HomeMy WebLinkAboutMINUTES - 01312012 - IVRECOMMENDATION(S):
RECEIVE report on key issues and budget overview for 2012/13. (David Twa,
County Administrator)
FISCAL IMPACT:
None. Report is informational.
BACKGROUND:
Please see attached annual Board of Supervisors' Retreat Materials.
APPROVE OTHER
RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE
Action of Board On: 01/31/2012 APPROVED AS RECOMMENDED OTHER
Clerks Notes:
VOTE OF SUPERVISORS
AYE:John Gioia, District I
Supervisor
Candace Andersen, District
II Supervisor
Mary N. Piepho, District III
Supervisor
Karen Mitchoff, District IV
Supervisor
Federal D. Glover, District V
Supervisor
Contact: L. Driscoll, (925)
335-1023
I hereby certify that this is a true and correct copy of an action taken and entered on the minutes of
the Board of Supervisors on the date shown.
ATTESTED: January 31, 2012
David Twa, County Administrator and Clerk of the Board of Supervisors
By: June McHuen, Deputy
cc:
To:Board of Supervisors
From:David Twa, County Administrator
Date:January 31, 2012
Contra
Costa
County
Subject:Key Issues and Budget Overview for 2012/13
ATTACHMENTS
On Target
Report-Flattening the Organization
Board of Supervisors’ RetreatJanuary 31, 2012
ON TARGET Board Operating Procedures and CommunicationsBoard of Supervisors RetreatWelcome – Board Chair Supervisor Mary N. PiephoPublic CommentBudgets and Key Issues for FY 2012/13Closed SessionOpen Session – Wrap-up/Adjourn2Presentations:a. Hospital Sustainability Study – Follow Upb. Public Safety RealignmentBoard Members’ Priorities
3•Recognize sacrifice by Employees that were needed to address long term structural issues and to insure delivery of essential services to the public and to achieve financial stability•Build Reserves•Fund Infrastructure Needs (Repair & Maintenance)•Adequately Fund Public Safety Departments and Public Safety Realignment•Support parcel tax increase to achieve stable funding for Contra Costa Fire •Reduce hospital dependency on General Fund As national Health Care Funding occurs •Continue to support Pension Reform Options that achieve a stable and sustainable Pension System•As Successor Agency for Redevelopment deal with issues of Bond indebtedness, disposal of assets, appointments to Oversight Boards and related matters. Key Budget Issues 2012/13
ON TARGETKey Budget Issues 2012/13Fund Infrastructure Needs (Repair & Maintenance)•2012/13 Recommended Budget will establish a Capital fund –with an initial funding target of $5 million•Finance Building Roof•Martinez Detention Facility HVAC System•Byron Boys Ranch sewage/plumbing•Other Health and Safety maintenance4
ON TARGETKey Budget Issues 2012/13Adequately Fund Public Safety Departments and Public Safety Realignment•Recommended Budget to include increased funding/decreased vacancy factors for all justice departments•These adjustments are made possible by Realignments Revenues, increased Prop 172/Public Safety Sales Tax Revenues, and labor negotiations/concessions5
ON TARGETPension ReformCalPERS 2011 return below its assumed rate by 6.65 percentage pointsCalPERS eked out a 1.1% investment return in 2011, far short of its goal of a 7.75% rate of return assumptionCCCERA 2011 returns will be released approximately February 8 and presented at their February 15 meeting Although expected to be higher than CalPERS, CCCERA is not expected to have met 7.75% rate of return assumption6
7Dow Jones 5 Year Average2007-2011
82011/12 2012/13a. 2010/11 Furloughs Expire Increasing Payroll Costs$8.2 million Eliminatedb. Pension Cost Increase ($17.2 million General Fund)$29.2 million Absorbedc. Health Insurance Cost Increase$2.6 million Reducedd. Revenues Including Property Tax Likely to be FlatFlat Flate. Chevron Refund for 2004-05-06$2.0 million Eliminatedf. Chevron Appeal for 2007-08-09 Unknown Unknowng. Doctor’s Hospital Repayment Stops$1.9 million Absorbedh. Insurance Costs (Medical Malpractice/General Liability) – Transferred to Hospital Enterprise$2.0 million Absorbedi. Cuts and Shifts from State Necessary to BalanceUnknown Unknownj. Loss of SB90 Payments (State Shifts)UnknownUnknownTotal of Major Cost Drivers$45.9 million $0.0 million*CCC Major Cost Drivers for 2012/13* Given successful completion of labor negotiations.
