 0 0 0 093-CSB Kitchen Site Prep 0 658,046 0 0 0 038 - Relocate Fin/Prsnl 0 444,580 0 0 0 010-Repair Pipes F Module 0 46,437 0 0 0 390-Perim Security System 0 24,241 0 0 0 520-FLIP HVAC Retro 0 110,103 0 0 0 634 Parking Lot Expansion 0 200,821 0 0 0 Waste Oil Tank 1801 Shell 0 169,024 0 0 0 274-Lighting Retrofit 0 30,716 0 0 0 015-Expand Onsite Storage 700,398 70,945 0 0 0 40 Muir-Bldg Rmdl/Occpncy 119,076 46 0 0 0 230 Hookston-Landscaping 16,878 8,507 10,000 10,000 0 Sheriff's Facilities Imps 821,124 35,041 0 0 0  County Summary Information      County of Contra Costa FY 2021-2022 Recommended Budget 537 EXPENDITURES BY TYPE All County Funds 2018-19 2019-20 2020-21 2021-22 2021-22 Account Name Actuals Actuals Budget Recommend Change Clk/Rec/Elec New Fac 49,817 1,772 0 0 0 Undesignated Cap Projects 0 0 17,750,000 16,250,000 (1,500,000) 555-2500 Alh-Cnvrt Ed Rms 2,640 0 0 0 0 555-Redesign Pharmacy 1,629,832 82,018 0 0 0 LMCH Ambulatory Care Clinic 28,225 968,588 57,822 721,678 663,856 Hosp-I and J Ward A/C 3,162 172 0 0 0 Pathology Lab Remodel 58 393 0 211,561 211,561 RHC - Carpet 6,258,536 8,902,300 6,279,104 4,307,055 (1,972,049) 3505 Lonetree Ste 1 Imps 614,395 11,148 0 0 0 550-TI Move Him & Parking 164,990 950 0 0 0 756-TI HSD 2380 Bisso B 5,528 0 0 0 0 Sidewalk Rprs-Hosp-Mtz 72,645 6,090 0 43,764 43,764 756-Construct Data Center 74,967 485,130 891,288 739,902 (151,386) New Hlth Ctr-801Chesley 2,517 229 0 0 0 Kitchen/Cafe A/C-Hosp-Mtz 0 11,394 0 0 0 Work Sta Imps-Hosp-Mtz 1,510 231,403 0 0 0 201-Rplc Liquid 02 Tanks 0 335,712 0 545,490 545,490 201-Pharmacy Clean Room 0 71,456 0 0 0 M-Ward Ext Imps-Hosp-Mtz 0 3,581 0 0 0 Doors-Code Corrs-Hosp-Mtz 0 2,543 0 0 0 Regist Remod 100-38th Rich 0 880 0 0 0 BFA AIP24 ARFF Bld Design 26 0 74 0 (74) AIP 27 CCR Security Upgde 0 0 0 2,375,000 2,375,000 BFA AIP28 ARFF Trmnl Cnst 0 0 0 6,149,000 6,149,000 Miscellaneous Equipment 896,029 334,575 1,471,577 2,076,565 604,988 Special Assistive Devices 0 162,760 50,000 0 (50,000) Office Equip & Furniture 3,934,716 2,322,652 7,431,560 4,911,736 (2,519,824) Institutional Equip & Furniture 95,675 444,703 89,705 239,705 150,000 Autos and Trucks 872,412 788,273 4,947,468 5,259,127 311,659 Medical & Lab Equipment 2,379,369 1,380,653 3,441,554 3,389,380 (52,174) Radio & Communication Equip 505,082 33,558 777,162 669,912 (107,250) Tools & Sundry Equipment 212,404 158,633 59,234 72,125 12,891 Heavy Construction Equipment 28,945 0 0 0 0 Capitalized Software 277,320 289,378 284,000 284,000 0 Fixed Asset Adj Year-End (12,661,283) (13,269,597) 0 0 0 Fixed Assets 77,605,255 75,593,586 68,515,803 48,256,000 (20,259,803) Reimbursements-Gov/Gov 295,587,541 292,665,495 352,530,914 344,737,916 (7,792,998) Reimbursements-Gov/Ent 250,966 260,176 374,758 355,450 (19,308) Reimbursements-Ent/Ent 0 0 2,000 2,000 0 Intrafund-Trans-Gov/Gov 16,714,550 11,821,756 17,477,744 20,342,586 2,864,842 Transfers-Gov/Ent 1,020,000 961,032 1,377,805 1,377,006 (799) Interfund Trans-Hosp/PFA 0 308,481 0 0 0 Intrafund-Trans-Salaries (39,300) (40,154) (3,279,352) (3,247,936) 31,416 Intrafund-Trans-Services (165,219,658) (160,976,803) (175,868,544) (181,638,450) (5,769,905) Interfund-Trans-Oth Charges (1,581) 0 0 0 0 County Summary Information   538 County of Contra Costa FY 2021-2022 Recommended Budget EXPENDITURES BY TYPE All County Funds 2018-19 2019-20 2020-21 2021-22 2021-22 Account Name Actuals Actuals Budget Recommend Change Intrafund-Trans-FX Assets (1,939,651) (1,787,984) (1,562,053) (1,756,296) (194,243) Expenditure Transfers 146,372,868 143,212,000 191,053,271 180,172,276 (10,880,995) Apportn For Contingencies 0 0 10,000,000 10,000,000 0 Provisions For Contingencies 0 0 10,000,000 10,000,000 0 TOTAL EXPENDITURES 3,638,883,214 3,798,962,610 4,091,813,441 4,061,255,050 (30,558,391)  County Summary Information      County of Contra Costa FY 2021-2022 Recommended Budget 539 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, which is the primary operating fund of the county, had a FY 2020-21 beginning fund balance of $637.1 million representing 9.0% growth over the previous year. Revenues have rebounded strongly recently especially due to property taxes and property taxes in lieu of vehicle license fees. Intergovernmental revenue increased by $67,070,000 (11.5%), mainly due to an increase in Corona Relief fund revenues for the COVID-19 pandemic and state aid realignment vehicle license fees. Charge for Services decreased by $16,265,000 (6.4%) due mainly to a decrease in Medi-Cal payments for Mental Health services. In total, General Fund revenues increased by 3.5% ($58.7 million) and expenditures increased by 3.9% ($59.6 million). Ending Ending Ending Ending Projected Fund Balance Fund Balance Fund Balance Fund Balance % Fund Balance % June 30, 2017 June 30, 2018 June 30, 2019 June 30, 2020 Change June 30, 2021 Change General Fund (Major Fund) Nonspendable 7,501 8,997 4,414 6,584 49.2% 6,584 0.0% Restricted 8,233 30,035 36,830 44,015 19.5% 44,015 0.0% Committed 1,440 1,398 1,235 1,263 2.3% 1,263 0.0% Assigned 123,302 199,972 206,628 231,782 12.2% 231,782 0.0% Unassigned 299,837 254,848 335,404 353,526 5.4% 363,526 2.8% Total 440,313 495,250 584,511 637,170 9.0% 647,170 1.6% CCC Fire Protection District Special Revenue Nonspendable 843 1,582 1,415 1,552 9.7% 1,552 0.0% Restricted 6,592 14,270 24,407 41,745 71.0% 41,745 0.0% Assigned 53,348 59,757 59,757 59,461 0.0% 59,461 0.0% Total 60,783 75,609 85,579 102,758 20.1% 102,758 0.0% All Other Non-Major Governmental Funds in the Aggregate Nonspendable 4,111 4,549 3,439 3,699 7.6% 3,699 0.0% Restricted 502,496 480,607 470,078 437,438 (6.9%) 437,438 0.0% Committed 342 342 342 342 0.0% 342 0.0% Assigned 56,144 90,591 97,146 106,317 9.4% 106,317 0.0% Unassigned (5,788) (4,521) (625) - (100.0%) - 0.0% Total 557,305 571,568 570,380 547,795 (4.0%) 547,796 0.0% Total Governmental Funds Nonspendable 12,455 15,128 9,268 11,834 27.7% 11,834 0.0% Restricted 517,321 524,912 531,315 523,198 (1.5%) 523,198 0.0% Committed 1,782 1,740 1,577 1,605 1.8% 1,605 0.0% Assigned 232,794 350,320 363,531 397,560 9.4% 397,560 0.0% Unassigned 294,049 250,327 334,779 353,526 5.6% 363,526 2.8% Total 1,058,401 1,142,427 1,240,470 1,287,723 3.8% 1,297,723 0.8% County Summary Information   540 County of Contra Costa FY 2021-2022 Recommended Budget CHANGES IN PROJECTED FUND BALANCE (continued) Fund balance is expected to remain relatively flat in FY 2020-21 due mainly to unplanned COVID- 19 expenses. Also recent labor negotiations produced higher than anticipated salaries and benefits, which were intended to 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 future impact from COVID-19. It is anticipated that FY 2021-22 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 $17.18 million during FY 2019-20 and had a FY 2020-21 beginning fund balance of $102.7 million, which represented 20.12% growth over the previous year. Total revenues increased by 8.3%, while expenditures increased by 6.4% in FY 2019-20. The increase in expenditures was mainly due to safety employees receiving a 5% wage increase, construction of Station 9 (Pacheco), Station 70 (San Pablo), and Station 86 (Bay Point). An increase in tax revenues from continued improvement in the housing market supported a rise in assessed valuations of real property resulting in an increase in property tax. Additionally, ambulance service cost recovery increased. 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 $547.7 million in Non-Major fund balance, $521.4 million is in Special Revenue Funds, $23.7 million in Debt Service Funds, $751,000 in Capital Project Funds, and $1.8 million in the Permanent Fund. Growth was negative 4.0% compared to negative 0.2% in FY 2018-19 and a positive 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      County of Contra Costa FY 2021-2022 Recommended Budget 541 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, 2017 June 30, 2018 June 30, 2019 June 30, 2020 Change June 30, 2020 Change County Hospital Net Investment in Capital Asse t 58,557 63,379 77,401 82,038 6.0% 82,038 0.0% Unrestricted (168,713) (131,903) (122,846) (96,240)(21.7%) (96,240)0.0% Total (110,156) (68,524) (45,445) (14,202) (68.7%) (14,202) 0.0% HMO Medi-Cal Net Investment in Capital Asse t - - - - Unrestricted 45,132 69,236 72,698 80,891 11.3% 80,891 0.0% Total 45,132 69,236 72,698 80,891 11.3% 80,891 0.0% Nonmajor Net Investment in Capital Asse t 19,296 18,516 18,237 18,543 1.7% 18,543 0.0% Unrestricted 8,809 12,058 12,088 13,478 11.5%13,478 0.0% Total 28,105 30,574 30,325 32,021 5.6% 32,021 0.0% Total Net Investment in Capital Asse t 77,853 81,892 95,638 100,581 5.2% 100,581 0.0% Unrestricted (114,772) (50,609) (38,060) (1,871) (95.1%)(1,871) 0.0% Total (36,919) 31,283 57,578 98,710 71.4% 98,710 0.0% Internal Service Net Investment in Capital Asse t 8,681 7,814 9,411 10,801 14.8% 10,801 0.0% Unrestricted (1,433) 5,123 18,657 39,246 110.4% 39,246 0.0% Total 7,248 12,937 28,068 50,047 78.3% 50,047 0.0% Grand Total (29,671) 44,220 85,646 148,757 73.7% 148,757 0.0% County Summary Information   542 County of Contra Costa FY 2021-2022 Recommended Budget 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. Capital expenditures are defined as those expenditures incurred for the improvement to or acquisition of land, facilities and infrastructure. 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 2021-22 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      County of Contra Costa FY 2021-2022 Recommended Budget 543 CAPITAL IMPROVEMENT PLAN Figure 1 New Administration Complex looking Southeast The Capital Improvement budget narrative can be found beginning on Page 55 in the Departmental Budget Summary section of this document. It includes a recommended budget for Minor Capital Improvements of $1.15 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 $3.7 million, intended as a resource for construction and repair of County facilities. The Capital Improvement Plan section, page 544 in this document, describes the major capital projects currently underway in the County including the sources of funding. Debt service for past and current projects, including the new debt service of $2,857,184 for the 651 Pine Street complex, is budgeted under General County Building Occupancy (Public Works Department) on page 161. The County is currently in contract for a Facilities Condition Assessment of the approximately 4 million square feet of County owned and leased facilities. This will support the completion of a new Master Facilities Plan this fiscal year to guide future capital budgeting decisions. This work will establish a multi-year capital plan and help the County to 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    County Summary Information   544 County of Contra Costa FY 2021-2022 Recommended Budget In FY 2021-22, the County will complete one significant capital project, a new medical and mental health treatment area and a return to competency program area in the existing Martinez Detention Facility known as the Module M project and contract for the design-build of two new projects known as the West County Treatment, Re-Entry and Housing (WRTH) project and the Administration Complex Demolition and Rebuild (ADR) project. Identification of major capital projects currently occurs during the Capital Projects section of the annual Board of Supervisors Retreat with subsequent authorization of contracts and allocation of funding during the budget adoption process and as needed throughout the fiscal year. As noted above, the County is transitioning to a more long term capital planning process during this fiscal year with the new Master Facilities Plan. A description of and funding sources for each major capital project follows. Module M The Module M project is a complete remodel of an existing Module in the Martinez Detention Facility (MDF). The remodel will provide five hospital equivalent treatment rooms for medical and mental health treatment of incarcerated individuals housed at MDF. In addition, the rest of the module will be converted to a return to competency program area to help incarcerated individuals with mental health issues transition back into the regular population in a more modern facility with improved program and service delivery areas designed to accommodate their needs in a less prison-like atmosphere. Current project budget is $16.3 million all of which was appropriated in prior fiscal years. There is no ongoing impact on the operating budget from this non-recurring capital expenditure. West County Re-Entry, Treatment and Housing (WRTH) The County will award a design-build construction contract in FY 2021-22 for the West County Re-Entry, Treatment and Housing Project (WRTH). This project will partially replace space in the older Martinez Detention Facility, 288 general population beds, 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 as an equal number of beds will be removed from MDF after WRTH is completed. 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). There is no ongoing impact on the operating budget from this non- recurring capital expenditure. Figure 2 WRTH Project looking Northwest CAPITAL IMPROVEMENT PLAN  County Summary Information      County of Contra Costa FY 2021-2022 Recommended Budget 545 CAPITAL IMPROVEMENT PLAN Administration Complex Demolition and Replacement The County will award a design-build contract in FY 2021-22 to demolish the former County Administration Complex at 651 Pine Street. County staff have fully moved into the New Administration building and the former complex of 122,000 square feet is obsolete and past its useful life and economically infeasible to retrofit to modern standards. Following demolition the County will construct approximately 30,000 square feet of ground floor parking and lobby and circulation space with either one story, approximately 20,000 square feet, or two stories, approximately 40,000 square feet, of County office space above the parking. The County is currently in the request for proposals and pricing phase to determine which option the Board of Supervisors will ultimately approve. The total project budget is expected to be up to $75 million depending on the final option chosen. Financing for this project comes from $45 million in new debt issued during FY 2020-21 and up to $35 million from Capital Reserves. The anticipated new debt service is $2.8 million per year for the next 20 years. Figure 3 New County office building on site of previous administration building looking South County Summary Information   546 County of Contra Costa FY 2021-2022 Recommended Budget CAPITAL IMPROVEMENT PLAN The County’s investment in capital assets for its governmental and business-type activities as of June 30, 2020, was $1,234,955,000 (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 2019-2020 increased by 7.2% (an 8.3% increase for governmental activities and a 1.7% 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 $11.6 million, Building and improvements $7.1 million, and Construction in progress $106.1 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, has eliminated almost $25 million in deferred maintenance. The following table identifies planned significant non-recurring General Fund capital expenditures for FY 2021-22. The difference between the total of $9.37 million listed below and the $12.55 million budgeted under Facilities Lifecycle Improvement (Page 56) is for contingency/unanticipated projects. Department Address Description of Work Grand Total Various Departments Various Parking lot pavement and ADA $2,000,000 Martinez Detention Facility 1010 Ward Street, Martinez Flooring, plumbing, HVAC $4,300,000 West County Detention 5555 Giant Hwy, Richmond Facility systems investigation $500,000 Public Defender 800 Ferry, Martinez HVAC, lighting, windows $255,000 Custodial and Courts 1111 Ward, Martinez HVAC $300,000 Probation 100 Glacier Drive, Martinez Roofing and HVAC $675,000 Marsh Creek Detention 12000 Marsh Creek, Clayton Plumbing, flooring, electrical $713,000 Sheriff Various HVAC and electrical $226,000 Various Departments Various Siding repair $350,000 Various Departments 10 Douglas, Martinez Electrical $50,000 Grand Total $9,369,000  County Summary Information      County of Contra Costa FY 2021-2022 Recommended Budget 547 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 now using to prepare a Master Facilities Plan in this fiscal year. 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. The County is currently performing a Facilities Condition Assessment for the entire approximately 4 million square feet of County owned and leased spaced. 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 is under contract with Accruent to perform a facilities condition assessment which will be completed in FY 2021-22 to continue progress on the implementation of the Facilities Asset Management Plan. The County will use the assessment as one part of the data to prepare a Master Facilities Plan to guide future decision making on budgeting capital expenditures and targeting appropriate maintenance strategies for improving the County’s assets. County Summary Information   548 County of Contra Costa FY 2021-2022 Recommended Budget CURRENT DEBT POSITION The most recent Debt Report was issued by the Debt Affordability Advisory Committee on March 15, 2021. Information on the current Debt Position of the County follows: Outstanding Debt. As of June 30, 2020, the County had a total of $318.116 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 $389.4 (2019); 447.6 million (2018); $506.9 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 $729.6 million (2010). The County’s entire debt portfolio is comprised of fixed-rate debt issues. The County Debt Management Policy permits variable rate financial products such as variable rate demand obligations (VRDOs) only under special circumstances and does not presently permit derivatives such as swaps at any time. Even prior to the implementation of its formal Debt Management Policy, the County took a conservative approach to its debt portfolio and had issued only fixed rate debt. This continued approach shields the County from the various risks associated with derivative instruments ensuring a level of certainty in long term financial and capital project planning. It should be noted that POBs are taxable securities whereas the majority of the County’s Lease Revenue Bonds are tax-exempt securities. The exceptions are the 2010 Series A-2 and A-3 bonds, which were issued as Build America Bonds (BABs) and Recovery Zone Economic Development Bonds (RZEDBs), and are taxable, but receive a federal subsidy to offset a portion of the taxable interest on the bonds. Thus, the True Interest Costs (TIC) for the taxable POBs and LRBs are generally higher than those for tax-exempt LRBs. A detailed, audited list of outstanding lease revenue and pension obligation bonds as of June 30, 2020 is shown below. County of Contra Costa (County Only) Outstanding Lease Revenue and Pension Obligation Bonds and True Interest Cost (as of June 30, 2020) ($ 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-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 7,425 3.84% 2012 Lease Revenue Obligations 11/11/12 06/01/27 13,102 7,156 2.68% 2015 Series A (Refunding and Capital Projects) 08/25/15 06/01/35 19,055 14,740 3.18% 2015 Series B (Refunding and Capital Projects) 08/25/15 06/01/28 52,060 30,475 2.40% 2017 Series A (Refunding and Capital Projects) 03/03/17 06/01/27 99,810 55,815 2.33% 2017 Series B (Capital Projects) 05/26/17 06/01/32 100,285 82,895 2.39% Total LRBs and LROs $35,577 $232,426 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 $658,287 $318,116 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 2021-2022 Recommended Budget 549 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 2019-20, the County’s total assessed valuation base was $226.0 billion and the growth rate of total assessed valuation in the County was 5.2%, the eighth 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 9.9% over the last 25 years and averaged 6.8% 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, 2019, total assessed valuation grew by 4.8% for FY 2020-21. The net assessed value of taxable property was $219.23 billion ($226.0 billion gross), resulting in a statutory bonded debt limitation of $10.96 billion (calculated by taking 5% of the assessed value of taxable property) and a California Constitution limit of $2.74 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, 2020, the County’s outstanding bonded debt was $85.7 million leaving a statutory margin of $10.9 billion and a Constitutional margin of $2.7 billion. Subsequent to this reporting period, taxable property grew to $236.8 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, 2020. 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, 2020) Fiscal Year Ending 6/30 Lease Revenue Bond Debt Service (1) Pension Obligation Bond Debt Service Total Debt Service Principal Interest Total Principal Interest Total 2021 30,312,969 7,264,735 37,577,704 40,765,000 4,687,243 45,452,243 83,029,947 2022 28,723,240 6,344,051 35,067,292 44,925,000 2,457,398 47,382,398 82,449,689 2023 29,579,189 5,465,885 35,045,074 0 0 0 35,045,074 2024 20,495,833 4,535,286 25,031,119 0 0 0 25,031,119 2025 18,933,192 3,891,009 22,824,201 0 0 0 22,824,201 2026 17,171,283 3,275,440 20,446,724 0 0 0 20,446,724 2027 16,505,128 2,739,784 19,244,912 0 0 0 19,244,912 2028 10,640,000 2,223,233 12,863,233 0 0 0 12,863,233 County Summary Information   550 County of Contra Costa FY 2021-2022 Recommended Budget CURRENT DEBT POSITION Fiscal Year Ending 6/30 Lease Revenue Bond Debt Service (1) Pension Obligation Bond Debt Service Total Debt Service 2029 9,665,000 1,886,472 11,551,472 0 0 0 11,551,472 2030 9,950,000 1,603,281 11,553,281 0 0 0 11,553,281 2031 10,245,000 1,313,786 11,558,786 0 0 0 11,558,786 2032 10,520,000 1,035,508 11,555,508 0 0 0 11,555,508 2033-2040 19,685,000 3,242,945 22,927,945 0 0 0 22,927,945 TOTAL $232,425,834 $44,821,417 $277,247,251 $85,690,000 $7,144,641 $92,834,641 $370,081,892 (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 $30.6 million of net present value savings were achieved over the remaining terms of bonds refunded since 2002. The vast majority of those savings have been realized over the last six years due to historically low interest rates. Specifically, refunding issuances totaling $221.4 million in lease revenue bonds as part of the plan of finance for the County’s 2015 Series B, 2017 Series A and 2021 Series B issuances have resulted in combined net present value savings of $21.0 million over that period. To the extent that Federal and/or State programs offset debt service cost for projects funded with LRBs, the County must share the refunding savings attributable to such projects with the Federal and/or State program. It should be noted that the Tax Cuts and Jobs Act of 2017, which became law in December 2017, has eliminated the ability to advance refund bonds on a tax-exempt basis. The County’s impact from this change is minimal since the vast majority of its debt portfolio had been refunded at historically low interest rates prior to passage of the Act. Lease Revenue Bond Refunding Savings Since 2002 (as of June 30, 2020) Refunding Lease Revenue Bond Issue Amount Refunded ($ 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 2021 Series B (current refunding) 48.410 17 years 7.34 735,755 Total $465.585 $30.63 $2,822,996  County Summary Information      County of Contra Costa FY 2021-2022 Recommended Budget 551 CURRENT DEBT POSITION Pension Obligation Bonds. In addition to the traditional refundings described above, the County issued POBs in 1994, 2001 and 2003 to refinance its then-unfunded actuarial accrued liability (UAAL) with the Contra Costa County Employees’ Retirement Association (CCCERA). When issuing POBs, the County’s objective is to pay a lower interest cost on the POBs than the actuarial interest cost (i.e. the assumed investment rate) charged by CCCERA, thereby producing savings for the County. Unlike traditional refundings where the prior debt service is fixed, the debt service on a UAAL is not necessarily fixed over the term of its amortization; rather, CCCERA’s investment performance and/or a number of actuarial assumptions could change from year to year, which would result in the UAAL changing as well. For purposes of determining debt service “savings” from issuance of POBs, it is typically assumed that the respective UAAL will not change over the term of the bonds so that the debt service savings are calculated as the difference between the amortization of the respective UAAL at the time of issuance of POBs and the debt service on said POBs. For example, in the 2003 POBs, total savings were estimated to be $113.8 million ($73 million on a present value basis) over 19 years for average annual savings of about $6.0 million. The estimated savings reflected the lower interest cost on the bonds (5.36%) versus the 8.35% actuarial interest rate charged by CCCERA at the time, but also assumed CCCERA would earn 8.35% each year over the term of the bonds. The assumed actuarial interest rate has since been lowered (several times) to 7.00% meaning that long-term savings from POBs are also reduced. CCCERA’s net return on market value of assets for the last five calendar years combined has exceeded the assumed actual rate of return. Unless CCCERA’s future performance continues to produce 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 ultimately be 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. 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. A table showing the history of the County’s credit ratings is provided on the next page. County Summary Information   552 County of Contra Costa FY 2021-2022 Recommended Budget CURRENT DEBT POSITION 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+ 12 2020 Aa2 AAA A1 AAA Aa3 AA+ 13 2021 Aa1 AAA Aa3 AAA Aa2 AA+   1. Municipal bond insurance policies were purchased to allow the ratings to be increased to Aaa (Moody's) and AAA (Standard & Poor’s) 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. Standard & Poor’s 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, Standard & Poor’s 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, Standard & Poor’s upgraded the County’s ratings for each type of debt. 9. October 6, 2016, Moody’s upgraded the County’s Lease Revenue Bond 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. 12. October 13, 2020, Moody’s released an Annual Issuer Comment Letter that cited the County’s underlying General Obligation bond rating at Aa2 with a Stable outlook. 13. February 16, 2021, Moody’s upgraded the County’s issuer rating from Aa2 to Aa1, upgraded the County’s Pension Obligation Bond rating from A1 to Aa3 and upgraded the County’s Lease Revenue Bond ratings from Aa3 to Aa2. On February 18, 2021, Standard & Poor’s affirmed the County’s issuer credit rating at AAA with a Stable outlook.  County Summary Information      County of Contra Costa FY 2021-2022 Recommended Budget 553 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. 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. While the County awaits the input of the community engagement and planning process for the proposed Office of Racial Equity and Social Justice, new for FY 2021-22, the County Administrator has encouraged departments to include in their Performance Indicators metrics that reflect racial equity and social justice outcomes. By including performance indicators for race and socioeconomic class, the County can draw attention and action to important differences in outcomes, the disparity gaps, among groups on the measures. With this information, the County can consider making different policy and funding choices via the budgeting process to achieve more equitable and just outcomes. In the words of Dr. Mark Ghaly, Secretary of the California Health and Human Services Agency, to address the effects of the COVID-19 pandemic and create a future that is equitable and just, “a disproportionate investment in populations and groups that have a disproportionate impact” is needed. In addition to these equity-related metrics, the County Administrator has encouraged departments to include the voices and input of diverse communities in the budget development process. The County has also taken steps to promote community engagement and education in the budget process in partnership with the local “Budget Justice Coalition.” By striving for public agreement about values and priorities, transparency in the decision-making process, and accountability for results—particularly for its most disadvantaged and under-resourced communities, public trust and confidence in County government can be advanced. Residents will know their interests are being served and their voices heard, and the Board of Supervisors can be assured that their budget decisions are addressing the priorities and needs of all our communities. County Summary Information   554 County of Contra Costa FY 2021-2022 Recommended Budget Appendix County of Contra Costa   Organization of the Recommended Budget Book County of Contra Costa FY 2021-2022 Recommended Budget 555 This Fiscal Year 2021-22 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 2021-22 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, Monica Nino. OVERVIEW Information contained in this section includes a general profile of Contra Costa County, (size, population, employment and personal 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. Organization of the Recommended Budget Book 556 County of Contra Costa FY 2021-2022 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 and title. 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 2021-22 Administrative and Program Goals. If applicable, this area summarizes recommended service additions and/or reductions by program. 3 4 5 6 7 8 1 2 Organization of the Recommended Budget Book County of Contra Costa FY 2021-2022 Recommended Budget 557 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 and Measures Administration, Agriculture & Pest Management, Weights and 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, financial control, and develops and implements policies and procedures in support of the operations of the Department. General Fund 2019-20 Actuals 2020-21 Budget 2021-22 Baseline 2021-22 Recommended Change Expenditures Salaries and Benefits 4,730,546 5,007,235 5,180,000 5,180,000 0 Services and Supplies 1,295,965 1,454,799 1,259,000 1,259,000 0 Fixed Assets 29,220 8,500 9,000 9,000 0 Expenditure Transfers 479,195 485,466 624,000 624,000 0 Expense Total 6,534,925 6,956,000 7,072,000 7,072,000 0 Revenue Other Local Revenue 1,006,668 1,185,606 1,205,000 1,205,000 0 State Assistance 3,042,079 3,377,394 3,474,000 3,474,000 0 Total Revenue 4,048,747 4,563,000 4,679,000 4,679,000 0 Net County Cost (NCC) 2,486,178 2,393,000 2,393,000 2,393,000 0 Allocated Positions (FTE) 45.6 44.3 44.3 44.3 0 FINANCIAL INDICATORS Salaries as % of Total Exp 72% 72% 73% 73% % Change in Total Exp 6% 2% 0% % Change in Total Rev 13% 3% 0% % Change in NCC (4%) 0% 0% Compensation Information Permanent Salaries 3,059,579 3,260,536 3,403,743 3,403,743 0 Temporary Salaries 3,941 0 0 0 0 Permanent Overtime 3,680 0 0 0 0 Deferred Comp 35,250 36,640 38,359 38,359 0 FICA/Medicare 233,551 261,054 260,478 260,478 0 Ret Exp-Pre 97 Retirees 7,391 9,350 9,350 9,350 0 Retirement Expense 731,842 782,962 798,798 798,798 0 Employee Group Insurance 310,227 343,186 387,670 387,670 0 Retiree Health Insurance 182,122 183,259 167,388 167,388 0 OPEB Pre-Pay 91,662 82,252 67,944 67,944 0 Unemployment Insurance 1,677 3,429 6,887 6,887 0 Workers Comp Insurance 69,625 44,566 39,383 39,383 0 3 1 2 4 Organization of the Recommended Budget Book 558 County of Contra Costa FY 2021-2022 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, apiary program, industrial hemp regulation, and weed abatement programs 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: $3,546,650 Financing: 3,760,074 Net County Cost: (213,424) Funding Sources: State 91.9% $3,454,969 Fees 5.5% 205,561 Interfund Revenue 2.0% 77,544 Other 0.5% 20,000 Forfeiture/Penalties 0.1% 2,000 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). California Food and Agricultural Code (FAC) Section 224 (g) states that counties must maintain a specified level of County General Fund support of Agriculture Department. Additional cuts would place Unclaimed Gas Tax revenue in jeopardy. For the FY 2021-22 Recommended Budget, increased expenditures are fully offset with increased Unclaimed Gas Tax, enforcement fines and contract/grant revenues, resulting in no change in net County cost from FY 2020-21. The Recommended Budget maintains the current vacancy factor of $107,000. A vacancy factor accounts for cost savings related to funded personnel vacancies occurring within the department during the fiscal year. While seasonal pest detection project hours will be reduced slightly to maintain this vacancy factor in FY 2021-22, this change is not expected to have a negative impact on the program and will not impact total budgeted positions in the department. 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 2021-22 Program Modification List Order Reference to Mand/Disc List Programs/ Budget Units Services FTE Net County Cost Impact Impact Total 6 7 5 8 Budgetary Basis for Accounting County of Contra Costa FY 2021-2022 Recommended Budget 559 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 under the basis of budgeting may not be recognized 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 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 Budgetary Basis for Accounting 560 County of Contra Costa FY 2021-2022 Recommended Budget 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. County Fund Definitions County of Contra Costa FY 2021-2022 Recommended Budget 561 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 562 County of Contra Costa FY 2021-2022 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 2021-2022 Recommended Budget 563                                                     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  564 County of Contra Costa FY 2021-2022 Recommended Budget   Table of Funds – Financial Fund Order FUND CATEGORY   County of Contra Costa FY 2021-2022 Recommended Budget 565 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   566 County of Contra Costa FY 2021-2022 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 assist 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 2021-2022 Recommended Budget 567  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 HEALTH SERVICES 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   568 County of Contra Costa FY 2021-2022 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 2021-2022 Recommended Budget 569  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   570 County of Contra Costa FY 2021-2022 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 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 139500 ROAD DEVELOPMENT BAY POINT To account for developer fees used to finance improvements of bridges and major thoroughfares in the Bay Point 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. Table of Funds – Financial Fund Order FUND CATEGORY County of Contra Costa FY 2021-2022 Recommended Budget 571  Fund Type Fund Number Fund Title Fund Description COUNTY - Proprietary Enterprise 142500 CHILDCARE ENTERPRISE To account for the operations of a fee-for-services program to meet the needs of families who do not qualify for Head Start or Child Development programs due to income restrictions. Enterprise 145000 HOSPITAL ENTERPRISE To account for the operations of the Contra Costa Regional Medical Center (CCRMC). Enterprise 146000 HMO ENTERPRISE To account for the County-operated prepaid health plan available to Medi-Cal and Medicare recipients, employees of participating private and governmental employers and individual members of the general public. Enterprise 146100 HMO ENTERPRISE-COMMUNITY PLAN To account for the costs of the Basic Health Care and the Health Care Initiative individuals that have their care case managed by the Community Plan. Enterprise 146200 MAJOR RISK MEDICAL INSURANCE ENTERPRISE To account for health care provided to County residents who qualify for the Access for Infants and Mothers (AIM) program and the Major Risk Medical Insurance Program (MRMIP) which are administered by the State's Managed Risk Medical Insurance Board. Internal Service 150100 FLEET INTERNAL SERVICE FUND To account for funding and facilitate regular scheduled replacement of County vehicles. 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 projects. 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. Table of Funds – Financial Fund Order FUND CATEGORY   572 County of Contra Costa FY 2021-2022 Recommended Budget Fund Type Fund Number Fund Title Fund Description SPECIAL DISTRICT - Governmental Various Various SERVICE AREA - DRAINAGE To account for the correction of drainage problems and provision of drainage services in unincorporated Walnut Creek. Funding provided by drainage fees, permits and interest earnings. Various Various MISCELLANEOUS DISTRICTS To account primarily for development of the County's water policy and oversight of 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 2021-2022 Recommended Budget 573 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   574 County of Contra Costa FY 2021-2022 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 2021-2022 Recommended Budget 575 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   576 County of Contra Costa FY 2021-2022 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   Standing Committees of the Board of Supervisors County of Contra Costa FY 2021-2022 Recommended Budget 577 Standing Committees of the Board of Supervisors With Currently-Designated Supervisors Affiliated Organizations (1)Authority/Agency Board is the Board of Supervisors Airport Committee Supervisors:  Diane Burgis Karen Mitchoff Family & Human Services Committee Supervisors: Candace Andersen Diane Burgis Finance Committee Supervisors: Karen Mitchoff John Gioia  Hiring Outreach Oversight Committee Supervisors: Federal D. Glover John Gioia Internal Operations Committee Supervisors: Candace Andersen Diane Burgis Legislation Committee Supervisors: Diane Burgis Karen Mitchoff Public Protection Committee Supervisors: Candace Andersen Federal D. Glover Transportation, Water & Infrastructure Committee Supervisors: Candace Andersen Diane Burgis Sustainability Committee Supervisors:  John Gioia Federal D. Glover Assessment Appeals Board CCC Employees'  Retirement Association Contra Costa County &  Crockett‐Carquinez Fire Protection Districts (1) 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) Standing Committees of the Board of Supervisors 578 County of Contra Costa FY 2021-2022 Recommended Budget Board of Supervisors Advisory Bodies County of Contra Costa FY 2021-2022 Recommended Budget 579 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 51. ***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 and Girls 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 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 Measure X Community  Advisory Board 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*** Board of Supervisors Advisory Bodies 580 County of Contra Costa FY 2021-2022 Recommended Budget Mandatory/Discretionary Program Listing – By Department County of Contra Costa FY 2021-2022 Recommended Budget 581 Program Service Level Expenditures Funding Source General Fund NCC FTE Support Explanation Agriculture/Weights and Measures 1 Administration M D 2,165,931 0 2,165,931 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 3,546,650 3,760,074 (213,424) 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 1,155,898 918,926 236,972 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 203,521 0 203,521 1.0 No 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 582 County of Contra Costa FY 2021-2022 Recommended Budget Program Service Level Expenditures Funding Source General Fund NCC FTE Support Explanation Animal Services 1 Field Services M D 4,309,213 2,836,821 1,472,392 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 3,817,231 2,450,497 1,366,734 27.0 No Provide temporary husbandry and veterinary care to animals impounded at the County's shelter. 3 Administration Services M D 3,320,641 2,178,668 1,141,973 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 421,915 291,014 130,901 2.0 No Provides public information, media relations, community education, and managing all aspect of the department's volunteer program. Special Funds 5 Animal Benefit Fund D D 110,000 110,000 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 7,422,400 756,222 6,666,178 45.0 No Secured property appraisal mandated by R&T Code Sections 50-93, 101-2125. 2 Business M D 1,855,600 188,963 1,666,637 11.0 No Unsecured property appraisal mandated by R&T Code Sections 2901-2928.1. 3 Support Services M D 8,164,640 831,437 7,333,203 49.0 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 1,113,360 113,378 999,982 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. Mandatory/Discretionary Program Listing – By Department County of Contra Costa FY 2021-2022 Recommended Budget 583 Program Service Level Expenditures Funding Source General Fund NCC FTE Support Explanation Special Funds 5 Property Tax Administration Program M D 3,144,924 3,144,924 0 0.0 No Provides funding from the State- County Property Tax Administration Program to be used to improve operations and enhance computer applications and systems. Auditor-Controller 1 Property Tax M D 1,928,791 1,907,448 21,343 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 2,409,268 1,535,965 873,303 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/Accou nts Payable M D 2,332,151 3,361,874 (1,029,723) 18.0 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 988,668 62,004 926,664 6.0 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. Mandatory/Discretionary Program Listing – By Department 584 County of Contra Costa FY 2021-2022 Recommended Budget Program Service Level Expenditures Funding Source General Fund NCC FTE Support Explanation 5 Special Accounting M D 579,162 244,747 334,415 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 2,442,960 259,962 2,182,998 11.0 Yes Provides general management of financial information and accounts of all departments, districts, and other agencies governed by the Board of Supervisors. Provides employee development, personnel, payroll, and fiscal administration. Provides systems development and support. Special Funds 7 Automated Systems Development D D 200,000 200,000 0 0.0 No Non-General Fund. Accumulates interest earnings from the Teeter Plan borrowing program and other funding sources to finance maintenance and enhancement for countywide financial systems. Board of Supervisors 1 Legislation & Policy Direction M D 7,572,000 355,000 7,217,000 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 concerning services which are or may be provided by the County or other local government agencies. 3 Board Mitigation Programs D D 175,000 175,000 0 0.0 No Provides funding from solid waste transfer facility mitigation fees related to West Contra Costa Sanitary Landfill Inc. for benefit of the incorporated and unincorporated North Richmond area. 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. Mandatory/Discretionary Program Listing – By Department County of Contra Costa FY 2021-2022 Recommended Budget 585 Program Service Level Expenditures Funding Source General Fund NCC FTE Support Explanation Special Funds 5 North Richmond Waste & Recovery Mitigation Fund D D 735,000 735,000 0 0.0 No Provides 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. Capital Improvements 1 Minor non-Capital Improvements D D 1,150,000 0 1,150,000 0.0 Yes Minor repairs and improvements to County facilities using in-house staff, consultants, and contractors. 2 Facilities Lifecycle Improvement Summary D D 12,550,000 2,550,000 10,000,000 0.0 Yes Addresses deferred facilities maintenance and capital renewal in accordance with the Real Estate Asset Management program (RAMP). 3 Plant Acquisition D D 3,700,000 0 3,700,000 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 1,190,000 90,000 1,100,000 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 368,000 37,000 331,000 0.0 No To promote the arts throughout the County via support of the Arts Commission and to support the Northeast Antioch Joint powers Agreement (JPA). 3 LAFCO M M 270,000 0 270,000 0.0 No Encourages orderly formation and development of local government agencies and approves, amends, or disapproves applications to create new cities or special districts, and modifies boundaries of existing agencies. Mandatory/Discretionary Program Listing – By Department 586 County of Contra Costa FY 2021-2022 Recommended Budget Program Service Level Expenditures Funding Source General Fund NCC FTE Support Explanation 4 Management Information System D D 1,002,000 540,000 462,000 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 12,039,000 6,442,000 5,597,000 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 18,691,000 18,691,000 0 134.0 No Mandated services assisting parents to meet their mutual obligation to support their children. Operations of this Department are currently controlled by the regulations of the State Department of Child Support Services. Clerk – Recorder - Elections 1 Elections M M 9,150,000 1,641,000 7,509,000 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 5,104,000 7,013,000 (1,909,000) 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 12,115,000 12,115,000 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. Mandatory/Discretionary Program Listing – By Department County of Contra Costa FY 2021-2022 Recommended Budget 587 Program Service Level Expenditures Funding Source General Fund NCC FTE Support Explanation Conflict Defense 1 Conflict Defense M D 5,561,000 0 5,561,000 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 1,555,043 1,555,043 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. 2 Current Planning M D 7,874,500 7,874,500 0 30.0 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 381,038 381,038 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 1,117,466 1,117,466 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. Mandatory/Discretionary Program Listing – By Department 588 County of Contra Costa FY 2021-2022 Recommended Budget Program Service Level Expenditures Funding Source General Fund NCC FTE Support Explanation 5 Conservation/ Solid Waste M D 3,264,836 3,264,836 0 7.0 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 2,087,141 2,087,141 0 6.0 No Develop an effective transportation network throughout the county by planning for roads and other types of transportation systems on countywide corridors and with local and neighborhood areas. Administer programs related to Growth Management, Congestion Management and trip reduction. Provide staff support for other County efforts requiring transportation planning resources. Staff support or participation in over 10 committees including the Board's Transportation, Infrastructure and Water Committee is required. 7 Federal Programs, CDBG, Successor Agency D D 2,906,820 2,906,820 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 6,002,547 6,002,547 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 8,584,573 8,584,573 0 28.0 No Review plans, issue building permits, and inspect the construction of buildings. Mandatory/Discretionary Program Listing – By Department County of Contra Costa FY 2021-2022 Recommended Budget 589 Program Service Level Expenditures Funding Source General Fund NCC FTE Support Explanation 10 Code Enforcement M D 1,855,211 1,855,211 0 12.0 No Respond to building and zoning complaints, perform on-site investigations, abate hazards, and perform inspections. 11 Weatherization D D 1,226,380 1,226,380 0 12.0 No Free home weatherization services to low income residents. 12 Application & Permit Center Engineering Services M D 5,473,679 5,473,679 0 36.0 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. 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 405,000 405,000 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 995,000 995,000 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 1,725,000 1,725,000 0 0.0 No Funding for mitigation programs within East County community. 21 Housing Rehabilitation, Economic Development & Sustainability Program D D 2,056,000 1,374,000 682,000 4.0 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 827,000 827,000 0 0.0 No Provide housing opportunities for people with HIV/AIDS. Mandatory/Discretionary Program Listing – By Department 590 County of Contra Costa FY 2021-2022 Recommended Budget Program Service Level Expenditures Funding Source General Fund NCC FTE Support Explanation 23 HUD Block Grant D M 11,289,000 11,289,000 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 15,870,000 15,870,000 0 0.0 No Emergency Shelter Grant program provides homeless persons with basic shelter and essential supportive services. 25 HUD Home Block Grants D D 6,522,000 6,522,000 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 72,000 72,000 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 136,000 136,000 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 1,400,000 1,400,000 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 11,256,000 11,256,000 0 0.0 No Provide funding for all Successor Agency-related obligations and activities pursuant to the terms of the Dissolution Act. Mandatory/Discretionary Program Listing – By Department County of Contra Costa FY 2021-2022 Recommended Budget 591 Program Service Level Expenditures Funding Source General Fund NCC FTE Support Explanation 32 HOME Investment Partnership Act D M 683,000 683,000 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 1,526,000 1,526,000 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. 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 4,000,000 4,000,000 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 Board Support & Gen Administration M D 6,253,000 352,000 5,901,000 18.0 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, information and other resources in direct support of service delivery. Mandatory/Discretionary Program Listing – By Department 592 County of Contra Costa FY 2021-2022 Recommended Budget Program Service Level Expenditures Funding Source General Fund NCC FTE Support Explanation 2 Equal Employment Opportunity M D 307,000 0 307,000 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 3 Labor Relations M D 2,036,000 1,494,000 542,000 6.0 Yes Administers County's labor management relations programs including the collective bargaining process, grievance investigation, training and counseling. 4 CCTV & Public Info M D 1,450,000 1,450,000 0 8.6 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. 5 Office of Racial Equity and Social Justice D D 600,000 600,000 0 0.0 No Works with community organizations, community leaders, cities and school districts to better coordinate, strengthen, and expand the County’s existing work on equity and inclusion. Supported by Measure X Revenue. County Counsel 1 General Law M D 7,425,933 6,120,933 1,305,000 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 3,847,108 3,847,108 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 2,518,959 2,518,959 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. Mandatory/Discretionary Program Listing – By Department County of Contra Costa FY 2021-2022 Recommended Budget 593 Program Service Level Expenditures Funding Source General Fund NCC FTE Support Explanation Debt Service 1 County/State West Contra Costa Healthcare District (WCCHCD) D M 0 1,000,000 (1,000,000) 0.0 Yes To account for the West Contra Costa Healthcare District's allocation of property tax revenue. 2 Notes and Warrants Interest (General Fund) 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. Special Funds 3 Retirement/ UAAL Bond Fund D M 47,382,398 47,382,398 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 (Auto Sys Development Fund) 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. 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 855,058 855,058 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 885,083 885,083 0 2.0 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. Mandatory/Discretionary Program Listing – By Department 594 County of Contra Costa FY 2021-2022 Recommended Budget Program Service Level Expenditures Funding Source General Fund NCC FTE Support Explanation 3 Network Services D D 2,662,479 2,662,479 0 12.0 Yes Provides advanced network technologies to design, implement, and support the County’s wide array of systems, applications, storage and email services. Delivers service over leading-edge transport technology, allowing the County to share data, collaborate, and host applications both internal and external to the County. Supports an environment with services located on premise and systems that have been migrated to the private, government, County-supported cloud service. 4 Operations D D 3,262,359 3,356,309 (93,950) 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 957,162 863,212 93,950 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 6,064,638 6,064,638 0 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 Telecommunicatio ns D D 13,440,000 13,354,000 86,000 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 4,809,221 4,809,221 0 6.0 Yes Insures reliable, secure, and fast support and maintenance of the County's WAN infrastructure. Mandatory/Discretionary Program Listing – By Department County of Contra Costa FY 2021-2022 Recommended Budget 595 Program Service Level Expenditures Funding Source General Fund NCC FTE Support Explanation District Attorney 1 Mainline Prosecution M D 26,932,664 17,811,578 9,121,086 142.1 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. 2 Special Prosecution M D 8,022,817 5,483,598 2,539,219 28.5 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 5,526,682 110,213 5,416,469 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 1,810,604 1,807,860 2,744 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 4,831,502 9,000 4,822,502 12.0 No Operations, fiscal, personnel, procurement, and facilities management, and resource development 6 AB 109 M D 2,197,903 2,406,923 (209,020) 8.5 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 390,000 353,000 37,000 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 1,412,000 1,412,000 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. Mandatory/Discretionary Program Listing – By Department 596 County of Contra Costa FY 2021-2022 Recommended Budget Program Service Level Expenditures Funding Source General Fund NCC FTE Support Explanation 9 Narcotics Forfeiture D D 55,000 55,000 0 0.0 No State law requires that the District Attorney Office’s portion of distributed forfeited narcotics assets be used for enhancement of prosecution. 10 Environmental/OS HA D D 450,000 450,000 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 1,000 1,000 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 500,000 500,000 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 520,000 520,000 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 355,761 355,761 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 2,513,000 93,000 2,420,000 0.0 Yes Funds PeopleSoft Project (Payroll). 2 Retiree Health Benefits M D 376,000 0 376,000 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. Mandatory/Discretionary Program Listing – By Department County of Contra Costa FY 2021-2022 Recommended Budget 597 Program Service Level Expenditures Funding Source General Fund NCC FTE Support Explanation Employment and Human Services Administration 1 Administrative Services D D 61,647,000 61,093,000 554,000 221.0 Yes Provides administrative support to all areas of the Department Children and Family Services Bureau 2 Child Welfare Services M M 68,721,076 65,914,720 2,806,356 353.8 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 3,257,766 3,244,647 13,119 14.7 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 5,371,365 4,756,934 614,431 22.8 No Provides eligibility determination for cash assistance for care of children placed in out of home care. 5 Resource Family Approval D M 919,530 814,813 104,717 0.6 No Processes applications and provides support services to approved Resource Family Homes. 6 Adoption Assistance Program M M 22,306,432 21,226,742 1,079,690 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 32,062,345 30,554,817 1,507,528 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 419,586 377,627 41,959 0.1 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 1,312,000 1,106,800 205,200 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 598 County of Contra Costa FY 2021-2022 Recommended Budget Program Service Level Expenditures Funding Source General Fund NCC FTE Support Explanation 10 Independent Living Skills Program M D 818,900 818,900 0 5.5 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. Aging and Adult Services Bureau 11 Adult Protective Services M D/M 18,731,457 17,104,319 1,627,138 68.9 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. 12 Area Agency on Aging D/M D/M 6,614,037 6,050,199 563,838 17.7 No Provides supportive social services, congregate meals, home delivered meals, in-home services, and elder abuse prevention to seniors. 13 General Assistance Eligibility M M 4,272,773 384,050 3,888,723 19.5 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. 14 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. 15 Indigent Interment M M 89,023 14,878 74,145 0.0 No Provides cremation and burial, in cemetery lots or niches, of indigent decedents. 16 In-Home Supportive Services Administration M D 13,657,322 12,175,190 1,482,132 75.9 No Provides administration to determine eligibility and provide on- going case management for the In Home Supportive Services program. 17 In-Home Supportive Services Payments M M 49,886,545 46,601,910 3,284,635 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. Workforce Services Bureau 18 CalWORKs Eligibility Services and Home Visiting Services M M 38,069,375 38,069,375 0 176.2 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 Department County of Contra Costa FY 2021-2022 Recommended Budget 599 Program Service Level Expenditures Funding Source General Fund NCC FTE Support Explanation 19 CalWORKs Employment Services M D 40,969,599 40,969,599 0 103.5 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. 20 CalWORKs Cal- Learn M D 167,450 167,450 0 0.9 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. 21 CalWORKs Childcare M M 11,290,513 11,290,513 0 11.7 No Eligibility and ongoing case management under Stage One subsidized child care. 22 Mental Health/Substance Abuse M D 2,314,184 2,314,184 0 0.0 No Provides CalWORKs case management and treatment services for mental health and substance abuse. 23 CalWORKs Trafficking and Crime Victims Assistance Program M M 200,754 200,754 0 0.6 No Provides assistance to non-citizen victims of trafficking, domestic violence, and other serious crimes. 24 CalWORKs Family Stabilization Program M M 192,272 192,272 0 0.5 No Provides comprehensive evaluations and wraparound services to Welfare-to-Work families who are experiencing identified situations and/or crises. 25 CalWORKs Expanded Subsidized Employment M D 2,832,609 2,832,609 0 9.3 No Provides funds for wage, non-wage and operational costs for six-month job placements for Welfare-to-Work clients. 26 CalWORKs Housing Support D D 2,415,719 2,415,719 0 0.0 No Provides funds for support services and administrative activities for homeless CalWORKs families. 27 CalWORKs Cash Assistance M M 56,745,158 56,007,887 737,271 0.0 No Provides cash assistance to eligible families based on income levels. 28 CalFresh and Work Incentive Nutritional Supplement (WINS) Eligibility M M 50,523,932 47,722,508 2,801,424 218.1 No Provides eligibility determination for CalFresh and California Food Assistance Program households. Provides ongoing case management for CalFresh benefits for eligible low-income individuals and families. Mandatory/Discretionary Program Listing – By Department 600 County of Contra Costa FY 2021-2022 Recommended Budget Program Service Level Expenditures Funding Source General Fund NCC FTE Support Explanation 29 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. 30 Standard Utility Assistance Subsidy Program (SUAS) M M 236,880 236,880 0 0.0 No Provides an annual $20.01 utility assistance benefit to eligible CalFresh households. 31 Medi-Cal Eligibility M M 63,194,232 63,194,232 0 281.4 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. 32 Refugee Programs Eligibility M M 588,797 588,797 0 2.8 No Provides eligibility determination and grant maintenance activities for the Refugee Cash Assistance (RCA) and Cash Assistance Program for Immigrants (CAPI) programs. 33 Refugee Programs Cash Assistance M M 137,100 137,100 0 0.0 No Provides funds for cash assistance payments for immigrants. 34 Service Integration Team / Sparkpoint D D 163,805 114,500 49,305 0.0 No Provides intensive care management to eligible families to serve as a path forward in providing holistic wrap-around services to families. 35 Ann Adler Children and Family Trust D D 50,000 50,000 0 0.0 No Provides support programs for care of abused, neglected and at risk children. Workforce Development Board 36 Workforce Innovation & Opportunity Act (WIOA) and Grants M D 7,109,000 7,091,000 18,000 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 37 Head Start D M 23,799,000 23,799,000 0 56.0 No Federally-funded childcare services that provide part-day and full-day educational and comprehensive services for children ages 3-5, serving income eligible and disabled children and families. Mandatory/Discretionary Program Listing – By Department County of Contra Costa FY 2021-2022 Recommended Budget 601 Program Service Level Expenditures Funding Source General Fund NCC FTE Support Explanation 38 Comprehensive Funding Model D M 10,384,844 10,384,311 533 78.5 No Combines Head Start, Early Head Start, and Child Development funds to provide full-day, full-year childcare for children of low-income working parents. 39 Early Head Start D M 13,877,000 13,877,000 0 19.0 No Federally-funded childcare program for infants and toddlers ages 0-3, serving income eligible and disabled infants and toddlers and their families. 40 Childhood Nutrition D M 1,815,345 1,815,345 0 12.0 No Nutritional counseling for families and meal services for low-income and disabled children. 41 Community Action Programs D M 5,664,779 5,506,312 158,467 15.0 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. 42 Housing & Energy D M 2,939,521 2,939,521 0 5.0 No Federally-funded program that provides utility bill payment assistance, energy education, and weatherization services to low- income residents of the County. Contra Costa Alliance to End Abuse 43 Contra Costa Alliance to End Abuse D D 2,432,000 753,000 1,679,000 0.0 No Coordinated Services designed to reduce domestic and family violence and elder abuse. 44 County Children's Trust Fund D D 136,000 136,000 0 0.0 No Provides child abuse prevention services. 45 IHSS Public Authority M D 2,573,000 2,573,000 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. 46 Child Development Fund D M 37,204,000 37,204,000 0 93.0 No State-funded Preschool and General Child Care program serving 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. Mandatory/Discretionary Program Listing – By Department 602 County of Contra Costa FY 2021-2022 Recommended Budget Program Service Level Expenditures Funding Source General Fund NCC FTE Support Explanation 47 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. 48 Contra Costa Alliance to End Abuse - Special Revenue Fund M M 400,000 400,000 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. 49 Contra Costa Alliance to End Abuse - SB 968 Administration M D 1,108,000 1,108,000 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 0 529,000,000 (529,000,000) 0.0 No Receives revenues which are not attributable to a specific County services and which are available for County General Fund expenditures. Health Services Hospital & Ambulatory Care Centers - Enterprise Fund I 1 Hospital and Emergency Care M M 306,851,320 279,736,841 27,114,479 1089.8 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 198,714,339 186,748,656 11,965,683 738.1 No Provides for operation of the 10 medical ambulatory care centers located throughout the County. 3 Physician Services M M 111,530,977 95,906,720 15,624,257 266.9 No Provides for operation of medical staff at the Contra Costa Regional Medical Center, the 10 ambulatory care clinics, and the Family Practice Residency Program. 4 Emergency Medical Services M M 1,554,737 1,554,737 0 4.0 Yes Provides overall coordination of the emergency ambulance services throughout the County, and coordination of medical disaster response efforts. 5 Administrative Services D D 30,565,046 30,565,046 0 291.8 Yes Provides centralized Department- wide administrative support to all Health Services divisions, e.g. IT, Payroll, Personnel. Mandatory/Discretionary Program Listing – By Department County of Contra Costa FY 2021-2022 Recommended Budget 603 Program Service Level Expenditures Funding Source General Fund NCC FTE Support Explanation 6 Charges from Other County Depts M D 18,540,581 0 18,540,581 0.0 Yes Provides centralized charges to Health Services Department from other County departments, e.g. GSD. Hospital Capital Cost - Enterprise Fund I 7 Hospital Capital Project D D 25,468,000 25,468,000 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 597,501,000 597,501,000 0 182.0 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 201,706,000 201,706,000 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 4,753,000 4,753,000 0 0.0 No Provides centralized charges to Health Services Department from other County departments, e.g. HR, Auditor's, PW. Contra Costa Community Health Plan - Enterprise Fund III 11 Commercial Groups, Basic Health Care and Contra Costa CARES D M 55,133,000 54,883,000 250,000 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. Also, includes Contra Costa CARES. 12 In-Home Supportive Services D M 20,220,000 16,484,000 3,736,000 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. Mandatory/Discretionary Program Listing – By Department 604 County of Contra Costa FY 2021-2022 Recommended Budget Program Service Level Expenditures Funding Source General Fund NCC FTE Support Explanation Behavioral Health Division - Mental Health 13 Child & Adolescent Services M D 67,396,412 66,078,459 1,317,953 113.5 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 68,289,324 67,500,151 789,173 162.7 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 18,773,978 8,952,907 9,821,071 91.2 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 15,769,431 13,881,491 1,887,940 0.0 No Provides acute inpatient psychiatric care at Contra Costa Regional Medical Center, involuntary evaluation and short-term treatment for seriously and persistently mentally ill clients who may be a danger to themselves or others. 17 Outpatient Mental Health Crisis M M 16,038,958 14,215,565 1,823,393 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 11,093,897 9,428,427 1,665,470 22.0 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 54,397,000 54,397,000 0 172.8 No Expands mental health care programs for children, transition age youth, adults and older adults. Behavioral Health Division - Alcohol and Other Drugs 20 Prevention Services D D 1,617,000 1,617,000 0 2.7 No Provides alcohol and other drugs education, drug-free activities, community-based initiatives, problem identification and referral for youth and adults. Mandatory/Discretionary Program Listing – By Department County of Contra Costa FY 2021-2022 Recommended Budget 605 Program Service Level Expenditures Funding Source General Fund NCC FTE Support Explanation 21 Information, Screening and Referral into SUD D D 677,000 677,000 0 6.0 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 5,347,000 5,347,000 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 3,607,000 2,633,584 973,416 7.3 No Provides outpatient substance abuse recovery services for adults, youth/adolescents and family members who have substance use disorders. 24 Residential Treatment and Withdrawal Management Summary D D 9,312,000 9,085,886 226,114 17.0 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 705,000 705,000 0 0.0 No Case management and recovery support services for DMC beneficiaries 26 Special Programs (Non-DMC Waiver) D D 4,738,000 4,720,000 18,000 16.1 No Time-limited federal and state special initiatives and demonstration programs. 27 Program and System Support Summary D D 2,881,000 2,163,530 717,470 11.7 No Oversight and management of all SUD Waiver treatment and recovery services and Non-Waiver SUD services including primary prevention. Health, Housing and Homeless Services 28 Administration D D 1,297,000 897,000 400,000 8.5 Yes Includes staffing, occupancy costs, costs incurred for the homeless advisory board activities, and costs associated with grant writing and consultation. 29 Continuum of Care D D 596,000 481,000 115,000 2.5 No Identifies and implements socioeconomical equity strategies to increase engagement for BIPOC consumers and communities. Mandatory/Discretionary Program Listing – By Department 606 County of Contra Costa FY 2021-2022 Recommended Budget Program Service Level Expenditures Funding Source General Fund NCC FTE Support Explanation 30 Coordinated Entry System D D 4,225,000 3,780,000 445,000 1.0 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. 31 Interim Housing and Support Services D D 4,554,000 2,990,000 1,564,000 0.0 No Offers short-term shelter and support services that allow for stabilization, referral and preparation for permanent housing and/or mental health and treatment services. 32 Supportive Housing Program D D 5,526,000 5,410,000 116,000 1.0 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. 34 Homeless Management Information System D D 420,000 376,000 44,000 2.0 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 One-Time Homeless Assistance D D 8,540,000 8,540,000 0 0.0 No The HHAP/CESH grant funding that addresses the immediate emergency needs of homeless individuals. 35 Housing Security Fund D D 250,000 250,000 0 0.0 No Flexible Funds to assist consumers in maintaining housing of their choice. Public Health 36 Public Health Support Services D D 8,864,231 1,477,409 7,386,822 43.6 Yes Provides program oversight, including management and administrative support staff. 37 Senior Nutrition Program D D 5,115,893 5,049,580 66,313 4.8 No Provides over 550,000 meals per year to the elderly population in the County through a congregate (Senior Center) or home delivery (Meals on Wheels) model. In addition to elderly clients, approximately 2,700 meals are delivered to homebound AIDS/HIV clients. Mandatory/Discretionary Program Listing – By Department County of Contra Costa FY 2021-2022 Recommended Budget 607 Program Service Level Expenditures Funding Source General Fund NCC FTE Support Explanation 38 Communicable Disease Control M/D D 10,937,146 7,138,219 3,798,927 55.9 No Identification, investigation and treatment of persons who have communicable disease or who have been exposed or are at risk for a communicable disease. 39 HIV/AIDS and STD Program M/D D 4,904,140 3,820,549 1,083,591 30.7 No Provides access to care, monitoring and surveillance, community education and prevention services. 40 Family, Maternal & Child Health M/D D 12,266,984 10,575,675 1,691,309 94.2 No Promotes health and welfare of families and children. 41 Public Health Clinical Services D D 51,230,245 43,670,305 7,559,940 246.0 No Provides full scope pediatric clinics, women's health and family planning, sexually transmitted disease clinics, immunization clinics, the employee occupational health program, and school-based clinics. In addition, provides public health nursing visits to new babies and mothers, and health care for the homeless. 42 Community Wellness & Prevention Program D D 3,084,361 2,431,263 653,098 24.0 No Provides for prevention of chronic disease and injuries. Environmental Health 43 Hazardous Materials Program M M 11,914,121 12,134,121 (220,000) 39.0 No Provides emergency response, hazardous waste, hazardous material, underground tank and accidental release programs. 44 Environmental Health M M 12,855,879 13,075,879 (220,000) 61.0 No Provides retail food programs, consumer protection programs, solid waste program, medical waste program and land use programs. 45 Fixed Assets D D 200,000 200,000 0 0.0 No Provides for acquisition of capital equipment and for needed capital improvement projects. Detention Facility Program 46 Detention Facility MH Services M D 7,131,494 61,000 7,070,494 19.0 No Provides assistance to Sheriff's Department in identification and management of mentally ill in the main County detention facility. 47 Detention Facility Med Services M D 29,384,530 1,397,000 27,987,530 139.3 No Provides primary care medical services for inmates in County detention facilities. 48 Juvenile Hall Medical Services M D 2,436,175 2,427,199 8,976 11.2 No Provides primary care medical services to inmates at Juvenile Hall. Expenditures are transferred to the Probation Department. Mandatory/Discretionary Program Listing – By Department 608 County of Contra Costa FY 2021-2022 Recommended Budget Program Service Level Expenditures Funding Source General Fund NCC FTE Support Explanation 49 Juvenile Justice Facilities D D 836,801 836,801 0 0.0 No Provides crisis intervention, medication evaluation and consultation. Conservatorship/Guardianship 50 Conservatorship /Guardianship M M 4,414,500 762,500 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 51 California Children's Services Program M M 12,721,000 10,283,000 2,438,000 67.5 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 52 Public Administrator M D 676,000 332,000 344,000 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 53 Administration D D 111,412 111,412 0 0.0 No Reimbursement for County incurred costs related to Emergency Medical Services program collections and disbursements. 54 Emergency Medical Services D M 170,151 170,151 0 0.0 No Reimbursement for County operated Emergency Medical Services program. 55 Physicians D M 580,651 580,651 0 0.0 No Payments to physicians for emergency services to indigents. 56 Hospitals D M 249,873 249,873 0 0.0 No Payments to hospitals for emergency room care provided to indigents. 57 Pediatric Trauma Centers D M 79,913 79,913 0 0.0 No Reimbursement to physicians and hospitals for uncompensated services provided at pediatric trauma centers. Ambulance Services Areas (Measure H) 58 Zone A D M 237,000 237,000 0 0.0 No Funds EMS first responder medical and communication equipment, supplies, and training of medical dispatchers. Mandatory/Discretionary Program Listing – By Department County of Contra Costa FY 2021-2022 Recommended Budget 609 Program Service Level Expenditures Funding Source General Fund NCC FTE Support Explanation 59 Zone B D M 4,722,000 4,722,000 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 1,385,861 2,569,249 (1,183,388) 4.0 Yes Develops, administers and maintains merit and exempt employment systems. 2 Employee Benefits Administration M D 6,981,751 6,981,751 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 3,826,388 30,000 3,796,388 23.0 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. Justice System Development/Planning 1 Law and Justice System Development D D 1,476,000 476,000 1,000,000 5.0 Yes Plans, develops, implements and maintains automated information systems for justice departments. 2 Vehicle Theft Program D M 1,000,000 1,000,000 0 0.0 No Provides local funding for programs relating to vehicle theft crimes. Special Funds 3 Automated ID & Warrant D M 1,311,000 1,311,000 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 250,000 250,000 0 0.0 No Provides for the collection of DNA specimens, samples and print impressions. 5 Local Community Corrections M D 29,949,274 29,949,274 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 8,776,478 8,776,478 0 0.0 No Provides for the pass-through of State Supplemental Law Enforcement funding to Contra Costa cities. Mandatory/Discretionary Program Listing – By Department 610 County of Contra Costa FY 2021-2022 Recommended Budget Program Service Level Expenditures Funding Source General Fund NCC FTE Support Explanation 7 SLESA - AB109 M M 15,697,310 15,697,310 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 7,623,219 7,623,219 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 2,086,105 2,086,105 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. 3 Support Services D D 4,952,676 4,952,676 0 21.2 No Support Services includes automation, Virtual Library, circulation, technical services, and collection management. 4 Library Community Services D D 21,448,000 21,448,000 0 133.1 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. 5 Casey Library Gift Trust 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 4,175,564 1,989,853 2,185,711 0.0 No Court-ordered board and care costs for minors placed outside of County facilities by the Juvenile Court. Mandatory/Discretionary Program Listing – By Department County of Contra Costa FY 2021-2022 Recommended Budget 611 Program Service Level Expenditures Funding Source General Fund NCC FTE Support Explanation 2 California Dept. of Juv. Justice Fees M M 312,500 0 312,500 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 3,275,936 415,147 2,860,789 0.0 No Fees paid to Health Services for medical care of juvenile residents in County facilities. Juvenile Facilities 4 Juvenile Hall M M 22,730,620 5,374,733 17,355,887 120.5 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 6,378,180 9,463,067 (3,084,887) 34.0 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 443,200 443,200 0 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 635,000 226,000 409,000 4.0 No Federally assisted meal program. Provides nutritionally balanced, low- cost or free lunches to children each school day. Probation Programs 8 Adult Investigations & Supervision M D 22,635,713 17,775,109 4,860,604 61.0 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 1,439,267 1,439,267 0 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. Mandatory/Discretionary Program Listing – By Department 612 County of Contra Costa FY 2021-2022 Recommended Budget Program Service Level Expenditures Funding Source General Fund NCC FTE Support Explanation 11 Domestic Violence D M 1,239,891 2,000 1,237,891 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 418,043 387,439 30,604 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 5,216,747 425,000 4,791,747 35.0 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 1,996,460 0 1,996,460 22.0 No Provides support services to Deputy Probation Office staff in adult and juvenile programs. 15 Community Probation D M 1,672,010 1,672,010 0 10.0 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 1,285,254 324,308 960,946 4.0 No Aftercare supervision for institution commitment treatment program for youthful offenders. 17 Training M D 165,590 183,900 (18,310) 3.0 Yes State required and approved training for Probation staff. (PC 6035) 18 Administration/ Personnel / Info Tech M D 11,101,058 0 11,101,058 29.0 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 3,605,000 3,605,000 0 0.0 No Provides state resources from the Juvenile Justice Crime Prevention Act of 2000 to support juvenile prevention initiatives. Mandatory/Discretionary Program Listing – By Department County of Contra Costa FY 2021-2022 Recommended Budget 613 Program Service Level Expenditures Funding Source General Fund NCC FTE Support Explanation 20 Probation Ward Welfare D D 28,000 28,000 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 7,107,000 7,107,000 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 4,560,632 0 4,560,632 8.0 No Provides management, administrative support, and oversight of all Departmental functions. 2 Investigations M D 2,175,678 0 2,175,678 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 20,670,639 1,740,009 18,930,630 84.7 No Provides effective assistance of counsel for all qualifying adults and juveniles charged with criminal offenses. 4 Alternate Defender Office M D 4,255,918 0 4,255,918 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. 5 AB 109 M D 5,264,517 4,639,375 625,142 25.8 No Provides support and services to reduce recidivism for low level felony offenders; furthers the goals of AB109. Special Fund 6 AB109-Public Defender M D 355,761 355,761 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 67,155,000 67,155,000 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. Mandatory/Discretionary Program Listing – By Department 614 County of Contra Costa FY 2021-2022 Recommended Budget Program Service Level Expenditures Funding Source General Fund NCC FTE Support Explanation 2 Support Services M D 124,653,000 124,653,000 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 55,802,000 54,627,000 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 710,000 10,000 700,000 0.0 No Drainage maintenance for County owned drainage facilities. 3 Facilities Maintenance D D 135,968,000 135,968,000 0 210.0 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 27,872,000 168,000 27,704,000 0.0 Yes General funded building and grounds maintenance. This program area includes fixed costs for expenses related to utilities, taxes, debt service, building insurance, custodial contracts, common area maintenance, rents, and elevator maintenance. 6 Outside Agency Services D D 749,000 749,000 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 373,000 80,000 293,000 0.0 Yes Recycling services for County departments. 8 Print and Mail Services D D 5,875,000 5,875,000 0 22.0 Yes Copy, printing, and mail services for County departments. 9 Purchasing M D 1,339,000 659,000 680,000 7.0 Yes Purchasing services for all County departments. Mandatory/Discretionary Program Listing – By Department County of Contra Costa FY 2021-2022 Recommended Budget 615 Program Service Level Expenditures Funding Source General Fund NCC FTE Support Explanation 10 Road Construction (Non-County Funded) M D 2,573,000 2,573,000 0 0.0 No Non-county road construction projects funded by other governmental agencies. Special Funds 11 Fleet Services ISF D D 19,600,000 19,600,000 0 24.0 Yes Internal Services Fund for Fleet 12 Road Fund- Construction & Road Planning/ Admin/ Revenues M D 50,300,000 50,300,000 0 0.0 No Road construction projects for county roads. Includes administration and planning costs. 13 Road Fund Maintenance & Misc. Property M D 28,726,000 28,726,000 0 0.0 No Maintenance for county streets and roads. 14 PW Land Development M D 3,173,000 3,173,000 0 0.0 No Engineering services and regulation of land development. 15 Airport Enterprise Fund D M 14,286,000 14,286,000 0 18.0 No Operation and capital development of airports. 16 Other Special Rev. Funds D M 3,694,000 3,694,000 0 0.0 No Use based on special revenue agreements. 17 Development Funds D M 6,385,000 6,385,000 0 0.0 No Revenue from permits & developers for construction and Conditions of Approval. 18 Southern Pacific Railway D M 4,960,000 4,960,000 0 0.0 No Sale of easements & license agreements used for maintenance of Iron Horse Corridor. 19 Navy Transportation Mitigation D M 4,513,000 4,513,000 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 3,507,000 3,507,000 0 0.0 No Fees on development for future road projects. Sheriff-Coroner Administrative Services Bureau 1 Central Administration D D 23,057,989 1,371,980 21,686,009 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 Department 616 County of Contra Costa FY 2021-2022 Recommended Budget Program Service Level Expenditures Funding Source General Fund NCC FTE Support Explanation 2 Sheriff's Recruiting M D 2,547,842 8,000 2,539,842 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 4,392,587 318,500 4,074,087 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/Patrol Services 4 Cities/Districts Contracts D M 19,789,757 19,789,757 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 4,404,457 1,210,239 3,194,218 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 538,327 540,305 (1,978) 0.0 No Provides air support throughout the County and through contract with the City of Vallejo. 7 Unincorporated Patrol M D 29,587,140 52,901,599 (23,314,459) 144.0 No Provides patrol services throughout the unincorporated area of the County using a community based policing model. 8 Facility Security Contracts M D 4,985,216 4,985,216 0 34.0 No Contract facility security services for the Health Services Department and the Employment and Human Services Department. Field Operations Bureau/Investigation Division 9 Special Investigations D M 2,000 230,000 (228,000) 0.0 No Provides Investigation services to the District Attorney's Office. Mandatory/Discretionary Program Listing – By Department County of Contra Costa FY 2021-2022 Recommended Budget 617 Program Service Level Expenditures Funding Source General Fund NCC FTE Support Explanation 10 Investigations M D 11,120,367 417,405 10,702,962 41.0 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. 11 Civil M M 3,172,432 420,000 2,752,432 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. 12 AB 1109 Vehicle Program M M 77,332 77,332 0 0.0 No Restricted funding for vehicle usage by the Civil unit. 13 AB 709 Automated Program M M 405,488 404,915 573 0.0 No Restricted funding for automation services by the Civil unit. 14 Vehicle Anti-Theft Program D D 3,339 474,500 (471,161) 0.0 No Investigates and gathers evidence on stolen vehicles throughout Contra Costa County. Support Services Bureau/Forensic Services Division 15 Criminalistics M M 12,159,982 3,322,009 8,837,973 44.0 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. 16 Property and Evidence Services M M 711,893 94,000 617,893 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. 17 CAL-ID D D 3,533,905 3,533,905 0 16.5 No Operates a computerized system for the identification of fingerprints. Support Services Bureau/Technical Services 18 Communications/ Dispatch M M 9,376,579 3,492,986 5,883,593 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. Mandatory/Discretionary Program Listing – By Department 618 County of Contra Costa FY 2021-2022 Recommended Budget Program Service Level Expenditures Funding Source General Fund NCC FTE Support Explanation 19 Automated Regional Information Exchange Systems (ARIES) D D 857,638 857,638 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. 20 Information Services D D 7,582,593 69,200 7,513,393 18.0 No Provides communication and programming for networks, jail management, communication system and ARIES. 21 Records M M 2,608,907 211,000 2,397,907 22.0 No Provides for the release, inspection and production of law enforcement records, and fingerprint identification. 22 Technical Services Administration D D 277,716 0 277,716 0.0 No Provides administrative oversight for the Technical Services Division and administration of federal grants. Contract Services 23 Court Security M D 18,526,000 18,526,000 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. Custody Services Bureau 24 Martinez Detention Facility M M 35,856,150 157,948 35,698,202 177.0 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 29,095,103 5,500 29,089,603 129.0 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 5,801,387 1,500 5,799,887 21.0 No Located in Clayton, this facility is primarily responsible for the care, custody, and control of sentenced minimum-security male inmates, but unsentenced inmates may also be held at this facility. 27 Custody Alternative/ County Parole Program M D 4,387,281 450,000 3,937,281 21.0 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 2021-2022 Recommended Budget 619 Program Service Level Expenditures Funding Source General Fund NCC FTE Support Explanation 28 Custody Services Admin M D 4,252,059 35,591,500 (31,339,441) 18.0 No Provides inmate classification, training, and other detention management services. 29 AB109 Program M M 10,086,272 10,086,272 0 33.0 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 6,455,968 3,500 6,452,468 24.0 No Provides inmate transportation between detention facilities and the Courts. Coroner 31 Coroner M D 3,679,000 185,000 3,494,000 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 1,400,818 33,030 1,367,788 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 3,561,996 215,495 3,346,501 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 1,361,587 1,362,000 (413) 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 1,349,340 1,349,505 (165) 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 620 County of Contra Costa FY 2021-2022 Recommended Budget Program Service Level Expenditures Funding Source General Fund NCC FTE Support Explanation Special Funds 37 Central ID Bureau D M 2,437,000 2,437,000 0 0.0 No Provides for operation of the Alameda-Contra Costa fingerprint database (which is a component of the state-wide database) Automated Fingerprint Identification System (AFIS) and Livescans in place in county law enforcement agencies. 38 Controlled Substance Analysis D M 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 109,000 109,000 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 917,000 917,000 0 6.0 No Provides for the revenues associated primarily with detention commissary and commission from detention pay telephones. Funds are restricted to funding educational opportunities for inmates and enhancing inmate welfare. Mandatory/Discretionary Program Listing – By Department County of Contra Costa FY 2021-2022 Recommended Budget 621 Program Service Level Expenditures Funding Source General Fund NCC FTE Support Explanation 43 Supplemental Law Enforcement Services Funds D M 950,000 950,000 0 0.0 No Pursuant to Government Code 30061-30063, the State supplements otherwise available funding for local public safety services. These funds are used for jail operations and enhancement of Patrol Division services. 44 Traffic Safety M M 15,000 15,000 0 0.0 No Provides for the cost of official traffic control devices, the maintenance thereof, equipment and supplies for traffic law enforcement and traffic accident prevention, the maintenance, improvement or construction of public streets, bridges and culverts. 45 Trial Court Security M D 15,697,310 15,697,310 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 2,615,000 2,615,000 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 Related Functions 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 17,000,000 5,700,000 11,300,000 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. Mandatory/Discretionary Program Listing – By Department 622 County of Contra Costa FY 2021-2022 Recommended Budget Program Service Level Expenditures Funding Source General Fund NCC FTE Support Explanation Special Funds 4 Dispute Resolution M D 203,000 203,000 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 540,000 540,000 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 884,000 884,000 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. Treasurer-Tax Collector 1 Treasurer M D 1,541,757 240,140 1,301,617 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 4,144,611 2,861,960 1,282,651 21.4 No Collects property taxes and special levies for all cities, school districts, special districts and County government. 3 Business License D D 171,632 122,900 48,732 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. Mandatory/Discretionary Program Listing – By Department County of Contra Costa FY 2021-2022 Recommended Budget 623 Program Service Level Expenditures Funding Source General Fund NCC FTE Support Explanation Veterans Service 1 Veterans Service D D 1,634,196 282,000 1,352,196 11.5 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 Expenditures column.   Mandatory/Discretionary Program Listing – By Department 624 County of Contra Costa FY 2021-2022 Recommended Budget   Mandatory/Discretionary Program Listing – By Service and Level County of Contra Costa FY 2021-2022 Recommended Budget 625 Department - Unit Program Service Area Level Expenditures Funding Source General Fund NCC FTE Support Explanation 1 HSD - Contra Costa Health Plan Medi-Cal Members M M 597,501,000 597,501,000 0 182 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 Hospital and Emergency Care M M 306,851,320 279,736,841 27,114,479 1089.8 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 Ambulatory Care Centers M M 198,714,339 186,748,656 11,965,683 738.1 No Provides for operation of the 10 medical ambulatory care centers located throughout the County. 4 HSD - Hospital & Ambulatory Care Physician Services M M 111,530,977 95,906,720 15,624,257 266.9 No Provides for operation of medical staff at the Contra Costa Regional Medical Center, the 10 ambulatory care clinics, and the Family Practice Residency Program. 5 EHSD - Children & Family Services Child Welfare Services M M 68,721,076 65,914,720 2,806,356 353.8 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 Medi-Cal Eligibility M M 63,194,232 63,194,232 0 281.4 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 - Workforce Services CalWORKs Cash Assistance M M 56,745,158 56,007,887 737,271 0 No Provides cash assistance to eligible families based on income levels. 8 EHSD - Workforce Services CalFresh and Work Incentive Nutritional Supplement (WINS) Eligibility M M 50,523,932 47,722,508 2,801,424 218.1 No Provides eligibility determination for CalFresh and California Food Assistance Program households. Provides ongoing case management for CalFresh benefits for eligible low-income individuals and families. Mandatory/Discretionary Program Listing – By Service and Level 626 County of Contra Costa FY 2021-2022 Recommended Budget Department - Unit Program Service Area Level Expenditures Funding Source General Fund NCC FTE Support Explanation 9 EHSD - Aging and Adult Services In-Home Supportive Services Payments M M 49,886,545 46,601,910 3,284,635 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. 10 EHSD - Workforce Services CalWORKs Eligibility Services and Home Visiting Services M M 38,069,375 38,069,375 0 176.2 No Provides eligibility determination for CalWORKs cash aid, supportive services, and includes ongoing case management. Eligibility is limited to a maximum of 48 months. 11 Sheriff - Custody Services Martinez Detention Facility M M 35,856,150 157,948 35,698,202 177 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. 12 EHSD - Children & Family Services Foster Care and Other Out of Home Care Payments M M 32,062,345 30,554,817 1,507,528 0 No Federal, state and county funded program that provides payment for care of foster children in the custody of the county. 13 Sheriff - Custody Services West County Detention Facility M M 29,095,103 5,500 29,089,603 129 No WCDF is a program-oriented facility for medium security prisoners, located in Richmond. Inmates who present behavioral problems are returned to the MDF in Martinez. 14 Probation - Juvenile Facilities Juvenile Hall M M 22,730,620 5,374,733 17,355,887 120.5 No Maximum security facility designed for the mandated detention of minors before and after Court hearings. Approximately 1,000 juveniles are booked annually. (W&I 850) 15 EHSD - Children & Family Services Adoption Assistance Program M M 22,306,432 21,226,742 1,079,690 0 No Provides payments to families in the adoption process or who have adopted children. 16 Public Defender Criminal Defense M M 20,670,639 1,740,009 18,930,630 84.7 No Provides effective assistance of counsel for all qualifying adults and juveniles charged with criminal offenses. 17 Child Support Services Child Support Services M M 18,691,000 18,691,000 0 134 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 Service and Level County of Contra Costa FY 2021-2022 Recommended Budget 627 Department - Unit Program Service Area Level Expenditures Funding Source General Fund NCC FTE Support Explanation 18 Superior Court Programs Trial Court Programs M M 17,000,000 5,700,000 11,300,000 0 No Provides for all court services not eligible under California Rule of Court 810 (e.g., capital case costs) and fund the General Fund subsidy for Court operations to the State of California. 19 HSD - Behavioral Health / Mental Health Outpatient Mental Health Crisis M M 16,038,958 14,215,565 1,823,393 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 HSD - Behavioral Health / Mental Health Local Hosp Inpatient Psychiatric M M 15,769,431 13,881,491 1,887,940 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. 21 Justice System Development / Planning SLESA - AB109 M M 15,697,310 15,697,310 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. 22 HSD - Environmental Health Environmental Health M M 12,855,879 13,075,879 (220,000) 61 No Provides retail food programs, consumer protection programs, solid waste program, medical waste program and land use programs. 23 HSD - CA Children's Services California Children's Services Program M M 12,721,000 10,283,000 2,438,000 67.5 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 Sheriff - Support Services / Forensic Services Criminalistics M M 12,159,982 3,322,009 8,837,973 44 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. 25 HSD - Environmental Health Hazardous Materials Program M M 11,914,121 12,134,121 (220,000) 39 No Provides emergency response, hazardous waste, hazardous material, underground tank and accidental release programs. Mandatory/Discretionary Program Listing – By Service and Level 628 County of Contra Costa FY 2021-2022 Recommended Budget Department - Unit Program Service Area Level Expenditures Funding Source General Fund NCC FTE Support Explanation 26 EHSD - Workforce Services CalWORKs Childcare M M 11,290,513 11,290,513 0 11.7 No Eligibility and ongoing case management under Stage One subsidized child care. 27 HSD - Behavioral Health / Mental Health Medi-Cal Managed Care M M 11,093,897 9,428,427 1,665,470 22 No Provides community-based acute psychiatric inpatient hospital services and outpatient specialty mental health services for Medi- Cal eligible adults and children. 28 Sheriff - Custody Services AB109 Program M M 10,086,272 10,086,272 0 33 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. 29 Sheriff - Support Services / Technical Services Communications/ Dispatch M M 9,376,579 3,492,986 5,883,593 58 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. 30 Clerk – Recorder - Elections Elections M M 9,150,000 1,641,000 7,509,000 32.5 No Conducts Federal, State, local and district elections in an accurate and timely manner and according to State and Federal law. 31 Justice System Development/ Planning SLESF - Front Line Law Enforcement- City M M 8,776,478 8,776,478 0 0 No Provides for the pass-through of State Supplemental Law Enforcement funding to Contra Costa cities. 32 Conservation and Development Building Inspection Services M M 8,584,573 8,584,573 0 28 No Review plans, issue building permits, and inspect the construction of buildings. 33 EHSD - Children & Family Services Foster Care/Adoption Assistance Eligibility M M 5,371,365 4,756,934 614,431 22.8 No Provides eligibility determination for cash assistance for care of children placed in out of home care. Mandatory/Discretionary Program Listing – By Service and Level County of Contra Costa FY 2021-2022 Recommended Budget 629 Department - Unit Program Service Area Level Expenditures Funding Source General Fund NCC FTE Support Explanation 34 Clerk – Recorder - Elections Recorder M M 5,104,000 7,013,000 (1,909,000) 38 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. 35 HSD - Conservatorship / Guardianship Conservatorship /Guardianship M M 4,414,500 762,500 3,652,000 25 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 EHSD - Aging and Adult Services General Assistance Eligibility M M 4,272,773 384,050 3,888,723 19.5 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. 37 Probation - Care of Court Wards Out-of-Home Placement M M 4,175,564 1,989,853 2,185,711 0 No Court-ordered board and care costs for minors placed outside of County facilities by the Juvenile Court. 38 Treasurer-Tax Collector Tax Collection M M 4,144,611 2,861,960 1,282,651 21.4 No Collects property taxes and special levies for all cities, school districts, special districts and County government. 39 County Counsel Child Protective Services- Probate M M 3,847,108 3,847,108 0 17 No Provides mandatory legal services for Employment and Human Services Department activities (adoptions, dependent children, etc.) and Health Services Department activities (conservatorships, etc.) 40 Animal Services Center Operations M M 3,817,231 2,450,497 1,366,734 27 No Provide temporary husbandry and veterinary care to animals impounded at the County's shelter. 41 Probation - Care of Court Wards Medical Services in Juvenile Facilities M M 3,275,936 415,147 2,860,789 0 No Fees paid to Health Services for medical care of juvenile residents in County facilities. Mandatory/Discretionary Program Listing – By Service and Level 630 County of Contra Costa FY 2021-2022 Recommended Budget Department - Unit Program Service Area Level Expenditures Funding Source General Fund NCC FTE Support Explanation 42 Sheriff - Field Operations / Investigation Civil M M 3,172,432 420,000 2,752,432 15 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 / Technical Services Records M M 2,608,907 211,000 2,397,907 22 No Provides for the release, inspection and production of law enforcement records, and fingerprint identification. 44 HSD - Hospital & Ambulatory Care Emergency Medical Services M M 1,554,737 1,554,737 0 4 Yes Provides overall coordination of the emergency ambulance services throughout the County, and coordination of medical disaster response efforts. 45 Sheriff - Support Services / Forensic Services Property and Evidence Services M M 711,893 94,000 617,893 4 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. 46 EHSD - Workforce Services Refugee Programs Eligibility M M 588,797 588,797 0 2.8 No Provides eligibility determination and grant maintenance activities for the Refugee Cash Assistance (RCA) and Cash Assistance Program for Immigrants (CAPI) programs. 47 District Attorney - Special Funds Supplemental Law Enforcement Services Fund - DA M M 520,000 520,000 0 0 No As provided by AB 3229 (Chapter 134, Statues of 1996), the State supplements otherwise available funding for local public safety services (“COPS”). These funds are used locally to enhance prosecution of domestic violence cases. Under AB 109 Public Safety Realignment, SLESF allocations are now subsumed under the County’s Local Revenue Fund for Public Safety Realignment. 48 Probation - Juvenile Facilities Home Supervision M M 443,200 443,200 0 1 No Provides electronic monitoring / GPS support to juvenile probation deputies and intensive supervision to minors released to the community prior to sentencing. 49 Sheriff - Field Operations / Investigation AB 709 Automated Program M M 405,488 404,915 573 0 No Restricted funding for automation services by the Civil unit. Mandatory/Discretionary Program Listing – By Service and Level County of Contra Costa FY 2021-2022 Recommended Budget 631 Department - Unit Program Service Area Level Expenditures Funding Source General Fund NCC FTE Support Explanation 50 EHSD - CC Alliance to End Abuse Contra Costa Alliance to End Abuse - Special Revenue Fund M M 400,000 400,000 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 District Attorney - Special Funds AB109-District Attorney M M 355,761 355,761 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). 52 Probation - Care of Court Wards California Dept. of Juv. Justice Fees M M 312,500 0 312,500 0 No Fees paid to the California Division of Juvenile Justice for incarceration costs of juveniles. 53 Central Support LAFCO M M 270,000 0 270,000 0 No Encourages orderly formation and development of local government agencies and approves, amends, or disapproves applications to create new cities or special districts, and modifies boundaries of existing agencies. 54 EHSD - Workforce Services Work Incentive Nutritional Supplement (WINS) M M 261,207 261,207 0 0 No Provides a $10 per month additional food supplement for eligible CalFresh and California Food Assistance Program households. 55 EHSD - Workforce Services Standard Utility Assistance Subsidy Program (SUAS) M M 236,880 236,880 0 0 No Provides an annual $20.01 utility assistance benefit to eligible CalFresh households. 56 EHSD - Workforce Services CalWORKs Trafficking and Crime Victims Assistance Program M M 200,754 200,754 0 0.6 No Provides assistance to non-citizen victims of trafficking, domestic violence, and other serious crimes. 57 EHSD - Workforce Services CalWORKs Family Stabilization Program M M 192,272 192,272 0 0.5 No Provides comprehensive evaluations and wraparound services to Welfare-to-Work families who are experiencing identified situations and/or crises. 58 EHSD - Workforce Services Refugee Programs Cash Assistance M M 137,100 137,100 0 0 No Provides funds for cash assistance payments for immigrants. 59 EHSD - Aging and Adult Services Indigent Interment M M 89,023 14,878 74,145 0 No Provides cremation and burial, in cemetery lots or niches, of indigent decedents. 60 Sheriff - Field Operations / Investigation AB 1109 Vehicle Program M M 77,332 77,332 0 0 No Restricted funding for vehicle usage by the Civil unit. Mandatory/Discretionary Program Listing – By Service and Level 632 County of Contra Costa FY 2021-2022 Recommended Budget Department - Unit Program Service Area Level Expenditures Funding Source General Fund NCC FTE Support Explanation 61 Sheriff - Special Funds Traffic Safety M M 15,000 15,000 0 0 No Provides for the cost of official traffic control devices, the maintenance thereof, equipment and supplies for traffic law enforcement and traffic accident prevention, the maintenance, improvement or construction of public streets, bridges and culverts. 63 EHSD - Aging and Adult Services Adult Protective Services M D/M 18,731,457 17,104,319 1,627,138 68.9 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. 64 Public Safety Realignment Support Services M D 124,653,000 124,653,000 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. 65 HSD - Behavioral Health / Mental Health Adult Services M D 68,289,324 67,500,151 789,173 162.7 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. 66 HSD - Behavioral Health / Mental Health Child & Adolescent Services M D 67,396,412 66,078,459 1,317,953 113.5 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 67,155,000 67,155,000 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. Mandatory/Discretionary Program Listing – By Service and Level County of Contra Costa FY 2021-2022 Recommended Budget 633 Department - Unit Program Service Area Level Expenditures Funding Source General Fund NCC FTE Support Explanation 68 Public Works Public Works Services /Administration M D 55,802,000 54,627,000 1,175,000 278 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. 69 HSD - Behavioral Health / Mental Health Mental Health Services Act M D 54,397,000 54,397,000 0 172.8 No Expands mental health care programs for children, transition age youth, adults and older adults. 70 Public Works - Special Funds Road Fund- Construction & Road Planning/ Admin/ Revenues M D 50,300,000 50,300,000 0 0 No Road construction projects for county roads. Includes administration and planning costs. 71 EHSD - Workforce Services CalWORKs Employment Services M D 40,969,599 40,969,599 0 103.5 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. 72 Justice System Development/ Planning Local Community Corrections M D 29,949,274 29,949,274 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. 73 Sheriff - Operations Bureau / Patrol Unincorporated Patrol M D 29,587,140 52,901,599 (23,314,459) 144 No Provides patrol services throughout the unincorporated area of the County using a community based policing model. 74 HSD - Detention Facility Program Detention Facility Med Services M D 29,384,530 1,397,000 27,987,530 139.3 No Provides primary care medical services for inmates in County detention facilities. 75 Public Works - Special Funds Road Fund Maintenance & Misc. Property M D 28,726,000 28,726,000 0 0 No Maintenance for county streets and roads. 76 District Attorney Mainline Prosecution M D 26,932,664 17,811,578 9,121,086 142.1 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 Service and Level 634 County of Contra Costa FY 2021-2022 Recommended Budget Department - Unit Program Service Area Level Expenditures Funding Source General Fund NCC FTE Support Explanation 77 Probation Programs Adult Investigations & Supervision M D 22,635,713 17,775,109 4,860,604 61 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. 78 HSD - Hospital & Ambulatory Care Charges from Other County Depts M D 18,540,581 0 18,540,581 0 Yes Provides centralized charges to Health Services Department from other County departments, e.g. GSD. 79 Sheriff - Contract Services Court Security M D 18,526,000 18,526,000 0 86 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. 80 Sheriff - Special Funds Trial Court Security M D 15,697,310 15,697,310 0 0 No Provides AB 109 Public Safety Realignment (State) funding for bailiff and court security services for the Superior Court. 81 EHSD - Aging and Adult Services In-Home Supportive Services Administration M D 13,657,322 12,175,190 1,482,132 75.9 No Provides administration to determine eligibility and provide on-going case management for the In-Home Supportive Services program. 82 Central Support Risk Management M D 12,039,000 6,442,000 5,597,000 36 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. 83 Sheriff - Field Operations / Investigation Investigations M D 11,120,367 417,405 10,702,962 41 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 Service and Level County of Contra Costa FY 2021-2022 Recommended Budget 635 Department - Unit Program Service Area Level Expenditures Funding Source General Fund NCC FTE Support Explanation 84 Probation Programs Administration/ Personnel / Info Tech M D 11,101,058 0 11,101,058 29 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. 85 Assessor Support Services M D 8,164,640 831,437 7,333,203 49 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. 86 District Attorney Special Prosecution M D 8,022,817 5,483,598 2,539,219 28.5 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. 87 Conservation and Development Current Planning M D 7,874,500 7,874,500 0 30 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. 88 Board of Supervisors Legislation & Policy Direction M D 7,572,000 355,000 7,217,000 31.8 No Enforces statutes and enacts legislation, establishes general operating policies and plans, adopts annual budgets and levies taxes, determines land use, and appoints County officials. 89 County Counsel General Law M D 7,425,933 6,120,933 1,305,000 25 Yes Provides legal services necessary for the continued operation of the County departments and special districts. Provides legal services to outside clients and independent special districts upon request. 90 Assessor Appraisal M D 7,422,400 756,222 6,666,178 45 No Secured property appraisal mandated by R&T Code Sections 50-93, 101-2125. Mandatory/Discretionary Program Listing – By Service and Level 636 County of Contra Costa FY 2021-2022 Recommended Budget Department - Unit Program Service Area Level Expenditures Funding Source General Fund NCC FTE Support Explanation 91 HSD - Detention Facility Program Detention Facility MH Services M D 7,131,494 61,000 7,070,494 19 No Provides assistance to Sheriff's Department in identification and management of mentally ill in the main County detention facility. 92 EHSD - Workforce Development Workforce Innovation & Opportunity Act (WIOA) and Grants M D 7,109,000 7,091,000 18,000 12 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. 93 Human Resources Employee Benefits Administration M D 6,981,751 6,981,751 0 23 Yes Formulates & implements policies for administration of benefit programs and services that assist the County in maintaining a competitive compensation package and that contribute to the well-being of employees and retirees. 94 Sheriff - Custody Services Detention Transportation M D 6,455,968 3,500 6,452,468 24 No Provides inmate transportation between detention facilities and the Courts. 95 County Administrator Board Support & Gen Administration M D 6,253,000 352,000 5,901,000 18 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, information and other resources in direct support of service delivery. 96 Conflict Defense Conflict Defense M D 5,561,000 0 5,561,000 0 No Mandated legal representation provided to indigents by appointed private attorneys on criminal cases in which the Public Defender has a conflict of interest in representation. 97 District Attorney Investigation M D 5,526,682 110,213 5,416,469 20 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. Mandatory/Discretionary Program Listing – By Service and Level County of Contra Costa FY 2021-2022 Recommended Budget 637 Department - Unit Program Service Area Level Expenditures Funding Source General Fund NCC FTE Support Explanation 98 Conservation and Development Application & Permit Center Engineering Services M D 5,473,679 5,473,679 0 36 No Manage and help process applications and permits. 99 Public Defender AB 109 M D 5,264,517 4,639,375 625,142 25.8 No Provides support and services to reduce recidivism for low level felony offenders; furthers the goals of AB109. 100 Probation Programs Juvenile Investigation/ Supervision/ Special Services M D 5,216,747 425,000 4,791,747 35 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. 101 Sheriff - Operations Bureau / Patrol Facility Security Contracts M D 4,985,216 4,985,216 0 34 No Contract facility security services for the Health Services Department and the Employment and Human Services Department. 102 District Attorney Administration M D 4,831,502 9,000 4,822,502 12 No Operations, fiscal, personnel, procurement, and facilities management, and resource development 103 Public Defender Administration M D 4,560,632 0 4,560,632 8 No Provides management, administrative support, and oversight of all Departmental functions. 104 Sheriff - Custody Services Custody Alternative/ County Parole Program M D 4,387,281 450,000 3,937,281 21 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. 105 Animal Services Field Services M D 4,309,213 2,836,821 1,472,392 22 No Enforces state laws and County ordinances in the unincorporated area of the County and the cities that have agreements with the County. 106 Public Defender Alternate Defender Office M D 4,255,918 0 4,255,918 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. 107 Sheriff - Custody Services Custody Services Admin M D 4,252,059 35,591,500 (31,339,441) 18 No Provides inmate classification, training, and other detention management services. Mandatory/Discretionary Program Listing – By Service and Level 638 County of Contra Costa FY 2021-2022 Recommended Budget Department - Unit Program Service Area Level Expenditures Funding Source General Fund NCC FTE Support Explanation 108 Human Resources Personnel Services M D 3,826,388 30,000 3,796,388 23 Yes Develops and administers programs and policies to help ensure that the County recruits and selects a highly skilled and diversified workforce that is properly classified and compensated. Maintains all personnel history files and records. 109 Sheriff - Coroner Coroner M D 3,679,000 185,000 3,494,000 9 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. 110 Agriculture/ Weights and Measures Agricultural Division M D 3,546,650 3,760,074 (213,424) 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. 111 Animal Services Administration Services M D 3,320,641 2,178,668 1,141,973 20 No Provides operational support for the department and includes human resource functions, fiscal management, data management, contract management, and general business operations. 112 Conservation and Development Conservation/ Solid Waste M D 3,264,836 3,264,836 0 7 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. 113 Public Works - Special Funds PW Land Development M D 3,173,000 3,173,000 0 0 No Engineering services and regulation of land development. Mandatory/Discretionary Program Listing – By Service and Level County of Contra Costa FY 2021-2022 Recommended Budget 639 Department - Unit Program Service Area Level Expenditures Funding Source General Fund NCC FTE Support Explanation 114 Assessor - Special Funds Property Tax Administration Program M D 3,144,924 3,144,924 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. 115 EHSD - Workforce Services CalWORKs Expanded Subsidized Employment M D 2,832,609 2,832,609 0 9.3 No Provides funds for wage, non- wage and operational costs for six-month job placements for Welfare-to-Work clients. 116 EHSD - Aging and Adult Services General Assistance Cash Assistance Payments M D 2,781,389 0 2,781,389 0 No Provides cash assistance to adults not eligible for federal or state funded assistance programs. 117 EHSD - CC Alliance to End Abuse IHSS Public Authority M D 2,573,000 2,573,000 0 0 No Provides registry and referral services, screens registry applicants, assists IHSS recipients with hiring IHSS providers. The program also trains providers and recipients and serves as employer of record for providers. 118 Public Works Road Construction (Non-County Funded) M D 2,573,000 2,573,000 0 0 No Non-county road construction projects funded by other governmental agencies. 119 Sheriff - Administrative Services Sheriff's Recruiting M D 2,547,842 8,000 2,539,842 11 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. 120 County Counsel Risk Mgt/ Civil Litigation Unit M D 2,518,959 2,518,959 0 10 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. 121 Employee/ Retiree Benefits Employee Benefits M D 2,513,000 93,000 2,420,000 0 Yes Funds PeopleSoft Project (Payroll). 122 Auditor- Controller Administration/ Systems M D 2,442,960 259,962 2,182,998 11 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 Service and Level 640 County of Contra Costa FY 2021-2022 Recommended Budget Department - Unit Program Service Area Level Expenditures Funding Source General Fund NCC FTE Support Explanation 123 HSD - Detention Facility Program Juvenile Hall Medical Services M D 2,436,175 2,427,199 8,976 11.2 No Provides primary care medical services to inmates at Juvenile Hall. Expenditures are transferred to the Probation Department. 124 Auditor- Controller Payroll M D 2,409,268 1,535,965 873,303 13 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. 125 Auditor- Controller General Accounting/Accounts Payable M D 2,332,151 3,361,874 (1,029,723) 18 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. 126 EHSD - Workforce Services Mental Health/Substance Abuse M D 2,314,184 2,314,184 0 0 No Provides CalWORKs case management and treatment services for mental health and substance abuse. 127 District Attorney AB 109 M D 2,197,903 2,406,923 (209,020) 8.5 No Public Safety Realignment Act which transfers responsibility for supervising specific low-level inmates and parolees from CDCR to counties, including parole revocation proceedings. 128 Public Defender Investigations M D 2,175,678 0 2,175,678 13 No Conducts defense investigations of adult criminal and juvenile cases as needed to ensure effective representation of all clients. 129 Agriculture/ Weights and Measures Administration M D 2,165,931 0 2,165,931 4 No Provides direction and financial control, develop and implement policies and procedures in support of the operations of the department. Mandatory/Discretionary Program Listing – By Service and Level County of Contra Costa FY 2021-2022 Recommended Budget 641 Department - Unit Program Service Area Level Expenditures Funding Source General Fund NCC FTE Support Explanation 130 Conservation and Development Transportation Planning M D 2,087,141 2,087,141 0 6 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. 131 County Administrator Labor Relations M D 2,036,000 1,494,000 542,000 6 Yes Administers County's labor management relations programs including the collective bargaining process, grievance investigation, training and counseling. 132 Auditor- Controller Property Tax M D 1,928,791 1,907,448 21,343 9 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. 133 Assessor Business M D 1,855,600 188,963 1,666,637 11 No Unsecured property appraisal mandated by R&T Code Sections 2901-2928.1. 134 Conservation and Development Code Enforcement M D 1,855,211 1,855,211 0 12 No Respond to building and zoning complaints, perform on-site investigations, abate hazards, and perform inspections. 135 District Attorney Victim Witness Assistance M D 1,810,604 1,807,860 2,744 14.5 No Victim liaisons providing assistance in obtaining protective orders and restitution, advice to the Bench on bail levels, and victim advocacy. Mandatory/Discretionary Program Listing – By Service and Level 642 County of Contra Costa FY 2021-2022 Recommended Budget Department - Unit Program Service Area Level Expenditures Funding Source General Fund NCC FTE Support Explanation 136 Conservation and Development Administration M D 1,555,043 1,555,043 0 2 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. 137 Treasurer-Tax Collector Treasurer M D 1,541,757 240,140 1,301,617 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. 138 County Administrator CCTV & Public Info M D 1,450,000 1,450,000 0 8.6 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. 139 Human Resources Administration M D 1,385,861 2,569,249 (1,183,388) 4 Yes Develops, administers and maintains merit and exempt employment systems. 140 Public Works Purchasing M D 1,339,000 659,000 680,000 7 Yes Purchasing services for all County departments. 141 Central Support Clerk of the Board M D 1,190,000 90,000 1,100,000 7 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 142 Agriculture/ Weights and Measures Weights and Measures M D 1,155,898 918,926 236,972 7 No Provide assurance of fair business practices by performing inspection of all point-of-sale systems (scanners) used in commercial transactions. Provide regulatory services to ensure commercial sales are made in compliance with State laws. Provide protection for consumers by enforcing State laws designed to prevent deceptive packaging and ensure accurate units of measure. Inspect Weighmasters for compliance with State law. Administer exams to for licensing of device service agents. Mandatory/Discretionary Program Listing – By Service and Level County of Contra Costa FY 2021-2022 Recommended Budget 643 Department - Unit Program Service Area Level Expenditures Funding Source General Fund NCC FTE Support Explanation 143 Assessor Administrative Services M D 1,113,360 113,378 999,982 7 No Functions of Assessor are mandated. Duties of Assessor's Office, however, may be consolidated with Treasurer, or Recorder, or Clerk and Recorder. 144 EHSD - CC Alliance to End Abuse Contra Costa Alliance to End Abuse - SB 968 Administration M D 1,108,000 1,108,000 0 4 No Provides oversight and coordination of domestic violence programs. This program is supported by recording fees authorized by State law (SB 968). 145 Auditor- Controller Internal Audit M D 988,668 62,004 926,664 6 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. 146 EHSD - Children & Family Services Independent Living Skills Program M D 818,900 818,900 0 5.5 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. 147 Public Works County Drainage Maintenance M D 710,000 10,000 700,000 0 No Drainage maintenance for County owned drainage facilities. 148 HSD - Public Administrator Public Administrator M D 676,000 332,000 344,000 4 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. 149 Auditor- Controller Special Accounting M D 579,162 244,747 334,415 3 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. 150 Animal Services Community Services M D 421,915 291,014 130,901 2 No Provides public information, media relations, community education, and managing all aspect of the department's volunteer program. 151 District Attorney Public Assistance Fraud M D 390,000 353,000 37,000 1 No Works with personnel from various social service agencies to detect, investigate and successfully prosecute individuals who attempt to defraud various public assistance programs. Mandatory/Discretionary Program Listing – By Service and Level 644 County of Contra Costa FY 2021-2022 Recommended Budget Department - Unit Program Service Area Level Expenditures Funding Source General Fund NCC FTE Support Explanation 152 Conservation and Development Advance Planning M D 381,038 381,038 0 2 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. 153 Employee/ Retiree Benefits Retiree Health Benefits M D 376,000 0 376,000 0 Yes Retiree health costs for Court employees not paid for by the State as well as for former employees retired from defunct departments. 154 Public Works Keller Surcharge/ Mitigation M D 373,000 80,000 293,000 0 Yes Recycling services for County departments. 155 Public Defender - Special Funds AB109-Public Defender M D 355,761 355,761 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). 156 County Administrator Equal Employment Opportunity M D 307,000 0 307,000 2 No Works to ensure that County employees, applicants, and vendors are provided a professional environment that is free from discrimination and/or harassment 157 Superior Court Programs - Special Funds Dispute Resolution M D 203,000 203,000 0 0 No Provides for local dispute resolution services including small claims, guardianship, and unlawful detainer/civil harassment mediation, as an alternative to formal court proceedings. 158 EHSD - Workforce Services CalWORKs Cal- Learn M D 167,450 167,450 0 0.9 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. 159 Probation Programs Training M D 165,590 183,900 (18,310) 3 Yes State required and approved training for Probation staff. (PC 6035) 160 Superior Court Programs Civil Grand Jury M D 156,000 0 156,000 0 No An investigative body that examines County accounts, and inquiries into any alleged misconduct in office or public officials. It may also inquire into all public offenses committed within the county, conduct confidential investigations, and bring indictments when deemed appropriate. Mandatory/Discretionary Program Listing – By Service and Level County of Contra Costa FY 2021-2022 Recommended Budget 645 Department - Unit Program Service Area Level Expenditures Funding Source General Fund NCC FTE Support Explanation 161 Conservation and Development Fish and Game Protection M D 136,000 136,000 0 0 No Provide programs from fines levied for violation of the California Fish and Game Code. Funds are restricted to the propagation and conservation of fish and game in the County. 162 Board of Supervisors Merit Board M D 80,000 20,000 60,000 0 Yes Hears and makes determinations on appeals of employees and oversees merit system to ensure that merit principles are upheld. 163 Superior Court Programs Criminal Grand Jury M D 50,000 0 50,000 0 No Examines evidence presented by the District Attorney and return criminal indictments directly to the Superior Court. 164 Conservation and Development SB1186/Cert Access Program M D 45,000 45,000 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. 165 Justice System Development / Planning Obscene Matter- Minors M D 50 50 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. 166 General Purpose Revenue General County Revenues M D 0 529,000,000 (529,000,000) 0 No Receives revenues which are not attributable to a specific County services and which are available for County General Fund expenditures. 167 HSD - Public Health Family, Maternal & Child Health M/D D 12,266,984 10,575,675 1,691,309 94.2 No Promotes health and welfare of families and children. 168 HSD - Public Health Communicable Disease Control M/D D 10,937,146 7,138,219 3,798,927 55.9 No Identification, investigation and treatment of persons who have communicable disease or who have been exposed or are at risk for a communicable disease. 169 HSD - Public Health HIV/AIDS and STD Program M/D D 4,904,140 3,820,549 1,083,591 30.7 No Provides access to care, monitoring and surveillance, community education and prevention services. Mandatory/Discretionary Program Listing – By Service and Level 646 County of Contra Costa FY 2021-2022 Recommended Budget Department - Unit Program Service Area Level Expenditures Funding Source General Fund NCC FTE Support Explanation 170 EHSD - Aging and Adult Services Area Agency on Aging D/M D/M 6,614,037 6,050,199 563,838 17.7 No Provides supportive social services, congregate meals, home delivered meals, in-home services, and elder abuse prevention to seniors. 171 HSD - Contra Costa Health Plan Medi-Cal Seniors and Persons with Disabilities Members D M 201,706,000 201,706,000 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. 172 HSD - CC Community Health Plan Commercial Groups, Basic Health Care and Contra Costa CARES D M 55,133,000 54,883,000 250,000 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. Also, includes Contra Costa CARES. 173 Debt Service - Special Funds Retirement/ UAAL Bond Fund D M 47,382,398 47,382,398 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. 174 EHSD - CC Alliance to End Abuse Child Development Fund D M 37,204,000 37,204,000 0 93 No State-funded Preschool and General Child Care program serving 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. Mandatory/Discretionary Program Listing – By Service and Level County of Contra Costa FY 2021-2022 Recommended Budget 647 Department - Unit Program Service Area Level Expenditures Funding Source General Fund NCC FTE Support Explanation 175 EHSD - Community Services Head Start D M 23,799,000 23,799,000 0 56 No Federally-funded childcare services that provide part-day and full-day educational and comprehensive services for children ages 3-5, serving income eligible and disabled children and families. 176 HSD - CC Community Health Plan In-Home Supportive Services D M 20,220,000 16,484,000 3,736,000 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. 177 Sheriff - Operations Bureau / Patrol Cities/Districts Contracts D M 19,789,757 19,789,757 0 72 No Contract city law enforcement services provided in the cities of Danville, Lafayette, and Orinda; and to AC transit and Diablo. 178 Public Works - Special Funds Airport Enterprise Fund D M 14,286,000 14,286,000 0 18 No Operation and capital development of airports. 179 EHSD - Community Services Early Head Start D M 13,877,000 13,877,000 0 19 No Federally-funded childcare program for infants and toddlers ages 0-3, serving income eligible and disabled infants and toddlers and their families. 180 Clerk – Recorder - Elections Recorder Micro/ Mod/ VRIP/ Redaction/ ERDS (Dedicated funds) D M 12,115,000 12,115,000 0 11 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. 181 Conservation and Development HUD Block Grant D M 11,289,000 11,289,000 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. Mandatory/Discretionary Program Listing – By Service and Level 648 County of Contra Costa FY 2021-2022 Recommended Budget Department - Unit Program Service Area Level Expenditures Funding Source General Fund NCC FTE Support Explanation 182 Conservation and Development Housing Successor Agency D M 11,256,000 11,256,000 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 Comprehensive Funding Model D M 10,384,844 10,384,311 533 78.5 No Combines Head Start, Early Head Start, and Child Development funds to provide full-day, full-year childcare for children of low- income working parents. 184 Public Works - Special Funds Development Funds D M 6,385,000 6,385,000 0 0 No Revenue from permits & developers for construction and Conditions of Approval. 185 Probation - Juvenile Facilities Orin Allen Youth Rehabilitation D M 6,378,180 9,463,067 (3,084,887) 34 No Correctional facility providing 100 beds for seriously delinquent boys committed by the courts. Approximately 225 juveniles are committed annually for an average stay of six months. (W&I 880) 186 EHSD - Community Services Community Action Programs D M 5,664,779 5,506,312 158,467 15 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. 187 Public Works - Special Funds Southern Pacific Railway D M 4,960,000 4,960,000 0 0 No Sale of easements & license agreements used for maintenance of Iron Horse Corridor. 188 HSD - Ambulance Services Areas (Measure H) Zone B D M 4,722,000 4,722,000 0 9 No Provides funds for pre-hospital care coordinators, EMS data analyst, EMS first responder equipment, communications equipment, hazardous materials charges and ambulance services. 189 Public Works - Special Funds Navy Transportation Mitigation D M 4,513,000 4,513,000 0 0 No Proceeds from the Navy for the sale of a portion of Port Chicago Hwy. 190 Public Works - Special Funds Other Special Rev. Funds D M 3,694,000 3,694,000 0 0 No Use based on special revenue agreements. 191 Public Works - Special Funds Area of Benefit Fees D M 3,507,000 3,507,000 0 0 No Fees on development for future road projects. 192 EHSD - Children & Family Services Adoption Services D M 3,257,766 3,244,647 13,119 14.7 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. Mandatory/Discretionary Program Listing – By Service and Level County of Contra Costa FY 2021-2022 Recommended Budget 649 Department - Unit Program Service Area Level Expenditures Funding Source General Fund NCC FTE Support Explanation 193 EHSD - Community Services Housing & Energy D M 2,939,521 2,939,521 0 5 No Federally-funded program that provides utility bill payment assistance, energy education, and weatherization services to low- income residents of the County. 194 Debt Service - Special Funds Retirement Litigation Settlement Debt Service D M 2,759,911 2,759,911 0 0 Yes To provide funding for the Retirement Litigation debt services repayment schedule, which resulted from a court case requiring the County to pay $28.1 million over a period of approximately 20 years (ending February 2024). 195 Sheriff - Special Funds Central ID Bureau D M 2,437,000 2,437,000 0 0 No Provides for operation of the Alameda-Contra Costa fingerprint database (which is a component of the state-wide database) Automated Fingerprint Identification System (AFIS) and Livescans in place in county law enforcement agencies. 196 EHSD - Community Services Childhood Nutrition D M 1,815,345 1,815,345 0 12 No Nutritional counseling for families and meal services for low-income and disabled children. 197 Probation Programs Community Probation D M 1,672,010 1,672,010 0 10 No Partners deputy probation officers with eight police jurisdictions to provide intensive supervision to high-risk youth. 198 Conservation and Development Private Activity Bond D M 1,526,000 1,526,000 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. 199 Probation Programs School Probation Officers D M 1,439,267 1,439,267 0 4 No Case management services for juveniles referred by school districts as well as those on active probation. 200 EHSD - Children & Family Services Family Preservation Program Promoting Safe and Stable Families D M 1,312,000 1,106,800 205,200 0 No Provides intensive social work services to children and families when the child is at risk of out-of- home placement. 201 Justice System Development/ Planning Automated ID & Warrant D M 1,311,000 1,311,000 0 0 No Special fund to finance a Countywide warrant system and to replace and enhance the automated fingerprint identification equipment. 202 Probation Programs Youthful Offender Treatment Program / Girls in Motion D M 1,285,254 324,308 960,946 4 No Aftercare supervision for institution commitment treatment program for youthful offenders. Mandatory/Discretionary Program Listing – By Service and Level 650 County of Contra Costa FY 2021-2022 Recommended Budget Department - Unit Program Service Area Level Expenditures Funding Source General Fund NCC FTE Support Explanation 203 Probation Programs Domestic Violence D M 1,239,891 2,000 1,237,891 8 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) 204 Justice System Development/ Planning Vehicle Theft Program D M 1,000,000 1,000,000 0 0 No Provides local funding for programs relating to vehicle theft crimes. 205 Conservation and Development Measure WW Grant Project D M 995,000 995,000 0 0 No Funding through general obligation bonds, for local parks as approved by voters of Alameda and Contra Costa. 206 Sheriff - Special Funds Supplemental Law Enforcement Services Funds D M 950,000 950,000 0 0 No Pursuant to Government Code 30061-30063, the State supplements otherwise available funding for local public safety services. These funds are used for jail operations and enhancement of Patrol Division services. 207 EHSD - Children & Family Services Resource Family Approval D M 919,530 814,813 104,717 0.6 No Processes applications and provides support services to approved Resource Family Homes. 208 Sheriff - Special Funds Prisoners Welfare Summary D M 917,000 917,000 0 6 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. 209 Superior Court Programs - Special Funds Criminal Justice Facility Construction D M 884,000 884,000 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. 210 Conservation and Development HUD Neighborhood Preservation D M 805,000 805,000 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. 211 Conservation and Development HOME Investment Partnership Act D M 683,000 683,000 0 0 No Provide funding from HOME Program loan repayments for the development and rehabilitation of affordable housing. Mandatory/Discretionary Program Listing – By Service and Level County of Contra Costa FY 2021-2022 Recommended Budget 651 Department - Unit Program Service Area Level Expenditures Funding Source General Fund NCC FTE Support Explanation 212 HSD - Emergency Medical Services Physicians D M 580,651 580,651 0 0 No Payments to physicians for emergency services to indigents. 213 Superior Court Programs - Special Funds Courthouse Construction D M 540,000 540,000 0 0 Yes Special fund created for penalty assessments levied on court fines for the purpose of courthouse construction and maintenance. 214 EHSD - Children & Family Services Child Abuse Prevention, Intervention and Treatment D M 419,586 377,627 41,959 0.1 No Provides child abuse prevention services authorized by AB 1733; supports the Zero Tolerance for Domestic Violence implementation plan. 215 Probation Programs Office of Traffic Safety DUI Program D M 418,043 387,439 30,604 2 No California Office of Traffic Safety provides grant funding for intensified supervision of felony drunk drivers. The grant does not cover indirect costs. 216 Conservation and Development Energy Upgrade CA D M 405,000 405,000 0 1 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. 217 Conservation and Development Affordable Housing D M 400,000 400,000 0 0 No Mortgage payments on loans made from federal affordable housing program. Funds are reimbursed to the affordable housing program and used to provide financial assistance for additional affordable housing and economic development. These projects include the North Richmond Senior Housing Project and commercial center and land acquisition in the Pleasant Hill BART Redevelopment Area. 218 Justice System Development/ Planning DNA Identification D M 250,000 250,000 0 0 No Provides for the collection of DNA specimens, samples and print impressions. 219 HSD - Emergency Medical Services Hospitals D M 249,873 249,873 0 0 No Payments to hospitals for emergency room care provided to indigents. 220 HSD - Ambulance Services Areas (Measure H) Zone A D M 237,000 237,000 0 0 No Funds EMS first responder medical and communication equipment, supplies, and training of medical dispatchers. Mandatory/Discretionary Program Listing – By Service and Level 652 County of Contra Costa FY 2021-2022 Recommended Budget Department - Unit Program Service Area Level Expenditures Funding Source General Fund NCC FTE Support Explanation 221 Probation Programs Vehicle Theft (Adult) D M 180,967 180,967 0 1 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. 222 HSD - Emergency Medical Services Emergency Medical Services D M 170,151 170,151 0 0 No Reimbursement for County operated Emergency Medical Services program. 223 Sheriff - Special Funds Narcotic Forfeiture D M 109,000 109,000 0 0 No Within the Investigation Division, Asset Forfeiture provides the necessary support for tracking the assets of persons involved in narcotics crimes in addition to ongoing narcotics enforcement efforts, to maximize forfeited assets, and to augment traditional investigations. 224 HSD - Emergency Medical Services Pediatric Trauma Centers D M 79,913 79,913 0 0 No Reimbursement to physicians and hospitals for uncompensated services provided at pediatric trauma centers. 225 EHSD - CC Alliance to End Abuse Childcare Enterprise Fund D M 74,000 74,000 0 0 No Childcare enterprise provides childcare at below market rates to families who do not qualify for subsidized Head Start or Child Development programs due to higher family income. 226 Conservation and Development Used Oil Recycling Grant D M 72,000 72,000 0 0 No Used Oil Block Grant funds to help establish or enhance permanent, sustainable used oil recycling programs. 227 Sheriff - Special Funds Controlled Substance Analysis D M 24,000 24,000 0 0 No Provides criminalistics laboratory analysis of controlled substances, in order to increase the effectiveness of criminal investigation and prosecution. 228 Sheriff - Field Operations / Investigation Special Investigations D M 2,000 230,000 (228,000) 0 No Provides Investigation services to the District Attorney's Office. 229 Debt Service County/State West Contra Costa Healthcare District (WCCHCD) D M 0 1,000,000 (1,000,000) 0 Yes To account for the West Contra Costa Healthcare District's allocation of property tax revenue. 230 Debt Service Notes and Warrants Interest (General Fund) D M 0 0 0 0 Yes To budget for the interest and administrative costs associated with Teeter Plan borrowing program and other funding sources. Mandatory/Discretionary Program Listing – By Service and Level County of Contra Costa FY 2021-2022 Recommended Budget 653 Department - Unit Program Service Area Level Expenditures Funding Source General Fund NCC FTE Support Explanation 231 Debt Service - Special Funds Notes and Warrants Interest (Auto Sys Development Fund) D M 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. 232 Public Works Facilities Maintenance D D 135,968,000 135,968,000 0 210 Yes General maintenance and repairs of County buildings & facilities. 233 EHSD - Administrative Services Administrative Services D D 61,647,000 61,093,000 554,000 221 Yes Provides administrative support to all areas of the Department 234 HSD - Public Health Public Health Clinical Services D D 51,230,245 43,670,305 7,559,940 246 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. 235 HSD - Hospital & Ambulatory Care Administrative Services D D 30,565,046 30,565,046 0 291.8 Yes Provides centralized Department- wide administrative support to all Health Services divisions, e.g. IT, Payroll, Personnel. 236 Public Works General County Building Occupancy D D 27,872,000 168,000 27,704,000 0 Yes General funded building and grounds maintenance. This program area includes fixed costs for expenses related to utilities, taxes, debt service, building insurance, custodial contracts, common area maintenance, rents, and elevator maintenance. 237 HSD - Hospital Capital Cost Hospital Capital Project D D 25,468,000 25,468,000 0 0 No Debt services principal payments, and acquisition of new and replacement capital equipment. 238 Sheriff - Administrative Services Central Administration D D 23,057,989 1,371,980 21,686,009 35 No Comprised of the Sheriff's executive, fiscal, and personnel units which provide centralized administrative oversight of the Office of the Sheriff. 239 Library Library Community Services D D 21,448,000 21,448,000 0 133.1 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. 240 Public Works - Special Funds Fleet Services ISF D D 19,600,000 19,600,000 0 24 Yes Internal Services Fund for Fleet Mandatory/Discretionary Program Listing – By Service and Level 654 County of Contra Costa FY 2021-2022 Recommended Budget Department - Unit Program Service Area Level Expenditures Funding Source General Fund NCC FTE Support Explanation 241 HSD - Behavioral Health / Mental Health Support Services D D 18,773,978 8,952,907 9,821,071 91.2 No Provides personnel administration, contract negotiation, program planning and development, monitoring service delivery and quality assurance, and interagency coordination. 242 Conservation and Development HUD Emergency Shelter D D 15,870,000 15,870,000 0 0 No Emergency Shelter Grant program provides homeless persons with basic shelter and essential supportive services. 243 Department of Information Technology Telecommunications D D 13,440,000 13,354,000 86,000 21 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. 244 Capital Improvements Facilities Lifecycle Improvement Summary D D 12,550,000 2,550,000 10,000,000 0 Yes Addresses deferred facilities maintenance and capital renewal in accordance with the Real Estate Asset Management program (RAMP). 245 Contingency Reserve Contingency Reserve D D 10,000,000 0 10,000,000 0 Yes Provide funding for unforeseen emergencies or unanticipated new expenditures occurring during the fiscal year, which have no other funding source. 246 HSD - Behavioral Health / Alcohol & Other Drugs Residential Treatment and Withdrawal Management Summary D D 9,312,000 9,085,886 226,114 17 No Provides recovery services for men, women, women and their children (perinatal), and adolescents, and detoxification for adults. 247 HSD - Public Health Public Health Support Services D D 8,864,231 1,477,409 7,386,822 43.6 Yes Provides program oversight, including management and administrative support staff. 248 HSD - Health, Housing and Homeless One-Time Homeless Assistance D D 8,540,000 8,540,000 0 0 No The HHAP/CESH grant funding that addresses the immediate emergency needs of homeless individuals. 249 Library Administration D D 7,623,219 7,623,219 0 25.2 No Provides administrative, shipping, and volunteer services management while organizing and directing the operation of the County Library. Mandatory/Discretionary Program Listing – By Service and Level County of Contra Costa FY 2021-2022 Recommended Budget 655 Department - Unit Program Service Area Level Expenditures Funding Source General Fund NCC FTE Support Explanation 250 Sheriff - Support Services / Technical Services Information Services D D 7,582,593 69,200 7,513,393 18 No Provides communication and programming for networks, jail management, communication system and ARIES. 251 Probation - Special Funds Community Corrections Performance Incentives D D 7,107,000 7,107,000 0 0 No Provides revenue realized by the California Department of Corrections and Rehabilitation to be used for evidence-based probation supervision activities. 252 Conservation and Development HUD Home Block Grants D D 6,522,000 6,522,000 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. 253 Department of Information Technology Systems and Programming D D 6,064,638 6,064,638 0 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 6,002,547 6,002,547 0 29 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 infor- mation and public records act. 255 Public Works Print and Mail Services D D 5,875,000 5,875,000 0 22 Yes Copy, printing, and mail services for County departments. 256 Sheriff - Custody Services Marsh Creek Detention Facility D D 5,801,387 1,500 5,799,887 21 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. Mandatory/Discretionary Program Listing – By Service and Level 656 County of Contra Costa FY 2021-2022 Recommended Budget Department - Unit Program Service Area Level Expenditures Funding Source General Fund NCC FTE Support Explanation 257 Conservation and Development Service Contracts/ Satellite Locations D D 5,543,500 5,543,500 0 4 No Inspection services to various contract cities and remote locations within the unincorporated county. 258 HSD - Health, Housing and Homeless Supportive Housing Program D D 5,526,000 5,410,000 116,000 1 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. 259 HSD - Behavioral Health / Alcohol & Other Drugs Narcotic Treatment Program D D 5,347,000 5,347,000 0 0 No Provides outpatient methadone maintenance for opiate dependent adults, especially those persons at risk of HIV infection through injection drug use. 260 HSD - Public Health Senior Nutrition Program D D 5,115,893 5,049,580 66,313 4.8 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. 261 Library Support Services D D 4,952,676 4,952,676 0 21.2 No Support Services includes automation, Virtual Library, circulation, technical services, and collection management. 262 Department of Information Technology Wide-Area-Network Services D D 4,809,221 4,809,221 0 6 Yes Insures reliable, secure, and fast support and maintenance of the County's WAN infrastructure. 263 HSD - Contra Costa Health Plan Charges from Other County Depts D D 4,753,000 4,753,000 0 0 No Provides centralized charges to Health Services Department from other County departments, e.g. HR, Auditor's, PW. 264 HSD - Behavioral Health / Alcohol & Other Drugs Special Programs (Non-DMC Waiver) D D 4,738,000 4,720,000 18,000 16.1 No Time-limited federal and state special initiatives and demonstration programs. 265 HSD - Health, Housing and Homeless Interim Housing and Support Services D D 4,554,000 2,990,000 1,564,000 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. 266 Sheriff - Operations Bureau / Patrol Marine Patrol D D 4,404,457 1,210,239 3,194,218 12 No Responsible for patrol of the navigable waterways within the County and enforcement of all applicable laws. Mandatory/Discretionary Program Listing – By Service and Level County of Contra Costa FY 2021-2022 Recommended Budget 657 Department - Unit Program Service Area Level Expenditures Funding Source General Fund NCC FTE Support Explanation 267 Sheriff - Administrative Services Resources/ Plans/ Standards D D 4,392,587 318,500 4,074,087 12 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. 268 HSD - Health, Housing and Homeless Coordinated Entry System D D 4,225,000 3,780,000 445,000 1 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. 269 Conservation and Development Transportation Improvement - Measure J D D 4,000,000 4,000,000 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. 270 Capital Improvements Plant Acquisition D D 3,700,000 0 3,700,000 0 Yes Majority of projects appropriated by mid-year adjustments. Used to plan, design and construct various repair, improvement and construction projects for County facilities using in-house staff, consultants and contractors. 271 HSD - Behavioral Health / Alcohol & Other Drugs Outpatient and Intensive Outpatient Program D D 3,607,000 2,633,584 973,416 7.3 No Provides outpatient substance abuse recovery services for adults, youth/adolescents and family members who have substance use disorders. 272 Probation - Special Funds Supplemental Law Enforcement Services Fund D D 3,605,000 3,605,000 0 0 No Provides state resources from the Juvenile Justice Crime Prevention Act of 2000 to support juvenile prevention initiatives. 273 Sheriff - Office of Emergency Services Emergency Services D D 3,561,996 215,495 3,346,501 10 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. Mandatory/Discretionary Program Listing – By Service and Level 658 County of Contra Costa FY 2021-2022 Recommended Budget Department - Unit Program Service Area Level Expenditures Funding Source General Fund NCC FTE Support Explanation 274 Sheriff - Support Services / Forensic Services CAL-ID D D 3,533,905 3,533,905 0 16.5 No Operates a computerized system for the identification of fingerprints. 275 Department of Information Technology Operations D D 3,262,359 3,356,309 (93,950) 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. 276 HSD - Public Health Community Wellness & Prevention Program D D 3,084,361 2,431,263 653,098 24 No Provides for prevention of chronic disease and injuries. 277 Conservation and Development Federal Programs, CDBG, Successor Agency D D 2,906,820 2,906,820 0 13 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. 278 HSD - Behavioral Health / Alcohol & Other Drugs Program and System Support Summary D D 2,881,000 2,163,530 717,470 11.7 No Oversight and management of all SUD Waiver treatment and recovery services and Non- Waiver SUD services including primary prevention. 279 Department of Information Technology Network Services D D 2,662,479 2,662,479 0 12 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 Service and Level County of Contra Costa FY 2021-2022 Recommended Budget 659 Department - Unit Program Service Area Level Expenditures Funding Source General Fund NCC FTE Support Explanation 280 Sheriff - Special Funds Law Enforcement Training Center D D 2,615,000 2,615,000 0 17 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. 281 EHSD - CC Alliance to End Abuse Contra Costa Alliance to End Abuse D D 2,432,000 753,000 1,679,000 0 No Coordinated Services designed to reduce domestic and family violence and elder abuse. 282 EHSD - Workforce Services CalWORKs Housing Support D D 2,415,719 2,415,719 0 0 No Provides funds for support services and administrative activities for homeless CalWORKs families. 283 Library Countywide Services D D 2,086,105 2,086,105 0 13 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. 284 Conservation and Development Housing Rehabilitation, Economic Development & Sustainability Program D D 2,056,000 1,374,000 682,000 4 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. 285 Probation Programs Field Services Support D D 1,996,460 0 1,996,460 22 No Provides support services to Deputy Probation Office staff in adult and juvenile programs. 286 Conservation and Development Keller Canyon Mitigation Fee D D 1,725,000 1,725,000 0 0 No Funding for mitigation programs within East County community. 287 Veterans Service Veterans Service D D 1,634,196 282,000 1,352,196 11.5 No Provides assistance to veterans, their dependents and survivors in obtaining veteran's benefits. 288 HSD - Behavioral Health / Alcohol & Other Drugs Prevention Services D D 1,617,000 1,617,000 0 2.7 No Provides alcohol and other drugs education, drug-free activities, community-based initiatives, problem identification and referral for youth and adults. 289 Justice System Development/ Planning Law and Justice System Development D D 1,476,000 476,000 1,000,000 5 Yes Plans, develops, implements and maintains automated information systems for justice departments. 290 District Attorney - Special Funds Consumer Protection D D 1,412,000 1,412,000 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. Mandatory/Discretionary Program Listing – By Service and Level 660 County of Contra Costa FY 2021-2022 Recommended Budget Department - Unit Program Service Area Level Expenditures Funding Source General Fund NCC FTE Support Explanation 291 Sheriff - Office of Emergency Services Emergency Services Support D D 1,400,818 33,030 1,367,788 3 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. 292 Conservation and Development Livable Communities D D 1,400,000 1,400,000 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. 293 Sheriff - Office of Emergency Services Community Warning System D D 1,361,587 1,362,000 (413) 3 No Manages the countywide all hazard Community Warning System. The CWS is funded entirely from private industry funds and/or fines. 294 Sheriff - Office of Emergency Services Homeland Security Grants D D 1,349,340 1,349,505 (165) 0 No Homeland Security grant management and centralization. 295 HSD - Health, Housing and Homeless Administration D D 1,297,000 897,000 400,000 8.5 Yes Includes staffing, occupancy costs, costs incurred for the homeless advisory board activities, and costs associated with grant writing and consultation. 296 Conservation and Development Weatherization D D 1,226,380 1,226,380 0 12 No Free home weatherization services to low income residents. 297 Capital Improvements Minor non-Capital Improvements D D 1,150,000 0 1,150,000 0 Yes Minor repairs and improvements to County facilities using in-house staff, consultants, and contractors. 298 Conservation and Development Water Planning/ Habitat Conservancy D D 1,117,466 1,117,466 0 5 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. 299 Central Support Management Information System D D 1,002,000 540,000 462,000 0 Yes Provides funding for the most critical and cost beneficial automation projects which have no other funding source, including the Geographic Information System Program (GIS) and the Countywide Budget System. Mandatory/Discretionary Program Listing – By Service and Level County of Contra Costa FY 2021-2022 Recommended Budget 661 Department - Unit Program Service Area Level Expenditures Funding Source General Fund NCC FTE Support Explanation 300 Department of Information Technology GIS Support D D 957,162 863,212 93,950 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. 301 Department of Information Technology Information Security D D 885,083 885,083 0 2 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. 302 Sheriff - Support Services / Technical Services Automated Regional Information Exchange Systems (ARIES) D D 857,638 857,638 0 2 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. 303 Department of Information Technology Administration D D 855,058 855,058 0 12 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. 304 HSD - Detention Facility Program Juvenile Justice Facilities D D 836,801 836,801 0 0 No Provides crisis intervention, medication evaluation and consultation. 305 Conservation and Development HOPWA Grant D D 827,000 827,000 0 0 No Provide housing opportunities for people with HIV/AIDS. 306 Conservation and Development HUD Neighborhood Stabilization D D 762,000 762,000 0 0 No Provide assistance to the County to acquire and redevelop foreclosed properties that might otherwise become sources of abandonment and blight within the community. 307 Public Works Outside Agency Services D D 749,000 749,000 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 662 County of Contra Costa FY 2021-2022 Recommended Budget Department - Unit Program Service Area Level Expenditures Funding Source General Fund NCC FTE Support Explanation 308 Board of Supervisors - Special Funds North Richmond Waste & Recovery Mitigation Fund D D 735,000 735,000 0 0 No Provides 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. 309 HSD - Behavioral Health / Alcohol & Other Drugs Case Management, Recovery Support and Recovery Residences Summary D D 705,000 705,000 0 0 No Case management and recovery support services for DMC beneficiaries 310 HSD - Behavioral Health / Alcohol & Other Drugs Information, Screening and Referral into SUD D D 677,000 677,000 0 6 No Provides information, American Society of Addiction Medicine (ASAM) screening and referral to individuals in need of prevention, treatment and recovery services. 311 Probation - Juvenile Facilities School Lunch Program D D 635,000 226,000 409,000 4 No Federally assisted meal program. Provides nutritionally balanced, low-cost or free lunches to children each school day. 312 County Administrator Office of Racial Equity and Social Justice D D 600,000 600,000 0 0 No Works with community organizations, community leaders, cities and school districts to better coordinate, strengthen, and expand the County’s existing work on equity and inclusion. Supported by Measure X Revenue. 313 HSD - Health, Housing and Homeless Continuum of Care D D 596,000 481,000 115,000 2.5 No Identifies and implements socioeconomical equity strategies to increase engagement for BIPOC consumers and communities. 314 Public Works Fleet Services D D 580,000 580,000 0 0 Yes Maintenance, repair, and vehicle acquisition for County departments & fire district. 315 Crockett/ Rodeo Revenues Crockett/ Rodeo D D 560,000 0 560,000 0 No Appropriations attributable to the property tax increment from the co-generation facility in Crockett and the Ultra Low Sulfur Diesel Fuel Project at the Philips 66 Rodeo facility for both capital and program uses. 316 Sheriff - Operations Bureau / Patrol Sheriff's Helicopter Program D D 538,327 540,305 (1,978) 0 No Provides air support throughout the County and through contract with the City of Vallejo. Mandatory/Discretionary Program Listing – By Service and Level County of Contra Costa FY 2021-2022 Recommended Budget 663 Department - Unit Program Service Area Level Expenditures Funding Source General Fund NCC FTE Support Explanation 317 District Attorney - Special Funds Real Estate Fraud Prosecution D D 500,000 500,000 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. 318 District Attorney - Special Funds Environmental/OSHA D D 450,000 450,000 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. 319 HSD - Health, Housing and Homeless Homeless Management Information System D D 420,000 376,000 44,000 2 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. 320 Sheriff - Office of Emergency Services Special Weapons and Tactics (SWAT) Team D D 379,259 19,970 359,289 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. 321 Central Support Economic Development/ Arts Commission D D 368,000 37,000 331,000 0 No To promote the arts throughout the County via support of the Arts Commission and to support the Northeast Antioch Joint powers Agreement (JPA). 322 Sheriff - Support Services / Technical Services Technical Services Administration D D 277,716 0 277,716 0 No Provides administrative oversight for the Technical Services Division and administration of federal grants. 323 HSD - Health, Housing and Homeless Housing Security Fund D D 250,000 250,000 0 0 No Flexible Funds to assist consumers in maintaining housing of their choice. 324 Sheriff - Special Funds County Law Enforcement Capital Projects D D 211,000 211,000 0 0 No Supports replacement and enhancement of a Countywide law enforcement message switching computer; accumulates funds to partially finance Sheriff's communication equipment replacement; and accumulates funds to finance major equipment replacement for the Helicopter Program. Mandatory/Discretionary Program Listing – By Service and Level 664 County of Contra Costa FY 2021-2022 Recommended Budget Department - Unit Program Service Area Level Expenditures Funding Source General Fund NCC FTE Support Explanation 325 Agriculture/ Weights and Measures Cooperative Extension D D 203,521 0 203,521 1 No 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. 326 Auditor- Controller - Special Funds Automated Systems Development D D 200,000 200,000 0 0 No Non-General Fund. Accumulates interest earnings from the Teeter Plan borrowing program and other funding sources to finance maintenance and enhancement for countywide financial systems. 327 HSD - Environmental Health Fixed Assets D D 200,000 200,000 0 0 No Provides for acquisition of capital equipment and for needed capital improvement projects. 328 Sheriff - Special Funds Countywide Gang and Drug Trust D D 182,000 182,000 0 0 No Provides expenditures and revenues for preventing, enforcing and prosecuting illegal gang and/or drug activity. Expenditures must be approved by a panel consisting of the Sheriff, District Attorney, Chief Probation Officer, and a representative from the County Police Chiefs’ Association. 329 Board of Supervisors Board Mitigation Programs D D 175,000 175,000 0 0 No Provides funding from solid waste transfer facility mitigation fees related to West Contra Costa Sanitary Landfill Inc. for benefit of the incorporated and unincorporated North Richmond area. 330 Treasurer-Tax Collector Business License D D 171,632 122,900 48,732 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. Mandatory/Discretionary Program Listing – By Service and Level County of Contra Costa FY 2021-2022 Recommended Budget 665 Department - Unit Program Service Area Level Expenditures Funding Source General Fund NCC FTE Support Explanation 331 EHSD - Workforce Services Service Integration Team / Sparkpoint D D 163,805 114,500 49,305 0 No Provides intensive care management to eligible families to serve as a path forward in providing holistic wrap-around services to families. 332 Conservation and Development Vehicle Abatement Program D D 140,000 140,000 0 0 No Inspection services to remove abandoned vehicles that possess a hazard or public nuisance. 333 EHSD - CC Alliance to End Abuse County Children's Trust Fund D D 136,000 136,000 0 0 No Provides child abuse prevention services. 334 Veterans Services Veterans Memorial Building Lifecycle Costs D D 122,804 0 122,804 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. 335 HSD - Emergency Medical Services Administration D D 111,412 111,412 0 0 No Reimbursement for County incurred costs related to Emergency Medical Services program collections and disbursements. 336 Animal Services - Special Funds Animal Benefit Fund D D 110,000 110,000 0 0 No Provides monetary support for animal health and welfare projects that are not funded by departmental or general County revenue. 337 Conservation and Development Multi-Year Special Projects D D 90,000 90,000 0 0 No Provide plan check and inspection services to Marsh Creek Generating Station. 338 District Attorney - Special Funds Narcotics Forfeiture D D 55,000 55,000 0 0 No State law requires that the District Attorney Office’s portion of distributed forfeited narcotics assets be used for enhancement of prosecution. 339 EHSD - Workforce Services Ann Adler Children and Family Trust D D 50,000 50,000 0 0 No Provides support programs for care of abused, neglected and at risk children. 340 Board of Supervisors Municipal Advisory Councils D D 39,000 0 39,000 0 No Advises the Board of Supervisors on matters that relate to their respective unincorporated areas concerning services which are or may be provided by the County or other local government agencies. Mandatory/Discretionary Program Listing – By Service and Level 666 County of Contra Costa FY 2021-2022 Recommended Budget Department - Unit Program Service Area Level Expenditures Funding Source General Fund NCC FTE Support Explanation 341 Probation - Special Funds Probation Ward Welfare D D 28,000 28,000 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 Conservation and Development Clean Water D D 15,000 15,000 0 0 No Inspection services for development projects requiring compliance with Clean Water regulations. 343 Conservation and Development Residential Rental Inspection D D 11,455 11,455 0 0 No Inspection services for all rental units in unincorporated portions of the County 344 Sheriff - Field Operations / Investigation Vehicle Anti-Theft Program D D 3,339 474,500 (471,161) 0 No Investigates and gathers evidence on stolen vehicles throughout Contra Costa County. 345 District Attorney - Special Funds DA Federal Forfeiture-DOJ D D 1,000 1,000 0 0 No Federal law requires that the District Attorney Office’s portion of distributed forfeited narcotics assets be used for enhancement of prosecution. 346 Library Casey Library Gift Trust D D 1,000 1,000 0 0 No Established from proceeds from the estate of Nellie Casey. Funds are restricted for use in the Ygnacio Valley Library.     Service Key: M = Mandated by law (must be legal mandate NOT a Board mandate) D = Discretionary Level Key: M = Mandated by law D = Discretionary Note: Funding Sources listed for Special Funds may include fund balance from previous years and may be higher than the requirement in the Expenditures column.               Glossary of Acronyms & Terms   County of Contra Costa FY 2021-2022 Recommended Budget 667 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 ACFR –Annual Comprehensive Financial Report (ACFR) 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). 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 AIM – Access for Infants and Mothers Glossary of Acronyms & Terms 668 County of Contra Costa FY 2021-2022 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 2021-2022 Recommended Budget 669 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 CalSTRS – California State Teachers’ Retirement System Capital Assets – long-lived tangible and intangible assets obtained or controlled as a result of past transactions, events or circumstances. Capital assets include buildings, equipment, improvements other than buildings, infrastructure, and land. Capital Expenditures – incurred for the improvement to or acquisition of land, facilities and infrastructure. Capital Project – a major one-time outlay of funds for land and/or building acquisition or construction, structural improvements or non-structural renovations to County facilities. Large-scale projects may extend over more than one fiscal year. Glossary of Acronyms & Terms 670 County of Contra Costa FY 2021-2022 Recommended Budget  Capital Project Fund – a Governmental Fund used to account for resources dedicated to acquiring or constructing major capital facilities. CBO – Community Based Organization CBSST – Cognitive Behavioral Social Skills Training CBTP – Cognitive Behavioral Therapy for Psychosis CCCDEH – Contra Costa County Department of Environmental Health CCCERA – Contra Costa County Employees' Retirement Association CCCFPD – Contra Costa County Fire Protection District CCHP – Contra Costa Health Plan CCHS – Contra Costa Health Services CCP – Community Corrections Partnership CCPI – California Consumer Price Index CCPIF – Community Corrections Performance Incentive Funds CCR – Continuum of Care Reform CCTP – Contra Costa Critical Care Paramedic CCRMC – Contra Costa Regional Medical Center CCS – California Children’s Services CCYCS – Contra Costa Youth Continuum of Services CDVA – California Department of Veterans Affairs CEIP – California Emerging Infection Program CFS – Children and Family Services Charges for Services – revenues received as a result of fees charged for certain services provided to residents or other public agencies. These revenues are generally exempt from sales tax. CHDP – Child Health and Disability Prevention Glossary of Acronyms & Terms   County of Contra Costa FY 2021-2022 Recommended Budget 671 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 COVID-19 – The disease causing the 2019 novel coronavirus outbreak, caused by SARS- CoV-2. In COVID-19, “CO” stands for corona, “VI” for virus, and ”D” for disease. The disease can trigger a respiratory tract infection, which can cause mild to severe illness and even death. CPN – Community Provider Network CPOC – Chief Probation Officer's Association of California CPSP – Comprehensive Perinatal Services Program CPT – Current Procedural Terminology Credit Rating – score determined by a credit rating agency that indicates the agency's opinion of the likelihood that a borrower such as the County will be able to repay its debt. Rating agencies include Standards & Poor's, Fitch, and Moody's. CSAC – California State Association of Counties CW&PP – Community Wellness and Prevention Program Debt Service Fund – a Governmental Fund used to account for accumulation of resources dedicated to pay principal and interest on general obligation debt. DOJ – U.S. Department of Justice DHCS – U.S. Department of Health Care Services Glossary of Acronyms & Terms 672 County of Contra Costa FY 2021-2022 Recommended Budget  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 ERMHS – Educationally Related Mental Health Services Glossary of Acronyms & Terms   County of Contra Costa FY 2021-2022 Recommended Budget 673 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) – (a) adopted by the Board of Supervisors, normally after prior year closing activities are complete and the State budget has passed, as the legal spending authority for a fiscal year; and (b) a publication of financial schedules required by a variety of State statutes (commonly referred to as the County Budget Act) Fines, Forfeitures & Penalties – a Revenue class that includes vehicle code fines, other court fines, forfeitures and penalties, and penalties and costs on delinquent taxes. Fixed Assets – A major object for budgeting purposes. Previously used for tangible items of long-term character such as land, buildings, furniture, and other equipment with a unit cost in excess of $5,000. With implementation of GASB Statement No. 34, the term fixed asset became capital asset. FLIP – Facilities Life-Cycle Investment Program FMAP – Federal Matching Percentage FMCH – Family, Maternal and Child Health FPL – Federal Poverty Level FTA – Failure to Appear Reduction Program FTE – Full Time Equivalent Fund – a fiscal and accounting entity with a self-balancing set of accounts in which cash and other financial resources, together with all related liabilities and residual equities or balances, and changes therein, which are segregated for the purpose of carrying on specific activities or attain certain objectives in accordance with special regulations, restrictions or limitations. Fund Balance – the difference between fund assets and fund liabilities remaining at year- end. For budgetary purposes, this represents the sum of over-realized or Glossary of Acronyms & Terms 674 County of Contra Costa FY 2021-2022 Recommended Budget  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 HFA – Healthy Families America Glossary of Acronyms & Terms   County of Contra Costa FY 2021-2022 Recommended Budget 675 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 LAO – Legislative Analyst's Office Glossary of Acronyms & Terms 676 County of Contra Costa FY 2021-2022 Recommended Budget  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 MHSA – Mental Health Services Act Glossary of Acronyms & Terms   County of Contra Costa FY 2021-2022 Recommended Budget 677 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 NuPACT – Nutrition & Physical Activity Promotion Program Glossary of Acronyms & Terms 678 County of Contra Costa FY 2021-2022 Recommended Budget  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. 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. Glossary of Acronyms & Terms   County of Contra Costa FY 2021-2022 Recommended Budget 679 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 Revenue – source of income to an operation from any funding source other than Fund Balance. Glossary of Acronyms & Terms 680 County of Contra Costa FY 2021-2022 Recommended Budget  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. Special Revenue Fund – a Governmental Fund used to account for resources legally designated for specific purposes and separately reported. Glossary of Acronyms & Terms   County of Contra Costa FY 2021-2022 Recommended Budget 681 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. 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. Glossary of Acronyms & Terms 682 County of Contra Costa FY 2021-2022 Recommended Budget  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 2021-2022 Recommended Budget 683 Agriculture/Weights and Measures 33 All County Funds 27 All County Funds – Prior Year Recommended Sources Pie Chart 487 All County Funds - Recommended Requirements Pie Chart 488 All County Funds - Recommended Sources Pie Chart 486 All County Funds - Summary of Sources and Requirements 492 All County Funds - Total Requirements Summary By Fund 489 All County Funds Summary of Information Included 485 All Funds – Appropriations by Department 509 All Funds Appropriations by State Function Code 510 All Funds Expenditures By Type 530 All Funds Position Summary 511 All Funds Revenues By Type 523 All Non-Major Funds 496 Animal Services 371 Appendix 555 Assessor 41 Auditor–Controller 45 Board of Supervisors 51 Board of Supervisors Advisory Bodies 579 Bonded Debt Limitation and Assessed Valuation Growth 11 Budget Message 1 Budget Policy 472 Budget Process 483 Budgetary Basis for Accounting 559 Budgetary Fund Structure 563 Capital Improvement Plan 11 Capital Improvement Plan 542 Capital Improvements 55 Central Support Services 57 Subject Index Page 684 County of Contra Costa FY 2021-2022 Recommended Budget Changes in Net Position – Proprietary Funds 541 Changes in Projected Fund Balance – Major Governmental Funds 539 Child Support Services 191 Clerk-Recorder-Elections 67 Components of Fund Balance 540 Conflict Defense 377 Conservation and Development 79 Contingency Reserve 105 Contra Costa County Fire Protection District 459 Contra Costa Regional Medical Center 11 County Administration 12 County Administrator 107 County Counsel 113 County Fund Definitions 561 County Organizational Chart 10 County Profile 5 County Summary Information 471 COVID-19/Funding 12 Crockett/Rodeo Revenues 117 Crockett-Carquinez Fire Protection District… 469 Current Debt Position 548 Debt Management Policy 475 Debt Service 119 Department of Information Technology 121 Departmental Budget Summaries by Functional Group 31 Discussion of Major Revenue Sources – Enterprise Fund Subsidy 518 Discussion of Major Revenue Sources – Hospital/Health Plan 516 Discussion of Major Revenue Sources – Intergovernmental 514 Discussion of Major Revenue Sources – Other Major Revenues 521 Discussion of Major Revenue Sources – Taxes 519 Subject Index Page County of Contra Costa FY 2021-2022 Recommended Budget 685 Disposition of Federal Relief Funds 14 District Attorney 379 Division of Juvenile Justice 14 Emergency Rental Assistance Program 15 Employee Benefits and Retiree Health Care/Other Post-Employment Benefits 15 Employee Rate of Retirement Information 513 Employee/Retiree Benefits 131 Employment and Human Services 195 Enterprise Funds 28 Fire Districts 459 Fund-Department Relationship 573 General Fund 23 General Fund Position Summary 512 General Fund Program Modifications Summary by Department. 505 General Fund Reserve Policy 480 General Fund Summary of Expenditures and Revenues with Compensation 501 General Government: Functional Group Summary 31 General Purpose Revenue 133 General Purpose Revenue Distribution 502 Glossary of Acronyms & Terms 667 Health and Human Services: Functional Group Summary 189 Health Services 243 Historical Perspective 23 Human Resources 135 Investment Policy 481 Justice Systems Development/Planning 395 Key Budget Issues 11 Law and Justice: Functional Group Summary 369 Library 141 Long-Term Financial Planning and Policies 471 Subject Index Page 686 County of Contra Costa FY 2021-2022 Recommended Budget Long-Term Rebalancing 16 Major Fund – Contra Costa Fire 493 Major Fund – HMO Enterprise Fund 494 Major Fund – Hospital Enterprise Funds 495 Major Fund: General Fund – All Functional Groups 497 Major Fund: General Fund – General Government Functional Group 498 Major Fund: General Fund – Health and Human Services Functional Group 499 Major Fund: General Fund – Law and Justice Functional Group 500 Mandatory/Discretionary List by Department 581 Mandatory/Discretionary List by Service and Level 625 Measure X Funding 16 Office of Racial Equity and Social Justice 16 Organization of the Recommended Budget Book 555 Overview 5 Performance Measurement Program 553 Probation 405 Property Tax Recovery/Revenue 17 Public Defender 421 Public Safety Realignment 427 Public Works 153 Redistricting 18 Retirement/Pension Costs - Future Year Projections/Budgets 18 Sheriff-Coroner 429 Standing Committees of the Board of Supervisors and Affiliated Organizations 577 State Budget/Impact 21 State Realignment 22 Subject Index 683 Superior Court Related Functions 451 Table of Funds – Financial Fund Order 565 Treasurer–Tax Collector 185 Venture Capital Resources 481 Subject Index Page County of Contra Costa FY 2021-2022 Recommended Budget 687 Veterans Service 365 Workers Compensation Confidence Level Policy 482 Notes 688 County of Contra Costa FY 2021-2022 Recommended Budget Fiscal Year 2021-2022 Recommended Budget Hearings April 20, 2021 Budget Hearing Agenda 1.County Administrator Presentation 2.Department Head Presentations •Health Services Director, Anna Roth •Employment and Human Services Director, Kathy Gallagher •District Attorney, Diana Becton •Probation Officer, Esa Ehmen-Krause •Public Defender, Robin Lipetzky •Sheriff, David Livingston 3.Open Public Hearing -Public Comment 4.Board Discussion/Action 2 Recommending County Budget of $4.06 Billion 3 General, $234,330,000 , 6% Public Protection, $688,356,550 , 17% Health & Sanitation, $2,128,641,500 , 53% Public Assistance, $742,649,000 , 18% Education, $36,111,000 , 1% Public Ways & Facilities, $171,025,000 , 4% Debt Service, $50,142,000 , 1% Appropriations for Contingencies, $10,000,000 , <1% Requiring $4.06 Billion in Revenues and Reserves 4 Hospital/Health Plan Revenue, $1,495,307,000, 36.82% Intergovernmental Revenue, $1,160,012,500, 28.56% Miscellaneous Revenue, $486,628,500, 11.98% Taxes Current Property, $481,748,000, 11.86% Charges for Services, $218,049,525, 5.37% Enterprise Fund Subsidy, $77,231,000, 1.90% Fund Balance (net), $39,684,000, 0.98% Licenses, Permits and Franchises, $32,697,000, 0.81% Fines, Forfeitures and Penalties, $28,570,145, 0.70% Taxes Other Than Current Property, $26,920,000, 0.66% Use of Money and Property, $14,407,380, 0.35% Critical Factors in How We Balanced •Reduced capital project monies, historically fund $5 million, we reduced to $3.7 million. Our intent is to reinstate the full $5 million in FY 2022-23. •Growth in Property Tax /Assessed Value –we budgeted 4% for County and 5% for Fire •Economy in General, positive –longer range impact of economy on pension, very positive •A vacancy factor accounts for cost savings related to personnel vacancies occurring within departments during the fiscal year. •During development of the FY 2021-22 Recommended Budget, there were approximately 879 vacant positions totaling $114.9 million. Due to difficulties in recruitments, retention, and normal turnover, eight departments are maintaining vacancy factors totaling $24.8 million. Those impacted are the Assessor, Auditor-Controller, District Attorney, Employment & Human Services, Probation, Sheriff- Coroner, and Treasurer-Tax Collector. •The Sheriff has elected to identify specific positions to be counted towards his vacancy factor, however, the County has not specifically allocated the factor and has assured the Sheriff that additional allocations will be made should he manage to fill his authorized positions. It is projected that the Sheriff will underspend his budget in the current year. Additionally, the salary and benefit budget of the Sheriff is recommended to increase by $11.6 million in FY 2021-22 NET of the vacancy factor. 5 What is and Isn’t Included in the Recommendation: Included: •$10.0 million contingency •$7.5 million in additional staff costs for mental health services in the jails (40.6 FTE) •$1.2 million for Administration Building Security •$600,000 for the Office of Racial Equity and Social Justice Not Included: •$15.3 million for the New Finance System (anticipate funding with one-time reserves) •$2.0 million in healthcare reopener costs (anticipate individual departments absorbing) •$1.6 million for Detention Security Cameras (anticipate funding with current year dollars) •$300,000 for Redistricting costs are not included in the recommended appropriations •COVID Costs •Unknown costs associated with labor negotiations 6 Exposure to Recommended Budget •State Budget –May Revise –Unknown •Cumulative effect of wage increases coupled with significant increases to benefits may exceed projected revenues and stress future year budgets •California Nurses Association contract expires September 30, 2021, previous contract has an on-going annual cost of $36 million •Additional funding requests from Departments and the public in the next few years are likely to be more than can be provided from current general purpose revenues,. Those approved by the Board of Supervisors will likely be funded with Measure X funds •COVID costs •Without alternative funding sources or service delivery models, maintaining services in the County Hospital and clinics may force us to identify service level reductions in other County departments to maintain a structurally balanced budget 7 All Funds Recommendations FY 2021-22 8 General Government, 621,700,000, 15% Health & Human Services, 2,870,197,500, 71% Law & Justice, 569,357,550, 14% County Funds (Excluding Special Districts) General Government Health & Human Services Law & Justice Expense Salaries And Benefits 1,612,311,500 239,453,500 984,420,000 388,438,000 Services And Supplies 1,662,530,224 298,318,500 1,303,807,500 60,404,224 Other Charges 547,985,050 122,104,000 398,247,000 27,634,050 Fixed Assets 48,256,000 30,628,000 14,537,000 3,091,000 Provisions For Contingencies 10,000,000 10,000,000 0 Net Expenditure Transfers 180,172,276 (78,804,000)169,186,000 89,790,276 Expense Total 4,061,255,050 621,700,000 2,870,197,500 569,357,550 Revenue Other Local Revenue 1,169,942,230 361,743,832 656,656,553 151,541,845 Federal Assistance 418,879,724 59,983,871 356,025,296 2,870,557 State Assistance 1,903,749,096 45,642,297 1,669,190,651 188,916,148 General Purpose Revenue 529,000,000 116,550,000 188,325,000 224,125,000 Revenue Total 4,021,571,050 583,920,000 2,870,197,500 567,453,550 Net Fund Cost (NFC):39,684,000 37,780,000 0 1,904,000 Allocated Positions (FTE)9,577.0 1,576.1 6,117.3 1,883.6 2021-22 Recommended Net Change Agriculture-Weights/Measures 44.3 Animal Services 71.0 Assessor 112.0 Auditor-Controller 60.0 Board Of Supervisors 31.8 Central Support Services 43.0 Child Support Services 134.0 Clerk-Recorder Elections 81.5 Conservation & Development 191.0 County Administrator 34.6 County Counsel 52.0 Dept of Information Technology 90.0 2.0 District Attorney 226.6 1.0 Employ’t and Human Services 1,900.0 Health Services 4,075.8 34.4 Human Resources 50.0 Justice System Dev/Planning 5.0 Library 192.5 Probation 338.5 Public Defender 145.0 Public Works 559.0 9.0 Sheriff-Coroner 1,097.5 10.0 Treasurer-Tax Collector 30.5 Veterans Service 11.5 Total County FTE 9,577.0 56.4 CCC Fire District-Consolidated 422.6 4.0 CCCFPD Ems Transport Fund 13.0 Special Districts (Not Fire)17.0 All Funds FTE 10,029.6 60.4 All Funds Increase of 60.4 FTEs Recommended Of the 56.4 FTE added to the County, 53.4 FTE are added in the General Fund. Note that these numbers are rounded/funded FTEs. •Department of Information Technology an increase of 2.0 FTE, •District Attorney an increase of 1.0 FTE, •Health Services an increase of 34.4 FTE, •Public Works an increase of 9.0 FTE, •Sheriff-Coroner an increase of 10.0 FTE, and •Contra Costa County Fire Protection District an increase of 4.0 FTE. 9 General Fund Recommendations FY 2021-22 10 General Government, 320,785,000, 17% Law & Justice, 474,064,000, 26% Health & Human Services, 1,058,739,500, 57% Total General Fund General Government Health & Human Services Law & Justice Expense Salaries And Benefits 1,027,636,500 175,336,500 466,829,000 385,471,000 Services And Supplies 634,233,000 196,990,500 377,888,500 59,354,000 Other Charges 303,692,000 49,600,000 232,137,000 21,955,000 Fixed Assets 22,146,000 17,046,000 2,009,000 3,091,000 Provisions For Contingencies 10,000,000 10,000,000 0 0 Net Expenditure Transfers (144,119,000)(128,188,000)(20,124,000)4,193,000 Expense Total 1,853,588,500 320,785,000 1,058,739,500 474,064,000 Revenue 0 Other Local Revenue 547,444,143 164,423,000 251,903,848 131,117,295 Federal Assistance 334,769,853 36,301,000 295,599,296 2,869,557 State Assistance 442,374,504 3,511,000 322,911,356 115,952,148 Revenue Total 1,324,588,500 204,235,000 870,414,500 249,939,000 Net County Cost (NCC):529,000,000 116,550,000 188,325,000 224,125,000 Allocated Positions (FTE)6,317.9 1,139.6 3,317.8 1,860.6 9 Departments receive 85.5% of the General Purpose Revenue, and 2 receive over half 11 County’s Four Largest Departments 12 Public Works Sheriff- Coroner Employment & Human Services Health Services Hospital Enterprise Fund 2 Expense Salaries And Benefits 82,615,000 238,928,000 246,816,000 719,189,000 457,309,000 Services And Supplies 177,350,000 22,498,724 138,142,000 1,168,342,500 210,448,000 Other Charges 54,218,000 902,050 163,326,000 234,399,000 13,240,000 Fixed Assets 12,822,000 3,031,000 800,000 13,737,000 12,228,000 Net Expenditure Transfers (53,281,000)8,388,226 15,159,000 29,126,000 0 Expense Total 273,724,000 273,748,000 564,243,000 2,164,793,500 693,225,000 Revenue Other Local Revenue 155,486,956 85,711,295 118,838,000 539,201,553 243,382,000 Federal Assistance 22,523,871 1,593,009 183,518,393 154,568,903 40,454,000 State Assistance 41,784,173 82,199,696 235,813,607 1,308,567,044 336,144,000 General Purpose Revenue 30,552,000 104,668,000 26,073,000 162,456,0001 73,245,000 Revenue Total 250,347,000 274,172,000 564,243,000 2,164,793,500 693,225,000 Net Fund Cost (NFC):23,377,000 (424,000)0 0 0 Allocated Positions (FTE)559.0 1,074.5 1,900.0 4,075.8 2,390.5 1 Detention Health ($35.0 million), Public Health ($22.2 million), Mental Health ($17.3 million), Others ($14.6 million) 2 Included in Health Services Total History of Contributions to Hospital Enterprise Fund from General Purpose Revenue 13 17% 13% 15% 11% 15%16% 16% 13% 12%13% 9% 8% 5%5%5%5%5% 11% 14%14% 0% 2% 4% 6% 8% 10% 12% 14% 16% 18% - 10,000,000 20,000,000 30,000,000 40,000,000 50,000,000 60,000,000 70,000,000 80,000,000 Contribution to Hospital Enterprise Fund (EF1)Percentage of General Purpose Revenue General Fund Reserve Assumptions •June 30, 2020: •Total general fund revenues were $1,728,214,000 and total fund balance including reserves were $637,170,000. •Total fund balance is 36.8% of total revenue •Of the $637.17 million in reserves •$353.5 million was unassigned •$283.6 million was assigned, committed, restricted or nonspendable •The county Reserve policy calls for 5% of general fund revenues for the unassigned balance and 10% for total reserve balance. Minimum fund balances would be $86.4 million and $172.8 million respectively. There was $464.3 million available over the 10% reserve minimum. •June 30, 2021: •As of April, 2021 of this fiscal year, the Board of Supervisors has not approved transfers from reserves and no transfers are anticipated; however, outstanding FEMA claims exist in the amount of $1.6 million (related to the Great Plate program). •June 30, 2022: •No fund balance use is included in the Recommended Budget for FY 2021-22; however, Health and Public Safety may require use of fund balance to provide support of the COVID-19 pandemic.14 Importance of Reserves for Cash Flow •Although revenues are volatile, expenses (majority for salaries) are normally quite smooth. •General Fund Reserve of $637.2 Million, ($353.5 Million Unassigned) has eliminated General Fund negative cash flow during the year. •The General Fund cash balance no longer begins the year with a negative cash balance. The large disbursements for advances, pension pre-pay costs, and accrued expenses are now covered by the available cash balance (reserves). •Prior to fiscal year 2014-2015 the cash flow was not positive until the second installment of property tax receipts are received in late spring. 15 Labor 16 Labor Contracts 17 Total Number1 Contract of Permanent Employees Expiration Date AFSCME Local 512, Professional and Technical Employees 230 6/30/2022 AFSCME Local 2700, United Clerical, Technical and Specialized Employees 1,462 6/30/2022 California Nurses Association 812 9/30/2021 CCC Defenders Association 94 6/30/2022 CCC Deputy District Attorneys’ Association 93 6/30/2022 Deputy Sheriffs Association, Management Unit and Rank and File Unit 838 6/30/2023 Deputy Sheriffs Association, Probation Peace Officers Association 192 6/30/2023 District Attorney Investigator’s Association 15 6/30/2023 IAFF Local 1230 335 6/30/2023 IHSS SEIU -2015 6/30/2022 Physicians and Dentists of Contra Costa 242 10/31/2022 Professional & Technical Engineers –Local 21, AFL-CIO 1,124 6/30/2022 Public Employees Union, Local One & FACS Site Supervisor Unit 540 6/30/2022 SEIU Local 1021, Rank and File and Service Line Supervisors Units 867 6/30/2022 Teamsters, Local 856 1,819 6/30/2022 United Chief Officers' Association 12 6/30/2023 Western Council of Engineers 25 6/30/2022 Management Classified & Exempt & Management Project 412 n/a Total 9,112 1 Permanent number of filled Positions as of April 12, 2021 (not FTE) Retirements 18 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 March 31 in order to receive a cost-of-living adjustment from the Contra Costa County Employees’Retirement Association. 0 100 200 300 400 500 600 700 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 413 308 141 208 174 156 145 181 171 208 208 81 58 91 40 64 83 89 124 99 Balance of Year Month of March Pension Cost Management The chart includes five years of actual data, straight-line projection of current year (based on eight months of actual data), Recommended Budget for FY 2020-21, and projection of future years based upon actuarial data provided by CCCERA’s actuary (letter dated March 12, 2021). Assumes we meet the Assumed Rate of Return each year.19 $282 $281 $306 $317 $314 $322 $386 $328 $325 $297 $292 $290 $200 $250 $300 $350 $400 2015-16 Actual 2016-17 Actual 2017-18 Actual 2018-19 Actual 2019-20 Actual 2020-21 Proj. 2021-22 Recom'd 2022-23 Proj. 2023-24 Proj. 2024-25 Proj. 2025-26 Proj. 2026-27 Proj. Actual and Projected* Retirement Expenses (in millions) OPEB Liability Significantly Reduced due to Board Actions and Collective Bargaining •The OPEB financing plan includes a $20 million annual allocation of resources for pre -funding the OPEB liability. •The County has included this allocation in each adopted annual budget since FY 2008 -2009. •Health plan changes, caps on County contributions and labor concessions, in addition to annual pre - funding contributions, have assisted in reducing the County’s Unfunded Actuarial Accrued Liability (UAAL) since 2006: from $2.57 billion to $523.9 million, and •With a Market Value in the trust as of December 31, 2020 in excess of $399.0 million, the County has pre-funded approximately 39.5% of its OPEB obligation. •The Board’s actions have made it possible for the County to continue to provide much needed services, including health services, to County residents including the indigent. •The Board has also been able to significantly increase the subsidy of employee health benefits over the last three years. 20 Contra Costa County Fire Protection 21 CCC Fire Protection District •FY 2021-22 Recommended Budget Summary •Balanced assuming 5% increase in property tax revenue •Continues to meet the fund balance goal of 50% reserves for the EMS Transport Fund and requires no use of fund balance. •Net increase of 4 FTEs, including three (3) Fire Captains to increase staffing at Fire Station 70 in San Pablo, and one (1) Driver Clerk for the Training and Safety Division. •Total District fund balance reserves total $102.7 million as of the end of FY 2019-20, this includes $15.2 million and $19.5 million from the District’s Pension Obligation Bond (POB) Debt Service Fund and POB Stabilization Fund respectively. 22 EMS Transport Fund, 53,000,000, 19% Consolidated General Fund, 161,924,000, 60% POB Stabilization Fund, 24,784,000, 9% Other Non-Operating Funds, 31,325,000, 12% Recommendations FY 2021-22 23 Total Consolidated Fire Consolidated General Fund EMS Transport Fund POB Stabilization Fund Other* Non- Operating Funds Expense Salaries And Benefits 155,524,000 127,023,000 3,718,000 24,783,000 0 Services And Supplies 57,243,000 10,964,000 45,687,000 0 592,000 Other Charges 27,567,000 9,182,000 1,660,000 1,000 16,724,000 Fixed Assets 15,642,000 698,000 935,000 0 14,009,000 Net Expenditure Transfers 15,057,000 14,057,000 1,000,000 0 0 Expense Total 271,033,000 161,924,000 53,000,000 24,784,000 31,325,000 Revenue Other Local Revenue 228,829,000 160,074,000 53,000,000 2,611,000 13,144,000 Federal Assistance 1,038,000 1,038,000 0 0 0 State Assistance 812,000 812,000 0 0 0 Revenue Total 230,679,000 161,924,000 53,000,000 2,611,000 13,144,000 Net Fund Cost (NFC):40,354,000 0 0 22,173,000 18,181,000 Allocated Positions (FTE)435.6 422.6 13.0 0.0 0.0 * Capital Outlay Fund, Pittsburg Special Fund, CCCFPD New Development Fee Fund, POB Debt Service Fund, Capital Construction Fund CCC Fire Protection District •For fire, property taxes declined by over 13% between 2009 and 2013. These taxes then significantly increased between 2014 and 2016. Now returning to a more normal increase of around 5% going into the next few years. •Actual District experience: •2009-10 (7.8%) •2010-11 (2.4%) •2011-12 (1.9%) •2012-13 (1.2%) •2013-14 5.9% •2014-15 9.3% •2015-16 6.9% •2016-17 6.3% •2017-18 5.5% •2018-19 6.4% •2019-20 5.5% •2020-21 5.2% 24 CCC Fire Protection District •Reasons for optimism •Settled with Local 1230 and UCOA through June 2023 •Net decrease of $3.8 million in debt service payments in FY 2021- 22 •Payments on existing Pension Obligation Bonds decreasing by approximately $5.7 million in FY 2021/22 •New debt service on capital construction projects is scheduled at $1.9 million annually •Station 70 (San Pablo) opened in April 2021 and Station 86 (Bay Point) construction contract was awarded in January 2021 •Reasons for concern •Cost of labor contracts •$8.7 million in FY 2021-22 (total three-year cost of $26.2 million) •Property tax revenue increases may slow •Continued financial strains and unknowns on: •Capital and non-capital equipment replacement (e.g., heavy fire apparatus) •Future construction project for Station 9 (Pacheco) 25 CCC Fire EMS Transport Fund •Reasons for optimism •“Alliance” Ambulance program stable (for now) •The District has met its fund balance reserve goal of maintaining 50% of annual operating cost of ambulance services •Ground Emergency Medical Transportation (GEMT) Quality Assurance Fee (QAF) is providing net revenue of approximately $2 million annually under the current funding and fee parameters. •The District continues to be financially stable despite reduced health care utilization due to COVID-19, transport volume has recovered and is steady •Reasons for concern •Future of healthcare funding continues to be uncertain •EMS Transportation Reserve •The District had ended FY 19/20 with a fund balance of $39 million which exceeded its fund balance goal of 50% of annual operating costs (goal of approximately $27 million for FY 21/22) •FY 21/22 budget does not include an annual reserve contribution as the fund balance goal has been exceeded 26 COVID Cost Recovery 27 State Allocation Federal Allocation Total Funding Sources:$ 26,546,260 $ 201,281,392 $ 227,827,652 Funding Uses: General Fund (includes Public Health and H3)26,546,260 107,272,824 133,819,084 Enterprise Fund I (Hospital/Clinics)93,607,580 93,607,580 Land Development Fund 227,229 227,229 Library Fund 173,759 173,759 Total Claimed as of December 31, 2020 $ 26,546,260 $ 201,281,392 $ 227,827,652 Balance Available 0 0 0 Summary -Coronavirus Relief Fund (CARES Act) 28 Key Takeaways: 1.No additional funds available for County COVID response programs funded with Coronavirus Relief Funds after December 31, 2020 2.It will be necessary to use American Rescue Plan funds to bridge the gap over the next two years Emergency Rental Assistance Program (ERAP) •$75,822,311 for Contra Costa •$75,307,866 to the State for implementation (Option A County) •$514,445 for local programming •As of April 12, 2021 •2,156 active cases •$29,572,486 in relief requested •$590,238 in relief approved •First set of relief checks distributed statewide on April 12th •American Rescue Plan includes ERAP Phase II •Not a direct allocation -application is needs based •No negative impact associated with partnership with State for ERAP Phase I 29 Obligated Claimed In Progress Total Eligible Programs (Guidance): Great Plates $ 144,796 $ 1,458,346 $ 2,000,000 $ 3,603,142 Non-Congregate Shelter 0 0 14,100,000 14,100,000 Vaccination (3/15/2021, Interim)0 0 0 0 Reopening (4/5/2021, Interim)0 0 0 0 Total as of March 30, 2021 $ 144,796 $ 1,458,346 $ 16,100,000 $ 17,703,142 Summary –FEMA Reimbursement Activity 30 Key Takeaways: 1.FEMA does not reimburse 100% of actual costs (100% of eligible costs does not mean 100% of actual costs; Salary and Benefit costs of permanent staff not eligible!) 2.FEMA is the reimbursement source of last resort (after applying cascading funding) 3.Strategy is to focus on FEMA programs with finalized guidance first to avoid duplication of resources 4.FEMA reimbursement process cumbersome and could take years before reimbursement is received (typically 24-36 months) Homeless/Mental Health/Housing from all Sources -$439.3 Million 31 $2.87 Billion on Health and Human Services, including $411.8 million on services directly related to homeless; mental health, and housing. And, an additional $27.5 million in homeless housing and wraparound services directly related to COVID-19 assuming current level of programming continues in FY 2021/22. * Current FEMA reimbursement authority for Non-Congregate Shelter programs will terminate on September 30, 2021. FY 2021/22 Recommended Budget COVID-19 Non-Congregate Shelter Appropriations Federal/State General Fund Annualized Expenditures Unidentified Funding FEMA Funding* Homeless $76,937,245 $68,977,305 $7,959,940 $8,640,291 $6,480,218 $2,160,073 Mental Health $270,031,451 $240,203,234 $29,828,217 $0 $0 $0 Housing $47,125,120 $46,284,653 $840,467 $0 $0 $0 Homeless/Housing $17,736,719 $15,452,719 $2,284,000 $18,845,721 $14,134,291 $4,711,430 Total $411,830,535 $370,917,911 $40,912,624 $27,486,012 $20,614,509 $6,871,503 COVID-19 Cost Recovery Final Comments •Coronavirus Relief Fund (CARES Act) •$227.8 million fully spent •Emergency Rental Assistance Program •Off to a good start •More funds on the way, but will be very different than Phase 1 funding •American Rescue Plan •1st allocation anticipated in May 2021 •$110 million necessary to balance FY 2021/22 •$110 million necessary to balance FY 2022/23 •These are one-time funds! •FEMA Reimbursements •Slow to receive funding, General Fund covers costs for several months or years (typically 24-36 months) •100% of eligible costs does not mean 100% of actual costs! 32 Measure X Sales Tax Dollars 33 Measure X Sales Tax Funding •Measure X is anticipated to generate approximately $90 million in FY 2021-22. •Measure X funding is not anticipated to be received until October 2021 for the first quarter of collections, starting in April 2021. •The Measure X Community Advisory Board has begun to meet to develop funding priorities for presentation to the Board of Supervisors. •The FY 2021-22 Recommended Budget included $665,000 in Measure X revenue: •$600,000 for the new Office of Racial Equity and Social Justice, and •$65,000 for sales tax auditors. Office of Racial Equity and Social Justice (ORESJ) •Authorized by the Board of Supervisors on November 10, 2020 after the Board declared Racism as a Public Health Crisis. •Community Engagement process launched by an initial planning team of County and Community leaders. •Information session held Dec. 16, 2020. •Training offered Jan. 21, 2021 on “Preparing and Practicing Racial Justice and Healing with Dr. Ken Hardy.” •Community engagement “Host Table” developed. Convened on Jan. 28. Task Teams also developed. •Listening Sessions currently underway with goal of May 2021 completion. •CAO included $600,000 placeholder for ORESJ in FY 2021-22 Recommended Budget (Measure X). Recommendations 36 Recommended Budget Actions 1.OPEN and CONDUCT a public hearing to receive input on the FY 2021-22 Recommended Budget; 2.ACKNOWLEDGE that wage and benefit increases when coupled with the lack of increased funding from the State and Federal Governments will challenge the County’s ability to deliver essential services to our residents; 3.DIRECT the County Administrator to continue to make this information readily available to the residents of the County; 4.ACKNOWLEDGE that the Recommended Budget does not include any funding changes that may occur in the State of California’s 2021-22 fiscal year budget or in the manner in which the Medi-Cal Waiver is implemented and these two events may have an unknown impact on the drawdown of federal funds for services and facilities; 5.RE-AFFIRM the Board of Supervisors’ policy prohibiting the use of County General Purpose Revenue to back-fill State revenue cuts; 6.ACKNOWLEDGE that the Recommended Budget balances annual estimated expenditures with estimated revenues in FY 2021-22, and is both technically and structurally balanced; 7.ACKNOWLEDGE that the Recommended Budget includes a specific appropriation for contingency, and that the Board also maintains its ability to manage General Fund contingencies during the fiscal year by use of reserve funds set aside for that purpose; 8.ACKNOWLEDGE that any restoration of any recommended program reductions will require an equivalent reduction in funds from other County priorities in order to adhere to our balanced budget policy; 37 Recommended Budget Actions 9.ACKNOWLEDGE that maintaining core services, maintaining an improved credit rating, minimizing debt, and maintenance of the County's physical assets remain a priority of the Board of Supervisors over the long term; 10.ACKNOWLEDGE the intended use of approximately $110 million from American Rescue Plan year 1 funds for Health Services COVID-19 expenses, pending future discussion with the Board of Supervisors and final guidelines released by the US Treasury; 11.DIRECT the County Administrator to prepare for Board adoption on May 11, 2021, the FY 2021-22 County and Special District Budgets, as modified, to incorporate any changes directed by the Board during these public hearings; and 12.DIRECT the County Administrator to prepare for consideration by the Board of Supervisors on May 11, 2021, position additions and eliminations necessary to carry out Board action on the Recommended Budget. 38 Budget Hearing Agenda 1.County Administrator Presentation 2.Department Head Presentations •Health Services Director, Anna Roth •Employment and Human Services Director, Kathy Gallagher •District Attorney, Diana Becton •Probation Officer, Esa Ehmen-Krause •Public Defender, Robin Lipetzky •Sheriff, David Livingston 3.Open Public Hearing -Public Comment 4.Board Discussion/Action 39 40 Anna M. Roth, RN, MS, MPH Contra Costa County Health Director 2021-2022 BUDGET Organizational Charts: Contra Costa Health Services and COVID Response COVID Response Structure PREVENTION & PROTECTION HEALTH COVERAGE DIRECT HEALTH SERVICES 2020 •China reports cluster of pneumonia cases in Wuhan •U.S. begins screening travelers •1st confirmed U.S. case •CCHS assembles response team •Department Operations Center opens March •1st local case •Shelter in Place order •Airline & cruise ship monitoring •COVID-19 website & call center launched •Shift to telehealth •Testing sites for healthcare workers & first responders opened •Undocumented Populations Task Force Feb 2020 •1st case from Travis AFB •Emergency operations initiated •Began testing & contact tracing •COVID-19 Vulnerability Index April •1st surge •Face covering order •Community testing sites opened •Eviction protection & rent freeze ordinance •Public dashboards launched •Alternative Care Sites •Project Room Key •Rapid Response Playbook for at Risk Populations May •1st case in county detention center •Community Engagement and Outreach Work Group established June •Businesses & outdoor dining reopen as spread slows •African American Task Force Juneteenth Event Aug •New North Richmond testing site •State launched Blueprint to Safer Economy tier system July 2020 •Surge •State issued 1st health order closing businesses •Enforcement Ordinance enacted •Latinx Work Group •Historically Marginalized Communities Work Group •Youth Ambassador Program •$1.6M community grants Sept •Project Homekey Pittsburg hotel purchase •Free flu shots at testing sites Nov •County moves back to most restrictive tier as cases spike •State Stay-at-Home order •West County mass testing event Dec •Surge •Bay Area implements regional stay-at-home order •Congregate Care Playbook •Ethical & Equitable Vaccine Allocations Committee •Healthcare worker vaccinations begin Feb •Expanded eligibility to essential workers •“Help Your Neighbor Get Vaccinated” campaign •K-6 schools cleared for in-person instruction Jan 2021 •1M COVID-19 tests •Surge •Began vaccinating 75+ •Expanded eligibility to 65+ •Mobile vaccination teams deployed •Vaccine appointment phone line •Vaccine dashboard •African American PSA March •County moves to red tier •1st J&J vaccine delivery •COVID-19 Rent Relief Program •1st local case of U.K. variant •Hope & Healing memorial event •Opened vaccines to all •Opened 1st large-scale vaccination site April •Opened walk-in vaccination clinics •COVID-19 had an immense impact on Health Department Finances •Every aspect of Departmental financial activities has been impacted, e.g., medical care delivery, telemedicine, testing, tracing, vaccine administration, housing, facility sanitizing and cleaning, staff training, etc. •For the March 2020 –December 2020 time frame, COVID-19 related expenditures for the Health Department were $242,544,778. COVID-19 Impact on 2021/22 Budget COVID-19 Impact on the 2021/22 Budget Development The CARES Coronavirus Relief Fund (CRF) $ 163,630,237 The CARES Provider Relief Fund (PRF) 24,548,893 State and Federal Grants 15,579,983 Homeless Grants 38,785,665 Total $ 242,544,778 This Expenditure Amount Was Offset By: Health Services Department COVID CARES (CRF) Revenues by Division March –December 2020 Health Services Divisions Total % Hospital & Clinics 93,607,580$ 57.2% Public Health 40,957,224 25.0% Detention Facility 18,827,051 11.5% All Other Divisions 5,511,456 3.4% Health, Housing & Homeless 4,726,926 2.9% Total 163,630,237$ 100.0% Note: Total CARES expenditures reimbursed by the Department of Treasury amounted to $161,023,704. State CRF funded a portion of Public Health payroll expenses in the amount of $2,606,533 in FY 2019-20. COVID Federal/State Grants and Provider Relief Fund (PRF) Revenues March-December 2020 CCC Health, Housing & Homeless COVID Non-Congregate Sheltering Revenues COVID Non-Congregate Sheltering (NCS) Expenditures Project Homekey CARES (PHK)$17,400,000 44.86% FEMA (In Progress)$14,100,000 36.35% CARES (CRF)$4,726,926 12.19% Project Roomkey (PRK)$1,700,000 4.38% Homeless Coordinating & Financing Council (HCFC)$858,739 2.21% Total $38,785,665 100.00% March-December 2020 Note: Project Homekey Award (PHK) -$17.4M: Totally expended towards hotel purchase and related costs. Total PHK award is $21.576M. As of December 2020, HHH spent $17.4M. The unspent balance of $4.176M (State General Fund) intended for hotel operating subsidy is available for utilization through June 2022. FEMA -$14.1M: Funding of last resort for COVID-19 non-congregate sheltering expenditures after Federal, State and other local funding are exhausted. Revenue will take approximately 24-36 months to receive. Project Roomkey Award (PRK) -$1.7M: From non-congregate shelter options for people experiencing homelessness, protect human life, and minimize strain on health care system capacity. 13 COVID-19 Impact on 2021/22 Budget Development •Given magnitude of COVID-19 cost involved, the unsettled timing of pandemic’s end, and the multiple developing revenue streams, a normal budget process was not possible. •In consultation with the CAO, we developed a responsive budget structure to deal with the unique ever-changing situation. 14 •Recommended Budget developed assuming a return to normal activities. •Budget assumes any costs or lost revenue related to COVID-19 for July 1, 2021 through June 30, 2022 would be addressed as an adjustment, when known, to the recommended budget. •All COVID-19 costs would be addressed through eligible “cascading” revenue streams, i.e., Medicare, Medi-Cal, Direct State Allocations, Federal Allocations (inclusive of CARES, American Rescue Plan Act Funds) and then FEMA as a last resort. •Residual/Unreimbursed cost would rely on County reserves or possibly Measure X as one-time offsets. Budget Design/Development 15 Budget Design/Development (cont’d) •Monthly monitoring of the COVID-19 cost and revenue would occur; quarterly reporting to Board would occur;a mid-year appropriation adjustment would be made as required. •Accordingly, the only County General Purpose revenue increase for the Department is an addition of $4.1 million for Detention Health in response to Prison Law Office settlement. •County General Purpose revenue for all other divisions is maintained at FY 2020/21 level, i.e., no increase in 2021/22 Recommended Budget. •Any new programs in 2021/22 would require dedicated funding streams, e.g., Measure X. 16 •Recommended budget excludes any cost estimate related to the 9/30/21 expiring California Nurses Association labor contract. •Any settlement cost increase will impact the CCRMC, Detention, Public Health and CCHP budget units. •Financing for the potential cost increase is unknown at this time. Budget Design/Development (cont’d) 17 2021/2022 CCHS Recommended Budget $2.03 billion Expense $1.87 billion Revenue $162.5 million County General Purpose Revenue 2021/2022 Recommended Expenditures CC Health Plan $879.3M Hospitals & Clinics1 $694.4M Behavioral Health2 $274.5M Public Health3 $105.2M Detention $36.5M HazMat & Env Health $24.9 M Health, Housing & Homeless4 $18.3 M TOTAL $2.03 billion Summary: 2021/2022 Recommended Budget Expense Salaries and Benefits $ 719,189,000 Services and Supplies $ 1,168,342,500 Other Charges $ 157,168,000 Fixed Assets $ 13,737,000 Expenditure Transfers ($ 25,271,000) Expense Total $ 2,033,165,500 Revenue Other Local Revenue $ 460,512,848 Federal Assistance $ 154,568,903 State Assistance $ 1,255,627,749 General Fund Subsidy $ 162,456,000 Revenue Total $ 2,033,165,500 Looking Ahead •Cal AIM •County Organized Health System •Behavioral Health •Community Crisis Services •Equity Governor’s Budget includes the “California Advancing and Innovating Medi-Cal (CalAIM)” initiative: •Reforms to expand, transform, and streamline Medi-Cal services delivery and financing •Impacts majority of CCHS Divisions •Implemented over number of years CalAIM 22 CalAIM Focus •High-risk, high-cost population •Transforming, streamlining managed care •Rethinking Behavioral Health Service delivery and financing •Extending components of the current 1115 Medi-Cal Waiver •Should be favorable to CCHS •Lot of unknowns 23 County Organized Health System (COHS) •Letter of Intent to convert Contra Costa Health Plan (CCHP) from two- plan model County to a single-plan model •Two-and-a-half-year conversion process •Would add 38,000 members to CCHP’s existing 200,000 roster •Would provide a seamless array of services to all Medi-Cal recipients 24 Behavioral Health •$2.5 million grant to renovate portion of Miller Center for six bed children’s psychiatric emergency center •20 additional beds for psychiatric inpatient care opened at CCRMC last year 25 Community Crisis Services The American Rescue Plan Act allows California to provide community-based mobile crisis intervention services: •Provided by a multidisciplinary mobile crisis team to individual outside hospital/facility experiencing a mental health or substance use disorder crisis •Services must be available 24/7/365 •Team includes behavioral health care professional trained in trauma-informed care •State option available for 5-year period •Enhanced federal matching for costs set at 85% 26 Equity •Pandemic Response and Vaccine Distribution •CCHS Equity Planned Efforts: Racism as a public health crisis Participating in community process to establish County Office of Racial Equity and Social Justice Department-wide equity plan and priorities to be established 27 THANK YOU EHSD Outlook: Transformations on the Horizon for FY 2021-2022 PRESENTED BY KATHY GALLAGHER DIRECTOR, EMPLOYMENT AND HUMAN SERVICES DEPARTMENT 04/20/2021 1 “We partner with the community to deliver quality services to ensure access to resources that support, protect, and empower individuals and families to achieve self-sufficiency.” Workforce Services Workforce Development Children and Family Services Community Services Aging and Adult Services 2 “Our vision is that Contra Costa County will continue to be a thriving community where all individuals and families can be healthy, safe, secure and self-sufficient.” •1,900+ employees •$564 million budget •We touch the lives of one out of four Contra Costa County residents •Enabling self-sufficiency •Keeping people healthy •Supporting food security •Keeping children safe •Preparing children for life •Protecting older adults •Helping the elderly stay in their homes Our Core Values include promoting excellence and practicing ethical behavior in everything we do, communicating openly, and delivering an exceptional customer experience. 3 Fiscal Year 2021-2022 Budget 4 5 Proposed Budget Salaries & Benefits 236,238,751$ 246,816,000$ 10,577,249$ Services & Supplies 143,443,366 138,142,000 (5,301,366) Other Charges 161,886,653 163,326,000 1,439,347 Fixed Assets 2,394,003 800,000 (1,594,003) Expenditure Transfers 15,733,731 15,159,000 (574,731) Total Expenditures 559,696,504$ 564,243,000$ 4,546,496$ Total Revenues 529,596,778 538,170,000 8,573,222 Sub-Total Net County Cost 30,099,726$ 26,073,000$ (4,026,726)$ FY 2021/2022 Budget Description FY 2020-21 Adjusted Budget FY 2021-22 Recommended Budget Increase (Decrease) FY 2021/22 Budget Expenditures $564,243,000 Revenues $538,170,000 Net County Cost (NCC)$26,073,000 FY 2021/22 Budget Allocated Positions (FTEs)1,900 6 Proposed Budget By Expenditures and Revenues 7 Proposed Budget by Bureau Category Budget % Children & Family Services Bureau $135,189,000 24% Aging & Adult Services Bureau $86,406,000 15% Workforce Services Bureau $231,440,000 41% Workforce Development Board $7,109,000 1% Community Services Bureau $93,114,000 17% EHSD Extraneous 10,985,000 2% Total $564,243,000 100% 8 *CalFresh benefits issued and the Federal and State portion of IHSS caregiver payments go directly to the customer and are not included as revenues or expenses in the EHSD budget. Program Annual Assistance (Nov 19 to Oct 20) CalFresh*$135,067,398 CalWORKs $54,681,121 Foster Care $30,032,794 Adoptions $21,781,778 IHSS*$218,301,495 General Assistance and Other $1,786,263 Total Local Economic Impact $461,650,849 Benefits to Contra Costa County Residents: Cash-Based Programs 9 Net County General Fund Costs Key Budget Changes Increased Vacancy Factor by $2.2 million out of $24.5 million in vacancies Reduction in contracted services Projected increase in Medi-Cal and CalFresh allocations Reduction in administrative overhead 1992 and 2011 realignment reductions not as severe as previously projected Elimination of Capital Projects budget in FY 21-22 10 Key Factors Driving Fiscal Year 2021- 22 Budget Considerations •This year’s budget reduces County General Funds to EHSD. The following considerations must be addressed: Limited flexibility with categorical funding Looming cost increases Program administrative allocations are not always sufficient Threats on the horizon for uneven job recovery 11 Key Administrative Efforts Managing high turnover and vacancy rates Improvements in contracts management Expanding capacity in data analytics and business intelligence Improvements in personnel and payroll systems CalSAWS development and change management 12 Impacts of COVID-19 Stimulus Funding 13 COVID-19 Stimulus Legislation Benefitting EHSD Customers Families First Coronavirus Relief Act Coronavirus Aid, Relief, and Economic Security (CARES) Act Consolidated Appropriations Act/COVID-19 Response & Relief Supplemental Appropriations Act (CRRSAA) California Relief Package American Rescue Plan Proposed American Jobs Plan 14 15 16 Opportunities Ahead 17 Opportunities Ahead Measure X •Invest in services for hardest-hit by pandemic, especially low-wage and low-skilled workers •Increase the number of Navigators in our EHSD “4 Our Families”program •Access all appropriate funding sources to create initiative to reduce child poverty 18 Opportunities Ahead Opportunities for Future Changes •Customer credit card debt solutions •Capitalize on changes from pandemic executive orders, especially flexibilities in CalFresh •Promote workforce opportunities by improving child, senior, and dependent adult care •Continued focus on efforts to provide rental assistance and eviction protection 19 Equity and Inclusion 20 Highlights of 2021 Equity and Inclusion Efforts 1.Educate & inform all staff in racial equity and social justice initiatives and best practices. 2.Improve tracking of data and reporting on EHSD customer demographics for race/ethnicity. 3.Gateways 4 Growth Welcoming Plan for Immigrant Inclusion and Language Access Plan 21 EHSD Workforce by Race and Ethnicity, 12/31/2020 22 Race/Ethnicity % EHSD Workforce % Contra Costa Workforce White 32.7%53.1% Black 20.4%8.3% Hispanic 27.1%18.2% Asian 10.8%18.0% Native Hawaiian/Pacific Islander 1.2%0.4% American Indian/Alaska Native 0.6%0.2% Two or more Races 7.2%1.8% 23 Thank You 24 CONTRA COSTA COUNTY DISTRICT ATTORNEY’S OFFICE DIANA BECTON, DISTRICT ATTORNEY Budget and Personnel Department Overview Programs 1 COLLABORATION 2 FISCAL YEAR 2021-22 BUDGET $27.3 $21.7 FY 2021-2022 Budget Revenues NCC $49.0MInclusive of Prop. 172 Funds 3 BUDGET REDUCTION Considerations Description Value Vacancy Factor Vacancies, Attrition and Recruitment -$1,874,000 Vacancies as of Budget Dev. 01/15/21 Hiring Freeze, Attrition, and Operations -$4,794,038 (34.5 FTE) 4 PERSONNEL 93% 7% FY 2021-22 Budget Salaries/Benefits Services/Supplies/Other $49.0M 5 ALLOCATED POSITIONS (AS OF 04/13/21) Description FTE Vacancy Attorney 103.1 4 Investigative 28 8 Victim/Witness 17 1 Administration and Support 77.5 17.5 Total 225.6 30.5 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 2020 PERFORMANCE Statistics 1.15 Million residents 25 law enforcement agencies within 19 cities Filed over 3,327 felony cases Filed over 4,634 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 2021-22 SPECIALTY UNITS AND PROGRAMS Specialty Units and Programs Conviction Integrity Unit Cold Case Unit Human Trafficking Unit 11 2021-22 RACIAL EQUITY, SOCIAL JUSTICE, AND REDUCING INCARCERATION Reducing Incarceration Youth Restorative Justice Diversion Neighborhood Community Courts Mental Health Diversion Vera Post Conviction Resentencing Immigration Training Implicit Bias Training Training Oversight Committee 12 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 3 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 Taskforce Deputies YOTP/GIM Programs* Community Probation* DUI Program* *grant/entitlement funded 4 FY 20/21 Accomplishments COVID Exposure Mitigation Absorbed Office of Reentry and Justice (ORJ) Increased investment in CBO contracts Eliminated collect calls for detained youth Juvenile Justice Coordinating Council Legislation Implementation Cordico Staff Wellness Application Diversity, Equity and Inclusion Staff Development 5 Probation Total Budget 6 Department’s Reliance On County General Fund For FY 21/22, 52.87% of Probation’s budget will be from County General Fund. 57.38% 59.90% 58.17% 59.11% 53.55% 52.87% 49.00% 51.00% 53.00% 55.00% 57.00% 59.00% 61.00% 16-17 17-18 18-19 19-20 20-21 21-22 Percent of Budget from General Fund 7 Budget Reductions Maintain a vacancy factor of $4,363,832 •37.50 current general-fund vacancies (=$5,235,363) •Field Services -11.0 FTE (=$1,517,272) •Facilities -26.50 FTE (=$3,718,091) *No vacancy factor FY 17-18 8 $1,366,830 $1,366,830 $- $911,133 $1,466,389 $3,682,332 $- $500,000 $1,000,000 $1,500,000 $2,000,000 $2,500,000 $3,000,000 $3,500,000 $4,000,000 15-16 16-17 17-18 18-19 19-20 20-21 Vacancy Factor FY 21/22: A Look Ahead Pandemic Recovery Division of Juvenile Justice Realignment Pre-Trial ORJ Expansion Data, research, community engagement, grant-writing capacity Continuous Quality Improvement (CQI) Case Management Project Ongoing Justice Reform 9 BUDGET PRESENTATION CONTRA COSTA COUNTY BOARD OF SUPERVISORS APRIL 20, 2021 ROBIN LIPETZKY PUBLIC DEFENDER 1 2 13% 87% RECOMMENDED BUDGET $36.625M Services and Supplies $4.7M Salary and Benefits $32M BUDGET BREAKDOWN GF $30.5M AB 109 $4.9M Grants $1.2M EMPLOYEE DISTRIBUTION BY CATEGORY 145 FTE 3 10 806 15 14 13 6 Managing Attorneys 10 Line Attorneys 80 Administration 6 Clerical Support 15 Legal Assistants 14 Investigators 13 Social Work Staff 6 PUBLIC DEFENDER ATTORNEY UNITS FELONY REPRESENTATION MISDEMEANOR REPRESENTATION JUVENILE SUPERVISION VIOLATIONS MENTAL HEALTH AND CIVIL COMMITMENTS CLEAN SLATE RECORD CLEARANCE SUPERVISORS POST-CONVICTION RELIEF –STATUTORY MANDATES IMMIGRATION CONSULTATION ALTERNATE DEFENDER’S OFFICE EARLY REPRESENTATION ATTORNEY SUPPORT WRITS & RESEARCH FORENSICS 4 LINE ATTORNEY STAFFING BY UNIT 80 FTE 5 31 13 4.5 7 2 2 3 2 2 1 10.5 2 Felony Cases (31) Misdemeanor Cases (13) Junvenile Cases (4.5) Mental Health Unit (7) Supervision Violations (2) Immingration (2) Early Representation (3) Arraignments (2) post Conviction (2) Clean Slate (1) Alternate Defenders (10.5) Attorney Support (2) FELONY CASE TRENDS 0 500 1000 1500 2000 2500 3000 3500 4000 4500 2018 2019 2020 Total Kept Overloaded 6 MISDEMEANOR CASE TRENDS 0 1000 2000 3000 4000 5000 6000 7000 8000 2018 2019 2020 Total Cases Kept Overloaded 7 JUVENILE CASE TRENDS 8 0 100 200 300 400 500 600 2018 2019 2020 FELONY UNIT ACCOMPLISHMENTS 9 NUMBER OF TRIALS DURING COVID:20 •Full acquittal 25% •Partial acquittal 45% •Full Conviction 30% AVERAGE CASELOADS BY CLASSIFICATION •New attorneys 44 •Mid-level 30 •Senior attorneys 21 MISDEMEANOR UNIT ACCOMPLISHMENTS 10 MISDEMEANOR TRIALS DURING COVID: 49 •Full Acquittal 22% •Partial Acquittal 43% •Full Conviction 35% AVERAGE CLIENT CASELOAD •150 Cases NEW MISDEMEANOR DIVERSION LAW •Petitions Filed 204 •Petitions Granted 28 JUVENILE UNIT ACCOMPLISHMENTS 11 HOLISTIC REPRESENTATION Education Advocacy Attorney (JJCPA funds) Post-disposition Advocacy 24/7 Phone Support for Newly Detained Children Average Caseload:73 CASES Newly Created Youth Early Intervention Partnership (JJCPA funds) Social Work Support for DJJ Transitional Youth (DJJ Reentry Block Grant) MENTAL HEALTH REPRESENTATION 12 FELONY INCOMPETENT TO STAND TRIAL MISDEMEANOR INCOMPETENT TO STAND TRIAL CONSERVATORSHIPS (LPS) ASSISTED OUTPATIENT TREATMENT (LAURA’S LAW) MENTAL HEALTH DIVERSION (AB 1810) BEHAVIORAL HEALTH COURT STATE HOSPITAL COMMITMENTS (NOT GUILTY BY REASON OF INSANITY) SEXUALLY VIOLENT PREDATOR COMMITMENTS MENTAL HEALTH UNIT ACCOMPLISHMENTS 13 TRIALS DURING COVID:28 COLLABORATED WITH COURT AND DA TO DEVELOP JAIL DISCHARGE PLANS FOR PERSONS RELEASED FROM CUSTODY CLIENTS GRANTED MENTAL HEALTH DIVERSION:26 WORKING WITH DETENTION MENTAL HEALTH TO IMPROVE COMMUNICATION AND INFORMATION SHARING FOR MENTALLY ILL CLIENTS CLIENT SERVICES SOCIAL WORK UNIT 14 Transported over 123 clients to residential treatment or other shelter options last year Supported over 311 clients last year Coordinate holistic reentry services and advocate for clients to access community-based treatment and alternative sentencing options 4 Social Workers and 2 Client Services Specialists (mainly grant or AB109 funded) CLEAN SLATE UNIT 15 1 attorney and 3 Clean Slate Specialists (AB109 and grant funded) Comprehensive Record Clearance Relief: Expungement, Arrest Sealing, Prop 47 & Prop 64 Reductions 3,207 Clean Slate Petitions Filed and 2,607 Granted last year (the remainder are pending due to court backlogs) Close partnerships with community-based organizations and reentry providers throughout the county EARLY REPRESENTATION PROGRAM 16 3 ATTORNEYS & 3 LEGAL ASSISTANTS (AB109 FUNDED) EARLYREP TEAM PROCESSED 6,757 NEW CLIENTS LAST YEAR ATTORNEYS APPEARED WITH 1,647 CLIENTS AT THEIR ARRAIGNMENTS LAST YEAR FAILURES TO APPEAR (FTA) AT MISDEMEANOR ARRAIGNMENTS WERE REDUCED TO 18.6% COUNTYWIDE FTA RATES BEFORE EARLYREP WERE 57% IN EAST COUNTY AND 39% IN WEST COUNTY POST-CONVICTION UNIT NEW LEGAL OBLIGATIONS CREATED BY STATUTE 17 Youth Offender Parole Hearings (300 active cases) Probation Resentencing (800 petitions filed to date) Felony Murder Resentencing Interest of Justice Resentencing Immigration Related Resentencing Relief Relief from Lifetime Sex Registration HOLISTIC INTERVENTION PARTNERSHIP (HIP) 18 LAUNCHED IN JUNE 2020 AND SERVED 90 CLIENTS BY END OF 2020 BSCC JAG FUNDING OF $1.04 MILLION/YEAR ONE OF ONLY TWO PUBLIC DEFENDER'S OFFICES IN STATE TO RECEIVE PUBLIC-PRIVATE PARTNERSHIP OFFERING EARLY INTERVENTION SERVICES TO ADDRESS THE HOLISTIC NEEDS OF THOSE WITH MISDEMEANORS FUNDING FOR SERVICES INCLUDING HOUSING, CIVIL LEGAL AID, REENTRY, MENTAL HEALTH, AND SUD PARTNERSHIP WITH H3 (HOUSING), RUBICON - REENTRY SUCCESS CENTER, AND VARIOUS LEAS STAND TOGETHER CONTRA COSTA SERVICES PROVIDED 19 Public-Private Partners With Community-Based Organizations Rapid response, legal defense services, and immigrant rights education and training to support immigrant families Represented 87 people in Immigration Removal Proceedings last year Conducted 735 free legal consultations last year Hotline to connect with community-based resources and legal services CHALLENGES AHEAD 20 MEETING ATTORNEY CASELOAD CHALLENGES TO AVOID USE OF CONFLICTS PANEL MEETING INVESTIGATOR CASELOAD CHALLENGES TO AVOID USE OF PRIVATE INVESTIGATORS IMPLEMENTATION OF NEW CASE MANAGEMENT SYSTEM NEW LEGISLATIVE OBLIGATIONS COMING (15 Bills in the Pipeline) BAIL -THE HUMPHREY DECISION THE END 21 Honor Courage Commitment Leadership Teamwork Contra Costa County Office of the Sheriff 1 FY 2021-2022 RECOMMENDED BUDGET •Largest law enforcement agency in Contra Costa County serving 1.1 million residents •Patrol serves a population of 164,000 in the unincorporated areas •505 square miles of land and 82 square miles of waterways 2 Authorized Staffing FY 21-22 Sworn 720 (+10)Professional 354.5 3 Total Authorized Staff: 1074.5 INCLUDES NEW ADDITIONAL SWORN DEPUTY SHERIFF POSITIONS Sheriff Office PLO Positions Added Past Three Years FY 2019/2020: 4 Deputy Sheriff FTE FY 2020/2021: 1 Lieutenant FTE 23 Deputy Sheriff FTE FY 2021/2022: 10 Deputy Sheriff FTE (Unfunded) (The funding will be allocated upon filling the positions.) 