ON TARGETGoals - Updated•GFOA Distinguished Budget Presentation Award•Revision of State Controller Budget Schedules•GASB 54 Implementation – Revision of Fund Balance Definitions9
ON TARGET 10
ON TARGETUnemployment5 Year Comparison4.6%5.3%8.7%11.8%11.2%4.9%7.5%10.9% 10.9%9.3%0.0%2.0%4.0%6.0%8.0%10.0%12.0%14.0%2007 2008 2009 2010 2011JanuaryDecember11
12Labor OrganizationNumber of ContractCurrently NegotiatingPerm EmployeesExpiration DateCalifornia Nurses Association (CNA) 520 1/31/2012Contra Costa County Defenders Association (P.D.) 55 6/30/2011Contra Costa County Deputy District Attorneys’ Association (DDAA) 72 6/30/2011District Attorney Investigator’s Association (DAIA)9 6/30/2008Physicians and Dentists of Contra Costa (PDOCC) 217 9/30/2008Probation Peace Officers Association (PPOA) 204 6/30/2011United Chief Officers’ Association (UCOA) 11 9/30/2011SettledDeputy Sheriff’s Association, Mgmt Unit and Rank and File Unit (DSA)759 6/30/2013IAFF Local 1230322 6/30/2012SEIU - United Healthcare Workers West (IHSS) 0 3/31/2012Professional & Technical Engineers – Local 21, AFL-CIO 696 6/30/2012Coalition Bargained AgreementsAFSCME Local 512, Professional and Technical Employees 235 6/30/2013AFSCME Local 2700, United Clerical, Technical and Specialized Employees 1,395 6/30/2013Public Employees Union, FACS Site Supervisor Unit 21 6/30/2013Public Employees Union, Local One 2,071 6/30/2013SEIU Local 1021, Rank and File Unit 34 6/30/2013SEIU Local 1021, Service Line Supervisors Unit 722 6/30/2013Western Council of Engineers (WCE) 20 6/30/2013Union Totals: Percentage Settled: 85.2% 7,363Management Classified & Exempt 265 6/30/2012Management Project 34 6/30/2012Employee Totals: Percentage Settled: 85.8% 7,662Status of Labor Negotiations
13
14
ON TARGET FINANCE15
ON TARGETKnown Facts, Decisions and Conditions that are Expected to Have a Significant Effect on Financial Position or Results of Operations in Current Fiscal Year16•Continuing to fund OPEB obligation at $20 million per year •Decrease of countywide assessed value of .049%•Continued fiscal crisis of state and federal governments •Reduction of general fund budget by $34.7 million due to reduced revenues and reduced employee compensation•New labor agreements reached including 2.75% reduction in salary for Local 21 and unrepresented management employees, as well as elimination of the employer subvention of employee pension costs for these units DSA, and Coalition
ON TARGET 17
ON TARGET 18General FundThe General Fund is the primary operating fund of the county. At June 30, 2011, the available fund balance was $122.6 million, an increase of $11.6 million (10.4%) in comparison to prior year (as recomputed by GASB 54), while total general fund balance was $142.7 million, an increase of $9.3 million (7%) in comparison to the prior year balance. As a measure of the General Fund’s liquidity, both available fund balance and total fund balance can be compared to total fund expenditures. Unrestricted fund balance represents 11% of total General fund expenditures, while total fund balance represents 12.8%. For the prior year, these figures were 10.2% and 12.2%, respectively.General Fund revenues increased by $28.9 million (2.5%) while expenditures increased by $25.5 million (2.3%) in comparison to the prior year. Revenues exceeded expenditures by $71.6 million (6%), in comparison to $68.2 million in the prior year.
19General Purpose Revenues by Source in Millions2002202402602803003203403603802005‐06 2006‐07 2007‐08 2008‐09 2009‐10 2010‐11 2011‐12AdoptedBudgetProperty TaxesLicenses, Permits & FranchisesEarnings on InvestmentCharges for Current ServicesOther TaxesFines, Foreitures & PenaltiesIntergovernmentalOther Revenue
20General Fund BalanceGASB 54 (in thousands)FY 10/11RESERVED FOR:Encumbrances 12,898Inventories & Cash 2,918Deposits with Others 0Prepaid Items and Deposits 15,542Lease Purchases 1,508Investments 0TOTAL RESERVED 32,866UNRESERVED:Designated Vehicle Replacement 2,187 Litigation and Audit Reserve 5,000 Dougherty Valley 0 Capital Reserve 11,587 Reserve Designations/Rebugets 13,757Total Designated 32,531Undesignated 67,972TOTAL UNRESERVED 8.7% 100,503TOTAL FUND BALANCE 11.51% 133,369FY 10/11FY 11/12NONSPENDABLEInventories 2,918 2,469Prepaid items and deposits 15,542 6,91818,460 9,387RESTRICTED1 General Government 2,149 8,3222 Public Protection 1,606 1,6463 Health and Sanitation 102 1364 Public Assistance 43 5913,900 10,696COMMITTED1 General Government 12,750 14,2402 Public Protection 43 Health and Sanitation 04 Public Assistance 3312,750 14,277ASSIGNED1 General Government 29,797 29,6172 Public Protection 316 2,1123 Health and Sanitation 104 1704 Public Assistance 70 375Education 0 06 Public Ways and Facilities 0 630,287 31,941UNASSIGNED 5.87% 67,972 6.40% 76,372TOTAL FUND BALANCE 11.51% 133,369 12.10% 142,672
ON TARGET 21
22OPEB Assets
23County OPEB LiabilityOPEB Funded RatioOPEB as % of PayrollOPEB Actuarial Valuation DateAlameda $172,200,000 77.40% Not providedDecember 31, 2009Contra Costa 1,004,908,000 4.09% 116.15%January 1, 2010Los Angeles 20,901,600,000 0.00% 341.31%July 1, 2008Orange 361,895,000 20.60% 28.60%June 30, 2009Riverside 45,416,000 17.90% 4.50%Not providedSacramento 144,804,000 0.00% 17.50%June 30, 2009San Bernardino None Not applicable Not applicableNot providedSanta Clara 1,258,477,000 10.10% 99.30%June 30, 2009San Diego 197,226,000 4.50% 18.00%June 30, 2010OPEB Liability/Funding Context
24
$- $20,000,000 $40,000,000 $60,000,000 $80,000,000 $100,000,000 $120,000,000Contra Costa County Combined LRB and POB Fiscal Year Debt ServiceGrand Total LRBsGrand Total POBs25
26$0$10,000,000$20,000,000$30,000,000$40,000,000$50,000,000$60,000,0002011-12 2012-13 2013-14 2014-15 2015-16 2016-17 2017-18 2018-19 2019-20 2020-21 2021-221994 POBs2003 POBs2001 POBsPension Obligation BondsAmortization of Principal by Debt issue(as of June 30, 2011)
27$0$20,000$40,000$60,000$80,000$100,000$120,000$140,000$160,000$180,000198319841985198619871988198919901991199219931994199519961997199819992000200120022003200420052006200720082009201020112012Historical Assessed ValuationTotal Assessed Valuation
28
ON TARGET HEALTH & HUMAN SERVICES29
Challenges to the County Health Care Delivery SystemThe landscape for the Department in 2012-13 includes the following challenges to maintain an efficient and effective health care delivery system:•Completion of the implementation of electronic medical records, including a total system redesign and training 3,000 individuals is anticipated in early July, with on-going adjustments throughout the year;•Increasing efforts to insure the delivery of “quality” services;•Design and implementation of multiple hospital clinical performance based metrics for payment under the recently approved State Medi-Cal Waiver, e.g. sepsis detection and management program and the Central Line-Associated Bloodstream infection prevention program;•Continue efforts to enroll 5,000 to 7,000 new members in the Coverage Initiative in preparation for Healthcare reform. Beginning in January 1, 2011 individuals with incomes between 0 -133 percent of the Federal Poverty Level became eligible for Federally subsidized health care coverage.30
Challenges to the County Health Care Delivery SystemContinued:•Continue the expansion of primary care capacity through completion of (a) construction of the new West County clinic; (b) expansion of the Concord clinic; (c) construction of a new joint medical/psychiatric clinic in Martinez; (d) expansion of the Antioch clinic., and (e) recruitment of primary care physicians. •Construction of a new Mental Health residential facility on the 20 Allen site in Martinez; and •Continuation of the Joint Powers Agreement involvement with Doctor's Medical Center to ensure adequate emergency and ICU bed availability for West County residents. 31
Employment and Human ServicesThe Department will continue to be challenged by:•The Governor’s proposed restructuring of and cuts to IHSS, CalWORKS, and Child Care will put thousands of children and seniors at risk. Increased hospitalization, nursing home placements, elder abuse referrals, child abuse referrals, and increased children’s health problems will put a further demand on other county services.•The significant increase in General Assistance Caseloads due to both rising unemployment as well as program changes required by legal action has put significant strains on EHSD’s budget and has diverted needed funding away from other programs such as Child Welfare Services. General Fund subsidy to this program has increased considerably from $4.3 million in FY 2008-09 to $9.3 million in the current fiscal year, or about 116% increase from 08/09 level. This increase was absorbed in the department’s budget with no additional contribution from the County General Fund.32
Employment and Human ServicesContinued:•Child Poverty has continued to rise in Contra Costa County. According to the 2010 U.S. Census, child poverty rates in Contra Costa County in the last 10 years have grown from 9.8% to approximately 14.3%. The number of additional children who have come onto the department’s CalWORKS and CalFreshcaseloads is estimated to be over 13,000. New research continues to document the significant and long-term impacts of poverty on children’s health and development. The Governor’s proposed restructuring of and budget cuts to CalWORKS and Child Care will create further hardships for poor children.•Health Care Reform has created new opportunities to better integrate health and social services to seniors and persons with disabilities, as well as to increase our leverage of federal funding streams. EHSD has demonstrated its ability to manage costs in the IHSS program through effective administrative controls, and the opportunities offered by Health Care Reform will further enhance these efforts. However, the Governor’s proposed cuts to IHSS will undermine some of these efforts.33