4 Requests Not included in Proposed 2021-22 Budget •2 Deputy Sheriff Positions FTE for MHET •$1.3M for Body Worn Cameras Deployment (Requested last six budget cycles) 5 6 Budget Background: Operational Statistics Custody Services Total Bookings 2020 (COVID-19):14,040 (43% Decrease) Average Daily Population: 785 (601 Custody Alternative) Support Services Coroners Cases 7108 (15% Increase) Crime Lab Cases Completed 8591 Evidence Items Examined 32,734 7 Budget Background: Operational Statistics Communications Total Calls Handled:381,605 (26% Reduction) 911 Emergency Calls:78,223 (27% Reduction) Field Operations Calls for Service 153,573 Total Investigative Cases Opened 6950 Civil Unrest –Mobile Field Force Deployments 18 (Estimated Cost –All Participating Agencies: $350-400k) Office of the Sheriff 2021-2022 Recommended Budget Revenue $266,288,000 8 Prop 172 Sales Tax, $77,883,337 Contract Law Enforcement Svcs, $27,052,253 Fines and Fees, $182,000 State Aid, $3,136,359 Federal Aid, $1,593,009 Misc Law Enforcement Svcs, $9,634,042 AB109, $10,086,272Ad Valorem, $5,549,000 Court Security & Perimeter Screening, $19,050,000 Other Govt Reimbursements, $6,871,344 Other Misc Revenue, $582,384 General Fund Contribution, $104,668,000 9 2019-20 2020-21 2021-22 2021-22 2021-22 General Fund Actuals Budget Baseline Recommended Change From Baseline EXPENDITURES Salaries and Benefits 211,530,370 224,253,638 238,596,000 235,961,000 (2,635,000) Services and Supplies 23,154,893 21,476,144 21,947,000 21,947,000 0 Other Charges 707,083 668,059 668,000 668,000 0 Fixed Assets 711,117 2,706,976 3,031,000 3,031,000 0 Expenditure Transfers (13,908,172)3,607,681 4,681,000 4,681,000 0 TOTAL EXPENDITURES 222,195,291 252,712,498 268,923,000 266,288,000 (2,635,000) REVENUE Other Local Revenue 68,994,305 76,047,054 79,007,295 79,007,295 0 Federal Assistance 1,036,565 10,756,085 1,593,009 1,593,009 0 State Assistance 72,502,216 66,641,359 81,019,696 81,019,696 0 GROSS REVENUE 142,533,086 153,444,498 161,620,000 161,620,000 0 NET COUNTY COST (NCC)79,662,205 99,268,000 107,303,000 104,668,000 (2,635,000) Allocated Positions (FTE)1039.5 1064.5 1064.5 1074.5 10.0 Budget Highlights Vacancy Factor: Increase in Negative Balance: $2,635,000 TOTAL Vacancy Factor: $10,088,000 Personnel Additions FY 21-22 (Salary & Benefits) Additional Funding:$11,700,000 (Salary & Benefits to fully fund 24 sworn positions that were partially funded (50%) in the FY 20-21 budget) Proposition 172 Sales Tax Revenue Increase Projected Increase in Proposition 172 Revenue: $14,400,000 10 MEASURE X Taxpayers Deserve Expanded Service 11 Look forward to working with the Measure X Community Advisory Board and the Board of Supervisors to deliver expanded and enhanced public safety services to the community & greater transparency through body-worn cameras “To keep Contra Costa’s regional hospital open and staffed; fund community health centers; provide timely fire and emergency response; support crucial safety-net services; invest in early childhood services; protect vulnerable populations; and for other essential county services.” In furtherance of taxpayers’ expectations, we intend to advance the two following initiatives funded through Measure X: 1.Increase County Patrol Deputies to provide additional patrol and improved emergency response to all five Supervisor Districts and reduce Priority 1 response times. 2.Implement a full agency Body-Worn Camera Program. MEASURE X Taxpayers Deserve Expanded Service 12 RESTORE FULL PATROL BEATS (5 Deputy Sheriff Positions Each): Beat 6 (Crockett/Rodeo/Port Costa) Beat 7 (El Sobrante/San Pablo/Richmond) Beat 14 (Alamo. Diablo, 680 Corridor) Beat 25 (Bay Point Area) Beat 34 (Byron/Diablo) MENTAL HEALTH: Add 1 FTE Deputy Sheriff for Mental Health Eval. Team SUPERVISION: Add 4 Sergeant Positions INVESTIGATIONS: Add 1 Sergeant and 3 Detective Positions MEASURE X Taxpayers Deserve Expanded Service 13 Total Projected Annual Cost: 25 Deputy Sheriff FTE $8,664,852 5 Sheriff’s Sergeant FTE $1,695,625 TOTAL ONGOING FTE $10,360,477 INITIATE FULL BODY-WORN CAMERA Program:$1,300,000 TOTAL: $11,660,477 (12-15% of total Measure X Anticipated Annual Revenue) Contra Costa County Office of the Sheriff Thank You 14 04‐20‐2021 D.1 Recommended Budget    From: Denny Khamphanthong <denny@apen4ej.org>   Sent: Tuesday, April 20, 2021 11:06 AM  To: Clerk of the Board <ClerkOfTheBoard@cob.cccounty.us>  Subject: Public Comment: 04.20.2021 BOS Meeting    Good Morning Contra Costa Board of Supervisors,     My name is Denny Khamphanthong and I'm a San Pablo Resident and community organizer with APEN.  Throughout 2019‐2020 I connected with close to 100 individuals and families in West Contra Costa  County AAPI community to find out what their critical housing needs are. What I found was that most  individuals and families we're struggling with cost of living before covid‐19 devastated the community  and took their jobs and financial security. While many were able to access emergency relief funds like  unemployment many individuals and families are struggling to figure out what'll happen next once  unemployment insurance and eviction moratoriums go away.  Many families are afraid of being  displaced from their homes once these protections are gone and want to know what the county will do  to protect them and other families at risk of evictions and foreclosures.     During the meeting I saw how much money was going into sheltering unhoused individuals during this  time and I can't help but feel like the county should put more investment into preventing displacement  especially during this time when many individuals are at risk of becoming homeless themselves. Me and  my members want the county to create a budget line item dedicated to a housing preservation pilot  program and create a committee similar to the measure X advisory board so people can really engage in  the pilot program. Many of the individuals I spoke with lost their homes in the 90s and 2000s recession  and they've had to rebuild their lives every decade and it's time we do more to keep families from  getting displaced, especially since we're getting a lot of emergency funds through ARPA.     With Respect,     Denny Khamphanthong      ‐‐     Denny Khamphanthong Pronoun: He, Him Richmond Community Organizer, Asian Pacific Environmental Network p: 510-236-4616 X 336 a: 12818 San Pablo, Richmond, CA 94805 426 17th Street, #500 Oakland, CA 94612 s: apen4ej.org e: denny@apen4ej.org,   RECOMMENDATION(S): APPROVE improvement plans for the installation of a crash cushion at Taylor Boulevard and Pleasant Hill Road, as recommended by the Public Works Director, Lafayette area. FISCAL IMPACT: The project is estimated to cost $67,849.00 and will be funded by 100% Local Road Funds. BACKGROUND: The existing sand-filled crash cushion located at the northbound split of Taylor Boulevard and Pleasant Hill Road in the unincorporated Lafayette was damaged. This project would remove the existing sand-filled crash cushion and replace it with a Smart Cushion Innovations® (SCI) Smart Cushion (Model SCI100GM). CONSEQUENCE OF NEGATIVE ACTION: This crash cushion installation project will not have design immunity. APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 04/20/2021 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: Caroline Tom, 925 313-7007 I hereby certify that this is a true and correct copy of an action taken and entered on the minutes of the Board of Supervisors on the date shown. ATTESTED: April 20, 2021 Monica Nino, County Administrator and Clerk of the Board of Supervisors By: Stacey M. Boyd, Deputy cc: C. 1 To:Board of Supervisors From:Brian M. Balbas, Public Works Director/Chief Engineer Date:April 20, 2021 Contra Costa County Subject:Approve improvement plans for the installation of a crash cushion at Taylor Blvd and Pleasant Hill Road, Lafayette area. ATTACHMENTS Taylor Blvd Crash Cushion Crash Cushion Specifications RECOMMENDATION(S): (1) APPROVE plans, specifications, and design for the Marsh Drive Bridge Replacement Project, Concord and Pacheco areas. County Project No. 0662-6R4119, Federal Project No. BRLS-5928(128), (Districts IV and V) (2) DETERMINE that the bid submitted by Bridgeway Civil Constructors, Inc. (“Bridgeway”) demonstrated adequate good faith efforts to meet the Disadvantaged Business Enterprise (DBE) requirements for this project as provided in the project specifications; and FURTHER DETERMINE that Bridgeway has submitted the lowest responsive and responsible bid for this project. (3) AWARD the construction contract for the above project to Bridgeway in the listed amount ($10,112,938.09) and the unit prices submitted in the bid, and DIRECT that Bridgeway shall present two good and sufficient surety bonds, as indicated below, and that the Public Works Director, or designee, shall prepare the contract. (4) ORDER that, after the contractor has signed the contract and returned it, together with the bonds as noted below and any required certificates of insurance or other required documents, and the Public Works Director has reviewed and found them to be sufficient, the Public Works Director, or designee, is authorized to sign the contract for this Board. APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 04/20/2021 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: Neil Leary, 925-313-2278 I hereby certify that this is a true and correct copy of an action taken and entered on the minutes of the Board of Supervisors on the date shown. ATTESTED: April 20, 2021 Monica Nino, County Administrator and Clerk of the Board of Supervisors By: Stacey M. Boyd, Deputy cc: C. 2 To:Board of Supervisors From:Brian M. Balbas, Public Works Director/Chief Engineer Date:April 20, 2021 Contra Costa County Subject:Construction Contract for the Marsh Drive Bridge Replacement Project, Concord and Pacheco areas. RECOMMENDATION(S): (CONT'D) (5) ORDER that, in accordance with the project specifications and/or upon signature of the contract by the Public Works Director, or designee, and bid bonds posted by the bidders are to be exonerated and any checks or cash submitted for security shall be returned. (6) ORDER that, the Public Works Director, or designee, is authorized to sign any escrow agreements prepared for this project to permit the direct payment of retentions into escrow or the substitution of securities for moneys withheld by the County to ensure performance under the contract, pursuant to Public Contract Code Section 22300. (7) DELEGATE, pursuant to Public Contract Code Section 4114, to the Public Works Director, or designee, the Board’s functions under Public Contract Code Sections 4107 and 4110. (8) DELEGATE, pursuant to Labor Code Section 6705, to the Public Works Director or to any registered civil or structural engineer employed by the County the authority to accept detailed plans showing the design of shoring, bracing, sloping, or other provisions to be made for worker protection during trench excavation covered by that section. (9) DECLARE that, should the award of the contract to Bridgeway be invalidated for any reason, the Board would not in any event have awarded the contract to any other bidder, but instead would have exercised its discretion to reject all of the bids received. Nothing in this Board Order shall prevent the Board from re-awarding the contract to another bidder in cases where the successful bidder establishes a mistake, refuses to sign the contract, or fails to furnish required bonds or insurance (see Public Contract Code Sections 5100-5107). FISCAL IMPACT: The construction contract will be funded by 88.5% Federal Highway Bridge Program Funds and 11.5% Local Road Funds. BACKGROUND: The above project was previously approved by the Board of Supervisors, plans and specifications were filed with the Board, and bids were invited by the Public Works Director. On March 23, 2021, the Public Works Department received bids from the following contractors: BIDDER, TOTAL AMOUNT, BOND AMOUNTS Bridgeway Civil Constructors, Inc., $10,112,938.05; Payment: $10,112,938.05; Performance: $10,112,938.05 Gordan N. Ball Inc., $10,409,014.10 MCM Construction Inc., $10,740,859.08 Meyers & Sons Construction, LLC, $10,851,174.70 Ghilotti Construction Company, Inc., $10,863,186.70 Viking Costruction Company, Inc., $10,967,655.00 Granite Construction Company, $11,133,240.50 Brosamer & Wall, Inc., $11,470,026.50 Granite Rock Company, $12,365,908.10 Golden State Bridge, Inc., $12,810,973.05 Andrew M. Jordan Inc. dba A&B Construction, $12,935,294.50 The first bidder listed above, Bridgeway, submitted the lowest responsive and responsible bid, which is $296,076.05 less than the next lowest bid. This is a federally funded project subject to a Disadvantaged Business Enterprise (DBE) contract goal and requirements. The Public Works Director reports that the lowest monetary bidder, Bridgeway, attained DBE participation of 10.92% and submitted adequate documentation of good faith efforts to meet the DBE goal (11.00%) and requirements for this project. The Public Works Director recommends that the Board determine that Bridgeway has demonstrated adequate good faith efforts to meet the DBE goal for this project and has complied with the DBE requirements for this project and recommends that the construction contract be awarded to Bridgeway. The Public Works Director recommends that the bid submitted by Bridgeway is the lowest responsive and responsible bid, and this Board concurs and so finds. The Board of Supervisors previously adopted the Mitigated Negative Declaration and Monitoring Reporting Program on November 19, 2019 in compliance with the California Environmental Quality Act (CEQA), and a Notice of Determination was filed with the County Clerk on November 21, 2019. The general prevailing rates of wages, which shall be the minimum rates paid on this project, have been filed with the Clerk of the Board, and copies will be made available to any party upon request. CONSEQUENCE OF NEGATIVE ACTION: Construction of this project would be delayed, and the project might not be built. RECOMMENDATION(S): APPROVE and AUTHORIZE the Public Works Director, or designee, to execute, on behalf of the County, a joint exercise of powers agreement with the City of Concord (City), effective April 20, 2021, to allocate project-related responsibilities between the County and the City in connection with the Marsh Drive Bridge (#28C442) Replacement Project (Project), Concord area. County Project No. 0662-6R4119 / Federal Project No. BRLS 5928(128) [District IV & V] FISCAL IMPACT: The participating costs for the Project are funded with 88.5% Federal Highway Bridge Program funds and 11.5% local share. The estimated local share costs for the work associated with this Project are approximately $2,500,000, and include non-participating costs. All local share costs associated with this work will be paid for by County local road funds. BACKGROUND: The Project proposes to replace the existing structurally deficient bridge on Marsh Drive (Bridge No. 28C442) over the Walnut Creek Channel in both the unincorporated area of Contra Costa County and the City of Concord. The new replacement bridge will be wider and approximately seven feet higher than the existing bridge. As part of the bridge replacement, the Project will include reconstruction of the approach roadways on both APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 04/20/2021 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: Neil Leary, 925-313-2278 I hereby certify that this is a true and correct copy of an action taken and entered on the minutes of the Board of Supervisors on the date shown. ATTESTED: April 20, 2021 Monica Nino, 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:April 20, 2021 Contra Costa County Subject:Joint Exercise of Powers Agreement with City of Concord for the Marsh Drive Bridge (#28C442) Replacement Project, Concord area. the east (approximately 500 feet) and west (approximately 400 feet) sides of the bridge due to increased bridge profile and BACKGROUND: (CONT'D) roadway alignment. The portion of Marsh Drive from the centerline of the bridge westward is a County highway located in the County’s jurisdiction. The portion of Marsh Drive from the centerline of the bridge eastward is a City street located in the City’s jurisdiction. The County and the City have been coordinating regarding the Project planning and, the County and City desire to share Project responsibilities as set forth in this agreement. While the Bridge is jointly owned, operated, and maintained by the County and the City, at the time of the effective date of this agreement, the City lacks sufficient Capital Improvement Project funds to contribute towards the Project. As a result of the City’s current financial constraints, the County has agreed to pay the entire local share of the cost to construct this Project under the terms of this agreement, subject to the County’s receipt of federal funds under the Federal Highway Bridge Program. This agreement provides for apportionment of the duties between County and City with respect to the Project. City will issue an encroachment permit for all Project improvements and work within the jurisdictional boundaries of the City. City will participate in the inspections through the County’s lead inspector for the Project, making all comments and recommendations to the County’s representative. Upon completion of the work, City will accept the Project improvements within its jurisdiction as complete, starting the one year warranty. After City accepts the Project as complete, City will own and maintain the portion of the Project located in the City’s jurisdiction. County will complete Project design and right of way engineering activities. County will perform all Project-related right of way activities. County will act as lead agency for Project construction and be responsible for overall management, advertisement and award, and contract administration for construction activities within the jurisdictional boundaries of both the County and the City. Finally, under the agreement, the County is designated as the entity that will exercise the power of eminent domain to acquire right of way for the Project. CONSEQUENCE OF NEGATIVE ACTION: If the agreement is not approved, construction of the Project will be halted, as the bridge cannot be replaced without an agreement with the City for the portion of the Project within City jurisdiction and the Federal Funds will be lost. ATTACHMENTS JEPA Page 1 of 7 JOINT EXERCISE OF POWERS AGREEMENT BETWEEN CONTRA COSTA COUNTY AND CITY OF CONCORD FOR THE MARSH DRIVE BRIDGE (NO. 28C-0442) REPLACEMENT OVER WALNUT CREEK CHANNEL PROJECT This Joint Exercise of Powers Agreement (AGREEMENT) is entered into as of _______________, 2021 (the “Effective Date”) by and between the Contra Costa County (COUNTY), a political subdivision of the State of California, and the City of Concord (CITY), a municipal corporation. The COUNTY and the CITY are sometimes referred to herein together as the “Parties”, and each as “Party”. RECITALS A. The Marsh Drive Bridge Replacement over Walnut Creek Channel Project (PROJECT) is a COUNTY sponsored project that is proposed to replace the existing Marsh Drive Bridge over Walnut Creek Channel with a new concrete bridge that is intended to meet current structural, geometric, and hydraulic standards. The new replacement bridge will be wider and approximately seven feet higher than the existing bridge. As part of the bridge replacement, the PROJECT will also include reconstruction of the approach roadways on both the east (approximately 500 feet) and west (approximately 400 feet) sides of the bridge due to increased bridge profile and roadway realignment. B. The portion of Marsh Drive from the centerline of the bridge (i.e., the approximate location above the approximate centerline of the Marsh Creek channel) westward is a county highway located in the COUNTY’s jurisdiction. The portion of Marsh Drive from the centerline of the bridge eastward is a city street located in the CITY’s jurisdiction, as shown on the map attached hereto as Exhibit A and incorporated herein by reference (the “PROJECT Area Map”). C. Marsh Drive is an important regional transportation facility, as it serves as a reliever route to State Route 4 (SR 4), which is the major transportation link between Central and East County. Marsh Drive also serves as an emergency route in the event of an SR 4 closure. D. The COUNTY and the CITY have been coordinating regarding the PROJECT design and planning, and the COUNTY and the CITY desire to share PROJECT responsibilities as set forth in this AGREEMENT. While the Bridge is jointly owned, operated, and maintained by the COUNTY and the CITY, at the time of the Effective Date of this AGREEMENT, CITY lacks sufficient Capital Improvement Project (CIP) funds to contribute towards the PROJECT. As a result of the CITY’s current financial constraints, the COUNTY has agreed to pay the entire cost to construct this PROJECT under the terms of this AGREEMENT, subject to the COUNTY’s receipt of federal funds under the Federal Highway Bridge Program. E. On September 11, 2019, California Department of Transportation (Caltrans) as lead agency for National Environmental Policy Act (NEPA) determination purposes, determined the PROJECT has no significant impacts on the environment as defined by NEPA and determined that the PROJECT is a Categorical Exclusion under 23 CFR 77.117(d) activity (d)(13). Page 2 of 7 F. On November 19, 2019, the COUNTY Board of Supervisors approved the PROJECT, authorized the advertisement of the PROJECT construction, and, as lead agency under the California Environmental Quality Act (CEQA), adopted the Mitigated Negative Declaration and Mitigation and Monitoring Reporting Program for the PROJECT in compliance with CEQA. G. The COUNTY and the CITY are authorized to enter into this AGREEMENT pursuant to Code of Civil Procedure section 1240.140, Government Code sections 6500 et seq., and other applicable laws. AGREEMENT Now therefore, for good and valuable consideration, the COUNTY and the CITY mutually agree as follows: 1. PURPOSE; CONDITIONS PRECEDENT. The purpose of this AGREEMENT is to set forth the Parties’ obligations with respect to constructing the PROJECT within their respective jurisdictions. This AGREEMENT shall only be construed to create the specific rights and obligations set forth herein. This AGREEMENT is not intended to create, and shall not be construed as creating, any other rights and obligations not expressly set forth herein, except as may otherwise be required by law. Specifically, and without limitation, the COUNTY’s payment of the entire PROJECT construction costs under this AGREEMENT shall not waive the CITY’s future obligation to be responsible for the future operation, repair, maintenances, and improvement of that portion of the Bridge and those PROJECT improvements located in the CITY’s jurisdiction. The Parties agree that the ability to proceed with the PROJECT is contingent on the receipt of federal funds under the Federal Highway Bridge Program. Excepting the CITY’s obligations under Section 6(b), neither Party shall have any obligations under this AGREEMENT until the COUNTY notifies the CITY in writing that the COUNTY has secured sufficient federal funds to enable the COUNTY to deliver the PROJECT, as determined by the COUNTY in its sole discretion. 2. TERM. The term of this AGREEMENT begins on the Effective Date. This AGREEMENT terminates upon the COUNTY’s delivery of a warranty release to its contractor under Section 8. 3. ENGINEERING. The COUNTY will complete PROJECT preliminary engineering, environmental documentation, final design, and right of way engineering activities. The COUNTY will submit to the CITY the 35%, 65%, 95%, and final plans, specifications, and estimates (PS&Es) for the portion of the PROJECT located within the CITY’s jurisdiction. Within 20 days after receiving each of the 35%, 65%, 95%, and final PS&Es, the CITY will provide the COUNTY any CITY comments on those PS&Es. The COUNTY will ensure that all engineering and design work for PROJECT improvements in the CITY’s jurisdiction is performed to the satisfaction of the CITY, in accordance with the CITY standards and requirements, and in accordance with all applicable State of California, Department of Transportation standard plans and specifications. 4. RIGHT OF WAY ACQUISITION. Right of way acquisition will be necessary for this PROJECT. The COUNTY will perform all PROJECT related right of way activities, including but not limited to acquisition of right of way, roadway easements, access easements, slope easements, utility easements, license agreements, temporary construction easements, right of entry permits, storm drainage easements, drainage releases, and relinquishment of abutter’s rights. The COUNTY is hereby designated as the Page 3 of 7 Party to acquire all property interests required for the PROJECT within the Parties’ jurisdictions, by eminent domain or otherwise, by and through the COUNTY’s Board of Supervisors, officials and departments, and designated attorneys. The COUNTY shall be responsible for conducting all public hearings to the end of adopting a resolution of necessity, and for taking all steps necessary to pursue to conclusion eminent domain proceedings as may be necessary to obtain property and property interests in the COUNTY’s name for or relating to the PROJECT, and, in connection therewith, for entering into any and all contracts to obtain performance of all legal, engineering, appraisal, right-of-way, relocation assistance, and related services. After the CITY accepts the PROJECT as complete under Section 7, the COUNTY will convey or assign to the CITY any roadway and other easements acquired for the PROJECT within the CITY’s jurisdiction, and the CITY shall accept said roadway and other easements within 60 days following receipt of conveyance or assignment instruments from the COUNTY. 5. PROJECT CONSTRUCTION. (a) Lead contracting agency. The COUNTY agrees to act as lead agency for PROJECT construction, and it will be responsible for the overall management, advertisement and award, and contract administration for construction activities within the jurisdictional boundaries of both the COUNTY and the CITY. The COUNTY's and the CITY's respective legislative bodies shall approve the final PROJECT improvement plans and specifications prior to the COUNTY's award of the PROJECT construction contract. (b) Encroachment permit. When requested to do so by the COUNTY or its contractor, the CITY shall issue to the COUNTY's contractor, at no cost to the COUNTY or its contractor, an encroachment permit for all PROJECT improvements and work within the jurisdictional boundaries of the CITY. (c) CITY's designation of representative. For PROJECT features within the CITY's jurisdiction, the CITY may elect to provide, at its sole cost and expense, a qualified representative who shall have authority to accept or reject work or materials, or to order any actions needed for public safety or the preservation of property, and to assure compliance with all provisions of the CITY's encroachment permit. The CITY's representative shall have no direct contact with the COUNTY's contractor, and shall make all comments and recommendations to the COUNTY's representative. 6. FINANCIAL RESPONSIBILITY. (a) COUNTY's financial responsibility. The COUNTY will pay all PROJECT construction, design, engineering, contract administration, and other PROJECT-related costs. The CITY agrees that the COUNTY’s payment of said costs shall not relieve the CITY from any future obligations to pay costs to operate, maintain, improve, repair, or replace the portion of the Bridge and other improvements located in the CITY’s jurisdiction following their acceptance by the CITY and as more particularly described in Section 9. (b) CITY's responsibility. The CITY shall cooperate with the COUNTY in seeking federal funding for the PROJECT. Page 4 of 7 7. COMPLETION AND ACCEPTANCE. Within 10 days after the COUNTY notifies the CITY that PROJECT construction is complete, the COUNTY’s and the CITY’s representatives will conduct a joint final inspection of the PROJECT prior to acceptance of improvements as complete. If the COUNTY or the CITY is not reasonably satisfied with the PROJECT improvements, the COUNTY will notify the contractor and will require the contractor to complete the improvements to the COUNTY's and the CITY's reasonable satisfaction. Within sixty (60) days following the COUNTY's acceptance of the PROJECT as complete, the CITY shall accept the PROJECT improvements within its jurisdiction as complete. The COUNTY’s acceptance of the PROJECT as complete will start the contractor's one-year warranty period. 8. GUARANTEE AND WARRANTY. The COUNTY will require that its contractor guarantees and warrants the PROJECT, as more particularly described in Section 10(b). No later than 30 days prior to expiration of the one-year warranty period for the PROJECT, the COUNTY and the CITY will conduct a joint inspection of the PROJECT. After the COUNTY and the CITY reasonably determine that the PROJECT improvements have performed during the warranty period to the COUNTY's and the CITY's reasonable satisfaction, the CITY shall provide concurrence for a release of the warranty for the PROJECT. The CITY shall not unreasonably withhold said concurrence for release. The COUNTY will be responsible for providing the contractor its and the CITY's warranty release following the COUNTY's receipt of the CITY's concurrence for release. 9. OWNERSHIP AND MAINTENANCE. (a) COUNTY's obligations. Beginning on the date that the COUNTY accepts the PROJECT as complete under Section 7, and continuing thereafter, the COUNTY will own, operate, and maintain the portion of the PROJECT located within the COUNTY's jurisdiction, and the COUNTY assumes total responsibility for the operation, maintenance, repair, removal, and replacement of that portion of the PROJECT. Beginning on the date that the COUNTY accepts the PROJECT as complete under Section 7, and continuing thereafter, the COUNTY will defend, indemnify, save, and hold harmless the CITY, its governing body, officers, agents, and employees, against all claims, demands, lawsuits, costs, expenses and liability for any claims for damages, injury, sickness, or death (collectively, “Liabilities”) that arise from or are related to the design, construction, use, operation, or maintenance of the portion of the PROJECT located in the COUNTY's jurisdiction, except for any Liabilities that arise out of the sole or willful misconduct of the CITY, or its officers, agents or employees. (b) CITY's obligations. Beginning on the date that the CITY accepts the PROJECT as complete under Section 7, and continuing thereafter, the CITY will own and maintain the portion of the PROJECT located in the CITY's jurisdiction, and the CITY assumes total responsibility for the operation, maintenance, repair, removal, and replacement of that portion of the PROJECT. Beginning on the date that the CITY accepts the PROJECT as complete under Section 7, and continuing thereafter, the CITY will defend, indemnify, save, and hold harmless the COUNTY, its governing body, officers, agents, and employees, against all Liabilities that arise from or are related to the use, operation, or maintenance of the portion of the PROJECT located in the CITY's jurisdiction, except for any Liabilities that arise out of the sole negligence or willful misconduct of the COUNTY, or its officers, agents or employees. Page 5 of 7 (c) Survival. The requirements of this Section 9 will survive the expiration or termination of this AGREEMENT. 10. CONTRACTOR'S OBLIGATIONS. (a) Contractor's indemnity. The COUNTY will require its contractor to defend, indemnify, and hold harmless the COUNTY and the CITY, and their governing bodies, officers, agents, and employees, from and against any and all liabilities, claims, actions, causes of action, and demands whatsoever against them, including related attorneys' fees, arising from or connected with any injury, or death of any person, or damage to property, or other liability of any nature arising from or in any way connected with the construction of the PROJECT, except for any Liabilities that arise out of the sole negligence or willful misconduct of the COUNTY or CITY, or their respective officers, agents or employees. (b) Contractor's warranty. In addition to the warranties existing at law, the COUNTY will require its contractor to provide an express warranty for the benefit of the COUNTY and the CITY for a one- year period following the COUNTY's acceptance of the PROJECT as complete. Said warranty will include the contractor's guarantee that the work has been completed in accordance with the plans and specifications for the PROJECT, and it will include the contractor's agreement to repair or replace all work that fails to conform to the plans and specifications, or that proves to be defective in workmanship or materials during the above-stated one-year period of time. (c) Bonds. The COUNTY will 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 payment limit, issued by a surety admitted in the State of California, using the COUNTY's standard forms, naming the COUNTY and the CITY as obligees on the bonds. (d) Insurance. Prior to advertising the PROJECT, the COUNTY will provide the CITY the insurance requirements in the PROJECT construction contract for the CITY’s review. If the CITY does not comment on or object to the insurance requirements within 10 days after receiving the requirements from the COUNTY, the CITY will be deemed to have approved the insurance requirements. The CITY shall not unreasonably withhold its approval of the insurance requirements. The COUNTY will require its PROJECT construction contractor to name the City, its officers, employees, and agents as additional insureds under its policies of insurance, with primary and non-contributory coverage. The COUNTY will require the contractor to provide certificates of insurance and policy endorsements evidencing the foregoing, and the COUNTY will provide copies of those certificates and endorsements of insurance to the CITY. 11. GENERAL TERMS. (a) Modification. This AGREEMENT may be modified or amended only with the written consent of the legislative bodies of each Party hereto. Page 6 of 7 (b) Accountability. The Parties will provide strict accountability of any and all PROJECT funds and will report to each other all receipts and disbursements. (c) Format. The section headings and captions of this AGREEMENT are, and the arrangement of this instrument is, for the sole convenience of the Parties to this AGREEMENT. The section headings, captions, and arrangement of this instrument do not in any way affect, limit, amplify, or modify the terms and provisions of this AGREEMENT. (d) Entire AGREEMENT. This AGREEMENT contains the entire understanding of the Parties relating to the subject matter of this AGREEMENT. No promise, representation, warranty, or covenant not included in this AGREEMENT has been or is relied upon by any Party. (e) Counterparts. This AGREEMENT may be executed in any number of counterparts, each of which when executed and delivered shall be deemed to an original with all counterparts be constituting but one and the same instrument. Facsimile or other copies of manual signatures on this AGREEMENT or any notice, consent, or amendment required under this AGREEMENT are binding. (f) Notices. All correspondence regarding this AGREEMENT, including invoices, payments, and notices, shall be directed to the following persons at the following addresses, which may be changed by written notice from one Party to the other: COUNTY: Brian M. Balbas, Public Works Director Contra Costa County 255 Glacier Drive Martinez, CA 94553 Fax: 925-313-2333 brian.balbas@pw.cccounty.us CITY: Kevin Marstall, City Engineer City of Concord 1950 Parkside Drive MS/52 Concord, CA 94519 Fax: 925-680-4877 Kevin.Marstall@cityofconcord.org Notices shall be deemed given on the day of delivery if personally delivered on the business day following the date of mailing if sent by overnight delivery, and three business days following the date of mailing if sent by U.S. Mail. Email addresses are included as a convenience to the Parties, but a notice sent by email is not properly given under this AGREEMENT, unless it is also given personally, by overnight mail, or by U.S. Mail. (g) Governing law; venue. This AGREEMENT will be governed and construed in accordance with the California Law. (h) Severability. In the event that any one or more of the phrases, sentences, clauses, paragraphs, or sections contained in this AGREEMENT shall be declared invalid or unenforceable by valid judgment or decree of a court of competent jurisdiction, such invalidity or unenforceability shall not affect any of the remaining phrases, sentences, clauses, paragraphs, or sections of this AGREEMENT, which shall be interpreted to carry out the intent of the Parties hereunder. Page 7 of 7 (i) Waiver. No delay or omission in the exercise of any right or remedy of a non-defaulting Party on any default shall impair such right or remedy or be construed as a waiver. No consent or approval of either Party shall be deemed to waive or render unnecessary such Party's consent to or approval of any subsequent act of the other Party. Any waiver by either Party of any default must be in writing and shall not be a waiver of any other default concerning the same or any other provision of this AGREEMENT. (j) No third-party beneficiaries. There are no third-party beneficiaries to this AGREEMENT. IN WITNESS WHEREOF, the parties have each executed this AGREEMENT as of the Effective Date first set forth above. CONTRA COSTA COUNTY: CITY OF CONCORD: Brian M. Balbas, Public Works Director Valerie Barone, City Manager APPROVED AS TO FORM: Sharon L. Anderson, County Counsel APPROVED AS TO FORM: By: Deputy County Counsel City Attorney RECOMMENDATION(S): APPROVE and AUTHORIZE the Public Works Director, or designee, to execute, on behalf of the County, a joint exercise of powers agreement with East Bay Regional Park District (EBRPD), effective April 20, 2021, to require EBRPD to pay the County approximately $25,000, and to allocate project-related responsibilities between the County and EBRPD, in connection with the extension of the Iron Horse Trail and the Marsh Drive Bridge (#28C442) Replacement Project (Project), Concord area. County Project No. 0662-6R4119 / Federal Project No. BRLS 5928(128) [District IV & V] FISCAL IMPACT: The estimated cost for the work associated with this agreement is $25,000. All costs associated with this work will be paid for by EBRPD. BACKGROUND: The Project proposes to replace the bridge on Marsh Drive (Bridge No. 28C442) over the Walnut Creek Channel in both the unincorporated area of Contra Costa County and the City of Concord. EBRPD operates the Iron Horse Trail that starts at the southeast edge of the Project. EBRPD is in the planning stage APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 04/20/2021 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: Neil Leary, 925-313-2278 I hereby certify that this is a true and correct copy of an action taken and entered on the minutes of the Board of Supervisors on the date shown. ATTESTED: April 20, 2021 Monica Nino, County Administrator and Clerk of the Board of Supervisors By: Stacey M. Boyd, Deputy cc: C. 4 To:Board of Supervisors From:Brian M. Balbas, Public Works Director/Chief Engineer Date:April 20, 2021 Contra Costa County Subject:Joint Exercise of Powers Agreement with East Bay Regional Park District for the Marsh Drive Bridge (#28C442) Replacement Project, Concord area. BACKGROUND: (CONT'D) of its project to extend the Trail over Walnut Creek, north across Marsh Drive, and then further north along the levee access road. At EBRPD’s request, County will accommodate EBRPD’s Trail extension by including in its Project a 10-foot clear dimension Class I multi-use path on the southern side of the bridge. This agreement provides for apportionment of the duties and costs between the County and EBRPD with respect to the Project. EBRPD will be 100% liable for the local share of the costs to include the multi-use path on the southern side of the bridge. The agreement also discusses EBRPD’s responsibility to provide a connecting trail within five (5) years including a mid-block crossing of Marsh Drive at their cost. EBRPD will be responsible for keeping and maintaining the portion of the trail in road right of way in a clean and safe condition, including the removal of graffiti, vandalism, trash, and other foreign debris as provided in future license agreement with the County. CONSEQUENCE OF NEGATIVE ACTION: If the agreement is not approved, construction of the Project will be halted, as the bridge cannot be replaced as proposed without provisions for the trail facilities and the federal funds will be lost. ATTACHMENTS JEPA RECOMMENDATION(S): REJECT all bids received on March 30, 2021, for the Happy Valley Road Embankment Repair Project, and ORDER any bid bonds posted by the bidders to be exonerated and any checks or cash submitted for security shall be returned, and AUTHORIZE the Public Works Director, or designee, to re-advertise the Happy Valley Road Embankment Repair Project (County Project No.: 0672-6U6215; Federal Project No.: ER-32LO(550) (District II) FISCAL IMPACT: The construction contract and associated fees of this project will be funded by 88.53% Emergency Relief Funds and 11.47% Local Road Funds. BACKGROUND: The above project was previously approved by the Board of Supervisors, plans and specifications were prepared by a professional engineer and filed with the Public Works Department, and bids were invited by the Public Works Director. On March 30, 2021, the Public Works Department received bids from the following contractors: APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 04/20/2021 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: Neil Leary, 925-313-2278 I hereby certify that this is a true and correct copy of an action taken and entered on the minutes of the Board of Supervisors on the date shown. ATTESTED: April 20, 2021 Monica Nino, 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:April 20, 2021 Contra Costa County Subject:REJECT bids and RE-ADVERTISE the Happy Valley Road Embankment Repair Project, Lafayette area. BACKGROUND: (CONT'D) BIDDER, TOTAL AMOUNT Azul Works, Inc., $525,531.50 Bridgeway Civil Constructors, Inc., $579,853.60 Granite Rock Company, $590,964.00 Kerex Engineering, Inc., $594,105.00 Brannon Corporation, $679,187.00 All five bids received were below the Engineer's Estimate for the project ($740,910) but, due to an alleged irregularity during the bidding process, staff has determined that rejection of bids and re-bidding would be in the County's best interest. Therefore, the Public Works Director recommends to the Board of Supervisors to exercise its discretion to reject all bids pursuant to the Notice to Bidders; and authorize the Public Works Director to re-advertise the above project. The general prevailing rates of wages, which shall be the minimum rates paid on this project, have been filed with the Clerk of the Board, and copies will be made available to any party upon request. CONSEQUENCE OF NEGATIVE ACTION: If re-advertising of the project is not authorized, the project will not be constructed this year and the conditions of the roadway will continue to deteriorate, resulting in more expensive repairs in the future. RECOMMENDATION(S): ADOPT Resolution No. 2021/87 approving the sixth extension of the Subdivision Agreement for subdivision SD91-07553, for a project being developed by Alamo Land Investors, LLC, and Alamo 37, LLC, as recommended by the Public Works Director, Alamo area. (District II) FISCAL IMPACT: No fiscal impact. BACKGROUND: The termination date of the Subdivision Agreement needs to be extended. The developer has not completed the required improvements and has requested more time. (Approximately 0% of the work has been completed to date.) By granting an extension, the County will give the developer more time to complete improvements and keeps the bond current. CONSEQUENCE OF NEGATIVE ACTION: The termination date of the Subdivision Agreement will not be extended and the developer will be in default of the agreement, requiring the County to take legal action against the developer and surety to get the improvements installed, or revert the development to acreage. APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 04/20/2021 APPROVED AS RECOMMENDED OTHER Clerks Notes: VOTE OF SUPERVISORS AYE:John Gioia, District I Supervisor Candace Andersen, District II Supervisor Diane Burgis, District III Supervisor Karen Mitchoff, District IV Supervisor Federal D. Glover, District V Supervisor Contact: Randolf Sanders (925) 313-2111 I hereby certify that this is a true and correct copy of an action taken and entered on the minutes of the Board of Supervisors on the date shown. ATTESTED: April 20, 2021 Monica Nino, County Administrator and Clerk of the Board of Supervisors By: Stacey M. Boyd, Deputy cc: Larry Gossett- Engineering Services, Randolf Sanders- Engineering Services, Ronald Lai, Engineering Services, Cinda Tovar- Design & Construction, Ruben Hernandez - DCD, Alamo Land Investors, LLC & Alamo 37, Lexon Insurance Company, T-11/12/2021 C. 6 To:Board of Supervisors From:Brian M. Balbas, Public Works Director/Chief Engineer Date:April 20, 2021 Contra Costa County Subject:Approving the sixth extension of the Subdivision Agreement for subdivision SD91-07553, Alamo area. AGENDA ATTACHMENTS Resolution No. 2021/87 Subdivision Agreement Extension & Security Improvement Bond MINUTES ATTACHMENTS Signed: Resolution No. 2021/87 THE BOARD OF SUPERVISORS OF CONTRA COSTA COUNTY, CALIFORNIA and for Special Districts, Agencies and Authorities Governed by the Board Adopted this Resolution on 04/20/2021 by the following vote: AYE:5 John Gioia Candace Andersen Diane Burgis Karen Mitchoff Federal D. Glover NO: ABSENT: ABSTAIN: RECUSE: Resolution No. 2021/87 IN THE MATTER OF approving the sixth extension of the Subdivision Agreement for subdivision SD91-07553, for a project being developed by Alamo Land Investors, LLC and Alamo 37, LLC, as recommended by the Public Works Director, Alamo area. (District II) WHEREAS the Public Works Director having recommended that he be authorized to execute the sixth agreement extension which extends the Subdivision Agreement between Alamo Land Investors, LLC and Alamo 37, LLC, and the County for construction of certain improvements in SD91-07553, Alamo area, through January 12, 2022. APPROXIMATE PERCENTAGE OF WORK COMPLETE: 0% ANTICIPATED DATE OF COMPLETION: 2025 BOND NO.: LICX1203868 Date: January 21, 2021 REASON FOR EXTENSION: Low market for custom homes with $2 million cost. All lots are large homes that have restricted building envelope NOW, THEREFORE, BE IT RESOLVED that the recommendation of the Public Works Director is APPROVED Contact: Randolf Sanders (925) 313-2111 I hereby certify that this is a true and correct copy of an action taken and entered on the minutes of the Board of Supervisors on the date shown. ATTESTED: April 20, 2021 Monica Nino, County Administrator and Clerk of the Board of Supervisors By: Stacey M. Boyd, Deputy cc: Larry Gossett- Engineering Services, Randolf Sanders- Engineering Services, Ronald Lai, Engineering Services, Cinda Tovar- Design & Construction, Ruben Hernandez - DCD, Alamo Land Investors, LLC & Alamo 37, Lexon Insurance Company, T-11/12/2021 RECOMMENDATION(S): ADOPT Resolution No. 2021/112 ratifying the prior decision of the Public Works Director, or designee, to partially close a portion of San Miguel Drive between Shady Glen Road and Norris Road, and Shady Glen Road between San Miguel Drive and Oakdene Court, on April 1, 2021 through June 1, 2021 from 8:00 AM through 4:00 PM, for the purpose of installing approximately 1,965' of 6" & 8" IPVC water main, Walnut Creek area. (District IV) FISCAL IMPACT: No fiscal impact. BACKGROUND: Applicant shall follow guidelines set forth by the Public Works Department. CONSEQUENCE OF NEGATIVE ACTION: Applicant will not have Board approval for completed road closure. APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 04/20/2021 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: Bob Hendry (925) 674-7744 I hereby certify that this is a true and correct copy of an action taken and entered on the minutes of the Board of Supervisors on the date shown. ATTESTED: April 20, 2021 Monica Nino, County Administrator and Clerk of the Board of Supervisors By: Stacey M. Boyd, Deputy cc: Larry Gossett- Engineering Services, Randolf Sanders- Engineering Services, Bob Hendry -Engineering Services, CHP, Sheriff - Patrol Division Commander C. 7 To:Board of Supervisors From:Brian M. Balbas, Public Works Director/Chief Engineer Date:April 20, 2021 Contra Costa County Subject:Ratify the prior decision to close a portion of San Miguel Drive, on April 1, 2021 through June 1, 2021, Walnut Creek area. AGENDA ATTACHMENTS Resolution No. 2021/112 MINUTES ATTACHMENTS Signed: Resolution No. 2021/112 THE BOARD OF SUPERVISORS OF CONTRA COSTA COUNTY, CALIFORNIA and for Special Districts, Agencies and Authorities Governed by the Board Adopted this Resolution on 04/20/2021 by the following vote: AYE:5 John Gioia Candace Andersen Diane Burgis Karen Mitchoff Federal D. Glover NO: ABSENT: ABSTAIN: RECUSE: Resolution No. 2021/112 IN THE MATTER OF Ratifying the prior decision of the Public Works Director, or designee, to partially close a portion of San Miguel Drive between Shady Glen Road and Norris Road, and Shady Glen Road between San Miguel Drive and Oakdene Court, on April 1, 2021 through June 1, 2021 from 8:00 AM through 4:00 PM, for the purpose of installing approximately 1,965' of 6" & 8" IPVC water main, Walnut Creek area. (District IV) RC21-1 NOW, THEREFORE, BE IT RESOLVED IT IS BY THE BOARD RESOLVED that permission is granted to East Bay Municipal Utility District to partially close San Miguel Drive between Shady Glen Road and Norris Road, and Shady Glen Road between San Miguel Drive and Oakdene Court, except for emergency traffic, on April 1, 2021 through June 1, 2021 for the period of 8:00 AM through 4:00 PM, subject to the following conditions: 1. Traffic will be detoured via neighboring streets per traffic control plan reviewed by Public Works. Emergency vehicles, residents within the construction zone and essential services will be allowed access as required. 2. All signing to be in accordance with the California Manual on Uniform Traffic Control Devices. 3. East Bay Municipal Utility District shall comply with the requirements of the Ordinance Code of Contra Costa County. 4. Provide the County with a Certificate of Insurance in the amount of $1,000,000.00 for Comprehensive General Public Liability which names the County as an additional insured prior to permit issuance. 5. Obtain approval for the closure from the Sheriff’s Department, the California Highway Patrol and the Fire District. Contact: Bob Hendry (925) 674-7744 I hereby certify that this is a true and correct copy of an action taken and entered on the minutes of the Board of Supervisors on the date shown. ATTESTED: April 20, 2021 Monica Nino, County Administrator and Clerk of the Board of Supervisors By: Stacey M. Boyd, Deputy cc: Larry Gossett- Engineering Services, Randolf Sanders- Engineering Services, Bob Hendry -Engineering Services, CHP, Sheriff - Patrol Division Commander RECOMMENDATION(S): ADOPT Resolution No. 2021/121 approving the Parcel Map for minor subdivision MS19-00001, for a project being developed by Shapell Deer Creek, LLC, as recommended by the Public Works Director, San Ramon area. (District II) FISCAL IMPACT: No fiscal impact. BACKGROUND: The Public Works Department has reviewed the conditions of approval for minor subdivision MS19-00001 and has determined that all conditions of approval for Parcel Map approval have been satisfied. CONSEQUENCE OF NEGATIVE ACTION: The Parcel Map will not be approved and recorded. APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 04/20/2021 APPROVED AS RECOMMENDED OTHER Clerks Notes: VOTE OF SUPERVISORS AYE:John Gioia, District I Supervisor Candace Andersen, District II Supervisor Diane Burgis, District III Supervisor Karen Mitchoff, District IV Supervisor Federal D. Glover, District V Supervisor Contact: Randolf Sanders (925) 313-2111 I hereby certify that this is a true and correct copy of an action taken and entered on the minutes of the Board of Supervisors on the date shown. ATTESTED: April 20, 2021 Monica Nino, County Administrator and Clerk of the Board of Supervisors By: Stacey M. Boyd, Deputy cc: Larry Gossett- Engineering Services, Randolf Sanders- Engineering Services, Brian Louis- Engineering Services, Renee Hutchins - Records, Karen Piona- Record, Joseph Lawlor - DCD, Shapell Deer Creek, LLC, Western Surety Company C. 8 To:Board of Supervisors From:Brian M. Balbas, Public Works Director/Chief Engineer Date:April 20, 2021 Contra Costa County Subject:Approve the Parcel Map for minor subdivision MS19-00001, San Ramon area. AGENDA ATTACHMENTS Resolution No. 2021/121 Parcel Map Tax Letter & Bond MINUTES ATTACHMENTS Signed: Resolution No. 2021/121 THE BOARD OF SUPERVISORS OF CONTRA COSTA COUNTY, CALIFORNIA and for Special Districts, Agencies and Authorities Governed by the Board Adopted this Resolution on 04/20/2021 by the following vote: AYE:5 John Gioia Candace Andersen Diane Burgis Karen Mitchoff Federal D. Glover NO: ABSENT: ABSTAIN: RECUSE: Resolution No. 2021/121 IN THE MATTER OF approving the Parcel Map for minor subdivision MS19-00001, for a project being developed by Shapell Deer Creek, LLC, as recommended by the Public Works Director, San Ramon area. (District II) WHERE AS, the following documents were presented for board approval this date: The Parcel Map of minor subdivision MS19-00001, property located in the San Ramon area, Supervisorial District II, said map having been certified by the proper officials. Said document was accompanied by: Letter from the County Tax Collector stating that there are no unpaid County taxes heretofore levied on the property included in said map and that the 2020-2021 tax lien has been paid in full and the 2021-2022 tax lien, which became a lien on the first day of January 2021, is estimated to be $135,010.00. 1. Security to guarantee the payment of taxes, as required by Title 9 of the County Ordinance Code, in the form of a surety bond, No. 30091933, issued by Western Surety Company, with Shapell Deer Creek, LLC as principal, in the amount: $135,010.00, guaranteeing the payment of the estimated tax. 2. NOW, THEREFORE, BE IT RESOLVED: That said subdivision, together with the provisions for its design and improvement, is DETERMINED to be consistent with the County's general and specific plans. 1. That said Map is APPROVED and this Board does hereby accept subject to installation and acceptance of improvements on behalf of the public any of the streets, paths, or easements shown thereon as dedicated to public use. 2. Contact: Randolf Sanders (925) 313-2111 I hereby certify that this is a true and correct copy of an action taken and entered on the minutes of the Board of Supervisors on the date shown. ATTESTED: April 20, 2021 Monica Nino, County Administrator and Clerk of the Board of Supervisors By: Stacey M. Boyd, Deputy cc: Larry Gossett- Engineering Services, Randolf Sanders- Engineering Services, Brian Louis- Engineering Services, Renee Hutchins - Records, Karen Piona- Record, Joseph Lawlor - DCD, Shapell Deer Creek, LLC, Western Surety Company RECOMMENDATION(S): ADOPT Resolution No. 2021/122 approving the Stormwater Management Facilities Operation and Maintenance Agreement for minor subdivision MS15-00008, for a project being subdivided by the property owner Leslie M. Sturtz, Trustee of the Sari Stadt Declaration of Trust - Exempt Generation Skipping Trust, as recommended by the Public Works Director, Lafayette area. (District V) FISCAL IMPACT: No fiscal impact. BACKGROUND: The Stormwater Management Facilities Operation and Maintenance Agreement is required by Condition of Approval No. 55. CONSEQUENCE OF NEGATIVE ACTION: The agreement will not be recorded and Contra Costa County may not be in full compliance with its National Pollutant Discharge Elimination System (NPDES) permit and Stormwater Management Discharge Control Ordinance. APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 04/20/2021 APPROVED AS RECOMMENDED OTHER Clerks Notes: VOTE OF SUPERVISORS AYE:John Gioia, District I Supervisor Candace Andersen, District II Supervisor Diane Burgis, District III Supervisor Karen Mitchoff, District IV Supervisor Federal D. Glover, District V Supervisor Contact: Randolf Sanders (925) 313-2111 I hereby certify that this is a true and correct copy of an action taken and entered on the minutes of the Board of Supervisors on the date shown. ATTESTED: April 20, 2021 Monica Nino, County Administrator and Clerk of the Board of Supervisors By: Stacey M. Boyd, Deputy cc: Larry Gossett- Engineering Services, Randolf Sanders- Engineering Services, Brian Louis- Engineering Services, Michelle Mancuso- Watershed Program, Flood Control, John Steere, Watershed Program, Flood Control, Renee Hutchins - Records, Karen Piona- Record, Francisco Avila- DCD, Leslie M. Sturtz, Trustee of the Sari Stadt Declaration of Trust - Exempt Genera C. 9 To:Board of Supervisors From:Brian M. Balbas, Public Works Director/Chief Engineer Date:April 20, 2021 Contra Costa County Subject:Approve the Stormwater Management Facilities Operation and Maintenance Agreement for minor subdivision MS15-00008, Lafayette area. AGENDA ATTACHMENTS Resolution No. 2021/122 Stormwater Management Facilities Operation & Maintenance Agreement and Right of Entry MINUTES ATTACHMENTS Signed: Resolution No. 2021/122 Recorded at the request of:Clerk of the Board Return To:Public Works Dept- Simone Saleh THE BOARD OF SUPERVISORS OF CONTRA COSTA COUNTY, CALIFORNIA and for Special Districts, Agencies and Authorities Governed by the Board Adopted this Resolution on 04/20/2021 by the following vote: AYE:John Gioia, District I SupervisorCandace Andersen, District II SupervisorDiane Burgis, District III SupervisorKaren Mitchoff, District IV SupervisorFederal D. Glover, District V Supervisor NO: ABSENT: ABSTAIN: RECUSE: Resolution No. 2021/122 IN THE MATTER OF approving the Stormwater Management Facilities Operation and Maintenance Agreement for minor subdivision MS15-00008 (APN 166-240-006 & -007), Lafayette area. (District V) WHEREAS the Public Works Director has recommended that he be authorized to execute the Stormwater Management Facilities Operation and Agreement with Leslie M. Sturtz, Trustee of the Sari Stadt Declaration of Trust - Exempt Generation Skipping Trust, as required by the Conditions of Approval for minor subdivision MS15-00008. This agreement would ensure the operation and maintenance of the stormwater facilities in accordance with the approved Stormwater Control Plan and approved Operation and Maintenance Plan for minor subdivision MS15-00008, which is located at 3274 Gloria Terrace in the Lafayette area. NOW, THEREFORE, BE IT RESOLVED that the recommendation of the Public Works Director is APPROVED. Contact: Randolf Sanders (925) 313-2111 I hereby certify that this is a true and correct copy of an action taken and entered on the minutes of the Board of Supervisors on the date shown. ATTESTED: April 20, 2021 Monica Nino, County Administrator and Clerk of the Board of Supervisors By: Stacey M. Boyd, Deputy cc: Larry Gossett- Engineering Services, Randolf Sanders- Engineering Services, Brian Louis- Engineering Services, Michelle Mancuso- Watershed Program, Flood Control, John Steere, Watershed Program, Flood Control, Renee Hutchins - Records, Karen Piona- Record, Francisco Avila- DCD, Leslie M. Sturtz, Trustee of the Sari Stadt Declaration of Trust - Exempt Genera RECOMMENDATION(S): ADOPT Resolution No. 2021/123 approving the Parcel Map and Subdivision Agreement for minor subdivision MS15-00008, for a project being developed by Gloria Knoll LLC, as recommended by the Public Works Director, Lafayette area. (District V) FISCAL IMPACT: No fiscal impact. BACKGROUND: The Public Works Department has reviewed the conditions of approval for minor subdivision MS15-00008 and has determined that all conditions of approval for Parcel Map approval have been satisfied. CONSEQUENCE OF NEGATIVE ACTION: The Parcel Map and the Subdivision Agreement will not be approved and recorded. APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 04/20/2021 APPROVED AS RECOMMENDED OTHER Clerks Notes: VOTE OF SUPERVISORS AYE:John Gioia, District I Supervisor Candace Andersen, District II Supervisor Diane Burgis, District III Supervisor Karen Mitchoff, District IV Supervisor Federal D. Glover, District V Supervisor Contact: Randolf Sanders (925) 313-2111 I hereby certify that this is a true and correct copy of an action taken and entered on the minutes of the Board of Supervisors on the date shown. ATTESTED: April 20, 2021 Monica Nino, County Administrator and Clerk of the Board of Supervisors By: Stacey M. Boyd, Deputy cc: Larry Gossett- Engineering Services, Randolf Sanders- Engineering Services, Brian Louis- Engineering Services, Francisco Avila- DCD, Renee Hutchins - Records, Karen Piona- Records, Cinda Tovar- Design & Construction, Chris Hallford -Mapping , Michael Mann- Finance, Gloria Knoll LLC, Lexon Insurance Company C. 10 To:Board of Supervisors From:Brian M. Balbas, Public Works Director/Chief Engineer Date:April 20, 2021 Contra Costa County Subject:Approve the Parcel Map and Subdivision Agreement for minor subdivision MS15-00008, Lafayette, area. AGENDA ATTACHMENTS Resolution No. 2021/123 Parcel Map Subdivision Agreement & Improvement Security Bond Tax Letter & Surety Bond MINUTES ATTACHMENTS Signed: Resolution No. 2021/123 THE BOARD OF SUPERVISORS OF CONTRA COSTA COUNTY, CALIFORNIA and for Special Districts, Agencies and Authorities Governed by the Board Adopted this Resolution on 04/20/2021 by the following vote: AYE:5 John Gioia Candace Andersen Diane Burgis Karen Mitchoff Federal D. Glover NO: ABSENT: ABSTAIN: RECUSE: Resolution No. 2021/123 IN THE MATTER OF approving the Parcel Map and Subdivision Agreement for minor subdivision MS15-00008, for project being developed by Gloria Knoll LLC, as recommended by the Public Works Director, Lafayette area. (District V) WHERE AS, the following documents were presented for board approval this date: I. Map The Parcel Map of minor subdivision MS15-00008, property located in the Lafayette area, Supervisorial District V, said map having been certified by the proper officials. II. Subdivision Agreement A subdivision agreement with Gloria Knoll LLC, principal, whereby said principal agrees to complete all improvements as required in said subdivision agreement within 2 year(s) from the date of said agreement. Accompanying said subdivision agreement is security guaranteeing completion of said improvements as follows: A. Cash Bond Performance amount: $5,410.00 Auditor’s Deposit Permit No. DP826234 Date: March 31, 2021 Submitted by: Richard Lloyd Carone B. Surety Bond Bond Compnay: Lexon Insurance Company Bond Number: 1121546 Date: March 26, 2021 Performance Amount: $535,590.00 Labor & Materials Amount: $270,500.00 Principal: Gloria Knoll LLC III. Tax Letter Letter from the County Tax Collector stating that there are no unpaid County taxes heretofore levied on the property included in said map and that the 2020-2021 tax lien has been paid in full and the 2021-2022 tax lien, which became a lien on the first day of January 2021, is estimated to be $7,280.00, with security guaranteeing payment of said tax lien as follows: Tax Surety Bond Company: Lexon Insurance Company Bond Number: 1121547 Date: March 26, 2021 Bond Number: 1121547 Date: March 26, 2021 Amount: $7,280.00 Submitted by/Principal: Gloria Knoll LLC NOW, THEREFORE, BE IT RESOLVED: That said subdivision, together with the provisions for its design and improvement, is DETERMINED to be consistent with the County's general and specific plans. 1. That said map is APPROVED and this Board does hereby accept subject to installation and acceptance of improvements on behalf of the public any of the streets, paths, or easements shown thereon as dedicated to public use. 2. That said subdivision agreement is also APPROVED.3. Contact: Randolf Sanders (925) 313-2111 I hereby certify that this is a true and correct copy of an action taken and entered on the minutes of the Board of Supervisors on the date shown. ATTESTED: April 20, 2021 Monica Nino, County Administrator and Clerk of the Board of Supervisors By: Stacey M. Boyd, Deputy cc: Larry Gossett- Engineering Services, Randolf Sanders- Engineering Services, Brian Louis- Engineering Services, Francisco Avila- DCD, Renee Hutchins - Records, Karen Piona- Records, Cinda Tovar- Design & Construction, Chris Hallford -Mapping , Michael Mann- Finance, Gloria Knoll LLC, Lexon Insurance Company RECOMMENDATION(S): As the governing body of the Contra Costa County Flood Control and Water Conservation District (District), APPROVE and AUTHORIZE the Chief Engineer, or designee, to execute on behalf of the District a license agreement requiring Alamo Square USA Investments, LLC, (Licensee) to pay the District an initial rent of $2,000 annually, to use the District’s San Ramon Creek property for temporary parking, seating, landscaping, and ingress and egress purposes, from June 1, 2021, through May 31, 2031, to the extent such uses do not interfere with the District’s use of its property for flood control purposes, Alamo area (Project No. WO8372). FISCAL IMPACT: Rental income in the amount of $22,500 during the term of the agreement between June 1, 2021, through May 31, 2031. BACKGROUND: The Alamo Square USA Investments, LLC property is located at 37 Alamo Square, in Alamo (“adjacent property”), adjacent to the District’s San Ramon Creek property. Beginning in 1994, the District licensed the use of a portion of its property along San Ramon Creek to the adjacent property’s owner. That license agreement was not assignable and it APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 04/20/2021 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: Naila Thrower, 925. 957-2465 I hereby certify that this is a true and correct copy of an action taken and entered on the minutes of the Board of Supervisors on the date shown. ATTESTED: April 20, 2021 Monica Nino, County Administrator and Clerk of the Board of Supervisors By: Stacey M. Boyd, Deputy cc: C. 11 To:Contra Costa County Flood Control District Board of Supervisors From:Brian M. Balbas, Public Works Director/Chief Engineer Date:April 20, 2021 Contra Costa County Subject:Approve a License Agreement with Alamo Square USA Investments, LLC, Alamo area. BACKGROUND: (CONT'D) terminated in November 2019, when the adjacent property was sold to the new owner, Alamo Square USA Investments, LLC (Alamo Square). This License Agreement will allow the neighboring property’s new owner, Alamo Square, to use the District’s property for temporary parking, outdoor dining, landscaping, and ingress and egress purposes from June 1, 2021, through May 31, 2031. Under the license agreement, Alamo Square will pay $2,000 annually for costs to process the license agreement through May 31, 2026, and rent of $2,500 annually thereafter, through May 31, 2031, for the use of an approximately 3,200 square foot portion of the District’s San Ramon Creek property, for the above purposes. Alamo Square also will indemnify the District from liabilities that arise from the granting of the license or the use of the licensed premises by Alamo Square or the public. The license agreement can be terminated by either party upon 90 days notice. District staff recommend that the Board approve entering into the license agreement. CONSEQUENCE OF NEGATIVE ACTION: The District would not license the use of this portion of its property to the Licensee. ATTACHMENTS License Agreement RECOMMENDATION(S): APPROVE National Coastal Wetlands Conservation (NCWC) Grant Agreement No. 20-073 (Grant Agreement) between the Contra Costa County Flood Control and Water Conservation District (Flood Control District) and the State of California Coastal Conservancy (SCC) in the amount of $970,000 to provide partial implementation funding for the Lower Walnut Creek Restoration Project, Martinez area. ADOPT Resolution No. 2021/127, accepting grant funds and authorizing the Chief Engineer, Flood Control District, or designee, to execute the Grant Agreement and process other related documents. FISCAL IMPACT: The Grant Agreement provides funds up to $970,000. Remaining project costs will be funded by Flood Control District Zone 3B funds (Fund 252000) or other State and federal grant funds. (Project No. 7520-6B8285) BACKGROUND: On June 11, 2019, the Board of Supervisors approved and authorized the Flood Control District to partner with the SCC to apply for grant assistance from the NCWC grant program. APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 04/20/2021 APPROVED AS RECOMMENDED OTHER Clerks Notes: VOTE OF SUPERVISORS AYE:John Gioia, District I Supervisor Candace Andersen, District II Supervisor Diane Burgis, District III Supervisor Karen Mitchoff, District IV Supervisor Federal D. Glover, District V Supervisor Contact: Paul Detjens, (925) 313-2394 I hereby certify that this is a true and correct copy of an action taken and entered on the minutes of the Board of Supervisors on the date shown. ATTESTED: April 20, 2021 Monica Nino, County Administrator and Clerk of the Board of Supervisors By: Stacey M. Boyd, Deputy cc: Paul Detjens, Flood Control, Beth Balita, Finance, Catherine Windham, Flood Control C. 12 To:Contra Costa County Flood Control District Board of Supervisors From:Brian M. Balbas, Public Works Director/Chief Engineer Date:April 20, 2021 Contra Costa County Subject:Agreement with the State Coastal Conservancy for award of the National Coastal Wetlands Conservation Grant for the Lower Walnut Creek Restoration. BACKGROUND: (CONT'D) The SCC was ultimately successful in securing these grant funds and now requests an agreement with the Flood Control District to apply $970,000 of these NCWC grant funds to the Flood Control District’s Lower Walnut Creek Restoration project. The SCC has requested a Board resolution accepting the grant award and authorizing the Flood Control District to execute the Grant Agreement. CONSEQUENCE OF NEGATIVE ACTION: Without Board approval and adoption of the resolution, the Flood Control District will be unable to accept the $970,000 NCWC grant. AGENDA ATTACHMENTS Resolution No. 2021/127 NCWC Grant Agreement MINUTES ATTACHMENTS Signed: Resolution No. 2021/127 THE BOARD OF SUPERVISORS OF CONTRA COSTA COUNTY, CALIFORNIA and for Special Districts, Agencies and Authorities Governed by the Board Adopted this Resolution on 04/20/2021 by the following vote: AYE:5 John Gioia Candace Andersen Diane Burgis Karen Mitchoff Federal D. Glover NO: ABSENT: ABSTAIN: RECUSE: Resolution No. 2021/127 In The Matter Of: Executing and Meeting Requirements for Disbursement of Funds under the Grant Agreement between the State of California Coastal Conservancy (SCC) and the Contra Costa County Flood Control and Water Conservation District (Flood Control District). WHEREAS, the Flood Control District manages the area of Walnut and Pacheco Creeks commonly referred to as Lower Walnut Creek; and WHEREAS, the SCC has applied for and received National Coastal Wetlands Conservation (NCWC) grant funds for preservation and restoration of wetland habitat like that found at Lower Walnut Creek; and WHEREAS, the Flood Control District’s desire to restore Lower Walnut Creek matches closely with the intent of the NCWC Grant Program; and WHEREAS, the Board previously authorized the Flood Control District to partner with the SCC on the NCWC grant; and WHEREAS, the SCC requires that the governing body of the grantee adopt a resolution designating and authorizing certain positions to negotiate and execute the grant agreement. NOW, THEREFORE, BE IT RESOLVED that the Governing Board of the Flood Control District: 1. Approves the grant agreement and Accepts the $970,000 in grant funds offered for the Lower Walnut Creek Restoration Project (Project No. 7520-6B8285); and 2. Authorizes and Directs any person holding any of the following positions with the Flood Control District to act as a representative of the grantee and to negotiate and execute, on behalf of the grantee, the grant agreement and related documents, payment requests, and instruments necessary to complete the project: Chief Engineer, Deputy Chief Engineer, Assistant Chief Engineer, Senior Civil Engineer / Project Manager, and Supervising Accountant. Contact: Paul Detjens, (925) 313-2394 I hereby certify that this is a true and correct copy of an action taken and entered on the minutes of the Board of Supervisors on the date shown. ATTESTED: April 20, 2021 Monica Nino, County Administrator and Clerk of the Board of Supervisors By: Stacey M. Boyd, Deputy cc: Paul Detjens, Flood Control, Beth Balita, Finance, Catherine Windham, Flood Control STATE OF CALIFORNIA STANDARD AGREEMENT Std.2 (Grant - Rev 01/18) THIS AGREEMENT, made and entered into this day of ____ , _2021_______ in the State of California, by and between State of California, through its duly elected or appointed, qualified and acting , hereafter called the Conservancy, and , hereafter called the Grantee. The Grantee, for and in consideration of the covenants, conditions, agreements, and stipulations of the Conservancy hereinaft er expressed, does hereby agree as follows: SCOPE OF AGREEMENT Pursuant to Chapter 4.5 of Division 21 of the California Public Resources Code, the State Coastal Conservancy (the “Conservancy”) hereby grants to Contra Costa County Flood Control and Water Conservation District (the “grantee”) a sum not to exceed $970,000 (nine hundred seventy thousand dollars), subject to this agreement. The grantee shall use these funds to complete the following project (“the project”) at Lower Walnut Creek, three miles east of the City of Martinez, Contra Costa County, as shown on Exhibit A, which is incorporated herein by reference and attached. (Continued on the following pages) The provisions on the following pages constitute a part of this agreement. IN WITNESS WHEREOF, this agreement has been executed by the parties hereto, upon the date first above written. STATE OF CALIFORNIA GRANTEE AGENCY GRANTEE (If other than an individual, state whether a corporation, partnership, etc.) State Coastal Conservancy Contra Costa County Flood Control and Water Conservation District BY (Authorized Signature) BY (Authorized Signature)   PRINTED NAME AND TITLE OF PERSON SIGNING PRINTED NAME AND TITLE OF PERSON SIGNING Samuel Schuchat, Executive Officer Brian M. Balbas, Chief Engineer ADDRESS & PHONE NUMBER ADDRESS & PHONE NUMBER 1515 Clay Street, 10th Floor Oakland, CA 94612 Phone: (510) 286-1015 225 Glacier Dr. Martinez, CA 94553 Phone: (925) 313-2284 AMOUNT ENCUMBERED BY THIS DOCUMENT $970,000.00 PROGRAM/CATEGORY (CODE AND TITLE) Local Assistance FUND TITLE/PROP NO. Federal Trust Fund I certify that this agreement is exempt from Department of General Services’ approval. Shemar Mauleon Contracts Manager Lead PRIOR AMOUNT ENCUMBERED FOR THIS AGREEMENT FUND ITEM CHAPTER STATUTE FISCAL YEAR $-0- 3760-101-0890 (USFWS)(F20AP10012-00/15.614) 29 2018 18/19 TOTAL AMOUNT ENCUMBERED TO DATE PROJECT NAME $970,000.00 Lower Walnut Creek Habitat Restoration Project, North Reach I hereby certify upon my own personal knowledge that budgeted funds are available for the period and purpose of the expenditure stated above. SIGNATURE OF ACCOUNTING OFFICER DATE  GRANTEE ACCOUNTING PROJECT MANAGER CONTROLLER STATE AGENCY AGREEMENT NUMBER AM. NO. 20-073 TAXPAYERS FEDERAL EMPLOYER IDENTIFICATION NO. 94-6000509 TITLE OF OFFICER ACTING FOR STATE AGENCY Executive Officer State Coastal Conservancy GRANTEE'S NAME Contra Costa County Flood Control and Water Conservation District Contra Costa County Flood Control and Water Conservation District Grant Agreement No. 20-073 Page 2 The project consists of the restoration and enhancement of up to 227.7 acres of tidal wetlands, waters and associated upland habitat, and rough grading for 2.5 miles of future- phased trails for wildlife-compatible public access, on the Lower Walnut Creek, Contra Costa County. Restoration will be accomplished by breaching and lowering berms, excavating to create new tidal wetlands and channels, and grading existing upland areas to create a diverse landscape of lowland terrestrial habitats, including seasonal wetlands, and uplands integrated with the tidal wetlands. Work includes construction of a new tidal channel connecting to Suisun Bay, providing full tidal flows to the restored wetlands. The access road bisecting the restoration site will be relocated and elevated to increase the connectivity of restored habitats and to improve maintenance access to a buried outfall pipeline. The grantee shall carry out the project in accordance with this agreement and a work program, as provided in the “WORK PROGRAM” section, below. The grantee shall provide $500,000 in Federally required matching funds and any funds beyond those granted under this agreement which are needed to complete the project. CONDITIONS PRECEDENT TO CONSTRUCTION AND DISBURSEMENT The grantee shall not begin construction of the project and the Conservancy shall not be obligated to disburse any funds unless and until the following conditions precedent have been met: 1. The Board of Supervisors of the grantee has adopted a resolution designating positions whose incumbents are authorized to negotiate and execute this agreement and amendments to it on behalf of the grantee. 2. The Executive Officer of the Conservancy (the “Executive Officer”) has approved in writing: a. A work program for the project, as provided in the “WORK PROGRAM” section, below. b. A plan for installation of signs and acknowledgment of Conservancy support, as provided in the “SIGNS AND ACKNOWLEDGMENT” section, below. c. All contractors that the grantee intends to retain in connection with the project. The grantee must provide written evidence to the Conservancy that each contractor has complied with the bonding requirements described in the “BONDING” section, below. 3. The grantee has provided written evidence to the Conservancy that: Contra Costa County Flood Control and Water Conservation District Grant Agreement No. 20-073 Page 3 a. All permits and approvals necessary to the completion of the project under applicable local, state and federal laws and regulations have been obtained. b. The grantee has provided for required insurance coverage, including additional insured endorsement, as described in the “INSURANCE” section, below. 4. The grantee has provided the Conservancy with satisfactory documentation evidencing sufficient property rights in the project site to carry out the project in compliance with this agreement and to protect the public interest in the improvements and facilities constructed under this agreement. 5. The grantee has completed and returned to the Conservancy the Federal Sub-Awardee Questionnaire. ADDITIONAL GRANT CONDITIONS The grantee shall also meet the following conditions: Prior to the release of funds for project construction, the grantee shall provide evidence of completion of the following: 1. Wetland Monitoring Plan. A plan to collect and report monitoring data in a manner that is compatible and consistent with the Statewide Wetland and Riparian Area Monitoring Program framework (currently available at https://www.mywaterquality.ca.gov/monitoring_council/wetland_workgroup/index.ht ml) 2. Baseline Condition Report. A “Level 2” baseline wetland assessment utilizing the California Rapid Assessment Method (CRAM) within the year prior to the beginning of project construction, unless otherwise agreed upon in writing by the Conservancy and the grantee. (More information is available at http://www.cramwetlands.org/). The CRAM assessment shall be completed by a certified CRAM practitioner and the data shall be uploaded at http://www.cramwetlands.org/. 3. The Publication of Project Information. The grantee shall upload project information, including periodic monitoring data, to the project tracker for “EcoAtlas”, an online database and web-based viewer of stream and wetland maps, restoration information, and monitoring results (currently available at http://ptrack.ecoatlas.org/), to track project information and aggregate data. 4. Plan for Completion of Post-Construction CRAM Assessment. A budget (including an identified funding source) and timeline for the collection of at least one additional CRAM assessment within six years following construction of the project in order to Contra Costa County Flood Control and Water Conservation District Grant Agreement No. 20-073 Page 4 document the change in wetland condition at the project site. The CRAM assessment shall be completed by a certified CRAM practitioner and the data shall be uploaded at http://www.cramwetlands.org/. TERM OF AGREEMENT This agreement is effective as of the date entered into, as shown on the first page, which date shall be inserted by the Conservancy upon signature of both parties. An authorized representative of the grantee shall sign the first page of the originals of this agreement in ink or through an electronic signature process specified by the Conservancy. The term of this agreement is from its effective date through December 31, 2041 (the “termination date”) unless otherwise terminated or amended as provided in this agreement. However, all project work shall be completed by December 31, 2021 (the “completion date”). The grantee shall deliver a final Request for Disbursement to the Conservancy no later than January 31, 2022. AUTHORIZATION The signature of the Executive Officer of the Conservancy on this agreement certifies that at its May 5, 2020 meeting, the Conservancy adopted the resolution included in the staff recommendation attached as Exhibit B. This agreement is executed under that authorization. The project is being funded entirely through a federal United States Fish and Wildlife Service (USFWS) National Coastal Wetlands Conservation grant (the “federal grant”) awarded to the Conservancy, attached hereto as Exhibits C1 and C2 and incorporated into this agreement by reference. The grantee shall comply with all applicable conditions in the federal grant. The grantee shall provide any information required to enable the Conservancy to meet its obligations to the USFWS, including reporting requirements. The Conservancy shall provide the grantee with a schedule of the applicable reporting deadlines. Contra Costa County Flood Control and Water Conservation District Grant Agreement No. 20-073 Page 5 Standard Provisions WORK PROGRAM Before beginning construction, the grantee shall submit a detailed work program to the Executive Officer for review and written approval of its consistency with the purposes of this grant agreement. The work program shall include: 1. Construction plans and specifications that have been certified by a licensed architect or registered engineer, or approved by the grantee’s Public Works Director. 2. A schedule of completion for the project specifically listing the completion date for each project component and a final project completion date. 3. A detailed project budget. The project budget shall describe all labor and materials costs of completing each component of the project, including the grantee’s labor and materials costs and costs to be incurred under a contract with any third party retained by the grantee for work under this agreement. For each project component, the project budget shall list all intended funding sources, including the Conservancy’s grant, the grantee’s required contribution, and all other sources of monies, materials, or labor. The grantee shall review the plans on-site with Conservancy staff. If all or any part of the project to be funded under this agreement will be performed by third parties (“contractors”) under contract with the grantee, then the grantee shall, prior to initiating any contractor selection process, submit the selection package, including any applicable construction plans and specifications that have been certified or approved as described above, to the Executive Officer for review and written approval as to consistency with the purposes of this grant agreement. Upon approval by the Executive Officer, the grantee shall proceed with the contractor selection process. Prior to final selection of a contractor, the grantee shall submit to the Executive Officer for written approval the names of all contractors that the grantee intends to hire. The grantee shall then comply with the above paragraph regarding submission and approval of a work program prior to construction. The work program shall have the same effect as if included in the text of this agreement. However, the work program may be modified without amendment of this agreement upon the grantee’s submission of a modified work program and the Executive Officer’s written approval of it. If this agreement and the work program are inconsistent, the agreement shall control. The grantee shall construct the project in accordance with the approved work program. Contra Costa County Flood Control and Water Conservation District Grant Agreement No. 20-073 Page 6 SIGNS AND ACKNOWLEDGMENT Prior to beginning the project, the grantee shall submit, for review and written approval by the Executive Officer, a plan for the installation of signs and acknowledgment of Conservancy support. Except as the Executive Officer agrees otherwise, the plan shall commit the grantee to mention the Conservancy’s support in its project-related press releases, contacts with the media, and social media postings, and on its website. The plan shall commit the grantee to shall install and maintain a sign or signs visible from the nearest public roadway identifying the project, acknowledging Conservancy and USFWS assistance and displaying their logos. The Conservancy shall provide to the grantee specifications for the signs. The grantee may incorporate the required information into other signs as approved by the Executive Officer. In special circumstances, where the placement of signs or the general specifications are inappropriate, the Executive Officer may approve alternative, more appropriate methods for acknowledging the sources of funding. The grantee sign plan shall describe the number, design, placement and wording of the signs, or the specifications of a proposed, alternative method. The grantee shall implement the approved signs and acknowledgment plan. The Conservancy will withhold final disbursement until the signs are installed as approved by the Conservancy. BONDING AND LIEN RELEASE If the grantee intends to use any contractors on any portion of the project to be funded under this agreement, construction shall not begin until each contractor has furnished a performance bond in favor of the grantee in the following amounts: for faithful performance, one hundred percent (100%) of the contract value; and for labor and materials, one hundred percent (100%) of the contract value. This requirement shall not apply to any contract for less than $20,000. Any bond furnished under this section shall be executed by an admitted corporate surety insurer licensed in the State of California. For any work done on private property, the Conservancy shall not disburse to the grantee payment for obligations incurred by the grantee with respect to any contractor or subcontractor of the grantee until the grantee submits to the Conservancy a lien release from the contractor or subcontractor corresponding to the work invoiced (and complies with the other prerequisites to payment under this agreement). Contra Costa County Flood Control and Water Conservation District Grant Agreement No. 20-073 Page 7 COSTS AND DISBURSEMENTS When the Conservancy determines that all conditions in the “CONDITIONS PRECEDENT TO CONSTRUCTION AND DISBURSEMENT” section have been fully met, the Conservancy shall disburse to the grantee, in accordance with the approved project budget, a total amount not to exceed the amount of this grant, as follows: The withholding for this agreement is five percent. The Conservancy shall disburse funds for costs incurred to date, less five percent, upon the grantee’s satisfactory progress under the approved work program, and upon the grantee’s submission of a “Request for Disbursement” form, which shall be submitted no more frequently than monthly but no less frequently than quarterly. The Conservancy shall disburse the five percent withheld upon the grantee’s satisfactory completion of construction and compliance with the “PROJECT COMPLETION” section, below, and upon the Conservancy’s written acceptance of the project. The Conservancy will reimburse the grantee for expenses necessary to the project when documented by appropriate receipts. The Conservancy will reimburse travel and related expenses at actual costs not to exceed the rates provided in Title 2, Division 1, Chapter 3, Subchapter 1, Article 2 of the California Code of Regulations (“CCR”), except that reimbursement may be in excess of these rates upon documentation that these rates are not reasonably available to the grantee. Reimbursement for the cost of operating a private vehicle shall not, under any circumstance, exceed the current rate specified by the State of California for unrepresented state employees as of the date the cost is incurred. The Conservancy will reimburse the grantee for other necessary expenses if those expenses are reasonable in nature and amount taking into account the nature of the project, its location, and other relevant factors. The grantee shall request disbursements by filing with the Conservancy a fully executed “Request for Disbursement” form (available from the Conservancy). The grantee shall include in the form its name and address, the number of this agreement, the date of the submission, the amount of the invoice, the period during which the work was actually done, and an itemized description, including time, materials, and expenses incurred of all work done for which disbursement is requested. Hourly rates billed to the Conservancy, and specified in the approved work program budget shall be equal to the actual compensation paid by grantee to employees, which may include employee benefits. The form shall also indicate cumulative expenditures to date, expenditures during the reporting period, and the unexpended balance of funds under the grant agreement. An authorized representative of the grantee shall sign the forms. Each form shall be accompanied by: 1. All receipts and any other source documents for direct expenditures and costs that the grantee has incurred. Contra Costa County Flood Control and Water Conservation District Grant Agreement No. 20-073 Page 8 2. Invoices from contractors that the grantee engaged to complete any portion of the work funded under this agreement and any receipts and any other source documents for costs incurred and expenditures by any such contractor, unless the Executive Officer makes a specific exemption in writing. 3. A supporting progress report summarizing the current status of the project and comparing it to the status required by the work program (budget, timeline, tasks, etc.) including written substantiation of completion of the portion of the project for which the grantee is requesting disbursement. The grantee’s failure to fully execute and submit a Request for Disbursement form, including attachment of supporting documents, will relieve the Conservancy of its obligation to disburse funds to the grantee until the grantee corrects all deficiencies. EXPENDITURE OF FUNDS AND ALLOCATION OF FUNDING AMONG BUDGET ITEMS No increase in the total amount of this grant will be valid unless set forth in a written amendment to this agreement, executed by both parties. The grantee shall expend funds consistent with the approved project budget. Expenditure on items contained in the approved project budget, other than overheard and indirect costs, may vary by as much as ten percent without prior approval by the Executive Officer, provided that the grantee first submits a revised budget to the Conservancy and requests disbursement based on the revised budget. Any deviation greater than ten percent, and any deviation that shifts funds from approved budget items into an overhead or indirect costs category, must be identified in a revised budget approved in advance and in writing by the Executive Officer. The Conservancy may withhold payment for items which exceed the amount allocated in the project budget by more than ten percent and which have not received the approval required above. Any increase in the funding for any particular budget item shall mean a decrease in the funding for one or more other budget items unless there is a written amendment to this agreement. PROJECT COMPLETION Upon completion of the project, the grantee shall supply the Conservancy with evidence of completion by submitting a final report by the final Request for Disbursement date set forth in the “TERM OF AGREEMENT” section that includes: 1. A report certifying completion of the project according to the approved work program, including photographs documenting project completion. Contra Costa County Flood Control and Water Conservation District Grant Agreement No. 20-073 Page 9 2. Documentation that signs are installed as required by the “SIGNS AND ACKNOWLEDGMENT” section of this agreement. 3. A fully executed final “Request for Disbursement.” A “final Request for Disbursement” means a Request for Disbursement that includes the withheld amounts and all remaining amounts for which grantee is entitled to seek payment, if any, pursuant to this agreement. 4. A final inspection report by a licensed architect or registered engineer or the grantee’s Public Works Director, and a copy of “as built” drawings of the completed project. 5. Evidence that the following activities have been completed: a. An updated budget (including an identified funding source) and timeline for the post-construction “Level 2” CRAM assessment required in the Additional Grant Conditions section. The CRAM assessment shall be completed by a certified CRAM practitioner and the data shall be uploaded at http://www.cramwetlands.org/. b. Update Project Information. All relevant project information has been updated in the project tracker on EcoAtlas (currently available at http://ptrack.ecoatlas.org/) to reflect completion of the project. The Conservancy shall determine whether the grantee has satisfactorily completed the project. If so, the Conservancy shall issue to the grantee a letter of acceptance of the project and release the withhold amount pursuant to the “COSTS AND DISBURSEMENTS” section. The project shall be deemed complete as of the date of the letter. EARLY TERMINATION, SUSPENSION AND FAILURE TO PERFORM Before the project has commenced, either party may terminate this agreement for any reason by providing the other party with seven days notice in writing. Before the project is complete, the Conservancy may terminate or suspend this agreement for any reason by providing the grantee with seven days notice in writing. In either case, the grantee shall immediately stop work under the agreement and take all reasonable measures to prevent further costs to the Conservancy. The Conservancy shall be responsible for any reasonable and non-cancelable obligations incurred by the grantee in the performance of this agreement prior to the date of the notice to terminate or suspend, but only up to the undisbursed balance of funding authorized in this agreement. Any notice suspending work under this agreement shall remain in effect until further written notice from the Conservancy authorizes work to resume. Contra Costa County Flood Control and Water Conservation District Grant Agreement No. 20-073 Page 10 If the grantee fails to complete the project as required, or fails to fulfill any other obligations of this agreement prior to the termination date, the grantee shall be liable for immediate repayment to the Conservancy of all amounts disbursed by the Conservancy under this agreement. The Conservancy may, at its sole discretion, consider extenuating circumstances and not require repayment for work partially completed. This paragraph shall not be deemed to limit any other remedies the Conservancy may have for breach of this agreement. Before the project is complete, the grantee may terminate this agreement for any reason by providing the Conservancy with seven days notice in writing and repaying to the Conservancy all amounts disbursed by the Conservancy under this agreement. The Conservancy may, at its sole discretion, consider extenuating circumstances and allow early termination without repayment for work partially completed. The parties expressly agree to waive, release and relinquish the recovery of any consequential damages that may arise out of the termination or suspension of this agreement under this section. The grantee shall include in any agreement with any contractor retained for work under this agreement a provision that entitles the grantee to suspend or terminate the agreement with the contractor for any reason on written notice and on the same terms and conditions specified in this section. OPERATION AND MAINTENANCE The grantee shall use, manage, maintain and operate the project throughout the term of this agreement consistent with the purposes for which the Conservancy’s grant was made. The grantee assumes all operation and maintenance costs of these facilities and structures; the Conservancy shall not be liable for any cost of maintenance, management, or operation. The grantee may be excused from its obligations for operation and maintenance during the term of this agreement only upon the written approval of the Executive Officer. For purposes of this agreement, “operation costs” include direct costs incurred for material and labor needed for operations, utilities, insurance, and similar expenses. “Maintenance costs” include ordinary repairs and replacements of a recurring nature necessary to prolong the life of capital assets and basic structures, and the expenditure of funds necessary to replace or reconstruct capital assets or basic structures. Contra Costa County Flood Control and Water Conservation District Grant Agreement No. 20-073 Page 11 MITIGATION Without the written permission of the Executive Officer, the grantee shall not use or allow the use for mitigation (in other words, to compensate for adverse changes to the environment elsewhere) of the portion of real property on which the Conservancy has funded construction. In providing permission, the Executive Officer may require that all funds generated in connection with any authorized or allowable mitigation on the real property shall be remitted promptly to the Conservancy. As used in this section, mitigation includes, but is not limited to, any use of the property in connection with the sale, trade, transfer or other transaction involving carbon sequestration credit or carbon mitigation. INSPECTION Throughout the term of this agreement, the Conservancy shall have the right to inspect the project area to ascertain compliance with this agreement. INDEMNIFICATION AND HOLD HARMLESS The grantee shall indemnify and hold harmless the Conservancy, its officers, agents, and employees from any and all liabilities, claims, demands, damages, or costs, including, without limitation, litigation costs and attorneys’ fees, resulting from or arising out of the willful or negligent acts or omissions of the grantee, its officers, agents, contractors, subcontractors, and employees, or in any way connected with or incident to this agreement, except for the active negligence or willful misconduct of the Conservancy, its officers, agents, or employees. The duty of the grantee to indemnify and hold harmless includes the duty to defend as provided in Civil Code section 2778. This agreement supersedes any right the grantee may have as a public entity to indemnity and contribution as provided in Gov. Code Sections 895 et seq. The grantee waives any and all rights to any type of express or implied indemnity or right of contribution from the State of California, its officers, agents, or employees, for any liability resulting from, growing out of, or in any way connected with or incident to this agreement. Nothing in this agreement is intended to create in the public or in any member of it rights as a third-party beneficiary under this agreement. The obligations in this “INDEMNIFICATION AND HOLD HARMLESS” section shall survive termination of this agreement. Contra Costa County Flood Control and Water Conservation District Grant Agreement No. 20-073 Page 12 INSURANCE The grantee shall procure and maintain insurance, as specified in this section, against claims for injuries to persons and damage to property that may arise from or in connection with any activities of the grantee or its agents, representatives, employees, or contractors associated with the project undertaken pursuant to this agreement. As an alternative, with the written approval of the Executive Officer, the grantee may satisfy the coverage requirement in whole or in part through: (a) its contractors’ procurement and maintenance of insurance for work under this agreement, if the coverage otherwise fully satisfies the requirements of this section; or (b) the grantee’s participation in a “risk management” plan, self insurance program or insurance pooling arrangement, or any combination of these, if consistent with the coverage required by this section. The grantee shall maintain property insurance, if required below, throughout the term of this agreement. Any required errors and omissions liability insurance shall be maintained from the effective date through two calendar years after the completion date. The grantee shall maintain all other required insurance from the effective date through the completion date. 1. Minimum Scope of Insurance. Coverage shall be at least as broad as: a. Insurance Services Office (“ISO”) Commercial General Liability coverage, occurrence basis (Form CG 00 01) or comparable. b. Automobile Liability coverage: ISO Form Number CA 0001, Code 1 (any auto). c. Workers’ Compensation insurance as required by the Labor Code of the State of California, and Employer’s Liability insurance. 2. Minimum Limits of Insurance. The grantee shall maintain coverage limits no less than: a. General Liability: (Including operations, products and completed operations, as applicable) $2,000,000 per occurrence for bodily injury, personal injury and property damage. If Commercial General Liability Insurance or other form with a general aggregate limit is used, either the general aggregate limit shall apply separately to the activities under this agreement, or the general aggregate limit shall be twice the required occurrence limit. Contra Costa County Flood Control and Water Conservation District Grant Agreement No. 20-073 Page 13 b. Automobile Liability: $1,000,000 per accident for bodily injury and property damage. c. Worker’s Compensation and Employer’s Liability Worker’s compensation as required by law and Employer’s Liability of no less than $1,000,000 per accident for bodily injury or disease. 3. Deductibles and Self-Insured Retentions. Any deductibles or self-insured retentions must be declared to and approved by the Executive Officer. 4. Required Provisions Concerning the Conservancy and the State of California. a. Each insurance policy required by this section shall be endorsed to state that coverage shall not be canceled by either party, except after thirty days’ prior written notice by first class mail has been given to the Conservancy; or in the event of cancellation of coverage due to nonpayment, after ten days prior written notice to the Conservancy. The grantee shall notify the Conservancy within two days of receipt of notice that any required insurance policy will lapse or be cancelled. At least ten days before an insurance policy held by the grantee lapses or is cancelled, the grantee shall provide the Conservancy with evidence of renewal or replacement of the policy. b. The grantee hereby grants to the State of California, its officers, agents, employees, and volunteers, a waiver of any right to subrogation which any insurer of the grantee may acquire against the State of California, its officers, agents, employees, and volunteers, by virtue of the payment of any loss under such insurance. Grantee agrees to obtain any endorsement that may be necessary to effect this waiver of subrogation, but this provision applies regardless of whether or not the grantee has received a waiver of subrogation endorsement from the insurer. c. The general liability and automobile liability policies are to contain, or be endorsed to contain, the following provisions: (i) The State of California, its officers, agents, employees, and volunteers are to be covered as additional insureds with respect to liability arising out of automobiles owned, leased, hired or borrowed by or on behalf of the grantee; and with respect to liability arising out of work or operations, including completed operations, performed by or on behalf of the grantee including materials, parts or equipment furnished in connection with the work or operations. (ii) For any claims related to this agreement, the grantee’s insurance coverage shall be primary insurance as respects the State of California, its officers, Contra Costa County Flood Control and Water Conservation District Grant Agreement No. 20-073 Page 14 agents and employees, and not excess to any insurance or self-insurance of the State of California. (iii)The limits of the additional insured coverage shall equal the limits of the named insured coverage regardless of whether the limits of the named insurance coverage exceed those limits required by this agreement. 5. Acceptability of Insurers. Insurance shall be placed with insurers admitted to transact business in the State of California and having a current Best’s rating of “B+:VII” or better or, in the alternative, acceptable to the Conservancy and approved in writing by the Executive Officer. 6. Verification of Coverage. The grantee shall furnish the Conservancy with original certificates and amendatory endorsements, or copies of the applicable policy language, effecting coverage required by this clause. All certificates and endorsements are to be received and approved by the Executive Officer before work commences. The Conservancy may require, at any time, complete, certified copies of all required insurance policies, including endorsements affecting the coverage. 7. Contractors. The grantee shall include all contractors as insureds under its policies or shall require each contractor to provide and maintain coverage consistent with the requirements of this section. To the extent generally available, grantee shall also require each professional contractor to provide and maintain Errors and Omissions Liability insurance appropriate to the contractor’s profession and in a reasonable amount in light of the nature of the project with a minimum limit of liability of $1,000,000. 8. Premiums and Assessments. The Conservancy is not responsible for premiums and assessments on any insurance policy. AUDITS/ACCOUNTING/RECORDS The grantee shall maintain financial accounts, documents, and records (collectively, “required records”) relating to this agreement, in accordance with the guidelines of “Generally Accepted Accounting Principles” (“GAAP”) published by the American Institute of Certified Public Accountants. The required records include, without limitation, evidence sufficient to reflect properly the amount, receipt, deposit, and disbursement of all funds related to the construction of the project, and the use, management, operation and maintenance of the real property, time and effort reports, and supporting documents that permit tracing from the request for disbursement forms to the accounting records and to the supporting documentation. Contra Costa County Flood Control and Water Conservation District Grant Agreement No. 20-073 Page 15 The Conservancy or its agents may review, obtain, and copy all required records. The grantee shall provide the Conservancy or its agents with any relevant information requested and shall permit the Conservancy or its agents access to the grantee’s premises upon reasonable notice, during normal business hours, to interview employees and inspect and copy books, records, accounts, and other material that may be relevant to a matter under investigation for the purpose of determining compliance with this agreement and any applicable laws and regulations. The grantee shall retain the required records for a minimum of three years following the later of final disbursement by the Conservancy, and the final year to which the particular records pertain. The records shall be subject to examination and audit by the Conservancy and the Bureau of State Audits during the retention periods. If the grantee retains any contractors to accomplish any of the work of this agreement, the grantee shall first enter into an agreement with each contractor requiring the contractor to meet the terms of this section and to make the terms applicable to all subcontractors. The Conservancy may disallow all or part of the cost of any activity or action that it determines to be not in compliance with the requirements of this agreement. COMPUTER SOFTWARE The grantee certifies that it has instituted and will employ systems and controls appropriate to ensure that, in the performance of this agreement, state funds will not be used for the acquisition, operation or maintenance of computer software in violation of copyright laws. NONDISCRIMINATION During the performance of this agreement, the grantee and its contractors shall not deny the agreement’s benefits to any person on the basis of race, religious creed, color, national origin, ancestry, physical disability, mental disability, medical condition, genetic information, marital status, sex, gender, gender identity, gender expression, age, sexual orientation, or military and veteran status, nor shall they discriminate unlawfully against any employee or applicant for employment because of race, religious creed, color, national origin, ancestry, physical disability, mental disability, medical condition, genetic information, marital status, sex, gender, gender identity, gender expression, age, sexual orientation, or military and veteran status. The grantee shall insure that the evaluation and treatment of employees and applicants for employment are free of such discrimination. The grantee and contractors shall comply with the provisions of the Fair Employment and Housing Act (Gov. Code §12900 et seq.), the regulations promulgated thereunder (Cal. Code Regs., tit. 2, §11000 et seq.), the provisions of Article 9.5, Chapter Contra Costa County Flood Control and Water Conservation District Grant Agreement No. 20-073 Page 16 1, Part 1, Division 3, Title 2 of the Government Code (Gov. Code §§11135-11139.5), and the regulations or standards adopted by the Conservancy to implement such article. The grantee shall permit access by representatives of the Department of Fair Employment and Housing and the Conservancy upon reasonable notice at any time during the normal business hours, but in no case less than 24 hours’ notice, to such of its books, records, accounts, and all other sources of information and its facilities as said Department or the Conservancy shall require to ascertain compliance with this clause. The grantee and its contractors shall give written notice of their obligations under this clause to labor organizations with which they have a collective bargaining or other agreement. (See Cal. Code Regs., tit. 2, §11105.) The grantee shall include the nondiscrimination and compliance provisions of this clause in all contracts to perform work under this agreement. AMERICANS WITH DISABILITIES ACT By signing this agreement, grantee certifies that it is in compliance with the Americans with Disabilities Act (ADA) of 1990, (42 U.S.C., 12101 et seq.), which prohibits discrimination on the basis of disability, as well as all applicable regulations and guidelines issued pursuant to the ADA. PREVAILING WAGE Work done under this grant agreement may be subject to the prevailing wage and other related requirements of the California Labor Code, Division 2, Part 7, Chapter 1, sections 1720-1861. If required by law to do so, the grantee shall pay prevailing wage to all persons employed in the performance of any part of the project and otherwise comply with all associated requirements and obligations. The grantee is responsible for determining whether the project is subject to prevailing wage laws, and for complying with all labor laws applicable to the project. The grantee may also review the Conservancy publication, Information on Current Status of Prevailing Wage Laws for State Coastal Conservancy Grantees (May 2018), available from the Conservancy on request; provided, that this publication is for grantee’s informational purposes only, and shall not be construed as legal advice to the grantee on whether the grantee’s project is subject to prevailing wage laws. UNION ORGANIZING By signing this agreement, grantee hereby acknowledges the applicability of Government Code Sections 16645 through 16649 to this agreement, and certifies that no state funds Contra Costa County Flood Control and Water Conservation District Grant Agreement No. 20-073 Page 17 disbursed by this agreement will be used to assist, promote or deter union organizing. If grantee makes expenditures to assist, promote or deter union organizing, grantee agrees to maintain records sufficient to show that no state funds, including the funds provided under this agreement, have been used for these purposes, and shall provide these records to the Attorney General upon request. DRUG-FREE WORKPLACE The grantee’s signature on this agreement constitutes the certification required by Government Code Section 8355 (Drug-Free Workplace Act of 1990), which requires that all state grantees provide a drug-free workplace by doing all of the following: (1) Publishing a statement notifying employees that the unlawful manufacture, distribution, dispensation, possession, or use of a controlled substance is prohibited in the person’s or organization’s workplace and specifying actions that will be taken against employees for violations of the prohibition. (2) Establishing a drug-free awareness program to inform employees about all of the following: a. The dangers of drug abuse in the workplace. b. The person’s or organization’s policy of maintaining a drug-free workplace. c. Any available drug counseling, rehabilitation, and employee assistance programs. d. The penalties that may be imposed upon employees for drug abuse violations. (3) Requiring that each employee engaged in the performance of the grant be given a copy of the drug-free workplace statement and that, as a condition of employment on the grant, the employee agrees to abide by the terms of the statement. INDEPENDENT CAPACITY The grantee, and the agents and employees of grantee, in the performance of this agreement, shall act in an independent capacity and not as officers or employees or agents of the State of California. ASSIGNMENT Without the written consent of the Executive Officer, the grantee may not assign this agreement in whole or in part. Contra Costa County Flood Control and Water Conservation District Grant Agreement No. 20-073 Page 18 TIMELINESS Time is of the essence in this agreement. EXECUTIVE OFFICER’S DESIGNEE The Executive Officer shall designate a Conservancy project manager who shall have authority to act on behalf of the Executive Officer with respect to this agreement. The Executive Officer shall notify the grantee of the designation in writing. AMENDMENT Except as expressly provided in this agreement, no changes in this agreement shall be valid unless made in writing and signed by the parties to the agreement. No oral understanding or agreement not incorporated in this agreement shall be binding on any of the parties. LOCUS This agreement is deemed to be entered into in the County of Alameda. Exhibit A Exhibit 1 : Project Location Map Project Location Exhibit A Exhibit B COASTAL CONSERVANCY Staff Recommendation May 05, 2020 LOWER WALNUT CREEK HABITAT RESTORATION PROJECT, NORTH REACH Project No. 19-061-01 Project Manager: Avra Heller RECOMMENDED ACTION: Authorization to disburse up to $970,000 to the Contra Costa County Flood Control and Water Conservation District to implement the North Reach of the Lower Walnut Creek Habitat Restoration Project, Contra Costa County; and adoption of findings pursuant to the California Environmental Quality Act. LOCATION: Unincorporated Contra Costa County PROGRAM CATEGORY: San Francisco Bay Area Conservancy Program EXHIBITS Exhibit 1: Project Location Exhibit 2: Project Photos and Design Exhibit 3: Lower Walnut Creek Restoration Project Final Initial Study/Mitigated Negative Declaration and Mitigation Monitoring and Reporting Program Exhibit 4: Project Letters RESOLUTION AND FINDINGS: Staff recommends that the State Coastal Conservancy adopt the following resolution pursuant to Sections 31160–31165 of the Public Resources Code: LOWER WALNUT CREEK HABITAT RESTORATION PROJECT, NORTH REACH “The State Coastal Conservancy hereby authorizes the disbursement of an amount not to exceed nine hundred seventy thousand dollars ($970,000) to the Contra Costa County Flood Control and Water Conservation District (“the grantee”) to implement the North Reach of the Lower Walnut Creek Habitat Restoration Project, consisting of restoration and enhancement of tidal wetlands and associated upland habitat, and rough grading to support future wildlifecompatible public access trails on Lower Walnut Creek, Contra Costa County. Prior to commencement of the project, the grantee shall submit for the review and written approval of the Executive Officer of the Conservancy the following: 1. A detailed work program, schedule, and budget. 2. A plan for acknowledgement of Conservancy funding. 3. Names and qualifications of any contractors to be retained in carrying out the project. 4. Evidence that all permits and approvals required to implement the project have been obtained. 5. Evidence that the grantee has entered into any agreements that are necessary to implement the project on those portions of the project site that the grantee does not own, and evidence that the grantee has entered into and recorded agreements that the Executive Officer determines are necessary to protect the public interest in the project. ” Staff further recommends that the Conservancy adopt the following findings: “Based on the accompanying staff report and attached exhibits, the State Coastal Conservancy hereby finds that: 1. The proposed authorization is consistent with Chapter 4.5 of Division 21 of the Public Resources Code, regarding the San Francisco Bay Area Conservancy Program 2. The proposed project is consistent with the current Conservancy Project Selection Criteria and Guidelines. 3. The Conservancy has independently reviewed and considered the Lower Walnut Creek Restoration Project Final Initial Study/Mitigated Negative Declaration adopted by Contra Costa County on November 19, 2019 pursuant to the California Environmental Quality Act (“CEQA”) and attached to the accompanying staff recommendation as Exhibit 3. The Conservancy finds that the Lower Walnut Creek Restoration Project as LOWER WALNUT CREEK HABITAT RESTORATION PROJECT, NORTH REACH designed and mitigated avoids, reduces, or mitigates the potentially significant environmental effects to a less-than-significant level, and that there is no substantial evidence based on the record as a whole that the Lower Walnut Creek Restoration Project may have a significant effect on the environment, as defined in 14 Cal. Code Regulations Section 15382.” PROJECT SUMMARY: Staff recommends the Conservancy authorize disbursement of $970,000 in funds expected to be awarded to the Conservancy by the United States Fish and Wildlife Service (USFWS) National Coastal Wetlands Conservation (NCWC) grant program, for the North Reach element of the Lower Walnut Creek Habitat Restoration Project, which entails the restoration and enhancement of up to 227.7 acres of tidal wetlands, waters and associated upland habitat, and rough grading for 2.5 miles of future-phased trails for wildlife-compatible public access, on the Lower Walnut Creek, Contra Costa County. The Lower Walnut Creek Habitat Restoration Project, North Reach (project) provides multiple benefits and addresses a number of critical regional needs. The project primarily addresses: 1) Historic wetland loss and habitat restoration, 2) Long-term ecological resilience, and 3) Lack of wildlife-compatible public access and recreation in this area of Contra Costa County. Historic Loss of Wetland Habitat and Fragmentation Since the 1850’s San Francisco Bay has lost 80% of its historic tidal wetlands, and areas adjacent to Walnut Creek have lost 85%. This reduction in habitat area threatens native marshdependent fish and wildlife species, including special status species such as salmonids, salt marsh harvest mouse, Ridgway’s rail, and California black rail. The Lower Walnut Creek Habitat Restoration Project will enhance and restore estuarine wetlands, and improve habitat connectivity by approximately doubling the width of marsh corridor along the Walnut Creek channel and helping fill a nearly mile-wide gap between two large historic tidal marshes on either side of the site along the shoreline of Suisun Bay (Exhibit 2). NCWC funding was requested for the 231.9-acre North Reach subset of the larger 386-acre Lower Walnut Creek Habitat Restoration Project. This 231.9-acre subset is in the brackish part of the San Francisco estuary where freshwater flows from the Sacramento-San Joaquin Delta mix with saline waters from San Francisco Bay. 227 acres of the subset will be restored to tidal marsh and associated upland habitats, while the remainder will be graded to support future public access. Tidal marsh in this mixing zone provides habitat for LOWER WALNUT CREEK HABITAT RESTORATION PROJECT, NORTH REACH protected species and also supports high primary productivity, providing food for many native fish species. Adjacent seasonal wetlands and upland/transitional areas provide a rare ecological opportunity for unique habitat combinations that were once more prevalent along the Bay’s edge. This restoration project will also provide the foundational work for a future project phase to create wildlife viewing opportunities and public access amenities. Long Term Ecological Resilience This project has been designed to provide sustainable benefits in consideration of future environmental changes, particularly sea level rise. The project enhances the overall resilience of wetland habitats within the project area by providing space for tidal marsh migration with rising sea levels, increased tidal connectivity, reconnecting sediment flow pathways to promote healthy marsh accretion, and reducing the fragmentation of existing wetland habitats in the region. The restoration approach will capitalize on existing landscape features to restore a tidal marsh system integrated with a matrix of lowland terrestrial ecotone habitats (such as non-tidal pickleweed marsh, seasonal ponds and wetlands, annual grasses and coastal scrub). These habitats will provide enhanced ecosystem functions under present day conditions, and be able to evolve and migrate with sea-level rise. The project anticipates a gradual estuarine transgression and is designed to be self-sustaining, provide high ecological value, and function in perpetuity. Lack of wildlife-compatible public access and recreation opportunities The project is located on the north shore of Contra Costa County. To the east and west along the shoreline are Peyton Marsh and the Point Edith Wildlife Area, respectively, both of which are managed by California Department of Fish and Wildlife and are only accessible by boat. There are very few nearby locations where the large population of Contra Costa County can access tidal marshes and view wildlife without a boat. Upon completion of the habitat restoration work and the rough grading, the John Muir Land Trust will implement public access improvements at the North Reach, which will serve as a destination for a community without adjacent shoreline access. The anticipated source of funds for the public access improvements is via the Priority Conservation Area (PCA) Grant Program. Grant funding is provided by the Metropolitan Transportation Commission (MTC) and the Conservancy, and the program is jointly administered by the Conservancy and MTC/Association of Bay Area Governments (ABAG). At its October 17, 2019 meeting, the Conservancy recommended 16 projects for inclusion into the PCA Grant Program, including $950,000 to the John Muir Land Trust for construction of trails, bridges, overlooks and other public access amenities as part of the Pacheco Marsh Restoration Project, which is an element of the Lower Walnut Creek Restoration Project (a Conservancy grant for the public access project has not yet been authorized). LOWER WALNUT CREEK HABITAT RESTORATION PROJECT, NORTH REACH In response to the challenges highlighted above, the project specifically will: 1. Restore estuary-watershed connections to nourish the baylands with sediments and freshwater. The project will incorporate multiple breaches and channels along Walnut Creek to reconnect the flow of freshwater, sediment, and biota between the creek and the baylands. The high sediment supply delivered from the Walnut Creek watershed (second highest of the San Francisco Bay watersheds according to a 2016 San Francisco Estuary Institute review of the project site), will help the restored marshes accrete sediment and maintain resilience to sea-level rise. In the North Reach’s approximately 231.9-acre project area, restoration will be accomplished by breaching and lowering berms, excavating to create new tidal wetlands and channels, and grading existing upland areas to create a diverse landscape of lowland terrestrial habitats, including seasonal wetlands, and uplands integrated with the tidal wetlands (Exhibit 2). An existing undersized culvert beneath the TransMontaigne Access Road will be enlarged to allow full tidal flows to the restored wetlands. The District’s access road will be relocated to increase the connectivity of restored habitats and to improve maintenance access to a buried outfall pipeline. 2. Design complexity and connectivity into the baylands landscape at various spatial scales. The project will provide for a more continuous band of wetlands along Walnut Creek and connects along the Bay shoreline to large historic marshes (Exhibit 2). The North Reach has been designed to provide habitat complexity (e.g., seasonal wetlands, alkali flat, moist grassland, upland grassland and scrub in the upland transition zone). 3. Plan for the baylands to migrate. The project includes large upland transition areas that provide space for natural marsh migration with sea level rise. This space coupled with Walnut Creek’s high sediment load should make the site resilient to even high rates of sea level rise. 4. Reduce stressors by removing invasive vegetation. Invasive vegetation removal before, during, and after construction is a key component of project implementation. 5. Provide initial construction for public access: This project will rough grade 2.5 miles of public trails along the restoration project within Pacheco Marsh (the inland marsh portion of the North Reach – see Exhibit 2). Completion of construction of the public trails will occur in the future, as part of a different element of the Lower Walnut Restoration Project. LOWER WALNUT CREEK HABITAT RESTORATION PROJECT, NORTH REACH The project is designed to minimize the need for active operations and ongoing maintenance. The proposed project will set levees back from the channel to restore wetland habitat and provide modest levels of flood protection. The current configurations of Walnut Creek and Pacheco Creek are remnants of a traditional engineered flood protection project implemented by the U.S. Army Corps of Engineers (USACE) in the 1960s. Ultimately, the USACE project didn’t achieve the design level of flood protection; and much higher-than-expected creek sedimentation resulted in the need for periodic dredging to maintain flow capacity. The project ultimately results in modest improvements in flood risk reduction, while taking advantage of natural sediment processes to create new habitat and reduce dredging needs. Once the project is complete, the District will perform routine observation and maintenance to maintain the project’s flood protection facilities as part of their regular levee monitoring program. Typical levee monitoring activities which will be applied to the new setback levee include inspection for erosion along the levee tops and slopes. Anticipated levee maintenance includes mowing and weed control and repair of erosion sites. The District will monitor the condition of the proposed improved culvert (TransMontaigne Pier Access Road) to ensure adequate tidal exchange for the restoration area. Long term operations and maintenance provided by the District will be funded using ad valorem tax revenue collected from property owners in the watershed. Public access facilities will require occasional management and maintenance and the District has partnered with the John Muir Land Trust to perform these management duties. Site Description: The project site is located at the mouth of Walnut Creek, three miles east of the City of Martinez, on the southern shore of Suisun Bay (see Exhibit 1). Land use in the project vicinity is primarily industrial and open space and has been disturbed by human activities including dredging, levee-building, other filling, and grading. The resulting landscape is lacking much of the structure and functions (connectivity, natural hydrology, native soils, etc.) that characterize native plant and wildlife communities. The North Reach is subdivided by several remnant berms originally used to contain material dredged from Walnut Creek, creating a series of poorly drained basins disconnected from the creek and the tides. Past disposal of clean dredged material created high ground up to 12 feet above the surrounding tidal marsh. Invasive, non-native plants are present within the marsh, non-tidal wetlands and waters, and transition habitats. Upland communities are dominated by invasive non-native plants. The North Reach abuts a functioning tidal brackish marsh outboard of the existing berms. The project site comprises three parcels: one co-owned by the District and John Muir Land LOWER WALNUT CREEK HABITAT RESTORATION PROJECT, NORTH REACH Trust, one owned by Marathon Oil and one owned by State Lands Commission (SLC). The District is in the process of obtaining a long-term lease from SLC and the rights to construct the project from Marathon Oil, which intends to transfer its property to John Muir Land Trust. After the District completes construction of the project, it will transfer its interest in the coowned property and the SLC lease to John Muir Land Trust for the long-term operation and management of the site as part of the suite of properties already under the Land Trust’s longterm stewardship. The District and John Muir Land Trust have worked together on restoration planning and design of the North Reach. Grantee Qualifications: The District has significant direct experience in successfully delivering grant-funded projects of this magnitude. The District, and their program manager, Paul Detjens, recently completed the 62-acre Upper Sand Creek Basin, a $15 million partially state-grant funded detention basin with a complex riparian restoration zone. The project was delivered ontime and within available funds. In 2017, the District completed a 90% state-grant funded levee rehabilitation project in North Richmond that significantly lowers flood risk while preserving riparian and wetland vegetation. Mr. Detjens has been the project manager for the Lower Walnut Creek Restoration Project to date, including management of state and federal grants. The District and Mr. Detjens have demonstrated full competency to bring the project to a successful conclusion. The Conservancy has previously worked with the John Muir Land Trust on a variety of acquisitions and public access projects throughout Contra Costa County, the largest of which being the Franklin-Fernandez Ranch acquisition and trail development projects which resulted in the creation of four new miles of Bay Area Ridge Trail and ridge trail connectors, as well as grazing improvements. John Muir Land Trust manages 3,200 acres of open space in Alameda and Contra Costa counties. They possess expertise in property and habitat management as well as the development of public access trails and amenities. Project History: In January of 2018 the Conservancy (as one of the few California State agencies who can act as a designated recipient of USFWS National Coastal Wetlands Conservation (NCWC) funds) put out a call for partnership proposals for coastal wetland restoration projects. The District responded to that call for proposals, and Conservancy staff worked closely with the District to submit an application for a $1,000,000 NCWC grant in June 2019 for the implementation of this project. As mentioned earlier, at its October 2019 meeting, the Conservancy also recommended inclusion into the PCA Grant Program a grant of $950,000 to the John Muir Land Trust for the public access amenities intended for this project site in the next phase of work. LOWER WALNUT CREEK HABITAT RESTORATION PROJECT, NORTH REACH PROJECT FINANCING (North Reach only) US Fish and Wildlife Service (via a grant to the Conservancy) $970,000 Contra Costa Flood Control District $2,445,170 San Francisco Bay Restoration Authority $4,504,406 State Wildlife Conservation Board $812,500 Bay Area IRWM $932,377 National Fish and Wildlife Foundation $910,000 California Department of Fish and Wildlife $950,000 Project Total $11,524,453 The USFWS is expected to award $1,000,000 to the Conservancy for the implementation of this project, contingent on compliance with the National Environmental Protection Act and other grant requirements. $970,000 of the grant will support project implementation directly, while the remaining $30,000 will pay for Conservancy staff costs. In addition to the capital costs of the project, John Muir Land Trust will provide $5,000 in in-kind match via $4,500 value in volunteer time spent on vegetation management (establishment and maintenance), as well as $500 in match costs associated with their staff costs regarding volunteers and coordination. CONSISTENCY WITH CONSERVANCY’S ENABLING LEGISLATION: This project is undertaken pursuant to Chapter 4.5 of the Conservancy’s enabling legislation, Public Resource Code Sections 31160-31165, to address resource goals in the San Francisco Bay Area. Section 31162 of the Public Resources Code authorizes the Conservancy to undertake projects and award grants in the nine-county San Francisco Bay Area, including Contra Costa County, that achieve the goals of the San Francisco Bay Area Conservancy Program. All of the proposed project area is within Contra Costa County. The proposed project will serve to achieve the objectives described in Section 31162(a), which authorizes the Conservancy to improve public access around the bay, coast, ridgetops, and urban open spaces through trail systems and related facilities. This project will prepare for pedestrian and cycling improvements along Marsh Creek Trail. The proposed project will also serve to achieve the objectives described in Section 31162(b), which authorizes the Conservancy to protect, restore, and enhance natural habitats, connecting corridors, watersheds, scenic areas, and other open-space resources of regional significance. The proposed project will assist in the enhancement of natural habitat for a variety of listed species in the San Francisco Bay Area. LOWER WALNUT CREEK HABITAT RESTORATION PROJECT, NORTH REACH The proposed project complies with Section 31163(c), which mandates that the Conservancy use specific criteria to develop priority projects within the San Francisco Bay Area Conservancy Program. The project meets the selection criteria under 31163(c), in that it: 1) is supported by and is consistent with adopted regional plans including the San Francisco Baylands Ecosystem Habitat Goals report (1999; Science Update 2015), Restoring the Estuary San Francisco Bay Joint Venture Implementation Plan (Updated 2007), the Contra Costa Flood Control District’s 50 Year Plan – From Channels to Creeks (year), USFWS Recovery Plan for Tidal Marsh Ecosystems of Northern and Central California (2013), the San Francisco Estuary Partnership’s Comprehensive Conservation and Management Plan (2016), Bay Area Integrated Regional Watershed Management Plan (IRWMP) (2013), and the San Francisco Basin (Region 2) Water Quality Control Plan (May 2017); 2) serves a regional constituency by improving water quality discharged into the Bay-Delta, enhancing recreational opportunities in coastal Contra Costa County, and providing invaluable habitat, flood control, and public access benefits along the mouth of Lower Walnut Creek; 3) can be implemented in a timely manner; 4) provides the opportunity to implement a multi-benefit project that would be lost or have to be significantly scaled down if the project cannot be implemented in the near future; and 5) will include significant matching funds from the Contra Costa Flood Control District, the San Francisco Bay Area Restoration Authority, the State Wildlife Conservation Board, the California Department of Water Resources Bay Area Integrated Regional Water Management Grants, the National Fish and Wildlife Foundation, the California Department of Fish and Wildlife, and others. CONSISTENCY WITH CONSERVANCY’S 2018-2022 STRATEGIC PLAN GOAL(S) & OBJECTIVE(S): Consistent with Goal 12, Objective D of the Conservancy’s 2018-2022 Strategic Plan, the proposed project will enhance tidal wetlands, managed wetlands, seasonal wetlands, and upland habitat. Consistent with Goal 13, Objective B of the Conservancy’s 2018-2022 Strategic Plan, this project will help implement projects that provide recreational facilities such as picnic and staging areas, docks and piers, parking lots, interpretive signs, interpretive or educational centers, and natural play spaces. LOWER WALNUT CREEK HABITAT RESTORATION PROJECT, NORTH REACH CONSISTENCY WITH CONSERVANCY’S PROJECT SELECTION CRITERIA & GUIDELINES: The proposed project is consistent with the Conservancy’s Project Selection Criteria and Guidelines, last updated on October 2, 2014, in the following respects: Required Criteria 1. Promotion of the Conservancy’s statutory programs and purposes: See the “Consistency with Conservancy’s Enabling Legislation” section above. 2. Consistency with purposes of the funding source: See the “Project Financing” section above. 3. Promotion and implementation of state plans and policies: USFWS Coastal Program Strategic Plan for 2017-2021: The project will help meet Objective 1.1: Restore and enhance coastal habitats, processes, and ecosystems based upon established National, Regional, and Ecoregion interim priorities. The project will help to conserve and restore the mosaic of habitat types and associated processes that support relevant estuarine ecosystems. State Wildlife Action Plan (CDFW, 2015 Update): Consistent with the overall vision of the State Wildlife Action Plan (CDFW, 2015 Update), the project will contribute to conservation of ecosystem processes, habitat quality, climate change resilience and sustainability. The project is expected to support several species identified in SWAP 2015 as focal species for conservation. The project will implement the following tidal salt marsh conservation strategies (SWAP 2015, pp. 5.3-48-5.3-56). Similar conservation strategies apply for freshwater marsh, but are of lower priority for the project: -Protection of land through acquisition or lease (Conservation Strategy 1) -Research and data gathering on effective restoration methods (Conservation Strategy 2) -Public outreach and education (Conservation Strategy 3) -Invasive species control (Conservation Strategy 6) -Integrated resource management (Conservation Strategy 7) -Partnership for joint advocacy for recreation (Conservation Strategy 8) California Department of Fish and Wildlife Ecosystem Restoration Program (ERP) Conservation Strategy (2014): The 2014 ERP Conservation Strategy LOWER WALNUT CREEK HABITAT RESTORATION PROJECT, NORTH REACH outlines conservation priorities to guide restoration for the Delta and its watershed from 2008-2030. The ERP provides a comprehensive ecosystem restoration strategy for the ERP Focus Area which includes Suisun Marsh and North San Francisco Bay. The project will advance the following Conservation Strategy goals: -Recover endangered and other at-risk species and native biotic communities (Goal 1); -Rehabilitate ecological processes (Goal 2); -Protect and restore habitats (Goal 4); -Prevent the establishment of and reduce impacts from non-native invasive species (Goal 5); and -Improve or maintain water and sediment quality (Goal 6). 4. Support of the public: This project has received a wide array of public support. This is demonstrated by the letters in support of the Conservancy’s grant application to NCWC, as well as the Contra Costa Flood Control District’s grant application to the San Francisco Bay Area Restoration Authority. Supporters include: Congressman Mike Thompson, the Wildlife Conservation Board, the California Department of Fish and Wildlife, East Bay Regional Park District, the John Muir Land Trust, Marathon, American Rivers, Save Mt. Diablo, Walnut Creek Watershed Council, Central Contra Costa Sanitary District, and many others. (See Exhibit 4) 5. Location: The proposed project is in Contra Costa County, which is within the jurisdiction of the San Francisco Bay Area Conservancy Program (see Exhibit 1). 6. Greater-than-local interest: The purpose of the project is the restoration of ecosystem processes including tidal exchange, accretion, and sediment transport. The delivery of sediment supply from Walnut Creek to these newly restored tidal baylands and associated uplands is expected to create a system that is self-sustaining over the long term. The improved delivery of sediment to vulnerable baylands should help continue to ensure that the wetlands have the ability to keep pace with sea level rise, and the project has been designed so that habitats will be able to migrate upslope over time. The approach of restoring tidal influence and accretion has been used in large marshes for decades in the northern portions of San Francisco Bay (e.g. Napa-Sonoma Salt Pond Restoration) and successfully provided long-term benefits for those restoration sites. The project is also expected to provide habitat benefits for a LOWER WALNUT CREEK HABITAT RESTORATION PROJECT, NORTH REACH variety of special status species including: California Ridgway’s rail (Rallus obsoletus), California black rail (Laterallus jamaicensis coturniculus), salt marsh harvest mouse (Reithrodontomys raviventris halicoetes), Longfin Smelt (Spirinchus thaleicthys), fall-run Chinook salmon (Oncorhynchus tshawytscha), central California coast steelhead DPS (Oncorhynchus mykiss), green sturgeon (Acipenser medirostris), as well as a wide variety of other coastal-dependent or migratory shore birds. 7. Sea level rise vulnerability: The project is specifically designed to be resilient and adaptable to the long-term effects of sea level rise and has been designed to ensure continued coastal wetlands benefits. Early in planning, the project coordinated with regional baylands experts to develop strategies for improving long-term resilience of the lower Walnut Creek landscape to support sustained ecosystem services and wildlife habitat under changing future conditions. This planning occurred primarily via the Flood Control 2.0 project, funded by the US EPA and led by scientists from the San Francisco Estuary Institute in partnership with the District. As such, the design features gradual slopes with a number of ecotones that allow upward migration of habitats to counter the effects of sea level rise. Additional Criteria 8. Urgency: The anticipated NCWC grant award will cover the period of January 1, 2020 – December 31, 2021. Although a NCWC grant has not yet been awarded, in March 2020, NCWC announced its decision to award a grant for the project. 9. Resolution of more than one issue: The purpose of the project is the restoration of ecosystem processes including tidal exchange, accretion, and sediment transport. The delivery of sediment supply from Walnut Creek to these newly restored tidal baylands and associated uplands is expected to create a system that is self-sustaining over the long term. The improved delivery of sediment to vulnerable baylands should help continue to ensure that the wetlands have the ability to keep pace with sea level rise, and the project has been designed so that habitats will be able to migrate upslope over time. The restoration of these baylands to tidal action is expected to provide flood control benefits to adjacent properties. Finally, the rough grading of 2.5 miles of future trails will lay the structural groundwork for the creation of wildlife-compatible public access along a stretch of Contra Costa’s shoreline that is currently only accessible by boat. LOWER WALNUT CREEK HABITAT RESTORATION PROJECT, NORTH REACH 10. Leverage: See the “Project Financing” section above. 11. Readiness: The project is currently on schedule for construction in the summer / fall of 2020, with monitoring and adaptive management to follow for a minimum of three years. Recent project milestones include the completion of the California Environmental Quality Act document (Initial Study / Mitigated Negative Declaration), submittal of regulatory permit applications, and the release of the 65% construction documents. 12. Realization of prior Conservancy goals: “See “Project History” above.” 13. Return to Conservancy: $30,000 of the total $1,000,000 USFWS NCWC grant will be provided directly to the Conservancy to cover staff costs associated with managing this project. 14. Cooperation: There has been public involvement throughout the entire planning and design process (2014-present) for the project. At the inception of the planning and design process, the District hosted a ‘listening tour’ in which staff visited and brought together various stakeholder groups, including neighbors, non-government entities and regulators and asked what the creek meant to them, what problems they saw with its current management and condition, and what was their vision for Lower Walnut Creek. These answers fed into a unified vision for the project, and the formation of a Stakeholder Advisory Group, which has met periodically throughout the planning and design process to review progress and provide input at key decision points. In addition to the stakeholder group, the team has hosted over 20 public site tours (typically for two hours on Saturday mornings). Another important aspect of public involvement is the project’s social media presence. Besides the comprehensive project website at www.LowerWalnutCreek.org, the project also has an active Facebook page and a series of nine project videos called “Lower Walnut Creek Adventures” on YouTube. Further public engagement has focused on project partners such as the Walnut Creek Watershed Council, and the John Muir Land Trust (JMLT). The project also has significant coordination with other public agencies, including the California Department of Fish and Wildlife (CDFW), which provided financial support for project planning and design efforts. 15. Minimization of greenhouse gas emissions: See description of mitigation measures regarding Air Quality in the CEQA section below. LOWER WALNUT CREEK HABITAT RESTORATION PROJECT, NORTH REACH CONSISTENCY WITH SAN FRANCISCO BAY PLAN: The Lower Walnut Creek Project helps implement BCDC’s San Francisco Bay Plan (Bay Plan), dated January 2008 (reprinted 2012), by supporting the following polices: 1. Fish, Other Aquatic Organisms and Wildlife, Policy 1 which states that “to the greatest extent feasible, the Bay’s tidal marshes, tidal flats, and subtidal habitat should be conserved, restored and increased.” (page 16); 2. Water Quality, Policy 1 which states that “tidal marshes, tidal flats, and water surface area and volume should be conserved and, whenever possible, restored and increased to protect and improve water quality. Fresh water inflow into the Bay should be maintained at a level adequate to protect Bay resources." (page 19); 3. Tidal Marshes and Mudflats, Policy 4 which calls for the restoration of tidal marshes and tidal flats that have been diked from the Bay to tidal action in order to replace lost historic wetlands, where and whenever possible (page 23); 4. Public Access, Policy 4 which states: “public access should be sited, designed and managed to prevent significant adverse effects on wildlife.” (page 68). CEQA COMPLIANCE: Staff has independently evaluated the Lower Walnut Creek Restoration Project Final Initial Study/Mitigated Negative Declaration (MND) and Mitigation Monitoring and Reporting Program (MMRP) adopted by Contra Costa County on November 19, 2019, and concurs that the there is no substantial evidence that the proposed project will have a significant effect on the environment. Staff therefore recommends that the Conservancy find that the project as mitigated avoids, reduces or mitigates the possible significant environmental effects to a level of less-than-significant and that there is no substantial evidence that the project will have a significant effect on the environment as that term is defined by 14 Cal. Code Regs. §15382. The MND analyzes the Lower Walnut Creek Restoration Project as whole, which is a larger project than the North Reach component to be funded under this authorization. Because the MND analyzes the larger restoration project, this CEQA discussion pertains to the entire Lower Walnut Creek Restoration project, not just the North Reach. The term “project” in this section therefore refers to the larger restoration project. LOWER WALNUT CREEK HABITAT RESTORATION PROJECT, NORTH REACH The MND indicates that the project will not have a significant effect on the environment with incorporation of certain mitigation measures. The potential effects for which mitigation is proposed are in the areas of air quality, biological resources, cultural resources, hazards and hazardous materials, hydrology and water quality, recreation, tribal cultural resources and mandatory findings of significance. The District will be responsible for compliance with the mitigation measures. The potential significant effects on air quality, biological resources, cultural resources, and hazards and hazardous materials, will be mitigated by the measures listed below. The following is a summary of potential impacts and planned mitigation measures for the project. Air Quality The project could result in potentially significant air quality impact, but mitigation measures will reduce the impact to less-than-significant. The District will require its contractors to follow Bay Area Air Quality Management District Basic Construction Mitigation Measures to reduce vehicular emissions and emissions of fugitive dust and equipment exhaust. Those measures include watering exposed surfaces twice daily, all haul trucks transporting loose materials will be covered, vehicle speed limited to 15 mph on unpaved roads, all roadways, driveways and sidewalks will be paved and completed as soon as possible, idling time will be minimized, construction equipment will be properly maintained, and a sign will be posted publicly for a point of contact at the Air District regarding dust complaints. Biological Resources The project would result in: (1) potential impacts on western pond turtle; (2) potential impacts on special-status birds; (3) potential impacts on California black rail and Ridgway’s rail; (4) potential impacts on salt marsh harvest mouse and Suisun shrew; (5) potential impacts on special -status plants; (6) potential impacts on special-status fish; (7) potential impacts on sensitive natural communities; (8) potential impacts on wetlands and other waters; and (9) potential construction- related impacts on movement of native resident or migratory fish species or established native resident or migratory wildlife corridors. These potential impacts will be reduced to less than significant effects through mitigation measures. The mitigation measures include having a qualified biologist provide Worker Environmental Awareness Training to all field management and construction personnel. Qualified biologists will conduct pre-construction surveys, and if any listed species are discovered, work will not begin in the immediate vicinity of that discovery until USFWS/CDFW is contacted, and the listed species have been able to leave the area. A Stormwater Pollution Prevention Plan (SWPPP) will be LOWER WALNUT CREEK HABITAT RESTORATION PROJECT, NORTH REACH developed and implemented for the project area to prevent construction-related water quality impacts. (1) Construction-related impacts on western pond turtle would be potentially significant. Mitigation measures will reduce construction-related impacts on western pond turtle to a lessthan-significant level by providing biological monitoring within 150 feet of sensitive aquatic sites; environmental training to construction personnel; general protection measures, including speed limits on all levees and roads during construction; and specific survey and relocation measures for western pond turtles, if encountered. Operational and long-term effects of the project on western pond turtle will be less than significant. (2) Construction-related impacts on tricolored blackbird, short-eared owl, Northern harrier, saltmarsh common yellowthroat, Suisun song sparrow, and nesting birds protected by the Migratory Bird Treaty Act would be potentially significant. However, mitigation measures will reduce potential construction- related impacts to nesting special-status birds to a less-thansignificant level by providing environmental training to construction personnel, providing general protection measures, and requiring avoidance of construction-related work during the nesting bird season. If avoidance of the nesting season is not possible, then pre-construction nesting bird surveys and establishment of no-construction buffer zones around active bird nests will be used to avoid or minimize the potential for this impact to occur. Operational and longterm effects of the project on tricolored blackbird, short-eared owl, Northern harrier, saltmarsh common yellowthroat, Suisun song sparrow, and nesting birds protected by the Migratory Bird Treaty Act will be less than significant. (3) Temporary construction-related impacts would result in potentially significant impacts on California black rail and Ridgway’s rail. However, implementation of mitigation measures will reduce potential construction-related impacts to Ridgway’s rail and black rail to less-thansignificant by providing environmental training to construction personnel, providing general protection measures, avoiding disturbance to rail nesting habitat (including avoiding construction activities requiring heavy equipment within 500 feet of marsh areas during breeding season – February 1 – August 31), conducting pre-construction protocol surveys (SiteSpecific Protocol for Monitoring Marsh Birds) to identify any active nests, and stopping work if project activities disturb nesting rails. Operational and long-term effects of the project on California black rail and Ridgway’s rail will be less than significant. LOWER WALNUT CREEK HABITAT RESTORATION PROJECT, NORTH REACH (4) Construction-related impacts and ongoing Operation and Maintenance (O&M)- related impacts on salt marsh harvest mouse and Suisun shrew would be potentially significant. However, implementation of mitigation measures will reduce potential construction and ongoing O&M impacts to salt marsh harvest mouse and Suisun shrew to a less-than–significant level by providing environmental training to construction personnel, providing general protection measures, conducting pre-construction surveys, identification and avoidance of suitable habitat for the species, and where avoidance is not possible, using hand tools to clear vegetation. Vegetation removal in SMHM habitat will be conducted under supervision of the USFWS and CDFW approved biologist. Further, suitable marsh habitat will be protected during work activities, silt fencing will separate suitable habitat from adjacent work areas, a biomonitor will be in place to stop work if the species is detected, and work during high tide periods will be avoided. With implementation of these mitigation measures, construction- and ongoing O&M -related impacts will be less than significant. (5) Temporary construction-related impacts would result in significant impacts on special-status plants, and if special-status plants are present in the areas that have not yet been surveyed, these have potential to be impacted indirectly through changes in site hydrology. However, implementation of mitigation measures will reduce potential construction-related impacts to special-status plants and potential indirect impacts to special-status plants due to changes in hydrology to a less- than-significant level. This will be achieved by: conducting pre-construction special-status plant surveys; delineating and avoiding special-status plants within the project work limits by establishing a no-disturbance buffer, including fencing and signage, around the plant to protect it from construction-related activity; compensating for special-status plant impacts that cannot be avoided; and reporting special-status plant occurrence to the California Natural Diversity Database (CNDDB). Operational and long-term effects of the project will be less than significant. (6) Construction-related impacts on special-status fish and marine mammals would be potentially significant. However, implementation of mitigation measures will reduce the impact of project construction on special-status fish to less-than-significant by restricting the timing of in-water work to periods in which special-status aquatic species are unlikely to be present, and if work cannot be avoided outside of that period other measures will be taken including instillation of silt screens which will exclude fish from channels in active construction, National Marine Fisheries Services approved sound attenuation monitoring plan for any pile-driving activities and by ensuring the water quality effects of in-water LOWER WALNUT CREEK HABITAT RESTORATION PROJECT, NORTH REACH work occur at less than significant levels. Operational and long-term effects of the project will be less than significant. (7) Construction-related impacts on sensitive natural communities would be potentially significant. Implementation of mitigation measures will reduce construction-related impacts to less than significant by ensuring that sensitive natural communities are delineated and, to the extent feasible, avoided; minimizing impacts by developing and implementing an erosion control plan and SWPPP; using silt curtains to protect submerged aquatic vegetation; avoiding the introduction of non-native, invasive plant species; using only pesticides certified by the USEPA for use in/adjacent to aquatic environments, and monitoring the vegetation and geomorphology for adaptive management to meet the goals of the project. Operational and long-term effects of the project will be less than significant. (8) Construction-related activities would potentially significantly impact wetlands and other waters. However, implementation of mitigation measures will reduce impacts to less than significant by isolating the in-water work area to isolate suspended sediments to the work area, restricting work activities to within the construction footprint, and by avoiding the introduction and spread of weeds. Although the project will include grading and vegetation management activities within potentially jurisdictional wetlands and waters, and temporal loss of wetlands and waters during construction, these activities will support the goals of habitat restoration and will result in a net increase in wetlands and waters. The project will result in long-term benefits, and therefore the potential operational/long-term impact on wetlands and waters is less than significant. (9) Construction-related activities would potentially significantly impact submerged aquatic vegetation and fish habitat. However, implementation of mitigation measures will reduce impacts to less than significant. Prior to construction or other habitat restoration or conversion activities, a USFWS- approved biologist shall conduct a survey for submerged aquatic vegetation (SAV) at the shoreline of the North Reach. Locations of SAV shall be mapped in GIS, and a buffer will be established to exclude activities that would indirectly remove or alter the habitat or result in indirect adverse impacts on the SAV. If impacts cannot be avoided, the District will consult with CDFW to devise a plan for minimizing impacts. Potential minimization measures include: 1) salvaging and replanting native SAV at the same location following construction, 2) salvaging and relocating native SAV, 3) collection of seeds or other propagules of SAV to reintroduce at the site or other location; 4) payment of in lieu fees for preservation of individual native SAV plants. LOWER WALNUT CREEK HABITAT RESTORATION PROJECT, NORTH REACH Cultural Resources The project would result in: (1) potential impacts on archaeological resources or tribal cultural resources; and (2) potential impacts on human remains. (1) Implementation of mitigation measures will reduce potentially significant impacts to archeological resources to less than significant with mitigation incorporated. Prior to authorization to proceed, a Secretary of the Interior- qualified archeologist will conduct a training program for all field and construction workers involved in site-disturbance. A Secretary of the Interior- qualified archeologist will be retained with 24 hours of any archeological resources discoveries. If determined that the project could damage a historical resource as defined by CEQA, construction will cease in an area determined by the archeologist until a mitigation plan has been prepared, approved by the District and implemented to the satisfaction of the archeologist (and Native American representative appropriate). (2) Implementation of mitigation measures will reduce potentially significant impacts to human remains to less than significant. Mitigation includes compliance with applicable State laws, including Section 7050.5 of the Health and Safety Code. This would require work to halt within 100 feet of the find and immediate notification of the County coroner. If the coroner determines the human remains are Native American, the coroner will notify the California State Native American Heritage Commission (NAHC), who will appoint a Most Likely Descendant (MLD) (PRC Section 5097.98) to make recommendations to the District for the appropriate means of treating the human remains and any associated funerary objects. Hazards and Hazardous Materials The project would result in potential impacts due to exposure of public and workers to hazardous materials. Preparation and implementation of a Hazardous Materials Dewatering and Management Plan will reduce impacts to less than significant with mitigation incorporated. This mitigation measure will establish procedures analyzing the chemical concentrations in dewatering fluids and ensuring the dewatering fluids are disposed of in accordance with all applicable federal and state laws. The potential significant effects on hydrology and water quality, recreation, tribal cultural resources and mandatory findings of significance will be also mitigated by these same measures. LOWER WALNUT CREEK HABITAT RESTORATION PROJECT, NORTH REACH Upon approval of the project, Conservancy staff will file a Notice of Determination. Exhibit C1 United States Department of the Interior FISH AND WILDLIFE SERVICE California-Great Basin Region Wildlife & Sport Fish Restoration Program 2800 Cottage Way, W-1729 Sacramento, California 95825 In Reply Refer to: FWS/IR10/Lower Walnut Crk January 5, 2021 Ms. Avra Heller California State Coastal Conservancy 1515 Clay Street, 10th Floor Oakland, California 94612-1401 DUNS: 808322408 Subject: Notice of Grant Award for FBMS# F20AP10012 Dear Ms. Heller: The U.S. Fish & Wildlife Service (Service) has completed the environmental compliance documentation for your Federal financial assistance project “Lower Walnut Creek Habitat Restoration Project, North Reach”, submitted to the Service’s CFDA Program 15.614. Compliance requirements associated with the National Environmental Policy Act, the Endangered Species Act, the Magnuson Stevens Fishery Conservation and Management Act, and Section 106 of the National Historic Preservation Act, and Section 106 of the Clean Water Act have been satisfied. As a result, we are removing the following special conditions that were in your June 10, 2020 Notice of Award and inserting a new special condition to ensure compliance. The completion of all applicable Federal environmental compliance now allows for the release of all remaining funds for this project. SPECIAL CONDITIONS REMOVED LOWER WALNUT CREEK HABITAT RESTORATION PROJECT, NORTH REACH Drawdown of funds in ASAP is limited to reimbursement of expenditures not to exceed $30,000 (federal share) of administrative costs including project and grant management. As a condition of award, the Recipient and their sub-recipient(s) and contractor(s) must not begin any potentially impactful work related to this award until the Service has notified you in writing that such work can begin. Recipients and sub-recipients of Federal grants and cooperative agreement awards must comply with the requirements of the National Environmental Policy Act (NEPA), Section 7 of Endangered Species Act (ESA), Magnuson-Stevens Fishery Conservation and Management Act, Bald and Golden Eagle Protection Act, and Section 106 of the National Historic Preservation Act (NHPA). There is always the possibility of accidental discovery of buried archaeological deposits. If archaeological remains are uncovered, the grantee will required that work halts immediately until a qualified archaeologist can evaluate the materials. Upon discovery of suspected archaeological deposits, the grantee will be required to contact the US Fish and Wildlife Service at and the State Historic Preservation Officer immediately. The State Historic Preservation Officer and the Fish and Wildlife Service will determine necessary next steps. In the event any Ms. Avra Heller January 5, 2021 Page 2 archaeological or historic materials are encountered during project activity, work in the immediate area must stop and the following actions taken: 1. Implement reasonable measures to protect the discovery site, including any appropriate stabilization or covering; 2. Take reasonable steps to ensure the confidentiality of the discovery sites; and 3. Take reasonable steps to restrict access to the site of discovery. The recipient must notify the concerned Tribes and all appropriate county, state, and federal agencies, including the State Historic Preservation Office. Agencies and the Tribe(s) will discuss the possible measures to remove or avoid cultural material, and will reach an agreement with the recipient regarding actions to be taken and disposition of material. If Human remains are uncovered, appropriate law enforcement agencies must be notified first, and the above steps followed. If the remains are determined to be Native, consultation with the affected Tribe(s) will take place in order to mitigate the final disposition of said remains. SPECIAL CONDITION RETAINED Any nesting, brooding, or brood rearing bald eagles encountered by field crews at survey sites shall be avoided by a distance of at least 200 m, if work activity is visible to the eagles (direct line of sight), or 100 m, if work activity is not visible LOWER WALNUT CREEK HABITAT RESTORATION PROJECT, NORTH REACH to the eagles, per Service guidelines for bald eagles (USFWS 2007), for as long as such eagle activity is present. Because golden eagles appear to have a lower tolerance for human disturbance than bald eagles, any nesting, brooding, or brood rearing golden eagles encountered by field crews at work sites shall be avoided by a distance of at least 800 m, if work activity is visible to the eagles (direct line of sight); or 400 m, if work activity is not visible to the eagles for as long as such eagle activity is present. SPECIAL CONDITION ADDED The recipient and subrecipient will ensure that all required general and special conditions included in the US Army Corp of Engineers Permit No. 2004-292960S, dated December 11, 2020, will be adhered to and met in order to be in compliance with required federal regulations for this award. Any amendments to that Permit which take place during the term of this award, must be adhered to and met as if part of the original permit. All other provisions and conditions for this grant award remain in effect. With receipt of this Letter Addendum, the California Coastal Conservancy may being to draw funds for construction related activities. Please contact our Grants Manager, Becky Miller, (916) 978-6185 with any questions. Please include the Service’s Grant Award number provided in the subject line of this letter in all written communications. Sincerely, Lawrence M. Riley, Manager Wildlife and Sport Fish Restoration Program cc: Sean Williamson, California State Coastal Conservancy Mike Piazzoni, IR10 Wildlife and Sport Fish Restoration Program Exhibit C2 RECOMMENDATION(S): DENY claims filed by Donald J. Campbell, Anne Hancock (2), Angela Spruill, and Travelers Property Casualty Co. b/o Hillside Business Center Owners. FISCAL IMPACT: No fiscal impact. BACKGROUND: Donald J. Campbell: Property claim for damage to vehicle in an undisclosed amount. Anne Hancock (2): Two claims for personal injury and property damage related to an eviction in an undisclosed amount. Angela Spruill: Claim for physical and mental injuries related to alleged toxic work environment in an amount to be determined. Travelers Property Casualty Co. on behalf of Hillside Business Center Owners: Property claim for damage to vehicle in the amount of $2,192.64. CONSEQUENCE OF NEGATIVE ACTION: * APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 04/20/2021 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: Risk Management I hereby certify that this is a true and correct copy of an action taken and entered on the minutes of the Board of Supervisors on the date shown. ATTESTED: April 20, 2021 Monica Nino, County Administrator and Clerk of the Board of Supervisors By: Stacey M. Boyd, Deputy cc: C. 13 To:Board of Supervisors From:Monica Nino, County Administrator Date:April 20, 2021 Contra Costa County Subject:Claims RECOMMENDATION(S): DENY claim filed by Javed Khalid. FISCAL IMPACT: No fiscal impact. BACKGROUND: Javed Khalid: Housing Authority claim for damage to vehicle in the amount of $1,142.22 CONSEQUENCE OF NEGATIVE ACTION: * APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 04/20/2021 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: Risk Management I hereby certify that this is a true and correct copy of an action taken and entered on the minutes of the Board of Supervisors on the date shown. ATTESTED: April 20, 2021 Monica Nino, County Administrator and Clerk of the Board of Supervisors By: Stacey M. Boyd, Deputy cc: C. 14 To:Board of Supervisors From:Joseph Villarreal, Executive Director Date:April 20, 2021 Contra Costa County Subject:claims RECOMMENDATION(S): ADOPT Resolution No. 2021/130 proclaiming April 18-24, 2021 as National Crime Victims' Rights Week in promotion of victims' rights and to recognize crime victims and those who advocate on their behalf. FISCAL IMPACT: No fiscal impact. BACKGROUND: In April 1981, President Ronald Reagan proclaimed the first national "Crime Victims Week." National Crime Victims' Rights Week offers an opportunity to renew our commitment to crime victims by strengthening our partnerships and creating new ones, upholding the constitutional mandates of Marsy's Law and mobilizing organizations and their leaders to continue the commitment to crime victims and the safety of our community. APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 04/20/2021 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: Jason Chan, (925) 957-2234 I hereby certify that this is a true and correct copy of an action taken and entered on the minutes of the Board of Supervisors on the date shown. ATTESTED: April 20, 2021 Monica Nino, County Administrator and Clerk of the Board of Supervisors By: Wendy Mascitto, Deputy cc: C. 15 To:Board of Supervisors From:Diana Becton, District Attorney Date:April 20, 2021 Contra Costa County Subject:National Crime Victims' Rights Week April 18-24, 2021 ATTACHMENTS Resolution 2021/130 In the matter of:Resolution No. 2021/130 National Crime Victims' Rights Week 2021 Whereas, in 1982, the President's Task Force on Victims of Crime envisioned a national commitment to a more equitable and supportive response to victims; and Whereas, this commemorative week celebrates the energy. perseverance and commitment that launched the victims' rights movement, inspired its progress, and continues to advance the cause of justice for crime victims; and Whereas, crime can leave a lasting impact on any person, regardless of age, national origin, race, creed, religion, gender, sexual orientation, immigration, or economic status; and Whereas, incorporating communities' exiting experts and trusted sources of support into efforts to fully serve survivors will develop a criminal justice system response that is truly accessible and appropriate for all victims of crime; and Whereas, with the unwavering support of their communities and victim service providers behind them, survivors will be empowered to face their grief, loss fear, anger and hope without fear of judgment, and will feel understood, heard, and respected; and Whereas, serving victims and rebuilding their trust restores hope to victims and survivors, as well as supports thriving communities; and Whereas, engaging a broader array of healthcare providers, community leaders, faith organizations, educators and businesses can provide new links between victims and services that improve their safety, healing, and access to justice; and Whereas, honoring the rights of victims, including the rights to be heard and to be treated with fairness, dignity, respect, and working to meet their needs rebuilds their trust in the criminal justice and social service systems in the aftermath of crime; and Whereas, Contra Costa County is hereby dedicated to strengthening victims and survivors in the aftermath of crime, building resilience in our communities and our victim responders, and working for a better future of all victims and survivors. Now, Therefore, Be It Resolved that Board of Supervisors proclaims the week of April 18-24, 2021, as Crime Victims' Rights Week, reaffirming the County's commitment to creating a victim service and criminal justice system response that assists all victims of crime during Crime Victims' Rights Week and throughout the year; and expressing our sincere gratitude and appreciation for those community members, victim service providers, and criminal justice professionals who are committed to improving our response to all victims of crime so that they may find relevant assistance, support, justice, and peace. ___________________ DIANE BURGIS Chair, District III Supervisor ______________________________________ JOHN GIOIA CANDACE ANDERSEN District I Supervisor District II Supervisor ______________________________________ KAREN MITCHOFF FEDERAL D. GLOVER District IV Supervisor District V Supervisor I hereby certify that this is a true and correct copy of an action taken and entered on the minutes of the Board of Supervisors on the date shown. ATTESTED: April 20, 2021 Monica Nino, County Administrator By: ____________________________________, Deputy RECOMMENDATION(S): INTRODUCE Ordinance No. 2021-13, allowing community members to care for found dogs and cats and establishing new leash restrictions; WAIVE reading; and FIX April 27, 2021, as the date for adoption. FISCAL IMPACT: The Department does not project any fiscal impact due to the proposed ordinance. BACKGROUND: Ordinance No. 2021-13 amends Division 413 of the county Ordinance Code to allow community members and nonprofit organizations to care for dogs and cats they find at large until the animal’s owner can be identified and informed that their animal has been located. The ordinance requires finders of animals to take certain steps to help identify the found animal’s owner and to provide humane treatment for the animal. Division 413 prohibits dogs from being “at large.” Ordinance No. 2021-13 provides that a dog will be deemed to be “at large” if it is on a leash that is longer than six feet or that is extendable or retractable. A long, retractable, APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 04/20/2021 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: Arturo Castillo 925-608-8470 I hereby certify that this is a true and correct copy of an action taken and entered on the minutes of the Board of Supervisors on the date shown. ATTESTED: April 20, 2021 Monica Nino, County Administrator and Clerk of the Board of Supervisors By: June McHuen, Deputy cc: C. 16 To:Board of Supervisors From:Beth Ward, Animal Services Director Date:April 20, 2021 Contra Costa County Subject:INTRODUCE Ordinance No. 2021-13, allowing community members to care for found dogs and cats and establishing new lease restrictions; WAIVE reading; an BACKGROUND: (CONT'D) or extendable leash allows a dog to get too far away from its handler, which does not allow for effective control of the dog. In addition, animals and people can get tangled up in the cord of a long, retractable, or extendable leash, which can cause safety issues. CONSEQUENCE OF NEGATIVE ACTION: Unless the County Ordinance Code is revised, the Animal Services Department will continue to be required to impound found animals until their owners are notified and can claim their animals. CHILDREN'S IMPACT STATEMENT: Ensuring that a dog is walked on a leash that is six feet or less could reduce dog bites to children due to helping to ensure more effective control. It could also reduce the possibility of injury from getting entangled in the leash. According to Consumer Reports and the Consumer Union’s analysis of statistics collected in 2007, there were 16,564 hospital treated injuries associated with pet leashes. 10.5% of those injuries were to children ten years of age and younger. ATTACHMENTS Ordinance No. 2021-13. ORDINANCE NO. 2021-13 1 ORDINANCE NO. 2021-13 AT LARGE DOGS AND CARING FOR FOUND DOGS AND CATS 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. SUMMARY. This ordinance amends Division 416 of the County Ordinance Code to clarify when a dog is deemed to be “at large” and to allow community members to care for found dogs and cats under Animal Services Department guidelines. SECTION II. Section 416-4.402 is amended to read as follows: 416-4.402 Animals at large. (a) No person owning, possessing, harboring, or controlling an animal may allow the animal to be at large. (b) As used in this section, an “at large” animal means any of the following: (1) A dog that is on public property or common areas of private property and is not under effective restraint of a leash. A dog is not “under effective restraint of a leash” if the leash: (A) is not made of sufficient material and strength to restrain the dog; (B) is longer than six feet; (C) is extendable or retractable; or (D) is not held in a manner that prevents the dog from being at large or causing injury to another animal or person. A dog is not required to be under restraint by a leash if the dog is on private property owned by, or in the possession of, the person owning or controlling the dog. (2) An animal other than a dog or a cat that is not in the immediate presence and under the effective control of a person. (3) An animal that is tethered or leashed: (A) for longer than fifteen minutes on any street or other public place not set aside for tethering or leashing; or (B) in such a way as to block a public walkway or thoroughfare. (4) An animal on private property or in any public building without the consent of the owner or occupant. (5) An animal in any place or position with the capacity to injure persons or property. (6) An animal that fights, bites, or causes harm to a person or other animal unless the person or other animal has entered, without permission, private property owned by or in the possession of the person owning or controlling the offending animal and the private property is properly fenced and posted as to the presence of the offending animal. ORDINANCE NO. 2021-13 2 (7) An animal that: (A) is not on the private property owned by, or in the possession of, the person owning or controlling the animal; and (B) is not wearing a required license tag. (8) An animal that is left at any place without provision for its care. (c) Exemptions. A working, hunting, obedience, tracking, or show dog that is performing acts such as herding and is under the control and supervision of the dog’s owner or handler is not “at large” while performing these acts. Dogs being exercised under the control of their owners in public areas designated for animal exercise are not at large. (d) Females in Heat. In the case of female dogs or cats in heat and for the purposes of Food and Agricultural Code Section 30954, “at large” means outside a house, vehicle, or other secure enclosure adequate to prevent unplanned male access. (e) Animals in Vehicles. (1) A dog or other animal in or on a vehicle is deemed to be on the property of the vehicle’s operator. Except as otherwise provided in Vehicle Code Section 23117, no dog or other animal may be transported on any public thoroughfare in a vehicle unless the dog or animal is: (A) totally enclosed within the vehicle; (B) within a secured container carried on the vehicle; or (C) securely cross-tethered to the vehicle to prevent the animal from falling out of or off the vehicle and to prevent injury to the animal. (2) No dog or any other animal may be left completely enclosed in a parked vehicle without adequate ventilation, or left in such a way that subjects the animal to high temperatures that negatively affect the animal’s health and welfare. (Ords. 2021-13 § 2, 80-97 § 2). SECTION III. Section 416-8.002 is amended to read as follows: 416-8.002 Impoundment required. (a) Except as otherwise provided in this chapter, all animals, including dogs and cats, that are abandoned, found at large, taken into custody by the animal services director, or otherwise found to be in violation of Division 416 of this code, will be taken up and impounded, and are subject to destruction by humane injection. (b) A person who finds a stray domestic animal at large, whose owner is unknown or cannot be immediately contacted, may temporarily retain and care for that animal. Within eight hours after finding the animal, or as soon as the animal services department opens for business if the department is closed when the animal is found, the person retaining the animal must: (A) notify the animal services department that they have the animal in their possession; (B) provide to the department a description and photograph of the animal; (C) ORDINANCE NO. 2021-13 3 have the animal scanned for a microchip; and (D) state their name, where the animal was found, and where the animal will be held until its owner is located. (c) The finder of an at-large animal is obligated to provide the animal humane treatment. (d) When the owner of a found animal is located, the person holding the animal shall either immediately surrender the animal to the animal services department for impoundment or return the animal to the owner. The finder shall not charge the owner for compensation except to recover a reasonable charge for saving and taking care of the animal as permitted by Civil Code Section 2080. If no owner is located within 30 days, or the owner does not claim the animal within the time provided in Section 416-8.006, then the finder may claim ownership of the animal or provide the animal for adoption by a new owner. (Ords. 2021-13 § 3, 80-97 § 2). SECTION IV. Section 416-8.006 is amended to read as follows: 416-8.006 Holding period—Notice. (a) Impounded animals shall be kept at a facility of or authorized by the animal services department for the time required by the Food and Agriculture Code, including Sections 31128, 31752, and 31753, except for rabies control purposes and as follows: (1) Impounded stray dogs or cats with valid licenses shall be held 10 days after written notice is mailed or otherwise given to the owner, if the owner is identified. (2) Impounded stray horses, mules or burros shall be held for five days. These animals, if unclaimed after that period, shall be disposed of in such a manner as the board of supervisors specifies by resolution. Bovines shall be delivered to a state inspector as provided in Food and Agriculture Section 17061. (b) An animal found at large and retained under Section 416-8.002(c) shall not be deemed impounded unless the finder has delivered the animal to the animal services department. (c) If the owner of an impounded animal, other than a dog or cat with a valid license, is identified, the animal services department will notify the owner by telephone or mail within two days after the animal is identified and will hold the animal for at least five days (excluding Saturdays, Sundays, and holidays when the animal services department is closed) after notice is mailed or otherwise given. (d) If the finder of an at large animal, as provided in Section 416-8.002(c), identifies the animal’s owner, then the finder shall either: (A) notify the owner of the animal’s location within two days after identifying the owner; or (B) notify the animal services department of the owner’s identification, and the department shall then notify the owner. (e) The animal services director may dispose of an animal unclaimed after the holding period expires by humanely destroying the animal by injection, transferring the animal to an ORDINANCE NO. 2021-13 4 animal-related nonprofit organization, or by placing the animal in an adoptive home. No live animal shall be released for teaching or experimental purposes. (Ords. 2021-13 § 4, 80-97 § 2). SECTION V. Section 416-8.016 is amended to read as follows: 416-8.016 Adoption. (a) The department may put an impounded animal up for adoption if the animal services director finds that allowing the animal to be adopted is not contrary to law, department policy, or the public interest. A dog or cat may be adopted solely for the purpose of serving as a pet and only after the animal has been licensed, neutered or spayed, and vaccinated against rabies. (b) If the owner of a found animal is not located, and the finder of the animal, as provided in Section 416-8.002(c), is an animal-related nonprofit organization that identifies a person willing to adopt the animal, then the finder must provide all appropriate vaccinations to the animal, implant a microchip in the animal, spay or neuter the animal, and provide license information to the new owner at the time of adoption. The finder may pass along the costs incurred for these procedures to the new owner. (c) Fees for the adoption of animals from the animal services department will be established by resolution of the board of supervisors. (Ords. 2021-13 § 5, 80-97 § 2). SECTION VI. EFFECTIVE DATE. This ordinance becomes effective 30 days after passage, and within 15 days after passage must be published once with the names of supervisors voting for or against it in the East Bay Times, a newspaper published in this County. PASSED ON ____________________________________ by the following vote: AYES: NOES: ABSENT: ABSTAIN: ATTEST: MONICA NINO, ____________________________ Clerk of the Board of Supervisors Board Chair and County Administrator By: _________________________ [SEAL] Deputy KSK: H:\Animal Services\Ordinance Revisions\2021 Amendments Final.docx RECOMMENDATION(S): INTRODUCE Ordinance No. 2021-15 amending the Contra Costa County Ordinance Code to exclude from the merit system the new classification of Associate Medical Director-Exempt, WAIVE Reading and FIX April 27, 2021, for adoption. FISCAL IMPACT: No fiscal impact. BACKGROUND: APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 04/20/2021 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: Gladys Scott Reid (925) 655-2122 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: April 20, 2021 Monica Nino, County Administrator and Clerk of the Board of Supervisors By: June McHuen, Deputy cc: C. 17 To:Board of Supervisors From:Ann Elliott, Human Resources Director Date:April 20, 2021 Contra Costa County Subject:Introduce Ordinance No. 2021-15 Amend the County Ordinance to exclude Associate Medical Director-Exempt BACKGROUND: (CONT'D) There has been a significant increase in demand for various healthcare services over the past year due to COVID-19, resulting in a need for additional clinical leadership to help in the day-to-day management of different service areas; most notably, ambulatory care and inpatient care. A classification study was completed, during which comparable management classifications were identified in similarly structured external agencies. We found that all comparable organizations that currently have a Medical Director classification, also have some form of Associate/Assistant/2nd level Medical Director in place to support the overall management functions of organization. While Contra Costa County Health Services has been operating without this 2nd management level up to this point, with the increased healthcare demands since the onset of the coronavirus pandemic, this organizational structure is no longer sustainable to maintain operations within the department. The Health Services Department is requesting to establish the classification of Associate Medical Director-Exempt, which is intended to add an additional layer of executive management to support the current Medical Director classification. This request also includes adding two positions; one of which will be assigned to support ambulatory care, and the other to support inpatient care. These new Associate Medical Director positions will help improve access to vital services, increase visits, oversee quality and improvement projects, manage physician and clinic service lines, support telehealth services, etc. This has been identified by the Chief Executive Officer, Contra Costa Regional Medical Center, Health Centers & Detention Health, as operationally critical in order to continue providing quality care to the communities we serve. A salary study was conducted to determine the salary range for this new classification, which is in line with Contra Costa County's general salary structure for progression from one management level to the next. In addition, when comparing to similar classifications in external agencies, the suggested salary for the Associate Medical Director-Exempt will fall directly in line with both the mean and median in the field as a whole, allowing Contra Costa County to remain competitive in recruiting and hiring highly qualified talent for these new positions. In order to offset the cost of establishing and adding two positions, the department will be eliminating three vacant clinical positions (one Hospitalist-Exempt position and two Primary Care Provider-Limited-Exempt positions), which will ultimately result in an annual cost savings to the County. CONSEQUENCE OF NEGATIVE ACTION: If this action is not approved, the Health Services Department will have insufficient executive staff to properly maintain operational functions, which will result in decreased availability of critical health care services to the communities of Contra Costa County. ATTACHMENTS Ordinance 2021-15 RECOMMENDATION(S): INTRODUCE Ordinance No. 2021-14 amending the County Ordinance Code to retitle the classification of Departmental Personnel Officer - Exempt to the new title of Departmental Human Resources Officer I - Exempt and exclude from the merit system the new classification of Departmental Human Resources Officer II - Exempt in the list of classifications excluded from the merit system, WAIVE READING and FIX April 27, 2021, for adoption. FISCAL IMPACT: No fiscal impact BACKGROUND: The exempt classification of Departmental Personnel Officer was created on December 11, 2018. Since the establishment of the classification, positions have been added in four County departments: Employment and Human Services (EHSD), Health Services Department (HSD), Public Works, and the Library. The positions in APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 04/20/2021 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: Tina Pruett (925) 655-2179 I hereby certify that this is a true and correct copy of an action taken and entered on the minutes of the Board of Supervisors on the date shown. ATTESTED: April 20, 2021 Monica Nino, County Administrator and Clerk of the Board of Supervisors By: June McHuen, Deputy cc: C. 18 To:Board of Supervisors From:Monica Nino, County Administrator Date:April 20, 2021 Contra Costa County Subject:Ordinance No. 2021-14 Retitle Departmental Personnel Officer - Exempt and establish Departmental Human Resources Officer II - Exempt BACKGROUND: (CONT'D) EHSD and HSD manage teams that serve the two largest departments in the County. The scope of responsibility is greater than the positions in smaller departments with less complicated needs. Additionally, HSD is the only County department with delegated authority to conduct recruitments for classifications that exist only within that department. Contra Costa County Human Resources Department contracted with CPS HR Consulting to conduct a study of the staffing needs of the personnel units in both EHSD and HSD. This study was completed over a two-year period and included a recommendation that the County “should add a first line supervisor position to assist in the day to day management of staff. This will allow the Departmental Personnel Officer to focus on the programmatic requirements that have been delegated as unmet work requirements and management oversight of the division, and provide guidance in the Personnel arena at the departmental level, while providing a position that can focus on appropriate work distribution and supervisory guidance in addition to helping the current supervisor with backlogged projects/requirements and assist with running the day to day operation of the Personnel Division." The expectation will be that this lead department HR position will provide greater leadership and effectiveness and accountability for accuracy in all functions of the departmental human resource function. Both EHSD and HSD have vacant positions in the Departmental Human Resources Supervisor classification that need to be filled in order to properly support the departmental HR functions. At the time that the supervisor classification was established, the salary allocation was based solely on internal salary structures, and established at a rate that would not result in requiring analysis of other salaries within the job family. Following a failed recruitment, and feedback from candidates who declined to apply, Human Resources conducted a salary survey for the Departmental HR Supervisor. The results of that salary survey supported a reallocation that would have created compaction between the Departmental Human Resources Supervisor and the Personnel Officer classification. As a result, Human Resources is recommending that the Departmental Personnel Officer classification be retitled to Departmental Human Resources Officer I, and establish the new classification of Departmental Human Resources Officer II. Departmental Human Resources Officer II will be restricted for use as single incumbent positions in EHSD and HSD only. This change will also address the disparity between the smaller departments and larger departments use of a single job classification as described above. CONSEQUENCE OF NEGATIVE ACTION: If not approved the impacted departments will not have the appropriate classification structure. ATTACHMENTS Ordinance No. 2021-14 RECOMMENDATION(S): APPOINT the following individual to the Contra Costa County Sustainability Commission for a term to end on March 31, 2023: District IV Alternate: Brandon Watson APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 04/20/2021 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 Chow, (925)521-7100 I hereby certify that this is a true and correct copy of an action taken and entered on the minutes of the Board of Supervisors on the date shown. ATTESTED: April 20, 2021 Monica Nino, County Administrator and Clerk of the Board of Supervisors By: Stacey M. Boyd, Deputy cc: C. 19 To:Board of Supervisors From:Karen Mitchoff, District IV Supervisor Date:April 20, 2021 Contra Costa County Subject:APPOINT Brandon Matson to the District IV Alternate Seat on the Contra Costa County Sustainability Commission RECOMMENDATION(S): (CONT'D) Pleasant Hill, CA FISCAL IMPACT: none BACKGROUND: The Sustainability Commission’s purpose is to advise the Board on issues related to the County’s Climate Action Plan and opportunities to realize equity and fairness across the diverse communities of Contra Costa County in sustainability programs that support the Climate Action Plan. The Sustainability Commission will provide suggestions to staff and the Board on how to better engage Contra Costa County residents and businesses on sustainability issues and implementation of the Climate Action Plan. CONSEQUENCE OF NEGATIVE ACTION: The District IV alternate seat will remain vacant. CHILDREN'S IMPACT STATEMENT: none RECOMMENDATION(S): REAPPOINT Silvia Ledezma to District I Seat on the Arts & Culture Commission, with a term ending on 6/30/2025 FISCAL IMPACT: None BACKGROUND: The Arts & Culture Commission advises the Board of Supervisors in matters and issues relevant to Arts and Culture, to advance the arts in a way that promotes communication, education, appreciation and collaboration throughout Contra Costa County; to preserve, celebrate, and share the arts and culture of the many diverse ethnic groups who live in Contra Costa County; to create partnerships with business and government; to increase communications and understanding between all citizens through art. Most importantly, the Commission will promote arts and culture as a vital element in the quality of life for all of the citizens of Contra Costa County. APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 04/20/2021 APPROVED AS RECOMMENDED OTHER Clerks Notes: VOTE OF SUPERVISORS AYE:John Gioia, District I Supervisor Candace Andersen, District II Supervisor Diane Burgis, District III Supervisor Karen Mitchoff, District IV Supervisor Federal D. Glover, District V Supervisor Contact: James Lyons, 510-231-8692 I hereby certify that this is a true and correct copy of an action taken and entered on the minutes of the Board of Supervisors on the date shown. ATTESTED: April 20, 2021 Monica Nino, County Administrator and Clerk of the Board of Supervisors By: Stacey M. Boyd, Deputy cc: C. 20 To:Board of Supervisors From:John Gioia, District I Supervisor Date:April 20, 2021 Contra Costa County Subject:REAPPOINT Silvia Ledezma to the District 1 seat of the Arts & Culture Commission CONSEQUENCE OF NEGATIVE ACTION: The seat will remain vacant and the Arts & Culture Commission may not be able to have a quorum of members during their meetings. RECOMMENDATION(S): DECLARE a vacancy for the Low Income Seat No. 5 on the Economic Opportunity Council, and DIRECT the Clerk of the Board to post the vacancy as recommended by the Employment and Human Services Director. FISCAL IMPACT: There is no fiscal impact. BACKGROUND: On March 11, 2021, the Economic Opportunity Council recommended and approved to vacate the Low-Income Seat No. 5. The Seat term ends June 30, 2021. CONSEQUENCE OF NEGATIVE ACTION: The Economic Opportunity Council may not be able to conduct routine business. APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 04/20/2021 APPROVED AS RECOMMENDED OTHER Clerks Notes: VOTE OF SUPERVISORS AYE:John Gioia, District I Supervisor Candace Andersen, District II Supervisor Diane Burgis, District III Supervisor Karen Mitchoff, District IV Supervisor Federal D. Glover, District V Supervisor Contact: Elaine Burres 608-4960 I hereby certify that this is a true and correct copy of an action taken and entered on the minutes of the Board of Supervisors on the date shown. ATTESTED: April 20, 2021 Monica Nino, County Administrator and Clerk of the Board of Supervisors By: Stacey M. Boyd, Deputy cc: C. 21 To:Board of Supervisors From:Kathy Gallagher, Employment & Human Services Director Date:April 20, 2021 Contra Costa County Subject:DECLARE Economic Opportunity Council Vacancy RECOMMENDATION(S): MOVE Donald Maglhaes from the Appointee 1 seat to the Appointee 5 Seat; APPOINT Tyker Fagg to the Appointee 7 Seat and Richard Johnson to the 1st Alternate seat, all Alamo Residents, to the County Service Area P-5 Citizens Advisory Committee for a two-year term with an expiration date of January 1, 2023, as recommended by Supervisor Candace Andersen. FISCAL IMPACT: NONE BACKGROUND: Established on April APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 04/20/2021 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: Jill Ray, 925-957-8860 I hereby certify that this is a true and correct copy of an action taken and entered on the minutes of the Board of Supervisors on the date shown. ATTESTED: April 20, 2021 Monica Nino, County Administrator and Clerk of the Board of Supervisors By: Stacey M. Boyd, Deputy cc: District 2 Supervisor, Maddy Book, CSA P5 CAC, Appointee, , C. 22 To:Board of Supervisors From:Candace Andersen, District II Supervisor Date:April 20, 2021 Contra Costa County Subject:APPOINTMENT TO THE COUNTY SERVICE AREA P-5 CITIZENS ADVISORY COMMITTEE BACKGROUND: (CONT'D) 18, 1972, by Resolution Number 72/257, the purpose of the County Service Area P-5 Citizen Advisory Committee is to act as a liaison between the citizens of the P-5 Police District and the Office of the Sheriff of Contra Costa County by: Advising the Board of Supervisors and the Office of the Sheriff of the community's needs and desires regarding police protection; Promoting public safety in the areas of home safety, traffic safety, vacation security and crime prevention through the neighborhood watch program; and maintaining oversight of expenditures of the public funds accruing in the P-5 Police District. Mr. Maglhaes was assigned to the wrong seat on a previous Board Order, this move will correct that error. CONSEQUENCE OF NEGATIVE ACTION: The seats will remain vacant CHILDREN'S IMPACT STATEMENT: NONE RECOMMENDATION(S): APPROVE Appropriation and Revenue Adjustment No. 005037 authorizing the transfer of appropriations in the amount of $28,943 from Employment Human Services Department (EHSD), Children & Family Services Bureau (0502), Fund 100300 to Fleet Internal Services Fund (ISF), Auto and Trucks (Fleet), Fund 150100 for the purchase of one replacement vehicle (2008 Ford Fusion Sedan Asset # 0793). FISCAL IMPACT: The replacement of non-ISF vehicle will be funded 100% through EHSD Administration budgeted funds (100% County). The replacement of a vehicle not in the ISF is initially funded with 100% County General Funds. The vehicle is then placed in the ISF and usage charges (routine maintenance, mileage, fuel) are transferred from the ISF to EHSD. EHSD will claim these costs as general operating costs; they will be spread across all programs and funded with 58% Federal, 36% State, and 6% County funds. Vehicles in the ISF in need of replacement are purchased with ISF funds. BACKGROUND: The Employment and Human Services Department Administration is retiring APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 04/20/2021 APPROVED AS RECOMMENDED OTHER Clerks Notes: VOTE OF SUPERVISORS AYE:John Gioia, District I Supervisor Candace Andersen, District II Supervisor Diane Burgis, District III Supervisor Karen Mitchoff, District IV Supervisor Federal D. Glover, District V Supervisor Contact: Chris Dunn, 925-608-4859 I hereby certify that this is a true and correct copy of an action taken and entered on the minutes of the Board of Supervisors on the date shown. ATTESTED: April 20, 2021 Monica Nino, County Administrator and Clerk of the Board of Supervisors By: Stacey M. Boyd, Deputy cc: C. 23 To:Board of Supervisors From:Kathy Gallagher, Employment & Human Services Director Date:April 20, 2021 Contra Costa County Subject:Appropriation Adjustment for Replacement of One Vehicle in EHSD BACKGROUND: (CONT'D) one vehicle and needs to replace this vehicle. The vehicle being retired is in need of costly repairs that would exceed the value of the vehicle. The vehicle to be retired is a non-ISF vehicle. EHSD Admin will replace this vehicle with an ISF vehicle purchase through the Public Works Department. This board order authorizes the transfer of appropriations from EHSD to the appropriate Public Works account. CONSEQUENCE OF NEGATIVE ACTION: The Employment and Human Services Department would not be able to purchase the vehicle to replace the retired vehicle for the Children & Family Services Bureau (CFS). CFS staff would be restricted in their ability to respond to the needs of their customers in need of County services. AGENDA ATTACHMENTS TC24/27 005037 MINUTES ATTACHMENTS Signed: Appropriations & Adjustments No. 5037 RECOMMENDATION(S): ADOPT Personnel Adjustment Resolution No. 25680 to reclassify a Library Assistant – Advanced Level (3KTB)(represented) position #12233 and it's incumbent at Salary Plan and Grade QXX 1234 ($4,451 - $5,685) to an Administrative Services Assistant III (APTA)(represented) position at Salary Plan and Grade ZB5 ($6,613 - $8,039) in the Office of the Sheriff's, Custody Services Bureau – Detention Division. FISCAL IMPACT: An annual increase of approximately $49,193 to the Office of the Sheriff Inmate Welfare Fund, of which $9,944.40 is attributed to retirement cost. BACKGROUND: The Library Assistant - Advanced Level position's responsibilities have expanded significantly within the Detention Library Services Program. Library Assistant - Advanced APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 04/20/2021 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: Hallie Wachowiak (925) 655-0003 I hereby certify that this is a true and correct copy of an action taken and entered on the minutes of the Board of Supervisors on the date shown. ATTESTED: April 20, 2021 Monica Nino, County Administrator and Clerk of the Board of Supervisors By: June McHuen, Deputy cc: Sylvia Wong Tam, Hallie Wachowiack C. 24 To:Board of Supervisors From:David O. Livingston, Sheriff-Coroner Date:April 20, 2021 Contra Costa County Subject:Reclassify Library Assistant Advanced Level position and Incumbent to Administrative Services Assistant III BACKGROUND: (CONT'D) Level essentially oversees four separate library programs, which has required the position to accomplish tasks that far exceed the scope of the current classification. Library Assistants - Advanced Level are responsible for supervising both employees and volunteers, effectively communicating management decisions and goals, tracking program budget expenses, and participating in the recruitment and selection process for program vacancies. Due to the institutional knowledge, technical skill, and administrative competence required to accomplish the above-mentioned tasks the Office requests an addition of an Administrative Services Assistant III. This will maintain current operational standards. CONSEQUENCE OF NEGATIVE ACTION: If this action is not approved, it will impede the organizational structure of Detention Division as the current Library Assistant -Advanced Level position is not able to satisfy the requirements of the division and there are not alternative available, qualified staff. AGENDA ATTACHMENTS P300 No. 25680 MINUTES ATTACHMENTS Signed P300 25680 POSITION ADJUSTMENT REQUEST NO. 25680 DATE 12/23/2020 Department No./ Department Office of the Sheriff Budget Unit No. 0273 Org No. 2490 Agency No. 25 Action Requested: Position adjustment to reclassify Library Assistant Advanced Level (3KTB) position #12233 and its incumbent to an Administrative Services Assistant III (APTA) position to the Custody Services Bureau - Detention Divison. Propos ed Effective Date: 4/1/2021 Classification Questionnaire attached: Yes No / Cost is within Department’s budget: Yes No Total One-Time Costs (non-salary) associated with request: $0.00 Estimated total cost adjustment (salary / benefits / one time): Total annual cost $49,193.15 Net County Cost $0.00 Total this FY $24,596.58 N.C.C. this FY $0.00 SOURCE OF FUNDING TO OFFSET ADJUSTMENT Office of the Sheriff Inmate Welfare Fund Department must initiate necessary adjustment and submit to CAO. Use additional sheet for further explanations or comments. Mary Jane Robb ______________________________________ (for) Department Head REVIEWED BY CAO AND RELEASED TO HUMAN RESOURCES DEPARTMENT Melissa Crockett for Paul Reyes 4/13/2021 ___________________________________ ________________ Deputy County Admini strator Date HUMAN RESOURCES DEPARTMENT RECOMMENDATIONS DATE 3/31/2021 Reclassify Library Assistant – Advanced Level (3KTB) (represented) position #12233 and its incumbent at a salary plan and grade QXX 1234 ($4,451- $5,685) to an Administrative Services Assistant III (APTA) (represented) position at salary plan and grade ZB5 1631 ($6,613 - $8,039) Amend Resolution 71/17 establishing positions and resolutions allocating classes to t he Basic / Exempt salary schedule. Effective: Day following Board Action. 4/1/2021(Date) Genesis Duenas 3/31/2021 ___________________________________ ________________ (for) Director of Human Resources Date COUNTY ADMINISTRATOR RECOMMENDATION: DATE 4/14/2021 Approve Recommendation of Director of Human Resources Disapprove Recommendation of Director of Human Resources Paul Reyes 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 025 Date 4/14/2021 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 considered. Indicate why these alternatives were not chosen. 8. Departments requesting new project positions must submit an updated cost benefit analysis of each project position at the halfway point of the project duration. This report is to be submitted to the Human Resource s Department, which will forward the report to the Board of Supervisors. Indicate the date that your cost / benefit analysis will be submitted 9. How will the project position(s) be filled? a. Competitive examination(s) b. Existing employment list(s) Which one(s)? c. Direct appointment of: 1. Merit System employee who will be placed on leave from current job 2. Non-County employee Provide a justification if filling position(s) by C1 or C2 USE ADDITIONAL PAPER IF NECESSARY RECOMMENDATION(S): Adopt Position Adjustment Resolution 25710 to add one (1) Buyer II (STTA) (represented) at salary plan and grade ZB5-1525 ($5,954.81 - $7,238.11) and cancel one (1) Administrative Services Assistant III (APTA) (represented) position number #16407 at salary plan and grade ZB5 1631($6,613.77 - $8,039.08) in the Health Services Department. FISCAL IMPACT: Upon approval, this action will result in approximate annual cost savings of $14,617, which includes pension costs savings of $3,727, for the Health Services Department. BACKGROUND: The Health Services Department Information Technology Division requires an additional Buyer II position to perform purchasing responsibilities for Information Technology to support the organization. The Information Technology Division currently has an Administrative Assistant III position that has been vacant since November 2019. The department has determined that there is no longer an operational need for the Administrative Services Assistant III position and a Buyer II position is the more appropriate classification to meet the staffing needs of the department. APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 04/20/2021 APPROVED AS RECOMMENDED OTHER Clerks Notes: VOTE OF SUPERVISORS AYE:John Gioia, District I Supervisor Candace Andersen, District II Supervisor Diane Burgis, District III Supervisor Karen Mitchoff, District IV Supervisor Federal D. Glover, District V Supervisor Contact: Mary Jane De Jesus-Saepharn, 925-957-5240 I hereby certify that this is a true and correct copy of an action taken and entered on the minutes of the Board of Supervisors on the date shown. ATTESTED: April 20, 2021 Monica Nino, County Administrator and Clerk of the Board of Supervisors By: June McHuen, Deputy cc: C. 25 To:Board of Supervisors From:Anna Roth, Health Services Date:April 20, 2021 Contra Costa County Subject:Add one Buyer II and Cancel one Administrative Services Assistant III CONSEQUENCE OF NEGATIVE ACTION: If this action is not approved, the Health Services Department Information Technology Division will not have the appropriate staffing to support the Department's operational needs. AGENDA ATTACHMENTS P300 No. 25710 HSD MINUTES ATTACHMENTS Signed P300 25710 POSITION ADJUSTMENT REQUEST NO. 25710 DATE 4/5/21 Department No./ Department Health Services Budget Unit No. 0540 Org No. 6555 Agency No. A18 Action Requested: Add one (1) Buyer II (STTA) (represented) and cancel one (1) Administrative Services Assistant III (APTA) (represented) position number 16407 Proposed Effective Dat e: 4/20/21 Classification Questionnaire attached: Yes No / Cost is within Department’s budget: Yes No Total One-Time Costs (non-salary) associated with request: $0.00 Estimated total cost adjustment (salary / benefits / one time): Total annual cost ($14,617.00) Net County Cost $0 Total this FY (3,204.25) N.C.C. this FY $0 SOURCE OF FUNDING TO OFFSET ADJUSTMENT Hospital Enterprise Fund I Cost Savings Department must initiate necessary adjustment and submit to CAO. Use additional sheet for further explanations or comments. Mary Jane De Jesus -Saepharn ______________________________________ (for) Department Head REVIEWED BY CAO AND RELEASED TO HUMAN RESOURCES DEPARTMENT Sarah Kennard for 4/5/2021 ___________________________________ ________________ Deputy County Administrator Date HUMAN RESOURCES DEPARTMENT RECOMMENDATIONS DATE 4/7/2021 Add one (1) Buyer II (STTA) (represented) and cancel one (1) Administ rative Services Assistant III (APTA) (represented) position number 16407 Amend Resolution 71/17 establishing positions and resolutions allocating classes to the Basic / Exempt salary schedule. Effective: Day following Board Action. (Date) Brianna Barker 4/7/2021 ___________________________________ ________________ (for) Director of Human Resources Date COUNTY ADMINISTRATOR RECOMMENDATION: DATE 04/12/2021 Approve Recommendation of Director of Human Resources Disapprove Recommendation of Director of Human Resources Enid Mendoza Other: ___________________________________ (for) County Administrator BOARD OF SUPERVISORS ACTION: Monica Nino, Clerk of the Board of Supervisors Adjustment is APPROVED DISAPPROVED and County Administrator DATE BY APPROVAL OF THIS ADJUSTMENT CONSTITUTES A PERSONNEL / SALARY RESOLUTION AMENDMENT POSITION ADJUSTMENT ACTION TO BE COMPLETED BY HUMAN RESOURCES DEPARTMENT FOLLOWING BOARD ACTION Adjust class(es) / position(s) as follows: P300 (M347) Rev 3/15/01 REQUEST FOR PROJECT POSITIONS Department Date No. xxxxxx 1. Project Positions Requested: 2. Explain Specific Duties of Position(s) 3. Name / Purpose of Project and Funding Source (do not use acronyms i.e. SB40 Project or SDSS Funds) 4. Duration of the Project: Start Date End Date Is funding for a specified period of time (i.e. 2 years) or on a year -to-year basis? Please explain. 5. Project Annual Cost a. Salary & Benefit s Costs : b. Support Cost s : (services, supplies, equipment, etc.) c . Less revenue or expenditure: d. Net cost to General or other fund: 6. Briefly explain the consequences of not filling the project position(s) in terms of: a. potential future costs d. political implications b. legal implications e. organizational implications c . financial implications 7. Briefly describe the alternative approaches to delivering the services which you have considered. Indicate why these alternatives were not chosen. 8. Departments requesting new project positions must submit an updated cost benefit analysis of each project position at the halfway point of the project duration. This report is to be submitted to the Human Resource s Department, which will forward the report to the Board of Supervisors. Indicate the date that your cost / benefit analysis will be submitted 9. How will the project position(s) be filled? a. Competitive examination(s) b. Existing employment list(s) Which one(s)? c. Direct appointment of: 1. Merit System employee who will be placed on leave from current job 2. Non-County employee Provide a justification if filling position(s) by C1 or C2 USE ADDITIONAL PAPER IF NECESSARY RECOMMENDATION(S): ADOPT Position Adjustment Resolution No. 25702 to establish the classification of Associate Medical Director-Exempt (VCS4) at Salary Plan and Grade B85 1013 ($20,096 - $24,428) and add two (2) positions; cancel one (1) vacant Hospitalist-Exempt (VPT3) (represented) position #9978 at Salary Plan and Grade 1PX 1004 ($17,054 – $19,380) and two (2) vacant Primary Care Provider-LMTD-EX (VPT6) (represented) positions #9178 and #8234 at Salary Plan and Grade 1PX 1000 ($17,464 – $19,917) in the Health Services Department. FISCAL IMPACT: Upon approval, this request will result in an annual cost savings of approximately $61,503, which includes pension costs of $23,851. The addition of these new positions will be fully offset by eliminating three current, vacant positions. (Hospital Enterprise Fund I) BACKGROUND: There has been a significant increase in demand for various healthcare services over the past year due to COVID-19, resulting in a need for additional clinical leadership to help in the day-to-day management of different service areas; most notably, ambulatory care and APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 04/20/2021 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: April 20, 2021 Monica Nino, County Administrator and Clerk of the Board of Supervisors By: June McHuen, Deputy cc: Sylvia WongTam, Lauren Ludwig C. 26 To:Board of Supervisors From:Anna Roth, Health Services Director Date:April 20, 2021 Contra Costa County Subject:Establish the Classification of Associate Medical Director-Exempt (VCS4) and Add Two Positions; and Cancel 3 Clinical Positions BACKGROUND: (CONT'D) inpatient care. A classification study was completed, during which comparable management classifications were identified in similarly structured external agencies. We found that all comparable organizations that currently have a Medical Director classification, also have some form of Associate/Assistant/2nd level Medical Director in place to support the overall management functions of organization. While Contra Costa County Health Services has been operating without this 2nd management level up to this point, with the increased healthcare demands since the onset of the coronavirus pandemic, this organizational structure is no longer sustainable to maintain operations within the department. The Health Services Department is requesting to establish the classification of Associate Medical Director-Exempt, which is intended to add an additional layer of executive management to support the current Medical Director classification. This request also includes adding two positions; one of which will be assigned to support ambulatory care, and the other to support inpatient care. These new Associate Medical Director positions will help improve access to vital services, increase visits, oversee quality and improvement projects, manage physician and clinic service lines, support telehealth services, etc. This has been identified by the Chief Executive Officer, Contra Costa Regional Medical Center, Health Centers & Detention Health, as operationally critical in order to continue providing quality care to the communities we serve. A salary study was conducted to determine the salary range for this new classification, which is in line with Contra Costa County's general salary structure for progression from one management level to the next. In addition, when comparing to similar classifications in external agencies, the suggested salary for the Associate Medical Director-Exempt will fall directly in line with both the mean and median in the field as a whole, allowing Contra Costa County to remain competitive in recruiting and hiring highly qualified talent for these new positions. In order to offset the cost of establishing and adding two positions, the department will be eliminating three vacant clinical positions (one Hospitalist-Exempt position and two Primary Care Provider-Limited-Exempt positions), which will ultimately result in an annual cost savings to the County. CONSEQUENCE OF NEGATIVE ACTION: If this action is not approved, the Health Services Department will have insufficient executive staff to properly maintain operational functions, which will result in decreased availability of critical health care services to the communities of Contra Costa County. AGENDA ATTACHMENTS P300 No. 25702 HSD MINUTES ATTACHMENTS Signed P300 25702 POSITION ADJUSTMENT REQUEST NO. 25702 DATE 2/26/2021 Department No./ Department Health Services Budget Unit No. 0540 Org No. 6380 Agenc y No. A18 Action Requested: Establish the classification of Associate Medical Director-Exempt ($15,396 - $24,428) and add two (2) positions ; cancel one (1) vacant Hospitalist -Exempt (V PT3 ) position #9978 at salary plan and grade 1PX-1004 ($17,054 – $19,380) and two (2) vacant Primary Care Provider-LMTD-EX (VPT6) positions #9178 and #8234 at salary plan and grade 1PX-1000 ($17,464 – $19,917) in the Health Services Department. (Unrepresented) Proposed Effective Date: 4/1/2021 Classification Questionnaire attached: Yes No / Cost is within Department’s budget: Yes No Total One-Time Costs (non-salary) associated with request: $0.00 Estimated total cost adjustment (salary / benefits / one time): Total annual cost ($61,502.69) Net County Cost $0.00 Total this FY N.C.C. this FY $0.00 SOURCE OF FUNDING TO OFFSET ADJUSTMENT Offset by eliminat ion of three current clinical positions 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 3/22/2021 ___________________________________ ________________ Deputy County Administrator Date HUMAN RESOURCES DEPARTMENT RECOMMENDATIONS DATE 4/9/2021 Establish the classification of Associate Medical Director -Exempt (VCS4) at Salary Plan and Grade B85 1013 ($20,096 - $24,428) and add two (2) positions; cancel one (1) vacant H ospitalist-Exempt (VPT3) position #9978 at Salary Plan and Grade 1PX-1004 ($17,054 – $19,380) and two (2) vacant Primary Care Provider-LMTD-EX (VPT6) positions #9178 and #8234 at S alary Plan and Grade 1PX-1000 ($17,464 – $19,917) Amend Resolution 71/17 establishing positions and resolutions allocating classes to the Basic / Exempt salary schedule. Effective: Day following Board Action. 