Employment and Human ServicesyContinued:•Outdated technology and business processes in some of the county’s core administrative processes, such as in its personnel systems, have hindered the department’s effort to maximize state and federal funds as well as meet mandated time frames for service levels because it can not fill grant funded positions in a timely manner.•Prisoner realignment creates new opportunities, as well as urgency, to better align health and human services with public safety programs. The political debates which pit public safety against health and human services obscure the important contributions that health and human services programs can make to improving public safety outcomes. The Sonoma County Board of Supervisors, for example, adopted a formal policy and program that recognizes the importance of making “Upstream Investments” which support prevention-focused policies and interventions that increase equality and reduce monetary and societal costs.34
Child Support ServicesyThe State Department of Child Support Services plans to expand regionalization and/or centralization of child support program services. The County will be challenged to find the best ways to: 1) prepare the office to receive a reduction in the budget to pay for these services and, 2) restructure staffing to provide the best operation of remaining services.yChallenge staff to handle an increase in the number of children serviced by the Department by 2% annually to meet the States projections in increasing number of cases that have paternity established, number of cases with orders and the total dollars collected.35
Child Support Services•The Department will continue to find ways to reduce costs and provide better customer services. The Department is currently in the development stage of automating the current process of paternity declarations that are now taken on NCR paper in hospitals, vital record offices, and welfare departments throughout California.•The Department will continue to work with the courts to find ways to better spend our time in the courtroom. By continuing to refine our out-of-court settlement of cases this will continue to reduce costs and provide better customer service.36
ON TARGET MUNICIPAL SERVICES37
Clerk Recorder•The Governor’s 2012/13 Proposed Budget would suspend SB-90 reimbursement claims for elections held after July 1, 2011.•The County will be responsible for the costs all Federal, State, County, and School District elections. Certain special districts will be billed for election costs.•Projected Net Cost = $500k per major election (Primary or General)38
General Services Department•The General Services and Public Works departments will continue through the merger process this year•General Services Administration will relocate from Summit Center to the Public Works Administration building•Real Estate services is continuing to work within the Real Estate and Asset Management Policy (RAMP) policy to identify departments occupying leased space that could relocate into Summit Center producing a cost savings to the County39
Conservation and Development•The Conservation and Development department will be consolidating all locations to 30 Muir Road through February 2012.•The new facility has been constructed to LEED Silver specifications and the department is working to certify at the Gold level. In addition, the department furnished the new building using office furniture in surplus, saving the County over $2 million.•The department continues to work through the dissolution of Redevelopment activities and will continue to keep the Board updated on a regular basis. 40
ON TARGET PUBLIC PROTECTION41
Public Protection•AB 109 (Adult Justice, Lower Level Offender) Realignment•Juvenile Justice Realignment (DJJ placements)•Staffing shortages•Jail capacity and aging detention facilities•Case management system•BayRICS/EBRCS•Emergency Response/Homeland Security42
AB109 (Adult Justice) Realignment•Need to secure adequate funding now and for the future•Change to allocation formula – nine-county working group•Constitutional amendment to protect future funding stream•Challenges in changing our approach to corrections; new models that address the specific needs of the 109 population•Slow process of building program capacity both within County departments and in community- and faith-based organizations•Evaluation of current interrelationships among justice partners (Sheriff, DA, Probation, Public Defender, Superior Court, local law enforcement, CDCR) and development of systems and processes to ensure effective communication and collaboration•Formal process for community input through an advisory committee to the Community Corrections Partnership43