5/28/2021(Date) Gladys Scott Reid 4/9/2021 ___________________________________ ________________ (for) Director of Human Resources Date COUNTY ADMINISTRATOR RECOMMENDATION: DATE 4/15/2021 Approve Recommendation of Director of Human Resources Disapprove Recommendation of Director of Human Resources Enid Mendoza Other: ____________________________________________ ___________________________________ (for) County Administrator BOARD OF SUPERVISORS ACTION: Monica Nino, Clerk of the Board of Supervisors Adjustment is APPROVED DISAPPROVED and County Administrator DATE BY APPROVAL OF THIS ADJUSTMENT CONSTITUTES A PERSONNEL / SALARY RESOLUTION AMENDMENT POSITION ADJUSTMENT ACTION TO BE COMPLETED BY HUMAN RESOURCES DEPARTMENT FOLLOWING BOARD ACTION Adjust class(es) / position(s) as follows: P300 (M347) Rev 3/15/01 REQUEST FOR PROJECT POSITIONS Department Date No. 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 & Benefits Costs: b. Support Costs: (services, supplies, equipment, etc.) c. Less revenue or expenditure: d. Net cost to General or other fund: 6. Briefly explain the consequences of not filling the project position(s) in terms of: a. potential future costs d. political implications b. legal implications e. organizational implications c. financial implications 7. Briefly describe the alternative approaches to delivering the services which you have considered. Indicate why these alternatives were not chosen. 8. Departments requesting new project positions must submit an updated cost benefit analysis of each project position at the halfway point of the project duration. This report is to be submitted to the Human Resource s Department, which will forward the report to the Board of Supervisors. Indicate the date that your cost / benefit analysis will be submitted 9. How will the project position(s) be filled? a. Competitive examination(s) b. Existing employment list(s) Which one(s)? c. Direct appointment of: 1. Merit System employee who will be placed on leave from current job 2. Non-County employee Provide a justification if filling position(s) by C1 or C2 USE ADDITIONAL PAPER IF NECESSARY RECOMMENDATION(S): ADOPT Position Adjustment Resolution No. 25707 to reassign position #232 and incumbent, Equal Employment Opportunity Officer (AJDB) (unrepresented) and position #15746 and incumbent, Clerk Experienced Level (JWXB) (represented) from Department 0003 (County Administrator) to Department 0150 (Risk Management), effective May 1, 2021. FISCAL IMPACT: No fiscal impact. BACKGROUND: Upon approval, this action will have a salary and benefit cost shift from the County Administrator's Office (00003) to the Risk Management Department (0150). The two positions are already physically located at Risk Management and are working within the organizational structure of the department. This action would formalize the reporting structure going forward. CONSEQUENCE OF NEGATIVE ACTION: If this action is not approved, the positions would remain organizationally with the County Administrator while housed physically at Risk Management. APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 04/20/2021 APPROVED AS RECOMMENDED OTHER Clerks Notes: VOTE OF SUPERVISORS AYE:John Gioia, District I Supervisor Candace Andersen, District II Supervisor Diane Burgis, District III Supervisor Karen Mitchoff, District IV Supervisor Federal D. Glover, District V Supervisor Contact: Laura Strobel (925) 655-2058 I hereby certify that this is a true and correct copy of an action taken and entered on the minutes of the Board of Supervisors on the date shown. ATTESTED: April 20, 2021 , County Administrator and Clerk of the Board of Supervisors By: June McHuen, Deputy cc: Laura Strobel C. 27 To:Board of Supervisors From:Monica Nino, County Administrator Date:April 20, 2021 Contra Costa County Subject:Reassign two Filled Positions and Incumbents from the County Administrator's Office to Risk Management AGENDA ATTACHMENTS AIR 44963_P300 25707 - Reassign Positions_BOS 4.20.21 MINUTES ATTACHMENTS Signe P300 25707 POSITION ADJUSTMENT REQUEST NO. 25707 DATE 3/15/2021 Department No./ Department County Administrator/Risk Mgmt Budget Unit No. 0150 Org No. 1505 Agency No. 02 Action Requested: Reassign position 232 and 15746 and incumbents from Department 0003 (County Administrator) to Department 0150 (Risk Management) Proposed Effective Date: 7/1/2018 Classification Questionnaire attached: Yes No / Cost is within Department’s budget: Yes No Total One-Time Costs (non-salary) associated with request: Estimated total cost adjustment (salary / benefits / one time): Total annual cost 0 Net County Cost $0.00 Total this FY $0.00 N.C.C. this FY $0.00 SOURCE OF FUNDING TO OFFSE T ADJUSTMENT No fiscal impact Department must initiate necessary adjustment and submit to CAO. Use additional sheet for further explanations or comments. Monica Nino ______________________________________ (for) Department Head REVIEWED BY CAO AND RELEASED TO HUMAN RESOURCES DEPARTMENT L.Strobel 3/15/21 ___________________________________ ________________ Deputy County Administrator Date HUMAN RESOURCES DEPARTMENT RECOMMENDATIONS DATE 3/29/2021 Reassign position #232 and incumbent, Equal Employment Opportunity Officer (AJDB) (unrepresented), and position #15746 and incumbent, Clerk -Experienced Level (JWXB) (represented) from Department 0003 (County Administrator) to Department 0150 (Risk Management), effective May 1, 2021. Amend Resolution 71/17 establishing positions and resolutions allocating classes to the Basic / Exempt salary schedule. Effective: Day following Board Action. 5/1/2021(Date) Amanda Monson 3/29/2021 ___________________________________ ________________ (for) Director of Human Resources Date COUNTY ADMINISTRATOR RECOMMENDATION: DATE Approve Recommendation of Director of Human Resources 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 3/29/2021 No. xxxxxx 1. Project Positions Requested: 2. Explain Specific Duties of Position(s) 3. Name / Purpose of Project and Funding Source (do not use acronyms i.e. SB40 Project or SDSS Funds) 4. Duration of the Project: Start Date End Date Is funding for a specified period of time (i.e. 2 years) or on a year -to-year basis? Please explain. 5. Project Annual Cost a. Salary & Benefit s Costs : b. Support Cost s : (services, supplies, equipment, etc.) c . Less revenue or expenditure: d. Net cost to General or other fund: 6. Briefly explain the consequences of not filling the project position(s) in terms of: a. potential future costs d. political implications b. legal implications e. organizational implications c . financial implications 7. Briefly describe the alternative approaches to delivering the services which you have 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 t o 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 employee Provide a justification if filling position(s) by C1 or C2 USE ADDITIONAL PAPER IF NECESSARY RECOMMENDATION(S): ADOPT Position Adjustment Resolution No. 25717 to add two Public Health Nurse (VVXA) positions at salary plan and grade level LTZ-1832 ($10,918-$13,635) in the Health Services Department (represented). FISCAL IMPACT: Upon approval, this action will have an annual cost of approximately $515,558, with $199,235 in pension costs already included. One Public Health Nurse's cost is funded by 50% State and Federal Grants with matching funds based on the work performed, and the other Public Health Nurse is 100% funded by the California Department of Public Health (CDPH) Expansion. BACKGROUND: Family Maternal Child Health within the Public Health Division will utilize the additional Public Health Nurses in two specific programs according to the CDPH grant, and state and federal grant objective. Black Infant Health and Nurse Family Partnership will apply funding to expand their programs to help women in the community. The Public Health Nurses will communicate, educate and see additional clients as required APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 04/20/2021 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: Sabrina Pearson, (925) 957-5240 I hereby certify that this is a true and correct copy of an action taken and entered on the minutes of the Board of Supervisors on the date shown. ATTESTED: April 20, 2021 Monica Nino, County Administrator and Clerk of the Board of Supervisors By: June McHuen, Deputy cc: C. 28 To:Board of Supervisors From:Anna Roth, Health Services Date:April 20, 2021 Contra Costa County Subject:Add Two Public Health Nurse Positions in the Health Services Department BACKGROUND: (CONT'D) by the grant objectives to include preventative services, reproductive and sexual health, and substance abuse. The responsibilities assigned to the Public Health Nurse within Black Infant Health will work in partnership with mothers during home visits to offer educational needs related to prenatal, postpartum, and infant health. These services will help women develop life skills, learn strategies for reducing stress, and build social support. The responsibilities assigned to the Public Health Nurse within Nurse Family Partnership will collaborate with mothers in their early pregnancy and receive ongoing nurse home visits that continue through the child's second birthday. With focus on individualized goal planning, life coaching, and education, this support will successfully transform lives and future generations. CONSEQUENCE OF NEGATIVE ACTION: If this action is not approved, Public Health will not have adequate staffing to provide needed services to pregnant women in the community. AGENDA ATTACHMENTS P300 No. 25717 HSD MINUTES ATTACHMENTS Signed P300 25717 POSITION ADJUSTMENT REQUEST NO. 25717 DATE 4/12/2021 Department No./ Department Health Services Department Budget Unit No. 0450 Org No. 5770 Agency No. A18 Action Reques ted: Add two Public Health Nurse (VVXA) position in the Health Services Department . Attach one Public Health Nurse to Nurse Family Partnership expansion in 0450/5793 and one Public Health Nurse to Black Infant Health in 0450/5827 Proposed Effective Date: 4/21/2021 Classification Questionnaire attached: Yes No / Cost is within Department’s budget: Yes No Total One-Time Costs (non-salary) associated wit h request: Estimated total cost adjustment (salary / benefits / one time): Total annual cost $515,558.00 Net County Cost $0.00 Total this FY $42,963.00 N.C.C. this FY $0.00 SOURCE OF FUNDING TO OFFSET ADJUSTMENT 50% stat e/federal grants w/matching funds -50% by CDPH Department must initiate necessary adjustment and submit to CAO. Use additional sheet for further explanations or comments. Sabrina Pearson ______________________________________ (for) Department Head REVIEWED BY CAO AND RELEASED TO HUMAN RESOURCES DEPARTMENT Sarah Kennard f or 4/12/2021 ___________________________________ ________________ Deputy County Administrator Date HUMAN RESOURCES DEPARTMENT RECOMMENDATIONS DATE Exempt from Human Resources review under delegated authority. Am end Resolution 71/17 establishing positions and resolutions allocating classes to the Basic / Exempt salary schedule. Effective: Day following Board Action. (Date) ___________________________________ ________________ (for) Director of Human Resources Date COUNTY ADMINISTRATOR RECOMMENDATION: DATE 4/13/2021 Approve Recommendation of Director of Human Res ources Disapprove Recomme ndation of Director of Human Resources Enid Mendoza Ot her: Approve as recommended by the department ___________________________________ (for) County Administrator BOARD OF SUPERVISORS ACTION: Monica Nino, Clerk of the Board of S upervisors Adjustment is APPROVED DISAPPROVED and County Administrator DATE BY APPROVAL OF THIS ADJUSTMENT CONSTITUTES A PERSONNE L / SALARY RESOLUTION AMENDMENT POSITION ADJUSTMENT ACTION TO BE COMPLETED BY HUMAN RESOURCES DEPARTMENT FOLLOWING BOARD ACTION Adjust class(es) / position(s) as follows: P300 (M347) Rev 3/15/01 REQUEST FOR PROJECT POSITIONS Department Date 4/13/2021 No. xxxxxx 1. Project Positions Requested: 2. Explain Specific Duties of Position(s) 3. Name / Purpose of Project and Funding Source (do not use acronyms i.e. SB40 Project or SDSS Funds) 4. Duration of the Project: Start Date End Date Is funding for a specified period of time (i.e. 2 years) or on a year-to-year basis? Please explain. 5. Project Annual Cost a. Salary & Benefit s Costs : b. Support Cost s : (services, supplies, equipment, etc.) c . Less revenue or expenditure: d. Net c ost 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. Indicat e 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 pos ition(s) by C1 or C2 USE ADDITIONAL PAPER IF NECESSARY RECOMMENDATION(S): ADOPT Position Adjustment Resolution No. 25720 to increase the hours of four (4) vacant Primary Care Provider-Exempt (VPT5) positions, #8686 from 35/40 to 40/40; #15245 from 35/40 to 40/40; #16570 from 31/40 to 40/40; and #16606 from 31/40 to 40/40, at salary plan and grade 1PX-1000 ($17,464 - $19,917) in the Health Services Department. (Represented) FISCAL IMPACT: This action will result in an annual cost of approximately $254,430 with $98,668 in pension cost already included. (100% Hospital Enterprise Fund I) BACKGROUND: The Health Services Department is requesting to increase the hours of four vacant Primary Care Provider-Ex positions to full time. With the loss of the previous incumbents over the past two years, the department will be looking to fill the positions with new Providers and would like to be able to offer full-time employment in order to remain competitive in recruitment efforts and attract new talent. CONSEQUENCE OF NEGATIVE ACTION: If not approved, this will result in difficulty recruiting and hiring new Providers. APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 04/20/2021 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: April 20, 2021 Monica Nino, County Administrator and Clerk of the Board of Supervisors By: June McHuen, Deputy cc: C. 29 To:Board of Supervisors From:Anna Roth, Health Services Date:April 20, 2021 Contra Costa County Subject:Increase the hours of four Primary Care Provider-Exempt positions AGENDA ATTACHMENTS P300 No. 25720 HSD MINUTES ATTACHMENTS Signed P300 25720 POSITION ADJUSTMENT REQUEST NO. 25720 DATE 4/5/2021 Department No./ Department Health Services Budget Unit No. 0540 Org No. 6384 Agenc y No. A18 Action Requested: Increase the hours of four (4) vacant Primary Care Provider -Exempt (VPT5) positions, #8686 from 35/40 to 40/40; #15245 from 35/40 to 40/40; #16570 from 31/40 to 40/40; and #16606 from 31/40 to 40/40, at salary plan and grade 1PX-1000 ($17,464 - $19,917) in the Health Services Department. (Represented) Proposed Effective Date: 4/21/2021 Classification Questionnaire attached: Yes No / Cost is within Department’s budget: Yes No Total One-Time Costs (non-salary) associated with request: Estimated total cost adjustment (salary / benefits / one time): Total annual cost $254,429.88 Net County Cost $0.00 Total this FY $40,904.98 N.C.C. this FY $0 SOURCE OF FUNDING TO OFFSET ADJUSTMENT 100% Hospital 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 4/12/2021 ___________________________________ ________________ Deputy County Admini strator Date HUMAN RESOURCES DEPARTMENT RECOMMENDATIONS DATE Exempt from Human Resources review under delegated authority. Amend Resolution 71/17 establishing positions and resolutions allocating classes to the Basic / Exempt salary schedule. Effective: Day following Board Action. (Date) ___________________________________ ________________ (for) Director of Human Resourc es Date COUNTY ADMINISTRATOR RECOMMENDATION: DATE 4/12/2021 Approve Recommendation of Director of Human Resources Disapprove Recommendation of Director of Human Resources Enid Mendoza Other: Approve as recommended by the department. ___________________________________ (for) County Administrator BOARD OF SUPERVISORS ACTION: Monica Nino, Clerk of the Board of Supervisors Adjustment is APPROVED DISAPPROVED and County Administrator DATE BY APPROVAL OF THIS ADJUSTMENT CONSTITUTES A PERSONNEL / SALARY RESOLUTION AMENDMENT POSITION ADJUSTMENT ACTION TO BE COMPLETED BY HUMAN RESOURCES DEPARTMENT FOLLOWING BOARD ACTION Adjust class(es) / position(s) as follows: P300 (M347) Rev 3/15/01 REQUEST FOR PROJECT POSITIONS Department Date No. 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 & Benefits Costs: b. Support Costs: (services, supplies, equipment, etc.) c. Less revenue or expenditure: d. Net cost to General or other fund: 6. Briefly explain the consequences of not filling the project position(s) in terms of: a. potential future costs d. political implications b. legal implications e. organizational implications c. financial implications 7. Briefly describe the alternative approaches to delivering the services which you have considered. Indicate why these alternatives were not chosen. 8. Departments requesting new project positions must submit an updated cost benefit analysis of each project position at the halfway point of the project duration. This report is to be submitted to the Human Resource s Department, which will forward the report to the Board of Supervisors. Indicate the date that your cost / benefit analysis will be submitted 9. How will the project position(s) be filled? a. Competitive examination(s) b. Existing employment list(s) Which one(s)? c. Direct appointment of: 1. Merit System employee who will be placed on leave from current job 2. Non-County employee Provide a justification if filling position(s) by C1 or C2 USE ADDITIONAL PAPER IF NECESSARY RECOMMENDATION(S): ADOPT Personnel Adjustment Resolution No. 25713 to cancel one (1) Deputy Sheriff-Forensic Supervisor (6DHB) (represented) vacant position no. 12368 at Salary Plan and Grade VHX 2039 (10,458 - $13,348) and add one (1) Forensic Supervisor (6CHB) (represented) position at Salary Plan and Grade VN5 1992 (10,409 - $12,968) in the Office of the Sheriff's, Support Services Bureau – Forensic Services Division. FISCAL IMPACT: An annual savings of $119,254 to the Office of the Sheriff General Fund of which $79,656 is retirement cost savings. BACKGROUND: The Forensic Supervisor position can be filled by either sworn or civilian staff. The candidates received during the recruitment process do not qualify for a sworn position, therefore a civilian position needs to be created. APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 04/20/2021 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: Hallie Wachowiak, (925) 655-0003 I hereby certify that this is a true and correct copy of an action taken and entered on the minutes of the Board of Supervisors on the date shown. ATTESTED: April 20, 2021 Monica Nino, County Administrator and Clerk of the Board of Supervisors By: June McHuen, Deputy cc: Sylvia Wong Tam, Hallie Wachowiak C. 30 To:Board of Supervisors From:David O. Livingston, Sheriff-Coroner Date:April 20, 2021 Contra Costa County Subject:Cancel one full-time Deputy Sheriff-Forensic Supervisor vacant position #12368 and add one full-time Forensic Supervisor position CONSEQUENCE OF NEGATIVE ACTION: Failure to approve this change will impede the ability of the Forensics Division to hire candidates into the appropriate classification. This directly impacts staff workload, which negatively affects the timely processing of evidence. Approving this change will provide a cost savings for the department. AGENDA ATTACHMENTS P300 No. 25713 MINUTES ATTACHMENTS Signed P300 25713 POSITION ADJUSTMENT REQUEST NO. 25713 DATE 4/1/2021 Department No./ Department Office of the Sheriff Budget Unit No. 0255 Org No. 2515 Agency No. 25 Action Requested: CANCEL one (1) full -time Deputy Sheriff-Forensic Supervisor vacant position #12368; ADD one (1) full - time Forensic Supervisor position to the Forensics Division in the Office of the Sheriff. Proposed Effective Date: 4/1/2021 Classification Questionnaire attached: Yes No / Cost is within Department’s budget: Yes No Total One-Time Costs (non-salary) associated with request: $0.00 Estimated total cost adjustment (salary / benefits / one time): Total annual cost $0.00 Net County Cost $0.00 Total this FY $0.00 N.C.C. this FY $0.00 SOURCE OF FUNDING TO OFFSET ADJUSTMENT $93,434 annual savings, $71,724 in retirement savings Department must initiate necessary adjustment and submit to CAO. Use additional sheet for further explanations or comments. Mary Jane Robb ______________________________________ (for) Department Head REVIEWED BY CAO AND RELEASED TO HUMAN RESOURCES DEPARTMENT Melissa Crockett for Paul Reyes 4/14/2021 ___________________________________ ________________ Deputy County Admini strator Date HUMAN RESOURCES DEPARTMENT RECOMMENDATIONS DATE 4/6/2021 ADOPT Personnel Adjustment Resolution No.# 25713 To CANCEL one (1) full -time Deputy Sheriff-Forensic Supervisor (6DHB) (represented) vacant position no. 12368 at salary plan and grade VHX 2039 ($10,458.87- $13,348.46) and ADD one (1) full-time Forensic Supervisor (6CHB) (represented) position at salary plan and grade VN5 1992 ($10,409.36 - $ 12,968.95) to the Support Services Bureau – Forensic Services Division in Office of the S heriff. Amend Resolution 71/17 establishing positions and resolutions allocating classes to the Basic / Exempt salary schedule. Effective: Day following Board Action. (Date) Rebecca Martinez 4/6/2021 ___________________________________ ________________ (for) Director of Human Resources Date COUNTY ADMINISTRATOR RECOMMENDATION: DATE 4/14/2021 Approve Recommendation of Director of Human Resources Disapprove Recommendation of Director of Human Resources Paul Reyes Other: ____________________________________________ ___________________________________ (for) County Administrator BOARD OF SUPERVISORS ACTION: David J. Twa, Clerk of the Board of Supervisors Adjustment is APPROVED DISAPPROVED and County Administrator DATE BY APPROVAL OF THIS ADJUSTMENT CONSTITUTES A PERSONNEL / SALARY RESOLUTION AMENDMENT POSITION ADJUSTMENT ACTION TO BE COMPLETED BY HUMAN RESOURCES DEPARTMENT FOLLOWING BOARD ACTION Adjust class(es) / position(s) as follows: P300 (M347) Rev 3/15/01 REQUEST FOR PROJECT POSITIONS Department Date 4/14/2021 No. xxxxx 1. Project Positions Requested: 2. Explain Specific Duties of Position(s) 3. Name / Purpose of Project and Funding Source (do not use acronyms i.e. SB40 Project or SDSS Funds) 4. Duration of the Project: Start Date End Date Is funding for a specified period of time (i.e. 2 years) or on a year -to-year basis? Please explain. 5. Project Annual Cost a. Salary & Benefit s Costs : b. Support Cost s : (services, supplies, equipment, etc.) c . Less revenue or expenditure: d. Net cost to General or other fund: 6. Briefly explain the consequences of not filling the project position(s) in terms of: a. potential future costs d. political implications b. legal implications e. organizational implications c . financial implications 7. Briefly describe the alternative approaches to delivering the services which you have considered. Indicate why these alternatives were not chosen. 8. Departments requesting new project positions must submit an updated cost benefit analysis of each project position at the halfway point of the project duration. This report is to be submitted to the Human Resource s Department, which will forward the report to the Board of Supervisors. Indicate the date that your cost / benefit analysis will be submitted 9. How will the project position(s) be filled? a. Competitive examination(s) b. Existing employment list(s) Which one(s)? c. Direct appointment of: 1. Merit System employee who will be placed on leave from current job 2. Non-County employee Provide a justification if filling position(s) by C1 or C2 USE ADDITIONAL PAPER IF NECESSARY RECOMMENDATION(S): ADOPT Personnel Adjustment Resolution No. 25714 to cancel two (2) Deputy Sheriff-Criminalist III (6DTB) (represented) vacant positions no. 2530 and no. 2914 at Salary Plan and Grade VHX 1965 ($9,720 - $12,406) and add two (2) Criminalist III (6DTA) (represented) positions at Salary Plan and Grade VN5 1922 ($9,712 - $12,100) in the Office of the Sheriff's, Support Services Bureau – Forensic Services Division. FISCAL IMPACT: An annual savings of $186,868 to the Office of the Sheriff General Fund of which $143,448 is retirement cost savings. BACKGROUND: The Criminalist III position can be filled by either sworn or civilian staff. The candidates received during the recruitment process do not qualify for a sworn position, therefore civilian positions need to be created. CONSEQUENCE OF NEGATIVE ACTION: Failure to approve this APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 04/20/2021 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: Hallie Wachowiak, 925-655-0003 I hereby certify that this is a true and correct copy of an action taken and entered on the minutes of the Board of Supervisors on the date shown. ATTESTED: April 20, 2021 Monica Nino, County Administrator and Clerk of the Board of Supervisors By: June McHuen, Deputy cc: Sylvia Wong Tam, Hallie Wachowiak C. 31 To:Board of Supervisors From:David O. Livingston, Sheriff-Coroner Date:April 20, 2021 Contra Costa County Subject:Cancel two Deputy Sheriff-Criminalist III vacant positions #2530 and #2914 and add two Criminalist III positions CONSEQUENCE OF NEGATIVE ACTION: (CONT'D) change will impede the ability of the Forensics Division to hire candidates into the appropriate classification. This directly effects staff workload, which negatively effects the time sensitive processing of evidence. Approving this change will provide a cost savings for the department. AGENDA ATTACHMENTS P300 No. 25714 MINUTES ATTACHMENTS Signed P300 25714 POSITION ADJUSTMENT REQUEST NO. # 25714 DATE 4/1/2021 Department No./ Department Office of the Sheriff Budget Unit No. 0255 Org No. 2515 Agency No. 25 Action Requested: ADOPT Personnel Adjustment Resolution No.# 25714 To CANCEL two (2) full-time Deputy Sheriff- Criminalist III (6DTB) (represented) positions (#2530 and #2914) at salary plan and grade V HX 1965 ($9,720.46-$12,406.04) and ADD two (2) full-time Criminalist III (6DTA) (represented) positions at salary plan and grade VN5 1922 ($9,712.33- $12,100.52) in the Office of the Sheriff. Proposed Effective Date: 4/1/2021 Classification Questionnaire attached: Yes No / Cost is within Department’s budget: Yes No Total One-Time Costs (non-salary) associated with request: $0.00 Estimated total cost adjustment (salary / benefits / one time): Total annual cost $0.00 Net County Cost $0.00 Total this FY $0.00 N.C.C. this FY $0.00 SOURCE OF FUNDING TO OFFSET ADJUSTMENT $186,868 annual savings, $143,448 in retirement savings Department must initiate necessary adjustment and submit to CAO. Use additional sheet for further explanations or comments. Mary Jane Robb ______________________________________ (for) Department Head REVIEWED BY CAO AND RELEASED TO HUMAN RESOURCES DEPARTMENT Melissa Crockett for Paul Reyes 4/14/2021 ___________________________________ ________________ Deputy County Admini strator Date HUMAN RESOURCES DEPARTMENT RECOMMENDATIONS DATE 4/6/2021 ADOPT Personnel Adjustment Resolution No. # 25714 To CANCEL two (2) full-time Deputy Sheriff-Criminalist III (6DTB) (represented) positions (#2530 and #2914) at salary plan and grade VHX 1965 ($9,720.46-$12,406.04) and ADD two (2) full - time Criminalist III (6DTA) (represented) positions at salary plan and grade VN5 1922 ($9,712.33 -$12,100.52) in the Office of the Sheriff. Amend Resolution 71/17 establishing positions and resolutions allocating classes to the Basic / Exempt salary schedule. Effective: Day following Board Action. (Date) Rebecca Martinez 4/6/2021 ___________________________________ ________________ (for) Director of Human Resources Date COUNTY ADMINISTRATOR RECOMMENDATION: DATE 4/14/2021 Approve Recommendation of Director of Human Resources Disapprove Recommendation of Director of Human Resources Paul Reyes Other: ____________________________________________ ___________________________________ (for) County Administrator BOARD OF SUPERVISORS ACTION: David J. Twa, Clerk of the Board of Supervisors Adjustment is APPROVED DISAPPROVED and County Administrator DATE BY APPROVAL OF THIS ADJUSTMENT CONSTITUTES A PERSONNEL / SALARY RESOLUTION AMENDMENT POSITION ADJUSTMENT ACTION TO BE COMPLETED BY HUMAN RESOURCES DEPARTMENT FOLLOWING BOARD ACTION Adjust class(es) / position(s) as follows: P300 (M347) Rev 3/15/01 REQUEST FOR PROJECT POSITIONS Department Date 4/14/2021 No. xxxxxx 1. Project Positions Requested: 2. Explain Specific Duties of Position(s) 3. Name / Purpose of Project and Funding Source (do not use acronyms i.e. SB40 Project or SDSS Funds) 4. Duration of the Project: Start Date End Date Is funding for a specified period of time (i.e. 2 years) or on a year-to-year basis? Please explain. 5. Project Annual Cost a. Salary & Benefit s Costs : b. Support Cost s : (services, supplies, equipment, etc.) c . Less revenue or expenditure: d. Net cost to General or other fund: 6. Briefly explain the consequences of not filling the project position(s) in terms of: a. potential future costs d. political implications b. legal implications e. organizational implications c . financial implications 7. Briefly describe the alternative approaches to delivering the services which you have considered. Indicate why these alternatives were not chosen. 8. Departments requesting new project positions must submit an updated cost benefit analysis of each project position at the halfway point of the project duration. This report is to be submitted to the Human Resource s Department, which will forward the report to the Board of Supervisors. Indicate the date that your cost / benefit analysis will be submitted 9. How will the project position(s) be filled? a. Competitive examination(s) b. Existing employment list(s) Which one(s)? c. Direct appointment of: 1. Merit System employee who will be placed on leave from current job 2. Non-County employee Provide a justification if filling position(s) by C1 or C2 USE ADDITIONAL PAPER IF NECESSARY RECOMMENDATION(S): ADOPT Position Adjustment Resolution No. 25718 to reallocate the salary on the salary schedule for the Departmental Human Resources Supervisor (APFB) (unrepresented) from Salary Plan and Grade B85 1012 ($7,285 - $9,763) to Salary Plan and Grade B85 1876 ($8,845 - $10,752) as recommended by the Director of Human Resources - Exempt . FISCAL IMPACT: Approval of this action would result in annual salary and benefit cost increases of approximately $19,849, of which $9,205 are pension costs, in each of both the Health Services (100% Hospital Enterprise Fund I) and Employment and Human Services (58% Federal, 36% State, 6% County) departments. The total cost for both departments is approximately $39,698. Since both positions have been vacant in the current fiscal year, there are current cost savings. Due to the remaining time in the current fiscal year and the recruitment, selection, and onboarding processes, salary and benefit costs may not be realized until fiscal year 2021-22. BACKGROUND: The position of Departmental APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 04/20/2021 APPROVED AS RECOMMENDED OTHER Clerks Notes: VOTE OF SUPERVISORS AYE:John Gioia, District I Supervisor Candace Andersen, District II Supervisor Diane Burgis, District III Supervisor Karen Mitchoff, District IV Supervisor Federal D. Glover, District V Supervisor Contact: Elizabeth Loud (925) 655-2115 I hereby certify that this is a true and correct copy of an action taken and entered on the minutes of the Board of Supervisors on the date shown. ATTESTED: April 20, 2021 Monica Nino, County Administrator and Clerk of the Board of Supervisors By: June McHuen, Deputy cc: Sylvia WongTam, Elizabeth Loud C. 32 To:Board of Supervisors From:Ann Elliott, Human Resources Director Date:April 20, 2021 Contra Costa County Subject:Reallocate the salary for Departmental Human Resources Supervisor BACKGROUND: (CONT'D) Human Resources Supervisor was created on October 13, 2020 following a study conducted by CPS HR Consulting of the staffing needs of the personnel units in both the Employment and Human Services Department (EHSD), and in the Health Services Department (HSD). This study was completed over a two-year period and included a recommendation that the County “should add a first line supervisor position to assist in the day to day management of staff. This will allow the Departmental Personnel Officer to focus on the programmatic requirements that have been delegated as unmet work requirements and management oversight of the division, and provide guidance in the Personnel arena at the departmental level, while providing a position that can focus on appropriate work distribution and supervisory guidance in addition to helping the current supervisor with backlogged projects/requirements and assist with running the day to day operation of the Personnel Division." Both EHSD and HSD have vacant positions that need to be filled in order to properly support the departmental HR functions. At the time that this classification was established, the salary allocation was based solely on internal salary structures, and set at a rate that would not result in requiring analysis of other salaries within the job family. A recruitment was conducted but failed to produce any viable candidates despite targeted outreach and an extension of the final filing date. Human Resources' outreach included candidates in other surrounding public agencies that have the requisite experience to be successful in this role. Many of these candidates declined to apply, and when asked for feedback on why, the general response from candidates who chose not to apply was that the salary would be a significant pay decrease from their current roles. A subsequent market study was conducted and the findings support this salary reallocation. CONSEQUENCE OF NEGATIVE ACTION: If this salary reallocation is not approved, both departments will continue to have difficulty filling this critical position. AGENDA ATTACHMENTS P300 MINUTES ATTACHMENTS Signed P300 45152 POSITION ADJUSTMENT REQUEST NO. 45152 DATE 4/2/2021 Department No./ Department Human Resources Budget Unit No. 0035 Org No. Agency No. 05 Action Requested: Reallocate the salary for the classification of Departmental Human Resources Supervisor (unrepresented) from plan/grade B85/1012 to salary plan/grade B85/1876, which will result in a 9% increase. Proposed Effective Date: Classification Questionnaire attached: Yes No / Cost is within Department’s budget: Yes No Total One-Time Costs (non-salary) associated with request: Estimated total cost adjustment (salary / benefits / one time): Total annual cost Net County Cost Total this FY N.C.C. this FY SOURCE OF FUNDING TO OFFSET ADJUSTMENT Department must initiate necessary adjustment and submit to CAO. Use additional sheet for further explanations or comments. Elizabeth Loud ______________________________________ (for) Department Head REVIEWED BY CAO AND RELEASED TO HUMAN RESOURCES DEPARTMENT ___________________________________ ________________ Deputy County Administrator Date HUMAN RESOURCES DEPARTMENT RECOMMENDATIONS DATE Amend Resolution 71/17 establishing positions and resolutions allocating classes to the Basic / Exempt sa lary schedule. Effective: Day following Board Action. (Date) Tina Pruett 4/13/2021 ___________________________________ ________________ (for) Director of Human Resources Date COUNTY ADMINISTRATOR RECOMMENDATION: DATE Approve Recommendation of Director of Human Resources Disapprove Recommendation of Director of Human Resources Other: ____________________________________________ ___________________________________ (for) County Administrator BOARD OF SUPERVISORS ACTION: David J. Twa, Clerk of the Board of Supervisors Adjustment is APPROVED DISAPPROVED and County Administrator DATE BY APPROVAL OF THIS ADJUSTMENT CONSTITUTES A PERSONNEL / SALARY RESOLUTION AMENDMENT POSITION ADJUSTMENT ACTION TO BE COMPLETED BY HUMAN RESOURCES DEPARTMENT FOLLOWING BOARD ACTION Adjust class(es) / position(s) as follows: P300 (M347) Rev 3/15/01 REQUEST FOR PROJECT POSITIONS Department Date 4/13/2021 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 considered. Indicate why these alternatives were not chosen. 8. Departments requesting new project positions must submit an updated cost benefit analysis of each project position at the halfway point of the project duration. This report is to be submitted to the Human Resource s Department, which will forward the report to the Board of Supervisors. Indicate the date that your cost / benefit analysis will be submitted 9. How will the project position(s) be filled? a. Competitive examination(s) b. Existing employment list(s) Which one(s)? c. Direct appointment of: 1. Merit System employee who will be placed on leave from current job 2. Non-County employee Provide a justification if filling position(s) by C1 or C2 USE ADDITIONAL PAPER IF NECESSARY RECOMMENDATION(S): ADOPT Position Resolution No. 25719 to establish the new classification of Departmental Human Resources Officer II - Exempt (APG2) at Salary Plan and Grade B85 1877 ($9,464 - $11,504) and re-title the Departmental Personnel Officer - Exempt (APG1) classification to Departmental Human Resources Officer I - Exempt (APG1) at Salary Plan and Grade B85 1876 ($8,845 - $10,752); cancel position # 7937 in Health Services (HSD) and position # 12068 in Employment and Human Services (EHSD), add two (2) new positions in the Departmental Human Resources Officer II - Exempt classification, appoint employee #46535 to the new position in HSD and place at step 4 in the salary range, carry over anniversary date from current position; and appoint employee #83910 to the new position in EHSD and place at step 4 in the salary range, carry over anniversary date from current position as recommended by the Director of Human Resources - Exempt, effective May 28, 2021. APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 04/20/2021 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: Tina Pruett (925) 655-2179 I hereby certify that this is a true and correct copy of an action taken and entered on the minutes of the Board of Supervisors on the date shown. ATTESTED: April 20, 2021 Monica Nino, County Administrator and Clerk of the Board of Supervisors By: June McHuen, Deputy cc: C. 33 To:Board of Supervisors From:Ann Elliott, Human Resources Director Date:April 20, 2021 Contra Costa County Subject:ADOPT P300 to establish new classification of Deparmental Human Resources Officer II-Exempt FISCAL IMPACT: If the two current Departmental Personnel Officer-Exempt incumbents are reclassified into the Departmental Human Resources Officer II-Exempt classification, approval of this action would result in annual salary and benefit cost increases of approximately $31,070, of which $7,005 are pension costs. The impact to each the Health Services (100% Hospital Enterprise Fund I) and Employment and Human Services (58% Federal, 36% State, 6% County) department budgets would be approximately $15,535 ($3,502 in pension costs). BACKGROUND: The exempt classification of Departmental Personnel Officer was created on December 11, 2018. Since the establishment of the classification, positions have been added in four County departments: Employment and Human Services (EHSD), Health Services Department (HSD), Public Works, and the Library. The positions in EHSD and HSD manage teams that serve the two largest departments in the County. The scope of responsibility is greater than the positions in smaller departments with less complicated needs. Additionally, HSD is the only County department with delegated authority to conduct recruitments for classifications that exist only within that department. Contra Costa County Human Resources Department contracted with CPS HR Consulting to conduct a study of the staffing needs of the personnel units in both EHSD and HSD. This study was completed over a two-year period and included a recommendation that the County “should add a first line supervisor position to assist in the day to day management of staff. This will allow the Departmental Personnel Officer to focus on the programmatic requirements that have been delegated as unmet work requirements and management oversight of the division, and provide guidance in the Personnel arena at the departmental level, while providing a position that can focus on appropriate work distribution and supervisory guidance in addition to helping the current supervisor with backlogged projects/requirements and assist with running the day to day operation of the Personnel Division." The expectation will be that this lead departmental human resources position will provide greater leadership and effectiveness and accountability for accuracy in all functions of the departmental human resource function. Both EHSD and HSD have vacant positions in the Departmental Human Resources Supervisor classification that need to be filled in order to properly support the departmental HR functions. At the time that the supervisor classification was established, the salary allocation was based solely on internal salary structures, and established at a rate that would not result in requiring analysis of other salaries within the job family. Following a failed recruitment, and feedback from candidates who declined to apply, Human Resources conducted a salary survey for the Departmental HR Supervisor. The results of that salary survey supported a reallocation that would have created compaction between the Departmental Human Resources Supervisor and the Personnel Officer classification. CONSEQUENCE OF NEGATIVE ACTION: If not approved the impacted departments will not have the appropriate classification structure. AGENDA ATTACHMENTS P300 MINUTES ATTACHMENTS Signed P300 25719 POSITION ADJUSTMENT REQUEST NO. 25719 DATE 4/2/2021 Department No./ Department Human Resources Budget Unit No. Org No. Agency No. Action Requested: Re-title the Departmental Personnel Officer - Exempt (unrepresented) (APG1) classification to Departmental Human Resources Officer I - Exempt (unrepresented) (APG1); establish the classification of Departmental Human Resources Officer II - Exempt , add 1 position in EHSD and 1 position in HSD. Proposed Effective Date: 5/28/2021 Classification Questionnaire attached: Yes No / Cost is within Department’s budget: Yes No Total One-Time Costs (non-salary) associated with request: Estimated total cost adjustment (salary / benefits / one time): Total annual cost Net County Cost Total this FY N.C.C. this FY SOURCE OF FUNDING TO OFFSET ADJUSTMENT Department must initiate necessary adjustment and submit to CAO. Use additional sheet for further explanations or comments. Elizabeth Loud ______________________________________ (for) Department Head REVIEWED BY CAO AND RELEASED TO HUMAN RESOURCES DEPARTMENT ___________________________________ ________________ Deputy County Administrator Date HUMAN RESOURCES DEPARTMENT RECOMMENDATIONS DATE 4/13/2021 Re-title the Departmental Personnel Officer - Exempt (unrepresented) (APG1) classification to Departmental Human Resources Officer I - Exempt (unrepresented) (APG1); establish t he classification of Departmental Human Resources Officer II - Exempt add 1 position in EHSD and 1 position in HSD. Amend Resolution 71/17 establishing positions and resolutions allocating classes to the Basic / Exempt salary schedule. Effective: Day following Board Action. 5/28/2021(Date) Tina Pruett 4/13/2021 ___________________________________ ________________ (for) Director of Human Res ources Date COUNTY ADMINISTRATOR RECOMMENDATION: DATE Approve Recommendation of Director of Human Resources Disapprove Recommendation of Director of Human Resources Other: ____________________________________________ ___________________________________ (for) County Administrator BOARD OF SUPERVISORS ACTION: David J. Twa, Clerk of the Board of Supervisors Adjustment is APPROVED DISAPPROVED and County Administrator DATE BY APPROVAL OF THIS ADJUSTMENT CONSTITUTES A PERSONNEL / SALARY RESOLUTION AMENDMENT POSITION ADJUSTMENT ACTION TO BE COMPLETED BY HUMAN RESOURCES DEPARTMENT FOLLOWING BOARD ACTION Adjust class(es) / position(s) as follows: P300 (M347) Rev 3/15/01 REQUEST FOR PROJECT POSITIONS Department Date 4/13/2021 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 considered. Indicate why these alternatives were not chosen. 8. Departments requesting new project positions must submit an updated cost benefit analysis of each project position at the halfway point of the project duration. This report is to be submitted to the Human Resource s Department, which will forward the report to the Board of Supervisors. Indicate the date that your cost / benefit analysis will be submitted 9. How will the project position(s) be filled? a. Competitive examination(s) b. Existing employment list(s) Which one(s)? c. Direct appointment of: 1. Merit System employee who will be placed on leave from current job 2. Non-County employee Provide a justification if filling position(s) by C1 or C2 USE ADDITIONAL PAPER IF NECESSARY RECOMMENDATION(S): Adopt Position Adjustment Resolution No. 25722 to add four (4) full-time Licensed Vocational Nurses (VT7G) in salary plan and grade TAX 1287 ($4,692.46 - $5,992.46) and cancel two (2) vacant part-time Registered Nurse (VWXG) positions #10349 (28/40) and #16335 (24/40) in salary plan and grade L32 1880 ($10,398.09 - $12,058.59) in the Health Services Department. (Represented) FISCAL IMPACT: The cost of adding four (4) Licensed Vocational Nurses will be partially offset by the cancellation of two (2) vacant part-time RN positions. This action will incur an approximate annual salary and benefit cost of $165,125, which includes $64,035 in pension cost. (100% CCHP Enterprise Fund II) BACKGROUND: Four full-time Licensed Vocational Nurse positions are needed in the Advice Unit to meet the Contra Costa Health Plan’s (CCHP) accreditation call-answer standards by taking the responsibility of handling non-clinical calls. With the newly added Licensed Vocational Nurses taking on this responsibility, the Advice Nurses will experience a decrease in call volume of non-medical calls and inquiries and will be able to focus on providing medical/clinical advisement to plan members. The LVN positions will also assist APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 04/20/2021 APPROVED AS RECOMMENDED OTHER Clerks Notes: VOTE OF SUPERVISORS AYE:John Gioia, District I Supervisor Candace Andersen, District II Supervisor Diane Burgis, District III Supervisor Karen Mitchoff, District IV Supervisor Federal D. Glover, District V Supervisor Contact: Mary Jane De Jesus-Saepharn, 925-957-5240 I hereby certify that this is a true and correct copy of an action taken and entered on the minutes of the Board of Supervisors on the date shown. ATTESTED: April 20, 2021 Monica Nino, County Administrator and Clerk of the Board of Supervisors By: June McHuen, Deputy cc: MJ De Jesus-Saepharn, Pam Gomez, Jo-Anne Linares C. 34 To:Board of Supervisors From:Anna Roth, Health Services Date:April 20, 2021 Contra Costa County Subject:Add Four Licensed Vocational Nurses Position and Cancel Two Part-Time Registered Nurses Position in the Health Services Department BACKGROUND: (CONT'D) in member follow-up activities, lab calls, and other responsibilities within the scope of their job description. The Authorization/Utilization Management Division currently has two part-time Registered Nurse positions that are not needed operationally. The first part-time Registered Nurse position (28/40) has been vacant since July 2018. The second Registered Nurse position (24/40) has been vacant since July 2017. As of now the Authorization/Utilization Management Division currently has 15 permanent and filled Registered Nurse positions. After administrative review of the operational impact of the current staffing levels of the Authorization/Utilization Management Division, CCHP determined that they operate effectively with current staffing levels and the two vacant part-time Registered Nurse vacancies are not operationally needed. CONSEQUENCE OF NEGATIVE ACTION: If this request is not approved, CCHP's Authorization/Utilization Management Division will not have the appropriate staffing levels in place to effectively and consistently meet accreditation standards. AGENDA ATTACHMENTS P300 No. 25722 HSD MINUTES ATTACHMENTS Signed P300 25722 POSITION ADJUSTMENT REQUEST NO. 25722 DATE 4/7/2021 Department No./ Department Health Services Budget Unit No. 0860 Org No. 6119 Agenc y No. A18 Action Requested: Add four (4) full-time Licensed Vocational Nurses and cancel two (2) part -time Registered Nurse positions in the Health Services Department Proposed Effective Date: 4/21/2021 Classification Questionnaire attached: Yes No / Cost is within Department’s budget: Yes No Total One-Time Costs (non-salary) associated with request: $0.00 Estimated total cost adjustment (salary / benefits / one time): Total annual cost $165,124.85 Net County Cost $0.00 Total this FY $13,760.40 N.C.C. this FY $0.00 SOURCE OF FUNDING TO OFFSET ADJUSTMENT 100% CCHP Enterprise Fund II Department must initiate necessary adjustment and submit to CAO. Use additional sheet for further explanations or comments. Mary Jane De Jesus -Saepharn ______________________________________ (for) Department Head REVIEWED BY CAO AND RELEASED TO HUMAN RESOURCES DEPARTMENT Sarah Kennard for 4/12/2021 ___________________________________ ________________ Deputy County Administrator Date HUMAN RESOURCES DEPARTMENT RECOMMENDATIONS DATE Exempt from Human Resources review under delegated authority. Amend Resolution 71/17 establishing positions and resolutions allocating classes to the Basic / Exempt salary schedule. Effective: Day following Board Action. (Date) ___________________________________ ________________ (for) Director of Human Resources Date COUNTY ADMINISTRATOR RECOMMENDATION: DATE 4/13/2021 Approve Recommendation of Director of Human Resources Disapprove Recommendation of Director of Human Resources Enid Mendoza Other: Approve as recommended by the department. ___________________________________ (for) County Administrator BOARD OF SUPERVISORS ACTION: Monica Nino, Clerk of the Board of Supervisors Adjustment is APPROVED DISAPPROVED and County Administrator DATE BY APPROVAL OF THIS ADJUSTMENT CONSTITUTES A PERSONNEL / SALARY RESOLUTION AMENDMENT POSITION ADJUSTMENT ACTION TO BE COMPLETED BY HUMAN RESOURCES DEPARTMENT FOLLOWING BOARD ACTION Adjust class(es) / position(s) as follows: P300 (M347) Rev 3/15/01 REQUEST FOR PROJECT POSITIONS Department Date No. 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 & Benefits Costs: b. Support Costs: (services, supplies, equipment, etc.) c. Less revenue or expenditure: d. Net cost to General or other fund: 6. Briefly explain the consequences of not filling the project position(s) in terms of: a. potential future costs d. political implications b. legal implications e. organizational implications c. financial implications 7. Briefly describe the alternative approaches to delivering the services which you have considered. Indicate why these alternatives were not chosen. 8. Departments requesting new project positions must submit an updated cost benefit analysis of each project position at the halfway point of the project duration. This report is to be submitted to the Human Resources Department, which will forward the report to the Board of Supervisors. Indicate the date that your cost / benefit analysis will be submitted 9. How will the project position(s) be filled? a. Competitive examination(s) b. Existing employment list(s) Which one(s)? c. Direct appointment of: 1. Merit System employee who will be placed on leave from current job 2. Non-County employee Provide a justification if filling position(s) by C1 or C2 USE ADDITIONAL PAPER IF NECESSARY RECOMMENDATION(S): ADOPT Personnel Adjustment Resolution No. 25723 to cancel one Administrative Services Assistant III (APTA) position #13230, Salary Plan ZB5 1631 ($6,613.76 - $8,039.07), and add one Business Systems Analyst (LTWK) position, Salary Plan ZB5 1694 ($7,039.46 - $8,556.51) in the County Administrator's Office - Law and Justice Systems (LJIS) Planning and Development Unit. FISCAL IMPACT: 100% County General Fund. The recommendation represents an estimated annual cost increase of $8,770, assuming top salary step, of which $2,028 is retirement expense. The additional cost can be accommodated within the authorized budget. BACKGROUND: The Law and Justice Systems (LJIS) Planning and Development Unit of the County Administrator's Office is responsible for administration, planning, development, and coordination of County case management systems for the District Attorney, Probation and Public Defender departments, and also countywide justice systems including the automated warrant system, the All County Criminal Justice Information Network (ACCJIN), and integrations among these systems and with Sheriff, Superior Court, and state/regional systems. The unit comprises five staff: a Business Systems Manager, Administrative Services Assistant APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 04/20/2021 APPROVED AS RECOMMENDED OTHER Clerks Notes: VOTE OF SUPERVISORS AYE:John Gioia, District I Supervisor Candace Andersen, District II Supervisor Diane Burgis, District III Supervisor Karen Mitchoff, District IV Supervisor Federal D. Glover, District V Supervisor Contact: Julie DiMaggio Enea (925) 655-2056 I hereby certify that this is a true and correct copy of an action taken and entered on the minutes of the Board of Supervisors on the date shown. ATTESTED: April 20, 2021 Monica Nino, County Administrator and Clerk of the Board of Supervisors By: June McHuen, Deputy cc: C. 35 To:Board of Supervisors From:Monica Nino, County Administrator Date:April 20, 2021 Contra Costa County Subject:CANCEL ONE ASA III POSITION & ADD ONE BUSINESS SYSTEMS ANALYST POSITION IN THE CAO-LJIS PLANNING UNIT BACKGROUND: (CONT'D) (ASA) III, and three Information Programmer Analyst IIIs. The Unit collaborates with Superior Court IT and DoIT (County IT) to accomplish its objectives. The current Law and Justice Information System is an integrated system developed in the 1980s. This system is a legacy ‘green screen’ mainframe system that allows for the sharing of data among the Justice Partners and the Superior Court. The LJIS has served the County incredibly well for 35 years but has long been considered obsolete. The employees with the institutional knowledge and technical know-how to maintain the archaic mainframe system have retired and the requisite technical skill sets are difficult to attract into public service and take many years to develop. Consequently, it is imperative to migrate all justice mainframe systems to modern platforms and the CAO has been working for several years to plan and implement this migration. In light of the Court's planned migration to the Tyler criminal case management system in 2022, the County must take all necessary action to expedite the modernization of all its justice systems. On April 13, the ASA III incumbent retired, leaving a vacancy in the LJIS Unit. With the rapid migration of County justice systems to modern web-based systems, in lieu recruiting to fill the ASA III vacancy, the LJIS Unit would be better served by a Business Systems Analyst (BSA), which requires IT project design and management experience as well as experience in general business administration, and is more relevant to the future work of the Unit. Both the ASA III and the BSA job classes are represented by Local 21, which was notified of the proposed action on April 13, 2021. CONSEQUENCE OF NEGATIVE ACTION: Should the Board elect not to approve the recommendation, the LJIS Unit would not be served by staff possessing the needed qualifications and practical experience to support future goals and responsibilities of the Unit. AGENDA ATTACHMENTS AIR 45287 P300 25723 MINUTES ATTACHMENTS Signed P300 25723 POSITION ADJUSTMENT REQUEST NO. 25723 DATE 4/13/2021 Department No./ Department County Administrator Budget Unit No. 0235 Org No. 1095 Agenc y No. 03 Action Requested: Cancel one Administrative Services Assistant III (APTA) position #13230, Salary Plan ZB5 1631 ($6,613.76 - $8,039.07), and add one Business Systems Analyst (LTWK) position, Salary Plan ZB5 1694 ($7,039.46 - $8,556.51) in the County Administrator's Office - Law and Justice Systems (LJIS) Planning and Development Unit. Propos ed Effective Date: 4/21/21 Classification Questionnaire attached: Yes No / Cost is within Department’s budget: Yes No Total One-Time Costs (non-salary) associated with request: Estimated total cost adjustment (salary / benefits / one time): Total annual cost $8,770.00 Net County Cost $8,770.00 Total this FY $0.00 N.C.C. this FY $0.00 SOURCE OF FUNDING TO OFFSET ADJUSTMENT 100% General Fund, budgeted Department must initiate necessary adjustment and submit to CAO. Use additional sheet for further explanations or comments. /s/ Julie DiMaggio Enea ______________________________________ (for) Department Head REVIEWED BY CAO AND RELEASED TO HUMAN RESOURCES DEPARTMENT /s/ Julie DiMaggio Enea 4/13/21 ___________________________________ ________________ Deputy County Administrator Date HUMAN RESOURCES DEPARTMENT RECOMMENDATIONS DATE 4/15/2021 Cancel one Administrative Services Assistant III (represented) position #13230 and add one Busines s Systems Analyst position represented) Amend Resolution 71/17 establishing positions and resolutions allocating classes to the Basic / Exempt salary schedule. Effective: Day following Board Action. (Date) Gladys Scott Reid 4/15/2021 ___________________________________ ________________ (for) Director of Human Res ources Date COUNTY ADMINISTRATOR RECOMMENDATION: DATE Approve Recommendation of Director of Human Resources Disapprove Recommendation of Director of Human Resources Other: ____________________________________________ ___________________________________ (for) County Administrator BOARD OF SUPERVISORS ACTION: Monica Nino, Clerk of the Board of Supervisors Adjustment is APPROVED DISAPPROVED and County Administrator DATE BY APPROVAL OF THIS ADJUSTMENT CONSTITUTES A PERSONNEL / SALARY RESOLUTION AMENDMENT POSITION ADJUSTMENT ACTION TO BE COMPLETED BY HUMAN RESOURCES DEPARTMENT FOLLOWING BOARD ACTION Adjust class(es) / position(s) as follows: P300 (M347) Rev 3/15/01 REQUEST FOR PROJECT POSITIONS Department Date No. 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 & Benefits Costs: b. Support Costs: (services, supplies, equipment, etc.) c. Less revenue or expenditure: d. Net cost to General or other fund: 6. Briefly explain the consequences of not filling the project position(s) in terms of: a. potential future costs d. political implications b. legal implications e. organizational implications c. financial implications 7. Briefly describe the alternative approaches to delivering the services which you have considered. Indicate why these alternatives were not chosen. 8. Departments requesting new project positions must submit an updated cost benefit analysis of each project position at the halfway point of the project duration. This report is to be submitted to the Human Resource s Department, which will forward the report to the Board of Supervisors. Indicate the date that your cost / benefit analysis will be submitted 9. How will the project position(s) be filled? a. Competitive examination(s) b. Existing employment list(s) Which one(s)? c. Direct appointment of: 1. Merit System employee who will be placed on leave from current job 2. Non-County employee Provide a justification if filling position(s) by C1 or C2 USE ADDITIONAL PAPER IF NECESSARY RECOMMENDATION(S): APPROVE a lease with Community Youth Center for approximately 6,593 square feet of office space for the Clerk-Recorder, Elections Division. The term of the lease is two years with two 1-year renewal terms for 6,593 square feet of warehouse space at 2250 Galaxy Court in Concord. The annual rental payment for the first year is $98,892 with 2.5% annual rental increases. AUTHORIZE the Public Works Director, or designee, to execute the lease and any renewal options. FISCAL IMPACT: 100% General Fund. The lease will obligate the County to pay rent of approximately $200,256 over the two-year term of the lease. BACKGROUND: Clerk-Recorder, Elections Division has been utilizing this location since April 2018. The space is used to store, service and prepare County equipment for use, sale, upgrade and staging. This new lease provides for the County’s continued occupancy of the premises by the Clerk-Recorder, Elections Division. APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 04/20/2021 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: April 20, 2021 Monica Nino, County Administrator and Clerk of the Board of Supervisors By: June McHuen, Deputy cc: C. 36 To:Board of Supervisors From:Brian M. Balbas, Public Works Director/Chief Engineer Date:April 20, 2021 Contra Costa County Subject:Lease with Community Youth Center for space at 2250 Galaxy Court, Concord for the Clerk-Recorder Elections Division CONSEQUENCE OF NEGATIVE ACTION: Not authorizing the lease for the continued operations of the Clerk-Recorder, Elections Division at this location would require finding another suitable location, at increased rent, together with the associated expenses of moving. ATTACHMENTS Lease RECOMMENDATION(S): ADOPT Resolution No. 2021/128 to approve and authorize the Employment and Human Services Director, or designee, to execute a contract amendment with California Department of Education to increase the payment limit by $4,170 to a new payment limit of $11,103,425 for State Preschool services with no change in term of July 1, 2020 through June 30, 2021. FISCAL IMPACT: California Department of Education payment limit increased by $4,170 to a total contract payment limit of $11,103,425. (100% State) (No County match) The State agreement number is CSPP 0052-03; County contract number is 39-908-34. BACKGROUND: The Contra Costa County Local Individualized Subsidy Child Care Plan was approved by the Board on July 10, 2018 (c.115) and approved by the California Department of Education on May 8, 2019. The California Department of Education notified the Department on August 11, 2020 of the 2020-2021 funding amendment of the California State Preschool program services. The County receives funds from the California Department of Education to provide state preschool services to program APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 04/20/2021 APPROVED AS RECOMMENDED OTHER Clerks Notes: VOTE OF SUPERVISORS AYE:John Gioia, District I Supervisor Candace Andersen, District II Supervisor Diane Burgis, District III Supervisor Karen Mitchoff, District IV Supervisor Federal D. Glover, District V Supervisor Contact: Elaine Burres 608-4960 I hereby certify that this is a true and correct copy of an action taken and entered on the minutes of the Board of Supervisors on the date shown. ATTESTED: April 20, 2021 Monica Nino, County Administrator and Clerk of the Board of Supervisors By: Laura Cassell, Deputy cc: Theodore Trinh, Nasim Eghlima, Nelly Ige, Teresita Foster C. 37 To:Board of Supervisors From:Kathy Gallagher, Employment & Human Services Director Date:April 20, 2021 Contra Costa County Subject:California Department of Education State Preschool Program, Amendment 3 BACKGROUND: (CONT'D) eligible County residents. The program is operated by the Employment and Human Services Department, Community Services Bureau. The Board approved the 2020-2021 revenue agreement on June 23, 2020 (c.31). The board approved the first amendment to include the terms and conditions of the Contra Costa County Local Individualized Subsidized Child Care Plan and to increase maximum rate per child day of enrollment from $49.85 to $50.67 on October 13, 2020 (c.21). The Board approved a second amendment to accept additional funds and change the minimum Child Days of Enrollment from 218,922 to 219,050. This board is to accept additional funds and change the minimum Child Days of Enrollment from 219,050 to 219,132. Approval of this board order will allow the continued provision of these childcare services. CONSEQUENCE OF NEGATIVE ACTION: If not approved, County will not receive additional funding to operate childcare programs. CHILDREN'S IMPACT STATEMENT: This board order supports three of the community outcomes established in the Children's Report Card: 1) "Children Ready for and Succeeding in School"; 3) "Families that are Economically Self-sufficient"; and, 4) "Families that are Safe, Stable, and Nurturing" by offering comprehensive services, including high quality early childhood education, nutrition, and health services to low-income children throughout Contra Costa County. AGENDA ATTACHMENTS Resolution 2021/128 MINUTES ATTACHMENTS Signed Resolution No. 2021/128 THE BOARD OF SUPERVISORS OF CONTRA COSTA COUNTY, CALIFORNIA and for Special Districts, Agencies and Authorities Governed by the Board Adopted this Resolution on 04/20/2021 by the following vote: AYE:5 John Gioia Candace Andersen Diane Burgis Karen Mitchoff Federal D. Glover NO: ABSENT: ABSTAIN: RECUSE: Resolution No. 2021/128 California Department of Education Preschool Program, Amendment 1. WHEREAS: the County receives funds from California Department of Education to provide state preschool services, and WHEREAS: the program is operated by the Employment and Human Services Department (EHSD), Community Services Bureau (CSB) and WHEREAS: this board order resolution will approve the amendment to include the terms and conditions of the County Local Individualized Subsidized Child Care Plan and increase maximum rate per child day of enrollment from $49.85 to $50.67, and WHEREAS: in order to fund a higher reimbursement rate, EHSD CSB , along with others participating in the Local Individualized Subsidized Child Care Plan, agreed to reduce the existing CSPP contract by decreasing the payment limit, and WHEREAS: the Contra Costa County EHSD payment limit is decreased by $26,125 to a new amount of $11,092.780. Now, Therefore, be it resolved: the Contra Costa County Board of Supervisors approve and authorize the Employment and Human Services Department Director, or designee, to execute a contract amendment with California Department of Education to decrease the payment limit by $26,125 to a new payment limit of $11,092,780 for State Preschool services with no change in the term of July 1, 2020 through June 30, 2021. Contact: Elaine Burres 608-4960 I hereby certify that this is a true and correct copy of an action taken and entered on the minutes of the Board of Supervisors on the date shown. ATTESTED: April 20, 2021 Monica Nino, County Administrator and Clerk of the Board of Supervisors By: Laura Cassell, Deputy cc: Theodore Trinh, Nasim Eghlima, Nelly Ige, Teresita Foster RECOMMENDATION(S): APPROVE and AUTHORIZE the Health Services Director, or designee, to execute on behalf of the County, Amendment Agreement #29-520-14 with the Pittsburg Unified School District, an educational institution, to amend Interagency Agreement #29-520-12, as amended by Amendment Agreement #29-520-13, effective July 1, 2020, to decrease the amount payable to the County by $150,000, from $304,500 to a new amount not to exceed $154,500 with no change in the term of July 1, 2020 through June 30, 2021, to provide mental health intervention services for agency-designated, severely emotionally disturbed Special Education students in East County. FISCAL IMPACT: Approval of this amendment will result in a reduction of $150,000 to the amount payable to the County and for services not rendered by the County. No County match is required. BACKGROUND: Contra Costa Behavioral Health Services Division/Mental Health in collaboration with Lincoln Child Center and Pittsburg Unified School District implemented the Petite Academy Program to provide mental health services for the seriously emotionally disturbed youth and families who live in East County. APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 04/20/2021 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., 925-957-5212 I hereby certify that this is a true and correct copy of an action taken and entered on the minutes of the Board of Supervisors on the date shown. ATTESTED: April 20, 2021 Monica Nino, County Administrator and Clerk of the Board of Supervisors By: Laura Cassell, Deputy cc: L Walker, M Wilhelm C. 38 To:Board of Supervisors From:Anna Roth, Health Services Director Date:April 20, 2021 Contra Costa County Subject:Amendment Agreement #29-520-14 with Pittsburg Unified School District BACKGROUND: (CONT'D) On October 13, 2020, the Board of Supervisors approved Interagency Agreement #29-520-12 with Pittsburg Unified School District to pay the County in an amount not to exceed $154,500 for providing mental health intervention services, to agency-designated, severely emotionally disturbed Special Education students for the period July 1, 2020 through June 30, 2021. On January 5, 2021, the Board of Supervisors approved Amendment Agreement #29-520-13 to increase the amount payable to the County by $150,000, to a new amount not to exceed $304,500 with no change in the term. This contract was amended to increase the payment limit on January 5, 2021; however, the additional funds were intended for Interagency Agreement #28-337 with Pittsburg Unified School District in collaboration with Bay Area Community Resources under a different program for mental health services. Therefore, we must amend this contract to reduce the payment limit back to the original payment limit of $154,500 which was approved by the Board of Supervisors on October 13, 2020. Approval of Amendment Agreement #29-520-14 will allow a decrease in the amount payable to the County for mental health intervention services through June 30, 2021. This contract payment limit was increased on January 5, 2021 however those allocated funds were intended for a different subcontractor and not the subcontractor providing services described in this agreement. Therefore, this amendment will reduce the payment limit back to the original payment limit of $154,500 approved on October 13, 2020 by the Board of Supervisors. CONSEQUENCE OF NEGATIVE ACTION: If this amendment is not approved, County will have an incorrect amount of funding on this contract supporting mental health intervention services for certain special education students. ATTACHMENTS RECOMMENDATION(S): APPROVE and AUTHORIZE the County Librarian, or designee, to apply for and accept a two-year grant in the amount of $20,000 from the Dean and Margaret Lesher Foundation, to provide library books and materials at the Juvenile Hall Library and at the Orin Allen Youth Rehabilitation Facility Library, for the period June 1, 2021 through May 31, 2022. FISCAL IMPACT: No Library Fund match. BACKGROUND: Grant funding from the Dean and Margaret Lesher Foundation will allow Juvenile Hall and Orin Allen Youth Rehabilitation Facility Libraries to purchase new, current titles to augment the collection as well as materials to replace worn items. These items will be ordered on a monthly basis over the course of the project's two-year time span to ensure a continuous increase of new materials. All books and materials for both libraries' collections are purchased from revenue generated entirely through grants and individual donations. Because both libraries have been so successful in developing a love of reading for education and pleasure, many of the books in the collection need to be replaced annually due to wear and tear. APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 04/20/2021 APPROVED AS RECOMMENDED OTHER Clerks Notes: VOTE OF SUPERVISORS AYE:John Gioia, District I Supervisor Candace Andersen, District II Supervisor Diane Burgis, District III Supervisor Karen Mitchoff, District IV Supervisor Federal D. Glover, District V Supervisor Contact: Walt Beveridge 925-608-7730 I hereby certify that this is a true and correct copy of an action taken and entered on the minutes of the Board of Supervisors on the date shown. ATTESTED: April 20, 2021 Monica Nino, County Administrator and Clerk of the Board of Supervisors By: Laura Cassell, Deputy cc: C. 39 To:Board of Supervisors From:Alison McKee, County Librarian Date:April 20, 2021 Contra Costa County Subject:Dean & Margaret Lesher Foundation Grant Funds BACKGROUND: (CONT'D) Additionally, the newest titles by admired and popular authors are in constant demand by patrons of these libraries. In order to continue encouraging this special and unique population to develop habits of reading for pleasure and self-directed learning, it is important that the libraries are able to provide new titles that refresh the collection and to which teens can relate. CONSEQUENCE OF NEGATIVE ACTION: If the grant is not funded then the libraries will not have the needed materials for reading. CHILDREN'S IMPACT STATEMENT: As well as supplying Contra Costa County's population of incarcerated teens with books and encouraging a love of reading and a lifelong habit of self-directed learning, the materials will allow the youth to engage in creative, educational activities that many of the youth have never experienced before, exposing them to new ideas and allowing them to discover previously unknown interests and hidden talents. This meets the Children's Report Card outcome of Children Ready for and Succeeding in School. RECOMMENDATION(S): AUTHORIZE the Employment and Human Services Director, or designee, to submit an application to the Administration for Children and Families (ACF) to carry-over $338,440 of unobligated funds under the Head Start Grant, for facility renovation and construction of the Central Kitchen Facility, for the term April 1, 2021 through December 31, 2021. FISCAL IMPACT: This Board Order will carryover budgeted, unobligated Federal funds from Administration for Children and Families Office of Head Start in the amount of $338,440 for the Head Start Program. 20% in-kind local match required. (CFDA # 93.600) (100% Federal) BACKGROUND: The Administration for Children and Families allows grantees to carry over unobligated funds to the next grant period to allow grantees to complete unfinished program initiatives and projects that were identified in the previous years’ operation but are still work-in-progress in the current grant period. The Board approved submission of a grant application to ACF for Head Start grant funds on September APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 04/20/2021 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: V. Kaplan, (925) 608-5052 I hereby certify that this is a true and correct copy of an action taken and entered on the minutes of the Board of Supervisors on the date shown. ATTESTED: April 20, 2021 Monica Nino, County Administrator and Clerk of the Board of Supervisors By: Laura Cassell, Deputy cc: C. 40 To:Board of Supervisors From:Kathy Gallagher, Employment & Human Services Director Date:April 20, 2021 Contra Costa County Subject:2019 Head Start Grant Carryover of Unobligated Funds BACKGROUND: (CONT'D) 11, 2018 (C.50). As a result, the County was awarded funding in the amount not to exceed $20,779,542 for the budget period of January 1, 2019 through December 31, 2019 to address program initiatives of health and safety, nutrition, disabilities and mental health of families as well as professional development of Head Start staff. Community Services Bureau (CSB) was unable to fully utilize the initial grant amount due to many factors such as an inability to hire qualified teaching staff, difficulty in finding qualified partners/sub-recipients and project delays. This Board Order is to approve the submission of an application for carry-over of the unobligated funds under Head Start Grant for facilities renovation and construction of the Central Kitchen Facility. CSB as a grantee is allowed by ACF to carryover unobligated funds within the five-year grant cycle period 2019-2023. ACF’s requirement to request the carry-over of unobligated funds is in the final Financial Federal Report (SF-425) which was submitted on April 30, 2020 for the grant period of January 1, 2019 through December 31, 2019. Further, the Head Start Policy Council approved these actions at their February 17, 2021 meeting. CONSEQUENCE OF NEGATIVE ACTION: If not approved, supplemental funding for the facilities renovation and partial construction of the Central Kitchen Facility will not be received and will have adverse effects on the health and safety of the children being served. CHILDREN'S IMPACT STATEMENT: Contra Costa County’s community outcomes - Outcome 1: “Children Ready for and Succeeding in School,” Outcome 3: “Families that are Economically Self-sufficient,” and, Outcome 4: “Families that are Safe, Stable, and Nurturing.” These outcomes are achieved by offering comprehensive services, including high quality early childhood education, nutrition, and health services to low-income children throughout Contra Costa County. ATTACHMENTS HS Budget Narrative Contra Costa County Employment and Human Services Department, Community Services Bureau Page 1 of 4 2019 Head Start Carryover Budget Narrative REQUEST FOR CARRYOVER OF 2019 UNOBLIGATED HEAD START FUND S FOR FACILITY RENOVATION AND CONSTRUCTION OF CENTRAL KITCHEN FACILITY Community Services Bureau (CSB) is submitting this request for use of existing federal funding from Administration for Children and Families (ACF), Office of Head Start in the amount of $338,440 from the 2019 Head Start unobligated funds for facilities renovation and construction of the Central Kitchen Facility. This is necessary to meet program requirements and to ensure successful implementation of the Head Start, Early Head Start (EHS) and EHS-Child Care Partnership Programs effectively and to comply with federal rating requirements. Due to the need to relocate the Central K itchen Facility for Contra Costa County Community Services Bureau’s Child Care Centers, the County’s Real Estate Department was requested to conduct research of facilities currently available in the market which meet the requirements for operating the central kitchen. Contra Costa County Public Works Department Real Estate has surveyed the market for facilities of equivalent size/capacity and options are virtually no n-existent, so CSB is relocating the Central Kitchen Facility to a County owned property located at 303 41st St. in Richmond, Contra Costa County. This west county location will allow CSB’s food transporters to avoid the daily heavy traffic in the morning west-bound commute when transporting the meals to the 13 child care centers throughout the county. The new Central Kitchen Facility will be renovated and constructed in an existing County-owned building and since it is County owned, overhead cost will be at a minimum. However, major Contra Costa County Employment and Human Services Department, Community Services Bureau Page 2 of 4 2019 Head Start Carryover Budget Narrative renovation and construction will be needed to meet federal rating requirements. Plumbing and electrical will need to be upgraded to handle the new load and to meet code requirements and a wall will need to be eliminated to gain more square footage for the kitchen. Since a commercial kitchen is required, there will need to be a food preparation area, cooking area with stove top, warmers, ovens, steam kettles, steamers, and a tilting skillet. An area for baking as well as slicing will be required, as well as storage areas for dry goods, ingredients and supplies. A closet for chemicals and walk-in freezer and refrigerators will also be needed. New bathrooms will need to meet code requirements, and staff space will be created. Two offices will be needed, one for the Food Operations Supervisor (FOS). This office will be close to the kitchen so the FOS will be able to monitor staff yet maintain confidential phone calls/conversations. The other office will be for the Registered Dietitian/ Nutrition Manager. Also, cubicle workspace for up to six people will be designed so that visiting staff will have a space to conduct business, while kitchen staff can use them to complete online trainings, timesheets, required paperwork and more. The total cost to renovate and construct the Central Kitchen Facility is outlined below: Estimated Project Budget - Central Kitchen Facility Scope Area/sf Unit Cost Cost Phase 1 Roof Improvements 7,300 sf $ 29.45 215,000 Interior Demo 4,700 cf $ 21.27 100,000 ADA Site Work 1 ls 40,000 Entry Modifications 135 sf $ 259.25 35,000 Structural Improvements 7,300 sf $ 47.26 345,000 Direct Construction Total $ 102 735,000 Bonds and Insurance 2.5% 18,625 Contractor General Conditions 13.5% 100,575 General Requirements 5% 37,250 Contra Costa County Employment and Human Services Department, Community Services Bureau Page 3 of 4 2019 Head Start Carryover Budget Narrative GC Overhead and Profit 7.5% 55,875 Construction Total - Phase 1 $ 131 947,325 Phase 2 Site Improvements 1 ls 150,000 Kitchen Improvements (Framing, Finishes, HVAC, Electrical, Plumbing) 3,810 sf $150 571,500 Restroom Improvements 230 sf $250 57,500 Entry Modifications 120 sf $120 14,400 Direct Construction Total $208 793,400 Bonds and Insurance 2.5% 19,835 Contractor General Conditions 13.5% 109,787 General Requirements 5% 46,151 GC Overhead and Profit 7.5% 72,688 Construction Total – Phase 2 $274 1,041,861 Project Other Costs and Contingencies Kitchen Equipment (Owner Provided Contractor Installed) 1 ls Escalation Cost 6% 122,904 Design Contingency 15% 233,985 Project Costs 356,889 Grand Total $2,346,075 CSB is requesting use of the unobligated funds from the 2019 Head Start grant, to partially renovate, construct and upgrade the existing County owned property for the Central Kitchen Facility to serve the meal requirements of our Head Start, Early Head Start and EHS-Child Care Partnership children in our 13 child care centers. The total funding for the Central Kitchen Facility will be generated from the unspent portion of the grants, namely 2019 HS/EHS; 2020 HS/EHS and 2020 EHS-CCP2, as shown on the table below. Contra Costa County Employment and Human Services Department, Community Services Bureau Page 4 of 4 2019 Head Start Carryover Budget Narrative CONTRA COSTA COUNTY - COMMUNITY SERVICES BUREAU UNSPENT FUNDS AVAILABLE FOR FACILITY RENOVATION AND CONSTRUCTION OF CENTRAL KITCHEN FACILITY GRANT NO. HS EHS EHS- CCP2 TOTAL UNSPENT FUNDS Funding Available for Program requirements Funding Available for Central Kitchen Facility (a) (b) (c) )=(a+b+c) (e) (f) 09CH010862-1 2019 HS/EHS 338,440 514,825 - 853,265 - 853,265 09CH010862-2 2020 HS/EHS 2,108,704 446,798 - 2,555,502 1,319,727 1,235,775 09HP000111-3 2020 EHS-CCP2 - - 1,457,564 1,457,564 1,200,529 257,035 TOTAL UNSPENT FUNDS 2,447,144 961,623 1,457,564 4,866,331 2,520,256 2,346,075 FEDERAL 2019 HEAD START CARRYOVER REQUEST $338,440 NON FEDERAL MATCH $ 84,610 The non-federal match will be coming from the value of the land and building which is County owned. There is no community or parent involvement in this project, so there are no volunteer hours that will be sourced from the community. TOTAL FEDERAL AND NON FEDERAL COST $423,050 RECOMMENDATION(S): AUTHORIZE the Employment and Human Services Director, or designee, to submit an application to the Administration for Children and Families (ACF) to carry-over $514,825 of unobligated funds under the Early Head Start Grant, for the term April 1, 2021 through December 31, 2021. FISCAL IMPACT: This Board Order will carryover budgeted, unobligated Federal funds from Administration for Children and Families Office of Head Start in the amount of $514,825 for the Early Head Start Program. 20% in-kind match is required. (CFDA # 93.600) (100% Federal) BACKGROUND: The Administration for Children and Families allows grantees to carry over unobligated funds to the next grant period to allow grantees to complete unfinished program initiatives and projects that were identified in the previous years’ operation but are still work-in-progress in the current grant period. The Board approved submission of a grant application to ACF for Early Head Start grant funds APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 04/20/2021 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: V. Kaplan, (925) 608-5052 I hereby certify that this is a true and correct copy of an action taken and entered on the minutes of the Board of Supervisors on the date shown. ATTESTED: April 20, 2021 Monica Nino, County Administrator and Clerk of the Board of Supervisors By: Laura Cassell, Deputy cc: C. 41 To:Board of Supervisors From:Kathy Gallagher, Employment & Human Services Director Date:April 20, 2021 Contra Costa County Subject:2019 Early Head Start Grant Carryover of Unobligated Funds BACKGROUND: (CONT'D) on September 11, 2018 (C.49). As a result, the County was awarded funding in the amount not to exceed $4,535,488 for the budget period of January 1, 2019 through December 31, 2019 to address program initiatives of health and safety, nutrition, disabilities and mental health of families as well as professional development of Early Head Start staff. Community Services Bureau (CSB) was unable to fully utilize the initial grant amount due to many factors such as an inability to hire qualified teaching staff, difficulty in finding qualified partners/sub-recipients and project delays. This Board Order is to approve the submission of an application for carry-over of the unobligated funds under Early Head Start Grant for facility renovation and partial construction of the Central Kitchen Facility. CSB as a grantee is allowed by ACF to carryover unobligated funds within the five-year grant cycle 2019-2023. ACF’s requirement to request the carry-over of unobligated funds is in the final Financial Federal Report (SF-425) which was submitted on April 30, 2020 for the grant period of January 1, 2019 through December 31, 2019. Further, the Head Start Policy Council approved these actions at their February 17, 2021 meeting. CONSEQUENCE OF NEGATIVE ACTION: If not approved, supplemental funding for the facilities renovation and partial construction of the Central Kitchen Facility will not be received and will have an adverse effect on the health and safety of the children being served. CHILDREN'S IMPACT STATEMENT: Contra Costa County’s community outcomes - Outcome 1: “Children Ready for and Succeeding in School,” Outcome 3: “Families that are Economically Self-sufficient,” and, Outcome 4: “Families that are Safe, Stable, and Nurturing.” These outcomes are achieved by offering comprehensive services, including high quality early childhood education, nutrition, and health services to low-income children throughout Contra Costa County. ATTACHMENTS EHS Budget Narrative Contra Costa County Employment and Human Services Department, Community Services Bureau Page 1 of 4 2019 Head Start Carryover Budget Narrative REQUEST FOR CARRYOVER OF 2019 UNOBLIGATED EARLY HEAD START FUND S FOR FACILITY RENOVATION AND CONSTRUCTION OF CENTRAL KITCHEN FACILITY Community Services Bureau (CSB) is submitting this request for use of existing federal funding from Administration for Children and Families (ACF), Office of Head Start in the amount of $514,825 from the 2019 Early Head Start unobligated funds for facilities renovation and construction of the Central Kitchen Facility. This is necessary to meet program requirements and to ensure successful implementation of the Head Start, Early Head Start (EHS) and EHS-Child Care Partnership Programs effectively and to comply with federal rating requirements. Due to the need to relocate the Central K itchen Facility for Contra Costa County Community Services Bureau’s Child Care Centers, the County’s Real Estate Department was requested to conduct research of facilities currently available in the market which meet the requirements for operating the central kitchen. Contra Costa County Public Works Department Real Estate has surveyed the market for facilities of equivalent size/capacity and options are virtually no n-existent, so CSB is relocating the Central Kitchen Facility to a County owned property located at 303 41st St. in Richmond, Contra Costa County. This west county location will allow CSB’s food transporters to avoid the daily heavy traffic in the morning west-bound commute when transporting the meals to the 13 child care centers throughout the county. The new Central Kitchen Facility will be renovated and constructed in an existing County-owned building and since it is County owned, overhead cost will be at a minimum. However, major Contra Costa County Employment and Human Services Department, Community Services Bureau Page 2 of 4 2019 Head Start Carryover Budget Narrative renovation and construction will be needed to meet federal rating requirements. Plumbing and electrical will need to be upgraded to handle the new load and to meet code requirements and a wall will need to be eliminated to gain more square footage for the kitchen. Since a commercial kitchen is required, there will need to be a food preparation area, cooking area with stove top, warmers, ovens, steam kettles, steamers, and a tilting skillet. An area for baking as well as slicing will be required, as well as storage areas for dry goods, ingredients and supplies. A closet for chemicals and walk-in freezer and refrigerators will also be needed. New bathrooms will need to meet code requirements, and staff space will be created. Two offices will be needed, one for the Food Operations Supervisor (FOS). This office will be close to the kitchen so the FOS will be able to monitor staff yet maintain confidential phone calls/conversations. The other office will be for the Registered Dietitian/ Nutrition Manager. Also, cubicle workspace for up to six people will be designed so that visiting staff will have a space to conduct business, while kitchen staff can use them to complete online trainings, timesheets, required paperwork and more. The total cost to renovate and construct the Central Kitchen Facility is outlined below: Estimated Project Budget - Central Kitchen Facility Scope Area/sf Unit Cost Cost Phase 1 Roof Improvements 7,300 sf $ 29.45 215,000 Interior Demo 4,700 cf $ 21.27 100,000 ADA Site Work 1 ls 40,000 Entry Modifications 135 sf $ 259.25 35,000 Structural Improvements 7,300 sf $ 47.26 345,000 Direct Construction Total $ 102 735,000 Bonds and Insurance 2.5% 18,625 Contractor General Conditions 13.5% 100,575 General Requirements 5% 37,250 Contra Costa County Employment and Human Services Department, Community Services Bureau Page 3 of 4 2019 Head Start Carryover Budget Narrative GC Overhead and Profit 7.5% 55,875 Construction Total - Phase 1 $ 131 947,325 Phase 2 Site Improvements 1 ls 150,000 Kitchen Improvements (Framing, Finishes, HVAC, Electrical, Plumbing) 3,810 sf $150 571,500 Restroom Improvements 230 sf $250 57,500 Entry Modifications 120 sf $120 14,400 Direct Construction Total $208 793,400 Bonds and Insurance 2.5% 19,835 Contractor General Conditions 13.5% 109,787 General Requirements 5% 46,151 GC Overhead and Profit 7.5% 72,688 Construction Total – Phase 2 $274 1,041,861 Project Other Costs and Contingencies Kitchen Equipment (Owner Provided Contractor Installed) 1 ls Escalation Cost 6% 122,904 Design Contingency 15% 233,985 Project Costs 356,889 Grand Total $2,346,075 CSB is requesting use of the unobligated funds from the 2019 Early Head Start grant, to partially renovate, construct and upgrade the existing County owned property for the Central Kitchen Facility to serve the meal requirements of our Head Start, Early Head Start and EHS-Child Care Partnership children in our 13 child care centers. The total funding for the Central Kitchen Facility will be generated from the unspent portion of the grants, namely 2019 HS/EHS; 2020 HS/EHS and 2020 EHS-CCP2, as shown on the table below. Contra Costa County Employment and Human Services Department, Community Services Bureau Page 4 of 4 2019 Head Start Carryover Budget Narrative CONTRA COSTA COUNTY - COMMUNITY SERVICES BUREAU UNSPENT FUNDS AVAILABLE FOR FACILITY RENOVATION AND CONSTRUCTION OF CENTRAL KITCHEN FACILITY GRANT NO. HS EHS EHS- CCP2 TOTAL UNSPENT FUNDS Funding Available for Program requirements Funding Available for Central Kitchen Facility (a) (b) (c) )=(a+b+c) (e) (f) 09CH010862-1 2019 HS/EHS 338,440 514,825 - 853,265 - 853,265 09CH010862-2 2020 HS/EHS 2,108,704 446,798 - 2,555,502 1,319,727 1,235,775 09HP000111-3 2020 EHS-CCP2 - - 1,457,564 1,457,564 1,200,529 257,035 TOTAL UNSPENT FUNDS 2,447,144 961,623 1,457,564 4,866,331 2,520,256 2,346,075 FEDERAL 2019 EARLY HEAD START CARRYOVER REQUEST $514,825 NON FEDERAL MATCH $128,706 The non-federal match will be coming from the value of the land and building which is County owned. There is no community or parent involvement in this project, so there are no volunteer hours that will be sourced from the community. TOTAL FEDERAL AND NON FEDERAL COST $643,531 RECOMMENDATION(S): AUTHORIZE the Employment and Human Services Director, or designee, to submit an application to the Administration for Children and Families to carry-over $1,457,564 of unobligated funds under the Early Head Start Childcare Partnership-2 Grant, for facility renovation and construction of the Central Kitchen Facility, for the term April 1, 2021 through December 31, 2021. FISCAL IMPACT: This Board Order will carryover budgeted, unobligated Federal funds from Administration for Children and Families Office of Head Start in the amount of $1,457,564 for the Early Head Start Childcare Partnership-2 Program. No local match is required. (CFDA # 93.600) (100% Federal) BACKGROUND: The Administration for Children and Families (ACF) allows grantees to carry over unobligated funds to the next grant period to allow grantees to complete unfinished program initiatives and projects that were identified in the previous years’ operation but are still work-in-progress in the current grant period. The APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 04/20/2021 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: V. Kaplan, (925) 608-5052 I hereby certify that this is a true and correct copy of an action taken and entered on the minutes of the Board of Supervisors on the date shown. ATTESTED: April 20, 2021 Monica Nino, County Administrator and Clerk of the Board of Supervisors By: Laura Cassell, Deputy cc: C. 42 To:Board of Supervisors From:Kathy Gallagher, Employment & Human Services Director Date:April 20, 2021 Contra Costa County Subject:Early Head Start Childcare Partnership-2 Grant Carryover of Unobligated Funds BACKGROUND: (CONT'D) Board approved the submission of a grant application to ACF for Early Head Start Childcare Partnership-2 grant funds on August 16, 2016 (C.37). As a result, the County was awarded funding in the amount not to exceed $5,000,000 for the budget period of January 1, 2017 through December 31, 2017 to address program initiatives of health and safety, nutrition, disabilities and mental health of families as well as professional development of Early Head Start staff. Community Services Bureau (CSB) was unable to fully utilize the initial grant amount due to many factors such as an inability to hire qualified teaching staff, difficulty in finding qualified partners/sub-recipients and project delays. ACF recognized these difficulties and granted the roll-over of the unspent portion of $4,035,918 into the grant period of September 1, 2018 through August 31, 2019, in addition to the new grant funding of $3,540,487 (May 1, 2018, C.20) for the same budget period. During this budget period, CSB was able to meet its program initiatives, however, was unable to fully utilize the amount of unobligated funds of $1,798,050 when the grant period ended on August 31, 2019 as a result of delays in the completion of County Public Works projects. The carry-over request of $1,798,050 is the result of unobligated funds of $450,234 from the basic grant of $3,540,487 and $1,347,816 from the first carry-over amount of $4,035,918. ACF recognized the Grantee’s situation and agreed to extend the grant period of the unobligated funds for the period September 1, 2019 through August 31, 2020. The Board approved this carry-over of the unobligated funds under Early Head Start Childcare Partnership-2 Grant in the amount of $1,798,050 on April 28, 2020 (C.20). This Board Order is to approve the submission of an application for carry-over of the unobligated funds under Early Head Start Childcare Partnership-2 Grant for facilities renovation and construction of the Central Kitchen Facility. Due to the timing of the program’s year-end close and ACF’s requirement to submit the final Financial Federal Report (SF-425) due on January 30, 2021 for the grant period of September 1, 2019 through August 31, 2020, CSB is now able to request the carry-over of unobligated funds. Further, the Head Start Policy Council approved these actions at their February 17, 2021 meeting. CONSEQUENCE OF NEGATIVE ACTION: If not approved, supplemental funding to operate the Early Head Start Childcare Partnership-2 Program will not be received and will have adverse effects on the health and safety of the children being served. CHILDREN'S IMPACT STATEMENT: Contra Costa County’s community outcomes - Outcome 1: “Children Ready for and Succeeding in School,” Outcome 3: “Families that are Economically Self-sufficient,” and, Outcome 4: “Families that are Safe, Stable, and Nurturing.” These outcomes are achieved by offering comprehensive services, including high quality early childhood education, nutrition, and health services to low-income children throughout Contra Costa County. ATTACHMENTS EHS CCP2 Budget Narrative Contra Costa County Employment and Human Services Department, Community Services Bureau Page 1 of 6 2020 Early Head Start-Child Care Partnership Carryover Budget Narrative REQUEST FOR CARRYOVER OF 2020 UNOBLIGATED EARLY HEAD START - CHILD CARE PARTNERSHIP FUND S GRANT NO. 09HP000111 FOR PROGRAM NEEDS AND CONSTRUCTION OF CENTRAL KITCHEN FACILITY Community Services Bureau (CSB) is submitting this request for use of existing federal funding from Administration for Children and Families (ACF), Office of Head Start in the amount of $1,457,564 from the 2020 Early Head Start-Child Care Partnership (EHS-CCP2) unobligated funds . CSB is requesting use of the unobligated funds to support program needs, upgrade building facilities as well as to partially renovate, construct and upgrade the existing County owned property for the Central Kitchen Facility to serve the meal requirements of enrolled children at CSB’s 13 child care centers. This is necessary to meet program requirements and to ensure successful implementation of the EHS-CCP2 Program effectively and to comply with federal rating requirements. Table below are the intended uses of these unobligated EHS-CCP2 funds. DESCRIPTION AMOUNT a. PERSONNEL -0- b. FRINGE BENEFITS -0- c. TRAVEL -0- d. EQUIPMENT -0- e. SUPPLIES $ 499,674 f. CONTRACTUAL -0- g. CONSTRUCTION $ 257,035 h. OTHER $700,855 I. TOTAL CARRYOVER BUDGET $ 1,457,564 Contra Costa County Employment and Human Services Department, Community Services Bureau Page 2 of 6 2020 Early Head Start-Child Care Partnership Carryover Budget Narrative Breakdown of the budget is attached as Schedule 1 worksheet. (6e ) SUPPLIES $ 499,674 1. Office Supplies $ -0- 2. Children and Family Services Supplies $259,000 Consists of the following: Distance Learning Materials for all EHS-CCP2 Classes $75,000 Furnishings/Break Room Supplies $20,000 There is an ongoing effort to improve the break rooms for CSB staff and they are in need of furnishings at all EHS-CCP2 sites. Education Classroom Supplies/Materials $14,000 There is a need for classroom educational supplies and curriculum enhancements, specifically around culture, equity, and inclusion. STEM Materials for Toddlers $50,000 Classrooms and distance learners can benefit from Science, Technology, Engineering, Mathematic (STEM) materials for toddlers. Outdoor Play and Learn Environment Enhancements $100,000 Purchase new bikes and other outdoor play equipment to maximize physical activity which will benefit children from all EHS-CCP2 sites. Contra Costa County Employment and Human Services Department, Community Services Bureau Page 3 of 6 2020 Early Head Start-Child Care Partnership Carryover Budget Narrative 3. Computer Supplies $110,674 CSB is a tech based learning environment necessitating the use of tablets and other desktop and mobile technologies to support staff and children under the EHS -CCP2 Program. 4. Other Supplies $130,000 Consists of the following: Dishwashers for EHS -CCP2 Directly Operated Sites $125,000 All classrooms need newer, energy and water efficient, industrial dishwashers . Employee Wellness Materials $5,000 Under the Employee Wellness Program, CSB will purchase small items to recognize wellness champions by encouraging healthy practices while at work. Items needed are pedometers to encourage walking 10,000 steps a day, water bottles to encourage increase in water intake, and books that encourage wellness habits. (6g) CONSTRUCTION $257,035 1. Major Renovation – C entral Kitchen Facility $257,035 Due to the need to relocate the Central Kitchen Facility for Contra Costa County Community Services Bureau’s Child Care Centers, the County’s Real Estate Department was requested to conduct research of facilities currently available in the market which mee t the requirements for operating the central kitchen. Contra Costa County Public Works Department Real Estate has surveyed the market for facilities of equivalent size/capacity and options are virtually non-existent, so CSB is relocating the Central Kitchen Facility to a County owned property located at 303 41 st St. in Richmond, Contra Costa County. This west county location will allow CSB’s food Contra Costa County Employment and Human Services Department, Community Services Bureau Page 4 of 6 2020 Early Head Start-Child Care Partnership Carryover Budget Narrative transporters to avoid the daily heavy traffic in the morning west-bound commute when transporting the meals to the 13 child care centers throughout the county. The new Central Kitchen Facility will be renovated and constructed in an existing County-owned building and since it is County owned, overhead cost will be at a minimum. However, major renovation and construction will be needed to meet federal rating requirements. Plumbing and electrical will need to be upgraded to handle the new load and to meet code requirements and a wall will need to be eliminated to gain more square footage for the kitchen. Since a commercial kitchen is required, there will need to be a food preparation area, cooking area with stove top, warmers, ovens, steam kettles, steamers, and a tilting skillet. An area for baking as well as slicing will be required, as well as storage areas for dry goods, ingredients and supplies. A closet for chemicals and walk-in freezer and refrigerators will also be needed. New bathrooms will need to meet code requirements, and staff space will be created. Two offices will be needed, one for the Food Operations Supervisor (FOS). This office will be close to the kitchen so the FOS will be able to monitor staff yet maintain confidential phone calls/conversations. The other office will be for the Registered Dietitian/ Nutrition Manager. Also, cubicle workspace for up to six people will be designed so that visiting staff will have a space to conduct business, while kitchen staff can use them to complete online trainings, timesheets, required paperwork and more. This carryover request will partially finance the construction of the new Central Kitchen Facility and the amount allocated from the unobligated funds is prorated based on total CSB program slots . (6h) OTHER $700,855 1. Building Maintenance/Repairs and Other Occupancy Costs $640,246 Contra Costa County Employment and Human Services Department, Community Services Bureau Page 5 of 6 2020 Early Head Start-Child Care Partnership Carryover Budget Narrative This budget includes upgrade of existing facilities to meet health and safety standards required by federal, state and local regulatory agencies. These upgrades include installation of new aluminum ramps for the building and modulars, removal of fixtures to create add itional space for breakroom, repairing foundation work caused by earthquake damage, resurfacing and striping building parking lot, and for the purchase and installation of Sit Stands at multiple EHS -CCP2 centers. Facility improvements will be completed at CSB’s directly operated centers and our partner centers. These facility improvements are essential to ensure that CSB is maintaining a hazard free environment while meeting the Head Start Performance Standards re lating to health and safety. Breakdown of these repairs is attached as Schedule 2 worksheet. 2. Incidental Alterations/Renovations $60,609 Consists of the following: Playground for KinderCare $53,109 A new playground is needed for KinderCare that is a ge appropriate and free of health and safety hazards as determined by CBS’s certified playground inspector. New bark for Tiny Toes playground: $1,000 The ground covering at Tiny Toes center needs to be replaced per the playground inspector . New bark for 13 Family Child Care homes $6,500 The ground covering at all Family Child Care homes needs to be replaced per the playground inspector. FEDERAL 2020 CHILD CARE PARTNERSHIP CARRYOVER REQUEST $1,457,564 Contra Costa County Employment and Human Services Department, Community Services Bureau Page 6 of 6 2020 Early Head Start-Child Care Partnership Carryover Budget Narrative NON FEDERAL MATCH $ -0- CSB is requesting waiver of non-federal match. There is no community or parent involvement because there are no volunteer hours that will be sourced from the community as a result of the pandemic situation still prevailing at this time. TOTAL FEDERAL AND NON FEDERAL COST $1,457,564 RECOMMENDATION(S): ADOPT Resolution No. 2021/125 authorizing the Sheriff-Coroner, Undersheriff or Commander Management Services to apply for and accept State Homeland Security Grant Program (SHSGP) funds in an initial amount of $1,250,000 from the California Governor’s Office of Emergency Services, make required grant assurances and authorize specific Sheriff’s officials to act on behalf of the County to obtain funding for the period of September 1, 2021, through the end of the grant fund availability. FISCAL IMPACT: $1,250,000, 100% Federal. No County match. BACKGROUND: APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 04/20/2021 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: Chrystine Robbins, 925-655-0008 I hereby certify that this is a true and correct copy of an action taken and entered on the minutes of the Board of Supervisors on the date shown. ATTESTED: April 20, 2021 , County Administrator and Clerk of the Board of Supervisors By: June McHuen, Deputy cc: C. 43 To:Board of Supervisors From:David O. Livingston, Sheriff-Coroner Date:April 20, 2021 Contra Costa County Subject:State Homeland Security Grant Program Grant FY 2021 BACKGROUND: (CONT'D) The Fiscal Year (FY) 2021 Homeland Security Grant Program (HSGP) is a Federal Department of Homeland Security (DHS)/Federal Emergency Management Agency’s (FEMA’s) grant program. This grant is distributed to the Contra Costa Operational Area to assist in preventing, protecting and responding to and recovering from terrorist attacks. These grant programs are part of a comprehensive set of measures authorized by Congress and implemented by DHS to help strengthen the nation’s communities against potential terrorist attacks. The funding will allow for enhanced cybersecurity, protection of soft targets/crowded places, enhancement of information and intelligence sharing and cooperation with federal agencies, including DHS, combating domestic violent extremism, addressing emergent threats (e.g. transnational criminal organizations, unmanned aircraft systems (UASs)). The initial total grant program allocation provided to the County by the U.S. Department of Homeland Security and as a pass-through the California Governor's Office of Emergency Services (CalOES) is $1,250,000. CONSEQUENCE OF NEGATIVE ACTION: The Office of the Sheriff would not be able to apply for and accept this grant funding. AGENDA ATTACHMENTS Resolution 2021/125 MINUTES ATTACHMENTS Signed Resolution No. 2021/125 THE BOARD OF SUPERVISORS OF CONTRA COSTA COUNTY, CALIFORNIA and for Special Districts, Agencies and Authorities Governed by the Board Adopted this Resolution on 04/20/2021 by the following vote: AYE:5 John Gioia Candace Andersen Diane Burgis Karen Mitchoff Federal D. Glover NO: ABSENT: ABSTAIN: RECUSE: Resolution No. 2021/125 IN THE MATTER OF: Applying for and Accepting 2021 State Homeland Security Grant Program funds. WHEREAS the County of Contra Costa is seeking funds available through the California Homeland Security Grant Program administered by the California Governor's Office of Emergency Services; NOW, THEREFORE, BE IT RESOLVED that the Board of Supervisors: Authorizes the Sheriff'-Coroner, Undersheriff or Commander Management Services, to execute for and on behalf of the County of Contra Costa, a public entity established under the laws of the State of California, any actions necessary for the purpose of obtaining Federal financial assistance including grant modification and extensions provided by the U.S. Department of Homeland Security and sub-granted through the State of California related to the State Homeland Security Grant Program. Contact: Chrystine Robbins, 925-655-0008 I hereby certify that this is a true and correct copy of an action taken and entered on the minutes of the Board of Supervisors on the date shown. ATTESTED: April 20, 2021 , County Administrator and Clerk of the Board of Supervisors By: Laura Cassell, Deputy cc: RECOMMENDATION(S): APPROVE and AUTHORIZE the Health Services Director, or designee, to execute on behalf of the County Grant Agreement #28-958 (#112745) with Kaiser Permanente’s Northern California Community Benefit Programs, to pay the County an amount not to exceed $50,000, for the COVID-19 Ambassador Pathways to Possibilities (P2P) Project, for the period from December 1, 2020 through November 30, 2021. FISCAL IMPACT: Approval of this Grant Agreement will result in an amount not to exceed $50,000 from Kaiser Foundation Hospitals. No County match is required. BACKGROUND: The goal of the COVID-19 P2P project is to address health disparities associated with poor educational outcomes. In Contra Costa County, Latino and African American residents face disproportionate rates of preventable chronic illnesses such as heart disease, obesity, cancer as well as most recently, COVID-19. Public health agencies alone cannot reduce these disparities, but by employing trusted community members as ambassadors for key health and safety messages, the COVID-19 Ambassador P2P project can provide a meaningful work-based learning experience to youth and young adults with lived experience with APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 04/20/2021 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: April 20, 2021 Monica Nino, County Administrator and Clerk of the Board of Supervisors By: Laura Cassell, Deputy cc: Tasha Scott, Marcy Wilhelm C. 44 To:Board of Supervisors From:Anna Roth, Health Services Director Date:April 20, 2021 Contra Costa County Subject:Grant Agreement #28-958 with Kaiser Permanente’s Northern California Community Benefit Programs BACKGROUND: (CONT'D) incarceration, whom face significant barriers to employment. The participants will become community messengers and gain valuable leadership experience and transferrable skills to apply to enter the health workforce. This Grant Agreement will allow Contra Costa Health Services (CCHS) to implement the COVID-19 Ambassador P2P Project to provide COVID-19 training and work-based learning as COVID-19 Ambassadors for 16–30-year-olds living in or soon to return home to Contra Costa, through November 30, 2021. CONSEQUENCE OF NEGATIVE ACTION: If this grant is not approved, the County will not receive funding to support the activities for the COVID-19 Ambassador P2P Project. RECOMMENDATION(S): APPROVE and AUTHORIZE the Health Services Director, or designee, to execute on behalf of the County Standard Amendment Agreement #29-502-47 (State #19-96218, A01) with the California Department of Health Care Services, to amend Standard Agreement #29-502-45 to decrease the amount payable to County by $1,222,762 from $64,760,373 to a new payment limit not to exceed $63,537,611, for continuing Drug Medi-Cal Substance Abuse Treatment Services, with no change in the original term of July 1, 2019 through June 30, 2022. FISCAL IMPACT: Approval of this amendment will result in a decrease of $1,222,762 revenues for Drug Medi-Cal Federal Participation for FY 2020-21. No County match is required. BACKGROUND: The California Department of Health Care Services (DHCS) provides funding to counties for Substance Abuse Disorder (SUD) prevention and treatment services through a contractual mechanism. This contract is supported by State General Fund, Federal Substance Abuse Prevention and Treatment (SAPT) Block Grant and the Federal share of reimbursement claimed for Drug Medi-Cal services. On November 5, 2019, the Board of Supervisors approved Standard Agreement #29-502-45 with the Department of Health Care Services, to pay the County an amount not to exceed $64,760,373 to provide SUD prevention APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 04/20/2021 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, 925-957-5212 I hereby certify that this is a true and correct copy of an action taken and entered on the minutes of the Board of Supervisors on the date shown. ATTESTED: April 20, 2021 Monica Nino, County Administrator and Clerk of the Board of Supervisors By: Laura Cassell, Deputy cc: T Scott, M Wilhelm C. 45 To:Board of Supervisors From:Anna Roth, Health Services Director Date:April 20, 2021 Contra Costa County Subject:Amendment Agreement #29-502-47 with the California Department of Health Care Services BACKGROUND: (CONT'D) and treatment services, for the period from July 1, 2019 through June 30, 2022. Approval of this Standard Amendment Agreement #29-502-47, will decrease the total payment limit and reduce the budget for FY 2020-21 for the Drug Medi-Cal Substance Abuse Treatment Services, with no change in the original term through June 30, 2022. This decrease is a result of prior year rates of funding execution and does not impact existing programs funded by this grant. CONSEQUENCE OF NEGATIVE ACTION: If this amendment is not approved the County will not be able to continue to receive funds to support the Substance Abuse Services, Prevention and Treatment Program. RECOMMENDATION(S): APPROVE and AUTHORIZE the Health Services Director, or designee, to submit Grant Application #28-959 to the California Board of State and Community Corrections for the Residential Substance Abuse Treatment (RSAT) Grant Program, in an amount not to exceed $500,000 per year for implementation of Substance Use Disorders (SUD) treatment at the West County Detention for inmates diagnosed with a SUD for the period from July 1, 2021 through June 30, 2024. FISCAL IMPACT: A 25% County match of the total budget allocation would be required and identified within proposed allocations for FY 2021-22. BACKGROUND: The California Board of State and Community Corrections is the designated state administrative agency for the RSAT Program, federally funded through the Bureau of Justice Assistance. The RSAT Program assists states and local governments in developing and implementing substance use disorder treatment programs in state, local, and tribal correctional and detention facilities, and supports efforts to create and maintain community-based aftercare services for offenders. APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 04/20/2021 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: Fatima Matal Sol, 925-957-5212 I hereby certify that this is a true and correct copy of an action taken and entered on the minutes of the Board of Supervisors on the date shown. ATTESTED: April 20, 2021 Monica Nino, County Administrator and Clerk of the Board of Supervisors By: Laura Cassell, Deputy cc: Tasha Scott, Marcy Wilhelm C. 46 To:Board of Supervisors From:Anna Roth, Health Services Director Date:April 20, 2021 Contra Costa County Subject:Grant Application #28-959 with the California Board of State and Community Corrections – Residential Substance Abuse Treatment Grant BACKGROUND: (CONT'D) Historically, the California RSAT Program has funded local detention facilities to provide in-custody treatment services with an aftercare component requirement placed on the grantees. Awards are made in the federal fiscal year of the appropriation. A total of $2,000,000 in federal funding is available statewide for the 2021 California RSAT program. If awarded, this Grant #28-959 would allow for the implementation SUD treatment at the West County Detention facility for inmates diagnosed with a SUD along with resources and information about recovery and treatment, with the ultimate goal of reducing recidivism. An additional twenty-four (24) inmates who are post-sentence, have at least 3 months in custody remaining, and are assessed as high needs, will be provided with three months of substance use treatment while in custody, placement and rent at a sober living environment for up to six months upon release, including ongoing outpatient case management, substance abuse treatment and medication assisted treatment. The project will fill in the gap in SUD treatment options in the Contra Costa County Detention System and create a robust network of treatment options and programs for people transitioning back into society. The provision of substance use treatment post-release will be provided through a network of community-based Drug Medi-Cal certified providers that operate under the Drug Medi-Cal Organized Delivery System (DMC-ODS) Plan. This proposal is submitted in partnership with the County’s Sherriff Office Detention Health MAT Team and the Office of Education. In addition, this proposal is submitted with support of the Office of Reentry as it meets the goals and objectives of the County’s Reentry Plan. Services under this grant are consistent with Health Services Department’s priorities of reducing health inequities and improve services for historically marginalized populations. RECOMMENDATION(S): APPROVE and AUTHORIZE the Sheriff-Coroner, or designee, to execute a contract with the City of Oakley, including mutual indemnification, to pay the County an amount not to exceed $4,100,000 to provide police dispatching services for the period May 1, 2021 through April 30, 2026. FISCAL IMPACT: No Net County Cost. $4,100,000 revenue over five years. BACKGROUND: The Office of the Sheriff will provide police dispatching services, limited to law enforcement activity for the City of Oakley. Services will include dispatching, call-taking, sending and receiving voice and data traffic, answering emergency (911) calls and warrant checks to aid the City's Police Department. CONSEQUENCE OF NEGATIVE ACTION: Failure to approve this contract will result in the inability of the Sheriff's Office to provide the City of Oakley with adequate 911 Dispatcher Services resulting in a safety concern for the community, reduced revenue for the Office of the Sheriff and the County General Fund. APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 04/20/2021 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: Chrystine Robbins, 925-655-0008 I hereby certify that this is a true and correct copy of an action taken and entered on the minutes of the Board of Supervisors on the date shown. ATTESTED: April 20, 2021 , County Administrator and Clerk of the Board of Supervisors By: Laura Cassell, Deputy cc: C. 47 To:Board of Supervisors From:David O. Livingston, Sheriff-Coroner Date:April 20, 2021 Contra Costa County Subject:Dispatch Services for the City of Oakley RECOMMENDATION(S): APPROVE and AUTHORIZE the Sheriff-Coroner, or designee, to execute a contract with the Town of Moraga, including mutual indemnification, to pay the County an amount not to exceed $1,000,000 to provide police dispatching services for the period July 1, 2021 through June 30, 2025. FISCAL IMPACT: No net County cost. $1,000,000 revenue over four years. BACKGROUND: The Office of the Sheriff will provide police dispatching services, limited to law enforcement activity for the Town of Moraga. Services will include dispatching, call-taking, sending and receiving voice and data traffic, answering emergency (911) calls and warrant checks to aid the the town's Police Department. CONSEQUENCE OF NEGATIVE ACTION: Failure to approve this contract will result in the inability of the Sheriff's Office to provide the Town of Moraga with adequate 911 Dispatcher Services resulting in a safety concern for the community, reduced revenue for the Office of the Sheriff and the County General Fund. APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 04/20/2021 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: Chrystine Robbins, 925-655-0008 I hereby certify that this is a true and correct copy of an action taken and entered on the minutes of the Board of Supervisors on the date shown. ATTESTED: April 20, 2021 , County Administrator and Clerk of the Board of Supervisors By: Laura Cassell, Deputy cc: C. 48 To:Board of Supervisors From:David O. Livingston, Sheriff-Coroner Date:April 20, 2021 Contra Costa County Subject:Dispatch Services for the Town of Moraga CHILDREN'S IMPACT STATEMENT: RECOMMENDATION(S): APPROVE and AUTHORIZE the Agricultural Commissioner, or designee, to execute a contract with the Regents of the University of California in an amount not to exceed $64,000 to provide Master Gardener Program Coordinator services for the period July 1, 2021 through June 30, 2022. FISCAL IMPACT: Expenses related to this contract will be covered 100% by the Agriculture Department's budgeted General Fund allocation BACKGROUND: Under the general direction of the Agricultural Commissioner, the contractor shall coordinate the Master Gardener Program, local community volunteer residents trained by the University of California Division of Agriculture and Natural Resources to extend research-based horticulture to the state's home gardeners, including managing the program budget and volunteer training and providing oversight of public outreach efforts within the County. This agreement has a APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 04/20/2021 APPROVED AS RECOMMENDED OTHER Clerks Notes: VOTE OF SUPERVISORS AYE:John Gioia, District I Supervisor Candace Andersen, District II Supervisor Diane Burgis, District III Supervisor Karen Mitchoff, District IV Supervisor Federal D. Glover, District V Supervisor Contact: 608-6600 I hereby certify that this is a true and correct copy of an action taken and entered on the minutes of the Board of Supervisors on the date shown. ATTESTED: April 20, 2021 Monica Nino, County Administrator and Clerk of the Board of Supervisors By: Laura Cassell, Deputy cc: C. 49 To:Board of Supervisors From:Matt Slattengren, Ag Commissioner/Weights & Measures Director Date:April 20, 2021 Contra Costa County Subject:UCCE - Master Gardener Program Coordinator BACKGROUND: (CONT'D) mutual indemnification provision which provides that each party will defend and indemnify the other for injuries or losses arising out of the performance of the agreement. CONSEQUENCE OF NEGATIVE ACTION: Failure to approve this request will result in the loss of efficiencies in the Master Gardener Program in Contra Costa County. ATTACHMENTS RECOMMENDATION(S): APPROVE and AUTHORIZE the Sheriff-Coroner, or designee, to execute an Assignment and Assumption of Contract and Consent and Amendment with Gemalto Cogent, Inc. and Thales DIS USA, Inc. assigning the contract from Gemalto Cogent, Inc. to Thales DIS USA, Inc. effective September 30, 2020, and extending the term of the contract to December 31, 2022. FISCAL IMPACT: There is no additional fiscal impact from this action. BACKGROUND: The California Identification System (Cal-ID) is the automated system maintained by the California Department of Justice (DOJ) for retaining fingerprint files and identifying latent fingerprints. Cal-ID funds are collected from the fees from each vehicle registered - two dollars for non-commercial vehicles and four dollars from commercial vehicles - and are used to fund programs that enhance the capacity of the state and local law enforcement to provide mobile Automated APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 04/20/2021 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: Chrystine Robbins, 925-655-0008 I hereby certify that this is a true and correct copy of an action taken and entered on the minutes of the Board of Supervisors on the date shown. ATTESTED: April 20, 2021 , County Administrator and Clerk of the Board of Supervisors By: Laura Cassell, Deputy cc: C. 50 To:Board of Supervisors From:David O. Livingston, Sheriff-Coroner Date:April 20, 2021 Contra Costa County Subject:Gemalto Cogent Inc. Mobile ID Name Change BACKGROUND: (CONT'D) Fingerprint Identification Systems (AFIS) that allow identification of individuals involved in motor vehicle crimes. The California Department of Justice has established the Remote Access Network (RAN), which is a uniform statewide network of equipment and procedures allowing local law enforcement agencies direct access to the Cal-ID System. The Contra Costa County local RAN board determines the placement of RAN equipment within the County, and coordinates the acceptance, delivery, and installation of RAN equipment. Acting as the local RAN board, mobile fingerprint identification hardware has been distributed to local law enforcement agencies within the County pursuant to the criteria specified in the Penal Code. Under the County's contract with Gemalto Cogent, Inc., additional mobile fingerprint devices, software, implementation services, and software support services provided to the County so it can connect to the Cal-ID system while in the field. The Thales DIS USA, Inc. Mobile Identification (Mobile ID) solution provides a system that manages the transactions of mobile fingerprint captures from the field. The system will manage searches of the local Automated Fingerprint Identification System (AFIS) as well as the California Department of Justices’ (Cal-DOJ) AFIS and Federal Bureau of Investigations’ (FBI) Repository for Individuals of Special Concern (RISC) databases. The mobile identification devices and software bring the power of a full-scale AFIS to officers’ hands while in the field for all agencies within Contra Costa, to provide fast, accurate identity verification, arrest records, and warrant information on subjects contacted in the field. On September 30, 2020, Gemalto Cogent, Inc. was merged into Thales DIS USA, Inc. The Assignment and Assumption of Contract and Consent and Amendment amount Gemalto Cogent, Inc., Thales DIS USA, INC., and the County provides for the assignment of the County contract from Gemalto to Thales, and the County's consent thereto, as well as an extension of the contract to December 31, 2022, which is necessary for the continuation of services. The Department of Justice is implementing the same project and it needs to be completed before the County's project. CONSEQUENCE OF NEGATIVE ACTION: If the Office of the Sheriff is not allowed to extend the contract term the project will not be maintained. RECOMMENDATION(S): APPROVE and AUTHORIZE the Agricultural Commissioner, or designee, to execute an agreement amendment to the California Department of Food and Agriculture ACP Winter Detection Trapping Agreement to extend the terms by two months to June 30, 2021 and to increase the payment by $9,561 to a new total not to exceed $78,422 for reimbursement to the county due to increased insect trapping work. FISCAL IMPACT: This amendment will increase the original amount of the agreement by $9,561 for a new total not to exceed $78,422 for the new period of October 1, 2020 through June 30, 2021 for the increase of workload in the county performed on behalf of the California Department of Food and Agriculture. 100% State revenue. There is no county match of funds. BACKGROUND: Under the original agreement, the county shall provide services for placing and servicing Asian Citrus Psyllid traps in conjunction with exotic pest detection trapping services. This amendment to the original agreement includes additional delimitation work associated with the detection of one or more life stages of the APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 04/20/2021 APPROVED AS RECOMMENDED OTHER Clerks Notes: VOTE OF SUPERVISORS AYE:John Gioia, District I Supervisor Candace Andersen, District II Supervisor Diane Burgis, District III Supervisor Karen Mitchoff, District IV Supervisor Federal D. Glover, District V Supervisor Contact: 608-6600 I hereby certify that this is a true and correct copy of an action taken and entered on the minutes of the Board of Supervisors on the date shown. ATTESTED: April 20, 2021 Monica Nino, County Administrator and Clerk of the Board of Supervisors By: Laura Cassell, Deputy cc: C. 51 To:Board of Supervisors From:Matt Slattengren, Ag Commissioner/Weights & Measures Director Date:April 20, 2021 Contra Costa County Subject:Amendment for Agreement #20-0709-017SF ACP Winter Detection Trapping BACKGROUND: (CONT'D) target pests in the county. Exotic insect pests are considered hazardous to agriculture and the economy of California. Payment will be reimbursed on authorized charges matching the financial plan (salaries, benefits, overhead supplies, vehicle mileage and vehicle leasing costs). These expenditures will be itemized on the monthly invoice with documentation to support the charges. This agreement requires the County to indemnify CDFA for property damages. CONSEQUENCE OF NEGATIVE ACTION: A negative action would result in a loss of revenue to the county and a possible threat to our local agriculture and residents of Contra Costa County. ATTACHMENTS ACP Amendment 1 RECOMMENDATION(S): APPROVE and AUTHORIZE the Purchasing Agent, or designee, to execute a purchase order on behalf of the Sheriff-Coroner with Correctional Technologies, Inc., in the amount of $750,000 to purchase anti-ligature bunk beds for the County detention facilities, Countywide. FISCAL IMPACT: 100% Facility Life Cycle Improvement Program (FLIP) Budget. BACKGROUND: The Sheriff's Office has specified these bunks for installation throughout County detention facilities for standardization and consistency of maintenance. They were selected by the Sheriff's Office because they are detention grade, anti-ligature, durable and easily cleaned. They are also flame retardant, tamper proof and can handle a 2000lb static load. These bunk beds are manufactured out of polyethylene material that meets industry standards, can withstand the rigors of a detention facility and are constructed in a fashion that does not allow for ligatures to be attached. This is a key function for suicide prevention. APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 04/20/2021 APPROVED AS RECOMMENDED OTHER Clerks Notes: VOTE OF SUPERVISORS Contact: Kevin Lachapelle, (925) 313-7082 I hereby certify that this is a true and correct copy of an action taken and entered on the minutes of the Board of Supervisors on the date shown. ATTESTED: April 20, 2021 , County Administrator and Clerk of the Board of Supervisors By: , Deputy cc: C. 52 To:Board of Supervisors From:Brian M. Balbas, Public Works Director/Chief Engineer Date:April 20, 2021 Contra Costa County Subject:Purchase Order for Correctional Technologies, Inc. BACKGROUND: (CONT'D) By securing the purchase order with Correctional Technologies, Inc., the County will have the opportunity to install a consistent bunk bed standard while conducting maintenance and module renovations at the various detention facilities. CONSEQUENCE OF NEGATIVE ACTION: The County will be unable to purchase Cortech bunk beds from Correctional Technologies, Inc. CLERK'S ADDENDUM Removed from consideration with no anticipated return date. RECOMMENDATION(S): Acting as the Governing Board of the Contra Costa County Fire Protection District (1) APPROVE and AUTHORIZE the Purchasing Agent to execute a purchase order with Carahsoft Technology Corp, in an amount not to exceed $200,000, for the purchase of Google Workspace e-mail and other hosted services, for the period April 10 , 2021, through April 10 , 2024, and (2) APPROVE and AUTHORIZE the Fire Chief, or designee, to execute a contract with SADA Systems, Inc., in an amount not to exceed $50,000, for implementation and support of the Google Workspace system for the period April 10 , 2021, through April 10 , 2024. FISCAL IMPACT: 100% Budgeted; Special District Revenue (General Operating Fund) BACKGROUND: The Contra Costa County Fire Protection District (District) is a large organization with over 400 employees. Communication and collaboration has been key to running an effective APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 04/20/2021 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: Lon Goetsch, Assistant Chief 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: April 20, 2021 Monica Nino, County Administrator and Clerk of the Board of Supervisors By: Laura Cassell, Deputy cc: C. 53 To:Contra Costa County Fire Protection District Board of Directors From:Lewis T. Broschard III, Chief, Contra Costa Fire Protection District Date:April 20, 2021 Contra Costa County Subject:Google Workspace Integration BACKGROUND: (CONT'D) organization. With the advent of COVID-19 and more of our workforce being remote, the District needed to look at innovative ways to advanced our technology in order to support our workforce and improve communication. The District was provided the opportunity to utilize Google Workspace. With Google Workspace, the District started by creating a simple, secure web site that employees could access on-duty and off-duty from any device. The site featured improved workflow for employees, a central repository for internal news, and a central document repository (Google Drive) that supports real-time collaboration. Since utilizing the service, the District has seen tremendous benefits versus the legacy Exchange Server, Virtual Private Networks (VPNs), and local file server. Additionally, this service will provide email and calendar service to replace the District's aging Exchange server. Lastly, by moving these services off premise to the cloud will improve business continuity in the event of local network challenges or by other cyber threats plaguing public agencies, including Ransomware. The District continues to find innovative ways to use the Google Workspace to improve innovation, communication, and collaboration. Google Workspace is utilized by over 6 million businesses worldwide and many government agencies including the City of Los Angeles, City of Memphis, City of San Bruno, and the State of Arizona. The Google terms and conditions governing the District’s use of the Google hosted Workspace products and services include the following: (1) a limitation of Google’s liability in delivering the services to an amount not in excess of the amounts paid during the 12 months preceding the claim, which applies to a breach of hosted data; (2) the District is not entitled to a refund of fees in the even it terminates the agreement prior to the expiration of the three year term, (3) an obligation for the District to indemnify Google for claims arising from District's data in the hosted system, and District's breach of the Google acceptable use policy. RECOMMENDATION(S): APPROVE and AUTHORIZE the Public Works Director, or designee, to execute a contract amendment with JM Auto Painting, Inc., d/b/a Precision Paint & Collision, to extend the term from May 31, 2021 to May 31, 2022, to provide on-call collision and auto body repair services to County vehicles, with no change to the payment limit of $500,000, Countywide. FISCAL IMPACT: This cost is to be funded through Public Works Fleet Internal Service Fund. BACKGROUND: Public Works Fleet Services maintains all county vehicles. Part of this maintenance is vehicle collision damage repair and painting. Various reasons exist for vehicle body repair and painting, from damage caused by collisions to deterioration. As the vehicles are becoming more complex, the costs for damage repair have risen. JM Auto Painting, Inc., d/b/a Precision Paint & Collision, can do auto collision repairs and paint. APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 04/20/2021 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: Carlos Velasquez, (925) 313-7072 I hereby certify that this is a true and correct copy of an action taken and entered on the minutes of the Board of Supervisors on the date shown. ATTESTED: April 20, 2021 Monica Nino, County Administrator and Clerk of the Board of Supervisors By: Stacey M. Boyd, Deputy cc: C. 54 To:Board of Supervisors From:Brian M. Balbas, Public Works Director/Chief Engineer Date:April 20, 2021 Contra Costa County Subject:APPROVE and AUTHORIZE Amendment No. 1 to the Contract with JM Auto Painting, Inc., d/b/a Precision Paint & Collision BACKGROUND: (CONT'D) The contract with JM Auto Painting, Inc., d/b/a Precision Paint & Collision, is due to expire May 31, 2021. The Public Works Department is requesting authorization to extend this contract to May 31, 2022, to ensure the County has access to the contractor's services. CONSEQUENCE OF NEGATIVE ACTION: If this amendment is not approved, auto body and repair services with JM Auto Painting, Inc., d/b/a Precision Paint & Collision, will be discontinued. RECOMMENDATION(S): APPROVE and AUTHORIZE the Public Works Director, or designee, to execute a contract amendment with Summit Building Services, Inc. (Summit), effective March 30, 2021, to extend the term from March 31, 2021 through June 30, 2021, and increase the payment limit by $12,850,000 to a new payment limit of $20,000,000, to provide as-needed custodial and emergency COVID-19 deep cleaning, Countywide. FISCAL IMPACT: Costs will be initially covered by the General Fund with the intent to pursue FEMA reimbursement for expenses tied to COVID-19. BACKGROUND: The Public Works Custodial Services Division is responsible for the custodial needs of all County buildings. This includes scheduled and emergency cleanings. COVID-19 has presented new challenges with regard to disinfecting requirements and emergency COVID-19 deep cleanings necessary in test-positive cases. In addition to scheduled custodial services, Summit has provided additional deep cleaning and disinfectant services for Contra Costa County COVID-19 safety efforts. As a result, the contract balance has risen substantially. APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 04/20/2021 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: Derrick West, (925) 313-7096 I hereby certify that this is a true and correct copy of an action taken and entered on the minutes of the Board of Supervisors on the date shown. ATTESTED: April 20, 2021 , County Administrator and Clerk of the Board of Supervisors By: Stacey M. Boyd, Deputy cc: C. 55 To:Board of Supervisors From:Brian M. Balbas, Public Works Director/Chief Engineer Date:April 20, 2021 Contra Costa County Subject:Approve and Authorize Amendment No. 6 to the Contract with Summit Building Services, Inc., Countywide. BACKGROUND: (CONT'D) The Public Works Department has conducted a formal solicitation for the next on-call Custodial contract. The extension from March 31, 2021 to June 30, 2021, will allow sufficient time for execution of a new contract. This amendment will be adding $12,850,000 to the current contract limit of $7,150,000. This is needed to ensure the County has access to the contractor's services during this time. The increase in contract limit will be used as needed, with no minimum amount that must be used. CONSEQUENCE OF NEGATIVE ACTION: If Amendment No. 6 is not approved, Custodial Services may not be able to respond to emergency and COVID-19 disinfectant cleaning requests in a timely manner and existing invoices for services already provided cannot be paid. RECOMMENDATION(S): APPROVE and AUTHORIZE the Public Works Director, or designee, to execute a contract amendment with Gigi Walker d/b/a Walker’s Auto Body & Fleet Repair, to extend the term from May 31, 2021 to May 31, 2022, to provide on-call collision and auto body repair services to County vehicles, with no change to the payment limit of $400,000, Countywide. FISCAL IMPACT: This cost is to be funded through Public Works Fleet Internal Service Fund. BACKGROUND: Public Works Fleet Services maintains all county vehicles. Part of this maintenance is vehicle collision damage repair and painting. Various reasons exist for vehicle body repair and painting, from damage caused by collisions to deterioration. As the vehicles are becoming more complex, the costs for damage repair have risen. Gigi Walker d/b/a Walker’s Auto Body & Fleet Repair can do auto collision repairs, paint and mechanical repairs. APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 04/20/2021 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: Carlos Velasquez, (925) 313-7072 I hereby certify that this is a true and correct copy of an action taken and entered on the minutes of the Board of Supervisors on the date shown. ATTESTED: April 20, 2021 Monica Nino, County Administrator and Clerk of the Board of Supervisors By: Stacey M. Boyd, Deputy cc: C. 56 To:Board of Supervisors From:Brian M. Balbas, Public Works Director/Chief Engineer Date:April 20, 2021 Contra Costa County Subject:: APPROVE and AUTHORIZE Amendment No. 1 to the Contract with Gigi Walker d/b/a Walker’s Auto Body & Fleet Repair. BACKGROUND: (CONT'D) The contract with Gigi Walker d/b/a Walker’s Auto Body & Fleet Repair is due to expire May 31, 2021. The Public Works Department is requesting authorization to extend this contract to May 31, 2022, to ensure the County has access to the contractor's services. CONSEQUENCE OF NEGATIVE ACTION: If this amendment is not approved, auto body and repair services with Gigi Walker d/b/a Walker’s Auto Body & Fleet Repair, will be discontinued. RECOMMENDATION(S): APPROVE and AUTHORIZE the County Treasurer-Tax Collector to execute a Software and Services Agreement with Emphasys Computer Solutions, Inc. in an amount not to exceed $500,000 for a hosted treasury management software system, for the period April 20, 2021 to April 19, 2028. FISCAL IMPACT: License and service fees will be paid out of the investment revenues generated from the County Treasury Pool. BACKGROUND: The County Treasurer currently licenses APS II, a software system offered by FIS, to record investment holdings and transactions of more than $4 billion Treasury Pool assets managed by the County Treasurer. FIS has made a business decision to stop supporting APS II on 12/31/21 and recommended that all its existing clients be transitioning to SymPro Treasury Management Software system (“SymPro”), a proprietary APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 04/20/2021 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: Ronda Boler, (925) 957-2806 I hereby certify that this is a true and correct copy of an action taken and entered on the minutes of the Board of Supervisors on the date shown. ATTESTED: April 20, 2021 Monica Nino, County Administrator and Clerk of the Board of Supervisors By: Laura Cassell, Deputy cc: C. 57 To:Board of Supervisors From:Russell Watts, Treasurer-Tax Collector Date:April 20, 2021 Contra Costa County Subject:APPROVE AND AUTHORIZE THE COUNTY TREASURER'S AGREEMENT WITH EMPHASYS COMPUTER SOLUTIONS, INC. BACKGROUND: (CONT'D) computer software developed by Emphasys Computer Solutions, Inc. (“Emphasys”). After conducting a comprehensive review of SymPro, the County Treasurer has concluded that SymPro provides more functions than APSII and can interface to the County’s new finance system. To make a fast and smooth transition, the County Treasurer, with assistance of the County Counsel, has negotiated an agreement with Emphasys. Pursuant to the agreement between the County and Emphasys, Emphasys will install, host, and license its SymPro system in accordance with County’s requirements, successfully complete the data conversions, develop and assist development and testing of interfaces, conduct testing, and perform training. Emphasys will provide five software modules, Fixed Income, Earnings Allocation, Market Pricing, Custodial Download, and General Ledger and Interface. The license and service fees will be paid by the interest earned on the monies deposited in the Treasury Pool, specifically, General County Revenue Fund. The agreement includes a limitation of liability that limits Contractor’s liability under the contract to the total fees paid to the Contractor in the 12-months preceding a claim, except for acts of gross negligence, willful misconduct, or in the event of claims relating to sickness, death, or injury to persons or property. CONSEQUENCE OF NEGATIVE ACTION: The County Treasurer will not be able to license the SymPro Treasury Management Software system for recording holdings and investment transactions of the County Treasury Pool, as well as other treasury management functions provided by SymPro. ATTACHMENTS Software Service Agreement_SymPro_040621 Contra Costa County Project Name: Standard Form Software and Services Agreement Revised 2015 Project No: SOFTWARE AND SERVICES AGREEMENT This Software and Services Agreement (this “Agreement”), is dated the date set forth in Section 3 below, and is between the agency and the contractor identified below. The parties agree to each of the terms set forth below (the “Basic Terms”) and to each of the terms set forth in the Attachments defined in Section 6 below. 1.Parties. (a) Agency: (check one) Contra Costa County for its Department named below Contra Costa County Flood Control and Water Conservation District Contra Costa County Fire Protection District Housing Authority of the County of Contra Costa (i) Department (if applicable): Treasurer-Tax Collector (ii) Authorized Representative: Belinda Zhu, Assistant County Treasurer (ii) Agency Mailing Address: 625 Court Street, Room 100, Martinez, CA 94553 Attn: Belinda Zhu (b) Contractor’s Name and Address: Emphasys Computer Solutions, Inc. 1200 SW 145th Ave, Suite 301, Pembroke Pines, FL 33027 Attn: Ken Reimer, General Manager (i) Type of Business Entity: Corporation (e.g., individual, corporation, sole proprietorship, partnership (general or limited), limited liability company) If corporation, limited liability company, limited partnership or limited liability partnership, add State of incorporation or organization: Michigan (ii) Federal Taxpayer I.D. or SSN: 38-2464382 (iii) Authorized Representative: Joe DeMarco, Regina Sales Manager 2.Project Name, Number, & Location: Treasury Management Services 3.Term. The effective date of this Agreement is April 20, 2021. It terminates on April 19, 2028 unless sooner terminated as provided herein. 4.Payment Limit. Payments under this Agreement may not exceed: $500,000.00 in total. 5.Legal Authority. This Agreement is entered into under and subject to Government Code Section 31000, or: Health and Safety Code Section 13861 (Fire Protection District) Health and Safety Code Section 34314 (Housing Authority) Other: (Government Code 31000) Contra Costa County Standard Form Software and Services Agreement Revised 2015 Basic Terms (Page 2 of 4) 6.Attachments. The following documents are attached to this Agreement (the “Attachments”) and are incorporated herein by reference and form part of this Agreement. This Agreement includes the Basic Terms, the signature pages and all of the Attachments. General Conditions Special conditions Appendix A: Service Plan Appendix B: Payment Provisions Appendix C: Software License Appendix D: Maintenance and Support Appendix E: Specifications Appendix F: Deliverables Appendix G: Performance and Acceptance 7. Signatures. These signatures attest the parties’ agreement hereto: CONTRACTOR SIGNATURE A Contractor’s Name: Emphasys Computer Solutions, Inc., a Michigan Corporation By: __________________________________________ (Signature of individual or officer) (Print name and title, if applicable) SIGNATURE B By: __________________________________________ (Signature of individual or officer) (Print name and title, if applicable) Note to Contractor: If Contractor is a corporation or limited liability company, two officers must sign this Agreement. The first signature (Signature A) must be that of the chairperson of the board, president or vice-president; the second signature (Signature B) must be that of the secretary, assistant secretary, chief financial officer, or assistant treasurer. (Civil Code Section 1190 and Corporations Code Sections 313 and 17703.01.) The acknowledgment below must be signed by a Notary Public. Contra Costa County Standard Form Software and Services Agreement Revised 2015 Basic Terms (Page 3 of 4) ACKNOWLEDGMENT State of California ) ) County of _____________________ ) On _________________________, before me, ______________________________________, Notary Public, personally appeared ___________________________________________________ (insert name(s) and title(s) of the officer(s) signing on behalf of the Consultant), who proved to me on the basis of satisfactory evidence to be the person(s) whose name(s) is/are subscribed to the within instrument and acknowledged to me that he/she/they executed the same in his/her/their authorized capacity(ies), and that by his/her/their signature(s) on the instrument the person(s), or the entity upon behalf of which the person(s) acted, executed the instrument. I certify under PENALTY OF PERJURY under the laws of the State of California that the foregoing paragraph is true and correct. WITNESS MY HAND AND OFFICIAL SEAL ___________________________________ (Notary’s Seal) Signature AGENCY (a) If Agreement is approved by Agency governing body (required if Payment Limit exceeds $100,000): AGENCY, By ___________________________________ Board Chair/Designee ATTEST: Clerk of the Board of Supervisors By ________________________________ Deputy (b) If Agreement is approved by County Purchasing Agent: AGENCY, By __________________________________ County Purchasing Agent A notary public or other officer completing this certificate verifies only the identity of the individual who signed the document to which this certificate is attached, and not the truthfulness, accuracy, or validity of that document. Contra Costa County Standard Form Software and Services Agreement Revised 2015 Basic Terms (Page 4 of 4) COUNTY APPROVALS RECOMMENDED BY DEPARTMENT FORM APPROVED BY COUNTY COUNSEL By: ___________________________ By: Designee Name: Deputy County Counsel APPROVED: COUNTY ADMINISTRATOR By: _______________________________ Designee Contra Costa County Standard Form Software and Services Agreement Revised 2014 General Conditions (Page 1 of 16) SOFTWARE AND SERVICES AGREEMENT GENERAL CONDITIONS Section 8. Definitions. The following terms have the following definitions. The definitions of terms herein apply equally to the singular and plural forms of the terms defined. 8.1. “Agreement” has the meaning set forth in the first paragraph of the Basic Terms. 8.2. “Authorized Representative” means, for each party, the individual designated by that party as its authorized representative in Section 1 of the Basic Terms. 8.3. “Basic Terms” has the meaning set forth in the first paragraph of the Software and Services Agreement, dated the Effective Date, between Contractor and the County. 8.4. “Business Day” means Monday through Friday, excluding holidays observed by the County. 8.5. “Confidential Information” means any nonpublic information pertaining to County employees or County operations, and Contractor’s proprietary information and trade secrets regarding the Software and Documentation. County Confidential Information includes, but is not limited to, data, medical records, records concerning any individual relating to services provided, employment records, personnel data, payroll data, passwords to County computer systems, methods of accessing County computers and data, proprietary software, and any information or documents identified as confidential in a writing signed by County’s Authorized Representative, or designee, and delivered to Contractor. Contractor Confidential Information expressly includes, without limitation, the Software and Documentation. Confidential Information does not include information which the party receiving the information can document: (i) was in the possession of or known by it without an obligation of confidentiality prior to receipt of the information; (ii) is or becomes general public knowledge through no act or fault of the receiving party; (iii) is or becomes lawfully available to the receiving party from a third party without an obligation of confidentiality; and (iv) is independently developed by the receiving party without the use of any Confidential Information. 8.6. “Contractor” means the contractor identified in Section 1(b) of the Basic Terms. 8.7. “Contractor Project Manager” means Contractor's representative designated in writing to County to act as County's primary contact with Contractor for this Agreement. 8.8. “County” means the agency identified in Section 1(a) of the Basic Terms. Contra Costa County Standard Form Software and Services Agreement Revised 2014 General Conditions (Page 2 of 16) 8.9. “County Project Manager” means County's representative designated in writing to Contractor to act as County's primary contact with Contractor for this Agreement. 8.10. “Documentation” means the Product documentation delivered by Contractor to County, or made available to County, that describes the use, operation, design, specifications, or requirements of the Product or a Product release. Documentation may be either in hard copy or electronic format. User manuals, administration manuals, data models, reference guides, installation manuals, system administrator manuals, technical guides, and requirements documents are some examples of Documentation. Documentation includes all documentation developed for County pursuant to this Agreement. 8.11. “Effective Date” means the effective date set forth in Section 3 of the Basic Terms. 8.12. “General Conditions” mean the General Conditions attached to the Basic Terms. 8.13. “Hardware” means any hardware as well as any replacement or other hardware provided by Contractor pursuant to this Agreement. 8.14. “Maintenance and Support Services” means the provision of technical information, assistance, error correction, repair services, and repair parts for the Product as set forth in Appendix D (Maintenance and Support). 8.15. “Major Change” has the meaning set forth in Section 14.3 below. 8.16. “Minor Change” has the meaning set forth in Section 14.2 below. 8.17. “Public Records Act” has the meaning set forth in Section 15.2 below. 8.18. “Product” means the goods, materials, supplies, parts, assemblies, equipment, Hardware, Software, and Documentation being provided by Contractor under this Agreement. 8.19. “Project” means all work performed by Contractor pursuant to this Agreement. 8.20. “Services” means all services and labor to be provided by Contractor and its subcontractors pursuant to this Agreement. 8.21. “Software” means the object code version of Contractor's software that is licensed to County pursuant to the Software License Appendix. Software includes the specific modules and functionality listed in Appendix F (Deliverables) of this Agreement, any fixes, updates, modifications, enhancements, customizations, and new versions (if any) as may, from time to time, be provided to County pursuant to Appendix D (Maintenance and Support) of this Agreement. Contra Costa County Standard Form Software and Services Agreement Revised 2014 General Conditions (Page 3 of 16) 8.22. “Software License Appendix” means Appendix C (Software License) to this Agreement, under which Contractor licenses the Product to County. 8.23. “System” means the Product, Hardware, and any Documentation provided pursuant to this Agreement. 8.24. “Third-party Software” means software that has been developed and maintained by a party or parties other than Contractor. 8.25. “User” means a person who is authorized by County to use the Product in a specific manner that may include, without limitation, viewing, searching, modifying, and or deleting data, and which occupies one of the Software licenses licensed under the Software License Appendix. Section 9. Continued Maintenance and Support Services. Contractor shall make available, for County’s purchase, Contractor’s annual Maintenance and Support Services for the System and/or Products as set forth in Appendix D (Maintenance and Support) for so long as Contractor makes Maintenance and Support Services generally available to other licensees of the Software and System. Contractor shall make its annual Maintenance and Support Services available to County at the rates set forth in Appendix B (Payment Provisions). Section 10. Delivery Terms. If Products are to be installed by Contractor or Contractor’s subcontractor, then upon Contractor’s delivery of Products to a common carrier for shipment to County, title and risk of loss with respect to such Products will automatically pass to County, and any loss or damage thereafter will not relieve County of any obligation hereunder. Contractor shall insure all shipments to County. Unless otherwise agreed in writing by County, Contractor shall package all items in accordance with Contractor’s normal practices. If Products are to be installed by Contractor or Contractor’s subcontractor, then title and risk of loss with respect to such Products will not pass to County until County has accepted installation in accordance with the procedures specified in Section 11 (Final Acceptance) below. Section 11. Final Acceptance. County’s acceptance of the System, Products, and Services will occur according to Appendix G (Performance and Acceptance). Section 12. Personnel and Subcontractors. 12.1. Contractor Personnel. Contractor shall employ only competent personnel to work on the Project. 12.2. Subcontracts. Contractor may not enter into subcontracts for any work contemplated under this Agreement, nor may Contractor assign this Agreement, monies due or to become due, by operation of law or otherwise, without the prior written consent of County's Authorized Representative. 12.3. Subcontractor Requirements. Contractor is responsible for the performance or non-performance by its subcontractors of the tasks set forth in this Agreement. Contra Costa County Standard Form Software and Services Agreement Revised 2014 General Conditions (Page 4 of 16) Contractor shall contractually require all subcontractors performing work on the Project to abide by the provisions of this Agreement. 12.4. Contractor and Subcontractor Employee Performance. Immediately upon receipt of written notice from County's Authorized Representative that any Contractor employee, or employee of a subcontractor to Contractor, is not performing work on the Project in a satisfactory manner, Contractor shall remove such employee and, within a reasonable period of time, replace such employee with a qualified employee. 12.5. County and Contractor Relationship. The parties intend that Contractor, in performing the services specified herein, is acting as an independent contractor and that Contractor shall control the work and the manner in which it is performed. This Agreement is not to be construed to create the relationship between the parties of agent, servant, employee, partnership, joint venture, or association. Nothing contained in this Agreement authorizes either party to act as the agent or legal representative of the other for any purpose. No provision of this Agreement grants either party any express or implied right of authority to assume or to create any obligation or responsibility on behalf of or in the name of the other party, or to bind the other party in any manner or thing whatsoever. Contractor and its employees, subcontractors, and subcontractors' employees are not, and will not be deemed to be, employees of County. This Agreement does not give Contractor any right to participate in any pension plan, workers’ compensation plan, insurance, bonus, or similar benefits County provides to its employees. If County exercises its right to terminate this Agreement, Contractor expressly agrees that it shall have no recourse or right of appeal under any rules, regulations, ordinances, or laws applicable to employees. Contractor and its subcontractors are solely responsible for the payment of their respective employees' compensation, including employee taxes, workers' compensation, and any similar taxes associated with their employment. Section 13. Assistance from County; Rules of Access; Change Management. 13.1. County Assistance. The County's Authorized Representative and other assigned staff will assist Contractor with the implementation of the Product as necessary. 13.2. Access Rules. While on County's premises in connection with the performance of this Agreement, Contractor shall cause its personnel to comply with County's applicable rules with respect to security, conduct and other matters concerning access to County's premises. Such rules may require in some cases background checks and escorts for Contractor and subcontractor personnel. Upon receipt of notice from County's Authorized Representative, Contractor shall immediately remove any of its personnel assigned to perform work under this Agreement who do not comply with such rules. 13.3. Project Hours. Unless otherwise requested in writing by County's Authorized Representative, that portion of the Project work to be done on County premises Contra Costa County Standard Form Software and Services Agreement Revised 2014 General Conditions (Page 5 of 16) by Contractor and its subcontractors will be performed between the hours of 8:00 a.m. and 5:00 p.m. on Business Days or as requested by County. 13.4. Technical Change Management. In performing its duties for the Project, Contractor shall comply with County's requirements with respect to technical and operational change management. It is understood by Contractor that changing County's computers, in particular its mainframes, requires advance notice and compliance with established County procedures. Section 14. Changes. 14.1. Change Management. Additions, deletions, and modifications to the Products and Services specified under this Agreement may occur only in accordance with the procedures set forth in this Section 14. 14.2. Minor Changes. A “Minor Change” means a change that (i) costs no more than $5,000, and (ii) does not affect a material term of this Agreement, such as the term or payment limit of this Agreement or the nature of the scope of servi ces to be provided. Minor Changes may be made by the mutual written agreement of the Authorized Representatives of Contractor and County without the necessity of a formal proposal and estimates so long as they do not cause the payment limit of this Agreement to be exceeded. 14.3. Major Changes. A “Major Change” means a change that affects a material term of this Agreement, such as the payment limit of this Agreement, Agreement term, or nature and general scope of services. A party seeking a Major Change will inform the other party in writing of the details of the proposed Major Change and any requested terms concerning the change. For a Major Change requested by Contractor that involves additional or deleted Products or Services, Contractor shall include a written proposal containing the cost of the additional or deleted Product or Service involved in the Major Change, and any impacts upon price, delivery schedule, or other terms. For a Major Change requested by County, Contractor shall respond with a written proposal containing the cost of the additional or deleted Services involved in the Major Change within ten (10) Business Days after receipt of a written request for the Major Change. All Major Changes require a written amendment to this Agreement, which may require approval by the County Administrator or by County’s Board of Supervisors. 14.4. Change Requirements. No change, whether major or minor, is binding upon County, and Contractor may not proceed with any change, unless the change is stated in writing and properly approved by each party's Authorized Representative. Section 15. Confidential Information. 15.1. Contractor Handling of Confidential Information. In the course of performing Work on the Project, Contractor and its subcontractors may be exposed to Confidential Information. Contractor may use Confidential Information only Contra Costa County Standard Form Software and Services Agreement Revised 2014 General Conditions (Page 6 of 16) as needed for the Project and may not disclose Confidential Information to others without the advance written consent of County's Authorized Representative. Contractor shall protect, and shall cause its subcontractors to protect, Confidential Information with the same degree of care that they regularly employ to safeguard their own confidential information of a like nature from unauthorized disclosure, but no less than a reasonable degree of care. If Contractor or its subcontractor is required by a governmental agency, court or other quasi-judicial or other regulatory body, or by State or Federal law, to disclose Confidential Information received under this Agreement, Contractor and its subcontractors will not be liable for such disclosure if, prior to such disclosure, Contractor and its subcontractors give notice as promptly as reasonably possible to County's Authorized Representative of such required disclosure so that County may contest such required disclosure. Except as provided herein, Contractor may not disclose Confidential Information. 15.2. County Handling of Confidential Information. County acknowledges that, during the course of the Project, it and its Authorized Representative and personnel may gain access to information that Contractor has marked “Confidential” and/or “Proprietary.” Except as required by law, County and its Authorized Representative and personnel shall not disclose any of Contractor’s information marked “Confidential” and/or “Proprietary” to any person without Contractor's specific written authorization, except that County may disclose such information on a need-to-know basis to Authorized Representatives of County without Contractor's specific written authorization. Notwithstanding anything contained herein to the contrary, County is a political subdivision of the State of California and is subject to the California Public Records Act (California Government Code Section 6250 et seq., the “Public Records Act”). Any of Contractor's information marked “Confidential” and/or “Proprietary that County may be obligated to disclose under California law may be released and disclosed by County pursuant to the Public Records Act, and any such release or disclosure shall not in any way constitute a breach of this Agreement, nor will County be liable to Contractor for such release or disclosure. 15.3. Public Records Act. If County receives a request under the Public Records Act for disclosure of information that Contractor has specifically marked “Confidential” or “Proprietary,” County will provide Contractor with written notice of such request (the “Notice of Request for Disclosure”). If Contractor has a reasonable basis for contending that the disclosure of such information is not required by the Public Records Act, Contractor shall, within eight (8) days following the date of mailing of the Notice of Request for Disclosure, notify County in writing of its objection to disclosure of the information and the basis therefor. If County determines that the information requested is not exempt from disclosure and intends to release the requested information in compliance with the Public Records Act, then it will provide written notice of such intent to Contractor (“Notice of Disclosure”), and the Contractor shall then have ten (10) days from the date of the Notice of Disclosure to seek relief from disclosure required under the Public Records Act in court. If County receives no written objection from Contractor within ten (10) days of the date of the Contra Costa County Standard Form Software and Services Agreement Revised 2014 General Conditions (Page 7 of 16) Notice of Disclosure, County may disclose the information referenced in the Notice of Disclosure. Contractor is responsible for any attorneys’ fees or costs County incurs as a result of Contractor’s objection to disclosure. 15.4. Confidentiality Laws. Contractor agrees to comply, and to require its officers, partners, associates, agents and employees to comply, with all applicable state and federal statutes and regulations respecting confidentiality, including but not limited to, the identity of persons served under this Agreement, their records, or services provided them, and assures that no person shall publish or disclose or permit or cause to be published or disclosed, any list of persons receiving services, except as may be required in the administration of such service. Contractor agrees to inform all employees, agents and partners of the above provisions, and that any person knowingly and intentionally disclosing such information other than as authorized by law may be guilty of a misdemeanor. 15.5. Return of Confidential Information. Except for Confidential Information contained in Documentation prepared for County by Contractor or its subcontractors hereunder, upon request by County's Authorized Representative, Contractor and its subcontractors shall return Confidential Information to the County, along with all copies and notes made from it. 15.6. Survival. This Section 15 shall survive the termination of this Agreement. Nothing in this Agreement is intended to prevent the County from complying with the Public Records Act and Contractor does not have nor shall it claim any right to damages resulting from the County’s production of records in response to a Public Records Act request. Section 16. Default. 16.1. Default. Contractor's failure to perform any provision of this Agreement, or to render its performance under this Agreement in a timely manner, is a default. 16.2. Notice to Cure. If Contractor’s default is curable, County may, but is not required to, deliver written notice to cure a default to Contractor (“Notice to Cure”). Within thirty (30) days following the mailing of the Notice to Cure, Contractor shall cure the default. If Contractor fails to cure such default within thirty (30) days of the date the Notice to Cure is mailed, then, in addition to any other rights available to under law or equity, County may terminate this Agreement without further notice. 16.3. Remedy. If a default is not curable or if County elects not to give Contractor a Notice to Cure, then, in addition to any other rights available to it under law or equity, County may immediately terminate this Agreement without notice. Upon termination by County for Contractor’s default, Contractor shall provide County with a pro-rata refund of all Maintenance and Support Services fees and Software license Fees paid in advance. Contra Costa County Standard Form Software and Services Agreement Revised 2014 General Conditions (Page 8 of 16) Section 17. Termination. 17.1. County Termination. In addition to the termination rights granted under Section 16 (Default), County may terminate this Agreement in whole or in part, with or without cause, at any time by providing thirty (30) days advance written notice of termination to Contractor. County’s notice of termination may direct Contractor to stop work immediately on some or all of the Project and may direct Contractor to continue work until the termination date on other portions of the Project. 17.2. Contractor Termination. Contractor may terminate this Agreement at any time by providing County ninety (90) days advance written notice of termination. 17.2.1. Actions After Termination. After Contractor sends County a notice of termination or receives County's notice of termination, Contractor shall: (a) comply with the instructions of County with respect to stopping or continuing work until the termination date; (b) place no further orders or subcontracts for Products or third-party services, except as otherwise directed by County; (c) terminate all orders for Products and subcontracts to the extent they relate to the performance of work terminated by the notice of termination; (d) return Products to their suppliers, if requested by County and permitted by such suppliers; (e) deliver Documentation and any custom Software to County in the form it is then in; and (f) return to County all Confidential Information, along with all copies and notes made from it and a certificate signed by Contractor's Authorized Representative evidencing compliance with this provision. 17.2.2. Refund of Fees. If this Agreement is terminated, County is entitled to a pro-rata refund of all Maintenance and Support Services fees and Software license Fees paid in advance. Section 18. Infringement Protection. 18.1. Infringement Indemnification. If a third party claims that the Product or System infringes any United States patent, copyright, trade secret or similar intellectual property right, Contractor shall defend County against such claim at Contractor’s expense and pay all damages that a court finally awards against County. If such a claim is made or appears possible, Contractor shall, within sixty (60) days of such claim, and at its option: (a) secure for County the right to continue to use the infringing portion of the Product or System; or (b) modify or replace the Product and System so that it is non-infringing but retains equivalent functionality. If neither of the foregoing options is reasonably available, Contractor shall require County to return the infringing module(s) of the Product or System, and Contractor shall refund County an amount equal to the Software license fee paid for such module(s) under this Agreement, multiplied by the quotient of (60 minus the number of months elapsed after the Go-Live date) divided by 60 months. The foregoing notwithstanding, Contractor shall have no obligation to indemnify County for Contra Costa County Standard Form Software and Services Agreement Revised 2014 General Conditions (Page 9 of 16) any infringement claim based on County’s modification or misuse of the Product, if the claim would have been avoided had the Product not been modified or misused. 18.2. Royalty Costs. The cost of all royalties or other charges for any patent, copyright, trademark, trade secret, or other proprietary right used in the Project is included in the price for the Project. 18.3. Survival. This Section 18 shall survive termination of this Agreement. Section 19. Indemnification. 19.1. Indemnification. Contractor shall defend, indemnify, save, and hold harmless County and its officers and employees from any and all claims, demands, losses, costs, expenses, and liabilities for any damages, fines, sickness, death, or injury to person(s) or property, including any and all administrative fines, penalties or costs imposed as a result of an administrative or quasi -judicial proceeding, arising directly or indirectly from or connected with the services provided under this Agreement that are caused, or claimed or alleged to be caused, in whole or in part, by the negligence or willful misconduct of Contractor, its officers, employees, agents, contractors, subcontractors, or any persons under its direction or control. If requested by County, Contractor shall defend any such suits at its sole cost and expense. If County elects to provide its own defense, Contractor shall reimburse County for any expenditures, including reasonable attorney’s fees and costs. Contractor’s obligations under this Section 19 exist regardless of concurrent negligence or willful misconduct on the part of the County or any other person; provided, however, that Contractor is not required to indemnify County for the proportion of liability a court determines is attributable to the sole negligence or willful misconduct of the County, its officers and employees. This provision will survive the expiration or termination of this Agreement. 19.2. County Responsibilities. County will promptly inform Contractor of any claims or suits being made or brought against County that arise under the terms of this Agreement. County will allow Contractor or its suppliers to control the defense against such claims and suits, and will cooperate, at Contractor's expense, in the defense against any such claim or suit, provided however, that in no event may Contractor make any admission of guilt or liability on behalf of County without County's prior written consent. Section 20. Insurance. 20.1. Maintenance of Insurance. During the entire term of this Agreement and any extension or modification hereof, Contractor shall keep in effect insurance policies meeting the following insurance requirements: 20.1.1. Commercial General Liability Insurance. Contractor shall provide commercial general liability insurance, including coverage for business losses and for owned and non-owned automobiles, with a minimum Contra Costa County Standard Form Software and Services Agreement Revised 2014 General Conditions (Page 10 of 16) combined single limit coverage of $1,000,000 for all damages, including consequential damages, due to bodily injury, sickness or disease, or death to any person or damage to or destruction of property, including the loss of use thereof, arising from each occurrence. Contractor shall cause such insurance to be endorsed to include County and its officers and employees as additional insureds as to all services performed by Contractor under this Agreement. Such policies must constitute primary insurance as to County and its officers, agents, and employees, so that other insurance policies held by them or their self- insurance programs will not be required to contribute to any loss covered under Contractor’s insurance policy or policies. Contractor shall provide County with a copy of the endorsement making the County an additional insured on all commercial general liability policies as required herein no later than the effective date of this Agreement. 20.1.2. Workers Compensation. Contractor shall provide workers’ compensation insurance for its employees with statutory limits as required by the Labor Code of the State of California. 20.1.3. Cyberinsurance. If Contractor will be hosting County data or the Software on Contractor’s servers, Contractor shall provide commercial cyberinsurance, in form and substance satisfactory to County, including without limitation, coverage for loss of data, breaches of personally identifiable information, call center services, credit monitoring remedies, and identity restoration services. Contractor shall cause such insurance to be endorsed to include County and its officers and employees as additional insureds. Such policies must constitute primary insurance as to County and its officers, agents, and employees, so that other insurance policies held by them or their self- insurance programs will not be required to contribute to any loss covered under Contractor’s insurance policy or policies. Contractor shall provide County with a copy of the endorsement making the County an additional insured on its commercial cyberinsurance policies as required herein no later than the effective date of this Agreement. 20.2 Documentation of Coverage. Contractor shall submit to County properly executed certificates of insurance clearly evidencing all coverages and limits required above and copies of additional insured endorsements required above prior to the Effective Date of this Agreement. Contractor agrees to maintain current certificates of insurance evidencing the above -required coverages, limits, and endorsements evidencing the above-specified requirements on file with the County for the duration of this Agreement. If Contractor r enews an insurance policy or acquires either a new insurance policy or amends the coverage afforded through an endorsement to a policy at any time during the term of this Agreement, Contractor shall provide a current certificate of insurance. Contra Costa County Standard Form Software and Services Agreement Revised 2014 General Conditions (Page 11 of 16) 20.3. Notice of Cancellation and Material Changes. No later than five days after Contractor’s receipt of: (i) a notice of cancellation, a notice of an intention to cancel, or a notice of a lapse in any of Contractor’s insurance coverage required by this Contract; or (ii) a notice of a material change to Contractor’s insurance coverage required by this Contract, Contractor shall provide Department a copy of such notice of cancellation, notice of intention to cancel, notice of lapse of coverage, or notice of material change. Contractor’s failure to provide Department the notice as required by the preceding sentence is a default under this Contract 20.4. Policy obligations. Contractor’s indemnity and other obligations are not limited by the foregoing insurance requirements. 20.5. Survival. This Section 20 shall survive termination of this Agreement. Section 21. Warranties. In addition to any other warranties made in this Agreement, Contractor makes the following representations and warranties to County: 21.1. Product Warranties. 21.1.1. Software. For a period of ninety (90) days following the date that County accepts the Product pursuant to Appendix G (Performance and Acceptance), Contractor warrants that the Product will perform in accordance with Appendix B (Deliverables), Appendix C (Service Plan), Appendix F (Performance and Acceptance Criteria), and the Documentation. 21.1.2. Hardware. For a period of one (1) year from the date of Contractor’s installation of the Contractor-developed Hardware, Contractor warrants that such Hardware will be free from defects in material and workmanship. 21.2. Service Warranty. Contractor warrants to County that the Services to be performed by it and its subcontractors hereunder will be performed in a competent manner by qualified personnel in conformance with industry standards. This warranty will remain in effect during the entire term of this Agreement. To qualify for remedial action under this warranty, County must report a warranty failure to Contractor in writing. Contractor is not responsible for remedial action under this warranty to the extent the failure to meet the warranty is caused by modification to the Products by County or anyone other than Contractor or its subcontractors, unless such modification is performed under Contractor's or its subcontractor's direction, or is approved in writing by Contractor's Authorized Representative in advance of the modification. If Contractor fails to meet this warranty, Contractor shall use commercially reasonable efforts to correct the failure, provided County makes available to Contractor information concerning the failure. If Contractor is unable, by using reasonable efforts, to correct the failure within a reasonable period of time , Contractor shall refund to County that portion of the amounts paid by County Contra Costa County Standard Form Software and Services Agreement Revised 2014 General Conditions (Page 12 of 16) that is equivalent to the proportion of the Project affected by the failure and the severity of the failure with respect to the objectives of the Project. 21.3. Third-Party Warranties. The warranties, if any, issued by third-party manufacturers or suppliers of Products are included in such Products and Contractor shall cause such warranties to be transferred to County. Contractor represents and warrants that any Hardware manufactured by a third party and all Third-party Software qualifies for service under the manufacturer's or publisher's standard warranty and post-warranty maintenance. Contractor shall cause all necessary documentation to be executed to activate such warranty and post-warranty maintenance. 21.4. Intellectual Property Rights. Contractor represents and warrants that it has title to the Software and the authority to grant license to use the Software. 21.5. Title. Contractor represents and warrants to County that County will have good title to each of the Products, free and clear of all liens, encumbrances, and claims. 21.6. New Materials. Contractor warrants that unless otherwise agreed to in writing by County's Authorized Representative, only new materials will be used in each of the Products. 21.7. Destructive Programming. Contractor represents and warrants to County that at the time of installation, the Software is free of programming intentionally and specifically constructed for the purpose of destroying, interrupting, or otherwise adversely affecting the Software's code or other code or data in a computer, such as by replicating itself or another program many times without any useful purpose. 21.8. Organizational Authority. Contractor represents and warrants that it has the corporate power and authority and the legal right to enter into this Agreement and to grant the licenses contemplated by this Agreement and that it has not and shall not enter into agreements and shall not take or fail to take action that may cause Contractor's legal right or ability to grant such licenses to be restricted. 21.9. Ability to Perform. Contractor represents and warrants that it is aware of no circumstances that would impair its ability to fully perform its obligations under this Agreement. Section 22. Endorsement. Contractor may not, in its capacity as a contractor with County: (a) publicly endorse or oppose the use of any particular brand name or commercial product without the prior approval of County’s Board of Supervisors; (b) publicly attribute qualities or success, or a lack thereof, to any particular brand name or commercial product without the prior approval of County’s Board of Supervisors; or (c) take any action or make any appearance that could reasonably be interpreted as the endorsement of a product by County. Notwithstanding the foregoing, Contractor may express its view on products to other contractors, the Board of Supervisors, Contra Costa County Standard Form Software and Services Agreement Revised 2014 General Conditions (Page 13 of 16) County officers, or others who may be authorized by the Board of Supervisors or by law to receive such views. Section 23. Assignment and Subcontracting. 23.1. Contractor may not assign, subcontract, or delegate any of its duties or obligations under this Agreement without prior written consent of County. Any attempted assignment, subcontract, or delegation by Contractor is void and of no effect. Contractor may, upon written notice to County, assign this Agreement or any right or obligation hereunder to any person or entity acquiring all or substantially all of the assets of Contractor and continuing the business of Contractor. This Agreement binds the heirs, successors, permitted assigns and representatives of Contractor. 23.2. All software and services from third parties to be provided by Contractor hereunder will be licensed to the County pursuant to the terms and conditions of the license agreements provided by the publishers or providers of such software or services. Section 24. Choice of Law and Personal Jurisdiction. This Agreement is made in Contra Costa County and is governed by, and will be construed in accordance with, the laws of the State of California. The parties, to the fullest extent permitted by law, knowingly, intentionally, and voluntarily, with and upon the advice of competent counsel, submit to personal jurisdiction in the State of California over any suit, action or proceeding arising from or relating to the terms of this Agreement. Any action relating to this Agreement must be instituted and prosecuted in the courts of Contra Costa County, State of California. Section 25. Compliance with Law. Contractor is subject to and must comply with all applicable federal, state, and local laws and regulations with respect to its performance under this Agreement, including but not limited to, licensing, employment, and purchasing practices; and wages, hours, and conditions of employment, including nondiscrimination. Should federal or state regulations or laws touching upon the subject of this Agreement be adopted or revised during the term hereof, this Agreement will be deemed amended to assure conformance with such federal or state requirements. Contractor agrees that all goods and services under this Agreement will be available to all qualified persons regardless of age, gender, race, religion, color, national origin, ethnic background, disability, or sexual orientation, and that none will be used, in whole or in part, for religious worship. Section 26. Notices. All notices to be provided under this Agreement will be in writing and may be delivered by deposit in the United States mail, postage prepaid. Notices to County must be addressed to the department head of the County department for which this Agreement is made at the address set forth in the Basic Terms. Notices to Contractor must be addressed to the Contractor's address set forth in the Basic Terms. Notices sent by United States mail are effective three (3) days after the date of deposit in the mail. Contra Costa County Standard Form Software and Services Agreement Revised 2014 General Conditions (Page 14 of 16) Section 27. Records. Contractor must keep and make available for inspection and copying by authorized representatives of the County, the State of California, and the United States Government, the Contractor’s regular business records and such additional records pertaining to this Agreement as may be required by the County. 27.1. Retention of Records. Contractor must retain all documents pertaining to this Agreement for five years from the date of submission of Contractor’s final payment demand or final cost report; for any further period that is required by law; and until all federal/state audits are complete and exceptions resolved for this Agreement’s funding period. Upon request, Contractor must make these records available to authorized representatives of the County, the State of California, and the United States Government. 27.2. Access to Books and Records of Contractor, Subcontractor. Pursuant to Section 1861(v)(1) of the Social Security Act, and any regulations promulgated thereunder, Contractor must, upon written request and until the expiration of five years after the furnishing of services pursuant to this Agreement, make available to the County, the Secretary of Health and Human Services, or the Comptroller General, or any of their duly authorized representatives, this Agreement and books, documents, and records of Contractor necessary to certify the nature and extent of all costs and charges hereunder. Further, if Contractor carries out any of the duties of this Agreement through a subcontract with a value or cost of $10,000 or more over a twelve -month period, such subcontract must contain a clause to the effect that upon writt en request and until the expiration of five years after the furnishing of services pursuant to such subcontract, the subcontractor must make available to the County, the Secretary, the Comptroller General, or any of their duly authorized representatives, the subcontract and books, documents, and records of the subcontractor necessary to verify the nature and extent of all costs and charges thereunder. This provision is in addition to any and all other terms regarding the maintenance or retention of records under this Agreement and is binding on the heirs, successors, assigns and representatives of Contractor. Section 28. Waiver. 28.1. No Implied Waiver. The waiver by County of any breach of any term or provision of this Agreement will not be deemed to be a waiver of such term or provision or of any subsequent breach of the same or any other term or provision contained herein. 28.2. No Waiver by County. Except as expressly set forth in this Agreement, inspections, approvals, or statements by any officer, agent or employee of County indicating that Contractor’s performance or any part thereof complies with the requirements of this Agreement, or acceptance of the whole or any part of such performance, or payments therefor, or any combination of these acts, do not relieve Contractor’s obligation to fulfill this Agreement as prescribed; nor is the County thereby prevented from bringing any action for Contra Costa County Standard Form Software and Services Agreement Revised 2014 General Conditions (Page 15 of 16) damages or enforcement arising from any failure to comply with any of the terms and conditions of this Agreement. Section 29. Reporting Requirements. Pursuant to Government Code Section 7550, Contractor must include in all documents and written reports completed and submitted to County in accordance with this Agreement, a separate section listing the numbers and dollar amounts of all contracts and subcontracts relating to the preparation of each such document or written report. This Section 29 applies only if the payment limit of this Agreement exceeds $5,000. Section 30. Nonrenewal. Contractor understands and agrees that there is no representation, implication, or understanding that the services provided by Contractor under this Agreement will be purchased by County under a new contract following expiration or termination of this Agreement, and Contractor waives all rights or claims to notice or hearing respecting any failure to continue purchasing all or any such services from Contractor. Section 31. No Third-Party Beneficiaries. Nothing in this Agreement may be construed to create, and the parties do not intend to create, any rights in third parties. Section 32. Copyrights, Rights in Data, and Works Made for Hire. Contractor shall not publish or transfer any materials produced or resulting from activities supported by this Agreement without the express written consent of the County Administrator. All reports, original drawings, graphics, plans, studies and other data and documents, in whatever form or format, assembled or prepared by Contactor or Contractor’s subcontractors, consultants, and other agents in connection with this Agreement are “works made for hire” (as defined in the Copyright Act, 17 U.S.C. Section 101 et seq., as amended) for County, and Contractor unconditionally and irrevocably transfers and assigns to County all right, title, and interest, including all copyrights and other intellectual property rights, in or to the works made for hire. Unless required by law, Contractor shall not publish, transfer, discuss, or disclose any of the above-described works made for hire or any information gat hered, discovered, or generated in any way through this Agreement, without County’s prior express written consent. If any of the works made for hire is subject to copyright protection, County reserves the right to copyright such works and Contractor agrees not to copyright such works. If any works made for hire are copyrighted, County reserves a royalty - free, irrevocable license to reproduce, publish, and use the works made for hire, in whole or in part, without restriction or limitation, and to authorize others to do so. Section 33. Conflicts of Interest. Contractor represents and warrants that it presently has no interest and covenants that it will not acquire any interest, direct or indirect, that represents a financial conflict of interest under state law or that would otherwise conflict in any manner or degree with the performance of its services under this Agreement. Contractor further covenants that in the performance of this Agreement, no person having any such interests will be employed by Contractor. If requested to do so by County, Contractor shall complete a “Statement of Economic Interest” form and file it with County and will require any other person doing work under this Agreement to complete a “Statement of Economic Interest” form and file it with County. Contractor covenants that Contractor, its employees and officials, are not Contra Costa County Standard Form Software and Services Agreement Revised 2014 General Conditions (Page 16 of 16) now employed by County and have not been so employed by County within twelve months immediately preceding this Agreement; or, if so employed, did not then and do not now occupy a position that would create a conflict of interest under Government Code section 1090. In addition to any indemnity provided by Contractor in this Agreement, Contractor shall indemnify, defend, and hold the County harmless from any and all claims, investigations, liabilities, or damages resulting from or related to any and all alleged conflicts of interest. Contractor represents and warrants that it has not provided, attempted to provide, or offered to provide any money, gift, gratuity, thing of value, or compensation of any kind to obtain this Agreement. Section 34. Required Audit. 34.1. Federal Grant Funds Audit. If Contractor is funded by $500,000 or more in federal grant funds in any fiscal year from any source, Contractor shall provide to County, at Contractor's expense, an audit conforming to the requirements set forth in the most current version of Office of Management and Budget Circular A-133. If Contractor is funded by less than $500,000 in federal grant funds in any fiscal year from any source, but such grant imposes specific audit requirements, Contractor must provide County with an audit conforming to those requirements. 34.2. Records Availability. If Contractor is funded by less than $500,000 in federal grant funds in any fiscal year from any source, Contractor is exempt from federal audit requirements for that year; however, Contractor's records must be available for, and an audit may be required by, appropriate officials of the federal awarding agency, the General Accounting Office (GAO), the pass- through entity and/or the County. 34.4. Conduct of Audit; Withholding. If any audit is required, Contractor shall provide County with such audit. Contractor is solely responsible for arranging for the conduct of the audit, and for its cost. County may withhold the estimated cost of the audit or 10 percent of the amount of this Agreement, whichever is greater, or the final payment, from Contractor until County receives the audit from Contractor. Section 35. Attorneys’ Fees. In any legal action or other proceeding brought to enforce or interpret the terms of this Agreement, the prevailing party will be entitled to recover reasonable attorneys’ fees and costs. Section 36. Entire Agreement. This Agreement constitutes the entire agreement between the parties concerning the subject matter hereof, and supersedes all prior and contemporaneous communications, promises, representations or agreements. This Agreement may only be modified and amended upon the express written agreement of the parties. Section 36. Counterparts. This Agreement may be signed in counterparts, each of which shall be deemed an original, but all of which together shall constitute one and the same instrument. __________ ___________ Contractor County Dept. Form L-4 (Page 1 of 5) Contra Costa County Number Standard Form L-4 Revised 2014 SPECIAL CONDITIONS (Purchase of Services - Long Form) County and Contractor agree that these Special Conditions modify the General Conditions of the Contract and are part of the Contract. 1. Section 9 (Continued Maintenance and Support Services). Section 9 (Continued Maintenance and Support Services) of the General Conditions is hereby amended to add the following to the end of the Section: “Following the Term of this Agreement, nothing within this section shall obligate the Contractor to continue providing Maintenance and Support Services to the County.[EG1].” 2. Section 10 (Delivery Terms). Section 10 (Delivery Terms) of the General Conditions is hereby deleted in its entirety. 3. Section 12.4 (Contractor and Subcontractor Employee Performance). Section 12.4 (Contractor and Subcontractor Employee Performance) of the General Conditions is hereby amended by deleting “in a satisfactory manner” therefrom, and replacing it with “in a reasonably satisfactory manner”. 4. Section 16.1 (Default). Section 16.1 (Default) of the General Conditions is hereby deleted in its entirety and replaced by the following: “16.1. Default. Either party’s failure to perform any provision of this Agreement, or to render its performance under this Agreement in a timely manner, is a default.” 5. Section 16.2 (Notice to Cure). Section 16.2 (Notice to Cure) of the General Conditions is hereby deleted in its entirety and replaced by the following: “16.2 Notice to Cure. If one party believes the other party is in default, the other party shall deliver written notice to cure the default to the party (“Notice to Cure”). Within thirty (30) days following the mailing of the Notice to Cure, the party shall cure the default. If the party fails to cure such default within thirty (30) days of the date the Notice to Cure is mailed, then, in addition to any other rights available to under law or equity, the other party may terminate this Agreement without further notice.” 6. Section 16.3 (Remedy). Section 16.3 (Remedy) of the General Conditions is hereby deleted in its entirety and replaced by the following: “16.3. Remedy. If a party’s default under this Agreement is not curable, then, in addition to any other rights available to it under law or equity, the other party may immediately terminate this Agreement without notice. Upon termination by __________ ___________ Contractor County Dept. Form L-4 (Page 2 of 5) County for Contractor’s default, Contractor shall provide County with a pro-rata refund of all Maintenance and Support Services Fees and Software license Fees paid in advance.” 7. Section 17.1 (County Termination). Section 17.1 (County Termination) of the General Conditions is hereby deleted in its entirety and replaced with the following; “17.1. County Termination. In addition to the termination rights granted under Section 16 (Default), County may terminate this Agreement in whole or in part, with or without cause, at any time by providing one hundred eighty (180) days advance written notice of termination to Contractor. County’s notice of termination may direct Contract to stop work immediately on some or all of the project and may direct Contractor to continue work until the termination date on other portions of the Project.” 8. Section 17.2 (Contractor Termination). Section 17.2 (Contractor Termination) of the General Conditions is hereby deleted in its entirety and replaced with the following: “17.2. Contractor Termination. In addition to the termination rights granted under Section 16 (Default), Contractor may terminate this Agreement at any time by providing County one hundred eighty (180) days advance written notice of termination.” 9. Section 17.2.1 (Actions After Termination). Section 17.2.1 of the General Conditions is hereby deleted in its entirety and replaced with the following: “17.2.1. Actions After Termination. After Contractor sends County a notice of termination or receives County’s notice of termination, Contractor shall: (a) comply with the instructions of County with respect to stopping or continuing work until the termination date; (b) place no further orders or subcontracts for Products or third-party services, except as otherwise directed by County; (c) terminate all orders for Products and subcontracts to the extent they relate to the performance of work terminated by the notice of termination; (d) return Products to their supplies, if requested by County and permitted by such suppliers; and (e) return to County all Confidential Information, along with all copies and notes made from it and a certificate signed by Contractor’s Authorized representative evidencing compliance with this provision.” 10. Section 17.2.2 (Refund of Fees). Section 17.2.2 (Refund of Fees) of the General Conditions is hereby deleted in its entirety and replaced with the following: “17.2.2. Refund of Fees. If this Agreement is terminated by mutual written agreement, or by Contractor for convenience, or by County for Contractor’s breach, County is entitled to a pro-rata refund of all Maintenance and Support Services fees and Software license Fees paid in advance.” __________ ___________ Contractor County Dept. Form L-4 (Page 3 of 5) 11. Section 19.1 (Indemnification). Section 19.1 (Indemnification) is hereby amended as follow: “19.1. Indemnification. Contractor shall defend, indemnify, save, and hold harmless County and its officers and employees from any and all claims, demands, losses, costs, expenses, and liabilities for any damages, fines, sickness, death, or injury to person(s) or property, including any and all administrative fines, penalties or costs imposed as a result of an administrative or quasi-judicial proceeding, arising directly or indirectly from or connected with the services provided under this Agreement that are caused, or claimed or alleged to be caused, in whole or in part, by the negligence or willful misconduct of Contractor, its officers, employees, agents, contractors, subcontractors, or any persons under its direction or control. If requested by County, Contractor shall defend any such suits at its sole cost and expense. If County elects to provide its own defense, Contractor shall reimburse County for any expenditures, including reasonable attorney’s fees and costs. Contractor’s obligations under this Section 19 exist regardless of concurrent negligence or willful misconduct on the part of the County or any other person; provided, however, that Contractor is not required to indemnify County for the proportion of liability a court determines is attributable to the sole negligence or willful misconduct of the County, its officers, and employees. This provision will survive the expiration or termination of this Agreement.” 12. Section 19.1.1. (Limitation of Liability). A new Section 19.1.1. (Limitation of Liability) is hereby added as follows: “19.1.1. Limitation of Liability. Notwithstanding any other provisions to the contrary, the Contractor shall not be liable to County for any claim or damages arising directly or indirectly from the furnishing of the services or any documentation relating to such services provided hereunder [EG2]in excess of the total fees paid to the Contractor in the twelve (12) months preceding any such claim, provided that the foregoing limitation shall not apply to acts of gross negligence, willful misconduct, or in the event of claims relating to sickness, death, or injury to person(s) or property. Except for acts of gross negligence, willful misconduct, or in the event of claims relating to sickness, death, or injury to person(s) or property, in no event shall Contractor be liable to County or any third party for indirect, incidental, special, consequential, or exemplary damages of any kind arising out of the existence, furnishing, functioning or the use of the services provided hereunder, even if Contractor has been advised of the possibility of such damages.” 13. Section 20.1.3 (Cyberinsurance). Section 20.1.3 (Cyberinsurance) of the General Conditions is hereby amended by deleting the last sentence of the section. 14. Section 20.3 (Notice of Cancellation and Material Changes). Section 20.3 (Notice of Cancellation and Material Changes) of the General Conditions is hereby amended by deleting “five” therefrom and replacing it with “thirty (30)”. __________ ___________ Contractor County Dept. Form L-4 (Page 4 of 5) 15. Section 21.1.1 (Software). Section 21.1.1 (Software) of the General Conditions is hereby deleted and replaced by the following: “21.1.1 Software. For a period of ninety (90) days following the date that County accepts the Product, Contractor warrants that the Product will perform in accordance with Appendix A (Software and Services Agreement Service Plan), and the Documentation.” 16. Section 21.2 (Service Warranty). Section 21.2 (Service Warranty) of the General Conditions is hereby deleted in its entirety and replaced by the following: “21.2. Service Warranty. Contractor warrants to County that the Services to be performed by it and its subcontractors hereunder will be performed in a competent manner by qualified personnel in conformance with industry standards. This warranty will remain in effect during the entire term of this Agreement. To qualify for remedial action under this warranty, County must report a warranty failure to Contractor in writing. Contractor is not responsible for remedial action under this warranty to the extent the failure to meet the warranty is caused by modification to the Products by County or anyone other than Contractor or its subcontractor’s direction. If Contractor fails to meet this warranty, Contractor shall use commercially reasonable efforts to correct the failure, provided County makes available to Contractor information concerning the failure. If Contractor is unable, by using commercially reasonable efforts, to correct the failure within a reasonable period of time, Contractor shall refund to County that portion of the amounts paid by County that is equivalent to the proportion of the Project affected by the failure and the severity of the failure with respect to the objectives of the Project.” 17. Section 21.5 (Title). Section 21.5 (Title) of the General Conditions is hereby deleted in its entirety and replaced with the following: “21.5 Title. The licensed Software, including source code and the means, manner and method of providing the related support services, and all documents related thereto, constitutes proprietary information and trade secrets of Contractor or the principals for whom Contractor is the authorized agent. Title and full ownership, including any modifications or revisions thereto, shall at all times remain with Contractor or its principal. All County data or derivatives of such data shall remain the exclusive property of the County.” 18. Section 21.6 (New Materials). Section 21.6 (New Materials) of the General Conditions is hereby deleted in its entirety. 19. Section 26 (Notices). The first sentence of Section 26 (Notices) of the General Conditions is hereby deleted and replaced with the following: “All notices to be provided under this Agreement will be in writing and shall be delivered by United States Postal Service certified __________ ___________ Contractor County Dept. Form L-4 (Page 5 of 5) mail, postage prepaid.” 20. Section 32 (Copyrights, Rights in Data, and Works Made for Hire). Section 32 (Copyrights, Rights in Data, and Works Made for Hire) is hereby deleted in its entirety. Contra Costa County Project Name: Standard Form Software and Services Agreement Revised 2015 Project No.: Appendix A SOFTWARE AND SERVICES AGREEMENT SERVICE PLAN A. General. 1. County, on behalf of the Contra Costa County Treasurer-Tax Collector is engaging Contractor to provide treasury management services through Contractor installing, hosting, and licensing Contractor’s SymPro Treasury Management Software, a proprietary computer software developed by Contractor, pursuant to the terms of this Agreement. In consideration of Services provided by Contractor under this Agreement, County will pay Contractor as set forth in Appendix B (Payment Provisions). Contractor will provide labor to install and configure the Software in accordance with County’s requirements, successfully complete the data conversions, develop and assist development and testing of interfaces, conduct testing, and perform training. Contractor will host the Software on it or its subcontractor’s servers and related hardware, which together with the Software, and database housing data entered in the SymPro System by the County (“County Data”) are referred to herein as the “SymPro System”. 2. The implementation of the Software will be deemed complete when the County accepts completion of the following tasks in writing: a. All data conversion has been added to and checked within the SymPro system. b. All modules and interfaces have been installed and are fully operational. c. All identified users are trained and fully functional with all elements of the Software. B. Services. 1. Contractor will provide the following Software modules and services: a. Software Installation i. Fixed Income - 6 Concurrent Users ii. Earnings Allocation Module iii. Market Pricing – Import of Market Prices from ICE Data iv. Custodial Download - (Import of transactions from 1 Custodial Bank - BNY) v. General Ledger Module & Interface to Workday b. Other Services i. Project Management ii. Total of Four (4) days of on-site or remote training & implementation (see Section D (Training) below). iii. Data Conversion – 2 years of investment data from APS2 System 2. In addition to the warranties set forth in Section 21 (Warranties) of the General Conditions of this Agreement, the Software modules will provide the following functionality: a. Fixed Income Module: it shall provide services including, but not limit to: prior and current valuations, portfolio composition, earnings analysis, schedules of cash flows Contra Costa County Standard Form Software and Services Agreement Revised 2015 Appendix A to Software and Services Agreement - Service Plan (Page 2 of 4) and maturities, buying and selling analysis positions with gain/loss calculations, sector and category analysis, performance analytics, portfolio stress test, benchmark the portfolio to any public or private index, market pricing portfolio holdings. It shall also provide reporting services include but not limit to full-disclosure financial reports, asset reporting on book, par, market values, earnings reports, change in market value, performance tracking reports with yields and total return, along with policy compliance reports and compliance reporting such as GASB/GASB. b. Earnings Allocation Module: it shall provide services including, but not limited to: calculation of each participant’s share, apportionment of earnings based on the proportional average daily cash balance of each participant’s account, including options for fee formulas, account exceptions and reports on all participants in the allocation pool portfolio. c. Market Pricing: it shall import market prices from ICE Data to update all positions at once with the current market prices. d. Custodial Download: download information from the County’s custodial bank (Bank of New York Mellon) and reconciles investment positions in the SymPro portfolio with records held by County’s custodial bank. e. General Ledger (“GL”) Module and Interface to Workday: it shall provide services including, but not limited to: creating general ledger journal entries to reflect investment transaction activity within a portfolio for a specific date range. The investment transaction activity includes purchases, sales, maturities, income earned, interest/dividends received, change in value, and related journal entries to reflect investment, debt, and cash transactions. County users can view each entry before posting, view exceptions, or import the entire transaction set. Once the journal transactions are created, County users are able to view the journal entries on screen, print reports, or export the data to an external general ledger application or to a variety of ASCII and spreadsheet formats. f. Miscellaneous Services: include other professional services may be requested by County from time to time. C. Hosting Services. Contractor shall host the System according to the requirements set forth in Appendix D (Software Maintenance and Support) of this Agreement. D. Trainings. Contractor will provide the following trainings: 1. Trainings for the SymPro Treasury Management Software as set forth below. Each training day will be scheduled from 9:00 am to 5:00 pm. Contractor will send out agendas for each training period at least seven (7) days prior to each on-site training. a. Software (excluding GL interface) Implementation/Training – Two (2) days onsite or remote b. General Ledger Interface Implementation/Training – Two (2) days onsite or remote Contra Costa County Standard Form Software and Services Agreement Revised 2015 Appendix A to Software and Services Agreement - Service Plan (Page 3 of 4) D. Required County Resources. County will provide the following resources in connection with the implementation, migration, and training. 1. Personnel Required for Software Training a. The primary SymPro user(s) responsible for portfolio set-up and reporting decisions, for the full consultation and training. b. Data entry users for the transactions and reporting training. c. Personnel responsible for reviewing reports or determining reporting goals, for the reports training (day 2 only). 2. Personnel Required for General Ledger Interface Implementation and Training a. Primary GL Interface SymPro Users for data review. b. SymPro Users responsible for providing SymPro General Ledger information to Accounting/General Ledger personnel. c. Accounting personnel & primary users responsible for the Workday/SymPro General Ledger Interface, for initial planning. Personnel/users must have flexible schedule from 9 a.m. to 5 p.m. but will not be required for entire training period. 3. Other Required Resources (Technical and Information) a. Training room with network connection and laptops/workstations for all training participants. Projection equipment should be provided and connected to at least one workstation. Training room will be available from 9:00 a.m. to 5:00 p.m. on all training days. b. Chart of Accounts for GL Interface. E. Implementation Timeline. Milestone Milestone Date 1. Project Kickoff Within 7 Days after Agreement Effective Date 2. Installation of Software at hosting site Within 2 Weeks after Agreement Effective Date 3. Conversion of Investment Data Within 6 Weeks after Agreement Effective Date 4. Software Implementation/Training Within 2 Months after Agreement Effective Date 5. Custodial Download Setup & Implementation Within 3 Months after Agreement Effective Date 6. GL Module Implementation/Training Within [__] months Agreement Effective Date Contra Costa County Standard Form Software and Services Agreement Revised 2015 Appendix A to Software and Services Agreement - Service Plan (Page 4 of 4) 7. Final Testing Within [__] months after Agreement Effective Date 8. Go Live Within [__] months after Agreement Effective Date Contra Costa County Project Name: Standard Form Software and Services Agreement Revised 2014 Project No.: Appendix B to Software and Services Agreement – Payment Provisions (Page 1 of 2) Appendix B PAYMENT PROVISIONS A. Payment Amounts. Subject to the Payment limit of this Agreement and subject to the following Payment Provisions, Contractor will charge County the following fee as full compensation for all services, work, expenses or costs provided or incurred by Contractor: 1. Training, Consulting, and Implementation Services ...............$23,000.00 a. Contractor will invoice County for these fees upon completion of the services set forth in Sections A through D of Appendix A (Service Plan). 2. Software Licenses ...................................................................$63,000.00 a. The SymPro Treasury Management Software Licenses include Multi-User License (6 concurrent users), Fixed Income Module, Earnings Allocation Module, General Ledger Module and Interface to GL (Workday), and Custodial Download from one custodian – Bank of New York Market Pricing Module. b. County understands that the Market Pricing Module interfaces to third party pricing service provided by Intercontinental Exchange, ICE Data, and that ICE Data requires an independent service agreement with related fees. c. Contractor will invoice County for the Software license fees upon execution of the Agreement. 3. First Year Annual Maintenance and Support ..........................$17,600.00 a. This is the first year payment which includes unlimited technical support, software upgrades/enhancements, and yearly regional training seminar. b. Contractor will invoice County for this fee upon County’s use of the System in a production environment. 4. First Year Annual Hosting ......................................................$6,000.00 a. Contractor will invoice County for the initial year of hosting services upon County’s use of the System in a production environment. 5. Annual Maintenance and Support & Hosting. Contractor will invoice County on the anniversary of the Agreement effective date for hosting and maintenance as follows: Contra Costa County Project Name: Standard Form Software and Services Agreement Revised 2014 Project No.: Appendix B to Software and Services Agreement – Payment Provisions (Page 2 of 2) a. Year Two (2) ....................................................................$24,608 b. Year Three (3) ..................................................................$25,523 c. Year Four (4)....................................................................$26,289 d. Year Five (5) ....................................................................$27,078 e. Year Six (6) ......................................................................$27,890 f. Year Seven (7) .................................................................$28,726 6. Upon the written approval of County, additional onsite trainings and associated travel expenses will be invoiced as services are performed. B. Payment Terms. Contractor will submit an invoice for payment in the manner and form described by County. Contractor shall submit said demands for payment no later than 30 days from the end of the month in which the contract services upon which such demand is based were actually rendered. Upon approval of payment demands by the head of the County Department of which this Contract is made, or his designee, County will make payments as specified in Payment Amount above. Contra Costa County Project Name: Standard Form Software and Services Agreement Revised 2014 Project No.: Appendix C to Software and Services Agreement – Software License Agreement (Page 1 of 2) Appendix C SOFTWARE LICENSE This Software License Appendix is part of the Agreement. Capitalized terms used in this Software License Appendix and not otherwise defined have the meanings set forth in the General Conditions of the Agreement. A. Software License. Subject to the terms of this Agreement, Contractor hereby grants to County, and County accepts, a limited, personal, non-transferable and non- exclusive perpetual license to use the Licensed Products solely for Licensee's own internal business purposes located at the Designated Site by the number of Authorized Users stated below or such Authorized Users added during the term of the Agreement. County is permitted to make one copy of the Software for backup and archival purposes only. Each copy must reproduce all copyright and other proprietary notices. SymPro Treasury Management Software which includes Fixed Income Module, Multi-User License (6 Concurrent Users) Earnings Allocation Module, General Ledger Module and Interface, Custodian Download (BNY). B. Designated Site. Microsoft Azure Hosting Site. C. Authorized Users. Network installation with concurrent access and support for 1-6 Authorized Users. D. License Restrictions. 1. The Software shall only be used by the County. 2. County shall not sublicense, duplicate, modify, decompile, reverse engineer, disassemble, or attempt to derive the source code of the Software. 3. The license granted hereunder shall not imply ownership by County of the Software, rights of the County to sell the Software, or rights to use the Software for the benefits of others, provided, however, Contractor understands and agrees that the public uses the Software. 