Juvenile Justice Realignment•Counties currently manage 99% of all juvenile offenders; most of Department of Juvenile Justice (DJJ) has already been realigned to counties•DJJ currently houses only 1,800 inmates statewide, but they are the violent offenders, many of them seriously mentally ill•Counties do not have the specialized programming/ facilities to hold and treat long-term, seriously mentally ill and violent juveniles•Building such capacity in every county would be cost prohibitive, which is why it has historically been centralized at the state level•Consensus among county probation officers is that this remaining DJJ population should not be realigned to counties•The Governor’s proposal would require us to develop and fund a local alternative to (DJJ) placements•Continuing conversation with CDCR and DJJ about not eliminating the state placement option for the most serious and mentally ill offenders•Continuing conversation with CDCR and DJJ about providing counties graduated funding over time for those youth no longer eligible that will be in County custody44
Jail Capacity and Aging Facilities•100% of the 2009/10 Facilities Life-Cycle Investment Program budget and most of the last year and current year Program budget was for detention facility problems•Martinez Detention Facility is approaching 30 years and continues to incur maintenance problems, particularly with plumbing•Orin Allen Youth Rehabilitation Facility in Byron, opened in 1960 and expanded in 1999, is served by well water and frequently has well and sewage maintenance problems•State inmate and parolee realignment will place added demands on County detention facilities45
Justice Case Management System•New system is needed to replace current systems used by District Attorney, Public Defender, and Probation Departments (approx600 system users)•Contract awarded in 2009 to third party vendor to modernize system to meet operational requirements for case management, electronic report transmission, digital imaging and file storage, and ad hoc statistical reporting and performance measurement •System must integrate with the rest the CJIS and the future statewide court system•Third party vendor could not deliver a system that is acceptable to the District Attorney•Justice team is currently exploring recourse and examining other systems as options•Meanwhile, County mainframe support and expertise is dwindling46
BayRICS / EBRCS•Bay Area Regional Interoperable Communications System (BayRICS) project scope was deemed over- ambitious and is being scaled back•Project is current in the environmental review process•East Bay Regional Communications System (EBRCS) is being implemented, with significant investments in infrastructure and interoperable radio equipment by participating agencies as new cells are prepared to be activated with a go-live projection of early 201347
BayRICs – “BayWEB” ProjectOriginal Project Terms: 10 County System4G Wireless Broadband Technology backbone for two new sub-systems:Public Safety System – Will provide a dedicated broadband network for first respondersPublic Access System – Will provide public access to high speed broadband networksFinancing Nomenclature: Total Project Cost: $72.5 millionFederal Grant Allocation: $50.6 million (70%, Motorola, Grantee)Grant Match: $21.9 million (30%, Motorola, Inc.)Motorola, Inc. retains ownership of the infrastructure for a period of 10 years, then transfers title to the BayRICS JPAProject UpdateMotorola is working with the Department of Commerce to “de-scope” the project in two significant areas:Reduce participating counties from 10 to approximately 6Remove the Public Access System due to lack of interest (Contra Costa County supported this aspect of the overall project) Two significant contractual agreements have been approved:Site Access and Use Agreement: Agreement between the County and Motorola outlining terms and conditions for accessing County facilities to install and maintain BayWEB infrastructureBuild, Own, Operate, and Maintain (BOOM) Agreement: Agreement between the BayRICS JPA and Motorola, Inc. formally adopting terms of the BayWEB project.System FinancingA System Funding Plan was adopted by the BayRICs authority on 1/19/12, which includes several estimated expenditure costs and continues to contemplate a 10 County system. The Authority is working on an updated version of this document.Contra Costa County cost impact: Year 1: Approximately $283,500Year 2: Up to $895,000. Primarily due to purchase of required equipment to access BayWEB system (Approx. $500k).Contra Costa ProgressStaff will begin working with Motorola soon to begin the environmental review and permit application stages of the system build out at County operated sites.48
Emergency Response / Homeland Security•Federal Homeland Security cuts looming, according to the Homeland Security Secretary•Narrowing of spending authorizations, more prescriptive grants•Some agencies have been slow to spend allocations, suggesting the need isn’t really there•County Emergency Operations Center continues to be inadequate with no feasible plan for expansion in our current economic and budget crisis49
ON TARGET FIRE50