4. The license granted hereunder is not transferable. Licensed Products shall not be used to process data except for County’s internal purposes. 5. County may not create any derivative work or product based on or derived from the Software, or modify the Software without the prior written consent of Contractor. In the event of a breach of this provision (and without limiting Contractor’s remedies), any modification, derivative work or product based on the Software is hereby deemed assigned to Contractor. Contra Costa County Project Name: Standard Form Software and Services Agreement Revised 2014 Project No.: Appendix C to Software and Services Agreement – Software License Agreement (Page 2 of 2) E. License Term. Upon termination or expiration of the Agreement pursuant to its terms, the Software license granted hereunder shall expire and County will immediately remove the Software from County’s computers and network and destroy or erase all copies of the Software and any Confidential Information. Upon County’s request, Contractor will assist in extracting the County data in a format acceptable to both the County and Contractor. Contra Costa County Project Name: Standard Form Software and Services Agreement Revised 2014 Project No.: Appendix D to Software and Services Agreement – Software Support and Maintenance (Page 1 of 3) Appendix D SOFTWARE MAINTENANCE AND SUPPORT This Software Maintenance and Support Appendix is part of the Agreement. Capitalized terms used in this Software Maintenance and Support Appendix and not otherwise defined have the meanings set forth in the General Conditions of the Agreement. A. Annual Software Maintenance and Support. 1. Post-Implementation Maintenance and Support. Contractor’s Support and Maintenance Plan is available on an annual basis for the installed modules purchased. Application support includes 1) Priority service from technical support representatives; 2) Access to all SymPro upgrades released within the year; 3) Electronic access to software and documentation upgrades; and 4) SymPro users web trainings. Contractor will provide technical support for the Licensed Software via technical support staff that are available from 6:30 a.m. to 5:00 p.m. Pacific time, Monday through Friday (“Regular Support Hours”) for questions dealing with the operations of the licensed Software on designated equipment. Support issues may be reported via voicemail 510-655-0900 Selection 2, fax 510-655-4064 and email support@sympro.com 24 hours a day. Answers to “Frequently Asked Questions” are available at www.sympro.com, 24 hours a day. The resolution of some issues may require that County provide Contractor with a copy of County’s data. County agrees to provide Contractor with a copy of their data for the purpose of resolving County’s issue and Contractor agrees to maintain full confidentiality of any required data and will use it only for the resolution of County’s issue. Consulting on issues concerning investment accounting matters, specific financial or investment matters, research on investments not supported within the licensed Software, or data entry for investments not supported in the licensed Software system are not included. 2. Areas of Support. Areas of unlimited telephone technical support including but not limited to: 1) Loading and configuring of SymPro Software. 2) Operational questions, including standard SymPro reports. 3) Data entry support for investment types supported within SymPro, including: Certificates of Deposits, Negotiable Certificates of Deposits, Checking Accounts, Commercial Paper, Commercial Paper Discount, United States Treasury Issues, Coupon & Discount, Federal Agency Issues, Coupon & Discount, Rolling Repurchase Agreements, GNMA/Pass Though, Bankers Acceptances, Corporate Bonds, Medium Term Notes. 3. Error Correction. Critical Software errors (“bugs”) are treated with the highest priority with Contractor’s developers. Patches for critical Software errors are sent to the users currently using the affected version. New releases go through an alpha, beta test, then a limited release before they are made available to the entire user base. Contractor will use its best effort to correct verifiable and reproducible Software errors when reported to Contractor via e-mail, website, and/or phone. Contractor will use its best effort to correct the reported error by modifying the Software and including such modification in a subsequent Software release. Contractor will provide County with emergency Software releases, if needed, to remedy a Product functionality issue. Contra Costa County Project Name: Contractor: Project No.: Appendix D to Software and Services Agreement – Software Support and Maintenance Page 2 of 3 4. Response Times. Contractor will provide resolutions to County’s requests for technical support calls/inquires within one business day. Issues cannot be resolved within one business day, Contractor will respond to County within one business with a proposed timeline of resolutions. Software errors are logged into a tracking system and categorized by critical level. The tracking system is used to by Contractor to log support calls. Calls are listed at (1) general information inquiries, (2) Issues that do not affect general operations, (3) Issues that are affecting general operations, (4) Issues that have halted general operations. Issues are given priority depending on their severity but County usually can get a response the same day. Severity Level Description Response Time Duration Critical Issues that have halted general operations, client is down. Time to respond is 1 – 2 business hours 1 Business Day >90% High Issues that affect general operations and there is not an acceptable workaround. Client is operational. Time to respond is 1-2 business days 2-3 Business Days >90% Low Issues that do not affect general operations and there may be an acceptable workaround. Time to respond is 1 – 3 business days 1-2 Weeks >80% 5. Amendment to Software Maintenance and Support. Contractor may amend Software Maintenance and Support with a 60-day prior written notice to County and with a prior consent from County. All changes to Software Maintenance and Support will be posted at Contractor’s website www.sympro.com and will become effective as of the next renewal term. B. Software Updates and Enhancements. 1. Software Updates. In addition to any County-specific Product Releases, Contractor will provide County with current version releases of the Software as they are made available to Contractor’s other licensees of the Software at no additional cost. Upgrades and enhancements are not required to be installed. Older versions are supported for a minimum of two years. Future releases and upgrades will be distributed via secure FTP site. Upgrades can typically be implemented within minutes and can be handled in-house. Standard upgrades are included as part of the current year’s maintenance package. 2. Software Modifications. County may, from time to time, request that Contractor incorporate certain features, enhancements or modifications into the Software. Upon County's request for an enhancement or modification to the Software, Contractor will prepare a statement of work Contra Costa County Project Name: Contractor: Project No.: Appendix D to Software and Services Agreement – Software Support and Maintenance Page 3 of 3 (“Statement of Work”) for the specific project that defines in detail the services to be performed and the proposed cost to County for the Statement of Work. 3. Acceptance. County will review the proposed Statement of Work and proposed cost and either accept it in writing or request revisions to the Statement of Work. County understands that all Software modifications set forth in a Statement of Work will be performed on a “time-and- materials” basis unless otherwise stated in the Statement of Work. Within twenty (20) business days of Contractor’s completion of the milestones specified in the Statement of Work and delivery of the applicable enhancement/modification to County, County will provide Contractor with written notice of its acceptance or rejection of the enhancement/modification, based on the acceptance criteria set forth in the Statement of Work. 4. Title to Modifications. All modifications or enhancements to the Software are the sole property of the Contractor. C. Hosting Services. County hereby consents to Contractor using Microsoft as its subcontractor to provide a server hosting platform. Notwithstanding the use of a subcontractor, Contractor remains responsible for its obligations under this Agreement. a. Virtual Machines availability. Contractor shall make the System available to County at least 99.9% (excluding scheduled maintenance[EG1]). b. Disaster Recovery Guarantee. If the primary System suffers a physical disruption, Contractor shall cause the System return to operations within 72 hours of the declaration of the disaster. c. Security and Computer Controls Guarantee. Contractor shall cause its server host subcontractor to maintain administrative, physical, and technical safeguards designed to protect the security, confidentiality and integrity of the County Data form unauthorized access. Contractor shall cause its System to be audited at least annually against SOC 1/SSAE18 and SOC 2/AT Section 101 and ISAE 3402 standards. The audits shall be conducted by independent third-party auditors, and cover controls for data security, availability, processing integrity, and confidentiality as applicable to in-scope trust principles for each service . RECOMMENDATION(S): APPROVE and AUTHORIZE the Health Service Director, or designee, to execute on behalf of the County Contract #77-214-1 with America West Medical Transportation, Inc., a corporation, in an amount not to exceed $525,000, to provide non-emergency medical transportation services for Contra Costa Health Plan (CCHP) members, for the period April 1, 2021 through March 31, 2024. FISCAL IMPACT: This contract will result in contractual service expenditures of up to $525,000 over a three-year period and will be funded 100% by CCHP Enterprise Fund II. (No rate increase) BACKGROUND: CCHP has an obligation to provide certain specialized health care services for its members under the terms of their Individual and Group Health Plan membership contracts with the County. This contractor has been a CCHP Network Provider since April 1, 2019. On April 16, 2019, the Board of Supervisors approved Contract #77-214 with America West Medical Transportation, Inc., in the amount of $350,000 for the provision of non-emergency medical transportation services for CCHP members for the period April 1, 2019 through March 31, 2021. APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 04/20/2021 APPROVED AS RECOMMENDED OTHER Clerks Notes: VOTE OF SUPERVISORS AYE:John Gioia, District I Supervisor Candace Andersen, District II Supervisor Diane Burgis, District III Supervisor Karen Mitchoff, District IV Supervisor Federal D. Glover, District V Supervisor Contact: Sharron Mackey, 925-313-6104 I hereby certify that this is a true and correct copy of an action taken and entered on the minutes of the Board of Supervisors on the date shown. ATTESTED: April 20, 2021 Monica Nino, County Administrator and Clerk of the Board of Supervisors By: Laura Cassell, Deputy cc: K Cyr, M Wilhelm C. 58 To:Board of Supervisors From:Anna Roth, Health Services Director Date:April 20, 2021 Contra Costa County Subject:Contract #77-214-1 with America West Medical Transportation, Inc. BACKGROUND: (CONT'D) Approval of Contract #77-214-1 will allow the contractor to continue to provide non-emergency medical transportation services for CCHP members through March 31, 2024. CONSEQUENCE OF NEGATIVE ACTION: If this contract is not approved, non-emergency transportation services for CCHP members under the terms of their Individual and Group Health Plan membership contracts with the County will not be provided. RECOMMENDATION(S): APPROVE and AUTHORIZE the Health Services Director, or designee, to execute on behalf of the County Contract #77-343 with SSC Pittsburg Operating Company, LP (dba Diamond Ridge Healthcare Center), a limited partnership, in an amount not to exceed $900,000, to provide skilled nursing facility (SNF) services for Contra Costa Health Plan (CCHP) members for the period May 1, 2021 through April 30, 2023. FISCAL IMPACT: This contract will result in contractual service expenditures of up to $900,000 over a two-year period and will be funded 100% by CCHP Enterprise Fund II. BACKGROUND: CCHP has an obligation to provide certain specialized health care services for its members under the terms of their Individual and Group Health Plan membership contracts with the County. This contractor has been a part of the CCHP Provider Network for several years, formerly under a memorandum of understanding (MOU) with CCHP, and was required to convert to a County contract. Under new Contract #77-343, contractor will provide SNF services for services to CCHP members for the period May 1, 2021 through April 30, 2023. APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 04/20/2021 APPROVED AS RECOMMENDED OTHER Clerks Notes: VOTE OF SUPERVISORS AYE:John Gioia, District I Supervisor Candace Andersen, District II Supervisor Diane Burgis, District III Supervisor Karen Mitchoff, District IV Supervisor Federal D. Glover, District V Supervisor Contact: Sharron Mackey, 925-313-6104 I hereby certify that this is a true and correct copy of an action taken and entered on the minutes of the Board of Supervisors on the date shown. ATTESTED: April 20, 2021 Monica Nino, County Administrator and Clerk of the Board of Supervisors By: Laura Cassell, Deputy cc: K Cyr, M Wilhelm C. 59 To:Board of Supervisors From:Anna Roth, Health Services Director Date:April 20, 2021 Contra Costa County Subject:Contract #77-343 with SSC Pittsburg Operating Company, LP (dba Diamond Ridge Healthcare Center) CONSEQUENCE OF NEGATIVE ACTION: If this contract is not approved, certain specialized health care services for CCHP members under the terms of their Individual and Group Health Plan membership contract with the County will not be provided. RECOMMENDATION(S): APPROVE and AUTHORIZE the Health Services Director, or designee, to execute on behalf of the County Contract #77-068-2 with HYGEIA II Medical Group Inc. (dba A Breast Pump and More), in an amount not to exceed $375,000, to provide lactation equipment and supplies to Contra Costa Health Plan (CCHP) members for the period April 1, 2021 through March 31, 2024. FISCAL IMPACT: This contract will result in a contractual service expenditure of up to $375,000 for a three-year period and will be funded 100% by CCHP Enterprise Fund II. (No rate increase) BACKGROUND: CCHP has an obligation to provide certain specialized health care services for its members under the terms of their Individual and Group Health Plan membership contracts with the County. This provider has been a part of the CCHP Provider Network since April 1, 2017. In April 2017, the County Administrator approved and the Purchasing Services Manager executed Contract #77-068 with HYGEIA II Medical Group, Inc. (dba A Breast Pump and More) in an amount not to exceed $75,000 to provide durable medical equipment and supply services to CCHP members for the period from April 1, 2017 through March 31, 2019. APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 04/20/2021 APPROVED AS RECOMMENDED OTHER Clerks Notes: VOTE OF SUPERVISORS AYE:John Gioia, District I Supervisor Candace Andersen, District II Supervisor Diane Burgis, District III Supervisor Karen Mitchoff, District IV Supervisor Federal D. Glover, District V Supervisor Contact: Sharron Mackey, 925-313-6104 I hereby certify that this is a true and correct copy of an action taken and entered on the minutes of the Board of Supervisors on the date shown. ATTESTED: April 20, 2021 Monica Nino, County Administrator and Clerk of the Board of Supervisors By: Laura Cassell, Deputy cc: K Cyr, M Wilhelm C. 60 To:Board of Supervisors From:Anna Roth, Health Services Director Date:April 20, 2021 Contra Costa County Subject:Contract #77-068-2 with HYGEIA II Medical Group, Inc. (dba A Breast Pump and More) BACKGROUND: (CONT'D) On May 21, 2019, the Board of Supervisors approved Contract #77-068-1 with HYGEIA II Medical Group, Inc. (dba A Breast Pump and More) in an amount not to exceed $125,000 to provide durable medical equipment and supply services to CCHP members for the period from April 1, 2019 through March 31, 2021. Approval of Contract #77-068-2 will allow the contractor to continue providing durable medical equipment and supply services to CCHP members through March 31, 2024. CONSEQUENCE OF NEGATIVE ACTION: If this contract is not approved, certain specialized health care services for CCHP members under the terms of their Individual and Group Health Plan membership contracts with the County will not be provided. RECOMMENDATION(S): APPROVE and AUTHORIZE the Employment and Human Services Director, or designee, to continue the process of reimbursement to those employers participating in the Contra Costa Works (CCWORKS) Subsidized Employment Program whereby the Employment and Human Services Department (EHSD) will enter into worksite contractual/financial agreements with employers to allow for reimbursement up to $15 per hour but not to exceed $20 per hour for those CalWORKs clients worksited with employers during the period July 1, 2021 through June 30, 2022. FISCAL IMPACT: CalWORKs participant wage reimbursements are funded with $857,533 CalWORKs Single Allocation, 94% Federal and 6% State revenue. (CFDA #93.558) BACKGROUND: Based upon the success of the subsidized employment programs operated in response to Senate Bill 72 which extended the State reimbursement to counties for subsidized employment programs as authorized by Assembly Bill (AB) 98 (now Assembly Bill 74), the Employment and Human Services Department developed and implemented the subsidized employment program APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 04/20/2021 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: V. Wetzel (925) 608-5052 I hereby certify that this is a true and correct copy of an action taken and entered on the minutes of the Board of Supervisors on the date shown. ATTESTED: April 20, 2021 Monica Nino, County Administrator and Clerk of the Board of Supervisors By: Laura Cassell, Deputy cc: C. 61 To:Board of Supervisors From:Kathy Gallagher, Employment & Human Services Director Date:April 20, 2021 Contra Costa County Subject:Contra Costa Works (CCWORKS) Subsidized Employment Program BACKGROUND: (CONT'D) known as Contra Costa Works (CCWORKS). Following the guidelines and funding options of AB 98 and building upon the success of previous Subsidized Employment and Training (SET) programs operated under the American Recovery and Reimbursement Act (ARRA), the CCWORKS program has been designed very similarly to other programs operated in the Bay Area. CalWORKs participants will be screened into the program and placed with local employers (for-profit, non- profit, and public agencies) who will have the responsibility for (under contractual/financial worksite agreements) the payroll, associated taxes, and workers compensation for the CCWORKS program participant approved and worksited within their organization. The employers will hire the eligible CalWORKs CCWORKS participants upfront and will train the participants to appropriate skills for the position in which they are placed. CCWORKS participants will receive a wage comparable to those workers performing the same or like duties at the worksite. The worksite agreement will be signed with the employer for each participant that is placed at the employer's worksite. Under the CCWORKS program, EHSD will reimburse $15 per hour and not to exceed $20 per hour (due to the anticipated increase in minimum wage) for a minimum of 20 hours per week to a maximum of 40 hours per week (no overtime will be subsidized). The individual contracts with each employer will state the reimbursement process and those reimbursements will be paid on the contractual timeline of six (6) months. Monthly reimbursement invoices will be submitted by participating employers for each client employed through the CCWORKS program. The invoices will be reviewed by EHSD CCWORKS staff and submitted to the EHSD Fiscal Unit for payment. CONSEQUENCE OF NEGATIVE ACTION: Without approval, the CCWORKS program participants will have fewer employment opportunities and will continue reliance on public benefits. RECOMMENDATION(S): APPROVE and AUTHORIZE the Employment and Human Services Director, or designee, to continue the process of reimbursement to those employers participating in the Expanded Contra Costa Works (CCWORKS) Subsidized Employment Program whereby the Employment and Human Services Department (EHSD) will enter into worksite contractual/financial agreements with employers to allow for reimbursement of $15 per hour but not to exceed $20 per hour for those CalWORKs clients worksited with employers during the period July 1, 2021 through June 30, 2022. FISCAL IMPACT: Funded with $960,666 Expanded Subsidized Employment Allocation for the Expanded Employment Program wages for CalWORKs participants. (86% Federal, 14% State) (CFDA #93.558) BACKGROUND: Based upon the success of the subsidized employment programs operated in response to Senate Bill 72 which extended the State reimbursement to counties for subsidized employment programs as authorized by Assembly Bill (AB) 98 (now Assembly Bill 74), APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 04/20/2021 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: V. Wetzel (925) 608-5052 I hereby certify that this is a true and correct copy of an action taken and entered on the minutes of the Board of Supervisors on the date shown. ATTESTED: April 20, 2021 Monica Nino, County Administrator and Clerk of the Board of Supervisors By: Laura Cassell, Deputy cc: C. 62 To:Board of Supervisors From:Kathy Gallagher, Employment & Human Services Director Date:April 20, 2021 Contra Costa County Subject:Contra Costa Works (CCWORKS) Expanded Subsidized Employment Program BACKGROUND: (CONT'D) Employment and Human Services Department (EHSD) developed and implemented the subsidized employment program known as Contra Costa Works (CCWORKS). Following the guidelines and funding options of AB 98 and building upon the success of previous Subsidized Employment and Training (SET) programs operated under the American Recovery and Reimbursement Act (ARRA), the Expanded CCWORKS program has been designed very similarly to other programs operated in the Bay Area. CalWORKs participants will be screened into the program and placed with local employers (for-profit, non- profit, and public agencies) who will have the responsibility for (under contractual/financial worksite agreements) the payroll, associated taxes, and workers compensation for each Expanded CCWORKS program participant approved and worksited within their organization. The employers will hire the eligible CalWORKs Expanded CCWORKS participants upfront and will train the participants to appropriate skills for the position in which they are placed and Expanded CCWORKS participants will receive a wage comparable to those workers performing the same or like duties at the worksite. The worksite agreement will be signed with the employer for each participant that is placed at the employer's worksite. Under the Expanded CCWORKS program, EHSD will reimburse $15 per hour and not to exceed $20 per hour (due to the anticipated increase in minimum wage) for a minimum of 20 hours per week to a maximum of 40 hours per week (no overtime will be subsidized). The individual contracts with each employer will state the reimbursement process and those reimbursements will be paid on the contractual timeline of six (6) months. Monthly reimbursement services will be submitted by participating employers for each client employed through the Expanded CCWORKS program. The invoices will be reviewed by EHSD CCWORKS staff and submitted to the EHSD Fiscal Unit for payment. CONSEQUENCE OF NEGATIVE ACTION: Without approval, the Expanded CCWORKS Program participants will have fewer employment opportunities and will continue reliance on public benefits. RECOMMENDATION(S): APPROVE and AUTHORIZE the County Counsel, or her designee, to execute, on behalf of Contra Costa County, a contract amendment for specialized professional services with Ellis Buehler Makus, LLP. FISCAL IMPACT: Services will be billed at the hourly rate of $285-360 per hour for legal and investigatory services BACKGROUND: County departments require on-going legal assistance conducting workplace investigations, preparing for anticipated litigation, and providing legal advice. Ellis Buehler Makus has specialized expertise in the area of employment law and litigation. The County entered into a contract with Ellis Buehler Makus on October 1, 2018, for legal assistance to the County in its workplace investigations. Ellis Buehler Makus has increased its rates from 2018. This contract amendment will reflect the increased hourly rates. APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 04/20/2021 APPROVED AS RECOMMENDED OTHER Clerks Notes: VOTE OF SUPERVISORS AYE:John Gioia, District I Supervisor Candace Andersen, District II Supervisor Diane Burgis, District III Supervisor Karen Mitchoff, District IV Supervisor Federal D. Glover, District V Supervisor Contact: Mary Ann Mason 925-655-2200 I hereby certify that this is a true and correct copy of an action taken and entered on the minutes of the Board of Supervisors on the date shown. ATTESTED: April 20, 2021 Monica Nino, County Administrator and Clerk of the Board of Supervisors By: Laura Cassell, Deputy cc: C. 63 To:Board of Supervisors From:Sharon L. Anderson, County Counsel Date:April 20, 2021 Contra Costa County Subject:Approval of Contract Amendment for Specialized Professional Services CONSEQUENCE OF NEGATIVE ACTION: The County will be unable to obtain the firm’s services. ATTACHMENTS Amendment to Contract RECOMMENDATION(S): APPROVE and AUTHORIZE the Health Services Director, or designee, to execute on behalf of the County Contract Amendment Agreement #25–038–13 with Shelter Inc. of Contra Costa County, a non-profit corporation, to amend Contract #25-038-9 (as amended by Amendment/Extension Agreement #25–038-10 through Amendment Agreement #25–038-12), effective April 1, 2021, to increase the payment limit by $609,576, from $1,157,964 to a new payment limit of $1,767,540, and extend the termination date from June 30, 2021 to June 30, 2022, for additional COVID-19 emergency shelter services to families in Contra Costa County. FISCAL IMPACT: This amendment of $609,576 for Fiscal Year 2021/2022 will be funded by 100% Federal Emergency Management Agency (FEMA) funds. BACKGROUND: Shelter Inc. of Contra Costa County has been providing emergency shelter services to families in Contra Costa County since July 2001. In August 2019, the County Administrator approved and the Purchasing Service Manager executed Contract #25-038-9 with Shelter Inc. of Contra Costa County to provide emergency shelter services to families in Contra Costa County for the period from July 1, 2019 through June 30, 2021. APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 04/20/2021 APPROVED AS RECOMMENDED OTHER Clerks Notes: VOTE OF SUPERVISORS AYE:John Gioia, District I Supervisor Candace Andersen, District II Supervisor Diane Burgis, District III Supervisor Karen Mitchoff, District IV Supervisor Federal D. Glover, District V Supervisor Contact: Lavonna Martin, 925-608-6701 I hereby certify that this is a true and correct copy of an action taken and entered on the minutes of the Board of Supervisors on the date shown. ATTESTED: April 20, 2021 Monica Nino, County Administrator and Clerk of the Board of Supervisors By: Laura Cassell, Deputy cc: L Walker, M Wilhelm C. 64 To:Board of Supervisors From:Anna Roth, Health Services Director Date:April 20, 2021 Contra Costa County Subject:Amendment #25–038-13 with Shelter Inc. of Contra Costa County BACKGROUND: (CONT'D) On April 28, 2020, the Board of Supervisors approved Amendment/Extension Agreement #25–038-10 to increase the payment limit by $370,196 to a new payment limit of $445,196 and to extend the termination date from June 30, 2020 to June 30, 2021. On September 8, 2020, the Board of Supervisors approved Amendment Agreement #25–038-11 to increase the payment limit by $445,480 to a new payment limit of $890,676 with no change in the term July 1, 2019 through June 30, 2021. On January 19, 2021, the Board of Supervisors approved Amendment Agreement #25–038-12 to increase the payment limit by $267,348 to a new payment limit of $1,157,964 with no change in the term. Approval of Amendment/Extension Agreement #25–038–13 will allow the contractor to provide additional COVID-19 emergency shelter services to families in Contra Costa County through June 30, 2022. CONSEQUENCE OF NEGATIVE ACTION: If this amendment/extension is not approved, the County’s homeless individuals will not receive additional COVID-19 emergency shelter services housing during the COVID-19 pandemic, further putting the community at risk. RECOMMENDATION(S): APPROVE and AUTHORIZE the Health Services Director, or designee, to execute on behalf of the County Amendment Agreement #23-324-19 with Toyon Associates, Inc., a corporation, effective March 1, 2021, to increase the payment limit by $200,000, from $250,000 to a new payment limit of $450,000 with no change in the term of January 1, 2020 through December 31, 2021, for additional consultation and technical assistance on healthcare financial issues, including Medicare and Medi-Cal auditing and reporting. FISCAL IMPACT: Approval of this amendment will result in budgeted expenditures of up to $450,000 over a 2 year period and will be funded 100% by Hospital Enterprise I Fund revenues. (No rate increase) BACKGROUND: Toyon Associates, Inc. has been providing professional healthcare financial consultation, technical research, and advice to the county’s Health Services Department’s finance staff since January 2002. On November 12, 2019, the Board of Supervisors approved Contract #23-324-18 with Toyon Associates, Inc., in an amount not to exceed $250,000, to provide consultation and technical assistance APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 04/20/2021 APPROVED AS RECOMMENDED OTHER Clerks Notes: VOTE OF SUPERVISORS AYE:John Gioia, District I Supervisor Candace Andersen, District II Supervisor Diane Burgis, District III Supervisor Karen Mitchoff, District IV Supervisor Federal D. Glover, District V Supervisor Contact: Patrick Godley, 925-957-5405 I hereby certify that this is a true and correct copy of an action taken and entered on the minutes of the Board of Supervisors on the date shown. ATTESTED: April 20, 2021 Monica Nino, County Administrator and Clerk of the Board of Supervisors By: Laura Cassell, Deputy cc: L Walker, M Wilhelm C. 65 To:Board of Supervisors From:Anna Roth, Health Services Director Date:April 20, 2021 Contra Costa County Subject:Amendment Agreement #23-324-19 with Toyon Associates, Inc. BACKGROUND: (CONT'D) regarding Medicare and Medi-Cal Auditing and Reporting, including technical research and advice, for the period from January 1, 2020 through December 31, 2021. Approval of Amendment Agreement #23-324-19 will allow the contractor to provide additional services through December 31, 2021. CONSEQUENCE OF NEGATIVE ACTION: If this amendment is not approved, the hospital will be unable to complete required Medicare & Medi-Cal cost reports and will be unable to run interim cost reports to ensure that expected revenues are within the funding range included in the annual adopted budget. RECOMMENDATION(S): APPROVE and AUTHORIZE the Chief Information Officer, Department of Information Technology, or designee, to execute Amendment No. 1 to the Oracle Master Agreement dated November 27, 2015 to extend the termination date from November 27, 2020 to a new termination date of November 27, 2025 to allow County departments the authority to execute ordering documents directly with Oracle for their software support and maintenance agreements under the Master Services Agreement. FISCAL IMPACT: The costs for the purchase of software support and maintenance agreements are borne by each County department requesting services through Oracle BACKGROUND: The Chief Information Officer, Department of Information Technology, entered into a Master Services Agreement with Oracle in November 2015 to allow County departments the flexibility of purchasing services and supplies through the execution of ordering documents with Oracle without the need to negotiate specific terms and conditions which are contained and approved in the Master Services Agreement. APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 04/20/2021 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, 925-608-4071 I hereby certify that this is a true and correct copy of an action taken and entered on the minutes of the Board of Supervisors on the date shown. ATTESTED: April 20, 2021 Monica Nino, County Administrator and Clerk of the Board of Supervisors By: Laura Cassell, Deputy cc: Nancy Zandonella C. 66 To:Board of Supervisors From:Marc Shorr, Chief Information Officer Date:April 20, 2021 Contra Costa County Subject:APPROVE and AUTHORIZE the Chief Information Officer, Department of Information Technology to execute Amendment 1 to the Oracle Master Services Agreemt CONSEQUENCE OF NEGATIVE ACTION: If this request is not approved, County departments would not have the authority to execute ordering documents through Oracle. RECOMMENDATION(S): APPROVE and AUTHORIZE the Health Services Director, or designee, to execute on behalf of the County Contract #77-069-2 with Sun Healthcare and Surgery Group, Inc., a corporation, in an amount not to exceed $4,500,000, to provide podiatry and wound care services for Contra Costa Health Plan (CCHP) members for the period from April 1, 2021 through March 31, 2024. FISCAL IMPACT: This contract will result in contractual service expenditures of up to $4,500,000 over a three-year period and will be funded 100% by CCHP Enterprise Fund II. (Rate increase) BACKGROUND: CCHP has an obligation to provide certain specialized health care services for its members under the terms of their Individual and Group Health Plan membership contracts with the County. Contractor has been in the CCHP Provider Network since April 1, 2017. On March 12, 2019, the Board of Supervisors approved Contract #77-069-1 with Sun Healthcare and Surgery Group, Inc. in an amount not to exceed $2,500,000, to provide podiatry and wound care services for CCHP members the period April 1, 2019 through March 31, 2021. APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 04/20/2021 APPROVED AS RECOMMENDED OTHER Clerks Notes: VOTE OF SUPERVISORS AYE:John Gioia, District I Supervisor Candace Andersen, District II Supervisor Diane Burgis, District III Supervisor Karen Mitchoff, District IV Supervisor Federal D. Glover, District V Supervisor Contact: Sharron Mackey, 925-313-6104 I hereby certify that this is a true and correct copy of an action taken and entered on the minutes of the Board of Supervisors on the date shown. ATTESTED: April 20, 2021 Monica Nino, County Administrator and Clerk of the Board of Supervisors By: Laura Cassell, Deputy cc: K Cyr, M Wilhelm C. 67 To:Board of Supervisors From:Anna Roth, Health Services Director Date:April 20, 2021 Contra Costa County Subject:Contract #77-069-2 with Sun Healthcare and Surgery Group, Inc. BACKGROUND: (CONT'D) Approval of Contract #77-069-2 will allow the contractor to continue to provide podiatry and wound care services for CCHP members through March 31, 2024. CONSEQUENCE OF NEGATIVE ACTION: If this contract is not approved, certain specialized health care services for CCHP members under the terms of their Individual and Group Health Plan membership contracts with the county will not be provided. RECOMMENDATION(S): APPROVE and AUTHORIZE the Health Services Director, or designee, to execute on behalf of the County Contract #76-537-6 with Baltic Sea Manor, LLC, a limited liability company, in an amount not to exceed $249,000, to provide augmented board and care services including room and board, twenty-four (24) hour residential care and supervision services for the period from April 1, 2021 through March 31, 2022. FISCAL IMPACT: This contract will result in service expenditures of up to $249,000 as budgeted in Fiscal Year 2021-22, funded 100% by the Providers and Teens Communicating for Health (PATCH) Program. BACKGROUND: The County's PATCH Program provides residential board and care for post medical, surgical and/or custodial care patients who have been discharged from CCRMC and would otherwise not have appropriate follow-up care. The County has contracted with Baltic Sea Manor, LLC (formerly Vivian Price), for the provision of augmented board and care services including room and board, twenty-four (24) hour residential care and supervision services since 2016, first under CCRMC, then Public Health Division and now back to CCRMC. APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 04/20/2021 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., 925-957-5525 I hereby certify that this is a true and correct copy of an action taken and entered on the minutes of the Board of Supervisors on the date shown. ATTESTED: April 20, 2021 Monica Nino, County Administrator and Clerk of the Board of Supervisors By: Laura Cassell, Deputy cc: a, marcy.wilham C. 68 To:Board of Supervisors From:Anna Roth, Health Services Director Date:April 20, 2021 Contra Costa County Subject:Contract #76-537-6 with Baltic Sea Manor, LLC BACKGROUND: (CONT'D) In April 2020, the County Administrator approved and the Purchasing Agent executed Contract #72-144 with Baltic Sea Manor, LLC to provide augmented board and care services including twenty-four (24) hour residential care and supervision services under the Health Services Department's Public Health Division, for the period from April 1, 2020 through March 31, 2021. Approval of Contract #76-539-6 will allow the contractor to continue providing augmented board and care services including room and board, twenty-four (24) hour residential care and supervision services under CCRMC, for the period from April 1, 2021 through March 31, 2022. CONSEQUENCE OF NEGATIVE ACTION: If this contract is not approved, County facilities will not have access to the contractor’s augmented board and care services. RECOMMENDATION(S): APPROVE and AUTHORIZE the Health Services Director, or designee, to execute on behalf of the County Contract #27-288-10 with Diablo Nephrology Medical Group, Inc., a corporation, in an amount not to exceed $1,950,000, to provide nephrology services for Contra Costa Health Plan (CCHP) members and county recipients, for the period May 1, 2021 through April 30, 2024. FISCAL IMPACT: This contract will result in contractual service expenditures of up to $1,950,000 over a 3 year period and will be funded 100% by CCHP Enterprise Fund II. (No rate Increase) BACKGROUND: CCHP has an obligation to provide certain specialized health care services for its members under the terms of their Individual and Group Health Plan membership contracts with the county. This contractor has been a part of the CCHP Provider Network since January of 1997, proving nephrology services. On April 16, 2019, the Board of Supervisors approved Contract #27-288-9 with Diablo Nephrology Medical Group, Inc., in an amount of $1,250,000, to provide nephrology services for CCHP members and county recipients for the period May 1, 2019 through April 30, 2021. APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 04/20/2021 APPROVED AS RECOMMENDED OTHER Clerks Notes: VOTE OF SUPERVISORS AYE:John Gioia, District I Supervisor Candace Andersen, District II Supervisor Diane Burgis, District III Supervisor Karen Mitchoff, District IV Supervisor Federal D. Glover, District V Supervisor Contact: Sharron Mackey, 925-313-6104 I hereby certify that this is a true and correct copy of an action taken and entered on the minutes of the Board of Supervisors on the date shown. ATTESTED: April 20, 2021 Monica Nino, County Administrator and Clerk of the Board of Supervisors By: Laura Cassell, Deputy cc: Noel Garcia , M Wihelm C. 69 To:Board of Supervisors From:Anna Roth, Health Services Director Date:April 20, 2021 Contra Costa County Subject:Contract #27-288-10 with Diablo Nephrology Medical Group, Inc. BACKGROUND: (CONT'D) Approval of Contract #27-288-10 will allow the contractor to continue to provide nephrology services through April 30, 2024. CONSEQUENCE OF NEGATIVE ACTION: If this contract is not approved, certain specialized health care services for CCHP members under the terms of their Individual and Group Health Plan membership contract with the County will not be provided. RECOMMENDATION(S): APPROVE and AUTHORIZE the Health Services Director, or designee, to execute on behalf of the County Contract #27-264-12 with East Bay Nephrology Medical Group, Inc., a corporation, in an amount not to exceed $1,500,000, to provide nephrology and internal medicine services for Contra Costa Health Plan (CCHP) members and county recipients, for the period May 1, 2021 through April 30, 2024. FISCAL IMPACT: This contract will result in contractual service expenditures of up to $1,500,000 over a 3 year period and will be funded 100% by CCHP Enterprise Fund II. (No Rate Increase) BACKGROUND: CCHP has an obligation to provide certain specialized health care services for its members under the terms of their Individual and Group Health Plan membership contracts with the county. This contractor has been a part of the CCHP Provider Network since December of 1996, providing nephrology and internal medicine services. On April 9, 2019, the Board of Supervisors approved Contract #27-264-11 with East Bay Nephrology Medical Group, Inc., in an amount of $1,000,000, to provide nephrology and internal medicine services for CCHP members and County recipients for the period May 1, 2019 through April 30, 2021. APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 04/20/2021 APPROVED AS RECOMMENDED OTHER Clerks Notes: VOTE OF SUPERVISORS AYE:John Gioia, District I Supervisor Candace Andersen, District II Supervisor Diane Burgis, District III Supervisor Karen Mitchoff, District IV Supervisor Federal D. Glover, District V Supervisor Contact: Sharron Mackey, 925-313-6104 I hereby certify that this is a true and correct copy of an action taken and entered on the minutes of the Board of Supervisors on the date shown. ATTESTED: April 20, 2021 Monica Nino, County Administrator and Clerk of the Board of Supervisors By: Laura Cassell, Deputy cc: Noel Garcia, Marcy Wilhelm C. 70 To:Board of Supervisors From:Anna Roth, Health Services Director Date:April 20, 2021 Contra Costa County Subject:Contract #27-264-12 with East Bay Nephrology Medical Group, Inc. BACKGROUND: (CONT'D) Approval of Contract #27-264-12 will allow the contractor to continue to provide nephrology and internal medicine services through April 30, 2024. CONSEQUENCE OF NEGATIVE ACTION: If this contract is not approved, certain specialized health care services for CCHP members under the terms of their Individual and Group Health Plan membership contract with the County will not be provided. RECOMMENDATION(S): APPROVE and AUTHORIZE the Health Services Director, or designee, to execute on behalf of the County Contract #77-288-1 with Odyssey Healthcare Operating A, LP (dba Kindred Hospice), a limited partnership, in an amount not to exceed $945,000, to provide hospice services for Contra Costa Health Plan (CCHP) members and county recipients, for the period May 1, 2021 through April 30, 2024. FISCAL IMPACT: This contract will result in contractual service expenditures of up to $945,000 over a 3 year period and will be funded 100% by CCHP Enterprise Fund II. (No Rate Increase) BACKGROUND: Contractor has been contracting with the County since May 2020 and is in the Community Provider Network (CPN) providing hospice services to CCHP members and County recipients. The hospice services shall be performed by contractor’s doctors, nurses and other health care professionals, including physical therapists. CCHP has an obligation to provide certain specialized health care services for its members under the terms of their Individual and Group Health Plan membership contracts with the County. On May 12, 2020, the Board of Supervisors approved Contract #77-288 with Odyssey Healthcare Operating A, LP (dba Kindred Hospice), in an amount of $450,000, to provide hospice services for CCHP members and county recipients for the period May 1, 2020 through April 30, 2021. APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 04/20/2021 APPROVED AS RECOMMENDED OTHER Clerks Notes: VOTE OF SUPERVISORS AYE:John Gioia, District I Supervisor Candace Andersen, District II Supervisor Diane Burgis, District III Supervisor Karen Mitchoff, District IV Supervisor Federal D. Glover, District V Supervisor Contact: Sharron Mackey, 925-313-6104 I hereby certify that this is a true and correct copy of an action taken and entered on the minutes of the Board of Supervisors on the date shown. ATTESTED: April 20, 2021 Monica Nino, County Administrator and Clerk of the Board of Supervisors By: Laura Cassell, Deputy cc: Noel Garcia, Marcy Wilhelm C. 71 To:Board of Supervisors From:Anna Roth, Health Services Director Date:April 20, 2021 Contra Costa County Subject:Contract #77-288-1 with Odyssey Healthcare Operating A, LP (dba Kindred Hospice) BACKGROUND: (CONT'D) Approval of Contract #77-288-1 will allow the contractor to continue to provide hospice services through April 30, 2024. CONSEQUENCE OF NEGATIVE ACTION: If this contract is not approved, certain specialized health care services for CCHP members under the terms of their Individual and Group Health Plan membership contract with the County will not be provided. RECOMMENDATION(S): APPROVE and AUTHORIZE the Health Services Director, or designee, to execute on behalf of the County, Contract #27-253-15 with California Eye Clinic, a general partnership, in an amount not to exceed $1,800,000, to provide ophthalmology, optometry and ambulatory surgery center (ASC) services for Contra Costa Health Plan (CCHP) members and County recipients, for the period May 1, 2021 through April 30, 2024. FISCAL IMPACT: This contract will result in contractual service expenditures of up to $1,800,000 over a 3 year period and will be funded 100% by CCHP Enterprise Fund II. (No rate Increase) BACKGROUND: CCHP has an obligation to provide certain specialized health care services for its members under the terms of their Individual and Group Health Plan membership contracts with the county. This contractor has been a part of the CCHP Provider Network since December of 1996, providing ophthalmology, optometry and ASC services. APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 04/20/2021 APPROVED AS RECOMMENDED OTHER Clerks Notes: VOTE OF SUPERVISORS AYE:John Gioia, District I Supervisor Candace Andersen, District II Supervisor Diane Burgis, District III Supervisor Karen Mitchoff, District IV Supervisor Federal D. Glover, District V Supervisor Contact: Sharron Mackey, 925-313-6104 I hereby certify that this is a true and correct copy of an action taken and entered on the minutes of the Board of Supervisors on the date shown. ATTESTED: April 20, 2021 Monica Nino, County Administrator and Clerk of the Board of Supervisors By: Laura Cassell, Deputy cc: Noel Garcia, Marcy Wilhelm C. 72 To:Board of Supervisors From:Anna Roth, Health Services Director Date:April 20, 2021 Contra Costa County Subject:Contract #27-253-15 with California Eye Clinic BACKGROUND: (CONT'D) On May 7, 2019, the Board of Supervisors approved Contract #27-253-14 with California Eye Clinic, in an amount of $1,500,000, to provide ophthalmology, optometry and ASC services for CCHP members and county recipients for the period May 1, 2019 through April 30, 2021. Approval of Contract #27-253-15 will allow the contractor to continue to provide ophthalmology, optometry and ASC services through April 30, 2024. CONSEQUENCE OF NEGATIVE ACTION: If this contract is not approved, certain specialized health care services for CCHP members under the terms of their Individual and Group Health Plan membership contract with the County will not be provided. RECOMMENDATION(S): APPROVE and AUTHORIZE the Public Works Director, or designee, to execute a contract with Massone Mechanical, Inc., in an amount not to exceed $800,000 to provide on-call refrigeration maintenance and repair services at various County facilities, for the period of June 1, 2021 through May 31, 2024, Countywide. FISCAL IMPACT: Facilities Maintenance Budget. (100% General Fund) BACKGROUND: Public Works Facilities Services is responsible for maintenance and repairs to all of the County's refrigeration units. Medical refrigerators are used to store highly sensitive vaccines and other medications in the County's hospitals, clinics and public health offices. There are over 300 refrigeration units throughout the County. Approximately 250 of those units are Follett medical refrigerators. These refrigerators were chosen because of their dependability and features. Massone Mechanical, Inc., is the only factory-authorized Follett refrigerator repair company in the area. Massone Mechanical, Inc., has the tools, equipment and training to service all APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 04/20/2021 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 Lachapelle, (925) 313-7082 I hereby certify that this is a true and correct copy of an action taken and entered on the minutes of the Board of Supervisors on the date shown. ATTESTED: April 20, 2021 , County Administrator and Clerk of the Board of Supervisors By: Stacey M. Boyd, Deputy cc: C. 73 To:Board of Supervisors From:Brian M. Balbas, Public Works Director/Chief Engineer Date:April 20, 2021 Contra Costa County Subject:Contract with Massone Mechanical, Inc., a California Corporation, Countywide. BACKGROUND: (CONT'D) of the County's refrigeration units. The contract will have a term of three (3) years with the option of two (2) one-year extensions and will be used as needed, with no minimum amount that must be spent. Government Code Section 25358 authorizes the County to contract for maintenance and upkeep of County facilities. Facilities Services is requesting a contract with Massone Mechanical, Inc., to be approved for a period covering three years. CONSEQUENCE OF NEGATIVE ACTION: If this contract is not approved, refrigeration repair services with Massone Mechanical will be discontinued. RECOMMENDATION(S): APPROVE and AUTHORIZE the Public Works Director, or designee, to execute a contract amendment with Agurto Corporation (dba Pestec), to extend the term from March 31, 2021 to July 31, 2021, to provide structural integrated pest management services at various County facilities, with no change to the payment limit of $1,400,000, Countywide. FISCAL IMPACT: Facilities Maintenance Budget. (100% General Fund) BACKGROUND: Public Works Facilities Services is responsible for managing the contract with the County's structural integrated pest management contractor. This program monitors the County's efforts to control pests while not endangering the environment. Agurto Corporation (dba Pestec) is currently providing pest control at all County sites and facilities. In January 2021, the Public Works Department conducted a formal solicitation for the next structural integrated pest management contract. The existing contract term is from April 1, 2018 through March 31, 2021. The extension from March 31, 2021 to July APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 04/20/2021 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 Lachapelle, (925) 313-7082 I hereby certify that this is a true and correct copy of an action taken and entered on the minutes of the Board of Supervisors on the date shown. ATTESTED: April 20, 2021 Monica Nino, County Administrator and Clerk of the Board of Supervisors By: Stacey M. Boyd, Deputy cc: C. 74 To:Board of Supervisors From:Brian M. Balbas, Public Works Director/Chief Engineer Date:April 20, 2021 Contra Costa County Subject:APPROVE and AUTHORIZE Amendment No. 1 to the Contract with Agurto Corporation (dba Pestec) BACKGROUND: (CONT'D) 31, 2021 will allow sufficient time for execution of a new contract. This is needed to ensure the County has access to the contractor's services during this time. The contract will be used as needed, with no minimum amount that must be used. CONSEQUENCE OF NEGATIVE ACTION: If this amendment is not approved, integrated pest management services with Agurto Corporation (dba Pestec), will be discontinued. RECOMMENDATION(S): APPROVE and AUTHORIZE the Employment and Human Services Director, or designee, to execute a contract with General Datatech, LP of Dallas, Texas, in an amount not to exceed $624,808 for the purchase and installation of a Cisco Hyperconverged System (Hyperflex) and professional training services for the period of April 1, 2021 through June 30, 2024. FISCAL IMPACT: This contract will increase expenditures by up to $624,808 and will be paid out of Administrative Overhead, which is 58% Federal, 36% State and 6% County. The expenditures are included in the department’s FY 21-22 budget. BACKGROUND: The department seeks to purchase from General Datatech, LP (GDT) a Cisco Hyperconverged System (Hyperflex). This will update the department’s current server infrastructure and provide an integrated software solution in the management of EHSD servers. EHSD will take APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 04/20/2021 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: C. Youngblood, (925) 608-4964 I hereby certify that this is a true and correct copy of an action taken and entered on the minutes of the Board of Supervisors on the date shown. ATTESTED: April 20, 2021 Monica Nino, County Administrator and Clerk of the Board of Supervisors By: Laura Cassell, Deputy cc: Michael Roark, Chris Dunn C. 75 To:Board of Supervisors From:Kathy Gallagher, Employment & Human Services Director Date:April 20, 2021 Contra Costa County Subject:Authorize execution of contract with General Datatech, LP for purchase and installation of server system and training services BACKGROUND: (CONT'D) advantage of industry level best practices and improve the efficient use of information resources. This determination was predicated upon an evaluation completed in 2019 by the county’s Department of Information Technology (DoIT) wherein DoIT procured the Cisco Hyperflex solution. This contract will adopt the same architecture that will take advantage of redundant resources within the county and minimize the number of systems we mutually support. CONSEQUENCE OF NEGATIVE ACTION: The Employment and Human Services Department will be at risk of not meeting standards for performance, reliability, and cost effectiveness. RECOMMENDATION(S): APPROVE and AUTHORIZE the Health Services Director, or designee, to execute on behalf of the County Contract Amendment Agreement #23-523-8, with API Healthcare Corporation, a corporation, effective April 20, 2021, to amend Contract #23-523-2 (as amended by #23-523-4), to increase the payment limit by $7,260, from $701,808 to a new payment limit of $709,068, for implementation and design services of Contractor’s Staffing and Scheduling software, for the Public Health Department. The term of this Software and Services Agreement, effective June 16, 2016, will continue until terminated by either party. FISCAL IMPACT: Approval of this amendment will result in annual expenditures of up to $7,260 and will be funded as budgeted by the department in FY 2020-21, by 100% Hospital Enterprise Fund I. (No rate increase) BACKGROUND: This Software License and Services Agreement meets the needs of the County's Public Health Department by providing design and implementation services; for ShiftSelect, a hosted Staffing and Scheduling software solution; the Contractor, or its subcontractor, hosts the Staffing and Scheduling Software and related data on its servers. The Public Health Department clinical service users access the software application and data via the internet. ShiftSelect will enable the Public Health Department clinics APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 04/20/2021 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, 925-316-6712 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: April 20, 2021 Monica Nino, County Administrator and Clerk of the Board of Supervisors By: Laura Cassell, Deputy cc: F Carroll, M Wilhelm C. 76 To:Board of Supervisors From:Anna Roth, Health Services Director Date:April 20, 2021 Contra Costa County Subject:Amendment #23-523-8 with API Healthcare Corporation BACKGROUND: (CONT'D) to effectively fill unit schedules by sending last-minute needs notifications to qualified staff via email, voice mail, and text message. Benefits include the ability to access the clinic's staffing schedule via any Internet connection and the ability to track licenses and credentials. In 2016, the Health Services Department solicited a staffing and scheduling software service provider. Due to lack of qualified response, API Healthcare Corporation, the current healthcare-specific, focused workforce management service provider, was given a sole-source contract for these services. The Software License and Services Agreement entered into for these services is evergreen. The initial term of this Agreement was for three years following the effective date of June 16, 2016. This Agreement automatically renews for successive one-year terms unless written notice at least ninety (90) days before the end of the term. On June 21, 2016, the Board of Supervisors approved Contract #23-523-2 with API Healthcare Corporation to license its software to County and provide consultation and technical services to configure, and implement its Patient Classification and Staffing Scheduling software for the Health Services Department, for the period from June 30, 2016 through June 29, 2019. On October 24, 2017 the Board of Supervisors approved Contract Amendment Agreement #23-523-4 to allow the contractor to provide additional software consultation and maintenance services to the Health Services Department through June 29, 2019. Approval of Contract Amendment Agreement #23-523-8 will allow the contractor to provide additional software consultation, implementation and maintenance services through June 29, 2022. CONSEQUENCE OF NEGATIVE ACTION: If this amendment is not approved, the clinics operated by Public Health will not receive the consultation and maintenance services needed for its staffing and scheduling systems. RECOMMENDATION(S): APPROVE and AUTHORIZE the Health Services Director, or designee, to execute on behalf of the County Contract #77-070-2 with Advanced Respiratory, Inc., a corporation, in an amount not to exceed $450,000, to provide durable medical equipment including respiratory medical devices to Contra Costa Health Plan (CCHP) members for the period from May 1, 2021 through April 30, 2024. FISCAL IMPACT: This contract will result in contractual service expenditures of up to $450,000 during a three-year period and will be funded 100% by CCHP Enterprise Fund II. (No rate increase) BACKGROUND: CCHP has an obligation to provide certain specialized health care services for its members under the terms of their Individual and Group Health Plan membership contracts with the county. This contractor has been a part of CCHP Provider Network since May 1, 2017. On April 9, 2019, the Board of Supervisors approved Contract # #77-070-1 with Advanced Respiratory, Inc., in an amount not to exceed $150,000 to provide durable medical equipment including respiratory medical devices to CCHP members for the period from May 1, 2019 through April 30, 2021. APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 04/20/2021 APPROVED AS RECOMMENDED OTHER Clerks Notes: VOTE OF SUPERVISORS AYE:John Gioia, District I Supervisor Candace Andersen, District II Supervisor Diane Burgis, District III Supervisor Karen Mitchoff, District IV Supervisor Federal D. Glover, District V Supervisor Contact: Sharron Mackey, 925-313-6104 I hereby certify that this is a true and correct copy of an action taken and entered on the minutes of the Board of Supervisors on the date shown. ATTESTED: April 20, 2021 Monica Nino, County Administrator and Clerk of the Board of Supervisors By: Laura Cassell, Deputy cc: K Cyr, M Wilhelm C. 77 To:Board of Supervisors From:Anna Roth, Health Services Director Date:April 20, 2021 Contra Costa County Subject:Contract #77-070-2 with Advanced Respiratory, Inc. BACKGROUND: (CONT'D) Approval of Contract #77-070-2 will allow the contractor to continue providing durable medical equipment including respiratory medical devices to CCHP members through April 30, 2024. CONSEQUENCE OF NEGATIVE ACTION: If this contract is not approved, certain specialized health care services for CCHP members under the terms of their Individual and Group Health Plan membership contracts with the County will not be provided. RECOMMENDATION(S): APPROVE and AUTHORIZE the Health Services Director, or designee, to execute on behalf of the County Contract #77-326 with Vale Operating Company, LP (dba Vale Healthcare Center) a limited partnership, in an amount not to exceed $1,310,000, to provide skilled nursing facility (SNF) services for Contra Costa Health Plan (CCHP) members for the period May 1, 2021 through April 30, 2023. FISCAL IMPACT: This contract will result in contractual service expenditures of up to $1,310,000 over a two-year period and will be funded 100% by CCHP Enterprise Fund II. BACKGROUND: CCHP has an obligation to provide certain specialized health care services for its members under the terms of their Individual and Group Health Plan membership contracts with the county. This contractor has been a part of the CCHP Provider Network for several years, formerly under a Memorandum of Understanding (MOU) with CCHP, and was required to convert to a county contract. Under Contract #77-326, the contractor will provide SNF services for CCHP members for the period May 1, 2021 through April 30, 2023. APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 04/20/2021 APPROVED AS RECOMMENDED OTHER Clerks Notes: VOTE OF SUPERVISORS AYE:John Gioia, District I Supervisor Candace Andersen, District II Supervisor Diane Burgis, District III Supervisor Karen Mitchoff, District IV Supervisor Federal D. Glover, District V Supervisor Contact: Sharron Mackey, 925-313-6104 I hereby certify that this is a true and correct copy of an action taken and entered on the minutes of the Board of Supervisors on the date shown. ATTESTED: April 20, 2021 Monica Nino, County Administrator and Clerk of the Board of Supervisors By: Laura Cassell, Deputy cc: K Cyr, M Wilhelm C. 78 To:Board of Supervisors From:Anna Roth, Health Services Director Date:April 20, 2021 Contra Costa County Subject:Contract #77-326 with Vale Operating Company, LP (dba Vale Healthcare Center) CONSEQUENCE OF NEGATIVE ACTION: If this contract is not approved, certain specialized health care services for CCHP members under the terms of their Individual and Group Health Plan membership contract with the County will not be provided. RECOMMENDATION(S): APPROVE and AUTHORIZE the Purchasing Agent, or designee, to execute, on behalf of the Public Works Director, an amendment to Purchase Order #10974 with Cintas Corporation,to extend the term from June 30, 2021 to December 31, 2021 and increase the payment limit by $50,000 to a new payment limit of $550,000, for garment rental and laundry services. FISCAL IMPACT: Costs are charged to Departments requesting services. BACKGROUND: Cintas Corporation provides garment rental and laundry services for Contra Costa County departments, and has offered the County a 2% discount across the board. Cintas Corporation is the single provider selected to standardize the products offered and the services provided to the County. Products include uniforms, towels, linens, and select cleaning supplies. Pricing is fixed throughout the term to allow departments to accurately budget expenses. Cintas Corporation is a local business enterprise. CONSEQUENCE OF NEGATIVE ACTION: If this Amendment is not approved, Cintas Corporation will not be able to provide the uniforms, towels, linens, and select cleaning products needed by County departments. APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 04/20/2021 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: Cynthia Shehorn, 925-957-2495 I hereby certify that this is a true and correct copy of an action taken and entered on the minutes of the Board of Supervisors on the date shown. ATTESTED: April 20, 2021 Monica Nino, County Administrator and Clerk of the Board of Supervisors By: Stacey M. Boyd, Deputy cc: C. 79 To:Board of Supervisors From:Brian M. Balbas, Public Works Director/Chief Engineer Date:April 20, 2021 Contra Costa County Subject:Approve and Authorize the Purchasing Agent to Amend Purchase Order #10974 RECOMMENDATION(S): APPROVE and AUTHORIZE the Health Services Director, or designee, to execute on behalf of the County Amendment #22-219-67 with Bateman Community Living, LLC (dba Trio Community Meals), a limited liability company, to amend Novation Contract #22-219-65 (as amended by Amendment Agreement #22-219-66), effective February 1, 2021, to increase the payment limit by $475,000, from $4,055,675 to a new payment limit of $4,530,675, with no change in the original term of July 1, 2020 through June 30, 2021, and to increase the automatic extension payment limit by $118,749 from $1,013,919 to a new payment limit of $1,132,668 through September 30, 2021. FISCAL IMPACT: This amendment increase of $475,000 for Fiscal Year 2020-21 is funded by 60% Federal, Title III C-1 and Title III C-2 of the Federal Older Americans Act of 1965, 15% Families First Coronavirus Response Act and 25% Federal and State emergency funding. (No rate Increase) BACKGROUND: This contractor was selected to provide meals for the Senior Nutrition Program through a competitive bid process. This contract meets the social needs of the County’s population. This contractor will prepare and deliver approximately 760,480 prepackaged, frozen meals to County homebound seniors via 106 APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 04/20/2021 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: April 20, 2021 Monica Nino, County Administrator and Clerk of the Board of Supervisors By: Laura Cassell, Deputy cc: L Walker, M Wilhelm C. 80 To:Board of Supervisors From:Anna Roth, Health Services Director Date:April 20, 2021 Contra Costa County Subject:Amendment #22–219–67 with Bateman Community Living, LLC (dba Trio Community Meals) BACKGROUND: (CONT'D) Meals on Wheels routes and ambulatory seniors through 18 congregate cafes in take-out/home-delivered senior centers throughout the County. On July 28, 2020, the Board of Supervisors approved Novation Contract #22–219–65 with Bateman Community Living, LLC (dba Trio Community Meals), for the provision of meal services for the County’s Senior Nutrition Program, for the period from July 1, 2020 through June 30, 2021, which included a three-month automatic extension through September 30, 2021. On January 19, 2021, the Board of Supervisors approved Amendment Agreement #22–219–66 to increase the payment limit by $455,675 to a new total payment limit of $4,055,675 with no change in the term to provide additional meal services for the County’s Senior Nutrition Program. Approval of Amendment #22-219-67 will allow the contractor to provide additional meal services through June 30, 2021. CONSEQUENCE OF NEGATIVE ACTION: If this amendment is not approved, homebound seniors and ambulatory seniors of Contra Costa County participating in the Senior Nutrition Program may not receive the appropriate meals or nutrition. ATTACHMENTS RECOMMENDATION(S): APPROVE and AUTHORIZE the Health Service Director, or designee, to execute on behalf of the County Contract #77-286-1 with North Star Emergency Services, Inc. (dba Norcal Ambulance), a corporation, in an amount not to exceed $525,000, to provide non-emergency medical transportation services for Contra Costa Health Plan (CCHP) Medi-Cal members, for the period April 1, 2021 through March 31, 2024. FISCAL IMPACT: This contract will result in contractual service expenditures of up to $525,000 over a three-year period and will be funded 100% by CCHP Enterprise Fund II. (No rate increase) BACKGROUND: CCHP has an obligation to provide certain specialized health care services for its members under the terms of their Individual and Group Health Plan membership contracts with the County. This contractor has been a CCHP Network Provider since April 1, 2020. On April 28, 2020, the Board of Supervisors approved Contract #77-286, North Star Emergency Services, Inc. (dba Norcal Ambulance), in an amount not to exceed $500,000, for the provision of non-medical transportation services for CCHP Medi-Cal members for the period April 1, 2020 through March 31, 2021. APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 04/20/2021 APPROVED AS RECOMMENDED OTHER Clerks Notes: VOTE OF SUPERVISORS AYE:John Gioia, District I Supervisor Candace Andersen, District II Supervisor Diane Burgis, District III Supervisor Karen Mitchoff, District IV Supervisor Federal D. Glover, District V Supervisor Contact: Sharron Mackey, 925-313-6104 I hereby certify that this is a true and correct copy of an action taken and entered on the minutes of the Board of Supervisors on the date shown. ATTESTED: April 20, 2021 Monica Nino, County Administrator and Clerk of the Board of Supervisors By: Laura Cassell, Deputy cc: Kathleen Cyr, M Wilhelm C. 81 To:Board of Supervisors From:Anna Roth, Health Services Director Date:April 20, 2021 Contra Costa County Subject:Contract #77-286-1 with North Star Emergency Services, Inc. (dba Norcal Ambulance) BACKGROUND: (CONT'D) Approval of Contract #77-286-1 will allow the contractor to continue to provide non-emergency medical transportation services for CCHP Medi-Cal members through March 31, 2024. CONSEQUENCE OF NEGATIVE ACTION: If this contract is not approved, certain specialized health care services for CCHP members under the terms of their Individual and Group Health Plan membership contract with the County will not be provided. RECOMMENDATION(S): APPROVE and AUTHORIZE the Health Services Director, or designee, to execute on behalf of the County Contract Amendment Agreement #72-155-1 with National Labs, Inc., a corporation, to amend Contract #72-155, effective February 1, 2021, to increase the payment limit by $3,000,000, from $8,910,000 to a new payment limit of $11,910,000 with no change in the term of August 1, 2020 through July 31, 2021, to provide additional clinical laboratory services for COVID-19 tests for Contra Costa Health Services (CCHS). FISCAL IMPACT: This amendment will result in an additional $3,000,000 in contractual service expenditures and will be funded 100% by COVID-19 Federal and State emergency funding sources. BACKGROUND: This contract will establish a relationship between CCHS and contractor to increase the County's ability to processes laboratory specimens related to COVID-19 testing collected throughout the County and reduce delays in receiving test results. APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 04/20/2021 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: April 20, 2021 Monica Nino, County Administrator and Clerk of the Board of Supervisors By: Laura Cassell, Deputy cc: L Walker, M Wilhelm C. 82 To:Board of Supervisors From:Anna Roth, Health Services Director Date:April 20, 2021 Contra Costa County Subject:Amendment Agreement #72-155-1 with National Labs, Inc. BACKGROUND: (CONT'D) On August 11, 2020, the Board of Supervisors approved Contract #72-155 with National Labs, Inc. in an amount not to exceed $8,910,000 to provide clinical laboratory services for COVID-19 tests for CCHS. Approval of Amendment Agreement #72-155-1 will allow contractor to provide additional clinical laboratory services, including laboratory processing of COVID-19 tests for CCHS through July 31, 2021. CONSEQUENCE OF NEGATIVE ACTION: If this amendment is not approved, the County will not have access to the 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 #76-731 with Samuel H. Cho, M.D., an individual, in an amount not to exceed $1,600,000, to provide cardiology services at Contra Costa Regional Medical Center (CCRMC) for the period from September 1, 2021 through August 31, 2024. FISCAL IMPACT: This contract will result in contractual service expenditures of up to $1,600,000 over a 3 year period and will be funded 100% by Hospital Enterprise Fund I revenues. BACKGROUND: Due to the limited number of specialty providers available within the community, CCRMC and Contra Costa Health Centers relies on contracts to provide necessary specialty health services to its patients. This contract meets the social needs of County’s population by providing cardiology services in the cardiology clinics, inpatient sessions, echocardiogram readings and on-call clinics. Under this new Contract #76-731 the contractor will provide cardiology services for CCRMC for the period September 1, 2021 through August 31, 2024. APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 04/20/2021 APPROVED AS RECOMMENDED OTHER Clerks Notes: VOTE OF SUPERVISORS AYE:John Gioia, District I Supervisor Candace Andersen, District II Supervisor Diane Burgis, District III Supervisor Karen Mitchoff, District IV Supervisor Federal D. Glover, District V Supervisor Contact: Samir Shah, M.D. 925-370-5525 I hereby certify that this is a true and correct copy of an action taken and entered on the minutes of the Board of Supervisors on the date shown. ATTESTED: April 20, 2021 Monica Nino, County Administrator and Clerk of the Board of Supervisors By: Laura Cassell, Deputy cc: Alaina Floyd, marcy.wilham C. 83 To:Board of Supervisors From:Anna Roth, Health Services Director Date:April 20, 2021 Contra Costa County Subject:Contract #76-731 with Samuel H. Cho, M.D. CONSEQUENCE OF NEGATIVE ACTION: If this contract is not approved, patients requiring cardiology services at CCRMC will not have access to this contractor’s services. RECOMMENDATION(S): APPROVE and AUTHORIZE the Health Services Director, or designee, to execute on behalf of the County Contract #77-341 with National Seating & Mobility, Inc., a corporation, in an amount not to exceed $1,730,000, to provide durable medical equipment to Contra Costa Health Plan (CCHP) members, for the period June 1, 2021 through May 31, 2023. FISCAL IMPACT: This contract will result in contractual service expenditures of up to $1,730,000 over a two-year period and will be funded 100% by CCHP Enterprise Fund II. BACKGROUND: CCHP has an obligation to provide certain specialized health care services for its members under the terms of their Individual and Group Health Plan membership contracts with the County. This contractor has been a part of the CCHP Provider Network for several years, formerly under a memorandum of understanding (MOU) with CCHP, and was required to convert to a county contract. Under this new Contract #77-341 the contractor will provide durable medical equipment for CCHP members for the period June 1, 2021 through May 31, 2023. APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 04/20/2021 APPROVED AS RECOMMENDED OTHER Clerks Notes: VOTE OF SUPERVISORS AYE:John Gioia, District I Supervisor Candace Andersen, District II Supervisor Diane Burgis, District III Supervisor Karen Mitchoff, District IV Supervisor Federal D. Glover, District V Supervisor Contact: Sharron Mackey, 925-313-6104 I hereby certify that this is a true and correct copy of an action taken and entered on the minutes of the Board of Supervisors on the date shown. ATTESTED: April 20, 2021 Monica Nino, County Administrator and Clerk of the Board of Supervisors By: Laura Cassell, Deputy cc: Kathleen Cyr, Marcy Wilhelm C. 84 To:Board of Supervisors From:Anna Roth, Health Services Director Date:April 20, 2021 Contra Costa County Subject:Contract #77-341 with National Seating & Mobility, Inc. CONSEQUENCE OF NEGATIVE ACTION: If this contract is not approved, certain specialized health care services for CCHP members under the terms of their Individual and Group Health Plan membership contracts with the County will not be provided. RECOMMENDATION(S): APPROVE and AUTHORIZE the Health Services Director, or designee, to execute on behalf of the County Contract Amendment Agreement #76-701-1 with EKB Podiatry, Inc, a corporation, effective April 1, 2021, to amend Contract #76-701, to increase the payment limit by $100,000, from $150,000 to a new payment limit of $250,000, with no change in the term of August 1, 2020 through July 31, 2021. FISCAL IMPACT: Approval of this amendment will result in an additional $100,000 in annual expenditures and will be funded as budgeted by the department in FY 2020-2021, with Hospital Enterprise Fund I funding. BACKGROUND: This contract meets the social needs of the County’s population by providing podiatry services at Contra Costa Regional Medical Center (CCRMC) and Health Centers. In August 2020, the County Administrator approved and Purchasing Services Manager executed Contract #76-701 with EKB Podiatry, Inc., in an amount of $150,000, for the provision of podiatry services at CCRMC and Health Centers, for the period from August 1, 2020 through July 31, 2021. APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 04/20/2021 APPROVED AS RECOMMENDED OTHER Clerks Notes: VOTE OF SUPERVISORS AYE:John Gioia, District I Supervisor Candace Andersen, District II Supervisor Diane Burgis, District III Supervisor Karen Mitchoff, District IV Supervisor Federal D. Glover, District V Supervisor Contact: Samir Shah, M.D., 925-370-5525 I hereby certify that this is a true and correct copy of an action taken and entered on the minutes of the Board of Supervisors on the date shown. ATTESTED: April 20, 2021 Monica Nino, County Administrator and Clerk of the Board of Supervisors By: Laura Cassell, Deputy cc: Alaina Floyd, marcy.wilham C. 85 To:Board of Supervisors From:Anna Roth, Health Services Director Date:April 20, 2021 Contra Costa County Subject:Amendment #76-701-1 with EKB Podiatry, Inc. BACKGROUND: (CONT'D) Based on the current analysis the surgical procedure volumes have been higher than originally anticipated. Therefore, it is recommended that the contract be amended to increase the payment limit by $100,000, from $150,000 to a new total payment limit of $250,000. Approval of Contract Amendment Agreement #76-701-1 will allow the contractor to provide additional podiatry services including clinic coverage, consultation, training medical and/or surgical procedures, and on-call coverage at CCRMC and Health Centers, through July 31, 2021. RECOMMENDATION(S): APPROVE and AUTHORIZE the Health Services Director, or designee, to execute on behalf of the County Contract #77-330 with Pacific Medical, Inc., a corporation, in an amount not to exceed $470,000, to provide durable medical equipment to Contra Costa Health Plan (CCHP) members, for the period June 1, 2021 through May 31, 2023. FISCAL IMPACT: This contract will result in contractual service expenditures of up to $470,000 over a two-year period and will be funded 100% by CCHP Enterprise Fund II. BACKGROUND: CCHP has an obligation to provide certain specialized health care services for its members under the terms of their Individual and Group Health Plan membership contracts with the County. This contractor has been a part of the CCHP Provider Network for several years, formerly under a memorandum of understanding (MOU) with CCHP, and was required to convert to a County contract. Under new Contract #77-330 this contractor will provide durable medical equipment including orthotic and prosthetic equipment for CCHP members for the period June 1, 2021 through May 31, 2023. APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 04/20/2021 APPROVED AS RECOMMENDED OTHER Clerks Notes: VOTE OF SUPERVISORS AYE:John Gioia, District I Supervisor Candace Andersen, District II Supervisor Diane Burgis, District III Supervisor Karen Mitchoff, District IV Supervisor Federal D. Glover, District V Supervisor Contact: Sharron Mackey, 925-313-6104 I hereby certify that this is a true and correct copy of an action taken and entered on the minutes of the Board of Supervisors on the date shown. ATTESTED: April 20, 2021 Monica Nino, County Administrator and Clerk of the Board of Supervisors By: Laura Cassell, Deputy cc: Kathleen Cyr, Marcy Wilhelm C. 86 To:Board of Supervisors From:Anna Roth, Health Services Director Date:April 20, 2021 Contra Costa County Subject:Contract #77-330 with Pacific Medical, Inc. CONSEQUENCE OF NEGATIVE ACTION: If this contract is not approved, certain specialized health care services for CCHP members under the terms of their Individual and Group Health Plan membership contracts with the County will not be provided. RECOMMENDATION(S): APPROVE and AUTHORIZE the Health Services Director, or designee, to execute on behalf of the County Contract #77-329 with Access Healthcare Services & Supplies, LLC, a limited liability company, in an amount not to exceed $420,000, to provide durable medical equipment and supplies to Contra Costa Health Plan (CCHP) members, for the period June 1, 2021 through May 31, 2023. FISCAL IMPACT: This contract will result in contractual service expenditures of up to $420,000 over a two-year period and will be funded 100% by CCHP Enterprise Fund II. BACKGROUND: CCHP has an obligation to provide certain specialized health care services for its members under the terms of their Individual and Group Health Plan membership contracts with the County. This contractor has been a part of the CCHP Provider Network for several years, formerly under a memorandum of understanding (MOU) with CCHP, and was required to convert to a County contract. Under new Contract #77-329 this contractor will provide durable medical equipment and supplies for CCHP members for the period June 1, 2021 through May 31, 2023. APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 04/20/2021 APPROVED AS RECOMMENDED OTHER Clerks Notes: VOTE OF SUPERVISORS AYE:John Gioia, District I Supervisor Candace Andersen, District II Supervisor Diane Burgis, District III Supervisor Karen Mitchoff, District IV Supervisor Federal D. Glover, District V Supervisor Contact: Sharron Mackey, 925-313-6104 I hereby certify that this is a true and correct copy of an action taken and entered on the minutes of the Board of Supervisors on the date shown. ATTESTED: April 20, 2021 Monica Nino, County Administrator and Clerk of the Board of Supervisors By: Laura Cassell, Deputy cc: K Cyr, Marcy Wilhelm C. 87 To:Board of Supervisors From:Anna Roth, Health Services Director Date:April 20, 2021 Contra Costa County Subject:Contract #77-329 with Access Healthcare Services & Supplies, LLC CONSEQUENCE OF NEGATIVE ACTION: If this contract is not approved, certain specialized health care services for CCHP members under the terms of their Individual and Group Health Plan membership contracts with the County will not be provided. RECOMMENDATION(S): APPROVE and AUTHORIZE the Health Services Director, or designee, to execute on behalf of the County Contract #27-779-6 with Northern California Cornea Associates, Inc., a corporation, in an amount not to exceed $300,000, to provide ophthalmology and optometry services for Contra Costa Health Plan (CCHP) members for the period from April 1, 2021 through March 31, 2024. FISCAL IMPACT: This contract will result in contractual service expenditures of up to $300,000 over a three-year period and will be funded 100% by CCHP Enterprise Fund II. BACKGROUND: CCHP has an obligation to provide certain specialized health care services for its members under the terms of their Individual and Group Health Plan membership contracts with the County. This contractor has continuously been a part of the CCHP Provider Network since April 2009. On March 12, 2019, the Board of Supervisors approved Contract #27-779-5 with Northern California Cornea Associates, Inc. in an amount not to exceed $300,000 to provide ophthalmology and optometry services for CCHP members for the period from April 1, 2019 through March 31, 2021. APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 04/20/2021 APPROVED AS RECOMMENDED OTHER Clerks Notes: VOTE OF SUPERVISORS AYE:John Gioia, District I Supervisor Candace Andersen, District II Supervisor Diane Burgis, District III Supervisor Karen Mitchoff, District IV Supervisor Federal D. Glover, District V Supervisor Contact: Sharron Mackey, 925-313-6104 I hereby certify that this is a true and correct copy of an action taken and entered on the minutes of the Board of Supervisors on the date shown. ATTESTED: April 20, 2021 Monica Nino, County Administrator and Clerk of the Board of Supervisors By: Laura Cassell, Deputy cc: L Walker, M Wilhelm C. 88 To:Board of Supervisors From:Anna Roth, Health Services Director Date:April 20, 2021 Contra Costa County Subject:Contract #27-779-6 with Northern California Cornea Associates, Inc. BACKGROUND: (CONT'D) Approval of Contract #27-779-6 will allow this contractor to continue providing ophthalmology and optometry services for CCHP members through March 31, 2024. CONSEQUENCE OF NEGATIVE ACTION: If this contract is not approved, certain specialized health care services for CCHP members under the terms of their Individual and Group Health Plan membership contracts with the County will not be provided. RECOMMENDATION(S): APPROVE and AUTHORIZE the Health Services Director, or designee, to execute on behalf of the County Contract #25-085-3 with Bay Area Community Services, Inc., a non-profit corporation, in an amount not to exceed $637,502 to operate COVID-19 housing in Richmond for homeless individuals in Contra Costa County for the period April 1, 2021 through September 30, 2021. FISCAL IMPACT: This contract will result in contractual service expenditures of up to $637,502 and funded by 75% Federal Emergency Management Agency (FEMA) and 25% County General Fund allocations. BACKGROUND: Under this contract, the contractor will operate COVID-19 isolation and non-isolation housing for homeless individuals at the SureStay Plus Hotel by Best Western at 915 W. Cutting Blvd. in Richmond. The contractor will provide staffing twenty-four (24) hours a day, seven (7) days a week which includes, but is not limited to, the following services: coordinate admissions and exits, coordinate meal services, provide onsite wellness checks and ensure individuals have their basic needs met with clothes, APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 04/20/2021 APPROVED AS RECOMMENDED OTHER Clerks Notes: VOTE OF SUPERVISORS AYE:John Gioia, District I Supervisor Candace Andersen, District II Supervisor Diane Burgis, District III Supervisor Karen Mitchoff, District IV Supervisor Federal D. Glover, District V Supervisor Contact: Lavonna Martin, 925-608-6701 I hereby certify that this is a true and correct copy of an action taken and entered on the minutes of the Board of Supervisors on the date shown. ATTESTED: April 20, 2021 Monica Nino, County Administrator and Clerk of the Board of Supervisors By: Laura Cassell, Deputy cc: L Walker, M Wilhelm C. 89 To:Board of Supervisors From:Anna Roth, Health Services Director Date:April 20, 2021 Contra Costa County Subject:Contract #25-085-3 with Bay Area Community Services, Inc. BACKGROUND: (CONT'D) food, and hygiene supplies. On April 14, 2020, the Board of Supervisors approved Contract #25-085 with Bay Area Community Services, Inc. in an amount not to exceed $425,000 to operate COVID-19 isolation housing for homeless individuals in Contra Costa County for the period from April 1, 2020 through July 31, 2020. On September 8, 2020, the Board of Supervisors approved Amendment/Extension #25-085-1 to increase the payment limit amount by $2,053,968, to a new payment limit not to exceed $2,478,968 and to extend the termination date from July 31, 2020 to December 31, 2020. On January 19, 2021, the Board of Supervisors approved Contract #25-085-2 in an amount not to exceed $932,779 to continue the operation of COVID-19 isolation housing for homeless individuals in Contra Costa County for the period from January 1, 2021 through March 31, 2021. Approval of Contract #25-085-3 will allow this contractor to continue to provide COVID-19 housing though September 30, 2021. CONSEQUENCE OF NEGATIVE ACTION: If this contract is not approved, the County’s homeless individuals will not receive additional housing during the COVID-19 pandemic, further putting the community at risk. RECOMMENDATION(S): APPROVE and AUTHORIZE the Health Services Director, or designee, to execute on behalf of the County Contract Amendment Agreement #25-042-31 with Greater Richmond Inter-Faith Program, a non-profit corporation, effective January 1, 2021, to amend Contract #25-042-27, as amended by Amendment Agreements #25-042-28 through #25-042-30, to increase the payment limit by $687,459, from $3,296,639 to a new payment limit of $3,984,098 with no change in the term of October 1, 2019 through June 30, 2021. FISCAL IMPACT: This additional expenditures resulting from this contract amendment are funded by 80% Federal Emergency Management Agency (FEMA) ($549,967.20), 6% CARES Act ($41,247.54), 14% COVID-19 Homeless Housing Assistance and Prevention (HHAP) ($96,244.26). BACKGROUND: This contract meets the social needs of County’s population by providing emergency shelter services, twenty-four hours per day, seven days per week, to homeless adults in West County and will operate the West County CARE Center, Warming Center, Emergency Family Shelter and the COVID-19 Emergency Hotel Program for the Homeless Coordinated Entry System of Care providing support services APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 04/20/2021 APPROVED AS RECOMMENDED OTHER Clerks Notes: VOTE OF SUPERVISORS AYE:John Gioia, District I Supervisor Candace Andersen, District II Supervisor Diane Burgis, District III Supervisor Karen Mitchoff, District IV Supervisor Federal D. Glover, District V Supervisor Contact: Lavonna Martin, 925-608-6701 I hereby certify that this is a true and correct copy of an action taken and entered on the minutes of the Board of Supervisors on the date shown. ATTESTED: April 20, 2021 Monica Nino, County Administrator and Clerk of the Board of Supervisors By: Laura Cassell, Deputy cc: L Walker, M Wilhelm C. 90 To:Board of Supervisors From:Anna Roth, Health Services Director Date:April 20, 2021 Contra Costa County Subject:Amendment #25–042–31 with Greater Richmond Inter-Faith Program BACKGROUND: (CONT'D) to Contra Costa County families that are homeless, including case management, day shelter services, transportation needs, mental health assessment and crisis intervention. On December 10, 2019, the Board of Supervisors approved Contract #25-042-27 with Greater Richmond Inter-Faith Program to provide emergency shelter services at the Emergency Family Shelter for homeless families and operate the West County CARE Center for the Homeless Coordinated Entry System of Care, for the period from October 1, 2019 through June 30, 2021. On May 26, 2020, the Board of Supervisors approved Amendment Agreement #25-042-28 to increase the payment limit by $758,837 to a new payment limit of $1,546,878 to provide emergency COVID-19 housing with no change in the term. On September 8, 2020, the Board of Supervisors approved Amendment Agreement #25-042-29 to increase the payment limit by $1,062,303 to a new payment limit of $2,609,181 to provide additional emergency COVID-19 housing with no change in the term. On January 19, 2021, the Board of Supervisors approved Amendment Agreement #25-042-30 to increase the payment limit by $687,458 to a new payment limit of $3,296,639 to provide additional emergency COVID-19 housing with no change in the term. Approval of Amendment Agreement #25-042-31 will allow this contractor to provide additional emergency shelter services for individuals and families at high risk of COVID-19, through June 30, 2021. CONSEQUENCE OF NEGATIVE ACTION: If this contract is not approved, the County’s homeless who are at high risk of COVID-19 will not receive emergency housing services. CHILDREN'S IMPACT STATEMENT: The recommendation supports the following children's outcome(s): Families that are Safe, Stable and Nurturing; and Communities that are Safe and Provide a High Quality of Life for Children and Families. RECOMMENDATION(S): APPROVE and AUTHORIZE the Health Services Director, or designee, to execute on behalf of the County Amendment Agreement #25-083-2 with Contra Costa Interfaith Transitional Housing, Inc. (DBA Hope Solutions), a non-profit corporation, to amend Contract #25-083-1, effective April 1, 2021, to increase the payment limit by $415,587, from $1,770,000 to a new payment limit of $2,185,587 with no change in the term of July 1, 2020 through June 30, 2021, to provide additional temporary supportive housing services to homeless Contra Costa County residents to assist CalWORKs families achieve self-sufficiency and housing stability. FISCAL IMPACT: This amendment will result in an additional $415,587 contractual service expenditures for Fiscal Year 2020-21 and will be funded 100% by Employment and Human Services Department CalWORKs funding. BACKGROUND: This contract meets the social needs of County’s population by providing support services to Contra Costa County families that are homeless, including case management, benefits advocacy, employment services, job training and education services, and short–term rental assistance. Contra Costa Interfaith Transitional APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 04/20/2021 APPROVED AS RECOMMENDED OTHER Clerks Notes: VOTE OF SUPERVISORS AYE:John Gioia, District I Supervisor Candace Andersen, District II Supervisor Diane Burgis, District III Supervisor Karen Mitchoff, District IV Supervisor Federal D. Glover, District V Supervisor Contact: Lavonna Martin, 925-608-6701 I hereby certify that this is a true and correct copy of an action taken and entered on the minutes of the Board of Supervisors on the date shown. ATTESTED: April 20, 2021 Monica Nino, County Administrator and Clerk of the Board of Supervisors By: Laura Cassell, Deputy cc: L Walker, M Wilhelm C. 91 To:Board of Supervisors From:Anna Roth, Health Services Director Date:April 20, 2021 Contra Costa County Subject:Amendment Agreement #25-083-2 with Contra Costa Interfaith Transitional Housing, Inc. (DBA Hope Solutions) BACKGROUND: (CONT'D) Housing, Inc. has been providing temporary supportive housing services to the county since August 2019. On July 14, 2020, the Board of Supervisors approved Contract #25-083-1 with Contra Costa Interfaith Transitional Housing, Inc., in an amount not to exceed $1,770,000, to provide temporary supportive housing services to homeless Contra Costa County residents to help CalWORKs families achieve self-sufficiency and housing stability for the period July 1, 2020 through June 30, 2021. Approval of Amendment Agreement #25-083-2 will allow the contractor to provide additional temporary supportive housing services through June 30, 2021. CONSEQUENCE OF NEGATIVE ACTION: If this amendment is not approved, homeless CalWORKs individuals and families in Contra Costa County will not receive the housing assistance services provided by this contractor. RECOMMENDATION(S): APPROVE and AUTHORIZE the County Administrator, or designee, to execute a contract amendment with Macias Gini & O’Connell, LLP, for professional auditing services related to financial compliance audits, review of the County's basic financial statements contained in the Annual Comprehensive Financial Report in conformity with generally accepted accounting principles and federal financial assistance program audits by increasing the payment limit by $820,440 and extending the termination date to May 21, 2023. FISCAL IMPACT: Up to $820,440; 100% General Fund. Appropriations for the mandated services by an external auditor are included in the Board of Supervisors – Administration budget. BACKGROUND: The California Government Code requires the Board of Supervisors to examine and audit the accounts of all offices having the care, management, collection or disbursement of money belonging to the County or money received or disbursed by them under the authority of the law. In addition, an audit of the County’s Federal Financial Assistance programs is required under APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 04/20/2021 APPROVED AS RECOMMENDED OTHER Clerks Notes: VOTE OF SUPERVISORS AYE:John Gioia, District I Supervisor Candace Andersen, District II Supervisor Diane Burgis, District III Supervisor Karen Mitchoff, District IV Supervisor Federal D. Glover, District V Supervisor Contact: Timothy Ewell, (925) 655-2043 I hereby certify that this is a true and correct copy of an action taken and entered on the minutes of the Board of Supervisors on the date shown. ATTESTED: April 20, 2021 , County Administrator and Clerk of the Board of Supervisors By: Laura Cassell, Deputy cc: C. 92 To:Board of Supervisors From:Monica Nino, County Administrator Date:April 20, 2021 Contra Costa County Subject:Authorization to Extend and Amend Contract with Macias Gini & O'Connell, LLP for Professional Auditing Services for the Countywide Single Audit BACKGROUND: (CONT'D) the Single Audit Act. On March 5, 2018, the County issued a Request for Proposals (RFP) for professional auditing services, including conducting financial compliance audits, expressing an opinion on the fair presentation of the County's basic financial statements contained in the Annual Comprehensive Financial Report in conformity with generally accepted accounting principles in the United States of America, and federal financial assistance program audits such as the Single Audit. Two firms submitted proposals and a panel was convened to review the proposals and conduct interviews. Macias Gini & O'Connell, LLP (MGO) was selected by the panel for recommendation to the Board of Supervisors to serve the County for the next three years with the option of renewing for an additional two years. On May 8, 2018 the Board of Supervisors authorized the County Administrator to execute a contract with MGO in the amount of $1,141,617 for the professional auditing services outlined above for the period of May 14, 2018 to May 31, 2021. MGO has been performing in line with the terms and conditions of the contract with the County, including delivery of financial statement reviews and audit reports. Today's action recommends that the Board extend the contract by two additional years as contemplated in the 2018 RFP. The County prenegotiated the annual rates with MGO at that time in anticipation of the extension being recommended to the Board at a future date, so long as MGO was performing in line with the contract. The total cost of the additional two year period will not exceed $820,440. CONSEQUENCE OF NEGATIVE ACTION: The County will be unable to comply with the California Government Code and the Single Audit Act until a qualified external audit firm is retained. RECOMMENDATION(S): RATIFY amendment of an emergency blanket purchase order authorized by the County Administrator to secure critical services and supplies necessary to respond to the COVID-19 pandemic in Contra Costa County by increasing the payment limit by $10,000,000 to a new payment limit of $40,000,000 with no change to the term through June 30, 2021. FISCAL IMPACT: Additional $10,000,000, up to $40,000,000. 100% General Fund. A portion of this amount may end up being reimburseable by state or federal government disaster reimbursement programs. As of April 13, 2021, $30,571,842 has been spent using the emergency purchase order, including $23,723,831 by the Health Services Department. BACKGROUND: The County Administrator, in the capacity of Administrator of Emergency Services (County Code Section 42-2.602) issued an emergency blanket purchase order in the amount of $20 million on Friday, March 20, 2020 for the procurement of services and supplies necessary to facilitate APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 04/20/2021 APPROVED AS RECOMMENDED OTHER Clerks Notes: VOTE OF SUPERVISORS AYE:John Gioia, District I Supervisor Candace Andersen, District II Supervisor Diane Burgis, District III Supervisor Karen Mitchoff, District IV Supervisor Federal D. Glover, District V Supervisor Contact: Timothy Ewell, (925) 655-2043 I hereby certify that this is a true and correct copy of an action taken and entered on the minutes of the Board of Supervisors on the date shown. ATTESTED: April 20, 2021 , County Administrator and Clerk of the Board of Supervisors By: Laura Cassell, Deputy cc: C. 93 To:Board of Supervisors From:Monica Nino, County Administrator Date:April 20, 2021 Contra Costa County Subject:RATIFY AMENDMENT OF EMERGENCY BLANKET PURCHASE ORDER IN RESPONSE TO THE COVID-19 PANDEMIC BACKGROUND: (CONT'D) the COVID-19 response within the County. This emergency procurement is authorized as part of the County Administrator's emergency powers outlined in County Code Section 42-2.808(c), among other authorities. The issuance of this emergency blanket purchase order expedites the acquisition of goods and services for faster deployment to the field. To track these costs, three cost centers have been operationalized to track County costs related to the emergency response; one in the Hospital Enterprise Fund I for Health Services department related costs and two in the General Fund: one to track non-Enterprise Fund Health Services Department costs and one to track all other County departments. As purchases are made, suppliers have been provided requisition requests together with documentation establishing the requisition is being made under the blanket purchase order, to ensure that the terms of the blanket purchase order apply to each purchase. The Board of Supervisors ratified issuance of the emergency blanket purchase order on March 31, 2020. On December 22, 2020, the County Administrator increased the blanket purchase order amount by $5,000,000, to a new payment limit of $25,000,000. The Board ratified the amended blanket purchase order on January 5, 2021. Subsequently, on February 26, 2021 the County Administrator increased the blanket purchase order amount by an additional $5,000,000, to a new payment limit of $30,000,000. The Board ratified the amended blanket purchase order on March 5, 2021. When practicable, services necessary to respond to this emergency have been and will continue to be procured using existing or new service contracts. In emergency and time-sensitive situations, services can be purchased under the blanket purchase order and charged against the above emergency blanket purchase order authorization. Today's action requests the Board of Supervisors ratify an additional increase of $10,000,000 to the emergency action of the County Administrator issuing an emergency blanket purchase order for COVID-19 response activities within the County for a new total of $40,000,000 with no change to the termination date of June 30, 2021. The County Administrator amended the emergency purchase order on April 3, 2021 to ensure no interruptions to procurement during current COVID-19 response activities. CONSEQUENCE OF NEGATIVE ACTION: The emergency blanket purchase order as originally approved in March 2020 and subsequently amended in December 2020 and March 2021 will be exhausted. This will result in departments needing to originate individual purchase orders for supplies and materials not covered by an existing purchase order resulting in more time to take delivery on those items. RECOMMENDATION(S): APPROVE and AUTHORIZE the Auditor-Controller, or designee, to pay stipends in an amount not to exceed $150 per Resource Family or birth parent for the successful completion of Heritage training as approved by the Employment and Human Services Department for a total payment amount not to exceed $50,000 for the period July 1, 2021 through June 30, 2023. FISCAL IMPACT: The $50,000 of stipends are funded 50% by Child Welfare funds (18% County, 44% State, and 38% Federal). CFDA No. 93.658 BACKGROUND: Employment and Human Services Department (EHSD) supports and convenes trainings, meetings, workshops, and focus groups to meet mandated and discretionary training requirements for foster parents (now referred to as "Resource Families") and birth parents. EHSD often includes provisions for reasonable stipends to be paid to program participants in their funding application, in order to encourage participation. The involvement of program participants is critical in designing and modifying effective programs. APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 04/20/2021 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: C. Youngblood, (925) 608-4964 I hereby certify that this is a true and correct copy of an action taken and entered on the minutes of the Board of Supervisors on the date shown. ATTESTED: April 20, 2021 Monica Nino, County Administrator and Clerk of the Board of Supervisors By: Laura Cassell, Deputy cc: Jessica Laumann, Laura Volante C. 94 To:Board of Supervisors From:Kathy Gallagher, Employment & Human Services Director Date:April 20, 2021 Contra Costa County Subject:Stipends to Foster and Birth Parents for Trainings, Workshops, and Focus Groups CONSEQUENCE OF NEGATIVE ACTION: Without approval of stipends for attendance to workshops, trainings, and focus groups, Resource Families and birth parents may be precluded from attendance and interaction in the ongoing system of change and development of services. RECOMMENDATION(S): APPROVE and AUTHORIZE the Sheriff-Coroner, or designee, to execute a contract amendment with Advanced Helicopter Services, Inc., to add installation services in addition to helicopter maintenance services and disallow sales mark ups on purchases related to grants, effective April 1, 2021 through January 31, 2022. There are no other changes to the contract. FISCAL IMPACT: There is no fiscal impact for the amended services. BACKGROUND: Advanced Helicopter Services, Inc., will provide maintenance and support services, including new installations, for the Sheriff's helicopters. The helicopter program is an integral element of effective law enforcement operations, providing enhanced patrol, surveillance, and search and rescue capabilities. Continuation of the helicopter program hinges on the services provided under this contract. Costs associated with this contract are partially offset by revenue generated by neighboring jurisdictions contracting for helicopter services and indirectly offset by State of California Department of Boating and Waterways grant funding. APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 04/20/2021 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: Chrystine Robbins, 925-655-0008 I hereby certify that this is a true and correct copy of an action taken and entered on the minutes of the Board of Supervisors on the date shown. ATTESTED: April 20, 2021 , County Administrator and Clerk of the Board of Supervisors By: Laura Cassell, Deputy cc: C. 95 To:Board of Supervisors From:David O. Livingston, Sheriff-Coroner Date:April 20, 2021 Contra Costa County Subject:Advanced Helicopter Services, Inc. Contract Amendment CONSEQUENCE OF NEGATIVE ACTION: If the Board of Supervisors disapprove this vendor contract amendment, the Sheriff's Office will not be able to execute grant related projects in a timely and efficient manner, incurring additional costs and potentially losing grant funds. RECOMMENDATION(S): APPROVE and AUTHORIZE the Health Services Director, or designee, to execute on behalf of the County Contract Extension Agreement #23-697-1 with Public Health Foundation Enterprises, Inc., a non-profit corporation, to extend the termination date from June 30, 2021 to October 31, 2021 with no change in the original payment limit of $774,212, to continue to provide the COVID-19 Adult Ambassador Program. FISCAL IMPACT: There is no change in the original funding amount or source, 100% Contra Costa County’s Employment and Human Services Department; however, the contract term extension will result in a portion of the previously approved contractual expenditures occuring in the first four months of FY 2021-22. BACKGROUND: On March 10, 2020, the Board of Supervisors requested that the Governor proclaim a State of Emergency in Contra Costa County (Gov. Code Section 8625) due to COVID-19. The Health Department must use all available preventative measures to combat the spread of COVID-19 which includes testing and vaccine administration. The Department must enter into contracts for these services and competitive bidding requirements are suspended to the extent necessary to address the effects of COVID-19. COVID-19 Adult Ambassador Program promotes testing and community best practices for safety, APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 04/20/2021 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: April 20, 2021 Monica Nino, County Administrator and Clerk of the Board of Supervisors By: Laura Cassell, Deputy cc: T Scott, M Wilhelm C. 96 To:Board of Supervisors From:Anna Roth, Health Services Director Date:April 20, 2021 Contra Costa County Subject:Contract Extension #23-697-1 with Public Health Foundation Enterprises, Inc. BACKGROUND: (CONT'D) primarily in areas that are underserved or experiencing a surge in cases. The Program will also assist the County in meeting State requirements in outreach and testing. On December 15, 2020, the Board of Supervisors approved Contract #23-697 with Public Health Foundation Enterprises, Inc., for the provision of COVID-19 Adult Ambassador Program, in an amount not to exceed $774,212, for the period December 1, 2020 through June 30, 2021. Approval of Contract Extension Agreement #23-697-1 will allow the contractor to continue providing through October 31, 2021. CONSEQUENCE OF NEGATIVE ACTION: If this extension is not approved, this contractor will not continue to provide COVID-19 Adult Ambassador Program services through October 31, 2021. CHILDREN'S IMPACT STATEMENT: The recommendation supports the following children's outcome(s): (4) Families that are Safe, Stable and Nurturing; and (5) Communities that are Safe and Provide a High Quality of Life for Children and Families. RECOMMENDATION(S): APPROVE and AUTHORIZE the Purchasing Agent to execute, on behalf of the Health Services Department, a purchase order with Sprint Nextel, Inc., in an amount not to exceed $1,000,000 for the purchase of cell phones to be provided to patients enrolled in the Contra Costa Health Services’ Whole Person Care Pilot Program, for the period from November 1, 2020 through December 31, 2021. FISCAL IMPACT: Funded 100% by the California Department of Health Care Services (DHCS) Administration’s Whole Person Care Pilot Program. No County funding required. BACKGROUND: The Whole Person Care Pilot Program includes cell phones provided to enrolled patients to facilitate and maintain communication with health care and social service providers. Sprint Nextel, Inc. has prepared a cost-effective package to allow the Health Services Department to provide cell phones free of charge to Program enrollees for 6 months at a time. During this time, case managers work with patients to develop long-term, sustainable access to affordable cell phones through government programs. This purchase order will allow Sprint Nextel, Inc. to provide cell phones to Whole Person Care Pilot Program enrollees through December 31, 2021. APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 04/20/2021 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: April 20, 2021 Monica Nino, County Administrator and Clerk of the Board of Supervisors By: Laura Cassell, Deputy cc: Rachael Birch, Marcy Wilhelm C. 97 To:Board of Supervisors From:Anna Roth, Health Services Director Date:April 20, 2021 Contra Costa County Subject:Approve Purchase Order with Sprint Nextel, Inc. CONSEQUENCE OF NEGATIVE ACTION: If not approved, the Whole Person Care Pilot Program would not be fulfilling the goals outlined in the DHCS funding application. RECOMMENDATION(S): APPROVE and AUTHORIZE the Purchasing Agent to execute, on behalf of the Health Services Director, a Purchase Order with Beckman Coulter, Inc., in an amount not to exceed $1,500,000 for the purchase of reagents and supplies for the clinical laboratory at the Contra Costa Regional Medical Center (CCRMC) for the period from May 15, 2021 through May 14, 2022. FISCAL IMPACT: This purchase order will result in expenditures of up to $1,500,000 and will be funded 100% by Hospital Enterprise Fund I revenues. BACKGROUND: The CCRMC Clinical Laboratory uses Beckman Coulter, Inc. for reagents that are needed to perform routine testing on patient samples in the clinical laboratory. Monthly billing is for various tests done and replenishment of supplies as well as monthly lease(s) on analyzer. CONSEQUENCE OF NEGATIVE ACTION: If this purchase order is not approved, the CCRMC Clinical Laboratory will not have access to this contractor's specific patient testing supplies, thus impacting patient safety and health. APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 04/20/2021 APPROVED AS RECOMMENDED OTHER Clerks Notes: VOTE OF SUPERVISORS AYE:John Gioia, District I Supervisor Candace Andersen, District II Supervisor Diane Burgis, District III Supervisor Karen Mitchoff, District IV Supervisor Federal D. Glover, District V Supervisor Contact: Jaspreet Benepal, 925-370-5101 I hereby certify that this is a true and correct copy of an action taken and entered on the minutes of the Board of Supervisors on the date shown. ATTESTED: April 20, 2021 Monica Nino, County Administrator and Clerk of the Board of Supervisors By: Laura Cassell, Deputy cc: Margaret Harris, Marcy Wilhelm C. 98 To:Board of Supervisors From:Anna Roth, Health Services Director Date:April 20, 2021 Contra Costa County Subject:Purchase Order with Beckman Coulter, Inc. RECOMMENDATION(S): APPROVE and AUTHORIZE the Employment and Human Services Director, or designee, to execute a contract with One Solution Technology, Inc. in an amount not to exceed $1,584,000 to provide the Child Location Observation Utilization Data System (CLOUDS) software for managing the child and family eligibility determination, enrollment, assessment data, and attendance management solutions at the County's childcare centers for the period July 1, 2021 through June 30, 2024. FISCAL IMPACT: This budgeted department expenditure of $1,584,000 over three years is funded 50% by State from the California Department of Education and 50% by Federal dollars from the Administration for Children and Families (ACF), Head Start funds (CFDA Number 93.600). BACKGROUND: Contractor was selected as a sole source provider based upon on-going relationship with the department. CLOUDS (Child Location Observation Utilization Data System) is a client information management system designed to provide increased safety for children and to enhance staff productivity in the childcare centers. Through the use of CLOUDS technology, teachers are able to ensure the optimum safety and visibility of the young children in their care at all times and acquire electronic attendance signatures. APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 04/20/2021 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: April 20, 2021 Monica Nino, County Administrator and Clerk of the Board of Supervisors By: Laura Cassell, Deputy cc: C. 99 To:Board of Supervisors From:Kathy Gallagher, Employment & Human Services Director Date:April 20, 2021 Contra Costa County Subject:Contract with One Solution Technology, Inc. for CLOUDS Software and Support BACKGROUND: (CONT'D) The system works on Secure technology which ensures confidentiality and features remote access through a secure Web-Application which is limited to the authorized users and managed on an Amazon Web Services (AWS) cloud computing server with security features designed to prevent breaches of security, including without limitation, appropriate encryption, firewalls, and conforming to Tier 3-type Data Center security standard. The department worked with One Solution Technology to custom create the system to provide the following: Enhanced security and safety for all children in the classrooms Automation of attendance management, meal count and staffing Increased efficiency in food service management Monitor the location of all children by providing an audible alarm Real time monitoring of teacher to child ratios Time Management tracking Client communications (SMS, Email, IVR, Web-Portal) The system is capable of further enhancement to keep abreast and incorporate changing Federal, State, and Local regulations and added programs. CONSEQUENCE OF NEGATIVE ACTION: The County will be unable to maintain this important software. RECOMMENDATION(S): APPROVE and AUTHORIZE the Purchasing Agent to execute, on behalf of the Health Services Director, a Purchase Order with Becton Dickinson and Company, in an amount not to exceed $300,000 for reagents and supplies used by the microbiology unit at the clinical laboratory at the Contra Costa Regional Medical Center (CCRMC) and Contra Costa Health Centers, for the period from December 21, 2020 through December 20, 2027. FISCAL IMPACT: This purchase order will result in expenditures of up to $300,000 and will be funded 100% by Hospital Enterprise Fund I revenues. BACKGROUND: The CCRMC Clinical Laboratory uses blood culturing as a tool in diagnosing sepsis, which is the number one cause of death in patients with COVID-19. Rapid diagnosis of a bloodstream infection is the key in selecting the correct targeted antibiotic therapy to help the patient fight the infection. The rental of the BD BACTEC along with reagents and supplies that are needed to perform tests will help improve the recovery of positive blood cultures as well as improve the time to detection of those organisms. APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 04/20/2021 APPROVED AS RECOMMENDED OTHER Clerks Notes: VOTE OF SUPERVISORS AYE:John Gioia, District I Supervisor Candace Andersen, District II Supervisor Diane Burgis, District III Supervisor Karen Mitchoff, District IV Supervisor Federal D. Glover, District V Supervisor Contact: Jaspreet Benepal, 925-370-5101 I hereby certify that this is a true and correct copy of an action taken and entered on the minutes of the Board of Supervisors on the date shown. ATTESTED: April 20, 2021 Monica Nino, County Administrator and Clerk of the Board of Supervisors By: Laura Cassell, Deputy cc: Margaret Harris, Marcy Wilhelm C.100 To:Board of Supervisors From:Anna Roth, Health Services Director Date:April 20, 2021 Contra Costa County Subject:Purchase Order with Becton Dickinson and Company CONSEQUENCE OF NEGATIVE ACTION: If this purchase order is not approved, the CCRMC clinical laboratory will not be able to perform the specific patient testing that allows providers to correctly target the correct therapy to fight infections. RECOMMENDATION(S): APPROVE and AUTHORIZE the Health Services Director, or designee, to execute on behalf of the County Contract #74-514-7 with Robin Wendy Asher, M.D., an individual, in an amount not to exceed $239,616, to provide outpatient psychiatric care services to children and adolescents in Central Contra Costa County, for the period from April 1, 2021 through March 31, 2022. FISCAL IMPACT: Approval of this contract will result in budgeted expenditures of up to $239,616 and will be funded by 50% Federal Medi-Cal ($119,808) and 50% Mental Health Realignment ($119,808) revenues. BACKGROUND: Behavioral Health has been contracting with Robin Wendy Asher, M.D., since April 2016 for her expertise in providing outpatient psychiatric care to children and adolescents. On February 10, 2020, the Board of Supervisors approved Contract #74-514-6 with Robin Wendy Asher, M.D., in an amount not to exceed $239,616, to provide outpatient psychiatric services to children and adolescents in Central Contra Costa County, including diagnosing, counseling, evaluation, and medical and therapeutic treatment and consulting and training in medical and therapeutic matters for the period from April 1, 2020 through March 31, 2021. Approval of Contract #74-514-7 will allow this contractor to continue providing psychiatric services through March 31, 2022. APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 04/20/2021 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: April 20, 2021 Monica Nino, County Administrator and Clerk of the Board of Supervisors By: Laura Cassell, Deputy cc: E Suisala , M Wilhelm C.101 To:Board of Supervisors From:Anna Roth, Health Services Director Date:April 20, 2021 Contra Costa County Subject:Contract #74-514-7 with Robin Wendy Asher, M.D. CONSEQUENCE OF NEGATIVE ACTION: If this contract is not approved, the County’s clients will not have access to this contractor’s psychiatric care services. RECOMMENDATION(S): APPROVE and AUTHORIZE the Health Services Director, or designee, to execute on behalf of the County Contract #77-331 with Sequoia Surgical Center, LP (dba Sequoia Surgery Pavilion, LLC), in an amount not to exceed $8,000,000, to provide ambulatory surgery center (ASC) services to Contra Costa Health Plan (CCHP) members for the period June 1, 2021 through May 31, 2023. FISCAL IMPACT: This contract will result in contractual service expenditures of up to $8,000,000 over a two-year period and will be funded 100% by CCHP Enterprise Fund II revenues. BACKGROUND: CCHP has an obligation to provide certain specialized health care services for its members under the terms of their Individual and Group Health Plan membership contracts with the County. This contractor has been a part of the CCHP Provider Network for several years, formerly under a memorandum of understanding (MOU) with CCHP, and was required to convert to a County contract. Under new Contract #77-331 this contractor will provide ASC services for CCHP members for the period June 1, 2021 through May 31, 2023. APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 04/20/2021 APPROVED AS RECOMMENDED OTHER Clerks Notes: VOTE OF SUPERVISORS AYE:John Gioia, District I Supervisor Candace Andersen, District II Supervisor Diane Burgis, District III Supervisor Karen Mitchoff, District IV Supervisor Federal D. Glover, District V Supervisor Contact: Sharron Mackey, 925-313-6104 I hereby certify that this is a true and correct copy of an action taken and entered on the minutes of the Board of Supervisors on the date shown. ATTESTED: April 20, 2021 Monica Nino, County Administrator and Clerk of the Board of Supervisors By: Laura Cassell, Deputy cc: Kathleen Cyr, Marcy Wilhelm C.102 To:Board of Supervisors From:Anna Roth, Health Services Director Date:April 20, 2021 Contra Costa County Subject:Contract #77-331 with Sequoia Surgical Center, LP (dba Sequoia Surgery Pavilion, LLC) CONSEQUENCE OF NEGATIVE ACTION: If this contract is not approved, certain specialized health care services for CCHP members under the terms of their Individual and Group Health Plan membership contract with the County will not be provided. RECOMMENDATION(S): APPROVE and AUTHORIZE the Health Services Director, or designee, to execute on behalf of the County Contract #27-583-7 with Contra Costa Eye Medical Center, Inc., a corporation, in an amount not to exceed $300,000, to provide ophthalmology services for Contra Costa Health Plan (CCHP) members for the period from April 1, 2021 through March 31, 2024. FISCAL IMPACT: This contract will result in contractual service expenditures of up to $300,000 over a three-year period and will be funded 100% by CCHP Enterprise Fund II. BACKGROUND: CCHP has an obligation to provide certain specialized health care services for its members under the terms of their Individual and Group Health Plan membership contracts with the County. This contractor has been a part of the CCHP Provider Network since 2004. On March 12, 2019 the Board of Supervisors approved Contract #27-583-6 with Contra Costa Eye Medical Center, Inc., to provide ophthalmology services for CCHP members in the amount of $250,000 for the period from April 1, 2019 through March 31, 2021. APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 04/20/2021 APPROVED AS RECOMMENDED OTHER Clerks Notes: VOTE OF SUPERVISORS AYE:John Gioia, District I Supervisor Candace Andersen, District II Supervisor Diane Burgis, District III Supervisor Karen Mitchoff, District IV Supervisor Federal D. Glover, District V Supervisor Contact: Sharron Mackey, 925-313-6104 I hereby certify that this is a true and correct copy of an action taken and entered on the minutes of the Board of Supervisors on the date shown. ATTESTED: April 20, 2021 Monica Nino, County Administrator and Clerk of the Board of Supervisors By: Laura Cassell, Deputy cc: E Suisala , M Wilhelm C.103 To:Board of Supervisors From:Anna Roth, Health Services Director Date:April 20, 2021 Contra Costa County Subject:Contract #27-583-7 with Contra Costa Eye Medical Center, Inc. BACKGROUND: (CONT'D) Approval of Contract #27-583-7 will allow this contractor to continue providing ophthalmology services for CCHP members through March 31, 2024. CONSEQUENCE OF NEGATIVE ACTION: If this contract is not approved, certain specialized health care services for CCHP members under the terms of their Individual and Group Health Plan membership contracts with the County will not be provided. RECOMMENDATION(S): APPROVE and AUTHORIZE the Health Services Director, or designee, to execute on behalf of the County Contract #27-136-13 with Touchstone Counseling Services, Inc., a non-profit corporation, in an amount not to exceed $225,000, to provide outpatient psychotherapy services for Contra Costa Health Plan (CCHP) members for the period from April 1, 2021 through March 31, 2024. FISCAL IMPACT: This contract will result in contractual service expenditures of up to $225,000 over a three-year period and will be funded 100% by CCHP Enterprise Fund II revenues. BACKGROUND: CCHP has an obligation to provide certain specialized health care services for its members under the terms of their Individual and Group Health Plan membership contracts with the County. This contractor has been a part of the CCHP Provider Network since 1998. On March 12, 2019, the Board of Supervisors approved Contract #27-136-12 with Touchstone Counseling Services, Inc., for the provision of outpatient psychotherapy services for CCHP members in the amount of $300,000 for the period from April 1, 2019 through March 31, 2021. APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 04/20/2021 APPROVED AS RECOMMENDED OTHER Clerks Notes: VOTE OF SUPERVISORS AYE:John Gioia, District I Supervisor Candace Andersen, District II Supervisor Diane Burgis, District III Supervisor Karen Mitchoff, District IV Supervisor Federal D. Glover, District V Supervisor Contact: Sharron Mackey, 925-313-6104 I hereby certify that this is a true and correct copy of an action taken and entered on the minutes of the Board of Supervisors on the date shown. ATTESTED: April 20, 2021 Monica Nino, County Administrator and Clerk of the Board of Supervisors By: Laura Cassell, Deputy cc: E Suisala , M Wilhelm C.104 To:Board of Supervisors From:Anna Roth, Health Services Director Date:April 20, 2021 Contra Costa County Subject:Contract #27-136-13 with Touchstone Counseling Services, Inc. BACKGROUND: (CONT'D) Approval of Contract #27-136-13 will allow this contractor to continue providing outpatient psychotherapy services for CCHP members through March 31, 2024. CONSEQUENCE OF NEGATIVE ACTION: If this contract is not approved, certain specialized health care services for CCHP members under the terms of their Individual and Group Health Plan membership contracts with the County will not be provided. RECOMMENDATION(S): APPROVE and AUTHORIZE the Health Services Director, or designee, to execute on behalf of the County Contract #77-325 with Bay Imaging Consultants Medical Group, Inc., a corporation, in an amount not to exceed $3,600,000, to provide diagnostic imaging services for Contra Costa Health Plan (CCHP) members for the period May 1, 2021 through April 30, 2023. FISCAL IMPACT: This contract will result in contractual service expenditures of up to $3,600,000 over a two-year period and will be funded 100% by CCHP Enterprise Fund II revenues. BACKGROUND: CCHP has an obligation to provide certain specialized health care services for its members under the terms of their Individual and Group Health Plan membership contracts with the county. This contractor has been a part of the CCHP Provider Network for several years, formerly under a memorandum of understanding (MOU) with CCHP and was required to convert to a County contract. Under Contract #77-325 this contractor will be able to provide diagnostic imaging services for CCHP members for the period May 1, 2021 through April 30, 2023. APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 04/20/2021 APPROVED AS RECOMMENDED OTHER Clerks Notes: VOTE OF SUPERVISORS AYE:John Gioia, District I Supervisor Candace Andersen, District II Supervisor Diane Burgis, District III Supervisor Karen Mitchoff, District IV Supervisor Federal D. Glover, District V Supervisor Contact: Sharron Mackey, 925-313-6104 I hereby certify that this is a true and correct copy of an action taken and entered on the minutes of the Board of Supervisors on the date shown. ATTESTED: April 20, 2021 Monica Nino, County Administrator and Clerk of the Board of Supervisors By: Laura Cassell, Deputy cc: E Suisala , M Wilhelm C.105 To:Board of Supervisors From:Anna Roth, Health Services Director Date:April 20, 2021 Contra Costa County Subject:Contract #77-325 with Bay Imaging Consultants Medical Group, Inc. CONSEQUENCE OF NEGATIVE ACTION: If this contract is not approved, certain specialized health care services for CCHP members under the terms of their Individual and Group Health Plan membership contracts with the County will not be provided. RECOMMENDATION(S): APPROVE and AUTHORIZE the Director of Human Resources, or designee, to execute a contract with Talx Corporation, including indemnification language changes in an amount not to exceed $180,000 for the period of June 1, 2020 through May 31, 2022. FISCAL IMPACT: The cost of this contract is within the Human Resources Department budget. (100% General Fund). BACKGROUND: Talx Corporation’s Management Solution Service/Compliance Center Platform integrates with the NeoGov Applicant Tracking System and allows completion of the U.S. Citizenship and Immigration Services Form I-9 to be done electronically utilizing the Federal E-Verify program to verify the work authorization status of a candidate. Through the software integration process between Talx and NeoGov, an email notification is sent to candidates prompting candidates to complete Section 1 of the Form I-9. Once Section 1 of the Form I-9 has been completed, electronically signed, and submitted, a confirmation email with a link to our self-scheduling software AppointmentsPlus is sent to candidates to schedule APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 04/20/2021 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: Ann Elliott 925-655-2176 I hereby certify that this is a true and correct copy of an action taken and entered on the minutes of the Board of Supervisors on the date shown. ATTESTED: April 20, 2021 Monica Nino, County Administrator and Clerk of the Board of Supervisors By: Laura Cassell, Deputy cc: C.106 To:Board of Supervisors From:Ann Elliott, Human Resources Director Date:April 20, 2021 Contra Costa County Subject:Contract with Talx Corp for I9 compliance BACKGROUND: (CONT'D) convenient appointment times to come in and complete Section II of the Form 1-9, allowing an authorized representative to physically inspect the identification used in Section 1 to verify employment status. Once all sections of the Form I-9 are complete, the Management Solution Center will automatically check the work authorization through the E-Verify program to ensure compliance and authorization to work in the United States. The Management Solution Center also performs automated retention, purge tracking and re-verification of all Form I-9’s stored in the database and provide the County with a monthly compliance report. Due to staffing changes as a result of an unexpected retirement during the COVID shelter in place order the Administrative Services Officer position in Human Resources was vacant and the recruitment was delayed. During this time the contract with Talx Corporation expired. As a result it is necessary to retroactively establish a new contract for services provided since June 1, 2020. CONSEQUENCE OF NEGATIVE ACTION: If this contract is not approved, the County will be unable to offer an automated process of verifying a candidate’s work authorization prior to the start of employment. RECOMMENDATION(S): APPROVE and AUTHORIZE the District Attorney, or designee, to submit an application and execute a grant award agreement, and any extensions or amendments thereof pursuant to State guidelines, with the California Governor's Office of Emergency Services (Cal OES), Victim Services & Public Safety Branch, for funding of the Victim/Witness Assistance Program in the amount of $1,477,381 for the period October 1, 2021 through September 30, 2022. FISCAL IMPACT: The District Attorney will receive $1,477,381 of revenues that have been budgeted. This grant requires a match of $333,736. The Department anticipates approval of a match waiver for the required match in its entirety. It would otherwise be met either in-kind or as a cash match. BACKGROUND: On June 22, 2004, the District Attorney was designated by the Board of Supervisors as the provider of comprehensive victim and witness services for the County, effective July 1, 2004. Fiscal year 2021-2022 is the eighteenth year that the District Attorney is applying for funds available to support the costs of Contra Costa County's Victim/Witness Assistance Program. The grant application will continue to fund staff salaries and benefits to provide services to victims and witnesses of crimes. APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 04/20/2021 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: Jason Chan, (925) 957-2234 I hereby certify that this is a true and correct copy of an action taken and entered on the minutes of the Board of Supervisors on the date shown. ATTESTED: April 20, 2021 Monica Nino, County Administrator and Clerk of the Board of Supervisors By: June McHuen, Deputy cc: C.107 To:Board of Supervisors From:Diana Becton, District Attorney Date:April 20, 2021 Contra Costa County Subject:Victim/Witness Grant Award for October 1, 2021 through September 30, 2022 CONSEQUENCE OF NEGATIVE ACTION: The District Attorney will be unable to apply for the grant. AGENDA ATTACHMENTS Resolution 2021/132 MINUTES ATTACHMENTS Signed Resolution No. 2021/132 THE BOARD OF SUPERVISORS OF CONTRA COSTA COUNTY, CALIFORNIA and for Special Districts, Agencies and Authorities Governed by the Board Adopted this Resolution on 04/20/2021 by the following vote: AYE:5 John Gioia Candace Andersen Diane Burgis Karen Mitchoff Federal D. Glover NO: ABSENT: ABSTAIN: RECUSE: Resolution No. 2021/132 In The Matter Of the Victim/Witness Assistance (VW) Program Grant Award for October 1, 2021 through September 30, 2022. WHEREAS the Board of Supervisors, Contra Costa County, desires to undertake a certain project designated as the Victim/Witness Assistance (VW) Program to be funded in part from funds made available under the authority of the California Governor's Office of Emergency Services (Cal OES), Victim Services & Public Safety Branch. NOW, THEREFORE, BE IT RESOLVED that the District Attorney of the County of Contra Costa is authorized to execute, on behalf of the Board of Supervisors, the Grant Award Agreement, including any extensions or amendments thereof. BE IT FURTHER RESOLVED that the grant funds received hereunder shall not be used to supplant expenditures previously authorized or controlled by this body. Contact: Jason Chan, (925) 957-2234 I hereby certify that this is a true and correct copy of an action taken and entered on the minutes of the Board of Supervisors on the date shown. ATTESTED: April 20, 2021 Monica Nino, County Administrator and Clerk of the Board of Supervisors By: Laura Cassell, Deputy cc: RECOMMENDATION(S): APPROVE and AUTHORIZE the Health Services Director, or designee, to execute on behalf of the County Contract Amendment Agreement #27-633-19 with PerformRx, LLC , a limited liability company, effective April 1, 2021, to amend Contract #27-633-18, to remove the revised Pharmacy Benefit Management Services in accordance with Department of Health Care Services (DHCS) requirement with no change in the payment limit of $119,000,000 and no change in the original term of January 1, 2021 through December 31, 2021. FISCAL IMPACT: Approval of this amendment will result in no change to the annual expenditures of up to $119,000,000 and will be funded, as budgeted by the department in FY 2020-21, by 100% Contra Costa Health Plan Enterprise Fund II. (No rate increase) BACKGROUND: Both the State Department of Health Services and the Federal Centers for Medicare and Medicaid Services (CMS) require a Pharmacy Benefits Manager that can develop, maintain, and manage a large pharmacy network and monitor the correct dispensing of drug benefits, co-pays under multiple group product lines adhering to the required Health Plan Formulary and Health Plan Prior Authorization Protocol. APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 04/20/2021 APPROVED AS RECOMMENDED OTHER Clerks Notes: VOTE OF SUPERVISORS AYE:John Gioia, District I Supervisor Candace Andersen, District II Supervisor Diane Burgis, District III Supervisor Karen Mitchoff, District IV Supervisor Federal D. Glover, District V Supervisor Contact: Sharron Mackey, 925-313-6104 I hereby certify that this is a true and correct copy of an action taken and entered on the minutes of the Board of Supervisors on the date shown. ATTESTED: April 20, 2021 Monica Nino, County Administrator and Clerk of the Board of Supervisors By: Laura Cassell, Deputy cc: Kathleen Cyr, Marcy Wilhelm C.108 To:Board of Supervisors From:Anna Roth, Health Services Director Date:April 20, 2021 Contra Costa County Subject:Amendment #27-633-19 with PerformRx, LLC BACKGROUND: (CONT'D) On January 5, 2021, the Board of Supervisors approved Contract #27-633-18, with PerformRx in the amount of $119,000,000, to provide pharmacy administration services for CCHP members, including drug utilization review and management, prior authorization procedures, account management, member pharmacy call center, analysis and reporting services, and developing partnerships with prescribers and pharmacies, for the period from January 1, 2021 through December 31, 2021. This contract includes mutual indemnification. Approval of Contract Amendment Agreement #27-663-19 will allow the County and Contractor to remove Pharmacy Benefit Management Services that were anticipated to be effective April 1, 2021, but were rescinded by the DHCS with no replacement date received from the DHCS as of April 1, 2021. There is no change in the payment limit of $119,000,000 and no change in the term of January 1, 2021 through December 31, 2021. CONSEQUENCE OF NEGATIVE ACTION: If this amendment is not approved, revisions to the Pharmacy Benefit Management Services will not occur, and both the contractor and County will not be compliant with the DHCS’s current services. RECOMMENDATION(S): APPROVE recommendations from the Fish & Wildlife Committee for the allocation of 2021 Fish and Wildlife Propagation Fund grant funds for seven projects totaling $60,831. FISCAL IMPACT: The recommendation will have no impact on the County General Fund. The FWC is proposing to allocate $60,831 or just 30% of the $204,510 propagation funds available as of January 15, 2021. Fish and wildlife propagation funds are restricted to costs for the protection, conservation, propagation, and preservation of fish and wildlife, pursuant to Fish and Game Code section 13100, and are budgeted in the Fish and Game Fund (110200). BACKGROUND: Attached is a memo describing the outreach and selection process and criteria, and transmitting the grant funding recommendations of the County's Fish & Wildlife Committee for full or partial funding of seven projects. The Fish & Wildlife Committee exercised care in limiting allocations to the direct costs of each project for activities that protect, conserve, propagate, and preserve fish and wildlife. The grant matrix attached to the transmittal shows each project in summary form, including the amount requested vs. the proposed allocation, the rationale for the FWC's decision, and any limitations on the use of the funds. APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 04/20/2021 APPROVED AS RECOMMENDED OTHER Clerks Notes: VOTE OF SUPERVISORS AYE:John Gioia, District I Supervisor Candace Andersen, District II Supervisor Diane Burgis, District III Supervisor Karen Mitchoff, District IV Supervisor Federal D. Glover, District V Supervisor Contact: Maureen Parkes (925) 655-2909 I hereby certify that this is a true and correct copy of an action taken and entered on the minutes of the Board of Supervisors on the date shown. ATTESTED: April 20, 2021 Monica Nino, County Administrator and Clerk of the Board of Supervisors By: June McHuen, Deputy cc: CAO (Enea), DCD C.109 To:Board of Supervisors From:INTERNAL OPERATIONS COMMITTEE Date:April 20, 2021 Contra Costa County Subject:RECOMMENDATIONS FOR ALLOCATION OF FISH & WILDLIFE PROPAGATION FUNDING BACKGROUND: (CONT'D) The Internal Operations Committee reviewed and approved staff's recommendations on April 12, 2021 and thanks Ms. Parkes and the Fish and Wildlife Committee for their coordination of the Request for Proposals and project selection process. ATTACHMENTS Memo and Propagation Fund Allocation Recommendations of the Fish and Wildlife Committee Page 1 of 4 CONTRA COSTA COUNTY FISH AND WILDLIFE COMMITTEE c/o Department of Conservation and Development 30 Muir Road Martinez, CA 94553 Telephone: 925-655-2703 TO: Internal Operations Committee Supervisor Candace Andersen, Chair Supervisor Diane Burgis, Vice Chair FROM: From: Daniel Pellegrini, Chair Fish and Wildlife Committee By: Maureen Parkes, Senior Planning Technician Staff to Fish and Wildlife Committee DATE: April 6, 2021 SUBJECT: Grant Funding Recommendations from the Contra Costa County Fish and Wildlife Committee The Contra Costa County Fish and Wildlife Committee (FWC) has completed its review of grant requests for funding from the Fish and Wildlife Propagation Fund (Fund) and is forwarding its grant award recommendations to the Internal Operations Committee (IO). The FWC reviewed seven grant applications and recommends all of them for full or partial funding. The FWC is requesting that the IO Committee consider these recommendations and make their own recommendation for consideration by the full Board of Supervisors (Board). This memo provides background on the grant program, explains the review process performed by the FWC and documents the FWC’s recommendations on grant funding. I. Background Fish and Wildlife Propagation Fund The Fish and Wildlife Propagation Fund was established in accordance with the California Fish and Game Code (Code) 13100 as a repository for fines collected for certain violations of the Code and other regulations related to fish and game. The most common fines are small ($25-$150) and are processed through the four Superior Courts in Contra Costa County. The fines typically stem from hunting or fishing violations (e.g. not possessing a valid license) and illegal dumping. Occasionally there are larger fines that result from violations, including failure to obtain appropriate permits for activities such as streambed alteration or illegal take of a special status species. A portion of the fines are deposited into the Fish and Wildlife Propagation Fund. As of January 15, 2021, the Fund had an available balance of $204,510.35. Page 2 of 4 FWC Grant Program The Board has charged the FWC with coordinating a process by which fine money could be appropriately “expended for the protection, conservation, propagation, and preservation of fish and wildlife” [Fish and Game Code 13100]. Since 1996, the FWC has implemented a structured process for reviewing funding requests. The FWC developed a grant application packet (attached), which includes a cover letter to explain the grant process and funding priorities, an application to solicit relevant information about the project, and a copy of the expenditure criteria established by California law for the Fish and Wildlife Propagation Fund. Public Outreach to Advertise the Grant Program In October 2020, the application packet was sent to the Fish and Wildlife Committee mailing list, Contra Costa Watershed Forum mailing list, and to teachers and programs that could benefit from the grant program including Contra Costa College, Diablo Valley College, Los Medanos College, UC Berkeley, Cal State University - East Bay, University of California Agriculture and Natural Resources, Mills College and St. Mary’s College. The CCC Office of Communications and Media distributed a press release to local and regional media outlets regarding the availability of the grant application packet. CCTV publicized it on the CountyNet Bulletin Board which reaches 400,000+ homes in the County. It was also made available on the Committee’s website and to anyone who requested a copy. FWC Grant Review Process in 2021 Seven applications requesting a total of $62,870.71 were reviewed. The Fish and Wildlife Committee members considered the funding of the applications at their January and February meetings. Some applicants attended FWC meetings to make themselves available to answer questions regarding their applications. II. Recommendation of Funding on Grants for 2021 At its February 17, 2021 meeting, the FWC recommended full or partial funding for all of the proposed projects. Projects recommended for funding total $60,830.71 and are geographically located across the County. More details are provided on the attached grant recommendations chart, which provides information on all of the applications. The specific FWC recommendations and vote are listed on Pages 2 – 3 of this memo. Members in attendance and voting on these items were: Nicole Balbas (At-large), Clark Dawson (District III), Roni Gehlke (At-large), Susan Heckly (District II), Kathleen Jennings (At- large), Brett Morris (District IV), Daniel Pellegrini (District V), and Cass Rogers (At-large). The following recommendations are for full funding of the project as proposed unless noted otherwise. FWC Recommendations: 1) Appropriate $4,973.00 to The Regents of the University of California for their “Native Bees and Host Flowers in Urban Brentwood, Contra Costa County” project. This is a continuation of Dr. Frankie's research on native bees in the Brentwood area and their role in providing pollination services. Funds will be used for travel, materials and supplies, and a bee taxonomist to be hired on a contract basis to identify the bees. Page 3 of 4 2) Appropriate $8,897.83 to Mills College for their “Combining Naturalistic and Automated Monitoring to Uncover Spatial and Temporal Landscapes of Fear: Human-Wildlife Issues at Briones” project. The project will provide educational opportunities to college students and scientific insights. Funds will be used for supplies. 3) Appropriate $16,000.00 to International Bird Rescue for their “Resolving Negative Human- Wildlife Interactions (AKA Urban Wildlife Conflicts)” project. IBR is a referral hospital and often treats the most challenging cases that are beyond the capacity or skills of other regional wildlife centers and clinics. This funding will offset costs for birds admitted from Contra Costa County to IBR's San Francisco Bay-Delta Wildlife Center between April 1 and December 31, 2021. The goal of the project is to address known, ongoing Urban Wildlife Conflicts (negative human-wildlife interactions) in CCC in 2021. Funds will be used for medication, dietary supplements, vitamins, nutrition, and veterinary supplies. 4) Appropriate $6,273.89 to Contra Costa Resource Conservation District and Friends of San Ramon Creek (FSRC) for their “Scaling Up Arundo Removal and Replacement in San Ramon Creek Watershed” project. Grant funds will assist in scaling up FSRC's Arundo removal effort, will be used for Arundo removal equipment to increase capacity, plants to restore sites where Arundo has been removed, and a fiscal sponsor fee. 5) Appropriate $11,655.28 to Contra Costa Resource Conservation District and Friends of San Ramon Creek for their “Water Quality Monitoring in San Ramon Creek” project. FSRC plans to train other creek groups that are part of the Walnut Creek Watershed Council to use water quality monitoring instrumentation to monitor their creeks and also plans to work with two high school environmental science classes (San Ramon Valley High School and Athenian). Funds will be used to purchase the water quality monitoring instrumentation which will allow them to conduct consistent monitoring of San Ramon Creek, and a fiscal sponsor fee. 6) Appropriate $5,070.71 to Cal State East Bay, Concord Campus for their “Restoration of Galindo Creek at Cal State East Bay's Concord Campus - Phase One” project. Restoration work will be performed to transform the Galindo Creek Field Station site into an example of a healthy riparian habitat that supports the rich biodiversity of the area. Funds will be used for native plants, hand tools, irrigation and fencing supplies. 7) Appropriate $7,960.00 to Marine Science Institute for their “2022 Delta Discovery Voyage Program” project. The DDV program teaches science that is unique and relevant to the region where the students live, human direct effect on the Delta ecosystem, and why it is important to protect watersheds. Partial funding is recommended for vessel fuel, lodging for staff and the harbor fee, and may not be used for stipends. 8) Further, the FWC also recommended that within a year of grant funding approval, or within one month of project completion, whichever comes sooner, recipients must submit a final project report which includes invoices and receipts documenting how funds were spent and the results of the project. Details will be outlined in the grant award packet provided to all successful applicants. [8 ayes/0 noes] Ayes: Balbas, Dawson, Gehlke, Heckly, Jennings, Morris, Pellegrini and Rogers; Noes: None; Abstain: None; Absent: None Page 4 of 4 Staff recommends that grant awardees may request modifications to the budget allocations described in their grant applications in writing and those requests may be approved by the Fish and Wildlife Committee or the Department of Conservation and Development Director or his designee. Please contact Maureen Parkes at 925-655-2909 or Abigail Fateman at 925-655-2908 with any questions. Attachments: • Grant application packet for Fish and Wildlife Propagation Funds • Chart summarizing the applications and recommendations Grant Applications and Fish and Wildlife Committee Recommendations 2021 Organization Type of Org Project Title Type of Project Location of Project Requested Funding Amount Recommended Funding Amount Staff Summary of Request FWC Rationale for Recommendation A The Regents of the University of California school Native Bees and Host Flowers in Urban Brentwood, Contra Costa County (a) public education (i) scientific research * CDFW has confirmed this project is eligible to receive funds under FGC Section 13103 (i) East County $4,973.00 $4,973.00 This is a request for funding for the final year of a multi-year survey of native bee species and their host flowers in urban Brentwood. This is a continuation of Dr. Frankie's research on native bees in the Brentwood area and their role in providing pollination services. Funds are requested for travel, materials and supplies, and a bee taxonomist to be hired on a contract basis to identify the bees. Proposed Project Schedule: June 2021 - May 2022 The project meets the requirements of Section 13103 (a) public education and (i) scientific research. The Committee recommends funding this effort to gather data on the seasonal movement of native bees between agricultural fields and urban areas, and vice versa; and identification of the bees. B Mills College school Combining naturalistic and automated monitoring to uncover spatial and temporal landscapes of fear: human-wildlife issues at Briones (a) public education (i) scientific research * CDFW has confirmed this project is eligible to receive funds under FGC Section 13103 (i) Central County $8,897.83 $8,897.83 This is a request for funding for a project that will provide educational opportunities to college students and scientific insights by (i) documenting the spatial and temporal gradient of human-wildlife interactions using naturalistic observations and automated (acoustic and visual) monitoring and (ii) assessing its behavioral and physiological consequences for a native prey species, the California ground squirrel. Funds are requested for supplies. Proposed Project Schedule: June 2021 - May 2022 The project meets the requirements of Section 13103 (a) public education and (i) scientific research and (m) conservation. This project will evaluate the extent to which humans and their domestic dogs are associated with patterns of activity for (i) mesopredators and (ii) the California ground squirrel, a major native prey species and ecosystem engineer at Briones Regional Park. *CDFW requires Department approval of Fish and Wildlife Propagation funds that are requested under California Fish and Game Code Section 13103 (d), (h), (i), (l) and (m). Page 1 of 4 4/6/2021 Grant Applications and Fish and Wildlife Committee Recommendations 2021 Organization Type of Org Project Title Type of Project Location of Project Requested Funding Amount Recommended Funding Amount Staff Summary of Request FWC Rationale for Recommendation C International Bird Rescue non-profit Resolving Negative Human-Wildlife Interactions (AKA Urban Wildlife Conflicts) (b) temporary emergency treatment and care of injured or orphaned wildlife (c) temporary treatment and care of wildlife confiscated by the department as evidence. Countywide $16,000.00 $16,000.00 This is a request for funding to offset costs for birds admitted from Contra Costa County to IBR's San Francisco Bay-Delta Wildlife Center between April 1 and December 31, 2021. Funds are requested for medication, dietary supplements, vitamins, nutrition, and veterinary supplies. Proposed Project Schedule: April 2021 - December 2021 The project meets the requirements of Section 13103 (b) temporary emergency treatment and care of injured or orphaned wildlife and (c) temporary treatment and care of wildlife confiscated by the department as evidence. IBR is a referral hospital and often treats the most challenging cases that are beyond the capacity or skills of other regional wildlife centers and clinics. The goal of the project is to address known, ongoing Urban Wildlife Conflicts (negative human-wildlife interactions) in CCC in 2021. D Contra Costa Resource Conservation District (CCRCD) Friends of San Ramon Creek (FSRC) government Scaling Up Arundo Removal and Replacement in San Ramon Creek Watershed (e) habitat improvement Central County $6,273.89 $6,273.89 This is a request for funding to assist FSRC in scaling up its Arundo removal effort. Funds are requested for Arundo removal equipment to increase capacity, plants to restore sites where Arundo has been removed, and a fiscal sponsor fee. Proposed Project Schedule: April 2021 - December 2021 This project meets the requirements of Section 13103 (e) habitat improvement. Grant funds will assist in scaling up FSRC's Arundo removal effort. Arundo is a non-native invasive plant that consumes prodigious amounts of water, usually along streams and other waterways. It outcompetes native plants and provides little food or habitat for insects, birds, or other wildlife. *CDFW requires Department approval of Fish and Wildlife Propagation funds that are requested under California Fish and Game Code Section 13103 (d), (h), (i), (l) and (m). Page 2 of 4 4/6/2021 Grant Applications and Fish and Wildlife Committee Recommendations 2021 Organization Type of Org Project Title Type of Project Location of Project Requested Funding Amount Recommended Funding Amount Staff Summary of Request FWC Rationale for Recommendation E Contra Costa Resource Conservation District (CCRCD) Friends of San Ramon Creek (FSRC) government Water Quality Monitoring in San Ramon Creek (a) public education Central County $11,655.28 $11,655.28 This is a request for funding for FSRC so that they can purchase water quality monitoring instrumentation in order to conduct consistent monitoring of San Ramon Creek. They will gather scientific data for input into the State database, teach volunteers to use the instrumentation and grow the program within the Walnut Creek Watershed. Funds are requested for equipment and a fiscal sponsor fee. Proposed Project Schedule: April 2021 - ongoing This project meets the requirements of Section 13103 (a) public education. FSRC would purchase their own water quality monitoring instrumentation with grant funds so that they do not have to borrow equipment and and will be able to monitor the water quality more frequently, more sustainably, and more dependably. FSRC plans to train other creek groups that are part of the Walnut Creek Watershed Council to use this instrumentation to monitor their creeks and also plans to work with two high school environmental science classes (San Ramon Valley High School and Athenian). F Cal State East Bay, Concord Campus school Restoration of Galindo Creek at Cal State East Bay's Concord Campus - Phase One (e) habitat improvement Central County $5,070.71 $5,070.71 This is a request for funding for materials for the first phase of a restoration project along a stretch of Galindo Creek on the Cal State East Bay campus in Concord. Funds are requested for native plants, hand tools, irrigation and fencing supplies. Proposed Project Schedule: February 2021 - August 2021 Monthly for the 1st two years after planting. This project meets the requirements of Section 13103 (e) habitat improvement. Restoration work will be performed to transform the Galindo Creek Field Station site into an example of a healthy riparian habitat that supports the rich biodiversity of the area. *CDFW requires Department approval of Fish and Wildlife Propagation funds that are requested under California Fish and Game Code Section 13103 (d), (h), (i), (l) and (m). Page 3 of 4 4/6/2021 Grant Applications and Fish and Wildlife Committee Recommendations 2021 Organization Type of Org Project Title Type of Project Location of Project Requested Funding Amount Recommended Funding Amount Staff Summary of Request FWC Rationale for Recommendation G Marine Science Institute non-profit 2022 Delta Discovery Voyage Program (a) public education East County 52% Central County 48% $10,000.00 $7,960.00 This is a request for funding to support the 2022 Delta Discovery Voyage Program (DDV). The DDV program delivers STEM and environmental education with hands- on science curriculum to 5th grade Contra Costa County students that is aligned with Next Generation Science Standards (NGSS) aboard their 90-foot research vessel on the Sacramento- San Joaquin River Delta. Funds are requested for supplies, marina fees, travel and fuel expenses. Proposed Project Schedule: January 2022 - February 2022 This project meets the requirements of Section 13103 (a) public education. The DDV program teaches science that is unique and relevant to the region where the students live, human direct effect on the Delta ecosystem, and why it is important to protect watersheds. The Committee recommends partial funding for fuel for the vessel, lodging for staff, and harbor fee, and may not be used on stipends. Total $62,870.71 $60,830.71 $204,510.35 $204,510.35 Remainder $141,639.64 $143,679.64 Subtotals By Region Requested Funding Amount Percentage of Total Amount Requested Recommended Funding Amount Percentage of Total Amount Recommended for Approval East $10,173.00 16.18%$9,112.20 14.98% West $0.00 0.00%$0.00 0.00% Central $36,697.71 58.37%$35,718.51 58.72% Countywide $16,000.00 25.45%$16,000.00 26.30% TOTAL $62,870.71 100.00%$60,830.71 100.00% Total Available Funds as of January 15, 2021 *CDFW requires Department approval of Fish and Wildlife Propagation funds that are requested under California Fish and Game Code Section 13103 (d), (h), (i), (l) and (m). Page 4 of 4 4/6/2021 Contra Costa County October 2, 2020 Dear Fish and Wildlife Propagation Fund Grant Applicants: The Contra Costa County Fish and Wildlife Committee is pleased to announce that completed funding applications are now being accepted for consideration for the Contra Costa County Fish and Wildlife Propagation Fund (Fund). All application materials and guidelines are attached. Proposals must be received by 5:00 p.m. on Wednesday, January 6, 2021 (a postmark of January 6, 2021, does not satisfy the submission deadline). Proposals may be emailed or mailed. Any applications that are received after the due date or without a signature will not be considered. Staff will acknowledge receipt of each grant application. If you do not receive a confirmation of receipt contact Maureen Parkes at 925-674-7831 prior to the deadline. The recommendations of the Fish and Wildlife Committee will be forwarded to the Contra Costa County Board of Supervisors, which maintains final decision-making authority for expenditures from the Fund. The Contra Costa County Fish and Wildlife Propagation Fund is entirely supported by fine revenues resulting from violations of the Fish and Game Code and Title 14 of the California Code of Regulations in Contra Costa County (County). Projects awarded from the Fund must benefit the fish and wildlife resources of the County and must meet the requirements of Section 13103 of the Fish and Game Code (attached). If your project is eligible under Section 13103 (d), (h), (i), or (m) please send a copy of your draft proposal to Maureen Parkes at maureen.parkes@dcd.cccounty.us by November 2, 2020. Staff will coordinate with the California Department of Fish and Wildlife to confirm the project’s eligibility to receive funds. See Instructions for more details. All applications that satisfy the requirements listed in the funding application instructions will be considered. The Fish and Wildlife Committee strongly encourages applications related to:  improving habitat  scientific research  public education  threatened and endangered species  resolving human/wildlife interaction issues In addition to the above areas of interest, the Fish and Wildlife Committee wishes to fund one or more projects that increase collaboration with law enforcement agencies and community cultural organizations on enforcement issues and education focusing on communities that may be unaware of local fish and game laws. Projects that provide multilingual signage and educational materials are encouraged. The Fish and Wildlife Committee considers grant awards for prospective expenditures from non-profit organizations, schools, and government agencies. The Committee generally does not recommend funding for operating costs and overhead, such as staff salaries, benefits, or utilities. The Committee generally gives preference to funding material expenses (e.g. purchase of equipment and materials). Organizations, schools, and government agencies that have received previous Fish and Wildlife Propagation Fund grants should have a positive track record of completing projects and submitting final reports in an efficient, timely and clear manner. 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 Page 2 The Committee expects to recommend awards to several applicants. However, it is possible that a particularly excellent proposal will be recommended to receive a large portion of the total available funds. During the 2020 grant cycle a total of $112,914.00 was awarded to 17 projects. The awards ranged from $611.00 to $18,500.00. Available funds vary from year to year and the Fish and Wildlife Committee cannot commit to multi-year or recurring funding. The Board of Supervisors will make the final decision on the grant awards and successful applicants may anticipate receiving notification by May 2021. Project expenditures eligible for reimbursement must be made subsequent to Board of Supervisors approval of grant funding. The grant award funds will be disbursed on a cost reimbursement basis.* (See below for exceptions.) Within a year of grant funding approval, or within one month of project completion, whichever comes sooner, recipients must submit a final project report which includes invoices and receipts documenting how funds were spent and the results of the project. Fish and Wildlife Propagation fund grants will be disbursed after receipt and approval of the final project report. Details will be outlined in the grant award letter that is sent to all successful applicants. *Exception For Non-Profit Organizations That Can Demonstrate Financial Hardship: Private, non-profit entities that can demonstrate that providing Fish and Wildlife Propagation grant funding on a cost reimbursement basis will create a financial hardship and be detrimental to the operation of the program will be eligible to receive up to ½ of the grant amount after the grant is awarded. The remaining amount of the grant will be disbursed after the entity has submitted information including invoices and receipts documenting how the initial disbursement was spent. Within a year of initial notification of the grant funding award (May 2022), or within one month of project completion, whichever comes sooner, the entity will be required to submit information including invoices and receipts documenting how the second disbursement was spent, and provide a final project report documenting the results of the project. *Exception For Small Projects Under $1,000: Grant funding may be disbursed to private, non-profit entities prior to the beginning of the project if the award is under $1,000 and the entity has provided documentation that the project could only be initiated with advance funding. Within a year of grant funding, or within one month of project completion, whichever comes sooner, recipients must submit a final project report which includes invoices and receipts documenting how funds were spent and the results of the project. The Committee appreciates your interest in this opportunity to improve the fish and wildlife resources in Contra Costa County. Should you have any questions about the Fish and Wildlife Committee or this funding program, please contact me at 925-674-7831 or maureen.parkes@dcd.cccounty.us. Sincerely, Maureen Parkes Fish and Wildlife Committee Staff Page 1 of 2 INSTRUCTIONS What Must Be Included in Your Proposal (not to exceed 4 pages): 1) Signed Application Cover Page – See attached. (PDFs and e-signatures are acceptable) 2) Description of the project for which funding is requested. Please include an explanation of:  how this project will benefit the fish and wildlife of Contra Costa County  how this project meets the requirements of Section 13103 of the Fish & Game Code (attached) which defines the eligibility requirements for projects requesting funding from the Fish and Wildlife Propagation Fund. Indicate which letter(s) of the Section 13103 is/are satisfied. NEW REQUIREMENT: If your proposal is eligible under Section 13103 (d), (h), (i)*, or (m), a copy of your draft proposal must be sent to the attention of Maureen Parkes at maureen.parkes@dcd.cccounty.us or at the address listed on Page 2 and received by November 2, 2020. Staff will coordinate with the California Department of Fish and Wildlife to confirm the project’s eligibility to receive funds. *If your project is eligible under Section 13103 (i), and a scientific collection permit is required and issued by the California Department of Fish and Wildlife, this will indicate that the project is eligible to receive Fish and Wildlife Propagation funds. Please send the scientific collection permit along with your grant application by the January 6, 2021 - 5:00 P.M. grant submission deadline. Scientific collection permits are not included in the grant application page limit. The Fish and Wildlife Committee wishes to be acknowledged for its financial support of the project. FWC or staff review may be required prior to printing any written materials that receive funding. Please refer to the guidelines listed below:  Grant recipients agree to obtain advance written approval from the FWC of any communication/written material that may reasonably be understood to represent the views of the FWC and to provide the FWC with reasonable opportunity to review, comment and approve the communication/written material. Grant recipients may use the following standard language in making attributions for funding by the FWC:  Attribution for full Grant funding: “This (research, publication, project, web site, report, etc.) was funded by the Contra Costa County Fish and Wildlife Committee.”  Attribution for partial Grant funding: “This (research, publication, project, web site, report, etc.) is funded in part by the Contra Costa County Fish and Wildlife Committee.” 3) Project schedule - The project must be completed within a year from the date you receive notification of funding (by May 2022). 4) Project budget (itemized). The Fish and Wildlife Committee generally does not recommend funding for operating costs and overhead. Examples for these include staff salaries, health insurance, and operation costs such as electricity to run an office. If an hourly rate is listed, overhead costs need to be itemized separately. The Committee generally gives preferences to funding material expenses (e.g. purchase of equipment and materials). 5) Annual budget for the applying organization (not itemized). 6) Statement describing the applying organization, listing the Board of Directors and officers of the organization, and listing all affiliated organizations. 7) Statement describing the qualifications of the sponsoring organization and participating individuals for completing the project. 8) List of individuals responsible for performing project and of individuals responsible for overseeing project. 9) Statement describing the status of permit approvals necessary to perform project (if applicable). 10) Request for an exception to the grant funding cost reimbursement requirement due to financial hardship or an exception for a small project under $1,000. (This request does not count toward your page limit and is only required if requesting an exception.) Page 2 of 2 Format:  Your proposal packet, including cover sheet and any attachments must not exceed four single-sided pages or two double-sided pages, 8.5 by 11 inches in size. Electronic submittals are preferred. Please use 11 point font or larger and ½ inch margins or larger on your pages. If you submit more than 3 pages plus required cover sheet, your proposal may be disqualified without review.  NEW REQUIREMENT: If your project is eligible under Section 13103 (d), (h), (i), or (m) a copy of your draft proposal must be sent to the attention of Maureen Parkes at maureen.parkes@dcd.cccounty.us and received by November 2, 2020. (See exception for Section 13103 (i) above.) Do not attach an additional cover letter, brochures, posters, publications, CDs, DVDs, large maps or yellow-sticky paper (e.g. Post- ItTM).  Your complete application packet including signature must arrive by 5:00 p.m. on Wednesday, January 6, 2021 (Pacific Standard Time) to be considered for funding. (Please note: A postmark of January 6, 2021 does not satisfy the submission deadline. If submitted after the deadline, your proposal will be disqualified).* Your complete application should be: Emailed: maureen.parkes@dcd.cccounty.us or Mailed or Hand Delivered**: Contra County Fish & Wildlife Committee c/o Contra Costa County Dept. of Conservation and Development 30 Muir Road Martinez, CA 94553-4601 Attn: Maureen Parkes *Staff will acknowledge receipt of each grant application. If you do not receive an email confirmation of receipt, contact Maureen Parkes prior to the deadline by calling 925-674-7831. **Due to new (and changing) operating procedures related to COVID-19 safety measures, you need to contact Maureen by email or telephone at 925-674-7831 to coordinate hand delivery of your application to ensure your application is received by the submission deadline. Final Checklist Before You Submit Your Proposal: Please note that your proposal will not be considered if you provide more materials than required below:  Signed Cover page (your proposal will be disqualified if it does not have your original signature on the cover page).  3 pages or less on your project description (any extra attachments such as a map and an organization budget will be counted as one of the three page limit.)  If your project qualifies under Section 13013 (i) and you have been issued a scientific collection permit from the California Department of Fish and Wildlife please include it. (This is not a part of the page limit listed above.)  Request for an exception to the grant funding cost reimbursement requirement due to financial hardship or an exception for a small project under $1,000. (This is not a part of the page limit listed above and is only required if requesting an exception). If you have questions regarding the Contra Costa County Fish and Wildlife Propagation Fund grant process, please contact Maureen Parkes: maureen.parkes@dcd.cccounty.us / (925) 674-7831. (a) Public education relating to the scientific principles of fish and wildlife conservation, consisting of supervised formal instruction carried out pursuant to a planned curriculum and aids to education such as literature, audio and video recordings, training models, and nature study facilities. (b) Temporary emergency treatment and care of injured or orphaned wildlife. (c) Temporary treatment and care of wildlife confiscated by the department as evidence. (d) Breeding, raising, purchasing, or releasing fish or wildlife which are to be released upon approval of the department pursuant to Sections 6400 and 6401 onto land or into waters of local, state, or federal agencies or onto land or into waters open to the public. (e) Improvement of fish and wildlife habitat, including, but not limited to, construction of fish screens, weirs, and ladders; drainage or other watershed improvements; gravel and rock removal or placement; construction of irrigation and water distribution systems; earthwork and grading; fencing; planting trees and other vegetation management; and removal of barriers to the migration of fish and wildlife. (f) Construction, maintenance, and operation of public hatchery facilities. (g) Purchase and maintain materials, supplies, or equipment for either the department's ownership and use or the department's use in the normal performance of the department's responsibilities. (h) Predator control actions for the benefit of fish or wildlife following certification in writing by the department that the proposed actions will significantly benefit a particular wildlife species. (i) Scientific fish and wildlife research conducted by institutions of higher learning, qualified researchers, or governmental agencies, if approved by the department. (j) Reasonable administrative costs, excluding the costs of audits required by Section 13104, for secretarial service, travel, and postage by the county fish and wildlife commission when authorized by the county board of supervisors. For purposes of this subdivision, "reasonable cost" means an amount which does not exceed 3 percent of the average amount received by the fund during the previous three-year period, or three thousand dollars ($3,000) annually, whichever is greater, excluding any funds carried over from a previous fiscal year. (k) Contributions to a secret witness program for the purpose of facilitating enforcement of this code and regulations adopted pursuant to this code. (l) Costs incurred by the district attorney or city attorney in investigating and prosecuting civil and criminal actions for violations of this code, as approved by the department. (m) Other expenditures, approved by the department, for the purpose of protecting, conserving, propagating, and preserving fish and wildlife. California Fish and Game Code Section 711.2. (a) "For purposes of this code, unless the context otherwise requires, "wildlife" means and includes all wild animals, birds, plants, fish, amphibians, reptiles, and related ecological communities, including the habitat upon which the wildlife depends for its continued viability ..." California Fish and Game Code Section 13103. Expenditures from the fish and wildlife propagation fund of any county may be made only for the following purposes: * *A scientific collection permit, if required and issued by the California Department of Fish and Wildlife, indicates that the project is eligible to receive Fish and Wildlife Propagation funds. * Office Use Only: Contra Costa County 2021 Fish and Wildlife Propagation Fund Application Cover Page Project title: Organization/Individual applying: (Organization type: please check one – government, non-profit, school, other (explain) Address: Telephone: Fax: E-mail: Name and title of contact person: One sentence summary of proposal: Requested grant: Proposal prepared by (name & title): Signature (Typing your name does not count as a signature. If this section is empty, your proposal will not be considered): ________________________________________________ Signed on _______________ RECOMMENDATION(S): APPROVE and AUTHORIZE the Conservation and Development Director, or designee, to execute required legal documents to provide $999,000 in Neighborhood Stabilization Program (NSP1) funds to Habitat for Humanity East Bay/Silicon Valley (Habitat), for the Pacifica Landing homeownership project in the Bay Point area. FISCAL IMPACT: No General Fund impact. NSP1 funds were provided to the County on a formula allocation basis through the U.S. Department of Housing and Urban Development (HUD). (NSP CFDA# 14.218) BACKGROUND: NSP1 was part of the Federal Housing and Economic Recovery Act of 2008 and was intended to assist communities devastated by foreclosures. Contra Costa County was allocated NSP1 funds based on a formula allocation which may be used for activities that include, but are not limited to: establish financing mechanisms for purchase and redevelopment of foreclosed homes and residential properties; purchase and rehabilitate homes and residential properties which are abandoned or foreclosed; establish land banks for foreclosed homes; demolish blighted structures; and redevelop demolished or vacant properties. APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 04/20/2021 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: (925) 674-7787 I hereby certify that this is a true and correct copy of an action taken and entered on the minutes of the Board of Supervisors on the date shown. ATTESTED: April 20, 2021 Monica Nino, County Administrator and Clerk of the Board of Supervisors By: June McHuen, Deputy cc: C.110 To:Board of Supervisors From:John Kopchik, Director, Conservation & Development Department Date:April 20, 2021 Contra Costa County Subject:Approval and Authorization of Neighborhood Stabilization Program Legal Documents for Pacifica Landing in Bay Point BACKGROUND: (CONT'D) On February 26, 2013, the Board of Supervisors allocated $1,000,000 in NSP1 funds to Habitat for the Pacifica Landing development. The purpose of the Pacifica Landing project is to improve the supply of ownership housing affordable to and occupied by lower income families in the Bay Point area through the construction of a 29-unit subdivision in Bay Point off of Pacifica Avenue. Three of the townhome units will be designated as NSP-assisted and sold to lower income families. Affordability and use restrictions are incorporated into the County loan documents. All of the County-assisted units will be affordable to households earning 50% of the area median income. One thousand dollars of the allocation has already been expended for administrative staff time to prepare and review the National Environmental Policy Act documents required for this project. The project is fully entitled and Habitat expects to begin construction by late Summer 2021. The NSP Loan Agreement, Promissory Note, and Deed of Trust have been approved as to form by County Counsel, and will be executed by the Director of Conservation and Development upon approval and authorization by the Board of Supervisors. CONSEQUENCE OF NEGATIVE ACTION: Construction may be canceled due to inadequate funds. CHILDREN'S IMPACT STATEMENT: This project will support indicator number three: Families are Economically Self Sufficient. ATTACHMENTS Loan Agreement Promissory Note Deed of Trust 863\01\2842978.1 1 NEIGHBORHOOD STABILIZATION PROGRAM LOAN AGREEMENT 589 Pacifica Avenue, Bay Point, California This Neighborhood Stabilization Program Loan Agreement (the "Agreement") is dated___________, 2021, and is between the COUNTY OF CONTRA COSTA, a political subdivision of the State of California (the "County"), and HABITAT FOR HUMANITY EAST BAY/SILICON VALLEY, INC., a California nonprofit public benefit corporation ("Borrower"). Recitals A. Defined terms used but not defined in these recitals are defined in Article 1 of this Agreement. B. The County has received funds from the United States Department of Housing and Urban Development ("HUD") pursuant to Title III of Division B of the Housing and Economic Recovery Act of 2008, also known as the Neighborhood Stabilization Program (the "NSP1"). The funds provided under the NSP1 (the "NSP1 Funds") may be used to acquire vacant or demolished property to provide or improve permanent residential structures that will be occupied by a household whose income is at or below 120% of area median income. The NSP1 Funds and any income generated from the use of the NSP Funds, must be used by the County in accordance with the NSP1 Regulations. C. Borrower owns certain real property located at 589 Pacifica Avenue, in the unincorporated area of the County of Contra Costa known as Bay Point, California that is more particularly described in Exhibit A (the "Property"). Borrower intends to construct three (3) single-family townhomes (each a "Unit") and attendant improvements on the Property for use as housing affordable to very low- and low- income households (the "Improvements"). D. To finance a portion of the construction of the Improvements, Borrower (i) is contributing Nine Hundred Fifty-Four Thousand One Hundred Sixty Eight Dollars ($954,168) (the "Borrower Contribution"), (ii) will be applying for Forty-Five Thousand Dollars ($45,000) in AHP/WISH Program funds; and (iii) wishes to borrow NSP1 Funds from the County in the amount of Nine Hundred Ninety-Nine Thousand Dollars ($999,000) (the "Loan"). E. The Loan is evidenced by the Note and secured by the Deed of Trust. F. In accordance with the California Environmental Quality Act (Public Resources Code Sections 21000 et seq.) ("CEQA"), and the National Environmental Policy Act of 1969, as amended (42 U.S.C. 4321-4347) ("NEPA"), the County has completed and approved all applicable environmental review for the activities proposed to be undertaken under this Agreement. 863\01\2842978.1 2 G. The Loan is being made to finance the construction of the Improvements in order to increase the supply of affordable for-sale housing in Contra Costa County. The parties therefore agree as follows: AGREEMENT ARTICLE 1 DEFINITIONS AND EXHIBITS Section 1.1 Definitions The following capitalized terms have the meanings set forth in this Section 1.1 wherever used in this Agreement, unless otherwise provided: (a) "Accessibility Requirements" has the meaning set forth in Section 3.7. (b) "Administration Fee" means the fee for administrative services in the amount of Forty-Six Thousand Two Hundred Fourteen Dollars ($46,214) per Unit that Borrower will receive pursuant to Section 3.16 below. (c) "Agreement" means this Neighborhood Stabilization Program Loan Agreement. (d) "Approved Development Budget" means the proforma development budget, including a detailed cost breakdown, sources and uses of funds, and evidence of donations received as approved by the County, and attached hereto and incorporated herein as Exhibit B. (e) "Approved Development Schedule" means the development schedule, attached hereto and incorporated herein as Exhibit C. (f) "Bid Package" means the package of documents distributed to potential bidders as part of the process of selecting subcontractors to construct the Improvements. The Bid Package is to include the following: (i) an invitation to bid, (ii) a copy of the proposed construction contract, and (iii) all Construction Plans. (g) "Borrower" means Habitat for Humanity East Bay/Silicon Valley, Inc., a California nonprofit public benefit corporation. (h) "Borrower Contribution" has the meaning set forth in Recital D. (i) "CDBG Regulations" means the regulations issued by HUD at 24 C.F.R 570 et seq., for the Community Development Block Grant Program pursuant to Title I of the Housing and Community Development Act of 1974, as amended. (j) "CEQA" has the meaning set forth in Paragraph G of the Recitals. 863\01\2842978.1 3 (k) "Closing Costs" means the actual costs paid through escrow by the title company upon the sale of a Unit to an Eligible Purchaser, provided such costs are usual and customary costs, as determined by the County. (l) "Construction Plans" means all construction documentation upon which Borrower and Borrower's contractors rely on in constructing all the Improvements on the Property (including the Units, landscaping, parking, and common areas) and includes, but is not limited to, final architectural drawings, landscaping plans and specifications, final elevations, building plans and specifications (also known as "working drawings"). (m) "County" means the County of Contra Costa, a political subdivision of the State of California. (n) "Deed of Trust" means the deed of trust that will encumber the Property to secure repayment of the Loan and performance of the covenants of the Loan Documents. (o) "Default" has the meaning set forth in Section 6.1 below. (p) "Director" means the County's Director of the Department of Conservation and Development, or his/her designee. (q) "Eligible Purchaser" means a person who (i) qualifies as a Very Low or Low Income Household, each as defined below, (ii) will occupy a Unit as his or her primary residence, and (iii) has completed at least eight hours of pre-purchase counseling through a counseling agency certified by HUD. (r) "Habitat Partnership Agreement" means the agreement to be entered into by and between an Eligible Purchaser and Borrower in connection with the purchase of a Unit. (s) "Hazardous Materials" has the meaning set forth in Section 5.6 below. (t) "Hazardous Materials Claims" has the meaning set forth in Section 5.6 below. (u) "Hazardous Materials Law" has the meaning set forth in Section 5.6 below. (v) "HUD" means the United States Department of Housing and Community Development. (w) "Loan" has the meaning set forth in Recital D. (x) "Loan Documents" means this Agreement, the Note, and the Deed of Trust. (y) "Low Income Household" means a household with an annual income calculated in accordance with 24 CFR 570.3 that does not exceed eighty percent (80%) of Median Income. 863\01\2842978.1 4 (z) "Median Income" means the median gross yearly income for households in the Oakland PMSA, as published periodically by the United States Department of Housing and Urban Development ("HUD"). In the event such income determinations are no longer published by HUD, or are not updated for a period of at least twenty four (24) months, the County shall provide Borrower with other income determinations that are reasonably similar with respect to methods of calculation to those previously published by HUD. (aa) "NEPA" has the meaning set forth in Paragraph G of the Recitals. (bb) "Note" means the promissory note that evidences Borrower's obligation to repay the Loan. (cc) "NSP1" has the meaning set forth in Recital B. (dd) "NSP1 Funds" has the meaning set forth in Recital B. (ee) "NSP Regulations" means Section 2301 of Title III, Division B, of the Housing and Economic Recovery Act of 2008, Title XII, Division A, of the American Recovery and Reinvestment Act of 2009, and implementing regulations, including, but not limited to, 24 C.F.R 570 et seq., and applicable guidance, including, but not limited to, the Notices of Allocations, Application Procedures, Regulatory Waivers Granted to and Alternative Requirements for Emergency Assistance for Development of Abandoned and Foreclosed Homes Grantees under HERA and such corrections (including, but not limited to, Docket Nos. FR-5255- N-01, FR-5255-N-02, FR-5321-N-03, FR-5435-N-01, and FR-5447-N-01), as amended. (ff) "Owner Occupancy Certification" has the meaning set forth in Section 4.2(e) below. (gg) "Parties" means the County and Borrower. (hh) "Property" has the meaning set forth in Recital C. (ii) "Senior Lender" has the meaning set forth in Section 2.5. (jj) "Senior Loan" has the meaning set forth in Section 2.5. (kk) "Term" means the term of the Loan, commencing on the date of this Agreement and continuing until the Loan is forgiven or repaid in full in accordance with the terms of this Agreement. (ll) "Transfer" has the meaning set forth in Section 5.12 below. (mm) "Unit" has the meaning set forth in Paragraph C of the Recitals. (nn) "Unit Allocation" means Three Hundred Thirty-Three Thousand Dollars ($333,000) for each of the Units sold to an Eligible Purchaser, which is equal to the NSP1 Funds allocated to each Unit. 863\01\2842978.1 5 (oo) "Very Low Income Household" means a household with an annual income calculated in accordance with 24 CFR 570.3 that does not exceed fifty percent (50%) of Median Income. Section 1.2 Exhibits The following exhibits are attached to this Agreement and incorporated into this Agreement by this reference: Exhibit A: Legal Description of the Property Exhibit B: Approved Development Budget Exhibit C: Approved Development Schedule Exhibit D: Mortgage Loans Exhibit E: Form of Purchaser Income Certification Exhibit F: Contract Activity Form Exhibit G: NEPA Mitigations ARTICLE 2 LOAN PROVISIONS Section 2.1 Loan. Upon satisfaction of the conditions set forth in Section 2.6, the County shall loan to Borrower the Loan for the purposes set forth in Section 2.3 of this Agreement. Borrower's obligation to repay the Loan is evidenced by the Note. Section 2.2 Interest. (a) Subject to the provisions of Section 2.2(b) below, no interest will accrue on the Loan. (b) In the event of a Default, (i) interest on the Loan will begin to accrue as of the date of Default and continue until such time as the Loan is repaid in full or the Default is cured, at an interest rate of ten percent (10%), compounded annually, or the highest rate permitted by law, whichever is less. Section 2.3 Use of Loan Funds. (a) Borrower shall use the Loan for construction of the Improvements, which may include preconstruction costs, consistent with the Approved Development Budget. (b) Borrower may not use the Loan funds for any other purpose without the prior written consent of the County. 863\01\2842978.1 6 Section 2.4 Security. Borrower shall secure its obligation to repay the Loan as evidenced by the Note, by executing the Deed of Trust, and recording it as a lien against the Property. Section 2.5 Subordination. Any agreement by the County to subordinate the Deed of Trust to an encumbrance securing a County-approved construction loan(s) for the Improvements (each, a "Senior Loan"), will be subject to the satisfaction of each of the following conditions: (a) All of the proceeds of the proposed Senior Loan, less any transaction costs, are used to finance predevelopment expenses and construction of the Improvements or to provide financing to an Eligible Purchaser at the time the Eligible Purchaser purchases a Unit. (b) The proposed lender of a Senior Loan (each, a "Senior Lender") is a state or federally chartered financial institution, a nonprofit corporation or a public entity that is not affiliated with Borrower or any of Borrower's affiliates, other than as a depositor or a lender. (c) Borrower must provide to the County, in addition to any other information reasonably required by the County, evidence that demonstrates to the County's satisfaction that subordination of the Deed of Trust is necessary to secure adequate construction and/or homebuyer financing to ensure the viability of the Improvements, including the sale of the Units for affordable housing, as required by the Loan Documents. (d) The subordination agreement(s) is structured to minimize the risk that the Deed of Trust will be extinguished as a result of a foreclosure by the holder of the Senior Loan. To satisfy this requirement, the subordination agreement must provide the County with adequate rights to cure any defaults by Borrower, including: (i) providing the County or its successor with copies of any notices of default at the same time and in the same manner as provided to Borrower; and (ii) providing the County with a cure period of at least sixty (60) days to cure any default. (e) The subordination(s) of the Loan is effective only during the original term of the Senior Loan and any extension of its term that is approved in writing by the County. (f) The subordination does not limit the effect of the Deed of Trust before a foreclosure, nor require the consent of the Senior Lender prior to the County exercising any remedies available to the County under the Loan Documents. Upon a determination by the Director that the conditions in this Section have been satisfied, the Director or his/her designee will be authorized to execute the approved subordination agreement without the necessity of any further action or approval. Section 2.6 Conditions Precedent to Disbursement of Loan. The County has no obligation to disburse any portion of the Loan unless all of the following conditions have been and continue to be satisfied: 863\01\2842978.1 7 (a) There exists no Default nor any act, failure, omission or condition that would constitute a Default under this Agreement; (b) Borrower has executed and delivered to the County all documents, instruments, and policies required under the Loan Documents; (c) All environmental review necessary for the acquisition of the Property and construction of the Improvements has been completed, and Borrower has provided the County evidence of compliance, or plan for compliance, with all NEPA and CEQA requirements and mitigations measures. (d) Borrower has furnished the County with evidence of the insurance coverage meeting the requirements of Section 5.13 below. (e) Borrower has furnished the County with copies of corporate authorizing resolutions evidencing that Borrower's Board of Directors has duly authorized Borrower to obtain the Loan and all other Approved Financing, execute the Loan Documents, construct the Improvements, and sell the Units to Eligible Purchasers. (f) A title insurer reasonably acceptable to the County is unconditionally and irrevocably committed to issuing an ALTA Lender's Policy of insurance insuring the priority of the Deed of Trust in the amount of the Loan, subject only to such exceptions and exclusions as may be reasonably acceptable to the County, and containing such endorsements as the County may reasonably require. (g) The Deed of Trust has been recorded against the Property in the Office of the Recorder of the County of Contra Costa. (h) The undisbursed proceeds of the Loan, together with other funds or firm commitments for funds that Borrower has obtained in connection with constructing the Improvements are not less than the amount that the County determines is necessary to pay for the construction of the Improvements and to satisfy all of the covenants contained in this Agreement. (i) The County has received and approved the final scope of work for the construction of the Improvements, as required pursuant to Section 3.3 below (required only for disbursements to fund construction costs). (j) The County has received and approved all contracts greater than One Hundred Thousand Dollars ($100,000) that Borrower has entered or proposed to enter for construction of the Improvements (required only for disbursements to fund construction costs). (k) Borrower has received all permits and approvals necessary to perform the planned construction work (required only for disbursements to fund construction costs). (l) Borrower is in compliance with all requirements of this Agreement concerning construction of the Improvements, including the timing set forth in the Approved Development Schedule. 863\01\2842978.1 8 (m) The County has reviewed and approved Borrower's marketing plan for the sale of each Unit to an Eligible Purchaser, as required pursuant to Section 3.8 below. (n) The County has received a written draw request from Borrower, including certification that the conditions set forth in Section 2.6(a) continue to be satisfied, and setting forth the proposed uses of funds consistent with the Approved Scope of Work and the Approved Development Budget and the amount of the draw funds needed, and, where applicable, a copy of the bill or invoice covering a cost incurred or to be incurred. When a disbursement is requested to pay any contractor in connection with Improvements, the written request must be accompanied by (i) certification by Borrower's architect or third party consultant reasonably acceptable to the County that the work for which the disbursement is requested has been completed (although the County reserves the right to inspect the Property and make an independent evaluation); and (ii) lien releases and/or mechanics lien title insurance endorsements reasonably acceptable to the County. Section 2.7 Repayment of Loan. Repayment Credit. When a Unit is sold to an Eligible Purchaser, the County shall: (i) Execute and record a partial reconveyance of the Deed of Trust with respect to the Unit that was sold. (b) Repayment in Full. Borrower shall pay all outstanding principal and accrued interest on the Loan, in full, on (i) the date a Transfer occurs, (ii) the date the sale of the last Unit to an Eligible Purchaser occurs in compliance with the terms of this Agreement, or (iii) December 31, 2022, whichever occurs first. (c) Loan Deemed Paid. If all Units are sold to Eligible Purchasers, upon the satisfaction of the conditions set forth in Section 2.9, the entire principal amount of the Loan will be deemed by the County to be paid in full and the Note will be cancelled and returned to Borrower. Section 2.8 Prepayment of Loan. Borrower may prepay the Loan at any time without premium or penalty. Regardless of any prepayment, Borrower acknowledges that the provisions of this Agreement, including but not limited to the requirement that all three Units be sold to an Eligible Purchaser, is applicable even if Borrower has prepaid all or a portion of the Loan amount. Section 2.9 Conditions Precedent to Note Cancellation. The County is not obligated to cancel the Note upon the sale of the last Unit until the County has received all of the following from Borrower: (a) A financial accounting of all sources and uses of funds used in the construction. (b) All relevant contract activity information, including compliance with 863\01\2842978.1 9 Section 3 requirements in Section 5.5(b) (xi) below. (c) If Borrower is required to pay prevailing wages under the Davis-Bacon Act (40 U.S.C. 3141-3148), a confirmation from Borrower that Borrower has submitted all certified payrolls to the County, and any identified payment issues have been resolved. Section 2.10 Non-Recourse. Except as provided below, Borrower does not have any direct or indirect personal liability for payment of the principal of, and interest on, the Loan. Following recordation of the Deed of Trust, the sole recourse of the County with respect to the principal of, or interest on, the Note will be to the property described in the Deed of Trust; provided, however, that nothing contained in the foregoing limitation of liability limits or impairs the enforcement of all the rights and remedies of the County against all such security for the Note, or impairs the right of the County to assert the unpaid principal amount of the Note as demand for money within the meaning and intendment of Section 431.70 of the California Code of Civil Procedure or any successor provision thereto. The foregoing limitation of liability is intended to apply only to the obligation to repay the principal and interest on the Note. Nothing contained herein is intended to relieve Borrower of its obligation to indemnify the County or for liability for (i) loss or damage of any kind resulting from waste, fraud or willful misrepresentation; (ii) the failure to pay taxes, assessments or other charges which may create liens on the Property that are payable or applicable prior to any foreclosure under the Deed of Trust (to the full extent of such taxes, assessments or other charges); (iii) the fair market value of any personal property or fixtures removed or disposed of by Borrower other than in accordance with the Deed of Trust; and (iv) the misappropriation of any proceeds under any insurance policies or awards resulting from condemnation or the exercise of the power of eminent domain or by reason of damage, loss or destruction to any portion of the Property. ARTICLE 3 CONSTRUCTION OF IMPROVEMENTS Section 3.1 Construction Schedule. Borrower shall diligently prosecute construction of the Improvements to completion, and shall cause construction of the Improvements to be completed in accordance with the Approved Development Schedule and the Approved Development Budget. Section 3.2 Permits and Approvals. Borrower shall obtain all necessary building permits and approvals for the construction of the Improvements not later than the date set forth in the Approved Development Schedule. Section 3.3 Construction Plans. Borrower shall construct the Improvements in accordance with all drawings and plans approved by the applicable governmental jurisdiction. Section 3.4 Approved Development Budget; Revisions to Budget. 863\01\2842978.1 10 The Approved Development Budget is set forth in Exhibit B. Borrower shall request approval of any required amendments to the Approved Development Budget to the County within five (5) days of the date Borrower becomes aware that the actual costs of the rehabilitation has or will vary from the costs shown on the Approved Development Budget. Written consent of the County is required to amend the Approved Development Budget. Section 3.5 Work Schedule. Borrower shall cause construction of the Improvements to commence on or before the date set forth in the Approved Development Schedule, which is attached as Exhibit C. Borrower shall diligently prosecute construction of the Improvements and shall cause the construction of the Improvements to be completed by the date set forth in the Approved Development Schedule. Section 3.6 Construction Pursuant to Laws and Contract. (a) Laws. Borrower shall cause all work performed in connection with the Improvements to be performed in compliance with (i) all applicable laws, ordinances, rules and regulations of federal, state, county or municipal governments or agencies now in force or that may be enacted hereafter, including (without limitation and where applicable) the prevailing wage provisions of the federal Davis-Bacon Act and the California Labor Code and implementing rules and regulations (as further set forth in Section 3.6(e) below), (ii) the County Building Code and any applicable City building code, and (iii) all directions, rules and regulations of any fire marshal, health officer, building inspector, or other officer of every governmental agency now having or hereafter acquiring jurisdiction. Borrower shall permit the work to proceed only after procurement of each permit, license, or other authorization that may be required by any governmental agency having jurisdiction in connection with work performed by Borrower or any other entity working on the Property, and Borrower is responsible to the County for the procurement and maintenance of each such permit, license, or other authorization. (b) Bid Package. Not later than sixty (60) days prior to Borrower's proposed date for advertising the Bid Package, Borrower shall submit to the County a copy of Borrower's proposed Bid Package for contracts over One Hundred Thousand Dollars ($100,000). The County's Assistant Deputy Director of Housing and Community Improvement, or his or her designee, shall respond to the Bid Package within thirty (30) days after receipt of the Bid Package by the County. If the County rejects the proposed Bid Package, the reasons therefor must be given to Borrower. Borrower will then have fifteen (15) days to revise the proposed Bid Package and resubmit it to the County. The County will then have thirty (30) days to review and approve Borrower's new or corrected Bid Package. The provisions of this Section will continue to apply until a proposed Bid Package has been approved by the County. Borrower may not publish a proposed Bid Package until it has been approved by the County. (c) Construction Contract. (i) Not later than thirty (30) days prior to commencing construction of the Improvements, Borrower shall submit to the County for its approval a draft of any proposed construction contract(s) for the Improvements exceeding One Hundred Thousand Dollars 863\01\2842978.1 11 ($100,000). All construction work and professional services are to be performed by persons or entities licensed or otherwise authorized to perform the applicable construction work or service in the State of California. Each contract that Borrower enters for construction of the Improvements is to provide that at least ten percent (10%) of the costs incurred will be payable only upon completion of the construction, subject to early release of retention for specified subcontractors upon approval by the County. The construction contract will include all NSP and CDBG requirements set forth in Section 5.5 below. The County's approval of the construction contract may not be deemed to constitute approval of or concurrence with any term or condition of the construction contract except as such term or condition may be required by this Agreement. (ii) Upon receipt by the County of the proposed construction contracts exceeding One Hundred Thousand Dollars ($100,000), the County shall promptly review same and approve or disapprove such contracts within thirty (30) days. If the construction contract(s) is/are not approved by the County, the County shall set forth in writing and notify Borrower of the County's reasons for withholding such approval. Borrower shall thereafter submit revised construction contract(s) for County approval, which approval is to be granted or denied in twenty (20) days in accordance with the procedures set forth above. Any construction contract(s) over One Hundred Thousand Dollars ($100,000) executed by Borrower for the Improvements is to be in the form approved by the County. (d) Green Construction. Environmentally sensitive ("green") and energy efficient building is encouraged. (e) State Prevailing Wages. To the extent required by applicable law and not exempt pursuant to the "volunteer" provisions of California Labor Code Section 1720.4(a), Borrower shall pay and shall cause all contractors and subcontractors to pay prevailing wages in the construction of the Improvements as those wages are determined pursuant to California Labor Code Section 1720 et seq., to employ apprentices as required by California Labor Code Section 1777.5 et seq., and the implementing regulations of the Department of Industrial Relations (the "DIR"). Borrower shall and shall cause the contractor and subcontractors to comply with the other applicable provisions of California Labor Code Sections 1720 et seq. and 1777.5 et seq., and implementing regulations of the DIR. Borrower shall and shall cause the contractor and subcontractors to keep and retain such records as are necessary to determine if such prevailing wages have been paid as required pursuant to California Labor Code Section 1720 et seq., and apprentices have been employed are required by California Labor Code Section 1777.5 et seq. Copies of the currently applicable per diem prevailing wages are available from DIR. During the construction of the Improvements, Borrower shall or shall cause the contractor to post at the Property the applicable prevailing rates of per diem wages. Borrower shall indemnify, hold harmless and defend (with counsel reasonably acceptable to the County) the County against any claim for damages, compensation, fines, penalties or other amounts arising out of the failure or alleged failure of any person or entity (including Borrower, its contractor and subcontractors) to pay prevailing wages as determined pursuant to California Labor Code Section 1720 et seq., to employ apprentices pursuant to California Labor Code Section 1777.5 et seq., and implementing regulations of the DIR or to comply with the other applicable provisions of California Labor Code Sections 1720 et seq. and 1777.5 et seq., and the implementing regulations of the DIR in connection with the construction of the Improvements or 863\01\2842978.1 12 any other work undertaken or in connection with the Property. The requirements in this Subsection shall survive the repayment of the Loan, and the reconveyance of the Deed of Trust. (f) Bonds. Not later than thirty (30) days prior to the proposed Commencement of Construction, Borrower shall deliver to the County copies of labor and material bonds and performance bonds for the site work construction of the Improvements in an amount equal to one hundred percent (100%) of the scheduled cost of the site work construction of the Improvements. Such bonds must name the County as a co-obligee. Section 3.7 Units Available to Persons with Disabilities Borrower shall construct the Improvements in compliance with all applicable federal and state disabled persons accessibility requirements, including, but not limited to, the Federal Fair Housing Act; Section 504 of the Rehabilitation Act of 1973 ("Section 504"); Title II and/or Title III of the Americans with Disabilities Act; and Title 24 of the California Code of Regulations (collectively, the "Accessibility Requirements"). In compliance with Section 504, a minimum of one (1) Unit of all Units must be constructed to be accessible to households with a mobility impaired member, and an additional one (1) Unit of all Units must be constructed to be accessible to hearing and/or visually impaired persons, as required by Uniform Federal, Affordability Standards. Non-substantial alterations must comply with 24 C.F.R. 8.23(b), including the requirement that any alterations to common areas and parts of the Improvements affecting accessibility must, to the maximum extent feasible, be made accessible. In compliance with Section 504, Borrower shall provide the County with a certification from the Improvements architect that to the best of the architect's knowledge, the Improvements comply with all federal and state accessibility requirements applicable to the Improvements. Borrower shall indemnify, hold harmless and defend (with counsel reasonably acceptable to the County) the County against any claim for damages, compensation, fines, penalties or other amounts arising out of the failure or alleged failure of any person or entity (including Borrower, its architect, contractor and subcontractors) to construct the Improvements in accordance with the Accessibility Requirements. The requirements in this Section survive repayment of the Loan and the reconveyance of the Deed of Trust. Section 3.8 Marketing Plan. No later than three (3) months prior to the date of commencement of construction work, Borrower shall submit to the County for approval its plan for marketing the Units to Eligible Purchasers as required pursuant to Article 4 of this Agreement, including information on affirmative marketing efforts, compliance with fair housing laws, proposed form of purchase and sale agreement for sale of Units to Eligible Purchasers and information to be provided to Eligible Purchasers on mortgage assistance available from the County. Upon receipt of the marketing plan, the County shall promptly review the marketing plan and shall approve or disapprove it as soon as possible after submission, and if disapproved, provide comments or edits within thirty (30) days to Borrower. Both parties acknowledge the importance of timely response to requests to review required documents. Section 3.9 Equal Opportunity. 863\01\2842978.1 13 During the construction of the Improvements, Borrower shall cause there to be no discrimination on the basis of race, color, creed, religion, age, sex, sexual orientation, marital status, national origin, ancestry, or disability in the hiring, firing, promoting, or demoting of any person engaged in the construction work. Section 3.10 Minority and Women-Owned Contractors. Borrower shall use its best reasonable efforts to afford minority-owned and women- owned business enterprises the maximum practicable opportunity to participate in the construction of the Improvements. Borrower shall, at a minimum, notify applicable minority- owned and women-owned business firms located in Contra Costa County of bid opportunities. A listing of minority-owned and women-owned businesses located in the County and neighboring counties is available from the County. Borrower shall maintain documentation of such notifications and make it available to the County as requested. Section 3.11 Relocation. (a) Borrower represents and warrants to the County that the Property was vacant at the time it was acquired by Borrower. If and to the extent that construction of the Improvements results in the permanent or temporary displacement of residential tenants, homeowners, or businesses, Borrower shall comply with all applicable local, state, and federal statutes and regulations with respect to preparation of a relocation plan, relocation planning, advisory assistance, and payment of monetary benefits, including, without limitation, the requirements of the Uniform Relocation Assistance and Real Property Acquisition Policies Act of 1970 (42 USC 4601 et seq.) and implementing regulations at 49 C.F.R. 24 et seq. and 24 C.F.R. 570.606.; Section 104(d) of the Housing and Community Development Act of 1974 and implementing regulations at 24 C.F.R. Part 42 and 24 C.F.R. 570.601; and California Government Code 7260 et seq., and implementing regulations at 25 California Code of Regulations 6000 et seq. (together, the "Relocation Laws"). (b) Borrower shall prepare and submit a relocation plan to the County for approval if required by the Relocation Laws. (c) Borrower shall be solely responsible for payment of any relocation benefits to any displaced persons and for compliance with the Relocation Laws. (d) Borrower shall indemnify, defend and hold harmless, (with counsel reasonably acceptable to the County), the County and its board members, supervisors, directors, officers, employees, agents, successors and assigns, against any claim for damages, compensation, fines, penalties, relocation payments or other amounts and expenses (including reasonable attorneys' fees) arising out of the failure or alleged failure of any person or entity (including Borrower, or the County) to satisfy relocation obligations related to the Improvements. This obligation to indemnify shall survive termination of this Agreement. Section 3.12 Progress Reports. 863\01\2842978.1 14 Until such time as Borrower has sold all of the Units, Borrower shall provide the County with quarterly progress reports regarding the status of its construction, including compliance with Section 3 and local hiring and Minority Owned Business and Women Owned Business requirements as set forth in Section 3.10. Until the construction of the Improvements are complete, Borrower shall include in the monthly progress reports a certification that the actual construction costs to date conform to the Approved Budget, as it may be amended pursuant to Section 3.4. Section 3.13 Construction Responsibilities. Borrower is solely responsible for all aspects of Borrower's conduct in connection with the Improvements, including (but not limited to) the quality and suitability of the plans and specifications, the supervision of construction work, and the qualifications, financial condition, and performance of all architects, engineers, contractors, subcontractors, suppliers, consultants, and property managers. Any review or inspection undertaken by the County with reference to the Improvements is solely for the purpose of determining whether Borrower is properly discharging its obligations to the County, and should not be relied upon by Borrower or by any third parties as a warranty or representation by the County as to the quality of the design or construction of the Improvements. Section 3.14 Mechanics Liens, Stop Notices, and Notices of Completion. (a) If any claim or lien is filed against the Property or a stop notice affecting the Loan is served on the County or any other lender or other third party in connection with the Property, then Borrower shall, within twenty (20) days after such filing or service, either pay and fully discharge the lien or stop notice, effect the release of such lien or stop notice by delivering to the County a surety bond in sufficient form and amount, or provide the County with other assurance satisfactory to the County that the claim or lien or stop notice will be paid or discharged. (b) If Borrower fails to discharge any lien, encumbrance, charge, or claim in the manner required in this Section, then in addition to any other right or remedy, the County may (but is under no obligation to) discharge such lien, encumbrance, charge, or claim at Borrower's expense. Alternately, the County may require Borrower to immediately deposit with the County the amount necessary to satisfy such lien or claim and any costs, pending resolution thereof. The County may use such deposit to satisfy any claim or lien that is adversely determined against Borrower. (c) Borrower shall file a valid notice of cessation or notice of completion upon cessation of construction of the Units for a continuous period of thirty (30) days or more and take all other reasonable steps to forestall the assertion of claims of lien against the Property. The County may, but is not obligated to, record any notices of completion or cessation of labor, or any other notice that the County deems necessary or desirable to protect its interest in the Property. Section 3.15 Inspections. 863\01\2842978.1 15 Upon prior reasonable notice, Borrower shall permit and facilitate, and shall cause its contractors to permit and facilitate, observation and inspection of the Property by the County and by public authorities during reasonable business hours for the purposes of determining compliance with this Agreement. Section 3.16 Administration Fee. Borrower is entitled to an Administration Fee as follows: Forty-Six Thousand Two Hundred Fourteen Dollars ($46,214) upon the completion of the sale of each Unit to an Eligible Purchaser. Section 3.17 NEPA Mitigation Requirements. Borrower shall comply with the NEPA mitigation requirements set forth in the attached Exhibit G in the rehabilitation of the Improvements. ARTICLE 4 SALE OF UNITS Section 4.1 Sale of Units to Eligible Purchasers. Borrower shall sell two (2) Units (one two-bedroom Unit, and one three-bedroom Unit) to Eligible Purchasers that qualify as Very Low Income Households and one (1) four-bedroom Unit to an Eligible Purchaser that qualifies as a Low-Income Household. Borrower shall cause such sales to occur promptly following completion of the Improvements and Borrower's satisfaction of the conditions precedent set forth in Section 4.2 below. Before any sale can occur, Borrower shall obtain written County approval of the Eligible Purchaser and the sale price and shall provide the Director with evidence satisfactory to the Director that the following conditions have been met: (a) The proposed purchaser is an Eligible Purchaser. (b) The sale price meets applicable NSP and CDBG requirements and is affordable to the Eligible Purchaser, as determined by Borrower, and approved by the County. (c) The sale price is equal to or less than the total cost of constructing the Unit, including acquisition of the Property, construction and soft costs, as documented by Borrower to the County. (d) The sale price does not exceed the fair market value of the Unit, as determined by an independent appraiser. (e) The Eligible Purchaser's first priority home loan is a fixed rate, fully amortizing loan from an institutional lender at a market rate of interest. 863\01\2842978.1 16 (f) If the sale is of the last Unit to be sold, then (i) the sale is to an Eligible Purchaser that qualifies as a Very Low-Income Household, or (ii) a sale of a Unit to an Eligible Purchaser that qualifies as a Very Low-Income Household has already occurred. Section 4.2 Conditions Precedent to Close of Escrow with Eligible Purchasers. Borrower shall not close escrow on the sale of a Unit to an Eligible Purchaser unless the following conditions are satisfied to the reasonable satisfaction of the County: (a) Borrower has obtained certifications of household income, and household size from the Eligible Purchaser in the form attached to this Agreement as Exhibit E (the "Income Certification"), with any necessary updates to household income resulting from changes to Area Median Income after the date of this Agreement, to ensure that the proposed homebuyer is an Eligible Purchaser. Borrower shall verify that the income provided by an Eligible Purchaser in an Income Certification is accurate by taking two or more of the following steps as a part of the verification process: (i) obtain a pay stub for the most recent pay period; (ii) obtain an income tax return for the three most recent tax years; (iii) conduct a credit agency or similar search; (iv) obtain an income verification form from the Eligible Purchaser's current employer; (v) obtain an income verification form from the Social Security Administration and/or the California Department of Social Services if the Eligible Purchaser receives assistance from either of such agencies; or (vi) if the Eligible Purchaser is unemployed and has no such tax return, obtain another form of independent verification. Borrower shall receive confirmation from the County that the Eligible Purchaser is income qualified prior to execution of the Habitat Partnership Agreement pursuant to which the Eligible Purchaser agrees to provide labor to assist in constructing the Unit. The County acknowledges that the sale of the Unit to a particular Eligible Purchaser may occur within twelve (12) months of such Eligible Purchasers income certification but Borrower shall not be required to recertify the income of the Eligible Purchaser prior to transferring the Unit, which will be the date a purchase and sale agreement is executed between the Eligible Purchase and Borrower. (b) The County has received and approved documentation from Borrower that the proposed sales price for the sale of the Unit to the Eligible Purchaser meets the requirements of this Agreement and the NSP1. (c) The County has received a cost certification for the Unit from Borrower showing all uses and sources related to its construction and sale (including any ancillary costs). (d) The County has received from Borrower copies of the final certificate of occupancy for the Unit, or other equivalent document indicating construction is complete, and a completed contract activity form in the form attached to this Agreement as Exhibit F. (e) The County has received from Borrower copies of certification that the Eligible Purchaser will occupy the Unit as his or her principal place of residence and that in no event will he or she lease the Unit to another (the "Owner Occupancy Certification"). 