Contra Costa Fire Protection District10 Year Financial Summary51FY 01/02 FY 05/06 FY 06/07 FY 07/08 FY 08/09 FY 09/10 FY 10/11 FY 11/12 FY 12/13 FY 13/14 FY14/15Actual Actual Actual Actual Actual Actual ActualProjection Projection Projection ProjectionBEGINNING FUND BALANCE:*CCCFPD General Operating Fund 19,970,360$ * 25,547,342$ 20,577,569$ 24,171,392$ 18,689,561$ 19,938,778$ 17,610,427$ 12,630,196$ (955,405)$ ‐$ ‐$ POB Stablization Fund * 6,004,061$ 176,572$ 478$ 2,748,944$ 5,396,182$ 8,040,575$ 10,670,575$ ‐$ ‐$ Total Beginning Fund Balance 19,970,360$ *25,547,342$ 26,581,629$ 24,347,964$ 18,690,038$ 22,687,722$ 23,006,609$ 20,670,771$ 9,715,170$ (2,864,567)$ (21,541,656)$ REVENUE:*Property Tax 59,307,264$ * 78,174,462$ 88,860,331$ 89,547,992$ 88,770,426$ 80,211,236$ 79,436,030$ 77,330,000$ 77,330,000$ 78,103,300$ 78,884,333$ SAFER Grant *2,447,224$ 3,262,965$ Other 2,762,632$ * 8,183,919$ 8,142,050$ 10,522,575$ 10,622,763$ 8,618,660$ 6,148,482$ 8,364,480$ 8,000,000$ 8,000,000$ 8,000,000$ Total Revenue 62,069,896$ *86,358,381$ 97,002,381$ 100,070,567$ 99,393,189$ 88,829,896$ 85,584,511$ 88,141,704$ 88,592,965$ 86,103,300$ 86,884,333$ EXPENDITURES:*Salaries & Benefits (not including Retirement) 41,436,166$ * 59,294,297$ 62,180,395$ 68,624,875$ 64,969,545$ 63,783,601$ 62,768,230$ 65,273,257$ 65,676,858$ 66,181,908$ 66,712,211$ Retirement Expense 4,485,141$ * 7,268,148$ 7,389,352$ 7,852,126$ 7,689,173$ 5,907,179$ 5,889,938$ 11,875,000$ 14,000,000$ 16,500,000$ 19,000,000$ Services & Supplies 6,746,874$ * 6,361,333$ 7,913,862$ 9,658,193$ 7,621,558$ 5,121,510$ 5,746,022$ 7,602,889$ 7,000,000$ 7,000,000$ 7,000,000$ Interagency Charges 1,866,589$ * 2,952,269$ 3,227,489$ 3,900,407$ 3,175,216$ 2,942,743$ 2,791,120$ 2,771,550$ 2,771,550$ 2,771,550$ 2,771,550$ Fixed Assets (i.e., Capital Investment) 5,512,727$ * 1,607,879$ 1,699,541$ 3,270,059$ 2,722,076$ 918,827$ 389,389$ 676,980$ 250,000$ 250,000$ 250,000$ Pension Obligation Bond (POB) P&I Payments * 8,007,317$ 8,397,947$ 8,861,357$ 9,342,412$ 9,848,930$ 10,375,054$ 10,925,455$ 11,501,185$ 12,104,161$ 12,730,727$ Transfer Out to POB Stablization Fund* 5,836,911$ 2,599,972$ 2,600,671$ 2,600,931$ 2,603,450$ 2,600,740$ 2,602,174$ 2,603,109$ 2,602,770$ 2,600,383$ Other Gov/Gov Transfers 50,000$ *‐$ ‐$ 784,709$ 23,061$ 32,009$ 4,249$ ‐$ ‐$ ‐$ ‐$ Total Expenditures 60,097,496$ *91,328,155$ 93,408,557$ 105,552,399$ 98,143,971$ 91,158,248$ 90,564,742$ 101,727,305$ 103,802,702$ 107,410,389$ 111,064,871$ SURPLUS/(DEFICIT):*Total Revenue Less Total Expenditures 1,972,399$ * (4,969,773)$ 3,593,824$ (5,481,832)$ 1,249,217$ (2,328,351)$ (4,980,230)$ (13,585,601)$ (15,209,737)$ (21,307,089)$ (24,180,538)$ OTHER:*Transfers In to POB Stabilization Fund* 6,004,061$ 2,764,092$ 2,793,773$ 2,748,466$ 2,647,238$ 2,644,393$ 2,630,000$ 2,630,000$ 2,630,000$ 2,630,000$ Payment of New UAAL Obligations * 8,591,581$ 2,969,867$ *ENDING FUND BALANCE:*CCCFPD General Operating Fund 21,942,760$ * 20,577,569$ 24,171,392$ 18,689,561$ 19,938,778$ 17,610,427$ 12,630,196$ (955,405)$ ‐$ ‐$ ‐$ POB Stablization Fund * 6,004,061$ 176,572$ 478$ 2,748,944$ 5,396,182$ 8,040,575$ 10,670,575$ (2,864,567)$ ‐$ ‐$ Total Ending Fund Balance 21,942,760$ *26,581,629$ 24,347,964$ 18,690,038$ 22,687,722$ 23,006,609$ 20,670,771$ 9,715,170$ (2,864,567)$ (21,541,656)$ (43,092,194)$
ON TARGET 52
Questions?53
54
Agencies Continue to Work Towards
Flatting the Organization
Agriculture
1. The Department of Agriculture is already very lean on management. The Department is already as flat as
it can be and still function.
2. During 2011 one employee retired. She was the Office Manager of Cooperative Extension.
3. The Department rehired the Office Manager during April, May, June and July. As of August 1, 2011 no
retirees are employed by the Department of Agriculture.
Animal Services
1. The Animal Services Department has had four employees retire, two represented employees and two
unrepresented employees. Both of the unrepresented employees, the Executive Secretary and the
Administrative Services Officer are critical to the operations of the Department.
2. The Department has re‐hired three of the retirees to continue in their prior position and duties until new
staff can be hired.
Assessor
1. As a result of budget cuts and an unusually high number of retirements, the Assessor’s Office has and will
continue to evaluate staffing levels and departmental operations, and restructure the organization to
meet statutory obligations and provide mandated services to the public. As part of this process, they
have flattened the organization, eliminated positions, reorganized divisions, cross‐trained staff, and
enhanced their computer systems to improve efficiencies within the office. With respect to flattening the
organization, the Assessor’s Office has completely eliminated Supervising Appraiser positions (1
management “layer”) in both the Standards Division and the Commercial and Industrial Division of the
Assessor’s Office, and has reduced the number of Supervising Appraiser and Supervision Auditor‐
Appraiser positions in the Residential and Business Divisions of the office. In addition, they have
eliminated Supervising Assessment Clerk positions (1 management “layer”) in the Residential and
Business Divisions of the office.