863\01\2842978.1 17 (f) The County has received from Borrower evidence of marketing for the Unit, such as copies of flyers, list of media ads, list of agencies and organizations receiving information on availability of the Property, as applicable. Section 4.3 Continuing Affordability Requirements. At the time a Unit is conveyed to an Eligible Purchaser, the County and Borrower shall ensure compliance with NSP1 continuing affordability requirements, consistent with 24 CFR 92.254(a)(5). The continuing affordability requirement is twenty (20) years from the date of occupancy. ARTICLE 5 LOAN REQUIREMENTS Section 5.1 Financial Accountings and Post-Completion Audits. Borrower shall provide to County a financial accounting of all sources and uses of funds for the construction of the Improvements prior to the sale of a Unit to an Eligible Purchaser, and, in any event, no later than sixty (60) days after construction of the Improvements is complete. Section 5.2 Information. Borrower shall provide any information reasonably requested by the County in connection with the construction of the Improvements, including (but not limited to) any information related to Borrower's use of the Loan funds Section 5.3 Records. (a) Borrower shall keep and maintain full, complete and appropriate books, records and accounts relating to the Property, including all books, records and accounts necessary or prudent to evidence and substantiate in full detail Borrower's compliance with the terms and provisions of this Agreement. Borrower shall keep and maintain such books, records and accounts in accordance with (i) generally accepted accounting principles consistently applied, and (ii) the requirements of this Agreement. All such books, records, and accounts are to be open to and available for inspection and copying by HUD, the County, its auditors or other authorized representatives at reasonable intervals during normal business hours. Borrower shall preserve such records for a period of not less than five (5) years from the date of sale of the last Unit by Borrower, in compliance with all HUD records and accounting requirements including but not limited to those set forth in 24 C.F.R. Section 570.506 and Section 570.502(b). If any litigation, claim, negotiation, audit exception, monitoring, inspection or other action relating to the use of the Loan is pending at the end of the record retention period stated herein, then Borrower shall retain such records until such action and all related issues are resolved. Such records shall include all invoices, receipts, and other documents related to expenditures from the Loan funds Borrower shall cause records to be accurate and current and in such a form as to allow the County to comply with the record keeping requirements contained in 24 C.F.R. 570.506 and the NSP Regulations. Such records are to include, but are not limited to: 863\01\2842978.1 18 (i) Records providing a full description of the activities undertaken with the use of the Loan funds. (ii) Records demonstrating the eligibility of activities under the NSP Regulations and that the use of the NSP Funds meets one of the national objectives of the NSP program set forth in the NSP Regulations. (iii) Records demonstrating compliance with HUD property standards and lead-based paint requirements. (iv) Records documenting the acquisition, improvement, use or disposition of real property acquired or improved with NSP assistance. (v) Records documenting compliance with the fair housing, equal opportunity and affirmative marketing requirements of the NSP program. (vi) Records documenting compliance with the changes in use restrictions specified in 24 C.F.R Part 570.505 (for any properties that are retained). (vii) Records as required by 24 C.F.R Part 570.502, 24 C.F.R 84.21-28 and OMB Circular A-110 (24 C.F.R Part 84). (viii) Records demonstrating compliance with local hiring and MBE/WBE requirements. (ix) Records demonstrating compliance with Section 3 requirements. (x) Records demonstrating compliance with applicable acquisition and relocation requirements, which must be retained for at least five (5) years after the date by which persons displaced from the property have received final payments. (xi) Records demonstrating compliance with labor requirements, including certified payrolls from Borrower's general contractor evidencing that applicable prevailing wages have been paid. (xii) Other records necessary to document compliance with Subpart K of 24 C.F.R 570 and the NSP Regulations. (b) Borrower shall retain all financial records, supporting documents, statistical records, and all other records pertinent to services performed and expenditures incurred under this Agreement for a period of five (5) years after the termination of all activities funded under this Agreement, or after the resolution of all litigation, claims, Federal audits, negotiation or other actions that involve any of the records cited, whichever occurs later. Borrower shall retain records for non-expendable property acquired with funds under this Agreement for five (5) years after final disposition of such property. Records for any displaced person must be kept for five (5) years after he/she receives final payment. 863\01\2842978.1 19 (c) The County shall notify Borrower of any records it deems insufficient. Within fifteen (15) calendar days after the receipt of such a notice Borrower shall correct any deficiency in the records specified by the County in such notice, or if a period longer than fifteen (15) days is reasonably necessary to correct the deficiency, then Borrower shall begin to correct the deficiency within fifteen (15) days and correct the deficiency as soon as reasonably possible. Section 5.4 Access to and Audit of Records. The County has the right to examine, monitor and audit all records, documents, conditions, and activities of Borrower and its contractors and subcontractors related to performance of Borrower's obligations under this Agreement. Pursuant to California Government Code section 8546.7, at the request of County or as part of any audit of the County, the parties to this Agreement are subject to the examination and audit of the State Auditor pertaining to matters connected with the performance of this Agreement for a period of four (4) years after termination of this Agreement. Section 5.5 NSP and CDBG Requirements. (a) Borrower shall comply with all applicable laws and regulations governing the use of the Loan funds as set forth in the NSP Regulations and the CDBG Regulations. In the event of any conflict between this Agreement and applicable laws and regulations governing the use of the Loan funds, the applicable laws and regulations govern. (b) The laws and regulations governing the use of the Loan include (but are not limited to) the following: (i) Environmental and Historic Preservation. 24 C.F.R. Part 58, which prescribes procedures for compliance with the National Environmental Policy Act of 1969 (42 U.S.C. 4321-4361), and the additional laws and authorities listed at 24 C.F.R. 58.5. (ii) Applicability of OMB Circulars. The applicable policies, guidelines, and requirements of OMB Circulars Nos. A-87, A-102, Revised, A-110, A-122, and A-133. (iii) Debarred, Suspended or Ineligible Contractors. The prohibition on the use of debarred, suspended, or ineligible contractors set forth in 24 C.F.R. Part 24. (iv) Civil Rights, Housing and Community Development, and Age Discrimination Acts. The Fair Housing Act (42 U.S.C. 3601 et seq.) and implementing regulations at 24 C.F.R. Part 100; Title VI of the Civil Rights Act of 1964 as amended; Title VIII of the Civil Rights Act of 1968 as amended; Section 104(b) and Section 109 of Title I of the Housing and Community Development Act of 1974 as amended; Section 504 of the Rehabilitation Act of 1973 (29 USC 794, et seq.); the Age Discrimination Act of 1975 (42 USC 6101, et seq.); Executive Order 11063 as amended by Executive Order 12259 and implementing regulations at 24 C.F.R. Part 107; Executive Order 11246 as amended by Executive Orders 863\01\2842978.1 20 11375, 12086, 11478, 12107; Executive Order 11625 as amended by Executive Order 12007; Executive Order 12432; Executive Order 12138 as amended by Executive Order 12608. (v) Equal Opportunity. The non-discrimination in employment and contracting opportunities laws, regulations and executive orders referenced in 24 C.F.R. 570.607, as revised by Executive Order 13279, and the applicable non-discrimination provisions in Section 109 of the Housing and Community Development Act of 1974. Borrower may not discriminate against any employee or applicant for employment because of race, color, creed, religion, ancestry, national origin, sex, disability, age, marital status, or status with regard to public assistance. Borrower shall take affirmative action to ensure that all employment practices are free from such discrimination. Such employment practices include, but are not limited to, the following: hiring, upgrading, demotion, transfer, recruitment or recruitment advertising, layoff, termination, rates of pay or other forms of compensation, and selection for training, including apprenticeship. Borrower shall post in conspicuous places, available to employees and applicants for employment, notices setting forth the provisions of this nondiscrimination clause. (vi) Land Covenants. The requirements of Title VI of the Civil Rights Act of 1964 (P.L. 88-352) and 24 C.F.R. 570.601. In regard to the sale, lease, or other Transfer of land acquired, cleared or improved with assistance provided under this Agreement, Borrower shall cause or require a covenant running with the land to be inserted in the deed or lease for such transfer, prohibiting discrimination as herein defined, in the sale, lease or rental, or in the use or occupancy of such land, or in any improvements erected or to be erected thereon, providing that County and the United States are beneficiaries of and entitled to enforce such covenants. Borrower, in undertaking its obligation to carry out the program assisted hereunder, agrees to take such measures as are necessary to enforce such covenant and will not itself so discriminate. (vii) Lead-Based Paint. If applicable, the requirement of the Lead- Based Paint Poisoning Prevention Act, as amended (42 U.S.C. 4821 et seq.), the Residential Lead-Based Paint Hazard Reduction Act (42 U.S.C. 4851 et seq.), and implementing regulations at 24 C.F.R. Part 35. (viii) Relocation. The requirements of the Uniform Relocation Assistance and Real Property Acquisition Policies Act of 1970 (42 U.S.C. 4601, et seq.), and implementing regulations at 49 C.F.R. Part 24; 24 C.F.R. 92.353; Section 104(d) of the Housing and Community Development Act of 1974 and implementing regulations at 24 C.F.R. 42 et seq.; and California Government Code Section 7260 et seq. and implementing regulations at 25 California Code of Regulations Sections 6000 et seq. (ix) Clean Air and Water Acts. The Clean Air Act, as amended, 42 U.S.C. 7401 et seq., the Federal Water Pollution Control Act, as amended, 33 U.S.C. 1251 et seq., and the regulations of the Environmental Protection County with respect thereto, at 40 C.F.R. Part 1500, as amended from time to time. (x) Uniform Administrative Requirements – CDBG and NSP. If applicable, the requirements of applicable sections of 24 C.F.R. Part 85, as amended from time to 863\01\2842978.1 21 time, "Uniform Administrative Requirements for Grants and Cooperative Agreements to State and Local Governments" and 24 C.F.R. 570.502 regarding cost and auditing requirements. (xi) Training Opportunities. The requirements of Section 3 of the Housing and Urban Development Act of 1968, as amended, 12 U.S.C. 1701u ("Section 3"), requiring that to the greatest extent feasible opportunities for training and employment be given to lower income residents of the project area and agreements for work in connection with the project be awarded to business concerns that are located in, or owned in substantial part by persons residing in, the areas of the project. Borrower agrees to include the following language in all subcontracts executed under this Agreement: (1)The work to be performed under this contract is subject to the requirements of Section 3. The purpose of Section 3 is to ensure that employment and other economic opportunities generated by HUD assistance or HUD-assisted projects covered by Section 3, shall, to the greatest extent feasible, be directed to low- and very low-income persons, particularly persons who are recipients of HUD assistance for housing. (2)The parties to this contract agree to comply with HUD's regulations in 24 C.F.R. Part 135, which implement Section 3. As evidenced by their execution of this contract, the parties to this contract certify that they are under no contractual or other impediment that would prevent them from complying with the Part 135 regulations. (3)The contractor agrees to send to each labor organization or representative of workers with which the contractor has a collective bargaining agreement or other understanding, if any, a notice advising the labor organization or workers' representative of the contractor's commitments under this Section 3 clause; and will post copies of the notice in conspicuous places at the work site where both employees and applicants for training and employment positions can see the notice. The notice shall describe the Section 3 preference; will set forth minimum number and job titles subject to hire; availability of apprenticeship and training positions; the qualifications for each; the name and location of the person(s) taking applications for each of the positions; and the anticipated date the work shall begin. (4)The contractor agrees to include this Section 3 clause in every subcontract subject to compliance with regulations in 24 C.F.R. Part 135, and agrees to take appropriate action, as provided in an applicable provision of the subcontract or in this Section 3 clause, upon a finding that the subcontractor is in violation of the regulations in 24 C.F.R. Part 135. The contractor will not subcontract with any subcontractor where the contractor has notice or knowledge that the subcontractor has been found in violation of the regulations in 24 C.F.R. Part 135. (5)The contractor will certify that any vacant employment positions, including training positions, that are filled (1) after the contractor is selected but before the contract is executed, and (2) with persons other than those to whom the regulations of 24 C.F.R. Part 135 require employment opportunities to be directed, were not filled to circumvent the contractor's obligations under 24 C.F.R. Part 135. 863\01\2842978.1 22 (6)Noncompliance with HUD's regulations in 24 C.F.R. Part 135 may result in sanctions, termination of this contract for default, and debarment or suspension from future HUD assisted contracts. (7)With respect to work performed in connection with Section 3 covered Indian housing assistance, Section 7(b) of the Indian Self-Determination and Education Assistance Act (25 U.S.C. 450e) ("Section 7(b)") also applies to the work to be performed under this contract. Section 7(b) requires that to the greatest extent feasible (i) preference and opportunities for training and employment shall be given to Indians, and (ii) preference in the award of contracts and subcontracts shall be given to Indian organizations and Indian-owned Economic Enterprises. Parties to this contract that are subject to the provisions of Section 3 and Section 7(b) agree to comply with Section 3 to the maximum extent feasible, but not in derogation of compliance with Section 7(b). (xii) Labor Standards. The labor requirements set forth in 24 CFR Section 92.354; the prevailing wage requirements of the Davis Bacon Act and implementing rules and regulations (40 U.S.C. 3141 – 3148); the Copeland "Anti-Kickback" Act (40 U.S.C. 276(c)), which requires that workers be paid at least once a week without any deductions or rebates except permissible deductions; the Contract Work Hours and Safety Standards Act – CWHSSA (40 U.S.C. 3701-3708) which requires that workers receive "overtime" compensation at a rate of 1-1/2 times their regular hourly wage after they have worked forty (40) hours in one (1) week; and Title 29, Code of Federal Regulations, Subtitle A, Parts 1, 3 and 5 are the regulations and procedures issued by the Secretary of Labor for the administration and enforcement of the Davis-Bacon Act, as amended. (xiii) Drug Free Workplace. The requirements of the Drug Free Workplace Act of 1988 (P.L. 100-690) and implementing regulations at 24 C.F.R. Part 24. (xiv) Historic Preservation. The historic preservation requirements set forth in the National Historic Preservation Act of 1966, as amended (16 U.S.C. Section 470) and the procedures set forth in 36 C.F.R. Part 800. (xv) Flood Disaster Protection. The requirements of the Flood Disaster Protection Act of 1973 (P.L. 93-234). No portion of the assistance provided under this Agreement is approved for acquisition or construction purposes as defined under Section 3(a) of said Act, for use in an area identified by HUD as having special flood hazards which is located in a community not then in compliance with the requirements for participation in the national flood insurance program pursuant to Section 201(d) of said Act. The use of any assistance provided under this Agreement for such acquisition or construction in such identified areas in communities then participating in the national flood insurance program is subject to the mandatory purchase of flood insurance requirements of Section 102(a) of said Act. Any contract or agreement for the sale, lease, or other transfer of land acquired, cleared or improved with assistance provided under this Agreement is to contain certain provisions. These provisions will apply if such land is located in an area identified by HUD as having special flood hazards and in which the sale of flood insurance has been made available under the National Flood Insurance Act of 1968, as amended, 42 U.S.C. 4001 et seq. These provisions obligate the transferee and its successors or assigns to obtain and maintain, during the ownership of such land, such flood 863\01\2842978.1 23 insurance as required with respect to financial assistance for acquisition or construction purposes under -Section 102(s) of the Flood Disaster Protection Act of 1973. (xvi) Procurement. The` requirements of 24 C.F.R. 84.40-48 and the procurement standards set forth in OMB Circular A-110, and the property standards, covering utilization and disposal of property, set forth in OMB Circular A-110. (xvii) Hatch Act. The requirements of the Hatch Act, 5 U.S.C. 15, which provides that funds provided through this Agreement, and personnel employed using funds provided through this Agreement, may not be used to conduct political activities. (xviii) Section 2304 Requirements. Section 2304 of the Act, which states that no NSP funds may be distributed to (a) an organization that has been indicted for a violation under federal law relating to an election for federal office or (b) an organization that employs Applicable Individuals. An "Applicable Individual" means an individual who has been indicted for a violation under federal law relating to an election for federal office and is (a) employed by the organization in a permanent or temporary capacity or is contracted or retained by the organization or (b) acting on behalf of, or with the express or apparent authority of the organization. (xix) Religious Organization. The prohibitions against the use of Loan funds for religious activities, to promote religious interests, or for the benefit of a religious organization federal pursuant to 24 C.F.R 570.200(j). (xx) HUD Regulations. Any other applicable HUD regulations in their current form or as may be amended, added, or waived in the future that are applicable to Borrower or the Loan. Section 5.6 Hazardous Materials. (a) Borrower shall keep and maintain the Property in compliance with, and shall not cause or permit the Property to be in violation of any federal, state or local laws, ordinances or regulations relating to industrial hygiene or to the environmental conditions on, under or about the Property including, but not limited to, soil and ground water conditions. Borrower shall not use, generate, manufacture, store or dispose of on, under, or about the Property or transport to or from the Property any flammable explosives, radioactive materials, hazardous wastes, toxic substances or related materials, including without limitation, any substances defined as or included in the definition of "hazardous substances," hazardous wastes," "hazardous materials," or "toxic substances" under any applicable federal or state laws or regulations (collectively referred to hereinafter as "Hazardous Materials") except such of the foregoing as may be customarily used in construction of single family homes like the Property or kept and used in and about residential property of this type. (b) Borrower shall immediately advise the County in writing if at any time it receives written notice of (i) any and all enforcement, cleanup, removal or other governmental or regulatory actions instituted, completed or threatened against Borrower or the Property pursuant to any applicable federal, state or local laws, ordinances, or regulations relating to any Hazardous Materials, ("Hazardous Materials Law"); (ii) all claims made or threatened by any third party 863\01\2842978.1 24 against Borrower or the Property relating to damage, contribution, cost recovery compensation, loss or injury resulting from any Hazardous Materials (the matters set forth in clauses (i) and (ii) above are hereinafter referred to as "Hazardous Materials Claims"); and (iii) Borrower's discovery of any occurrence or condition on any real property adjoining or in the vicinity of the Property that could cause the Property or any part thereof to be subject to any restrictions on the ownership, occupancy, transferability or use of the Property under any Hazardous Materials Law. (c) The County has the right to join and participate in, as a party if it so elects, any legal proceedings or actions initiated in connection with any Hazardous Materials Claims and to have its reasonable attorneys' fees in connection therewith paid by Borrower. Borrower shall indemnify and hold harmless the County and its board members, supervisors, directors, officers, employees, agents, successors and assigns from and against any loss, damage, cost, expense or liability directly or indirectly arising out of or attributable to the use, generation, storage, release, threatened release, discharge, disposal, or presence of Hazardous Materials on, under, or about the Property including without limitation: (a) all foreseeable consequential damages; (b) the costs of any required or necessary repair, cleanup or detoxification of the Property and the preparation and implementation of any closure, remedial or other required plans; and (c) all reasonable costs and expenses incurred by the County in connection with clauses (a) and (b), including but not limited to reasonable attorneys' fees. This obligation to indemnify shall survive termination of this Agreement. (d) Without the County's prior written consent, which the County may not unreasonably withhold, Borrower may not take any remedial action in response to the presence of any Hazardous Materials on, under or about the Property, nor enter into any settlement agreement, consent decree, or other compromise in respect to any Hazardous Material Claims, which remedial action, settlement, consent decree or compromise might, in the County's reasonable judgment, impair the value of the County's security hereunder; provided, however, that the County's prior consent is not necessary in the event that the presence of Hazardous Materials on, under, or about the Property either poses an immediate threat to the health, safety or welfare of any individual or is of such a nature that an immediate remedial response is necessary and it is not reasonably possible to obtain the County's consent before taking such action, provided that in such event Borrower shall notify the County as soon as practicable of any action so taken. The County agrees not to withhold its consent, where such consent is required hereunder, if either (i) a particular remedial action is ordered by a court of competent jurisdiction, (ii) Borrower will or may be subjected to civil or criminal sanctions or penalties if it fails to take a required action; (iii) Borrower establishes to the reasonable satisfaction of the County that there is no reasonable alternative to such remedial action that would result in less impairment of the County's security hereunder; or (iv) the action has been agreed to by the County. (e) Borrower hereby acknowledges and agrees that (i) this Section is intended as the County's written request for information (and Borrower's response) concerning the environmental condition of the Property as required by California Code of Civil Procedure Section 726.5, and (ii) each representation and warranty in this Agreement (together with any 863\01\2842978.1 25 indemnity obligation applicable to a breach of any such representation and warranty) with respect to the environmental condition of the Property is intended by the Parties to be an "environmental provision" for purposes of California Code of Civil Procedure Section 736. (f) In the event that any portion of the Property is determined to be "environmentally impaired" (as that term is defined in California Code of Civil Procedure Section 726.5(e)(3)) or to be an "affected parcel" (as that term is defined in California Code of Civil Procedure Section 726.5(e)(1), then, without otherwise limiting or in any way affecting the County's or the trustee's rights and remedies under the Deed of Trust, the County may elect to exercise its rights under California Code of Civil Procedure Section 726.5(a) to (1) waive its lien on such environmentally impaired or affected portion of the Property and (2) exercise (a) the rights and remedies of an unsecured creditor, including reduction of its claim against Borrower to judgment, and (b) judgment, and (c) any other rights and remedies permitted by law. For purposes of determining the County's right to proceed as an unsecured creditor under California Code of Civil Procedure Section 726.5(a), Borrower will be deemed to have willfully permitted or acquiesced in a release or threatened release of Hazardous Materials, within the meaning of California Code of Civil Procedure Section 726.5(d)(1), if the release or threatened release of Hazardous Materials was knowingly or negligently caused or contributed to by any lessee, occupant, or user of any portion of the Property and Borrower knew or should have known of the activity by such lessee, occupant, or user which caused or contributed to the release or threatened release. All costs and expenses, including (but not limited to) attorneys' fees, incurred by the County in connection with any action commenced under this paragraph, including any action required by California Code of Civil Procedure Section 726.5(b) to determine the degree to which the Property is environmentally impaired, plus interest thereon at the lesser of ten percent (10%) or the maximum rate permitted by law, until paid, will be added to the indebtedness secured by the Deed of Trust and is due and payable to the County upon its demand made at any time following the conclusion of such action. Section 5.7 Maintenance and Damage. (a) During the course of both the construction and the marketing and sale of the Units, Borrower shall maintain the Property in good repair and in a neat, clean and orderly condition. If there arises a condition in contravention of this requirement, and if Borrower does not cure such condition within thirty (30) days after receiving a County notice of such a condition, then in addition to any other rights available to the County, the County has the right to perform all acts necessary to cure such condition, and to establish or enforce a lien or other encumbrance against the Property. (b) Prior to the sale of the Units to Eligible Purchasers, subject to the requirements of any Senior Lender, and if economically feasible in the County's reasonable judgment, if any improvement now or in the future on the Property is damaged or destroyed, then Borrower shall, at its cost and expense, diligently undertake to repair or restore such improvement consistent with the Approved Scope of Work, with such changes as have been approved by the County. Borrower shall commence such work or repair no later than the later of one hundred twenty (120) days after the damage or loss occurs and thirty (30) days following receipt of the insurance proceeds, and Borrower shall cause the work to be completed within one 863\01\2842978.1 26 (1) year thereafter. Any insurance proceeds collected for such damage or destruction are to be applied to the cost of such repairs or restoration and, if such insurance proceeds are insufficient for such purpose, then Borrower shall make up the deficiency. Section 5.8 Recovery of Capital Costs. Borrower shall not attempt to recover any capital costs of public improvements assisted with NSP1 Funds by assessing any amount against properties owned and occupied by persons of low- and moderate-income, including any fee charged or assessment made as a condition of obtaining access to such public improvements. However, if NSP1 Funds are used to pay the proportion of a fee or assessment attributable to the capital costs of public improvements (assisted in part with NSP1 Funds) financed from other revenue sources, an assessment or charge may be made against the Property with respect to the public improvement financed by a source other than Community Development Block Grant or NSP1 Funds. Section 5.9 Fees and Taxes. Borrower is solely responsible for payment of all fees, assessments, taxes, charges, and levies imposed by any public authority or utility company with respect to the Property while it is owned by Borrower and shall pay such charges prior to delinquency. However, Borrower is not required to pay and discharge any such charge so long as (a) the legality thereof is being contested diligently and in good faith and by appropriate proceedings, and (b) if requested by the County, Borrower deposits with the County any funds or other forms of assurance that the County in good faith from time to time determines appropriate to protect the County from the consequences of the contest being unsuccessful. Section 5.10 Notice of Litigation. Borrower shall promptly notify the County in writing of any litigation materially affecting Borrower or the Property and of any claims or disputes that involve a material risk of such litigation. Section 5.11 Nondiscrimination. Borrower covenants by and for itself and its successors and assigns that there will be no discrimination against or segregation of a person or of a group of persons on account of race, color, religion, creed, age, disability, sex, sexual orientation, marital status, ancestry or national origin in the sale, lease, sublease, transfer, use, occupancy, tenure or enjoyment of the Property, nor shall Borrower or any person claiming under or through Borrower establish or permit any such practice or practices of discrimination or segregation with reference to the selection, location, number, use or occupancy of tenants, lessees, subtenants, sublessees or vendees in the Property. The foregoing covenant runs with the land. Section 5.12 Transfer. (a) For purposes of this Agreement, "Transfer" means any sale, assignment, or transfer, whether voluntary or involuntary, of (i) any rights and/or duties under this 863\01\2842978.1 27 Agreement, and/or (ii) any interest in the Property or any Unit, including (but not limited to) a fee simple interest, a joint tenancy interest, a life estate, a partnership interest, a leasehold interest, a security interest, or an interest evidenced by a land contract by which possession of the Property or Unit is transferred and Borrower retains title. (b) Except as otherwise permitted in this Section 5.12, no Transfer is permitted without the prior written consent of the County, which the County may withhold in its sole discretion. The Loan automatically accelerates and is due in full upon any unauthorized Transfer. (c) The County hereby consents to the sale of the Units to Eligible Purchasers in compliance with Article 4 of this Agreement. (d) The County hereby approves a Transfer of the Property from Borrower to a wholly owned affiliate of Borrower, and an assumption of the Loan by such transferee provided that (i) the County is provided the organizational documents of the transferee, and (ii) the transferee expressly assumes the obligations of the Borrower under the Loan Documents, utilizing a form of assignment and assumption agreement provided by the County. Section 5.13 Insurance Requirements. (a) Borrower shall maintain the following insurance coverage throughout the Term of the Loan: (i) Workers' Compensation insurance to the extent required by law, including Employer's Liability coverage, with limits not less than One Million Dollars ($1,000,000) each accident. (ii) Commercial General Liability insurance with limits not less than Two Million Dollars ($2,000,000) each occurrence combined single limit for Bodily Injury and Property Damage, including coverages for Contractual Liability, Personal Injury, Broadform Property Damage, Products and Completed Operations. (iii) Automobile Liability insurance with limits not less than One Million Dollars ($1,000,000) each occurrence combined single limit for Bodily Injury and Property Damage, including coverages for owned, non-owned and hired vehicles, as applicable; provided, however, that if Borrower does not own or lease vehicles for purposes of this Agreement, then no automobile insurance shall be required. (iv) Builders' Risk insurance during the course of construction, in form appropriate for the nature of such property, covering all risks of loss, excluding earthquake, for one hundred percent (100%) of the replacement value, with deductible, if any, acceptable to the County, naming the County as a Loss Payee, as its interests may appear. Flood insurance shall be obtained if required by applicable federal regulations. (v) Commercial crime insurance covering all officers and employees, for loss of Loan proceeds caused by dishonesty, in an amount approved by the County, naming the County a Loss Payee, as its interests may appear. 863\01\2842978.1 28 (b) Borrower shall cause any general contractor, subcontractor, or agent working on the Improvements under direct contract with Borrower or subcontract to maintain insurance of the types and in at least the minimum amounts described in subsections (i), (ii), and (iii) above, except that the limit of liability for comprehensive general liability insurance for subcontractors shall be One Million Dollars ($1,000,000), and shall require that such insurance shall meet all of the general requirements of subsections (d) and (e). Liability and Comprehensive Automobile Liability insurance to be maintained by such contractors and agents pursuant to this subsection shall name as additional insureds the County, its officers, agents, employees and members of the County Board of Supervisors. (c) The required insurance shall be provided under an occurrence form, and Borrower shall maintain the coverage described in subsections (i) through (v) continuously so long as the Note is outstanding. Should any of the required insurance be provided under a form of coverage that includes an annual aggregate limit or provides that claims investigation or legal defense costs be included in such annual aggregate limit, Borrower shall cause such annual aggregate limit to be three times the occurrence limits specified above. (d) Commercial General Liability, Comprehensive Automobile Liability and Property insurance policies are to be endorsed to name as an additional insured the County and its officers, agents, employees and members of the County Board of Supervisors. (e) All policies and bonds are to contain (i) the agreement of the insurer to give the County at least ten (10) days' notice prior to cancellation or material change for non- payment of premium, and thirty (30) days' notice prior to cancellation for any other change or cancellation in said policies; (ii) an agreement that such policies are primary and non- contributing with any insurance that may be carried by the County; (iii) a provision that no act or omission of Borrower shall affect or limit the obligation of the insurance carrier to pay the amount of any loss sustained; and (iv) a waiver by the insurer of all rights of subrogation against the County and its authorized parties in connection with any loss or damage thereby insured against. Section 5.14 Anti-Lobbying Certification. Borrower certifies, to the best of Borrower's knowledge or belief, that: (a) No Federal appropriated funds have been paid or will be paid, by or on behalf of it, to any person for influencing or attempting to influence an officer or employee of any agency, a Member of Congress, an officer or employee of Congress, or an employee of a Member of Congress in connection with the awarding of any Federal contract, the making of any Federal grant, the making of any Federal loan, the entering into of any cooperative agreement, and the extension, continuation, renewal, amendment, or modification of any Federal contract, grant, loan, or cooperative agreement; (b) If any funds other than Federal appropriated funds have been paid or will be paid to any person for influencing or attempting to influence an officer or employee of any agency, a Member of Congress, an officer or employee of Congress, or an employee of a 863\01\2842978.1 29 Member of Congress in connection with the awarding of any Federal contract, grant, loan, or cooperative agreement, it will complete and submit Standard Form-LLL, Disclosure Form to Report Lobbying, in accordance with its instructions. This certification is a material representation of fact upon which reliance was placed when this Agreement was made or entered into. Submission of this certification is a prerequisite for making or entering into this Agreement imposed by Section 1352, Title 31, U.S. Code. Any person who fails to file the required certification shall be subject to a civil penalty of not less than Ten Thousand Dollars ($10,000) and no more than One Hundred Thousand Dollars ($100,000) for such failure. Section 5.15 Covenants Regarding Other Financing. (a) Borrower shall promptly pay the principal and interest when due on any financing secured by a lien on the Property. (b) Borrower shall promptly notify the County in writing of the existence of any default under any documents evidencing any loans secured by a lien on the Property, whether or not a default has been declared by the lender and provide the County copies of any notice of default. (c) Borrower may not amend, modify, supplement, cancel or terminate any documents related to any loan approved by the County without the prior written consent of the County. (d) Borrower may not incur any indebtedness that is secured by a lien on the Property or encumber the Development with any liens without the prior written consent of the County. Section 5.16 Representations and Warranties. Borrower hereby represents and warrants to the County as follows and acknowledges, understands, and agrees that the representations and warranties set forth in this Section 5.16 are deemed to be continuing during all times when any portion of the Loan remains outstanding: (a) Organization. Borrower is a duly organized California nonprofit public benefit corporation, validly existing and in good standing under the laws of the State of California and has the power and authority to own its property and carry on its business as now being conducted. (b) Authority of Borrower. Borrower has full power and authority to execute and deliver this Agreement and to make and accept the borrowings contemplated hereunder, to execute and deliver the Loan Documents and all other documents or instruments executed and delivered, or to be executed and delivered, pursuant to this Agreement, and to perform and observe the terms and provisions of all of the above. (c) Authority of Persons Executing Documents. This Agreement and the Loan Documents and all other documents or instruments executed and delivered, or to be executed and delivered, pursuant to this Agreement have been executed and delivered by persons 863\01\2842978.1 30 who are duly authorized to execute and deliver the same for and on behalf of Borrower, and all actions required under Borrower's organizational documents and applicable governing law for the authorization, execution, delivery and performance of this Agreement and the Loan Documents and all other documents or instruments executed and delivered, or to be executed and delivered, pursuant to this Agreement, have been duly taken. (d) Valid Binding Agreements. The Loan Documents and all other documents or instruments executed and delivered pursuant to or in connection with this Agreement constitute or, if not yet executed or delivered, will when so executed and delivered constitute, legal, valid and binding obligations of Borrower enforceable against it in accordance with their respective terms. (e) No Breach of Law or Agreement. Neither the execution nor delivery of the Loan Documents or of any other documents or instruments executed and delivered, or to be executed or delivered, pursuant to this Agreement, nor the performance of any provision, condition, covenant or other term hereof or thereof, will (i) conflict with or result in a breach of any statute, rule or regulation, or any judgment, decree or order of any court, board, commission or agency whatsoever that is binding on Borrower, or conflict with any provision of the organizational documents of Borrower, or conflict with any agreement to which Borrower is a party, or (ii) result in the creation or imposition of any lien upon any assets or property of Borrower, other than liens established pursuant hereto. (f) Compliance with Laws; Consents and Approvals. Borrower shall cause the construction of the Development to be in compliance with all applicable laws, ordinances, rules and regulations of federal, state and local governments and agencies and with all applicable directions, rules and regulations of the fire marshal, health officer, building inspector and other officers of any such government or agency. (g) Pending Proceedings. Borrower is not in default under any law or regulation or under any order of any court, board, commission or agency whatsoever, and there are no claims, actions, suits or proceedings pending or, to the knowledge of Borrower, threatened against or affecting Borrower or the Development, at law or in equity, before or by any court, board, commission or agency whatsoever which might, if determined adversely to Borrower, materially affect Borrower's ability to repay the Loan or impair the security given to the County pursuant hereto. (h) Title to Land. At the time of recordation of the Deed of Trust, Borrower will have good and marketable fee title to the Development and there will exist thereon or with respect thereto no mortgage, lien, pledge or other encumbrance of any character whatsoever other than liens for current real property taxes and liens in favor of the County or approved in writing by the County. (i) Financial Statements. The financial statements of Borrower and other financial data and information furnished by Borrower to the County fairly and accurately present the information contained therein. As of the date of this Agreement, there has not been any material adverse change in the financial condition of Borrower from that shown by such financial statements and other data and information. 863\01\2842978.1 31 (j) Taxes. Borrower and its subsidiaries have filed all federal and other material tax returns and reports required to be filed, and have paid all federal and other material taxes, assessments, fees and other governmental charges levied or imposed upon them or their income or the Property otherwise due and payable, except those that are being contested in good faith by appropriate proceedings and for which adequate reserves have been provided in accordance with generally accepted accounting principles. There is no proposed tax assessment against Borrower or any of its subsidiaries that could, if made, be reasonably expected to have a material adverse effect on the property, liabilities (actual or contingent), operations, condition (financial or otherwise) or prospects of Borrower and its subsidiaries, taken as a whole, or which could result in (i) a material impairment of the ability of Borrower to perform under any loan document to which it is a party, or (ii) a material adverse effect upon the legality, validity, binding effect or enforceability against Borrower of any Loan Document. ARTICLE 6 DEFAULT AND REMEDIES Section 6.1 Events of Default. Each of the following constitutes a "Default" by Borrower under this Agreement: (k) Failure to Construct Units. Subject to Section 7.14, failure of Borrower to commence and prosecute to completion, construction of the Improvements within the times set forth in Article 3 above. (l) Failure to Sell. Failure to sell the Units to Eligible Purchasers in compliance with the requirements of Article 4 above. (m) Failure to Make Payment. Failure to repay the principal and any interest on the Loan within ten (10) days of receipt of written notice from the County that such payment is due pursuant to the Loan Documents. (n) Breach of Covenants. Failure by Borrower to duly perform, comply with, or observe any of the conditions, terms, or covenants of any of the Loan Documents, and such failure continues uncured for thirty (30) days after receipt of written notice thereof from the County to Borrower. If, in County's reasonable judgment, the breach cannot be cured within thirty (30) days, Borrower is not in breach if Borrower undertakes to cure the breach and diligently and in good faith continues to cure the breach as soon as reasonably possible and such breach is cured within ninety (90) days. Notwithstanding the above, if a different period or notice requirement is specified under any other section of this Article 6, the specific provisions control. (o) Default Under Other Loans. Failure to make any payment or perform any of Borrower's covenants, agreements, or obligations under the documents evidencing and securing any other loans to Borrower secured by the Property following expiration of all applicable notice and cure periods. 863\01\2842978.1 32 (p) Insolvency. A court having jurisdiction making or entering any decree or order (i) adjudging Borrower to be bankrupt or insolvent, (ii) approving as properly filed a petition seeking reorganization of Borrower or seeking any arrangement for Borrower under the bankruptcy law or any other applicable debtor's relief law or statute of the United States or any state or other jurisdiction, (iii) appointing a receiver, trustee, liquidator, or assignee of Borrower in bankruptcy or insolvency or for any of their properties, (iv) directing the winding up or liquidation of Borrower, if any such decree or order described in clauses (i) to (iv), inclusive, continues unstayed or undischarged for a period of ninety (90) days; or (v) Borrower admits in writing its inability to pay its debts as they fall due or voluntarily submits to or files a petition seeking any decree or order of the nature described in clauses (i) to (iv), inclusive. The occurrence of any of the events of Default in this paragraph shall act to accelerate automatically, without the need for any action by the County, the indebtedness evidenced by the Note. (q) Assignment; Attachment. Borrower assigns its assets for the benefit of its creditors or suffers a sequestration or attachment of or execution on any substantial part of its property, unless the property so assigned, sequestered, attached or executed upon is returned or released within ninety (90) days after such event or, if sooner, prior to sale pursuant to such sequestration, attachment, or execution. The occurrence of any of the events of default in this paragraph shall act to accelerate automatically, without the need for any action by the County, the indebtedness evidenced by the Note. (r) Suspension; Termination. Borrower voluntarily suspends its business or its business is dissolved or terminated. (s) Liens on Property. Any claim or lien (other than liens approved in writing by the County) is filed against the Property or any part thereof, or any interest or right made appurtenant thereto, or the service of any notice to withhold proceeds of the Loan and the continued maintenance of said claim or lien or notice to withhold for a period of twenty (20) days without discharge or satisfaction thereof or provision therefore (including, without limitation, the posting of bonds) satisfactory to the County. (t) Condemnation. The condemnation, seizure, or appropriation of all or a substantial part of the Property. (u) Unauthorized Transfer. Any Transfer other than as permitted by Section 5.11. (v) Representation or Warranty Incorrect. Any Borrower representation or warranty contained in this Agreement, or in any application, financial statement, certificate, or report submitted to the County in connection with any of the Loan Documents, proves to have been incorrect in any material respect when made. Section 6.2 Remedies. The occurrence of any Default hereunder following the expiration of all applicable notice and cure periods will, either at the option of the County or automatically where so specified, (i) cause the Loan to be immediately due and payable, (ii) relieve the County of any obligation to make or continue the Loan, and (iii) give the County the right to proceed with any and all 863\01\2842978.1 33 remedies set forth in this Agreement and the Loan Documents, including but not limited to the following: (a) Acceleration of Note. The County has the right to cause all indebtedness of Borrower to the County under this Agreement and the Note, together with any accrued interest thereon, to become immediately due and payable. Borrower waives all right to presentment, demand, protest or notice of protest or dishonor. The County may proceed to enforce payment of the indebtedness and to exercise any or all rights afforded to the County as a creditor and secured party under the law including the Uniform Commercial Code, including foreclosure under the County Deed of Trust. Borrower is liable to pay the County on demand all reasonable expenses, costs and fees (including, without limitation, reasonable attorney's fees and expenses) paid or incurred by the County in connection with the collection of the Loan and the preservation, maintenance, protection, sale, or other disposition of the security given for the Loan. (b) Specific Performance. The County has the right to mandamus or other suit, action or proceeding at law or in equity to require Borrower to perform its obligations and covenants under the Loan Documents or to enjoin acts on things that may be unlawful or in violation of the provisions of the Loan Documents. (c) Right to Cure at Borrower's Expense. The County has the right (but not the obligation) to cure any monetary default by Borrower under a loan other than the Loan. Borrower agrees to reimburse the County for any funds advanced by the County to cure a monetary default by Borrower upon demand therefore, together with interest thereon at the lesser of the maximum rate permitted by law or ten percent (10%) per annum from the date of expenditure until the date of reimbursement. Section 6.3 Right of Contest. Borrower has the right to contest in good faith any claim, demand, levy, or assessment the assertion of which would constitute a Default hereunder. Any such contest shall be prosecuted diligently and in a manner unprejudicial to the County or the rights of the County hereunder. Section 6.4 Remedies Cumulative. No right, power, or remedy given to the County by the terms of this Agreement or the Loan Documents is intended to be exclusive of any other right, power, or remedy; and each and every such right, power, or remedy is cumulative and in addition to every other right, power, or remedy given to the County by the terms of any such instrument, or by any statute or otherwise against Borrower and any other person. Neither the failure nor any delay on the part of the County to exercise any such rights and remedies will operate as a waiver thereof, nor will any single or partial exercise by the County of any such right or remedy preclude any other or further exercise of such right or remedy, or any other right or remedy. 863\01\2842978.1 34 ARTICLE 7 GENERAL PROVISIONS Section 7.1 Relationship of Parties. Nothing contained in this Agreement may be interpreted or understood by any of the Parties, or by any third persons, as creating the relationship of employer and employee, principal and agent, limited or general partnership, or joint venture between the County and Borrower or its agents, employees or contractors, and Borrower is at all times an independent contractor and is wholly responsible for the manner in which it or its agents, or both, perform the services required of it by the terms of this Agreement. Borrower has and retains the right to exercise full control of employment, direction, compensation, and discharge of all persons assisting in the performance of services under the Agreement. In regards to the purchase and construction of the Improvements, Borrower is solely responsible for all matters relating to payment of its employees, including compliance with Social Security, withholding, and all other laws and regulations governing such matters, and shall contractually require that its contractors be solely responsible for similar matters relating to their employees. Borrower is solely responsible for its own acts and those of its agents and employees. Section 7.2 No Claims. Nothing contained in this Agreement creates or justifies any claim against the County by any person that Borrower may have employed or with whom Borrower may have contracted relative to the purchase of materials, supplies or equipment, or the furnishing or the performance of any work or services with respect to the construction of the Improvements or the sale of the Units, and Borrower shall include similar requirements in any contracts entered into for the construction of the Improvements, or the sale of the Units. Section 7.3 Amendments. No alteration or variation of the terms of this Agreement is valid unless made in writing by both Parties. Section 7.4 Indemnification. Borrower shall indemnify, defend and hold the County harmless against all claims made against it and expenses (including reasonable attorneys' fees) that arise out of or in connection with the construction of the Improvements and the marketing and sale of the Units, except to the extent such claim arises from the grossly negligent or willful misconduct of the County, its agents, and its employees. The provisions of this Section 7.4 will survive the expiration of the Term and the reconveyance of the Deed of Trust. Section 7.5 Non-Liability of County Officials, Employees and Agents. No member, official, employee or agent of the County is personally liable to Borrower in the event of any default or breach by the County or for any amount that may become due to Borrower or its successor or on any obligation under the terms of this Agreement. 863\01\2842978.1 35 Section 7.6 No Third-Party Beneficiaries. There are no third-party beneficiaries to this Agreement. Section 7.7 Discretion Retained by County. The County's execution of this Agreement in no way limits the discretion of the County in the permit and approval process in connection with construction of the Improvements. Section 7.8 Conflict of Interest. (a) Except for approved eligible administrative or personnel costs, no person described in Section 7.8(b) below who exercises or has exercised any functions or responsibilities with respect to the activities funded pursuant to this Agreement or who is in a position to participate in a decision-making process or gain inside information with regard to such activities, may obtain a personal or financial interest or benefit from the activity, or have an interest in any contract, subcontract or agreement with respect thereto, or the proceeds thereunder, either for themselves or those with whom they have family or business ties, during, or at any time after, such person's tenure. Borrower shall exercise due diligence to ensure that the prohibition in this Section 7.8(a) is followed. (b) The conflict of interest provisions of Section 7.8(a) above apply to any person who is an employee, agent, consultant, officer, or any immediate family member of such person, or any elected or appointed official of the County, or any person related within the third (3rd) degree of such person. (c) In accordance with California Government Code Section 1090 and the Political Reform Act, California Government Code Section 87100 et seq., no person who is a director, officer, partner, trustee or employee or consultant of Borrower, or immediate family member of any of the preceding, shall make or participate in a decision, made by the County or a County board, commission or committee, if it is reasonably foreseeable that the decision will have a material effect on any source of income, investment or interest in real property of that person or Borrower. Interpretation of this Section shall be governed by the definitions and provisions used in the Political Reform Act, California Government Code Section 87100 et seq., its implementing regulations manual and codes, and Government Code Section 1090. (d) Borrower shall comply with the conflict of interest provisions set forth in 24 C.F.R. Section 570.611. Section 7.9 Notices, Demands and Communications. Formal notices, demands, and communications between the Parties must be given by registered or certified mail, postage prepaid, return receipt requested, or delivered by express delivery service, return receipt requested, or delivered personally, to the principal office of the Parties as follows: 863\01\2842978.1 36 County: County of Contra Costa Department of Conservation and Development 30 Muir Road Martinez, CA 94553 Attention: Affordable Housing Program Manager Borrower: Habitat for Humanity East Bay/Silicon Valley, Inc. 2619 Broadway Oakland, CA 94612 Attention: President and CEO Such written notices, demands and communications may be sent in the same manner to such other addresses as the affected Party may from time to time designate by mail as provided in this Section. Receipt will be deemed to have occurred on the date shown on a written receipt as the date of delivery or refusal of delivery (or attempted delivery if undeliverable). Section 7.10 Applicable Law. This Agreement is governed by California law. Section 7.11 Parties Bound. Except as otherwise limited herein, the provisions of this Agreement bind and inure to the benefit of the Parties and their heirs, executors, administrators, legal representatives, successors, and assigns. This Agreement is intended to run with the land and bind Borrower and its successors and assigns in the Property for the entire Term, and the benefit hereof inures to the benefit of the County and its successors and assigns. Section 7.12 Attorneys' Fees. If any lawsuit is commenced to enforce any of the terms of this Agreement, the prevailing Party has the right to recover its reasonable attorneys' fees and costs of suit from the other Party. Section 7.13 Severability. If any term of this Agreement is held by a court of competent jurisdiction to be invalid, void or unenforceable, the remainder of the provisions will continue in full force and effect unless the rights and obligations of the Parties have been materially altered or abridged by such invalidation, voiding or unenforceability. Section 7.14 Force Majeure. 863\01\2842978.1 37 In addition to specific provisions of this Agreement, performance by either Party will not be deemed to be in default where delays or defaults are due to war; insurrection; strikes; lock- outs; riots; floods; earthquakes; fires; quarantine restrictions; freight embargoes; lack of transportation; or court order; or any other similar causes (other than lack of funds of Borrower or Borrower's inability to finance the construction of the Improvements) beyond the control or without the fault of the Party claiming an extension of time to perform. An extension of time for any cause will be deemed granted if notice by the Party claiming such extension is sent to the other within ten (10) days from the commencement of the cause and such extension of time is not rejected in writing by the other Party within ten (10) days of receipt of the notice. In no event is the County required to agree to cumulative delays in excess of one hundred eighty (180) days. Section 7.15 County Approval. Whenever this Agreement calls for County approval, consent, or waiver, the written approval, consent, or waiver of the Director will constitute the approval, consent, or waiver of the County, without further authorization required from the County Board of Supervisors. The County hereby authorizes the Director to deliver such approvals or consents as are required by this Agreement, or to waive requirements under this Agreement, on behalf of the County. The Director is also hereby authorized to approve, on behalf of the County, requests by Borrower for reasonable extensions of time deadlines set forth in this Agreement. The County will not unreasonably delay in reviewing and approving or disapproving any proposal by Borrower made in connection with this Agreement. Section 7.16 Waivers. Any waiver by the County of any obligation or condition in this Agreement must be in writing. No waiver will be implied from any delay or failure by the County to take action on any breach or default of Borrower or to pursue any remedy allowed under this Agreement or applicable law. Any extension of time granted to Borrower to perform any obligation under this Agreement does not operate as a waiver or to release Borrower from any of its obligations under this Agreement. Consent by the County to any act or omission by Borrower is not a consent to any other or subsequent act or omission or a waiver of the requirement for the County's written consent to future waivers. Section 7.17 Title of Parts and Sections. Any titles of the sections or subsections of this Agreement are inserted for convenience of reference only and are to be disregarded in interpreting any part of the Agreement's provisions. Section 7.18 Entire Understanding of the Parties This Agreement, the Deed of Trust, and the Note constitute the entire understanding and agreement of the Parties with respect to the Loan. Section 7.19 Multiple Originals; Counterpart. 863\01\2842978.1 38 This Agreement may be executed in multiple originals, each of which is deemed to be an original, and may be signed in counterparts. [signatures on following page] 863\01\2842978.1 39 This Agreement has been entered into by the undersigned as of the date first above written. COUNTY: COUNTY OF CONTRA COSTA, a political subdivision of the State of California By: John Kopchik Director, Conservation and Development APPROVED AS TO FORM: Sharon L. Anderson, County Counsel By: ____________________________________ Kathleen M. Andrus Deputy County Counsel BORROWER: Habitat for Humanity East Bay/Silicon Valley, Inc., a California nonprofit public benefit corporation. By: Janice Jensen President and CEO A-1 863\01\2842978.1 EXHIBIT A LEGAL DESCRIPTION OF THE PROPERTY B-1 863\01\2842978.1 EXHIBIT B APPROVED DEVELOPMENT BUDGET C-1 863\01\2842978.1 EXHIBIT C DEVELOPMENT SCHEDULE January 2021 – Record Final Map February 2021 – Sitework Construction May 2021 – Start Construction July 2022 – Construction Substantially complete August 2022 – Home Sale Closing/Occupancy D-1 863\01\2842978.1 EXHIBIT D MORTGAGE LOANS [PLACEHOLDER] Page 2 EXHIBIT E FORM OF INCOME CERTIFICATION Income Certification Property Address: ____________________________________________ City: __________________________ Zip: ___________ Telephone _________________ Work Number: ____________________ Cell Number: _________________ Email: _________________________ HOUSEHOLD COMPOSITION HH Mbr # Head of Household Last Name First Name & Middle Initial Relationship to Head HH Age DL# SS# or Alien Reg. No. 1 HEAD 2 3 4 5 INCOME (USE ALL INCOME SOURCES FOR ALL HOUSEHOLD MEMBERS OVER 18) HH Mbr# (A) Employment or Wages (B) Soc. Security/Pensions (C) Public Assistance (D) Other Income Monthly Yearly Monthly Yearly Monthly Yearly Monthly Yearly Totals $ $ $ $ $ $ $ $ Add totals from (A) through (D) above (E) TOTAL INCOME: $ Signature of Applicant: Date: Signature of Co-Applicant: Date: Page 3 Certificación de Ingresos _________________________________________________________ Dirección: ___________________________________ Ciudad:__________________________ Código Postal:___________ Teléfono_________________ Número telefónico de trabajo: ________________ Número Celular:_______________ Correo electrónico:______________ COMPOSICIÓN DEL HOGAR HH Mbr # Apellido de la Cabeza del Familia/Hogar Primero Nombre e Inicial del segundo nombre Relación a la cabeza del familia/hogar Edad # de licencia (pa manejar, si se aplica) # de Seguro Social o # de extranjero 1 Cabeza del Familia/Hogar 2 3 4 5 INGRESOS (USAR TODAS LAS FUENTES DE INGRESOS PARA TODOS LOS MIEMBROS DEL HOGAR SOBRE 18) HH Mbr# (A) Empleo o Salarios (B) Seguro Social / Pensiones (C) Asistencia pública (D) Otra entrada Mensual Anualmente Mensual Anualmente Mensual Anualmente Mensual Anualmente Totales $ $ $ $ $ $ $ $ Añadir totales de (A) a (D) por encima (E) TOTAL INGRESOS:: $ Firma del solicitante: Fecha:: Firma del Co-Solicitante: Fecha:: E-1 863\01\2842978.1 CONTRA COSTA COUNTY CONSORTIUM NEIGHBORHOOD STABILIZATION PROGRAM FY 2020/21 INCOME CERTIFICATION FORM The service being provided to you is funded in part by the U. S. Department of Housing and Urban Development (HUD). HUD monitors the County as to the income and ethnicity of program participants. The information being requested is only for monitoring and auditing purposes, as required by HUD, and is not intended for public dissemination. Please provide the information requested below. Thank you for your cooperation. _____________________________________ ❑ Male ❑ Female Name 1. Status (Check all that apply): ❑ 62 years or older ❑ Disabled 2. Head of Household: Are you the head of the household? ❑ Yes ❑ No 3. If you are not the head of the household, is the head of the household female? ❑ Yes ❑ No 4. Household Size and Total Annual Household Income: A. Circle the total number of people in your household in the first column. B. On the line corresponding to your household size, check the income range that includes your household’s annual income. A. Household Size B. Total Household Income 1 □ up to $45,700 □ $45,701-$73,100 □ $73,101-$100,150 2 □ up to $52,200 □ $52,201-$83,550 □ $83,551-$114,450 3 □ up to $58,750 □ $58,751-$94,000 □ $94,001-$128,750 4 □ up to $65,250 □ $65,251-$104,400 □ $104,401-$143,050 5 □ up to $70,500 □ $70,501-$112,800 □ $112,801-$154,500 6 □ up to $75,700 □ $75,701-$121,150 □ $121,151-$165,950 ❑ Check here if your income does not fall into any of the income ranges corresponding with your household size. 5. Do you receive assistance from any of the following sources? ❑ CalWORKs ❑ General Assistance ❑ Social Security ❑ Food Stamps ❑ Medi-Cal ❑ Section 8 ❑ WIC 6. Race/Ethnicity (Check only one, unless noted): ❑ American Indian/Alaskan Native ❑ Asian ❑ White ❑ Native Hawaiian/Pacific Islander ❑ Asian & White ❑ Black/African American ❑ American Indian/Alaskan Native & White ❑ Black/African American & White ❑ American Indian/Alaskan Native & Black/African American ❑ Other Multi-Racial: ❑ Hispanic Ethnicity (you must also check one of the racial categories if you select this category) E-2 863\01\2842978.1 I hereby certify that the above information is true and correct to the best of my knowledge. I acknowledge and understand that the information provided here will be relied upon for purposes of determining my eligibility for this program. I acknowledge that a material misstatement fraudulently or negligently made in this or in any other statement made by me may constitute a federal violation and may result in the denial of my participation in this program. Signature Date (Income Limits as of 11/25/2020) E-3 863\01\2842978.1 Consorcio de Contra Costa Programa para el Desarrollo de la Comunidad Información sobre los participantes del año 2020 _________________________________ □ Hombre □ Mujer Nombre _____________________________________ ______________________ _______________ Domicilio Ciudad Código postal 1. Marque lo que es aplicable: □ 62 años o mas de edad □ Discapacitada/o 2. Jefe de Casa: ¿Es usted el jefe de casa? __Si __No 3. Si no es el jefe de casa, ¿es dirigida la casa por una mujer? □ Si □ No 4. Número de Personas en el Hogar y Ingresos Anuales: A. Circule en la primera columna el número de personas en su hogar B. Al lado derecho del número que circuló, por favor marque las cajas que indican el ingreso total de todas las personas en su hogar (aproxime) A. Numero de personas en el hogar B. Total de ingresos 1 □ up to $45,700 □ $45,701-$73,100 □ $73,101-$100,150 2 □ up to $52,200 □ $52,201-$83,550 □ $83,551-$114,450 3 □ up to $58,750 □ $58,751-$94,000 □ $94,001-$128,750 4 □ up to $65,250 □ $65,251-$104,400 □ $104,401-$143,050 5 □ up to $70,500 □ $70,501-$112,800 □ $112,801-$154,500 6 □ up to $75,700 □ $75,701-$121,150 □ $121,151-$165,950 □ Marque esta caja si sus ingresos no llegan a las tarifas que corresponden con el tamaño de su hogar. 5. ¿Recibe usted asistencia de alguna de estas organizaciones? □CalWORKs □ Asistencia General □Seguro Social □vales para alimentos □Medi-Cal □ Sección 8 □ WIC 6. ¿Eres Hispano/Latino? Si □ No □ 7. Raza (Marque uno): □ Indio Americano/Nativo de Alaska □Asiático □ Blanco □ Nativo de Hawái/de las Islas del Pacifico □ Asiático/Blanco □ Negro/Africano Americano □ Indio Americano/Nativo de Alaska/Blanco □ Negro/Africano Americano/Blanco □ Indio Americano/Nativo de Alaska/Negro □ Otro Multirracial: Yo juro bajo pena de perjurio que la información proveída es verdadera y correcta. Yo reconozco que la información solicitada será para determinar mi elegibilidad para este programa. Yo acepto que material o declaraciones hechas mal o negligentemente por mí, pueden constituir una violación federal y pueden tener un resultado negativo en mi participación en este programa. ___________________________________________ _____________________ Firma Fecha EXHIBIT F - Contract Activity Form F-1 863\01\2842978.1 Sponsor Name: Report date: Report Prepared by: Phone/Fax: Project Name: Location: Project completion date: Jan -01 A B C D E F G H Contractor/ Subcontractor Name and Address (I) Amount of Contract or Subcontract Type of Trade Code Contractor or Subcontracto r Ethnic Code Women Owned Business? (Yes or No) Prime Contractor Identification Number Sec 3 Subcontractor Identification Number Sec 3 Name Street City State Zip * Please report ALL contract activity for this project. This report may be submitted once at project completion. Notes: B: Type of Trades Codes C: Ethnic Codes E and G: Identification Numbers 1 = New Construction 6 = Professional 1 = White 2 = Substantial rehab. 7 = Tenant Services 2 = Black 3 = Repair 8 = Education/Training 3 = Native Americans 4 = Service 9 = Arch./Engrg. Appraisal 4 = Hispanic 5 = Project Management 0 = Other 5 = Asian/Pacific 6 = Hasidic Jews EXHIBIT F - Contract Activity Form F-2 863\01\2842978.1 G-1 863\01\2842978.1 EXHIBIT G NEPA Mitigations NEPA Mitigation and Monitoring Plan – Pacifica Landing ___ All the mitigations / conditions for approval included in the Statutory Worksheet, Environmental Assessment, and/or Environmental Impact Statement are required to be included in this plan. All mitigations / conditions for approval must be included in project agreement and/or legal documents. Compliance with mitigations / conditions for approval must be documented prior to final payment of County funds Mitigation Measure(s) Source Method and date County staff informed Project Sponsor Included in County loan document and /or project agreement Verification of Mitigation Measure(s) Responsible for implementation Mitigation Timing Responsible for monitoring and reporting on implementation Monitoring and reporting frequency Verification of compliance Air Quality AQ1 Bay Area Air Quality Management Air District Basic Construction Mitigation Measures Approved Construction Plans Project Sponsor, architect, contractor Pre and post construction Architect and contractor Ongoing Letter from Architect Copy of final building permit Contamination and Toxic Substances CT1 Cornerstone Earth Group Phase II Soil Quality – Lead Evaluation December 19, 2019 Approved Construction Plans Project Sponsor, architect, contractor Pre and post construction Architect and contractor Ongoing Copy of final Soil Management Plan Copy of final building permit Endangered Species ES1 ES2 ES3 Monk & Associates, Inc. National Environmental Policy Act Site Assessment August 6, 2019 Approved Construction Plans Project Sponsor, architect, contractor Pre and post construction Architect and contractor Ongoing Letter from Architect Copy of final building permit G-2 863\01\2842978.1 Historic Preservation CR1 CR2 CR3 CR4 AEM Consulting Historic & Cultural Resources Evaluation March 2019 Approved Construction Plans Project Sponsor, architect, contractor Pre and post construction Architect and contractor Ongoing during construction Letter from AEM Consulting Land Use LU1 Contra Costa County CEQA Final Initial Study/Mitigated Neg. Dec. July 2019 Approved Construction Plans Project Sponsor, architect, contractor Pre and post construction Architect and contractor Ongoing Copy of final building permit Noise N1 N2 N3 N4 N5 N6 AMG & Associates, LLC Geotechnical Study Approved Construction Plans Project Sponsor, architect, contractor Pre and post construction Architect and contractor Once – after construction has been completed. Letter from Architect Copy of final building permit Soil Suitability G1 Rockridge Geotechnical Investigation December 21, 2017 Approved Construction Plans Project Sponsor, architect, contractor Pre and post construction Architect and contractor Letter from Architect Copy of final building permit Storm Water SW1 Contra Costa County CEQA Final Initial Study/Mitigated Neg. Dec. July 2019 Approved Construction Plans Project Sponsor, architect, contractor Pre and post construction Architect and contractor Copy of approved Storm Water Control Plan Copy of final building permit AQ1. The following Bay Area Air Quality Management District, Basic Construction Mitigation Measures shall be implemented during project construction and shall be included on all construction plans. a. All exposed surfaces (e.g., parking areas, staging areas, soil piles, graded areas, and unpaved access roads) shall be watered two times per day. b. All haul trucks transporting soil, sand, or other loose material off-site shall be covered. G-3 863\01\2842978.1 c. All visible mud or dirt track-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. d. All vehicle speeds on unpaved roads shall be limited to 15 mph. e. All roadways, driveways, and sidewalks to be paved shall be completed as soon as possible. Building pads shall be laid as soon as possible after grading unless seeding or soil binders are used. f. 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. g. All construction and operational equipment shall be maintained and properly tuned in accordance with manufacturer’s specifications. All equipment shall be checked by a certified visible emissions evaluator. h. Post a publicly visible sign with the telephone number and person to contact at the lead agency regarding dust complaints. This person shall respond and take corrective action within 48 hours. The Air District’s phone number shall also be visible to ensure compliance with applicable regulations. CT1. The developer or developer’s contractor shall prepare and implement a Soil Management Plan (SMP) that addresses how lead-impacted soil in localized areas of the site will be properly removed and disposed prior to construction. The Plan shall include, at a minimum: a. The removal of the soil exceeding the residential lead screening level prior to development; b. the protocol for the removal of the soil, verification soil sampling (either prior to excavation or during excavation); c. dust control; and d. stockpile management. ES1. To avoid impacts to nesting birds, a nesting survey shall be conducted 15 days prior to commencing with construction work or tree removal, if this work would commence between February 1 and August 31. The nesting survey should include an examination of the building and all trees onsite and within 200 feet of the entire project site (i.e., within a zone of influence of nesting birds), not just trees slated for removal. The zone of influence includes those areas outside the project site where birds could be disturbed by earth-moving vibrations and/or other construction-related noise. ES2. If birds are identified nesting on or within the zone of influence of the construction project, a qualified biologist shall establish a temporary protective nest buffer around the nest(s). The nest buffer should be staked with orange construction fencing. The buffer must be of sufficient size to protect the nesting site from construction-related disturbance and shall be established by a qualified ornithologist or biologist with extensive experience working with nesting birds near and on construction sites. Typically, adequate nesting buffers are 50 feet from the nest site or nest tree dripline for small birds and up to 300 feet for sensitive nesting birds that include several raptor species known the region of the project site. G-4 863\01\2842978.1 ES3. No construction or earth-moving activity shall occur within any established nest protection buffer prior to September 1, unless it is determined by a qualified ornithologist/biologist that the young have fledged (that is, left the nest) and have attained sufficient flight skills to avoid project construction zones, or that the nesting cycle is otherwise completed. In the region of the project site, most species complete nesting by mid-July. This date can be significantly earlier or later and would have to be determined by the qualified biologist. At the end of the nesting cycle, as determined by a qualified biologist, the temporary nesting buffers may be removed, and construction may commence in established nesting buffers without further regard for the nest site. CR1. If during project construction activities previously unidentified archeological resources are discovered, all project activities in the immediate vicinity of the discovery would be halted and the procedures of 36 CFR Part 800.13(b) and (c) would be followed. [Paragraph I.A. Inadvertent Archeological Resource Discovery] CR2. Upon discovery of Native American human remains and associated or unassociated funerary objects, the City of Walnut Creek shall treat them in accordance with provisions of California Public Resources Code Section 5097.94, 5097.98, and 5097.99 and the California Health and Safety Code Section 7050.5 or as provided in federal implementing regulations found in 36 CFR 800.13(b)(2). [Paragraph I.B. Treatment of Native American human remains and cultural properties] CR3. For any archaeological resources discovered during the excavation and construction phase, all project activities in the immediate vicinity of the discovery would halt. Procedures of 36 CFR Part 800.13(b) and (c); PRC Sections 5097.94, 5097.98 and 5097.99; and the California Health and Safety Code Section 7050.5 would be followed, including calling an archaeologist or paleontologist to evaluate the materials. CR4. If paleontological resources were found during site excavation and construction, work would be halted until a paleontologist could evaluate the nature and significance of the resources. If significant resources were confirmed, the OHP and the California Department of State Parks would be contacted for further guidance on documentation and preservation. Protocol for the discovery of paleontological resources during construction would be the same as that for archaeological resources: project activities in the immediate vicinity of the discovery would halt, and procedures of 36 CFR Part 800.13(b) and (c); PRC Sections 5097.94, 5097.98 and 5097.99; and the California Health and Safety Code Section 7050.5 would be followed, including calling an archaeologist or paleontologist to evaluate the materials. LU1 The project applicant shall obtain the required General Plan Amendment and zoning change to allow the proposed density. The change shall be from designation Single-Family Residential Medium Density (SM) to Multiple-Family Residential Medium Density (MM), and zoning from Single-Family Residential (R-10) and General Agricultural (A-2) to Planned Unit District (P-1). N1. The following noise reduction measures shall be implemented during project construction and shall be included on all construction plans. N2. The applicant shall make a good faith effort to minimize project-related disruptions to adjacent properties, and to uses on the site. This shall be communicated to all project-related contractors. G-5 863\01\2842978.1 N3. The applicant shall require their contractors and subcontractors to fit all internal combustion engines with mufflers which are in good condition and shall locate stationary noise-generating equipment such as air compressors as far away from existing residences as possible. N4. Large trucks and heavy equipment are subject to the same restrictions that are imposed on construction activities, except that the hours are limited to 9:00 AM to 4:00 PM. N5. All construction activities shall be limited to the hours of 8:00 A.M. to 5:00 P.M., Monday through Friday, and are prohibited on state and federal holidays on the calendar dates that these holidays are observed by the state or federal government. G1 Follow all recommendations (as may be amended) in the Geotechnical Engineering Services Report prepared for the project by Rockridge Geotechnical dated December 21, 2017 and found in Appendix G. SW1 The application shall submit a Storm Water Control Plan for review and approval by the Building Official. The draft plan provides for an underground storm water drain system with bio retention basin tied to the existing storm drain system in Pacifica Avenue. Storm water will be filtered before it is discharged to the offsite storm drain system. The application is required to obtain approval of these improvements or modify them, as directed by the Building Official. 863\01\2842978.1 NSP1 LOAN AGREEMENT Between County of Contra Costa And Habitat for Humanity East Bay/Silicon Valley, Inc. May1, 2021 589 Pacifica Avenue, Bay Point, California TABLE OF CONTENTS Page i 863\01\2842978.1 ARTICLE 1 DEFINITIONS AND EXHIBITS ...............................................................................2 Section 1.1 Definitions................................................................................................... 2 Section 1.2 Exhibits ....................................................................................................... 5 ARTICLE 2 LOAN PROVISIONS .................................................................................................5 Section 2.1 Loan. ........................................................................................................... 5 Section 2.2 Interest......................................................................................................... 5 Section 2.3 Use of Loan Funds. ..................................................................................... 5 Section 2.4 Security. ...................................................................................................... 6 Section 2.5 Subordination. ............................................................................................. 6 Section 2.6 Conditions Precedent to Disbursement of Loan. ........................................ 6 Section 2.7 Repayment of Loan. .................................................................................... 8 Section 2.8 Prepayment of Loan. ................................................................................... 8 Section 2.9 Conditions Precedent to Note Cancellation. ............................................... 8 Section 2.10 Non-Recourse. ............................................................................................ 9 ARTICLE 3 CONSTRUCTION OF IMPROVEMENTS ...............................................................9 Section 3.1 Construction Schedule. ............................................................................... 9 Section 3.2 Permits and Approvals. ............................................................................... 9 Section 3.3 Construction Plans. ..................................................................................... 9 Section 3.4 Approved Development Budget; Revisions to Budget. .............................. 9 Section 3.5 Work Schedule. ......................................................................................... 10 Section 3.6 Construction Pursuant to Laws and Contract............................................ 10 Section 3.7 Units Available to Persons with Disabilities ............................................ 12 Section 3.8 Marketing Plan. ......................................................................................... 12 Section 3.9 Equal Opportunity. .................................................................................... 12 Section 3.10 Minority and Women-Owned Contractors. .............................................. 13 Section 3.11 Relocation. ................................................................................................ 13 Section 3.12 Progress Reports. ...................................................................................... 13 Section 3.13 Construction Responsibilities. .................................................................. 14 Section 3.14 Mechanics Liens, Stop Notices, and Notices of Completion. ................... 14 Section 3.15 Inspections. ............................................................................................... 14 Section 3.16 Administration Fee.................................................................................... 15 Section 3.17 NEPA Mitigation Requirements. .............................................................. 15 ARTICLE 4 SALE OF UNITS ......................................................................................................15 Section 4.1 Sale of Units to Eligible Purchasers. ......................................................... 15 Section 4.2 Conditions Precedent to Close of Escrow with Eligible Purchasers. ................................................................................................ 16 Section 4.3 Continuing Affordability Requirements. .................................................. 17 ARTICLE 5 LOAN REQUIREMENTS ........................................................................................17 Section 5.1 Financial Accountings and Post-Completion Audits. ............................... 17 Section 5.2 Information. .............................................................................................. 17 Section 5.3 Records. .................................................................................................... 17 TABLE OF CONTENTS (Continued) Page 863\01\2842978.1 ii Section 5.4 Access to and Audit of Records. ............................................................... 19 Section 5.5 NSP and CDBG Requirements. ................................................................ 19 Section 5.6 Hazardous Materials. ................................................................................ 23 Section 5.7 Maintenance and Damage. ........................................................................ 25 Section 5.8 Recovery of Capital Costs. ....................................................................... 26 Section 5.9 Fees and Taxes. ......................................................................................... 26 Section 5.10 Notice of Litigation. .................................................................................. 26 Section 5.11 Nondiscrimination..................................................................................... 26 Section 5.12 Transfer. .................................................................................................... 26 Section 5.13 Insurance Requirements. ........................................................................... 27 Section 5.14 Anti-Lobbying Certification. .................................................................... 28 Section 5.15 Covenants Regarding Other Financing. .................................................... 29 Section 5.16 Representations and Warranties. ............................................................... 29 ARTICLE 6 DEFAULT AND REMEDIES ..................................................................................31 Section 6.1 Events of Default. ..................................................................................... 31 Section 6.2 Remedies. .................................................................................................. 32 Section 6.3 Right of Contest. ....................................................................................... 33 Section 6.4 Remedies Cumulative. .............................................................................. 33 ARTICLE 7 GENERAL PROVISIONS .......................................................................................34 Section 7.1 Relationship of Parties. ............................................................................. 34 Section 7.2 No Claims. ................................................................................................ 34 Section 7.3 Amendments. ............................................................................................ 34 Section 7.4 Indemnification. ........................................................................................ 34 Section 7.5 Non-Liability of County Officials, Employees and Agents...................... 34 Section 7.6 No Third-Party Beneficiaries. ................................................................... 35 Section 7.7 Discretion Retained by County. ................................................................ 35 Section 7.8 Conflict of Interest. ................................................................................... 35 Section 7.9 Notices, Demands and Communications. ................................................. 35 Section 7.10 Applicable Law. ........................................................................................ 36 Section 7.11 Parties Bound. ........................................................................................... 36 Section 7.12 Attorneys' Fees. ......................................................................................... 36 Section 7.13 Severability. .............................................................................................. 36 Section 7.14 Force Majeure. .......................................................................................... 36 Section 7.15 County Approval. ...................................................................................... 37 Section 7.16 Waivers. .................................................................................................... 37 Section 7.17 Title of Parts and Sections. ....................................................................... 37 Section 7.18 Entire Understanding of the Parties .......................................................... 37 Section 7.19 Multiple Originals; Counterpart. ............................................................... 37 EXHIBIT A: Legal Description of the Property EXHIBIT B: Approved Development Budget EXHIBIT C: Approved Development Schedule EXHIBIT D: Mortgage Loans TABLE OF CONTENTS (Continued) Page 863\01\2842978.1 iii EXHIBIT E: Form of Purchaser Income Certification EXHIBIT F: Contract Activity Form EXHIBIT G: NEPA Mitigations 863\01\2813289.2 1 PROMISSORY NOTE (Pacifica Landing Neighborhood Stabilization Program Loan) $999,000 Martinez, California June 1, 2020 FOR VALUE RECEIVED, the undersigned Habitat for Humanity East Bay/Silicon Valley, Inc., a California nonprofit public benefit corporation ("Borrower") hereby promises to pay to the order of the County of Contra Costa, a political subdivision of the State of California ("Holder"), the principal amount of Nine Hundred Ninety-Nine Thousand Dollars ($999,000) plus interest thereon pursuant to Section 2 below. All capitalized terms used but not defined in this Note have the meanings set forth in the Loan Agreement. 1. Borrower's Obligation. This Note evidences Borrower's obligation to repay Holder the principal amount of Nine Hundred Ninety-Nine Thousand Dollars ($999,000) for the funds loaned to Borrower by Holder to finance the construction of the Improvements pursuant to the Neighborhood Stabilization Program Loan Agreement between Borrower and Holder of even date herewith (the "Loan Agreement"). 2. Interest. (a) Subject to the provisions of Subsection (b) below, this Note bears no interest. (b) If an Event of Default occurs, interest will accrue on all amounts due under this Note at the Default Rate until such Event of Default is cured by Borrower or waived by Holder. 3. Term and Repayment Requirements. Principal and interest under this Note is due and payable as set forth in Section 2.2 and Section 2.6 of the Loan Agreement. The unpaid principal balance hereunder, together with accrued interest thereon, is due and payable no later than December 31, 2022. 4. No Assumption. This Note is not assumable by the successors and assigns of Borrower without the prior written consent of Holder, except as provided in the Loan Agreement. 5. Security. This Note, with interest, is secured by the Deed of Trust. Upon execution, the Deed of Trust will be recorded in the official records of Contra Costa County, California. Upon recordation of the Deed of Trust, this Note will become nonrecourse to Borrower, pursuant to and except as provided in Section 2.10 of the Loan Agreement. The terms of the Deed of Trust are hereby incorporated into this Note and made a part hereof. 863\01\2813289.2 2 6. Terms of Payment. (a) Borrower shall make all payments due under this Note in currency of the United States of America to Holder at Department of Conservation and Development, 30 Muir Road, Martinez, CA 94553, Attention: Affordable Housing Program Manager, or to such other place as Holder may from time to time designate. (b) All payments on this Note are without expense to Holder. Borrower shall pay all costs and expenses, including re-conveyance fees and reasonable attorney's fees of Holder, incurred in connection with the payment of this Note and the release of any security hereof. (c) Notwithstanding any other provision of this Note, or any instrument securing the obligations of Borrower under this Note, if, for any reason whatsoever, the payment of any sums by Borrower pursuant to the terms of this Note would result in the payment of interest that exceeds the amount that Holder may legally charge under the laws of the State of California, then the amount by which payments exceed the lawful interest rate will automatically be deducted from the principal balance owing on this Note, so that in no event is Borrower obligated under the terms of this Note to pay any interest that would exceed the lawful rate. (d) The obligations of Borrower under this Note are absolute and Borrower waives any and all rights to offset, deduct or withhold any payments or charges due under this Note for any reason whatsoever. 7. Event of Default; Acceleration. (a) Upon the occurrence of an Event of Default, the entire unpaid principal balance, together with all interest thereon, and together with all other sums then payable under this Note and the Deed of Trust will, at the option of Holder, become immediately due and payable without further demand. (b) Holder's failure to exercise the remedy set forth in Subsection 7(a) above or any other remedy provided by law upon the occurrence of an Event of Default does not constitute a waiver of the right to exercise any remedy at any subsequent time in respect to the same or any other Event of Default. The acceptance by Holder of any payment that is less than the total of all amounts due and payable at the time of such payment does not constitute a waiver of the right to exercise any of the foregoing remedies or options at that time or at any subsequent time, or nullify any prior exercise of any such remedy or option, without the express consent of Holder, except as and to the extent otherwise provided by law. 8. Waivers. (a) Borrower hereby waives diligence, presentment, protest and demand, and notice of protest, notice of demand, notice of dishonor and notice of non-payment of this Note. Borrower expressly agrees that this Note or any payment hereunder may be extended from time to time, and that Holder may accept further security or release any security for this Note, all without in any way affecting the liability of Borrower. 863\01\2813289.2 3 (b) Any extension of time for payment of this Note or any installment hereof made by agreement of Holder with any person now or hereafter liable for payment of this Note must not operate to release, discharge, modify, change or affect the original liability of Borrower under this Note, either in whole or in part. 9. Miscellaneous Provisions. (a) All notices to Holder or Borrower are to be given in the manner and at the addresses set forth in the Loan Agreement, or to such addresses as Holder and Borrower may therein designate. (b) Borrower promises to pay all costs and expenses, including reasonable attorney's fees, incurred by Holder in the enforcement of the provisions of this Note, regardless of whether suit is filed to seek enforcement. (c) This Note is governed by the laws of the State of California. (d) The times for the performance of any obligations hereunder are to be strictly construed, time being of the essence. (e) The Loan Documents, of which this Note is a part, contain the entire agreement between the parties as to the Loan. This Note may not be modified except upon the written consent of the parties. IN WITNESS WHEREOF, Borrower is executing this Promissory Note as of the day and year first above written. HABITAT FOR HUMANITY EAST BAY/SILICON VALLEY, INC., a California nonprofit public benefit corporation By: _________________________________ Janice Jensen, President and Chief Executive Officer 863\01\2813288.2 1 RECORDING REQUESTED BY AND WHEN RECORDED MAIL TO: Contra Costa County Department of Conservation and Development 30 Muir Road Martinez, CA 94553 Attn: Housing and Community Improvement Division No fee for recording pursuant to Government Code Section 27383 and 27388.1 DEED OF TRUST WITH ASSIGNMENT OF RENTS, SECURITY AGREEMENT AND FIXTURE FILING (Pacifica Landing) THIS DEED OF TRUST WITH ASSIGNMENT OF RENTS, SECURITY AGREEMENT, AND FIXTURE FILING ("Deed of Trust") is made as of ___________, 2021, by and among Habitat for Humanity East Bay/Silicon Valley, Inc., a California nonprofit public benefit corporation ("Trustor"), Old Republic Title Company, a California corporation ("Trustee"), and the County of Contra Costa, a political subdivision of the State of California ("Beneficiary"). FOR GOOD AND VALUABLE CONSIDERATION, including the indebtedness herein recited and the trust herein created, the receipt of which is hereby acknowledged, Trustor hereby irrevocably grants, transfers, conveys and assigns to Trustee, IN TRUST, WITH POWER OF SALE, for the benefit and security of Beneficiary, under and subject to the terms and conditions hereinafter set forth, Trustor's fee interest in the property located in the County of Contra Costa, State of California, that is described in the attached Exhibit A, incorporated herein by this reference (the "Property"). TOGETHER WITH all interest, estates or other claims, both in law and in equity which Trustor now has or may hereafter acquire in the Property and the rents; TOGETHER WITH all easements, rights-of-way and rights used in connection therewith or as a means of access thereto, including (without limiting the generality of the foregoing) all tenements, hereditaments and appurtenances thereof and thereto; TOGETHER WITH any and all buildings and improvements of every kind and description now or hereafter erected thereon, and all property of Trustor now or hereafter affixed to or placed upon the Property; TOGETHER WITH all building materials and equipment now or hereafter delivered to said property and intended to be installed therein; 863\01\2813288.2 2 TOGETHER WITH all right, title and interest of Trustor, now owned or hereafter acquired, in and to any land lying within the right-of-way of any street, open or proposed, adjoining the Property, and any and all sidewalks, alleys and strips and areas of land adjacent to or used in connection with the Property; TOGETHER WITH all estate, interest, right, title, other claim or demand, of every nature, in and to such property, including the Property, both in law and in equity, including, but not limited to, all deposits made with or other security given by Trustor to utility companies, the proceeds from any or all of such property, including the Property, claims or demands with respect to the proceeds of insurance in effect with respect thereto, which Trustor now has or may hereafter acquire, any and all awards made for the taking by eminent domain or by any proceeding or purchase in lieu thereof of the whole or any part of such property, including without limitation, any awards resulting from a change of grade of streets and awards for severance damages to the extent Beneficiary has an interest in such awards for taking as provided in Paragraph 4.1 herein; TOGETHER WITH all of Trustor's interest in all articles of personal property or fixtures now or hereafter attached to or used in and about the building or buildings now erected or hereafter to be erected on the Property which are necessary to the complete and comfortable use and occupancy of such building or buildings for the purposes for which they were or are to be erected, including all other goods and chattels and personal property as are ever used or furnished in operating a building, or the activities conducted therein, similar to the one herein described and referred to, and all renewals or replacements thereof or articles in substitution therefor, whether or not the same are, or will be, attached to said building or buildings in any manner; and TOGETHER WITH all of Trustor's interest in all building materials, fixtures, equipment, work in process and other personal property to be incorporated into the Property; all goods, materials, supplies, fixtures, equipment, machinery, furniture and furnishings, signs and other personal property now or hereafter appropriated for use on the Property, whether stored on the Property or elsewhere, and used or to be used in connection with the Property; all rents, issues and profits, and all inventory, accounts, accounts receivable, contract rights, general intangibles, chattel paper, instruments, documents, notes drafts, letters of credit, insurance policies, insurance and condemnation awards and proceeds, trade names, trademarks and service marks arising from or related to the Property and any business conducted thereon by Trustor; all replacements, additions, accessions and proceeds; and all books, records and files relating to any of the foregoing. All of the foregoing, together with the Property, is herein referred to as the "Security." To have and to hold the Security together with acquittances to the Trustee, its successors and assigns forever. FOR THE PURPOSE OF SECURING THE FOLLOWING OBLIGATIONS (the "Secured Obligations"): A. Payment to Beneficiary of all sums at any time owing under or in connection with the Note (defined in Section 1.4 below) until paid in full or cancelled and any other amounts owing under the Loan Documents (defined in Section 1.3 below). Said principal and other 863\01\2813288.2 3 payments are due and payable as provided in the Note or other Loan Documents, as applicable. The Note and all its terms are incorporated herein by reference, and this conveyance secures any and all extensions thereof, however evidenced; B. Payment of any sums advanced by Beneficiary to protect the Security pursuant to the terms and provisions of this Deed of Trust following a breach of Trustor's obligation to advance said sums and the expiration of any applicable cure period, with interest thereon as provided herein; C. Performance of every obligation, covenant or agreement of Trustor contained herein and in the Loan Documents; and D. All modifications, extensions and renewals of any of the Secured Obligations (including without limitation, (i) modifications, extensions or renewals at a different rate of interest, or (ii) deferrals or accelerations of the required principal payment dates or interest payment dates or both, in whole or in part), however evidenced, whether or not any such modification, extension or renewal is evidenced by a new or additional promissory note or notes. AND TO PROTECT THE SECURITY OF THIS DEED OF TRUST, TRUSTOR COVENANTS AND AGREES: ARTICLE 1 DEFINITIONS In addition to the terms defined elsewhere in this Deed of Trust, the following terms have the following meanings in this Deed of Trust: Section 1.1 The term "Loan" means the loan made by the Beneficiary to the Trustor in the amount of Nine Hundred Ninety-Nine Thousand Dollars ($999,000). Section 1.2 The term "Loan Agreement" means that certain Neighborhood Stabilization Program Loan Agreement between Trustor and Beneficiary, of even date herewith, as such may be amended from time to time, providing for Beneficiary to loan to Trustor the Loan. Section 1.3 The term "Loan Documents" means this Deed of Trust, the Note, and the Loan Agreement, and any other debt, loan or security instruments between Trustor and the Beneficiary relating to the Loan. Section 1.4 The term "Note" means the promissory note of even date herewith in the principal amount of the Loan and executed by Trustor in favor of the Beneficiary, as such note may be amended or restated, which obligation to repay the Loan is secured by this Deed of Trust. The terms and provisions of the Note are incorporated herein by reference. Section 1.5 The term "Principal" means the amount required to be paid under the Note. 863\01\2813288.2 4 ARTICLE 2 MAINTENANCE AND MODIFICATION OF THE PROPERTY AND SECURITY Section 2.1 Maintenance and Modification of the Property by Trustor. The Trustor agrees that at all times prior to full payment and performance of the Secured Obligations, the Trustor will, at the Trustor's own expense, maintain, preserve and keep the Security or cause the Security to be maintained and preserved in good condition. The Trustor will from time to time make or cause to be made all repairs, replacements and renewals deemed proper and necessary by it. The Beneficiary has no responsibility in any of these matters or for the making of improvements or additions to the Security. Trustor agrees to pay fully and discharge (or cause to be paid fully and discharged) all claims for labor done and for material and services furnished in connection with the Security, diligently to file or procure the filing of a valid notice of cessation upon the event of a cessation of labor on the work or construction on the Security for a continuous period of thirty (30) days or more, and to take all other reasonable steps to forestall the assertion of claims of lien against the Security or any part thereof. Trustor irrevocably appoints, designates and authorizes Beneficiary as its agent (said agency being coupled with an interest) with the authority, but without any obligation, to file for record any notices of completion or cessation of labor or any other notice that Beneficiary deems necessary or desirable to protect its interest in and to the Security or the Loan Documents; provided, however, that Beneficiary exercises its rights as agent of Trustor only in the event that Trustor fails to take, or fails to diligently continue to take, those actions as hereinbefore provided. Upon demand by Beneficiary, Trustor shall make or cause to be made such demands or claims as Beneficiary specifies upon laborers, materialmen, subcontractors or other persons who have furnished or claim to have furnished labor, services or materials in connection with the Security. Nothing herein contained requires Trustor to pay any claims for labor, materials or services which Trustor in good faith disputes and is diligently contesting provided that Trustor shall, within thirty (30) days after the filing of any claim of lien, record in the Office of the Recorder of Contra Costa County, a surety bond in an amount 1 and 1/2 times the amount of such claim item to protect against a claim of lien. Section 2.2 Granting of Easements. Trustor may not grant easements, licenses, rights-of-way or other rights or privileges in the nature of easements with respect to any property or rights included in the Security except those required or desirable for installation and maintenance of public utilities including, without limitation, water, gas, electricity, sewer, telephone and telegraph, or those required by law, and as approved, in writing, by Beneficiary. Section 2.3 Assignment of Rents. As part of the consideration for the indebtedness evidenced by the Note, Trustor hereby absolutely and unconditionally assigns and transfers to Beneficiary all the rents and revenues of 863\01\2813288.2 5 the Property including those now due, past due, or to become due by virtue of any lease or other agreement for the occupancy or use of all or any part of the Property, regardless of to whom the rents and revenues of the Property are payable, subject to the rights of senior lenders. Trustor hereby authorizes Beneficiary or Beneficiary's agents to collect the aforesaid rents and revenues and hereby directs each tenant of the Property to pay such rents to Beneficiary or Beneficiary's agents; provided, however, that prior to written notice given by Beneficiary to Trustor of the breach by Trustor of any covenant or agreement of Trustor in the Loan Documents, Trustor shall collect and receive all rents and revenues of the Property as trustee for the benefit of Beneficiary and Trustor to apply the rents and revenues so collected to the Secured Obligations with the balance, so long as no such breach has occurred, to the account of Trustor, it being intended by Trustor and Beneficiary that this assignment of rents constitutes an absolute assignment and not an assignment for additional security only. Upon delivery of written notice by Beneficiary to Trustor of the breach by Trustor of any covenant or agreement of Trustor in the Loan Documents, and without the necessity of Beneficiary entering upon and taking and maintaining full control of the Property in person, by agent or by a court-appointed receiver, Beneficiary shall immediately be entitled to possession of all rents and revenues of the Property as specified in this Section 2.3 as the same becomes due and payable, including but not limited to, rents then due and unpaid, and all such rents will immediately upon delivery of such notice be held by Trustor as trustee for the benefit of Beneficiary only; provided, however, that the written notice by Beneficiary to Trustor of the breach by Trustor contains a statement that Beneficiary exercises its rights to such rents. Trustor agrees that commencing upon delivery of such written notice of Trustor's breach by Beneficiary to Trustor, each tenant of the Property shall make such rents payable to and pay such rents to Beneficiary or Beneficiary's agents on Beneficiary's written demand to each tenant therefor, delivered to each tenant personally, by mail or by delivering such demand to each rental unit, without any liability on the part of said tenant to inquire further as to the existence of a default by Trustor. Trustor hereby covenants that Trustor has not executed any prior assignment of said rents, that Trustor has not performed, and will not perform, any acts or has not executed and will not execute, any instrument which would prevent Beneficiary from exercising its rights under this Section 2.3, and that at the time of execution of this Deed of Trust, there has been no anticipation or prepayment of any of the rents of the Property for more than two (2) months prior to the due dates of such rents. Trustor covenants that Trustor will not hereafter collect or accept payment of any rents of the Property more than two (2) months prior to the due dates of such rents. Trustor further covenants that Trustor will execute and deliver to Beneficiary such further assignments of rents and revenues of the Property as Beneficiary may from time to time request. Upon Trustor's breach of any covenant or agreement of Trustor in the Loan Documents, Beneficiary may in person, by agent or by a court-appointed receiver, regardless of the adequacy of Beneficiary's security, enter upon and take and maintain full control of the Property in order to perform all acts necessary and appropriate for the operation and maintenance thereof including, but not limited to, the execution, cancellation or modification of leases, the collection of all rents and revenues of the Property, the making of repairs to the Property and the execution or termination of contracts providing for the management or maintenance of the Property, all on such terms as are deemed best to protect the security of this Deed of Trust. In the event Beneficiary elects to seek the appointment of a receiver for the Property upon Trustor's breach of any covenant or agreement of Trustor in this Deed of Trust, Trustor hereby expressly consents to 863\01\2813288.2 6 the appointment of such receiver. Beneficiary or the receiver will be entitled to receive a reasonable fee for so managing the Property. All rents and revenues collected subsequent to delivery of written notice by Beneficiary to Trustor of the breach by Trustor of any covenant or agreement of Trustor in the Loan Documents are to be applied first to the costs, if any, of taking control of and managing the Property and collecting the rents, including, but not limited to, attorney's fees, receiver's fees, premiums on receiver's bonds, costs of repairs to the Property, premiums on insurance policies, taxes, assessments and other charges on the Property, and the costs of discharging any obligation or liability of Trustor as lessor or landlord of the Property and then to the sums secured by this deed of Trust. Beneficiary or the receiver is to have access to the books and records used in the operation and maintenance of the Property and will be liable to account only for those rents actually received. Beneficiary is not liable to Trustor, anyone claiming under or through Trustor or anyone having an interest in the Property by reason of anything done or left undone by Beneficiary under this Section 2.3. If the rents of the Property are not sufficient to meet the costs, if any, of taking control of and managing the Property and collecting the rents, any funds expended by Beneficiary for such purposes will become part of the Secured Obligations pursuant to Section 3.3 hereof. Unless Beneficiary and Trustor agree in writing to other terms of payment, such amounts are payable by Trustor to Beneficiary upon notice from Beneficiary to Trustor requesting payment thereof and will bear interest from the date of disbursement at the rate stated in Section 3.3. If the Beneficiary or the receiver enters upon and takes and maintains control of the Property, neither that act nor any application of rents as provided herein will cure or waive any default under this Deed of Trust or invalidate any other right or remedy available to Beneficiary under applicable law or under this Deed of Trust. This assignment of rents of the Property will terminate at such time as this Deed of Trust ceases to secure the Secured Obligations. ARTICLE 3 TAXES AND INSURANCE; ADVANCES Section 3.1 Taxes, Other Governmental Charges and Utility Charges. Trustor shall pay, or cause to be paid, prior to the date of delinquency, all taxes, assessments, charges and levies imposed by any public authority or utility company that are or may become a lien affecting the Security or any part thereof; provided, however, that Trustor is not required to pay and discharge any such tax, assessment, charge or levy so long as (a) the legality thereof is promptly and actively contested in good faith and by appropriate proceedings, and (b) Trustor maintains reserves adequate to pay any liabilities contested pursuant to this Section 3.1. With respect to taxes, special assessments or other similar governmental charges, Trustor shall pay such amount in full prior to the attachment of any lien therefor on any part of the Security; provided, however, if such taxes, assessments or charges can be paid in installments, Trustor may pay in such installments. Except as provided in clause (b) of the first sentence of this paragraph, the provisions of this Section 3.1 may not be construed to require that 863\01\2813288.2 7 Trustor maintain a reserve account, escrow account, impound account or other similar account for the payment of future taxes, assessments, charges and levies. In the event that Trustor fails to pay any of the items required by this Section to be paid by Trustor, Beneficiary may (but is under no obligation to) pay the same, after the Beneficiary has notified the Trustor of such failure to pay and the Trustor fails to fully pay such items within seven (7) business days after receipt of such notice. Any amount so advanced therefor by Beneficiary, together with interest thereon from the date of such advance at the maximum rate permitted by law, will become part of the Secured Obligations secured hereby, and Trustor agrees to pay all such amounts. Section 3.2 Provisions Respecting Insurance. Trustor agrees to provide insurance conforming in all respects to that required under the Loan Documents during the course of construction and following completion, and at all times until all amounts secured by this Deed of Trust have been paid, all Secured Obligations secured hereunder have been fulfilled, and this Deed of Trust has been reconveyed. All such insurance policies and coverages are to be maintained at Trustor's sole cost and expense. Certificates of insurance for all of the above insurance policies, showing the same to be in full force and effect, are to be delivered to the Beneficiary upon demand therefor at any time prior to Trustor's satisfaction of the Secured Obligations. Section 3.3 Advances. In the event the Trustor fails to maintain the full insurance coverage required by this Deed of Trust or fails to keep the Security in accordance with the Loan Documents, the Beneficiary, after at least seven (7) days prior notice to Trustor, may (but is under no obligation to) (i) take out the required policies of insurance and pay the premiums on the same, and (ii) make any repairs or replacements that are necessary and provide for payment thereof. All amounts so advanced by the Beneficiary will become part of the Secured Obligations (together with interest as set forth below) and will be secured hereby, which amounts the Trustor agrees to pay on the demand of the Beneficiary, and if not so paid, will bear interest from the date of the advance at the lesser of ten percent (10%) per annum or the maximum rate permitted by law. ARTICLE 4 DAMAGE, DESTRUCTION OR CONDEMNATION Section 4.1 Awards and Damages. Subject to the rights of senior lenders, all judgments, awards of damages, settlements and compensation made in connection with or in lieu of (1) the taking of all or any part of or any interest in the Property by or under assertion of the power of eminent domain, (2) any damage to or destruction of the Property or any part thereof by insured casualty, and (3) any other injury or damage to all or any part of the Property (collectively, the "Funds") are hereby assigned to and are to be paid to the Beneficiary by a check made payable to the Beneficiary. The Beneficiary is authorized and empowered (but not required) to collect and receive any Funds and is authorized 863\01\2813288.2 8 to apply them in whole or in part to any indebtedness or obligation secured hereby, in such order and manner as the Beneficiary determines at its sole option. The Beneficiary is entitled to settle and adjust all claims under insurance policies provided under this Deed of Trust and may deduct and retain from the proceeds of such insurance the amount of all expenses incurred by it in connection with any such settlement or adjustment. All or any part of the amounts so collected and recovered by the Beneficiary may be released to Trustor upon such conditions as the Beneficiary may impose for its disposition. Application of all or any part of the Funds collected and received by the Beneficiary or the release thereof will not cure or waive any default under this Deed of Trust. The rights of the Beneficiary under this Section 4.1 are subject to the rights of any senior mortgage lender. The Beneficiary shall release the Funds to Trustor to be used to reconstruct the improvements on the Property provided that Beneficiary reasonably determines that Trustor (taking into account the Funds) has sufficient funds to rebuild the improvements in substantially the form that existed prior to the casualty or condemnation. ARTICLE 5 AGREEMENTS AFFECTING THE PROPERTY; FURTHER ASSURANCES; PAYMENT OF PRINCIPAL AND INTEREST Section 5.1 Other Agreements Affecting Property. Trustor shall duly and punctually perform all terms, covenants, conditions and agreements binding upon it under the Loan Documents and any other agreement of any nature whatsoever now or hereafter involving or affecting the Security or any part thereof. Section 5.2 Agreement to Pay Attorneys' Fees and Expenses. In the event of any Event of Default (as defined in Section 7.1) hereunder, and if the Beneficiary employs attorneys or incurs other expenses for the collection of amounts due hereunder or the enforcement of performance or observance of an obligation or agreement on the part of the Trustor in this Deed of Trust, the Trustor agrees that it will, on demand therefor, pay to the Beneficiary the reasonable fees of such attorneys and such other reasonable expenses so incurred by the Beneficiary. Any such amounts paid by the Beneficiary will be added to the Secured Obligations, and will bear interest from the date such expenses are incurred at the lesser of ten percent (10%) per annum or the maximum rate permitted by law. Section 5.3 Payment of the Principal. The Trustor shall pay to the Beneficiary the Principal and any other payments as set forth in the Note in the amounts and by the times set out therein. Section 5.4 Personal Property. To the maximum extent permitted by law, the personal property subject to this Deed of Trust is deemed to be fixtures and part of the real property and this Deed of Trust constitutes a fixtures filing under the California Commercial Code. As to any personal property not deemed or permitted to be fixtures, this Deed of Trust constitutes a security agreement under the California Commercial Code. 863\01\2813288.2 9 Section 5.5 Financing Statement. The Trustor shall execute and deliver to the Beneficiary such financing statements pursuant to the appropriate statutes, and any other documents or instruments as are required to convey to the Beneficiary a valid perfected security interest in the Security. The Trustor shall perform all acts that the Beneficiary reasonably requests so as to enable the Beneficiary to maintain a valid perfected security interest in the Security in order to secure the payment of the Note in accordance with its terms. The Beneficiary is authorized to file a copy of any such financing statement in any jurisdiction(s) as it deems appropriate from time to time in order to protect the security interest established pursuant to this instrument. Section 5.6 Operation of the Security. The Trustor shall operate the Security (and, in case of a transfer of a portion of the Security subject to this Deed of Trust, the transferee shall operate such portion of the Security) in full compliance with the Loan Documents. Section 5.7 Inspection of the Security. At any and all reasonable times upon seventy-two (72) hours' notice, the Beneficiary and its duly authorized agents, attorneys, experts, engineers, accountants and representatives, may inspect the Security, without payment of charges or fees. Section 5.8 Nondiscrimination. The Trustor herein covenants by and for itself, its heirs, executors, administrators, and assigns, and all persons claiming under or through them, that there will be no discrimination against or segregation of, any person or group of persons on account of race, color, creed, religion, age, sex, sexual orientation, marital status, national origin or ancestry in the sale, lease, sublease, transfer, use, occupancy, tenure or enjoyment of the Security, nor will the Trustor itself or any person claiming under or through it establish or permit any such practice or practices of discrimination or segregation with reference to the selection, location, number, use or occupancy of tenants, lessees, subtenants, sublessees or vendees in the Security. The foregoing covenants run with the land. ARTICLE 6 HAZARDOUS WASTE Trustor shall keep and maintain that portion of the Property that is subject to the Deed of Trust in compliance with, and may not cause or permit such Property to be in violation of any federal, state or local laws, ordinances or regulations relating to industrial hygiene or to the environmental conditions on, under or about such Property including, but not limited to, soil and ground water conditions. Trustor may not use, generate, manufacture, store or dispose of on, under, or about such Property or transport to or from such Property any flammable explosives, radioactive materials, hazardous wastes, toxic substances or related materials, including without limitation, any substances defined as or included in the definition of "hazardous substances," hazardous wastes," "hazardous materials," or "toxic substances" under any applicable federal or 863\01\2813288.2 10 state laws or regulations (collectively referred to hereinafter as "Hazardous Materials") except such of the foregoing as may be customarily used in construction of single-family homes like the development or kept and used in and about residential property of this type. Trustor shall immediately advise Beneficiary in writing if at any time it receives written notice of (i) any and all enforcement, cleanup, removal or other governmental or regulatory actions related to the Property instituted, completed or threatened against Trustor or the Property pursuant to any applicable federal, state or local laws, ordinances, or regulations relating to any Hazardous Materials, ("Hazardous Materials Law"), (ii) all claims made or threatened by any third party related to the Property against Trustor or the Property relating to damage, contribution, cost recovery compensation, loss or injury resulting from any Hazardous Materials (the matters set forth in clauses (i) and (ii) above are hereinafter referred to as "Hazardous Materials Claims"), and (iii) Trustor's discovery of any occurrence or condition on any real property adjoining or in the vicinity of the Property that could cause the Property or any part thereof to be subject to any restrictions on the ownership, occupancy, transferability or use of the Property under any Hazardous Materials Law including but not limited to the provisions of California Health and Safety Code, Section 25220 et seq., or any regulation adopted in accordance therewith. Beneficiary has the right to join and participate in, as a party if it so elects, any legal proceedings or actions initiated in connection with any Hazardous Materials Claims and to have its reasonable attorneys' fees in connection therewith paid by Trustor. Trustor shall indemnify and hold harmless Beneficiary and its board members, supervisors, directors, officers, employees, agents, successors and assigns from and against any loss, damage, cost, expense or liability directly or indirectly arising out of or attributable to the use, generation, storage, release, threatened release, discharge, disposal, or presence of Hazardous Materials on or under the Property, including without limitation: (i) all foreseeable consequential damages, (ii) the costs of any required or necessary repair, cleanup or detoxification of the Property and the preparation and implementation of any closure, remedial or other required plans, and (iii) all reasonable costs and expenses incurred by Beneficiary in connection with clauses (i) and (ii), including but not limited to reasonable attorneys' fees and consultant's fees. This indemnification applies whether or not any government agency has issued a cleanup order. Losses, claims, costs, suits, liability, and expenses covered by this indemnification provision include, but are not limited to: (1) losses attributable to diminution in the value of the Property, (2) loss or restriction of use of rentable space on the Property, (3) adverse effect on the marketing of any rental space on the Property, and (4) penalties and fines levied by, and remedial or enforcement actions of any kind issued by any regulatory agency (including but not limited to the costs of any required testing, remediation, repair, removal, cleanup or detoxification of the Property and surrounding properties, which results from contamination emanating from the Property). Without Beneficiary's prior written consent, which may not be unreasonably withheld, Trustor may not take any remedial action in response to the presence of any Hazardous Materials on, under or about the Property, nor enter into any settlement agreement, consent decree, or other compromise in respect to any Hazardous Material Claims, which remedial action, settlement, consent decree or compromise might, in Beneficiary's reasonable judgment, impairs the value of the Beneficiary's security hereunder; provided, however, that Beneficiary's prior consent is not necessary in the event that the presence of Hazardous Materials on, under, or about the Property 863\01\2813288.2 11 either poses an immediate threat to the health, safety or welfare of any individual or is of such a nature that an immediate remedial response is necessary and it is not reasonably possible to obtain Beneficiary's consent before taking such action, provided that in such event Trustor notifies Beneficiary as soon as practicable of any action so taken. Beneficiary agrees not to withhold its consent, where such consent is required hereunder, if (i) a particular remedial action is ordered by a court of competent jurisdiction; (ii) Trustor will or may be subjected to civil or criminal sanctions or penalties if it fails to take a required action; (iii) Trustor establishes to the reasonable satisfaction of Beneficiary that there is no reasonable alternative to such remedial action which would result in less impairment of Beneficiary's security hereunder; or (iv) the action has been agreed to by Beneficiary. The Trustor hereby acknowledges and agrees that (i) this Article is intended as the Beneficiary's written request for information (and the Trustor's response) concerning the environmental condition of the Property as required by California Code of Civil Procedure Section 726.5, and (ii) each representation and warranty in this Deed of Trust or any of the other Loan Documents (together with any indemnity applicable to a breach of any such representation and warranty) with respect to the environmental condition of the property is intended by the Beneficiary and the Trustor to be an "environmental provision" for purposes of California Code of Civil Procedure Section 736. In the event that any portion of the Property is determined to be "environmentally impaired" (as that term is defined in California Code of Civil Procedure Section 726.5(e)(3)) or to be an "affected parcel" (as that term is defined in California Code of Civil Procedure Section 726.5(e)(1)), then, without otherwise limiting or in any way affecting the Beneficiary's or the Trustee's rights and remedies under this Deed of Trust, the Beneficiary may elect to exercise its rights under California Code of Civil Procedure Section 726.5(a) to (1) waive its lien on such environmentally impaired or affected portion of the Property and (2) exercise (a) the rights and remedies of an unsecured creditor, including reduction of its claim against the Trustor to judgment, and (b) any other rights and remedies permitted by law. For purposes of determining the Beneficiary's right to proceed as an unsecured creditor under California Code of Civil Procedure Section 726.5(a), the Trustor will be deemed to have willfully permitted or acquiesced in a release or threatened release of hazardous materials, within the meaning of California Code of Civil Procedure Section 726.5(d)(1), if the release or threatened release of hazardous materials was knowingly or negligently caused or contributed to by any lessee, occupant, or user of any portion of the Property and the Trustor knew or should have known of the activity by such lessee, occupant, or user which caused or contributed to the release or threatened release. All costs and expenses, including (but not limited to) attorneys' fees, incurred by the Beneficiary in connection with any action commenced under this paragraph, including any action required by California Code of Civil Procedure Section 726.5(b) to determine the degree to which the Property is environmentally impaired, plus interest thereon at the default rate specified in the Loan Agreement until paid, will be added to the indebtedness secured by this Deed of Trust and will be due and payable to the Beneficiary upon its demand made at any time following the conclusion of such action. 863\01\2813288.2 12 ARTICLE 7 EVENTS OF DEFAULT AND REMEDIES Section 7.1 Events of Default. The following are events of default following the expiration of any applicable notice and cure periods (each an "Event of Default"): (i) failure to make any payment to be paid by Trustor under the Loan Documents; (ii) failure to observe or perform any of Trustor's other covenants, agreements or obligations under the Loan Documents, including, without limitation, the provisions concerning discrimination; (iii) failure to make any payment or observe or perform any of Trustor's other covenants, agreements, or obligations under any Secured Obligations, which default is not cured within the times and in the manner provided therein; and (iv) failure to make any payments or observe or perform any of Trustor's other covenants, agreements or obligations under any other debt instrument or regulatory agreement secured by the Property, which default is not cured within the time and in the manner provided therein. Section 7.2 Acceleration of Maturity. If an Event of Default has occurred and is continuing, then at the option of the Beneficiary, the amount of any payment related to the Event of Default and all unpaid Secured Obligations are immediately due and payable, and no omission on the part of the Beneficiary to exercise such option when entitled to do so may be construed as a waiver of such right. Section 7.3 The Beneficiary's Right to Enter and Take Possession. If an Event of Default has occurred and is continuing, the Beneficiary may: (a) Either in person or by agent, with or without bringing any action or proceeding, or by a receiver appointed by a court, and without regard to the adequacy of its security, enter upon the Property and take possession thereof (or any part thereof) and of any of the Security, in its own name or in the name of Trustee, and do any acts that it deems necessary or desirable to preserve the value or marketability of the Property, or part thereof or interest therein, increase the income therefrom or protect the security thereof. The entering upon and taking possession of the Security will not cure or waive any Event of Default or Notice of Sale (as defined in Section 7.3(c), below) hereunder or invalidate any act done in response to such Event of Default or pursuant to such Notice of Sale, and, notwithstanding the continuance in possession of the Security, Beneficiary will be entitled to exercise every right provided for in this Deed of Trust, or by law upon occurrence of any Event of Default, including the right to exercise the power of sale; (b) Commence an action to foreclose this Deed of Trust as a mortgage, appoint a receiver, or specifically enforce any of the covenants hereof; (c) Deliver to Trustee a written declaration of an Event of Default and demand for sale, and a written notice of default and election to cause Trustor's interest in the Security to be sold ("Notice of Sale"), which notice Trustee or Beneficiary shall cause to be duly filed for record in the Official Records of Contra Costa County; or 863\01\2813288.2 13 (d) Exercise all other rights and remedies provided herein, in the instruments by which the Trustor acquires title to any Security, or in any other document or agreement now or hereafter evidencing, creating or securing the Secured Obligations. Section 7.4 Foreclosure By Power of Sale. Should the Beneficiary elect to foreclose by exercise of the power of sale herein contained, the Beneficiary shall deliver to the Trustee the Notice of Sale and shall deposit with Trustee this Deed of Trust which is secured hereby (and the deposit of which will be deemed to constitute evidence that the Secured Obligations are immediately due and payable), and such receipts and evidence of any expenditures made that are additionally secured hereby as Trustee may require. (a) Upon receipt of the Notice of Sale from the Beneficiary, Trustee shall cause to be recorded, published and delivered to Trustor such Notice of Sale as is then required by law and by this Deed of Trust. Trustee shall, without demand on Trustor, after the lapse of that amount of time as is then required by law and after recordation of such Notice of Sale as required by law, sell the Security, at the time and place of sale set forth in the Notice of Sale, whether as a whole or in separate lots or parcels or items, as Trustee deems expedient and in such order as it determines, unless specified otherwise by the Trustor according to California Civil Code Section 2924g(b), at public auction to the highest bidder, for cash in lawful money of the United States payable at the time of sale. Trustee shall deliver to such purchaser or purchasers thereof its good and sufficient deed or deeds conveying the property so sold, but without any covenant or warranty, express or implied. The recitals in such deed or any matters of facts will be conclusive proof of the truthfulness thereof. Any person, including, without limitation, Trustor, Trustee or Beneficiary, may purchase at such sale. (b) After deducting all reasonable costs, fees and expenses of Trustee, including costs of evidence of title in connection with such sale, Trustee shall apply the proceeds of sale to payment of: (i) the unpaid Principal amount of the Note; (ii) all other Secured Obligations owed to Beneficiary under the Loan Documents; (iii) all other sums then secured hereby; and (iv) the remainder, if any, to Trustor. (c) Trustee may postpone sale of all or any portion of the Property by public announcement at such time and place of sale, and from time to time thereafter, and without further notice make such sale at the time fixed by the last postponement, or may, in its discretion, give a new Notice of Sale. Section 7.5 Receiver. If an Event of Default occurs and is continuing, Beneficiary, as a matter of right and without further notice to Trustor or anyone claiming under the Security, and without regard to the then value of the Security or the interest of Trustor therein, may apply to any court having jurisdiction to appoint a receiver or receivers of the Security (or a part thereof), and Trustor hereby irrevocably consents to such appointment and waives further notice of any application therefor. Any such receiver or receivers will have all the usual powers and duties of receivers in like or similar cases, and all the powers and duties of Beneficiary in case of entry as provided 863\01\2813288.2 14 herein, and will continue as such and exercise all such powers until the date of confirmation of sale of the Security, unless such receivership is sooner terminated. Section 7.6 Remedies Cumulative. No right, power or remedy conferred upon or reserved to the Beneficiary by this Deed of Trust is intended to be exclusive of any other right, power or remedy, but each and every such right, power and remedy will be cumulative and concurrent and will be in addition to any other right, power and remedy given hereunder or now or hereafter existing at law or in equity. Section 7.7 No Waiver. (a) No delay or omission of the Beneficiary to exercise any right, power or remedy accruing upon any Event of Default will exhaust or impair any such right, power or remedy, and may not be construed to be a waiver of any such Event of Default or acquiescence therein; and every right, power and remedy given by this Deed of Trust to the Beneficiary may be exercised from time to time and as often as may be deemed expeditious by the Beneficiary. Beneficiary's express or implied consent to breach, or waiver of, any obligation of the Trustor hereunder will not be deemed or construed to be a consent to any subsequent breach, or further waiver, of such obligation or of any other obligations of the Trustor hereunder. Failure on the part of the Beneficiary to complain of any act or failure to act or to declare an Event of Default, irrespective of how long such failure continues, will not constitute a waiver by the Beneficiary of its right hereunder or impair any rights, power or remedies consequent on any Event of Default by the Trustor. (b) If the Beneficiary (i) grants forbearance or an extension of time for the payment or performance of any Secured Obligation, (ii) takes other or additional security or the payment of any sums secured hereby, (iii) waives or does not exercise any right granted in the Loan Documents, (iv) releases any part of the Security from the lien of this Deed of Trust, or otherwise changes any of the terms, covenants, conditions or agreements in the Loan Documents, (v) consents to the granting of any easement or other right affecting the Security, or (vi) makes or consents to any agreement subordinating the lien hereof, any such act or omission will not release, discharge, modify, change or affect the original liability under this Deed of Trust, or any other obligation of the Trustor or any subsequent purchaser of the Security or any part thereof, or any maker, co-signer, endorser, surety or guarantor (unless expressly released); nor will any such act or omission preclude the Beneficiary from exercising any right, power or privilege herein granted or intended to be granted in any Event of Default then made or of any subsequent Event of Default, nor, except as otherwise expressly provided in an instrument or instruments executed by the Beneficiary, will the lien of this Deed of Trust be altered thereby. Section 7.8 Suits to Protect the Security. The Beneficiary has the power to (a) institute and maintain such suits and proceedings as it may deem expedient to prevent any impairment of the Security and the rights of the Beneficiary as may be unlawful or any violation of this Deed of Trust, (b) preserve or protect its interest (as described in this Deed of Trust) in the Security, and (c) restrain the enforcement of or compliance with any legislation or other governmental enactment, rule or order that may be unconstitutional or otherwise invalid, if the enforcement for compliance with such enactment, 863\01\2813288.2 15 rule or order would impair the Security thereunder or be prejudicial to the interest of the Beneficiary. Section 7.9 Trustee May File Proofs of Claim. In the case of any receivership, insolvency, bankruptcy, reorganization, arrangement, adjustment, composition or other proceedings affecting the Trustor, its creditors or its property, the Beneficiary, to the extent permitted by law, will be entitled to file such proofs of claim and other documents as may be necessary or advisable in order to have the claims of the Beneficiary allowed in such proceedings and for any additional amount that becomes due and payable by the Trustor hereunder after such date. Section 7.10 Waiver. The Trustor waives presentment, demand for payment, notice of dishonor, notice of protest and nonpayment, protest, notice of interest on interest and late charges, and diligence in taking any action to collect any Secured Obligations or in proceedings against the Security, in connection with the delivery, acceptance, performance, default, endorsement or guaranty of this Deed of Trust. ARTICLE 8 MISCELLANEOUS Section 8.1 Amendments. This Deed of Trust cannot be waived, changed, discharged or terminated orally, but only by an instrument in writing signed by Beneficiary and Trustor. Section 8.2 Reconveyance by Trustee. Upon written request of Beneficiary stating that all Secured Obligations have been paid or forgiven, and all obligations under the Loan Documents have been performed in full, and upon surrender of this Deed of Trust to Trustee for cancellation and retention, and upon payment by Trustor of Trustee's reasonable fees, Trustee shall reconvey the Security to Trustor, or to the person or persons legally entitled thereto. Notwithstanding the forgoing, Beneficiary shall partially reconvey this Deed of Trust in accordance with Section 2.7 of the Loan Agreement. Section 8.3 Notices. If at any time after the execution of this Deed of Trust it becomes necessary or convenient for one of the parties hereto to serve any notice, demand or communication upon the other party, such notice, demand or communication must be in writing and is to be served personally or by depositing the same in the registered United States mail, return receipt requested, postage prepaid and (1) if intended for Beneficiary is to be addressed to: 863\01\2813288.2 16 County of Contra Costa Department of Conservation and Development 30 Muir Road Martinez, CA 94553 Attention: Affordable Housing Program Manager and (2) if intended for Trustor is to be addressed to: Habitat for Humanity East Bay/Silicon Valley, Inc., 2619 Broadway Oakland, California 94612 Attn: President & CEO Any notice, demand or communication will be deemed given, received, made or communicated on the date personal delivery is effected or, if mailed in the manner herein specified, on the delivery date or date delivery is refused by the addressee, as shown on the return receipt. Either party may change its address at any time by giving written notice of such change to Beneficiary or Trustor as the case may be, in the manner provided herein, at least ten (10) days prior to the date such change is desired to be effective. Section 8.4 Successors and Joint Trustors. Where an obligation created herein is binding upon Trustor, the obligation also applies to and binds any transferee or successors in interest. Where the terms of the Deed of Trust have the effect of creating an obligation of the Trustor and a transferee, such obligation will be deemed to be a joint and several obligation of the Trustor and such transferee. Where Trustor is more than one entity or person, all obligations of Trustor will be deemed to be a joint and several obligation of each and every entity and person comprising Trustor. Section 8.5 Captions. The captions or headings at the beginning of each Section hereof are for the convenience of the parties and are not a part of this Deed of Trust. Section 8.6 Invalidity of Certain Provisions. Every provision of this Deed of Trust is intended to be severable. In the event any term or provision hereof is declared to be illegal or invalid for any reason whatsoever by a court or other body of competent jurisdiction, such illegality or invalidity will not affect the balance of the terms and provisions hereof, which terms and provisions will remain binding and enforceable. If the lien of this Deed of Trust is invalid or unenforceable as to any part of the debt, or if the lien is invalid or unenforceable as to any part of the Security, the unsecured or partially secured portion of the debt, and all payments made on the debt, whether voluntary or under foreclosure or other enforcement action or procedure, will be considered to have been first paid or applied to the full payment of that portion of the debt that is not secured or partially secured by the lien of this Deed of Trust. 863\01\2813288.2 17 Section 8.7 Governing Law. This Deed of Trust is governed by the laws of the State of California. Section 8.8 Gender and Number. In this Deed of Trust the singular includes the plural and the masculine includes the feminine and neuter and vice versa, if the context so requires. Section 8.9 Deed of Trust, Mortgage. Any reference in this Deed of Trust to a mortgage also refers to a deed of trust and any reference to a deed of trust also refers to a mortgage. Section 8.10 Actions. Trustor shall appear in and defend any action or proceeding purporting to affect the Security. Section 8.11 Substitution of Trustee. Beneficiary may from time to time substitute a successor or successors to any Trustee named herein or acting hereunder to execute this Deed of Trust. Upon such appointment, and without conveyance to the successor trustee, the latter will be vested with all title, powers, and duties conferred upon any Trustee herein named or acting hereunder. Each such appointment and substitution is to be made by written instrument executed by Beneficiary, containing reference to this Deed of Trust and its place of record, which, when duly recorded in the proper office of the county or counties in which the Property is situated, will be conclusive proof of proper appointment of the successor trustee. Section 8.12 Statute of Limitations. The pleading of any statute of limitations as a defense to any and all obligations secured by this Deed of Trust is hereby waived to the full extent permissible by law. Section 8.13 Acceptance by Trustee. Trustee accepts this Trust when this Deed of Trust, duly executed and acknowledged, is made public record as provided by law. Except as otherwise provided by law, the Trustee is not obligated to notify any party hereto of a pending sale under this Deed of Trust or of any action or proceeding in which Trustor, Beneficiary, or Trustee is a party unless brought by Trustee. Signature page County Deed of Trust 863\01\2813288.2 18 IN WITNESS WHEREOF, Trustor is executing this Deed of Trust as of the day and year first above written. HABITAT FOR HUMANITY EAST BAY/SILICON VALLEY, INC., a California nonprofit public benefit corporation By: ____________________________ Janice Jensen, President and Chief Executive Officer 863\01\2813288.2 STATE OF CALIFORNIA ) ) COUNTY OF __________________ ) On ____________________, before me, ___________________________, Notary Public, personally appeared ______________________________________, who proved to me on the basis of satisfactory evidence to be the person(s) whose name(s) is/are subscribed to the within instrument and acknowledged to me that he/she/they executed the same in his/her/their authorized capacity(ies), and that by his/her/their signature(s) on the instrument the person(s), or the entity upon behalf of which the person(s) acted, executed the instrument. I certify UNDER PENALTY OF PERJURY under the laws of the State of California that the foregoing paragraph is true and correct. WITNESS my hand and official seal. ______________________________________ Name: ______________________________ Notary Public A notary public or other officer completing this certificate verifies only the identity of the individual who signed the document to which this certificate is attached, and not the truthfulness, accuracy, or validity of that document. A-1 863\01\2813288.2 EXHIBIT A LEGAL DESCRIPTION RECOMMENDATION(S): ACCEPT the monetary donation report from the Animal Services Department, which describes the source and value of each gift received by Animal Services from July 1, 2020 through March 31, 2021 for FY 2020-21 Quarters 1 through 3. FISCAL IMPACT: No fiscal impact. BACKGROUND: The Animal Benefit Fund was created by the Animal Services Department in 1988 to allow the Department to receive donations from individuals, animal welfare organizations and businesses, to support animal health and welfare projects that are not funded by departmental or general County revenue. On April 19, 2016 the Board of Supervisors delegated specific authority to the Animal Services Director as it related to the Animal Benefit Fund. The Animal Services Director was granted authorization to accept any monetary donation, gift, bequest, or devise made to or in favor of the Contra Costa County Animal Services Department as allowed under Government Code section 25355 and solicit donations for the benefit of shelter animals. Along with this delegated authority, the Animal Services Director is required to file a report with the Board of Supervisors every quarter APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 04/20/2021 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: Arturo Castillo 925-608-8470 I hereby certify that this is a true and correct copy of an action taken and entered on the minutes of the Board of Supervisors on the date shown. ATTESTED: April 20, 2021 Monica Nino, County Administrator and Clerk of the Board of Supervisors By: June McHuen, Deputy cc: C.111 To:Board of Supervisors From:Beth Ward, Animal Services Director Date:April 20, 2021 Contra Costa County Subject:Animal Benefit Fund Donation Report Q1, Q2 and Q3 FY 2020/21 BACKGROUND: (CONT'D) that describes the source and value of each gift. Attached is the donation report that provides details of all monetary donations received by the Animal Services Department from July 1, 2020 through September 30, 2020 for Quarter 1, October 1, 2020 to December 31, 2020 for Quarter 2 and January 1, 2021 through March 31, 2021 for Quarter 3. The Department is required to submit a quarterly donation report to the Board of Supervisors throughout the current fiscal year. CONSEQUENCE OF NEGATIVE ACTION: Failure to accept the report will delay information the Board has requested. ATTACHMENTS ABF Fund 133200 FY 2020-21 Quarter 1 ABF Fund 133200 FY 2020-21 Quarter 2 ABF Fund 133200 FY 2020-21 Quarter 3 Animal Benefit Fund #133200 FY 2020-21 Quarter 1 Donation Report Sub Date Obj Posted 133200 0375 3349 9800 9965 DONATION -AB 25 DP815876 9/30/2020 $40.00 133200 0375 3349 9800 9965 DONATE PET DATA WF 25 DP815611 9/28/2020 $300.00 133200 0375 3349 9800 9965 DONATE PET DATA CC 25 DP815611 9/28/2020 $161.00 133200 0375 3349 9800 9965 DONATE AB-GENERAL 25 DP815480 9/28/2020 $50.00 133200 0375 3349 9800 9965 DONATE AB-GENERAL 25 DP815388 9/28/2020 $100.00 133200 0375 3349 9800 9965 DONATE PET DATA CC 25 DP815537 9/25/2020 $101.00 133200 0375 3349 9800 9965 DONATE CCAS WEB 25 DP815571 9/25/2020 $50.00 133200 0375 3349 9800 9965 DONATE CCAS WEB 25 DP815569 9/25/2020 $100.00 133200 0375 3349 9800 9965 DONATE PET DATA CC 25 DP815571 9/25/2020 $70.00 133200 0375 3349 9800 9965 DONATE PET DATA CC 25 DP815569 9/25/2020 $77.50 133200 0375 3349 9800 9965 DONATE PET DATA WF 25 DP815569 9/25/2020 $55.00 133200 0375 3349 9800 9965 DONATE PET DATA WF 25 DP815537 9/25/2020 $170.00 133200 0375 3349 9800 9965 DONATE PET DATA WF 25 DP815231 9/23/2020 $15.00 133200 0375 3349 9800 9965 DONATE CCAS WEB 25 DP815212 9/23/2020 $250.00 133200 0375 3349 9800 9965 DONATE PET DATA CC 25 DP815212 9/23/2020 $137.00 133200 0375 3349 9800 9965 DONATE PET DATA WF 25 DP815212 9/23/2020 $403.00 133200 0375 3349 9800 9965 DONATE PET DATA CC 25 DP815231 9/23/2020 $184.00 133200 0375 3349 9800 9965 DONATE PET DATA CC 25 DP815338 9/23/2020 $149.00 133200 0375 3349 9800 9965 DONATE PET DATA CC 25 DP815113 9/18/2020 $208.00 133200 0375 3349 9800 9965 DONATE AB-GENERAL 25 DP815003 9/18/2020 $155.00 133200 0375 3349 9800 9965 DONATE PET DATA CC 25 DP815017 9/16/2020 $83.00 133200 0375 3349 9800 9965 DONATE PET DATA WF 25 DP815017 9/16/2020 $26.00 133200 0375 3349 9800 9965 DONATE PET DATA WF 25 DP814923 9/15/2020 $298.00 133200 0375 3349 9800 9965 DONATE PET DATA CC 25 DP814923 9/15/2020 $162.00 133200 0375 3349 9800 9965 DONATE PET DATA WF 25 DP814834 9/14/2020 $92.00 133200 0375 3349 9800 9965 DONATE PET DATA CC 25 DP814834 9/14/2020 $71.00 133200 0375 3349 9800 9965 DONATE CCAS WEB 25 DP814821 9/11/2020 $50.00 133200 0375 3349 9800 9965 DONATE PET DATA CC 25 DP814821 9/11/2020 $107.00 133200 0375 3349 9800 9965 DONATE PET DATA WF 25 DP814708 9/10/2020 $122.00 133200 0375 3349 9800 9965 DONATE PET DATA CC 25 DP814701 9/10/2020 $221.00 133200 0375 3349 9800 9965 DONATE PET DATA CC 25 DP814708 9/10/2020 $31.00 133200 0375 3349 9800 9965 DONATE PET DATA WF 25 DP814701 9/10/2020 $30.00 133200 0375 3349 9800 9965 DONATE CCAS WEB 25 DP814701 9/10/2020 $700.00 133200 0375 3349 9800 9965 DONATE AB-GENERAL 25 DP814656 9/10/2020 $214.56 133200 0375 3349 9800 9965 DONATE CCAS WEB 25 DP814708 9/10/2020 $25.00 133200 0375 3349 9800 9965 DONATION -AB 25 DP814320 9/8/2020 $40.00 133200 0375 3349 9800 9965 DONATE AB 25 DP813901 9/8/2020 $480.00 133200 0375 3349 9800 9965 DONATE AB-GENERAL 25 DP814324 9/8/2020 $25.00 133200 0375 3349 9800 9965 DONATE PET DATA CC 25 DP814467 9/8/2020 $14.00 133200 0375 3349 9800 9965 DONATE PET DATA WF 25 DP814468 9/8/2020 $260.00 133200 0375 3349 9800 9965 DONATE PET DATA WF 25 DP814466 9/8/2020 $103.00 133200 0375 3349 9800 9965 DONATE PET DATA WF 25 DP814467 9/8/2020 $301.00 TC Reference AmountFundDeptOrgObjDescription 133200 0375 3349 9800 9965 DONATE PET DATA CC 25 DP814466 9/8/2020 $83.00 133200 0375 3349 9800 9965 DONATE PET DATA CC 25 DP814468 9/8/2020 $38.00 133200 0375 3349 9800 9965 DONATE CCAS WEB 25 DP814468 9/8/2020 $25.00 133200 0375 3349 9800 9965 DONATE PET DATA CC 25 DP813993 8/31/2020 $171.00 133200 0375 3349 9800 9965 DONATE CCAS WEB 25 DP813993 8/31/2020 $30.00 133200 0375 3349 9800 9965 DONATE PET DATA CC 25 DP813949 8/28/2020 $110.69 133200 0375 3349 9800 9965 DONATE PET DATA WF 25 DP813949 8/28/2020 $100.00 133200 0375 3349 9800 9965 DONATE PET DATA CC 25 DP813952 8/28/2020 $112.00 133200 0375 3349 9800 9965 DONATE CCAS WEB 25 DP813952 8/28/2020 $25.00 133200 0375 3349 9800 9965 DONATE AB-GENERAL 25 DP813536 8/25/2020 $200.00 133200 0375 3349 9800 9965 DONATE AB-GENERAL 25 DP813467 8/25/2020 $2.00 133200 0375 3349 9800 9965 DONATE AB-GENERAL 25 DP813543 8/25/2020 $200.00 133200 0375 3349 9800 9965 DONATE AB-GENERAL 25 DP813389 8/25/2020 $540.00 133200 0375 3354 9800 9965 TRANSFER FROM ABF BUDGET 35 JV033400 8/21/2020 ($23,395.00) 133200 0375 3354 9800 9965 TRANSFER TO ABF BUDGET 35 JV033400 8/18/2020 $23,395.00 TOTAL $7,867.75 Animal Benefit Fund # 133200 FY 2020-21 Quarter 2 Donation Report Sub Date Obj Posted 133200 0375 3349 9800 9965 DONATE PET DATA CC 25 DP821049 12/31/2020 $168.00 133200 0375 3349 9800 9965 DONATE CCAS WEB 25 DP821049 12/31/2020 $40.00 133200 0375 3349 9800 9965 DONATE CCAS WEB 25 DP816828 12/29/2020 $15.00 133200 0375 3349 9800 9965 DONATE PET DATA CC 25 DP812299 12/29/2020 $54.00 133200 0375 3349 9800 9965 DONATE AB 25 DP820817 12/29/2020 $650.00 133200 0375 3349 9800 9965 DONATE PET DATA WF 25 DP814656 12/29/2020 $242.00 133200 0375 3349 9800 9965 DONATE AB 25 DP820977 12/29/2020 $5,821.08 133200 0375 3349 9800 9965 DONATE AB - BENEVITY FUND 25 DP820991 12/29/2020 $1,069.35 133200 0375 3349 9800 9965 DONATE PET DATA CC 25 DP820991 12/29/2020 $106.00 133200 0375 3349 9800 9965 DONATE CCAS WEB 25 DP820998 12/29/2020 $55.00 133200 0375 3349 9800 9965 DONATE PET DATA CC 25 DP820998 12/29/2020 $225.00 133200 0375 3349 9800 9965 DONATE PET DATA WF 25 DP820998 12/29/2020 $145.00 133200 0375 3349 9800 9965 DONATE AB 25 DP820778 12/29/2020 $4,147.00 133200 0375 3349 9800 9965 DONATE PET DATA WF 25 DP812299 12/29/2020 $330.00 133200 0375 3349 9800 9965 DONATE PET DATA WF 25 DP816826 12/29/2020 $110.00 133200 0375 3349 9800 9965 DONATE CCAS WEB 25 DP816562 12/29/2020 $50.00 133200 0375 3349 9800 9965 DONATE PET DATA CC 25 DP816826 12/29/2020 $174.00 133200 0375 3349 9800 9965 DONATE PET DATA CC 25 DP816824 12/29/2020 $31.00 133200 0375 3349 9800 9965 DONATE CCAS WEB 25 DP816825 12/29/2020 $57.00 133200 0375 3349 9800 9965 DONATE PET DATA CC 25 DP816825 12/29/2020 $289.00 133200 0375 3349 9800 9965 DONATE PET DATA WF 25 DP816562 12/29/2020 $55.00 133200 0375 3349 9800 9965 DONATE PET DATA WF 25 DP816824 12/29/2020 $344.50 133200 0375 3349 9800 9965 DONATE PET DATA CC 25 DP816825 12/29/2020 $90.00 133200 0375 3349 9800 9965 DONATE CCAS WEB 25 DP820991 12/29/2020 $250.00 133200 0375 3349 9800 9965 DONATE PET DATA CC 25 DP818363 12/29/2020 $125.00 133200 0375 3349 9800 9965 DONATE PET DATA CC 25 DP813144 12/29/2020 $195.00 133200 0375 3349 9800 9965 DONATE PET DATA CC 25 DP816827 12/29/2020 $83.00 133200 0375 3349 9800 9965 DONATE PET DATA WF 25 DP816480 12/29/2020 $420.00 133200 0375 3349 9800 9965 DONATE CCAS WEB 25 DP817969 12/29/2020 $210.00 133200 0375 3349 9800 9965 DONATE PET DATA CC 25 DP817969 12/29/2020 $129.00 133200 0375 3349 9800 9965 DONATE CCAS WEB 25 DP818363 12/29/2020 $25.00 133200 0375 3349 9800 9965 DONATE PET DATA WF 25 DP817969 12/29/2020 $5.00 133200 0375 3349 9800 9965 DONATE PET DATA WF 25 DP818363 12/29/2020 $105.00 133200 0375 3349 9800 9965 DONATE PET DATA CC 25 DP817985 12/29/2020 $40.00 133200 0375 3349 9800 9965 DONATE PET DATA WF 25 DP817985 12/29/2020 $288.00 133200 0375 3349 9800 9965 DONATE PET DATA CC 25 DP816828 12/29/2020 $64.00 133200 0375 3349 9800 9965 DONATE CCAS WEB 25 DP819085 12/29/2020 $50.00 133200 0375 3349 9800 9965 DONATE PET DATA WF 25 DP820647 12/29/2020 $155.00 133200 0375 3349 9800 9965 DONATE PET DATA CC 25 DP820647 12/29/2020 $49.00 133200 0375 3349 9800 9965 DONATE PET DATA CC 25 DP816480 12/29/2020 $47.00 133200 0375 3349 9800 9965 DONATE PET DATA CC 25 DP820811 12/29/2020 $104.00 133200 0375 3349 9800 9965 DONATE CCAS WEB 25 DP820811 12/29/2020 $100.00 133200 0375 3349 9800 9965 DONATE PET DATA CC 25 DP814656 12/29/2020 $57.00 TC Reference AmountFundDeptOrgObjDescription 133200 0375 3349 9800 9965 DONATE CCAS WEB 25 DP819104 12/29/2020 $50.00 133200 0375 3349 9800 9965 DONATE PET DATA WF 25 DP819085 12/29/2020 $75.00 133200 0375 3349 9800 9965 DONATE PET DATA CC 25 DP819104 12/29/2020 $157.00 133200 0375 3349 9800 9965 DONATE PET DATA CC 25 DP819085 12/29/2020 $207.00 133200 0375 3349 9800 9965 DONATE PET DATA CC 25 DP814209 12/29/2020 $176.00 133200 0375 3349 9800 9965 DONATE PET DATA CC 25 DP812639 12/23/2020 $100.00 133200 0375 3349 9800 9965 DONATE PET DATA CC 25 DP812645 12/23/2020 $91.00 133200 0375 3349 9800 9965 DONATE PET DATA CC 25 DP812710 12/23/2020 $69.00 133200 0375 3349 9800 9965 DONATE AB 25 DP812763 12/23/2020 $556.48 133200 0375 3349 9800 9965 DONATE PET DATA WF 25 DP812639 12/23/2020 $80.00 133200 0375 3349 9800 9965 DONATE PET DATA WF 25 DP812645 12/23/2020 $20.00 133200 0375 3349 9800 9965 DONATE PET DATA WF 25 DP812632 12/23/2020 $220.00 133200 0375 3349 9800 9965 DONATE AB 25 DP812120 12/23/2020 $200.00 133200 0375 3349 9800 9965 DONATE PET DATA CC 25 DP820694 12/23/2020 $44.00 133200 0375 3349 9800 9965 DONATE AB 25 DP812877 12/23/2020 $500.00 133200 0375 3349 9800 9965 DONATE CCAS WEB 25 DP812710 12/23/2020 $130.00 133200 0375 3349 9800 9965 DONATE CCAS WEB 25 DP812645 12/23/2020 $100.00 133200 0375 3349 9800 9965 DONATE AB 25 DP812069 12/23/2020 $50.00 133200 0375 3349 9800 9965 DONATE PET DATA CC 25 DP812142 12/23/2020 $216.00 133200 0375 3349 9800 9965 DONATE PET DATA WF 25 DP812551 12/23/2020 $341.00 133200 0375 3349 9800 9965 DONATE CCAS WEB 25 DP812142 12/23/2020 $150.00 133200 0375 3349 9800 9965 DONATE PET DATA CC 25 DP812358 12/23/2020 $225.00 133200 0375 3349 9800 9965 DONATE CCAS WEB 25 DP813138 12/23/2020 $51.00 133200 0375 3349 9800 9965 DONATE PET DATA WF 25 DP820703 12/23/2020 $360.00 133200 0375 3349 9800 9965 DONATE PET DATA CC 25 DP812551 12/23/2020 $97.00 133200 0375 3349 9800 9965 DONATE PET DATA CC 25 DP812632 12/23/2020 $235.00 133200 0375 3349 9800 9965 DONATE PET DATA CC 25 DP820716 12/23/2020 $76.00 133200 0375 3349 9800 9965 DONATE PET DATA CC 25 DP813138 12/23/2020 $100.00 133200 0375 3349 9800 9965 DONATE PET DATA WF 25 DP812142 12/23/2020 $295.00 133200 0375 3349 9800 9965 DONATE PET DATA CC 25 DP820672 12/23/2020 $97.00 133200 0375 3349 9800 9965 DONATE PET DATA CC 25 DP820674 12/23/2020 $140.00 133200 0375 3349 9800 9965 DONATE PET DATA CC 25 DP820692 12/23/2020 $96.00 133200 0375 3349 9800 9965 DONATE CCAS WEB 25 DP820692 12/23/2020 $50.00 133200 0375 3349 9800 9965 DONATE CCAS WEB 25 DP820694 12/23/2020 $120.00 133200 0375 3349 9800 9965 DONATE PET DATA WF 25 DP820674 12/23/2020 $135.00 133200 0375 3349 9800 9965 DONATE PET DATA WF 25 DP820716 12/23/2020 $181.00 133200 0375 3349 9800 9965 DONATE CCAS WEB 25 DP820672 12/23/2020 $100.00 133200 0375 3349 9800 9965 DONATE CCAS WEB 25 DP812978 12/23/2020 $2,552.00 133200 0375 3349 9800 9965 DONATE CCAS WEB 25 DP820716 12/23/2020 $200.00 133200 0375 3349 9800 9965 DONATE PET DATA CC 25 DP820703 12/23/2020 $33.00 133200 0375 3349 9800 9965 DONATE PET DATA CC 25 DP820726 12/23/2020 $32.00 133200 0375 3349 9800 9965 DONATE PET DATA WF 25 DP820726 12/23/2020 $132.00 133200 0375 3349 9800 9965 DONATE CCAS WEB 25 DP820726 12/23/2020 $620.00 133200 0375 3349 9800 9965 DONATE PET DATA CC 25 DP820714 12/23/2020 $229.00 133200 0375 3349 9800 9965 DONATE CCAS WEB 25 DP820714 12/23/2020 $525.00 133200 0375 3349 9800 9965 DONATE PET DATA WF 25 DP813138 12/23/2020 $50.00 133200 0375 3349 9800 9965 DONATE PET DATA CC 25 DP812978 12/23/2020 $176.00 133200 0375 3349 9800 9965 DONATE CCAS WEB 25 DP820674 12/23/2020 $904.00 133200 0375 3349 9800 9965 DONATE PET DATA CC 25 DP811068 12/23/2020 $363.00 133200 0375 3349 9800 9965 DONATE PET DATA CC 25 DP811484 12/23/2020 $269.00 133200 0375 3349 9800 9965 DONATE PET DATA CC 25 DP811482 12/23/2020 $15.00 133200 0375 3349 9800 9965 DONATE CCAS WEB 25 DP820703 12/23/2020 $40.00 133200 0375 3349 9800 9965 DONATE PET DATA WF 25 DP811471 12/23/2020 $20.00 133200 0375 3349 9800 9965 DONATE PET DATA CC 25 DP811471 12/23/2020 $57.00 133200 0375 3349 9800 9965 DONATE CCAS WEB 25 DP811471 12/23/2020 $30.00 133200 0375 3349 9800 9965 DONATE PET DATA WF 25 DP811347 12/23/2020 $270.00 133200 0375 3349 9800 9965 DONATE PET DATA CC 25 DP811468 12/23/2020 $39.00 133200 0375 3349 9800 9965 DONATE PET DATA WF 25 DP811484 12/23/2020 $20.00 133200 0375 3349 9800 9965 DONATE AB 25 DP810751 12/23/2020 $170.50 133200 0375 3349 9800 9965 DONATE PET DATA WF 25 DP811482 12/23/2020 $242.00 133200 0375 3349 9800 9965 PET DATA CC 25 DP811086 12/23/2020 $191.00 133200 0375 3349 9800 9965 DONATE PET DATA CC 25 DP810751 12/23/2020 $260.00 133200 0375 3349 9800 9965 DONATE PET DATA WF 25 DP811068 12/23/2020 $180.00 133200 0375 3349 9800 9965 DONATE PET DATA CC 25 DP810751 12/23/2020 $112.00 133200 0375 3349 9800 9965 DONATE CCAS WEB 25 DP811086 12/23/2020 $100.00 133200 0375 3349 9800 9965 DONATE AB 25 DP810723 12/23/2020 $1,649.00 133200 0375 3349 9800 9965 DONATE AB 25 DP811236 12/23/2020 $130.00 133200 0375 3349 9800 9965 DONATE PET DATA CC 25 DP811004 12/23/2020 $15.00 133200 0375 3349 9800 9965 DONATE PET DATA CC 25 DP812265 12/23/2020 $102.00 133200 0375 3349 9800 9965 DONATE AB 25 DP811260 12/23/2020 $450.00 133200 0375 3349 9800 9965 DONATE PET DATA CC 25 DP811910 12/23/2020 $89.00 133200 0375 3349 9800 9965 DONATE PET DATA WF 25 DP811870 12/23/2020 $125.00 133200 0375 3349 9800 9965 DONATE PET DATA CC 25 DP811347 12/23/2020 $115.00 133200 0375 3349 9800 9965 DONATE CCAS WEB 25 DP811908 12/23/2020 $75.00 133200 0375 3349 9800 9965 DONATE CCAS WEB 25 DP811637 12/23/2020 $100.00 133200 0375 3349 9800 9965 DONATE PET DATA WF 25 DP811907 12/23/2020 $82.00 133200 0375 3349 9800 9965 DONATE CCAS WEB 25 DP811910 12/23/2020 $500.00 133200 0375 3349 9800 9965 DONATE PET DATA CC 25 DP811908 12/23/2020 $156.00 133200 0375 3349 9800 9965 DONATE PET DATA CC 25 DP811907 12/23/2020 $71.00 133200 0375 3349 9800 9965 DONATE PETDATA-WF 25 DP811903 12/23/2020 $102.50 133200 0375 3349 9800 9965 DONATE PET DATA CC 25 DP811909 12/23/2020 $95.00 133200 0375 3349 9800 9965 DONATE PETDATA CC 25 DP811903 12/23/2020 $234.00 133200 0375 3349 9800 9965 DONATE PET DATA CC 25 DP811485 12/23/2020 $66.00 133200 0375 3349 9800 9965 DONATE PET DATA CC 25 DP811870 12/23/2020 $82.00 133200 0375 3349 9800 9965 DONATE PET DATA WF 25 DP811910 12/23/2020 $73.00 133200 0375 3349 9800 9965 DONATE PET DATA WF 25 DP811485 12/23/2020 $193.00 133200 0375 3349 9800 9965 DONATE PET DATA CC 25 DP811637 12/23/2020 $78.00 133200 0375 3349 9800 9965 DONATE CCAS WEB 25 DP811486 12/23/2020 $400.00 133200 0375 3349 9800 9965 DONATE AB 25 DP811585 12/23/2020 $100.00 133200 0375 3349 9800 9965 DONATE PET DATA WF 25 DP811637 12/23/2020 $540.00 133200 0375 3349 9800 9965 DONATE PET DATA CC 25 DP811486 12/23/2020 $28.00 133200 0375 3349 9800 9965 DONATE AB 25 DP811779 12/23/2020 $50.00 133200 0375 3349 9800 9965 DONATE PET DATA CC 25 DP820025 12/11/2020 $122.00 133200 0375 3349 9800 9965 DONATE PET DATA WF 25 DP820025 12/11/2020 $380.00 133200 0375 3349 9800 9965 DONATE PET DATA CC 25 DP819823 12/10/2020 $158.00 133200 0375 3349 9800 9965 DONATE AB 25 DP819442 12/10/2020 $387.50 133200 0375 3349 9800 9965 DONATE AB-GENERAL 25 DP819505 12/10/2020 $125.90 133200 0375 3349 9800 9965 DONATE PET DATA CC 25 DP819925 12/10/2020 $165.00 133200 0375 3349 9800 9965 DONATE PET DATA WF 25 DP819823 12/10/2020 $5.00 133200 0375 3349 9800 9965 DONATE AB-GENERAL 25 DP819159 12/10/2020 $370.00 133200 0375 3349 9800 9965 DONATE CCAS WEB 25 DP819823 12/10/2020 $80.00 133200 0375 3349 9800 9965 DONATE PET DATA WF 25 DP819594 12/8/2020 $263.00 133200 0375 3349 9800 9965 DONATE CCAS WEB 25 DP819594 12/8/2020 $630.00 133200 0375 3349 9800 9965 DONATE PET DATA CC 25 DP819651 12/8/2020 $92.00 133200 0375 3349 9800 9965 DONATE PET DATA CC 25 DP819601 12/8/2020 $31.00 133200 0375 3349 9800 9965 DONATE AB-BENEVITY FUND 25 DP819601 12/8/2020 $100.00 133200 0375 3349 9800 9965 DONATE PET DATA CC 25 DP819594 12/8/2020 $39.00 133200 0375 3349 9800 9965 DONATE PET DATA WF 25 DP819601 12/8/2020 $150.00 133200 0375 3349 9800 9965 DONATE PET DATA CC 25 DP819591 12/8/2020 $147.00 133200 0375 3349 9800 9965 DONATE PET DATA WF 25 DP819651 12/8/2020 $311.00 133200 0375 3349 9800 9965 DONATE PET DATA WF 25 DP819587 12/8/2020 $275.00 133200 0375 3349 9800 9965 DONATE CCAS WEB 25 DP819651 12/8/2020 $65.00 133200 0375 3349 9800 9965 DONATE CCAS WEB 25 DP819591 12/8/2020 $150.00 133200 0375 3349 9800 9965 DONATE PET DATA CC 25 DP819649 12/8/2020 $32.00 133200 0375 3349 9800 9965 DONATE PET DATA CC 25 DP819648 12/8/2020 $77.00 133200 0375 3349 9800 9965 DONATE CCAS WEB 25 DP819648 12/8/2020 $50.00 133200 0375 3349 9800 9965 DONATE CCAS WEB 25 DP819649 12/8/2020 $2,230.00 133200 0375 3349 9800 9965 DONATE PET DATA CC 25 DP819587 12/8/2020 $273.00 133200 0375 3349 9800 9965 DONATE CCAS WEB 25 DP819587 12/8/2020 $30.00 133200 0375 3349 9800 9965 DONATE PET DATA WF 25 DP819649 12/8/2020 $121.50 133200 0375 3349 9800 9965 DONATE PET DATA CC 25 DP819475 12/3/2020 $187.50 133200 0375 3349 9800 9965 DONATE CCAS WEB 25 DP819475 12/3/2020 $70.00 133200 0375 3349 9800 9965 DONATE PET DATA WF 25 DP818872 11/23/2020 $135.00 133200 0375 3349 9800 9965 DONATE PET DATA WF 25 DP818725 11/23/2020 $376.50 133200 0375 3349 9800 9965 DONATE PET DATA WF 25 DP818676 11/23/2020 $51.00 133200 0375 3349 9800 9965 DONATE PET DATA CC 25 DP818739 11/23/2020 $143.00 133200 0375 3349 9800 9965 DONATE PET DATA WF 25 DP818739 11/23/2020 $70.00 133200 0375 3349 9800 9965 DONATE CCAS WEB 25 DP818739 11/23/2020 $30.00 133200 0375 3349 9800 9965 DONATE PET DATA WF 25 DP818727 11/23/2020 $55.00 133200 0375 3349 9800 9965 DONATE PET DATA CC 25 DP818727 11/23/2020 $225.00 133200 0375 3349 9800 9965 DONATE PET DATA CC 25 DP818676 11/23/2020 $42.00 133200 0375 3349 9800 9965 DONATE CCAS WEB 25 DP818725 11/23/2020 $1,200.00 133200 0375 3349 9800 9965 DONATE PET DATA CC 25 DP818873 11/23/2020 $101.00 133200 0375 3349 9800 9965 DONATE PET DATA CC 25 DP818874 11/23/2020 $72.00 133200 0375 3349 9800 9965 DONATE PET DATA WF 25 DP818873 11/23/2020 $70.00 133200 0375 3349 9800 9965 DONATE CCAS WEB 25 DP818873 11/23/2020 $50.00 133200 0375 3349 9800 9965 DONATE CCAS WEB 25 DP818727 11/23/2020 $100.00 133200 0375 3349 9800 9965 DONATE PET DATA CC 25 DP818725 11/23/2020 $127.00 133200 0375 3349 9800 9965 DONATE CCAS WEB 25 DP818872 11/23/2020 $100.00 133200 0375 3349 9800 9965 DONATE PET DATA CC 25 DP818872 11/23/2020 $68.00 133200 0375 3349 9800 9965 DONATE AB-GENERAL 25 DP818224 11/18/2020 $40.00 133200 0375 3349 9800 9965 DONATE AB-GENERAL 25 DP818485 11/18/2020 $100.00 133200 0375 3349 9800 9965 DONATE AB-GENERAL 25 DP817910 11/18/2020 $165.00 133200 0375 3349 9800 9965 DONATE AB-GENERAL 25 DP818475 11/18/2020 $25.00 133200 0375 3349 9800 9965 DONATE PET DATA CC 25 DP818123 11/9/2020 $39.00 133200 0375 3349 9800 9965 DONATE PET DATA CC 25 DP818090 11/6/2020 $38.00 133200 0375 3349 9800 9965 DONATE AB - BENEVITY FUND 25 DP818044 11/6/2020 $200.00 133200 0375 3349 9800 9965 DONATE PET DATA WF 25 DP818044 11/6/2020 $430.00 133200 0375 3349 9800 9965 DONATE PET DATA CC 25 DP818047 11/6/2020 $9.00 133200 0375 3349 9800 9965 DONATE PET DATA CC 25 DP818046 11/6/2020 $116.00 133200 0375 3349 9800 9965 DONATE PET DATA CC 25 DP818044 11/6/2020 $160.00 133200 0375 3349 9800 9965 DONATE PET DATA WF 25 DP817981 11/6/2020 $403.00 133200 0375 3349 9800 9965 DONATE PET DATA WF 25 DP818090 11/6/2020 $298.50 133200 0375 3349 9800 9965 DONATE PET DATA CC 25 DP817976 11/6/2020 $52.00 133200 0375 3349 9800 9965 DONATE PET DATA CC 25 DP817988 11/6/2020 $45.00 133200 0375 3349 9800 9965 DONATE PET DATA CC 25 DP817981 11/6/2020 $152.00 133200 0375 3349 9800 9965 DONATE CCAS WEB 25 DP818046 11/6/2020 $20.00 133200 0375 3349 9800 9965 DONATE PET DATA WF 25 DP817212 10/26/2020 $83.00 133200 0375 3349 9800 9965 DONATE PET DATA WF 25 DP817209 10/26/2020 $248.00 133200 0375 3349 9800 9965 DONATE PET DATA CC 25 DP817210 10/26/2020 $101.00 133200 0375 3349 9800 9965 DONATE PET DATA CC 25 DP817212 10/26/2020 $102.00 133200 0375 3349 9800 9965 DONATE PET DATA CC 25 DP817211 10/26/2020 $185.00 133200 0375 3349 9800 9965 DONATE PET DATA CC 25 DP817213 10/26/2020 $50.00 133200 0375 3349 9800 9965 DONATE PET DATA WF 25 DP817210 10/26/2020 $55.00 133200 0375 3349 9800 9965 DONATE PET DATA WF 25 DP817213 10/26/2020 $460.00 133200 0375 3349 9800 9965 DONATE PET DATA WF 25 DP817211 10/26/2020 $438.00 133200 0375 3349 9800 9965 DONATE PET DATA CC 25 DP817209 10/26/2020 $54.00 133200 0375 3349 9800 9965 DONATE CCAS WEB 25 DP817214 10/26/2020 $30.00 133200 0375 3349 9800 9965 10/19 LETTER FROM TTC 35 TJ032600 10/23/2020 ($25.00) 133200 0375 3349 9800 9965 DONATE AB-GENERAL 25 DP816797 10/21/2020 $200.00 133200 0375 3349 9800 9965 DONATE AB-GENERAL 25 DP816471 10/15/2020 $95.00 133200 0375 3349 9800 9965 DONATE AB-GENERAL 25 DP816470 10/15/2020 $190.00 133200 0375 3349 9800 9965 PET DATA DONATION-BAIRD 52 G-623066 10/9/2020 ($180.00) 133200 0375 3349 9800 9965 DONATE PET DATA CC 25 DP816012 10/7/2020 $50.00 133200 0375 3349 9800 9965 DONATE PET DATA WF 25 DP816198 10/7/2020 $233.50 133200 0375 3349 9800 9965 DONATE PET DATA CC 25 DP816198 10/7/2020 $270.00 133200 0375 3349 9800 9965 DONATE CCAS WEB 25 DP816198 10/7/2020 $100.00 133200 0375 3349 9800 9965 DONATE PET DATA CC 25 DP816011 10/7/2020 $234.00 133200 0375 3349 9800 9965 DONATE CCAS WEB 25 DP816015 10/7/2020 $50.00 133200 0375 3349 9800 9965 DONATE PET DATA CC 25 DP816015 10/7/2020 $56.00 133200 0375 3349 9800 9965 DONATE PET DATA CC 25 DP816013 10/7/2020 $53.00 133200 0375 3349 9800 9965 DONATE PET DATA WF 25 DP816011 10/7/2020 $170.00 133200 0375 3349 9800 9965 DONATE CCAS WEB 25 DP816012 10/7/2020 $100.00 133200 0375 3349 9800 9965 DONATE PET DATA WF 25 DP816014 10/7/2020 $45.00 133200 0375 3349 9800 9965 DONATE AB - BENEVITY FUND 25 DP816012 10/7/2020 $262.34 133200 0375 3349 9800 9965 DONATE CCAS WEB 25 DP816011 10/7/2020 $80.00 133200 0375 3349 9800 9965 DONATE PET DATA CC 25 DP816014 10/7/2020 $143.00 133200 0375 3354 9800 9965 TRANSFER TO DONATION 35 JV125200 11/23/2020 $14,080.00 TOTAL $66,629.65 Animal Benefit Fund #133200 FY 2020-21 Quarter 3 Donation Report Sub Date Obj Posted 133200 0375 3349 9800 9965 DONATE PET DATA CC 25 DP826124 3/31/2021 $144.00 133200 0375 3349 9800 9965 DONATE PET DATA WF 25 DP826147 3/31/2021 $209.00 133200 0375 3349 9800 9965 DONATE PET DATA CC 25 DP826147 3/31/2021 $84.00 133200 0375 3349 9800 9965 DONATE PET DATA WF 25 DP826124 3/31/2021 $233.00 133200 0375 3349 9800 9965 DONATE CCAS WEB 25 DP826124 3/31/2021 $20.00 133200 0375 3349 9800 9965 DONATE AB-GENERAL 25 DP825923 3/29/2021 $100.70 133200 0375 3349 9800 9965 DONATE AB-GENERAL 25 DP825918 3/29/2021 $50.00 133200 0375 3349 9800 9965 DONATE AB-GENERAL 25 DP825471 3/29/2021 $475.00 133200 0375 3349 9800 9965 DONATE PET DATA WF 25 DP826009 3/29/2021 $30.00 133200 0375 3349 9800 9965 DONATE AB 25 DP825944 3/29/2021 $50.00 133200 0375 3349 9800 9965 DONATE AB-GENERAL 25 DP825293 3/29/2021 $10.00 133200 0375 3349 9800 9965 DONATE PET DATA CC 25 DP825585 3/23/2021 $32.00 133200 0375 3349 9800 9965 DONATE PET DATA WF 25 DP825582 3/23/2021 $20.00 133200 0375 3349 9800 9965 DONATE PET DATA WF 25 DP825581 3/23/2021 $233.00 133200 0375 3349 9800 9965 DONATE PET DATA WF 25 DP825584 3/23/2021 $60.00 133200 0375 3349 9800 9965 DONATE PET DATA CC 25 DP825584 3/23/2021 $61.00 133200 0375 3349 9800 9965 DONATE PET DATA CC 25 DP825583 3/23/2021 $193.00 133200 0375 3349 9800 9965 DONATE CCAS WEB 25 DP825584 3/23/2021 $25.00 133200 0375 3349 9800 9965 DONATE CCAS WEB 25 DP825583 3/23/2021 $350.00 133200 0375 3349 9800 9965 DONATE PET DATA WF 25 DP825583 3/23/2021 $53.00 133200 0375 3349 9800 9965 DONATE PET DATA CC 25 DP825582 3/23/2021 $208.00 133200 0375 3349 9800 9965 DONATE CCAS WEB 25 DP825582 3/23/2021 $1,172.00 133200 0375 3349 9800 9965 DONATE PET DATA CC 25 DP825581 3/23/2021 $73.00 133200 0375 3349 9800 9965 DONATE PET DATA WF 25 DP825585 3/23/2021 $10.00 133200 0375 3349 9800 9965 DONATE PET DATA WF 25 DP825580 3/23/2021 $392.00 133200 0375 3349 9800 9965 DONATE PET DATA CC 25 DP825580 3/23/2021 $88.00 133200 0375 3349 9800 9965 DONATE CCAS WEB 25 DP825585 3/23/2021 $50.00 133200 0375 3349 9800 9965 DONATE PET DATA WF 25 DP812978 3/17/2021 $30.00 133200 0375 3349 9800 9965 BENEVITY DONATIONS 25 DP819877 3/11/2021 $20.00 133200 0375 3349 9800 9965 DONATE AB 25 DP818663 3/11/2021 $105.00 133200 0375 3349 9800 9965 DONATE PET DATA CC 25 DP825073 3/11/2021 $166.00 133200 0375 3349 9800 9965 DONATE PET DATA WF 25 DP825073 3/11/2021 $513.00 133200 0375 3349 9800 9965 ANIMAL BENEFIT ADMIN 25 DP813419 3/11/2021 $24.00 133200 0375 3349 9800 9965 DONATE PET DATA WF 25 DP824922 3/10/2021 $230.00 133200 0375 3349 9800 9965 DONATE AB 25 DP824931 3/10/2021 $570.00 133200 0375 3349 9800 9965 DONATE PET DATA WF 25 DP824962 3/10/2021 $350.00 133200 0375 3349 9800 9965 DONATE PET DATA CC 25 DP824962 3/10/2021 $187.00 133200 0375 3349 9800 9965 DONATE CCAS WEB 25 DP824922 3/10/2021 $50.00 133200 0375 3349 9800 9965 DONATE AB 25 DP824877 3/10/2021 $85.00 133200 0375 3349 9800 9965 DONATE AB 25 DP824607 3/10/2021 $36.67 133200 0375 3349 9800 9965 DONATE AB 25 DP824954 3/10/2021 $100.00 133200 0375 3349 9800 9965 DONATE PET DATA WF 25 DP824959 3/10/2021 $293.00 TC Reference AmountFundDeptOrgObjDescription 133200 0375 3349 9800 9965 DONATE PET DATA CC 25 DP824922 3/10/2021 $91.00 133200 0375 3349 9800 9965 DONATE PET DATA CC 25 DP824566 3/8/2021 $105.00 133200 0375 3349 9800 9965 ANIMAL BENEFIT ADMIN - R 25 DP813266 3/8/2021 $81.00 133200 0375 3349 9800 9965 DONATE AB-BENEVITY FUND 25 DP824566 3/8/2021 $246.50 133200 0375 3349 9800 9965 ANIMAL BENEFIT ADMIN - RE 25 DP813680 3/8/2021 $38.00 133200 0375 3349 9800 9965 DONATE PET DATA CC 25 DP824753 3/8/2021 $58.50 133200 0375 3349 9800 9965 DONATE PET DATA WF 25 DP824753 3/8/2021 $85.00 133200 0375 3349 9800 9965 DONATE AB 25 DP814756 3/8/2021 $105.00 133200 0375 3349 9800 9965 ANIMAL BENEFIT ADMIN - RE 25 DP813680 3/8/2021 $228.00 133200 0375 3349 9800 9965 DONATE AB 25 DP816479 3/8/2021 $300.00 133200 0375 3349 9800 9965 DONATE AB 25 DP818095 3/8/2021 $70.00 133200 0375 3349 9800 9965 DONATE AB 25 DP817488 3/8/2021 $0.56 133200 0375 3349 9800 9965 DONATE PET DATA CC 25 DP824687 3/8/2021 $377.00 133200 0375 3349 9800 9965 DONATE AB 25 DP817065 3/8/2021 $130.00 133200 0375 3349 9800 9965 DONATE AB 25 DP818721 3/8/2021 $50.00 133200 0375 3349 9800 9965 DONATE AB 25 DP817663 3/8/2021 $50.00 133200 0375 3349 9800 9965 DONATE AB 25 DP817069 3/8/2021 $20.00 133200 0375 3349 9800 9965 DONATE AB 25 DP811219 3/8/2021 $87.50 133200 0375 3349 9800 9965 DONATE AB 25 DP813994 3/8/2021 $60.00 133200 0375 3349 9800 9965 DONATE AB 25 DP817091 3/8/2021 $346.00 133200 0375 3349 9800 9965 DONATE AB 25 DP814738 3/8/2021 $175.00 133200 0375 3349 9800 9965 DONATE AB 25 DP817493 3/8/2021 $1,259.44 133200 0375 3349 9800 9965 DONATE AB 25 DP819098 3/8/2021 $150.00 133200 0375 3349 9800 9965 DONATE AB 25 DP817489 3/8/2021 $10.00 133200 0375 3349 9800 9965 DONATE AB 25 DP818660 3/8/2021 $200.00 133200 0375 3349 9800 9965 DONATE PET DATA WF 25 DP824496 3/3/2021 $171.50 133200 0375 3349 9800 9965 BENEVITY DONATIONS 25 DP824527 3/3/2021 $40.00 133200 0375 3349 9800 9965 ANIMAL BENEFIT ADMIN - RE 25 DP813263 3/3/2021 $300.00 133200 0375 3349 9800 9965 DONATE CCAS WEB 25 DP824496 3/3/2021 $1,485.00 133200 0375 3349 9800 9965 ANIMAL BENEFIT ADMIN - RE 25 DP813263 3/3/2021 $150.00 133200 0375 3349 9800 9965 DONATE PET DATA CC 25 DP824497 3/3/2021 $234.00 133200 0375 3349 9800 9965 DONATE PET DATA CC 25 DP824496 3/3/2021 $142.00 133200 0375 3349 9800 9965 ANIMAL BENEFIT ADMIN - RE 25 DP813339 3/3/2021 $340.00 133200 0375 3349 9800 9965 DONATE AB-GENERAL 25 DP824234 3/3/2021 $3,333.97 133200 0375 3349 9800 9965 ANIMAL BENEFIT ADMIN - RE 25 DP813541 3/3/2021 $270.00 133200 0375 3349 9800 9965 ANIMAL BENEFIT ADMIN - RE 25 DP813339 3/3/2021 $141.00 133200 0375 3349 9800 9965 DONATE AB-GENERAL 25 DP824236 3/3/2021 $1,001.80 133200 0375 3349 9800 9965 ANIMAL BENEFIT ADMIN - RE 25 DP813263 3/3/2021 $84.00 133200 0375 3349 9800 9965 ANIMAL BENEFIT ADMIN - RE 25 DP813758 3/3/2021 $51.00 133200 0375 3349 9800 9965 ANIMAL BENEFIT ADMIN - RE 25 DP812764 3/3/2021 $57.00 133200 0375 3349 9800 9965 ANIMAL BENEFIT ADMIN - RE 25 DP813542 3/3/2021 $59.00 133200 0375 3349 9800 9965 ANIMAL BENEFIT ADMIN - RE 25 DP813321 3/3/2021 $277.00 133200 0375 3349 9800 9965 ANIMAL BENEFIT ADMIN - RE 25 DP813339 3/3/2021 $100.00 133200 0375 3349 9800 9965 ANIMAL BENEFIT ADMIN - RE 25 DP812764 3/3/2021 $260.00 133200 0375 3349 9800 9965 ANIMAL BENEFIT ADMIN - RE 25 DP813321 3/3/2021 $41.00 133200 0375 3349 9800 9965 ANIMAL BENEFIT ADMIN - RE 25 DP813541 3/3/2021 $78.00 133200 0375 3349 9800 9965 ANIMAL BENEFIT ADMIN - RE 25 DP813758 3/3/2021 $128.00 133200 0375 3349 9800 9965 ANIMAL BENEFIT ADMIN - RE 25 DP813542 3/3/2021 $123.00 133200 0375 3349 9800 9965 ANIMAL BENEFIT ADMIN - RE 25 DP813542 3/3/2021 $50.00 133200 0375 3349 9800 9965 DONATE PET DATA CC 25 DP824261 2/26/2021 $165.00 133200 0375 3349 9800 9965 DONATE PET DATA WF 25 DP824261 2/26/2021 $23.00 133200 0375 3349 9800 9965 DONATE PET DATA CC 25 DP824129 2/25/2021 $170.00 133200 0375 3349 9800 9965 DONATE PET DATA CC 25 DP824131 2/25/2021 $173.50 133200 0375 3349 9800 9965 DONATE PET DATA CC 25 DP824164 2/25/2021 $239.00 133200 0375 3349 9800 9965 DONATE PET DATA WF 25 DP824164 2/25/2021 $230.00 133200 0375 3349 9800 9965 DONATE PET DATA WF 25 DP824131 2/25/2021 $284.00 133200 0375 3349 9800 9965 DONATE PET DATA CC 25 DP824110 2/25/2021 $67.00 133200 0375 3349 9800 9965 DONATE CCAS WEB 25 DP824125 2/25/2021 $150.00 133200 0375 3349 9800 9965 DONATE CCAS WEB 25 DP824129 2/25/2021 $110.00 133200 0375 3349 9800 9965 DONATE PET DATA CC 25 DP824123 2/25/2021 $105.00 133200 0375 3349 9800 9965 DONATE PET DATA CC 25 DP824107 2/25/2021 $508.00 133200 0375 3349 9800 9965 DONATE PET DATA CC 25 DP824125 2/25/2021 $151.00 133200 0375 3349 9800 9965 ANIMAL BENEFIT FUND 25 DP822314 2/23/2021 $40.00 133200 0375 3349 9800 9965 DONATE AB-GENERAL 25 DP822314 2/23/2021 ($540.00) 133200 0375 3349 9800 9965 DONATE AB 25 DP823571 2/16/2021 $135.00 133200 0375 3349 9800 9965 DONATE AB-GENERAL 25 DP823117 2/16/2021 $30.00 133200 0375 3349 9800 9965 DONATE PET DATA CC 25 DP823569 2/16/2021 $77.00 133200 0375 3349 9800 9965 DONATE PET DATA WF 25 DP823572 2/16/2021 $703.50 133200 0375 3349 9800 9965 DONATE PET DATA CC 25 DP823570 2/16/2021 $50.00 133200 0375 3349 9800 9965 DONATE PET DATA CC 25 DP823572 2/16/2021 $60.00 133200 0375 3349 9800 9965 DONATE AB-GENERAL 25 DP823403 2/16/2021 $20.00 133200 0375 3349 9800 9965 DONATE AB-GENERAL 25 DP823574 2/16/2021 $70.00 133200 0375 3349 9800 9965 DONATE AB-GENERAL 25 DP823164 2/16/2021 $359.00 133200 0375 3349 9800 9965 DONATE CCAS WEB 25 DP823569 2/16/2021 ($93.11) 133200 0375 3349 9800 9965 DONATE AB-GENERAL 25 DP823038 2/16/2021 $25.00 133200 0375 3349 9800 9965 DONATE PET DATA WF 25 DP823569 2/16/2021 $181.00 133200 0375 3349 9800 9965 DONATE PET DATA CC 25 DP823419 2/11/2021 $164.00 133200 0375 3349 9800 9965 DONATE PET DATA WF 25 DP823419 2/11/2021 $40.00 133200 0375 3349 9800 9965 DONATE PET DATA CC 25 DP823423 2/11/2021 $177.00 133200 0375 3349 9800 9965 DONATE PET DATA CC 25 DP823424 2/11/2021 $124.00 133200 0375 3349 9800 9965 DONATE PET DATA WF 25 DP823423 2/11/2021 $80.00 133200 0375 3349 9800 9965 DONATE PET DATA CC 25 DP823104 2/8/2021 $102.00 133200 0375 3349 9800 9965 DONATE PET DATA WF 25 DP823104 2/8/2021 $323.50 133200 0375 3349 9800 9965 DONATE PET DATA WF 25 DP823126 2/8/2021 $36.00 133200 0375 3349 9800 9965 DONATE PET DATA CC 25 DP823126 2/8/2021 $35.00 133200 0375 3349 9800 9965 DONATE AB - BENEVITY FUND 25 DP822915 2/3/2021 $298.50 133200 0375 3349 9800 9965 DONATE PET DATA CC 25 DP822915 2/3/2021 $196.00 133200 0375 3349 9800 9965 DONATE PET DATA WF 25 DP822915 2/3/2021 $45.00 133200 0375 3349 9800 9965 DONATE PET DATA CC 25 DP822917 2/3/2021 $78.00 133200 0375 3349 9800 9965 DONATE CCAS WEB 25 DP822915 2/3/2021 $125.00 133200 0375 3349 9800 9965 BENEVITY DONATIONS 25 DP822840 2/3/2021 $40.00 133200 0375 3349 9800 9965 DONATE PET DATA CC 25 DP822716 2/1/2021 $105.00 133200 0375 3349 9800 9965 DONATE PET DATA CC 25 DP822709 2/1/2021 $136.00 133200 0375 3349 9800 9965 DONATE PET DATA WF 25 DP822713 2/1/2021 $53.00 133200 0375 3349 9800 9965 DONATE PET DATA CC 25 DP822713 2/1/2021 $102.00 133200 0375 3349 9800 9965 DONATE CCAS WEB 25 DP822713 2/1/2021 $60.00 133200 0375 3349 9800 9965 DONATE PET DATA WF 25 DP822709 2/1/2021 $478.00 133200 0375 3349 9800 9965 DONATE PET DATA WF 25 DP822716 2/1/2021 $137.00 133200 0375 3349 9800 9965 DONATE AB 25 DP822539 1/29/2021 $50.00 133200 0375 3349 9800 9965 DONATE AB 25 DP822571 1/29/2021 $50.00 133200 0375 3349 9800 9965 DONATE PET DATA CC 25 DP822509 1/28/2021 $104.00 133200 0375 3349 9800 9965 DONATE PET DATA CC 25 DP822497 1/28/2021 $146.00 133200 0375 3349 9800 9965 DONATE CCAS WEB 25 DP822504 1/28/2021 $100.00 133200 0375 3349 9800 9965 DONATE PET DATA WF 25 DP822471 1/28/2021 $150.00 133200 0375 3349 9800 9965 DONATE PET DATA WF 25 DP822471 1/28/2021 $479.00 133200 0375 3349 9800 9965 DONATE PET DATA WF 25 DP822510 1/28/2021 $273.50 133200 0375 3349 9800 9965 DONATE CCAS WEB 25 DP822510 1/28/2021 $10.00 133200 0375 3349 9800 9965 DONATE PET DATA CC 25 DP822471 1/28/2021 $366.50 133200 0375 3349 9800 9965 DONATE PET DATA CC 25 DP822506 1/28/2021 $245.00 133200 0375 3349 9800 9965 DONATE PET DATA CC 25 DP822504 1/28/2021 $74.00 133200 0375 3349 9800 9965 DONATE CCAS WEB 25 DP822509 1/28/2021 $100.00 133200 0375 3349 9800 9965 DONATE PET DATA CC 25 DP822510 1/28/2021 $37.00 133200 0375 3349 9800 9965 DONATE PET DATA CC 25 DP822427 1/26/2021 $114.00 133200 0375 3349 9800 9965 DONATE PET DATA WF 25 DP822427 1/26/2021 $175.00 133200 0375 3349 9800 9965 DONATE AB-GENERAL 25 DP822314 1/26/2021 $540.00 133200 0375 3349 9800 9965 DONATE PET DATA CC 25 DP822313 1/25/2021 $157.00 133200 0375 3349 9800 9965 DONATE CCAS WEB 25 DP822313 1/25/2021 $550.00 133200 0375 3349 9800 9965 DONATE AB 25 DP822127 1/21/2021 $150.00 133200 0375 3349 9800 9965 DONATE AB-GENERAL 25 DP821572 1/21/2021 $20.00 133200 0375 3349 9800 9965 DONATE PET DATA CC 25 DP822066 1/21/2021 $88.00 133200 0375 3349 9800 9965 DONATE PET DATA WF 25 DP822066 1/21/2021 $55.00 133200 0375 3349 9800 9965 DONATE AB-GENERAL 25 DP822008 1/21/2021 $1.00 133200 0375 3349 9800 9965 DONATE PET DATA CC 25 DP821761 1/13/2021 $75.00 133200 0375 3349 9800 9965 DONATE PET DATA CC 25 DP821758 1/13/2021 $220.50 133200 0375 3349 9800 9965 DONATE PET DATA WF 25 DP821758 1/13/2021 $160.00 133200 0375 3349 9800 9965 DONATE PET DATA WF 25 DP821581 1/12/2021 $150.00 133200 0375 3349 9800 9965 DONATE PET DATA CC 25 DP821581 1/12/2021 $109.00 133200 0375 3349 9800 9965 BENEVITY DONATIONS 25 DP821492 1/8/2021 $60.00 133200 0375 3349 9800 9965 DONATE PET DATA CC 25 DP821528 1/8/2021 $54.00 133200 0375 3349 9800 9965 BENEVITY DONATIONS 25 DP821496 1/8/2021 $40.00 133200 0375 3349 9800 9965 DONATE AB 25 DP821024 1/8/2021 $250.00 133200 0375 3349 9800 9965 DONATE AB-GENERAL 25 DP821406 1/8/2021 $550.00 133200 0375 3349 9800 9965 DONATE AB-GENERAL 25 DP821150 1/8/2021 $100.00 133200 0375 3349 9800 9965 DONATE PET DATA CC 25 DP821470 1/8/2021 $115.00 133200 0375 3349 9800 9965 DONATE PET DATA CC 25 DP821343 1/6/2021 $41.00 133200 0375 3349 9800 9965 DONATE PET DATA WF 25 DP821258 1/6/2021 $206.00 133200 0375 3349 9800 9965 DONATE PET DATA CC 25 DP821258 1/6/2021 $465.00 133200 0375 3349 9800 9965 DONATE CCAS WEB 25 DP821258 1/6/2021 $4,070.00 133200 0375 3349 9800 9965 DONATE PET DATA WF 25 DP821343 1/6/2021 $20.00 133200 0375 3349 9800 9965 BENEVITY DONATIONS 25 DP812677 1/6/2021 $57.12 133200 0375 3349 9800 9965 BENEVITY DONATIONS 25 DP810792 1/6/2021 $57.12 133200 0375 3349 9800 9965 DONATE PET DATA WF 25 DP821139 1/4/2021 $311.00 133200 0375 3349 9800 9965 DONATE CCAS WEB 25 DP821139 1/4/2021 $50.00 133200 0375 3349 9800 9965 DONATE PET DATA CC 25 DP821139 1/4/2021 $65.00 133200 0375 3349 9800 9965 DONATE CCAS WEB 25 DP821152 1/4/2021 $1,075.00 133200 0375 3349 9800 9965 DONATE PET DATA CC 25 DP821152 1/4/2021 $16.00 133200 0375 3349 9800 9965 DONATE PET DATA WF 25 DP821152 1/4/2021 $246.50 133200 0375 3354 9800 9965 TRANSFER TO DONATION 35 JV212400 1/28/2021 $12,670.00 TOTAL $52,122.27 RECOMMENDATION(S): APPROVE and AUTHORIZE the Health Services Director, or designee, to execute on behalf of the County Unpaid Student Training Agreement #26-119-14 with San Jose State University, Department of Occupational Therapy, an educational institution, to provide supervised field instruction at Contra Costa Regional Medical Center (CCRMC) and Contra Costa Health Centers to nursing students for the period July 1, 2021 through June 30, 2023. FISCAL IMPACT: This is a nonfinancial agreement; therefore, there is no fiscal impact for this action. BACKGROUND: The purpose of this agreement is to provide San Jose State University, Department of Occupational Therapy, students with the opportunity to integrate academic knowledge with applied skills at progressively higher levels of performance and responsibility. Supervised fieldwork experience for students is considered to be an integral part of both educational and professional preparation. The Health Services Department can provide the requisite field education, while at the same time, benefiting from the students’ services to patients. The County’s Health Services Department has been contracting APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 04/20/2021 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 925-370-5151 I hereby certify that this is a true and correct copy of an action taken and entered on the minutes of the Board of Supervisors on the date shown. ATTESTED: April 20, 2021 Monica Nino, County Administrator and Clerk of the Board of Supervisors By: June McHuen, Deputy cc: Alaina Floyd, marcy.wilham C.112 To:Board of Supervisors From:Anna Roth, Health Services Director Date:April 20, 2021 Contra Costa County Subject:Unpaid Student Training Agreement #26-119-14 with San Jose State University, Department of Occupational Therapy BACKGROUND: (CONT'D) with San Jose State University, Department of Occupational Therapy since July 1, 1998. On April 9, 2019, the Board of Supervisors approved contract #26-119-13 with San Jose State University, Department of Occupational Therapy for the provision of clinical field experience and instruction from County’s Health Services Department for the period from July 1, 2019 through June 30, 2021. Approval of Unpaid Student Training Agreement #26-119-14 will allow San Jose State University, Department of Occupational Therapy California, students to receive supervised fieldwork instruction and experience at CCRMC and Contra Costa Health Centers, through June 30, 2023. CONSEQUENCE OF NEGATIVE ACTION: If this contract is not approved, the students will not receive clinical field experience and instruction at CCRMC and Contra Costa Health Centers. ATTACHMENTS Agreement-SJ State RECOMMENDATION(S): ADOPT the County's 2021-2022 State Controller's Office Recommended Budget Schedules for Countywide Funds and Special Districts. FISCAL IMPACT: These schedules meet the requirements of State law. Specific program recommendations will be presented to the Board during Budget Hearings on April 20, 2021 with final adoption scheduled for May 11, 2021. BACKGROUND: State law requires that local government adopt a 2021-2022 Recommended Budget for Countywide funds and Special Districts prior to June 30, 2021 in order to spend monies for the coming fiscal year. State law also requires that the Recommended Budget be adopted prior to holding Budget Hearings. Attached for your consideration are the Recommended Budget schedules as required by state law and regulation, which will serve as a placeholder until the Board approves a Final budget. These schedules are in a state required “line item” format as opposed to the program budget format used by the Board during budget hearings. The schedules incorporate the same total net County cost level as will be presented in the County Administrator’s Recommended Budget. APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 04/20/2021 APPROVED AS RECOMMENDED OTHER Clerks Notes: VOTE OF SUPERVISORS AYE:John Gioia, District I Supervisor Candace Andersen, District II Supervisor Diane Burgis, District III Supervisor Karen Mitchoff, District IV Supervisor Federal D. Glover, District V Supervisor Contact: Lisa Driscoll, County Finance Director, 335-1023 I hereby certify that this is a true and correct copy of an action taken and entered on the minutes of the Board of Supervisors on the date shown. ATTESTED: April 20, 2021 , County Administrator and Clerk of the Board of Supervisors By: June McHuen, Deputy cc: Robert Campbell, Auditor-Controller C.113 To:Board of Supervisors From:Monica Nino, County Administrator Date:April 20, 2021 Contra Costa County Subject:ADOPT the County and Special District FY 2021-22 State Controller's Office Recommended Budget Schedules BACKGROUND: (CONT'D) During the public hearing on the Budget, the Board may make additional adjustments to the schedules presented herein. This recommended action will ensure that your Board will meet the requirements of State law and will in no way constrain your discretion with respect to the FY 2021-2022 budget. CONSEQUENCE OF NEGATIVE ACTION: Absent a Board-approved budget, County expenditures are not authorized in the coming fiscal year. ATTACHMENTS 2021-22 State Controller's Office Recommended Budget Schedules State Controller Schedules Schedule 1 County Budget Act January 2010 Edition, revision #1 Fund Name Fund Balance Available June 30, 2021 Decreases to Obligated Fund Balances Additional Financing Sources Total Financing Sources Financing Uses Increases to Obligated Fund Balances Total Financing Uses 1 2 3 4 5 6 7 8 General Fund $0 $0 $1,853,588,500 $1,853,588,500 $1,853,588,500 $0 $1,853,588,500 Capital Project Funds 290,000 0 2,000 292,000 292,000 0 292,000 Debt Service Funds 0 0 50,142,000 50,142,000 50,142,000 0 50,142,000 Special Revenue Funds 38,104,000 0 511,015,550 549,119,550 549,119,550 0 549,119,550 Total Governmental Funds $38,394,000 $0 $2,414,748,050 $2,453,142,050 $2,453,142,050 $0 $2,453,142,050 Enterprise Funds $1,290,000 $0 $1,588,223,000 $1,589,513,000 $1,589,513,000 $0 $1,589,513,000 Internal Service Funds 0 0 18,600,000 18,600,000 18,600,000 0 18,600,000 Special Districts 189,282,140 0 343,202,940 532,485,080 532,485,080 0 532,485,080 Total Other Funds $190,572,140 $0 $1,950,025,940 $2,140,598,080 $2,140,598,080 $0 $2,140,598,080 Total All Funds $228,966,140 $0 $4,364,773,990 $4,593,740,130 $4,593,740,130 $0 $4,593,740,130 Other Funds Contra Costa County All Funds Summary Fiscal Year 2021-2022 Total Financing Sources Total Financing Uses Governmental Funds State Controller Schedules Schedule 2 County Budget Act January 2010 Edition, revision #1 Fund Name Fund Balance Available June 30, 2021 Decreases to Obligated Fund Balances Additional Financing Sources Total Financing Sources Financing Uses Increases to Obligated Fund Balances Total Financing Uses 1 2 3 4 5 6 7 8 General Fund $0 $0 $1,853,588,500 $1,853,588,500 $1,853,588,500 $0 $1,853,588,500 Total General Fund $0 $0 $1,853,588,500 $1,853,588,500 $1,853,588,500 $0 $1,853,588,500 County Law Enfrcmt-Cap Proj Fund $0 $0 $211,000 $211,000 $211,000 $0 $211,000 Recorder Modernization Fund 9,995,000 0 2,120,000 12,115,000 12,115,000 0 12,115,000 Court/Clerk Automation Fund 0 0 0 0 0 0 0 Fish and Game Fund 0 0 136,000 136,000 136,000 0 136,000 Land Development Fund 0 0 3,173,000 3,173,000 3,173,000 0 3,173,000 Criminalistics Lab Fund 0 0 24,000 24,000 24,000 0 24,000 Survey Monument Preservation Fund 204,000 0 95,000 299,000 299,000 0 299,000 Crim Justice Facility Construct Fund 227,000 0 657,000 884,000 884,000 0 884,000 Courthouse Construct Fund 0 0 540,000 540,000 540,000 0 540,000 Road Fund 5,903,000 0 73,123,000 79,026,000 79,026,000 0 79,026,000 Transportation Improvement Fund 0 0 4,000,000 4,000,000 4,000,000 0 4,000,000 Private Activity Bond Fund 0 0 1,526,000 1,526,000 1,526,000 0 1,526,000 Affordable Housing Spec Rev Fund 0 0 400,000 400,000 400,000 0 400,000 Navy Trans Mitigation Fund 4,413,000 0 100,000 4,513,000 4,513,000 0 4,513,000 Tosco/Solano Trns Mitig Fund (24,000)0 75,000 51,000 51,000 0 51,000 Child Development Fund (0)0 37,204,000 37,204,000 37,204,000 0 37,204,000 HUD NSP Fund 0 0 762,000 762,000 762,000 0 762,000 Used Oil Recycling Grant Fund 0 0 72,000 72,000 72,000 0 72,000 Conservation & Development Fund 0 0 37,730,000 37,730,000 37,730,000 0 37,730,000 CDD/PWD Joint Review Fee Fund 413,000 0 360,000 773,000 773,000 0 773,000 Drainage Deficiency Fund 2,514,000 0 15,000 2,529,000 2,529,000 0 2,529,000 Special Revenue Fund General Fund Contra Costa County Governmental Funds Summary Fiscal Year 2021-2022 Total Financing Sources Total Financing Uses State Controller Schedules Schedule 2 County Budget Act January 2010 Edition, revision #1 Fund Name Fund Balance Available June 30, 2021 Decreases to Obligated Fund Balances Additional Financing Sources Total Financing Sources Financing Uses Increases to Obligated Fund Balances Total Financing Uses 1 2 3 4 5 6 7 8 Public Works Fund $67,000 $0 $600,000 $667,000 $667,000 $0 $667,000 DA Consumer Protection Fund 912,000 0 500,000 1,412,000 1,412,000 0 1,412,000 Domestic Violence Victim Asst Fund 0 0 400,000 400,000 400,000 0 400,000 Dispute Resolution Program Fund 0 0 203,500 203,500 203,500 0 203,500 Zero Tolerance- Domestic Violence Fund 0 0 1,108,000 1,108,000 1,108,000 0 1,108,000 DA Revenue Narcotics Fund (107,000)0 162,000 55,000 55,000 0 55,000 DA Environment/OSHA Fund 100,000 0 350,000 450,000 450,000 0 450,000 DA Forfeiture-Fed-DOJ Fund 0 0 1,000 1,000 1,000 0 1,000 Walden Green Maintenance Fund 97,000 0 31,000 128,000 128,000 0 128,000 R/Estate Fraud Prosecution Fund (380,000)0 880,000 500,000 500,000 0 500,000 CCC Dept Child Support Svcs Fund 0 0 18,691,000 18,691,000 18,691,000 0 18,691,000 Emergency Med Svcs Fund 0 0 1,192,000 1,192,000 1,192,000 0 1,192,000 AB75 Tobacco Tax Fund 0 0 0 0 0 0 0 Traffic Safety Fund 0 0 15,000 15,000 15,000 0 15,000 Public Protection-Spec Rev Fund 186,000 0 1,125,000 1,311,000 1,311,000 0 1,311,000 Sheriff Nar Forfeit-ST/Local Fund 0 0 100,000 100,000 100,000 0 100,000 Sheriff Forfeit-Fed-DoJ Fund 0 0 7,000 7,000 7,000 0 7,000 Sup Law Enforcement Svcs Fund (1,066,000)0 9,843,000 8,777,000 8,777,000 0 8,777,000 Sheriff Forfeit-Fed Treasury Fund 0 0 2,000 2,000 2,000 0 2,000 PROP 63 MH Svcs Fund 0 0 54,397,000 54,397,000 54,397,000 0 54,397,000 Prisoners Welfare Fund (424,000)0 1,341,000 917,000 917,000 0 917,000 Probation Officers Special Fund 28,000 0 0 28,000 28,000 0 28,000 Automated Sys Development Fund 183,000 0 17,000 200,000 200,000 0 200,000 Property Tax Admin Fund 3,145,000 0 0 3,145,000 3,145,000 0 3,145,000 Cnty Local Rev Fund 2,014,000 0 189,794,000 191,808,000 191,808,000 0 191,808,000 Special Revenue Fund (continued) Contra Costa County Governmental Funds Summary Fiscal Year 2021-2022 Total Financing Sources Total Financing Uses State Controller Schedules Schedule 2 County Budget Act January 2010 Edition, revision #1 Fund Name Fund Balance Available June 30, 2021 Decreases to Obligated Fund Balances Additional Financing Sources Total Financing Sources Financing Uses Increases to Obligated Fund Balances Total Financing Uses 1 2 3 4 5 6 7 8 Obscene Matter-Minors Fund $0 $0 $50 $50 $50 $0 $50 IHSS Public Authority Fund 0 0 2,573,000 2,573,000 2,573,000 0 2,573,000 DNA Identification Fund 0 0 250,000 250,000 250,000 0 250,000 Comm Corr Performance Inctv Fund 464,000 0 6,643,000 7,107,000 7,107,000 0 7,107,000 NO Rich Wst&Rcvy Mitigation Fee Fund 0 0 735,000 735,000 735,000 0 735,000 L/M HSG Asset Fd-LMI Fund 0 0 11,256,000 11,256,000 11,256,000 0 11,256,000 Bailey Rd Mntc Surcharge Fund 2,524,000 0 400,000 2,924,000 2,924,000 0 2,924,000 Home Invstmt Prtnrshp Act Fund 0 0 683,000 683,000 683,000 0 683,000 CASP Cert & Training Fund 0 0 45,000 45,000 45,000 0 45,000 County Library Fund 0 0 36,110,000 36,110,000 36,110,000 0 36,110,000 Casey Library Gift Fund 0 0 1,000 1,000 1,000 0 1,000 Hercul/Rodeo Crock A of B (2,000)0 9,000 7,000 7,000 0 7,000 West County Area of Benefit (29,000)0 35,000 6,000 6,000 0 6,000 North Richmond AOB 311,000 0 90,000 401,000 401,000 0 401,000 Martinez Area of Benefit (79,000)0 140,000 61,000 61,000 0 61,000 Briones Area of Benefit 84,000 0 17,000 101,000 101,000 0 101,000 Central Co Area/Benefit (229,000)0 255,000 26,000 26,000 0 26,000 So Wal Crk Area of Benefit (20,000)0 51,000 31,000 31,000 0 31,000 Alamo Area of Benefit (139,000)0 240,000 101,000 101,000 0 101,000 South Co Area of Benefit 2,091,000 0 160,000 2,251,000 2,251,000 0 2,251,000 East County Area of Benefit (249,000)0 600,000 351,000 351,000 0 351,000 Bethel Isl Area of Benefit 53,000 0 3,000 56,000 56,000 0 56,000 County Childrens Fund 0 0 136,000 136,000 136,000 0 136,000 Animal Benefit Fund (50,000)0 160,000 110,000 110,000 0 110,000 CO-Wide Gang and Drug Fund 0 0 182,000 182,000 182,000 0 182,000 Special Revenue Fund (continued) Contra Costa County Governmental Funds Summary Fiscal Year 2021-2022 Total Financing Sources Total Financing Uses State Controller Schedules Schedule 2 County Budget Act January 2010 Edition, revision #1 Fund Name Fund Balance Available June 30, 2021 Decreases to Obligated Fund Balances Additional Financing Sources Total Financing Sources Financing Uses Increases to Obligated Fund Balances Total Financing Uses 1 2 3 4 5 6 7 8 Livable Communities Fund $1,080,000 $0 $320,000 $1,400,000 $1,400,000 $0 $1,400,000 ARRA HUD Bldg Insp NPP Fund 0 0 805,000 805,000 805,000 0 805,000 Central Identify Bureau Fund 0 0 2,437,000 2,437,000 2,437,000 0 2,437,000 SPRW Fund 4,412,000 0 548,000 4,960,000 4,960,000 0 4,960,000 RD Dvlpmnt Discovery Bay Fund (3,000)0 55,000 52,000 52,000 0 52,000 Road Imprvmnt Fee Fund 0 0 2,416,000 2,416,000 2,416,000 0 2,416,000 Rd Devlpmnt Rich/El Sobrt (27,000)0 33,000 6,000 6,000 0 6,000 Road Development Bay Point (469,000)0 520,000 51,000 51,000 0 51,000 Rd Devlpmnt Pacheco Area (19,000)0 25,000 6,000 6,000 0 6,000 Total Special Revenue Fund $38,104,000 $0 $511,015,550 $549,119,550 $549,119,550 $0 $549,119,550 Retirement UAAL Bond Fund $0 $0 $47,382,000 $47,382,000 $47,382,000 $0 $47,382,000 Ret Litgtn Stlmnt Dbt Svc Fund 0 0 2,760,000 2,760,000 2,760,000 0 2,760,000 Family Law Ctr-Debt Svc Fund 0 0 0 0 0 0 0 Total Debt Service Fund $0 $0 $50,142,000 $50,142,000 $50,142,000 $0 $50,142,000 Drainage Area 9 Fund $290,000 $0 $2,000 $292,000 $292,000 $0 $292,000 Total Capital Projects Fund $290,000 $0 $2,000 $292,000 $292,000 $0 $292,000 Total Governmental Funds $38,394,000 $0 $2,414,748,050 $2,453,142,050 $2,453,142,050 $0 $2,453,142,050 Special Revenue Fund (continued) Debt Service Fund Capital Projects Fund Contra Costa County Governmental Funds Summary Fiscal Year 2021-2022 Total Financing Sources Total Financing Uses Contra Costa County Schedule 5 County Budget Act Summary of Additional Financing Sources by Source and Fund January 2010 Edition, revision #1 Governmental Funds Fiscal Year 2021-2022 2019-2020 Actuals 2020-2021 Estimated 2021-2022 Requested 2021-2022 Recommended 2 3 4 5 Fund Balance $0 $0 $0 $0 Taxes Current Property $451,745,496 $464,041,793 $481,748,000 $481,748,000 Taxes Other Than Cur Prop 30,034,365 29,014,225 26,255,000 26,920,000 Total Taxes $481,779,861 $493,056,018 $508,003,000 $508,668,000 License/Permit/Franchises $28,183,750 $32,123,904 $32,697,000 $32,697,000 Fines/Forfeits/Penalties 8,911,591 29,644,782 28,570,145 28,570,145 Use Of Money & Property 28,139,415 12,392,852 9,809,380 9,809,380 Intergovernmental Revenue 977,337,221 1,059,809,601 1,151,115,045 1,152,018,500 Charges For Services 256,172,540 214,936,619 216,835,525 216,835,525 Miscellaneous Revenue 423,211,874 456,542,864 466,029,500 466,149,500 $2,203,736,252 $2,298,506,639 $2,413,059,595 $2,414,748,050Total Summarization by Source State Controller Schedules Description 1 Summarization by Source Taxes Contra Costa County Schedule 5 County Budget Act Summary of Additional Financing Sources by Source and Fund January 2010 Edition, revision #1 Governmental Funds Fiscal Year 2021-2022 2019-2020 Actuals 2020-2021 Estimated 2021-2022 Requested 2021-2022 Recommended 2 3 4 5 General Fund $1,718,519,445 $1,780,702,923 $1,851,900,045 $1,853,588,500 County Law Enfrcmt-Cap Proj Fund 113,414 211,000 211,000 211,000 Recorder Modernization Fund 2,191,308 1,530,000 2,120,000 2,120,000 Fish and Game Fund 45,174 133,000 136,000 136,000 Land Development Fund 3,018,094 3,272,100 3,173,000 3,173,000 Criminalistics Lab Fund 13,204 24,000 24,000 24,000 Survey Monument Preservation Fund 79,948 95,000 95,000 95,000 Crim Justice Facility Construct Fund 944,137 1,015,000 657,000 657,000 Courthouse Construct Fund 805,974 852,600 540,000 540,000 Road Fund 62,014,693 58,219,153 73,123,000 73,123,000 Transportation Improvement Fund 2,878,968 3,698,500 4,000,000 4,000,000 Drainage Area 9 Fund 9,120 9,474 2,000 2,000 Private Activity Bond Fund 1,675,552 1,276,000 1,526,000 1,526,000 Affordable Housing Spec Rev Fund 1,180,322 400,000 400,000 400,000 Navy Trans Mitigation Fund 94,114 234,000 100,000 100,000 Tosco/Solano Trns Mitig Fund 115,808 120,000 75,000 75,000 Child Development Fund 29,766,893 37,231,908 37,204,000 37,204,000 HUD NSP Fund 99,000 762,000 762,000 762,000 Used Oil Recycling Grant Fund 69,211 70,000 72,000 72,000 Conservation & Development Fund 30,543,398 35,365,000 37,730,000 37,730,000 CDD/PWD Joint Review Fee Fund 288,489 520,000 360,000 360,000 Drainage Deficiency Fund 30,401 70,000 15,000 15,000 Public Works Fund 612,885 1,037,000 600,000 600,000 DA Consumer Protection Fund 136,616 500,000 500,000 500,000 Domestic Violence Victim Asst Fund 232,026 345,000 400,000 400,000 Dispute Resolution Program Fund 181,185 203,000 203,500 203,500 State Controller Schedules Description 1 Summarization by Fund Contra Costa County Schedule 5 County Budget Act Summary of Additional Financing Sources by Source and Fund January 2010 Edition, revision #1 Governmental Funds Fiscal Year 2021-2022 2019-2020 Actuals 2020-2021 Estimated 2021-2022 Requested 2021-2022 Recommended 2 3 4 5 Zero Tolerance- Domestic Violence Fund $560,943 $424,000 $1,108,000 $1,108,000 DA Revenue Narcotics Fund 135,965 162,000 162,000 162,000 DA Environment/OSHA Fund 352,587 350,000 350,000 350,000 DA Forfeiture-Fed-DOJ Fund (68)3,000 1,000 1,000 Walden Green Maintenance Fund 187,748 33,000 31,000 31,000 R/Estate Fraud Prosecution Fund 564,535 500,000 880,000 880,000 CCC Dept Child Support Svcs Fund 20,535,270 18,691,000 18,691,000 18,691,000 Emergency Med Svcs Fund 1,584,089 1,723,384 1,192,000 1,192,000 AB75 Tobacco Tax Fund (6)0 0 0 Traffic Safety Fund 13,794 15,000 15,000 15,000 Public Protection-Spec Rev Fund 1,070,510 1,230,000 1,125,000 1,125,000 Sheriff Nar Forfeit-ST/Local Fund 8,481 100,000 100,000 100,000 Sheriff Forfeit-Fed-DoJ Fund 8,881 6,000 7,000 7,000 Sup Law Enforcement Svcs Fund 9,794,033 10,062,000 9,843,000 9,843,000 Sheriff Forfeit-Fed Treasury Fund 55,828 2,000 2,000 2,000 PROP 63 MH Svcs Fund 44,176,840 61,960,015 54,397,000 54,397,000 Prisoners Welfare Fund 1,202,637 1,341,000 1,341,000 1,341,000 Probation Officers Special Fund 51,874 48,000 0 0 Automated Sys Development Fund 56,214 78,000 17,000 17,000 Property Tax Admin Fund 54,217 0 0 0 Cnty Local Rev Fund 168,953,206 154,842,796 189,794,000 189,794,000 Obscene Matter-Minors Fund 0 50 50 50 IHSS Public Authority Fund 2,258,584 2,471,000 2,573,000 2,573,000 DNA Identification Fund 250,066 270,000 250,000 250,000 Comm Corr Performance Inctv Fund 4,573,373 6,643,176 6,643,000 6,643,000 NO Rich Wst&Rcvy Mitigation Fee Fund 739,174 785,000 735,000 735,000 State Controller Schedules Description 1 Summarization by Fund (continued) Contra Costa County Schedule 5 County Budget Act Summary of Additional Financing Sources by Source and Fund January 2010 Edition, revision #1 Governmental Funds Fiscal Year 2021-2022 2019-2020 Actuals 2020-2021 Estimated 2021-2022 Requested 2021-2022 Recommended 2 3 4 5 L/M HSG Asset Fd-LMI Fund $390,130 $11,255,636 $11,256,000 $11,256,000 Bailey Rd Mntc Surcharge Fund 323,267 400,000 400,000 400,000 Home Invstmt Prtnrshp Act Fund 302,411 500,000 683,000 683,000 CASP Cert & Training Fund 25,175 45,000 45,000 45,000 County Library Fund 35,714,142 35,046,000 36,110,000 36,110,000 Casey Library Gift Fund 6,443 1,000 1,000 1,000 Hercul/Rodeo Crock A of B 2,967 9,000 9,000 9,000 West County Area of Benefit 5,460 50,150 35,000 35,000 North Richmond AOB 62,094 110,000 90,000 90,000 Martinez Area of Benefit 103,703 200,000 140,000 140,000 Briones Area of Benefit 10,471 17,000 17,000 17,000 Central Co Area/Benefit 186,473 275,000 255,000 255,000 So Wal Crk Area of Benefit (7,625)50,100 51,000 51,000 Alamo Area of Benefit 9,380 270,000 240,000 240,000 South Co Area of Benefit 113,947 225,000 160,000 160,000 East County Area of Benefit 511,484 700,000 600,000 600,000 Bethel Isl Area of Benefit 0 5,500 3,000 3,000 County Childrens Fund 178,718 216,000 136,000 136,000 Animal Benefit Fund 212,117 150,000 160,000 160,000 CO-Wide Gang and Drug Fund 89,998 182,000 182,000 182,000 Livable Communities Fund 251,437 320,000 320,000 320,000 ARRA HUD Bldg Insp NPP Fund 247,423 805,000 805,000 805,000 Retirement UAAL Bond Fund 44,887,003 45,452,243 47,382,000 47,382,000 Ret Litgtn Stlmnt Dbt Svc Fund 2,759,911 2,759,911 2,760,000 2,760,000 Central Identify Bureau Fund 2,401,792 2,437,000 2,437,000 2,437,000 SPRW Fund 899,489 945,020 548,000 548,000 Summarization by Fund (continued) State Controller Schedules Description 1 Contra Costa County Schedule 5 County Budget Act Summary of Additional Financing Sources by Source and Fund January 2010 Edition, revision #1 Governmental Funds Fiscal Year 2021-2022 2019-2020 Actuals 2020-2021 Estimated 2021-2022 Requested 2021-2022 Recommended 2 3 4 5 RD Dvlpmnt Discovery Bay Fund $39,935 $110,000 $55,000 $55,000 Road Imprvmnt Fee Fund 1,107,119 5,045,000 2,416,000 2,416,000 Rd Devlpmnt Rich/El Sobrt 20,821 43,000 33,000 33,000 Road Development Bay Point 23,967 1,220,000 520,000 520,000 Rd Devlpmnt Pacheco Area 8,447 25,000 25,000 25,000 $2,203,736,252 $2,298,506,639 $2,413,059,595 $2,414,748,050 State Controller Schedules Description 1 Summarization by Fund (continued) Total Summarization by Fund Contra Costa County Schedule 6 County Budget Act Detail of Additional Financing Sources by Fund and Account January 2010 Edition, revision #1 Governmental Funds Fiscal Year 2021-2022 Fund Name Financing Source Category Financing Source Account 2019-2020 Actuals 2020-2021 Estimated 2021-2022 Requested 2021-2022 Recommended 1 2 3 4 5 6 7 Fund Balance Available $0 $0 $0 $0 Equip Replacement Release 0 0 0 0 $0 $0 $0 $0 Error Clearing $0 $0 $0 $0 Prop Taxes-Curr Secured 261,742,316 268,000,000 279,750,000 279,750,000 Prop Tax-Supplemental 4,917,725 5,000,000 2,990,000 2,990,000 Prop Tax-Unitary 8,093,380 8,053,000 8,110,000 8,110,000 Prop Tax-In Lieu of VLF 138,041,536 144,000,000 150,500,000 150,500,000 Prop Taxes-Curr Unsecurred 7,695,772 7,200,000 7,450,000 7,450,000 $420,490,730 $432,253,000 $448,800,000 $448,800,000 Cannabis Business Tax $43,397 $60,000 $60,000 $60,000 Prop Taxes-Prior-Secured (420,877)(400,000)(400,000)(400,000) Prop Tax-Prior Supplemntl (258,610)(250,000)(250,000)(250,000) Prop Taxes-Prior-Unsecured 20,450 50,000 20,000 20,000 Sales and Use Tax 16,697,482 15,000,000 15,000,000 15,665,000 Aircraft Tax 588,954 600,000 600,000 600,000 Transient Occupancy Tax 3,170,152 3,500,000 800,000 800,000 Real Property Transfer Tax 10,265,991 10,500,000 10,500,000 10,500,000 $30,106,939 $29,060,000 $26,330,000 $26,995,000 Total Taxes Current Property Taxes Other Than Cur Prop Total Taxes Other Than Cur Prop State Controller Schedules General Fund 100300 - General Fund Fund Balance Total Fund Balance Taxes Current Property Contra Costa County Schedule 6 County Budget Act Detail of Additional Financing Sources by Fund and Account January 2010 Edition, revision #1 Governmental Funds Fiscal Year 2021-2022 Fund Name Financing Source Category Financing Source Account 2019-2020 Actuals 2020-2021 Estimated 2021-2022 Requested 2021-2022 Recommended 1 2 3 4 5 6 7 Animal Licenses $1,477,348 $1,600,000 $1,600,000 $1,600,000 Business Licenses 811,197 743,500 793,500 793,500 Construction Permits 1,150 0 0 0 Franchises 3,084,405 3,103,500 3,104,000 3,104,000 Franchises - Cable TV 2,317,200 2,387,514 2,490,000 2,490,000 Franchises - Landfill Srchg 2,357,916 2,400,000 2,200,000 2,200,000 Franchise 2,159,120 2,300,000 2,220,000 2,220,000 Other Licenses & Permits 219,207 199,250 194,500 194,500 $12,427,542 $12,733,764 $12,602,000 $12,602,000 Vehicle Code Fines $1,270,933 $1,052,455 $955,545 $955,545 Parking Fines 188,772 0 0 0 Vehicle Code Priors 2,529 3,000 0 0 Drinking Driver-AB 2086 31,218 34,422 20,428 20,428 General Fines 341,095 568,650 383,610 383,610 Restricted Litter Fines 1,181 0 0 0 Unrestricted Litter Fines 1,526 500 70 70 Failure to Appear Fines 662 150 30 30 Crime Prevention Fines 10 0 0 0 Consumer Fraud Damages 3,500 10,000 10,000 10,000 St Pnlty Fd POC VC 40611 31,691 38,500 30,000 30,000 Penalty & Costs - Dlnqt Tax 1,060,220 1,023,000 1,001,000 1,001,000 Misc Forfeits & Penalties 1,450,033 1,640,816 2,060,317 2,060,317 License/Permit/Franchises Total License/Permit/Franchises Fines/Forfeits/Penalties State Controller Schedules General Fund (continued) 100300 - General Fund (continued) Contra Costa County Schedule 6 County Budget Act Detail of Additional Financing Sources by Fund and Account January 2010 Edition, revision #1 Governmental Funds Fiscal Year 2021-2022 Fund Name Financing Source Category Financing Source Account 2019-2020 Actuals 2020-2021 Estimated 2021-2022 Requested 2021-2022 Recommended 1 2 3 4 5 6 7 Tax Losses Reserve Refund $0 $20,000,000 $20,000,000 $20,000,000 Failure to File Penalty 11,969 0 0 0 $4,395,338 $24,371,494 $24,461,000 $24,461,000 Earnings on Investment $20,826,475 $4,100,000 $3,900,000 $3,900,000 Rent on Real Estate 121,522 120,461 116,520 116,520 Rent of Office Space 451,277 459,584 460,980 460,980 Other Rents 1,018,218 991,705 993,500 993,500 $22,417,492 $5,671,750 $5,471,000 $5,471,000 St Motor Veh In Lieu Tax $763,901 $0 $0 $0 Admin State Mcal Health Care 54,192,502 61,876,765 63,194,232 63,194,232 Realloc/PY Adj Admn State 2,241,263 858,000 0 454,000 Admin State Out of Home Care 6,535,451 6,923,992 6,924,636 6,924,636 State Child Abuse Prevention 0 39,748 37,920 37,920 Admin State - Other 38,528,714 34,580,398 40,437,655 40,437,655 State Aid Realignment-VLF 5,722,558 3,370,687 4,662,169 4,662,169 State Aid Family Inc Mtce 23,202,169 24,697,639 25,475,223 25,475,223 State Aid Children Brding Home 904,858 1,179,561 634,997 634,997 State Aid Realignment-Sales Tax 45,918,535 48,406,713 48,590,665 48,590,665 State Adoption Assistance 1,277,490 1,552,385 2,262,140 2,262,140 State Aid Refugees 3,520 0 0 0 Fines/Forfeits/Penalties (continued) Total Fines/Forfeits/Penalties Use Of Money & Property Total Use Of Money & Property Intergovernmental Revenue State Assistance State Controller Schedules General Fund (continued) 100300 - General Fund (continued) Contra Costa County Schedule 6 County Budget Act Detail of Additional Financing Sources by Fund and Account January 2010 Edition, revision #1 Governmental Funds Fiscal Year 2021-2022 Fund Name Financing Source Category Financing Source Account 2019-2020 Actuals 2020-2021 Estimated 2021-2022 Requested 2021-2022 Recommended 1 2 3 4 5 6 7 State Auto Welfare System $3,223,355 $2,698,000 $3,732,000 $3,732,000 Admin-State Health Misc 37,806,900 54,010,158 60,899,404 61,258,857 State C.H.D.P. Program 1,037,141 1,522,480 988,838 988,838 State Aid for Crippled Child 3,760,005 3,600,000 3,376,817 3,376,817 CCS Medical Cases Mgmt 4,666,000 4,160,000 4,568,929 4,568,929 State Aid M/H Short-Doyle 3,159,325 3,051,216 4,059,860 4,059,860 State Aid MH - SSI/SSP 408,937 386,074 387,041 387,041 State Aid Drg AB Short-Doyle 140,179 1,586,525 2,365,380 2,455,381 State Aid Realignment-M/H 26,882,201 28,561,554 27,492,205 27,492,205 State Aid Realignment-VLF-MH (1,680,324)2,857,626 1,250,653 1,250,653 Substance Abuse Grants 9,907,448 5,899,825 6,819,060 6,819,060 Misc State Aid for Health 2,008,147 3,607,479 3,928,986 3,928,986 State Aid for Agriculture 3,042,079 3,355,689 3,454,969 3,454,969 State Aid for Civil Defense 1,626,752 1,549,505 1,549,505 1,549,505 State Aid for Crime Control 12,077,421 12,476,459 12,287,511 12,287,511 State Aid Veterans Affairs 272,227 237,000 157,000 157,000 H/O Prop Tax Relief 1,717,004 1,700,000 1,700,000 1,700,000 State Aid Area Agency on Aging 1,163,422 1,072,613 1,192,150 1,192,150 State Aid Peace Off Training 790,582 576,705 624,015 624,015 State Aid Employ/Training 0 0 0 0 State Aid Mandated Expenditures 4,992 0 0 0 State Aid Food/Milk Subvent 341,423 445,000 445,000 445,000 State Controller Schedules General Fund (continued) 100300 - General Fund (continued) Intergovernmental Revenue (continued) State Assistance (continued) Contra Costa County Schedule 6 County Budget Act Detail of Additional Financing Sources by Fund and Account January 2010 Edition, revision #1 Governmental Funds Fiscal Year 2021-2022 Fund Name Financing Source Category Financing Source Account 2019-2020 Actuals 2020-2021 Estimated 2021-2022 Requested 2021-2022 Recommended 1 2 3 4 5 6 7 Miscellaneous State Aid $7,277,308 $6,764,790 $7,418,735 $7,418,735 Vehicle Theft - VLF 1,092,855 1,000,000 1,000,000 1,000,000 St Aid-Public Safety Svcs 83,679,516 76,934,997 94,289,743 94,289,743 $383,695,857 $401,539,582 $436,207,437 $437,110,892 Admin Fed Other CWS $37,920 $0 $0 $0 Admin Federal - Other 74,452,762 95,569,020 94,959,880 94,959,880 Realloc/PY Adj Admn Fed 572,027 0 0 0 Fed Aid Family Inc Mtce 6,623,899 8,005,244 7,299,088 7,299,088 Fed Aid Child Brding Home 9,594,587 9,137,633 9,087,058 9,087,058 Fed Aid Refugees 116,285 100,533 137,100 137,100 Fed Aid Adoptions 8,662,106 7,096,618 7,256,359 7,256,359 Fed Hlth Admin (MCH&3140)3,339,270 3,998,674 3,986,271 3,986,271 Fed Immunization Assist 266,120 299,544 299,544 299,544 Fed Nutrition Elderly 5,504,165 6,365,952 4,106,375 4,106,375 Fed W.I.C. Program 4,367,796 4,313,783 4,313,783 4,313,783 Federal Medi-Cal 27,548,248 73,553,551 85,085,674 85,085,674 Misc Fed Health Projects 8,319,970 10,628,562 9,626,488 9,626,488 Fed Aid Hwy Construction 439,474 490,000 1,040,000 1,040,000 Federal in Lieu Taxes 6,609 0 0 0 Fed Aid Crime Control 1,872,343 3,685,713 2,537,557 2,537,557 Fed Aid Comm Svcs Admin 28,290,158 41,468,718 41,746,000 41,746,000 General Fund (continued) 100300 - General Fund (continued) Intergovernmental Revenue (continued) State Assistance (continued) Total State Assistance Federal Assistance State Controller Schedules Contra Costa County Schedule 6 County Budget Act Detail of Additional Financing Sources by Fund and Account January 2010 Edition, revision #1 Governmental Funds Fiscal Year 2021-2022 Fund Name Financing Source Category Financing Source Account 2019-2020 Actuals 2020-2021 Estimated 2021-2022 Requested 2021-2022 Recommended 1 2 3 4 5 6 7 Fed Aid Employ & Training $6,492,627 $9,017,322 $7,688,223 $7,688,223 Fed Aid NIMH Grant 2,963,032 2,963,032 2,932,058 2,932,058 Fed Aid Hud Block Grant 7,875,288 11,969,000 33,162,498 33,162,498 Other Federal Aid 59,207,498 22,543,549 16,814,970 16,814,970 $256,552,183 $311,206,448 $332,078,926 $332,078,926 Other in Lieu Taxes $10,306 $0 $0 $0 RDA Nonprop-Tax Pass Through 7,525,310 8,000,000 8,000,000 8,000,000 Misc Government Agencies 2,872,376 3,043,768 3,332,682 3,332,682 $10,407,993 $11,043,768 $11,332,682 $11,332,682 $650,656,032 $723,789,799 $779,619,045 $780,522,500 M/H Svcs-Medi-Cal $56,685,763 $8,004,335 $6,963,612 $6,963,612 M/H Svcs-Medicare 2,383,259 2,471,478 2,690,927 2,690,927 Fees Assessor 102,658 217,789 218,900 218,900 Comm For Tax & Assess Coll 8,707,651 8,518,285 8,890,048 8,890,048 Supplemental Roll Charges 2,593,386 2,863,000 2,663,000 2,663,000 Prop Characteristic Info 19,723 0 0 0 Auditing & Accounting Fees 4,226,839 4,191,072 4,377,430 4,377,430 Communication Services 4,914,113 5,393,858 5,515,405 5,515,405 Candidates Filing Fees 94,347 20,000 150,000 150,000 Election Service-Other 6,576,907 5,153,000 1,091,000 1,091,000 Other Local Revenue Total Other Local Revenue Total Intergovernmental Revenue Charges For Services State Controller Schedules General Fund (continued) 100300 - General Fund (continued) Intergovernmental Revenue (continued) Federal Assistance (continued) Total Federal Assistance Contra Costa County Schedule 6 County Budget Act Detail of Additional Financing Sources by Fund and Account January 2010 Edition, revision #1 Governmental Funds Fiscal Year 2021-2022 Fund Name Financing Source Category Financing Source Account 2019-2020 Actuals 2020-2021 Estimated 2021-2022 Requested 2021-2022 Recommended 1 2 3 4 5 6 7 Public Defense Repayments $157,183 $0 $0 $0 Misc Legal Services 2,066,097 1,955,000 1,972,241 1,972,241 Personnel Services 2,356,560 2,616,074 2,752,947 2,752,947 Planning & Engineer Services 13,819 15,000 15,000 15,000 Purchasing Fees 245,906 252,646 252,752 252,752 Civil Process Service 196,995 805,793 805,220 805,220 Civil Processing Fee 161,431 88,106 77,027 77,027 Court Filing Fees 240 0 0 0 Driver Education Fees 1,758,023 2,303,987 2,175,987 2,175,987 Returned Check Charges 53,763 40,000 25,000 25,000 Court Administration Cost 435,100 381,362 358,362 358,362 Estate Fees 897,101 421,945 392,000 392,000 Agricultural Services 126,730 205,561 205,562 205,562 Spay Clinic Fees 77,050 200,000 130,000 130,000 Contract Humane Services-City 5,515,250 5,685,000 5,787,000 5,787,000 Misc Humane Services 325,961 500,000 230,000 230,000 Fingerprint & Crim Report 22,495 40,000 40,000 40,000 Contract Law Enforcement Svcs 24,344,090 25,800,194 27,052,253 27,052,253 Blood Withdrawal Fees 137,793 220,000 220,000 220,000 Jail Booking Fees 1,914,675 1,907,000 1,907,000 1,907,000 Charges/Cost of Probation 388,628 0 0 0 Misc Law Enforcement Svcs 2,072,119 2,492,000 2,492,000 2,492,000 Recording Fees 7,511,794 6,839,609 7,057,051 7,057,051 100300 - General Fund (continued) Charges For Services (continued) State Controller Schedules General Fund (continued) Contra Costa County Schedule 6 County Budget Act Detail of Additional Financing Sources by Fund and Account January 2010 Edition, revision #1 Governmental Funds Fiscal Year 2021-2022 Fund Name Financing Source Category Financing Source Account 2019-2020 Actuals 2020-2021 Estimated 2021-2022 Requested 2021-2022 Recommended 1 2 3 4 5 6 7 Survey Monument Fees $0 $0 $0 $0 Misc Road Services 137,715 200,000 200,000 200,000 Health Inspection Fees 14,619,274 18,572,942 18,407,000 18,407,000 Patient Fees 34,762 74,412 58,044 58,044 Drinking Driver Program Fees 145,255 139,405 99,388 99,388 Client Fees 0 0 0 0 Patient Fees-Immunization 72,842 90,635 52,388 52,388 Patient Fees-T.B. Testing 24,925 64,893 37,867 37,867 Misc Health Fees 3,632,442 5,166,878 5,188,301 5,188,301 Laboratory Services 2,800,716 2,800,000 2,800,000 2,800,000 Nutrition Services 681,364 432,277 437,122 437,122 M/H Svcs-Pvt Pay/Insur 2,475,923 2,412,982 3,239,357 3,239,357 M/H Svcs-Other HMO Pat 20,785 28,716 28,716 28,716 Crippled Childrens Svcs 0 0 0 0 SB 2 Fees 1,519,095 1,201,000 1,400,000 1,400,000 Misc Sanitation Service 921,622 1,200,000 1,200,000 1,200,000 Care of Prisoners 1,240,107 400,000 400,000 400,000 Interfund Rev - Gov/Gov 7,560,445 9,838,790 10,509,079 10,509,079 Interfund Rev - Gov/Ent 821,553 438,142 446,997 446,997 DoIT Phone Exchange 246,032 128,191 129,324 129,324 DoIT Data Proc Svcs 822,829 1,337,932 1,702,442 1,702,442 DoIT Data Proc Supply 7,594 1,054 1,054 1,054 DoIT Mntn Radio Equipment 8,131 33,172 34,100 34,100 State Controller Schedules General Fund (continued) 100300 - General Fund (continued) Charges For Services (continued) Contra Costa County Schedule 6 County Budget Act Detail of Additional Financing Sources by Fund and Account January 2010 Edition, revision #1 Governmental Funds Fiscal Year 2021-2022 Fund Name Financing Source Category Financing Source Account 2019-2020 Actuals 2020-2021 Estimated 2021-2022 Requested 2021-2022 Recommended 1 2 3 4 5 6 7 DoIT Other Telcom Charges $94,987 $9,507 $9,507 $9,507 Gen Svc-Bldg Ocpncy Costs 4,637,877 4,268,779 6,293,798 6,293,798 Gen Svc-Requested Mntce 3,482,192 4,069,507 4,589,072 4,589,072 Gen Svc-Use of Co Equipment 395 0 0 0 Gen Svc-Other G S Charges 479,352 465,081 506,748 506,748 Gen Svc-Bldg Lifecycle 197,983 200,000 200,000 200,000 Info Security Chg 48,904 0 0 0 Refunds Indigent Burials 18,420 15,134 14,878 14,878 Cafeteria Receipts 124,775 107,900 107,500 107,500 Autopsies & Medical Reports 48,958 20,150 20,170 20,170 Data Processing Services 2,333,989 2,524,484 2,606,499 2,606,499 Training Services 10,270 4,000 4,000 4,000 Administrative Services 122,590 81,225 6,000 6,000 Bldg Mtce Services 44,548,116 42,388,737 42,277,019 42,277,019 Microfilm & Reproduction Services 646,798 615,000 640,000 640,000 Marriage Ceremony Fees 97,020 115,000 115,000 115,000 Equipment Use Charges 327,706 341,775 591,446 591,446 Third Party Svcs Fee 2,050 2,300 2,000 2,000 Misc Current Services 3,919,310 4,554,535 4,519,961 4,519,961 $236,018,555 $193,946,629 $195,382,500 $195,382,500 Sale of Real Estate $0 $0 $0 $0 Sale of Equipment 221,071 175,000 246,145 246,145 State Controller Schedules General Fund (continued) 100300 - General Fund (continued) Charges For Services (continued) Total Charges For Services Miscellaneous Revenue Contra Costa County Schedule 6 County Budget Act Detail of Additional Financing Sources by Fund and Account January 2010 Edition, revision #1 Governmental Funds Fiscal Year 2021-2022 Fund Name Financing Source Category Financing Source Account 2019-2020 Actuals 2020-2021 Estimated 2021-2022 Requested 2021-2022 Recommended 1 2 3 4 5 6 7 Equipment Trade-In/Discounts $47 $0 $0 $0 Sale of Maps & Documents 18,850 27,000 27,300 27,300 Sale of Rodent Poison 20,444 17,000 20,000 20,000 Sale of Animals 9,973 25,000 10,000 10,000 Sundry Taxable Sale 8,978 0 0 0 Sundry Non-Taxable Sales 1,575 35,000 30,000 30,000 Reimbursements-Gov/Gov 325,825,959 342,919,256 343,190,022 343,310,022 Reimbursements-Gov/Ent 61,897 187,839 190,717 190,717 Transfers-Gov/Gov 431,184 907,441 198,256 198,256 Transfers-Gov/Ent (217,979)0 0 0 Interfund Trans-Hosp/PFA 40 0 0 0 Restricted Donations 580,287 466,792 463,040 463,040 Misc Grants & Donations 683,207 1,447,890 1,246,404 1,246,404 Contrib From Other Funds 46,031 0 0 0 Seizures 38,235 42,000 42,000 42,000 Indemnifying Proceeds 124,766 10,000 10,000 10,000 Misc Non-Taxable Revenue 14,152,253 12,616,270 13,560,616 13,560,616 $342,006,818 $358,876,488 $359,234,500 $359,354,500 $1,718,519,445 $1,780,702,923 $1,851,900,045 $1,853,588,500 $1,718,519,445 $1,780,702,923 $1,851,900,045 $1,853,588,500Total General Fund State Controller Schedules General Fund (continued) 100300 - General Fund (continued) Miscellaneous Revenue (continued) Total Miscellaneous Revenue Total 100300 - General Fund Contra Costa County Schedule 6 County Budget Act Detail of Additional Financing Sources by Fund and Account January 2010 Edition, revision #1 Governmental Funds Fiscal Year 2021-2022 Fund Name Financing Source Category Financing Source Account 2019-2020 Actuals 2020-2021 Estimated 2021-2022 Requested 2021-2022 Recommended 1 2 3 4 5 6 7 Fund Balance Available $0 $0 $0 $0 $0 $0 $0 $0 Other Licenses & Permits $5,406 $1,000 $1,000 $1,000 $5,406 $1,000 $1,000 $1,000 Earnings on Investment $3,714 $8,474 $1,000 $1,000 $3,714 $8,474 $1,000 $1,000 $9,120 $9,474 $2,000 $2,000 $9,120 $9,474 $2,000 $2,000 License/Permit/Franchises Total License/Permit/Franchises Use Of Money & Property Total Use Of Money & Property Total 111000 - Drainage Area 9 Fund Total Capital Project Funds State Controller Schedules Capital Project Funds 111000 - Drainage Area 9 Fund Fund Balance Total Fund Balance Contra Costa County Schedule 6 County Budget Act Detail of Additional Financing Sources by Fund and Account January 2010 Edition, revision #1 Governmental Funds Fiscal Year 2021-2022 Fund Name Financing Source Category Financing Source Account 2019-2020 Actuals 2020-2021 Estimated 2021-2022 Requested 2021-2022 Recommended 1 2 3 4 5 6 7 Earnings on Investment $422,625 $649,513 $3,000 $3,000 $422,625 $649,513 $3,000 $3,000 Contrib From Other Funds $44,464,379 $44,802,730 $47,379,000 $47,379,000 $44,464,379 $44,802,730 $47,379,000 $47,379,000 $44,887,003 $45,452,243 $47,382,000 $47,382,000 Contrib From Other Funds $2,759,911 $2,759,911 $2,760,000 $2,760,000 $2,759,911 $2,759,911 $2,760,000 $2,760,000 $2,759,911 $2,759,911 $2,760,000 $2,760,000 $47,646,915 $48,212,154 $50,142,000 $50,142,000Total Debt Service Funds Total Miscellaneous Revenue Total 135000 - Retirement UAAL Bond Fund 135200 - Ret Litgtn Stlmnt Dbt Svc Fund Miscellaneous Revenue Total Miscellaneous Revenue Total 135200 - Ret Litgtn Stlmnt Dbt Svc Fund State Controller Schedules Debt Service Funds 135000 - Retirement UAAL Bond Fund Use Of Money & Property Total Use Of Money & Property Miscellaneous Revenue Contra Costa County Schedule 6 County Budget Act Detail of Additional Financing Sources by Fund and Account January 2010 Edition, revision #1 Governmental Funds Fiscal Year 2021-2022 Fund Name Financing Source Category Financing Source Account 2019-2020 Actuals 2020-2021 Estimated 2021-2022 Requested 2021-2022 Recommended 1 2 3 4 5 6 7 Earnings on Investment $21,769 $50,000 $50,000 $50,000 $21,769 $50,000 $50,000 $50,000 Contract Law Enforcement Svcs $0 $1,000 $1,000 $1,000 $0 $1,000 $1,000 $1,000 Transfers-Gov/Gov $91,645 $160,000 $160,000 $160,000 $91,645 $160,000 $160,000 $160,000 $113,414 $211,000 $211,000 $211,000 Recording Fees $88,424 $70,000 $70,000 $70,000 Micrographic Conversion Fee 52,923 0 250,000 250,000 Recorders Modernizing Fee 1,538,906 1,000,000 1,500,000 1,500,000 Redacting Fees 231,286 240,000 0 0 ERDS fee 275,026 220,000 300,000 300,000 Interfund Rev - Gov/Gov 879 0 0 0 $2,187,444 $1,530,000 $2,120,000 $2,120,000 Reimbursements-Gov/Gov $3,864 $0 $0 $0 Charges For Services Total Charges For Services Miscellaneous Revenue Charges For Services Total Charges For Services Miscellaneous Revenue Total Miscellaneous Revenue Total 105600 - County Law Enfrcmt-Cap Proj Fund 110000 - Recorder Modernization Fund State Controller Schedules Special Revenue Funds 105600 - County Law Enfrcmt-Cap Proj Fund Use Of Money & Property Total Use Of Money & Property Contra Costa County Schedule 6 County Budget Act Detail of Additional Financing Sources by Fund and Account January 2010 Edition, revision #1 Governmental Funds Fiscal Year 2021-2022 Fund Name Financing Source Category Financing Source Account 2019-2020 Actuals 2020-2021 Estimated 2021-2022 Requested 2021-2022 Recommended 1 2 3 4 5 6 7 $3,864 $0 $0 $0 $2,191,308 $1,530,000 $2,120,000 $2,120,000 Fish and Game Fines $45,174 $133,000 $136,000 $136,000 $45,174 $133,000 $136,000 $136,000 $45,174 $133,000 $136,000 $136,000 Road Privlges & Permits $1,198,845 $950,000 $950,000 $950,000 $1,198,845 $950,000 $950,000 $950,000 Earnings on Investment ($2,570)$1,000 $0 $0 ($2,570)$1,000 $0 $0 Fed Aid Crime Control $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 Fees Assessor $311 $0 $0 $0 Planning & Engineer Services 715,090 920,000 920,000 920,000 Interfund Rev - Gov/Gov 0 0 0 0 Total Federal Assistance Total Intergovernmental Revenue Charges For Services License/Permit/Franchises Total License/Permit/Franchises Use Of Money & Property Total Use Of Money & Property Intergovernmental Revenue Federal Assistance Total 110000 - Recorder Modernization Fund 110200 - Fish and Game Fund Fines/Forfeits/Penalties Total Fines/Forfeits/Penalties Total 110200 - Fish and Game Fund 110300 - Land Development Fund State Controller Schedules Special Revenue Funds (continued) Total Miscellaneous Revenue Contra Costa County Schedule 6 County Budget Act Detail of Additional Financing Sources by Fund and Account January 2010 Edition, revision #1 Governmental Funds Fiscal Year 2021-2022 Fund Name Financing Source Category Financing Source Account 2019-2020 Actuals 2020-2021 Estimated 2021-2022 Requested 2021-2022 Recommended 1 2 3 4 5 6 7 Interfund Rev - Gov/Ent $2,999 $6,000 $3,000 $3,000 Misc Current Services 0 0 0 0 $718,400 $926,000 $923,000 $923,000 Reimbursements-Gov/Gov $1,103,065 $1,390,100 $1,300,000 $1,300,000 Reimbursements-Gov/Ent 0 0 0 0 Transfers-Gov/Gov 0 0 0 0 Misc Non-Taxable Revenue 353 5,000 0 0 $1,103,418 $1,395,100 $1,300,000 $1,300,000 $3,018,094 $3,272,100 $3,173,000 $3,173,000 General Fines $11,272 $21,000 $21,000 $21,000 $11,272 $21,000 $21,000 $21,000 Earnings on Investment $1,931 $3,000 $3,000 $3,000 $1,931 $3,000 $3,000 $3,000 $13,204 $24,000 $24,000 $24,000 Fines/Forfeits/Penalties Total Fines/Forfeits/Penalties Use Of Money & Property Total Use Of Money & Property Total 110400 - Criminalistics Lab Fund Charges For Services (continued) Total Charges For Services Miscellaneous Revenue Total Miscellaneous Revenue Total 110300 - Land Development Fund 110400 - Criminalistics Lab Fund State Controller Schedules Special Revenue Funds (continued) 110300 - Land Development Fund (continued) Contra Costa County Schedule 6 County Budget Act Detail of Additional Financing Sources by Fund and Account January 2010 Edition, revision #1 Governmental Funds Fiscal Year 2021-2022 Fund Name Financing Source Category Financing Source Account 2019-2020 Actuals 2020-2021 Estimated 2021-2022 Requested 2021-2022 Recommended 1 2 3 4 5 6 7 Earnings on Investment $4,118 $10,000 $0 $0 $4,118 $10,000 $0 $0 Survey Monument Fees $75,830 $85,000 $95,000 $95,000 $75,830 $85,000 $95,000 $95,000 $79,948 $95,000 $95,000 $95,000 Parking Fines $141,579 $170,000 $65,000 $65,000 General Fines 781,093 830,000 585,000 585,000 $922,673 $1,000,000 $650,000 $650,000 Earnings on Investment $21,465 $15,000 $7,000 $7,000 $21,465 $15,000 $7,000 $7,000 $944,137 $1,015,000 $657,000 $657,000 Parking Fines $141,579 $170,000 $66,000 $66,000 General Fines 627,739 670,000 471,000 471,000 Total 110600 - Crim Justice Facility Construct Fund 110700 - Courthouse Construct Fund Fines/Forfeits/Penalties Total 110500 - Survey Monument Preservation Fund 110600 - Crim Justice Facility Construct Fund Fines/Forfeits/Penalties Total Fines/Forfeits/Penalties Use Of Money & Property Total Use Of Money & Property Special Revenue Funds (continued) 110500 - Survey Monument Preservation Fund Use Of Money & Property Total Use Of Money & Property Charges For Services Total Charges For Services State Controller Schedules Contra Costa County Schedule 6 County Budget Act Detail of Additional Financing Sources by Fund and Account January 2010 Edition, revision #1 Governmental Funds Fiscal Year 2021-2022 Fund Name Financing Source Category Financing Source Account 2019-2020 Actuals 2020-2021 Estimated 2021-2022 Requested 2021-2022 Recommended 1 2 3 4 5 6 7 $769,318 $840,000 $537,000 $537,000 Earnings on Investment $36,656 $12,600 $3,000 $3,000 $36,656 $12,600 $3,000 $3,000 $805,974 $852,600 $540,000 $540,000 Franchises - Landfill Srchg $0 $0 $0 $0 $0 $0 $0 $0 Earnings on Investment $275,326 $115,447 $115,000 $115,000 Rent on Real Estate 24,030 15,000 11,000 11,000 $299,356 $130,447 $126,000 $126,000 Highway Users Tax Admin $20,004 $20,004 $20,004 $20,004 Hway Users Tax Strm Drnge 52,875 52,875 52,554 52,554 Hway Users Tax Unrestricted 9,803,946 9,383,868 10,956,495 10,956,495 Highway Users Tax Select 773,026 982,543 909,840 909,840 Hway User Tax 5/9APPT2105 4,717,675 5,373,649 5,277,211 5,277,211 Other State in Lieu Tax 92,012 75,000 75,000 75,000 St Aid Trfc Cngstn Mgmt 21,003,918 22,607,614 24,206,896 24,206,896 $36,463,456 $38,495,553 $41,498,000 $41,498,000 Total License/Permit/Franchises Use Of Money & Property Total Use Of Money & Property Intergovernmental Revenue State Assistance Total State Assistance Total Fines/Forfeits/Penalties Use Of Money & Property Total Use Of Money & Property Total 110700 - Courthouse Construct Fund 110800 - Road Fund License/Permit/Franchises State Controller Schedules Special Revenue Funds (continued) 110700 - Courthouse Construct Fund (continued) Contra Costa County Schedule 6 County Budget Act Detail of Additional Financing Sources by Fund and Account January 2010 Edition, revision #1 Governmental Funds Fiscal Year 2021-2022 Fund Name Financing Source Category Financing Source Account 2019-2020 Actuals 2020-2021 Estimated 2021-2022 Requested 2021-2022 Recommended 1 2 3 4 5 6 7 Fed Aid Hwy Construction $11,561,233 $11,917,764 $13,542,044 $13,542,044 Fed Aid Disaster-Rd Damage 0 0 314,000 314,000 $11,561,233 $11,917,764 $13,856,044 $13,856,044 Misc Government Agencies $6,329,746 $2,769,199 $5,371,956 $5,371,956 $6,329,746 $2,769,199 $5,371,956 $5,371,956 $54,354,434 $53,182,516 $60,726,000 $60,726,000 Misc Road Services $1,244,520 $0 $0 $0 Interfund Rev - Gov/Gov 90,000 45,000 130,000 130,000 Misc Current Services 131,987 0 0 0 $1,466,507 $45,000 $130,000 $130,000 Sale of Equipment $55,778 $0 $0 $0 Reimbursements-Gov/Gov 5,153,976 4,861,190 12,141,000 12,141,000 Misc Non-Taxable Revenue 684,642 0 0 0 $5,894,396 $4,861,190 $12,141,000 $12,141,000 $62,014,693 $58,219,153 $73,123,000 $73,123,000 Total Miscellaneous Revenue Total 110800 - Road Fund Other Local Revenue Total Other Local Revenue Total Intergovernmental Revenue Charges For Services Total Charges For Services Miscellaneous Revenue State Controller Schedules Special Revenue Funds (continued) 110800 - Road Fund (continued) Intergovernmental Revenue (continued) Federal Assistance Total Federal Assistance Contra Costa County Schedule 6 County Budget Act Detail of Additional Financing Sources by Fund and Account January 2010 Edition, revision #1 Governmental Funds Fiscal Year 2021-2022 Fund Name Financing Source Category Financing Source Account 2019-2020 Actuals 2020-2021 Estimated 2021-2022 Requested 2021-2022 Recommended 1 2 3 4 5 6 7 Earnings on Investment $65,166 $50,000 $80,000 $80,000 $65,166 $50,000 $80,000 $80,000 Misc Government Agencies $2,813,801 $3,648,500 $3,920,000 $3,920,000 $2,813,801 $3,648,500 $3,920,000 $3,920,000 $2,813,801 $3,648,500 $3,920,000 $3,920,000 $2,878,968 $3,698,500 $4,000,000 $4,000,000 Earnings on Investment $411 $0 $0 $0 Interest on Bond Deposits 12,693 20,000 30,000 30,000 $13,104 $20,000 $30,000 $30,000 Planning & Engineer Services $1,507,746 $1,215,700 $1,416,000 $1,416,000 Misc Current Services 37,281 35,300 40,000 40,000 $1,545,027 $1,251,000 $1,456,000 $1,456,000 Reimbursements-Gov/Gov $0 $0 $0 $0 Contrib From Other Funds 0 0 30,000 30,000 Misc Non-Taxable Revenue 117,421 5,000 10,000 10,000 111100 - Private Activity Bond Fund Use Of Money & Property Total Use Of Money & Property Charges For Services Total Charges For Services Miscellaneous Revenue Total Use Of Money & Property Intergovernmental Revenue Other Local Revenue Total Other Local Revenue Total Intergovernmental Revenue Total 110900 - Transportation Improvement Fund State Controller Schedules Special Revenue Funds (continued) 110900 - Transportation Improvement Fund Use Of Money & Property Contra Costa County Schedule 6 County Budget Act Detail of Additional Financing Sources by Fund and Account January 2010 Edition, revision #1 Governmental Funds Fiscal Year 2021-2022 Fund Name Financing Source Category Financing Source Account 2019-2020 Actuals 2020-2021 Estimated 2021-2022 Requested 2021-2022 Recommended 1 2 3 4 5 6 7 $117,421 $5,000 $40,000 $40,000 $1,675,552 $1,276,000 $1,526,000 $1,526,000 Earnings on Investment $182,985 $125,000 $125,000 $125,000 $182,985 $125,000 $125,000 $125,000 Planning & Engineer Services $997,336 $275,000 $275,000 $275,000 $997,336 $275,000 $275,000 $275,000 Misc Non-Taxable Revenue $0 $0 $0 $0 $0 $0 $0 $0 $1,180,322 $400,000 $400,000 $400,000 Earnings on Investment $94,114 $234,000 $100,000 $100,000 $94,114 $234,000 $100,000 $100,000 $94,114 $234,000 $100,000 $100,000 Earnings on Investment $115,808 $120,000 $75,000 $75,000 111400 - Navy Trans Mitigation Fund Use Of Money & Property Total Use Of Money & Property Total 111400 - Navy Trans Mitigation Fund 111500 - Tosco/Solano Trns Mitig Fund Use Of Money & Property Total Use Of Money & Property Charges For Services Total Charges For Services Miscellaneous Revenue Total Miscellaneous Revenue Total 111300 - Affordable Housing Spec Rev Fund State Controller Schedules Special Revenue Funds (continued) Total Miscellaneous Revenue Total 111100 - Private Activity Bond Fund 111300 - Affordable Housing Spec Rev Fund Use Of Money & Property Contra Costa County Schedule 6 County Budget Act Detail of Additional Financing Sources by Fund and Account January 2010 Edition, revision #1 Governmental Funds Fiscal Year 2021-2022 Fund Name Financing Source Category Financing Source Account 2019-2020 Actuals 2020-2021 Estimated 2021-2022 Requested 2021-2022 Recommended 1 2 3 4 5 6 7 $115,808 $120,000 $75,000 $75,000 $115,808 $120,000 $75,000 $75,000 Earnings on Investment $9,355 $0 $0 $0 $9,355 $0 $0 $0 State Aid Child Day Care $9,932,674 $14,091,193 $13,917,461 $13,917,461 State Aid Food/Milk Subvent 470,237 697,087 697,087 697,087 State Aid SEOO Programs 14,124,012 14,976,226 14,987,493 14,987,493 Miscellaneous State Aid 60,660 95,959 95,959 95,959 $24,587,584 $29,860,465 $29,698,000 $29,698,000 $24,587,584 $29,860,465 $29,698,000 $29,698,000 Sale of Equipment $2,117 $0 $0 $0 Reimbursements-Gov/Gov 4,976,448 7,179,790 7,314,347 7,314,347 Misc Non-Taxable Revenue 191,390 191,653 191,653 191,653 $5,169,955 $7,371,443 $7,506,000 $7,506,000 $29,766,893 $37,231,908 $37,204,000 $37,204,000 Total Miscellaneous Revenue Total 111600 - Child Development Fund Total Use Of Money & Property Intergovernmental Revenue State Assistance Total State Assistance Total Intergovernmental Revenue Miscellaneous Revenue State Controller Schedules Special Revenue Funds (continued) Total Use Of Money & Property Total 111500 - Tosco/Solano Trns Mitig Fund 111600 - Child Development Fund Use Of Money & Property Contra Costa County Schedule 6 County Budget Act Detail of Additional Financing Sources by Fund and Account January 2010 Edition, revision #1 Governmental Funds Fiscal Year 2021-2022 Fund Name Financing Source Category Financing Source Account 2019-2020 Actuals 2020-2021 Estimated 2021-2022 Requested 2021-2022 Recommended 1 2 3 4 5 6 7 Fed Aid Hud Block Grant $0 $762,000 $762,000 $762,000 Other Federal Aid 99,000 0 0 0 $99,000 $762,000 $762,000 $762,000 $99,000 $762,000 $762,000 $762,000 $99,000 $762,000 $762,000 $762,000 Miscellaneous State Aid $69,211 $70,000 $72,000 $72,000 $69,211 $70,000 $72,000 $72,000 $69,211 $70,000 $72,000 $72,000 $69,211 $70,000 $72,000 $72,000 Business Licenses $2,298 $3,000 $3,000 $3,000 Construction Permits 11,782,855 15,645,128 15,957,962 15,957,962 Specific Plan Fees 276,133 356,012 372,038 372,038 Zoning Permits 272,473 380,000 380,000 380,000 Franchises 1,757,819 1,450,000 1,800,000 1,800,000 Other Licenses & Permits 33,492 35,000 35,000 35,000 State Assistance Total State Assistance Total Intergovernmental Revenue Total 111900 - Used Oil Recycling Grant Fund 112000 - Conservation & Development Fund License/Permit/Franchises Federal Assistance Total Federal Assistance Total Intergovernmental Revenue Total 111800 - HUD NSP Fund 111900 - Used Oil Recycling Grant Fund Intergovernmental Revenue State Controller Schedules Special Revenue Funds (continued) 111800 - HUD NSP Fund Intergovernmental Revenue Contra Costa County Schedule 6 County Budget Act Detail of Additional Financing Sources by Fund and Account January 2010 Edition, revision #1 Governmental Funds Fiscal Year 2021-2022 Fund Name Financing Source Category Financing Source Account 2019-2020 Actuals 2020-2021 Estimated 2021-2022 Requested 2021-2022 Recommended 1 2 3 4 5 6 7 $14,125,070 $17,869,140 $18,548,000 $18,548,000 Penalty & Costs - Dlnqt Tax $43,417 $0 $75,000 $75,000 $43,417 $0 $75,000 $75,000 Earnings on Investment $537,248 $100,000 $100,000 $100,000 Other Rents 11,333 0 0 0 $548,581 $100,000 $100,000 $100,000 Misc Government Agencies $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 Comm For Tax & Assess Coll $24,348 $20,000 $20,000 $20,000 ARRA/Charges for Svcs 199,238 287,000 288,000 288,000 Personnel Services 293,721 370,000 370,000 370,000 Planning & Engineer Services 3,780,615 4,637,599 4,637,798 4,637,798 Returned Check Charges 650 0 0 0 Recording Fees 50 500 500 500 Interfund Rev - Gov/Gov 817,811 950,000 1,170,178 1,170,178 Interfund Rev - Gov/Ent 17,177 30,000 30,000 30,000 Administrative Services 2,435,997 1,111,204 2,319,567 2,319,567 Nuisance Abate 72,283 250,000 242,957 242,957 Charges For Services Use Of Money & Property Total Use Of Money & Property Intergovernmental Revenue Other Local Revenue Total Other Local Revenue Total Intergovernmental Revenue State Controller Schedules Special Revenue Funds (continued) 112000 - Conservation & Development Fund (continued) Total License/Permit/Franchises Fines/Forfeits/Penalties Total Fines/Forfeits/Penalties Contra Costa County Schedule 6 County Budget Act Detail of Additional Financing Sources by Fund and Account January 2010 Edition, revision #1 Governmental Funds Fiscal Year 2021-2022 Fund Name Financing Source Category Financing Source Account 2019-2020 Actuals 2020-2021 Estimated 2021-2022 Requested 2021-2022 Recommended 1 2 3 4 5 6 7 Misc Current Services $307,009 $220,000 $220,000 $220,000 $7,948,899 $7,876,303 $9,299,000 $9,299,000 Sale of Equipment $13,541 $20,000 $20,000 $20,000 Sale of Maps & Documents 841 0 0 0 Sundry Taxable Sale 0 2,000 2,000 2,000 Sundry Non-Taxable Sales (85,540)0 0 0 Reimbursements-Gov/Gov 5,608,952 5,370,273 5,817,657 5,817,657 Transfers-Gov/Gov 1,223,702 1,837,750 1,853,289 1,853,289 Indemnifying Proceeds 0 0 0 0 Misc Non-Taxable Revenue 1,115,936 2,289,534 2,015,054 2,015,054 $7,877,431 $9,519,557 $9,708,000 $9,708,000 $30,543,398 $35,365,000 $37,730,000 $37,730,000 Earnings on Investment $9,713 $20,000 $10,000 $10,000 $9,713 $20,000 $10,000 $10,000 Processing/Inspection Fee $278,777 $500,000 $350,000 $350,000 Charges For Services Miscellaneous Revenue Total Miscellaneous Revenue Total 112000 - Conservation & Development Fund 112100 - CDD/PWD Joint Review Fee Fund Use Of Money & Property Total Use Of Money & Property State Controller Schedules Special Revenue Funds (continued) 112000 - Conservation & Development Fund (continued) Charges For Services (continued) Total Charges For Services Contra Costa County Schedule 6 County Budget Act Detail of Additional Financing Sources by Fund and Account January 2010 Edition, revision #1 Governmental Funds Fiscal Year 2021-2022 Fund Name Financing Source Category Financing Source Account 2019-2020 Actuals 2020-2021 Estimated 2021-2022 Requested 2021-2022 Recommended 1 2 3 4 5 6 7 $278,777 $500,000 $350,000 $350,000 $288,489 $520,000 $360,000 $360,000 Other Licenses & Permits ($5,252)$5,000 $6,000 $6,000 ($5,252)$5,000 $6,000 $6,000 Earnings on Investment $35,653 $65,000 $9,000 $9,000 $35,653 $65,000 $9,000 $9,000 $30,401 $70,000 $15,000 $15,000 Earnings on Investment $7,356 $25,000 $0 $0 $7,356 $25,000 $0 $0 Processing/Inspection Fee $605,177 $1,000,000 $600,000 $600,000 $605,177 $1,000,000 $600,000 $600,000 Reimbursements-Gov/Gov $352 $12,000 $0 $0 $352 $12,000 $0 $0 $612,885 $1,037,000 $600,000 $600,000 Total 112300 - Public Works Fund Use Of Money & Property Total Use Of Money & Property Charges For Services Total Charges For Services Miscellaneous Revenue Total Miscellaneous Revenue License/Permit/Franchises Total License/Permit/Franchises Use Of Money & Property Total Use Of Money & Property Total 112200 - Drainage Deficiency Fund 112300 - Public Works Fund State Controller Schedules Special Revenue Funds (continued) Total Charges For Services Total 112100 - CDD/PWD Joint Review Fee Fund 112200 - Drainage Deficiency Fund Contra Costa County Schedule 6 County Budget Act Detail of Additional Financing Sources by Fund and Account January 2010 Edition, revision #1 Governmental Funds Fiscal Year 2021-2022 Fund Name Financing Source Category Financing Source Account 2019-2020 Actuals 2020-2021 Estimated 2021-2022 Requested 2021-2022 Recommended 1 2 3 4 5 6 7 Consumer Fraud Damages $0 $500,000 $500,000 $500,000 Misc Forfeits & Penalties 136,616 0 0 0 $136,616 $500,000 $500,000 $500,000 $136,616 $500,000 $500,000 $500,000 Other Licenses & Permits $83,697 $105,000 $130,000 $130,000 $83,697 $105,000 $130,000 $130,000 General Fines $25,942 $40,050 $100,000 $100,000 $25,942 $40,050 $100,000 $100,000 Misc Grants & Donations $122,387 $199,950 $170,000 $170,000 $122,387 $199,950 $170,000 $170,000 $232,026 $345,000 $400,000 $400,000 Earnings on Investment $4,280 $3,000 $3,500 $3,500 $4,280 $3,000 $3,500 $3,500 Miscellaneous Revenue Total Miscellaneous Revenue Total 112500 - Domestic Violence Victim Asst Fund 112600 - Dispute Resolution Program Fund Use Of Money & Property Total Use Of Money & Property Total 112400 - DA Consumer Protection Fund 112500 - Domestic Violence Victim Asst Fund License/Permit/Franchises Total License/Permit/Franchises Fines/Forfeits/Penalties Total Fines/Forfeits/Penalties State Controller Schedules Special Revenue Funds (continued) 112400 - DA Consumer Protection Fund Fines/Forfeits/Penalties Total Fines/Forfeits/Penalties Contra Costa County Schedule 6 County Budget Act Detail of Additional Financing Sources by Fund and Account January 2010 Edition, revision #1 Governmental Funds Fiscal Year 2021-2022 Fund Name Financing Source Category Financing Source Account 2019-2020 Actuals 2020-2021 Estimated 2021-2022 Requested 2021-2022 Recommended 1 2 3 4 5 6 7 Court Filing Fees $176,905 $200,000 $200,000 $200,000 $176,905 $200,000 $200,000 $200,000 $181,185 $203,000 $203,500 $203,500 Earnings on Investment $9,602 $8,300 $7,000 $7,000 $9,602 $8,300 $7,000 $7,000 Fed Aid Crime Control $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 Recording Fees $342,433 $362,941 $369,321 $369,321 Interfund Rev - Gov/Gov 787 800 679 679 $343,220 $363,741 $370,000 $370,000 Reimbursements-Gov/Gov $208,120 $51,959 $731,000 $731,000 $208,120 $51,959 $731,000 $731,000 $560,943 $424,000 $1,108,000 $1,108,000 Total Intergovernmental Revenue Charges For Services Total Charges For Services Miscellaneous Revenue Total Miscellaneous Revenue Total 112700 - Zero Tolerance- Domestic Violence Fund 112700 - Zero Tolerance- Domestic Violence Fund Use Of Money & Property Total Use Of Money & Property Intergovernmental Revenue Federal Assistance Total Federal Assistance State Controller Schedules Special Revenue Funds (continued) 112600 - Dispute Resolution Program Fund (continued) Charges For Services Total Charges For Services Total 112600 - Dispute Resolution Program Fund Contra Costa County Schedule 6 County Budget Act Detail of Additional Financing Sources by Fund and Account January 2010 Edition, revision #1 Governmental Funds Fiscal Year 2021-2022 Fund Name Financing Source Category Financing Source Account 2019-2020 Actuals 2020-2021 Estimated 2021-2022 Requested 2021-2022 Recommended 1 2 3 4 5 6 7 Misc Current Services $9,141 $12,000 $12,000 $12,000 $9,141 $12,000 $12,000 $12,000 Seizures $126,824 $150,000 $150,000 $150,000 $126,824 $150,000 $150,000 $150,000 $135,965 $162,000 $162,000 $162,000 Misc Forfeits & Penalties $352,587 $350,000 $350,000 $350,000 $352,587 $350,000 $350,000 $350,000 $352,587 $350,000 $350,000 $350,000 Earnings on Investment ($68)$0 $0 $0 ($68)$0 $0 $0 Fed Aid Crime Control $0 $3,000 $1,000 $1,000 113100 - DA Forfeiture-Fed-DOJ Fund Use Of Money & Property Total Use Of Money & Property Intergovernmental Revenue Federal Assistance Total Miscellaneous Revenue Total 112900 - DA Revenue Narcotics Fund 113000 - DA Environment/OSHA Fund Fines/Forfeits/Penalties Total Fines/Forfeits/Penalties Total 113000 - DA Environment/OSHA Fund State Controller Schedules Special Revenue Funds (continued) 112900 - DA Revenue Narcotics Fund Charges For Services Total Charges For Services Miscellaneous Revenue Contra Costa County Schedule 6 County Budget Act Detail of Additional Financing Sources by Fund and Account January 2010 Edition, revision #1 Governmental Funds Fiscal Year 2021-2022 Fund Name Financing Source Category Financing Source Account 2019-2020 Actuals 2020-2021 Estimated 2021-2022 Requested 2021-2022 Recommended 1 2 3 4 5 6 7 $0 $3,000 $1,000 $1,000 $0 $3,000 $1,000 $1,000 ($68)$3,000 $1,000 $1,000 Earnings on Investment $1,553 $2,000 $0 $0 $1,553 $2,000 $0 $0 Transfers-Gov/Gov $17,009 $7,000 $7,000 $7,000 Misc Non-Taxable Revenue 169,187 24,000 24,000 24,000 $186,195 $31,000 $31,000 $31,000 $187,748 $33,000 $31,000 $31,000 Recording Fees $564,492 $500,000 $880,000 $880,000 Interfund Rev - Gov/Gov 43 0 0 0 $564,535 $500,000 $880,000 $880,000 $564,535 $500,000 $880,000 $880,000 Earnings on Investment $12,360 $0 $0 $0 Total Charges For Services Total 113300 - R/Estate Fraud Prosecution Fund 113400 - CCC Dept Child Support Svcs Fund Use Of Money & Property Total Use Of Money & Property Miscellaneous Revenue Total Miscellaneous Revenue Total 113200 - Walden Green Maintenance Fund 113300 - R/Estate Fraud Prosecution Fund Charges For Services Special Revenue Funds (continued) Total Federal Assistance Total Intergovernmental Revenue Total 113100 - DA Forfeiture-Fed-DOJ Fund 113200 - Walden Green Maintenance Fund Use Of Money & Property State Controller Schedules Contra Costa County Schedule 6 County Budget Act Detail of Additional Financing Sources by Fund and Account January 2010 Edition, revision #1 Governmental Funds Fiscal Year 2021-2022 Fund Name Financing Source Category Financing Source Account 2019-2020 Actuals 2020-2021 Estimated 2021-2022 Requested 2021-2022 Recommended 1 2 3 4 5 6 7 $12,360 $0 $0 $0 Fed Aid Family Support $20,442,195 $18,691,000 $18,691,000 $18,691,000 $20,442,195 $18,691,000 $18,691,000 $18,691,000 $20,442,195 $18,691,000 $18,691,000 $18,691,000 Reimbursements-Gov/Gov $74,375 $0 $0 $0 Transfers-Gov/Gov 0 0 0 0 Misc Non-Taxable Revenue 6,340 0 0 0 $80,715 $0 $0 $0 $20,535,270 $18,691,000 $18,691,000 $18,691,000 General Fines $1,578,172 $1,715,093 $1,191,000 $1,191,000 $1,578,172 $1,715,093 $1,191,000 $1,191,000 Earnings on Investment $5,917 $8,291 $1,000 $1,000 $5,917 $8,291 $1,000 $1,000 $1,584,089 $1,723,384 $1,192,000 $1,192,000 Use Of Money & Property Total Use Of Money & Property Total 113500 - Emergency Med Svcs Fund Miscellaneous Revenue Total Miscellaneous Revenue Total 113400 - CCC Dept Child Support Svcs Fund 113500 - Emergency Med Svcs Fund Fines/Forfeits/Penalties Total Fines/Forfeits/Penalties 113400 - CCC Dept Child Support Svcs Fund (continued) Total Use Of Money & Property Intergovernmental Revenue Federal Assistance Total Federal Assistance Total Intergovernmental Revenue State Controller Schedules Special Revenue Funds (continued) Contra Costa County Schedule 6 County Budget Act Detail of Additional Financing Sources by Fund and Account January 2010 Edition, revision #1 Governmental Funds Fiscal Year 2021-2022 Fund Name Financing Source Category Financing Source Account 2019-2020 Actuals 2020-2021 Estimated 2021-2022 Requested 2021-2022 Recommended 1 2 3 4 5 6 7 Earnings on Investment ($6)$0 $0 $0 ($6)$0 $0 $0 ($6)$0 $0 $0 Vehicle Code Fines $9,910 $11,095 $11,095 $11,095 $9,910 $11,095 $11,095 $11,095 Earnings on Investment $2,033 $880 $880 $880 $2,033 $880 $880 $880 Driver Education Fees $1,851 $3,025 $3,025 $3,025 $1,851 $3,025 $3,025 $3,025 $13,794 $15,000 $15,000 $15,000 General Fines $157,671 $158,000 $158,000 $158,000 Misc Forfeits & Penalties 210,454 235,000 130,000 130,000 $368,125 $393,000 $288,000 $288,000 Fines/Forfeits/Penalties Total Fines/Forfeits/Penalties Use Of Money & Property Total Use Of Money & Property Charges For Services Total Charges For Services Total 113900 - Traffic Safety Fund 114000 - Public Protection-Spec Rev Fund Use Of Money & Property Total Use Of Money & Property Total 113700 - AB75 Tobacco Tax Fund 113900 - Traffic Safety Fund Fines/Forfeits/Penalties Total Fines/Forfeits/Penalties State Controller Schedules Special Revenue Funds (continued) 113700 - AB75 Tobacco Tax Fund Contra Costa County Schedule 6 County Budget Act Detail of Additional Financing Sources by Fund and Account January 2010 Edition, revision #1 Governmental Funds Fiscal Year 2021-2022 Fund Name Financing Source Category Financing Source Account 2019-2020 Actuals 2020-2021 Estimated 2021-2022 Requested 2021-2022 Recommended 1 2 3 4 5 6 7 Misc Law Enforcement Svcs $588,400 $732,430 $732,430 $732,430 Interfund Rev - Gov/Gov 113,985 104,570 104,570 104,570 Equipment Use Charges 0 0 0 0 $702,385 $837,000 $837,000 $837,000 Misc Non-Taxable Revenue $0 $0 $0 $0 $0 $0 $0 $0 $1,070,510 $1,230,000 $1,125,000 $1,125,000 Seizures $8,481 $100,000 $100,000 $100,000 $8,481 $100,000 $100,000 $100,000 $8,481 $100,000 $100,000 $100,000 Earnings on Investment $8,881 $5,000 $6,000 $6,000 $8,881 $5,000 $6,000 $6,000 Seizures $0 $1,000 $1,000 $1,000 Total Miscellaneous Revenue Total 114100 - Sheriff Nar Forfeit-ST/Local Fund 114200 - Sheriff Forfeit-Fed-DoJ Fund Use Of Money & Property Total Use Of Money & Property Miscellaneous Revenue Total Charges For Services Miscellaneous Revenue Total Miscellaneous Revenue Total 114000 - Public Protection-Spec Rev Fund 114100 - Sheriff Nar Forfeit-ST/Local Fund Miscellaneous Revenue State Controller Schedules Special Revenue Funds (continued) 114000 - Public Protection-Spec Rev Fund (continued) Charges For Services Contra Costa County Schedule 6 County Budget Act Detail of Additional Financing Sources by Fund and Account January 2010 Edition, revision #1 Governmental Funds Fiscal Year 2021-2022 Fund Name Financing Source Category Financing Source Account 2019-2020 Actuals 2020-2021 Estimated 2021-2022 Requested 2021-2022 Recommended 1 2 3 4 5 6 7 $0 $1,000 $1,000 $1,000 $8,881 $6,000 $7,000 $7,000 General Fines $2,983 $0 $0 $0 $2,983 $0 $0 $0 Transfers-Gov/Gov $9,791,050 $10,062,000 $9,843,000 $9,843,000 $9,791,050 $10,062,000 $9,843,000 $9,843,000 $9,794,033 $10,062,000 $9,843,000 $9,843,000 Earnings on Investment $2,033 $1,000 $1,000 $1,000 $2,033 $1,000 $1,000 $1,000 Seizures $53,795 $1,000 $1,000 $1,000 $53,795 $1,000 $1,000 $1,000 $55,828 $2,000 $2,000 $2,000 Earnings on Investment $1,457,764 $1,879,898 $1,458,000 $1,458,000 Total Use Of Money & Property Miscellaneous Revenue Total Miscellaneous Revenue Total 114500 - Sheriff Forfeit-Fed Treasury Fund 114600 - PROP 63 MH Svcs Fund Use Of Money & Property Total Fines/Forfeits/Penalties Miscellaneous Revenue Total Miscellaneous Revenue Total 114300 - Sup Law Enforcement Svcs Fund 114500 - Sheriff Forfeit-Fed Treasury Fund Use Of Money & Property State Controller Schedules Special Revenue Funds (continued) Total Miscellaneous Revenue Total 114200 - Sheriff Forfeit-Fed-DoJ Fund 114300 - Sup Law Enforcement Svcs Fund Fines/Forfeits/Penalties Contra Costa County Schedule 6 County Budget Act Detail of Additional Financing Sources by Fund and Account January 2010 Edition, revision #1 Governmental Funds Fiscal Year 2021-2022 Fund Name Financing Source Category Financing Source Account 2019-2020 Actuals 2020-2021 Estimated 2021-2022 Requested 2021-2022 Recommended 1 2 3 4 5 6 7 $1,457,764 $1,879,898 $1,458,000 $1,458,000 Miscellaneous State Aid $42,719,076 $60,080,117 $52,939,000 $52,939,000 $42,719,076 $60,080,117 $52,939,000 $52,939,000 $42,719,076 $60,080,117 $52,939,000 $52,939,000 $44,176,840 $61,960,015 $54,397,000 $54,397,000 Earnings on Investment $16,830 $1,000 $1,000 $1,000 $16,830 $1,000 $1,000 $1,000 Interfund Rev - Gov/Gov $16,628 $34,000 $34,000 $34,000 Interfund Rev - Gov/Ent 580 0 0 0 $17,207 $34,000 $34,000 $34,000 Sundry Taxable Sale $8,479 $24,400 $24,400 $24,400 Reimbursements-Gov/Gov 3,230 0 0 0 Misc Non-Taxable Revenue 1,156,891 1,281,600 1,281,600 1,281,600 $1,168,600 $1,306,000 $1,306,000 $1,306,000 $1,202,637 $1,341,000 $1,341,000 $1,341,000 Charges For Services Total Charges For Services Miscellaneous Revenue Total Miscellaneous Revenue Total 114700 - Prisoners Welfare Fund Total State Assistance Total Intergovernmental Revenue Total 114600 - PROP 63 MH Svcs Fund 114700 - Prisoners Welfare Fund Use Of Money & Property Total Use Of Money & Property State Controller Schedules Special Revenue Funds (continued) 114600 - PROP 63 MH Svcs Fund (continued) Total Use Of Money & Property Intergovernmental Revenue State Assistance Contra Costa County Schedule 6 County Budget Act Detail of Additional Financing Sources by Fund and Account January 2010 Edition, revision #1 Governmental Funds Fiscal Year 2021-2022 Fund Name Financing Source Category Financing Source Account 2019-2020 Actuals 2020-2021 Estimated 2021-2022 Requested 2021-2022 Recommended 1 2 3 4 5 6 7 Fund Balance Available $0 $0 $0 $0 $0 $0 $0 $0 Unrestricted Donations $1,600 $0 $0 $0 Restricted Donations 0 0 0 0 Misc Non-Taxable Revenue 50,274 48,000 0 0 $51,874 $48,000 $0 $0 $51,874 $48,000 $0 $0 Earnings on Investment $56,214 $78,000 $17,000 $17,000 $56,214 $78,000 $17,000 $17,000 $56,214 $78,000 $17,000 $17,000 Earnings on Investment $54,217 $0 $0 $0 $54,217 $0 $0 $0 $54,217 $0 $0 $0 Use Of Money & Property Total Use Of Money & Property Total 115100 - Property Tax Admin Fund Total 114900 - Probation Officers Special Fund 115000 - Automated Sys Development Fund Use Of Money & Property Total Use Of Money & Property Total 115000 - Automated Sys Development Fund 115100 - Property Tax Admin Fund Special Revenue Funds (continued) 114900 - Probation Officers Special Fund Fund Balance Total Fund Balance Miscellaneous Revenue Total Miscellaneous Revenue State Controller Schedules Contra Costa County Schedule 6 County Budget Act Detail of Additional Financing Sources by Fund and Account January 2010 Edition, revision #1 Governmental Funds Fiscal Year 2021-2022 Fund Name Financing Source Category Financing Source Account 2019-2020 Actuals 2020-2021 Estimated 2021-2022 Requested 2021-2022 Recommended 1 2 3 4 5 6 7 Fund Balance Available $0 $0 $0 $0 $0 $0 $0 $0 State Aid Realignment-VLF $7,199,668 $6,813,072 $7,673,000 $7,673,000 State Aid Realignment-Sales Tax 161,390,088 148,029,724 182,121,000 182,121,000 State Aid for Crime Control 363,451 0 0 0 Miscellaneous State Aid 0 0 0 0 $168,953,206 $154,842,796 $189,794,000 $189,794,000 $168,953,206 $154,842,796 $189,794,000 $189,794,000 $168,953,206 $154,842,796 $189,794,000 $189,794,000 Crime Prevention Fines $0 $50 $50 $50 $0 $50 $50 $50 $0 $50 $50 $50 Admin State Out of Home Care $875,800 $726,230 $885,000 $885,000 $875,800 $726,230 $885,000 $885,000 Intergovernmental Revenue State Assistance Total State Assistance Total 115300 - Cnty Local Rev Fund 115400 - Obscene Matter-Minors Fund Fines/Forfeits/Penalties Total Fines/Forfeits/Penalties Total 115400 - Obscene Matter-Minors Fund 115500 - IHSS Public Authority Fund Fund Balance Total Fund Balance Intergovernmental Revenue State Assistance Total State Assistance Total Intergovernmental Revenue State Controller Schedules Special Revenue Funds (continued) 115300 - Cnty Local Rev Fund Contra Costa County Schedule 6 County Budget Act Detail of Additional Financing Sources by Fund and Account January 2010 Edition, revision #1 Governmental Funds Fiscal Year 2021-2022 Fund Name Financing Source Category Financing Source Account 2019-2020 Actuals 2020-2021 Estimated 2021-2022 Requested 2021-2022 Recommended 1 2 3 4 5 6 7 Other Federal Aid $1,096,444 $1,288,736 $1,281,000 $1,281,000 $1,096,444 $1,288,736 $1,281,000 $1,281,000 $1,972,244 $2,014,966 $2,166,000 $2,166,000 Reimbursements-Gov/Gov $286,243 $456,034 $407,000 $407,000 Misc Non-Taxable Revenue 97 0 0 0 $286,340 $456,034 $407,000 $407,000 $2,258,584 $2,471,000 $2,573,000 $2,573,000 Misc Forfeits & Penalties $250,066 $270,000 $250,000 $250,000 $250,066 $270,000 $250,000 $250,000 $250,066 $270,000 $250,000 $250,000 State Aid for Crime Control $4,573,373 $6,643,176 $6,643,000 $6,643,000 Intergovernmental Revenue State Assistance Total 115500 - IHSS Public Authority Fund 115600 - DNA Identification Fund Fines/Forfeits/Penalties Total Fines/Forfeits/Penalties Total 115600 - DNA Identification Fund 115700 - Comm Corr Performance Inctv Fund Intergovernmental Revenue (continued) Federal Assistance Total Federal Assistance Total Intergovernmental Revenue Miscellaneous Revenue Total Miscellaneous Revenue State Controller Schedules Special Revenue Funds (continued) 115500 - IHSS Public Authority Fund (continued) Contra Costa County Schedule 6 County Budget Act Detail of Additional Financing Sources by Fund and Account January 2010 Edition, revision #1 Governmental Funds Fiscal Year 2021-2022 Fund Name Financing Source Category Financing Source Account 2019-2020 Actuals 2020-2021 Estimated 2021-2022 Requested 2021-2022 Recommended 1 2 3 4 5 6 7 $4,573,373 $6,643,176 $6,643,000 $6,643,000 $4,573,373 $6,643,176 $6,643,000 $6,643,000 $4,573,373 $6,643,176 $6,643,000 $6,643,000 Earnings on Investment $21,394 $20,409 $5,000 $5,000 $21,394 $20,409 $5,000 $5,000 Misc Sanitation Service $717,780 $764,591 $730,000 $730,000 $717,780 $764,591 $730,000 $730,000 $739,174 $785,000 $735,000 $735,000 Earnings on Investment $27,038 $1,000 $1,000 $1,000 Int on Loans & Receivables 44,952 100,000 100,000 100,000 Interest on Bond Deposits 145,090 50,000 50,000 50,000 Rent on Real Estate 6,000 0 0 0 Other Rents 0 500,000 500,000 500,000 $223,079 $651,000 $651,000 $651,000 Sale of Real Estate $61,000 $1,000,000 $1,000,000 $1,000,000 Reimbursements-Gov/Gov 0 200,000 200,000 200,000 Contrib From Other Funds 0 2,000,000 2,000,000 2,000,000 Total 115800 - NO Rich Wst&Rcvy Mitigation Fee Fund 115900 - L/M HSG Asset Fd-LMI Fund Use Of Money & Property Total Use Of Money & Property Miscellaneous Revenue Total 115700 - Comm Corr Performance Inctv Fund 115800 - NO Rich Wst&Rcvy Mitigation Fee Fund Use Of Money & Property Total Use Of Money & Property Charges For Services Total Charges For Services State Controller Schedules Special Revenue Funds (continued) Total State Assistance Total Intergovernmental Revenue Contra Costa County Schedule 6 County Budget Act Detail of Additional Financing Sources by Fund and Account January 2010 Edition, revision #1 Governmental Funds Fiscal Year 2021-2022 Fund Name Financing Source Category Financing Source Account 2019-2020 Actuals 2020-2021 Estimated 2021-2022 Requested 2021-2022 Recommended 1 2 3 4 5 6 7 Misc Non-Taxable Revenue $106,050 $7,404,636 $7,405,000 $7,405,000 $167,050 $10,604,636 $10,605,000 $10,605,000 $390,130 $11,255,636 $11,256,000 $11,256,000 Franchises - Landfill Srchg $323,267 $400,000 $400,000 $400,000 $323,267 $400,000 $400,000 $400,000 $323,267 $400,000 $400,000 $400,000 Earnings on Investment $8,676 $8,000 $8,000 $8,000 $8,676 $8,000 $8,000 $8,000 Fed Aid Hud Block Grant $0 $0 $0 $0 Other Federal Aid 293,736 492,000 675,000 675,000 $293,736 $492,000 $675,000 $675,000 $293,736 $492,000 $675,000 $675,000 Planning & Engineer Services $0 $0 $0 $0 Intergovernmental Revenue Federal Assistance Total Federal Assistance Total Intergovernmental Revenue Charges For Services License/Permit/Franchises Total License/Permit/Franchises Total 116000 - Bailey Rd Mntc Surcharge Fund 116100 - Home Invstmt Prtnrshp Act Fund Use Of Money & Property Total Use Of Money & Property Special Revenue Funds (continued) 115900 - L/M HSG Asset Fd-LMI Fund (continued) Miscellaneous Revenue (continued) Total Miscellaneous Revenue Total 115900 - L/M HSG Asset Fd-LMI Fund 116000 - Bailey Rd Mntc Surcharge Fund State Controller Schedules Contra Costa County Schedule 6 County Budget Act Detail of Additional Financing Sources by Fund and Account January 2010 Edition, revision #1 Governmental Funds Fiscal Year 2021-2022 Fund Name Financing Source Category Financing Source Account 2019-2020 Actuals 2020-2021 Estimated 2021-2022 Requested 2021-2022 Recommended 1 2 3 4 5 6 7 $0 $0 $0 $0 $302,411 $500,000 $683,000 $683,000 Prop Taxes-Curr Secured $29,367,934 $29,711,923 $31,020,230 $31,020,230 Prop Tax-Supplemental 540,080 715,247 560,933 560,933 Prop Tax-Unitary 499,099 521,558 525,687 525,687 Prop Taxes-Curr Unsecurred 847,654 840,065 841,150 841,150 $31,254,767 $31,788,793 $32,948,000 $32,948,000 Prop Taxes-Prior-Secured ($46,352)($37,409)($48,206)($48,206) Prop Tax-Prior Supplemntl (28,481)(30,017)(29,620)(29,620) Prop Taxes-Prior-Unsecured 2,260 21,651 2,826 2,826 ($72,574)($45,775)($75,000)($75,000) $31,182,193 $31,743,018 $32,873,000 $32,873,000 Business Licenses $25,175 $45,000 $45,000 $45,000 $25,175 $45,000 $45,000 $45,000 $25,175 $45,000 $45,000 $45,000 Total 116200 - CASP Cert & Training Fund Taxes Other Than Cur Prop Total Taxes Other Than Cur Prop Total 120600 - County Library Fund 116200 - CASP Cert & Training Fund License/Permit/Franchises Total License/Permit/Franchises Special Revenue Funds (continued) Total Charges For Services Total 116100 - Home Invstmt Prtnrshp Act Fund 120600 - County Library Fund Taxes Current Property Total Taxes Current Property State Controller Schedules Contra Costa County Schedule 6 County Budget Act Detail of Additional Financing Sources by Fund and Account January 2010 Edition, revision #1 Governmental Funds Fiscal Year 2021-2022 Fund Name Financing Source Category Financing Source Account 2019-2020 Actuals 2020-2021 Estimated 2021-2022 Requested 2021-2022 Recommended 1 2 3 4 5 6 7 Rent of Office Space $620 $2,520 $0 $0 Other Rents 73,320 82,000 4,000 4,000 $73,940 $84,520 $4,000 $4,000 H/O Prop Tax Relief $189,538 $195,181 $192,825 $192,825 State Aid Library -CLSA 160,439 74,000 82,299 82,299 $349,977 $269,181 $275,124 $275,124 Other Federal Aid $185 $0 $0 $0 $185 $0 $0 $0 Other in Lieu Taxes $1,224 $125 $1,030 $1,030 RDA Nonprop-Tax Pass Through 745,788 392,676 441,145 441,145 Misc Government Agencies 2,192,548 1,833,284 1,457,701 1,457,701 $2,939,560 $2,226,085 $1,899,876 $1,899,876 $3,289,722 $2,495,266 $2,175,000 $2,175,000 Stormwater Pollution Center $10 $0 $0 $0 Library Services 67,941 71,700 27,800 27,800 Interfund Rev - Gov/Gov 61,179 42,200 42,200 42,200 Total Other Local Revenue Total Intergovernmental Revenue Charges For Services Intergovernmental Revenue State Assistance Total State Assistance Federal Assistance Total Federal Assistance Other Local Revenue State Controller Schedules Special Revenue Funds (continued) 120600 - County Library Fund Use Of Money & Property Total Use Of Money & Property Contra Costa County Schedule 6 County Budget Act Detail of Additional Financing Sources by Fund and Account January 2010 Edition, revision #1 Governmental Funds Fiscal Year 2021-2022 Fund Name Financing Source Category Financing Source Account 2019-2020 Actuals 2020-2021 Estimated 2021-2022 Requested 2021-2022 Recommended 1 2 3 4 5 6 7 $129,130 $113,900 $70,000 $70,000 Sale of Equipment $5,580 $0 $0 $0 Sale of Maps & Documents 5,724 11,600 5,100 5,100 Reimbursements-Gov/Gov 460,593 312,696 329,062 329,062 Transfers-Gov/Gov 25,000 0 0 0 Restricted Donations 311,258 0 0 0 Contrib From Other Funds 0 32,000 32,000 32,000 Indemnifying Proceeds 226,464 0 0 0 Misc Non-Taxable Revenue 4,539 253,000 621,838 621,838 $1,039,157 $609,296 $988,000 $988,000 $4,531,949 $3,302,982 $3,237,000 $3,237,000 Earnings on Investment $6,443 $1,000 $1,000 $1,000 $6,443 $1,000 $1,000 $1,000 $6,443 $1,000 $1,000 $1,000 Road Development Fees $2,967 $9,000 $9,000 $9,000 Total Use Of Money & Property Total 120700 - Casey Library Gift Fund 123100 - Hercul/Rodeo Crock A of B Charges For Services Total Charges For Services Miscellaneous Revenue Total Miscellaneous Revenue Total 120600 - County Library Fund 120700 - Casey Library Gift Fund Use Of Money & Property State Controller Schedules Special Revenue Funds (continued) 120600 - County Library Fund (continued) Contra Costa County Schedule 6 County Budget Act Detail of Additional Financing Sources by Fund and Account January 2010 Edition, revision #1 Governmental Funds Fiscal Year 2021-2022 Fund Name Financing Source Category Financing Source Account 2019-2020 Actuals 2020-2021 Estimated 2021-2022 Requested 2021-2022 Recommended 1 2 3 4 5 6 7 $2,967 $9,000 $9,000 $9,000 $2,967 $9,000 $9,000 $9,000 Earnings on Investment $102 $150 $0 $0 $102 $150 $0 $0 Road Development Fees $5,358 $50,000 $35,000 $35,000 $5,358 $50,000 $35,000 $35,000 $5,460 $50,150 $35,000 $35,000 Earnings on Investment $41,425 $65,000 $45,000 $45,000 $41,425 $65,000 $45,000 $45,000 Road Development Fees $20,669 $45,000 $45,000 $45,000 $20,669 $45,000 $45,000 $45,000 $62,094 $110,000 $90,000 $90,000 Earnings on Investment $51,610 $80,000 $60,000 $60,000 Total Charges For Services Total 123400 - North Richmond AOB 124000 - Martinez Area of Benefit Use Of Money & Property Total Charges For Services Total 123200 - West County Area of Benefit 123400 - North Richmond AOB Use Of Money & Property Total Use Of Money & Property Charges For Services Total Charges For Services Total 123100 - Hercul/Rodeo Crock A of B 123200 - West County Area of Benefit Use Of Money & Property Total Use Of Money & Property Charges For Services State Controller Schedules Special Revenue Funds (continued) Contra Costa County Schedule 6 County Budget Act Detail of Additional Financing Sources by Fund and Account January 2010 Edition, revision #1 Governmental Funds Fiscal Year 2021-2022 Fund Name Financing Source Category Financing Source Account 2019-2020 Actuals 2020-2021 Estimated 2021-2022 Requested 2021-2022 Recommended 1 2 3 4 5 6 7 $51,610 $80,000 $60,000 $60,000 Road Development Fees $52,093 $120,000 $80,000 $80,000 $52,093 $120,000 $80,000 $80,000 $103,703 $200,000 $140,000 $140,000 Earnings on Investment $10,471 $12,000 $12,000 $12,000 $10,471 $12,000 $12,000 $12,000 Road Development Fees $0 $5,000 $5,000 $5,000 $0 $5,000 $5,000 $5,000 $10,471 $17,000 $17,000 $17,000 Earnings on Investment $74,062 $75,000 $75,000 $75,000 $74,062 $75,000 $75,000 $75,000 Road Development Fees $112,411 $200,000 $180,000 $180,000 Use Of Money & Property Total Use Of Money & Property Charges For Services Use Of Money & Property Total Use Of Money & Property Charges For Services Total Charges For Services Total 124100 - Briones Area of Benefit 124200 - Central Co Area/Benefit 124000 - Martinez Area of Benefit (continued) Total Use Of Money & Property Charges For Services Total Charges For Services Total 124000 - Martinez Area of Benefit 124100 - Briones Area of Benefit State Controller Schedules Special Revenue Funds (continued) Contra Costa County Schedule 6 County Budget Act Detail of Additional Financing Sources by Fund and Account January 2010 Edition, revision #1 Governmental Funds Fiscal Year 2021-2022 Fund Name Financing Source Category Financing Source Account 2019-2020 Actuals 2020-2021 Estimated 2021-2022 Requested 2021-2022 Recommended 1 2 3 4 5 6 7 $112,411 $200,000 $180,000 $180,000 $186,473 $275,000 $255,000 $255,000 Earnings on Investment $41 $100 $1,000 $1,000 $41 $100 $1,000 $1,000 Road Development Fees ($7,666)$50,000 $50,000 $50,000 ($7,666)$50,000 $50,000 $50,000 ($7,625)$50,100 $51,000 $51,000 Earnings on Investment $20,132 $20,000 $20,000 $20,000 $20,132 $20,000 $20,000 $20,000 Road Development Fees ($10,752)$250,000 $220,000 $220,000 ($10,752)$250,000 $220,000 $220,000 $9,380 $270,000 $240,000 $240,000 Earnings on Investment $56,040 $75,000 $60,000 $60,000 Total 126000 - Alamo Area of Benefit 127000 - South Co Area of Benefit Use Of Money & Property Total 124300 - So Wal Crk Area of Benefit 126000 - Alamo Area of Benefit Use Of Money & Property Total Use Of Money & Property Charges For Services Total Charges For Services Total 124200 - Central Co Area/Benefit 124300 - So Wal Crk Area of Benefit Use Of Money & Property Total Use Of Money & Property Charges For Services Total Charges For Services State Controller Schedules Special Revenue Funds (continued) Total Charges For Services Contra Costa County Schedule 6 County Budget Act Detail of Additional Financing Sources by Fund and Account January 2010 Edition, revision #1 Governmental Funds Fiscal Year 2021-2022 Fund Name Financing Source Category Financing Source Account 2019-2020 Actuals 2020-2021 Estimated 2021-2022 Requested 2021-2022 Recommended 1 2 3 4 5 6 7 $56,040 $75,000 $60,000 $60,000 Road Development Fees $57,907 $150,000 $100,000 $100,000 $57,907 $150,000 $100,000 $100,000 $113,947 $225,000 $160,000 $160,000 Earnings on Investment $86,374 $100,000 $100,000 $100,000 $86,374 $100,000 $100,000 $100,000 Road Development Fees $425,110 $600,000 $500,000 $500,000 $425,110 $600,000 $500,000 $500,000 $511,484 $700,000 $600,000 $600,000 Earnings on Investment $0 $500 $1,000 $1,000 $0 $500 $1,000 $1,000 Road Development Fees $0 $5,000 $2,000 $2,000 Total Use Of Money & Property Charges For Services Total Use Of Money & Property Charges For Services Total Charges For Services Total 128200 - East County Area of Benefit 129000 - Bethel Isl Area of Benefit Use Of Money & Property Total Use Of Money & Property Charges For Services Total Charges For Services Total 127000 - South Co Area of Benefit 128200 - East County Area of Benefit Use Of Money & Property State Controller Schedules Special Revenue Funds (continued) 127000 - South Co Area of Benefit (continued) Contra Costa County Schedule 6 County Budget Act Detail of Additional Financing Sources by Fund and Account January 2010 Edition, revision #1 Governmental Funds Fiscal Year 2021-2022 Fund Name Financing Source Category Financing Source Account 2019-2020 Actuals 2020-2021 Estimated 2021-2022 Requested 2021-2022 Recommended 1 2 3 4 5 6 7 $0 $5,000 $2,000 $2,000 $0 $5,500 $3,000 $3,000 Recording Fees $177,540 $213,430 $127,000 $127,000 Interfund Rev - Gov/Gov 1,178 0 0 0 $178,718 $213,430 $127,000 $127,000 Reimbursements-Gov/Gov $0 $2,570 $9,000 $9,000 $0 $2,570 $9,000 $9,000 $178,718 $216,000 $136,000 $136,000 Earnings on Investment $5,700 $0 $0 $0 $5,700 $0 $0 $0 Restricted Donations $191,417 $150,000 $160,000 $160,000 Misc Grants & Donations 15,000 0 0 0 $206,417 $150,000 $160,000 $160,000 $212,117 $150,000 $160,000 $160,000 133200 - Animal Benefit Fund Use Of Money & Property Total Use Of Money & Property Miscellaneous Revenue Total Miscellaneous Revenue Total 133200 - Animal Benefit Fund 132800 - County Childrens Fund Charges For Services Total Charges For Services Miscellaneous Revenue Total Miscellaneous Revenue Total 132800 - County Childrens Fund State Controller Schedules Special Revenue Funds (continued) Total Charges For Services Total 129000 - Bethel Isl Area of Benefit Contra Costa County Schedule 6 County Budget Act Detail of Additional Financing Sources by Fund and Account January 2010 Edition, revision #1 Governmental Funds Fiscal Year 2021-2022 Fund Name Financing Source Category Financing Source Account 2019-2020 Actuals 2020-2021 Estimated 2021-2022 Requested 2021-2022 Recommended 1 2 3 4 5 6 7 Earnings on Investment $5,030 $10,000 $10,000 $10,000 $5,030 $10,000 $10,000 $10,000 Misc Government Agencies $84,968 $172,000 $172,000 $172,000 $84,968 $172,000 $172,000 $172,000 $84,968 $172,000 $172,000 $172,000 $89,998 $182,000 $182,000 $182,000 Earnings on Investment $123,437 $200,000 $200,000 $200,000 $123,437 $200,000 $200,000 $200,000 Planning & Engineer Services $128,000 $120,000 $120,000 $120,000 $128,000 $120,000 $120,000 $120,000 $251,437 $320,000 $320,000 $320,000 Earnings on Investment $2,513 $3,000 $3,000 $3,000 Int on Loans & Receivables 5,483 40,000 40,000 40,000 Total Use Of Money & Property Charges For Services Total Charges For Services Total 133700 - Livable Communities Fund 134900 - ARRA HUD Bldg Insp NPP Fund Use Of Money & Property Other Local Revenue Total Other Local Revenue Total Intergovernmental Revenue Total 133400 - CO-Wide Gang and Drug Fund 133700 - Livable Communities Fund Use Of Money & Property State Controller Schedules Special Revenue Funds (continued) 133400 - CO-Wide Gang and Drug Fund Use Of Money & Property Total Use Of Money & Property Intergovernmental Revenue Contra Costa County Schedule 6 County Budget Act Detail of Additional Financing Sources by Fund and Account January 2010 Edition, revision #1 Governmental Funds Fiscal Year 2021-2022 Fund Name Financing Source Category Financing Source Account 2019-2020 Actuals 2020-2021 Estimated 2021-2022 Requested 2021-2022 Recommended 1 2 3 4 5 6 7 $7,996 $43,000 $43,000 $43,000 Fed Aid Hud Block Grant $239,247 $762,000 $762,000 $762,000 $239,247 $762,000 $762,000 $762,000 $239,247 $762,000 $762,000 $762,000 Misc Non-Taxable Revenue $180 $0 $0 $0 $180 $0 $0 $0 $247,423 $805,000 $805,000 $805,000 Earnings on Investment $19,555 $36,000 $36,000 $36,000 $19,555 $36,000 $36,000 $36,000 State Aid for Disaster-Other $1,092,748 $1,000,000 $1,000,000 $1,000,000 $1,092,748 $1,000,000 $1,000,000 $1,000,000 Misc Government Agencies $1,096,645 $1,200,000 $1,200,000 $1,200,000 $1,096,645 $1,200,000 $1,200,000 $1,200,000 $2,189,393 $2,200,000 $2,200,000 $2,200,000 Total Other Local Revenue Total Intergovernmental Revenue Use Of Money & Property Total Use Of Money & Property Intergovernmental Revenue State Assistance Total State Assistance Other Local Revenue Total Federal Assistance Total Intergovernmental Revenue Miscellaneous Revenue Total Miscellaneous Revenue Total 134900 - ARRA HUD Bldg Insp NPP Fund 136000 - Central Identify Bureau Fund State Controller Schedules Special Revenue Funds (continued) 134900 - ARRA HUD Bldg Insp NPP Fund (continued) Total Use Of Money & Property Intergovernmental Revenue Federal Assistance Contra Costa County Schedule 6 County Budget Act Detail of Additional Financing Sources by Fund and Account January 2010 Edition, revision #1 Governmental Funds Fiscal Year 2021-2022 Fund Name Financing Source Category Financing Source Account 2019-2020 Actuals 2020-2021 Estimated 2021-2022 Requested 2021-2022 Recommended 1 2 3 4 5 6 7 Reimbursements-Gov/Gov $192,844 $201,000 $201,000 $201,000 $192,844 $201,000 $201,000 $201,000 $2,401,792 $2,437,000 $2,437,000 $2,437,000 Earnings on Investment $70,597 $91,000 $5,000 $5,000 Rent on Real Estate 796,638 774,020 445,000 445,000 $867,235 $865,020 $450,000 $450,000 Misc Current Services $0 $0 $0 $0 $0 $0 $0 $0 Reimbursements-Gov/Gov $32,254 $75,000 $93,000 $93,000 Misc Non-Taxable Revenue 0 5,000 5,000 5,000 $32,254 $80,000 $98,000 $98,000 $899,489 $945,020 $548,000 $548,000 Earnings on Investment $2,033 $10,000 $5,000 $5,000 Total Charges For Services Miscellaneous Revenue Total Miscellaneous Revenue Total 138800 - SPRW Fund 139000 - RD Dvlpmnt Discovery Bay Fund Use Of Money & Property Total Miscellaneous Revenue Total 136000 - Central Identify Bureau Fund 138800 - SPRW Fund Use Of Money & Property Total Use Of Money & Property Charges For Services State Controller Schedules Special Revenue Funds (continued) 136000 - Central Identify Bureau Fund (continued) Miscellaneous Revenue Contra Costa County Schedule 6 County Budget Act Detail of Additional Financing Sources by Fund and Account January 2010 Edition, revision #1 Governmental Funds Fiscal Year 2021-2022 Fund Name Financing Source Category Financing Source Account 2019-2020 Actuals 2020-2021 Estimated 2021-2022 Requested 2021-2022 Recommended 1 2 3 4 5 6 7 $2,033 $10,000 $5,000 $5,000 Road Development Fees $37,902 $100,000 $50,000 $50,000 $37,902 $100,000 $50,000 $50,000 $39,935 $110,000 $55,000 $55,000 Franchises $0 $5,000 $5,000 $5,000 Other Licenses & Permits 0 10,000 10,000 10,000 $0 $15,000 $15,000 $15,000 Earnings on Investment $460,213 $700,000 $300,000 $300,000 Rent on Real Estate 0 5,000 1,000 1,000 $460,213 $705,000 $301,000 $301,000 State Aid Transportation Proj $0 $100,000 $100,000 $100,000 $0 $100,000 $100,000 $100,000 Misc Government Agencies $0 $0 $0 $0 $0 $0 $0 $0 $0 $100,000 $100,000 $100,000 Intergovernmental Revenue State Assistance Total State Assistance Other Local Revenue Total Other Local Revenue Total Intergovernmental Revenue Total 139000 - RD Dvlpmnt Discovery Bay Fund 139200 - Road Imprvmnt Fee Fund License/Permit/Franchises Total License/Permit/Franchises Use Of Money & Property Total Use Of Money & Property State Controller Schedules Special Revenue Funds (continued) 139000 - RD Dvlpmnt Discovery Bay Fund (continued) Total Use Of Money & Property Charges For Services Total Charges For Services Contra Costa County Schedule 6 County Budget Act Detail of Additional Financing Sources by Fund and Account January 2010 Edition, revision #1 Governmental Funds Fiscal Year 2021-2022 Fund Name Financing Source Category Financing Source Account 2019-2020 Actuals 2020-2021 Estimated 2021-2022 Requested 2021-2022 Recommended 1 2 3 4 5 6 7 Road Development Fees $646,906 $1,000,000 $750,000 $750,000 Misc Road Services 0 0 0 0 Misc Current Services 0 500,000 250,000 250,000 $646,906 $1,500,000 $1,000,000 $1,000,000 Sale of Real Estate $0 $305,000 $0 $0 Reimbursements-Gov/Gov 0 1,000,000 500,000 500,000 Transfers-Gov/Gov 0 1,420,000 500,000 500,000 $0 $2,725,000 $1,000,000 $1,000,000 $1,107,119 $5,045,000 $2,416,000 $2,416,000 Earnings on Investment $2,013 $3,000 $3,000 $3,000 $2,013 $3,000 $3,000 $3,000 Road Development Fees $18,808 $40,000 $30,000 $30,000 $18,808 $40,000 $30,000 $30,000 $20,821 $43,000 $33,000 $33,000 Total Charges For Services Total 139400 - Rd Devlpmnt Rich/El Sobrt Total Miscellaneous Revenue Total 139200 - Road Imprvmnt Fee Fund 139400 - Rd Devlpmnt Rich/El Sobrt Use Of Money & Property Total Use Of Money & Property Charges For Services State Controller Schedules Special Revenue Funds (continued) 139200 - Road Imprvmnt Fee Fund (continued) Charges For Services Total Charges For Services Miscellaneous Revenue Contra Costa County Schedule 6 County Budget Act Detail of Additional Financing Sources by Fund and Account January 2010 Edition, revision #1 Governmental Funds Fiscal Year 2021-2022 Fund Name Financing Source Category Financing Source Account 2019-2020 Actuals 2020-2021 Estimated 2021-2022 Requested 2021-2022 Recommended 1 2 3 4 5 6 7 Earnings on Investment $23,967 $20,000 $20,000 $20,000 $23,967 $20,000 $20,000 $20,000 Road Development Fees $0 $1,200,000 $500,000 $500,000 $0 $1,200,000 $500,000 $500,000 $23,967 $1,220,000 $520,000 $520,000 Earnings on Investment $8,447 $10,000 $10,000 $10,000 $8,447 $10,000 $10,000 $10,000 Road Development Fees $0 $15,000 $15,000 $15,000 $0 $15,000 $15,000 $15,000 $8,447 $25,000 $25,000 $25,000 $437,560,773 $469,582,088 $511,015,550 $511,015,550 $2,203,736,252 $2,298,506,639 $2,413,059,595 $2,414,748,050 Total Use Of Money & Property Charges For Services Total Charges For Services Total 139900 - Rd Devlpmnt Pacheco Area Total Special Revenue Funds Total All Funds Total Use Of Money & Property Charges For Services Total Charges For Services Total 139500 - Road Development Bay Point 139900 - Rd Devlpmnt Pacheco Area Use Of Money & Property State Controller Schedules Special Revenue Funds (continued) 139500 - Road Development Bay Point Use Of Money & Property Contra Costa County Schedule 7 County Budget Act Summary of Financing Uses by Function and Fund January 2010 Edition, revision #1 Governmental Funds Fiscal Year 2021-2022 2019-2020 Actuals 2020-2021 Estimated 2021-2022 Requested 2021-2022 Recommended 2 3 4 5 General $309,001,403 $283,615,932 $217,270,326 $215,730,000 Public Protection 569,699,771 688,058,532 689,575,550 685,741,550 Health And Sanitation 483,331,385 553,543,025 555,654,045 556,103,500 Public Assistance 609,676,431 694,678,663 744,842,194 742,575,000 Education 33,307,235 44,800,291 36,111,000 36,111,000 Public Ways & Facilities 105,835,999 155,741,831 156,739,000 156,739,000 Debt Service 46,360,311 48,873,674 50,142,000 50,142,000 $2,157,212,536 $2,469,311,947 $2,450,334,115 $2,443,142,050 General Fund $0 $10,000,000 $10,000,000 $10,000,000 $0 $10,000,000 $10,000,000 $10,000,000 $2,157,212,536 $2,479,311,947 $2,460,334,115 $2,453,142,050 Total Appropriations for Contingencies Subtotal Financing Uses Appropriations for Contingencies State Controller Schedules Description 1 Summarization by Function Total Summarization by Function Contra Costa County Schedule 7 County Budget Act Summary of Financing Uses by Function and Fund January 2010 Edition, revision #1 Governmental Funds Fiscal Year 2021-2022 2019-2020 Actuals 2020-2021 Estimated 2021-2022 Requested 2021-2022 Recommended 2 3 4 5 General Fund $1,675,717,879 $1,861,468,115 $1,860,780,565 $1,853,588,500 County Law Enfrcmt-Cap Proj Fund 273 3,765,866 211,000 211,000 Recorder Modernization Fund 1,981,464 11,072,030 12,115,000 12,115,000 Court/Clerk Automation Fund 0 78 0 0 Fish and Game Fund 92,440 541,503 136,000 136,000 Land Development Fund 2,958,771 3,331,423 3,173,000 3,173,000 Criminalistics Lab Fund 8 220,479 24,000 24,000 Survey Monument Preservation Fund 338,364 405,678 299,000 299,000 Crim Justice Facility Construct Fund 813,726 2,347,316 884,000 884,000 Courthouse Construct Fund 231,622 3,312,869 540,000 540,000 Road Fund 57,481,263 74,898,518 79,026,000 79,026,000 Transportation Improvement Fund 2,878,968 3,701,865 4,000,000 4,000,000 Drainage Area 9 Fund 1,467 297,411 292,000 292,000 Private Activity Bond Fund 926,805 1,276,000 1,526,000 1,526,000 Affordable Housing Spec Rev Fund 0 400,000 400,000 400,000 Navy Trans Mitigation Fund 345,157 5,385,547 4,513,000 4,513,000 Tosco/Solano Trns Mitig Fund 542 409,491 51,000 51,000 Child Development Fund 29,756,211 37,360,019 37,204,000 37,204,000 HUD NSP Fund 888 941,304 762,000 762,000 Used Oil Recycling Grant Fund 60,731 128,658 72,000 72,000 Conservation & Development Fund 29,587,653 35,365,000 37,730,000 37,730,000 CDD/PWD Joint Review Fee Fund 481,693 955,055 773,000 773,000 Drainage Deficiency Fund 217 2,578,033 2,529,000 2,529,000 Public Works Fund 852,401 1,190,303 667,000 667,000 DA Consumer Protection Fund 1,487,632 2,121,062 1,412,000 1,412,000 Domestic Violence Victim Asst Fund 268,487 355,508 400,000 400,000 State Controller Schedules Description 1 Summarization by Fund Contra Costa County Schedule 7 County Budget Act Summary of Financing Uses by Function and Fund January 2010 Edition, revision #1 Governmental Funds Fiscal Year 2021-2022 2019-2020 Actuals 2020-2021 Estimated 2021-2022 Requested 2021-2022 Recommended 2 3 4 5 Dispute Resolution Program Fund $165,597 $218,588 $203,500 $203,500 Zero Tolerance- Domestic Violence Fund 534,393 998,195 1,108,000 1,108,000 DA Revenue Narcotics Fund 56,074 933,009 55,000 55,000 DA Environment/OSHA Fund 417,674 1,471,833 450,000 450,000 DA Forfeiture-Fed-DOJ Fund 700 (1,283)1,000 1,000 Walden Green Maintenance Fund 306,826 94,643 128,000 128,000 R/Estate Fraud Prosecution Fund 454,787 688,000 500,000 500,000 CCC Dept Child Support Svcs Fund 20,172,728 19,386,961 18,691,000 18,691,000 Emergency Med Svcs Fund 1,953,174 1,926,838 1,192,000 1,192,000 AB75 Tobacco Tax Fund 0 (350)0 0 Traffic Safety Fund 9 380,900 15,000 15,000 Public Protection-Spec Rev Fund 1,328,661 2,610,024 1,311,000 1,311,000 Sheriff Nar Forfeit-ST/Local Fund 419 372,475 100,000 100,000 Sheriff Forfeit-Fed-DoJ Fund 9 504,543 7,000 7,000 Sup Law Enforcement Svcs Fund 6,646,860 17,466,430 8,777,000 8,777,000 Sheriff Forfeit-Fed Treasury Fund 9 589,389 2,000 2,000 PROP 63 MH Svcs Fund 50,624,127 61,960,015 54,397,000 54,397,000 Prisoners Welfare Fund 1,427,229 4,330,987 917,000 917,000 Probation Officers Special Fund 46,215 119,035 28,000 28,000 Automated Sys Development Fund 200,000 200,000 200,000 200,000 Property Tax Admin Fund 0 3,144,924 3,145,000 3,145,000 Cnty Local Rev Fund 170,640,932 161,046,796 191,808,000 191,808,000 Obscene Matter-Minors Fund 0 5,493 50 50 IHSS Public Authority Fund 2,358,469 2,469,887 2,573,000 2,573,000 DNA Identification Fund 192,718 622,587 250,000 250,000 Comm Corr Performance Inctv Fund 4,120,286 12,066,141 7,107,000 7,107,000 State Controller Schedules Description 1 Summarization by Fund (continued) Contra Costa County Schedule 7 County Budget Act Summary of Financing Uses by Function and Fund January 2010 Edition, revision #1 Governmental Funds Fiscal Year 2021-2022 2019-2020 Actuals 2020-2021 Estimated 2021-2022 Requested 2021-2022 Recommended 2 3 4 5 NO Rich Wst&Rcvy Mitigation Fee Fund $752,983 $1,880,283 $735,000 $735,000 L/M HSG Asset Fd-LMI Fund 205,645 11,255,636 11,256,000 11,256,000 Bailey Rd Mntc Surcharge Fund 98,234 3,115,203 2,924,000 2,924,000 Home Invstmt Prtnrshp Act Fund 0 960,478 683,000 683,000 CASP Cert & Training Fund 4,992 105,019 45,000 45,000 County Library Fund 35,190,766 44,531,630 36,110,000 36,110,000 Casey Library Gift Fund 61 268,661 1,000 1,000 Hercul/Rodeo Crock A of B 0 24,575 7,000 7,000 West County Area of Benefit 662 41,000 6,000 6,000 North Richmond AOB 338,626 200,600 401,000 401,000 Martinez Area of Benefit 28,830 81,100 61,000 61,000 Briones Area of Benefit 197 125,738 101,000 101,000 Central Co Area/Benefit 16,021 26,000 26,000 26,000 So Wal Crk Area of Benefit 29,521 50,100 31,000 31,000 Alamo Area of Benefit (49,280)270,000 101,000 101,000 South Co Area of Benefit 260,082 225,000 2,251,000 2,251,000 East County Area of Benefit 322,572 1,500,500 351,000 351,000 Bethel Isl Area of Benefit 1,006 10,100 56,000 56,000 County Childrens Fund 192,162 243,025 136,000 136,000 Animal Benefit Fund 333,454 366,685 110,000 110,000 CO-Wide Gang and Drug Fund 243,740 792,265 182,000 182,000 Livable Communities Fund 1,301,068 1,750,000 1,400,000 1,400,000 ARRA HUD Bldg Insp NPP Fund 564,437 720,938 805,000 805,000 Retirement UAAL Bond Fund 43,600,400 46,113,763 47,382,000 47,382,000 Ret Litgtn Stlmnt Dbt Svc Fund 2,759,911 2,759,911 2,760,000 2,760,000 Family Law Ctr-Debt Svc Fund 0 0 0 0 1 Summarization by Fund (continued) Description State Controller Schedules Contra Costa County Schedule 7 County Budget Act Summary of Financing Uses by Function and Fund January 2010 Edition, revision #1 Governmental Funds Fiscal Year 2021-2022 2019-2020 Actuals 2020-2021 Estimated 2021-2022 Requested 2021-2022 Recommended 2 3 4 5 Central Identify Bureau Fund $2,401,792 $2,437,000 $2,437,000 $2,437,000 SPRW Fund 512,596 5,578,546 4,960,000 4,960,000 RD Dvlpmnt Discovery Bay Fund 2,850 110,000 52,000 52,000 Road Imprvmnt Fee Fund 155,322 5,045,000 2,416,000 2,416,000 Rd Devlpmnt Rich/El Sobrt 2,921 43,000 6,000 6,000 Road Development Bay Point 27,375 1,220,000 51,000 51,000 Rd Devlpmnt Pacheco Area 1,035 25,000 6,000 6,000 $2,157,212,536 $2,479,311,947 $2,460,334,115 $2,453,142,050Total Financing Uses State Controller Schedules Description 1 Summarization by Fund (continued) Contra Costa County Schedule 8 County Budget Act Detail of Financing Uses by Function, Activity and Budget Unit January 2010 Edition, revision #1 Governmental Funds Fiscal Year 2021-2022 2019-2020 Actuals 2020-2021 Estimated 2021-2022 Requested 2021-2022 Recommended 2 3 4 5 0001 - DEPARTMENT OF SUPERVISORS $7,903,333 $7,987,561 $7,575,000 $7,575,000 0002 - CLERK OF THE BOARD 1,079,774 1,206,000 1,190,000 1,190,000 0003 - COUNTY ADMINISTRATOR 16,109,148 15,121,197 9,981,000 10,646,000 $25,092,255 $24,314,758 $18,746,000 $19,411,000 0010 - AUDITOR - CONTROLLER $8,867,985 $10,062,922 $11,184,940 $10,301,000 0011 - AUTOMATED SYSTEMS DVLPMNT 200,000 200,000 200,000 200,000 0015 - TREASURER-TAX COLLECTOR 5,559,325 5,965,350 6,047,969 5,858,000 0016 - ASSESSOR 15,991,184 18,308,389 19,441,417 18,310,000 0017 - PROPERTY TAX ADMIN 0 3,144,924 3,145,000 3,145,000 0019 - ASSMT LITIGATION SVCS 413,231 0 0 0 0020 - PURCHASING 785,961 1,043,244 1,095,000 1,095,000 0025 - MANAGEMENT INFO SYSTEMS 1,054,575 1,839,699 642,000 642,000 $32,872,261 $40,564,528 $41,756,326 $39,551,000 0030 - COUNTY COUNSEL $6,398,647 $7,478,092 $7,392,000 $7,392,000 $6,398,647 $7,478,092 $7,392,000 $7,392,000 0035 - HUMAN RESOURCES $9,171,785 $11,430,713 $11,605,000 $11,605,000 0036 - PERSONNEL MERIT BOARD 45,375 60,000 60,000 60,000 Finance Total Finance Counsel Total Counsel Personnel State Controller Schedules Function, Activity, and Budget Unit 1 General Legislative & Administrative Total Legislative & Administrative Contra Costa County Schedule 8 County Budget Act Detail of Financing Uses by Function, Activity and Budget Unit January 2010 Edition, revision #1 Governmental Funds Fiscal Year 2021-2022 2019-2020 Actuals 2020-2021 Estimated 2021-2022 Requested 2021-2022 Recommended 2 3 4 5 0038 - CHILD CARE ($40,154)$375,918 $0 $0 $9,177,007 $11,866,631 $11,665,000 $11,665,000 0043 - ELECTIONS $11,993,310 $17,342,349 $9,150,000 $9,150,000 $11,993,310 $17,342,349 $9,150,000 $9,150,000 0060 - TELECOMMUNICATIONS $4,019,979 $4,029,897 $4,056,000 $4,056,000 $4,019,979 $4,029,897 $4,056,000 $4,056,000 0063 - FLEET SERVICES $0 $580,000 $580,000 $580,000 0077 - GEN CO BLG OCCUPANCY COST 23,712,438 24,256,107 27,872,000 27,872,000 0078 - GSD OUTSIDE AGENCY SVC 638,613 787,508 749,000 749,000 0079 - BUILDING MAINTENANCE 53,892,646 52,146,595 54,407,000 54,407,000 0080 - MINOR CAP IMPROVEMENTS 1,030,369 1,500,000 1,150,000 1,150,000 0085 - FACILITY LIFECYCLE IMPROV 2,276,052 10,000,000 10,000,000 10,000,000 $81,550,118 $89,270,210 $94,758,000 $94,758,000 0111 - PLANT ACQUIS-GENERAL FUND $64,457,316 $28,576,252 $3,700,000 $3,700,000 0113 - PLANT ACQUIS-LIBRARY FUND 1,883,591 0 0 0 State Controller Schedules Total Elections Communications Total Communications Property Management Total Property Management Plant Acquisition Function, Activity, and Budget Unit 1 General (continued) Personnel (continued) Total Personnel Elections Contra Costa County Schedule 8 County Budget Act Detail of Financing Uses by Function, Activity and Budget Unit January 2010 Edition, revision #1 Governmental Funds Fiscal Year 2021-2022 2019-2020 Actuals 2020-2021 Estimated 2021-2022 Requested 2021-2022 Recommended 2 3 4 5 0119 - CRIM JUST FACILITY CNSTRN $813,726 $2,347,316 $884,000 $884,000 0120 - PLANT ACQ - DA 9 1,467 297,411 292,000 292,000 0122 - COURTHOUSE CONSTRUCTION 231,622 3,312,869 540,000 540,000 0126 - CO LAW ENF COMPTR CAP-PRJ 273 484,089 50,000 50,000 0129 - CO LAW ENF COMM CAP-PROJ 0 1,254,596 1,000 1,000 0131 - CO LAW ENF HLCPTR CAP PRJ 0 2,027,181 160,000 160,000 $67,387,996 $38,299,714 $5,627,000 $5,627,000 0135 - ECONOMIC PROMOTION $352,097 $552,970 $368,000 $368,000 $352,097 $552,970 $368,000 $368,000 0004 - CROCKETT-RODEO REVENUES $307,340 $980,000 $560,000 $560,000 0007 - BOARD MITIGATION PROGRAMS 249,168 1,881,365 175,000 175,000 0145 - EMPLOYEE/RETIREE BENEFITS 2,800,762 23,979,414 2,830,000 2,830,000 0147 - INFORMATION TECHNOLOGY 4,281,969 6,309,028 4,440,000 4,440,000 0148 - PRINT & MAIL SERVICES 669,996 1,098,700 949,000 949,000 0150 - INSURANCE AND RISK MGMT 59,824,732 10,452,564 12,039,000 12,039,000 0161 - SURVEY MONUMENT PRESERVTN 338,364 405,678 299,000 299,000 0478 - NO RICH WST&RCVY MTGN FEE 752,983 1,880,283 735,000 735,000 0580 - KELLER CNYN MTIGATN FUND 932,418 2,909,751 1,725,000 1,725,000 $70,157,733 $49,896,783 $23,752,000 $23,752,000 $309,001,403 $283,615,932 $217,270,326 $215,730,000 Promotion Total Promotion Other General Total Other General Total General State Controller Schedules Function, Activity, and Budget Unit 1 General (continued) Plant Acquisition (continued) Total Plant Acquisition Contra Costa County Schedule 8 County Budget Act Detail of Financing Uses by Function, Activity and Budget Unit January 2010 Edition, revision #1 Governmental Funds Fiscal Year 2021-2022 2019-2020 Actuals 2020-2021 Estimated 2021-2022 Requested 2021-2022 Recommended 2 3 4 5 0202 - TRIAL COURT PROGRAMS $16,874,201 $17,020,000 $17,000,000 $17,000,000 0233 - R/ESTATE FRAUD PROSECUTE 454,787 688,000 500,000 500,000 0234 - DA FORFEITURE-FED-DOJ 700 (1,283)1,000 1,000 0235 - LAW & JUSTICE SYSTEMS DEV 1,065,044 8,390,000 1,408,000 1,408,000 0236 - COURT RECORDS AUTOMATION 0 78 0 0 0238 - CIVIL GRAND JURY 127,143 156,000 156,000 156,000 0239 - CRIMINAL GRAND JURY 59,468 50,000 50,000 50,000 0241 - SLESF-CRIM PROSECUTION 1,597 1,023,590 520,000 520,000 0242 - DISTRICT ATTORNEY 45,345,749 47,232,239 49,466,000 48,948,000 0243 - PUBLIC DEFENDER 32,284,674 34,431,239 36,625,000 36,625,000 0244 - D A REVENUE NARCOTICS 56,074 933,009 55,000 55,000 0245 - D A WELFARE FRAUD 297,852 26,000 37,000 37,000 0246 - DISPUTE RESOLUTION PROGRAM 165,597 218,588 203,500 203,500 0247 - DA CONSUMER PROTECTION 1,487,632 2,121,062 1,412,000 1,412,000 0248 - CONFLICT DEFENSE SERVICES 4,774,741 5,400,000 5,561,000 5,561,000 0251 - DA ENVIRON/OSHA 417,674 1,471,833 450,000 450,000 0254 - OBSCENE MATTER-MINORS 0 5,493 50 50 $103,412,932 $119,165,848 $113,444,550 $112,926,550 0252 - SHER FORFEIT-FED-DOJ $9 $504,543 $7,000 $7,000 0253 - SHER NARC FRFEIT-ST/LOCAL 419 372,475 100,000 100,000 0255 - SHERIFF 134,841,388 136,334,376 142,783,000 140,148,000 State Controller Schedules Function, Activity, and Budget Unit 1 Public Protection Judicial Total Judicial Police Protection Contra Costa County Schedule 8 County Budget Act Detail of Financing Uses by Function, Activity and Budget Unit January 2010 Edition, revision #1 Governmental Funds Fiscal Year 2021-2022 2019-2020 Actuals 2020-2021 Estimated 2021-2022 Requested 2021-2022 Recommended 2 3 4 5 0256 - CRIMINALISTIC LAB FUND $8 $220,479 $24,000 $24,000 0260 - AUTOMATED ID & WARRANT 1,328,661 2,610,024 1,311,000 1,311,000 0263 - SLESF-FRONT LINE ENF-CO 347,944 431,000 431,000 431,000 0264 - SLESF-FRONT LINE ENF-CITY 3,616,941 3,748,000 3,702,000 3,702,000 0265 - VEHICLE THEFT PROGRAM 802,168 2,892,773 1,000,000 1,000,000 0268 - SHER FORFEIT-FED TREASURY 9 589,389 2,000 2,000 0270 - CENTRAL IDENTIFY BUREAU 1,309,044 1,437,000 1,437,000 1,437,000 0271 - CO-WIDE GANG AND DRUG 243,740 792,265 182,000 182,000 0274 - AB 879 1,092,748 1,000,000 1,000,000 1,000,000 0275 - DNA IDENTIFICATION FUND 192,718 622,587 250,000 250,000 0277 - SHERIFF CONTRACT SVCS 14,062,509 17,337,205 18,526,000 18,526,000 $157,838,305 $168,892,116 $170,755,000 $168,120,000 0262 - SLESF-JAIL CONSTR & OPS $499,136 $523,092 $519,000 $519,000 0273 - PRISONERS WELFARE 1,427,229 4,330,987 917,000 917,000 0300 - CUSTODY SERVICES BUREAU 63,903,196 89,296,517 95,882,000 95,882,000 0301 - HLTH SVCS-DETENTION INMATES 23,763,698 32,839,503 36,525,000 36,525,000 0308 - PROBATION PROGRAMS 33,974,737 45,278,308 47,852,000 47,171,000 0309 - PROBATION FACILITIES 28,146,491 28,863,830 30,187,000 30,187,000 0310 - PROB CARE OF COURT WARDS 8,167,455 8,521,000 7,764,000 7,764,000 0311 - SLESF-PROBATION 2,181,242 11,740,748 3,605,000 3,605,000 0313 - PROBATION OFFICERS SPECIAL FUND 46,215 119,035 28,000 28,000 State Controller Schedules Function, Activity, and Budget Unit 1 Public Protection (continued) Police Protection (continued) Total Police Protection Detention & Correction Contra Costa County Schedule 8 County Budget Act Detail of Financing Uses by Function, Activity and Budget Unit January 2010 Edition, revision #1 Governmental Funds Fiscal Year 2021-2022 2019-2020 Actuals 2020-2021 Estimated 2021-2022 Requested 2021-2022 Recommended 2 3 4 5 0477 - CCPIF $4,120,286 $12,066,141 $7,107,000 $7,107,000 $166,229,684 $233,579,161 $230,386,000 $229,705,000 0330 - CO DRAINAGE MAINTENANCE $780,473 $840,000 $710,000 $710,000 $780,473 $840,000 $710,000 $710,000 0335 - AGRICULTURE-WEIGHTS/MEAS $6,534,925 $6,956,000 $7,072,000 $7,072,000 $6,534,925 $6,956,000 $7,072,000 $7,072,000 0114 - PLANT ACQ CONSERV & DEV $70,991 $0 $0 $0 0249 - CCC DEPT CHILD SPPRT SVCS 20,172,728 19,386,961 18,691,000 18,691,000 0280 - CONSERVATION & DEVELOPMENT 28,887,060 33,808,000 36,330,000 36,330,000 0282 - SB1186 CERT ACCESS PRGM 4,992 105,019 45,000 45,000 0285 - ENERGY UPGRADE CA 246,646 287,000 405,000 405,000 0286 - MSR WW GRANT 382,956 1,270,000 995,000 995,000 0295 - LAW ENFORCEMENT SVCS ACCT 56,257,536 59,436,090 67,155,000 67,155,000 0350 - CDD/PWD JOINT REVIEW FEE 481,693 955,055 773,000 773,000 0351 - USED OIL RECYCLING GRANT 60,731 128,658 72,000 72,000 0353 - RECORDER MICRO/MOD 1,981,464 11,072,030 12,115,000 12,115,000 0355 - RECORDER 3,745,515 5,092,000 5,095,000 5,095,000 Total Detention & Correction Flood Control & Soil Cnsv Total Flood Control & Soil Cnsv Protective Inspection Total Protective Inspection Other Protection State Controller Schedules Function, Activity, and Budget Unit 1 Public Protection (continued) Detention & Correction (continued) Contra Costa County Schedule 8 County Budget Act Detail of Financing Uses by Function, Activity and Budget Unit January 2010 Edition, revision #1 Governmental Funds Fiscal Year 2021-2022 2019-2020 Actuals 2020-2021 Estimated 2021-2022 Requested 2021-2022 Recommended 2 3 4 5 0356 - LOCAL AGENCY FORMATION $295,164 $265,000 $270,000 $270,000 0359 - CORONER 3,517,574 3,399,000 3,679,000 3,679,000 0362 - EMERGENCY SERVICES 5,870,625 7,569,000 8,053,000 8,053,000 0366 - ANIMAL SERVICES 11,200,807 12,812,505 11,869,000 11,869,000 0367 - GAME PROTECTION 92,440 541,503 136,000 136,000 0368 - TRAFFIC SAFETY 9 380,900 15,000 15,000 0369 - ANIMAL BENEFIT ADMIN 0 266,685 0 0 0370 - LIVABLE COMMUNITIES 1,301,068 1,750,000 1,400,000 1,400,000 0375 - ANIMAL BENEFIT 333,454 100,000 110,000 110,000 $134,903,452 $158,625,406 $167,208,000 $167,208,000 $569,699,771 $688,058,532 $689,575,550 $685,741,550Total Public Protection State Controller Schedules Function, Activity, and Budget Unit 1 Public Protection (continued) Other Protection (continued) Total Other Protection Contra Costa County Schedule 8 County Budget Act Detail of Financing Uses by Function, Activity and Budget Unit January 2010 Edition, revision #1 Governmental Funds Fiscal Year 2021-2022 2019-2020 Actuals 2020-2021 Estimated 2021-2022 Requested 2021-2022 Recommended 2 3 4 5 0450 - HEALTH SVCS-PUBLIC HEALTH $67,472,991 $88,999,694 $92,456,000 $92,456,000 0451 - CONSERVATOR/GUARDIANSHIP 3,992,453 4,467,633 4,334,047 4,414,500 0452 - HEALTH SVCS-ENVIRON HLTH 18,994,695 25,105,436 24,970,000 24,970,000 0454 - PUBLIC ADMINISTRATOR 965,511 674,610 676,000 676,000 0463 - HEALTH, HOUSING & HOMELESS 13,689,070 11,358,417 17,343,000 17,622,000 $105,114,720 $130,605,790 $139,779,047 $140,138,500 0460 - HLTH SVC-CALIF CHILD SVCS $10,978,801 $12,584,980 $12,721,000 $12,721,000 $10,978,801 $12,584,980 $12,721,000 $12,721,000 0465 - HLTH SVS-HOSPITAL SUBSIDY $60,214,375 $77,231,000 $77,231,000 $77,231,000 0466 - ALCOHOL & OTHER DRUGS SVC 21,680,991 24,190,803 26,258,999 26,349,000 0467 - HLTH SERVICES-MNTL HLTH 232,430,349 244,665,949 243,702,000 243,702,000 0468 - HLTH SVCS-CHIP AB75 TOBACCO 0 (350)0 0 0471 - EMERGENCY MEDICAL SVCS 1,953,174 1,926,838 1,192,000 1,192,000 0475 - PROP 63 MH SVCS ACCT 50,624,127 61,960,015 54,397,000 54,397,000 $366,903,015 $409,974,255 $402,780,999 $402,871,000 0473 - KELLER SRCHRGE/MITGN PROG $334,850 $378,000 $373,000 $373,000 $334,850 $378,000 $373,000 $373,000 $483,331,385 $553,543,025 $555,654,045 $556,103,500 State Controller Schedules Function, Activity, and Budget Unit 1 Health And Sanitation Health Total Sanitation Total Health And Sanitation Total Health California Children Svcs Total California Children Svcs Hospital Care Total Hospital Care Sanitation Contra Costa County Schedule 8 County Budget Act Detail of Financing Uses by Function, Activity and Budget Unit January 2010 Edition, revision #1 Governmental Funds Fiscal Year 2021-2022 2019-2020 Actuals 2020-2021 Estimated 2021-2022 Requested 2021-2022 Recommended 2 3 4 5 0501 - EHSD ADMINISTRATIVE SVCS $4,204,780 $4,880,000 $4,286,001 $4,286,000 $4,204,780 $4,880,000 $4,286,001 $4,286,000 0296 - SUPPORT SERVICES $114,383,395 $101,610,706 $124,653,000 $124,653,000 0502 - EHSD CHILDREN & FAMILY SVCS 127,113,835 133,923,330 137,501,940 135,189,000 0503 - EHSD AGING & ADULT SVCS 77,854,429 87,727,309 86,394,150 86,406,000 0504 - EHSD WORKFORCE SVCS 194,329,136 224,154,124 231,406,103 231,440,000 0505 - COUNTY CHILDRENS 192,162 243,025 136,000 136,000 0507 - EHS - ANN ADLER CHILD & FMLY 65,330 65,000 50,000 50,000 0508 - IHSS PUBLIC AUTHORITY 2,358,469 2,469,887 2,573,000 2,573,000 $516,296,755 $550,193,381 $582,714,193 $580,447,000 0579 - VETERANS SERVICE OFFICE $1,351,618 $2,032,000 $1,757,000 $1,757,000 $1,351,618 $2,032,000 $1,757,000 $1,757,000 0380 - HUD NSP $888 $941,304 $762,000 $762,000 0479 - L/M HSG ASSET FD-LMIHAF 205,645 11,255,636 11,256,000 11,256,000 0506 - CAL HLTH BNFT MARKETPLACE 0 0 0 0 0561 - HOME INVSTMT PRTNRSHP ACT 0 960,478 683,000 683,000 0581 - ZERO TLRNCE DOM VIOL INIT 2,422,062 3,337,000 2,432,000 2,432,000 State Controller Schedules Function, Activity, and Budget Unit 1 Public Assistance Other Assistance Assistance Administration Total Assistance Administration Aid Programs Total Aid Programs Veterans Services Total Veterans Services Contra Costa County Schedule 8 County Budget Act Detail of Financing Uses by Function, Activity and Budget Unit January 2010 Edition, revision #1 Governmental Funds Fiscal Year 2021-2022 2019-2020 Actuals 2020-2021 Estimated 2021-2022 Requested 2021-2022 Recommended 2 3 4 5 0583 - EHSD WFRC INVESTMENT BRD $5,936,877 $8,699,354 $7,109,000 $7,109,000 0585 - DOM VIOLENCE VICTIM ASIST 268,487 355,508 400,000 400,000 0586 - ZERO TOLRNCE-DOM VIOLENCE 534,393 998,195 1,108,000 1,108,000 0588 - COMMUNITY SERVICES 37,292,233 55,409,753 55,836,000 55,836,000 0589 - CHILD DEV-DEPT 29,756,211 37,360,019 37,204,000 37,204,000 0590 - HOPWA GRANT 244,405 629,000 827,000 827,000 0591 - NPP 769,195 3,261,097 2,056,000 2,056,000 0592 - HUD BLOCK GRANT 6,256,400 6,670,000 11,289,000 11,289,000 0593 - HUD EMERGENCY SOLUTIONS GRT 838,551 620,000 15,870,000 15,870,000 0594 - HUD HOME BLOCK GRANT 1,806,691 4,679,000 6,522,000 6,522,000 0595 - PRIVATE ACTIVITY BOND 926,805 1,276,000 1,526,000 1,526,000 0596 - AFFORDABLE HOUSING 0 400,000 400,000 400,000 0597 - ARRA HUD BLDG INSP NPP 564,437 720,938 805,000 805,000 $87,823,279 $137,573,282 $156,085,000 $156,085,000 $609,676,431 $694,678,663 $744,842,194 $742,575,000 State Controller Schedules Function, Activity, and Budget Unit 1 Public Assistance (continued) Other Assistance (continued) Total Other Assistance Total Public Assistance Contra Costa County Schedule 8 County Budget Act Detail of Financing Uses by Function, Activity and Budget Unit January 2010 Edition, revision #1 Governmental Funds Fiscal Year 2021-2022 2019-2020 Actuals 2020-2021 Estimated 2021-2022 Requested 2021-2022 Recommended 2 3 4 5 0620 - LIBRARY-ADMIN & SUPPORT SVCS $15,267,692 $19,669,622 $14,662,000 $14,662,000 0621 - LIBRARY-COMMUNITY SERVICES 18,039,483 24,862,008 21,448,000 21,448,000 0622 - CASEY LIBRARY GIFT 61 268,661 1,000 1,000 $33,307,235 $44,800,291 $36,111,000 $36,111,000 $33,307,235 $44,800,291 $36,111,000 $36,111,000 Library Services Total Library Services Total Education State Controller Schedules Function, Activity, and Budget Unit 1 Education Contra Costa County Schedule 8 County Budget Act Detail of Financing Uses by Function, Activity and Budget Unit January 2010 Edition, revision #1 Governmental Funds Fiscal Year 2021-2022 2019-2020 Actuals 2020-2021 Estimated 2021-2022 Requested 2021-2022 Recommended 2 3 4 5 0648 - DRAINAGE DEFICIENCY $217 $2,578,033 $2,529,000 $2,529,000 $217 $2,578,033 $2,529,000 $2,529,000 0631 - HERCUL/RODEO/CROCK A OF B $0 $24,575 $7,000 $7,000 0632 - WEST COUNTY AREA OF BENEF 662 41,000 6,000 6,000 0634 - NORTH RICHMOND AOB 338,626 200,600 401,000 401,000 0635 - MARTINEZ AREA OF BENEFIT 28,830 81,100 61,000 61,000 0636 - BRIONES AREA OF BENEFIT 197 125,738 101,000 101,000 0637 - CENTRAL CO AREA/BENEFIT 16,021 26,000 26,000 26,000 0638 - SO WAL CRK AREA OF BENEFT 29,521 50,100 31,000 31,000 0641 - ALAMO AREA OF BENEFIT (49,280)270,000 101,000 101,000 0642 - SOUTH CO AREA OF BENEFIT 260,082 225,000 2,251,000 2,251,000 0645 - EAST COUNTY AREA OF BENEF 322,572 1,500,500 351,000 351,000 0649 - PUBLIC WORKS 852,401 1,190,303 667,000 667,000 0650 - PUBLIC WORKS 37,371,823 44,585,546 46,281,000 46,281,000 0651 - PUB WKS-LAND DEVELOPMENT 2,958,771 3,331,423 3,173,000 3,173,000 0653 - BETHEL ISLAND AREA OF BENEFT 1,006 10,100 56,000 56,000 0660 - BAILEY RD MNTC SURCHARGE 98,234 3,115,203 2,924,000 2,924,000 0661 - ROAD CONSTRUCTION 1,891,458 1,875,000 2,564,000 2,564,000 0662 - ROAD CONSTRUCTION-RD FUND 29,079,553 43,037,293 36,330,000 36,330,000 0663 - TRANSPRTATN IMPV MEASURE C 2,878,968 3,701,865 4,000,000 4,000,000 0664 - WALDEN GREEN MAINTENANCE 306,826 94,643 128,000 128,000 State Controller Schedules Function, Activity, and Budget Unit 1 Public Ways & Facilities Flood Control & Soil Cnsv Total Flood Control & Soil Cnsv Public Ways Contra Costa County Schedule 8 County Budget Act Detail of Financing Uses by Function, Activity and Budget Unit January 2010 Edition, revision #1 Governmental Funds Fiscal Year 2021-2022 2019-2020 Actuals 2020-2021 Estimated 2021-2022 Requested 2021-2022 Recommended 2 3 4 5 0672 - ROAD MAINTENANCE-RD FUND $20,787,883 $23,973,724 $28,715,000 $28,715,000 0674 - MISCEL PROPERTY-ROAD FUND 10,698 15,000 11,000 11,000 0676 - GEN ROAD PLAN/ADM-RD FUND 7,603,129 7,872,501 13,970,000 13,970,000 0678 - SPRW FUND 512,596 5,578,546 4,960,000 4,960,000 0680 - RD DVLPMNT DISCOVERY BAY 2,850 110,000 52,000 52,000 0682 - ROAD IMPRVMNT FEE 155,322 5,045,000 2,416,000 2,416,000 0684 - RD DEVLPMNT RICH/EL SOBRT 2,921 43,000 6,000 6,000 0685 - RD DEVLPMT BAY POINT AREA 27,375 1,220,000 51,000 51,000 0687 - RD DEVLPMNT PACHECO AREA 1,035 25,000 6,000 6,000 $105,490,083 $147,368,760 $149,646,000 $149,646,000 0697 - NAVY TRANS MITIGATION $345,157 $5,385,547 $4,513,000 $4,513,000 0699 - TOSCO/SOLANO TRANS MTGTN 542 409,491 51,000 51,000 $345,699 $5,795,038 $4,564,000 $4,564,000 $105,835,999 $155,741,831 $156,739,000 $156,739,000 1 Public Ways & Facilities (continued) Public Ways (continued) Total Public Ways Transportation Systems Total Transportation Systems State Controller Schedules Function, Activity, and Budget Unit Total Public Ways & Facilities Contra Costa County Schedule 8 County Budget Act Detail of Financing Uses by Function, Activity and Budget Unit January 2010 Edition, revision #1 Governmental Funds Fiscal Year 2021-2022 2019-2020 Actuals 2020-2021 Estimated 2021-2022 Requested 2021-2022 Recommended 2 3 4 5 0791 - RETIREMENT UAAL BOND FUND $43,600,400 $46,113,763 $47,382,000 $47,382,000 0793 - RET LITGTN STLMNT DBT SVC 2,759,911 2,759,911 2,760,000 2,760,000 0794 - FAMILY LAW CTR-DEBT SVC 0 0 0 0 $46,360,311 $48,873,674 $50,142,000 $50,142,000 $46,360,311 $48,873,674 $50,142,000 $50,142,000 $2,157,212,536 $2,469,311,947 $2,450,334,115 $2,443,142,050 Total Retirement-Long Term Debt Total Debt Service Grand Total Financing Uses by Function State Controller Schedules Function, Activity, and Budget Unit 1 Debt Service Retirement-Long Term Debt Schedule 9 County Budget Act Financing Sources and Uses by Budget Unit by Object January 2010 Edition, revision #1 Group:Function: Budget Unit:Activity: 2019-2020 Actuals 2020-2021 Estimated 2021-2022 Requested 2021-2022 Recommended 2 3 4 5 License/Permit/Franchises $374 $0 $0 $0 Intergovernmental Revenue 648,646 0 0 0 Charges For Services 268,717 318,500 318,500 318,500 Miscellaneous Revenue 17,606 1,500 500 500 $935,342 $320,000 $319,000 $319,000 Salaries And Benefits $4,667,928 $5,121,776 $5,226,000 $5,226,000 Services And Supplies 2,142,044 2,875,810 2,384,000 2,384,000 Other Charges 6,500 25,200 1,000 1,000 Expenditure Transfers 1,086,861 (35,225)(36,000)(36,000) $7,903,333 $7,987,561 $7,575,000 $7,575,000 $6,967,991 $7,667,561 $7,256,000 $7,256,000 Total Expenditures/Appropriations Net Cost 0001 - DEPARTMENT OF SUPERVISORS Legislative & Administrative Detail by Revenue Category and Expenditure Object 1 Total Revenue State Controller Schedules Contra Costa County Governmental Funds Fiscal Year 2021-2022 100300 - General Fund General Schedule 9 County Budget Act Financing Sources and Uses by Budget Unit by Object January 2010 Edition, revision #1 Group:Function: Budget Unit:Activity: 2019-2020 Actuals 2020-2021 Estimated 2021-2022 Requested 2021-2022 Recommended 2 3 4 5 Charges For Services $163,470 $175,000 $175,000 $175,000 $163,470 $175,000 $175,000 $175,000 Salaries And Benefits $67,500 $0 $0 $0 Services And Supplies 181,668 1,881,365 175,000 175,000 $249,168 $1,881,365 $175,000 $175,000 $85,698 $1,706,365 $0 $0 1 Total Revenue Total Expenditures/Appropriations Net Cost 100300 - General Fund General 0007 - BOARD MITIGATION PROGRAMS Other General Detail by Revenue Category and Expenditure Object State Controller Schedules Contra Costa County Governmental Funds Fiscal Year 2021-2022 Schedule 9 County Budget Act Financing Sources and Uses by Budget Unit by Object January 2010 Edition, revision #1 Group:Function: Budget Unit:Activity: 2019-2020 Actuals 2020-2021 Estimated 2021-2022 Requested 2021-2022 Recommended 2 3 4 5 Charges For Services $0 $0 $0 $0 Miscellaneous Revenue 22,975 0 0 0 $22,975 $0 $0 $0 Salaries And Benefits $3,552 $9,000 $5,000 $5,000 Services And Supplies 41,998 71,000 75,000 75,000 Expenditure Transfers (175)(20,000)(20,000)(20,000) $45,375 $60,000 $60,000 $60,000 $22,400 $60,000 $60,000 $60,000 Detail by Revenue Category and Expenditure Object 1 Total Revenue Total Expenditures/Appropriations Net Cost Governmental Funds Fiscal Year 2021-2022 100300 - General Fund General 0036 - PERSONNEL MERIT BOARD Personnel State Controller Schedules Contra Costa County Schedule 9 County Budget Act Financing Sources and Uses by Budget Unit by Object January 2010 Edition, revision #1 Group:Function: Budget Unit:Activity: 2019-2020 Actuals 2020-2021 Estimated 2021-2022 Requested 2021-2022 Recommended 2 3 4 5 Charges For Services $200,000 $120,000 $180,000 $180,000 Miscellaneous Revenue 131,625 0 0 0 $331,625 $120,000 $180,000 $180,000 Services And Supplies $1,097,575 $2,148,373 $1,002,000 $1,002,000 Other Charges 25,000 0 0 0 Fixed Assets 0 51,326 0 0 Expenditure Transfers (68,000)(360,000)(360,000)(360,000) $1,054,575 $1,839,699 $642,000 $642,000 $722,950 $1,719,699 $462,000 $462,000 Total Expenditures/Appropriations Net Cost 0025 - MANAGEMENT INFO SYSTEMS Finance Detail by Revenue Category and Expenditure Object 1 Total Revenue State Controller Schedules Contra Costa County Governmental Funds Fiscal Year 2021-2022 100300 - General Fund General Schedule 9 County Budget Act Financing Sources and Uses by Budget Unit by Object January 2010 Edition, revision #1 Group:Function: Budget Unit:Activity: 2019-2020 Actuals 2020-2021 Estimated 2021-2022 Requested 2021-2022 Recommended 2 3 4 5 Intergovernmental Revenue $37,766 $46,300 $37,000 $37,000 Miscellaneous Revenue 0 0 0 0 $37,766 $46,300 $37,000 $37,000 Services And Supplies $52,097 $112,970 $68,000 $68,000 Other Charges 300,000 440,000 300,000 300,000 $352,097 $552,970 $368,000 $368,000 $314,331 $506,670 $331,000 $331,000 1 Total Revenue Total Expenditures/Appropriations Net Cost 100300 - General Fund General 0135 - ECONOMIC PROMOTION Promotion Detail by Revenue Category and Expenditure Object State Controller Schedules Contra Costa County Governmental Funds Fiscal Year 2021-2022 Schedule 9 County Budget Act Financing Sources and Uses by Budget Unit by Object January 2010 Edition, revision #1 Group:Function: Budget Unit:Activity: 2019-2020 Actuals 2020-2021 Estimated 2021-2022 Requested 2021-2022 Recommended 2 3 4 5 Charges For Services $34,154 $0 $34,000 $34,000 Miscellaneous Revenue 1,738,369 0 0 0 $1,772,523 $0 $34,000 $34,000 Salaries And Benefits $227,634 $486,511 $163,000 $163,000 Services And Supplies 2,631,974 23,542,903 2,726,000 2,726,000 Expenditure Transfers (58,846)(50,000)(59,000)(59,000) $2,800,762 $23,979,414 $2,830,000 $2,830,000 $1,028,239 $23,979,414 $2,796,000 $2,796,000 Detail by Revenue Category and Expenditure Object 1 Total Revenue Total Expenditures/Appropriations Net Cost Governmental Funds Fiscal Year 2021-2022 100300 - General Fund General 0145 - EMPLOYEE/RETIREE BENEFITS Other General State Controller Schedules Contra Costa County Schedule 9 County Budget Act Financing Sources and Uses by Budget Unit by Object January 2010 Edition, revision #1 Group:Function: Budget Unit:Activity: 2019-2020 Actuals 2020-2021 Estimated 2021-2022 Requested 2021-2022 Recommended 2 3 4 5 Intergovernmental Revenue $45,854,102 $0 $0 $0 Miscellaneous Revenue 4,845,115 6,279,564 6,442,000 6,442,000 $50,699,217 $6,279,564 $6,442,000 $6,442,000 Salaries And Benefits $4,336,429 $4,954,651 $5,118,000 $5,118,000 Services And Supplies 5,370,560 1,277,410 1,277,000 1,277,000 Other Charges 5,883,126 4,176,230 5,600,000 5,600,000 Fixed Assets 319,266 20,000 20,000 20,000 Expenditure Transfers 43,915,352 24,273 24,000 24,000 $59,824,732 $10,452,564 $12,039,000 $12,039,000 $9,125,515 $4,173,000 $5,597,000 $5,597,000 Total Expenditures/Appropriations Net Cost 0150 - INSURANCE AND RISK MGMT Other General Detail by Revenue Category and Expenditure Object 1 Total Revenue State Controller Schedules Contra Costa County Governmental Funds Fiscal Year 2021-2022 100300 - General Fund General Schedule 9 County Budget Act Financing Sources and Uses by Budget Unit by Object January 2010 Edition, revision #1 Group:Function: Budget Unit:Activity: 2019-2020 Actuals 2020-2021 Estimated 2021-2022 Requested 2021-2022 Recommended 2 3 4 5 Intergovernmental Revenue $25,730 $41,275 $37,000 $37,000 Charges For Services 49,378 51,725 53,000 53,000 Miscellaneous Revenue 2,918 0 0 0 $78,026 $93,000 $90,000 $90,000 Salaries And Benefits $904,467 $960,336 $993,500 $993,500 Services And Supplies 177,005 245,664 196,500 196,500 Other Charges 69 0 0 0 Expenditure Transfers (1,766)0 0 0 $1,079,774 $1,206,000 $1,190,000 $1,190,000 $1,001,748 $1,113,000 $1,100,000 $1,100,000 1 Total Revenue Total Expenditures/Appropriations Net Cost 100300 - General Fund General 0002 - CLERK OF THE BOARD Legislative & Administrative Detail by Revenue Category and Expenditure Object State Controller Schedules Contra Costa County Governmental Funds Fiscal Year 2021-2022 Schedule 9 County Budget Act Financing Sources and Uses by Budget Unit by Object January 2010 Edition, revision #1 Group:Function: Budget Unit:Activity: 2019-2020 Actuals 2020-2021 Estimated 2021-2022 Requested 2021-2022 Recommended 2 3 4 5 Taxes Other Than Cur Prop $0 $0 $0 $665,000 License/Permit/Franchises 926,880 987,514 990,000 990,000 Intergovernmental Revenue 215,000 0 0 0 Charges For Services 1,575,258 1,812,760 1,881,000 1,881,000 Miscellaneous Revenue 7,217,101 357,653 360,000 360,000 $9,934,239 $3,157,927 $3,231,000 $3,896,000 Salaries And Benefits $6,429,879 $7,044,970 $7,422,000 $8,022,000 Services And Supplies 8,593,809 8,121,103 2,621,000 2,686,000 Other Charges 1,157,510 0 0 0 Fixed Assets 24,000 0 0 0 Expenditure Transfers (96,050)(44,877)(62,000)(62,000) $16,109,148 $15,121,197 $9,981,000 $10,646,000 $6,174,909 $11,963,270 $6,750,000 $6,750,000 Detail by Revenue Category and Expenditure Object 1 Total Revenue Total Expenditures/Appropriations Net Cost Governmental Funds Fiscal Year 2021-2022 100300 - General Fund General 0003 - COUNTY ADMINISTRATOR Legislative & Administrative State Controller Schedules Contra Costa County Schedule 9 County Budget Act Financing Sources and Uses by Budget Unit by Object January 2010 Edition, revision #1 Group:Function: Budget Unit:Activity: 2019-2020 Actuals 2020-2021 Estimated 2021-2022 Requested 2021-2022 Recommended 2 3 4 5 Services And Supplies $132,156 $696,000 $276,000 $276,000 Other Charges 175,184 284,000 284,000 284,000 $307,340 $980,000 $560,000 $560,000 $307,340 $980,000 $560,000 $560,000Net Cost 0004 - CROCKETT-RODEO REVENUES Other General Detail by Revenue Category and Expenditure Object 1 Total Expenditures/Appropriations State Controller Schedules Contra Costa County Governmental Funds Fiscal Year 2021-2022 100300 - General Fund General Schedule 9 County Budget Act Financing Sources and Uses by Budget Unit by Object January 2010 Edition, revision #1 Group:Function: Budget Unit:Activity: 2019-2020 Actuals 2020-2021 Estimated 2021-2022 Requested 2021-2022 Recommended 2 3 4 5 Taxes Current Property $3,958,378 $4,000,000 $1,000,000 $1,000,000 Taxes Other Than Cur Prop (11,919)0 0 0 Intergovernmental Revenue 31,101 0 0 0 Charges For Services (29,633)0 0 0 $3,947,927 $4,000,000 $1,000,000 $1,000,000 ($3,947,927)($4,000,000)($1,000,000)($1,000,000) Total Revenue Net Cost General 0018 - COUNTY-STATE-WCCHCD IGT Other General Detail by Revenue Category and Expenditure Object 1 State Controller Schedules Contra Costa County Governmental Funds Fiscal Year 2021-2022 100300 - General Fund Schedule 9 County Budget Act Financing Sources and Uses by Budget Unit by Object January 2010 Edition, revision #1 Group:Function: Budget Unit:Activity: 2019-2020 Actuals 2020-2021 Estimated 2021-2022 Requested 2021-2022 Recommended 2 3 4 5 Intergovernmental Revenue $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 1 Total Revenue Net Cost 100300 - General Fund General 0059 - COMMUNITY ACCESS TV Communications Detail by Revenue Category and Expenditure Object State Controller Schedules Contra Costa County Governmental Funds Fiscal Year 2021-2022 Schedule 9 County Budget Act Financing Sources and Uses by Budget Unit by Object January 2010 Edition, revision #1 Group:Function: Budget Unit:Activity: 2019-2020 Actuals 2020-2021 Estimated 2021-2022 Requested 2021-2022 Recommended 2 3 4 5 Intergovernmental Revenue $75,094 $0 $0 $0 Charges For Services 3,323,217 4,027,874 4,440,000 4,440,000 Miscellaneous Revenue 85,399 0 0 0 $3,483,710 $4,027,874 $4,440,000 $4,440,000 Salaries And Benefits $9,196,949 $11,345,584 $11,947,920 $12,184,000 Services And Supplies 5,282,999 8,233,426 6,223,000 6,223,000 Other Charges 1,009,238 1,173,323 957,000 957,000 Fixed Assets 166,574 132,000 132,000 132,000 Expenditure Transfers (11,373,792)(14,575,305)(14,819,920)(15,056,000) $4,281,969 $6,309,028 $4,440,000 $4,440,000 $798,258 $2,281,154 $0 $0 Detail by Revenue Category and Expenditure Object 1 Total Revenue Total Expenditures/Appropriations Net Cost Fiscal Year 2021-2022 100300 - General Fund General 0147 - INFORMATION TECHNOLOGY Other General State Controller Schedules Contra Costa County Governmental Funds Schedule 9 County Budget Act Financing Sources and Uses by Budget Unit by Object January 2010 Edition, revision #1 Group:Function: Budget Unit:Activity: 2019-2020 Actuals 2020-2021 Estimated 2021-2022 Requested 2021-2022 Recommended 2 3 4 5 Use Of Money & Property $981,307 $985,104 $990,000 $990,000 Charges For Services 2,818,050 2,848,293 2,980,000 2,980,000 Miscellaneous Revenue 12,158 0 0 0 $3,811,514 $3,833,397 $3,970,000 $3,970,000 Salaries And Benefits $2,908,196 $3,494,492 $3,532,000 $3,532,000 Services And Supplies 8,170,448 6,909,519 8,905,000 8,905,000 Other Charges 769,157 814,795 1,003,000 1,003,000 Fixed Assets 50,577 107,250 0 0 Expenditure Transfers (7,878,399)(7,296,159)(9,384,000)(9,384,000) $4,019,979 $4,029,897 $4,056,000 $4,056,000 $208,464 $196,500 $86,000 $86,000 Detail by Revenue Category and Expenditure Object 1 Total Revenue Total Expenditures/Appropriations Net Cost Contra Costa County Governmental Funds Fiscal Year 2021-2022 100300 - General Fund General 0060 - TELECOMMUNICATIONS Communications State Controller Schedules Schedule 9 County Budget Act Financing Sources and Uses by Budget Unit by Object January 2010 Edition, revision #1 Group:Function: Budget Unit:Activity: 2019-2020 Actuals 2020-2021 Estimated 2021-2022 Requested 2021-2022 Recommended 2 3 4 5 Charges For Services $164,046 $145,500 $387,000 $387,000 Miscellaneous Revenue 4,676 19,500 21,000 21,000 $168,722 $165,000 $408,000 $408,000 Salaries And Benefits $547,627 $844,924 $865,000 $865,000 Services And Supplies 774,977 7,791,905 611,000 611,000 Expenditure Transfers (257,560)(246,829)(68,000)(68,000) $1,065,044 $8,390,000 $1,408,000 $1,408,000 $896,322 $8,225,000 $1,000,000 $1,000,000 Total Expenditures/Appropriations Net Cost 0235 - LAW & JUSTICE SYSTEMS DEV Judicial Detail by Revenue Category and Expenditure Object 1 Total Revenue State Controller Schedules Contra Costa County Governmental Funds Fiscal Year 2021-2022 100300 - General Fund Public Protection Schedule 9 County Budget Act Financing Sources and Uses by Budget Unit by Object January 2010 Edition, revision #1 Group:Function: Budget Unit:Activity: 2019-2020 Actuals 2020-2021 Estimated 2021-2022 Requested 2021-2022 Recommended 2 3 4 5 Other Charges $295,164 $265,000 $270,000 $270,000 $295,164 $265,000 $270,000 $270,000 $295,164 $265,000 $270,000 $270,000 1 Total Expenditures/Appropriations Net Cost 100300 - General Fund Public Protection 0356 - LOCAL AGENCY FORMATION Other Protection Detail by Revenue Category and Expenditure Object State Controller Schedules Contra Costa County Governmental Funds Fiscal Year 2021-2022 Schedule 9 County Budget Act Financing Sources and Uses by Budget Unit by Object January 2010 Edition, revision #1 Group:Function: Budget Unit:Activity: 2019-2020 Actuals 2020-2021 Estimated 2021-2022 Requested 2021-2022 Recommended 2 3 4 5 Fund Balance $0 $0 $0 $0 Taxes Current Property 416,532,352 428,253,000 447,800,000 447,800,000 Taxes Other Than Cur Prop 30,118,858 29,060,000 26,330,000 26,330,000 License/Permit/Franchises 9,651,184 9,800,000 9,670,000 9,670,000 Fines/Forfeits/Penalties 684,026 20,600,000 20,600,000 20,600,000 Use Of Money & Property 20,857,885 4,100,000 3,900,000 3,900,000 Intergovernmental Revenue 9,998,136 9,700,000 9,700,000 9,700,000 Charges For Services 8,500,109 8,900,000 8,700,000 8,700,000 Miscellaneous Revenue 2,712,932 1,530,000 2,300,000 2,300,000 $499,055,482 $511,943,000 $529,000,000 $529,000,000 ($499,055,482)($511,943,000)($529,000,000)($529,000,000) Detail by Revenue Category and Expenditure Object 1 Total Revenue Net Cost Fiscal Year 2021-2022 100300 - General Fund General County Revenue 0005 - REVENUE - GENERAL COUNTY General County Revenue State Controller Schedules Contra Costa County Governmental Funds Schedule 9 County Budget Act Financing Sources and Uses by Budget Unit by Object January 2010 Edition, revision #1 Group:Function: Budget Unit:Activity: 2019-2020 Actuals 2020-2021 Estimated 2021-2022 Requested 2021-2022 Recommended 2 3 4 5 Fines/Forfeits/Penalties $31,774 $0 $0 $0 Charges For Services 1,661,715 1,851,977 2,008,000 2,008,000 Miscellaneous Revenue 5,395,400 6,566,219 6,984,000 6,984,000 $7,088,890 $8,418,196 $8,992,000 $8,992,000 Salaries And Benefits $6,124,186 $7,353,770 $7,860,000 $7,860,000 Services And Supplies 3,599,052 4,747,757 4,334,000 4,334,000 Fixed Assets 0 0 0 0 Expenditure Transfers (551,453)(670,814)(589,000)(589,000) $9,171,785 $11,430,713 $11,605,000 $11,605,000 $2,082,895 $3,012,517 $2,613,000 $2,613,000 Detail by Revenue Category and Expenditure Object 1 Total Revenue Total Expenditures/Appropriations Net Cost Governmental Funds Fiscal Year 2021-2022 100300 - General Fund General 0035 - HUMAN RESOURCES Personnel State Controller Schedules Contra Costa County Schedule 9 County Budget Act Financing Sources and Uses by Budget Unit by Object January 2010 Edition, revision #1 Group:Function: Budget Unit:Activity: 2019-2020 Actuals 2020-2021 Estimated 2021-2022 Requested 2021-2022 Recommended 2 3 4 5 Charges For Services $26,754 $15,170 $0 $0 $26,754 $15,170 $0 $0 Services And Supplies $0 $407,334 $0 $0 Expenditure Transfers (40,154)(31,416)0 0 ($40,154)$375,918 $0 $0 ($66,907)$360,748 $0 $0 Total Expenditures/Appropriations Net Cost 0038 - CHILD CARE Personnel Detail by Revenue Category and Expenditure Object 1 Total Revenue State Controller Schedules Contra Costa County Governmental Funds Fiscal Year 2021-2022 100300 - General Fund General Schedule 9 County Budget Act Financing Sources and Uses by Budget Unit by Object January 2010 Edition, revision #1 Group:Function: Budget Unit:Activity: 2019-2020 Actuals 2020-2021 Estimated 2021-2022 Requested 2021-2022 Recommended 2 3 4 5 Charges For Services $6,599,593 $6,378,922 $6,767,000 $6,767,000 Miscellaneous Revenue 258,833 225,000 225,000 225,000 $6,858,426 $6,603,922 $6,992,000 $6,992,000 Salaries And Benefits $7,312,232 $8,001,211 $9,247,940 $8,364,000 Services And Supplies 1,978,680 2,425,705 2,317,000 2,317,000 Fixed Assets 8,739 0 0 0 Expenditure Transfers (431,665)(363,994)(380,000)(380,000) $8,867,985 $10,062,922 $11,184,940 $10,301,000 $2,009,559 $3,459,000 $4,192,940 $3,309,000 1 Total Revenue Total Expenditures/Appropriations Net Cost 100300 - General Fund General 0010 - AUDITOR - CONTROLLER Finance Detail by Revenue Category and Expenditure Object State Controller Schedules Contra Costa County Governmental Funds Fiscal Year 2021-2022 Schedule 9 County Budget Act Financing Sources and Uses by Budget Unit by Object January 2010 Edition, revision #1 Group:Function: Budget Unit:Activity: 2019-2020 Actuals 2020-2021 Estimated 2021-2022 Requested 2021-2022 Recommended 2 3 4 5 Miscellaneous Revenue $5,020 $0 $0 $0 $5,020 $0 $0 $0 Services And Supplies $992,306 $1,500,000 $1,150,000 $1,150,000 Fixed Assets 38,063 0 0 0 $1,030,369 $1,500,000 $1,150,000 $1,150,000 $1,025,349 $1,500,000 $1,150,000 $1,150,000 Detail by Revenue Category and Expenditure Object 1 Total Revenue Total Expenditures/Appropriations Net Cost Governmental Funds Fiscal Year 2021-2022 100300 - General Fund General 0080 - MINOR CAP IMPROVEMENTS Property Management State Controller Schedules Contra Costa County Schedule 9 County Budget Act Financing Sources and Uses by Budget Unit by Object January 2010 Edition, revision #1 Group:Function: Budget Unit:Activity: 2019-2020 Actuals 2020-2021 Estimated 2021-2022 Requested 2021-2022 Recommended 2 3 4 5 Charges For Services $0 $0 $0 $0 $0 $0 $0 $0 Services And Supplies $20,707 $0 $0 $0 Fixed Assets 4,918,845 12,550,000 12,550,000 12,550,000 Expenditure Transfers (2,663,500)(2,550,000)(2,550,000)(2,550,000) $2,276,052 $10,000,000 $10,000,000 $10,000,000 $2,276,052 $10,000,000 $10,000,000 $10,000,000 Total Expenditures/Appropriations Net Cost 0085 - FACILITY LIFECYCLE IMPROV Property Management Detail by Revenue Category and Expenditure Object 1 Total Revenue State Controller Schedules Contra Costa County Governmental Funds Fiscal Year 2021-2022 100300 - General Fund General Schedule 9 County Budget Act Financing Sources and Uses by Budget Unit by Object January 2010 Edition, revision #1 Group:Function: Budget Unit:Activity: 2019-2020 Actuals 2020-2021 Estimated 2021-2022 Requested 2021-2022 Recommended 2 3 4 5 Miscellaneous Revenue $39,957,671 $0 $0 $0 $39,957,671 $0 $0 $0 Services And Supplies $58,035 $0 $0 $0 Fixed Assets 64,748,432 28,576,252 3,700,000 3,700,000 Expenditure Transfers (349,151)0 0 0 $64,457,316 $28,576,252 $3,700,000 $3,700,000 $24,499,645 $28,576,252 $3,700,000 $3,700,000 1 Total Revenue Total Expenditures/Appropriations Net Cost 100300 - General Fund General 0111 - PLANT ACQUIS-GENERAL FUND Plant Acquisition Detail by Revenue Category and Expenditure Object State Controller Schedules Contra Costa County Governmental Funds Fiscal Year 2021-2022 Schedule 9 County Budget Act Financing Sources and Uses by Budget Unit by Object January 2010 Edition, revision #1 Group:Function: Budget Unit:Activity: 2019-2020 Actuals 2020-2021 Estimated 2021-2022 Requested 2021-2022 Recommended 2 3 4 5 License/Permit/Franchises $117,911 $118,000 $118,000 $118,000 Fines/Forfeits/Penalties 405,665 423,000 401,000 401,000 Charges For Services 2,795,512 2,666,500 2,654,000 2,654,000 Miscellaneous Revenue 69,677 51,850 52,000 52,000 $3,388,764 $3,259,350 $3,225,000 $3,225,000 Salaries And Benefits $3,811,453 $4,128,988 $4,389,969 $4,200,000 Services And Supplies 1,728,739 1,828,762 1,648,000 1,648,000 Other Charges 5,964 6,500 7,000 7,000 Fixed Assets 11,101 0 0 0 Expenditure Transfers 2,067 1,100 3,000 3,000 $5,559,325 $5,965,350 $6,047,969 $5,858,000 $2,170,560 $2,706,000 $2,822,969 $2,633,000 Detail by Revenue Category and Expenditure Object 1 Total Revenue Total Expenditures/Appropriations Net Cost Governmental Funds Fiscal Year 2021-2022 100300 - General Fund General 0015 - TREASURER-TAX COLLECTOR Finance State Controller Schedules Contra Costa County Schedule 9 County Budget Act Financing Sources and Uses by Budget Unit by Object January 2010 Edition, revision #1 Group:Function: Budget Unit:Activity: 2019-2020 Actuals 2020-2021 Estimated 2021-2022 Requested 2021-2022 Recommended 2 3 4 5 Charges For Services $1,131,593 $1,133,889 $1,135,000 $1,135,000 Miscellaneous Revenue 59,852 509,000 509,000 509,000 $1,191,445 $1,642,889 $1,644,000 $1,644,000 Salaries And Benefits $13,700,122 $15,772,752 $16,886,417 $15,755,000 Services And Supplies 2,456,130 2,770,633 2,786,000 2,786,000 Other Charges 0 4,900 5,000 5,000 Fixed Assets 0 10,000 10,000 10,000 Expenditure Transfers (165,067)(249,896)(246,000)(246,000) $15,991,184 $18,308,389 $19,441,417 $18,310,000 $14,799,739 $16,665,500 $17,797,417 $16,666,000 Total Expenditures/Appropriations Net Cost 0016 - ASSESSOR Finance Detail by Revenue Category and Expenditure Object 1 Total Revenue State Controller Schedules Contra Costa County Governmental Funds Fiscal Year 2021-2022 100300 - General Fund General Schedule 9 County Budget Act Financing Sources and Uses by Budget Unit by Object January 2010 Edition, revision #1 Group:Function: Budget Unit:Activity: 2019-2020 Actuals 2020-2021 Estimated 2021-2022 Requested 2021-2022 Recommended 2 3 4 5 Services And Supplies $413,231 $0 $0 $0 $413,231 $0 $0 $0 $413,231 $0 $0 $0 1 Total Expenditures/Appropriations Net Cost 100300 - General Fund General 0019 - ASSMT LITIGATION SVCS Finance Detail by Revenue Category and Expenditure Object State Controller Schedules Contra Costa County Governmental Funds Fiscal Year 2021-2022 Schedule 9 County Budget Act Financing Sources and Uses by Budget Unit by Object January 2010 Edition, revision #1 Group:Function: Budget Unit:Activity: 2019-2020 Actuals 2020-2021 Estimated 2021-2022 Requested 2021-2022 Recommended 2 3 4 5 Charges For Services $5,363,914 $5,948,092 $6,087,000 $6,087,000 Miscellaneous Revenue 47,004 0 0 0 $5,410,918 $5,948,092 $6,087,000 $6,087,000 Salaries And Benefits $11,127,974 $11,983,657 $12,810,000 $12,810,000 Services And Supplies 681,275 1,133,032 982,000 982,000 Fixed Assets 0 0 0 0 Expenditure Transfers (5,410,601)(5,638,597)(6,400,000)(6,400,000) $6,398,647 $7,478,092 $7,392,000 $7,392,000 $987,729 $1,530,000 $1,305,000 $1,305,000 Detail by Revenue Category and Expenditure Object 1 Total Revenue Total Expenditures/Appropriations Net Cost Fiscal Year 2021-2022 100300 - General Fund General 0030 - COUNTY COUNSEL Counsel State Controller Schedules Contra Costa County Governmental Funds Schedule 9 County Budget Act Financing Sources and Uses by Budget Unit by Object January 2010 Edition, revision #1 Group:Function: Budget Unit:Activity: 2019-2020 Actuals 2020-2021 Estimated 2021-2022 Requested 2021-2022 Recommended 2 3 4 5 Intergovernmental Revenue $69,752 $53,537 $61,000 $61,000 Charges For Services 1,047,718 507,816 243,000 243,000 Miscellaneous Revenue 1,300,297 1,311,150 1,154,000 1,154,000 $2,417,768 $1,872,503 $1,458,000 $1,458,000 Salaries And Benefits $13,928,889 $23,408,030 $28,096,000 $28,096,000 Services And Supplies 20,650,314 12,505,429 11,550,000 11,550,000 Other Charges 71,297 142,595 143,000 143,000 Fixed Assets 0 50,000 0 0 Expenditure Transfers (10,886,802)(3,266,551)(3,264,000)(3,264,000) $23,763,698 $32,839,503 $36,525,000 $36,525,000 $21,345,930 $30,967,000 $35,067,000 $35,067,000 Detail by Revenue Category and Expenditure Object 1 Total Revenue Total Expenditures/Appropriations Net Cost Contra Costa County Governmental Funds Fiscal Year 2021-2022 100300 - General Fund Public Protection 0301 - HLTH SVCS-DETENTION INMATES Detention & Correction State Controller Schedules Schedule 9 County Budget Act Financing Sources and Uses by Budget Unit by Object January 2010 Edition, revision #1 Group:Function: Budget Unit:Activity: 2019-2020 Actuals 2020-2021 Estimated 2021-2022 Requested 2021-2022 Recommended 2 3 4 5 License/Permit/Franchises $44,509 $44,000 $44,000 $44,000 Fines/Forfeits/Penalties 10,397 6,384 3,000 3,000 Intergovernmental Revenue 43,641,379 60,035,706 63,993,000 63,993,000 Charges For Services 3,977,559 4,201,043 3,951,000 3,951,000 Miscellaneous Revenue 1,835,654 1,715,561 2,225,000 2,225,000 $49,509,499 $66,002,694 $70,216,000 $70,216,000 Salaries And Benefits $50,545,049 $68,955,222 $71,850,000 $71,850,000 Services And Supplies 33,255,746 23,336,034 23,309,000 23,309,000 Other Charges 23 0 0 0 Fixed Assets 485,963 489,000 1,244,000 1,244,000 Expenditure Transfers (16,813,790)(3,780,562)(3,947,000)(3,947,000) $67,472,991 $88,999,694 $92,456,000 $92,456,000 $17,963,492 $22,997,000 $22,240,000 $22,240,000 Total Expenditures/Appropriations Net Cost 0450 - HEALTH SVCS-PUBLIC HEALTH Health Detail by Revenue Category and Expenditure Object 1 Total Revenue State Controller Schedules Contra Costa County Governmental Funds Fiscal Year 2021-2022 100300 - General Fund Health And Sanitation Schedule 9 County Budget Act Financing Sources and Uses by Budget Unit by Object January 2010 Edition, revision #1 Group:Function: Budget Unit:Activity: 2019-2020 Actuals 2020-2021 Estimated 2021-2022 Requested 2021-2022 Recommended 2 3 4 5 Intergovernmental Revenue $169,143 $724,298 $622,047 $702,500 Charges For Services 119,982 91,335 60,000 60,000 Miscellaneous Revenue 11,269 0 0 0 $300,394 $815,633 $682,047 $762,500 Salaries And Benefits $3,040,244 $3,429,409 $3,346,547 $3,427,000 Services And Supplies 941,898 1,010,647 950,500 950,500 Expenditure Transfers 10,312 27,577 37,000 37,000 Provisions For Contingencies 0 0 0 0 $3,992,453 $4,467,633 $4,334,047 $4,414,500 $3,692,059 $3,652,000 $3,652,000 $3,652,000 1 Total Revenue Total Expenditures/Appropriations Net Cost 100300 - General Fund Health And Sanitation 0451 - CONSERVATOR/GUARDIANSHIP Health Detail by Revenue Category and Expenditure Object State Controller Schedules Contra Costa County Governmental Funds Fiscal Year 2021-2022 Schedule 9 County Budget Act Financing Sources and Uses by Budget Unit by Object January 2010 Edition, revision #1 Group:Function: Budget Unit:Activity: 2019-2020 Actuals 2020-2021 Estimated 2021-2022 Requested 2021-2022 Recommended 2 3 4 5 License/Permit/Franchises $146,164 $125,000 $125,000 $125,000 Fines/Forfeits/Penalties 483,537 460,000 868,000 868,000 Intergovernmental Revenue 105,841 216,767 227,000 227,000 Charges For Services 18,234,318 23,398,917 23,533,000 23,533,000 Miscellaneous Revenue 323,585 620,416 657,000 657,000 $19,293,446 $24,821,100 $25,410,000 $25,410,000 Salaries And Benefits $15,878,678 $20,046,369 $20,472,000 $20,472,000 Services And Supplies 4,491,827 4,610,250 4,015,000 4,015,000 Other Charges 1,861 2,000 2,000 2,000 Fixed Assets 264,703 200,000 200,000 200,000 Expenditure Transfers (1,642,374)246,817 281,000 281,000 $18,994,695 $25,105,436 $24,970,000 $24,970,000 ($298,751)$284,336 ($440,000)($440,000) Detail by Revenue Category and Expenditure Object 1 Total Revenue Total Expenditures/Appropriations Net Cost Governmental Funds Fiscal Year 2021-2022 100300 - General Fund Health And Sanitation 0452 - HEALTH SVCS-ENVIRON HLTH Health State Controller Schedules Contra Costa County Schedule 9 County Budget Act Financing Sources and Uses by Budget Unit by Object January 2010 Edition, revision #1 Group:Function: Budget Unit:Activity: 2019-2020 Actuals 2020-2021 Estimated 2021-2022 Requested 2021-2022 Recommended 2 3 4 5 Charges For Services $777,284 $330,610 $332,000 $332,000 Miscellaneous Revenue 1,988 0 0 0 $779,272 $330,610 $332,000 $332,000 Salaries And Benefits $785,404 $576,867 $587,000 $587,000 Services And Supplies 184,641 97,743 89,000 89,000 Expenditure Transfers (4,533)0 0 0 $965,511 $674,610 $676,000 $676,000 $186,239 $344,000 $344,000 $344,000 Total Expenditures/Appropriations Net Cost 0454 - PUBLIC ADMINISTRATOR Health Detail by Revenue Category and Expenditure Object 1 Total Revenue State Controller Schedules Contra Costa County Governmental Funds Fiscal Year 2021-2022 100300 - General Fund Health And Sanitation Schedule 9 County Budget Act Financing Sources and Uses by Budget Unit by Object January 2010 Edition, revision #1 Group:Function: Budget Unit:Activity: 2019-2020 Actuals 2020-2021 Estimated 2021-2022 Requested 2021-2022 Recommended 2 3 4 5 Intergovernmental Revenue $10,361,535 $9,695,530 $9,881,000 $9,881,000 Charges For Services 379,501 451,450 402,000 402,000 Miscellaneous Revenue 39,493 0 0 0 $10,780,530 $10,146,980 $10,283,000 $10,283,000 Salaries And Benefits $9,980,158 $11,075,576 $11,237,000 $11,237,000 Services And Supplies 1,184,107 1,509,404 1,484,000 1,484,000 Other Charges 0 0 0 0 Expenditure Transfers (185,464)0 0 0 $10,978,801 $12,584,980 $12,721,000 $12,721,000 $198,272 $2,438,000 $2,438,000 $2,438,000 1 Total Revenue Total Expenditures/Appropriations Net Cost 100300 - General Fund Health And Sanitation 0460 - HLTH SVC-CALIF CHILD SVCS California Children Svcs Detail by Revenue Category and Expenditure Object State Controller Schedules Contra Costa County Governmental Funds Fiscal Year 2021-2022 Schedule 9 County Budget Act Financing Sources and Uses by Budget Unit by Object January 2010 Edition, revision #1 Group:Function: Budget Unit:Activity: 2019-2020 Actuals 2020-2021 Estimated 2021-2022 Requested 2021-2022 Recommended 2 3 4 5 Use Of Money & Property $26,002 $19,992 $11,000 $11,000 Intergovernmental Revenue 9,758,911 8,483,270 14,114,000 14,393,000 Miscellaneous Revenue 433,890 171,155 534,000 534,000 $10,218,802 $8,674,417 $14,659,000 $14,938,000 Salaries And Benefits $1,570,983 $2,064,116 $2,123,000 $2,402,000 Services And Supplies 22,383,551 17,358,292 22,941,000 22,941,000 Fixed Assets 0 64,800 65,000 65,000 Expenditure Transfers (10,265,465)(8,128,790)(7,786,000)(7,786,000) $13,689,070 $11,358,417 $17,343,000 $17,622,000 $3,470,267 $2,684,000 $2,684,000 $2,684,000 Detail by Revenue Category and Expenditure Object 1 Total Revenue Total Expenditures/Appropriations Net Cost Governmental Funds Fiscal Year 2021-2022 100300 - General Fund Health And Sanitation 0463 - HEALTH, HOUSING & HOMELESS Health State Controller Schedules Contra Costa County Schedule 9 County Budget Act Financing Sources and Uses by Budget Unit by Object January 2010 Edition, revision #1 Group:Function: Budget Unit:Activity: 2019-2020 Actuals 2020-2021 Estimated 2021-2022 Requested 2021-2022 Recommended 2 3 4 5 Other Charges $60,214,375 $77,231,000 $77,231,000 $77,231,000 $60,214,375 $77,231,000 $77,231,000 $77,231,000 $60,214,375 $77,231,000 $77,231,000 $77,231,000Net Cost 0465 - HLTH SVS-HOSPITAL SUBSIDY Hospital Care Detail by Revenue Category and Expenditure Object 1 Total Expenditures/Appropriations State Controller Schedules Contra Costa County Governmental Funds Fiscal Year 2021-2022 100300 - General Fund Health And Sanitation Schedule 9 County Budget Act Financing Sources and Uses by Budget Unit by Object January 2010 Edition, revision #1 Group:Function: Budget Unit:Activity: 2019-2020 Actuals 2020-2021 Estimated 2021-2022 Requested 2021-2022 Recommended 2 3 4 5 Fines/Forfeits/Penalties $232,319 $258,719 $144,000 $144,000 Use Of Money & Property 188,683 188,492 190,000 190,000 Intergovernmental Revenue 10,410,215 8,727,097 10,340,999 10,431,000 Charges For Services 3,830,297 7,635,924 6,820,000 6,820,000 Miscellaneous Revenue 4,690,557 5,445,571 6,829,000 6,829,000 $19,352,071 $22,255,803 $24,323,999 $24,414,000 Salaries And Benefits $6,105,253 $7,690,027 $7,728,168 $7,972,000 Services And Supplies 17,607,522 18,923,781 20,912,000 20,912,000 Fixed Assets 0 0 0 0 Expenditure Transfers (2,031,784)(2,423,005)(2,381,169)(2,535,000) $21,680,991 $24,190,803 $26,258,999 $26,349,000 $2,328,920 $1,935,000 $1,935,000 $1,935,000 Total Revenue Total Expenditures/Appropriations Net Cost Health And Sanitation 0466 - ALCOHOL & OTHER DRUGS SVC Hospital Care Detail by Revenue Category and Expenditure Object 1 State Controller Schedules Contra Costa County Governmental Funds Fiscal Year 2021-2022 100300 - General Fund Schedule 9 County Budget Act Financing Sources and Uses by Budget Unit by Object January 2010 Edition, revision #1 Group:Function: Budget Unit:Activity: 2019-2020 Actuals 2020-2021 Estimated 2021-2022 Requested 2021-2022 Recommended 2 3 4 5 Use Of Money & Property $4,500 $14,400 $14,000 $14,000 Intergovernmental Revenue 62,347,740 113,828,353 123,469,000 123,469,000 Charges For Services 56,832,969 4,913,176 5,959,000 5,959,000 Miscellaneous Revenue 83,513,909 108,605,020 96,955,000 96,955,000 $202,699,119 $227,360,949 $226,397,000 $226,397,000 Salaries And Benefits $64,313,478 $80,885,246 $84,693,000 $84,693,000 Services And Supplies 171,853,685 166,774,865 163,121,000 163,121,000 Other Charges 3,944,498 3,893,307 3,945,000 3,945,000 Fixed Assets 17,899 0 0 0 Expenditure Transfers (7,699,212)(6,887,469)(8,057,000)(8,057,000) $232,430,349 $244,665,949 $243,702,000 $243,702,000 $29,731,230 $17,305,000 $17,305,000 $17,305,000 Detail by Revenue Category and Expenditure Object 1 Total Revenue Total Expenditures/Appropriations Net Cost Fiscal Year 2021-2022 100300 - General Fund Health And Sanitation 0467 - HLTH SERVICES-MNTL HLTH Hospital Care State Controller Schedules Contra Costa County Governmental Funds Schedule 9 County Budget Act Financing Sources and Uses by Budget Unit by Object January 2010 Edition, revision #1 Group:Function: Budget Unit:Activity: 2019-2020 Actuals 2020-2021 Estimated 2021-2022 Requested 2021-2022 Recommended 2 3 4 5 Intergovernmental Revenue $694,133 $1,658,000 $753,000 $753,000 Miscellaneous Revenue 361 0 0 0 $694,494 $1,658,000 $753,000 $753,000 Services And Supplies $2,273,774 $3,313,741 $2,398,000 $2,398,000 Expenditure Transfers 148,288 23,259 34,000 34,000 $2,422,062 $3,337,000 $2,432,000 $2,432,000 $1,727,568 $1,679,000 $1,679,000 $1,679,000 Detail by Revenue Category and Expenditure Object 1 Total Revenue Total Expenditures/Appropriations Net Cost Contra Costa County Governmental Funds Fiscal Year 2021-2022 100300 - General Fund Public Assistance 0581 - ZERO TLRNCE DOM VIOL INIT Other Assistance State Controller Schedules Schedule 9 County Budget Act Financing Sources and Uses by Budget Unit by Object January 2010 Edition, revision #1 Group:Function: Budget Unit:Activity: 2019-2020 Actuals 2020-2021 Estimated 2021-2022 Requested 2021-2022 Recommended 2 3 4 5 Intergovernmental Revenue $3,244,435 $2,698,000 $3,732,000 $3,732,000 Charges For Services 220,934 0 0 0 Miscellaneous Revenue 145,334 0 0 0 $3,610,702 $2,698,000 $3,732,000 $3,732,000 Salaries And Benefits $34,382,216 $36,249,352 $40,642,724 $40,019,000 Services And Supplies 15,580,172 20,465,148 21,133,000 21,133,000 Other Charges 488,461 522,864 495,000 495,000 Fixed Assets 53,593 1,594,003 0 0 Expenditure Transfers (46,299,663)(53,951,367)(57,984,723)(57,361,000) $4,204,780 $4,880,000 $4,286,001 $4,286,000 $594,077 $2,182,000 $554,001 $554,000 Total Expenditures/Appropriations Net Cost 0501 - EHSD ADMINISTRATIVE SVCS Assistance Administration Detail by Revenue Category and Expenditure Object 1 Total Revenue State Controller Schedules Contra Costa County Governmental Funds Fiscal Year 2021-2022 100300 - General Fund Public Assistance Schedule 9 County Budget Act Financing Sources and Uses by Budget Unit by Object January 2010 Edition, revision #1 Group:Function: Budget Unit:Activity: 2019-2020 Actuals 2020-2021 Estimated 2021-2022 Requested 2021-2022 Recommended 2 3 4 5 Use Of Money & Property $28,800 $28,800 $29,000 $29,000 Intergovernmental Revenue 68,684,108 64,328,501 63,155,000 63,155,000 Miscellaneous Revenue 53,493,278 64,900,601 65,632,000 65,632,000 $122,206,186 $129,257,902 $128,816,000 $128,816,000 Salaries And Benefits $46,685,925 $56,018,112 $55,950,978 $54,307,000 Services And Supplies 21,179,799 25,289,302 22,754,000 22,754,000 Other Charges 52,740,719 54,103,838 53,447,000 53,447,000 Fixed Assets 0 0 0 0 Expenditure Transfers 6,507,392 (1,487,922)5,349,962 4,681,000 $127,113,835 $133,923,330 $137,501,940 $135,189,000 $4,907,648 $4,665,428 $8,685,940 $6,373,000 1 Total Revenue Total Expenditures/Appropriations Net Cost 100300 - General Fund Public Assistance 0502 - EHSD CHILDREN & FAMILY SVCS Aid Programs Detail by Revenue Category and Expenditure Object State Controller Schedules Contra Costa County Governmental Funds Fiscal Year 2021-2022 Schedule 9 County Budget Act Financing Sources and Uses by Budget Unit by Object January 2010 Edition, revision #1 Group:Function: Budget Unit:Activity: 2019-2020 Actuals 2020-2021 Estimated 2021-2022 Requested 2021-2022 Recommended 2 3 4 5 Intergovernmental Revenue $58,427,919 $64,685,478 $67,128,000 $67,128,000 Charges For Services 699,784 447,411 452,000 452,000 Miscellaneous Revenue 5,404,324 4,979,371 5,124,000 5,124,000 $64,532,027 $70,112,260 $72,704,000 $72,704,000 Salaries And Benefits $21,298,231 $22,945,811 $24,784,000 $24,784,000 Services And Supplies 26,074,875 30,843,168 29,944,000 29,944,000 Other Charges 30,988,738 32,871,192 32,896,000 32,896,000 Expenditure Transfers (507,415)1,067,138 (1,229,850)(1,218,000) $77,854,429 $87,727,309 $86,394,150 $86,406,000 $13,322,401 $17,615,049 $13,690,150 $13,702,000 Detail by Revenue Category and Expenditure Object 1 Total Revenue Total Expenditures/Appropriations Net Cost Governmental Funds Fiscal Year 2021-2022 100300 - General Fund Public Assistance 0503 - EHSD AGING & ADULT SVCS Aid Programs State Controller Schedules Contra Costa County Schedule 9 County Budget Act Financing Sources and Uses by Budget Unit by Object January 2010 Edition, revision #1 Group:Function: Budget Unit:Activity: 2019-2020 Actuals 2020-2021 Estimated 2021-2022 Requested 2021-2022 Recommended 2 3 4 5 Use Of Money & Property $0 $0 $0 $0 Intergovernmental Revenue 170,289,409 198,156,140 203,737,000 204,191,000 Miscellaneous Revenue 21,921,130 22,950,461 23,661,000 23,661,000 $192,210,539 $221,106,601 $227,398,000 $227,852,000 Salaries And Benefits $73,204,606 $85,635,821 $91,969,492 $91,970,000 Services And Supplies 24,133,485 29,665,611 30,500,000 30,500,000 Other Charges 58,286,609 60,737,242 63,374,000 63,374,000 Expenditure Transfers 38,704,437 48,115,450 45,562,611 45,596,000 $194,329,136 $224,154,124 $231,406,103 $231,440,000 $2,118,597 $3,047,523 $4,008,103 $3,588,000 Total Expenditures/Appropriations Net Cost 0504 - EHSD WORKFORCE SVCS Aid Programs Detail by Revenue Category and Expenditure Object 1 Total Revenue State Controller Schedules Contra Costa County Governmental Funds Fiscal Year 2021-2022 100300 - General Fund Public Assistance Schedule 9 County Budget Act Financing Sources and Uses by Budget Unit by Object January 2010 Edition, revision #1 Group:Function: Budget Unit:Activity: 2019-2020 Actuals 2020-2021 Estimated 2021-2022 Requested 2021-2022 Recommended 2 3 4 5 Intergovernmental Revenue $0 $0 $0 $0 $0 $0 $0 $0 Salaries And Benefits $0 $0 $0 $0 Services And Supplies 0 0 0 0 Other Charges 0 0 0 0 $0 $0 $0 $0 $0 $0 $0 $0 1 Total Revenue Total Expenditures/Appropriations Net Cost 100300 - General Fund Public Assistance 0506 - CAL HLTH BNFT MARKETPLACE Other Assistance Detail by Revenue Category and Expenditure Object State Controller Schedules Contra Costa County Governmental Funds Fiscal Year 2021-2022 Schedule 9 County Budget Act Financing Sources and Uses by Budget Unit by Object January 2010 Edition, revision #1 Group:Function: Budget Unit:Activity: 2019-2020 Actuals 2020-2021 Estimated 2021-2022 Requested 2021-2022 Recommended 2 3 4 5 Charges For Services $0 $0 $0 $0 Miscellaneous Revenue 64,973 65,000 50,000 50,000 $64,973 $65,000 $50,000 $50,000 Services And Supplies $65,330 $65,000 $50,000 $50,000 $65,330 $65,000 $50,000 $50,000 $358 $0 $0 $0 Detail by Revenue Category and Expenditure Object 1 Total Revenue Total Expenditures/Appropriations Net Cost Governmental Funds Fiscal Year 2021-2022 100300 - General Fund Public Assistance 0507 - EHS - ANN ADLER CHILD & FMLY Aid Programs State Controller Schedules Contra Costa County Schedule 9 County Budget Act Financing Sources and Uses by Budget Unit by Object January 2010 Edition, revision #1 Group:Function: Budget Unit:Activity: 2019-2020 Actuals 2020-2021 Estimated 2021-2022 Requested 2021-2022 Recommended 2 3 4 5 Use Of Money & Property $157,320 $157,320 $157,000 $157,000 Intergovernmental Revenue 5,595,850 8,088,722 6,543,000 6,543,000 Miscellaneous Revenue 265,521 440,312 391,000 391,000 $6,018,691 $8,686,354 $7,091,000 $7,091,000 Salaries And Benefits $1,501,034 $1,755,842 $1,837,000 $1,837,000 Services And Supplies 4,062,076 6,286,456 4,731,000 4,731,000 Other Charges 397,006 655,922 539,000 539,000 Expenditure Transfers (23,239)1,134 2,000 2,000 $5,936,877 $8,699,354 $7,109,000 $7,109,000 ($81,815)$13,000 $18,000 $18,000 Total Expenditures/Appropriations Net Cost 0583 - EHSD WFRC INVESTMENT BRD Other Assistance Detail by Revenue Category and Expenditure Object 1 Total Revenue State Controller Schedules Contra Costa County Governmental Funds Fiscal Year 2021-2022 100300 - General Fund Public Assistance Schedule 9 County Budget Act Financing Sources and Uses by Budget Unit by Object January 2010 Edition, revision #1 Group:Function: Budget Unit:Activity: 2019-2020 Actuals 2020-2021 Estimated 2021-2022 Requested 2021-2022 Recommended 2 3 4 5 Use Of Money & Property $60,996 $60,592 $61,000 $61,000 Intergovernmental Revenue 28,412,164 41,688,718 41,966,000 41,966,000 Miscellaneous Revenue 8,598,491 13,501,443 13,650,000 13,650,000 $37,071,650 $55,250,753 $55,677,000 $55,677,000 Salaries And Benefits $16,301,591 $21,833,581 $21,708,000 $21,708,000 Services And Supplies 15,253,460 20,992,399 20,125,000 20,125,000 Other Charges 67,955 85,243 65,000 65,000 Fixed Assets 92,470 500,000 500,000 500,000 Expenditure Transfers 5,576,757 11,998,530 13,438,000 13,438,000 $37,292,233 $55,409,753 $55,836,000 $55,836,000 $220,583 $159,000 $159,000 $159,000 1 Total Revenue Total Expenditures/Appropriations Net Cost 100300 - General Fund Public Assistance 0588 - COMMUNITY SERVICES Other Assistance Detail by Revenue Category and Expenditure Object State Controller Schedules Contra Costa County Governmental Funds Fiscal Year 2021-2022 Schedule 9 County Budget Act Financing Sources and Uses by Budget Unit by Object January 2010 Edition, revision #1 Group:Function: Budget Unit:Activity: 2019-2020 Actuals 2020-2021 Estimated 2021-2022 Requested 2021-2022 Recommended 2 3 4 5 License/Permit/Franchises $18,195 $24,250 $19,000 $19,000 Fines/Forfeits/Penalties 2,373,752 2,435,692 2,245,000 2,245,000 Intergovernmental Revenue 50,390 64,000 35,000 35,000 Charges For Services 3,756,244 3,882,058 3,401,000 3,401,000 Miscellaneous Revenue 1,040 0 0 0 $6,199,621 $6,406,000 $5,700,000 $5,700,000 Salaries And Benefits $806,023 $896,000 $889,000 $889,000 Services And Supplies 760,381 563,000 693,000 693,000 Other Charges 15,307,797 15,561,000 15,418,000 15,418,000 Expenditure Transfers 0 0 0 0 $16,874,201 $17,020,000 $17,000,000 $17,000,000 $10,674,580 $10,614,000 $11,300,000 $11,300,000 Detail by Revenue Category and Expenditure Object 1 Total Revenue Total Expenditures/Appropriations Net Cost Governmental Funds Fiscal Year 2021-2022 100300 - General Fund Public Protection 0202 - TRIAL COURT PROGRAMS Judicial State Controller Schedules Contra Costa County Schedule 9 County Budget Act Financing Sources and Uses by Budget Unit by Object January 2010 Edition, revision #1 Group:Function: Budget Unit:Activity: 2019-2020 Actuals 2020-2021 Estimated 2021-2022 Requested 2021-2022 Recommended 2 3 4 5 Services And Supplies $127,143 $156,000 $156,000 $156,000 $127,143 $156,000 $156,000 $156,000 $127,143 $156,000 $156,000 $156,000Net Cost 0238 - CIVIL GRAND JURY Judicial Detail by Revenue Category and Expenditure Object 1 Total Expenditures/Appropriations State Controller Schedules Contra Costa County Governmental Funds Fiscal Year 2021-2022 100300 - General Fund Public Protection Schedule 9 County Budget Act Financing Sources and Uses by Budget Unit by Object January 2010 Edition, revision #1 Group:Function: Budget Unit:Activity: 2019-2020 Actuals 2020-2021 Estimated 2021-2022 Requested 2021-2022 Recommended 2 3 4 5 Services And Supplies $59,468 $50,000 $50,000 $50,000 $59,468 $50,000 $50,000 $50,000 $59,468 $50,000 $50,000 $50,000 Total Expenditures/Appropriations Net Cost Public Protection 0239 - CRIMINAL GRAND JURY Judicial Detail by Revenue Category and Expenditure Object 1 State Controller Schedules Contra Costa County Governmental Funds Fiscal Year 2021-2022 100300 - General Fund Schedule 9 County Budget Act Financing Sources and Uses by Budget Unit by Object January 2010 Edition, revision #1 Group:Function: Budget Unit:Activity: 2019-2020 Actuals 2020-2021 Estimated 2021-2022 Requested 2021-2022 Recommended 2 3 4 5 Salaries And Benefits $0 $0 $0 $0 Services And Supplies 4,774,741 5,400,000 5,561,000 5,561,000 $4,774,741 $5,400,000 $5,561,000 $5,561,000 $4,774,741 $5,400,000 $5,561,000 $5,561,000 1 Total Expenditures/Appropriations Net Cost 100300 - General Fund Public Protection 0248 - CONFLICT DEFENSE SERVICES Judicial Detail by Revenue Category and Expenditure Object State Controller Schedules Contra Costa County Governmental Funds Fiscal Year 2021-2022 Schedule 9 County Budget Act Financing Sources and Uses by Budget Unit by Object January 2010 Edition, revision #1 Group:Function: Budget Unit:Activity: 2019-2020 Actuals 2020-2021 Estimated 2021-2022 Requested 2021-2022 Recommended 2 3 4 5 Intergovernmental Revenue $1,092,855 $1,000,000 $1,000,000 $1,000,000 $1,092,855 $1,000,000 $1,000,000 $1,000,000 Services And Supplies $802,168 $2,892,773 $1,000,000 $1,000,000 $802,168 $2,892,773 $1,000,000 $1,000,000 ($290,687)$1,892,773 $0 $0 Detail by Revenue Category and Expenditure Object 1 Total Revenue Total Expenditures/Appropriations Net Cost Fiscal Year 2021-2022 100300 - General Fund Public Protection 0265 - VEHICLE THEFT PROGRAM Police Protection State Controller Schedules Contra Costa County Governmental Funds Schedule 9 County Budget Act Financing Sources and Uses by Budget Unit by Object January 2010 Edition, revision #1 Group:Function: Budget Unit:Activity: 2019-2020 Actuals 2020-2021 Estimated 2021-2022 Requested 2021-2022 Recommended 2 3 4 5 Charges For Services $6,728,592 $5,253,000 $1,621,000 $1,621,000 Miscellaneous Revenue 246,289 20,000 20,000 20,000 $6,974,880 $5,273,000 $1,641,000 $1,641,000 Salaries And Benefits $4,199,169 $4,804,088 $4,811,000 $4,811,000 Services And Supplies 6,934,155 8,373,984 3,980,000 3,980,000 Fixed Assets 807,211 4,153,271 325,000 325,000 Expenditure Transfers 52,775 11,006 34,000 34,000 $11,993,310 $17,342,349 $9,150,000 $9,150,000 $5,018,430 $12,069,349 $7,509,000 $7,509,000 Detail by Revenue Category and Expenditure Object 1 Total Revenue Total Expenditures/Appropriations Net Cost Contra Costa County Governmental Funds Fiscal Year 2021-2022 100300 - General Fund General 0043 - ELECTIONS Elections State Controller Schedules Schedule 9 County Budget Act Financing Sources and Uses by Budget Unit by Object January 2010 Edition, revision #1 Group:Function: Budget Unit:Activity: 2019-2020 Actuals 2020-2021 Estimated 2021-2022 Requested 2021-2022 Recommended 2 3 4 5 Charges For Services $7,179,963 $6,404,000 $7,004,000 $7,004,000 Miscellaneous Revenue 14,236 0 0 0 $7,194,198 $6,404,000 $7,004,000 $7,004,000 Salaries And Benefits $3,239,396 $4,280,287 $4,429,000 $4,429,000 Services And Supplies 508,991 819,010 674,000 674,000 Other Charges 0 1,200 1,000 1,000 Expenditure Transfers (2,871)(8,497)(9,000)(9,000) $3,745,515 $5,092,000 $5,095,000 $5,095,000 ($3,448,683)($1,312,000)($1,909,000)($1,909,000) Total Expenditures/Appropriations Net Cost 0355 - RECORDER Other Protection Detail by Revenue Category and Expenditure Object 1 Total Revenue State Controller Schedules Contra Costa County Governmental Funds Fiscal Year 2021-2022 100300 - General Fund Public Protection Schedule 9 County Budget Act Financing Sources and Uses by Budget Unit by Object January 2010 Edition, revision #1 Group:Function: Budget Unit:Activity: 2019-2020 Actuals 2020-2021 Estimated 2021-2022 Requested 2021-2022 Recommended 2 3 4 5 License/Permit/Franchises $40,335 $31,500 $32,000 $32,000 Fines/Forfeits/Penalties 140,586 150,000 150,000 150,000 Intergovernmental Revenue 41,371,347 43,886,124 46,773,000 46,773,000 Charges For Services 30,041,965 32,554,593 33,795,000 33,795,000 Miscellaneous Revenue 11,957,835 12,726,158 12,935,000 12,935,000 $83,552,067 $89,348,375 $93,685,000 $93,685,000 Salaries And Benefits $118,556,722 $120,041,620 $125,501,000 $122,866,000 Services And Supplies 11,889,973 11,476,357 11,394,000 11,394,000 Other Charges 223,089 402,607 402,000 402,000 Fixed Assets 654,736 2,073,764 2,073,000 2,073,000 Expenditure Transfers 3,516,867 2,340,028 3,413,000 3,413,000 $134,841,388 $136,334,376 $142,783,000 $140,148,000 $51,289,321 $46,986,001 $49,098,000 $46,463,000 1 Total Revenue Total Expenditures/Appropriations Net Cost 100300 - General Fund Public Protection 0255 - SHERIFF Police Protection Detail by Revenue Category and Expenditure Object State Controller Schedules Contra Costa County Governmental Funds Fiscal Year 2021-2022 Schedule 9 County Budget Act Financing Sources and Uses by Budget Unit by Object January 2010 Edition, revision #1 Group:Function: Budget Unit:Activity: 2019-2020 Actuals 2020-2021 Estimated 2021-2022 Requested 2021-2022 Recommended 2 3 4 5 Fines/Forfeits/Penalties $4,632 $0 $0 $0 Charges For Services 4,096 0 0 0 Miscellaneous Revenue 14,945,549 17,337,206 18,526,000 18,526,000 $14,954,277 $17,337,206 $18,526,000 $18,526,000 Salaries And Benefits $13,921,259 $17,159,626 $18,328,000 $18,328,000 Services And Supplies 120,885 147,047 142,000 142,000 Expenditure Transfers 20,365 30,532 56,000 56,000 $14,062,509 $17,337,205 $18,526,000 $18,526,000 ($891,768)($1)$0 $0 Detail by Revenue Category and Expenditure Object 1 Total Revenue Total Expenditures/Appropriations Net Cost Governmental Funds Fiscal Year 2021-2022 100300 - General Fund Public Protection 0277 - SHERIFF CONTRACT SVCS Police Protection State Controller Schedules Contra Costa County Schedule 9 County Budget Act Financing Sources and Uses by Budget Unit by Object January 2010 Edition, revision #1 Group:Function: Budget Unit:Activity: 2019-2020 Actuals 2020-2021 Estimated 2021-2022 Requested 2021-2022 Recommended 2 3 4 5 Intergovernmental Revenue $30,857,314 $32,439,615 $34,671,000 $34,671,000 Charges For Services 1,431,860 957,000 957,000 957,000 Miscellaneous Revenue 8,574,220 10,079,902 10,616,000 10,616,000 $40,863,395 $43,476,517 $46,244,000 $46,244,000 Salaries And Benefits $72,574,413 $80,728,540 $87,853,000 $87,853,000 Services And Supplies 7,925,445 7,670,886 6,944,000 6,944,000 Other Charges 13,378 166,415 166,000 166,000 Fixed Assets 23,812 118,047 118,000 118,000 Expenditure Transfers (16,633,852)612,629 801,000 801,000 $63,903,196 $89,296,517 $95,882,000 $95,882,000 $23,039,801 $45,820,000 $49,638,000 $49,638,000 Total Expenditures/Appropriations Net Cost 0300 - CUSTODY SERVICES BUREAU Detention & Correction Detail by Revenue Category and Expenditure Object 1 Total Revenue State Controller Schedules Contra Costa County Governmental Funds Fiscal Year 2021-2022 100300 - General Fund Public Protection Schedule 9 County Budget Act Financing Sources and Uses by Budget Unit by Object January 2010 Edition, revision #1 Group:Function: Budget Unit:Activity: 2019-2020 Actuals 2020-2021 Estimated 2021-2022 Requested 2021-2022 Recommended 2 3 4 5 Charges For Services $198,122 $155,000 $155,000 $155,000 Miscellaneous Revenue 36,795 30,000 30,000 30,000 $234,917 $185,000 $185,000 $185,000 Salaries And Benefits $2,389,842 $2,358,565 $2,625,000 $2,625,000 Services And Supplies 1,075,529 992,153 985,000 985,000 Other Charges 104 0 0 0 Expenditure Transfers 52,098 48,282 69,000 69,000 $3,517,574 $3,399,000 $3,679,000 $3,679,000 $3,282,656 $3,214,000 $3,494,000 $3,494,000 1 Total Revenue Total Expenditures/Appropriations Net Cost 100300 - General Fund Public Protection 0359 - CORONER Other Protection Detail by Revenue Category and Expenditure Object State Controller Schedules Contra Costa County Governmental Funds Fiscal Year 2021-2022 Schedule 9 County Budget Act Financing Sources and Uses by Budget Unit by Object January 2010 Edition, revision #1 Group:Function: Budget Unit:Activity: 2019-2020 Actuals 2020-2021 Estimated 2021-2022 Requested 2021-2022 Recommended 2 3 4 5 Intergovernmental Revenue $1,748,148 $1,565,505 $1,566,000 $1,566,000 Charges For Services 1,139,715 1,649,025 1,382,000 1,382,000 Miscellaneous Revenue 40,567 31,470 32,000 32,000 $2,928,430 $3,246,000 $2,980,000 $2,980,000 Salaries And Benefits $4,088,133 $4,062,287 $4,289,000 $4,289,000 Services And Supplies 2,143,061 1,991,301 2,482,000 2,482,000 Other Charges 470,512 99,037 100,000 100,000 Fixed Assets 32,569 840,165 840,000 840,000 Expenditure Transfers (863,650)576,210 342,000 342,000 $5,870,625 $7,569,000 $8,053,000 $8,053,000 $2,942,195 $4,323,000 $5,073,000 $5,073,000 Detail by Revenue Category and Expenditure Object 1 Total Revenue Total Expenditures/Appropriations Net Cost Governmental Funds Fiscal Year 2021-2022 100300 - General Fund Public Protection 0362 - EMERGENCY SERVICES Other Protection State Controller Schedules Contra Costa County Schedule 9 County Budget Act Financing Sources and Uses by Budget Unit by Object January 2010 Edition, revision #1 Group:Function: Budget Unit:Activity: 2019-2020 Actuals 2020-2021 Estimated 2021-2022 Requested 2021-2022 Recommended 2 3 4 5 Intergovernmental Revenue $1,111,853 $1,292,188 $1,539,000 $1,539,000 Charges For Services 460,308 2,000 2,000 2,000 Miscellaneous Revenue 9,815,192 18,494,089 20,669,000 20,669,000 $11,387,352 $19,788,277 $22,210,000 $22,210,000 Salaries And Benefits $28,763,687 $32,955,538 $35,276,000 $34,595,000 Services And Supplies 5,499,920 11,219,179 11,438,000 11,438,000 Other Charges 17,598 1,317,223 1,318,000 1,318,000 Fixed Assets 37,146 0 0 0 Expenditure Transfers (343,613)(213,632)(180,000)(180,000) $33,974,737 $45,278,308 $47,852,000 $47,171,000 $22,587,385 $25,490,031 $25,642,000 $24,961,000 Total Expenditures/Appropriations Net Cost 0308 - PROBATION PROGRAMS Detention & Correction Detail by Revenue Category and Expenditure Object 1 Total Revenue State Controller Schedules Contra Costa County Governmental Funds Fiscal Year 2021-2022 100300 - General Fund Public Protection Schedule 9 County Budget Act Financing Sources and Uses by Budget Unit by Object January 2010 Edition, revision #1 Group:Function: Budget Unit:Activity: 2019-2020 Actuals 2020-2021 Estimated 2021-2022 Requested 2021-2022 Recommended 2 3 4 5 Intergovernmental Revenue $10,400,519 $11,358,596 $10,850,000 $10,850,000 Charges For Services 1,157 1,400 1,000 1,000 Miscellaneous Revenue 4,008,075 4,271,334 4,656,000 4,656,000 $14,409,751 $15,631,330 $15,507,000 $15,507,000 Salaries And Benefits $25,074,367 $25,801,634 $26,908,000 $26,908,000 Services And Supplies 2,839,221 2,926,008 3,113,000 3,113,000 Other Charges 10,200 10,200 11,000 11,000 Fixed Assets 100,204 0 0 0 Expenditure Transfers 122,499 125,988 155,000 155,000 $28,146,491 $28,863,830 $30,187,000 $30,187,000 $13,736,739 $13,232,500 $14,680,000 $14,680,000 1 Total Revenue Total Expenditures/Appropriations Net Cost 100300 - General Fund Public Protection 0309 - PROBATION FACILITIES Detention & Correction Detail by Revenue Category and Expenditure Object State Controller Schedules Contra Costa County Governmental Funds Fiscal Year 2021-2022 Schedule 9 County Budget Act Financing Sources and Uses by Budget Unit by Object January 2010 Edition, revision #1 Group:Function: Budget Unit:Activity: 2019-2020 Actuals 2020-2021 Estimated 2021-2022 Requested 2021-2022 Recommended 2 3 4 5 Intergovernmental Revenue $900,033 $1,128,000 $955,000 $955,000 Miscellaneous Revenue 1,574,327 1,850,000 1,450,000 1,450,000 $2,474,360 $2,978,000 $2,405,000 $2,405,000 Services And Supplies $3,374,882 $3,276,000 $3,277,000 $3,277,000 Other Charges 4,792,573 5,245,000 4,487,000 4,487,000 $8,167,455 $8,521,000 $7,764,000 $7,764,000 $5,693,095 $5,543,000 $5,359,000 $5,359,000 Detail by Revenue Category and Expenditure Object 1 Total Revenue Total Expenditures/Appropriations Net Cost Governmental Funds Fiscal Year 2021-2022 100300 - General Fund Public Protection 0310 - PROB CARE OF COURT WARDS Detention & Correction State Controller Schedules Contra Costa County Schedule 9 County Budget Act Financing Sources and Uses by Budget Unit by Object January 2010 Edition, revision #1 Group:Function: Budget Unit:Activity: 2019-2020 Actuals 2020-2021 Estimated 2021-2022 Requested 2021-2022 Recommended 2 3 4 5 Fines/Forfeits/Penalties $25,150 $14,499 $26,000 $26,000 Intergovernmental Revenue 3,042,079 3,377,394 3,474,000 3,474,000 Charges For Services 931,585 1,154,107 1,159,000 1,159,000 Miscellaneous Revenue 49,933 17,000 20,000 20,000 $4,048,747 $4,563,000 $4,679,000 $4,679,000 Salaries And Benefits $4,730,546 $5,007,235 $5,180,000 $5,180,000 Services And Supplies 1,295,965 1,454,799 1,259,000 1,259,000 Other Charges 0 0 0 0 Fixed Assets 29,220 8,500 9,000 9,000 Expenditure Transfers 479,195 485,466 624,000 624,000 $6,534,925 $6,956,000 $7,072,000 $7,072,000 $2,486,178 $2,393,000 $2,393,000 $2,393,000 Total Expenditures/Appropriations Net Cost 0335 - AGRICULTURE-WEIGHTS/MEAS Protective Inspection Detail by Revenue Category and Expenditure Object 1 Total Revenue State Controller Schedules Contra Costa County Governmental Funds Fiscal Year 2021-2022 100300 - General Fund Public Protection Schedule 9 County Budget Act Financing Sources and Uses by Budget Unit by Object January 2010 Edition, revision #1 Group:Function: Budget Unit:Activity: 2019-2020 Actuals 2020-2021 Estimated 2021-2022 Requested 2021-2022 Recommended 2 3 4 5 License/Permit/Franchises $1,477,348 $1,600,000 $1,600,000 $1,600,000 Charges For Services 5,918,261 6,385,000 6,147,000 6,147,000 Miscellaneous Revenue 53,310 25,000 10,000 10,000 $7,448,919 $8,010,000 $7,757,000 $7,757,000 Salaries And Benefits $7,778,681 $8,436,051 $8,672,000 $8,672,000 Services And Supplies 2,976,049 4,076,896 2,770,000 2,770,000 Other Charges 9,698 10,000 10,000 10,000 Fixed Assets 10,391 0 0 0 Expenditure Transfers 425,988 289,558 417,000 417,000 $11,200,807 $12,812,505 $11,869,000 $11,869,000 $3,751,888 $4,802,505 $4,112,000 $4,112,000 1 Total Revenue Total Expenditures/Appropriations Net Cost 100300 - General Fund Public Protection 0366 - ANIMAL SERVICES Other Protection Detail by Revenue Category and Expenditure Object State Controller Schedules Contra Costa County Governmental Funds Fiscal Year 2021-2022 Schedule 9 County Budget Act Financing Sources and Uses by Budget Unit by Object January 2010 Edition, revision #1 Group:Function: Budget Unit:Activity: 2019-2020 Actuals 2020-2021 Estimated 2021-2022 Requested 2021-2022 Recommended 2 3 4 5 Charges For Services $1,345,456 $1,724,800 $1,725,000 $1,725,000 Miscellaneous Revenue 140 0 0 0 $1,345,596 $1,724,800 $1,725,000 $1,725,000 Services And Supplies $766,687 $2,524,751 $1,340,000 $1,340,000 Other Charges 104,479 200,000 200,000 200,000 Expenditure Transfers 61,252 185,000 185,000 185,000 $932,418 $2,909,751 $1,725,000 $1,725,000 ($413,178)$1,184,951 $0 $0 Detail by Revenue Category and Expenditure Object 1 Total Revenue Total Expenditures/Appropriations Net Cost Governmental Funds Fiscal Year 2021-2022 100300 - General Fund General 0580 - KELLER CNYN MTIGATN FUND Other General State Controller Schedules Contra Costa County Schedule 9 County Budget Act Financing Sources and Uses by Budget Unit by Object January 2010 Edition, revision #1 Group:Function: Budget Unit:Activity: 2019-2020 Actuals 2020-2021 Estimated 2021-2022 Requested 2021-2022 Recommended 2 3 4 5 License/Permit/Franchises $1,150 $0 $0 $0 Charges For Services 0 1,176,000 1,374,000 1,374,000 Miscellaneous Revenue 371,406 0 0 0 $372,556 $1,176,000 $1,374,000 $1,374,000 Salaries And Benefits $400,832 $681,084 $705,000 $705,000 Services And Supplies 130,832 2,329,665 1,100,000 1,100,000 Other Charges 3 348 1,000 1,000 Expenditure Transfers 237,529 250,000 250,000 250,000 $769,195 $3,261,097 $2,056,000 $2,056,000 $396,639 $2,085,097 $682,000 $682,000 Total Expenditures/Appropriations Net Cost 0591 - NPP Other Assistance Detail by Revenue Category and Expenditure Object 1 Total Revenue State Controller Schedules Contra Costa County Governmental Funds Fiscal Year 2021-2022 100300 - General Fund Public Assistance Schedule 9 County Budget Act Financing Sources and Uses by Budget Unit by Object January 2010 Edition, revision #1 Group:Function: Budget Unit:Activity: 2019-2020 Actuals 2020-2021 Estimated 2021-2022 Requested 2021-2022 Recommended 2 3 4 5 Intergovernmental Revenue $244,405 $629,000 $827,000 $827,000 $244,405 $629,000 $827,000 $827,000 Services And Supplies $187,062 $557,000 $755,000 $755,000 Expenditure Transfers 57,342 72,000 72,000 72,000 $244,405 $629,000 $827,000 $827,000 $0 $0 $0 $0 1 Total Revenue Total Expenditures/Appropriations Net Cost 100300 - General Fund Public Assistance 0590 - HOPWA GRANT Other Assistance Detail by Revenue Category and Expenditure Object State Controller Schedules Contra Costa County Governmental Funds Fiscal Year 2021-2022 Schedule 9 County Budget Act Financing Sources and Uses by Budget Unit by Object January 2010 Edition, revision #1 Group:Function: Budget Unit:Activity: 2019-2020 Actuals 2020-2021 Estimated 2021-2022 Requested 2021-2022 Recommended 2 3 4 5 Intergovernmental Revenue $6,174,038 $6,670,000 $11,289,000 $11,289,000 Miscellaneous Revenue 21,254 0 0 0 $6,195,292 $6,670,000 $11,289,000 $11,289,000 Services And Supplies $5,407,106 $5,556,000 $10,155,000 $10,155,000 Other Charges 2,738 10,000 10,000 10,000 Expenditure Transfers 846,556 1,104,000 1,124,000 1,124,000 $6,256,400 $6,670,000 $11,289,000 $11,289,000 $61,108 $0 $0 $0 Detail by Revenue Category and Expenditure Object 1 Total Revenue Total Expenditures/Appropriations Net Cost Governmental Funds Fiscal Year 2021-2022 100300 - General Fund Public Assistance 0592 - HUD BLOCK GRANT Other Assistance State Controller Schedules Contra Costa County Schedule 9 County Budget Act Financing Sources and Uses by Budget Unit by Object January 2010 Edition, revision #1 Group:Function: Budget Unit:Activity: 2019-2020 Actuals 2020-2021 Estimated 2021-2022 Requested 2021-2022 Recommended 2 3 4 5 Intergovernmental Revenue $807,706 $620,000 $15,870,000 $15,870,000 $807,706 $620,000 $15,870,000 $15,870,000 Services And Supplies $795,350 $580,050 $15,830,000 $15,830,000 Expenditure Transfers 43,201 39,950 40,000 40,000 $838,551 $620,000 $15,870,000 $15,870,000 $30,845 $0 $0 $0 Total Expenditures/Appropriations Net Cost 0593 - HUD EMERGENCY SOLUTIONS GRT Other Assistance Detail by Revenue Category and Expenditure Object 1 Total Revenue State Controller Schedules Contra Costa County Governmental Funds Fiscal Year 2021-2022 100300 - General Fund Public Assistance Schedule 9 County Budget Act Financing Sources and Uses by Budget Unit by Object January 2010 Edition, revision #1 Group:Function: Budget Unit:Activity: 2019-2020 Actuals 2020-2021 Estimated 2021-2022 Requested 2021-2022 Recommended 2 3 4 5 Intergovernmental Revenue $1,806,691 $4,679,000 $6,522,000 $6,522,000 Miscellaneous Revenue 0 0 0 0 $1,806,691 $4,679,000 $6,522,000 $6,522,000 Services And Supplies $1,183,263 $4,277,000 $6,077,000 $6,077,000 Other Charges 1,554 2,000 2,000 2,000 Expenditure Transfers 621,874 400,000 443,000 443,000 $1,806,691 $4,679,000 $6,522,000 $6,522,000 $0 $0 $0 $0 1 Total Revenue Total Expenditures/Appropriations Net Cost 100300 - General Fund Public Assistance 0594 - HUD HOME BLOCK GRANT Other Assistance Detail by Revenue Category and Expenditure Object State Controller Schedules Contra Costa County Governmental Funds Fiscal Year 2021-2022 Schedule 9 County Budget Act Financing Sources and Uses by Budget Unit by Object January 2010 Edition, revision #1 Group:Function: Budget Unit:Activity: 2019-2020 Actuals 2020-2021 Estimated 2021-2022 Requested 2021-2022 Recommended 2 3 4 5 Fines/Forfeits/Penalties $3,500 $23,200 $24,000 $24,000 Intergovernmental Revenue 19,745,509 20,025,273 21,638,000 21,638,000 Miscellaneous Revenue 4,790,422 4,579,766 5,473,000 5,593,000 $24,539,431 $24,628,239 $27,135,000 $27,255,000 Salaries And Benefits $42,174,509 $43,184,849 $45,652,000 $45,134,000 Services And Supplies 3,370,349 4,316,956 4,013,000 4,013,000 Other Charges 35,273 42,647 43,000 43,000 Fixed Assets 53,731 60,000 60,000 60,000 Expenditure Transfers (288,113)(372,213)(302,000)(302,000) $45,345,749 $47,232,239 $49,466,000 $48,948,000 $20,806,319 $22,604,000 $22,331,000 $21,693,000 Detail by Revenue Category and Expenditure Object 1 Total Revenue Total Expenditures/Appropriations Net Cost Governmental Funds Fiscal Year 2021-2022 100300 - General Fund Public Protection 0242 - DISTRICT ATTORNEY Judicial State Controller Schedules Contra Costa County Schedule 9 County Budget Act Financing Sources and Uses by Budget Unit by Object January 2010 Edition, revision #1 Group:Function: Budget Unit:Activity: 2019-2020 Actuals 2020-2021 Estimated 2021-2022 Requested 2021-2022 Recommended 2 3 4 5 Miscellaneous Revenue $1,338 $0 $0 $0 $1,338 $0 $0 $0 Salaries And Benefits $436,836 $348,279 $380,000 $380,000 Services And Supplies 14,844 7,881 10,000 10,000 Expenditure Transfers (153,828)(330,160)(353,000)(353,000) $297,852 $26,000 $37,000 $37,000 $296,514 $26,000 $37,000 $37,000 Total Expenditures/Appropriations Net Cost 0245 - D A WELFARE FRAUD Judicial Detail by Revenue Category and Expenditure Object 1 Total Revenue State Controller Schedules Contra Costa County Governmental Funds Fiscal Year 2021-2022 100300 - General Fund Public Protection Schedule 9 County Budget Act Financing Sources and Uses by Budget Unit by Object January 2010 Edition, revision #1 Group:Function: Budget Unit:Activity: 2019-2020 Actuals 2020-2021 Estimated 2021-2022 Requested 2021-2022 Recommended 2 3 4 5 Intergovernmental Revenue $46,062 $72,411 $392,000 $392,000 Charges For Services 5,436 0 0 0 Miscellaneous Revenue 4,244,988 5,099,828 5,685,000 5,685,000 $4,296,485 $5,172,239 $6,077,000 $6,077,000 Salaries And Benefits $28,185,019 $30,018,788 $32,067,000 $32,067,000 Services And Supplies 4,219,351 4,298,976 4,715,000 4,715,000 Other Charges 14 259,456 0 0 Fixed Assets 788 28,000 0 0 Expenditure Transfers (120,497)(173,981)(157,000)(157,000) $32,284,674 $34,431,239 $36,625,000 $36,625,000 $27,988,189 $29,259,000 $30,548,000 $30,548,000 1 Total Revenue Total Expenditures/Appropriations Net Cost 100300 - General Fund Public Protection 0243 - PUBLIC DEFENDER Judicial Detail by Revenue Category and Expenditure Object State Controller Schedules Contra Costa County Governmental Funds Fiscal Year 2021-2022 Schedule 9 County Budget Act Financing Sources and Uses by Budget Unit by Object January 2010 Edition, revision #1 Group:Function: Budget Unit:Activity: 2019-2020 Actuals 2020-2021 Estimated 2021-2022 Requested 2021-2022 Recommended 2 3 4 5 Charges For Services $303,872 $312,244 $335,000 $335,000 Miscellaneous Revenue 143,225 80,000 80,000 80,000 $447,097 $392,244 $415,000 $415,000 Salaries And Benefits $816,332 $896,850 $984,000 $984,000 Services And Supplies 239,740 347,638 355,000 355,000 Expenditure Transfers (270,110)(201,244)(244,000)(244,000) $785,961 $1,043,244 $1,095,000 $1,095,000 $338,865 $651,000 $680,000 $680,000 Detail by Revenue Category and Expenditure Object 1 Total Revenue Total Expenditures/Appropriations Net Cost Governmental Funds Fiscal Year 2021-2022 100300 - General Fund General 0020 - PURCHASING Finance State Controller Schedules Contra Costa County Schedule 9 County Budget Act Financing Sources and Uses by Budget Unit by Object January 2010 Edition, revision #1 Group:Function: Budget Unit:Activity: 2019-2020 Actuals 2020-2021 Estimated 2021-2022 Requested 2021-2022 Recommended 2 3 4 5 Miscellaneous Revenue $566,483 $580,000 $580,000 $580,000 $566,483 $580,000 $580,000 $580,000 Other Charges $0 $580,000 $580,000 $580,000 $0 $580,000 $580,000 $580,000 ($566,483)$0 $0 $0 Total Expenditures/Appropriations Net Cost 0063 - FLEET SERVICES Property Management Detail by Revenue Category and Expenditure Object 1 Total Revenue State Controller Schedules Contra Costa County Governmental Funds Fiscal Year 2021-2022 100300 - General Fund General Schedule 9 County Budget Act Financing Sources and Uses by Budget Unit by Object January 2010 Edition, revision #1 Group:Function: Budget Unit:Activity: 2019-2020 Actuals 2020-2021 Estimated 2021-2022 Requested 2021-2022 Recommended 2 3 4 5 Use Of Money & Property $105,499 $107,050 $109,000 $109,000 Charges For Services 41,990 48,057 45,000 45,000 Miscellaneous Revenue 10,043 0 14,000 14,000 $157,532 $155,107 $168,000 $168,000 Services And Supplies $23,789,437 $24,189,240 $27,741,000 $27,741,000 Expenditure Transfers (76,999)66,867 131,000 131,000 $23,712,438 $24,256,107 $27,872,000 $27,872,000 $23,554,906 $24,101,000 $27,704,000 $27,704,000 1 Total Revenue Total Expenditures/Appropriations Net Cost 100300 - General Fund General 0077 - GEN CO BLG OCCUPANCY COST Property Management Detail by Revenue Category and Expenditure Object State Controller Schedules Contra Costa County Governmental Funds Fiscal Year 2021-2022 Schedule 9 County Budget Act Financing Sources and Uses by Budget Unit by Object January 2010 Edition, revision #1 Group:Function: Budget Unit:Activity: 2019-2020 Actuals 2020-2021 Estimated 2021-2022 Requested 2021-2022 Recommended 2 3 4 5 Charges For Services $185,125 $191,212 $201,000 $201,000 Miscellaneous Revenue 453,488 596,296 548,000 548,000 $638,613 $787,508 $749,000 $749,000 Services And Supplies $454,472 $596,296 $549,000 $549,000 Expenditure Transfers 184,141 191,212 200,000 200,000 $638,613 $787,508 $749,000 $749,000 $0 $0 $0 $0 Detail by Revenue Category and Expenditure Object 1 Total Revenue Total Expenditures/Appropriations Net Cost Governmental Funds Fiscal Year 2021-2022 100300 - General Fund General 0078 - GSD OUTSIDE AGENCY SVC Property Management State Controller Schedules Contra Costa County Schedule 9 County Budget Act Financing Sources and Uses by Budget Unit by Object January 2010 Edition, revision #1 Group:Function: Budget Unit:Activity: 2019-2020 Actuals 2020-2021 Estimated 2021-2022 Requested 2021-2022 Recommended 2 3 4 5 Intergovernmental Revenue $18,588 $0 $0 $0 Charges For Services 53,478,488 51,304,549 53,738,000 53,738,000 Miscellaneous Revenue 591,515 592,046 669,000 669,000 $54,088,591 $51,896,595 $54,407,000 $54,407,000 Salaries And Benefits $22,995,797 $28,657,851 $29,281,243 $29,985,000 Services And Supplies 65,434,844 65,737,602 65,582,000 65,582,000 Other Charges 39,179,008 39,182,286 40,301,000 40,301,000 Fixed Assets 154,570 437,234 100,000 100,000 Expenditure Transfers (73,871,572)(81,868,378)(80,857,243)(81,561,000) Provisions For Contingencies 0 0 0 0 $53,892,646 $52,146,595 $54,407,000 $54,407,000 ($195,944)$250,000 $0 $0 Total Expenditures/Appropriations Net Cost 0079 - BUILDING MAINTENANCE Property Management Detail by Revenue Category and Expenditure Object 1 Total Revenue State Controller Schedules Contra Costa County Governmental Funds Fiscal Year 2021-2022 100300 - General Fund General Schedule 9 County Budget Act Financing Sources and Uses by Budget Unit by Object January 2010 Edition, revision #1 Group:Function: Budget Unit:Activity: 2019-2020 Actuals 2020-2021 Estimated 2021-2022 Requested 2021-2022 Recommended 2 3 4 5 Charges For Services $905,251 $908,700 $949,000 $949,000 Miscellaneous Revenue 7,677 0 0 0 $912,929 $908,700 $949,000 $949,000 Salaries And Benefits $2,125,689 $2,255,670 $2,317,000 $2,317,000 Services And Supplies 3,012,514 3,589,756 3,558,000 3,558,000 Fixed Assets 0 0 0 0 Expenditure Transfers (4,468,206)(4,746,726)(4,926,000)(4,926,000) $669,996 $1,098,700 $949,000 $949,000 ($242,932)$190,000 $0 $0 1 Total Revenue Total Expenditures/Appropriations Net Cost 100300 - General Fund General 0148 - PRINT & MAIL SERVICES Other General Detail by Revenue Category and Expenditure Object State Controller Schedules Contra Costa County Governmental Funds Fiscal Year 2021-2022 Schedule 9 County Budget Act Financing Sources and Uses by Budget Unit by Object January 2010 Edition, revision #1 Group:Function: Budget Unit:Activity: 2019-2020 Actuals 2020-2021 Estimated 2021-2022 Requested 2021-2022 Recommended 2 3 4 5 Charges For Services $9,288 $25,000 $10,000 $10,000 Miscellaneous Revenue 71,184 115,000 0 0 $80,473 $140,000 $10,000 $10,000 Services And Supplies $723,054 $803,443 $650,000 $650,000 Other Charges 169 57 0 0 Expenditure Transfers 57,250 36,500 60,000 60,000 $780,473 $840,000 $710,000 $710,000 $700,000 $700,000 $700,000 $700,000 Detail by Revenue Category and Expenditure Object 1 Total Revenue Total Expenditures/Appropriations Net Cost Governmental Funds Fiscal Year 2021-2022 100300 - General Fund Public Protection 0330 - CO DRAINAGE MAINTENANCE Flood Control & Soil Cnsv State Controller Schedules Contra Costa County Schedule 9 County Budget Act Financing Sources and Uses by Budget Unit by Object January 2010 Edition, revision #1 Group:Function: Budget Unit:Activity: 2019-2020 Actuals 2020-2021 Estimated 2021-2022 Requested 2021-2022 Recommended 2 3 4 5 Miscellaneous Revenue $51,180 $85,000 $80,000 $80,000 $51,180 $85,000 $80,000 $80,000 Services And Supplies $334,850 $378,000 $373,000 $373,000 Expenditure Transfers 0 0 0 0 $334,850 $378,000 $373,000 $373,000 $283,670 $293,000 $293,000 $293,000 Total Expenditures/Appropriations Net Cost 0473 - KELLER SRCHRGE/MITGN PROG Sanitation Detail by Revenue Category and Expenditure Object 1 Total Revenue State Controller Schedules Contra Costa County Governmental Funds Fiscal Year 2021-2022 100300 - General Fund Health And Sanitation Schedule 9 County Budget Act Financing Sources and Uses by Budget Unit by Object January 2010 Edition, revision #1 Group:Function: Budget Unit:Activity: 2019-2020 Actuals 2020-2021 Estimated 2021-2022 Requested 2021-2022 Recommended 2 3 4 5 License/Permit/Franchises $3,492 $3,500 $4,000 $4,000 Use Of Money & Property 6,500 10,000 10,000 10,000 Intergovernmental Revenue 148,016 215,000 301,000 301,000 Charges For Services 972,870 1,212,000 1,555,000 1,555,000 Miscellaneous Revenue 34,644,806 41,970,046 43,236,000 43,236,000 $35,775,684 $43,410,546 $45,106,000 $45,106,000 Salaries And Benefits $32,701,628 $40,939,204 $42,693,000 $42,693,000 Services And Supplies 11,638,023 12,435,150 12,837,000 12,837,000 Other Charges 1,194 189,500 72,000 72,000 Fixed Assets 104,798 130,000 200,000 200,000 Expenditure Transfers (7,073,820)(9,108,308)(9,521,000)(9,521,000) $37,371,823 $44,585,546 $46,281,000 $46,281,000 $1,596,139 $1,175,000 $1,175,000 $1,175,000 1 Total Revenue Total Expenditures/Appropriations Net Cost 100300 - General Fund Public Ways & Facilities 0650 - PUBLIC WORKS Public Ways Detail by Revenue Category and Expenditure Object State Controller Schedules Contra Costa County Governmental Funds Fiscal Year 2021-2022 Schedule 9 County Budget Act Financing Sources and Uses by Budget Unit by Object January 2010 Edition, revision #1 Group:Function: Budget Unit:Activity: 2019-2020 Actuals 2020-2021 Estimated 2021-2022 Requested 2021-2022 Recommended 2 3 4 5 Intergovernmental Revenue $1,708,646 $1,675,000 $2,264,000 $2,264,000 Charges For Services 137,715 200,000 200,000 200,000 Miscellaneous Revenue 45,098 0 100,000 100,000 $1,891,458 $1,875,000 $2,564,000 $2,564,000 Services And Supplies $1,891,935 $1,878,750 $2,567,000 $2,567,000 Other Charges 2,806 1,050 6,000 6,000 Expenditure Transfers (3,282)(4,800)(9,000)(9,000) $1,891,458 $1,875,000 $2,564,000 $2,564,000 $0 $0 $0 $0 Detail by Revenue Category and Expenditure Object 1 Total Revenue Total Expenditures/Appropriations Net Cost Governmental Funds Fiscal Year 2021-2022 100300 - General Fund Public Ways & Facilities 0661 - ROAD CONSTRUCTION Public Ways State Controller Schedules Contra Costa County Schedule 9 County Budget Act Financing Sources and Uses by Budget Unit by Object January 2010 Edition, revision #1 Group:Function: Budget Unit:Activity: 2019-2020 Actuals 2020-2021 Estimated 2021-2022 Requested 2021-2022 Recommended 2 3 4 5 Intergovernmental Revenue $283,727 $237,000 $157,000 $157,000 Charges For Services 75,000 75,000 75,000 75,000 Miscellaneous Revenue 46,819 50,000 50,000 50,000 $405,546 $362,000 $282,000 $282,000 Salaries And Benefits $1,052,797 $1,382,748 $1,468,000 $1,468,000 Services And Supplies 285,605 640,400 280,000 280,000 Other Charges 577 0 0 0 Expenditure Transfers 12,638 8,852 9,000 9,000 $1,351,618 $2,032,000 $1,757,000 $1,757,000 $946,072 $1,670,000 $1,475,000 $1,475,000 Total Expenditures/Appropriations Net Cost 0579 - VETERANS SERVICE OFFICE Veterans Services Detail by Revenue Category and Expenditure Object 1 Total Revenue State Controller Schedules Contra Costa County Governmental Funds Fiscal Year 2021-2022 100300 - General Fund Public Assistance Schedule 9 County Budget Act Financing Sources and Uses by Budget Unit by Object January 2010 Edition, revision #1 Group:Function: Budget Unit:Activity: 2019-2020 Actuals 2020-2021 Estimated 2021-2022 Requested 2021-2022 Recommended 2 3 4 5 Provisions For Contingencies $0 $10,000,000 $10,000,000 $10,000,000 $0 $10,000,000 $10,000,000 $10,000,000 $0 $10,000,000 $10,000,000 $10,000,000 1 Total Expenditures/Appropriations Net Cost 100300 - General Fund Approp For Contingencies 0990 - CONTINGNCY APPROP-GENERAL Approp For Contingencies Detail by Revenue Category and Expenditure Object State Controller Schedules Contra Costa County Governmental Funds Fiscal Year 2021-2022 Schedule 9 County Budget Act Financing Sources and Uses by Budget Unit by Object January 2010 Edition, revision #1 Group:Function: Budget Unit:Activity: 2019-2020 Actuals 2020-2021 Estimated 2021-2022 Requested 2021-2022 Recommended 2 3 4 5 Use Of Money & Property $21,769 $50,000 $50,000 $50,000 $21,769 $50,000 $50,000 $50,000 Other Charges $273 $39,000 $39,000 $39,000 Expenditure Transfers 0 445,089 11,000 11,000 $273 $484,089 $50,000 $50,000 ($21,496)$434,089 $0 $0 Detail by Revenue Category and Expenditure Object 1 Total Revenue Total Expenditures/Appropriations Net Cost Fiscal Year 2021-2022 105600 - County Law Enfrcmt-Cap Proj Fund General 0126 - CO LAW ENF COMPTR CAP-PRJ Plant Acquisition State Controller Schedules Contra Costa County Governmental Funds Schedule 9 County Budget Act Financing Sources and Uses by Budget Unit by Object January 2010 Edition, revision #1 Group:Function: Budget Unit:Activity: 2019-2020 Actuals 2020-2021 Estimated 2021-2022 Requested 2021-2022 Recommended 2 3 4 5 Charges For Services $0 $1,000 $1,000 $1,000 $0 $1,000 $1,000 $1,000 Services And Supplies $0 $0 $0 $0 Other Charges 0 1,000 1,000 1,000 Expenditure Transfers 0 1,253,596 0 0 $0 $1,254,596 $1,000 $1,000 $0 $1,253,596 $0 $0 Detail by Revenue Category and Expenditure Object 1 Total Revenue Total Expenditures/Appropriations Net Cost Contra Costa County Governmental Funds Fiscal Year 2021-2022 105600 - County Law Enfrcmt-Cap Proj Fund General 0129 - CO LAW ENF COMM CAP-PROJ Plant Acquisition State Controller Schedules Schedule 9 County Budget Act Financing Sources and Uses by Budget Unit by Object January 2010 Edition, revision #1 Group:Function: Budget Unit:Activity: 2019-2020 Actuals 2020-2021 Estimated 2021-2022 Requested 2021-2022 Recommended 2 3 4 5 Miscellaneous Revenue $91,645 $160,000 $160,000 $160,000 $91,645 $160,000 $160,000 $160,000 Services And Supplies $0 $160,000 $160,000 $160,000 Expenditure Transfers 0 1,867,181 0 0 $0 $2,027,181 $160,000 $160,000 ($91,645)$1,867,181 $0 $0 Total Expenditures/Appropriations Net Cost 0131 - CO LAW ENF HLCPTR CAP PRJ Plant Acquisition Detail by Revenue Category and Expenditure Object 1 Total Revenue State Controller Schedules Contra Costa County Governmental Funds Fiscal Year 2021-2022 105600 - County Law Enfrcmt-Cap Proj Fund General Schedule 9 County Budget Act Financing Sources and Uses by Budget Unit by Object January 2010 Edition, revision #1 Group:Function: Budget Unit:Activity: 2019-2020 Actuals 2020-2021 Estimated 2021-2022 Requested 2021-2022 Recommended 2 3 4 5 Charges For Services $2,187,444 $1,530,000 $2,120,000 $2,120,000 Miscellaneous Revenue 3,864 0 0 0 $2,191,308 $1,530,000 $2,120,000 $2,120,000 Salaries And Benefits $1,033,085 $1,286,747 $1,427,000 $1,427,000 Services And Supplies 642,699 9,050,457 9,961,000 9,961,000 Other Charges 305,680 484,826 477,000 477,000 Fixed Assets 0 250,000 250,000 250,000 $1,981,464 $11,072,030 $12,115,000 $12,115,000 ($209,845)$9,542,030 $9,995,000 $9,995,000 1 Total Revenue Total Expenditures/Appropriations Net Cost 110000 - Recorder Modernization Fund Public Protection 0353 - RECORDER MICRO/MOD Other Protection Detail by Revenue Category and Expenditure Object State Controller Schedules Contra Costa County Governmental Funds Fiscal Year 2021-2022 Schedule 9 County Budget Act Financing Sources and Uses by Budget Unit by Object January 2010 Edition, revision #1 Group:Function: Budget Unit:Activity: 2019-2020 Actuals 2020-2021 Estimated 2021-2022 Requested 2021-2022 Recommended 2 3 4 5 Services And Supplies $0 $78 $0 $0 $0 $78 $0 $0 $0 $78 $0 $0 Detail by Revenue Category and Expenditure Object 1 Total Expenditures/Appropriations Net Cost Governmental Funds Fiscal Year 2021-2022 110100 - Court/Clerk Automation Fund Public Protection 0236 - COURT RECORDS AUTOMATION Judicial State Controller Schedules Contra Costa County Schedule 9 County Budget Act Financing Sources and Uses by Budget Unit by Object January 2010 Edition, revision #1 Group:Function: Budget Unit:Activity: 2019-2020 Actuals 2020-2021 Estimated 2021-2022 Requested 2021-2022 Recommended 2 3 4 5 Fines/Forfeits/Penalties $45,174 $133,000 $136,000 $136,000 $45,174 $133,000 $136,000 $136,000 Services And Supplies $89,268 $537,633 $132,000 $132,000 Other Charges 172 870 1,000 1,000 Expenditure Transfers 3,000 3,000 3,000 3,000 $92,440 $541,503 $136,000 $136,000 $47,267 $408,503 $0 $0 Detail by Revenue Category and Expenditure Object 1 Total Revenue Total Expenditures/Appropriations Net Cost Governmental Funds Fiscal Year 2021-2022 110200 - Fish and Game Fund Public Protection 0367 - GAME PROTECTION Other Protection State Controller Schedules Contra Costa County Schedule 9 County Budget Act Financing Sources and Uses by Budget Unit by Object January 2010 Edition, revision #1 Group:Function: Budget Unit:Activity: 2019-2020 Actuals 2020-2021 Estimated 2021-2022 Requested 2021-2022 Recommended 2 3 4 5 License/Permit/Franchises $1,198,845 $950,000 $950,000 $950,000 Use Of Money & Property (2,570)1,000 0 0 Intergovernmental Revenue 0 0 0 0 Charges For Services 718,400 926,000 923,000 923,000 Miscellaneous Revenue 1,103,418 1,395,100 1,300,000 1,300,000 $3,018,094 $3,272,100 $3,173,000 $3,173,000 Services And Supplies $101,488 $151,100 $151,000 $151,000 Other Charges 25,787 80,000 80,000 80,000 Expenditure Transfers 2,831,496 3,100,323 2,942,000 2,942,000 $2,958,771 $3,331,423 $3,173,000 $3,173,000 ($59,323)$59,323 $0 $0 Total Expenditures/Appropriations Net Cost 0651 - PUB WKS-LAND DEVELOPMENT Public Ways Detail by Revenue Category and Expenditure Object 1 Total Revenue State Controller Schedules Contra Costa County Governmental Funds Fiscal Year 2021-2022 110300 - Land Development Fund Public Ways & Facilities Schedule 9 County Budget Act Financing Sources and Uses by Budget Unit by Object January 2010 Edition, revision #1 Group:Function: Budget Unit:Activity: 2019-2020 Actuals 2020-2021 Estimated 2021-2022 Requested 2021-2022 Recommended 2 3 4 5 Fines/Forfeits/Penalties $11,272 $21,000 $21,000 $21,000 Use Of Money & Property 1,931 3,000 3,000 3,000 $13,204 $24,000 $24,000 $24,000 Services And Supplies $0 $220,379 $23,000 $23,000 Other Charges 8 100 1,000 1,000 $8 $220,479 $24,000 $24,000 ($13,196)$196,479 $0 $0 1 Total Revenue Total Expenditures/Appropriations Net Cost 110400 - Criminalistics Lab Fund Public Protection 0256 - CRIMINALISTIC LAB FUND Police Protection Detail by Revenue Category and Expenditure Object State Controller Schedules Contra Costa County Governmental Funds Fiscal Year 2021-2022 Schedule 9 County Budget Act Financing Sources and Uses by Budget Unit by Object January 2010 Edition, revision #1 Group:Function: Budget Unit:Activity: 2019-2020 Actuals 2020-2021 Estimated 2021-2022 Requested 2021-2022 Recommended 2 3 4 5 Use Of Money & Property $4,118 $10,000 $0 $0 Charges For Services 75,830 85,000 95,000 95,000 $79,948 $95,000 $95,000 $95,000 Services And Supplies $0 $152,565 $10,000 $10,000 Other Charges 96 1,435 1,000 1,000 Expenditure Transfers 338,268 251,678 288,000 288,000 $338,364 $405,678 $299,000 $299,000 $258,416 $310,678 $204,000 $204,000 Detail by Revenue Category and Expenditure Object 1 Total Revenue Total Expenditures/Appropriations Net Cost Governmental Funds Fiscal Year 2021-2022 110500 - Survey Monument Preservation Fund General 0161 - SURVEY MONUMENT PRESERVTN Other General State Controller Schedules Contra Costa County Schedule 9 County Budget Act Financing Sources and Uses by Budget Unit by Object January 2010 Edition, revision #1 Group:Function: Budget Unit:Activity: 2019-2020 Actuals 2020-2021 Estimated 2021-2022 Requested 2021-2022 Recommended 2 3 4 5 Fines/Forfeits/Penalties $922,673 $1,000,000 $650,000 $650,000 Use Of Money & Property 21,465 15,000 7,000 7,000 $944,137 $1,015,000 $657,000 $657,000 Other Charges $813,726 $1,015,000 $884,000 $884,000 Expenditure Transfers 0 1,332,316 0 0 $813,726 $2,347,316 $884,000 $884,000 ($130,411)$1,332,316 $227,000 $227,000 Total Expenditures/Appropriations Net Cost 0119 - CRIM JUST FACILITY CNSTRN Plant Acquisition Detail by Revenue Category and Expenditure Object 1 Total Revenue State Controller Schedules Contra Costa County Governmental Funds Fiscal Year 2021-2022 110600 - Crim Justice Facility Construct Fund General Schedule 9 County Budget Act Financing Sources and Uses by Budget Unit by Object January 2010 Edition, revision #1 Group:Function: Budget Unit:Activity: 2019-2020 Actuals 2020-2021 Estimated 2021-2022 Requested 2021-2022 Recommended 2 3 4 5 Fines/Forfeits/Penalties $769,318 $840,000 $537,000 $537,000 Use Of Money & Property 36,656 12,600 3,000 3,000 $805,974 $852,600 $540,000 $540,000 Other Charges $231,622 $3,312,869 $540,000 $540,000 $231,622 $3,312,869 $540,000 $540,000 ($574,352)$2,460,269 $0 $0 1 Total Revenue Total Expenditures/Appropriations Net Cost 110700 - Courthouse Construct Fund General 0122 - COURTHOUSE CONSTRUCTION Plant Acquisition Detail by Revenue Category and Expenditure Object State Controller Schedules Contra Costa County Governmental Funds Fiscal Year 2021-2022 Schedule 9 County Budget Act Financing Sources and Uses by Budget Unit by Object January 2010 Edition, revision #1 Group:Function: Budget Unit:Activity: 2019-2020 Actuals 2020-2021 Estimated 2021-2022 Requested 2021-2022 Recommended 2 3 4 5 Use Of Money & Property $273,379 $115,447 $115,000 $115,000 Intergovernmental Revenue 36,463,456 38,495,553 41,498,000 41,498,000 $36,736,834 $38,611,000 $41,613,000 $41,613,000 ($36,736,834)($38,611,000)($41,613,000)($41,613,000) Detail by Revenue Category and Expenditure Object 1 Total Revenue Net Cost Governmental Funds Fiscal Year 2021-2022 110800 - Road Fund Public Ways & Facilities 0006 - GENERAL ROAD FUND REVENUE Public Ways State Controller Schedules Contra Costa County Schedule 9 County Budget Act Financing Sources and Uses by Budget Unit by Object January 2010 Edition, revision #1 Group:Function: Budget Unit:Activity: 2019-2020 Actuals 2020-2021 Estimated 2021-2022 Requested 2021-2022 Recommended 2 3 4 5 License/Permit/Franchises $0 $0 $0 $0 Use Of Money & Property 7,947 0 0 0 Intergovernmental Revenue 17,696,457 13,687,962 17,563,000 17,563,000 Charges For Services 1,345,724 45,000 130,000 130,000 Miscellaneous Revenue 2,015,036 3,288,190 9,543,000 9,543,000 $21,065,164 $17,021,152 $27,236,000 $27,236,000 Services And Supplies $24,375,868 $22,861,291 $26,857,000 $26,857,000 Other Charges 184,416 298,690 154,000 154,000 Expenditure Transfers 4,519,269 19,877,312 9,319,000 9,319,000 $29,079,553 $43,037,293 $36,330,000 $36,330,000 $8,014,390 $26,016,141 $9,094,000 $9,094,000 Detail by Revenue Category and Expenditure Object 1 Total Revenue Total Expenditures/Appropriations Net Cost Governmental Funds Fiscal Year 2021-2022 110800 - Road Fund Public Ways & Facilities 0662 - ROAD CONSTRUCTION-RD FUND Public Ways State Controller Schedules Contra Costa County Schedule 9 County Budget Act Financing Sources and Uses by Budget Unit by Object January 2010 Edition, revision #1 Group:Function: Budget Unit:Activity: 2019-2020 Actuals 2020-2021 Estimated 2021-2022 Requested 2021-2022 Recommended 2 3 4 5 Intergovernmental Revenue $125,191 $0 $314,000 $314,000 Charges For Services 5,215 0 0 0 Miscellaneous Revenue 2,770,875 1,440,000 1,710,000 1,710,000 $2,901,281 $1,440,000 $2,024,000 $2,024,000 Services And Supplies $7,221,811 $9,646,650 $10,983,000 $10,983,000 Other Charges 778,722 1,522,000 1,176,000 1,176,000 Fixed Assets 50,603 305,074 310,000 310,000 Expenditure Transfers 12,736,746 12,500,000 16,246,000 16,246,000 $20,787,883 $23,973,724 $28,715,000 $28,715,000 $17,886,602 $22,533,724 $26,691,000 $26,691,000 Total Expenditures/Appropriations Net Cost 0672 - ROAD MAINTENANCE-RD FUND Public Ways Detail by Revenue Category and Expenditure Object 1 Total Revenue State Controller Schedules Contra Costa County Governmental Funds Fiscal Year 2021-2022 110800 - Road Fund Public Ways & Facilities Schedule 9 County Budget Act Financing Sources and Uses by Budget Unit by Object January 2010 Edition, revision #1 Group:Function: Budget Unit:Activity: 2019-2020 Actuals 2020-2021 Estimated 2021-2022 Requested 2021-2022 Recommended 2 3 4 5 Use Of Money & Property $10,200 $15,000 $11,000 $11,000 $10,200 $15,000 $11,000 $11,000 Other Charges $164 $2,000 $1,000 $1,000 Expenditure Transfers 10,534 13,000 10,000 10,000 $10,698 $15,000 $11,000 $11,000 $498 $0 $0 $0 1 Total Revenue Total Expenditures/Appropriations Net Cost 110800 - Road Fund Public Ways & Facilities 0674 - MISCEL PROPERTY-ROAD FUND Public Ways Detail by Revenue Category and Expenditure Object State Controller Schedules Contra Costa County Governmental Funds Fiscal Year 2021-2022 Schedule 9 County Budget Act Financing Sources and Uses by Budget Unit by Object January 2010 Edition, revision #1 Group:Function: Budget Unit:Activity: 2019-2020 Actuals 2020-2021 Estimated 2021-2022 Requested 2021-2022 Recommended 2 3 4 5 Use Of Money & Property $7,830 $0 $0 $0 Intergovernmental Revenue 69,331 999,001 1,351,000 1,351,000 Charges For Services 115,569 0 0 0 Miscellaneous Revenue 1,108,485 133,000 888,000 888,000 $1,301,214 $1,132,001 $2,239,000 $2,239,000 Services And Supplies $817,835 $1,092,501 $1,637,000 $1,637,000 Other Charges 1,832,338 1,560,000 6,333,000 6,333,000 Expenditure Transfers 4,952,955 5,220,000 6,000,000 6,000,000 $7,603,129 $7,872,501 $13,970,000 $13,970,000 $6,301,915 $6,740,500 $11,731,000 $11,731,000 Detail by Revenue Category and Expenditure Object 1 Total Revenue Total Expenditures/Appropriations Net Cost Governmental Funds Fiscal Year 2021-2022 110800 - Road Fund Public Ways & Facilities 0676 - GEN ROAD PLAN/ADM-RD FUND Public Ways State Controller Schedules Contra Costa County Schedule 9 County Budget Act Financing Sources and Uses by Budget Unit by Object January 2010 Edition, revision #1 Group:Function: Budget Unit:Activity: 2019-2020 Actuals 2020-2021 Estimated 2021-2022 Requested 2021-2022 Recommended 2 3 4 5 Use Of Money & Property $65,166 $50,000 $80,000 $80,000 Intergovernmental Revenue 2,813,801 3,648,500 3,920,000 3,920,000 $2,878,968 $3,698,500 $4,000,000 $4,000,000 Services And Supplies $216,392 $248,500 $149,000 $149,000 Other Charges 0 3,365 0 0 Expenditure Transfers 2,662,576 3,450,000 3,851,000 3,851,000 $2,878,968 $3,701,865 $4,000,000 $4,000,000 $0 $3,365 $0 $0 Total Expenditures/Appropriations Net Cost 0663 - TRANSPRTATN IMPV MEASURE C Public Ways Detail by Revenue Category and Expenditure Object 1 Total Revenue State Controller Schedules Contra Costa County Governmental Funds Fiscal Year 2021-2022 110900 - Transportation Improvement Fund Public Ways & Facilities Schedule 9 County Budget Act Financing Sources and Uses by Budget Unit by Object January 2010 Edition, revision #1 Group:Function: Budget Unit:Activity: 2019-2020 Actuals 2020-2021 Estimated 2021-2022 Requested 2021-2022 Recommended 2 3 4 5 Fund Balance $0 $0 $0 $0 License/Permit/Franchises 5,406 1,000 1,000 1,000 Use Of Money & Property 3,714 8,474 1,000 1,000 $9,120 $9,474 $2,000 $2,000 Services And Supplies $0 $291,974 $290,000 $290,000 Other Charges 60 100 0 0 Expenditure Transfers 1,407 5,337 2,000 2,000 $1,467 $297,411 $292,000 $292,000 ($7,653)$287,937 $290,000 $290,000 1 Total Revenue Total Expenditures/Appropriations Net Cost 111000 - Drainage Area 9 Fund General 0120 - PLANT ACQ - DA 9 Plant Acquisition Detail by Revenue Category and Expenditure Object State Controller Schedules Contra Costa County Governmental Funds Fiscal Year 2021-2022 Schedule 9 County Budget Act Financing Sources and Uses by Budget Unit by Object January 2010 Edition, revision #1 Group:Function: Budget Unit:Activity: 2019-2020 Actuals 2020-2021 Estimated 2021-2022 Requested 2021-2022 Recommended 2 3 4 5 Use Of Money & Property $13,104 $20,000 $30,000 $30,000 Charges For Services 1,545,027 1,251,000 1,456,000 1,456,000 Miscellaneous Revenue 117,421 5,000 40,000 40,000 $1,675,552 $1,276,000 $1,526,000 $1,526,000 Services And Supplies $115,723 $299,126 $299,000 $299,000 Other Charges 27,410 26,874 27,000 27,000 Expenditure Transfers 783,673 950,000 1,200,000 1,200,000 $926,805 $1,276,000 $1,526,000 $1,526,000 ($748,747)$0 $0 $0 Detail by Revenue Category and Expenditure Object 1 Total Revenue Total Expenditures/Appropriations Net Cost Governmental Funds Fiscal Year 2021-2022 111100 - Private Activity Bond Fund Public Assistance 0595 - PRIVATE ACTIVITY BOND Other Assistance State Controller Schedules Contra Costa County Schedule 9 County Budget Act Financing Sources and Uses by Budget Unit by Object January 2010 Edition, revision #1 Group:Function: Budget Unit:Activity: 2019-2020 Actuals 2020-2021 Estimated 2021-2022 Requested 2021-2022 Recommended 2 3 4 5 Use Of Money & Property $182,985 $125,000 $125,000 $125,000 Charges For Services 997,336 275,000 275,000 275,000 Miscellaneous Revenue 0 0 0 0 $1,180,322 $400,000 $400,000 $400,000 Expenditure Transfers $0 $400,000 $400,000 $400,000 $0 $400,000 $400,000 $400,000 ($1,180,322)$0 $0 $0 Total Expenditures/Appropriations Net Cost 0596 - AFFORDABLE HOUSING Other Assistance Detail by Revenue Category and Expenditure Object 1 Total Revenue State Controller Schedules Contra Costa County Governmental Funds Fiscal Year 2021-2022 111300 - Affordable Housing Spec Rev Fund Public Assistance Schedule 9 County Budget Act Financing Sources and Uses by Budget Unit by Object January 2010 Edition, revision #1 Group:Function: Budget Unit:Activity: 2019-2020 Actuals 2020-2021 Estimated 2021-2022 Requested 2021-2022 Recommended 2 3 4 5 Use Of Money & Property $94,114 $234,000 $100,000 $100,000 $94,114 $234,000 $100,000 $100,000 Services And Supplies $123,918 $5,408,739 $4,012,000 $4,012,000 Other Charges 534 11,000 1,000 1,000 Expenditure Transfers 220,706 (34,192)500,000 500,000 $345,157 $5,385,547 $4,513,000 $4,513,000 $251,043 $5,151,547 $4,413,000 $4,413,000 1 Total Revenue Total Expenditures/Appropriations Net Cost 111400 - Navy Trans Mitigation Fund Public Ways & Facilities 0697 - NAVY TRANS MITIGATION Transportation Systems Detail by Revenue Category and Expenditure Object State Controller Schedules Contra Costa County Governmental Funds Fiscal Year 2021-2022 Schedule 9 County Budget Act Financing Sources and Uses by Budget Unit by Object January 2010 Edition, revision #1 Group:Function: Budget Unit:Activity: 2019-2020 Actuals 2020-2021 Estimated 2021-2022 Requested 2021-2022 Recommended 2 3 4 5 Use Of Money & Property $115,808 $120,000 $75,000 $75,000 $115,808 $120,000 $75,000 $75,000 Services And Supplies $0 $1,000 $0 $0 Other Charges 542 1,000 1,000 1,000 Expenditure Transfers 0 407,491 50,000 50,000 $542 $409,491 $51,000 $51,000 ($115,266)$289,491 ($24,000)($24,000) Detail by Revenue Category and Expenditure Object 1 Total Revenue Total Expenditures/Appropriations Net Cost Governmental Funds Fiscal Year 2021-2022 111500 - Tosco/Solano Trns Mitig Fund Public Ways & Facilities 0699 - TOSCO/SOLANO TRANS MTGTN Transportation Systems State Controller Schedules Contra Costa County Schedule 9 County Budget Act Financing Sources and Uses by Budget Unit by Object January 2010 Edition, revision #1 Group:Function: Budget Unit:Activity: 2019-2020 Actuals 2020-2021 Estimated 2021-2022 Requested 2021-2022 Recommended 2 3 4 5 Use Of Money & Property $9,355 $0 $0 $0 Intergovernmental Revenue 24,587,584 29,860,465 29,698,000 29,698,000 Miscellaneous Revenue 5,169,955 7,371,443 7,506,000 7,506,000 $29,766,893 $37,231,908 $37,204,000 $37,204,000 Salaries And Benefits $7,767,772 $9,556,437 $9,803,000 $9,803,000 Services And Supplies 5,028,817 5,323,134 5,309,000 5,309,000 Other Charges 8,501,204 12,313,728 11,927,000 11,927,000 Fixed Assets 0 300,000 300,000 300,000 Expenditure Transfers 8,458,418 9,866,720 9,865,000 9,865,000 $29,756,211 $37,360,019 $37,204,000 $37,204,000 ($10,683)$128,111 ($0)$0 Total Expenditures/Appropriations Net Cost 0589 - CHILD DEV-DEPT Other Assistance Detail by Revenue Category and Expenditure Object 1 Total Revenue State Controller Schedules Contra Costa County Governmental Funds Fiscal Year 2021-2022 111600 - Child Development Fund Public Assistance Schedule 9 County Budget Act Financing Sources and Uses by Budget Unit by Object January 2010 Edition, revision #1 Group:Function: Budget Unit:Activity: 2019-2020 Actuals 2020-2021 Estimated 2021-2022 Requested 2021-2022 Recommended 2 3 4 5 Intergovernmental Revenue $99,000 $762,000 $762,000 $762,000 $99,000 $762,000 $762,000 $762,000 Services And Supplies $0 $929,304 $750,000 $750,000 Other Charges 0 10,000 10,000 10,000 Expenditure Transfers 888 2,000 2,000 2,000 $888 $941,304 $762,000 $762,000 ($98,112)$179,304 $0 $0 1 Total Revenue Total Expenditures/Appropriations Net Cost 111800 - HUD NSP Fund Public Assistance 0380 - HUD NSP Other Assistance Detail by Revenue Category and Expenditure Object State Controller Schedules Contra Costa County Governmental Funds Fiscal Year 2021-2022 Schedule 9 County Budget Act Financing Sources and Uses by Budget Unit by Object January 2010 Edition, revision #1 Group:Function: Budget Unit:Activity: 2019-2020 Actuals 2020-2021 Estimated 2021-2022 Requested 2021-2022 Recommended 2 3 4 5 Intergovernmental Revenue $69,211 $70,000 $72,000 $72,000 $69,211 $70,000 $72,000 $72,000 Services And Supplies $42,060 $53,000 $54,000 $54,000 Other Charges 0 58,658 0 0 Expenditure Transfers 18,670 17,000 18,000 18,000 $60,731 $128,658 $72,000 $72,000 ($8,480)$58,658 $0 $0 Detail by Revenue Category and Expenditure Object 1 Total Revenue Total Expenditures/Appropriations Net Cost Governmental Funds Fiscal Year 2021-2022 111900 - Used Oil Recycling Grant Fund Public Protection 0351 - USED OIL RECYCLING GRANT Other Protection State Controller Schedules Contra Costa County Schedule 9 County Budget Act Financing Sources and Uses by Budget Unit by Object January 2010 Edition, revision #1 Group:Function: Budget Unit:Activity: 2019-2020 Actuals 2020-2021 Estimated 2021-2022 Requested 2021-2022 Recommended 2 3 4 5 License/Permit/Franchises $14,125,070 $17,869,140 $18,548,000 $18,548,000 Fines/Forfeits/Penalties 43,417 0 75,000 75,000 Use Of Money & Property 548,581 100,000 100,000 100,000 Charges For Services 7,697,929 7,589,303 9,011,000 9,011,000 Miscellaneous Revenue 7,251,115 8,249,557 8,596,000 8,596,000 $29,666,112 $33,808,000 $36,330,000 $36,330,000 Salaries And Benefits $21,997,877 $26,897,284 $28,735,000 $28,735,000 Services And Supplies 9,378,847 10,380,628 11,252,000 11,252,000 Other Charges 1,969,687 2,364,778 2,290,000 2,290,000 Fixed Assets 71,997 650,000 650,000 650,000 Expenditure Transfers (4,531,348)(6,484,690)(6,597,000)(6,597,000) $28,887,060 $33,808,000 $36,330,000 $36,330,000 ($779,052)$0 ($0)$0 Total Expenditures/Appropriations Net Cost 0280 - CONSERVATION & DEVELOPMENT Other Protection Detail by Revenue Category and Expenditure Object 1 Total Revenue State Controller Schedules Contra Costa County Governmental Funds Fiscal Year 2021-2022 112000 - Conservation & Development Fund Public Protection Schedule 9 County Budget Act Financing Sources and Uses by Budget Unit by Object January 2010 Edition, revision #1 Group:Function: Budget Unit:Activity: 2019-2020 Actuals 2020-2021 Estimated 2021-2022 Requested 2021-2022 Recommended 2 3 4 5 Charges For Services $250,920 $287,000 $288,000 $288,000 Miscellaneous Revenue 450 0 117,000 117,000 $251,371 $287,000 $405,000 $405,000 Salaries And Benefits $147,813 $149,755 $155,000 $155,000 Services And Supplies 77,367 93,880 220,000 220,000 Other Charges 21,467 43,365 30,000 30,000 $246,646 $287,000 $405,000 $405,000 ($4,725)$0 $0 $0 1 Total Revenue Total Expenditures/Appropriations Net Cost 112000 - Conservation & Development Fund Public Protection 0285 - ENERGY UPGRADE CA Other Protection Detail by Revenue Category and Expenditure Object State Controller Schedules Contra Costa County Governmental Funds Fiscal Year 2021-2022 Schedule 9 County Budget Act Financing Sources and Uses by Budget Unit by Object January 2010 Edition, revision #1 Group:Function: Budget Unit:Activity: 2019-2020 Actuals 2020-2021 Estimated 2021-2022 Requested 2021-2022 Recommended 2 3 4 5 Intergovernmental Revenue $0 $0 $0 $0 Charges For Services 50 0 0 0 Miscellaneous Revenue 625,865 1,270,000 995,000 995,000 $625,915 $1,270,000 $995,000 $995,000 Services And Supplies $190,419 $977,196 $830,000 $830,000 Expenditure Transfers 192,537 292,804 165,000 165,000 $382,956 $1,270,000 $995,000 $995,000 ($242,959)$0 $0 $0 Detail by Revenue Category and Expenditure Object 1 Total Revenue Total Expenditures/Appropriations Net Cost Governmental Funds Fiscal Year 2021-2022 112000 - Conservation & Development Fund Public Protection 0286 - MSR WW GRANT Other Protection State Controller Schedules Contra Costa County Schedule 9 County Budget Act Financing Sources and Uses by Budget Unit by Object January 2010 Edition, revision #1 Group:Function: Budget Unit:Activity: 2019-2020 Actuals 2020-2021 Estimated 2021-2022 Requested 2021-2022 Recommended 2 3 4 5 Fixed Assets $70,991 $0 $0 $0 $70,991 $0 $0 $0 $70,991 $0 $0 $0Net Cost 0114 - PLANT ACQ CONSERV & DEV Other Protection Detail by Revenue Category and Expenditure Object 1 Total Expenditures/Appropriations State Controller Schedules Contra Costa County Governmental Funds Fiscal Year 2021-2022 112000 - Conservation & Development Fund Public Protection Schedule 9 County Budget Act Financing Sources and Uses by Budget Unit by Object January 2010 Edition, revision #1 Group:Function: Budget Unit:Activity: 2019-2020 Actuals 2020-2021 Estimated 2021-2022 Requested 2021-2022 Recommended 2 3 4 5 Use Of Money & Property $9,713 $20,000 $10,000 $10,000 Charges For Services 278,777 500,000 350,000 350,000 $288,489 $520,000 $360,000 $360,000 Other Charges $194 $1,000 $1,000 $1,000 Expenditure Transfers 481,499 954,055 772,000 772,000 $481,693 $955,055 $773,000 $773,000 $193,204 $435,055 $413,000 $413,000 Total Revenue Total Expenditures/Appropriations Net Cost Public Protection 0350 - CDD/PWD JOINT REVIEW FEE Other Protection Detail by Revenue Category and Expenditure Object 1 State Controller Schedules Contra Costa County Governmental Funds Fiscal Year 2021-2022 112100 - CDD/PWD Joint Review Fee Fund Schedule 9 County Budget Act Financing Sources and Uses by Budget Unit by Object January 2010 Edition, revision #1 Group:Function: Budget Unit:Activity: 2019-2020 Actuals 2020-2021 Estimated 2021-2022 Requested 2021-2022 Recommended 2 3 4 5 License/Permit/Franchises ($5,252)$5,000 $6,000 $6,000 Use Of Money & Property 35,653 65,000 9,000 9,000 $30,401 $70,000 $15,000 $15,000 Services And Supplies $0 $2,577,783 $2,528,000 $2,528,000 Other Charges 217 250 1,000 1,000 $217 $2,578,033 $2,529,000 $2,529,000 ($30,184)$2,508,033 $2,514,000 $2,514,000 Detail by Revenue Category and Expenditure Object 1 Total Revenue Total Expenditures/Appropriations Net Cost Fiscal Year 2021-2022 112200 - Drainage Deficiency Fund Public Ways & Facilities 0648 - DRAINAGE DEFICIENCY Flood Control & Soil Cnsv State Controller Schedules Contra Costa County Governmental Funds Schedule 9 County Budget Act Financing Sources and Uses by Budget Unit by Object January 2010 Edition, revision #1 Group:Function: Budget Unit:Activity: 2019-2020 Actuals 2020-2021 Estimated 2021-2022 Requested 2021-2022 Recommended 2 3 4 5 Use Of Money & Property $7,356 $25,000 $0 $0 Charges For Services 605,177 1,000,000 600,000 600,000 Miscellaneous Revenue 352 12,000 0 0 $612,885 $1,037,000 $600,000 $600,000 Other Charges $126 $1,000 $0 $0 Expenditure Transfers 852,275 1,189,303 667,000 667,000 $852,401 $1,190,303 $667,000 $667,000 $239,516 $153,303 $67,000 $67,000 Detail by Revenue Category and Expenditure Object 1 Total Revenue Total Expenditures/Appropriations Net Cost Contra Costa County Governmental Funds Fiscal Year 2021-2022 112300 - Public Works Fund Public Ways & Facilities 0649 - PUBLIC WORKS Public Ways State Controller Schedules Schedule 9 County Budget Act Financing Sources and Uses by Budget Unit by Object January 2010 Edition, revision #1 Group:Function: Budget Unit:Activity: 2019-2020 Actuals 2020-2021 Estimated 2021-2022 Requested 2021-2022 Recommended 2 3 4 5 Fines/Forfeits/Penalties $136,616 $500,000 $500,000 $500,000 $136,616 $500,000 $500,000 $500,000 Services And Supplies $5,906 $1,321,062 $0 $0 Other Charges 272 0 0 0 Expenditure Transfers 1,481,454 800,000 1,412,000 1,412,000 $1,487,632 $2,121,062 $1,412,000 $1,412,000 $1,351,016 $1,621,062 $912,000 $912,000 Total Expenditures/Appropriations Net Cost 0247 - DA CONSUMER PROTECTION Judicial Detail by Revenue Category and Expenditure Object 1 Total Revenue State Controller Schedules Contra Costa County Governmental Funds Fiscal Year 2021-2022 112400 - DA Consumer Protection Fund Public Protection Schedule 9 County Budget Act Financing Sources and Uses by Budget Unit by Object January 2010 Edition, revision #1 Group:Function: Budget Unit:Activity: 2019-2020 Actuals 2020-2021 Estimated 2021-2022 Requested 2021-2022 Recommended 2 3 4 5 License/Permit/Franchises $83,697 $105,000 $130,000 $130,000 Fines/Forfeits/Penalties 25,942 40,050 100,000 100,000 Miscellaneous Revenue 122,387 199,950 170,000 170,000 $232,026 $345,000 $400,000 $400,000 Services And Supplies $223,651 $326,808 $350,000 $350,000 Expenditure Transfers 44,836 28,700 50,000 50,000 $268,487 $355,508 $400,000 $400,000 $36,461 $10,508 $0 $0 1 Total Revenue Total Expenditures/Appropriations Net Cost 112500 - Domestic Violence Victim Asst Fund Public Assistance 0585 - DOM VIOLENCE VICTIM ASIST Other Assistance Detail by Revenue Category and Expenditure Object State Controller Schedules Contra Costa County Governmental Funds Fiscal Year 2021-2022 Schedule 9 County Budget Act Financing Sources and Uses by Budget Unit by Object January 2010 Edition, revision #1 Group:Function: Budget Unit:Activity: 2019-2020 Actuals 2020-2021 Estimated 2021-2022 Requested 2021-2022 Recommended 2 3 4 5 Use Of Money & Property $4,280 $3,000 $3,500 $3,500 Charges For Services 176,905 200,000 200,000 200,000 $181,185 $203,000 $203,500 $203,500 Services And Supplies $150,221 $201,588 $185,500 $185,500 Other Charges 15,375 17,000 18,000 18,000 $165,597 $218,588 $203,500 $203,500 ($15,588)$15,588 $0 $0 Detail by Revenue Category and Expenditure Object 1 Total Revenue Total Expenditures/Appropriations Net Cost Governmental Funds Fiscal Year 2021-2022 112600 - Dispute Resolution Program Fund Public Protection 0246 - DISPUTE RESOLUTION PROGRAM Judicial State Controller Schedules Contra Costa County Schedule 9 County Budget Act Financing Sources and Uses by Budget Unit by Object January 2010 Edition, revision #1 Group:Function: Budget Unit:Activity: 2019-2020 Actuals 2020-2021 Estimated 2021-2022 Requested 2021-2022 Recommended 2 3 4 5 Use Of Money & Property $9,602 $8,300 $7,000 $7,000 Intergovernmental Revenue 0 0 0 0 Charges For Services 343,220 363,741 370,000 370,000 Miscellaneous Revenue 208,120 51,959 731,000 731,000 $560,943 $424,000 $1,108,000 $1,108,000 Salaries And Benefits $412,056 $499,164 $539,000 $539,000 Services And Supplies 78,986 463,098 522,000 522,000 Other Charges 43,109 35,933 47,000 47,000 Expenditure Transfers 242 0 0 0 $534,393 $998,195 $1,108,000 $1,108,000 ($26,550)$574,195 $0 $0 Total Expenditures/Appropriations Net Cost 0586 - ZERO TOLRNCE-DOM VIOLENCE Other Assistance Detail by Revenue Category and Expenditure Object 1 Total Revenue State Controller Schedules Contra Costa County Governmental Funds Fiscal Year 2021-2022 112700 - Zero Tolerance- Domestic Violence Fund Public Assistance Schedule 9 County Budget Act Financing Sources and Uses by Budget Unit by Object January 2010 Edition, revision #1 Group:Function: Budget Unit:Activity: 2019-2020 Actuals 2020-2021 Estimated 2021-2022 Requested 2021-2022 Recommended 2 3 4 5 Charges For Services $9,141 $12,000 $12,000 $12,000 Miscellaneous Revenue 126,824 150,000 150,000 150,000 $135,965 $162,000 $162,000 $162,000 Services And Supplies $56,074 $933,009 $55,000 $55,000 Other Charges 0 0 0 0 $56,074 $933,009 $55,000 $55,000 ($79,891)$771,009 ($107,000)($107,000) 1 Total Revenue Total Expenditures/Appropriations Net Cost 112900 - DA Revenue Narcotics Fund Public Protection 0244 - D A REVENUE NARCOTICS Judicial Detail by Revenue Category and Expenditure Object State Controller Schedules Contra Costa County Governmental Funds Fiscal Year 2021-2022 Schedule 9 County Budget Act Financing Sources and Uses by Budget Unit by Object January 2010 Edition, revision #1 Group:Function: Budget Unit:Activity: 2019-2020 Actuals 2020-2021 Estimated 2021-2022 Requested 2021-2022 Recommended 2 3 4 5 Fines/Forfeits/Penalties $352,587 $350,000 $350,000 $350,000 $352,587 $350,000 $350,000 $350,000 Services And Supplies $2,025 $981,833 $0 $0 Other Charges 470 0 0 0 Expenditure Transfers 415,179 490,000 450,000 450,000 $417,674 $1,471,833 $450,000 $450,000 $65,087 $1,121,833 $100,000 $100,000 Detail by Revenue Category and Expenditure Object 1 Total Revenue Total Expenditures/Appropriations Net Cost Governmental Funds Fiscal Year 2021-2022 113000 - DA Environment/OSHA Fund Public Protection 0251 - DA ENVIRON/OSHA Judicial State Controller Schedules Contra Costa County Schedule 9 County Budget Act Financing Sources and Uses by Budget Unit by Object January 2010 Edition, revision #1 Group:Function: Budget Unit:Activity: 2019-2020 Actuals 2020-2021 Estimated 2021-2022 Requested 2021-2022 Recommended 2 3 4 5 Use Of Money & Property ($68)$0 $0 $0 Intergovernmental Revenue 0 3,000 1,000 1,000 ($68)$3,000 $1,000 $1,000 Services And Supplies $700 ($1,283)$1,000 $1,000 Fixed Assets 0 0 0 0 $700 ($1,283)$1,000 $1,000 $768 ($4,283)$0 $0 Total Expenditures/Appropriations Net Cost 0234 - DA FORFEITURE-FED-DOJ Judicial Detail by Revenue Category and Expenditure Object 1 Total Revenue State Controller Schedules Contra Costa County Governmental Funds Fiscal Year 2021-2022 113100 - DA Forfeiture-Fed-DOJ Fund Public Protection Schedule 9 County Budget Act Financing Sources and Uses by Budget Unit by Object January 2010 Edition, revision #1 Group:Function: Budget Unit:Activity: 2019-2020 Actuals 2020-2021 Estimated 2021-2022 Requested 2021-2022 Recommended 2 3 4 5 Use Of Money & Property $1,553 $2,000 $0 $0 Miscellaneous Revenue 186,195 31,000 31,000 31,000 $187,748 $33,000 $31,000 $31,000 Services And Supplies $236,419 $90,143 $122,000 $122,000 Other Charges 38,753 2,000 3,000 3,000 Expenditure Transfers 31,654 2,500 3,000 3,000 $306,826 $94,643 $128,000 $128,000 $119,079 $61,643 $97,000 $97,000 1 Total Revenue Total Expenditures/Appropriations Net Cost 113200 - Walden Green Maintenance Fund Public Ways & Facilities 0664 - WALDEN GREEN MAINTENANCE Public Ways Detail by Revenue Category and Expenditure Object State Controller Schedules Contra Costa County Governmental Funds Fiscal Year 2021-2022 Schedule 9 County Budget Act Financing Sources and Uses by Budget Unit by Object January 2010 Edition, revision #1 Group:Function: Budget Unit:Activity: 2019-2020 Actuals 2020-2021 Estimated 2021-2022 Requested 2021-2022 Recommended 2 3 4 5 Charges For Services $564,535 $500,000 $880,000 $880,000 $564,535 $500,000 $880,000 $880,000 Expenditure Transfers $454,787 $688,000 $500,000 $500,000 $454,787 $688,000 $500,000 $500,000 ($109,748)$188,000 ($380,000)($380,000) Detail by Revenue Category and Expenditure Object 1 Total Revenue Total Expenditures/Appropriations Net Cost Governmental Funds Fiscal Year 2021-2022 113300 - R/Estate Fraud Prosecution Fund Public Protection 0233 - R/ESTATE FRAUD PROSECUTE Judicial State Controller Schedules Contra Costa County Schedule 9 County Budget Act Financing Sources and Uses by Budget Unit by Object January 2010 Edition, revision #1 Group:Function: Budget Unit:Activity: 2019-2020 Actuals 2020-2021 Estimated 2021-2022 Requested 2021-2022 Recommended 2 3 4 5 Use Of Money & Property $12,360 $0 $0 $0 Intergovernmental Revenue 20,442,195 18,691,000 18,691,000 18,691,000 Miscellaneous Revenue 80,715 0 0 0 $20,535,270 $18,691,000 $18,691,000 $18,691,000 Salaries And Benefits $17,953,069 $17,158,218 $17,486,000 $17,486,000 Services And Supplies 1,161,287 1,223,354 313,000 313,000 Other Charges 591,313 716,902 569,000 569,000 Fixed Assets 178,390 0 0 0 Expenditure Transfers 288,668 288,487 323,000 323,000 $20,172,728 $19,386,961 $18,691,000 $18,691,000 ($362,543)$695,961 $0 $0 Total Expenditures/Appropriations Net Cost 0249 - CCC DEPT CHILD SPPRT SVCS Other Protection Detail by Revenue Category and Expenditure Object 1 Total Revenue State Controller Schedules Contra Costa County Governmental Funds Fiscal Year 2021-2022 113400 - CCC Dept Child Support Svcs Fund Public Protection Schedule 9 County Budget Act Financing Sources and Uses by Budget Unit by Object January 2010 Edition, revision #1 Group:Function: Budget Unit:Activity: 2019-2020 Actuals 2020-2021 Estimated 2021-2022 Requested 2021-2022 Recommended 2 3 4 5 Fines/Forfeits/Penalties $1,578,172 $1,715,093 $1,191,000 $1,191,000 Use Of Money & Property 5,917 8,291 1,000 1,000 $1,584,089 $1,723,384 $1,192,000 $1,192,000 Services And Supplies $1,953,174 $1,723,384 $1,192,000 $1,192,000 Other Charges 0 203,454 0 0 $1,953,174 $1,926,838 $1,192,000 $1,192,000 $369,085 $203,454 $0 $0 1 Total Revenue Total Expenditures/Appropriations Net Cost 113500 - Emergency Med Svcs Fund Health And Sanitation 0471 - EMERGENCY MEDICAL SVCS Hospital Care Detail by Revenue Category and Expenditure Object State Controller Schedules Contra Costa County Governmental Funds Fiscal Year 2021-2022 Schedule 9 County Budget Act Financing Sources and Uses by Budget Unit by Object January 2010 Edition, revision #1 Group:Function: Budget Unit:Activity: 2019-2020 Actuals 2020-2021 Estimated 2021-2022 Requested 2021-2022 Recommended 2 3 4 5 Services And Supplies $0 ($350)$0 $0 $0 ($350)$0 $0 $0 ($350)$0 $0 Detail by Revenue Category and Expenditure Object 1 Total Expenditures/Appropriations Net Cost Governmental Funds Fiscal Year 2021-2022 113700 - AB75 Tobacco Tax Fund Health And Sanitation 0468 - HLTH SVCS-CHIP AB75 TOBACCO Hospital Care State Controller Schedules Contra Costa County Schedule 9 County Budget Act Financing Sources and Uses by Budget Unit by Object January 2010 Edition, revision #1 Group:Function: Budget Unit:Activity: 2019-2020 Actuals 2020-2021 Estimated 2021-2022 Requested 2021-2022 Recommended 2 3 4 5 Use Of Money & Property ($6)$0 $0 $0 ($6)$0 $0 $0 $6 $0 $0 $0 Detail by Revenue Category and Expenditure Object 1 Total Revenue Net Cost Governmental Funds Fiscal Year 2021-2022 113700 - AB75 Tobacco Tax Fund Health And Sanitation 0469 - HLTH-CHIP/AB75 TOBACCO Hospital Care State Controller Schedules Contra Costa County Schedule 9 County Budget Act Financing Sources and Uses by Budget Unit by Object January 2010 Edition, revision #1 Group:Function: Budget Unit:Activity: 2019-2020 Actuals 2020-2021 Estimated 2021-2022 Requested 2021-2022 Recommended 2 3 4 5 Fines/Forfeits/Penalties $9,910 $11,095 $11,095 $11,095 Use Of Money & Property 2,033 880 880 880 Charges For Services 1,851 3,025 3,025 3,025 $13,794 $15,000 $15,000 $15,000 Services And Supplies $0 $366,624 $724 $724 Other Charges 9 50 50 50 Expenditure Transfers 0 14,226 14,226 14,226 $9 $380,900 $15,000 $15,000 ($13,785)$365,900 $0 $0 Detail by Revenue Category and Expenditure Object 1 Total Revenue Total Expenditures/Appropriations Net Cost Governmental Funds Fiscal Year 2021-2022 113900 - Traffic Safety Fund Public Protection 0368 - TRAFFIC SAFETY Other Protection State Controller Schedules Contra Costa County Schedule 9 County Budget Act Financing Sources and Uses by Budget Unit by Object January 2010 Edition, revision #1 Group:Function: Budget Unit:Activity: 2019-2020 Actuals 2020-2021 Estimated 2021-2022 Requested 2021-2022 Recommended 2 3 4 5 Fines/Forfeits/Penalties $368,125 $393,000 $288,000 $288,000 Charges For Services 702,385 837,000 837,000 837,000 Miscellaneous Revenue 0 0 0 0 $1,070,510 $1,230,000 $1,125,000 $1,125,000 Services And Supplies $146,920 $1,412,565 $119,000 $119,000 Other Charges 224,207 297,459 299,000 299,000 Fixed Assets 0 0 0 0 Expenditure Transfers 957,534 900,000 893,000 893,000 $1,328,661 $2,610,024 $1,311,000 $1,311,000 $258,152 $1,380,024 $186,000 $186,000 Total Expenditures/Appropriations Net Cost 0260 - AUTOMATED ID & WARRANT Police Protection Detail by Revenue Category and Expenditure Object 1 Total Revenue State Controller Schedules Contra Costa County Governmental Funds Fiscal Year 2021-2022 114000 - Public Protection-Spec Rev Fund Public Protection Schedule 9 County Budget Act Financing Sources and Uses by Budget Unit by Object January 2010 Edition, revision #1 Group:Function: Budget Unit:Activity: 2019-2020 Actuals 2020-2021 Estimated 2021-2022 Requested 2021-2022 Recommended 2 3 4 5 Miscellaneous Revenue $8,481 $100,000 $100,000 $100,000 $8,481 $100,000 $100,000 $100,000 Services And Supplies $74 $4,670 $5,000 $5,000 Other Charges 345 330 1,000 1,000 Expenditure Transfers 0 367,475 94,000 94,000 $419 $372,475 $100,000 $100,000 ($8,063)$272,475 $0 $0 1 Total Revenue Total Expenditures/Appropriations Net Cost 114100 - Sheriff Nar Forfeit-ST/Local Fund Public Protection 0253 - SHER NARC FRFEIT-ST/LOCAL Police Protection Detail by Revenue Category and Expenditure Object State Controller Schedules Contra Costa County Governmental Funds Fiscal Year 2021-2022 Schedule 9 County Budget Act Financing Sources and Uses by Budget Unit by Object January 2010 Edition, revision #1 Group:Function: Budget Unit:Activity: 2019-2020 Actuals 2020-2021 Estimated 2021-2022 Requested 2021-2022 Recommended 2 3 4 5 Use Of Money & Property $8,881 $5,000 $6,000 $6,000 Miscellaneous Revenue 0 1,000 1,000 1,000 $8,881 $6,000 $7,000 $7,000 Services And Supplies $0 $5,990 $6,000 $6,000 Other Charges 9 10 1,000 1,000 Expenditure Transfers 0 498,543 0 0 $9 $504,543 $7,000 $7,000 ($8,872)$498,543 $0 $0 Detail by Revenue Category and Expenditure Object 1 Total Revenue Total Expenditures/Appropriations Net Cost Governmental Funds Fiscal Year 2021-2022 114200 - Sheriff Forfeit-Fed-DoJ Fund Public Protection 0252 - SHER FORFEIT-FED-DOJ Police Protection State Controller Schedules Contra Costa County Schedule 9 County Budget Act Financing Sources and Uses by Budget Unit by Object January 2010 Edition, revision #1 Group:Function: Budget Unit:Activity: 2019-2020 Actuals 2020-2021 Estimated 2021-2022 Requested 2021-2022 Recommended 2 3 4 5 Miscellaneous Revenue $3,616,941 $3,748,000 $3,702,000 $3,702,000 $3,616,941 $3,748,000 $3,702,000 $3,702,000 Other Charges $3,616,941 $3,748,000 $3,702,000 $3,702,000 $3,616,941 $3,748,000 $3,702,000 $3,702,000 $0 $0 $0 $0 Total Expenditures/Appropriations Net Cost 0264 - SLESF-FRONT LINE ENF-CITY Police Protection Detail by Revenue Category and Expenditure Object 1 Total Revenue State Controller Schedules Contra Costa County Governmental Funds Fiscal Year 2021-2022 114300 - Sup Law Enforcement Svcs Fund Public Protection Schedule 9 County Budget Act Financing Sources and Uses by Budget Unit by Object January 2010 Edition, revision #1 Group:Function: Budget Unit:Activity: 2019-2020 Actuals 2020-2021 Estimated 2021-2022 Requested 2021-2022 Recommended 2 3 4 5 Miscellaneous Revenue $497,539 $525,000 $519,000 $519,000 $497,539 $525,000 $519,000 $519,000 Other Charges $1,597 $1,600 $2,000 $2,000 Expenditure Transfers 497,539 521,492 517,000 517,000 $499,136 $523,092 $519,000 $519,000 $1,597 ($1,908)$0 $0 1 Total Revenue Total Expenditures/Appropriations Net Cost 114300 - Sup Law Enforcement Svcs Fund Public Protection 0262 - SLESF-JAIL CONSTR & OPS Detention & Correction Detail by Revenue Category and Expenditure Object State Controller Schedules Contra Costa County Governmental Funds Fiscal Year 2021-2022 Schedule 9 County Budget Act Financing Sources and Uses by Budget Unit by Object January 2010 Edition, revision #1 Group:Function: Budget Unit:Activity: 2019-2020 Actuals 2020-2021 Estimated 2021-2022 Requested 2021-2022 Recommended 2 3 4 5 Miscellaneous Revenue $348,558 $431,000 $431,000 $431,000 $348,558 $431,000 $431,000 $431,000 Other Charges $1,009 $1,200 $2,000 $2,000 Expenditure Transfers 346,935 429,800 429,000 429,000 $347,944 $431,000 $431,000 $431,000 ($614)$0 $0 $0 Detail by Revenue Category and Expenditure Object 1 Total Revenue Total Expenditures/Appropriations Net Cost Governmental Funds Fiscal Year 2021-2022 114300 - Sup Law Enforcement Svcs Fund Public Protection 0263 - SLESF-FRONT LINE ENF-CO Police Protection State Controller Schedules Contra Costa County Schedule 9 County Budget Act Financing Sources and Uses by Budget Unit by Object January 2010 Edition, revision #1 Group:Function: Budget Unit:Activity: 2019-2020 Actuals 2020-2021 Estimated 2021-2022 Requested 2021-2022 Recommended 2 3 4 5 Miscellaneous Revenue $4,830,474 $4,834,000 $4,673,000 $4,673,000 $4,830,474 $4,834,000 $4,673,000 $4,673,000 Expenditure Transfers $2,181,242 $11,740,748 $3,605,000 $3,605,000 $2,181,242 $11,740,748 $3,605,000 $3,605,000 ($2,649,232)$6,906,748 ($1,068,000)($1,068,000) Total Expenditures/Appropriations Net Cost 0311 - SLESF-PROBATION Detention & Correction Detail by Revenue Category and Expenditure Object 1 Total Revenue State Controller Schedules Contra Costa County Governmental Funds Fiscal Year 2021-2022 114300 - Sup Law Enforcement Svcs Fund Public Protection Schedule 9 County Budget Act Financing Sources and Uses by Budget Unit by Object January 2010 Edition, revision #1 Group:Function: Budget Unit:Activity: 2019-2020 Actuals 2020-2021 Estimated 2021-2022 Requested 2021-2022 Recommended 2 3 4 5 Fines/Forfeits/Penalties $2,983 $0 $0 $0 Miscellaneous Revenue 497,539 524,000 518,000 518,000 $500,521 $524,000 $518,000 $518,000 Other Charges $1,597 $1,600 $2,000 $2,000 Expenditure Transfers 0 1,021,990 518,000 518,000 $1,597 $1,023,590 $520,000 $520,000 ($498,925)$499,590 $2,000 $2,000 1 Total Revenue Total Expenditures/Appropriations Net Cost 114300 - Sup Law Enforcement Svcs Fund Public Protection 0241 - SLESF-CRIM PROSECUTION Judicial Detail by Revenue Category and Expenditure Object State Controller Schedules Contra Costa County Governmental Funds Fiscal Year 2021-2022 Schedule 9 County Budget Act Financing Sources and Uses by Budget Unit by Object January 2010 Edition, revision #1 Group:Function: Budget Unit:Activity: 2019-2020 Actuals 2020-2021 Estimated 2021-2022 Requested 2021-2022 Recommended 2 3 4 5 Use Of Money & Property $2,033 $1,000 $1,000 $1,000 Miscellaneous Revenue 53,795 1,000 1,000 1,000 $55,828 $2,000 $2,000 $2,000 Other Charges $9 $100 $1,000 $1,000 Expenditure Transfers 0 589,289 1,000 1,000 $9 $589,389 $2,000 $2,000 ($55,819)$587,389 $0 $0 Detail by Revenue Category and Expenditure Object 1 Total Revenue Total Expenditures/Appropriations Net Cost Governmental Funds Fiscal Year 2021-2022 114500 - Sheriff Forfeit-Fed Treasury Fund Public Protection 0268 - SHER FORFEIT-FED TREASURY Police Protection State Controller Schedules Contra Costa County Schedule 9 County Budget Act Financing Sources and Uses by Budget Unit by Object January 2010 Edition, revision #1 Group:Function: Budget Unit:Activity: 2019-2020 Actuals 2020-2021 Estimated 2021-2022 Requested 2021-2022 Recommended 2 3 4 5 Use Of Money & Property $1,457,764 $1,879,898 $1,458,000 $1,458,000 Intergovernmental Revenue 42,719,076 60,080,117 52,939,000 52,939,000 $44,176,840 $61,960,015 $54,397,000 $54,397,000 Expenditure Transfers $50,624,127 $61,960,015 $54,397,000 $54,397,000 $50,624,127 $61,960,015 $54,397,000 $54,397,000 $6,447,287 $0 $0 $0 Total Expenditures/Appropriations Net Cost 0475 - PROP 63 MH SVCS ACCT Hospital Care Detail by Revenue Category and Expenditure Object 1 Total Revenue State Controller Schedules Contra Costa County Governmental Funds Fiscal Year 2021-2022 114600 - PROP 63 MH Svcs Fund Health And Sanitation Schedule 9 County Budget Act Financing Sources and Uses by Budget Unit by Object January 2010 Edition, revision #1 Group:Function: Budget Unit:Activity: 2019-2020 Actuals 2020-2021 Estimated 2021-2022 Requested 2021-2022 Recommended 2 3 4 5 Use Of Money & Property $16,830 $1,000 $1,000 $1,000 Charges For Services 17,207 34,000 34,000 34,000 Miscellaneous Revenue 1,168,600 1,306,000 1,306,000 1,306,000 $1,202,637 $1,341,000 $1,341,000 $1,341,000 Salaries And Benefits $814,247 $848,585 $899,000 $899,000 Services And Supplies 605,704 3,474,354 9,000 9,000 Other Charges 7,375 8,048 9,000 9,000 Fixed Assets 0 0 0 0 Expenditure Transfers (96)0 0 0 $1,427,229 $4,330,987 $917,000 $917,000 $224,592 $2,989,987 ($424,000)($424,000) 1 Total Revenue Total Expenditures/Appropriations Net Cost 114700 - Prisoners Welfare Fund Public Protection 0273 - PRISONERS WELFARE Detention & Correction Detail by Revenue Category and Expenditure Object State Controller Schedules Contra Costa County Governmental Funds Fiscal Year 2021-2022 Schedule 9 County Budget Act Financing Sources and Uses by Budget Unit by Object January 2010 Edition, revision #1 Group:Function: Budget Unit:Activity: 2019-2020 Actuals 2020-2021 Estimated 2021-2022 Requested 2021-2022 Recommended 2 3 4 5 Fund Balance $0 $0 $0 $0 Miscellaneous Revenue 51,874 48,000 0 0 $51,874 $48,000 $0 $0 Services And Supplies $16,215 $88,701 $28,000 $28,000 Other Charges 30,000 30,334 0 0 $46,215 $119,035 $28,000 $28,000 ($5,659)$71,035 $28,000 $28,000 Detail by Revenue Category and Expenditure Object 1 Total Revenue Total Expenditures/Appropriations Net Cost Governmental Funds Fiscal Year 2021-2022 114900 - Probation Officers Special Fund Public Protection 0313 - PROBATION OFFICERS SPECIAL FUND Detention & Correction State Controller Schedules Contra Costa County Schedule 9 County Budget Act Financing Sources and Uses by Budget Unit by Object January 2010 Edition, revision #1 Group:Function: Budget Unit:Activity: 2019-2020 Actuals 2020-2021 Estimated 2021-2022 Requested 2021-2022 Recommended 2 3 4 5 Use Of Money & Property $56,214 $78,000 $17,000 $17,000 $56,214 $78,000 $17,000 $17,000 ($56,214)($78,000)($17,000)($17,000)Net Cost 0009 - REVENUE-AUTOMATED SYS DEV General County Revenue Detail by Revenue Category and Expenditure Object 1 Total Revenue State Controller Schedules Contra Costa County Governmental Funds Fiscal Year 2021-2022 115000 - Automated Sys Development Fund General County Revenue Schedule 9 County Budget Act Financing Sources and Uses by Budget Unit by Object January 2010 Edition, revision #1 Group:Function: Budget Unit:Activity: 2019-2020 Actuals 2020-2021 Estimated 2021-2022 Requested 2021-2022 Recommended 2 3 4 5 Expenditure Transfers $200,000 $200,000 $200,000 $200,000 $200,000 $200,000 $200,000 $200,000 $200,000 $200,000 $200,000 $200,000 Total Expenditures/Appropriations Net Cost General 0011 - AUTOMATED SYSTEMS DVLPMNT Finance Detail by Revenue Category and Expenditure Object 1 State Controller Schedules Contra Costa County Governmental Funds Fiscal Year 2021-2022 115000 - Automated Sys Development Fund Schedule 9 County Budget Act Financing Sources and Uses by Budget Unit by Object January 2010 Edition, revision #1 Group:Function: Budget Unit:Activity: 2019-2020 Actuals 2020-2021 Estimated 2021-2022 Requested 2021-2022 Recommended 2 3 4 5 Use Of Money & Property $54,217 $0 $0 $0 $54,217 $0 $0 $0 Expenditure Transfers $0 $3,144,924 $3,145,000 $3,145,000 $0 $3,144,924 $3,145,000 $3,145,000 ($54,217)$3,144,924 $3,145,000 $3,145,000 1 Total Revenue Total Expenditures/Appropriations Net Cost 115100 - Property Tax Admin Fund General 0017 - PROPERTY TAX ADMIN Finance Detail by Revenue Category and Expenditure Object State Controller Schedules Contra Costa County Governmental Funds Fiscal Year 2021-2022 Schedule 9 County Budget Act Financing Sources and Uses by Budget Unit by Object January 2010 Edition, revision #1 Group:Function: Budget Unit:Activity: 2019-2020 Actuals 2020-2021 Estimated 2021-2022 Requested 2021-2022 Recommended 2 3 4 5 Fund Balance $0 $0 $0 $0 Intergovernmental Revenue 55,500,861 53,232,090 65,141,000 65,141,000 $55,500,861 $53,232,090 $65,141,000 $65,141,000 Expenditure Transfers $56,257,536 $59,436,090 $67,155,000 $67,155,000 $56,257,536 $59,436,090 $67,155,000 $67,155,000 $756,675 $6,204,000 $2,014,000 $2,014,000 Detail by Revenue Category and Expenditure Object 1 Total Revenue Total Expenditures/Appropriations Net Cost Governmental Funds Fiscal Year 2021-2022 115300 - Cnty Local Rev Fund Public Protection 0295 - LAW ENFORCEMENT SVCS ACCT Other Protection State Controller Schedules Contra Costa County Schedule 9 County Budget Act Financing Sources and Uses by Budget Unit by Object January 2010 Edition, revision #1 Group:Function: Budget Unit:Activity: 2019-2020 Actuals 2020-2021 Estimated 2021-2022 Requested 2021-2022 Recommended 2 3 4 5 Intergovernmental Revenue $113,452,345 $101,610,706 $124,653,000 $124,653,000 $113,452,345 $101,610,706 $124,653,000 $124,653,000 Expenditure Transfers $114,383,395 $101,610,706 $124,653,000 $124,653,000 $114,383,395 $101,610,706 $124,653,000 $124,653,000 $931,050 $0 $0 $0 Total Expenditures/Appropriations Net Cost 0296 - SUPPORT SERVICES Aid Programs Detail by Revenue Category and Expenditure Object 1 Total Revenue State Controller Schedules Contra Costa County Governmental Funds Fiscal Year 2021-2022 115300 - Cnty Local Rev Fund Public Assistance Schedule 9 County Budget Act Financing Sources and Uses by Budget Unit by Object January 2010 Edition, revision #1 Group:Function: Budget Unit:Activity: 2019-2020 Actuals 2020-2021 Estimated 2021-2022 Requested 2021-2022 Recommended 2 3 4 5 Fines/Forfeits/Penalties $0 $50 $50 $50 $0 $50 $50 $50 Expenditure Transfers $0 $5,493 $50 $50 $0 $5,493 $50 $50 $0 $5,443 $0 $0 1 Total Revenue Total Expenditures/Appropriations Net Cost 115400 - Obscene Matter-Minors Fund Public Protection 0254 - OBSCENE MATTER-MINORS Judicial Detail by Revenue Category and Expenditure Object State Controller Schedules Contra Costa County Governmental Funds Fiscal Year 2021-2022 Schedule 9 County Budget Act Financing Sources and Uses by Budget Unit by Object January 2010 Edition, revision #1 Group:Function: Budget Unit:Activity: 2019-2020 Actuals 2020-2021 Estimated 2021-2022 Requested 2021-2022 Recommended 2 3 4 5 Intergovernmental Revenue $1,972,244 $2,014,966 $2,166,000 $2,166,000 Miscellaneous Revenue 286,340 456,034 407,000 407,000 $2,258,584 $2,471,000 $2,573,000 $2,573,000 Salaries And Benefits $1,623,697 $1,744,631 $1,849,000 $1,849,000 Services And Supplies 200,221 192,590 189,000 189,000 Other Charges 534,550 532,666 535,000 535,000 Expenditure Transfers 0 0 0 0 $2,358,469 $2,469,887 $2,573,000 $2,573,000 $99,885 ($1,113)$0 $0 Detail by Revenue Category and Expenditure Object 1 Total Revenue Total Expenditures/Appropriations Net Cost Governmental Funds Fiscal Year 2021-2022 115500 - IHSS Public Authority Fund Public Assistance 0508 - IHSS PUBLIC AUTHORITY Aid Programs State Controller Schedules Contra Costa County Schedule 9 County Budget Act Financing Sources and Uses by Budget Unit by Object January 2010 Edition, revision #1 Group:Function: Budget Unit:Activity: 2019-2020 Actuals 2020-2021 Estimated 2021-2022 Requested 2021-2022 Recommended 2 3 4 5 Fines/Forfeits/Penalties $250,066 $270,000 $250,000 $250,000 $250,066 $270,000 $250,000 $250,000 Expenditure Transfers $192,718 $622,587 $250,000 $250,000 $192,718 $622,587 $250,000 $250,000 ($57,348)$352,587 $0 $0 Total Expenditures/Appropriations Net Cost 0275 - DNA IDENTIFICATION FUND Police Protection Detail by Revenue Category and Expenditure Object 1 Total Revenue State Controller Schedules Contra Costa County Governmental Funds Fiscal Year 2021-2022 115600 - DNA Identification Fund Public Protection Schedule 9 County Budget Act Financing Sources and Uses by Budget Unit by Object January 2010 Edition, revision #1 Group:Function: Budget Unit:Activity: 2019-2020 Actuals 2020-2021 Estimated 2021-2022 Requested 2021-2022 Recommended 2 3 4 5 Intergovernmental Revenue $4,573,373 $6,643,176 $6,643,000 $6,643,000 $4,573,373 $6,643,176 $6,643,000 $6,643,000 Expenditure Transfers $4,120,286 $12,066,141 $7,107,000 $7,107,000 $4,120,286 $12,066,141 $7,107,000 $7,107,000 ($453,087)$5,422,965 $464,000 $464,000 1 Total Revenue Total Expenditures/Appropriations Net Cost 115700 - Comm Corr Performance Inctv Fund Public Protection 0477 - CCPIF Detention & Correction Detail by Revenue Category and Expenditure Object State Controller Schedules Contra Costa County Governmental Funds Fiscal Year 2021-2022 Schedule 9 County Budget Act Financing Sources and Uses by Budget Unit by Object January 2010 Edition, revision #1 Group:Function: Budget Unit:Activity: 2019-2020 Actuals 2020-2021 Estimated 2021-2022 Requested 2021-2022 Recommended 2 3 4 5 Use Of Money & Property $21,394 $20,409 $5,000 $5,000 Charges For Services 717,780 764,591 730,000 730,000 $739,174 $785,000 $735,000 $735,000 Services And Supplies $278,425 $429,324 $312,000 $312,000 Other Charges 111,961 46,584 114,000 114,000 Expenditure Transfers 362,597 1,404,375 309,000 309,000 $752,983 $1,880,283 $735,000 $735,000 $13,809 $1,095,283 $0 $0 Detail by Revenue Category and Expenditure Object 1 Total Revenue Total Expenditures/Appropriations Net Cost Governmental Funds Fiscal Year 2021-2022 115800 - NO Rich Wst&Rcvy Mitigation Fee Fund General 0478 - NO RICH WST&RCVY MTGN FEE Other General State Controller Schedules Contra Costa County Schedule 9 County Budget Act Financing Sources and Uses by Budget Unit by Object January 2010 Edition, revision #1 Group:Function: Budget Unit:Activity: 2019-2020 Actuals 2020-2021 Estimated 2021-2022 Requested 2021-2022 Recommended 2 3 4 5 Use Of Money & Property $223,079 $651,000 $651,000 $651,000 Miscellaneous Revenue 167,050 10,604,636 10,605,000 10,605,000 $390,130 $11,255,636 $11,256,000 $11,256,000 Services And Supplies $30,167 $5,155,636 $5,156,000 $5,156,000 Other Charges 148,948 3,100,000 3,100,000 3,100,000 Expenditure Transfers 26,530 3,000,000 3,000,000 3,000,000 $205,645 $11,255,636 $11,256,000 $11,256,000 ($184,485)$0 $0 $0 Total Expenditures/Appropriations Net Cost 0479 - L/M HSG ASSET FD-LMIHAF Other Assistance Detail by Revenue Category and Expenditure Object 1 Total Revenue State Controller Schedules Contra Costa County Governmental Funds Fiscal Year 2021-2022 115900 - L/M HSG Asset Fd-LMI Fund Public Assistance Schedule 9 County Budget Act Financing Sources and Uses by Budget Unit by Object January 2010 Edition, revision #1 Group:Function: Budget Unit:Activity: 2019-2020 Actuals 2020-2021 Estimated 2021-2022 Requested 2021-2022 Recommended 2 3 4 5 License/Permit/Franchises $323,267 $400,000 $400,000 $400,000 $323,267 $400,000 $400,000 $400,000 Services And Supplies $0 $2,491,200 $2,052,000 $2,052,000 Other Charges 98,234 599,003 200,000 200,000 Expenditure Transfers 0 25,000 672,000 672,000 $98,234 $3,115,203 $2,924,000 $2,924,000 ($225,034)$2,715,203 $2,524,000 $2,524,000 1 Total Revenue Total Expenditures/Appropriations Net Cost 116000 - Bailey Rd Mntc Surcharge Fund Public Ways & Facilities 0660 - BAILEY RD MNTC SURCHARGE Public Ways Detail by Revenue Category and Expenditure Object State Controller Schedules Contra Costa County Governmental Funds Fiscal Year 2021-2022 Schedule 9 County Budget Act Financing Sources and Uses by Budget Unit by Object January 2010 Edition, revision #1 Group:Function: Budget Unit:Activity: 2019-2020 Actuals 2020-2021 Estimated 2021-2022 Requested 2021-2022 Recommended 2 3 4 5 Use Of Money & Property $8,676 $8,000 $8,000 $8,000 Intergovernmental Revenue 293,736 492,000 675,000 675,000 Charges For Services 0 0 0 0 $302,411 $500,000 $683,000 $683,000 Services And Supplies $0 $460,478 $183,000 $183,000 Expenditure Transfers 0 500,000 500,000 500,000 $0 $960,478 $683,000 $683,000 ($302,411)$460,478 $0 $0 Detail by Revenue Category and Expenditure Object 1 Total Revenue Total Expenditures/Appropriations Net Cost Governmental Funds Fiscal Year 2021-2022 116100 - Home Invstmt Prtnrshp Act Fund Public Assistance 0561 - HOME INVSTMT PRTNRSHP ACT Other Assistance State Controller Schedules Contra Costa County Schedule 9 County Budget Act Financing Sources and Uses by Budget Unit by Object January 2010 Edition, revision #1 Group:Function: Budget Unit:Activity: 2019-2020 Actuals 2020-2021 Estimated 2021-2022 Requested 2021-2022 Recommended 2 3 4 5 License/Permit/Franchises $25,175 $45,000 $45,000 $45,000 $25,175 $45,000 $45,000 $45,000 Services And Supplies $4,992 $105,019 $45,000 $45,000 $4,992 $105,019 $45,000 $45,000 ($20,183)$60,019 $0 $0 Total Expenditures/Appropriations Net Cost 0282 - SB1186 CERT ACCESS PRGM Other Protection Detail by Revenue Category and Expenditure Object 1 Total Revenue State Controller Schedules Contra Costa County Governmental Funds Fiscal Year 2021-2022 116200 - CASP Cert & Training Fund Public Protection Schedule 9 County Budget Act Financing Sources and Uses by Budget Unit by Object January 2010 Edition, revision #1 Group:Function: Budget Unit:Activity: 2019-2020 Actuals 2020-2021 Estimated 2021-2022 Requested 2021-2022 Recommended 2 3 4 5 Taxes Current Property $31,254,767 $31,788,793 $32,948,000 $32,948,000 Taxes Other Than Cur Prop (72,574)(45,775)(75,000)(75,000) Intergovernmental Revenue 936,735 587,982 635,000 635,000 $32,118,927 $32,331,000 $33,508,000 $33,508,000 ($32,118,927)($32,331,000)($33,508,000)($33,508,000) 1 Total Revenue Net Cost 120600 - County Library Fund Education 0008 - REVENUE CO LIBRARY TAXES Library Services Detail by Revenue Category and Expenditure Object State Controller Schedules Contra Costa County Governmental Funds Fiscal Year 2021-2022 Schedule 9 County Budget Act Financing Sources and Uses by Budget Unit by Object January 2010 Edition, revision #1 Group:Function: Budget Unit:Activity: 2019-2020 Actuals 2020-2021 Estimated 2021-2022 Requested 2021-2022 Recommended 2 3 4 5 Fixed Assets $1,883,591 $0 $0 $0 $1,883,591 $0 $0 $0 $1,883,591 $0 $0 $0 Detail by Revenue Category and Expenditure Object 1 Total Expenditures/Appropriations Net Cost Fiscal Year 2021-2022 120600 - County Library Fund General 0113 - PLANT ACQUIS-LIBRARY FUND Plant Acquisition State Controller Schedules Contra Costa County Governmental Funds Schedule 9 County Budget Act Financing Sources and Uses by Budget Unit by Object January 2010 Edition, revision #1 Group:Function: Budget Unit:Activity: 2019-2020 Actuals 2020-2021 Estimated 2021-2022 Requested 2021-2022 Recommended 2 3 4 5 Use Of Money & Property $73,320 $82,000 $4,000 $4,000 Intergovernmental Revenue 185,189 102,600 109,000 109,000 Charges For Services 98,589 78,400 58,000 58,000 Miscellaneous Revenue 178,694 285,000 654,000 654,000 $535,792 $548,000 $825,000 $825,000 Salaries And Benefits $8,255,415 $9,501,283 $9,476,000 $9,476,000 Services And Supplies 5,256,154 7,509,958 3,011,000 3,011,000 Other Charges 1,584,973 1,673,194 1,966,000 1,966,000 Fixed Assets 120,107 930,187 160,000 160,000 Expenditure Transfers 51,042 55,000 49,000 49,000 $15,267,692 $19,669,622 $14,662,000 $14,662,000 $14,731,899 $19,121,622 $13,837,000 $13,837,000 Detail by Revenue Category and Expenditure Object 1 Total Revenue Total Expenditures/Appropriations Net Cost Governmental Funds Fiscal Year 2021-2022 120600 - County Library Fund Education 0620 - LIBRARY-ADMIN & SUPPORT SVCS Library Services State Controller Schedules Contra Costa County Schedule 9 County Budget Act Financing Sources and Uses by Budget Unit by Object January 2010 Edition, revision #1 Group:Function: Budget Unit:Activity: 2019-2020 Actuals 2020-2021 Estimated 2021-2022 Requested 2021-2022 Recommended 2 3 4 5 Use Of Money & Property $620 $2,520 $0 $0 Intergovernmental Revenue 2,167,798 1,804,684 1,431,000 1,431,000 Charges For Services 30,541 35,500 12,000 12,000 Miscellaneous Revenue 860,463 324,296 334,000 334,000 $3,059,422 $2,167,000 $1,777,000 $1,777,000 Salaries And Benefits $14,530,860 $16,578,704 $17,149,000 $17,149,000 Services And Supplies 1,621,618 3,486,233 3,259,000 3,259,000 Other Charges 1,887,005 4,697,071 1,040,000 1,040,000 Fixed Assets 0 100,000 0 0 $18,039,483 $24,862,008 $21,448,000 $21,448,000 $14,980,061 $22,695,008 $19,671,000 $19,671,000 Total Expenditures/Appropriations Net Cost 0621 - LIBRARY-COMMUNITY SERVICES Library Services Detail by Revenue Category and Expenditure Object 1 Total Revenue State Controller Schedules Contra Costa County Governmental Funds Fiscal Year 2021-2022 120600 - County Library Fund Education Schedule 9 County Budget Act Financing Sources and Uses by Budget Unit by Object January 2010 Edition, revision #1 Group:Function: Budget Unit:Activity: 2019-2020 Actuals 2020-2021 Estimated 2021-2022 Requested 2021-2022 Recommended 2 3 4 5 Use Of Money & Property $6,443 $1,000 $1,000 $1,000 $6,443 $1,000 $1,000 $1,000 Other Charges $61 $268,661 $1,000 $1,000 $61 $268,661 $1,000 $1,000 ($6,382)$267,661 $0 $0 1 Total Revenue Total Expenditures/Appropriations Net Cost 120700 - Casey Library Gift Fund Education 0622 - CASEY LIBRARY GIFT Library Services Detail by Revenue Category and Expenditure Object State Controller Schedules Contra Costa County Governmental Funds Fiscal Year 2021-2022 Schedule 9 County Budget Act Financing Sources and Uses by Budget Unit by Object January 2010 Edition, revision #1 Group:Function: Budget Unit:Activity: 2019-2020 Actuals 2020-2021 Estimated 2021-2022 Requested 2021-2022 Recommended 2 3 4 5 Charges For Services $2,967 $9,000 $9,000 $9,000 $2,967 $9,000 $9,000 $9,000 Other Charges $0 $19,575 $2,000 $2,000 Expenditure Transfers 0 5,000 5,000 5,000 $0 $24,575 $7,000 $7,000 ($2,967)$15,575 ($2,000)($2,000) Detail by Revenue Category and Expenditure Object 1 Total Revenue Total Expenditures/Appropriations Net Cost Governmental Funds Fiscal Year 2021-2022 123100 - Hercul/Rodeo Crock A of B Public Ways & Facilities 0631 - HERCUL/RODEO/CROCK A OF B Public Ways State Controller Schedules Contra Costa County Schedule 9 County Budget Act Financing Sources and Uses by Budget Unit by Object January 2010 Edition, revision #1 Group:Function: Budget Unit:Activity: 2019-2020 Actuals 2020-2021 Estimated 2021-2022 Requested 2021-2022 Recommended 2 3 4 5 Use Of Money & Property $102 $150 $0 $0 Charges For Services 5,358 50,000 35,000 35,000 $5,460 $50,150 $35,000 $35,000 Other Charges $4 $1,000 $1,000 $1,000 Expenditure Transfers 658 40,000 5,000 5,000 $662 $41,000 $6,000 $6,000 ($4,798)($9,150)($29,000)($29,000) Total Expenditures/Appropriations Net Cost 0632 - WEST COUNTY AREA OF BENEF Public Ways Detail by Revenue Category and Expenditure Object 1 Total Revenue State Controller Schedules Contra Costa County Governmental Funds Fiscal Year 2021-2022 123200 - West County Area of Benefit Public Ways & Facilities Schedule 9 County Budget Act Financing Sources and Uses by Budget Unit by Object January 2010 Edition, revision #1 Group:Function: Budget Unit:Activity: 2019-2020 Actuals 2020-2021 Estimated 2021-2022 Requested 2021-2022 Recommended 2 3 4 5 Use Of Money & Property $41,425 $65,000 $45,000 $45,000 Charges For Services 20,669 45,000 45,000 45,000 $62,094 $110,000 $90,000 $90,000 Services And Supplies $0 $0 $200,000 $200,000 Other Charges 383 600 1,000 1,000 Expenditure Transfers 338,243 200,000 200,000 200,000 $338,626 $200,600 $401,000 $401,000 $276,533 $90,600 $311,000 $311,000 1 Total Revenue Total Expenditures/Appropriations Net Cost 123400 - North Richmond AOB Public Ways & Facilities 0634 - NORTH RICHMOND AOB Public Ways Detail by Revenue Category and Expenditure Object State Controller Schedules Contra Costa County Governmental Funds Fiscal Year 2021-2022 Schedule 9 County Budget Act Financing Sources and Uses by Budget Unit by Object January 2010 Edition, revision #1 Group:Function: Budget Unit:Activity: 2019-2020 Actuals 2020-2021 Estimated 2021-2022 Requested 2021-2022 Recommended 2 3 4 5 Use Of Money & Property $51,610 $80,000 $60,000 $60,000 Charges For Services 52,093 120,000 80,000 80,000 $103,703 $200,000 $140,000 $140,000 Other Charges $332 $1,100 $1,000 $1,000 Expenditure Transfers 28,498 80,000 60,000 60,000 $28,830 $81,100 $61,000 $61,000 ($74,873)($118,900)($79,000)($79,000) Detail by Revenue Category and Expenditure Object 1 Total Revenue Total Expenditures/Appropriations Net Cost Governmental Funds Fiscal Year 2021-2022 124000 - Martinez Area of Benefit Public Ways & Facilities 0635 - MARTINEZ AREA OF BENEFIT Public Ways State Controller Schedules Contra Costa County Schedule 9 County Budget Act Financing Sources and Uses by Budget Unit by Object January 2010 Edition, revision #1 Group:Function: Budget Unit:Activity: 2019-2020 Actuals 2020-2021 Estimated 2021-2022 Requested 2021-2022 Recommended 2 3 4 5 Use Of Money & Property $10,471 $12,000 $12,000 $12,000 Charges For Services 0 5,000 5,000 5,000 $10,471 $17,000 $17,000 $17,000 Other Charges $197 $300 $1,000 $1,000 Expenditure Transfers 0 125,438 100,000 100,000 $197 $125,738 $101,000 $101,000 ($10,274)$108,738 $84,000 $84,000 Total Expenditures/Appropriations Net Cost 0636 - BRIONES AREA OF BENEFIT Public Ways Detail by Revenue Category and Expenditure Object 1 Total Revenue State Controller Schedules Contra Costa County Governmental Funds Fiscal Year 2021-2022 124100 - Briones Area of Benefit Public Ways & Facilities Schedule 9 County Budget Act Financing Sources and Uses by Budget Unit by Object January 2010 Edition, revision #1 Group:Function: Budget Unit:Activity: 2019-2020 Actuals 2020-2021 Estimated 2021-2022 Requested 2021-2022 Recommended 2 3 4 5 Use Of Money & Property $74,062 $75,000 $75,000 $75,000 Charges For Services 112,411 200,000 180,000 180,000 $186,473 $275,000 $255,000 $255,000 Other Charges $405 $1,000 $1,000 $1,000 Expenditure Transfers 15,616 25,000 25,000 25,000 $16,021 $26,000 $26,000 $26,000 ($170,452)($249,000)($229,000)($229,000) 1 Total Revenue Total Expenditures/Appropriations Net Cost 124200 - Central Co Area/Benefit Public Ways & Facilities 0637 - CENTRAL CO AREA/BENEFIT Public Ways Detail by Revenue Category and Expenditure Object State Controller Schedules Contra Costa County Governmental Funds Fiscal Year 2021-2022 Schedule 9 County Budget Act Financing Sources and Uses by Budget Unit by Object January 2010 Edition, revision #1 Group:Function: Budget Unit:Activity: 2019-2020 Actuals 2020-2021 Estimated 2021-2022 Requested 2021-2022 Recommended 2 3 4 5 Use Of Money & Property $41 $100 $1,000 $1,000 Charges For Services (7,666)50,000 50,000 50,000 ($7,625)$50,100 $51,000 $51,000 Other Charges $4 $100 $1,000 $1,000 Expenditure Transfers 29,517 50,000 30,000 30,000 $29,521 $50,100 $31,000 $31,000 $37,147 $0 ($20,000)($20,000) Detail by Revenue Category and Expenditure Object 1 Total Revenue Total Expenditures/Appropriations Net Cost Governmental Funds Fiscal Year 2021-2022 124300 - So Wal Crk Area of Benefit Public Ways & Facilities 0638 - SO WAL CRK AREA OF BENEFT Public Ways State Controller Schedules Contra Costa County Schedule 9 County Budget Act Financing Sources and Uses by Budget Unit by Object January 2010 Edition, revision #1 Group:Function: Budget Unit:Activity: 2019-2020 Actuals 2020-2021 Estimated 2021-2022 Requested 2021-2022 Recommended 2 3 4 5 Use Of Money & Property $20,132 $20,000 $20,000 $20,000 Charges For Services (10,752)250,000 220,000 220,000 $9,380 $270,000 $240,000 $240,000 Other Charges $229 $300 $1,000 $1,000 Expenditure Transfers (49,509)269,700 100,000 100,000 ($49,280)$270,000 $101,000 $101,000 ($58,660)$0 ($139,000)($139,000) Total Expenditures/Appropriations Net Cost 0641 - ALAMO AREA OF BENEFIT Public Ways Detail by Revenue Category and Expenditure Object 1 Total Revenue State Controller Schedules Contra Costa County Governmental Funds Fiscal Year 2021-2022 126000 - Alamo Area of Benefit Public Ways & Facilities Schedule 9 County Budget Act Financing Sources and Uses by Budget Unit by Object January 2010 Edition, revision #1 Group:Function: Budget Unit:Activity: 2019-2020 Actuals 2020-2021 Estimated 2021-2022 Requested 2021-2022 Recommended 2 3 4 5 Use Of Money & Property $56,040 $75,000 $60,000 $60,000 Charges For Services 57,907 150,000 100,000 100,000 $113,947 $225,000 $160,000 $160,000 Other Charges $347 $700 $1,000 $1,000 Expenditure Transfers 259,735 224,300 2,250,000 2,250,000 $260,082 $225,000 $2,251,000 $2,251,000 $146,135 $0 $2,091,000 $2,091,000 1 Total Revenue Total Expenditures/Appropriations Net Cost 127000 - South Co Area of Benefit Public Ways & Facilities 0642 - SOUTH CO AREA OF BENEFIT Public Ways Detail by Revenue Category and Expenditure Object State Controller Schedules Contra Costa County Governmental Funds Fiscal Year 2021-2022 Schedule 9 County Budget Act Financing Sources and Uses by Budget Unit by Object January 2010 Edition, revision #1 Group:Function: Budget Unit:Activity: 2019-2020 Actuals 2020-2021 Estimated 2021-2022 Requested 2021-2022 Recommended 2 3 4 5 Use Of Money & Property $86,374 $100,000 $100,000 $100,000 Charges For Services 425,110 600,000 500,000 500,000 $511,484 $700,000 $600,000 $600,000 Other Charges $447 $500 $1,000 $1,000 Expenditure Transfers 322,125 1,500,000 350,000 350,000 $322,572 $1,500,500 $351,000 $351,000 ($188,912)$800,500 ($249,000)($249,000) Detail by Revenue Category and Expenditure Object 1 Total Revenue Total Expenditures/Appropriations Net Cost Governmental Funds Fiscal Year 2021-2022 128200 - East County Area of Benefit Public Ways & Facilities 0645 - EAST COUNTY AREA OF BENEF Public Ways State Controller Schedules Contra Costa County Schedule 9 County Budget Act Financing Sources and Uses by Budget Unit by Object January 2010 Edition, revision #1 Group:Function: Budget Unit:Activity: 2019-2020 Actuals 2020-2021 Estimated 2021-2022 Requested 2021-2022 Recommended 2 3 4 5 Use Of Money & Property $0 $500 $1,000 $1,000 Charges For Services 0 5,000 2,000 2,000 $0 $5,500 $3,000 $3,000 Other Charges $0 $100 $1,000 $1,000 Expenditure Transfers 1,006 10,000 55,000 55,000 $1,006 $10,100 $56,000 $56,000 $1,006 $4,600 $53,000 $53,000 Total Expenditures/Appropriations Net Cost 0653 - BETHEL ISLAND AREA OF BENEFT Public Ways Detail by Revenue Category and Expenditure Object 1 Total Revenue State Controller Schedules Contra Costa County Governmental Funds Fiscal Year 2021-2022 129000 - Bethel Isl Area of Benefit Public Ways & Facilities Schedule 9 County Budget Act Financing Sources and Uses by Budget Unit by Object January 2010 Edition, revision #1 Group:Function: Budget Unit:Activity: 2019-2020 Actuals 2020-2021 Estimated 2021-2022 Requested 2021-2022 Recommended 2 3 4 5 Charges For Services $178,718 $213,430 $127,000 $127,000 Miscellaneous Revenue 0 2,570 9,000 9,000 $178,718 $216,000 $136,000 $136,000 Services And Supplies $192,162 $216,000 $136,000 $136,000 Other Charges 0 27,025 0 0 $192,162 $243,025 $136,000 $136,000 $13,443 $27,025 $0 $0 1 Total Revenue Total Expenditures/Appropriations Net Cost 132800 - County Childrens Fund Public Assistance 0505 - COUNTY CHILDRENS Aid Programs Detail by Revenue Category and Expenditure Object State Controller Schedules Contra Costa County Governmental Funds Fiscal Year 2021-2022 Schedule 9 County Budget Act Financing Sources and Uses by Budget Unit by Object January 2010 Edition, revision #1 Group:Function: Budget Unit:Activity: 2019-2020 Actuals 2020-2021 Estimated 2021-2022 Requested 2021-2022 Recommended 2 3 4 5 Use Of Money & Property $5,700 $0 $0 $0 Miscellaneous Revenue 168,022 0 0 0 $173,722 $0 $0 $0 Expenditure Transfers $0 $266,685 $0 $0 $0 $266,685 $0 $0 ($173,722)$266,685 $0 $0 Detail by Revenue Category and Expenditure Object 1 Total Revenue Total Expenditures/Appropriations Net Cost Governmental Funds Fiscal Year 2021-2022 133200 - Animal Benefit Fund Public Protection 0369 - ANIMAL BENEFIT ADMIN Other Protection State Controller Schedules Contra Costa County Schedule 9 County Budget Act Financing Sources and Uses by Budget Unit by Object January 2010 Edition, revision #1 Group:Function: Budget Unit:Activity: 2019-2020 Actuals 2020-2021 Estimated 2021-2022 Requested 2021-2022 Recommended 2 3 4 5 Miscellaneous Revenue $38,395 $150,000 $160,000 $160,000 $38,395 $150,000 $160,000 $160,000 Services And Supplies $333,352 $100,000 $110,000 $110,000 Other Charges 102 0 0 0 $333,454 $100,000 $110,000 $110,000 $295,059 ($50,000)($50,000)($50,000) Total Expenditures/Appropriations Net Cost 0375 - ANIMAL BENEFIT Other Protection Detail by Revenue Category and Expenditure Object 1 Total Revenue State Controller Schedules Contra Costa County Governmental Funds Fiscal Year 2021-2022 133200 - Animal Benefit Fund Public Protection Schedule 9 County Budget Act Financing Sources and Uses by Budget Unit by Object January 2010 Edition, revision #1 Group:Function: Budget Unit:Activity: 2019-2020 Actuals 2020-2021 Estimated 2021-2022 Requested 2021-2022 Recommended 2 3 4 5 Use Of Money & Property $5,030 $10,000 $10,000 $10,000 Intergovernmental Revenue 84,968 172,000 172,000 172,000 $89,998 $182,000 $182,000 $182,000 Services And Supplies $0 $610,265 $0 $0 Other Charges 218 1,000 1,000 1,000 Expenditure Transfers 243,522 181,000 181,000 181,000 $243,740 $792,265 $182,000 $182,000 $153,742 $610,265 $0 $0 1 Total Revenue Total Expenditures/Appropriations Net Cost 133400 - CO-Wide Gang and Drug Fund Public Protection 0271 - CO-WIDE GANG AND DRUG Police Protection Detail by Revenue Category and Expenditure Object State Controller Schedules Contra Costa County Governmental Funds Fiscal Year 2021-2022 Schedule 9 County Budget Act Financing Sources and Uses by Budget Unit by Object January 2010 Edition, revision #1 Group:Function: Budget Unit:Activity: 2019-2020 Actuals 2020-2021 Estimated 2021-2022 Requested 2021-2022 Recommended 2 3 4 5 Use Of Money & Property $123,437 $200,000 $200,000 $200,000 Charges For Services 128,000 120,000 120,000 120,000 $251,437 $320,000 $320,000 $320,000 Services And Supplies $931,068 $1,000,000 $1,000,000 $1,000,000 Other Charges 0 0 0 0 Expenditure Transfers 370,000 750,000 400,000 400,000 $1,301,068 $1,750,000 $1,400,000 $1,400,000 $1,049,631 $1,430,000 $1,080,000 $1,080,000 Detail by Revenue Category and Expenditure Object 1 Total Revenue Total Expenditures/Appropriations Net Cost Governmental Funds Fiscal Year 2021-2022 133700 - Livable Communities Fund Public Protection 0370 - LIVABLE COMMUNITIES Other Protection State Controller Schedules Contra Costa County Schedule 9 County Budget Act Financing Sources and Uses by Budget Unit by Object January 2010 Edition, revision #1 Group:Function: Budget Unit:Activity: 2019-2020 Actuals 2020-2021 Estimated 2021-2022 Requested 2021-2022 Recommended 2 3 4 5 Use Of Money & Property $7,996 $43,000 $43,000 $43,000 Intergovernmental Revenue 239,247 762,000 762,000 762,000 Miscellaneous Revenue 180 0 0 0 $247,423 $805,000 $805,000 $805,000 Services And Supplies $315,230 $620,938 $705,000 $705,000 Other Charges 0 0 0 0 Expenditure Transfers 249,207 100,000 100,000 100,000 $564,437 $720,938 $805,000 $805,000 $317,014 ($84,062)$0 $0 Total Expenditures/Appropriations Net Cost 0597 - ARRA HUD BLDG INSP NPP Other Assistance Detail by Revenue Category and Expenditure Object 1 Total Revenue State Controller Schedules Contra Costa County Governmental Funds Fiscal Year 2021-2022 134900 - ARRA HUD Bldg Insp NPP Fund Public Assistance Schedule 9 County Budget Act Financing Sources and Uses by Budget Unit by Object January 2010 Edition, revision #1 Group:Function: Budget Unit:Activity: 2019-2020 Actuals 2020-2021 Estimated 2021-2022 Requested 2021-2022 Recommended 2 3 4 5 Use Of Money & Property $422,625 $649,513 $3,000 $3,000 Miscellaneous Revenue 44,464,379 44,802,730 47,379,000 47,379,000 $44,887,003 $45,452,243 $47,382,000 $47,382,000 Services And Supplies $0 $0 $0 $0 Other Charges 43,600,400 46,113,763 47,382,000 47,382,000 $43,600,400 $46,113,763 $47,382,000 $47,382,000 ($1,286,604)$661,520 $0 $0 1 Total Revenue Total Expenditures/Appropriations Net Cost 135000 - Retirement UAAL Bond Fund Debt Service 0791 - RETIREMENT UAAL BOND FUND Retirement-Long Term Debt Detail by Revenue Category and Expenditure Object State Controller Schedules Contra Costa County Governmental Funds Fiscal Year 2021-2022 Schedule 9 County Budget Act Financing Sources and Uses by Budget Unit by Object January 2010 Edition, revision #1 Group:Function: Budget Unit:Activity: 2019-2020 Actuals 2020-2021 Estimated 2021-2022 Requested 2021-2022 Recommended 2 3 4 5 Miscellaneous Revenue $2,759,911 $2,759,911 $2,760,000 $2,760,000 $2,759,911 $2,759,911 $2,760,000 $2,760,000 Other Charges $2,759,911 $2,759,911 $2,760,000 $2,760,000 $2,759,911 $2,759,911 $2,760,000 $2,760,000 $0 $0 $0 $0 Detail by Revenue Category and Expenditure Object 1 Total Revenue Total Expenditures/Appropriations Net Cost Governmental Funds Fiscal Year 2021-2022 135200 - Ret Litgtn Stlmnt Dbt Svc Fund Debt Service 0793 - RET LITGTN STLMNT DBT SVC Retirement-Long Term Debt State Controller Schedules Contra Costa County Schedule 9 County Budget Act Financing Sources and Uses by Budget Unit by Object January 2010 Edition, revision #1 Group:Function: Budget Unit:Activity: 2019-2020 Actuals 2020-2021 Estimated 2021-2022 Requested 2021-2022 Recommended 2 3 4 5 Services And Supplies $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0Net Cost 0794 - FAMILY LAW CTR-DEBT SVC Retirement-Long Term Debt Detail by Revenue Category and Expenditure Object 1 Total Expenditures/Appropriations State Controller Schedules Contra Costa County Governmental Funds Fiscal Year 2021-2022 135400 - Family Law Ctr-Debt Svc Fund Debt Service Schedule 9 County Budget Act Financing Sources and Uses by Budget Unit by Object January 2010 Edition, revision #1 Group:Function: Budget Unit:Activity: 2019-2020 Actuals 2020-2021 Estimated 2021-2022 Requested 2021-2022 Recommended 2 3 4 5 Use Of Money & Property $19,555 $36,000 $36,000 $36,000 Intergovernmental Revenue 1,096,645 1,200,000 1,200,000 1,200,000 Miscellaneous Revenue 192,844 201,000 201,000 201,000 $1,309,044 $1,437,000 $1,437,000 $1,437,000 Services And Supplies $0 $50,000 $50,000 $50,000 Other Charges 0 400 1,000 1,000 Expenditure Transfers 1,309,044 1,386,600 1,386,000 1,386,000 $1,309,044 $1,437,000 $1,437,000 $1,437,000 $0 $0 $0 $0 Total Revenue Total Expenditures/Appropriations Net Cost Public Protection 0270 - CENTRAL IDENTIFY BUREAU Police Protection Detail by Revenue Category and Expenditure Object 1 State Controller Schedules Contra Costa County Governmental Funds Fiscal Year 2021-2022 136000 - Central Identify Bureau Fund Schedule 9 County Budget Act Financing Sources and Uses by Budget Unit by Object January 2010 Edition, revision #1 Group:Function: Budget Unit:Activity: 2019-2020 Actuals 2020-2021 Estimated 2021-2022 Requested 2021-2022 Recommended 2 3 4 5 Use Of Money & Property $0 $0 $0 $0 Intergovernmental Revenue 1,092,748 1,000,000 1,000,000 1,000,000 $1,092,748 $1,000,000 $1,000,000 $1,000,000 Expenditure Transfers $1,092,748 $1,000,000 $1,000,000 $1,000,000 $1,092,748 $1,000,000 $1,000,000 $1,000,000 $0 $0 $0 $0 Detail by Revenue Category and Expenditure Object 1 Total Revenue Total Expenditures/Appropriations Net Cost Fiscal Year 2021-2022 136000 - Central Identify Bureau Fund Public Protection 0274 - AB 879 Police Protection State Controller Schedules Contra Costa County Governmental Funds Schedule 9 County Budget Act Financing Sources and Uses by Budget Unit by Object January 2010 Edition, revision #1 Group:Function: Budget Unit:Activity: 2019-2020 Actuals 2020-2021 Estimated 2021-2022 Requested 2021-2022 Recommended 2 3 4 5 Use Of Money & Property $867,235 $865,020 $450,000 $450,000 Charges For Services 0 0 0 0 Miscellaneous Revenue 32,254 80,000 98,000 98,000 $899,489 $945,020 $548,000 $548,000 Services And Supplies $98,074 $5,150,116 $4,304,000 $4,304,000 Other Charges 150,805 96,930 350,000 350,000 Fixed Assets 8,507 10,000 10,000 10,000 Expenditure Transfers 255,211 321,500 296,000 296,000 $512,596 $5,578,546 $4,960,000 $4,960,000 ($386,893)$4,633,526 $4,412,000 $4,412,000 Detail by Revenue Category and Expenditure Object 1 Total Revenue Total Expenditures/Appropriations Net Cost Contra Costa County Governmental Funds Fiscal Year 2021-2022 138800 - SPRW Fund Public Ways & Facilities 0678 - SPRW FUND Public Ways State Controller Schedules Schedule 9 County Budget Act Financing Sources and Uses by Budget Unit by Object January 2010 Edition, revision #1 Group:Function: Budget Unit:Activity: 2019-2020 Actuals 2020-2021 Estimated 2021-2022 Requested 2021-2022 Recommended 2 3 4 5 Use Of Money & Property $2,033 $10,000 $5,000 $5,000 Charges For Services 37,902 100,000 50,000 50,000 $39,935 $110,000 $55,000 $55,000 Other Charges $1,127 $300 $2,000 $2,000 Expenditure Transfers 1,724 109,700 50,000 50,000 $2,850 $110,000 $52,000 $52,000 ($37,085)$0 ($3,000)($3,000) Total Expenditures/Appropriations Net Cost 0680 - RD DVLPMNT DISCOVERY BAY Public Ways Detail by Revenue Category and Expenditure Object 1 Total Revenue State Controller Schedules Contra Costa County Governmental Funds Fiscal Year 2021-2022 139000 - RD Dvlpmnt Discovery Bay Fund Public Ways & Facilities Schedule 9 County Budget Act Financing Sources and Uses by Budget Unit by Object January 2010 Edition, revision #1 Group:Function: Budget Unit:Activity: 2019-2020 Actuals 2020-2021 Estimated 2021-2022 Requested 2021-2022 Recommended 2 3 4 5 License/Permit/Franchises $0 $15,000 $15,000 $15,000 Use Of Money & Property 460,213 705,000 301,000 301,000 Intergovernmental Revenue 0 100,000 100,000 100,000 Charges For Services 646,906 1,500,000 1,000,000 1,000,000 Miscellaneous Revenue 0 2,725,000 1,000,000 1,000,000 $1,107,119 $5,045,000 $2,416,000 $2,416,000 Services And Supplies $143,944 $15,000 $100,000 $100,000 Other Charges 4,269 30,000 12,000 12,000 Expenditure Transfers 7,110 5,000,000 2,304,000 2,304,000 $155,322 $5,045,000 $2,416,000 $2,416,000 ($951,797)$0 $0 $0 1 Total Revenue Total Expenditures/Appropriations Net Cost 139200 - Road Imprvmnt Fee Fund Public Ways & Facilities 0682 - ROAD IMPRVMNT FEE Public Ways Detail by Revenue Category and Expenditure Object State Controller Schedules Contra Costa County Governmental Funds Fiscal Year 2021-2022 Schedule 9 County Budget Act Financing Sources and Uses by Budget Unit by Object January 2010 Edition, revision #1 Group:Function: Budget Unit:Activity: 2019-2020 Actuals 2020-2021 Estimated 2021-2022 Requested 2021-2022 Recommended 2 3 4 5 Use Of Money & Property $2,013 $3,000 $3,000 $3,000 Charges For Services 18,808 40,000 30,000 30,000 $20,821 $43,000 $33,000 $33,000 Other Charges $9 $100 $1,000 $1,000 Expenditure Transfers 2,912 42,900 5,000 5,000 $2,921 $43,000 $6,000 $6,000 ($17,899)$0 ($27,000)($27,000) Detail by Revenue Category and Expenditure Object 1 Total Revenue Total Expenditures/Appropriations Net Cost Governmental Funds Fiscal Year 2021-2022 139400 - Rd Devlpmnt Rich/El Sobrt Public Ways & Facilities 0684 - RD DEVLPMNT RICH/EL SOBRT Public Ways State Controller Schedules Contra Costa County Schedule 9 County Budget Act Financing Sources and Uses by Budget Unit by Object January 2010 Edition, revision #1 Group:Function: Budget Unit:Activity: 2019-2020 Actuals 2020-2021 Estimated 2021-2022 Requested 2021-2022 Recommended 2 3 4 5 Use Of Money & Property $23,967 $20,000 $20,000 $20,000 Charges For Services 0 1,200,000 500,000 500,000 $23,967 $1,220,000 $520,000 $520,000 Other Charges $240 $800 $1,000 $1,000 Expenditure Transfers 27,135 1,219,200 50,000 50,000 $27,375 $1,220,000 $51,000 $51,000 $3,407 $0 ($469,000)($469,000) Total Expenditures/Appropriations Net Cost 0685 - RD DEVLPMT BAY POINT AREA Public Ways Detail by Revenue Category and Expenditure Object 1 Total Revenue State Controller Schedules Contra Costa County Governmental Funds Fiscal Year 2021-2022 139500 - Road Development Bay Point Public Ways & Facilities Schedule 9 County Budget Act Financing Sources and Uses by Budget Unit by Object January 2010 Edition, revision #1 Group:Function: Budget Unit:Activity: 2019-2020 Actuals 2020-2021 Estimated 2021-2022 Requested 2021-2022 Recommended 2 3 4 5 Use Of Money & Property $8,447 $10,000 $10,000 $10,000 Charges For Services 0 15,000 15,000 15,000 $8,447 $25,000 $25,000 $25,000 Other Charges $210 $400 $1,000 $1,000 Expenditure Transfers 825 24,600 5,000 5,000 $1,035 $25,000 $6,000 $6,000 ($7,412)$0 ($19,000)($19,000) 1 Total Revenue Total Expenditures/Appropriations Net Cost 139900 - Rd Devlpmnt Pacheco Area Public Ways & Facilities 0687 - RD DEVLPMNT PACHECO AREA Public Ways Detail by Revenue Category and Expenditure Object State Controller Schedules Contra Costa County Governmental Funds Fiscal Year 2021-2022 Schedule 10 Fund Title:Fleet ISF Service Activity:Property Management Fund Number:150100 Operating Detail 2019-2020 2020-2021 2021-2022 2021-2022 Actuals Estimated Requested Recommended 1 2 3 4 5 Operating Revenues Charges for Service 226,275 280,000 280,000 280,000 Miscellaneous Revenue 14,480,003 16,481,483 17,696,264 18,045,000 Total Operating Revenues 14,706,278 16,761,483 17,976,264 18,325,000 Operating Expenses Salaries and Employee Benefits 2,669,121 2,933,233 3,094,264 3,443,000 Services and Supplies 9,347,025 8,243,150 8,326,000 8,326,000 Other Charges 824,572 1,065,436 1,091,635 1,091,635 Depreciation 2,975,911 2,680,334 3,081,365 3,081,365 Expenditure Transfers (1,647,002) (854,386) (1,000,000) (1,000,000) Total Operating Expenses 14,169,627 14,067,767 14,593,264 14,942,000 Operating Income (Loss)536,651 2,693,716 3,383,000 3,383,000 Non Operating Revenues (Expenses) Gain or Loss on Sale of Capital Assets (144,991) - - - Miscellaneous Revenue 393,854 275,000 275,000 275,000 Other Charges - - - - Total Non-Operating Revenue (Expenses)248,863 275,000 275,000 275,000 Income before Capital Contributions and Transfers 785,514 2,968,716 3,658,000 3,658,000 Capital Contributions - Grant, extraordinary items, etc Transfers In (Out) Change in Net Assets 785,514 2,968,716 3,658,000 3,658,000 Net Assets - Beginning Balance 15,526,281 16,311,795 19,280,511 19,280,511 Net Assets - Ending Balance 16,311,795 19,280,511 22,938,511 22,938,511 MEMO ONLY: Fixed Asset Acquisitions 0 2,968,716 3,658,000 3,658,000 State Controller Schedules Contra Costa County County Budget Act Operation of Internal Service Fund January 2010 Edition, revision #1 Fiscal Year 2021-2022 Schedule 11 Fund Title:Airport Enterprise Service Activity:Transportation Terminals Fund Number:140100 Operating Detail 2019-2020 2020-2021 2021-2022 2021-2022 Actuals Estimated Requested Recommended 1 2 3 4 5 Operating Revenues Use of Money & Property 4,678,828 4,720,729 4,588,929 4,588,929 License/Permit/Franchise Intergovernmental Revenue Charges for Service 9 - - - Miscellaneous Revenue 526,469 579,619 584,000 584,000 Other Total Operating Revenues 5,205,306 5,300,348 5,172,929 5,172,929 Operating Expenses Salaries and Employee Benefits 2,673,588 3,083,001 3,193,000 3,193,000 Services and Supplies 1,687,120 1,704,348 1,566,000 1,566,000 Other Charges 721,448 378,095 702,340 702,340 Depreciation 1,202,215 18,500 33,481 33,481 Expenditure Transfers 210,619 256,525 228,000 228,000 Total Operating Expenses 6,494,990 5,440,469 5,722,821 5,722,821 Operating Income (Loss)(1,289,684) (140,121) (549,892) (549,892) Non Operating Revenues (Expenses) Interest/Investment Income and/or Gain 84,647 29,000 9,071 9,071 Interest/Investment (Expense) and/or (Loss) Gain or Loss on Sale of Capital Assets Intergovernmental Revenue 1,971,264 564,300 7,814,000 7,814,000 Miscellaneous Revenue 179,524 112,500 - - Other Charges (13,789) (146,000) (19,179) (19,179) Total Non-Operating Revenue (Expenses)2,221,646 559,800 7,803,892 7,803,892 Income before Capital Contributions and Transfers 931,962 419,679 7,254,000 7,254,000 Capital Contributions - Grant, extraordinary items, etc Transfers In (Out) Change in Net Assets 931,962 419,679 7,254,000 7,254,000 Net Assets - Beginning Balance 23,483,490 24,415,452 24,835,131 24,835,131 Net Assets - Ending Balance 24,415,452 24,835,131 32,089,131 32,089,131 MEMO ONLY: Fixed Asset Acquisitions 0 1,080,000 8,544,000 8,544,000 State Controller Schedules Contra Costa County County Budget Act Operation of Enterprise Fund January 2010 Edition, revision #1 Fiscal Year 2021-2022 Schedule 11 Fund Title:Sheriff Law Enf Trng Cntr Service Activity:Police Protection Fund Number:142000 Operating Detail 2019-2020 2020-2021 2021-2022 2021-2022 Actuals Estimated Requested Recommended 1 2 3 4 5 Operating Revenues Intergovernmental Revenue 167,568 180,000 180,000 180,000 Charges for Service 808,826 934,187 934,000 934,000 Miscellaneous Revenue 8,522 13,176 13,176 13,176 Total Operating Revenues 984,916 1,127,363 1,127,176 1,127,176 Operating Expenses Salaries and Employee Benefits 1,678,782 2,062,312 2,068,000 2,068,000 Services and Supplies 156,122 297,874 298,000 298,000 Other Charges 131,429 152,091 159,152 159,152 Depreciation 12,141 15,848 15,848 15,848 Expenditure Transfers (175,422) 63,875 74,000 74,000 Total Operating Expenses 1,803,052 2,592,000 2,615,000 2,615,000 Operating Income (Loss)(818,136) (1,464,637) (1,487,824) (1,487,824) Non Operating Revenues (Expenses) Miscellaneous Revenue 2,321 1,000 1,695 1,695 Total Non-Operating Revenue (Expenses)2,321 1,000 1,695 1,695 Income before Capital Contributions and Transfers (815,815) (1,463,637) (1,486,129) (1,486,129) Capital Contributions - Grant, extraordinary items, etc Transfers In (Out)1,097,011 1,463,637 1,486,129 1,486,129 Change in Net Assets 281,196 - - - Net Assets - Beginning Balance 738,231 1,019,427 1,019,427 1,019,427 Net Assets - Ending Balance 1,019,427 1,019,427 1,019,427 1,019,427 MEMO ONLY: Fixed Asset Acquisitions 0 0 0 0 State Controller Schedules Contra Costa County County Budget Act Operation of Enterprise Fund January 2010 Edition, revision #1 Fiscal Year 2021-2022 Schedule 11 Fund Title:Childcare Enterprise Service Activity:Other Assistance Fund Number:142500 Operating Detail 2019-2020 2020-2021 2021-2022 2021-2022 Actuals Estimated Requested Recommended 1 2 3 4 5 Operating Revenues Miscellaneous Revenue - 74,000 74,000 74,000 Total Operating Revenues - 74,000 74,000 74,000 Operating Expenses Services and Supplies - 911 1,000 1,000 Other Charges - 1,000 1,000 1,000 Expenditure Transfers - 72,089 72,000 72,000 Total Operating Expenses - 74,000 74,000 74,000 Operating Income (Loss)- - - - Non Operating Revenues (Expenses) Interest/Investment Income and/or Gain Interest/Investment (Expense) and/or (Loss) Total Non-Operating Revenue (Expenses)- - - - Income before Capital Contributions and Transfers - - - - Capital Contributions - Grant, extraordinary items, etc Transfers In (Out) Change in Net Assets - - - - Net Assets - Beginning Balance 15,590 15,590 15,590 15,590 Net Assets - Ending Balance 15,590 15,590 15,590 15,590 MEMO ONLY: Fixed Asset Acquisitions 0 0 0 0 State Controller Schedules Contra Costa County County Budget Act Operation of Enterprise Fund January 2010 Edition, revision #1 Fiscal Year 2021-2022 Schedule 11 Fund Title:Hospital Enterprise Service Activity:Hospital Care Fund Number:145000 Operating Detail 2019-2020 2020-2021 2021-2022 2021-2022 Actuals Estimated Requested Recommended 1 2 3 4 5 Operating Revenues Medicare Patient Services 37,887,981 43,802,311 40,454,000 40,454,000 Medical Patient Services 258,918,186 296,508,565 299,748,000 299,748,000 Health Plan Patient Services 97,711,393 111,927,074 97,135,000 97,135,000 Private Pay Patient Services 8,188,159 8,444,330 12,192,000 12,192,000 Interdepartment Patient Services 3,301,048 3,565,338 3,000,000 3,000,000 Other Hospital Revenues 143,371,895 89,155,850 101,829,000 101,829,000 Charges to Gen Fund Units 34,077,580 31,722,898 33,800,000 33,800,000 External Health Plan Revenues 27,644,002 29,802,480 31,744,000 31,744,000 School Funds Revenue 75,908 961,331 78,000 78,000 Total Operating Revenues 611,176,152 615,890,177 619,980,000 619,980,000 Operating Expenses Salaries and Employee Benefits 425,111,353 455,847,304 457,309,000 457,309,000 Services and Supplies 215,789,136 204,515,145 205,602,519 205,602,519 Depreciation 10,501,735 190,902 161,695 161,695 Expenditure Transfers - - - - Total Operating Expenses 651,402,224 660,553,351 663,073,214 663,073,214 Operating Income (Loss)(40,226,072) (44,663,174) (43,093,214) (43,093,214) Non Operating Revenues (Expenses) Interest/Investment Income and/or Gain (318,146) - - - Interest/Investment (Expense) and/or (Loss)(4,683,786) (4,467,329) (4,683,786) (4,683,786) Gain or Loss on Sale of Capital Assets - - - - Intergovernmental Revenue Miscellaneous Revenue Other Charges (103,119) (13,386,283) (13,240,000) (13,240,000) Total Non-Operating Revenue (Expenses)(5,105,051) (17,853,612) (17,923,786) (17,923,786) Income before Capital Contributions and Transfers (45,331,123) (62,516,786) (61,017,000) (61,017,000) Capital Contributions - Grant, extraordinary items, etc Transfers In (Out) Subsidy 56,228,087 73,245,000 73,245,000 73,245,000 Change in Net Assets 10,896,964 10,728,214 12,228,000 12,228,000 Net Assets - Beginning Balance 146,527,455 157,424,419 168,152,633 168,152,633 Net Assets - Ending Balance 157,424,419 168,152,633 180,380,633 180,380,633 MEMO ONLY: Fixed Asset Acquisitions 0 10,728,214 12,228,000 12,228,000 State Controller Schedules County of Contra Costa County Budget Act Operation of Enterprise Fund January 2010 Edition, revision #1 Fiscal Year 2021-2022 Schedule 11 Fund Title:HMO Enterprise Service Activity:Hospital Care Fund Number:146000 Operating Detail 2019-2020 2020-2021 2021-2022 2021-2022 Actuals Estimated Requested Recommended 1 2 3 4 5 Operating Revenues Other Hospital Revenues 12 - - - Charges to Gen Fund Units - - - - External Health Plan Revenues 884,940,895 820,223,229 801,960,000 801,960,000 Total Operating Revenues 884,940,907 820,223,229 801,960,000 801,960,000 Operating Expenses Salaries and Employee Benefits 27,688,171 29,465,931 31,144,000 31,144,000 Services and Supplies 750,681,371 679,473,368 632,978,000 632,978,000 Other Charges - - - - Depreciation - - - - Expenditure Transfers - - - - Total Operating Expenses 778,369,542 708,939,299 664,122,000 664,122,000 Operating Income (Loss)106,571,365 111,283,930 137,838,000 137,838,000 Non Operating Revenues (Expenses) Interest/Investment Income and/or Gain 2,250,031 - 2,000,000 2,000,000 Interest/Investment (Expense) and/or (Loss) Gain or Loss on Sale of Capital Assets - - - - Intergovernmental Revenue 7,658,156 - - - Miscellaneous Revenue 113,409 - - - Other Charges (109,486,953) (111,283,930) (139,838,000) (139,838,000) Total Non-Operating Revenue (Expenses)(99,465,357) (111,283,930) (137,838,000) (137,838,000) Income before Capital Contributions and Transfers 7,106,008 - - - Capital Contributions - Grant, extraordinary items, etc Transfers In (Out) Subsidy - - - - Change in Net Assets 7,106,008 - - - Net Assets - Beginning Balance 84,586,024 91,692,032 91,692,032 91,692,032 Net Assets - Ending Balance 91,692,032 91,692,032 91,692,032 91,692,032 MEMO ONLY: Fixed Asset Acquisitions 0 0 0 0 State Controller Schedules Contra Costa County County Budget Act Operation of Enterprise Fund January 2010 Edition, revision #1 Fiscal Year 2021-2022 Schedule 11 Fund Title:HMO Enterprise - Comm Service Activity:Hospital Care Fund Number:146100 Operating Detail 2019-2020 2020-2021 2021-2022 2021-2022 Actuals Estimated Requested Recommended 1 2 3 4 5 Operating Revenues Other Hospital Revenues 1,825,912 1,796,440 1,826,000 1,826,000 Charges to Gen Fund Units - - - - External Health Plan Revenues 69,226,571 69,992,696 69,541,000 69,541,000 Total Operating Revenues 71,052,483 71,789,136 71,367,000 71,367,000 Operating Expenses Salaries and Employee Benefits - - - - Services and Supplies 74,721,987 77,446,769 75,024,633 75,024,633 Other Charges - - - - Depreciation - - - - Expenditure Transfers - - - - Total Operating Expenses 74,721,987 77,446,769 75,024,633 75,024,633 Operating Income (Loss)(3,669,504) (5,657,633) (3,657,633) (3,657,633) Non Operating Revenues (Expenses) Interest/Investment Income and/or Gain 246,241 2,000,000 - - Interest/Investment (Expense) and/or (Loss)(356,517) (328,367) (328,367) (328,367) Gain or Loss on Sale of Capital Assets - - - - Intergovernmental Revenue Miscellaneous Revenue - - - - Other Charges 17 - - - Total Non-Operating Revenue (Expenses)(110,259) 1,671,633 (328,367) (328,367) Income before Capital Contributions and Transfers (3,779,763) (3,986,000) (3,986,000) (3,986,000) Capital Contributions - Grant, extraordinary items, etc Transfers In (Out) Subsidy 3,986,288 3,986,000 3,986,000 3,986,000 Change in Net Assets 206,525 - - - Net Assets - Beginning Balance 7,760,968 7,967,493 7,967,493 7,967,493 Net Assets - Ending Balance 7,967,493 7,967,493 7,967,493 7,967,493 MEMO ONLY: Fixed Asset Acquisitions 0 0 0 0 State Controller Schedules Contra Costa County County Budget Act Operation of Enterprise Fund January 2010 Edition, revision #1 Fiscal Year 2021-2022 Schedule 11 Fund Title:Major Risk Med Ins Ent Service Activity:Hospital Care Fund Number:146200 Operating Detail 2019-2020 2020-2021 2021-2022 2021-2022 Actuals Estimated Requested Recommended 1 2 3 4 5 Operating Revenues Major Risk Med Ins Revenue - - - - Total Operating Revenues - - - - Operating Expenses Services and Supplies (488) - - - Total Operating Expenses (488) - - - Operating Income (Loss)488 - - - Non Operating Revenues (Expenses) Interest/Investment Income and/or Gain - - - - Interest/Investment (Expense) and/or (Loss)- - - - Total Non-Operating Revenue (Expenses)- - - - Income before Capital Contributions and Transfers 488 - - - Capital Contributions - Grant, extraordinary items, etc Transfers In (Out) Subsidy - - - - Change in Net Assets 488 - - - Net Assets - Beginning Balance 207 695 695 695 Net Assets - Ending Balance 695 695 695 695 MEMO ONLY: Fixed Asset Acquisitions 0 0 0 0 State Controller Schedules Contra Costa County County Budget Act Operation of Enterprise Fund January 2010 Edition, revision #1 Fiscal Year 2021-2022 State Controller Schedules Schedule 12 County Budget Act January 2010 Edition, revision #1 District/Agency Name Fund Balance Available June 30, 2021 Decreases to Obligated Fund Balances Additional Financing Sources Total Financing Sources Financing Uses Increase to Obligated Fund Balances Total Financing Uses 1 2 3 4 5 6 7 8 CCC FIRE PROTECT-CONSOLID $0 $0 $161,924,000 $161,924,000 $161,924,000 $0 $161,924,000 CCCFPD POB DEBT SVC FUND 16,443,000 0 276,000 16,719,000 16,719,000 0 16,719,000 CCCFPD POB STABILZTN FUND 22,173,000 0 2,611,000 24,784,000 24,784,000 0 24,784,000 CCCFPD CAPTL CONSTRUCTION 354,000 0 12,747,000 13,101,000 13,101,000 0 13,101,000 CROCKETT CAR FIRE PROTECTION 0 0 1,006,000 1,006,000 1,006,000 0 1,006,000 CCCFPD CAP OUTLAY-CONSOLID 402,000 0 20,000 422,000 422,000 0 422,000 CONTRA CSTA FRE DEVLP FEE 1,000 0 0 1,000 1,000 0 1,000 RIVRVW FIRE DEVLP FEE 3,000 0 0 3,000 3,000 0 3,000 CCCFPD FIRE PREV FEES -CONS 0 0 0 0 0 0 0 CCCFPD NEW DEVLPMT FEE FD 841,000 0 100,000 941,000 941,000 0 941,000 CCCFPD PITTSBURG SPECIAL FUND 141,000 0 1,000 142,000 142,000 0 142,000 CCCFPD EMS TRANSPORT FUND 0 0 53,000,000 53,000,000 53,000,000 0 53,000,000 Total Fire Protection $40,358,000 $0 $231,685,000 $272,043,000 $272,043,000 $0 $272,043,000 FLOOD CTL & WTR CONS DIST $10,562,865 $0 $5,345,175 $15,908,040 $15,908,040 $0 $15,908,040 FCZ 3B- WALNUT CREEK 36,314,721 0 18,051,750 54,366,471 54,366,471 0 54,366,471 FCZ 1 - MARSH CRK 6,615,260 0 2,737,100 9,352,360 9,352,360 0 9,352,360 FCZ 2 - KELLOG CREEK 564 0 17,000 17,564 17,564 0 17,564 FCZ 6A - SAN PABLO CREEK 17,346 0 87,000 104,346 104,346 0 104,346 FCZ 7 - WILDCAT CREEK 228,613 0 433,785 662,398 662,398 0 662,398 FCZ 8 - RODEO CREEK 50,257 0 28,272 78,529 78,529 0 78,529 FCZ 8A - LWR RODEO CREEK 216,448 0 37,902 254,350 254,350 0 254,350 FCZ 9 - PINOLE CREEK 23,519 0 20,600 44,119 44,119 0 44,119 DRAINAGE AREA 37A 6,475 0 0 6,475 6,475 0 6,475 Fire Protection Contra Costa County Special Districts and Other Agencies Summary - Non Enterprise Fiscal Year 2021-2022 Total Financing Sources Total Financing Uses Flood Control State Controller Schedules Schedule 12 County Budget Act January 2010 Edition, revision #1 District/Agency Name Fund Balance Available June 30, 2021 Decreases to Obligated Fund Balances Additional Financing Sources Total Financing Sources Financing Uses Increase to Obligated Fund Balances Total Financing Uses 1 2 3 4 5 6 7 8 DRAINAGE AREA 33A $214,888 $0 $2,700 $217,588 $217,588 $0 $217,588 DRN AREA BNFT ASSESS 75A 225,047 0 95,000 320,047 320,047 0 320,047 DRAINAGE AREA 128 92,262 0 0 92,262 92,262 0 92,262 DRAINAGE AREA 57 21,855 0 0 21,855 21,855 0 21,855 DRAINAGE AREA 67 28,507 0 0 28,507 28,507 0 28,507 DRAINAGE AREA 19A 486,797 0 0 486,797 486,797 0 486,797 DRAINAGE AREA 33B 37,684 0 0 37,684 37,684 0 37,684 DRAINAGE AREA 76 350,357 0 1,050 351,407 351,407 0 351,407 DRAINAGE AREA 62 228,689 0 700 229,389 229,389 0 229,389 DRAINAGE AREA 72 39,013 0 3,800 42,813 42,813 0 42,813 DRAINAGE AREA 78 20,313 0 0 20,313 20,313 0 20,313 DRAINAGE AREA 30B 1,973,731 0 327,800 2,301,531 2,301,531 0 2,301,531 DRAINAGE AREA 44B 392,528 0 1,225 393,753 393,753 0 393,753 DRAINAGE AREA 29E 23,148 0 0 23,148 23,148 0 23,148 DRAINAGE AREA 52B 108,787 0 0 108,787 108,787 0 108,787 DRAINAGE AREA 290 30,225 0 2,661 32,886 32,886 0 32,886 DRAINAGE AREA 300 89,733 0 6,001 95,734 95,734 0 95,734 DRAINAGE AREA 13 5,735,202 0 441,715 6,176,917 6,176,917 0 6,176,917 DRAINAGE AREA 52A 579,491 0 1,750 581,241 581,241 0 581,241 DRAINAGE AREA 10 6,189,456 0 515,225 6,704,681 6,704,681 0 6,704,681 DRAINAGE AREA 29C 281,551 0 700 282,251 282,251 0 282,251 DRAINAGE AREA 29D 71,650 0 0 71,650 71,650 0 71,650 DRAINAGE AREA 30A 7,052 0 16,500 23,552 23,552 0 23,552 DRAINAGE AREA 30C 2,591,819 0 257,350 2,849,169 2,849,169 0 2,849,169 DRAINAGE AREA 15A 149,657 0 0 149,657 149,657 0 149,657 Contra Costa County Special Districts and Other Agencies Summary - Non Enterprise Fiscal Year 2021-2022 Total Financing Sources Total Financing Uses Flood Control (continued) State Controller Schedules Schedule 12 County Budget Act January 2010 Edition, revision #1 District/Agency Name Fund Balance Available June 30, 2021 Decreases to Obligated Fund Balances Additional Financing Sources Total Financing Sources Financing Uses Increase to Obligated Fund Balances Total Financing Uses 1 2 3 4 5 6 7 8 DRN AREA BNFT ASSESS 910 $232,007 $0 $35,600 $267,607 $267,607 $0 $267,607 DRAINAGE AREA 33C 81,892 0 0 81,892 81,892 0 81,892 DRAINAGE AREA 130 4,927,022 0 2,903,500 7,830,522 7,830,522 0 7,830,522 DRAINAGE AREA 127 3,019 0 46,081 49,100 49,100 0 49,100 DRAINAGE AREA 40A 728,395 0 1,050 729,445 729,445 0 729,445 DRAINAGE AREA 56 9,246,683 0 364,750 9,611,433 9,611,433 0 9,611,433 DRAINAGE AREA 73 236,166 0 700 236,866 236,866 0 236,866 DRAINAGE AREA 29G 791,972 0 800,000 1,591,972 1,591,972 0 1,591,972 DRAINAGE AREA 29H 1,247,353 0 356,750 1,604,103 1,604,103 0 1,604,103 DRAINAGE AREA 29J 851 0 51,000 51,851 51,851 0 51,851 DRAINAGE AREA 52C 3,563,358 0 710,500 4,273,858 4,273,858 0 4,273,858 DRAINAGE AREA 48C 654,039 0 2,100 656,139 656,139 0 656,139 DRAINAGE AREA 48D 10,504 0 0 10,504 10,504 0 10,504 DRAINAGE AREA 48B 1,363,000 0 205,000 1,568,000 1,568,000 0 1,568,000 DRN AREA BNFT ASSESS 67A 446,674 0 51,400 498,074 498,074 0 498,074 DRN AREA BNFT ASSESS 76A 404,930 0 75,875 480,805 480,805 0 480,805 DRN AREA BNFT ASSESS 520 233,897 0 95,000 328,897 328,897 0 328,897 DRAINAGE AREA 46 1,477,752 0 82,550 1,560,302 1,560,302 0 1,560,302 DRAINAGE AREA 55 764,288 0 0 764,288 764,288 0 764,288 DRN AREA BNFT ASSESS 1010 1,200,820 0 78,500 1,279,320 1,279,320 0 1,279,320 DRAINAGE AREA 101A 953,841 0 3,150 956,991 956,991 0 956,991 DRN AREA BNF ASSESS 1010A 336,807 0 50,700 387,507 387,507 0 387,507 DRAINAGE AREA 16 1,844,231 0 110,805 1,955,036 1,955,036 0 1,955,036 DRAINAGE AREA 52D 6,881 0 0 6,881 6,881 0 6,881 DRAINAGE AREA 87 37,996 0 0 37,996 37,996 0 37,996 Contra Costa County Special Districts and Other Agencies Summary - Non Enterprise Fiscal Year 2021-2022 Total Financing Sources Total Financing Uses Flood Control (continued) State Controller Schedules Schedule 12 County Budget Act January 2010 Edition, revision #1 District/Agency Name Fund Balance Available June 30, 2021 Decreases to Obligated Fund Balances Additional Financing Sources Total Financing Sources Financing Uses Increase to Obligated Fund Balances Total Financing Uses 1 2 3 4 5 6 7 8 DRAINAGE AREA 88 $21,733 $0 $0 $21,733 $21,733 $0 $21,733 DRAINAGE AREA 89 97,770 0 48,000 145,770 145,770 0 145,770 DRAINAGE AREA 22 191,042 0 0 191,042 191,042 0 191,042 DRAINAGE AREA 109 7,913 0 0 7,913 7,913 0 7,913 FLOOD CNTRL DRAINAGE AREA 47 253,253 0 700 253,953 253,953 0 253,953 Total Flood Control $105,371,599 $0 $34,506,472 $139,878,071 $139,878,071 $0 $139,878,071 STORM DRAINAGE ZONE 19 $1,859 $0 $0 $1,859 $1,859 $0 $1,859 Total Storm Drainage Districts $1,859 $0 $0 $1,859 $1,859 $0 $1,859 CCC CFD 2007-1 STORMWATER $27,313 $0 $54,572 $81,885 $81,885 $0 $81,885 STORMWATER UTIL A-1 ANT 114,368 0 1,265,000 1,379,368 1,379,368 0 1,379,368 STORMWATER UTIL A-2 CLAYTON 11,816 0 130,000 141,816 141,816 0 141,816 STORMWATER UTIL A-3 CONCORD 148,724 0 2,145,000 2,293,724 2,293,724 0 2,293,724 STORMWATER UTIL A-4 DANVILLE 39,413 0 583,000 622,413 622,413 0 622,413 STORMWATER UTIL A-7 LAFAYETTE 34,668 0 482,000 516,668 516,668 0 516,668 STORMWATER UTIL A-8 MARTINEZ 49,604 0 720,000 769,604 769,604 0 769,604 STORMWATER UTIL A-9 MORAGA 34,303 0 304,000 338,303 338,303 0 338,303 STORMWATER UTIL A-10 ORINDA 32,658 0 394,000 426,658 426,658 0 426,658 STORMWATER UTIL A-11 PINOLE 31,387 0 330,000 361,387 361,387 0 361,387 STORMWATER UTIL A-12 PITTSBURG 114,700 0 1,287,000 1,401,700 1,401,700 0 1,401,700 STORMWATER UTIL A-13 PLEASANT HILL 39,746 0 511,000 550,746 550,746 0 550,746 STORMWATER UTIL A-14 SAN PABLO 48,610 0 465,000 513,610 513,610 0 513,610 Contra Costa County Special Districts and Other Agencies Summary - Non Enterprise Fiscal Year 2021-2022 Total Financing Sources Total Financing Uses Flood Control (continued) Storm Drainage Districts Stormwater Utility Districts State Controller Schedules Schedule 12 County Budget Act January 2010 Edition, revision #1 District/Agency Name Fund Balance Available June 30, 2021 Decreases to Obligated Fund Balances Additional Financing Sources Total Financing Sources Financing Uses Increase to Obligated Fund Balances Total Financing Uses 1 2 3 4 5 6 7 8 STORMWATER UTIL A-15 SAN RAMON $54,851 $0 $1,239,000 $1,293,851 $1,293,851 $0 $1,293,851 STORMWATER UTIL A-16 WALNUT CREEK 99,294 0 1,325,000 1,424,294 1,424,294 0 1,424,294 STORMWATER UTIL A-17 COUNTY 2,209,771 0 6,359,400 8,569,171 8,569,171 0 8,569,171 STORMWATER UTIL A-18 OAKLY 33,962 0 522,000 555,962 555,962 0 555,962 STORMWTR UTIL ADMIN 4,204,828 0 3,431,110 7,635,938 7,635,938 0 7,635,938 STORMWTR UTIL A-19 RICH 55,970 0 500,000 555,970 555,970 0 555,970 STORMWATER UTIL A-6 HERCULES 33,240 0 328,000 361,240 361,240 0 361,240 STORMWATER UTIL A-5 EL CERRITO 23,884 0 420,000 443,884 443,884 0 443,884 STORMWTR UTIL A-20 BRNT 38,686 0 300,000 338,686 338,686 0 338,686 Total Stormwater Utility Districts $7,481,796 $0 $23,095,082 $30,576,878 $30,576,878 $0 $30,576,878 SVC AREA P6 ZONE 0502 $0 $0 $146,754 $146,754 $146,754 $0 $146,754 SVC AREA P6 ZONE 1508 0 0 0 0 0 0 0 SVC AREA P6 ZONE 1614 0 0 2,216 2,216 2,216 0 2,216 SVC AREA P6 ZONE 1804 0 0 1,583 1,583 1,583 0 1,583 SVC AREA P6 ZONE 2201 0 0 40,144 40,144 40,144 0 40,144 SVC AREA P6 ZONE 0501 0 0 90,227 90,227 90,227 0 90,227 SVC AREA P6 ZONE 1613 0 0 1,606 1,606 1,606 0 1,606 SVC AREA P6 ZONE 2200 0 0 4,175 4,175 4,175 0 4,175 SVC AREA P6 ZONE 2502 0 0 2,533 2,533 2,533 0 2,533 SVC AREA P6 ZONE 2801 0 0 19,269 19,269 19,269 0 19,269 SVC AREA P6 ZONE 1609 0 0 4,248 4,248 4,248 0 4,248 SVC AREA P6 ZONE 1610 0 0 4,248 4,248 4,248 0 4,248 SVC AREA P6 ZONE 1611 0 0 18,691 18,691 18,691 0 18,691 Fiscal Year 2021-2022 Contra Costa County Special Districts and Other Agencies Summary - Non Enterprise Total Financing Sources Total Financing Uses Stormwater Utility Districts (continued) Service Area-Police State Controller Schedules Schedule 12 County Budget Act January 2010 Edition, revision #1 District/Agency Name Fund Balance Available June 30, 2021 Decreases to Obligated Fund Balances Additional Financing Sources Total Financing Sources Financing Uses Increase to Obligated Fund Balances Total Financing Uses 1 2 3 4 5 6 7 8 SVC AREA P6 ZONE 1612 $0 $0 $4,420 $4,420 $4,420 $0 $4,420 SVC AREA P6 ZONE 2501 0 0 21,070 21,070 21,070 0 21,070 SVC AREA P6 ZONE 2800 0 0 1,699 1,699 1,699 0 1,699 SVC AREA P6 ZONE 1514 0 0 4,829 4,829 4,829 0 4,829 SVC AREA P6 ZONE 1101 0 0 2,039 2,039 2,039 0 2,039 SVC AREA P-6 ZONE 1803 0 0 5,290 5,290 5,290 0 5,290 SVC AREA P6 ZONE 1700 0 0 150,943 150,943 150,943 0 150,943 SVC AREA P6 ZONE 2000 0 0 705 705 705 0 705 SVC AREA P6 ZONE 2903 0 0 1,906 1,906 1,906 0 1,906 SVC AREA P6 ZONE 1505 0 0 1,763 1,763 1,763 0 1,763 SVC AREA P6 ZONE 1506 0 0 3,527 3,527 3,527 0 3,527 SVC AREA P6 ZONE 1001 0 0 9,593 9,593 9,593 0 9,593 SVC AREA P6 CNTRL ADMIN BASE 11,489,555 0 2,680,763 14,170,318 14,170,318 0 14,170,318 SVC AREA P6 ZONE 1607 0 0 1,763 1,763 1,763 0 1,763 SVC AREA P6 ZONE 1504 0 0 3,174 3,174 3,174 0 3,174 SVC AREA P6 ZONE 2702 0 0 705 705 705 0 705 SVC AREA P6 ZONE 1606 0 0 738 738 738 0 738 SVC AREA P6 ZONE 1605 0 0 7,010 7,010 7,010 0 7,010 SVC AREA P6 ZONE 1503 0 0 738 738 738 0 738 SVC AREA P6 ZONE 0400 0 0 761 761 761 0 761 SVC AREA P6 ZONE 0702 0 0 3,615 3,615 3,615 0 3,615 SVC AREA P6 ZONE 1502 0 0 761 761 761 0 761 SVC AREA P6 ZONE 3100 0 0 31,962 31,962 31,962 0 31,962 SVC AREA P6 ZONE 2500 0 0 761 761 761 0 761 SVC AREA P6 ZONE 0701 0 0 761 761 761 0 761 Contra Costa County Special Districts and Other Agencies Summary - Non Enterprise Fiscal Year 2021-2022 Total Financing Sources Total Financing Uses Service Area-Police (continued) State Controller Schedules Schedule 12 County Budget Act January 2010 Edition, revision #1 District/Agency Name Fund Balance Available June 30, 2021 Decreases to Obligated Fund Balances Additional Financing Sources Total Financing Sources Financing Uses Increase to Obligated Fund Balances Total Financing Uses 1 2 3 4 5 6 7 8 SVC AREA P6 ZONE 0202 $0 $0 $18,940 $18,940 $18,940 $0 $18,940 SVC AREA P6 ZONE 1501 0 0 3,157 3,157 3,157 0 3,157 SVC AREA P6 ZONE 1604 0 0 753 753 753 0 753 SVC AREA P6 ZONE 1801 0 0 789 789 789 0 789 SVC AREA P6 ZONE 2901 0 0 761 761 761 0 761 SVC AREA P6 ZONE 1603 0 0 7,103 7,103 7,103 0 7,103 SVC AREA P6 ZONE 1200 0 0 1,522 1,522 1,522 0 1,522 POLICE SVC-CROCKETT COGEN 503,480 0 297,288 800,768 800,768 0 800,768 SERVICE AREA PL2 DANVILLE 9,019 0 498 9,517 9,517 0 9,517 SERVICE AREA P-2 ZONE A 319,907 0 1,052,550 1,372,457 1,372,457 0 1,372,457 SVC AREA P6 ZONE 2902 0 0 2,375 2,375 2,375 0 2,375 SVC AREA PL5 ROUND HILL 25,732 0 633,648 659,380 659,380 0 659,380 SERVICE AREA PL6 298,837 0 5,609,700 5,908,537 5,908,537 0 5,908,537 SERVICE AREA P-2 ZONE B 71,519 0 295,100 366,619 366,619 0 366,619 SVC AREA P6 ZONE 0206 0 0 17,000 17,000 17,000 0 17,000 SVC AREA P6 ZONE 0207 0 0 2,248 2,248 2,248 0 2,248 SERVICE AREA P6 ZONE 0200 0 0 18,121 18,121 18,121 0 18,121 SERVICE AREA P6 ZONE 212 0 0 15,481 15,481 15,481 0 15,481 SERVICE AREA P6 ZONE 2504 0 0 774 774 774 0 774 SVC AREA P6 ZONE 0209 0 0 6,463 6,463 6,463 0 6,463 SERVICE AREA P6 ZONE 211 0 0 2,422 2,422 2,422 0 2,422 SVC AREA P6 ZONE 1005 0 0 46,644 46,644 46,644 0 46,644 SVC AREA P6 ZONE 0201 0 0 125,972 125,972 125,972 0 125,972 SVC AREA P6 ZONE 2700 0 0 821 821 821 0 821 SVC AREA P6 ZONE 0700 0 0 802 802 802 0 802 Special Districts and Other Agencies Summary - Non Enterprise Contra Costa County Fiscal Year 2021-2022 Total Financing Sources Total Financing Uses Service Area-Police (continued) State Controller Schedules Schedule 12 County Budget Act January 2010 Edition, revision #1 District/Agency Name Fund Balance Available June 30, 2021 Decreases to Obligated Fund Balances Additional Financing Sources Total Financing Sources Financing Uses Increase to Obligated Fund Balances Total Financing Uses 1 2 3 4 5 6 7 8 SVC AREA P6 ZONE 1100 $0 $0 $5,211 $5,211 $5,211 $0 $5,211 SVC AREA P6 ZONE 1600 0 0 821 821 821 0 821 SVC AREA P6 ZONE 2601 0 0 601 601 601 0 601 SVC AREA P6 ZONE 0500 0 0 151,924 151,924 151,924 0 151,924 SVC AREA P6 ZONE 1000 0 0 29,134 29,134 29,134 0 29,134 SVC AREA P6 ZONE 2900 0 0 6,013 6,013 6,013 0 6,013 SVC AREA P6 ZONE 1006 0 0 3,091 3,091 3,091 0 3,091 SVC AREA P6 ZONE 1601 0 0 802 802 802 0 802 SVC AREA P6 ZONE 2300 0 0 802 802 802 0 802 SVC AREA P6 ZONE 2606 0 0 404 404 404 0 404 SVC AREA P6 ZONE 1602 0 0 23,676 23,676 23,676 0 23,676 SVC AREA P6 ZONE 1800 0 0 16,635 16,635 16,635 0 16,635 SVC AREA P6 ZONE 2600 0 0 1,203 1,203 1,203 0 1,203 SVC AREA P6 ZONE 2701 0 0 2,368 2,368 2,368 0 2,368 SVC AREA P6 ZONE 1500 0 0 401 401 401 0 401 SVC AREA P6 ZONE 3000 0 0 34,330 34,330 34,330 0 34,330 SVC AREA P6 ZONE 1512 0 0 4,215 4,215 4,215 0 4,215 SVC AREA P6 ZONE 1608 0 0 0 0 0 0 0 SVC AREA P6 ZONE 1616 0 0 13,768 13,768 13,768 0 13,768 SVC AREA P6 ZONE 1802 0 0 0 0 0 0 0 SVC AREA P6 ZONE 2704 0 0 1,124 1,124 1,124 0 1,124 SVC AREA P-6 ZONE 0503 0 0 400,028 400,028 400,028 0 400,028 SVC AREA P-6 ZONE 3103 0 0 6,775 6,775 6,775 0 6,775 SVC AREA P6 ZONE 0900 0 0 1,865 1,865 1,865 0 1,865 SVC AREA P6 ZONE 1509 0 0 3,108 3,108 3,108 0 3,108 Contra Costa County Special Districts and Other Agencies Summary - Non Enterprise Fiscal Year 2021-2022 Total Financing Sources Total Financing Uses Service Area-Police (continued) State Controller Schedules Schedule 12 County Budget Act January 2010 Edition, revision #1 District/Agency Name Fund Balance Available June 30, 2021 Decreases to Obligated Fund Balances Additional Financing Sources Total Financing Sources Financing Uses Increase to Obligated Fund Balances Total Financing Uses 1 2 3 4 5 6 7 8 SVC AREA P6 ZONE 3101 $0 $0 $3,574 $3,574 $3,574 $0 $3,574 SVC AREA P6 ZONE 1615 0 0 2,486 2,486 2,486 0 2,486 SVC AREA P6 ZONE 1511 0 0 1,554 1,554 1,554 0 1,554 SVC AREA P6 ZONE 1510 0 0 5,594 5,594 5,594 0 5,594 SVC AREA P6 ZONE 0203 0 0 22,172 22,172 22,172 0 22,172 SVC AREA P6 ZONE 1002 0 0 9,854 9,854 9,854 0 9,854 SVC AREA P6 ZONE 2602 0 0 1,078 1,078 1,078 0 1,078 SVC AREA P6 ZONE 0204 0 0 2,772 2,772 2,772 0 2,772 SVC AREA P6 ZONE 1003 0 0 3,299 3,299 3,299 0 3,299 SVC AREA P6 ZONE 1201 0 0 2,099 2,099 2,099 0 2,099 SVC AREA P6 ZONE 2203 0 0 252,361 252,361 252,361 0 252,361 SVC AREA P6 ZONE 3001 0 0 51,882 51,882 51,882 0 51,882 SVC AREA P6 ZONE 0504 0 0 60,879 60,879 60,879 0 60,879 SVC AREA P6 ZONE 3102 0 0 932 932 932 0 932 SVC AREA P6 ZONE 3104 0 0 6,298 6,298 6,298 0 6,298 SVC AREA P6 ZONE 2202 0 0 116,359 116,359 116,359 0 116,359 SVC AREA P6 ZONE 0205 0 0 581 581 581 0 581 SVC AREA P6 ZONE 0301 0 0 137,232 137,232 137,232 0 137,232 SVC AREA P6 ZONE 1004 0 0 4,927 4,927 4,927 0 4,927 SVC AREA P6 ZONE 2603 0 0 2,324 2,324 2,324 0 2,324 SVC AREA P6 ZONE 2703 0 0 7,842 7,842 7,842 0 7,842 SVC AREA P6 ZONE 3002 0 0 3,372 3,372 3,372 0 3,372 SVC AREA P6 ZONE 3105 0 0 281 281 281 0 281 SVC AREA P6 ZONE 3106 0 0 281 281 281 0 281 SVC AREA P6 ZONE 3107 0 0 562 562 562 0 562 Special Districts and Other Agencies Summary - Non Enterprise Contra Costa County Fiscal Year 2021-2022 Total Financing Sources Total Financing Uses Service Area-Police (continued) State Controller Schedules Schedule 12 County Budget Act January 2010 Edition, revision #1 District/Agency Name Fund Balance Available June 30, 2021 Decreases to Obligated Fund Balances Additional Financing Sources Total Financing Sources Financing Uses Increase to Obligated Fund Balances Total Financing Uses 1 2 3 4 5 6 7 8 SVC AREA P6 ZONE 0210 $0 $0 $3,236 $3,236 $3,236 $0 $3,236 SVC AREA P6 ZONE 1513 0 0 4,315 4,315 4,315 0 4,315 SVC AREA P6 ZONE 2604 0 0 1,348 1,348 1,348 0 1,348 SVC AREA P6 ZONE 2605 0 0 34,788 34,788 34,788 0 34,788 SVC AREA P6 ZONE 3003 0 0 2,427 2,427 2,427 0 2,427 SVC AREA P6 ZONE 3004 0 0 539 539 539 0 539 SVC AREA P6 ZONE 3108 0 0 674 674 674 0 674 SVC AREA P6 ZONE 3109 0 0 809 809 809 0 809 SVC AREA P6 ZONE 3110 0 0 674 674 674 0 674 SVC AREA P6 ZONE 3112 0 0 7,750 7,750 7,750 0 7,750 Total Service Area-Police $12,718,049 $0 $12,903,376 $25,621,425 $25,621,425 $0 $25,621,425 SERVICE AREA D-2 W C $405,495 $0 $1,225 $406,720 $406,720 $0 $406,720 Total Service Area-Drainage $405,495 $0 $1,225 $406,720 $406,720 $0 $406,720 Disc Bay West Parking $22,029 $0 $115 $22,144 $22,144 $0 $22,144 C C C WATER AGENCY 0 0 863,300 863,300 863,300 0 863,300 Total Miscellaneous Districts $22,029 $0 $863,415 $885,444 $885,444 $0 $885,444 SERVICE AREA EM-1 ZONE A $0 $0 $237,000 $237,000 $237,000 $0 $237,000 WCC HLTHCARE DIST 0 0 7,614,000 7,614,000 7,614,000 0 7,614,000 WCCHCD DEBT SVC 0 0 0 0 0 0 0 Miscellaneous Districts Contra Costa County Special Districts and Other Agencies Summary - Non Enterprise Fiscal Year 2021-2022 Total Financing Sources Total Financing Uses Service Area-Police (continued) Service Area-Drainage Emergency Medical Services State Controller Schedules Schedule 12 County Budget Act January 2010 Edition, revision #1 District/Agency Name Fund Balance Available June 30, 2021 Decreases to Obligated Fund Balances Additional Financing Sources Total Financing Sources Financing Uses Increase to Obligated Fund Balances Total Financing Uses 1 2 3 4 5 6 7 8 SERVICE AREA EM-1 ZONE B $0 $0 $4,722,000 $4,722,000 $4,722,000 $0 $4,722,000 Total Emergency Medical Services $0 $0 $12,573,000 $12,573,000 $12,573,000 $0 $12,573,000 SANITATION DIST 6 MTZ AREA $0 $0 $0 $0 $0 $0 $0 Total Sanitation Districts $0 $0 $0 $0 $0 $0 $0 SVC AREA LIB-2 EL SOBRANTE $58,620 $0 $275,022 $333,642 $333,642 $0 $333,642 SVC AREA LIBRARY-10 PINOLE 1,581 0 2,813 4,394 4,394 0 4,394 SVC AREA LIBRARY-12 MORAGA 10,491 0 23,643 34,134 34,134 0 34,134 SVC AREA LIBRARY-13 YGNACIO 84,462 0 340,280 424,742 424,742 0 424,742 Total Service Area-Library $155,154 $0 $641,758 $796,912 $796,912 $0 $796,912 SERVICE AREA L-100 $6,612,144 $0 $1,749,033 $8,361,177 $8,361,177 $0 $8,361,177 CCC CFD 2010-1 ST LIGHTNG 111,802 0 25,000 136,802 136,802 0 136,802 Total Service Area-Lighting $6,723,946 $0 $1,774,033 $8,497,979 $8,497,979 $0 $8,497,979 SERVICE AREA M-1 $5,107 $0 $67,000 $72,107 $72,107 $0 $72,107 CSA M-28 761,728 0 113,000 874,728 874,728 0 874,728 CSA M-29 6,255,540 0 19,386,150 25,641,690 25,641,690 0 25,641,690 CSA M-31 PH BART 96,607 0 355,000 451,607 451,607 0 451,607 CSA T-1 DANVILLE 3,201,456 0 631,500 3,832,956 3,832,956 0 3,832,956 Contra Costa County Special Districts and Other Agencies Summary - Non Enterprise Fiscal Year 2021-2022 Total Financing Sources Total Financing Uses Emergency Medical Services (continued) Sanitation Districts Service Area-Library Service Area-Lighting Service Area-Miscellaneous State Controller Schedules Schedule 12 County Budget Act January 2010 Edition, revision #1 District/Agency Name Fund Balance Available June 30, 2021 Decreases to Obligated Fund Balances Additional Financing Sources Total Financing Sources Financing Uses Increase to Obligated Fund Balances Total Financing Uses 1 2 3 4 5 6 7 8 NO RCHMD MTCE CFD 2006-1 $277,101 $0 $106,800 $383,901 $383,901 $0 $383,901 BART TRNSIT VLG CFD2008-1 220,784 0 79,740 300,524 300,524 0 300,524 SERVICE AREA M-16 CLYDE AREA 85,656 0 32,710 118,366 118,366 0 118,366 SERVICE AREA M-17 MONTALVIN 168,644 0 239,720 408,364 408,364 0 408,364 SERVICE AREA M-20 RODEO 8,497 0 13,509 22,006 22,006 0 22,006 SERVICE AREA M-23 BLACKHAWK 225,489 0 2,601,100 2,826,589 2,826,589 0 2,826,589 SERVICE AREA M-30 DANVILLE 67,222 0 58,500 125,722 125,722 0 125,722 Total Service Area-Miscellaneous $11,373,832 $0 $23,684,729 $35,058,561 $35,058,560 $0 $35,058,560 SERVICE AREA RD-4 BETHEL ISLE $130,003 $0 $9,350 $139,353 $139,353 $0 $139,353 Total Service Area-Road Maintenance $130,003 $0 $9,350 $139,353 $139,353 $0 $139,353 SERVICE AREA R-4 MORAGA $0 $0 $36,000 $36,000 $36,000 $0 $36,000 SERVICE AREA R-9 EL SOBRANTE 0 0 5,000 5,000 5,000 0 5,000 SERVICE AREA R-7 ZONE A 4,527,118 0 1,359,500 5,886,618 5,886,618 0 5,886,618 SERVICE AREA R-10 RODEO 13,260 0 65,000 78,260 78,260 0 78,260 Total Service Area-Recreation $4,540,378 $0 $1,465,500 $6,005,878 $6,005,878 $0 $6,005,878 Total Special Districts and Other Agencies $189,282,140 $0 $343,202,940 $532,485,080 $532,485,080 $0 $532,485,080 Contra Costa County Service Area-Recreation Special Districts and Other Agencies Summary - Non Enterprise Fiscal Year 2021-2022 Total Financing Sources Total Financing Uses Service Area-Miscellaneous (continued) Service Area-Road Maintenance Contra Costa County Schedule 15 County Budget Act Special Districts and Other Agencies - Non Enterprise January 2010 Edition, revision #1 Financing Sources and Uses by Budget Unit by Object Fiscal Year 2021-2022 2019-2020 Actuals 2020-2021 Estimated 2021-2022 Requested 2021-2022 Recommended 2 3 4 5 Taxes Current Property $132,992,783 $136,783,250 $144,056,000 $144,056,000 Taxes Other Than Cur Prop (317,552)0 0 0 Intergovernmental Revenue 5,136,037 5,836,205 5,294,000 5,294,000 Charges For Services 9,369,693 11,312,850 11,469,000 11,469,000 Miscellaneous Revenue 1,146,168 1,340,000 1,105,000 1,105,000 $148,327,130 $155,272,305 $161,924,000 $161,924,000 Salaries And Benefits $105,517,334 $115,494,327 $124,884,000 $127,023,000 Services And Supplies 9,612,675 12,081,909 10,962,000 10,964,000 Other Charges 5,567,766 6,480,215 9,182,000 9,182,000 Fixed Assets $2,524,203 $1,497,405 $698,000 $698,000 Total Capital Assets $2,524,203 $1,497,405 $698,000 $698,000 Expenditure Transfers $28,909,765 $19,718,449 $14,057,000 $14,057,000 Total Other Financing Uses $28,909,765 $19,718,449 $14,057,000 $14,057,000 $152,131,744 $155,272,305 $159,783,000 $161,924,000 $3,804,613 ($0)($2,141,000)$0 Other Financing Uses Total Expenditures/Appropriations Net Cost State Controller Schedules CCC FIRE PROTECT-CONSOLID (202000) Detail by Revenue Category and Expenditure Object 1 Total Revenue Capital Assets Contra Costa County Schedule 15 County Budget Act Special Districts and Other Agencies - Non Enterprise January 2010 Edition, revision #1 Financing Sources and Uses by Budget Unit by Object Fiscal Year 2021-2022 2019-2020 Actuals 2020-2021 Estimated 2021-2022 Requested 2021-2022 Recommended 2 3 4 5 Use Of Money & Property $857 $0 $0 $0 Miscellaneous Revenue 16,306,447 673,174 276,000 276,000 $16,307,304 $673,174 $276,000 $276,000 Services And Supplies $0 $0 $0 $0 Other Charges 15,206,431 15,879,949 16,719,000 16,719,000 $15,206,431 $15,879,949 $16,719,000 $16,719,000 ($1,100,873)$15,206,775 $16,443,000 $16,443,000 1 Total Revenue Total Expenditures/Appropriations Net Cost State Controller Schedules CCCFPD POB DEBT SVC FUND (202200) Detail by Revenue Category and Expenditure Object Contra Costa County Schedule 15 County Budget Act Special Districts and Other Agencies - Non Enterprise January 2010 Edition, revision #1 Financing Sources and Uses by Budget Unit by Object Fiscal Year 2021-2022 2019-2020 Actuals 2020-2021 Estimated 2021-2022 Requested 2021-2022 Recommended 2 3 4 5 Use Of Money & Property $0 $5,000 $5,000 $5,000 Miscellaneous Revenue 2,603,318 2,602,101 2,606,000 2,606,000 $2,603,318 $2,607,101 $2,611,000 $2,611,000 Salaries And Benefits $0 $22,177,741 $24,783,000 $24,783,000 Other Charges 0 100 1,000 1,000 Expenditure Transfers $0 $0 $0 $0 Total Other Financing Uses $0 $0 $0 $0 $0 $22,177,841 $24,784,000 $24,784,000 ($2,603,318)$19,570,740 $22,173,000 $22,173,000 Detail by Revenue Category and Expenditure Object 1 Total Revenue Other Financing Uses Total Expenditures/Appropriations Net Cost State Controller Schedules CCCFPD POB STABILZTN FUND (202400) Contra Costa County Schedule 15 County Budget Act Special Districts and Other Agencies - Non Enterprise January 2010 Edition, revision #1 Financing Sources and Uses by Budget Unit by Object Fiscal Year 2021-2022 2019-2020 Actuals 2020-2021 Estimated 2021-2022 Requested 2021-2022 Recommended 2 3 4 5 Miscellaneous Revenue $12,000,000 $2,500,000 $12,747,000 $12,747,000 $12,000,000 $2,500,000 $12,747,000 $12,747,000 Services And Supplies $2,407 $0 $0 $0 Other Charges 0 5,000 1,000 1,000 Fixed Assets $7,759,743 $6,732,850 $13,100,000 $13,100,000 Total Capital Assets $7,759,743 $6,732,850 $13,100,000 $13,100,000 $7,762,150 $6,737,850 $13,101,000 $13,101,000 ($4,237,850)$4,237,850 $354,000 $354,000 Total Expenditures/Appropriations Net Cost State Controller Schedules CCCFPD CAPTL CONSTRUCTION (202500) Detail by Revenue Category and Expenditure Object 1 Total Revenue Capital Assets Contra Costa County Schedule 15 County Budget Act Special Districts and Other Agencies - Non Enterprise January 2010 Edition, revision #1 Financing Sources and Uses by Budget Unit by Object Fiscal Year 2021-2022 2019-2020 Actuals 2020-2021 Estimated 2021-2022 Requested 2021-2022 Recommended 2 3 4 5 Taxes Current Property $602,877 $621,600 $641,000 $641,000 Taxes Other Than Cur Prop (1,311)(2,200)(2,000)(2,000) Intergovernmental Revenue 3,466 3,500 304,000 304,000 Charges For Services 7,063 15,100 15,000 15,000 Miscellaneous Revenue 3,691 48,000 48,000 48,000 $615,786 $686,000 $1,006,000 $1,006,000 Salaries And Benefits $163,428 $321,600 $355,000 $355,000 Services And Supplies 255,204 789,597 283,000 283,000 Other Charges 100,253 123,800 318,000 318,000 Fixed Assets $44,262 $46,000 $50,000 $50,000 Total Capital Assets $44,262 $46,000 $50,000 $50,000 $563,148 $1,280,997 $1,006,000 $1,006,000 ($52,638)$594,997 $0 $0 Total Revenue Capital Assets Total Expenditures/Appropriations Net Cost State Controller Schedules CROCKETT CAR FIRE PROTECTION (202800) Detail by Revenue Category and Expenditure Object 1 Contra Costa County Schedule 15 County Budget Act Special Districts and Other Agencies - Non Enterprise January 2010 Edition, revision #1 Financing Sources and Uses by Budget Unit by Object Fiscal Year 2021-2022 2019-2020 Actuals 2020-2021 Estimated 2021-2022 Requested 2021-2022 Recommended 2 3 4 5 Use Of Money & Property $0 $0 $0 $0 Charges For Services 22,360 20,000 20,000 20,000 $22,360 $20,000 $20,000 $20,000 Services And Supplies $0 $2,000 $2,000 $2,000 Other Charges 0 2,000 2,000 2,000 Fixed Assets $16,546 $317,308 $418,000 $418,000 Total Capital Assets $16,546 $317,308 $418,000 $418,000 $16,546 $321,308 $422,000 $422,000 ($5,814)$301,308 $402,000 $402,000 Detail by Revenue Category and Expenditure Object 1 Total Revenue Capital Assets Total Expenditures/Appropriations Net Cost State Controller Schedules CCCFPD CAP OUTLAY-CONSOLID (203100) Contra Costa County Schedule 15 County Budget Act Special Districts and Other Agencies - Non Enterprise January 2010 Edition, revision #1 Financing Sources and Uses by Budget Unit by Object Fiscal Year 2021-2022 2019-2020 Actuals 2020-2021 Estimated 2021-2022 Requested 2021-2022 Recommended 2 3 4 5 Services And Supplies $0 $894 $1,000 $1,000 Other Charges 0 0 0 0 $0 $894 $1,000 $1,000 $0 $894 $1,000 $1,000 State Controller Schedules CONTRA CSTA FRE DEVLP FEE (203300) Detail by Revenue Category and Expenditure Object 1 Total Expenditures/Appropriations Net Cost Contra Costa County Schedule 15 County Budget Act Special Districts and Other Agencies - Non Enterprise January 2010 Edition, revision #1 Financing Sources and Uses by Budget Unit by Object Fiscal Year 2021-2022 2019-2020 Actuals 2020-2021 Estimated 2021-2022 Requested 2021-2022 Recommended 2 3 4 5 Services And Supplies $0 $1,486 $3,000 $3,000 Other Charges 0 1,000 0 0 Fixed Assets $0 $0 $0 $0 Total Capital Assets $0 $0 $0 $0 $0 $2,486 $3,000 $3,000 $0 $2,486 $3,000 $3,000Net Cost State Controller Schedules RIVRVW FIRE DEVLP FEE (203400) Detail by Revenue Category and Expenditure Object 1 Capital Assets Total Expenditures/Appropriations Contra Costa County Schedule 15 County Budget Act Special Districts and Other Agencies - Non Enterprise January 2010 Edition, revision #1 Financing Sources and Uses by Budget Unit by Object Fiscal Year 2021-2022 2019-2020 Actuals 2020-2021 Estimated 2021-2022 Requested 2021-2022 Recommended 2 3 4 5 Services And Supplies $0 $214 $0 $0 $0 $214 $0 $0 $0 $214 $0 $0Net Cost State Controller Schedules CCCFPD FIRE PREV FEES -CONS (203500) Detail by Revenue Category and Expenditure Object 1 Total Expenditures/Appropriations Contra Costa County Schedule 15 County Budget Act Special Districts and Other Agencies - Non Enterprise January 2010 Edition, revision #1 Financing Sources and Uses by Budget Unit by Object Fiscal Year 2021-2022 2019-2020 Actuals 2020-2021 Estimated 2021-2022 Requested 2021-2022 Recommended 2 3 4 5 Use Of Money & Property $0 $0 $0 $0 Charges For Services 138,877 80,000 100,000 100,000 $138,877 $80,000 $100,000 $100,000 Services And Supplies $0 $169,821 $590,000 $590,000 Other Charges 0 50 1,000 1,000 Fixed Assets $0 $350,000 $350,000 $350,000 Total Capital Assets $0 $350,000 $350,000 $350,000 $0 $519,871 $941,000 $941,000 ($138,877)$439,871 $841,000 $841,000 Capital Assets Total Expenditures/Appropriations Net Cost State Controller Schedules CCCFPD NEW DEVLPMT FEE FD (203600) Detail by Revenue Category and Expenditure Object 1 Total Revenue Contra Costa County Schedule 15 County Budget Act Special Districts and Other Agencies - Non Enterprise January 2010 Edition, revision #1 Financing Sources and Uses by Budget Unit by Object Fiscal Year 2021-2022 2019-2020 Actuals 2020-2021 Estimated 2021-2022 Requested 2021-2022 Recommended 2 3 4 5 Use Of Money & Property $2,033 $2,000 $1,000 $1,000 $2,033 $2,000 $1,000 $1,000 Services And Supplies $0 $0 $0 $0 Other Charges 9 20 1,000 1,000 Fixed Assets $0 $141,427 $141,000 $141,000 Total Capital Assets $0 $141,427 $141,000 $141,000 $9 $141,447 $142,000 $142,000 ($2,024)$139,447 $141,000 $141,000 1 Total Revenue Capital Assets Total Expenditures/Appropriations Net Cost State Controller Schedules CCCFPD PITTSBURG SPECIAL FUND (203800) Detail by Revenue Category and Expenditure Object Contra Costa County Schedule 15 County Budget Act Special Districts and Other Agencies - Non Enterprise January 2010 Edition, revision #1 Financing Sources and Uses by Budget Unit by Object Fiscal Year 2021-2022 2019-2020 Actuals 2020-2021 Estimated 2021-2022 Requested 2021-2022 Recommended 2 3 4 5 Intergovernmental Revenue $0 $0 $0 $0 Charges For Services 61,011,274 56,000,000 53,000,000 53,000,000 Miscellaneous Revenue 139,439 0 0 0 $61,150,713 $56,000,000 $53,000,000 $53,000,000 Salaries And Benefits $3,010,307 $3,651,143 $3,718,000 $3,718,000 Services And Supplies 41,588,598 87,319,829 45,687,000 45,687,000 Other Charges 530,832 724,114 1,660,000 1,660,000 Fixed Assets $1,076,241 $1,415,000 $935,000 $935,000 Total Capital Assets $1,076,241 $1,415,000 $935,000 $935,000 Expenditure Transfers $949,832 $1,500,000 $1,000,000 $1,000,000 Total Other Financing Uses $949,832 $1,500,000 $1,000,000 $1,000,000 $47,155,810 $94,610,086 $53,000,000 $53,000,000 ($13,994,903)$38,610,086 $0 $0 Total Expenditures/Appropriations Net Cost CCCFPD EMS TRANSPORT FUND (204000) Detail by Revenue Category and Expenditure Object 1 Total Revenue Capital Assets Other Financing Uses State Controller Schedules Contra Costa County Schedule 15 County Budget Act Special Districts and Other Agencies - Non Enterprise January 2010 Edition, revision #1 Financing Sources and Uses by Budget Unit by Object Fiscal Year 2021-2022 2019-2020 Actuals 2020-2021 Estimated 2021-2022 Requested 2021-2022 Recommended 2 3 4 5 Taxes Current Property $1,000,000 $1,000,000 $3,960,000 $3,960,000 Use Of Money & Property 97,801 29,300 11,000 11,000 Charges For Services 0 5,650,000 5,653,000 5,653,000 Miscellaneous Revenue 1,503,592 1,781,020 (2,010,000)(2,010,000) $2,601,393 $8,460,320 $7,614,000 $7,614,000 Services And Supplies $1,293,387 $8,968,990 $1,712,000 $1,712,000 Other Charges 3,605,528 6,772,349 5,902,000 5,902,000 Expenditure Transfers $218,133 $0 $0 $0 Total Other Financing Uses $218,133 $0 $0 $0 $5,117,048 $15,741,339 $7,614,000 $7,614,000 $2,515,655 $7,281,019 $0 $0 Total Revenue Other Financing Uses Total Expenditures/Appropriations Net Cost State Controller Schedules WCC HLTHCARE DIST (213500) Detail by Revenue Category and Expenditure Object 1 Contra Costa County Schedule 15 County Budget Act Special Districts and Other Agencies - Non Enterprise January 2010 Edition, revision #1 Financing Sources and Uses by Budget Unit by Object Fiscal Year 2021-2022 2019-2020 Actuals 2020-2021 Estimated 2021-2022 Requested 2021-2022 Recommended 2 3 4 5 Use Of Money & Property $18,207 $0 $0 $0 Charges For Services 5,580,508 0 0 0 $5,598,715 $0 $0 $0 Services And Supplies $5,000 $0 $0 $0 Other Charges 3,990,531 385,827 0 0 $3,995,531 $385,827 $0 $0 ($1,603,184)$385,827 $0 $0 Detail by Revenue Category and Expenditure Object 1 Total Revenue Total Expenditures/Appropriations Net Cost State Controller Schedules WCCHCD DEBT SVC (213600) Contra Costa County Schedule 15 County Budget Act Special Districts and Other Agencies - Non Enterprise January 2010 Edition, revision #1 Financing Sources and Uses by Budget Unit by Object Fiscal Year 2021-2022 2019-2020 Actuals 2020-2021 Estimated 2021-2022 Requested 2021-2022 Recommended 2 3 4 5 Services And Supplies $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 SANITATION DIST 6 MTZ AREA (236500) Detail by Revenue Category and Expenditure Object 1 Total Expenditures/Appropriations Net Cost State Controller Schedules Contra Costa County Schedule 15 County Budget Act Special Districts and Other Agencies - Non Enterprise January 2010 Edition, revision #1 Financing Sources and Uses by Budget Unit by Object Fiscal Year 2021-2022 2019-2020 Actuals 2020-2021 Estimated 2021-2022 Requested 2021-2022 Recommended 2 3 4 5 Taxes Current Property $1,155,138 $1,055,000 $1,115,000 $1,115,000 Taxes Other Than Cur Prop (2,670)(5,000)(5,000)(5,000) Use Of Money & Property 34,758 185,000 6,000 6,000 Intergovernmental Revenue 7,218 7,130 7,645 7,645 Charges For Services 613,909 615,388 615,388 615,388 Miscellaneous Revenue 0 0 10,000 10,000 $1,808,353 $1,857,518 $1,749,033 $1,749,033 Services And Supplies $808,428 $7,422,137 $7,552,677 $7,552,677 Other Charges 182,719 410,600 307,500 307,500 Expenditure Transfers $439,184 $476,000 $501,000 $501,000 Total Other Financing Uses $439,184 $476,000 $501,000 $501,000 $1,430,331 $8,308,737 $8,361,177 $8,361,177 ($378,023)$6,451,219 $6,612,144 $6,612,144Net Cost SERVICE AREA L-100 (240100) Detail by Revenue Category and Expenditure Object 1 Total Revenue Other Financing Uses Total Expenditures/Appropriations State Controller Schedules Contra Costa County Schedule 15 County Budget Act Special Districts and Other Agencies - Non Enterprise January 2010 Edition, revision #1 Financing Sources and Uses by Budget Unit by Object Fiscal Year 2021-2022 2019-2020 Actuals 2020-2021 Estimated 2021-2022 Requested 2021-2022 Recommended 2 3 4 5 Taxes Other Than Cur Prop $235,852 $235,858 $237,000 $237,000 Miscellaneous Revenue 452 0 0 0 $236,304 $235,858 $237,000 $237,000 Salaries And Benefits $0 $80,346 $65,000 $65,000 Services And Supplies 33,000 272,464 127,000 127,000 Other Charges 43,956 43,535 45,000 45,000 Expenditure Transfers $320,454 $0 $0 $0 Total Other Financing Uses $320,454 $0 $0 $0 $397,410 $396,345 $237,000 $237,000 $161,107 $160,487 $0 $0 Other Financing Uses Total Expenditures/Appropriations Net Cost State Controller Schedules SERVICE AREA EM-1 ZONE A (240500) Detail by Revenue Category and Expenditure Object 1 Total Revenue Contra Costa County Schedule 15 County Budget Act Special Districts and Other Agencies - Non Enterprise January 2010 Edition, revision #1 Financing Sources and Uses by Budget Unit by Object Fiscal Year 2021-2022 2019-2020 Actuals 2020-2021 Estimated 2021-2022 Requested 2021-2022 Recommended 2 3 4 5 Taxes Other Than Cur Prop $4,714,580 $4,714,795 $4,722,000 $4,722,000 Charges For Services 0 0 0 0 Miscellaneous Revenue 326,323 0 0 0 $5,040,903 $4,714,795 $4,722,000 $4,722,000 Salaries And Benefits $1,628,699 $1,818,460 $1,887,000 $1,887,000 Services And Supplies 1,253,269 5,518,455 977,000 977,000 Other Charges 2,057,582 2,059,067 1,858,000 1,858,000 $4,939,550 $9,395,982 $4,722,000 $4,722,000 ($101,353)$4,681,187 ($0)$0 1 Total Revenue Total Expenditures/Appropriations Net Cost State Controller Schedules SERVICE AREA EM-1 ZONE B (240600) Detail by Revenue Category and Expenditure Object Contra Costa County Schedule 15 County Budget Act Special Districts and Other Agencies - Non Enterprise January 2010 Edition, revision #1 Financing Sources and Uses by Budget Unit by Object Fiscal Year 2021-2022 2019-2020 Actuals 2020-2021 Estimated 2021-2022 Requested 2021-2022 Recommended 2 3 4 5 Taxes Current Property $62,595 $64,100 $67,100 $67,100 Taxes Other Than Cur Prop (133)(100)(100)(100) Intergovernmental Revenue 359 0 0 0 $62,821 $64,000 $67,000 $67,000 Services And Supplies $750 $31,816 $6,607 $6,607 Other Charges 36,862 62,500 65,500 65,500 $37,612 $94,316 $72,107 $72,107 ($25,209)$30,316 $5,107 $5,107 Detail by Revenue Category and Expenditure Object 1 Total Revenue Total Expenditures/Appropriations Net Cost State Controller Schedules SERVICE AREA M-1 (247000) Contra Costa County Schedule 15 County Budget Act Special Districts and Other Agencies - Non Enterprise January 2010 Edition, revision #1 Financing Sources and Uses by Budget Unit by Object Fiscal Year 2021-2022 2019-2020 Actuals 2020-2021 Estimated 2021-2022 Requested 2021-2022 Recommended 2 3 4 5 Charges For Services $107,695 $111,000 $113,000 $113,000 Miscellaneous Revenue 0 0 0 0 $107,695 $111,000 $113,000 $113,000 Services And Supplies $40,394 $846,672 $814,614 $814,614 Other Charges 2,535 3,695 8,314 8,314 Expenditure Transfers $47,826 $37,000 $51,800 $51,800 Total Other Financing Uses $47,826 $37,000 $51,800 $51,800 $90,755 $887,367 $874,728 $874,728 ($16,940)$776,367 $761,728 $761,728Net Cost CSA M-28 (247300) Detail by Revenue Category and Expenditure Object 1 Total Revenue Other Financing Uses Total Expenditures/Appropriations State Controller Schedules Contra Costa County Schedule 15 County Budget Act Special Districts and Other Agencies - Non Enterprise January 2010 Edition, revision #1 Financing Sources and Uses by Budget Unit by Object Fiscal Year 2021-2022 2019-2020 Actuals 2020-2021 Estimated 2021-2022 Requested 2021-2022 Recommended 2 3 4 5 Taxes Current Property $3,644,050 $3,600,000 $3,600,000 $3,600,000 Taxes Other Than Cur Prop (8,022)(10,000)(10,000)(10,000) Use Of Money & Property 2,033 3,000 3,000 3,000 Intergovernmental Revenue 21,296 23,150 23,150 23,150 Charges For Services 14,622,941 15,775,000 15,770,000 15,770,000 $18,282,299 $19,391,150 $19,386,150 $19,386,150 Services And Supplies $18,423,164 $25,512,064 $25,616,670 $25,616,670 Other Charges 9,036 10,020 10,020 10,020 Expenditure Transfers $5,123 $15,000 $15,000 $15,000 Total Other Financing Uses $5,123 $15,000 $15,000 $15,000 $18,437,323 $25,537,084 $25,641,690 $25,641,690 $155,024 $6,145,934 $6,255,540 $6,255,540 Other Financing Uses Total Expenditures/Appropriations Net Cost State Controller Schedules CSA M-29 (247500) Detail by Revenue Category and Expenditure Object 1 Total Revenue Contra Costa County Schedule 15 County Budget Act Special Districts and Other Agencies - Non Enterprise January 2010 Edition, revision #1 Financing Sources and Uses by Budget Unit by Object Fiscal Year 2021-2022 2019-2020 Actuals 2020-2021 Estimated 2021-2022 Requested 2021-2022 Recommended 2 3 4 5 Charges For Services $336,218 $346,500 $355,000 $355,000 $336,218 $346,500 $355,000 $355,000 Services And Supplies $319,183 $420,493 $448,057 $448,057 Other Charges 264 550 550 550 Expenditure Transfers $2,449 $1,000 $3,000 $3,000 Total Other Financing Uses $2,449 $1,000 $3,000 $3,000 $321,896 $422,043 $451,607 $451,607 ($14,322)$75,543 $96,607 $96,607 1 Total Revenue Other Financing Uses Total Expenditures/Appropriations Net Cost State Controller Schedules CSA M-31 PH BART (247600) Detail by Revenue Category and Expenditure Object Contra Costa County Schedule 15 County Budget Act Special Districts and Other Agencies - Non Enterprise January 2010 Edition, revision #1 Financing Sources and Uses by Budget Unit by Object Fiscal Year 2021-2022 2019-2020 Actuals 2020-2021 Estimated 2021-2022 Requested 2021-2022 Recommended 2 3 4 5 Use Of Money & Property $8,892 $35,000 $1,500 $1,500 Charges For Services 580,443 565,000 630,000 630,000 $589,335 $600,000 $631,500 $631,500 Services And Supplies $481,864 $3,377,524 $3,790,706 $3,790,706 Other Charges 1,496 7,250 7,250 7,250 Expenditure Transfers $18,276 $35,000 $35,000 $35,000 Total Other Financing Uses $18,276 $35,000 $35,000 $35,000 $501,637 $3,419,774 $3,832,956 $3,832,956 ($87,698)$2,819,774 $3,201,456 $3,201,456Net Cost CSA T-1 DANVILLE (248000) Detail by Revenue Category and Expenditure Object 1 Total Revenue Other Financing Uses Total Expenditures/Appropriations State Controller Schedules Contra Costa County Schedule 15 County Budget Act Special Districts and Other Agencies - Non Enterprise January 2010 Edition, revision #1 Financing Sources and Uses by Budget Unit by Object Fiscal Year 2021-2022 2019-2020 Actuals 2020-2021 Estimated 2021-2022 Requested 2021-2022 Recommended 2 3 4 5 Miscellaneous Revenue $36,429 $38,000 $54,572 $54,572 $36,429 $38,000 $54,572 $54,572 Services And Supplies $7,730 $25,440 $47,635 $47,635 Other Charges 471 900 900 900 Expenditure Transfers $37,165 $27,000 $33,350 $33,350 Total Other Financing Uses $37,165 $27,000 $33,350 $33,350 $45,366 $53,340 $81,885 $81,885 $8,937 $15,340 $27,313 $27,313 Other Financing Uses Total Expenditures/Appropriations Net Cost State Controller Schedules CCC CFD 2007-1 STORMWATER (248400) Detail by Revenue Category and Expenditure Object 1 Total Revenue Contra Costa County Schedule 15 County Budget Act Special Districts and Other Agencies - Non Enterprise January 2010 Edition, revision #1 Financing Sources and Uses by Budget Unit by Object Fiscal Year 2021-2022 2019-2020 Actuals 2020-2021 Estimated 2021-2022 Requested 2021-2022 Recommended 2 3 4 5 Miscellaneous Revenue $59,510 $60,000 $106,800 $106,800 $59,510 $60,000 $106,800 $106,800 Services And Supplies $7,057 $227,357 $346,951 $346,951 Other Charges 20,456 21,150 26,950 26,950 Expenditure Transfers $9,277 $7,000 $10,000 $10,000 Total Other Financing Uses $9,277 $7,000 $10,000 $10,000 $36,790 $255,507 $383,901 $383,901 ($22,720)$195,507 $277,101 $277,101 1 Total Revenue Other Financing Uses Total Expenditures/Appropriations Net Cost State Controller Schedules NO RCHMD MTCE CFD 2006-1 (248500) Detail by Revenue Category and Expenditure Object Contra Costa County Schedule 15 County Budget Act Special Districts and Other Agencies - Non Enterprise January 2010 Edition, revision #1 Financing Sources and Uses by Budget Unit by Object Fiscal Year 2021-2022 2019-2020 Actuals 2020-2021 Estimated 2021-2022 Requested 2021-2022 Recommended 2 3 4 5 Charges For Services ($253)($253)($260)($260) Miscellaneous Revenue 51,061 51,060 80,000 80,000 $50,808 $50,807 $79,740 $79,740 Services And Supplies $12,660 $267,906 $173,524 $173,524 Other Charges 5,547 10,200 21,500 21,500 Expenditure Transfers $49,023 $22,000 $105,500 $105,500 Total Other Financing Uses $49,023 $22,000 $105,500 $105,500 $67,230 $300,106 $300,524 $300,524 $16,422 $249,299 $220,784 $220,784Net Cost BART TRNSIT VLG CFD2008-1 (248600) Detail by Revenue Category and Expenditure Object 1 Total Revenue Other Financing Uses Total Expenditures/Appropriations State Controller Schedules Contra Costa County Schedule 15 County Budget Act Special Districts and Other Agencies - Non Enterprise January 2010 Edition, revision #1 Financing Sources and Uses by Budget Unit by Object Fiscal Year 2021-2022 2019-2020 Actuals 2020-2021 Estimated 2021-2022 Requested 2021-2022 Recommended 2 3 4 5 Miscellaneous Revenue $21,938 $23,000 $25,000 $25,000 $21,938 $23,000 $25,000 $25,000 Services And Supplies $2,302 $111,118 $130,402 $130,402 Other Charges 357 2,700 2,600 2,600 Expenditure Transfers $3,362 $2,117 $3,800 $3,800 Total Other Financing Uses $3,362 $2,117 $3,800 $3,800 $6,020 $115,935 $136,802 $136,802 ($15,918)$92,935 $111,802 $111,802 Other Financing Uses Total Expenditures/Appropriations Net Cost State Controller Schedules CCC CFD 2010-1 ST LIGHTNG (248700) Detail by Revenue Category and Expenditure Object 1 Total Revenue Contra Costa County Schedule 15 County Budget Act Special Districts and Other Agencies - Non Enterprise January 2010 Edition, revision #1 Financing Sources and Uses by Budget Unit by Object Fiscal Year 2021-2022 2019-2020 Actuals 2020-2021 Estimated 2021-2022 Requested 2021-2022 Recommended 2 3 4 5 Taxes Current Property $32,019 $32,000 $32,600 $32,600 Taxes Other Than Cur Prop (71)(90)(90)(90) Intergovernmental Revenue 186 200 200 200 $32,134 $32,110 $32,710 $32,710 Services And Supplies $750 $11,000 $11,000 $11,000 Other Charges 9,659 20,300 20,300 20,300 Expenditure Transfers $7,773 $91,271 $87,066 $87,066 Total Other Financing Uses $7,773 $91,271 $87,066 $87,066 $18,182 $122,571 $118,366 $118,366 ($13,953)$90,461 $85,656 $85,656 1 Total Revenue Other Financing Uses Total Expenditures/Appropriations Net Cost State Controller Schedules SERVICE AREA M-16 CLYDE AREA (248800) Detail by Revenue Category and Expenditure Object Contra Costa County Schedule 15 County Budget Act Special Districts and Other Agencies - Non Enterprise January 2010 Edition, revision #1 Financing Sources and Uses by Budget Unit by Object Fiscal Year 2021-2022 2019-2020 Actuals 2020-2021 Estimated 2021-2022 Requested 2021-2022 Recommended 2 3 4 5 Taxes Current Property $216,715 $204,000 $218,000 $218,000 Taxes Other Than Cur Prop (490)(200)(200)(200) Use Of Money & Property 6,270 20,000 20,000 20,000 Intergovernmental Revenue 1,296 1,320 1,320 1,320 Miscellaneous Revenue 127 500 600 600 $223,918 $225,620 $239,720 $239,720 Services And Supplies $62,289 $225,134 $221,312 $221,312 Other Charges 80,776 78,597 89,852 89,852 Expenditure Transfers $63,707 $80,000 $97,200 $97,200 Total Other Financing Uses $63,707 $80,000 $97,200 $97,200 $206,772 $383,731 $408,364 $408,364 ($17,146)$158,111 $168,644 $168,644Net Cost SERVICE AREA M-17 MONTALVIN (248900) Detail by Revenue Category and Expenditure Object 1 Total Revenue Other Financing Uses Total Expenditures/Appropriations State Controller Schedules Contra Costa County Schedule 15 County Budget Act Special Districts and Other Agencies - Non Enterprise January 2010 Edition, revision #1 Financing Sources and Uses by Budget Unit by Object Fiscal Year 2021-2022 2019-2020 Actuals 2020-2021 Estimated 2021-2022 Requested 2021-2022 Recommended 2 3 4 5 Taxes Current Property $13,167 $13,000 $13,466 $13,466 Taxes Other Than Cur Prop (29)(37)(37)(37) Intergovernmental Revenue 76 80 80 80 $13,214 $13,043 $13,509 $13,509 Services And Supplies $3,750 $31,933 $8,086 $8,086 Other Charges 2,457 4,620 4,620 4,620 Expenditure Transfers $8,709 $7,000 $9,300 $9,300 Total Other Financing Uses $8,709 $7,000 $9,300 $9,300 $14,916 $43,553 $22,006 $22,006 $1,702 $30,510 $8,497 $8,497 Other Financing Uses Total Expenditures/Appropriations Net Cost State Controller Schedules SERVICE AREA M-20 RODEO (249200) Detail by Revenue Category and Expenditure Object 1 Total Revenue Contra Costa County Schedule 15 County Budget Act Special Districts and Other Agencies - Non Enterprise January 2010 Edition, revision #1 Financing Sources and Uses by Budget Unit by Object Fiscal Year 2021-2022 2019-2020 Actuals 2020-2021 Estimated 2021-2022 Requested 2021-2022 Recommended 2 3 4 5 Taxes Current Property $7,418 $7,400 $7,900 $7,900 Taxes Other Than Cur Prop (16)(100)(100)(100) Use Of Money & Property 1,017 1,500 1,500 1,500 Intergovernmental Revenue 41 50 50 50 $8,460 $8,850 $9,350 $9,350 Services And Supplies $750 $123,619 $129,233 $129,233 Other Charges 59 120 120 120 Expenditure Transfers $1,636 $10,000 $10,000 $10,000 Total Other Financing Uses $1,636 $10,000 $10,000 $10,000 $2,445 $133,739 $139,353 $139,353 ($6,015)$124,889 $130,003 $130,003 1 Total Revenue Other Financing Uses Total Expenditures/Appropriations Net Cost State Controller Schedules SERVICE AREA RD-4 BETHEL ISLE (249400) Detail by Revenue Category and Expenditure Object Contra Costa County Schedule 15 County Budget Act Special Districts and Other Agencies - Non Enterprise January 2010 Edition, revision #1 Financing Sources and Uses by Budget Unit by Object Fiscal Year 2021-2022 2019-2020 Actuals 2020-2021 Estimated 2021-2022 Requested 2021-2022 Recommended 2 3 4 5 Taxes Current Property $2,393,284 $2,565,000 $2,595,000 $2,595,000 Taxes Other Than Cur Prop (5,398)(9,000)(9,000)(9,000) Intergovernmental Revenue 13,904 15,100 15,100 15,100 $2,401,789 $2,571,100 $2,601,100 $2,601,100 Services And Supplies $1,250 $20,000 $20,000 $20,000 Other Charges 2,391,713 2,639,752 2,714,689 2,714,689 Expenditure Transfers $8,239 $94,900 $91,900 $91,900 Total Other Financing Uses $8,239 $94,900 $91,900 $91,900 $2,401,202 $2,754,652 $2,826,589 $2,826,589 ($587)$183,552 $225,489 $225,489Net Cost SERVICE AREA M-23 BLACKHAWK (249600) Detail by Revenue Category and Expenditure Object 1 Total Revenue Other Financing Uses Total Expenditures/Appropriations State Controller Schedules Contra Costa County Schedule 15 County Budget Act Special Districts and Other Agencies - Non Enterprise January 2010 Edition, revision #1 Financing Sources and Uses by Budget Unit by Object Fiscal Year 2021-2022 2019-2020 Actuals 2020-2021 Estimated 2021-2022 Requested 2021-2022 Recommended 2 3 4 5 Charges For Services $52,712 $54,500 $58,500 $58,500 $52,712 $54,500 $58,500 $58,500 Services And Supplies $34,475 $100,590 $122,022 $122,022 Other Charges 284 700 700 700 Expenditure Transfers $2,550 $3,000 $3,000 $3,000 Total Other Financing Uses $2,550 $3,000 $3,000 $3,000 $37,309 $104,290 $125,722 $125,722 ($15,403)$49,790 $67,222 $67,222 Other Financing Uses Total Expenditures/Appropriations Net Cost State Controller Schedules SERVICE AREA M-30 DANVILLE (249900) Detail by Revenue Category and Expenditure Object 1 Total Revenue Contra Costa County Schedule 15 County Budget Act Special Districts and Other Agencies - Non Enterprise January 2010 Edition, revision #1 Financing Sources and Uses by Budget Unit by Object Fiscal Year 2021-2022 2019-2020 Actuals 2020-2021 Estimated 2021-2022 Requested 2021-2022 Recommended 2 3 4 5 Charges For Services $1,241,656 $1,245,000 $1,265,000 $1,265,000 $1,241,656 $1,245,000 $1,265,000 $1,265,000 Services And Supplies $847,426 $935,947 $891,368 $891,368 Other Charges 381,510 428,000 488,000 488,000 $1,228,936 $1,363,947 $1,379,368 $1,379,368 ($12,720)$118,947 $114,368 $114,368 1 Total Revenue Total Expenditures/Appropriations Net Cost State Controller Schedules STORMWATER UTIL A-1 ANT (250100) Detail by Revenue Category and Expenditure Object Contra Costa County Schedule 15 County Budget Act Special Districts and Other Agencies - Non Enterprise January 2010 Edition, revision #1 Financing Sources and Uses by Budget Unit by Object Fiscal Year 2021-2022 2019-2020 Actuals 2020-2021 Estimated 2021-2022 Requested 2021-2022 Recommended 2 3 4 5 Charges For Services $127,691 $128,000 $130,000 $130,000 $127,691 $128,000 $130,000 $130,000 Services And Supplies $83,845 $95,442 $82,816 $82,816 Other Charges 39,874 44,000 59,000 59,000 $123,719 $139,442 $141,816 $141,816 ($3,971)$11,442 $11,816 $11,816 Detail by Revenue Category and Expenditure Object 1 Total Revenue Total Expenditures/Appropriations Net Cost State Controller Schedules STORMWATER UTIL A-2 CLAYTON (250200) Contra Costa County Schedule 15 County Budget Act Special Districts and Other Agencies - Non Enterprise January 2010 Edition, revision #1 Financing Sources and Uses by Budget Unit by Object Fiscal Year 2021-2022 2019-2020 Actuals 2020-2021 Estimated 2021-2022 Requested 2021-2022 Recommended 2 3 4 5 Charges For Services $2,107,762 $2,108,000 $2,145,000 $2,145,000 $2,107,762 $2,108,000 $2,145,000 $2,145,000 Services And Supplies $1,570,859 $1,752,037 $1,751,724 $1,751,724 Other Charges 436,834 482,500 542,000 542,000 $2,007,693 $2,234,537 $2,293,724 $2,293,724 ($100,069)$126,537 $148,724 $148,724 STORMWATER UTIL A-3 CONCORD (250300) Detail by Revenue Category and Expenditure Object 1 Total Revenue Total Expenditures/Appropriations Net Cost State Controller Schedules Contra Costa County Schedule 15 County Budget Act Special Districts and Other Agencies - Non Enterprise January 2010 Edition, revision #1 Financing Sources and Uses by Budget Unit by Object Fiscal Year 2021-2022 2019-2020 Actuals 2020-2021 Estimated 2021-2022 Requested 2021-2022 Recommended 2 3 4 5 Charges For Services $571,968 $575,000 $583,000 $583,000 $571,968 $575,000 $583,000 $583,000 Services And Supplies $404,825 $436,433 $388,413 $388,413 Other Charges 153,808 174,500 234,000 234,000 $558,633 $610,933 $622,413 $622,413 ($13,335)$35,933 $39,413 $39,413Net Cost State Controller Schedules STORMWATER UTIL A-4 DANVILLE (250400) Detail by Revenue Category and Expenditure Object 1 Total Revenue Total Expenditures/Appropriations Contra Costa County Schedule 15 County Budget Act Special Districts and Other Agencies - Non Enterprise January 2010 Edition, revision #1 Financing Sources and Uses by Budget Unit by Object Fiscal Year 2021-2022 2019-2020 Actuals 2020-2021 Estimated 2021-2022 Requested 2021-2022 Recommended 2 3 4 5 Taxes Current Property $3,924,212 $3,925,000 $4,182,000 $4,182,000 Taxes Other Than Cur Prop (9,096)(9,500)(9,500)(9,500) Use Of Money & Property 0 0 17,500 17,500 Intergovernmental Revenue 79,339 100,150 100,175 100,175 Miscellaneous Revenue 777,102 1,055,000 1,055,000 1,055,000 $4,771,557 $5,070,650 $5,345,175 $5,345,175 Services And Supplies $560,312 $7,880,439 $10,720,040 $10,720,040 Other Charges 1,072,507 1,385,081 1,471,500 1,471,500 Fixed Assets $0 $283,415 $500,000 $500,000 Total Capital Assets $0 $283,415 $500,000 $500,000 Expenditure Transfers $3,912,637 $2,939,929 $3,216,500 $3,216,500 Total Other Financing Uses $3,912,637 $2,939,929 $3,216,500 $3,216,500 $5,545,455 $12,488,864 $15,908,040 $15,908,040 $773,899 $7,418,214 $10,562,865 $10,562,865 Capital Assets Other Financing Uses Total Expenditures/Appropriations Net Cost State Controller Schedules FLOOD CTL & WTR CONS DIST (250500) Detail by Revenue Category and Expenditure Object 1 Total Revenue Contra Costa County Schedule 15 County Budget Act Special Districts and Other Agencies - Non Enterprise January 2010 Edition, revision #1 Financing Sources and Uses by Budget Unit by Object Fiscal Year 2021-2022 2019-2020 Actuals 2020-2021 Estimated 2021-2022 Requested 2021-2022 Recommended 2 3 4 5 Charges For Services $471,484 $472,000 $482,000 $482,000 $471,484 $472,000 $482,000 $482,000 Services And Supplies $381,234 $409,835 $377,868 $377,868 Other Charges 88,325 96,000 138,800 138,800 $469,559 $505,835 $516,668 $516,668 ($1,925)$33,835 $34,668 $34,668 Detail by Revenue Category and Expenditure Object 1 Total Revenue Total Expenditures/Appropriations Net Cost State Controller Schedules STORMWATER UTIL A-7 LAFAYETTE (250700) Contra Costa County Schedule 15 County Budget Act Special Districts and Other Agencies - Non Enterprise January 2010 Edition, revision #1 Financing Sources and Uses by Budget Unit by Object Fiscal Year 2021-2022 2019-2020 Actuals 2020-2021 Estimated 2021-2022 Requested 2021-2022 Recommended 2 3 4 5 Charges For Services $705,671 $706,000 $720,000 $720,000 $705,671 $706,000 $720,000 $720,000 Services And Supplies $561,565 $590,857 $558,104 $558,104 Other Charges 131,195 152,000 211,500 211,500 $692,759 $742,857 $769,604 $769,604 ($12,911)$36,857 $49,604 $49,604 STORMWATER UTIL A-8 MARTINEZ (250800) Detail by Revenue Category and Expenditure Object 1 Total Revenue Total Expenditures/Appropriations Net Cost State Controller Schedules Contra Costa County Schedule 15 County Budget Act Special Districts and Other Agencies - Non Enterprise January 2010 Edition, revision #1 Financing Sources and Uses by Budget Unit by Object Fiscal Year 2021-2022 2019-2020 Actuals 2020-2021 Estimated 2021-2022 Requested 2021-2022 Recommended 2 3 4 5 Charges For Services $296,891 $298,000 $304,000 $304,000 $296,891 $298,000 $304,000 $304,000 Services And Supplies $228,624 $255,249 $242,803 $242,803 Other Charges 58,567 70,800 95,500 95,500 $287,191 $326,049 $338,303 $338,303 ($9,701)$28,049 $34,303 $34,303Net Cost State Controller Schedules STORMWATER UTIL A-9 MORAGA (250900) Detail by Revenue Category and Expenditure Object 1 Total Revenue Total Expenditures/Appropriations Contra Costa County Schedule 15 County Budget Act Special Districts and Other Agencies - Non Enterprise January 2010 Edition, revision #1 Financing Sources and Uses by Budget Unit by Object Fiscal Year 2021-2022 2019-2020 Actuals 2020-2021 Estimated 2021-2022 Requested 2021-2022 Recommended 2 3 4 5 Charges For Services $385,676 $389,000 $394,000 $394,000 $385,676 $389,000 $394,000 $394,000 Services And Supplies $316,265 $342,730 $330,158 $330,158 Other Charges 66,915 76,800 96,500 96,500 $383,180 $419,530 $426,658 $426,658 ($2,496)$30,530 $32,658 $32,658 Total Expenditures/Appropriations Net Cost State Controller Schedules STORMWATER UTIL A-10 ORINDA (251000) Detail by Revenue Category and Expenditure Object 1 Total Revenue Contra Costa County Schedule 15 County Budget Act Special Districts and Other Agencies - Non Enterprise January 2010 Edition, revision #1 Financing Sources and Uses by Budget Unit by Object Fiscal Year 2021-2022 2019-2020 Actuals 2020-2021 Estimated 2021-2022 Requested 2021-2022 Recommended 2 3 4 5 Charges For Services $324,505 $327,000 $330,000 $330,000 $324,505 $327,000 $330,000 $330,000 Services And Supplies $259,103 $279,707 $265,387 $265,387 Other Charges 66,227 76,100 96,000 96,000 $325,330 $355,807 $361,387 $361,387 $825 $28,807 $31,387 $31,387 Total Revenue Total Expenditures/Appropriations Net Cost State Controller Schedules STORMWATER UTIL A-11 PINOLE (251100) Detail by Revenue Category and Expenditure Object 1 Contra Costa County Schedule 15 County Budget Act Special Districts and Other Agencies - Non Enterprise January 2010 Edition, revision #1 Financing Sources and Uses by Budget Unit by Object Fiscal Year 2021-2022 2019-2020 Actuals 2020-2021 Estimated 2021-2022 Requested 2021-2022 Recommended 2 3 4 5 Charges For Services $1,259,431 $1,380,000 $1,287,000 $1,287,000 $1,259,431 $1,380,000 $1,287,000 $1,287,000 Services And Supplies $1,004,754 $1,198,908 $1,085,200 $1,085,200 Other Charges 242,945 287,000 316,500 316,500 $1,247,699 $1,485,908 $1,401,700 $1,401,700 ($11,732)$105,908 $114,700 $114,700 1 Total Revenue Total Expenditures/Appropriations Net Cost State Controller Schedules STORMWATER UTIL A-12 PITTSBURG (251200) Detail by Revenue Category and Expenditure Object Contra Costa County Schedule 15 County Budget Act Special Districts and Other Agencies - Non Enterprise January 2010 Edition, revision #1 Financing Sources and Uses by Budget Unit by Object Fiscal Year 2021-2022 2019-2020 Actuals 2020-2021 Estimated 2021-2022 Requested 2021-2022 Recommended 2 3 4 5 Charges For Services $500,817 $503,000 $511,000 $511,000 $500,817 $503,000 $511,000 $511,000 Services And Supplies $358,569 $387,941 $390,746 $390,746 Other Charges 120,364 150,500 160,000 160,000 $478,933 $538,441 $550,746 $550,746 ($21,884)$35,441 $39,746 $39,746 Detail by Revenue Category and Expenditure Object 1 Total Revenue Total Expenditures/Appropriations Net Cost State Controller Schedules STORMWATER UTIL A-13 PLEASANT HILL (251300) Contra Costa County Schedule 15 County Budget Act Special Districts and Other Agencies - Non Enterprise January 2010 Edition, revision #1 Financing Sources and Uses by Budget Unit by Object Fiscal Year 2021-2022 2019-2020 Actuals 2020-2021 Estimated 2021-2022 Requested 2021-2022 Recommended 2 3 4 5 Charges For Services $433,128 $435,000 $465,000 $465,000 $433,128 $435,000 $465,000 $465,000 Services And Supplies $326,859 $354,979 $377,610 $377,610 Other Charges 104,143 126,500 136,000 136,000 $431,002 $481,479 $513,610 $513,610 ($2,126)$46,479 $48,610 $48,610 STORMWATER UTIL A-14 SAN PABLO (251400) Detail by Revenue Category and Expenditure Object 1 Total Revenue Total Expenditures/Appropriations Net Cost State Controller Schedules Contra Costa County Schedule 15 County Budget Act Special Districts and Other Agencies - Non Enterprise January 2010 Edition, revision #1 Financing Sources and Uses by Budget Unit by Object Fiscal Year 2021-2022 2019-2020 Actuals 2020-2021 Estimated 2021-2022 Requested 2021-2022 Recommended 2 3 4 5 Charges For Services $1,211,735 $1,250,000 $1,239,000 $1,239,000 $1,211,735 $1,250,000 $1,239,000 $1,239,000 Services And Supplies $938,393 $996,965 $922,351 $922,351 Other Charges 280,254 312,000 371,500 371,500 $1,218,647 $1,308,965 $1,293,851 $1,293,851 $6,912 $58,965 $54,851 $54,851Net Cost State Controller Schedules STORMWATER UTIL A-15 SAN RAMON (251500) Detail by Revenue Category and Expenditure Object 1 Total Revenue Total Expenditures/Appropriations Contra Costa County Schedule 15 County Budget Act Special Districts and Other Agencies - Non Enterprise January 2010 Edition, revision #1 Financing Sources and Uses by Budget Unit by Object Fiscal Year 2021-2022 2019-2020 Actuals 2020-2021 Estimated 2021-2022 Requested 2021-2022 Recommended 2 3 4 5 Charges For Services $1,301,627 $1,350,000 $1,325,000 $1,325,000 Miscellaneous Revenue 2,785 0 0 0 $1,304,411 $1,350,000 $1,325,000 $1,325,000 Services And Supplies $1,009,814 $1,128,141 $1,102,794 $1,102,794 Other Charges 243,951 282,000 321,500 321,500 $1,253,765 $1,410,141 $1,424,294 $1,424,294 ($50,646)$60,141 $99,294 $99,294 Total Expenditures/Appropriations Net Cost State Controller Schedules STORMWATER UTIL A-16 WALNUT CREEK (251600) Detail by Revenue Category and Expenditure Object 1 Total Revenue Contra Costa County Schedule 15 County Budget Act Special Districts and Other Agencies - Non Enterprise January 2010 Edition, revision #1 Financing Sources and Uses by Budget Unit by Object Fiscal Year 2021-2022 2019-2020 Actuals 2020-2021 Estimated 2021-2022 Requested 2021-2022 Recommended 2 3 4 5 Use Of Money & Property $0 $0 $0 $0 Charges For Services 3,845,288 4,062,500 4,075,000 4,075,000 Miscellaneous Revenue 21,422 25,000 2,284,400 2,284,400 $3,866,710 $4,087,500 $6,359,400 $6,359,400 Services And Supplies $1,102,475 $3,888,471 $5,537,271 $5,537,271 Other Charges 810,632 713,250 891,900 891,900 Expenditure Transfers $1,100,586 $1,610,050 $2,140,000 $2,140,000 Total Other Financing Uses $1,100,586 $1,610,050 $2,140,000 $2,140,000 $3,013,693 $6,211,771 $8,569,171 $8,569,171 ($853,016)$2,124,271 $2,209,771 $2,209,771 Total Revenue Other Financing Uses Total Expenditures/Appropriations Net Cost State Controller Schedules STORMWATER UTIL A-17 COUNTY (251700) Detail by Revenue Category and Expenditure Object 1 Contra Costa County Schedule 15 County Budget Act Special Districts and Other Agencies - Non Enterprise January 2010 Edition, revision #1 Financing Sources and Uses by Budget Unit by Object Fiscal Year 2021-2022 2019-2020 Actuals 2020-2021 Estimated 2021-2022 Requested 2021-2022 Recommended 2 3 4 5 Charges For Services $506,178 $510,000 $522,000 $522,000 $506,178 $510,000 $522,000 $522,000 Services And Supplies $363,571 $377,709 $344,962 $344,962 Other Charges 141,426 166,500 211,000 211,000 $504,998 $544,209 $555,962 $555,962 ($1,180)$34,209 $33,962 $33,962 Detail by Revenue Category and Expenditure Object 1 Total Revenue Total Expenditures/Appropriations Net Cost State Controller Schedules STORMWATER UTIL A-18 OAKLY (251800) Contra Costa County Schedule 15 County Budget Act Special Districts and Other Agencies - Non Enterprise January 2010 Edition, revision #1 Financing Sources and Uses by Budget Unit by Object Fiscal Year 2021-2022 2019-2020 Actuals 2020-2021 Estimated 2021-2022 Requested 2021-2022 Recommended 2 3 4 5 Use Of Money & Property $0 $0 $0 $0 Intergovernmental Revenue 76,343 80,000 78,000 78,000 Charges For Services 3,699,853 3,339,542 3,353,110 3,353,110 $3,776,196 $3,419,542 $3,431,110 $3,431,110 Services And Supplies $2,357,745 $6,078,886 $5,881,618 $5,881,618 Other Charges 60,595 158,350 158,350 158,350 Expenditure Transfers $791,410 $1,217,150 $1,595,970 $1,595,970 Total Other Financing Uses $791,410 $1,217,150 $1,595,970 $1,595,970 $3,209,750 $7,454,386 $7,635,938 $7,635,938 ($566,446)$4,034,844 $4,204,828 $4,204,828Net Cost STORMWTR UTIL ADMIN (251900) Detail by Revenue Category and Expenditure Object 1 Total Revenue Other Financing Uses Total Expenditures/Appropriations State Controller Schedules Contra Costa County Schedule 15 County Budget Act Special Districts and Other Agencies - Non Enterprise January 2010 Edition, revision #1 Financing Sources and Uses by Budget Unit by Object Fiscal Year 2021-2022 2019-2020 Actuals 2020-2021 Estimated 2021-2022 Requested 2021-2022 Recommended 2 3 4 5 Taxes Current Property $6,467,592 $6,595,000 $6,910,000 $6,910,000 Taxes Other Than Cur Prop (14,616)(13,500)(13,500)(13,500) License/Permit/Franchises 19,080 0 0 0 Use Of Money & Property 327,968 885,000 105,000 105,000 Intergovernmental Revenue 48,016 50,250 50,250 50,250 Miscellaneous Revenue (15,956)900,000 11,000,000 11,000,000 $6,832,085 $8,416,750 $18,051,750 $18,051,750 Services And Supplies $1,182,239 $39,249,163 $49,565,971 $49,565,971 Other Charges 171,309 199,500 238,000 238,000 Expenditure Transfers $2,823,386 $2,981,000 $4,562,500 $4,562,500 Total Other Financing Uses $2,823,386 $2,981,000 $4,562,500 $4,562,500 $4,176,934 $42,429,663 $54,366,471 $54,366,471 ($2,655,151)$34,012,913 $36,314,721 $36,314,721 Other Financing Uses Total Expenditures/Appropriations Net Cost State Controller Schedules FCZ 3B- WALNUT CREEK (252000) Detail by Revenue Category and Expenditure Object 1 Total Revenue Contra Costa County Schedule 15 County Budget Act Special Districts and Other Agencies - Non Enterprise January 2010 Edition, revision #1 Financing Sources and Uses by Budget Unit by Object Fiscal Year 2021-2022 2019-2020 Actuals 2020-2021 Estimated 2021-2022 Requested 2021-2022 Recommended 2 3 4 5 Taxes Current Property $2,469,554 $2,443,000 $2,699,000 $2,699,000 Taxes Other Than Cur Prop (5,475)(5,000)(5,000)(5,000) Use Of Money & Property 1,150 15,000 11,000 11,000 Intergovernmental Revenue 16,367 17,100 17,100 17,100 Charges For Services 0 0 0 0 Miscellaneous Revenue 39,582 15,000 15,000 15,000 $2,521,178 $2,485,100 $2,737,100 $2,737,100 Services And Supplies $364,566 $5,930,855 $8,228,360 $8,228,360 Other Charges 284,496 103,500 93,000 93,000 Expenditure Transfers $946,900 $2,065,700 $1,031,000 $1,031,000 Total Other Financing Uses $946,900 $2,065,700 $1,031,000 $1,031,000 $1,595,961 $8,100,055 $9,352,360 $9,352,360 ($925,216)$5,614,955 $6,615,260 $6,615,260 1 Total Revenue Other Financing Uses Total Expenditures/Appropriations Net Cost State Controller Schedules FCZ 1 - MARSH CRK (252100) Detail by Revenue Category and Expenditure Object Contra Costa County Schedule 15 County Budget Act Special Districts and Other Agencies - Non Enterprise January 2010 Edition, revision #1 Financing Sources and Uses by Budget Unit by Object Fiscal Year 2021-2022 2019-2020 Actuals 2020-2021 Estimated 2021-2022 Requested 2021-2022 Recommended 2 3 4 5 Miscellaneous Revenue $3,053 $17,000 $17,000 $17,000 $3,053 $17,000 $17,000 $17,000 Services And Supplies $0 $764 $564 $564 Other Charges 0 1,000 0 0 Expenditure Transfers $3,053 $15,800 $17,000 $17,000 Total Other Financing Uses $3,053 $15,800 $17,000 $17,000 $3,053 $17,564 $17,564 $17,564 $0 $564 $564 $564Net Cost FCZ 2 - KELLOG CREEK (252200) Detail by Revenue Category and Expenditure Object 1 Total Revenue Other Financing Uses Total Expenditures/Appropriations State Controller Schedules Contra Costa County Schedule 15 County Budget Act Special Districts and Other Agencies - Non Enterprise January 2010 Edition, revision #1 Financing Sources and Uses by Budget Unit by Object Fiscal Year 2021-2022 2019-2020 Actuals 2020-2021 Estimated 2021-2022 Requested 2021-2022 Recommended 2 3 4 5 Intergovernmental Revenue $466,011 $300,000 $500,000 $500,000 $466,011 $300,000 $500,000 $500,000 Services And Supplies $2,177 $23,000 $25,000 $25,000 Other Charges 462,751 365,753 530,970 530,970 $464,928 $388,753 $555,970 $555,970 ($1,083)$88,753 $55,970 $55,970 Total Expenditures/Appropriations Net Cost State Controller Schedules STORMWTR UTIL A-19 RICH (252300) Detail by Revenue Category and Expenditure Object 1 Total Revenue Contra Costa County Schedule 15 County Budget Act Special Districts and Other Agencies - Non Enterprise January 2010 Edition, revision #1 Financing Sources and Uses by Budget Unit by Object Fiscal Year 2021-2022 2019-2020 Actuals 2020-2021 Estimated 2021-2022 Requested 2021-2022 Recommended 2 3 4 5 Charges For Services $322,381 $323,000 $328,000 $328,000 $322,381 $323,000 $328,000 $328,000 Services And Supplies $226,072 $263,667 $220,740 $220,740 Other Charges 90,251 96,000 140,500 140,500 $316,323 $359,667 $361,240 $361,240 ($6,058)$36,667 $33,240 $33,240 Total Revenue Total Expenditures/Appropriations Net Cost State Controller Schedules STORMWATER UTIL A-6 HERCULES (252400) Detail by Revenue Category and Expenditure Object 1 Contra Costa County Schedule 15 County Budget Act Special Districts and Other Agencies - Non Enterprise January 2010 Edition, revision #1 Financing Sources and Uses by Budget Unit by Object Fiscal Year 2021-2022 2019-2020 Actuals 2020-2021 Estimated 2021-2022 Requested 2021-2022 Recommended 2 3 4 5 Charges For Services $411,398 $412,000 $420,000 $420,000 $411,398 $412,000 $420,000 $420,000 Services And Supplies $322,566 $336,297 $310,884 $310,884 Other Charges 79,136 96,000 133,000 133,000 $401,703 $432,297 $443,884 $443,884 ($9,695)$20,297 $23,884 $23,884 1 Total Revenue Total Expenditures/Appropriations Net Cost State Controller Schedules STORMWATER UTIL A-5 EL CERRITO (252500) Detail by Revenue Category and Expenditure Object Contra Costa County Schedule 15 County Budget Act Special Districts and Other Agencies - Non Enterprise January 2010 Edition, revision #1 Financing Sources and Uses by Budget Unit by Object Fiscal Year 2021-2022 2019-2020 Actuals 2020-2021 Estimated 2021-2022 Requested 2021-2022 Recommended 2 3 4 5 Miscellaneous Revenue $56,238 $86,600 $87,000 $87,000 $56,238 $86,600 $87,000 $87,000 Services And Supplies $31,936 $18,446 $17,346 $17,346 Other Charges 0 0 0 0 Expenditure Transfers $24,860 $85,500 $87,000 $87,000 Total Other Financing Uses $24,860 $85,500 $87,000 $87,000 $56,796 $103,946 $104,346 $104,346 $558 $17,346 $17,346 $17,346 Detail by Revenue Category and Expenditure Object 1 Total Revenue Other Financing Uses Total Expenditures/Appropriations Net Cost State Controller Schedules FCZ 6A - SAN PABLO CREEK (252600) Contra Costa County Schedule 15 County Budget Act Special Districts and Other Agencies - Non Enterprise January 2010 Edition, revision #1 Financing Sources and Uses by Budget Unit by Object Fiscal Year 2021-2022 2019-2020 Actuals 2020-2021 Estimated 2021-2022 Requested 2021-2022 Recommended 2 3 4 5 Taxes Current Property $129,143 $132,100 $134,100 $134,100 Taxes Other Than Cur Prop (345)(300)(300)(300) License/Permit/Franchises 4,000 0 0 0 Use Of Money & Property 0 0 0 0 Intergovernmental Revenue 5,043 4,960 4,985 4,985 Miscellaneous Revenue 0 300,000 295,000 295,000 $137,841 $436,760 $433,785 $433,785 Services And Supplies $75,890 $311,445 $396,798 $396,798 Other Charges 526 1,900 6,000 6,000 Expenditure Transfers $72,181 $317,850 $259,600 $259,600 Total Other Financing Uses $72,181 $317,850 $259,600 $259,600 $148,597 $631,195 $662,398 $662,398 $10,757 $194,435 $228,613 $228,613 Total Expenditures/Appropriations Net Cost State Controller Schedules FCZ 7 - WILDCAT CREEK (252700) Detail by Revenue Category and Expenditure Object 1 Total Revenue Other Financing Uses Contra Costa County Schedule 15 County Budget Act Special Districts and Other Agencies - Non Enterprise January 2010 Edition, revision #1 Financing Sources and Uses by Budget Unit by Object Fiscal Year 2021-2022 2019-2020 Actuals 2020-2021 Estimated 2021-2022 Requested 2021-2022 Recommended 2 3 4 5 Taxes Current Property $27,452 $27,075 $28,125 $28,125 Taxes Other Than Cur Prop (68)(55)(55)(55) Intergovernmental Revenue 180 202 202 202 $27,563 $27,222 $28,272 $28,272 Services And Supplies $0 $52,627 $78,279 $78,279 Other Charges 50,155 250 250 250 Expenditure Transfers $0 $0 $0 $0 Total Other Financing Uses $0 $0 $0 $0 $50,155 $52,877 $78,529 $78,529 $22,592 $25,655 $50,257 $50,257 Total Revenue Other Financing Uses Total Expenditures/Appropriations Net Cost State Controller Schedules FCZ 8 - RODEO CREEK (253000) Detail by Revenue Category and Expenditure Object 1 Contra Costa County Schedule 15 County Budget Act Special Districts and Other Agencies - Non Enterprise January 2010 Edition, revision #1 Financing Sources and Uses by Budget Unit by Object Fiscal Year 2021-2022 2019-2020 Actuals 2020-2021 Estimated 2021-2022 Requested 2021-2022 Recommended 2 3 4 5 Taxes Current Property $37,482 $37,600 $37,700 $37,700 Taxes Other Than Cur Prop (96)(75)(75)(75) Use Of Money & Property 0 0 0 0 Intergovernmental Revenue 253 252 277 277 $37,639 $37,777 $37,902 $37,902 Services And Supplies $10,066 $244,169 $140,150 $140,150 Other Charges 200 250 250 250 Expenditure Transfers $36,665 $79,450 $113,950 $113,950 Total Other Financing Uses $36,665 $79,450 $113,950 $113,950 $46,931 $323,869 $254,350 $254,350 $9,292 $286,092 $216,448 $216,448 Detail by Revenue Category and Expenditure Object 1 Total Revenue Other Financing Uses Total Expenditures/Appropriations Net Cost State Controller Schedules FCZ 8A - LWR RODEO CREEK (253100) Contra Costa County Schedule 15 County Budget Act Special Districts and Other Agencies - Non Enterprise January 2010 Edition, revision #1 Financing Sources and Uses by Budget Unit by Object Fiscal Year 2021-2022 2019-2020 Actuals 2020-2021 Estimated 2021-2022 Requested 2021-2022 Recommended 2 3 4 5 Miscellaneous Revenue $32,533 $21,600 $20,600 $20,600 $32,533 $21,600 $20,600 $20,600 Services And Supplies $79 $23,520 $23,519 $23,519 Expenditure Transfers $32,533 $21,600 $20,600 $20,600 Total Other Financing Uses $32,533 $21,600 $20,600 $20,600 $32,612 $45,120 $44,119 $44,119 $79 $23,520 $23,519 $23,519 Total Expenditures/Appropriations Net Cost State Controller Schedules FCZ 9 - PINOLE CREEK (253200) Detail by Revenue Category and Expenditure Object 1 Total Revenue Other Financing Uses Contra Costa County Schedule 15 County Budget Act Special Districts and Other Agencies - Non Enterprise January 2010 Edition, revision #1 Financing Sources and Uses by Budget Unit by Object Fiscal Year 2021-2022 2019-2020 Actuals 2020-2021 Estimated 2021-2022 Requested 2021-2022 Recommended 2 3 4 5 Use Of Money & Property $0 $0 $0 $0 Intergovernmental Revenue 260,156 150,000 300,000 300,000 $260,156 $150,000 $300,000 $300,000 Services And Supplies $0 $4,000 $4,000 $4,000 Other Charges 260,156 194,686 334,686 334,686 $260,156 $198,686 $338,686 $338,686 $0 $48,686 $38,686 $38,686 Total Revenue Total Expenditures/Appropriations Net Cost State Controller Schedules STORMWTR UTIL A-20 BRNT (253300) Detail by Revenue Category and Expenditure Object 1 Contra Costa County Schedule 15 County Budget Act Special Districts and Other Agencies - Non Enterprise January 2010 Edition, revision #1 Financing Sources and Uses by Budget Unit by Object Fiscal Year 2021-2022 2019-2020 Actuals 2020-2021 Estimated 2021-2022 Requested 2021-2022 Recommended 2 3 4 5 License/Permit/Franchises $0 $0 $0 $0 $0 $0 $0 $0 Services And Supplies $0 $6,475 $5,475 $5,475 Expenditure Transfers $1,407 $1,000 $1,000 $1,000 Total Other Financing Uses $1,407 $1,000 $1,000 $1,000 $1,407 $7,475 $6,475 $6,475 $1,407 $7,475 $6,475 $6,475 1 Total Revenue Other Financing Uses Total Expenditures/Appropriations Net Cost State Controller Schedules DRAINAGE AREA 37A (253400) Detail by Revenue Category and Expenditure Object Contra Costa County Schedule 15 County Budget Act Special Districts and Other Agencies - Non Enterprise January 2010 Edition, revision #1 Financing Sources and Uses by Budget Unit by Object Fiscal Year 2021-2022 2019-2020 Actuals 2020-2021 Estimated 2021-2022 Requested 2021-2022 Recommended 2 3 4 5 License/Permit/Franchises $0 $0 $0 $0 Use Of Money & Property 3,971 6,500 2,700 2,700 $3,971 $6,500 $2,700 $2,700 Services And Supplies $0 $221,156 $216,088 $216,088 Other Charges 52 100 100 100 Expenditure Transfers $1,822 $1,900 $1,400 $1,400 Total Other Financing Uses $1,822 $1,900 $1,400 $1,400 $1,874 $223,156 $217,588 $217,588 ($2,097)$216,656 $214,888 $214,888Net Cost DRAINAGE AREA 33A (253500) Detail by Revenue Category and Expenditure Object 1 Total Revenue Other Financing Uses Total Expenditures/Appropriations State Controller Schedules Contra Costa County Schedule 15 County Budget Act Special Districts and Other Agencies - Non Enterprise January 2010 Edition, revision #1 Financing Sources and Uses by Budget Unit by Object Fiscal Year 2021-2022 2019-2020 Actuals 2020-2021 Estimated 2021-2022 Requested 2021-2022 Recommended 2 3 4 5 Use Of Money & Property $0 $0 $0 $0 Miscellaneous Revenue 80,193 95,000 95,000 95,000 $80,193 $95,000 $95,000 $95,000 Services And Supplies $20,710 $229,042 $187,247 $187,247 Other Charges 2,405 7,650 7,650 7,650 Expenditure Transfers $98,436 $126,650 $125,150 $125,150 Total Other Financing Uses $98,436 $126,650 $125,150 $125,150 $121,551 $363,342 $320,047 $320,047 $41,358 $268,342 $225,047 $225,047 Other Financing Uses Total Expenditures/Appropriations Net Cost State Controller Schedules DRN AREA BNFT ASSESS 75A (253600) Detail by Revenue Category and Expenditure Object 1 Total Revenue Contra Costa County Schedule 15 County Budget Act Special Districts and Other Agencies - Non Enterprise January 2010 Edition, revision #1 Financing Sources and Uses by Budget Unit by Object Fiscal Year 2021-2022 2019-2020 Actuals 2020-2021 Estimated 2021-2022 Requested 2021-2022 Recommended 2 3 4 5 License/Permit/Franchises $8,477 $1,000 $0 $0 Use Of Money & Property 0 0 0 0 $8,477 $1,000 $0 $0 Services And Supplies $0 $93,420 $15,162 $15,162 Expenditure Transfers $6,606 $26,250 $77,100 $77,100 Total Other Financing Uses $6,606 $26,250 $77,100 $77,100 $6,606 $119,670 $92,262 $92,262 ($1,871)$118,670 $92,262 $92,262 1 Total Revenue Other Financing Uses Total Expenditures/Appropriations Net Cost State Controller Schedules DRAINAGE AREA 128 (253700) Detail by Revenue Category and Expenditure Object Contra Costa County Schedule 15 County Budget Act Special Districts and Other Agencies - Non Enterprise January 2010 Edition, revision #1 Financing Sources and Uses by Budget Unit by Object Fiscal Year 2021-2022 2019-2020 Actuals 2020-2021 Estimated 2021-2022 Requested 2021-2022 Recommended 2 3 4 5 License/Permit/Franchises $2,034 $500 $0 $0 Use Of Money & Property 0 0 0 0 Miscellaneous Revenue 10,000 0 0 0 $12,034 $500 $0 $0 Services And Supplies $0 $19,381 $17,855 $17,855 Other Charges 44,000 0 0 0 Expenditure Transfers $12,409 $4,750 $4,000 $4,000 Total Other Financing Uses $12,409 $4,750 $4,000 $4,000 $56,409 $24,131 $21,855 $21,855 $44,375 $23,631 $21,855 $21,855Net Cost DRAINAGE AREA 57 (253800) Detail by Revenue Category and Expenditure Object 1 Total Revenue Other Financing Uses Total Expenditures/Appropriations State Controller Schedules Contra Costa County Schedule 15 County Budget Act Special Districts and Other Agencies - Non Enterprise January 2010 Edition, revision #1 Financing Sources and Uses by Budget Unit by Object Fiscal Year 2021-2022 2019-2020 Actuals 2020-2021 Estimated 2021-2022 Requested 2021-2022 Recommended 2 3 4 5 License/Permit/Franchises $7,891 $5,000 $0 $0 Use Of Money & Property 0 0 0 0 $7,891 $5,000 $0 $0 Services And Supplies $0 $31,104 $26,007 $26,007 Other Charges 50,000 0 0 0 Expenditure Transfers $1,407 $2,100 $2,500 $2,500 Total Other Financing Uses $1,407 $2,100 $2,500 $2,500 $51,407 $33,204 $28,507 $28,507 $43,516 $28,204 $28,507 $28,507 Other Financing Uses Total Expenditures/Appropriations Net Cost State Controller Schedules DRAINAGE AREA 67 (253900) Detail by Revenue Category and Expenditure Object 1 Total Revenue Contra Costa County Schedule 15 County Budget Act Special Districts and Other Agencies - Non Enterprise January 2010 Edition, revision #1 Financing Sources and Uses by Budget Unit by Object Fiscal Year 2021-2022 2019-2020 Actuals 2020-2021 Estimated 2021-2022 Requested 2021-2022 Recommended 2 3 4 5 License/Permit/Franchises $0 $350,000 $0 $0 Use Of Money & Property 0 0 0 0 $0 $350,000 $0 $0 Services And Supplies $0 $469,958 $485,297 $485,297 Expenditure Transfers $1,407 $2,500 $1,500 $1,500 Total Other Financing Uses $1,407 $2,500 $1,500 $1,500 $1,407 $472,458 $486,797 $486,797 $1,407 $122,458 $486,797 $486,797 1 Total Revenue Other Financing Uses Total Expenditures/Appropriations Net Cost State Controller Schedules DRAINAGE AREA 19A (254000) Detail by Revenue Category and Expenditure Object Contra Costa County Schedule 15 County Budget Act Special Districts and Other Agencies - Non Enterprise January 2010 Edition, revision #1 Financing Sources and Uses by Budget Unit by Object Fiscal Year 2021-2022 2019-2020 Actuals 2020-2021 Estimated 2021-2022 Requested 2021-2022 Recommended 2 3 4 5 License/Permit/Franchises $840 $500 $0 $0 $840 $500 $0 $0 Services And Supplies $0 $32,672 $35,184 $35,184 Expenditure Transfers $2,790 $2,500 $2,500 $2,500 Total Other Financing Uses $2,790 $2,500 $2,500 $2,500 $2,790 $35,172 $37,684 $37,684 $1,950 $34,672 $37,684 $37,684Net Cost DRAINAGE AREA 33B (254100) Detail by Revenue Category and Expenditure Object 1 Total Revenue Other Financing Uses Total Expenditures/Appropriations State Controller Schedules Contra Costa County Schedule 15 County Budget Act Special Districts and Other Agencies - Non Enterprise January 2010 Edition, revision #1 Financing Sources and Uses by Budget Unit by Object Fiscal Year 2021-2022 2019-2020 Actuals 2020-2021 Estimated 2021-2022 Requested 2021-2022 Recommended 2 3 4 5 License/Permit/Franchises $18,248 $4,000 $0 $0 Use Of Money & Property 4,457 10,000 1,050 1,050 $22,705 $14,000 $1,050 $1,050 Services And Supplies $0 $353,918 $349,407 $349,407 Other Charges 60 100 100 100 Expenditure Transfers $1,407 $1,850 $1,900 $1,900 Total Other Financing Uses $1,407 $1,850 $1,900 $1,900 $1,467 $355,868 $351,407 $351,407 ($21,238)$341,868 $350,357 $350,357 Other Financing Uses Total Expenditures/Appropriations Net Cost State Controller Schedules DRAINAGE AREA 76 (254200) Detail by Revenue Category and Expenditure Object 1 Total Revenue Contra Costa County Schedule 15 County Budget Act Special Districts and Other Agencies - Non Enterprise January 2010 Edition, revision #1 Financing Sources and Uses by Budget Unit by Object Fiscal Year 2021-2022 2019-2020 Actuals 2020-2021 Estimated 2021-2022 Requested 2021-2022 Recommended 2 3 4 5 License/Permit/Franchises $48,296 $5,000 $0 $0 Use Of Money & Property 0 0 700 700 $48,296 $5,000 $700 $700 Services And Supplies $0 $229,050 $228,389 $228,389 Other Charges 0 0 0 0 Expenditure Transfers $1,407 $2,950 $1,000 $1,000 Total Other Financing Uses $1,407 $2,950 $1,000 $1,000 $1,407 $232,000 $229,389 $229,389 ($46,889)$227,000 $228,689 $228,689 1 Total Revenue Other Financing Uses Total Expenditures/Appropriations Net Cost State Controller Schedules DRAINAGE AREA 62 (254300) Detail by Revenue Category and Expenditure Object Contra Costa County Schedule 15 County Budget Act Special Districts and Other Agencies - Non Enterprise January 2010 Edition, revision #1 Financing Sources and Uses by Budget Unit by Object Fiscal Year 2021-2022 2019-2020 Actuals 2020-2021 Estimated 2021-2022 Requested 2021-2022 Recommended 2 3 4 5 License/Permit/Franchises $2,909 $1,000 $3,800 $3,800 $2,909 $1,000 $3,800 $3,800 Services And Supplies $0 $35,972 $41,813 $41,813 Expenditure Transfers $1,407 $1,450 $1,000 $1,000 Total Other Financing Uses $1,407 $1,450 $1,000 $1,000 $1,407 $37,422 $42,813 $42,813 ($1,502)$36,422 $39,013 $39,013Net Cost DRAINAGE AREA 72 (254400) Detail by Revenue Category and Expenditure Object 1 Total Revenue Other Financing Uses Total Expenditures/Appropriations State Controller Schedules Contra Costa County Schedule 15 County Budget Act Special Districts and Other Agencies - Non Enterprise January 2010 Edition, revision #1 Financing Sources and Uses by Budget Unit by Object Fiscal Year 2021-2022 2019-2020 Actuals 2020-2021 Estimated 2021-2022 Requested 2021-2022 Recommended 2 3 4 5 License/Permit/Franchises $2,020 $5,000 $0 $0 $2,020 $5,000 $0 $0 Services And Supplies $0 $25,770 $19,313 $19,313 Expenditure Transfers $1,407 $543 $1,000 $1,000 Total Other Financing Uses $1,407 $543 $1,000 $1,000 $1,407 $26,313 $20,313 $20,313 ($613)$21,313 $20,313 $20,313 Other Financing Uses Total Expenditures/Appropriations Net Cost State Controller Schedules DRAINAGE AREA 78 (254500) Detail by Revenue Category and Expenditure Object 1 Total Revenue Contra Costa County Schedule 15 County Budget Act Special Districts and Other Agencies - Non Enterprise January 2010 Edition, revision #1 Financing Sources and Uses by Budget Unit by Object Fiscal Year 2021-2022 2019-2020 Actuals 2020-2021 Estimated 2021-2022 Requested 2021-2022 Recommended 2 3 4 5 License/Permit/Franchises $563,943 $7,000 $325,000 $325,000 Use Of Money & Property 7,428 15,000 2,800 2,800 $571,370 $22,000 $327,800 $327,800 Services And Supplies $0 $1,007,382 $2,298,531 $2,298,531 Other Charges 71 100 100 100 Expenditure Transfers $12,116 $21,850 $2,900 $2,900 Total Other Financing Uses $12,116 $21,850 $2,900 $2,900 $12,187 $1,029,332 $2,301,531 $2,301,531 ($559,183)$1,007,332 $1,973,731 $1,973,731 1 Total Revenue Other Financing Uses Total Expenditures/Appropriations Net Cost State Controller Schedules DRAINAGE AREA 30B (254600) Detail by Revenue Category and Expenditure Object Contra Costa County Schedule 15 County Budget Act Special Districts and Other Agencies - Non Enterprise January 2010 Edition, revision #1 Financing Sources and Uses by Budget Unit by Object Fiscal Year 2021-2022 2019-2020 Actuals 2020-2021 Estimated 2021-2022 Requested 2021-2022 Recommended 2 3 4 5 License/Permit/Franchises $51 $500 $0 $0 Use Of Money & Property 5,199 11,000 1,225 1,225 $5,251 $11,500 $1,225 $1,225 Services And Supplies $0 $396,509 $391,253 $391,253 Other Charges 64 100 100 100 Expenditure Transfers $1,407 $2,150 $2,400 $2,400 Total Other Financing Uses $1,407 $2,150 $2,400 $2,400 $1,471 $398,759 $393,753 $393,753 ($3,780)$387,259 $392,528 $392,528Net Cost DRAINAGE AREA 44B (254700) Detail by Revenue Category and Expenditure Object 1 Total Revenue Other Financing Uses Total Expenditures/Appropriations State Controller Schedules Contra Costa County Schedule 15 County Budget Act Special Districts and Other Agencies - Non Enterprise January 2010 Edition, revision #1 Financing Sources and Uses by Budget Unit by Object Fiscal Year 2021-2022 2019-2020 Actuals 2020-2021 Estimated 2021-2022 Requested 2021-2022 Recommended 2 3 4 5 License/Permit/Franchises $2,309 $2,000 $0 $0 Use Of Money & Property 0 0 0 0 $2,309 $2,000 $0 $0 Services And Supplies $0 $19,648 $21,648 $21,648 Expenditure Transfers $1,407 $5,500 $1,500 $1,500 Total Other Financing Uses $1,407 $5,500 $1,500 $1,500 $1,407 $25,148 $23,148 $23,148 ($903)$23,148 $23,148 $23,148 Other Financing Uses Total Expenditures/Appropriations Net Cost State Controller Schedules DRAINAGE AREA 29E (254800) Detail by Revenue Category and Expenditure Object 1 Total Revenue Contra Costa County Schedule 15 County Budget Act Special Districts and Other Agencies - Non Enterprise January 2010 Edition, revision #1 Financing Sources and Uses by Budget Unit by Object Fiscal Year 2021-2022 2019-2020 Actuals 2020-2021 Estimated 2021-2022 Requested 2021-2022 Recommended 2 3 4 5 License/Permit/Franchises $0 $500 $0 $0 $0 $500 $0 $0 Services And Supplies $0 $92,597 $101,287 $101,287 Other Charges 0 50 0 0 Expenditure Transfers $1,939 $2,300 $7,500 $7,500 Total Other Financing Uses $1,939 $2,300 $7,500 $7,500 $1,939 $94,947 $108,787 $108,787 $1,939 $94,447 $108,787 $108,787 1 Total Revenue Other Financing Uses Total Expenditures/Appropriations Net Cost State Controller Schedules DRAINAGE AREA 52B (254900) Detail by Revenue Category and Expenditure Object Contra Costa County Schedule 15 County Budget Act Special Districts and Other Agencies - Non Enterprise January 2010 Edition, revision #1 Financing Sources and Uses by Budget Unit by Object Fiscal Year 2021-2022 2019-2020 Actuals 2020-2021 Estimated 2021-2022 Requested 2021-2022 Recommended 2 3 4 5 Taxes Current Property $2,368 $2,540 $2,640 $2,640 Taxes Other Than Cur Prop (5)(5)(5)(5) Intergovernmental Revenue 14 15 26 26 $2,377 $2,550 $2,661 $2,661 Services And Supplies $0 $30,340 $32,836 $32,836 Other Charges 17 50 50 50 $17 $30,390 $32,886 $32,886 ($2,360)$27,840 $30,225 $30,225 DRAINAGE AREA 290 (255000) Detail by Revenue Category and Expenditure Object 1 Total Revenue Total Expenditures/Appropriations Net Cost State Controller Schedules Contra Costa County Schedule 15 County Budget Act Special Districts and Other Agencies - Non Enterprise January 2010 Edition, revision #1 Financing Sources and Uses by Budget Unit by Object Fiscal Year 2021-2022 2019-2020 Actuals 2020-2021 Estimated 2021-2022 Requested 2021-2022 Recommended 2 3 4 5 Taxes Current Property $5,241 $5,560 $5,960 $5,960 Taxes Other Than Cur Prop (11)(10)(10)(10) Use Of Money & Property 0 0 0 0 Intergovernmental Revenue 30 31 51 51 $5,260 $5,581 $6,001 $6,001 Services And Supplies $0 $89,651 $95,634 $95,634 Other Charges 39 100 100 100 $39 $89,751 $95,734 $95,734 ($5,221)$84,170 $89,733 $89,733Net Cost State Controller Schedules DRAINAGE AREA 300 (255100) Detail by Revenue Category and Expenditure Object 1 Total Revenue Total Expenditures/Appropriations Contra Costa County Schedule 15 County Budget Act Special Districts and Other Agencies - Non Enterprise January 2010 Edition, revision #1 Financing Sources and Uses by Budget Unit by Object Fiscal Year 2021-2022 2019-2020 Actuals 2020-2021 Estimated 2021-2022 Requested 2021-2022 Recommended 2 3 4 5 Taxes Current Property $383,082 $401,000 $422,000 $422,000 Taxes Other Than Cur Prop (843)(850)(850)(850) License/Permit/Franchises 10,757 1,000 700 700 Use Of Money & Property 81,433 165,000 17,500 17,500 Intergovernmental Revenue 2,228 2,365 2,365 2,365 $476,656 $568,515 $441,715 $441,715 Services And Supplies $0 $5,735,302 $6,022,917 $6,022,917 Other Charges 3,229 3,400 3,400 3,400 Expenditure Transfers $25,744 $150,500 $150,600 $150,600 Total Other Financing Uses $25,744 $150,500 $150,600 $150,600 $28,973 $5,889,202 $6,176,917 $6,176,917 ($447,683)$5,320,687 $5,735,202 $5,735,202 Other Financing Uses Total Expenditures/Appropriations Net Cost State Controller Schedules DRAINAGE AREA 13 (255200) Detail by Revenue Category and Expenditure Object 1 Total Revenue Contra Costa County Schedule 15 County Budget Act Special Districts and Other Agencies - Non Enterprise January 2010 Edition, revision #1 Financing Sources and Uses by Budget Unit by Object Fiscal Year 2021-2022 2019-2020 Actuals 2020-2021 Estimated 2021-2022 Requested 2021-2022 Recommended 2 3 4 5 License/Permit/Franchises $100,478 $500 $0 $0 Use Of Money & Property 6,685 20,000 1,750 1,750 $107,163 $20,500 $1,750 $1,750 Services And Supplies $0 $597,941 $573,741 $573,741 Other Charges 75 100 100 100 Expenditure Transfers $6,236 $2,350 $7,400 $7,400 Total Other Financing Uses $6,236 $2,350 $7,400 $7,400 $6,311 $600,391 $581,241 $581,241 ($100,851)$579,891 $579,491 $579,491 1 Total Revenue Other Financing Uses Total Expenditures/Appropriations Net Cost State Controller Schedules DRAINAGE AREA 52A (255300) Detail by Revenue Category and Expenditure Object Contra Costa County Schedule 15 County Budget Act Special Districts and Other Agencies - Non Enterprise January 2010 Edition, revision #1 Financing Sources and Uses by Budget Unit by Object Fiscal Year 2021-2022 2019-2020 Actuals 2020-2021 Estimated 2021-2022 Requested 2021-2022 Recommended 2 3 4 5 Taxes Current Property $436,302 $411,600 $476,600 $476,600 Taxes Other Than Cur Prop (1,049)(1,500)(1,500)(1,500) License/Permit/Franchises 0 500 0 0 Use Of Money & Property 74,277 185,000 19,250 19,250 Intergovernmental Revenue 20,236 18,875 20,875 20,875 $529,767 $614,475 $515,225 $515,225 Services And Supplies $0 $6,189,456 $6,685,681 $6,685,681 Other Charges 3,433 4,000 4,000 4,000 Expenditure Transfers $10,515 $15,000 $15,000 $15,000 Total Other Financing Uses $10,515 $15,000 $15,000 $15,000 $13,948 $6,208,456 $6,704,681 $6,704,681 ($515,818)$5,593,981 $6,189,456 $6,189,456Net Cost DRAINAGE AREA 10 (255400) Detail by Revenue Category and Expenditure Object 1 Total Revenue Other Financing Uses Total Expenditures/Appropriations State Controller Schedules Contra Costa County Schedule 15 County Budget Act Special Districts and Other Agencies - Non Enterprise January 2010 Edition, revision #1 Financing Sources and Uses by Budget Unit by Object Fiscal Year 2021-2022 2019-2020 Actuals 2020-2021 Estimated 2021-2022 Requested 2021-2022 Recommended 2 3 4 5 License/Permit/Franchises $1,541 $500 $0 $0 Use Of Money & Property 2,228 3,000 700 700 $3,769 $3,500 $700 $700 Services And Supplies $0 $279,319 $277,751 $277,751 Other Charges 52 100 100 100 Expenditure Transfers $1,407 $5,400 $4,400 $4,400 Total Other Financing Uses $1,407 $5,400 $4,400 $4,400 $1,459 $284,819 $282,251 $282,251 ($2,310)$281,319 $281,551 $281,551 Other Financing Uses Total Expenditures/Appropriations Net Cost State Controller Schedules DRAINAGE AREA 29C (255500) Detail by Revenue Category and Expenditure Object 1 Total Revenue Contra Costa County Schedule 15 County Budget Act Special Districts and Other Agencies - Non Enterprise January 2010 Edition, revision #1 Financing Sources and Uses by Budget Unit by Object Fiscal Year 2021-2022 2019-2020 Actuals 2020-2021 Estimated 2021-2022 Requested 2021-2022 Recommended 2 3 4 5 License/Permit/Franchises $951 $1,000 $0 $0 $951 $1,000 $0 $0 Services And Supplies $0 $65,650 $66,650 $66,650 Other Charges 200,000 0 0 0 Expenditure Transfers $1,539 $7,000 $5,000 $5,000 Total Other Financing Uses $1,539 $7,000 $5,000 $5,000 $201,539 $72,650 $71,650 $71,650 $200,588 $71,650 $71,650 $71,650 1 Total Revenue Other Financing Uses Total Expenditures/Appropriations Net Cost State Controller Schedules DRAINAGE AREA 29D (255600) Detail by Revenue Category and Expenditure Object Contra Costa County Schedule 15 County Budget Act Special Districts and Other Agencies - Non Enterprise January 2010 Edition, revision #1 Financing Sources and Uses by Budget Unit by Object Fiscal Year 2021-2022 2019-2020 Actuals 2020-2021 Estimated 2021-2022 Requested 2021-2022 Recommended 2 3 4 5 License/Permit/Franchises $353,928 $3,000 $0 $0 Miscellaneous Revenue 0 0 16,500 16,500 $353,928 $3,000 $16,500 $16,500 Services And Supplies $0 $3,130 $7,052 $7,052 Other Charges 380,000 5,110 0 0 Expenditure Transfers $16,028 $11,500 $16,500 $16,500 Total Other Financing Uses $16,028 $11,500 $16,500 $16,500 $396,028 $19,740 $23,552 $23,552 $42,100 $16,740 $7,052 $7,052Net Cost DRAINAGE AREA 30A (255700) Detail by Revenue Category and Expenditure Object 1 Total Revenue Other Financing Uses Total Expenditures/Appropriations State Controller Schedules Contra Costa County Schedule 15 County Budget Act Special Districts and Other Agencies - Non Enterprise January 2010 Edition, revision #1 Financing Sources and Uses by Budget Unit by Object Fiscal Year 2021-2022 2019-2020 Actuals 2020-2021 Estimated 2021-2022 Requested 2021-2022 Recommended 2 3 4 5 License/Permit/Franchises $100,265 $500 $250,000 $250,000 Use Of Money & Property 29,711 80,000 7,350 7,350 $129,976 $80,500 $257,350 $257,350 Services And Supplies $0 $2,332,996 $2,843,669 $2,843,669 Other Charges 194 250 250 250 Expenditure Transfers $8,781 $24,750 $5,250 $5,250 Total Other Financing Uses $8,781 $24,750 $5,250 $5,250 $8,975 $2,357,996 $2,849,169 $2,849,169 ($121,001)$2,277,496 $2,591,819 $2,591,819 Other Financing Uses Total Expenditures/Appropriations Net Cost State Controller Schedules DRAINAGE AREA 30C (255800) Detail by Revenue Category and Expenditure Object 1 Total Revenue Contra Costa County Schedule 15 County Budget Act Special Districts and Other Agencies - Non Enterprise January 2010 Edition, revision #1 Financing Sources and Uses by Budget Unit by Object Fiscal Year 2021-2022 2019-2020 Actuals 2020-2021 Estimated 2021-2022 Requested 2021-2022 Recommended 2 3 4 5 License/Permit/Franchises $504 $500 $0 $0 Use Of Money & Property 0 0 0 0 $504 $500 $0 $0 Services And Supplies $0 $144,789 $147,157 $147,157 Other Charges 0 0 0 0 Expenditure Transfers $1,407 $3,900 $2,500 $2,500 Total Other Financing Uses $1,407 $3,900 $2,500 $2,500 $1,407 $148,689 $149,657 $149,657 $903 $148,189 $149,657 $149,657 1 Total Revenue Other Financing Uses Total Expenditures/Appropriations Net Cost State Controller Schedules DRAINAGE AREA 15A (255900) Detail by Revenue Category and Expenditure Object Contra Costa County Schedule 15 County Budget Act Special Districts and Other Agencies - Non Enterprise January 2010 Edition, revision #1 Financing Sources and Uses by Budget Unit by Object Fiscal Year 2021-2022 2019-2020 Actuals 2020-2021 Estimated 2021-2022 Requested 2021-2022 Recommended 2 3 4 5 Use Of Money & Property $2,228 $5,500 $600 $600 Miscellaneous Revenue 30,000 35,000 35,000 35,000 $32,229 $40,500 $35,600 $35,600 Services And Supplies $4,511 $261,694 $213,107 $213,107 Other Charges 2,391 2,550 2,150 2,150 Expenditure Transfers $11,958 $46,589 $52,350 $52,350 Total Other Financing Uses $11,958 $46,589 $52,350 $52,350 $18,860 $310,833 $267,607 $267,607 ($13,368)$270,333 $232,007 $232,007Net Cost DRN AREA BNFT ASSESS 910 (256000) Detail by Revenue Category and Expenditure Object 1 Total Revenue Other Financing Uses Total Expenditures/Appropriations State Controller Schedules Contra Costa County Schedule 15 County Budget Act Special Districts and Other Agencies - Non Enterprise January 2010 Edition, revision #1 Financing Sources and Uses by Budget Unit by Object Fiscal Year 2021-2022 2019-2020 Actuals 2020-2021 Estimated 2021-2022 Requested 2021-2022 Recommended 2 3 4 5 License/Permit/Franchises $88,958 $1,000 $0 $0 Miscellaneous Revenue 0 1,000 0 0 $88,958 $2,000 $0 $0 Services And Supplies $0 $2,188 $80,392 $80,392 Other Charges 3,000 0 0 0 Expenditure Transfers $0 $87,958 $1,500 $1,500 Total Other Financing Uses $0 $87,958 $1,500 $1,500 $3,000 $90,146 $81,892 $81,892 ($85,958)$88,146 $81,892 $81,892 Other Financing Uses Total Expenditures/Appropriations Net Cost State Controller Schedules DRAINAGE AREA 33C (256100) Detail by Revenue Category and Expenditure Object 1 Total Revenue Contra Costa County Schedule 15 County Budget Act Special Districts and Other Agencies - Non Enterprise January 2010 Edition, revision #1 Financing Sources and Uses by Budget Unit by Object Fiscal Year 2021-2022 2019-2020 Actuals 2020-2021 Estimated 2021-2022 Requested 2021-2022 Recommended 2 3 4 5 License/Permit/Franchises $2,892,838 $500,000 $2,900,000 $2,900,000 Use Of Money & Property 14,855 35,000 3,500 3,500 Charges For Services 0 1,231,000 0 0 Miscellaneous Revenue 0 2,500,000 0 0 $2,907,694 $4,266,000 $2,903,500 $2,903,500 Services And Supplies $694,064 $6,870,530 $7,580,022 $7,580,022 Other Charges 3,001 5,250 13,500 13,500 Expenditure Transfers $304,801 $1,952,006 $237,000 $237,000 Total Other Financing Uses $304,801 $1,952,006 $237,000 $237,000 $1,001,865 $8,827,786 $7,830,522 $7,830,522 ($1,905,828)$4,561,786 $4,927,022 $4,927,022 1 Total Revenue Other Financing Uses Total Expenditures/Appropriations Net Cost State Controller Schedules DRAINAGE AREA 130 (256200) Detail by Revenue Category and Expenditure Object Contra Costa County Schedule 15 County Budget Act Special Districts and Other Agencies - Non Enterprise January 2010 Edition, revision #1 Financing Sources and Uses by Budget Unit by Object Fiscal Year 2021-2022 2019-2020 Actuals 2020-2021 Estimated 2021-2022 Requested 2021-2022 Recommended 2 3 4 5 Taxes Current Property $22,389 $25,775 $21,775 $21,775 Taxes Other Than Cur Prop (59)(70)(70)(70) Intergovernmental Revenue 760 776 776 776 Miscellaneous Revenue 0 0 23,600 23,600 $23,090 $26,481 $46,081 $46,081 Services And Supplies $0 $29,336 $25,750 $25,750 Other Charges 8,613 150 150 150 Expenditure Transfers $23,858 $12,919 $23,200 $23,200 Total Other Financing Uses $23,858 $12,919 $23,200 $23,200 $32,471 $42,405 $49,100 $49,100 $9,381 $15,924 $3,019 $3,019Net Cost DRAINAGE AREA 127 (256300) Detail by Revenue Category and Expenditure Object 1 Total Revenue Other Financing Uses Total Expenditures/Appropriations State Controller Schedules Contra Costa County Schedule 15 County Budget Act Special Districts and Other Agencies - Non Enterprise January 2010 Edition, revision #1 Financing Sources and Uses by Budget Unit by Object Fiscal Year 2021-2022 2019-2020 Actuals 2020-2021 Estimated 2021-2022 Requested 2021-2022 Recommended 2 3 4 5 License/Permit/Franchises $3,838 $500 $0 $0 Use Of Money & Property 0 0 1,050 1,050 Miscellaneous Revenue 427 0 0 0 $4,264 $500 $1,050 $1,050 Services And Supplies $0 $360,785 $727,945 $727,945 Expenditure Transfers $1,407 $3,284 $1,500 $1,500 Total Other Financing Uses $1,407 $3,284 $1,500 $1,500 $1,407 $364,069 $729,445 $729,445 ($2,858)$363,569 $728,395 $728,395 Other Financing Uses Total Expenditures/Appropriations Net Cost State Controller Schedules DRAINAGE AREA 40A (256500) Detail by Revenue Category and Expenditure Object 1 Total Revenue Contra Costa County Schedule 15 County Budget Act Special Districts and Other Agencies - Non Enterprise January 2010 Edition, revision #1 Financing Sources and Uses by Budget Unit by Object Fiscal Year 2021-2022 2019-2020 Actuals 2020-2021 Estimated 2021-2022 Requested 2021-2022 Recommended 2 3 4 5 License/Permit/Franchises $279,302 $1,000 $335,000 $335,000 Use Of Money & Property 105,473 300,000 29,750 29,750 Miscellaneous Revenue 3,879 0 0 0 $388,654 $301,000 $364,750 $364,750 Services And Supplies $57,057 $7,753,436 $9,012,433 $9,012,433 Other Charges 4,484 1,500 2,500 2,500 Expenditure Transfers $178,809 $623,500 $596,500 $596,500 Total Other Financing Uses $178,809 $623,500 $596,500 $596,500 $240,350 $8,378,436 $9,611,433 $9,611,433 ($148,304)$8,077,436 $9,246,683 $9,246,683 1 Total Revenue Other Financing Uses Total Expenditures/Appropriations Net Cost State Controller Schedules DRAINAGE AREA 56 (256600) Detail by Revenue Category and Expenditure Object Contra Costa County Schedule 15 County Budget Act Special Districts and Other Agencies - Non Enterprise January 2010 Edition, revision #1 Financing Sources and Uses by Budget Unit by Object Fiscal Year 2021-2022 2019-2020 Actuals 2020-2021 Estimated 2021-2022 Requested 2021-2022 Recommended 2 3 4 5 License/Permit/Franchises $7,966 $2,000 $0 $0 Use Of Money & Property 2,971 8,000 700 700 $10,937 $10,000 $700 $700 Services And Supplies $0 $244,634 $235,366 $235,366 Other Charges 56 100 100 100 Expenditure Transfers $1,407 $1,400 $1,400 $1,400 Total Other Financing Uses $1,407 $1,400 $1,400 $1,400 $1,463 $246,134 $236,866 $236,866 ($9,474)$236,134 $236,166 $236,166Net Cost DRAINAGE AREA 73 (256700) Detail by Revenue Category and Expenditure Object 1 Total Revenue Other Financing Uses Total Expenditures/Appropriations State Controller Schedules Contra Costa County Schedule 15 County Budget Act Special Districts and Other Agencies - Non Enterprise January 2010 Edition, revision #1 Financing Sources and Uses by Budget Unit by Object Fiscal Year 2021-2022 2019-2020 Actuals 2020-2021 Estimated 2021-2022 Requested 2021-2022 Recommended 2 3 4 5 License/Permit/Franchises $0 $152,000 $800,000 $800,000 Use Of Money & Property 0 0 0 0 Miscellaneous Revenue 0 30,000 0 0 $0 $182,000 $800,000 $800,000 Services And Supplies $0 $171,293 $1,576,972 $1,576,972 Other Charges 0 1,000 0 0 Expenditure Transfers $13,438 $29,000 $15,000 $15,000 Total Other Financing Uses $13,438 $29,000 $15,000 $15,000 $13,438 $201,293 $1,591,972 $1,591,972 $13,438 $19,293 $791,972 $791,972 Other Financing Uses Total Expenditures/Appropriations Net Cost State Controller Schedules DRAINAGE AREA 29G (256800) Detail by Revenue Category and Expenditure Object 1 Total Revenue Contra Costa County Schedule 15 County Budget Act Special Districts and Other Agencies - Non Enterprise January 2010 Edition, revision #1 Financing Sources and Uses by Budget Unit by Object Fiscal Year 2021-2022 2019-2020 Actuals 2020-2021 Estimated 2021-2022 Requested 2021-2022 Recommended 2 3 4 5 License/Permit/Franchises $4,104 $2,000 $355,000 $355,000 Use Of Money & Property 0 0 1,750 1,750 $4,104 $2,000 $356,750 $356,750 Services And Supplies $0 $70,161 $1,412,603 $1,412,603 Other Charges 20,000 0 190,100 190,100 Expenditure Transfers $6,857 $4,500 $1,400 $1,400 Total Other Financing Uses $6,857 $4,500 $1,400 $1,400 $26,857 $74,661 $1,604,103 $1,604,103 $22,753 $72,661 $1,247,353 $1,247,353 1 Total Revenue Other Financing Uses Total Expenditures/Appropriations Net Cost State Controller Schedules DRAINAGE AREA 29H (256900) Detail by Revenue Category and Expenditure Object Contra Costa County Schedule 15 County Budget Act Special Districts and Other Agencies - Non Enterprise January 2010 Edition, revision #1 Financing Sources and Uses by Budget Unit by Object Fiscal Year 2021-2022 2019-2020 Actuals 2020-2021 Estimated 2021-2022 Requested 2021-2022 Recommended 2 3 4 5 License/Permit/Franchises $0 $100 $48,000 $48,000 Miscellaneous Revenue 0 2,500 3,000 3,000 $0 $2,600 $51,000 $51,000 Services And Supplies $0 $951 $48,851 $48,851 Expenditure Transfers $0 $2,500 $3,000 $3,000 Total Other Financing Uses $0 $2,500 $3,000 $3,000 $0 $3,451 $51,851 $51,851 $0 $851 $851 $851Net Cost DRAINAGE AREA 29J (257000) Detail by Revenue Category and Expenditure Object 1 Total Revenue Other Financing Uses Total Expenditures/Appropriations State Controller Schedules Contra Costa County Schedule 15 County Budget Act Special Districts and Other Agencies - Non Enterprise January 2010 Edition, revision #1 Financing Sources and Uses by Budget Unit by Object Fiscal Year 2021-2022 2019-2020 Actuals 2020-2021 Estimated 2021-2022 Requested 2021-2022 Recommended 2 3 4 5 License/Permit/Franchises $1,309,181 $100,000 $700,000 $700,000 Use Of Money & Property 29,711 60,000 10,500 10,500 $1,338,891 $160,000 $710,500 $710,500 Services And Supplies $0 $3,623,071 $4,269,858 $4,269,858 Other Charges 194 1,800 250 250 Expenditure Transfers $8,174 $41,200 $3,750 $3,750 Total Other Financing Uses $8,174 $41,200 $3,750 $3,750 $8,368 $3,666,071 $4,273,858 $4,273,858 ($1,330,523)$3,506,071 $3,563,358 $3,563,358 Other Financing Uses Total Expenditures/Appropriations Net Cost State Controller Schedules DRAINAGE AREA 52C (257100) Detail by Revenue Category and Expenditure Object 1 Total Revenue Contra Costa County Schedule 15 County Budget Act Special Districts and Other Agencies - Non Enterprise January 2010 Edition, revision #1 Financing Sources and Uses by Budget Unit by Object Fiscal Year 2021-2022 2019-2020 Actuals 2020-2021 Estimated 2021-2022 Requested 2021-2022 Recommended 2 3 4 5 License/Permit/Franchises $168 $100 $0 $0 Use Of Money & Property 8,913 23,000 2,100 2,100 $9,081 $23,100 $2,100 $2,100 Services And Supplies $0 $676,443 $654,639 $654,639 Other Charges 87 150 150 150 Expenditure Transfers $1,407 $1,350 $1,350 $1,350 Total Other Financing Uses $1,407 $1,350 $1,350 $1,350 $1,494 $677,943 $656,139 $656,139 ($7,587)$654,843 $654,039 $654,039 1 Total Revenue Other Financing Uses Total Expenditures/Appropriations Net Cost State Controller Schedules DRAINAGE AREA 48C (257200) Detail by Revenue Category and Expenditure Object Contra Costa County Schedule 15 County Budget Act Special Districts and Other Agencies - Non Enterprise January 2010 Edition, revision #1 Financing Sources and Uses by Budget Unit by Object Fiscal Year 2021-2022 2019-2020 Actuals 2020-2021 Estimated 2021-2022 Requested 2021-2022 Recommended 2 3 4 5 License/Permit/Franchises $559 $2,000 $0 $0 Use Of Money & Property 0 0 0 0 $559 $2,000 $0 $0 Services And Supplies $0 $6,798 $9,004 $9,004 Expenditure Transfers $1,596 $1,500 $1,500 $1,500 Total Other Financing Uses $1,596 $1,500 $1,500 $1,500 $1,596 $8,298 $10,504 $10,504 $1,037 $6,298 $10,504 $10,504Net Cost DRAINAGE AREA 48D (257300) Detail by Revenue Category and Expenditure Object 1 Total Revenue Other Financing Uses Total Expenditures/Appropriations State Controller Schedules Contra Costa County Schedule 15 County Budget Act Special Districts and Other Agencies - Non Enterprise January 2010 Edition, revision #1 Financing Sources and Uses by Budget Unit by Object Fiscal Year 2021-2022 2019-2020 Actuals 2020-2021 Estimated 2021-2022 Requested 2021-2022 Recommended 2 3 4 5 License/Permit/Franchises $1,036 $1,000 $205,000 $205,000 Use Of Money & Property 11,884 27,000 0 0 Miscellaneous Revenue 1,059 0 0 0 $13,979 $28,000 $205,000 $205,000 Services And Supplies $0 $983,131 $1,565,500 $1,565,500 Other Charges 310 100 0 0 Expenditure Transfers $12,731 $6,400 $2,500 $2,500 Total Other Financing Uses $12,731 $6,400 $2,500 $2,500 $13,041 $989,631 $1,568,000 $1,568,000 ($938)$961,631 $1,363,000 $1,363,000 Other Financing Uses Total Expenditures/Appropriations Net Cost State Controller Schedules DRAINAGE AREA 48B (257400) Detail by Revenue Category and Expenditure Object 1 Total Revenue Contra Costa County Schedule 15 County Budget Act Special Districts and Other Agencies - Non Enterprise January 2010 Edition, revision #1 Financing Sources and Uses by Budget Unit by Object Fiscal Year 2021-2022 2019-2020 Actuals 2020-2021 Estimated 2021-2022 Requested 2021-2022 Recommended 2 3 4 5 Use Of Money & Property $5,942 $13,000 $1,400 $1,400 Miscellaneous Revenue 34,994 70,000 50,000 50,000 $40,936 $83,000 $51,400 $51,400 Services And Supplies $1,843 $506,804 $431,974 $431,974 Other Charges 1,267 1,300 1,600 1,600 Expenditure Transfers $48,953 $62,200 $64,500 $64,500 Total Other Financing Uses $48,953 $62,200 $64,500 $64,500 $52,064 $570,304 $498,074 $498,074 $11,128 $487,304 $446,674 $446,674 1 Total Revenue Other Financing Uses Total Expenditures/Appropriations Net Cost State Controller Schedules DRN AREA BNFT ASSESS 67A (257500) Detail by Revenue Category and Expenditure Object Contra Costa County Schedule 15 County Budget Act Special Districts and Other Agencies - Non Enterprise January 2010 Edition, revision #1 Financing Sources and Uses by Budget Unit by Object Fiscal Year 2021-2022 2019-2020 Actuals 2020-2021 Estimated 2021-2022 Requested 2021-2022 Recommended 2 3 4 5 Use Of Money & Property $3,714 $10,000 $875 $875 Miscellaneous Revenue 80,399 120,000 75,000 75,000 $84,113 $130,000 $75,875 $75,875 Services And Supplies $13,809 $467,342 $427,605 $427,605 Other Charges 1,905 2,600 2,000 2,000 Expenditure Transfers $38,452 $57,400 $51,200 $51,200 Total Other Financing Uses $38,452 $57,400 $51,200 $51,200 $54,165 $527,342 $480,805 $480,805 ($29,948)$397,342 $404,930 $404,930Net Cost DRN AREA BNFT ASSESS 76A (257600) Detail by Revenue Category and Expenditure Object 1 Total Revenue Other Financing Uses Total Expenditures/Appropriations State Controller Schedules Contra Costa County Schedule 15 County Budget Act Special Districts and Other Agencies - Non Enterprise January 2010 Edition, revision #1 Financing Sources and Uses by Budget Unit by Object Fiscal Year 2021-2022 2019-2020 Actuals 2020-2021 Estimated 2021-2022 Requested 2021-2022 Recommended 2 3 4 5 Use Of Money & Property $0 $0 $0 $0 Miscellaneous Revenue 91,999 95,000 95,000 95,000 $91,999 $95,000 $95,000 $95,000 Services And Supplies $38,228 $233,147 $283,397 $283,397 Other Charges 693 750 2,000 2,000 Expenditure Transfers $19,883 $64,500 $43,500 $43,500 Total Other Financing Uses $19,883 $64,500 $43,500 $43,500 $58,803 $298,397 $328,897 $328,897 ($33,196)$203,397 $233,897 $233,897 Other Financing Uses Total Expenditures/Appropriations Net Cost State Controller Schedules DRN AREA BNFT ASSESS 520 (257700) Detail by Revenue Category and Expenditure Object 1 Total Revenue Contra Costa County Schedule 15 County Budget Act Special Districts and Other Agencies - Non Enterprise January 2010 Edition, revision #1 Financing Sources and Uses by Budget Unit by Object Fiscal Year 2021-2022 2019-2020 Actuals 2020-2021 Estimated 2021-2022 Requested 2021-2022 Recommended 2 3 4 5 License/Permit/Franchises $66,870 $5,000 $78,000 $78,000 Use Of Money & Property 19,312 48,000 4,550 4,550 $86,182 $53,000 $82,550 $82,550 Services And Supplies $0 $1,447,683 $1,537,302 $1,537,302 Other Charges 133 57,595 150 150 Expenditure Transfers $3,182 $24,250 $22,850 $22,850 Total Other Financing Uses $3,182 $24,250 $22,850 $22,850 $3,315 $1,529,528 $1,560,302 $1,560,302 ($82,867)$1,476,528 $1,477,752 $1,477,752 1 Total Revenue Other Financing Uses Total Expenditures/Appropriations Net Cost State Controller Schedules DRAINAGE AREA 46 (257800) Detail by Revenue Category and Expenditure Object Contra Costa County Schedule 15 County Budget Act Special Districts and Other Agencies - Non Enterprise January 2010 Edition, revision #1 Financing Sources and Uses by Budget Unit by Object Fiscal Year 2021-2022 2019-2020 Actuals 2020-2021 Estimated 2021-2022 Requested 2021-2022 Recommended 2 3 4 5 License/Permit/Franchises $0 $500 $0 $0 Use Of Money & Property 42,599 0 0 0 Miscellaneous Revenue 750,000 0 0 0 $792,599 $500 $0 $0 Services And Supplies $178,848 $754,169 $4,288 $4,288 Other Charges 430,831 1,000 750,000 750,000 Expenditure Transfers $29,420 $24,000 $10,000 $10,000 Total Other Financing Uses $29,420 $24,000 $10,000 $10,000 $639,100 $779,169 $764,288 $764,288 ($153,500)$778,669 $764,288 $764,288Net Cost DRAINAGE AREA 55 (257900) Detail by Revenue Category and Expenditure Object 1 Total Revenue Other Financing Uses Total Expenditures/Appropriations State Controller Schedules Contra Costa County Schedule 15 County Budget Act Special Districts and Other Agencies - Non Enterprise January 2010 Edition, revision #1 Financing Sources and Uses by Budget Unit by Object Fiscal Year 2021-2022 2019-2020 Actuals 2020-2021 Estimated 2021-2022 Requested 2021-2022 Recommended 2 3 4 5 Use Of Money & Property $14,855 $38,000 $3,500 $3,500 Miscellaneous Revenue 65,000 100,000 75,000 75,000 $79,855 $138,000 $78,500 $78,500 Services And Supplies $9,336 $1,319,163 $1,109,320 $1,109,320 Other Charges 3,306 2,600 4,400 4,400 Expenditure Transfers $74,234 $163,900 $165,600 $165,600 Total Other Financing Uses $74,234 $163,900 $165,600 $165,600 $86,876 $1,485,663 $1,279,320 $1,279,320 $7,021 $1,347,663 $1,200,820 $1,200,820 Other Financing Uses Total Expenditures/Appropriations Net Cost State Controller Schedules DRN AREA BNFT ASSESS 1010 (258000) Detail by Revenue Category and Expenditure Object 1 Total Revenue Contra Costa County Schedule 15 County Budget Act Special Districts and Other Agencies - Non Enterprise January 2010 Edition, revision #1 Financing Sources and Uses by Budget Unit by Object Fiscal Year 2021-2022 2019-2020 Actuals 2020-2021 Estimated 2021-2022 Requested 2021-2022 Recommended 2 3 4 5 License/Permit/Franchises $760 $100 $0 $0 Use Of Money & Property 13,370 35,000 3,150 3,150 $14,130 $35,100 $3,150 $3,150 Services And Supplies $0 $987,898 $955,491 $955,491 Other Charges 106 100 150 150 Expenditure Transfers $1,407 $2,400 $1,350 $1,350 Total Other Financing Uses $1,407 $2,400 $1,350 $1,350 $1,513 $990,398 $956,991 $956,991 ($12,617)$955,298 $953,841 $953,841 1 Total Revenue Other Financing Uses Total Expenditures/Appropriations Net Cost State Controller Schedules DRAINAGE AREA 101A (258100) Detail by Revenue Category and Expenditure Object Contra Costa County Schedule 15 County Budget Act Special Districts and Other Agencies - Non Enterprise January 2010 Edition, revision #1 Financing Sources and Uses by Budget Unit by Object Fiscal Year 2021-2022 2019-2020 Actuals 2020-2021 Estimated 2021-2022 Requested 2021-2022 Recommended 2 3 4 5 Use Of Money & Property $2,971 $10,000 $700 $700 Miscellaneous Revenue 40,499 90,000 50,000 50,000 $43,470 $100,000 $50,700 $50,700 Services And Supplies $1,973 $419,574 $330,507 $330,507 Other Charges 5,763 6,175 6,600 6,600 Expenditure Transfers $6,430 $68,825 $50,400 $50,400 Total Other Financing Uses $6,430 $68,825 $50,400 $50,400 $14,167 $494,574 $387,507 $387,507 ($29,304)$394,574 $336,807 $336,807Net Cost DRN AREA BNF ASSESS 1010A (258200) Detail by Revenue Category and Expenditure Object 1 Total Revenue Other Financing Uses Total Expenditures/Appropriations State Controller Schedules Contra Costa County Schedule 15 County Budget Act Special Districts and Other Agencies - Non Enterprise January 2010 Edition, revision #1 Financing Sources and Uses by Budget Unit by Object Fiscal Year 2021-2022 2019-2020 Actuals 2020-2021 Estimated 2021-2022 Requested 2021-2022 Recommended 2 3 4 5 Taxes Current Property $94,105 $100,200 $104,500 $104,500 Taxes Other Than Cur Prop (206)(200)(200)(200) License/Permit/Franchises 0 500 0 0 Use Of Money & Property 22,283 50,000 5,950 5,950 Intergovernmental Revenue 547 553 555 555 $116,729 $151,053 $110,805 $110,805 Services And Supplies $0 $1,773,430 $1,951,536 $1,951,536 Other Charges 835 1,000 1,000 1,000 Expenditure Transfers $1,407 $2,750 $2,500 $2,500 Total Other Financing Uses $1,407 $2,750 $2,500 $2,500 $2,242 $1,777,180 $1,955,036 $1,955,036 ($114,488)$1,626,127 $1,844,231 $1,844,231 Other Financing Uses Total Expenditures/Appropriations Net Cost State Controller Schedules DRAINAGE AREA 16 (258300) Detail by Revenue Category and Expenditure Object 1 Total Revenue Contra Costa County Schedule 15 County Budget Act Special Districts and Other Agencies - Non Enterprise January 2010 Edition, revision #1 Financing Sources and Uses by Budget Unit by Object Fiscal Year 2021-2022 2019-2020 Actuals 2020-2021 Estimated 2021-2022 Requested 2021-2022 Recommended 2 3 4 5 License/Permit/Franchises $1,244 $100 $0 $0 $1,244 $100 $0 $0 Services And Supplies $0 $6,981 $4,381 $4,381 Expenditure Transfers $5,152 $2,500 $2,500 $2,500 Total Other Financing Uses $5,152 $2,500 $2,500 $2,500 $5,152 $9,481 $6,881 $6,881 $3,908 $9,381 $6,881 $6,881 1 Total Revenue Other Financing Uses Total Expenditures/Appropriations Net Cost State Controller Schedules DRAINAGE AREA 52D (258400) Detail by Revenue Category and Expenditure Object Contra Costa County Schedule 15 County Budget Act Special Districts and Other Agencies - Non Enterprise January 2010 Edition, revision #1 Financing Sources and Uses by Budget Unit by Object Fiscal Year 2021-2022 2019-2020 Actuals 2020-2021 Estimated 2021-2022 Requested 2021-2022 Recommended 2 3 4 5 License/Permit/Franchises $2,042 $1,000 $0 $0 $2,042 $1,000 $0 $0 Services And Supplies $0 $38,496 $35,996 $35,996 Other Charges 0 50 0 0 Expenditure Transfers $1,407 $1,900 $2,000 $2,000 Total Other Financing Uses $1,407 $1,900 $2,000 $2,000 $1,407 $40,446 $37,996 $37,996 ($635)$39,446 $37,996 $37,996Net Cost DRAINAGE AREA 87 (258500) Detail by Revenue Category and Expenditure Object 1 Total Revenue Other Financing Uses Total Expenditures/Appropriations State Controller Schedules Contra Costa County Schedule 15 County Budget Act Special Districts and Other Agencies - Non Enterprise January 2010 Edition, revision #1 Financing Sources and Uses by Budget Unit by Object Fiscal Year 2021-2022 2019-2020 Actuals 2020-2021 Estimated 2021-2022 Requested 2021-2022 Recommended 2 3 4 5 License/Permit/Franchises $1,128 $1,000 $0 $0 $1,128 $1,000 $0 $0 Services And Supplies $0 $22,283 $19,733 $19,733 Other Charges 0 50 0 0 Expenditure Transfers $1,407 $1,400 $2,000 $2,000 Total Other Financing Uses $1,407 $1,400 $2,000 $2,000 $1,407 $23,733 $21,733 $21,733 $279 $22,733 $21,733 $21,733 Other Financing Uses Total Expenditures/Appropriations Net Cost State Controller Schedules DRAINAGE AREA 88 (258600) Detail by Revenue Category and Expenditure Object 1 Total Revenue Contra Costa County Schedule 15 County Budget Act Special Districts and Other Agencies - Non Enterprise January 2010 Edition, revision #1 Financing Sources and Uses by Budget Unit by Object Fiscal Year 2021-2022 2019-2020 Actuals 2020-2021 Estimated 2021-2022 Requested 2021-2022 Recommended 2 3 4 5 License/Permit/Franchises $1,634 $1,000 $48,000 $48,000 $1,634 $1,000 $48,000 $48,000 Services And Supplies $0 $97,320 $143,770 $143,770 Other Charges 0 50 0 0 Expenditure Transfers $1,407 $2,400 $2,000 $2,000 Total Other Financing Uses $1,407 $2,400 $2,000 $2,000 $1,407 $99,770 $145,770 $145,770 ($227)$98,770 $97,770 $97,770 1 Total Revenue Other Financing Uses Total Expenditures/Appropriations Net Cost State Controller Schedules DRAINAGE AREA 89 (258700) Detail by Revenue Category and Expenditure Object Contra Costa County Schedule 15 County Budget Act Special Districts and Other Agencies - Non Enterprise January 2010 Edition, revision #1 Financing Sources and Uses by Budget Unit by Object Fiscal Year 2021-2022 2019-2020 Actuals 2020-2021 Estimated 2021-2022 Requested 2021-2022 Recommended 2 3 4 5 License/Permit/Franchises $153 $100 $0 $0 Use Of Money & Property 0 0 0 0 $153 $100 $0 $0 Services And Supplies $0 $189,609 $188,542 $188,542 Expenditure Transfers $1,407 $1,500 $2,500 $2,500 Total Other Financing Uses $1,407 $1,500 $2,500 $2,500 $1,407 $191,109 $191,042 $191,042 $1,254 $191,009 $191,042 $191,042Net Cost DRAINAGE AREA 22 (258800) Detail by Revenue Category and Expenditure Object 1 Total Revenue Other Financing Uses Total Expenditures/Appropriations State Controller Schedules Contra Costa County Schedule 15 County Budget Act Special Districts and Other Agencies - Non Enterprise January 2010 Edition, revision #1 Financing Sources and Uses by Budget Unit by Object Fiscal Year 2021-2022 2019-2020 Actuals 2020-2021 Estimated 2021-2022 Requested 2021-2022 Recommended 2 3 4 5 Services And Supplies $0 $1,859 $1,859 $1,859 $0 $1,859 $1,859 $1,859 $0 $1,859 $1,859 $1,859Net Cost State Controller Schedules STORM DRAINAGE ZONE 19 (259400) Detail by Revenue Category and Expenditure Object 1 Total Expenditures/Appropriations Contra Costa County Schedule 15 County Budget Act Special Districts and Other Agencies - Non Enterprise January 2010 Edition, revision #1 Financing Sources and Uses by Budget Unit by Object Fiscal Year 2021-2022 2019-2020 Actuals 2020-2021 Estimated 2021-2022 Requested 2021-2022 Recommended 2 3 4 5 License/Permit/Franchises $140 $1,000 $0 $0 $140 $1,000 $0 $0 Services And Supplies $0 $6,036 $6,413 $6,413 Expenditure Transfers $1,888 $1,500 $1,500 $1,500 Total Other Financing Uses $1,888 $1,500 $1,500 $1,500 $1,888 $7,536 $7,913 $7,913 $1,748 $6,536 $7,913 $7,913 Other Financing Uses Total Expenditures/Appropriations Net Cost State Controller Schedules DRAINAGE AREA 109 (259500) Detail by Revenue Category and Expenditure Object 1 Total Revenue Contra Costa County Schedule 15 County Budget Act Special Districts and Other Agencies - Non Enterprise January 2010 Edition, revision #1 Financing Sources and Uses by Budget Unit by Object Fiscal Year 2021-2022 2019-2020 Actuals 2020-2021 Estimated 2021-2022 Requested 2021-2022 Recommended 2 3 4 5 License/Permit/Franchises $2,866 $1,000 $0 $0 Use Of Money & Property 2,228 5,000 700 700 $5,094 $6,000 $700 $700 Services And Supplies $0 $259,121 $252,453 $252,453 Other Charges 52 100 100 100 Expenditure Transfers $1,407 $1,300 $1,400 $1,400 Total Other Financing Uses $1,407 $1,300 $1,400 $1,400 $1,459 $260,521 $253,953 $253,953 ($3,635)$254,521 $253,253 $253,253 1 Total Revenue Other Financing Uses Total Expenditures/Appropriations Net Cost State Controller Schedules FLOOD CNTRL DRAINAGE AREA 47 (259700) Detail by Revenue Category and Expenditure Object Contra Costa County Schedule 15 County Budget Act Special Districts and Other Agencies - Non Enterprise January 2010 Edition, revision #1 Financing Sources and Uses by Budget Unit by Object Fiscal Year 2021-2022 2019-2020 Actuals 2020-2021 Estimated 2021-2022 Requested 2021-2022 Recommended 2 3 4 5 License/Permit/Franchises $11,219 $2,000 $0 $0 Use Of Money & Property 5,199 13,000 1,225 1,225 $16,419 $15,000 $1,225 $1,225 Services And Supplies $0 $412,886 $405,220 $405,220 Other Charges 67 100 100 100 Expenditure Transfers $1,407 $1,400 $1,400 $1,400 Total Other Financing Uses $1,407 $1,400 $1,400 $1,400 $1,474 $414,386 $406,720 $406,720 ($14,945)$399,386 $405,495 $405,495Net Cost SERVICE AREA D-2 W C (260200) Detail by Revenue Category and Expenditure Object 1 Total Revenue Other Financing Uses Total Expenditures/Appropriations State Controller Schedules Contra Costa County Schedule 15 County Budget Act Special Districts and Other Agencies - Non Enterprise January 2010 Edition, revision #1 Financing Sources and Uses by Budget Unit by Object Fiscal Year 2021-2022 2019-2020 Actuals 2020-2021 Estimated 2021-2022 Requested 2021-2022 Recommended 2 3 4 5 Taxes Other Than Cur Prop $142,480 $141,235 $146,754 $146,754 $142,480 $141,235 $146,754 $146,754 Other Charges $640 $8,150 $750 $750 Expenditure Transfers $142,861 $140,235 $146,004 $146,004 Total Other Financing Uses $142,861 $140,235 $146,004 $146,004 $143,501 $148,385 $146,754 $146,754 $1,021 $7,150 $0 $0 Other Financing Uses Total Expenditures/Appropriations Net Cost State Controller Schedules SVC AREA P6 ZONE 0502 (260300) Detail by Revenue Category and Expenditure Object 1 Total Revenue Contra Costa County Schedule 15 County Budget Act Special Districts and Other Agencies - Non Enterprise January 2010 Edition, revision #1 Financing Sources and Uses by Budget Unit by Object Fiscal Year 2021-2022 2019-2020 Actuals 2020-2021 Estimated 2021-2022 Requested 2021-2022 Recommended 2 3 4 5 Taxes Other Than Cur Prop $0 $0 $0 $0 $0 $0 $0 $0 Other Charges $0 $700 $0 $0 Expenditure Transfers $3,697 $0 $0 $0 Total Other Financing Uses $3,697 $0 $0 $0 $3,697 $700 $0 $0 $3,697 $700 $0 $0 1 Total Revenue Other Financing Uses Total Expenditures/Appropriations Net Cost State Controller Schedules SVC AREA P6 ZONE 1508 (260500) Detail by Revenue Category and Expenditure Object Contra Costa County Schedule 15 County Budget Act Special Districts and Other Agencies - Non Enterprise January 2010 Edition, revision #1 Financing Sources and Uses by Budget Unit by Object Fiscal Year 2021-2022 2019-2020 Actuals 2020-2021 Estimated 2021-2022 Requested 2021-2022 Recommended 2 3 4 5 Taxes Other Than Cur Prop $2,152 $2,131 $2,216 $2,216 $2,152 $2,131 $2,216 $2,216 Other Charges $256 $3,082 $571 $571 Expenditure Transfers $0 $1,645 $1,645 $1,645 Total Other Financing Uses $0 $1,645 $1,645 $1,645 $256 $4,727 $2,216 $2,216 ($1,896)$2,596 $0 $0Net Cost SVC AREA P6 ZONE 1614 (260600) Detail by Revenue Category and Expenditure Object 1 Total Revenue Other Financing Uses Total Expenditures/Appropriations State Controller Schedules Contra Costa County Schedule 15 County Budget Act Special Districts and Other Agencies - Non Enterprise January 2010 Edition, revision #1 Financing Sources and Uses by Budget Unit by Object Fiscal Year 2021-2022 2019-2020 Actuals 2020-2021 Estimated 2021-2022 Requested 2021-2022 Recommended 2 3 4 5 Taxes Other Than Cur Prop $1,537 $1,522 $1,583 $1,583 $1,537 $1,522 $1,583 $1,583 Other Charges $254 $2,222 $522 $522 Expenditure Transfers $2,506 $0 $1,061 $1,061 Total Other Financing Uses $2,506 $0 $1,061 $1,061 $2,760 $2,222 $1,583 $1,583 $1,223 $700 $0 $0 Other Financing Uses Total Expenditures/Appropriations Net Cost State Controller Schedules SVC AREA P6 ZONE 1804 (260700) Detail by Revenue Category and Expenditure Object 1 Total Revenue Contra Costa County Schedule 15 County Budget Act Special Districts and Other Agencies - Non Enterprise January 2010 Edition, revision #1 Financing Sources and Uses by Budget Unit by Object Fiscal Year 2021-2022 2019-2020 Actuals 2020-2021 Estimated 2021-2022 Requested 2021-2022 Recommended 2 3 4 5 Taxes Other Than Cur Prop $38,975 $38,592 $40,144 $40,144 $38,975 $38,592 $40,144 $40,144 Other Charges $356 $3,258 $458 $458 Expenditure Transfers $37,659 $37,893 $39,686 $39,686 Total Other Financing Uses $37,659 $37,893 $39,686 $39,686 $38,015 $41,151 $40,144 $40,144 ($960)$2,559 $0 $0 1 Total Revenue Other Financing Uses Total Expenditures/Appropriations Net Cost State Controller Schedules SVC AREA P6 ZONE 2201 (260800) Detail by Revenue Category and Expenditure Object Contra Costa County Schedule 15 County Budget Act Special Districts and Other Agencies - Non Enterprise January 2010 Edition, revision #1 Financing Sources and Uses by Budget Unit by Object Fiscal Year 2021-2022 2019-2020 Actuals 2020-2021 Estimated 2021-2022 Requested 2021-2022 Recommended 2 3 4 5 Taxes Other Than Cur Prop $87,599 $86,737 $90,227 $90,227 $87,599 $86,737 $90,227 $90,227 Other Charges $475 $5,144 $644 $644 Expenditure Transfers $86,803 $85,737 $89,583 $89,583 Total Other Financing Uses $86,803 $85,737 $89,583 $89,583 $87,278 $90,881 $90,227 $90,227 ($321)$4,144 $0 $0Net Cost SVC AREA P6 ZONE 0501 (260900) Detail by Revenue Category and Expenditure Object 1 Total Revenue Other Financing Uses Total Expenditures/Appropriations State Controller Schedules Contra Costa County Schedule 15 County Budget Act Special Districts and Other Agencies - Non Enterprise January 2010 Edition, revision #1 Financing Sources and Uses by Budget Unit by Object Fiscal Year 2021-2022 2019-2020 Actuals 2020-2021 Estimated 2021-2022 Requested 2021-2022 Recommended 2 3 4 5 Taxes Other Than Cur Prop $1,559 $1,544 $1,606 $1,606 $1,559 $1,544 $1,606 $1,606 Other Charges $254 $3,159 $359 $359 Expenditure Transfers $0 $989 $1,247 $1,247 Total Other Financing Uses $0 $989 $1,247 $1,247 $254 $4,148 $1,606 $1,606 ($1,305)$2,604 $0 $0 Other Financing Uses Total Expenditures/Appropriations Net Cost State Controller Schedules SVC AREA P6 ZONE 1613 (261000) Detail by Revenue Category and Expenditure Object 1 Total Revenue Contra Costa County Schedule 15 County Budget Act Special Districts and Other Agencies - Non Enterprise January 2010 Edition, revision #1 Financing Sources and Uses by Budget Unit by Object Fiscal Year 2021-2022 2019-2020 Actuals 2020-2021 Estimated 2021-2022 Requested 2021-2022 Recommended 2 3 4 5 Taxes Other Than Cur Prop $4,053 $4,014 $4,175 $4,175 $4,053 $4,014 $4,175 $4,175 Other Charges $261 $1,204 $404 $404 Expenditure Transfers $3,792 $3,510 $3,771 $3,771 Total Other Financing Uses $3,792 $3,510 $3,771 $3,771 $4,053 $4,714 $4,175 $4,175 ($0)$700 $0 $0 1 Total Revenue Other Financing Uses Total Expenditures/Appropriations Net Cost State Controller Schedules SVC AREA P6 ZONE 2200 (261100) Detail by Revenue Category and Expenditure Object Contra Costa County Schedule 15 County Budget Act Special Districts and Other Agencies - Non Enterprise January 2010 Edition, revision #1 Financing Sources and Uses by Budget Unit by Object Fiscal Year 2021-2022 2019-2020 Actuals 2020-2021 Estimated 2021-2022 Requested 2021-2022 Recommended 2 3 4 5 Taxes Other Than Cur Prop $2,459 $2,435 $2,533 $2,533 $2,459 $2,435 $2,533 $2,533 Other Charges $256 $1,340 $738 $738 Expenditure Transfers $3,089 $1,795 $1,795 $1,795 Total Other Financing Uses $3,089 $1,795 $1,795 $1,795 $3,345 $3,135 $2,533 $2,533 $886 $700 $0 $0Net Cost SVC AREA P6 ZONE 2502 (261200) Detail by Revenue Category and Expenditure Object 1 Total Revenue Other Financing Uses Total Expenditures/Appropriations State Controller Schedules Contra Costa County Schedule 15 County Budget Act Special Districts and Other Agencies - Non Enterprise January 2010 Edition, revision #1 Financing Sources and Uses by Budget Unit by Object Fiscal Year 2021-2022 2019-2020 Actuals 2020-2021 Estimated 2021-2022 Requested 2021-2022 Recommended 2 3 4 5 Taxes Other Than Cur Prop $18,708 $18,524 $19,269 $19,269 $18,708 $18,524 $19,269 $19,269 Other Charges $298 $2,158 $658 $658 Expenditure Transfers $18,686 $17,690 $18,611 $18,611 Total Other Financing Uses $18,686 $17,690 $18,611 $18,611 $18,984 $19,848 $19,269 $19,269 $276 $1,324 $0 $0 Other Financing Uses Total Expenditures/Appropriations Net Cost State Controller Schedules SVC AREA P6 ZONE 2801 (261300) Detail by Revenue Category and Expenditure Object 1 Total Revenue Contra Costa County Schedule 15 County Budget Act Special Districts and Other Agencies - Non Enterprise January 2010 Edition, revision #1 Financing Sources and Uses by Budget Unit by Object Fiscal Year 2021-2022 2019-2020 Actuals 2020-2021 Estimated 2021-2022 Requested 2021-2022 Recommended 2 3 4 5 Taxes Other Than Cur Prop $4,124 $4,084 $4,248 $4,248 $4,124 $4,084 $4,248 $4,248 Other Charges $261 $1,738 $624 $624 Expenditure Transfers $3,761 $3,624 $3,624 $3,624 Total Other Financing Uses $3,761 $3,624 $3,624 $3,624 $4,022 $5,362 $4,248 $4,248 ($102)$1,278 $0 $0 1 Total Revenue Other Financing Uses Total Expenditures/Appropriations Net Cost State Controller Schedules SVC AREA P6 ZONE 1609 (261400) Detail by Revenue Category and Expenditure Object Contra Costa County Schedule 15 County Budget Act Special Districts and Other Agencies - Non Enterprise January 2010 Edition, revision #1 Financing Sources and Uses by Budget Unit by Object Fiscal Year 2021-2022 2019-2020 Actuals 2020-2021 Estimated 2021-2022 Requested 2021-2022 Recommended 2 3 4 5 Taxes Other Than Cur Prop $4,124 $3,595 $4,248 $4,248 $4,124 $3,595 $4,248 $4,248 Other Charges $262 $1,348 $348 $348 Expenditure Transfers $3,863 $2,947 $3,900 $3,900 Total Other Financing Uses $3,863 $2,947 $3,900 $3,900 $4,125 $4,295 $4,248 $4,248 $1 $700 $0 $0Net Cost SVC AREA P6 ZONE 1610 (261500) Detail by Revenue Category and Expenditure Object 1 Total Revenue Other Financing Uses Total Expenditures/Appropriations State Controller Schedules Contra Costa County Schedule 15 County Budget Act Special Districts and Other Agencies - Non Enterprise January 2010 Edition, revision #1 Financing Sources and Uses by Budget Unit by Object Fiscal Year 2021-2022 2019-2020 Actuals 2020-2021 Estimated 2021-2022 Requested 2021-2022 Recommended 2 3 4 5 Taxes Other Than Cur Prop $18,147 $17,968 $18,691 $18,691 $18,147 $17,968 $18,691 $18,691 Other Charges $293 $2,696 $1,399 $1,399 Expenditure Transfers $16,851 $17,292 $17,292 $17,292 Total Other Financing Uses $16,851 $17,292 $17,292 $17,292 $17,144 $19,988 $18,691 $18,691 ($1,002)$2,020 $0 $0 Other Financing Uses Total Expenditures/Appropriations Net Cost State Controller Schedules SVC AREA P6 ZONE 1611 (261600) Detail by Revenue Category and Expenditure Object 1 Total Revenue Contra Costa County Schedule 15 County Budget Act Special Districts and Other Agencies - Non Enterprise January 2010 Edition, revision #1 Financing Sources and Uses by Budget Unit by Object Fiscal Year 2021-2022 2019-2020 Actuals 2020-2021 Estimated 2021-2022 Requested 2021-2022 Recommended 2 3 4 5 Taxes Other Than Cur Prop $4,292 $1,634 $4,420 $4,420 $4,292 $1,634 $4,420 $4,420 Other Charges $254 $497 $497 $497 Expenditure Transfers $0 $1,137 $3,923 $3,923 Total Other Financing Uses $0 $1,137 $3,923 $3,923 $254 $1,634 $4,420 $4,420 ($4,037)$0 $0 $0 1 Total Revenue Other Financing Uses Total Expenditures/Appropriations Net Cost State Controller Schedules SVC AREA P6 ZONE 1612 (261700) Detail by Revenue Category and Expenditure Object Contra Costa County Schedule 15 County Budget Act Special Districts and Other Agencies - Non Enterprise January 2010 Edition, revision #1 Financing Sources and Uses by Budget Unit by Object Fiscal Year 2021-2022 2019-2020 Actuals 2020-2021 Estimated 2021-2022 Requested 2021-2022 Recommended 2 3 4 5 Taxes Other Than Cur Prop $20,456 $20,255 $21,070 $21,070 $20,456 $20,255 $21,070 $21,070 Other Charges $380 $4,871 $871 $871 Expenditure Transfers $20,306 $17,898 $20,199 $20,199 Total Other Financing Uses $20,306 $17,898 $20,199 $20,199 $20,686 $22,769 $21,070 $21,070 $230 $2,514 $0 $0Net Cost SVC AREA P6 ZONE 2501 (261800) Detail by Revenue Category and Expenditure Object 1 Total Revenue Other Financing Uses Total Expenditures/Appropriations State Controller Schedules Contra Costa County Schedule 15 County Budget Act Special Districts and Other Agencies - Non Enterprise January 2010 Edition, revision #1 Financing Sources and Uses by Budget Unit by Object Fiscal Year 2021-2022 2019-2020 Actuals 2020-2021 Estimated 2021-2022 Requested 2021-2022 Recommended 2 3 4 5 Taxes Other Than Cur Prop $1,650 $1,634 $1,699 $1,699 $1,650 $1,634 $1,699 $1,699 Services And Supplies $38,152 $0 $0 $0 Other Charges 254 (35,688)433 433 Expenditure Transfers $0 $1,266 $1,266 $1,266 Total Other Financing Uses $0 $1,266 $1,266 $1,266 $38,406 ($34,422)$1,699 $1,699 $36,757 ($36,056)$0 $0 Other Financing Uses Total Expenditures/Appropriations Net Cost State Controller Schedules SVC AREA P6 ZONE 2800 (261900) Detail by Revenue Category and Expenditure Object 1 Total Revenue Contra Costa County Schedule 15 County Budget Act Special Districts and Other Agencies - Non Enterprise January 2010 Edition, revision #1 Financing Sources and Uses by Budget Unit by Object Fiscal Year 2021-2022 2019-2020 Actuals 2020-2021 Estimated 2021-2022 Requested 2021-2022 Recommended 2 3 4 5 Taxes Other Than Cur Prop $4,689 $4,642 $4,829 $4,829 $4,689 $4,642 $4,829 $4,829 Other Charges $264 $1,511 $511 $511 Expenditure Transfers $5,321 $3,949 $4,318 $4,318 Total Other Financing Uses $5,321 $3,949 $4,318 $4,318 $5,585 $5,460 $4,829 $4,829 $897 $818 $0 $0 1 Total Revenue Other Financing Uses Total Expenditures/Appropriations Net Cost State Controller Schedules SVC AREA P6 ZONE 1514 (262000) Detail by Revenue Category and Expenditure Object Contra Costa County Schedule 15 County Budget Act Special Districts and Other Agencies - Non Enterprise January 2010 Edition, revision #1 Financing Sources and Uses by Budget Unit by Object Fiscal Year 2021-2022 2019-2020 Actuals 2020-2021 Estimated 2021-2022 Requested 2021-2022 Recommended 2 3 4 5 Taxes Other Than Cur Prop $1,980 $1,960 $2,039 $2,039 $1,980 $1,960 $2,039 $2,039 Other Charges $255 $2,979 $634 $634 Expenditure Transfers $0 $1,405 $1,405 $1,405 Total Other Financing Uses $0 $1,405 $1,405 $1,405 $255 $4,384 $2,039 $2,039 ($1,725)$2,424 $0 $0Net Cost SVC AREA P6 ZONE 1101 (262100) Detail by Revenue Category and Expenditure Object 1 Total Revenue Other Financing Uses Total Expenditures/Appropriations State Controller Schedules Contra Costa County Schedule 15 County Budget Act Special Districts and Other Agencies - Non Enterprise January 2010 Edition, revision #1 Financing Sources and Uses by Budget Unit by Object Fiscal Year 2021-2022 2019-2020 Actuals 2020-2021 Estimated 2021-2022 Requested 2021-2022 Recommended 2 3 4 5 Taxes Other Than Cur Prop $5,136 $5,085 $5,290 $5,290 $5,136 $5,085 $5,290 $5,290 Other Charges $263 $1,809 $609 $609 Expenditure Transfers $4,696 $4,318 $4,681 $4,681 Total Other Financing Uses $4,696 $4,318 $4,681 $4,681 $4,959 $6,127 $5,290 $5,290 ($177)$1,042 $0 $0 Other Financing Uses Total Expenditures/Appropriations Net Cost State Controller Schedules SVC AREA P-6 ZONE 1803 (262200) Detail by Revenue Category and Expenditure Object 1 Total Revenue Contra Costa County Schedule 15 County Budget Act Special Districts and Other Agencies - Non Enterprise January 2010 Edition, revision #1 Financing Sources and Uses by Budget Unit by Object Fiscal Year 2021-2022 2019-2020 Actuals 2020-2021 Estimated 2021-2022 Requested 2021-2022 Recommended 2 3 4 5 Taxes Other Than Cur Prop $146,547 $145,784 $150,943 $150,943 $146,547 $145,784 $150,943 $150,943 Other Charges $588 $12,772 $1,272 $1,272 Expenditure Transfers $146,753 $140,977 $149,671 $149,671 Total Other Financing Uses $146,753 $140,977 $149,671 $149,671 $147,341 $153,749 $150,943 $150,943 $795 $7,965 $0 $0 1 Total Revenue Other Financing Uses Total Expenditures/Appropriations Net Cost State Controller Schedules SVC AREA P6 ZONE 1700 (262300) Detail by Revenue Category and Expenditure Object Contra Costa County Schedule 15 County Budget Act Special Districts and Other Agencies - Non Enterprise January 2010 Edition, revision #1 Financing Sources and Uses by Budget Unit by Object Fiscal Year 2021-2022 2019-2020 Actuals 2020-2021 Estimated 2021-2022 Requested 2021-2022 Recommended 2 3 4 5 Taxes Other Than Cur Prop $685 $678 $705 $705 $685 $678 $705 $705 Other Charges $252 $1,378 $300 $300 Expenditure Transfers $1,686 $0 $405 $405 Total Other Financing Uses $1,686 $0 $405 $405 $1,938 $1,378 $705 $705 $1,253 $700 $0 $0Net Cost SVC AREA P6 ZONE 2000 (262400) Detail by Revenue Category and Expenditure Object 1 Total Revenue Other Financing Uses Total Expenditures/Appropriations State Controller Schedules Contra Costa County Schedule 15 County Budget Act Special Districts and Other Agencies - Non Enterprise January 2010 Edition, revision #1 Financing Sources and Uses by Budget Unit by Object Fiscal Year 2021-2022 2019-2020 Actuals 2020-2021 Estimated 2021-2022 Requested 2021-2022 Recommended 2 3 4 5 Taxes Other Than Cur Prop $1,850 $1,832 $1,906 $1,906 $1,850 $1,832 $1,906 $1,906 Other Charges $258 $2,655 $355 $355 Expenditure Transfers $2,990 $0 $1,551 $1,551 Total Other Financing Uses $2,990 $0 $1,551 $1,551 $3,248 $2,655 $1,906 $1,906 $1,397 $823 $0 $0 Other Financing Uses Total Expenditures/Appropriations Net Cost State Controller Schedules SVC AREA P6 ZONE 2903 (262500) Detail by Revenue Category and Expenditure Object 1 Total Revenue Contra Costa County Schedule 15 County Budget Act Special Districts and Other Agencies - Non Enterprise January 2010 Edition, revision #1 Financing Sources and Uses by Budget Unit by Object Fiscal Year 2021-2022 2019-2020 Actuals 2020-2021 Estimated 2021-2022 Requested 2021-2022 Recommended 2 3 4 5 Taxes Other Than Cur Prop $1,712 $1,695 $1,763 $1,763 $1,712 $1,695 $1,763 $1,763 Other Charges $254 $1,154 $254 $254 Expenditure Transfers $2,281 $1,241 $1,509 $1,509 Total Other Financing Uses $2,281 $1,241 $1,509 $1,509 $2,535 $2,395 $1,763 $1,763 $823 $700 $0 $0 1 Total Revenue Other Financing Uses Total Expenditures/Appropriations Net Cost State Controller Schedules SVC AREA P6 ZONE 1505 (262600) Detail by Revenue Category and Expenditure Object Contra Costa County Schedule 15 County Budget Act Special Districts and Other Agencies - Non Enterprise January 2010 Edition, revision #1 Financing Sources and Uses by Budget Unit by Object Fiscal Year 2021-2022 2019-2020 Actuals 2020-2021 Estimated 2021-2022 Requested 2021-2022 Recommended 2 3 4 5 Taxes Other Than Cur Prop $3,424 $3,391 $3,527 $3,527 $3,424 $3,391 $3,527 $3,527 Other Charges $259 $1,617 $400 $400 Expenditure Transfers $2,988 $2,816 $3,127 $3,127 Total Other Financing Uses $2,988 $2,816 $3,127 $3,127 $3,247 $4,433 $3,527 $3,527 ($178)$1,042 $0 $0Net Cost SVC AREA P6 ZONE 1506 (262700) Detail by Revenue Category and Expenditure Object 1 Total Revenue Other Financing Uses Total Expenditures/Appropriations State Controller Schedules Contra Costa County Schedule 15 County Budget Act Special Districts and Other Agencies - Non Enterprise January 2010 Edition, revision #1 Financing Sources and Uses by Budget Unit by Object Fiscal Year 2021-2022 2019-2020 Actuals 2020-2021 Estimated 2021-2022 Requested 2021-2022 Recommended 2 3 4 5 Taxes Other Than Cur Prop $9,313 $9,222 $9,593 $9,593 $9,313 $9,222 $9,593 $9,593 Other Charges $272 $1,739 $439 $439 Expenditure Transfers $8,855 $8,541 $9,154 $9,154 Total Other Financing Uses $8,855 $8,541 $9,154 $9,154 $9,127 $10,280 $9,593 $9,593 ($186)$1,058 $0 $0 Other Financing Uses Total Expenditures/Appropriations Net Cost State Controller Schedules SVC AREA P6 ZONE 1001 (262800) Detail by Revenue Category and Expenditure Object 1 Total Revenue Contra Costa County Schedule 15 County Budget Act Special Districts and Other Agencies - Non Enterprise January 2010 Edition, revision #1 Financing Sources and Uses by Budget Unit by Object Fiscal Year 2021-2022 2019-2020 Actuals 2020-2021 Estimated 2021-2022 Requested 2021-2022 Recommended 2 3 4 5 Use Of Money & Property $67,769 $50,000 $50,000 $50,000 Miscellaneous Revenue 2,226,368 2,100,000 2,630,763 2,630,763 $2,294,137 $2,150,000 $2,680,763 $2,680,763 Services And Supplies $0 $12,026,318 $12,026,318 $12,026,318 Other Charges 427 12,982 12,982 12,982 Expenditure Transfers $1,239,428 $2,131,018 $2,131,018 $2,131,018 Total Other Financing Uses $1,239,428 $2,131,018 $2,131,018 $2,131,018 $1,239,855 $14,170,318 $14,170,318 $14,170,318 ($1,054,282)$12,020,318 $11,489,555 $11,489,555 1 Total Revenue Other Financing Uses Total Expenditures/Appropriations Net Cost State Controller Schedules SVC AREA P6 CNTRL ADMIN BASE (262900) Detail by Revenue Category and Expenditure Object Contra Costa County Schedule 15 County Budget Act Special Districts and Other Agencies - Non Enterprise January 2010 Edition, revision #1 Financing Sources and Uses by Budget Unit by Object Fiscal Year 2021-2022 2019-2020 Actuals 2020-2021 Estimated 2021-2022 Requested 2021-2022 Recommended 2 3 4 5 Taxes Other Than Cur Prop $1,712 $1,695 $1,763 $1,763 $1,712 $1,695 $1,763 $1,763 Other Charges $254 $1,371 $371 $371 Expenditure Transfers $1,787 $1,024 $1,392 $1,392 Total Other Financing Uses $1,787 $1,024 $1,392 $1,392 $2,041 $2,395 $1,763 $1,763 $329 $700 $0 $0Net Cost SVC AREA P6 ZONE 1607 (263000) Detail by Revenue Category and Expenditure Object 1 Total Revenue Other Financing Uses Total Expenditures/Appropriations State Controller Schedules Contra Costa County Schedule 15 County Budget Act Special Districts and Other Agencies - Non Enterprise January 2010 Edition, revision #1 Financing Sources and Uses by Budget Unit by Object Fiscal Year 2021-2022 2019-2020 Actuals 2020-2021 Estimated 2021-2022 Requested 2021-2022 Recommended 2 3 4 5 Taxes Other Than Cur Prop $3,082 $3,051 $3,174 $3,174 $3,082 $3,051 $3,174 $3,174 Other Charges $258 $1,643 $443 $443 Expenditure Transfers $2,810 $2,451 $2,731 $2,731 Total Other Financing Uses $2,810 $2,451 $2,731 $2,731 $3,068 $4,094 $3,174 $3,174 ($14)$1,043 $0 $0 Other Financing Uses Total Expenditures/Appropriations Net Cost State Controller Schedules SVC AREA P6 ZONE 1504 (263100) Detail by Revenue Category and Expenditure Object 1 Total Revenue Contra Costa County Schedule 15 County Budget Act Special Districts and Other Agencies - Non Enterprise January 2010 Edition, revision #1 Financing Sources and Uses by Budget Unit by Object Fiscal Year 2021-2022 2019-2020 Actuals 2020-2021 Estimated 2021-2022 Requested 2021-2022 Recommended 2 3 4 5 Taxes Other Than Cur Prop $685 $678 $705 $705 $685 $678 $705 $705 Other Charges $252 $1,891 $291 $291 Expenditure Transfers $1,327 $0 $414 $414 Total Other Financing Uses $1,327 $0 $414 $414 $1,579 $1,891 $705 $705 $894 $1,213 $0 $0 1 Total Revenue Other Financing Uses Total Expenditures/Appropriations Net Cost State Controller Schedules SVC AREA P6 ZONE 2702 (263200) Detail by Revenue Category and Expenditure Object Contra Costa County Schedule 15 County Budget Act Special Districts and Other Agencies - Non Enterprise January 2010 Edition, revision #1 Financing Sources and Uses by Budget Unit by Object Fiscal Year 2021-2022 2019-2020 Actuals 2020-2021 Estimated 2021-2022 Requested 2021-2022 Recommended 2 3 4 5 Taxes Other Than Cur Prop $716 $709 $738 $738 $716 $709 $738 $738 Other Charges $252 $2,726 $738 $738 Expenditure Transfers $0 $0 $0 $0 Total Other Financing Uses $0 $0 $0 $0 $252 $2,726 $738 $738 ($465)$2,017 $0 $0Net Cost SVC AREA P6 ZONE 1606 (263300) Detail by Revenue Category and Expenditure Object 1 Total Revenue Other Financing Uses Total Expenditures/Appropriations State Controller Schedules Contra Costa County Schedule 15 County Budget Act Special Districts and Other Agencies - Non Enterprise January 2010 Edition, revision #1 Financing Sources and Uses by Budget Unit by Object Fiscal Year 2021-2022 2019-2020 Actuals 2020-2021 Estimated 2021-2022 Requested 2021-2022 Recommended 2 3 4 5 Taxes Other Than Cur Prop $6,806 $6,738 $7,010 $7,010 $6,806 $6,738 $7,010 $7,010 Other Charges $264 $1,872 $372 $372 Expenditure Transfers $6,699 $5,924 $6,638 $6,638 Total Other Financing Uses $6,699 $5,924 $6,638 $6,638 $6,963 $7,796 $7,010 $7,010 $158 $1,058 $0 $0 Other Financing Uses Total Expenditures/Appropriations Net Cost State Controller Schedules SVC AREA P6 ZONE 1605 (263400) Detail by Revenue Category and Expenditure Object 1 Total Revenue Contra Costa County Schedule 15 County Budget Act Special Districts and Other Agencies - Non Enterprise January 2010 Edition, revision #1 Financing Sources and Uses by Budget Unit by Object Fiscal Year 2021-2022 2019-2020 Actuals 2020-2021 Estimated 2021-2022 Requested 2021-2022 Recommended 2 3 4 5 Taxes Other Than Cur Prop $716 $709 $738 $738 $716 $709 $738 $738 Other Charges $252 $2,218 $738 $738 Expenditure Transfers $0 $0 $0 $0 Total Other Financing Uses $0 $0 $0 $0 $252 $2,218 $738 $738 ($465)$1,509 $0 $0 1 Total Revenue Other Financing Uses Total Expenditures/Appropriations Net Cost State Controller Schedules SVC AREA P6 ZONE 1503 (263600) Detail by Revenue Category and Expenditure Object Contra Costa County Schedule 15 County Budget Act Special Districts and Other Agencies - Non Enterprise January 2010 Edition, revision #1 Financing Sources and Uses by Budget Unit by Object Fiscal Year 2021-2022 2019-2020 Actuals 2020-2021 Estimated 2021-2022 Requested 2021-2022 Recommended 2 3 4 5 Taxes Other Than Cur Prop $739 $731 $761 $761 $739 $731 $761 $761 Other Charges $252 $2,377 $761 $761 Expenditure Transfers $0 $0 $0 $0 Total Other Financing Uses $0 $0 $0 $0 $252 $2,377 $761 $761 ($487)$1,646 $0 $0Net Cost SVC AREA P6 ZONE 0400 (263700) Detail by Revenue Category and Expenditure Object 1 Total Revenue Other Financing Uses Total Expenditures/Appropriations State Controller Schedules Contra Costa County Schedule 15 County Budget Act Special Districts and Other Agencies - Non Enterprise January 2010 Edition, revision #1 Financing Sources and Uses by Budget Unit by Object Fiscal Year 2021-2022 2019-2020 Actuals 2020-2021 Estimated 2021-2022 Requested 2021-2022 Recommended 2 3 4 5 Taxes Other Than Cur Prop $3,510 $3,475 $3,615 $3,615 $3,510 $3,475 $3,615 $3,615 Other Charges $259 $1,149 $300 $300 Expenditure Transfers $3,251 $3,026 $3,315 $3,315 Total Other Financing Uses $3,251 $3,026 $3,315 $3,315 $3,510 $4,175 $3,615 $3,615 $0 $700 $0 $0 Other Financing Uses Total Expenditures/Appropriations Net Cost State Controller Schedules SVC AREA P6 ZONE 0702 (263800) Detail by Revenue Category and Expenditure Object 1 Total Revenue Contra Costa County Schedule 15 County Budget Act Special Districts and Other Agencies - Non Enterprise January 2010 Edition, revision #1 Financing Sources and Uses by Budget Unit by Object Fiscal Year 2021-2022 2019-2020 Actuals 2020-2021 Estimated 2021-2022 Requested 2021-2022 Recommended 2 3 4 5 Taxes Other Than Cur Prop $739 $732 $761 $761 $739 $732 $761 $761 Other Charges $252 $2,378 $761 $761 Expenditure Transfers $0 $0 $0 $0 Total Other Financing Uses $0 $0 $0 $0 $252 $2,378 $761 $761 ($487)$1,646 $0 $0 1 Total Revenue Other Financing Uses Total Expenditures/Appropriations Net Cost State Controller Schedules SVC AREA P6 ZONE 1502 (263900) Detail by Revenue Category and Expenditure Object Contra Costa County Schedule 15 County Budget Act Special Districts and Other Agencies - Non Enterprise January 2010 Edition, revision #1 Financing Sources and Uses by Budget Unit by Object Fiscal Year 2021-2022 2019-2020 Actuals 2020-2021 Estimated 2021-2022 Requested 2021-2022 Recommended 2 3 4 5 Taxes Other Than Cur Prop $31,031 $30,727 $31,962 $31,962 $31,031 $30,727 $31,962 $31,962 Other Charges $313 $2,416 $516 $516 Expenditure Transfers $30,512 $29,886 $31,446 $31,446 Total Other Financing Uses $30,512 $29,886 $31,446 $31,446 $30,825 $32,302 $31,962 $31,962 ($206)$1,575 $0 $0Net Cost SVC AREA P6 ZONE 3100 (264000) Detail by Revenue Category and Expenditure Object 1 Total Revenue Other Financing Uses Total Expenditures/Appropriations State Controller Schedules Contra Costa County Schedule 15 County Budget Act Special Districts and Other Agencies - Non Enterprise January 2010 Edition, revision #1 Financing Sources and Uses by Budget Unit by Object Fiscal Year 2021-2022 2019-2020 Actuals 2020-2021 Estimated 2021-2022 Requested 2021-2022 Recommended 2 3 4 5 Taxes Other Than Cur Prop $739 $731 $761 $761 $739 $731 $761 $761 Other Charges $252 $1,616 $416 $416 Expenditure Transfers $1,529 $0 $345 $345 Total Other Financing Uses $1,529 $0 $345 $345 $1,781 $1,616 $761 $761 $1,042 $885 $0 $0 Other Financing Uses Total Expenditures/Appropriations Net Cost State Controller Schedules SVC AREA P6 ZONE 2500 (264100) Detail by Revenue Category and Expenditure Object 1 Total Revenue Contra Costa County Schedule 15 County Budget Act Special Districts and Other Agencies - Non Enterprise January 2010 Edition, revision #1 Financing Sources and Uses by Budget Unit by Object Fiscal Year 2021-2022 2019-2020 Actuals 2020-2021 Estimated 2021-2022 Requested 2021-2022 Recommended 2 3 4 5 Taxes Other Than Cur Prop $739 $732 $761 $761 $739 $732 $761 $761 Other Charges $252 $1,852 $352 $352 Expenditure Transfers $0 $245 $409 $409 Total Other Financing Uses $0 $245 $409 $409 $252 $2,097 $761 $761 ($487)$1,365 $0 $0 1 Total Revenue Other Financing Uses Total Expenditures/Appropriations Net Cost State Controller Schedules SVC AREA P6 ZONE 0701 (264200) Detail by Revenue Category and Expenditure Object Contra Costa County Schedule 15 County Budget Act Special Districts and Other Agencies - Non Enterprise January 2010 Edition, revision #1 Financing Sources and Uses by Budget Unit by Object Fiscal Year 2021-2022 2019-2020 Actuals 2020-2021 Estimated 2021-2022 Requested 2021-2022 Recommended 2 3 4 5 Taxes Other Than Cur Prop $18,389 $18,208 $18,940 $18,940 $18,389 $18,208 $18,940 $18,940 Other Charges $291 $2,673 $673 $673 Expenditure Transfers $17,425 $17,576 $18,267 $18,267 Total Other Financing Uses $17,425 $17,576 $18,267 $18,267 $17,716 $20,249 $18,940 $18,940 ($673)$2,041 $0 $0Net Cost SVC AREA P6 ZONE 0202 (264300) Detail by Revenue Category and Expenditure Object 1 Total Revenue Other Financing Uses Total Expenditures/Appropriations State Controller Schedules Contra Costa County Schedule 15 County Budget Act Special Districts and Other Agencies - Non Enterprise January 2010 Edition, revision #1 Financing Sources and Uses by Budget Unit by Object Fiscal Year 2021-2022 2019-2020 Actuals 2020-2021 Estimated 2021-2022 Requested 2021-2022 Recommended 2 3 4 5 Taxes Other Than Cur Prop $3,065 $3,034 $3,157 $3,157 $3,065 $3,034 $3,157 $3,157 Other Charges $257 $2,120 $420 $420 Expenditure Transfers $3,523 $2,188 $2,737 $2,737 Total Other Financing Uses $3,523 $2,188 $2,737 $2,737 $3,780 $4,308 $3,157 $3,157 $715 $1,274 $0 $0 Other Financing Uses Total Expenditures/Appropriations Net Cost State Controller Schedules SVC AREA P6 ZONE 1501 (264400) Detail by Revenue Category and Expenditure Object 1 Total Revenue Contra Costa County Schedule 15 County Budget Act Special Districts and Other Agencies - Non Enterprise January 2010 Edition, revision #1 Financing Sources and Uses by Budget Unit by Object Fiscal Year 2021-2022 2019-2020 Actuals 2020-2021 Estimated 2021-2022 Requested 2021-2022 Recommended 2 3 4 5 Taxes Other Than Cur Prop $731 $758 $753 $753 $731 $758 $753 $753 Other Charges $252 $1,458 $358 $358 Expenditure Transfers $1,598 $0 $395 $395 Total Other Financing Uses $1,598 $0 $395 $395 $1,850 $1,458 $753 $753 $1,119 $700 $0 $0 1 Total Revenue Other Financing Uses Total Expenditures/Appropriations Net Cost State Controller Schedules SVC AREA P6 ZONE 1604 (264500) Detail by Revenue Category and Expenditure Object Contra Costa County Schedule 15 County Budget Act Special Districts and Other Agencies - Non Enterprise January 2010 Edition, revision #1 Financing Sources and Uses by Budget Unit by Object Fiscal Year 2021-2022 2019-2020 Actuals 2020-2021 Estimated 2021-2022 Requested 2021-2022 Recommended 2 3 4 5 Taxes Other Than Cur Prop $766 $758 $789 $789 $766 $758 $789 $789 Other Charges $252 $2,919 $789 $789 Expenditure Transfers $0 $0 $0 $0 Total Other Financing Uses $0 $0 $0 $0 $252 $2,919 $789 $789 ($515)$2,161 $0 $0Net Cost SVC AREA P6 ZONE 1801 (264600) Detail by Revenue Category and Expenditure Object 1 Total Revenue Other Financing Uses Total Expenditures/Appropriations State Controller Schedules Contra Costa County Schedule 15 County Budget Act Special Districts and Other Agencies - Non Enterprise January 2010 Edition, revision #1 Financing Sources and Uses by Budget Unit by Object Fiscal Year 2021-2022 2019-2020 Actuals 2020-2021 Estimated 2021-2022 Requested 2021-2022 Recommended 2 3 4 5 Taxes Other Than Cur Prop $739 $732 $761 $761 $739 $732 $761 $761 Other Charges $252 $1,752 $316 $316 Expenditure Transfers $0 $345 $445 $445 Total Other Financing Uses $0 $345 $445 $445 $252 $2,097 $761 $761 ($487)$1,365 $0 $0 Other Financing Uses Total Expenditures/Appropriations Net Cost State Controller Schedules SVC AREA P6 ZONE 2901 (264700) Detail by Revenue Category and Expenditure Object 1 Total Revenue Contra Costa County Schedule 15 County Budget Act Special Districts and Other Agencies - Non Enterprise January 2010 Edition, revision #1 Financing Sources and Uses by Budget Unit by Object Fiscal Year 2021-2022 2019-2020 Actuals 2020-2021 Estimated 2021-2022 Requested 2021-2022 Recommended 2 3 4 5 Taxes Other Than Cur Prop $6,896 $6,828 $7,103 $7,103 $6,896 $6,828 $7,103 $7,103 Other Charges $265 $1,438 $438 $438 Expenditure Transfers $6,439 $6,282 $6,665 $6,665 Total Other Financing Uses $6,439 $6,282 $6,665 $6,665 $6,704 $7,720 $7,103 $7,103 ($192)$892 $0 $0 1 Total Revenue Other Financing Uses Total Expenditures/Appropriations Net Cost State Controller Schedules SVC AREA P6 ZONE 1603 (264800) Detail by Revenue Category and Expenditure Object Contra Costa County Schedule 15 County Budget Act Special Districts and Other Agencies - Non Enterprise January 2010 Edition, revision #1 Financing Sources and Uses by Budget Unit by Object Fiscal Year 2021-2022 2019-2020 Actuals 2020-2021 Estimated 2021-2022 Requested 2021-2022 Recommended 2 3 4 5 Taxes Other Than Cur Prop $1,478 $1,464 $1,522 $1,522 $1,478 $1,464 $1,522 $1,522 Other Charges $253 $2,859 $300 $300 Expenditure Transfers $0 $1,062 $1,222 $1,222 Total Other Financing Uses $0 $1,062 $1,222 $1,222 $253 $3,921 $1,522 $1,522 ($1,224)$2,457 $0 $0Net Cost SVC AREA P6 ZONE 1200 (264900) Detail by Revenue Category and Expenditure Object 1 Total Revenue Other Financing Uses Total Expenditures/Appropriations State Controller Schedules Contra Costa County Schedule 15 County Budget Act Special Districts and Other Agencies - Non Enterprise January 2010 Edition, revision #1 Financing Sources and Uses by Budget Unit by Object Fiscal Year 2021-2022 2019-2020 Actuals 2020-2021 Estimated 2021-2022 Requested 2021-2022 Recommended 2 3 4 5 Charges For Services $175,184 $297,288 $297,288 $297,288 Miscellaneous Revenue 1,004 0 0 0 $176,188 $297,288 $297,288 $297,288 Salaries And Benefits $289,972 $285,324 $267,083 $267,083 Services And Supplies 1,230 520,256 520,256 520,256 Other Charges 398 520 439 439 Expenditure Transfers $6,939 $12,990 $12,990 $12,990 Total Other Financing Uses $6,939 $12,990 $12,990 $12,990 $298,540 $819,090 $800,768 $800,768 $122,352 $521,802 $503,480 $503,480 Other Financing Uses Total Expenditures/Appropriations Net Cost State Controller Schedules POLICE SVC-CROCKETT COGEN (265000) Detail by Revenue Category and Expenditure Object 1 Total Revenue Contra Costa County Schedule 15 County Budget Act Special Districts and Other Agencies - Non Enterprise January 2010 Edition, revision #1 Financing Sources and Uses by Budget Unit by Object Fiscal Year 2021-2022 2019-2020 Actuals 2020-2021 Estimated 2021-2022 Requested 2021-2022 Recommended 2 3 4 5 Taxes Current Property $603 $497 $497 $497 Taxes Other Than Cur Prop (1)(2)(2)(2) Intergovernmental Revenue 3 3 3 3 $605 $498 $498 $498 Services And Supplies $0 $9,517 $9,517 $9,517 Other Charges 4 0 0 0 $4 $9,517 $9,517 $9,517 ($601)$9,019 $9,019 $9,019 1 Total Revenue Total Expenditures/Appropriations Net Cost State Controller Schedules SERVICE AREA PL2 DANVILLE (265200) Detail by Revenue Category and Expenditure Object Contra Costa County Schedule 15 County Budget Act Special Districts and Other Agencies - Non Enterprise January 2010 Edition, revision #1 Financing Sources and Uses by Budget Unit by Object Fiscal Year 2021-2022 2019-2020 Actuals 2020-2021 Estimated 2021-2022 Requested 2021-2022 Recommended 2 3 4 5 Taxes Current Property $160,430 $164,750 $164,750 $164,750 Taxes Other Than Cur Prop 720,638 720,300 720,300 720,300 Fines/Forfeits/Penalties 4,366 3,000 3,000 3,000 Intergovernmental Revenue 932 1,500 1,500 1,500 Charges For Services 0 10,000 10,000 10,000 Miscellaneous Revenue 143,367 153,000 153,000 153,000 $1,029,734 $1,052,550 $1,052,550 $1,052,550 Salaries And Benefits $926,501 $1,060,359 $1,156,085 $1,156,085 Services And Supplies 4,977 100,242 100,538 100,538 Other Charges 73,127 84,996 84,834 84,834 Expenditure Transfers $40,733 $31,000 $31,000 $31,000 Total Other Financing Uses $40,733 $31,000 $31,000 $31,000 $1,045,338 $1,276,597 $1,372,457 $1,372,457 $15,604 $224,047 $319,907 $319,907 Detail by Revenue Category and Expenditure Object 1 Total Revenue Other Financing Uses Total Expenditures/Appropriations Net Cost State Controller Schedules SERVICE AREA P-2 ZONE A (265300) Contra Costa County Schedule 15 County Budget Act Special Districts and Other Agencies - Non Enterprise January 2010 Edition, revision #1 Financing Sources and Uses by Budget Unit by Object Fiscal Year 2021-2022 2019-2020 Actuals 2020-2021 Estimated 2021-2022 Requested 2021-2022 Recommended 2 3 4 5 Taxes Other Than Cur Prop $2,306 $2,282 $2,375 $2,375 $2,306 $2,282 $2,375 $2,375 Other Charges $257 $1,200 $350 $350 Expenditure Transfers $3,157 $1,782 $2,025 $2,025 Total Other Financing Uses $3,157 $1,782 $2,025 $2,025 $3,414 $2,982 $2,375 $2,375 $1,108 $700 $0 $0 Total Expenditures/Appropriations Net Cost State Controller Schedules SVC AREA P6 ZONE 2902 (265400) Detail by Revenue Category and Expenditure Object 1 Total Revenue Other Financing Uses Contra Costa County Schedule 15 County Budget Act Special Districts and Other Agencies - Non Enterprise January 2010 Edition, revision #1 Financing Sources and Uses by Budget Unit by Object Fiscal Year 2021-2022 2019-2020 Actuals 2020-2021 Estimated 2021-2022 Requested 2021-2022 Recommended 2 3 4 5 Taxes Current Property $280,799 $272,145 $272,145 $272,145 Taxes Other Than Cur Prop 354,051 352,275 352,275 352,275 Fines/Forfeits/Penalties 0 500 500 500 Use Of Money & Property 0 1,000 1,000 1,000 Intergovernmental Revenue 1,629 7,728 7,728 7,728 Miscellaneous Revenue 1,977 0 0 0 $638,457 $633,648 $633,648 $633,648 Salaries And Benefits $495,644 $659,259 $570,690 $570,690 Services And Supplies 3,744 11,300 11,497 11,497 Other Charges 53,216 63,192 63,192 63,192 Expenditure Transfers $18,044 $14,000 $14,000 $14,000 Total Other Financing Uses $18,044 $14,000 $14,000 $14,000 $570,648 $747,751 $659,380 $659,380 ($67,809)$114,103 $25,732 $25,732 Total Revenue Other Financing Uses Total Expenditures/Appropriations Net Cost State Controller Schedules SVC AREA PL5 ROUND HILL (265500) Detail by Revenue Category and Expenditure Object 1 Contra Costa County Schedule 15 County Budget Act Special Districts and Other Agencies - Non Enterprise January 2010 Edition, revision #1 Financing Sources and Uses by Budget Unit by Object Fiscal Year 2021-2022 2019-2020 Actuals 2020-2021 Estimated 2021-2022 Requested 2021-2022 Recommended 2 3 4 5 Taxes Current Property $6,015,430 $5,575,000 $5,575,000 $5,575,000 Taxes Other Than Cur Prop (10,886)(26,000)(26,000)(26,000) Fines/Forfeits/Penalties 2,729 12,200 12,200 12,200 Use Of Money & Property 2,033 10,000 10,000 10,000 Intergovernmental Revenue 31,325 38,500 38,500 38,500 $6,040,631 $5,609,700 $5,609,700 $5,609,700 Services And Supplies $0 $57,700 $57,700 $57,700 Other Charges 41,794 50,383 50,383 50,383 Expenditure Transfers $5,700,000 $5,800,454 $5,800,454 $5,800,454 Total Other Financing Uses $5,700,000 $5,800,454 $5,800,454 $5,800,454 $5,741,794 $5,908,537 $5,908,537 $5,908,537 ($298,837)$298,837 $298,837 $298,837 Detail by Revenue Category and Expenditure Object 1 Total Revenue Other Financing Uses Total Expenditures/Appropriations Net Cost State Controller Schedules SERVICE AREA PL6 (265600) Contra Costa County Schedule 15 County Budget Act Special Districts and Other Agencies - Non Enterprise January 2010 Edition, revision #1 Financing Sources and Uses by Budget Unit by Object Fiscal Year 2021-2022 2019-2020 Actuals 2020-2021 Estimated 2021-2022 Requested 2021-2022 Recommended 2 3 4 5 Taxes Current Property $222,282 $225,000 $225,000 $225,000 Taxes Other Than Cur Prop 68,000 68,100 68,100 68,100 Fines/Forfeits/Penalties 2,110 1,000 1,000 1,000 Intergovernmental Revenue 1,290 1,000 1,000 1,000 Miscellaneous Revenue 19,961 0 0 0 $313,643 $295,100 $295,100 $295,100 Salaries And Benefits $281,662 $229,627 $301,047 $301,047 Services And Supplies 9,353 13,533 13,632 13,632 Other Charges 37,170 35,543 35,543 35,543 Expenditure Transfers $16,841 $16,397 $16,397 $16,397 Total Other Financing Uses $16,841 $16,397 $16,397 $16,397 $345,025 $295,100 $366,619 $366,619 $31,381 ($0)$71,519 $71,519 Total Expenditures/Appropriations Net Cost State Controller Schedules SERVICE AREA P-2 ZONE B (265700) Detail by Revenue Category and Expenditure Object 1 Total Revenue Other Financing Uses Contra Costa County Schedule 15 County Budget Act Special Districts and Other Agencies - Non Enterprise January 2010 Edition, revision #1 Financing Sources and Uses by Budget Unit by Object Fiscal Year 2021-2022 2019-2020 Actuals 2020-2021 Estimated 2021-2022 Requested 2021-2022 Recommended 2 3 4 5 Taxes Other Than Cur Prop $16,505 $16,343 $17,000 $17,000 $16,505 $16,343 $17,000 $17,000 Other Charges $280 $2,697 $397 $397 Expenditure Transfers $16,461 $15,028 $16,603 $16,603 Total Other Financing Uses $16,461 $15,028 $16,603 $16,603 $16,741 $17,725 $17,000 $17,000 $236 $1,382 $0 $0 Total Revenue Other Financing Uses Total Expenditures/Appropriations Net Cost State Controller Schedules SVC AREA P6 ZONE 0206 (265800) Detail by Revenue Category and Expenditure Object 1 Contra Costa County Schedule 15 County Budget Act Special Districts and Other Agencies - Non Enterprise January 2010 Edition, revision #1 Financing Sources and Uses by Budget Unit by Object Fiscal Year 2021-2022 2019-2020 Actuals 2020-2021 Estimated 2021-2022 Requested 2021-2022 Recommended 2 3 4 5 Taxes Other Than Cur Prop $2,182 $2,161 $2,248 $2,248 $2,182 $2,161 $2,248 $2,248 Other Charges $257 $2,555 $355 $355 Expenditure Transfers $3,497 $306 $1,893 $1,893 Total Other Financing Uses $3,497 $306 $1,893 $1,893 $3,754 $2,861 $2,248 $2,248 $1,571 $700 $0 $0 Detail by Revenue Category and Expenditure Object 1 Total Revenue Other Financing Uses Total Expenditures/Appropriations Net Cost State Controller Schedules SVC AREA P6 ZONE 0207 (265900) Contra Costa County Schedule 15 County Budget Act Special Districts and Other Agencies - Non Enterprise January 2010 Edition, revision #1 Financing Sources and Uses by Budget Unit by Object Fiscal Year 2021-2022 2019-2020 Actuals 2020-2021 Estimated 2021-2022 Requested 2021-2022 Recommended 2 3 4 5 Taxes Other Than Cur Prop $17,593 $16,901 $18,121 $18,121 $17,593 $16,901 $18,121 $18,121 Other Charges $281 $2,537 $537 $537 Expenditure Transfers $16,826 $16,417 $17,584 $17,584 Total Other Financing Uses $16,826 $16,417 $17,584 $17,584 $17,107 $18,954 $18,121 $18,121 ($486)$2,053 $0 $0 Total Expenditures/Appropriations Net Cost State Controller Schedules SERVICE AREA P6 ZONE 0200 (266100) Detail by Revenue Category and Expenditure Object 1 Total Revenue Other Financing Uses Contra Costa County Schedule 15 County Budget Act Special Districts and Other Agencies - Non Enterprise January 2010 Edition, revision #1 Financing Sources and Uses by Budget Unit by Object Fiscal Year 2021-2022 2019-2020 Actuals 2020-2021 Estimated 2021-2022 Requested 2021-2022 Recommended 2 3 4 5 Taxes Other Than Cur Prop $15,030 $0 $15,481 $15,481 $15,030 $0 $15,481 $15,481 Other Charges $296 $700 $700 $700 Expenditure Transfers $14,035 $0 $14,781 $14,781 Total Other Financing Uses $14,035 $0 $14,781 $14,781 $14,331 $700 $15,481 $15,481 ($700)$700 $0 $0 Total Revenue Other Financing Uses Total Expenditures/Appropriations Net Cost State Controller Schedules SERVICE AREA P6 ZONE 212 (266200) Detail by Revenue Category and Expenditure Object 1 Contra Costa County Schedule 15 County Budget Act Special Districts and Other Agencies - Non Enterprise January 2010 Edition, revision #1 Financing Sources and Uses by Budget Unit by Object Fiscal Year 2021-2022 2019-2020 Actuals 2020-2021 Estimated 2021-2022 Requested 2021-2022 Recommended 2 3 4 5 Taxes Other Than Cur Prop $752 $0 $774 $774 $752 $0 $774 $774 Other Charges $255 $497 $774 $774 $255 $497 $774 $774 ($497)$497 $0 $0 Detail by Revenue Category and Expenditure Object 1 Total Revenue Total Expenditures/Appropriations Net Cost State Controller Schedules SERVICE AREA P6 ZONE 2504 (266300) Contra Costa County Schedule 15 County Budget Act Special Districts and Other Agencies - Non Enterprise January 2010 Edition, revision #1 Financing Sources and Uses by Budget Unit by Object Fiscal Year 2021-2022 2019-2020 Actuals 2020-2021 Estimated 2021-2022 Requested 2021-2022 Recommended 2 3 4 5 Taxes Other Than Cur Prop $6,274 $6,213 $6,463 $6,463 $6,274 $6,213 $6,463 $6,463 Services And Supplies $0 $893 $0 $0 Other Charges 267 267 367 367 Expenditure Transfers $6,008 $5,753 $6,096 $6,096 Total Other Financing Uses $6,008 $5,753 $6,096 $6,096 $6,275 $6,913 $6,463 $6,463 $1 $700 $0 $0Net Cost SVC AREA P6 ZONE 0209 (267100) Detail by Revenue Category and Expenditure Object 1 Total Revenue Other Financing Uses Total Expenditures/Appropriations State Controller Schedules Contra Costa County Schedule 15 County Budget Act Special Districts and Other Agencies - Non Enterprise January 2010 Edition, revision #1 Financing Sources and Uses by Budget Unit by Object Fiscal Year 2021-2022 2019-2020 Actuals 2020-2021 Estimated 2021-2022 Requested 2021-2022 Recommended 2 3 4 5 Taxes Other Than Cur Prop $2,351 $2,328 $2,422 $2,422 $2,351 $2,328 $2,422 $2,422 Other Charges $258 $1,154 $260 $260 Expenditure Transfers $2,094 $1,874 $2,162 $2,162 Total Other Financing Uses $2,094 $1,874 $2,162 $2,162 $2,352 $3,028 $2,422 $2,422 $0 $700 $0 $0 Other Financing Uses Total Expenditures/Appropriations Net Cost State Controller Schedules SERVICE AREA P6 ZONE 211 (267200) Detail by Revenue Category and Expenditure Object 1 Total Revenue Contra Costa County Schedule 15 County Budget Act Special Districts and Other Agencies - Non Enterprise January 2010 Edition, revision #1 Financing Sources and Uses by Budget Unit by Object Fiscal Year 2021-2022 2019-2020 Actuals 2020-2021 Estimated 2021-2022 Requested 2021-2022 Recommended 2 3 4 5 Taxes Other Than Cur Prop $45,285 $44,841 $46,644 $46,644 $45,285 $44,841 $46,644 $46,644 Other Charges $375 $2,195 $695 $695 Expenditure Transfers $44,228 $44,328 $45,949 $45,949 Total Other Financing Uses $44,228 $44,328 $45,949 $45,949 $44,603 $46,523 $46,644 $46,644 ($682)$1,682 $0 $0 1 Total Revenue Other Financing Uses Total Expenditures/Appropriations Net Cost State Controller Schedules SVC AREA P6 ZONE 1005 (267300) Detail by Revenue Category and Expenditure Object Contra Costa County Schedule 15 County Budget Act Special Districts and Other Agencies - Non Enterprise January 2010 Edition, revision #1 Financing Sources and Uses by Budget Unit by Object Fiscal Year 2021-2022 2019-2020 Actuals 2020-2021 Estimated 2021-2022 Requested 2021-2022 Recommended 2 3 4 5 Taxes Other Than Cur Prop $122,303 $121,102 $125,972 $125,972 $122,303 $121,102 $125,972 $125,972 Other Charges $508 $1,000 $1,000 $1,000 Expenditure Transfers $120,822 $127,480 $124,972 $124,972 Total Other Financing Uses $120,822 $127,480 $124,972 $124,972 $121,330 $128,480 $125,972 $125,972 ($973)$7,378 $0 $0Net Cost SVC AREA P6 ZONE 0201 (267400) Detail by Revenue Category and Expenditure Object 1 Total Revenue Other Financing Uses Total Expenditures/Appropriations State Controller Schedules Contra Costa County Schedule 15 County Budget Act Special Districts and Other Agencies - Non Enterprise January 2010 Edition, revision #1 Financing Sources and Uses by Budget Unit by Object Fiscal Year 2021-2022 2019-2020 Actuals 2020-2021 Estimated 2021-2022 Requested 2021-2022 Recommended 2 3 4 5 Taxes Other Than Cur Prop $797 $789 $821 $821 $797 $789 $821 $821 Other Charges $252 $3,038 $821 $821 Expenditure Transfers $0 $0 $0 $0 Total Other Financing Uses $0 $0 $0 $0 $252 $3,038 $821 $821 ($545)$2,249 $0 $0 Other Financing Uses Total Expenditures/Appropriations Net Cost State Controller Schedules SVC AREA P6 ZONE 2700 (267500) Detail by Revenue Category and Expenditure Object 1 Total Revenue Contra Costa County Schedule 15 County Budget Act Special Districts and Other Agencies - Non Enterprise January 2010 Edition, revision #1 Financing Sources and Uses by Budget Unit by Object Fiscal Year 2021-2022 2019-2020 Actuals 2020-2021 Estimated 2021-2022 Requested 2021-2022 Recommended 2 3 4 5 Taxes Other Than Cur Prop $778 $770 $802 $802 $778 $770 $802 $802 Other Charges $252 $1,574 $379 $379 Expenditure Transfers $0 $423 $423 $423 Total Other Financing Uses $0 $423 $423 $423 $252 $1,997 $802 $802 ($527)$1,227 $0 $0 1 Total Revenue Other Financing Uses Total Expenditures/Appropriations Net Cost State Controller Schedules SVC AREA P6 ZONE 0700 (268000) Detail by Revenue Category and Expenditure Object Contra Costa County Schedule 15 County Budget Act Special Districts and Other Agencies - Non Enterprise January 2010 Edition, revision #1 Financing Sources and Uses by Budget Unit by Object Fiscal Year 2021-2022 2019-2020 Actuals 2020-2021 Estimated 2021-2022 Requested 2021-2022 Recommended 2 3 4 5 Taxes Other Than Cur Prop $5,059 $5,010 $5,211 $5,211 $5,059 $5,010 $5,211 $5,211 Other Charges $260 $1,492 $492 $492 Expenditure Transfers $5,361 $4,218 $4,719 $4,719 Total Other Financing Uses $5,361 $4,218 $4,719 $4,719 $5,621 $5,710 $5,211 $5,211 $562 $700 $0 $0Net Cost SVC AREA P6 ZONE 1100 (268100) Detail by Revenue Category and Expenditure Object 1 Total Revenue Other Financing Uses Total Expenditures/Appropriations State Controller Schedules Contra Costa County Schedule 15 County Budget Act Special Districts and Other Agencies - Non Enterprise January 2010 Edition, revision #1 Financing Sources and Uses by Budget Unit by Object Fiscal Year 2021-2022 2019-2020 Actuals 2020-2021 Estimated 2021-2022 Requested 2021-2022 Recommended 2 3 4 5 Taxes Other Than Cur Prop $797 $789 $821 $821 $797 $789 $821 $821 Other Charges $252 $1,687 $387 $387 Expenditure Transfers $1,530 $0 $434 $434 Total Other Financing Uses $1,530 $0 $434 $434 $1,782 $1,687 $821 $821 $985 $898 $0 $0 Other Financing Uses Total Expenditures/Appropriations Net Cost State Controller Schedules SVC AREA P6 ZONE 1600 (268200) Detail by Revenue Category and Expenditure Object 1 Total Revenue Contra Costa County Schedule 15 County Budget Act Special Districts and Other Agencies - Non Enterprise January 2010 Edition, revision #1 Financing Sources and Uses by Budget Unit by Object Fiscal Year 2021-2022 2019-2020 Actuals 2020-2021 Estimated 2021-2022 Requested 2021-2022 Recommended 2 3 4 5 Taxes Other Than Cur Prop $584 $770 $601 $601 $584 $770 $601 $601 Other Charges $252 $2,661 $601 $601 Expenditure Transfers $0 $0 $0 $0 Total Other Financing Uses $0 $0 $0 $0 $252 $2,661 $601 $601 ($332)$1,891 $0 $0 1 Total Revenue Other Financing Uses Total Expenditures/Appropriations Net Cost State Controller Schedules SVC AREA P6 ZONE 2601 (268300) Detail by Revenue Category and Expenditure Object Contra Costa County Schedule 15 County Budget Act Special Districts and Other Agencies - Non Enterprise January 2010 Edition, revision #1 Financing Sources and Uses by Budget Unit by Object Fiscal Year 2021-2022 2019-2020 Actuals 2020-2021 Estimated 2021-2022 Requested 2021-2022 Recommended 2 3 4 5 Taxes Other Than Cur Prop $147,499 $146,045 $151,924 $151,924 $147,499 $146,045 $151,924 $151,924 Other Charges $572 $6,384 $884 $884 Expenditure Transfers $145,902 $144,996 $151,040 $151,040 Total Other Financing Uses $145,902 $144,996 $151,040 $151,040 $146,474 $151,380 $151,924 $151,924 ($1,025)$5,335 $0 $0Net Cost SVC AREA P6 ZONE 0500 (268400) Detail by Revenue Category and Expenditure Object 1 Total Revenue Other Financing Uses Total Expenditures/Appropriations State Controller Schedules Contra Costa County Schedule 15 County Budget Act Special Districts and Other Agencies - Non Enterprise January 2010 Edition, revision #1 Financing Sources and Uses by Budget Unit by Object Fiscal Year 2021-2022 2019-2020 Actuals 2020-2021 Estimated 2021-2022 Requested 2021-2022 Recommended 2 3 4 5 Taxes Other Than Cur Prop $28,285 $28,008 $29,134 $29,134 $28,285 $28,008 $29,134 $29,134 Other Charges $310 $1,847 $847 $847 Expenditure Transfers $27,967 $27,361 $28,287 $28,287 Total Other Financing Uses $27,967 $27,361 $28,287 $28,287 $28,277 $29,208 $29,134 $29,134 ($8)$1,200 $0 $0 Other Financing Uses Total Expenditures/Appropriations Net Cost State Controller Schedules SVC AREA P6 ZONE 1000 (268500) Detail by Revenue Category and Expenditure Object 1 Total Revenue Contra Costa County Schedule 15 County Budget Act Special Districts and Other Agencies - Non Enterprise January 2010 Edition, revision #1 Financing Sources and Uses by Budget Unit by Object Fiscal Year 2021-2022 2019-2020 Actuals 2020-2021 Estimated 2021-2022 Requested 2021-2022 Recommended 2 3 4 5 Taxes Other Than Cur Prop $5,838 $5,780 $6,013 $6,013 $5,838 $5,780 $6,013 $6,013 Other Charges $263 $1,365 $365 $365 Expenditure Transfers $5,380 $5,310 $5,648 $5,648 Total Other Financing Uses $5,380 $5,310 $5,648 $5,648 $5,643 $6,675 $6,013 $6,013 ($195)$895 $0 $0 1 Total Revenue Other Financing Uses Total Expenditures/Appropriations Net Cost State Controller Schedules SVC AREA P6 ZONE 2900 (268700) Detail by Revenue Category and Expenditure Object Contra Costa County Schedule 15 County Budget Act Special Districts and Other Agencies - Non Enterprise January 2010 Edition, revision #1 Financing Sources and Uses by Budget Unit by Object Fiscal Year 2021-2022 2019-2020 Actuals 2020-2021 Estimated 2021-2022 Requested 2021-2022 Recommended 2 3 4 5 Taxes Other Than Cur Prop $3,001 $2,972 $3,091 $3,091 $3,001 $2,972 $3,091 $3,091 Other Charges $259 $1,600 $400 $400 Expenditure Transfers $3,781 $2,345 $2,691 $2,691 Total Other Financing Uses $3,781 $2,345 $2,691 $2,691 $4,040 $3,945 $3,091 $3,091 $1,039 $973 $0 $0Net Cost SVC AREA P6 ZONE 1006 (268800) Detail by Revenue Category and Expenditure Object 1 Total Revenue Other Financing Uses Total Expenditures/Appropriations State Controller Schedules Contra Costa County Schedule 15 County Budget Act Special Districts and Other Agencies - Non Enterprise January 2010 Edition, revision #1 Financing Sources and Uses by Budget Unit by Object Fiscal Year 2021-2022 2019-2020 Actuals 2020-2021 Estimated 2021-2022 Requested 2021-2022 Recommended 2 3 4 5 Taxes Other Than Cur Prop $778 $770 $802 $802 $778 $770 $802 $802 Other Charges $252 $1,470 $470 $470 Expenditure Transfers $1,497 $0 $332 $332 Total Other Financing Uses $1,497 $0 $332 $332 $1,749 $1,470 $802 $802 $970 $700 $0 $0 Other Financing Uses Total Expenditures/Appropriations Net Cost State Controller Schedules SVC AREA P6 ZONE 1601 (268900) Detail by Revenue Category and Expenditure Object 1 Total Revenue Contra Costa County Schedule 15 County Budget Act Special Districts and Other Agencies - Non Enterprise January 2010 Edition, revision #1 Financing Sources and Uses by Budget Unit by Object Fiscal Year 2021-2022 2019-2020 Actuals 2020-2021 Estimated 2021-2022 Requested 2021-2022 Recommended 2 3 4 5 Taxes Other Than Cur Prop $778 $770 $802 $802 $778 $770 $802 $802 Other Charges $252 $2,967 $802 $802 Expenditure Transfers $0 $0 $0 $0 Total Other Financing Uses $0 $0 $0 $0 $252 $2,967 $802 $802 ($527)$2,197 $0 $0 1 Total Revenue Other Financing Uses Total Expenditures/Appropriations Net Cost State Controller Schedules SVC AREA P6 ZONE 2300 (269000) Detail by Revenue Category and Expenditure Object Contra Costa County Schedule 15 County Budget Act Special Districts and Other Agencies - Non Enterprise January 2010 Edition, revision #1 Financing Sources and Uses by Budget Unit by Object Fiscal Year 2021-2022 2019-2020 Actuals 2020-2021 Estimated 2021-2022 Requested 2021-2022 Recommended 2 3 4 5 Taxes Other Than Cur Prop $22,986 $22,761 $23,676 $23,676 $22,986 $22,761 $23,676 $23,676 Other Charges $298 $3,119 $419 $419 Expenditure Transfers $22,998 $21,874 $23,257 $23,257 Total Other Financing Uses $22,998 $21,874 $23,257 $23,257 $23,296 $24,993 $23,676 $23,676 $310 $2,232 $0 $0Net Cost SVC AREA P6 ZONE 1602 (269300) Detail by