2. The Assessor’s Office experienced 17 retirements during 2011.
3. The Assessor’s Office has rehired 8 retirees.
Auditor‐Controller
1. The Auditor‐Controller’s Office is already extremely flat and understaffed.
2. During 2011 six employees retired.
3. The Department has rehired three retirees on a temporary basis.
Child Support Services
1. The Department of Child Support Services is already very lean on management. The Department is
already as flat as it can be and still function.
2. During 2011 thirteen employees retired, including two non‐represented positions ‐ the Director and the
Executive Secretary.
3. Seven of these retirees returned to their prior positions, including the Director and the Executive
Secretary. The other five retirees are providing direct services to clients until such time as their positions
can be filled.
Clerk Recorder‐Elections
1. The Clerk‐Recorder‐Elections Department has eliminated one management position with the goal of
flattening the organization. A vacant Office Manager position was eliminated after the incumbent
transferred to another department.
2. During 2011 eight employees retired and one passed away unexpectedly.
3. In 2011, this department has one Clerk Senior (retired in 2008) that comes in to help at election time. She
only comes in to work as a seasonal clerk during large elections. For 2012, the Clerk‐Recorder‐Elections
Department does not plan to employ any retirees, except as short term election help or volunteers
(unless one or two key election employees retire before the Nov. 6, 2012 Presidential Election).
County Counsel
1. County Counsel consists primarily of unrepresented management employees who are assisted by clerical
staff and one paralegal. A reduction in the number of attorneys would also lead to a reduction in the
supporting clerical staff. As a result it is impossible to flatten the department.
2. During 2011 two employees retired. They are one Assistant County Counsel, and one Senior Legal
Coordinator.
3. The Department has rehired two Deputy County Counsel retirees on a temporary basis.
Department of Information Technology
1. The Information Technology department has eliminated four management or senior level positions
including two Deputy Chief Information Officer positions
2. During 2011 eleven employees retired.
3. Currently, the Information Technology department is employing four retirees.
District Attorney*
The District Attorney has frozen one Assistant District Attorney position, which accounts for a single layer in his
management hierarchy, leaving the Department Head, a Chief Assistant, and five Senior Deputies to manage an
authorized staff of 168. Five attorneys have retired this year and the department is utilizing seven retirees in
various capacities to fill in gaps in staffing, including clerks, attorneys, and investigators.
Employment and Human Services
1. As a result of budget cuts and an unusually high number of retirements, the Employment and Human
Services Department has and will continue to evaluate staffing levels and departmental operations, and
restructure the organization to meet statutory obligations and provide mandated services to the public.
2. During the 2011 calendar year 121 employees retired.
3. There are 25 employees who are currently working in their same position on a temporary basis until they
can be replaced with permanent staff. Filling of many of these positions is on‐going.
4. There are an additional 52 employees who are performing similar duties to complete projects that were in
process before their retirement, to assist in the transition of key work, train and development of new staff
or to handle backlogs due to historical increases in applications and caseloads.
5. Of the 77 temporary retiree staff, 35 are in direct client service positions. The client service positions
direct the allocation of federal and/or State revenue tor the Department, allowing it to maximize the use
of these allocated funds and provide a high level of service to clients.
General Services Department
1. The General Services Department will eliminate the Department Head position and Deputy position as
General Services is being the merged into Public Works. In addition, by combining certain divisional
responsibilities such as Administration, Finance, Real Property, and Real Estate functions, the department
anticipates a more effective and efficient delivery method and expects to identify additional divisional
areas that can be streamlined, combined or merged to further flatten the organization.
General Services has eliminated 5 management positions in the past three years and does not foresee
filling an additional 5 vacant management positions. In addition, in 2010 the Department eliminated a
management layer in the organization by not filling the Grounds Manager position upon his
retirement. Instead, the Grounds Division was merged under our Facilities Services Division. Also in 2010,
the Department eliminated a management layer in the organization by not filling the Custodial Services
Supervisor position upon his retirement.
2. During 2011 fourteen employees retired.
3. The Department has rehired four retirees; the department ended one of these retiree assignments
January 13, 2012.
Health Services Department
1. The Health Services Department had 203 employees retire during 2011.
2. One hundred seventy‐one retired employees have returned to work, all but four performing the same or
very similar duties to those they previously performed. Four retirees are performing special projects that
are temporary in nature.
3. The Department utilizes a high number of retirees for a number of reasons, including patient care until
their positions can be filled, training replacement staff, providing coverage for permanent employees who
are on vacation or out sick.
4. The Health Services Department has and will continue to evaluate staffing levels, span of control and
departmental operations, and restructure the organization to meet statutory obligations and provide
mandated services to the public. With the implementation of Health Care Reform, the Department is
committed to providing high quality service with the proper staff size and organizational structure.
Human Resources
1. Human Resources eliminated the Chief of Labor Relations position in order to restructure and flatten the
supervisorial layers in the department.