Revenue Category and Expenditure Object 1 Total Revenue Other Financing Uses Total Expenditures/Appropriations State Controller Schedules Contra Costa County Schedule 15 County Budget Act Special Districts and Other Agencies - Non Enterprise January 2010 Edition, revision #1 Financing Sources and Uses by Budget Unit by Object Fiscal Year 2021-2022 2019-2020 Actuals 2020-2021 Estimated 2021-2022 Requested 2021-2022 Recommended 2 3 4 5 Taxes Other Than Cur Prop $16,151 $15,992 $16,635 $16,635 $16,151 $15,992 $16,635 $16,635 Other Charges $283 $2,793 $593 $593 Expenditure Transfers $15,352 $15,163 $16,042 $16,042 Total Other Financing Uses $15,352 $15,163 $16,042 $16,042 $15,635 $17,956 $16,635 $16,635 ($516)$1,964 $0 $0 Other Financing Uses Total Expenditures/Appropriations Net Cost State Controller Schedules SVC AREA P6 ZONE 1800 (269400) Detail by Revenue Category and Expenditure Object 1 Total Revenue Contra Costa County Schedule 15 County Budget Act Special Districts and Other Agencies - Non Enterprise January 2010 Edition, revision #1 Financing Sources and Uses by Budget Unit by Object Fiscal Year 2021-2022 2019-2020 Actuals 2020-2021 Estimated 2021-2022 Requested 2021-2022 Recommended 2 3 4 5 Taxes Other Than Cur Prop $1,168 $1,156 $1,203 $1,203 $1,168 $1,156 $1,203 $1,203 Other Charges $253 $2,568 $439 $439 Expenditure Transfers $0 $764 $764 $764 Total Other Financing Uses $0 $764 $764 $764 $253 $3,332 $1,203 $1,203 ($915)$2,176 $0 $0 1 Total Revenue Other Financing Uses Total Expenditures/Appropriations Net Cost State Controller Schedules SVC AREA P6 ZONE 2600 (269500) Detail by Revenue Category and Expenditure Object Contra Costa County Schedule 15 County Budget Act Special Districts and Other Agencies - Non Enterprise January 2010 Edition, revision #1 Financing Sources and Uses by Budget Unit by Object Fiscal Year 2021-2022 2019-2020 Actuals 2020-2021 Estimated 2021-2022 Requested 2021-2022 Recommended 2 3 4 5 Taxes Other Than Cur Prop $2,299 $2,276 $2,368 $2,368 $2,299 $2,276 $2,368 $2,368 Other Charges $255 $1,669 $369 $369 Expenditure Transfers $2,581 $1,690 $1,999 $1,999 Total Other Financing Uses $2,581 $1,690 $1,999 $1,999 $2,836 $3,359 $2,368 $2,368 $538 $1,083 $0 $0Net Cost SVC AREA P6 ZONE 2701 (269600) Detail by Revenue Category and Expenditure Object 1 Total Revenue Other Financing Uses Total Expenditures/Appropriations State Controller Schedules Contra Costa County Schedule 15 County Budget Act Special Districts and Other Agencies - Non Enterprise January 2010 Edition, revision #1 Financing Sources and Uses by Budget Unit by Object Fiscal Year 2021-2022 2019-2020 Actuals 2020-2021 Estimated 2021-2022 Requested 2021-2022 Recommended 2 3 4 5 Taxes Other Than Cur Prop $389 $385 $401 $401 $389 $385 $401 $401 Other Charges $251 $1,164 $401 $401 $251 $1,164 $401 $401 ($138)$779 $0 $0 Total Expenditures/Appropriations Net Cost State Controller Schedules SVC AREA P6 ZONE 1500 (269700) Detail by Revenue Category and Expenditure Object 1 Total Revenue Contra Costa County Schedule 15 County Budget Act Special Districts and Other Agencies - Non Enterprise January 2010 Edition, revision #1 Financing Sources and Uses by Budget Unit by Object Fiscal Year 2021-2022 2019-2020 Actuals 2020-2021 Estimated 2021-2022 Requested 2021-2022 Recommended 2 3 4 5 Taxes Other Than Cur Prop $33,330 $33,003 $34,330 $34,330 $33,330 $33,003 $34,330 $34,330 Other Charges $324 $2,462 $562 $562 Expenditure Transfers $33,351 $32,116 $33,768 $33,768 Total Other Financing Uses $33,351 $32,116 $33,768 $33,768 $33,675 $34,578 $34,330 $34,330 $345 $1,575 $0 $0 Total Revenue Other Financing Uses Total Expenditures/Appropriations Net Cost State Controller Schedules SVC AREA P6 ZONE 3000 (269900) Detail by Revenue Category and Expenditure Object 1 Contra Costa County Schedule 15 County Budget Act Special Districts and Other Agencies - Non Enterprise January 2010 Edition, revision #1 Financing Sources and Uses by Budget Unit by Object Fiscal Year 2021-2022 2019-2020 Actuals 2020-2021 Estimated 2021-2022 Requested 2021-2022 Recommended 2 3 4 5 Taxes Current Property $130,203 $133,696 $274,924 $274,924 Taxes Other Than Cur Prop (282)(175)(295)(295) Intergovernmental Revenue 749 5 393 393 $130,670 $133,526 $275,022 $275,022 Other Charges $960 $58,620 $58,620 $58,620 Expenditure Transfers $130,670 $133,526 $275,022 $275,022 Total Other Financing Uses $130,670 $133,526 $275,022 $275,022 $131,630 $192,146 $333,642 $333,642 $960 $58,620 $58,620 $58,620 Detail by Revenue Category and Expenditure Object 1 Total Revenue Other Financing Uses Total Expenditures/Appropriations Net Cost State Controller Schedules SVC AREA LIB-2 EL SOBRANTE (270200) Contra Costa County Schedule 15 County Budget Act Special Districts and Other Agencies - Non Enterprise January 2010 Edition, revision #1 Financing Sources and Uses by Budget Unit by Object Fiscal Year 2021-2022 2019-2020 Actuals 2020-2021 Estimated 2021-2022 Requested 2021-2022 Recommended 2 3 4 5 Taxes Current Property $1,339 $1,375 $2,812 $2,812 Taxes Other Than Cur Prop (3)(2)(3)(3) Intergovernmental Revenue 8 0 4 4 $1,343 $1,373 $2,813 $2,813 Other Charges $10 $1,581 $1,581 $1,581 Expenditure Transfers $1,343 $1,373 $2,813 $2,813 Total Other Financing Uses $1,343 $1,373 $2,813 $2,813 $1,353 $2,954 $4,394 $4,394 $10 $1,581 $1,581 $1,581 Total Expenditures/Appropriations Net Cost State Controller Schedules SVC AREA LIBRARY-10 PINOLE (271000) Detail by Revenue Category and Expenditure Object 1 Total Revenue Other Financing Uses Contra Costa County Schedule 15 County Budget Act Special Districts and Other Agencies - Non Enterprise January 2010 Edition, revision #1 Financing Sources and Uses by Budget Unit by Object Fiscal Year 2021-2022 2019-2020 Actuals 2020-2021 Estimated 2021-2022 Requested 2021-2022 Recommended 2 3 4 5 Taxes Current Property $11,364 $11,672 $23,637 $23,637 Taxes Other Than Cur Prop (26)(16)(26)(26) Intergovernmental Revenue 64 0 32 32 $11,403 $11,656 $23,643 $23,643 Other Charges $84 $10,491 $10,491 $10,491 Expenditure Transfers $11,403 $11,656 $23,643 $23,643 Total Other Financing Uses $11,403 $11,656 $23,643 $23,643 $11,487 $22,147 $34,134 $34,134 $84 $10,491 $10,491 $10,491 Total Revenue Other Financing Uses Total Expenditures/Appropriations Net Cost State Controller Schedules SVC AREA LIBRARY-12 MORAGA (271200) Detail by Revenue Category and Expenditure Object 1 Contra Costa County Schedule 15 County Budget Act Special Districts and Other Agencies - Non Enterprise January 2010 Edition, revision #1 Financing Sources and Uses by Budget Unit by Object Fiscal Year 2021-2022 2019-2020 Actuals 2020-2021 Estimated 2021-2022 Requested 2021-2022 Recommended 2 3 4 5 Taxes Current Property $162,034 $166,358 $340,166 $340,166 Taxes Other Than Cur Prop (359)(223)(373)(373) Use Of Money & Property 0 6 481 481 Intergovernmental Revenue 940 0 6 6 $162,615 $166,141 $340,280 $340,280 Other Charges $1,196 $84,462 $84,462 $84,462 Expenditure Transfers $162,615 $166,141 $340,280 $340,280 Total Other Financing Uses $162,615 $166,141 $340,280 $340,280 $163,811 $250,603 $424,742 $424,742 $1,196 $84,462 $84,462 $84,462 Detail by Revenue Category and Expenditure Object 1 Total Revenue Other Financing Uses Total Expenditures/Appropriations Net Cost State Controller Schedules SVC AREA LIBRARY-13 YGNACIO (271300) Contra Costa County Schedule 15 County Budget Act Special Districts and Other Agencies - Non Enterprise January 2010 Edition, revision #1 Financing Sources and Uses by Budget Unit by Object Fiscal Year 2021-2022 2019-2020 Actuals 2020-2021 Estimated 2021-2022 Requested 2021-2022 Recommended 2 3 4 5 Taxes Other Than Cur Prop $4,092 $4,052 $4,215 $4,215 $4,092 $4,052 $4,215 $4,215 Other Charges $263 $3,238 $655 $655 Expenditure Transfers $1,783 $3,560 $3,560 $3,560 Total Other Financing Uses $1,783 $3,560 $3,560 $3,560 $2,046 $6,798 $4,215 $4,215 ($2,046)$2,746 $0 $0 Total Expenditures/Appropriations Net Cost State Controller Schedules SVC AREA P6 ZONE 1512 (271500) Detail by Revenue Category and Expenditure Object 1 Total Revenue Other Financing Uses Contra Costa County Schedule 15 County Budget Act Special Districts and Other Agencies - Non Enterprise January 2010 Edition, revision #1 Financing Sources and Uses by Budget Unit by Object Fiscal Year 2021-2022 2019-2020 Actuals 2020-2021 Estimated 2021-2022 Requested 2021-2022 Recommended 2 3 4 5 Other Charges $0 $741 $0 $0 $0 $741 $0 $0 $0 $741 $0 $0 Total Expenditures/Appropriations Net Cost State Controller Schedules SVC AREA P6 ZONE 1608 (271600) Detail by Revenue Category and Expenditure Object 1 Contra Costa County Schedule 15 County Budget Act Special Districts and Other Agencies - Non Enterprise January 2010 Edition, revision #1 Financing Sources and Uses by Budget Unit by Object Fiscal Year 2021-2022 2019-2020 Actuals 2020-2021 Estimated 2021-2022 Requested 2021-2022 Recommended 2 3 4 5 Taxes Other Than Cur Prop $13,367 $13,237 $13,768 $13,768 $13,367 $13,237 $13,768 $13,768 Other Charges $287 $1,552 $552 $552 Expenditure Transfers $13,331 $12,658 $13,216 $13,216 Total Other Financing Uses $13,331 $12,658 $13,216 $13,216 $13,618 $14,210 $13,768 $13,768 $251 $973 $0 $0 Total Revenue Other Financing Uses Total Expenditures/Appropriations Net Cost State Controller Schedules SVC AREA P6 ZONE 1616 (271700) Detail by Revenue Category and Expenditure Object 1 Contra Costa County Schedule 15 County Budget Act Special Districts and Other Agencies - Non Enterprise January 2010 Edition, revision #1 Financing Sources and Uses by Budget Unit by Object Fiscal Year 2021-2022 2019-2020 Actuals 2020-2021 Estimated 2021-2022 Requested 2021-2022 Recommended 2 3 4 5 Other Charges $0 $700 $0 $0 Expenditure Transfers $4,267 $0 $0 $0 Total Other Financing Uses $4,267 $0 $0 $0 $4,267 $700 $0 $0 $4,267 $700 $0 $0 Detail by Revenue Category and Expenditure Object 1 Other Financing Uses Total Expenditures/Appropriations Net Cost State Controller Schedules SVC AREA P6 ZONE 1802 (271800) Contra Costa County Schedule 15 County Budget Act Special Districts and Other Agencies - Non Enterprise January 2010 Edition, revision #1 Financing Sources and Uses by Budget Unit by Object Fiscal Year 2021-2022 2019-2020 Actuals 2020-2021 Estimated 2021-2022 Requested 2021-2022 Recommended 2 3 4 5 Taxes Other Than Cur Prop $1,091 $0 $1,124 $1,124 $1,091 $0 $1,124 $1,124 Other Charges $255 $836 $1,124 $1,124 $255 $836 $1,124 $1,124 ($836)$836 $0 $0 SVC AREA P6 ZONE 2704 (271900) Detail by Revenue Category and Expenditure Object 1 Total Revenue Total Expenditures/Appropriations Net Cost State Controller Schedules Contra Costa County Schedule 15 County Budget Act Special Districts and Other Agencies - Non Enterprise January 2010 Edition, revision #1 Financing Sources and Uses by Budget Unit by Object Fiscal Year 2021-2022 2019-2020 Actuals 2020-2021 Estimated 2021-2022 Requested 2021-2022 Recommended 2 3 4 5 Taxes Other Than Cur Prop $388,377 $369,019 $400,028 $400,028 $388,377 $369,019 $400,028 $400,028 Other Charges $1,327 $29,500 $3,000 $3,000 Expenditure Transfers $387,128 $351,638 $397,028 $397,028 Total Other Financing Uses $387,128 $351,638 $397,028 $397,028 $388,455 $381,138 $400,028 $400,028 $78 $12,119 $0 $0 Total Expenditures/Appropriations Net Cost State Controller Schedules SVC AREA P-6 ZONE 0503 (272000) Detail by Revenue Category and Expenditure Object 1 Total Revenue Other Financing Uses Contra Costa County Schedule 15 County Budget Act Special Districts and Other Agencies - Non Enterprise January 2010 Edition, revision #1 Financing Sources and Uses by Budget Unit by Object Fiscal Year 2021-2022 2019-2020 Actuals 2020-2021 Estimated 2021-2022 Requested 2021-2022 Recommended 2 3 4 5 Taxes Other Than Cur Prop $6,578 $6,513 $6,775 $6,775 $6,578 $6,513 $6,775 $6,775 Other Charges $269 $1,235 $435 $435 Expenditure Transfers $6,308 $5,979 $6,340 $6,340 Total Other Financing Uses $6,308 $5,979 $6,340 $6,340 $6,577 $7,214 $6,775 $6,775 ($1)$701 $0 $0 Total Revenue Other Financing Uses Total Expenditures/Appropriations Net Cost State Controller Schedules SVC AREA P-6 ZONE 3103 (272100) Detail by Revenue Category and Expenditure Object 1 Contra Costa County Schedule 15 County Budget Act Special Districts and Other Agencies - Non Enterprise January 2010 Edition, revision #1 Financing Sources and Uses by Budget Unit by Object Fiscal Year 2021-2022 2019-2020 Actuals 2020-2021 Estimated 2021-2022 Requested 2021-2022 Recommended 2 3 4 5 Taxes Other Than Cur Prop $1,810 $1,792 $1,865 $1,865 $1,810 $1,792 $1,865 $1,865 Other Charges $255 $1,265 $465 $465 Expenditure Transfers $2,281 $1,227 $1,400 $1,400 Total Other Financing Uses $2,281 $1,227 $1,400 $1,400 $2,536 $2,492 $1,865 $1,865 $726 $700 $0 $0 Detail by Revenue Category and Expenditure Object 1 Total Revenue Other Financing Uses Total Expenditures/Appropriations Net Cost State Controller Schedules SVC AREA P6 ZONE 0900 (272200) Contra Costa County Schedule 15 County Budget Act Special Districts and Other Agencies - Non Enterprise January 2010 Edition, revision #1 Financing Sources and Uses by Budget Unit by Object Fiscal Year 2021-2022 2019-2020 Actuals 2020-2021 Estimated 2021-2022 Requested 2021-2022 Recommended 2 3 4 5 Taxes Other Than Cur Prop $3,017 $2,987 $3,108 $3,108 $3,017 $2,987 $3,108 $3,108 Other Charges $259 $1,423 $423 $423 Expenditure Transfers $3,919 $2,264 $2,685 $2,685 Total Other Financing Uses $3,919 $2,264 $2,685 $2,685 $4,178 $3,687 $3,108 $3,108 $1,160 $700 $0 $0 Total Expenditures/Appropriations Net Cost State Controller Schedules SVC AREA P6 ZONE 1509 (272300) Detail by Revenue Category and Expenditure Object 1 Total Revenue Other Financing Uses Contra Costa County Schedule 15 County Budget Act Special Districts and Other Agencies - Non Enterprise January 2010 Edition, revision #1 Financing Sources and Uses by Budget Unit by Object Fiscal Year 2021-2022 2019-2020 Actuals 2020-2021 Estimated 2021-2022 Requested 2021-2022 Recommended 2 3 4 5 Taxes Other Than Cur Prop $3,470 $3,436 $3,574 $3,574 $3,470 $3,436 $3,574 $3,574 Other Charges $260 $2,453 $453 $453 Expenditure Transfers $4,504 $1,984 $3,121 $3,121 Total Other Financing Uses $4,504 $1,984 $3,121 $3,121 $4,764 $4,437 $3,574 $3,574 $1,294 $1,001 $0 $0 Total Revenue Other Financing Uses Total Expenditures/Appropriations Net Cost State Controller Schedules SVC AREA P6 ZONE 3101 (272400) Detail by Revenue Category and Expenditure Object 1 Contra Costa County Schedule 15 County Budget Act Special Districts and Other Agencies - Non Enterprise January 2010 Edition, revision #1 Financing Sources and Uses by Budget Unit by Object Fiscal Year 2021-2022 2019-2020 Actuals 2020-2021 Estimated 2021-2022 Requested 2021-2022 Recommended 2 3 4 5 Taxes Other Than Cur Prop $2,414 $2,391 $2,486 $2,486 $2,414 $2,391 $2,486 $2,486 Other Charges $257 $1,896 $496 $496 Expenditure Transfers $2,876 $1,346 $1,990 $1,990 Total Other Financing Uses $2,876 $1,346 $1,990 $1,990 $3,133 $3,242 $2,486 $2,486 $719 $851 $0 $0 Detail by Revenue Category and Expenditure Object 1 Total Revenue Other Financing Uses Total Expenditures/Appropriations Net Cost State Controller Schedules SVC AREA P6 ZONE 1615 (272500) Contra Costa County Schedule 15 County Budget Act Special Districts and Other Agencies - Non Enterprise January 2010 Edition, revision #1 Financing Sources and Uses by Budget Unit by Object Fiscal Year 2021-2022 2019-2020 Actuals 2020-2021 Estimated 2021-2022 Requested 2021-2022 Recommended 2 3 4 5 Taxes Other Than Cur Prop $1,509 $1,494 $1,554 $1,554 $1,509 $1,494 $1,554 $1,554 Other Charges $254 $2,194 $394 $394 Expenditure Transfers $2,451 $0 $1,160 $1,160 Total Other Financing Uses $2,451 $0 $1,160 $1,160 $2,705 $2,194 $1,554 $1,554 $1,197 $700 $0 $0 Total Expenditures/Appropriations Net Cost State Controller Schedules SVC AREA P6 ZONE 1511 (272600) Detail by Revenue Category and Expenditure Object 1 Total Revenue Other Financing Uses Contra Costa County Schedule 15 County Budget Act Special Districts and Other Agencies - Non Enterprise January 2010 Edition, revision #1 Financing Sources and Uses by Budget Unit by Object Fiscal Year 2021-2022 2019-2020 Actuals 2020-2021 Estimated 2021-2022 Requested 2021-2022 Recommended 2 3 4 5 Taxes Other Than Cur Prop $5,431 $5,378 $5,594 $5,594 $5,431 $5,378 $5,594 $5,594 Other Charges $264 $1,358 $358 $358 Expenditure Transfers $5,166 $4,720 $5,236 $5,236 Total Other Financing Uses $5,166 $4,720 $5,236 $5,236 $5,430 $6,078 $5,594 $5,594 ($1)$700 $0 $0 Total Revenue Other Financing Uses Total Expenditures/Appropriations Net Cost State Controller Schedules SVC AREA P6 ZONE 1510 (272700) Detail by Revenue Category and Expenditure Object 1 Contra Costa County Schedule 15 County Budget Act Special Districts and Other Agencies - Non Enterprise January 2010 Edition, revision #1 Financing Sources and Uses by Budget Unit by Object Fiscal Year 2021-2022 2019-2020 Actuals 2020-2021 Estimated 2021-2022 Requested 2021-2022 Recommended 2 3 4 5 Taxes Other Than Cur Prop $21,527 $21,315 $22,172 $22,172 $21,527 $21,315 $22,172 $22,172 Other Charges $310 $1,954 $454 $454 Expenditure Transfers $20,768 $20,810 $21,718 $21,718 Total Other Financing Uses $20,768 $20,810 $21,718 $21,718 $21,078 $22,764 $22,172 $22,172 ($449)$1,449 $0 $0 Detail by Revenue Category and Expenditure Object 1 Total Revenue Other Financing Uses Total Expenditures/Appropriations Net Cost State Controller Schedules SVC AREA P6 ZONE 0203 (272800) Contra Costa County Schedule 15 County Budget Act Special Districts and Other Agencies - Non Enterprise January 2010 Edition, revision #1 Financing Sources and Uses by Budget Unit by Object Fiscal Year 2021-2022 2019-2020 Actuals 2020-2021 Estimated 2021-2022 Requested 2021-2022 Recommended 2 3 4 5 Taxes Other Than Cur Prop $9,567 $9,473 $9,854 $9,854 $9,567 $9,473 $9,854 $9,854 Other Charges $277 $1,451 $451 $451 Expenditure Transfers $9,285 $8,871 $9,403 $9,403 Total Other Financing Uses $9,285 $8,871 $9,403 $9,403 $9,562 $10,322 $9,854 $9,854 ($5)$849 $0 $0 Total Expenditures/Appropriations Net Cost State Controller Schedules SVC AREA P6 ZONE 1002 (273000) Detail by Revenue Category and Expenditure Object 1 Total Revenue Other Financing Uses Contra Costa County Schedule 15 County Budget Act Special Districts and Other Agencies - Non Enterprise January 2010 Edition, revision #1 Financing Sources and Uses by Budget Unit by Object Fiscal Year 2021-2022 2019-2020 Actuals 2020-2021 Estimated 2021-2022 Requested 2021-2022 Recommended 2 3 4 5 Taxes Other Than Cur Prop $1,047 $1,036 $1,078 $1,078 $1,047 $1,036 $1,078 $1,078 Other Charges $256 $2,769 $458 $458 Expenditure Transfers $0 $620 $620 $620 Total Other Financing Uses $0 $620 $620 $620 $256 $3,389 $1,078 $1,078 ($791)$2,353 $0 $0 Total Revenue Other Financing Uses Total Expenditures/Appropriations Net Cost State Controller Schedules SVC AREA P6 ZONE 2602 (273100) Detail by Revenue Category and Expenditure Object 1 Contra Costa County Schedule 15 County Budget Act Special Districts and Other Agencies - Non Enterprise January 2010 Edition, revision #1 Financing Sources and Uses by Budget Unit by Object Fiscal Year 2021-2022 2019-2020 Actuals 2020-2021 Estimated 2021-2022 Requested 2021-2022 Recommended 2 3 4 5 Taxes Other Than Cur Prop $2,691 $2,664 $2,772 $2,772 $2,691 $2,664 $2,772 $2,772 Other Charges $258 $1,322 $422 $422 Expenditure Transfers $2,433 $2,042 $2,350 $2,350 Total Other Financing Uses $2,433 $2,042 $2,350 $2,350 $2,691 $3,364 $2,772 $2,772 ($0)$700 $0 $0 Detail by Revenue Category and Expenditure Object 1 Total Revenue Other Financing Uses Total Expenditures/Appropriations Net Cost State Controller Schedules SVC AREA P6 ZONE 0204 (273200) Contra Costa County Schedule 15 County Budget Act Special Districts and Other Agencies - Non Enterprise January 2010 Edition, revision #1 Financing Sources and Uses by Budget Unit by Object Fiscal Year 2021-2022 2019-2020 Actuals 2020-2021 Estimated 2021-2022 Requested 2021-2022 Recommended 2 3 4 5 Taxes Other Than Cur Prop $3,203 $3,171 $3,299 $3,299 $3,203 $3,171 $3,299 $3,299 Other Charges $259 $1,273 $473 $473 Expenditure Transfers $4,343 $2,598 $2,826 $2,826 Total Other Financing Uses $4,343 $2,598 $2,826 $2,826 $4,602 $3,871 $3,299 $3,299 $1,400 $700 $0 $0 Total Expenditures/Appropriations Net Cost State Controller Schedules SVC AREA P6 ZONE 1003 (273300) Detail by Revenue Category and Expenditure Object 1 Total Revenue Other Financing Uses Contra Costa County Schedule 15 County Budget Act Special Districts and Other Agencies - Non Enterprise January 2010 Edition, revision #1 Financing Sources and Uses by Budget Unit by Object Fiscal Year 2021-2022 2019-2020 Actuals 2020-2021 Estimated 2021-2022 Requested 2021-2022 Recommended 2 3 4 5 Taxes Other Than Cur Prop $2,038 $2,018 $2,099 $2,099 $2,038 $2,018 $2,099 $2,099 Other Charges $256 $1,212 $412 $412 Expenditure Transfers $2,622 $1,506 $1,687 $1,687 Total Other Financing Uses $2,622 $1,506 $1,687 $1,687 $2,878 $2,718 $2,099 $2,099 $840 $700 $0 $0 Total Revenue Other Financing Uses Total Expenditures/Appropriations Net Cost State Controller Schedules SVC AREA P6 ZONE 1201 (273400) Detail by Revenue Category and Expenditure Object 1 Contra Costa County Schedule 15 County Budget Act Special Districts and Other Agencies - Non Enterprise January 2010 Edition, revision #1 Financing Sources and Uses by Budget Unit by Object Fiscal Year 2021-2022 2019-2020 Actuals 2020-2021 Estimated 2021-2022 Requested 2021-2022 Recommended 2 3 4 5 Taxes Other Than Cur Prop $245,011 $235,107 $252,361 $252,361 $245,011 $235,107 $252,361 $252,361 Other Charges $960 $12,491 $2,491 $2,491 Expenditure Transfers $244,125 $232,750 $249,870 $249,870 Total Other Financing Uses $244,125 $232,750 $249,870 $249,870 $245,085 $245,241 $252,361 $252,361 $74 $10,134 $0 $0 Detail by Revenue Category and Expenditure Object 1 Total Revenue Other Financing Uses Total Expenditures/Appropriations Net Cost State Controller Schedules SVC AREA P6 ZONE 2203 (273500) Contra Costa County Schedule 15 County Budget Act Special Districts and Other Agencies - Non Enterprise January 2010 Edition, revision #1 Financing Sources and Uses by Budget Unit by Object Fiscal Year 2021-2022 2019-2020 Actuals 2020-2021 Estimated 2021-2022 Requested 2021-2022 Recommended 2 3 4 5 Taxes Other Than Cur Prop $50,371 $49,876 $51,882 $51,882 $50,371 $49,876 $51,882 $51,882 Other Charges $397 $3,701 $701 $701 Expenditure Transfers $48,939 $49,049 $51,181 $51,181 Total Other Financing Uses $48,939 $49,049 $51,181 $51,181 $49,336 $52,750 $51,882 $51,882 ($1,035)$2,874 $0 $0 Total Expenditures/Appropriations Net Cost State Controller Schedules SVC AREA P6 ZONE 3001 (273600) Detail by Revenue Category and Expenditure Object 1 Total Revenue Other Financing Uses Contra Costa County Schedule 15 County Budget Act Special Districts and Other Agencies - Non Enterprise January 2010 Edition, revision #1 Financing Sources and Uses by Budget Unit by Object Fiscal Year 2021-2022 2019-2020 Actuals 2020-2021 Estimated 2021-2022 Requested 2021-2022 Recommended 2 3 4 5 Taxes Other Than Cur Prop $59,105 $58,525 $60,879 $60,879 $59,105 $58,525 $60,879 $60,879 Other Charges $423 $4,596 $696 $696 Expenditure Transfers $58,795 $56,657 $60,183 $60,183 Total Other Financing Uses $58,795 $56,657 $60,183 $60,183 $59,218 $61,253 $60,879 $60,879 $112 $2,728 $0 $0 Total Revenue Other Financing Uses Total Expenditures/Appropriations Net Cost State Controller Schedules SVC AREA P6 ZONE 0504 (273700) Detail by Revenue Category and Expenditure Object 1 Contra Costa County Schedule 15 County Budget Act Special Districts and Other Agencies - Non Enterprise January 2010 Edition, revision #1 Financing Sources and Uses by Budget Unit by Object Fiscal Year 2021-2022 2019-2020 Actuals 2020-2021 Estimated 2021-2022 Requested 2021-2022 Recommended 2 3 4 5 Taxes Other Than Cur Prop $905 $896 $932 $932 $905 $896 $932 $932 Other Charges $254 $3,285 $932 $932 Expenditure Transfers $0 $0 $0 $0 Total Other Financing Uses $0 $0 $0 $0 $254 $3,285 $932 $932 ($651)$2,389 $0 $0 Detail by Revenue Category and Expenditure Object 1 Total Revenue Other Financing Uses Total Expenditures/Appropriations Net Cost State Controller Schedules SVC AREA P6 ZONE 3102 (273800) Contra Costa County Schedule 15 County Budget Act Special Districts and Other Agencies - Non Enterprise January 2010 Edition, revision #1 Financing Sources and Uses by Budget Unit by Object Fiscal Year 2021-2022 2019-2020 Actuals 2020-2021 Estimated 2021-2022 Requested 2021-2022 Recommended 2 3 4 5 Taxes Other Than Cur Prop $6,114 $6,054 $6,298 $6,298 $6,114 $6,054 $6,298 $6,298 Other Charges $265 $1,129 $329 $329 Expenditure Transfers $5,849 $5,625 $5,969 $5,969 Total Other Financing Uses $5,849 $5,625 $5,969 $5,969 $6,114 $6,754 $6,298 $6,298 ($0)$700 $0 $0 Total Expenditures/Appropriations Net Cost State Controller Schedules SVC AREA P6 ZONE 3104 (273900) Detail by Revenue Category and Expenditure Object 1 Total Revenue Other Financing Uses Contra Costa County Schedule 15 County Budget Act Special Districts and Other Agencies - Non Enterprise January 2010 Edition, revision #1 Financing Sources and Uses by Budget Unit by Object Fiscal Year 2021-2022 2019-2020 Actuals 2020-2021 Estimated 2021-2022 Requested 2021-2022 Recommended 2 3 4 5 Taxes Other Than Cur Prop $112,970 $111,859 $116,359 $116,359 $112,970 $111,859 $116,359 $116,359 Other Charges $575 $9,715 $1,215 $1,215 Expenditure Transfers $110,957 $109,221 $115,144 $115,144 Total Other Financing Uses $110,957 $109,221 $115,144 $115,144 $111,532 $118,936 $116,359 $116,359 ($1,438)$7,077 $0 $0 Total Revenue Other Financing Uses Total Expenditures/Appropriations Net Cost State Controller Schedules SVC AREA P6 ZONE 2202 (274000) Detail by Revenue Category and Expenditure Object 1 Contra Costa County Schedule 15 County Budget Act Special Districts and Other Agencies - Non Enterprise January 2010 Edition, revision #1 Financing Sources and Uses by Budget Unit by Object Fiscal Year 2021-2022 2019-2020 Actuals 2020-2021 Estimated 2021-2022 Requested 2021-2022 Recommended 2 3 4 5 Taxes Other Than Cur Prop $564 $558 $581 $581 $564 $558 $581 $581 Other Charges $252 $2,356 $356 $356 Expenditure Transfers $0 $225 $225 $225 Total Other Financing Uses $0 $225 $225 $225 $252 $2,581 $581 $581 ($312)$2,023 $0 $0 Detail by Revenue Category and Expenditure Object 1 Total Revenue Other Financing Uses Total Expenditures/Appropriations Net Cost State Controller Schedules SVC AREA P6 ZONE 0205 (274100) Contra Costa County Schedule 15 County Budget Act Special Districts and Other Agencies - Non Enterprise January 2010 Edition, revision #1 Financing Sources and Uses by Budget Unit by Object Fiscal Year 2021-2022 2019-2020 Actuals 2020-2021 Estimated 2021-2022 Requested 2021-2022 Recommended 2 3 4 5 Taxes Other Than Cur Prop $133,235 $131,918 $137,232 $137,232 $133,235 $131,918 $137,232 $137,232 Other Charges $682 $5,712 $1,212 $1,212 Expenditure Transfers $131,143 $130,616 $136,020 $136,020 Total Other Financing Uses $131,143 $130,616 $136,020 $136,020 $131,825 $136,328 $137,232 $137,232 ($1,410)$4,410 $0 $0 Total Expenditures/Appropriations Net Cost State Controller Schedules SVC AREA P6 ZONE 0301 (274200) Detail by Revenue Category and Expenditure Object 1 Total Revenue Other Financing Uses Contra Costa County Schedule 15 County Budget Act Special Districts and Other Agencies - Non Enterprise January 2010 Edition, revision #1 Financing Sources and Uses by Budget Unit by Object Fiscal Year 2021-2022 2019-2020 Actuals 2020-2021 Estimated 2021-2022 Requested 2021-2022 Recommended 2 3 4 5 Taxes Other Than Cur Prop $4,784 $4,737 $4,927 $4,927 $4,784 $4,737 $4,927 $4,927 Other Charges $264 $1,406 $406 $406 Expenditure Transfers $4,514 $4,181 $4,521 $4,521 Total Other Financing Uses $4,514 $4,181 $4,521 $4,521 $4,778 $5,587 $4,927 $4,927 ($6)$850 $0 $0 Total Revenue Other Financing Uses Total Expenditures/Appropriations Net Cost State Controller Schedules SVC AREA P6 ZONE 1004 (274300) Detail by Revenue Category and Expenditure Object 1 Contra Costa County Schedule 15 County Budget Act Special Districts and Other Agencies - Non Enterprise January 2010 Edition, revision #1 Financing Sources and Uses by Budget Unit by Object Fiscal Year 2021-2022 2019-2020 Actuals 2020-2021 Estimated 2021-2022 Requested 2021-2022 Recommended 2 3 4 5 Taxes Other Than Cur Prop $2,256 $2,233 $2,324 $2,324 $2,256 $2,233 $2,324 $2,324 Other Charges $257 $3,127 $518 $518 Expenditure Transfers $0 $1,806 $1,806 $1,806 Total Other Financing Uses $0 $1,806 $1,806 $1,806 $257 $4,933 $2,324 $2,324 ($1,999)$2,700 $0 $0 Detail by Revenue Category and Expenditure Object 1 Total Revenue Other Financing Uses Total Expenditures/Appropriations Net Cost State Controller Schedules SVC AREA P6 ZONE 2603 (274400) Contra Costa County Schedule 15 County Budget Act Special Districts and Other Agencies - Non Enterprise January 2010 Edition, revision #1 Financing Sources and Uses by Budget Unit by Object Fiscal Year 2021-2022 2019-2020 Actuals 2020-2021 Estimated 2021-2022 Requested 2021-2022 Recommended 2 3 4 5 Taxes Other Than Cur Prop $7,613 $6,822 $7,842 $7,842 $7,613 $6,822 $7,842 $7,842 Other Charges $271 $8,509 $509 $509 Expenditure Transfers $6,655 $0 $7,333 $7,333 Total Other Financing Uses $6,655 $0 $7,333 $7,333 $6,926 $8,509 $7,842 $7,842 ($687)$1,687 $0 $0 Total Expenditures/Appropriations Net Cost State Controller Schedules SVC AREA P6 ZONE 2703 (274500) Detail by Revenue Category and Expenditure Object 1 Total Revenue Other Financing Uses Contra Costa County Schedule 15 County Budget Act Special Districts and Other Agencies - Non Enterprise January 2010 Edition, revision #1 Financing Sources and Uses by Budget Unit by Object Fiscal Year 2021-2022 2019-2020 Actuals 2020-2021 Estimated 2021-2022 Requested 2021-2022 Recommended 2 3 4 5 Taxes Other Than Cur Prop $3,274 $3,241 $3,372 $3,372 $3,274 $3,241 $3,372 $3,372 Other Charges $257 $2,414 $414 $414 Expenditure Transfers $4,853 $1,527 $2,958 $2,958 Total Other Financing Uses $4,853 $1,527 $2,958 $2,958 $5,110 $3,941 $3,372 $3,372 $1,836 $700 $0 $0 Total Revenue Other Financing Uses Total Expenditures/Appropriations Net Cost State Controller Schedules SVC AREA P6 ZONE 3002 (274600) Detail by Revenue Category and Expenditure Object 1 Contra Costa County Schedule 15 County Budget Act Special Districts and Other Agencies - Non Enterprise January 2010 Edition, revision #1 Financing Sources and Uses by Budget Unit by Object Fiscal Year 2021-2022 2019-2020 Actuals 2020-2021 Estimated 2021-2022 Requested 2021-2022 Recommended 2 3 4 5 Taxes Other Than Cur Prop $273 $270 $281 $281 $273 $270 $281 $281 Other Charges $252 $1,002 $281 $281 $252 $1,002 $281 $281 ($21)$732 $0 $0 Detail by Revenue Category and Expenditure Object 1 Total Revenue Total Expenditures/Appropriations Net Cost State Controller Schedules SVC AREA P6 ZONE 3105 (274700) Contra Costa County Schedule 15 County Budget Act Special Districts and Other Agencies - Non Enterprise January 2010 Edition, revision #1 Financing Sources and Uses by Budget Unit by Object Fiscal Year 2021-2022 2019-2020 Actuals 2020-2021 Estimated 2021-2022 Requested 2021-2022 Recommended 2 3 4 5 Taxes Other Than Cur Prop $273 $270 $281 $281 $273 $270 $281 $281 Other Charges $251 $1,007 $281 $281 $251 $1,007 $281 $281 ($22)$737 $0 $0 SVC AREA P6 ZONE 3106 (274800) Detail by Revenue Category and Expenditure Object 1 Total Revenue Total Expenditures/Appropriations Net Cost State Controller Schedules Contra Costa County Schedule 15 County Budget Act Special Districts and Other Agencies - Non Enterprise January 2010 Edition, revision #1 Financing Sources and Uses by Budget Unit by Object Fiscal Year 2021-2022 2019-2020 Actuals 2020-2021 Estimated 2021-2022 Requested 2021-2022 Recommended 2 3 4 5 Taxes Other Than Cur Prop $546 $540 $562 $562 $546 $540 $562 $562 Other Charges $252 $1,625 $391 $391 Expenditure Transfers $0 $171 $171 $171 Total Other Financing Uses $0 $171 $171 $171 $252 $1,796 $562 $562 ($294)$1,256 $0 $0 Total Expenditures/Appropriations Net Cost State Controller Schedules SVC AREA P6 ZONE 3107 (274900) Detail by Revenue Category and Expenditure Object 1 Total Revenue Other Financing Uses Contra Costa County Schedule 15 County Budget Act Special Districts and Other Agencies - Non Enterprise January 2010 Edition, revision #1 Financing Sources and Uses by Budget Unit by Object Fiscal Year 2021-2022 2019-2020 Actuals 2020-2021 Estimated 2021-2022 Requested 2021-2022 Recommended 2 3 4 5 Taxes Current Property $33,286 $35,000 $36,000 $36,000 Taxes Other Than Cur Prop (74)(200)(200)(200) Intergovernmental Revenue 188 200 200 200 $33,400 $35,000 $36,000 $36,000 Services And Supplies $0 $0 $800 $800 Other Charges 33,400 35,002 35,200 35,200 $33,400 $35,002 $36,000 $36,000 $0 $2 $0 $0 Total Revenue Total Expenditures/Appropriations Net Cost State Controller Schedules SERVICE AREA R-4 MORAGA (275100) Detail by Revenue Category and Expenditure Object 1 Contra Costa County Schedule 15 County Budget Act Special Districts and Other Agencies - Non Enterprise January 2010 Edition, revision #1 Financing Sources and Uses by Budget Unit by Object Fiscal Year 2021-2022 2019-2020 Actuals 2020-2021 Estimated 2021-2022 Requested 2021-2022 Recommended 2 3 4 5 Intergovernmental Revenue $0 $0 $0 $0 Miscellaneous Revenue 2,500 0 5,000 5,000 $2,500 $0 $5,000 $5,000 Services And Supplies $3,650 $27,696 $1,468 $1,468 Other Charges 1,989 5,032 1,532 1,532 Expenditure Transfers $1,784 $1,000 $2,000 $2,000 Total Other Financing Uses $1,784 $1,000 $2,000 $2,000 $7,424 $33,728 $5,000 $5,000 $4,924 $33,728 $0 $0 1 Total Revenue Other Financing Uses Total Expenditures/Appropriations Net Cost State Controller Schedules SERVICE AREA R-9 EL SOBRANTE (275700) Detail by Revenue Category and Expenditure Object Contra Costa County Schedule 15 County Budget Act Special Districts and Other Agencies - Non Enterprise January 2010 Edition, revision #1 Financing Sources and Uses by Budget Unit by Object Fiscal Year 2021-2022 2019-2020 Actuals 2020-2021 Estimated 2021-2022 Requested 2021-2022 Recommended 2 3 4 5 Taxes Current Property $1,288,894 $1,268,524 $1,346,400 $1,346,400 Taxes Other Than Cur Prop (2,847)(5,000)(5,000)(5,000) Use Of Money & Property 8,083 50,000 2,000 2,000 Intergovernmental Revenue 7,485 8,600 8,600 8,600 Charges For Services 0 7,500 7,500 7,500 $1,301,615 $1,329,624 $1,359,500 $1,359,500 Services And Supplies $718,896 $381,910 $387,410 $387,410 Other Charges 202,834 301,100 306,100 306,100 Fixed Assets ($2,405)$4,369,039 $5,042,208 $5,042,208 Total Capital Assets ($2,405)$4,369,039 $5,042,208 $5,042,208 Expenditure Transfers $128,012 $148,900 $150,900 $150,900 Total Other Financing Uses $128,012 $148,900 $150,900 $150,900 $1,047,337 $5,200,949 $5,886,618 $5,886,618 ($254,278)$3,871,325 $4,527,118 $4,527,118 Total Expenditures/Appropriations Net Cost SERVICE AREA R-7 ZONE A (275800) Detail by Revenue Category and Expenditure Object 1 Total Revenue Capital Assets Other Financing Uses State Controller Schedules Contra Costa County Schedule 15 County Budget Act Special Districts and Other Agencies - Non Enterprise January 2010 Edition, revision #1 Financing Sources and Uses by Budget Unit by Object Fiscal Year 2021-2022 2019-2020 Actuals 2020-2021 Estimated 2021-2022 Requested 2021-2022 Recommended 2 3 4 5 Use Of Money & Property $23,109 $32,300 $0 $0 Intergovernmental Revenue 0 0 0 0 Charges For Services 10,400 4,200 0 0 Miscellaneous Revenue 115 0 65,000 65,000 $33,624 $36,500 $65,000 $65,000 Services And Supplies $8,088 $56,748 $63,758 $63,758 Other Charges 6,585 10,800 10,502 10,502 Expenditure Transfers $9,236 $10,000 $4,000 $4,000 Total Other Financing Uses $9,236 $10,000 $4,000 $4,000 $23,910 $77,548 $78,260 $78,260 ($9,714)$41,048 $13,260 $13,260 Total Revenue Other Financing Uses Total Expenditures/Appropriations Net Cost State Controller Schedules SERVICE AREA R-10 RODEO (276000) Detail by Revenue Category and Expenditure Object 1 Contra Costa County Schedule 15 County Budget Act Special Districts and Other Agencies - Non Enterprise January 2010 Edition, revision #1 Financing Sources and Uses by Budget Unit by Object Fiscal Year 2021-2022 2019-2020 Actuals 2020-2021 Estimated 2021-2022 Requested 2021-2022 Recommended 2 3 4 5 Use Of Money & Property $305 $450 $115 $115 $305 $450 $115 $115 Services And Supplies $1,000 $4,947 $7,634 $7,634 Other Charges 4 10,004 7,010 7,010 Expenditure Transfers $451 $9,000 $7,500 $7,500 Total Other Financing Uses $451 $9,000 $7,500 $7,500 $1,455 $23,951 $22,144 $22,144 $1,150 $23,501 $22,029 $22,029 Detail by Revenue Category and Expenditure Object 1 Total Revenue Other Financing Uses Total Expenditures/Appropriations Net Cost State Controller Schedules Disc Bay West Parking (277100) Contra Costa County Schedule 15 County Budget Act Special Districts and Other Agencies - Non Enterprise January 2010 Edition, revision #1 Financing Sources and Uses by Budget Unit by Object Fiscal Year 2021-2022 2019-2020 Actuals 2020-2021 Estimated 2021-2022 Requested 2021-2022 Recommended 2 3 4 5 Taxes Other Than Cur Prop $3,142 $3,111 $3,236 $3,236 $3,142 $3,111 $3,236 $3,236 Other Charges $259 $1,300 $400 $400 Expenditure Transfers $2,882 $2,511 $2,836 $2,836 Total Other Financing Uses $2,882 $2,511 $2,836 $2,836 $3,141 $3,811 $3,236 $3,236 ($0)$700 $0 $0 Total Expenditures/Appropriations Net Cost State Controller Schedules SVC AREA P6 ZONE 0210 (277500) Detail by Revenue Category and Expenditure Object 1 Total Revenue Other Financing Uses Contra Costa County Schedule 15 County Budget Act Special Districts and Other Agencies - Non Enterprise January 2010 Edition, revision #1 Financing Sources and Uses by Budget Unit by Object Fiscal Year 2021-2022 2019-2020 Actuals 2020-2021 Estimated 2021-2022 Requested 2021-2022 Recommended 2 3 4 5 Taxes Other Than Cur Prop $4,189 $4,148 $4,315 $4,315 $4,189 $4,148 $4,315 $4,315 Other Charges $264 $1,032 $432 $432 Expenditure Transfers $3,925 $3,616 $3,883 $3,883 Total Other Financing Uses $3,925 $3,616 $3,883 $3,883 $4,189 $4,648 $4,315 $4,315 ($1)$500 $0 $0 Total Revenue Other Financing Uses Total Expenditures/Appropriations Net Cost State Controller Schedules SVC AREA P6 ZONE 1513 (277600) Detail by Revenue Category and Expenditure Object 1 Contra Costa County Schedule 15 County Budget Act Special Districts and Other Agencies - Non Enterprise January 2010 Edition, revision #1 Financing Sources and Uses by Budget Unit by Object Fiscal Year 2021-2022 2019-2020 Actuals 2020-2021 Estimated 2021-2022 Requested 2021-2022 Recommended 2 3 4 5 Taxes Other Than Cur Prop $1,309 $1,296 $1,348 $1,348 $1,309 $1,296 $1,348 $1,348 Other Charges $259 $2,827 $499 $499 Expenditure Transfers $0 $849 $849 $849 Total Other Financing Uses $0 $849 $849 $849 $259 $3,676 $1,348 $1,348 ($1,051)$2,380 $0 $0 Detail by Revenue Category and Expenditure Object 1 Total Revenue Other Financing Uses Total Expenditures/Appropriations Net Cost State Controller Schedules SVC AREA P6 ZONE 2604 (277700) Contra Costa County Schedule 15 County Budget Act Special Districts and Other Agencies - Non Enterprise January 2010 Edition, revision #1 Financing Sources and Uses by Budget Unit by Object Fiscal Year 2021-2022 2019-2020 Actuals 2020-2021 Estimated 2021-2022 Requested 2021-2022 Recommended 2 3 4 5 Taxes Other Than Cur Prop $33,774 $33,441 $34,788 $34,788 $33,774 $33,441 $34,788 $34,788 Other Charges $343 $2,918 $918 $918 Expenditure Transfers $32,170 $32,785 $33,870 $33,870 Total Other Financing Uses $32,170 $32,785 $33,870 $33,870 $32,513 $35,703 $34,788 $34,788 ($1,262)$2,262 $0 $0 Total Expenditures/Appropriations Net Cost State Controller Schedules SVC AREA P6 ZONE 2605 (277800) Detail by Revenue Category and Expenditure Object 1 Total Revenue Other Financing Uses Contra Costa County Schedule 15 County Budget Act Special Districts and Other Agencies - Non Enterprise January 2010 Edition, revision #1 Financing Sources and Uses by Budget Unit by Object Fiscal Year 2021-2022 2019-2020 Actuals 2020-2021 Estimated 2021-2022 Requested 2021-2022 Recommended 2 3 4 5 Taxes Other Than Cur Prop $2,356 $2,333 $2,427 $2,427 $2,356 $2,333 $2,427 $2,427 Other Charges $257 $1,655 $455 $455 Expenditure Transfers $3,222 $1,639 $1,972 $1,972 Total Other Financing Uses $3,222 $1,639 $1,972 $1,972 $3,479 $3,294 $2,427 $2,427 $1,122 $961 $0 $0 Total Revenue Other Financing Uses Total Expenditures/Appropriations Net Cost State Controller Schedules SVC AREA P6 ZONE 3003 (277900) Detail by Revenue Category and Expenditure Object 1 Contra Costa County Schedule 15 County Budget Act Special Districts and Other Agencies - Non Enterprise January 2010 Edition, revision #1 Financing Sources and Uses by Budget Unit by Object Fiscal Year 2021-2022 2019-2020 Actuals 2020-2021 Estimated 2021-2022 Requested 2021-2022 Recommended 2 3 4 5 Taxes Other Than Cur Prop $524 $0 $539 $539 $524 $0 $539 $539 Other Charges $251 $273 $539 $539 $251 $273 $539 $539 ($273)$273 $0 $0 Detail by Revenue Category and Expenditure Object 1 Total Revenue Total Expenditures/Appropriations Net Cost State Controller Schedules SVC AREA P6 ZONE 3004 (278000) Contra Costa County Schedule 15 County Budget Act Special Districts and Other Agencies - Non Enterprise January 2010 Edition, revision #1 Financing Sources and Uses by Budget Unit by Object Fiscal Year 2021-2022 2019-2020 Actuals 2020-2021 Estimated 2021-2022 Requested 2021-2022 Recommended 2 3 4 5 Taxes Other Than Cur Prop $655 $648 $674 $674 $655 $648 $674 $674 Other Charges $254 $1,428 $354 $354 Expenditure Transfers $0 $320 $320 $320 Total Other Financing Uses $0 $320 $320 $320 $254 $1,748 $674 $674 ($400)$1,100 $0 $0Net Cost SVC AREA P6 ZONE 3108 (278100) Detail by Revenue Category and Expenditure Object 1 Total Revenue Other Financing Uses Total Expenditures/Appropriations State Controller Schedules Contra Costa County Schedule 15 County Budget Act Special Districts and Other Agencies - Non Enterprise January 2010 Edition, revision #1 Financing Sources and Uses by Budget Unit by Object Fiscal Year 2021-2022 2019-2020 Actuals 2020-2021 Estimated 2021-2022 Requested 2021-2022 Recommended 2 3 4 5 Taxes Other Than Cur Prop $785 $779 $809 $809 $785 $779 $809 $809 Other Charges $251 $2,999 $809 $809 Expenditure Transfers $0 $0 $0 $0 Total Other Financing Uses $0 $0 $0 $0 $251 $2,999 $809 $809 ($535)$2,220 $0 $0 Other Financing Uses Total Expenditures/Appropriations Net Cost State Controller Schedules SVC AREA P6 ZONE 3109 (278200) Detail by Revenue Category and Expenditure Object 1 Total Revenue Contra Costa County Schedule 15 County Budget Act Special Districts and Other Agencies - Non Enterprise January 2010 Edition, revision #1 Financing Sources and Uses by Budget Unit by Object Fiscal Year 2021-2022 2019-2020 Actuals 2020-2021 Estimated 2021-2022 Requested 2021-2022 Recommended 2 3 4 5 Taxes Other Than Cur Prop $655 $649 $674 $674 $655 $649 $674 $674 Other Charges $254 $1,814 $425 $425 Expenditure Transfers $0 $249 $249 $249 Total Other Financing Uses $0 $249 $249 $249 $254 $2,063 $674 $674 ($400)$1,414 $0 $0 1 Total Revenue Other Financing Uses Total Expenditures/Appropriations Net Cost State Controller Schedules SVC AREA P6 ZONE 3110 (278300) Detail by Revenue Category and Expenditure Object Contra Costa County Schedule 15 County Budget Act Special Districts and Other Agencies - Non Enterprise January 2010 Edition, revision #1 Financing Sources and Uses by Budget Unit by Object Fiscal Year 2021-2022 2019-2020 Actuals 2020-2021 Estimated 2021-2022 Requested 2021-2022 Recommended 2 3 4 5 Taxes Other Than Cur Prop $7,524 $7,450 $7,750 $7,750 $7,524 $7,450 $7,750 $7,750 Other Charges $280 $2,958 $558 $558 Expenditure Transfers $5,702 $6,734 $7,192 $7,192 Total Other Financing Uses $5,702 $6,734 $7,192 $7,192 $5,982 $9,692 $7,750 $7,750 ($1,542)$2,242 $0 $0Net Cost SVC AREA P6 ZONE 3112 (278500) Detail by Revenue Category and Expenditure Object 1 Total Revenue Other Financing Uses Total Expenditures/Appropriations State Controller Schedules Contra Costa County Schedule 15 County Budget Act Special Districts and Other Agencies - Non Enterprise January 2010 Edition, revision #1 Financing Sources and Uses by Budget Unit by Object Fiscal Year 2021-2022 2019-2020 Actuals 2020-2021 Estimated 2021-2022 Requested 2021-2022 Recommended 2 3 4 5 Taxes Other Than Cur Prop $392 $0 $404 $404 $392 $0 $404 $404 Other Charges $252 $140 $404 $404 $252 $140 $404 $404 ($140)$140 $0 $0 Total Expenditures/Appropriations Net Cost State Controller Schedules SVC AREA P6 ZONE 2606 (278700) Detail by Revenue Category and Expenditure Object 1 Total Revenue Contra Costa County Schedule 15 County Budget Act Special Districts and Other Agencies - Non Enterprise January 2010 Edition, revision #1 Financing Sources and Uses by Budget Unit by Object Fiscal Year 2021-2022 2019-2020 Actuals 2020-2021 Estimated 2021-2022 Requested 2021-2022 Recommended 2 3 4 5 Taxes Current Property $756,887 $855,200 $858,200 $858,200 Taxes Other Than Cur Prop (1,733)0 300 300 Intergovernmental Revenue 4,920 4,800 4,800 4,800 Charges For Services 0 0 0 0 $760,075 $860,000 $863,300 $863,300 Services And Supplies $52,396 $2,565,218 $333,300 $333,300 Other Charges 5,243 60,000 30,000 30,000 Expenditure Transfers $354,462 $500,000 $500,000 $500,000 Total Other Financing Uses $354,462 $500,000 $500,000 $500,000 $412,100 $3,125,218 $863,300 $863,300 ($347,974)$2,265,218 $0 $0 Total Revenue Other Financing Uses Total Expenditures/Appropriations Net Cost State Controller Schedules C C C WATER AGENCY (282500) Detail by Revenue Category and Expenditure Object 1 Contra Costa County Schedule 15 County Budget Act Special Districts and Other Agencies - Non Enterprise January 2010 Edition, revision #1 Financing Sources and Uses by Budget Unit by Object Fiscal Year 2021-2022 2019-2020 Actuals 2020-2021 Estimated 2021-2022 Requested 2021-2022 Recommended 2 3 4 5 Miscellaneous Revenue $2,281 $0 $0 $0 $2,281 $0 $0 $0 Services And Supplies $2,281 $0 $0 $0 $2,281 $0 $0 $0 $0 $0 $0 $0 Detail by Revenue Category and Expenditure Object 1 Total Revenue Total Expenditures/Appropriations Net Cost State Controller Schedules HILLCREST HEIGHTS GHAD (286200) RECOMMENDATION(S): APPROVE and AUTHORIZE the Agricultural Commissioner, or designee, to execute an annual financial plan with the United States Department of Agriculture for payment by the County in an amount not to exceed $46,381 for receipt of wildlife damage management services for the period July 1, 2021 through June 30, 2022, as part of an existing cooperative agreement between the County and USDA. FISCAL IMPACT: This agreement is funded with State Unclaimed Gas Tax revenue (60%) and County General Fund (40%). BACKGROUND: The United States Department of Agriculture (USDA) and Animal and Plant Health Inspection Services is a federal agency, which carries out wildlife damage management activities in the County to assist property owners, businesses, private citizens, and governmental agencies in resolving wildlife damage problems. Under this agreement, USDA assistance to the County may include (1) technical assistance through demonstration and instruction of wildlife damage prevention and/or control techniques, (2) predator identification and removal when livestock, crop or natural resource APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 04/20/2021 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: Stephanna, 608-6600 I hereby certify that this is a true and correct copy of an action taken and entered on the minutes of the Board of Supervisors on the date shown. ATTESTED: April 20, 2021 Monica Nino, County Administrator and Clerk of the Board of Supervisors By: June McHuen, Deputy cc: C.114 To:Board of Supervisors From:Matt Slattengren, Ag Commissioner/Weights & Measures Director Date:April 20, 2021 Contra Costa County Subject:Agreement 21-73-06-0251-RA USDA/APHIS Wildlife Services BACKGROUND: (CONT'D) damage is verified, (3) nuisance wildlife technical assistance including removal, if necessary, when property damage is identified and (4) removal of wildlife displaying aggressive behavior or causing actual injury to County residents. CONSEQUENCE OF NEGATIVE ACTION: A negative action will restrict the Department in providing wildlife damage management services and taking corrective actions on existing wildlife damage problems for the residents of the County. ATTACHMENTS RECOMMENDATION(S): APPROVE and AUTHORIZE the Agricultural Commissioner, or designee, to execute an amendment to the Industrial Hemp Cultivation Program Agreement with the California Department of Food and Agriculture to add a provision requiring the County to indemnify the State for any damages arising out of the agreement, effective July 1, 2020. FISCAL IMPACT: The County will be reimbursed in an amount not to exceed $80,175 to register industrial hemp growers and seed breeders and enforce all laws and regulations pertaining to industrial hemp cultivation. BACKGROUND: The Food and Agricultural Code (FAC) requires growers of industrial hemp and seed breeders to register with the county agricultural commissioners before growing industrial hemp. When a registrant wishes to alter the land area or change the seed cultivar grown, the registrant must notify and obtain approval from the agricultural commissioner from the county in which the APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 04/20/2021 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: Stephanna, 608-6600 I hereby certify that this is a true and correct copy of an action taken and entered on the minutes of the Board of Supervisors on the date shown. ATTESTED: April 20, 2021 Monica Nino, County Administrator and Clerk of the Board of Supervisors By: June McHuen, Deputy cc: C.115 To:Board of Supervisors From:Matt Slattengren, Ag Commissioner/Weights & Measures Director Date:April 20, 2021 Contra Costa County Subject:Amendment to Agreement 20-0319-000SA-1 Industrial Hemp Cultivation BACKGROUND: (CONT'D) registrant is growing hemp. This amendment changes the property damage provision of the agreement, such that if a property owner claims damages in connection with the industrial hemp program, the County will indemnify and defend CDFA for all claims and losses. This amendment does not impact the moratorium on the cultivation of industrial hemp. CONSEQUENCE OF NEGATIVE ACTION: A negative vote would decrease the County budget for enforcement of this mandated program. ATTACHMENTS RECOMMENDATION(S): ACCEPT the February 2021 Operations Update of the Employment and Human Services Department (EHSD), Community Services Bureau (CSB) as recommended by the Employment and Human Services Director. FISCAL IMPACT: There is no fiscal impact. BACKGROUND: EHSD submits a monthly report to the Contra Costa County Board of Supervisors (BOS) to insure communication and updates to the County Administrator and BOS regarding any and all issues pertaining to the Head Start Program and CSB. APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 04/20/2021 APPROVED AS RECOMMENDED OTHER Clerks Notes: VOTE OF SUPERVISORS AYE:John Gioia, District I Supervisor Candace Andersen, District II Supervisor Diane Burgis, District III Supervisor Karen Mitchoff, District IV Supervisor Federal D. Glover, District V Supervisor Contact: Elaine Burres 608-4960 I hereby certify that this is a true and correct copy of an action taken and entered on the minutes of the Board of Supervisors on the date shown. ATTESTED: April 20, 2021 Monica Nino, County Administrator and Clerk of the Board of Supervisors By: June McHuen, Deputy cc: C.116 To:Board of Supervisors From:Kathy Gallagher, Employment & Human Services Director Date:April 20, 2021 Contra Costa County Subject:February 2021 Operations Update of the Employment and Human Services Department, Community Services Bureau ATTACHMENTS CSB Feb 2021 CAO Report CSB Feb 2021 HS Financials CSB Feb 2021 EHS Financials CSB Feb 2021 EHS CCP Financials CSB Feb 2021 Credit Card Report CSB Feb 2021 CACFP Child Nutrition CSB Feb 2021 LIHEAP CSB Feb 2021 Menu P: 925 681 6300 F: 925 313 8301 1470 Civic Court , Suite 200 Concord, CA 94520 www.cccounty.us/ehsd To: Monica Nino, Contra Costa County Administrator From: Kathy Gallagher, EHSD Director Subject: Community Services Monthly Report Date: February 2021 News /Accomplishments  Community Services Bureau (CSB) is perusing an opportunity for administrative simplification now available to Head Start grantees through grant consolidation. In 2020, CSB consolidated its two Early Head Start -Child Care Partnership (EHS -CCP) grants effectively streamlining grant management processes. The Office of Head Start now allows for grantees to consolidate multiple grants across all program codes. CSB has made the initial request to consolidate all Head Start grants so that the Bureau will hold one grant for all programs; Head Start, Early Head Start, and Early Head Start - Child Care Partnership. Benefits from grant consolidation include being able to more cohesively operate programs and reducing duplicative efforts through streamlined reporting and grant application/amendments. CSB will be able to formally request grant consolidation while applying for the Head Start Continuation grant in October for an effective date of January 1, 2022.  CSB received written notification from California Department of Education (CDE) that they will be conducting the Contract Monitoring Review and Error Rate Review virtually on April 5th-April 16th for all of our state child care contracts. The review consists of verification of processes and activities such as: file eligibility, parent and teacher involvement, due process, staffing qualifications, administrative polices, etc.  CSB is now working o n the Development Phase I of our digital wo rkplace hub, CSBConnect Portal, which will be CSB’s primary communication tool that will provide a one -stop-shop for staff, clients/families and partner agencies to share and provide information relevant to their participation on programs administered by the Bureau. Among the features planned and in development are a Distance Learning portal to provide educational material, virtual classrooms and child progress reports for parents and teachers; a Client Portal to allow families/clients to apply for our programs and check status on their applications; as well as an Appointment Management module to allow clients to schedule and manage their appointments with our program staff.  During the week of February 5, CSB celebrated Pride In Food Service Week where we recognized our Child Nutrition Unit staff for their hard work and daily contributions in ensuring our Head Start and Early Head Start children receive the most nutriti ous and healthy meals each day. The children at the centers helped to celebrate too by creating beautiful drawings and artwork to share with the Child Nutrition Unit staff.  Education Managers, Site Supervisors, and teachers focusing on Distance Learning for children and families met virtually on Februar y 10 to address what is working well with families and what areas need improvement. Teachers indicated that a good majority of families are enjoying and are participating in Zoom meetings with their children. Teachers also indicated that some families stru ggle to balance the needs of the home, cc: Policy Council Chair, Jasmine Cisneros Administration for Children and Families Program Specialist, Chris Pflaumer 2 work, and participating in Distance Learning. The group of staff will continue to meet regularly to problem solve and focus on supporting families in a way that meets their individual needs.  Site Supervisors participated in a Peer Learning Community (PLC) meeting in collaboration with San Mateo Head Start o n February 9. The PLC was established as a way for site supervisors to share concerns, areas of strength, and feedback with one another while building partnerships with staff in another agency.  The Comprehensive Services team have started annual refresher trainings. Staff will attend trainings twice a month from January - April, to review on content areas.  CSB’s Partner Unit added a new Family Child care provider to serve Early Head Start children and their families via our contract with CocoKids. The new provider received orientation via Zoom on February 11, and started on February 15.  The Economic Opportunity Council (EOC) ap pointed two new members to the board. Desire Medlen from East County will be representing the Low - Income sector and Brendan Foley, from Central County, will be representing the Private/ Non -Profit sector of the board. Mrs. Medlen will be joining the Gove rnance subcommittee and Mr. Foley will be joining the Program Services subcommittee.  The EOC received 14 proposals for Community Services Block Grant (CSBG) Request for Interest (RFI) 722 which closed January 22. The EOC is reviewing proposals and will make a final decision on which community partners will be awarded CSBG funding on March 11, 2021. I. Status Updates: a. Caseloads, workload (all programs)  Head Start enrollment: 58.9%  Early Head Start enrollment: 88.4%  Early Head Start Child Care P artnership enrollment: 73%  Head Start Average Daily attendance: 73.8%  Early Head Start Average Daily attendance: 78.4%  Early Head Start Child Care Partnership attendance: 75.6%  Stage 2: 380 children  CAPP: 261 children - In total: 641 children - Incoming transfers from Stage 1: 26 children  LIHEAP: 179 households have been assisted  CARES LIHEAP: 331 households served  Weatherization: 9 households served b. Staffing:  In February, CSB hired two Accountant I's, an Administrative Services Assistant III, Accountant Technician, Associate Teacher, Child Nutrition cc: Policy Council Chair, Jasmine Cisneros Administration for Children and Families Program Specialist, Chris Pflaumer 3 Transporter, and filled several clerical support vacancies. The Bureau also processed temporary upgrades and extensions. For all other vacancies, the Bureau is working through the established process to fill vacancies permanently or by TU with support from EHSD Personnel and HR. c. Union: o One Grievance – Working with Labor on an Step 3 Grievance II. Emerging Issues and Hot Topics:  There are no emerging issues and hot topics to report. 1 2 3 4 5 6 Actual Total YTD Total Remaining 8% Jan-21 Actual Budget Budget % YTD a. Salaries & Wages (Object Class 6a) Permanent 1011 287,308 287,308 3,885,308 3,598,000 7% Temporary 1013 8,421 8,421 262,282 253,861 3% a. PERSONNEL (Object class 6a)295,729 295,729 4,147,590 3,851,861 7% b. FRINGE BENEFITS (Object Class 6b) Fringe Benefits 198,291 198,291 2,834,447 2,636,156 7% b. FRINGE (Object Class 6b)198,291 198,291 2,834,447 2,636,156 7% c. Travel (Object Class 6c)- - - - - HS Staff - - 22,060 22,060 - c. TRAVEL (Object Class 6c)- - 22,060 22,060 - d. EQUIPMENT (Object Class 6d) 2. Classroom/Outdoor/Home-based/FCC - - 15,000 15,000 - 4. Other Equipment - - 15,000 15,000 - d. EQUIPMENT (Object Class 6d)- - 30,000 30,000 - e. SUPPLIES (Object Class 6e) 1. Office Supplies 2,083 2,083 55,000 52,917 4% 2. Child and Family Services Supplies (Includesclassroom Supplies)- - 80,000 80,000 0% 4. Other Supplies Health and Safety Supplies - - 1,000 1,000 0% Computer Supplies, Software Upgrades, Computer Replacement 42,300 42,300 60,000 17,700 71% Health/Safety Supplies - - 2,500 2,500 0% Mental helath/Diasabilities Supplies - - 500 500 Miscellaneous Supplies - - 9,500 9,500 0% Emergency Supplies - - 500 500 0% Employee Morale - - 3,000 3,000 0% Household Supplies - - 1,000 1,000 0% TOTAL SUPPLIES (6e)44,383 44,383 213,000 168,617 21% f. CONTRACTUAL (Object Class 6f) 1. Adm Svcs (e.g., Legal, Accounting, Temporary Contracts)- - 115,000 115,000 0% 2. Health/Disabilities Services - - - - Health Consultant 5,120 5,120 53,000 47,880 10% 5. Training & Technical Assistance - PA11 One Solution - - 5,000 5,000 0% Diane Godard - - 8,500 8,500 0% Josephine Lee - - 4,600 4,600 0% St John Maria/Nalo Ayannakai/Tandem/McClendon - - 26,500 26,500 0% 7. Delegate Agency Costs First Baptist Church Head Start PA22 - - 2,285,865 2,285,865 0% 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)- - 436,403 436,403 0% First Baptist/Fairgrounds Enhance (68 slots x 12 x $225)- - 136,843 136,843 0% FB-E. Leland/Mercy Housing Partnership - - - - Martinez ECC (40 slots x 12 mos. x $225)- - 159,080 159,080 0% Tiny Toes - - 86,744 86,744 0% YMCA of the East Bay - - 702,384 702,384 0% f. CONTRACTUAL (Object Class 6f)5,120 5,120 4,027,919 4,022,799 0% h. OTHER (Object Class 6h) 2. Bldg Occupancy Costs/Rents & Leases 8,661 8,661 535,000 526,339 2% (Rents & Leases/Other Income)8,369 8,369 - (8,369) 4. Utilities, Telephone - - 218,000 218,000 0% 5. Building and Child Liability Insurance - - 4,100 4,100 0% 6. Bldg. Maintenance/Repair and Other Occupancy 204 204 267,000 266,796 0% 8. Local Travel (55.5 cents per mile effective 1/1/2012)25 25 25,875 25,850 0% 9. Nutrition Services Child Nutrition Costs - - 280,000 280,000 0% (CCFP & USDA Reimbursements)- - (107,000) (107,000) 0% 13. Parent Services Parent Conference Registration - PA11 - - 3,000 3,000 0% Parent Resources (Parenting Books, Videos, etc.) - PA11 - - 500 500 0% PC Orientation, Trainings, Materials & Translation - PA11 - - 5,000 5,000 0% Policy Council Activities - - 2,000 2,000 0% Male Involvement Activities - - 500 500 0% Parent Activities (Sites, PC, BOS luncheon) & Appreciation - - 10,300 10,300 0% Child Care/Mileage Reimbursement - - 5,500 5,500 0% 14. Accounting & Legal Services Auditor Controllers - - 3,100 3,100 0% Data Processing/Other Services & Supplies - - 16,500 16,500 0% 15. Publications/Advertising/Printing Outreach/Printing - - 1,500 1,500 0% Recruitment Advertising (Newspaper, Brochures)- - 6,000 6,000 0% 16. Training or Staff Development Agency Memberships (WIPFLI, Meeting Fees, NHSA, NAEYC, etc.)332 332 3,000 2,668 11% Staff Trainings/Dev. Conf. Registrations/Memberships - PA11 625 625 111,184 110,559 1% 17. Other Site Security Guards - - 6,000 6,000 0% Dental/Medical Services - - 1,000 1,000 0% Vehicle Operating/Maintenance & Repair 7,895 7,895 103,600 95,705 8% Equipment Maintenance Repair & Rental 780 780 63,500 62,720 1% Dept. of Health and Human Services-data Base (CORD)- - 10,000 10,000 0% Other Operating Expenses (Facs Admin/Other admin)- - 780,169 780,169 0% Other Departmental Expenses - - 3,189,700 3,189,700 0% h. OTHER (6h)26,890 26,890 5,545,028 5,518,138 0% I. TOTAL DIRECT CHARGES (6a-6h)570,413 570,413 16,820,044 16,249,631 3% j. INDIRECT COSTS - - 788,042 788,042 0% k. TOTALS (ALL BUDGET CATEGORIES)570,413 570,413 17,608,086 17,037,673 3% Non-Federal Share (In-kind)142,603 142,603 4,402,022 4,259,418 3% CONTRA COSTA COUNTY - COMMUNITY SERVICES BUREAU 2021 HEAD START PROGRAM BUDGET PERIOD JANUARY - DECEMBER 2021 AS OF JANUARY 2021 JANUARY Total Remaining 8% DESCRIPTION YTD Actual Budget Budget %YTD a. PERSONNEL 295,729$ 4,147,590$ 3,851,861$ 7% b. FRINGE BENEFITS 198,291 2,834,447 2,636,156 7% c. TRAVEL - 22,060 22,060 0% d. EQUIPMENT - 30,000 30,000 0% e. SUPPLIES 44,383 213,000 168,617 21% f. CONTRACTUAL 5,120 4,027,919 4,022,799 0% g. CONSTRUCTION - - - 0% h. OTHER 26,890 5,545,028 5,518,138 0% I. TOTAL DIRECT CHARGES 570,413$ 16,820,044$ 16,249,631$ 3% j. INDIRECT COSTS - 788,042 788,042 0% k. TOTAL-ALL BUDGET CATEGORIES 570,413$ 17,608,086$ 17,037,673$ 3% In-Kind (Non-Federal Share)142,603$ 4,402,022$ 4,259,418$ 3% CONTRA COSTA COUNTY - COMMUNITY SERVICES BUREAU 2021 HEAD START PROGRAM BUDGET PERIOD JANUARY - DECEMBER 2021 AS OF JANUARY 2021 JANUARY Total Remaining 8% DESCRIPTION YTD Actual Budget Budget %YTD a. PERSONNEL 29,003$ 479,714$ 450,711$ 6% b. FRINGE BENEFITS 17,661 295,675 278,014 6% c. TRAVEL - 2,000 2,000 0% d. EQUIPMENT - - - 0% e. SUPPLIES 1,058 17,100 16,042 6% f. CONTRACTUAL 1,280 1,877,348 1,876,068 0% g. CONSTRUCTION - - - 0% h. OTHER 505 1,114,151 1,113,646 0% I. TOTAL DIRECT CHARGES 49,506$ 3,785,988$ 3,736,482$ 1% j. INDIRECT COSTS - 91,146 91,146 0% k. TOTAL-ALL BUDGET CATEGORIES 49,506$ 3,877,134$ 3,827,628$ 1% In-Kind (Non-Federal Share)12,376$ 969,284$ 956,907$ 1% CONTRA COSTA COUNTY - COMMUNITY SERVICES BUREAU 2021 EARLY HEAD START PROGRAM BUDGET PERIOD JANUARY - DECEMBER 2021 AS OF JANUARY 2021 1 2 3 4 5 6 Actual Total YTD Total Remaining 8% Jan-21 Actual Budget Budget % YTD a. Salaries & Wages (Object Class 6a) Permanent 1011 29,003 29,003 396,703 367,700 7% Temporary 1013 - - 83,011 83,011 0% a. PERSONNEL (Object class 6a)29,003 29,003 479,714 450,711 6% b. FRINGE (Object Class 6b)17,661 17,661 295,675 278,014 6% 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 1,058 1,058 5,000 3,942 21% 2. Child and Family Services Supplies (Includesclassroom Supplies)- - 2,000 2,000 0% 4. Other Supplies Computer Supplies, Software Upgrades, Computer Replacement - - 8,500 8,500 0% Household Supplies - - 1,100 1,100 0% Employee Health and Welfare costs (formerly Employee morale)- - 500 500 0% TOTAL SUPPLIES (6e)1,058 1,058 17,100 16,042 6% f. CONTRACTUAL (Object Class 6f) 1. Adm Svcs (e.g., Legal, Accounting, Temporary Contracts)- - 25,000 25,000 0% 2. Health/Disabilities Services Health Consultant 1,280 1,280 12,000 10,720 11% 5. Training & Technical Assistance - PA11 Leadership Trainings/Seminars/Worshops - - 2,800 2,800 0% Demogtaphic/Data Research - - 4,500 4,500 0% Practice Based Coaching/Classroom Observation - - 3,000 3,000 0% Family Development Credential/Reflective Practice - - 12,600 12,600 0% 8. Other Contracts First Baptist/Fairgrounds and Lone Tree - - 117,420 117,420 0% First Baptist/East Leland and Kids Castle - - 185,400 185,400 0% Aspiranet - - 940,820 940,820 0% Crossroads - - 193,040 193,040 0% KinderCare - - 118,880 118,880 0% Martinez ECC - - 98,880 98,880 0% YMCA of the East Bay - - 163,008 163,008 0% f. CONTRACTUAL (Object Class 6f)1,280 1,280 1,877,348 1,876,068 0% h. OTHER (Object Class 6h) 2. Bldg Occupancy Costs/Rents & Leases - - 35,000 35,000 0% 4. Utilities, Telephone - - 5,000 5,000 0% 5. Building and Child Liability Insurance - - 500 500 0% 6. Bldg. Maintenance/Repair and Other Occupancy - - 5,500 5,500 0% 8. Local Travel (55.5 cents per mile effective 1/1/2012)- - 8,000 8,000 0% 13. Parent Services Parent Conference Registration - PA11 - - 3,000 3,000 0% PC Orientation, Trainings, Materials & Translation - PA11 - - 4,000 4,000 0% Policy Council Activities - - 1,000 1,000 0% Parent Activities (Sites, PC, BOS luncheon) & Appreciation - - 2,000 2,000 0% Child Care/Mileage Reimbursement - - 800 800 0% 14. Accounting & Legal Services Auditor Controllers - - 500 500 0% Data Processing/Other Services & Supplies - - 6,000 6,000 0% Recruitment Advertising (Newspaper, Brochures)- - 200 200 0% 16. Training or Staff Development Agency Memberships (WIPFLI, Meeting Fees, NHSA, NAEYC, etc.)332 332 1,000 668 33% Staff Trainings/Dev. Conf. Registrations/Memberships - PA11 - - 50,044 50,044 0% 17. Other Site Security Guards - - 1,000 1,000 0% Vehicle Operating/Maintenance & Repair 173 173 12,000 11,827 1% Equipment Maintenance Repair & Rental - - 2,500 2,500 0% Dept. of Health and Human Services-data Base (CORD)- - 1,000 1,000 0% Other Operating Expenses (Facs Admin/Other admin)- - 125,107 125,107 0% Other Departmental Expenses - - 850,000 850,000 0% h. OTHER (6h)505 505 1,114,151 1,113,646 0% I. TOTAL DIRECT CHARGES (6a-6h)49,506 49,506 3,785,988 3,736,482 1% j. INDIRECT COSTS - - 91,146 91,146 0% k. TOTALS (ALL BUDGET CATEGORIES)49,506 49,506 3,877,134 3,827,628 1% Non-Federal Share (In-kind)12,376 12,376 969,284 956,907 1% CONTRA COSTA COUNTY - COMMUNITY SERVICES BUREAU 2021 EARLY HEAD START PROGRAM BUDGET PERIOD JANUARY - DECEMBER 2021 AS OF JANUARY 2021 DESCRIPTION a. PERSONNEL b. FRINGE BENEFITS c. TRAVEL d. EQUIPMENT e. SUPPLIES f. CONTRACTUAL g. CONSTRUCTION h. OTHER I. TOTAL DIRECT CHARGES CONTRA COSTA COUNTY - EHSD COMMUNITY SERVICES BUREAU EARLY HEAD START - CHILDCARE PARTNERSHIP PROGRAM BUDGET PERIOD: SEPTEMBER 01, 2020 THROUGH AUGUST 31, 2021 AS OF JANUARY 2021 j. INDIRECT COSTS k. TOTAL-ALL BUDGET CATEGORIES Note: Administration for Children and Families (ACF) approved the non-federal share waiver request for this budget year [Head Start Act Section 640.(b)(4)]. The non-federal share requirement is now $0 at 0%. JANUARY Original Remaining Budget Budget YTD Actual Sep 20-Aug 21 Jan-Aug 21 478,099 1,044,684 566,585 296,793 676,672 379,879 - 7,000 7,000 - - - 14,633 27,000 12,367 189,842 1,181,455 991,613 - - - 462,378 1,918,123 1,455,745 1,441,746 4,854,934 3,413,188 CONTRA COSTA COUNTY - EHSD COMMUNITY SERVICES BUREAU EARLY HEAD START - CHILDCARE PARTNERSHIP PROGRAM BUDGET PERIOD: SEPTEMBER 01, 2020 THROUGH AUGUST 31, 2021 AS OF JANUARY 2021 - 175,440 175,440 1,441,746 5,030,374 3,588,628 Note: Administration for Children and Families (ACF) approved the non-federal share waiver request for this budget year [Head Start Act Section 640.(b)(4)]. The non-federal share requirement is now $0 at 0%. 42% Budget % YTD 46% 44% 0% 0% 54% 16% 0% 24% 30% CONTRA COSTA COUNTY - EHSD COMMUNITY SERVICES BUREAU EARLY HEAD START - CHILDCARE PARTNERSHIP PROGRAM BUDGET PERIOD: SEPTEMBER 01, 2020 THROUGH AUGUST 31, 2021 AS OF JANUARY 2021 0% 29% Note: Administration for Children and Families (ACF) approved the non-federal share waiver request for this budget year [Head Start Act Section 640.(b)(4)]. The non-federal share requirement is now $0 at 0%. 1 2 3 4 5 6 Expenditures a. PERSONNEL (Object Class 6a) Permanent 91,788 472,440 917,589 445,149 51% Temporary 682 5,659 127,095 121,436 4% TOTAL PERSONNEL (Object Class 6a)92,470 478,099 1,044,684 566,585 46% b. FRINGE BENEFITS (Object Class 6b) Fringe_Benefits 59,024 296,793 676,672 379,879 44% TOTAL FRINGE BENEFITS (Object Class 6b)59,024 296,793 676,672 379,879 44% c. TRAVEL (Object Class 6c) 1._Staff_Out-Of-Town_Travel_(Training_and_Technical_Assistance)- - 7,000 7,000 0% TOTAL TRAVEL (Object Class 6c)- - 7,000 7,000 0% e. SUPPLIES (Object Class 6e) 1._Office_Supplies 40 307 4,500 4,193 7% 2._Child_and_Family_Services_Supplies 727 13,485 14,000 515 96% 3. Other Supplies Computer_Supplies,_Software_Upgrades,_Replacemens,_etc.- - 500 500 0% Miscellaneous_Supplies - - 3,000 3,000 0% Household_Supplies 687 841 5,000 4,159 17% TOTAL SUPPLIES (Object Class 6e)1,454 14,633 27,000 12,367 54% f. CONTRACTUAL (Object Class 6f) 1._Adm_Svcs_(e.g.,_Legal,_Accounting,_Temp_Help)- 60 1,000 940 6% 2. Training and Technical AssistanceJudy_Ann_Ventling_[Health_Services]_(Training_and_Technical_Assistance )- - 21,000 21,000 0% Josephine_Lee_(Training_and_Technical_Assistance)480 480 19,400 18,920 2%Crystal_McClendon_[Consultation_Services]_(Training_and_Technical_Assi stance)- - 8,000 8,000 0% Susan_Rogers_[FDC_Classes]_(Training_and_Technical_Assistance)4,560 4,560 8,000 3,440 57%Ayannakai_Nalo_[Reflective_Supervision_Workshops]_(Training_and_Tech nical_Assistance)533 3,739 8,000 4,262 47%Maria_St._John_[Reflective_Supervision_Consultation]_(Training_and_Tech nical_Assistance)- 2,218 8,000 5,782 28%Robert_Huffman_[Leadership_Workshops]_(Training_and_Technical_Assist ance)- - 8,000 8,000 0% 3. Other Contracts Childcare_Services:_Aspiranet_[15_slots_@_$515_for_12_months]- - 92,718 92,718 0% Childcare_Services:_COCOKids_[52_slots_@_$515_for_12_months]26,780 53,045 321,422 268,377 17% Childcare_Services:_COCOKids_[Loss_of_Subsidy]- - 3,000 3,000 0% Childcare_Services:_COCOKids_[Diapers,_Formula,_Wipes,_etc.]- - 18,260 18,260 0% Childcare_Services:_COCOKids_[Emergency_Health/Safety_Repairs]- - 10,000 10,000 0% Childcare_Services:_COCOKids_[Professional_Development]_(Training_and_Technical_Assistance)- - 10,000 10,000 0% Childcare_Services:_First_Baptist_Church_[24_slots_@_$515_for_12_months]10,300 12,360 148,349 135,989 8% Childcare_Services:_KinderCare_[32_slots_@_$515_for_12_months]30,755 47,235 197,798 150,563 24% Childcare_Services:_TinyToes_Preschool_[8_slots_@_$515_for_12_months]- 5,665 49,450 43,785 11% Childcare_Services:_YMCA_[32_slots_@_$630_for_12_months]- 60,480 242,058 181,578 25% One_Solution_Technology_[Software_License,_Data_Mgmt,_Hosting_Svcs,_Consulting]- - 7,000 7,000 0% TOTAL CONTRACTUAL (Object Class 6f)73,408 189,842 1,181,455 991,613 16% h. OTHER (Object Class 6h) 1._Rent - 5,083 12,860 7,777 40% 2._Utilities/Telephone 22 564 7,600 7,036 7% 3._Building_Maintenance/Repair_and_Other_Occupancy 34,104 37,338 82,912 45,574 45% 4._Local_Travel_(57.5_cents_per_mile_effective_1/1/2020)60 130 2,000 1,870 6% 5. Parent Services Parent_Activities,_Policy_Council,_and_Appreciation_(Sites,_PC,_BOS_luncheon_(including_food_and_venue)_(Training_and_Technical_Assistance)- - 1,000 1,000 0% 6. Accounting and Legal Services Auditor_Controllers - - 500 500 0% Data_Processing - 338 3,700 3,362 9% 7. Training or Staff Development Agency_Memberships_(WIPLI,_Meeting_Fees,_NHSA,_NAEYC,_etc.)_(Training_and_Technical_Assistance)332 332 500 168 66% Staff_Trainings/Dev._Conf._Registrations/Memberships_-_PA_11_(Training_and_Technical_Assistance)1,140 1,140 13,361 12,221 9% 8. Other Collaboration_with_Child_Development_Program - 405,294 1,686,690 1,281,396 24% Vehicle_Operating/Maintenance_&_Repair 524 3,313 5,700 2,387 58% Equipment_Maintenance_Repair_and_Rental - 4,297 6,300 2,003 68% Other_Operating_Expenses_(CSD_Admin,_Fac_Mgmt_Allocation)- 4,548 95,000 90,452 5% TOTAL OTHER (Object Class 6h)36,182 462,378 1,918,123 1,455,745 24% I. TOTAL DIRECT CHARGES (Sum of Line 6a-6h)262,538 1,441,746 4,854,934 3,413,188 30% j._INDIRECT_COSTS_(19%_of_Salaries_only)- - 175,440 175,440 0% k. TOTAL FEDERAL (ALL BUDGET CATEGORIES)262,538 1,441,746 5,030,374 3,588,628 29% Actual Jan-21 CONTRA COSTA COUNTY - EHSD COMMUNITY SERVICES BUREAU EARLY HEAD START - CHILDCARE PARTNERSHIP PROGRAM BUDGET PERIOD: SEPTEMBER 01, 2020 THROUGH AUGUST 31, 2021 AS OF JANUARY 2021 Note: Administration for Children and Families (ACF) approved the non-federal share waiver request for this budget year [Head Start Act Section 640.(b)(4)]. The non-federal share requirement is now $0 at 0%. Total YTD Actual Total Budget Remaining Budget YTD Percentage 42% COMMUNITY SERVICES BUREAU SUMMARY CREDIT CARD EXPENDITURE JANUARY 2021 Stat. Date Amount Program Purpose/Description 01/22/21 219.90 Indirect Admin Costs Office Exp 01/22/21 912.80 EHS-Child Care Partnership #2 Office Exp 1,132.70 01/22/21 45.03 Head Start T & TA Books, Periodicals 01/22/21 1,330.35 HS CARES COVID-19 Books, Periodicals 01/22/21 1,330.35 EHS Basis Grant Books, Periodicals 01/22/21 2,202.00 HS CARES COVID-19 Books, Periodicals 4,907.73 01/22/21 31.62 Riverview Site Costs Minor Furniture/Equipment 01/22/21 91.31 HS Basic Grant Minor Furniture/Equipment 01/22/21 3,172.95 HS CARES COVID-19 Minor Furniture/Equipment 3,295.88 01/22/21 3,998.00 HS Basic Grant Training & Registration 01/22/21 125.00 Head Start T & TA Training & Registration 4,123.00 01/22/21 85.86 EHS-Child Care Partnership #2 Educational Supplies 85.86 01/22/21 1,431.05 HS Basic Grant Other Special Dpmtal Exp 01/22/21 613.30 EHS-Child Care Partnership #2 Other Special Dpmtal Exp 2,044.35 TOTAL 15,589.52 2021 Month covered JANUARY Approved sites operated this month 13 Number of days meals served this month 19 Average daily participation 167 Child Care Center Meals Served: Breakfast 2,558 Lunch 3,167 Supplements 2,160 Total Number of Meals Served 7,885 Claim Reimbursement Total $18,166 fldr/fn:2021 CAO Monthly Reports EMPLOYMENT & HUMAN SERVICES DEPARTMENT COMMUNITY SERVICES BUREAU CHILD NUTRITION FOOD SERVICES CHILD and ADULT CARE FOOD PROGRAM MEALS SERVED FY 2020-2021 CAO Monthly Report Low-Income Home Energy Assistance Community Services Block Grant Year-to-Date Expenditures As of January 31, 2021 1)CONTRACT NO. 20B-2005 / Term: Oct. 1, 2019 through Dec. 31, 2021 2020 LIHEAP WX 1,280,226 (1,213,734)66,492 95% 2020 EHA-16 1,132,577 (819,067)313,510 72% 2020 UTILITY ASSISTANCE (UA)2,466,877 (2,142,649)324,228 87% TOTAL 2020 LIHEAP CONTRACT 4,879,680 (4,175,450)704,230 86% 2)CONTRACT NO. 20U-2554 / Term: Jul. 1, 2020 - Sept. 30, 2021 2020 LIHEAP CARES WX 0 0 0 0% 2020 CARES EHA-16 387,634 (163,540)224,094 42% 2020 CARES UTILITY ASSISTANCE (UA)727,903 (559,785)168,118 77% TOTAL 2020 LIHEAP CARES ACT CONTRACT 1,115,537 (723,325)392,212 65% 3)CONTRACT NO. 21F-4007 / Term: Jan. 1, 2021 - May 31, 2022 2021 CSBG CAA 876,852 (20,979)855,873 2% TOTAL 2021 CSBG CONTRACT 876,852 (20,979)855,873 2% 4)CONTRACT NO. 20F-3007 / Term: Jan. 1, 2020 - May 31, 2021 2020 CSBG CAA 876,852 (415,225)461,627 47% 2020 CSBG DISCRETIONARY 32,000 32,000 0% TOTAL 2020 CSBG CONTRACT 908,852 (415,225)493,627 46% 5)CONTRACT NO. 20F-3646 / Term: Mar. 27, 2020 - May 31, 2022 2020 CSBG CARES CAA 1,189,181 (23,774)1,165,407 2% TOTAL 2020 CSBG CARES CONTRACT 1,189,181 (23,774)1,165,407 2% BUDGET SPENT REMAINING BALANCE PERCENT EXPENDED BUDGET SPENT REMAINING BALANCE PERCENT EXPENDED Note: Transferring the CARES WX funding of $117,272 to UA program and EHA-16. $67,272 will be going to UA and $50,000 will be going to EHA-16 BUDGET SPENT REMAINING BALANCE PERCENT EXPENDED BUDGET SPENT REMAINING BALANCE PERCENT EXPENDED BUDGET SPENT REMAINING BALANCE PERCENT EXPENDED Prepared February 26, 2021 February 2021 – COMMUNITY SERVICES BUREAU PRESCHOOL MENU MONDAY TUESDAY WEDNESDAY THURSDAY FRIDAY 1 BREAKFAST 1 ea. Fresh Banana ½ c. + Cheerios LUNCH ½ c. ROASTED TOFU SALAD ½ c. Spinach Leaves/Ranch Dressing ¼ c. Fresh Strawberries ½ ea.+ Wheat Pita Bread PM SNACK 1 ea. Fresh Apple 1 tbsp. Sunbutter 2 BREAKFAST 1 ea. Fresh Orange ½ sl. + Whole Wheat Cinnamon & Raisin Bread 1 ea. Turkey Sausage LUNCH 1 ½ ozs. TURKEY TACO MEAT ½ oz. Queso Fresco ¼ c. Shredded Lettuce ⅛ c. Diced Tomatoes ¼ c. Mango Chunks 2 ea. + Mini Corn Tortillas PM SNACK ½ c. Cucumber Slices & Carrot Sticks ⅛ c. Cottage Cheese Ranch Dip 3 BREAKFAST 1 ea. Fresh Banana ¼ c. + Cinnamon Oatmeal LUNCH ¾ c. BEEF MOLE (mole paste, vegetable stock, diced beef) ¼ c. Broccoli Florets/Ranch Dressing ½ ea. Fresh Pear ¼ c. + Spanish Rice PM SNACK 1 pkg. Graham Crackers ½ c. 1% Milk 4 BREAKFAST 1 ea. Fresh Orange ¾ c. + Rice Chex Cereal LUNCH ½ c. +TOFU ALFREDO WITH PENE PASTA (tofu, alfredo sauce) ¼ c. Roasted Rainbow Baby Carrots ¼ c. Fresh Strawberries PM SNACK ¾ c. + Lets Go Fishing Trail Mix (corn chex, pretzels, fish & cheese crackers) ½ c. 1% Milk 5 BREAKFAST 1 ea. Fresh Banana ½ ea. + Whole Wheat Bagel/Cream Cheese LUNCH 1 serv. CHICKEN CHILAQUILES WITH + CORN TORTILLA CHIPS ¼ c. Garlic Roasted Hericovert ½ ea. Fresh Smitten Apple PM SNACK ½ c. Tropical Fruit Salad 1 pkg. Graham Crackers 8 BREAKFAST 1 ea. Fresh Apple ½ c. + Bran Cereal LUNCH ½ c. CANELLINI BEAN CASSEROLE (tomato, celery, garlic, onions, kale, paprika) ½ oz. Shredded Cheese ¼ c. Roasted Butternut Squash 1 ea. Fresh Kiwi ½ ea. + Whole Wheat Roll PM SNACK 1 pkg. Graham Crackers ½ c. 1% Milk 9 BREAKFAST 1 ea. Fresh Pear ¾ c.+ Arroz con Leche LUNCH ½ c. BEEF FAJITAS (bell peppers & onions) ¼ c. Roasted Broccoli 1 ea Fresh Persimon 1 ea. + Whole Wheat Tortilla PM SNACK ¾ c. + Friends Trail Mix (kix, cheerios, corn chex, raisins, pretzels, & dried apricots) ½ c. 1% Milk 10 BREAKFAST 1 ea. Fresh Banana ¾ c. + Home Made Granola LUNCH ½ c. GREEN POZOLE SOUP (diced chicken, tomatillo, hominy) ¼ c. Cabbage & Cilantro ¼ c. Mango Chunks 2 ea. + Mini Corn Tortillas PM SNACK EARLY CLOSURE 11 BREAKFAST 1 ea. Fresh Kiwi ½ ea. + Wheat English Muffin/Sunbutter LUNCH 1 c. BEAN CHILI ½ ea. + Grilled Cheese Sandwich ¼ c. Roasted Brussel Sprouts ½ ea. Fresh Orange PM SNACK Fruity Sunbutter Pitas 1 tbsp. Sunbutter ½ ea. Fresh Banana & ½ ea. Fresh Opal Apple ½ ea. + Wheat Pita Bread 12 BREAKFAST ½ c. Mango Chunks 1 sq. + A – Z Bread LUNCH ½ c. CHICKEN TINGA ¼ c. Roasted Zucchini ½ ea. Fresh Pink Lady Apple ½ ea. + Whole Wheat Tortilla PM SNACK ⅛ c. Cottage Cheese ½ c. Pineapple Tidbits 15 16 BREAKFAST 1 ea. Fresh Satsuma Orange ½ c. + Cornflakes LUNCH BUILD YOUR OWN BURRITO 1 ½ ozs. Ground Turkey ½ oz. Shredded Cheese ¼ c. Shredded Lettuce ⅛ c. Diced Tomatoes ¼ c. Fresh Papaya 1 ea. + Whole Wheat Tortilla PM SNACK 1 ea. Fresh Pear 1 tbsp. Sunbutter 17 BREAKFAST ½ sl. + Cinnamon Wheat Toast 1 ea. Fresh Smitten Apple LUNCH 1 ea. BBQ CHICKEN LEG ¼ c. Cucumber Slices/Ranch Dressing 1 ea. Fresh Kiwi ¼ c. + Brown Rice PM SNACK 2 pkgs. + Wheatworth Crackers ½ c. Roasted Rainbow Carrots 18 BREAKFAST 1 ea. Fresh Banana ½ ea. + Wheat English Muffin/Cream Cheese LUNCH 1 c. LENTIL & BUTTERNUT SQUASH STEW (lentils, onion, carrot, rainbow swiss chard, celery, butternut squash) ¼ c. Gold Beet Salad (feta cheese, mixed greens) 1 sq. + Homemade Whole Wheat Cornbread PM SNACK ½ c. Zucchini Sticks/Italian dressing 1 pkg. + Animal Crackers 19 BREAKFAST 1 ea. Fresh Pear ½ c. + Cheerios LUNCH 1½ ozs. TURKEY & SWISS CHEESE Mayo & Mustard Dressing ¼ 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 Homemade Hummus (chickpeas, sesame paste, olive oil, garlic, paprika, lemon jucie) 22 BREAKFAST 1 ea. Fresh Tangerine ¾ 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 Pear PM SNACK 1 pkg. + Scooby Doo Cinnamon Grahams ½ c. 1% Milk 23 BREAKFAST 1 ea. Hard Boiled Egg ½ ea. + Whole Wheat Bagel/Cream Cheese 1 ea. Fresh Kiwi LUNCH ½ c. TURKEY PICADILLO (ground turkey, carrot, celery, garlic) ½ c. Spinach Salad/Ranch Dressing ¼ c. Fresh Strawberries ¼ ea. + Brown Rice PM SNACK 1 pkg. + Goldfish Pretzel Crackers 1 ea. Fresh Banana 24 BREAKFAST ½ c. Pineapple Chunks 1 sq. + Homemade Zucchini Bread LUNCH 1 ½ c.CHICKEN NOODLE SOUP (onion, potato, kale, kidney beans, diced chicken, + whole wheat pasta) ¼ c. Carrot Sticks ½ ea. Fresh Apple PM SNACK EARLY CLOSURE 25 BREAKFAST ½ c. Mango Chunks ½ ea. + Whole Wheat Cinnamon Bread LUNCH 1 c.* VEGETABLE & TOFU STEW (roasted tomatoes, sliced carrots, celery, onion, parsnip) ½ ea. Fresh Pear ½ ea. + Whole Wheat Roll PM SNACK ½ c. Cucumber Slices & Carrot Sticks ⅛ c. Cottage Cheese Ranch Dip 26 BREAKFAST 1 ea. Fresh Kiwi ½ c. + Bran Cereal LUNCH 1 serv. EGG CHILAQUILES WITH + WHOLE GRAIN CORN TORTILLA CHIPS ¼ c. Roasted Rainbow Carrots ¼ c. Fresh Strawberries PM SNACK ¾ c. + Friends Trail Mix (kix, cheerios, corn chex, raisins, pretzels, & dried apricots) ½ c. 1% Milk ALL BREAKFAST & LUNCH SERVED WITH 1 % MILK *Indicates vegetable included in main dish + Indicates Whole Grain Rich WATER IS OFFERED THROUGHOUT THE DAY RECOMMENDATION(S): ACCEPT the 2020 In-Home Supportive Services Public Authority Advisory Committee Annual Report. FISCAL IMPACT: There is no fiscal impact. BACKGROUND: The mission of the In-Home Supportive Services Public Authority Advisory Committee (IHSS PA) is to provide advice and assistance to the Board of Supervisors, Public Authority staff, and In-Home-Supportive Services. IHSS PA provides a forum for consumers of personal assistance services, providers, advocates, and other interested parties to participate in Public Authority policy and program. The Contra Costa County Board of Supervisors requires each regular and ongoing board, commission, or committee to annually report to the Board of Supervisors on the activities, accomplishments, membership, attendance, required training/certification (if any), and proposed work plan or objectives for the following year. The attached report is to fulfill the requirement for IHSS PA Advisory Committee. APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 04/20/2021 APPROVED AS RECOMMENDED OTHER Clerks Notes: VOTE OF SUPERVISORS AYE:John Gioia, District I Supervisor Candace Andersen, District II Supervisor Diane Burgis, District III Supervisor Karen Mitchoff, District IV Supervisor Federal D. Glover, District V Supervisor Contact: Elaine Burres 608-4960 I hereby certify that this is a true and correct copy of an action taken and entered on the minutes of the Board of Supervisors on the date shown. ATTESTED: April 20, 2021 Monica Nino, County Administrator and Clerk of the Board of Supervisors By: June McHuen, Deputy cc: C.117 To:Board of Supervisors From:Kathy Gallagher, Employment & Human Services Director Date:April 20, 2021 Contra Costa County Subject:2020 In-Home Supportive Services Public Authority Advisory Committee Annual Report ATTACHMENTS 2020 IHHS PA Annual RECOMMENDATION(S): ACCEPT and APPROVE the FY 2021-2022 Consolidated Annual Plan for the Juvenile Justice Crime Prevention Act/Youthful Offender Block Grant (JJCPA/YOBG), as approved by the Contra Costa County Juvenile Justice Coordinating Council and as recommended by the Chief Probation Officer. FISCAL IMPACT: To qualify for JJCPA and YOBG funding on a non-competitive basis, a comprehensive multiagency juvenile justice plan must be submitted to the California Board of State and Community Corrections. 100% State Revenue. BACKGROUND: On March 10, 2021, the Juvenile Justice Coordinating Council approved the FY 2021-2022 Consolidated Annual Plan. The JJCPA was implemented via Assembly Bill (AB) 1913, The Schiff-Cardenas Crime Prevention Act of 2000, and codified by Government Code 30061. The purpose of AB 1913 is to provide California counties with funding to implement programs for at-promise youth with the goal of early intervention and to support the implementation of programs and approaches demonstrated to be effective in reducing juvenile crime. This law established a Supplemental Law Enforcement Services Account (SLESA) in each county to receive allocations. The SLESA funds are to be used to implement a comprehensive multiagency Juvenile Justice Plan developed by the local Juvenile Justice Coordinating Council (JJCC) in each county, chaired by the County Probation Chief. Members of the JJCC are required to develop and implement a continuum of county-based responses to APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 04/20/2021 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: Deborah Caldwell 925-313-4188 I hereby certify that this is a true and correct copy of an action taken and entered on the minutes of the Board of Supervisors on the date shown. ATTESTED: April 20, 2021 Monica Nino, County Administrator and Clerk of the Board of Supervisors By: June McHuen, Deputy cc: C.118 To:Board of Supervisors From:Esa Ehmen-Krause, County Probation Officer Date:April 20, 2021 Contra Costa County Subject:FY 2021-2022 JJCPA-YOBG Consolidated Annual Plan youth crime and include strategies to develop and implement locally or regionally based out-of-home placement options for youth described in WIC §602.1 The plan must assess existing law enforcement, probation, education, mental health, health, social services, drug and alcohol and youth services and resources which specifically target at-risk youth, youth offenders, and their families; identify and prioritize areas in the community that face a significant public safety risk; create a local action plan including strategies for improving the resources to reduce youth crime maximizing collaborative and integrated services; develop information and intelligence sharing systems to ensure coordination; and identify outcome measures. In March 2020, the JJCC voted to create the following two standing subcommittees consisting of members of the full JJCC: Prevention Intervention and Community Engagement (PICE) and Data and Services (D&S) to allow for a deeper focus on priority areas identified by the body. The co-chairs of each subcommittee include both a community and justice system representative. The statements of purpose of both subcommittees were adopted by the JJCC in December 2020 and are reflected below. BACKGROUND: (CONT'D) PICE Subcommittee: Through active community engagement, address gaps in prevention and intervention options, by defining, identifying and recommending investments in community-supported programs to minimize the likelihood of criminal legal system encounters, increase positive youth development, and improve the overall well-being of youth and families. D&S Subcommittee: Define, collect, and analyze data on the utilization and effectiveness of current programs and services for youth and families, identify gaps and opportunities, and research best practices to ensure a continuum of equity-informed, healing centered services that prevent system involvement and are provided in the least restrictive environment possible. For Fiscal Year 2021-2022, the plan remains largely unchanged. However, it should be noted the District Attorney’s Office launched their Restorative Justice Diversion Program, called RESTOR, in partnership with RYSE and Impact Justice. The program serves youth in West and East County and due to COVID-19’s shift to virtual services, the program was able to expand to reach more young people. RESTOR is a post-arrest, pre-charge program, meaning that the young person who has committed harm has been arrested but has not been charged with a crime. Referrals are made through the District Attorney’s Office instead of being processed through the juvenile justice system. The JJCC will continue to build off the great work and success the plan has achieved in previous years. Continuing the strong collaborations and community engagement continues to be a focus of the work being completed in Contra Costa County. The two additional subcommittees will allow for a much deeper dive into services provided, gaps to be filled along with credible data that allows for a robust system to address all needs of those who encounter system involvement. CONSEQUENCE OF NEGATIVE ACTION: The Board will not receive the annual report and the Probation Department will be unable to apply for these non-competitive funds. CHILDREN'S IMPACT STATEMENT: This action supports four of the community outcomes established in the Children's Report Card, 1) "Children Ready for and Succeeding in School"; 2) "Children and Youth Healthy and Preparing for Productive Adulthood"; 3) "Families that are Safe, Stable and Nurturing"; and, 4) "Communities that are Safe and Provide a High Quality of Life for Children and Families". ATTACHMENTS JJCPA/YOBG Consolidated Plan Contra Costa Probation Department JJCPA-YOBG Consolidated Annual Plan FY2021-2022 March 2021 | 1 Prepared by: Resource Development Associates Contra Costa Cou nty Probation Department JJCPA-YOBG Consolidated Annual Plan Fiscal Year 2021-2022 Contra Costa Probation Department JJCPA-YOBG Consolidated Annual Plan FY2021-2022 March 2021 | 2 Contents Section I. Background 3 Juvenile Justice Crime Prevention Act 3 Youthful Offender Block Grant 5 Juvenile Probation Consolidated Annual Plan 6 Section II. Contra Costa County Juvenile Justice System 7 Juvenile Justice Stakeholders 7 Section III. Contra Costa County Juvenile Justice Population 9 Characteristics of Youth Supervised by Probation 9 Referrals to Probations and Petitions Filed 11 Section IV. Assessment of Current Resources 17 Existing Services 17 Identified Needs and Gaps 22 Section V. Juvenile Justice Action Strategy 27 Vision and Approach 27 Prioritized Focus Areas 28 Section VI. Information Sharing and Data 31 Section VII. Programs Funded by JJCPA and YOBG 32 Programs Funded by JJPCA 32 Programs Funded by YOBG 35 Section VIII. Strategy for Non-707 (b) Offenders 36 Appendix A. 2018-19 Needs Assessment Description 37 Appendix B. Inventory of Faith and Community-Based Programs for Youth in Contra Costa County (2018- 19) 39 Contra Costa Probation Department JJCPA-YOBG Consolidated Annual Plan FY2021-2022 March 2021 | 3 Section I. Background This section provides an overview of the California legislation that governs the Juvenile Justice Crime Prevention Act (JJCPA) and the Youthful Offender Block Grant (YOBG) funding sources and the Consolidated Annual Plan required by the California Board of State and Community Corrections (BSCC). Juvenile Justice Crime Prevention Act Assembly Bill 1913 The JJCPA was implemented via Assembly Bill (AB) 1913, The Schiff-Cardenas Crime Prevention Action of 2000, and codified by Government Code §30061. The purpose of AB 1913 is to provide California counties with funding to implement programs for at-risk youth with the goal of early intervention and to support the implementation of programs and approaches demonstrated to be effective in reducing youth crime. Juvenile Justice Coordinating Council This law established a Supplemental Law Enforcement Services Account (SLESA) in each county to receive allocations. The SLESA funds are to be used to implement a comprehensive multiagency Juvenile Justice Plan developed by the local Juvenile Justice Coordinating Council (JJCC) in each county. Juvenile Justice Plan Members of the JJCC are required to develop and implement a continuum of county-based responses to youth crime and include strategies to develop and implement locally or regionally based out-of-home placement options for youth described in WIC §602.1 The plan must assess existing law enforcement, probation, education, mental health, health, social services, drug and alcohol and youth services and resources which specifically target at-risk youth, youth offenders, and their families; identify and prioritize areas in the community that face a significant public safety risk; create a local action plan including strategies for improving the resources to reduce youth crime maximizing collaborative and integrated services; develop information and intelligence sharing systems to ensure coordination; and identify outcome measures. 1 Youth described in WIC §602(a) are as follows: “Except as provided in Section 707, any minor who is between 12 years of age and 17 years of age when he or she violates any law of this state or of the United States or any ordinance of any city or county of this state defining crime other than an ordinance establishing a curfew based solely on age, is within the jurisdiction of the juvenile court, which may adjudge the minor to be a ward of the court.” Contra Costa Probation Department JJCPA-YOBG Consolidated Annual Plan FY2021-2022 March 2021 | 4 As described in 749.22 of the Welfare and Institutions Code (WIC), JJCC membership includes: ❖ Chief Probation Officer (Chair) ❖ District Attorney’s Office ❖ Public Defender’s Office ❖ Sheriff’s Department ❖ Board of Supervisors ❖ Social Services ❖ Behavioral Health ❖ Community-Based Drug and Alcohol Program ❖ City Police Department ❖ County Office of Education (or school district) ❖ At-Large Community Representative ❖ Nonprofit Organization Providing Services to Minors During the October 2018 Contra Costa County Public Protection Committee (PPC) meeting, the PPC acknowledged that two County advisory bodies, the Delinquency Prevention Committee (DPC) and the Juvenile Justice Coordinating Council (JJCC) have been charged with similar duties. To ensure that the delinquency prevention initiatives were evaluated in tandem with other youth justice initiatives from a policy and funding perspective, the PPC recommended the dissolution of the DPC and that the JJCC assume the duties of coordinating youth delinquency prevention initiatives. To best carry out its duties, the PPC also recommended that the JJCC’s membership be increased to nineteen (19) members by adding one (1) representative from the County Public Health Department, three (3) additional at-large community representatives, and two (2) at-large youth representatives. In December 2018, the Board of Supervisors adopted Ordinance No. 2018-30 amending the County Ordinance Code Chapter 26-6 to dissolve the Delinquency Prevention Commission and Resolution No. 2018/597 to increase the size of the Juvenile Justice Coordinating Council to 19 members. On June 18, 2019 the Board of Supervisors appointed six at large members to serve their two-year terms effective July 1, 2019. Subsequently, in September 2019, the Board appointed two Community Based Organization representatives. To continue to promote coordination on local youth justice related initiatives, in August 2020 the JJCC voted to add the Chair of the Juvenile Justice Commission (JJC) as an additional standing member to the JJCC. In March 2020, the JJCC voted to create the following two standing subcommittees consisting of members of the full JJCC: Prevention Intervention and Community Engagement (PICE) and Data and Services (D&S) to allow for a deeper focus on priority areas identified by the body. The co-chairs of each subcommittee include both a community and justice system representative. The statements of purpose of both subcommittees were adopted by the JJCC in December 2020 and are reflected below. PICE Subcommittee: Through active community engagement, address gaps in prevention and intervention options, by defining, identifying and recommending investments in community-supported programs to minimize the likelihood of criminal legal system encounters, increase positive youth development, and improve the overall well-being of youth and families. D&S Subcommittee: Define, collect, and analyze data on the utilization and effectiveness of current programs and services for youth and families, identify gaps and opportunities, and research best practices to ensure a continuum of equity-informed, healing centered services that prevent system involvement and are provided in the least restrictive environment possible. Contra Costa Probation Department JJCPA-YOBG Consolidated Annual Plan FY2021-2022 March 2021 | 5 To qualify for JJCPA and YOBG funding on a non-competitive basis, each county’s comprehensive multiagency juvenile justice plan must include the following components: Youthful Offender Block Grant Senate Bill 81 The YOBG was enacted in 2007 by Senate Bill (SB) 81. The purpose of the YOBG is to realign the supervision of non-violent, non-sexual and non-serious justice-involved youth from the State of California Division of Juvenile Justice (DJJ) to local governments and to provide local governments with funding support for the supervision of this population. The realignment of youth from state facilities to local supervision in their counties of residence allows their connection to community and family support systems to remain intact and undisturbed. Juvenile Justice Development Plan Since its inception, an allocation has been provided each year to enhance the capacity of local communities to implement an effective continuum of responses to youth crime. The allocation is calculated based on a formula that gives equal weight to a county’s youth population and the number of youth felony dispositions. The funds can be used to enhance the capacity of county probation, mental health, drug and alcohol, and other services to provide supervision and rehabilitation for youth no longer eligible to be committed to the DJJ. Assessment of Services An assessment of existing law enforcement, education, mental health, health, social services, drug and alcohol, and youth services resources that specifically target at-risk youth, justice-involved youth, and their families. Prioritization of Areas at Risk An identification and prioritization of the neighborhoods, schools, and other areas in the community that face a significant public safety risk from juvenile crime, such as gang activity, burglary, robbery, vandalism, truancy, controlled substances sales, firearm-related violence, and youth substance use within the council’s jurisdiction. Juvenile Justice Action Strategy A strategy that provides for a continuum of responses to juvenile crime and demonstrates a collaborative, integrated approach for implementing a system of swift, certain and graduated responses for at-risk and justice- involved youth. Program Description A description of the programs, strategies or system enhancements that are proposed to be funded. Components of Multiagency Juvenile Justice Plan Contra Costa Probation Department JJCPA-YOBG Consolidated Annual Plan FY2021-2022 March 2021 | 6 As specified in WIC §1961, each county must submit a Juvenile Justice Development plan to describe the proposed programs, strategies and system enhancements for the next fiscal year. The plan shall include: Juvenile Probation Consolidated Annual Plan Assembly Bill 1998 AB 1998 was enacted in September of 2016 to consolidate the JJCPA and YOBG submissions and streamline reporting requirements. AB 1998 dictates that the Juvenile Justice Combined Plan must be developed by the local Juvenile Justice Coordinating Council in each county with the membership described in WIC §749.22. Consolidated Plan The plan shall be reviewed and updated annually and does not require Board of Supervisors approval. The plan must be submitted to the Board of State and Community Corrections by May 1 of each year in a format specified by the board that consolidates the form of submission of the annual comprehensive juvenile justice multiagency plan with the form for submission of the annual YOBG plan. Program Description A description of the programs, placements, services, strategies, and system enhancements to be funded by the block grant allocation. Relation to Overall Strategy A description of how the plan relates to or supports the county’s overall strategy for dealing with justice-involved youth who have not committed an offense described in WIC §707(b). Regional Agreements A description of any regional agreements or arrangements to be supported by the block grant allocation pursuant to this chapter. Relation to Programs A description of how the programs, placements, services, or strategies identified in the plan coordinate with multiagency juvenile justice plans and programs. Components of Juvenile Justice Development Plan Contra Costa Probation Department JJCPA-YOBG Consolidated Annual Plan FY2021-2022 March 2021 | 7 Section II. Contra Costa County Juvenile Justice System The ninth largest county in California, Contra Costa County has a population of over 1.1 million in a variety of urban, suburban, and rural communities.2 Three geographic regions of the county—the West, Central, and East regions—offer a deeper glimpse into the characteristics of the area (see Figure 1). Figure 1. The Three Regions of Contra Costa County West County West County is the area near or on San Francisco and San Pablo bays and includes the cities of San Pablo, Richmond and Hercules. Approximately 250,000 individuals reside in West County. Central County With a population of over 500,000, Central County includes the County seat, Martinez, as well as the county’s largest city, Concord. East County East County has a population of nearly 300,000 and includes the county’s second largest city, Antioch. Juvenile Justice Stakeholders Numerous entities perform duties and functions that either directly or indirectly support the objectives and efforts of the local juvenile justice system. The following tables highlight key stakeholders and a brief description of their role in Contra Costa County’s juvenile justice system. 2 Age and Sex; 2016 American Community Survey 1-Year Estimates. Retrieved from: https://factfinder.census.gov/faces/tableservices/jsf/pages/productview.xhtml?Pid=ACS_16_1YR_S0101&prodtype=table Contra Costa Probation Department JJCPA-YOBG Consolidated Annual Plan FY2021-2022 March 2021 | 8 Table 1. County Juvenile Justice Stakeholders County Agency Description Contra Costa County Probation Department Conducts risk and needs assessments and supervises youth based on risk level. Probation officers support youth and their families on addressing risk and needs through service provision and supervision. The Office of Reentry and Justice aligns and advances the County’s public safety realignment, reentry and justice programs and initiatives. Contra Costa County Superior Court Provides authority over children younger than 18 years of age (at time of offense) who become juvenile dependents or juvenile wards. Contra Costa County Sheriff’s Office Provides first response to emergencies and other threats to public safety. Deputies investigate suspected delinquent activity and determine if juvenile suspects should be verbally warned and released, referred to a community resource, issued a citation or detained. Contra Costa County, Employment and Human Services Offers programs that include services such as Family Finding, Family Maintenance, Family Preservation, Family Reunification and Safe and Stable Families. Contra Costa County Office of Education Delivers in-custody and community-based education and services including afterschool education and safety programs, services for expelled students, court and community schools, and adult correctional education. Contra Costa County Behavioral Health Services Provides mental health services in-custody and in the community including but not limited to mental health screening, crisis intervention, and counseling services. Contra Costa County Alcohol & Other Drugs Services Provides community-based substance use treatment services. Prevention services are also provided in collaboration with community-based organizations. Office of the District Attorney Files petitions based on referrals from Probation and other agencies. The District Attorney represents the community at all subsequent Juvenile Court delinquency hearings. Office of the Public Defender Represents youth in delinquency hearings resulting from petitions filed by the District Attorney. Juvenile Justice Commission Reports to the Presiding Judge of the Juvenile Court for the county and makes recommendations to the Probation Department related to public policy regarding in- custody and at-risk youth. Board of Supervisors Provides general oversight of agencies in the juvenile justice system including the Probation Department. Table 2. City Juvenile Justice Stakeholders City Agency Description Local Police Departments Provides first response to emergencies and other threats to public safety. Officers investigate suspected delinquent activity and determine if juvenile suspects should be verbally warned and released, referred to a community resource, issued a citation or detained at John A. Davis Juvenile Hall (dependent on the level of offense). Antioch, Pittsburg and Concord have Probation Officers embedded in the Police Department. School Districts School districts facilitate referrals and services in collaboration with Probation Officers who, as of 2020, are no longer embedded in high school campuses but serve as liaisons to campuses. Table 3. Community Juvenile Justice Stakeholders Community Description Community Based Organizations and Faith Based Organizations Provides an array of services focused on the prevention as well as rehabilitation and reentry of justice-involved youth in collaboration with several agencies including those listed here. Contra Costa Probation Department JJCPA-YOBG Consolidated Annual Plan FY2021-2022 March 2021 | 9 Section III. Contra Costa County Juvenile Justice Population Characteristics of Youth Supervised by Probation Since 2015, there has been an overall decrease in the number of youth formally supervised by Probation.3 Data from the Contra Costa County Probation Department from 2013 to 2020 show that the number of youth supervised by the Probation Department, as measured by a point-in-time count, has declined steadily over the past four years (Figure 2). This decline has largely been due to a decrease in the number of youth on probation for a misdemeanor offense, and to COVID-19 in 2020. Figure 2. Youth Formally Supervised by Probation Figure 3 demonstrates the number of youth in institutions and on home supervision in 2018, 2019, and 2020, as measured by a point-in-time count on December 31. The data show the number of youth in Juvenile Hall, the number of boys in the Orin Allen Youth Rehabilitation Facility-OAYRF, and the number of youth on home supervision with an electronic ankle monitor. The numbers of youth in Juvenile Hall and on home supervision decreased each year from 2018 to 2020, with larger decreases in 2020 likely due to COVID-19. The number of youth in OAYRF were similar in 2018 and 2019, and decreased in 2020, again likely due to COVID-19. At the time of each year’s point-in-time count, there were between 19 to 33 boys in the Youth Offender Treatment Program-YOTP and between two to six youth in the Girls in Motion-GIM program. 3 Data for youth supervised by Probation is from a one-day count each year. This data includes youth formally supervised by Probation. This data does not include Non-Minor Dependents, Informal Probation, Deferred Entry of Judgment and Non- Wardship Probation. Data on the breakdown of youth on probation for felonies or misdemeanors were not available for the 2020 calendar year. 680 790 842 665 434 230 167 415 420 453 417 340 420 342 1,095 1,210 1,295 1,082 774 650 509 416 2013 2014 2015 2016 2017 2018 2019 2020 Misdemeanor Felony Total Contra Costa Probation Department JJCPA-YOBG Consolidated Annual Plan FY2021-2022 March 2021 | 10 Figure 3. Point-in-Time Count of Youth in Institutions and Home Supervision To determine the level of supervision and the types of services that youth on probation will receive, the Probation Department applies a validated risk and needs assessment tool. Through the 2018 year, the Probation Department used the Juvenile Assessment and Intervention System (JAIS), an evidence-based tool that assesses the youth’s level of risk to reoffend, as well as their treatment needs. In December 2019, the Probation Department began using the Ohio Youth Assessment System (OYAS), a dynamic risks/needs assessment system, in place of the JAIS. Currently, data is shown for JAIS results through 2018 while data become available from the OYAS assessments. As shown in Figure 4, over half of youth supervised by Probation in Contra Costa County are assessed as moderate risk. Figure 5 provides an overview of the top needs identified through the JAIS4 from 2013- 2018. Emotional factors, drug abuse, and family history were the needs most frequently identified for youth in Contra Costa County. Figure 4. JAIS Risk Assessment Levels for Youth Supervised by Probation, 2015-2018 4 Note: Youth can demonstrate more than one need. 103 30 90 72 33 73 51 19 23 Juvenile Hall OAYRF Home Supervision 2018 2019 2020 35%38%28%41% 54%51%61%47% 11%11%12%12% 2015 (n = 374) 2016 (n = 280) 2017 (n = 271) 2018 (n=257) Low Risk Moderate Risk High Risk Contra Costa Probation Department JJCPA-YOBG Consolidated Annual Plan FY2021-2022 March 2021 | 11 Figure 5. JAIS Assessment Top Needs (n=4,773) Referrals to Probations and Petitions Filed This section summarizes data on juvenile cases referred to Probation (i.e., referrals), and cases petitioned before the Juvenile Court (i.e., petitions). A referral indicates a case in which a youth is brought to the attention of the Probation Department for alleged behavior under WIC Sections 601 or 602.5 A petition indicates the formal presentation by the District Attorney (DA) to Juvenile Court of information surrounding the alleged offense by a juvenile. Data Source: The Juvenile Court and Probation Statistical System (JCPSS) All data on juvenile referrals and petitions are drawn from the Juvenile Court and Probation Statistical System (JCPSS). Currently, JCPSS represents the most up-to-date and accurate estimate of data on juvenile cases in Contra Costa County. Contra Costa Probation and the Juvenile Court operate and share their information on a “main frame” computer case management system. The Probation Department is in the process of identifying a new vendor for a comprehensive case management system, which will improve the Probation Department’s capacity for accurate and timely reporting. Note that one individual may have multiple cases; therefore, this section does not reflect data on unique individuals. 5 Text for WIC Sections 601 and 602 are available here: https://leginfo.legislature.ca.gov/faces/codes_displaySection.xhtml?sectionNum=601.&lawCode=WIC 182 237 318 429 615 1,032 1,076 1,079 1,875 1,890 1,894 2,057 2,320 2,441 2,616 15. Basic Needs 14. Physical Safety 13. Abuse/Neglect and Trauma 12. Relationships 11. Vocational Skills 10. Alcohol Abuse 9. Isolated Situational 8. Interpersonal Manipulation 7. Social Inadequacy 6. Parental Supervision 5. Criminal Orientation 4. School Inadequacy 3. Family History 2. Drug Abuse 1. Emotional Factors Contra Costa Probation Department JJCPA-YOBG Consolidated Annual Plan FY2021-2022 March 2021 | 12 The total count of juvenile cases referred to Probation decreased from 3,102 in 2015 to 2,310 in 2019 (see Figure 6). As shown in Figure 7, this drop was largely driven by a decline in referrals for misdemeanor offenses. Figure 6. Juvenile Cases Referred to Probation, 2015-2019 Figure 7. Juvenile Cases Referred to Probation by Offense Type and Year 3102 3039 2610 2663 2310 Total 2015 2016 2017 2018 2019 1584 1564 1302 1092 1038 889 807 746 928 767 629 668 562 643 505 2015 2016 2017 2018 2019 Misdemeanor Felony Status Offenses & Violations of Probation Contra Costa Probation Department JJCPA-YOBG Consolidated Annual Plan FY2021-2022 March 2021 | 13 While law enforcement has made the highest number of referrals to the Probation Department, referrals from police departments have greatly declined since 2015. Figure 8 shows that the number of cases referred to Probation by law enforcement decreased from 1,428 cases in 2015 to 888 cases in 2019. Figure 8. Sources of Referrals to Probation Referrals to Probation were most often related to assault and robbery/theft. In 2019, about one-third of misdemeanor referrals were for assault and battery, and about one-third of felony referrals were for assault or robbery (see Table 4 below). Table 4. Most Common Offenses: Cases Referred to Probation in 2019 Misdemeanors (n=1,038) Felony Offenses (n=767) 1. Assault and Battery 352 (34%) 1. Assault 138 (18%) 2. Other Misdemeanor6 167 (16%) 2. Robbery 124 (16%) 3. Petty Theft 102 (10%) 3. Burglary 97 (13%) 4. Burglary 68 (7%) 4. Theft 93 (12%) 5. Vandalism 47 (5%) 5. Weapons 92 (12%) 6 The JCPSS data system does not specify what is included in the “Other Misdemeanor” category 61 103 522 888 45 107 669 1,060 50 73 603 1,084 63 100 699 1,357 51 88 639 1,428 Other Transfer - Other County/State Probation Law Enforcement 2015 2016 2017 2018 2019 Contra Costa Probation Department JJCPA-YOBG Consolidated Annual Plan FY2021-2022 March 2021 | 14 Age and Gender. Between 2015 and 2019, the greatest proportion of cases referred to probation were for males age 14 to 17. In 2019, about three-quarters (74 percent) of cases referred to probation were between ages 14 to 17 and three-quarters of cases (75 percent) were male. Race/Ethnicity. Contra Costa County is a racially diverse county, with approximately 67 percent of youth identifying as non-White. Juvenile cases referred to Probation reflect a different demographic makeup when compared to the county’s youth population overall. The difference is especially stark for Black youth: in 2019, approximately nine percent of youth in Contra Costa County were Black.7 In contrast, JCPSS reflects that 46 percent of cases referred to Probation were for Black youth during the same year. Figure 9 shows the rate of referrals to Probation by race/ethnicity from 2015-2019 per 1,000 youth.8 The data indicate that Black youth are referred to Probation at a much higher rate than any other race. For example, in 2019, 33 out of every 1,000 Black youth were referred to Probation, compared to five out of every 1,000 Latino youth, four of every 1,000 White youth, and one out of every 1,000 Asian youth. While the rate of referrals for Black youth has decreased over time, Black youth continue to be disproportionately represented in referrals to Probation. Although not as high as referrals for Black youth, Latino youth also receive referrals to Probation that are higher than White and Asian youth. Figure 9. Rate of Referrals to Probation per 1,000 Youth, by Race/Ethnicity 7 Kids Data Population, by Race/Ethnicity; data drawn from California Dept. of Finance, Race/Ethnic Population with Age and Sex Detail, 1990-1999, 2000-2010, 2010-2060; U.S. Census Bureau, Current Population Estimates, Vintage 2015 (Jun. 2016). Accessed at: https://www.kidsdata.org/topic/33/child-population- race/table#fmt=140&loc=171&tf=108,95,88,84&ch=7,11,726,10,72,9,87&sortColumnId=0&sortType=asc 8 The rate of referrals compares the race/ethnicity of referred cases to the race/ethnicity breakdown of youth (ages 0-17) in the county overall. Rates are calculated per 1,000 youth. 43.7 7.6 4.3 1.0 46.4 6.7 5.1 1.0 39.3 6.0 3.6 0.7 38.5 6.3 3.8 1.0 32.6 4.9 3.6 0.6 Black Latino/Hispanic White Asian 2015 2016 2017 2018 2019 Contra Costa Probation Department JJCPA-YOBG Consolidated Annual Plan FY2021-2022 March 2021 | 15 Between 2015 and 2019, the DA filed an average of 1,149 petitions per year with the Juvenile Court (Figure 10). Figure 10. Juvenile Court Petitions by Prosecutor Action As shown in Figure 11, petitions filed by the DA do not mirror the disparities apparent in referral rates. In 2019, the DA filed petitions for approximately 60 to 65 percent of referrals made for youth from each of the following race/ethnicity groups: Black, Latino/Hispanic, White, and Asian. In 2017 and 2018, the there was a substantially lower proportion of referrals filed for Asian youth compared to other race/ethnicity groups; however, in 2019, this disparity was not seen. Figure 11. Proportion of Referrals with Petitions Filed by Race/Ethnicity 1,255 1,234 1,103 1,208 944 Petition Filed 2015 2016 2017 2018 2019 63.8 60.5 59.0 33.3 67.2 62.5 63.4 38.2 59.6 65.7 56.4 65.0 Black Latino/Hispanic White Asian 2017 2018 2019 Contra Costa Probation Department JJCPA-YOBG Consolidated Annual Plan FY2021-2022 March 2021 | 16 In 2019, the most common court disposition was wardship probation (see Figure 12).9 Wardship probation is a disposition in which a minor is declared a ward of the Juvenile Court and placed on formal probation. Youth on wardship probation were most often placed in their own home or in the home of a relative. Figure 12. Juvenile Court Disposition in 2015-2019 9 A Court Disposition is an action taken by the Juvenile Court as the result of a petition. 17 5 14 265 643 18 25 11 259 895 18 23 26 252 784 11 13 26 245 939 7 33 26 265 924 Non-Ward Probation 725(a) W&I Informal Probation (654.2 W&I) Transferred Dismissed Wardship Probation 725(b) W&I 2015 2016 2017 2018 2019 Contra Costa Probation Department JJCPA-YOBG Consolidated Annual Plan FY2021-2022 March 2021 | 17 Section IV. Assessment of Current Resources Existing Services The Contra Costa County Probation Department, in collaboration with other public agencies and community-based organizations (CBOs), offers a broad array of youth services and resources to at -risk and justice-involved youth and their families. These services are provided to youth in custody and in the community. The sections below describe the services and resources that the Probation Department and justice system partners provide. The newly formed JJCC Prevention, Intervention and Community Engagement (PICE) and Data and Services subcommittees will be undertaking an inventory of prevention, intervention, and reentry programs and services. The map of the location of services shown in Figure 1 3 and originally compiled in 2018 will be updated and included in the 2021 Annual Report. Contra Costa County is comprised of 24 distinct law enforcement agencies, which include police departments, county sheriff, California Highway Patrol, East Bay Regional Parks Police, the District Attorney and the Probation Department. Early intervention and prevention services such as education, parenting, counseling, treatment and restorative justice are provided through diversion in some jurisdictions. Examples of diversion programs are: The Reach project in Antioch and RYSE Center in Richmond. In FY2020-21, the District Attorney’s Office launched their Restorative Justice Diversion Program, called RESTOR, in partnership with RYSE and Impact Justice. The program serves youth in West and East County and due to COVID-19’s shift to virtual services, the program was able to expand to reach more young people. RESTOR is a post-arrest, pre-charge program, meaning that the young person who has committed harm has been arrested but has not been charged with a crime. Referrals are made throug h the District Attorney’s Office instead of being processed through the juvenile justice system. Once a case is referred to RYSE, the referring agency informs the person harmed and the responsible youth via a letter of the decision to divert and the opportunity to participate in RESTOR's Restorative Community Conferencing (RCC) or Circle Process. This program accepts cases for more serious crimes (felonies and high-level misdemeanors), which have a clear, identifiable person harmed such as robbery, burglary, car theft, assault/battery, arson, teen dating violence. When the RESTOR program reports back to the District Attorney’s Office that the case is completed successfully through an RCC or Circle, the case is considered resolved with no charges filed. Contra Costa County Probation Department The Contra Costa County Probation Department offers opportunities for informal supervision, Deferred Entry of Judgment (DEJ) in collaboration with the Juvenile Court, and service referrals to youth and their families. These services are intended to serve youth and their families at all stages of justice system involvement. In addition to diversion and early interventions, the Probation Department offers a Contra Costa Probation Department JJCPA-YOBG Consolidated Annual Plan FY2021-2022 March 2021 | 18 continuum of supervision and treatment services for youth who have become justice system involved. The continuum of Probation Department services includes: • Referral/citation closed at intake, no action taken. • Referral to resources and referral/citation closed at intake. • Referral to a diversion program or placement on non-court involved informal probation for six months. • Filing of a petition with the Juvenile Court and working with the Court and the family to recommend a disposition if the petition is sustained. • Maintaining a youth in custody at the Juvenile Hall pending court. While the youth is housed at the Juvenile Hall, services such as medical; dental, mental health care, recreational activities, education, and evidence-based programming are offered. • Home supervision with the aid of electronic monitoring that allows the youth to remain in the community and receive services pre- and post-disposition. • Community Supervision post disposition that includes providing community supervision based on geographic location. • Non-wardship supervision for youth determined to be dependents per W&I 300. • Out-of-home juvenile placement (foster care) and reentry supervision for youth determined to be dependents per W&I 300. • Non-Minor Dependent services and supervision post placement (AB 12). • Commitment to the Girls in Motion rehabilitative program in the Juvenile Hall and reentry supervision. • Commitment to the Orin Allen Youth Ranch Rehabilitation Facility (OAYRF) for male youth and reentry supervision. • Commitment to the Youthful Offender Treatment Program (YOTP) for male youth at the Juvenile Hall and reentry supervision. • Reentry supervision for youth who have completed their commitment to the California DJJ. The Juvenile Defender Unit of the Contra Costa County Public Defender’s Office provides client-centered advocacy to youth accused of crimes in Contra Costa County. Its team is comprised of attorneys who provide advocacy through a holistic approach to provide the best outcomes for youth. The unit strives to ensure that youth impacted by the juvenile justice system are given the opportunity to succeed, to overcome the collateral consequences of delinquency adjudications, and to successfully transition to adulthood. The Juvenile Defender Unit provides services to youth at all stages of a juvenile case until the case is fully concluded and the youth has been released from probation supervision. These services include representing youth from time of arrest when subject to custodial interrogation; representing youth in foster care, Juvenile Hall and Ranch programs, and the Division of Juvenile Justice; representing youth in Contra Costa Probation Department JJCPA-YOBG Consolidated Annual Plan FY2021-2022 March 2021 | 19 school expulsion and special education proceedings; and assisting individuals in sealing and clearing their juvenile records. In addition to the direct services it provides to youth, the Juvenile Defender Unit strives to improve the county’s support for at-risk and justice-involved youth through collaborative engagement with other institutional stakeholders, community-based organizations, and families. Contra Costa Health Services (CCHS) acts as the overall umbrella agency for Health, Mental Health, and Alcohol and Other Drug Programs. • Health services include but are not limited to the Contra Costa Regional Medical Center, dental clinics, the Teenage Program (T.A.P.), Head Start, specialized services for children with disabilities, public health clinics, and the Child Health and Disability Prevention program. • Behavioral Health Services include but are not limited to: a 24-hour hotline for crisis and suicide; a 24-hour behavioral health access line; clinic services for youth and their families; wraparound services; the Mobile Response Team; and evidence based practices provided through programs such as Functional Family Therapy (FFT), MultiSystemic Therapy (MST) and Multi-Dimensional Family Therapy (MDFT), and the Positive Parenting Program (Triple P). • Alcohol and Other Drug Services (AODS) include the Behavioral Health Access Line for screening and referrals to substance use disorder prevention and treatment, Alateen and 12 step meetings, and minimal outpatient and residential treatment programs. Prevention services are also available for middle school and high school aged youth. Many of these services are school-based and are provided through contracts with CBOs. The Contra Costa County Office of Education (CCCOE) delivers education and services to students across Contra Costa County. The CCCOE also provides direct school services to incarcerated students at both the Martinez and Byron Juvenile Detention facilities. School staff work with students to meet their academic, behavioral and social-emotional needs. Student attend classes in person and also are able to access a broad course of study through an online platform. Students are also able to concurrently enroll in Community College classes through the Contra Costa Community College District. Mt. McKinley currently offers three CTE pathways in Commercial and Residential Construction, Horticulture and Computer Coding. Recently, through a partnership with UC Berkeley Underground Scholars CCCOE has implemented a 6 month Incarceration to College Program that both bolsters their applicable skill sets and gears them toward applying to college. Through our Youth Services Department, CCCOE provides a Job Tech 13 week course. This program is a multi-learning style approach designed to lead students through investigating and planning for their high school, post-secondary education, and career success. When students enter the program CCCOE retrieves all of their former school records and screens them for eligibility in reduced credit program in line with AB 2306. CCCOE’s Transition Specialist and Youth Specialist work Contra Costa Probation Department JJCPA-YOBG Consolidated Annual Plan FY2021-2022 March 2021 | 20 collaboratively with youth, families and other service providers to ensure youth returning to the community seamlessly continue their educational and career programing. Family focused services provided by Contra Costa County Children and Family Services (CFS) include Family Finding, Family Maintenance, Family Preservation, Family Reunification and Safe and Stable Families. Youth in foster care also become eligible for Extended Foster Care services (AB 12) after their 18th birthday and into young adulthood. For youth who have aged out of foster care or unable to return home to their families, CFS provides an Independent Living Skills Program (ILSP). ILSP works with youth to develop life skills, money management, preparation for college applications, and housing, cooking and other skills necessary to succeed after leaving the foster care system. The Contra Costa County Youth Continuum of Services is part of the Health, Housing, and Homeless Services (H3) division in CCHS and offers emergency shelter, meals, showers, laundry facilities, mail service, health care, transitional and permanent housing, case management, counseling, family reunification, employment assistance, peer support groups, substance use prevention education, links to substance use and mental health treatment, school enrollment and transportation assistance. The Youth Continuum currently partners with the Probation Department to provide a bed at Pomona Street or Appian House for a DJJ returnee. Services are available in Richmond and Antioch. Services are offered to youth and their families by County agencies, Community Based Organizations (CBO) and Faith Based Organizations (FBO). The map on the following page compiled in 2018-19 (Figure 13) illustrates the services provided by CBOs. A detailed description of each program/service is provided in Appendix B. In 2020, the Probation Department made significant increases in resources designated for CBOs. The contracted providers work with youth in-custody to establish relationships to support successful reentry and continue their work post-release to maintain a positive and supportive connection. Contra Costa County facilitates the dissemination of information regarding services that are available through “211 Contra Costa” and through a published “Surviving Parenthood” resource directory that is prepared by the Child Abuse Prevention Council. March 2021 | 21 Figure 13. Faith and Community-Based Organizations (2018-19) Map Key This map offers a snapshot of locations for the various organizations that provide resources and services to justice- involved youth in Contra Costa County. The following section offers detailed descriptions of the general resources offered in the county. See section VII for the full description of programs funded by JJCPA and YOBG. = Programs funded by JJCPA and YOBG* = General Community Resources not funded by JJCPA and YOBG West Central East JJCPA & YOBG Programs 1) RYSE Center 2) Community Options for Families and Youth (COFY) 2) COFY 3) Bay Area Community Resources (BACR) 2) COFY 3) BACR General Resources 4) West Contra Costa Youth Service Bureau 5) Girls Inc. of West Contra Costa 6) Rubicon Programs 7) Center For Human Development 8) Boys & Girls Clubs of Contra Costa 9) Community Violence Solutions 10) Getting Out of Dodge 11) Congress of Neutrals 12) Community Health for Asian Americans (CHAA) 13) Community Works West 14) Rainbow Community Center 6) Rubicon Programs 7) Center For Human Development 8) Boys & Girls Clubs of Contra Costa 9) Community Violence Solutions 10) Getting Out of Dodge 15) Youth Employment Services 14) Rainbow Community Center 16) John F. Kennedy University Community Center 17) C.O.P.E. Family Support Center 7) Center for Human Development 9) Community Violence Solutions 10) Getting Out of Dodge 11) Congress of Neutrals 13) Community Works West 18) REACH Project Inc. 19) One Day At A Time Contra Costa Probation Department JJCPA-YOBG Consolidated Annual Plan FY2021-2022 March 2021 | 22 Identified Needs and Gaps It is important to note that due to the impacts of the COVID-19 pandemic, most service providers have had to make the transition to a virtual service delivery model. In some cases, the shift to virtual services increased accessibility for individuals and families, but in cases in which technological infrastructure was inadequate or absent, this created a barrier to services and support. Additionally, the increase in online meeting requirements for school and other commitments may have acted as an impediment to youth representative participation on the JJCC. This section was originally developed in 2018 as part of an in-depth evaluation process conducted by Resource Development Associates (RDA) to better identify the needs and gaps in the available system of services for youth who are involved in or at risk of involvement in the juvenile justice system. It was based on a review of quantitative data (Probation Department, JCPSS, and JAIS data) and a series of interviews and focus groups with juvenile justice stakeholders, including youth and families involved in the justice system. At the time, the assessment identified the following needs and gaps in services that affect successful rehabilitation and reentry for youth in Contra Costa County. Since these needs and gaps were identified, the JJCC has been focusing its efforts on addressing them through the development of new contracts, programs, and services as well as the creation of two JJCC subcommittees, the aforementioned PICE subcommittee and the Data and Services subcommittee. Updates to this section for FY2021-22 have been added based on feedback from JJCC members. In the future, this section will be moved to the Annual Report. See Appendix A for a description of the methodology and data sources used in the assessment. The findings are organized in the categories below: Probation staff and service providers described that the majority of youth receiving their services have emotional and/or substance use challenges, which staff observed are often rooted in trauma that youth have experienced in their homes and/or communities. Identified mental health and substance use needs are described below. Stakeholders also observed that access to behavioral health services varies according to individuals’ place of residence, as described below in 3) Geographic Access to Services. Due to the impacts of COVID-19, home-based programs moved to telehealth, which has mitigated transportation barriers. In addition, the reduction in clinician travel time has allowed clinicians to increase their caseloads, thus reducing the waitlist. Decisions related to COVID-19 have also resulted in a reduction 1) Behavioral Health Services 2) Housing 3) Geographic Service Accessibility 4) Prosocial Supports and Personal Development 5) Prevention Services 6) Diversion Services 7) System-wide Coordination 8) Systemic Barriers Contra Costa Probation Department JJCPA-YOBG Consolidated Annual Plan FY2021-2022 March 2021 | 23 of the population in Juvenile Hall, which has subsequently reduced the waitlist for programming post release. This shift in referral channels has resulted in fewer referrals but is not an indicator of reduced need. In response to this, Behavioral Health is focused on being more proactive in identifying and connecting youth to services directly from the community. Insufficient capacity and availability of behavioral health services that are both culturally and gender responsive. In focus groups and interviews, stakeholders observed that there is a need for greater capacity and availability of community-based behavioral health services that are both culturally and gender responsive. Both youth and families as well as service providers shared that while behavioral health services do exist in the community, they often have long waiting lists (e.g., up to six months for MDFT and MST). Those involved in programming also shared that while current programs, such as the Girls in Motion program offered in Juvenile Hall (see description in Section VI), do provide gender-specific services, there is a desire to expand curricula to include services such as comprehensive sexual and reproductive h ealth education. Families and youth also explained that the cost of counseling services can be prohibitive (i.e., co-pays or out of pocket expenses). Limited youth-appropriate substance use disorder (SUD) treatment services. Stakeholders such as parents and service providers expressed that there are limited youth-appropriate substance use treatment services in the county. While past efforts have sought to embed substance use counselors in County behavioral health clinics, and substance use prevention services are delivered in traditional middle and high schools, stakeholders expressed the need to expand the availability of youth-tailored substance use treatment services beyond what is currently available. The geographic deficits that existed for SUD treatment in Central and West County are expected to be resolved within the next six months. Contra Costa County AODS has successfully recruited the La Familia to meet this need. La Familia has secured a service location in Richmond and are close to securing a location in Concord. Limited affordable housing for youth/families and transitional housing for transitional-aged youth (TAY). Across all interviewees, affordable housing was identified as a critical need. Stakeholders expressed the challenge many families face with not only securing but also maintaining affordable housing in the county. TAY were also identified as a population with critical housing needs. In particular, stakeholders shared that there are a limited number of transitional housing options for TAY reentering the community from custody, including housing options for dual-system (child welfare and juvenile justice) youth and TAY with complex behavioral health needs. Disparities in services by region. According to interviewees including youth, families, and service providers, there are limited services for youth residing in East County. While several CBOs offer services in East County, stakeholders observed that the level of need in East County exceeds the number and type of services offered. Additionally, a number of the services provided in East County are satellite services offered by organizations based in other parts of the county, which may mean that staff are only available Contra Costa Probation Department JJCPA-YOBG Consolidated Annual Plan FY2021-2022 March 2021 | 24 in East County on certain days or times. Access to services in East County also tends to be more difficult than other areas of the county due to the geographic spread of this part of the county and the resulting need to travel to services even within East County. The need to pay for and/or take lengthy bus/BART rides or car rides can be a barrier for some youth to partake in services. Stakeholders shared that there is a greater variety of services and resources available in Central and West County; however, youth and their families are unable to readily access these services due to transportation barriers and distance. While East County has general deficits in services, as noted above, there are presently no youth SUD treatment services available in Central and West County. Limited mentoring and peer support opportunities for youth. Mentoring programs and peer support groups for youth who are involved or at risk of involvement in the justice system were cited as a gap in services across all interviews. Youth specifically spoke about the need for safe spaces to share their experiences and learn from peers while in custody and in the community. Youth voiced that such services need to be culturally and gender responsive and expressed the desire for mentors that not only provide healthy development and guidance into adulthood, but also relate to their experiences and backgrounds. Gaps in capacity to serve youth with higher risk and higher needs. In 2020, SB 823, or Juvenile Justice Realignment, was passed. In part because of this change, justice partners emphasized the importance of increasing the county’s capacity to address the needs of youth with higher risk levels who are charged with serious offenses, including DJJ-realigned youth. SB 823 legislation directed that an additional subcommittee of the JJCC be formed to assess, articulate, and prepare to meet the facility and service needs of DJJ realigned youth. That assessment and subsequent plan will help the JJCC better understands needs and gaps in this area. Limited number of and access to prevention programs. In focus groups and interviews, representatives from County agencies, service providers, and families expressed the need to not only increase the number of but also the type of prevention programs and access to such programs for youth, particularly for services with a focus on trauma. Juvenile justice system stakeholders spoke of a desire to be more proactive and prevent youth from coming into contact with the justice system by increasing the focus on treating trauma and engaging youth and families in supportive programs and activities at an earlier age. Limited information about available juvenile justice system prevention options. While diversion programs are needed to reduce youth’s formal entry into the justice system, opportunities to prevent initial contact with the justice system are an important component of a robust continuum of options for youth. County agencies and community members agreed that there is limited knowledge of existing prevention options in the county. They noted that understanding what programs already exist in communities—including programs run by established community-based organizations as well as programs and activities run by community and faith-based groups—would help the county identify opportunities to build upon and fill gaps in prevention options across the county. In 2020, the JJCC formed Contra Costa Probation Department JJCPA-YOBG Consolidated Annual Plan FY2021-2022 March 2021 | 25 the PICE Subcommittee in response to this issue. A key outcome of the PICE Subcommittee is to complete an inventory of prevention services and include the results in the 2021 Annual Report. In response to the JJCC’s focus on expanding prevention services, the Probation Department has sought additional prevention providers and has funded a variety of programming ranging from human trafficking to dating violence prevention. Details of the currently funded programs are included in Section VII below. Limited county-wide approach to informally and formally divert youth. Countywide diversion programs are at the front end of the justice system to limit youth’s formal entry into the justice system. As described earlier, diversion programs are currently offered in some jurisdictions in the county including through police departments, as well as the DA’s Office restorative justice based RESTOR diversion program which is in its early stages. As referenced above, the PICE subcommittee’s work includes identification of prevention services and opportunities within the community as well as those that are system connected. It is expected that additional diversion services may be identified as part of this inventory process. Limited service coordination and information sharing among juvenile justice system partners. County agencies acknowledged the current lack of shared information about available services among youth- serving agencies. They explained that not being up to date about each other’s services affects service referrals for youth and impedes their ability to provide a comprehensive service plan for youth. Stakeholders mentioned a need to improve communication mechanisms to increase awareness of current services. Limited data collection at the County and program level. Throughout the assessment, it was noted that there is limited collection and reporting of outcome data from County systems and youth-serving programs due to antiquated data systems. To this end, it was a challenge to cross-check some qualitative data with quantitative data. As described in Section VI, the Probation Department is in the process of updating its data system. Youth experience barriers to employment opportunities. Youth shared that despite the existing services in the county, they encounter systemic barriers that impact their ability to achieve stability during and after their time on probation. Youth and other stakeholders cited barriers to employment opportunities that include but are not limited to being on electronic monitoring (as it presents logistical barriers to obtaining and maintaining employment), having an adult record as a TAY, and stigma toward youth on probation. County agencies noted how stigma may affect employers’ willingness to collaborate with them to provide employment and training opportunities for justice-involved youth. Re-entering youth experience barriers enrolling into traditional schools. Stakeholders noted that youth face difficulties returning to traditional schools after being incarcerated. While the Public Defender and Contra Costa Probation Department JJCPA-YOBG Consolidated Annual Plan FY2021-2022 March 2021 | 26 CCCOE provide support, stakeholders shared that it requires extensive effort to connect students back to traditional schools. Many stakeholders attributed this challenge to stigma. Racial disparities exist at various points in the juvenile justice system. It is important to reiterate that from 2015-2017, Black youth were overrepresented in referrals to Probation and petitions filed. While the County is currently making efforts to address racial disparities, there is an ongoing need for continued efforts to address racial and ethnic disparities across all points of the juvenile justice system. Youth and families experience barriers to navigating county systems and programs. The PICE subcommittee acknowledged the barrier that can be created for families due to lack of system understanding and support. The PICE subcommittee recommended providing advocacy, partnership, and assistance with navigation for youth and families who have become system involved and suggested that programs such as Parent Partner or credible messenger programs could be expanded or developed to respond to this barrier and address this identified need. Contra Costa Probation Department JJCPA-YOBG Consolidated Annual Plan FY2021-2022 March 2021 | 27 Section V. Juvenile Justice Action Strategy Vision and Approach The Juvenile Justice Action Strategy seeks to strengthen the juvenile justice continuum of services by addressing the barriers, gaps, and prioritized focus areas through a collaborative, youth developmental approach that is committed to least restrictive environment options and retention of youth with their families or caregivers. Three pillars form the foundation of the Juvenile Justice Action Strategy: an evidence-based continuum of services, a collaborative approach to services, and racial equity. •The Contra Costa County Probation Department and justice system partners are not only committed to the successful rehabilitation and reentry of justice-involved youth, but also to the prevention and diversion of youth who have not have not had formal contact with the juvenile justice system. The County aims to support a continuum of services from prevention to intervention ranging in intensity based on structured decision-making tools. Continuum of Services •The Contra Costa County Probation Department believes in a collaborative approach to supporting youth who are involved in or at risk of involvement in the juvenile justice system. The Probation Department is committed to building and maintaining strong relationships with local law enforcement diversion programs, CBOs, and other County partners to ensure that appropriate and effective services are provided. Probation will continue to engage CBOs as the providers of reentry and other supportive services for justice-involved youth, and will support the capacity and development of CBOs as needed. Collaborative Approach •The Contra Costa County Probation Department and justice system partners are committed to evaluating the juvenile justice system and its encompassing decision points to identify and address areas of disparities in juvenile justice system involvement and outcomes for youth of color. This committment extends to working collaboratively with justice system and community partners and to develop and implement strategies to promote equitable outcomes for youth of color. Racial Equity Contra Costa Probation Department JJCPA-YOBG Consolidated Annual Plan FY2021-2022 March 2021 | 28 Prioritized Focus Areas While each of the needs and gaps identified in the earlier section are important, it is not feasible to address all of the identified needs at once. The Probation Department, with input from the JJCC and other k ey stakeholders, prioritized seven focus areas where there is a high level of need and where there are current opportunities for partnership to address the need. These are: The Juvenile Justice Action Strategy discusses how these focus areas will be addressed in the context of the County’s existing juvenile justice strategy. The existing services that are provided by the Probation Department and juvenile justice partners, as described in Section IV, will continue as part of the Juvenile Justice Action Strategy. In addition, below is a description of how the Probation Department and juvenile justice system partners plan to address the seven prioritized focus areas. The Probation Department will continue to work with the Mental Health Services division of Contra Costa County Behavioral Health Services (BHS) to alleviate barriers youth face while trying to access mental health services. Probation will work with Mental Health Services on collaborative programs in which alternative funding sources can be leveraged to enhance mental health services for justice-involved youth. The Probation Department will also continue to increase support as needed for community-based substance use services in collaboration with AODS. The Probation Department is committed to supporting housing options through collaboration with the County Health, Housing, and Homeless Services (H3). Currently, Probation supports a Flexible Housing Fund. The Flexible Housing Fund provides adults (18 years or older) who are at risk of losing their housing the opportunity to apply for supplemental funding to alleviate the loss of housing and/or eviction. Probation plans to partner with H3 to expand the Flexible Housing Fund to families of youth on probation to further support families who are struggling with stable housing. Probation will also partner with CBOs 1) Behavioral Health: Increase the availability of and access to behavioral health services for justice- involved youth; 2) Housing: Support increased housing options and services for justice-involved youth and their families; 3) Reentry & Education: Continue to support reentry, including reenrollment in school following incarceration or placement; 4) Prevention Services: Inventory existing prevention services, including those that are non-traditional, and prioritize funding for this area; 5) Diversion Services: Inventory existing services and support the development of countywide diversion programs; 6) Address Racial Disparities at every decision point throughout the system; and 7) Service and Outcome Measurement: Create measures to track services and determine impact Contra Costa Probation Department JJCPA-YOBG Consolidated Annual Plan FY2021-2022 March 2021 | 29 to enhance CBO services in the area of case management and housing navigation services for the youth they serve. Education reentry after incarceration or placement remains a priority for the JJCC. The Probation Department will continue to support reentry services provided by CBOs, with a focus on services that are offered in youth’s communities by providers that also have lived experiences with the justice system. The Probation Department will continue to support the CCCOE, which provides staff to facilitate youth’s reenrollment in their school districts after a period of incarceration. The Probation Department will also support the Public Defender’s Office with youth education and reentry advocacy. The JJCC is also focused on the DJJ population of youth described in SB 823 who have high needs for behavioral health and medical treatment and services and face barriers to achieve successful reentry into the community. A key component of supporting this cohort of youth is to expand the overall capacity of the system and services to provide treatment and services in non-carceral, community-based settings. As part of SB 823 legislation, the DJJ Subcommittee of the JJCC is in the process of developing the required plan outlining the needs, services, facilities and service gaps for this population of youth. On February 10, 2021 the JJCC formally adopted the following Prevention definition recommended by the PICE Subcommittee: Prevention is defined as a two-tiered approach to address individual, family, and environmental factors. Primary Prevention is a practice that focuses on long term healthy development of youth, their families, and their communities by fostering protective measures before risky behavior occurs. Protective measures include but are not limited to community supports, services and programs like adequate access to housing, employment/job training, childcare, and medical and behavioral health care. Secondary Prevention is a practice that focuses on identifying, addressing and redirecting risky behaviors and strengthening protective measures in the home, community and school settings before law violations occur. This approach does not include tertiary prevention, which focuses on interrupting the progression of delinquency after law violations occur. The JJCC will support increased information about, availability of, and access to prevention services. With the support of the JJCC subcommittees, the JJCC will develop an inventory of programs aimed at engaging at-risk youth with the intention of avoiding initial justice system involvement. The inventory will also include public systems such as school/education settings, as well as family focused and restorative justice programs, non-traditional or more informal community-based programs and services that provide meaningful and demonstrated positive outcomes for youth. Contra Costa Probation Department JJCPA-YOBG Consolidated Annual Plan FY2021-2022 March 2021 | 30 As part of this effort, the Probation Department will support a capacity building effort to support community-based providers in learning about and responding to requests for proposals with competitive applications. The Probation Department will also increase its capacity to process contracts for community- based organizations by adding a staff person focused on contracting for youth programs. In demonstration of the commitment to prevention, on February 10, 2021, the JJCC unanimously voted to dedicate 10% of JJCPA funds to services that meet the adopted Prevention definition/strategy. The PICE Subcommittee formally endorsed a focus on family strengthening as a means to provide primary and secondary prevention opportunities for youth and their families to avoid justice system involvement. The inclusion of family strengthening as a priority recognizes that each family possesses unique strengths and may benefit from a variety of supports and services to meet their needs. The JJCC will support the creation of a county-wide diversion inventory. The inventory will include programs aimed at reducing further justice system escalation for youth who have had initial contact with the justice system. In a collaborative approach with other justice system partners and with community and youth input, the Probation Department will continue to support the DA in the growth of its RESTOR diversion program. This strategy will focus on building consistency in diversion programming countywide and will occur in addition to already existing diversion programs operated by local police departments. An additional focus area is to identify programs available and needed to specifically serve youth under age 12 as described in SB 439. These programs might include crisis stabilization, and intensive wraparound services for youth and their families that include education, behavioral health, probation, and community- based services. Racial disparities are pervasive throughout the justice system and continue to result in inequitable justice system involvement and outcomes for youth of color. The JJCC is committed to identifying and reducing racial disparities at all decision points that initiate or maintain a youth's engagement in the juvenile justice system. To that end, the JJCC is committed to collaborative engagement with youth, their families, and community members to develop and implement strategies that target equitable outcomes for youth of color. To track the number of youth receiving services, the services provided, as well as the outcomes of such services, the JJCC will develop service and outcome measures for JJCPA-funded programming and include such measures in Requests for Proposals (RPF) and Scopes of Work (SOW). In 2020, the JJCC established the Data and Services subcommittee to focus on collecting the data described above. The Probation Department has prioritized increasing capacity to collect and analyze data by funding two planner and evaluator positions to focus on justice system data collection, analysis, and reporting. Contra Costa Probation Department JJCPA-YOBG Consolidated Annual Plan FY2021-2022 March 2021 | 31 Section VI. Information Sharing and Data The Contra Costa County Probation Department and Juvenile Court operate on “main frame” computer case management systems. Information is shared from the mainframe in accordance with WIC section 827.12 and with authorization from the Court. Aggregate data is provided to the Department of Justice JCPSS. The Probation Department currently utilizes in-house Access databases and Excel spreadsheets to collect data and evaluate programs. The Probation Department is in the process of identifying a new vendor for a comprehensive case management system to assist with ongoing data collection, monitoring, and evaluation. A delivery date is yet to be determined; however, significant progress is anticipated in FY 2020-2021. Contra Costa Probation Department JJCPA-YOBG Consolidated Annual Plan FY2021-2022 March 2021 | 32 Section VII. Programs Funded by JJCPA and YOBG Table 5 below provides an overview of the name and type of programs that are funded by JJCPA and YOBG. Each program is described in detail in Table 5. Table 5. Overview of JJCPA and YOBG Funded Programs Program Funding Source Type of Service JJCPA YOBG Prevention/ Intervention In-Custody Aftercare/ Reentry Community DPOs STAND – Youth Education Support Services (YESS) The Boys and Girls Club – Love Never Fails La Familia Youth Early Intervention Partnership Youthful Offender Treatment Program (YOTP) DPOs at Orin Allen Youth Rehabilitation Facility (OAYRF) Community Options for Families and Youth (COFY) Bay Area Community Resources (BACR) RYSE Contra Costa County Office of Education (CCCOE) Public Defender’s Juvenile Education Advocate/ Reentry Attorney Programs Funded by JJPCA JJCPA was created to provide a stable funding source for local juvenile justice programs aimed at curbing delinquency among at-risk youth. Table 6 below describes the JJCPA-funded programs. In addition to the programs described below, JJCPA funding be used to strengthen the capacity of the Probation Department Contra Costa Probation Department JJCPA-YOBG Consolidated Annual Plan FY2021-2022 March 2021 | 33 to meet data analysis and contracting needs. JJCPA will fund one Planner/Evaluator in the Office of Reentry and Justice (ORJ) and one Administrative Services Assistant to facilitate efficient contracting of JJPCA funds to external providers. Table 6. Contra Costa County Programs Funded by JJCPA Program Name Description JJCPA Funded Programs Community DPOs DPOs are assigned to liaison with High Schools and police departments to create and maintain relationships and represent the department. Contra Costa County Probation utilizes JJCPA funds to support these positions. This collaborative relationship between Probation and local schools and police agencies employs a variety of preventative strategies designed to keep youth from entering or re-entering the juvenile justice system. DPOs provide supervision for youth on informal probation or who have been adjudged wards and attend their assigned school and provide referrals for supportive community resources to the youth and their families. DPOs facilitate evidence-based practice programs, utilize risk assessments to identify criminogenic needs, develop case plans, complete court reports, provide services to victims and participate in collaborative operations and projects. Orin Allen Youth Rehabilitation Facility (OAYRF) Deputies. JJCPA funds are utilized to pay for three DPOs to provide aftercare and reentry services to male youth who have successfully completed a commitment, which could range from six months to a year, at the OAYRF. The OAYRF is an open setting ranch/camp facility that houses youth whose risk and needs indicate that placement in such a setting wo uld aid in their rehabilitation. OAYRF DPOs allow for continuity of care as young men reintegrate into the community. The DPOs begin supervision during the custodial phase of the program and continue to provide service during transition and after release. Similar to other Contra County treatment program reentry models, case plans are developed with the youth and their family or support system that identify resources that continue to target the criminogenic needs identified earlier in the youth's program. DPOs also ensure that basic needs such as housing, food, ongoing education, AOD treatment through Reach Project, and employment services are met. Youth who complete the OAYRF program are connected to County providers such as behavioral health services to increase their opportunities for success. La Familia La Familia treats SUD using a combination of individual and group modalities both using evidence-based treatment interventions to treat a range of levels of use from mild to severe. La Familia designs adolescent programming on the following principles: Harm Reduction, Client Centered Treatment, Family Engagement, and Positive Youth Development. La Familia facilitates family engagement in treatment through encouraging open communication. La Familia provides outreach services, appropriate pro-social activities, and treatment. For consistency, La Familia staff will be trained in the cognitive behavioral substance abuse treatment CB-SA which Probation Officers are also trained in. The Boys and Girls Club – Love Never Fails Love Never Fails, in partnership with the Boys and Girls Club of Contra Costa County, will host a 13-week program (3 hours per week) on Human Trafficking Awareness. Love Never Fails is a non-profit organization which empowers all people to express and experience our best sense of humanity. Love Never Fails restores, educates and protects survivors of human trafficking and their communities. The mission of the Boys and Girls Club of Contra Costa County is to enable all young people to reach their full potential as productive, caring, responsible citizens. Contra Costa Probation Department JJCPA-YOBG Consolidated Annual Plan FY2021-2022 March 2021 | 34 Table 6. Contra Costa County Programs Funded by JJCPA Program Name Description STAND - Youth Education Support Services (YESS) STAND!'s Youth Education Support Services (YESS!) is a prevention and intervention program focused on services for youth in West and East Contra Costa County. YESS intervenes in the lives of vulnerable youth in our community to decrease and prevent Teen Dating Violence (TDV), to build conflict resolution and leadership skills, and to develop a shared understanding of healthy relationships and gender roles. Bay Area Community Resources (BACR) and RYSE, Inc. Bay Area Community Resources (BACR) and RYSE, Inc. provide reentry to youth who have been or will soon be released from custody and participated in either YOTP or Girls in Motion. Reentry services include individualized case plans, case management, peer support groups, support for youth as they enter and navigate college, and transportation to services as needed. BACR provides assistance to youth and their families in East and Central County. RYSE offers Richmond and West County youth ages 13-25 assistance and services through the RYSE Center, a safe space dedicated for youth. Contra Costa County Public Defender’s Office The Public Defender’s Juvenile Education Advocate/Reentry Attorney provides holistic, civil legal services to youth impacted by the juvenile justice system to improve their educational outcomes, decrease youth homelessness, increase access to medical and mental health care, and increase employment opportunities. Services include: • Education - Representing students in school expulsion proceedings, increasing access to special education services and accommodations for students with disabilities, helping students reenroll in school after their release from facilities, and ensuring the timely transfer of credits. • Access to Public Benefits - Representing all Public Defender clients in Extended Foster Care proceedings to ensure their access to stable housing, financial assistance, and Medi-Cal. • Clean Slate - Representing youth and former juvenile clients in juvenile record sealing and expungement proceedings to prevent the denial of employment opportunities and occupational licenses. Youth Early Intervention Partnership In FY 2021-22, with the support of the JJCC, the county will seek to launch a new, innovative program called the Youth Early Intervention Partnership. The objective of the Partnership is to provide community-based case management, legal advocacy and support, and service connection to youth who have had contact with law enforcement but who have not yet been formally charged with a crime. The program will be designed to prevent or minimize system involvement for youth whose contact with law enforcement has not yet resulted in formal processing in the youth justice system. The Partnership will be designed to further the prevention goals expressed in this Plan. A collaborative program among the Probation Department, Public Defender’s Office, law enforcement agencies, and community-based service providers, its primary, JJCC-funded components will include, at a minimum, an Early Intervention Attorney in the Public Defender’s Office who will provide legal advocacy and support to youth who have had law enforcement contact but who have not yet been charged with a crime, and who will assist Contra Costa Probation Department JJCPA-YOBG Consolidated Annual Plan FY2021-2022 March 2021 | 35 Table 6. Contra Costa County Programs Funded by JJCPA Program Name Description with efforts to divert the youth from the justice system; one or more community-based Early Intervention Case Managers who will receive referrals from the Early Intervention Attorney and the Probation Department to conduct strengths and needs assessments for referred youth and families, provide voluntary case management services, and to connect the youth and families to supportive services; and a Program Evaluator who will assist with data collection and program evaluation to ensure the program’s efficacy and fidelity to the goals of the program. Programs Funded by YOBG YOBG funds are used to enhance the capacity of county probation, mental health, drug and alcohol services, and other county departments to provide appropriate rehabilitative and supervision services to justice-involved youth.10 Table 7. Contra Costa County Programs funded by YOBG Program Name Description YOBG Funded Programs Youthful Offender Treatment Program (YOTP) YOTP is a residential commitment program, housed in the Juvenile Hall, in which staffing and mental health services are funded by YOBG. The program's mission is to serve young males ages 16 to 21 by providing them with cognitive behavioral programming and the life skills necessary to transition back into the community. The YOTP program is a local alternative to a commitment to the DJJ for youth who have committed serious or violent offenses, but can be treated at the local level. Probation staff provide cognitive behavioral therapy (CBT) services, mental health staff provide therapy, and CBOs provide non-CBT services. YOTP works in conjunction with CBOs (BACR and RYSE) to provide a continuum of services upon reentry including life skills, FFT, substance use treatment, and/ or other mental health services. Community Options for Families and Youth (COFY) COFY offers therapeutic behavioral services, educational mental health management, trauma therapy, parent education, MST, and FFT. Contra Costa County Office of Education (CCCOE) CCCOE provides reentry education and career services. CCCOE works collaboratively with DPOs and community reentry service providers to support youth with in-custody and out-of-custody case planning. Additionally, CCCOE facilitates workforce program referrals, linkages to supportive services, and provides intensive case management services that include navigating the education system, school enrollment and advocacy and post-secondary career development. 10 Girls In Motion (GIM), the structured residential program for adolescent females previously funded by YOBG, is now funded through County General Fund dollars. Contra Costa Probation Department JJCPA-YOBG Consolidated Annual Plan FY2021-2022 March 2021 | 36 Section VIII. Strategy for Non-707 (b) Offenders The Contra Costa County Probation Department delivers services to justice system involved youth utilizing a continuum of proactive responses that include the use of evidence-based risk assessment tools and varying levels of supervision, out of home placements and custodial rehabilitative programs. Case plans are developed and recommendations are formulated for the Court that takes into account prevention and intervention strategies which focus on criminogenic needs and community safety. Justice-involved youth who are not eligible for a commitment to DJJ that may have been committed in the past are now provided an opportunity to remain locally in the YOTP. While in the program, rehabilitative services are provided to empower the youth to have a positive outcome upon release. The Probation Department and County Behavioral Health Services/Mental Health Services division have an ongoing contract that utilizes YOBG funds to provide a full-time mental health clinician for YOTP. Contra Costa Probation Department JJCPA-YOBG Consolidated Annual Plan FY2021-2022 March 2021 | 37 Appendix A. 2018-19 Needs Assessment Description From September 2018 to March 2019, Contra Costa County Probation contracted with Resource Development Associates (RDA), an Oakland-based consulting firm, to complete an assessment of juvenile justice services needs and gaps in an effort to improve services for youth who are involved in or at risk of involvement in the juvenile justice system an develop the FY2019-20 Juvenile Probation Consolidated Annual Plan. As a reference, this section provides an overview of the methods applied for the plan development process during that process. With support and information from the JJCC and Probation Department, in 2018-19 RDA facilitated a countywide needs assessment to understand how JJCPA funds are utilized and the population receiving those services, and identify any gaps, barriers, and/or needs within the current juvenile justice system. To do so, RDA collected and analyzed quantitative and qualitative data related to 1) the current juvenile justice system, 2) the current population of youth receiving services through JJCPA and YOBG, and 3) the needs of youth on probation and youth at risk of juvenile justice system involvement in Contra Costa County. With the support and direction of the JJCC, RDA identified key stakeholders to inform the needs assessment, including County officials, service providers, justice-involved youth, family members, and advocates. The following table provides an overview of all stakeholders engaged in the needs assessment. Table 8. 2018-2019 Focus Groups and Interviews Conducted Affiliation Participants Interviews Alcohol and Other Drugs Department Chief Director (1) Probation Department Chief Probation Officer (1) Assistant Chief Probation Officer (1) District Attorney’s Office Assistant District Attorney JJCPA-funded Community-based Organizations Leadership (3) Community Options for Families and Youth (COFY), Bay Area Community Resources (BACR), and RYSE, Inc. Local Police Departments Police Chiefs (2) Antioch and Richmond Police Department Mental Health Services Program Managers (2) Public Defender’s Office Deputy Public Defenders (2) Superior Court Presiding Judge (1) Schools Office of Education Deputy Superintendent (1) Office of Education Youth Development Services Manager (1) School Principal (1) Mt. Diablo High School Focus Groups Community-based Organizations Includes parents, caregivers, and staff Bay Area Community Resources (4) RYSE (6) Probation Department Field Deputy Probation Officers (3) Police department-based Deputy Probation Officers (2) Contra Costa Probation Department JJCPA-YOBG Consolidated Annual Plan FY2021-2022 March 2021 | 38 School-based Probation Officers (3) Supervisors and Management Staff (5) Youth on Probation Bay Area Community Resources (3) Liberty High School (6) Mt. Diablo High School (8) RYSE (10) RDA also collected and analyzed quantitative data to support and cross-check findings from qualitative data. The following table provides an overview of the data analyzed as well as documents reviewed by RDA. Table 9. 2018-19 Quantitative Data Data Source Demographic Data • Race, ethnicity, gender, zip code Probation Department JAIS Risk and Needs Assessment • Risk levels and top needs Probation Department Program and Service Inventory • Programs and services currently available for youth Multiple Agencies Contra Costa Probation Department JJCPA-YOBG Consolidated Annual Plan FY2021-2022 March 2021 | 39 Appendix B. Inventory of Faith and Community-Based Programs for Youth in Contra Costa County (2018-19) Region East Central West Funded Programs11 1) Bay Area Community Resources (BACR) provides assistance to youth, adults and families in need. Services include: After school programs, workforce and education programs, alcohol and other drug programs, national service through AmeriCorps, tobacco cessation classes and education, counseling and behavioral health services, and school-based counseling. x x 2) The RYSE Youth Center offers Richmond and West County youth ages 13-24 assistance with education and justice, community health programming (case management, counseling, Restorative Pathways Project), youth organizing and leadership through the Richmond Youth Organizing team, as well as providing access to media, arts, and culture. The RYSE Center also offers workforce development and job attainment supports. x 3) Community Options for Families and Youth (COFY) offers therapeutic behavioral services, educational mental health management, trauma therapy, parent education, Multi-Systemic Therapy and Functional Family Therapy (FFT). COFY partners with the County Behavioral Health Department and the Probation Department to offer FFT. x x x Other Community Based Programs 4) The West Contra Costa Youth Services Bureau offers coordinated services to youth and families that include Wraparound, kinship support for relative care givers, family preservation support and youth development. x 5) Girls Inc. Of West Contra Costa County's goal is to inspire all girls to be strong, smart and bold. Girls Inc. provides school and community based programming that serves the unique needs of girls, ages 5-18, living in West Contra Costa County. Through community partnerships, they help girls achieve their full potential, brightening their futures along the way. Girls Inc. is dedicated to the advocacy of gender equity for all girls in all areas of their lives. x 6) Rubicon programs serve youth and their families by removing barriers to help teach financial literacy including credit repair and household budgeting, help in finding immediate employment, as well as on the job training and internships. Rubicon also provides adult education and literacy, wellness, community connections and restorative circles. x x x 7) The Center for Human Development offers mediation for families in conflict as well as a spectrum of services for at-risk youth. Services are provided in the school and in the community. x x x 8) Boys and Girls Clubs of Contra Costa County offer programs in sports and recreation, education, the arts, health and wellness, career development, and character and leadership. x x 11 The services described here are those funded by JJCPA/YOBG. Several of these programs provide additional services in the county. Contra Costa Probation Department JJCPA-YOBG Consolidated Annual Plan FY2021-2022 March 2021 | 40 Region East Central West 9) Community Violence Solutions (CVS) is part of the County wide Commercially Exploited Youth (CSEY) steering committee and provides services for children and adults who are victims of sexual abuse, including evaluation and therapy. CVS provides CSEY counseling within the Juvenile Hall. x x x 10) Getting out of Dodge (GOD)- Getting out of Dodge (GOD) is a program administered by Reverend Charles Tinsley, that focuses on the successful rehabilitation and reentry of youth in Contra Costa County through mentorship. GOD provides college readiness supports such as college campus visits, referrals to vocational programs and tattoo removal services. Youth are referred to GOD by Probation, local pastors, caregivers, or self-referrals. GOD also refers youth to other services and agencies as needed. Additionally, the Interfaith Council of Contra Costa County Juvenile Detention Chaplaincy ministers to young people in the facilities in Martinez and Byron. x x x 11) The Congress of Neutrals (VORP) Victim Offender Reconciliation program applies restorative justice techniques to youth without prior records. VORP receives referrals from the Probation Department in an effort to divert them from the juvenile justice system. x x 12) Community Health for Asian Americans (CHAA) provides programs in behavioral health, community engagement, youth leadership, music programs, and early and periodic screening, diagnostic and treatment for substance use in collaboration with mental health. x 13) Community Works West provides Family Services and Restorative Community Conferences. x x 14) The Rainbow Community Center focuses on serving the lesbian, gay, bisexual, transgender and queer/questioning community. The center offers a youth advocacy collaborative, LBGT and friends NA meetings, mixed AA meetings, counseling services, HIV testing, a transgender group, men’s HIV support group, a discussion group on gender identity, and youth programs. x x 15) Youth Employment Services (YES) x 16) John F. Kennedy University Community Center provides mental health services for parent issues and child-parent conflicts, school related problems, abuse and trauma, and anxiety and depression x 17) The Counseling Options Parent Education (C.O.P.E) program offers parenting classes and counseling services. x 18) The Reach Project provides counseling, age appropriate support and peer groups, teen and adult drug and alcohol treatment, and supports parents and grandparents. x 19) One Day at a Time provides direct mentoring at the elementary, middle school and high school levels, artistic outlets, educational and recreational field trips, community service opportunities, home visits, and youth employment referrals. x RECOMMENDATION(S): ADOPT Resolution No. 2021/124 granting a pipeline franchise to Martinez Pipeline Company LLC pursuant to the terms and conditions of County Ordinance No. 2013-19 and County Resolution No. 2013/305 for pipelines located in the unincorporated area of the County as recommended by the Public Works Director. FISCAL IMPACT: The pipeline franchise will generate approximately $10,750 per year commencing with calendar year 2021. The annual franchise payment will be calculated at the rate of $1.77 per cubic foot of pipeline within the County right-of-way. The number of cubic feet of pipeline subject to the franchise fee rate will be calculated by taking the area of the inside diameter of the pipeline plus 1” and multiplying it by the length of the pipeline within the County right-of-way. A minimum diameter of 6 inches will be used for these calculations. The annual franchise fee rate of $1.77 per cubic foot will be increased annually by the change in the Consumer Price Index, all Urban Consumers for the San Francisco-Oakland-San Jose Area (1982-84 = 100), with December 2012, (239.53) as the base CPI month. APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 04/20/2021 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: Carrie Ricci (925) 313-2235 I hereby certify that this is a true and correct copy of an action taken and entered on the minutes of the Board of Supervisors on the date shown. ATTESTED: April 20, 2021 Monica Nino, County Administrator and Clerk of the Board of Supervisors By: June McHuen, Deputy cc: C.119 To:Board of Supervisors From:Brian M. Balbas, Public Works Director/Chief Engineer Date:April 20, 2021 Contra Costa County Subject:Granting of a Pipeline Franchise to Martinez Pipeline Company LLC BACKGROUND: On August 13, 2013, this Board adopted Ordinance No. 2013-19 (establishing regulations for granting pipeline franchises in County rights-of-way) and Resolution No. 2013/305 (establishing pipeline franchise fee amounts). The pipelines summarized in the table below were previously covered under an existing County pipeline franchise granted to Equilon Enterprises LLC on November 8, 2016 through the adoption of Resolution No. 2016/619. Effective June 11, 2019, Equilon Enterprises LLC transferred certain of its assets to PBF Holding Company LLC, including its rights in three of the pipelines in the 2016/619 Franchise, pursuant to a Bill of Sale, Assignment and Assumption Agreement dated February 1, 2020, between Equilon Enterprises LLC and PBF Holding Company LLC. Effective February 1, 2020, PBF Holding Company LLC transferred the three pipelines to its subsidiary Martinez Pipeline Company LLC, pursuant to a Bill of Sale, Assignment and Assumption Agreement dated February 1, 2020, between PBF Holding Company LLC and Martinez Pipeline Company LLC. Martinez Pipeline Company LLC has filed written documentation with the County, dated September 2, 2020, wherein it has requested the granting of the new pipeline franchise for the transportation of nitrogen gas pursuant to the terms and conditions of County Ordinance No. 2013-19 and County Resolution No. 2013/305. Martinez Pipeline Company LLC also provided a $5,000 deposit to cover all administrative costs associated with the granting of this pipeline franchise as required by Ordinance No. 2013-19 and Resolution No. 2013/305. Approval of Resolution No. 2021/124 will grant a pipeline franchise to Martinez Pipeline Company LLC for the pipelines summarized in the table below for an initial term of 10 years. Pipeline Name Type Diameter Length Martinez Pipeline Nitrogen Gas 4''620 ft Martinez Pipeline Nitrogen Gas 5''9,441 ft Martinez Pipeline Nitrogen Gas 6''7,537 ft CONSEQUENCE OF NEGATIVE ACTION: Martinez Pipeline Company LLC will not obtain the required authorization to operate and maintain their pipelines within the County right-of-way and will not be subject to the requirements of the County’s pipeline franchise ordinance. AGENDA ATTACHMENTS Resolution No. 2021/124 Resolution Exhibit 1 MINUTES ATTACHMENTS Signed Resolution No. 2021/124 THE BOARD OF SUPERVISORS OF CONTRA COSTA COUNTY, CALIFORNIA and for Special Districts, Agencies and Authorities Governed by the Board Adopted this Resolution on 04/20/2021 by the following vote: AYE:5 John Gioia Candace Andersen Diane Burgis Karen Mitchoff Federal D. Glover NO: ABSENT: ABSTAIN: RECUSE: Resolution No. 2021/124 IN THE MATTER OF a resolution of the Board of Supervisors of the County of Contra Costa authorizing the granting of a Pipeline Franchise to Martinez Pipeline Company LLC. The Board of Supervisors of the County of Contra Costa finds and declares: WHEREAS, on August 13, 2013, this Board adopted Ordinance No. 2013-19 (establishing regulations for granting pipeline franchises in County rights-of-way), which became effective September 12, 2013; and Resolution No. 2013/305 (establishing pipeline franchise fee amounts). WHEREAS, on November 8, 2016, this Board adopted Resolution No. 2016/619 granting a pipeline franchise for four pipelines to Equilon Enterprises LLC on November 8, 2016. WHEREAS on June 11, 2019, Equilon Enterprises LLC transferred certain of its assets to PBF Holding Company LLC, including its rights in three of the pipelines in the 2016/619 Franchise, pursuant to a Bill of Sale, Assignment and Assumption Agreement dated February 1, 2020, between Equilon Enterprises LLC and PBF Holding Company LLC. WHEREAS on February 1, 2020, PBF Holding Company LLC transferred the three pipelines to its subsidiary Martinez Pipeline Company LLC, pursuant to a Bill of Sale, Assignment and Assumption Agreement dated February 1, 2020, between PBF Holding Company LLC and Martinez Pipeline Company LLC. WHEREAS, Martinez Pipeline Company LLC has filed a written application with the County, dated September 2, 2020, wherein it has requested the granting of a pipeline franchise pursuant to the terms and conditions of County Ordinance No. 2013-19 and County Resolution No. 2013/305. WHEREAS, Martinez Pipeline Company LLC has identified the following three pipelines, which it owns and will be covered under the proposed pipeline franchise as: 1. Martinez Pipeline – 4 inch diameter, 620 feet nitrogen gas. 2. Martinez Pipeline – 5 inch diameter, 9,441 feet nitrogen gas. 3. Martinez Pipeline – 6 inch diameter, 7,377 feet nitrogen gas. WHEREAS, the County has reviewed the application as well as relevant documents, staff reports and recommendation and it is the intent of the Board to grant a pipeline franchise to Martinez Pipeline Company LLC pursuant to Ordinance 2013-19 and Resolution 2013/305. NOW, THEREFORE, BE IT RESOLVED: 1. The Board of Supervisors of Contra Costa County finds and declares that the foregoing recitals are true and correct. 2. Pursuant to Ordinance No. 2013-19, a franchise to operate a four inch diameter nitrogen gas pipeline bisecting the County from east to west and crossing various County rights of way for a lineal distance of approximately 620 feet (Martinez Pipeline) is hereby granted to Martinez Pipeline Company LLC, for a term of 10 years. 3. Pursuant to Ordinance No. 2013-19, a franchise to operate a five inch diameter nitrogen gas pipeline bisecting the County from east to west and crossing various County rights of way for a lineal distance of approximately 9,441 feet (Martinez Pipeline) is hereby granted to Martinez Pipeline Company LLC, for a term of 10 years. 4. Pursuant to Ordinance No. 2013-19, a franchise to operate a six inch diameter nitrogen gas pipeline bisecting the County from south to north and east to west and crossing various County rights of way for a lineal distance of approximately 7,377 feet (Martinez Pipeline) is hereby granted to Martinez Pipeline Company LLC, for a term of 10 years. 5. The general location of the pipelines is depicted on the maps attached hereto as Exhibit 1. 6. The annual franchise payment to be paid pursuant to County Resolution 2013/305 shall be calculated at the rate of $1.77 per cubic foot of pipeline within the County right-of-way. The number of cubic feet of pipeline subject to the franchise fee rate will be calculated by taking the area of the inside diameter of the pipeline plus 1” and multiplying it by the length of the pipeline within the County right-of-way. A minimum diameter of 6 inches will be used for these calculations. The annual franchise fee rate of $1.77 per cubic foot will be increased annually by the change in the Consumer Price Index, all Urban Consumers for the San Francisco-Oakland-San Jose Area (1982-84 = 100), with December 2012 (239.53) as the base CPI month. 7. The Director of Public Works, or his designee, is authorized to administer the pipeline franchise granted pursuant to this resolution. 8. The Resolution shall take effect upon the following: Within 30 days of the date of this Resolution, Martinez Pipeline Company LLC must file with the Public Works Department the following: (1) a written acceptance of the terms and conditions of the franchise granted pursuant to this Resolution, Ordinance No. 2013-19, and Resolution No. 2013/305; (2) a performance bond in the form approved by the Board; insurance coverage as required by Ordinance 2013-19. Contact: Carrie Ricci (925) 313-2235 I hereby certify that this is a true and correct copy of an action taken and entered on the minutes of the Board of Supervisors on the date shown. ATTESTED: April 20, 2021 Monica Nino, County Administrator and Clerk of the Board of Supervisors By: June McHuen, Deputy cc: THE BOARD OF SUPERVISORS OF CONTRA COSTA COUNTY, CALIFORNIA Adopted this Resolution on ______, 2021, by the following vote: AYES: NOES: ABSENT: ABSTAIN: ______________________________________________________________________________ Resolution No. 2021/[---] IN THE MATTER OF a resolution of the Board of Supervisors of the County of Contra Costa authorizing the granting of a Pipeline Franchise to Martinez Pipeline Company LLC. The Board of Supervisors of the County of Contra Costa finds and declares: WHEREAS, on August 13, 2013, this Board adopted Ordinance No. 2013-19 (establishing regulations for granting pipeline franchises in County rights-of-way), which became effective September 12, 2013; and Resolution No. 2013/305 (establishing pipeline franchise fee amounts). WHEREAS, on November 8, 2016, this Board adopted Resolution No. 2016/619 granting a pipeline franchise for four pipelines to Equilon Enterprises LLC on November 8, 2016. WHEREAS on June 11, 2019, Equilon Enterprises LLC transferred certain of its assets to PBF Holding Company LLC, including its rights in three of the pipelines in the 2016/619 Franchise, pursuant to a Bill of Sale, Assignment and Assumption Agreement dated February 1, 2020, between Equilon Enterprises LLC and PBF Holding Company LLC. WHEREAS on February 1, 2020, PBF Holding Company LLC transferred the three pipelines to its subsidiary Martinez Pipeline Company LLC, pursuant to a Bill of Sale, Assignment and Assumption Agreement dated February 1, 2020, between PBF Holding Company LLC and Martinez Pipeline Company LLC. WHEREAS, Martinez Pipeline Company LLC has filed a written application with the County, dated September 2, 2020, wherein it has requested the granting of a pipeline franchise pursuant to the terms and conditions of County Ordinance No. 2013-19 and County Resolution No. 2013/305. WHEREAS, Martinez Pipeline Company LLC has identified the following three pipelines, which it owns and will be covered under the proposed pipeline franchise as: 2 1. Martinez Pipeline – 4 inch diameter, 620 feet nitrogen gas. 2. Martinez Pipeline – 5 inch diameter, 9,441 feet nitrogen gas. 3. Martinez Pipeline – 6 inch diameter, 7,377 feet nitrogen gas. WHEREAS, the County has reviewed the application as well as relevant documents, staff reports and recommendation and it is the intent of the Board to grant a pipeline franchise to Martinez Pipeline Company LLC pursuant to Ordinance 2013-19 and Resolution 2013/305. NOW, THEREFORE, BE IT RESOLVED: 1. The Board of Supervisors of Contra Costa County finds and declares that the foregoing recitals are true and correct. 2. Pursuant to Ordinance No. 2013-19, a franchise to operate a four inch diameter nitrogen gas pipeline bisecting the County from east to west and crossing various County rights of way for a lineal distance of approximately 620 feet (Martinez Pipeline) is hereby granted to Martinez Pipeline Company LLC, for a term of 10 years. 3. Pursuant to Ordinance No. 2013-19, a franchise to operate a five inch diameter nitrogen gas pipeline bisecting the County from east to west and crossing various County rights of way for a lineal distance of approximately 9,441 feet (Martinez Pipeline) is hereby granted to Martinez Pipeline Company LLC, for a term of 10 years. 4. Pursuant to Ordinance No. 2013-19, a franchise to operate a six inch diameter nitrogen gas pipeline bisecting the County from south to north and east to west and crossing various County rights of way for a lineal distance of approximately 7,377 feet (Martinez Pipeline) is hereby granted to Martinez Pipeline Company LLC, for a term of 10 years. 5. The general location of the pipelines is depicted on the maps attached hereto as Exhibit 1. 6. The annual franchise payment to be paid pursuant to County Resolution 2013/305 shall be calculated at the rate of $1.77 per cubic foot of pipeline within the County right-of-way. The number of cubic feet of pipeline subject to the franchise fee rate will be calculated by taking the area of the inside diameter of the pipeline plus 1” and multiplying it by the length of the pipeline within the County right-of-way. A minimum diameter of 6 inches will be used for these calculations. The annual franchise fee rate of $1.77 per cubic foot will be increased annually by the change in the Consumer Price Index, all Urban Consumers for the San Francisco-Oakland-San Jose Area (1982-84 = 100), with December 2012 (239.53) as the base CPI month. 7. The Director of Public Works, or his designee, is authorized to administer the pipeline franchise granted pursuant to this resolution. 8. The Resolution shall take effect upon the following: 3 Within 30 days of the date of this Resolution, Martinez Pipeline Company LLC must file with the Public Works Department the following: (1) a written acceptance of the terms and conditions of the franchise granted pursuant to this Resolution, Ordinance No. 2013-19, and Resolution No. 2013/305; (2) a performance bond in the form approved by the Board; insurance coverage as required by Ordinance 2013-19. Exhibit 1 Exhibit 1 Exhibit 1 RECOMMENDATION(S): 1. UPDATE the official list of persons to serve, in priority order, as standby officers for the respective members of the Board of Supervisors, pursuant to County Ordinance Code section 42-4.004: District I District II District III District IV District V 1 Sonia Bustamante Phil Andersen Mark Goodwin Ron Mullin Janis Glover 2 Robert Rogers Gayle Israel Joan Buchanan Guy Bjerke David Fraser 3 Paul Fadelli Catharine Baker Mary Piepho Tamara Steiner Vincent Manuel 2. DIRECT that the above appointments supersede all previous appointments. 3. REQUEST that the Emergency Services Division of the Sheriff's Office meet with any Standby Officer that requests it, and provide an overview of the County Emergency System, to include written procedures and contact information, and address any questions raised by the Standby Officers. APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 04/20/2021 APPROVED AS RECOMMENDED OTHER Clerks Notes: VOTE OF SUPERVISORS AYE:John Gioia, District I Supervisor Candace Andersen, District II Supervisor Diane Burgis, District III Supervisor Karen Mitchoff, District IV Supervisor Federal D. Glover, District V Supervisor Contact: Jami Morritt, 925-655-2005 I hereby certify that this is a true and correct copy of an action taken and entered on the minutes of the Board of Supervisors on the date shown. ATTESTED: April 20, 2021 Monica Nino, County Administrator and Clerk of the Board of Supervisors By: June McHuen, Deputy cc: C.120 To:Board of Supervisors From:Monica Nino, County Administrator Date:April 20, 2021 Contra Costa County Subject:2021 APPOINTMENT OF STANDBY OFFICERS TO MEMBERS OF THE BOARD OF SUPERVISORS RECOMMENDATION(S): (CONT'D) 4. CONFIRM that the temporary County seat shall continue to be a.) Diablo Valley College, Pleasant Hill, California, as the alternative county seat for Contra Costa County if war or enemy-caused disaster, or the imminence thereof, prevents access to the permanent Contra Costa County seat in Martinez; and b)The Alameda County Emergency Operations Center, Dublin, California as the alternative county seat for Contra Costa County if war or enemy-caused disaster, or the imminence thereof, prevents access to facilities in Contra Costa County, as provided in Resolution No. 2018/70. FISCAL IMPACT: None. BACKGROUND: Pursuant to the California Emergency Services Act, Article 15, Preservation of Local Government, the governing body of a political subdivision of the State is required to appoint three Standby Officers for each member of the governing body. Accordingly, Section 42-4.004 of the County Ordinance Code requires the Board to make such appointments. A Standby Officer appointed by the Board is to serve in place of a regular Board member when the regular Board member is unavailable during a state of war emergency, a state of emergency, or a local emergency. (Unavailable means that the regular Board member has been killed, is missing, or is seriously injured as to be unable to attend meetings and otherwise perform his/her duties.) Appointment of the specified Standby Officers will assure a line of succession so that in the event of the unavailability of one or more regular Board members during a state of war emergency, a state of emergency, or a local emergency, the business of the Board of Supervisors (BOS) may continue to be conducted with a full complement of Board members. A Standby Officer shall serve until the regular officer becomes available or until the election or appointment of a new regular officer. As required by County Ordinance Code, the status of these Standby Officer appointments will be reviewed annually to determine if any changes in appointees is necessary. Government Code section 8641 sets out the duties of Standby Officers for the Board of Supervisors: To be informed of the Supervisor's duties.1. To be informed of the business and affairs of the County.2. To immediately report for duty in the event of a state of war emergency, state of emergency, or state of local emergency. 3. To fill the Supervisor's post when the Supervisor is unavailable (dead, missing, or seriously injured) due to a state of war emergency, state of emergency, or state of local emergency. 4. The County must provide the Standby Officers with copies of California Emergency Services Act, Article 15: Preservation of Local Government (Gov. Code, §§ 8635-8644.) (See attachment.) The County can also host meetings to keep the Standby Officers informed about County business and can require their attendance at these meetings. (Gov. Code, § 8641 (b).) Standby Officers must take the same oath of office as the Supervisor and serve at the pleasure of the BOS. (Gov. Code, § 8640.) Pursuant to County Ordinance Code section 42-4.010, during the second regular Board meeting in March, the Board appoints standby officers. Due to an administrative oversight, this item was not calendared for the March 30 meeting and is instead presented for the Board’s consideration at the Board’s first regular meeting in April. CONSEQUENCE OF NEGATIVE ACTION: Without the appointment of the specified standby officers, there will be no line of succession in the event of the unavailability of one or more regular Board members during a state of war emergency, a state of emergency, or a local emergency. Therefore, the business of the Board of Supervisors may not be conducted with a full complement of Board members. ATTACHMENTS Article 15. Preservation of Local Government 8635. 8636. 8637. 8638. 8639. Code: Section: Up^ Add To My Favorites GOVERNMENT CODE - GOV TITLE 2. GOVERNMENT OF THE STATE OF CALIFORNIA [8000 - 22980] ( Title 2 enacted by Stats. 1943, Ch. 134. ) DIVISION 1. GENERAL [8000 - 8899.24] ( Division 1 enacted by Stats. 1943, Ch. 134. ) CHAPTER 7. California Emergency Services Act [8550 - 8668] ( Chapter 7 added by Stats. 1970, Ch. 1454. ) ARTICLE 15. Preservation of Local Government [8635 - 8644] ( Article 15 added by Stats. 1970, Ch. 1454. ) The Legislature recognizes that if this state or nation were attacked by an enemy of the United States, many areas in California might be subjected to the effects of an enemy attack and some or all of these areas could be severely damaged. During such attacks and in the reconstruction period following such attacks, law and order must be preserved and so far as possible government services must be continued or restored. This can best be done by civil government. To help to preserve law and order and to continue or restore local services, it is essential that the local units of government continue to function. In enacting this article the Legislature finds and declares that the preservation of local government in the event of enemy attack or in the event of a state of emergency or a local emergency is a matter of statewide concern. The interdependence of political subdivisions requires that, for their mutual preservation and for the protection of all the citizens of the State of California, all political subdivisions have the power to take the minimum precautions set forth in this article. The purpose of this article is to furnish a means by which the continued functioning of political subdivisions will be assured. Should any part of this article be in conflict with or inconsistent with any other part of this chapter, the provisions of this article shall control. Nothing in this article shall prevent a city or county existing under a charter from amending said charter to provide for the preservation and continuation of its government in the event of a state of war emergency. (Amended by Stats. 1974, Ch. 595.) As used in this article, “unavailable” means that an officer is either killed, missing, or so seriously injured as to be unable to attend meetings and otherwise perform his duties. Any question as to whether a particular officer is unavailable shall be settled by the governing body of the political subdivision or any remaining available members of said body (including standby officers who are serving on such governing body). (Added by Stats. 1970, Ch. 1454.) Each political subdivision may provide for the succession of officers who head departments having duties in the maintenance of law and order or in the furnishing of public services relating to health and safety. (Added by Stats. 1970, Ch. 1454.) To provide for the continuance of the legislative and executive departments of the political subdivision during a state of war emergency or a state of emergency or a local emergency the governing body thereof shall have the power to appoint the following standby officers: (a) Three for each member of the governing body. (b) Three for the chief executive, if he is not a member of the governing body. In case a standby office becomes vacant because of removal, death, resignation, or other cause, the governing body shall have the power to appoint another person to fill said office. Standby officers shall be designated Nos. 1, 2, and 3 as the case may be. (Amended by Stats. 1974, Ch. 595.) The qualifications of each standby officer should be carefully investigated, and the governing body may request the Director of Emergency Services to aid in the investigation of any prospective appointee. No Codes Display Text http://leginfo.legislature.ca.gov/faces/codes_displayText.xhtml?lawCod... 1 of 3 1/7/2014 3:01 PM 8640. 8641. 8642. 8643. 8644. examination or investigation shall be made without the consent of the prospective appointee. Consideration shall be given to places of residence and work, so that for each office for which standby officers are appointed there shall be the greatest probability of survivorship. Standby officers may be residents or officers of a political subdivision other than that to which they are appointed as standby officers. (Amended by Stats. 2013, Ch. 352, Sec. 176. Effective September 26, 2013. Operative July 1, 2013, by Sec. 543 of Ch. 352.) Each standby officer shall take the oath of office required for the officer occupying the office for which he stands by. Persons appointed as standby officers shall serve in their posts as standby officers at the pleasure of the governing body appointing them and may be removed and replaced at any time with or without cause. (Added by Stats. 1970, Ch. 1454.) Each standby officer shall have the following duties: (a) To inform himself or herself of the duties of the office for which the officer stands by. Officers and employees of the political subdivision shall assist the standby officer and each political subdivision shall provide each standby officer with a copy of this article. (b) To keep informed of the business and affairs of the political subdivision to the extent necessary to enable the standby officer to fill his or her post competently. For this purpose the political subdivision may arrange information meetings and require attendance. (c) To immediately report himself or herself ready for duty in the event of a state of war emergency or in the event of a state of emergency or a local emergency at the place and in the method previously designated by the political subdivision. (d) To fill the post for which he or she has been appointed when the regular officer is unavailable during a state of war emergency, a state of emergency or a local emergency. Standby officers Nos. 2 and 3 shall substitute in succession for standby officer No. 1 in the same way that standby officer No. 1 is substituted in place of the regular officer. The standby officer shall serve until the regular officer becomes available or until the election or appointment of a new regular officer. (Amended by Stats. 1992, Ch. 1020, Sec. 1.7. Effective January 1, 1993.) Whenever a state of war emergency a state of emergency or a local emergency exists the governing body of the political subdivision shall meet as soon as possible. The place of meeting need not be within the political subdivision. The meeting may be called by the chief executive of the political subdivision or by a majority of the members of the governing body. Should there be only one member of the governing body, he may call and hold said meeting and perform acts necessary to reconstitute the governing body. (Amended by Stats. 1974, Ch. 595.) During a state of war emergency a state of emergency or a local emergency the governing body shall: (a) Ascertain the damage to the political subdivision and its personnel and property. For this purpose it shall have the power to issue subpoenas to compel the attendance of witnesses and the production of records. (b) Proceed to reconstitute itself by filling vacancies until there are sufficient officers to form the largest quorum required by the law applicable to that political subdivision. Should only one member of the governing body or only one standby officer be available, that one shall have power to reconstitute the governing body. (c) Proceed to reconstitute the political subdivision by appointment of qualified persons to fill vacancies. (d) Proceed to perform its functions in the preservation of law and order and in the furnishing of local services. (Amended by Stats. 1974, Ch. 595.) Should all members of the governing body, including all standby members, be unavailable, temporary officers shall be appointed to serve until a regular member or a standby member becomes available or until the election or appointment of a new regular or standby member. Temporary officers shall be appointed as follows: (a) By the chairman of the board of supervisors of the county in which the political subdivision is located, and if he is unavailable, (b) By the chairman of the board of supervisors of any other county within 150 miles of the political subdivision, beginning with the nearest and most populated county and going to the farthest and least populated, and if he is unavailable, Codes Display Text http://leginfo.legislature.ca.gov/faces/codes_displayText.xhtml?lawCod... 2 of 3 1/7/2014 3:01 PM (c) By the mayor of any city within 150 miles of the political subdivision, beginning with the nearest and most populated city and going to the farthest and least populated. (Added by Stats. 1970, Ch. 1454.) Codes Display Text http://leginfo.legislature.ca.gov/faces/codes_displayText.xhtml?lawCod... 3 of 3 1/7/2014 3:01 PM RECOMMENDATION(S): APPROVE amendments to the List of Designated Positions of the Health Services Department's Conflict of Interest Code. FISCAL IMPACT: None. BACKGROUND: The Health Services Department has amended Exhibit A - List of Designated Positions of its Conflict Interest Code and submitted the revised List of Designated Positions, attached as Exhibit A, to the Board of Supervisors for approval pursuant to Government Code sections 87306 and 87306.5. The recommended changes include the addition and elimination of positions designated to file conflict of interest statements. These changes will ensure that the Conflict of Interest Code accurately reflects the current positions and organizational structure in use by the Department. A strike-out version of the List of Designated Positions is included as Exhibit B. CONSEQUENCE OF NEGATIVE ACTION: None. APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 04/20/2021 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: Cynthia A. Schwerin, Deputy County Counsel, (925) 655-2200 I hereby certify that this is a true and correct copy of an action taken and entered on the minutes of the Board of Supervisors on the date shown. ATTESTED: April 20, 2021 Monica Nino, County Administrator and Clerk of the Board of Supervisors By: June McHuen, Deputy cc: Cynthia A. Schwerin, Deputy County Counsel, Monica Nino, Clerk of the Board of Supervisors, Kathi Caudel, Clerical Supervisor, Health Services Department C.121 To:Board of Supervisors From:Sharon L. Anderson, County Counsel Date:April 20, 2021 Contra Costa County Subject:Conflict of Interest Code Amendment for the Health Services Department ATTACHMENTS Exhibit A - List of Designated Positions Exhibit B - List of Designated Positions - STRIKE-OUT RECOMMENDATION(S): APPROVE Conflict of Interest Code for the Learner-Centered School, Inc. ("Charter School"). FISCAL IMPACT: None. BACKGROUND: The Charter School has amended its Conflict of Interest Code and submitted the revised code, attached as Exhibit A, to the Board for approval pursuant to Government Code sections 87306 and 87306.5. The revisions to the Conflict of Interest Code for the Charter School include updates to the list of positions designated to file a statement of economic interest, the disclosure categories, the Charter School's name (formerly Antioch Charter Academy), and various non-substantive revisions. A strike-out version of the Conflict of Interest Code is included as Exhibit B. These changes will ensure that the Conflict of Interest Code accurately reflects the current positions and organizational structure of the Charter School. APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 04/20/2021 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: Cynthia A. Schwerin, Deputy County Counsel, (925) 655-2200 I hereby certify that this is a true and correct copy of an action taken and entered on the minutes of the Board of Supervisors on the date shown. ATTESTED: April 20, 2021 Monica Nino, County Administrator and Clerk of the Board of Supervisors By: June McHuen, Deputy cc: Cynthia A. Schwerin, Deputy County Counsel, Monica Nino, Clerk of the Board of Supervisors, Sheri Thompson, Operations Manager, The Learner-Centered School, Inc. C.122 To:Board of Supervisors From:Sharon L. Anderson, County Counsel Date:April 20, 2021 Contra Costa County Subject:Conflict of Interest Code for the Learner-Centered School, Inc. ATTACHMENTS Exhibit A - Conflict of Interest Code for The Learner-Centered School, Inc. Exhibit B - Conflict of Interest Code for The Learner-Centered School, Inc. - STRIKE-OUT RECOMMENDATION(S): APPROVE and AUTHORIZE the Auditor-Controller, or designee, to pay $221,924 to Crestwood Behavioral Health Inc., a corporation, for residential treatment services to Severely and Persistently Mentally Ill (SPMI) adults provided in good faith for the period October 1, 2020 through December 31, 2020. FISCAL IMPACT: This retroactive payment in the amount of $221,924 is funded by 44% Federal Medi-Cal ($97,646); 26% State Mental Health Services Act ($57,700) and 30% Mental Health Realignment ($66,578) revenues. BACKGROUND: The Behavioral Health Services Department has been contracting with Crestwood Behavioral Health, Inc., since January 2007 to provide transitional residential treatment, rehabilitative services, medication support, and mental health services to SPMI adult clients. This Contract meets the social needs of County’s population by providing transitional residential treatment, rehabilitative services, medication support, and mental health services to SPMI adult clients at its Crestwood Healing Center. On April 14, 2020, the Board of Supervisors approved Contract #74-286-18 with Crestwood Behavioral Health, Inc., to provide residential treatment services to SPMI adults for the period January 1, 2020 through APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 04/20/2021 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: April 20, 2021 Monica Nino, County Administrator and Clerk of the Board of Supervisors By: June McHuen, Deputy cc: E Suisala , M Wilhelm C.123 To:Board of Supervisors From:Anna Roth, Health Services Director Date:April 20, 2021 Contra Costa County Subject:Payment for Services Provided by Crestwood Behavioral Health, Inc. BACKGROUND: (CONT'D) June 30, 2020, with a six-month automatic extension through December 31, 2020. Due to an administrative oversight the contract did not have sufficient funds to pay demands since October 1, 2020. Crestwood continued to provide residential treatment services to County clients in good faith for the period October 1, 2020 through December 31, 2020, which exceeded the payment limit by $221,924. Therefore, the County has determined that Crestwood Behavioral Health, Inc., is entitled to payment for the reasonable value of their services under the equitable relief theory of quantum meruit. That theory provides that where a person has been asked to provide services without a valid contract, and the provider does so to the benefit of the recipient, the provider is entitled to recover the reasonable value of those services. CONSEQUENCE OF NEGATIVE ACTION: If this request is not approved, Crestwood Behavioral Health, Inc. will not be paid for services provided to County clients outside of the contract payment limit rendered in good faith. ATTACHMENTS RECOMMENDATION(S): FIND that County-owned property located at 910 San Pablo Avenue, in Pinole, was vacated by Animal Services and is no longer necessary for any County purposes. FIND that a 2.72-acre portion of County-owned property located at 323 Brookside Drive, Richmond, was acquired for roadway purposes but is no longer necessary for those or any County purposes. DECLARE, based on the above written findings, County-owned property located at 910 San Pablo Avenue, in Pinole, and a 2.72-acre portion of County-owned property located at 323 Brookside Drive, in Richmond, to be surplus land within the meaning of Government Code Section 54221(b)(1). FISCAL IMPACT: No fiscal impact. BACKGROUND: County staff has identified two properties that are no longer necessary for County purposes and wishes to have them declared surplus. The County owns fee title to both of the properties. APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 04/20/2021 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: Jessica Dillingham, 925. 957-2453 I hereby certify that this is a true and correct copy of an action taken and entered on the minutes of the Board of Supervisors on the date shown. ATTESTED: April 20, 2021 Monica Nino, County Administrator and Clerk of the Board of Supervisors By: June McHuen, Deputy cc: C.124 To:Board of Supervisors From:Brian M. Balbas, Public Works Director/Chief Engineer Date:April 20, 2021 Contra Costa County Subject:DECLARE 910 San Pablo Avenue, in Pinole, and a portion of 323 Brookside Drive, in Richmond, as surplus land. West County area. BACKGROUND: (CONT'D) The property located at 910 San Pablo Avenue, in Pinole, was purchased by the County in 2002 for the West County Animal Shelter. It consists of 0.40 acres of land and a 5,483 sq. ft. single-story building. The property is located in a shopping center. In March of 2020, Animal Services vacated the site and consolidated operations to other facilities. The property located at 323 Brookside Drive, in Richmond, was purchased by the County from the Flood Control District in 2013 for future road improvements. A portion equivalent to 2.72-acres of the 3.13 acre site is no longer needed for County purposes and the current tenant, Urban Tilth, has requested that the County declare the 2.72-acre portion surplus so that they might acquire the surplus site. CONSEQUENCE OF NEGATIVE ACTION: The County will not be in compliance with the Surplus Lands Act. RECOMMENDATION(S): ADOPT, as the Governing Board of the West Contra Costa Healthcare District, Resolution 2021/131, (i) approving the conversion of the interest rate with respect to the West Contra Costa Healthcare District Refunding Revenue Bonds, Series 2019 from taxable to tax exempt; and (ii) approving and authorizing the taking of necessary actions and the execution of necessary documents in connection therewith. FISCAL IMPACT: The taxable converting to tax-exempt structure of the 2019 Bonds, which were issued to refund outstanding 2011 Certificates of Participation, will result in approximately $9,600,000 in total savings. BACKGROUND: On June 27, 2019, the District issued its $40,509,000 West Contra Costa Healthcare District (Contra Costa County, California) Refunding Revenue Bonds, Series 2019 (Taxable Converting to Tax-Exempt) (the “2019 Bonds”), pursuant to an Indenture of Trust, dated as of June 1, 2019 (the “Indenture”), to refund, on an advance basis, its then outstanding West Contra Costa Healthcare District Certificates of Participation (2011 Financing Project) (the “2011 COPs”). APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 04/20/2021 APPROVED AS RECOMMENDED OTHER Clerks Notes: VOTE OF SUPERVISORS AYE:John Gioia, District I Supervisor Candace Andersen, District II Supervisor Diane Burgis, District III Supervisor Karen Mitchoff, District IV Supervisor Federal D. Glover, District V Supervisor Contact: Patrick Godley, 925-957-5405 I hereby certify that this is a true and correct copy of an action taken and entered on the minutes of the Board of Supervisors on the date shown. ATTESTED: April 20, 2021 Monica Nino, County Administrator and Clerk of the Board of Supervisors By: June McHuen, Deputy cc: Marcy Wilhelm, Jackie Peterson C.125 To:Board of Supervisors From:Anna Roth, Health Services Director Date:April 20, 2021 Contra Costa County Subject:West Contra Costa Healthcare District Conversion of 2019 Bonds to Tax-Exempt Status BACKGROUND: (CONT'D) Because of limitations under the Internal Revenue Code of 1986, as amended (the “Code”), the 2011 COPs could not be refunded on a tax-exempt basis. Due to this limitation, the 2019 Bonds were issued as taxable bonds that could convert to tax-exempt bonds within 90 days of the optional redemption date of the 2011 COPs. The first date when the conversion to a tax-exempt rate could take place was April 2, 2021. Upon election to convert the bonds to tax-exempt status, the interest rate applicable to the 2019 Bonds decreases from 5.000% to 4.125%. It is estimated that the taxable converting to tax-exempt structure of the 2019 Bonds will result in approximately $9,600,00 in total savings. To effectuate this structure, it is recommended that the District elect to convert the interest rate with respect to the 2019 Bonds from taxable to tax-exempt. On March 23, 2021, the Board acknowledged that recommendation of the District’s Finance Committee to approve a resolution to initiate the tax conversion. CONSEQUENCE OF NEGATIVE ACTION: If this item is not adopted the interest rate with respect to the 2019 Bonds will not convert from taxable to tax-exempt, resulting in lost savings. AGENDA ATTACHMENTS Resolution 2021/131 MINUTES ATTACHMENTS Signed Resolution No. 2021/131 THE BOARD OF SUPERVISORS OF CONTRA COSTA COUNTY, CALIFORNIA and for Special Districts, Agencies and Authorities Governed by the Board Adopted this Resolution on 04/20/2021 by the following vote: AYE:5 John Gioia Candace Andersen Diane Burgis Karen Mitchoff Federal D. Glover NO: ABSENT: ABSTAIN: RECUSE: Resolution No. 2021/131 In The Matter Of: ELECTING TO CONVERT THE INTEREST RATE WITH RESPECT TO THE DISTRICT’S WEST CONTRA COSTA HEALTHCARE DISTRICT (CONTRA COSTA COUNTY, CALIFORNIA) REFUNDING REVENUE BONDS, SERIES 2019 (TAXABLE CONVERTING TO TAX-EXEMPT), FROM TAXABLE TO TAX-EXEMPT AND APPROVING CERTAIN OTHER ACTIONS WHEREAS, on June 27, 2019, the District issued its $40,509,000 West Contra Costa Healthcare District (Contra Costa County, California) Refunding Revenue Bonds, Series 2019 (Taxable Converting to Tax-Exempt) (the “Bonds”), pursuant to that certain Indenture of Trust, dated as of June 1, 2019 (the “Indenture”), by and between the District and U.S. Bank National Association, as trustee, to refund, on an advance basis, its then outstanding West Contra Costa Healthcare District Certificates of Participation (2011 Financing Project) (the “2011 COPs”); WHEREAS, because of limitations under the Internal Revenue Code of 1986, as amended (the “Code”), the 2011 COPs could not be refunded on a tax-exempt basis; WHEREAS, the 2019 Bonds were issued as taxable bonds that could convert to tax-exempt bonds within 90 days of the optional redemption date of the 2011 COPs; WHEREAS, upon conversion, the interest rate applicable to the 2019 Bonds would reduce to 4.125% from 5.000%; WHEREAS, to effect the conversion of the 2019 Bonds from taxable bonds to tax-exempt bonds, the Indenture (and the Code) requires the District to definitively elect to convert the interest rate from taxable to tax-exempt; and WHEREAS, the District has determined to so elect to convert the interest rate with respect to the 2019 Bonds from taxable to tax-exempt; Now, Therefore, Be It Resolved: Section 1. As required by the Indenture and the Code, the Board hereby elects to convert the interest rate with respect to the 2019 Bonds from taxable to tax-exempt. Section 2. The Executive Director of the District, or the designee thereof (an “Authorized Officer”), is hereby authorized to provide notice of such election to Pacific Western Bank and Western Alliance Business Trust, a wholly owned affiliate of Western Alliance Bank, an Arizona corporation, as original purchasers of the 2019 Bonds. Section 3. The Executive Director of the District and any and all other officers of the District are hereby authorized and directed, for and in the name and on behalf of the District, to do any and all things and take any and all actions, including execution and delivery of any and all assignments, certificates, requisitions, agreements, notices, consents, instruments of conveyance, warrants and other documents, which they, or any of them, may deem necessary or advisable in order to provide notice of such election. Section 4. All actions taken by any Authorized Officer and other officers or directors of the District which have been undertaken with respect to the issuance of the 2019 Bonds to date or which will be undertaken with respect to the conversion of the interest rate applicable to the 2019 Bonds, are hereby ratified, confirmed and approved in all respects. Section 5. This resolution shall take effect immediately upon its passage. Contact: Patrick Godley, 925-957-5405 I hereby certify that this is a true and correct copy of an action taken and entered on the minutes of the Board of Supervisors on the date shown. ATTESTED: April 20, 2021 Monica Nino, County Administrator and Clerk of the Board of Supervisors By: June McHuen, Deputy cc: Marcy Wilhelm, Jackie Peterson RECOMMENDATION(S): APPROVE and AUTHORIZE the Health Services Director, or designee, to execute on behalf of the County Unpaid Student Training Agreement #26-579-7 with Mt. Diablo Unified School District, an educational institution, to provide supervised field instruction, at Contra Costa Regional Medical Center (CCRMC) and Contra Costa Health Centers, to medical assistant and surgical technician program students from July 1, 2021 through June 30, 2024. FISCAL IMPACT: This is a nonfinancial agreement. BACKGROUND: The purpose of this agreement is to provide medical assistant and surgical technician students at Mt. Diablo Unified School District, with the opportunity to integrate academic knowledge with applied skills at progressively higher levels of performance and responsibility. Supervised fieldwork experience for students is considered to be an integral part of both educational and professional preparation. The Health Services Department can provide the requisite field education, while at the same time, benefiting from the students’ services to patients. Mt. Diablo Unified School District and the CCRMC and Health Centers have been providing these unpaid student training services since 2006. APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 04/20/2021 APPROVED AS RECOMMENDED OTHER Clerks Notes: VOTE OF SUPERVISORS AYE:John Gioia, District I Supervisor Candace Andersen, District II Supervisor Diane Burgis, District III Supervisor Karen Mitchoff, District IV Supervisor Federal D. Glover, District V Supervisor Contact: Jaspreet Benepal, 925-370-5101 I hereby certify that this is a true and correct copy of an action taken and entered on the minutes of the Board of Supervisors on the date shown. ATTESTED: April 20, 2021 Monica Nino, County Administrator and Clerk of the Board of Supervisors By: June McHuen, Deputy cc: Tasha Scott, Marcy Wilhelm C.126 To:Board of Supervisors From:Anna Roth, Health Services Director Date:April 20, 2021 Contra Costa County Subject:Unpaid Student Training Agreement #26-579-7 with Mt. Diablo Unified School District BACKGROUND: (CONT'D) On June 11, 2019, the Board of Supervisors approved Contract #26-579-6 with Mt. Diablo Unified School District, to provide supervised fieldwork instruction experience with Health Services for the period from June 1, 2019 through June 30, 2021. Approval of Unpaid Student Training Agreement #26-579-7 will allow Mt. Diablo Unified School District students to receive supervised fieldwork instruction experience, at CCRMC and Contra Costa Health Centers through June 30, 2024. CONSEQUENCE OF NEGATIVE ACTION: If this contract is not approved, the students will not receive supervised fieldwork instruction experience at CCRMC and Contra Costa Health Centers.