2. Human Resources had one retirement in 2011.
3. The number of retirees hired back during the year fluctuated from 1 to 2 to assist with training in Labor
Relations and Open Enrollment in the Benefits Unit.
Library
1. The Contra Costa County Library Department has eliminated four management positions in an attempt to
flatten the organization. They are Assistant County Librarian, Administrative Services Assistant III,
Personnel Services Assistant III, and Reading and Literacy Manager.
2. During 2011 nine employees retired.
3. In 2011 the Library did not employ any retirees. For 2012, the Library has not and does not expect to
employ any retirees.
Probation*
Over the last several years, budget cuts have required Probation has reorganized its management team. Senior
management was reduced from three Chief Deputy Probation Officers to one. Middle management has been
reduced by eliminating the Superintendent level and consolidating those duties among three Director positions.
The department also eliminated an Administrative Services Assistant position in its Fiscal Unit while taking on new
responsibilities for revenue collection upon the closure of the Office of Revenue Collection.
Probation utilizes retiree help in limited circumstances. For example, the department has at any time between 5‐
10 retirees who serve as temporary Probation Counselors to provide coverage at the detention facilities for
vacation, sick leave and peak workload, thereby avoiding costly overtime. They currently also have one retired
clerk helping out.
Public Defender
The Public Defender has eliminated two Chief Assistant Public Defender positions and one Assistant Public
Defender position. She is holding one additional Assistant Public Defender position vacant in order to meet her
budget target; the duties of this position are being covered by a retired public defender who is working part time.
The entirety of the Public Defender management team now comprises the Department head and four Assistant
Public Defenders; this team manages the Public Defender and Alternate Defender (first level conflict) divisions.
The Public Defender employs three retirees: two attorneys including the one mentioned above, and one clerk
who is covering an assignment until a permanent replacement can be recruited.
Public Works
1. Public Works is looking at the merged department structure with General Services in an effort to
streamline the Public Works divisions while providing the services that General Service divisions are
responsible for. By combining certain divisional responsibilities such as Administration, Finance, Real
Property and Real Estate functions, Public Works anticipates a more effective service delivery. Public
Works has eliminated 17 management positions in the last 3 years. In addition, they left some positions
vacant while they determined the best organizational structure as part of the merge with General
Services. Public Works has created efficiencies by not backfilling a Deputy Director position upon
retirement of staff from this position in 2010. They also created efficiencies by combining two divisions
into one creating a Design/Construction Division. In addition, by merging with the General Services
Department, efficiencies will be realized by eliminating one Department Head and a Deputy position.
Previously Public Works had one Department Head and four Deputies and General Services had one
Department Head and two Deputies. They will now have one Department Head and four Deputies with
the merged Department.
2. The Public Works Department had 12 retirements in 2011. They also had 12 retirements in 2010.
3. The number of retirees that have worked at Public Works has fluctuated slightly throughout the year,
ranging from seven to ten. Public Works currently has 8 retiree employees.
Risk Management
1. The basic structure of Risk Management has remained the same as it is a small division of the County
Administrator’s Office. However, in an effort to restructure the training activities in the department, all of
the Assistant Risk Managers are now tasked with training activities.
2. Risk Management had 7 retirements, 1 resignation and 1 transfer. In total, the department lost 9
employees in 2011.
3. Risk Management rehired the Rehabilitation Counselor and is attempting to replace the position as it is
required by law.
Sheriff‐Coroner*
1. The Sheriff is in the process of reorganizing his management ranks and has frozen four Commander
positions and plans to adds three Assistant Sheriff positions in order to flatten his management
structure. Also various civilian management/supervisory positions have been unfunded and their duties
consolidated and assigned to remaining staff due to budgetary constraints and organizational flattening.
2. The Sheriff currently has 42 deputy sheriffs appointed in a per diem status (on‐call) that provide
instruction at the Law Enforcement Training Academy and coverage in court security and other areas in
lieu of overtime.
Treasurer‐Tax Collector
1. The Treasurer‐Tax Collector’s Office has eliminated three management positions in an attempt to flatten
the organization. They are Property Tax Business Systems Manager, the Treasurer’s Accounting Officer
and the Executive Secretary positions.
2. During 2011 seven employees retired.
3. In 2011, the Treasurer‐Tax Collector’s Office rehired five retirees but their employment terminated on
December 31, 2011. For 2012, the Treasurer‐Tax Collector’s Office does not employ any retirees.
Veterans Service Department
The Veteran Services Department is a very small department. There are only six employees including the
Director/County Veterans Service Officer (CVSO). All six employees provide direct services to clients, including the
CVSO, who carries a caseload. Two of these employees retired in 2011 and both positions were backfilled. There
are no retirees who are currently working as temporary employees for the Department.
*It should be noted that these department heads have been in their positions for about one year during which time they have
been assessing the effectiveness of the organization they inherited to inform future decisions on organization.